Asset Management Plan 3 Waters 2018-2028

Manawatu District Council

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Quality Information

Issue Information Document 3 Waters Asset Management Plan Revision No. 3 Date July 2018 Project Team G Young, Utilities Manager C Pepper, Special Projects Manager J Adams, Asset Engineer - Utilities C Clement, Assets & Compliance Engineer Date Signed Prepared J Adams July 2018

Quality Assurance Review G Young July 2018

Approved for Issue H Waugh July 2018

Revision History Revision No. Date Purpose Prepared Reviewed Approved for Issue 1 Feb. 2018 Issued for LTP D Miller G Young H Waugh Consultation 2 July 2018 Revised Draft J Adams G Young - post LTP Consultation 3 July 2018 Final 2018- J Adams G Young H Waugh 2028

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Contents

1 Purpose ...... 6 2 Asset Management Framework ...... 7 2.1 Asset Management Plan Objectives ...... 7 2.2 Strategic Overview ...... 7 3 Levels of Service ...... 10 3.1 3 Waters Services Overview ...... 10 3.2 Level of Service Definition ...... 14 3.3 Levels of Service Monitoring & Reporting ...... 19 4 Growth and Demand ...... 20 4.1 Demographic Context and Forecast Growth ...... 20 4.2 Planning for Growth ...... 21 4.3 3 Waters Demand Forecasts and Management Strategy ...... 23 5 Risk Management ...... 24 5.1 Organisational Risk Management ...... 24 5.2 Activity Specific Risk Management Processes ...... 24 5.3 Asset Criticality ...... 26 6 Lifecycle Management Plan ...... 27 6.1 Asset Description ...... 27 6.2 Asset Condition, Capacity and Performance ...... 27 6.3 Asset Development Strategy ...... 27 6.4 Operations and Maintenance Strategy ...... 28 6.5 Renewals Strategy ...... 28 6.6 Disposal Strategy ...... 29 7 Financial Summary ...... 30 7.1 Financial Statements and Projections ...... 30 7.2 Asset Valuation as at 1 July 2017 ...... 36 7.3 Funding Strategy ...... 39 8 Asset Management Practices ...... 40 8.1 Implementation of Asset Management Practices ...... 40 8.2 Asset Information Management ...... 40 8.3 Asset Valuation ...... 40 8.4 Improvement Plan ...... 41 Water Supply Activity Appendix 1 ...... 44 WS1 Purpose ...... 44 WS2 Levels of Service ...... 44 WS3 Growth and Demand ...... 44 WS3.1 Water Supply – Demand Forecasts ...... 44 WS3.2 Water Supply – Demand Management Strategies...... 45

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WS4 Risk Management ...... 46 WS4.1 Overview ...... 46 WS4.2 Activity Risk Assessment - Organisational Risk Framework ...... 46 WS4.3 Water Supply Risk Management – Water Safety Plans ...... 52 WS4.4 Asset Criticality ...... 52 WS5 Lifecycle Management Plan ...... 53 WS5.1 Asset Description ...... 53 WS5.2 Asset Condition, Capacity & Performance ...... 65 WS5.3 Asset Development Strategy ...... 65 WS5.4 Operations and Maintenance Strategy ...... 67 WS5.5 Renewals Strategy ...... 68 WS5.6 Disposal Strategy ...... 68 Wastewater Activity Appendix 2 ...... 69 WW1 Purpose ...... 69 WW2 Levels of Service ...... 69 WW3 Growth and Demand ...... 69 WW3.1 Wastewater – Demand Forecasts ...... 69 WW3.2 Wastewater – Demand Management Strategies ...... 71 WW4 Risk Management ...... 72 WW4.1 Overview ...... 72 WW4.2 Activity Risk Assessment - Organisational Risk Framework ...... 72 WW4.3 Wastewater Activity Risk Management – Centralisation Project Business Case 77 WW4.4 Asset Criticality ...... 77 WW5 Lifecycle Management Plan ...... 78 WW5.1 Asset Description ...... 78 WW5.2 Asset Condition, Capacity & Performance ...... 94 WW5.3 Asset Development Strategy ...... 94 WW5.4 Operations and Maintenance Strategy ...... 96 WW5.5 Renewals Strategy ...... 97 WW5.6 Disposal Strategy ...... 97 Stormwater Activity Appendix 3 ...... 98 SW1 Purpose ...... 98 SW2 Levels of Service ...... 98 SW3 Growth and Demand ...... 98 SW3.1 Stormwater – Demand Forecasts ...... 98 SW3.2 Stormwater – Demand Management Strategies ...... 98 SW4 Risk Management ...... 99 SW4.1 Overview ...... 99 SW4.2 Activity Risk Assessment – Organisational Risk Framework ...... 99 SW4.3 Risk Review of Village Stormwater Services ...... 103 SW4.4 Asset Criticality ...... 104 SW5 Lifecycle Management Plan ...... 104

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SW5.1 Asset Description ...... 104 SW5.2 Asset Condition, Capacity & Performance ...... 120 SW5.3 Asset Development Strategy ...... 120 SW5.4 Operations and Maintenance Strategy ...... 121 SW5.5 Renewals Strategy ...... 121

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1 Purpose The 3 Waters Asset Management Plan represents Manawatu District Council’s (MDC’s) tool for integrating management, financial, engineering and operational practices to deliver water supply, wastewater and stormwater services to the Manawatu District. In this context, the plan structure adopted is set out in Table 1. The structure recognises that MDC seek to apply a consistent approach to the management of the 3 Waters activities, but there is some information/practices that are activity specific. Therefore, the main body of the Asset Management Plan addresses the 3 Waters activities concurrently and, where appropriate, further detail is set out in activity specific appendices. Table 1: 3 Waters Asset Management Plan Structure

Item Content Asset Management Plan Framework  Objectives of the Asset Management Plan  Strategic context of the Asset Management Plan in terms of MDC’s strategic processes & the local authority legislative/regulatory environment Levels of Service  Waters overview (including asset and service delivery model summaries)  Definition of levels of service  Monitoring and reporting regime Growth and Demand  Review of growth assumptions set out in the Infrastructure Strategy  3 Waters demand forecasts Risk Management  MDC’s 3 Waters risk registers  Activity specific risk management processes Lifecycle Management Plan  Asset summaries, inclusive of commentary on condition, performance and capacity  MDC’s strategies for developing new assets, renewals, operations & maintenance & asset disposal Financial Summary  Budget for 2018-2028  Asset valuation as of 1 July 2017  MDC’s funding strategy Asset Management Practice  Asset management responsibility  Asset register & Asset valuation process overview  Improvement Plan Water Supply Activity Appendix Supplementary Water Supply activity detail Wastewater Activity Appendix Supplementary Wastewater Supply activity detail Stormwater Activity Appendix Supplementary Stormwater Supply activity detail

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2 Asset Management Framework 2.1 Asset Management Plan Objectives The objectives of the 3 Waters Asset Management Plan are:  To ensure: o Strategic and operational decisions are based on “best for asset” principles; o Levels of service are cascaded down to enhance the network performance and ratepayer satisfaction; and o The management and renewal of assets is carried out within budget constraints.  To provide clear linkages to the Long Term Plan, infrastructure strategy and other key processes/documents; and  To comply with the Local Government Act 2002, specifically in relation to our activities, services and assets. 2.2 Strategic Overview 2.2.1 Plan Relationship to Council’s Vision and Community Outcomes The relationship of the 3 Waters Asset Management Plan to the MDC’s key strategic documents and processes is summarised in Figure 1. A brief commentary follows on each of the elements depicted.

It is important to note that the relationship is not strictly hierarchical and documents are developed through an iterative process.

Vision

Outcomes

Long Term Plan

Infrastructure Strategy / Financial Strategy

3 Waters Asset Management Plan

Figure 1: Relationship to Key Council Planning Processes

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Vision and Outcomes Council’s overarching vision is: “Connected, vibrant and thriving Manawatu District – the best lifestyle in New Zealand.” Within this overarching vision, key community visions are further defined: Feilding Vision – An attractive, progressive and inclusive country town that offers lifestyle choices, and is the agri-business hub of the region. Villages’ Vision – Attractive and prosperous communities that offer lifestyle choices and business opportunities within a unique environment. Rural Vision – Providing world-leading food, products and services within a beautiful sustainable rural landscape that offers outstanding recreational opportunities. Underpinning the vision statements is a set of outcomes which were developed to further define the priorities MDC is working towards. While infrastructure contributes to the achievement of all of Council’s outcomes, of particular relevance are:  Manawatu District is connected via quality infrastructure, services and technology;  Manawatu District’s built environment is safe, resilient and attractive;  Manawatu District protects the natural environment through stewardship of the District’s natural and physical resources; and  The Manawatu District attracts and retains residents and businesses. Financial Strategy The financial strategy sets out the financial implications, constraints and consequences of Council’s policy and service delivery decisions and how these will be managed. The infrastructure strategy is developed in conjunction with the financial strategy to ensure that the two are aligned and are consistant. Infrastructure Strategy The MDC Infrastructure Strategy sets out:  The key infrastructural service issues the district is forecast to face over the next 30 years, including financial and non-financial consequences;  The main options for dealing with those issues;  The cost and service delivery implications for residents and businesses of those options; and  The Council’s current preferred scenario for infrastructure provision. The Infrastructure Strategy covers the statutory minimum requirement of 30 years, which overlaps the 10 year period covered by the 3-Waters Asset Management Plan.

2.2.2 Legislative, Regulatory and Other Drivers In addition to MDC’s strategic documents/processes set out in the preceding section, there is a suite of legislation and regulations that guide delivery of the 3 Waters services. These range

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in scope from items that regulate and define the strategic environment to those that govern the implementation of a specific action or activity. Examples include (but are not limited to):  Local Government Act;  Health Act;  Resource Management Act;  Health and Safety in Employment Act;  Civil Defence Emergency Management Act; and  Building Act. MDC take into account the relevant legislative and regulatory drivers in delivering the 3 Waters services. For brevity, it has not been considered necessary to provide a further detailed commentary.

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3 Levels of Service 3.1 3 Waters Services Overview 3.1.1 Asset Overview Water supply, wastewater and stormwater services delivered by MDC are summarised in Table 2, Table 3 and Table 4 respectively. These tables summarise information in the activity specific appendices. Table 2: Water Supply Service Summary

Scheme Source Treatment Reticulation Feilding Surface water : Almadale Treatment On Demand  Oroua River Plant (Surface Water) Excluding Mt Taylor Groundwater: Awa St Treatment which is on a Plant (Groundwater) restricted supply  Campbell Rd Bore  Newbury Line Bore Sanson Present source - Present - Sanson Restricted Supply Shallow bore adjacent Water Treatment to the Rangitikei River. Plant Future source – New Future – Treatment bore has been plant adjacent to new developed within the bore village. Rongotea Groundwater Rongotea Water On Demand Treatment Plant Himatangi Beach Groundwater Himatangi Beach On Demand Water Treatment Plant Stanway – Halcombe Shallow bores Water Treatment Rural water scheme adjacent to the Plant adjacent to Restricted Supply Rangitikei River bores Waituna West Groundwater Waituna West Water Rural water scheme Treatment Plant Restricted Supply Kiwitea Rural Rural water scheme, Restricted Supply This scheme is operated entirely by a community committee and is not covered in this Asset Management Plan Oroua No.1 Rural Rural water scheme, Restricted Supply This scheme is operated entirely by a community committee and is not covered in this Asset Management Plan

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Table 3: Wastewater Service Summary

Scheme Reticulation Treatment Within Centralisation Scope Feilding Gravity network Feilding WWTP Yes – Destination (Excluding Mt Taylor Current project Treatment Plant which has a pressure underway to system) implement a dual land/surface water discharge system. Halcombe Gravity network Halcombe WWTP – Yes Dual land/ surface water discharge Sanson Gravity network Sanson WWTP – Dual Yes land/ surface water discharge Rongotea Gravity network Rongotea WWTP – Yes Discharge to surface water Cheltenham Gravity network Cheltenham WWTP – Yes servicing onsite septic Discharge to land tanks. Kimbolton Gravity network Kimbolton WWTP – Yes servicing onsite septic Discharge to surface tanks. water Awahuri Gravity network Awahuri WWTP – TBC servicing onsite septic Discharge to surface tanks. water Himatangi Beach Pressure system with Himatangi Beach No onsite pump stations. WWTP – Discharge to land

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Table 4: Stormwater Service Summary

Scheme Description Pre 2018-2028 LTP Post 2018-2028 LTP Adoption Feilding Well Developed, Targeted stormwater Harmonised urban stormwater rate stormwater rate network Rongotea Formal, village Targeted stormwater Harmonised stormwater network rate stormwater rate Sanson Formal, village Targeted stormwater Harmonised stormwater network rate stormwater rate Halcombe Village stormwater No service Harmonised service stormwater rate Cheltenham Village stormwater No service Harmonised service stormwater rate Himatangi Beach Village stormwater No service Harmonised service stormwater rate Tangimoana Village stormwater No service Harmonised service stormwater rate Bainesse Rural Drainage No change Scheme Maire Rural Drainage No change Scheme Makowhai Rural Drainage No change Scheme Oroua Downs Rural Drainage No change Scheme

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3.1.2 Service Delivery Structure MDC’s delivery structure for the 3 Waters services is summarised in Figure 2. Key points of the structure are:  Overall responsibility for the 3 Waters service delivery sits with the General Manager – Infrastructure, who reports directly to the Chief Executive;  Through the Utilities Manager and Utilities Operations Manager roles there is the clear delineation of responsibility for: o Infrastructure planning, engineering and project delivery activities; and o Operations and maintenance activities (Reticulation and Treatment)  MDC has a shared service contract with the Rangitikei District Council (RDC) for Roading (maintenance and professional services) and 3 Waters professional services, operations and treatment. Under this agreement MDC employs staff and delivers the nominated services to the RDC, but each Council owns their own assets and sets applicable rates and charges; and  The Reticulation Team (reporting to the Operations Manager) was brought in-house post a s17A review of the 3 Waters services in 2015/2016. The review found an in- house model to be the most cost-effective model when compared to the existing external contract.

General Manager - Infrastructure

Roading Activity Utilities Operations Utilities Manager (Structure not Manager Depicted) Assets & Reticulation Compliance Team Team Land Treatment Development Team Team

Projects Team

Special Projects Team

Figure 2: Summary of MDC Service Delivery Structure

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3.2 Level of Service Definition The defined Level of Service is the key reference point for the 3 Waters Asset Management Plan as it represents Council’s agreed service delivery standard with the District. MDC set, and consult on, levels of service in the Long Term Plan process via separate Water Supply, Wastewater and Stormwater:  Activity Statements;  Levels of Service Statements; and  Performance Measures. A summary of the above for the 2018-2028 LTP is set out in Table 5, Table 6 and Table 7. Note that the performance measures align with the mandatory performance measures produced by the Department of Internal Affairs.

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Table 5: Water Supply Level of Service Summary

Water Supply Activity Statement Summary What We Do Undertake water treatment to ensure that it is safe to drink and also ensure there is enough water for supply. How We Do It  Providing water supplies to meet residential, industrial/commercial and fire-fighting needs via Council’s four urban drinking water schemes: Feilding, Himatangi Beach, Sanson and Rongotea;  Providing rural water schemes in Stanway-Halcombe and Waituna West to meet residential and agricultural needs;  Maintaining and repairing water treatment plants and water storage facilities;  Maintaining and repairing Council’s reticulation network system;  Monitoring and managing the demand for water;  Administering the following two rural supply schemes that are community operated: o Kiwitea ; and o Oroua No.1  Ensuring that all Council water schemes meet the appropriate standards. Contribution to Community The provision of a robust, safe water supply and infrastructure is one of Council’s core functions. Council understands that there are many community and economic benefits attached to the provision Outcomes of reticulate water schemes. The Water Supply Activity will focus on the following activities to achieve Community Outcomes:  Work to renew and/or upgrade assets so that they meet desired levels of service;  Ensure compliance with resource consents and Drinking Water Standards;  Carry out works required to cater for projected future growth, development and demand. Level of Service Statement Performance Measure Baseline Target for Years 1-3 Target for Years 4-10 You can expect that the We will measure this by the extent to which Council’s  Bacterial Compliance 2016/2017:  No public health risk with  No public health risk with potable water we supply is drinking water supply complies with: All samples taken showed that the water was safe i.e.no substantiated positive E-coli substantiated positive E-coli safe to drink  Part 4 of the drinking-water standards (bacteria positive E coli. However, there was technical non- detected in the water supply detected in the water supply compliance criteria), and compliance for Feilding in September 2016 and June  100% New Zealand Drinking  100% New Zealand Drinking  Part 5 of the drinking-water standards (protozoal 2017; Himatangi Beach and Rongotea from July – Water Standard Compliance Water Standard Compliance compliance criteria). November 2016; and Himatangi Beach, Rongotea, Criteria for protozoa are met, Criteria for protozoa are met, Sanson, Stanway-Halcombe & Waituna West, May 2017. with the exception of the with the exception of the Note: The drinking water standards referred to in the targets Stanway-Halcombe Rural Stanway-Halcombe Rural are the Drinking Water Standards for New Zealand 2005  Protozoal Compliance: 2016/2017: Water Supply Water Supply (revised 2008). Feilding did not demonstrate compliance in March and May 2016/17. The Sanson, Himatangi Beach, Rongotea and Stanway-Halcombe schemes did not comply in 2016/2017. You can expect the water We will measure this by the percentage of real water loss Water loss in Feilding was calculated at less than 10% in  Estimated real water loss <  Estimated real water loss < reticulation network to be from Council’s networked reticulation system. This will be 2016/17. Water losses on the smaller schemes could not be 35% percent per water supply 35% percent per water supply well maintained calculated for each water supply scheme using Method 1 - measured in 2016/17 due to seasonal fluctuation in scheme scheme Water Balance as per the Department of Internal Affairs population at Himatangi Beach and because tankered water guidelines. top-ups in Sanson were not captured in the metered flow. Water loss in Rongotea in 2016/17 was expected to be low as it is a new scheme.

Level of Service Statement Performance Measure Baseline Target for Years 1-3 Target for Years 4-10

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You can expect faults to be We will measure this by measuring the median response There were 43 urgent requests in 2016/17, with a median  Median attendance time within  Median attendance time within responded to and resolved time for call-outs to a fault or unplanned interruption to response time of 1.1 hours and a median resolution time of 2 hours (urgent). 2 hours (urgent). in a timely manner Council’s networked reticulation system: 1.9 hours.  Median resolution time within  Median resolution time within  Attendance time for urgent call-outs from the time the In 2016/17 there were 473 non-urgent request, with a 9 hours (urgent) 9 hours (urgent) Council receives notification to the time that service median response time of 5.4 hours and a median resolution  Median attendance time within  Median attendance time within personnel reach the site time of 21.3 hours 5 working days (non-urgent) 5 working days (non-urgent)  Resolution time of urgent call-outs from the time that  Median resolution time within  Median resolution time within Council receives notification to the time that service a further 5 working days (non- a further 5 working days (non- personnel confirm that the water supply has been urgent) urgent) reinstated.  Attendance time for non-urgent call-outs from the time that Council receives notification to the time that service personnel reach the site  Resolution time for non-urgent call-outs from the time that Council receives notification to the time that service personnel confirm resolution of the fault or interruption. Note: An “urgent” call-out is one in which there is a complete loss of water. You can expect satisfaction We will measure this by monitoring the total number of In 2016/17 there were 105 complaints were received. This  <20 complaints received in  <20 complaints received in with our service complaints received by Council about any of the following: represent 16.2 complaints per 1,000 connections total per 1,000 connections per total per 1,000 connections per  Drinking water clarity annum annum  Drinking water taste  Drinking water odour  Drinking water pressure or flow  Continuity of supply  The local authority’s response to any of these issues Expressed per 1,000 connections to the Council’s networked reticulation system. You can expect us to manage We will measure this by the average consumption of In 2016/17 water consumption for Feilding (including all  250 litres/person/day for  250 litres/person/day for the demand for domestic drinking water per day, per resident within Council’s water used by industrial and commercial customers) was domestic supply only domestic supply only water supply authority area. 540 litres per person per day. If metered water is excluded this reduces to 218 litres per person per day. In 2016/17 we were unable to report on the other District schemes.

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Table 6: Wastewater Level of Service Summary

Wastewater Activity Statement Summary What We Do Collect, treat and dispose of wastewater including domestic, commercial and industrial waste. How We Do It  Maintaining reticulated wastewater systems in Feilding, Awahuri, Cheltenham, Halcombe, Kimbolton, Rongotea, Sanson and Himatangi Beach;  Ensuring that we meet resource consent requirements for the discharge of treated wastewater to either land or water from the District’s Wastewater Treatment Plants; and  Ensuring that we meet statutory obligations under the Local Government Act 2002, Health Act 1956 and Resource Management Act 1991. Contribution to Community The activity of providing of a safe and effective wastewater service is one of Council’s core functions. Council seeks to protect the environment, minimise risk and health hazards from sewerage Outcomes overflows by having a service that is cost-effective, compliant and operated in a social and culturally acceptable manner. Council understands that there are many community and economic benefits attached to the provision of adequate systems for the safe collection, treatment and disposal of wastewater. The Wastewater Activity will focus on the following to achieve the Community Outcomes:  Work to renew and/or upgrade assets so that they meet desired level of service; Carry out works required to cater for projected future growth, development and demand; and  Monitor quantity and quality of treated wastewater discharges in each scheme. Level of Service Statement Performance Measure Baseline Target for Years 1-3 Target for Years 4-10 You can expect us to We will measure this by monitoring the number of dry In 2016/2017 there were 8 dry weather overflows in Feilding < 6 dry weather overflows per 1000 < 6 dry weather overflows per 1000 adequately manage our weather sewerage overflows from Council’s sewerage and one in Sanson. From a district wide perspective this connections connections wastewater system system, expressed per 1000 sewerage connections. represents 1.2 overflows per 1,000 connections across the district. You can expect discharge We will measure this by compliance with the Council’s No abatement notices, infringement notices, enforcement  < 2 abatement notices advising  < 2 abatement notices advising compliance resource consents for discharge from its sewerage system order or convictions were received by Council in 2016/2017. breaches of resource consent breaches of resource consent measured by the number of: conditions per scheme conditions per scheme  Abatement notices  Zero infringement notices,  Zero infringement notices,  Infringement notices enforcement order or enforcement order or convictions advising breaches convictions advising breaches  Enforcement orders; and of resource consent conditions of resource consent conditions  Convictions received by Council in relation to those per scheme per scheme resource consents You can expect faults to be We will measure this by measuring the following median In 2016/2017 there were 13 overflows, as follows:  Median attendance time within  Median attendance time within responded to and resolved response times where Council attends to a sewerage  8 dry weather overflows in Feilding 2 hours 2 hours in a timely manner overflows resulting from a blockage or other fault in  1 dry weather overflow in Sanson  Median resolution time within  Median resolution time within Council’s sewerage system: 5 hours 5 hours  4 wet weather overflows in Feilding  Attendance time: From time the Council receives notification to the time that service personnel reach the The median response time was 0.9hours. site The median resolution time to the 13 overflows above was  Resolution time: From the time Council receive 3.3hours. notification to the time service personnel confirm resolution of the blockage or other fault. You can expect satisfaction We will measure this by monitoring the total number of In 2016/2017 there were 58 complaints received. This <20 complaints in total per 1,000 20 complaints in total per 1,000 with our service complaints received by Council about the following: represents 8.7 complaints per 1,000 connections (this connections per annum connections per annum  Sewage odour overall target for all categories is 24 per 1,000 connections)  Sewerage system faults  2 relating to odour (0.3 per 1,000 connections)  Sewerage system blockages  30 relating to system faults (4.5 per 1,000 connections)  Council’s response to issues with its sewerage system  24 relating to blockages (3.5 per 1,000 connections) Expressed per 1000 connections to the council sewerage  2 relating to the level of response (0.3 per 1,000 system. connections)

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Table 7: Stormwater Level of Service Summary

Stormwater Activity Statement Summary What We Do Provide a network of stormwater systems throughout the District. How We Do It  Maintaining reticulated stormwater systems in Feilding, Rongotea and Sanson including inlets, pipes, open drains and outlets to receiving environments.  Maintaining stormwater assets in Himatangi Beach, Halcombe, Tangimoana and Cheltenham (Post adoption of the 2018-2028 LTP)  Carrying out ongoing maintenance to the four rural drainage schemes: Bainesse, Maire, Makowhai and Oroua Downs Contribution to Community The activity of providing of an effective stormwater service and drainage infrastructure is one of Council’s core functions. Council seeks to protect the environment, people’s property and roadways Outcomes from flooding during heavy rain events by having a service that is sustainably managed, compliant, adequately deals with flows, is cost effective and operated in a social and culturally acceptable manner. Council understands that there are many community and economic benefits attached to the provision of adequate systems for the safe collection and disposal of stormwater Effective stormwater and drainage infrastructure ensures that the built environment – roadways, culverts and other infrastructure either associated with flood protection or in danger of flooding – is safe, reliable and attractive. The Stormwater Activity will focus on the following activities to achieve the Community Outcomes:  Work to renew or upgrade assets so that flows are diverted away from buildings at risk of flooding;  Upgrades are carried out when and where needed to reduce the risk of stormwater flows capturing contaminants and to meet resource consent and compliance standards;  Carry out works required to cater for projected growth, development and demand so as not to increase the effects of stormwater flows on downstream properties;  Work with private property owners and developers to deal with stormwater onsite; and  Work with Horizons to help manage stormwater risks within the Manawatu District. Level of Service Statement Performance Measure Baseline Target for Years 1-3 Target for Years 4-10 You can expect stormwater We will measure this by the number of flooding event that No flooding of habitable floors was reported 2016/2017 <10 habitable floors per 1000 <10 habitable floors per 1000 system adequacy occur in the district. properties affected by flooding per properties affected by flooding per For each flooding event, the number of habitable floors flooding event that occurred in the flooding event that occurred in the affected (Expressed per 1000 properties connected to District District Council’s stormwater system) You can expect us to We will measure this by compliance with Council’s resource No abatement notices, infringement notices, enforcement 

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3.3 Levels of Service Monitoring and Reporting The delivery of the agreed levels of service is supported by a monitoring and reporting regime as follows: Reporting Reporting against the performance measures is tracked quarterly, and reported in the Annual Report. The most recent information from this reporting mechanism is set out in the tables of the preceding section as the baseline for the 2018-2028 LTP. Customer Satisfaction Monitoring of performance is also undertaken via residents surveys. The annual survey of residents conducted by Key Research in August 2017 found that:  Water 75% of residents were satisfied with overall water management and 25% of residents were dissatisfied. This survey found that the reliability, pressure and clarity of the water supply is very satisfactory across the district, but the taste and odour is cause for some dissatisfaction among users, particularly in the Southern Ward.  Wastewater Residents are very satisfied with the reliability of the sewage system (75%) and nearly half are very satisfied with Council’s treatment and disposal of sewage (49%).  Stormwater Overall management of stormwater is satisfactory, with 21% of residents very satisfied with stormwater management. However, there are some concerns around maintenance of the system in the southern ward, with only 42% of residents in this ward satisfied (rating of 6 – 10). Some residents were also dissatisfied with Council’s management of stormwater with respect to keeping roads and footpaths free of flooding (32% dissatisfied) and protecting their property from flooding (28% dissatisfied). Part of the stormwater management plan is the use of the roading network as a secondary overland flow path to help protect dwellings from inundation. This approach does not always meet resident’s expectations that roads remain free from stormwater at all times.

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4 Growth and Demand 4.1 Demographic Context and Forecast Growth The MDC Infrastructure Strategy sets out the growth forecast as follows. The resident population of the Manawatu District at 30 June 2017 was estimated at 30,300. Council has determined that the Most Likely Scenario (MLS) in terms of population change is an average increase of 1.03% per year over the 30-year period covered by the Infrastructure Strategy (2018-2048). The growth rate over the 30-year period is projected to range between 1.3% in 2018 slowing to 1.1% in 2028, declining steadily to 0.6% in 2048. The population is forecast to total 40,324 people over this same period. Over half the District’s population resides in Feilding, with 16,260 residents in 2016. The population of Feilding grew by 2.07% in the 2015/2016 financial year, which is higher than the average District growth rate of 1.7% over this same period. The MLS in terms of household growth is an increase from 12,329 households in 2018 to 17,532 households by 2048. This is equivalent to 42% increase in the number of households over the 30-year period covered by the Infrastructure Strategy (2018-2048). The proportion of the population aged over 65 years and older is forecast to increase significantly in the long term from approximately 17.8% of the total population in 2018 to 28.1% in 2048. Population and household forecasts are also included in the Financial Strategy and the Significant Forecasting Assumptions. As these other documents are concerned with a 10-year period from 2018 to 2028, the forecasts differ. The following tables (Table 8 and Table 9) provide population and household forecasts over 10 year periods from Years 1 to 30 to show that the projection are consistent across the Infrastructure Strategy, Financial Strategy and the Significant Forecasting Assumptions. Table 8: Infrastructure Strategy Population Forecasts

In Year 10 (2028) In Year 20 (2038) In Year 30 (2048)

Total Change Annual Total Change Annual Total Change Annual from Growth from Growth from Growth 2018 Rate 2018 Rate 2018 Rate

Population 34,715 3,893 1.10% 37,794 6,972 0.80% 40,324 9,502 0.60%

Table 9: Infrastructure Strategy Household Forecasts

In Year 10 (2028) In Year 20 2038) In Year 30 (2048)

Total Change % Total Change % Total Change % from Increase from Increase from Increase 2018 from 2018 from 2018 from 2018 2018 2018

Households 14,263 1,935 15.7% 16,038 3,709 30.1% 17,532 5,203 42.2%

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4.2 Planning for Growth Further to the growth forecasts above, the MDC Infrastructure Strategy outlines the following key areas where MDC are planning for growth. 4.2.1 Residential and Industrial Growth in Feilding The Feilding Framework Plan is Council’s adopted urban growth strategy for Feilding and addresses residential and industrial growth planning to 2031. Seven Growth Precincts are identified in the Framework Plan – six to accommodate residential growth (Precincts 1 – 4, 6 and 7) and one (Precinct 5) to accommodate industrial growth (Figure 3). Detailed outcomes for each Growth Precinct are included in the Framework Plan, and show more detail of density patterns and local street network, off-road cycleway and walkways networks, potential stormwater attenuation pond locations and open space network. Residential Growth Precincts 1, 2 and 3 were rezoned to deferred residential through Plan Change 45 (PC45) in 2015. PC45 also introduced three new structure plans into the District Plan to direct and co-ordinate subdivision and development within these areas. Precinct 5 (Manfeild Park and Special Development Zone) was rezoned in 2014, while the Kawakawa Industrial Park was rezoned in 2017 (PC52). PC52 introduced a structure plan to guide the development and orderly provision of infrastructure in the Kawakawa Industrial Park. A key infrastructural requirement is the extension of Turners Road, which is included in the LTP as a key project. Council has carried out detailed infrastructure investigations to support the proposed rezoning of residential Growth Precinct 4 (Plan Change 51A). The current District Plan Review programme has Clause 3 consultation for PC51A commencing in March 2018.

Council will consider other residential growth areas identified in the Framework Plan once Precinct 4 in nearing capacity. This will help Council achieve compliance with the National Policy Statement on Urban Development Capacity 2016. These requirements include providing sufficient (10 year supply) feasible development capacity at any one time, to meet market demand, and provide consumer choice of areas in which to purchase houses.

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Figure 3: Growth Precincts from the Feilding Framework Plan

4.2.2 Residential Growth in Himatangi Beach Council is aware of two potential large-scale resident developments in Himatangi Beach within the planning horizon of the Infrastructure Strategy and 3 Waters Asset Management Plan. Consent applications are yet to be lodged with Council. If either of these developments were to proceed, the existing urban water supply and wastewater networks (and possibly the stormwater network) would need to be extended. Due to budgetary constraints there is no allowance for new infrastructure within Himatangi Beach to facilitate these developments. If one or both of these developments was to proceed, the infrastructural requirements would be considered at that time. 4.2.3 Subdivision and Development in Rural Areas and Villages Rural landscapes and pastoral farmland are significant in our district for our local economy. Maintaining and protecting the productive capacity of rural land is imperative for the Manawatu District. One of the biggest threats to the future of farming is the subdivision of land to a size that is unsuitable for productive activities. The Operative Manawatu District Plan seeks to concentrate rural subdivision for ‘lifestyle’ sections to a 1km node around Feilding and existing Villages and other community focal points by providing for smaller lot subdivision within nodal areas. However, a review of subdivision and building consent data has found that a greater percentage of subdivision is occurring outside of the node overlays than within the existing nodes. As illustrated in Figure 4 below, the Feilding node had the most growth, followed by Hiwinui. Halcombe, Sanson, Kimbolton, Pohangina in the 10 year period between 2005 and 2015. Colyton also experienced a modest increase in new building consents between 2005 and 2015.

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Figure 4: Subdivision in the Rural Zone (as at 2015)

The Feilding Nodal areas are proposed to be deleted through Proposed Plan Change 51 (the Residential Zone Review) to direct urban development towards the Feilding residential growth precincts. Proposed Plan Change 53 is looking to introduce a new rural lifestyle zone to those Villages in which there is a demonstrated demand for rural residential development and to delete the existing nodal areas from areas experiencing low or no demand. Properties within nodal areas are typically un-serviced for water, wastewater and stormwater. Through future Plan Change 53, Council is looking to introduce a uniform Rural Zone. The Rural Zone will encompass the majority of the District’s rural environment. 4.3 3 Waters Demand Forecasts and Management Strategy To date the following 3 Waters demand forecasting has been completed:  Water Supply o Feilding growth scenarios and a water demand management programme; o Precinct 4 and Precinct 5 demand analysis;  Wastewater: o Wastewater centralisation project (flow and key water quality parameters); o Precinct 4 and Precinct 5 demand analysis;  Stormwater: o Precinct 4 demand analysis; o Village stormwater risk analysis inclusive of the predicted impacts of climate change to 2090. The Lifecycle Management Plan sets out MDC’s proposed infrastructure demand response.

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5 Risk Management MDC currently identify and manage risks to the 3 Waters services by:  Developing activity risk registers from the MDC organisational risk management framework;  Completing activity specific risk assessments; and  Considering asset criticality in decision making. 5.1 Organisational Risk Management 5.1.1 Activity Risk Assessment Using Organisational Risk Framework To manage risks to infrastructure Council follows the risk management process specified in AS/NZS ISO 31000:2009.

Council’s Risk Appetite Statement 2016 outlines the varying degrees to which Council will accept risk across these categories:  Build people and culture  Achieve purposeful growth and development  Achieve service levels  Achieve strategic organisational transformation  Maintain public confidence  Deliver work programmes  Maintain legal compliance  Operate within financial targets Council has no appetite for operating outside of financial limits. It has no appetite for breaches of regulations or legislation, but is willing to accept minimal risk to seek benefits where certain aspects of compliance may be negotiable. These key categories are indicated in bold above. For all other categories indicated above, Council is more open to accepting higher levels of risk. Current risk registers developed for water, wastewater and stormwater activities from the MDC risk management framework are located in the activity specific appendices. Note that the risk registers have not been reproduced here due to the size. 5.2 Activity Specific Risk Management Processes 5.2.1 Water Supply Risk Management – Water Safety Plans Pursuit to s69z of the Health Act 1956, Water Safety Plans must be in place for all water supplies (excluding those defined as small or neighbourhood drinking water supplies). Review of each Water Safety Plan is required on an annual basis.

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MDC currently has water safety plans, approved by the Ministry of Health, that act as a key risk management process, for the following supplies:  Feilding;  Sanson;  Rongotea;  Himatangi Beach; and  Waituna West. No operative water safety plan is held for Stanway-Halcombe. The water safety plans have been prepared based on Ministry of Health guidance and thus typically set out:  System overview of water sources, treatment and distribution  Compliance requirements and criteria for Bacteria and Protozoa  Monitoring regimes  Barriers to contamination  Risk review and summary  Optimisation tasks including improvement schedule and timetable  Contingency plans 5.2.2 Wastewater Risk Management – Centralisation Project Business Case The wastewater centralisation project intends to pipe untreated or pre-treated wastewater from the Villages of Halcombe, Sanson, Rongotea, Awahuri, Cheltenham and Kimbolton to the Feilding Wastewater Treatment Plant. Each of these villages currently has a wastewater treatment plant with discharge consents that have expired or are due to expire over the next few years. The business case prepared by MDC has demonstrated that centralisation project is Council’s preferred option over seeking new village WWTP resource consents as it provides the most beneficial, long term risk profile. 5.2.3 Stormwater Risk Review – Village Stormwater Services A key issue consulted on as part of the 2018 -2028 Long Term Plan was the change to the rating of stormwater in the District. Pre-LTP stormwater rates were only collected in Feilding, Rongotea and Sanson. The LTP proposed the establishment of a Harmonised Stormwater Rate across Feilding, Rongotea, Sanson, Tangimoana, Himatangi Beach, Cheltenham and Halcombe. This would assist in funding a village stormwater improvement programme. This proposal was endorsed during the adoption of the LTP 2018-28.

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To inform the scope of the village stormwater improvement programme:  Risk/issues were benchmarked against key stormwater management objectives to identify scope of works. This included reviewing risk associated with: o Keeping people safe in large, infrequent storm events; o Protecting residential building floor levels from inundation in large, infrequent storm events o Managing runoff to prevent damage to private property in smaller, frequent storms; and o Managing runoff to maintain or enhance water quality in smaller frequent storms  Works required to address the above have been prioritised based on a defined hierarchy. The hierarchy has included: o Short term (0-3 years) Works that improve the efficiency of the existing system and provide some immediate relief to frequent, localised problems (typically maintenance activities and targeted infrastructure upgrades); o Medium term (3-10 years) Works that will optimise the use of available capital to maximum benefit and reduce the overall risk profile; o Longer term (10 years+) Works that should form part of Council’s ongoing renewals programme and/or ultimately provide for an increase future level of service. The outcome of the above is a village risk-based improvement programme for implementation over the next 10 years. 5.3 Asset Criticality Historically, the MDC’s 3 Waters capital and renewals programmes have been driven by asset age and expected useful life. The 3 Waters Asset Management practices have started to move towards a risk based approach to the management of assets and formally consider asset criticality in decision making. The intention (via the Improvement Plan) is to continue to enhance MDC’s capability to manage risk through asset criticality.

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6 Lifecycle Management Plan The MDC Lifecycle Management Plan component of the 3 Waters Asset Management Plan sets out how Council manages water supply, wastewater and stormwater assets from development to disposal. To provide context, detail is first provided on:  Existing assets on a per scheme basis; and  Condition and Performance of existing assets. This is followed by MDC’s asset lifecycle strategies (development, operations and maintenance, renewal, and disposal) 6.1 Asset Description A summary of all 3 Waters schemes managed by MDC is set out in the Levels of Service section of this Asset Management Plan. Supplementary detail on all of these schemes is provided in the activity specific appendices. 6.2 Asset Condition, Capacity and Performance Historically, the 3 Waters capital and renewals programmes have been driven by asset age and expected useful life. A recent change in strategic direction has occurred and MDC are now seeking to move towards a condition and risk based works programme. The strategy going forward is continue to develop Council’s understanding of the 3 Waters networks condition. Note that Councils’ asset register records ‘Condition’, ‘Performance’, ‘Capacity’ and ‘Accuracy’ fields on a per asset basis. However, this information is not used at present to support decision making as the confidence in this information is very low

6.3 Asset Development Strategy The asset development strategy to meet wastewater levels of service encompasses the following key projects and areas of works:  Water Supply o Feilding Water Strategy o Precinct 4 Growth Works o Precinct 5 Growth Works – Turners Road Extension o Sanson Water Supply Upgrade o Stanway-Halcombe Water Supply Upgrade

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 Wastewater o Precinct 4 Growth Works o Precinct 5 Growth Works – Turners Road Extension o Feilding Wastewater Treatment Plant Upgrade o Centralisation Project

 Stormwater o Precinct 4 Growth Works o Precinct 5 Growth Works – Turners Road Extension o Village Stormwater Improvement Works

Supplementary detail on the above key projects and areas of works is provided in the activity specific appendices. 6.4 Operations and Maintenance Strategy The operation and maintenance of the MDC 3 Waters networks are undertaken by in-house Treatment and Reticulation teams. Both teams report to the Operations Manager. Note that:  The Reticulation Team was brought in-house post a s17A review of the 3-waters services in 2015/16 which found an in-house model to be the most cost-effective model when compared to the existing external contract; and  MDC also delivers operations and maintenance activities services to the Rangitikei District Council. Operations and maintenance activities are co-ordinated across both Council’s where appropriate. The Operations Manager and Reticulation and Treatment Teams are responsible for the planning and delivery of an operations and maintenance strategy. Examples of current practices are provided in the activity specific appendices. 6.5 Renewals Strategy Historically, the MDC water reticulation renewals have been driven by asset age and expected useful life. A recent change in strategic direction has occurred and MDC are now seeking to move towards a condition and risk based renewals programme. With respect to water supply this has resulted in a programme targeting the replacement of asbestos cement and cast iron pipes (with PE/PVC) as a priority. With respect to wastewater and stormwater, this has seen the implementation of a contract for the Feilding wastewater reticulation to CCTV and renew assets via trenchless technology. These renewals strategies are to continue, however in the 2018-2028 LTP process an Executive Team decision to manage the rates strike, reduced the wastewater and water renewals budget by approximately $10M in the next 10 year period (2018-2028). This decision has been made in the knowledge that, there is a higher risk of parts of the network failing to meet levels of service, and that it may therefore be necessary to increase

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the water and wastewater renewals budget to address issues with the network and this will be managed in subsequent Long Term Plans as borrowing capacity allows). Additional renewals expenditure is not currently included in the 30 year budget. However, Council has estimated that the budget that may be required would be in the vicinity of $10M to $20M over the period from 2028 to 2038. In mitigation MDC have provided for additional reactive maintenance programming and works as a just-in-time measure. 6.6 Disposal Strategy Disposal of 3 Waters assets is not forecast for the short term. Wastewater Centralisation detailed design, and the implementation of the Feilding Water Strategy will inform the disposal strategy for the next Long Term Plan process.

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7 Financial Summary 7.1 Financial Statements and Projections Table 10 sets out the 3 Waters Summary financial statement for the period 2018-2028. Table 10: 3 Waters Summary Financial Statement 2018 -2028

2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2023/ 24 2024/ 25 2025/ 26 2026/ 27 2027/ 28 Job Total Year 1-10 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Opex Operational jobs 1,983,825 178,150 182,200 186,550 190,700 195,150 199,825 204,750 209,900 215,400 221,200

Capex Renewal 33,473,940 8,355,169 6,170,724 5,844,096 4,804,800 2,515,502 1,533,729 1,572,576 1,011,362 840,481 825,501 New LOS 10,771,798 2,897,737 1,182,670 945,180 1,403,220 709,931 727,076 698,531 716,381 735,421 755,651 Growth 12,767,753 1,854,796 1,745,350 1,762,200 1,911,000 1,900,602 801,501 821,801 842,801 556,201 571,501 Total Capex 57,013,491 13,107,702 9,098,744 8,551,476 8,119,020 5,126,035 3,062,305 3,092,908 2,570,544 2,132,103 2,152,653

Total Jobs 58,997,316 13,285,852 9,280,944 8,738,026 8,309,720 5,321,185 3,262,130 3,297,658 2,780,444 2,347,503 2,373,853

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Table 11: Water - Summary Financial Statement 2018 -2028

LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP Sub Job Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2023/ 24 2024/ 25 2025/ 26 2026/ 27 2027/ 28 W ater 4,873,609 2,558,035 2,434,865 3,996,520 1,128,930 915,725 938,850 1,203,600 988,350 1,028,175 Water Supply Management 25,450 25,975 26,525 27,100 27,700 28,350 29,000 29,700 30,450 31,225 WS1025. Water Supply Condition Assess 25,450 25,975 26,525 27,100 27,700 28,350 29,000 29,700 30,450 31,225 001. WS District Wide Condition Assessment 25,450 25,975 26,525 27,100 27,700 28,350 29,000 29,700 30,450 31,225 Feilding Water Supply 3,842,375 2,224,670 2,253,480 3,843,840 849,680 755,700 774,840 915,040 815,760 838,200 WS2001. Feilding WTP Renewals 3,290,619 1,625,520 1,666,080 720,720 178,880 68,700 70,440 192,640 74,160 76,200 001. Feilding WTP Asset Renewals 3,290,619 1,625,520 1,666,080 720,720 178,880 68,700 70,440 192,640 74,160 76,200 WS2002. Feilding WS Reticulation Renew 203,600 208,400 213,600 1,921,920 223,600 229,000 234,800 240,800 247,200 254,000 001. Feilding Water Reticulation Asset Renewals 203,600 208,400 213,600 1,921,920 223,600 229,000 234,800 240,800 247,200 254,000 WS2024. Feilding Water Supply Growth 327,796 390,750 373,800 491,400 447,200 458,000 469,600 481,600 494,400 508,000 001. Feilding Water Supply Growth 327,796 390,750 373,800 491,400 447,200 458,000 469,600 481,600 494,400 508,000 WS2029. Feilding Water Pressure Zones 20,360 0 0 709,800 0 0 0 0 0 0 001. Feilding Water Pressure Zone Investigation 20,360 0 0 0 0 0 0 0 0 0 004. Feilding - Fraser Dr Reservoir - Dedicated Rising Main 0 0 0 709,800 0 0 0 0 0 0 Village Water Supply Schemes 557,864 62,520 64,080 65,520 178,880 68,700 70,440 72,240 74,160 76,200 WS2004. Himatangi Water Asset Renewals 10,180 10,420 10,680 10,920 122,980 11,450 11,740 12,040 12,360 12,700 001. Himatangi Beach Water Reticulation Renewals 10,180 10,420 10,680 10,920 122,980 11,450 11,740 12,040 12,360 12,700 WS2020. Rongotea Water Scheme 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Rongotea Water Scheme 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WS2023. Himatangi Water Supply New Wk 161,862 0 0 0 0 0 0 0 0 0 007. Himatangi Beach WWTP - Standby bore 161,862 0 0 0 0 0 0 0 0 0 WS2040. WS Unplanned Renewals-Villages 30,540 31,260 32,040 32,760 33,540 34,350 35,220 36,120 37,080 38,100 002. Water Unplanned Renewals - Himatangi Beach 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 003. Water Unplanned Renewals - Sanson 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 004. Water Unplanned Renewals - Rongotea 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WS2042. Sanson WTP New Works 345,102 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Sanson - Water Supply Strategy 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 004. Sanson - New Treatment Plant 334,922 0 0 0 0 0 0 0 0 0

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Rural Water Supply Schemes 447,920 244,870 90,780 60,060 72,670 62,975 64,570 186,620 67,980 82,550 WS2007. Stanway/ Halcombe RWS Renewals 132,340 218,820 64,080 32,760 44,720 34,350 35,220 156,520 37,080 50,800 001. Stanway/ Halcombe RWS Intake & Capacity Improvements 132,340 218,820 64,080 32,760 44,720 34,350 35,220 156,520 37,080 50,800 WS2008. Waituna West RWS Renewals 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Waituna West RWS Planned Renewals 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WS2025. Water Supply New Connections 5,090 5,210 5,340 5,460 5,590 5,725 5,870 6,020 6,180 6,350 010. New Water Connections Waituna West 5,090 5,210 5,340 5,460 5,590 5,725 5,870 6,020 6,180 6,350 WS2039. Stanway/ Halcombe RWS 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Stanway/ Halcombe RWS Intake & Capacity Improvements 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WS2041. Stanway/ Halcombe WTP New Works 290,130 0 0 0 0 0 0 0 0 0 005. SHRWS - Localised Treatment to Village 290,130 0 0 0 0 0 0 0 0 0

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Table 12: Wastewater - Summary Financial Statement 2018 -2028

LTP LTP LTP LTP LTP LTP LTP LTP LTP LTP Sub Job Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 2018/ 19 2019/ 20 2020/ 21 2021/ 22 2022/ 23 2023/ 24 2024/ 25 2025/ 26 2026/ 27 2027/ 28 W astewater 6,398,639 5,019,314 4,557,156 2,527,980 2,364,570 1,619,603 1,613,663 812,700 525,300 539,750 Wastewater Management 3,088,103 1,901,650 1,949,100 1,774,500 1,593,150 28,625 29,350 30,100 30,900 31,750 WW1025. Wastewater Condition Assess 25,450 26,050 26,700 27,300 27,950 28,625 29,350 30,100 30,900 31,750 001. WW District wide condition assessment 25,450 26,050 26,700 27,300 27,950 28,625 29,350 30,100 30,900 31,750 WW3004. Wasterwater Centralisation 3,062,653 1,875,600 1,922,400 1,747,200 1,565,200 0 0 0 0 0 001. Wasterwater Centralisation 3,062,653 1,875,600 1,922,400 1,747,200 1,565,200 0 0 0 0 0 Feilding Wastewater 3,003,100 2,969,700 2,456,400 600,600 614,900 1,430,678 1,466,913 662,200 370,800 381,000 WW2002. Feilding WWTP Asset Renewal 2,036,000 1,927,700 1,655,400 54,600 55,900 858,178 879,913 60,200 61,800 63,500 001. Feilding WWTP Asset Renewal 2,036,000 1,927,700 1,655,400 54,600 55,900 57,250 58,700 60,200 61,800 63,500 003. Feilding WWTP - Discharge Consent Renewal 2026 0 0 0 0 0 800,928 821,213 0 0 0 WW2003. Feilding WW Retic Renewals 152,700 156,300 160,200 163,800 167,700 171,750 176,100 180,600 185,400 190,500 001. Feilding Wastewater Reticulation Renewals 152,700 156,300 160,200 163,800 167,700 171,750 176,100 180,600 185,400 190,500 WW2013. Feilding WWTP Upgrade 0 260,500 0 0 0 0 0 0 0 0 001. Feilding WWTP Upgrade to June 2012 0 260,500 0 0 0 0 0 0 0 0 WW2016. Feilding Wastewater Growth 458,100 260,500 267,000 273,000 279,500 286,250 293,500 301,000 0 0 001. Feilding Wastewater Growth 458,100 260,500 267,000 273,000 279,500 286,250 293,500 301,000 0 0 WW2038. Feilding WWTP - Irrigation 254,500 260,500 267,000 0 0 0 0 0 0 0 001. Feilding WWTP - Irrigation 254,500 260,500 267,000 0 0 0 0 0 0 0 WW8001. Feilding WW Infiltration 101,800 104,200 106,800 109,200 111,800 114,500 117,400 120,400 123,600 127,000 001. Feilding Wastewater Infiltration Investigation 101,800 104,200 106,800 109,200 111,800 114,500 117,400 120,400 123,600 127,000

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Village Wastewater Schemes 307,436 147,964 151,656 152,880 156,520 160,300 117,400 120,400 123,600 127,000 WW2001. Desludging Oxidation Ponds 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 005. Desludging Sanson Oxidation Pond 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WW2009. Rongotea WWTP Renewals 213,780 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Wastewater asset replacement Rongotea 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 005. Rongotea WW Pumpstation Renewal 203,600 0 0 0 0 0 0 0 0 0 WW2012. Himatangi WW Asset Replacement 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Wastewater asset replacement Himatangi 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WW2020. Cheltenham Wastewater Renewal 2,036 2,084 2,136 0 0 0 0 0 0 0 002. Cheltenham WWTP Renewal 2,036 2,084 2,136 0 0 0 0 0 0 0 WW2023. Wastewater New Connections 50,900 52,100 53,400 54,600 55,900 57,250 58,700 60,200 61,800 63,500 013. Wastewater New Connections Himatangi 50,900 52,100 53,400 54,600 55,900 57,250 58,700 60,200 61,800 63,500 WW2028. Halcombe WWTP Renewals 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Halcombe WWTP - New Aerator 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WW2035. Kimbolton WWTP Renewals 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 001. Kimbolton - Wastewater Treatment Renewals 10,180 10,420 10,680 10,920 11,180 11,450 11,740 12,040 12,360 12,700 WW2037. District WWPS Telemetry 0 41,680 42,720 43,680 44,720 45,800 0 0 0 0 001. Cheltenham - WWPS Telemetry - Park 0 41,680 42,720 43,680 44,720 45,800 0 0 0 0

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Table 13: Stormwater - Summary Financial Statement 2018 -2028

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7.2 Asset Valuation as at 1 July 2017 The following Table 14, Table 15 and Table 16 sets out the most recent 3 Waters asset valuation. The information is reproduced from the MDC “Infrastructural Assets Valuation Report 2017, Water, Wastewater and Stormwater Asset Groups, Valuation as at 1 July 2017” prepared by the MDC Asset Management Officer. Table 14: Water Supply Asset Valuation as at 1 July 2017

Community Asset Class Replacement Cost Depreciated Cost Annual Depreciation Reticulation $63,706,875 $32,182,532 $858,914 Feilding Facilities $13,985,180 $5,881,983 $225,629 Subtotal $77,692,055 $38,064,515 $1,084,543 Reticulation $2,682,054 $1,785,397 $38,852

Himatangi Facilities $1,333,064 $503,989 $22,654 Beach Subtotal $4,015,118 $2,289,386 $61,506

Reticulation $1,428,690 $878,058 $20,155

Sanson Facilities $309,319 $166,646 $8,644

Subtotal $1,738,009 $1,044,704 $28,799 Reticulation $1,652,355 $1,602,427 $21,494 Rongotea Facilities $1,281,288 $1,238,866 $27,842 Subtotal $2,933,643 $2,841,293 $49,336 Reticulation $7,809,492 $4,804,258 $108,646 Stanway Halcombe Facilities $482,493 $200,856 $12,219 RWS Subtotal $8,291,985 $5,005,114 $120,865 Reticulation $2,228,847 $1,361,019 $29,162 Waituna Facilities $1,060,636 $734,753 $33,186 West RWS Subtotal $3,289,483 $2,095,772 $62,348 Reticulation $1,053,411 $548,293 $14,229 Oroua RWS Facilities $259,648 $42,586 $4,850 Subtotal $1,313,059 $590,879 $19,079 Total $99,273,352 $51,931,663 $1,426,476

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Table 15: Wastewater Asset Valuation as at 1 July 2017

Community Asset Class Replacement Cost Depreciated Cost Annual Depreciation Reticulation $132,104 $92,029 $1,321 Pumping Stations $131,884 $92,676 $4,809 Awahuri Facilities $40,789 $29,133 $814 Subtotal $304,777 $213,838 $6,944 Reticulation $427,358 $283,261 $4,274 Pumping Stations $44,292 $19,725 $1,036 Cheltenham Facilities $81,409 $63,570 $1,708 Subtotal $553,059 $366,556 $7,018 Reticulation $52,478,904 $30,497,515 $539,989 Pumping Stations $423,994 $188,220 $9,876 Feilding Facilities $27,995,792 $19,406,176 $741,079 Subtotal $80,898,690 $50,091,911 $1,290,944 Reticulation $1,982,526 $1,239,126 $20,500 Halcombe Facilities $646,355 $413,354 $22,112 Subtotal $2,628,881 $1,652,480 $42,612 Reticulation $2,076,039 $1,956,958 $35,869

Himatangi Pumping Stations $3,071,635 $2,744,340 $90,795 Beach Facilities $2,840,989 $2,543,451 $89,573 Subtotal $7,988,663 $7,244,749 $216,237 Reticulation $1,010,037 $683,106 $10,100 Pumping Stations $79,506 $20,538 $1,292 Kimbolton Facilities $1,049,355 $846,490 $57,647 Subtotal $2,138,898 $1,550,134 $69,039 Reticulation $3,327,150 $2,081,161 $33,774 Pumping Stations $267,391 $116,775 $4,799 Rongotea Facilities $1,120,488 $772,941 $90,683 Subtotal $4,715,029 $2,970,877 $129,256 Reticulation $1,926,798 $1,099,987 $19,498 Pumping Stations $48,170 $6,600 $1,762 Sanson Facilities $679,687 $408,941 $17,077 Subtotal $2,654,655 $1,515,528 $38,337

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Total $101,882,652 $65,606,073 $1,800,387

Table 16: Stormwater Asset Valuation as at 1 July 2017

Community Asset Class Replacement Cost Depreciated Cost Annual Depreciation Reticulation $165,657 $98,168 $1,659 Open Drains $2,109 $2,109 $0 Cheltenham Cheltenham $167,766 $100,277 $1,659 Subtotal Reticulation $45,242,113 $22,338,969 $464,615 Feilding Open Drains $214,448 $214,448 $0 Feilding Subtotal $45,456,561 $22,553,417 $464,615 Halcombe Reticulation $550,872 $452,299 $5,509 Himatangi Reticulation $39,915 $31,574 $456 Beach Kimbolton Reticulation $464 $456 $6 Reticulation $1,788,954 $1,298,284 $18,471 Pumping Station $5,436 $3,015 $36 Rongotea Open Drains $896 $896 $0 Rongotea $1,795,286 $1,302,195 $18,507 Subtotal Reticulation $1,553,811 $1,248,071 $15,835 Pumping Station $1,837 $1,602 $122 Sanson Open Drains $3,110 $3,110 $0 Sanson Subtotal $1,558,758 $1,252,783 $15,957 Reticulation $8,621 $7,957 $108 Pumping Station $104,979 $98,505 $1,050 Tangimoana Tangimoana $113,600 $106,462 $1,158 Subtotal Oroua Open Drains $3,180,074 $3,180,074 $0 Downs Makowhai Open Drains $84,405 $84,405 $0

Bainesse Open Drains $785,054 $785,054 $0

Maire Open Drains $86,016 $86,016 $0

Total $53,818,771 $29,935,012 $507,867

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7.3 Funding Strategy Council’s approach to funding its activities, including the 3 waters, is set out in the MDC Revenue and Financing Policy, as required by the Local Government Act, 2002. In summary, how an activity is funded is determined by:  Contributions to community outcomes;  Who causes the costs to be incurred;  Who receives the benefit; and  When the benefit is likely to be enjoyed. Note that the review of the Revenue and Financing Policy was included in the consultation for the 2018-2028 Long Term Plan. In addition to the above, MDC also consulted on a review of the Development Contributions Policy. This policy addresses the fees collected towards the cost of infrastructure, how these are calculated, and the projects that the fees will be allocated to. Both the above policies are available to the public via the MDC website.

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8 Asset Management Practices 8.1 Implementation of Asset Management Practices The Utilities Manager is responsible for the planning and delivery of asset management practices. MDC’s practices seek to follow the industry standard as set out in the International Infrastructure Management Manual (IIMM). 8.2 Asset Information Management MDC’s 3 Water’s asset register is maintained within the AssetFinda software. The asset register has known data completeness and integrity limitations, which include (but are not limited to):  Assets from contracts completed in the last 5 years that have not been added to the register due to process constraints in Council’s asset capitalisation and financial reconciliation processes;  Missing or inadequately classified Treatment Plant assets (water and wastewater activities);  Missing or inadequately classified assets constructed by the MDC Operations Team through renewal and capital projects managed by this part of Council;  Missing spatial data for schemes other than Feilding;  Inaccurate attribute data. For example: o Construction date information pre 2000 is understood to have been estimated solely from pipe material information rather than from asbuilts or other Council records; and o Asset fields are defined when an asset is constructed, but are not updated to reflect up to date subsequent condition and performance information. The above are recognised limitations, and in some cases action is already being undertaken to address the issue. 8.3 Asset Valuation An internal MDC valuation of 3 Waters assets is completed annually. The latest valuation is as the MDC “Infrastructural Assets Valuation Report 2017, Water, Wastewater and Stormwater Asset Groups, Valuation as at 1 July 2017” and summary asset values are set out in the Financial Summary. The valuation is completed in accordance with the New Zealand Infrastructure Asset Valuation and Depreciation Guidelines and key assumptions are that:

 Depreciation follows a straight line.

 The replacement cost for pipes has been assumed to be a function of diameter and the use of a modern equivalent material where appropriate; and

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 Unit rates are set by Asset Management Officer

The valuation is subject to the limitations of the asset register. Additionally, reviews of the valuation process in recent years have highlighted limitations around:  The setting of unit rates;  Classification of assets, and groups of assets, for the valuation process;  Absence of benchmarking with other local authorities; and  Timeliness of the delivery of the annual valuation. The above are recognised limitations, and in some cases action is already being undertaken to address the issue. 8.4 Improvement Plan MDC’s improvement plan is set out in Table 17. The plan is structured to support continuous improvement across the components of the Asset Management Plan. Table 17: Improvement Plan

Asset Management Improvement Action & Scope Rationale and/or Outcome Plan Structure Reference Framework Strategic review of: Reconfirm the strategic  Asset Management Policy. A draft direction for Asset has previously been developed, Management Practices & the but never progressed next iteration of the Asset Management Plan  Asset Management Plan objectives Define target level of asset management maturity Review current structure of a 3 Waters Plan versus 3 standalone plans Levels of Service Review the monitoring & reporting Improve practice & address regime for the current performance information gaps. measures. E.g.  Ozone vs Assetfinda data recording & analysis process  Availability of data requirements to report on all measures e.g. water loss & demand Review & identify opportunities for Improve practice trend monitoring of performance measures Growth & Demand Revisit demand forecasts for the 3 Address information gap. Waters

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Asset Management Improvement Action & Scope Rationale and/or Outcome Plan Structure Reference Review & identify opportunities for Confirm works programme & trend monitoring improve practice Risk Management Risk register review Ensure practice remains relevant Integrate annual Water Safety Plan Ensure practice remains review outcomes into the Asset relevant Management Plan. Monitor industry changes & Planning for change opportunities: E.g. outcomes of review into Havelock North water supply contamination Renewals – Develop a condition & risk Improve practice based renewals programme for the 3 Lifecycle Management Waters Renewals – Review & identify Track impacts of current opportunities for trend monitoring strategy adopted in LTP Operations & Maintenance – Improve Address known issues & documentation. Improve practice Asset Management Asset Register data validation Address known issues & Practices Improve practice Capitalisation process Address known issues & Improve practice Valuation process Address known issues & Improve practice

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Activity Specific Appendices

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Water Supply Activity Appendix 1 WS1 Purpose This document has been prepared as an appendix to MDC’s 3 Waters Asset Management Plan to provide supplementary detail on the management of water supply assets.

The content, as set out below, mirrors the 3 Waters Asset Management Plan structure where relevant. WS2 Levels of Service MDC set, and consult on water supply levels of service in the Long Term Plan process and the delivery of the agreed levels of service is supported a monitoring and reporting regime. This is consistent across the 3 Waters and is addressed in the relevant section of the Asset Management Plan. The performance measures align with the mandatory performance measures produced by the Department of Internal Affairs. WS3 Growth and Demand An overview of District Growth and Demand are set out in the relevant section of the 3 Waters Asset Management Plan. Water supply specific implications are set out below. WS3.1 Water Supply – Demand Forecasts The MDC Infrastructure Strategy identifies that the forecast development across the District will generate an increased demand with the following potential implications for water supply levels of service:  Sustainability of the Feilding water supply (across water source, treatment and reticulation components);  Capacity for future growth across all schemes;  Firefighting capability; and  Compliance with Mandatory Requirements for Drinking Water. To date, specific demand forecasting has only be completed for Feilding. An overview of demand implications is set out below: Feilding Planning for growth in Feilding has seen a high level analysis of four possible demand scenarios:  Scenario 1 - Population growth;  Scenario 2 - Population growth and industrial growth;  Scenario 1 + Water demand management programme starting from 2026 (Figure 5); and

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 Scenario 2 + Water demand management programme starting from 2026 (Figure 6).

This forecasting exercise has indicated that in additional volume will be required towards the end of the 2018 - 2048 planning horizon.

Figure 5: Feilding Water Demand – Scenario 3

Figure 6: Feilding Water Demand – Scenario 4

Planning for growth in Feilding has seen a high level analysis of the trunk network commissioned and undertaken by GHD in terms of Precinct 4 and Precinct 5. This has provided a high level of scope of works for the renewal/replacement of a number of key assets WS3.2 Water Supply – Demand Management Strategies The Lifecycle Management Plan sets out MDC’s proposed infrastructure demand response.

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WS4 Risk Management WS4.1 Overview MDC currently identify and manage risks to the water supply activity by:  Applying the MDC organisational risk management framework;  Preparing Water Safety Plans for eligible schemes; and  Considering asset criticality in decision making. WS4.2 Activity Risk Assessment - Organisational Risk Framework To manage risks to infrastructure, Council follows the risk management process specified in AS/NZS ISO 31000:2009.

Council’s Risk Appetite Statement 2016 outlines the varying degrees to which Council will accept risk across these categories:  Build people and culture  Achieve purposeful growth and development  Achieve service levels  Achieve strategic organisational transformation  Maintain public confidence  Deliver work programmes  Maintain legal compliance  Operate within financial targets Council has no appetite for operating outside of financial limits. It has no appetite for breaches of regulations or legislation, but is willing to accept minimal risk to seek benefits where certain aspects of compliance may be negotiable. These key categories are indicated in bold above. For all other categories indicated above, Council is more open to accepting higher levels of risk. The current risk register developed for water supply activities is set out in Table 18. Supporting information on the Risk Matrix and Risk Definitions are set out in Table 19 and Table 20 respectively.

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Table 18: Water Supply Risk Register

Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Maintain register of key consumers e.g. dialysis patients, major industries, schools, Operational medical, dental, rest homes, relevant commercial premises Loss of water supply for Financial District more than 8 hours to 4 5 H Minimum 1 day storage in reservoirs 2 3 G Health & Safety multiple properties Council and contractors hold spares of key components Reputation Rural water supplies require consumers have on-site storage Compliance Operational Maintain register of key consumers e.g. dialysis patients, major industries, schools, District Poor water quality Financial 8 3 H 8 1 M medical, dental, rest homes, relevant commercial premises Health & Safety Reputation Compliance Consent conditions not Environmental District 16 5 E Monitoring of performance; maintenance; capital works 4 2 M met Financial Reputation Operational Financial District Leaks in roads 2 5 M Proactive leak detection; prioritisation of renewals in roads 2 4 M Reputation Compliance Lack of easements Proactively ensure key easements in place District Operational 4 3 M 4 2 M causing access issues Use Public Works Act if necessary Operational Pressure management District Failure of AC mains 2 5 M 2 4 M Compliance Renewals programme Failure to deliver Operational renewals programme Financial Ensure qualified and experienced staff are hired; maintain sufficient staffing levels; District 8 5 E 8 3 H Insufficient funds Compliance propose realistic programme Insufficient resources Health & Safety Volcanic ash fall. Compliance Increased turbidity, Operational acidity and toxicity of Ensure all water surfaces covered raw water could affect Environmental District 8 1 M Shield sensitive equipment 2 1 L water quality. Potential Financial Shut down exposed equipment in event of ash fall damage to intakes, Health & Safety equipment could lead to Reputational loss of supply. Reservoir failure Operational Feed reticulation directly District 8 2 H 8 1 M Seismic event Financial Assess seismic strength Trunk main failure Operational District Burst Compliance 8 2 H Proactive leak detection and asset renewals 8 1 M Flood damage Financial

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Flushing programme Poor water quality at Operational District dead ends in 4 4 H Loop mains 4 3 M Health & Safety reticulation Backflow prevention Reputation Operational Reticulation failure District Financial 4 5 H Proactive leak detection and asset renewals 2 4 M High pressure Compliance District Loss of electricity supply Operational 4 4 H Use on-site standby generators 2 4 M Operational Test hydrant pressure and flow Insufficient water Financial Liaise with FENZ District 8 2 H 4 2 M supply for firefighting Health & Safety Programme improvements where need identified Reputation Upgrade Sanson reticulation Compliance Inability to meet Ensure adequate staffing levels District Operational 1 4 G 1 3 L response time targets Manage risks to staff such as pandemics Reputation Compliance Demand for water Operational Plan for development; secure additional sources District 4 2 M 2 2 G exceeds supply Financial Manage demand Reputation Intake damaged Operational Inspect regularly and communicate with Horizons about condition of river, particularly Feilding Flooding 8 2 H 8 1 M Financial aggradation Liquefaction Compliance Clarifier failure Operational Get clarifier inspected Feilding Seismic event 8 2 H 8 1 M Financial Programme renewal Structural failure Health & Safety Compliance Flood damage. Damage Operational to or destruction of Environmental Provide enhanced flood protection of key assets Feilding plants, pumps, pipelines 8 2 H 2 2 G and reservoirs could Financial Ensure alternative options available, located out of flood zone lead to loss of supply Health & Safety Reputation Operational Feilding Rising main failure Compliance 8 2 H Proactive leak detection and asset renewals 8 1 M Financial Damage to bores Seismic event Operational Feilding 8 2 H Ensure casings meet specifications; ensure any bore can be used for supply 8 1 M Flooding Financial Liquefaction

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Operational Feilding River crossing failure Compliance 8 2 H Crossing is above flood level 8 1 M Financial Operational Mains failure under Use directional drilling Feilding Financial 4 2 M 2 1 L railway line Proactive leak detection and renewals Compliance Damage to bore Himatang Seismic event Operational 8 2 H Ensure casings meet specifications; ensure any bore can be used for supply 8 1 M i beach Flooding Financial Liquefaction Damage to bore Seismic event Operational Rongotea 8 2 H Ensure casings meet specifications; ensure any bore can be used for supply 8 1 M Flooding Financial Liquefaction Intake damaged Operational Inspect regularly and communicate with Horizons about condition of river, particularly Sanson Flooding 8 2 H 8 1 M Financial aggradation Liquefaction Compliance Flood damage. Damage Operational to or destruction of Environmental Provide enhanced flood protection of key assets Sanson plants, pumps, pipelines 8 2 H 2 2 G and reservoirs could Financial Ensure alternative options available, located out of flood zone lead to loss of supply Health & Safety Reputation Operational Sanson Rising main failure Compliance 8 2 H Proactive leak detection and asset renewals 8 1 M Financial Compliance Operational Proactive condition assessment and asset renewal Failure of mains under Sanson Financial 4 2 M Relocate assets off highway where feasible 4 1 G State Highway 1 Health & Safety Work with NZTA to minimise risk of breakage Reputation Scheme becomes Financial Stanway- Manage costs uneconomic to operate Health & Safety 8 1 M 8 1 M Halcombe Harmonise rates across District Decline in demand Reputation Break down in Operational Stanway- relationship between Compliance 8 3 H Regular attendance at meetings, good customer service and prompt resolution of issues 8 2 M Halcombe Council and Committee Reputation Intake damaged Stanway- Operational Inspect regularly and communicate with Horizons about condition of river, particularly Flooding 8 2 H 8 1 M Halcombe Financial aggradation Liquefaction

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Flood damage. Damage Operational to or destruction of Stanway- Environmental Provide enhanced flood protection of key assets plants, pumps, pipelines 8 2 H 2 2 G Halcombe and reservoirs could Financial Ensure alternative options available, located out of flood zone lead to loss of supply Health & Safety Reputation Operational Stanway- Rising main failure Compliance 8 2 H Proactive leak detection and asset renewals 8 1 M Halcombe Financial Operational Stanway- Mains failure under Use directional drilling Financial 4 2 M 2 1 L Halcombe railway line Proactive leak detection and renewals Compliance Damage to bore Waituna Seismic event Operational 8 2 H Ensure casings meet specifications; ensure any bore can be used for supply 8 1 M West Flooding Financial Liquefaction Operational Waituna River crossing failure Compliance 8 2 H Crossing is above flood level 8 1 M West Financial Scheme becomes Financial Waituna Manage costs uneconomic to operate Health & Safety 8 1 H 8 1 M West Harmonise rates across District Decline in demand Reputation Break down in Operational Waituna relationship between Compliance 8 3 H Regular attendance at meetings, good customer service and prompt resolution of issues 8 2 M West Council and Committee Reputation

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Table 19: Risk Matrix

Consequence Insignificant Minor Moderate Major Catastrophic 1 2 4 8 16 Very Low Low Guarded Moderate High Unlikely 1 Unlikely Low Guarded Moderate High Extreme 2 Possible Low Guarded Moderate High Extreme 3 Likely Guarded Moderate High Extreme Extreme 4

Almost Guarded Moderate High Extreme Extreme Certain 5

Likelihood

Table 20: Risk Level Description

Risk Level Description Low These risks will not be a priority for treatment and in some cases it may be acceptable for no treatment action to be taken. However, the status of these risks should still be reviewed periodically to ensure no changes which would result in the risk increasing. Guarded Treatment when resources are available. The risk should be able to be managed via existing controls and normal operating procedures. Moderate This level of risk should not automatically be accepted for risk mitigation but rather a cost-benefit analysis is required to determine if treatment is necessary. High Action plans and resources required. The level of risk is likely to endanger capability and should be reduced through mitigation strategies where possible. Extreme Requires ongoing executive level oversight. The level of risk warrants that all possible mitigation measures be analysed in order to bring about a reduction in exposure.

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WS4.3 Water Supply Risk Management – Water Safety Plans Pursuit to s69z of the Health Act 1956, Water Safety Plans must be in place for all water supplies (excluding those defined as small or neighbourhood drinking water supplies). Review of each Water Safety Plan is required on an annual basis. MDC currently has water safety plans, approved by the Ministry of Health, that act as a key risk management process, for the following supplies:  Feilding;  Sanson;  Rongotea;  Himatangi Beach; and  Waituna West. No operative water safety plan is held for Stanway-Halcombe. The water safety plans have been prepared based on Ministry of Health guidance and thus typically set out:  System overview of water sources, treatment and distribution  Compliance requirements and criteria for Bacteria and Protozoa  Monitoring regimes  Barriers to contamination  Risk review and summary  Optimisation tasks including improvement schedule and timetable  Contingency plans for the likes of: o FAC concentrations outside maximum and minimum acceptable values o Backflow occurs into the distribution system o Dose of UV is outside minimum acceptable level o Los of water supply o Contamination of water supply o Earthquake, flood or other Natural disaster WS4.4 Asset Criticality Historically, the MDC water capital and renewals programmes have been driven by asset age and expected useful life. The 3 Waters Asset Management practices have started to move towards a risk based approach to the management of assets and formally consider asset criticality in decision making. The intention (via the Improvement Plan) is to continue to enhance MDC’s capability to manage risk through asset criticality.

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WS5 Lifecycle Management Plan WS5.1 Asset Description WS5.1.1 Feilding Table 21: Feilding Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 6,412 Coverage Area (MDC No# Properties Connected 6,202 Intramaps, June 2017) SUIP 6,583 System Source(s) Surface water : Oroua River Components Groundwater:  Campbell Rd Bore  Newbury Line Bore Treatment Almadale Treatment Plant – Surface Water Source Awa St Treatment Plant – Groundwater Source Reticulation Pressure & On Demand Flow Excluding Mt Taylor which is on a restricted supply Storage Fraser Drive Reservoir Value Replacement Cost Reticulation $63,706,875 (MDC Internal Asset Valuation Facilities $13,985,180 as at 1 July 2017) Total $77,692,055

Depreciated Replacement Reticulation $32,182,532 Cost (MDC Internal Asset Valuation Facilities $5,881,983 as at 1 July 2017) Total $38,064,515

Annual Depreciation Reticulation $858,914 (MDC Internal Asset Valuation as at 1 July 2017) Facilities $225,629

Total $1,084,543

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Figure 7: Feilding - Properties within the Scheme Billing Area

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WS5.1.2 Sanson Table 22: Sanson Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 255 Coverage Area (MDC No# Properties Connected 233 Intramaps, June 2017) SUIP 248 System Source(s) Present source - Shallow bore adjacent to the Components Rangitikei River. Future source – New bore has been developed within the village. Associated treatment plant is about to be tendered (June 2018) Treatment Present - Sanson Water Treatment Plant Future – Treatment plant adjacent to new bore Reticulation Pressure & Restricted Supply Flow Storage Present - Reservoir at existing Water Treatment Plant Site Future – A new reservoir has been constructed in the village. Value Replacement Cost Reticulation $1,428,690 (MDC Internal Asset Valuation Facilities $309,319 as at 1 July 2017) Total $1,738,009 Depreciated Replacement Reticulation $878,058 Cost Facilities $166,646 (MDC Internal Asset Valuation as at 1 July 2017) Total $1,044,704 Annual Depreciation Reticulation $20,155 (MDC Internal Asset Valuation Facilities $8,644 as at 1 July 2017) Total $28,799

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Figure 8: Sanson - Properties within the Scheme Billing Area

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WS5.1.3 Rongotea Table 23: Rongotea Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 255 Coverage Area (MDC No# Properties Connected 233 Intramaps, June 2017) SUIP 248 System Source(s) Groundwater Components Treatment Rongotea Water Treatment Plant Reticulation Pressure & On Demand Flow Storage Reservoir at Water Treatment Plant Site Value Replacement Cost Reticulation $1,652,355 (MDC Internal Asset Valuation Facilities $1,281,288 as at 1 July 2017) Total $2,933,643 Depreciated Replacement Reticulation $1,602,427 Cost Facilities $1,238,866 (MDC Internal Asset Valuation as at 1 July 2017) Total $2,841,293 Annual Depreciation Reticulation $21,494 (MDC Internal Asset Valuation Facilities $27,842 as at 1 July 2017) Total $49,336

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Figure 9: Rongotea - Properties within the Scheme Billing Area

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WS5.1.4 Himatangi Beach Table 24: Himatangi Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 467 Coverage Area (MDC No# Properties Connected 429 Intramaps, June 2017) SUIP 431 System Source(s) Groundwater - Bore on Koputara Road Components Treatment Himatangi Beach Water Treatment Plant – Koputara Road. Reticulation Pressure & On Demand Flow Storage Reservoirs at Water Treatment Plant Site Value Replacement Cost Reticulation $2,682,054 (MDC Internal Asset Valuation Facilities $1,333,064 as at 1 July 2017) Total $4,015,118 Depreciated Replacement Reticulation $1,785,397 Cost Facilities $503,989 (MDC Internal Asset Valuation as at 1 July 2017) Total $2,289,386 Annual Depreciation Reticulation $38,852 (MDC Internal Asset Valuation Facilities $22,654 as at 1 July 2017) Total $61,506

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Figure 10: Himatangi Beach - Properties within the Scheme Billing Area

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WS5.1.5 Stanway-Halcombe Table 25: Stanway-Halcombe Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 318 Coverage Area (MDC No# Properties Connected 318 Intramaps, June 2017) SUIP 1,506 System Source(s) Shallow bores adjacent to the Rangitikei River. Components Treatment Water Treatment Plant adjacent to bores Reticulation Pressure & Rural water scheme Flow Restricted Supply Storage Multiple reservoirs. Value Replacement Cost Reticulation $7,809,492 (MDC Internal Asset Valuation Facilities $482,493 as at 1 July 2017) Total $8,291,985 Depreciated Replacement Reticulation $4,804,258 Cost Facilities $200,856 (MDC Internal Asset Valuation as at 1 July 2017) Total $5,005,114 Annual Depreciation Reticulation $108,646 (MDC Internal Asset Valuation Facilities $12,219 as at 1 July 2017) Total $120,865

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Figure 11: Stanway-Halcombe - Properties within the Scheme Billing Area

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WS5.1.6 Waituna West Table 26: Waituna West Water Supply – Asset Overview

Description Quantity/Comment Scheme No# Properties Within Billing 66 Coverage Area (MDC No# Properties Connected 66 Intramaps, June 2017) SUIP 614 System Source(s) Groundwater Components Treatment Waituna West Water Treatment Plant Reticulation Pressure & Rural water scheme Flow Restricted Supply Storage Multiple reservoirs. Value Replacement Cost Reticulation $2,228,847 (MDC Internal Asset Valuation Facilities $1,060,636 as at 1 July 2017) Total $3,289,483 Depreciated Replacement Reticulation $1,361,019 Cost Facilities $734,753 (MDC Internal Asset Valuation as at 1 July 2017) Total $2,095,772 Annual Depreciation Reticulation $29,162 (MDC Internal Asset Valuation Facilities $33,186 as at 1 July 2017) Total $62,348

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Figure 12: Waituna West - Properties within the Scheme Billing Area

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WS5.1.7 Kiwitea Rural The Kiwitea water supply scheme is a rural, restricted supply.

This scheme is operated entirely by a community committee and is not covered in this Asset Management Plan. Council does not pay for any work on this supply, including consent renewal costs.

WS5.1.8 Oroua No.1 Rural The Oroua No.1 water supply scheme is a rural, restricted supply.

This scheme is operated entirely by a community committee and is not covered in this Asset Management Plan. Council does not pay for any work on this supply, including consent renewal costs.

WS5.2 Asset Condition, Capacity and Performance Historically, the MDC water supply renewals have been driven by asset age and expected useful life. Based on this approach, and Officer anecdotal experience, water supply assets are considered to generally be operating within expected asset lives. Councils’ asset register records ‘Condition’, ‘ Performance’, ‘Criticality’ and ‘Accuracy’ fields on a per asset basis. However, this information is not used at present to support decision making as the confidence in this information is very low as:

WS5.3 Asset Development Strategy The asset development strategy to meet water supply levels of service encompasses the following key projects and areas of works:

Feilding Water Strategy

Key components of the Almadale Treatment Plant (reservoir and clarifier) and the trunk water main into Feilding are nearing the end of their useful lives or require seismic strengthening. This makes the network susceptible to natural hazards and the 2015-25 LTP contained $11.96M of funding to address the identified issues.

The Feilding Water Strategic Assessment evaluated whether the renewal of the Almadale water treatment plant is the most cost-effective and resilient option for Feilding’s water supply. The outcome of this assessment was that if the Almadale Water Treatment Plant was retired and replaced with a new reservoir and a new bore on the western side of the Oroua River, savings could be made with:

 The capital required reduced from $11.96M to $6.47M;  A $400,000 annual saving in depreciation and operating costs if Almadale is retired;  A net saving in operational costs of around $250,000 per year (when the extra costs associated with utilising another bore source are considered).

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Base on the outcome of the strategic assessment, Council will proceed with the construction of a new bore, treatment plant and reservoir, rather than renewing the various components of the Almadale Water Treatment Plant and trunk main. This represents both the most cost- effective and resilient long term option for Feilding’s water supply.

Precinct 4 Growth Works Council is implementing a structured plan of infrastructure development within Precinct 4 with respect to roading, wastewater, water supply and stormwater services. A GHD review of servicing for Precinct 4 underpins the Asset Management Planning for this precinct. In terms of implementation, Council is looking to progress infrastructure development in an approximately linear fashion that follows the current patterns of development, in three key stages. However, Council wishes to retain a degree of flexibility so development is able to be responsive to market dynamics and housing demand.

Growth works within Precinct 4 have been costed in detail for years 1 – 10 of the Long Term Plan (2018/19 to 2028/29). An allowance has been made in the budget for expenditure in Precinct 4 beyond year 10, however, these budgets have a lower level of accuracy and will be constantly re-evaluated based on how development progresses.

Precinct 5 Growth Works – Turners Road Extension Council is proposing to construct an adequate but basic road from Turners Road to Kawakawa Road as a first step in developing Precinct 5. Further enhancements to the road will occur in future years. The extension will enable access to an initial 24 hectares of high-quality industrial land, attracting investment into the District. Council will work in partnership with current landowners and stakeholders to fund and construct this initial stage of the industrial growth area. The new road will be constructed to a rural standard. Simple swale drains will be used to manage stormwater. No reticulated water supply or wastewater services will be installed. However, Council will work with developers and industrial businesses in relation to the cost to extend reticulated services to meet the requirements of each development, on a case-by- case basis. Sanson Water Supply Upgrade

The Sanson water supply is in the process of being upgraded and will be completed in the planning timeframe of this Asset Management Plan.

The upgrade is proceeding with a subsidy from the Ministry of Health. This subsidy covers a new source located closer to town, and a new Water Treatment Plant to ensure water from this source is treated to the Drinking Water Standards.

The scope of works does not include provision to upgrade the network to an on demand supply from its current restricted status. It also excludes the provision of firefighting flows for the network.

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For the Long Term Plan 2018-28, there is no budget provision to upgrade the water supply to provide a reliable firefighting water supply for the town. The possible change to the levels of service for firefighting needs to will be discussed again with the Sanson community through future Annual Plans or Long Term Plans.

Stanway-Halcombe Water Supply Upgrade

The most appropriate way for this supply to achieve full Protozoal compliance with the Drinking water standards has yet to be determined. Possible options include:

 Protozoal treatment for the entire scheme.  Protozoal treatment for Halcombe village only, which may require the separation of the village to a standalone water supply scheme.

The LTP has specifically highlighted that Council has chosen to wait for clear direction form the Ministry of Health before investing in additional treatment for water supplies. This has resulted in budget being made available for this project within Years 1-10.

However resources have been committed in 2019/2020 and 2020/2021 to evaluate all possible options. These options will be subject to further community consultation.

WS5.4 Operations and Maintenance Strategy The operation and maintenance of the Manawatu District Council water supply network is undertaken by in-house Treatment and Reticulation teams. Both teams report to the Operations Manager. Note that:  The Reticulation Team was brought in-house post a s17A review of the 3-waters services in 2015/16 which found an in-house model to be the most cost-effective model when compared to the existing external contract; and  MDC also delivers operations and maintenance activities services to the Rangitikei District Council. Operations and maintenance activities are co-ordinated across both Council’s where appropriate. The Operations Manager and Reticulation and Treatment Teams, are responsible for the planning and delivery of an operations and maintenance strategy. In practice, this is supported by (but not limited to):  Operations and maintenance manuals;  Compliance actions and maintenance relating to the relevant Water Safety Plans;  Compliance actions and maintenance relating to resource consents;  Backflow prevention testing;  The procurement of external support services such: o As accredited laboratories to undertake compliance sampling; and o Electrical services;

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 Unplanned, reactive maintenance activities in response to customer complaints; and  Planned, proactive maintenance activities of assets and known problem areas. WS5.5 Renewals Strategy Historically, the MDC water reticulation renewals have been driven by asset age and expected useful life. A recent change in strategic direction has occurred and MDC are now seeking to move towards a condition and risk based renewals programme. This has resulted in a programme targeting the replacement of asbestos cement and cast iron pipes (with PE/PVC) as a priority. This strategy is to continue, however in the 2018-2048 LTP process an Executive Team decision to manage the rates strike, reduced the wastewater and water renewals budget by approximately $10M in the next 10 year period (2018-2028). This decision has been made in the knowledge that, there is a higher risk of the network failing to meet levels of service, and that it may therefore be necessary to increase the water and wastewater renewals budget to address issues with the network and this will be managed in subsequent Long Term Plans (as borrowing capacity allows). Additional renewals expenditure is not currently included in the 30 year budget. However, Council has estimated that the budget that may be required would be in the vicinity of $10M to $20M over the period from 2028 to 2038. WS5.6 Disposal Strategy Disposal of water supply assets is not forecast for the short term. The implementation of the Feilding Water Supply Strategy will inform the disposal strategy for the next Long Term Plan process.

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Wastewater Activity Appendix 2 WW1 Purpose This document has been prepared as an appendix to MDC’s 3 Waters Asset Management Plan to provide supplementary detail on the management of wastewater assets. The content, as set out below, mirrors the 3 Waters Asset Management Plan structure where relevant. WW2 Levels of Service MDC set, and consult on wastewater levels of service in the Long Term Plan process and the delivery of the agreed levels of service is supported by a monitoring and reporting regime. This is consistent across the 3 Waters and is addressed in the relevant section of the Asset Management Plan. The performance measures align with the mandatory performance measures produced by the Department of Internal Affairs. WW3 Growth and Demand An overview of District Growth and Demand are set out in the parent document. Wastewater specific implications are set out below. WW3.1 Wastewater – Demand Forecasts The MDC Infrastructure Strategy identifies that the forecast development across the District, in particular Feilding, will generate an increased demand with the following potential implications for wastewater levels of service:

 Risk and uncertainty with resource consent renewals. Contributing to this is the present limitations in land availability for the onsite discharge of treated wastewater, particularly at the Village Wastewater Treatment Plants  Reticulation and treatment capacity to meet growth demand. This includes current and future effects of stormwater and groundwater inflow and infiltration into the network.  Management of trade waste customers and demand To date, specific demand forecasting has only be completed for Feilding. An overview of demand implications is set out below:

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Feilding  Planning for growth in Feilding has seen a high level analysis of the trunk network commissioned and undertaken by GHD in terms of Precinct 4 and Precinct 5.  Demand forecasting has been completed for the Centralisation project with respect to flow and key water quality parameters in the consent. Indicative consequences shown in figures below, which indicates: o Villages can be accommodated in short to medium term, but sustained high growth will require more land for irrigation o BOD loadings are not expected to be a limiting factor o A nitrogen and ammonia reduction strategy is required

Figure 13: Feilding WWTP Demand Projections - Flow

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Figure 14: Feilding WWTP Demand Projections - BOD

Figure 15: Feilding WWTP Demand Projections - Ammonia

WW3.2 Wastewater – Demand Management Strategies The Lifecycle management plan sets out MDC’s proposed infrastructure demand response.

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WW4 Risk Management WW4.1 Overview MDC currently identify and manage risks to the wastewater activity by:  Applying the MDC organisational risk management framework;  Completing activity specific risk assessments; and  Considering asset criticality in decision making. WW4.2 Activity Risk Assessment - Organisational Risk Framework To manage risks to infrastructure, Council follows the risk management process specified in AS/NZS ISO 31000:2009.

Council’s Risk Appetite Statement 2016 outlines the varying degrees to which Council will accept risk across these categories:  Build people and culture  Achieve purposeful growth and development  Achieve service levels  Achieve strategic organisational transformation  Maintain public confidence  Deliver work programmes  Maintain legal compliance  Operate within financial targets Council has no appetite for operating outside of financial limits. It has no appetite for breaches of regulations or legislation, but is willing to accept minimal risk to seek benefits where certain aspects of compliance may be negotiable. These key categories are indicated in bold above. For all other categories indicated above, Council is more open to accepting higher levels of risk. The current risk register developed for wastewater activities is set out in Table 27. Supporting information on the Risk Matrix and Risk Definitions are set out in, Table 28 and Table 29 respectively.

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Table 27: Wastewater Risk Register

Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Environmental District Consent conditions not met 16 5 E Monitoring of performance; maintenance; capital works 4 2 M Financial Reputation Lack of easements causing Proactively ensure key easements in place District Operational 4 3 M 4 2 M access issues Use Public Works Act if necessary Failure to deliver renewals Operational programme Financial Ensure qualified and experienced staff are hired; maintain sufficient staffing levels; District 8 5 E 8 3 H Insufficient funds Compliance propose realistic programme Insufficient resources Health & Safety Failure to deliver upgrade Operational programme Financial Ensure qualified and experienced staff are hired; maintain sufficient staffing levels; District 8 5 E 8 3 H Insufficient funds Compliance propose realistic programme Insufficient resources Health & Safety Volcanic ash fall. Potential Compliance damage to intakes, pipelines, Operational Ensure all water surfaces covered pumps, plant equipment and Environmental District vehicles could lead to loss of 8 1 M Shield sensitive equipment 2 1 L Financial service. Potential impacts on Shut down exposed equipment in event of ash fall treatment, especially Health & Safety microbiological. Reputation Compliance Operational Proactive condition assessment and asset renewal Failure of mains on private Environmental District 4 2 M Relocate assets off private property where feasible 4 1 G property Financial Enforce building and bylaw controls Health & Safety Reputation Compliance Operational Reduce I&I Environmental District Pump station overflows 2 3 G Maintain and replace assets as required 2 2 G Financial Monitor flows Health & Safety Reputation Odour issues detected Manage trade wastes District Reputation 8 2 H 8 1 M outside site boundary Install and maintain appropriate treatment, or find alternative District Loss of electricity supply Operational 4 4 H Use on-site standby generator(s) 2 4 M

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Systems cannot cope with Operational Plan for development; secure additional sources District increased flows from 4 2 M 2 2 G development Financial Manage demand Reputation Compliance Inability to meet response Ensure adequate staffing levels District Operational 1 4 G 1 3 L time targets Manage risks to staff such as pandemics Reputation Compliance Operational Liquefaction from seismic Environmental Locate assets out of high-risk areas where possible Feilding 8 1 M 8 1 M event Financial Ensure adequate foundations for structures in high-risk areas Health & Safety Reputation Compliance Operational Environmental Feilding Damage caused by flooding 8 2 H Build resilience into assets to reduce likelihood of damage being caused 8 1 G Financial Health & Safety Reputation Compliance Operational Environmental Proactive assessment, maintenance and renewal Feilding Failure of river crossing 4 2 M 4 1 G Financial Liaison with Horizons and landowners to keep debris clear Health & Safety Reputation Operational Mains failure under railway Use directional drilling Feilding Financial 4 2 M 2 1 L line Proactive leak detection and renewals Compliance Compliance Operational Proactive condition assessment and asset renewal Failure of mains under State Awahuri Financial 4 2 M Relocate assets off highway where feasible 4 1 G Highway 1 Health & Safety Work with NZTA to minimise risk of breakage Reputation Compliance Operational Environmental Awahuri Damage caused by flooding 8 2 H Build resilience into assets to reduce likelihood of damage being caused 8 1 M Financial Health & Safety Reputation

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Operational Liquefaction from seismic Environmental Locate assets out of high-risk areas where possible Awahuri 8 1 M 8 1 M event Financial Ensure adequate foundations for structures in high-risk areas Health & Safety Reputation Operational Mains failure under railway Use directional drilling Halcombe Financial 4 2 M 2 1 L line Proactive leak detection and renewals Compliance Compliance Operational Proactive condition assessment and asset renewal Failure of mains under State Sanson Financial 4 2 M Relocate assets off highway where feasible 4 1 G Highway 1 Health & Safety Work with NZTA to minimise risk of breakage Reputation Compliance Operational Environmental Sanson Damage caused by flooding 8 2 H Build resilience into assets to reduce likelihood of damage being caused 8 1 M Financial Health & Safety Reputation Operational Mains failure under railway Use directional drilling Sanson Financial 4 2 M 2 1 L line Proactive leak detection and renewals Compliance

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Table 28: Risk Matrix

Consequence Insignificant Minor Moderate Major Catastrophic 1 2 4 8 16 Very Low Low Guarded Moderate High Unlikely 1 Unlikely Low Guarded Moderate High Extreme

2 Possible Low Guarded Moderate High Extreme 3 Likelihood Likely Guarded Moderate High Extreme Extreme 4 Almost Guarded Moderate High Extreme Extreme Certain 5

Table 29 Risk Level Description

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WW4.3 Wastewater Activity Risk Management – Centralisation Project Business Case The wastewater centralisation project intends to pipe untreated or pre-treated wastewater from the Villages of Halcombe, Sanson, Rongotea, Awahuri, Cheltenham and Kimbolton to the Feilding Wastewater Treatment Plant. Each of these villages currently has a wastewater treatment plant with discharge consents that have expired or are due to expire over the next few years. The business case prepared by MDC has demonstrated that centralisation project is Council’s preferred option over seeking new village WWTP resource consents as it provides the most beneficial, long term risk profile. WW4.4 Asset Criticality Historically, the MDC wastewater capital and renewals programmes have been driven by asset age and expected useful life. The 3 Waters Asset Management practices have started to move towards a risk based approach to the management of assets and formally consider asset criticality in decision making. The intention (via the Improvement Plan) is to continue to enhance MDC’s capability to manage risk through asset criticality.

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WW5 Lifecycle Management Plan WW5.1 Asset Description WW5.1.1 Feilding Table 30: Feilding – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within 6,115 Coverage Billing Area (MDC No# Properties 5,925 Intramaps, June Connected 2017) SUIP 7,764 System Reticulation Gravity network Components (Excluding Mt Taylor which has a pressure system) Pump stations:  South St  Timona Park  Denbigh Square  Mahinui St  Fairview Ave  Port St East #060  Simon St  Port St East #110 Treatment Plant Feilding Wastewater Treatment Plant. Project underway to implement a dual land/surface water disposal system. Disposal to land via irrigation on MDC property. Surface water discharge to the Oroua River. Within Centralisation Yes – Destination Treatment Plant Scope Value Replacement Cost Reticulation $52,478,904 (MDC Internal Asset Pump stations $423,994 Valuation as at 1 July 2017) Facilities $27,995,792 Total $80,898,690 Depreciated Replacement Reticulation $30,497,515 Cost Pump stations $188,220 (MDC Internal Asset Valuation as at 1 July Facilities $19,406,176 2017) Total $50,091,911 Annual Depreciation Reticulation $539,989 (MDC Internal Asset Pump stations $9,876 Valuation as at 1 July 2017) Facilities $741,079 Total $1,290,944

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Figure 16: Feilding- Properties within the Scheme Billing Area

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WW5.1.2 Halcombe Table 31: Halcombe – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 120 Coverage No# Properties Connected 106 (MDC Intramaps, June SUIP 138 2017) System Reticulation Gravity network Components Treatment Plant Halcombe Wastewater Treatment Plant Currently a dual land/surface water disposal system. Disposal to land via irrigation on a eucalyptus plantation (MDC property). Surface water discharge to the Rangitawa Stream. Within Centralisation Scope Yes Value Replacement Cost Reticulation $1,982,526 (MDC Internal Asset Valuation as at Pump stations - 1 July 2017) Facilities $646,355 Total $2,628,881 Reticulation $1,239,126 Depreciated Replacement Cost Pump stations - (MDC Internal Asset Valuation as at Facilities $413,354 1 July 2017) Total $1,652,480 Annual Depreciation Reticulation $20,500 (MDC Internal Asset Valuation as at Pump stations - 1 July 2017) Facilities $22,112 Total $42,612

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Figure 17: Halcombe - Properties within the Scheme Billing Area

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WW5.1.3 Sanson Table 32: Sanson – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 260 Coverage No# Properties Connected 243 (MDC Intramaps, June SUIP 302 2017) System Reticulation Gravity network Components Pump stations:  Course Lane Treatment Plant Sanson Wastewater Treatment Plant Currently a dual land/surface water disposal system. Disposal to land via irrigation on MDC property. Surface water discharge to the Piakatutu Stream. Within Centralisation Scope Yes Value Replacement Cost Reticulation $1,926,798 (MDC Internal Asset Valuation as at Pump stations $48,170 1 July 2017) Facilities $679,687 Total $2,654,655 Reticulation $1,099,987 Depreciated Replacement Cost Pump stations $6,600 (MDC Internal Asset Valuation as at Facilities $408,941 1 July 2017) Total $1,515,528 Annual Depreciation Reticulation $19,498 (MDC Internal Asset Valuation as at Pump stations $1,762 1 July 2017) Facilities $17,077 Total $38,337

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Figure 18: Sanson- Properties within the Scheme Billing Area

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WW5.1.4 Rongotea Table 33: Rongotea – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 304 Coverage No# Properties Connected 287 (MDC Intramaps, June SUIP 322 2017) System Reticulation Gravity network Components Pump stations:  Trent St  Tyne St  Caravan Dump Site Treatment Plant Rongotea Wastewater Treatment Plant. Currently discharges to surface water. Within Centralisation Scope Yes Value Replacement Cost Reticulation $3,327,150 (MDC Internal Asset Valuation as at Pump stations $267,391 1 July 2017) Facilities $1,120,488 Total $4,715,029 Reticulation $2,081,161 Depreciated Replacement Cost Pump stations $116,775 (MDC Internal Asset Valuation as at Facilities $772,941 1 July 2017) Total $2,970,877 Annual Depreciation Reticulation $33,774 (MDC Internal Asset Valuation as at Pump stations $4,799 1 July 2017) Facilities $90,683 Total $129,256

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Figure 19: Rongotea - Properties within the Scheme Billing Area

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WW5.1.5 Cheltenham Table 34: Cheltenham – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 32 Coverage No# Properties Connected 32 (MDC Intramaps, June SUIP 43 2017) System Reticulation Gravity network servicing onsite septic Components tanks. Pump stations:  Kimbolton Rd Treatment Plant Cheltenham Wastewater Treatment Plant. Currently discharges to land via a soakage trench. Within Centralisation Scope Yes Value Replacement Cost Reticulation $427,358 (MDC Internal Asset Valuation as at Pump stations $44,292 1 July 2017) Facilities $81,409 Total $553,059 Reticulation $283,261 Depreciated Replacement Cost Pump stations $19,725 (MDC Internal Asset Valuation as at Facilities $63,570 1 July 2017) Total $366,556 Annual Depreciation Reticulation $4,274 (MDC Internal Asset Valuation as at Pump stations $1,036 1 July 2017) Facilities $1,708 Total $7,018

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Figure 20: Cheltenham- Properties within the Scheme Billing Area

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WW5.1.6 Kimbolton Table 35: Kimbolton – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 82 Coverage No# Properties Connected 75 (MDC Intramaps, June SUIP 102 2017) System Reticulation Gravity network servicing onsite septic Components tanks. Pump stations:  Edwards St Treatment Plant Kimbolton Wastewater Treatment Plant. Currently discharges to surface water. Within Centralisation Scope Yes Value Replacement Cost Reticulation $1,010,037 (MDC Internal Asset Valuation as at Pump stations $79,506 1 July 2017) Facilities $1,049,355 Total $2,138,898 Reticulation $683,106 Depreciated Replacement Cost Pump stations $20,538 (MDC Internal Asset Valuation as at Facilities $846,490 1 July 2017) Total $1,550,134 Annual Depreciation Reticulation $10,100 (MDC Internal Asset Valuation as at Pump stations $1,292 1 July 2017) Facilities $57,647 Total $69,039

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Figure 21: Kimbolton - Properties within the Scheme Billing Area

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WW5.1.7 Awahuri Table 36: Awahuri– Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 14 Coverage No# Properties Connected 14 (MDC Intramaps, June SUIP 20 2017) System Reticulation Gravity network servicing onsite septic Components tanks. Pump stations:  Triple R Treatment Plant Awahuri Wastewater Treatment Plant. Currently discharges to surface water. Within Centralisation Scope No Value Replacement Cost Reticulation $132,104 (MDC Internal Asset Valuation as at Pump stations $131,884 1 July 2017) Facilities $40,789 Total $304,777 Reticulation $92,029 Depreciated Replacement Cost Pump stations $92,676 (MDC Internal Asset Valuation as at Facilities $29,133 1 July 2017) Total $213,838 Annual Depreciation Reticulation $1,321 (MDC Internal Asset Valuation as at Pump stations $4,809 1 July 2017) Facilities $814 Total $6,944

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Figure 22: Awahuri - Properties within the Scheme Billing Area

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WW5.1.8 Himatangi Beach Table 37: Himatangi Beach – Scheme Overview

Description Quantity/Comment Scheme No# Properties Within Billing Area 472 Coverage No# Properties Connected 317 (MDC Intramaps, June SUIP 346 2017) System Reticulation Pressure system with onsite pump Components stations. Treatment Plant Himatangi Beach Wastewater Treatment Plant. Currently discharges to land (irrigation). Within Centralisation Scope No Value Replacement Cost Reticulation $2,076,039 (MDC Internal Asset Valuation as at Pump stations $3,071,635 1 July 2017) Facilities $2,840,989 Total $7,988,663 Reticulation $1,956,958 Depreciated Replacement Cost Pump stations $2,744,340 (MDC Internal Asset Valuation as at Facilities $2,543,451 1 July 2017) Total $7,244,749 Annual Depreciation Reticulation $35,869 (MDC Internal Asset Valuation as at Pump stations $90,795 1 July 2017) Facilities $89,573 Total $216,237

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Figure 23: Himatangi Beach - Properties within the Scheme Billing Area

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WW5.2 Asset Condition, Capacity and Performance Historically, the MDC wastewater renewals have been driven by asset age and expected useful life. Based on this approach, and Officer anecdotal experience, wastewater assets are considered to generally be operating within expected asset lives. Councils’ asset register records ‘Condition’, ‘ Performance’, ‘Criticality’ and ‘Accuracy’ fields on a per asset basis. However, this information is not used at present to support decision making as the confidence in this information is very low as:

WW5.3 Asset Development Strategy The asset development strategy to meet wastewater levels of service encompasses the following key projects and areas of works: Precinct 4 Growth Works Council is implementing a structured plan of infrastructure development within Precinct 4 with respect to roading, wastewater, water supply and stormwater services. A GHD review of servicing for Precinct 4 underpins the Asset Management Planning for this precinct. In terms of implementation, Council is looking to progress infrastructure development in an approximately linear fashion that follows the current patterns of development, in three key stages. However, Council wishes to retain a degree of flexibility so development is able to be responsive to market dynamics and housing demand.

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Feilding Wastewater Treatment Plant Upgrade A significant upgrade project at the Feilding Wastewater Treatment is underway to give effect to a suite of resource consents conferred by the Environment Court. The project includes the move to the irrigation of wastewater to Council owned land to reduce discharges to the Oroua River. A Project Management Plan is in place to:  Comply with the decision of the Environment Court to provide a management plan;  Demonstrate how the proposed capital and operating expenditure in Council’s Long Term Plan (LTP) will address the requirements of the Resource Consents granted for the Feilding Wastewater Treatment plant and provide a clear plan of action for making plant changes and amendments that will allow those conditions to be met;  Outline the reporting and monitoring required by the Resource Consents; and  Establish a strategy to enable ease of renewing the resource consents, for both water and land disposal when the consents expire. This plan definitive reference for this project and is updated as the project progresses. Centralisation Project The wastewater centralisation project intends to pipe untreated or pre-treated wastewater from the Villages of Halcombe, Sanson, Rongotea, Awahuri, Cheltenham and Kimbolton to the Feilding Wastewater Treatment Plant. Each of these villages currently has a wastewater treatment plant with discharge consents that have expired or are due to expire over the next few years. All of the existing consents involve some allowance for the discharge of treated wastewater to a waterbody and the centralisation project is Council’s preferred option over seeking new village WWTP resource consents as:  Policy 5-11 of Horizons One Plan requires, on renewal of an existing consent, that before entering a surface water body all treated human sewage is applied onto or into land, or flows overland, or passes through an alternative system that mitigates the adverse effects on the mauri of the receiving water body. There is limited suitable land currently available around the treatment plants for land- based irrigation of treated wastewater at Rongotea, Halcombe, Sanson, Kimbolton and Cheltenham. The re-consenting of these treatment plants would therefore involve significant upgrades to achieve consistency with Policy 5-11 of the One Plan and to meet Council’s commitments to the Oroua River Declaration.  It will reduce the number of resource consents Council manages, making more efficient use of operational staff.  The volume of effluent from the Villages will not affect Feilding WWTP operations and the additional flow is within consent limits for the Feilding WWTP.  Feilding consents already in place – one renewal process • Lowest technical risk • Lowest financial risk

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• Higher initial capital cost, lower lifecycle and operational costs • Avoids the need to purchase additional land at Village WWTPs and to upgrade each of the WWTPs to comply with new consent conditions • Have technical capability within Council to deliver • Long sewer pipelines not uncommon (Bunnythorpe to Feilding, Ashhurst to Palmerston North, Inglewood to New Plymouth) • Consistent with the Oroua Declaration, and statutory obligations under the Local Government Act 2002, Health Act 1956 and Resource Management Act 1991. Council is also working with the New Zealand Defence Force to consider the future options for the Ohakea Airforce Base wastewater management. We are also working constructively with the industrial trade waste sector to better manage their wastewater. WW5.4 Operations and Maintenance Strategy The operation and maintenance of the Manawatu District Council wastewater network is undertaken by in-house Treatment and Reticulation teams. Both teams report to the Operations Manager. Note that:  The Reticulation Team was brought in-house post a s17A review of the 3-waters services in 2015/16 which found an in-house model to be the most cost-effective model when compared to the existing external contract; and  MDC also delivers operations and maintenance activities services to the Rangitikei District Council. Operations and maintenance activities are co-ordinated across both Council’s where appropriate. The Operations Manager and Reticulation and Treatment Teams, are responsible for the planning and delivery of an operations and maintenance strategy. In practice, this is supported by (but not limited to):  Operations and maintenance manuals;  Compliance actions and maintenance relating to resource consents;  The procurement of external support services such: o As accredited laboratories to undertake compliance sampling; o Septic tank emptying in the Awahuri, Cheltenham and Kimbolton; and o Pump station and electrical services for the Himatangi Beach pressure system;  Unplanned, reactive maintenance activities in response to customer complaints; and  Planned, proactive maintenance activities of assets and known problem areas.

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WW5.5 Renewals Strategy Historically, the MDC wastewater reticulation renewals have been driven by asset age and expected useful life. A recent change in strategic direction has occurred and MDC are now seeking to move towards a condition and risk based renewals programme. In the 2016/2017 this has seen the implementation of a contract for the Feilding wastewater reticulation to CCTV and renew assets via trenchless technology (CIPP lining). The strategy going forward is continue to develop a condition and risk based renewals programme with a preference to undertake renewals with trenchless technology, where appropriate. Note that, in the 2018-2048 LTP process an Executive Team decision to manage the rates strike, reduced the wastewater and water renewals budget by approximately $10M in the next 10 year period (2018-2028). This decision has been made in the knowledge that, there is a higher risk of the network failing to meet levels of service, and that it may therefore be necessary to increase the water and wastewater renewals budget to address issues with the network and this will be managed in subsequent Long Term Plans (as borrowing capacity allows). Additional renewals expenditure is not currently included in the 30 year budget. However, Council has estimated that the budget that may be required would be in the vicinity of $10 M to $20 M over the period from 2028 to 2038. WW5.6 Disposal Strategy Disposal of wastewater assets is not forecast for the short term. Centralisation detailed design will inform the disposal strategy for the next Long Term Plan process.

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Stormwater Activity Appendix 3 SW1 Purpose This document has been prepared as an appendix to MDC’s 3 Waters Asset Management Plan to provide supplementary detail on the management of stormwater assets. The content, as set out below, mirrors the 3 Waters Asset Management Plan structure where relevant. SW2 Levels of Service MDC set, and consult on, stormwater levels of service in the Long Term Plan process and the delivery of the agreed levels of service is supported a monitoring and reporting regime. This is consistent across the 3 Waters and is addressed in the relevant section of the Asset Management Plan. The performance measures align with the mandatory performance measures produced by the Department of Internal Affairs. SW3 Growth and Demand An overview of District Growth and Demand are set out in the parent document. Stormwater specific implications are set out below. SW3.1 Stormwater – Demand Forecasts The MDC Infrastructure Strategy identifies that the forecast development across the District will generate an increased demand that will coincide with the impacts of climate change to impact on stormwater levels of service:

To date, demand forecasting as only been completed as part of the 2017/2018 Village stormwater risk analysis. This work considered the predicted impacts of climate change to 2090.

SW3.2 Stormwater – Demand Management Strategies The Lifecycle management plan sets out MDC’s proposed infrastructure demand response.

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SW4 Risk Management SW4.1 Overview MDC currently identify and manage risks to the stormwater activity by:  Applying the MDC organisational risk management framework; and  A 2017/2018 risk based review of village stormwater services;  Considering asset criticality in decision making. SW4.2 Activity Risk Assessment – Organisational Risk Framework To manage risks to infrastructure, Council follows the risk management process specified in AS/NZS ISO 31000:2009.

Council’s Risk Appetite Statement 2016 outlines the varying degrees to which Council will accept risk across these categories:  Build people and culture  Achieve purposeful growth and development  Achieve service levels  Achieve strategic organisational transformation  Maintain public confidence  Deliver work programmes  Maintain legal compliance  Operate within financial targets Council has no appetite for operating outside of financial limits. It has no appetite for breaches of regulations or legislation, but is willing to accept minimal risk to seek benefits where certain aspects of compliance may be negotiable. These key categories are indicated in bold above. For all other categories indicated above, Council is more open to accepting higher levels of risk. The current risk register developed stormwater activities is set out in Table 38. Supporting information on the Risk Matrix and Risk Definitions are set out in Table 39 and Table 40 respectively.

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Table 38: Stormwater Risk Register

Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Operational Damage to roads from mains Financial District 2 5 M Proactive condition assessment; prioritisation of renewals in roads 2 4 M failures Reputation Compliance Lack of easements causing Proactively ensure key easements in place District Operational 4 3 M 4 2 M access issues Use Public Works Act if necessary Failure to deliver renewals Operational programme Financial Ensure qualified and experienced staff are hired; maintain sufficient staffing District 8 5 E 8 3 H Insufficient funds Compliance levels; propose realistic programme Insufficient resources Health & Safety Failure to deliver upgrade Operational programme Financial Ensure qualified and experienced staff are hired; maintain sufficient staffing District 8 5 E 8 3 H Insufficient funds Compliance levels; propose realistic programme Insufficient resources Health & Safety Compliance Operational Volcanic ash fall. Potential loss Environmental Cover key inlets District 4 1 G 4 1 G of capacity and flow. Financial Educate community on proper ash removal Health & Safety Reputational Compliance Operational Proactive condition assessment and asset renewal Failure of mains on private Environmental District 4 2 M Relocate assets off private property where feasible 4 1 G property Financial Enforce building and bylaw controls Health & Safety Reputation Compliance Systems cannot cope with Operational Plan for development; secure additional sources District increased flows from 4 2 M 2 2 G development Financial Manage demand Reputation Compliance Inability to meet response time Ensure adequate staffing levels District Operational 1 4 G 1 3 L targets Manage risks to staff such as pandemics Reputation Operational Use directional drilling Feilding Mains failure under railway line Compliance 4 2 M 2 1 L Relocate where possible Financial

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Location Risk Risk Types Gross Risk Management Net Risk Consequence Likelihood Risk Consequence Likelihood Risk Compliance Environmental Monitoring of performance; maintenance; capital works Feilding Consent conditions not met 16 5 E 8 2 H Financial Work with premises to manage flows and quality Reputation Compliance Operational Proactive condition assessment and asset renewal Failure of mains under State Sanson Financial 4 2 M Relocate assets off highway 4 1 G Highway 1 Health & Safety Work with NZTA to minimise risk of breakage Reputation

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Table 39: Risk Matrix

Consequence Insignificant Minor Moderate Major Catastrophic 1 2 4 8 16 Very Low Low Guarded Moderate High Unlikely 1 Unlikely Low Guarded Moderate High Extreme

2 Possible Low Guarded Moderate High Extreme 3 Likelihood Likely Guarded Moderate High Extreme Extreme 4 Almost Guarded Moderate High Extreme Extreme Certain 5

Table 40: Risk Level Description

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SW4.3 Risk Review of Village Stormwater Services A key issue consulted on as part of the 2018 -2028 Long Term Plan was the change to the rating of stormwater in the District. Pre-LTP stormwater rates were only collected in Feilding, Rongotea and Sanson. The LTP proposed the establishment of a Harmonised Stormwater Rate across Feilding, Rongotea, Sanson, Tangimoana, Himatangi Beach, Cheltenham and Halcombe. This would assist in funding a village stormwater improvement programme. Council approved the LTP proposal. To inform the scope of the village stormwater improvement programme:  Risk/issues were benchmarked against key stormwater management objectives to identify scope of works. This included reviewing risk associated with: o Keeping people safe in large, infrequent storm events; o Protecting residential building floor levels from inundation in large, infrequent storm events o Managing runoff to prevent damage to private property in smaller, frequent storms; and o Managing runoff to maintain or enhance water quality in smaller frequent storms  Works required to address the above have been prioritised based on a defined hierarchy. The hierarchy has included o Short term (0-3 years) Works that improve the efficiency of the existing system and provide some immediate relief to frequent, localised problems (typically maintenance activities and targeted infrastructure upgrades); o Medium term (3-10 years) Works that will optimise the use of available capital to maximum benefit and reduce the overall risk profile; o Longer term (10 years+) Works that should form part of Council’s ongoing renewals programme and/or ultimately provide for an increase future level of service.

The outcome of the above is a village risk-based improvement programme for implementation over the next 10 years.

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SW4.4 Asset Criticality Historically, the MDC’s 3 Waters capital and renewals programmes have been driven by asset age and expected useful life. The 3 Waters Asset Management practices have started to move towards a risk based approach to the management of assets and formally consider asset criticality in decision making. The intention (via the Improvement Plan) is to continue to enhance MDC’s capability to manage risk through asset criticality. SW5 Lifecycle Management Plan SW5.1 Asset Description SW5.1.1 Feilding Table 41: Feilding – Scheme Overview

Description Quantity/Comment Overview Description Well Developed, urban stormwater network Pre 2018-208 LTP Targeted stormwater rate Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 6,360 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $45,242,113 (MDC Internal Asset Valuation as at Open Drains $214,448 1 July 2017) Total $45,456,561

Depreciated Replacement Cost Reticulation $22,338,969 (MDC Internal Asset Valuation as at Open Drains $214,448 1 July 2017) Total $22,553,417

Annual Depreciation Reticulation $464,615 (MDC Internal Asset Valuation as at Open Drains $0 1 July 2017) Total $464,615

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Figure 24: Feilding - Properties within the Scheme Billing Area

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SW5.1.2 Rongotea Table 42: Rongotea – Scheme Overview

Description Quantity/Comment Overview Description Formal, village stormwater network Pre 2018-208 LTP Targeted stormwater rate Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 282 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $1,788,954 (MDC Internal Asset Valuation as at Pump station $5,436 1 July 2017) Open Drains $896 Total $1,795,286 Depreciated Replacement Cost Reticulation $1,298,284 (MDC Internal Asset Valuation as at Pump station $3,015 1 July 2017) Open Drains $896 Total $1,302,195 Annual Depreciation Reticulation $18,471 (MDC Internal Asset Valuation as at Pump station $36 1 July 2017) Open Drains $0 Total $18,507

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Figure 25: Rongotea - Properties within the Scheme Billing Area

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SW5.1.3 Sanson Table 43: Sanson – Scheme Overview

Description Quantity/Comment Overview Description Formal, village stormwater network Pre 2018-208 LTP Targeted stormwater rate Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 251 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $1,553,811 (MDC Internal Asset Valuation as at Pump station $1,837 1 July 2017) Open Drains $3,110 Total $1,558,758 Depreciated Replacement Cost Reticulation $1,248,071 (MDC Internal Asset Valuation as at Pump station $1,602 1 July 2017) Open Drains $3,110 Total $1,252,783 Annual Depreciation Reticulation $15,835 (MDC Internal Asset Valuation as at Pump station $122 1 July 2017) Open Drains $0 Total $15,957

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Figure 26: Sanson- Properties within the Scheme Billing Area

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SW5.1.4 Halcombe Table 44: Halcombe – Scheme Overview

Description Quantity/Comment Overview Description Village stormwater service Pre 2018-208 LTP No service Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 113 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $550,872 (MDC Internal Asset Valuation as at 1 July 2017) Depreciated Replacement Cost Reticulation $452,299 (MDC Internal Asset Valuation as at 1 July 2017) Annual Depreciation Reticulation $5,509 (MDC Internal Asset Valuation as at 1 July 2017)

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Figure 27: Halcombe- Properties within the Scheme Billing Area

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SW5.1.5 Cheltenham Table 45: Cheltenham – Scheme Overview

Description Quantity/Comment Overview Description Village stormwater service Pre 2018-208 LTP No service Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 19 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $165,657 (MDC Internal Asset Valuation as at Open Drains $2,109 1 July 2017) Total $167,766 Depreciated Replacement Cost Reticulation $98,168 (MDC Internal Asset Valuation as at Open Drains $2,109 1 July 2017) Total $100,277 Annual Depreciation Reticulation $1,659 (MDC Internal Asset Valuation as at Open Drains $0 1 July 2017) Total $1,659

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Figure 28: Cheltenham- Properties within the Scheme Billing Area

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SW5.1.6 Himatangi Beach Table 46: Himatangi Beach – Scheme Overview

Description Quantity/Comment Overview Description Village stormwater service Pre 2018-208 LTP No service Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 452 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $39,915 (MDC Internal Asset Valuation as at 1 July 2017) Depreciated Replacement Cost Reticulation $31,574 (MDC Internal Asset Valuation as at 1 July 2017) Annual Depreciation Reticulation $456 (MDC Internal Asset Valuation as at 1 July 2017)

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Figure 29: Himatangi Beach- Properties within the Scheme Billing Area

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SW5.1.7 Tangimoana Table 47: Tangimoana – Scheme Overview

Description Quantity/Comment Overview Description Village stormwater service

Pre 2018-208 LTP No service Post 2018-2028 LTP Adoption Harmonised stormwater rate Scheme No# Properties Within Billing Area 210 Coverage (MDC Intramaps, June 2017) Value Replacement Cost Reticulation $8,621 (MDC Internal Asset Valuation as at Pump station $104,979 1 July 2017) Total $113,600 Depreciated Replacement Cost Reticulation $7,957 (MDC Internal Asset Valuation as at Pump station $98,505 1 July 2017) Total $106,462 Annual Depreciation Reticulation $108 (MDC Internal Asset Valuation as at Pump station $1,050 1 July 2017) Total $1,158

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Figure 30: Tangimoana- Properties within the Scheme Billing Area

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SW5.1.8 Rural Drainage Schemes Table 48: Rural Drainage Schemes Overview

Scheme Description Quantity/Comment Bainesse Overview Pre 2018-208 LTP Rural Drainage Scheme Post LTP Adoption No change Scheme Coverage No# Properties Within 78 (MDC Intramaps, Billing Area June 2017) Value Replacement Cost Open Drains $785,054 (MDC Internal Asset Depreciated Open Drains $785,054 Valuation as at 1 July Replacement Cost 2017) Annual Depreciation Open Drains $0 Maire Overview Pre 2018-208 LTP Rural Drainage Scheme Post LTP Adoption No change Scheme Coverage No# Properties Within 42 (MDC Intramaps, Billing Area June 2017) Value Replacement Cost Open Drains $86,016 (MDC Internal Asset Depreciated Open Drains $86,016 Valuation as at 1 July Replacement Cost 2017) Annual Depreciation Open Drains $0 Makowhai Overview Pre 2018-208 LTP Rural Drainage Scheme Post LTP Adoption No change Scheme Coverage No# Properties Within 94 (MDC Intramaps, Billing Area June 2017) Value (MDC Internal Replacement Cost Open Drains $84,405 Asset Valuation as at Depreciated Open Drains $84,405 1 July 2017) Replacement Cost Annual Depreciation Open Drains $0 Oroua Overview Pre 2018-208 LTP Rural Drainage Scheme Downs Post LTP Adoption No change Scheme Coverage No# Properties Within 225 (MDC Intramaps, Billing Area June 2017) Value Replacement Cost Open Drains $3,180,074 (MDC Internal Asset Depreciated Open Drains $3,180,074 Valuation as at 1 July Replacement Cost 2017) Annual Depreciation Open Drains $0

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Figure 31: Rural Drainage Schemes - Properties within the Scheme Billing Area

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SW5.2 Asset Condition, Capacity and Performance Historically, the MDC stormwater renewals have been driven by asset age and expected useful life. Based on this approach, and Officer anecdotal experience, stormwater assets are considered to generally be operating within expected asset lives. Councils’ asset register records ‘Condition’, ‘ Performance’, ‘Criticality’ and ‘Accuracy’ fields on a per asset basis. However, this information is not used at present to support decision making as the confidence in this information is very low as:

 As the provenance of this information is unknown; and  It has been historic practice to update this information when an asset is created, but not update over time as additional information is collected. SW5.3 Asset Development Strategy The asset development strategy to meet stormwater levels of service encompasses the following key projects and areas of works: Precinct 4 Growth Works Council is implementing a structured plan of infrastructure development within Precinct 4 with respect to roading, wastewater, water supply and stormwater services. A GHD review of servicing for Precinct 4 underpins the Asset Management Planning for this precinct. In terms of implementation, Council is looking to progress infrastructure development in an approximately linear fashion that follows the current patterns of development, in three key stages. However, Council wishes to retain a degree of flexibility so development is able to be responsive to market dynamics and housing demand.

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Village Stormwater Improvement Works A key issue consulted on as part of the Long Term Plan was the change to the rating of stormwater in the District. Pre-LTP stormwater rates were only collected in Feilding, Rongotea and Sanson. The LTP proposed the establishment of a Harmonised Stormwater Rate across Feilding, Rongotea, Sanson, Tangimoana, Himatangi Beach, Cheltenham and Halcombe. This would assist in funding a village stormwater improvement programme. Council approved the LTP proposal. A village risk-based improvement programmes has been developed for implementation over the next 10 years. SW5.4 Operations and Maintenance Strategy The operation and maintenance of the Manawatu District Council stormwater network is undertaken by the in-house Reticulation team. This team reports to the Operations Manager. Note that:  The Reticulation Team was brought in-house post a s17A review of the 3-waters services in 2015/16 which found an in-house model to be the most cost-effective model when compared to the existing external contract; and  MDC also delivers operations and maintenance activities services to the Rangitikei District Council. Operations and maintenance activities are co-ordinated across both Council’s where appropriate. The Operations Manager and Reticulation and Treatment Teams, are responsible for the planning and delivery of an operations and maintenance strategy. In practice, this is supported by (but not limited to):  Compliance actions and maintenance relating to resource consents;  The procurement of external support services such as drain cleaning and spraying services;  Unplanned, reactive maintenance activities in response to customer complaints; and  Planned, proactive maintenance activities of assets and known problem areas. SW5.5 Renewals Strategy Historically, the MDC stormwater renewals have been driven by asset age and expected useful life.

A recent change in strategic direction has occurred and MDC are now seeking to move towards a condition and risk based renewals programme.

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