Sensitivity: General

Executive Summary

STORMWATER MANAGEMENT

ACTIVITY MANAGEMENT PLAN

VERSION: 2021 – 4.0 For Audit Review

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021

Revision Information

Stormwater Management Activity Management Plan 2021

Prepared by

Waipa District Council 101 Bank Street Te Awamutu New Zealand

www.waipadc.govt.nz

Activity Plan Owner Name Role Martin Mould Manager – Water Services

Revision History Revision Plan Author Revision Date Details 1.0 Neil Taylor Mar 2019 New template for completion 2.0 Joong Lee & James McKinnon October 2019 Version for Peer Review 3.0 Kelsi Green & Kristina Hermens September 2020 Post Peer review Updates 4.0 Kelsi Green & Kristina Hermens December 2020 For Audit Review

Reviewed By Name Role Tony Hale & Martin Mould Manager – Water Services Cyril Morris Asset Management Team Leader Mark Walmsley Senior Asset Planning Engineer Neil Taylor Asset Management Planning Analyst Dawn Inglis Group Manager – Service Delivery Tonkin & Taylor External Peer Review

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Content

Revision Information ...... 2 Content ...... 3 Executive Summary ...... 6 About This Plan...... 7 Why We Do It ...... 7 The Service Provided ...... 8 Managing Demand ...... 10 Risk and Resilience ...... 11 Managing our services and assets...... 12 Financials ...... 15 AM Improvement ...... 16 Main Document ...... 18 1 Introduction ...... 19 1.1 About This Plan ...... 19 1.2 About the Stormwater Management Service ...... 20 1.3 Strategic Goals ...... 22 1.4 Planning and Regulatory Framework ...... 25 1.5 Effects of this Activity ...... 26 1.6 Variation from the Assessment of Water & Sanitary Services ...... 26 1.7 Current and Future Challenges and Opportunities ...... 27 1.8 Impact of Covid 19 ...... 28 2 The Service Provided ...... 29 2.1 The Services We Deliver ...... 29 2.2 What Do Our Customers and Stakeholders Value? ...... 33 2.3 Our Desired Levels of Service ...... 34 2.4 Our LOS and LOS Gaps ...... 35 2.5 Our Future Programme to Deliver LOS ...... 38 2.6 Our Future Performance Targets ...... 39 3 Managing Demand ...... 41 3.1 Demand Drivers ...... 41 3.2 Existing Demand ...... 41 3.3 Managing Demand on the Service ...... 43 3.4 How Demand Is Changing and How It’s Impacting the Service ...... 44 3.5 Our Future Programmes to Meet Demand ...... 52 4 The Assets We Own ...... 54

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4.1 Network Overview ...... 54 4.2 Key Asset Statistics ...... 56 4.3 Critical Assets ...... 58 4.4 The Condition and Performance of Our Assets ...... 60 4.5 Asset Management Information System ...... 64 4.6 Asset Data Confidence ...... 65 5 Risk Management ...... 66 5.1 Risk Assessment ...... 66 5.2 Stormwater Management Resilience Approach ...... 68 5.3 Climate Change ...... 69 5.4 Three Waters Master Plan 2020 ...... 70 5.5 Our Future Programmes to Address Risk ...... 71 6 Managing Our Services and Assets ...... 73 6.1 Operating and Maintaining our Services and Assets ...... 73 6.2 Future Programme to Deliver Operations and Maintenance ...... 78 6.3 Operations and Maintenance Future Costs Requirements ...... 80 6.4 Renewing the Assets ...... 81 6.5 Future Programme to Deliver Renewals ...... 83 6.6 Upgrading and Creating New Services and Assets ...... 85 6.7 Upgrades and New Services and Assets Future Cost Requirements...... 86 6.8 Project Programme to Deliver Solutions for Stormwater ...... 87 6.9 Longer Term Projects – Year 11+ ...... 90 6.10 Stopping Services and Disposing of Assets ...... 90 7 Financial Summary ...... 91 7.1 Financial Requirements – What We Need ...... 91 7.2 Funding Strategy ...... 93 7.3 Assumptions Behind Financial Forecasts ...... 94 7.4 Financial Forecasts Confidence ...... 95 8 AM Improvement ...... 96 8.1 Assessing AM Maturity ...... 96 8.2 Improvements We Achieved ...... 98 8.3 Asset Management Planning Review – KPMG Audit ...... 98 8.4 Our Improvement Programme ...... 99 9 Impact of LTP Funding Provision ...... 104 9.1 LTP Financial Landscape ...... 104 9.2 Required Funding and LTP Funding Provision Comparison ...... 105 9.3 Projects – Reduced Funding and/or Delayed ...... 107

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9.4 Projects - Unfunded ...... 108 Appendices ...... 109 Appendix A - Planning & Regulatory Framework: Supporting Information ...... 111 A1 Local Government Act – Local Government Role ...... 111 A2 Legislative Requirements – Stormwater Management Specific ...... 111 Appendix B – Levels Service: Supporting Information ...... 112 B1 Our Past Performance – Performance Measures Results ...... 112 B2 Benchmarking With Comparable Councils ...... 114 B3 Establishing Our Future Levels of Service ...... 115 B4 Choosing Performance Measures ...... 116 B5 Technical Performance Measures and Future Targets ...... 117 B6 Three Waters Masterplan - Potential Future Changes to Performance Measures - Review of Existing Measures ...... 118 B7 Three Waters Masterplan - Proposed Changes to Performance Measures – Additional Measures ...... 118 Appendix C – Managing Demand: Supporting Information ...... 119 C1 Population Growth Projections by Area (2013-base projections) ...... 119 C2 Rainfall Data ...... 120 Appendix D – The Assets We Own: Supporting Information ...... 123 D1 Asset Data Reliability Confidence Grades ...... 123 D2 Asset Criticality ...... 124 D3 Waipa DC’s Asset Management Information System ...... 128 Appendix E – Risk Management: Supporting Information ...... 129 E1 Risk Register Guidance ...... 129 E2 Risk Register ...... 133 Appendix F – Managing Our Services and Assets: Supporting Information ...... 141 F1 Project Details 2021 – 2031 ...... 141 F2 Projects – Business Case References ...... 146 Appendix G – Resourcing Requirements: Supporting Information ...... 147 G1 Resourcing Requirements ...... 147 Appendix H – Financial Summary: Supporting Information ...... 149 H1 Inflation Rates ...... 149 H2 Interest Rates ...... 149 H3 Forecast Reliability Confidence Grades ...... 150

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Executive Summary

Stormwater Management Activity Management Plan 2021

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Executive Summary

Executive Summary

About This Plan The purpose of the Waipa District Council (WDC) stormwater activity management plan (AMP) is to: ▪ Provide clear identification and justification of projects and budgets for inclusion in the Long Term Plan (LTP). ▪ Provide guidance for asset management decision making.

Why We Do It

“To ensure the adverse effects of stormwater run-off and flooding on the community and the environment are minimised”

Linkage to Council’s Vision and Community Outcomes How the Service Supports those Vision Community Outcome Outcomes He aha te mea nui o te ao? Māku e kī atu he tangata, he tangata, he tangata! – it’s all Socially Resilient about people

▪ Waipā is a great place to live, work, play ▪ By managing stormwater effectively to and invest prevent flooding in Waipa ▪ We invest in hauora and support the great work community groups do ▪ Waipā provides a high quality of life for current and future generations Cultural Champions Promoting our culture and heritage ▪ We champion the unique history of Waipā ▪ We have a high level of cultural awareness ▪ By delivering a service which recognises ▪ We partner with tangata whenua and mitigates cultural effects ▪ We respect the cultural diversity in our district ▪ By delivery of the service complying with Environmental Protecting and sustaining our environment our resource consent conditions. ▪ Providing stormwater services that help Champions ▪ Environmental awareness and

Building Connected Building Communities to reduce flooding risk and associated

- responsibility is promoted within the environmental damage community ▪ By addressing sustainable management ▪ We support programmes that promote of its physical resources while enhancing environmental sustainability the protection of the environment as ▪ We are responsive to climate change required under the provisions of the RMA. Supporting a thriving, sustainable economy ▪ We have financially sustainable decision ▪ By presenting the most cost-efficient making and work programmes solution through the sourcing of Economically Progressive ▪ We provide new infrastructure as an integrated solutions to meet the growth,

economic stimulus for our district demand, level of service issues and risks Waipā Home Waipā of Champions ▪ Our services provide excellent value for ▪ By providing a framework for monitoring money asset performance and utilisation ▪ We actively promote our district to enable ▪ The provision of the desired LOS in the most cost-effective manner through the development, employment and business opportunities management of assets for present and ▪ Waipā is a great place to invest and do future customers business

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The Service Provided The stormwater activity applies to all public stormwater drains, open drains channels, manholes, and other underground structures for the reception and discharge of stormwater vested in the council or acquired or constructed or operated by or under the control of the Council. The stormwater services provided by WDC are outlined in the table below

Stormwater Drainage Services Service Details ▪ Provision, within defined areas for the collection and control of stormwater within existing and new land developments together with drainage from the entire catchment upstream of the network Urban ▪ Regulation of runoff to the extent that the effect of stormwater on the environment, property and Drainage people is contained within acceptable limits as specified by our resource consent ▪ Maintenance of the network Rural ▪ The management of the land drainage system to ensure effective and efficient land drainage Drainage throughout the District.

Council reticulates stormwater and provides some stormwater treatment in the following urban schemes:

▪ Cambridge, including Leamington and Karapiro ▪ Te Awamutu ▪ Kihikihi ▪ Pirongia ▪ Ohaupo

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Assets Council owns all the assets that convey, detain and treat stormwater from the property boundary to an outfall in a stream, lake or river. Culverts, catch pits, sumps and under pass drainage systems are the responsibility of the Transportation Service and only included in the Transportation AMP. The figure below shows the extent of the networks required to provide the services identified above.

Stormwater Areas Serviced

The table below provides a breakdown of the key assets and their value.

Stormwater Management Asset Overview (30/06/2019) Value Asset Description Quantity Optimised Depreciated Gross Replacement Cost Replacement Cost Connections 1,375 Manholes 3,141 Outlets & Inlets 437 Pipes 173,627m $146,526,219 $105,342,424 Rural Drains 221,97m Silt Traps 42 Soak Holes 163 Soakage Trenches 204

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Key achievements The key achievements during the last 3 years have been:

▪ Modelling of urban stormwater networks to predict performance during different wet weather events ▪ Increased maintenance of vested stormwater assets including ponds and swales

Levels of Service WDC has agreed to provide the following levels of service (LOS) to its communities. There is no change to the LOS direction given by Council for urban and rural areas.

The key LOS issues and actions are summarised below:

Key LOS Issue Proposed Action ▪ Not all existing areas of pipe capacity Piped network renewals and water quality the stormwater network interventions are proposed to reduce the risk of meet performance flooding events occurring due to pipe capacity issues expected water quality measures1 in terms of: and improve expected water quality

Council’s current LOS for urban areas provides for a 1 in 2 year event. New developments are required to meet the Regional Infrastructure Technical Specifications (RITS), accommodating a 1 in 10 year event. The Waikato Regional Policy Statement requires Council to understand and manage the risks associated with 1 in 100 year events to the community, recognised as current best practice.

Managing Demand The significant drivers influencing demand for the service include:

▪ Population growth: districts population is forecast to increase leading to development ▪ Customer expectations ▪ Legislation: regulatory change ▪ Climate change: increased temperatures, frequency of droughts and intense rainfall events ▪ Demographic changes: new large industrial areas in Cambridge, Hamilton Airport and Te Awamutu

1 This is due to changes in performance measures (RITS) and water quality standards

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Initiatives to manage demand Stormwater demand management focuses on reducing the proportion of rainfall that enters the network, and improving the quality of that stormwater, thus reducing the need for treatment within the network. The primary non-asset solutions for stormwater management are:

▪ Promotion of on-site disposal and water re-use ▪ District Plan: development rules and guidelines ▪ Education, awareness and regulation of community responsibilities for stormwater quality

Forecast Demand Stormwater runoff is generated from changes in land use through development (the amount of area taken up by buildings and hardstand areas) rather than direct population growth. Stormwater assets such as ponds, swales, pipelines are mostly installed by developers and vested to council. Stormwater capital projects have been developed and allowances made for land purchase based on structure plans and plan changes. As stormwater demand is largely dependent on external factors, there is a degree of uncertainty associated with the timing of growth cells and associated vested assets.

Key Demand Issues ▪ Population growth will require additional infrastructures as well as putting increasing pressure on the existing system ▪ The design capacity of stormwater assets may need to be altered once NIWA’s High Intensity Rainfall Design System V4 (HIRDS v4) is adopted into the RITS.

Risk and Resilience Key risks to the stormwater activity and proposed actions to reduce risk and improve resilience are summarised in the tale below:

Key Risks Proposed Actions Flood hazard – models predict a number of houses are ▪ Investigate the upgrading or alternative options for expected to experience habitable floor flooding in a 1 in the pipe network in stages to avoid floodable 100 year event, a smaller number are at risk in a 1 in 10 habitable floors by 2050 year event. ▪ Continue to develop models and catchment plans to Development impacts – Further subdivision and infill better understand risks of development and development will result in higher stormwater runoff and implement the WRC stormwater guidelines for new changes in levels of contamination developments Climate change – climate change is expected to result in ▪ Continue to develop models and catchment plans to a drop in level of service over time due to more extreme better understand risks climate change rainfall events Environmental effects – most catchments in Cambridge and Te Awamutu do not have specific devices for the ▪ Prepare for and obtain renewal of stormwater management of stormwater quality and have been comprehensive consent in 2022 assessed as low compliance with the WRC Stormwater Guidelines for new developments ▪ Improve water quality in targeted existing Stormwater quality – need to improve understanding of catchments where there is low compliance with WRC water quality impacts guidelines

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Managing our services and assets Routine operations and maintenance are the regular day to day activities necessary for the delivery of the service and to keep assets operating. This includes instances where portions of the asset fail and need immediate repair to ensure continuity of service.

Proposed changes to operations and maintenance The proposed changes to enhance the operations and maintenance of the stormwater network are listed in the table below:

Proposed Change to Operations and Maintenance ▪ Continuous improvement of asset data; align with RATA proposed asset Activity management management improvements; ongoing update of modelling and master plans ▪ Focus on resource consent compliance. Prepare for and obtain a new districtwide stormwater consent in 2022. Ensure regular involvement and Legislation and compliance awareness of regulatory/statutory forums so that any updates are effectively planned for. ▪ implement process improvements to increase efficiency and response times, Processes e.g. resource consent conditions, SCADA ▪ Recruit resources to improve processes and response times. Introduce Resources succession planning, and utilise existing graduate programme in order to maintain resources with appropriate technical skills ▪ Process and formalise agreements with 3rd parties; implement preferred panel Service providers of contractor and suppliers to improve processes and response times in line with best practice procurement ▪ Increased maintenance – and inspection required of new treatment devices, Maintenance and inspections ponds and swales from new developments and new consent requirements ▪ investigate further tools to improve stormwater quality in high risk locations Water quality improvements and sensitive catchments such as Lake Te Koo Utu

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Proposed project to improve levels of service and meet demand The table below lists the key projects proposed over the next 10 years to meet LOS, growth and renewal requirements for the stormwater activity. Note that some projects cover more than one activity (i.e. water supply, wastewater, stormwater) and driver (i.e. LOS, growth, renewal). The project has been categorised against the key driver.

Proposed Projects – Next 10 Years Key Projects LTP Funded? Driver ▪ Stormwater Masterplanning and Modelling ▪ Fully Funded ▪ Township Flood Hazard Mapping ▪ Reduced Funding ▪ District Wide Flood Studies ▪ Fully Funded ▪ Finlay Detention Ponds ▪ Unfunded ▪ Lakeview Drive Stormwater Upgrade2 ▪ Unfunded LOS ▪ Stormwater Hotspots - LOS upgrades due to network capacity ▪ Reduced Funding ▪ Stormwater Hotspots - LOS upgrades due to water quality ▪ Unfunded ▪ Mangaohoi/ Mangapiko: Storm water outfall mitigation ▪ Fully Funded ▪ Stormwater Consent Implementation ▪ Unfunded ▪ DW Comprehensive SW Discharge Consent ▪ Reduced Funding

▪ Cambridge North Western Catchment Remedial Works ▪ Unfunded ▪ Cambridge Growth Cell SW Development Provision C1 ▪ Fully Funded ▪ CB North Construct Western Outlet to the Stream ▪ Fully Funded ▪ Construct NE Swale ▪ Unfunded ▪ Bond Rd SW Swale and Pond ▪ Unfunded ▪ Cambridge Growth Cell SW Development Provision C2 & C3 ▪ Reduced Funding ▪ Kihikihi Brown Field SW Works - Infil Development ▪ Unfunded Growth ▪ SW C8 Land Purchase ▪ Fully Funded ▪ Existing Hautapu Industrial Area Stormwater ▪ Reduced Funding ▪ C8 SW Reticulation Provision ▪ Reduced Funding ▪ Cambridge C4 Stormwater Provision ▪ Unfunded ▪ Cambridge C4 Water Reticulation Provision (2028) ▪ Unfunded ▪ Trunk Reticulation Connector Road ▪ Unfunded ▪ Stormwater Land Purchases - C1 ▪ Fully Funded ▪ Stormwater Land Purchases - C2 & C3 ▪ Unfunded

Renewal ▪ District Wide Stormwater Network Asset Renewals ▪ Reduced Funding

2 Stages 2 and 3

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Summary programme The figure below identifies projects and strategic timelines over the next 30 years for the stormwater activity.

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Financials The following pair of charts show the required Opex and Capex funding (as identified in the main body of this document) alongside the funding allocated to the service in the 2021 LTP.

Required Funding and LTP Budgeted Funding – Opex

The chart above comprises business as usual opex, operational projects and operational costs associated with capex. Opex budgets have been reduced resulting in a gap between the funding required and budgeted. There is an increased risk that existing levels of service will not be met.

Required Funding and LTP Budgeted Funding - Capex

The chart shows overall that there is a gap between required funding and budgeted LTP funding. The anomaly in year one is largely due to the bringing forward of several Cambridge growth cells, allowing for land purchases and infrastructure in those areas. A reduction in capital budget contingencies has been acknowledged, meaning there is greater risk that the projects will cost more than currently budgeted for. There has also been an overall 40% reduction in capital renewal investment.

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Council will implement a more targeted approach to renewals which will prioritise activity based on asset criticality, condition, performance and affordability (budgets) rather than average design life alone. The effects on LoS are minimised by prioritising the renewal of critical and poorly performing assets.

The targeting of renewals does mean Council is accepting more risk that failures may occur. However, this risk is somewhat mitigated by the overall relatively young age of the infrastructure.

AM Improvement The level to which WDC aims to operate its Asset Management System and undertakes Activity Management (AM) activities is specified in Council’s Asset Management Policy 2016. The figure below outlines the desired AM levels for stormwater along with that currently being achieved3 for each asset management area.

AM Maturity Levels – Desired and Achieved

Asset Management Planning Review Council’s asset management planning frameworks and systems were audited by KPMG in late 2019. Overall, WDC was rated as “Developing” and several actions were suggested to improve asset management including group leadership, a single point of accountability and a documented asset management framework and system.

3 The AM level currently being achieved has been taken from the Tonkin & Taylor report Asset Management Gap Analysis and Improvement Projects (ECM 7375504).

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To address the report’s findings an Activity Management Planning: Organisational Improvement Project Control Group (PCG) has been established. The PCG will demonstrate leadership, formulate vision, and champion the development, implementation, and continuous improvement of a formalised activity management framework across the organisation. Because the AM shortfalls will be addressed at a corporate level, details such as projects and costs are not covered within this AMP.

Improvements achieved and current programme During the last 3 years WDC has completed flood hazard mapping and the Procurement Strategy Review. Some progress has also been made on improvement activities related to asset condition data.

In this AMP, 23 improvement actions have been proposed for improving stormwater activity management practice. These include: ▪ District wide stormwater pipe condition, asset assessments and CCTV to enable scheduling of maintenance and renewals ▪ Township flood hazard mapping to inform forward planning of renewals and upgrades ▪ District wide flood studies

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Main Document

Stormwater Management Activity Management Plan 2021

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1 Introduction

This section provides the reader with the reasons for preparing the AMP, an overview of the assets covered, and sound justification for delivering the services and owning and operating the assets covered in the plan.

1.1 About This Plan

Purpose of Plan Waipa DC has identified the following two key purposes for its AMPs:

▪ Provide clear identification and justification of projects and budgets for inclusion in the LTP with sufficient detail to permit the LTP project documentation to simply reference the AMPs. ▪ Provide guidance for AM decision making.

Relationship with other planning documents Diagram 1 below shows how the AMPs fit within the wider organisational planning framework. Of particular note is the importance of the AMPs feeding into the LTP and levels of service determination process.

Diagram 1: AMPs and the Organisational Planning Framework

Community Outcomes

Legislation and Other Council Determining National & AM Policy Policies and Levels of Regional Policy Strategies Service

Strategic AMP

Suite of AMPs Business Cases

Long Term Plan Infrastructure Strategy

Activity Business Plans

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1.2 About the Stormwater Management Service

1.2.1. Scope of Services Table 1 shows the services currently being provided by Council’s stormwater service which is split into urban and rural drainage systems.

Table 1: Stormwater Drainage Services Service Details ▪ Provision, within defined areas for the collection and control of stormwater within existing and new land developments together with drainage from the entire catchment upstream of the Urban network Drainage ▪ Regulation of runoff to the extent that the effect of stormwater on the environment, property and people is contained within acceptable limits ▪ Maintenance of the network Rural ▪ The management of the land drainage system to ensure effective and efficient land drainage Drainage throughout the District.

Council’s stormwater service applies to all public stormwater drains, open drains, channels, manholes, and other underground structures for the reception and discharge of stormwater vested in the council or acquired or constructed or operated by or under the control of the Council.

These services support the prevention of properties and road flooding and to control erosion by collecting and discharging stormwater into streams and other watercourses. In doing so Council ensures that our streams and rivers are protected from the environmental consequences of urbanisation.

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1.2.2. Scope of the Assets The extent of Council’s rural and urban stormwater assets are shown in Figure 1 alongside the general soil types of the Waipa District. Table 2 provides a breakdown of the key assets and their value. Fuller asset details are provided in Section 4.2.

Figure 1: Extent of Urban and Rural Drainage Services

Table 2: Stormwater Asset Overview (as at 30 June 2019) Value Type of Stormwater Asset Quantity Optimised Depreciated Gross Replacement Cost Replacement Cost Connections 1,375 Manholes 3,141 $146.5m $105.3m Pipes 174km Rural Drains 222km

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1.2.1. Key Stakeholders Key stakeholders in the stormwater activity are described below. Further information is provided in Section 2.2:

▪ Residential, commercial and industrial users ▪ Neighbouring Councils ▪ Shared Services (with Hamilton City Council) ▪ Waikato Regional Council ▪ Ministry of Health ▪ Community Groups and Boards ▪ Iwi partners

1.3 Strategic Goals

1.3.1. Why We Do It The ‘Why we do it’ is a simple statement of justification as to why Council is involved in the service and asset ownership rather than someone else. All activities within this service area should be aligned with Council’s ‘Why we do it’ statement.

“To ensure the adverse effects of stormwater run-off and flooding on the community and the environment are minimised”

Providing for the collection and drainage of stormwater protects the community and environment from flooding and associated public health effects. Council is also required to provide the service under the following legislation:

▪ Section 130 LGA 2002, which requires that Council must continue to provide stormwater services and may not divest its ownership or other interest in the stormwater service except to another local government organisation; and ▪ Section 23 Health Act 1956, which states it shall be the duty of every local authority to improve, promote, and protect public health within its district.

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1.3.2. Linkage to Council’s Vision and Community Outcomes How Council’s Vision and desired Community Outcomes are supported by the service and their impact upon the service are explored in Table 3 below.

Table 3: Linkage to Council’s Vision and Community Outcomes Vision Community Outcome How the Service Supports those Outcomes Impact on Service He aha te mea nui o te ao? Māku e kī atu he tangata, Socially Resilient he tangata, he tangata! – it’s all about people

▪ Waipā is a great place to live, work, play and invest ▪ By managing stormwater effectively to prevent ▪ The community’s perception of quality of life should ▪ We invest in hauora and support the great work flooding in Waipa not be negatively impacted by the service. community groups do ▪ Waipā provides a high quality of life for current and future generations

Cultural Champions Promoting our culture and heritage ▪ We champion the unique history of Waipā ▪ When setting LOS consideration needs to be given to ▪ By delivering a service which recognises and Council’s ability to minimise any negative cultural ▪ We have a high level of cultural awareness mitigates cultural effects ▪ We partner with tangata whenua impacts resulting from the delivery of that LOS. ▪ We respect the cultural diversity in our district

▪ By delivery of the service complying with our Environmental Champions Protecting and sustaining our environment resource consent conditions.

Building Connected Building Communities ▪ Providing stormwater services that help to reduce ▪ When setting LOS consideration needs to be given

▪ Environmental awareness and responsibility is - promoted within the community flooding risk and associated environmental damage to Council’s ability to minimise any negative ▪ We support programmes that promote ▪ By addressing sustainable management of its impacts on the environment resulting from the environmental sustainability physical resources while enhancing the protection delivery of that LOS. of the environment as required under the ▪ We are responsive to climate change provisions of the RMA. Supporting a thriving, sustainable economy ▪ By presenting the most cost efficient solution ▪ We have financially sustainable decision making and through the sourcing of integrated solutions to Economically Progressive work programmes meet the growth, demand, level of service issues ▪ Need to balance the provision of high service levels ▪ We provide new infrastructure as an economic and risks as desired by customers against the cost of stimulus for our district ▪ By providing a framework for monitoring asset delivery. ▪ Our services provide excellent value for money Waipā Home Waipā of Champions performance and utilisation ▪ Need to ensure that the returns on investment are ▪ We actively promote our district to enable ▪ The provision of the desired LOS in the most cost maximised. development, employment and business effective manner through the management of opportunities assets for present and future customers ▪ Waipā is a great place to invest and do business

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1.3.3. Council’s Strategic Priorities As part of the 2018 LTP Council identified a range of strategic objectives and within those identified areas of focus along with specific actions. Where actions specific to this service were identified they are listed in Table 4 along with the impact upon the service.

Table 4: Council Priority Actions and Impact on LOS Council Priority Actions (Stormwater) Impact on Service ▪ This has the potential to support growth in Cambridge and Te Awamutu through a more consistent management of stormwater in Develop stormwater discharge and quality and quantity. treatment capacity for the District Wide ▪ A more consistent management of stormwater in quality and growth cells quantity would reduce the risk of flooding under heavy rainfall events thus increasing LOS. Improve stormwater treatment and ▪ This has the potential to raise the LOS around environmental discharge to contribute to better river sustainability by improvements in stormwater treatment and quality discharge.

In addition to the high level priorities within the 2018 LTP further priorities have been identified within the service itself. The provision of stormwater infrastructure is seen as a main strategic priority in response to projected population growth and increasing environmental constraints. The following stormwater challenges need to be addressed:

▪ Compliance with consent conditions, particularly discharges to waterbodies (a new district wide stormwater consent is required in 2022) ▪ Existing infrastructure has been constructed to lower level of flood protection than current industry standards (as identified through flood hazard mapping) ▪ Improvement in quality of stormwater discharges to the environment ▪ Renewal of aging assets ▪ Improving resilience to maintain services during unplanned events

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1.4 Planning and Regulatory Framework The following planning and regulatory rules have a direct impact upon the service we provide. Please refer to Appendix A for more details.

Regulatory Framework ▪ Building Act 2004 ▪ National Policy Statement Freshwater Management ▪ Civil Defence Emergency Management Act 2002 ▪ Nga Wai o Maniapoto (Waipā River) Act 2012 ▪ Climate Change Response (Zero Carbon) Amendment ▪ Ngāti Tūwharetoa, Raukawa, and Te Arawa River Iwi Act 2019 Waikato River Act 2010 ▪ Hazardous Substances and New Organisms Act 1996 ▪ Resource Management Act 1991 ▪ Health Act 1956 ▪ Waikato Regional Plan ▪ Health and Safety at Work Act 2015 ▪ Waikato-Tainui Raupatu Claims (Waikato River) ▪ Land Drainage Act 1908 Settlement Act 2010 ▪ Local Government Act 2002 ▪ Waipa District Plan ▪ National Policy Statement on Urban Development ▪ WDC Land Drainage and Stormwater Bylaw 2008 Capacity

Planning Framework ▪ Catchment Management Plans (July 2002) ▪ Sub-Regional Three Waters Strategy 2012 ▪ Environmental Strategy 2010 ▪ Three Waters Master Plan 2020 ▪ Regional Infrastructure Technical Specifications ▪ Waipa 2050 ▪ Sub-Regional Water Management Plan Strategic ▪ Water Demand Management Plans 2013 – 2017 Overview 2015 ▪ WDC Stormwater Management Plan 2008

1.4.1. Te Ture Whaimana o Te Awa and Regional Plan Change 1 Following treaty settlements with Waikato Tainui and Maniapoto, Te Ture Whaimana o Te Awa o Waikato -Vision and Strategy for the Waikato River was developed and published in 2008 under the guidance and direction of the Guardians Establishment Committee. The Vision and Strategy documents the status of the river and provides the general direction and challenge to all the community. The vision for the Waikato River is as follows:

“Our Vision is for a future where a healthy Waikato River sustains abundant life and prosperous communities who, in turn, are all responsible for restoring and protecting the health and wellbeing of the Waikato River, and all it embraces, for generations to come.”

The Operative Waikato Regional Plan identifies the issues, objectives, goals, and implementation methods for water resource management in the region. Plan Change 1 (PC1) to the Waikato Regional Plan is designed to give effect to the Vision and Strategy for the Waikato River. Its focus is on protecting and restoring water quality by managing land use and diffuse and point source discharges of nitrogen, phosphorus, sediment and bacteria. PC 1 sets out significant changes to the current planning regime for managing water quality in the Waikato and Waipa River Catchments that will be implemented over time.

Under PC1 it is proposed that when applying for resource consent, point source discharges adopt the best practicable option to avoid or mitigate adverse effects. If it is not practicable to avoid or mitigate adverse effects, it is possible to instead propose an offset measure.

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1.5 Effects of this Activity Schedule 10 of the Local Government Act covers the information required to be included in the LTP. Part 1, Section 2 (1) (c) requires Council to identify any significant negative effects that any activity within the group of activities may have on the local community. The purpose of this is to ensure that Council activities are conducted in accordance with the principles of sustainability – refer to Table 5 below.

Table 5: Effects of this Activity Wellbeing Positive Effects Negative Effects Mitigation of Effects ▪ Open water can pose a risk ▪ Secondary flow paths are to public safety ▪ The stormwater network used to reduce the risk of ▪ Poor management of the reduces the risk of damage household damage and we Social stormwater system and from flooding to individual have emergency plans in large rainfall events can properties place to respond to lead to flooding, which can flooding. affect people and property. ▪ Engagement with Ngā Iwi ▪ The activity is managed Tōpū O Waipā and operated in ▪ Impact of stormwater ▪ Give effect to the Cultural accordance with Vision and discharge on mauri of provisions of the Joint Strategy for the Waikato waterbodies Management Agreement River (JMA) ▪ In the past, stormwater ▪ Water sensitive design of systems were developed new stormwater systems with an emphasis on ▪ Council has a responsibility and rehabilitation of efficiently discharging to Environmental to mitigate stormwater existing stormwater waterways with little effects on the environment systems to improve consideration of discharge quality and groundwater recharge or groundwater recharge ecological effects ▪ Economic growth can ▪ Consideration of funding ▪ Increased cost of providing Economic occur with new/upgraded mechanisms to implement service infrastructure this service

1.6 Variation from the Assessment of Water & Sanitary Services Part 6 of Schedule 10 of the LGA 2002 requires that Council’s Long Term Plan identify and explain any significant variation between proposals in the Long Term Plan and Council’s Water and Sanitary Services Assessments. The purpose of such an assessment is to assess, from a public health perspective, the adequacy of water and other sanitary services in the district.

Section 125 of the Local Government Act 2002 requires Council to assess the provision of water services (water supply and wastewater) and other sanitary services (public toilets and cemeteries) from time to time. Council last updated its Water and Sanitary Services Assessment in 2005.

There has been no significant variation in stormwater services since the last assessment. Due to the time since the Assessment was last done a review and update is required (see Section 8.4.4. for details of proposed review).

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1.7 Current and Future Challenges and Opportunities The Waipa District Council Three Waters Masterplan (Beca, 2020) reviewed and identified the following challenges/opportunities for the existing stormwater activity, these are summarised in Table 6. Table 6: Stormwater Current and Future Challenges and Opportunities Area Challenges/Opportunities ▪ Models predict a number of houses are expected to experience habitable floor Flood hazard flooding in a 1 in 100 year event, a smaller number are at risk in a 1 in 10 year event. Commercial hubs were only designed for a 1 in 2 year rainfall event. ▪ Further development will result in higher stormwater runoff (flow and volumes), shorter concentration times, and higher peak flows. ▪ Higher levels of contamination are also expected from new impervious land surfaces. The contaminant profile will vary depending on the land use. Growth and infill development ▪ Growth cell expansion into headwater catchments will also change the contaminant profile from rural to urban. ▪ Interactions between renewals and pipe capacity upgrades need to be determined ▪ Previous catchment management plans (CMPs) identified retrofit opportunities such as separators/filters at high risk outlets but few have been implemented. Some sensitive catchments exist such as Lake Te Koo Utu ▪ Most catchments in Cambridge and Te Awamutu do not have specific devices for the management of stormwater quality and have been assessed as low Environmental effects compliance with the WRC Stormwater Guidelines for new developments. ▪ Expansion of village boundaries and growth cells into sensitive headwater catchments is occurring. ▪ Baseflow, cultural and amenity values may also need to be managed to ensure no adverse impacts on the receiving environment ▪ More intense rainfall events and drought periods will potentially affect future Climate change levels of service ▪ Work with Waikato Regional Council to carry out flood studies of major waterways to refine flood risks ▪ District wide survey of key stormwater features (e.g. water quality treatment devices, kerb levels) and property floor levels to refine flood hazard mapping Data management ▪ Opportunity to collate existing data (e.g. ecology, stormwater, soakage) from various sources to inform future analysis ▪ Efficiency of existing soakage systems not well known ▪ Opportunity to collate information on location and extent of river revegetation works ▪ Due for renewal in 2022 Stormwater comprehensive consent ▪ Update of catchment management plans and gather further information to inform consent application

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1.8 Impact of Covid 19

1.8.1. General Impacts of Covid 19 The Covid-19 pandemic is widely described as a one in hundred year event that is likely to result in a rewriting of economic understanding, urban and transport planning as well as work and health practices. It has created an almost overwhelming level of universal uncertainty as countries grapple with how to manage the ongoing and changing impact on communities, health systems and economies.

At a local district level however, the current viewpoints of the Council’s expert economic advisors (Infometrics) and demographic advisors (National Institute for Demographic and Economic Analysis) is that the impact on the district’s economy and population growth will be largely short term. On the basis of evidence drawn from previous global crises (Financial Crisis of 2008, Great Depression of the thirties, and Spanish Flu pandemic of 1919) there is a strong likelihood that we will return to our long term economic and population growth projections following the resolution of the pandemic event.

1.8.2. Direct Impacts of Covid 19 on the Stormwater Service New Zealand responded to the Covid-19 pandemic via a series of alert level responses (1 least restrictions to 4 most restrictions) from March to September 2020: ▪ Alert level 4 (25 March to 27 April) ▪ Alert level 3 (28 April to 13 May) ▪ Alert level 2 (14 May to 8 June) ▪ Alert level 1 (9 June to 14 August) ▪ Alert level 2 (15 August to 21 September) all of Zealand except Auckland (at alert level 3) ▪ Alert level 1 (from 22 September)

Businesses were severely restricted during alert levels 3 and 4 and this has had some ongoing economic effects. Stormwater service demand is driven more by land development than population growth.

To date there has been no significant effects on the overall rate of growth and development within the district that may affect demand for stormwater services in the medium to long term.

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2 The Service Provided

This section explores current services and the levels to which those services are delivered (Levels of Service), and the reasoning behind them. Levels of Service take into account customer expectations, asset and service capacity, financial affordability and relevant legislative requirements.

2.1 The Services We Deliver Table 7 provides a summary of the services offered and the delivery model(s) used.

Table 7: Services Service Area Service Details Delivery Model ▪ Installation of new network to meet growth ▪ Contract ▪ In-house ▪ Maintain and renew assets cost effectively ▪ Contract ▪ Provision, within defined areas for the collection and control of Collection and ▪ In-house stormwater within existing and new land developments together Reticulation ▪ Contract with drainage from the entire catchment upstream of the network ▪ Regulation of runoff to the extent that the effect of stormwater on ▪ In-house the environment, property and people is contained within ▪ Contract acceptable limits. ▪ Installation of new retention ponds and treatment devices to meet ▪ Contract growth Retention and ▪ Maintain retention ponds and treatment devices regularly as ▪ In-house Treatment required ▪ Contract ▪ In-house ▪ Monitor treatment process ▪ Contract ▪ Ensure the stormwater discharge is not harmful to the ▪ In-house environment. ▪ Contract Discharge ▪ In-house ▪ Monitor and test quality of discharge ▪ Contract

That collection and discharging of Stormwater is achieved through an integrated combination of 3 systems, they are the:

▪ Primary Stormwater System (the stormwater network); ▪ Secondary Stormwater System and; ▪ Land Drainage

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2.1.1. Area of Services: Stormwater Reticulated Urban Schemes Waipa DC provides an urban Stormwater service in the communities listed below and shown in Figure 2.

▪ Cambridge ▪ Kihikihi ▪ Te Awamutu ▪ Ohaupo ▪ Karapiro ▪ Pirongia

Figure 2: Location of Urban Stormwater Schemes

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2.1.2. Area of Services: Stormwater Rural Drainage Waipa DC provides a rural drainage service through the inspection and maintenance of a number of rural drains, which were historically vested to Council from drainage boards. These rural drains are predominately located in organic soils with high water content and water tables. The soil is therefore unable to cope with as large a volume of stormwater as other soil types before surface flooding starts to occur. Figure 3 shows the location of these drains, and the type (NZSC) of soils in which they are located. Figure 3: Rural Drains and Soil Types (NZSC)

2.1.3. Key achievements The key achievements during the last 3 years have been:

▪ Modelling of urban stormwater networks to predict performance during different wet weather events ▪ Increased maintenance of vested stormwater assets including ponds and swales

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2.1.4. Government Three Waters Review The Government is reviewing how to improve the regulation and supply arrangements of drinking water, wastewater and stormwater (three waters) to better support New Zealand’s prosperity, health, safety and environment. Most three waters assets and services, but not all, are owned and delivered by local councils.

The Three Waters Review is a cross-agency initiative led by the Minister of Local Government. Other involved agencies and portfolios include: Health, Environment, Finance, Business Innovation and Employment, Commerce and Consumer Affairs, Primary Industries, Climate Change, Infrastructure, Civil Defence and Emergency Management, Housing and Urban Development, Transport, Conservation, and Rural Communities.

As of July 2020, the Government approved a suite of regulatory reforms to help ensure safe drinking water, and deliver improved environmental outcomes from New Zealand’s wastewater and stormwater systems.

A new dedicated water regulator (Taumata Arowai) has been established to oversee the regulatory regime (Taumata Arowai—the Water Services Regulator Act 2020 enacted 22 July 2020). The regulator has a range of responsibilities and functions, including sector leadership; standards setting; compliance, monitoring and enforcement; capability building; information, advice and education; and performance reporting.

The Water Services Bill is a companion piece of legislation to the Taumata Arowai—the Water Services Regulator Act was first introduced to Parliament in July 2020. It proposes to provide the tools and framework for Taumata Arowai. At this stage this Bill applies to drinking water rather than stormwater and wastewater.

In July 2020, the Government announced a funding package to support the delivery of three waters services in response to the Covid-19 pandemic and also plans to transform the industry to large scale service providers over the next three years.

It is likely that the delivery of water and wastewater services (stormwater services are to be confirmed) will be transferred from WDC to a new larger utility (covering a wider geographical area) in the next three years.

2.1.5. WDC Waters Review In 2020, the structure of the Water Services team was reviewed. The purpose of this review was to: ▪ increase resourcing and investment in staff (rather than continuing to rely heavily on consultants/contractors), by providing opportunities for development, career pathways, and enhancing work/life balance and health and safety practices; ▪ position Water Services to meet community expectations as growth continues, and give it capacity to adopt a strategic focus, with the ability to better understand and proactively plan for the future of our assets. ▪ enable preparedness for Three Waters reform from central government

As at October 2020, team leader roles had been filled and the remainder of vacancies advertised. Appendix G. provides an outline of the previous and new structures.

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2.2 What Do Our Customers and Stakeholders Value?

2.2.1. How We Engage Our Customers and Stakeholders Customers and Stakeholders expectations and requirements need to be taken into account when setting LOS. To achieve this it is critical to engage with those Customers and Stakeholders. This is achieved through the on-going process of formal and informal consultation including:

▪ Community consultation is undertaken as part of the Waipa District Council Annual Customer survey designed to measure residents’ perceptions of Council’s performance on its Water Treatment & Supply assets as well as the processing of complaints and related requests made to Council ▪ Informal customer liaison is also undertaken by operations field staff, working closely with landowners in regard to specific works and maintenance issues. ▪ Additionally, all customers have access to the annual plan and LTP process, where they can lodge submissions on the scheme works programmes or raise issues of concern.

Stakeholder feedback is formally considered through the annual plan and LTP process. Written submissions are made and submitters have the opportunity to present their submissions to Council at annual hearings. Council then deliberates and decides actions required in the annual plan/LTP.

At this stage, there are no plans to expand consultation on stormwater services beyond the status quo. However, consultation on Council’s stormwater services will occur during the upcoming stormwater comprehensive consent renewal project and stormwater modelling verification project, which may provide valuable customer feedback.

2.2.2. What They Value Core customer and stakeholder groups for the service are listed in Table 8 along with Council’s understanding of the service criteria that they value.

Table 8: Our Customers and Stakeholders and What They Value Customer What They Value Urban Residential ▪ Affordability ▪ No flooding of buildings Rural Residential ▪ Infrequent flooding of sections and agricultural land Direct ▪ Minimal disruption to mobility through flooding Customers Commercial ▪ Good communication ▪ Responsiveness Industrial ▪ Minimised environmental impact Stakeholder What They Value Councillors & Sub-committees ▪ Public health and safety, reliability, availability, environment, cost Community Boards ▪ Public health and safety, reliability, availability, environment, cost Executive ▪ Public health and safety, reliability, availability, environment, cost Internal Planning & Regulatory ▪ Consent Management Stakeholders Strategic Planning ▪ District Plan and growth projects Community Relationships ▪ Stormwater customer related issues Information Services ▪ Record keeping Property Management ▪ Use of council buildings

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Roading Services ▪ Access to road corridor Health & Safety Advisor ▪ Staff and public Finance Team ▪ Financial accounting of assets Stakeholder What They Value Waikato Regional Council and ▪ Environment, shared services, and compliance Other TLAs External Government Agencies (MoH, ▪ Public health and safety, service reliability, environment, cost, Stakeholders MoE, Audit NZ etc.) compliance Iwi partners ▪ Environment and cultural heritage Suppliers ▪ Procurement, technical, payment

2.3 Our Desired Levels of Service

2.3.1. Defining Levels of Service The Parameters or combination of parameters that reflect social, political, economic and environmental outcomes that the organisation delivers. Level of Service statements describe the outputs or objectives an organisation or activity intends to deliver to customers.4

2.3.2. Establishing Changes to Desired LOS The high-level direction on desired levels of service for the 2021-31 LTP period was confirmed with Council in a series of workshops during June and July 2019. The LOS direction given by Council for Stormwater Management is shown in Diagram 4, Appendix B3, and summarised in Table 9 below.

Table 9: LOS Direction – June 2019 Service Change Urban Areas No change, but action required to achieve desired LOS Rural Areas No change

Council’s current LOS for urban areas provides for a 1 in 2 year event. New developments are required to meet the Regional Infrastructure Technical Specifications (RITS), accommodating a 1 in 10 year event. The Waikato Regional Policy Statement requires Council to understand and manage the risks associated with 1 in 100 year events to the community, recognised as current best practice.

2.3.3. Potential Future Impacts on LOS The Waipa District Council Three Waters Masterplan, Beca, 2020 identified the following factors which impact on stormwater LOS in the future. These have considered in the Masterplan:

▪ Climate change - more intense rainfall events leading to more frequent flooding events ▪ Upgrading the pipe network to meet existing levels of service or changes in levels of service should these be endorsed by Council to meet RITS requirements over a staged period of time ▪ Meeting increasingly more stringent water quality requirements ▪ Opportunities to establish stormwater corridors which serve multiple community benefits for recreation, culture and ecology

4 As defined in the International Infrastructure Management Manual 2015

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2.4 Our LOS and LOS Gaps

2.4.1. Performance Measures The LOS statements and performance measures in Table 10 form part of the organisational Performance Framework; Diagram 2 provides an overview of that Performance Framework.

Diagram 2: Organisational Performance Framework Description of the service output(s) the customer is to receive

The Service We Provide – Written in terms the customer can understand The LOS Statement and relate to

Does not have to be directly quantifiable – this is done by the Performance Measure

Used to determine service performance against the declared LOS

How We Measure Success – Measures the output, not the activity the Performance Measures

PerformanceFramework Must be a qualitative or quantitative measure

Measures the output, not the activity Performance Targets Must be a qualitative or quantitative measure

In 2014 the DIA5 introduced a set of compulsory performance measures for local authorities to use when reporting to their communities on the delivery of stormwater, wastewater, water supply, and roading services. Individual local authorities can report against additional measures as they deem appropriate. For the stormwater service Council currently uses only the compulsory performance measures for customer focused performance measures.

5 Department of Internal Affairs; https://www.dia.govt.nz/Resource-material-Our-Policy-Advice-Areas-Local-Government-Policy#performance- measures

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2.4.2. Benchmarking With Comparable Councils Appendix B2 includes details of how Waipa’s LOS compare with other similar Councils.

2.4.3. Our Past Performance Our LOS, Performance Measures and how we are performing against those LOS are detailed in Table 10 on Page 37 along with issues around LOS delivery. Past performance measure results are provided in Appendix B1. A summary of overall LOS performance is given below:

Not all existing areas of the stormwater network meet performance measures in terms of: ▪ pipe capacity ▪ expected water quality (including Lake Te Koo Utu, a high visibility site with a community expectation of improvement)

Piped network renewals and water quality interventions are proposed to address these LOS issues over a staged period of time.

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Table 10: Level of Service, and LOS Gaps

Why We Do It To ensure our community benefits from the ongoing provision of potable water The Service We Provide How we measure success LOS Being (LOS) Customer Performance Measure Technical Performance Measure Achieved? Issue Number of blockages due to tree roots, fats The number of complaints received about the and oils, inorganic material, asset failure and No ▪ Unable to identify the performance of the existing network and potential area of problems such as I&I, capacity, and blockage performance of the stormwater system.6 [M] Provision of a safe and damage including unrecorded causes. reliable stormwater Number of contaminants - high values from ▪ Council’s comprehensive stormwater consents are due to expire in October 2022 Compliance with the resource consents for system which minimises the test results on the samples of stormwater Yes ▪ Finlay (Houchens) Detention Ponds – The stormwater detention pond hasn’t been maintained and complied with consents in discharge from the stormwater system.7 flooding and discharge past. environmental impact, The number of flooding events in the district.8 [M] Yes in a way that is most cost-effective. For each flooding event, the number of habitable floors affected.9 [M] Yes The median response time (hours) to attend a flooding event from the time that notification is Yes received.10 [M] [M] = DIA mandatory measure

6 Full wording of mandatory measure is: The number of complaints received by a territorial authority about the performance of its stormwater system, expressed per 1000 properties connected to the territorial authority’s stormwater system. 7 Full wording of mandatory measure is: Compliance with the territorial authority’s resource consents for discharge from its stormwater system, measured by the number of: (a) abatement notices; and (b) infringement notices; and (c) enforcement orders; (d) successful prosecutions, received by the territorial authority in relation to those resource consents 8 Full wording of mandatory measure is: The number of flooding events that occur in a territorial authority district. 9 Full wording of mandatory measure is: For each flooding event, the number of habitable floors affected (expressed per 1000 properties connected to the territorial authority’s stormwater system). 10 Full wording of mandatory measure is: The median response time to attend a flooding event, measured from the time that the territorial authority receives notification to the time that service personnel reach the site.

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2.5 Our Future Programme to Deliver LOS

2.5.1. Projects to Deliver on LOS The projects required over the next 10 years to ensure delivery of the desired service levels are listed below along with the issues they are intended to address. Costs, timeframes, and priority are summarised in Table 43 (Page 89), while fuller detail of the projects including objectives and benefits are covered in Appendix F1.

Table 11: New and Upgraded Services and Assets Projects – LOS Driven Driver: LOS Issue Project Name Project Number ▪ Inform planning to meet LoS and growth ▪ Stormwater Masterplanning and Modelling PR1486 ▪ Township Flood Hazard Mapping PR2210 ▪ Flood hazards - inform planning to meet LoS and growth ▪ District Wide Flood Studies PR2509 ▪ Consent compliance ▪ Finlay Detention Ponds PR1894 ▪ Lakeview Drive Stormwater Upgrade PR2312 ▪ Flood hazards - meet LoS (capacity) ▪ Stormwater Hotspots - LOS upgrades due to network capacity PR2542 ▪ Flood hazards - meet LoS (water quality) ▪ Stormwater Hotspots - LOS upgrades due to water quality - ▪ Environmental effects - improved understanding of network and mitigation of environmental effects ▪ Mangaohoi/ Mangapiko: Storm water outfall mitigation PR2543 ▪ Stormwater Consent Implementation PR2297 ▪ Consent compliance ▪ DW Comprehensive SW Discharge Consent PR2074

2.5.2. BAU Changes to Deliver on LOS LOS gaps can also be addressed in some cases through changes to BAU practices rather than a project. Those BAU changes can be such changes as increasing service availability or a reduction in response times to address a LOS gap. Planned changes to BAU to address LOS issues are detailed in Table 12. Table 12: BAU Changes – LOS Driven Driver: LOS Issue BAU Change Objective Benefits Additional Costs - Opex ▪ To understand causes of blockages in stormwater ▪ Blockage in stormwater system is currently not ▪ Create a new category in CRM system and start record network ▪ It supports the technical performance measures Within existing budgets recorded complaints of blockages with causes ▪ To plan maintenance schedule effectively ▪ Resources required due to expansion of schemes and increased levels of compliance (resource consenting ▪ Meet LOS requirements and Iwi input) – water treatment ▪ High performing team, Within existing approved operators, compliance officers , reticulation team, ▪ Recruitment of resources ▪ Improve processes, response times ▪ Resilience, budgets asset management engineering, project engineering, ▪ Appropriate inhouse skills maintenance contract engineer, asset information officer ▪ Resource consent condition changes are unknown at ▪ Meet LOS, ▪ Process changes i.e. Resource consent conditions ▪ Improve processes, response times To be scoped this time ▪ High performing team ▪ Meet LOS, ▪ Suppliers agreements ▪ Preferred panel of contractor and supplier ▪ Improve processes, response times Within existing budgets ▪ High performing team ▪ BAU changes to adopt new legislation (Action for ▪ Legislative changes : Action for healthy waterways ▪ To comply with new legislation changes ▪ Meet all legislative requirements To be scoped healthy waterways)

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2.5.3. Resource Needs As the size of the network increases, the number of staff and associated resourcing required to operate and maintain the level of service will also increase. The increase in staff and resources are not directly proportional to growth, and so regular assessment of the resourcing requirement will be required.

This was incorporated into the Water Services structure review in June 2020. Refer to Appendix G. for an outline of the previous and new structures.

2.5.4. Longer Term LOS Issues and Significant Projects (Years 11+) The previous sub-sections have concentrated on the impacts on LOS changes and projects over the next 10 years. However it is also necessary to look beyond that 10 year horizon in order to identify any significant longer term changes and significant projects that need to be highlighted within Council’s 30 Infrastructure Strategy.

Table 13 provides a summary of the LOS issues and responding projects for the period 2031/32 onwards. It should be noted that some of the issues may be a continuation of the issues being addressed in the initial 10 year programme. The overall financial impact of all projects required beyond 2031 are shown in Section 6.9.

Table 13: New and Upgraded Services and Assets Projects – LOS Driven Years 2031/32+ Longer Term LOS Issue Project Total Capex Total Opex Year(s) Network Upgrades Cambridge pipe upgrades $14,204,337 $0 2031-2050 Cambridge: Treatment area Treatment Areas $27,207,611 $0 2031-2050 requirements Network Upgrades Te Awamutu pipe upgrades $17,304,009 $0 2031-2050 Te Awamutu: Treatment area Treatment Areas $33,670,662 $0 2031-2050 requirements Kihikihi: Treatment area Treatment Areas $9,893,331 $0 2031-2050 requirements Ohaupo: Treatment area Treatment Areas $974,741 $0 2031-2050 requirements Network Upgrades Pirongia pipe upgrades $2,222,466 $0 2031-2050

2.6 Our Future Performance Targets The customer performance measures and intended targets going forward are shown, within the context of the wider framework in Table 14. Related technical measures and their targets going forward are shown in Appendix B5.

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Table 14: Customer Performance Measures & Targets Result for Performance Target The Service We Provide How we measure success 2019/20 2021/22 2022/23 2023/24 2024-31 The number of complaints received about the performance of the 3.12 <10 <10 <10 <10 stormwater system.11 [M] Number of Abatement notices [M] 0 0 0 0 0 Provision of a safe and reliable Compliance with the resource Number of Infringement notices [M] 0 0 0 0 0 stormwater system which consents for discharge from the minimises flooding and stormwater system.12 Number of Enforcement orders [M] 0 0 0 0 0 environmental impact, in a Number of Convictions [M] 0 0 0 0 0 way that is most cost- The number of flooding events in the district.13 [M] 0 <5 <5 <5 <5 effective. For each flooding event, the number of habitable floors affected.14 [M] 0 0.09 0.09 0.09 0.09 The median response time (hours) to attend a flooding event from the time - 2hrs 2hrs 2hrs 2hrs that notification is received.15 [M] [M] = DIA mandatory measure

11 Full wording of mandatory measure is: The number of complaints received by a territorial authority about the performance of its stormwater system, expressed per 1000 properties connected to the territorial authority’s stormwater system. 12 Full wording of mandatory measure is: Compliance with the territorial authority’s resource consents for discharge from its stormwater system, measured by the number of: (a) abatement notices; and (b) infringement notices; and (c) enforcement orders; (d) successful prosecutions, received by the territorial authority in relation to those resource consents 13 Full wording of mandatory measure is: The number of flooding events that occur in a territorial authority district. 14 Full wording of mandatory measure is: For each flooding event, the number of habitable floors affected (expressed per 1000 properties connected to the territorial authority’s stormwater system). 15 Full wording of mandatory measure is: The median response time to attend a flooding event, measured from the time that the territorial authority receives notification to the time that service personnel reach the site.

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3 Managing Demand

This section looks at the changes in demand for the service and the consequences for the management and utilisation of the service and assets.

3.1 Demand Drivers Demand for a service can be influenced by a variety of drivers. The significant drivers influencing demand for the outputs of this activity are detailed in Table 15.

Table 15: Demand Drivers Demand Driver Details Population growth leads to development which has a significant impact on stormwater Population Growth flow, overland flow paths and receiving environments. The services and the level to which they are provided are influenced by customer Customer Expectations expectations. A change in those expectations can lead to changes in demand. Legislative change can significantly affect the Council’s ability to meet minimum levels of service, and may require improvements to infrastructure assets. Changes in Legislative Change environmental standards and the Resource Management Act 1991 in particular may affect Stormwater Management options. RITS will adopt HIRDS (High Intensity Rainfall Design System) version 4 which has been Climate Change developed by NIWA (the National Institute of Water and Atmospheric Research).

3.2 Existing Demand WDC provides an urban stormwater service in the communities listed below and shown in Figure 4. ▪ Cambridge ▪ Kihikihi ▪ Te Awamutu ▪ Ohaupo ▪ Karapiro ▪ Pirongia

Figure 4: Location of Urban Stormwater Schemes

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There are five current stormwater discharge consents for each township (Cambridge, Te Awamutu, Kihikihi, Pirongia and Ohaupo) which will expire in April 2022. The current receiving environments (lakes, streams, rivers) are listed in the cover page of each discharge consent for each township (Waipa District Council Three Waters Masterplan (Beca, 2020)).

Waipa DC also provides a rural drainage service through the inspection and maintenance of a number of rural drains, which were historically vested to Council from drainage boards. These rural drains are predominately located in organic soils with high water content and water tables. The soil is therefore unable to cope with as large a volume of stormwater before surface flooding starts to occur. Figure 5 shows the location of these drains, and the soil type (NZSC) they are located in.

Figure 5: Rural Drains and Soil Types (NZSC)

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3.3 Managing Demand on the Service Demand management centres on controlling and altering demand for the service instead of creating new assets to meet that demand. The aim is to modify customer demands to a level more compatible with existing asset and service levels, and to minimise the impact of growth.

3.3.1. Impact of Rainfall For stormwater, demand management focuses on reducing the proportion of rainfall that enters the network, and improving the quality of that stormwater, thus reducing the need for treatment within the network.

The primary non-asset solutions for stormwater management are: ▪ Promotion of on-site disposal and water re-use ▪ District Plan, restrictions for development within areas where flood hazards exist ▪ Education, awareness and regulation of community responsibilities for stormwater quality

The District Plan sets out minimum permeable surface area, Rule 3.4.8, Landscaping and Permeable Surfaces:

‘At least 40% of the area of any site or unit site area (exclusive of any access leg or right-of-way to a rear site), shall be grassed, planted in trees and/or shrubs, or otherwise landscaped in a manner that retains the permeable nature of the surface. Provided that the percentage may be reduced from 40% to 30% where the site adjoins a reception reserve or private recreation space of a permeable nature with a site area at least equal to the proposed reduction in site area which shall be grassed, planted in trees and/or shrubs or otherwise landscaped.’

Additionally all new developments should be hydraulically neutral (additional stormwater to be retained onsite) to align with WRC Stormwater consents and By-Law.

Both of these encourage the retention and disposal (through soakage) of stormwater within individual properties as opposed to directing it into the Council’s stormwater network.

3.3.2. Development Controls Waipa DC operates under the Regional Infrastructure Technical Specifications (RITS), which is managed by Waikato Local Authority Shared Services on behalf of its member councils. The purpose of RITS is to provide a single regional guide and specifications for building public infrastructure. The RITS manual sets out how to design and construct transportation, water supply, wastewater, stormwater and landscaping infrastructure which aligns with requirements of the Waipa District Plan.

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3.4 How Demand Is Changing and How It’s Impacting the Service

3.4.1. Guiding Growth The following initiatives guide growth within the Waipa district and Waikato region.

Future Proof Strategy Future Proof is a growth strategy specific to the Hamilton, Waipa, and Waikato sub-region that has been developed jointly by Hamilton City Council, Waikato Regional Council, and Waipa and Waikato District Councils. Other key organisations and groups involved in the project include Tāngata Whenua and New Zealand Transport Agency (NZTA). The settlement pattern for this sub regional strategy was updated in November 2017 and will be updated again in 2019/20.

Sub-Regional Three Waters Strategy This strategy was developed in 2012 to provide an over-arching vision and series of measurable goals to facilitate an integrated sub regional approach to urban three waters management across the three Partner Councils (Hamilton City Council, WDC and Waikato District Council).

The partner councils have prepared an Action Plan to implement the Sub-Regional Three Waters Strategy and report on progress against those actions via the Future Proof Implementation Committee. The strategic issues particularly relevant to the master plans include meeting future growth, planning for and adapting to climate change, the availability and allocation of water and ensuring that iwi and hapu are involved in the management of the three waters.

Hamilton to Auckland Corridor – Three Waters Study In 2018/19, Future Proof with partners, tāngata whenua and central government agencies commenced a Sub-Regional Waters Investigation project. The purpose of this project is to provide a long term plan for delivering three waters services to growing communities within the corridor between Auckland and Hamilton, including Waipa district.

Waipa 2050 – District Growth Strategy Waipa 2050 is WDC’s growth strategy. It describes WDC’s vision and incorporates tāngata whenua perspectives to provide a strategy for managed growth. This includes growth targets and future development patterns for towns and rural centres; and implementation methods such as town centre plans, the District Plan, structure plans, Environment Strategy, 10-Year Plan; Regional Infrastructure Technical Specifications (RITS) and partnership with key stakeholders.

The strategy was last updated in 2017 and makes the following growth management assumptions in relation to three waters:

▪ Co-management of the Waikato and Waipa Rivers and their catchments will continue and is proving an effective management mechanism ▪ There will be an increasing need to conserve water and promote and provide for improved water quality in Waipa’s lakes, rivers and streams ▪ A three waters management strategy (water, wastewater, stormwater) is in place and being implemented. The purpose of the strategy is to maximise efficient water take and use and increase the quality of discharges

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3.4.2. Population Growth Projections For the 2021 LTP and supporting planning documents Waipa DC’s approach is to continue using the 2016 Projections developed by NIDEA (National Institute of Demographic and Economic Analysis) at the University of Waikato for use in developing Waipa 2050. These projections will be updated once the detailed data from the last Census data becomes available, as it is believed that growth has been much higher than the 2018 LTP projections. The original plan was to have this done in time to feed in the 2021 AMP/LTP process but the ongoing delays to the release of that data have prevented this.

The 2016 district wide population projection is shown in Figure 6 along with previous projections; Figure 7 shows the projected age profile.

Figure 6: Population Projections

Figure 7: Population Age Profile Projections

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The key points from the district wide projections are:

▪ Rate of change to peak in 2031 followed by a significant slowing down. ▪ Household Occupancy Rates to show a steady decrease. ▪ District’s age structure will change with the 65+ age group moving from the smallest to the largest age group.

The 2016 projections were further refined for the 3 waters Master Plan, as detailed in Appendix C, and used to project population connected to each scheme, as explored below.

3.4.3. Projected Population Impacting Council’s Stormwater Service Information within this section has come from the Waipa District Council Three Waters Masterplan (Beca, 2020: ECM 10385789). Population change directly affects water and wastewater demand, however, stormwater is more related to land area development.

Population growth has been estimated using designated growth cells for Ohaupo, Te Awamutu and Cambridge. The basis of assumptions made in regarding proposed timing of growth cells and population projections are described in more detail in the Masterplan. The growth cells are adopted from Plan Change 5 and Plan Change 11 as shown in Figure 8 to Figure 10.

Figure 8: Cambridge - Plan Change 5 and 11 Growth Cells

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Figure 9: Te Awamutu - Plan Change 5 Growth Cells

Figure 10: Ohaupo - Plan Change 5 Growth Cells

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Table 16 to Table 18 show mid population growth and predicted timing of growth cells township. Population growth predictions are for residential zone areas only.

Table 16: Cambridge Growth Cell Population (Mid-Point) Predictions 2021 Growth Cell Type 2025 2035 2050 (Base Case) C1 (assumed 50% residential) Residential 0 664 639 612 C1 (assuming 50% commercial) Commercial 0 0 0 0 C2/C3 Residential 0 5657 7821 7482 C3 (pre 2021) Residential 428 428 412 394 C4 Residential 0 0 1913 1830 C5 Residential 0 0 0 1696 C6 Large lot residential 403 403 387 371 C7 Residential 0 0 0 2154 C8 Industrial 0 0 0 0 C9 Industrial 0 0 0 0 C10 Industrial 0 0 0 0 C11 Large lot residential 0 0 0 598 Cambridge North Residential 2627 2627 2528 2418

Table 17: Te Awamutu Growth Cells Population (Mid-Point) Predictions 2021 Growth Cell Type 2025 2035 2050 (Base Case) T1 Residential 1080 1080 1040 994 T2 Residential 0 0 0 1101 T3 Residential 292 292 281 269 T4 Residential 0 0 0 779 T5 Residential 0 0 0 1101 T6 Large lot residential 0 0 1181 1128 T8 Residential 1343 1343 1293 1236 T9 Residential 321 321 309 295 T10 Residential 0 0 590 564 T11 Residential 1051 1051 1012 967 T12 Residential 0 0 309 295 T13 Residential 0 1022 984 940 T14 Residential 0 0 0 3250 T15 Large lot residential 0 0 0 564 Paterangi Road Industrial 0 0 0 0 Bond Road Industrial 0 0 0 0

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Table 18: Ohaupo Growth Cells Population (Mid-Point) Predictions 2021 (Base Growth Cell Type 2025 2035 2050 Case) O1 Large lot residential 0 129 124 119 O2 Large lot residential 0 0 0 91 O3 Large lot residential 0 0 0 147 O4 Large lot residential 0 0 0 105

Table 16 to Table 18 show that the population within the following growth cells will increase by 2025. ▪ Cambridge: C3, C6 and Cambridge North ▪ Te Awamutu: T1, T3, T8, T9, T11 and T13 ▪ Ohaupo: O1

Population is not a direct input into stormwater generation. Stormwater generation is influenced by the amount of area taken up by buildings and hardstand areas. This can also be expressed as the fraction impervious which is the proportion of area where rainfall cannot directly reach the soil surface and is likely to run off. Table 19 represents the assessment and recommendations for the percentage fraction impervious to be adopted for the ultimate growth scenarios.

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Table 19: Recommended Adopted Fraction Impervious Values Reference Documents Type Industrial Residential Large Lot Residential Commercial Permeable surfaces - permeability Hamilton District Plan Minimum 10% Minimum 30% Minimum 70% Minimum 20% across the entire site No information No information Site coverage (C) Maximum 40% Maximum 25% supplied supplied General: Minimum 60% Waipa District Plan Cambridge North Structure Plan: No information No information Fraction Impervious (FI) 45% Maximum 33% supplied supplied St Kilda: Do not exceed 700m2 impervious area No information No information No information Regional Infrastructure Fraction Impervious (FI) No information supplied Technical Specification supplied supplied supplied (RITS) Site coverage (C) 0.85 0.8 0.65 0.95 Waikato Regional Council Fraction Impervious (FI) No information supplied SW Guidelines Site coverage (C) Runoff coefficient is given based on land cover type and land use Beca Recommendation Fraction Impervious (FI) 90% 70% 30% 80% Source: Waipa District Council Three Waters Masterplan (Beca, 2020).

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3.4.4. Summary of Issues Driven by Demand Drivers Where demand drivers are changing those changes are detailed in Table 20 along with the significant impacts those changes are having on the service.

Table 20: Demand Changes and Significant Issues Demand Driver How It Is Changing Impact on Service – Demand Issue Population growth will require additional infrastructures Population The population is predicted to as well as putting increasing pressure on the existing Growth significantly increase district wide. system While no changes are predicted in The design capacity of stormwater assets may need to the total rainfall the frequency Climate Change be altered once NIWA’s High Intensity Rainfall Design and intensity of storm events is System V416 (HIRDS v4) is adopted into the RITS. expected to increase.

16 HIRDS v4 is a comprehensive dataset provided by NIWA to provide estimates of high intensity rainfall at ungauged locations for a range of return periods and event durations. It can be used for design storm assessment and in the design of flood protection works and flood modelling including retention basin design and inundation mapping.

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3.5 Our Future Programmes to Meet Demand

3.5.1. Projects to Deliver on Demand The projects required over the next 10 years to address changes are listed below along with the issues they are intended to address. Costs, timeframes, and priority are summarised in Table 43 (Page 89), while fuller detail of the projects including objectives and benefits are covered in Appendix F1.

Table 21: New and Upgraded Services and Assets Projects – Demand Driven Driver: Demand Issue Project Name Project Number ▪ Catchment upgrades to meet LoS and growth ▪ Cambridge North Western Catchment Remedial Works PR2088 ▪ Cambridge Growth Cell SW Development Provision C1 PR2253 ▪ CB North Construct Western Outlet to the Stream PR2441 ▪ Construct NE Swale PR2102 ▪ Bond Rd SW Swale and Pond PR2153 ▪ Cambridge Growth Cell SW Development Provision C2 & C3 PR2266 ▪ Kihikihi Brown Field SW Works - Infil Development PR2273 ▪ SW C8 Land Purchase PR2549 ▪ Network - meet growth needs ▪ Existing Hautapu Industrial Area Stormwater PR2554 ▪ C8 SW Reticulation Provision PR2550 ▪ Cambridge C4 Stormwater Provision - ▪ Cambridge C4 Water Reticulation Provision (2028) - ▪ Trunk Reticulation Connector Road PR2094 ▪ Stormwater Land Purchases - C1 PR2456 ▪ Stormwater Land Purchases - C2 & C3 PR2270

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3.5.2. BAU Changes to Deliver on Demand Demand issues can also be addressed in some cases through changes to BAU practices rather than a project. Those BAU changes can be such changes as increasing service availability or a reduction in response times to address a LOS gap. Planned changes to BAU to address LOS issues are detailed in Table 22. Table 22: BAU Changes – Demand Driven Driver: Total 10 Yr Demand BAU Change Objective Benefits Priority Timeframe Cost Opex Issue17 Nothing has been ------identified

3.5.3. Resource Needs As the size of the network increases, the number of staff and associated resourcing required to operate and maintain the level of service will also increase. The increase in staff and resources are not directly proportional to growth, and so regular assessment of the resourcing requirement will be required.

This was incorporated into the Water Services structure review in June 2020. Refer to Appendix G. for an outline of the previous and new structures.

3.5.4. Longer Term Demand Issues and Significant Projects (Years 11+) The previous sub-sections have concentrated on the impacts on demand changes and projects over the next 10 years. However it is also necessary to look beyond that 10 year horizon in order to identify any significant longer term changes and significant projects that need to be highlighted within Council’s 30 Infrastructure Strategy.

Table 23 provides a summary of the demand issues and responding projects for the period 2031/32 onwards. It should be noted that some of the issues may be a continuation of the issues being addressed in the initial 10 year programme.

Table 23: New and Upgraded Services and Assets Projects – Demand Driven Years 2031/32+ Total Longer Term Demand Issue Project Total Opex Year(s) Capex Nothing has been identified - - - -

17 Significant Demand issues, as identified in Table 10 to be addressed by BAU Changes

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4 The Assets We Own

This section explores the assets required to deliver the service.

4.1 Network Overview Council owns all the assets that convey, detain and treat stormwater from the property boundary to an outfall in a stream, lake or river. It should be noted that culverts, catch pits, sumps and under pass drainage systems are the responsibility of the Transportation Service and are not included in this AMP, instead being covered in the Transportation AMP.

Information within this section has come from the Waipa District Council Three Waters Masterplan (Beca, 2020). Council reticulates stormwater and provides some stormwater treatment in the five urban schemes shown in Figure 11 these are:

▪ Cambridge, including Leamington and Karapiro ▪ Te Awamutu ▪ Kihikihi ▪ Pirongia ▪ Ohaupo

Figure 11: Stormwater Urban Areas Serviced

Ohaupo Cambridge, Leamington & Karapiro

Pirongia

Te Awamutu

Khikihi

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Cambridge There are several outlets from the Cambridge stormwater network. North of the Waikato River there are piped discharges to Lake Te Ko Utu, the Karapiro Stream and the Waikato River. There are proposed new outlets to the north to the Waikato Regional Council (WRC) rural board drain/Mangaone Stream to service new growth areas.

To the south of the Waikato River (Leamington) there are discharges direct to the Waikato River and towards two large gully tributaries of the Waikato River. The subdivision immediately to the west of growth cell C6 discharges to soak holes. There are also several outlets in Karapiro village to Lake Karapiro and downstream of the dam to the Waikato River.

Te Awamutu Te Awamutu is sited on low rolling hills surrounded by peat land used primarily for agriculture which makes it relatively easy for drainage. There are several outlets from the Te Awamutu stormwater network. The bulk of these typically consist of piped outlets to the Mangapiko Stream and the Mangaohoi Stream (tributaries of the Waipā River) or small tributaries/modified rural drains. The south and western fringes of the town drain to the Punui River via tributaries. Much of the network is sized to take street flows only, as originally many residential sections drained to private soak holes.

Kihikihi The existing system in Kihikihi consists of a catch pit and pipe network discharging to small streams. Some catch pits connect to soak holes. For smaller rainfall events the soak holes provide adequate storage, but in high rainfall events, flows will pond and travel by overland flow to the discharge points. Many streets are drained by shallow roadside water table drains.

Pirongia Pirongia drains to the adjacent Waipā River but the town topography is very flat. Some parts of the catchment, particularly near the perimeter do not drain to the pipe network but instead drain to the adjacent farmland via overland flow or directly to the streams. Most of the pipe reticulation serves the road network with one outlet direct to the Waipā River and five outlets to tributary streams or rural drains which eventually discharge to the Waipā River within a few hundred metres. There are a limited number of soakage chambers in the center of the township. Large residential lots have on site soakage systems.

Ohaupo Ohaupo Village is constructed on a ridge of allocated ash soils above peat land with sub-catchments varying in size. The western side of the township drains toward the rail line, which has several existing culvert crossings. The eastern side drains towards a series of farm drains. Limited stormwater network assets were identified with Ohaupo as part of the GIS analysis.

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4.2 Key Asset Statistics

4.2.1. Asset Summary An overview of the assets associated with the Stormwater Management service as at the last valuation is shown in Table 24. The data has been sourced from Assetfinda, our Asset Information Management System.

Table 24: Summary of Stormwater Management Assets (30/06/2019) Asset Description Unit Quantity Replacement Cost ODRC* Connections Qty 1,375 $2,017,557 $1,761,909 Manholes Qty 3,141 $19,830,128 $12,675,070 Outlets & Inlets Qty 437 $2,750,466 $2,290,558 Pipes m 173,627 $103,606,332 $71,597,688 Rural Drains m 221,971 $7,910,546 $7,910,546 Silt Traps Qty 42 $1,144,001 $914,993 Soak Holes Qty 163 $897,016 $518,122 Soakage Trenches Qty 204 $8,370,173 $7,673,53718 Totals $146,526,219 $105,342,424 *Optimised Depreciated Replacement Cost

4.2.2. Profile of Our Piped Assets The overall age distribution of WDC’s stormwater pipes, as shown in Figure 12 shows Waipa’s significant network growth in the last 40-50 years.

Figure 12: Age Distribution of Stormwater Pipes Stormwater Pipe Age by Length

50 45 40

35 )

m 30

K

(

h 25

t g

n 20

e L 15 10 5 0 0-9 10-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99 Age

18 Up to 20% of these are not depreciated where those assets a purely earth works with no associate structures.

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The predominant material within the stormwater piped network, as per Figure 13, is concrete. This is are a reflection of the preferred material for stormwater conveyance over the last 50 years.

Figure 13: Distribution of Stormwater Pipe Material Types

4.2.3. Asset Valuations Asset valuations are undertaken bi-annually, with a fair value assessment do in the alternate years. Where the fair value assessment indicates a significant shift in values a full valuation will be carried out. The 2019 valuation was undertaken by Tonkin & Taylor in conjunction with AON (Valuation of Three Waters Infrastructure for Financial Reporting, Tonkin & Taylor, AON, 20 June 2019). The effective date of the valuation was the 30 June 2019.

Key Valuation Methodology The key valuation methodology points are:

▪ The calculation of an asset’s remaining live takes into account the condition rating where such a rating is available. ▪ Using deterioration curves developed by the valuer appropriate adjustments to asset remaining lives are made where the combination of asset age and condition varies from the deterioration curve profile. ▪ For Stormwater pipes only (due to high % of assessed assets) extrapolation of condition grades across unassessed assets is carried out using known condition data as the base for extrapolation. ▪ Where significant numbers of assets are shown to be exceeding or failing to reach their base life (BL) by noticeable margins and the distribution of variance is outside industry norm patterns BLs are reviewed to determine whether an adjustment is appropriate.

Where assets have passed their expected life they are given an adjustment to give them a minimum of 3 year remaining life (RL). The effect of this approach is a significant spike in renewal early in the profile in asset groups with a significant number of assets still in use but past their BL.

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Key Valuation Changes The key changes coming out of the last valuation are detailed in Table 25. The overall value of the Stormwater Infrastructure assets has increased by 48.5% since 2017, with annual depreciation rising by 27.4% over the same period. The asset increases can be attributed to both newly installed assets and an improvement in data collection for existing assets.

Table 25: Key Valuation Changes Asset Group % GRC Comments / Changes since 2017 The majority of the increase in GRC is partly due to a 9.4% increase in pipe length (14,983m) and to an increase in unit rates. A review of 2017 pipes unit rates against information available from other local authorities and Aon in- house database was completed. Result of the review showed that the unit rates Pipes and Culverts 70.71% are understated for all diameters against both Aon’s database and another local authority unit rates. For the valuation, a prudent and conservative approach was taken in raising the unit rates for all diameters by adopting Aon’s database derived unit rates accounted for approximately 46%.of the increase in GRC. 20.1% increase in GRC is partly due to 6.7% increase in number of manholes Manholes 13.5% (197 nos) and partly due to an increase in unit rates. Unit rates have also been updated for inflation rate (CGPI) at 11.2%.

4.3 Critical Assets

4.3.1. Assessment of Criticality Identifying and managing our critical assets is important to ensure that we have a reliable and resilient service which is managed in a sustainable and economic way. This information is used to prioritise our condition assessments, preventative maintenance and renewal programmes to meet the required levels of service.

Previously criticality was assessed and scored based on diameter only; a more recent study was conducted to revise criticality information for pipe reticulation. The purpose of the study was to achieve the following improvements to the existing criticality scores:

▪ Provide a documented framework for applying criticality score to network assets; ▪ Align the criticality scores with the consequence thresholds outlined in WDC’s activity management plans (for three waters); ▪ Standardise the criticality scores across the three waters activities, so that the criticality scores could be compared between activities; and, ▪ Allow a sound decision-based approach to be applied for all stormwater management assets across the district.

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By utilising the newly adopted criticality assessment tool (obtained 2019), sound operational and capital expenditure decisions can be made based on the criteria outlined in Table 26. Further details on the criticality assessment criteria are provided in Appendix D2.

Table 26: Criticality Scores and Descriptions Score Name Described as 1 Very High Disaster with potential to lead business failure 2 High Critical event, which will be endured with proper management 3 Medium Significant event, which can be managed under normal circumstances Event with consequences, which can be readily absorbed, but which requires management 4 Low effort to minimise the impact 5 Very Low Not worth worrying about. Existing controls and procedures will cope with the event

4.3.2. Our Critical Asset Types The asset types in Table 27 are asset types that are deemed critical, the reasoning is also provided.

Table 27: Critical Asset Types System Component Asset Type Why is this Asset Critical? Criticality % in length (m) From the critical assessment Very High 0.2% using a tool in Appendix D2, High 1% Pipes below are the percentages showing how the each level of Medium 12% Network criticality of pipes are spread. Low 71% Very Low 16% Ideally criticality of manholes should follow the criticality of the pipes Manholes which are connected to the manholes. Unfortunately, this data exercise hasn’t been carried out in Asset information system. Ponds These assets are required to protect our streams and the Waikato Treatment Wetlands River from the effects of pollution from urbanisation. Treatment Devices

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4.4 The Condition and Performance of Our Assets

4.4.1. How We Assess the Condition of Our Assets Condition information is gathered through routine condition assessment programmes. Knowledge of asset condition helps inform the understanding of the current state of the network and the individual assets within that network. That understanding supports the following decision making processes:

▪ Identify where immediate reactive maintenance or renewals are required ▪ Optimise proactive maintenance programmes, as assets age the requirements for proactive maintenance may increase ▪ Determine the remaining life of the asset and programme its replacement ▪ Combine with criticality to yield risk-based decision making

Asset condition is recorded using a five point scale as detailed in Table 28.

Table 28: Asset Condition Ratings Expected Remaining Score Name Impact on Maintenance & Renewals Useful Life (% of BL) New or near new condition. Some wear or discolouration but no 1 Excellent 65%-100% evidence of damage. Can include repaired assets where the repair is as good as the original. Deterioration or minor damage that may affect performance. 2 Good 40% - 65% Includes most repaired assets. Clearly needs some attention but is still working. Structure in 3 Average 25% - 40% need of repair. Includes repaired where the repair is deteriorated. Either not working or is working poorly because of damage or 4 Poor 5% - 25% deterioration. Condition or structure is poor or structural integrity in question. 5 Very Poor 0% - 5% Needs urgent attention

Pipe and Manhole Assets Condition Assessment Waipa District Council operates CCTV condition inspections for stormwater pipe and manhole assets every year through contracts with contractors. The results from the inspections are reviewed and audited by the external consultant who also provides online software where those results can be accessed geospatially.

Also the pipe samples are sometimes collected from the site where the pipes needed to be cut-out for the new pipes to be connected to (Opportunistic Samples). These samples are collected and visually checked by an asset coordinator and being sent to the laboratory operated by WSP-Opus to be scanned. From the scan, the condition scores and expected remaining life are provided.

Above Ground Assets Condition Assessment Historically the inspections to obtain condition scores for the above ground assets (including treatment devices, outlet structures and retention ponds) were not planned effectively. The

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Strategic Planning and Asset Management Team is currently planning how the condition assessment needs to be carried out for those stormwater above ground assets.

4.4.2. The Condition of Our Assets A summary of asset condition is provided in Figure 14.

Figure 14: Asset Condition Summary (17 October 2019)

Pipes Asset condition has been determined through a combination of proactive and reactive CCTV inspection of pipelines, testing of samples of pipe and assumption based on remaining useful life. CCTV footage and data that is beyond 5 years in age is no longer considered a reliable source for current condition information.

Manholes Manholes are also inspected during CCTV works, and condition recorded on manhole inspection forms. These inspection forms have recently been updated to better record condition. However submission of manhole inspection forms has been included in the annual CCTV inspection contract, not many condition data is available from the Assetfinda. Therefore Manhole condition has been developed from the remaining useful life.

Inlets/Outlets Waipa DC hasn’t carried out any condition assessment on inlet/outlet structures yet, this needs to be scheduled in the future. Therefore condition has been developed from the calculation of remaining useful life.

Connections Limited condition information is held within the asset information management system on Waipa DC’s connections. As connections are either replaced on at the same time as the reticulation pipes, or on reactive basis at time of failure the lack of condition data is not critical. Overall the assumption is that the condition and performance of connections is similar to the condition of the adjacent reticulation pipe. Condition has been developed from the calculation of remaining useful life.

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Devices and Structures Devices and structures includes treatment devices, retention ponds and swales. Ponds and swales are maintained by vegetation control. Any minor slumping is identified during cyclic mowing and programmed for repair. Condition has been developed from the calculation of remaining useful life.

Silt Traps Condition has been developed from the calculation of remaining useful life.

Soak Holes All soak holes have a condition recorded against them in Assetfinda. Soak holes with lids are inspected quarterly.

4.4.3. How We Assess the Performance of Our Assets Current performance data in Assetfinda has been recorded for stormwater pipes only from the CCTV condition inspections. There is ongoing discussion around what information we need to consider to determine performance grades such as capacity and velocity, etc.

In terms of general performance of our assets, the report from the hydraulic model on how the network is performing has informed our Stormwater Master Plan and is currently undergoing further verification. Overall performance is assessed reactively through flooding and nuisance complaints. The section below outlines our assessment of how these assets are performing.

4.4.4. The Performance of Our Assets

Inlets & Outlets While no formal assessment of performance has been carried out the assets are assumed to be meeting the required LOS as no known significant issues.

Pipes The performance of the stormwater network can be measured by its ability to contain stormwater during storm events up to the designed intensity level. For any storm greater than what it was designed for, flooding may occur. Waipa DC’s modelling assessments have identified that approximately 17% of the Cambridge and 14% of the Te Awamutu network do not have capacity to service a 1 in 2 year event. Further modelling assessment is underway to enable greater understanding of the effect of events on individual properties.

To mitigate the efforts on property and people during a large storm event, Council will require flow paths to be identified. These are normally located within the road reserve. Prior to and during any major storm event Council carries out routine inspection and cleaning of the pipe assets as their failure is known to result in wide spread flooding.

Connections There is currently no network wide issues with performance, any minor issues would be on a case by case basis.

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Manholes Overall, stormwater manholes are performing to the required levels of service. While some of the existing manholes are of the ‘Bell Top’ design, they no longer meet regulations; posting a Health and Safety risk due to their inaccessible nature and bell-top manhole renewals will be compliant with the RITS.

Treatment Devices A Continuous Deflection Separator (CDS unit) was installed in Bath Street in 1996 to filter the central business district stormwater. The structure is largely reinforced concrete, and was built to a high standard. The CDS unit is performing to the required LOS now that the screens have been replaced with stainless steel screens.

Two Gross Litter Traps (GLT) servicing the large residential and commercial catchments discharging into Lake Te Koo Utu were constructed in November 2006 and May 2007 respectively. The GLTs are performing to the required LOS.

Silt Traps Silt traps are performing to the required LOS.

Soak Holes Soak holes are performing to the required LOS except the ones in St Leger area and Allwill Drive. The known issues will be taken care by the LTP projects.

Soakage Trenches Not all soakage trenches are performing to the required levels of service as there are no enforced controls that prevent silt from entering the trench. As a result of this some of the Cambridge North trenches are performing poorly despite being only a few years old. Clogging with silt reduces the ability of the trench to disperse surface water.

Cambridge North area also has a high water table, which hinders the performance of the soakage trenches in this area as infiltration and soakage is limited.

Retention & Detention Ponds The assets are performing well with no overflows.

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4.5 Asset Management Information System The Asset Management Information System (AMIS) refers to the software, hardware and associated processes used to record, display, and analyse the asset data essential for effective AM. Waipa DC’s AMIS is shown in Appendix D3.

The financial asset register for Stormwater is FinanceOne, WDC’s financial package. This holds the assets financial data along with some asset attribute data. A dedicated AMIS (Assetfinda) holds asset attribute, spatial and financial data and is used support daily asset management activities.

The spatial data is displayed on Intramaps by the GIS team using the corporate GIS software QGIS. For the manipulation of the spatial data in Assetfinda QGIS is used as the mapping interface.

With no electronic interface between Assetfinda and FinanceOne the two systems data has to be double entered and periodical reconciliations carried out to ensure the common elements of the data sets remain identical.

AssetFinda is the Services source of ‘truth’. All maintenance and condition inspection of our assets are recorded in AssetFinda. AssetFinda is also used to generate the renewal programs, though this is only based on remaining useful life. Therefore the asset planning engineers or project engineers need to incorporate other factors such as criticality from the generated renewal programs. The scheduled maintenance is also been generated through Assetfinda.

Spatially some of the historic connections, pipes and manholes aren’t snapped together. We are currently in the process of snapping these assets and assigning the upstream and downstream manholes to each pipe.

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4.6 Asset Data Confidence This section provides an assessment of the accuracy, and corresponding confidence levels in the asset data. The confidence Grades have been assessed using the grading system detailed in Appendix D1.

5.6.1 Confidence Grades Table 29 provides an assessment of the confidence in, and the accuracy of the asset data supporting the AMP. Definitions for the confidence grades are given in Appendix D1.

Table 29: Data Confidence Level Confidence Asset Data Comment Grade Data reconciled between F1 and GIS. Asset valuation includes a sample field Asset Quantity A-B validation of asset quantity as part of the revaluation process for 3 Waters. Asset Type A-B As above. Material type data is reliable; it is acknowledged that data on older in-ground Asset Material B assets is often based on historic records which may not be as accurate as more recent data. Location of above ground asset is highly reliable, for in-ground assets this drops to reliable as data on older assets is often based on historic plans which Asset Location A-B may not be as accurate as more recent plans. The manhole survey have also provided with the GPS accuracy of around 2m. Depths obtained from As Builts where available. Some of the manholes Lid Asset Depth B-C level, Invert level have been updated based on the manhole survey Soil Types C Economic lives not yet adequately assessed to soil. There is reasonable confidence in asset ages. We recently have undertaken Asset Age B the valuation for the 3 water assets and have adjusted the base life based on the asset condition. Programmed condition assessments are being undertaken and results incorporated into AssetFinda. The extent of coverage varies across asset types Asset Condition A-B based on levels of importance and ease of accessibility for assessment. Some of the assets (Manhole) condition been updated based on the manhole survey exercise Network models have been developed to assess performance issues and are Asset Performance C factored into renewal programmes. Discussion is required how to capture the performance information from the models into a grading system. Costs are reviewed at each valuation with the valuers reviewing recent local Unit Costs B contract rates, industry norms including comparison with neighbouring authorities and inflation rates to determine appropriate unit rates. Now well established and supported by local knowledge. Lacks the formal Deterioration Rates C recording that an AM system provides. Consistent with industry averages.

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5 Risk Management

This section looks at risk that may affect the ongoing delivery of the service, with a focus on risk identification, critical assets and resilience.

5.1 Risk Assessment Waipa District Council’s risk management is guided by the organisational Risk Management Policy (February 2019, ECM: 9969536). This provides a systematic approach to identifying opportunities to minimise threats and maximise opportunities, and ensuring our strategic goals and objectives are achieved.

Each of Council’s service units maintains a risk register The key risks are detailed in Table 30 and are taken from the Risk Register in Appendix E. Key risks are those where after current mitigation the risk rating remains High or greater. Table 30: Key Risks Risk Key Risk Existing Controls Further Action Rating Physical Asset Risks ▪ Standard operating procedures ▪ District Plan Rules pertaining to floor levels for different locations ▪ Incident Management Plan Section 3.4.1 ▪ Stormwater Modelling to assist Flooding – Extensive High Ongoing monitoring of ▪ planning environmental impacts ▪ CCTV/inspections ▪ Clear grates Sandbags ▪ Mobile pumps ▪ Modelling Secondary Flow Paths Unclear ownership, identification, ▪ Review potential culverts affected. responsibility, and access for culverts under Develop MOU with agencies for KiwiRail and NZTA networks. Ownership can High ▪ Review critical assets list for handling these culverts including change if any connection or stream to the possible inclusion clear responsibilities culvert ▪ Ensure appropriate controls/rules ▪ SW unit inputs to Council planning are in place. Increase awareness processes and consent applications. and training of Council’s regulatory Overland flow paths blocked or built over High ▪ Good practice guides for unit to reduce non-compliance. stormwater Increase public education to ▪ Stormwater Code of Practice improve awareness and impacts Unclear ownership and responsibility for complex assets (such as rain gardens, swales ▪ Increase monitoring and and tanks), especially in road corridors and High ▪ Existing Stormwater Bylaws enforcement. Increase public reserves. Ownership may change if any ▪ Public education on website education connection to complex asset at a later date

Unclear ownership and maintenance ▪ Response to incidences and responsibilities for green/natural assets complaints. ▪ Increase monitoring and including streams and overland flow paths. High ▪ Public education on website enforcement. Increase public Unclear liabilities when green/natural asset ▪ Overland flow data and related education fails such as bank erosion causing house education movement/defect ▪ Current Bylaws ▪ Services level agreements internally between depts ▪ Review/update formal SLA as and Poor infrastructure handed over after private ▪ Stormwater Code of Practice. Good High when required. Continue with development and capital works practice guidelines and industry training. handover processes. ▪ Formal handover procedures (vested asset process)

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Risk Key Risk Existing Controls Further Action Rating ▪ Asset Management improvement programmes ▪ Asset management tools. Regular inspections and reporting on critical ▪ Tolerate and continuous assets. Data availability proactively improvement through the Asset analysed and reported on. Asset Management Improvement Asset information including condition and management data exchange process Programme. performance data not available or inaccurate High for vested assets and Council’s ▪ Ensure Council databases for asset (including vested assets) capex projects. Asset data audits management meet business ▪ Project review meetings. Ensure requirements. CCTV data meets Stormwater unit ▪ Improve consultants data requirements. submission process ▪ Ensuring maintenance contractors/consultants capture data required for AMIS Service Delivery Risks Lack of maintenance of private stormwater ▪ Increase monitoring and High ▪ Requirements documented in infrastructure consent conditions enforcement. Management Risk ▪ Put in place processes and 3rd party agreements approved without High formalised agreements in line with implications being understood ▪ No processes/controls in place best practice procurement

▪ Panel of consultants used when ▪ Develop a succession planning, Lack of available technical skills in the industry High required to provide specialist cadetship or graduate programme knowledge not available in-house Planning Risks ▪ Forecasting, plans adjusted for inflation well established ▪ LTP and AM planning processes ▪ LOS reviewed through AMP preparation and Business Plan monitoring. ▪ Investigate robust LOS options and Inability to fund agreed service levels High ▪ LOS achievement reported in financial implications and service Annual Reports consequences. ▪ Regular Audit NZ monitoring of performance (financial and non- financial) ▪ Governance providing oversight with stormwater unit management team and COO senior management. ▪ Increase general stormwater awareness through the multimedia Impacts of newly adopted Stormwater Bylaw High ▪ Public education on website approach. Investigate separate funding arrangements for private maintenance/renewals. ▪ Asset team inputs to Council planning processes and consent applications. ▪ Good practice guides for ▪ Continue with inputs to planning processes, and working with Development still occurring in floodplains High stormwater management and industry training sessions Development engineering team to ▪ Stormwater Code of Practice fast track areas for development ▪ Working with Strategy department and Development Engineering team to identify issues in growth areas ▪ Policies, strategies, and plans incorporate contingencies for managing the impact of changes ▪ Ensure regular involvement and New statutory requirements, plans and Water supply strategy awareness of regulatory/statutory High ▪ policies ▪ Waipa 2050 forums to ensure any updates are ▪ LTP Projects effectively planned for ▪ Regional Infrastructure Technical Specifications (RITS)

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Risk Key Risk Existing Controls Further Action Rating ▪ Storage ▪ Stormwater Modelling to assist Climate change – more intense storm events High ▪ Pipe Upgrade in LTPs current capacity investigation and ▪ Good growth cell development planning planning

5.2 Stormwater Management Resilience Approach As a provider of essential services, WDC must be able to continue to deliver essential services during and following incidents or emergencies that effect WDC and/or the wider community. To achieve this requires a combination of Resilience and Business Continuity Planning.

5.2.1. Resilience – Stormwater Management Service Resilience is the ability of the service to survive events, in particular the ability to mitigate/limit the impact of events through its ability to: ▪ withstand disruption; ▪ absorb disturbances; ▪ continue to act effectively in a crisis; ▪ adapt to changing conditions such as growth and social demand changes; ▪ in relation to both physical assets and organisational resources and processes.

Measures to improve the resilience of WDC’s services are incorporated into capital projects and ongoing operational improvements. The service’s key resilience issues are listed in Table 31.

Table 31: Key Resilience Issues Resilience Area Issue ▪ Increase renewals expenditure to reduce renewal backlog and subsequently reduce the number of unplanned network interruptions ▪ Increase the programme to assess the condition of critical assets and seismic Operational Resilience resilience. Renewals programmes could then be optimised to target assets which are most critical to delivering the service and to increase the resilience of the network ▪ Ensure open drains and overland flow paths are identified and actively managed ▪ Undertaking planned maintenance programme ▪ For existing assets – identify critical assets and assess seismic resilience. Seismic Resilience ▪ For new assets – consider seismic resilience requirements on a case by case basis referring to existing assets at the same site.

5.2.2. Business Continuity Planning – Stormwater Management Service Business continuity plans identify how services can continue to be delivered following failures as a result of an event. Typically they will identify the critical service nodes and ways these can potentially fail along with processes and work-arounds to ensure services can be recovered. To ensure a consistent approach to Business Continuity Planning WDC has an organisational wide Business Resilience Policy (July 2019, ECM: 10093074).The service’s key resilience issues are listed in Table 32. Table 32: Key Business Continuity Issues Key Business Continuity Details of Issue Issues Nothing has been identified -

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5.3 Climate Change The main issues for the Waikato region are predicted to be an increase in drought frequency in summer and autumn, more extreme weather events (heavy rainfall events) and sea level rise for coastal areas19. Consideration may also be needed to be given to secondary effects, such as the migration to New Zealand of people displaced by the effects of climate change from affected coastal areas.

5.3.1. Climate Change Response (Zero Carbon) Amendment Act 2019 The Climate Change Response (Zero Carbon) Amendment Act was enacted in November 2019. The Act provides a framework for the development of climate change policies which contribute to the Paris Agreement (to limit the global average temperature increase to 1.5° Celsius above pre- industrial levels) and allow New Zealand to prepare for, and adapt to, the effects of climate change.

Key changes in the Act are: ▪ new domestic greenhouse gas emissions reduction targets for 2030 and 2050 ▪ a system of emissions budgets to act as stepping stones towards the long-term target ▪ requirements for the Government to develop and implement policies for climate change adaptation and mitigation ▪ establishment of a new, independent Climate Change Commission to provide expert advice and monitor progress towards long-term goals.

This legislation will likely affect how WDC operates and maintains its services and how WDC implements capital works.

5.3.2. Waipa District Council and Climate Change Council engaged CH2M Beca Ltd to produce a Climate Change report (ECM 2763617) in May 2013. While the report focused on the impact of climate change on the 3 water services the overview element is appropriate to all service areas. The report identifies that the indications are that the Waipa District is likely to be hotter on average, experience more extreme events (heavy rainfall and droughts) but may have little change in average annual rainfall. Sea level change is also a potential climate change issue but is not directly applicable to the Waipa District.

5.3.3. Key Issues Arising From Climate Change The service’s key climate change issues are listed in Table 33.

Table 33: Key Business Climate Change Issues Climate Change Area Issue Increase in occurrences and ▪ Drought events may cause odour issues in drains/swales and surface flooding of drought conditions when rainfall occurs on hardened ground Increase in frequency and ▪ More frequent and intense rainfall events may increase surface flooding and intensity of high rainfall reduced treatment quality as treatment devices may not function during high events flow events Increase in average ▪ Increased temperatures contributes to odour issues in drains/swale and increase temperatures and of unwanted plant growth occurrences of very hot days

19 Obtained from Waikato Reginal Council at: https://www.waikatoregion.govt.nz/environment/air/climate-change/

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5.4 Three Waters Master Plan 2020 The actions and projects proposed in the Waipa District Three Waters Masterplan, Beca, May 2020 seek to address the physical asset, service delivery and planning risks described in Table 34 while improving resilience and mitigating the effects of climate change over the medium to long term.

Table 34: Master Plan Risks and Proposed Mitigation Key Issues/Risks Proposed Mitigation ▪ Investigate options for the upgrade the pipe ▪ Flood hazard – models predict a number of houses are expected to experience network to avoid floodable habitable floors by 2050 habitable floor flooding in a 1 in 100year event, a smaller number are at risk in a 1 ▪ Assess existing levels of service to provide the most in 10 year event. Commercial hubs were only designed for a 1 in 2 year rainfall appropriate and affordable service to our event. communities ▪ Development impacts - each township will continue to develop with further subdivision within growth areas and infill housing. Further development will result in higher stormwater runoff (flow and volumes), shorter concentration times, and higher peak flows. Higher levels of contamination are also expected from new impervious land surfaces. The contaminant profile will vary depending on the land use i.e. high use roads, large carpark and industrial activities can potentially result ▪ Continue to develop models and catchment plans in higher contaminant generation compared to lower density residential housing to better understand risks of development, climate and local road networks change and environmental effects ▪ Renewals/upgrades - interactions between renewals and pipe capacity upgrades ▪ Run model annually to ensure most appropriate need to be determined updates are available for consideration ▪ Data/Information - there are existing spatial datasets and environmental data ▪ Continue to implement the WRC stormwater (ecology, stormwater, soakage etc) but these are not displayed geospatially to guidelines for new developments allow for data comparison. A wealth of information is sitting within WDC but not universally available. It is understood that various agencies have undertaken stream/river revegetation works in the district. The location or extent of these works is not well understood ▪ Climate change - climate change is expected to result in a drop in level of service over time due to more extreme rainfall events ▪ Environmental effects – most catchments in Cambridge and Te Awamutu do not have specific devices for the management of stormwater quality and have been assessed as low compliance with the WRC Stormwater Guidelines for new developments. Expansion of village boundaries and growth cells into sensitive headwater catchments is occurring. These environments are vulnerable to ▪ Prepare for and obtain renewal of stormwater changes in contaminant profile. Profile shift from predominantly comprehensive consent in 2022 nitrates/prosperous from agricultural land use to urban contaminants (metals, suspended sediment, temperature etc). Baseflow, cultural and amenity values may also need to be managed to ensure no adverse impacts on the receiving environment ▪ Improve understanding of water quality impacts and improve water quality in targeted existing ▪ Quality - previous catchment management plans (CMPs) identified retrofit catchments where there is low compliance with opportunities such as separators/filters at high risk outlets but few have been WRC guidelines implemented. Some sensitive catchments exist such as Lake Te Ko Utu ▪ Implement measures to control the sources of contaminants entering the stormwater network

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5.5 Our Future Programmes to Address Risk

5.5.1. Projects to Deliver on Risk Reduction The projects required over the next 10 years to reduce risk are discussed in Section 6.8 and summarised in Table 43 (Page 89). Details of the methodology used to determine the priority of projects is provided in Appendix F1.

5.5.2. BAU Changes to Deliver on Risk Reduction Risk issues can also be addressed in some cases through changes to BAU practices rather than a project. Planned changes to BAU to address risk issues are detailed in Table 35.

Table 35: BAU Changes – Risk Driven Additional Costs Driver: Risk Issue20 BAU Change Objective Benefits Opex Key Risks From Risk Register Poor infrastructure handed over after private ▪ Review/update formal service level agreements as and ▪ To enhance better quality of assets for those vested to ▪ Expected base life of the assets are met $0 development and capital works when required Council from private development and capital works ▪ Cost effective renewal and maintenance programme ▪ Tolerate and continuous improvement through the Asset Management Improvement Programme. ▪ Accurate asset planning based on improved accuracy and Asset information including condition and ▪ To improve accuracy and confidence level of data recorded ▪ Ensure Council databases for asset management meet confidence level in data performance data not available or inaccurate in Assetfinda $0 (including vested assets) business requirements ▪ Better understanding of assets ▪ Improve consultants data submission process Lack of maintenance of private stormwater ▪ To reduce risk of private asset failures which may impact ▪ Reduced risk of impact on level of service ▪ Increase monitoring and enforcement $0 infrastructure level of services within Council’s network and assets ▪ Reduced demands on Council network and assets ▪ Provide greater transparency to processes and allow ▪ Clear understanding of assets and activities required in 3rd party agreements approved without ▪ Put in place processes and formalised agreements in line implications to be clear amongst all parties, where conjunction with agreements $0 implications being understood with procurement best practice appropriate ongoing procedures and actions can put in place ▪ Improved planning to mitigate issues. ▪ Develop a succession planning, cadetship or graduate ▪ To maintain resources with technical skills within Water ▪ Reduce lack of available technical skills Lack of available technical skills in the industry programme Services $0 ▪ Identify issues to maintain agreed level of services in this ▪ To allocate enough funding to keep the agreed level of ▪ Maintained level of service Inability to fund agreed service levels $0 AMP and submit project proposal accordingly service ▪ Customer satisfaction ▪ Increase general stormwater awareness through the Impacts of recently adopted Stormwater multimedia approach ▪ For public and internal staffs to become more familiar to the ▪ Reduced confusion around the changes $0 Bylaw ▪ Investigate separate funding arrangements for private changes in the recently adopted stormwater bylaw maintenance / renewals ▪ Ensure regular involvement and awareness of ▪ To reflect new changes and updates to statutory ▪ Smooth exchanges in adoption of changes and updates of New statutory requirements, plans and regulatory/statutory forums to ensure any updates are requirements, plans and policies effectively statutory requirements, plans and policies $0 policies effectively planned for Key Resilience Issues Nothing has been identified - - - Key Business Continuity Issues Nothing has been identified Key Climate Change Issues Increase in : occurrences and of drought conditions; frequency and intensity of high ▪ Adequate resources to manage communication and ▪ Higher customer satisfaction ▪ To respond to complaints from customers $0 rainfall events; average temperatures and engagement in the event of flooding ▪ Maintain level of service occurrences of very hot days

20 Significant Risk issues, as identified in Table 30, Table 31, Table 32, Table 33 to be addressed by BAU Changes

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5.5.3. Resource Needs As the size of the network increases, the number of staff and associated resourcing required to operate and maintain the level of service will also increase. Maintenance of stormwater reserve areas is to be undertaken by internal Parks and Reserves staff and charged to Water Services. The increase in staff and resources are not directly proportional to growth, and so regular assessment of the resourcing requirement will be required.

This was incorporated into the Water Services structure review in June 2020. Refer to Appendix G. for an outline of the previous and new structures.

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6 Managing Our Services and Assets

This section outlines what is planned in order to manage and operate the service and assets to the agreed levels of service while optimising lifecycle costs.

6.1 Operating and Maintaining our Services and Assets Routine operations and maintenance are the regular day to day activities necessary for the delivery of the service and to keep assets operating. This includes instances where portions of the asset fail and need immediate repair to ensure continuity of service.

6.1.1. Operating and Maintenance Trends Operational and maintenance costs have risen over the last 10 years(Figure 15). As new parts of the network are commissioned and put into service they are added to operations and maintenance schedules. There has been a significant increase in operations and maintenance costs in 2018/19 due to new contracts and an increase in the number of vested assets which require more frequent physical maintenance, such as ponds and swales.

Figure 15Historic Operational and Maintenance Costs

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6.1.2. Our Approach to Operations Operational activities ensure optimum utilisation of the services and assets, and therefore service potential is achieved, operations also helps ensure the delivery of the required LOS.

Operations – General Operationally the stormwater system is a passive system which provides a controlled drainage route for stormwater. No routine day to day operational intervention by staff is required.

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Operations – Network

▪ Inlets & Outlets These are inspected prior to a predicted significant rain event. ▪ Silt Traps Silt traps are inspected quarterly. ▪ Soak Holes Soak holes that are fitted with a manhole lid are inspected quarterly, those soak holes which do not currently have a manhole lid are not routinely inspected. ▪ Soakage Trenches No routine inspections or other operations activity is carried out on soakage trenches.

Operations – Treatment Devices

▪ Continuous Deflection Unit (CDS) in Bath Street is inspected on a 6 monthly basis. ▪ Gross Litter Traps (GLT) The two Gross Litter Traps (GLT) at Lake Te Koo Utu are inspected on a quarterly basis. ▪ Retention Ponds & Swales These are inspected on a quarterly basis, this includes checking all inlets and outlets are free from blockages. The exception to this are the Cambridge North Road Rock Swales which are inspected monthly. These assets are also sprayed for weeds every two years.

Operations – Public (Rural) Drains Council staff undertake a two yearly inspection of Public (Rural) Drains to monitor condition and regulatory controls.

Operations – Post Flooding Event Inspections Following a flooding event a general inspection will be carried out on the network in the vicinity of the flood. The objective is to:

▪ identify any damage to the network caused by the flood ▪ Collect data on the performance of the system during the event?? ▪ identify any possible failures in the network which may have contributed to the flood event.

Operations – Consent Monitoring Monitoring requirements associated with the Stormwater Management Plan and other stormwater consents are planned and scheduled by the Compliance Officers at Waipa DC. All actual sampling and Laboratory analyses are carried out by Shared Services samplers and the Shared Services Laboratory with the assistance of Hill Laboratories Ltd where required. This helps to ensure consistent sampling as required for the consent conditions and enables the Council to identify trends associated with the results.

Operations – Stormwater Modelling The use of modelling software for stormwater management purposes is now standard practice in the industry. Modelling software ensures optimum performance of existing reticulation network and identifies areas of surcharging and restricted capacity. This aids in operational optimisation and strategic planning.

Waipa District Council has built stormwater models for each of the Cambridge and Te Awamutu reticulation networks as part of an overall three waters model building program. These models are now in operation and are calibrated on a continual basis to ensure their accuracy.

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6.1.3. Our Approach to Maintenance

Maintenance – Pro-Active versus Reactive Maintenance is programmed in two ways:

▪ Reactive maintenance o This is unplanned work that needs to be completed quickly to ensure LOS are not compromised. Reactive maintenance is normally undertaken in response to a customer service request or asset failure, with the response times varying dependent on the severity of the problem and its potential impact. o Reactive maintenance is usually adopted as a least cost strategy for non-critical assets and where consequences of failure are low. ▪ Proactive maintenance o This is planned work carried out at regular intervals to ensure performance (preventative maintenance) and to prevent failure (predictive/condition driven maintenance). This approach is adopted for critical assets where consequences of failure are high.

Maintenance is scheduled and recorded in the asset management system, AssetFinda. There is a maintenance contract in place for the stormwater network. Maintenance of stormwater assets are listed in Table 36.

Currently there is more reactive maintenance compared to proactive maintenance. WDC is aware of the benefits of moving toward more proactive maintenance activity (e.g. a more reliable service, extended asset life) and plans are in place to switch to pro-active as the primary form of maintenance. It is also acknowledged that there will always be some level of reactive maintenance.

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6.1.4. Maintenance – Network

Table 36: Maintenance of Stormwater Assets Asset Type Maintenance Network Stormwater pipes are normally assessed using Closed Circuit Television (CCTV) inspections. CCTV is typically Pipes (incl. Connections) utilised more for assessing performance (serviceability) rather than condition of stormwater pipes. This is often also utilised after large events to better understand the nature of flooding that has occurred. Manhole maintenance is identified on access, when accessed for CCTV inspection, pipe flushing or blockage Manholes investigation. Manhole inspections are proposed to be added to the schedule of works when undertaking CCTV contracts in the future. Inlets and outlets are cleaned as and when required based on inspection results. This often coincides with Inlets & Outlets the autumn leaf fall. Those prone to blockage by vegetation are sprayed as and when required. Cleaning is carried out as and when required to ensure the slit traps continue to function as required. Silt Traps Regularity of cleaning will be influenced by surrounding environment and activity, for example building sites will generate more silt run off then established areas. Soak holes that are fitted with a manhole lid are cleaned out as and when required based on inspection Soak Holes results. Those soak holes which do not currently have a manhole lid are only cleaned out when they cease to function. At that point they are unearthed, cleaned, and a manhole lid fitted. Generally, soakage trenches are accessible for cleaning through a manhole, a process which includes high Soakage Trenches pressure jetting to remove sediment and silt build up. This is undertaken on an as needed basis, identified by surface flooding due to sedimentation build up blocking the soakage trench. Treatment Devices The main storage chamber is cleaned out on a 6 monthly basis at the same time as the routine 6 monthly Continuous Deflection Unit inspection. The secondary chamber is cleaned and water blasted on a 12 month cycle. The screens are cleaned as part of the quarterly inspection; the chambers are generally cleaned out on a six Gross Litter Traps monthly basis or more frequently if required. Cambridge West Filter Chambers 20 Chambers to be cleaned every 12 months Cambridge North Pre Treatment 5 manholes, 10 bags – Bags are to be cleaned and inspected every 6 months Chambers The following is carried out on an as and when required based on inspection results: ▪ ensuring inlets and outlets are free from blockages ▪ silt cleaning ▪ ensuring vehicle access is maintained Retention Ponds & Swales ▪ weed spraying ▪ mowing of swales ▪ flood clean-up It has become apparent that the contract rates and volume of work involved in maintaining these assets are significantly higher than predicted at installation. Public (Rural) Drains Council’s current policy on maintenance of public drains, as confirmed by Gallie Miles legal advice, is that Council’s role is as follows: ▪ Inspect and monitor the condition of public drains (and private drains where appropriate) to ensure they meet the requirements of the 2008 Land Drainage and Stormwater By Law, LGA 1974 & Land Drainage Act 1908 ▪ Educate adjoining landowners of their obligations with respect to the above legislation ▪ Where required liaise with adjoining landowners to ensure maintenance works are undertaken in Public (Rural) Drains accordance with legislation ▪ Adjoining landowners responsibilities: ▪ Maintain drains, both mechanical cleaning & spraying, in accordance with legislation ▪ Cover all costs associated with maintenance works However in reality WDC currently carries out around 10km per year of drain cleaning each year. This encompasses both vegetation and silt removal. Drains cleaned out each year are those identified as no longer functioning as required and as a result are causing stormwater flooding issues. Drains undergo 6- monthly spraying (and inspection) and mechanical cleaning once every 10-years.

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6.1.5. Our Operating and Maintenance Issues Based on the information in the sections above the significant operations and maintenance issues requiring addressing have been summarised in Table 37

Table 37: Significant Operations and Maintenance Issues Significant O&M Issues Impact on Service The actual operations and maintenance work and Retention Ponds & Swales associated costs for ponds and swales are significantly higher than predicted at installation.

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6.2 Future Programme to Deliver Operations and Maintenance

6.2.1. Projects to Deliver on Operations and Maintenance Based on the information in Table 37 no significant operations and maintenance issues require addressing via projects in this AMP. Table 38 lists projectised BAU activates to be continued. These projects will be resourced internally. Table 38: Projects - Operations and Maintenance Driven Driver: Operations and Maintenance Issue Project Name Project Number - - -

6.2.2. BAU Changes to Deliver on Operations and Maintenance Demand issues can also be addressed in some cases through changes to BAU practices rather than a project. Those BAU changes can be such changes as increasing service availability or a reduction in response times to address a LOS gap. Planned changes to BAU to address LOS issues are detailed in Table 39.

Table 39: BAU Changes – Operations and Maintenance Driven Additional Costs - Driver: Operations and Maintenance Issue BAU Change Objective Benefits Opex ▪ Prevent flooding - Inlets & Outlets – Inspected prior to a ▪ Level of Service is met ▪ To ensure inlets and outlets are functioning well predicted significant rain event ▪ Reduced impacts on significant rain event ▪ To ensure silt traps are functioning well ▪ Level of Service is met ▪ Prevent flooding - Silt Traps – inspected quarterly ▪ To schedule cleaning of silt traps ▪ Stormwater quality improvement ▪ Prevent flooding - Soak Holes – inspected quarterly ▪ To ensure soak holes are functioning well ▪ Level of Service is met excluding those without access points ▪ To schedule cleaning of soak holes ▪ Maintain level of service -Treatment Devices ▪ Increasing inspection and maintenance requirements $TBC - The Continuous Deflection Unit (CDS) in Bath Street is due to new assets and meeting consent requirements. ▪ Level of Service is met ▪ To ensure the treatment devices are functioning well inspected on a 6 monthly basis ▪ Compliance with Resource Consents ▪ To schedule maintenance and replacement - The two Gross Litter Traps (GLT) at Lake Te Koo Utu are ▪ Stormwater quality improvement inspected on a quarterly basis ▪ Maintain level of service - Retention Ponds & Swales – ▪ To ensure the retention ponds and swales are Inspected quarterly except the Cambridge North Road functioning well ▪ Level of Service is met Rock Swales which are inspected monthly ▪ To schedule maintenance

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6.2.3. Existing Operations and Maintenance Activities to be Continued As well addressing the identified issues existing operations and maintenance activities need to be continued to ensure the desired services continue to be delivered. Those activities are summarised in Table 40 and Table 41.

Table 40: Operations and Maintenance Activities to be Continued Existing Operations and Total 10 Yr Maintenance Activity to be Objective Benefits Cost Opex Continued Inlets & Outlets – Inspected ▪ Level of Service is met ▪ To ensure inlets and outlets prior to a predicted significant ▪ Reduced impacts on are functioning well rain event significant rain event ▪ To ensure silt traps are ▪ Level of Service is met functioning well Silt Traps – inspected quarterly ▪ Stormwater quality ▪ To schedule cleaning of silt improvement traps ▪ To ensure soak holes are Soak Holes – inspected functioning well quarterly excluding those ▪ Level of Service is met ▪ To schedule cleaning of soak without access points holes Treatment Devices ▪ The Continuous Deflection ▪ Level of Service is met Unit (CDS) in Bath Street is ▪ To ensure the treatment $43,715,800 ▪ Compliance with Resource inspected on a 6 monthly devices are functioning well Consents basis ▪ To schedule maintenance ▪ Stormwater quality ▪ The two Gross Litter Traps and replacement (GLT) at Lake Te Koo Utu are improvement inspected on a quarterly basis Retention Ponds & Swales – ▪ To ensure the retention Inspected quarterly except the ponds and swales are Cambridge North Road Rock ▪ Level of Service is met functioning well Swales which are inspected ▪ To schedule maintenance monthly Public (Rural) Drains – ▪ To monitor condition and ▪ Level of Service is met inspected every two years regulatory

Table 41: Projects - Operations and Maintenance Ongoing BAU Projects Total 10 Yr Cost Total 10 Yr Cost Project Project Name Capex Opex Number ▪ District Wide Maintenance & District Drainage $0 $3,090,000 PR1487 ▪ DW SW Pipe Condition & Asst Assessment & CCTV $0 $1,050,000 PR1801 ▪ DW Urban Drains, Swale & Pond Maintenance $0 $2,077,000 PR1803 ▪ DW Devices & Structures Management $0 $985,000 PR1804 ▪ Te Awamutu General SW Ops re Contract $0 $838,000 PR2404 ▪ Cambridge General SW Ops re Contract $0 $1,722,500 PR2451

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6.2.4. Resource Needs to Deliver on Operations and Maintenance As the size of the network increases, the number of staff and associated resourcing required to operate and maintain the level of service will also increase. The increase in staff and resources are not directly proportional to growth, and so regular assessment of the resourcing requirement will be required.

This increase to date was incorporated into the Water Services structure review in June 2020. Refer to Appendix G. for an outline of the previous and new structures.

6.3 Operations and Maintenance Future Costs Requirements Taking into account the projects, BAU changes, and continued activities identified in the previous sections the required operating expenditure for the next 10 year LTP is shown in Figure 16. Note that any operational funding impacts directly related to addressing LOS, Growth or Risk are included covered within the relevant sections and are not including here.

Figure 16: 10 Year Required Operating Expenditure

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6.4 Renewing the Assets

6.4.1. Renewal Trends Over the last 10 years the cost of renewals has been increasing, as assets installed in the 1950s and 60s reach the end of their life and upgrades, which contain some renewals component, are required to cater for growth.

6.4.2. How Renewal Needs Are Identified Adopted remaining life, criticality and condition profiles of the stormwater system are used to determine the forward renewal programme.

6.4.3. Renewal Decision Making Process Asset Management Renewals Decision Tree policy (November 2017) provides guidelines regarding asset renewals, in particular renewal triggers, renewal deferral, and renewal standards. This policy is due for review in November 2020.

The policy provides the following approach: ▪ Very high and high criticality assets renewed prior to asset failure ▪ Low criticality assets renewed at the time of failure ▪ Where the ongoing O&M costs reach the point at which renewal is more cost effective ▪ Renewals will be on a ‘like for like’ basis, or the nearest modern equivalent. Exceptions to this are: o renewals as part of an approved upgrade to cater for growth/change in demand o upgrade is required to adapt to climate change and/or provide greater service resilience o an existing asset has surplus capacity and a lower standard replacement will provide the required LOS without increasing whole of life costs or risks. o renewal to a higher standard will result in a lower overall whole of life cost. o a different standard is required to meet any relevant legislative requirements

AMIS Generated Renewal Forecast This is the forecast automatically generated by the AMIS (Assetfinda) and is based on asset age. That forecast is then further refined into a renewal plan (see below).

Refinement of Renewal Forecast into Renewal Plans Preparation of renewal plans are a joint effort between WDC asset planning and operations staff. Assets with higher criticality are renewed earlier in their projected lives than assets with lower criticality. Assets with very low criticality can be run to failure.

The time an asset is likely to fail is assessed not just on the design life, but on condition and performance information where available for each asset, and the rate of condition deterioration of similar assets within the network.

Condition assessment and data cleansing efforts to date have produced renewal profiles that show a much lower rate of renewal than that shown by age alone. This is an ongoing iterative process carried out annually. The level of physical renewal works carried out historically has not shown significant negative effects on the overall level of service.

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Ongoing condition inspection programmes continue to further inform the renewal profiles, as Waipa DC has moved away from basing renewal projections purely on the age of the assets, towards incorporating condition, criticality, risk and age of assets to ensure that the network is maintained in the most cost efficient and effective manner.

Review of Renewal Plans due to Budget Constraints Should approved budgets be less than what is required, renewals will be re-prioritised based on the most critical assets being completed first.

Delivery Mechanism Asset renewals are generally completed by external contractors, as the work is often both seasonal and specialist, making in house delivery impractical.

6.4.4. Projection of Renewal Needs

AMIS Generated Renewal Forecast The AMIS (Assetfinda) generated renewal forecast shown in Figure 17 suggests the renewal requirements, based on the remaining life (derived from design life less age). The unsmoothed renewals forecast below which represents assets which are still in service beyond their theoretical average design life.

Figure 17: AMIS (Assetfinda) Generated Renewals Forecast (10 Year)

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Optimised Renewal Plan In practice, renewals are based on asset criticality, condition, performance and affordability (budgets) rather than average design life alone. Based on the figure below WDC should allow for approximately $600,000 to renew stormwater assets annually. Actual available annual budgets generally vary between $0.3m and $1.5m. The effects on LOS are minimised by prioritising the renewal of critical and poorly performing assets.

Figure 18 shows the optimised renewal plan (annual and cumulative) for the next 10 years. Where at the end of the 10 year period the cumulative renewal forecast is greater than the cumulative renewal plan this equates to the generation of a backlog of renewals.

Figure 18: Asset Renewals – Required Funding

The cumulative renewals planned are greater than shown in AssetFinda as they include proposed renewals for other infrastructure such as swales, detention ponds etc. AssetFinda provides replacement costs mainly based on the age of pipe infrastructure and does not accurately reflect the renewal costs of other infrastructure.

The AssetFinda peaks in 2026/27 and 2029/30 are pipe renewals which are mainly based on asset age and will require further investigation prior to renewal

6.5 Future Programme to Deliver Renewals

6.5.1. Projects to Deliver on Renewal The renewals projects planned for the next 10 years are listed in Table 42. Costs, timeframes, and priority are summarised in Table 43 (Page 89), while fuller detail of the projects including objectives and benefits are covered in Appendix F1.

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Table 42: New and Upgraded Services and Assets Projects – Renewal Driven Project Driver Project Name Number ▪ Network - maintain LoS ▪ District Wide Stormwater Network Asset Renewal PR2337

6.5.2. Resource Needs to Deliver on Renewals As the size of the network increases, the number of staff and associated resourcing required to operate and maintain the level of service will also increase. The increase in staff and resources are not directly proportional to growth, and so regular assessment of the resourcing requirement will be required.

This was incorporated into the Water Services structure review in June 2020. Refer to Appendix G. for an outline of the previous and new structures.

6.5.3. Longer Term Renewal Requirements (Years 11+) The previous sub-sections have concentrated on the renewals over the next 10 years. However it is also necessary to look beyond that 10 year horizon in order to identify longer term needs, these will be highlighted within Council’s 30 Infrastructure Strategy.

Figure 19 provides an unsmoothed renewals forecast for the period 2031/32 onwards which may include assets which are still in service beyond their theoretical average design life. It should be noted that some of the issues may be a continuation of the issues being addressed in the initial 10 year programme. Spikes in required funding for manholes are a reflection of the install date of the assets.

As noted above, actual renewals are based on asset criticality, condition, performance and affordability (budgets) rather than average design life alone. The effects on LOS are minimised by prioritising the renewal of critical and poorly performing assets.

Figure 19: Renewals - Years 2031/32+

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6.6 Upgrading and Creating New Services and Assets This section covers the upgrading and creation of services and assets to increase service capacity to ensure predetermined levels of service can be met as demand changes and/or to meet changes in the desired LOS. Service Improvement can occur simultaneously with asset renewal.

6.6.1. Upgrades and New Services and Assets Historic Trends Growth driven new assets, upgraded assets and new services have been increasing as expected significantly particularly since 2016/17 as shown in the Figure 20 below. The figure includes vested assets therefore reflects the large number of growth-driven projects within the Waipa District.

Figure 20: Historic Expenditure for Asset Upgrades and New Services

6.6.2. Our Approach to Upgrades and New Services and Assets

How We Justify Upgrades and New Services and Assets Prior to upgrading and creating services and assets it is critical to ascertain that the issue(s) being addressed is genuine and significant enough to warrant action and that the proposed action is appropriate. The AM Policy sets out the steps to achieve this. These are implemented through the Business Case process:

Upgrades and New Services go through a rigorous gated planning process to determine the need of the asset or service consisting of; ▪ A Project Proposal which defines the objectives, benefits, future implications and need of that asset or service ▪ A Business Case demonstrating the project is feasible and clearly outlines the cost, risks and resources to deliver the need to upgrade or install an asset or service

If the desired asset or service is approved following these two processes, a Project Implementation Plan is created to define the scope, quality, time, budget, risk and benefits of the asset or service implementation.

How We Prioritise Upgrades and New Services and Assets Detail on Project Prioritisation can be found in Appendix F1.

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Our Focus For Upgrades and New Services and Assets Creation & Acquisition objectives will be to: ▪ Fully facilitate and service growth ▪ Achieve and maintain compliance with Levels of Service ▪ Ensure legal and environmental obligations are achieved by effectively mitigating risks.

These objectives will be delivered through the design, acquisition and installation of required stormwater infrastructure

6.7 Upgrades and New Services and Assets Future Cost Requirements The planned upgrades and new services and assets expenditure for the next 10 years is shown in Figure 21 (Capex) and Figure 22 (Opex). Details of the projects and resourcing driving the costs shown in the charts below can be found in Table 43 (Page 89).

Figure 21: New and Upgraded Services and Assets Required Funding (Capex)

Figure 22: New and Upgraded Services and Assets Required Funding (Opex)

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6.8 Project Programme to Deliver Solutions for Stormwater

6.8.1. Project Programme to Deliver Solutions for Stormwater - Levels of Service Key level of service issues for WDC’s stormwater activity focus on: upgrading the pipe network and overland flowpaths to meet RITS requirements over a staged period of time; accommodating the effects of climate change (more frequent intense rainfall events); meeting increasing more stringent water quality requirements and the opportunity to establish stormwater corridors which serve multiple community benefits for recreation, cultural and ecology.

Proposed network improvements include: a strategic review of the three waters business and modelling and master plan updates as per the water supply and wastewater activities.

Specific projects proposed to improve levels of service are: ▪ Township flood hazard mapping – to identify areas at risk of flooding in each township ▪ Districtwide flood studies – to identify district wide areas at risk of flooding and areas impacted for river flooding ▪ Finlay detention ponds – the Finlay/Houchens detention ponds are located on the boundary with Hamilton City Council and were inherited from the Waikato Valley Authority. This project is a continuation of an existing project and comprises of remedial works required to achieve consent compliance and resolution of funding and ownership arrangements. The focus of the project is on the mitigation of stormwater, as opposed to land owner/development issues. ▪ Lakeview Drive stormwater upgrade – upgrade to mitigate localised flooding and meet RITS and consent requirements ▪ Hotspots – LOS upgrades due to network capacity – prioritised upgrade of stormwater network to meet capacity LOS ▪ Hotspots - LOS upgrades for water quality improvements - prioritised upgrade of stormwater network to meet water quality LOS, in particular at Te Koo Utu Lake ▪ Mangaohoi/Mangapiko: Stormwater outfall mitigation - increase resilience and manage discharge into the Mangaohoi and Mangapiko streams network, including mitigate risk of erosion and subsidence ▪ Districtwide comprehensive stormwater discharge consent – renewal of existing districtwide stormwater consent which expires in 2022 ▪ Stormwater consent implementation – allowance for implementation of actions arising from discharge consent, e.g. additional monitoring requirements

6.8.2. Project Programme to Deliver Solutions for Stormwater - Growth (Demand) Drivers which influence the stormwater activity include customer expectations, population growth, changes in settlement patterns and demographics, legislation and environmental factors such as climate change.

Network projects are proposed to service growth cells in Cambridge (including the Hautapu industrial area) and Te Awamutu, and infill development in Kihikihi over the next 10 years. These include the purchase of land for stormwater reserve, which will include swales, ponds and piped networks.

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6.8.3. Project Programme to Deliver Solutions for Stormwater - Renewals Some of the LOS and growth projects mentioned above have a significant renewal component, e.g. Hotspots LOS upgrades to improve capacity. General asset renewals are proposed via a districtwide prioritised renewals programme.

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6.8.4. Project Programme to Deliver Solutions for Stormwater Table 43 lists the proposed projects to maintain and improve the stormwater service from 2021 to 2031. Refer to Appendix F1 for more details about the timing, cost allocation, objectives and expected benefits of each project. Some projects address multiple drivers (LOS, growth and renewals) and the risks associated with managing the service but the key project driver is identified in the first column of the table.

Table 43: Stormwater Projects (Growth, LOS and Renewal) Capital Costs Operational Costs Key Project Capital Project Name Priority Total Capital Total Operational Driver Number Growth LoS Renewal Growth LoS Renewal Timeframe

LOS PR1486 Stormwater Masterplanning and Modelling High $0 $1,319,499 $0 $0 $37,500 $0 $1,319,499 $37,500 21/22 - 30/31 LOS PR2210 Township Flood Hazard Mapping High $0 $325,500 $0 $0 $250,000 $0 $325,500 $250,000 24/25 - 30/31 LOS PR2509 District Wide Flood Studies High $0 $601,959 $0 $0 $541,250 $0 $601,959 $541,250 21/22 - 30/31 LOS PR1894 Finlay Detention Ponds High $0 $1,610,000 $0 $0 $240,000 $0 $1,610,000 $240,000 21/22 - 22/23 LOS PR2312 Lakeview Drive Stormwater Upgrade High $0 $3,707,500 $0 $0 $5,000 $0 $3,707,500 $5,000 21/22 - 22/23 LOS PR2542 Stormwater Hotspots - LOS upgrades due to network capacity High $0 $18,950,000 $0 $0 $0 $0 $18,950,000 $0 21/22 - 30/31 LOS NF Stormwater Hotspots - LOS upgrades due to water quality High $0 $1,000,000 $0 $0 $45,000 $0 $1,000,000 $45,000 21/22 - 22/23 LOS PR2543 Mangaohoi/ Mangapiko: Storm water outfall mitigation High $0 $167,400 $0 $0 $29,000 $0 $167,400 $29,000 21/22 - 30/31 LOS PR2297 Stormwater Consent Implementation High $0 $2,300,000 $0 $0 $1,530,000 $0 $2,300,000 $1,530,000 21/22 - 30/31 LOS PR2074 DW Comprehensive SW Discharge Consent High $0 $26,850 $0 $0 $57,458 $0 $26,850 $57,458 21/22

Growth PR2088 Cambridge North Western Catchment Remedial Works High $400,000 $0 $0 $0 $12,500 $0 $400,000 $12,500 21/22 Growth PR2253 Cambridge Growth Cell SW Development Provision C1 High $5,332,310 $0 $0 $200,000 $0 $0 $5,332,310 $200,000 21/22 - 23/24 Growth PR2441 CB North Construct Western Outlet to the Stream High $46,875 $0 $0 $0 $25,000 $0 $46,875 $25,000 21/22 Growth PR2102 Construct NE Swale High $591,823 $0 $0 $0 $93,750 $0 $591,823 $93,750 21/22 Growth PR2153 Bond Rd SW Swale and Pond High $403,750 $1,721,250 $0 $0 $162,500 $0 $2,125,000 $162,500 21/22 Growth PR2266 Cambridge Growth Cell SW Development Provision C2 & C3 High $25,682,642 $12,085,949 $0 $0 $1,807,364 $0 $37,768,591 $1,807,364 21/22 - 30/31 Growth PR2273 Kihikihi Brown Field SW Works - Infil Development High $926,562 $926,562 $0 $0 $7,000 $0 $1,853,124 $7,000 21/22 - 23/24 Growth PR2549 SW C8 Land Purchase High $11,838,749 $0 $0 $0 $0 $0 $11,838,749 $0 21/22 - 23/24 Growth PR2554 Existing Hautapu Industrial Area Stormwater High $8,452,500 $0 $0 $0 $130,000 $0 $8,452,500 $130,000 22/23 - 23/24 Growth PR2550 C8 SW Reticulation Provision High $16,939,500 $0 $0 $0 $337,500 $0 $16,939,500 $337,500 21/22 - 24/25 Growth NF Cambridge C4 Stormwater Provision High $773,438 $773,438 $0 $0 $37,500 $0 $1,546,876 $37,500 24/25 - 27/28 Growth NF Cambridge C4 Water Reticulation Provision (2028) High $1,393,940 $0 $0 $0 $87,500 $0 $1,393,940 $87,500 24/25 - 25/26 Growth PR2094 Trunk Reticulation Connector Road High $3,339,176 $0 $0 $0 $20,000 $0 $3,339,176 $20,000 21/22 Growth PR2456 Stormwater Land Purchases - C1 High $1,100,000 $0 $0 $0 $0 $0 $1,100,000 $0 22/23 Growth PR2270 Stormwater Land Purchases - C2 & C3 High $9,515,150 $0 $0 $0 $0 $0 $9,515,150 $0 21/22 - 28/29

Renewal PR2337 District Wide Stormwater Network Asset Renewals High $0 $0 $7,439,330 $0 $0 $743,930 $7,439,330 $743,930 21/22 - 30/31

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6.9 Longer Term Projects – Year 11+ The projects required for Stormwater beyond the Long Term Plan scope are shown in Figure 23. These have been separated by community serviced, as the projects are reliant on growth projections and assumptions around stormwater resource consenting requirements. The projects include treatment requirements and network upgrades required to deliver on levels of service across the 20 years from 2031-2051.

Figure 23: Significant costs beyond the 10 year horizon

6.10 Stopping Services and Disposing of Assets

6.10.1. Stopping Services Nothing has been identified

6.10.2. Disposing of Assets Disposal recognises that there are activities and costs associated with the disposal of assets which have reached the end of their useful life. In some situations a residual value exists for the asset and revenue can result from that assets disposal.

Assets are generally identified for disposal as a result of upgrade or renewal of existing assets. As part of the “as built” recognition / capitalisation process any surplus / redundant assets are identified and removed from the asset database and any residual costs adjusted in the financial system.

There are no plans to dispose or cease to maintain any significant portions of the stormwater drainage network. Some sections of pipe may become redundant during renewal or upgrade works. In these cases the asset will be either abandoned in situ or dug up and removed. Iwi aspirations are considered in relevant situations.

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7 Financial Summary

This section contains the financial requirements to deliver on the asset and service programmes identified within this plan, along with other key financial information .

7.1 Financial Requirements – What We Need

7.1.1. Funding Requirements – Summary A summary of the Capex and Opex funding identified as being required is shown in Figure 24. This covers all the costs identified as being required to operate the service previously to the desired service levels. Figure 24: Required Funding - Summary

Capex increases in the first 4 years are mainly associated with growth in Cambridge with some infill in Kihikihi. Increased opex costs reflect the increased level of maintenance and inspection required for new treatment devices, ponds and swales from new developments. Additional opex funding is anticipated to meet the expected requirements related to the renewed stormwater comprehensive consent from 2022..

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7.1.2. Opex Funding Requirements The Opex funding required, split by driver is shown in Figure 25.

Figure 25: Required Opex Funding – Split By Driver

Opex increases are mainly due to the increased level of maintenance and inspection required for new treatment devices, ponds and swales from new developments. Additional opex funding is anticipated to meet the renewed stormwater comprehensive consent requirements from 2022.

7.1.3. Capex Funding Requirements The Capex funding required, split by driver is shown in Figure 26.

Figure 26: Required Funding - Capex

The peaks seen in year 1 and 2 are largely associated with the new residential and commercial subdivisions in Cambridge (growth) and level of service upgrades proposed for Finlay Detention Ponds.

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7.2 Funding Strategy Assets are capitalised in both Assetfinda and Finance1 databases. The two databases are reconciled where at the time of revaluation to ensure the databases match.

Finance1 have a capitalisation cut off value of $500 (meaning no assets less than $500 will be added to Finance1). Assetfinda does not have such a value – all assets are captured.

The funding is either rates funded or loan funded.

The operational and capital expenditure is forecast at the beginning of the year and tracked against the forecast. Monthly reviews of the forecasts are undertaken to ensure they remain current, applicable and to highlight any anomalies.

The figures in this section show several peaks and troughs in terms of financial expenditure. In reality these peaks and troughs will be smoothed out as much as possible by either moving projects forward or back in the work programme to ensure an even spend over time.

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7.3 Assumptions Behind Financial Forecasts The key assumptions and the associated risks relating to the financial forecasts are detailed in Table 44. These are taken from the Assumptions section of the LTP document.

Table 44: Key Assumptions and Related Risks Assumption Risk Price level changes increase significantly from those used in preparing the work programmes The cost of future projects included in this and associated budgets. Higher costs could result plan will be consistent with the Business and in additional funding being required to maintain Inflation Rates Economic Research Limited (BERL) ‘mid- the existing levels of service. Higher costs relating scenario’ projections for the local to capital expenditure could result in higher debt government sector. levels and increased operating costs from interest expense leading to increases in rates. Interest rates will increase significantly from the rates used in preparing this plan which would Interest rates will track in line with the increase costs for Council. This could have an Interest Rates projections prepared by our financial impact on rates increases, future borrowing advisors. requirements, and on our ability to deliver the agreed work programmes. Our land and buildings will be revalued If actual valuations are different to that every three years, our roads and three predicted, we will need to reflect this in our waters will be revalued every second year, Statement of Financial Position. There will be and investment properties will be revalued Asset Costs impact on the level of depreciation in the annually and the valuations will be Statement of Comprehensive Revenue and consistent with the Business and Economic Expense and funding through rates and user fees Research Limited inflated values outlined in and charges. our Inflation assumption Actual asset lives are shorter than expected resulting in unbudgeted remedial maintenance costs and/or earlier than expected asset renewal. The useful lives of assets are revised as part A service failure may also occur if the asset of the cyclical revaluation process for each unexpectedly fails. Early renewal of assets will Asset Lives asset class where infrastructure assets are also result in a shortfall in the depreciation normally revalued two yearly and buildings funded to “replace” the asset. every three years. Actual asset lives may be longer than expected. This could result in funding of unnecessary renewal budgets. Growth projection data is based on the 2016 projections for all the territorial authorities If future growth varies significantly from our of the Waikato by the National Institute of assumptions, our ability to fund and deliver the Demographic and Economic Analysis agreed work programmes in a timely manner is (NIDEA) of the University of Waikato (UoW), likely to be seriously affected. Should actual which were also used for the 2018-28 Long growth be less than forecast, a risk is we build Growth & Term Plan. Waipa District Council is infrastructure without being able to recover costs Demand continuing to use the ‘medium’ projection quickly via Development Contribution revenue. (rather than low or high) as the best fit Should growth be higher than expected, there is projection to accommodate the short term both a construction inflation risk and a risk that ups and downs of the property development we will struggle to procure resource to deliver cycle, and to help take into account some of against demand.. the unknown future effects of the Covid-19 pandemic.

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Assumption Risk No significant emergency events (natural disasters) affecting our district will occur during the period of this plan, that cannot be funded out of the budgetary provisions No significant or met by insurance arrangements. That A significant emergency event occurs during the emergency 60% of the costs associated with damage to period which Council cannot afford to fund event Council’s underground infrastructure assets within the current budgets from a significant emergency event, will be provided by the Government for the portion of the cost of damage in excess of $10 million. That Council will be able to maintain its level of service during a global crisis or pandemic, with sufficient systems and procedures in The effect of a crisis or pandemic on the council Global crisis or place to ensure business continuity, and that will be greater than assumed, and levels of pandemic Council will be able to adequately resource service will be significantly affected. and support any Emergency Management response in the event of a global crisis or pandemic.

For details of the inflation and interest rates see Appendix H1 and Appendix H2.

7.4 Financial Forecasts Confidence The confidence levels in the Financial Forecasts are shown in Table 45. The Confidence Grades have been assessed using the IIMM 2015 grading systems (see Appendix H3 for details). The overall data confidence level is ‘B’ or reliable.

Table 45: Financial Forecast Confidence Level Activity Confidence % Total Grade Justification Budget Needs Operational Expenditure B 29.1% Projected from age based assessment and local Renewals B knowledge, supported from some condition 4.0% assessment of assets approaching renewal Capital LOS B 24.7% Expenditure Capital Expenditure relating to growth has been Growth B well established with clear links to Growth 42.2% Strategy Documents Overall B 100%

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8 AM Improvement

This section summarises the level of current and desired Activity Management (AM) practices along with a programme to deliver and monitor improvements.

8.1 Assessing AM Maturity A maturity assessment system was developed by the DIA based on the IIMM 201521 to help organisations understand current practices and the gap to desired practices.

For assessment of AM maturity each AM activity area is individually assessed, Table 46 lists the AM activity areas. A score (from 0 to 100) is given for each asset management area based on the current status, that score is then used to determine the maturity rating as per Diagram 3. Scores are typically discussed and agreed at onsite workshops with the independent assessors and require rationale and evidence to support them.

Table 46: Asset Management Maturity - AM Activity Areas AM Activity Area AM Policy Development Level of Service & Performance Management Understanding Requirements Demand Forecasting Asset Register Data Asset Condition Decision Making Risk Management Lifecycle Planning Operational Planning Capital Works Planning Financial and Funding Strategies AM Teams AM Plans Management Systems AM Enablers Information Systems Service Delivery Mechanisms Improvement Planning

Diagram 3: Asset Management Maturity Index

Aware Basic Core Intermediate Advanced 0-20 21-40 41-60 61-80 81-100

21 International Infrastructure Management Manual 2015, Table 2.1.2, Page 2/7

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8.1.1. Our AM Maturity The level to which WDC aims to operate its Asset Management System and undertakes AM activities is specified in Council’s Asset Management Policy.

For stormwater management the desired level is set at Core overall. It is acknowledged that within an activity area the appropriate AM practices may differ between both asset groups and AM area. A lower or higher AM approach being more appropriate depending on that asset groups risk level and value. The desired levels are shown along with that currently being achieved22 in Figure 27.

Figure 27: AM Maturity Levels – Desired and Achieved

22 The AM level currently being achieved has been taken from the Tonkin & Taylor report Asset Management Gap Analysis and Improvement Projects (ECM 7375504).

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8.2 Improvements We Achieved Table 47 summarises the improvement items identified in the 2018 AMP and notes progress to date against those improvements.

Table 47: Summary of Previous Improvement Items and Progress to Date AM Improvement Original Progress to Carry Previous Improvement Item Activity Area Type23 Timeframe date Forward? Not yet Update stormwater catchment plans Project 21/22 Yes started Understanding Flood Hazard Mapping Project 19/20 Complete No Requirements Record update – Asset Condition BAU Ongoing Progressing Yes Data AM Enablers Review of Procurement Strategy BAU 19/20 Completed No Lifecycle There is no Business Continuity Plan Improvement 2018-2020 No Progress Yes Planning specific to Stormwater Project

8.3 Asset Management Planning Review – KPMG Audit In late 2019, KPMG carried out an internal audit of Council’s asset management planning frameworks and systems. Overall WDC was rated as “Developing”. While the review found some good practices and a genuine desire for improvement in each activity area assessed, overall they assessed that WDC’s asset management planning is limited by:

▪ an ineffective approach to governance ▪ persistent resource shortages and staff churn ▪ an absence of a documented asset management framework ▪ teams operating varied approaches of differing efficiency and effectiveness, and generating different outcomes.

A number of actions were suggested to improve asset management and better embed it into WDC’s activities. These include executive group leadership, a single point of accountability and a documented asset management framework and system.

To address the report’s findings an Activity Management Planning: Organisational Improvement Project Control Group (PCG) has been established. The intention is that this PCG will demonstrate leadership, formulate vision, and champion the development, implementation, and continuous improvement of a formalised activity management framework across the organisation. That framework will support clear governance and a consistent approach to activity management planning to maximise efficiency, effectiveness, consistency, and sustainability of outcomes. As addressing these shortfalls will be done at a corporate level further details such as any projects and costs are not covered within the individual AMPs.

23 See 8.4.3 for explanation of improvement types.

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8.4 Our Improvement Programme

8.4.1. Identifying Our Improvement Needs Improvement needs are identified in several ways. These are detailed below: ▪ Staff knowledge of and feedback on AM issues ▪ Issues arising from the AMP peer review24 ▪ Improvement projects identified by Tonkin & Taylor Ltd25 to reduce the gap between current and desired AM practices.

8.4.2. Prioritising Our Improvement Needs Identified improvements have been given one of three prioritisation rankings (High, Medium or Low); the prioritisation takes into account the merits of each item in relation to: ▪ Addressing the largest gaps in AM planning first ▪ Level of risk associated with the issue the project is intended to address ▪ Degree to which efficiencies can be gained through undertaking complimentary improvement projects at the same time; both within this service area and across service units where similar improvements are required ▪ Projects which represented ‘low hanging fruit’ ▪ Budget/resource availability

8.4.3. Approach to Delivering Improvements The improvement items are split into 2 response types: ▪ Improvement – BAU o The action will be delivered through a through a BAU change ▪ Improvement – Project o The action will be delivered through a specific improvement project

24 Tonkin & Taylor (2020), Review of Draft Asset Management Plans (ECM 10363132) 25 Tonkin & Taylor (2017), Asset Management Gap Analysis and Improvement Projects (ECM 7375504).

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8.4.4. Future Programme of Improvements Table 48 details the actions proposed for improving the accuracy and confidence of the services AM.

Table 48: Proposed Improvement Programme Improvement Additional Maturity Category26 Project Name Priority28 Timeframe Type27 Costs - Opex Township Flood Hazard mapping: To inform forward planning of Improvement 2024/25 to 25/26 High $575,500 renewals and upgrades Project 2029/30 to 30/31 2021/22 Improvement District Wide Flood Studies High 2024/25 to 26/27 $1,143,209 Level of Service Project 2029/30 to 30/31 & Performance Management Create a new category in CRM system and start record complaints of Improvement Within existing Medium Ongoing blockages with causes BAU budgets To be scoped, Update Water and Sanitary Services Assessment (WASSA): review of Improvement High 2022/23 Council-wide public health issues for stormwater services district wide Project document Understanding Improvement Within existing Requirements Review/update formal service level agreements as and when required Medium 2022/23 BAU budgets Asset Register Quality of asset information: Review of existing data quality and Improvement Medium 2021/22 To be scoped Data creation of an improvement plan BAU Improvement Stormwater criticality assessment: For overland flow paths Medium 2023/24 To be scoped Project Condition Assessment and Maintenance of Exposed pipes on Bridge Improvement Structures, understand criticality of pipe and bridge structure to ensure Medium 2022/23 To be scoped BAU Asset Condition alignment of AM Strategy DW SW Pipe Condition & Asset Assessment & CCTV: Schedule Improvement Medium 2021/22 $1,210,708 maintenance and renewals plan BAU

26 See Table 46 for further detail on maturity category 27 See 8.4.3 for explanation of improvement types. 28 See 8.4.2 for explanation of priorities

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Improvement Additional Maturity Category26 Project Name Priority28 Timeframe Type27 Costs - Opex Implement condition assessment schedule: Expected to include Improvement Within existing inspection of manholes, structures, and more refined inspection of Medium 2021/22 BAU budgets gravity pipes DW Stormwater Modelling and Master Planning Maintenance and Improvement High Ongoing $1,356,999 Updates Project Improvement 2022/23 DW Catchment Management Planning High To be scoped Project (consent) Decision Making Improvement Optimise planned maintenance programmes Medium 2023/24 To be scoped BAU Improvement Renewals Strategy Medium 2022/23 To be scoped BAU Supplier Agreements - Preferred panel of contractor and supplier: Improvement Medium 2022/23 To be scoped Create procurement strategy for suppliers and contractors BAU 3rd Party Agreements - Put in place process and formalised agreements Improvement Medium Ongoing To be scoped in line with best practice procurement Project Lifecycle Risk New statutory requirements, plans and policies: Ensure regular Planning Management Improvement To be scoped as involvement and awareness of regulatory/statutory forums so that any High Ongoing BAU they arise updates are effectively planned for Improvement Within existing Stormwater assets ownership review Medium 2024/25 Project budgets Improvement Changes to processes i.e. Resource consent condition High 2021/22 Unknown BAU Develop ability to differentiate Opex and maintenance, and reactive and Improvement Within existing Medium 2022/23 Operational proactive maintenance. BAU budgets Planning Develop planned maintenance programmes for the rural drainage Improvement Within existing Medium 2021/22 network. Document access issues for further investigation BAU budgets Improvement Within existing Identify and document critical processes High 2022/23 BAU budgets Improvement Medium 2027/28 Within existing AM Enablers AM Teams Identify and document non-critical processes BAU budgets

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8.4.5. Monitoring and Review An Improvement Programme progress update will be provided to the Activity Management Planning – Organisational Improvement PCG at a frequency to be decided. This will be the responsibility of the Strategic Planning and Asset Team Leader. Each improvement project or initiative will have a role responsible assigned with target dates for completion, budgetary and resource requirements.

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Impact of LTP Funding Provision

Stormwater Management Activity Management Plan 2021

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9 Impact of LTP Funding Provision

This section summarises the level of funding allocated to the service in the LTP and, where that is less than desired the impact of that upon the service.

9.1 LTP Financial Landscape

One of the challenges in the development of the 2021-31 LTP has been ensuring affordability. The following factors are driving the challenges around affordability:

▪ Significant forecast decline in non-rates revenue due to the impacts of COVID-19. ▪ Increased risk of reduced growth with consequential reduction in growth related revenue. ▪ Due to COVID-19 experts are forecasting significant negative economic and social impacts on the communities of Waipa with years 1 to 3 of the LTP likely to be when we experience the most significant impacts of the economic recession. Given this we need to keep rates as low as possible in Years 1 to 3. ▪ There are new regulatory compliance standards that have imposed significant additional costs on Council. ▪ The district has experienced significant growth, much higher than that forecast in the 2018-28 LTP. Consequently growth spend in 20/21 has been much higher than planned which has exacerbating Council’s debt to revenue issue.

Early financial modelling for the 2021-31 LTP indicated a capital works programme that would: ▪ Push debt to unaffordable levels. ▪ Raise Council’s debt to revenue ratio significantly above Waipa District Council’s approved level, and indeed above what are considered to be acceptable levels. ▪ Generate high levels of rate increases.

To address these issues Council has taken the following actions: ▪ Review of Council’s debt to revenue ratio with a proposed increase to 250% to accommodate a rational capital works programme whilst staying within prudent limits. ▪ Review of the proposed capital works across all activity areas with a particular focus on: o High costs projects o Discretionary projects o Reviewing the timing of projects

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9.2 Required Funding and LTP Funding Provision Comparison The following pair of charts (Figure 28 and Figure 29) show the required Opex and Capex funding (as identified in the main body of this document) alongside the funding allocated to the service in the 2021 LTP.

Figure 28: Required Funding and LTP Budgeted Funding – Opex

The chart above comprises business as usual opex, operational projects and operational costs associated with capex. Opex budgets have been reduced resulting in a gap between the funding required and budgeted. There is an increased risk that existing levels of service will not be met.

Figure 29: Required Funding and LTP Budgeted Funding - Capex

The chart shows overall that there is a gap between required funding and budgeted LTP funding. The anomaly in year one is largely due to the bringing forward of several Cambridge growth cells, allowing for land purchases and infrastructure in those areas.

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A reduction in capital budget has been acknowledged, meaning there is greater risk that the projects will cost more than currently budgeted for. There has also been an overall 40% reduction in capital renewal investment.

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9.3 Projects – Reduced Funding and/or Delayed Projects funded within the 10 year window of the 2021 LTP but which have been funded at a reduced level to that requested and /or have been delayed are listed in Table 49. The table also provides commentary on the impact on the service, including any increase in risks, associated with the reduced funding and/or delay. Table 49: Reduced Funding and/or Delayed

Project Required Funding 2021 LTP Funding % Timing Project Name Impact On Service Number (Capex & Opex) (Capex & Opex) Decrease Delay PR2210 Township Flood Hazard Mapping $575,500 $450,500 22% - Stormwater Hotspots - LOS upgrades due to PR2542 $18,950,000 $5,000,000 74% - The capital expenditure budget has been reduced from what was network capacity included in the Master Plan by reducing the level of contingency funding. This means there is a greater risk of projects costing PR2074 DW Comprehensive SW Discharge Consent $84,308 $57,462 32% - more than budgeted. If this was to occur, then the projects will Cambridge Growth Cell SW Development need to be reprioritised to fit within the overall programme PR2266 $39,575,955 $21,166,716 47% - budget. That means some capital projects may be delayed, Provision C2 & C3 rescoped or additional capital expenditure budget allocated via PR2554 Existing Hautapu Industrial Area Stormwater $8,582,500 $6,877,000 20% - the Annual Plan process. PR2550 C8 SW Reticulation Provision $17,277,000 $13,889,100 20% - The 2021 AMPs indicated that $8.1m would be required to provide for planned renewals of the stormwater service over the next 10 years. Following a review, with affordability and risk appetite in mind, the proposed budget was reduced by more than 29% to $5.7m. Although this is less than what was included in the AMP it is still more than what was budgeted in the last LTP. Council will implement a more targeted approach to renewals which will prioritise activity based on asset criticality, condition, District Wide Stormwater Network Asset performance and affordability (budgets) rather than average PR2337 $8,183,260 $5,770,170 29% - design life alone. The effects on LoS are minimised by prioritising Renewals the renewal of critical and poorly performing assets. The targeting of renewals does mean Council is accepting more risk that failures may occur. However, this risk is somewhat mitigated by the relatively young age of the overall infrastructure, Council’s programme of monitoring asset condition and the likely time before the increased LoS in response to climate change will be necessary. The costs of the renewals are not being avoided but deferred until they are necessary.

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9.4 Projects - Unfunded Proposed projects which have not been funded at all within the 10 year window of the 2021 LTP are identified in Table 50. The table also provides commentary on the impact on the service, including any increase in risks, associated with the reduction in funding for the projects.

Table 50: Projects – Unfunded

Project Required Funding Project Name Impact On Service Number (Capex & Opex) PR1894 Finlay Detention Ponds $1,850,000 Stormwater projects to address stormwater flooding risks (LoS) identified in the PR2312 Lakeview Drive Stormwater Upgrade $3,712,500 Master Plan have not been included the proposed 2021-31 LTP due to uncertainty about the exact LoS that will be required for existing networks. - Stormwater Hotspots - LOS upgrades due to water quality $1,045,000

PR2297 Stormwater Consent Implementation $3,830,000 Further understanding of stormwater consent requirements will be better known PR2088 Cambridge North Western Catchment Remedial Works $412,500 when the new stormwater discharge resource consent is obtained from Waikato Regional Council in 2022. PR2102 Construct NE Swale $685,573

PR2273 Kihikihi Brown Field SW Works - Infill Development $1,860,124 Council is also in the early stages of the journey to understand asset condition, - Cambridge C4 Stormwater Provision $1,584,376 flood hazards and the impacts of climate change. Delaying additional stormwater - Cambridge C4 Water Reticulation Provision (2028) $1,481,440 projects until the 2024 LTP will allow us to obtain better information to understand what is required to comply with stormwater requirements, such as the Healthy PR2270 Stormwater Land Purchases - C2 & C3 $9,515,150 Rivers Plan change to implement the Waikato River Vision and Strategy and improve regional water quality and the NPS Freshwater.

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Appendices

Stormwater Management Activity Management Plan 2021

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Appendices

Appendix A - Planning & Regulatory Framework: Supporting Information ...... 111 A1 Local Government Act – Local Government Role...... 111 A2 Legislative Requirements – Stormwater Management Specific ...... 111 Appendix B – Levels Service: Supporting Information ...... 112 B1 Our Past Performance – Performance Measures Results ...... 112 B2 Benchmarking With Comparable Councils ...... 114 B3 Establishing Our Future Levels of Service ...... 115 B4 Choosing Performance Measures ...... 116 B5 Technical Performance Measures and Future Targets...... 117 B6 Three Waters Masterplan - Potential Future Changes to Performance Measures - Review of Existing Measures ...... 118 B7 Three Waters Masterplan - Proposed Changes to Performance Measures – Additional Measures ...... 118 Appendix C – Managing Demand: Supporting Information ...... 119 C1 Population Growth Projections by Area (2013-base projections) ...... 119 C2 Rainfall Data ...... 120 Appendix D – The Assets We Own: Supporting Information ...... 123 D1 Asset Data Reliability Confidence Grades ...... 123 D2 Asset Criticality ...... 124 D3 Waipa DC’s Asset Management Information System ...... 128 Appendix E – Risk Management: Supporting Information ...... 129 E1 Risk Register Guidance ...... 129 E2 Risk Register ...... 133 Appendix F – Managing Our Services and Assets: Supporting Information ...... 141 F1 Project Details 2021 – 2031 ...... 141 F2 Projects – Business Case References ...... 146 Appendix G – Resourcing Requirements: Supporting Information ...... 147 G1 Resourcing Requirements ...... 147 Appendix H – Financial Summary: Supporting Information ...... 149 H1 Inflation Rates ...... 149 H2 Interest Rates ...... 149 H3 Forecast Reliability Confidence Grades ...... 150

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Appendix A - Planning & Regulatory Framework: Supporting Information

A1 Local Government Act – Local Government Role The Local Government Act and its relevance to the Stormwater Treatment and Disposal Service and the need for good activity/asset planning are detailed below:

The purpose of local government as defined in Part 2 of the LGA is as follows:

10 Purpose of local government (1) The purpose of local government is— (a) to enable democratic local decision-making and action by, and on behalf of, communities; and (b) to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future.

Therefore Council is required to ensure that all infrastructure and services are delivered in a way that promotes social, economic, environmental, and cultural well-being for both current and future users.

A2 Legislative Requirements – Stormwater Management Specific

Table 51: Stormwater Specific Legislation Legislation Impact Upon Council Activity Provides the legal framework under which WDC controls work WDC Stormwater Bylaw 2019 conducted on open drains, and the stormwater reticulation system, and the discharge of water into these systems.

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Appendix B– Levels Service: Supporting Information

B1 Our Past Performance – Performance Measures Results

Table 52: Past Customer Performance Measures

Current The Service We Provide How we measure success 2017/18 2018/19 2019/20 Target The number of complaints received about the performance of the stormwater ≤10 7.32 3.88 3.12 system.29 [M] Number of Abatement notices [M] 0 0 0 0 Provision of a safe and reliable Compliance with the resource Number of Infringement notices [M] 0 0 0 0 stormwater system which consents for discharge from the 30 Number of Enforcement orders [M] 0 0 0 0 minimises flooding and stormwater system. environmental impact, in a way Number of Convictions [M] 0 0 0 0 that is most cost-effective. The number of flooding events in the district.31 [M] ≤5 0 0 0 For each flooding event, the number of habitable floors affected.32 [M] ≤0.09 0 0 0 The median response time (hours) to attend a flooding event from the time that 2 - - - notification is received.33 [M] [M] = DIA mandatory measure [NA] = Data is not available

29 Full wording of mandatory measure is: The number of complaints received by a territorial authority about the performance of its stormwater system, expressed per 1000 properties connected to the territorial authority’s stormwater system. 30 Full wording of mandatory measure is: Compliance with the territorial authority’s resource consents for discharge from its stormwater system, measured by the number of: (a) abatement notices; and (b) infringement notices; and (c) enforcement orders; (d) successful prosecutions, received by the territorial authority in relation to those resource consents 31 Full wording of mandatory measure is: The number of flooding events that occur in a territorial authority district. 32 Full wording of mandatory measure is: For each flooding event, the number of habitable floors affected (expressed per 1000 properties connected to the territorial authority’s stormwater system). 33 Full wording of mandatory measure is: The median response time to attend a flooding event, measured from the time that the territorial authority receives notification to the time that service personnel reach the site.

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Table 53: Past Technical Performance Measures

Service we provide How we measure success Current Target 2009-2012 2012-2015 2015-2018

Number of contaminants - high values No high levels Compliance from the test results on the samples of of [NA] [NA] [NA] stormwater discharge contaminants Tree Roots [NA] [NA] [NA] Provision of a safe and reliable stormwater system which Fats & Oils [NA] [NA] [NA] minimises flooding and Number of blockages due to Inorganic Materials <80 [NA] [NA] [NA] environmental impact, in a Asset Failure & Damage [NA] [NA] [NA] way that is most cost- effective. Unrecorded [NA] [NA] [NA] Connections & Gravity mains 1 [NA] [NA] [NA] Importance Level (IL) of Treatment Devices 3? [NA] [NA] [NA] stormwater assets Outfall Structures 3? [NA] [NA] [NA] [M] = DIA mandatory measure [NA] = Data is not available

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B2 Benchmarking With Comparable Councils The Water New Zealand National Performance Review (NPR) provides an overview of how New Zealand’s water providers are performing on an annual basis. Waipa has been classified as a medium sized service provider, servicing between 20,000 and 90,000 connections to water and wastewater services, (i.e. a property with both water and wastewater services would be counted as two), as per the 2018-19 Waipa District Council NPR report (ECM 10119729).

The following performance markers were highlighted in the summary of the document:

Performance Measures to celebrate Performance Measures requiring reflection Reporting inaccuracies to be reviewed: ▪ Operating expenditure: Large variation in operational expenditure across each of the networks in the previous two years suggest inconsistencies in recording. Reported stormwater operational ▪ Waipa regarded most of its data to expenditure in 2018/19 was particularly low, equating to just $10.13 be highly reliable or reliable per property serviced. ▪ Operational revenue for stormwater: A sharp decline in 2018/19 from previous years revenue levels suggest inaccuracies in reporting of these figures. In 2018/19 stormwater revenue was reported as $46,000, down from $3,802,000 in 2017/18. 2018/19 reported revenue is insufficient to cover network costs.

It should be noted that the NPR focusses strongly on water and wastewater systems, as stormwater has fewer overall performance measurements.

Medium sized provider: Performance Measurement Waipa District Council Group median Public Health and Environmental Dry weather overflows per 1000 wastewater 1.005 0.218 properties serviced Wet weather overflows per 1000 connections to the 0.108 0.364 wastewater network (verbal reporting) Customer Focus Stormwater complaints per 1000 properties serviced 4.30 3.59 Average annual residential charges for stormwater $206.32 $329.21 ($/year) Economic Sustainability Annual stormwater revenue per property serviced $181.99 $181.99 Stormwater operational expenditure per property $82.74 $10.13 Stormwater capital expenditure per property $100.16 $376.21 Reliability Average age of stormwater pipelines (years) 35.00 26.8

Further detail is contained within the NPR Waipa District Council Report (ECM 10119729)

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B3 Establishing Our Future Levels of Service The high-level direction on desired levels of service for the 2021-31 LTP period was confirmed with Council in a series of workshops during June and July 2019. The desired direction is shown in Diagram 4.

Diagram 4: Levels of Service – Desired Direction Stormwater Drainage

2017 LOS 2017 Direction 2019 LOS 2019 Direction Service Area Performance from Councillors Performance from Councillors

No change to desired LOS; Action required Urban to achieve it

Rural No change to desired LOS

Key Direction From Councillors

No change to desired LOS Decrease desired LOS Increase desired LOS

Actual LOS Performance LOS below desired level At Current desired level Below desired level but being increased

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix B – Levels Service

B4 Choosing Performance Measures Performance measures were chosen which gave an indication of how we are performing in relation to the level of service. Performance measures which were chosen had to be measurable in order to be able to measure and report on performance in relation to LOS. Table 54 and Table 55 summarise the performance measures chosen and the justification used.

Table 54: Choosing Performance Measures – Customer How we measure success Why is this a good measure The number of complaints received about the The number of complaints received gives us an performance of the stormwater system. indication of the quality of service we are providing Compliance with Number of Abatement notices This performance measure indicates the extent to which the resource Council is meeting resource consent requirements to consents for Number of Infringement notices prevent harm to the environment. This means how well discharge from the Number of Enforcement orders Council is meeting the environmental impacts of the stormwater stormwater system system. Number of Convictions It is important that our stormwater system is reliable and that the scale of any flooding events are minimised, The number of flooding events in the district. as these events can have potential consequences for our residents and our community amenities This performance measure indicates how effective a For each flooding event, the number of habitable floors stormwater system is in providing an appropriate level affected. of protection and how well it is being managed. This measure shows how quickly Council responds when The median response time (hours) to attend a flooding there is a problem with the stormwater system, and event from the time that notification is received. how quickly the problem is resolved.

Table 55: Choosing Performance Measures – Technical How we measure success Why is this a good measure This performance measure indicates the extent to which Number of contaminants - high values from the test Council is meeting resource consent requirements to results on the samples of stormwater discharge (based prevent harm to the environment. This means how well on WRC stormwater quality guidelines) Council is meeting the environmental impacts of the stormwater system. Number of blockages due to tree roots, fats and oils, Understanding the cause of blockage can help us tailor inorganic material, asset failure and damage including our future operations and maintenance programmes to unrecorded causes. reduce the re-occurrence of a blockage Connections & Gravity mains The ability of a structure to withstand seismic loads depends on its importance level, as defined by the Importance Level (IL) Treatment Devices AS/NZS 1170.0:2002. Seismically resilient gives guidance of stormwater assets on design and installation of new utilities to provide an Outfall Structures acceptable level of resilience.

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix A - Planning & Regulatory Framework

B5 Technical Performance Measures and Future Targets Our potential future technical performance targets are identified in Table 56. These measures and targets support the delivery of the intended LOS. Customer focused performance measures and targets are covered in Section 2.6.

Table 56: Future Potential Technical Performance Measures Result for Performance Target The Service We Provide How we measure success 2019/20 2021/22 2022/23 2023/24 2024-31 Number of contaminants - high values from the test results on the No high No high No high No high No high samples of stormwater discharge (based on WRC stormwater quality values values values values values guidelines) Tree Roots Unknown <80 <80 <80 <80 To ensure the adverse effects of stormwater run-off Fats & Oils Unknown <80 <80 <80 <80 and flooding on the Number of blockages due to Inorganic Materials Unknown <80 <80 <80 <80 community and the Asset Failure & Damage Unknown <80 <80 <80 <80 environment are minimised. Unrecorded Unknown <80 <80 <80 <80 Connections & Gravity mains 1 1 1 1 1 Importance Level (IL) of Treatment Devices Unknown 3 3 3 3 stormwater assets Outfall Structures Unknown 3 3 3 3

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix B – Levels Service

B6 Three Waters Masterplan - Potential Future Changes to Performance Measures - Review of Existing Measures The Waipa District Council Three Waters Masterplan (Beca, 2020 – ECM 10385789) reviewed Council’s existing performance measures against industry best practice and similar local authorities. Table 57 below reviews each performance measures and outlines any recommended changes or additions. Table 57: Review of Performance Measures Existing Measures Recommended changes/additions Comments Flooding The number of flooding events in the district ▪ <5 target remains appropriate, however further define event depending on ▪ Alternative measures (events < 1%) may better reflect ‘system adequacy’ Customer For each flooding event, the number of habitable floors (including basements) hazard assessment results (WSP Opus) for not only 1% (‘extreme’) but also 50% related to safety to wider range of users and property types. Some habitable affected (per 1000 properties connected) + 10% less extreme events floors may flood in <1% event ▪ New ‘primary’ infrastructure designed to cope with 10% AEP (commercial, ▪ As per the RITS LOS for residential property is to design stormwater infrastructure to cope with a industrial and residential), secondary as previous (1% AEP). ▪ 1D/2D modelling will identify high flood risk areas – need to check against Technical 20% (AEP), whereas the level of protection for residential floors is for a 1% AEP. ▪ Keep existing at 50% AEP for existing brownfields development unless flood operational experience. hazard is considered to be present. This should be based on a V x D assessment. ▪ WDC has not yet had a 1%AEP rainfall event Customer Satisfaction ▪ No change – complaint targets are appropriate and include both surface The number of complaints received about the performance of the stormwater flooding as well as pollution from outlets Customer system ▪ Current targets are appropriate, however monitoring of additional outlets Compliance with the resource consents for discharge from the stormwater system (currently only 4) to support future global consent (2022) maybe required The cause of a stormwater blockage in terms of: tree roots fats and oils ▪ Appropriate measure as majority of customer complaints relate to blockages Technical ▪ No change inorganic material (catchpit or pipe) asset failure and damage unrecorded Response ▪ Targets based on % of requests linked to response times ▪ 2hr to site and 6 hrs to solve problem is appropriate – however, potential to The median response time (hours) to attend a flooding event (problem effecting ▪ Recommend consideration be given to definitions that could support the include other measures such as % of urgent/non-urgent requests responded to Customer habitable floor) from the time that notification is received to time personal reach performance measure. within 2 hrs – could vary between small village and larger town site ▪ Define ‘problem’ – WDC use ‘blockage’ however also could be capacity ▪ 6 hrs to resolve problem, depends on the problem. exceedance or system fault Compliance Number of contaminants - high values from the test results on the samples of ▪ Appropriate measure related to typical contaminant profile for urban runoff as Technical ▪ No change stormwater discharge. set by WRC in the consent conditions Seismic Resilience Improve the level of community preparedness and awareness of risks through the Customer roll out of the CDEM education plan. As Per Civil Defence Emergency Management ▪ No change ▪ Not affected by masterplan Act, 2002 Importance levels refer to structures. Recommend WDC consider using %Annual Probability of Exceedance for pipelines with serviceability limit state (SLS) as per NZS11470 part 5: ▪ For non-structures it is more technically correct to refer to a seismic event ▪ For 50 year seismic design life: ▪ Adopting a SLS for the seismic event links the seismic design to a level of service ▪ Existing assets – recommend WDC identify critical assets and assess seismic Technical Build to importance level (IL) as defined by the building code NZ ▪ IL 1 is 1/100 APE ▪ IL 2 is 1/500 APE resilience ▪ IL 3 is 1/1,000 APE ▪ New assets – recommend WDC consider seismic resilience requirements on a ▪ IL 4 is 1/2,500 APE case by case basis referring to existing assets ▪ SLS 1 – continuous service ▪ SLS2 – small period of loss of service

B7 Three Waters Masterplan - Proposed Changes to Performance Measures – Additional Measures The Waipa District Council Three Waters Masterplan, 2020 did not recommend any future new performance measures beyond those identified in the tables above.

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix C – Managing Demand

Appendix C – Managing Demand: Supporting Information

C1 Population Growth Projections by Area (2013-base projections) Figure 30 shows the projections for population for the district split into the towns and villages, and the remainder of the district. Figure 31 shows the projected increase in population as a percentage of the 2013 number. In terms of increase both as a percentage and in real terms Cambridge’s growth projected to be far greater than that for any other area.

Figure 30: Projected Population by Area (2016 Projections)

Figure 31: Projected Increase (%) in Population by Area (2016 Projections)

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix C – Managing Demand

C2 Rainfall Data The following rainfall data supports the information in Section 3. This information will be updated annually to inform stormwater modelling.

Table 58: Total Rainfall Data - Te Tahi Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 89 190 239.5 95 67 22.5 134 219.5 75.5 157.5 171.5 2018-2019 139 184.5 47.5 79.5 80.5 254 14.5 63

Table 59: Total Rainfall Data - Papesch Road Pump Station Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 57.5 104.5 182.5 96 69.5 23 90.5 200.5 63.5 104.5 103.5 2018-2019 132.5 118.5 49.5 82 83.5 205 27.5 15 27 61.5 43 67.5

Table 60: Total Rainfall Data - Ohaupo Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 69.5 159 164.5 91.5 80 8 114 175.5 60.5 116 151 2018-2019 133.5 134.5 55 80 89.5 78.5 31.5 17 43.5

Table 61: Total Rainfall Data - Rolleston Street Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 65 100.5 192 98 61 42.5 103.5 209.5 36.5 89 144 2018-2019 130.5 125.5 52.5 77 77.5 236.5 34 18.5 27.5 84.5 73.5 82.5

Table 62: Total Rainfall Data - Karapiro Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 70.5 147 172 78 67 10.5 139.5 179.5 85 125.5 141 2018-2019 125 150 44 87 103 268.5 20 15 51.5 90.5 76.5 20

Table 63: Total Rainfall Data - Alpha Street Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 87.2 183.6 208.4 92 74.8 20.2 153.2 186.2 84 141 148.8 2018-2019 142 177.8 53.2 92.2 96.6 342.4 18 19.6 68 102 79.4 78.2

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix C – Managing Demand

Table 64: Total Rainfall Data - Taylors Hill Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 94.5 145.5 129.5 105.5 65 23 158.5 230 59 214.5 159.5 2018-2019 150.5 188.5 67 61 84.4 184 27.5 11.5 56.5 155 133 116

Table 65: Total Rainfall Data - Watkins Road Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 30.6 33.4 81.8 51 30.2 31 85.4 187.4 30.8 81.2 21.6 2018-2019 96.6 96.8 21.6 50.8 15.2 4.4 5.6

Table 66: Rainfall Data - Minimum Monthly Rainfall Minimum Monthly Rainfall (mm) Year Te Tahi Papesch Ohaupo Rolleston Karapiro Alpha Taylor Watkins 2017-2018 22.5 23 8 36.5 10.5 20.2 23 21.6 2018-2019 0.5 15 17 18.5 15 18 11.5 4.4

Table 67: Rainfall Data - Maximum Monthly Rainfall Maximum Monthly Rainfall (mm) Year Te Tahi Papesch Ohaupo Rolleston Karapiro Alpha Taylor Watkins 2017-2018 239.5 200.5 175.5 209.5 179.5 208.4 230 187.4 2018-2019 184.5 205 134.5 236.5 268.5 342.4 188.5 96.8

Table 68: Highest Daily Rainfall - Te Tahi Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 44 38 35 17.5 28.5 13 33.5 52 24.5 62.5 24.5 2018-2019 27.5 31 18.5 20.5 29.5 54.5 10 23.5

Table 69: Highest Daily Rainfall - Papesch Road Pump Station Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 22 19.5 29.5 18 21.5 10 21.5 49.5 24 37 28 2018-2019 30 24 15 17 15.5 56.5 21 10 9.5 23 14 23.5

Table 70: Highest Daily Rainfall - Ohaupo Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 25 34 23 18.5 32.5 3 30.5 44 25.5 42 26.5 2018-2019 32 35 21.5 21.5 18 37 19.5 12.5 24 0

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Table 71: Highest Daily Rainfall - Rolleston Street Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 28.5 22 26.5 15.5 21.5 30.5 22 56 9 39 31.5 2018-2019 28.5 22.5 17.5 17 15 48.5 27 11.5 11.5 37 29.5 30.5

Table 72: Highest Daily Rainfall - Karapiro Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 32.5 36.5 23.5 13 23.5 4.5 30.5 41.5 31 41.5 26 2018-2019 27 24.5 12.5 21.5 20.5 44 15 11 30.5 40.5 37.5 9

Table 73: Highest Daily Rainfall - Alpha Street Water Treatment Plant Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 46 42.2 33.4 15 38.6 6.2 27.2 47.4 29.8 46.8 28.6 2018-2019 31.8 28.6 19.8 20 21.6 57.8 12 13 37.8 45.2 36.2 26

Table 74: Highest Daily Rainfall - Taylors Hill Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 34.5 30 31 47.5 40.5 8.5 48.5 70.5 26.5 63.5 34 2018-2019 33.5 50.5 21.5 21.5 35.5 71 13.5 10.5 22.5 58.5 49 28

Table 75: Highest Daily Rainfall - Watkins Road Reservoir Total Rainfall Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017-2018 18.6 5 21.2 14.6 13.2 20.6 23.2 51.4 12.4 37.4 4.6 2018-2019 40 20 14.4 18.8 5.2 2.6 5.6

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix D – The Assets We Own: Supporting Information

Appendix D – The Assets We Own: Supporting Information

D1 Asset Data Reliability Confidence Grades The confidence levels for the asset data have been assessed using the IIMM 2015 grading systems detailed in Table 76. Table 76: Asset Confidence Grades

Confidence Description Grade Highly Data based on sound records, procedures, investigations and analysis which is A Reliable properly documented and recognised as the best method of assessment. Data based on sound records, procedures, investigations and analysis which is properly documented, but has minor shortcomings. For example the data is old, B Reliable some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation. Data based on sound records, procedures, investigations and analysis which is C Uncertain incomplete, unsupported, or extrapolated from a limited sample for which confidence grade A or B applies. Very Data is based on unconfirmed verbal reports and/or cursory inspection and D Uncertain analysis. E Unknown None or very little data held

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix D – The Assets We Own: Supporting Information

D2 Asset Criticality Waipa District Council Water Services team uses different criteria and weighting between pipe assets and above ground assets (including treatment devices and retention ponds). The table which the criticality assessor is required to complete to calculate criticality scores of each pipe asset is shown below in Figure 32. The calculator is a template set up in Microsoft Excel and provides for criticality scores in multiple categories and an overall criticality rating from them.

Figure 32: Stormwater Pipe Criticality Calculator

Table 77 shows the categories and weightings which the criticality assessor uses to calculate the criticality scores for pipe assets.

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix D – The Assets We Own: Supporting Information

Table 77: Pipe Asset Criticality Categories Max Category Name Description Criticality Huge financial loss. Significant over expenditure at organisational and output level, no capacity to adjust budget across the portfolio or no 1 Very High means to seek additional funding. 100% loss of Business Unit funding or Direct Cost >=$1m Major financial loss. Significant overrun at Organisational and output level, where management response requires significant additional 2 High funding, or termination or reduction of other initiatives. Possible 75% loss of Business Unit funding or Direct Cost >= $400k Financial Significant financial loss, up to 50% of budget funding for that asset 3 Medium type. Business Unit impact only, with some redistribution of exist5ing budget or Direct Costs between $150k – $400k Some financial loss contained within Unit, 20% loss of budget for that 4 Low asset type. Minor over expenditure requiring monitoring and corrective action within existing budget or Direct Costs $10k – $150k Little or no financial loss, <5% impact on budget funding for that asset 5 Very Low type or Direct Costs < $5k Multiple public affected, debilitating injuries and fatalities or 1 Very High widespread medical attention required 2 High Extensive effects, injuries. Hospitalisation or single fatality. Public Significant effects needing management action. Medical treatment, but Health and 3 Medium no fatalities Safety Minor effects, injuries not requiring hospitalization. Potential of public 4 Low liability claim. 5 Very Low No injuries Concentrated public and political interest and major loss of public 1 Very High support. International media attention 2 High National media and political interest. Major inquiry Image and 3 Medium Isolated public interest. Regional media coverage. Small internal inquiry reputation Local issue, isolated concerns raised by interest groups. Local paper 4 Low coverage. 5 Very Low Minimal effect on public. Individual attention Major detrimental effects on community. Consequences would 1 Very High threaten survival of the service. Long-term sustained loss of service capability Loss of production capability. Consequences would threaten continued 2 High affective function of the service. Requires top-level management intervention Consequences could mean that the service is subjected to a significant Community 3 Medium performance review or a changed way of operating. 8 – 24 hrs of disrupted service and less than 50 households affected 4 – 8 hrs of disruption of services and less than 20 households affected. 4 Low Consequences affect efficiency or effectiveness of the service. Managed internally 4 hrs or less of disrupted services or affects only a small group of 5 Very Low customers. Negligible service impacts dealt with by routine operations

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix D – The Assets We Own: Supporting Information

Table 78 shows the categories and weightings which the criticality assessor to calculate the criticality scores for above ground assets. Table 79 shows the conditions of each criticality scores from the sum of weightings.

Table 78: Above Ground Asset Criticality Categories Category Weighting Description 300 Multiple life threatening illnesses, injuries or fatalities. 225 Single life-threatening illness, injury or fatality. Health and Safety 150 An illness, injury requiring moderate medical care. 75 Health and safety monitoring required. 0 Standard health and safety procedures applied. Significant effects to business function with prolonged and significant 200 impact on levels of service. Major effects to business function with significant short term impact on 160 levels of service. Business Continuity Moderate effects to business function with moderate short term impact on 120 levels of service. 80 Minor effects to business function with minor impact on levels of service. Negligible effects to business function with insignificant impact on levels of 40 service. Significant breach of obligations (i.e. law, legislation, regulations, code, 150 consents etc.) with legal action and significant fines (> $100k). Serious breach of obligations ( i.e. law, legislation, regulations, code, 120 consents etc.) with legal action and major fines ($20k-$100k). Compliance and Moderate breach of obligations (i.e. law, legislation, regulations, code, 90 Regulatory consents etc.) with legal action and moderate level fine ($5k-$20k). Moderate breach of obligations (i.e. law, legislation, regulations, code, 60 consents etc.) with legal action and low level fine (<$5k). Minor breach of obligations (i.e. law, legislation, regulations, code, 30 consents etc.) with warning. Significant and wide spread adverse effects on living organisms and 125 environment by effluents, emissions, wastes, resource depletion, etc. Major but localised adverse effects on living organisms and environment 100 by effluents, emissions, wastes, resource depletion, etc. Moderate localised adverse effects on living organisms and environment Environmental 75 by effluents, emissions, wastes, resource depletion, etc. Minimal localised adverse effects on living organisms and environment by 50 effluents, emissions, wastes, resource depletion, etc. Negligible or no localised adverse effects on living organisms and 0 environment by effluents, emissions, wastes, resource depletion, etc. 150 Financial cost > $1M in any 12 month period. 100 Financial cost $150k - $1M in any 12 month period. Financial 60 Financial cost $50k - 150k in any 12 month period. 40 Financial cost $10k - 50k in any 12 month period. 10 Financial cost <$10k in any 12 month period.

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Category Weighting Description 75 Serious or sustained national media attention. 60 Short term national media attention. Reputation / Image 45 Short term local media attention. 30 Some minor public attention. 15 Minor internal interest. Significant and prolonged lack of internal staff capacity requiring additional 50 external resources. Significant level of uncertainty with supplier delivering in full, on time and to specification. Significant but short term lack of internal staff capacity requiring external 40 resources. High level of uncertainty with supplier delivering in full, on time and to specification. Moderate but short term lack of internal staff capacity, possible use of Resourcing 30 external resource. Moderate level of uncertainty with supplier delivering in full, on time and to specification. Internal staff capable but require monitoring and management. Some 20 level of uncertainty with supplier delivering in full, on time and to specification. Staff fully capable. Negligibly level of uncertainty with supplier delivering 0 in full, on time and to specification.

Table 79: Above Ground Asset Criticality Rules Criticality Scores Conditions 5 Sum of criticality weightings is greater than 799 4 Sum of criticality weightings is between 600 and 799 3 Sum of criticality weightings is between 400 and 599 2 Sum of criticality weightings is between 200 and 399 1 Sum of criticality weightings is between 0 and 199

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix D – The Assets We Own: Supporting Information

D3 Waipa DC’s Asset Management Information System

Diagram 5: Waipa DC’s Asset Management Information System

WDC Asset Management Information Systems, Inputs and Outputs • CAS data (Crash Data) • Maintenance Data (contractor provided) Key • ASF (capitalisation) • Condition Assessmnets AMIS Outputs Forward Works Plan Roading Asset Valuation Asset Attribute Data (annual) Future AMIS Outputs RAMM Reporting (to NZTA)

Capitalisation Data Software/ Forecasting (for AMP/LTP) Datebase Symphony Library Acquisition and Management Disposal Data System • Forwards Works Programme Data • Drainage (culverts & catchpits) • Footpaths • Bridges Library stock & loan data

Property Valuation Depreciation Staff, Contractor and FinanceOne Intramaps Public Access to Asset Data Financial Forecasting – Spatial & Atributes (for AMP/LTP) Property Acquisition and Disposal Data

• 3 Waters Asset Data • Parks and Reserves Data • Property Building Data (not actively managed) • Heritage Interpretation Assets & Art Collection Data

3 Waters Capitalisation Data Via ARF (Asset Renewal Forecasting Recognition Forms (for AMP/LTP) Assetfinda Work Orders, Contractor 3 Water Asset Valuation Asset Attribute Data Performance Monitoring, Compliance

Additions/Disposals from • Vested Assets – spatial and attribute data the Te Awamutu Museum Vernon • Condition assessments Trust Board Collection • CCTV and Log Sheets • Photos • Invoices Collection management • Maintenance data information • Property compliance data

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix E – Risk Management: Supporting Information

Appendix E– Risk Management: Supporting Information

E1 Risk Register Guidance The Operational risks associated with, or impacting upon, the Stormwater Service are detailed in the Risk Register (Table 83). This risk register lists the risk events, their severity and likelihood, and level of risk, along with current risk mitigation measures.

The mitigation measures are the mechanisms currently in place to reduce the Level of Risk associated with the risk event. Even with mitigation measures there will be some residual risk. This residual risk is analysed and if this risk is deemed to be still too high options to further reduce the risk are explored in this documents (Section 5). actions are recorded and managed as per the organisational risk process

The assessment of risks is done in alignment with the Council’s Organisational Risk Management Policy (ECM: 9969536). To assist in understanding the assessed ratings the relevant parts of the Likelihood, Consequence and Risk Level guidance form the policy have been replicated here (Table 80, Table 81, and Table 82).

Table 80: Risk Matrix and Risk Significance Levels Severity Rating Likelihood Rating 1 2 3 4 5 Minor Moderate Serious Major Severe AC Almost certain H H VH E E L Likely M H VH VH E P Possible L M H VH VH U Unlikely L M M H VH R Rare L L L M H

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Table 81: Likelihood of Occurrence OPERATIONAL LIKELIHOOD RATING LIKELIHOOD PERCENTAGE Probability of the risk occurring It is almost certain to occur in most circumstances in the next year. In relation to Health and Safety risks, definite probability, very limited or no controls. Has happened in the past and no compensating Almost certain AC >95% controls were implemented. Without additional controls the event is expected to occur in most circumstances. Is expected to occur again within a short period of time (likely to occur at least once in the next 3 months). The event will likely occur sometime in the next year. Likely L 75% - 95% In relation to Health and Safety risks, event will probably occur in most circumstances. Weak controls e.g. be careful. No auditing carried out to provide assurances. With existing controls in place this event will probably still occur with some certainty. Possibly occur sometime in the next year. Possible P 25% - 75% In relation to Health and Safety risks, event could occur in some circumstances. Minimal controls. Event has occurred in other Councils or industries with similar levels of controls in place. Is expected to occur within the next 1 - 2 years. Unlikely to occur in the next year. Unlikely U 5% - 25% In relation to Health and Safety risks, event could occur in some circumstances, however more likely through human error by not following the controls. Event has not occurred in the business, but could in some circumstances in the next 2 - 5 years. Would occur only in rare circumstances in the next year. In relation to Health and Safety risks, event may occur in some exceptional circumstances e.g. serious assault. Improbably: a very small Rare R 0% – 5% chance of events occurring that may be caused by events not previously seen or certain conditions. Despite effective controls being used an external event or uncontrollable event could occur.

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix E – Risk Management: Supporting Information

Table 82: Consequence Rating CONSEQUENCE RATING SOURCE OF RISK Minor Moderate Serious Major Severe 1 2 3 4 5 Event with consequences Manageable through routine which can be readily absorbed, Significant event which can be Critical event which can be procedures, unlikely to require Disaster with potential to lead High level rating definitions but which require managed under normal endured with proper specific application of to business failure management effort to circumstances management resources minimise the impact Medical Treatment injury. Restricted duties injury. Lost Time injury or illness. First Aid injury. Injury not Injury requiring short term Injuries requiring extended Health - Infrequent (monthly) Fatality or Permanent requiring medical treatment. medical treatment with some treatment. Health - Moderate contact with the hazard at very Disability. Health - Frequent Health and Safety Health - Infrequent contact lost time. Health - Frequent (weekly) contact with the high concentration. Frequent (daily) contact with the hazard with the hazard at low (daily) contact with the hazard hazard at moderate contact with the hazard at at very high concentration. concentration. at low concentration. concentration. moderate concentration. Critical impact on public confidence, resulting in Minor impact on public Some impact on public Governance, reputation, Major impact on public significant national media and No impact on public confidence and media confidence, reflected by local legislative compliance and confidence resulting in some Central Government attention confidence or media attention attention. May be some local media and community interest control national media coverage e.g. through an inquiry and/or coverage - not front page. in the Council’s performance appointment of a Commissioner Permanent damage requiring Serious damage of local Serious damage of regional Little or no impact on the Short-term or minor impact on ongoing remediation and Environment importance with possible importance with possible environment the environment monitoring with regulatory regulatory intervention regulatory intervention involvement Levels of service in significant Noticeable impact on long- Levels of service significantly decline across all outcome Temporary impact on long- term levels of service, being below expectations in one or categories. Widespread Negligible impact on outcomes term levels of service, with consistently below more outcome categories, negative commentary attracts Planning and strategy and handled within normal expectations in one or more limited community interest bringing significant negative Central Government attention operations outcome categories. Some and media attention community interest and community and media e.g. through an inquiry and/or media attention. attention appointment of a Commissioner. Loss or overrun of less than Loss or overrun of between Loss or overrun of between Loss or overrun of between Financial Organisation Loss or overrun of over $1m $100k $100-250k $250-500k $500k-$1m Projects 1% project budget overrun 2-5% project budget overrun 5-10% project budget overrun >10% project budget overrun >30% project budget overrun

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CONSEQUENCE RATING SOURCE OF RISK Minor Moderate Serious Major Severe 1 2 3 4 5 Loss or theft of Exploitation of application Compromise of user password USB/laptop/other device security flaws compromising Loss of infrastructure for an Information management Isolated equipment failure impacting the confidentiality compromising confidentiality. the confidentiality and extended period and integrity of data Loss of a core system for an integrity of data extended period. Temporary disruption in Disruption to a community for Disruption to a community for Operations and service Disruption affecting some Disruption to a community for servicing a small number of more than two hours or some more than a day or some areas delivery areas for less than a day more than a week customers areas for more than a day for more than two weeks Insignificant incident that Isolated damage not requiring Damage to property that Damage to property that Damage to property that Property and assets causes no disruption to relocation of services to an requires the relocation of some requires the relocation of all requires the relocation of all services alternative site services to an alternative site services for a short period services for an extended period

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix E – Risk Management: Supporting Information

E2 Risk Register Table 83: Risk Register – Stormwater Consequence Mitigation

Inherent Risk Residual Risk

Further Action Description of Risk Event Risk Consequence Existing Controls Required

(mitigation strategies)

Likelihood Likelihood

Level of Level Risk of Level Risk

Consequence Consequence

Physical Asset Risks Extensive ▪ Disruption to service Secondary ▪ Dependency on storage or alternative pumps that 3 P H 2 P M No ▪ Standard operating procedures Damage are able to be brought into service immediately Simple localised ▪ District Plan Rules pertaining to floor levels for different ▪ Need to activate standby equipment 2 L H 1 P M No problem locations ▪ Noncompliance with legislative/regulatory ▪ Incident Management Plan Section 3.4.1 requirements Flooding ▪ Ongoing monitoring of environmental impacts ▪ Infringement notices & fines ▪ CCTV/inspections ▪ Environmental damage Yes: Stormwater ▪ Clear grates Sandbags Extensive ▪ Unexpected demand on human resources 4 P VH 4 U H Modelling to assist ▪ Mobile pumps planning ▪ 3rd party property damage , evacuation of homes ▪ Modelling Secondary Flow Paths or unable to conduct business ▪ H&S risks Simple localised Disruption to service 1 P L 1 U L No problem Manual control required Noncompliance with legislative/regulatory ▪ Standard operating procedures requirements and Resource Consents ▪ District Plan rules on separation distance Ponds Overflow Infringement notices, fines and prosecution Incident Management Plan or Leak ▪ Extensive impact Environmental damage 4 U H ▪ Periodic Inspections 3 R M No 3rd party property damage ▪ Dam Break analysis Unexpected demand on human resources H&S risks Simple localised Disruption to service problem Drain Noncompliance with legislative/regulatory 1 P L 1 U L No bank collapse requirements ▪ Standard operating procedures Infringement notices, fines and prosecution ▪ Incident Management Plan Section 3.4.2 Open Drains Extensive impact Environmental damage ▪ Ongoing monitoring of environmental impacts rupture of drain 3rd party property damage 3 P H ▪ Vegetation 3 U M No bank Unexpected demand on human resources H&S risks

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Yes: Review potential culverts Unclear ownership, identification, Culverts may be maintained unnecessarily or affected. Develop responsibility, and access for culverts conversely not managed. Potential asset failure. MOU with under KiwiRail and NZTA networks. Potentially liability and political issues if affects rail or 3 P H ▪ Review critical assets list for possible inclusion 3 P H agencies for Ownership can change if any state highway networks. Unclear ownership that can handling these connection or stream to the culvert change easily. culverts including clear responsibilities Yes: Ensure appropriate controls/rules are in place. Increase awareness and training of ▪ SW unit inputs to Council planning processes and Council’s Overland flow paths blocked or built Flooding of habitable floors, damage to property, road consent applications. 3 P H 3 P H regulatory unit to over flooding, increased erosion ▪ Good practice guides for stormwater reduce non- ▪ Stormwater Code of Practice compliance. Increase public education to improve awareness and impacts Unclear ownership and responsibility for complex assets (such as rain Complex assets may be maintained unnecessarily or Yes: Increase gardens, swales and tanks), especially conversely not managed. Potential asset failure. monitoring and ▪ Existing Stormwater Bylaws in road corridors and reserves. Unclear ownership that can change easily. Increased 3 P H 3 P H enforcement. Ownership may change if any operational costs for Council. Environmental ▪ Public education on website Increase public connection to complex asset at a later outcomes not achieved. education date Unclear ownership and maintenance responsibilities for green/natural ▪ Response to incidences and complaints. Yes: Increase assets including streams and overland Increased flooding impacts due to unmaintained monitoring and ▪ Public education on website flow paths. Unclear liabilities when stream. Additional O&M costs and staff time 3 P H 3 P H enforcement. green/natural asset fails such as bank unnecessarily, and liability for third part damage. ▪ Overland flow data and related education Increase public erosion causing house ▪ Current Bylaws education movement/defect Yes: Increased Council costs for maintenance and/or ▪ Services level agreements internally between Review/update renewals. depts formal SLA as and Poor infrastructure handed over after Environmental damage if fails (or partially fails) Stormwater Code of Practice. Good practice 4 P VH ▪ 3 P H when required. private development and capital works Future rates impacts with early renewals and/or large guidelines and industry training. Continue with and unnecessary maintenance costs to Council. ▪ Formal handover procedures (vested asset handover Negative Council image process) processes.

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Yes: Tolerate and continuous ▪ Asset Management improvement programmes improvement through the Asset ▪ Asset management tools. Regular inspections and Management Inaccurate asset information reporting on critical assets. Data availability Improvement Inaccurate asset valuation proactively analysed and reported on. Asset Programme. Asset information including condition Drop in performance of asset management data exchange process for vested Ensure Council and performance data not available or Legal implications 4 P VH assets and Council’s capex projects. Asset data 3 P H databases for inaccurate (including vested assets) Inappropriate funding audits asset management Lack of optimised decision-making ▪ Project review meetings. Ensure CCTV data meets meet business Unexpected asset failure Stormwater unit requirements. requirements. ▪ Ensuring maintenance contractors/consultants Improve capture data required for AMIS consultants data submission process Delivery Risks ▪ Noncompliance with legislative/regulatory ▪ Standard operating procedures requirements and Resource Consents ▪ Incident Management Plan Algae Outbreaks in stormwater ponds ▪ Infringement notices, fines and prosecution 1 P L 1 U L No ▪ Spraying ▪ Unexpected demand on human resources ▪ Periodic Inspections ▪ H&S risks Adverse environmental effects. Environmental outcomes for catchment not achieved. Increase Lack of maintenance of private Flooding/slips. 3 P H ▪ Requirements documented in consent conditions 3 P H monitoring and stormwater infrastructure Costs to wider community for providing additional enforcement. assets Negative Council image Historical and assumed maintenance Additional operation and maintenance costs and staff practices for private stormwater assets ▪ Adopt and implement new Stormwater Bylaw time unnecessarily. Potential future liabilities for 3 P H 3 U M No including maintenance plans for ponds Council ▪ Respond to customer compliant letters etc Simple localised ▪ Noncompliance with legislative/regulatory 2 P M ▪ Standard operating procedures 2 P M No problem requirements Confined to a ▪ Incident Management Plan Section 3.4.2 Chemical or ▪ Infringement notices, fines and prosecution limited number ▪ Trade Waste Consents Microbiological ▪ H&S risks of customers or ▪ Sandbags Contamination ▪ Environmental damage 3 P H 3 U M No confined stretch ▪ Sucker Trucks ▪ Unexpected demand on human resources of receiving ▪ Infringement notices, fines and prosecution environment ▪ H&S risks ▪ Project briefs developed for LTP which identify resource ▪ Project fails to deliver on objectives, cost requirements Inadequate project management input expectations not met 3 P H ▪ Renewal programme coordinated with maintenance and 2 U M No into significant projects ▪ Public reputation risk other renewal activities ▪ Communications Plan developed for significant projects

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▪ Environmental damage ▪ Reduced LOS ▪ Contract management procedures include QA checks and Sub-standard construction/repair work ▪ Reduced life of assets audits 3 P H 3 U M No – contract management inadequate ▪ H&S ▪ Communication of affordable standards to the ▪ Poor reputation/public image community ▪ 3rd party damage claims ▪ Reduced LOS ▪ Liquidated damages in place in all contracts ▪ Increased costs from delayed repairs ▪ Programme of work identified and tendered early in the Repair, renewal, maintenance work not ▪ 3rd party damage claims construction season programme/completed – Contractor ▪ Reduced safety performance 2 P M ▪ Packages of work developed to suit local market 2 P M No not performing ▪ Increased future funding requirements –deferred conditions and spread risk renewals ▪ Tendering procedures reviewed regularly to address ▪ Environmental damage issues ▪ Environmental damage ▪ Contract conditions drafted to include consent and bylaw Non-compliance with By-laws/consents ▪ Cost of investigations requirements by Contractors/Consultants engaged by ▪ Poor reputation/public image 3 P H ▪ Liaison meetings held with WRC 2 U M No Council ▪ Reduced safety ▪ Tendering procedures reviewed regularly to address ▪ Reduced LOS issues ▪ Asset failure ▪ Reduced asset life ▪ Joint inspections undertaken when new vested assets ▪ Increased costs received Sub-standard vested assets ▪ Reduced LOS 2 P H 2 U M No ▪ Waipa Development Manual in place to set standards ▪ Increased renewal requirements ▪ Regional Infrastructure Technical Specifications (RITS) ▪ Negative network impacts ▪ Public reputation risk ▪ Network development in sub-optimal locations ▪ Unbudgeted capital improvements required to ▪ Structure planning undertaken in some areas service developments ▪ Proposed District Plan and Waipa 2050 Inadequate development ▪ Delayed construction leads to sub-standard 3 P H ▪ Consent processes well developed 3 U M No processes/communication construction (outdated specifications) ▪ Waipa Development Manual in place to set standards ▪ Environmental/asset damage during construction ▪ Regional Infrastructure Technical Specifications (RITS) ▪ LOS expectations raised by developer asset selection ▪ Asset failure ▪ Reduced asset life ▪ Increased costs ▪ Asset management plan Asset condition not adequately ▪ Reduced LOS 3 P H ▪ Contract managers undertake asset condition inspections 3 U M No monitored ▪ Renewal programme inadequate ▪ Inspections completed by independent engineers ▪ Increased risk of injury/death ▪ Asset capacity exceeded without risks known/understood

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▪ Meetings held with other utilities agencies ▪ New assets damaged by third party works ▪ Forward works programme shared with others Inadequate ▪ Increased costs to Council communication/coordination with 2 L H ▪ Require compliance with NZ Utilities Advisory Group 2 P M No planned works ▪ Reduced life of assets Code of Practice ▪ Public reputation risk ▪ Roading introducing requirements for “no-dig” areas after roading works completed Management Risks Yes: Put in place 3rd party agreements approved ▪ Increased/unexpected costs processes and 3 P H ▪ No processes/controls in place 3 P H without implications being understood ▪ Damage to assets formalised agreements Poor investment decisions as multiple Major constraint in achieving sound long term asset Business case developed. Proof of concept and not fit fur purpose legacy systems 3 P H ▪ 3 U M No planning and advanced asset management goal underway for new solution available for asset planning ▪ Non-compliance with regulatory standards & regional consents ▪ Inability to strategically plan and respond to industry & regulatory changes ▪ HR systems in place to manage staff/resourcing ▪ Inability to maintain specified LOS requirements ▪ Greater H&S risks Technology systems maintained to address risk issues Insufficient human resources / 3 P H ▪ 3 U M No ▪ Asset management processes not adequately (TRIM, AssetFinda, GIS) maintained ▪ Panel of consultants used when required to balance work ▪ Inadequate/incorrect work programmes load needs developed ▪ Staff stress increased ▪ Programmes not delivered ▪ Non-compliance with regulatory standards & regional consents ▪ Inability to strategically plan and respond to industry & regulatory changes Yes: Develop a ▪ Inability to maintain specified LOS succession Lack of available technical skills in the ▪ Greater H&S risks ▪ Panel of consultants used when required to provide planning, 3 P H 3 P H industry ▪ Asset management processes not adequately specialist knowledge not available in-house cadetship or maintained graduate ▪ Inadequate/incorrect work programmes programme developed ▪ Programmes not delivered ▪ Environmental damage

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▪ Unable to access asset data in the field ▪ Business case developed where additional resources ▪ Not able to complete work programmes and needed achieve specified LOS ▪ IT needs assessment carried out when necessary Equipment/plant not available 1 L M 1 P L No ▪ Inadequate communication ▪ Trial or hire equipment to test if required ▪ Greater H&S risks ▪ IT continually scanning market for possible ▪ Environmental damage improvements ▪ Assets built incorrectly Wrong standards/specifications set ▪ Greater H&S risks ▪ Waipa Development Manual in place and reviewed and specified in documents/as-built ▪ Environmental damage 3 P H ▪ External expertise utilised in areas where needed 2 U M No information incorrect ▪ Non-compliance with regulatory standards & ▪ Regional Infrastructure Technical Specifications (RITS) regional consents ▪ Watch number of tenders received to assess market health/capacity ▪ Local market declines with reducing number of ▪ Maintain good relationships with existing suppliers quality contractors ▪ Programme of work identified and tendered early in the Loss of/inadequate pool of suppliers ▪ Higher tender prices 3 U M construction season 2 U M No ▪ Lower level of capability ▪ Packages of work developed to suit local market ▪ Loss of continuity and intellectual property conditions and spread risk ▪ Work competitively tendered in accordance with Waipa’s procurement policy ▪ Existing equipment becomes redundant ▪ Consideration given to ongoing viability when selecting Technological advancements ▪ Spare parts unavailable 2 P M 2 P M No new and replacement assets ▪ Product support unavailable ▪ Higher construction costs Costs increase at a higher rate than ▪ Programme flexibility maintained to accommodate any ▪ Higher operational costs 2 P M 2 U M No anticipated fluctuations ▪ Reduced programmes of work delivered ▪ Reducing levels of service as fit for purpose standards adopted ▪ Unable to service future growth ▪ Non-compliance with regulatory standards & regional consents ▪ Value for money interventions already in place for ▪ Increased H&S risks maintenance activities ▪ Environmental damage ▪ Involved in developing fit for purpose standards Reducing funding allocation without ▪ Possible asset redundancy 4 L VH ▪ Asset management plan in place to guide prudent 2 U M No adjusting level of service expectations Public reputation risk ▪ investment ▪ Communications to community dominates work ▪ Communication with Council to address any changes to time for staff levels of service and funding implications ▪ Maintenance effort not effective so renewals requirement increases ▪ Poor reputation/public image ▪ Budgets squeezed attempting to meet those expectations

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▪ Increased capital costs ▪ Reduced LOS ▪ Increased operating costs ▪ Current policies, strategies, and plans are clearly Decisions made based on drivers ▪ Inability to increase water take to service/limits to articulated to decision makers outside of current polices, strategies, consents 3 P H ▪ Recommended decisions are clearly linked to policies, 3 U M No and plans ▪ Inefficiencies in network strategies, and plans to provide justification for those ▪ Constrain ability to manage assets and network recommended decisions long term ▪ Poor reputation/public image Planning Risks ▪ Increased capital costs ▪ Reduced LOS ▪ Decisions to align with current policies, strategies, and ▪ Increased operating costs plans. ▪ Inability to increase water take to service/limits to Uninformed decisions due to ▪ Sub-Regional Three Waters Strategy (2011) provides consents 3 P H 3 U M No inadequate planning framework for decision making. ▪ Inefficiencies in network ▪ Asset Management team within Water Services ▪ Constrain ability to manage assets and network department to support cohesive planning long term ▪ Poor reputation/public image ▪ Forecasting, plans adjusted for inflation well Reduced level of service. established Increased long term costs of asset maintenance. ▪ LTP and AM planning processes Increased long term capital expenditure to address Yes: Investigate ▪ LOS reviewed through AMP preparation and backlog robust LOS options Business Plan monitoring. Adverse environmental effects and financial Inability to fund agreed service levels 4 P VH 3 P H Customer dissatisfaction ▪ LOS achievement reported in Annual Reports implications and Inefficient use of resources (internal and external) ▪ Regular Audit NZ monitoring of performance service Negative Council image (financial and non-financial) consequences. Unfavourable Audit NZ report for asset management ▪ Governance providing oversight with stormwater and LTP unit management team and COO senior management. Increase general stormwater awareness through the multimedia Poor public perception. Lack of maintenance by some approach. Impacts of newly adopted Stormwater private green asset owners my cause unacceptable 3 P H ▪ Public education on website 3 P H Investigate Bylaw risks. separate funding arrangements for private maintenance/rene wals.

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▪ Asset team inputs to Council planning processes Yes: Continue with and consent applications. inputs to planning ▪ Good practice guides for stormwater processes, and Development still occurring in Potential increased flood vulnerability for Council to management and industry training sessions working with 4 P VH 4 U H floodplains resolve and costly and complex to rectify ▪ Stormwater Code of Practice Development ▪ Working with Strategy department and engineering team Development Engineering team to identify issues to fast track areas in growth areas for development ▪ Insufficient planning undertaken to understand Inadequate asset future renewal need for agreed LOS, Audit non- management/infrastructure strategy compliance 3 P H ▪ OAG audits completed 3 U M No planning ▪ Sub optimal programmes delivered ▪ 30 year Infrastructure Strategy incorrect Yes: Ensure regular ▪ Increased capital costs ▪ Policies, strategies, and plans incorporate contingencies involvement and ▪ Increased operating costs for managing the impact of changes awareness of Inability to increase stormwater discharge regulatory/statuto New statutory requirements , plans ▪ ▪ Water supply strategy 4 P VH 3 P H ry forums to and policies ▪ Constrain ability to manage assets and network ▪ Waipa 2050 long term ensure any ▪ LTP Projects ▪ New/changed limits to pollutants discharged to updates are ▪ Regional Infrastructure Technical Specifications (RITS) receiving environments effectively planned for ▪ Inability to re-establish the service after a disruption event ▪ Procedures for dealing with incidents are documented Insufficient incident management ▪ Poor reputation/public image 4 P VH ▪ Incident management plans in place 3 U M No planning and business continuity plans ▪ Over reliance on key staff ▪ Incident management plans are tested regularly ▪ No planning to manage continuity of service to customers during/after events Yes: Stormwater ▪ Storage Modelling to assist Climate change – more intense storm ▪ Non-compliance with statutory requirements 3 P H ▪ Pipe Upgrade in LTPs 3 P H current capacity events ▪ Good growth cell development planning investigation and planning

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix F – Managing Our Services and Assets

Appendix F– Managing Our Services and Assets: Supporting Information

F1 Project Details 2021 – 2031

Key Project Capital Costs Operational Costs Total Total Capex Project Name Objectives Benefits Priority Driver Number Growth LoS Renewal Growth LoS Renewal Capital Opex Years ▪ To inform our AMPs, the LTP, and the 30 year Infrastructure Strategy ▪ To ensure that the stormwater network is able to be ▪ Ensure stormwater level of service is met. managed in an efficient and sustainable manner. ▪ Promote effective drainage to facilitate growth. ▪ To understand flood prone areas and ensure ▪ Program work and prioritize work schedules and development is not at risk renewals/replacements of existing network, which ▪ To plan and prepare for district growth. directly effects budgeting for capital works. Stormwater ▪ Protection of health and wellbeing of existing ▪ To meet the LOS relating to stormwater. 21/22 - LOS PR1486 Masterplanning and residents. High $0 $1,319,499 $0 $0 $37,500 $0 $1,319,499 $37,500 ▪ To inform the renewals programme. 30/31 Modelling ▪ To allow for the impact of climate change to be ▪ Increased financial input into community including understood. employment creation. ▪ Support the Cambridge & Te Awamutu resource ▪ Level of service maintained, reduced expenditure on consent renewals. asset maintenance ▪ Support and enable management of developer ▪ Assist development of Integrated Stormwater applications. Catchment Management Plans. ▪ Informed understanding of the impacts of climate change. ▪ Identify areas at risk from Flood Hazards. ▪ Ensure legal and environmental requirements are met. ▪ Stormwater level of service is met. ▪ Ensure that the stormwater and roading networks ▪ Promote effective drainage to facilitate growth. able to be managed in an efficient and sustainable ▪ Reduced damage to infrastructure i.e. roads, water manner to prevent flood hazard. supply, wastewater assets, as a result of flooding. Township Flood Hazard ▪ Meet the LOS relating to flood hazard. 24/25 - LOS PR2210 ▪ Reduced damage to private infrastructure. High $0 $325,500 $0 $0 $250,000 $0 $325,500 $250,000 Mapping ▪ Support and enable management of developer 30/31 ▪ Protection of health and wellbeing of existing applications. residents. ▪ Understand evacuation routes. ▪ More informed community in relation to the ▪ More informed LIMS. impacts of flooding, climate change and flood risk. ▪ More informed community. ▪ Understanding and preparing for the impacts of climate change. ▪ Identify regional areas at risk from flood hazards and zones, where river flooding impacts. Ensure legal ▪ Stormwater level of service is met. and environmental obligations are achieved. ▪ Promote effective drainage to facilitate regional Ensure that the stormwater and roading networks ▪ growth. able to be managed in an efficient and sustainable ▪ Reduced damage to infrastructure regionally and manner to prevent flood hazard regionally. within waterways i.e. roads, water supply, ▪ Meet the LOS relating to flood hazard regionally. wastewater assets, as a result of flooding. District Wide Flood ▪ Support and enable management of developer 21/22 - LOS PR2509 ▪ Reduced damage to private infrastructure regionally High $0 $601,959 $0 $0 $541,250 $0 $601,959 $541,250 Studies applications, in regional areas. 30/31 and along waterways. ▪ Understand evacuation routes in regional areas. ▪ Protection of health and wellbeing of existing More informed LIMS in regional areas and along side residents in regional areas. waterways. ▪ More informed community in relation to the More informed community regionally, and alongside ▪ impacts of flooding, climate change and flood risk waterways. within waterways and regionally. ▪ Understanding and preparing for the impacts of climate change. ▪ Resolve a long standing boundary issue that has ▪ Improve the Stormwater Detention facilities. lingered for 25 years. ▪ Achieve compliance with the resource consent. 21/22 - LOS PR1894 Finlay Detention Ponds ▪ Gain legal understanding. High $0 $1,610,000 $0 $0 $240,000 $0 $1,610,000 $240,000 ▪ To comply with the existing resource consent ▪ Resolve an issue that may materially affect Council's 22/23 conditions. liability in relation to a proposed residential subdivision.

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Key Project Capital Costs Operational Costs Total Total Capex Project Name Objectives Benefits Priority Driver Number Growth LoS Renewal Growth LoS Renewal Capital Opex Years ▪ To prevent further localised flood damage to residents of Lake View Drive. ▪ Reduced customer complaints, LGOIMA’s and Lakeview Drive insurance claims 21/22 - LOS PR2312 ▪ To design for 1 in 10 and 1 in 100 rainfall events High $0 $3,707,500 $0 $0 $5,000 $0 $3,707,500 $5,000 Stormwater Upgrade ▪ To comply with RITS, Regional Council Stormwater ▪ Improved stormwater management 22/23 Guidelines and Waipa’s stormwater discharge ▪ Reduction in call-outs during storm events consent ▪ Plan for the most appropriate upgrades in areas of ▪ Avoidance of floodable habitable floors in highest risk Leamington catchment (risk-based approach to ▪ Allows us to minimise and monitor the LOS). Stormwater Hotspots - environmental effects of our stormwater operations. Reduced CRMs and flood risk to property in larger $18,950,00 21/22 - LOS PR2542 LOS upgrades due to ▪ High $0 $18,950,000 $0 $0 $0 $0 $0 ▪ Ensure legal and environmental obligations are events- Reduced reactive maintenance after flood 0 30/31 network capacity achieved. event. ▪ Meet stormwater level of service relating to flooding ▪ Properties are free from flood impacts, reducing ▪ Understanding and preparing for the impacts of repair and insurance costs climate change. ▪ Ensure legal and environmental obligations are achieved. ▪ Stormwater level of service is met. Stormwater Hotspots - ▪ Meet the LOS relating to water quality. ▪ Reduced damage to our environment. 21/22 - LOS - LOS upgrades due to ▪ Understanding and preparing for the impacts of High $0 $1,000,000 $0 $0 $45,000 $0 $1,000,000 $45,000 ▪ Protection of health and wellbeing of existing 22/23 water quality climate change. residents. ▪ Undertake an engineering solution to improve the water quality at the Te Koo Utu Lake. ▪ Meet the requirements of the AMP, National framework, Regional Policy and central government drivers. ▪ Council leads by example in high profile sites and inspires others to action on privately owned land. ▪ Erosion reduction through high amenity margins. ▪ Council seen to be acting on high risk sites and will reduce intensity of public and external agency scrutiny where incidents beyond Council’s control ▪ Provide resilience and gain control of the discharge occur. in to the two stream network, mitigate risk of ▪ Positive downstream water quality and flow effects erosion and subsidence caused by uncontrolled which will improve the environment resulting in less Mangaohoi/ Mangapiko: stormwater outfalls. consequential erosion. 21/22 - LOS PR2543 Storm water outfall High $0 $167,400 $0 $0 $29,000 $0 $167,400 $29,000 ▪ Better understanding of the stormwater network ▪ Enhanced habitats, biodiversity and connection of 30/31 mitigation discharging into the Mangaohoi/Mangapiko stream. Waipa’s existing urban ecological corridors. ▪ Delivery on commitments made in Waipa District ▪ Filtering of runoff water from surrounding land, Council AMPs, town concept plans, precinct plans slowing of overland flow and removal of nutrients and various internal strategies. prior to entering water bodies. ▪ Maintained water clarity and reduced contaminant loads. ▪ Maintained lower summer maximum stream temperatures and prevents excess stream nutrients and nuisance aquatic plant growth by reduced light levels. ▪ improved in-stream structure and habitat diversity and features (e.g. providing refuges from predation) and terrestrial carbon inputs.

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Key Project Capital Costs Operational Costs Total Total Capex Project Name Objectives Benefits Priority Driver Number Growth LoS Renewal Growth LoS Renewal Capital Opex Years ▪ Address any outstanding monitoring requirements of WDC's CSDC's. ▪ Understand effects of stormwater discharges and compliance with the CSDC. ▪ Promote the health and wellbeing of the Waipa ▪ Describe current water quality and ecological district environment and residents by providing the conditions in its urban stormwater receiving safe conveyance and treatment of stormwater. environments. ▪ Montoring provides us with a benchmark to work Stormwater Consent 21/22 - LOS PR2297 ▪ Establish its contribution to stream and river water towards and justification for other projects High $0 $2,300,000 $0 $0 $1,530,000 $0 $2,300,000 $1,530,000 Implementation 30/31 quality within urban areas, which can be clearly ▪ We will have greater control of growth in the isolated from influences outside of WDC's urban district. areas. ▪ We will understand which waterways are at risk and ▪ Allows integration with the monitoring activities of will be able to contact polluting parties. adjacent territorial authorities and the WRC. ▪ Provides robust stormwater quality and receiving environment data to support the future reconsenting process.

▪ Ensure legal and environmental obligations are ▪ Comply with Legislation achieved (resource consent). ▪ Consent Renewal. ▪ Resource consent is reissued for the maximum time ▪ Stormwater level of service is met. DW Comprehensive SW available. LOS PR2074 ▪ Promote effective drainage to facilitate growth. High $0 $26,850 $0 $0 $57,458 $0 $26,850 $57,458 21/22 Discharge Consent ▪ Plan and prepare for district growth within the ▪ Protection of health and wellbeing of existing consent application. residents. ▪ Support and enable management of developer ▪ Enhanced environmental outcomes. applications.

▪ To continue to provide level of service to Cambridge ▪ To facilitate growth in Cambridge North whilst residents. Cambridge North maintaining levels of service to present and future Growth PR2088 Western Catchment ▪ To allow further development of Cambridge, to align customers. High $400,000 $0 $0 $0 $12,500 $0 $400,000 $12,500 21/22 Remedial Works with Waipa 2050 and District Plan. ▪ Increased development. ▪ To meet the requirements of the National Policy ▪ SW devices that are fit for purpose. Statement for Urban Development Capacity ▪ Facilitate growth in Cambridge. Cambridge Growth Cell ▪ To allow further development of Cambridge, to align ▪ Understand ongoing operational costs in the future 21/22 - Growth PR2253 SW Development with Waipa 2050 and District Plan. High $5,332,310 $0 $0 $200,000 $0 $0 $5,332,310 $200,000 23/24 Provision C1 ▪ To meet the requirements of the National Policy ▪ Ensure SW is designed with a holistic best for Waipa Statement for Urban Development Capacity. approach rather than developer led ▪ To continue to provide level of service to Cambridge residents. ▪ To facilitate growth in Cambridge North whilst CB North Construct maintaining levels of service to present and future Growth PR2441 Western Outlet to the ▪ To allow further development of Cambridge, to align High $46,875 $0 $0 $0 $25,000 $0 $46,875 $25,000 21/22 customers. Stream with Waipa 2050 and District Plan. ▪ To meet the requirements of the National Policy ▪ Increased development Statement for Urban Development Capacity. ▪ To continue to provide level of service to Cambridge residents. ▪ To facilitate growth in Cambridge North whilst ensuring no additional risk to levels of service for Growth PR2102 Construct NE Swale ▪ To allow further development of Cambridge. High $591,823 $0 $0 $0 $93,750 $0 $591,823 $93,750 21/22 ▪ To align with Waipa 2050 and District Plan. present and future residents. ▪ To meet the requirements of the National Policy ▪ Increased development. Statement for Urban Development Capacity.

▪ To ensure levels of service are achieved for current ▪ Facilitates growth in TA whilst maintaining levels of and future residents and infrastructure users. service to present and future customers. Bond Rd SW Swale and ▪ To enable growth areas T3, Bond Rd industrial ▪ Reduced potential for flooding. Growth PR2153 growth cells. High $403,750 $1,721,250 $0 $0 $162,500 $0 $2,125,000 $162,500 21/22 Pond ▪ Increased development and employment for the ▪ To achieve the objectives of the Waipa 2050. area. ▪ To help enable residential land development options ▪ Increased financial input into community. in Te Awamutu. ▪ Facilitate growth in Cambridge. Cambridge Growth Cell ▪ To allow further development of Cambridge, to align ▪ Understand ongoing operational costs in the future $37,768,59 21/22 - Growth PR2266 SW Development with Waipa 2050 and District Plan. High $25,682,642 $12,085,949 $0 $0 $1,807,364 $0 $1,807,364 1 30/31 Provision C2 & C3 ▪ To meet the requirements of the National Policy ▪ Ensure SW is designed with a holistic best for Waipa Statement for Urban Development Capacity. approach rather than developer led.

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix F – Managing Our Services and Assets

Key Project Capital Costs Operational Costs Total Total Capex Project Name Objectives Benefits Priority Driver Number Growth LoS Renewal Growth LoS Renewal Capital Opex Years ▪ To continue to provide level of service to Kihikihi residents before and after growth. ▪ To allow further development of Kihikihi, to align ▪ To facilitate growth in Kihikihi whilst maintaining with Waipa 2050 and District Plan. levels of service to present and future customers. Kihikihi Brown Field SW ▪ To meet the requirements of the National Policy ▪ Increased development bringing economic and 21/22 - Growth PR2273 Works - Infil Statement for Urban Development Capacity. social benefits to the Kihikihi community in a High $926,562 $926,562 $0 $0 $7,000 $0 $1,853,124 $7,000 23/24 Development ▪ To ensure the policy, proceedures and associated sustainable manner relevant documents enable stormwater ▪ Improvements to stormwater management across management in a manner that achieves the LOS the district desired ▪ Compliance with comprehensive SW discharge consent. ▪ To continue to provide level of service to Cambridge residents. ▪ To allow further development of Cambridge, to align ▪ To facilitate growth in Cambridge whilst maintaining with Waipa 2050 and District Plan. levels of service to present and future customers. $11,838,74 21/22 - Growth PR2549 SW C8 Land Purchase ▪ To meet the requirements of the National Policy ▪ Increased development. High $11,838,749 $0 $0 $0 $0 $0 $0 Statement for Urban Development Capacity. 9 23/24 ▪ Lower maintenance and more appropriately placed ▪ To allow for land purchase now so that the returns infrastructure can be applied through DC’s and we are provided with infrastructure in key places, rather than as land is developed. ▪ Facilitate growth in Cambridge. Existing Hautapu ▪ To allow further development of Cambridge, to align ▪ Understand ongoing operational costs in the future 22/23 - Growth PR2554 Industrial Area with Waipa 2050 and District Plan. High $8,452,500 $0 $0 $0 $130,000 $0 $8,452,500 $130,000 23/24 Stormwater ▪ To meet the requirements of the National Policy ▪ Ensure SW is designed with a holistic best for Waipa Statement for Urban Development Capacity approach rather than developer led. ▪ To allow further development of Cambridge, to align ▪ Facilitate growth in Cambridge. C8 SW Reticulation ▪ Understand ongoing operational costs in the future $16,939,50 21/22 - Growth PR2550 with Waipa 2050 and District Plan. High $16,939,500 $0 $0 $0 $337,500 $0 $337,500 Provision ▪ To meet the requirements of the National Policy ▪ Ensure SW is designed with a holistic best for Waipa 0 24/25 Statement for Urban Development Capacity approach rather than developer led. ▪ To continue to provide level of service to Cambridge residents. ▪ To facilitate growth in Cambridge whilst maintaining Cambridge C4 24/25 - Growth - ▪ To allow further development of Cambridge, to align levels of service to present and future customers. High $773,438 $773,438 $0 $0 $37,500 $0 $1,546,876 $37,500 Stormwater Provision with Waipa 2050 and District Plan. 27/28 ▪ Increased development is managed appropriately. ▪ To ensure the scope and costs associated with the structure plan are captured ▪ To continue to provide level of service to Cambridge residents. Cambridge C4 Water ▪ To facilitate growth in Cambridge whilst maintaining 24/25 - Growth - Reticulation Provision ▪ To allow further development of Cambridge, to align levels of service to present and future customers. High $1,393,940 $0 $0 $0 $87,500 $0 $1,393,940 $87,500 with Waipa 2050 and District Plan. 25/26 (2028) ▪ Increased development is managed appropriately. ▪ To ensure the scope and costs associated with the structure plan are captured ▪ To continue to provide level of service to Cambridge residents. ▪ To facilitate growth in Cambridge North whilst Trunk Reticulation maintaining levels of service to present and future Growth PR2094 ▪ To allow further development of Cambridge, to align High $3,339,176 $0 $0 $0 $20,000 $0 $3,339,176 $20,000 21/22 Connector Road with Waipa 2050 and District Plan. customers. ▪ To meet the requirements of the National Policy ▪ Increased development. Statement for Urban Development Capacity. ▪ To continue to provide level of service to Cambridge residents for the development of C1 1B. ▪ To allow further development of Cambridge, to align ▪ To facilitate growth in Cambridge whilst maintaining with Waipa 2050 and District Plan. levels of service to present and future customers. Stormwater Land Growth PR2456 ▪ To meet the requirements of the National Policy ▪ Increased development. High $1,100,000 $0 $0 $0 $0 $0 $1,100,000 $0 22/23 Purchases - C1 Statement for Urban Development Capacity. ▪ Lower maintenance and more appropriately placed ▪ To allow for land purchase now so that the returns infrastructure. can be applied through DC’s and we are provided with infrastructure in key places, rather than as land is developed.

2021 Amp - Stormwater Management - Audit Jan 2020 Waipa District Council Page 144 of 150 Record Number: 7987415

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix F – Managing Our Services and Assets

Key Project Capital Costs Operational Costs Total Total Capex Project Name Objectives Benefits Priority Driver Number Growth LoS Renewal Growth LoS Renewal Capital Opex Years ▪ To continue to provide level of service to Cambridge residents. ▪ To allow further development of Cambridge, to align ▪ To facilitate growth in Cambridge whilst maintaining with Waipa 2050 and District Plan. levels of service to present and future customers. Stormwater Land 21/22 - Growth PR2270 ▪ To meet the requirements of the National Policy ▪ Increased development. High $9,515,150 $0 $0 $0 $0 $0 $9,515,150 $0 Purchases - C2 & C3 Statement for Urban Development Capacity. 28/29 ▪ Lower maintenance and more appropriately placed ▪ To allow for land purchase now so that the returns infrastructure. can be applied through DC’s and we are provided with infrastructure in key places, rather than as land is developed.

▪ Protect public health and safety. ▪ Ensuring a minimum of flood events occur, thereby ▪ Flood prevention. preventing property flooding or adverse overflows to the environment. District Wide ▪ LOS improvement through targeting of at-risk areas ▪ Provide a safe, reliable and efficient service. 21/22 - Renewal PR2337 Stormwater Network identified by the model and operational events. High $0 $0 $7,439,330 $0 $0 $743,930 $7,439,330 $743,930 Reduced blockages and the need for reactive 30/31 Asset Renewals ▪ Targeted renewals of the network to maintain ▪ current LOS based on actual condition and criticality operational activity. information. ▪ Compliance with the requirements of the RMA. ▪ Compliance with resource consent conditions. ▪ Maintained LOS.

Waipa District Council 2021 Amp - Stormwater Management - Audit Jan 2020 Record Number: 7987415 Page 145 of 150

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix F – Managing Our Services and Assets

F2 Projects – Business Case References

Table 84: Project Business Case Reference Numbers Project Business Case: Project Name Number EMC Doc ID PR1486 Stormwater Masterplanning and Modelling 10105880 PR2210 Township Flood Hazard Mapping 10370872 PR2509 District Wide Flood Studies 10374983 PR1894 Finlay Detention Ponds 10108990 PR2312 Lakeview Drive Stormwater Upgrade 10373185 PR2542 Stormwater Hotspots - LOS upgrades due to network capacity 10373431 - Stormwater Hotspots - LOS upgrades due to water quality 10373438 PR2543 Mangaohoi/ Mangapiko: Storm water outfall mitigation 10380096 PR2297 Stormwater Consent Implementation 10108459 PR2074 DW Comprehensive SW Discharge Consent 10108973

PR2088 Cambridge North Western Catchment Remedial Works 10105521 PR2253 Cambridge Growth Cell SW Development Provision C1 10105986 PR2441 CB North Construct Western Outlet to the Stream 10105753 PR2102 Construct NE Swale 10105756 PR2153 Bond Rd SW Swale and Pond 10105787 PR2266 Cambridge Growth Cell SW Development Provision C2 & C3 10105995 PR2273 Kihikihi Brown Field SW Works - Infil Development 10105865 PR2549 SW C8 Land Purchase 10377137 PR2554 Existing Hautapu Industrial Area Stormwater 10377139 PR2550 C8 SW Reticulation Provision 10377138 - Cambridge C4 Stormwater Provision 10379934 - Cambridge C4 Water Reticulation Provision (2028) 10378493 PR2094 Trunk Reticulation Connector Road 10105576 PR2456 Stormwater Land Purchases - C1 18052037 PR2270 Stormwater Land Purchases - C2 & C3 10105851

PR2337 District Wide Stormwater Network Asset Renewals 10369415 Note: ECM reference numbers will relate to a Project Proposal for those projects that did not proceed to a full business case.

2021 Amp - Stormwater Management - Audit Jan 2020 Waipa District Council Page 146 of 150 Record Number: 7987415

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix G – Resourcing Requirements

Appendix G– Resourcing Requirements: Supporting Information

G1 Resourcing Requirements The Waters Services team structure was reviewed in 2020. Previously, the Water Services team was split into three workstreams – Asset Management, Network, and Compliance – with a total of 36 approved roles (refer to Figure 33). All three workstreams relied heavily on external resource support, particularly the Network team. A new structure became effective in August 2020. The new structure (Figure 34), with the four functional activities of Strategic Planning & Asset Management, Project & Contract Management, Network, and Compliance & Improvement; each led by a Team Leader reporting to the Manager Water Services. Figure 33: Structure (prior to August 2020)

Waipa District Council 2021 Amp - Stormwater Management - Audit Jan 2020 Record Number: 7987415 Page 147 of 150

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix G – Resourcing Requirements

Figure 34: Water Services Structure (effective August 2020)

Manager Water Services

Strategic Planning Project & Contract Compliance & Network Team & Asset Team Management Improvement Leader Leader Team Leader Team Leader

Senior Water Senior Wastewater Senior Asset Waters Strategic Senior Stormwater Engineering Project Engineer - Stormwater Compliance Officer Network Engineer Treatment Treatment Planning Engineer Planning Engineer Planning Engineer Assistant Water Services x4 Engineer - Water Services x3 Operator Operator

Senior Asset Wastewater Asset Planning Maintenance & Senior Reticulation Water Treatment Asset Coordinator Information Officer Technical Officer Treatment Technical Engineer Engineer Works Planner Operator Operator x3 -Water Services Operator x3

Asset Information Reticulation Pump Station Performance & Officer - Water Operator x6 Operator x 1/2 Process Officer Services x2

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Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix H– Financial Summary: Supporting Information

Appendix H– Financial Summary: Supporting Information

H1 Inflation Rates Due to the levels of uncertainty caused by the Coivd-19 pandemic BERL prepared 3 scenarios for cost adjustors to be used by councils in their planning and project activities (ECM: 10476189). The three scenarios are:

▪ BERL mid–scenario – considered to be a likely outcome relevant to most regions of New Zealand ▪ Stalled rebuild scenario – where GDP and employment grow more slowly ▪ Faster rebuild scenario – where GDP and employment grow more rapidly.

Based on advice from Infometrics (ECM: 10476191) Waipa DC has selected the BERL mid-scenario as the most reasonable choice of cost adjustment for the 2021/2031 Long Term Plan. Table 85 details the inflation rates used in the preparation of budgets.

Table 85: BERL Price Adjusters Community Planning & Roading Water Salary Activities Regulation Year 1 2.0 Year 2 3.3 3.6 2.8 2.6 2.5 Year 3 3.2 2.7 2.6 2.4 3.0 Year 4 3.2 3.0 2.7 2.4 3.0 Year 5 3.3 3.2 2.7 2.5 3.0 Year 6 3.4 3.2 2.7 2.5 3.0 Year 7 3.5 3.7 2.9 2.6 3.0 Year 8 3.6 4.1 3.1 2.6 3.0 Year 9 3.8 4.3 3.2 2.7 3.0 Year 10 3.8 4.0 3.0 2.8 3.0

H2 Interest Rates The assumption is that there will be ready access to loan funds at competitive rates and interest rates will track in line with the projections prepared by our financial advisors. The interest rates used can be found in Table 86. Table 86: Interest Rates Year to June 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Bancorp Projected borrowing rate 1.28% 1.15% 1.12% 1.34% 1.49% 1.4% 1.65% 1.75% 2.2% 2.47% (includes margin)

Waipa District Council 2021 Amp - Stormwater Management - Audit Jan 2020 Record Number: 7987415 Page 149 of 150

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021 Appendix H– Financial Summary: Supporting Information

H3 Forecast Reliability Confidence Grades The confidence levels for the financial forecasting have been assessed using the IIMM 2015 grading systems detailed in Table 87.

Table 87: Confidence Grades Confidence Description Grade Highly Data based on sound records, procedures, investigations and analysis which is A Reliable properly documented and recognised as the best method of assessment. Data based on sound records, procedures, investigations and analysis which is properly documented, but has minor shortcomings. For example the data is old, B Reliable some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation. Data based on sound records, procedures, investigations and analysis which is C Uncertain incomplete, unsupported, or extrapolated from a limited sample for which confidence grade A or B applies. Very Data is based on unconfirmed verbal reports and/or cursory inspection and D Uncertain analysis. E Unknown None or very little data held

2021 Amp - Stormwater Management - Audit Jan 2020 Waipa District Council Page 150 of 150 Record Number: 7987415

Document Set ID: 10545234 Version: 2, Version Date: 20/01/2021