Water Supply Asset Management Plan 1 2019 - 2038 · The AMP modelling shows that the renewal...

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Water Supply – Asset Management Plan

2019 - 2038

Water Supply Asset Management Plan

Abbreviations

AAS Australian Accounting Standard

ADWG Australian Drinking Water Guidelines

AHD Australian Height Datum

BOD Biological Oxygen Demand

BPM Best-Practice Management (NSW DPI Water Planning Framework for LWUs)

CCTV Closed Circuit Television

CWP Capital Works Program

DCP Development Control Plan

DSP Development Servicing Plan

EP Equivalent Population

EPA NSW Environmental Protection Agency

ET Equivalent Tenement

FINMOD NSW Financial Planning Model (developed by DPI Water)

I/I Inflow and Infiltration

IPART NSW Independent Pricing and Regulatory Tribunal

IWCM Integrated Water Cycle Management

kL Kilolitre (1,000 litres)

LOS Levels of Service

LTW Liquid Trade Waste

LWU Local Water Utility

ML Megalitre (1,000,000 litres)

OCC Orange City Council

p.a. per annum

SBP Strategic Business Plan

SPS Sewage Pump Station

TBL Triple Bottom Line

TRB Typical Residential Bill

WHS Work Health and Safety

WTP Water Treatment Plant (also: Water Filtration Plant)

WWTP Wastewater Treatment Plant (also: STP – Sewage Treatment Plant)

Orange City Council Page 2

TABLE OF CONTENTS

Abbreviations........................................................................................................................................................... 1

2 Executive Summary ......................................................................................................................................... 3

3 Strategic Objectives ......................................................................................................................................... 5

4 Services Provided ............................................................................................................................................. 7

4.1 Orange Water Supply Scheme ............................................................................................................. 7

4.2 Spring Hill and Lucknow Water Supply Scheme .................................................................................. 8

4.3 Non-Potable Water Supply Scheme .................................................................................................... 9

5 Levels of Service ............................................................................................................................................. 11

6 Condition of Our Assets ................................................................................................................................. 14

7 Operational Plan ............................................................................................................................................ 17

8 Maintenance Plan .......................................................................................................................................... 20

9 Capital Renewal Plan ..................................................................................................................................... 22

10 Capital Upgrade & Expansion Plan ................................................................................................................ 25

11 Asset Rationalisation and Disposal Plan ........................................................................................................ 27

12 Financial Plan ................................................................................................................................................. 28

12.1 Introduction ................................................................................................................................... 28

12.2 Summary and Recommendations ................................................................................................. 29

12.3 Summary of Data Input ................................................................................................................. 29

12.4 Water Supply Model Outputs ........................................................................................................ 32

13 Key Performance Measures ........................................................................................................................... 38

14 Risk Management Plan .................................................................................................................................. 39

15 Performance Review and Proposed Improvement Plan ............................................................................... 42

Appendix A: Operation & Maintenance Programs ................................................................................................ 43

Appendix B: Four Year Renewal Programs ............................................................................................................ 45

Appendix C: 30 Year Capital Works Program ........................................................................................................ 52

Appendix D: 30 Year Financial Plan ...........................................................................................................................

Appendix E: Water Supply Performance TBL Report 2017/18 .............................................................................. 55

Document Control

Rev No Date Revision Details Author Verifier Approver

1 01/06/2018 Draft Budget SM WB IG

2 07/07/2018 Final Budget SM WB IG

3 20/08/2018 Website Version SM WB IG

Note: All figures expressed in this plan are in 2017/18 real (current) terms and NOT adjusted for inflation unless

otherwise stated.


2 Executive Summary

Orange City Council’s intention is to provide the City with a water supply network that is serviced and

maintained to a level which reflects the community’s expectations and operates in a manner that is both

functional and cost effective. The water asset portfolio had a fair value of $346,326,000 at 30 June 2017.

This plan assists Council in the decision making process and is presented at a high level to provide key

information that can be used in the determination of levels of service and funding required.

Table 1.1 identifies the asset categories in this plan, the thirty year average costs and funding gap if a gap

exists between the available renewal budget and predicted renewal requirements.

Renewal work is any work which restores an asset to its original condition and service level. Therefore,

Upgrade and New Works are not counted towards the renewal funding gap and backlog, as they are additional

assets providing a new or upgraded capacity or level of service, and not necessarily performed when the asset

has reached its intervention level for renewal.

Negative figures indicate a surplus in the first year, which will be required to fund renewals in subsequent

years where there is a funding gap. The AMP modelling shows that the renewal funding gap is increasing over

the 30 years towards 2047.

Table 2.1: Water Supply Asset Portfolio Overview 2018-2047 ($’000)

Asset Fair Value

Operation & Maintenance Renewal Upgrade & New Gap Backlog Year 1

Backlog Year 30

Water Storage 71,475 3,620 - 681 206 46 6,172

Water Mains 217,610 11,020 783 108 885 8,749 26,553

Water Reservoirs 18,098 917 - 362 282 0 8,458

Water Pump Stations 11,050 560 - 52 413 8 12,377

Water Treatment Plants 28,093 1,423 205 252 828 -205 24,847

Other - - 328 529 - 0 0

Total 346,326 17,539 1,316 1,984 2,614 8,597 78,407

Figure 2-1 identifies the proposed expenditure over the next 10 years, with an increasing backlog at current

levels of funding for all water supply asset categories. The backlog after 30 years is indicative of current levels

of funding.

The proposed Capital Works Program is detailed in Appendix C, including work for Renewals, Upgrades and

New Works.

Alternative funding scenarios are discussed in Section 11 (the Financial Plan), including funding the renewal

gap. The current Renewal Budget is able to be expanded to fully fund the renewal gap within the existing

typical residential bill of $661 (2017/18) (adjusted for inflation).


Figure 2-1: What will we spend over the next 10 years?

The current condition of our assets is shown in Figure 2-2 based on the value of each asset in each of 10

conditions ranging from 1 to 10, with 1 being near new and 10 as a completely failed asset.

Figure 2-2: What condition are our assets in?

This plan’s primary objective is to meet the adopted Levels of Service, which cover the following areas:

Water quality, quantity and pressure

Water availability during droughts

Response times for customer queries and/or complaints

Response times for system failures

Note that the Levels of Service are the targets which Council aims to meet; they are not intended as a formal

customer contract. Council’s performance in these areas is also presented in Section 12: Performance

Measures. The current services are generally regarded as satisfactory by customers.

0

10

20

30

40

50

60

70

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

$ (

Mill

ion

s)

Operations Maintenance Renewal Upgrade / Expansion Rolling Backlog

$0

$20,000

$40,000

$60,000

$80,000

$100,000

1 2 3 4 5 6 7 8 9 10

$'0

00

Water Storage Water Mains Water Reservoirs Water Pump Stations Water Treatment Plants


3 Strategic Objectives

Council operates and maintains the water supply network to achieve the following strategic objectives:

To satisfy community expectations and regulatory requirements at a reasonable cost

To have sufficient capacity for community growth

To provide an environmentally and financially sustainable service

To develop public confidence in the staff and services.

Orange City Council developed a comprehensive community engagement strategy to ensure a broad range of

opinions, ideas and visions were captured to help shape the Orange Community Strategic Plan (CSP). The

outcomes and strategies supported by that plan are detailed in the Strategic Asset Management Plan,

Strategic Business Plan (SBP) and Integrated Water Cycle Management (IWCM) Strategy.

To assist in the delivery of the objectives in this plan, a number of key documents and systems have been

prepared and should be referred to in considering the findings presented in Table 3.1.

Table 3.1: Where can I find additional information?

Document / System Content

Asset Management Manual (AMM) Documents the procedures and processes for the management of assets

Asset Management Strategy (AMS) Overall direction of asset management and portfolio summary

Asset Management System (AIM) Electronic system that contains the asset register, condition ratings and used to model future renewals

Capital Value Register (CVR) Electronic system that stores the financial information of assets

Community Strategic Plan (CSP) Outcomes and Strategies identified by the community

Condition Assessment Manual Details on the process of assessing condition, including photographic examples of various conditions

Council Asset Policy How we manage assets

Developer Servicing Plans (DSP) Developer charges applicable to development for water infrastructure

Drinking Water Management System (DWMS)

A risk-based system for drinking water quality management.

Enlighten GIS Geographical information system that produces maps of assets

Enterprise Risk Management (ERM) The identification and management of risks across Council operations

Integrated Water Cycle Management Evaluation Study (IWCM)

Sustainable management strategies for optimal management of all components of the water system (water, sewage and stormwater)

Operation Environmental Management Plan (OEMP)

Approvals and procedures for the operation of the Orange Raw Water Supply System

Water and Sewer Strategic Business Plan (SBP)

Management of water supply and sewerage business

Water Supply Strategic Policy (ST129) Outlines Council’s commitment to the supply of Orange with a safe, reliable, quality and secure water supply.


Figure 3-1 shows the strategic context for water supply services. It demonstrates the link between the NSW

Best Practice Management (BPM) framework for Water Supply & Sewerage and how that integrates with the

NSW Integrated Planning & Reporting (IPR) framework.

Figure 3-1: Strategic Planning Framework for Water Supply & Sewerage

The Orange Community Strategic Plan outcomes supported by this Water Supply Asset Management Plan

include:

13.2 Identify changing community aspirations and undertake community engagement to inform

planning and advocacy of plans and policies for integrated water management and energy utilities

14.1 Design and construct new infrastructure assets as specified within the Asset Management Plan to

agreed levels of service

15.2 Maintain and renew water, sewer and stormwater infrastructure and services as specified within

the Asset Management Plans at agreed levels of service


4 Services Provided

Orange City Council provides reticulated water supply to the City of Orange and the villages of Spring Hill and

Lucknow. Council also provides reticulated water supply to the rural residential estates of Ammerdown and

Clifton Grove.

4.1 Orange Water Supply Scheme The Orange Water Supply provides drinking water to approximately 19,000 connections including residential,

business and industrial customers. Raw water is collected at Suma Park Dam from surface water, ground

water, water transferred from Macquarie Pipeline and harvested stormwater. Raw water is drawn from Suma

Park Dam and treated at Icely Road Water Filtration Plant with a capacity of 38 ML/day, originally constructed

in 1959, and subsequently augmented and upgraded in 1966, 1985 and 2001. Treated water is stored at nine

service reservoirs around the City, which is gravity fed through reticulation mains to customers throughout the

City.

Figure 4-1: Orange Water Supply Area


4.2 Spring Hill and Lucknow Water Supply Scheme The Spring Hill and Lucknow water supply services approximately 150 connections, independent of the Orange

water supply system. The water is sourced from two bores and is chlorinated and pumped to storage tanks,

where it is distributed to the villages.

Figure 4-2: Spring Hill and Lucknow Water Supply Area


4.3 Non-Potable Water Supply Scheme Orange City Council also operates a dual water supply system for the Ploughmans Valley and North Orange

(PVNO) development areas, which will ultimately supply non-potable water to 4,500 connections in the north

and west of the City.

Figure 4-3: Non-potable Water Supply Area


Table 4.1: What is provided? (at 30 June 2017)

Asset Dimension/Capacity Fair Value

Water Storage 23,629 ML 71,475,000

Water Mains 645 km 217,610,000

Water Reservoirs 78 ML 18,098,000

Water Pumping Stations (inc bores) 73 ML/d 11,050,000

Water Treatment 38.8 ML/d 28,093,000

TOTAL

346,326,000

The extension of water supply services to new areas is dependent on a range of factors, detailed in the

Integrated Water Cycle Management Strategy, the most important of which relate to our Levels of Service:

Servicing new residential areas with adequate pressure available

The impact on existing customers and firefighting capacity

Water security

Impact on water quality

Affordable Typical Residential Bill

4.3.1 Growth and Demand

In addition to assets constructed by Council, new water supply assets are also acquired from land

developments. In the last 5 years (2012/13 FY to 2016/17 FY)1:

Council’s reticulation network has grown by 5.7%, from 610km to 645km.

The number of water assessments has increased 10.7%, from 16,925 to 18,373.

Acquiring these new assets commits Council to fund the additional operating, maintenance and renewal costs

associated with the assets.

Council has undertaken hydraulic modelling to determine what infrastructure would be required in the next 30

years to service new development and maintain levels of service for existing customers. This analysis was

collected in the “30 Year Infrastructure Strategy”. The projects included in the Infrastructure Strategy are

included in the Capital Works Program for growth.

4.3.2 Opportunities for Non Asset Service Delivery

Council has pursued a number of non-asset service delivery options which are detailed in the Strategic

Business Plan and IWCM. These include showerhead replacement program, rainwater tank rebates, water

restrictions and consumer education on saving water.

1 NSW Performance Reporting Database


5 Levels of Service

One of the basic tenets of sound asset management practice is to provide the level of service the current and

future community want and are prepared to pay for, in the most cost effective way (NZ NAMS 2007).

Water assets have been categorised into classes to assist in the determination of Levels of Service (LOS) which

are grouped into:

Community LOS – relates to how the community receives the service in terms of safety, quality,

quantity, reliability responsiveness, cost efficiency and legislative compliance; and

Technical LOS – the technical measures of performance developed to ensure the minimum community

levels of service are met.

Table 5.1 outlines what the community desires for each asset Category and how Orange City Council will

deliver it. The Community desires have been determined in line with the Community Strategic Planning and

Strategic Business Plan processes.

Table 5.1: Customer Service Levels

CSP2 Type of Service (Customer LOS)

Level of Service (Technical LOS)

CUSTOMER ENQUIRIES

2.2, 13.2

Adequate response to complaints/enquiries

Respond to 95% of written complaints/inquiries within 5 working days.

Respond to 95% of verbal complaints/inquiries within 1 working day.

WATER SUPPLY SERVICES

14.1 Water is available to use Peak day demand: 1700 L/tenement/day.

14.1 Adequate pressure is available Provide pressures between 20 and 80 m head of water in the reticulation system whilst conveying a minimum of 6 litres per minute per residential connection under normal conditions.

14.1 Water is available for fire-fighting

Water will be available from reticulation fire hydrants for fire-fighting at minimum flow rates as set out in Local Government Regulations and the conditions established by the NSW Fire and Rescue.

14.1 Water restrictions are applied in times of drought

‘5/10/10 rule’ o Restrictions not applied more than 5% of the time. o Restrictions not imposed more often than once every 10 years. o Water supply can supply 90% of normal demand (10% reduction in consumption) through a repeat of the worst drought on record.

15.2 Minimal interruptions to supply a) Planned interruptions

Customers will receive adequate written notice. b) Unplanned interruptions

If interruption is less than 4 hours, notice will only be given to those customers who are put at extreme inconvenience.

WATER QUALITY

15.2 Potable Water Supply Potable water meets the Australian Drinking Water Guidelines.

15.2 Non-Potable Water Supply Non-potable water meets the Australian Recycled Water Guidelines.

Response Times to Service Interruptions

15.2 PRIORITY 1 Failure to maintain continuity of supply to a large number of customers or a critical user at a critical time.

2 The CSP Reference Number relates to the Community Strategic Plan (2012) outcome that is supported by the Community LOS identified.


Response Times to Service Interruptions

Typical Causes:

Pump Station Failure

Water Treatment Plant Malfunction

Trunk Main Failure

Typical Effects:

Major property damage

Large volume of wasted water

Personal injury or risk to public health

Significant depletion of service reservoir

Major environmental impact

We will aim to respond within:

30 min (business hours)

1 hour (after hours)

15.2 PRIORITY 2 Failure to maintain continuity or quality of supply to a small number of customers or to a critical user at a non-critical time.

Typical Causes:

Minor main break

Leaking connection

Telemetry failure

Partial valve failure

Typical effects:

Minor property damage

Minor environmental impact


1 hour(business hours)


15.2 PRIORITY 3 Failure to maintain continuity or quality of supply to a single customer.

Typical causes:

Leak from water main

Leak from hydrant

Partial failure of service connection

Typical effects:

No water available to customer


1 hour (business hours)


Any requirements for further community consultations, particularly for Level of Service changes may cause a

significant impact on costs to deliver the services detailed in this plan. A review of Council’s performance in

delivering the sewerage service to the community is included in Section 12 – Performance Measures.


Table 5.2 provides a brief overview of the legislative framework in which Council operates its water supply

network, and the requirements that the network is required to meet.

Table 5.2: Legislative Requirements

Category Obligation

PRICING

Local Government Act 1993 (and Regulations 2005)

Determining developer charges: o Provide a source of funding for infrastructure required for new urban development o Provide signals regarding costs of urban development and encourage less costly forms

Pricing principles to be adopted by local government authorities for water & sewerage

Guidelines for a ‘user pays’ charging system

ENVIRONMENTAL PROTECTION AND LICENCES

Environmental Planning and Assessment Act 1979

New development areas in the Ploughmans Valley and North Orange (PVNO) area are supplied with dual reticulation to meet BASIX requirements.

Water Management Act 2000 The sustainable and integrated management of State’s water sources, including water rights, licences and allocations. Council holds Town Water Supply licences for the operation of its water sources.

HEALTH AND SAFETY

Work Health & Safety Act 2011 (and Regulations 2011)

Council is required to comply with Work Health and Safety in its sewerage service operations

Public Health Act 2010 Drinking Water Management System to comply with NSW Public Health Act (2010) and Public Health Regulation (2012).

Fluoridation of Public Water Supplies Act 1957

Addition of fluoride in public water supply by water utilities

Dam Safety Act 1978 Obligations and responsibility for local water utilities for the safety of dams under their jurisdiction


6 Condition of Our Assets

Council maintains a Condition Assessment Manual that details the frequency of inspection and condition

rating to be used for all assets. This data is recorded in the Council Asset Management System and used to

predict the timing of renewal / maintenance requirements in the Long Term Financial Plan.

Assets are rated on a 1 (Near New)to 10 (Completely Failed) scale consistent with the Maloney model and

advanced asset management practices as outlined in the IPWEA International Infrastructure Management

Manual. Details on how Council assesses condition and further information on the rating scale are contained in

the Condition Assessment Manual.

The intent of Council is not to undertake renewal on an asset until it reaches its ‘Intervention Level’, that is the

condition at which the community has determined renewal is required based on the LOS analysis. Typically

assets will be renewed by condition 8.

6.1.1 Asset Deterioration

Deterioration profiles have been developed that track the rate of deterioration expected over time for each

material type in each asset group. This information is used in our models to determine when an asset is

expected to be due for renewal, noting that assets will only be renewed when they reach their intervention

condition, not based on their age.

Figure 6-1 provides examples of several deterioration profiles used with the vertical column showing the years

remaining at a particular condition. For example, an AC main at condition 3 will last 56 years until complete

failure at condition 10.

Figure 6-1: At what rate do we expect our assets to deteriorate?

0

21

42

63

84

105

1 2 3 4 5 6 7 8 9 10

Yea

rs R

emai

nin

g Water Mains

PE, PVC, UPVC AC Cast Iron, DICL, Steel

01326395265

1 2 3 4 5 6 7 8 9 10Yea

rs R

emai

nin

g Mechanical Assets

20 year life 30 year life


09

18273645

1 2 3 4 5 6 7 8 9 10

Yea

rs R

emai

nin

g Electrical Assets



061

122183244305

1 2 3 4 5 6 7 8 9 10

Ye

ars

Re

mai

nin

g Civil Assets

40 year life 80 year life 100 year life200 year life 300 year life


6.1.2 Asset Condition Assessment

Using the information from the curves above and the intervention level set for the class of an asset we can

determine the expected useful lives of our assets as detailed in Table 6.1 below.

Table 6.1: What are our Intervention Levels to Renew an Asset?

Category Component Intervention Level Useful Life

Reticulation System Water mains – Cementitious (AC) 8 70 years

Water mains – Metallic (CI, DICL) 8 100 years

Water mains – Plastic (UPVC, PE) 8 80 years

Dams Structures 8 20-300 years

Electrical 8 30 years

Mechanical 8 10-40 years

Reservoirs Tank Roof 8 40 years

Tank Structure 8 100 years

Electrical 8 15-40 years


Treatment Plants Structures 8 10-80 years



Pump Stations Structures 8 20-80 years



Condition inspections for above ground assets are conducted annually by competent operational staff who

maintain the assets being inspected, with a member of the asset team to determine the condition of the asset

being inspected. The method of condition assessment for underground water supply assets is detailed in the

Condition Assessment Manual and is broken up as follows:

Level 1 assessment – a preliminary condition rating based on the asset age, material and pipe

diameter where no other information is available

Level 2 assessment – utilising operation and maintenance records (e.g. main break information) to

gain an understanding of asset condition. Assets that are identified in a condition close to or exceeding

the intervention level are scheduled for a Level 3 assessment.

Level 3 assessment – formalised condition assessment, e.g. hydrant flow testing. Inspections are

undertaken by competent operational staff who are qualified to conduct hydrant tests.


6.1.3 Asset Register

The asset register captures the asset data and condition data in a hierarchical structure. The adequacy of the

data and information captured is comprehensive, although is due to be reviewed to ensure the relevance of

the data captured. This includes making sure that data is not captured for data’s sake, and that resources are

available to keep the data up to date. The review of the data is included as an action in Section 13 –

Improvement Plan.

Each asset’s condition is maintained in the Asset Register and Figure 6-2 gives the condition profile based on

the dollar value of assets in each condition.

An overview of the assets that are recorded in the Asset Register is provided in table 4.1..

Figure 6-2: What Condition are our assets in?

$0

$2,000

$4,000

$6,000

1 2 3 4 5 6 7 8 9 10

$'0

00

Water Pump Stations

$0

$5,000

$10,000

1 2 3 4 5 6 7 8 9 10

$'0

00

Water Treatment Plants

$0

$5,000

$10,000

$15,000

1 2 3 4 5 6 7 8 9 10

$'0

00

Water Reservoirs

$0

$20,000

$40,000

$60,000

1 2 3 4 5 6 7 8 9 10

$'0

00

Water Mains


7 Operational Plan

The purpose of the Operational Plan is to ensure that service objectives (Levels of Service, statutory &

regulatory requirements and obligations) are achieved at the least cost and that the impact of any breakdowns

or outages is minimised. Operational Performance Indicators are shown in Section 12.

The operations plan is based on knowledge of the system assets and as such, there are ongoing requirements

for maintaining an appropriate asset register and for investigating the condition of key elements of the

systems that affect the ability to deliver the desired level of service. Contingency operations plans (emergency

response plans and business continuity plans) are being developed where the consequence of failure is

significant.

Existing operational systems, processes and procedures routinely deliver services that comply with levels of

service and regulatory requirements.Rapid changes in the operating environment in terms of customer

expectations, improved environmental outcomes, resource conservation, and higher regulatory standards will

require commensurate improvements in operations.

Key operational issues include the following:

Asset condition and monitoring program

Monitoring of operational performance

Review and documenting of operating procedures

Implementation of mains and reservoir cleaning program to maintain water quality as part of ongoing

operations procedures

Conducting a review of energy usage

Operational activities are those regular activities that are required to continuously provide the service

including asset inspection, electricity costs, plant and overheads. Table 7.1 outlines the split of our operational

costs on an annual basis.

Table 7.1: What are our Operational Costs (30 year annual average)?

Activity Annual Average

Administration 1,658

Engineering 1,390

Operations 3,788

Energy 3,071

Chemical 636

Depreciation 4,145

Interest 83

Other 4

Total 14,775


Figure 7-1: What is the breakup of our Operational Costs?

7.1.1 Routine Operations

Normal operational procedures are documented in Council’s Drinking Water Management System, and include

routines and procedures for water quality testing, telemetry & SCADA systems, periodic operational

inspections and flushing.

Council is also developing a Recycled Water Management System for the procedures in the Dual Water

reticulation network.

7.1.2 Emergency Response

Council has documented response procedures in place in the Drinking Water Management System for a

number of incidents including Boil Water Alerts, disinfection after main break and reporting requirements for

abnormal water quality results, pump breakdowns and main breaks.

Council also has a suite of Dam Safety Emergency Plans for each prescribed Dam under its control. The DSEP

include procedures for inspections, white/amber/red alert levels and contact for response in the community

for each alert level.

7.1.3 Business Continuity

Emergency operational procedures are being developed by Council into a suite of Business Continuity Plans

where service fails at critical facilities. The Water Supply facilities that are being considered under the BCP

process are:

Suma Park Dam (sole direct water supply storage)

Suma Park Pump Station and Rising Main (sole supply to the Icely Rd WTP)

11%

9%

26%

21%

4%

28%

1%

Administration

Engineering

General Operations

Energy

Chemical

Depreciation

Interest


7.1.4 Future Operational Expenditure

Increases to operations and maintenance expenditure occur when new assets are acquired through new works

and developer contributions. These extra costs would be identified at the project stage when undertaking a

life-cycle cost analysis of the asset to be built and included in future operational budgets. For example:

Operation of the Central Tablelands Water pipeline and Macquarie Pipeline

New water pump stations in new development areas

New reticulation mains in new areas adding to the overall network requiring inspection and flushing

More water being treated at the Water Treatment Plant, resulting in more chemical use and electricity

use.

Impacts of Demand Management (e.g. water restrictions)

Impacts of Water Loss Management Programs (reducing water losses and other non-revenue water)

Future operational expenditure is forecast to trend in line with the growth in the water supply network.

Forecast operational expenditure levels are detailed in Appendix D.


8 Maintenance Plan

The purpose of the Maintenance Plan is to support the Operation Plan by ensuring that the actual outputs,

reliability and availability of the water systems, facilities and components, as specified in the Operation Plan,

are achieved in the most cost effective manner.

Maintenance is the on-going work that is necessary to keep assets operating to ensure they reach their useful

life. It includes work on an asset where a portion may fail and need immediate repair to make it operational

again. It may be either planned where works are programmed in, cyclic in nature or reactive in response to

storm damage, vandalism etc.

Planned or scheduled maintenance is normally used for critical items where a breakdown would be costly and

would cause large interruptions to service. Scheduled maintenance can be fixed-time interval or condition-

based interval (e.g. every 10,000 pump run hours). These programs should be documented in a Scheduled

Maintenance Plan.

Reactive or breakdown maintenance is generally reserved for less critical assets, or for situations where

scheduled maintenance is not possible. These are usually carried out in response to service requests.

8.1.1 Maintenance Programs

Current maintenance programs are designed to maintain water assets at their target levels of service and

minimise risk of future failure. Maintenance expenditure levels are considered to be adequate to meet

required service levels.

Future revision of this asset management plan will include linking required maintenance expenditures with

required service levels in the Community Strategic Plan. The level of service and standards of care for

maintenance is carried out in accordance with Council’s Asset Management Policy.

The maintenance programs are detailed in Appendix A, summarised in Table 8.1.

Table 8.1: What are our annual maintenance costs (30 year annual average)?

Item Budget

Water Mains 525

Water Services 351

Water Meters 238

Hydrants 97

Valves 86

Electrical 18

General Maintenance 28

Treatment Plants 1,069

Pump Stations 304

Water Source 43

Dams 1

Water Reservoirs 2

Total 2,763


Figure 8-1: What is the breakup of our Maintenance Costs?

8.1.2 Future Maintenance Expenditure

Increases to the operations and maintenance expenditure occur when new assets are acquired through capital

works and developer contributions. These extra costs would be identified at the project stage when

undertaking a life-cycle cost analysis of the asset to be built and included operational budgets. For example:

Maintenance of the Central Tableland Water pipeline and Macquarie Pipeline

Maintenance of new sewer pump stations in new development areas

New reticulation mains in new areas adding to the overall network requiring response when breaks

and leaks occur.

Future maintenance expenditure is forecast to trend in line with the growth in the water supply network.

Forecast maintenance expenditure levels are detailed in Appendix D.

Deferred maintenance, i.e. works that are identified for maintenance and unable to be funded, present a

higher likelihood of failure.This can happen if maintenance budgets do not increase in line with asset growth.

19%

13%

9%

3%3%1%1%

39%

11%

1%Water Mains

Water Services

Water Meters

Hydrants

Valves

Electrical

General Maintenance

Treatment Plants

Pump Stations


9 Capital Renewal Plan

Renewals works are Capital Work on an existing asset to replace or rehabilitate it to a condition that restores

the capability of the asset back to an acceptable level of service. The intervention level and estimated useful

lives are contained in Table 6.1.

Renewal will be undertaken using ‘low-cost’ renewal methods where practical. The aim of ‘low-cost’ renewals

is to restore the service potential or future economic benefits of the asset by renewing the assets at a cost less

than the full replacement cost.For example, pipe bursting existing mains where possible instead of re-laying

mains.

This Asset Management Plan contains an analysis based on broad assumptions and best available knowledge

to date. Modelling is not an exact science so we deal with long term averages across the entire asset stock.

Work will continue on improving the quality of our asset registers and systems to increase the accuracy of our

renewal models. Renewal work is carried out in accordance with WSAA standards and plumbing codes.

Details of planned renewal activities proposed over the next four years are contained in Appendix B for each

asset category. The first year of the program will be considered in the development of the next Operational

Program and the remaining three years of work will be assessed each year to confirm that the asset has

reached its intervention level prior to the work being scheduled.

9.1.1 Prioritising Renewals

Assets requiring renewal will be generally identified from estimates of remaining life and condition

assessments obtained from the asset register and models. Candidate proposals will be inspected to verify the

accuracy of the remaining life estimate and to develop a preliminary renewal estimate.Verified proposals are

ranked by priority and available funds and scheduled in future works programs.

Assets were identified for the renewal program based on the following criteria:

Not meeting the level of service (e.g. for fire flow from hydrants)

Poor condition/performance resulting in high risk to leave in service (identified from asset register)

from assets that have a level 2 assessment level

Assets that have been identified in poor condition/performance rating from a level 1 assessment have

been identified to undertake a level 2 assessment (e.g. water mains that have been assessed to be in

poor condition are scheduled to be tested before being included in a renewal program).

A backlog of works (works that have been identified as required, but not able to be funded), may result in

reduced performance, e.g. main breaks, fire flow restrictions and water quality issues. This risk may be

acceptable for some assets, but not for others. A criticality assessment has been undertaken for those assets

at the Water Treatment Plant, and will be carried out to the other asset categories as part of this plan. The

criticality rating is used identify high risk assets and prioritise renewals based on their consequence of failure.

Assets that have a low consequence of failure that are a low risk to remain in service are not included in

Special Schedule 7 financial reports.


9.1.2 Renewals Expenditure

The costs presented in the following table identifies the current level of funding for the required renewal

programs and the funding required to maintain the asset to what is considered an appropriate standard. The

required funding in that table is based on the intervention specified in Section 5.

For water supply assets, an analysis has been undertaken to determine assets that are already at or above

intervention level that are not able to be funded in the next Operational Plan. This work is quantified in the

‘Backlog’ column.

Negative figures (in red) indicate a surplus in the first year, which will be required in subsequent years or if

programs are flexible may be able to be used in other asset categories which have a funding gap. Overall,

however there is no surplus in renewal funding.

Appendix B details the renewal programs over the next 4 years.

Table 9.1: What are our Renewal Costs, Gap and Backlog (30 year annual average)?

Activity Budget Required Gap Backlog Year 1 Backlog Year 30

Water Storage - 206 206 46 6,172

Water Mains 783 1,668 885 8,749 26,553

Water Reservoirs - 282 282 0 8,458

Water Pump Stations - 413 413 8 12,377

Water Treatment Plants 205 1,033 828 -205 24,847

Other 328 328 0 0 -

Total 1,316 3,930 2,614 8,597 78,407

Figure 9-1: What will we spend over the next 10 years on Renewal?

0

10

20

30

40

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

$ (

Mill

ion

s)

Water Storage Water Mains Water Reservoirs Water Pump Stations

Water Treatment Plants Other Rolling Backlog


Table 9.2: Rolling Backlog Split

9.1.3 Lifecycle costs

The lifecycle costs are determined based on the total cost of ownership of each asset including operations,

maintenance, renewal and disposal costs. The thirty year average annualised lifecycle costs for each

component is presented in Table 9.3.

Table 9.3: What are our Lifecycle Costs?

Asset Units Rate Annual Average

Pump Stations & Reservoirs /ML 21,937 1,711,099

Reticulation /km 7,418,911 7,418,911

Water Treatment /ML 1,386,507 1,386,507

Dams /GL 171,964 3,955,169

0

10

20

30

40

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

$ (

Mill

ion

s)

Water Storage Water Mains Water Reservoirs

Water Pump Stations Water Treatment Plants Other


10 Capital Upgrade & Expansion Plan

Upgrade and expansion works are those capital works that create a new asset that did not previously exist, or

works which upgrade or improve an existing asset’s capacity.

Upgrades enhance an existing asset to provide a higher level of service, for example improving water pressure

in an area, improving water quality, and improving water security. These works are identified in Appendix C as

Level of Service works. New assets are those created to meet an additional service level requirement or

increase the size of a network, for example, servicing new development areas. These works are identified in

Appendix C as New Works for Growth.

Works for growth may be funded in part through developer contributions in the form of Section 64

contributions, a Voluntary Planning Agreement, or as part of a subdivision development. These works are

identified in the Capital Works Program for ‘Future Growth’. They are usually not eligible for grant funding.

Upgrade works (Level of Service works) need to be funded from within the existing revenue stream of the

Water Fund.Upgrade works may also be eligible for grant funding.

10.1.1 Project Identification and Strategies

New assets and upgrade/expansion of assets are identified from studies completed by Council. These will be

included into Integrated Water Cycle Management (IWCM) Plan scenarios. The current capital works projects

have been identified from the following sources:

30 year Infrastructure Strategy 2014

IWCM Evaluation Study 2011

Icely Road WTP Pinch Point Analysis 2016

Developer Servicing Plan 2004

Council has an adopted strategy for the expansion of the water supply network with the following new /

upgraded assets proposed over the next 30 years to meet demand and levels of service.


10.1.2 Capital Expenditure

Table 10.1 indicates the major projects and groups of new / upgraded assets proposed, a complete list is

contained in Appendix C.

Table 10.1: What are the major projects proposed over the next 30 years?

Project Reason Year(s) Budget

Water Main Extensions/Realignments Growth 2018-2047 9,000,000

Blackmans Swamp Creek SWH Stage 2/3 Service Level 2019-2029 6,240,000

South Orange – Stage 2 Growth 2020-2027 6,039,000

Water Treatment Plant Upgrade Service Level 2029 5,000,000

Gosling Creek Dam Upgrade Service Level 2018-2023 4,600,000

Lake Canobolas Dam Upgrade Service Level 2020-2027 4,600,000

MAR Trial Service Level 2037 2,364,000

Figure 10-1: What will we spend over the next 10 years on Upgraded or New Assets?

0

5

10

15

2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

$ (

Mill

ion

s)

441 Water Administration 442 Water Reticulation 443 Water Treatment

444 Water Storage 449 Emergency Water Projects


11 Asset Rationalisation and Disposal Plan

Disposal is any activity associated with disposal of a decommissioned asset including sale, demolition or

relocation. Assets with a condition rating of 9 (poor condition), where Council has received no contact through

the Customer Request System indicating that the community do not require the asset (as they have not raised

concerns or complaints about the asset condition) may be considered to be a redundant asset or not utilised

and therefore decommissioned and disposed unless it is considered critical infrastructure

Table 11.1: What assets are we planning to dispose of?

Asset Reason Year Cost

Coronation Drive Pump Station

Asset currently non-operational & is not required for the successful operation of water network

Use of asset causes pressure fluctuations for customer connections – does not meet levels of service

Original purpose of asset was to supply Cargo Road reservoir, which is to be decommissioned.

UNFUNDED 50,000

Cargo Road Reservoir

Storage available in this reservoir adversely impacts levels of service for Water Quality (long retention time for small demand)

Exceeds serviceable life (not able to be used to full capacity)

Asset is not required to deliver pressure out to Lake Canobolas (retic changes required to connect Ploughmans Pump Station to this area)

Asset is located on a land that might be able to be sold for development should the pump station be fully decommissioned.

UNFUNDED 150,000


12 Financial Plan

12.1 Introduction This financial plan is based on Orange City Council’s financial statements from 2016/17 (Special Schedule 3 and

4), which are a key component of Council’s strategic business plans for water supply and sewerage.

A 30-year financial plan has been prepared for Council’s Water Supply business. The NSW Financial Planning

Model (FINMOD) has been used for preparing this Financial Plan.

This Financial Plan sets out the long term price path (Typical Residential Bills) Council will need to levy in order

to fund the recurrent cost and capital investment required for delivering the levels of service set out in this

Asset Management Plan.

A summary of the expenditure projected over the next 30 years is included in Appendix D. Funding for

management of assets can come from a variety of sources as detailed in the table below.

Table 12.1: Where does our Income come from?

Activity Forecast Average Revenue3

Interest 480

Other 1,591

Fees & Charges 11,474

Grants 266

Contributions 2,508

Total 16,319

Figure 12-1: What is the breakup of our income streams?

3 FINMOD Base Case for Water Fund

3%10%

70%

2%

15%

Interest

Other

Fees & Charges

Grants

Contributions


12.2 Summary and Recommendations Modelling indicates that the current TRB of $661 can be reduced to $534 in 2018/19, with CPI (1.5%)

adjustments annually thereafter, while still fully funding the proposed capital works program.

However, at this level of funding there is a growing backlog in asset renewals projected by this asset

management plan.

There is scope to maintain the current TRB of $661 (2018/19$) while increasing the funding available

to asset renewal programs and still maintaining the required minimum amount in accumulated Cash

and Investments. The minimum TRB required in the scenario is $656, adjusted annually for inflation.

12.3 Summary of Data Input

12.3.1 Historical Financial Data

Historical financial data was obtained from Council’s Special Schedules 3 & 4 of Council’s 2016/17 annual

financial statements.

These statements were revised by the Finance department, as there were a number of errors in the published

statements available on the Council website. The revised statements were used for the purposes of the

financial modelling.

12.3.2 Initial Data

Data used in the modelling is shown in Table 11.2. The values are those recommended by Orange City

Council’s Finance Department.

Table 12.2: Initial Data

Parameter Value

Inflation Rate 1.50% p.a.

Borrowing Interest Rate 5.00% p.a.

Deposit Interest Rate 3.00% p.a.

Term of new loans modelled 10 years

Average life of new system assets 70 years

12.3.3 Assessments and Growth Projections

The figures used for the existing number of assessments and the projected growth are given in Table 12.3.

Table 12.3: Water Assessments

Item Exiting Assessments (June 2017)

Growth Projection

Residential Assessments 15,5814 0.9% p.a. 5

Non-Residential Assessments 1,6871 0.9% p.a. 2

4 Special Schedule 3 (2016/17)

5 Draft Strategic Plan/ Integrated Water Catchment Management Plan


12.3.4 Typical Developer Charges

Developer charges, together with the annual charges, are Council’s two sustainable sources of income. In

order to project the annual charges, the income from developer charges needs to be estimated.

The developer charges used for the purpose of FINMOD calculations were supplied for the NSW Performance

Monitoring 2016/17 by the Development Engineering section.

For assessing the developer charges for new development, it was assumed that each new residential

assessment will be 1 ET (Equivalent Tenement) and on average, each non-residential assessment will also be 1

ET. The developer charges used in FINMOD is shown in Table 12.4

Table 12.4: Water Developer Charges per Assessment

Item Developer Charge

Residential Development 7,820

Non-Residential Development 7,820

12.3.5 Operation, Maintenance and Administration Costs

As a default, FINMOD assumes no change in the real operation, maintenance and administration (OMA) costs

per assessment, and increases the total annual OMA expenditure in line with growth. These costs are adjusted

annually for inflation (i.e. the level of OMA costs per assessment remains constant in 2017/18$ dollars).

For this Financial Plan, the following additions were made to the OMA cost projections:

Engineering and Supervision

o $75k p.a. for additional engineering staff (50% with Sewer Fund)

Operation Expenses

o $196,000 p.a. between 2020/21 – 2024/25 for Managed Aquifer Recharge (Trial) Operational

Costs

o Additional $50,000 p.a. for the new CTW Pipeline operational costs

Maintenance Expenses

o Additional maintenance programs for Hydrant & Valve Maintenance & Dual Water Inspections

o Additional electrician

Energy Costs

o Additional ramp up to $500,000 p.a. for full utilisation of Macquarie Pipeline

o Additional ramp up to $140,000 p.a. for full utilisation of Stormwater Harvesting

o Additional increases to energy costs above CPI (100% increases on existing costs)

Chemical Costs

o Additional $100,000 p.a. for Stormwater Harvesting Chemical Costs

Other Expenses

o $10,000 every 5 years for Environmental Flows Licence Monitoring

Other Contributions

o Central Tablelands Water contribution for part of the CTW Pipeline project in 2017/18


12.3.6 Non-Residential Income

One of the inputs to FINMOD is the proportion of income from annual charges that will be provided from

residential customers. This input variable has a significant impact on the outcomes, as typical residential bills

are affected by the contribution of non-residential customers to the total income from annual charges.

For the water supply scheme, the historical split between residential and non-residential customers has been

assumed to continue for the next 30 years. The income splits are shown in Table 12.5.

Table 12.5: Water Income Split

Item Service Availability Charges User Charges Total

Residential Assessments 26.89% 49.10% 75.99%

Non-Residential Assessments 7.84% 16.17% 24.01%

Total 34.73% 65.27% 100%

12.3.7 Capital Works Program

The water supply business is highly capital-intensive, with capital costs representing about 70% of the cost of

providing water supply service.

Council’s capital works program is divided into three categories:

New Assets for improved standards (e.g. improvements to the drinking water quality)

New Assets for growth

Renewals – replacement of assets that have reached the end of their useful life

The 30 Year Capital Works Program is included in Appendix C. A summary is shown in Table 12.6

Table 12.6: 30 Year Water Capital Works Program

Category 30 Year Capital Works

Renewals 39,490,000

New Assets for Improved Standards 30,668,000

New Assets for growth 29,109,000

Total 99,267,000


12.4 Water Supply Model Outputs The main output parameter of this financial plan is the typical residential bill (TRB) in current (2018/19$)

dollars over the next 30 years. The TRB is the annual bill paid by a non-pensioner resident6, using the average

annual residential water supplied.

The purpose of the financial modelling is to identify the lowest TRB that will enable Council to fund the

operation, maintenance and development of the water supply system. The TRB is a measure of affordability,

and sets the price path Council needs to set in order to meet the proposed levels of service.

FINMOD provides a 30-year projection of Council’s full financial statements (income statement, balance sheet

and cash flow statement) for its water supply business, and for each case modelled.

It is important to note that the financial outcomes (TRB, cash and investments) are shown in 2018/19

dollars. CPI adjustments are required annually.

The financial modelling provides the typical residential bill and the required annual income. Council needs to

develop a tariff structure that will provide this income7.

12.4.1 Financial Data

The Water Supply Fund had cash and investments totalling $37,773,000 and borrowings of $10,507,000 in

June 20178. According to Council’s loan repayment schedule, the existing loans will be repaid over the next 20

years.

12.4.2 Typical Residential Bill

The TRB in year 1 is an input to FINMOD, as this charge is already in place. The water supply TRB in 2017/18

was calculated as shown in Table 11.7, using Councils 2017/18 Fees and Charges

Table 12.7: Water Supply Current TRB

Item Charge

Access Charge $256

Usage Charge: 173 kL/a9 @ $2.34 /kL $405

TOTAL TRB $661

This represents a TRB of $671 in 2018/19$ (1.5% for inflation).

6 Pensioners receive a $87.50 pensioner rebate for each of water supply and sewerage

7 The NSW Office of Water’s Circular LWU 11 and Pricing Information Sheets 1 to 4 provide guidance on setting

a suitable water supply tariff (i.e. the 75/25 rule – 75% of residential revenue from usage charges)

8 Revised Special Schedule 4 (2016/17)

9 2016/17 NSW Performance Monitoring Database – average annual residential water supplied


12.4.3 Capital Works and Growth

The capital works and growth projections are shown graphically in Figure 11.2

Figure 12-2: Water Supply Capital Works and Growth


12.4.4 Water Supply Results

The results are summarised in Figure 11.3. The main output parameters shown in the figure are (all in 2018/19

dollars):

Typical Residential Bill

The modelling indicates that the current TRB of $649 can be reduced / maintained with adjustments

annually for CPI. This would enable Council to fund the operation and development of the water supply.

Cash and Investments

The cash fluctuates throughout the years. It accumulates in periods when capital investment is low, and

then the reserves are reduced as money is invested in new assets and renewals.

The minimum Cash and Investments modelled has been kept above approximately 10% of business

income in the first few years, or $6,500,000

Borrowings

Loans are required when accumulated cash and investments are insufficient to fund capital works. The

base case includes all new works are funded through accumulated cash and investments, and no

borrowing is used.

Figure 12-3: Water Fund Base Case Results (2018/19 $)


12.4.5 Sensitivity Analysis

A sensitivity analysis was carried out in order to assess the sensitivity of results to the input parameters. The

results of the sensitivity analysis are shown in Table 11.8. Three additional cases were modelled, as described

below:

Slow growth: The growth projections were modified from the figures in Table 11.3, to a growth rate of

0.5% p.a. over the 30 year planning period

Fully funding the renewal gap through internal sources: the capital works program was increased to

fully fund the renewal gap identified in section 8.

Fully funding the renewal gap through external sources (i.e. new loans): the capital works program was

increased to fully fund the renewal gap identified in section 8.

The results of the sensitivity analysis are shown in Table 12.8.

Table 12.8: Water Fund Sensitivity Analysis

Scenario Assessment Growth Rate

Total 30 year Renewals

Internal Funding for Renewal

Long Term TRB (2018/19 $)

1. Base Case 0.9% $39,490,000 100% 534

2. Slow growth 0.5% $39,490,000 100% 568

3.Fully funded renewals program (internally funded)

0.9% $114,845,000 100% 656

4. Fully funded renewals program (externally funded through loans)

0.9% $114,845,000 0% 625

The above analysis indicates that Council’s Water Financial Plan is sensitive to low growth and an increase in

the renewals program, but all cases show a minimum required TRB less than the current TRB.

The sensitivity analysis also indicates the lowest TRB is found in the Base Case, where renewal program is kept

at current funding levels. The highest TRB is shown in Case 3, with a fully funded renewal program.

The following figures show a comparison of cases. In all cases the cash and investments at the end of the

period is approximately equal to the outstanding loans (i.e. 0 net borrowings), apart from Case 4.


Figure 12-4: Water Fund Sensitivity Analysis – TRB


Figure 12-5: Water Fund Sensitivity Analysis – Cash and Investments (2018/19 $)

Figure 12-6: Water Fund Sensitivity Analysis – Borrowing (2018/19 $)


13 Key Performance Measures

Department of Indistry Water publishes the NSW Benchmarking Report in April each year for the previous

financial year. Orange City Council’s performance as a water utility is also reported via the Triple Bottom Line

(TBL) report each year in March. The 2016/17 Report is currently unavailable. This AMP will be updated when

the 2016/17 Report becomes available.


14 Risk Management Plan

Council is committed to the identification and elimination or reduction of risks associated with hazards that

arise throughout Council operations as far as reasonably practicable. To facilitate this process an Enterprise

Risk Management Plan has been developed which includes the management of risks for each of its assets.

From this Plan the following key Risks have been identified:

Table 14.1: Critical Risks and Treatment Plans

Asset at Risk What can Happen Risk Rating

Risk Treatment Plan

Suma Park Dam Pump Station & Icely Road Treatment Plant

Mechanical Failure Impacting Supply Severe Pump Maintenance Program

Water Treatment Maintenance Programs

Treatment Plant, Reservoirs, Pump Stations

Mechanical/Electrical failure affecting water quality

Severe Water Quality Management System

Reservoir Maintenance Program

Pump Station Maintenance Program

Reticulation Unaccounted for water loss – slow metering/leaks/theft

Severe Meter replacement program

Water Loss Management Program

Suma Park Dam Raw Water Main Pipeline failure affecting supply Major Dial before you dig Program

Spare fittings kept in stock

Emergency Plan (EMPlan)

Trunk Mains Pipeline failure affecting supply Moderate Dial before you dig Program

GIS mapping

Condition Assessment

Dams Major Dam Failure Moderate EMPlan

Dam Safety Emergency Plan

Suma Park Dam Upgrade Project

All Assets Ageing asset failure impacting ability to provide services

Moderate Undertake Criticality Assessment

Asset Inspections

One of the outcomes of this assessment is the determination of Critical Assets. Critical Assets are specific

assets which have a high consequence of failure but not necessarily a high likelihood of failure. By identifying

critical assets and critical failure modes, Council can appropriately target and refine inspection regimes,

maintenance plans and capital expenditure plans.


Operations and maintenance activities may also be targeted to mitigate critical assets failure and maintain

service levels. These activities may include increased inspection frequency, higher maintenance intervention

levels, etc.

Critical assets are identified in Table 14.2. Reservoirs where there is a potential for failure to risk public safety,

public health or property have been identified as critical, as has the Water Treatment Plant and raw water

supply system assets, and pump stations with critical customers. Table 14.2 identifies the critical assets for the

water network.

Table 14.2: Critical Assets

Critical Assets Critical Failure Mode Treatment Plan

Icely Road Water Treatment Plant

Mechanical/Electrical Assets:

Reduced flow output

Excessive or unusual vibration

Excessive or unusual noise

Excessive or unusual temperature increase

Leakage from seals

External corrosion

Oil or grease leaks

Business Continuity Plan – Icely Road WTP

Drinking Water Management System

Suma Park Dam Rapid change in seepage

Overtopping of earth embankment

Excessive beaching

Excessive embankment erosion

Spillway erosion or blockage

Excessive cracking or displacement

Sliding, rotation or settlement of the dam

Malfunction of gates or crest bags

Dam Safety Emergency Plan – Suma Park Dam

Suma Park Pump Station Reduced flow output




Leakage from seals

External corrosion

Oil or grease leaks

Business Continuity Plan – Suma Park Pump Station

Suma Park Rising Main Corrosion

Joint leakage

Biofilms

Fracture

Longitudinal split

Circumferential break

Leaching of lime and calcium silicate hydrates

Business Continuity Plan – Suma Park Pump Station


Critical Assets Critical Failure Mode Treatment Plan

Icely 20ML Reservoir Anson 20ML Reservoir Anson 9ML NP Reservoir Beech Cres 9ML Reservoir Lucknow Reservoir Spring Hill Reservoirs

Undermining or erosion of base

Spalling, cracking or fracturing

Movement

Defects in lining

Corrosion

Leaks from joint seals

Leaks in underdrains

Deterioration of roof protective coating

Corrosion or rotting of roof structural members

Roof cracking or fracturing

Corrosion of roof joints, bolts and fixings

Corrosion to roof sheeting

Holes in roof sheeting from corrosion

Damage to vermin protection/screens

Drinking Water Management System

Hospital Pump Station Reduced flow output




Leakage from seals

External corrosion

Oil or grease leaks

Back-up generator

Priority Agreement with power supplier.


15 Performance Review and Proposed Improvement Plan

15.1.1 Achievements

The following actions have been completed since the development of the last Water Supply Asset

Management Plan:

Annual budgets have been updated

Complete condition rating of all above-ground assets

Criticality assessment of assets at Water Treatment Plant undertaken

Asset data hierarchy reviewed

Risk Assessment completed for Water Supply through Enterprise Risk Management System

Business Continuity Plans developed for all dams

Review of Drinking Water Management System

15.1.2 Improvement Plan

Asset Management improvements pertaining to the asset management system, or Council’s approach to asset

management, are identified in the Asset Management Strategy. The asset management improvement plan

generated from this Water Asset Management Plan is shown in Table 15.1.

Table 15.1: Improvement Plan

Action Responsibility Target Progress

Analyse Operation and Maintenance Plan for optimisation

AE, WE December 2019

In progress

Develop a Financial Model to align with Council’s financial system

FM June 2019 Utilising FINMOD

Implement Maintenance Scheduling Work Orders System

AE, WE, WTS December 2016

ON HOLD – to be implemented with AMG Working Group

Develop a Water Loss Management Plan

AE, WE December 2019

In progress – reservoir zoning project


Appendix A: Operation & Maintenance Programs

15.1.3 442 Water Reticulation

Tas

k

Nu

mb

er Headworks Distribution

Reoccurrence per year Ma

cq ua rie

Pi

pel

ine

St

or m wa

ter

Ha

rve

sti

ng

Cli

fto n Gr

ov e Bo

res

Sh

ow gr ou nd

Bo

res

Or

an ge

Re

tic

Sp

rin g Hill

Re

tic

PV

N O

Re

tic

Activity Type z2 02 64

z2 15 68

z4 34

z4 34

- - -

OPERATIONS

Water Meter Reading 4 4 4

MAINTENANCE

Air Valve Inspections Planned – Compliance based - 1

PRV Servicing Planned – Frequency based - 1

Hydrant Maintenance Planned – Frequency based .0024 1/5 1/5 1/5

Valve Maintenance Planned – Frequency based .0024 1/5 1/5 1/5

Mains Flushing Planned – Frequency based .0617 2

Pressure/Flow Testing Planned – As requested .0619 1 1 1

Mains M&R Unplanned – locate fault & repair .0024 1 1 1 1 1 1 1

Service M&R Unplanned – locate fault & repair .0024 1 1 1

Meter M&R Unplanned – locate fault & repair .0024 1 1 1

15.1.4 444 Water Supply Dams

Tas

k

Nu

mb

er Dams

Reoccurrence per year Su

ma

Pa

rk

Da

m

Sp

rin g Cr

ee k Da

m

Go

sli

ng

Cr

ee k Da

m

La ke

Ca

no bol

as

Da

m

St

or m wa

ter

Ho

ldi

ng

Po

nd

Activity Type z4 48

z4 44

z4 49

- - OPERATIONS

Dam Surveillance Planned – Compliance based .0455 156 156 156 156 -

Dam Inspections Planned – Compliance based .0455 1 1 1 1 1

Dam Safety Audits Planned – Compliance based .0455 1/5 1/5 1/5 1/5 1/5


15.1.5 443 Water Treatment

Tas

k

Nu

mb

er Treatment Headworks Clearwater Reservoirs Distribution Pump Stations

Reoccurrence per year Ice

ly

Ro

ad

W TP

Sp

rin g Cr

ee k Filt

er

Sp

rin g Hill

Bo

re

Sp

rin g Cr

ee k PS

Su

ma

Pa

rk

PS

Ma

cq ua rie

Pi

pel

ine

St

or m wa

ter

Ha

rve

sti

ng

Cli

fto n Gr

ov e Bo

res

Sh

ow gr ou nd

Bo

res

An

so n 20 ML

Re

ser

voi

r An

so n 9M L Re

ser

voi

r Be

ec h Cr

es

Re

ser

voi

r Ca

rg o Rd

Re

ser

voi

r Cl

an cy

Re

ser

voi

rs

Ice

ly

20 ML

Re

ser

voi

r Ice

ly

9M L Re

ser

voi

r Iro

nb ark

Re

ser

voi

rs

Lu ck no w

Re

ser

voi

r Ma

ro no a Re

ser

voi

rs

Sh

ar ps

Rd

Re

ser

voi

r Sp

rin g Cr

ee k Re

ser

voi

r Sp

rin g Hill

Re

ser

voi

rs

An

so n PS

B

e

ec h Cr

es

PS

Co

ro nat

ion

Dr

PS

Di

sc ov ery

Hill

PS

Ho

spi

tal

PS

Ir

o

nb ark

PS

M

a

ro no a PS

No

rth

Or

an ge

PS

Pl

ou gh ma

ns

PS

Sp

rin g Hill

PS

Activity Type z4 30

z4 39

z4 35

z4 39

z4 33

z2 02 64

z2 15 68

z4 34

z4 34

z4 34

z4 34

z4 34

z4 34

z4 34

z4 34

z4 34

z4 34

z4 35

z4 34

z4 34

z4 34

z4 35

z4 34

z4 34

z4 34

z4 34

z1 05 46

z4 34

z4 42

z1 05 45

z4 34

z4 34

OPERATIONS

Monitoring – Hydrology Planned – Compliance based .0603 52 52 52 52 52

Monitoring – Aquatic Environment Planned – Compliance based .0603 12 12

Monitoring – Groundwater Planned – Compliance based .0603 52 52

Sampling Planned – Compliance based .0871 52 52 52 12 12

Operations Planned – Frequency based .0622 365 12 52 12 52 12 12 52 52 52 52 52 52 52 52 52 52 52 - 52 52 52 - 52 52 - 52 52 52 52

Reservoir Integrity Inspections Planned – Compliance based .0628 12 12 12 12 12 12 12 12 12 12 12 - 12

Ozone Operations Planned – Frequency based .0639 52

Electrical Testing and Tagging Planned – Frequency based .0626 1 1 1 1 1 1 1 1 1 1 - 1 1 - 1 1 1 1

MAINTENANCE

Cleaning – Reservoirs Planned – Frequency based .0258 1/5 1/5 1/3 1/5 1/5 1/8 1/8 1/5 1/8 1/5 1/5 1/5 1/8

Instrument Calibration Planned – Frequency based .0626 1

Flowmeter Calibration Planned – Frequency based .0626 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 - 1 1 - 1 1 1 1

Servicing – Control Valves Planned – Frequency based - 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Servicing – Cathodic Protection Planned – Frequency based .0626 1/2 1/2 1/2

Servicing – Pumps Planned – Frequency based .0628 1 1 1 1 1 1 1 1

Electrical Repair Unplanned – locate fault & repair .0626 1 1 1 1 1 1 1 1 1 1 - 1 1 - 1 1 1 1

Mechanical Repair Unplanned – locate fault & repair .0628 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Valve & Pipework Repair Unplanned – locate fault & repair .0627 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Cleaning – Lagoons Planned – Frequency based .0623 1/2 1/2

Cleaning – Sedimentation Basins Planned – Frequency based .0622 1

Filter Media Replacement Planned – Frequency based .0635 0.1

Servicing – Compressors Planned – Frequency based .0629 1 1 1

Servicing – Blowers Planned – Frequency based .0639 1

Servicing – Chlorination Equipment Planned – Frequency based .0632 1 1 1

Servicing – Generators Planned – Frequency based .0639 1

Servicing – Mixers Planned – Frequency based - 2

Servicing – Ozone Generators Planned – Frequency based .0639 1

Servicing – Scrapers Planned – Frequency based .0628 1


Appendix B: Four Year Renewal Programs

The following programs are based on best available information with the first year of works expected to be

delivered within budgetary constraints. The following years will be validated each year with a review of the

condition so that assets are only renewed at the intervention level. Works that cannot be funded within the

four years but which are expected to be due based on modelling are grouped as ‘unfunded works’.

15.1.6 Water Mains Renewal Program

Asset Length (m) Renewal Year Renewal Cost

Windred Street 100mm AC – Albert to Sampson 250 2018 $80,000

Frederica Street 100mm AC – Cox to Wakeford 450 2018 $100,000

Spring Street 100mm CI – Dalton to Olver 147 2018 $19,500

William Street 100mm CI – March to Dalton 128 2018 $17,000

TOTAL 2018 975 $300,000

Autumn Street 100mm CI – Icely to Summer 241 2019 $32,000

Autumn Street 100mm CI – Summer to Byng 218 2019 $29,000

Autumn Street 100mm CI – Byng to March 214 2019 $28,200

Autumn Street 100mm CI – March to Dalton 354 2019 $47,000

Hawkins Lane 100mm CI – Nile to Spring 182 2019 $24,000

Icely Road 100mm CI – Cox to Park 300 2019 $125,000

Icely Road 100mm CI – Park to Spring 174 2019 $23,000

Icely Road 100mm CI – Spring to Nile 186 2019 $24,500

Icely Road 100mm CI – Nile to Autumn 191 2019 $25,200

Moulder Street 100mm CI – Endsleigh to McLachlan 262 2019 $34,600

Olver Street 100mm CI – Nile to Spring 182 2019 $24,000

Spring Street 100mm CI – Icely to Summer 172 2019 $23,000

Spring Street 100mm CI – Summer to Byng 267 2019 $35,500

Spring Street 100mm CI – Byng to March 235 2019 $31,000

Unallocated

- 2019 $294,000

TOTAL 2019 3,178 $800,000

Unallocated - 2020 $800,000

TOTAL 2020 $800,000

Unallocated - 2021 $800,000

TOTAL 2021 $800,000

Adina Crescent 200mm AC – Amber to Brunswick 114 UNFUNDED $28,500

Adina Crescent 200mm AC – Amber to Betula 263 UNFUNDED $65,800

Albert Street 300mm AC Trunk Main 96 UNFUNDED $41,000

Anson Street 100mm AC – Warrigal to Phillip 179 UNFUNDED $24,000

Anson Street 150mm AC – Phillip to Margaret 195 UNFUNDED $36,000



Anson Street 150mm CI – between Summer and Byng 54 UNFUNDED $13,700

Anson Street 150mm CI – Byng to March 208 UNFUNDED $53,000

Anson Street 150mm CI – March to Prince 218 UNFUNDED $55,500

Anson Street 150mm CI – Prince to Dalton 119 UNFUNDED $30,500

Anson Street 100mm AC – Tynan to Railway 153 UNFUNDED $20,200

Barrett Street 150mm AC – Maple to Lilac 326 UNFUNDED $59,300

Bletchington Street 100mm AC – Spring to Calang 362 UNFUNDED $48,000

Burrendong Way 300mm AC Trunk Main 161 UNFUNDED $69,000

**Byng Street 75mm CI – Woodward to Sampson 210 UNFUNDED $13,500

**Byng Street 75mm CI – Clinton to Hill 217 UNFUNDED $14,000

Byng Street 100mm CI – Autumn to Nile 172 UNFUNDED $30,000

Byng Street 100mm CI – Nile to Spring 133 UNFUNDED $23,000

Byng Street 100mm CI – Spring to Park 175 UNFUNDED $30,000

Calang Street 375mm AC Trunk Main 285 UNFUNDED $163,000

Cargo Road 250mm CI Trunk Main 1532 UNFUNDED $688,000

Clinton Street 100mm CI – Summer to Byng 220 UNFUNDED $38,000

Clinton Street 100mm CI – Byng to March 234 UNFUNDED $40,200

Clinton Street 100mm CI – March to Prince 241 UNFUNDED $41,500

Collwood Cres 100mm AC – Collwood to Woodward 96 UNFUNDED $12,700

Collwood Cres 100mm AC – Racecourse to Racecourse 431 UNFUNDED $57,000

Coronation Drive 250mm CI Trunk Main – Kooronga to Elm 1271 UNFUNDED $571,000

Coronation Drive 250mm CI Trunk Main – Elm to Woodward 399 UNFUNDED $179,000

Dalton Street 100mm AC – Anson to Lords 231 UNFUNDED $30,400

Dalton Street 100mm AC – Lords to Peisley 221 UNFUNDED $29,200

Dalton Street 100mm AC – Hill to Sale 199 UNFUNDED $26,300

Dalton Street 100mm AC – McLachlan to William Street 85 UNFUNDED $11,200

Elsham Ave 200mm AC – Ash to Blowes 355 UNFUNDED $88,800

Elsham Ave 200mm AC – Blowes to McNeilly 337 UNFUNDED $84,100

Elsham Ave 200mm AC – McNeilly to Betula 77 UNFUNDED $19,200

Forbes Road 150mm AC – Sieben to Wirrabarra 318 UNFUNDED $90,400

Forest Road 200mm CI – Huntley Intersection 46 UNFUNDED $16,600

Forest Road 200mm CI – Huntley to Railway 725 UNFUNDED $245,000

Franklin Road 100mm AC – Lords to Peisley 215 UNFUNDED $28,400

Glenroi Ave 200mm AC – Buna to Kokoda 290 UNFUNDED $72,400

Hill Street 150mm CI – Prince to Rosemary 88 UNFUNDED $22,400

Hill Street 150mm CI – March to Byng 204 UNFUNDED $52,000

Hill Street 150mm CI – Byng to Summer 160 UNFUNDED $41,000

Hill Street 150mm CI – Summer to Kite 162 UNFUNDED $41,400

Hill Street 150mm CI – Kite to Moulder 193 UNFUNDED $49,200

Hill Street 150mm CI – between Moulder and National 78 UNFUNDED $19,800

Huntley Road 200mm CI – Jack Brabham Park 605 UNFUNDED $170,000

Jaeger Avenue 100mm AC – Tynan to Anson 225 UNFUNDED $29,800

Jindalee Avenue 300mm AC Trunk Main 361 UNFUNDED $154,000



**Kite Street 75mm CI – Woodward to Sampson 197 UNFUNDED $12,600

Lamrock Avenue 100mm AC – National to Clinton 300 UNFUNDED $39,700

Lords Place 100mm AC – Matthews to Margaret 168 UNFUNDED $23,600

Lords Place 100mm CI – between Summer and Byng 68 UNFUNDED $11,700

Lords Place 100mm CI – Kite to Moulder 169 UNFUNDED $29,200

Lords Place 100mm AC – Gardiner to Cemar 96 UNFUNDED $12,700

Lucas Street 100mm AC – Seymour to Wolsley 166 UNFUNDED $22,000

Malabar Road 300mm AC Trunk Main 892 UNFUNDED $322,200

**March Street 75mm CI – Woodward to Sampson 209 UNFUNDED $13,400

**March Street 75mm CI – Sampson to Clinton 230 UNFUNDED $14,700

**March Street 75mm CI – Clinton to Hill 234 UNFUNDED $14,500

March Street 100mm CI – William to McLachlan 231 UNFUNDED $30,500

March Street 100mm CI – McLachlan to Autumn 187 UNFUNDED $24,600

March Street 100mm CI – Autumn to Nile 182 UNFUNDED $24,000

March Street 100mm CI – Nile to Spring 182 UNFUNDED $24,000

March Street 100mm AC – Seymour to Wolsley 188 UNFUNDED $24,800

Matthews Ave 150mm AC – Anson to Lords 271 UNFUNDED $49,300

Matthews Ave 100mm AC – Lords to Peisley 189 UNFUNDED $25,000

Margaret Street 300mm AC Trunk Main – Kearneys to Hill 368 UNFUNDED $157,000

Margaret Street 300mm AC Trunk Main – Hill to Anson 892 UNFUNDED $322,200

Margaret Street 300mm AC Trunk Main – Anson to Peisley 892 UNFUNDED $322,200

Margaret Street 300mm AC Trunk Main – Peisley to Leeds 892 UNFUNDED $322,200

Margaret Street 300mm AC Trunk Main – Jilba intersection 20 UNFUNDED $8,200

McLachlan Street 150mm CI – March to Byng 214 UNFUNDED $39,000

McLachlan Street 150mm CI – Byng to Dora 181 UNFUNDED $33,000

McNamara Street 100mm CI – Byng to Summer 227 UNFUNDED $30,000

McNamara Street 100mm CI – Summer to Kite 94 UNFUNDED $12,500

**McNamara Street 75mm CI – Kite to Peisley 325 UNFUNDED $20,800

McNeilly Ave 150/200mm AC – from Forest Road across railway 304 UNFUNDED $73,400

Molong Road 150mm AC – Forbes to Monett 322 UNFUNDED $82,000

Moulder Street 150mm AC – Woodward to Sampson 210 UNFUNDED $46,800

Moulder Street 150mm AC – Sampson to Clinton 231 UNFUNDED $58,800

Moulder Street 150mm AC – Clinton to Hill 233 UNFUNDED $59,500

Moulder Street 150mm AC – Hill to Sale 235 UNFUNDED $60,000

Moulder Street 150mm AC – Sale to Anson 221 UNFUNDED $56,300

Moulder Street 150mm AC – Anson to Lords 140 UNFUNDED $52,900

Moulder Street 150mm AC – Lords to Peisley 212 UNFUNDED $54,000

Nathan Street 100mm CI – Summer to Icely 185 UNFUNDED $24,500

**Newman Park 75mm CI – Autumn to Nile 175 UNFUNDED $11,200

Park Street 100mm AC – Summer to Icely 192 UNFUNDED $25,500

Peisley Street 100mm AC – Phillip to Matthews 265 UNFUNDED $35,000

Peisley Street 100mm AC – Matthews to Margaret 176 UNFUNDED $23,300

Peisley Street 200mm CI – Summer to Kite 184 UNFUNDED $67,300



Peisley Street 200mm CI – Kite to Moulder 189 UNFUNDED $69,000

Peisley Street 200mm CI – Moulder to Warrendine 250 UNFUNDED $91,200

Peisley Street 200mm CI – Gardiner to Railway 500 UNFUNDED $182,300

Phillip Street 100mm AC – Anson to Railway 600 UNFUNDED $79,300

**Prince Street 75mm CI – Hill to Sale 202 UNFUNDED $13,000

**Prince Street 75mm CI – Anson to Lords 227 UNFUNDED $14,600

Racecourse Road 150mm AC – Woodward to Collwood (north side) 190 UNFUNDED $34,700

Racecourse Road 150mm AC – Woodward to Collwood (south side) 216 UNFUNDED $39,400

Racecourse Road 100/150mm AC – Collwood to McKay 100 UNFUNDED $17,000

Rymills Lane 150mm AC 256 UNFUNDED $46,600

Sale Street 100mm AC – Matthews to Margaret 183 UNFUNDED $24,000

Sale Street 150mm CI – Dalton to Prince 125 UNFUNDED $32,000

Sale Street 150mm CI – Prince to March 224 UNFUNDED $57,000

Sale Street 150mm CI – March to Byng 204 UNFUNDED $52,000

Sale Street 150mm CI – Byng to Summer 176 UNFUNDED $44,900

Sale Street 150mm CI – Summer to Kite 188 UNFUNDED $48,000

Sale Street 150mm CI – Kite to Moulder 227 UNFUNDED $57,800

Sampson Street 100mm CI – Dalton to Prince 105 UNFUNDED $18,000

Sampson Street 100mm CI – Prince to March 240 UNFUNDED $41,300

Sampson Street 100mm CI – March to Byng 235 UNFUNDED $40,300

Sampson Street 100mm CI – Byng to Summer 220 UNFUNDED $37,800

Sampson Street 100mm CI – Kite to Moulder 230 UNFUNDED $39,500

Sampson Street 100mm AC – Moulder to National 139 UNFUNDED $24,000

Seymour Street 100mm AC – Lucas to Treweeke 102 UNFUNDED $13,400

Seymour Street 100mm AC – Treweeke to Dalton 161 UNFUNDED $21,300

Treweeke Street 100mm AC – Seymour to Wolsley 172 UNFUNDED $22,600

**Victoria Street 58mm AC – between Sampson and Clinton St 137 UNFUNDED $8,800

Spring Creek Dam 375mm CI Trunk Main 2824 UNFUNDED $1,408,400

Spring Creek Filter 375mm CI Trunk Main 458 UNFUNDED $262,000

Spring Creek 450mm STCL Trunk Main 523 UNFUNDED $462,500

Spring Creek Reservoir Trunk Mains – 200mm AC; 300mm ST; 375mm CICL; 450mm STCL 388 UNFUNDED $184,200

Spring Creek Res bypass 200mm AC 87 UNFUNDED $21,800

Spring Creek Res 200mm AC – Reservoir to Ash Street 328 UNFUNDED $82,000

Summer Place 100mm AC 69 UNFUNDED $9,200

Summer Street East 100mm CI – McLachlan to Bathurst 159 UNFUNDED $21,000

Summer Street East 100mm CI – Autumn to Nile 181 UNFUNDED $24,000

Summer Street East 100mm CI – Nile to Spring 182 UNFUNDED $24,000

Summer Street East 100mm CI – Spring and Park 174 UNFUNDED $23,000

Warrendine Street – between Cecil and Hill – 100mm AC; 10mm CI 970 UNFUNDED $128,000

Water Treatment Plant 375mm AC Trunk Mains 92 UNFUNDED $52,200

Wentworth Lane 100mm AC – Kenna to Woodward 195 UNFUNDED $25,800

William Street 100mm CI – Byng to Summer 209 UNFUNDED $28,000

Woodward Street 300mm AC Trunk Main – Byng to Prince 412 UNFUNDED $228,000



Woodward Street 100mm AC – Prince to March 242 UNFUNDED $41,700

Woodward Street 100mm AC – March to Byng 243 UNFUNDED $41,800

Woodward Street 150mm AC – Summer to Kite 221 UNFUNDED $40,300

Woodward Street 100mm AC – Racecourse to Un-named Lane 158 UNFUNDED $21,000

TOTAL UNFUNDED 38,701 $10,781,800

**Mains that can be decommissioned


15.1.7 Water Storage Renewals

Facility Asset Renewal Year Renewal Cost

Suma Park Dam Stratified Air Curtain 2019 $45,500

TOTAL 2019 $45,500

Gosling Creek Dam Dam Wall Structure 2023 (CWP) $4,500,000

TOTAL 2023 $4,500,000

Gosling Creek Dam Offtake Floating Trunnion 1 UNFUNDED $52,000

Gosling Creek Dam Offtake Floating Trunnion 2 UNFUNDED $52,000

Gosling Creek Dam Outlet Scour Valve UNFUNDED $7,150

TOTAL UNFUNDED $111,150

15.1.8 Water Reservoir Renewals


Anson 20ML Reservoir WR1002 Tank Structure UNFUNDED $2,900,000

Cargo Road Reservoir WR1004 Tank Structure UNFUNDED $800,000

TOTAL UNFUNDED $3,700,000


15.1.9 Water Pump Station Renewals


Maronoa Pump Station Switchboard UNFUNDED $5,000

Suma Park Dam Pump Station Telemetry RTU UNFUNDED $32,500

Spring Creek Dam Pump Station PAC Dosing Pump UNFUNDED 0

Spring Creek Dam Pump Station PAC Feeder UNFUNDED 0

Airport Domestic Pump Station Concrete Tank 1 UNFUNDED $55,000



Clifton Grove No 1A Bore Pump 1 – Old Bore UNFUNDED $2,000

Clifton Grove No 1A Bore Pump 2 – Old Bore UNFUNDED $2,000

Clifton Grove No 1A Bore 100mm Pipework UNFUNDED $2,000

Clifton Grove No 1A Bore Bore Pump Control Panel UNFUNDED $2,000

Clifton Grove No 2 Bore Bore Pump UNFUNDED $2,000

Clifton Grove No 2 Bore Control Panel UNFUNDED $2,000

Clifton Grove No 2 Bore Winch UNFUNDED $6,000


15.1.10 Water Treatment Renewals

Facility Process Unit Asset Renewal Year Renewal Cost

Icely Road Rapid Mix & Flocculation Flocculator ME305 2019 $14,000

TOTAL 2019 $14,000

Icely Road Poly Dosing Poly Mixer ME205 2021 $3,500

Icely Road Poly Dosing Poly Mixing Tank 2021 $4,900

Icely Road Poly Dosing Poly Storage Tank 2021 $3,500

TOTAL 2021 $11,900

Icely Road Poly Dosing Poly Dilution Pump P201 2022 $16,800

Icely Road Poly Dosing Poly Dilution Pump P202 2022 $16,800

TOTAL 2022 $33,600

Icely Road Ozonation Primary Ozone Contact Tank Structure UNFUNDED $977,970



Appendix C: 30 Year Capital Works Program

$’000

RE

NE

WA

L

LO

S

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H YEAR: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

PROJECT DESCRIPTION TO

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TOTALS

Total Renewals 100% 39,490 875 1,465 1,375 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325 1,325

Total Subsidised Scheme (LOS) 100% 30,668 3,244 2,125 2,555 250 240 5,463 40 1,931 40 4,540 0 10,240 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Total New System Assets for Growth 100% 29,109 510 760 1,475 1,510 510 510 510 510 510 6,508 510 510 510 510 510 1,271 510 510 510 5,030 825 510 510 510 510 510 510 510 510 510

441 WATER ADMINISTRATION

S64 - Feasibility Study 100% 4,500 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150

Telemetry Audit 100% 10 0 10

Telemetry & SCADA Upgrade Strategy 100% 25 0 25

Data Management System 100% 40 0 40

Water & Sewer Network Management System 100% 25 0 0 25

442 WATER RETICULATION

Water Service Renewals 100% 3,600 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120

New Water Services 100% 1,800 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60

Water Meter Replacements 100% 6,000 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

Water Main Extensions/realignments 100% 9,000 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300

Water Main Renewals 100% 23,500 300 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800

Pressure Management / Leak Reduction 100% 390 30 60 60 60 30 30 30 30 30 30

CBD Upgrade - Water Main realignments 100% 2,000 0 250 750 1,000

Backflow Prevention Devices 100% 75 75

Automated Meter Reading Investigation 100% 50 50

South Orange Stage 2 100% 6,039 0 0 215 0 0 0 0 0 0 5,824

Burrendong Way Augmentation 100% 174 0 0 0 0 0 0 0 0 0 174

South Orange Stage 3 100% 761 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 761

North Orange Ring Main 100% 315 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 315

443 WATER TREATMENT

Asset Replacement 100% 6,150 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205

Rebuild Scrapers 100% 150 50 50 50

Chlorine Dosing 100% 120 30 30 30 30

Non-Return Valves 100% 10 10

Land Acquisition/Noise 100% 1,150 50 1,100

SCADA Integration Investigation 100% 20 20

Telemetry Upgrade 100% 160 100 30 30

Icely Lagoon Upgrade 100% 350 100 50 200

Icely Solar Panels 100% 70 70

Site Security 100% 150 0 50 50 50

Suma Air Curtain 100% 50 0 50

Suma Park Dam Back-up Pumps 100% 500 0 0 500

Reservoir Mixers 100% 300 0 100 100 100

Lake Canobolas Potable Water Upgrade 100% 640 0 290 350

North Orange Water Supply Strategy 100% 300 0 0 300

Icely Stormwater Earthworks 100% 200 0 0 0 0 200


$’000

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L

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H YEAR: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

PROJECT DESCRIPTION TO

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Icely Admin Building 100% 450 0 0 0 0 0 450

WTP Upgrade 100% 5,000 0 0 0 0 0 0 0 0 0 0 0 5,000

North Orange Reservoir 100% 4,520 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,520

444 WATER SOURCES

Dam Warning System 100% 100 10 10 10 10 10 10 10 10 10 10

Suma Park Dam Upgrade – Property Acquisition 100% 3 3

Suma Park Dam Upgrade – Additional Project Works 100% 96 96

Suma Park Dam Upgrade – Project Management 100% 2 2

Gosling Creek Dam Upgrade 100% 4,600 100 0 0 0 0 4,500

Blackmans Swamp Creek – Stage 2/3 100% 6,240 200 0 800 0 0 0 0 0 0 0 0 5,240

Stormwater Harvesting – Rehab of Stage 1 100% 350 20 330

Lake Canobolas Dam Upgrade 100% 4,600 0 0 100 0 0 0 0 0 0 4,500

MAR Trial 100% 2,364 0 0 0 0 0 473 0 1,891

Gosling Creek Security Fencing 100% 40 0 40

449 EMERGENCY WATER PROJECTS

CTW Pipeline – Pump Station 1 100% 422 422

CTW Pipeline – East Orange Boosted Zone 100% 497 497

CTW Pipeline – Spring Hill to Orange Effluent Main 100% 1,304 1,304

CTW Pipeline – Pre commissioning 100% 13 13

CTW Pipeline – Commissioning 100% 42 42


Appendix D: 30 Year Financial Plan

$’000 YEAR: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

BASE CASE FINANCIAL SCENARIO (MINIMUM TRB) 30

YR

AV

G

2017

/18

2018

/

19

2019

/

20

2020

/21

2021

/

22

2022

/

23

2023

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2026

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2028

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2035

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REVENUE

Interest 480 1,175 1,103 1,046 1,026 939 872 844 822 669 558 412 316 329 343 261 341 217 235 185 163 178 196 214 231 248 266 283 299 316 319

Other 1,591 1,397 1,409 1,420 1,433 1,445 1,458 1,472 1,485 1,500 1,513 1,526 1,540 1,553 1,567 1,618 1,556 1,607 1,621 1,634 1,648 1,661 1,678 1,694 1,709 1,724 1,740 1,755 1,771 1,786 1,802

Fees & Charges 11,474 10,312 10,386 10,459 10,530 10,618 10,686 10,769 10,851 10,914 10,993 11,089 11,164 11,237 11,327 11,656 11,243 11,565 11,665 11,744 11,822 11,914 12,005 12,094 12,182 12,266 12,366 12,448 12,542 12,635 12,749

Grants 266 264 264 264 264 263 265 264 264 265 265 265 266 265 265 270 262 266 267 266 268 267 268 268 268 268 268 269 269 271 273

Contributions 2,508 2,278 2,299 2,311 2,320 2,333 2,353 2,365 2,385 2,405 2,417 2,430 2,449 2,462 2,475 2,544 2,458 2,526 2,547 2,566 2,579 2,590 2,611 2,622 2,643 2,663 2,682 2,702 2,715 2,735 2,760

OPERATIONS

Administration 1,658 1,458 1,470 1,483 1,496 1,509 1,522 1,536 1,549 1,563 1,577 1,590 1,604 1,617 1,632 1,686 1,621 1,675 1,690 1,705 1,719 1,735 1,751 1,766 1,781 1,797 1,813 1,828 1,844 1,861 1,877

Engineering 1,390 1,230 1,241 1,250 1,260 1,271 1,282 1,293 1,303 1,314 1,325 1,335 1,346 1,357 1,369 1,413 1,360 1,404 1,415 1,427 1,438 1,450 1,462 1,474 1,487 1,500 1,512 1,525 1,537 1,550 1,564

Operations 3,788 3,306 3,334 3,363 3,392 3,421 3,450 3,676 3,707 3,737 3,766 3,797 3,633 3,664 3,696 3,818 3,672 3,794 3,827 3,859 3,892 3,926 3,961 3,995 4,029 4,064 4,099 4,135 4,171 4,206 4,244

Energy 3,071 2,190 2,350 2,490 2,631 2,791 2,931 2,952 2,972 2,992 3,012 3,033 3,053 3,073 3,093 3,181 3,067 3,157 3,180 3,203 3,226 3,249 3,273 3,296 3,319 3,342 3,365 3,389 3,412 3,435 3,466

Chemical 636 475 579 583 586 591 595 598 602 607 611 616 621 626 631 650 627 646 651 655 660 665 670 675 679 684 689 694 699 703 710

Depreciation 4,145 3,595 3,667 3,719 3,688 3,774 3,810 3,885 3,905 4,068 4,074 4,226 4,231 4,227 4,197 4,270 4,147 4,193 4,203 4,282 4,303 4,318 4,334 4,349 4,365 4,380 4,395 4,411 4,426 4,440 4,480

Interest 83 220 205 179 187 161 152 149 147 145 143 141 138 136 134 132 130 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Other 4 0 0 19 0 0 0 0 19 0 0 0 0 20 0 0 0 0 20 0 0 0 0 20 0 0 0 0 20 0 0

MAINTENANCE

Maintenance – Mains, Pump Stations and Treatment Assets 1,209 1,090 1,098 1,107 1,114 1,122 1,130 1,137 1,145 1,153 1,161 1,168 1,176 1,185 1,193 1,229 1,184 1,220 1,228 1,237 1,245 1,254 1,263 1,271 1,280 1,290 1,299 1,309 1,318 1,328 1,340

RENEWALS

Water Mains – Water Main Renewals 783 300 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800

Water Treatment Plants – Asset Replacement 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205

Water Pump Stations – Asset Replacement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Water Reservoirs – Asset Replacement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Water Storages – Asset Replacement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Other Renewals 328 370 460 370 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320

CAPITAL WORKS (EXCL RENEWALS)

441 Water Administration 153 150 225 175 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150

442 Water Reticulation 685 515 670 1,385 1,420 390 390 390 390 390 6,388 360 360 360 360 360 1,121 360 360 360 360 675 360 360 360 360 360 360 360 360 360

443 Water Treatment 465 380 1,650 1,560 180 200 450 0 0 0 0 0 5,000 0 0 0 0 0 0 0 4,520

444 Water Storage 605 431 340 910 10 10 4,983 10 1,901 10 4,510 0 5,240

449 Emergency Water Projects 76 2,278


Appendix E: Water Supply Performance TBL Report 2016/17

Department of Industry Water publishes the NSW Benchmarking Report in April each year for the previous

financial year. Orange City Council’s performance as a water utility is also reported via the Triple Bottom Line

(TBL) report each year in March. The 2016/17 Report is currently unavailable. This AMP will be updated when

the 2016/17 Report becomes available

Water Supply Asset Management Plan 1 2019 - 2038 · The AMP modelling shows that the renewal...

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