Agenda of Infrastructure Services and Networks Committee

Infrastructure Services and Networks Committee

11 June 2018

Part A Reports

Property Services Activity Report for the Quarter Ending 31 March 2018

Department: Property

EXECUTIVE SUMMARY

1 This report updates the Committee on Property Services operations, maintenance and capital works, including contracted-out services.

2 Highlights for the quarter include:

a) The implementation of a new work management system and the successful transition of Community Housing maintenance work to this new system.

RECOMMENDATIONS

That the Committee:

a) Notes the Property Services Activity Report for the Quarter ending 31 March 2018.

BACKGROUND

3 Property Services aims to provide ‘community good’ through property assets for the city of Dunedin. Portfolios that the Property Services group manages include operational property, miscellaneous property, community housing and investment property.

4 The Property Services activity includes:

· Land and tenancy management

· Facilities and asset management

· Project management

· Community housing.

DISCUSSION

Management of Property Services

5 The Property Services group is responsible for a wide range of Council-owned properties. The group manages land and tenancy, purchasing and disposal of properties to meet the Council’s needs, facilities and asset management and management of housing.

6 The operational portfolio includes property and related land that are required for service administration and delivery purposes by the Council.

7 The miscellaneous portfolio includes a range of properties that are held for community benefit, but not directly used in the delivery of council services – for example, the Dunedin Railway and Regent Theatre.

8 The community housing portfolio provides affordable housing primarily targeted at those aged 55 years and older. In addition to the community housing units, this portfolio includes a number of residential properties that have been acquired by the Council in relation to its operational activities.

9 The investment portfolio includes a number of commercial properties that are owned for the purposes of generating a financial return.

Non-financial performance

Service

Occupancy rates for community housing properties

10 Occupancy rate is determined by the number of current tenancy agreements for the 942 housing units owned by the Council. There are currently seven housing units unable to be tenanted due to repair work or being out of service.

11 Housing usually remains at a high occupancy rate due to a waiting list of people looking to tenant housing units as they become available. As of the end of March there was a total of 238 people on waiting lists, including:

· 113 on the Priority 1 list (over 55 years of age, and within the income and asset limit)

· 34 on the Priority 2 list (over 55 years and older)

· 91 on Priority 3 list (under 55 years of age and within the income and asset limit).

12 The high occupancy rate and high demand (waiting list) puts pressure on the time to carry out any maintenance work required between a tenant vacating and a new tenant moving in.

Occupancy rates for commercial properties

13 Occupancy rate is determined by the number of current tenancy agreements for the commercial lease units (from the miscellaneous and investment portfolios) owned by the Council. Occupancy rates remains below target as some property is due for sale.

14 In January Fisher and Paykel surrendered part of their premises in Wall Street. This has created another vacant area, which dropped the occupancy rate.

Value & Efficiency

Percentage of response times met for reactive property maintenance requests

15 The introduction of a basic reactive maintenance tracking system came in to effect part way through May 2017. Since then a total of 1,588 reactive maintenance work orders have been placed. The majority of reactive maintenance requests have come from DCC staff at the Civic Centre and include requests around issuing of new security tags and furniture for new staff.

16 A total of 679 reactive maintenance work orders were created during the 3^rd quarter of the 2017/18 year, 91% of which were completed within the required timeframes. The higher number of maintenance requests this quarter were mostly due to an increase in requests from the February rain event.

17 Work is currently underway to implement a full maintenance management IT system and to define clear response time targets for new maintenance contracts. Both non‑residential and residential tenants’ maintenance requests are now processed through this system.

Major initiatives

18 Review of maintenance contracts – programme of tendering

· Reactive Housing Maintenance (contract 7775) - Schedule of rates contract for reactive building maintenance of the 942 community housing units and six residential units in the Housing Portfolio. This interim contract was awarded to Dunedin Housing Maintenance Contractors Ltd through to 31 August 2019 while Property Services prepares to retender the services in 2019 with a new contract effective 1 September 2019.

19 Programme of Building Assessments – There is a programme of building assessments being carried out which includes condition and seismic assessments to inform future maintenance and capital works programmes.

· Condition Surveys – A programme of condition surveys of Property Services Programme Projects is now close to completion. Only Toitu museum remains in draft form, and this will be completed in mid-April. Urgent maintenance items are being attended to and remediation works identified in completed surveys are being worked up into individual projects.

· Seismic Assessments – The remaining four properties have seismic assessments underway at present with reports due mid-April.

20 South Dunedin Hub – Work is progressing to define the specific requirements for a permanent hub. The first stage is to engage a suitably qualified and experienced project manager responsible for identifying an appropriate site for the permanent hub, negotiating sale and purchase of the site, and scoping the services and functions that will sit within the hub and the costs associated with doing so. It is anticipated that a detailed scope and preferred site will be ready for approval by November 2019 at the latest. Capital funding is available in the 10 year plan across the 2019/20 and 2020/21 financial years.

21 Lift Renewal and Portfolio Maintenance – Kone have been appointed and contract documents are in the process of being signed. We are currently discussing a programme and working through building consent requirements in the library. Maintenance of the majority of DCC lifts had transferred to Kone. Contract capex value approximately $1.7m.

22 48 School Street – This is a community housing complex with nine flats designed for older people. These flats have various issues relating to moisture and access. A condition survey has been completed and we are in the process of scoping up an options report to ELT. Estimated budget at this stage is $1.8m.

23 63 – 75 Melville Street – Palmyra housing complex. A condition survey was carried out on the complex. A project scoping document has been written and will be discussed with the Group Manager. Estimated budget is $5m.

24 Civic Centre Library – The current roofing membrane system has broken down and is no longer able to be repaired. We are looking at issuing tender documents to engage a local building contractor and architect to select a product, work up accurate costs and supply a programme prior to carrying out the works. High level estimate at this stage is $1m.

25 Civic Centre space development – Property Services have worked with all stakeholders within the building for plan sign off and are currently tendering the building works. A separate work steam will be run for the procurement of the furniture using existing All of Government contracts, and the budget is $850K.

OPTIONS

26 As this is an update report, there are no options.

NEXT STEPS

27 Areas of focus for the next quarter will be:

a) Working with Parks and Recreation on the handover of non-recreational property assets.

b) Model housing unit to be completed and tenanted.

c) Complete implementation of new IT systems.

Signatories

Author:	Hayley Knight - Business Improvement Coordinator
Authoriser:	Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☒	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Property Services activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Property Services team actively contributes positively to the interest of the community by providing and maintaining property required for a wide range of community, housing, Council operations, arts and culture, sport, and heritage service purposes.

LTP/Annual Plan / Financial Strategy

Property Services activities are included in the 10 year plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement - external

As an update report no external engagement has been undertaken.

Engagement – internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety / Conflict of Interest etc.

There are no legal, health and safety or conflict of interest risks.

Community Boards

There are no implications for Community Boards.

Infrastructure Services and Networks Committee

11 June 2018

3 Waters Activity Report for the Quarter Ending 31 March 2018

Department: 3 Waters

EXECUTIVE SUMMARY

1 This report updates the Committee on water, wastewater and stormwater operations, maintenance and capital works, including contracted out services.

2 Highlights for the quarter include:

a) Concept design work to upgrade Mosgiel Stormwater Pumpstation work is complete, and the project is on track to begin construction in late 2018.

b) The placement of fill at Ross Creek is 99% complete.

c) North East Valley Zone D physical works have commenced and Zone B tender evaluation is complete.

RECOMMENDATIONS

That the Committee:

a) Notes the Three Waters Activity Report for the Quarter ending 31 March 2018.

BACKGROUND

3 The water activity delivers the effective collection, treatment and reticulation. The wastewater activity provides the collection, treatment and discharge. The stormwater activity encompasses collection and safe disposal. All three activities are managed in a way that protects public health, and minimises impact on the environment.

4 The Three Waters activity includes:

a) Collection and treatment of raw water.

b) Reticulation of treated water for drinking and firefighting.

c) Collection and treatment of wastewater.

d) Discharge of treated wastewater water and disposal of biosolids.

e) Collection and discharge of stormwater.

DISCUSSION

Management of Three Waters services

5 The collection, treatment, reticulation and disposal of drinking water, wastewater and stormwater are managed directly by Council. The maintenance of the water, wastewater and stormwater pipe networks is contracted to City Care Limited.

6 The Council’s water supply service consists of four service areas: Metropolitan Dunedin, and the three outlying areas of West Taieri, Outram and the Northern Schemes, which includes some areas that are now fed from Mount Grand; as well as the areas of Waitati, Warrington, Seacliff and Merton, Waikouaiti and Karitane that are supplied from the Waikouaiti Water Treatment Plant.

7 The water supply network includes 21,000 hectares of water catchment; 1,386 km of pipeline; 28 pumping stations; 63 reservoirs (raw and treated) and 10 treatment plants.

8 The Council’s wastewater service consists of seven service areas, including metropolitan Dunedin and six outlying areas: Green Island, Mosgiel, Middlemarch, Seacliff, Waikouaiti/Karitane and Warrington. The Metropolitan system takes the east and west harbour communities of Portobello and Port Chalmers respectively and discharges from Tahuna via the long ocean outfall. Green Island takes the treated Mosgiel effluent and discharges this along with wastes from Green Island, Abbotsford and coastal south Dunedin via the ocean outfall at Waldronville.

9 The wastewater network comprises 909 km of pipes, 87 reticulation pumping stations, 115 domestic pumping stations and seven treatment plants. The service is provided to approximately 107,000 residents and 106 trade customers.

10 The Council’s stormwater service manages the collection and disposal of stormwater to domestic and commercial residents in eight service areas – metropolitan Dunedin and seven outlying areas: Brighton/Waldronville; Green Island; Mosgiel; Middlemarch; Outram; Port Chalmers; and Waikouaiti/Karitane and Warrington. The stormwater network comprises 372 km of pipes and 11 pumping stations.

Non-financial performance

Service

11 Figure 1: Total treated water network demand in millions m³ (production from all metro treatment plants)

12 Water demand continued to increase in January due the continuing spell of hot weather before falling back to normal levels in February and March.

13 Figure 2: Percentage response times met ≤24hours

Quarter Ending 31 March 2018	Response Times Met
Water	798/907	88%
Wastewater	147/165	89%
Stormwater	10/14	71%

14 The reduced performance in the quarter is due to a number of factors. These include:

· Several significant rainfall events leading to extensive clean-up work.

· Staff turnover for the contractor.

· Continued focus on the quality of pavement reinstatement to reduce the 3 waters activity’s impact on the transport network.

15 Figure 3: Number of customer complaints for drinking water

Customer Complaint Concerning	Number of Complaints (Quarter 3)
Continuity of supply	110
Drinking water clarity	4
Drinking water odour	0
Drinking water pressure or flow	27
Complaints about service	7

16 There has been a steady decrease in the number of complaints since August.

17 Figure 4: Number of wet weather wastewater overflows

18 In January the Musselburgh rain gauge recorded a cumulative total of 25mm of rainfall. During this period no rainfall events were recorded.

19 In the February, the Musselburgh rain gauge recorded a cumulative total of 155.8mm of rainfall. During this period 1 rainfall event was recorded.

20 In the March, the Musselburgh rain gauge recorded a cumulative total of 41.2mm of rainfall. During this period no rainfall events were recorded.

Value & Efficiency

21 Figure 5: Number of water main breaks (12month rolling average)

22 The number of water main breaks over the 3^rd quarter has remained steady.

23 Figure 6: Average duration of unplanned watermain shutdowns in minutes

24 The decrease in unplanned watermain shutdowns could be associated with the after-hours call centre service going to Palmerston North on 26 February. They have been very good at questioning callers and ascertaining correct information.

25 Figure 7: Number of foul sewer blockages (12month rolling average)

26 The number of sewer blockages so far in the 2017/18 year has been consistent with the previous year. The causes of these blockages can vary, but are often caused by overgrown tree roots in the pipes.

27 Figure 8: Percentage wastewater discharge consent compliance

28 Wastewater discharge compliance for Quarter 3 was 97.82%.

29 This included non-compliances at Seacliff and Middlemarch Wastewater Treatment Plants. Work to upgrade Seacliff Wastewater Treatment Plant is underway. Options to manage the non-compliance at Middlemarch are being considered.

30 Tahuna and Green Island Wastewater Treatment Plants recorded some exceedances of consent limits for faecal coliforms, zinc, and oils and grease.

31 Figure 9: Percentage planned maintenance completed

32 In Quarter three 1,136 Plant planned maintenance work orders were issued with 868 completed orders and 268 unfinished orders within the designated timeframes.

33 In Quarter three 705 maintenance work orders were issued to City Care. All were completed within the prescribed timeframe.

Major initiatives

34 Reid Avenue and Carlyle Road Stormwater Pump Station (SWPS) Upgrades – Initial investigations and concept design have been completed. Detailed design of the Reid Ave SWPS is in progress. Construction will begin with Reid Ave SWPS in late 2018. Construction of Carlyle Rd SWPS will follow, commencing mid 2019. Portable diesel pumps are on order to provide an increased level of service this winter.

35 Coastal Erosion – Staff continue to monitor the performance of the geotextile tubes at St Clair. Since the installation in July 2016, rocks have been cleared and additional sand placed in front of the structures for maintenance as well as access and amenity. After the successful dune notching trail at St Kilda beach, further notches have been established. Regular meetings with the St Clair Action Group are occurring with several proposals on the table. 3 Waters now have an internal Coastal Specialist in the team.

36 Kaikorai Valley Phase 3 – The review of the Kaikorai Valley Phase 3 project is largely complete. High priority flood mitigation work for the School Street has been separated for early delivery. Work on School Street is due to commence in April 2018 with the main Kaikorai Valley Phase 3 construction commencing in May 2019.

37 Ross Creek Refurbishment Project – Construction works for the Ross Creek Dam refurbishment continue. Extensions of time have been granted for archaeological findings, unforeseen geology, and adverse weather. The dam works are forecast to be completed by mid 2018, with landscaping works to be completed following this. Options for incorporating the objectives of the Arts & Creativity in Infrastructure Policy into the landscaping works are currently being explored. The project budget has been increased from $6.6 million to $8.6 million to allow for costs associated with the archaeological findings, unforeseen geology, and adverse weather and for the additional scope of landscaping and incorporation of the Arts & Creativity in Infrastructure Policy.

38 Waikouaiti watermain renewal – This work is largely complete with only minor items remaining. Completion is expected in May 2018.

39 3 Waters Switchboard Upgrades – This project will upgrade a number of electrical switchboards to ensure associated health and safety risk is minimised. Works at Mosgiel and Green Island Wastewater Treatment Plants have been completed. The third stage of works at Tahuna Wastewater Treatment Plant is in progress. Tenders for work at the Mt Grand and Southern Water Treatment Plants have been awarded. Further work packages will follow for other more remote 3 Waters sites.

40 North East Valley Services Renewals – this project is an estimated $9M four stage 3 waters renewal project to address old infrastructure in the area. The first stage of construction work is in progress and due for completion in September 2018. The second stage, is being tendered. Tenders close at the end of April 2018. A further two tender packages are in preparation.

41 Top 5 Capital Projects summary

Name	Project Budget	Project actual to date
Ross Creek Reservoir	$8,570k	$4,903k
Switchboard Upgrades	$2,200k	$1,322k
Waikouaiti Renewals	$1,855k	$1,289k
Kaikorai Valley 3	$7,200k (estimated)	$473k
North East Valley	$9,000k (estimated)	$123k

42 Water Contamination Event Report - Improvement Programme - A report from 3 Waters to the Infrastructure Services Committee on 12^th February provided a copy of the incident report which summarised the findings of an internal investigation in the causes of the Ross Creek water contamination event in August 2017. The report included an overview of improvement actions programmed to ensure a similar event does not occur again, and to improve 3 Waters ability to respond to events in future. The report indicated that a detailed improvement programme was being developed, and would be appended to the 3 Waters Activity Report for the quarter ending 31 March 2018. The improvement programme is appended to this report.

OPTIONS

43 As this is an update report, there are no options.

NEXT STEPS

44 Areas of focus for the next quarter will be:

a) Ongoing capital works for the rest of 2018

b) Finalising the capital works programme for 2018/19

c) Delivery of the improvement programme resulting from Central City Boil Water Notice Review.

Signatories

Author:	Tom Dyer - Group Manager 3 Waters
Authoriser:	Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

	Title	Page
a	Water Contamination Event - Improvement Programme	32

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☐	☐	☒
Environment Strategy	☒	☒	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☒	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Three waters activities support the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The 3 Waters activity contributes positively to the interests of the community by ensuring the provision of safe drinking water, and the safe and sustainable disposal of wastewater and stormwater.

LTP/Annual Plan / Financial Strategy

The 3 Waters Activities are included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement - external

As an update report no external engagement has been undertaken.

Engagement – internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety / Conflict of Interest etc.

There are no identified risks.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

11 June 2018

Waste and Environmental Solutions Activity Report for the Quarter ended 31 March 2018

Department: Waste and Environmental Solutions

EXECUTIVE SUMMARY

1 This report updates the Committee on Waste and Environmental Solutions operations, maintenance and capital works, including contracted out services.

2 Highlights for the quarter include:

· Waste Management have been operating the Green Island Landfill since 1 July 2017. Since the start of the contract they have focused on making improvements to Health and Safety and gas field management. Safety improvements have been made to the Transfer Station; they include a concrete apron and hand rail to reduce the risk of a fall into the Transfer Station pit. A new track was established so that the loader no longer moves through the area that the public is traveling through, reducing the risk of an accident.

· The handling of special waste at the Green Island Landfill has improved. The hazardous good shed has been reconfigured and additional storage added to accommodate chemicals that are dropped off at the landfill.

· Asbestos was identified in two discreet areas at the landfill. Controls were put in place to mitigate risk. WorkSafe visited the site and approved the management procedures for material that contains asbestos. Swabs of the inside of the large plant and air testing have confirmed that the risk is very low.

· An MoU was signed with the Malcam Trust for the recovery and refurbishment of bicycles deposited at the Green Island Rummage store.

· The 2018 Waste Assessment has progressed on schedule. This assessment will inform the review of the Waste Management and Minimisation Plan under the Waste Minimisation Act, 2008.

· The Vogel Street and Moray Place Recycling Facilities continue to be well supported by local residents.

· The pilot food rescue programme conducted in partnership with KiwiHarvest has collected and distributed almost 36 tonnes of surplus food that would have otherwise gone to landfill.

· ‘Welcome to your flat’ packs were distributed to all residential properties in the University Campus area.

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the Quarter ended 31 March 2018.

BACKGROUND

3 The Waste and Environmental Solutions activity provides for effective collection, resource recovery and residual disposal in a way that protects public health, and minimises impact on the environment.

4 The Waste and Environmental Solutions activity includes:

· Kerbside collection of waste and recycling for most urban and city residents and small businesses.

· Disposal Facilities (landfill and transfer station) for waste and Resource Recovery Centre (recycling and reuse store) are provided for at Councils Green Island site. The Waikouaiti site has both a transfer station for waste disposal and recycling facilities. Middlemarch has a transfer station and a hosted community recycling drop off centre. Waste collected at the community transfer stations is then transferred to Green Island Landfill for landfill disposal. All recycling is sent to the Material Recovery Centre for sorting and transportation to recycling markets.

· Public place recycling infrastructure and servicing is provided on the streets in the CBD and several satellite locations in the district.

· Monitoring the state of the Council’s one active and five closed landfills in accordance with the conditions of consents.

· Education programmes promoting “rethinking, reducing, reusing and recycling”, cleaner production and sustainable business practice.

DISCUSSION

5 Kerbside collection services (refuse and recyclables) are carried out by Enviroway Ltd in urban Dunedin. Kerbside collection services in Middlemarch are carried out by a sub-contractor to Enviroway Ltd.

6 The management and operation of the Green Island landfill is carried out by Waste Management Ltd. The transfer stations and resource recovery centres at Waikouaiti and Middlemarch are managed by Waste Management Ltd.

7 The monitoring and reporting for Councils one active and five closed landfills is carried out by GHD Ltd.

8 The collection of illegally dumped rubbish, emptying of street litter bins, including recycling bins and refuse and recycling collection services in the CBD, are contracted to McCallum Street Sweeping Services Ltd.

Non-financial performance

Service

9 Number of complaints regarding missed collections after 4pm.

10 This measure is being reviewed as it is dependent on the time the customer reports a missed collection. Customers can become accustomed to a regular time of day when their bags/bins are collected and may call in a missed collection earlier than 4.00pm.

11 The number of missed collections for January and February were up on the previous year but this decreased in March. Ongoing work with EnviroWaste to improve this will hopefully see an improvement in this area in the coming months.

12 Waste and Environmental Solutions have introduced improved KPI recording and reporting for EnviroWaste and they have found this helpful in targeting areas for improvement.

13 EnviroWaste have continued providing a fortnightly recycling collection drop off service for the Pukehiki community; however, the number of residents making use of this facility has been dropping.

Value and Efficiency

14 Total waste collected and diverted.

15 The volume of diverted material increased for the months of January and February, unfortunately data is not yet available for March. The contamination rate was 7.1% for December but rose to 10.9% in January, primarily due to issues in the University area. February and March saw a reduction to 8.4% and 8.2% respectively.

Major initiatives

16 Waste Services Contracts – The Green Island Landfill and Transfer Station Management – Waste Management Ltd has brought in technical staff to review site health and safety, future landfill development and gas field management. Their industry expertise informs site development and identifies opportunities to increase operational efficiencies.

17 Waste Management Ltd has had a significant focus on improving the Health and Safety of the site. This has included improvement to the transfer station drop off, removing or reducing potential conflicts between heavy machinery and the general public, and improving the storage and management of chemical wastes and the management of difficult to handle wastes.

18 The landfill gas collection system has been identified as a priority area for improvement and progress has been made towards enhancing performance. These initial improvements have resulted in a 50% increase in the quantity of gas being collected for beneficial use by the Green Island Wastewater Treatment Plant. The landfill gas flare has been re-located to the Green Island Wastewater Treatment Plant, repaired, and re-certified. Subsequent work to accurately measure and record landfill gas destruction is on-going.

19 A series of recycling bins have been placed around the Transfer Station to encourage "last chance" recycling. This has resulted in additional material being diverted from the landfill. Initially only scrap metal was being collected; however cardboard and glass are also now available to people who are not visiting the resource recovery part of the site.

20 Rural Transfer Stations and Rural Skip Days - Contract 7642 was awarded to Waste Management New Zealand Limited on 18 December 2017 and covers the 2017-18 and 2018-19 financial year(s) with an expected completion date (including one year right of renewal) of 30 June 2019.

21 This timeframe allows for the review of the Waste Management and Minimisation Plan including further investigation of a collaborative contractor/community site operations model, which may be included in, or tendered alongside, the next kerbside collection service contract.

22 The Waikouaiti Transfer Station and Resource Recovery Centre - Waste Management Ltd has successfully transitioned into operating the Waikouaiti and Middlemarch Transfer stations. Improvements have been completed in the layout of the recycling area and laying a concrete pad for the transfer bins. Octa Associates have been engaged to manage improvements to the Transfer station booth and other improvements to site layout.

23 Active and Closed Landfill monitoring - The Environmental Monitoring and Reporting Contract was awarded to GHD. Environmental monitoring to date has not identified any breaches of consent conditions.

24 Special Hazardous Waste – The handling of special hazardous waste acceptance was previously undertaken by Delta. This function is now handled by staff and an independent review was undertaken by MWH.

25 The review provided a framework for improvement and staff have begun implementation. A significant amount of time and effort has already been spent advising consultants/developers/businesses and landowners about the landfill acceptance criteria and testing requirements.

26 Staff intend to work with Waste Management Ltd to improve the application process and operational management of special and hazardous wastes to landfill.

27 City Recycling Facilities – The Moray Place and Vogel Street Recycling facilities continue to be well supported by the community with a significant quantity of recyclables being collected from both sites.

28 City Cardboard Collection Kerbside – The City Custodian checks the CBD twice a week on the day following collection to ensure the streets are free from cardboard and to talk to business operators about the presentation of cardboard at kerbside. The Contract Co-ordinator oversees this process and where necessary intervenes if an issue has been identified in order to find an appropriate resolution. Staff have received positive feedback on how much tidier the city pavements have been since the changes to cardboard collection were introduced in May 2017.

29 The City Custodian and Contracts Co-ordinator also manned two of the collection points after hours in an effort to educate users of the sites about how to present their cardboard for safe collection.

30 City Cardboard Collection Back of House – As with kerbside there has been some tweaking of the back of house cardboard collection service with a couple of sites that faced challenges. Some of these sites have more volume being presented than was anticipated and several padlocks on the bins have required replacement.

31 Kerbside Recycling Bin Inspections - The twelve-week pilot programme aimed at reducing mixed recycling bin contamination rates and minimising hazardous materials being deposited in recycling bins resulted in a 3% drop in the overall contamination rate for kerbside recycling.

32 Based on this success the pilot programme has been developed into an ongoing programme of biannual inspections in order to further decrease the contamination rate, minimise hazardous waste, reduce the quantity of recyclable material going to landfill, and increase the quality and quantity of recyclable material recovered for reuse.

33 EnviroWaste are also involved in identifying contaminated recycling bins during the normal kerbside collection. Following an education session facilitated by the Contract Co-ordinator the EnviroWaste drivers became active in tagging and reporting contaminated bins. This has contributed significantly to the reduction in the contamination rate.

34 Waste and Environmental Solutions will continue to support EnviroWaste in their efforts to reduce contamination and educate residents in good recycling practices.

35 Waste Minimisation Events – The Education and Promotions Officer (EPO) conducted several landfill tours, provided talks on recycling and waste minimisation to special interest groups, and attended public events providing information on Council services.

36 The EPO co-ordinated the delivery of 'Welcome to your Flat' packs to residential properties in the University campus area. These packs included information on kerbside collection dates, acceptable materials, additional kerbside collection dates, a free 40L black rubbish bag, and other useful waste reduction/management information.

37 The EPO and other members of the Waste and Environmental Solutions team attended the Orientation Week Tent City event. The key messages were kerbside collections and waste minimisation opportunities. Keep Dunedin Beautiful were also involved in this event.

38 E-waste Recycling – Negotiations with Cargill Enterprises are on-going to potentially introduce a household battery recycling collection option at Green Island landfill.

39 Bicycle Refurbishment Programme – An MoU has been entered into with the Malcam Trust for some of their attending youth to learn skills associated with bicycle repair.

40 Bicycles that are dropped off to the Rummage store are supplied at no charge to the Malcam Trust for refurbishment. The Trust will then refurbish and distribute the bicycles to agencies to pass on to clients deemed to be fitting recipients. The Trust is also able to sell some refurbished bicycles in order to recover reasonable costs associated with this programme.

41 The Trust will supply the DCC with a report on the bicycle refurbishment programme every three months.

42 Surplus Food Collection – Waste and Environmental Solutions funded a pilot programme with KiwiHarvest for the collection of surplus food from within the inner-city region.

43 The pilot programme began in July 2017, and as of January 2018 KiwiHarvest had collected and re-distributed 35,898 kg of surplus food that would have otherwise gone to landfill.

44 The 35,898 kg of surplus food provided 102,857 meals to social agencies, and avoided approximately 129,233 kg of CO2 emissions.

45 Based on the success of this pilot programme Waste and Environmental Solutions intends to continue supporting this programme past the end of the pilot programme in July 2018.

46 The City Custodian - The City Custodian is guided by the Contracts Co-ordinator to check on any non-compliant bags or bins that are reported by the Kerbside Collections Contractor. Follow up occurs by either speaking to people at home about the correct use of bags and bins, or leaving educational material at the address. Additional follow up of areas with non-compliance occurs on the following fortnight.

47 Illegal dumping hot spot areas are checked regularly as are DCC litter bins and the general tidiness of Dunedin streets in addition to checks on other DCC infrastructure e.g. bus shelters, parks bins, water network/reticulation. Any tagging or overfull bins or leaking tobies/hydrants etc. are reported back through DCC Customer Services Agency for distribution to appropriate Council departments or contractors to action.

48 Organics and Waste Reduction – A consultancy review to investigate options and alternatives for the diversion of organic waste was completed during October 2017 to January 2018. The report presented various options for reducing the amount of organic waste that is currently going to landfill or elsewhere where little or no benefit is gained in terms of resource recovery.

49 Options identified in the report as being suitable for Dunedin will be further developed and presented in the Proposed Waste Management and Minimisation Plan (WMMP) 2019 for public consultation with the Annual Plan 2019/20.

50 Litter Compliance Policy – a Litter Compliance Policy (inclusive of illegal dumping) along with a schedule of fees and charges was adopted by Council in May 2018. The Litter Infringement Policy will;

· meet the requirements of the Litter Act 1979 and Local Government Act 2002

· enable Warranted Litter Control Officers to serve infringement notices for non-compliance, littering and illegal dumping based on positive identification of the offender and to potentially seek clean-up costs

· provide a level of co-ordination and transparency across Infrastructure and Networks teams that deal with matters related to non-compliance, littering and illegal dumping i.e. hot spots, frequency of events, repeat offenders, and total associated costs to Council.

Capital projects

Name	Budget Full Year	Actual YTD
Green Island Landfill Gas Collection	$0.00	$44,258.00
Green Island Landfill Improvements to Final Cap	$100,000.00	$4,294.00
Green Island Landfill Leachate Collection System	$209,700.00	$6,080.00
Green Island Portacom Purchase	$0.00	$22,000.00
Recycling Wheelie Bins	$0.00	$25,690.00
Waikouaiti Transfer Station	$90,000.00	$9,545.00
Waikouaiti Final Capping	$50,000.00
City Recycling Facilities	$0.00	$4,722.00
Green Island Landfill Renewals	$325,600.00	$78,659.00
Litter Bin Renewals	$24,700.00	$4,927.00
TOTALS	$800,000.00	$88,308.00

51 There have been four unplanned capital spends in this financial year. These are:

a) The purchase of a Portacom from Delta Ltd, which is the office at the Green Island Landfill.

b) The purchase of additional yellow-lidded mixed recycling and blue glass bins, as the stock had been depleted.

c) Final costs associated with completion of the Vogel Street recycling facility.

d) Urgent improvements to the Green Island landfill gas collection system.

52 The capital project budget and staff resource has been primarily focused on health and safety and operational improvements. This has hindered progress on medium and long-term capital projects.

53 External resources will be engaged to deliver the larger medium and long-term projects once internal project scoping and procurement planning has been completed.

OPTIONS

54 As this is an update report, no options are provided.

NEXT STEPS

55 Areas of focus for the next quarter will be:

· The commencement of a project to develop a downloadable application for android and iPhone for kerbside collection services which will include an alert option, recycling information, a ‘what to do with A to Z’ list, messages (e.g. information pertaining to kerbside bin inspections, holiday period collection dates etc.), and associated contact information.

· Discussions are underway with the 3R Group for the introduction of the ‘Seat Smart’ programme to Dunedin. The programme enables expired or broken child seats to be recycled. The DCC will support the programme by providing a collection point and subsidising the transporting to Christchurch for recycling.

· The commencement of the biannual kerbside recycling bin inspection programme.

· The development of educational material and engagement of a composting expert to conduct workshops which will commence in the spring months.

· Partnering with Cargill Enterprises to promote e-waste and household recycling services and support for social enterprise in Dunedin.

· Final capping of the Waikouaiti landfill, plus planning for the second stage improvements to the Waikouaiti Transfer Station, Resource Recovery Centre and Closed Landfill in collaboration with the local community. A Working Group will work alongside the team during the second stage of development.

· Potential locations for residential recycling facilities in the University campus area are being evaluated in conjunction with Otago University Property Services. In addition, the location of the 3 existing glass drop-off facilities is being re-evaluated.

· Four new recycling facilities for residents in the Central Business District are proposed. A similar process for the first two trial facilities is being followed. Currently new locations are being identified and worked through with landowners for permission. Once permissions have been attained for appropriate locations, then consultation with neighbours will begin.

· Planning for another Love Food Hate Waste workshop is underway. The workshop will be held in DCC Community Halls and will concentrate on preserving food in collaboration with the Good Food Dunedin network.

· Additional gas wells will be added to the Green Island landfill gas collection system and a more detailed programme for bringing additional gas wells on line is under development.

· Engagement of external consultants to provide advice on longer term development works necessary to further improve current landfilling operations and planning towards future closure. This will ensure alignment with current industry best practice.

· Consultation with stakeholder groups on waste issues for the Waste Assessment to ensure that all waste issues are accounted for, and the assessment is fully informed in preparation for the review of the Waste Management and Minimisation Plan under the Waste Minimisation Act, 2008.

· The Waste Futures 2023 project has been initiated and will use the Better Business Case process to ensure a robust analysis is carried out on options for DCC’s future waste services operating model. Further information will be reported to Council at the end of June 2018.

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
Authoriser:	Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision relates to providing local infrastructure that is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☐	☐	☒
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☐	☐	☒
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☒	☐	☐

The Waste and Environmental Solutions activity supports the outcomes of a number of strategies.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

The Waste and Environmental Solutions activity contributes positively to the environmental interests of the community through refuse and recycling collection at the kerbside and public places, educating and promoting environmentally sustainable behaviour and managing landfill and transfer station facilities.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Waste and Environmental Solutions activity is included in the Long Term Plan.

Financial considerations

The updates reported are within existing operating and capital budgets.

Significance

This decision is considered of low significance under the Significance and Engagement Policy.

Engagement – external

As an update report no external engagement has been undertaken.

Engagement - internal

As an update report no internal engagement has been undertaken.

Risks: Legal / Health and Safety etc.

There are no identified risks.

Conflict of Interest

There are no identified conflicts of interest.

Community Boards

Not applicable.

Infrastructure Services and Networks Committee

11 June 2018

Transport Activity Report for the Quarter Ended 31 March 2018

Department: Transport

EXECUTIVE SUMMARY

1 This report updates the Committee on Transport operations, maintenance, and capital works, including contracted out services and, given the timing of this meeting being in June, will also cover results to the month ending 30 April 2018.

2 Highlights for the period include:

a) Physical works to repair the road network following the July rain event are on-going. The total spend is expected to exceed $15m with DCC delivering the recovery package in conjunction with NZTA.

b) The construction of the Peninsula Connection Project commenced with the preferred supplier Fulton Hogan.

c) The planning for the procurement of the LED Street Light implementation is underway in tandem with the preparation of the NZTA business case for NZTA funding. NZTA have extended the LED 85% subsidy rate into the 2018-21 NLTP.

d) Construction of Urban cycle improvements will commence in May. This work includes a new bridge to cross the Water of the Leith and improvements in connections between the harbour and the railway station.

e) Capital renewal and minor improvement project delivery remains on track with over 92% of the 2017/18 capital renewal programme committed.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the Quarter ended 31 March 2018.

BACKGROUND

3 The Transport activity provides the planning, construction, maintenance, and upgrading of the transport network. The network includes:

· Roads

· Cycle ways

· Footpaths

· Bridges and retaining walls

· Street lighting

· Traffic signals

· Road marking.

4 The New Zealand Transport Agency (NZTA), the national road funding authority, provides a financial assistance subsidy for works that meet agreed criteria via the National Land Transport Programme.

DISCUSSION

Road Maintenance Contract

5 The Transport Maintenance Contract was tendered in early 2016 and awarded to Downer on 1 July 2016 for three years valued at $45 million.

6 A relevant, measurable, and robust performance framework has been developed to monitoring the contract. This focuses on key areas as follows:

a) Service Delivery - Adherence to programme, specification, and budget

b) Value for Money – Delivering services efficiently

c) Customer Service – Improved customer experience across all aspects of the contract

d) Safety – Strict adherence to health and safety requirements and pro-active management of health and safety issues.

Contract - Service Delivery

7 Performance is measured by network audit outcomes, adherence to programme delivery, and compliance with asset data and reporting requirements.

8 The results in this area have been acceptable. The work required throughout, and following, the July rain event continues to put pressure on contracting resources and the contractor's ability to meet "business as usual" programmed works.

9 3,461 mud tanks have been cleaned this financial year to 30 April 2018. Routine cleans were delayed from March following the discovery of low level asbestos traces in mud tank waste. It is expected that new procedures will be put in place for future routine cleans to ensure adequate safety measures are in place for contracting staff.

10 Results from audits undertaken in March showed that tanks were 97% compliant to contract specification therefore it is not anticipated that delays in routine cleans will cause significant pressure to service levels. If required additional resource will be commissioned, once routine cleans can commence, to address any issues caused by the delay.

11 Note the routine surface cleaning of mud tanks' is not affected therefore leaf drop and other debris on surface covers is being addressed.

Contract - Value for Money

12 Performance is measured by inspection audits for work completed and the quality of claims.

13 The quality of completed works will continue to be monitored to ensure compliance with contract specifications. Payment is withheld for any works that do not meet the required standards. Of the audited jobs presented in the April 2018 claim 5% were identified as not meeting appropriate specification and payment was withheld.

14 Robust contract monitoring processes are in place to ensure payment is only being made when the work is completed to an acceptable standard and the appropriate claim has been submitted to DCC. This remains the most effective method of ensuring required specifications are understood and consistently delivered.

Contract - Customer Service

15 Performance is measured by Customer Service Agency (CSA) response times and monitoring back log requests.

16 Performance in the area has been very good with 99% of CSA requests programmed or completed on time in April, versus the targeted 95%. The largest volume of service requests in the quarter have pertained to environmental clean-ups and illegal dumping.

17 Increases in illegal dumping requests coincided with the end of the university year. Transport staff are working with Waste and Environmental Solutions staff to better prepare for this in future years.

Contract - Safety

18 Performance is measured through Traffic Management Planning (TMP) audits, Health and Safety audit results, and valid complaints from the community.

19 Results in this area graded acceptable in April and very good in March and February.

20 Of the 25 TMP audits undertaken in April one non-conformance site was identified by DCC staff. This was on Harington Point road where no temporary speed limit was implemented which the contractor rectified immediately.

21 Council has engaged the services of an independent Health and Safety adviser who is undertaking monthly health and safety site inspections. These are conducted in collaboration with Council and Downer staff.

22 The process of health and safety auditing is also designed to be a collective learning experience for the operational staff involved by raising awareness and knowledge of potential health and safety risks and appropriate process to mitigate.

23 The health and safety audit resulted in a score to the contractor of 70% with three issues identified.

a) Site layout did not match the traffic management plan. Corrective actions were implemented to address issues.

b) Non-conforming components were identified in a vehicle. Inspections of all vehicles are to be completed along with any associated remedial work.

c) Lifting chain and crane inspected were not certified devices. They are to be removed or certified.

24 It is expected that the contractor will address these issues within one month. If not, performance will become unsatisfactory and graded accordingly.

Dunedin Urban Cycleways Reporting

25 Results have been received for the annual cycle count completed in association with NZTA. Dunedin currently has six permanent count stations around the city, installed by both NZTA and DCC on cycle lanes and shared paths. Cycle counters provide an indication of both commuter and recreational cycle numbers.

26 The counters installed on shared paths, count both cyclists and pedestrians. The below graph shows a steady increase in cycle numbers around the harbour circuit where DCC and NZTA are currently investing. The 2018 results show the counts received up to 31 March 2018.

27 In addition to the fixed cycle counters cordon cycle counts have been undertaken annually since 2016 on the periphery of the Central Business District. These are manual counts across 13 sites which record the number of cyclists, the direction of travel, and gender of cyclists.

28 NZTA requests the results of the morning counts, for a 2-hour period (7-9am) on a Tuesday in March, as part of the Urban Cycleways Programme’s national monitoring. The table below shows a small increase from 2016 to 2017 and a significant increase from 2017 to 2018. The significant increase in 2018 is due to the addition of two count stations on the State Highway.

	2016		2017		2018
Total Inbound	536		545		550
Total Outbound	29		35		99
Overall total	565		580		649

Male / Female split		%		%		%
Total Male	409	73.39%	386	66.55%	457	70.42%
Total Female	156	27.61%	194	33.45%	192	29.58%

Proposed bus route changes

29 At the 1 May 2018 Council meeting a Notice of Motion regarding potential bus route changes to was referred by a procedural motion, to the infrastructure and Networks Committee for further information including traffic plan analysis. The notice of motion was not passed subject to the additional information being provided.

30 Subsequent to the Council meeting the CEO has had confirmation from the ORC that the route changes as proposed are able to be accommodated. Staff have also previously had discussions with ORC staff regarding the upcoming Central City Plan project, and the impact that this will have on future bus routes. The ORC have acknowledged that future changes to the layout and operation of the central city are likely to require route changes. ORC staff are happy to work through these changes as the project progresses.

31 Design work for the Central City Plan will include traffic modelling to show the impacts of any proposed changes on vehicle movements. This modelling will be done as part of the CCP process.

32 During construction work it is likely that detours for existing bus routes will be required due to road closures. To ensure continuity of services discussions on the final bus routes will inform any potential detours, and where possible alternative routes may be implemented prior to construction commencing.

Major initiatives

33 Peninsula Connection Safety Improvement Project – Fulton Hogan was selected as the preferred supplier and construction commenced in April.

34 The first stage of works between Broad Bay and Portobello is progressing well. Weekly project updates can be found on the DCC website.

35 Urban Cycleway Programme – The Urban Cycleway programme includes a new bridge over the Leith and improvements in connections between the harbour and the railway station. Two contracts have been let to complete this programme.

36 A contract for the construction of a new bridge was let to Edifice Contracts Ltd and construction has commenced at a cost of $1.3m. Physical work is commencing in early June and completion of the bridge is expected to be September 2018.

37 A contract for the construction of the connections from the harbour to the railway station, and improvements to the existing shared path on Portsmouth Drive has been awarded to Fulton Hogan and physical works are starting in early June.

38 Following further design work and consideration of other upcoming projects it has been decided to remove both the Albany Street and Hanover Street State highway connectors from the current cycleway package. These routes will be picked up during the design work for the Tertiary and Central City areas respectively. Design work on the connectors at Duke and Howe Streets will continue with a final decision on their construction to be made in consultation with NZTA.

39 Capital Renewals 2017/18 – The 2017/18 capital renewal programme is near completion. This year 70km of road will be resealed, 22km of footpaths and 4km of kerbing will be renewed. In addition, a package of bridge renewals will be completed. The total budget for renewals is $12m. Approximately 92% of this renewal work is committed.

40 LED Street Light Installation – At the time of writing this report staff are near completion of the NZTA business case for the LED renewal. Following feedback on the business case from NZTA staff will report back to the Committee on the LED light colour choice.

41 A project team has been set up with the support of an external project manager to oversee the project. The team is currently working through tender and contract requirements in preparation for market tender in July 2018. Procurement will cover luminaires, central management system, and installation.

42 July 2017 Flood Remediation – Physical work is underway at a number of sites around Dunedin. There are a number of contractors involved in the remedial works. The project is being run in collaboration with NZTA who are completing their repairs to the state highway. Repairs include both large slip sites such as the Southern Cemetery, and minor road maintenance issues such as blocked culverts.

43 The total cost of remedial work for the flood event is expected to be between $10m and $12m excluding costs associated with the replacement of the Mt Ross Bridge. NZTA cover approximately 70% of the repair costs.

44 Options for a replacement of the Mt Ross Bridge have been developed and a separate report on the matter is included in the papers for this meeting.

45 Minor improvement projects – A number of improvement projects were completed in the third quarter including:

· Implementation of Barnes Dance intersections

· Town belt traverse pedestrian safety improvements

· Installation of a package of roundabouts at the Green Island/Fairfield motorway interchange in conjunction with NZTA

· Footpath improvements in Brighton

· Additional school safety work including improvements relating to Central City Schools cluster

· Shore Street rock scaling.

46 It is anticipated that by 30 June 2018 DCC will achieve a 100% spend of minor improvement funding allocated in the 15/16 – 17/18 National Land Transport Plan.

OPTIONS

47 As this is an update report, there are no options.

NEXT STEPS

48 Areas of focus for the next quarter will be:

· Efficient and safe processes to be put in place for the cleaning of mud tanks.

· Continue to address the backlog of maintenance and renewal works associated with the July 2017 rain event.

· Commence the tender of the LED installation.

· Complete the 2017/18 renewals and minor improvement programme.

· Commence procurement for the 2018/19 capital renewal programme.

Signatories

Author:

Merrin McCrory - Asset and Commercial Manager, Transport

Authoriser:

Richard Saunders - Group Manager Transport

Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report relates to providing local infrastructure and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☒	☐	☐
Environment Strategy	☒	☐	☐
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☒	☐	☐
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☒	☐	☐

The Integrated Transport Strategy supports the outcomes of a number of strategies.

Māori Impact Statement

No known impacts.

Sustainability

The Integrated Transport Strategy supports sustainable outcomes.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

The Integrated Transport Strategy is included in the long term plan.

Financial considerations

There are no financial implications.

Significance

This is considered to be of low significance in terms of the Council’s Significance and Engagement Policy.

Engagement – external

There has been no external engagement.

Engagement - internal

There has been no internal engagement.

Risks: Legal / Health and Safety etc.

There are no legal or health and safety risks.

Conflict of Interest

There is no known conflict of interest.

Community Boards

There are no implications for Community Boards.

Infrastructure Services and Networks Committee

11 June 2018

Naming of a New Private Way off Blackhead Road, Dunedin

Department: Transport

EXECUTIVE SUMMARY

1 The purpose of this report is to present the options for the naming of a private way off Blackhead Road, Dunedin.

2 The proposed name does not meet the requirements of the Road Naming Policy as the proposed name is after a living person. However, the Policy states that the Guidelines have less weight when naming private ways. It is noted that the Committee recently approved naming of “Errols Court”, which is a private way, after a living person. The developer requests the Committee consider this name based on the discretion it has available for private ways.

3 The new road name proposed by the developer is considered to comply with all other provisions of the Dunedin City Council Road Naming Policy and is therefore recommended for approval.

RECOMMENDATIONS

That the Committee:

a) Considers naming the new private way off Blackhead Road as "Dallimore Lane".

BACKGROUND

4 A 12 lot residential subdivision has been approved at 2 Blackhead Road, Dunedin. This subdivision will be served by a new private way off Blackhead Road.

5 The development is now at the stage where the developer wishes to name the new private way.

DISCUSSION

6 The developer has proposed “Dallimore Lane" as their preferred name.

7 Paul Dallimore is a land developer who has strong links with Dunedin. For almost half a century Mr Dallimore has acquired land and developed it for residential use. More recently Mr Dallimore has undertaken development of the “Westgate” residential subdivision, which includes the new private way proposed to be named “Dallimore Lane”.

8 The name “Dallimore” is not a duplicate of any existing road name in Dunedin. The proposed name is, however, similar to the existing Dunedin road name “Dalmore Crescent”. In this case the differences between these road names, especially when including suffixes, are considered to be sufficient to avoid confusion.

9 The New Zealand Police, Fire and Emergency New Zealand, and St John, have been contacted regarding the proposed road name. They each confirmed that “Dallimore Lane” would not create significant confusion for their emergency response systems. They therefore did not object to the proposed road name.

10 This name meets the appropriateness criteria of the Policy except for the clause recommending naming not being after a person living or recently deceased, as Paul Dallimore is a living person. The proposal meets the spelling and length criteria of the Guidelines.

11 There is precedent for naming a private way after a living person, with the decision to name Errols Court the most recent example.

OPTIONS

Option One – The Committee approves naming of the private way as “Dallimore Lane” (Recommended Option)

Advantages

· The name complies with the Policy except that it is named after a living person, and overall is considered to be compliant with the Road Naming Policy. Committee discretion can be exercised when applying the Policy to a private way.

Disadvantages

· Depending on the weighting given to the Policy for a private way, the name may be considered to be contrary to the “appropriateness” clause of the Policy.

Option Two – The Committee declines the proposed road name (Alternative Option)

Advantages

· Depending on the weighting given to the Policy for a private way, the name may be considered to be contrary to the “appropriateness” clause of the Policy and therefore not suitable.

Disadvantages

· The private way will not immediately be named which will be inconvenient for the developer and any property owners within the development.

NEXT STEPS

12 If the recommended name is approved, staff will process the required documentation and advise the developer and Land Information New Zealand of the new road name.

13 If the recommended name is not approved, staff will go back to the developer to obtain alternative names and provide a further report to the Committee for consideration.

Signatories

Author:	Grant Fisher - Transport Planner/Engineer
Authoriser:	Richard Saunders - Group Manager Transport

Attachments

	Title	Page
a	Aerial Photograph - Dallimore Lane	57

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal relates to providing local infrastructure and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☐	☐	☒
Economic Development Strategy	☐	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☐	☐	☒
Other strategic projects/policies/plans	☒	☐	☐

This is an administrative function.

Māori Impact Statement

There are no known impacts for tangata whenua.

Sustainability

There are no implications for sustainability.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

There are no implications for the LTP.

Financial considerations

There are no financial implications.

Significance

The significance of the decision deemed to be low in terms of Council’s Significance and Engagement Policy.

Engagement – external

There has been engagement with the developer and their agent. Emergency services have been contacted and no objection was raised.

Engagement - internal

There has been engagement with BIS.

Risks: Legal / Health and Safety etc.

There are no known risks.

Conflict of Interest

There are no conflicts of interest.

Community Boards

The site is not located within a Community Board Area.

Infrastructure Services and Networks Committee

11 June 2018

Mt Ross Road Bridge Replacement Options

Department: Transport

EXECUTIVE SUMMARY

1 The purpose of this report is to update the Committee on the options for a replacement of the historic Mt Ross Road bridge.

2 Following the collapse of the Mt Ross bridge in July 2017 staff have commissioned a report on replacement options.

3 Five options were considered with the recommended option being the construction of ‘new heritage’ bridge in the same location as the previous bridge.

4 Funding subsidy for the replacement bridge will be received from NZTA at a rate of 76% for the 2018/19 year.

RECOMMENDATIONS

That the Committee:

a) Decides the preferred construction option to replace the bridge.

BACKGROUND

5 Following the collapse of the Mt Ross Road bridge (‘the bridge’) during the July 2017 floods, Dunedin City Council (DCC) commissioned a report from Opus International Consultants (Opus) to investigate options for a replacement bridge. A copy of the report is included as Attachment A.

6 The historic bridge, constructed in 1875, carried a single lane of traffic and linked the Mt Ross and Mt Stoker areas and Dunedin. The bridge spanned 47m and was a single span cable suspension bridge with stone masonry pylons.

7 Due to issues identified during an assessment in 2015 the posted weight limit on the bridge was reduced from 19,000kg to 5,000kg Gross vehicle weight. The bridge underwent significant strengthening works in 2016/17 to enable the Gross vehicle weight of 19,000,000kg to be reinstated.

8 A review carried out after the July 2017 flood event has found no definitive reason for the collapse of the bridge. Council will not be pursuing costs from either the professional services contractor or the physical works contractor.

DISCUSSION

9 The bridge provides an important connection for the Middlemarch community. It has been nearly 12 months since the existing bridge was destroyed. Delaying the decision on rebuilding could prevent construction starting next summer and may also result in the loss of increased NZTA subsidy.

Funding

10 As the bridge collapsed during the July 2017 flood event, Council will receive funding for the reconstruction at a rate of 76% during the 2018/19 year. This funding has been confirmed by NZTA staff.

11 The approximate cost of the replacement bridge is in the order of $2.5m including consenting, design and construction monitoring. Council’s costs would be approximately $600,000. Budget would be found by re-prioritising existing capital spends during the 2018/19 year.

OPTIONS

12 The options report completed by Opus has identified five options for the replacement of the bridge. These options are:

1. Do minimum – no bridge with permanent detours – estimated cost $10,000.

2. Like for like replacement of heritage bridge – estimated cost $1.5 million.

3. New heritage bridge – estimated cost $2 million.

4. New bridge – estimated cost $1.4 million - $1.6 million.

5. Historic cycle bridge – estimated cost $800,000.

13 Staff consider options 1 and five to be unsuitable. Based on feedback from the Strath Taieri Community Board the reinstatement of a motor vehicle and heavy vehicle connection at this location is considered a minimum.

14 Option 2 carries significant risk as the reconstruction of the old bridge components could be difficult. There is also the risk that the bridge would have the same issues carrying the heavy vehicle loads that the previous bridge did.

15 Options 3 and 4 are considered the most suitable options for a replacement bridge. To enhance the amenity value of the area staff have assessed the new heritage bridge as being the most suitable replacement option.

Option One – Recommended Option

16 Construction of a new heritage bridge.

Advantages

· Connection will be re-established for the community.

· The design will be in keeping with the historic bridge while still delivering the structural integrity for heavy vehicle capacity.

Disadvantages

· This option is more expensive than the other options available.

Option Two – Status Quo

17 Re-construct a like for like heritage bridge.

Advantages

· Connection will be re-established for the community (with an associated risk regarding vehicle loads).

· This option would retain the heritage appearance of the original design.

· Some of the recovered bridge parts may be able to be used in construction.

Disadvantages

· This option would have similar issues to the original bridge with vehicle load deficiency and maintenance challenges.

· Original bridge components will be difficult to replicate introducing risk to the construction process.

· This option has the longest construction period.

Option Three

18 Construct a new bridge.

Advantages

· Connection will be re-established for the community.

· A new bridge would have adequate vehicle load capacity.

· Modern bridge building design and construction methods will be used removing risk from the process.

· This option has the shortest construction timeframe.

· This option has a lower estimated cost than the recommended option.

Disadvantages

· The design will not be sympathetic to the original heritage bridge design.

· Due to the length of the components there may be challenges in transporting and installing them at the site.

NEXT STEPS

19 If the committee approve the construction of a replacement bridge staff will begin work on the project. It is anticipated that construction could commence in the 2018/2019 year. The Strath Taieri Community Board will be advised of the decision.

Signatories

Author:	Richard Saunders - Group Manager Transport
Authoriser:	Leanne Mash - General Manager Infrastructure and Networks (Acting)

Attachments

	Title	Page
a	Mt Ross Bridge Replacement Options Report	64

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This decision/report/proposal relates to providing local infrastructure and it is considered good-quality and cost-effective.

Fit with strategic framework

	Contributes	Detracts	Not applicable
Social Wellbeing Strategy	☒	☐	☐
Economic Development Strategy	☐	☐	☒
Environment Strategy	☐	☐	☒
Arts and Culture Strategy	☐	☐	☒
3 Waters Strategy	☐	☐	☒
Spatial Plan	☐	☐	☒
Integrated Transport Strategy	☒	☐	☐
Parks and Recreation Strategy	☒	☐	☐
Other strategic projects/policies/plans	☐	☐	☐

This report contributes to a number of outcomes as it is reinstating a connection considered important by the local community.

Māori Impact Statement

Iwi have not been involved in the process to date. There is the potential to involve iwi during the design and consenting phase of the project.

Sustainability

Re-instating the connection provided by the Mt Ross Road bridge will provide sustainable transport links contributing to economic and social outcomes for the community.

LTP/Annual Plan / Financial Strategy /Infrastructure Strategy

This project is not included in the LTP and/or annual plan. Completion of this project will reinstate a level of service that existed prior to the June 2017 floods.

Financial considerations

The recommended option is expected to cost approximately $2.5m, with the DCC portion being $600k. This project is currently unfunded. It is intended that the DCC portion of the project is funding by re-prioritising existing capital budgets, therefore no further funding is sought.

Significance

This decision is considered low in terms of the Council’s Significance and Engagement Policy.

Engagement – external

No engagement has occurred.

Engagement - internal

No engagement has occurred.

Risks: Legal / Health and Safety etc.

There are social, reputational and financial risks to consider if a decision is not made to construct a replacement bridge.

Conflict of Interest

There are no conflicts of interest identified.

Community Boards

This report relates to a project occurring in the Strath Taieri Community board area. The board have considered a report at their last meeting and support the recommendation made within this report. Re-construction of the bridge is considered a priority for the Community Board.

Chairperson	Kate Wilson
Deputy Chairperson	Jim O'Malley
Members	David Benson-Pope	Dave Cull
	Rachel Elder	Christine Garey
	Doug Hall	Aaron Hawkins
	Marie Laufiso	Mike Lord
	Damian Newell	Chris Staynes
	Conrad Stedman	Lee Vandervis
	Andrew Whiley