Agenda of Infrastructure Services and Networks Committee

Infrastructure Services and Networks Committee

10 June 2019

Part A Reports

Transport Activity Report for the Quarter Ending 31 March 2019

Department: Transport

EXECUTIVE SUMMARY

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

2 Due to the timing of this committee, results for April 2019 have been also included in this report.

3 Highlights for the period include:

a) Physical works to repair the road network following the July 2017 rain event is nearing completion. Estimated costs for all emergency works expected in the 2018/19 financial year, inclusive of costs to repair Mt Ross Bridge, sit at $10.6 million.

b) Construction of Mt Ross Bridge commenced in January 2019 and is on track to be completed by the middle of the year.

c) The construction of the Peninsula Connection Project continues with $15 million spent to the end of April 2019. Section 8 between Broad Bay and Portobello was formally opened on the 12^th of May.

d) Tendering of the LED Street Lights is complete and following contract negotiations awarded to Broad Spectrum. Work to commence 1 July 2019.

e) Estimated renewal spend for the 2018/19 year is at $16.5 million versus previous year of $11.9 million - a 39% increase.

RECOMMENDATIONS

That the Committee:

a) Notes the Transport Activity Report for the Quarter ending 31 March 2019.

BACKGROUND

4 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.

5 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

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

7 The contract expires on 1 April 2020 and work has commenced on preparing the next maintenance contract to be tendered in July 2019.

8 A relevant, measurable, and robust performance framework has been developed in monitoring the current 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

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

10 3,779 mud tanks have been cleaned this financial year. Routine cleans were delayed from March 2018 following the discovery of low level asbestos traces in mud tank waste. Routine cleans have re-commenced with new procedures to ensure adequate safety measures are in place for contracting staff.

Contract - Value for Money

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

12 Results in this area continue to be acceptable. Claims made have been accurate with a robust contract monitoring processes in place to ensure payment is only being made when the work is completed to an acceptable standard. This remains the most effective method of ensuring required specifications are understood and consistently delivered.

Contract - Customer Service

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

14 63% of CSA requests were programmed or completed on time in April versus a target of 95%. The largest volume of service requests pertained to storm water issues requesting the unblocking of culverts and mud tanks. The contractor has identified an administration error which led to the results in April. Prior to this performance in this area had been very good.

Contract - Safety

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

16 Results in this area have been acceptable.

17 Of the 20 TMP audits undertaken in April minor issues were identified and addressed pertaining to the incorrect layout of traffic management equipment.

18 The Major Non-conformance TMP audit in March was due to contractor vehicles blocking the footpath & cycleway forcing pedestrians and cyclists onto a live lane. Additionally, an expired TMP was in use. Immediate remediation was undertaken from contractors.

19 Sites deemed a ‘Pass’ or ‘Acceptable’ have few or no issues noted in the audit. A site deemed ‘Needs Improvement’ will require immediate mitigation to remain active. This is discussed by the auditor and the Traffic Management Controller on site. Any site deemed ‘Dangerous’ by an audit is immediately shut down.

20 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.

21 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.

22 Recent audits have identified three issues needing remediation. Downer management have committed to addressing these as high priority items.

a) Hazardous substances not identified as a work hazard and applicable controls not listed

b) Current banned and restricted item register not current and available

c) Banned item was being used on a site vehicle

Traffic Counts

23 Councillors requested an update on traffic count data held by the Transport Group to demonstrate any trends across the network.

24 Traffic counts are carried out on various sites of the Dunedin City network and used to inform future planning.

25 A systematic programme of traffic counting was recently put in place focusing on key sites and specific times to assist in obtaining a more reliable, long term view of traffic trends across the city.

26 Traffic counts are completed on sites once a year for a week and are subject to network changes or events which may affect the results. While existing data gives a good picture of changes over time, the recently established traffic counting programme will improve our data in the medium to long term.

27 The previous traffic counting programme focussed on breadth of network coverage rather than changes in traffic volumes at particular sites. This means there have been relatively few sites which are repeated on a regular basis. Starting from 1 July 2019 there will be approximately 100 sites which will be recounted at the same time each year. This will provide a more accurate picture of the changes in traffic volumes over time.

28 Attachment A is a map showing recorded traffic counts across Dunedin. The data shows the average daily count following seven days of measurements. Counts always take place on the same section of carriageway.

Major initiatives

29 Capital Renewals 2018/19 – Although the quantities of renewals are down against the targets set in Transports asset management plan, largely due to contract pricing, it is a record year in renewals achieved compared to previous years with forecasted spend 39% up on the previous year.

30 Peninsula Connection Safety Improvement Project – Construction of section 8, between Broad Bay and Portobello has been completed and an official opening was held on the 12^th of May. Feedback from the community has been overwhelmingly positive. Construction continues on Section 2 between Vauxhall and MacAndrew Bay. The next stage to start will be section 7 which is a new retaining wall adjacent to the existing retaining wall at Turnbulls Bay.

31 Urban Cycleway Programme – The Urban Cycleway programme is continuing. The new bridge over the Leith has been completed along with improvements to Portsmouth Drive, the Harbour Basin and Anzac Avenue. Work to seal the St Andrews St car park and create a cycle path linking to the new bridge and SH88 trail will be commencing in this financial year.

32 City – Harbour Bridge Connection – The indicative business case for the new bridge is underway. Professional services have been procured to support this process. Staff expect to report back to Council on a preferred option for the new bridge alignment prior to the local body elections.

33 Tertiary Precinct – Staff have met with the University and Polytechnic to discuss the programme for this work. A governance group has been formed with members from all three organisations. A project manager will be appointed to the project and work will commence on preliminary design options. Community engagement to inform these concept designs is expected to be undertaken in the second half of 2019 and will be planned to ensure students can play an active role in the process.

34 LED Street Light Installation – The contract to complete the installation of new LED lights on the Dunedin Street light network has been awarded to Broadspectrum. The overall cost of the installation of the lights and central management system was in line with budget estimates. Work is expected to commence in July 2019.

35 July 2017 Flood Remediation – The total cost for the flood remediation work is now estimated to reach $21 million, including the construction of a new Mount Ross Road bridge which commenced in January. To date $17.7 million has been spent.

36 Minor improvement projects (low cost, low risk projects) – Following communication from NZTA on national funding pressures, staff have reviewed the minor safety improvement project to re-prioritise and defer projects planned for early delivery. Additionally, the targeted enhanced funding assistance rate is unlikely to be realised on any local road improvements.

37 Projects completed to date include:

· School Street Culvert

· Mobility improvements (drop crossings)

· School cluster safety work

· Improved guard railing

· Stuart Street median safety improvement

· Roundabout trials and permanent construction

38 Projects planned for completion in the National Land Transport Plan (NLTP) period (2019/20 and 2020/21)

· Blackhead Road footpath and Tunnel Beach roundabout

· School safety improvement works (variable speed zones)

39 Projects deferred to next NLTP

· Forbury / Bayview / Allandale roundabout

· Wharf Street / Roberts Street intersection upgrade

· Mobility crossings

· Guard rail packages

· Safety Improvements in Green Island

· Footpath improvements in Mosgiel and Brighton

OPTIONS

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

NEXT STEPS

41 Areas of focus for the next quarter will be:

· Works on LED implementation to commence.

· Plan the procurement for the new maintenance contract with tender planned in July 2019.

· Complete the repair work associated with the July 2017 rain event.

· Commence business case work on the three major transport infrastructure projects included in the 10 year plan.

· Confirm NZTA funding for the next financial year.

Signatories

Author:

Merrin McCrory - Asset and Commercial Manager, Transport

Authoriser:

Richard Saunders - Group Manager Transport

Simon Drew - General Manager Infrastructure Services

Attachments

	Title	Page
⇩a	Traffic Count Map	25

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

Where there are impacts on a Community Board area, the Community Board is advised.

Infrastructure Services and Networks Committee

10 June 2019

Waste and Environmental Solutions activity report for the quarter ending 31 March 2019

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 services.

2 Highlights for the quarter include:

· Successful partnering between Waste Management and the Waste and Environmental Solutions team has resulted in several improvements at the Green Island landfill, including improved landfill gas collection, increased diversion at the transfer station, improved housekeeping, upgrade of signage, and improved handling of hazardous household chemicals

· Phase One of the Waste Futures project has been completed, and the Waste Futures Strategic and Programme Business Case reports, along with the Landfill Feasibility Report, were presented to INSCOM on 11 February 2019

· Phase Two of the Waste Futures project has commenced

· A revised pricing structure for E-waste collection at the Green Island Rummage store, introduced in February 2019, has resulted in a significant increase in E-waste diversion from the landfill

RECOMMENDATIONS

That the Committee:

a) Notes the Waste and Environmental Solutions Activity Report for the Quarter starting 1 January 2019 and ending 31 March 2019.

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 at Council’s 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.

· Monitoring the usage, capacity, and condition of public place waste and recycling infrastructure, CAA cardboard collection services, and kerbside collection services.

· 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 are carried out by GHD Ltd.

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

Non-financial performance

Value and Efficiency

9 The LTP performance measures for quantity and quality of diverted material collected via DCC’s collection service is for >2% annual growth in diverted material sold.

10 From January to March 2019 a total of 2014.61 tonnes were diverted. The total was down on the same period in 2018, when a total of 2345.11 tonnes were diverted. Contamination has increased from 236.65 tonnes in 2018, to 279.1 tonnes for the same period in 2019.

11 The increase in contamination is largely due to the Material Recovery Facility applying higher standards during the recycling sorting process. This is required to meet stricter acceptance criteria for sale of material in the recycling markets.

Major initiatives

12 Waste Minimisation and Management Plan - The first Draft WMMP (2019) was presented to Infrastructure Services and Networks Committee in October 2018. The document has been further refined by the WMMP Steering Committee and will be consulted on during the 2020/21 Annual Plan process.

13 Tackling Construction and Demolition Waste seminar – the purpose of this seminar on 29 January was to connect industry professionals and others with an interest in construction and demolition (C&D) activity and determine the best transitional approach to a Circular Economy Future.

14 Following presentations, a workshop session was run with the 65 attendees and feedback was captured to feed into our planning processes around reducing C&D waste. Most feedback centred on the lack of local facilities or incentives to encourage diversion of C&D waste from landfill.

15 Food Waste Briefing Request for Evidence – a National Environment Select Committee requested evidence be provided by Councils in relation to food waste volumes in their districts. WES staff worked with EDU to provide information on our collaborative initiatives such as Kiwiharvest, Love Food Hate Waste, and Good Food Dunedin. It is understood that the committee is tasked with investigating the introduction of a food waste strategy for New Zealand.

16 Waste Futures Project – The establishment of the Waste Futures project was reported to Council on 26 June 2018. Progress reports have been presented to INSCOM on 15 October 2018 and 11 February 2019, and to Council on 30 April 2019.

17 Phase One of this project is now complete. This Phase focused on the Strategic Case and Programme Business Case (PBC) for a future waste and diverted materials system for Dunedin. It also included feasibility studies for operating Green Island landfill until an alternative landfill is available, and investigated the technical feasibility of a new landfill facility at the designated Smooth Hill site.

18 The Detailed Business Case phase of the project (Phase Two) has five interlinked Workstreams as outlined in the 30 April 2019 report to Council. This work is progressing on schedule.

19 Green Island Landfill and Transfer Station Management – The Landfill Gas collection system was previously identified as a priority area for improvement, and significant progress has been made, particularly in the gas-field and network on the landfill. The focus of work in this area is now documenting gas destruction for minimising our future ETS costs, whilst continuing to bring additional gas wells on-line, with a large programme of works completed during March 2019.

20 City Recycling Facilities – Two facilities are in development for the student area to supplement the kerbside recycling service. This is being supported by the University of Otago and Otago Polytechnic.

21 Countdown has agreed to host a City Recycling Facility on surplus land beside their Moray Place store, and negotiations for a licence to occupy are currently underway.

22 Smart recycling and rubbish bins are being trialled as part of a national campaign to reduce litter. Four sets of bins have been installed near the Great King Street Bus Hub, and six sets of bins are to be installed in the Warehouse Precinct, as part of the national Let’s Put Litter in its Place campaign. Each set has bins for recycling, glass and rubbish. Smart technology can be fitted to the bins that alerts the contractor to empty the bins as required. The design helps to reduce contamination and improve use. The bins have been trialled in other parts of the country where they have demonstrated a significant reduction in contamination levels.

23 E-waste Recycling – In December 2018 W&ES reached an agreement with Cargill Enterprises for an improved e-waste collection service at Green Island landfill. This includes some recycling subsidies on products, funded from the Waste Levy fund. The revised pricing structure was introduced in February 2019 and includes a reduced rate for TV’s which has previously had a low uptake for recycling due to being considered cost prohibitive, and also includes free household battery recycling.

24 The revised pricing structure has resulted in the number of TV’s diverted from landfill increasing from approximately 7 per month to 28 per month. All other categories of E-waste are also showing a significant increase in recovery rate.

25 Smart Phone Application – A smart phone application has been developed which will provide user information about kerbside collection plus other useful waste disposal/recycling information, including an ‘A – Z’ of what can and can’t be recycled. The Android version was launched at Tent City during orientation week and was very well received. The iOS version is currently pending approval by Apple.

26 Composting Made Easy workshops – W&ES engaged a facilitator to conduct home composting workshops. In total five workshops have been conducted. The attendee feedback has been very positive.

27 Sustainable Living workshops – W&ES have entered into an agreement with the Sustainable Living Trust to run a series of Future Living workshops in Dunedin, with the first workshop to commence in early May.

28 Waste Minimisation Grants – The ‘small projects’ grants opened in January and will be available year-round, with a maximum of $500 being awarded per application. The total fund available for these grants is $10,000.

29 The first two levels of Waste Minimisation Grant applications opened in early March and closed 29^th March. There were seven waste minimisation ‘community project’ applications, and two ‘waste minimisation innovation and development’ commercial sector grant applications, which were considered by the Grants Sub-committee on 15 May 2019.

30 Kerbside Recycling Audits - Planning for another 12-week recycling inspection programme was completed in March, with commencement planned for 1 April. W&ES engaged two temporary staff via Select Recruitment to undertake the inspections, and the Educations and Promotions Officer has conducted an induction and training day with the inspectors.

31 University of Otago - Approximately 1700 ‘Welcome to your Flat’ information packs were delivered to residential properties in the University Campus area, and staff attended Tent City during ‘O’ Week, providing students with waste minimisation and kerbside recycling information.

Capital projects

32 Projects include:

· Green Island Landfill - Improvements to Final Cap

· Green Island Landfill – Construction of new tipping face access road

· Green Island Landfill – Improvements to Transfer Station

· Green Island Landfill – Improvements to Leachate collection system

· Green Island Landfill – Improvements to Gas Collection system

· Waikouaiti Landfill – Final capping

· Waikouaiti Transfer Station - redevelopment

· Additional City Recycling Facilities

33 Progress on medium and long-term capital projects has been slower than expected, with the capital project budget and staff resource in this period being primarily focused on the Green Island Landfill projects, and creating fully scoped work plans for the remaining projects.

34 To assist with delivery of the capital projects, external project management assistance has been engaged with OCTA Associates providing support to internal staff.

OPTIONS

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

NEXT STEPS

36 Areas of focus for the next quarter will be:

· Procurement for a re-aligned access road onto the active Green Island landfill face which will unlock the next 2 stages of landfill. This will also deal with the Asbestos soils area, as well as improving our management of leachate and landfill gas in this area.

· Phase two of the Waste Futures project to develop the detailed business case on options for DCC’s future waste services operating model

· Work on options for the preservation and/or extension of capacity at Green Island landfill

· Detailed planning for the final capping of the Waikouaiti landfill and improvements to the Waikouaiti Transfer Station, Resource Recovery Centre and Closed Landfill, in collaboration with the local community

· Working closely with the University of Otago and Otago Polytechnic to install recycling drop off facilities in the student area to supplement kerbside recycling services

· Working closely with Countdown Moray Place to install an additional city recycling drop off facility

· Street recycling stations in the Warehouse Precinct Area are to be replaced, in conjunction with Stage 3 of the Warehouse Precinct Development project.

· Incremental improvements to the Green Island Landfill gas collection system will continue. The focus for the coming period will be working to document our gas destruction to enable independent audit and minimise the costs of our ETS obligations

Signatories

Author:	Chris Henderson - Group Manager Waste and Environmental Solutions
Authoriser:	Simon Drew - General Manager Infrastructure Services

Attachments

There are no attachments for this report.

SUMMARY OF CONSIDERATIONS

Fit with purpose of Local Government

This report 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

Any issues are discussed with the appropriate Community Board.

Infrastructure Services and Networks Committee

10 June 2019

3 Waters Activity Report for the Quarter ending 31 March 2019

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) Ross Creek Reservoir has steadily been refilled without any major issues to date.

b) Five foundational projects of the 3 Waters Asset Management Improvement Programme are complete.

c) Westwood Foul Sewer Pipe replacement is nearly complete.

RECOMMENDATIONS

That the Committee:

a) Notes the Three Waters Activity Report for Quarter Three, starting 1 January and ending 31 March 2019.

BACKGROUND

3 The water activity delivers the effective collection, treatment and reticulation of water. The wastewater activity provides the collection, treatment and discharge of water. 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.

DISCUSSION

Management of Three Waters services

4 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.

5 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. These include 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.

6 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.

7 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 Wastewater Treatment Plant via the long ocean outfall. Green Island Wastewater Treatment Plant 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.

8 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.

9 The Council’s stormwater service manages the collection and disposal of stormwater to domestic and commercial residents in eight service areas, including 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

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

11 Following a warm wet January both February and March were above average temperature with very low rainfall.

12 Figure 2: Percentage response times met ≤24hours for all 3 Waters customer calls

Quarter Ending 31 March 2019	Response Times Met
Water	536/654	82%
Wastewater	99/108	92%
Stormwater	7/7	100%

13 The lower performance for the third quarter is mainly due to the use of skeleton crews during January to give the bulk of maintenance staff time to recover from a busy year.

14 Figure 3: Number of customer complaints for drinking water

Customer Complaint Concerning	Number of Complaints (Quarter 3)
Continuity of supply	140
Drinking water clarity	16
Drinking water odour
Drinking water pressure or flow	45
Drinking water taste	3
Complaints about service	6

15 The increase in customer complaints was most significant in the continuity of supply category. This was largely driven by an extensive unplanned shutdown in the Highgate area, which occurred when a large watermain was struck by a third party on Stuart Street.

16 Figure 4: Number of wet weather wastewater overflows

17 Six overflows were recorded in Quarter 3. Four in Kaikorai Valley Road and two at Lindsay Creek. More significant volumes were discharged to both Kaikorai Valley and Lindsay Creek on 13 January and 23 January.

Value & Efficiency

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

19 The number of water main breaks during Quarter 3 has continued a decreasing trend.

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

21 During January there were a small number of water shutdowns. However, these were for urgent major repairs that generally take a longer time; this had the effect of increasing the average duration of the shutdowns. During March there was a large unplanned shutdown in the Highgate area when a distribution main was struck by a third party while trenching on Stuart Street.

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

23 The number of sewer blockages has steadily decreased since July 2016. The causes of these blockages vary but are often caused by overgrown tree roots in the pipes.

24 Figure 8: Percentage wastewater discharge consent compliance.

25 Wastewater discharge compliance for Quarter 3 was 98.04%. The majority of the non-compliance related to mean limits that are affected by poor results earlier in the year. Other non-compliance was affected by sampling error, one exceedance of faecal coliforms in mussel flesh at Blackhead and Smaills Beach, and four beach exceedances for enterococci which came back clear after resampling.

26 Figure 9: Percentage planned maintenance completed

27 In Quarter 3 1,096 Plant planned maintenance work orders were issued with 1,026 completed orders, 62 unfinished orders and 8 cancelled orders within the designated timeframes.

28 In Quarter 3 760 maintenance work orders were issued to City Care. All were completed within the prescribed timeframe.

Major initiatives

29 Reid Avenue and Carlyle Road Stormwater Pump Station (SWPS) Upgrades –A peer review of the Reid Avenue Design has now been completed. Resource Consent applications and flood bylaw applications have been submitted to the Otago Regional Council. Construction is still estimated to begin later in 2019. Construction of Carlyle Rd SWPS will follow.

30 Coastal Erosion – Staff continue to monitor the performance of the geotextile tubes at St Clair Beach. Regular (monthly) and reactive monitoring and condition assessment is now in place at the geotextile structure (sand sausages). The dune notching programme at St Kilda Beach continues to be successful, the dune was most recently excavated in April 2019, work that is expected to now occur annually. Council staff, the local Rūnaka, coastal consultants and the Karitane community are looking at ways to encourage sand retention on Karitane Sand Spit.

31 Ross Creek Refurbishment Project – Downer disestablished from site in February. The results of the dam monitoring showed a satisfactory response following the first step of recommissioning in November from 45% to 70% of full supply level (pre-failure level in 2010). The second step of recommissioning from 70% to 90% is planned for April, with the third step from 90%-100% planned for June.

32 North East Valley 3 Waters Service Renewals – this project is an estimated $13M, four stage 3 waters renewals project to address old infrastructure in the North-East Valley and Opoho areas. The first stage is completed. The second stage is under construction with some delays. The third stage was awarded with design review underway. The final stage is in preparation for tender.

33 Westwood -The Westwood foul sewer pipe replacement is complete. Some further work is required to finish installing a new wastewater storage chamber at one of the pumping stations on this line. Work is forecast to be complete in early June 2019.

OPTIONS

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

NEXT STEPS

35 Areas of focus for the next quarter will be:

a) Continued delivery of the 2018/19 capital programme.

b) Tendering for the 2019/20 capital programme.

c) Design and consenting of new screened overflow facilities in Kaikorai Valley to temporarily reduce wet weather wastewater network overflow in South Dunedin.

d) Continued implementation of 3 Waters Asset Management Improvement Programme.

e) Review and subsequent improvement of environmental performance.

f) Understanding and engaging with the Central Government 3 Waters Review.

g) Preparing and implementing changes to comply with minor changes to the Drinking Water Standards.

Signatories

Author:	Tom Dyer - Group Manager 3 Waters
Authoriser:	Simon Drew - General Manager Infrastructure Services

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 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

Any issues are discussed with the appropriate Community Board.

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