water supply asset management plan 2020 - 2049

May 2018

Water Supply Asset Management Plan

2020 - 2049

Abbreviations

AAS Australian Accounting Standard

ADWG Australian Drinking Water Guidelines

AHD Australian Height Datum

BOD Biological Oxygen Demand

BPM Best-Practice Management (NSW Department of Industry (Water) Planning Framework for LWUs)

CCTV Closed Circuit Television

CWP Capital Works Program

DCP Development Control Plan

DSP Development Servicing Plan

EP Equivalent Population

EPA NSW Environmental Protection Agency

ET Equivalent Tenement

FINMOD NSW Financial Planning Model (developed by NSW Department of Industry (Water))

I/I Inflow and Infiltration

IPART NSW Independent Pricing and Regulatory Tribunal

IWCM Integrated Water Cycle Management

kL Kilolitre (1,000 litres)

LOS Levels of Service

LTW Liquid Trade Waste

LWU Local Water Utility

ML Megalitre (1,000,000 litres)

OCC Orange City Council

p.a. per annum

SBP Strategic Business Plan

SPS Sewage Pump Station

TBL Triple Bottom Line

TRB Typical Residential Bill

WHS Work Health and Safety

WTP Water Treatment Plant (also: Water Filtration Plant)

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

TABLE OF CONTENTS

1 Executive Summary ......................................................................................................................................... 2

2 Strategic Objectives ......................................................................................................................................... 4

3 Services Provided ............................................................................................................................................. 6

3.1 Orange Water Supply Scheme ............................................................................................................. 6

3.2 Spring Hill and Lucknow Water Supply Scheme .................................................................................. 7

3.3 Non-Potable Water Supply Scheme .................................................................................................... 8

4 Levels of Service ............................................................................................................................................. 10

5 Condition of Our Assets ................................................................................................................................. 13

6 Operational Plan ............................................................................................................................................ 16

7 Maintenance Plan .......................................................................................................................................... 19

8 Capital Renewal Plan ..................................................................................................................................... 21

9 Capital Upgrade & Expansion Plan ................................................................................................................ 25

10 Asset Rationalisation and Disposal Plan ........................................................................................................ 27

11 Financial Plan ................................................................................................................................................. 28

11.1 Summary of Model Inputs ................................................................................................................. 29

11.2 Water Fund Model Results ................................................................................................................ 32

12 Key Performance Measures ........................................................................................................................... 38

13 Risk Management Plan .................................................................................................................................. 39

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

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

Appendix B: Four Year Renewal Programs 2019-2022 .......................................................................................... 47

Appendix C: 30 Year Capital Works Program ........................................................................................................ 51

Appendix D: 30 Year Financial Plan ....................................................................................................................... 53

Appendix E: Water Supply Performance TBL Report ............................................... Error! Bookmark not defined.

Document Control

Rev No Date Revision Details Author Verifier Approver

1 19/03/2020 Draft AMP 2020 SM WB

Note: All figures expressed in this plan are in 2019/20 real (current) terms and NOT adjusted for inflation unless otherwise stated.


Orange City Council Page 2

1 Executive Summary

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

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

functional and cost effective. The water asset portfolio had a fair value of $337,576,000 at 30 June 2019.

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

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

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

Water quality, flow and pressure availability and capacity

Water availability during droughts and firefighting

Response times for system failures

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

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

Measures.

Table 1-1 identifies the asset categories in this plan, the thirty year average costs and funding gap if one exists

between the available renewal budget and predicted renewal requirements.

Table 1-1: Water Supply Asset Portfolio Overview 2019-2048 (30yr Average Annual Costs)

Asset Renewal Upgrade & New Funding Gap Backlog 2019 Backlog 2048

Water Storage 330,000 293,000 -100,000 5,012,000 -2,987,000

Water Treatment Plant 485,000 865,000 831,000 -279,000 24,935,000

Water Reservoirs - 151,000 762,000 3,890,000 22,863,000

Water Pump Stations 7,000 8,000 774,000 -139,000 23,234,000

Water Trunk Mains - 403,000 1,204,000 5,121,000 36,135,000

Water Reticulation Mains 835,000 551,000 605,000 8,916,000 18,158,000

Other 418,000 190,000 - - -

Total 2,074,000 2,462,000 4,078,000 22,520,000 122,338,000

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

years where there is a funding gap. If the programs are flexible this surplus may be able to be used in other

categories which have a funding gap. The renewal modelling shows that the funding gap is increasing over the

30 years towards 2049.



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

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

of renewal funding. The proposed Capital Works Program is detailed in Appendix C, including work for

Renewals, Upgrades and New Works.

Alternative funding scenarios are discussed in Section 11 – Financial Plan, including funding the renewal gap.

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

The current condition of our assets is shown in Figure 1-2 based on the value of each asset in each of 10

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

Figure 1-2: What condition are our assets in?

0

10

20

30

40

50

60

70

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (

Mill

ion

s)

Operations Maintenance Renewal Upgrade / Expansion Rolling Backlog

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5 6 7 8 9 10

$ (

Mill

ion

s)

Water Storage Water Reservoirs Water Pump Stations

Water Trunk Mains Water Reticulation Mains Water Treatment Plant



2 Strategic Objectives

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

To satisfy community expectations and regulatory requirements at a reasonable cost.

To have sufficient capacity for community growth.

To provide an environmentally and financially sustainable service.

To develop public confidence in the staff and services.

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

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

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

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

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

prepared and should be referred to in considering the findings presented in Table 2-1.

Table 2-1: Where can I find additional information?

Document / System Content

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

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

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

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

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

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

Council Asset Policy How we manage assets

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

Drinking Water Management System (DWMS)

A risk-based system for drinking water quality management.

Enlighten GIS Geographical information system that produces maps of assets

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

Integrated Water Cycle Management Evaluation Study (IWCM)

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

Operation Environmental Management Plan (OEMP)

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

Water Supply and Sewerage Strategic Business Plan (SBP)

Management of water supply and sewerage business

Water Supply Strategic Policy (ST129)

Outlines Council’s commitment to the supply of Orange with a safe, reliable, quality and secure water supply.



Figure 2-1 shows the strategic context for water supply services. It demonstrates the link between the NSW

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

NSW Integrated Planning & Reporting (IPR) framework.

Figure 2-1: Strategic Planning Framework for Water Supply & Sewerage

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

include:

Theme: Preserve | Objective 8: Managing our resources wisely

o 8.1: Identify and deliver essential water, waste and sewer infrastructure to service the community

into the future.

o 8.2: Develop and promote initiatives to reduce water, energy and waste in consultation with the

community.



3 Services Provided

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

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

Clifton Grove.

3.1 Orange Water Supply Scheme

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

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

the traditional catchment and supplementary supples of ground water, water transferred from Macquarie

Pipeline and harvested stormwater.

Raw water is then drawn from Suma Park Dam and treated at Icely Road Water Filtration Plant with a capacity

of 38 ML/day, originally constructed in 1959, and subsequently augmented and upgraded in 1966, 1985 and

2001. Treated water is stored at nine service reservoirs around the City, which is gravity fed through

reticulation mains to customers throughout the City.

Figure 3-1: Orange Water Supply Area



3.2 Spring Hill and Lucknow Water Supply Scheme

The Spring Hill and Lucknow water supply services approximately 150 connections, joined to the Orange water

supply scheme in 2018 with the commissioning of the Orange to Carcoar pipeline. Potable water is sourced

from the pipeline and pumped into storage tank at Spring Hill, where it is then distributed to the villages.

Figure 3-2: Spring Hill and Lucknow Water Supply Area



3.3 Non-Potable Water Supply Scheme

Orange City Council also operates a dual water supply system for the Ploughmans Valley and North Orange

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

and west of the City.

Figure 3-3: Non-potable Water Supply Area



Table 3-1: What is provided? (at 30 June 2019)

Asset Category Dimension/Capacity Fair Value

Water Storage (Dams) 23,629 ML -

Water Reservoirs 82.55 ML -

Water Pumping Stations (inc bores) 75 ML/d -

Water Treatment 38 ML/d -

Water Trunk Mains (inc headworks transfer mains) 168 km -

Water Reticulation Mains 554 km -

TOTAL

337,576,000

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

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

Servicing new residential areas with adequate pressure available.

The impact on existing customers and firefighting capacity.

Water security.

Impact on water quality.

Affordable Typical Residential Bill (TRB).

Growth and Demand

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

developments. In the last 5 years (2013/14 to 2018/19 FY):

Council’s total reticulations mains network has grown by 8.4%, from 511km to 554km (1.7% p.a.); and

The number of residential water assessments has increased 8.5%, from 15,515 to 16,827 (1.7%p.a.).

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

associated with the assets.

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

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

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

included in the Capital Works Program for growth.

Opportunities for Non Asset Service Delivery

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

Business Plan and IWCM. These include Backflow Prevention Policy, Water Loss Management program,

Demand Management Programs (showerhead replacement, rainwater tank rebates, water restrictions and

consumer education on saving water), and energy efficiency programs.



4 Levels of Service

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

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

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

are grouped into:

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

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

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

levels of service are met.

Table 4-1 outlines what the community desires for each asset Category and how Orange City Council will

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

Strategic Business Plan processes.

Table 4-1: Customer Service Levels

CSP Type of Service (Customer LOS)

Level of Service (Technical LOS)

CUSTOMER ENQUIRIES

5.2, 14.2

Adequate response to complaints/enquiries

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

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

WATER SUPPLY SERVICES

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

8.1 Adequate pressure is available

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

8.1 Water is available for fire-fighting

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

8.2 Water restrictions are applied in times of drought

‘5/10/10 rule’ o Restrictions not applied more than 5% of the time. o Restrictions not imposed more often than once every 10 years. o Water supply can supply 90% of normal demand (10% reduction in

consumption) through a repeat of the worst drought on record.

8.1 Minimal interruptions to supply

a) Planned interruptions o Customers will receive adequate written notice.

b) Unplanned interruptions o If interruption is less than 4 hours, notice will only be given to those

customers who are put at extreme inconvenience.

WATER QUALITY

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

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



Table 4-2: Response Times

Response Times to Service Interruptions

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

Typical Causes:

Pump Station Failure

Water Treatment Plant Malfunction

Trunk Main Failure

Typical Effects:

Major property damage

Large volume of wasted water

Personal injury or risk to public health

Significant depletion of service reservoir

Major environmental impact

We will aim to respond within:

30 min (business hours)

1 hour (after hours)

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

Typical Causes:

Minor main break

Leaking connection

Telemetry failure

Partial valve failure

Typical effects:

Minor property damage

Minor environmental impact


1 hour (business hours)


8.1 Priority 3 Failure to maintain continuity or quality of supply to a single customer.

Typical causes:

Leak from water main

Leak from hydrant

Partial failure of service connection

Typical effects:

No water available to customer


1 hour (business hours)


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

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

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



Table 4-3 provides a brief overview of the legislative framework in which Council operates its water supply

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

Table 4-3: Legislative Requirements

Category Obligation

PRICING

Local Government Act 1993 (and Regulations 2005)

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

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

Guidelines for a ‘user pays’ charging system

ENVIRONMENTAL PROTECTION AND LICENCES

Environmental Planning and Assessment Act 1979

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

Water Management Act 2000

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

HEALTH AND SAFETY

Work Health & Safety Act 2011 (and Regulation 2017)

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

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

Fluoridation of Public Water Supplies Act 1957

Addition of fluoride in public water supply by water utilities

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



5 Condition of Our Assets

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

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

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

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

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

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

the Condition Assessment Manual.

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

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

assets will be renewed by condition 8.

Asset Deterioration

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

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

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

condition, not based on their age.

Figure 5-1 provides examples of several deterioration profiles used with the vertical column showing the years

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

failure at condition 10.

Figure 5-1: At what rate do we expect our assets to deteriorate?

021426384

105

1 2 3 4 5 6 7 8 9 10

Water Reticulation Mains

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

01326395265

1 2 3 4 5 6 7 8 9 10

Mechanical Assets

20 year life 30 year life40 year life 60 year life

09

18273645

1 2 3 4 5 6 7 8 9 10

Electrical Assets

15 year life 20 year life


061

122183244305

1 2 3 4 5 6 7 8 9 10

Civil Assets

40 year life 80 year life 100 year life




Asset Condition Assessment

Using the information from the deterioration profiles and the intervention level set for the class of an asset we

can determine the expected useful lives of our assets as detailed in Table 5-1 below.

Table 5-1: What are our Intervention Levels to Renew an Asset?

Category Component Intervention Level Useful Life

Trunk Mains Water mains – Cementitious (AC) 8 70 years

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

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

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

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

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

Dams Structures 8 20-300 years

Electrical 8 30 years

Mechanical 8 10-40 years

Reservoirs Tank Roof 8 40 years

Tank Structure 8 100 years

Electrical 8 15-40 years


Treatment Plants Structures 8 10-80 years



Pump Stations Structures 8 20-80 years



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

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

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

Condition Assessment Manual and is broken up as follows:

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

diameter where no other information is available

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

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

the intervention level are scheduled for a Level 3 assessment.

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

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



Asset Register

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

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

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

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

Improvement Plan.

Each asset’s condition is maintained in the Asset Register and Figure 5-2 gives the condition profile based on

the dollar value of assets in each condition.

An overview of the assets that are recorded in the Asset Register is provided in Table 3-1.

Figure 5-2: What Condition are our assets in?

0

20

40

60

80

1 2 3 4 5 6 7 8 9 10

$ (

Mill

ion

s)

Water Storage

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10

$ (

Mill

ion

s)

Water Treatment Plant

0

10

20

30

1 2 3 4 5 6 7 8 9 10

$ (

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s)

Water Trunk Mains

0

5

10

15

20

1 2 3 4 5 6 7 8 9 10

$ (

Mill

ion

s)




6 Operational Plan

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

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

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

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

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

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

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

significant.

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

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

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

require commensurate improvements in operations.

Key operational issues include the following:

Asset condition and monitoring program.

Monitoring of operational performance.

Review and documenting of operating procedures.

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

operations procedures.

Ongoing review of energy usage and reduction opportunities.

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

including asset inspection, electricity costs, plant and overheads. Table 6-1 outlines the split of our operational

costs on an annual basis.

Table 6-1: What are our annual Operational Costs?

Item 30 yr Avg Annual Cost

Administration $ 2,050,000

Engineering $ 1,467,000

General Operations $ 2,981,000

Energy $ 2,091,000

Chemical $ 90,000

Depreciation $ 4,310,000

Interest $ 71,000

Other $ 2,376,000

Total $ 15,436,000



Figure 6-1: What is the breakup of our Operational Costs?

Routine Operations

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

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

inspections and flushing.

Council has also developed a Recycled Water Management System for the procedures in the Dual Water

reticulation network.

Emergency Response

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

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

abnormal water quality results, pump breakdowns and main breaks.

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

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

for each alert level.

Business Continuity

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

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

process are:

Suma Park Dam (sole direct water supply storage).

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

Administration13%

Engineering10%

General Operations19%

Energy14%

Chemical1%

Depreciation28%

Interest0%

Other15%

Administration

Engineering

General Operations

Energy

Chemical

Depreciation

Interest

Other



Future Operational Expenditure

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

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

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

Operation of the Orange to Carcoar Pipeline and expanded Stormwater Harvesting Scheme.

New water pump stations in new development areas.

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

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

use.

Impacts of Demand Management (e.g. water restrictions and pricing strategies).

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

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

Forecast operational expenditure levels are detailed in Section 12 – Financial Plan.



7 Maintenance Plan

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

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

are achieved in the most cost effective manner.

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

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

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

storm damage, vandalism etc.

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

costly and would cause large interruptions to service. Scheduled maintenance can be fixed-time

interval or condition-based interval (e.g. every 10,000 pump run hours). These programs should be

documented in a Scheduled Maintenance Plan.

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

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

requests.

Maintenance Programs

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

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

required service levels.

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

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

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

The maintenance programs are detailed in Appendix A, summarised in Table 7-1.

Table 7-1: What are our annual maintenance costs?

Item 30 yr Avg Annual Cost

442 Water Reticulation $ 1,084,000

443 Water Treatment $ 756,000

444 Water Dams $ 96,000

Total $ 1,937,000



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

Future Maintenance Expenditure

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

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

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

Maintenance of the Orange to Carcoar Pipeline and expanded Stormwater Harvesting Scheme

Maintenance of new pump stations in new development areas

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

and leaks occur.

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

Forecast maintenance expenditure levels are detailed in Appendix D.

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

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

442 Water Reticulation

56%

443 Water Treatment39%

444 Water Dams5%


443 Water Treatment

444 Water Dams



8 Capital Renewal Plan

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

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

lives are contained in Table 5-1.

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

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

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

mains.

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

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

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

renewal models.

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

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

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

reached its intervention level prior to the work being scheduled.

Prioritising Renewals

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

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

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

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

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

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

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

from assets that have a level 2 assessment level

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

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

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

Any other specialist evaluation study commissioned by Council (e.g. Dam surveillance Reports,

Treatment Plant Capacity Studies, Pump Station & Reservoir specialist inspections and studies).

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

reduced performance e.g. main breaks, fire flow restrictions and water quality issues.

This risk may be acceptable for some assets, but not for others. A criticality assessment has been undertaken

for these assets included in the Water Supply Asset Management Plan. The criticality rating is used to identify

high risk assets and prioritise renewals based on their consequence of failure. Assets that have a low

consequence of failure that are a low risk to remain in service are not included in Special Schedule 7 financial

reports.



Renewals Expenditure

The costs presented in Table 8-1 identify the current level of funding for the required renewal programs and

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

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

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

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

‘Backlog’ column.

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

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

however there is no surplus in renewal funding.

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

Table 8-1: What are our Renewal Costs, Gap and Backlog (Annual Costs)?

Activity Budget Required Gap Backlog 2019 Backlog 2048

Water Storage 330,000 230,000 -100,000 5,012,000 -2,987,000

Water Treatment Plant 485,000 1,316,000 831,000 -279,000 24,935,000

Water Reservoirs - 762,000 762,000 3,890,000 22,863,000

Water Pump Stations 7,000 781,000 774,000 -139,000 23,234,000

Water Trunk Mains - 1,204,000 1,204,000 5,121,000 36,135,000

Water Reticulation Mains 835,000 1,440,000 605,000 8,916,000 18,158,000

Other 418,000 - - - -

Total 2,074,000 5,735,000 4,078,000 22,520,000 122,338,000

Figure 8-1: What will we spend over the next 10 years on Renewal?

0

5

10

15

20

25

30

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (

Mill

ion

s)

Water Storage Water Treatment Plant Water Reservoirs

Water Pump Stations Water Trunk Mains Water Reticulation Mains

Other Rolling Backlog



Figure 8-2: Rolling Backlog Split

Lifecycle costs

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

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

component is presented in Table 8-2.

Table 8-2: What are our Lifecycle Costs?

Asset Units Rate Annual Average

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

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

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

Dams /GL $ 171,964 $ 3,955,169

0

5

10

15

20

25

30

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (

Mill

ion

s)

Water Storage Water Treatment Plant Water Reservoirs

Water Pump Stations Water Trunk Mains Water Reticulation Mains

Other Rolling Backlog



8.1 Intervention Levels – Phase Up/Phase Down

For each asset type, the “intervention level” condition is the condition at which renewal of the asset proposed

to be undertaken. Minimising the life cycle cost and indications of the desired level of service obtained

through community engagement have been considered in setting intervention level conditions.

As an example, the intervention level adopted for trunk mains (condition 7) is higher than the level adopted

for reticulation mains (condition 8) as it is a more critical asset type. Refer to Section 5 - Condition of Our

Assets for more details.

Evaluating “phase up” and “phase down” scenarios provides information on costs or savings and other impacts

to the community based on higher and lower Levels of Service (LOS) options.

A phase up scenario may mean that mains are renewed at condition level 6 for trunk mains and condition 7 for

reticulation mains, and a phase ramp down scenario could be where mains renewed at condition level 8 for

trunk mains and at condition 9 for retic mains.

The average annual renewal costs under each of the scenarios modelled are listed in Table 4.2 below.

Table 8-3: What is the cost of increasing intervention levels by 1 condition point?

Asset Category Scenario 30yr Avg Ann Cost

Base Case Movement

Water Pump Stations Phase Up $ 981,000 $ 781,000 $ 200,000

Water Reservoirs Phase Up $ 935,000 $ 762,000 $ 173,000

Water Reticulation Mains Phase Up $ 1,890,000 $ 1,440,000 $ 450,000

Water Storage Phase Up $ 245,000 $ 230,000 $ 15,000

Water Treatment Plant Phase Up $ 1,756,000 $ 1,316,000 $ 440,000

Water Trunk Mains Phase Up $ 1,238,000 $ 1,204,000 $ 34,000

Table 8-4: What is the cost of decreasing intervention levels by 1 condition point?

Asset Category Scenario 30yr Avg Ann Cost

Base Case Movement

Water Pump Stations Phase Down $ 501,000 $ 781,000 $ -280,000

Water Reservoirs Phase Down $ 750,000 $ 762,000 $ -12,000

Water Reticulation Mains Phase Down $ 1,124,000 $ 1,440,000 $ -316,000

Water Storage Phase Down $ 192,000 $ 230,000 $ -39,000

Water Treatment Plant Phase Down $ 679,000 $ 1,316,000 $ -637,000

Water Trunk Mains Phase Down $ 848,000 $ 1,204,000 $ -356,000

The average annual renewal costs are identified in Table 8.3 and 8.4, however the extra maintenance costs

that would be required because of renewal delay under the phase down option have not been captured. More

sewer chokes, equipment breakdown or other issues could occur due to a decline in the average condition of

the sewerage network.



9 Capital Upgrade & Expansion Plan

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

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

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

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

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

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

Appendix C as New Works for Growth.

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

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

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

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

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

Project Identification and Strategies

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

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

have been identified from the following sources:

Icely Road WTP Pinch Point Analysis 2016

30 year Infrastructure Strategy 2014

IWCM Evaluation Study, May 2013

Water Supply Development Servicing Plan 2004 – currently under review

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

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



Capital Expenditure

Table 9-1 indicates the major projects and groups of new / upgraded assets proposed, a complete list is

contained in Appendix C.

Table 9-1: What are the major projects proposed over the next 10 years?

Project Reason Year(s) Budget

Spring Creek Dam to Icely Road Pipeline LOS (Drought) 2020/21

5,000,000

Blackmans Swamp Creek Stormwater Harvesting Stage 2

LOS (Drought) 2020/21 5,000,000

Cowra to CTW Pipeline LOS (Drought) 2020/21

7,000,000

Icely Road WTP Land Acquisition/Noise Growth 2020/21

1,100,000

CBD Water Main Realignment/Upgrade LOS 2020/21 – 2021/22

1,050,000

South Orange Water – Stage 2 Growth 2020/21 – 2026/27

5,924,000

Package Advanced Water Recycling Plant (30L/s)

LOS (Drought) 2022/23 5,578,000

Smart Water Metering City-Wide LOS 2024/25

4,000,000

Figure 9-1: What will we spend over the next 10 years on Upgraded or New Assets?

0

2

4

6

8

10

12

14

16

18

20

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (

Mill

ion

s)

441 Water Administration 442 Water Reticulation 443 Water Treatment

444 Water Storage 449 Emergency Water Projects



10 Asset Rationalisation and Disposal Plan

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

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

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

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

and therefore decommissioned and disposed unless it is considered critical infrastructure.

Table 10-1: What assets are we planning to dispose of?

Asset Reason Year Cost

Spring Creek Dam Rising Main

Asset is no longer required 2020/21

(part of Spring Creek – Icely

Pipeline)

Lake Canobolas Trunk Main

Asset is no longer required (is being replaced with a reticulation main)

2020/21

(part of Lake Canobolas Water

Reticulation Upgrade)

Cargo Road Reservoir

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

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

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

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

2020/21 (part of Lake Canobolas Water

Reticulation Upgrade)

Coronation Drive Pump Station

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

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

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

UNSCHEDULED 50,000

Spring Creek Filtration Plant

Asset is currently non-operational

Asset is no longer required

UNSCHEDULED TBC



11 Financial Plan

This financial plan is based on Orange City Council’s financial statements from 2017/18 (Special Schedule 3 and

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

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

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

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

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

Asset Management Plan.

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

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

Table 11-1: Where does our Income come from?

Item 30yr Avg Annual Income

Fees & Charges 15,894,000

Interest 2,094,000

Other 1,022,000

Grants 569,000

Contributions 2,417,000

Total 21,998,000

Figure 11-1: What is the breakup of our income streams?

Fees & Charges-72%

Interest-11%

Other-5%

Grants-3%

Contributions-11%

Fees & Charges

Interest

Other

Grants

Contributions



11.1 Summary of Model Inputs

Historical Financial Data

Historical financial data was obtained from Special Schedules 3 & 4 of Council’s 2017/18 annual financial

statements.

Initial Data

Data used in the modelling is shown in Table 11-2. The values are those recommended by Orange City

Council’s Finance Department.

Table 11-2: Initial Data

Parameter Value

Inflation Rate 2.5%

Borrowing Interest Rate 3.0%

Deposit Interest Rate 1.75%

Term of new loans modelled 10

Average life of new system assets 70

Assessments and Growth Projections

The figures used for the existing number of assessments and the projected growth are given in Table 11-3.

Table 11-3: Water Assessments

Item Existing Assessments (June 2019)

Growth Projection

Residential Assessments 16827 0.9%

Non-Residential Assessments 1418 0.9%

Typical Developer Charges

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

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

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

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

ET.

Table 11-4: Water Developer Charges per Assessment

Item Developer Charge

Residential development 8057

Non-Residential Development 8057



Operation, Maintenance and Administration Costs

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

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

annually for inflation.

Table 11-5: Additional OMA costs to the water fund

Item Additional OMA costs to Water Fund

Operation Expenses

Managed Aquifer Recharge Trial $ 196k p.a. from 2024/25 – 2028/29

Orange to Carcoar Pipeline operational costs $ 17k p.a. from 2019/20

Stormwater Harvesting operational costs $ 100k p.a. from 2019/20

Energy Costs

Macquarie Pipeline energy costs – full utilisation $ 530k p.a. from 2019/20

Stormwater Harvesting energy costs – full utilisation $ 125k p.a. from 2019/20

Chemical Costs

Stormwater Harvesting chemical costs (alchlor) $ 95k p.a. from 2019/20

Other Expenses

Environmental Flows – 5 year licence monitoring $ 10k every 5 years from 2020/21

Non-Residential Income

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

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

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

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

assumed to continue for the next 30 years.

Table 11-6: Water Income Split

Item Service Availability Charges User Charges Total

Residential Assessments 25.56 % 50.67 % 76.23 %

Non-Residential Assessments 7.80 % 15.97 % 23.77 %

Total 33.36 % 66.64 % 100 %



Capital Works Program

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

providing water supply service.

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

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

New Assets for growth.

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

The 30 Year Capital Works Program is included in Appendix C. A summary is shown in Table 11-7

Table 11-7: 30 Year Water Capital Works Program

Category 30 Year Total Capital Works

New Assets for Improved Standards $ 47,322,000

New Assets for growth $ 30,212,000

Renewals $ 66,449,000

Total $ 143,983,000



11.2 Water Fund Model Results

The main output parameter of this financial plan is the Typical Residential Bill (TRB) in current (2019/20 $)

dollars over the next 30 years. The TRB is the annual bill paid by a non-pensioner resident1, using the average

annual residential water supplied.

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

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

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

It is important to note that the financial outcomes (e.g. TRB, cash and investments) are shown in 2019/20

dollars. CPI adjustments are required annually.

Financial Data

The Water Supply Fund at 30 June 2019 had cash and investments totalling $53,419,000 and borrowings of

$9,988,000. According to Council’s loan repayment schedule, the existing loans will be repaid over the next 20

years.

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

the first few years, or $6,500,000.

Capital Works and Growth

The capital works and growth projections are shown graphically in Figure 11-2

Figure 11-2: Water Supply Capital Works and Growth

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



Typical Residential Bill

The water supply TRB in 2019/20 was calculated as shown in Table 11-8, using Councils 2019/20 Fees and

Charges.

The TRB is less than in previous years as the average residential water usage has decreased due to increasing

water restrictions.

Table 11-8: Water Supply TRB Calculation

Item Charge 2019/20

Access Charge ($/assessment) 269

Usage Charge ($/kL) (164kL/a @ $2.45/kL) 402

TOTAL TRB 671

Over the next 4 years, this represents a Typical Residential Bill of (adjusted annually for CPI of 2.5%):

2020/21 - $688

2021/22 - $705

2022/23 - $723

2023/24 - $741

Results Summary & Recommendations

The results are summarised in Figure 11-3. The main output parameters shown in the figure are (all in 2020/21

dollars):

Typical Residential Bill:

The modelling indicates that the current TRB is sufficient to fund the operation and development of the

water supply network identified in the Capital Works Program (Appendix C), without the need for

borrowing.

There is provision to reduce the current TRB – refer to the sensitivity analysis for the minimum TRB

required for each scenario.

Cash and Investments:

The cash grows over the modelled years. It accumulated in periods when capital investment is low, and

then the reserves are reduced as money is invested in new assets and renewals, but is overall increasing

towards 2049.

Borrowings:

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

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

borrowing is used.



Figure 11-3: Water Fund Base Case Results (2020/21 $)



Water Fund Model Sensitivity Analysis

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

results of the sensitivity analysis are shown in Table 11-9. Three additional cases were modelled, as described

below:

Minimum Required TRB: The TRB was reduced until the minimum Cash and Investments in over the 30

Year model was at $6.5M. The following scenarios also used this threshold to calculate the TRB.

Slow growth: The growth projections were modified from the figures in Table 11-3, to a growth rate of

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

Fully funding the renewal gap: the capital works program was increased to fully fund the renewal gap

identified in Section 8 through accumulated surpluses.

The Cash & Investments at year 30 was modelled to be the same as current 2019 levels ($46 million).

Table 11-9: Water Fund Sensitivity Analysis

Scenario Assessment Growth Rate

Total Capital Works

C&I Final Year ($M)

TRB 2020$

BASE CASE Status Quo (Existing TRB)

0.9 143,983,000 154 671

1. Status Quo (Minimum TRB)

0.9 143,983,000 32 471

2. No net decrease in Cash and Investments

0.9 143,983,000 56 511

3. Slow growth (Minimum TRB)

0.5 143,983,000 28 511

4. No Renewal Gap (Minimum TRB)

0.9 266,756,000 50 632

The sensitivity analysis indicates that the TRB for water is highly sensitive to maintaining the reserves of Cash

& Investments at current levels and slow growth, which shows the highest TRB, and increasing the total Capital

Works Program, which shows the next highest TRB.

The sensitivity analysis also indicates that the lowest TRB is found in Case 1, where the renewal program is

kept at current funding levels (and the renewal gap as demonstrated in Section 8 exists), and the reserves are

used to fund the capital works program.

All scenarios show that the TRB in each scenario is less than the current TRB of $671 (2019/20).

The following figures show a comparison of cases.



Figure 11-4: Water Fund Sensitivity Analysis – TRB



Figure 11-5: Water Fund Sensitivity Analysis – Cash and Investments

Figure 11-6: Water Fund Sensitivity Analysis – Borrowing



12 Key Performance Measures

Department of Industry (Water) publishes the NSW Benchmarking Report in May each year for the previous

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

(TBL) report each year. The 2018/19 Report is due to be published in May 2020. Table 12-1Error! Reference

source not found. shows a summary of the performance indicators included in the annual TBL Report.

Those areas where current performance has not met target performance are addressed in the Water and

Sewer Annual Report.

Table 12-1: How did we perform in 2018/19?

Category Key Performance Measure 2017/ 2018

2018/ 2019

Target 2 National Average3

Pricing Typical Residential Bill $/assessment 692 - ●

Residential Water Usage Charge

c/kL 234 - ●

Revenue from Usage Charges % 63 >75 ●

Finance Operating Cost per property $/property 412 - ●

Economic Real Rate of Return Ratio 3.1 - ●

Customer Average Duration of interruptions

mins 135 <240 ●

Water Service Complaints4 /1000 properties 69 <30 ●

Water Quality Complaints /1000 properties 2.2 <1 ●

Asset Water Main Breaks /100km main 8.1 <2 ●

Water Losses L/connection/day 102 <80 ●

Environment Residential Water Supplied kL/property 186 - ●

Net greenhouse gas emissions

t CO2 /1000 properties

243 <350 ●

Health Water Quality Compliance – Microbiological (E.Coli)

% 100 100 ●

Water Quality Compliance – Physical

% 100 100 ●

Water Quality Compliance – Chemical

% 100 100 ●

2 Traffic light indicators to highlight performance

3 BOM National Performance Report 2017/18 – Small Utilities - http://www.bom.gov.au/water/npr/

4 OCC data includes service requests in addition to complaints

http://www.bom.gov.au/water/npr/



13 Risk Management Plan

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

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

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

From this Plan the key Risks have been identified in Table 13-1.

Table 13-1: Critical Risks and Treatment Plans

Asset at Risk What can Happen Risk Rating

Risk Treatment Plan

Suma Park Dam Pump Station & Icely Road Treatment Plant

Mechanical Failure Impacting Supply

Severe Pump Maintenance Program

Water Treatment Maintenance Programs

Treatment Plant, Reservoirs, Pump Stations

Mechanical/Electrical failure affecting water quality

Severe Water Quality Management System

Reservoir Maintenance Program

Pump Station Maintenance Program

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

Severe Meter replacement program

Water Loss Management Program

Suma Park Dam Raw Water Main Pipeline failure affecting supply

Major Dial before you dig Program

Spare fittings kept in stock

Emergency Plan (EMPlan)

Trunk Mains Pipeline failure affecting supply

Moderate Dial before you dig Program

GIS mapping

Condition Assessment

Dams Major Dam Failure Major EMPlan

Dam Safety Emergency Plan

Suma Park Dam Upgrade Project

All Assets Ageing asset failure impacting ability to provide services

Moderate Undertake Criticality Assessment

Asset Inspections

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

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

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

maintenance plans and capital expenditure plans.



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

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

levels, etc.

Reservoirs where there is a potential for failure to risk public safety, public health or property have been

identified as critical, as has the Water Treatment Plant, raw water supply system assets, and pump stations

with critical customers.

Table 13-2: Critical Assets

Critical Assets Critical Failure Mode Treatment Plan

Icely Road Water Treatment Plant

Mechanical/Electrical Assets:

Reduced flow output

Excessive or unusual vibration

Excessive or unusual noise

Excessive or unusual temperature increase

Leakage from seals

External corrosion

Oil or grease leaks

Business Continuity Plan – Icely Road WTP

Drinking Water Management System

Suma Park Dam Rapid change in seepage

Overtopping of earth embankment

Excessive beaching

Excessive embankment erosion

Spillway erosion or blockage

Excessive cracking or displacement

Sliding, rotation or settlement of the dam

Malfunction of gates or crest bags

Dam Safety Emergency Plan – Suma Park Dam

Suma Park Pump Station Reduced flow output




Leakage from seals

External corrosion

Oil or grease leaks

Business Continuity Plan – Suma Park Pump Station

Suma Park Rising Main Corrosion

Joint leakage

Biofilms

Fracture

Longitudinal split

Circumferential break

Leaching of lime and calcium silicate hydrates

Business Continuity Plan – Suma Park Pump Station



Critical Assets Critical Failure Mode Treatment Plan

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

Undermining or erosion of base

Spalling, cracking or fracturing

Movement

Defects in lining

Corrosion

Leaks from joint seals

Leaks in underdrains

Deterioration of roof protective coating

Corrosion or rotting of roof structural members

Roof cracking or fracturing

Corrosion of roof joints, bolts and fixings

Corrosion to roof sheeting

Holes in roof sheeting from corrosion

Damage to vermin protection/screens

Drinking Water Management System

Hospital Pump Station Reduced flow output




Leakage from seals

External corrosion

Oil or grease leaks

Back-up generator

Priority Agreement with power supplier.



14 Performance Review and Proposed Improvement Plan

Achievements

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

Management Plan:

Annual budgets have been updated

Complete condition rating of all above-ground assets

Asset data hierarchy reviewed

Risk Assessment completed for Water Supply through Enterprise Risk Management System

Business Continuity Plans developed for all dams

Review of Customer Request Management system reporting categories for Water & Sewer

Improvement Plan

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

management, are identified in the Asset Management Strategy. The improvements in Table 14-1 are

specifically to improve the asset management of the water supply network only.

Table 14-1: Improvement Plan

Action Responsibility Target Progress

Implement Maintenance Scheduling Work Orders System

AE, WE, WTS December 2016

ON HOLD – to be implemented with AMG Working Group

Analyse Operation and Maintenance Plan for optimisation

AE, WE FY2020 In progress

Develop a Water Loss Management Plan

AE, WE FY2020 In progress – reservoir zoning project

Review CRM Categories CS FY2020 In progress



Appendix A: Operation & Maintenance Programs


Headworks Distribution

Reoccurrence per year Task

Nu

mb

er

Mac

qu

arie

Pip

elin

e

Sto

rmw

ater

Har

vest

ing

Clif

ton

Gro

ve B

ore

s

Sho

wgr

ou

nd

Bo

res

Ora

nge

Ret

ic

Spri

ng

Hill

Ret

ic

PV

NO

Ret

ic

Activity Type

z20

26

4

z21

56

8

z43

4

z43

4

- - -

OPERATIONS

Water Meter Reading Planned – Frequency based - - - - 4 4 4

MAINTENANCE

Air Valve Inspections Planned – Compliance based - 1

PRV Servicing Planned – Frequency based - 1

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

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

Mains Flushing Planned – Frequency based .0617 2

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

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

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

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



444 Water Supply Dams

Dams


Nu

mb

er

Sum

a P

ark

Dam

Spri

ng

Cre

ek D

am

Go

slin

g C

reek

Dam

Lake

Can

ob

ola

s D

am

Sto

rmw

ater

Ho

ldin

g P

on

d

Activity Type

z44

8

z44

4

z44

9

- -

OPERATIONS

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

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

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

MAINTENANCE

No programs



443 Water Treatment

Treatment Headworks Clearwater Reservoirs Distribution Pump Stations


Nu

mb

er

Icel

y R

oad

WTP

Spri

ng

Cre

ek F

ilter

Spri

ng

Hill

Bo

re

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OPERATIONS

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

Monitoring – Aquatic Environment

Planned – Compliance based .0603 12 12

Monitoring – Groundwater Planned – Compliance based .0603 52 52

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

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

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

Ozone Operations Planned – Frequency based .0639 52

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

MAINTENANCE

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

Instrument Calibration Planned – Frequency based .0626 1

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

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

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

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

Electrical Repair Unplanned – locate fault & repair

.0626 1 1 1 1 1 1 1 1 1 1 - 1 1 - 1 1 1 1

Mechanical Repair Unplanned – locate fault & repair

.0628 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Valve & Pipework Repair Unplanned – locate fault & repair

.0627 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

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

Cleaning – Sedimentation Basins Planned – Frequency based .0622 1

Filter Media Replacement Planned – Frequency based .0635 0.1

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

Servicing – Blowers Planned – Frequency based .0639 1



Treatment Headworks Clearwater Reservoirs Distribution Pump Stations


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Servicing – Chlorination Equipment

Planned – Frequency based .0632 1 1 1

Servicing – Generators Planned – Frequency based .0639 1

Servicing – Mixers Planned – Frequency based - 2

Servicing – Ozone Generators Planned – Frequency based .0639 1

Servicing – Scrapers Planned – Frequency based .0628 1



Appendix B: Four Year Renewal Programs

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

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

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

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

443 Water Treatment – Water Reservoirs

Facility Asset Renewal Year Renewal Cost

WR1002 – Anson Rd 20ML Concrete Reservoir UNSCHEDULED $ 2,769,228

WR1008 – Icely Road Backwash Mechanical UNSCHEDULED $ 136,783

WR1008 – Icely Road Backwash Electrical UNSCHEDULED $ 91,189

TOTAL UNSCHEDULED $ 2,997,200

443 Water Treatment – Water Pump Stations


Water Supply Bores Mechanical - Airport Bore Unscheduled $ 10,215

Water Pump Stations Civil - Airport PS Unscheduled $ 19,685

Water Supply Bores Mechanical - Shearing Shed Bore Unscheduled $ 113,444

Water Pump Stations Mechanical - Coronation Drive PS Unscheduled $ 142,049

TOTAL UNSCHEDULED $285,717

443 Water Treatment – Water Treatment Plant

Process Unit Asset Renewal Year Renewal Cost

Ozonation Gas Detector - Ozone Leak 2020 10,800

Ozonation Analyzer - Ozone 2020 60,480

TOTAL 2020 $71,280

Chemical Dosing (Fluoride) Batching Tank - Fluoride Room 2021 $ 3,780

Chemical Dosing (Fluoride) Feeder & Hopper - Fluoride Room 2021 $ 22,680

TOTAL 2021 $ 26,460

Nil

TOTAL 2022 $

Nil

TOTAL 2023 $



444 Water Storages Dams – Dam Structures


Nil

TOTAL 2020 $

Nil

TOTAL 2021 $

Gosling Creek Dam Concrete Dam Wall 2022 $ 4,765,824

Gosling Creek Dam Outlet Works 2022 $ 126,360

Gosling Creek Dam Outlet Works 600mm 2022 $ 7,722

Gosling Creek Dam Floating Trunnion 1 300mm 2022 $ 56,160

Gosling Creek Dam Floating Trunnion 2 450mm 2022 $ 56,160

TOTAL 2022 $5,012,226

Nil

TOTAL 2023 $



442 Water Reticulation – Water Trunk Mains



442 Water Reticulation – Water Reticulation Mains



Appendix C: 30 Year Capital Works Program

$’000

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PROJECT DESCRIPTION

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CAPITAL WORKS PROGRAM

Total New Assets for Improved Standards 100% 1,790 17,640

150 6,038 483 4,010 1,901 10 40 10 10 10 10 10 10 10 10 10 15,060

10 10 10 10 10 10 10 10 10 10 10

Total New System Assets for Growth 100% 410 2,080 510 3,020 330 330 330 3,818 3,908 2,830 330 420 330 1,091 330 420 330 4,850 645 420 330 330 330 420 330 330 330 420 330 330

Total Renewals 100% 1,478 2,732 2,337 6,038 1,842 4,245 1,449 5,983 5,858 3,960 1,464 1,469 1,504 1,479 1,485 1,490 1,496 1,532 1,508 1,514 1,520 1,527 1,564 1,541 1,548 1,556 1,563 1,601 1,579 1,588

TOTAL CAPITAL WORKS 3,678 22,452

2,997 15,096

2,655 8,585 3,680 9,811 9,806 6,800 1,804 1,899 1,844 2,580 1,825 1,920 1,836 6,392 17,213

1,944 1,860 1,867 1,904 1,971 1,888 1,896 1,903 2,031 1,919 1,928

441 WATER ADMINISTRATION

Water & Sewer Network Management System 100% 50

Telemetry & SCADA Upgrade Strategy 100% 100

Water & Sewer Revaluation (50% Water Fund) 100% 0 0 30 0 0 0 0 30 0 0 0 0 30 0 0 0 0 30 0 0 0 0 30 0 0 0 0 30 0 0

Water Model Update (inc pressure & flow monitoring)

100% 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0

Smart Water Metering Implementation city-wide 100% 0 0 0 0 0 4,000

TOTAL 441 WATER ADMINISTRATION 150 0 30 90 0 4,000 0 120 0 0 0 90 30 0 0 90 0 30 0 90 0 0 30 90 0 0 0 120 0 0

442 WATER RETICULATION

Water Service Renewals 100% 128 132 135 138 142 145 149 153 157 160 164 169 174 179 185 190 196 202 208 214 220 227 234 241 248 256 263 271 279 288

New Water Services 100% 60 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30

Water Meter Replacements 100% 200 300 300 300 300 300 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

Water Main Extensions/realignments 100% 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300

Water Main Renewals 100% 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800

CBD Upgrade Water Main Realignment 100% 0 300 750

South Orange Stage 2 - Water 100% 0 100 0 2,600 0 0 0 3,224

Burrendong Way Water Main Augmentation 100% 0 0 0 0 0 0 0 174

Bloomfield Development Strategy 100% 0 50

Smart Water Metering 100% 150 150

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

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

TOTAL 442 WATER RETICULATION 1,638 2,162 2,315 4,168 1,572 1,575 1,479 4,881 5,000 1,490 1,494 1,499 1,504 2,270 1,515 1,520 1,526 1,532 1,853 1,544 1,550 1,557 1,564 1,571 1,578 1,586 1,593 1,601 1,609 1,618

443 WATER TREATMENT

Water Treatment Renewals 100% 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300

Rebuild Scrapers 100% 50

Water Reticulation System - Chlorine Dosing 100% 30 30

Icely Road WTP Land Acquisition / Noise 100% 0 1,100

Icely Road Telemetry Upgrade 100% 30

Icely Road Site Security 100% 50 50

Stormwater Earthworks - Icely Rd Water 100% 0 0 200



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Administration Building - Icely Rd Water 100% 0 0 0 450

Back Up Pumps - Suma Park Dam 100% 0

Back Up Power Investigation 100% 0 100

Reservoir Tank Mixers 100% 0 100 100

Lake Canobolas Water Reticulation 100% 50 500

North Orange Water Supply Strategy 100% 100 200

Icely Road Water Treatment Plant Ozone System Upgrade

100% 0 0 0 0 300 2,700

WTP Upgrade 50% 50% 0 0 0 0 0 0 0 0 0 5,000

Anson 20ML Reservoir 100%

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

TOTAL 443 WATER TREATMENT 610 2,380 600 750 600 3,000 300 300 300 5,300 300 300 300 300 300 300 300 4,820 300 300 300 300 300 300 300 300 300 300 300 300

444 WATER STORAGE DAMS

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

Gosling Creek Dam Upgrade 100% 0 900 0 4,500

Blackmans Rehabilitation - Stage 1 100% 70

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

Managed Aquifer Recharge Trial 100% 0 0 0 0 473 0 1,891

Advanced Water Recycling Plant (120L/s) 100% 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 15,050

TOTAL 444 WATER STORAGE DAMS 80 910 10 4,510 483 10 1,901 4,510 10 10 10 10 10 10 10 10 10 10 15,060

10 10 10 10 10 10 10 10 10 10 10

449 EMERGENCY WATER PROJECTS

Spring Creek Dam to Icely Road Pipeline 100% 0 5,000

Blackmans Swamp Creek Stormwater Harvesting Stage 2

100% 800 5,000

Cowra to CTW Pipeline 100% 0 7,000

Bore through SHWWTP Line to SCD 100% 0 0 100

Bore Upgrades 100% 150 0 50

Purchase Bore Licences 100% 250

Package Advanced Water Recycling Plant (30L/s) 100% 0 0 0 5,578

Lake Canobolas Transfer Pump Station 100% 0 250

TOTAL 449 EMERGENCY WATER PROJECTS 1,200 17,250

150 5,578



Appendix D: 30 Year Financial Plan

BASE CASE FINANCIAL SCENARIO

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

ge 2019/20

2020/21

2021/22

2022/23

2023/24

2024/25

2025/26

2026/27

2027/28

2028/29

2029/30

2030/31

2031/32

2032/33

2033/34

2034/35

2035/36

2036/37

2037/38

2038/39

2039/40

2040/41

2041/42

2042/43

2043/44

2044/45

2045/46

2046/47

2047/48

2048/49

Income

Fees & Charges 15,219 15,270 15,319 15,366 15,411 15,455 15,499 15,540 15,579 15,638 15,676 15,729 15,784 15,814 16,158 15,628 15,963 16,009 16,072 16,115 16,174 16,213 16,269 16,324 16,379 16,430 16,480 16,557 16,309 16,456 15,894

Interest 1,351 1,439 1,430 1,433 1,475 1,525 1,522 1,536 1,500 1,495 1,601 1,704 1,798 1,886 2,116 1,954 2,127 2,184 2,280 2,376 2,470 2,563 2,629 2,706 2,794 2,880 2,966 3,049 3,003 3,030 2,094

Other 953 959 963 969 974 978 983 988 992 996 1,001 1,006 1,011 1,015 1,041 1,004 1,030 1,035 1,040 1,045 1,051 1,055 1,060 1,065 1,069 1,075 1,081 1,086 1,070 1,079 1,022

Grants 12,134 184 183 182 182 180 179 177 176 176 174 173 173 172 173 169 169 168 167 166 165 164 164 163 161 161 162 163 161 162 569

Contributions 2,009 2,028 2,056 2,075 2,111 2,132 2,153 2,182 2,203 2,234 2,255 2,296 2,319 2,351 2,445 2,340 2,442 2,477 2,512 2,537 2,574 2,610 2,638 2,685 2,724 2,752 2,791 2,831 2,866 2,891 2,417

Total Income 31,668 19,880 19,951 20,024 20,153 20,270 20,337 20,422 20,451 20,539 20,707 20,909 21,084 21,238 21,933 21,094 21,731 21,873 22,071 22,239 22,433 22,605 22,759 22,943 23,127 23,297 23,479 23,687 23,408 23,619 21,998

Operations

Administration 1,914 1,923 1,932 1,941 1,951 1,960 1,969 1,979 1,988 1,997 2,008 2,018 2,027 2,037 2,087 2,016 2,067 2,077 2,086 2,096 2,106 2,116 2,126 2,137 2,146 2,157 2,167 2,178 2,145 2,164 2,050

Engineering 1,377 1,384 1,390 1,396 1,402 1,408 1,414 1,420 1,425 1,432 1,439 1,446 1,452 1,458 1,493 1,442 1,476 1,483 1,490 1,497 1,503 1,510 1,517 1,523 1,529 1,536 1,543 1,550 1,526 1,540 1,467

General Operations 2,771 2,783 2,794 2,807 3,013 3,024 3,035 3,046 3,058 2,880 2,892 2,905 2,918 2,930 3,001 2,899 2,969 2,983 2,995 3,009 3,022 3,036 3,049 3,062 3,076 3,089 3,103 3,117 3,070 3,098 2,981

Energy 2,034 2,037 2,040 2,045 2,047 2,051 2,054 2,058 2,063 2,068 2,072 2,077 2,081 2,085 2,125 2,058 2,098 2,101 2,105 2,110 2,116 2,121 2,125 2,130 2,135 2,140 2,144 2,149 2,117 2,136 2,091

Chemical 96 95 95 94 94 94 94 93 93 92 91 92 91 91 91 89 90 89 89 89 88 87 88 87 86 86 86 85 84 85 90

Depreciation 4,111 4,114 4,163 4,163 4,188 4,188 4,234 4,233 4,339 4,326 4,325 4,322 4,331 4,329 4,390 4,262 4,383 4,384 4,382 4,379 4,376 4,373 4,396 4,394 4,391 4,387 4,385 4,381 4,315 4,354 4,310

Interest 184 193 166 156 154 152 149 147 145 143 141 138 136 134 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 71

Other 2,226 2,227 2,237 2,248 2,259 2,280 2,281 2,292 2,303 2,314 2,334 2,336 2,347 2,358 2,427 2,334 2,392 2,404 2,415 2,427 2,447 2,450 2,462 2,473 2,485 2,506 2,509 2,522 2,484 2,506 2,376

Total Operations 14,713 14,755 14,818 14,850 15,107 15,156 15,229 15,269 15,414 15,252 15,301 15,334 15,383 15,423 15,614 15,099 15,475 15,520 15,560 15,607 15,659 15,691 15,763 15,807 15,848 15,901 15,936 15,981 15,741 15,883 15,436

Maintenance

442 Water Reticulation 841 862 884 906 928 952 975 1,000 1,025 1,050 1,060 1,069 1,079 1,089 1,098 1,108 1,118 1,128 1,139 1,149 1,159 1,170 1,180 1,191 1,201 1,212 1,223 1,234 1,245 1,256 1,084

443 Water Treatment 586 601 616 631 647 663 680 697 714 732 739 745 752 759 766 773 779 786 794 801 808 815 823 830 837 845 853 860 868 876 756

444 Water Dams 75 77 78 80 82 85 87 89 91 93 94 95 96 97 98 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 96

Total Maintenance 1,502 1,539 1,578 1,617 1,658 1,699 1,742 1,785 1,830 1,876 1,893 1,910 1,927 1,944 1,962 1,979 1,997 2,015 2,033 2,052 2,070 2,089 2,107 2,126 2,146 2,165 2,184 2,204 2,224 2,244 1,937

Capital Works (Renewal)

Other 328 432 465 438 442 445 349 383 357 360 364 369 404 379 385 390 396 432 408 414 420 427 464 441 448 456 463 501 479 488 418


800 1,100 1,550 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 835

Water Treatment Plant 350 300 300 600 3,000 300 300 300 2,800 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 485

Water Storage 0 900 0 4,500 0 0 0 4,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 330

Water Pump Stations 150 0 50 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7

Total Renewal 1,628 2,732 2,365 6,338 4,242 1,545 1,449 5,983 3,957 1,460 1,464 1,469 1,504 1,479 1,485 1,490 1,496 1,532 1,508 1,514 1,520 1,527 1,564 1,541 1,548 1,556 1,563 1,601 1,579 1,588 2,074

Capital Works (New Works)

441 Water Administration

150 0 0 90 0 4,000 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 0 90 0 0 159

442 Water Reticulation 510 630 330 2,930 330 330 330 3,728 330 330 330 330 330 1,091 330 330 330 330 645 330 330 330 330 330 330 330 330 330 330 330 582

443 Water Treatment 2,080 300 450 0 0 0 0 0 2,500 0 0 0 0 0 0 0 4,520 0 0 0 0 0 0 0 0 0 0 0 0 0 328

444 Water Storage 80 10 10 10 483 10 1,901 10 10 10 10 10 10 10 10 10 10 10 15,060 10 10 10 10 10 10 10 10 10 10 10 593

449 Emergency Water Projects

1,050 17,250 100 5,578 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 799

Total New Works 3,870 18,190 890 8,608 813 4,340 2,231 3,828 2,840 340 340 430 340 1,101 340 430 4,860 340 15,705 430 340 340 340 430 340 340 340 430 340 340 2,462