MINUTES OF THE WORKS AND TECHNICAL SERVICES … · Report To Works And Technical Services Committee...

of 35 of the Minutes of the Works And Technical Services Committee of the Upper Hunter Shire Council held on Tuesday 8 September 2015

MINUTES OF THE WORKS AND TECHNICAL SERVICES COMMITTEE TUESDAY 8 SEPTEMBER 2015, 1.00pm

PRESENT: Cr Deirdre Peebles, Cr Maurice Collison, Cr Ron Campbell, and Cr Lorna Driscoll. APOLOGIES: Nil IN ATTENDANCE: Cr Kiwa Fisher, Mr Waid Crockett (General Manager), Mr Alan Fletcher (Director Infrastructure Services), Mr Nick Havyatt (Manager Works Delivery), Mr Jeff Bush (Manager Strategic Assets), Mr Paul Turri (Manager Water Waste), Mrs Coleen Pinkerton (Solid Waste Coordinator) and Mrs Rayleen Tumbers (Administration Assistant) . DECLARATIONS OF INTEREST: Nil


UUPPPPEERR HHUUNNTTEERR SSHHIIRREE CCOOUUNNCCIILL

WWoorrkkss AAnndd TTeecchhnniiccaall SSeerrvviicceess CCoommmmiitttteeee -- 88 SSeepptteemmbbeerr 22001155

TTAABBLLEE OOFF CCOONNTTEENNTTSS

WORKS & TECHNICAL SERVICES REPORTS ......................................................... 3

WTS.09.1 INTEGRATED WASTE STRATEGY ................................................................................ 3 WTS.09.2 WORKS PROGRAM - INFRASTRUCTURE SERVICES ..................................................... 7 WTS.09.3 CAPITAL WORKS UPDATE ........................................................................................ 12 WTS.09.4 WORKS PROGRAM - INFRASTRUCTURE SERVICES - WATER & SEWER ....................... 15 WTS.09.5 SERVICE LEVELS - GRAVEL ROAD NETWORK ........................................................... 19 WTS.09.6 LOCAL ROADS & BRIDGES ....................................................................................... 28 WTS.09.7 UPDATE ON MOONAN CUTTING ................................................................................ 33

Report To Works And Technical Services Committee 8 September 2015

Infrastructure Services


WORKS & TECHNICAL SERVICES REPORTS

WTS.09.1 INTEGRATED WASTE STRATEGY

RESPONSIBLE OFFICER: Alan Fletcher - Director Infrastructure Services

AUTHOR: Coleen Pinkerton - Solid Waste Coordinator

PURPOSE

The purpose of this report is to provide Council and the community the opportunity to comment and engage in the formalisation of an Integrated Waste Management Strategy Management Strategy, for the Shire.

RECOMMENDATION That Council: 1. Receive a presentation on the Integrated Waste Management Strategy. 2. Adopt the draft Integrated Waste Management Strategy and place on public exhibition

for 28 days. 3. Undertake a series of community consultation meetings prior to finalising the draft

Integrated Waste Management Strategy.

BACKGROUND

Upper Hunter Shire Council undertook the development and implementation of an Integrated Waste Management Strategy as:

1. the existing Strategy document was initially developed in 2009 and never formally adopted by Council;

2. the NSW EPA has increased waste management standards for waste depots, and is making significant funding available to improve services funded from the Waste Levy;

3. the opportunity to identify areas where Council can work with Muswellbrook Council and other councils in the Hunter Region as a response to the “Fit for the Future” planning process posed by the NSW Government.

REPORT/PROPOSAL The Integrated Waste Management Strategy provides the framework for Council to undertake the waste management services expected by the community, in cooperation with the broader Hunter Waste region and specifically with neighboring Muswellbrook Shire Council. To develop an Action Plan that details activities Council should undertake to achieve the objectives of the Strategy, an assessment of the current waste management behaviors of the community was undertaken, as was an assessment of a number of options for future waste management activities. The draft Strategy puts forward six (6) waste management scenarios/options for the future. These are detailed in the Executive Summary of the Strategy (provided under separate cover).




OPTIONS Part of the draft Strategy included community survey. Results are in provided under

separate cover. To adopt the draft Integrated Waste Management Strategy and place on public

exhibition. To consider public comment on the draft Strategy prior to formal adoption of the

Strategy. To further investigate opportunities identified within the Strategy, including joint

arrangements at a local and regional level. CONSULTATION Draft Strategy to be placed on public exhibition for 28 days. Public submissions received and considered prior to adoption by Council. Liaison with Muswellbrook Shire, Hunter Councils and NSW Environmental Protection

Authority (EPA). STRATEGIC LINKS a. Community Strategic Plan 2013+

ENVIRONMENTAL 3) Protect the natural and built environment and plan for a sustainable future for

our Shire and our planet. Encourage and implement systems for minimisation of the environmental

footprint of the Shire, including energy efficiency and consumption of natural resources.

Promote a sense of responsibility within our community to care for our environment and provide for a sustainable future.

ECONOMIC 6) Maintain and enhance civil infrastructure and community assets to meet the

needs of current and future generations. Provide for replacement and improvement of community infrastructure

through best practice and risk management. Develop economic and intergenerational plans for future infrastructure needs.

b. Delivery Program

To achieve and maintain environmentally sound waste management practices to meet community and statutory expectations.

Implement the high priority actions of the Waste Management Strategy by 1 January 2016.

c. Other Plans

Hunter Council’s – “Waste Avoidance and Resource Recovery Strategy” NSW Environment Climate Change & Water – “Reducing Waste – Implementation Strategy 2011-2015”




IMPLICATIONS a. Policy and Procedural Implications

The Strategy outlines a variety of actions which will need to adhere to policies relating to: Purchasing, Tendering and contract, Financial Management , Work Health & Safety, and Environmental.

b. Financial Implications

Budgetary allocation to undertake preparation of report included in DPOP is $77,000. The cost of the work awarded and accepted is $70,000.

c. Legislative Implications

Strategy prepared in consultation with EPA and in alignment with state and regional plans. Strategy needs to ensure compliance with legislative and licensing requirements associated with waste management activities.

d. Risk Implications

Preparation and implementation of the Strategy will minimise Council’s risk exposure to strategic and operational risks associated with the conduct of waste management activities within the shire.

e. Other Implications

Need to meet community expectations and environmental guidelines. CONCLUSION

Future directions for waste management within the shire will be driven by the results of the Strategy. These include: Joint waste collection contract with Muswellbrook; Transfer station construction at Murrurundi; Upgrade of Scone Waste Depot; Increased recycling services; Installation of new equipment including weighbridges.

Legislative and licensing compliance is essential for ongoing operations.

ATTACHMENTS

There are no enclosures for this report




RESOLVED that the Committee receive a presentation on the Integrated Waste Management Strategy.

Moved: M Collison Seconded: R Campbell CARRIED

RECOMMENDATION TO COUNCIL: That Council:

1. Adopt the draft Integrated Waste Management Strategy and place on public exhibition for 28 days.

2. Undertake a series of community consultation meetings prior to finalising the draft Integrated Waste Management Strategy.

Moved: M Collison Seconded: R Campbell CARRIED




WTS.09.2 WORKS PROGRAM - INFRASTRUCTURE SERVICES


AUTHOR: Nicholas Havyatt - Manager Works Delivery

PURPOSE The purpose of the report is to provide an update on works undertaken over the previous month and those planned for the upcoming month.

RECOMMENDATION That the Committee receive the report and note the information.

BACKGROUND The report includes information on Infrastructure Services works including roads, bridges, and parks. The report provides information for Councillors and staff to address ratepayer enquiries regarding construction and maintenance works. REPORT/PROPOSAL Some of the major construction projects currently under construction are: Garlands Bridge works are complete. Approaches have commenced and have been

delayed due to wet weather. Hayden Street kerb and gutter works have commenced.

Works priority has been given to capital works requiring completion. OPTIONS Nil.

CONSULTATION Director Infrastructure Services Infrastructure Services Managers Supervisors and Team Leaders STRATEGIC LINKS a. Community Strategic Plan 2013+

The report addresses the following focus areas and community strategic objectives in accordance with the Community Strategic Plan 2013+.




Focus Area 6 “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations” with the following Community Strategic Objectives:

19. Provide for replacement and improvement of community infrastructure through

best practise and risk management. 20. Maintain and upgrade the road network, with consideration given to additional

sealing only on an economically justifiable basis. 22. Develop economic and intergenerational plans for future infrastructure needs. 23. Advocate, facilitate and provide traffic management and public transport facilities

to meet the needs of the community. b. Delivery Program

The report addresses the following objectives as described in the 2015/16 DPOP. Roads and Bridges – Local & Regional To undertake roads and bridge maintenance and construction works to Council’s standards and specifications so as to improve road safety and minimize future expenses.

c. Other Plans

Implementation of asset management plans. IMPLICATIONS a. Policy and Procedural Implications

Road maintenance guidelines as identified within Asset Plans and Strategic Plans. These guidelines include grading and service frequency based on a variety of factors including vehicle movements, road utilisation etc.


Identified within individual items in the 2015/16 DPOP. c. Legislative Implications

Not applicable. d. Risk Implications

Road and asset inspections are undertaken to mitigate and minimise Council’s risk exposure in these areas.


Not applicable.




CONCLUSION The updated report is provided as Attachment 1 and details work undertaken over the previous month and works planned for the upcoming month. ATTACHMENTS

1 Works Program August/September 2015

RESOLVED that the Committee receive the report and note the information.

Moved: L Driscoll Seconded: M Collison CARRIED

ATTACHMENT NO: 1 - WORKS PROGRAM AUGUST/SEPTEMBER 2015 ITEM NO: WTS.09.2


Works Completed August 2015

Location Chainage/Details Work AreaCapital WorksMoonan Cutting Works on the river side of the road Investigation works completed, contractor finalising

design Contractor

Garlands Bridge On Stewartsbrook Road ‐ Bridge replacement Bridge complete approaches have commenced. Scone Road construction

Haydon Street Rehab Pavement rehab Works complete Scone Road construction

Haydon Street Kerb and Gutter Adelaide to Polding

Construction of kerb and gutter and pavement works

Works commenced and have been delayed due to wet weather

Scone concrete construction

Golden Highway Heavy Patching

Heavy Patch program on Golden Highway prior to reseals

Works complete Merriwa crew

Idaville Road Replacement of bridge with culverts and road works Works complete Merriwa crew

Sealed road maintenance Maintenance works across the network in reseal areas

Works ongoing All

Ringwood and Wollar Road Heavy Patching

Heavy patch works on Ringwood and Wollar Roads Works commenced and expected to be completed late August

Merriwa crew

Grading Completed

Flight Springs Maintenance Grading Works Merriwa

Possum Springs Maintenance Grading Works Merriwa

Killoe Maintenance Grading Works Merriwa

Rothbury Maintenance Grading Works Merriwa

Wollar Maintenance Grading Works Merriwa

Coolah Patch Grading Works Merriwa

Davis Creek Maintenance Grading Works Scone

Back Creek Maintenance Grading Works Scone

Pages River Patch Grading Works Murrurundi

Scotts Creek Patch Grading Works Murrurundi

Caslicks Maintenance Grading Works Murrurundi

Brumlo Maintenance Grading Works Murrurundi

Mossvale Maintenance Grading Works Murrurundi

Donalds Creek Maintenance Grading Works Murrurundi

Tomalla Maintenance Grading Works Murrurundi

Moonan Brook Maintenance Grading Works Murrurundi

Barrington Tops Forest Maintenance Grading Works Murrurundi

ATTACHMENT NO: 1 - WORKS PROGRAM AUGUST/SEPTEMBER 2015 ITEM NO: WTS.09.2


Works Planned September 2015

Location Chainage/Details Work AreaCapital WorksHaydon Street Kerb and Gutter Adelaide to Polding

Construction of kerb and gutter, stormwater pipework and pavement works

Works expected to be completed in September Scone concrete construction

Sealed road maintenance Maintenance works across the network in reseal areas

Works ongoing All

MR105 Moonan Cutting Rock Cutting

Works on constructing access track onto the top section of Moonan cutting

Works are programmed to commence in early September

Scone Maintenance

Waverley Street upgrade Waverley Street from Gundy Road to Short Street Rehabilitation of road and replacement kerb and gutter Scone construction

Bell Bridge Approaches Maintenance repair to the approaches of Bell Bridge Hunter Road

Murrurundi Grader

Programmed Grading works

Wollar Maintenance Grading Works Merriwa

Settlement Lane Maintenance Grading Works Merriwa

Hulks Maintenance Grading Works Merriwa

Neverfail Maintenance Grading Works Merriwa

Redwell Maintenance Grading Works Merriwa

Binks Maintenance Grading Works Merriwa

Thompsons Creek Patch Grading Works Scone

Upper Dartbrook Patch Grading Works Scone

Kars Springs Patch Grading Works Scone

Bowmans Gully Maintenance Grading Works Murrurundi

Belltrees Maintenance Grading Works Murrurundi

Miranne Maintenance Grading Works Murrurundi

Waverley Maintenance Grading Works Murrurundi




WTS.09.3 CAPITAL WORKS UPDATE


AUTHOR: Alan Fletcher - Director Infrastructure Services

PURPOSE The purpose of this report is to provide an update on capital works projects within the current budgetary period.


BACKGROUND In association with the 2015/16 Delivery Program and Operational Plan, a schedule of the planned capital works has been prepared. Budget holders have been asked to identify when the project is planned to be delivered. REPORT/PROPOSAL The spreadsheet provided under separate cover shows the expenditure up to the end of August 2015, 16.67% through the 2015/16 financial year. It shows that YTD the program is 57.8% behind the monthly allocated budget with 5.4% of the total annual revised budget spent. Key projects being worked on include:

Garlands Bridge construction is completed. Approaches construction is underway and expected to be completed mid September (subject to availability of sealing contractor).

Haydon Street kerb & gutter and stormwater drainage underway. Idaville Road rehabilitation – Completed. Reseal works on Local, Regional and State roads have been scoped and testing

completed. Pre maintenance works are programmed for the next few months and the reseal contractor is booked for November 2015.

Segenhoe Street, Aberdeen water main replacement underway. Road works to follow. OPTIONS 1. By receiving and noting the capital works update, Council is advised of works progress

and associated works scheduling. 2. Councillors may seek adjustments to works timing and priorities where identified. CONSULTATION

Director Infrastructure Services Manager Works Delivery Manager Strategic Assets Manager Water & Waste




STRATEGIC LINKS a. Community Strategic Plan 2013+

The report addresses the following focus areas and community strategic objectives in accordance with the Community Strategic Plan 2013+. Focus Area 6 “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations” with the following Community Strategic Objectives.

19. Provide for replacement and improvement of community infrastructure through

best practice and risk management. 20. Maintain and upgrade the road network, with consideration give to additional

sealing only on an economically justifiable basis. 21. Provide secure and potable water supply and sewerage services to meet the

demands of future generations to urban areas of the Shire. 22. Develop economic and intergenerational plans for future infrastructure needs. 23. Advocate, facilitate and provide traffic management and public transport facilities

to meet the needs of the community. b. Delivery Program

The report addresses the following objectives as described in the 2015/16 DPOP.

Roads and Bridges – Local & Regional To undertake roads and bridge maintenance and construction works to Council’s standards and specifications so as to improve road safety and minimize future expenses.

Water Supplies To provide an adequate and secure potable water supply to recognized standards in defined areas on a cost effective basis. Sewage Services To maintain a sewage system for the transportation and treatment of sewage to license requirements and encourage appropriate further expansion of services.

Fire Services To protect life, property and the environment from the effects of bushfire disasters within the UHSC area.

Stormwater

To provide Stormwater drainage systems to manage flows c. Other Plans

Many projects are identified within Community Plans, Emergency Plans or specific operational plans ie Standards of Fire Cover for Rural Fire Service infrastructure. Council’s Asset Management Plans are also reference documents for the development of the capital works program.




IMPLICATIONS a. Policy and Procedural Implications

Some projects involve grant funds, community donations or use of other funding sources such as R2R funds and s94 contributions. Expenditure of these funds is in accordance with relevant policies and legislative requirements.


All works have been budgeted for in accordance with the Delivery Program and Operational Plan (DPOP) 2015/16.

c. Legislative Implications

Not applicable. d. Risk Implications

The correct planning and completion of capital projects assists Council to mitigate their risk exposure.


Not applicable.

CONCLUSION The capital works update report provides Councillors with a review of progress of the 2015/16 financial year capital works.

ATTACHMENTS

Nil.






WTS.09.4 WORKS PROGRAM - INFRASTRUCTURE SERVICES - WATER & SEWER


AUTHOR: Paul Turri - Manager Water and Waste

PURPOSE The purpose of the report is to provide an update on works undertaken over the previous month and those planned for the upcoming month.


BACKGROUND The report provides information for Councillors and staff to address ratepayer enquiries regarding construction, maintenance and other activities in the area of Water & Sewer. REPORT/PROPOSAL Progress of major projects is listed in Attachment 1. Planned works are also included in the attachment. The projects currently underway include:

Kingdon Street, Scone between Main and Kelly Streets. The project involves replacement of old cast iron main and replacing it with 150mm dia M-PVC.

Segenhoe Street, Aberdeen between Gordon and Perth Streets. Water Main Replacement.

Normal maintenance activities have been carried out as identified within the Delivery Program & Operational Plan (DPOP). OPTIONS Nil. CONSULTATION

Director Infrastructure Services Infrastructure Services Managers Supervisors and Team Leaders

STRATEGIC LINKS a. Community Strategic Plan 2013+ The report addresses the following focus areas and community strategic objectives in accordance with the Community Strategic Plan 2013+.




Focus Area 6 “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations” with the following Community Strategic Objectives: 19. Provide for replacement and improvement of community infrastructure through best

practice and risk management. 21. Provide secure and potable water supply and sewerage services to meet the demands

of future generations to urban areas of the Shire. 22. Develop economic and intergenerational plans for future infrastructure needs. b. Delivery Program The report addresses the following objectives as described in the 2015/16 DPOP. Water Supplies To provide an adequate and secure potable water supply to recognised standards in defined areas on a cost effective basis. Sewage Services To maintain a sewage system for the transportation and treatment of sewage to licence requirements and encourage appropriate further expansion of services. c. Other Plans Implementation of asset management plans. IMPLICATIONS a. Policy and Procedural Implications Maintenance guidelines as identified within Service Levels, Asset Plans and Strategic Plans. b. Financial Implications Identified within individual items in the 2015/16 DPOP. c. Legislative Implications Protection of the Environment Operations Act 1997 Water Management Act 2000 Public Health Regulation 2012 d. Risk Implications Maintenance and Capital activities play a vital role in reducing Council’s risk exposure in these areas. e. Other Implications Not applicable.




CONCLUSION The updated report is provided as Attachment 1 and details work undertaken over the previous month and works planned for the upcoming month. ATTACHMENTS

1 Works Program - Water & Sewer - September 2015


Moved: D Peebles Seconded: M Collison CARRIED

ATTACHMENT NO: 1 - WORKS PROGRAM - WATER & SEWER - SEPTEMBER 2015 ITEM NO: WTS.09.4


Works Completed August 2015 Location Chainage/Details Work Area

Scone Saleyards. Install water sub‐meters to help with water usage on site. Works complete. Scone Saleyards.

Main St, Scone. Between Kingdon and Kelly St Replacement of 100mm dia CI with 150mm M‐PVC main.

Scone/Aberdeen Water Supply.

Joans St Sewer Pump Station. Joans St, Scone. Replacement of worn duck foot bends for both pump sets

Scone/Aberdeen Sewer.

Kingdon St, Scone. Water main rail under bore. Replace 90mm poly (that is through rail ballast) with a 200mm CIDL.


Capital Works in progress Location Chainage/Details Work Area

Kingdon St,Scone Between Main and Kelly St. Replacement of 100mm dia CI with 150mm M‐PVC main.


Scone Saleyards. Engage consultant to address water reuse and trade waste issues. Consultant engaged. Scone Saleyards.

Scone effluent re‐use scheme.

Write a management plan for the Scone effluent reuse scheme and obtain Section 60 approval from NSW Office of Water.

Consultant engaged and started reviewing effluent quality results.

Scone/Aberdeen Sewerage.

Capital Works Planned September 2015 Location Chainage/Details Work Area

Aberdeen & Scone. Selected sewer mains in the retic system. Sewer main cleaning (heavy jetting) prior to sewer relining.

Scone/Aberdeen Sewer.

Merriwa. Selected sewer mains in the retic system. Sewer main cleaning (heavy jetting) prior to sewer relining. Merriwa Sewer.

Murrurundi. Selected sewer mains in the retic system. Sewer main cleaning (heavy jetting) prior to sewer relining. Murrurundi Sewer.




WTS.09.5 SERVICE LEVELS - GRAVEL ROAD NETWORK


AUTHOR: Jeff Bush - Manager Strategic Assets

PURPOSE The purpose of this report is to provide the Committee with information outlining asset management principles applied to the road network and in particular, gravel road levels of service.

RECOMMENDATION That:

1. The contents of the report be noted. 2. The key actions of the service review be supported (shaded grey in the report). 3. Further reports be provided to Council on the details of the sealed road network,

stormwater reticulation and footpaths levels of service as they are further reviewed.

BACKGROUND Council’s asset staff have been undertaking an extensive review of current road services to assist in ensuring Council continues to provide quality outcomes in a financially sustainable manner. The customer request system, road inspection regime and maintenance grading services applied to the gravel road network have been reviewed to date and progress has been made on other related organizational road improvement activities. The Service Review provides consideration of the following: Review of current levels of service for inspections and grading works undertaken based

on existing resources and review of their current performance; Identify and provide options where appropriate on desired levels of service including the

resource requirements associated with these; Identify opportunities to improve systems and processes to improve data collection and

enhance the customer service experience. Council has previously considered a number of reports on current maintenance and renewal practices and programs for both the sealed and unsealed road network. Managing the road network to maximise performance and service is a core objective of Council. Council staff has previously compiled a Roads Asset Management Plan and are currently developing a Roads Maintenance Management Plan to complement operational activities. In reviewing the current documents more advanced asset management principles are being used to gather asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels. Over the past few decades, there has been a significant transformation of local government service provision. Over a similar period community expectations of local government have increased and other levels of government have devolved various functions to local government. These challenges have become increasingly more difficult due to the financial




pressures placed on Council. Costs for providing services and maintaining infrastructure have been increasing considerably faster than the income generated. This has been exacerbated by externally imposed constraints, including rate pegging and revenue restrictions. REPORT/PROPOSAL Council manages approximately 1780 kilometres of local roads of which approximately 1040 kilometres is gravel and maintained by Council. The entire gravel road network is maintained within Council’s maintenance budget which in 2015/16 is $2,325,000. The community has an expectation that the level of service provided for roads will continue to be improved into the future. Council recognises that existing funding is sufficient to maintain the existing level of service but in order to meet the expectations of the community further funding may be needed. As such there is a ‘gap’ between the level of service that Council is currently able to provide and community expectations. Council engineers and technical officers have traditionally been trained to work to an assumed level of service that is likely to be expected by the community. During any future community consultation process staff will test this premise to make sure that it is correct or amend it accordingly. Assumptions include: 1. Road defects for gravel roads are prioritised and repaired in accordance with Council’s

Roads Maintenance Management Plan and Risk Management procedures including:

Pot holes Road roughness/corrugations Wheel ruts Shoving/Scouring Water ponding Loose stones

2. Staff will carry out inspections based on an adopted road hierarchy, and inspect for

immediate risks including:

Fallen trees and/or limbs Shoulder maintenance requirements Poor drainage and flood damage Swale drain maintenance

3. In the design of new/upgraded road components staff will consider:

Ease of access to major traffic routes Design of rural roads and residential streets in accordance with road hierarchy Implementation of safety measures including guardrail Drainage solutions incorporated into road design.

Levels of Service relate to outcomes the customer receives in terms of quality, quantity, responsiveness and performance as provided by the asset. Financial provisions below requirements impacts directly on community development and if prolonged, results in substantial needs for “catch up” expenditure imposed on ratepayers in the future. Additionally,




deferred renewal results in increased and escalating reactive maintenance as aged assets deteriorate at increasing rates. In developing the current levels of service for inspections and grading maintenance due regard has been given to the strategic goals and objectives in the Community Strategic Plan 2013+ which sets out the strategic direction of Council to implement its Delivery Program and Operational Plan over the following four years. Due consideration has also been given to Legislative requirements, Australian Standards and stakeholder expectations in the form of customer research and expectation surveys undertaken by Micromex in 2009 and 2013. Service levels have been defined in two terms: 1. Community levels of service – relate to how the community receives the service in terms of

safety, quality, reliability, responsiveness, cost/efficiency and legislative compliance. 2. Technical measures of performance – supporting the community service levels and are

developed to ensure that the minimum community levels of service are met. Technical levels of service include the parameters to meet the required function covering technical aspects (eg design standards, safety, maintainability, reliability and performance, capacity, environmental impacts, and cost/affordability) as well as community requirements, then performance to achieve these ends.

Levels of service for maintenance of the road network takes into account Community views and values, the need to provide a road network that is safe for all users and the ability of Council to fund maintenance activities. The following matters have also been taken into account with development of the maintenance standards: 1. Routine maintenance standards – routine maintenance, repair functions and standards,

intervention levels and actions are based on risk assessment for a particular asset element and road type. Standards vary across the road network in line with relevant risk factors such as traffic volumes, composition of traffic, operating speed, the susceptibility of asset to deterioration, the cost effectiveness of repairs, and competing priorities for funding.

2. Repair and maintenance works – routine maintenance and repair works are undertaken

within a specified reasonable period of time, the response time, having regard to intervention action priorities and to specified standards.

3. Temporary measures – temporary works to be undertaken to reduce the risk of an incident

until such time as maintenance or repair work can be completed. Response times and measures (warning signs, flashing lights, safety barriers) are determined based on the risk to safety and the type, volume and nature of road usage.

4. Emergency works – works required to be undertaken immediately outside routine works

programs to ensure the safety of road users and the public as a result of emergency incidents. These can include traffic incident management, responses to fires, floods, storms and spillages.

Maintenance activities applicable to all unsealed roads are subject to two different categories of maintenance – planned and unplanned. Planned maintenance is that which occurs as part of Council’s asset management schedule and most commonly involves the grading of gravel roads. Unplanned maintenance is reactive and occurs in response to dangerous conditions, or




significant degradation of the surface to the point that it is well below a serviceable standard. Council’s road supervisors and asset staff follow an inspection program for the road network and observed defects are assigned to the relevant works crew for action. A mobile tablet with Council’s asset management inspection software, (Asset Edge) is to be used to automatically assign the work order and response timeframe. Customer Requests Reactive works are generally in the form of requests from residents or internal staff. These are generally recorded as service requests in the Authority Customer Request system. Service requests are printed and allocated to the responsible crews for action. Volumes of reactive work and trends relating to road maintenance can be demonstrated by the number of service requests received. The following table provides an overview of the trend over a three year period.

Year Received Completed % Outstanding 2012/13 780 600 23 2013/14 550 480 13 2014/15 520 520 Nil

Customer service is the first point of contact for all reactive requests received from the general public. Service request volumes have trended down from 2013 which is likely to relate to the high volume of work identified through condition and defect audits in the early years of the road asset management planning process. During the data gathering process it was noted that the data for internal work orders (proactive maintenance) could not be relied upon with an acceptable level of confidence. The process in which these works are to be recorded in the future requires improvement with the introduction of mobile computing devices such as hand held tablets. The 2013 Annual Community Survey identified that roads maintenance and repairs was one of the most important issues for Council residents. The survey provided a direct comparison with the survey undertaken by Council in 2009. Services relating to road and drainage maintenance showed a marginal increase in the community’s level of satisfaction. An opportunity exists to review the customer service process to ensure that enough information is provided regarding the issue, the service request is directed to the appropriate staff and that feedback is required to customers where required. Customer requests are to be identified as either rural gravel, rural sealed or urban roads to better define work volumes relating to each particular component of the network. The focus of this process should be to improve the customer experience and provide Council’s Customer Service unit with confidence and support in handling the various requests received for roads maintenance. Inspection program The frequencies of proactive and condition inspection are determined via a risk based approach which takes into consideration the hierarchy of roads. Roads that have high usage logically attract a more frequent inspection regime in comparison to those which carry low usage volumes. Council currently uses road supervisors and asset staff to undertake




inspections of all road related assets within the Shire. These staff members are required to have an understanding of infrastructure deterioration and experience in identifying defects which have exceeded the intervention levels set within Council’s Road Management Plan. The inspection program captures Council’s entire link, collector, rural access and urban road network. Council’s current service level is that roads shall be inspected generally in accordance with the intervals listed in the table below. Link

(Regional Roads)

Collector (Rural 1)

Rural 2 Rural 3 Rural 4 Urban

Inspection frequency

3 Monthly Annually Annually Annually Annually Annually

Length 10km 71km 228km 434km 266km 22km

Example of Road

MR358 Hunter Rd Hampshire Rd

Glenroy Rd Bowmans Gully Rd

The inspection procedure for link and collector roads is to drive both sides of the road. Therefore the total length of link and collector roads is 160 kilometres, however given the abovementioned and that link roads are inspected four times a year, a total of 1130 kilometres of road pavement is required to be inspected. Forecasting average daily kms that can be surveyed assists in determining the resources required to complete the inspection program within the timeframes stated. The program is shown below in terms of category, average daily kms surveyed, total kms and days required to complete the survey. The table below quantifies the time required to complete the program.

Category Average daily Kms Surveyed

Total Kms Days required

Link 10 40 4 Collector R1 15 140 10

Rural Access R2, R3, R4 and Urban

20 950 47

The following observation and comment is made with respect to the above tables:

61 working days are required to complete the inspection program for gravel roads which complies with the current requirements of the road management plan. This equates to approximately a 0.25 EFT position.

It is recommended that:

The current road inspection program be monitored in relation to the number of defects recorded on Rural Access 4 Roads and further that these roads be inspected in accordance with their desired grading frequency (that is generally on a two year cycle).

Given the abovementioned the inspection frequencies are achievable within current budget allocations. Grading maintenance There are three dedicated grading crews responsible for maintaining Council’s unsealed road network. The network consists of approximately 1040 kms of gravel roads. The Council area




has been split into three sectors with approximately equal lengths of unsealed roads. Details of the roads in each sector including a proposed order that roads will be maintained has previously been presented to the Committee. Grading maintenance of each class of road generally occurs on a cycle in accordance with the targeted maintenance cycle below which has been documented in Council’s Asset Management and Roads Management Plan as a desired level of service. Maintenance Activity Road Classification Desired Frequency Road grading

Link Roads between 4 and 6 monthly Rural Collector (R1) between 6 and 12 monthly Rural Access (R2) 12 month cycle Rural Access (R3) 12 – 18 month cycle Rural Access (R4) Target biennial cycle

These three crews have been tasked to complete the planned maintenance grading works at an estimated cost of $1,800,000 for 2015/16. Based on the 2013/14 and 2014/15 adopted budget allocations and actual expenditure for road grading undertaken it was determined that it costs Council approximately $1,650 per kilometre to undertake a full depth grade. Simply it can be determined that at this rate 1,100 km’s of gravel road network could be covered. To meet the requirements of the desired service levels for maintenance frequencies a total of 950 km’s need to be maintained. The accepted industry average for grading crews is to complete approximately 1.5 kilometres of road grading per day under acceptable weather conditions. As crews currently operate on a nine day fortnight with travel allowance to each job there is a nominal maximum of 1200 kilometres of road grading per year based on an average of 2 kilometres per day (as benchmarked internally and with other surrounding Council areas such as Liverpool Plains Shire who average up to 3 km per day). The length of gravel road graded over a three year period is shown below: 2012/13 700kms 2013/14 720kms 2014/15 875kms It is important to note that the amount of grading undertaken in any given year fluctuates due to plant reliability and availability and weather conditions. Reactive grading also may not require a full treatment to the whole road following heavy rainfall. The length of road graded is trending upwards and with improved staff structures it is anticipated this trend will continue to a level which equals or betters the desired frequency length. The levels of service currently adopted by Council relating to road grading can be met from within current budget allocations. However the delivery of the program is heavily dependent on factors such as weather conditions and plant reliability and availability. Road grading is sensitive to weather conditions where excessive rain results in accelerated deterioration and dry conditions results in the loss of fines in the pavement. It is recommended that:

The wording in the RMP be amended so that inspections are to be conducted when Rural Access 4 roads are graded and defect intervention levels are based on current grading service levels.




Develop seasonal works programs with level of service, service standard, response time with monitoring, evaluating and regular review.

Monthly performance reporting using the Asset Edge database. Investigate a program to seal the most resource intensive unsealed roads. Continue to investigate providing additional water harvesting sources to support a

more sustainable and cost effective road grading process. At present, indications of desired levels of service are obtained from various sources including the 2009/2013 Resident Satisfaction Survey, residents’ feedback to Councillors and staff, service requests and correspondence. In the preparation of the Upper Hunter Shire Council’s Community Strategic Plan 2013+, extensive community consultations were undertaken. The consultations with the community identified the importance of the following key community concerns relating to road assets: When asked “If there was one thing that Council could do to make the Shire better what

would it be?” 36% of the respondents survey responded “improve our roads” When asked ‘What do you least like about living in the Shire?” 13% of respondents cited “poor condition of roads”.

The levels of service as detailed are considered reasonable and affordable. The difficulty for Council going forward is, as indicated above, that the community currently expects a level of service higher than that which Council currently provides and which is affordable within current budget allocations. There will be an ongoing challenge for Council to review levels of service and budget allocations and try to more closely match these with the expectations of the community. OPTIONS To note the report. CONSULTATION

Strategic Assets staff Works Delivery staff Director Infrastructure Services

STRATEGIC LINKS a. Community Strategic Plan 2013+ The proposal meets key focus area 6 of the Community Strategic Plan “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations”. The maintenance and renewal of infrastructure is consistent with the Community Strategic Objective 19, “Provide for replacement and improvement of community infrastructure through best practice and risk management.” b. Delivery Program The proposal meets the objective “Establish and maintain assets which enhance the public domain and improve the amenity of the Shire”




c. Other Plans The Road Asset Management Plan provides a tactical tool for the management of all road related matters. The asset plan provides a unique picture of Council’s Road network and guides the development and ongoing management of the network over time. IMPLICATIONS a. Policy and Procedural Implications Council’s overarching asset management strategy requires that Council follows best practice including the development of a road register, hierarchical clarification, maintenance and renewal programs to assist in network development. b. Financial Implications Within the limit of available resources and in accordance with Council’s Policies and adopted priorities the setting of service levels, maintenance targets and renewal programs aims to provide a road network which performs at an adequate functional level of service consistent with road category and usage. c. Legislative Implications Council has to meet many legislative requirements including Australian and State legislation and state regulations. These include:

Local Government Act 1993 National Asset Management Framework Legislation 2010 Road transport (Safety and Traffic Management) Act Work Health and safety Act 2012 Disability Discrimination Act Civil Liability Act 2002 (Personal Responsibilities)

d. Risk Implications Council’s Road Asset Management Plan sets out Council and community expectations in regard to service levels and risk inspections. The maintenance, upgrade and renewal of Council infrastructure will reduce this risk exposure. e. Other Implications Nil. CONCLUSION The critical issue for local government across NSW is the backlog of works required to be completed so that infrastructure, such as road pavements and seals can provide an acceptable and satisfactory level of service to the community. A clear understanding of asset management life cycle cost assists Council in providing the appropriate levels of transportation service within budget allocations.




ATTACHMENTS


RESOLVED that the Committee:

1. Note the contents of the report. 2. Support the key actions of the service review be supported. 3. Provide further reports to Council on the details of the sealed road network,

stormwater reticulation and footpaths levels of service as they are further reviewed.

Moved: R Campbell Seconded: M Collison CARRIED




WTS.09.6 LOCAL ROADS & BRIDGES


AUTHOR: Jeff Bush - Manager Strategic Assets

PURPOSE The purpose of this report is to inform Council of potential bridge sites that may have local significance and require preservation.

RECOMMENDATION That the Committee note the report.

BACKGROUND Following the August Works and Technical Services Committee Meeting Cr Peebles requested that a shortlist of possible timber bridges for preservation be provided to the Committee for consideration. The Strategic Assets team is tasked with managing the majority of civil assets within the Upper Hunter Shire Local Government Area, including bridges and major culverts. The Shire contains 94 bridges (inclusive of footbridges) and 51 major culverts, which are constructed from either concrete, steel or timber or a combination of each. There are currently 67 concrete bridges, 25 timber bridges and 2 steel bridges. Of these, two bridges are currently listed as Heritage Items under Schedule 5 of the Upper Hunter Local Environmental Plan 2013. The two bridges are:

Allen Bridge (Timber Suspension, built in 1957), located on Allen Bridge Road, Segenhoe, over the Pages River.

Swinging Bridge (Murulla Street Footbridge, Timber Suspension, built in 1930s), located on Murulla Street, Murrurundi, over the Pages River.

Along with factors such as historic or local significance, they are listed as heritage items primarily due to the type of bridge they are, both being timber suspension bridges. There is one other timber suspension bridge, the Moonan Flat Footbridge, located on Hunter Terrace, Moonan Flat, over the Hunter River that may have local significance. REPORT/PROPOSAL Once a bridge becomes a heritage item under Council’s LEP there are considerable restrictions and operational issues in regards to the maintenance and ongoing functionality of the bridge. Furthermore, the maintenance work on these bridges is specialised and considerably more expensive. The heritage listing also limits the potential replacement location as it cannot be removed and will still require preservation as a heritage listed item. Recently, two bridges that have been replaced with new concrete structures, leaving the old ones in place include:

Bells Bridges, located on Hunter Road, Moonan Flat, over the Hunter River. Cuan Bridge, located on Bunnan Road (MR62), Bunnan, over the Guan Gua Creek.




The other timber/steel bridges that may also be of significance include:

Dartbrook Bridge (Steel Truss, built 1916), located on Dartbrook Road, Aberdeen, over the Dartbrook Creek.

Camerons Bridge (Timber Truss, built 1930s, located on Rouchel Road, Rouchel, over the Rouchel Brook.

Junctions Bridge (Timber Truss, built 1930s, located on Rouchel Road, Rouchel, over the Rouchel Brook.

Ti-Tree Creek Bridge (Steel Truss, built 1930s), located on Waverley Road, Timor, over Ti-Tree Creek.

Moonan Flat Footbridge (Timber Suspension, built 1950s), located on Hunter Terrace, Moonan Flat, over the Hunter River.

OPTIONS Not applicable, for notation only. CONSULTATION

Asset Management staff Environmental Services staff Director Technical Services Manager Strategic Assets

STRATEGIC LINKS a. Community Strategic Plan 2013+ The proposal meets key focus area 6 of the Community Strategic Plan “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations”. The applications to renew infrastructure is consistent with the Community Strategic Objective 19, “Provide for replacement and improvement of community infrastructure through best practice and risk management.” b. Delivery Program The proposal meets the objective “Establish and maintain assets which enhance the public domain and improve the amenity of the Shire”. c. Other Plans The Road Asset Management Plan provides a tool for the management of all road related matters. The asset plan provides a unique picture of Council’s Road network and guides the development and ongoing management of the network over time. IMPLICATIONS a. Policy and Procedural Implications To ensure that Council staff follow best practice including maintenance and operation of a heritage listed item and allow for the continual development improvement of the bridge asset register and relevant data.




b. Financial Implications The addition of any further bridges being listed as a heritage item will require an increased bridge maintenance budget in future years. Furthermore, as the structure(s) are replaced it may involve additional land resumptions or acquisitions to cater for new alignments. c. Legislative Implications That Works Delivery team be made fully aware of the requirements for maintenance and operation of the heritage listed items in the Upper Hunter Local Environmental Plan 2013. d. Risk Implications Not applicable. e. Other Implications Nil CONCLUSION That the report be noted. Additionally, careful consideration and further investigations should be undertaken, particularly in regards to budgetary impacts, prior to further bridges being listed as heritage items. ATTACHMENTS

1 Summary of Funding Programs - Fixing Country Roads and Bridges Renewal Program

RESOLVED that the Committee note the report.

Moved: D Peebles Seconded: R Campbell CARRIED

ATTACHMENT NO: 1 - SUMMARY OF FUNDING PROGRAMS - FIXING COUNTRY ROADS AND BRIDGES RENEWAL PROGRAM

ITEM NO: WTS.09.6


SUMMARY OF PROGRAMS 2014

1. Fixing Country Roads (FCR)

2. Bridges Renewal Program (BRP) – Round 1

FCR 2014 BRP (round 1)

NSW Government Australian Government

Objective To identify, prioritise, and fund local infrastructure projects on local roads to eliminate connectivity constraints, wit the aim of improving freight productivity.

To contribute to the productivity of road bridges serving local communities, and facilitate higher productivity vehicle access.

Matching Funding While FCR has no set matching funding requirement from Councils or Industry, Councils are encouraged to apply for co‐funding from the Australian Government programs if they meet the selection criteria. Priority will be given to projects that are able to demonstrate industry co‐contribution.

The Australian Government will provide up to a maximum of 50% of the total project cost. No front loading of Australian Government contribution. Matching funding can be made up from combination of local government, state/territory government and private sector funding. Can include funding to be secured under Fixing Country Roads. In‐kind contributions not accepted. Payments (milestone‐based) to all successful projects (including Councils) will be made through NPAs to state/territory governments.

Eligibility NSW regional local governments (a full list of eligible Councils can be found in the Expressions of Interest Guidelines document).

State, territory and local governments.

Project types While FCR funding is available to any project that can improve productivity of the transport and logistics task in NSW, priority will be given to local road projects involving bridge and structure improvements, including the assessment of structures.

Road bridge projects. Eligible components within the project are: construction and demolition; planning and design; service re‐locations of utilities; and limited approach roads. Construction ready projects that are to be completed by 30 June 2017.

Exclusions Not applicable. Rail/pedestrian/cycling/stock bridges. Other exclusions: Projects situated on National Land Transport Network; projects already

ATTACHMENT NO: 1 - SUMMARY OF FUNDING PROGRAMS - FIXING COUNTRY ROADS AND BRIDGES RENEWAL PROGRAM

ITEM NO: WTS.09.6


commenced or receiving funding from other Australian Government programs (including disaster relief), completed projects, ongoing operational and maintenance costs, and projects consisting solely of planning and design.

Criteria 4 program criteria will be used:

Improved Access and Productivity

Growth and Economic Benefits

Strategic Alignment and Partnership

Deliverability and Project Readiness

4 assessment criteria will be used:

Improved productivity and access

Quantified project benefits (relative to competing proposals)

State/territory priority (including industry and community support)

Construction readiness

Construction Readiness

Projects will be selected as part of a competitive, merit based process, and Assessment Panel will focus on projects that are well developed, with planning and environmental approvals well advanced so construction can begin in the 2014/15 financial year.

Evidence of construction readiness to allow commencement in 2014/15

Risk assessment including mitigating actions (financial, construction, scope, delivery)

Application will need to demonstrate strategy to complete project by 30 June 2017

Note level of certainty required must be fit for purpose.

Funding Rounds FCR 2014 will be assessed using a 2 stage process:

1. EOI phase 2. Full application phase

The department is proposing two or three funding rounds depending on outcomes from Round 1. Round 1 for up to $100m with preference to ‘ready to proceed’ projects with scope, planning (Das) and approvals (environmental and heritage) already in place or simpler projects so construction can commence quickly, and Round 2 for projects that might be larger and require longer lead times.




WTS.09.7 UPDATE ON MOONAN CUTTING


AUTHOR: Nicholas Havyatt - Manager Works Delivery

PURPOSE

The purpose of this report is to provide an update on the Moonan Cutting project. RECOMMENDATION

That the Committee receives the information and notes the information. BACKGROUND

Moonan Cutting is located 51km north west of Scone along Hunter Road (adjacent to the village of Moonan Flat) and adjacent to the Hunter River.

The original road was constructed as a side cutting with batters on both sides of the road. The downhill batter face contains an area of flood damage where an existing stabilisation structure has failed. Amongst the failed debris are some large concrete pillars, steel and sand bags. Additionally there are some tension cracks along the verge of the road pavement indicating movement. The uphill batter face contains a 30m high rock face and the road is narrow and difficult for two trucks to pass. REPORT/PROPOSAL

The scope of works on the downhill face was to determine and nominate stabilisation requirements (drilling, grouting, sizing, depth, quantity, strength) for the proposed works. The contractors have provided some concept designs to Council proposing major works in the Hunter River including additional costs. Council engineers have reviewed these designs and undertaken additional geotechnical investigation with the contractor design team. A final design for the downhill batter is being determined.

Council has designed a proposed road cutting on the uphill side in conjunction with the downhill works to achieve an 8m wide road, guardrail on the downhill side and drain on the uphill side.

There are a number of different options for Council to move forward on this project. However, there are also a number of unknown issues that still require resolution. The main issue on the downhill side is the location of rock with the main issue on the uphill side being how hard the rock is and moving the material.

Some of the options that are currently under consideration include:

1. Options on the downhill stabilisation works are: a. Continue with contractor’s design of gabion rock wall and rip rap into the Hunter

River. b. Continue to work with the contractor to find a different design such as removal of

the concrete blocks and construction of gabion rock wall or construction of gabion rock wall on the road side of the concrete adjacent to the existing road and leave the concrete in place.




2. Options on uphill road cutting a. Call for tenders on earthworks to undertake cutting works b. Council clean and grab the site, cut the top section with excavators and dozers.

Once hard unwinnable rock has been discovered then Council will engage a drill and blast contractor to extract the remainder of the rock. The road will need to be closed once the material has been blasted and will remain closed for a number of days. A sidetrack will be constructed through the Hunter River.

OPTIONS Nil. CONSULTATION

Director Infrastructure Services Manager Civil Assets Works Delivery staff Councilors Contractor engaged for downhill works Drill and Blast contractor previously used by Council Adjacent property owners Moonan residents have been issued with a flyer Information in newspaper and on facebook

STRATEGIC LINKS a. Community Strategic Plan 2013+

1. The proposal meets key focus area 6 of the Community Strategic Plan “Maintain and enhance civil infrastructure and community assets to meet the needs of current and future generations”.

2. The maintenance and renewal of infrastructure is consistent with the Community Strategic Objective 19, “Provide for replacement and improvement of community infrastructure through best practice and risk management.”

b. Delivery Program

The proposal meets the objective “To undertake road maintenance and construction works to Council standards and specifications, so as to improve road safety and minimize future expenses”.

c. Other Plans Roads Asset Management Plan IMPLICATIONS a. Policy and Procedural Implications Roads – Inspection, Evaluation and Maintenance




b. Financial Implications $758,200 has been set aside in this year’s DPOP to complete the works. So far Council has committed $11,717 to the project. c. Legislative Implications Nil d. Risk Implications This is a complex project and there is a risk that once the project is underway that it may be more costly than initially budgeted due to unexpected geotechnical or engineering issues. e. Other Implications Nil CONCLUSION Council staff and contractors will continue to work through all the options to get the best outcome possible for this project. ATTACHMENTS




THERE BEING NO FURTHER BUSINESS THE MEETING CLOSED AT 2.45PM.

MINUTES OF THE WORKS AND TECHNICAL SERVICES … · Report To Works And Technical Services Committee...

Documents

Transcript of MINUTES OF THE WORKS AND TECHNICAL SERVICES … · Report To Works And Technical Services Committee...