Water Supply Asset Management Plan 2019 - 2048€¦ · Water Supply Asset Management Plan Orange...

May 2018

Water Supply Asset Management Plan

2019 - 2048

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 ................................................................................................................ 24

10 Asset Rationalisation and Disposal Plan ........................................................................................................ 26

11 Financial Plan ................................................................................................................................................. 27

11.1 Summary of Model Inputs ................................................................................................................. 28

11.2 Water Fund Model Results ................................................................................................................ 31

12 Key Performance Measures ........................................................................................................................... 37

13 Risk Management Plan .................................................................................................................................. 38

14 Performance Review and Proposed Improvement Plan ............................................................................... 41

Appendix A: Operation & Maintenance Programs ................................................................................................ 42

Appendix B: Four Year Renewal Programs 2019-2022 .......................................................................................... 46

Appendix C: 30 Year Capital Works Program ........................................................................................................ 50

Appendix D: 30 Year Financial Plan ....................................................................................................................... 52

Appendix E: Water Supply Performance TBL Report ............................................................................................ 53

Document Control

Rev No Date Revision Details Author Verifier Approver

1 17/04/2019 Draft Budget SM WB IG

Note: All figures expressed in this plan are in 2018/19 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 $317,587,000 at 30 June 2018.

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

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 (Average Annual Costs)

Asset Renewal Upgrade & New Funding Gap Backlog 2019 Backlog 2048

Water Storage 306 294 -97 -90 -2,895

Water Treatment Plant 392 144 711 -255 21,321

Water Reservoirs - 160 282 0 8,466

Water Pump Stations - 48 546 12 16,382

Water Trunk Mains - 309 1,212 5,854 36,367

Water Reticulation Mains 867 339 61 3,986 1,821

Other 328 307 0 0 0

Total 1,893 1,601 2,715 9,507 81,462

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 2048.



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

5

10

15

20

25

30

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

$ (

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Operations Maintenance Renewal Upgrade / Expansion

0

10

20

30

40

50

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$ (

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Condition

Water Storage Water Reservoirs Water Reticulation Mains

Water Trunk Mains Water Pump Stations 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: Live

o Objective 5: Responsive programs and services that support our community’s lifestyle and

social needs

5.2: Ensure the community services provided by Council are professionally managed,

integrated and meet demonstrated needs

Theme: Preserve

o Objective 8: Managing our resources wisely

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

community into the future.

8.2: Develop and promote initiatives to reduce water, energy and waste in

consultation with the community.

Theme: Collaborate

o Objective 14: An informed community

14.2: Promote organisational culture that delivers excellent customer service and

continuous improvement



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 2018)

Asset Category Dimension/Capacity Fair Value

Water Storage (Dams) 23,629 ML -

Water Reservoirs 78 ML -

Water Pumping Stations (inc bores) 73 ML/d -

Water Treatment 38.8 ML/d -

Water Trunk Mains (inc headworks transfer mains) 160 km -

Water Reticulation Mains 544 km -

TOTAL

317,587,000

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 2017/18 FY):

Council’s total mains network has grown by 12.8%, from 624km to 704km (2.6% p.a.); and

The number of water assessments has increased 7.3%, from 17,190 to 18,439 (1.5%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?

020406080

100

1 2 3 4 5 6 7 8 9 10

Water Reticulation Mains

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

0

15

30

45

60

1 2 3 4 5 6 7 8 9 10

Mechanical Assets

20 year life 30 year life


0

10

20

30

40

1 2 3 4 5 6 7 8 9 10

Electrical Assets



050

100150200250300

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

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

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

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

Dams Structures 8 20-300 years

Electrical 8 30 years

Mechanical 8 10-40 years

Reservoirs Tank Roof 8 40 years

Tank Structure 8 100 years

Electrical 8 15-40 years


Treatment Plants Structures 8 10-80 years



Pump Stations Structures 8 20-80 years



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

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

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

Condition Assessment Manual and is broken up as follows:

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

diameter where no other information is available

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

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

the intervention level are scheduled for a Level 3 assessment.

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

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



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

10

20

30

40

1 2 3 4 5 6 7 8 9 10

$ (

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Water Storage

0

5

10

15

1 2 3 4 5 6 7 8 9 10

$ (

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Water Treatment Plant

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1 2 3 4 5 6 7 8 9 10

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Water Trunk Mains

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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 Budget

Administration 2,013

Engineering 1,440

General Operations 2,928

Energy 2,058

Chemical 89

Depreciation 4,241

Interest 77

Other 2,332

Total 15,178



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) .

13%

9%

19%

14%1%

28%

1%

15%

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 Macquarie Pipeline.

New water pump stations in new development areas.

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

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

use.

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

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

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

Forecast operational expenditure levels are detailed in 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 Budget

442 Water Reticulation 909

443 Water Treatment 704

444 Water Dams 90

Total 1,702



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 Macquarie Pipeline

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.

54%41%

5%

442 Water Reticulation

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 those assets at the Water Treatment Plant. 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 306 210 -97 -90 -2,895

Water Treatment Plant 392 1,102 711 -255 21,321

Water Reservoirs - 282 282 0 8,466

Water Pump Stations - 546 546 12 16,382

Water Trunk Mains - 1,212 1,212 5,854 36,367

Water Reticulation Mains 867 927 61 3,986 1,821

Other - - 0 0 0

Total 1,565 4,280 2,715 9,507 81,462

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

0

2

4

6

8

10

12

14

16

18

20

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

$ (

Mill

ion

s)

Water Storage Water 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

2

4

6

8

10

12

14

16

18

20

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

$ (

Mill

ion

s)

Water Storage Water Treatment Plant Water Reservoirs

Water Pump Stations Water Trunk Mains Water Reticulation Mains

Other



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:

30 year Infrastructure Strategy 2014

IWCM Evaluation Study, May 2013

Icely Road WTP Pinch Point Analysis 2016

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 30 years?

Project Reason Year(s) Budget

Water Main Extensions/Realignments New asset for Growth 2019-2048 9,000,000

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

Icely Road WTP Land Acquisition New asset to meet Service Levels 2020 1,100,000

Icely Road Ozone System Upgrade New asset to meet Service Levels 2024-2025 3,000,000

Icely Road WTP Upgrade New asset to meet Service Levels 2029 5,000,000

MAR Trial New asset to meet Service Levels 2023-2025 2,364,000

Blackmans Swamp Creek SWH Stage 2/3 New asset to meet Service Levels 2020-2029 6,040,000

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

0

1

2

3

4

5

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

$ (

Mill

ion

s)

441 Water Administration 442 Water Reticulation 443 Water Treatment 444 Water Storage



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

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

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.

UNSCHEDULED 150,000

Spring Creek Filtration Plant

Asset is currently non-operational

Asset is no longer required

UNSCHEDULED TBC

Spring Creek Dam Rising Main

Asset is no longer required UNSCHEDULED TBC

Lake Canobolas Trunk Main

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

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 Budget

Fees & Charges 15,628

Interest 2,009

Other 1,004

Grants 169

Contributions 2,007

Total 20,817

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

-75%

-10%

-5%-1%

-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 1.8% in 2018/19, then 2.5% p.a. thereafter.

Borrowing Interest Rate 4.00% p.a.

Deposit Interest Rate 2.75% p.a.

Term of new loans modelled 10 years

Average life of new system assets 70 years

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 2018)

Growth Projection

Residential Assessments 16,699 0.9% p.a.

Non-Residential Assessments 1,740 0.9% p.a.

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 7,914

Non-Residential Development 7,914



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

Engineering and Supervision

Additional engineering staff (50% with sewer fund) $ 75k p.a.

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

Maintenance Expenses

Additional apprentice electrician (50% with sewer fund) $ 25k p.a. from 2019/20

Energy Costs

Additional increases to energy costs above CPI 50% increase on 2017/18 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

Orange to Carcoar Pipeline energy costs – business as usual use $ 7k p.a. from 2018/19

Orange to Carcoar Pipeline energy costs – contingency use $ 5k 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 26.89% 49.10% 75.99%

Non-Residential Assessments 7.84% 16.17% 24.01%

Total 34.73% 65.27% 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 Capital Works

New Assets for Improved Standards 16,234,000

New Assets for growth 31,249,000

Renewals 56,785,000

Total 104,268,000



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 2018 had cash and investments totalling $46,822,000 and borrowings of

$2,086,000. 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 2018/19 was calculated as shown in Table 11-8, using Councils 2018/19 Fees and

Charges.

Table 11-8: Water Supply TRB Calculation

Item Charge 2018/19

Access Charge ($/assessment) 264

Usage Charge ($/kL) (175kL/a @ $2.41/kL) 422

TOTAL TRB $686

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

2019/20 (1.8% CPI) - $698

2020/21 (2.5% CPI) - $716

2021/22 (2.5% CPI) - $734

2022/23 (2.5% CPI) - $752

Results Summary & Recommendations

The results are summarised in Figure 11-3. The main output parameters shown in the figure are (all in 2019/20

dollars):

Typical Residential Bill:

The modelling indicates that the current TRB can be reduced with adjustments annually for CPI. This would

still enable Council to fund the operation and development of the water supply network identified in the

current Capital Works Program, without the need for borrowing.

Cash and Investments:

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

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

towards 2048.

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 (2019/20 $)



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 TRB 2019

1. Base Case – Status Quo (Existing TRB)

0.9% $ 104,268,000 686

2. Minimum Required TRB – Status Quo

0.9% $ 104,268,000 492

3. Slow growth – Minimum Required TRB

0.5% $ 104,268,000 529

4. No Renewal Gap – Minimum Required TRB (fully funded through accumulated surpluses)

0.9% $ 186,270,000 612

5. No net decrease in Cash and Investments (i.e. $46 million in C&I at year 30)

0.9% $ 104,268,000 541

The sensitivity analysis indicates that the TRB for water is highly sensitive to an increase in the renewals

program, which shows the highest TRB, and keeping a high level of Cash & Investments (reserves), which

shows the next highest TRB.

The sensitivity analysis also indicates that the lowest TRB is found in Case 2, 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 minimum TRB in each scenario is less than the current TRB of $686 (2018/19).

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 2017/18 Report is due to be published in May 2019. Error! Reference source not

ound. 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 2017/18?

Category Key Performance Measure 2016/ 2017

2017/ 2018

Target 2 National Average3

Pricing Typical Residential Bill $/assessment 651 692 - ● 734

Residential Water Usage Charge

c/kL 227 234 - ● 190

Revenue from Usage Charges % 60 63 >75 ● 60

Finance Operating Cost per property $/property 418 412 - ● 592.7

Economic Real Rate of Return Ratio 3.1 3.1 - ● 3.0

Customer Average Duration of interruptions

mins 135 135 <240 ● 140.5

Water Service Complaints4 /1000 properties 74 69 <30 ● 12.9

Water Quality Complaints /1000 properties 2.8 2.2 <1 ● 3

Asset Water Main Breaks /100km main 6.8 8.1 <2 ● 16.1

Water Losses L/connection/day 106 102 <80 ● 123

Environment Residential Water Supplied kL/property 173 186 - ● 234

Net greenhouse gas emissions

t CO2 /1000 properties

225 243 <350 ● 315

Health Water Quality Compliance – Microbiological (E.Coli)

% 100 100 100 ● 100

Water Quality Compliance – Physical

% 100 100 100 ●

Water Quality Compliance – Chemical

% 100 100 100 ●

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

Criticality assessment of assets at Water Treatment Plant undertaken

Asset data hierarchy reviewed

Risk Assessment completed for Water Supply through Enterprise Risk Management System

Business Continuity Plans developed for all dams

Review of Drinking Water Management System

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

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

FM June 2019 Utilising FINMOD

Analyse Operation and Maintenance Plan for optimisation

AE, WE December 2019

In progress

Develop a Water Loss Management Plan

AE, WE December 2019

In progress – reservoir zoning project



Appendix A: Operation & Maintenance Programs

442 Water Reticulation

Headworks Distribution

Reoccurrence per year Task

Nu

mb

er

Mac

qu

arie

Pip

elin

e

Sto

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ater

Har

vest

ing

Clif

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Ret

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PV

NO

Ret

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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

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reek

Dam

Lake

Can

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Sto

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Ho

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Activity Type

z44

8

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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

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Icel

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WTP

Spri

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Cre

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Ho

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Mar

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oa

PS

No

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Activity Type

z43

0

z43

9

z43

5

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9

z43

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z20

26

4

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8

z43

4

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4

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6

z43

4

z44

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54

5

z43

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z43

4

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 2019-2022

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’.

444 Water Storages Dams – Dam Structures

Facility Asset Renewal Year Renewal Cost

Gosling Creek Dam Dam Wall Structure 2023 $4,412,800

Gosling Creek Dam Offtake Floating Trunnion 1 2023 $52,000

Gosling Creek Dam Offtake Floating Trunnion 2 2023 $52,000

Gosling Creek Dam Outlet Scour Valve 2023 $7,150

TOTAL 2023 $4,523,950

443 Water Treatment – Water Treatment Plant

Process Unit Asset Renewal Year Renewal Cost

Icely Road WTP Suma Air Curtains 2019 $ 50,000

Clarification Rebuild Scrapers 2019 $ 50,000

TOTAL 2019 $ 100,000

Clarification Rebuild Scrapers 2020 $ 50,000

TOTAL 2020 $ 50,000

Chemical Dosing (Fluoride) Dust Extractor - Fluoride Room Unscheduled $ 49,000

Chemical Dosing (PAC) Pump P103 - PAC Dosing Unscheduled $ 4,900

Chemical Dosing (PAC) Pump P104 - PAC Dosing Unscheduled $ 4,900

Chemical Dosing (Polymer) Mixer ME205 - Poly Batching Unscheduled $ 3,500

Chemical Dosing (Polymer) Tank - Poly Mixing Unscheduled $ 4,900

Chemical Dosing (Polymer) Tank - Poly Storage Unscheduled $ 3,500

Chemical Dosing (Polymer) Pump P201 - Poly Dilution Unscheduled $ 16,800

Chemical Dosing (Polymer) Pump P202 - Poly Dilution Unscheduled $ 16,800

Compressed Air System Air Filter 1 Unscheduled $ 700

Compressed Air System Air Filter 2 Unscheduled $ 700

Compressed Air System Oil Seperator - Compressor Room Unscheduled $ 3,500

Pre-Treatment (Rapid Mix & Flocculation) Gearbox ME302 Unscheduled $ 7,000



TOTAL UNSCHEDULED $ 130,200



443 Water Treatment – Water Reservoirs


Anson 20ML Reservoir5 WR1002 Tank Structure Unscheduled $2,900,000

Cargo Road Reservoir WR1004 Tank Structure Unscheduled $800,000

TOTAL UNSCHEDULED $3,700,000

443 Water Treatment – Water Pump Stations


Airport Main Bore Bore Pump Unscheduled $ 12,000

Clifton Grove No 1A (Shearing Shed Bore) Control Panel - Bore Pump Unscheduled $ 8,000

Clifton Grove No 2 (Bridle Reserve Bore) Control Panel Unscheduled $ 2,000

Clifton Grove No 2 (Bridle Reserve Bore) Winch Unscheduled $ 6,000

Clifton Grove No 2 (Bridle Reserve Bore) Bore Pump Unscheduled $ 2,000

Coronation Drive Pump Station (Not In Use) Telemetry RTU Unscheduled $ 5,000

Spring Hill Pump Station - 15kW Telemetry RTU Unscheduled $ 6,000

Suma Park Dam Pump Station - 1500kW Telemetry RTU Unscheduled $ 32,500

Suma Park Dam Pump Station - 1500kW SCADA - PLC Unscheduled $ 39,000

TOTAL UNSCHEDULED $ 112,500

5 This asset is currently under investigation due to premature failure



442 Water Reticulation – Water Trunk Mains



442 Water Reticulation – Water Reticulation Mains



Appendix C: 30 Year Capital Works Program

$’000

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

PROJECT DESCRIPTION

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CAPITAL WORKS PROGRAM

Total New Assets for Improved Standards 100 1075 3905 150 240 963 40 1931 40 40 40 5270 30 30 30 30 30 30 30 30 30 30 30 30 30 2030 30 30 30 30 30

Total New System Assets for Growth 100 2550 835 510 510 3110 510 510 510 3908 510 3010 510 510 510 1271 510 510 510 5030 825 510 510 510 510 510 510 510 510 510 510

Total Renewals 100 1721 2233 2337 1340 5843 1647 4050 1354 5858 1362 3865 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325

TOTAL CAPITAL WORKS 5346 6973 2997 2090 9916 2197 6491 1904 9806 1912 12145 1865 1865 1865 2626 1865 1865 1865 6385 2180 1865 1865 1865 1865 3865 1865 1865 1865 1865 1865

441 WATER ADMINISTRATION

S64 - Feasibility Study 100 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150

Telemetry Audit 100 10

Data Management System 100 40

Telemetry & SCADA Upgrade Strategy 100 25

Water & Sewer Network Management System 100 0 25

Telemetry & SCADA Upgrade 100 0 50

Smart Water Metering 100 0 150

Smart Water Metering Implementation City-wide 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2000

TOTAL 441 WATER ADMINISTRATION 225 375 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 2150 150 150 150 150 150

442 WATER RETICULATION

Water Service Renewals 100 126 128 132 135 138 142 145 149 153 157 160 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120

Water Meter Replacements 100 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200

Water Main Renewals 100 185 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800

Nile Street Water Main Replacement 100 15

Hawkins Lane Water Main Renewal 100 70

Olver Street Water Main Renewal 100 80

Icely Road Water Main Renewal 100 450

CBD Upgrade - Water Main realignments 100 250 750 1000

Pressure Management / Leak Reduction 100 60 60 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

Water Operations Shed 100 0 150

New Water Services 100 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60 60

Water Main Extensions/realignments 100 150 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300 300

Cargo Road Water main Realignment 100 150

LIRS - Southern Suburb Augmentation 100 40

LIRS - South Orange Area Water 100 2000

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

South Orange Stage 2 100 0 325 0 0 2600 0 0 0 3224

South Orange Stage 3 100 0 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 0 315



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TOTAL 442 WATER RETICULATION 3836 2773 2552 1525 4128 1532 1535 1539 4941 1547 1550 1510 1510 1510 2271 1510 1510 1510 1510 1825 1510 1510 1510 1510 1510 1510 1510 1510 1510 1510

443 WATER TREATMENT

Asset Replacement 100 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205

Rebuild Scrapers 100 50 50

Suma Air Curtain 100 50 0

Amana Circuit 20ML Reservoir 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Icely Ozone System Upgrade 100 0 0 0 0 0 300 2700

WTP Upgrade 50 50 0 0 0 0 0 0 0 0 0 0 5000

SCADA Integration Investigation 100 18 0

Icely Solar Panels 100 32 0

Telemetry Upgrade 100 30 30

Reservoir Mixers 100 100 100

Icely Lagoon Upgrade 100 50 200

North Orange Water Supply Strategy 100 0 300

Lake Canobolas Potable Water Upgrade 100 290 350

Suma Park Dam Back-up Pumps 100 0 500

Land Acquisition/Noise 100 0 1100

Chlorine Dosing 100 30 30 30

Site Security 100 50 50 50

Stormwater Earthworks - Icely Rd 100 0 0 0 200

Administration Building - Icely Rd 100 0 0 0 0 450

North Orange Reservoir 100 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4520

TOTAL 443 WATER TREATMENT 905 2915 285 405 655 505 2905 205 205 205 5205 205 205 205 205 205 205 205 4725 205 205 205 205 205 205 205 205 205 205 205

444 WATER STORAGE DAMS

Gosling Creek Security Fencing 100 40

Gosling Creek Dam Upgrade - Investigations 100 0 100 0 0 4500

Lake Canobolas Dam Upgrade - Investigations 100 0 0 0 0 0 0 0 0 4500

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

Stormwater Harvesting - Rehabilitation of Stage 1 100 330

MAR Trial 100 0 0 0 0 473 0 1891

Blackmans Swamp Creek SWH Stage 2/3 100 0 800 0 0 0 0 0 0 0 0 5240

TOTAL 444 WATER STORAGE DAMS 380 910 10 10 4983 10 1901 10 4510 10 5240 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

449 EMERGENCY WATER PROJECTS

Nil 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TOTAL 449 EMERGENCY WATER PROJECTS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0



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 2018/19

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

Income

Fees & Charges 14963 14991 15041 15090 15136 15180 15223 15267 15307 15345 15403 15441 15493 15547 15866 15344 15676 15723 15769 15831 15873 15931 15970 16025 16079 16133 16183 16233 16309 16456 15628

Interest 1310 1331 1417 1408 1411 1453 1502 1499 1513 1478 1473 1577 1679 1771 1983 1830 2053 2095 2151 2245 2340 2433 2525 2590 2665 2752 2837 2921 3003 3030 2009

Other 935 939 944 949 954 959 963 969 973 978 981 986 991 995 1020 985 1010 1015 1020 1024 1029 1035 1039 1044 1049 1053 1059 1064 1070 1079 1004

Grants 183 181 182 180 179 179 177 176 175 174 174 172 171 171 171 166 168 167 165 165 164 163 162 161 160 159 158 160 161 162 169

Contributions 1952 1951 1951 1958 1957 1974 1973 1972 1979 1978 1985 1984 1998 1997 2034 1974 2009 2016 2022 2028 2028 2033 2039 2037 2051 2056 2055 2061 2066 2084 2007

Total Income 19343 19394 19535 19585 19638 19745 19839 19884 19946 19953 20016 20158 20332 20482 21074 20298 20917 21016 21127 21294 21434 21595 21734 21857 22004 22153 22292 22438 22608 22812 20817

Operations

Administration 1876 1885 1894 1903 1912 1922 1931 1940 1949 1958 1967 1978 1987 1997 2046 1976 2025 2036 2046 2055 2065 2075 2084 2094 2105 2114 2124 2135 2145 2164 2013

Engineering 1350 1356 1363 1369 1375 1381 1387 1393 1398 1404 1411 1417 1424 1430 1464 1415 1449 1454 1460 1467 1474 1481 1487 1494 1500 1506 1513 1520 1526 1540 1440

General Operations 2718 2729 2741 2752 2765 2967 2979 2990 3001 3012 2837 2849 2862 2874 2943 2843 2912 2925 2938 2950 2964 2977 2990 3003 3016 3030 3043 3056 3070 3098 2928

Energy 2000 2004 2007 2010 2014 2017 2021 2023 2028 2032 2037 2041 2046 2050 2089 2023 2062 2066 2070 2073 2079 2084 2089 2094 2099 2103 2108 2112 2117 2136 2058

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

Depreciation 4047 4050 4052 4100 4100 4125 4125 4170 4169 4274 4261 4260 4258 4266 4327 4200 4259 4317 4319 4316 4314 4311 4307 4331 4328 4325 4321 4319 4315 4354 4241

Interest 208 181 190 164 154 152 149 147 145 143 141 138 136 134 0 130 0 0 0 0 0 0 0 0 0 0 0 0 0 0 77

Other 2172 2193 2193 2204 2214 2225 2245 2246 2258 2268 2279 2299 2301 2312 2369 2288 2354 2356 2367 2379 2390 2410 2413 2425 2436 2448 2468 2472 2484 2506 2332

Total Operations 14466 14492 14534 14595 14627 14881 14929 15001 15040 15183 15023 15072 15104 15152 15329 14964 15149 15242 15287 15327 15373 15424 15456 15526 15570 15611 15663 15697 15741 15883 15178

Maintenance

442 Water Reticulation 743 756 770 784 798 812 827 842 857 872 880 888 896 904 912 921 929 937 946 954 963 971 980 989 998 1007 1016 1025 1034 1044 909

443 Water Treatment 576 586 597 608 618 630 641 652 664 676 682 688 695 701 707 713 720 726 733 740 746 753 760 766 773 780 787 794 802 809 704

444 Water Dams 73 75 76 77 79 80 82 83 85 86 87 88 88 89 90 91 92 93 93 94 95 96 97 98 99 99 100 101 102 103 90

Total Maintenance 1392 1417 1443 1469 1495 1522 1549 1577 1606 1635 1649 1664 1679 1694 1710 1725 1740 1756 1772 1788 1804 1820 1837 1853 1870 1887 1904 1921 1938 1955 1702

Capital Works (Renewal)

Water Services 126 128 132 135 138 142 145 149 153 157 160 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 128

Water Meters 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200 200


1050 1550 1800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 800 867

Water Treatment Plant 255 255 205 205 205 505 2905 205 205 205 2705 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 205 392

Water Storage 90 100 0 0 4500 0 0 0 4500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 306

Total Renewal 1721 2233 2337 1340 5843 1647 4050 1354 5858 1362 3865 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1325 1893

Capital Works (New Works)

441 Water Admin 225 375 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 150 2150 150 150 150 150 150 227

442 Water Reticulation 2460 895 420 390 2990 390 390 390 3788 390 390 390 390 390 1151 390 390 390 390 705 390 390 390 390 390 390 390 390 390 390 713

443 Water Treatment 600 2660 80 200 450 0 0 0 0 0 2500 0 0 0 0 0 0 0 4520 0 0 0 0 0 0 0 0 0 0 0 367

444 Water Storage 340 810 10 10 483 10 1901 10 10 10 5240 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 294

Total New Works 3625 4740 660 750 4073 550 2441 550 3948 550 8280 540 540 540 1301 540 540 540 5060 855 540 540 540 540 2540 540 540 540 540 540 1601



Appendix E: Water Supply Performance TBL Report

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

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

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

the 2016/17 Report becomes available

Water Supply Asset Management Plan 2019 - 2048€¦ · Water Supply Asset Management Plan Orange...

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