Roading Activity Management Plan
Version 3.0
July 2010
Prepared for Hurunui District Council
Prepared by
AECOM (NZ) Ltd
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Quality Information
Document / Hurunui District Council Roading Activity Management PlanRef / HDC RdAMP AMP v3 0 10D.docx
Date / July 2010
Prepared by / George JasonSmith John Whyte
Reviewed by / Mark Gordon
Revision History
Revision / Revision Date / Details / AuthorisedName/Position / Signature
v3.0 / 1 July 2010 / Final / Mark Gordon
Regional Manager /
PLAN STATUS
1.Overall Responsibility for the Co-Ordination of all Matters in this AppendixDate / Name / Designation
February 2009 / John Whyte / Roading EngineerAssets
2. Appendix Prepared By
Version / Date / Name / Designation
3.0 / 2006-2011 / George JasonSmith / Maunsell AECOM, Christchurch
John Whyte / Assets Engineer Roading
3. Appendix Reviewed By
Version / Date / Name / Designation
3.0.6 / January 2009 / Bruce Yates
David Edge
John Whyte
John Kerse
Alex Cooke
Brian McManus / Manager Engineering Services
Roading Manager
Roading Assets Engineer
Roading Engineer Operations
Township Amenities Engineer
Roading Engineer Contracts
3.0.10 / January 2010 / Bruce Yates
David Edge
John Whyte
John Kerse
Brian McManus / Manager Engineering Services
Roading Manager
Roading Assets Engineer
Roading Engineer Operations
Roading Engineer Contracts
4. Adopted
Version / Date / Authentication
3.0 Final / 24 February 2011 / Endorsed by Council at Council Meeting Item 7.1
5. Updated By
Version / Date / Name / Designation
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Contents
1Introduction
1.1Background
1.1.1Roading Assets
1.1.2Community outcomes to which the activity contributes
1.1.3Public Concerns
1.2Objective of Roading Activity Management Plan
1.2.1Plan Objectives
1.3Asset Management Level
2Levels of Service, Performance Measures, and Relationship to Community Outcomes
2.1Levels of Service and Community Outcomes
2.2Reporting
2.2.1Targets and Measures
2.2.2Network Performance
3The Existing Situation
3.1Assets
3.1.1Assets Required.
3.1.2Asset Register
3.2How the Roading Assets are Maintained and Operated
3.2.1Maintenance and Operating Issues
3.2.2Business Continuity, Emergency Management and Reinstatement
3.2.3Maintenance Forecast
3.3Renewals and Depreciation
3.3.1Renewals funding
3.3.2Particular Renewals Issues
3.3.3Renewals Forecast
3.3.4Change in Service Potential
3.4Future Demand and New Expenditure
3.4.1Future Demand
3.4.2New Expenditure
3.4.3How New Works are Funded
3.4.4Other New Works issues.
3.4.5New Works Forecast
3.5Asset Retirement / Disposal
4Resource allocation and budgeting
4.1Funding the Annual Net Cost – ‘Who Pays?’
4.2Schedule of Fees and Charges
5Environmental Management, Regulatory Matters and Activity Management Issues
5.1Environmental Management Issues
5.2Demand Management
6Significant Negative Effects
6.1Road Safety
7Significant Assumptions, Uncertainties, and Risk Management
7.1Assumptions and Uncertainties
7.1.1Growth
7.1.2Costs
7.1.3Useful Lives
7.1.4Legislative Environment
7.1.5Planning Environment
7.1.6Risk Management.
8Roading Bylaws and Statutory Obligations
8.1Bylaws
8.2Principal Statutes
9Business Improvement
9.1Activity Management Plan Improvement and Review,
9.2Public Consultation
10Improvement Plan
Annex IList of Appendices
Annex IIFinancial Summary
Annex IIIChange in Network Service Potential
Annex IVPlanned New Works
Annex VSetting the Level of Roading Asset Management
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/ Roading Activity Management Plan
1Introduction
1.1Background
The Local Government Act 1974 vests ownership of roads, other than State Highways, in the Council. This makes continued Council ownership the only available option. State Highways are vested in the Crown and are maintained by Transit New Zealand. There are three State Highways in the District, State Highway 1, State Highway 7(the Lewis Pass road) and State Highway 7A (to Hanmer Springs).
The Hurunui District Council has no direct role in the provision of public passenger transport, a function allocated under the Land Transport Management Act to regional councils, but it does have an advocacy role on behalf of its citizens.
The Council considers that the provision of the roading network is a core function of local government. Roadingis largely for public benefit and promotes the economic, social, environmental and cultural wellbeing of the District’s communities, by providing forpeople and goods to move safely and efficiently throughout the District.
1.1.1Roading Assets
The Hurunui District Council is responsible for the management of a roading network that comprises of approximately:
Table 1 Asset Summary
Sub Asset / Category / QuantityRoads
Sealed / 597.5-km
Unsealed / 856.1-km
Urban / 75.6-km
Rural / 1,377.9-km
Unformed / 861.0-km
Network Length / 1,453.6-km
Kerb and channel / 38.1-km
Footpaths / On-road / 47.1-km
Bridges
Bridges other than timber / 182, totalling 5,397m
Timber Bridges / 35, totalling 395m
Culverts greater than 3.4 sq m / 50
Traffic facilities / 0.0-
Street lights / 883-each
Signs / 23,732-each
Markings / Inventory to be verified-
Cycleways / 0.0-km
Link: HDC RdAMP Apx A Overview 3.0.7.xlsx]Summary > $B$17. Data: 2/04/09 to 11/11/09
In addition, there are approximately 2,768 km of unformed legal roads.
The estimated usage of these roads is 66million vehicle-km per year (0.67 x 108 vkt/yr)[1]and their depreciated replacement cost, at 30 June 2008, was $231,767,113Goal and Principal Objectives
The vision for the land transport network of the Hurunui District is:
“To provide a transport network that is accessible for all people within the region.”
The principal objectives of the network are:
To maintain and enhance levels of service that reflect the needs of economic growth and diversity of road users
To ensure that the levels of service be delivered reliably, efficiently and economically
That maintenance and development of the land transport system has regard for environmental effects
Through inter-regional and intra-regional co-ordination,maintain a consistent and safe roading environment.
To promote education and engineering programmes that target road safety issues of specific concern to Hurunui District
To promote walking and cycling within the District
1.1.2Community outcomes to which the activity contributes
Table 2: Community Outcomes to which the Roading Activity primarily contributes
Well-being / Community Outcome / Sub-Outcome / How Roading Contributes Towards The OutcomeSocial
Economic
Environmental
Cultural / A desirable place to live / Attractive, well designed villages that present a positive image encouraging people to live in and visit the area / By designing, constructing and maintaining the road network to industry standards and best practice
By designing, constructing and maintaining bridges, culverts and stormwater structures in a manner that minimises hazards.
By designing, constructing and maintaining appropriate warning, advisory and regulatory signs on the road network
A strong sense of community that gives people a sense of belonging and encourages them to take part in local activities, to support essential volunteer services, and to be involved in local consultation and decision making / Provision and maintenance of the roading network allowing people to access these activities
Opportunities in leisure, art and cultural activities
Effective planning for future development but ensuring
the preservation of local heritage and rural uniqueness / By planning, designing, constructing and maintaining the road network in a manner that considers future needs alongside those of existing users and residents.
By maintaining the roading asset in a manner that is sensitive to the diverse heritage of the District
Social / A healthy place to live / Essential infrastructure meets the needs of the District’s communities / By designing, constructing the road network to industry standards and best practice and maintaining it in a manner such that:
- the needs of future generations are considered alongside those of existing users and residents.
- safety is improved.
- appropriate warning, advisory and regulatory signs are provided on the road network
- dust-free surfaces are provided on roads where economically viable
By designing, constructing and maintaining bridges, culverts and stormwater structures in a manner that minimises hazards.
By designing, constructing and maintaining appropriate warning, advisory and regulatory signs on the road network
By maintaining close liaison with the tangata whenua on all known and potential matters of interest to them.
By maintaining and developing the roading assets in a manner that is sensitive to the diverse heritage of the District.
Economic / Thriving Local Economy / A transport network which supports the safe and efficient movement of people and goods / By designing, constructing and maintaining a reliable road network.
By designing, constructing and maintaining the road network in an affordable manner.
By designing, constructing and maintaining the road network to industry standards and best practice
By providing dust-free surfaces on roads where economically viable
By providing an efficient transportation system that limits exhaust emissions
All measures listed in this Activity Management Plan
Social
Economic
Cultural / Essential Infrastructure / A safe quality road infrastructure that is well maintained / By designing, constructing and maintaining the road network to industry standards and best practice
By providing dust-free surfaces on roads where economically viable
By planning, designing, constructing and maintaining the road network in a manner that considers future needs alongside those of existing users and residents.
By designing, constructing and maintaining the road network in a manner such that the full social and economic costs and benefits of projects are taken into consideration.
Environmental / Environmental Responsibility / Clean, healthy air quality / By providing an efficient transportation system that limits exhaust emissions
By providing efficient and appropriate stormwater collection, and basic treatment, systems in urban areas
Environmental safeguards and protection for natural assets balanced with property owner’s rights / By providing dust-free surfaces on roads where economically viable
By maintaining significant areas of native vegetation and areas of significant native vegetation in environmentally sensitive ways
By providing efficient and appropriate stormwater collection, and basic treatment, systems in urban areas
Clean and plentiful water in our rivers, lakes and streams / By installing and providing bridges and culverts in environmentally sensitive ways.
Provision and maintenance of a roading network that allows people to attend schools and other places of skills education
Social
Cultural / Skills and Education for Work and Life / By providing and maintaining a road network that provides for people and communities to travel to schools, community centres places of work and other locations where they can gain or enhance skills and improve their education.
1.1.3Public Concerns
Past customer surveys have shown that roads cause a high level of dissatisfaction compared to any other Council service. Footpaths are also cause for dissatisfaction with the predominant reasons stated was rough surface, poor road maintenance and condition and a lack of footpaths.
The methods used to address these concerns include:
A programme of seal extensions, safety improvements and road reconstruction
A significant ongoing programme to upgrade existing footpaths and construct new ones
A change to use of ‘hybrid’ type maintenance contracts to provide better value for money to the District
Funding and support for road safety education programmes
1.2Objective of RoadingActivity Management Plan
The objectives of this Activity Management Plan areto explain, clearly and succinctly, the Council’s strategic and management approach for roading, footpath and car parking assets and to ensure that the service the network provides and the costs of delivering these services represent value for money to the Council’s customers. This plan has been prepared in a manner that enables its programmes and forecasts to be transferred directly into the Long Term Council Community Plan.
Value for money is defined as:
Ensuring the level of service required by our customers is provided at the lowest long-term cost to the community”
This Activity Management Plan provides the support material for the Long Term Council Community Plan. It is intended to be a completerecord of the asset, the methods used to manage it, and the activities associated with it. This plan will be continuously updated via the various “supporting documents”.There is a separate supporting document for every key strategic and management aspect of the activity.
Each supporting document contains a summary of the strategic approach and management approaches to that particular issue. The strategic conclusions are then taken forward to the Management Plan itself, and the management issues into an ‘implementation and management improvement programme’ (see Appendix ‘V’).
The intention is that the Council can be satisfied that this plan will form a major part of its ability to satisfy the community, and the Council’s auditors,as to:
“the quality of the information and assumptions underlying the forecast information provided [in the consultation LTP];
and
the extent to which the forecast information and performance measures provide an appropriate framework for the meaningful assessment of the actual levels of service provision.”[2]
The Plan will be an important and useful management tool that will be kept updated on a continuous basis.
1.2.1Plan Objectives
Thisplan meets the following objectives:
Basis for Council Involvement — makes the rationale for the Council’s involvement in roading clear;
Evolutionary — builds on the existing situation and on the information that the Council already has, especially in its earlier Asset Management Plans;
Complete — All relevant information pertaining to current and future management of the asset is included in the Activity Management Plan. This ‘Activity Management Plan’ has been developed in this format to avoid the necessity for the Council to have to prepare a separate ‘Asset Management Plan’ for this activity. In this context, ‘asset management’ means:
“Systematic and co-ordinated activities and practices through which an organisation optimally manages its physical assets, and their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organisational strategic plan.”
The approach taken envisages all of the physical asset management matters, which would otherwise be addressed in a separate Asset Management Plan, being addressed together with explanations of how the Council intends to manage its human assets, information assets, intangible assets (reputation etc.), and financial assets, in order to achieve the stated organisational strategy.
Two key reference documents in this regard are:
The International Infrastructure Management Manual (New Zealand edition), published by the Association of Local Government Engineering New Zealand (Inc.) (INGENIUM); and
The draft ‘Specification for the Optimised Management of Physical Infrastructure Assets’, prepared by the British Institute of Asset Management.
Focus — the plan is outcomes and outputs focussed;
Legal Obligations— enables the Council to readily substantiate that it has met its legal obligations and enables it to satisfy all Audit and,The NZ Transport Agencyrequirements;
Strategic Approach — provides a clear statement for the elected representatives of the local strategic approach towards the provision of the particular service, and of the levels of that service that it is aiming to provide (i.e. a strategic plan) for the particular asset;
Transparency —
Produces an output that enables the public to easily and readily see and understand what the Council’s strategic and management approach to the activity is.
Will automatically result in there being a clear audit trail of the way that decisions have been made (and the reason(s) for the chosen option) – a necessary requirement now pursuant to Section 77 of the Local Government Act 2002.
Guidance — provides clear policy guidance of the Council’s expectations to managers and other staff;
Robust — provides clear evidence of the local authority having decided the District’s future direction, and its development programme, in a robust manner;
Continuing Improvement —
Is easily able to be kept continuously updated;
Is able to be gradually enhanced and developed, in stages, until the desired level of ‘advanced activity (asset) management planning’ is reached;
Produces an implementation and improvement plan for the Council’s managers, in a form that can be easily integrated with the Council’s overall controls for management of the particular activity;
Is not only able to be used by, but the method of its compilation encourages its use by, managers as a working document and prime management tool to aid continuous improvement throughout the year;
Compatibility — Avoids the necessity for the Council to do any further work (other than minor titivating) relating to this activity for the Long Term Council Community Plan (or Annual Plan). In other words, it is prepared and formatted in a way so that the information in it can be ‘dropped directly’ into the Long-term Council Community Plan;
Consistency —
is at all times consistent with all of the Council’s higher-level strategic and other plans, especially the District Plan, Strategic Plans, and Catchment Management Plans;
Is consistent with the Activity Management Plans for all other Council activities;;
Integration —
Expresses the forecast future capital costs in terms of ‘backlog / maintenance’ of existing levels of service, ‘increased levels of service’, and ‘growth in order to support the Council’s Development Contributions / Financial Contributions policy, as a routine step in the process;
Includes the Council’s Funding Policy for the Activity;
Avoids or eliminates the unnecessary duplication that would otherwise occur in a variety of areas;
When read by a newly appointed ‘Activity Manager’, will give that person a clear total picture of the whole situation relating to the activities that he/she is to have responsibility for;
Focus — as a result of the way in which it has been ‘put together’ and is required to be updated, forces stronger, more co-ordinated and focussed management of the activity, and greater accountability allowing the Council to focus less on the preparation of plans to meet statutory requirements, and more on more effective and efficient long-term management of the activity.
1.3Asset Management Level
In 2008/09, the Hurunui District Council commissioned Waugh Infrastructure Management to review its asset management practices with a view to determining the appropriate level of asset management for each of its activities. This review recommended that the appropriate level for Roading Asset management is Core Plus. The Council adopted this recommendation on27 November 2008 at an ordinary Council meeting.