2018-2028 INFRASTRUCTURE STRATEGY 2048 - Our District - Greater Christchurch Partnership
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INFRASTRUCTURE STRATEGY 2048 2018–2028 WAIMAKARIRI Our District MAKING WAIMAKARIRI A GREAT PLACE TO BE Waimakariri District Council | 180703073578 1
Infrastructure Strategy 2018-2048
1. Executive Summary The Council’s main focus for the next 30 years is on to occur predominantly in Rangiora, Woodend/Pegasus,
catering for growth, ensuring the renewal of assets and to the north and west of Kaiapoi. Commercial
Overview is supported by an appropriate funding strategy, and development is expected in the town centres of
The Waimakariri District, located to the north of that the Council is addressing increasing community Rangiora, Kaiapoi and Pegasus, along with new
Christchurch on the Canterbury Plains, has a population expectations of the standard of services provided. commercial areas developed in north Woodend and
of 59,200 with 99% of people living within a 30 Kaiapoi adjacent to State Highway 1.
minute drive from one another. More than 80% of the Planning for Growth
population is concentrated in the eastern part of the The areas proposed to grow have been identified
The population assumptions Council has used in the
District with its largest towns being Rangiora, Kaiapoi and planned for collaboratively in conjunction with
preparation of this Strategy are based on the Statistics
and Woodend/Pegasus. Oxford is the largest town in Environment Canterbury, Christchurch City, Selwyn
New Zealand projections with the medium/high variant
the western part of the District. District, Ngāi Tahu, the New Zealand Transport Agency
being assessed as the most appropriate scenario to
and the Canterbury District Health Board through the
base growth projections upon. The WDC medium/high
The District also has a large number of people living Greater Christchurch Partnership. This has helped
variant projects a population for the year 2028 of
on small holdings in the rural zone with approximately ensure there is a co-ordinated and equitable approach
74,500 and 97,000 people in 2048.
3,500 households living on lots of between 0.5 and to providing for growth, and has provided more
4 hectares. Many of these properties have their own Since the mid to late 1990s, the Council has signalled certainty to each local government council about their
sewerage system and some have their own water where the District should expand to cater for growth. infrastructure investment decisions.
supply systems. Waimakariri
Waimakariri District:
For the next thirty years residential growth is expected District: 2016
2016 -- 2048
2048 Projections
Projections
(low,
(low, medium,
medium, WDC
WDC medium/high
medium/high and
and high
high variants)
variants)
The District’s close proximity to Christchurch makes it Figure 1.1 WDC 2016-2048 120,000
120,000
an attractive location for those wanting to live near a Population Projection Scenarios
city but enjoy the country environment. 100,000
100,000
The Waimakariri District has been one of the fastest
population
Projectedpopulation
80,000
growing Districts in the country over the past thirty 80,000
years, more than doubling its population in that time.
60,000
Accordingly, the average age of its infrastructural 60,000
Projected
assets is relatively new. While wastewater systems
40,000
in the larger settlements were laid from the 40,000
1930’s onwards, the majority of the underground
20,000
infrastructure has been laid within with the last thirty 20,000
years. As a result, a significant increase in underground
0
infrastructure replacement is not forecast until about 0
2016 2018 2023 2028 2033 2038 2043 2048
2070, with a steady rise from then until the peak in 2016 2018 2023 2028 2033 2038 2043 2048
Year
Year
about 2120. Peak expenditure is forecast to be nearly
2.5 times current renewals expenditure. High
High
WDC medium/high
WDC medium/high
Medium
Medium
Low
Low
Waimakariri District Council | 180703073578 1
For Waimakariri District, confirming where growth Due to strong growth and the need to rebuild and Inquiry Stage 2 report recommends that standards
should occur, has given confidence for major strengthen community infrastructure following the are further increased and, while decisions have yet
infrastructure investment decisions. In the past 10 to 2010-2011 Canterbury earthquakes, the District is now to be made, the Council has provided a further $7.6
15 years two major infrastructure investment decisions very well served with community facilities. With three million in its 2018-28 LTP to provide ultra-violet
have exemplified this: major swimming pools all built, or rebuilt, within the treatment to all its drinking sources. Funding has
• The construction of the $36 million Eastern last 10 years, there are very good aquatic facilities to also been provided to enable chlorination of all water
Districts Sewerage Scheme that connects and serve the community. supplies, should that be mandated.
treats wastewater from nine eastern towns and Further, the $12 million Ruataniwha - Kaiapoi Civic Wastewater
communities and disposes of the effluent through Centre was completed in early 2015, the Rangiora
a 1.5 kilometre long ocean outfall discharge. The The Council has a resource consent to discharge
Town Hall strengthened and extended in 2015 for $11
Eastern Districts Sewerage Scheme not only has million and the Oxford Library rebuilt and extended in effluent from its Eastern District Sewerage Scheme
capacity for future growth, but has also improved 2017 for $2.6 million, providing good capacity for their ocean outfall to mid-2039. This IS assumes that
the environment by replacing discharges to lowland catchments over the next 30 years. when the consent for this discharge expires it will be
rivers and streams or disposal onto land renewed with similar conditions, as well as those for
The Council has strengthened almost every community the land-based discharges for the Oxford, Fernside and
• A $16 million major upgrade of the Rangiora water building to at least 67% of the current earthquake
supply which includes a new deep artesian water Loburn Lea schemes, unless development activity sees
building code. As a result, the Council’s community the latter two schemes amalgamated into the Eastern
source and in-ground infrastructure that should facilities have been upgraded to a good standard for
provide sufficient capacity for a doubling in the size Districts Sewerage Scheme. Other than providing
the foreseeable needs of the community. additional treatment capacity within the Scheme to
of Rangiora’s population.
cater for growth, the IS has not made any provision
Co-ordinated Greater Christchurch growth planning has Changing Government Priorities, Legislative
Environment and Community Expectations for increased levels of treatment to effluent, although
also supported the New Zealand Transport Agency’s consideration of this will occur in the lead-up to the
construction of the recently completed Western Belfast The increase in expectations about the standard
consent renewal.
By-pass motorway and the under-construction Northern to which services are provided has accelerated in
Arterial which is due for completion in 2020, ensuring recent years. National standards and National Policy Fresh Water Management
the District remains well connected to Christchurch for Statements require both national drinking water The National Policy Statement for Fresh Water
the duration of this Infrastructure Strategy (IS). standards to be met, as well as higher standards for Management and associated Land and Water Regional
stormwater and sewage treatment and disposal.
A programme of work is also underway and will be Plan requires the Council to upgrade its stormwater
completed within the next 10 years to increase the Drinking Water discharge in respect of its urban stormwater systems.
capacity of the District’s arterial roads to cater for the In respect of meeting national drinking water Essentially, the National Policy Statement is requiring
increasing volume of traffic connecting to the State standards, over the past 10 years the Council has all urban stormwater discharges to be treated before
Highway network. completed a programme of work that has seen the entering any waterway. This has major implications for
majority of upgrades completed or programmed. Of the Council as all its urban stormwater discharges flow
The Council’s commitment over the past decade to
the remaining three, Oxford Rural No. 1 Scheme is
major investment in infrastructure to cater for growth into streams and rivers. While more recently developed
expected to be compliant during the 2018/19 financial
means that for the next thirty years the backbone areas of the District have appropriate stormwater
year, and the Poyntz’s Road and Garrymere Schemes
of the major infrastructure is in place. Future work treatment and retention ponds in place, all of the areas
during the 2019/20 financial year.
therefore focuses on ‘plugging-in’ new growth areas to developed before about 2000 will be subject to
the existing systems. However, the Havelock North Drinking Water Supply new standards.
2 Infrastructure Strategy 2048 | 180703073578
The Council is working with other councils trying to community concerns about the effects of the 2014 and 2011 earthquakes. Much of the Council’s recovery
assess the impact of the National Policy Statement flood event the Council allocated $20 million towards spend has been invested into improving the resilience
and the Land and Water Regional Plan and how the flood mitigation works across the District and of its assets and strengthening buildings to
requirements can be given effect to in a cost-effective implementation of these works is well advanced. higher standards.
manner. It will take a number of years to develop Detailed flood modelling is also being undertaken to
help inform where future development should occur and Risk assessments have identified that a major
appropriate policies and practical treatment solutions
what the potential effects of large flood events are. earthquake, either an Alpine Fault rupture or a major
and will involve working extensively with mana whenua.
local earthquake, would generate the greatest damage
The Council has an excellent relationship with Ngāi
Tūāhuriri Runanga and will work very closely with the Planning for Natural Hazards and Climate Change to the Council’s assets. There is a 30% probability of a
Runanga to develop acceptable solutions. While the gently-sloping Canterbury Plains make magnitude 8.0 Alpine Fault rupture occurring within the
infrastructure provision less challenging than in next 50 years. In the context of the Council’s LTP and IS
The IS anticipates that meeting the appropriate other parts of the country, the District is susceptible this is relevant.
standards and responses to national policy will be to flooding and tsunami in lower lying areas and to
developed over the next 10 years, and a further $21.4 The Council has developed and adopted a Risk
the threat from an alpine fault rupture or a local Assessment and Financing Strategy to assess the
million (in 2018 dollars) has been provided in the earthquake, especially in liquefaction-prone areas
Strategy between 2025 and 2036 to start implementing financial effects of major natural disasters, based on the
along the Canterbury coastline. expected worst-case scenario of a major earthquake.
some of the physical works required to improve the
quality of stormwater discharges from existing urban The Council’s engineering practices ensure all new
The Council estimates the loss or damage to Council
areas. Unless practical environmental solutions are and replaced assets are built to standards that take
assets, along with the costs to recover from a major
developed at an affordable cost, potentially up to $100 account of known risk factors and are designed for
earthquake, to be about $210 million. The Council
million may need to be spent over time to meet these resilience. Examples include:
will rely on several funding sources to recover from a
higher standards. The Council will continue to work • Adopting resilient infrastructure standards including major earthquake; namely continuing Crown and NZTA
closely with its partners on finding affordable solutions. the use of ductile materials funding support, as well as having prudent insurance
The Council is also responding to increased community • Identifying critical components and links in the arrangements in place. The Council will also incur a
expectations that lowland stream environments are networks and prioritising their renewal and ensuring, share of the cost.
improved and groundwater will be protected. The Council where possible, the system has redundancy built-in
Any Council share of the recovery costs would need
is working with Environment Canterbury through a joint so that it can continue operating even if part of the
to be funded by borrowing as, in the short to medium
committee that includes community representatives, as system is damaged
term, the Council does not anticipate having any
part of the Canterbury Water Management Strategy. • Building key facilities on sound or improved ground significant cash or investment assets available to
The joint committee is developing standards and a • Having sufficient generators in place to supply key realise and contribute to a recovery. Accordingly, the
programme of work to improve the efficient use of water infrastructure in the event of prolonged Council has resolved to provide borrowing ‘headroom’
and land management practices that will, over time, power outages. in its LTP to cater for an event. The desired outcome is
improve the quality of lowland stream and groundwater that after the borrowing ‘headroom’ has been allowed
resources. In 2018 a plan will be prepared that outlines The 2010/2011 Canterbury earthquake series for, the Council will still live within its Treasury and
the proposed initiatives. provided a good insight into the damaging effects Borrowing Policy limits.
of earthquakes, and the Council now has a good
Flood Protection understanding of how its assets will perform in a major The Risk Assessment and Financing Strategy considers
The District, located predominantly on flood plain, earthquake event. The Council expects it will ultimately the unlikely, but possible, scenario where because
is subject to significant flood events. Following spend over $139 million recovering from the 2010 of another major natural disaster in the country, or
Waimakariri District Council | 180703073578 3
insurance region, insurance cover may not be in place District’s environment and also the practices adopted renewals can be funded without any significant loans
when a major event occurs that seriously impacts the by the Council in its operations. needing to be raised for this work.
District. If there was a major earthquake elsewhere,
The Council proposes developing a sustainability Infrastructure renewal work is usually co-ordinated with
before an event impacted this District and insurance
strategy in 2018/19 and establishing base-line other works occurring in the same road corridor to limit
cover was lost, the Council’s share of recovery costs
information to assess and improve performance. disruption. This may mean bringing some pipe renewals
would be about $104 million.
forward but also some assets may not be replaced
The Council has provided $84 million of ‘headroom’ Renewal of Assets and Increased Levels of for up to 5 to 10 years after they are scheduled to be,
in its borrowing policy, and, in doing so, will need to Service over the next 30 Years provided the condition of the assets is such that they
undertake a prioritisation process for recovery. This The Council has modelled its infrastructure and are still functioning adequately.
would mean that the Council would restore the vast developed a renewal programme that stretches over Expenditure increasing the level of services for 3 Water
majority of its infrastructure assets and all its highest
the next 150 years. The renewal profile and funding assets arises predominantly from changing government
priority community facilities, such as town halls,
strategies have been developed simultaneously to priorities, increasing legislative requirements and
libraries and aquatic facilities, but that the repair of
ensure planned asset renewal and its funding is community expectations, as outlined earlier in this
some lower priority assets would be subject to an
carefully considered. The following summarises the Executive Summary.
assessment of the funds available, desired levels of
service, and the District’s future needs. asset renewals and service improvements planned
Roading and Town Centres
over the next thirty years.
Climate Change The Skew Bridge that crosses the Cust Main Drain
3 Waters Assets near West Kaiapoi is programmed for a $7 million
The effects of climate change are likely to impact sea
The average age of the Council’s underground network upgrade and realignment in 2019/20 to 2020//21,
levels, ground water levels, rainfall and temperatures
infrastructure is relatively young with wastewater, and the IS anticipates that the Old Waimakarirri
within the District, among other things.
water and stormwater main reticulation assets having Bridge will need renewal in about 2045 with the
The Council is factoring the effects of climate change average ages of 23, 20 and 17 years respectively. Council’s share of that being about $10 million.
into infrastructure sizing, particularly new stormwater Other significant bridges in the District will not need
pipes to take account of intense rainfall events. The The programme of renewals shows that some replacing in the next 30 years.
Council is also undertaking flood modelling factoring earthenware sewer pipes laid in the 1930s and some
The Council’s other major roading improvements relate
in potential sea-level rises of about one metre. Future asbestos cement water pipes laid between 1950 and
to improvements to the arterial links from the west of
work will include modelling and understanding the 1970 are reaching the end of their useful lives, but
Rangiora and Southbrook to the State Highway and
impacts of increasing groundwater levels due to sea- the rate at which they are required to be replaced is
Kaiapoi via Fernside and Flaxton Roads.
level rise. not likely to place a burden on the District.
The Council recognises that it needs to continually
The models are helping guide where further For the next 50 years there is not expected to be invest in roads, cycleways, pedestrian and amenity
development should occur and what level building a significant change to the current expenditure of areas within the town centres. In this IS the Council
platforms should be set to. The results will be reflected around $4.7 million per annum expenditure on renewals. has also provided a further $10 million (in 2018
in future District Plan rules.
Between 2070 and 2120 expenditure on renewals dollars) in 2035 for further improvements as required,
Embedding Sustainability into Decision Making $6 million for the further provision of car-parking in
of existing infrastructure will rise quite sharply. The
the Rangiora town centre, and $4 million for park and
In 2012 the Council developed a draft Sustainability planned steady funding regime over the next 50
ride facilities.
Policy. However, the Council needs to make more years will see sufficient funds collected from rates,
progress in considering the sustainability of the through depreciation funding, to ensure these future
4 Infrastructure Strategy 2048 | 180703073578
Recreation, Green Space and have its heating and ventilation systems upgraded expenditure. This is on average between $25 million
Community Facilities and additional space is needed to accommodate an and $35 million per annum.
There are no proposals for the major renewal of any additional 30-40 people over the next 10 years. A
Renewal expenditure over the 30 year period averages
community facilities in the next 30 years because of provision of $3.99 million has been included in the approximately $10 million per annum in total (in 2018 $)
the major enhancement and earthquake strengthening 2018-28 LTP to enable this work to be carried out. and will be funded from accumulated depreciation reserves
work undertaken following the 2010/11 earthquakes,
The Council also leases commercial office space to and NZTA roading subsidies.
combined with the fact that most other major
community facilities are less than 20 years old. accommodate about 50 to 60 staff and that space The balance of capital expenditure will be funded by
is available until 2029. By about 2025 the Council development contributions, where it is growth-related,
The main change in levels of service being considered
will need to decide whether it wishes to extend and the remainder by way of loans and rates.
is the provision of the Multi-Use Sports Facility that
its current Council offices or continue to lease
covers over 6,000 m2 and includes 4 indoor courts Keeping it Affordable
with the potential to add 2 more in the future. There commercial office space. For the purposes of this IS
is also a preference to incorporate centralised space an $18 million provision has been included in 2029 The Council has developed the Financial Strategy (FS)
for a fitness gym along with associated exercise for the extension of current Council offices, although as part of the development of its LTP 2018-28. This
classes, sports administration, sports coaches, a decision on what option is best would not need to reflects the directions contained in the LTP and IS
meeting and conference space for local clubs and be made until nearer 2025. and models the financial effects on the Council and
community groups. The facility incorporates spectator the District.
seating around the perimeter of the indoor court 30 Year Capital Expenditure Forecast
The FS is aimed at responding to the needs of the
spaces as well as retractable seating for around 500 Figure 1.2 shows that over the next 30 years the Council community in an affordable way, while funding long
people. The LTP 2018-28 includes a provision of expects to spend between $50 and $55 million for the term projects in a way that future generations who
$27.85 million in years 2018-20 for the facility to be first 2 years. This includes the Multi-Use Sports Facility. benefit, pay their share. As the District’s population
built in Coldstream Road, Rangiora.
Later years have a relatively consistent level of capital grows,
Combined the demands
Infrastructure Forecastfor increased levels of service
- Capital
The Council has provided for an extension to the (inflation adjusted)
Rangiora Library to cater for growth with the proposed Figure 1.2 2018 to 2048 70
extension expanding the Library’s area from 1,415 m2 Capital Forecast for
60
to 2,615 m2 at a cost of $7.2 million in 2025. A new Combined Assets (excluding
Library and community facility is also planned for the earthquake repairs) 50
Woodend/Pegasus area in 2027/28 at an estimated (Inflation Adjusted)
cost of $4.8 million. 40
Millions
The Council has invested in artificial surfaces for sports 30
practices and playing surfaces at Kendall Park and a
hockey turf at Coldstream Road. Given the development 20
of hockey turfs in Greater Christchurch no other artificial
10
playing surfaces are planned in the next 10 years.
The other significant community infrastructure issue 0
2028/29 to
2033/34 to
2038/39 to
2043/44 to
2018/19
2019/20
2020/21
2021/22
2022/23
2023/24
2024/25
2025/26
2026/27
2027/28
2047/2048
2032/33
2037/38
2042/43
that this IS considers is the need for more Council
office space. The Rangiora Service Centre needs to Water Sewerage Stormwater Roads Solid Waste Greenspace Property
Waimakariri District Council | 180703073578 5
grow, as do the requirements of national standards. earned) and this means funds will be available when Table 2.1 Strategy Layout
These cost drivers are a constant pressure on increases assets are due for renewal.
LGA 2002
in rates. Strategy Section as amended
Conclusion (Section 101B)
In addition, an ageing population means there is an
The Council’s IS has been developed based on the best 1 Provides a summary of the key issues (1) and 2(a)
increasing proportion of ratepayers who are on fixed
incomes, placing greater pressure on the affordability information available to it and any assumptions are addressed within the document
of annual rates increases. based on what it reasonably considers could occur over 2 Identifies the purpose of the Strategy and 6(a) and 6(b)
the next 30 years. Undoubtedly, the actual outcomes the core infrastructure included within it
The key components of the Council’s strategic direction will vary to those contained within this IS as better 3 Provides context by describing the District
are to: information comes to hand. and the Council, and illustrating the linkage
between strategic documents
• Reinstate the Council’s community assets to pre-
The Council will continue to monitor and review the 4 3(b) to 3(e)
earthquake condition Identifies the external factors influencing the
information available to it and will refine and update its Council’s IS management approach including
• Restrict operating expenditure movements to the IS every three years to reflect any significant changes. demographic changes, changing government
rate of Local Government Cost Inflation, excluding priorities and legislation, community
expectations, natural hazards and climate
catering for population growth and improved levels 2. Introduction change and sustainability
of service This is the Waimakariri District Council’s second IS. It 5 Describes the core infrastructure provided 3(a) to 3(e), 6(a)
• Maintain debt within policy limits, while has been prepared from the Council’s suite of Activity by the Council, its current performance and 6(b)
maintaining ‘headroom’ for significant natural and community response to this, the way
Management Plans, which were presented to Council in
identified risks are managed, proposed levels
disasters long term December 2017 and are to be adopted in June 2018. It of expenditure for renewals and capital
forms part of the 2018 – 2028 Long Term Plan. works, and strategic issues and priorities
• Maintain the current prudent financial management
while still providing high quality levels of service for 6 Describes the Council’s 30 year management 3(a) to 3(c) and
The issues discussed reflect the current planning strategy 4(b)
both current and future generations.
environment and the Council’s and community priorities
7 Identifies significant issues and the response 2(a) and 2(b),
Funding Depreciation across the District. options to these, and documents benefits, 4(b) and 4(c)
assumptions, cost, timing and funding source
Because the peak of asset renewals occur later in The financial forecasts are estimates and the reliability
8 Identifies the costs associated with the 4(a)
the 21st Century, the Council’s policy for funding of the forecasts decreases beyond 10 years and actions proposed and the way these will
depreciation means it can comfortably fund renewals towards the 30 year planning horizon. be managed
from accumulated depreciation funds.
2.1. Strategy Layout 2.2. Purpose
The Council’s policy is to ring-fence funding
of depreciation into separate accounts so that The Strategy document sections and corresponding Section 101B of the Local Government Act 2002
the funds can only be applied to the renewal LGA Amendment Act 2014 sections are shown in became law on 8 August 2014 via section 36 of the
of infrastructure. Table 2.1. Local Government Act 2002 Amendment Act 2014.
Section 101B – Infrastructure Strategy states:
The Council has based the level of funding required
on modelling that assumes the Council is able to (1) A local authority must, as part of its LTP, prepare
continue to invest funds at a rate greater than and adopt an IS for a period of at least 30
inflation (without having to pay taxation on interest consecutive financial years.
6 Infrastructure Strategy 2048 | 180703073578
The stated purpose of the IS is to; Major river flood control works and assets located 3. Context
within the District are managed by Environment
(A) Identify significant infrastructure issues for the Canterbury. The Council owns and manages localised 3.1. Waimakariri District
local authority over the period covered by the stormwater mitigation assets. The Waimakariri District lies to the north of the
strategy; and Waimakariri River and covers some 225,000
(B) Identify the principal options for managing those The Waimakariri District Council’s core infrastructure hectares, extending from Pegasus Bay in the east
issues and the implications of those options. assets are shown in Table 2.2. to the Puketeraki Range in the west. It is bounded
Section (6) defines infrastructure assets as including: Table 2.2 Waimakariri District infrastructure assets to the north by Hurunui District. The major urban
areas are Rangiora and Kaiapoi, which are located
a. existing or proposed assets to be used to provide Asset Description
Replacement % of Net Book within commuting distance of Christchurch City.
services by or on behalf of the local authority in Value total Value
Smaller towns exist at Woodend, Oxford and Pegasus
relation to the following groups of activities: Water Water extraction, $142.6M 9.6% $143M
supply treatment and and there are beach settlements at Waikuku Beach,
i. water supply: distribution Woodend Beach and The Pines Beach and Kairaki.
ii. sewerage and the treatment and disposal Wastewater Wastewater $236.6M 15.9% $236.6M Despite rapid population growth, Waimakariri has
of sewage: collection, retained its rural/small town character with just
treatment and
over one-third of ratepayers living in rural areas and
iii. stormwater drainage: discharge
rural villages located at Cust, Sefton, Ohoka, Ashley,
iv. flood protection and control works: Stormwater Stormwater $90.6M 6.1% $90.6M
Mandeville and Tuahiwi.
drainage collection and
v. the provision of roads and footpaths; and discharge
A large portion of the Waimakariri District has fertile
b. any other assets that the local authority, in its Roads and Transport related $938.6M 63.1% $752M
footpaths infrastructure flat land, or highly productive rolling downs. Much of
discretion, wishes to include in the Strategy. such as roads, the land to the east of Rangiora is reclaimed swamp,
footpaths
2.3. Waimakariri District Core roading drainage,
which is still subject to poor drainage and occasional
Infrastructural Assets streetlights and flooding. The District’s western landscape is hilly and
signs, and bridges dominated by Mt Oxford, Mt Richardson, Mt Thomas
In addition to the mandatory requirements, the
Waimakariri District Council IS includes those activities *excludes land and Mt Grey.
under roads
that involve the provision of either a significant It is anticipated that dairying will continue to play a
Solid waste Collection, $5.3M 0.3% $4M
number of infrastructure assets, such as the Green transfer and significant role in the District’s economy, although
Space activity, or a few very significant assets such disposal of growth in dairying may be slower than in recent years.
as the Solid Waste and Property, Library and Aquatic household and
business waste
Facilities activities. Without these inclusions the IS Waimakariri has been one of the fastest growing
Recreation Green space $72M 4.8% $57.7M
would be incomplete in its reflection of the Council’s and community
Districts in New Zealand during most of the past
asset-based activities because the Green Space and buildings 30 years. This growth was due to a consistently
Aquatics activities are currently a significant area of (including aquatic high rate of residential construction, stimulated by
centres, libraries
maintenance and operating expenditure, and some of and Council in-migration from Christchurch and further afield.
the key infrastructure issues facing the Council relate to service centres) Unprecedented levels of house building occurred
the Solid Waste activity. The Council also considers it to TOTAL $1,485.9M 100% $1,284.2M in the 2013 calendar year, peaking at 1,278 new
be a valuable exercise for the strategic planning of these dwelling consents, due in part to the loss of housing
discretionary activity areas to be extended to a 30 year * The replacement and net book values shown above for all of the asset in the District because of red zoning and in part to
groups is at 30 June 2017. These figures exclude land value.
time frame. the impact of the earthquakes on Christchurch.
Waimakariri District Council | 180703073578 7
The District is expected to remain one of the top 3.3 Linkage with Other Documents
growth areas in the country even though consents Figure 3.1 Infrastructure Strategy linkages
started to ease back in the 2014 calendar year. with other documents
Current growth (2015 - 2017) is tracking at 660 new
dwelling consents per annum and is still above the
long run average of 400 per annum.
Waimakariri District Council
3.2 The Council Community Outcome Statements
The Waimakariri District Council was established
in 1989 as a territorial authority and replaced Annual
Consultation Document LTP Annual Plan
three former territorial authorities. Part of the Report
Hurunui County area also came within the Council’s
jurisdiction due to boundary adjustments. The
District is divided into three electoral wards Legislation Financial Strategy
represented by a mayor, ten Councillors and four
Community Boards. National Strategies
& Policies
The Canterbury Earthquakes have had a significant Regional Strategies Infrastructure Activity Management
impact on the population and functioning of some & Plans Strategy Plans
communities within the District, particularly Kaiapoi,
The Pines Beach and Kairaki, and the Rangiora and Bylaws
Kaiapoi town centres. Infrastructure repair and Specific Council
development, carried out under the umbrella of the District Plan Policies
Council’s Earthquake Recovery Programme, has been District
a key focus of Council business since 2010, however Development Operational Plans
Strategy
much of this work has now been completed. Council Strategic
Service Delivery
Plans & Policies
In its role as Local Authority, the Waimakariri District
Asset Management
Trim: 141212137625
Council will comply with any relevant New Zealand Policy
legislation. The Council’s vision and community Performance Quarterly Reports
outcomes are strategic statements that guide its Monitoring
Asset Management
decision-making in implementing the 2018-28 Long Procedural Guide
Term Plan and 30 Year Infrastructure Strategy. The
community outcomes are recorded in the 2018-28
Long Term Plan document.
The Council’s purpose is:
To make Waimakariri a great place to be, in partnership
with our communities.
8 Infrastructure Strategy 2048 | 1807030735784. Challenges & Emerging Issues to consider as part of the growth management and Table 4.1 2017 to 2048 population projections
The task of building, operating and maintaining infrastructure strategies, these being Statistics NZ
infrastructure assets in an affordable manner is medium and WDC medium/high scenarios. Waimakariri District Projected Population 2017 - 2048
Waimakariri District: 2016 - 2048 Projections
influenced by external factors; the most significant Figure Waimakariri
4.1
(low,WDC District: 2016
2016-2048
medium, WDC
- 2048 Projections
Population
medium/high and
30 June 30 June Forecast 30 June Forecast
of these being population growth, community (low, medium, WDC medium/high and 2017 2028 population 2048 population
Projection Scenarioshigh variants)
high variants) Stats NZ projection increase to projection increase to
expectations for service, the legislative environment estimate 2028 2048
the Council operates within and mitigation of 120,000
120,000
natural hazards, climate change and environmental WDC 59,200 74,500 15,300 97,000 37,800
100,000
100,000 medium/
Projected population
degradation. Emerging technologies may have more of
Projected population
high
an impact in the future, particularly with regard 80,000
80,000 variant
to roading. 60,000
Stats NZ 59,200 71,500 12,300 86,200 27,000
60,000 medium
variant
4.1. Providing Appropriately for Growth 40,000
40,000
The District’s rate of development and associated 20,000
20,000 The Council acknowledges changes in geopolitical
population growth affects the demand for landscapes and national migration policies may affect
0 0
infrastructure and services. Within the next 20 years 2016 2018 2023 2028 2033 2038 2043 2048 these growth estimates. Statistics New Zealand
2016 2018 2023 2028 2033 2038 2043 2048
demographic changes, such as the aging of the requires users to cite they have produced their
Year
Year
population, will also be likely to have a significant projections according to a set of agreed assumptions
influence on the services provided. High
High WDC medium/high
WDC medium/high Medium
Medium LowLow
and advise that extending the projections beyond 2031
Projected Population Growth may result in the population becoming unrealistically
Scenarios (Source: Statistics New Zealand and WDC high or low by 2048. The Council intends to closely
In just over 30 years the District’s population has more scenario projections. All data is for the five years ended
than doubled, from 25,811 in 1986 to approximately monitor its medium/high variant projections and revise
30 June. The projections have as a base the estimated these accordingly.
59,200 in 2017. Council has reviewed the population resident population of the area at 30 June 2017.)
projections prepared by Statistics NZ in conjunction Population Distribution
with recent and reasonably foreseeable growth based The population assumptions Council has used in the
preparation of this Strategy are based on the WDC Since the mid to late 1990s, the Council has signalled
on development activity. This review tested what could
happen if the level of building consents continued at medium/high variant. The WDC medium/high variant where the District should expand to cater for growth.
approximately 450 per annum, decreasing over time projects a population for the year 2028 of 74,500 and In the past 20 years most growth has occurred in
to 350 to reflect demographic trends; steady internal/ 2048 of 97,000 people. Rangiora, Kaiapoi and Woodend and with the building
international migration; and a net decrease in natural of the new town Pegasus. Recent land use changes
Table 4.1 shows the forecast increase in population include considerable rural residential development, an
population (deaths exceeding births) which is forecast
for the Waimakariri District comparing the Statistics increase in the number of small holdings in the rural
to occur between 2043 to 2048. This modelling
NZ medium and the WDC medium/high variants from zone and increased dairying across the District.
resulted in the WDC medium/high variant.
2017 to 2048. The WDC variant shows a forecasted
Due to uncertainty with population projections and the increase of 15,300 people over the 10 years of the Planning has established infrastructure boundaries
assumptions that Stats NZ use, it was thought prudent LTP and 37,800 for the thirty year period covered by around the main towns, as shown in figure 4.2, which
to use two scenarios to create lower and upper bounds the IS. has effect until 2028.
Waimakariri District Council | 180703073578 9Commercial growth is centred in Southbrook with During 2016/17 the Council embarked on a District Figure 4.3 Distribution by town of projected
about another 70 hectares of zoned land yet to be Plan Review and District Development Strategy. The population increase
developed. Other commercial development is expected District Plan review replaces the rolling review that has
in the town centres of Rangiora, Kaiapoi and Pegasus been ongoing since the first generation District Plan
along with new commercial areas developed in north was made operative in 2005.
Woodend and Kaiapoi adjacent to State Highway 1.
This is also depicted in figure 4.2. The ‘Our District, Our Future - Waimakariri 2048,
District Development Strategy’ provides a spatial Woodend/Pegasus
The priority areas within the boundary may be seen framework to guide the anticipated growth in the +53.84%
as the first to be ‘filled up’ but not all land within this District over the next 30 years, and was formally Rangiora 2018: est 5,600
2048: est 12,100
boundary is easily serviceable and/or of market appeal consulted on from mid-June to mid-July 2017. A Oxford +38.97%
2018: est 18,300
and other areas may be more likely to develop summary of submissions and hearings for those +37.72%
2048: est 30,100
2018: est 2,300
before these. wishing to speak to their submission was heard by 2048: est 3,700
a Council hearing panel during August 2017. A final Kaiapoi
The priority areas are shown in the District Plan. These, Strategy was adopted by Council in April 2018. Small Towns +29.90%
together with existing zoned undeveloped land, provide Rural & Beach 2018: est 10,600
+29.25% Settlements 2048: est 15,100
sufficient capacity to provide for the anticipated Directions signalled in this Strategy were underpinned
2018: est 24,100 +35.87%
population increase over the 30 year planning period. by environmental and cultural constraints and 2048: est 34,100 2018: est 1,200
opportunities, community feedback, expert advice, and 2048: est 1,900
Figure 4.2 Priority areas for residential growth background reports.
The Strategy confirmed that residential growth Demographic Changes
is expected to continue to occur predominantly in
Figure 4.4 provides a broad indication of the pattern
Rangiora, Woodend/Pegasus, and to the north and west
of age group change that has occurred recently and
of Kaiapoi over the next 30 years. The proximity of
can be anticipated. The impact of population aging can
the District to Christchurch City suggests that demand
be seen by the level of proportionate growth among
for some form of large block residential properties is
older age groups. There is a projected increase in the
likely to continue. The District Development Strategy
percentage of people living in the District by 2028
considered ways to best meet that demand and
aged 65 years and over by StatsNZ (24%) and WDC
identified a need to better manage small holdings.
Scenario (24.5%). The median age is also projected to
Figure 4.3 shows the projected population increase increase from 42 years in 2013 to 44 years in 2028.
for the District to 30 June 2048 divided into the areas By 2048, StatsNZ project that approximately 30% of
where growth is anticipated. Infrastructure planning people in the District will be aged 65 years and over.
to accommodate future growth of the towns has been
Legend
Infrastructure Boundary
based on these projections.
Existing Urban Boundary
Greenfield Priority Areas
Residential
Business
10 Infrastructure Strategy 2048 | 180703073578Figure 4.4 Demographics of 100,000 At a district level Council has developed structure
projected population increase 90,000 plans for most of the key development areas predicted
(Source: Statistics New Zealand 2017) 80,000 around the existing towns. Council’s current position is
70,000 that it has a significant amount of core infrastructure
60,000 in place to allow for growth.
Population
50,000
This previous investment in core infrastructure means
40,000
that for the next 30 years the ‘backbone’ of the major
30,000
infrastructure is in place and the only work now
20,000
required is to ‘plug-in’ new growth areas to the
10,000
existing systems.
-
2013 2018 2023 2028 2033 2038 2043 2048
Year
Summary of Council’s Response
0-14 years 15-29 years 30-49 years 50-69 years 70+ years
Issue Council’s Response
Figure 4.5 shows the distinctive characteristics of the The projected data shows the (possible) aging of Predicting level and Adopting a corporate growth prediction (WDC
Waimakariri population at the time of the 2013 Census people in the 40–59 age groups from 2013 through distribution of growth median/high variant)
for infrastructure
and the projected (WDC Scenario) population in 2028 to 2028 and 2048. The biggest change expected in planning Developing a District Development Strategy
and 2048. The higher proportion of young children household family type projections is an increase in two that signals directions for growth over the
next 30 years
(0-14 years) is illustrated and the lower proportion of and one person households.
people in the 20–39 age groups. Modelling key 3 water’s infrastructure
The Council’s adopted demographic profiles for age networks to ensure sufficient capacity
structure and household characteristics have been is available
Waimakariri District: Age structure
Figure 4.5
2013Profile of age
Census and structure
WDC Scenarios 2028 and 2048
generally accurate over the last 20 years. These will Assessments of community demand for
(percentage of total population) continue to be monitored and assessed and planning community facilities and greenspaces to
project future requirements
20% 10% 0% 10% 20% for levels of service adjusted accordingly.
85 years and over Meeting peak Programmed work for providing additional
80-84 years Council’s Response to Growth demands for wells and storage reservoirs
75-79 years water supply
70-74 years Over the past decade Council has invested heavily
65-69 years Ensuring capacity of Extensions of treatment ponds in Rangiora
in both strategic planning and constructing core the Eastern District and Woodend completed in 2018 to provide
60-64 years
55-59 years infrastructure assets to cater for the significant growth Sewerage Scheme to additional treatment capacity
50-54 years the District has experienced. provide for population
Programme of other treatment capacity
45-49 years growth until end of
40-44 years consent and beyond upgrades is in place to cater for further growth
35-39 years
A lot of its ‘macro’ planning has been undertaken in
30-34 years conjunction with other councils in greater Christchurch. Catering for increased Proposing in the 2018-28 LTP additional
25-29 Years volumes of solid waste kerbside collection services to minimise waste
20-24 years
This has helped ensure there is a co-ordinated and
going to the landfill
15-19 years equitable approach to providing for growth and has
0-14 years Expansion, including additional land purchase,
provided more certainty to each council about their
planned for Southbrook Resource Recovery Park
2013 2028 2048 infrastructure investment decisions.
Waimakariri District Council | 180703073578 11Summary of Council’s Response to flooding and tsunami in lower lying areas and to
Issue Council’s Response
the threat from an alpine fault rupture or a local
Providing indoor court Proposing in the 2018-28 LTP to provide a Issue Council’s Response earthquake, especially in liquefaction-prone areas
space to cater for new Multi-Use Sports Facility to be built at along the Canterbury coastline.
increased population Coldstream Road, Rangiora Achieving NZ Accelerating water supply upgrade programmes
and changes in Drinking Water to ensure full compliance with the current
sporting demand
Risk assessments have identified that a major
Standards standards by 2019/20
earthquake, either an Alpine Fault rupture or a major
Providing sufficient Sufficient available land to build sports Increasing Making provision in the 2018-28 LTP for Ultra
sports grounds grounds to meet demand for the next 30 standards are Violet treatment for all drinking
local earthquake, would generate the greatest damage
years. Grounds will be developed as likely following the water supplies to the Council’s assets. There is a 30% probability of an
demand requires Havelock North 8.0 magnitude Alpine Fault rupture occurring within the
Drinking Water
Increasing community Proposing in the 2018-28 LTP to extend
Supply Inquiry next 50 years. In the context of the Council’s Long Term
facilities to match the Rangiora Library, and build a library/ Plan (LTP) and IS this is relevant.
population projections community meeting space in Overflows from the Implementing a programme of works in
Woodend/Pegasus wastewater network Rangiora, Kaiapoi and Oxford to reduce the
in wet weather likelihood of overflows in wet weather There are legislative requirements under the Resource
Reducing traffic Completing the programme upgrades Management Act 1991 and the Local Government
events
congestion in/out from State Highway 1 via West Kaiapoi to
south Rangiora Skewbridge, Flaxton, and Fernside Roads Meeting Land Working collaboratively with Canterbury Act 2002 for territorial authorities to have particular
Water Regional Plan Councils to develop affordable and viable regard to the effects of climate change, providing
Protecting land to enable a new eastern requirements for solutions to meet the Plan’s requirements
arterial in Rangiora urban stormwater
good-quality public services that are appropriate
Shortfall in Council Leased office space in the short term discharge standards Preparing global stormwater discharge consents to anticipated future circumstances and adopting a
for each urban area
office space by 2025 precautionary approach.
Exploring options to provide sufficient space,
A programme of significant upgrades to existing
including extending the Rangiora Service
stormwater discharges to achieve compliance is Environment Canterbury’s paper ‘Canterbury’s Weather
Centre in the longer term (from 2029/30)
provided for in this IS and Climate’ highlights that the following climate
4.2 Changing Government Priorities, Legislative Expectations that Working in partnership with ECan and the changes are expected for Canterbury:
lowland stream community to develop Canterbury Water
Environment and Community Expectations environments and Management Plans to help improve water Coastal changes - sea level rise and associated
Higher regulatory standards arising from new national groundwater will efficiency and environmental sustainability
ground water rises, increased frequency and intensity
be protected and
standards and regional plans have resulted in the need enhanced Programme of works proposed to enhance the of storm surges and wave impacts, and changes in the
to upgrade infrastructure, particularly in terms of water Kaiapoi and Cam River catchments
dominant direction of waves.
supply and stormwater discharges. Expectations that Extensive flood modelling work completed
higher standards of to identify at-risk areas and influence where Temperature - increased temperatures, particularly
The current levels of service that Council provides flood protection will growth should occur
during winter, fewer frost days, increased frequency
be provided in high
for its infrastructure assets are also being put under rainfall events and intensity of heat waves, and extended periods of
pressure by increasing community expectations for an drought on the Canterbury Plains.
increase in the level of provision. 4.3 Planning for Natural Hazards
and Climate Change Rainfall, flooding and snow - more intense rain
In some cases the Council will need to engage with falling less frequently, more frequent very heavy
specific communities to ascertain the acceptable While the gently-sloping Canterbury Plains make rainfall events, significant decreases in seasonal snows,
balance between providing a higher level of service and infrastructure provision less challenging than in increased flows in the large alpine-fed rivers such as
the cost of doing so. other parts of the country, the District is susceptible the Waimakariri River and more severe winter flooding
12 Infrastructure Strategy 2048 | 180703073578events, particularly in these rivers. Less rain will fall in • Management of human consumption of resources –
Issue Council’s Response
the east affecting groundwater recharge and foothills- this approach is largely based on information gained
fed rivers such as the Ashley-Rakahuri River. Planning for the Developing comprehensive flooding modelling from economics.
impact of climate to assess potential flood impacts and where
Winds – increased frequency of extreme winds in change further land development should occur
Issue Council’s Response
winter and dry westerly winds and greater frequency Building in allowances for climate change
and intensity of storms. effects to current flood modelling and new Improving Developing a sustainability strategy in 2018/19
stormwater networks the Council’s
sustainability Establishing base-line information to assess
Issue Council’s Response Allowing for the implications of sea level and improve performance
rise and changing weather patterns in asset
Increasing the Adopting resilient infrastructure standards management planning
resilience of Council including the use of ductile materials 5. Core Infrastructure
infrastructure to Making appropriate District Plan provisions in
natural disasters Identifying critical components and links in relation to known active faults, flooding and 5.1. 3 Waters Introduction
the networks and prioritising their renewal sea level rise
and building in redundancy so that it can
Asset Systems
continue operating even if part of the system
4.4. Moving Towards a Sustainable Future The Council’s asset management systems for recording
is damaged and analysing Council assets are under development.
In 2012 the Council developed a draft All assets are recorded in the corporate Asset
Building key facilities on sound or
improved ground Sustainability Policy. Management System (AMS) noting details of address,
Having sufficient generators in place to supply Sustainability is defined as the capacity to endure. In replacement costs, asset age, materials, condition and
key infrastructure in the event of prolonged ecology, the word describes how biological systems other relevant data as provided. Where appropriate
power outages
remain diverse and productive over time. Long-lived relevant assets are also recorded in Council’s
Maintaining financial Developed a Risk Assessment and Financing
and healthy forests or wetlands in their natural Geographical Information System (GIS). Planned
capacity to recover Strategy to estimate the financial impact of implementation of as yet unused modules within the
from a major natural a major natural disaster and determine how condition are examples of sustainable biological
AMS system that Council uses are expected to improve
disaster recovery can be funded systems that are capable of retaining their natural
Council’s ability to analyse asset data.
Maintaining comprehensive insurance condition without human intervention.
arrangements Asset Condition and Performance
For humans, sustainability is the potential for long-term
Providing financial ‘headroom’ in the Council’s maintenance of wellbeing which has environmental, Currently WDC asset lives are assumed to be the
borrowing policy so that the Council can fund same as industry standard theoretical lives (Ref.
recovery, even in the unlikely event insurance is economic and social dimensions. Healthy ecosystems
not available, and still live within and natural environments provide vital goods and NZ Infrastructure Asset Valuation and Depreciation
borrowing limits services to the community. However, people use natural Guidelines, Edition 2.0 2006), although some
adjustments are made based on local experience.
resources to sustain life which impacts on the condition
Further modifications to base lives will be made
of the natural environment.
as more information on the behaviour of local pipes
There are two major ways of reducing human impact is collected.
and enhancing ecosystem services.
Data confidence, as assessed under the methodology in
• Environmental management – this approach is the International Infrastructure Management Manual,
based on information gained from science that varies by asset type but this is not considered to
informs decisions about protection and conservation present high levels of risk, as the majority of 3 Waters
of the natural environment. assets are reasonably young.
Waimakariri District Council | 180703073578 13Managing Risk and Increasing Resilience Pipes with a high criticality rating are assigned Linked to the renewals model is a funding model,
A range of different types of risk assessments have different risk profiles than lower criticality pipes. In and used together they provide a view of the annual
been carried out for 3 Waters assets. practice this means that highly critical pipes will budget necessary to ensure that long term funding for
be planned for replacement before the end of their future asset replacement is available. Figure 5.1 shows
For water supply and wastewater assets, the theoretical life, while less critical pipe assets will be that view for the combined water supply, wastewater,
vulnerability assessments and criticality assessments left in place for some time beyond their theoretical drainage and stockwater assets, over the expected
provide input data to the renewals programme. life. It is expected that over the years, as more data is lifecycle of the majority of those assets of 150 years.
Renewals are therefore prioritised so that assets are gathered on the actual life of different pipes classes The value of stockwater assets is so small compared to
replaced in accordance with highest risk and criticality. and the surrounding ground conditions they exist in, the other three assets types the only effect is a slight
Following from this it is expected that all pipes at risk this process will become increasingly accurate at thickening of the top blue line.
from earthquake in liquefiable ground will have been optimising pipe renewals.
replaced by 2030. The vertical bars show the expected annual renewals
The model delivers to Asset Managers a prioritised expenditure through to 2166. There is a sharp rise in
The Disaster Resilience Assessment considers the risk list of candidates for pipe renewals for consideration. overall expenditure commencing in about 2070 through
to above ground assets from a broad range of potential Budgets are then developed factoring in any to a peak in about 2120. This reflects that most of the
natural disasters. Funding has been allocated in the operational benefits of renewal, and consideration of below ground assets in the District have been built
2018-2028 LTP to enable an improvement programme co-ordination with other works that may be planned in over a relatively short space of time, and will therefore
of work to be initiated, based on recommendations the same corridor, to limit disruption. reach the end of their lives over a similarly short
from the assessment. 150 Year 3 Waters Renewals Model (No Adjustment for Inflation)
Figure 5.1 150 $12.0 $140
Renewals
Millions
Millions
year replacement
The average age of the Council’s 3 Waters underground cost forecast for 3 $120
infrastructure is young with wastewater, water and Waters (in 2018$) $10.0
stormwater reticulation mains having average ages
of 23, 20 and 17 years respectively. Consequently, for $100
$8.0
the next 50 years, no significant increase in renewals
Annual Expenditure
& Annual Funding
expenditure is expected for the major underground
Renewals Fund
(Accumulated)
$80
assets of wastewater, water and stormwater. $6.0
From 2011 Council has started developing and utilising $60
a risk-based programme to inform renewal investment
$4.0
decisions. The risk-based models incorporate the $40
following criteria to establish a relative likelihood and
consequence of failure: $2.0
$20
• Condition rating (includes CCTV survey data)
• Burst and blockage history $0.0 $-
2022
2018
2026
2030
2034
2038
2042
2046
2050
2054
2058
2062
2066
2070
2074
2078
2082
2086
2090
2094
2098
2102
2106
2110
2114
2118
2122
2126
2130
2134
2138
2142
2146
2150
2154
2158
2162
2166
• Seismic vulnerability to liquefaction
Wastewater Annual Expenditure Drainage Annual Expenditure Water Supply Annual Expenditure
• Asset criticality. Stockwater Annual Expenditure 3Waters Total Renewals Fund 3Waters Total Annual Funding
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