“how catchment management can be delivered...
TRANSCRIPT
“HOW CATCHMENT MANAGEMENT CAN BE
DELIVERED FOR THE ONE AUCKLAND WATERSHEDS TO MEET HIGH
EXPECTATIONS”
Presenter Damian Young‐
Morphum Environmental ltd Co Author Jan Heijs‐
Auckland Council
Format for Today•
Welcome
•
Introduction (The Auckland Setting/Context)
•
Integrated catchment management planning (Common gaps/issues)
•
Business process, tools and resources (data life‐cycle management, HR)
•
Multi‐department and Organisational Collaboration (examples)
•
Conclusions
Understand the DriversFragmentation
Practitioners and there challengesBaby and the bath water.
Look Back Going Forwards !
Paper Development
Setting‐ Auckland•
Auckland Region extends Wellsford to Pukekohe in
the South.•
It is made up of 7 Districts.
•
Includes the largest City in New Zealand. •
Drains to 3 major harbours.
•
1.37 million people with a projected 1.77 million by 2026.
•
Coastal City with hundreds of catchments, drain to estuaries and two different ocean bodies.
•
Logistical and technical challenge !
ICMP‐ Context•
In AK local Councils (with guidance and support
from the ARC), are responsible to prepare ICMP. •
Define how a watershed and its cumulative parts
should be managed and controlled. •
Since their inception in 2004, considerable
discussion about the objectives and outcomes of ICMP.
•
Each geographic area has their individual community, political and environmental nuances.
General requirements of ICMP’s
are:•Catchment delineation, characterisation
and land
use planning.•Receiving environments.•Hydrological and hydraulic requirements.•Contaminant management.•Best Practicable Options Analysis.•Management Recommendations/Works
Programmes.
ICMP‐ Context
ICMP‐ Context•
Some greenfields
and developing, some
brownfields, with developed urban areas, reticulated water and stormwater.
•
Many catchments drain to high energy coastal systems and others to low energy receiving
environments. •
Despite these differences ICMP’s
are expected
to deliver a level of certainty, direction and information to the numerous stakeholders.
•
This is central in many ways to how we plan for the future.
Deconstructing to Reconstruct a
“One Auckland”•
Institutional capacity, community expectation
and business practices of the individual Councils, are critical factors in the production
of consistent planning outputs. •
True planning integration is a demanding
discipline that must focus on more than calculations, designs or plans that are
generated. •
Plans are notoriously static as documents (and
shouldn’t be) and are legendarily difficult to execute.
•
City managers and planners faced with a demanding task.
•
The correct tools and business processes will underpin expected benefits of
amalgamation. •
Institutional capacity, tools and business
practices needed for the Auckland Council and the Council Controlled Organisations
(CCO’s).
Deconstructing to reconstruct a
“One Auckland”
Change of Governance
•
The ratio of in‐source vs
outsource does differ across the region. No clear trend
•
Overall consultancy services are extensively used.•
Plans are generally prepared using existing
Council data. •
Consequently Consultants have to prepare plans
without key information, sets limiting the scope and quality of delivery.
•
Data flow between outside parties and Council is by and large poor with little consistency for either party.
Who Prepares ICMP
•
Greenfields ICMP (planning and modelling
focused) tends to result in clearer outputs and are simpler in
terms of data flow.•
Brownfields
issues and options are very difficult to
scope (local knowledge critical). •
ICMP’s
to date are by and large a desktop exercise.
Issues often arise when recommendations for improvement cause problems related to:
–
Acceptance (community, stakeholders).–
Costs and feasibility.
–
Ease of Consenting.–
Not being up to date.
–
Scope change and lack of ownership.
Who Prepares ICMP
MORE THAN PIPES AND
FLOODING
Business Process, Tools and Resources•
Data life‐cycle management –
from cradle to
grave.•
Advantages of knowing the why and how of data
collection. •
Asset inspection, validation and survey.
•
Human resources.•
Data champions.
•
Key liaison staff and sleepers.•
Quality assurance.
Business Process, Tools and Resources
The Data Life‐Cycle Management (DLCM) is the process of managing the phases in
which data moves through an organization.
The different phases include how the organisation collects, stores, processes and
disseminates key data.
Business Process, Tools and Resources
DATA LIFE-CYCLE MANAGEMENT – FROM CRADLE TO GRAVE
Advantages of knowing the why and how of data collection
The teams, groups and individuals within Council that manage the data flow,
structure and functionality are often organizationally remote from the parties
who use the information.
Business Process, Tools and Resources
Data Champions•
A data champion is; ‘an individual within a team or group
who has sufficient technical abilities in the area of data management and analysis to communicate and advocate for
the efficient use of data’. •
Information collected or generated needs be utilised, stored
or used to improve business processes.•
Mandate to cross organisational structure. In particular be
able to work across departments and CCO’s.•
Passionate about data and developing new efficient
processes and working through any issues of non‐ cooperation that arise between parties.
Business Process, Tools and Resources
Key Liaison Staff and SleepersIn the world of espionage a sleeper agent is a
spy
who is placed in a target country or organization, not to undertake an
immediate mission, but rather to act as a potential asset if activated.
Business Process, Tools and Resources
Quality AssuranceQuality assurance of models, survey, and
management options is often not undertaken by Council.
The feedback from a robust review of planning deliverables can be extremely
useful for consulting resources.
Technical Destitution !!!
Business Process, Tools and Resources
Informing Landuse Planning Processes•Catchment planning can and should provide
important information into landuse planning processes.
•The Long Bay Structure Plan‐
modelling and stream data vital. Involved planners,
wastewater/stormwater.•Pukekohe South ICMP‐
stimulus for district plan
landuse changes. Supported and by the involvement of Council planners in a collaborative
exercise (sediment control and aquifer recharge).
Collaboration‐
Outcomes
Collaboration‐
OutcomesOverland Flow Paths, Transport and Consents•
The obstruction of OLFP is frequent and
substantial. (Slab‐on‐ground development).•
Careful design & construction of roads, berms and
vehicle crossings is key.•
Wastewater Network infiltration and overflow
reduction strategies.•
Prevention during consenting processes.
•
SW/WW Operations and Planning. •
Environmental Compliance and Consents.
•
Transport and Parks.
Stream Management and Asset Survey•
Multiple purposes beyond just ICMP (WMP, NC,
AMP, LTCCP).•
Asset Management.
•
WCC Project Twin Streams (priority and direction for mitigation).
•
The stream and asset survey, undertaken in Waitakere, required for ICMP is designed to be
integrated into the corporate information management system (Hansen) with photos and
data links.
Collaboration‐
Outcomes
Community restoration focused around collective goals
Contaminant Management, Asset Data and Consents
•GIS based contaminant model developed for ICMP.
•Existing non‐spatial datasets.•Asset Data Management Team.•Corporate GIS.•ARC TP10 Complaints for consents.
Collaboration‐
Outcomes
ConclusionsCOLLABORATION AND INTEGRATION•
Multi‐department and organizational
collaboration essential. •
Collaboration is often a secondary project
priority to delivery. •
Targets or KPI for collaboration QA.
•
ICMP managers support the need for collaboration and means to achieve it.
•
Council Collaboration Tool (CCT) which would be a central portal for all CCO’s and
Auckland Council.
ConclusionDATA MANAGEMENT•
Data flow important.
•
Fit for purpose (rules / procedures).•
Data Life‐Cycle Management (DLCM) procedures.
•
Data Champions.
GIS RESOURCES•
A single platform GIS system.
•
All planned projects shown to all users as required in a GIS based platform including services
available to all users is required. •
Information about Parks, Pipes and People viewed
by all CCO’s.
Conclusion
HUMAN RESOURCES•
Investment and retention of human
resources is vital. •
Training and tools to provide robust
sounding board for external resources. •
In house knowledge and ownership is
critical to; reduce costs, improve efficiency and to implement recommendations.
Acknowledgments
•
Grant Ockleston ‐
Auckland City
•
Claudia Helberg ‐
Auckland Regional Council
•
Claire Feeney ‐
Environment and Business Group
•
Godfrey White ‐
Franklin District Council
•
Barry Carter
‐
North Shore City Council•
Micheal Lindgreen
‐
Metrowater
•
Kim Buchanan ‐
Rodney District Council
•
Helen Chin
‐
Waitakere City Council
Questions
Asset Inspection, Validation and SurveyAsset validation and inspection should be
undertaken as part of catchment investigation existing asset information,
generally held in council GIS/Asset management system, is incomplete and
unreliable.
Business Process, Tools and Resources
Business Process, Tools and Resources
Stream and Asset Surveys look at:•
Entire Length of Streams
•
Ecology
•
Engineering Structures
•
Wetlands
•
Fish Survey
•
Stream Mouths
•
Significant Features
Identifying potential to:•Improve Stream Channels
•Improve Water Quality
•Improve Instream
Values
•Improve Asset Management
Multi‐department and Organisational Collaboration
•Single platform GIS system e.g. Consenting Teams having full access to environmental datasets.
•Procedures for the capture, maintenance and analysis of data.
•Planned projects shown to all users as required in a GIS based platform.
•Issues and opportunities within a catchment shown as GIS layers and updatable to selected users.
•Structured organizational process that provides for procedural changes to be initiated from findings and experience of Council Departments including CCO’s.
•Capital works projects to include a collaboration with other departments that is documented and is KPI based.
Business Process, Tools and Resources