Alexandrina Council Infrastructure & Asset Management Plan ... · Draft - Infrastructure and Asset...

Alexandrina Council

Infrastructure & Asset Management Plan 2016-25

C O N N E C T I N G C O M M U N I T I E S

This Infrastructure and Asset Management Plan was produced by Alexandrina Council to comply with Section 122 (1a) (b) of the Local Government Act 1999 (2007 consolidation).

The templates developed for the Local Government Association of South Australia through IPWEA NAMS Plus, were adopted, with some minor modification, to compile the initial Plan adopted in January 2009.

In September 2012 CT Management Group Consultants were engaged to review and update Version 1.1 of the Plan as Version 2.0.

The plan has been updated by Council in December 2015 line with the latest asset management systems and long term financial plans as Version 3.0.

Draft Version 3.4

April 2016

Draft - Infrastructure and Asset Management Plan 2016-25 Alexandrina Council Part 1, General Statements 1 - i

Document Control

Document ID : PART 1 GENERAL V3.4 APRIL 2016.DOC

Version No.

Date Revision Details Author Reviewer Approver

Advanced Draft

November 2008 Advanced Draft issued as ‘IAMP Part 1, General Statements'

PW

V 1.0 November 2008 Audit Committee review PW

V 1.1 January 2009 For Council approval PW

V 2.0 September 2012 Audit Committee review CT/JEH

V 2.0 October For Council approval and Public Consultation

CT/JEH

V2.0 November 2012 For adoption by Council

V3.0 December 2015 Audit Committee review

V3.1 December 2015 For Council approval and Public Consultation

V3.3 January 2016 Minor updates and corrections SS

V3.4 April 2016 Budget updates SS

CT Management Group P/L PO Box 1374 GEELONG VIC 3220 Phone: (03) 5221-2566 Email: [email protected] Web: www.ctman.com.au Project Author: Jim Henshelwood, Senior Associate

Draft - Infrastructure and Asset Management Plan 2016-25 Alexandrina Council Part 1, General Statements 1 - ii

CONTENTS

ABBREVIATIONS iv GLOSSARY v

1 EXECUTIVE SUMMARY __________________________________________________________ 10 1.1 Infrastructure and Asset Management Plan 10 1.2 Lifecycle Costs & Expenditure Summary 10 1.3 General Planning Objectives 12 1.4 Key Asset Assumptions and Data Limitations 12 1.5 Performance Measures 13 1.6 IAMP Refinement Program 13

2 INTRODUCTION ________________________________________________________________ 14 2.1 Background 14

2.1.1 Purpose of the Plan 14 2.1.2 Strategic Planning Linkages 14 2.1.3 Key Stakeholders 15 2.1.4 Organisation Structure 16 2.1.5 Infrastructure & Assets Included in the Plan 17

2.2 Goals and Objectives of Asset Management 17 2.2.1 Council’s Vision & Mission Statements 18 2.2.2 Relevant Strategic Plan Goals, Strategies and Planning Principles 19

2.3 Plan Framework 23 2.4 Core and Advanced Asset Management 24

3 LEVELS OF SERVICE ____________________________________________________________ 26 3.1 Customer Research and Expectations 27 3.2 Legislative and Other Requirements 27 3.3 Current Levels of Service 29 3.4 Desired Levels of Service 29

4 FUTURE DEMAND _______________________________________________________________ 30 4.1 Population Growth 30

4.1.1 Allotment Creation and Asset Yield 31 4.1.2 Demand Factors – Trends and Impacts 31

4.2 Climate Change 31 4.3 Legislative Change 32 4.4 Changes in Technology 32 4.5 Demand Management Plan 32 4.6 New Assets from Growth 32

4.6.1 Assumptions Used in Projected Asset Growth 32 4.6.2 Contributed Assets 33 4.6.3 Constructed Assets 33

5 LIFECYCLE MANAGEMENT PLAN _________________________________________________ 34 5.1 Background Data 34

5.1.1 Physical Parameters 34 5.1.2 Asset Capacity and Performance 35 5.1.3 Asset Condition & Rating Methods 35

5.2 Risk Management Plan 36 5.2.1 Risk Management Framework 36 5.2.2 Risk Assessment 37 5.2.3 Inspections 37 5.2.4 Responses to Customer/Reactive Requests 37

5.3 Routine Maintenance Plan 38 5.3.1 Maintenance Arrangements 38 5.3.2 Standards and Specifications 38

5.4 Renewal / Replacement Plan 38 5.4.1 Renewal Standards 38 5.4.2 Renewal Strategy 38

Draft - Infrastructure and Asset Management Plan 2016-25 Alexandrina Council Part 1, General Statements 1 - iii

5.5 Creation / Expansion / Upgrade Plan 39 5.5.1 Standards and Specifications 40

5.6 Disposal Plan 40

6 FINANCIAL SUMMARY ___________________________________________________________ 41 6.1 Financial Statements and Projections 41

6.1.1 Financial Expenditure Projections 41 6.1.2 Sustainability of Service Delivery 42

6.2 Funding Strategy 44 6.3 Valuation Forecasts 44 6.4 Key Assumptions Made in Financial Forecasts 44

7 ASSET MANAGEMENT PRACTICES ________________________________________________ 45 7.1 Accounting / Financial Systems 45 7.2 Asset Information Systems 45 7.3 Information Flow Requirements and Processes 45 7.4 Standards and Guidelines 47 7.5 Data Confidence Level 47

8 PLAN IMPROVEMENT AND MONITORING ___________________________________________ 48 8.1 Performance Measures 48 8.2 Improvement Plan 48 8.3 Monitoring and Review Procedures 49

9 REFERENCES __________________________________________________________________ 50

10 APPENDICES ___________________________________________________________________ 51

APPENDIX A Condition Rating Table

APPENDIX B 10-Year Capital Expenditure Programs

APPENDIX C 10-Year Operations & Maintenance Expenditure Programs

APPENDIX D 10-Year Operations, Maintenance & Capital Expenditure Summary TABLES

Table 2.1: Assets Covered by the IAMP – Overview 17 Table 2.2 Relevant Strategic Plan Statements 20 Table 3.1: Legislative and Other Requirements 27 Table 4.1: Community Growth Projections 30 Table 5.1: Condition Rating for Asset Groups 35 Table 6.1: Disparity between Projected Renewal Costs and Planned Expenditure 42 Table 7.1: Materiality Levels for Capitalisation 45 Table 7.2: Process Reference Documents 47 Table 7.3: Data Confidence Levels 47 Table 8.1: Improvement Plan 48

FIGURES

Figure 2.1: Strategic Management Framework 14 Figure 2.2: Strategic Planning Linkages 15 Figure 2.3: IAM Planning Framework 25 Figure 3.1: Levels of Service Concept Diagram 26 Figure 5.1: Risk Management Overview 36 Figure 6.1: Planned Operating and Capital Expenditure –Summary All Groups 41 Figure 6.2: Planned Maintenance and Capital Expenditure –Summary All Groups 41 Figure 6.3: Projected Annual Renewal Costs against the Planned LTFP Funding 43 Figure 7.1: Asset Planning, Recording and Implementation Process 46

Draft - Infrastructure and Asset Management Plan 2016-25 Alexandrina Council Part 1, General Statements 1 - iv

ABBREVIATIONS

A&IM Assets and Infrastructure Manager

AAAC Average annual asset consumption

AAS Australian Accounting Standards

AC Asset GIS Co-ordinator

AIS Asset Information System

ASR Aquifer storage and recovery

BAC Built Assets Co-ordinator

CE Chief Executive

CRC Current replacement cost

CWMS Community Wastewater Management Scheme

DA Depreciable amount

DCE Deputy Chief Executive

DDA Disability Discrimination Act

DN Diameter Nominal – the nominal internal diameter of a circular pipe

DRC Depreciated replacement cost

DPTI Department for Planning, Transport and Infrastructure

EIS Engineering and Infrastructure Services (Department)

EPA Environment Protection Act

GMES General Manager - Engineering Services

GMIPD General Manager - Infrastructure Planning and Design

GMED General Manager – Environment & Development

GMCCS General Manager – Corporate & Community Services

GMOD

GMACT

General Manager – Organisational Development

General Manager – Arts, Culture & Tourism

IAMP Infrastructure and Asset Management Plan

IM Infrastructure Manager

IIMM International Infrastructure Management Manual

IRMP Infrastructure Risk Management Plan

LGA Local Government Association of South Australia

LTFP Council Long-Term Financial Plan

MMS Maintenance Management System

OM Operations Manager

RM Risk Manager

RV Residual value

veh / d Vehicles per day

WSUD Water-sensitive urban design

Draft - Infrastructure and Asset Management Plan 2016-25 Alexandrina Council Part 1, General Statements 1 - v

GLOSSARY Acquired Asset New or renewed asset purchased by Council or constructed by a Contractor or Council workforce, using Council-managed funds. Active (Competitive) Recreation Physically demanding, and generally organised, activities requiring specialised surfaces and facilities to cater for participants and spectators.

Asset Condition Assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset Consumption A measure for financial reporting purposes, of loss of service occurring with an asset (group), determined as the Annual Depreciation Allocation divided by the Current Replacement Cost (qv), expressed as a percentage.

Asset Hierarchy A framework in which components of an asset base are allocated appropriate classifications, determined by asset functionality or type.

The hierarchy classifications are:

Category - the highest level at which assets are grouped according to function, and being the title of each of the suite of IAMP Parts.

Class *- the overall asset type, eg KERB

Element - sub-classification of Class, eg SEMI-MOUNTABLE KERB

Asset (Individual) item or segment to which a unique identifier has been assigned, eg KERB & GUTTER, NORTH SIDE, JONES STREET, Brown Street to White Street, ID 9999.

Component - an individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

*Referred to as ‘sub-category’ in LGA on-line financial templates.

Asset Management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Asset Renewal Rate (Refer Rate of Annual Asset Renewal).

Asset Upgrade / Expansion Rate A measure, for financial reporting purposes, determined as the Upgrade / Expansion expense divided by the Depreciable Amount (qv), expressed as a percentage.

Assets Infrastructure, property and other assets with benefits expected to last more than 12 months.

Future economic benefits controlled by Council as a result of past transactions or other past events.

Bridge A structure, conveying a road over a waterway generally, and having a length of 6m or greater, measured along its centreline or that of the road carriageway.

Brownfield Asset Values Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs.

Building Enclosed roofed structure, of floor area 10 m2 or greater, containing facilities pertinent to temporary or permanent occupation, or designed to permit the storage of items associated with an adjoining building use.

(Capital) Expansion Expenditure Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases Council’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or sewerage treatment and effluent drainage system network, the provision of an oval or park in a new suburb for new residents.

Capital Expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and / or upgrade expenditures, the total project cost needs to be allocated accordingly.

(Capital) New Expenditure Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

(Capital) Renewal Expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, eg. replacing a material section of a drainage network

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements 1 - vi

with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and / or upgrade expenditures, the total project cost needs to be allocated accordingly.

(Capital) Upgrade Expenditure Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and / or upgrade expenditures, the total project cost needs to be allocated accordingly.

Community Wastewater Management Scheme (CWMS) Gravity drainage (qv), pumping systems, treatment installations and disposal / re-use facilities provided to manage wastewater (qv).

Contributed Asset Asset handed over to Council's care and control free of cost, usually as part of land division development.

Cost of an Asset The amount of cash or cash equivalents paid, or the fair value of the consideration given, to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

Cost / Value Projections Forecast amounts expressed in current dollars, as at the date (year) of document issue.

Creation / Acquisition / Upgrade (‘New works’, ‘Expansion’) The creation of a new asset that did not previously exist, or works that upgrade or improve an existing asset beyond its existing capacity or original design level of service. They may result from growth, social or environmental needs and may be acquired at no cost (donated) through land developments.

Current Replacement Cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current Replacement Cost ‘As New’ (CRC) The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with

an as new or similar asset expressed in current dollar values.

Cyclepath / Cycleway Paved and / or sealed portion of land, separate from a road (qv) or footpath (qv), intended to be used primarily by cyclists. It includes cyclepaths or cycleways within a road reserve and on other Council land associated with a building or recreation use.

Cyclic Maintenance Replacement of higher value components / sub-components of assets that is undertaken on a regular cycle, eg building roof and replacement of air conditioning equipment. This work generally falls below the capital / maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable Amount The cost of an asset, or other amount substituted for its cost, less its residual value.

Depreciated Replacement Cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

Depreciation / Amortisation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Disparity The difference between projected costs (qv) and planned expenditure (qv) ; that is, the difference between the amounts that should be spent to maintain levels of service (qv) and the amounts that the community is willing , and has the capacity, to pay. A positive disparity signifies a surplus and a negative disparity, a shortfall.

Disposal (of Asset) Any activity associated with the disposal of a decommissioned asset, including sale, demolition and relocation.

Donated Asset See Contributed Asset.

Economic Life See useful life definition.

Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital spending.

Facultative Lagoon Shallow, open, man-made pond or basin, in which further treatment of effluent occurs.

Fair Value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements 1 - vii

Footpath Paved and / or sealed portion of land, intended to be used primarily by pedestrians and small-wheeled vehicles. It includes walkways and footpaths within a road reserve and on other Council land associated with a building or recreation use.

Gravity Drain Pipe, up to and including DN 150 mm, conveying wastewater under gravity flow conditions.

Gravity Drainage Network of pipes and chambers to enable wastewater (qv) to be received from properties and conveyed, without pumping, to a centralised location for further treatment and disposal or re-use.

Gravity Main Pipe, greater than DN 150 mm, conveying wastewater under gravity flow conditions.

Greenfield Asset Values Asset (re)valuation values based on the cost to initially acquire the asset.

Hash (#) The inclusion of this symbol in any table indicates that the data are not available. This should only occur in early versions of the core IAMP and be rectified when the document is reviewed.

Improvement Plan A program of actions designed to improve the content and implementation of an IAMP.

Infrastructure and Asset Management Plan A Plan for the management of infrastructure and other long-lived assets over the lifecycle of those assets, such that specified and agreed levels of service are maintained in the most cost-effective manner.

Infrastructure Assets Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, eg. sewerage treatment and effluent drainage systems, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets. The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Kerb Edge restraint feature, usually concrete, at the edges of, or on, a constructed and sealed carriageway to convey property and road stormwater runoff and control vehicle movements. This asset class includes ‘median kerb’ (at traffic islands and medians), pram ramps and gutter crossings to properties.

Level of Service The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost.

Lifecycle Cost The life cycle cost (LCC) is the average cost to provide the service over the longest asset lifecycle. It is, represented by the depreciation expense. The Lifecycle Cost does not indicate the funds required to provide the service in a particular year.

Lifecycle Expenditure The Lifecycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Lifecycle Expenditure may be compared to Lifecycle Cost to give an initial indicator of lifecycle sustainability.

Maintenance and Renewal Sustainability Index Ratio of estimated budget expenditure to projected costs for maintenance and renewal of assets over a defined time (eg, 10 or 20 years).

Maintenance Expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

Major Culvert An individual section of stormwater drain of a length approximating the road formation width, conveying a road over a waterway, catering for flows from a predominately rural catchment and not falling within the definition of a Bridge (qv). The waterway area of the culvert will be 0.64m2 or greater (being that of a DN 900 mm pipe, or rectangular or other section of equivalent cross-sectional area). A series of smaller pipes or multi-cell culverts at the one location with a total waterway cross-sectional area of 0.64m2 is defined as a 'major culvert' also.

Materiality An item is material if its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern Equivalent Asset A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non-Capitalised Asset Item that provides a benefit to the community, generally of an amenity value, which is maintained and renewed over a relatively short lifecycle, but not capitalised, depreciated or (re) valued eg, garden bed plantings.

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements 1 - viii

Open Space Hierarchy Framework (under development) for allocating maintenance and upgrade expenditure to assets, based on the importance of the land and facilities to the local or wider public. A proposed open space hierarchy comprises:

Regional District Neighbourhood (or Township)

Local Conservation

Open Space Maintenance Hierarchy Level of asset maintenance, related to usage patterns and extent of facilities and largely aligning with the proposed Open Space Hierarchy. (qv)

Class A High-use area with high exposure to the general public.

Class B Medium use area with high to medium exposure to the general public.

Class C Low-use area with medium to low exposure to the general public.

Class D Very low-use area with low exposure to the general public.

Other Council land not leased or identified as Reserve

Operating Expenditure Recurrent expenditure, which is continuously required excluding maintenance and depreciation, eg power, fuel, staff, plant equipment, on-costs and overheads.

Passive Recreation Offers restorative and pleasurable human benefits, requires minimal user facilities and results in low environmental impact.

Pavement Structural layers below the road surfacing, comprising imported or modified materials and the underlying natural soils, designed to transmit forces from vehicular traffic to the underlying road foundation. (Not to be confused with the common (British) use in denoting a footpath).

Planned Expenditure Anticipated levels of expenditure, taking into account Council's and the community's ability to pay and expenditure patterns in other areas of Council's long-term financial plan. Planned expenditure 'smooths out' the yearly peaks and troughs of projected costs (qv).

Planned Maintenance Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure / breakdown criteria / experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Projected Costs Annual accumulated costs, computed over the reporting period (10 years for the IAMP) from renewal cycles and operations and maintenance expenses for individual assets. The corresponding planned expenditure (qv) should, ideally, sum to the same amount over the total reporting period.

Rate of Annual Asset Consumption A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC / DA). Depreciation may be used for AAAC.

Rate of Annual Asset Renewal A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure / DA).

Rate of Annual Asset Upgrade A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade / expansion expenditure / DA).

Reactive Maintenance Unplanned repair work carried out in response to service requests and management / supervisory directions.

Recurrent Expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operating and maintenance expenditure.

Rehabilitation See renewal expenditure definition above.

Remaining Life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

Renewal See renewal expenditure definition above.

Residual Value The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Risk Management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Road Paved and / or sealed portion of land, intended to be used primarily by motor vehicles. It includes carriageways and parking bays within a road reserve and access roads and carparks on other Council land, associated with a building or recreation use.

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements 1 - ix

Road Hierarchy Framework for allocating components of an asset base to appropriate classifications based on asset functionality or type. The hierarchy, as adopted April 2006, is:

Rural Distributor Rural Collector Rural Local Rural Access Tracks

Urban Distributor Urban Collector

Urban Local Urban Access Tracks

Urban collector roads may include on- or off-carriageway parking. Urban local roads may include on-carriageway parking.

In addition, the unsealed road hierarchy (adopted in September 2013) included rural minor and unformed roads.

Routine Maintenance The regular ongoing work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.

Service Potential The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service Potential Remaining A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset’s potential to provide services that are still available for use in providing services (DRC / DA).

Shared Path Paved and / or sealed portion of land, separate from a road (qv) or footpath (qv) intended to be used jointly by pedestrians and cyclists. Shared paths are generally located on land other than a road reserve containing a road or footpath.

Stormwater Management Includes all control and treatment activities required to manage stormwater runoff without adverse impact to surrounding areas or receiving waters.

Strategic Management Plan (Community Strategic Plan) Documents Council objectives for a specified period (3-5 years), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Council’s objectives and activities.

Sustainability Index Measure of the degree to which the current levels of service provided by asset classes will be sustained by maintenance and renewal expenditure. The index is derived by dividing the planned expenditure over a given period by the projected cost of the assets over the same period, expressed as a percentage. An index greater than 100 indicates that (average) expenditure exceeds costs and that the current levels of service are improving. The index is shown in Council's Long-Term Financial Plan.

Useful life The period over which an asset is expected to be available for use by Council and the community. It is the estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the Council.

Utilities Government agencies and authorities and private supply organisations having statutory powers to construct and maintain infrastructure on public land.

Wastewater (and Effluent) The used water arising from domestic activities in dwellings, institutions or commercial facilities and comprising all-waste (combined blackwater and greywater) greywater (domestic wastes, excluding human wastes), blackwater (water-borne human wastes) and effluent from septic tank and other treatment facilities.

Water Reticulation Network of pipes and fittings to enable stored, (or otherwise derived water suitable for domestic purposes, to be distributed to consumers.

Whole-of-Life Costs / Expenditure See Lifecycle Costs / Expenditure.

(including DVC, ref. 9)

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements 1 - 10

1 EXECUTIVE SUMMARY

1.1 Infrastructure and Asset Management Plan

Council is the custodian of an array of infrastructure assets, with a total replacement cost of some $426 million. This Infrastructure Asset Management Plan encompasses five asset categories covering assets as diverse as community halls to effluent treatment lagoons and rural roads to jetties.

IAMP Part Asset Category Replacement

Value

Part 2 Roads & Footpaths $171,312,927

Part 3 Bridges, Kerbs & Stormwater $112,636,184

Part 4 Water Supply & Wastewater $55,430,858

Part 5 Buildings $72,678,671

Part 6 Recreation Open Space $14,142,067

Total for Asset Groups $426,200,707

Parts 2 to 6 need to be read in conjunction with this Part 1, General Statements.

1.2 Lifecycle Costs & Expenditure Summary

Appendices B, C & D provide the 10-Year summary tables for operating & capital budgets from each of Parts 2 to 6.

There are two key indicators of cost in providing levels of service, namely lifecycle costs and maintenance and renewal expenditure.

Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses End of Life estimated based on condition as the Projected Renewal Expenditure.

Asset Category Projected Renewal Expenditure 2016

$ M

Planned Renewal Expenditure 2016

$ M

Roads and Footpaths 2.36 2.72

Bridges and Stormwater Management 0.003 0.39

Water and Wastewater Management 0.82 0.82

Buildings 0.62 0.62

Recreational Open Space 0.08 0.50

TOTAL 3.89 5.07

Note: Refer discussion on renewal versus upgrade of stormwater management assets in the IAMP Part 3 and on maintenance of non-capitalised assets in the IAMP Part 6.


Planned Maintenance & Renewal Expenditures

The expenditure required to deliver existing service levels in the period 2016 to 2025, covered by Council’s LTFP is:

Asset Category

Total 10-Year

Maintenance & Renewal

Expenditure ($M)

Average 10-Year Annual Maintenance & Renewal

($M)

Planned Maintenance Expenditure,

2016 ($M)

Planned Renewal

Expenditure, 2016 ($M)

Planned Maintenance & Renewal

Expenditure, 2016 ($M)

Roads & Footpaths 53.6 5.4 1.8 2.7 4.5

Bridges, Kerbs & Stormwater 8.0 0.8 0.4 0.4 0.8

Water & Wastewater 19.5 1.9 0.6 0.8 1.4

Buildings 11.2 1.1 0.5 0.6 1.1

Recreational Open Space 33.4 3.3 2.0 0.5 2.5

PLAN TOTAL 125.7 12.6 5.3 5.1 10.3

Projected Costs and Planned Renewal Expenditure

Projected Renewal Costs (currently at Alexandrina is represented by ‘condition’) are the amounts required to maintain and renew assets to provide the present levels of service. Planned Expenditure is the amount that can be realistically accommodated in Council's budget and long-term financial plan to renew those assets.

It should be noted that determination of projected renewal costs by ‘condition’ is one form of assessing future funding needs. Actual asset decay or degradation is not straight-line over its useful life.

Financial modelling based on condition assessments and knowing the point of degradation at which renewal is required gives a better representation of the asset. Renewal is usually before structural failure (on a scale of 0-6, intervention for renewal or retreatment may fall at a rating of 5).

Depreciation usually relies on straight-line devaluation of an asset over its assessed useful life.

Year End

June 30

Asset Category – Projected & Planned Renewal Expenditures

Roads & Footpaths, $'000

Bridges & S’water Infr. $'000

Water Supply & W'w Mgmt, $'000 Buildings, $'000

Recreational Open Space, $'000

Projected Planned Projected Planned Projected Planned Projected Planned Projected Planned

2016 2,364 2,724 3 395 824 824 620 620 80 503

2017 2,393 2,393 38 38 644 644 589 589 126 126

2018 2,765 2,765 291 291 931 931 790 790 189 189

2019 2,565 2,565 38 38 659 659 639 639 333 333

2020 849 849 136 136 413 413 765 765 540 540

2021 2,677 2,677 305 305 818 818 443 443 242 242

2022 3,183 3,183 35 35 410 410 315 315 443 443

2023 3,343 3,343 215 215 233 233 472 472 148 148

2024 5,524 5,524 33 33 430 430 500 500 231 231

2025 3,447 3,447 86 86 694 694 480 480 577 577

Average 2,911 2,947 118 157 606 606 561 561 291 333


Disparity between Projected Costs and Planned Expenditure on Renewal

Across all five asset categories, the disparity (difference between planned expenditure and projected costs) and the annual disparity is as shown below.

Year End

June 30

Asset Category

Roads & Footpaths,

$'000

Bridges & S’water

Infr. $'000

Water Supply &

W'w Mgmt, $'000

Buildings, $'000

Recreational Open

Space, $'000

Total Annual

Disparity, $'000

2016 360 392 0 0 423 1,175

2017 0 0 0 0 0 0

2018 0 0 0 0 0 0

2019 0 0 0 0 0 0

2020 0 0 0 0 0 0

2021 0 0 0 0 0 0

2022 0 0 0 0 0 0

2023 0 0 0 0 0 0

2024 0 0 0 0 0 0

2025 0 0 0 0 0 0

At this stage there is no long-term projection of operations & maintenance requirements. The only figures available related to proposed operations & maintenance from the LTFP. However there are figures available for projected renewals and proposed renewals.

The Table above indicates the disparity, or ‘gap’, in renewal funding over the next 10-years. The disparity across 2016 is largely due to data collection and condition rating processes that have occurred.

Additional expenditure has been budgeted when specific renewals have been identified beyond what is shown in the prediction model. This may be a result of works that has been brought forward for other political or operational reasons, such as a result in change in legislation or safety requirements. Funding shortfall may be a result of renewal predictions that are greater than the capability to do the work with the resources available.

1.3 General Planning Objectives

Council plans to operate and maintain its infrastructure and assets to achieve the following strategic objectives:

Ensure that assets are maintained at a safe and functional standard.

Meet or exceed community expectations and achieve social justice for all.

Cater for future growth, demographic changes and community needs.

1.4 Key Asset Assumptions and Data Limitations

Limitations on data quality and current analysis tools, applied over the diversity of assets in the IAMP, have constrained the Plan outcomes.


Asset Class Assumption / Limitation Reference

Part / Section

General

Specific community Levels of Service unknown. Impacts of the economic downturn on growth predictions. Simplistic and restrictive financial analysis available from on-line templates. Detailed assessment of risks awaiting production of the Risk Management Plan.

1 / 3.1 1 / 4. 1 1 / 4.5.1 1 / 5.2

Stormwater Management

Cost-effective condition rating methodology for underground assets (eg, pipes) to be reviewed

Asset renewal insignificant and included in 'upgrade'. Improvement Plan to address AM shortcomings

3 / 5.1.3 3 / 5.1.4 3 / 8.2

Water and Wastewater Management

No Council-acquired new or upgraded water supply infrastructure. Improvement Plan to address AM shortcomings

4 / 4.1.2 4 / 8.2

Buildings

Council to review day-to-day maintenance requirements and expectations for leases properties.

Asset growth may not be accurately reflected in the financial reporting. Improvement Plan to address AM shortcomings

5 / 3.1 5 / 4.6.3 5 / 8.2

Recreational Open Space

Maintenance expenditure includes very significant component devoted to non-capitalised assets.

Improvement Plan to address AM shortcomings

6 / 2.1 6 / 8.2

1.5 Performance Measures

The three significant measures of Council’s performance are:

Quality - The assets will be maintained in a usable condition. Defects found or reported that are outside our service standard will be repaired. Defect prioritisation and response times will be detailed in Council’s Maintenance Response Levels of Service.

Function - Our intent is that appropriate assets are maintained in partnership with other levels of government and stakeholders to ensure they meet current and future needs.

Safety - Assets will be maintained at a safe level and associated signage and equipment will be provided as needed. Council inspects all assets regularly and prioritises the repair of defects in accordance with our inspection schedule to ensure they are safe.

The main functional consequences of failure to deliver the desired outcomes are:

• Asset Maintenance ⎯ Increase in user and owner costs

⎯ Increase in litigation

• Levels of Service ⎯ Unsatisfactory conditions / service levels

⎯ Increase in user and owner costs

1.6 IAMP Refinement Program

Many recommendations identified in the previous Plans have been implemented, the following ongoing actions are proposed:

Data Refinement and Improvement Proposed Improvement Plan actions and timelines are indicated in Section 8.2 of each Part of

the IAMP. Ongoing Review

Annual review of IAMP financial data at stage of annual budget formulation. Periodic revision of IAMP.


2 INTRODUCTION

2.1 Background

2.1.1 Purpose of the Plan

The Infrastructure and Asset Management Plan, IAMP sets out how the Alexandrina Council delivers service to the community on a long term sustainable basis through the effective utilisation of its infrastructure and assets that underpin service delivery.

It has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to describe funding to provide the required levels of service, projected over a 10-year reporting period.

It combines management, financial, engineering, technical, and service delivery practices to ensure that the level of service required by user groups is provided at the lowest long term cost to the community within the limits of any fiscal constraints that may be imposed by Council.

This Management Plan is a key element of Council’s strategic asset management planning.

2.1.2 Strategic Planning Linkages

The following chart outlines the linkages between the various components involved in Council’s strategic planning process and progression of development of the Infrastructure & Asset Management Plan, IAMP.

The IAMP is to be read with the following associated planning documents:

Community Strategic Plan – Articulates the long-term strategic direction of Council.

Long-term Financial Plan – Outlines all aspects of the key financial strategic objectives and commitments.

Funding Policy – Describes how future expenditure needs will be funded.

Annual Plan – Detailed action plan on projects and finances for each particular year. The works identified in the IAMP form the basis on which future annual plans are prepared.

Contracts – The service levels, strategies and information requirements contained in the IAMP are translated into field staff work instructions, contract specifications and reporting requirements.

By-Laws, Standards and Policies – Tools to assist in the management of and to support strategies.

Business Plans – Levels of service, processes and budgets defined in the IAMP are incorporated into business plans as activity budgets, management strategies and performance measures.

Figure 2.1: Strategic Management Framework

STRATEGIC PLAN

CORPORATEPLAN

ANNUAL BUSINESS PLAN

Vision

Goals

Outcomes

Strategies

Business Unit Plans

Service Profiles

Actions

Resources

Annual Action Plan

Budget

PERFORMANCEMANAGEMENT& REPORTING

Strategic KPIsOperational KPIsFinancial PerformanceAction Performance

As required by Legislation or Management


Figure 2.2: Strategic Planning Linkages

2.1.3 Key Stakeholders

Key stakeholders in the preparation and implementation of the IAMP are:

Federal and State Governments and Agencies Funding assistance and standards development.

Elected members Community representation and administration.

Community End-user involvement.

Visitors End-user involvement.

Utilities / Developers Providers of services and infrastructure facilities.

Employees / Volunteers Operational and administration providers.

Contractors / Suppliers External providers of goods and services.

Insurers Remedy providers.


2.1.4 Organisation Structure


2.1.5 Infrastructure & Assets Included in the Plan

Asset categories and classes are quantified in the relevant Part for each asset category. Table 2.1 provides an overview:

Table 2.1: Assets Covered by the IAMP – Overview

IAMP Part Asset Category Asset Class Quantity Unit

Part 2 Roads and Footpaths

Roads 1,287 kms Car Parks 111 No Footpaths 91.5 kms Pram Ramps 1233 No.

Part 3 Bridges, Kerbs and Stormwater Management

Bridges 40 No. Major Culverts 33 No. Kerbs 290.1 kms Stormwater Drains 103 kms Stormwater Pits 3593 No. Stormwater Treatment & Pumping N/A Items

Part 4

Water Supply Water Meters 39 No. Stop Valves 7 No. Water Mains 9.5 kms

Sewer Pipes

Gravity Drains 102.4 kms Gravity Mains 40.4 kms Irrigation Lines 10.4 kms Rising Mains 72.3 kms Vacuum Pipes 2.7 kms Lot Connections 6,401 No.

Sewer Manholes

Boundary Kits 75 No. Flushing Points 2,275 No. Maintenance Shafts 205 No. Manholes 331 No.

Sewage Treatment & Pumping

Bio Solids 17 Items Common Effluent 516 Items Full Sewer 272 Items Recycled Wastewater 107 Items Vacuum Sewer 27 Items

Part 5 Buildings

Administration and Operations 50 No. Commercial 10 No. Community 7 No. Sports and Recreation 49 No. Toilets 37 No. Waste Management Facility 22 No. WWTP 3 No.

Part 6 Recreational Open Space

Open Space Furniture 793 No. Park Equipment 44 No. Park Structures 731 No.

2.2 Goals and Objectives of Asset Management

Refer to asset category and relevant Part.


Council exists to provide services to its community. Many of these services are provided by infrastructure assets. Council has acquired infrastructure assets by ‘purchase’, by contract, construction by Council staff and by donation of assets constructed by developers and others.

Council’s goal in managing infrastructure assets is to meet the required levels of service in the most cost- effective manner for present and future consumers. The key elements of infrastructure asset management are:

taking a lifecycle approach;

developing cost-effective management strategies for the long term;

providing defined levels of service and monitoring performance;

understanding and meeting the demands of growth through demand management and infrastructure investment;

managing risks associated with asset failures;

sustainably using physical resources; and

continuously improving asset management practices.

The IAMP has been prepared under the direction of Council’s vision, mission, goals and objectives as established in the Alexandrina Council Community Strategic Plan 2014-2023 (adopted November 2012 and effective from 1 July 2013).

2.2.1 Council’s Vision & Mission Statements

Council’s vision is: Alexandrina – Connecting Communities

Council’s mission and values are to: Be INVOLVED


2.2.2 Relevant Strategic Plan Goals, Strategies and Planning Principles

Assets are a significant means for local government to support community interests across a range of areas, contributing to social, economic and environmental sustainability. All assets will, in some way, influence and support the following community aspirations and outcomes. For example, recreation and open space can increase usage of community assets (if a well-maintained park is adjacent to a community building), improve liveability (if attractive buffers soften the impact of new urban growth areas), foster wellbeing (in providing spaces for activity and social inclusion) and support biodiversity (in choosing plantings with local relevance for flora or fauna).

The aspirations, outcomes and strategies from Council’s Community Strategic Plan relevant to all asset categories are shown in Table 2.2.


Table 2.2 Relevant Strategic Plan Statements

Aspiration

Outcome Strategy

Asset Classes (G) General

(RF) Roads and Footpaths (BSM) Bridges and

Stormwater Management (WWM) Water Supply and Wastewater Management

(B) Buildings (ROS) Recreation and

Open Space

Innovate throughout our Region

Resilient Economy

Recognise, support and value a confident primary production future (Lead/Empower)

G

Showcase ‘Alexandrina 2040’ as a premium living and lifestyle destination (Facilitate/Connect)

G

ROS

Attract diverse industries and strengthen our workforce to grow the local economy and increase employment opportunities (Advocate/Influence)

G

Productive Community Assets

Attract external infrastructure investment and development, including technological opportunities (Facilitate/Connect)

G

ALL

Expand and renew community infrastructure for economic, community and environmental benefit (Provide/Respond)

G

ALL

Maximise multi-purpose usage of community assets, fostering social capital (Lead/Empower)

G

ALL

Proactive Leadership and Accountability

Maintain a high-performing, dynamic organisation responsive to community interests (Provide/Respond)

G

Pursue regional cooperation and promote the voice of community in regional, state, national forums (Advocate/Influence)

G

Participate in regional advocacy for improved and integrated transport networks supporting equity for local communities (Advocate/Influence)

G

RF


Activate our Spaces

Vibrant Communities

Foster and build strong township identities, interacting with our heritage (Lead/Empower)

G

B

ROS

Encourage diverse, appealing and dynamic use of community (and open) space (Provide/Respond)

G

B

ROS

Encourage community ventures and options for participation across sport and recreation for our wellbeing (Lead/Empower)

G

RF

ROS

Memorable Experiences

Create welcoming, accessible public spaces around natural and built environments (Owner/Custodian)

G

RF

B

ROS

Identify and encourage lifestyle heritage and visitor experiences (Facilitate/Initiate)

G

Inspire arts, culture and creative activities that encourage investment and participation (Facilitate/Connect)

G

Liveability of Townships & Rural Areas

Design and plan for high quality, integrated healthy spaces and places (Provide/Respond)

G

RF

WWM

ROS

Visible and connected rural areas (Facilitate/Connect)

G

RF

ROS

Enhance the amenity and quality of our recreation and open space areas (Provide/Respond)

G

RF

ROS

Participate in Wellbeing

Accessible Services and Opportunities

Drive awareness of, and support access to, Federal, State and Regional programs and resources (Facilitate/Connect)

G

Research, tailor ideas and lobby for core community services that

G


can be accessed in-place or access supported to-place (Advocate/Influence)

Protect public health and promote linkages to the wellbeing of the broader community (Provide/Respond)

G

RF

WWM

ROS

Collaborative Community Ventures

Promote and support community ventures ‘in-place’ tailored to local issues and options (Provide/Respond)

G

B

ROS

Seek to match local wellbeing needs to funding and partnership opportunities across government, non-government and private sectors (Advocate/Influence)

G

Better utilise existing community facilities and assess purpose and fit for emerging trends and needs (Lead/Empower)

G

ALL

Self-Sustaining Communities

Encourage community participation across all age groups, including sharing of intellectual assets (Lead/Empower)

G

Coordinate, cultivate and tailor volunteerism and social participation (Facilitate/Connect)

G

Build capability in community leadership and community ownership of facilities (Facilitate/Connect)

G

Thrive in ‘Clean, Green’ Futures

Progressive Approaches to Climate Adaptation

Build resilience through clean energy initiatives (Advocate/Influence)

G

B

Adapt a range of waste management opportunities, tailored to reduce community footprint and increase recycling by resources (Provide/Respond)

G

WWM

Reduce vulnerability through preparing climate-suitable community buildings and assets (Partner/Collaborate)

G

B


Protection of Water Resources

Respect and protect the integrity of the Coorong, Lower Lakes, Murray Mouth and Ramsar wetlands –exemplifying a ‘healthy, working Basin’ (Advocate/Influence)

G

BSM

WWM

ROS

Support innovative water efficiency initiatives (Provide/Respond)

G

BSM

WWM

Optimise community use of water resources (Educate/Promote)

G

BSM

WWM

ROS

Enhanced Biodiversity

Build alliances with community, government and non-government stakeholders, including NRM, optimising respective strengths and knowledge (Partner/Collaborate)

G

BSM

WWM

ROS

Identify and support targeting local natural environs, flora, fauna and ecosystems (Facilitate/Connect)

G

ROS

Foster youth and career pathways in local biodiversity (Advocate/Influence)

G

Township Planning Principles:

Goolwa & Hindmarsh Island Create an Industrial / Enterprise Park zone near Goolwa.

Extend residential zoning north of Goolwa and consolidate residential living to the north west of Hindmarsh Island.

Milang Continue to develop adequate infrastructure to enable growth.

Strathalbyn Manage population / household growth within the urban boundary.

2.3 Plan Framework

The prime guidance used for development of Council’s Infrastructure Asset Management Plan is the framework set out in the Institute of Public Works Engineering Australia’s (IPWEA) International Infrastructure Management Manual (IIMM). The IIMM Framework sets out how the Council’s assets are managed from a Strategic, Tactical and Operational point of view. The structure of each Plan, including Part 1 which entails information general to each of the group AM Plans, is outlined in the following diagram.

The Planning Framework is shown in Figure 2.3. Key elements of the plan are:


Levels of service – specifies the services and levels of service to be provided by Council.

Future demand – how this will impact on future service delivery and how this is to be met.

Lifecycle management – how Council will manage its existing and future assets to provide the required services.

Financial summary – what funds are required to provide the required services.

Asset management practices - means by which assets are managed to provide required levels of service.

Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives.

Asset management improvement plan – program of activities to enhance the asset management processes.

2.4 Core and Advanced Asset Management

This IAMP has been prepared as a ‘core’ document in accordance with the International Infrastructure Management Manual (ref. 11). It meets minimum legislative and organisational requirements for sustainable service delivery and long-term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

In many instances, available data on asset attributes and service levels, documented risks, valuations, detailed works programs and the like, are incomplete. A vital ingredient of the IAMP is the Improvement Plan (Section 8). Incorporation of the task outcomes into revisions of the IAMP will lead to refinements and improved accuracy in the data and a Plan with which asset custodians can be confident in their primary role as managers of the assets.

Since previous revision of the Plan Council has moved to ‘advanced’ asset management, using a ‘bottom up’ approach for gathering asset information on individual assets to support the optimisation of activities and programs to meet agreed service levels.


Figure 2.3: IAM Planning Framework

Section 5Life Cycle Management Plan

Physical ParametersOwnership Function

Asset Capacity/PerformanceConditionValuation

Work Category Definitions

Section 1Executive Summary

Outline of contentKey Issues

Section 3Levels of Service

Function & HierarchyCustomer Research

Strategic & Corporate Goals

Section 2Introduction

Purpose & Scope of the PlanPlan Format

Key StakeholdersLinkages to Corporate Strategies

Section 4Future Demand

Demand ForecastsDemand Planning

Management Strategy

Renewals & Replacements

Renewal strategy & planRisk Management Framework

New, Upgrade, Disposal

Planning criteria& assumptions

Operations & Maintenance

O & M strategyMaintenance AgreementMaintenance Activities

Inspections

Section 6Financial Projections

Current financial positionFunding capacity

Funding options & strategy

Sections 7 & 8AM Practices, Performance Monitoring & Improvement

AM PracticesData Systems

AM ImprovementsMonitoring & Review Procedures


3 LEVELS OF SERVICE The International Infrastructure Management Manual describes Levels of Service (LOS) as ‘defined service quality for an activity or service area against which service performance may be measured’.

What do we mean by “Levels of Service”?

Figure 3.1: Levels of Service Concept Diagram

Level of Service (LOS) is the defined quality of service of an asset. Understanding the required level of service is vital for lifecycle management, as this largely determines an asset’s development, operation, maintenance, replacement and ultimate disposal.

Levels of service are pivotal in asset management as they have a direct financial impact due to their importance in both operational and risk-based prioritisation.

An objective of asset management planning is to match the level of service provided by an asset with the expectations of its customers. Asset Management Planning will enable a relationship between level of service and cost of service to be determined. This relationship can then be evaluated in consultation with customers to determine the optimum level of service customers are willing to pay for.

Levels of service can be broken down into three basic aspects:

Function – its purpose for the community

Design Parameters – what is required of and from the asset itself

Performance & Presentation - the effectiveness of delivery of the service

Levels of Service are determined from the public consultation process and customer satisfaction surveys. They reflect the strategic objectives of Council and are based on:

Customer expectations for quality of service and willingness to pay

Legislative requirements; environmental standards, regulations and legislation that impacts the way assets are managed

Council’s mission and objectives as stated in the strategic plan

Available resources, particularly financial constraints

Organisational delivery mechanisms

Design Standards and Codes of Practice


Defined levels of service can then be used to:

Inform customers of the proposed level of service to be offered

Develop AM strategies to deliver the required level of service

Measure performance against those defined levels of service

Identify the costs and benefits of the services offered

Enable customers to assess suitability, affordability and equity of the services offered.

Tables in each asset group part of this Infrastructure Asset Management Plan will outline what it is assumed to be community expectations in terms of that asset group in terms of maintenance and presentation and general levels of service. Levels of service to date have been developed on the basis of available funding through the annual budget process.

3.1 Customer Research and Expectations

Although Council has increased the level of community consultation for specific projects, Council has not carried out research on customer expectations at a community-wide level. This will be investigated for Plan updates. Council will use this information in developing specific Levels of Service and in the allocation of resources in the annual budget.

However, notwithstanding the position that no community-wide consultation has taken place, services have generally been provided over many years based on historic levels of service which are periodically adjusted through the annual budget process. Community concerns raised through Council, elected representatives and council officers do impact this process. Services have been therefore been delivered to an assumed level of service that is likely to be expected by the community. During any future consultation process Council will test this premise to make sure that it is correct or amend it accordingly.

3.2 Legislative and Other Requirements

Council has to meet many legislative requirements, including Federal and State legislation and Council Policies and By-Laws. These include:

Table 3.1: Legislative and Other Requirements

Document Title Purpose and Obligations

Acts

Civil Liability Act Liability of road authorities. Section 42, May 2004 inclusion into the Act to provide a replacement for the non-feasance defence consequence to the May 2001 High Court judgement

Coastal Protection Act The responsibilities and powers of Council in protecting the quality of the coastal environment.

Disability Discrimination Act The responsibilities and powers of Council in providing equitable access for persons with a disability.

Environmental Health Act The responsibilities and powers of Council in maintaining public health.

Environmental Protection Act The responsibilities of Council in protecting the environment.

Highways Act Sets out the legislative framework for roads and road authorities in South Australia.

Local Government Act The role, purpose, responsibilities and powers of Council including the preparation of a long-term financial plan supported by the IAMP for sustainable service delivery.



Native Vegetation Act The responsibilities and powers of Council in providing protection for native vegetation.

Natural Resources Act (and plans) The role, purpose, responsibilities and powers of local government in controlling the use of natural resources.

Occupational Health, Safety and Welfare Act

The responsibilities of Council in providing safe work practices and worksites.

River Murray Act The responsibilities and powers of Council in protecting the quality of the river flows.

Road Traffic Act 1961 The responsibilities of Council in traffic matters.

Other relevant State and Federal Acts and Regulations

As appropriate.

Standards

AAS27, AASB116, AASB1031 The responsibilities of Council for maintaining accounting standards.

Australian Accounting Standards Board Accounting rules setting out Council requirements for the financial reporting of assets.

Australian Road Rules Regulations under the Road Traffic Act (SA).

Australian Standards The minimum requirements for Council for operational and design standards.

Building Code of Australia The responsibilities and powers of Council in providing safe buildings.

DTEI Code of Technical Requirements for the Legal Use of Traffic Control Devices

The responsibilities of Council in the design, construction and maintenance of traffic control devices.

Environment Protection Authority, Code of Practice for Stormwater Pollution Prevention

The responsibilities of Council in maintaining stormwater discharge quality and controlling erosion.

Mutual Liability Scheme (LGASA) The responsibilities of Council in managing risk and liabilities.

Natural Resources Management Board, Management Policies

The requirements of Council in managing natural resources.

By-Laws

By-Laws with specific relevance to the management of assets

By-Law No 1 – Permits and Penalties, September 2002

By-Law No 3 – Local Government Land, amdt March 2003

By-Law No 4 – Roads, amdt March 2003

Council Policies

Polices with specific relevance to the management of assets.

Asset Accounting Alexandrina Council’s assets shall be recognised, capitalised and revalued in accordance with Australian Accounting Standards

Budget Performance Direction in relation to amending, and reporting performance against, Council’s adopted budget.



Communication Effectively communicate to inform the community and wider audience of Council business

Community Memorial Brick & Memorial Seat Sponsorship

Council maintenance of inscribed paving bricks in a paved area

Crossovers to Properties The installation and maintenance of crossovers

Disposal of Council Land and Other Assets Defines the methods by which Land and Assets are disposed of

Irrigated Public Open Space Water Use Using water efficiently and effectively in irrigated open spaces

Prudential Management To ensure projects are managed and evaluated to achieve identified public benefits or needs; and to minimise financial risks.

Recreational Use of Council Reserves & Public Spaces

Establish standards and conditions that control to the use of Council parks and community land and protect assets.

Reserves and Open Spaces Draft being developed for adoption

Risk Management Define the methods by which Council manages risk

Treasury Management Operating in a financially sustainable manner

Urban Design for Town Entry Control the development of new assets

3.3 Current Levels of Service

Council has defined service levels in two terms:

Community Levels of Service - relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost / efficiency and legislative compliance.

Technical measures of performance - supporting the community service levels and are developed to ensure that the minimum community levels of service are met.

Where table entries are shown as '#' data are unavailable. Future IAMP revisions will include this information, as it becomes available.

3.4 Desired Levels of Service

At present, indications of desired levels of service are obtained from various sources including residents’ feedback to Elected Members and staff, service requests and correspondence. Council has yet to quantify desired levels of service. This will be done in future revisions of the IAMP.


4 FUTURE DEMAND

4.1 Population Growth

The following Chart from the Australian Bureau of Census & Statistics shows the population growth in South Australia in the 12 months to 2013. It shows that although the regional areas of the state grew more slowly than Greater Adelaide, the Fleurieu recorded the largest and fastest population increase outside of Greater Adelaide, up by 1.3%.

The derived and adopted base assumptions are shown in Table 4.1.

Table 4.1: Community Growth Projections

Alexandrina Council Forecast Year

2011 2016 2021 2026 2031 2036

Population 24,111 25,512 27,382 29,660 32,030 34,324Change in Population (5yrs) 1,401 1,870 2,279 2,370 2,294Average Annual Change (%) 1.14 1.42 1.61 1.55 1.39Households 10,267 11,047 12,007 13,117 14,235 15,316Average Household Size (persons) 2.32 2.28 2.25 2.23 2.22 2.21Population in non-private dwellings 294 358 384 384 444 444Dwellings 14,270 15,304 16,567 17,977 19,394 20,765Dwelling occupancy rate 71.95 72.18 72.48 72.97 73.40 73.76

Source: Alexandrina Forecast ID by Informed Decisions at http://forecast.id.com.au/alexandrina/

Investigations for Council’s Strategic Plan (ref. 13) indicated that Goolwa, Hindmarsh Island and Strathalbyn will have consistently higher growth than the district average. It is therefore essential that planning for future demand prioritises new service provision in these areas.


Factors affecting demand include population change, changes in demographics, seasonal variations, vehicle ownership, consumer preferences and expectations, economic factors, agricultural practices and environmental awareness.

4.1.1 Allotment Creation and Asset Yield

Alexandrina continues to enjoy modest growth however the rate of which is less than previous forecasts. For the reporting period to 2025, increases in asset stock will be derived largely from donated assets, rather than new / expansion works undertaken by Council.

As a basis for determining asset yield from land divisions, the approximate breakdown of lots, by number in the 5 year period 2010 – 2014 was:

Large land division (50+ allotments) 4%

Medium land divisions (>15 but < 50 allotments) 4%

Small land division (>3 but <15 allotments) 19%

Minor land divisions (1 to 2 allotments) 73% and per allotment type:

Rural living 6%

Residential 92%

Industrial / Commercial 2%

The assumed demographic trends are shown in the Strategic Plan (ref. 13)

4.1.2 Demand Factors – Trends and Impacts


4.2 Climate Change

Climate change has become a topical environmental issue in recent years. Over the past decade there have been extremes of weather patterns across Australia ranging from severe drought, bushfires and flooding.

A report “Infrastructure and Climate Change Risk Assessment for Victoria” was prepared by the CSIRO for the Victorian Government in 2007. Although specifically for Victoria its finding are just as relevant for other parts of South-Eastern Australia if not the entire country.

The report raises issues relating to infrastructure that may well be at risk due to climate change. Increased frequency and intensity of extreme rainfall, wind and lightning events is likely to cause significant damage to infrastructure, including roads, drains, buildings and other urban facilities.

The resulting accelerated degradation of materials may reduce the life expectancy of buildings, structures and facilities, increasing the maintenance costs and leading to potential structural failure during extreme events.

Accelerated degradation of materials, structures and foundations of roads, structures, buildings and various facilities may occur through increased ground movement and changes in groundwater. Increased temperature and solar radiation could reduce the life of road and facility elements due to temperature expansion and materials breakdown of concrete joints, steel, asphalt, protective cladding, coatings, sealants, timber and masonry. This could increase the maintenance costs and lead to potential structural failure during extreme events.

To enable council to give consideration to elements of its infrastructure assets that may be at risk, a checklist has been included in each Group AM Plan to be used to undertake a preliminary risk assessment. If a risk of concern is identified, a more detailed risk assessment is required. Where any element, or the structure overall, is at risk suitable response or remedial measures need to be investigated and implemented.


4.3 Legislative Change

Legislative change can significantly affect Council’s ability to meet minimum levels of service, and may require improvements to building and facility infrastructure assets. Such changes also include the various Regulations with which council buildings and facilities have to comply. This can result from changing environmental standards, community safety standards, OH&S, etc. These can all add to the cost of maintaining and operating Council infrastructure assets and must be accounted for in the annual budget process.

This can impact requirements for facilities such as Public Buildings, Community facilities, etc as has been experienced in the past with issues such as disability access.

Specific changes are outlined in the asset category relevant Part.

4.4 Changes in Technology

Technological changes, more particularly those related to climate change, energy consumption patterns and water usage, are forecast to have some effect on service delivery.


4.5 Demand Management Plan

Demand for new and enhanced service delivery will be managed through a combination of better utilisation and upgrading of existing assets and providing new assets to meet demand. Demand management practices also include non-asset solutions, insuring against risks and managing failures.


4.6 New Assets from Growth


4.6.1 Assumptions Used in Projected Asset Growth

There is a diminishing degree of confidence in the projected data from 'committed’ for a three – year works program, through ‘credible’ in the 10 – year LTFP to ‘plausible’ for the balance of the period to 2035. Some attempts have been made to anticipate growth and expenditure ‘peaks’, rather than a linear extrapolation. It is recognised that projections are, at best, estimates based on current knowledge and will be subjected to regular review.

The relationship between asset growth (Council-acquired and developer-contributed) and population growth / demographic changes varies across the asset categories and classes. For example, road pavement and seal assets will be created for most of the created allotments, whereas very few built-form assets will accrue in recreational open space. Thus, there is not a clear ratio of asset creation per created allotment, which is then made more complex when Council-acquired assets are taken into account. In this latter case, and using the previous asset examples, road assets will be acquired; some as a result of nearby land division activity but also from strategic regional planning, eg. freight transport bypass routes. On the other hand, Council will likely install many playgrounds, park benches and barbecues in open space.

In the interests of uniformity across the industry, Council will comply with the simplistic growth assumptions of the LGA financial templates. The on-line financial input data, Part A, requires estimates of population growth, dwelling occupation rates (and hence growth in residence numbers) and allotment generation. It appears that the basic assumption is made that the annual increase in population equates to the annual increase in allotments and hence in contributed assets. This does not apply, at least at Alexandrina, but the values of developer-contributed infrastructure have been computed on a per-head-of-population basis to enable the financial reporting to be produced. The associated charting, which is inputted to Parts 2 to 6 of the IAMP, requires that projected asset values be ‘annualised’, ie., averaged out over the reporting period, thus obfuscating the financial impact of large capital projects. Furthermore the average annual growth will only be illustrated for assets donated to Council, as Council constructed /


acquired assets are built into the predictions of future expansion / new expenditure and are not readily extracted.

There is also a knock-on effect in the misleading way operations and maintenance expenditure may be reported as a result of the 'smoothing' / 'annualising' process.

4.6.2 Contributed Assets


4.6.3 Constructed Assets



5 LIFECYCLE MANAGEMENT PLAN The lifecycle management plan details how Council plans to manage and operate the assets at the agreed levels of service while optimising lifecycle costs.

5.1 Background Data

All infrastructure assets, which are the responsibility of Council, are being managed with a long-term view and a whole-of-life approach. That is to say, the assets are managed from installation, through various maintenance phases until renewal, disposal or upgrade is required.

This section reviews the processes required for the effective management, maintenance, renewal and upgrade of assets.

The lifecycle management plans outline for each asset class:

The objectives for the asset class.

Supporting data, including:

key lifecycle management issues;

physical parameters and values;

asset capacity / performance;

asset condition; and

historical expenditure. The management strategies to achieve the levels of service in the following work categories:

operations and maintenance;

renewals; and

new works. Council as asset owner is committed to maintaining its assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.

To meet this requirement, Council seeks to match funding levels, condition and community expectations.

Some of the key lifecycle issues are:

There is a notable forward investment required for new coastal and township developments and for the upgrading of existing facilities.

There has not been a significant shortfall in expenditure in the previous decade. Provisions have been made to deal with demand for cyclical maintenance within the next 10 to 20 years.

Development in formerly semi-urban areas is leading to increasing usage and demand which will prove to be beyond the pavement strengths and carriageway widths of existing roads and potentially overload stormwater and wastewater management systems.

The research work on predictive modelling of deterioration needs to be continued, to enable understanding of asset component lives and justify planned increases in rehabilitation / expansion expenditure.

5.1.1 Physical Parameters



5.1.2 Asset Capacity and Performance

Council’s services are generally provided to meet design standards where these are available. Service deficiencies were identified from the results of condition rating surveys undertaken and through staff inspections.

Refer asset category in relevant Part.

5.1.3 Asset Condition & Rating Methods

The Asset inventory and attributes, including condition data, are stored in Assetic MyData. Business Process Manuals have been developed for the management of data for the following asset groups: Roads Footpaths Kerbs Stormwater system Sewerage system The condition rating methods adopted vary across the asset categories.

Roads and road-related assets, attributes and rating scales developed by the Roads and Traffic Authority, NSW and modified in-house, are used.

Buildings and (some) ‘Structures’ are rated by an external party in conformance with AAS27 (ref. 2).

Bridges and major culverts likewise are audited by a Consultant by methods approved by DTEI.

Other asset categories are yet to have rating methodologies developed. It is proposed to document all procedures in later versions of Part 1 of the IAMP. The systematic approach is in line with procedures outlined in IIMM (ref. 11).

Current practice has been to use a nominal 5 gradation scale with scales varying according to the asset group. It was previously recommended that a 0-10 scale for condition rating be used to reduce the variation between levels. The asset management system used by Council does not support the 0-10 scale, as such the scale shown in Table 5.1 has been retained. Appendix A gives a more detailed description

Table 5.1: Condition Rating for Asset Groups

Condition Rating

Condition Description Part 2 Part 3 Part 4 Part 5 Part 2

Roads & Footpaths

Bridges & Stormwater

Water Supply & Wastewater

Buildings Recreation Open Space

0 Newly constructed asset

Newly constructed asset




1 As-new As-new As-new As-new New or as-new condition

2 Good Good Good Good Very good condition / well-maintained

3 Moderate Moderate Moderate Very good condition

/ well-maintained Minor maintenance

required

4 Adequate Adequate Adequate Minor maintenance required

Substantial maintenance or

rehabilitation required

5 Poor Poor Poor

Substantial maintenance or

rehabilitation required

Very poor (may be unserviceable)

6 End of

life/unserviceable End of

life/unserviceable End of

life/unserviceable Poor condition (may be unserviceable) Not used


Council’s preferred practice is to re-rate assets every 3-5 years to ensure that those assets nearing the end of their life are not allowed to deteriorate beyond the intervention point at which relatively low-cost rehabilitation can be undertaken.

With each subsequent survey, a better picture of asset conditions is developed.

Profiles of network condition, remaining useful live and asset age are illustrated for the asset category in the relevant Part.

5.2 Risk Management Plan

5.2.1 Risk Management Framework

The risk management plan will be clearly linked to and support the Council Plan and business plans. Procedures will be based on the Australian Standard AS/NZS ISO 3100:2009 - Risk Management. It details the common methodology to be used to assess and address the level of risk inherent in Council activities.

This risk management framework includes: An adopted Risk Management Policy; An Adopted Risk Management Strategy; Corporate Risk Register It is not possible for Council to address all defects and eliminate all risks however they are being minimised by undertaking inspections to identify risks. The levels of service within the Road Management Plan have been adopted after consideration of potential risks.

The chart in Figure 5.1 shows the overview of the risk management process as outlined in the above Standard and which is the basis of Council’s process.

Figure 5.1: Risk Management Overview


5.2.2 Risk Assessment

The risk assessment process identified credible risks, the likelihood of the risk event occurring and the consequences should the event occur. Future refinements will use these factors to develop risk ratings, incorporating a risk treatment plan for non-acceptable risks.

Critical risks are those assessed as: Very High (VH)- requiring immediate corrective action, and;

High (H) – requiring prioritised corrective action.

Refer to critical risks in each relevant Part.

5.2.3 Inspections

The only practicable means of identifying risk is by undertaking an inspection regime of the road network. This process should enable significant risks to be discovered and remedied in advance of possible injury. Safety audits need to be undertaken where specific risks are identified.

A four-tier inspection regime covers the key aspects of safety, incidents, defects and condition.

Safety issues may be detected either as the result of the programmed defect inspection or by observation followed by notification to council by members of the community or council employees while undertaking their normal work duties. A subsequent reactive safety inspection will then be conducted by an appropriate council officer.

Reactive Inspections - Response to customer enquiries or notifications. Inspections of all reported defects are undertaken following notification by members of the community or Council employees. The subsequent inspection will be conducted by an appropriate Council representative.

Programmed Inspections – determine if the asset complies with the specified levels of service. In the case of roads, they are to be undertaken by under a formal timetable regime.

Incident Inspections – enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of asset management and safety measures;

Condition Inspections - identify deficiencies in the structural integrity of the infrastructure assets, which if untreated, are likely to adversely affect their values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span. They are also under a formal timetable regime however at a lesser frequency than the abovementioned programmed inspections.

5.2.4 Responses to Customer/Reactive Requests

Currently Council’s Customer Request System records dates that requests have been received, details pertaining to the request and dates applicable when those requests have been actioned and/or completed.

It should be noted that ‘actioning’ a request doesn’t necessarily mean that the request has been fulfilled but simply that appropriate action has taken place.

Appropriate action may well mean that an asset defect has been inspected and:

repairs are straight-forward and a work order has been created - the appropriate action in this case is when the repair work has been completed; or

repairs are significant and need to be programmed, the site has been made safe until such time as repairs are undertaken - the appropriate action is when the repair work has been listed on the future works program not when it has been completed; or


the defect was found not to warrant any remedial action at that stage as it was below specified intervention levels - the appropriate action in this case is when the decision is made that no action is required.

Whatever the response, it is noted against the original request.

The Customer Request System enables the response times to be monitored to assess performance. This covers response times both for inspections and then the interval until appropriate action is undertaken.

In terms of maintenance activity, the target defect rectification response times are set out in the Defect Intervention Level Schedules in each asset class Maintenance Plans when these are developed in the future.

5.3 Routine Maintenance Plan

Maintenance includes reactive, planned and cyclic maintenance work activities.

Historic maintenance expenditure patterns across each asset category are shown in the relevant Part.

Note that amounts shown have been extracted from Council’s Annual Budget for each year and are stated in that year’s dollars. Thus, unless the maintenance expenditures show a progressive increase in line with construction inflation, then actual expenditures are not keeping pace.

Refer to maintenance expenditure patterns in each relevant Part.

Deferred maintenance, ie works that are identified for maintenance and unable to be funded, are to be included in the risk assessment process in the infrastructure risk management plan.

Maintenance is funded from Council’s operating budget and grants where available. This is further discussed in Section 6 of each Part.

5.3.1 Maintenance Arrangements

This section in each Part outlines how maintenance is currently carried out and any formal documentation that is in place.

5.3.2 Standards and Specifications

Maintenance work is carried out in carried out in accordance with the Standards and Specifications, outlined in each relevant Part and in Council's LTFP.

5.4 Renewal / Replacement Plan

5.4.1 Renewal Standards

Renewal work is carried out in carried out in accordance with the Standards and Specifications noted in Section 5 in each relevant Part.

5.4.2 Renewal Strategy

The general renewals strategy is to rehabilitate or replace assets when justified by assessing:

Risk: The risk of failure and associated financial and social impact justifies action (e.g. impact and extent of resulting inability to be able to use the building or facility, probable extent of damage to business, any health risk arising from use of the property).

Asset performance: Renewal of an asset when it fails to meet the required level of service. Non-performing assets are identified by the monitoring of asset reliability, capacity and efficiency during planned maintenance inspections and operational activity.


Indicators of non-performing assets include: cannot meet regulations for public use; capacity is not adequate for the expected use; risk to safety is rated high on an increasing frequency

Economics: It is no longer economic to continue repairing the asset (i.e., the annual cost of repairs exceeds the annualised cost of renewal).

Assets requiring renewal are identified from estimates of remaining life obtained from the asset register. Candidate proposals are 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.

Renewal will be undertaken using ‘low-cost’ renewal methods where practicable. The aim of these treatments is to restore the service potential or future economic benefits of the asset by renewing the assets at a cost less than replacement cost.

Renewals will be funded from Council’s Capital Works Program and grants where available. This is further discussed in Section 6 in each relevant part.

5.5 Creation / Expansion / Upgrade Plan

New works create an asset that did not exist, or extend an asset beyond its original size or capacity.

Projects (including land purchase) for the extension or upgrading of assets required to cater for growth or additional levels of service, including:

Works which create an asset that did not exist in any shape or form, or

Works which improves an asset beyond its original size or capacity, or

Upgrade works which increase the capacity of an asset, or

Works designed to produce an improvement in the standard and operation of the asset beyond its original capacity.

Where possible, developers of new subdivisions are required, as part of the development approvals process, to provide the basic road infrastructure to the standard appropriate for that development.

There are occasions when Council is required to upgrade an asset because of changed usage requirements. In such instances, the project is scrutinised closely by officers and is dealt with as part of the annual budget process.

When council considers its discretionary capital expenditures for new or upgraded assets it is essential to establish the consequential recurring operational and maintenance costs that will occur once the new or upgraded asset becomes operational.

For instance new urban streets may well require immediate costs for street sweeping. A row of new street lights will incur ongoing electricity costs for operations immediately they are brought into use. This consequential additional cost is “non-discretionary” as it will be incurred if the new asset is provided. Nature strips and street trees require maintenance.

As new projects are brought forward for consideration with the annual budget, they will also have an assessment of these ongoing operational (recurrent) costs presented to Council as part of the overall project cost projections.

In addition, as Council acquires new assets through the subdivision development process it is important that the consequential costs are established and allowed for in future budgets. Costs of maintaining these works is covered by rate income from the properties within the development.


It is not reasonable to expect that these costs will be absorbed into existing budgets without an increase. To do so is to effectively reduce the current levels of service to some or all of the rest of the municipal area.

Candidate new assets and upgrade / expansion of existing assets are identified from various sources such as Elected Member or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are investigated to verify need and to develop a preliminary estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs.

New assets contributed by land developers are discussed separately in Section 4 of each relevant Part.


Standards and specifications for new assets and for upgrade / expansion of existing assets are as noted in Section 5 of each relevant Part.

5.6 Disposal Plan

No plans exist to formalise a disposal schedule at present for the asset categories in the IAMP.

Refer to relevant Part for further discussion.


6 FINANCIAL SUMMARY This section contains the financial requirements resulting from available or derived data. Financial projections for each asset category and class will be improved as further information is produced on desired levels of service and current and projected future asset performance.

All IAMP financial tables and figures have been extracted from the asset information systems My Data and My Predictor by Alexandrina Council Staff.

6.1 Financial Statements and Projections

Refer to specific asset category and relevant Part.

6.1.1 Financial Expenditure Projections

The financial projections shown in Figure 6.1 are the summary of overall planned operating (operations and maintenance) and capital expenditure (renewal and upgrade / expansion / new assets).

Appendices B, C & D provide the actual amounts from which the chart below was obtained.

Figure 6.1: Planned Operating and Capital Expenditure –Summary All Groups

Figure 6.2 represents the planned maintenance and capital renewals. Only Water & Wastewater Management and Building Groups have operational costs included in the LTFP so distort Figure 6.1 from a structural asset management perspective.

Figure 6.2: Planned Maintenance and Capital Expenditure –Summary All Groups


6.1.2 Sustainability of Service Delivery

There are two key indicators for financial sustainability that have been considered in the analysis of the services provided by this asset category:

Long-term lifecycle costs over a 20-year period.

Medium-term costs over the 10 year period of Council’s LTFP.

The ratio of lifecycle costs to lifecycle expenditure gives an indicator of sustainability of service provision. Lifecycle expenditure includes maintenance plus renewal expenditure. Lifecycle expenditure will vary depending on the timing of asset renewals.

The disparity between lifecycle costs and lifecycle expenditure gives an indication as to whether Council is over-servicing or under-servicing the community. Where lifecycle costs exceed expenditure, ie there is a negative disparity or 'shortfall' (the most common scenario), then asset consumption is outpacing asset renewal. In the reverse case (expenditure greater than costs and a positive disparity or 'surplus' exists), consumers are receiving a higher level of service. The absence of a disparity (costs equal expenditure) indicates that the community is paying their share of the assets they consume each year.

At this stage the projection of long term operations & maintenance expenditure is based on current budget allocations and should be reviewed in successive updates of the Infrastructure & Asset Management Plan.

Table 6.1 indicates any disparity, or ‘gap’, in renewal funding over the next 10-years.

Table 6.1: Disparity between Projected Renewal Costs and Planned Expenditure

Year End

June 30

Asset Category – Renewal Disparity Costs

Roads & Footpaths,

$'000

Bridges & S’water Infr.

$'000

Water Supply &

W'w Mgmt, $'000

Buildings, $'000

Recreation Open

Space, $'000

Total Annual Disparity,

$'000

2016 360 392 0 0 423 1,175

2017 0 0 0 0 0 0

2018 0 0 0 0 0 0

2019 0 0 0 0 0 0

2020 0 0 0 0 0 0

2021 0 0 0 0 0 0

2022 0 0 0 0 0 0

2023 0 0 0 0 0 0

2024 0 0 0 0 0 0

2025 0 0 0 0 0 0

The amounts shown in the above Table 6.1 can be demonstrated by the following Figures 6.3, 6.4 & 6.5.


Figure 6.3 shows the projected annual renewal costs against the planned long-term funding from the LTFP.

Figure 6.3: Projected Annual Renewal Costs against the Planned LTFP Funding

One purpose of the IAMP is to identify levels of service that the community needs and can afford, and to develop the necessary LTFPs to provide the service in a sustainable manner. It is important that the IAMP project the predicted long-term funding requirements into the future even beyond the scope of the LTFP and not be limited to the LTFP timeframe. Affordability & sustainability of various services may well impact projections and mean that the financial predictions need to be modified within each Part of the IAMP to suit the changes. The IAMP is a living document and financial aspects need to be reviewed annually after each budget to ensure the Plan does reflect the reality of Council’s financial position.

The IAMP identifies estimated maintenance and capital expenditures required to provide an agreed level of service to the community in a sustainable manner over a 10 year period. These are inputted into the 10 LTFP. This may be compared to existing or planned (ie, pre-IAMP development) expenditures in the 10 year period to identify any funding shortfall. In a core IAMP, a shortfall (negative disparity) is generally due to increasing asset renewals.

The projected asset renewals are compared to the planned renewal expenditure in the capital works program and renewal expenditure in year 1 of the planning period.


6.2 Funding Strategy

Refer specific asset category and relevant Part.

Appendices B, C & D provide the 10-Year summary tables for operating & capital budgets from each of Parts 2 to 6.

6.3 Valuation Forecasts

Refer specific asset category and relevant Part.

6.4 Key Assumptions Made in Financial Forecasts

Key assumptions made in presenting the information contained in the IAMP and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expenses and carrying amount estimates, are detailed below. They are presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

The following general assumptions have been made in preparing the expenditure forecasts:

Average useful lives and average remaining lives of the asset classes are based on current local knowledge and experience, historical trends and accepted industry practice. These need to be reviewed and the accuracy improved, based on regular re-assessment of asset deterioration.

Assets will remain in Council ownership throughout the planning period.

All expenditure is stated in current dollar values with no allowance made for inflation or other escalations over this period.

Maintenance costs are based largely on historical industry expenditure and assume there is no significant change in contract rates (above the rate of inflation).

The condition and size of the asset network is as stated as of 30 June 2015.

Continued use of current construction techniques and materials. Changes in technology may bring about future reductions in costs but cannot be assumed in advance for forecasting.

Maintenance and isolated failure replacement is generally “like for like”.

Accuracy of future financial forecasts may be improved in future revisions of the IAMP by the following actions:

Reviews of the effective useful lives of assets and population / demographic changes have the potential for greatest variance in future cost predictions.

Changes in development needs associated with the rate and location of growth and changes in the desired level of service and service standards from those identified in the IAMP, will both impact on future funding.

Implementation of a Job Costing system to incorporate continuously current unit rate data.

More refined condition rating data with more history for reference.

Greater degree of componentisation in the rating process.

Development of better degradation models through national research and development programs.

Development of better financial models through collaborative processes.

Specific annual maintenance and renewal cost trends are detailed for each asset category in the relevant Part.


7 ASSET MANAGEMENT PRACTICES

7.1 Accounting / Financial Systems

Council’s Financial Management and Accounting System - SynergySoft which has a number of generic purposes and specific purpose general ledgers with their own unique identifier account structure.

Customer Service System & Procedures - Council records all incoming customer requests using an in-house customer request system or through SynergySoft.

Accounting Standards applicable to the IAMP include:

AASB116 (ref. 4); and

AASB1031 (ref. 3).

In accordance with Council’s Asset Accounting Policy, the present Maintenance / Capital threshold (materiality limit) for various asset types is shown in Table 7.1

Table 7.1: Materiality Levels for Capitalisation

Asset Type. Materiality Level

Infrastructure $10,000

Land Improvements $20,000

Buildings $15,000

Furniture & Fittings $5,000

Operational Equipment $5,000

IT Equipment $3,000

Other $5,000

Plant $15,000

The changes recommended in previous revisions of the Plan have been implemented as follows:

1. A Job Costing system is used to enable determination of actual costs of work based upon field measurements of quantities and times.

2. Council is informed of long-term asset plans through regular reviews and financial impacts are included in all Council agenda items throughout the year with the overall impact reported.

7.2 Asset Information Systems

The asset information systems adopted for the IAMP include the following:

Asset Management System - “My Data” Version 1.6.12 by Assetic

Prediction Software - “My Predictor” Version 2 by Assetic (condition based prediction for renewal programs)

Geographic Information System - ESRI Enterprise Suite Version 10.2

7.3 Information Flow Requirements and Processes

The key information flows into the IAMP are:

the asset register data on size, age, value, condition, remaining life of the network;


the unit costs (rates) for categories of work and material;

the adopted service levels;

projections of various factors affecting future demand for services;

correlations between maintenance and renewal, including decay models; and

data on new assets acquired by Council.

The key information flows from the IAMP are:

tentative Works Program and trends;

resulting budget, valuation and depreciation projections; and

useful life analyses. These will impact the LTFP, strategic business plan, annual budget and departmental business plans and budgets.

As shown in Figure 7.1, the financial reports generated by the asset information system, with valuations based upon actual asset condition (where available) are generated for Council Financial Services staff. Works programs generated are adopted by Engineering and Environment staff for future expenditure programs.

Figure 7.1: Asset Planning, Recording and Implementation Process

As part of annual budget preparation, EIS Department General Managers develop works program for year, identifying capital against maintenance.

As works are finalised, data on new or renewed assets are submitted to Infrastructure Manager who checks and passes to GIS Asset Officer.

EIS General Managers submit data to Infrastructure Manager on capital renewal works.

Asset, GIS Coordinator obtains advice from external specialist as to appropriateness of asset values and depreciation calculations.

GIS Asset Officer records condition rating and values of assets and attributes of capitalised works.

Security levels established ensure protection of data.

Asset and Infrastructure Plan is supported by Policies that define capital, maintenance, depreciation and processes for revaluations.

Values established in-house and verified by external specialist. Condition rating agreed for timely intervention.

Software initiated that records the above, managed by the Asset, GIS Coordinator.

General Manager Infrastructure Planning and Design strategically reviews the plan for future new assets, renewal of assets, values etc and reports to Council.

General Manager Organisational Development steers community consultation.

Finance Section receives data, including asset values and quantities, on an annual basis.


7.4 Standards and Guidelines

The relevant standards, guidelines, policies, and the like, relevant to general asset management practices are noted in Table 7.2.

Table 7.2: Process Reference Documents

Ref. No. Document Title

2 AAS27, ‘Financial Reporting by Local Governments’, Australian Accounting Standards, June 1996

3 AASB1031, ‘Materiality’, Australian Accounting Standards Board, December 2013

4 AASB116, ‘Property, Plant and Equipment’, Australian Accounting Standards Board, August 2014

7 ‘Annual Business Plan & Budget 2015-16’ Alexandrina Council

9 ‘Asset Investment Guidelines – Glossary’, Department for Victorian Communities, Local Government Victoria, Melbourne, 2006

11 ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, 2015 www.ipwea.org.au

13 ‘Community Strategic Plan 2014-2023’, Alexandrina Council, November 2012

16 ‘Sustainable Asset Management in South Australia – A Guided Pathway to Asset Management Planning’, Local Government Association of South Australia, Adelaide, 2007

7.5 Data Confidence Level

The level of confidence in the data used for financial forecasting has been graded by the system outlined in Table 7.3.

Table 7.3: Data Confidence Levels

Confidence Level Description

A Highly Reliable Sound records, procedures, investigations and analysis that are documented to best appropriate practice

B Reliable Sound records, procedures, investigations and analysis that are documented to best appropriate practice. Contains minor shortcomings, eg. some old data

C Uncertain Incomplete records, procedures, investigations and analysis, with some unsupported assumptions or extrapolations

D Very Uncertain Data based on unconfirmed, anecdotal evidence, or cursory inspection and analysis

Refer to asset category and relevant Part for specific data confidence levels.


8 PLAN IMPROVEMENT AND MONITORING


The effectiveness of the IAMP can be measured in the following ways:

The degree to which the identified cashflows are incorporated into Council’s LTFP and strategic management plan.

The degree to which 1 to 5 year detailed works programs, budgets, business plans and organisational structures take into account the ‘global’ works program trends provided by the IAMP.

8.2 Improvement Plan

With the exception of targeted community consultation to resolve acceptable and achievable levels of service, all of the refinements to processes and outcomes recommended in the previous Plan to improve from core IAMP to advanced IAMP have occurred. Those identified as common to all asset categories are shown in Table 8.1.

Table 8.1: Improvement Plan

Task No

Task Actions taken

1 Valuation Unit Costs – review unit cost derivations on a ‘current replacement cost’ basis Unit rates reviewed annually

2 Asset Information System – implement software package, providing asset deterioration modelling and other tools

“My Predictor” prediction software used

3 Risk Management – refine, expand and document the risk management plan

Risk policy and procedure including risk matrix have been developed and are now in use.

4 Job Costing System – develop system, incorporating current unit cost data

“My Data” asset management system used and all work has unique job numbers

5

Asset Data - document methodology and procedures for asset useful lives, asset unit costs (rates), condition rating and scoring and depreciation calculations

Documents have been developed including Useful Lives.

6 Population Projections – review projections based on latest available Census, or other, data

Predictions specific for Council available at http://forecast.id.com.au/alexandrina/

7 Condition Rating Process – review to establish a consistent rating process for all asset groups.

0-6 scale is being used for all assets as the asset management system does not support 0-10 scale

8 Condition Rating – refine data collection and analysis processes, including greater levels of componentisation.

Componentisation is ongoing and has now been complete for most asset groups, Recreation Open Space is still in progress.

9

Financial Modelling – develop a condition based modelling process using degradation curves but reduce the number of individual criteria modelled to broader categories to reduce complexity. Modelling is predictive and not definitive in its outcomes but needs to be a reasonable representation of likely future needs.

Complexity concerns have been addressed for roads. Modelling is undertaken using “My Predictor “prediction software.


8.3 Monitoring and Review Procedures

The IAMP will be reviewed during annual budget preparation and amended to recognise any changes in service levels and / or resources available to provide those services as a result of the budget decision process.

The Plan has a life of 4 years and is due for revision and updating within 2 years of each Council election.


9 REFERENCES

1 ‘2002 – 03 to 2011 – 12 Infrastructure Plan’, Alexandrina Council, July 2002.

2 AAS27, Financial Reporting by Local Governments, Australian Accounting Standards, June 1996.

3 AASB1031, ‘Materiality’, Australian Accounting Standard Board, December 2013.

4 AASB116, ‘Property, Plant and Equipment’, Australian Accounting Standards Board, August 2014.

5 ‘Alexandrina Council, Asset Identification and AAS 27 Valuations – Buildings, Building Improvements and Structures, Values as at 30 June 2007’, Maloney Field Services, updated August 2008.

6 ‘Alexandrina Council, Independent Assessment of Infrastructure Assets’, Stephen Walker, Jeff Roorda and Associates, January 2008.

7 ‘Annual Business Plan & Budget, 2015 – 2016’ Alexandrina Council, May 2008.

8 ‘Assessment of Bridge Structures for Alexandrina Council’, Connell Wagner Pty Ltd, July 2008.(Structure Condition Inspection Reports, John Bradbury 2014)

9 ‘Asset Investment Guidelines – Glossary’, Department for Victorian Communities, Local Government Victoria, Melbourne, 2006.

10 ‘Design Guidelines for the Provision of Infrastructure and other Assets’, Alexandrina Council, Engineering & Infrastructure Services, October 2008.

11 ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, 2015. www.ipwea.org.au

12 ‘Replacement and Renewal Unit Costs of Infrastructure Assets for Valuation Purposes', Alexandrina Council, SFIS Department, compiled August 2008.

13 ‘Community Strategic Plan 2014-2023’, Alexandrina Council, November 2012

14 ‘Strathalbyn Town Plan 2014-2024’, Alexandrina Council, September 2014.

15 'Statistical Snapshot', Alexandrina Council, ABS 2006 Census data, prepared for Community Strategic Plan, December 2008.

16 ‘Sustainable Asset Management in South Australia – A Guided Pathway to Asset Management Planning’, Local Government Association of South Australia, Adelaide, 2007.

17 ‘Useful Lives of Infrastructure Assets for Valuation Purposes', Alexandrina Council, Infrastructure and Assets Department, compiled August 2008, updated July 2015.

18 Business Process Manuals for Strategic Road, Footpath, Kerb, Stormwater & Sewer Asset Management, Alexandrina Council, (circa 2010)


10 APPENDICES

APPENDIX A Condition Rating Table

APPENDIX B 10-Year Capital Expenditure Program

APPENDIX C 10-Year Capital Operations & Maintenance Expenditure Program

APPENDIX D 10-Year Capital Operations, Maintenance & Capital Summary

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements: Appendix A: Condition Rating Tables 1 - A1

Appendix A: Condition Rating Table

The following table provides a more detailed description than currently used for condition rating Alexandrina’s infrastructure assets.

Table A - Typical 1-5 level rating across various asset groups:

Rating Condition Condition Rating Description

1 Excellent Practically as new, full compliance with current requirements

2 Good Fully functional, minor wear and tear, minor non-compliance with current requirements

3 Fair Showing further signs of deterioration, but still generally functional, complies with requirements at time of construction or commissioning, but not current requirements

4 Poor Asset has deteriorated such that safety and functionality are compromised, significant non-compliance with mandatory requirement

5 Unacceptable Asset is unsafe and non-functional, serious non-compliance with mandatory requirement

Moderate/Fair/Average are interchangeable terms

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements: Appendix A: Appendices D & E: Ten Year Long Term Financial Plan (2016-2025) Summary 1 – B&C1

Appendix B: 10-Year Capital Expenditure Programs

NB: This covers asset renewals, expansion and upgrades

CAPITAL EXPENDITURE 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Part 2 Roads & Footpaths $5,409,730 $4,254,250 $4,930,050 $3,420,900 $2,110,575 $3,622,900 $4,330,800 $3,994,000 $6,171,600 $4,097,700

Part 3 Bridges, Kerbs & Stormwater

$689,590 $213,500 $1,232,800 $962,700 $673,700 $704,400 $78,100 $806,900 $320,900 $128,400

Part 4 Water & Wastewater $2,727,380 $1,643,500 $2,131,200 $1,159,300 $1,212,900 $2,018,200 $859,900 $257,310 $453,710 $718,410

Part 5 Buildings $1,256,100 $1,005,600 $789,600 $639,400 $764,800 $443,400 $315,000 $471,600 $500,400 $480,100


$658,920 $389,800 $453,200 $661,800 $804,600 $346,400 $547,700 $252,100 $335,400 $681,500

TOTAL CAPITAL $10,741,720 $7,506,650 $9,536,850 $6,844,100 $5,566,575 $7,135,300 $6,131,500 $5,781,910 $7,782,010 $6,106,110

Appendix C: 10-Year Operations & Maintenance Programs

NB: Each Part includes Maintenance Costs but only Part 4 – Water & Wastewater and Part 5 - Buildings assets include Operational costs.

OPERATIONS & MAINTENANCE

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Part 2 Roads & Footpaths $1,814,170 $1,874,170 $1,948,170 $1,924,170 $1,978,170 $1,924,170 $1,978,170 $1,924,170 $1,924,170 $1,924,170

Part 3 Bridges, Kerbs & Stormwater

$377,160 $350,160 $350,160 $350,160 $525,160 $350,160 $350,160 $350,160 $350,160 $350,160

Part 4 Water & Wastewater $2,028,020 $2,228,020 $2,680,020 $2,487,020 $2,637,020 $2,246,020 $2,282,020 $2,757,020 $2,501,020 $2,658,020

Part 5 Buildings $1,988,200 $2,097,100 $2,203,100 $2,177,100 $2,151,100 $2,135,100 $2,119,100 $2,119,100 $2,119,100 $2,119,100


$2,561,440 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040

TOTAL O & M $8,768,990 $9,333,490 $9,965,490 $9,722,490 $10,075,490 $9,439,490 $9,513,490 $9,934,490 $9,678,490 $9,835,490

Infrastructure and Asset Management Plan Alexandrina Council Part 1, General Statements: Appendix A: Appendices D & E: Ten Year Long Term Financial Plan (2016-2025) Summary 1 – B&C2

Appendix D: 10-Year Operations, Maintenance & Capital Expenditure Program, Summary of All Groups

ALL GROUPS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $10,741,720 $7,506,650 $9,536,850 $6,844,100 $5,566,575 $7,135,300 $6,131,500 $5,781,910 $7,782,010 $6,106,110

Operations & Maintenance $8,768,990 $9,333,490 $9,965,490 $9,722,490 $10,075,490 $9,439,490 $9,513,490 $9,934,490 $9,678,490 $9,835,490

TOTAL COSTS $19,510,710 $16,840,140 $19,502,340 $16,566,590 $15,642,065 $16,574,790 $15,644,990 $15,716,400 $17,460,500 $15,941,600

INFRASTRUCTURE and ASSET MANAGEMENT PLAN

PART 2 ROADS and FOOTPATHS

Draft Version 3.2

April 2016

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths

Document Control

Document ID : PART 2 ROADS AND FOOTPATHS V3.2 APRIL 2016.DOC

Version No.


Prelim. Draft

March 2008 Preliminary Draft received as ‘Roads and Footpaths Asset Management Plan’ with FY 2007 financial data

BB PW

Advanced Draft

November 2008 Rewritten and revised incorporating FY 2008 financial data as ‘IAMP Part 2, Roads and Footpaths’, Advanced Draft

PW / SG

V 1.0 November 2008 Audit Committee review PW / SG

V 1.1 January 2009 For Council endorsement PW / NS


V 2.0 October 2012 For Council approval and Public Consultation

CT/JEH






© Copyright 2007 – All rights reserved. This Infrastructure and Asset Management Plan template was prepared for the Local Government Association of South Australia by the Institute of Public Works Engineering Australia, (IPWEA), Jeff Roorda & Associates (JRA) and Skilmar Systems for the use of South Australian Councils only under the LGA’s Sustainable Asset Management in SA Program.

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths

Please Note:

This Part must be read in conjunction with Part 1, General Statements.

Identical section and clause numbering have been implemented across all Parts of the IAMP wherever practicable to facilitate cross-referencing. Table and figure numbering are specific to each Part.

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths 2 - i

CONTENTS

1 EXECUTIVE SUMMARY ___________________________________________________________ 1 1.1 Infrastructure and Asset Management Plans 1 1.2 Council Assets in the IAMP, Part 2 1 1.3 Lifecycle Costs & Expenditure 1 1.4 Planning Objectives 2 1.5 Performance Measures 2 1.6 IAMP Implementation Program 2

2 INTRODUCTION _________________________________________________________________ 3 2.1 Background 3 2.2 Goals and Objectives of Asset Management 3

2.2.1 Council’s Vision & Mission Statements 4 2.2.2 Relevant Strategic Plan Goals, Strategies and Planning Principles 4 2.2.3 Asset Management Goals and Objectives 9


3 LEVELS OF SERVICE ____________________________________________________________ 11 3.1 Functional Hierarchy of the Road Network 11 3.2 Customer Research and Expectations 11 3.3 Legislative Requirements 12 3.4 Current Levels of Service 12

3.4.1 Maintenance Service Levels 12 3.4.2 Functional Requirements of Maintenance 13

3.5 Desired Levels of Service 13 3.6 Assets not maintained by Council 17


4.1.1 Allotment Creation and Asset Yield 18 4.1.2 Demand Factors - Trends and Impacts 18


4.6.1 Assumptions used in Projected Asset Growth 20 4.6.2 Contributed Road and Footpath Assets 20 4.6.3 Constructed or Acquired Road and Footpath Assets 21


5.1.1 Physical Parameters 22 5.1.2 Asset Capacity and Performance 23 5.1.3 Asset Condition 23 5.1.4 Asset Valuations 28

5.2 Risk Management Plan 29 5.2.1 Preliminary Assessment of Risk 29 5.2.2 Inspections 29 5.2.3 Defect Response Criteria 30

5.3 Routine Maintenance Plan 31 5.3.1 Maintenance Arrangements 31 5.3.2 Maintenance Types 31 5.3.3 Standards and Specifications for Design and Maintenance 32 5.3.4 Maintenance Expenditure Patterns 32

5.4 Renewal / Replacement Plan 34 5.4.1 Renewal Standards 34 5.4.2 Renewal Strategy 34 5.4.3 Summary of Future Renewal Expenditure 35

5.5 Creation / Expansion / Upgrade Plan 35

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths 2 - ii

5.5.1 Standards and Specifications 36 5.5.2 Summary of Future Upgrade Asset Expenditure 36 5.5.3 Summary of Future Asset Acquisitions 37







9 REFERENCES __________________________________________________________________ 46

10 APPENDICES ___________________________________________________________________ 46

APPENDIX A Road Functional Hierarchy

APPENDIX B Maintenance Response Levels of Service

APPENDIX C Inspection Requirements

APPENDIX D Inspection Management Flow Chart

APPENDIX E 10-Year Capital Expenditure Program

APPENDIX F 10-Year Operations, Maintenance & Capital Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths 2 - iii

TABLES

Table 2.1: Asset Classes in Part 2 3 Table 2.2 Relevant Strategic Plan Statements 6 Table 2.3: Key Asset Management Goals and how these are addressed 10 Table 3.1: Functional Requirements of Maintenance 13 Table 3.2: Community Levels of Service - Sealed Roads 14 Table 3.3: Technical Levels of Service - Sealed Roads 14 Table 3.4: Community Levels of Service - Unsealed Roads 15 Table 3.5: Technical Levels of Service - Unsealed Roads 15 Table 3.6: Community Levels of Service - Footpaths and Shared Use Paths 16 Table 3.7: Technical Levels of Service - Footpaths and Shared Use Paths 16 Table 4.1: Demand Factor Impact on Services 18 Table 4.2: Checklist – Elements at Potential Risk from Climate Change 19 Table 4.3: Demand Management Plan Summary 20 Table 4.4: Road and Footpath Asset Stock Increases from Growth 21 Table 5.1: Asset Classes and Quantities 22 Table 5.2: Footpath Classes and Quantities 22 Table 5.3: Known Service Performance Deficiencies 23 Table 5.4: Rating Descriptors 24 Table 5.5: Key Footpath Materials Used 26 Table 5.6: Financial Reporting Criteria 28 Table 5.7: Critical Risks and Treatment Plans 29 Table 5.8: Defect Response Criteria 30 Table 5.9: Recent Maintenance Expenditure 32 Table 5.10: Renewal Priority Criteria 34 Table 5.11: New Assets Priority Criteria 36 Table 6.1: Projected vs. Planned Renewal Expenditures 38 Table 6.2: Projected Costs and Planned Expenditure - Roads and Footpaths 39 Table 6.3: Planned Maintenance and Capital Expenditure Summary - Roads and Footpaths 39 Table 6.4: Key Assumptions 43 Table 7.1: Data Confidence Levels 44 Table 8.1: Improvement Plan 45

FIGURES

Figure 5.1: Asset Condition Profile – Pavement under Asphalt Surface and Spray Seal Surface 24 Figure 5.2: Asset Condition Profile – Asphalt Surface 25 Figure 5.3: Asset Condition Profile – Spray Sealed Surface 25 Figure 5.4: Asset Condition Profile – Unsealed Surface 26 Figure 5.5: Asset Condition Profile – Concrete Paved Footpaths 27 Figure 5.6: Asset Condition Profile – Spray Seal Footpaths 27 Figure 5.7: Asset Condition Profile – Asphalt Paved Footpaths 27 Figure 5.8: Asset Condition Profile – Pavers (clay or concrete) 28 Figure 5.9: Projected Maintenance Expenditure – Roads and Footpaths 33 Figure 5.10: Planned Renewal Expenditure – Summary of Roads and Footpaths 35 Figure 5.11: Planned Upgrade / New Asset Expenditure - Summary of Roads and Footpaths 37 Figure 6.1: 10-Year Planned Operating and Capital Expenditure 38 Figure 6.2: Projected versus Planned Renewals 40 Figure 6.3: Projected Asset Values – Roads and Footpaths 41 Figure 6.4: Projected Depreciation Expense – Sealed Roads and Footpaths 42 Figure 6.5: Projected Depreciated Replacement Cost – Sealed Roads and Footpaths 42

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths 2 - 1

1 EXECUTIVE SUMMARY

1.1 Infrastructure and Asset Management Plans

Council is the custodian of an array of infrastructure assets, with a total replacement cost of some $426 million. This is Part 2 of the Infrastructure Asset Management Plan that encompasses five asset categories covering assets as diverse as community halls to effluent treatment lagoons and rural roads to jetties.

Roads and footpaths have a combined replacement value of $171.3 million.

The IAMP – Part 2, Roads and Footpaths has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.

1.2 Council Assets in the IAMP, Part 2

Council provides a road and footpath network in partnership with the State Government and the community to enable safe, well-maintained, fit-for-purpose community access in accordance with Council’s service delivery objectives.

The classes of assets covered are:

Asset Class Surface Type Length (kms)

Rural Collector and Distributor Road Sheeted 46.44 Sealed 227.65 Rural Local & Access Road Sheeted 700.54 Sealed 73.85 Urban Collector and Distributor Road Sealed 40.25 Urban Local & Access Road Sheeted 11.10 Sealed 185.53 Unformed Roads Natural formation 1.20 Car park Sheeted and Sealed 111 (No.) Footpath, Shared Path, Pram Ramps Paved and Sealed 91.51

1.3 Lifecycle Costs & Expenditure

There are two key indicators of cost in providing levels of service from road & footpath infrastructure.

Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses the annual depreciation amount as the Projected Renewal Expenditure.



Roads and Footpaths $ 2.4 M $ 2.67 M

Total maintenance and renewal expenditure

The expenditure required to deliver existing service levels covered by Council’s 10 year LTFP is:

Total 10-Year Maintenance &

Renewal Expenditure

($'000)

Average 10-Year Annual

Maintenance & Renewal ($'000)

Planned Maintenance Expenditure, 2016 ($'000)

Planned Renewal

Expenditure, 2016 ($'000)

Planned Maintenance &

Renewal Expenditure, 2016 ($'000)

Projected Renewal


53,630 5,363 1,814 2,724 4,538 2,364

Appendices E & F provide the 10-Year summary tables for operating & capital budgets.


1.4 Planning Objectives

Refer Part 1.


Refer Part 1.

1.6 IAMP Implementation Program

Refer Part 1.


2 INTRODUCTION

2.1 Background

This IAMP, Part 2, is to be read with IAMP Part 1 – General Statements.

Part 2 covers the following asset classes:

Table 2.1: Asset Classes in Part 2


Replacement Value

Rural Collector and Distributor Road Sheeted 46.44 $2,194,088

Sealed 227.65 $48,512,244

Rural Local & Access Road Sheeted 700.54 $23,882,021

Sealed 73.85 $6,348,119

Urban Collector and Distributor Road Sealed 40.25 $20,479,781

Urban Local & Access Road Sheeted 11.10 $387,851

Sealed 185.53 $51,186,500

Unformed Roads Natural formation 1.20 $0

Car park Sheeted and Sealed 111 (No.) $3,898,463

Footpath, Shared Path, Pram Ramps Sealed 91.51 $14,423,861

Total Road, Footpath & Car park Assets $171,312,928


Refer Part 1 and Tables 2.2 & 2.3 below.



Aspiration

Outcome Strategy





Open Space


Resilient Economy


G


G

ROS


G



G

ALL


G

ALL


G

ALL



G


G


G

RF


Activate our Spaces

Vibrant Communities


G

B

ROS


G

B

ROS


G

RF

ROS



G

RF

B

ROS


G


G



G

RF

WWM

ROS


G

RF

ROS


G

RF

ROS




G


G




G

RF

WWM

ROS



G

B

ROS


G


G

ALL



G


G


G




G

B


G

WWM


G

B




G

BSM

WWM

ROS


G

BSM

WWM


G

BSM

WWM

ROS



G

BSM

WWM

ROS


G

ROS


G


Goolwa & Hindmarsh Island Lobby the State Government to improve major road corridors – Goolwa to Adelaide, Goolwa to Victor Harbor and Goolwa to Strathalbyn.

2.2.3 Asset Management Goals and Objectives

Goals and objectives in asset management that contribute to the realisation of Council’s Strategic Plan are shown in Table 2.3.


Table 2.3: Key Asset Management Goals and how these are addressed

Goal Objective How Goal and Objectives are addressed

Optimisation of Asset Condition

Maintaining the asset condition equitably throughout the network without deterioration in the asset condition

Asset condition data collection commenced in 2002 and has been reviewed and updated periodically. From the data analysis, required treatments were assessed and prioritised with works programs implemented based upon optimised outcomes and to ensure timely and equitable intervention.

Upgrade of Sheeted (Unsealed) Roads

The construction of sealed roads assessed in accordance with several factors including the road’s hierarchy (function), traffic management and safety issues

The hierarchy of each road is reviewed regularly and is determined by the road’s function and associated traffic counts.

DPTI roads Maintaining asset conditions equitably throughout the network without deterioration in conditions of assets under Council care and control.

On arterial roads, DPTI accepts responsibility for the seal, pavement, shoulders, bridges and culverts, line-marking, overhanging vegetation and traffic signage. Within townships, Council assumes responsibility for kerbing, footpaths, other signage, street furniture and landscaping.

Road Closures Prevent vehicle access where not required and reduce maintenance expenditure.

Council will consider closing a road for safety reasons or for transfer to a resident with mutual agreement and due consideration of the benefit to the Council or as an exchange for an equivalent area of reserve for vegetation and conservation purposes.

Services Control of works by other authorities which may affect Council’s assets.

Council requires persons undertaking the work to obtain a permit prior to commencing the work and authorities to give notification.

2.3 Plan Framework

Refer Part 1.


Refer Part 1.


3 LEVELS OF SERVICE

3.1 Functional Hierarchy of the Road Network

Alexandrina Council has established a road hierarchy based on the role each particular road is expected to perform. The hierarchy establishes the desired or planned role for each road and thus establishes the future standard for that road. This means that while certain roads may at times be used for purposes other than the stated hierarchy or standard it will remain as that standard unless a policy decision is made to address its new use or standard.

Urban or Town Roads are those situated inside the town boundaries of Strathalbyn, Milang, Clayton, Goolwa, Middleton, Mount Compass, Langhorne Creek, Woodchester, Finniss and Port Elliot and are defined in Table A1, Appendix A. Rural Roads are those situated outside the town and urban areas and are classified in Table A2, Appendix A.

The hierarchy of roads is used as the basis for determining the various standards across the road network, including maintenance responses, in line with relevant risk factors, while having regard to the type, volume and nature of road usage.

At present there is no specific footpath hierarchy. However Council has a Footpath Master Plan that shows (graphically) a backbone network of footpaths that is proposed to be constructed over the next 15 years. Construction of new footpaths is prioritised based on strategic linkages to schools, commercial precincts, medical centres and retirement villages (high pedestrian generators). The renewal of footpaths is based on condition criteria determined in Council’s asset management system.


Council has not carried out research on customer expectations at a community-wide level. This will be investigated for Plan updates. Council will use this information in developing specific Levels of Service and in the allocation of resources in the annual budget.

Council engineers and technical officers have traditionally been trained to work to an assumed level of service that is likely to be expected by the community. During any future consultation process Council will test this premise to make sure that it is correct or amend it accordingly.

Assumptions include:

Road defects prioritised and repaired in accordance with Alexandrina Council’s Sealed Roads Maintenance Plan including:

- Potholes - Edge-breaks - Collapsed manholes - Rutting and shoving - Loose stones - Cracking (transverse, crocodile and linear)

- Worn or missing line marking - Missing or damaged signage - Broken kerbing - Trench failures - Worn or missing raised pavement

markers In accordance with the Sealed Roads Maintenance Plan Council staff will carry out inspections

based on an adopted road hierarchy.

Council staff will also inspect for immediate risks including: - Fallen trees and/or limbs - Shoulder maintenance requirements - Poor drainage and flood damage - Swale drain maintenance - Poor lighting at intersections and vehicle/pedestrian conflict points

In the design of new/upgraded road components Council will also consider (in accordance with Australian Design Standards: - ease of access to major traffic routes


- design of residential streets in accordance with road hierarchy (purpose and function) and ADF traffic flows

- design of rural roads design of residential streets in accordance with road hierarchy (purpose and function), ADF traffic flows and design speeds

- intersection design utilising appropriate design and lighting standards - car parking designs in accordance with Australian design standards - implementation of safety measures including guard railing where appropriate (identified

safety risk) - drainage solutions incorporated into road design including provision for 1 in 10 ARI

underground drainage

3.3 Legislative Requirements

Refer Part 1.



Community Levels of Service - relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost / efficiency and legislative compliance.

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

Functional requirements of maintenance are shown in Table 3.1 and Council’s current levels of service are set out in Tables 3.2 to 3.7.

Where table entries are shown as '#' data are unavailable. Future IAMP revisions will include this information, as it becomes available.

3.4.1 Maintenance Service Levels

Levels of service for maintenance of the road network take into account: Community views and values Industry standards The need to provide a road network that is safe for all users Ability of Council to fund maintenance activities.

The following matters have also been taken into account with development of the maintenance standards:

(a) Routine maintenance standards – routine maintenance, repair functions and standards, intervention levels and actions are based on risk assessment for a particular asset element (eg. road, pathway, bridge) and road type. Standards vary across the road network in line with relevant risk factors such as traffic volumes, composition of traffic, operating speed, the susceptibility of assets to deterioration, the cost effectiveness of repairs, and competing priorities for funding.

(b) Repair and maintenance works – routine maintenance and repair works are undertaken within a specified reasonable period of time, the response time, having regard to intervention action priorities, and to specified standards.

(c) Temporary measures – temporary works to be undertaken to reduce the risk of an incident until such time as maintenance or repair works can be completed. Response times and measures (eg. warning signs, flashing lights, safety-barriers) are determined based on the risk to safety and the type, volume and nature of road usage.


(d) Emergency works – works required to be undertaken immediately outside routine works programs to ensure the safety of road users and the public as a result of emergency incidents. Emergency works include traffic incident management, responses to fires, floods, storms and spillages, and assistance under the South Australian State Emergency Management Plan 2007 & the Alexandrina Emergency Management Plan.

Maintenance Response Levels of Service for roads and pathways are outlined in Appendix B.

3.4.2 Functional Requirements of Maintenance

Table 3.1: Functional Requirements of Maintenance

Asset Feature Functional Requirements of Maintenance

Pavement Maintenance

Sealed Surface 1. Provide safe driving conditions, uniform seal appropriate to classification of the road. 2. Minimise rate of deterioration of the pavement.

Unsealed Road 3. Provide safe driving conditions and ride-ability appropriate to the classification of the

road.

Drainage 4. Provide hydraulic capacity (large enough to carry normal storm flows), road structure, structural integrity and clear flow of water away from the road pavement.

Operational Servicing

5. Provide timely emergency response to assist the public and minimise disruption caused by temporary loss of use of the asset.

Roadside Maintenance

Road Furniture

Signs: 6. Provide clear messages to motorists in day and night conditions and be aesthetically

sound. Guard Fence:

7. Provide required structural resistance to errant vehicles to minimise accident severity.

Paved Islands & Footpaths: 8. Provide safer travel, and be aesthetically sound. Road Markings: 9. Provide clear delineation of the road and traffic movements.

Vegetation

Street Trees & other decorative plantings: 10. Provide for safe travel, aesthetically pleasing features.

Roadside Verges:

11. minimise weed infestations, sight distance hazards, fire hazard while recognising important roadside vegetation environmental issues.

Operational Servicing

Street Lighting & Traffic Signals: 12. Provide prompt reporting of damage to electrical assets to the appropriate Utility

Service Provider.


At present, indications of desired levels of service are obtained from various sources including residents’ feedback to Elected Members and staff, service requests and correspondence. This includes community consultation and Council adoption of the Footpath Master Plan. Council has yet to quantify desired levels of service. This will be done in future revisions of the IAMP.


Table 3.2: Community Levels of Service - Sealed Roads

Key Performance Indicator

Community Level of Service Performance Measurement Process Target Performance Current

Performance

Safety Safe, accessible network. Crash reports Customer requests

< 10 per year < 10 per year

# #

Quality Ride ability and visibility Customer requests Condition audit

< 5 per year #

# #

Function Meet user requirements for : accessibility road width traffic management

Customer requests

< 5 per year

#

Table 3.3: Technical Levels of Service - Sealed Roads

Key Performance Indicator Technical Level of Service Performance Measurement Process Target Performance

Current Performance

Condition Maintain surfacing and optimise maintenance

Based on current conditions # #

Function Adequate road width for traffic demands Inspection Regular traffic surveys

> 80 % meets width requirements #

Cost-effectiveness Undertake proactive maintenance Percentage of maintenance classed as proactive

> 70 % #

Safety Provide : clear signage well-maintained linemarking appropriate traffic management devices

Compliance inspections Customer requests

Zero compliance defects < 10 per year

# #


Table 3.4: Community Levels of Service - Unsealed Roads



Performance

Safety Ensure provision of safe network Crash reports Customer requests

Zero reported crashes < 10 per year

# #

Quality Provide, smooth, all-weather access Customer requests Condition audit

< 10 per year < 20 per audit

# #

Function Road surface free of nuisance flooding Customer requests < 40 per year #

Table 3.5: Technical Levels of Service - Unsealed Roads


Current Performance

Condition Patrol grading and resheeting Frequency linked to condition audit outcomes

# #

Accessibility Provide all-weather access Length and duration of impassable conditions

Zero events on distributor and collector status roads

#

Cost-effectiveness Maintenance and resheeting undertaken in a cost-effective manner for maximum benefit to the wider community

Comparison with benchmarked organisations

Favourable outcome #

Safety Ensure provision of safe network Crash reports Customer requests

Zero reported crashes < 10 per year

# #


Table 3.6: Community Levels of Service - Footpaths and Shared Use Paths



Performance

Safety Provide network free from hazards and separated from vehicular traffic

Customer requests Injury and damages claims

# < 2 claims per year

# #

Quality Suitable network, with non-slip surface Customer requests # #

Function Network linking high-use areas and of appropriate width

Customer requests # #

Table 3.7: Technical Levels of Service - Footpaths and Shared Use Paths


Current Performance

Condition Maintain surface to high standards Inspection regime Zero high -risk hazards #

Accessibility Extensive network to and in high-use areas and for age groups with special needs, meeting a network hierarchy

Customer requests Township development strategies Hierarchy compliance

# #

100 % compliant by 2020

# # #

Cost-effectiveness Cost-effective material selection and maintenance practices

Optimised construction for Budget allocation

# #

Safety Network free of trip hazards and obstructions

Customer requests Inspection regime

< 50 outstanding requests #


3.6 Assets not maintained by Council

There are a number of assets associated with the roadway for which Council is not the responsible maintenance authority. These include:

(1) Vehicle crossovers & driveways for that portion of a vehicle crossing, other than the footpath, located between the carriageway and the property boundary is the responsibility of the adjoining property owner to maintain.

(2) Nature strips & infill areas within urban areas which are those residual areas between the edge of the road or back of the kerb and the property boundary not occupied by the pathway and private road crossings. The responsibility for maintenance of grassed areas and footpath verges rests with the adjoining property owner.

(3) Single property stormwater drains that are constructed within the reserve from the property boundary to a discharge outlet in the kerb or into the drain. They are there to benefit the property and as such are the responsibility of the owner of the property being served to maintain.

(4) Private or illegal landscaping works on the road reserve that are not in accordance with any Council policy on such landscaping or have a potential of causing obstruction or injury/damage to pedestrian or traffic movement.

(5) Street lighting (Standard) – maintenance of all utility timber and concrete power poles is the responsibility of power companies however maintenance of decorative poles in streetscapes is a council responsibility. Council is responsible for the cost of operating the street lighting service on local road reserves and contributes to the cost of lighting on arterial roads.

(6) Bridges/ culverts/ overpasses – some are maintained by DPTI and some are by agreement with the adjoining Council.

(7) Private roads driveways, laneways and car parks (Common Property) associated with private developments.

(8) Rail crossings and associated structures (bridges) are maintained by the Rail authority.

(9) Service Authority temporary/permanent reinstatements to the road and pathways and other road reserve assets organised by the authority directly.

(10) Service Authorities Assets - Utility assets such as service pits (communications, water, sewerage, gas, electricity).

(11) Crown and Service Authority Land/Easements – unless specified.


4 FUTURE DEMAND


Refer Part 1.


Refer Part 1.

4.1.2 Demand Factors - Trends and Impacts

Developers will contribute roads and footpath in land divisions, but Council will need to upgrade connector roads and footpath links to cater for growth demands and achieve cohesive networks.

The aim of the road and footpath construction programs are to improve the amenity of urban areas through the sealing, widening (and kerbing) of streets and to provide improved infrastructure and access for rural residents and industry through the sealing of major freight links and access roads.

In determining the need for sealing of unsealed roads the following aspects have been considered:

Sealing all urban streets (primary access only)

Providing sealed rural distributor/collector roads to provide strategic linkages between townships and population centres

Provide greater access to rural commodity routes through improving sight distance and turning areas at critical junctions.

To enable fair and planned distribution of funding throughout the district, many different methods of prioritising works were used:

Traffic surveys to determine vehicle and cyclist numbers and vehicle classifications.

Known traffic black spots (sites with a high crash history).

High road maintenance costs areas.

Known development areas.

Access to high pedestrian generators.

The impact of some demand factors on services are shown in Table 4.1.

Table 4.1: Demand Factor Impact on Services

Factor Impact

Population growth in townships Increased demand for on-street and off-street parking

Ageing population Enhanced footpath network linked to shopping and community precincts

Increased tourism Increased demand for car parking

‘Sea Change’ and ‘Tree Change’ lifestyles, ‘Baby Boomers’ / Retirees

Greater emphasis on passive recreation and walking. Increased demand for public transport

4.2 Climate Change

As mentioned in Section 4.2 of Part 1 a 2007 CSIRO Report raises issues relating to infrastructure that may well be at risk due to climate change.

Increased frequency and intensity of extreme rainfall, wind and lightning events is likely to cause significant damage to infrastructure, including roads, drains, buildings and other urban facilities.


Table 4.2: Checklist – Elements at Potential Risk from Climate Change

Road & Pathway Networks - Elements at Potential Risk from Climate Change

Road/Pathway: Issue of Concern: Asset ID & Location (Address):

Risk Scenario Element Risk Assessment

Likelihood Impact Risk

Rating

Potential Impacts include:-

Increased frequency and intensity of extreme rainfall events may cause significant flood damage to road, pathway and bridge infrastructure.

Accelerated degradation of materials, structures and foundations may occur through increased ground movement and changes in groundwater.

Increased temperature and solar radiation could reduce the life of asphalt on road surfaces.

Lack of water for compaction increases maintenance costs for unsealed roads, especially in rural areas.

Increased risk of wildfire can result in high risk for tree damage close to roadways (falling trees).

Roads - Sealed

Roads - Unsealed

Pedestrian pathways

Shared Use Pathways

Roadside drains

Risk Assessment Notes:

Refer to AS/NZS ISO 3100:2009 & Council's Risk Assessment Policy for guidance Likelihood: - Rate as Probable (likely to occur), Possible (may occur), or Improbable (conceivable but highly unlikely) Consequence/Impact: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish severity level of consequence Risk Rating: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish risk rating


There are no anticipated changes to legislation that will impact road and footpath assets at the present time.


Changes in construction techniques and maintenance practices are likely, such as:

Greater use of in-situ recycling of pavement materials.

Greater use of recycled materials.

Introduction of synthetic binders for road surfacing treatments, as a result of crude oil shortages and bitumen products.

These impacts will be investigated and quantified in future revisions of the IAMP.




Opportunities identified to date for demand management are shown in Table 4.3. Further opportunities will be developed in future revisions of the IAMP.

Table 4.3: Demand Management Plan Summary

Service Activity Demand Management Plan

Road and footpath maintenance and upgrades

Upgrades and network extensions to meet population growth demand and changes identified in review reports and planning studies.

Provide access for wheeled mobility devices, pedestrians, cyclists and tourism growth.

Safety Improvement Plan Upgrades to improve user safety (to be developed further within the next review period).

Regular road safety audits and footpath inspections.

Road Infrastructure Review Plan Review of Strategic Plan to incorporate planned works particularly sealing of key roads and streets and examination of utilisation patterns and network links, within next review period.

Consideration of freight routes and township bypasses. Collector/distributor upgrades for adjoining land division and

growth.

Development of new residential and community centres

To meet requirements of various township development plans.


The creation of new roads and footpath assets will reflect population growth in some measure. These assets will be constructed by developers and donated (contributed) to Council, or be constructed or acquired by Council.

Acquiring these new assets will commit Council to fund ongoing operations and maintenance costs for the period that the service provided from the assets is required. These future costs are identified and considered in developing forecasts of future operating and maintenance costs.

4.6.1 Assumptions used in Projected Asset Growth

Refer Part 1.

4.6.2 Contributed Road and Footpath Assets

Asset creation and contribution from land division activity over the reporting period has been assumed to be uniform at the annual rates shown in Table 4.4.


Table 4.4: Road and Footpath Asset Stock Increases from Growth

Allotment Type Projected Lot Yield,

pa

Road Pavement and Seal Footpath

Rural Local Urban Local (1)

m m2 m m2 m m2

Rural Living 10 20 180 0 0 0 0

Conventional Residential 77 0 0 22 154 20 30

Community Title / Small Lot 77 0 0 12 84 11 17

Industrial / Commercial 3 0 0 15 160 (2) 16 24

TOTAL, pa 167 200 1,800 2,663 18,806 2,435 (3) 3,691(4)

Note: (1) Upgrading or expansion of higher-order urban local roads are assumed to remain Council

responsibility and are allowed for in Section 5.5.

(2) Carriageway pavement depth greater for heavier traffic applications. Notional pavement area per allotment factored by 1.5 to make allowances for additional construction costs. This allows one unit cost to be applied for projection purposes. The actual applicable unit costs will be / are used for valuations.

(3) Comprises, for example: 20 x 256 + 11 x 52 + 7 x 16 = 5,804m.

(4) New footpath construction being a minimum 1.5m wide (space permitting).

(5) Table 4.5: Developer - Contributed Annualised Asset Values

Asset Class Basis

Annualised Asset Value (averaged & totalled

over 167 lots)

$‘per lot’ $, per annum

Road pavement and seal From Table 4.4 (urban) $904,569

(rural) $57,006

Sub-Total, road assets 5,758 $961,575Footpath / Shared Use Path From Table 4.4 2,254 $376,371

Total 8,012 $1,337,956

4.6.3 Constructed or Acquired Road and Footpath Assets

An indication of the quantity of roads constructed or acquired by Council, can be obtained for the period of the Ten Year Program (ref. Appendix E). At this stage of Plan development, road and footpath asset values increases from construction or acquisition cannot readily be extracted from projections of future expansion / new expenditure.



5.1 Background Data

Refer Part 1.


The assets covered by this Part are shown in Table 5.1 below:

Table 5.1: Asset Classes and Quantities


Replacement Value

Rural Collector and Distributor Road Sheeted 46.44 $2,194,088 Sealed 227.65 $48,512,244Rural Local & Access Road Sheeted 700.54 $23,882,021 Sealed 73.85 $6,348,119Urban Collector and Distributor Road Sealed 40.25 $20,479,781Urban Local & Access Road Sheeted 11.1 $387,851 Sealed 185.53 $51,186,500Unformed Roads Natural formation 1.2 $0Car park Sheeted and Sealed 111 No. $3,898,463Footpath, Shared Use Path, Pram Ramps Paved and Sealed 91.51 $14,423,861Total Road, Footpath & Car park Assets $171,312,928

Table 5.2: Footpath Classes and Quantities

Footpath Material

Footpath Length (m)

Percentage of Total by length

Footpath Replacement

Value

Percentage of Total by Value

Concrete 40,927.5 45% $6,789,584 47% Asphalt 21,567.0 24% $3,434,239 24% Spray Seal 13,768.4 15% $1,136,668 8% Paved 8,101.7 9% $2,441,049 17% Quarry Sand 4,038.9 4% $175,058 1% Gravel 916.5 1% $27,826 0% Brick 541.8 1% $178,294 1% Limestone 479.4 1% $27,851 0% Block 478.6 1% $128,460 1% Soil 354.2 0% $0 0% Slate 132.6 0% $50,814 0% Cement Dust 84.9 0% $2,900 0% Timber 80.8 0% $23,198 0% Rock 42.0 0% $7,919 0%

Total 91,514.3 100% $14,423,861 100%


Council as an asset owner, is committed to maintaining its road and footpath assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.

To meet this requirement Council seeks to match funding levels, condition and community expectations. Refer IAMP Part 1, Section 5.1.

Some specific issues are:

A combination of hills and plains terrain a cross the district creates differences in costs for constructing and maintaining pavements and seals. Similarly, growth of the wine industry has led to a significant change to vehicle loadings and usage of regional roads leading to Langhorne Creek and Currency Creek.

The quality of road reinstatement by other authorities (Utilities) has a significant impact on road quality and durability.


Council’s services are generally provided to meet design standards where these are available. Locations where deficiencies in service performance are known are detailed in Table 5.3.

Table 5.3: Known Service Performance Deficiencies

Location Service Deficiency

Road Surfacing Lag in expenditure during the 1990’s has led to a backlog of work required and this has resulted in a peak in expenditure arising over the last 3 years, which we are now trying to address with an appropriate increase in annual resealing. This lag has meant a drop in service level achieved due to increasing roughness and failure of some pavements

Road Pavements The lag in expenditure created during the 1990’s has also impacted on pavement condition as seals have failed and moisture infiltration occurred together with traffic changes. Again a service level decrease has required greater financial input to address the shortfall.

Footpaths Spray-seal surfaced footpaths are not providing a satisfactory level of service and require upgrades to asphalt or in-situ concrete. These are being upgraded as required as part of the renewal program.

Heavy vehicles bypass for Cadell Street Goolwa

Diversion of Hindmarsh Island commercial traffic required.

The above service deficiencies were identified from the results of elevated renewal programs and the condition rating surveys undertaken recently and through staff inspections.

5.1.3 Asset Condition

Asset condition profiles for roads and footpaths are based on condition rating surveys (roads) and staff inspections (footpaths). Council data on asset ages are incomplete, with considerable work being undertaken at present to research construction dates.

Road network condition is illustrated using a 1 to 5 scale. The rating scores and descriptors are shown in the following Table 5.4.


Table 5.4: Rating Descriptors

Condition Condition Description

0 New Asset

1 As-new

2 Good

3 Moderate

4 Adequate

5 Poor

6 End of Life

The following Figures illustrate the general condition of sealed road pavements and sealed surfaces rated in accordance with Table 5.4 above. The percentage relates to the proportion of the specific asset component at that level of condition.

Figure 5.1 covers pavements under asphalt surfaced and spray sealed surface roads, both urban and rural as a combined grouping. Almost 100% is rated as As-new and Good. This is a very good position.

It is crucial that care is taken to ensure that surfaces are kept in good condition as the pavement will deteriorate quickly if a failed surface allows water ingress during periods of sustained wet weather and the roads are subjected to heavy loading at the same time. The small number rated as ‘adequate’ are known to be defective and are scheduled for reconstruction in the next five years or so.

Figure 5.1: Asset Condition Profile – Pavement under Asphalt Surface and Spray Seal Surface


Figure 5.2: Asset Condition Profile – Asphalt Surface

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Asphalt

210 4 53210 4 53

Figure 5.3: Asset Condition Profile – Spray Sealed Surface

Road sealed surface, both asphalt and spray seals, is one asset class where there is a good understanding of deterioration and the need for timely intervention. Due to good engineering judgement in the past and regular condition rating since 2002, in general, adequate funds are budgeted each year. Figures 5.2 & 5.3 indicate that road seal assets rate well – particularly asphalt, with over 90% rated ‘as-new’ or ‘good’.

Another factor influencing the high rating of asphalt is that it is the surfacing used almost universally in new land division roads. Spray seal surfacing (there being few slurry seal roads) rates acceptably, given that it represents the large stock of road surfacing in the older sections of townships. Overall, almost the whole network is, on average, 60% through its useful life.

Figure 5.4 below relates to the condition of the unsealed road surface, namely the gravel sheeting. The chart shows that nearly 90% of the unsealed road network ranges from a new – moderate condition rating. A condition 3 equates to approximately 20mm of rubble depth.


Figure 5.4: Asset Condition Profile – Unsealed Surface

The following chart gives the breakdown by length and total value of the various types of footpath pavements. The four key materials used are concrete, spray seal, asphalt and paved paths.

Condition charts Figures 5.5, 5.6, 5.7 and 5.8 show the condition of these key pavements.

Table 5.5: Key Footpath Materials Used

Footpath Material Percentage of Total by

length

Percentage of Total by

Value

Concrete (in-situ) 45% 47%

Asphalt 24% 24%

Spray Seal 15% 8%

Pavers 9% 17%

Total 93% 96%


Figure 5.5: Asset Condition Profile – Concrete Paved Footpaths

Figure 5.6: Asset Condition Profile – Spray Seal Footpaths

Figure 5.7: Asset Condition Profile – Asphalt Paved Footpaths


Figure 5.8: Asset Condition Profile – Pavers (clay or concrete)

The Figures show that concrete, asphalt and pavers are the best conditioned paths with spray seal paths having almost 30% getting to the stage when renewal will be a serious consideration being rated ‘adequate’ or ‘poor’. This however is an improvement over previous years where it was reported at being almost 40%.

‘Paved’ footpaths are those surfaced with asphalt, spray seal, in-situ concrete or clay or concrete pavers. The ‘other’ classification comprises largely rubble and gravel-surfaced footpaths, generally providing a lower level of service and maintained so as not to present unacceptable risks to public safety. Many of the paved footpaths rated ‘fair’ or ‘poor’ are spray seal surfaced and will be upgraded when replaced.

5.1.4 Asset Valuations

The value of road and footpath assets as at 30 June 2015 are summarised in Table 5.6.

Table 5.6: Financial Reporting Criteria

Asset Class

Financial Reporting Criterion

Current Replacement

Cost, $’000

Accumulative Depreciation

$,000

Depreciated Replacement.

Cost, $’000

Annual Depreciation

Expense, $’000

Road & Carpark – Pavement Base 92,820

42,562 115,428 4,350 Road & Carpark – Surface Sealed 37,338

Road & Carpark – Surface Unsealed 26,731

Footpath (& Shared Use Path) 14,424 3,538 11,472 260

TOTAL 171,313 46,100 126,900 4,610




Critical risks are those assessed as: Very High (VH)- requiring immediate corrective action, and; High (H) – requiring prioritised corrective action.

5.2.1 Preliminary Assessment of Risk

A preliminary assessment of risks associated with service delivery from road and footpath assets has identified some critical risks to Council. These risks are summarised in Table 5.7.

Table 5.7: Critical Risks and Treatment Plans

Asset at Risk What can Happen Risk

Rating (VH, H)

Risk Treatment Plan

Sprayed seal surfacing

Increase in seal failures leading to pavement failures H

Increase cyclical maintenance expenditure to match asset depreciation.

Road surfacing Seal wear or binder bleeding can result in vehicle instability in high-speed rural environments

H Monitor seal condition and re-seal ahead of normal intervention as required.

Footpaths Increase in litigation from trip hazards H

Increase routine maintenance to repair failures.

Pavements Increase in pavement reconstruction due to lack of maintenance and patching

H Increase maintenance inspections and repairs.

Cycleways Environmental cracking in asphalt can become severe enough to affect cyclist safety

H Inspect remote, off-road paths regularly and crack seal / repair as required.

Road seals and pavements

Poor service trench reinstatement by Utilities

H Issue specification for reinstatement work. (under development)

5.2.2 Inspections

The only practicable means of identifying risk is by undertaking an inspection regime of the road network. This process should enable significant risks to be discovered and remedied in advance of possible injury. Safety audits need to be undertaken where specific risks are identified.

A four-tier inspection regime has been implemented covering safety, incidents, defects and condition.

Reactive Inspections – identify all defects likely to create danger or serious inconvenience to users of the network or the wider community.

Programmed Inspections – determine if the road asset complies with the levels of service as specified in the Maintenance Service Agreement.

Incident Inspections – enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of road management and safety measures.


Condition Inspections - identify deficiencies in the structural integrity of the road infrastructure assets which if untreated, are likely to adversely affect network values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span.

Inspection Arrangements are set out in the Table in Appendix C while the Flow Chart in Appendix D sets out the Inspection Management Process. The inspection regime is outlined in more detail in the Road Maintenance Plan.

The inspection program not only identifies safety hazards and facilitates timely repairs, it also feeds into and guides the development of maintenance and capital works programs.

To facilitate this, the field inspection recording process involves the use of GPS Global Positioning System and Laptop computers which can identify the defects and their locations to determine the intervention level and response time.

5.2.3 Defect Response Criteria

Defects are categorised as shown in the following Table as they are detected. This determines the remedial action required in accordance with schedules in the Road Maintenance Plan (refer to Section 5.3).

Table 5.8: Defect Response Criteria

Defect Category Response Criteria

Category 1 Emergency Safety

This category is reserved for defects that are likely to represent imminent danger to road users

Defects that are recorded as a Category 1 will require some form of action to be taken within 48 hours.

The action taken will need to be either permanent and/or temporary solution which could include the erection of warning signs for example.

If a Temporary action is recorded, there must be a Permanent action to accompany it to ensure that the action is completed.

Category 2 Routine Maintenance

This category is used for less urgent repairs. Defects recorded as a Category 2 are Normal Routine Maintenance. It is intended primarily for use when creating a planned routine maintenance

program of work over a greater period of time. Defect Intervention Levels are as stated in Maintenance Service Level

Agreement.

Category 3 Periodic Maintenance

This category is used for periodic defects that are repaired / actioned under Council renewal program.

It is intended primarily to define the condition of the asset and develop long term renewal programs.




Alexandrina Council has developed a Road Maintenance Plan that establishes the management system for Council to inspect, maintain and repair its public roads based on policy and operational objectives having regard to available resources.

It also sets the relevant standard in relation to discharge of duties in the performance of those road maintenance functions.

The key elements of the Road Maintenance Plan include:

Inspection regime

System procedure security

Required actions

Inspectorate

Defect condition definitions and treatments

Inspection data

Site analysis

General guidance for Category 1 safety defects

General guidance for Category 2 (general maintenance) conditions.

Council uses its own workforce in conjunction with contractors to undertake the necessary works on the road and footpath network in accordance with the Road Maintenance Plan.

5.3.2 Maintenance Types


Reactive maintenance - unplanned repair work carried out in response to service requests and management/supervisory directions.

Planned maintenance - repair work identified and managed through a maintenance management works program. Activities include inspection, assessing the condition against failure/breakdown experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Cyclic maintenance – maintenance work undertaken on a cyclic basis. An example is line-marking.

Typical road maintenance activities include:

Pothole Repair

Repair of Edge Breaks

Reinstatement and Repair of large sealed Pavement failure

Crack Sealing

Repair of Seal failure in Pavement

Removal of Loose Gravel

Faded or Missing Lines

Vegetation Maintenance

Roadside Furniture

Broken Kerb

Shoulder Maintenance.


5.3.3 Standards and Specifications for Design and Maintenance

The following standards, specifications and references are applicable for the design and maintenance of roads and footpaths within Alexandrina Council’s road & pathway network.

ARRB Sealed Local Roads Manual

AS 2734 Guide to Good Asphalt Practice

AAPA Bituminous Surfacings Manual

ARRB Unsealed Roads Manual

HB81.1 Traffic control at Works on Roads

Alexandrina Council Maintenance Management Specifications and Levels of Service

Alexandrina Council Work Method Statements

Austroads Guide to Sprayed Sealing

Requirements by manufacturers for the use of proprietary products

Project-specific Technical Specifications

Council’s Infrastructure Design Guidelines.

5.3.4 Maintenance Expenditure Patterns

Historic maintenance expenditure patterns across the asset category are shown in Table 5.9. Note that a break-down of maintenance into reactive, planned and cyclic is unobtainable from the present Annual Budget account lines.

Table 5.9: Recent Maintenance Expenditure

Year end 30-Jun

Maintenance Expenditure, $

Pavements & Seals

Footpaths Signs Total

2010 $2,636,336 $295,197 $445,908 $3,377,441

2011 $2,795,349 $110,215 $444,380 $3,349,944

2012 $3,257,927 $224,200 $626,566 $4,108,693

2013 $1,700,038 $81,935 $225,790 $2,007,763

2014 $1,534,010 $80,064 $168,989 $1,783,063

2015 $1,834,181 $103,338 $224,734 $2,162,253

Average over last 3 years

$1,689,410 $88,446 $206,504 $1,984,360

There was a 50% decrease in maintenance expenditure from 2012 to 2013, this coincides with the development of intervention levels and programs for planned maintenance.

Maintenance expenditure levels are considered to be adequate for footpaths at present, but as there has been an increase in footpath expansion over the last 10 years maintenance expenditure levels are expected to increase.

Future maintenance expenditure is forecast to increase with CPI so shown in todays dollars it is a sustained expenditure as seen in Figure 5.9.


Figure 5.9: Projected Maintenance Expenditure – Roads and Footpaths



Road renewal works fall into the following categories:

• Rehabilitation: Involves the repair of a short length of road that has prematurely failed or is close to doing so. This rehabilitation work does not provide for a planned increase in the operating capacity or design loading. It is intended to enable the road to meet the current standards of service. This section will be replaced when the road is eventually replaced.

• Renovation: Involves work that increases the strength of the existing base course by a stabilisation process (such as use of a bitumen, cement or lime stabiliser) then re-compaction of the base course material. As for rehabilitation, renovation does not provide for a planned increase in the operating capacity or design loading, simply enabling the road to meet the current standards of service.

• Reconstruction: Involves reconstructing the road base to provide a new asset with the equivalent size or capacity (ie does not provide for a planned increase to the operating capacity or design loading). Some minor increase in capacity may result from the process of renewal, but a substantial improvement is needed before system development is considered to have occurred.


The Standards that apply for new road infrastructure works also apply to renewals. These standards are to be in accordance with the Standards and Specifications noted in Section 5.3.3.


The general renewals strategy is to rehabilitate or replace assets when justified by assessing the following elements in conjunction with the renewal priority criteria outlined below:

Risk: The risk of failure and associated financial and social impact justifies action (e.g. impact and extent of resulting inability to achieve access along the road, probable extent of damage to business, any health risk arising from the impediment to access).


Indicators of non-performing assets include: constant closures due to impassability; roughness causing damage to vehicles and produce; risk to safety is rated high on an increasing frequency

Economics: It is no longer economic to continue repairing the asset (i.e. annual cost of repairs exceeds the annualised cost of renewal).

Verified proposals are ranked by priority and available funds and scheduled in future works programs. The priority criteria, in approximate order of importance, are detailed in Table 5.10.

Table 5.10: Renewal Priority Criteria

Criterion

Condition rating (Intervention Score)

Road or path hierarchy

Other technical (eg, obsolescence or increased risk)


5.4.3 Summary of Future Renewal Expenditure

Projected future renewal expenditures are forecast to increase over time as the asset stock ages. The costs are summarised in Figure 5.10.

Figure 5.10: Planned Renewal Expenditure – Summary of Roads and Footpaths

Deferred renewal, ie, those assets identified for renewal and not scheduled for renewal in capital works programs, are to be included in the risk assessment process in the risk management plan.

Renewals will be funded from Council’s Capital Works Program and grants where available. This is further discussed in Section 6.


Council has to give careful consideration to any new capital works and to consider them in terms of “asset management” principles and “whole of life” costs. Generally a more expensive asset means a more expensive maintenance and replacement cost.

This also applies to the road network, however it has to be recognised that the higher use unsealed roads get to the point where it is more economical to seal the road rather than to maintain and resheet the road as an unsealed road.

Other benefits for extending the sealed road network are amenity benefits (a heavily used unsealed road can become rough to ride on between maintenance grading), dust suppression (dust is a hazard to other road users and a nuisance to dwellings or businesses adjacent to an unsealed road), more sustainable use of resources (loss of and replacement of the gravel wearing course is a poor use of resources), improved safety, and improved all weather access.

In formulating the plan and priorities across the Council area the following variants have been taken into consideration.

All township residential and commercial streets (primary access) to be bitumen sealed.


Rural roads will be assessed for sealing based on the road’s hierarchy (function), traffic management and safety issues.

High safety risk roads.

High road maintenance cost areas.

Known black spot areas.

Provision of new or upgraded works fall into the following categories depending upon the extent and type of works:

Council funded, or

Developer funded as part of subdivisional development, or

Contribution to the cost by either the developer and/or Council.

Where possible, developers of new subdivisions are required, as part of the development approvals process, to provide the basic road infrastructure to the standard appropriate for that development.


For instance new urban streets may well require immediate costs for street sweeping. A row of new street lights will incur ongoing electricity costs for operations immediately they are brought into use. This consequential additional cost is “non-discretionary” as it will be incurred if the new asset is provided. Nature strips and street trees require maintenance.

As Council acquires new assets through the subdivision development process it is important that the consequential costs are established and allowed for in future budgets. Costs of maintaining these works is covered by rate income from the properties within the development.


New assets donated by land developers are discussed separately in Section 4.6. The priority criteria, in approximate order of importance, are shown in Table 5.11 below:

Table 5.11: New Assets Priority Criteria

Criterion

Safety (shoulder sealing)

Community need (carparks and traffic management))

Road or path hierarchy

Technical need (eg, traffic increase)


Standards and specifications for new assets and for upgrade / expansion of existing assets are as noted in Section 5.3.3 and 5.4.1.

5.5.2 Summary of Future Upgrade Asset Expenditure

10-year projected upgrade / new asset expenditure, excluding unsealed road pavements, is summarised in Figure 5.11. Note that new assets are discussed in Section 4.


Figure 5.11: Planned Upgrade / New Asset Expenditure - Summary of Roads and Footpaths

Upgraded assets and services are to be funded from Council’s capital works program and grants where available.

5.5.3 Summary of Future Asset Acquisitions

The projected value of assets donated by developers, primarily, and constructed by Council cannot be readily extracted from the financial data at this stage.

5.6 Disposal Plan

Road closures are the legal prevention of use of a road reserve by vehicles and the public.

Closures and disposal of roads could occur where they are:-

Requested by residents and approved by Council;

Handed over or back to a private interest of other authority; or Where utilisation studies specifically demonstrates that insufficient or no use is occurring, and

the continuing existence of the asset is not justified.

Roads closures often result in retention of the land by council for use as a revegetation corridor. Existing road pavement materials may be ripped and left in-situ. Upgraded pavements (ie. by depth, not width) may result in the existing pavement layers being removed and re-used elsewhere as second-grade re-sheeting on local rural roads. For all practical purposes, the value of salvaged road and footpath materials is of little consequence.

Costs may be incurred associated with the removal or disposal of a decommissioned asset and this may also include any site rehabilitation after the structure has been removed.

When a disposal does occur, recognition needs to be made in the Recurrent/Operating budget of the reduction of associated operating or maintenance costs of the decommissioned assets as well as any removal and site rehabilitation costs.


6 FINANCIAL SUMMARY This section contains the financial requirements resulting from information presented in previous sections. Financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.



Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses the condition of the asset as the Projected Renewal Expenditure.-

Table 6.1 provides a summary of the position for 2016.

Table 6.1: Projected vs. Planned Renewal Expenditures


$ M


$ M

Roads and Footpaths 2.4 2.7

The financial projections are shown in Figure 6.1 for planned operating (maintenance) and capital expenditures (renewal and upgrade / expansion / new assets).

Figure 6.1: 10-Year Planned Operating and Capital Expenditure



Refer Part 1 for discussion of key indicators.

Providing services in a sustainable manner will require matching of projected asset renewals to agreed service levels, planned capital works programs and available revenue.

A shortfall (negative disparity) between projected asset renewals and planned asset renewals (and funding) is an indicator of progressive deterioration in asset condition, and thus level of service, provided by those assets. Council funds projected renewal from year ending 2017.

Table 6.2 indicates the disparity, or ‘gap’, in renewal funding over the next 10-years. The ‘overfunding’ is due to the additional known issues requiring additional funds.

Table 6.2: Projected Costs and Planned Expenditure - Roads and Footpaths

Year End

June 30

Planned Operations Expenditure

($'000)

Planned Maintenance Expenditure

($'000)

Planned Upgrade /

New Expenditure

($'000)

Planned Disposals

($'000)

Projected Renewal

Costs ($'000)

Planned Renewal

Expenditure ($'000)

Disparity in Renewal

Expenditure (Planned - Projected)

($'000)

2016 $0 1,814.17 2,685.58 $0 2,364.49 2,724.15 359.66

2017 $0 1,874.17 1,861.55 $0 2,392.74 2,392.70 -0.04

2018 $0 1,948.17 2,164.85 $0 2,765.21 2,765.20 -0.01

2019 $0 1,924.17 855.50 $0 2,565.38 2,565.40 0.02

2020 $0 1,978.17 1,261.98 $0 848.59 848.60 0.01

2021 $0 1,924.17 946.10 $0 2,676.80 2,676.80 0.00

2022 $0 1,978.17 1,147.80 $0 3,183.00 3,183.00 0.00

2023 $0 1,924.17 650.60 $0 3,343.30 3,343.40 0.10

2024 $0 1,924.17 647.90 $0 5,523.78 5,523.70 -0.08

2025 $0 1,924.17 650.60 $0 3,447.08 3,447.10 0.02

Extensive work has been undertaken in recent years to improve the accuracy of the projected renewal expenditure by increasing the level of confidence on the condition rating data.

Table 6.3 indicates a summary of Council's planned maintenance and capital expenditure over the next 10 years.

Table 6.3: Planned Maintenance and Capital Expenditure Summary - Roads and Footpaths


Renewal Expenditure ($'000)




Planned Renewal




Projected Renewal


53,630 5,363 1,814 2,724 4,538 2,364


Note that current budgeting and financial reporting practices do not clearly differentiate between upgrade and renewal expenditure, particularly for footpaths.

Figure 6.2: Projected versus Planned Renewals


Projected costs are to be funded from Council’s operating and capital budgets. The funding strategy will be detailed in the Council’s LTFP.

Appendices E & F provide the 10-Year summary tables for operating & capital budgets.

Achieving the financial strategy will require an ongoing commitment to fund the increasing demand for asset renewals. Renewals costs may outpace increased revenue from development growth.


Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by Council. Figures 6.4 and 6.5 show the projected asset values over the planning period.


Figure 6.3: Projected Asset Values – Roads and Footpaths

Note that depreciation expense and depreciated asset replacement, as shown in Figures 6.4 and 6.5, omit provisions for unsealed roads. Refer discussion at Section 6.1.1.


Figure 6.4: Projected Depreciation Expense – Sealed Roads and Footpaths

The depreciated replacement cost (current replacement cost less accumulated depreciation) will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets’ depreciated replacement cost is shown in Figure 6.5.

Figure 6.5: Projected Depreciated Replacement Cost – Sealed Roads and Footpaths



Refer Part 1.

The key assumptions made in presenting the information contained in the IAMP and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expenses and carrying amount estimates are detailed below in Table 6.4. They are presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Table 6.4: Key Assumptions

Parameter Document Section Assumption

Asset Values Part 1,

Section 5 GIS – recorded quantities and reviewed unit rates, as at June 30 of previous year

Depreciation Part 1,

Section 7 Straight-line method as AASB116 with reviewed useful lives applicable as at June 30 of previous year

Levels of service 3 Present levels maintained or enhanced in accordance with budget allocations.

Demand 4 Renewals using current technology, uniform population and asset stock growth, to 2025

Maintenance and Renewal Expenditure

5 Similar pattern to previous years, with regular increases to recognise larger asset stock

Maintenance and renewal costs for road and footpath assets will typically increase to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger asset stock). Again, asset values are predicted to increase over the reporting period. Maintenance costs will need to be closely monitored to ensure that sufficient funds are available to optimise long-term expenditure and not create a backlog.

These costs may be offset slightly by resultant reductions in maintenance costs for the assets involved and savings achieved through full competitive tendering of road and footpath infrastructure work.




Refer Part 1.


Refer Part 1.


Refer Part 1.


Refer Part 1.









As at September 2015, Council has now been through multiple rounds of condition rating and the Asset GIS Co-ordinator is happy with the data for roads and footpaths. Data confidence levels are:

Roads A-

Footpaths A-





The degree to which the identified cash-flows are incorporated into Council’s LTFP and strategic management plan.



Along the path from core IAMP to advanced IAMP, refinements to processes and outcomes will need to occur. Those tasks identified in previous Plans, with particular relevance to Part 2, are shown in Table 8.1 along with the current status


Task No

Task Current Status

1 Kerbs – currently treated in Part 3 - Bridge & Drainage whereas they are part of the road network and should be transferred to this Part 2.

Kerbs are required for control of stormwater and are not an integral part of a road structure. They will remain in Part 3

2 Condition assessment ratings – consider implementing a 0-10 scale rating instead of the current 0-6 scale.

The current asset management system does not support a 0-10 scale so Council will continue to use the 0-6 scale.

3

Financial Modelling – establish a modelling system that provides long-term indicative costs for asset renewals but simplify by using a limited number of asset components.

Financial modelling system My Predictor

4 Footpaths and Shared Use Paths – re-rate footpaths, develop footpath hierarchy, add footpath and Shared Use Path assets from Open Space

Footpath Master Plan has been developed and following community consultation has been adopted by Council.

5 Maintenance Activities - document levels of service and Maintenance Management Plan

Detailed intervention levels have been documented as see in Appendix B..





9 REFERENCES Refer to Section 9, Part 1.

10 APPENDICES

APPENDIX A Road Functional Hierarchy

APPENDIX B Maintenance Response Levels of Service

APPENDIX C Inspection Requirements

APPENDIX D Inspection Management Flow Chart

APPENDIX E 10-Year Capital Expenditure Program

APPENDIX F 10-Year Operations, Maintenance & Capital Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendix A: Road Functional Hierarchy 2 - A1

Appendix A: Road Functional Hierarchy

Table A1: Urban/Town Roads

Road Hierarchy Categories

Description of Categories Target Design Standards (May meet some or all of the following criteria)

Urban Distributor Urban Distributor Roads are roads that link suburbs, towns or areas

that provide a direct link through a town or area or act as a bypass route around a town or urban area.

Carry 2000+ vehicles per day. Bitumen sealed Minimum carriageway width of 7.0m Transport route for GAVs Gazetted B-Double route Design speed / Speed zones of 60 km/h to 80 km/h

Urban Collector

Urban Collector roads collect traffic from suburban areas and channel traffic directly to town centres or major points of activity. They may also link suburbs or towns directly to distributor roads.

Urban Collector roads are appropriate for heavy vehicle traffic but B-Double and heavy transport movements are generally restricted.

Carry between 500 and 2000 vehicles per day. Bitumen sealed. Transport Route for GAVs and bus route Carriageway width of 6.6m central seal or 10.0m kerbed. Residential access Design speed / Speed zones of 50 km/h to 80 km/h Not generally acceptable for B-double access but can be permitted for over-

dimensional vehicles and wide loads

Urban Local

Urban Local roads carry low traffic volumes and provide access with in an urban area or town.

Urban Local roads should be bitumen sealed. Urban Local roads should not be thoroughfares and should be

designed with traffic calming features to discourage through traffic and high speed traffic.

Carry between 50 and 500 vehicles per day. Are within residential areas Carry predominantly light traffic and cater for the safe use of bicycles and for

pedestrians Minimum carriageway width of 6.0m unkerbed, 7.4m kerbed. Design speed / Speed zones of 50 km/h

Urban Access Lane

Urban Access roads in an urban or town area are minor roads, laneways or access right of ways and carry low traffic volumes.

The main purpose is to give access to residential properties. They are generally bitumen sealed but may be unsealed given their minor nature.

Carry less than 50 vehicles per day Light traffic only and may be a single carriageway only Minimum carriageway width of 3.5m for a single carriageway and 5.0 metres for

a dual carriageway Design speed / Speed zones of 50 km/h

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendix A: Road Functional Hierarchy 2 - A2

Table A2: Rural Roads

Road Hierarchy Categories

Description of Categories Target Design Standards (May meet some or all of the following criteria)

Rural Distributor

Rural Distributors are roads that directly link rural areas and/or towns. They are bitumen sealed and carry large medium to volumes of traffic.

Rural Distributors are designed as freight routes and can be gazetted B-Double routes.

Carry 500 + vehicles per day. Design speed / Speed zones of 100 km/h or 110 km/h. Bitumen Sealed. Pavement width of 7.0m or greater. Transport Route for GAVs and can be a gazetted B-Double route.

Rural Collector

Rural Collector roads collect traffic from rural areas and channel traffic to rural towns or to Rural Distributor roads.

Rural Collector roads are suitable for heavy vehicles and farm machinery but are not generally gazetted B-Double routes.

Rural Collector roads are generally bitumen sealed but may be unsealed.

Carry 100 to 500 vehicles per day. Design speed / Speed zones of 100 kph Bitumen Sealed if traffic greater than 150 vehicles per day Pavement width of 7.0m or greater for sealed, 8.0m or greater for unsealed. Transport route for GAVs and possible gazettal as a B-Double route or

permitted access to particular sites.

Rural Local

Rural Local roads have low traffic volumes and link rural properties and areas to Rural Distributor and Rural Collector roads.

Rural Local roads are generally unsealed and require a regular grading or maintenance program.

Traffic volumes or other factors determine if local roads are bitumen sealed.

Carry 20 to 100 vehicles per day. Design speed / Speed zones of 100 km/h Generally unsealed but may be bitumen sealed on roads with volumes greater

than 50 vehicles per day or that warrant sealing for other reasons such as steep grades or a slippery surface.

Pavement width of 6.0m or greater for sealed and unsealed. Light vehicle access. GAV access to farm properties where required

Rural Access Track

Rural Access Tracks are narrow or single lane roads that service a small number of properties and are not generally thoroughfares.

Rural Access Tracks are generally unsealed and do not warrant a regular maintenance program.

Access to rural properties, fire tracks, 4WD tracks. Access to single dwelling houses Carry less than 20 vehicles per day. Design speed / Speed zones of 100 km/h but generally much lower speed

environment Minimum pavement width 3.5m with standard width 6.0m or wider to allow farm

machinery to travel. Light vehicle access, 4WDs, farm machinery

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendix B: Maintenance Response Levels of Service 2 - B1

Appendix B: Maintenance Response Levels of Service (Draft)

Table B1: Category Type

Category 1 (Emergency) Category 2 (Routine) Category 3 (Periodic)

Rural Distributor Rural Local Rural Access Track

Rural Collector Rural Access Track Urban Access Lane

Urban Distributor Urban Local and Access Lane

Urban Collector Carpark

Table B2: Defects Record

Defect Type

Sealed Road Unsealed Road Footpath Stormwater Signs Kerb & Gutter

Pothole>300mm Shoving/Rutting Cracking Edge Break Sweeping Seal Failure Vegetation Edge drop >100mm & <30m Edge drop >100mm & >30m Pothole<300mm Delineation Linemarking faded

Pothole Corrugations Blowout / Washout Erosion Vegetation

Pothole Lifted pavers Lifted concrete path Seal failure Cracking Vegetation

Blocked Drain GPT Blocked Damaged Pit Damaged surrounds Damaged grate Damaged lid Damaged lintel Missing grate Missing lid Cyclic Maintenance / drain clearing

Regulatory - Replace Regulatory - Repair Regulatory - Dirty Regulatory - Other - damaged Other - missing Other - faded Other - illegible Sign post - missing Sign post - damaged

K&G broken <5m K&G broken >5m K&G >50mm step


Table B3: Resources

Sealed Road Unsealed Road Footpath Stormwater Signs

Flocon Maintenance Bobcat Crew Backhoe Crew Plane and replace Tree Trimming Contractor Alex Parks and Gardens Small Tractor Linemarker Sign Crew

Patrol Grader Patrol Grader & Truck Backhoe Crew Tree Trimming Contractor Alex Parks and Gardens

Paving Contractor Bobcat Crew Civil Contractor Tree Trimming Contractor Alex Parks and Gardens Plane and replace

Bobcat Crew Backhoe Crew Contract Flushing Civil Construction crew Quick Response Team

Sign Crew

Table B4: Response Times

Sealed Roads

Category 1 Days Category 2 Days Category 3 Days

Sweeping 7 Sweeping 7 Sweeping 14

Vegetation 14 Vegetation 14 Vegetation 14

Pothole >300mm 7 Pothole >300mm 14 Pothole >300mm 28

Pothole <300mm 14 Pothole <300mm 30 Pothole <300mm 30

Seal stripping 14 Seal stripping 30 Seal stripping 60

Seal bleeding 14 Seal bleeding 30 Seal bleeding 60

Edge drop 60 Edge drop 60 Edge drop 60

Shoving/Rutting 30 Shoving/Rutting 60 Shoving/Rutting 90

Cracking 60 Cracking 60 Cracking 90

Edge Break 60 Edge Break 60 Edge Break 90


Table B4: Response Times - Continued

Unsealed Roads

Category 1 Days Category 2 Days

Blowout 7 Blowout 14

Pothole 14 Pothole 30

Vegetation 14 Vegetation 30

Corrugations 30 Corrugations 60

Erosion 30 Erosion 60

Footpaths

Category 1 Days Category 2 Days

Pothole 2 Pothole 2

Lifted pavers 7 Lifted pavers 7

Lifted concrete path 7 Lifted concrete path 7

Vegetation within clear zone

7 Vegetation within clear zone

7

Seal failure 60 Seal failure 60

Cracking 60 Cracking 60

Signs

Regulatory Days Other Days

Damaged 7 Damaged 28

Missing 7 Missing 28

Faded 7 Faded 28

New 7 New 28

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendix C: Inspection Requirements 2 - C1

Appendix C: Inspection Requirements

Inspection Type Purpose Inspection Performed by and Reporting Requirements

Reactive Customer / Safety Inspection

Reactive customer / safety inspections are designed to identify defects that are likely to create danger or serious inconvenience to users of the road network and wider community

Council representative with knowledge of road maintenance techniques

Safety inspections are implemented as a result of, formal defect inspects or observations from the general public, council staff or elected members while undertaking their normal duties that are reported to Councils through the customer service module.

Recording to identify specific safety defect, time inspected by whom as well as initial request number or reference or name.

Routine Maintenance Inspection

Inspections undertaken to identify defects that may create danger or serious inconvenience to the users of the road network, and to ensure that road assets comply with the levels of service specified in the Asset Management Plan.

Council engineer or experienced staff with knowledge of road maintenance techniques. Maintenance inspections are to be completed as per the schedule in Appendix D with "no defect found" to be recorded where no defect was apparent.

Night Inspections to check the safety of road signs under night time conditions. Relevant only to Collector and Distributor classed roads

Council engineer or experienced staff with knowledge of road maintenance techniques. Inspections will be undertaken every twelve months

Condition Inspection

An inspection specifically to identify deficiencies in the structural integrity of various assets of the road infrastructure.

Inspections / surveys will be undertaken under the direction of the Infrastructure Engineer approximately every 4 years.

Condition inspections are used to determine long term renewal programs as well as the overall condition of the road and its related value.

Specific data to be recorded will be determined by the Infrastructure Engineer and recorded as part of the Councils Asset Management data.

Incident Inspection

This inspection enables an incident condition report to be prepared for use in legal proceedings and to gather of information to analyse the cause of accidents or incidents and the planning of road management and safety measures. This inspection also includes repair if required.

Council representative with an appropriate level of knowledge of road maintenance and experience in road construction. Recording to identify specific safety defect, date first reported, date inspected & by whom, subsequent action & date of completion. Specific Incident Report required.

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendix D: Inspection Management Flow Chart 2 - D1

Appendix D: Inspection Management Flow Chart

INS

PE

CT

ION

S

Com

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ork

reco

rded

ag

ains

t In

spec

tion

rec

ord

Infrastructure and Asset Management Plan Alexandrina Council Part 2, Roads and Footpaths: Appendices E & F: Ten Year Long Term Financial Plan (2016-2025) Summary 2 – E&F1

Appendix E: 10-Year Capital Expenditure Program


ROADS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $2,380,140 $2,183,200 $2,481,000 $2,461,800 $819,700 $2,667,700 $3,039,800 $3,111,000 $5,221,700 $3,121,100

Upgrade $1,319,150 $1,232,300 $1,535,600 $162,500 $509,600 $199,900 $401,600 $306,600 $303,900 $306,600

Expansion $465,000 $0 $0 $0 $0 $0 $0 $0 $0 $0

TOTAL CAPITAL $4,164,290 $3,415,500 $4,016,600 $2,624,300 $1,329,300 $2,867,600 $3,441,400 $3,417,600 $5,525,600 $3,427,700

FOOTPATHS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $344,010 $209,500 $284,200 $103,600 $28,900 $9,100 $143,200 $232,400 $302,000 $326,000

Upgrade $202,930 $0 $0 $0 $59,375 $0 $0 $0 $0 $0

Expansion $698,500 $629,250 $629,250 $693,000 $693,000 $746,200 $746,200 $344,000 $344,000 $344,000

TOTAL CAPITAL $1,245,440 $838,750 $913,450 $796,600 $781,275 $755,300 $889,400 $576,400 $646,000 $670,000

Appendix F: 10-Year Operations, Maintenance & Capital Expenditure Program

ROADS & FOOTPATHS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $5,409,730 $4,254,250 $4,930,050 $3,420,900 $2,110,575 $3,622,900 $4,330,800 $3,994,000 $6,171,600 $4,097,700

Maintenance $1,814,170 $1,874,170 $1,948,170 $1,924,170 $1,978,170 $1,924,170 $1,978,170 $1,924,170 $1,924,170 $1,924,170

TOTAL COSTS $7,223,900 $6,128,420 $6,878,220 $5,345,070 $4,088,745 $5,547,070 $6,308,970 $5,918,170 $8,095,770 $6,021,870

NB: No Operational costs in LTFP for Roads & Footpaths Group


PART 3 BRIDGES and

STORMWATER MANAGEMENT

Draft Version 3.2

April 2016

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management

Document Control

Doc ID : PART 3 BRIDGES AND STORMWATER MANANGEMENT V3.2 APRIL 2016.DOC

Version No.


Prelim. Draft

September 2007 Preliminary Draft received as ‘Bridges, Culverts, Kerbs and Stormwater AMP’

BB & PW PW

Advanced Draft

November 2008 Rewritten and revised incorporating FY 2008 financial data, as ‘IAMP Part 3, Bridges and Stormwater Management’, Advanced Draft

PW

V 1.0 November 2008 Audit Committee review PW / SG

V 1.1 January 2009 For Council endorsement PW / NS



CT/JEH







Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management

Please Note:



Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management 3 - i

CONTENTS

1 EXECUTIVE SUMMARY ___________________________________________________________ 1 1.1 Infrastructure and Asset Management Plan 1 1.2 Council Assets in the IAMP, Part 3 1 1.3 Lifecycle Costs & Expenditure 1 1.4 Planning Objectives 2 1.5 Performance Measures 2 1.6 IAMP Implementation Program 2




3 LEVELS OF SERVICE ____________________________________________________________ 11 3.1 Functional Hierarchy of Road Bridges and Major Culverts 11 3.2 Customer Research and Expectations 11 3.3 Legislative Requirements 11 3.4 Current Levels of Service 11

3.4.1 Maintenance Service Levels 11 3.4.2 Functional Requirements of Maintenance 12

3.5 Desired Levels of Service 12


4.1.1 Allotment Creation and Asset Yield 15 4.1.2 Demand Factors – Trends and Impacts 15


4.6.1 Assumptions Used in Projected Asset Growth 19 4.6.2 Contributed Bridge, Kerb and Stormwater Infrastructure 20 4.6.3 Council Acquired Assets 20



5.2 Risk Management Plan 25 5.2.1 Preliminary Assessment of Risk 25 5.2.2 Inspections 26

5.3 Routine Maintenance Plan 26 5.3.1 Maintenance Arrangements 26 5.3.2 Maintenance Types 27 5.3.3 Standards and Specifications for Design & Maintenance 28 5.3.4 Maintenance Expenditure Patterns 29 5.3.5 Summary of Future Maintenance Expenditures 29


5.5 Creation / Acquisition / Upgrade Plan 32

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management 3 - ii

5.5.1 Standards and Specifications 33 5.5.2 Summary of Future Upgrade Asset Expenditure 33 5.5.3 Summary of Future Asset Acquisitions 33







9 REFERENCES __________________________________________________________________ 41

10 APPENDICES ___________________________________________________________________ 43

APPENDIX A Proposed Asset Inspection Requirements Table A.1: Stormwater Drainage System Table A.2: Bridges & Major Culverts

APPENDIX B Inspection Management Flow Chart

APPENDIX C Typical Maintenance Activities Table C.1: Stormwater Drainage System Table C.2: Bridges, Major Culverts & Floodways

APPENDIX D 10-Year Capital Expenditure Programs

APPENDIX E 10-Year Operations, Maintenance & Capital Expenditure Programs

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management 3 - iii

TABLES

Table 2.1: Assets Covered 3 Table 2.2: Key Asset Management Goals and how these are addressed 10 Table 3.1: Functional Requirements of Maintenance 12 Table 3.2: Community Levels of Service 13 Table 3.3: Technical Levels of Service 14 Table 4.1: Demand Factor Impact on Services 16 Table 4.2: Checklist – Elements at Potential Risk from Climate Change 16 Table 4.3: Previously Identified Demand Management Plan Summary 18 Table 4.4: Stormwater Management Plans 19 Table 4.5: Growth Asset Quantities – Contributed 20 Table 4.6: Developer – Contributed Assets 20 Table 5.1: Asset Classes and Quantities 21 Table 5.2: Known Service Performance Deficiencies 22 Table 5.3: Rating Descriptors 22 Table 5.4: Financial Reporting Criteria 25 Table 5.5: Previous Critical Risks and Treatment Actions Taken 25 Table 5.6: Maintenance Expenditure Patterns 29 Table 5.7: Renewal Priority Criteria 30 Table 5.8: Creation / Acquisition / Upgrade Priority Criteria 32 Table 5.9: Material Salvage and Recycling Potential 34 Table 6.1: Projected vs. Planned Renewal Expenditures 35 Table 6.2: Projected Costs and Planned Expenditure – Bridges, Kerbs & Stormwater 36 Table 6.3: Planned Maintenance & Capital Expenditure Summary – Bridges, Kerbs & Stormwater 36 Table 6.4: Key Assumptions 39 Table 7.1: Data Confidence Levels 40 Table 8.1: Improvement Plan 41

FIGURES

Figure 5.1: Stormwater Pipes Condition Profile 23 Figure 5.2: Stormwater Pits Condition Profile 23 Figure 5.3: Stormwater Treatment & Pumping Stations Condition Profile 23 Figure 5.4: Kerb Network Condition Profile 24 Figure 5.5: Bridges and Major Culverts Condition Profile 24 Figure 5.6: Projected Maintenance Expenditure - Bridges kerbs and Stormwater Management 30 Figure 5.7: Projected Renewal Expenditure 31 Figure 5.8: Projected Upgrade / New Expenditure - Bridges and Stormwater Management 33 Figure 6.1: 10-Year Planned Operating and Capital Expenditure 35 Figure 6.2: Projected versus Planned Renewals 37 Figure 6.3: Projected Asset Values - Bridges and Stormwater Management 38 Figure 6.4: Projected Accumulated Depreciation Expense – Bridges and Stormwater Management 38 Figure 6.5: Projected Depreciated Replacement Costs – Bridges and Stormwater Management 39

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management 3 - 1

1 EXECUTIVE SUMMARY



Bridges and stormwater infrastructure including roadside kerbs has a combined replacement value of $112.6 million.

The IAMP – Part 3, Bridges and Stormwater Management has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.


Council provides bridges, kerbs and stormwater infrastructure in partnership with the State Government and the community to enable safe, well-maintained, fit-for-purpose community access in accordance with Council’s service delivery objectives.

A ‘Bridge’ in SA is a structure with a span or diameter 1.8 m or greater. This also includes major culverts. (Reference: Austroads Guidelines for Bridge Management, 2004)

The classes of assets covered are:

Asset Class Quantity Unit

Bridges and Major Culverts 73 no.

Kerb 290.1 kms

Underground stormwater drains (and associated structures) 103.0 kms


There are two key indicators of cost in providing levels of service from bridges and stormwater management infrastructure.

Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses a condition matrix as the Projected Renewal Expenditure.



Bridges and Stormwater Management $ 0.003 M $ 0.39 M



Total 10-Year Maintenance & Renewal

Expenditure ($'000)


($'000)


Planned Renewal




Projected Renewal


7,982 798 377 395 772 3

Appendices D & E provide the 10-Year summary tables for operating & capital budgets.



Refer Part 1.


Refer Part 1.


Refer Part 1.


2 INTRODUCTION

2.1 Background

This IAMP, Part 3 is to be read with IAMP Part 1 – General Statements.

Table 2.1: Assets Covered

Asset Class and Type Qty Replacement Value

Component Group

Bridges $30,839,694

Bridges 40 No. $25,365,559

Major Culverts 33 No. $5,474,135

Kerb (and Gutter) 290.1 km $26,132,025 $26,132,025

Stormwater Infrastructure $55,664,465

Stormwater Drains 103 km $42,559,510

Stormwater Pits 3593 No. $11,603,716

Stormwater Treatment & Pumping N/A $1,501,239

Total $112,636,184 $112,636,184


Refer Part 1 and Tables 2.2 and 2.3 below.



Aspiration

Outcome Strategy





Open Space


Resilient Economy


G


G

ROS


G



G

ALL


G

ALL


G

ALL



G


G


G

RF


Activate our Spaces

Vibrant Communities


G

B

ROS


G

B

ROS


G

RF

ROS



G

RF

B

ROS


G


G



G

RF

WWM

ROS


G

RF

ROS


G

RF

ROS




G


G




G

RF

WWM

ROS



G

B

ROS


G


G

ALL



G


G


G




G

B


G

WWM


G

B




G

BSM

WWM

ROS


G

BSM

WWM


G

BSM

WWM

ROS



G

BSM

WWM

ROS


G

ROS


G


Goolwa & Hindmarsh Island Upgrade stormwater management and expand water re-use opportunities.

Milang Commence stormwater improvement program.


Goals and objectives in asset management that contribute to the realisation of Council’s Strategic Plan (ref. 13) are shown in Table 2.2.







Construction of Stormwater Assets

Stormwater assets shall be provided to ensure that residents shall have wet weather access to and from properties where traffic volumes are greater than 10 veh/d.

The upgrade of stormwater assets is completed to meet this target. Alexandrina Council generally considers the construction of stormwater based upon catchment needs and risk minimisation.

2.3 Plan Framework

Refer Part 1.


Refer Part 1.


3 LEVELS OF SERVICE

3.1 Functional Hierarchy of Road Bridges and Major Culverts

The functional hierarchy of road bridges for Alexandrina Council is the same as for the road network. Refer to Part 2 of the IAMP, Tables A1 & A2, Appendix A.

The hierarchy is used as the basis for determining the various standards across the road network, including maintenance responses, in line with relevant risk factors, while having regard to the type, volume and nature of road usage.




Refer Part 1.



Community Levels of Service – relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost / efficiency and legislative compliance.

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

Council’s current levels of service are set out in Tables 3.2 and 3.3.

Where table entries are shown as ‘#’ data is unavailable. Future IAMP revisions will include this information, as it becomes available.

3.4.1 Maintenance Service Levels

Levels of service for maintenance of bridges/major culverts, kerbs and stormwater drainage system take into account: Community views and values Industry standards The need to provide these assets in a manner that is safe for all users Ability of Council to fund maintenance activities.

Standards for maintenance for bridges/major culverts and stormwater system are set out in Section 5.3.3


3.4.2 Functional Requirements of Maintenance

Table 3.1: Functional Requirements of Maintenance

Asset Feature Functional Requirements of Maintenance

Bridge & Major Culvert Maintenance

Structure

Provide safe conditions for users Maintain structural integrity Minimise rate of deterioration of the bridge decking Provide accurate and timely reporting of bridge asset conditions

Signs Provide clear messages to motorists in day and night conditions

Guard Rails Provide required structural resistance to errant vehicles to minimise accident

severity

Waterway Provide hydraulic capacity (large enough to carry normal storm flows) Keep waterway clear of blockages Monitor and manage any erosion caused by water flow

Stormwater Drainage System

Pipes and Channels

Provide hydraulic capacity (large enough to carry design storm flows) Provide for the structural integrity of the road pavement by clearing flow of

water away from the road pavement. System is safe for the community

Waterway Keep waterway clear of blockages Monitor and manage any erosion caused by water flow


At present, indications of desired levels of service are obtained from various sources including residents’ feedback to Elected Members and staff, service requests and correspondence. Council has yet to quantify desired levels of service. This will be done in future revisions of the IAMP.


Table 3.2: Community Levels of Service


Community Level of Service Performance Measurement Process Target Performance Current Performance

Safety Provide safe & appropriate bridges, major culverts, kerb network and stormwater drainage systems free from preventable hazards

Reported hazards from Customer Service Requests

Number of injuries or property damage claims

< 20 reported hazards, pa Zero injury or property damage claims, pa

# #

Quality Minimal disruption to road network access due to bridge or major culvert maintenance.

Efficient system of collection, disposal & management of stormwater

LGA Annual Customer Survey Customer Request System

> 80% satisfaction level #

# #

Quantity Satisfactory provision of waterway crossings to minimise distance of travel to and from properties for the community.

Optimal levels of ‘hard’ & ‘green’ infrastructure to meet design levels of flooding protection and water quality suitable for re-use

Periodic analysis & review LGA Customer Survey

< 5% of network under-performing > 80% satisfaction level

# #

Reliability Bridges & major culverts available at all times & free of mass limits.

Drain & inlet blockages. GPTs, trash racks & basins free of restrictions. Property flooding & risk of injury.

Periodic bridge & major culvert audit LGA Customer Survey Customer Request System

Audit undertaken every 3 to 5 years > 80% satisfaction < 20 requests, pa < 10 notifiable actions, pa

7 year frequency

Comply

# #

Responsiveness Meet reasonable response times Customer Request System Asset Information System (future)

Emergencies < 12 hours Routine < 30 days Cyclical < 24 months

Comply Comply Comply

Cost Within Annual Budget allocations Value for Money

Job Costing System (future) LGA Customer Survey

< 10% budget overruns by < 10% of project budget lines

# #

Legislative Compliance

Compliance Compliance Audit LGA Customer Survey

100% compliance > 80% customer approval

# #




Performance

Function Ensure stormwater drainage system meets user requirements

Customer Request System for property flooding or water ponding on road reserves

< 3 during heavy rainfall event ,pa 5 per event, pa

Table 3.3: Technical Levels of Service


Technical Level of Service Performance Measurement Process Target Performance Current

Performance

Quality Condition Structural & hydraulic defects

Visual assessment CCTV survey

< 2% at-surface covers faulty < 2% drain defects in network

# #

Quantity Satisfactory provision to prevent property flooding & roadside nuisance ponding within limits of affordability

Network analysis Customer Survey to assess needs then

review against community benefit and ability to fund

> 95% network of adequate capacity < 5 reported requests per major rainfall

event

# #

Reliability / Availability

Adequate drainage inlets Pumps operational

Customer Request System Staff inspections


# Comply #

Safety Bridges/Major Culverts safe for all users Stormwater drainage & management networks

free of preventable hazards & deficiencies

Workcover & insurance claims for personal injury or property damage.

Reported hazardous conditions via Customer Request System

Zero claims pa < 10, pa

# #

Function Fit for purpose network and structures Compliance with design standards & maintenance programs

100% compliance #


4 FUTURE DEMAND


Refer Part 1.


Refer Part 1.

4.1.2 Demand Factors – Trends and Impacts

In determining the need for construction or upgrading of bridge and stormwater infrastructure, the following aspects have been considered:

Provide greater access for the community where presently restricted by bridge limitations.

Providing satisfactory protection of properties from flooding.

To enable fair and planned distribution of funding throughout the Council area, some of the factors influencing the prioritising of works are:

Changing community expectations and demographics.

Known areas of bridge load limitations and drainage under-supply.

Bridges and stormwater systems with high maintenance demands.

Known development areas and Planning Review outcomes.

Bridge upgrade and stormwater drainage expansion programs have been developed spanning 3 to 10 years.

In the relevant asset classes, some issues which may influence future asset provision are:

A significant percentage of new land division will employ Water Sensitive Urban Design (WSUD) principles for stormwater management. Hence, swales and bio-filtration trenches will replace kerb and gutter. Maintenance or replacement will still be required on the pavement restraining strips adjoining the road edge, albeit at a considerably reduced frequency. However, the long-term consequences of the maintenance obligations of WSUD components is yet to be fully understood.

Resident expectations will be raised in the established suburbs and townships for kerb and stormwater management provision matching those enjoyed by the newer areas.

There will be an increased need to renew kerb in older land divisions and townships.

More concentration on water quality initiatives will occur such as gross pollutant traps and siltation basins in land divisions and litter / pollutant traps on river and beach drain outfalls.

Strong moves towards water re-use.

Reduced dependency on pumped systems for stormwater disposal.


The impacts of some demand factors on services are shown in Table 4.1.


Factor Impact

Population growth in townships Higher development densities, creating impacts by overloading stormwater infrastructure.

Ageing population Nuisance flooding in streets from regular storm events less tolerable from the pedestrian access viewpoint.

‘Sea Change’, ‘Tree Change’, ‘Baby Boomers’ and Retirees

Higher numbers of permanent residents with greater expectations of suburban-standard infrastructure in townships.

Higher vehicle mass limits and trailer combinations and greater traffic volumes

Opening up of more heavy transport routes and replacement of mass-limited bridges. Less tolerance of road flooding from ineffective culverts.

4.2 Climate Change


Increased frequency and intensity of extreme rainfall, wind and lightning events is likely to cause significant damage to infrastructure, including roads, drains, buildings and other urban facilities.


Bridges, Kerbs & Stormwater Assets – Elements at Potential Risk from Climate Change

Road/Pathway: Issue of Concern: Asset ID & Location (Address):



Rating

Bridges & Major Culverts

Increased frequency and intensity of extreme rainfall events may cause significant flood damage to bridge & major culvert infrastructure.


Increased temperature and solar radiation could reduce the life of bridge components (eg expansion joints).

Increased temperature stresses the steel in bridges through expansion and increased movement.

Increased temperature causes expansion of concrete joints, protective cladding, coatings and sealants on bridges.

Increased risk of wildfire can damage or destroy timber bridges and result in high risk for tree damage close to roadways (falling trees).

Bridges – Roads

Bridges – Pedestrian & Shared Paths

Major Culverts




Rating

Stormwater Drainage System

Ability of the system to cater for the potential for increased extreme daily rainfall events (includes pipes, stormwater detention facilities and retarding basins, outfalls, erosion to open drains and at inlets and outfalls, weirs, etc).

Acceleration of the degradation of materials and structural integrity of the system may occur through increased ground movement and changes in groundwater.

Overland flows may also cause damage to private and public assets as well as erosion that may impact the local environment.

Pipeline hydraulic capacity deficiencies

Pits & lids & their adequacy to cater for additional flows

Additional Overland flows

Specific catchments at risk

Stormwater detention facilities

Stormwater retarding basins

System structures (inlets, outlets, weirs, GPT’s etc)

Erosion from increased system flows or overflows

Pollution from increased flows

Town Planning, Development & Building Applications

Potential for an expansion of flood prone areas as well as coastal areas subject to storm surges.

This will potentially impact adopted floor levels in these areas.

There is a need to promote Water Sensitive Urban Design in new developments.

Coastal storm surge boundaries

Flood prone land boundaries

Floor levels for structures in possible storm surge areas

Floor levels for structures on possible flood prone land


Refer to AS/NZS ISO 3100:2009 & Council’s Risk Assessment Policy for guidance Likelihood: - Rate as Probable (likely to occur), Possible (may occur), or Improbable (conceivable but highly unlikely) Consequence/Impact: Use Council’s risk assessment policy or AS/NZS ISO 3100 to establish severity level of consequence Risk Rating: Use Council’s risk assessment policy or AS/NZS ISO 3100 to establish risk rating


Legislative change through Town Planning Laws & Regulations may bring about changes to matters such as the designated height of floor levels in dwellings above known flood levels arising from climate change and impact on rainfall. Changes to rainfall & runoff criteria for the local area could also impact bridge heights above waterways and the design of culverts and stormwater systems. Water Sensitive Urban Design (WSUD) may have a greater impact on urban areas if mandated.

Changes are not foreseen in the immediate future.



Technological changes (as distinct from changes to installations brought about by external, eg. Environmental, forces) will impact on the asset classes in this IAMP over the 10 year timeframe.

A. Bridges and Major Culverts

Most of the bridges under Council’s care and control are relatively small 1 or 2 – span, 2 – lane structures. Emerging construction practice will see these replaced by pre-cast components to minimise community disruption. Major culverts will likely be replaced ‘like-for-like’, with improved end-walls and erosion projection.

B. Kerbs

Machine-laid concrete will replace most original, hand-formed kerbs. This has been common practice for 20 years or more and valuations already recognise this form of (re)construction.

C. Stormwater Infrastructure

Underground drains – As noted elsewhere, drain renewal is an unlikely scenario, as ‘failed’ drains are likely to need upsizing (upgrading). Where drains are renewed (eg, rear-allotment drains) in-situ rehabilitation / replacement without surface disturbance is, and will become more, feasible. The incorporation of more recycled material into new products will increase also.

Pumping stations and rising mains – Identical argument to underground drains, with upgrade rather than renewal, with similar technology.

Detention / retention / wetland basins – Again, as per underground drains, with enhanced water quality and re-use capabilities.

Inlets and pits – It is anticipated that concrete structures will be replaced ‘like-for-like’ with current technology. Some 50% of road inlets will be upgraded from single to double inlets and the time of renewal.

Water conservation measures have forced the practice of jetting underground drains to be limited or suspended. Replacement, ‘dry’, or minimal water-use, methods may need to be developed.


Opportunities identified in previous Plans for demand management are shown in Table 4.3.

Table 4.3: Previously Identified Demand Management Plan Summary


Stormwater Maintenance and Upgrades Upgrade systems to meet population growth demand and changes identified in review reports and planning studies.

Flood zones / Safety Improvement Plan Upgrade network to improve user safety (to be developed further within the next review period).

Drainage Catchment Review Review of current plans and Strategic Plan to incorporate planned works. Preparation of district-wide Catchment Management Plans and Urban Stormwater Master Plans.

Development of new residential and commercial

Requirements of various township development plans to be met.

Kerb Maintenance and Upgrades Upgrades to meet population growth demand, changes identified in review reports and planning studies, and to meet community expectations.


In response to the recommendation to identify flood zones and improve safety, recently significant work has been undertaken to develop Stormwater Management Plans for townships as shown below in Table 4.4.

Table 4.4: Stormwater Management Plans

Township/Location

Strathalbyn Township

Port Elliot

Goolwa

Ashbourne

Langhorne Creek – localised

Finniss – localised


The creation of new assets will reflect population growth in some measure. These assets will be constructed by developers and donated (contributed) to Council, or be constructed or acquired by Council.


Refer Part 1.

A. Bridges and Major Culverts

31 bridge-type assets require some work and 13 are as-new.

No upgrade or expansion by Council in the next 10 years, to 2025/26

No bridge / major culvert, contributed (by a developer or other party) in the 10 year period.

Maintenance expenditure includes allowance for maintenance on upgraded, new and contributed assets.

B. Kerbs

Maintenance comprises 20% spot repairs and 80% section replacement, up to 30 m (less than 1 road segment).

No upgrade by Council in the next 10 years, to 2025/26.

Annual rates of contribution of kerb assets by developers will be uniform. The minor peaks and troughs over the 20-year reporting period will have little impact.

‘Depreciation maintenance’ allowed for contributed assets.

Maintenance expenditure includes allowance for maintenance of upgraded, new and contributed assets.

C. Stormwater Management Infrastructure

Annual rates of contribution of stormwater management infrastructure assets will be uniform. The minor peaks and troughs over the reporting period will have little impact.

Expansion is based on specific projects identified to address current known service deficiencies.


Maintenance expenditure includes allowance for maintenance of upgraded, new and contributed assets.

Replacement costs for upgraded and new assets have in-built loadings for traffic control, demolition and the like.

4.6.2 Contributed Bridge, Kerb and Stormwater Infrastructure

Asset creation and contribution from land division (or other) activity over the reporting period has been assumed to be uniform. From the 167 allotments created per annum (refer Part 1), the assumed rate of contribution of assets is shown in Table 4.4 and the values of contributed assets in Table 4.5.

Table 4.5: Growth Asset Quantities – Contributed

Asset Class Assumed Annual

Asset Contribution Quantity

Bridge or Major Culverts Nil

Kerb 5,326 m

Stormwater Infrastructure 2,663 m

Table 4.6: Developer – Contributed Assets

Asset Class Basis


over 167 lots)

$ ‘per lot’ $, per annum

Bridge / Major Culvert From Table 4.3 Nil Nil

Kerb From Table 4.3 2,838 473,946

Stormwater Pipe, Stormwater Structure, WSUD Device

From Table 4.3 4,162 695,054

Pumping station and rising main Nil Nil Nil

CATEGORY TOTAL 7,000 1,169,000

4.6.3 Council Acquired Assets

In addition, Council will be required to expand its existing asset base to cater for growth needs external to newly-created land divisions. At this stage of Plan development, kerb and stormwater asset values increases from construction or acquisition cannot readily be extracted from projections of future expansion/ new expenditure.



5.1 Background Data

Refer Part 1.


The assets covered by this IAMP are shown below:


Asset Class and Type Qty Replacement Value

Component Group

Bridges $30,839,694

Bridges 40 No. $25,365,559

Major Culverts 33 No. $5,474,135

Kerb (and Gutter) 290.1 $26,132,025 $26,132,025

Stormwater Infrastructure $55,664,465

Stormwater Drains 103 km $42,559,510

Stormwater Pits 3593 No. $11,603,716

Stormwater Treatment & Pumping N/A $1,501,239

Total $112,636,184 $112,636,184

Note 1 Future revisions of the IAMP will disaggregate bridges and major culverts into lower levels of components.

Council as an asset owner is committed to maintaining its bridge and stormwater infrastructure assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.

To meet this requirement, Council seeks to match funding levels, condition and community expectations. Refer IAMP Part 1, Section 5.1.

A specific lifecycle issue is the development in formerly semi-urban areas leading to increasing usage and demand which may prove beyond the capacity of existing bridge, kerb and stormwater assets.


Council’s services are generally provided to meet design standards, where these are available.

Locations where deficiencies in service performance are known are detailed in Table 5.2.



Asset Class Location Service Deficiency

Bridges & Major Culverts Various sites Inadequate fencing and substructure maintenance, generally, as identified in audits and inspections.

Kerbs Older, urbanised areas Kerb required where soils and ruling grades render verge soakage unsuitable.

Stormwater Maintenance Infrastructure

Goolwa/Goolwa Beach Middleton Port Elliot Township Strathalbyn Township

Trapped low spot and unsuitable verge soakage Outlet from swamps Lack of comprehensive drainage network, flood mitigation works and outlet expansion Drainage under-capacity, north-west township sector.

Drainage outfalls Various Many lack pollution control devices Service deficiencies were identified from Connell-Wagner (ref. 8) and subsequent in-house surveys.


The condition profiles of bridge and stormwater infrastructure assets are based on a variety of numeric and other scales, as they were derived from different sources. Following refinement of the kerb condition rating and further work on stormwater infrastructure, asset condition will be more accurately represented in future IAMP revisions.

Condition assessment is illustrated using a 0 to 6 scale. The rating scores and descriptors are shown in the following Table 5.3.


Condition Condition Description

0 New

1 As-new

2 Good

3 Moderate

4 Adequate

5 Poor

6 End of Life

A. Stormwater & Kerb Assets

The following Figures illustrate the general condition of stormwater pipes, pits and treatment & pumping and kerb assets rated in accordance with Table 5.3 above. The percentage relates to the proportion of the specific asset component at that level of condition.

Figures 5.1, 5.2 & 5.3 relate to stormwater assets, pipes, pits and treatment & pumping facilities.

Figure 5.4 is for kerb & gutter.


Figure 5.1: Stormwater Pipes Condition Profile

Figure 5.2: Stormwater Pits Condition Profile

Figure 5.3: Stormwater Treatment & Pumping Stations Condition Profile


Generally the stormwater system appears to be in good condition with very few elements reaching the point of renewal. Figure 5.1 shows almost 100% of pipes are in ‘good’ or better condition. Figure 5.2 shows almost 80% of pits are in ‘good’ or better condition. Figure 5.3 shows that around 12% of the treatment and/or pumping assets are at the lower end of condition rating.

Figure 5.4 covers kerbs. The majority of the asset stock (number and value) fall into the classes of barrier and semi-mountable kerbs and gutter (‘barrier kg’ and ‘semi-mount kg’). In general, barrier kerb and gutter exists in the older, developed parts of townships and semi-mountable kerbs and gutter in the (newer) land divisions.

The chart shows that almost 16% of kerb structures fall into the adequate to poor condition so renewal programs need to account for the deteriorating sections.

Figure 5.4: Kerb Network Condition Profile

B. Bridges and Major Culverts

An updated componentised condition assessment was undertaken in 2014, as shown in Figure 5.5.

Figure 5.5: Bridges and Major Culverts Condition Profile



Valuations stated in the IAMP are based on aggregated, not individual, assets of similar type.

The value of assets as at 30 June 2015 is summarised below in Table 5.4.


Asset Class


Current Replacement

Cost, $’000

Depreciable Amount,

$,000


Cost, $’000

Annual Depreciation

Expense, $’000

Bridges and Major Culverts 30,839.7 10,194 20,645 327

Kerbs 26,132.0 11,629 14,535 380

Stormwater Infrastructure 55,664.5 13,156 42,741 727

CATEGORY TOTAL 112,636.2 34,979 77,921 1,434 Reporting on renewal expenditure for stormwater infrastructure requires a degree of judgement as to how to allocate renewal and upgrade costs related to the one replacement project.

Stormwater drains and inlet pits will require renewal at shorter intervals than dictated by their structural useful life. That is, they rarely wear out and fail - the driver behind replacement being hydraulic (capacity) defects or technical obsolescence. Thus, a drain or pit will not be replaced 'like-for-like' when renewed, but upgraded in size (capacity) to restore an acceptable level of service ie, protection from flooding. For valuation and capitalisation purposes, the following approach has been adopted.

A drain and associated pits and structures scheduled for replacement will be valued at current replacement cost as 'like-for-like'. The replacement drain will be valued as an upgrade, without apportioning the costs related to the renewal portion of the drain and those attributable to the upgrade in size (capacity) of the new asset. Subsequent revaluations will see the replacement drain valued at CRC.



Critical risks are those assessed as: Very High (VH)- requiring immediate corrective action, and; High (H) – requiring prioritised corrective action.


A preliminary assessment of risks associated with service delivery from the assets covered in the previous IAMP identified some critical risks to Council. These risks have since all been addressed as summarised in Table 5.5.

Table 5.5: Previous Critical Risks and Treatment Actions Taken

Previous Asset at Risk What Could Have Happened Treatment Action Taken

Goolwa CBD Extensive property damage in ARI 10 year event

Drainage upgrade implemented


Port Elliot Township (north-east sector)

Extensive property damage in ARI 10 year event

Stormwater Management Plan developed and drainage upgrades implemented

Mass – limited bridges Structural collapse or accelerated deterioration from overloading

Structural condition assessment of all bridges undertaken in 2014.

5.2.2 Inspections

The only practicable means of identifying risk is by undertaking an inspection regime of bridges/major culverts and the drainage system. This process should enable significant risks to be discovered and remedied in advance of possible injury. Safety audits need to be undertaken where specific risks are identified.

Currently pipe drains only have reactive inspection undertaken when advice is received of problems. Inspection is conducted visually without entering pipes utilising lights or mirrors to see if there are blockages visible.

A percentage of stormwater pipe networks have been inspected utilising pipe cameras to ensure deterioration rates of the structures are in accordance to expectations relative to the age of the asset.

It is intended in the future to implement an inspection regime for the drainage system that will be similar to that being undertaken for roads covering safety, incidents, defects and condition.

Reactive Inspections - Response to customer enquiries or notifications. Inspection of all reported defects are undertaken following notification by members of the community or Council employees while undertaking their normal work duties. The subsequent inspection will be conducted by an appropriate Council representative;

Incident Inspections - Response to incident or injury. This inspection enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of incidents and the planning and implementation of drainage management and safety measures. This inspection also includes notification of any immediate repair works to be undertaken;

Condition Inspections - identify deficiencies in the structural integrity of the drainage infrastructure assets which if untreated, are likely to adversely affect system values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span.

Inspection Arrangements are set out in the Tables in Appendix B while the Flow Chart in Appendix C sets out the Inspection Management Process. The inspection regime is outlined in more detail in the Road Maintenance Plan, Part 2.

The inspection program not only identifies safety hazards and facilitates timely repairs, it also feeds into and guides the development of maintenance and capital works programs.

To facilitate this, the field inspection recording process involves the use of GPS Global Positioning System and Laptop computers which can identify the defects and their locations to determine the intervention level and response time.



A. Bridges & Major Culverts


At this stage there is no documented Maintenance Plan for Bridges & Major Culverts for Alexandrina Council. Austroads Guidelines and various publications on bridge management are used as guidance to current bridge maintenance practice (refer to Section 5.3.3 below). Development of a Bridge Maintenance Plan has been listed as an action in the Improvement Plan, Section 8.2.

When doing so, the contents should draw wherever practicable from significant documentation available from the various State Road Authorities through Austroads. That which best suits Alexandrina’s conditions should form the basis of the Bridge Maintenance Plan.

Council uses its own workforce in conjunction with contractors to undertake the necessary works on the maintenance and renewal of bridges and major culverts.

B. Stormwater

Maintenance of the stormwater drainage system is covered in part by the Alexandrina Council Road Maintenance Plan, RMP. For more detail on this Maintenance Plan refer to Part 2 of this IAMP that covers Roads & Footpaths. The RMP sets the relevant standard in relation to discharge of duties in the performance of those road maintenance functions.

Council uses its own workforce in conjunction with contractors to undertake the necessary works on the maintenance and renewal of the stormwater drainage system in accordance with the Road Maintenance Plan.

Table B3 of Appendix B in the RMP lists the resources available for stormwater maintenance. These are: Bobcat Crew Backhoe Crew Contract Flushing Civil Construction crew Quick Response Team

5.3.2 Maintenance Types


Stormwater Defect Types as listed in RMP Table B2 of Appendix B are: Blocked Drain GPT Blocked Damaged Pit Damaged surrounds Damaged grate Damaged lid Damaged lintel Missing grate Missing lid Cyclic Maintenance / drain clearing

Kerb & Gutter defects listed in Table B2 are: K&G broken <5m K&G broken >5m K&G >50mm step


5.3.3 Standards and Specifications for Design & Maintenance

The following standards, specifications and references are applicable for the design and maintenance of bridge/major culvert, kerbing and stormwater assets.

Alexandrina Council’s ‘Design Guidelines for the Provision of Infrastructure and Other Assets’

AS 5100:2007 ‘Bridge Design’, AP-G15/04.

Manufacturers’ requirements for the installation of propriety and precast / prefabricated products.

AS 2876:2000, ‘Concrete Kerbs and Channels (Gutters) – manually or machined placed’.

‘Australian Rainfall & Runoff’, Institution of Engineers Australia.

Relevant Australian Standards and Codes of Practice.

Project-specific technical specifications.l

Infrastructure Design Guidelines (ref. 10).

NAASRA Design Guidelines; and

AUSTROADS Guide to Asset Management Part 6: Bridge Performance, 2009

AUSTROADS publications AP-13/91 Bridge Management Practice AP-14/91 Guide to Bridge Construction Practice AP-15/96 Australian Bridge Design Code AP-23/94 Waterway Design: A Guide to the Hydraulic Design of Bridges, Culverts &

Floodways

A. Bridges & Major Culverts

Maintenance work is carried out in accordance with sound industry practices and requirements set down by manufacturers of proprietary products, and in particular the good practice guidelines set out in the ARRB ‘Local Road Bridge Management Manual’.

B. Stormwater Drainage System

Design details are detailed in Council’s ‘Design Guidelines for the Provision of Infrastructure and Other Assets’.

Urban underground systems to cater for 10 year ARI storm (Refer S2.1)

Urban road corridor to cater for 100 year ARI storm (Refer S2.1)

Underground systems in commercial developments to cater for a 20 year ARI storm (Refer S3.1)

Road corridor to cater for a 100 year ARI storm. (Refer S3.1)

Generally the same standards apply when upgrading/ retro fitting existing roads or stormwater drainage schemes.

Council recognises the potential environmental benefits of incorporating WSUD elements into the management of stormwater runoff. However, every site will be assessed on its merits and only appropriate WSUD measures accepted for inclusion. Council is under no obligation to agree to the incorporation of roadside swales, wetlands or other devices, where it is not satisfied that cost-effective maintenance and monitoring can be undertaken. Where WSUD Principles are employed, the design shall comply with the recommendations of 'Australian Runoff Quality', Engineers Australia, 2006.

Alexandrina, in common with many of its fellow Councils, has a 20th Century drainage system struggling to cope with 21st Century stormwater flows from an increased housing density. Added to this pressure, water has become a scarce resource. At-source reuse of stormwater (retention) makes good environmental sense. On-site stormwater detention and retention facilities are options that may be considered with new developments. Options are outlined in Appendix A – Stormwater Detention & Retention Options of the Design Guidelines for the Provision of Infrastructure and Other Assets.



Historic maintenance expenditure patterns across the asset category are shown in Table 5.6. Note that a break-down of maintenance into reactive, planned and cyclic is unobtainable from the present Annual Budget account lines.

Amounts shown have been extracted from Council’s Annual Budget for each year and are stated in that year’s dollars. Thus, unless the maintenance expenditures show a progressive increase in line with construction inflation (commonly 5 or more % pa), then actual expenditures are not keeping pace.

However, an increase in capital expenditure, to address known service deficiencies especially for stormwater infrastructure, has resulted in a reduction in maintenance expenditure over recent years.

Planned maintenance work is work based upon outcomes of routine inspections.

Maintenance expenditure levels are considered to be inadequate to meet required service levels. Future revision of the IAMP will link required maintenance expenditures with required service levels.

Table 5.6: Maintenance Expenditure Patterns

Year end 30-Jun

Maintenance Expenditure, $

Bridges & Culverts

Kerbs Stormwater

Infrastructure Total

2010 $65,360 $49,014 $409,698 $524,071

2011 $115,824 $52,752 $315,461 $484,037

2012 $9,101 $47,366 $403,521 $459,988

2013 $21,351 $58,390 $355,106 $434,848

2014 $96,920 $32,771 $216,331 $346,022

2015 $44,276 $26,315 $185,329 $255,920

Average over last 3 years $54,182 $39,159 $252,256 $345,597

5.3.5 Summary of Future Maintenance Expenditures

Future maintenance expenditure is forecast to increase with CPI so shown in todays dollars it is a sustained expenditure as seen in Figure 5.6.

Deferred maintenance, ie works that are identified for maintenance and unable to be funded, are to be included in the risk assessment process.

Maintenance is funded from Council’s operating budget and grants where available. This is further discussed in Section 6.


Figure 5.6: Projected Maintenance Expenditure - Bridges kerbs and Stormwater Management


Assets requiring renewal are identified from estimates of remaining life obtained from the asset register. Candidate proposals are inspected to verify 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. The priority criteria in approximate order of importance are detailed in Table 5.7.

The costs of disposal are included in the renewal works cost projections. There is generally a very limited income stream from disposal of used drainage system components. Usually the costs of decommissioning (demolition/removal, site clearing and restoration/beautification) outweigh any income.


Asset Class Criterion

Bridges and Major Culverts Failure or unserviceability for more than 48 hours would create unacceptable detours for residents and through traffic.

Mass (load) limits on a structure found to be inappropriate in the longer term, particularly on freight or commodity routes.

Kerbs Kerb height or continuity insufficient to fulfil vehicle restraint or gutter capacity functions.

Kerb alignment defective and causing stormwater to pond on carriageway or potentially cause injury to persons or property.

Replacement at the time of pavement reconstruction for co-ordinated streetscape improvement and less disruption to adjoining residents.

Stormwater Infrastructure (refer previous discussion)

Trapped street low spots, without overland flow path for storm events greater than underground system capacity.

Commercial districts, where frequent flooding may cause economic distress. Incorporation of WSUD elements as a result of community and technical

influences. Diversion of existing networks to permit stormwater re-use.

Renewal will be undertaken using ‘low-cost’ renewal methods where practicable.



Renewal work is to be constructed to the same standards as new work, in accordance with the Standards and Specifications as set out in Section 5.3.3.



Risk or Criticality: Critical components are those parts of a bridge, major culvert or the drainage system where the consequence of failure and associated financial and social impact justifies priority action (e.g. impact and extent of supply discontinuation, probable extent of property damage, health risk).


Indicators of non-performing assets include:

constant closures due to impassability; risk to safety is rated high on an increasing frequency repeated drain collapse repeated blockages inefficient energy consumption (pumps)

Economics: It is no longer economic to continue repairing the asset (i.e., the annual cost of repairs exceeds the annualised cost of renewal). An economic consideration is the co-ordination of renewal works with other planned works such as road reconstruction.



Figure 5.7: Projected Renewal Expenditure


Deferred renewal, ie those assets identified for renewal and not scheduled for renewal in capital works programs, are to be included in the risk assessment process.

Renewals will be funded from Council’s capital works program and grants where available. This is further discussed in Section 6.

5.5 Creation / Acquisition / Upgrade Plan

Provision of new or upgraded works fall into the following categories depending upon the extent and type of works:

Council funded, or

Developer funded as part of subdivisional development, or

Contribution to the cost by either the developer and/or Council.


As Council acquires new assets through the subdivision development process it is important that the consequential costs are established and allowed for in future budgets. Costs of maintaining these works is covered by rate income from the properties within the development.


Candidate new assets and upgrade / expansion of existing assets are identified from various sources such as Councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are investigated to verify need and to develop a preliminary estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs. The priority criteria, in approximate order of importance, are shown in Table 5.8 below:

Table 5.8: Creation / Acquisition / Upgrade Priority Criteria

Asset Class Key Criteria

Bridges and Major Culverts Increase in permitted vehicle mass limits and traffic volume. Significant upstream development requiring larger culvert or structure. Creation of alternative routes for higher-mass vehicles. Deck and carriageway widening to provide greater vehicle clearances and

pedestrian safety. Replacement of structure on inappropriate alignment - for road traffic or

stream flow.

Kerbs Control of inappropriate vehicle parking or verge access. Conveyance of stormwater runoff where soils or groundslopes preclude

infiltration. Installations as part or traffic management devices.

Stormwater Infrastructure Trapped street low spots, without overland flow path for storm events greater than underground system capacity.

Commercial districts, where frequent flooding may cause economic distress. Incorporation of WSUD elements as a result of community and technical

influences. Diversion of existing networks to permit stormwater re-use. Network additions to implement stormwater re-use policies. Water quality improvements at discharge points to receiving waters.



Standards and specifications for new assets and for upgrade / expansion of existing assets are the same as those for renewal and new work as shown in Section 5.3.3.


Projected upgrade expenditure is summarised in Figure 5.8. Note that new assets are discussed in Section 4.

Figure 5.8: Projected Upgrade / New Expenditure - Bridges and Stormwater Management

Figure 5.8 now accurately represents the projected upgrade or new expenditure across all the asset classes as work has been done to ensure the bridge upgrade program is incorporated.

Upgraded assets and services will be funded from Council’s capital works program and grants where available.


In addition to assets donated by developers, Council will be required to expand its existing asset base to cater for growth needs external to newly-created land divisions. At this stage of Plan development, kerb and stormwater asset values increases from construction or acquisition cannot readily be extracted from projections of future expansion/ new expenditure. Thus, an indication of the asset growth from both sources - developer and Council - cannot be given.

5.6 Disposal Plan

Disposal of bridge/major culvert, kerb or drainage assets could occur where they have been:-

Requested by residents and approved by Council;

Handed over or back to a private interest of other authority; or

Where utilisation studies specifically demonstrates that insufficient or no use is occurring, and the continuing existence of the asset is not justified.


Where an asset is decommissioned (will not be renewed or replaced) there is likely to be a cost incurred associated with the removal or disposal of a decommissioned asset. This cost covers any activity associated with its disposal including sale, demolition or relocation as well as any site rehabilitation after the structure has been removed.

Where a component of the drainage system is found to be at the end of its effective life and needs to be withdrawn from service and replaced, particularly where that might be short of its designed life, the remaining value of the asset needs to be accounted for. Council’s asset records are to be adjusted to reflect the change in asset value as a result of reconstruction and the creation of a ‘new’ asset with a higher value than the one replaced.

When disposal does occur, recognition needs to be made in the Recurrent/Operating budget of the reduction of associated operating or maintenance costs of the decommissioned assets as well as any removal and site rehabilitation costs.

However at this stage, no assets have been identified for possible decommissioning and disposal. Salvage and recycling options for removed materials exist, but the cost of recovery will generally outweigh the value of the recycled product. Some potential cost or resource recovery possibilities are noted in Table 5.9.

Table 5.9: Material Salvage and Recycling Potential

Asset Class Material or Component

Salvage or Recycling Potential

Bridges and Major Culverts

Superstructure: asphalt concrete steel Substructure: concrete (above-ground) Steel

Often cost-prohibitive to demolish an existing bridge and a new, adjacent alignment is selected. The 'old' bridge may then serve as pedestrian or cyclist access.

Kerbs Concrete Relatively easy to remove and recycle into pavement construction material.

Stormwater Infrastructure

Concrete uPVC and other plastics Steel Pumps and valves WSUD components

Recycle Recycle Recycle May have resale value (or scrap value) Generally no salvage value





Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses the annual depreciation amount as the Projected Renewal Expenditure.




$ M


$ M

Bridges and Stormwater Management 0.003 0.39

The financial projections are shown in Figure 6.1 for planned operating (maintenance) and capital expenditures (renewal and upgrade / expansion / new assets).

Figure 6.1: 10-Year Planned Operating and Capital Expenditure


Refer Part 1 for discussion of key indicators.



A shortfall (negative disparity) between projected asset renewals and planned asset renewals (and funding) is an indicator of progressive deterioration in asset condition, and thus level of service, provided by those assets.

Table 6.2 indicates the disparity, or ‘gap’, in renewal funding over the next 10-years.

Table 6.2: Projected Costs and Planned Expenditure – Bridges, Kerbs & Stormwater

Year End Jun 30


($'000)


($'000)

Planned Upgrade /

New Expenditure

($'000)

Planned Disposals

($'000)

Projected Renewal

Costs ($'000)

Planned Renewal

Expenditure ($'000)



($'000)

2016 0 1,066.75 294.76 0 394.83 394.83 392.02

2017 0 617.06 175.90 0 37.60 37.60 0.00

2018 0 1,502.94 941.30 0 291.50 291.50 0.00

2019 0 1,739.26 924.90 0 37.80 37.80 0.00

2020 0 1,198.83 537.50 0 136.20 136.20 0.00

2021 0 1,001.11 399.50 0 304.90 304.90 0.00

2022 0 428.26 42.70 0 35.40 35.40 0.00

2023 0 810.68 591.70 0 215.20 215.20 0.00

2024 0 671.09 287.80 0 33.10 33.10 0.00

2025 0 478.52 42.70 0 85.70 85.70 0.00

Renewal of bridges in particular & to some extent stormwater needs to be undertaken in significant amounts for each structure’s renewal/replacement (average replacement value of each of council’s 40 bridges is over $630,000). A long-term replacement program is required to demonstrate the need so that projected allocations (ie Depreciation) are factually representative of requirements.


Table 6.3: Planned Maintenance & Capital Expenditure Summary – Bridges, Kerbs & Stormwater


Expenditure ($'000)


($'000)


Planned Renewal




Projected Renewal


7,982 798 377 395 772 3

Note that current budgeting and financial reporting practices do not clearly differentiate between upgrade and renewal expenditure, particularly for bridges.




Projected costs are to be funded from Council’s operating and capital budgets. The funding strategy will be detailed in the Council’s LTFP.




Asset values are forecast to increase as additional assets are added to existing stock from developer-contribution or construction / acquisition by Council. Figure 6.3 shows the projected asset values over the planning period.


Figure 6.3: Projected Asset Values - Bridges and Stormwater Management

The depreciation expense forecast is summarised in Figure 6.4.

Figure 6.4: Projected Accumulated Depreciation Expense – Bridges and Stormwater Management



Figure 6.5: Projected Depreciated Replacement Costs – Bridges and Stormwater Management




Parameter Document

Section Assumption

Asset Values Part 1, Section 5

GIS – recorded quantities and reviewed unit rates, as at June 30 of previous year

Depreciation Part 1, Section 7

Straight-line method as AASB116 with reviewed useful lives applicable as at June 30 of previous year

Levels of service 3 Present levels maintained or enhanced in accordance with budget funding




Maintenance and renewal costs for road and footpath assets will typically increase to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger asset stock). Again, asset values are predicted to increase over the reporting period. Maintenance costs will need to be closely monitored to ensure that sufficient funds are available to optimise long-term expenditure and not create a backlog.




Refer Part 1.


Refer Part 1.


Refer Part 1.


Refer Part 1.









For bridge, kerb and stormwater management assets, the confidence levels are:

Kerb B

Stormwater Management B

Bridges A-(location data is good, componentised and condition rating has been done)





The degree to which the identified cashflows are incorporated into Council’s LTFP and Strategic Management Plan.



Along the path from core IAMP to advanced IAMP, refinements to processes and outcomes will need to occur. Many tasks identified for improvement in previous plans have been actioned including greater levels of componentisation for condition rating of bridges. Those tasks identified to date still recommended for improvements, with particular relevance to Part 3, are shown in Table 8.1.


Task No

Task Responsibility Resources Required

Target Completion

Date

1 Maintenance Plan, Bridges - need to document maintenance activities and programs, including inspection regimes to support the AIMP.

AC Staff June 2016

2 Maintenance Plan, Stormwater Drainage – need to document maintenance activities and programs, including inspection regimes to support the AIMP.

AC Staff June 2016




9 REFERENCES Part 1 contains general reference documents applicable to all Parts of the IAMP. The following are technical references specific to this group of assets.

AS 5100:2007 ‘Bridge Design’, AP-G15/04.


AS 2876:2000, ‘Concrete Kerbs and Channels (Gutters) – manually or machined placed’.

‘Australian Rainfall & Runoff’, Institution of Engineers Australia.

Relevant Australian Standards and Codes of Practice.

Project-specific technical specifications.

Infrastructure Design Guidelines (ref. 10).

NAASRA Design Guidelines; and

AUSTROADS Guide to Asset Management Part 6: Bridge Performance, 2009

AUSTROADS publications


AP-13/91 Bridge Management Practice AP-14/91 Guide to Bridge Construction Practice AP-15/96 Australian Bridge Design Code AP-23/94 Waterway Design: A Guide to the Hydraulic Design of Bridges, Culverts &

Floodways


10 APPENDICES

APPENDIX A Proposed Inspection Requirements

Table A.1: Stormwater Drainage System

Table A.2: Bridges & Major Culverts


APPENDIX C Typical Maintenance Activities

Table C.1: Stormwater Drainage System

Table C.2: Bridges & Major Culverts

APPENDIX D 10-Year Capital Expenditure Programs

APPENDIX E 10-Year Operations, Maintenance & Capital Expenditure Programs

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendix A: Proposed Inspection Requirements 3- A1

Appendix A: Proposed Inspection Requirements

Table A.1: Stormwater Drainage System

Inspection Type Purpose Inspection Performed by & Reporting Requirements

Reactive Inspection

Reactive Inspections respond to Customer enquiries or notifications - inspect all reported defects.

Inspections follow notification to council by members of the community or council employees, undertaking their normal work duties, who may observe an asset defect that may impact the safety of the community.

Council representative with an appropriate level of knowledge of drainage system maintenance techniques who may then call in a higher level of expertise if necessary.

Recording to identify specific safety defect, date first reported, date inspected & by whom, subsequent action & date of completion.

Incident Inspection

An inspection carried out to comply with Civic Mutual Plus (CMP) risk management practices.

This inspection enables an incident condition report to be prepared for use in legal proceedings and to gather of information to analyse the cause of accidents or incidents and the planning of safety measures. This inspection also includes repair if required.

Council representative with an appropriate level of knowledge and experience in of drainage systems maintenance and construction practices.

Recording to identify specific safety defect, date first reported, date inspected & by whom, subsequent action & date of completion.

Specific Incident Report required.


An inspection specifically to identify deficiencies in the structural integrity of the various components of the drainage system which if untreated, are likely to adversely affect the ability of the system to function to the required levels of service. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span;

The condition inspection process must also meet the requirements for accounting regulations and asset management;

Regular or periodic assessment, measurement and interpretation of the resulting condition data is required so as to determine the need for any preventive or remedial action then development of relevant programs of rehabilitation or renewal works.

Inspection undertaken under the direction of a qualified engineer or experienced technical officer with knowledge and experience in drainage system construction and maintenance practices;

Specific data to be recorded is determined by requirements of the Road Asset Management Plan and the Stormwater Drainage Asset Information System to assess asset component maintenance requirements.

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendix A: Proposed Inspection Requirements 3- A2

Table A.2: Bridges & Major Culverts

Bridge Type Inspection Frequency Scope of Inspection

Level 1 Inspections – Routine User Safety Responsibility level: Works Supervisor/Bridge Inspector

All bridges In accordance with the road agency’s practices/policies for the corresponding inspections of the road asset.

A basic and relatively cursory inspection performed as part of the general network asset assessment. The inspection would be performed by a works supervisor/inspector, and would be expected to collect information regarding the status and performance of features such as barriers, deck scuppers, local drainage, and waterways, etc, and comment on approach pavement roughness in the immediate vicinity of the bridge.

Inspections may also be initiated as a response to an incident or a community report.

Level 2 Inspections – Condition Assessment Responsibility level: Accredited Inspector

Concrete and steel bridges

4 yearly normally. However, if all structural elements were in Condition State 1 at the last inspection, the interval to the next inspection could be extended to up to 5 years, except for bridges in marine or aggressive environments.

2 years for bridges in marine or aggressive environments.

Under-water inspections – as determined by the agency.

Level 2 Inspections may also be initiated as a response to an incident or a community report.

A more detailed visual assessment of the condition of structural elements, reported in accordance with parameters defined in a suitable inspection manual or guidelines. The inspection would be undertaken by an inspector accredited to assess the specific material type and structure type. The inspector may recommend a higher-level inspection.

Where experience has identified particular elements of particular bridge types as being at risk of distress or deterioration, the inspector shall be provided with the necessary additional inspection information, including the particular defects or distress to look for, to enable a more detailed examination of such elements.

The scope and frequency of inspections of specific aspects such as under-water inspections will be as determined by the agency for each bridge, depending on influences such as previously reported condition, the local environment, and the importance of the bridge.

For trusses, alternate inspections should include a detailed condition assessment of joints, areas adjacent to joints, and all potential corrosion traps. Timber bridges Every 3 to 5 years.

Level 3 Inspections – Structural Safety Assessment Responsibility level: Structural Engineer

All bridges Identified through Level 2 inspections or Level 4 assessments as of concern regarding strength. Also identified by performance of bridges/ bridge elements of similar type. Also see Note 1 below.

A detailed inspection based upon reported deterioration of individual elements within the bridge. The inspection would be carried out by a structural engineer and involve recording sufficient data to determine the capacity and possible maintenance actions for the continued functioning of those elements.

Level 4 Inspections – Load Capacity Assessment Responsibility level: Structural Engineer

All bridges As requested or when legal load limits change. Specialist advice provided by a structural engineer following a comprehensive detailed investigative inspection of the structure in order to determine the performance capacity of the bridge.

Note: 1. Particularly for the more complex structures and structures with difficult or high risk access, Level 3 inspections are to be regularly, and independently of Level 1 or Level 2 inspections, at specified intervals. Reference source for descriptions:

International Infrastructure Management Manual – Australia/NZ Edition 2015 AUSTROADS Guide to Asset Management Part 6: Bridge Performance, 2009 ]

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendix B: Inspection Management Flow Chart 3- B1

Appendix B: Inspection Management Flow Chart

Customer / Officer Request

Life Cycle/StrategicCondition Inspection

Programmed Risk / Defect Inspection

Customer Request System

Request recorded

INS

PE

CT

ION

S

Record all Inspections

Is a Priority Response Action Required?

MAKE SAFE(Signs, Barriers, etc)

Can remedialwork be undertaken

immediately?

Carry out remedial works

Inspection RecordDefect below intervention levelMaintenance interventionPriority interventionCapital work (renewal, etc)Work Order issued linked to assetCustomer to be notified of action/no

action if required

Maintenance Defect Works (Prioritised)

Capital Works Program (Prioritised)

Completed workRecorded against asset

in Asset Register

Com

plet

ed w

ork

reco

rded

ag

ains

t In

spec

tion

rec

ord

Yes

Yes

No

NoWhere required,

Customer advised of action/no action to be

taken

Customer Request/InspectionRecording Process Maintenance Management Process

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendix C: Typical Maintenance Activities for Bridges, Major Culverts & Floodways 3- C1

Appendix C: Typical Maintenance Activities for Bridges, Major Culverts & Floodways Table C.1: Stormwater

ACTIVITY No 1 OPEN DRAINS

ACTIVITY DESCRIPTION (the work that is included)

Inspections – Drive-by inspection as outlined in Section 5.2.2 the inspector uses a condition table to assess & rank the condition of each open drain (Refer to Table 5.1.7-B in Section 5.1.7).

Maintenance - Involves the removal of obstructions including some types of vegetation within the confines of the drain. (permit grasses, reeds, etc but no shrubs or trees) Repairing any scouring or erosion.

PERFORMANCE DISTRESS DEFECTS (what we look for)

Blockages and obstructions, erosion and scouring, ponding of water (public safety and health hazard).

PERFORMANCE CRITERIA (why we do it)

The drain is to be in a serviceable condition to perform the task for which it is intended immediately after completion of maintenance work.

PERFORMANCE STANDARDS (standard of work required)

Care needs to be exercised when removing vegetation to avoid the potential of scouring or erosion of the drain. Care also needs to be exercised that continual removal of vegetation doesn’t deepen the drain invert to a point where it retains water (ponding). Should the invert be deepened to an unacceptable level then the invert may have to be backfilled back to the original invert level using suitable materials.

ACTIVITY No 2 PIPED DRAINS


Inspections a. For pipes > 1200mm - Involves inspecting the underground pipeline by physically walking along the drain and recording the condition of the drain. The

Inspection team uses a condition table to assess & rank the condition of each underground drain. It is important that safety regulations are observed when inspecting underground pipes.

b. For pipes < 1200mm - No specific inspection program has been developed for this asset group. However specialist CCTV inspections may be required where obstructions are apparent but not visible

Maintenance - Undertake cleaning and repair work to rectify drainage problems with system - involves the removal of obstructions, minor drain repairs and high pressure drain cleaning. Where works have been determined to be major drainage works, they shall be made safe and referred to the Capital Works Program for funding.


Blockages and obstructions, structural failures that can impact water flow efficiency.


The drain is to be in a serviceable condition to perform the task for which it is intended immediately after completion of maintenance work.


Repairs must meet the intended structural requirements of the pipe drain and provide for smooth passage of water under peak flow conditions (ie no obstructions to flow). Joints and patches must be water tight to ensure there is no egress to surrounding soil that will eventually wash into the drain causing cavities in due course (these cavities can undermine roads and building foundations). Repairs works and major obstruction removal to be carried out in a workmanlike manner to current engineering standards.


Table C1: Stormwater continued

ACTIVITY No 3 DRAINAGE RESERVE


Inspection of and then maintenance of safety fences to provide a level of protection against small children inadvertently accessing the open drainage system. This is especially important at road and pathway boundaries or crossings of the drain. The maintenance of the grassed areas within the drainage reserves. It includes the provision of all resources necessary for the following: Mowing Clearing of coarse growth Control by herbicide of all growth in the beds of the channels The removal of litter


Broken or damaged safety fences that do not provide the intended level of protection. Blockages and obstructions, erosion and scouring, ponding of water (public safety, fire and health hazard).

PERFORMANCE CRITERIA (why we do it) To ensure the drainage reserve is kept in a serviceable condition to perform the task for which it is intended.


Care needs to be exercised when cutting grass or removing vegetation to avoid the potential of scouring or erosion of the drain. Where it exists, safety fencing must be structurally sound to provide the intended level of protection.

ACTIVITY No 4 EMBANKMENT/DETENTION BASINS


Inspections - involves inspecting the banks for defects that may impede the structural integrity of the banks. Inspections undertaken with scheduled condition assessment.

Maintenance – involves routine repairs to levee banks & detention basins are conducted once the results of the inspection are completed. Routine maintenance consists mainly of: Inlet/outlet structure repairs/cleaning Repairing/sealing cracks, rabbit burrows Removal of unwanted vegetation Repairing sites that have eroded Promoting growth of grass cover to limit erosion exposure Mowing


Cracks, slippages, crest settlement, bulging, holes, scours and erosion in the banks, including rabbit burrows and livestock damage that can lead to piping failures when saturated.


To ensure the structure is kept in a structurally sound and serviceable condition to perform the task for which it is intended


Repairs to holes in embankments must provide resistance to erosion and be impervious to reduce the risk of seepage when the embankment is charged with water. Harbours for rabbits to be removed. Vegetation to allow for unimpeded visual inspection of all embankment surfaces.



ACTIVITY No 5 PUMP STATION - ROUTINE MAINTENANCE


The work mainly consists of inspections and wet well cleaning. It also involves minor mechanical repairs and maintenance of:

Pumps, suction and discharge lines

Check valves & non-return valves

Pump wells & balance chambers

Pump controls

Pump telemetry system (by contractors)

PERFORMANCE DISTRESS DEFECTS (what we look for) Look for signs that could lead to malfunction such as leaking seals, bearings running hot, faulty sensors, etc.


To ensure that the pump station operates reliably and to specification during all events and particularly periods of extreme wet weather.


Any maintenance to be to a standard that maintains the design integrity of the component to enable it to provide optimum performance as intended when originally installed.

ACTIVITY No 6 PUMP STATION - PROGRAMMED MAINTENANCE


Regular maintenance programme to ensure that the pump station performs as required. Work includes servicing, including:

Lubricating and painting valves

Servicing pumps and controls including switchboard.


During servicing look for flaws that may cause premature failure before the next scheduled service, and schedule an appropriate repair.


To ensure that the pump station operates reliably and to specification during all events and particularly periods of extreme wet weather.

PERFORMANCE STANDARDS (standard of work required) All mechanical equipment to receive programmed maintenance in accordance with manufacturer’s specification.

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendix C: Typical Maintenance Activities 3- C1


Embankment Inspection Pro forma

Location: Inspector: Date: Photographic Record: Photo No's

A. Inspection Instructions • Conduct inspection as listed • Undertake a thorough check of both faces (if possible). Minimum of one face and crest to be fully inspected. • Record observations on pro forma and forward copy to Works Engineer/Manager • Compare previous inspection against current observations.

B. Maintenance Inspection Report Component Checked Remarks

1. Embankment Alignment of crest Localised settlement of crest Misalignment of slopes Cracking i.e

• Shrinkage / Random • Longitudinal • Transverse

Soft areas / Slumping Areas of slippage / slide Depressions Bulging Erosion/scouring (minor) Erosion/scouring (major) Livestock damage Animal burrows into embankment 2. Vegetation Tree problems Boxthorn infestation Gauze bush infestation Blackberry infestation Grass cover –extent of Localised lush areas 3. Other Associated Structures Access roads Drainage pits & outfalls Drainage pipes Sluice gates Rip rap protection Boundary fencing C. Urgent Works Required General Description of Problem Sketch of Area (use digital photo to support need for work)

Officer Date Signature Inspector

Works Engineer/Manager


Table C.2: Bridges, Major Culverts & Floodways

ACTIVITY No 1 BRIDGES, MAJOR CULVERTS & FLOODWAYS


Inspections – to comply with specified requirements and are undertaken by a suitably qualified and experienced person (See Appendix 1) Maintenance - Involves the routine maintenance of concrete, steel and timber bridges, major culverts and floodways on roads and pathways. Works include

temporary repairs to make safe, removal of dirt and gravel from kerbs and expansion joints, clear scuppers, grease bearings and moving surfaces, keep the waterway area clear and free of weeds and debris, tighten loose bolts and spikes and maintenance painting.


Blocked drains, loose planks, erosion and scour, gravel build up on decks, blockages or restrictions to the waterway areas, accident damage missing signs and recent flooding. Poor delineation and safety matters.


To provide a structurally sound bridge or major culvert that is safe for traffic to use. To provide an unobstructed floodway below the trafficable surface.


The bridge, culvert or floodway must be maintained to ensure that it is: Safe at all times for use by vehicular, including bicycles, and pedestrian traffic Waterway clear a distance of 10m upstream and downstream of structure to allow structure to function as designed Maintained in accordance with approved standards and works programs Safety issues attended to within 24 hours.

WORK METHOD REQUIREMENTS Service Providers undertaking to provide quality)

BRIDGES AND MAJOR CULVERTS 1. Undertake temporary repairs to damaged structures. 2. All bridge approaches including the junction of the deck are to be kept free of holes, depressions or sudden change of grade. 3. Remove dirt and gravel from kerbs, timber decks and expansion joints, and clear scuppers. 4. Grease bearings and all other moving parts. 5. Keep the area in the vicinity (10m) of the bridge, including the waterway area, clear of undergrowth, rubbish, flood debris and the like. 6. Inspect after flooding and check for scours, blocked waterway areas or damage to the structure. Record any flood heights that are visible. 7. Replace any broken or worn planks and tighten loose bolts on timber bridges. FLOODWAYS 1. The surface of sealed floodways shall be maintained in accordance with the specified requirements. 2. Mark out concrete slab repair limits and saw-cut for full depth of concrete slab. 3. Remove concrete slab and excavate contaminated, excessively wet or substandard subgrade and sub-base materials in accordance with the Work Plan. 4. Proof roll subgrade to verify no movement and roller imprint <2 mm in response to mechanical compaction (0.75 t vibratory roller). 5. Replace excavated subgrade and sub-base with approved materials. 6. Install tiebars and dowels to adjacent slabs, place and finish new concrete base slab in accordance with the approved Work Plan. 7. Install joint sealant in accordance with the approved Work Plan. 8. Sweep any excess material away from the traffic lanes and remove.


Table C.2: Bridges & Major Culverts & Floodways continued

ACTIVITY No 2 WATERWAYS UNDER BRIDGES & MAJOR CULVERTS


This activity covers the inspection and clearing of all unlined open drains, catch drains, spoon drains, table drains and waterways that contribute to the structural integrity of the roadway. Watercourses may require maintenance to remove or control silt or scour.

The relevant Service Unit is required to clear all drainage structures of silt, vegetation rubbish and debris

PERFORMANCE DISTRESS DEFECTS (what we look for) Scour, erosion, siltation blockage due to vegetation.


Water courses below bridges are to be cleared of blockages that may impede water flow causing damage to the structure, flood the roadway and potentially undermine the structural integrity of the roadway.


The capacity of open drains will be maintained so that the width or depth of flow will not be a nuisance and minimise overflow or flooding. The direction and grade of drainage in open drains is to be maintained as intended when constructed.

Waterways and natural watercourses to provide unobstructed free flow of water in the vicinity of the bridge or major culvert.

WORK METHOD REQUIREMENTS Service Providers undertaking to provide quality)

1. Seek approval for any clearing works on any natural watercourse from the relevant Catchment Management Authority

2. Clear when flow is obstructed by trees or other vegetation after submission and approval of a site specific Work Order.

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendices D & E: Ten Year Long Term Financial Plan (2016-2025) Summary 3- D&E1

Appendix D: 10-Year Capital Expenditure Programs


BRIDGES & MAJOR CULVERTS

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $363,800 $0 $241,100 $0 $99,000 $245,100 $0 $148,400 $0 $31,700

Upgrade $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expansion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

TOTAL CAPITAL $363,800 $0 $241,100 $0 $99,000 $245,100 $0 $148,400 $0 $31,700

STORMWATER 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $0 $24,300 $8,600 $8,600 $8,600 $8,600 $7,700 $35,000 $0 $20,900

Upgrade $54,400 $0 $584,200 $528,900 $0 $53,400 $0 $426,400 $63,900 $0

Expansion $207,760 $143,900 $319,800 $358,700 $500,200 $303,400 $0 $122,600 $181,200 $0

TOTAL CAPITAL $262,160 $168,200 $912,600 $896,200 $508,800 $365,400 $7,700 $584,000 $245,100 $20,900

KERBS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $31,030 $13,300 $41,800 $29,200 $28,600 $51,200 $27,700 $31,800 $33,100 $33,100

Upgrade $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expansion $32,600 $32,000 $37,300 $37,300 $37,300 $42,700 $42,700 $42,700 $42,700 $42,700

TOTAL CAPITAL $63,630 $45,300 $79,100 $66,500 $65,900 $93,900 $70,400 $74,500 $75,800 $75,800

Infrastructure and Asset Management Plan Alexandrina Council Part 3, Bridges and Stormwater Management: Appendices D & E: Ten Year Long Term Financial Plan (2016-2025) Summary 3- D&E2

Appendix E: 10-Year Operations, Maintenance & Capital Expenditure Program

BRIDGES & MAJOR CULVERTS, KERBS & STORMWATER

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $689,590 $213,500 $1,232,800 $962,700 $673,700 $704,400 $78,100 $806,900 $320,900 $128,400

Operations & Maintenance $377,160 $350,160 $350,160 $350,160 $525,160 $350,160 $350,160 $350,160 $350,160 $350,160

TOTAL COSTS $1,066,750 $563,660 $1,582,960 $1,312,860 $1,198,860 $1,054,560 $428,260 $1,157,060 $671,060 $478,560

NB: No Operational costs in LTFP for Bridges & Major Culverts, Kerbs & Stormwater


PART 4 WATER SUPPLY and

WASTEWATER MANAGEMENT

Draft Version 3.1

January 2016

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management

Document Control

Doc ID : PART 4 WATER SUPPLY AND WASTEWATER MANAGEMENT V3.1 JAN 2016.DOC Version

No. Date Revision Details Author Reviewer Approver

Prelim. Draft

January 2008 Preliminary Draft received as ‘Community Wastewater Management Schemes (CWMS) and Water Supply Systems’

BB & NS PW

Advanced Draft

November 2008 Rewritten and revised, incorporating FY 2008 financial data as ‘IAMP Part 4, Water Supply and Wastewater Management’, Advanced Draft

PW & NS

V 1.0 November 2008 Audit Committee review PW & NS V 1.1 January 2009 For Council endorsement PW V 2.0 September 2012 Audit Committee review CT/JEH V 2.0 October 2012 For Council approval and Public

Consultation CT/JEH

V 2.0 November 2012 For adoption by Council V 3.0 December 2015 Audit Committee review V3.1 January 2016 Minor updates and corrections SS



mailto:[email protected]

http://www.ctman.com.au/

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management

Please Note:



Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 - i

CONTENTS 1 EXECUTIVE SUMMARY ___________________________________________________________ 1

1.1 Infrastructure and Asset Management Plan 1 1.2 Council Assets in the IAMP, Part 4 1 1.3 Lifecycle Costs & Expenditure 1 1.4 Planning Objectives 2 1.5 Performance Measures 2 1.6 IAMP Implementation Program 2

INTRODUCTION _______________________________________________________________________ 3 1.7 Background 3

1.7.1 Water Supply 3 1.7.2 Waste Water Management 3

1.8 Goals and Objectives of Asset Management 4 1.8.1 Council’s Vision & Mission Statements 5 1.8.2 Relevant Strategic Plan Goals, Strategies and Planning Principles 5 1.8.3 Asset Management Goals and Objectives 11


2 LEVELS OF SERVICE ____________________________________________________________ 12 2.1 Customer Research and Expectations 12 2.2 Legislative Requirements 12 2.3 Current Levels of Service 12 2.4 Desired Levels of Service 12


3.1.1 Allotment Creation and Asset Yield 16 3.1.2 Projected Allotment Yield and Services Provided 16 3.1.3 Demand Factors - Trends and Impacts 17


3.6.1 Assumptions used in Projected Asset Growth 19 3.6.2 Contributed Water and Wastewater Assets 19 3.6.3 Constructed or Acquired Water and Wastewater Assets 20



4.2 Risk Management Plan 24 4.3 Routine Maintenance Plan 24

4.3.1 Maintenance Arrangements 24 4.3.2 Maintenance Types 24 4.3.3 Standards and Specifications 25 4.3.4 Maintenance Expenditure Patterns 25 4.3.5 Summary of Future Maintenance Expenditures 26

4.4 Renewal / Replacement Plan 27 4.4.1 Renewal Standards 27 4.4.2 Summary of Future Renewal Expenditure 27

4.5 Creation / Acquisition / Upgrade Plan 28 4.5.1 Standards and Specifications 28 4.5.2 Summary of Future Upgrade Asset Expenditure 28 4.5.3 Summary of Future Asset Acquisitions 29

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 - ii







8 REFERENCES __________________________________________________________________ 37

9 APPENDICES ___________________________________________________________________ 38 APPENDIX A 10-Year Capital Expenditure Program APPENDIX B 10-Year Operations, Maintenance & Capital Expenditure Program

TABLES

Table 2.1: Assets Quantities in this Part 4 Table 2.2: Relevant Strategic Plan Statements 7 Table 2.3: Key Asset Management Goals and how these are addressed 11 Table 3.1: Community Levels of Service 13 Table 3.2: Technical Levels of Service 15 Table 4.1: Annual Allotment Yield 16 Table 4.2: Services by Area or Township 16 Table 4.3: Allotment type to be Serviced by Water Supply and / or Wastewater Infrastructure 17 Table 4.4: Annual Allotment Yield and Wastewater Servicing 17 Table 4.5: Demand Factor Impact on Services 17 Table 4.6: Checklist – Elements at Potential Risk from Climate Change 18 Table 4.7: Demand Management Plan Summary 19 Table 4.8: Developer - Contributed Asset Values 19 Table 5.1: Asset Classes and Quantities 21 Table 5.2: Known Service Performance Deficiencies 22 Table 5.3: Rating Descriptors 22 Table 5.4: Financial Reporting Criteria 24 Table 5.5: Critical Risks and Treatment Plans 24 Table 5.6: Maintenance Expenditure Patterns – Water Supply 26 Table 5.7: Maintenance Expenditure Patterns – Wastewater Management 26 Table 5.8: Renewal Criteria 27 Table 5.9: New Assets Criteria 28 Table 6.1: Projected vs. Planned Renewal Expenditures 30 Table 6.2: Projected Costs and Planned Expenditure - Water and Wastewater 31 Table 6.3: Planned Maintenance and Capital Expenditure Summary - Water and Wastewater 31 Table 6.4: Key Assumptions 34 Table 7.1: Data Confidence Levels 35 Table 8.1: Improvement Plan 36

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 - iii

FIGURES Figure 5.1: Asset Condition Profile – Sewer Manholes 23 Figure 5.2: Asset Condition Profile – Sewer Pipes 23 Figure 5.3: Asset Condition Profile – Sewer Treatment & Pumping 23 Figure 5.4: Projected Maintenance Expenditure – Water and Wastewater 26 Figure 5.5: Projected Renewal Expenditure – Water and Wastewater 27 Figure 5.6: Projected Upgrade / New Asset Expenditure – Water and Wastewater 29 Figure 5.7: Value of Contributed and Constructed Wastewater Assets 29 Figure 6.1: Planned Operating and Capital Expenditure -Water and Wastewater 30 Figure 6.2: Projected versus Planned Renewals 32 Figure 6.3: Projected Asset Values - Water and Wastewater 33 Figure 6.4: Projected Depreciation Expense - Water and Wastewater 33 Figure 6.5: Projected Depreciated Replacement Cost - Water and Wastewater 34

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 - 1

1 EXECUTIVE SUMMARY

1.1 Infrastructure and Asset Management Plan Council is the custodian of an array of infrastructure assets, with a total replacement cost of some $426 million. An Infrastructure Asset Management Plan, comprising of five parts has been developed, covering assets as diverse as community halls to effluent treatment lagoons and rural roads to jetties.

Water supply and wastewater management infrastructure has a combined replacement value of $55.4 million.

The IAMP - Part 4, Water Supply and Wastewater Management has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.

1.2 Council Assets in the IAMP, Part 4 Council provides a water reticulation and wastewater treatment and disposal network in partnership with the State Government and the community to enable safe, well-maintained, fit-for-purpose community access in accordance with Council’s service delivery objectives.

The major asset classes covered are:

Asset Category Asset Class Quantity Unit

Water Supply Water Meters 39 No.

Stop Valves 7 No.

Water Mains 9.5 kms

Sewer Pipes

Gravity Drains 102.4 kms

Gravity Mains 40.4 kms

Irrigation Lines 10.4 kms

Rising Mains 72.3 kms

Vacuum Pipes 2.7 kms

Lot Connections 6,401 No.

Sewer Manholes

Boundary Kits 75 No.

Flushing Points 2,275 No.

Maintenance Shafts 205 No.

Manholes 331 No.


Bio Solids 17 Items

Common Effluent 516 Items

Full Sewer 272 Items

Recycled Wastewater 107 Items

Vacuum Sewer 27 Items

1.3 Lifecycle Costs & Expenditure There are two key indicators of cost in providing levels of service for water supply and wastewater infrastructure.


Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses the asset condition and/or capacity to calculate the Projected Renewal Expenditure.



Water & Wastewater Management $824,480 $824,480




Renewal Expenditure

($'000)




Planned Renewal




Projected Renewal


19,455 1,945 590 824 1,414 824

Appendices A & B provide the 10-Year summary tables for operating & capital budgets.

1.4 Planning Objectives Refer Part 1.

1.5 Performance Measures Refer Part 1.

1.6 IAMP Implementation Program Refer Part 1.


INTRODUCTION

1.7 Background This IAMP, Part 4, is to be read with IAMP Part 1 – General Statements.

This Part covers the asset groups involved with Water Supply and Waste Water:

1.7.1 Water Supply There are two key players involved in water supply to the general community within Alexandrina Council municipal area, namely SA Water and Alexandrina Council.

SA Water is a Corporation owned by the Government of South Australia. In relation to water supply its function is to provide services for the supply of water by means of reticulated systems and for the storage, treatment and supply of bulk water. It was established by the proclamation of the South Australian Water Corporation Act 1994 on 1 July 1995. Its predecessor was known as Engineering and Water Supply Department (E&WS). The management of the state's water supply was privatised in 1996.

Council has one small potable water scheme in Finniss. Council purchases water directly from a SA Water water-main before piping it via an 8 kilometre Council owned 50mm water main to the township of Finniss. This private water main supplies low pressure potable water to approximately 23 properties within the township. Council 'buys' water from SA Water at commercial rates and then on-charges residents. In addition to the cost to purchase the water, charges include maintenance and operating costs for maintaining Council owned pipe works, water meters and water meter readings.

The water supply assets involved in this Part of the IAMP relate to this reticulation infrastructure are listed in Table 2.1. Replacement value of these water supply assets as at 30 June 2015 is $1.25 million.

1.7.2 Waste Water Management Council owns and operates CWMS (Community Wastewater Management Schemes) in Goolwa/Hindmarsh Island, Strathalbyn, Port Elliot, Milang and Mount Compass providing a service to nearly 7,000 residential properties.

Wastewater is collected via a series of gravity drains before being pumped to a wastewater treatment plant (or facultative lagoon in the case of Milang) for treatment. Treated water is then stored in lined storage lagoons during the winter months before being reused over the summer months.

No recycled wastewater is discharged to receiving waters. Treated wastewater is used in a variety of ways including:

- irrigation of two commercial turf farms - sub surface irrigation of foreshore reserves in Port Elliot - sub surface irrigation of the Port Elliot oval - irrigation of the Goolwa oval - irrigation of the South Lakes Golf Course in Goolwa - irrigation of the Strathalbyn Racing Club track and surrounding gardens - irrigation of the Strathalbyn Polo Grounds - irrigation of vineyards and hay crops in Strathalbyn - irrigation of the Fleurieu Golf Course in Mt Compass - irrigation of several Lucerne Hay crops throughout the district.

Stormwater captured in the Mount Compass wetlands is used to provide water supply to the recently refurbished public toilet blocks in Mount Compass


Replacement value of wastewater assets as at 30 June 2015 is $54.18 million. Assets are listed in Table 2.1.

Table 2.1: Assets Quantities in this Part

Asset Category Asset Class Quantity Unit Replacement Value

Water Supply Water Meters 39 No. $7,044

Stop Valves 7 No. $4,415

Water Mains 9.5 kms $1,235,509

Sewer Pipes

Gravity Drains 102.4 kms $13,991,759

Gravity Mains 40.4 kms $5,760,504

Irrigation Lines 10.4 kms $1,586,355

Rising Mains 72.3 kms $9,912,949

Vacuum Pipes 2.7 kms $4,31,977

Lot Connections 6,401 No. $4,295,794

Sewer Manholes

Boundary Kits 75 No. $49,932

Flushing Points 2,275 No. $2,430,486

Maintenance Shafts 205 No. $285,807

Manholes 331 No. $1,209,550


Bio Solids 17 No. $980,508

Common Effluent 516 No. $6,516,664

Full Sewer 272 No. $4,150,727

Recycled Wastewater 107 No. $2,949,199

Vacuum Sewer 27 No. $63,656

CATEGORY TOTAL $55,430,858

1.8 Goals and Objectives of Asset Management Refer Part 1 and Tables 2.2 and 2.3 below.


1.8.1 Council’s Vision & Mission Statements Council’s vision is: Alexandrina – Connecting Communities


1.8.2 Relevant Strategic Plan Goals, Strategies and Planning Principles Assets are a significant means for local government to support community interests across a range of areas, contributing to social, economic and environmental sustainability. All assets will, in some way, influence and support the following community aspirations and outcomes. For example, recreation and open space can increase usage of community assets (if a well-maintained park is adjacent to a community building), improve liveability (if attractive buffers soften the impact of new urban growth areas), foster wellbeing (in providing spaces for activity and social inclusion) and support biodiversity (in choosing plantings with local relevance for flora or fauna).


Table 2.2: Relevant Strategic Plan Statements

Aspiration

Outcome Strategy





Open Space


Resilient Economy


G


G

ROS Attract diverse industries and strengthen our workforce to grow the local economy and increase employment opportunities (Advocate/Influence)

G



G

ALL


G

ALL


G

ALL



G


G


G

RF


Activate our Spaces

Vibrant Communities


G

B

ROS


G

B

ROS


G

RF

ROS



G

RF

B

ROS Identify and encourage lifestyle heritage and visitor experiences (Facilitate/Initiate)

G


G



G

RF

WWM

ROS


G

RF

ROS


G

RF

ROS




G

Research, tailor ideas and lobby for core community services that G




G

RF

WWM

ROS



G

B

ROS Seek to match local wellbeing needs to funding and partnership opportunities across government, non-government and private sectors (Advocate/Influence)

G


G

ALL



G


G


G




G

B Adapt a range of waste management opportunities, tailored to reduce community footprint and increase recycling by resources (Provide/Respond)

G

WWM


G

B




G

BSM

WWM

ROS


G

BSM

WWM


G

BSM

WWM

ROS



G

BSM

WWM

ROS Identify and support targeting local natural environs, flora, fauna and ecosystems (Facilitate/Connect)

G

ROS


G

Township Planning Principles: Clayton Bay Limited growth potential as it doesn’t have a CWMS Scheme thereby

limiting potential for subdivision.

Goolwa & Hindmarsh Island New WWTP has been completed. Council have built additional wastewater storage facilities west of the township on Boettcher Road which will cater for residential growth outlined north of the Goolwa Township under the State Government’s 30 Year Plan for Greater Adelaide.

Langhorne Creek Water supply has now been transferred to SA Water. As per Clayton growth potential is limited due to lack of CWMS infrastructure. A large portion of the township also falls with the 1956 flood boundary – once again limiting subdivision potential. New development to refer to localise stormwater management plan.

Middleton Limited growth potential due to inadequate effluent infrastructure.

Mount Compass Extension of the CWMS scheme is in the final stages with construction of the lagoon remaining.


Strathalbyn New WWTP and storage facilities have been completed. Council have adopted the fully audited Strath Hub private scheme..

1.8.3 Asset Management Goals and Objectives Goals and objectives in asset management that contribute to the realisation of Council’s Strategic Plan (ref. 13) are shown in Table 2.3.


Goal Objective How Goal and Objectives are addressed Optimisation of Asset Condition



Construction of Water & Wastewater Assets

Assets provided to ensure that residents shall have access to a well-maintained fit-for-purpose system

Assets maintained to an appropriate standard with upgrades identified in 10 year long term financial plan


Ensure appropriate levels of operational and maintenance funding is provided in long term financial plan. Identify effective maintenance measures to ensure continued efficient operation of each asset

Maximum reuse opportunities including benefits of upgrading class of treated water

Investigate beneficial reuse opportunities and implement storage and irrigation systems as identified in 10 year long term financial plan

1.9 Plan Framework Refer Part 1.

1.10 Core and Advanced Asset Management Refer Part 1.


2 LEVELS OF SERVICE

2.1 Customer Research and Expectations Refer Part 1.

2.2 Legislative Requirements Refer Part 1.

2.3 Current Levels of Service Refer Part 1.

Council’s current levels of service are set out in Tables 3.1 and 3.2.

2.4 Desired Levels of Service Refer Part 1.



Key Performance Indicator Community Level of Service Performance Measurement Process Target Performance Current

Performance Safety Ensure public safety around high risk

assets such as pump stations, wastewater treatment plants, storage lagoons and manholes

Reported hazards from Customer Service requests Number of injuries

< 10 reported hazards pa *

Quality Minimal disruption to residential waste control / water schemes. Efficient collection, storage and reuse of sewage / effluent. Ensure minimal odours from effluent pump stations and wastewater treatment plants

Reported hazards from Customer Service requests Reported hazards from Customer Service requests

< 10 reported hazards pa < 10 reported hazards pa

* *

Quantity Satisfactory provision of sewerage collection and treatment assets to cater for long term growth. Minimise stormwater ingress into sewerage / effluent collection systems. Minimise sewage overflows during peak loading events

Review sewerage/effluent infrastructure network assessment every 5 years. Identification of potential stormwater ingress locations. Undertake smoke testing of residential areas Overflows reported via Customer Service Requests. Peak events also reported by Telemetry System

Audit undertaken every 5 years Smoke testing program to be undertaken every 2 years < 10 reported overflows per annum. All pump stations to be fitted with high level alarms linking to telemetry system

5 year frequency * * All pump stations now fitted with auto diallers

Reliability of Sewerage System

Sewerage/ effluent disposal system to operate without blockages. Pump stations to remain operational during power outages

Reported hazards from Customer Service requests Minimise overflows from effluent pump stations during power outages by the use of auxiliary generators

< 10 reported hazards pa < 5 overflows per annum

* 2 overflows per annum


Key Performance Indicator Community Level of Service Performance Measurement Process Target Performance Current

Performance Responsiveness Sewerage - Maintenance staff to respond

to pump station high level alarms and gravity drain blockages within a given timeframe Water Supply - Maintenance staff to respond to disruptions within a given timeframe

Response to emergency situations within 1 hour of the alarm being raised Response to emergency situations within 1 hour of the alarm being raised

90% of alarms to be respond to within 1 hour of notification 90% of alarms to be respond to within 1 hour of notification

* *

Cost Within annual budget allocations. Service to charges to represent good value for service

Job Costing System Service charges identified for future years in 10 year long term financial plan

< 20% budget overruns Annual service charges to remain less than or equal to equivalent SA Water annual service charges

* All service charges currently less than equivalent than SA Water Country Sewer rate


Compliance All schemes to ensure appropriate compliance with the Environment Protection Act and Department Health approvals

All schemes to comply with relevant legislation

*

Function Sewerage - Ensure sewerage / effluent collection, treatment and reuse systems meet user requirements and cater for residential growth Water Supply – Ensure a continuous, safe supply to all users connected to the supply system.

All drainage, pump station, treatment and storage infrastructure to cater for loadings during peak events Reported disruptions

All network infrastructure to be verified via network modelling vs. projected growth rates Nil unscheduled disruptions per annum

First round of network modelling completed by in-house staff and Consultants *



Key Performance Indicator Technical Level of Service Performance Measurement Process Target Performance Current

Performance Quality Treated effluent to comply with relevant

Department Health Class Condition Structural & hydraulic defects

NATA accredited laboratory to test monthly treated effluent samples Visual assessment CCTV survey

90% of samples to meet BoD, SS, E. Coli. limits for particular class as identified in Dept Health/EPA reclaimed water guidelines < 10% of assets identified with defects < 2% drain defects in network

* * *

Quantity Collection, treatment, storage and reuse infrastructure to cater for current number for domestic connections + allowance for project long term growth

Network Analysis undertaken on drainage, pump station and rising main infrastructure. Engineering design undertaken for treatment, storage and reuse infrastructure

> 95% of drainage network having adequate capacity Engineering designs/ assessment to be undertaken for all treatment, storage and reuse infrastructure

* *


Ongoing operation of pump stations and treatment plans

Quick response to pump station and treatment plant telemetry alarms

95% of telemetry pump station and treatment plant alarms to be responded to within 1 hours of notification

comply

Safety Wastewater network free of preventable hazards & deficiencies

Workcover & insurance claims for personal injury or property damage Reported hazardous conditions via Customer Request System

Zero claims per annum < 10 reported hazards pa

* *

Function Fit for purpose network and structures Compliance with design standards & maintenance programs

100% compliance *


3 FUTURE DEMAND

3.1 Population Growth Refer Part 1.

3.1.1 Allotment Creation and Asset Yield Refer Part 1.

3.1.2 Projected Allotment Yield and Services Provided Table 4.1 indicates the anticipated typical annual allotment yield, based on 167 allotments pa total through the district. This is based on the 5 year period between 2010-2014, indicating moderate growth.

Table 4.1: Annual Allotment Yield

Area / Township Annual Allotment Yield Strathalbyn 54

Mount Compass 2

South Coast 42

Hindmarsh Island 56

Milang / Clayton Bay 5

Other 8

TOTAL 167 Council provides services to the areas (townships) of the district, as shown in Table 4.2.

Table 4.2: Services by Area or Township

Service by Council Areas (townships) Services Water Supply Finniss

Wastewater collection, treatment and disposal and / or re-use

Goolwa/Hindmarsh Island Mount Compass

Port Elliot Strathalbyn

Milang Tables 4.3 and 4.4 detail the assumptions made as to the extent of wastewater infrastructure that Council proposes to provide over the 10-year reporting period. Note that no extensions are planned for existing water supply schemes.

Development will occur in other parts of the district and not all sections of the townships can or will be serviced by Council-controlled water supply and wastewater infrastructure.


Table 4.3: Allotment type to be Serviced by Water Supply and / or Wastewater Infrastructure

Allotment Type Projected Yield, pa

Septic Tank Effluent Disposal Sewerage

Rural living 10 not applicable not applicable

Residential 154 applicable applicable

Industrial / Commercial 3 not applicable not applicable

Table 4.4: Annual Allotment Yield and Wastewater Servicing

Area / Township Annual Allotment Yield

Lots Provided with Wastewater Infrastructure

Strathalbyn 54 45

Mount Compass 2 2

Port Elliot 17 16

Goolwa 25 24

Hindmarsh Island 56 5

Milang / Clayton Bay 5 2

Other 8 0

TOTAL 167 94

3.1.3 Demand Factors - Trends and Impacts To enable fair and planned distribution of funding throughout the Council area, some of the factors influencing the prioritising of works are: Changing community expectations and demographics. Known areas of systems capacity limitations. Systems and processes with high maintenance demands. Known development areas and Planning Review outcomes.

In the relevant asset classes, some issues which may influence future asset provision are:

A significant percentage of new land division will employ wastewater management. However, maintenance or replacement of infrastructure will still be required.

Resident expectations will be raised in the established township areas for wastewater services matching those enjoyed by the newer areas.

There will be an increased need to renew infrastructure in older land divisions and townships. More concentration on water re-use initiatives will occur.


Factor Impact Population growth in townships Increased wastewater loads from increases in

numbers of permanent residents. Daily rates of household production of wastewater are trending downwards, but overall wastewater volumes will rise.

Increased tourism

‘Sea Change’ and ‘Tree Change’ lifestyles

‘Baby Boomers’ / Retirees Wastewater scheme expansion programs have been developed, spanning 10 years. (refer Appendix A)


3.2 Climate Change As mentioned in Section 4.2 of Part 1 a 2007 CSIRO Report raises issues relating to infrastructure that may well be at risk due to climate change.

Increased frequency and intensity of extreme rainfall, wind and lightning events is likely to cause significant damage to infrastructure and other urban facilities.


Water & Wastewater Assets - Elements at Potential Risk from Climate Change

Element: Issue of Concern: Asset ID & Location (Address):


Likelihood Impact Risk Rating

Potential Impacts include:-

Increased frequency and intensity of extreme rainfall events may cause significant flood damage to structures.


Water mains

WWTP’s

Sewer Mains

Pumps

Risk Assessment Notes: Refer to AS/NZS ISO 3100:2009 & Council's Risk Assessment Policy for guidance Likelihood: - Rate as Probable (likely to occur), Possible (may occur), or Improbable (conceivable but highly unlikely) Consequence/Impact: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish severity level of consequence Risk Rating: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish risk rating

3.3 Legislative Change There are no anticipated changes to legislation that will impact water supply and wastewater at the present time. Changes that could occur relate to standards of treatment or ownership of treatment and storage facilities and reticulation assets.

3.4 Changes in Technology Technological changes (as distinct from changes to installations brought about by external, eg. environmental, forces) will impact on the asset classes in this Part 3 over the 10 year timeframe.

Better odour control / prevention.

Move to sewerage and sewerage treatment rather than septic tank effluent collection and treatment. (Vacuum or gravity sewerage, depending on ruling grades).

Water re-use.

Reduced demand on potable water supply.

Move to greater on-site water collection and re-use.

Technological integration for increased visibility and functionality across our systems.


3.5 Demand Management Plan Demand for new services will be managed through a combination of better utilisation of existing assets, upgrading existing assets and providing new assets to meet demand. Demand management practices also include non-asset solutions, insuring against risks and managing failures.




Development of new residential subdivisions currently not serviced by a CWMS

Assessment is undertaken for each major development to determine capacity of downstream pump stations and treatment/storage facilities. Upgrades are funded through developer contributions to comply with adopted engineering standards

Infill development within existing residential areas

Computer modelling network assessment is undertaken to determine available capacity in existing gravity drains. Rising main and pump station modelling is undertaken by Engineering Consultants

Future Capital Works A review of 10 year long term financial plan is undertaken a beginning of each financial year to determine upgrade projects to meet asset utilisation

Process Monitoring Improvements in process monitoring and assessments will identify increased demands on networks. This will assist in planning for future upgrades within the systems.

3.6 New Assets from Growth The creation of new assets will reflect population growth in some measure. These assets will be constructed by developers and contributed to Council, or, be constructed or acquired by Council.


3.6.1 Assumptions used in Projected Asset Growth Refer Part 1.

3.6.2 Contributed Water and Wastewater Assets Asset creation and contribution from land division activity over the reporting period has been assumed to be uniform at the annual values shown in Table 4.8.

Table 4.8: Developer - Contributed Asset Values

Wastewater Assets Basis


over 167 lots) $ ‘per lot’ $, per annum

Wastewater gravity drain / main Wastewater vacuum / pressure main Wastewater drain structure

gravity / vacuum + structures = $3,603 / serviced lot

Pump station & rising main, $250 / serviced lot

3,075 513,600


Wastewater treatment plant Nil - Nil

Wastewater disposal and re-use plant Nil - Nil

CATEGORY TOTAL 513,600

3.6.3 Constructed or Acquired Water and Wastewater Assets No developer-contributed or Council-constructed new water supply assets will be created in the reporting period to 2025.

Wastewater assets are funded from the $7,400-$8,000 per allotment vacuum sewer headworks charge (attributable to some 20 lots per annum) and the $4,900 per allotment gravity effluent drain headworks charge (on approximately 74 lots per annum).

This income is built into projections of future new/expansion expenditure by council and is not readily extracted for charting purposes on a per allotment/residence or head of population basis, as there are works funded from loans incorporated also.



4.1 Background Data Refer Part 1.

4.1.1 Physical Parameters The assets covered by this IAMP, Part 4 are shown in Table 5.1 below:


Asset Category Asset Class Quantity Unit Replacement Value

Replacement Value - Group

Water Supply Water Meters 39 No. $7,044

$1,246,968 Stop Valves 7 No. $4,415

Water Mains 9.5 kms $1,235,509

Sewer Pipes

Gravity Drains 102.4 kms $13,991,759

$39,523,136

Gravity Mains 40.4 kms $5,760,504

Irrigation Lines 10.4 kms $1,586,355

Rising Mains 72.3 kms $9,912,949

Vacuum Pipes 2.7 kms $4,31,977

Lot Connections 6,401 No. $4,295,794

Sewer Manholes

Boundary Kits 75 No. $49,932

Flushing Points 2,275 No. $2,430,486

Maintenance Shafts 205 No. $285,807

Manholes 331 No. $1,209,550


Bio Solids 17 Items $980,508

$14,660,754

Common Effluent 516 Items $6,516,664

Full Sewer 272 Items $4,150,727

Recycled Wastewater 107 Items $2,949,199

Vacuum Sewer 27 Items $63,656

CATEGORY TOTAL $55,430,858 $55,430,858 Council as an asset owner, is committed to maintaining its water supply and wastewater infrastructure assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.


A specific lifecycle issue is the need to upgrade some wastewater infrastructure.

4.1.2 Asset Capacity and Performance Council’s services are generally provided to meet design standards, where these are available.


Work has been done in the last 4 years to improve on known deficiencies. Locations where deficiencies in service performance are known are detailed in Table 5.2.


Asset Class Location Service Deficiency

CWMS Pump Chambers Various Several pump stations do not achieve recommended Dept Health storage capacity of 4.8 hours in the event of power outages

CWMS Pumps Various Several pump stations still require upgrading of pumps to cater for current or projected growth estimates

CWMS Drains Various Several DN 100mm drains are identified as being over-capacity during peak usage events

CWMS Flushing Points Various Additional flushing points are required in some catchments to allow the effective maintenance of gravity drains

CWMS Rising Mains Various

Based on computer modelling several segments of rising main need enlargement to cater for higher pumping flow-rates from upgraded pump stations. Pressure limitations are also required to ensure that the structural integrity of the rising mains is not jeopardised.

Water Supply – Water Mains

Finniss Upgrade of DN 50 mm Finniss feeder main is required to increase pressure into township.

Service deficiencies were identified from staff inspections and in-house audits.

4.1.3 Asset Condition The condition profiles of water supply are unobtainable and the Asset Register contains inadequate information on the date of construction of water mains so it has not been possible to chart an age profile.

Asset condition profiles for wastewater management are based on condition rating surveys and staff inspections.

Wastewater network condition is illustrated using a 0 to 6 scale. The rating scores and descriptors are shown in the following Table 5.3.


Condition Condition Description 0 New Asset 1 As-new 2 Good 3 Moderate 4 Adequate 5 Poor 6 End of Life


The following Figures illustrate the general condition of sewer manholes, pipes and pumping stations rated in accordance with Table 5.4 above. The percentage relates to the proportion of the specific asset component at that level of condition.

Figure 5.1: Asset Condition Profile – Sewer Manholes

Figure 5.2: Asset Condition Profile – Sewer Pipes

Figure 5.3: Asset Condition Profile – Sewer Treatment & Pumping


The figures show that over 95% of all sewer assets have been rate as being in a moderate condition or better.

4.1.4 Asset Valuations Valuations stated in the IAMP are based on aggregated, not individual, assets of similar type.

The value of assets as at 30 June 2015 is summarised below in Table 5.4.


Asset Class


Replacement Cost, 30/06/15

$’000

Depreciable Amount,

$,000

Depreciated Replacement

Cost, $’000

Annual Depreciation

Expense, $’000

Water Supply Infrastructure 1,247 692 555 16

Wastewater Infrastructure 56,519 19,990 36,529 1,052

CATEGORY TOTAL 57,766 20,682 37,084 1,068

4.2 Risk Management Plan Refer Part 1.

Assessments in previous plans identified risks associated with service delivery with some critical risks to Council. These risks are summarised in Table 5.5. Work has been undertaken to address these risks as shown.



Rating (VH, H)

Action taken

Facultative Lagoons, Strathalbyn

Hydraulic overload VH Construction of additional lagoons

Pumping Stations, General

Insufficient storage capacity

H Upgraded to meet Department of Health Standards


4.3.1 Maintenance Arrangements The following is a summary of maintenance arrangements:

Council staff undertake all maintenance of water supply reticulation and wastewater management including monitoring and operation of our wastewater treatment plants.

There is an Electrical Engineer on staff to repair control panels etc.

Council also undertakes routine flushing of the CWMS gravity network (on a regular basis)

4.3.2 Maintenance Types Maintenance includes reactive, planned and cyclic maintenance work activities. Note that amounts shown have been extracted from Council’s Annual Budget for each year and are stated in that year’s dollars. Thus, unless planned maintenance expenditures show a progressive increase in line with construction inflation (commonly 5 or more % pa), then actual expenditures will be insufficient.


The structure of Council's present Budget account lines does not permit the disaggregation of maintenance expenditure down the levels of 'reactive', 'planned' or 'cyclic'. For planned and projected annual maintenance expenditure over the reporting period, the ratios across the three levels have been assumed to be:20%, 60% & 20%.

4.3.3 Standards and Specifications Maintenance work is carried out in accordance with sound industry practices and requirements set down by manufacturers of proprietary products.

4.3.4 Maintenance Expenditure Patterns Historic maintenance expenditure patterns across the asset category are shown in Table 5.6 – Water Supply & Table 5.7 – Wastewater Management Infrastructure.


Table 5.6: Maintenance Expenditure Patterns – Water Supply

Year Ending 30 June Maintenance Expenditure

2009 $2,846,454

2010 $2,628,409

2011 $3,628,378

2012 $1,763,823

2013 $2,518,965

2014 $2,294,340

Table 5.7: Maintenance Expenditure Patterns – Wastewater Management


2009 $52,465

2010 $47,181

2011 $49,256

2012 $25,266

2013 $35,328

2014 $53,555

Future revision of the IAMP will link required maintenance expenditures with required service levels.

4.3.5 Summary of Future Maintenance Expenditures Future maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Figures 5.4.

Figure 5.4: Projected Maintenance Expenditure – Water and Wastewater




4.4 Renewal / Replacement Plan Assets requiring renewal are identified from estimates of remaining life obtained from the asset register. Candidate proposals are inspected to verify 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.

Apart from the Finniss Water Supply Scheme Council has now divested itself of township water supply obligations. Aside from reactive maintenance, little expenditure will be incurred for water supply assets and thus the renewal (and upgrade / expansion) criteria below relate only to wastewater management assets.

Table 5.8: Renewal Criteria

Criterion Pump replacement at critical pumping stations Component replacement at treatment plants Deterioration of below-ground concrete structures Deterioration of above-ground assets, particularly in coastal zones

Renewal will be undertaken using ‘low-cost’ renewal methods where practicable.

4.4.1 Renewal Standards Renewal work is carried out in carried out in accordance with the following Standards and Specifications:


Relevant Australian Standards.

SA Department of Health Codes for CWMS and Septic Tank design.

WSAA Code for Vacuum Sewerage.

Project-specific technical specifications.

4.4.2 Summary of Future Renewal Expenditure Projected future renewal expenditures are forecast to increase over time as the asset stock ages. The costs are summarised in Figures 5.5.

Figure 5.5: Projected Renewal Expenditure – Water and Wastewater


Deferred renewal, ie those assets identified for renewal and not scheduled for renewal in capital works programs, are to be included in the risk assessment process in the risk management plan.


4.5 Creation / Acquisition / Upgrade Plan Candidate new assets and upgrade / expansion of existing assets are identified from various sources such as Councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are investigated to verify need and to develop a preliminary estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs.

Table 5.9: New Assets Criteria

Criterion Upgraded treatment plants to enhance water re-use potential

Pumping station upgrade for greater system capacity or pump reliability

Gravity main duplication or upsizing for increased demand

4.5.1 Standards and Specifications Standards and specifications for new assets and for upgrade / expansion of existing assets are the same as those for renewal shown in Section 5.4.1.

4.5.2 Summary of Future Upgrade Asset Expenditure Projected upgrade expenditure is summarised in Figure 5.6. Note that new assets are discussed in Section 4.


Figure 5.6: Projected Upgrade / New Asset Expenditure – Water and Wastewater

Upgraded assets and services will be funded from Council’s capital works program and grants where available.

4.5.3 Summary of Future Asset Acquisitions Figure 5.7 illustrates the projected value of assets contributed to, acquired by, or constructed by Council.

Figure 5.7: Value of Contributed and Constructed Wastewater Assets

4.6 Disposal Plan Council has relinquished control and responsibility for the water supply at Clayton Bay and the Langhorne Creek scheme to SA Water.




5.1.1 Financial Expenditure Projections Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses condition and capacity to estimate the Projected Renewal Expenditure.





Water & Wastewater Management $824,480 $824,480

The financial projections are shown in Figure 6.1 for planned operating (operations and maintenance) and capital expenditure (renewal and upgrade / expansion / new assets).

Figure 6.1: Planned Operating and Capital Expenditure -Water and Wastewater


5.1.2 Sustainability of Service Delivery Refer Part 1 for discussion of key indicators.



Table 6.2 indicates any disparity, or ‘gap’, in renewal funding over the next 10-years.

Table 6.2: Projected Costs and Planned Expenditure - Water and Wastewater

Year End Jun 30


($'000)


($'000)

Planned Upgrade /

New Expenditure

($'000)

Planned Disposals

($'000)

Projected Renewal

Costs ($'000)

Planned Renewal

Expenditure ($'000)



($'000)

2016 1,438.42 589.60 1,902.90 0 824.48 824.48 0.00

2017 1,409.70 818.32 1,000.00 0 643.50 643.50 0.00

2018 1,409.70 1,270.32 1,200.00 0 931.20 931.20 0.00

2019 1,459.70 1,027.32 500.00 0 659.30 659.30 0.00

2020 1,459.70 1,177.32 800.00 0 407.90 407.90 0.00

2021 1,459.70 786.32 1,200.00 0 813.20 813.20 0.00

2022 1,459.70 822.32 450.00 0 404.90 404.90 0.00

2023 1,459.70 1,297.32 24.00 0 228.31 228.31 0.00

2024 1,459.70 1,041.32 24.00 0 424.71 424.71 0.00

2025 1,459.70 1,198.32 24.00 0 689.41 689.41 0.00


Table 6.3: Planned Maintenance and Capital Expenditure Summary - Water and Wastewater


Expenditure ($'000)


($'000)


Planned Renewal




Projected Renewal


19,425 1,942 590 824 1,414 824



5.2 Funding Strategy Projected costs identified in Section 6 are to be funded from Council’s operating and capital budgets. The funding strategy will be detailed in the Council’s LTFP.

Appendices A & B provide the 10-Year summary tables for operating & capital budgets.


5.3 Valuation Forecasts Asset values are forecast to increase as additional assets are added to existing stock from construction and acquisition by Council. Figures 6.4 show the projected asset values over the planning period.


Figure 6.3: Projected Asset Values - Water and Wastewater

The accumulated depreciation expense forecast is shown in Figure 6.4.

Figure 6.4: Projected Depreciation Expense - Water and Wastewater



Figure 6.5: Projected Depreciated Replacement Cost - Water and Wastewater

5.4 Key Assumptions Made in Financial Forecasts Refer Part 1.



Parameter Document Section Assumption









Maintenance costs for water supply assets and maintenance and renewal costs for wastewater assets will typically increase to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger asset stock). Again, asset values are predicted to increase over the reporting period. Maintenance costs will need to be closely monitored to ensure that sufficient funds are available to optimise long-term expenditure and not create a backlog.



6.1 Accounting / Financial Systems Refer Part 1.

6.2 Asset Information Systems Refer Part 1.

6.3 Information Flow Requirements and Processes Refer Part 1.

6.4 Standards and Guidelines Refer Part 1.

6.5 Data Confidence Level The level of confidence in the data used for financial forecasting has been graded by the system outlined in Table 7.1.







For water supply and wastewater management assets, the confidence levels are:

Water Supply A-

Wastewater Management A-



7.1 Performance Measures The effectiveness of the IAMP can be measured in the following ways:

The degree to which the identified cash-flows are incorporated into Council’s LTFP and Strategic Management Plan.


7.2 Improvement Plan Refer Part 1.

Those tasks identified to date, with particular relevance to Part 4, are shown in Table 8.1.


Task No Task Responsibility Resources

Required Target

Completion Date

1 Maintenance Activities - document levels of service and Maintenance Management Plan

AC Staff

2 Emergency Contingency Plan - document in accordance with EPA requirements AC

Staff / Consultant

3 Maintenance and Operations Plan - document in accordance with EPA requirements AC / GMES

Staff / Consultant

4 Network Modelling - develop and implement defect modelling program

AC Staff /

Consultant

7.3 Monitoring and Review Procedures Refer Part 1.


8 REFERENCES Refer Part 1


9 APPENDICES

APPENDIX A 10-Year Capital Expenditure Program

APPENDIX B 10-Year Capital Operations, Maintenance & Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 – A&B1 Appendices A & B: Community Wastewater Management Schemes – Ten Year Long Term Financial Plan (2016-2025) Summaries

Appendix A: 10-Year Capital Expenditure Program NB: This covers asset renewals, expansion and upgrades

WATER 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Upgrade $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expansion $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

TOTAL CAPITAL $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

WASTEWATER 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $824,480 $643,500 $931,200 $659,300 $412,900 $818,200 $409,900 $233,310 $429,710 $694,410

Upgrade $52,900 $0 $0 $500,000 $800,000 $450,000 $450,000 $24,000 $24,000 $24,000

Expansion $1,850,000 $1,000,000 $1,200,000 $0 $0 $750,000 $0 $0 $0 $0

TOTAL CAPITAL $2,727,380 $1,643,500 $2,131,200 $1,159,300 $1,212,900 $2,018,200 $859,900 $257,310 $453,710 $718,410

Infrastructure and Asset Management Plan Alexandrina Council Part 4, Water Supply and Wastewater Management 4 – A&B2 Appendices A & B: Community Wastewater Management Schemes – Ten Year Long Term Financial Plan (2016-2025) Summaries

Appendix B: 10-Year Operations, Maintenance & Capital Expenditure Program

WATER & WASTEWATER 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $2,727,380 $1,643,500 $2,131,200 $1,159,300 $1,212,900 $2,018,200 $859,900 $257,310 $453,710 $718,410

Operations $1,438,420 $1,409,700 $1,409,700 $1,459,700 $1,459,700 $1,459,700 $1,459,700 $1,459,700 $1,459,700 $1,459,700

Maintenance $589,600 $818,320 $1,270,320 $1,027,320 $1,177,320 $786,320 $822,320 $1,297,320 $1,041,320 $1,198,320

TOTAL COSTS $4,755,400 $3,871,520 $4,811,220 $3,646,320 $3,849,920 $4,264,220 $3,141,920 $3,014,330 $2,954,730 $3,376,430


PART 5 BUILDINGS

Draft Version 3.2

April 2016

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings

Document Control

Document ID : PART 5 BUILDINGS V3.1 JAN 2016.DOC

Version No.


Prelim. Draft

September 2007 Preliminary Draft as ‘Buildings and Structures IAMP’.

BB & DM PW

Advanced Draft

November 2008 Rewritten and revised, incorporating FY 2008 Financial data as ‘IAMP Part 5, Buildings’, Advanced Draft

PW & DM

V 1.0 November 2008 Audit Committee review PW & DM

V 1.1 January 2009 For Council endorsement PW



CT/JEH




V3.2 April 2016 Budget Updates SS



Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings

Please Note:



Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings 5 - i

CONTENTS









4.6.1 Assumptions Used in Projected Asset Growth 16 4.6.2 Contributed Building Assets 16


5.1.1 Physical Parameters 17 5.1.2 Building Functional Hierarchy Classification 17 5.1.3 Expected Life Span of Building Elements 18 5.1.4 Asset Capacity and Performance 18 5.1.5 Asset Condition 19 5.1.6 Asset Valuations 20 5.1.7 Fittings & Equipment 21 5.1.8 Community Usage Agreements 21


5.3 Routine Maintenance Plan 23 5.3.1 Maintenance Arrangements 23 5.3.2 Standards and Specification 23 5.3.3 Summary of Future Maintenance Expenditures 24


5.5 Creation / Acquisition / Upgrade Plan 26 5.5.1 Standards and Specifications 26 5.5.2 Summary of Future Upgrade Asset Expenditure 26

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings 5 - ii

5.5.3 Summary of Future Asset Acquisitions 26 5.6 Disposal Plan 27






9 REFERENCES __________________________________________________________________ 35

10 APPENDICES ___________________________________________________________________ 35

APPENDIX A Component and Sub-Component Codes for Condition Rating

APPENDIX B Maintenance Guidelines for User Groups

APPENDIX C Expected Life Span of Building Assets

APPENDIX D Proposed Inspection Arrangements

APPENDIX E Inspection Management Flow Chart

APPENDIX F 10-Year Capital Expenditure Program

APPENDIX G 10-Year Operations, Maintenance & Capital Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings 5 - iii

TABLES

Table 2.1: Assets Classes in Part 5 3 Table 2.2 Relevant Strategic Plan Statements 5 Table 2.3: Key Asset Management Goals and how these are addressed 8 Table 3.1: Community Levels of Service 11 Table 3.2: Technical Levels of Service 12 Table 4.1: Demand Factor Impact on Services 13 Table 4.2: Checklist - Elements at Potential Risk from Climate Change 14 Table 4.3: Demand Management Plan Summary 16 Table 5.1: Asset Classes and Quantities 17 Table 5.2: Facility Functional Utilisation Rating Scale 18 Table 5.3: Known Service Performance Deficiencies 18 Table 5.4: Rating Descriptors 19 Table 5.5: Financial Reporting Criteria 20 Table 5.6: Critical Risks and Treatment Plans 22 Table 5.7: Maintenance Expenditure Patterns 23 Table 5.8: Renewal Priority Criteria 25 Table 5.9: New Assets Priority Criteria 26 Table 6.1: Projected vs. Planned Renewal Expenditures 28 Table 6.2: Projected Costs and Planned Expenditure - Buildings 29 Table 6.3: Planned Maintenance and Capital Expenditure Summary - Buildings 30 Table 6.4: Key Assumptions 32 Table 7.1: Data Confidence Levels 33 Table 8.1: Improvement Plan 34

FIGURES

Figure 5.1: Building Condition Profile 19 Figure 5.2: Building Asset Remaining Life Profile 20 Figure 5.3: Projected Maintenance Expenditure - Buildings 24 Figure 5.4: Planned Renewal Expenditure – Buildings 25 Figure 5.5: Planned Upgrade / New Asset Expenditure 27 Figure 6.1: Planned Operating and Capital Expenditure – Buildings 28 Figure 6.2: Projected versus Planned Renewals 30 Figure 6.3: Projected Asset Values – Buildings 31 Figure 6.4: Projected Accumulated Depreciation Expense – Buildings 31 Figure 6.5: Projected Depreciated Replacement Cost – Buildings 32

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings 5 - 1

1 EXECUTIVE SUMMARY



The 178 listed building structures have a combined replacement value of $ 72.7 million.

The IAMP – Part 5, Buildings has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.


Council provides community and administrative buildings in partnership with the State Government and community organisations to enable safe, well-maintained, fit-for-purpose community access in accordance with Council’s service delivery objectives. Many buildings, particularly associated with sporting clubs are subject to lease arrangements with varying levels of commitment to maintenance. They are included as 'Council-owned' to enable a contingent liability to be allocated in projected costs for Council to resume full control of the asset, should the organisation cease to exist.

The broad classes of assets covered are:

Building Category No. Value 30/06/15

Administration and Operations 50 $34,124,115 Commercial 10 $13,255,305 Community 7 $802,765 Sports and Recreation 49 $18,025,765 Toilets 37 $4,186,210 Waste Management Facility 22 $2,119,511 WWTP 3 $165,000

Totals 178 $72,678,671


There are two key indicators of cost in providing levels of service for buildings infrastructure.

Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses condition and/or capacity to estimate the Projected Renewal Expenditure.



Buildings $620,400 $620,400




Renewal Expenditure

($'000)




Planned Renewal




Projected Renewal


11,223 1,122 464 620 1,084 620


Maintenance and renewal expenditure relates only to those buildings for which Council has day-to-day, direct responsibility. Refer discussion at Section 2.1.

Appendices F & G provide the 10-Year summary tables for operating & capital budgets.


Refer Part 1.


Refer Part 1.


Refer Part 1.


2 INTRODUCTION

2.1 Background

This IAMP, Part 5, is to be read with IAMP Part 1 – General Statements.

Table 2.1: Assets Classes in Part 5

Building Category No. Administration and Operations 50 Commercial 10 Community 7 Sports and Recreation 49 Toilets 37 Waste Management Facility 22 WWTP 3 Totals 178

Many buildings, particularly those associated with sporting clubs are subject to lease arrangements with varying levels of commitment to maintenance. They are included as 'Council-owned' to enable a contingent liability to be allocated in projected costs for Council to resume full control of the asset, should the organisation cease to exist.







Aspiration Outcome Strategy





Open Space


Resilient Economy


G


G

ROS


G



G

ALL


G

ALL


G

ALL



G


G


G

RF


Activate our Spaces

Vibrant Communities


G

B

ROS


G

B

ROS


G

RF

ROS



G

RF

B

ROS


G


G



G

RF

WWM

ROS


G

RF

ROS


G

RF

ROS




G


G




G

RF

WWM

ROS



G

B

ROS


G


G

ALL



G


G


G




G

B


G

WWM


G

B




G

BSM

WWM

ROS


G

BSM

WWM


G

BSM

WWM

ROS



G

BSM

WWM

ROS


G

ROS


G


Goals and objectives in asset management that contribute to the realisation of the Strategic Plan (ref. 13) are shown in Table 2.3.





Asset condition data collection commenced in 2002 and has been reviewed and updated periodically. From the data analysis, required treatments are assessed and prioritised with works programs implemented based upon optimised outcomes and to ensure timely and equitable intervention.



Construction of Buildings

Buildings shall be provided to ensure that residents shall have suitable facilities appropriate for their intended function and community need

The upgrade of building assets is undertaken to meet this target. Alexandrina Council generally considers the construction of buildings based upon community need and risk minimisation.

2.3 Plan Framework

Refer Part 1.


Refer Part 1.


3 LEVELS OF SERVICE



Council officers have traditionally been trained to work to an assumed level of service that is likely to be expected by the community. During any future consultation process Council will test this premise to make sure that it is correct or amend it accordingly.

The following outlines some of the assumptions of community expectations in terms of maintenance, asset presentation and general levels of service.

Regular inspections of the asset Safe for users Appearance is acceptable Maintenance is undertaken Clean Good condition Litter collected Consumables are available Safe location Operational Accessible to all people Running water & taps that work

No graffiti Signage to location Mechanism for the reporting of defects Doors that work Toilet seats in good condition Lighting to work Well lit Non-slippery floors Meet Regulations Plumbing systems functional Council responds to complaints & issues


Refer Part 1.



Community Levels of Service - relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost / efficiency and legislative compliance as well as performance & presentation of delivery of that service.

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

Council's current levels of service are set out in Tables 3.1 and 3.2.


Refer Part 1.





Performance


Compliance Compliance Audit 100% compliance > 95% Compliance

Safety Safe and healthy buildings with minimal environmental impact

Building Safety audit Environmental Audit

Eliminate issues identified in Building Safety and Environmental Audit

> 95% issues resolved

Quality Well-maintained building fabric Condition Assessment Customer Request System

Condition rating < 2 < 20 requests, pa

Condition rating < 3 < 50 requests, pa

Quantity Building availability and accessibility Adequate office accommodation

Planning Review Satisfactory community and administrative facilities, appropriate to needs

> 85% needs satisfied

Reliability Well-maintained interior fit-out and exterior engineering infrastructure

Condition Assessment Condition < 1 Condition 2

Responsiveness Meet reasonable response times Customer Request System Asset Information System (future)


Comply Comply Comply

Cost Within Annual Budget Job Costing System (future) LGA Customer Survey

< 5% budget overruns by < 10% of project budget lines

* Comply

Function Building facilities Customer Request System LGA Customer Survey

< 5 (average) per facility > 85% customer satisfaction

* Comply




Technical Level of Service Performance Measurement

Process Target Performance Current Performance


Compliance Compliance Audit 100% compliance > 95% Compliance

Safety Safe, user and worker-friendly buildings and facilities

Building Safety & Environmental Audits

Eliminate safety issues identified in audits

> 95% issues resolved

Quality Buildings and facilities maintained at least cost and greatest usage

Condition Assessment Condition rating < 1 Condition rating < 2

Quantity Optimal building accommodation and availability to meet community needs within limits of affordability

Planning Review to assess needs against demand and ability to fund

Adequate facilities within budgetary constraints

Ongoing review


Asset condition and fit-for-purpose Condition Assessment Condition rating < 1 Useful life to exceed nominated life

Condition rating < 2 General compliance

Function

Building facilities meet user requirements Buildings used to their full capacity

Strategic Planning Review Condition Assessment Customer Request System Annual assessment of usage levels

Not yet assessed 100% structurally suitable for use < 2 customer requests per building /

facility, pa Not yet assessed

Not yet assessed Not yet assessed < 5 customer requests

per building / facility, pa Not yet assessed


4 FUTURE DEMAND


Refer Part 1.


Refer Part 1.


In determining the need for construction or upgrading of buildings, the following aspects have been considered:

Provide greater access flexibility to facilities, to cater for changing community needs.

Providing appropriate community facilities within the urban and rural areas to support increasing population and cater for demographic changes.

To enable fair and planned distribution of funding throughout the Council area, some of the factors influencing the prioritising of works are:

Community demand and changing demographics.

Meetings with various groups (key stakeholders) to determine future expansion and required needs.

Known areas of under-supply or under-utilisation.

Buildings with high maintenance demands and poor compliance to Standards.

Known development areas and Planning Review outcomes.

A building refurbishment and cyclic maintenance program is being developed to cater for the increasing demand on Council’s buildings.


Factor Impact

Population growth in townships Demand for facilities in disparate locations

Ageing population Smaller-scale community buildings, easily accessed by walking or mobility aids

Decline in involvement in team sports Reduced single-use of buildings and facilities at sports fields. Reduced ability of Clubs to pay rentals

Increased tourism Increased demand for public toilet facilities and of better standard

‘Sea Change’ and ‘Tree Change’ lifestyles Greater emphasis on passive recreation in coastal and conservation zones. Less need and desire for structured community facilities, except libraries

‘Baby Boomers’ / Retirees More demand for community facilities, eg. small meeting rooms and libraries


4.2 Climate Change


Increased temperature and solar radiation could reduce the life of building and facility elements due to temperature expansion and materials breakdown of concrete joints, steel, asphalt, protective cladding, coatings, sealants, timber and masonry.

This accelerated degradation of materials may reduce the life expectancy of buildings, structures and facilities, increasing the maintenance costs and leading to potential structural failure during extreme events.

Of all the infrastructure sectors dealt with in that report, the building sector has the most diversity in ownership, the greatest number of individual owners, and the greatest level of public participation in ownership.

From a council infrastructure perspective, where alterations, upgrading, renewal or replacement of elements of structures and even new building and facility assets are proposed, a preliminary risk assessment needs to be undertaken as to the potential impact of climate change.

To enable council to give consideration to elements of its buildings and facilities stock that may be at risk the following Table is a checklist to be used to undertake this preliminary risk assessment.

If a risk of concern is identified, a more detailed risk assessment is required. Where any element, or the structure overall, is at risk suitable response or remedial measures need to be investigated and implemented.

Table 4.2: Checklist - Elements at Potential Risk from Climate Change

Building/Facility - Elements at Potential Risk from Climate Change

Building/Facility:

Functional Purpose:

Asset ID & Location (Address):



Rating

Building & Facility Structure

Degradation, failure and replacement of building foundations and structures due to increases in ground and foundation movement, shrinkage and changes in groundwater and also in frequency and size of movement and material breakdown.

Degradation and replacement of buildings due to increase damage from flooding, debris, fallen trees and landslides, and from coastal storm surge and flooding.

Buildings and structures damaged or destroyed in bush areas or on fringes of cities

Increased risk of injury or fatalities caused by bush fires.

Short term loss of public use due to increased maintenance and replacement regime.

Negative local media. Significant financial impact to council over time.

- Foundations

- Wall frames

- External cladding / surfacing

- Roof framework / trusses

- Roof cladding


Utility & Building Services

The potential for increased frequency and intensity of extreme storm events may cause significant damage to electricity transmission infrastructure and service. Increased wind and lightning could damage transmission lines and structures while extreme rainfall events may flood power substations. The increase in storm activity could potentially generate significant increases in the cost of power supply and infrastructure maintenance from increased frequency and length of power blackouts and disruption of services.

From an environmental perspective there is a need to reduce our general carbon foot-print, including Council’s operations which also involve energy usage in its buildings and facilities and type of materials used in construction and maintenance.

Impacts for councils relate to the reduction or loss of their usual energy sources and consideration will be necessary to develop contingency plans for short-term loss of external supply as well as an overall reduction in the demand for energy. Part of any examination should be on becoming more self-reliant by utilising solar and wind energy for instance.

In coastal areas, storm surges could cause inundation in low lying areas.

In the case of swimming pools, the inability to sustain water supply in the long-term.

- Roof insulation

- Wall insulation

- External shading of exposed windows

- Double glazing of windows

- Lighting

- Heating system

- Cooling system

- Appliances

- Communication & IT Equipment

- Other Equipment

- Water supply, including tanks

- Security systems

- Fire fighting equipment


Refer to AS/NZS ISO 3100:2009 & Council's Risk Assessment Policy for guidance Likelihood: - Rate as Probable (likely to occur), Possible (may occur), or Improbable (conceivable but highly unlikely) Consequence/Impact: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish severity level of consequence Risk Rating: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish risk rating


Legislative change can significantly affect Council’s ability to meet minimum levels of service, and may require improvements to building and facility infrastructure assets. Such changes also include the various Regulations with which council buildings and facilities have to comply. This can result from changing environmental standards, community safety standards, OH&S, etc. These can all add to the cost of maintaining and operating Council infrastructure assets and must be accounted for in the annual budget process.

This can impact requirements for facilities such as Public Buildings, Community facilities, etc as has been experienced in the past with issues such as disability access.


Technological changes, more particularly those related to climate change, energy consumption patterns and water usage are forecast to have some effect on service delivery. These impacts will be investigated and qualified in future revisions of the IAMP.

Energy efficiency is essential in any new structures proposed, covering issues such as insulation (minimising heat & sound ingress & egress), solar power where appropriate and minimum energy using equipment. Retro-fitting may be warranted in some instances for older structures where there are cost-benefits.



Demand for new services will be managed through a combination of better utilisation of existing assets, upgrading existing assets and providing new assets to meet demand. Demand management practices also include non-asset solutions, insuring against risks and managing failures.




Building Maintenance and Upgrades Upgrades to meet population growth demand and changes identified in review reports and planning studies Upgrades to meet changed legislative requirements

Safety Improvement Plan Upgrades to improve user safety – to be developed further within the next review period

Building Review Plan Review of Strategic Plan to incorporate planned works, incorporate building hierarchy standards and examine utilisation patterns within next review period

Development of new residential and community centres

To meet requirements of various township development plans


The creation of new building assets will reflect population growth in some measure. These assets will, in the main, be constructed or acquired by Council. The assumed rate and timing of new building assets is shown in Tables 4.4, 4.5 and 4.6.



Refer Part 1.

4.6.2 Contributed Building Assets

There has been no history of the contribution of built assets to Council from developers. In the past, some buildings have been handed over to Council’s care and control from local organisations (eg, RSL sub-branch). Council will become more proactive in requiring developers to develop open space in land divisions and this may include the provision of buildings. In the past Council may have receive other contributed buildings where an organisation with a community focus has ceased active operations.

Due to the ongoing maintenance and depreciation cost associated with taking on aged buildings Council have moved away from this practice and instead are focusing on maintaining existing assets.



5.1 Background Data

Refer Part 1.


The assets covered by this Part are shown below:


Building Category No. Replacement Cost

30/06/15

Administration and Operations 50 $34,124,115

Commercial 10 $13,255,305

Community 7 $802,765

Sports and Recreation 49 $18,025,765

Toilets 37 $4,186,210

Waste Management Facility 22 $2,119,511

WWTP 3 $165,000

Totals 178 $72,678,671

For some of the major buildings, the Maloney Report (ref. 5) has separated out the structure and building improvements grouped as ‘heating/cooling’ and ‘floor coverings’. For the remaining buildings, a notional percentage split has been applied and modified where necessary to reflect local knowledge.

Future revisions of the IAMP will disaggregate the building classes to major components.

Council as an asset owner, subject to the qualifier discussed in Section 2.1, is committed to maintaining its building assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.


5.1.2 Building Functional Hierarchy Classification

A building functional hierarchy needs to be established to differentiate between the various buildings in terms of priority of undertaking works such as inspections and maintenance. The ranking (or importance) of a building within the hierarchy will depend upon several factors such as risk issues associated with safety & function; importance of the facility to the community (eg is it the only facility readily available to the community); use patronage (age & demographic); and regulatory requirements.

The following is a suggested functional utilisation rating for each building that in simple terms enables a facility to be categorised on the basis of its utilisation rating.


Table 5.2: Facility Functional Utilisation Rating Scale

Rating Availability Description

U1 Available 24 hours/day, 7 days per week

U2 Available business/daylight hours, 7 days

U3 Available business/daylight hours, Mon-Fri

U4 Out-of-hours, night or weekend

U5 Intermittent

U6 Rarely used

U7 Unused

5.1.3 Expected Life Span of Building Elements

Considerations in determining asset component life cycles relate to both structural integrity and useful life from a functional perspective.

The real determinant of the useful life will be the duration of the period for which it will provide an acceptable level of service to the community in catering for the functions undertaken within it. These functional services may well change over the years, in part because of the impact of the aging facility which will not meet current community expectations and even statutory requirements.

Appendix C provides some historic background to expected life spans for building elements.


A building/facility asset must perform in a manner that supports rather than hinders the service being provided through use of the asset. A building/facility may no longer be ‘useful’ because the structure cannot meet demand as its capacity to meet user demands is inadequate or it is unable to perform to the required level. This could be because it:

(a) no longer suits the service being provided within it and no amount of repairs and maintenance will improve the position;

(b) no longer suits but an upgrade of the facility will improve the position;

(c) is still quite suitable for service if in sound condition but it is unreliable or unsafe and in continual need of costly maintenance.

A key management issue will be the annual maintenance assessment and periodic structural condition assessment which will indicate how the physical structure of the building is performing. In the case of (a) and (b), consideration has to be given to whether or not the service should continue, and if so how the provision of a new or upgraded facility is to be managed.

Council’s assets are generally provided to meet design standards, where these are available.

Locations where deficiencies in service performance are known are detailed in Table 5.3.


Location Service Deficiency

Centre for Positive Ageing Inflexible layout and access (planned relocation within reporting period)

Public toilets, various Environmental issues with regard to siting and waste management

Service deficiencies were identified from an in-house building condition surveys, the Maloney Report (ref. 5) and staff input.



The condition profile of Council’s building assets has been derived from the Maloney Report (ref. 5).

Condition was measured using a 0 to 6 rating system. The rating scores and descriptors are shown in Table 5.4.


Rating Condition Description

0 New

1 as-new condition

2 Very good condition / well-maintained

3 Minor maintenance required

4 Substantial maintenance or rehabilitation required

5 Very poor condition (may be unserviceable)

6 End of Life

Figure 5.1: Building Condition Profile

A condition profile based on percentage of building stock numbers presents a distorted view. When the value of the buildings are taken into account, the profile illustrates that it is the low-value, relatively minor buildings that fell into condition 6. More than 50% of buildings (value-based) require minor planned or cyclic maintenance. A very small number of buildings are unserviceable. They are State or Local Heritage listed, unoccupied, and considered not to impact on the provision of community facilities.


Figure 5.2: Building Asset Remaining Life Profile

The remaining life of built assets assumes that no major refurbishment will occur. In practice, many significant buildings (ie, other than pre-fabricated cabins or storage sheds, for instance) will have their useful lives extended ‘indefinitely’ by refurbishment to meet changing operational and community needs.

Figure 5.2 indicates that over 50% of building stock will require reconstruction, refurbishment or disposal in the 20-year reporting period. However, many buildings, particularly associated with sporting clubs are subject to lease arrangements with varying levels of commitment to maintenance.


Valuations stated in the IAMP are based on aggregated, not individual, assets of similar type.

Valuations stated in the IAMP are reproduced from the Maloney Report (ref. 5). The value of assets as at 30 June 2008 is summarised below in Table 5.5 for all building stock.


Building Class


Current Replacement Cost, $'000

Depreciable Amount, $'000


Cost, $'000

Annual Depreciation

Expense, $'000

CATEGORY TOTAL 72,679 28,897 44,370 1,314


5.1.7 Fittings & Equipment

Fittings and equipment required for provision of services to the community can be considered either as part of the structure of the building/facility or separate from the structure as non-building equipment. This differentiation will impact accounting for the specific assets involved.

In circumstances where equipment has been provided for a purpose-built building, the equipment is to be considered as part of the building. This applies when equipment is built in, affixed to or installed in such a manner that the installation costs will be substantial and could include special foundations, or extensive restoration works after the equipment has been removed (e.g. air conditioning or heating units, swimming pool filtration & chlorination plant, hall/theatre stages and gantry lighting, workshop overhead gantry cranes).

Non-building plant and equipment can be defined as equipment that can be easily removed after erection or installation. In this context, the primary consideration of the building should be that of a shelter.

Therefore, non-building plant and equipment are those items that can be disconnected, dismantled and removed without significant impact on the building by way of:

damage to the building structure, including internal partitions;

affecting the function of the building as a shelter; and

the need to restore, change or upgrade the building after removal.

Portable and attractive equipment are non-building assets. These assets are generally smaller items of equipment that are usually stand-alone, hand-held, or plug-in. Examples of this category include: portable tools cameras calculators portable power tools, and battery clocks.

Plug-in "white goods" and general office equipment are non-building assets. These assets are generally plug-in electric items of equipment, usually included as office facilities. Examples include: urns (plug-in) fridges/freezers clothes washers computer terminals and printers facsimile machines photocopying machines shredders, and microwave ovens.

Business equipment & fittings that can be easily removed are considered to be non-building assets. These assets are generally used for carrying out the business activities. It includes items in workshops such as welders, lathes. However overhead gantry cranes are part of the workshop structure. Also, in offices it includes notice boards, pin-up boards, and white-boards. These items and other equipment and furniture are not part of the structure of a building/facility.

5.1.8 Community Usage Agreements

Formalised facility usage agreements/leases/licences need to be developed and executed between council and community groups/facility users and/or Committees of Management for the ongoing use of specific Council buildings & facilities. This will include Memoranda of Understanding between Council and the Committees of Management. The arrangements in these agreements will cover the actual usage, maintenance and housekeeping responsibilities.

The arrangements will cover the actual usage as well as maintenance and housekeeping responsibilities. Guidelines are also to be provided on maintenance responsibilities.

Appendix B documents Building/Facility Maintenance Guidelines.



Refer Part 1.


A preliminary assessment of risks associated with service delivery from building assets has identified some critical risks to Council. These risks are summarised in Table 5.6.



Rating (VH, H)

Risk Treatment Plan

Centre for Positive Ageing

Restricted access and egress

H Relocation is currently being considered

5.2.2 Inspections

The only practicable means of identifying risk is by implementing an inspection regime of the various buildings and facilities. This process should enable significant risks to be identified and remedied in advance of possible injury, damage or inconvenience to the public.

A four-tier inspection regime has been implemented covering safety, incidents, defects and condition.

Safety/Hazard Inspections – identify all defects likely to create danger or serious inconvenience to building and facility users or the wider community. Reactive inspections are those undertaken following notification to council by members of the community or council employees while undertaking their normal work duties. These notifications are of defects and safety deficiencies. The subsequent inspection will be conducted by an appropriate council representative.

Compliance Inspections – a formal programmed inspection undertaken in accordance with requirements of the Building Regulations to ensure compliance; and in addition to determine if the assets receive the levels of service as specified in the Maintenance Plan.

Condition Inspections - identify maintenance deficiencies as well as deficiencies in the structural integrity of the various components of the building/facility assets which if untreated are likely to adversely affect their values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span. These are undertaken under a formal timetable regime. Condition inspections are taken at a lesser frequency than programmed inspections that are designed to find defects due for rectification works.

Incident Inspections – enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of property management and safety measures. Risk Management issue.

It is proposed that inspections shall be undertaken in accordance with the requirements outlined in Appendix D in terms of inspection type, purpose, who it is to be performed by and the reporting requirements.

Programmed and Condition Inspections are

Maintenance inspections - undertaken annually to assess the requirements. These inspections may also include risk inspections.

Structural Condition inspections - undertaken every 4 to 5 years to assess the overall condition of the asset against an agreed set of asset condition criteria.



Maintenance of buildings is the continuous protective care of the fabric, content and setting of a building or structure.


Currently Council relies on building & facility maintenance being undertaken by its own direct labour organisation supported by local tradespersons such as contractors & subcontractors. Where skilled work is required contract tradesmen are utilised (eg electrical, plumbing, etc).

Typical maintenance activities undertaken in relation to building assets are listed in the table below.

Typical maintenance activities include:- Servicing of heating and air conditioning systems Maintenance servicing of passenger lifts Roofs – Cleaning of gutters Termite control Plumbing – unblocking drains, fixing leaks, replacing washers etc Electrical – repairs to electrical systems Roofs – repairing broken tiles, fixing leaks etc Internal and external walls – patching, painting and repairing etc Windows and doors – patching and painting, repairing & replacing locks etc Floors – general repairs, sanding, revarnishing, repainting & repolishing Handyman and General Labour Services Painting Inspecting and maintaining essential services (fire safety equipment) Repairing vandalism (graffiti, broken windows etc) Repairing fixtures and fittings

Maintenance includes reactive, planned and cyclic maintenance work activities. Note that many buildings, particularly associated with sporting clubs are subject to lease arrangements with varying levels of commitment to maintenance. Thus, the expenditure shown is for the assets over which Council has day-to-day control.

Historic maintenance expenditure patterns across the asset category are shown in Table 5.7.

Note that amounts shown have been extracted from Council’s Annual Budget for each year and are stated in that year’s dollars. Thus, unless the maintenance expenditures show a progressive increase in line with construction inflation (commonly 5 or more % pa), then actual expenditures are not keeping pace.



2009/10 $1,353,651 2010/11 $1,618,507 2011/12 $1,624,085 2012/13 $964,599 2013/14 $1,129,811 2014/15 $1,133,767

Future revision of the IAMP will link required maintenance expenditures with required service levels.

5.3.2 Standards and Specification

Maintenance work is carried out in accordance with the following Standards and Specifications.

Building Code of Australia.

Australian Standards.


Manufacturer's requirements for proprietary products.

5.3.3 Summary of Future Maintenance Expenditures

Future maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Fig 5.3.

Figure 5.3: Projected Maintenance Expenditure - Buildings




Renewal works fall into the following categories:

Rehabilitation: Involves the repair of an asset component (eg part of the building structure) that has prematurely failed or is close to doing so. This rehabilitation work does not provide for a planned increase in the operating capacity or design loading. It is intended to enable the structure to meet the current standards of service. This section will be replaced when the building is eventually replaced.

Renovation: Involves work that restores the condition of a building or facility. As for rehabilitation, renovation does not provide for a planned increase in the operating capacity or design loading, simply enabling the building to meet the current standards of service.

Reconstruction: Involves reconstructing the building or facility to provide a new asset with the equivalent size or capacity (ie does not provide for a planned increase to the operating capacity or design loading). Some minor increase in capacity may result from the process of renewal, but a substantial improvement is needed before system development is considered to have occurred.

Assets requiring renewal are identified from estimates of remaining life obtained from the asset register. Candidate proposals are inspected to verify 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. The priority criteria, in approximate order of importance, are detailed in Table 5.8.


Asset Class Criterion

Buildings (all classes)

Building has serious identified defects, resulting in unacceptable appearance, user comfort and / or safety. Urgent work is required, with safety issues to be addressed urgently

As above, with a timeframe of 1 to 2 years

As above, with a timeframe of 3 to 5 years Renewal will be undertaken using ‘low-cost’ renewal methods where practicable.


The Standards that apply for new building works also apply to renewals. These standards are to be in accordance with the following Standards and Specifications:

Building Code of Australia.

Australian Standards.

Project-specific Technical Specifications.


Refer Part 1.


Planned future renewal expenditures are forecast to fluctuate over time as the asset stock ages. The costs are summarised in Figure 5.4.

Figure 5.4: Planned Renewal Expenditure – Buildings


The buildings subject to lease arrangements with community organisations, are included as 'Council-owned' to enable a contingent liability to be allocated in projected renewal expenditure for Council to resume full control of the asset, should the organisation cease to exist.

Deferred renewal, ie those assets identified for renewal and not scheduled for renewal in capital works programs, are to be included in the risk assessment process.


5.5 Creation / Acquisition / Upgrade Plan

Candidate new assets and upgrade / expansion of existing assets are identified from various sources such as Councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are investigated to verify need and to develop a preliminary estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs. The priority criteria, in approximate order of importance, are shown in Table 5.9 below:


Asset Class Key Criteria

Administration and Operations Buildings

Expansion in staff services due to population growth and increases in operational and service requirements.

Community and Commercial Buildings

Increase in services or facilities identified or requested by growing communities and / changing demands. Requirements to upgrade existing facilities depend on the structural adequacy of the building.

Public Toilets and Ablutions Community pressure to install public toilets to complement other open space facilities. Demands from changing tourism patterns and for higher-standard facilities. Removal of defective buildings and wastewater management systems, as identified through inspections. Improved access to comply with legislative requirements.

Sporting Clubrooms Community needs. Relocation, expansion and changing needs of sporting bodies.


Standards and specifications for new assets and for upgrade / expansion of existing assets are the same as those for renewal shown in Section 5.4.1.


Projected upgrade expenditure is summarised in Figure 5.5. Note that new assets are discussed in Section 4.

New assets and services are to be funded from Council’s capital works program and grants where available.


Figure 5.5 illustrates the projected value of assets contributed to, acquired by, or constructed by Council. The data comprise values of donated and new / expansion assets discussed in Section 4.


Figure 5.5: Planned Upgrade / New Asset Expenditure

5.6 Disposal Plan

When a building or facility reaches the point at which it has outlived its usefulness, consideration will be given as to how best to dispose of it.

Costs associated with the removal or disposal of decommissioned assets are to be included as part of the Disposal Plan. Associated works could include any necessary site remediation or rehabilitation. This is a risk management issue as failure by Council to undertake relevant site remediation to allow it to be used for an intended future purpose that may be permitted for it under the Town Planning Scheme may involve Council in future litigation if problems arise over its failure to remediate the site. An example of remediation work is on the site of old Council works depots where fuel and hazardous materials may have been stored, especially those stored in underground tanks.

At this stage, no assets have been identified for possible decommissioning and disposal.

Extensive public consultation and investigation of alternative means of service delivery will be needed should Council embark on a building asset rationalisation or disposal plan.





Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses condition and/or fitness for use to calculate the Projected Renewal Expenditure.




$ M


$ M

Buildings $ 0.62 M $ 0.62 M

The financial projections are shown in Figure 6.1 for planned operating (operations and maintenance) and capital expenditure (renewal and upgrade / expansion / new assets), subject to the qualifiers discussed in Sections 2.1 and 5.3.

Figure 6.1: Planned Operating and Capital Expenditure – Buildings



Refer Part 1.



Table 6.2 indicates the disparity, or ‘gap’, in renewal funding over the next 10-years. It also shows the cumulative effect of continuing with a funding shortfall.

Table 6.2: Projected Costs and Planned Expenditure - Buildings

Year End Jun 30


($'000)


($'000)

Planned Upgrade /

New Expenditure

($'000)

Planned Disposals

($'000)

Projected Renewal

Costs ($'000)

Planned Renewal

Expenditure ($'000)



($'000)

2016 1,524.35 463.85 635.70 0 620.40 620.40 0.00

2017 1,680.75 416.35 417.00 0 588.60 588.60 0.00

2018 1,786.75 416.35 0.00 0 789.60 789.60 0.00

2019 1,760.75 416.35 0.00 0 639.40 639.40 0.00

2020 1,734.75 416.35 0.00 0 764.80 764.80 0.00

2021 1,718.75 416.35 0.00 0 443.40 443.40 0.00

2022 1,702.75 416.35 0.00 0 315.00 315.00 0.00

2023 1,702.75 416.35 0.00 0 471.60 471.60 0.00

2024 1,702.75 416.35 0.00 0 500.40 500.40 0.00

2025 1,702.75 416.35 0.00 0 480.10 480.10 0.00

Planned renewals are based on only those buildings for which Council has day-to-day care and control, ie excluding buildings constructed by community groups on Council land and maintained by them under the terms of the lease with Council. Prudent financial management requires that some allowance should be made for Council to take over control (and hence the responsibility of refurbishment and renewal) of a percentage of these buildings in the longer term, as and when groups cease to operate. The quantum of such an allowance, which should be built in to the planned renewals as a contingent liability, is yet to be determined. This will increase the planned renewal expenditure.. A comprehensive review of Council's lease arrangements with community groups and a demarcation between 'Council-maintained' and 'Group-maintained' buildings in subsequent audits will assist in a better definition of Council future commitments.



Table 6.3: Planned Maintenance and Capital Expenditure Summary - Buildings


Expenditure ($'000)


($'000)


Planned Renewal




Projected Renewal


11,223 1,122 464 620 1,084 620



Projected costs identified in Section 6 are to be funded from Council’s operating and capital budgets. The funding strategy will be detailed in the Council’s LTFP.

Appendices F & G provide the 10-Year summary tables for operating & capital budgets.



Asset values are forecast to increase as additional assets are added to the building stock from construction and acquisition by Council. Figure 6.3 shows the projected asset values over the planning period.


Figure 6.3: Projected Asset Values – Buildings

Depreciation expense is forecast in line with asset values as shown in Figure 6.4.

Figure 6.4: Projected Accumulated Depreciation Expense – Buildings



Figure 6.5: Projected Depreciated Replacement Cost – Buildings


Refer Part 1.



Parameter Document

Section Assumption









Maintenance and renewal costs for building assets will typically increase to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger asset stock). Again, asset values are predicted to increase over the reporting period. Maintenance costs will need to be closely monitored to ensure that sufficient funds are available to optimise long-term expenditure and not create a backlog.




Refer Part 1.


Refer Part 1.


Refer Part 1.


Refer Part 1.









For building assets, the confidence level is B.




Refer Part 1.


Refer Part 1.

Those tasks identified to date, with particular relevance to Part 5, are shown in Table 8.1.


Task No

Task Responsibility Resources Required

Target Completion

Date

1 Maintenance Activities - document levels of service and Maintenance Management Plan BAC Staff

2 20-year Renewal Program – develop program, with emphasis on the first 10 years of the reporting period BAC Staff

3 20-year Upgrade / Expansion Program – develop program, with emphasis on the first 10 years of the reporting period

BAC Staff

4 Building Safety – investigate upgrades to improve user safety BAC

Staff & Consultant

5

Building Hierarchy – develop a functional hierarchy for Council’s buildings to differentiate between the various buildings in terms of priority of undertaking works such as inspections and maintenance

BAC Staff

6

Building Utilisation – investigate usage patterns and rationalisation of building stock where there are usage issues and/or where buildings are no longer ‘fit for purpose’

BAC Staff &

Consultant


Refer Part 1.


9 REFERENCES Refer Part 1.

10 APPENDICES

APPENDIX A Component and Sub-Component Codes for Condition Rating

APPENDIX B Maintenance Guidelines for User Groups

APPENDIX C Expected Life Span of Building Assets

APPENDIX D Proposed Inspection Arrangements

APPENDIX E Inspection Management Flow Chart

APPENDIX F 10-Year Capital Expenditure Program

APPENDIX G 10-Year Capital Operations, Maintenance & Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendix A: Component and Sub-Component Codes 5 - A1

Appendix A: Component and Sub-Component Codes for Condition Rating

Component Code

Description Sub -

componentDescription Unit

SU Substructure SU-1 Footings m3

SU-2 Entrance steps no.

SU-3 Ramps no.

SU-4 Other

EW External Walls EW-1 Finish m2

EW-2 Insulation m2

EW-3 Quoins no.

ED External doors ED-1 Frames no.

ED-2 Linings no.

ED-3 Glazing m2

ED-4 Architraves no.

ED-5 Hardware no.

ED-6 Panels m2

ED-7 Thresholds no.

CO Columns CO-1 Posts no.

ST Stairs ST-1 Landings no.

ST-2 Ramps no.

ST-3 Balustrades no.

ST-4 Handrails no.

ST-5 Ladders no.

UF Upper floors no.

RO Roof RO-1 Roof Construction m2

RO-2 Gables m2

RO-3 Parapet walls m2

RO-4 Roof Insulation m2

RO-5 Eaves and fascias no.

RO-6 Rainwater goods no.

RO-7 Internal stormwater no.

ID Internal Doors ID-1 Frames no.

ID-2 Linings no.

ID-3 Glazing m2

ID-4 Architraves no.

ID-5 Hardware no.

ID-6 Grilles m2

ID-7 Fanlights m2

ID-8 Panels m2

IW Internal Walls IW-1 Decorative finishes m2

IW-2 Paint m2

WI Windows WI-1 Fly screens no.

WI-2 Glazing m2


Component Code

Description Sub -


WI-3 Sun control no.

WI-4 Curtains no.

WI-5 Blinds no.

WI-6 Tracks no.

WI-7 Pelmets no.

WI-8 Window sills no.

WI-9 Window jambs no.

WI-10 Architraves no.

WI-11 Hardware no.

IS Internal screens IS-1 Office partitions no.

IS-2 Toilet partitions no.

IS-3 Removable walls no.

FL Floors FL-1 Finishes m2

FL-2 Mats m2

FL-3 Carpets m2

FL-4 Skirtings lineal m.

CE Ceilings CE-1 Finishes m2

CE-2 Cornices lineal m

FO Fit out FO-1 Benches lineal m

FO-2 Cupboards lineal m

FO-3 Shelving lineal m

FO-4 Racks lineal m

FO-5 Counters lineal m

FO-6 Seats no.

FO-7 Notice Boards no.

FO-8 Mirrors no.

FO-9 Stages no.

FO-10 Coat rails no.

EQ Equipment EQ-1 Woodworking machinery no.

EQ-2 Plug-in electrical appliances

no.

EQ-3 IT appliances no.

PL Plumbing PL-1 Sanitary plumbing no.

PL-2 Washing facilities no.

PL-3 Waste plumbing no.

PL-4 Ancillaries no.

FI Fire FI-1 Auto extinguishing systems

no.

FI-2 Fire alarms no.

FI-3 Firefighting equipment no.

FI-4 Hose reels no.


Component Code

Description Sub -


ME Mechanical ME-1 Air conditioning units no.

ME-2 Evaporative cooling units no.

ME-3 Ventilation no.

ME-4 Hot water systems L

EL Electrical EL-1 Lights no.

EL-2 Power outlets no.

EL-3 Emergency light & power no.

EL-4 Power outlets no.

EL-5 Light fittings no.

EL-6 Distribution Boards no.

EL-7 Ancillary generators no.

EL-8 Telephones no.

EL-9 Emergency warning systems

no.

EL-10 TV antennae no.

EL-11 CCTV & security systems no.

TR Transport TR-1 Lifts no.

TR-2 Hoists no.

SS Special Services SS-1 Building Management System

no.

CI Civil CI-1 Sewer

CI-3 Water supply

OT Other OT-1

OT-2

OT-3

OT-4

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendix B: Maintenance Guidelines for User Groups 5 - B1

Appendix B: Maintenance Guidelines for User Groups Council Buildings & Reserves

The following are the preferred Management Committee & User Group responsibilities and Council’s responsibilities:

ITEM MANAGEMENT COMMITTEE

RESPONSIBILITY COUNCIL’S RESPONSIBILITY

Heating fixtures Payment of all electricity accounts, servicing, replacing and repairing when required No responsibility

Building alterations To determine and document building alteration requests

Assess submitted requests and if approved ensure satisfactory completion of work by the responsible parties

Curtains and blinds Regular cleaning and repair No responsibility

Ceilings Repairs due to foreseeable misuse Major repair and/or replacement due to structural faults, age etc

Doors (including cupboard doors and door fittings)

Regular cleaning and repair of internal doors due to foreseeable misuse Replacement due to structural fault.

Electrical wiring and fittings in the building

Repair and replacement due to foreseeable misuse. Repair and replacement of light fittings, switches and power points

Building wiring including the switchboard

Fire extinguishers Fill when discharged and pay for annual inspection fee Arrange annual inspection of units

Floor surfaces and coverings Regular cleaning and maintenance No responsibility

Glass Keep clean and replace breakages up to $500 per incident If cost > $1,000 arrange insurance claim

Vandalism Responsible for repairs up to $500 If cost > $1,000 arrange insurance claim Keys, Locks Management of keys issued by Council Purchase, install and maintain all locks Training lights (Recreation Grounds)

Purchase, installation, maintenance and operational costs No responsibility

Security system Total responsibility for purchase, installation, service and maintenance No responsibility

Light globes (internal and external) Replacement and repair faulty fittings No responsibility

Plumbing and fixtures Cost of internal repairs due to foreseeable misuse, and any add on fixtures not standard within the building

Provision of water and sewerage services to premises

Plumbing waste pipes and drains

To keep pipes and drains clear of foreign objects and to clear if blocked by these materials

No responsibility.

Other permanent fixtures Regular cleaning of all fixtures and repair/replace if due to foreseeable misuse

No responsibility

Hygiene To keep all areas in a clean and hygienic state No responsibility Painting External and internal painting as needed No responsibility Roofs No responsibility All maintenance and repair as required Walls Regular cleaning and repair of internal walls Structural maintenance

Building (external) General maintenance or as specified in agreement No responsibility or as specified in agreement

Food handling areas and equipment

To comply with the relevant Health Act and regulations

No responsibility

Goal posts (if applicable) Total responsibility for repairs and maintenance No responsibility Mowing (including line marking)

As specified in agreement As specified in agreement

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendix C: Expected Life Span of Building Elements 5 - C1

Appendix C: Expected Life Span of Building Elements

The following life-cycles are suggested as being reflective of the development of community functional expectations over past years.

Short life structure at 50-70 years – due for replacement if built just after World War 2 (1945).

Long life structure at 80-100 years – due for replacement if built just after World War 1 (1918). Solid masonry Art Deco buildings are typical of the 1930 era and should last 100 years or more. Replacement may be because the building is no longer fit for purpose and not that it has reached the end of its structural life.

Historic Structures – buildings such as significant Town Hall buildings constructed as monuments to reflect a past glorious era of wealth. Typical of these are the many town halls built in the latter part of the 1800’s and are well over 130 years old with many more years of functional service.

Roof structure:

Since 1850 corrugated galvanised sheets were widely used in Australia for roofs and wall cladding. Initially the material was galvanised iron. . There are numerous anecdotal examples provided by heritage advisors of galvanised corrugated iron roofs over one hundred years old and still functioning although this could not be assumed to be a general rule.

Galvanised iron was replaced by galvanised corrugated steel from the 1890’s. Corrosion can be avoided if it is painted regularly as part of the programmed maintenance regime in which case it will last for the life of the structure. Many old structures away from the coast retain galvanised, corrugated roofing in sound (not leaking) but rusty condition at least 70 years after they were built.

In 1996 COLORBOND® steel made its debut on the Australian market and this technological breakthrough was followed in 1976 by ZINCALUME® steel, a revolutionary zinc/aluminium alloy coating that greatly extended product life. These materials should require minimal maintenance due to the coating.

Terra Cotta (Clay) & concrete tiles should have a similar life expectancy under normal conditions of the building structure. Sydney has many buildings with terra cotta tiles going back to Federation (100+ years).

Roof sub-structure, usually timber, is weatherproofed and should last the life of the main building structure.

It is concluded therefore that roofing, if properly maintained, should have the same life as the structure provided it is kept maintained in terms of painting, etc when necessary.

Mechanical Services – applies only to equipment over the asset capitalisation threshold of $5,000 and not small items such as individual room air-conditioning units. Generally covers central heating & air-conditioning units. Expect 25 years if properly maintained (ie unit installed in 1995 will require replacement in 2020).

Internal fit-out – this will vary across building types and will generally arise as a result of changing user or safety requirements and a need to rejuvenate internal areas. Offices with internal partitions instead of structural walls tend to be changed more frequently than say community halls. The following are indicative average refit intervals for various facilities:

Caravan park amenities 25 years Municipal offices 20 years Child Care Centres 20 years Community Centres 35 years Public Halls 35 years Sporting Pavilions 35 years

Fit-out in this instance is defined as significant internal work required to bring the building’s internal fittings to up-to-date requirements (may involve replacement of built-in fittings such as kitchen sinks and benches, plumbing, electrical connections & wiring, safety features, relocation of or modification to internal non-load bearing walls, etc.). It does not include redecorating which is maintenance.

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendix D: Proposed Inspection Arrangements 5 – D1

Appendix D: Proposed Inspection Arrangements


Annual Defect/Hazard Inspection

These inspections are designed to identify all defects likely to create danger or serious inconvenience to building or facility users or the wider community.

Hazards may be detected as the result of: (a) formal programmed defect inspection; or (b) Work Safety inspection; or (c) observation followed by notification to council by members of the community or council employees while

undertaking their normal work duties with a subsequent safety inspection to be conducted by an appropriate council officer.

Council representative with some knowledge of building and specific facility maintenance techniques who may then call in a higher level of expertise if necessary.

Recording to identify specific safety defect, time first reported, time inspected & by whom, subsequent action & time of completion.

Compliance Inspection

Also, an inspection to determine if the building/facility levels of service comply with those specified in the Building Maintenance Plan;

A record of each building/facility is to be completed detailing the name of the inspector, the inspection date, time and building/facility name and a description of any non-compliance and also defects found that are at the specified intervention levels defined in the Building Maintenance Plan;

In addition, a notation must to be recorded of any building/facility inspected even if there is full compliance & no defect is apparent under the specific rigour of the inspection.

Suitably experienced trades person or technical officer who is familiar with the various Building Regulations and the requirements of the Building Maintenance Plan;

A record of the inspection is to be signed by the inspector for placing on council’s asset database for reference purposes (NB: this may include insurance or litigation requirements).


(Structural)

An inspection specifically to identify deficiencies in the structural integrity of the various components of the building/facility assets which if untreated is likely to adversely affect their values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span;

The condition inspection process must also meet the requirements for accounting regulations and asset management;


Inspection undertaken under the direction of a suitably qualified person, trades person or experienced technical officer with extensive knowledge and experience in building and specific facility construction and maintenance practices;

Specific data to be recorded is determined by requirements of the Building Maintenance Plan & the Asset Information System used to assess asset component needs.

Incident Inspection

An inspection carried out to comply with requirements of Council’s Risk Management processes;

This inspection enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of building management and safety measures.

Qualified person or experienced technical officer with extensive knowledge and experience in building and specific facility construction and maintenance practices.

Formal Incident Report required, as described.

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendix E: Inspection Management Flow Chart 5 – E1

Appendix E: Inspection Management Flow Chart

INS

PE

CT

ION

S

Com

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ed w

ork

reco

rded

ag

ains

t In

spec

tion

rec

ord

Infrastructure and Asset Management Plan Alexandrina Council Part 5, Buildings: Appendices F & G: Ten Year Long Term Financial Plan (2016-2025) Summary 5 – F&G1

Appendix F: 10-Year Capital Expenditure Program


BUILDINGS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $620,400 $588,600 $789,600 $639,400 $764,800 $443,400 $315,000 $471,600 $500,400 $480,100

Upgrade $159,200 $117,000 $0 $0 $0 $0 $0 $0 $0 $0

Expansion $476,500 $300,000 $0 $0 $0 $0 $0 $0 $0 $0

TOTAL CAPITAL $1,256,100 $1,005,600 $789,600 $639,400 $764,800 $443,400 $315,000 $471,600 $500,400 $480,100

Appendix G: 10-Year Operations, Maintenance & Capital Expenditure Program

BUILDINGS 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $1,256,100 $1,005,600 $789,600 $639,400 $764,800 $443,400 $315,000 $471,600 $500,400 $480,100


$1,988,200 $2,097,100 $2,203,100 $2,177,100 $2,151,100 $2,135,100 $2,119,100 $2,119,100 $2,119,100 $2,119,100

TOTAL COSTS $3,244,300 $3,102,700 $2,992,700 $2,816,500 $2,915,900 $2,578,500 $2,434,100 $2,590,700 $2,619,500 $2,599,200


PART 6 RECREATIONAL OPEN SPACE

Draft Version 3.2

April 2016

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space

Document Control

Document ID : PART 6 RECREATIONAL OPEN SPACE V3.1 JAN 2016.DOC

Version No.


Prelim. Draft

September 2007 Preliminary Draft received as ‘Parks, Gardens, Coastal Zone and Riverfront Assets IAMP’

BB & SG PW

Advanced Draft

November 2008 Rewritten and revised, incorporating FY 2008 financial data as ‘IAMP Part 6, Recreational Open Space’, Advanced Draft

PW & SG

V 1.0 November 2008 Audit Committee review PW

V 1.1 January 2009 For Council endorsement PW



CT/JEH

V 2.0 November 2012 For adoption by Council

V 3.0 December 2015 Audit Committee review

V 3.1 January 2016 Minor updates and corrections SS




Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space

Please Note:



Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space 6 - i

CONTENTS









4.6.1 Assumptions Used in Projected Asset Growth 16 4.6.2 Contributed Open Space Assets 17 4.6.3 Constructed or Acquired Open Space Assets 17


5.1.1 Physical Parameters 18 5.1.2 Asset Capacity and Performance 19 5.1.3 Asset Condition 19 5.1.4 Asset Valuations 21 5.1.5 User Agreements 21


5.3 Routine Maintenance Plan 23 5.3.1 Maintenance Arrangements 23 5.3.2 Standards and Specifications 24 5.3.3 Maintenance Expenditure Patterns 24


5.5 Creation / Expansion / Upgrade Plan 27 5.5.1 Standards and Specifications 27 5.5.2 Summary of Future Upgrade Asset Expenditure 27 5.5.3 Summary of Future Asset Acquisitions 28

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space 6 - ii







9 REFERENCES __________________________________________________________________ 35

10 APPENDICES ___________________________________________________________________ 36

APPENDIX A Proposed Inspection Requirements Table A.1: Children’s Playgrounds Table A.2: General Recreation Open Space Assets


APPENDIX C Maintenance Guidelines for User Groups

APPENDIX D 10-Year Capital Expenditure Program

APPENDIX E 10-Year Operations, Maintenance & Capital Expenditure Program

TABLES

Table 2.1: Assets Classes in Part 6, Recreational Open Space 3 Table 2.2: Assets Excluded from the Recreational Open Space Asset Category 3 Table 2.3 Relevant Strategic Plan Statements 6 Table 2.4: Key Asset Management Goals and how these are addressed 10 Table 3.1: Community Levels of Service 12 Table 3.2: Technical Levels of Service 13 Table 4.1: Demand Factor Impact on Services 14 Table 4.2: Checklist - Elements at Potential Risk from Climate Change 15 Table 4.3: Demand Management Plan Summary 16 Table 4.4: Estimated Annual Asset Contribution, Open Space (excluding land) 17 Table 4.5: Developer - Contributed Assets 17 Table 5.1: Asset Classes and Quantities 18 Table 5.2: Rating Descriptors, General Open Space Assets 19 Table 5.3: Financial Reporting Criteria 21 Table 5.4: Maintenance Expenditure Patterns 24 Table 5.5: Renewal Priority Criteria 26 Table 5.6: New Assets Priority Criteria 27 Table 6.1: Projected vs. Planned Renewal Expenditures 29 Table 6.2: Projected Costs and Planned Expenditure - Recreational Open Space 30 Table 6.3: Planned Maintenance and Capital Expenditure Summary – Rec Open Space Assets 30 Table 6.4: Key Assumptions 33 Table 7.1: Data Confidence Levels 34 Table 8.1: Improvement Plan 35

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space 6 - iii

FIGURES

Figure 5.1: Open Space Assets Condition Profile 20 Figure 5.2: Footbridge Condition Profile 20 Figure 5.3: Projected Maintenance Expenditure 25 Figure 5.4: Planned Renewal Expenditure – Recreational Open Space 27 Figure 5.5: Projected Upgrade / New Asset Expenditure 28 Figure 6.1: Planned Operating and Capital Expenditure – Recreational Open Space 29 Figure 6.2: Projected versus Planned Renewals 31 Figure 6.3: Projected Asset Values - Recreational Open Space 32 Figure 6.4: Projected Accumulated Depreciation Expense - Recreational Open Space 32 Figure 6.5: Projected Depreciated Replacement Cost - Recreational Open Space 33

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space 6 - 1

1 EXECUTIVE SUMMARY



Recreational Open Space assets have a currently recorded combined replacement value of $14.14 million. This is a significant increase from the previous plan as now the assets have been capturing and entering into the asset management system.

The IAMP – Part 6, Recreational Open Space has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.


Council provides a range of open space facilities in partnership with the State Government and the community to enable safe, well-maintained, fit-for-purpose community access in accordance with Council’s service delivery objectives.

Data are unavailable on the total area of open space under Council’s care and control. It is estimated that there are in excess of 300 ha, comprising developed open space (for active and passive recreation), undeveloped open space (for conservation and revegetation) and coastal and riverfront public land.

The major asset classes covered are:

Asset Class Quantity Unit

Open Space Furniture 793 No. Park Structures 731 No. Park Equipment 44 No.


There are two key indicators of cost in providing levels of service for Recreation & Open Space infrastructure.

Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses condition and /or fitness for use as the Projected Renewal Expenditure. This asset has currently undergone a collection and condition rating process. Due to the overlap of information a large disparity has occurred for 2016.



Recreation Open Space Assets $79,805 $502,910

Note: The present financial reporting system does not differentiate between the maintenance of assets (ie, those in the asset classes shown) and the very significant expenditure on open space non-capitalised asset items such as, grass mowing, garden bed replacement and tree pruning. Total maintenance and renewal expenditure




Renewal Expenditure

($'000)




Planned Renewal




Projected Renewal


33,423 3,342 2,031 503 2,534 80

Note: The dollar amounts are inflated by the significant expenditure on open space non-capitalised assets



Refer Part 1.


Refer Part 1.


Refer Part 1.


2 INTRODUCTION

2.1 Background

This IAMP, Part 6 has been prepared to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to describe funding required to provide the required levels of service, projected over a 20-year reporting period.

Recreational open space contains a wide variety of assets and features. Many of these, eg access roads and carparks, are ancillary to the primary function of the land. Others, such as sporting clubrooms and wetlands, have unique maintenance and lifecycle requirements.

Significant areas of open space contain grass, trees and garden beds. These are considered non-capitalised assets and are not included in the Plan.

The asset classes covered by the IAMP, Part 6 are shown in Table 2.1.

Table 2.1: Assets Classes in Part 6, Recreational Open Space

Asset Class and Type

Elements Quantity Unit Replacement

Value

Park Furniture Artwork, BBQs, Bike stands, Birdbaths, Bollards, Bins, Flagpoles, Features, Lights, Memorials, seats and tables

793 No. $757,600

Park Structures Arbours, boat ramps, bus shelters, entry statements, fences, gates, gazebos, jetties, platforms, shelters, stairs and walls.

731 No. $11,994,467

Park Equipment Playgrounds, sports equipment, modular play-stations, individual items

44 No. $1,390,000

Total $14,142,067 Ancillary and other assets in open space or community land, not shown in Table 2.1 are captured in the relevant IAMP Parts, as indicated in Table 2.2.

Table 2.2: Assets Excluded from the Recreational Open Space Asset Category

Asset Class / Element Included in IAMP Part

Access Road Part 2, Roads and Footpaths

Carpark Part 2, Roads and Footpaths

Footpath Part 2, Roads and Footpaths

Kerb Part 3, Bridges, Kerbs and Stormwater Management

Stormwater Drainage Part 3, Bridges, Kerbs and Stormwater Management

Wetland/Basin Part 3, Bridges, Kerbs and Stormwater Management

Sporting Clubroom Part 5, Buildings

Toilet Block Part 5, Buildings

Cyclepath & Shared Path Part 2, Roads and Footpaths



Refer Part 1 and Tables 2.3 & 2.4 below.








Aspiration Outcome Strategy





Open Space


Resilient Economy


G


G

ROS


G



G

ALL


G

ALL


G

ALL



G


G


G

RF


Activate our Spaces

Vibrant Communities


G

B

ROS


G

B

ROS


G

RF

ROS



G

RF

B

ROS


G


G



G

RF

WWM

ROS


G

RF

ROS


G

RF

ROS




G


G




G

RF

WWM

ROS



G

B

ROS


G


G

ALL



G


G


G




G

B


G

WWM


G

B




G

BSM

WWM

ROS


G

BSM

WWM


G

BSM

WWM

ROS



G

BSM

WWM

ROS


G

ROS


G


Goolwa & Hindmarsh Island Develop the Goolwa Wharf Precinct, Amelia Park, Bristow Smith Reserve and the Goolwa North Sporting Complex

Middleton Maintain open space separation between townships on the South Coast.

Strathalbyn Develop residential living around a linear park along the Angas River maximising open space and revegetation opportunities.

Extend and enhance the linear park and open space network throughout the town and new developments.

Maintain and enhance a diverse range of sports and recreation facilities.



Goals and objectives in asset management that contribute to the realisation of Council’s Strategic Plan (ref. 13) are shown in Table 2.4.





Asset condition data collection commenced in 2002 and has continued for other asset groups and types since then.

From the data analysis, required treatments were assessed and prioritised with works programs implemented based upon optimised outcomes and to ensure timely and equitable intervention.

Construction of Recreational Open Space

Assets shall be provided to sure that residents and visitors shall have accessible, safe and attractive recreational facilities.

The upgrade of Parks and Gardens and Coastal Zone Assets is completed to meet this target.

Council generally considers the construction of Parks and Gardens and Coastal Zone Assets based upon population and tourist needs and risk minimisation.

2.3 Plan Framework

Refer Part 1.


Refer Part 1.


3 LEVELS OF SERVICE


Although undertaken for specific projects/precincts, Council has not carried out research on customer expectations at a community-wide level. This will be investigated for Plan updates. Council will use this information in developing specific Levels of Service and in the allocation of resources in the annual budget.

Council officers have traditionally been trained to work to an assumed level of service that is likely to be expected by the community. During any future consultation process Council will test this premise to make sure that it is correct or amend it accordingly.

The following outlines some of the assumptions of community expectations in terms of maintenance, asset presentation and general levels of service.

Regular asset inspections Safe for users, particularly playground equipment Appearance is acceptable Maintenance is undertaken Good condition Litter collected

Facilities are operational Accessible to all people Signage to location Mechanism for the reporting of defects Council responds to complaints & issues


Refer Part 1.


Refer Part 1.

Council’s current levels of service are set out in Tables 3.1 and 3.2. Where table entries are shown as ‘#‘ data are unavailable. Future IAMP revisions will include this information, as it becomes available.


Refer Part 1.





Performance

Safety Provide safe, suitable facilities, free from hazards and DDA compliant

Reported accidents and incidents Zero reports per year #

Quality Provide quality playground equipment and other recreational facilities

Customer requests < 5 per month #

Function Ensure facilities meet user expectations

Customer requests < 5 per month #

Presentation & Cleanliness

The asset is presented for service as intended.

Customer service requests < 3 per month #

Responsiveness Requests/Queries are responded to

Number of requests not replied to < 5 per annum #




Technical Level of Service Performance Measurement Process Target Performance Current

Performance

Inspections Undertake regular inspections of facilities

Customer requests

100 % requests completed within required timeframes

#

Condition Maintenance by Council carried out as per service agreement;

User groups undertake their agreed maintenance responsibilities

Programmed maintenance not undertaken by Council;

User groups not fulfilling their responsibilities

Less than 5 incidents per month Less than 5 incidents per month

#

#

Cost Effectiveness

Provide recreation services in a cost-effective manner

Compliance with Budget + / - 5 % of Budget allocation #


Ensure facilities are accessible to all user groups.

DDA legislative compliance and community expectations

80 % compliance in 2 years 100 % compliance in 5 years

# #

Safety Provide safe, suitable facilities, free from hazards and DDA compliant

OHS and W legislative compliance 100 % compliance within 2 years 80% compliant

Function Compliance with Standards

Quarterly inspections Compliance defects declining #

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendix A: Maintenance Response Level of Service 6 - 14

4 FUTURE DEMAND


Refer Part 1.


Refer Part 1.


Developers will contribute open space in land divisions and may be required to undertake some development of it. Council may purchase land for open space purposes, with funding from developers of land divisions, or State Government funds. Council may need to consolidate open space and upgrade facilities to meet changing community demands. The aim of an open space upgrade program is to improve the amenity of urban areas and of regional parks.

In determining the need for recreational open space facilities, the following aspects have been considered:

Providing convenient access to all community and tourism recreational assets.

Ensuring that all assets meet community expectations and demand. To enable fair and planned distribution of funding throughout the district, many different methods of prioritising works were used:

User surveys to determine usage and demographics.

Meetings with various interest groups (key stakeholders) to determine future expansion of tourist and community requirements, eg. conservation areas.

Known high-demand tourism locations.

High maintenance costs areas or equipment with poor Standards compliance.

Known development areas. Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, economic factors, horticultural practices and environmental awareness.

The impact of some demand factors on services are shown in Table 4.1.


Factor Impact

Population growth in townships Increased demand for active and passive recreation facilities

Ageing population Change in park usage to suit visitation by adults with grandchildren

Increased tourism Travel costs will increase day-tripper usage of facilities, particularly coast and riverfront

Sea level increase and other climate change impacts

Increasing need for protection works


4.2 Climate Change


Increased temperature and solar radiation could reduce the life of building and facility elements due to temperature expansion and materials breakdown of concrete joints, steel, asphalt, protective cladding, coatings, sealants, timber and masonry.

This accelerated degradation of materials may reduce the life expectancy of buildings, structures and facilities, increasing the maintenance costs and leading to potential structural failure during extreme events.

From a council infrastructure perspective, where alterations, upgrading, renewal or replacement of elements of structures and even new building and facility assets are proposed, a preliminary risk assessment needs to be undertaken as to the potential impact of climate change.

To enable Council to give consideration to elements of its recreation open space assets that may be at risk the following Table is a checklist to be used to undertake this preliminary risk assessment.

If a risk of concern is identified, a more detailed risk assessment is required. Where any element, or the structure overall, is at risk suitable response or remedial measures need to be investigated and implemented.

Table 4.2: Checklist - Elements at Potential Risk from Climate Change

Recreation Open Space Asset - Elements at Potential Risk from Climate Change

Asset/Facility:

Functional Purpose:

Asset ID & Location (Address):



Rating

Structures/Facilities

Degradation, failure and replacement of foundations and structures due to increases in ground and foundation movement, shrinkage and changes in groundwater and also in frequency and size of movement and material breakdown.

Degradation and replacement of structures due to increase damage from flooding, debris, fallen trees and landslides, and from coastal storm surge and flooding.

Structures damaged or destroyed in bush areas or on fringes of cities

Increased risk of injury or fatalities caused by bush fires.

Short term loss of public use due to increased maintenance and replacement regime.

Negative local media. Significant financial impact to council over time.

Jetties, Wharves and Boat Ramps

Playgrounds

Footbridges and Boardwalks

Steps and Platforms

Park Furniture and Irrigation Pumps

Fences

Risk Assessment Notes: Refer to AS/NZS ISO 3100:2009 & Council's Risk Assessment Policy for guidance Likelihood: - Rate as Probable (likely to occur), Possible (may occur), or Improbable (conceivable but highly unlikely) Consequence/Impact: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish severity level of consequence Risk Rating: Use Council's risk assessment policy or AS/NZS ISO 3100 to establish risk rating



Legislative change can significantly affect Council’s ability to meet minimum levels of service, and may require improvements to structures and facility infrastructure assets. These are usually safety related.

At this point there are no changes apparent that will impact this group of assets although Playgrounds & associated play equipment have the potential for impact due to high operating standards required.


Technological changes, more particularly those related to climate change, energy consumption patterns and water usage are forecast to have some effect on service delivery. Such changes have not been quantified or forecast at this stage.

The move towards use of natural materials such as rocks and wood in play spaces, in place of plastic, is likely to increase the predicted life of the play equipment and reduce the ongoing maintenance and renewal costs.






Recreational Open Space Assets - Maintenance and Upgrades

Upgrades to meet population growth demand and changes identified in review reports and planning studies.

Effective distribution of facilities Develop Open Space Strategic Plan

Tourist Demand Review Plan Review of current plan and Strategic Plan to incorporate planned works and improve park hierarchy standards within next review period.

Development of open space in new residential land divisions

To meet requirements of various township development plans.


The creation of new open space assets will reflect population growth in some measure. These assets may be constructed by developers and donated (contributed) to Council, or most often, be constructed or acquired by Council.



Refer Part 1.


4.6.2 Contributed Open Space Assets

Asset creation from land division activity over the reporting period has been assumed to be uniform at the rates shown in Table 4.4.

Table 4.4: Estimated Annual Asset Contribution, Open Space (excluding land)

Land Division Type

Annual Asset Contribution

Playground Gazebo / Shelter Open Space Assets, Other

no. $ no. $ Item no. $

Rural Living 0 - 0 - - 0 -

Conventional Residential

1 15,000 1 10,000 - 0 -

Community Title 0 - 0 - - 0 -

Industrial / Commercial

0 - 0 - - 0 -

Total 1 15,000 1 10,000 0 The annualised, per-allotment uniform value of contributed assets over the reporting period is illustrated in Table 4.5.

Table 4.5: Developer - Contributed Assets

Asset Class Basis


over 167 lots)

$ ‘per lot’ $, per annum

Playground Table 4.3

150 25,000 Irrigation Nil

Structure Nil

Furniture Table 4.3

4.6.3 Constructed or Acquired Open Space Assets

Projected quantities of new open space assets from growth cannot be determined, as there will be a widely varying array of assets acquired or constructed, eg. playground modules, shelters, barbecues and benches. In addition, there is often no clear demarcation between 'upgrade' and 'new' in many open space asset classes. For this preliminary assessment, all Council acquired assets will be assumed to be 'new', but will not be charted.



5.1 Background Data

Refer Part 1.


The assets covered by this Part are shown in Table 5.1 below:


Asset Class and Type Elements Quantity Unit Replacement Value

Open Space Furniture

Bin 137 No. $0

Feature 71 No. $72,500

Furniture 501 No. $685,100

Light 29 No. $0

Memorial 55 No. $0

Park Equipment Play 37 No. $1,270,000

Sport 7 No. $120,000

Park Structures

Amphitheatre 1 No. $50,000

Arbour 2 No. $0

Bird Hide 1 No. $7,500

Boardwalk 23 No. $288,960

Boat Ramp 7 No. $313,533

Bus Shelter 1 No. $12,500

Entry Statement 1 No. $0

Feature 1 No. $0

Fence 313 No. $2,549,820

Gate 5 No. $0

Gazebos/Rotunda 11 No. $550,000

Jetty 202 No. $6,098,184

Niche Wall 2 No. $1,680

Platform 9 No. $92,989

Ramp 2 No. $12,953

Shelter 49 No. $367,500

Stairs/Steps 59 No. $1,420,549

Wall 42 No. $228,300

Total $14,142,067


Recreational Open Space assets have a currently recorded combined replacement value of $7.23 million. However although the Register currently states $7,230,415 as replacement value unfortunately there is not a reasonable break up for this into components. Capturing and entering into the asset management of the recreational open spaces assets is in progress and should be complete for future IAMP revisions.

Council, as an asset owner, is committed to maintaining recreational open space assets to ensure stakeholders’ desired levels of service are maintained at sustainable levels commensurate with affordable expectations.

To meet this requirement Council seeks to match funding levels, condition and community expectations.

One specific lifecycle issue is the growth of the wine and tourist industry which has led to a significant change to demand and usage of regional facilities within Langhorne Creek and Currency Creek and all urbanised areas.


Council’s services are generally provided to meet design standards where these are available. Locations where deficiencies in service performance identified in previous Plans have been addressed.


Limited data to produce age profiles from condition or age have been captured historically. Condition rating of recreational open space assets is being re-assessed to incorporate a strong risk-management focus.

It is proposed to re-rate open space assets every 3-5 years to ensure that those assets nearing the end of their life on the deterioration curve are not allowed to deteriorate beyond the maintenance intervention point and require costly reconstruction or replacement.

With each subsequent survey, a better picture of the asset condition is developed.

A 0 to 6 rating system has been employed for appropriate assets. The rating scores and descriptors are shown in Table 5.2.

Table 5.2: Rating Descriptors, General Open Space Assets

Rating Condition Description

0 New

1 as-new condition

2 Very good condition / well-maintained

3 Minor maintenance required

4 Substantial maintenance or rehabilitation required

5 Very poor (may be unserviceable)

6 End of Life Some indication of the overall condition profile was obtained from the Maloney Report (ref 5) which included many of the significant structures eg, jetties and gazebos. As discussed elsewhere in the Plan, data on all open space assets and attributes are incomplete.

Figure 5.1 indicates a condition profile for a group of major assets, broadly described as 'jetties, wharf and gazebos'.


Figure 5.1: Open Space Assets Condition Profile

0

10

20

30

40

50

60

70

80

90

100

1 2 3 4 5

Condition

Perc

enta

ge %

As illustrated in Figure 5.1, some 80% of audited open space assets require little or no planned maintenance in the short term. The assets rated 4 have been identified as being mainly playground equipment that will be replaced with items complying with current trends and standards.

Council has identified twelve footbridges, ranging from a small, single-span Timber Bridge to the significant Children’s Bridge at Strathalbyn. Figure 5.2 was derived from data in the 2014 bridge inspection and componentisation.

Figure 5.2: Footbridge Condition Profile

0

10

20

30

40

50

60

70

80

90

100

Very Good Good Adequate PoorRating

Perc

enta

ge %

Footbridge Condition Profile

Footbridges are in an acceptable overall condition, as shown in Figure 5.2. Defects and required maintenance have been identified in the 2014 audit. The bridge rated ‘poor’ is scheduled for replacement in 2018.




Asset Class


Current Replacement Cost, $’000

Depreciable Amount, $,000


Cost, $’000

Annual Depreciation

Expense, $’000

Open Space Furniture 758 146 612 36

Park Equipment 1,390 400 990 93

Park Structures 11,994 3,989 8,006 331

Total 14,142 4,534 9,608 459

5.1.5 User Agreements

Formalised facility usage agreements/leases/licences need to be developed and executed between council and community groups/facility users and/or Committees of Management for the ongoing use of specific Council recreation open space facilities. This will include Memoranda of Understanding between Council and the Committees of Management. The arrangements in these agreements will cover the actual usage, maintenance and housekeeping responsibilities.

The arrangements will cover the actual usage as well as maintenance and housekeeping responsibilities. Guidelines are also to be provided on maintenance responsibilities.

Appendix C documents Building/Facility Maintenance Guidelines.

Also, where open space assets are provided to specific groups for their exclusive use (eg designated playing fields for particular sports where there are seasonal and time requirements) require User Agreements that establish the conditions of usage.

There should be clear and documented demarcation between Council’s responsibilities for inspecting a playing surface and those of any user group. The reason for this is as protection against liability claims in event of injury due to a defective playing area.



Refer Part 1.


The previous risk assessment associated with service delivery from open space assets identified the risk of a potential injury due to the poor condition of the pedestrian bridge in Lakala Reserve, Port Elliot. The pedestrian bridge has since been replaced, as such the risk has been addressed.

5.2.2 Inspections

The only practicable means of identifying risk is by implementing an inspection regime of the various open space assets, particularly high risk items such as children’s play spaces and playground equipment. This process should enable significant risks to be identified and remedied in advance of possible injury, damage or inconvenience to the public.

Council has a legal duty of care to the residents and the community to ensure that its assets are funded and maintained in a sustainable way, both in the short and long term. Generally the courts enforce a greater duty of care for children.

A multi-tiered inspection regime has been implemented covering routine for obvious hazards, operational maintenance, safety & compliance (2 types) and incidents.

It is proposed that inspections shall be undertaken in accordance with the requirements outlined in Appendix A in terms of inspection type, purpose, who it is to be performed by and the reporting requirements. There are two tables for Appendix A, Table A1 – Children’s Playgrounds & Table A2 for other Recreation Open Space Assets.

Routine Hazard Inspection (visual)

Playgrounds - the Level 1 Routine Inspection is a visual inspection aimed at spotting the obvious defects or hazards. These can result from vandalism, use or weather conditions and can take the form of broken equipment parts or bottles.

Other assets - identify all defects likely to create danger or serious inconvenience to building and facility users or the wider community. Reactive inspections are those undertaken following notification to council by members of the community or council employees while undertaking their normal work duties. These notifications are of defects and safety deficiencies. The subsequent inspection will be conducted by an appropriate council representative.

Operational Inspection (maintenance)

Playgrounds - the Level 2 Operational Inspection is a more detailed inspection than the Level 1 Routine Inspection and is used to check on equipment operation and stability, especially for wear.

Other assets - to determine if the assets receive the levels of service as specified in the Maintenance Plan.

Compliance Inspections

Playgrounds – there are specific safety & compliance requirements as outlined below:

A. Current Facilities - The Level 3 Safety & Compliance Inspection is a more detailed inspection than the Operational Inspection. The standards require a competent inspector to conduct Annual Inspections and submit a report. This is specialist work and requires extensive experience at a professional level. In practice an experienced third party usually conducts the Annual Inspection.

B. Post-Installation Inspection - Certified Level 3 Annual Inspectors are also called on to check newly installed play spaces. The inspection reports thus produced will be used by council to determine such things as - is this playground safe to open to children; any non-compliance issues that must be addressed; is the play space suitable for the council to accept; and can the council release the bankers guarantees or any retention monies held.


Before opening new play spaces to the public, Council needs to know from a competent inspector that the new play space has been assessed as suitably safe, complies with the safety standards and that everything has been installed correctly so that when the Routine and Operational Inspectors conduct their inspections they can focus on visual and maintenance type issues and are not distracted by Level 3 compliance issues such as fall zones, fall heights and complex potential entrapment configuration that require skills beyond their level of training and competency.

Other Assets - a formal programmed inspection undertaken in accordance with requirements of the Building or any other relevant Regulations to ensure compliance; and in addition to determine if the assets receive the levels of service as specified in the Maintenance Plan.

Condition Inspections - identify maintenance deficiencies as well as deficiencies in the structural integrity of the various components of the building/facility assets which if untreated are likely to adversely affect their values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span. These are undertaken under a formal timetable regime. Condition inspections are taken at a lesser frequency than programmed inspections that are designed to find defects due for rectification works.

Incident Inspections – enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of management and safety measures.



Currently there is no formal Recreation Open Space Maintenance Plan covering all assets within the group. However a Plan has been developed for Maintenance Response Levels of Service - Parks and Gardens.

The Parks & Gardens Plan contains relevant information including: Town landscape themes Capital Works Program Maintenance level classifications and definitions Mowing intervention levels New reserve and street trees cost of maintenance Councils reserves listed with location, job number, maintenance classification and mowing

intervention levels Maps of townships with reserves located with the corresponding numbers to the reserves list Relevant data of each reserve including assets, grass type, irrigation system, water source, total

area, area irrigated, tree types, garden bed area and plant type and mulched areas

For assets not covered under the Parks & Gardens document Council relies on maintenance and inspections being undertaken by its own direct labour organisation which has good skills and experience in this field supported by local tradespersons as contractors & subcontractors as and when required.


Maintenance service objectives are to:

Manage Alexandrina’s parks and natural environment to ensure their diversity, sustainability and recreational value for the well-being of present and future generations;

Ensure all works are performed to best horticultural practice;

Ensure all parks and recreational reserves are maintained to approved funding levels;

Identify opportunities for a reduction in Council’s operating costs;

Adopt the most efficient and effective means of delivering service; and


Ensure the provision of effective customer service and that customer requests are responded to quickly and efficiently;


Maintenance work is carried out in carried out in accordance with the following Standards and Specifications: Requirements set down by the manufacturer of proprietary products. Best appropriate practice in risk management. Parks and Gardens Maintenance Levels (work on non-capitalised assets).

In the relation to Council’s Playgrounds, designs, development and management are to be in accordance with the following Australian Standards

AS/NZS 4422: 1996, Playground Surfacing - Specification's requirements & test method AS/NZS 4486.1: 1997, Playground Equipment - Development, installation inspection maintenance &

operation AS 1924 Part 2: 1981, Design & Construction - Safety Aspects AS 4685-1: 2014, General Safety Requirements & test methods AS 4685-2: 2014, Additional specific safety requirements & test methods for swings AS 4685-3: 2014, Additional specific requirements & test methods for slides AS 4685-4: 2014, Additional specific requirements & test methods for cableways AS 4685-5: 2014, Additional specific requirements & test methods for carousels AS 4685-6: 2014, Additional specific requirements & test methods for rocking equipment


Historic maintenance expenditure patterns across the asset category are shown in Table 5.4.


Year end 30-Jun Maintenance Expenditure

2010 $2,984,500

2011 $3,277,820

2012 $3,473,228

2013 $1,393,360

2014 $1,485,740

2015 $1,570,570

Average over last 3 years $1,483,223


Figure 5.3: Projected Maintenance Expenditure

For discussion on maintenance, refer Section 2.1.




Renewal works fall into the following categories:

• Rehabilitation/Renovation: Involves the repair of an existing asset, or asset component. An example is the renovation of a sports oval by top dressing. Renovation does not provide for a planned increase in the operating capacity or design loading. It is intended to enable the asset to continue to be operated so as to meet the current standards of service.

• Replacement/reconstruction: Involves replacing an existing asset or component of that asset with the equivalent size or capacity (ie does not provide for a planned increase to the operating capacity or design loading). Some minor increase in capacity may result from the process of renewal, but a substantial improvement is needed before system development is considered to have occurred.

Required levels of expenditure on the cyclic asset renewal/replacement program will vary from year to year, and will reflect: the Age profile of the asset, Condition profile of the asset, Ongoing maintenance demand, and Differing economic lives of individual assets comprising the overall system of assets.


The Standards that apply for new recreation open space assets also apply to renewals. These standards are to be in accordance with the Standards and Specifications noted in Section 5.3.2.




Risk: The risk of failure and associated financial and social impact justifies action (e.g. poor playing surface, poorly mounted goal posts, inadequate safety requirements, etc that can lead to serious injury).


Indicators of non-performing assets include: Constant closures due to impassability; Roughness causing damage to vehicles and produce; Risk to safety is rated high on an increasing frequency.

Economics: It is no longer economic to continue repairing the asset (i.e. annual cost of repairs exceeds the annualised cost of renewal).

Assets requiring renewal are identified from inspections. Candidate proposals are evaluated 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. The priority criteria, in approximate order of importance, are detailed in Table 5.5.


Criterion

Poor compliance with Australian Standards

Replacement with more durable materials

Reduction in maintenance costs

Elimination of public risk



Due to the lack of substantive data, assets have been aggregated and assigned an identical acquisition date for each defined asset class. This results in a distorted pattern of renewals. Later refinements in process will address this anomaly.

Deferred renewal, ie, those assets identified for renewal and not scheduled for renewal in capital works programs, are to be included in the risk assessment process.

Renewals will be funded from Council’s Capital Works Program and grants where available. This is further discussed in Section 6.


Figure 5.4: Planned Renewal Expenditure – Recreational Open Space


Candidate new assets and upgrade / expansion of existing assets are identified from various sources such as Elected Member or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are investigated to verify need and to develop a preliminary estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs.

In addition to the new works funded through Council, as subdivision development occurs throughout the municipality, developers are required to provide for open space, either by suitable land or cash contribution toward development of parks and open space.

New assets donated by land developers are discussed separately in Section 4. The priority criteria, in approximate order of importance, are shown in Table 5.6 below:


Criterion

Equity of community access to facilities

Changing demographics

Changing recreation pursuits Any new works either created by Council itself or by way of development contributions cause a consequential impost on routine maintenance costs for the municipal area. The consequence arises because of the increase in maintenance responsibilities. If current levels of service are to be maintained there needs to be a corresponding increase in the maintenance budget each year to reflect growth.


Standards and Specifications for new assets and for upgrade / expansion of existing assets are as noted in Section 5.3.2.


The 10-year projected upgrade/new asset expenditure/expansion of existing assets are as shown in Figure 5.5.



Figure 5.5 illustrates the projected value of assets contributed to, acquired by, or constructed by Council. The data comprise values of donated and new / expansion assets discussed in Section 4.6.

Figure 5.5: Projected Upgrade / New Asset Expenditure

5.6 Disposal Plan

A periodic assessment needs to be undertaken of recreation open space sites that do not have an identified function or community need to critically assess their usability and viability. If this doesn’t occur, Council may well find that it is maintaining this land to minimise fire, vermin, noxious weeds and rubbish for no real community benefit. At the same time the review may reveal that these sites represent an opportunity for Council to develop a range of new open space functions.

A rationalisation and disposal strategy needs to be developed to ensure that Council isn’t left with the legacy of having to maintain this land for any longer than necessary. It diverts funds that could otherwise be used for positive community purposes. Also, sale of the land can be returned as a contribution to development costs of existing undeveloped reserves.

At this stage, no assets have been identified for possible decommissioning and disposal. For all practical purposes, the value of salvaged playground or structural materials from open space assets is of little consequence.

Road closures, ie, the legal prevention of use of a road reserve by vehicles and the public, often result in retention of the land by Council for use as a revegetation corridor and an addition to Council conservation open space. Existing road pavement materials may be ripped and left in-situ.

No plans exist to formalise a disposal schedule for the asset classes in this IAMP Part 6.





Lifecycle cost

By definition (Glossary) the life cycle cost is the average cost to provide the service over the longest asset lifecycle. It is represented by the depreciation expense. Alexandrina uses condition and/or fitness for use as the Projected Renewal Expenditure.

Due to a full data collection and condition audit of the Asset Class, known renewals were already identified and there condition was not reflected in the audit, this has resulted in a deceptive overspend in 2016.





Recreation Open Space Assets $79,805 $502,910

The financial projections are shown in Figure 6.1 for planned operating (operations and maintenance) and capital expenditure (renewal and upgrade / expansion / new assets).

Figure 6.1: Planned Operating and Capital Expenditure – Recreational Open Space



Refer Part 1.



Table 6.2 indicates the disparity in renewal funding over the next 10-years.

Table 6.2: Projected Costs and Planned Expenditure - Recreational Open Space

Year End

June 30


($'000)


($'000)

Planned Upgrade /

New Expenditure

($'000)

Planned Disposals

($'000)

Projected Renewal

Costs ($'000)

Planned Renewal

Expenditure ($'000)



($'000)

$2,016 530.29 2,031.15 156.01 $0 79.81 502.91 423.11

$2,017 644.74 2,139.30 264.20 $0 125.60 125.60 0.00

$2,018 644.74 2,139.30 264.20 $0 189.03 189.00 -0.03

$2,019 644.74 2,139.30 329.20 $0 332.59 332.60 0.01

$2,020 644.74 2,139.30 264.20 $0 540.40 540.40 0.00

$2,021 644.74 2,139.30 104.20 $0 242.22 242.20 -0.02

$2,022 644.74 2,139.30 104.20 $0 443.47 443.50 0.03

$2,023 644.74 2,139.30 104.20 $0 147.94 147.90 -0.04

$2,024 644.74 2,139.30 104.20 $0 231.24 231.20 -0.04

$2,025 644.74 2,139.30 104.20 $0 577.34 577.30 -0.04

Note 1 Refer discussion in Section 1.3 regarding significant 'maintenance' expenditure on non-capitalised assets.


Table 6.3: Planned Maintenance and Capital Expenditure Summary – Rec Open Space Assets



Expenditure ($'000)


($'000)


Planned Renewal




Projected Renewal


32,883 3,288 2,031 503 2,534 80



Projected costs identified in Section 6 are to be funded from Council’s operating and capital budgets. The funding strategy will be detailed in Council’s LTFP.




Asset values are forecast to increase as additional assets are added from developer contributions and new, expanded and upgraded assets from construction and acquisition by Council. Figure 6.3 shows the projected asset values over the planning period.


Figure 6.3: Projected Asset Values - Recreational Open Space

The accumulated depreciation expense forecast is summarised in Figure 6.4.

Figure 6.4: Projected Accumulated Depreciation Expense - Recreational Open Space



Figure 6.5: Projected Depreciated Replacement Cost - Recreational Open Space


Refer Part 1.



Parameter Document

Section Assumption








5 Similar pattern to previous years, with regular increases to recognise large asset stock

Maintenance and renewal costs for recreational open space assets will typically increase to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger asset stock). Again, asset values are predicted to increase over the reporting period. Maintenance costs will need to be closely monitored to ensure that sufficient funds are available to optimise long-term expenditure and not create a backlog.




Refer Part 1.


Refer Part 1.


Refer Part 1.


Refer Part 1.









For recreational open space assets, the confidence levels are:

Jetties and Wharves B

Playgrounds B

Footbridges and Boardwalks B

Park Furniture B





The degree to which the identified cash-flows are incorporated into Council’s LTFP and strategic management plan.



As recommended in the previous Plans, Recreational Open Space assets have recently been reassessed, condition rated, quantified, valued and modelled.

Along the path from core IAMP to advanced IAMP, additional refinements to processes and outcomes will recommended to date, with particular relevance to Part 6, are shown in Table 8.1.


Task No Task Responsibility

Resources Required

1 Maintenance Activities - document levels of service and review and develop Maintenance Management Plan

GM ES Staff

2 Open Space Strategic Plan - develop IE / GM PS Staff

3

Limit of Responsibility – determine and document extent of section responsibility for assets in Open Space, eg. buildings, roads / paths and watercourses / basins

GM IPD / GM ES Staff

4 Limit of Responsibility – determine and document extent of Club responsibility for sporting assets in Open Space eg, tennis court surfacing and backstops

GM IPD / GM ES

Staff

5

Usage Agreements – Formalise by way of signed Agreements the extent of Club responsibility for sporting assets in Open Space eg, tennis court surfacing and backstops

GM IPD / GM ES

Staff




9 REFERENCES Refer Part 1.


10 APPENDICES

APPENDIX A Proposed Inspection Requirements

Table A.1: Children’s Playgrounds

Table A.2: General Recreation Open Space Assets


APPENDIX C Maintenance Guidelines for User Groups

APPENDIX D 10-Year Capital Expenditure Program

APPENDIX E 10-Year Operations, Maintenance & Capital Expenditure Program

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendix A: Proposed Inspection Regimes 6 – A1

Appendix A: Proposed Inspection Requirements

Table A1: – Children’s’ Playgrounds


Level 1 Routine Safety/Hazard Inspection (visual)

This is a visual inspection aimed at spotting the obvious hazards. Hazards may be detected as the result of vandalism, use or weather conditions

and can take the form of broken equipment parts or bottles.

Suitably trained grounds maintenance staff can carry out this inspection and make a simple record of their findings. It may sometimes be part of their job to clean the area and remove litter;


Level2 Operational Inspection (maintenance)

A more detailed inspection than the Routine Inspection and is used to check on equipment operation and stability, especially for wear.

A record of each playground is to be completed detailing the name of the inspector, the inspection date, time and building/facility name and a description of any defects found (NB: this may include insurance or litigation requirements)

Inspections to be conducted by trained, examined and certificated Australian Playground Safety Institute (APSI) Level II Operational Inspectors who have met the requirements of the Royal Society for the Prevention of Accidents (RoSPA) internationally recognised competency standard for playground inspectors.

A notation must to be recorded of any playground inspected even if there are no defects apparent under the specific rigour of the inspection.

Level 3 Safety & Standards Compliance Inspection

A. Existing Playground Equipment A more detailed inspection than the Operational Inspection An inspection specifically to identify maintenance & structural deficiencies of the

various playground equipment components which if untreated are likely to cause injury to users. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span.

B. Newly-installed Playground Equipment Certified Level 3 Annual Inspectors are also called on to check newly installed

play spaces.

The standards require a competent inspector to conduct Annual Inspections and submit a report.

This is specialist work and requires extensive experience at a professional level. In practice an experienced third party usually conducts the Annual Inspection. To avoid any potential conflict of interest the Level 3 Annual Inspector must be

independent of the playground provider, designer, manufacturer and installer. It is common for their reports to be used as legal evidence in court should litigation

occur, or in disputes between playground providers, installers or maintainers

Incident Inspection

An inspection carried out to comply with requirements of Council’s Risk Management processes;

This inspection enables an incident condition report to be prepared for use in legal proceedings and the gathering of information for the analysis of the causes of accidents and the planning and implementation of building management and safety measures.

A competent inspector as outlined above. Formal Incident Report required, as described.

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendix A: Proposed Inspection Regimes 6 – A1

Table A2: – General Recreation Open Space Assets


Level1 Hazard Inspection

Hazard inspections are designed to identify all defects likely to create danger or serious inconvenience to Open Space users or the wider community.

Hazards may be detected as the result of: (a) formal programmed defect inspection; or (b) observation followed by notification to council by members of the community or council

employees while undertaking their normal work duties with a subsequent safety inspection to be conducted by an appropriate council officer.

Council representative with some knowledge of open space facility maintenance techniques who may then call in a higher level of expertise if necessary.


Level 2 Contract/Spec. Compliance Operational Inspection

A formal programmed inspection undertaken to ensure compliance with Legislation & Regulations; A record of each open space facility is to be completed detailing the name of the inspector, the

inspection date, time and facility name and a description of any maintenance contract non-compliance and also defects found that are at the specified intervention levels defined in the Maintenance Service Agreement;

In addition, a notation must to be recorded of any facility inspected even if there is full compliance & no defect is apparent under the specific rigour of the inspection.

Suitably experienced officer who is familiar with the open space assets;

A record of the inspection is to be signed by the inspector for placing on council’s asset database for reference purposes (NB: this may include insurance or litigation requirements).

Level 3 Condition Inspection (Maintenance & Structural)

An inspection specifically to identify maintenance deficiencies as well as deficiencies in the structural integrity of the various components of the assets which if untreated is likely to adversely affect their values. The deficiencies may well impact short-term serviceability as well as the ability of the component to continue to perform for the duration of its intended life span;


Inspection undertaken under the direction of a suitably qualified person, trades person or experienced technical officer with extensive knowledge and experience in open space asset construction and maintenance practices;

Specific data to be recorded is determined by requirements of the Maintenance Service Agreement & the Asset Information System used to assess asset component needs.

Incident Inspection

An inspection carried out to comply with requirements of Council’s Risk Management processes; This inspection enables an incident condition report to be prepared for use in legal proceedings and the

gathering of information for the analysis of the causes of accidents and the planning and implementation of building management and safety measures.

Qualified person or experienced technical officer with extensive knowledge and experience in open space asset construction and maintenance practices.

Formal Incident Report required, as described.

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendix B: Inspection Management Flow Chart 6 – B1

Appendix B: Inspection Management Flow Chart

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Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendix C: Maintenance Guidelines for User Groups 6 – C1

Appendix C: Maintenance Guidelines for User Groups Council Buildings & Reserves

The following are the preferred Management Committee & User Group responsibilities and Council’s responsibilities:

ITEM MANAGEMENT COMMITTEE RESPONSIBILITY COUNCIL’S RESPONSIBILITY

Heating fixtures Payment of all electricity accounts, servicing, replacing and repairing when required No responsibility

Building alterations To determine and document building alteration requests

Assess submitted requests and if approved ensure satisfactory completion of work by the responsible parties

Curtains and blinds Regular cleaning and repair No responsibility

Ceilings Repairs due to foreseeable misuse Major repair and/or replacement due to structural faults, age etc

Doors (including cupboard doors and door fittings)

Regular cleaning and repair of internal doors due to foreseeable misuse Replacement due to structural fault.

Electrical wiring and fittings in the building

Repair and replacement due to foreseeable misuse. Repair and replacement of light fittings, switches and power points

Building wiring including the switchboard

Fire extinguishers Fill when discharged and pay for annual inspection fee Arrange annual inspection of units

Floor surfaces and coverings Regular cleaning and maintenance No responsibility

Glass Keep clean and replace breakages up to $500 per incident If cost > $1,000 arrange insurance claim

Vandalism Responsible for repairs up to $500 If cost > $1,000 arrange insurance claim Keys, Locks Management of keys issued by Council Purchase, install and maintain all locks Training lights (Recreation Grounds)

Purchase, installation, maintenance and operational costs

No responsibility

Security system Total responsibility for purchase, installation, service and maintenance No responsibility

Light globes (internal and external) Replacement and repair faulty fittings No responsibility

Plumbing and fixtures Cost of internal repairs due to foreseeable misuse, and any add on fixtures not standard within the building

Provision of water and sewerage services to premises

Plumbing waste pipes and drains

To keep pipes and drains clear of foreign objects and to clear if blocked by these materials No responsibility.

Other permanent fixtures Regular cleaning of all fixtures and repair/replace if due to foreseeable misuse No responsibility

Hygiene To keep all areas in a clean and hygienic state No responsibility Painting External and internal painting as needed No responsibility Roofs No responsibility All maintenance and repair as required Walls Regular cleaning and repair of internal walls Structural maintenance

Building (external) General maintenance or as specified in agreement No responsibility or as specified in agreement

Food handling areas and equipment

To comply with the relevant Health Act and regulations No responsibility

Goal posts (if applicable) Total responsibility for repairs and maintenance No responsibility Mowing (including line marking) As specified in agreement As specified in agreement

Infrastructure and Asset Management Plan Alexandrina Council Part 6, Recreational Open Space: Appendices D & E: Ten Year Long Term Financial Plan (2016-2025) Summary 6 – D&E1

Appendix D: 10-Year Capital Expenditure Program


RECREATIONAL OPEN SPACE

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Renewal $502,910 $125,600 $189,000 $332,600 $540,400 $242,200 $443,500 $147,900 $231,200 $577,300

Upgrade $40,800 $22,400 $22,400 $47,400 $22,400 $22,400 $22,400 $22,400 $22,400 $22,400

Expansion $115,210 $241,800 $241,800 $281,800 $241,800 $81,800 $81,800 $81,800 $81,800 $81,800

TOTAL CAPITAL $658,920 $389,800 $453,200 $661,800 $804,600 $346,400 $547,700 $252,100 $335,400 $681,500

Appendix E: 10-Year Operations, Maintenance & Capital Expenditure Program

RECREATIONAL OPEN SPACE

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

Capital $658,920 $389,800 $453,200 $661,800 $804,600 $346,400 $547,700 $252,100 $335,400 $681,500


$2,561,440 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040 $2,784,040

TOTAL COSTS $3,220,360 $3,173,840 $3,237,240 $3,445,840 $3,588,640 $3,130,440 $3,331,740 $3,036,140 $3,119,440 $3,465,540

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