ASSET MANAGEMENT PLAN - City of Greater Geraldton · 2016. 3. 30. · asset or a system. Cost of an...

PO Box 101 Geraldton WA 6531 Geraldton Civic Centre T 08 9956 6600 F 08 9956 6674

Mullewa Office T 08 9961 1007 F 08 9961 1206 E [email protected] W www.cgg.wa.gov.au

Parks and Recreation

ASSET MANAGEMENT PLAN

Version 1.3 – February 2012

rebekaht

Typewritten Text

CI011 ATTACHMENT 2 of 4

City of Greater Geraldton – Parks and Recreation Asset Management Plan – Version 1.3

Document Control

Document ID: CGG pramp version 1.0.doc

Rev No Date Revision Details Author Reviewer Approver

1 November 2011 First Draft

1.1 6th February 2012 Additional growth content

ND

1.2 6th February 2012 ACEAM’s revised modelling and financial commentary added

ND/BC

1.3 7th February 2012 ACEAM’s modelling removed

- i -


TABLE OF CONTENTS TABLE OF CONTENTS ......................................................................................................................... i GLOSSARY ........................................................................................................................................ iii 1. EXECUTIVE SUMMARY ............................................................................................................ 1

1.1 Background .................................................................................................................................. 1 1.2 What Council Provides ................................................................................................................. 2 1.3 Levels of Service ........................................................................................................................... 3 1.4 Current Levels of Service .............................................................................................................. 3 1.5 Plans for the Future ..................................................................................................................... 4 1.6 Lifecycle Management ................................................................................................................. 4 1.7 Monitoring and Improvement Program ...................................................................................... 5 1.8 The Next Steps ............................................................................................................................. 5

2. INTRODUCTION ...................................................................................................................... 7 2.1 Background .................................................................................................................................. 9 2.1.1 Key Assets Covered by this PRAMP ............................................................................................. 9 2.2 Asset Management Frameworks Applicable to this PRAMP...................................................... 10 2.3 Key stakeholders ........................................................................................................................ 12 2.4 Goals and Objectives of Asset Management ............................................................................. 13 2.5 Plan Framework ......................................................................................................................... 15 2.6 Core and Advanced Asset Management .................................................................................... 15

3. LEVELS OF SERVICE ...............................................................................................................17 3.1 Customer Research and Expectations ........................................................................................ 17 3.2 Legislative Requirements ........................................................................................................... 17 3.3 Asset Hierarchy .......................................................................................................................... 19 3.4 What are Council’s Levels of Service currently delivered? ........................................................ 20 3.4 Desired Levels of Service ............................................................................................................ 25

4. FUTURE DEMAND .................................................................................................................26 4.1 Demand Forecast ....................................................................................................................... 26 4.2 Changes in Service Expectations and Climate ............................................................................ 28 4.3 Demand Management Plan ....................................................................................................... 29 4.4 New assets from growth ............................................................................................................ 29

5. LIFE-CYCLE MANAGEMENT PLAN .........................................................................................32 5.1 Background Data ........................................................................................................................ 32 5.2 Risk Management Plan .............................................................................................................. 37 5.3 Routine Maintenance Plan ......................................................................................................... 39 5.4 Park and Recreation Assets Renewal Plan ................................................................................. 41 5.4.1 Renewal Plan .............................................................................................................................. 41 5.5 Parks and Recreation New / Expansion / Upgrade Plan ............................................................ 45 5.6 Parks and Recreation Disposal Plan ........................................................................................... 47

6. FINANCIAL SUMMARY ..........................................................................................................48 6.1 Forward Projection of Current Practice ..................................................................................... 48 6.1.1 Sustainability of service delivery ................................................................................................ 48 6.2 Funding Strategy ........................................................................................................................ 50 6.3 Key Assumptions made in Financial Forecasts ........................................................................... 51

7. ASSET MANAGEMENT PRACTICES ........................................................................................52 7.1 Accounting/Financial Systems ................................................................................................... 52 7.2 Asset Management Systems ...................................................................................................... 52 7.3 Information Flow Requirements and Processes ........................................................................ 52 7.4 Standards and Guidelines .......................................................................................................... 54

8. PLAN IMPROVEMENT AND MONITORING ............................................................................55 8.1 Performance Measures .............................................................................................................. 55 8.2 Improvement Plan ..................................................................................................................... 55 8.3 Monitoring and Review Procedures........................................................................................... 55

REFERENCES ...................................................................................................................................57 APPENDICES....................................................................................................................................58

- ii -


Appendix 1 System Interaction and Information Flow Diagram ................................................... 58

- iii -


GLOSSARY Annual service cost (ASC) An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset class Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37).

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 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 management system** A systematic process for measuring and predicting the condition of asset condition over time and recommending corrective actions.

Assets Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month.

Average annual asset consumption (AAAC)* The amount of a local government’s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the

Remaining Life and totalled for each and every asset in an asset category or class.

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, e.g. extending a drainage or road 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 funding Funding to pay for capital expenditure.

Capital grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital investment expenditure See capital expenditure definition

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

- iv -


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, e.g. resurfacing or re-sheeting a material part of a road network, replacing a material section of a drainage network 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, e.g. 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.

Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assets See asset class definition

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.

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.

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.

Cyclic Maintenance** Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. 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 (AASB 116.6)

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.

- v -


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

Economic life See useful life definition.

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

Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arm’s length transaction.

Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

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, e.g. roads, drainage, 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.

Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) Use in the production or supply of goods or services or for administrative purposes; or

(b) Sale in the ordinary course of business (AASB 140.5)

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).

Life Cycle Cost ** The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises annual maintenance and asset consumption expense, represented by depreciation expense. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

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

Loans / borrowings Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in ‘spreading the burden’ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and renewal gap Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (e.g. 5, 10 and 15 years).

Maintenance and renewal sustainability index Ratio of estimated budget to projected expenditure for maintenance and renewal of

- vi -


assets over a defined time (e.g. 5, 10 and 15 years).

Maintenance expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required 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.

Materiality An item is material is 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-revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, e.g. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

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

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.

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 that carried out in response to service requests and management/supervisory directions.

Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.

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.

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital 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.

- vii -


Renewal See capital 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.

Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, e.g. public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

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.

Section or segment A self-contained part or piece of an infrastructure asset.

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).

Strategic Management Plan (SA)** Documents Council objectives for a specified period (3-5 yrs), 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.

Sub-component Smaller individual parts that make up a component part.

Useful life Either: (a) The period over which an asset is expected to be available for use by an entity, or (b) The number of production or similar units expected to be obtained from the asset by the entity.

It is 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. It is the same as the economic life.

Value in Use The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

Source: DVC 2006, Glossary

Note: Items shown * modified to use DA instead of CRC

Additional glossary items shown **

- 1 -


1. EXECUTIVE SUMMARY

1.1 BACKGROUND

In March 2007 the Local Government and Planning Ministers’ Council (LGPMC) agreed to a nationally consistent approach to asset planning and management, financial planning and reporting and assessing financial sustainability. Each State Minister endorsed the National Frameworks for Financial Sustainability in Local Government for implementation in the context of their relationships with their local government sectors. The National Frameworks consist of three main components as follows:

Asset Planning and Management

Financial Planning and Reporting

Criteria for Assessing Financial Sustainability

The WA DLG framework is to reshape the existing framework in some way to strengthen strategic focus, streamline the planning and reporting processes and encourage integration between the various Council strategic documents and plans. It is designed to allow councils more autonomy in responding to their community’s various needs, and encourages elected representatives to play a leading role in developing long term plans.

The recommendations provided through this Plan are essentially equipping Council to take a strategic approach to comply with this framework.

The fundamental purpose of this Parks and Recreation Asset Management Plan (PRAMP) is to improve Council’s long-term strategic management of its parks and recreation assets in order to cater for the community’s desired levels of service in the future, in accordance with Council’s key strategic documents and demonstrate reasonable management in the context of Council’s available financial and human resources.

This PRAMP is prepared as a ‘core’ asset management plan in accordance with the International Infrastructure Management Manual, the requirements of the National Framework and the DLG mandates. It is prepared to meet 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.

Future revisions of this asset management plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

- 2 -


1.2 WHAT COUNCIL PROVIDES

There are 128 parks covered by this Asset Management Plan and the assets within are summarised by Category in the following table.

Asset Category Quantity

Playing Fields 614,967 m2

Passive Open Space 1,022,068 m2

Garden Beds and Edging 54,863 m2

Hardsurface Open Space 58,952 m2

Fences, Bollards, Retaining Walls 42,900 LM

Playgrounds and Play Equipment 76 playparks

Sport Equipment (inc training stations and cricket nets/wickets) 161 items

Entry Statements (inc Artwork, Statues and other Ornaments) 130 items

Other Passive Furniture (shade, seating, tables, bins, water furniture, etc)

4463 items

Irrigation

Park Signage 184 items

Table 1 – Assets covered by this Plan

(Current Estimated Replacement Value in $30.45M)

Figure 1 –City of Greater Geraldton Park and Recreation Asset Distribution

Playing Fields, $6.37

Passive Open Space, $4.79

Gardens, $1.37

Hard Surfaces, $3.26

Fences, $2.55

Playgrounds, $2.78

Sport Equipment,

$0.45

Entry Statements, $1.42

Other Passive Furniture, $2.93

Irrigation, $4.50

Park Signage, $0.04

Park and Recreation Asset Distribution

- 3 -


1.3 LEVELS OF SERVICE

To achieve and sustain acceptable standards of service, Council’s park and recreation assets require an annual commitment of funds. The provision of adequate financial resources ensures that the assets are appropriately managed and preserved so that they can support Council’s service delivery programs. The levels of service documented in this AMP therefore reflect the best assumptions of current levels of service provided by Council, for the benefit of the community, in the context of Council’s financial and human resources.

In the management of park and recreation assets, higher quality standards and quicker response times are given to the more important parks and recreation areas in the portfolio. To provide rigour for prioritisation decisions, a five-level asset hierarchy is being developed and applied to park and recreation assets. The hierarchy levels allow a graded level of service to be provided to parks and recreation areas on the basis of importance.

Key Performance Indicators are being developed to monitor the delivery of maintenance works against the levels of service.

1.4 CURRENT LEVELS OF SERVICE

CGG has defined two tiers of service levels:

The first being ‘Strategic Levels of Service’ – what we expect to provide in terms of key customer outcomes:

Appropriateness of service.

Accessibility to users 24 hours a day, 7 days a week.

Affordability – acknowledging that we can only deliver what we can afford.

Relevance of the service being provided – in terms of demand characteristics, future demographics, current back-logs and where the pressure points are.

The second being ‘Operational Levels of Service’

What we will do in real terms, i.e. reliability, functionality and adequacy of the services provided. Typically, this T

AMP has documented our standards – i.e. at what point will we repair, renew or upgrade to meet the customer outcomes listed in the strategic levels.

Operational levels of service are also referred within Council as Technical Levels of Service and have been defined for each of the following:

o New/Expansion Asset – If we provide new park and recreation structures / assets, then what design and maintainability standards shall apply to make them meet our strategic outcomes.

o Upgraded or Reconstructed Asset to original standard - If we upgrade or reconstruct park and recreation assets, then what design and maintainability standards shall apply to make them meet our strategic outcomes.

o Maintenance – When will we intervene with a maintenance repair and what will be our responsiveness in terms of customer requests for maintenance faults.

Council’s current service levels are detailed in Section 3 of this PRAMP.

- 4 -


1.5 PLANS FOR THE FUTURE

Based on recent trends, the total population is projected to grow by 2.2% per year from a 2010 base of 39,368 people to 59,859 by 2029. The demand for new services will be managed through a combination of retiring inefficient assets, upgrading of existing assets and providing new assets to meet demand and demand management. A Demand Management Plan will be developed in a future revision of this asset management plan.

Pages Beach Park, West End

1.6 LIFECYCLE MANAGEMENT

The practice of life-cycle asset management requires the consideration of all long-term cost (or savings) impacts as part of the asset life-cycle from initial planning to ultimate disposal.

- 5 -


Figure 1 is a graphical representation of the asset lifecycle including each of the stages an asset passes through during its life. The key to effective life-cycle management of assets is a sound knowledge of the:

Condition of the assets.

Rate of asset deterioration.

Cost of renewal.

- 6 -


Figure 1 – The Cycle of Asset Management

1.7 MONITORING AND IMPROVEMENT PROGRAM

Any Asset Management Plan must be a dynamic document, reflecting and responding to changes over time.

The effectiveness of the PRAMP can be measured by the degree to which the required cashflows identified in this infrastructure and asset management plan are incorporated into council’s long term financial plan and Strategic Management Plan.

Given the recent amalgamation of the City of Geraldton-Greenough and the Shire of Mullewa to form the City of Greater Geraldton a full review of the PRAMP should take place in 12 months once further data collection, modelling and asset valuation is carried out. Following that a full review of the TRAMP should take place every three to five years to document progress and set out proposals for the next five years. The PRAMP 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.

An Improvement Program in Section 8 has been developed in which it is recommended that Council undertakes a number of actions with an aim to improve the accuracy and confidence in the information and improve its practices with respect to Council’s road and transport assets.

1.8 THE NEXT STEPS

To move forward, Council needs to adopt a multi-faceted approach. Section 8 sets out a 13-Step Improvement Plan. In terms of addressing the renewal budgeting needs, the key actions are:

Within funding and staffing constraints, immediately increase spending on asset renewal projects in order to slow the growing backlog.

Change maintenance standards and practices to lower annual maintenance costs while still achieving desirable asset lives.

Consult with the community to find agreed Levels of Service that align expectations with their capacity and willingness to pay.

Investigate funding and borrowing opportunities that will enable Council to fund asset renewal at the required levels.

- 7 -


Continue to develop the asset modelling tools in order to generate robust projections of funding requirements at Council service and asset component levels.

- 8 -


2. INTRODUCTION

The City of Greater Geraldton was established on 1 July 2011 with the amalgamation of the former City of Geraldton-Greenough and the Shire of Mullewa. The Greater Geraldton local government district has a total population of 39,368 and an area of 12,483.3 square km.

The traditional custodians of the land we now call the Mid West region consist of several language groups including the Amangu people, Naaguja people, Wajarri people, Nanda people, Badimia people and Western Desert people. Collectively known as Yamatji, this group’s history in the Mid West dates back at least 40,000 years. Yamatji culture continues to have a strong presence in the region. Greater Geraldton boasts a strong and diverse economy based on fishing, mining, agriculture and tourism. The area around Geraldton enjoys a sunny Mediterranean climate with hot, dry summers and mild winters. The cooling southerly wind keeps the temperature pleasant during the summer months, giving Geraldton its reputation as an international mecca for kite and wind surfing. Geraldton is the major regional centre of Australia’s Coral Coast overlooking the Indian Ocean, is a thriving city steeped in indigenous and pioneering history. The city has all the major services, cultural, shopping and sporting facilities you would expect in a city, yet a more relaxed pace of life, typical of the country. Geraldton is within easy driving distance to Perth, being 424km north of the State capital. It has regular air services and exports to the rest of world via the Geraldton Port.

The Greenough area and Walkaway area and surrounding district has some of Western Australia’s premier heritage buildings. The district reflects the high value agricultural land that has been farmed since its settlement over 170 years ago.

Mullewa and the surrounding district has become one of Western Australia’s primary agricultural areas, with broad-acre grain farms producing in excess of 250,000 tonnes annually. The Mt Gibson iron ore mine near Tallering Peak has also brought new opportunities and increased tourism to the area. Localities in the Mullewa ward include Tenindewa, Pindar, Tardun, Devils Creek, Wongoondy, Ambania, Nunierra and West Casuarinas. The strong bonds that exist within the Mullewa community make it a town of great pride, culture and history. Situated an hour’s drive inland from Geraldton, Mullewa sits in the heart of the wildflower region of Western Australia and is proud to be known as the heart of wildflower country. The town is considered as the gateway to the North’s vast pastoral and mining land and is well known for its beautiful church, designed and built by priest architect Monsignor John Hawes. With the amalgamation of these great districts, the City of Greater Geraldton is set for a vibrant future.

- 9 -


Figure 3 – Map of the City of Greater Geraldton

Greater Geraldton’s population growth in past years has been significant and further rapid growth is anticipated as major projects are established. In 2010, the population of the local government district reached 39,368 according to the Australian Bureau of Statistics, representing continued strong population growth. The City has a strong and diverse employment base with unemployment figures for March 2011 showing just 4.56%. Major employers continue to be the agriculture, forestry and fishing and retail sectors; followed closely by the education, construction, mining, tourism and manufacturing sectors. The region’s Gross Regional Product was $4.5 billion in 2009/10, the latest estimate available. Detailed analysis based on current and proposed investment in the region suggests Mid West GRP will reach between $10 billion and $22 billion by 2029. Mining is the most valuable sector. In 2009/10 the mining and petroleum production in the Mid West reached a value of $2.5 billion with on-shore crude oil, condensate and natural gas valued at an additional $52.5 million. More recent estimates suggest the value of current and proposed resource projects has since increased substantially. Agriculture remains a significant industry for the Mid West with a gross value of $871.9 million in 2008/09 - 12.1% of the State’s total. Agriculture includes cereal and legume crops, livestock (predominantly sheep and cattle), horticulture and aquaculture. The Mid West also has the highest value fishing industry in Western Australia, 389 tonnes valued at $2 million was caught in 2008/09. The lobster catch alone was worth $97 million in 2008/09. As the major regional centre in the internationally popular Coral Coast region, tourism makes an important contribution to the local economy. For 2006-2008 the year end visitor numbers to Geraldton averaged 220,600. This included 156,300 overnight visitors, a third of the total visitation to the Coral Coast. Geraldton also attracted half of all interstate visitors, more than other tourist destinations in the region.

The City enjoys significant tracts of natural bushland, biodiversity corridors and water habitats. It is also known for its parklands, such as the City Foreshore and HMAS Sydney Memorial Park. The City

- 10 -


Foreshore and these parklands provide exceptional recreation areas for city residents and regional visitors.

The City of Greater Geraldton is also a city which strongly supports an active and sporting community. The City has significant sporting infrastructure, including three golf courses, two aquarenas, Geraldton’s Eighth St Sports Complex, (including the Geraldton Basketball Stadium, Netball stadium, Hockey Club and AFL Oval), various football ovals, and racecourse with trotting facility.

2.1 BACKGROUND

The fundamental purpose of this Parks and Recreation Asset Management Plan (AMP) is to improve Council’s long-term strategic management of its parks and recreation assets in order to cater for the community’s desired levels of service in the future, in accordance with Council’s key strategic documents and demonstrate reasonable management in the context of Council’s available financial and human resources.

The AMP achieves this by setting standards, service levels and programmes which Council will develop and deliver. The standards and service levels have been set in accordance with user needs, regulations, industry practice and legislative codes of practice.

The asset management plan is to be read with the following associated planning documents:

City of Greater Geraldton Integrated Strategic Planning Framework Policy CP005.

City of Greater Geraldton Asset Management Policy CP004.

City of Greater Geraldton Management Plan 2010-2014.

City of Greater Geraldton Strategic Community Plan 2011 - 2021.

City of Greater Geraldton Financial Sustainability Policy CP014.

2.1.1 KEY ASSETS COVERED BY THIS PRAMP

There are 128 parks and recreation assets covered by this AMP and these are summarised by Category in Error! Reference source not found.. (Note: this does not cover road reserve turf and gardens)

Asset Category Quantity

Playing Fields 614,967 m2

Passive Open Space 1,022,068 m2

Garden Beds and Edging 54,863 m2

Hardsurface Open Space 58,952 m2

Fences, Bollards, Retaining Walls 42,900 LM

Playgrounds and Play Equipment 76 playparks

Sport Equipment (inc training stations and cricket nets/wickets) 161 items

Entry Statements (inc Artwork, Statues and other Ornaments) 130 items

Other Passive Furniture (shade, seating, tables, bins, water furniture, etc)

4463 items

Irrigation

Park Signage 184 items

Table 2 – Assets covered by this Plan

- 11 -


2.2 ASSET MANAGEMENT FRAMEWORKS APPLICABLE TO THIS PRAMP

NATIONAL FRAMEWORK FOR LOCAL GOVERNMENT FINANCIAL SUSTAINABILITY In March 2007 the Local Government and Planning Ministers’ Council (LGPMC) agreed to a nationally consistent approach to asset planning and management, financial planning and reporting and assessing financial sustainability. Each State Minister endorsed the National Frameworks for Financial Sustainability in Local Government for implementation in the context of their relationships with their local government sectors.

The National Frameworks consist of three main components as follows:

Asset Planning and Management This framework consists of seven elements which each State and Territory is expected to adopt as follows:

Development of an Asset Management Policy – Each state/territory is expected to develop an asset management policy, which provides high-level guidance to assist councils in developing their own asset management policy.

Strategy and Planning – Councils should be provided with guidance from the State on developing an asset management strategy, which is designed to support and implement its asset management policy;

Governance and Management Arrangements – Councils should be encouraged to apply and effect good governance and management arrangements which link asset management to service delivery and include assigning roles and responsibility for asset management between the CEO, the Council and senior managers;

Defining Levels of Service – mechanisms should be established that include community consultation to define the levels of service councils are expected to provide from their asset base;

Data and Systems – a framework for collection of asset management data should be established;

Skills and Processes – the asset management framework should contain a continuous improvement program;

Evaluation – the asset management framework should contain a mechanism to measure its effectiveness.

Financial Planning and Reporting This focuses on local government’s financial management at both the strategic and operational levels. The framework requires the preparation of:

A long term strategic plan which includes a financial component, demonstrating how the outcomes of the plan will be funded.

An annual budget format comparable with the audited financial statements, linked to strategic objectives, which at a minimum should include:

o Estimates of revenue and expenditure o An explanation of how revenue will be applied o An explanation of the financial performance and position of the council.

Annual financial statements and annual report, which should include: o A report on council’s operations during the financial year o An explanation to the community on variations between the budget and the actual

results and how this may impact on the strategic plan o Audited financial statements for the financial year (prepared and audited in

accordance with Australian Accounting and Auditing Standards).

- 12 -


Criteria for Assessing Financial Sustainability The National Frameworks define a council’s long-term financial performance and position as sustainable when planned long term services and infrastructure standards are met without unplanned increases in rates and charges, or disruptive cuts to services.

The frameworks provide a range of financial sustainability indicators. However they stress that the usefulness of indicators is not in the numbers themselves but the analysis of what is driving the indicator.

THE WA DEPARTMENT OF LOCAL GOVERNMENT - DLG MODEL A new planning and reporting framework for WA local government has been introduced. These reforms replace the former Management Plan and Social Plan with an integrated framework. It also includes a new requirement to prepare a long-term Community Strategic Plan and Resourcing Strategy. The components of the new framework and how they fit together are illustrated in the following diagram below.

- 13 -


Figure 4 – Local Government Planning & Reporting Framework

The recommendations provided through this Asset Management Plan (as prescribed under Section 403 Part 2 of the Local Government Act) feeds directly into Council’s Resourcing Strategy for the provision of resources required to implement the Community Strategic Plan and is essentially equipping Council to take a strategic approach to comply with this framework.

The Integrated Planning and Reporting project aims to improve Councils’ capacity for long-term planning and should help them to identify their resourcing needs earlier in the planning cycle. The requirement to consider resourcing over the 10-year period of the plan will help Council to take a wider view of their needs, considering not only finances, but also human resources and asset requirements. They will be able to identify the additional resources that could be raised through borrowings, rate variations or grants and will be in a better position to take maximum advantage of funding opportunities, resource sharing options and strategic alliances.

2.3 KEY STAKEHOLDERS

The key stakeholders are internal custodians as well as external individuals, companies, service authorities, government authorities and community groups who have a vested interest in management of parks and recreation areas. The following groups have been identified as key stakeholders:

Strategic Community

Plan

Asset Management

Strategy

Asset Management Policy

Asset Management

Plans

Evaluation of Process and

Plans

Annual Report

Long Term

Financial Plan

Informing Strategies

Corporate Business Plan

- 14 -


Table 3 – Key Stakeholders in Asset Management at City of Greater Geraldton

Stakeholder Role

Elected Members Endorsement of the asset management policy, strategy and plans. Set high level direction through the development of asset management principles in the Community Plan.

Senior Management Endorse the development of asset management plans and provide the resources required to complete this task. Set high level priorities for asset management development in Council and raise the awareness of this function among Council staff and contractors. Support the implementation of actions resulting from this plan and prepared to make changes to a better way of managing assets and delivering services. Support for an asset management driven budget and LTFP.

City Assets and Infrastructure

Consolidating the asset register and ensuring the asset valuations are accurate. Development of supporting policies such as capitalisation and depreciation. Preparation of asset sustainability and financial reports incorporating asset depreciation in compliance with current Australian accounting standards. AM and GIS support and admin.

Field Services Staff Provide local knowledge level detail on all infrastructure assets. They verify the size, location and condition of assets. They can describe the maintenance standards deployed and Council’s ability to meet technical and customer levels of service.

External Parties Community residents & businesses; Tourist and Visitors (as occasional users); Neighbouring Councils; Local Businesses

2.4 GOALS AND OBJECTIVES OF ASSET MANAGEMENT

The Council exists to provide services to its community. Some 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 to meet increased levels of service.

Council’s goal in managing these road and transport assets as adopted in its Asset management Policy, is “to ensure the responsible management of assets owned and/or administered by Council, in terms of sustainable social, environmental, economic and governance outcomes, for the ongoing benefit of the CGG Community”.

The focus of our Asset Management Plan for roads and transport assets is to be pro-active. It will enable us to:

Take a life cycle approach, o Have precise knowledge of what we own or have responsibility or legal liability for; o Record and extract information on these assets in a register down to an identifiable

level; o Report on our annual depreciations and asset consumption at an asset component

level;

Develop cost-effective management strategies for the long term,

- 15 -


o Understand the long term (10-20 years) funding needs of our buildings and structures to meet our strategic expectations in both capital and maintenance expenditure;

Provide a defined level of service and monitoring performance, o Measure and monitor the condition, performance, utilisation and costs of assets down

to the managed component level and aggregate this data up to give outputs of cost and performance at the portfolio level;

o Understand and record the current levels of service in terms of responsiveness and performance;

o Understand the likely future levels of service required based on growth, demographic changes and community expectations;

Understand and meet the demands of growth through demand management and infrastructure investment,

Manage risks associated with asset failures,

Sustainably use of physical resources,

Continuously improve asset management practices. o Have uniform processes across our whole organisation for the evaluation of any

investment in: Renewal, upgrades and expansions of existing assets; Creation of new assets; Maintenance of existing assets; and Operational expenditure to deliver services.

This TRAMP documents how Council’s roads and transportation assets are managed and maintained to meet the needs of the community. In order to do this effectively, other Council policies, strategies and plans have been considered to determine how this impacts on the TRAMP.

This asset management plan is prepared under the direction of Council’s vision, mission, values, goals and objectives.

Council’s Vision: A creative city-region which has a prosperous, diverse and sustainable community within an attractive Western Australian setting. Council’s Mission: A leading organisation that works in partnership with the community, industry and government to plan and provide quality services and infrastructure in a sustainable environment.

2.4.1 RELATIONSHIP BETWEEN PRAMP AND CITY’S STRATEGIC COMMUNITY PLAN Council’s Strategic Community Plan 2011-2021 sets the course for Council’s delivery of services and projects over the next ten years.

The goals and objectives of the Strategic Community Plan align with the Community’s vision being “A creative city-region which has a prosperous, diverse and sustainable community within an attractive Western Australian setting”.

Council acknowledges that it will need to prepare sustainable social, environmental and financial strategic plans, policy and infrastructure specifications aligned to Council’s Vision, Mission and Charter to ensure capacity availability and essential infrastructure can be provided whilst maintaining and improving existing levels of services.

This PRAMP has therefore been aligned to deliver Council’s Goals, Visions, Objectives and City Directions as documented in Council’s Management Plan and Community Plan, in terms of providing

- 16 -


cost-effective, transparent, quality and affordable service levels in accordance with community expectations.

2.5 PLAN FRAMEWORK

Key elements of this plan are

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

Future demand – How technology changes as well as demographic and user demand will impact on future service delivery and how this is to be met.

Life cycle management – How Council will manage its existing and future assets to provide the required services.

Financial summary – 20-year optimised forecast of funding to provide the required services.

A process map for preparing an asset management plan is shown in

Ellendale Pool

- 17 -


Figure 5 on the following page.

2.6 CORE AND ADVANCED ASSET MANAGEMENT

This AMP is prepared as a ‘core’ asset management plan in accordance with the International Infrastructure Management Manual, the requirements of the National Framework and the DLG mandates. It is prepared to meet 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.

Future revisions of this asset management plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

Ellendale Pool

- 18 -


Figure 5 – Process Map for preparing an Asset Management Plan (Source: IIMM Fig 1.5.1, p 1.11)

IS THE PLAN

AFFORDABLE?

CORPORATE PLANNING

Confirm strategic objectives and establish AM

policies, strategies & goals.

Define responsibilities & ownership.

Decide core or advanced AM Pan.

Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATION

Existing information sources

Identify & describe assets.

Data collection

Condition assessments

Performance monitoring

Valuation Data

ESTABLISH LEVELS OF SERVICE

Establish strategic linkages

Define & adopt statements

Establish measures & targets

Consultation

LIFECYCLE MANAGEMENT STRATEGIES

Develop lifecycle strategies

Describe service delivery strategy

Risk management strategies

Demand forecasting and management

Optimised decision making (renewals, new works,

disposals)

Optimise maintenance strategies

FINANCIAL FORECASTS

Lifecycle analysis

Financial forecast summary

Valuation Depreciation

Funding

IMPROVEMENT PLAN

Assess current/desired practices

Develop improvement plan

ITERATION

Reconsider service statements

Options for funding

Consult with Council

Consult with Community

DEFINE SCOPE &

STRUCTURE OF PLAN

INF

OR

MA

TIO

N M

AN

AG

EM

EN

T, a

nd

DA

TA

IM

PR

OV

EM

EN

T

AM PLAN

REVIEW AND

AUDIT

IMPLEMENT

IMPROVEMENT

STRATEGY

ANNUAL PLAN /

BUSINESS PLAN

INF

OR

MA

TIO

N M

AN

AG

EM

EN

T, a

nd

DA

TA

IM

PR

OV

EM

EN

T

- 19 -


3. LEVELS OF SERVICE Levels of Service relate to outcomes the customer receives in terms of quality, quantity, responsiveness and performance as provided by the asset.

To achieve and sustain acceptable standards of service, Council’s parks and recreation assets require an annual commitment of funds. These funds provide for regular and responsive maintenance and for timely renewal or replacement of the assets. The provision of adequate financial resources ensures that the assets are appropriately managed and preserved. Maintenance and renewal funding below the levels required impacts directly on community development and if prolonged, results in substantial needs for “catch up” expenditure imposed on ratepayers in the future. Additionally, deferred renewal results in increased and escalating reactive maintenance as aged assets deteriorate at increasing rates.

In developing the levels of service as documented in this AMP, Council has given due regard to the strategic goals and objectives in the Greater Geraldton Strategic Community Plan 2011 - 2012. The latter document sets out the strategic direction of Council to implement its Management Plan over the following four years. Council has also given due regard to Legislative requirements and Australian Standards and stakeholder expectations in the form of customer research and expectation surveys.

The levels of service documented in this AMP therefore reflect the best assumptions of current levels of service provided by Council, for the benefit of the community, in the context of Council’s financial and human resources.

3.1 CUSTOMER RESEARCH AND EXPECTATIONS

Both the City of Geraldton-Greenough and Shire of Mullewa have previously carried out general customer satisfaction research of the services they provide. Both reported a high level of overall satisfaction.

A CGG Community Satisfaction Survey is to be carried out annually and currently telephone benchmarking is carried out quarterly.

Strategic customer research was also carried out in preparation of the Community Strategic Plan and this research assists Council and management in:

Understanding the needs and expectations of residents within the municipality;

Delivery of Council services; and

Evaluating the effectiveness of Council services and programs. Allocating resources across Council services and programs.

Council is proposing to carry out transport specific community surveys in 2012/13.

In addition to the Local Government Customer Satisfaction survey, Council will also undertakes an analysis of annual customer service requests. The number of requests / complaints received by Council since inception, with respect to all infrastructure asset services provided.

3.2 LEGISLATIVE REQUIREMENTS

Council has to meet many legislative requirements including Australian and State legislation and State regulations. The significant legislation and standards are set out in Table 4. It should be noted that these legislative and statutory requirements, regulations, design specifications and standards form the minimum levels of service for Council’s park and recreation assets.

- 20 -


Table 4 – Key Legislation and Standards applicable to Parks and Recreation

Legislation and Standards Requirement

National Asset Management Framework Legislation 2010

Focuses on long term financial sustainability and provides a mandate to have long term strategy, financial statements and annual reporting mechanisms. AM plans are likely to be audited.

DLG Integrated Planning WA Key requirement is to integrated community plans with operational and delivery plans.

Local Government Act 1993 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Sporting Bodies Codes of Practice Set out size, quality and other requirements for sporting field preparation for different sports and grades of competition.

Australian Standards Apart from technical standards, other relevant standards include:

AS/NZS 4360:2004 Risk Management

HB 4360:2004 Risk Management Guidelines – Companion to AS/NZS 4360:2004

Occupational Health and Safety Act 2000 (OH&S Act)

Aims to secure the health, safety and welfare of people at work. It lays down general requirements which must be met at places of work in New South Wales. The provisions of the Act cover every place of work in New South Wales. The Act covers self employed people as well as employees, employers, students, contractors and other visitors.

The Protection of the Environment Operations Act 1997 (POEO Act)

Is the key piece of environment protection legislation administered by Department of the Environment and Climate Change (DECC). The POEO Act enables the Government to set out explicit protection of the environment policies (PEPs) and adopt more innovative approaches to reducing pollution.

Disability Discrimination Act Sets out the responsibilities of Council and staff in dealing with access and use of public infrastructure.

- 21 -


Legislation and Standards Requirement

Australian Accounting Standards. Sets out the financial reporting standards relating to infrastructure assets. Standards of particular relevance to Infrastructure Assets include:

AASB 116 Property, Plant & Equipment – prescribes requirements for recognition and depreciation of property, plant and equipment assets

AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts

AASB 1021 Depreciation of Non-Current Assets – specifies how depreciation is to be calculated

AAS 1001 Accounting Policies – specifies the policies that Council is to have for recognition of assets and depreciation

AASB 1041 Accounting for the reduction of Non-Current Assets – specifies the frequency and basis of calculating depreciation and revaluation basis used for assets

AAS 1015 Accounting for acquisition of assets – method of allocating the value to new assets on acquisition

3.3 ASSET HIERARCHY

In the management of park and recreation assets, higher quality standards and quicker response times are given to the more important gardens, parks and sporting grounds in the portfolio. Such prioritisation is an essential part of providing the expected level of service across the entire asset portfolio at the lowest total cost.

To provide rigour for prioritisation decisions, City of Greater Geraldton has developed an asset hierarchy applicable to parks and recreation areas. Table 5 sets the five hierarchy levels that are being used. To determine the hierarchy level of any particular asset, an assessment is made of the following indicators:

Asset Class

Asset Type

Asset Function

Asset Utilisation

Community Expectation

A score is allocated for each indicator and the total score for the asset determines its Hierarchy Level. The scoring scheme and an explanation of the indications are set out in the City’s Parks Business Process Manual.

- 22 -


Table 5 – Asset Hierarchy for Park and Recreation Assets

Hierarchy Level Importance Description

Five Star Extreme Active showpiece parks and sporting facilities and City Centre with intensive maintenance regimes e.g. HMAS Sydney Memorial Park, City Foreshore.

Four Star High Major Parks and Sporting Reserves which contain reticulation, infrastructure, play equipment, tree/shrub plantings, mulched gardens and manicured areas e.g. Maitland Park, Queens Park, Eadon Clarke Sports Reserve.

Three Star Medium Local Parks and Foreshore Reserves which contain tree/shrub plantings, lawn areas, mulched gardens, and may contain playground equipment e.g. Mahomets Park.

Two Star Low Pocket parks, drainage reserves e.g. Gertrude Street Park

One Star Very Low Non active areas of land, footway reserves, not generally used by the public for recreational purposes.

3.4 WHAT ARE COUNCIL’S LEVELS OF SERVICE CURRENTLY DELIVERED?

At City of Greater Geraldton, we have defined two tiers of levels of service:

The first being ‘Strategic Levels of Service’ – what we expect to provide in terms of key customer outcomes:

Appropriateness of service.

Accessibility to users 24 hours a day, 7 days a week.

Affordability – acknowledging that we can only deliver what we can afford.

Relevance of the service being provided – in terms of demand characteristics, future demographics, current back-logs and where the pressure points are.

The second being ‘Operational Levels of Service’.

What we will do in real terms, i.e. reliability, functionality and adequacy of the services provided. Typically, this PRAMP has documented our standards – i.e. at what point will we repair, renew or upgrade to meet the customer outcomes listed in the strategic levels.

Operational levels of service are also referred within Council as Technical Levels of Service and have been defined for each of the following:

o New Asset – If we provide new Open Spaces or assets within these spaces, then what design and maintainability standards shall apply to make them meet our strategic outcomes.

o Upgraded or Reconstructed Asset to original standard - If we upgrade or reconstruct our Open Spaces or assets within these spaces, then what design and maintainability standards shall apply to make them meet our strategic outcomes?

o Maintenance – When will we intervene with a maintenance repair and what will be our responsiveness in terms of customer requests for maintenance faults.

- 23 -


3.4.1 STRATEGIC LEVELS OF SERVICE

CGG’s Strategic Levels of Service that have been adopted as a result of this PRAMP are tabulated in the tables below as:

The Strategic Levels of Service have been developed as a result of this PRAMP and are targeted to achieve the Strategies outlined in the City’s ‘Strategic Community Plan 2011-2021’. They will be further reviewed in subsequent versions to ensure they are in line with the City’s Strategic direction.

Table 3.4.1.A - Parks Strategic Service Levels

Key Performance Measure

Level of Service Performance Measure Process

Performance Target Current Performance

COMMUNITY LEVELS OF SERVICE

Quality Well maintained and suitable Open Spaces

- Customer requests

- LGA Annual Customer Survey

TBA - requests / complaints per annum for mowing, weeds and trees

TBA

TBA – from Customer Service Database System

Not Currently measured

Safety Provide a Park and Open Space asset portfolio that is low risk to the community

No. of injuries 0 injuries per annum TBA – Claims / Insurance Officer

Responsiveness Response time to customer requests

Time taken to close customer requests

> 80% of all requests adequately responded to within target.


TECHNICAL LEVELS OF SERVICE

Condition Majority of parks and sports fields in reasonable condition.

Condition assessment every 3 years.

Active Surface Condition=<2.3

Passive Surface Condition=<3.0

Hard Surface Condition =<2.5

(1=Best, 5=Worst)

Active Surface Condition=2.30

Passive Surface Condition= 2.95

Hard Surface Condition = 2.65

(2011 Opus Survey)

- 24 -


Table 3.4.1.B - Playgrounds Strategic Service Levels

Key Performance

Measure




Quality Provide quality playground equipment that is safe and durable.

Condition Audits

Meeting expected Useful Life at reasonable maintenance costs


Safety To provide a safe hazard free environment.

Reported number of incidents

< 5 injuries per annum

TBA – Claims / Insurance Officer

Function To provide a diverse range of playgrounds and equipment that are adventurous, entertaining and stimulating.

LGA Annual Customer Survey

80% of playgrounds and equipment are inspected and considered to meet current functionality requirements

100% inspected in 2009 by Play’n’Safe Audit.

TBA no of compliants






Condition To ensure all components are operational.


Play Equipment Condition =< 2.8

(1=Best, 5=Worst)

Play Equipment Condition = 2.8 (2011 Opus Survey)

Accessibility To provide and maintain current DDA accessible and integrated playgrounds.

DDA Compliant 100%

Safety To provide a safe hazard free play equipment.

Inspections as per AS 1924, AS 4685, ASNZ 4422:1996

Recorded monthly defects to be rectified within response times set up in the City Parks Maintenance LoS Manual.

100% Performance Mearsure Set out in City’s Parks Maintenance LoS Manual.

- 25 -


Table 3..4.1.C – Park furniture Strategic Service Levels

Key Performance

Measure




Quality Provide quality park furniture.

Customer Service Database System

TBA - requests / complaints per annum for damage


Safety To provide park furniture, free of safety hazards.

Reported number of incidents

TBA no of injuries per annum

TBA – No of Claims / Insurance Officer

Function To provide a diverse range of park furniture to suit the needs of the user.

Condition Audits 80% of park furniture inspected are considered to meet current functionality requirements









Park Furniture Condition =< 2.8 (1=Best, 5=Worst)

Park Furniture Condition =2.75 (2011 Opus Survey)

- 26 -


Table 3.4.1.D – Irrigation Strategic Service Levels

Key Performance

Measure




Quality Provide quality infrastructure.

Customer Request System

TBA no of requests / complaints per annum for damage


Safety Provide appropriate irrigation with no protrusions / trip hazards.

Height variation between sprinkler heads and ground level

> 95% of irrigation network to comply


Function To provide irrigation system within the municipality, which ensures that specific ground requirements are met.

Condition Audits 80% of irrigation systems will be inspected and considered to meet current functionality requirements









Condition assessment to be =<2.5

(1=Best, 5=Worst)


Environmental Leakages within irrigation system dealt with effectively.

No leakages within irrigation system

All critical leaks responded to within 1 hour.


Capital Levels of Service – New Assets, Reconstructed Assets, Upgraded Assets

The built nature of new Parks and Open Space assets will always be provided in accordance with:

Council’s design standards; and

Relevant Australian Standards.

Maintenance Levels of Service

For the Levels of Service delivered on a day to day nature (i.e. responding to customer requests for maintenance faults and responding to breakdowns), council are currently developing a Parks Service level guide.

The service manuals will document:

1. The task or work expected to be undertaken, e.g. replace damaged park seat.

2. The schedule of inspections to be undertaken of specified matters at specified intervals;

3. The circumstances under which intervention action is to be taken with respect to repair or maintenance needs for defects reported or found on inspection;

- 27 -


4. The priority to be given to intervention level;

5. The type of priority intervention action that will be carried out;

6. Provision, as far as practicable, for the unpredictable, i.e. emergencies, natural disasters; and (TBD)

7. Assessment of resources required delivering the specified maintenance services. (TBD)

Responsibility for immediate dangerous situations with respect to Parks is initially assessed or undertaken by Councils operational staff or the after hour’s response team.

This PRAMP acknowledges the importance of understanding and monitoring the linkage between workload indicators and intervention actions, as a substantial increase in the overall number of Parks within Council’s portfolio which will need to be maintained can materially impact upon intervention action (and citizen satisfaction and duty of care requirements) if not accompanied by a comparable increase in budget allocation or productivity improvement.

3.4 DESIRED LEVELS OF SERVICE

At present, indications of desired levels of service are obtained from various sources including the, residents’ feedback to Councillors and staff, customer service requests and correspondence. Council has yet to fully quantify desired levels of service. This will be undertaken in future revisions of this PRAMP.

- 28 -


4. FUTURE DEMAND Council’s fundamental role is to provide services to the community and its parks and recreation assets are a means to support this. Consequently, future demand for parks and recreation assets are tied to the demand for Council’s services and this is a more complex consideration than population growth.

Issues such as changing demands for particular services, changing mixes in the balance between public and private service provisions and changing community expectations of service levels, all affect the need for parks and recreation assets.

Transportation asset management plans are critically driven by the needs of the services to be delivered and therefore meaningful parks and recreation asset strategies cannot be developed in isolation or in absence of comprehensive service strategies. Maintaining Council’s parks and recreation assets without adequate regard for service needs may result in a well-maintained portfolio of assets, but it may also result in an asset portfolio which does not meet the needs of staff who provide services to the community.

The following sub-sections discussing forecasted demographic trends and documented service strategies will assist CGG in understanding the parks and recreation asset portfolio needs.

4.1 DEMAND FORECAST

There are several factors that play an important part in determining the future demand requirements or changes required to Council’s existing parks and recreation asset portfolio to ensure that it meets the service levels documented in this PRAMP.

1. New subdivisional activity (commercial and residential precincts);

2. Changes in land use;

3. Population changes/density;

4. Travel patterns (car usage, cycling and walking volumes, public transport usage); and

5. Government and Council policy.

All these factors are interrelated. As well as the growth in the asset base, future demand also impacts on the resources required for on-going maintenance activities.

The future demand for new parks and recreation is addressed in 2 ways:

by the provision of infrastructure vested in Council through the subdivision process; and

through Council’s capital works program. The capital works program is principally focussed on renewal of existing assets, however, changes in travel patterns/land use necessitate some capital expenditure on the creation of new assets.

Population forecasts undertaken by the Australian Bureau of Statistics provide an insight into likely changes in population trends. Based on recent trends, the total population is projected to grow by 2.2% per year from a 2010 base of 39,368 people to 59,859 by 2029.

Further studies have been carried out by the City of Greater Geraldton looking at the population growth based on potential future economic opportunities. These studies predict a population growth of up to 5.5% per year taking the total population of approximately 109,000 by 2029.

- 29 -


It is proposed in this plan to model the population forecasts undertaken by the Australian Bureau of Statistics based on recent trends. Future versions of this plan will explore the future demands on parks and recreation from the upper growth forecast of 5.5% per year.

The Mid West region has a strong and rapidly growing manufacturing sector (worth $383 million in 2001/02). In particular, servicing the needs of the region’s burgeoning iron ore industry has caused significant growth in this sector in the past five years.

The region is poised for exceptional diversification and growth with the proposed Oakajee (deep water) Port and the adjacent Oakajee Industrial Precinct developments, an estimated $4 billion project that will provide the export capacity to unlock the Mid West’s iron ore reserves. The State and Federal Government have committed $780 million towards the common user infrastructure for Oakajee, which will be accompanied by a major industrial park. Greater Geraldton will be the services centre for what analysts say will be Australia’s second major iron ore province.

The Australian Square Kilometre Array Pathfinder (ASKAP) project is a radio astronomy project of global significance based in the Murchison region north-east of Geraldton. ASKAP will aim to develop technology for the Square Kilometre Array (SKA) project and increase the strength of Australia’s bid.

SKA will see the most advanced telescope in the world based in either the Mid West or South Africa, with a site decision expected in 2012. ASKAP and the SKA project present an opportunity for Greater Geraldton to gain a foothold in cutting-edge world technologies.

Renewable energy is fast becoming a major factor in the greater Geraldton economy. The area already hosts one of the largest wind farms in Western Australia with planning approvals to increase current generation from around 90mw up to 450mw already in place. Solar is also a key provider with 2 major proposals for solar photovoltaic developments being considered with a total expected capacity of 100mw. In the broader region proposals for large scale solar thermal (450mw) and biomass, geothermal and wave are all being reviewed. This mix of the 5 renewable energy sources places Greater Geraldton in a unique global position to become a leader in renewable and clean energy research, development and generation.

Demand factor trends and impacts on service delivery are summarised in Table 4.1.

- 30 -


Table 4.1. Demand factors, projections and impact on services

Demand factor Present position Projection

2030

Impact on services

Population 39,368 59,859 Increased Assets and demand on existing assets will have a

follow on impact on maintenance & renewal costs.

Dwellings 15,140 28,500 Increased Assets and demand on existing assets will have a

follow on impact on maintenance & renewal costs.

Average Household 2.6 2.1 Nil.

Fashion & Trends Traditional sports, football, netball and soccer

“New” sports trend ie skate parks Individual pursuits as

well as team based

Increased cost in establishing ‘New’ sports facilities.

Establishment of multi use space.

Environment Mains water supply being limited in use

Increase in water restrictions of mains supply, more use of recycled water or alternative

sources

Additional cost in establishment of new systems

and networks.

Potential for reduced quality of facilities.

Change in reserve from traditional green area to mulched areas & dry open space.

Urban redevelopment Traditional household allotments

Consolidated household allotments

Increase demand for a higher standard and diverse type of reserves. Ie dog parks larger

kick around area.

4.2 CHANGES IN SERVICE EXPECTATIONS AND CLIMATE

It is not sufficient for Council to simply expand its asset base to match the increasing population of the area. Account must be taken of the changing service expectations of the community and how these impact on the provision and maintenance of active and passive recreation spaces. For example, the community interest in participative sports is broadening thus requiring a diverse range of playing fields that are often incompatible in terms of shared use.

Climate change is an issue that will have significant impact on park and recreation assets. The overall projections are for a hotter and drier climate. This will require grass and garden plantings to be more drought-tolerant as there will be less rainfall and more restrictions on watering. At the same time, storm events are also predicted to be more intense. This will require a review of tree management practices to reduce the risk of limb shedding and uprooting during storms.

The impact of changes in services expectations and of climate change requires detailed investigation. The opportunities and challenges from these changes will be developed in future revisions of the asset management plan.

- 31 -


4.3 DEMAND MANAGEMENT PLAN

Demand for new services will be managed through a combination of retiring inefficient assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures. A Demand Management Plan will be developed in a future revision of this asset management plan.

4.4 NEW ASSETS FROM GROWTH

The new assets required to meet growth will be acquired from land developments and constructed by City of Greater Geraldton or developers. Demand factors that directly impact the demand for Parks and Open Space infrastructure and services are:

• Population growth.

• Development – Greenfield and in-fill.

• Increased demand for asset rehabilitation and maintenance.

• Changes in recreation and leisure trends.

• Change in community expectations; and

• Changes in community age profile.

The new asset values are summarised in figure 6 and Table 4.4.

Figure 6. New Assets from Growth

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

$4,500,000

$5,000,000

20

12

20

13

20

14

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

Donated Council Funded

- 32 -


Projected costs are shown below. Developer donated costs are derived from growth modelling while Council funded costs are taken from the City’s 10yr Capital Program.

Table 4.4 New Assets from Growth

Year Developer

Donated Assets Council Funded

Assets Total Replacement

Value

2012 $ 235,500 $ 4,089,000 $ 4,324,500

2013 $ 243,978 $ 900,000 $ 1,143,978

2014 $ 252,927 $ 292,000 $ 544,927

2015 $ 261,405 $ 1,752,000 $ 2,013,405

2016 $ 270,825 $ 2,035,000 $ 2,305,825

2017 $ 280,716 $ 35,000 $ 315,716

2018 $ 290,607 $ 280,000 $ 570,607

2019 $ 301,440 $ 110,000 $ 411,440

2020 $ 312,273 $ 60,000 $ 372,273

2021 $ 323,577 $ 160,000 $ 483,577

2022 $ 335,352 $ - $ 335,352

2023 $ 348,069 $ - $ 348,069

2024 $ 360,786 $ - $ 360,786

2025 $ 373,974 $ - $ 373,974

2026 $ 388,575 $ - $ 388,575

2027 $ 402,705 $ - $ 402,705

2028 $ 418,248 $ - $ 418,248

2029 $ 434,262 $ - $ 434,262

2030 $ 450,747 $ - $ 450,747

2031 $ 468,174 $ - $ 468,174

- 33 -


The projected Parks Asset Portfolio with the addition of these assets is shown in Figure 7.

Figure 7. Estimated Future Parks Asset Portfolio

Assumptions behind the compilation of the growth data have included that:

• Growth of parks from 100% donation from developers will align with expected population growth of 2.2% per annum over the 20 year period of this plan.

• Maintenance and operating costs associated with the contributed assets are included in figure 12.

• $471 of new assets will be contributed for each new allotment at initial development.

$-

$5

$10

$15

$20

$25

$30

$35

$40

$45

$50

20

12

20

13

20

14

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

Co

st (

Mill

)

Year

Existing Parks Assets 2011 Developer Donated Assets Council Funded Assets

- 34 -


5. LIFE-CYCLE MANAGEMENT PLAN The life-cycle management plan details how Council plans to manage and operate the park and recreation assets at the desired Levels of Service (defined in Section 3) while optimising life-cycle costs.

Life-Cycle Management is recognised by City of Greater Geraldton as an essential component of this Asset Management Plan (AMP). This section of the AMP will provide details of The City’s data and processes required to effectively manage, renew and upgrade the parks and recreation areas. It also documents the analysis that The City undertakes regularly to predict and monitor expected future expenditures required to effectively manage the asset portfolio.

The practice of life-cycle asset management requires the consideration of all management options and strategies as part of the asset life-cycle from initial planning to ultimate disposal. The objective of managing the assets in this manner is to look at long-term cost impacts (or savings) when making asset management decisions. Figure provides a graphical representation of the asset lifecycle including each of the stages an asset passes through during its life.

Figure 8 – The Cycle of Asset Management

5.1 BACKGROUND DATA

5.1.1 PHYSICAL PARAMETERS The assets covered by this Asset Management Plan are shown below.

Open Space Active and Passive Turf, Garden Beds and Hard

Surface open space.

Playgrounds Softfall, Shade structures and Play Equipment

Park Furniture Sports Equipment, Benches, Barbeques, Water

Fountains, Showers, Fences, Shelters, Lighting,

Signs, Retaining Walls, Entry Statements.

Irrigation Tanks, Bores, Reticulation.

Identify Asset Need

Plan

Construct / Acquire

Operate / Maintain

Monitor & Review Need

Disposal

- 35 -


Assets not covered in this plan but to be included in future versions are –

Carparks

Lighting and other park electrics

Boat ramps and jettys

Figure 8 sets out the distribution of park and recreation assets across the broad management categories with replacement costs based on new data that will feed into the end of year valuations.

Figure 9 –City of Greater Geraldton Park and Recreation Asset Distribution

(Current Estimated Replacement Value in $30.45M)

5.1.2 ASSET CONDITION Park and Recreation Asset Condition Assessment is a technical inspection done by a competent assessor to evaluate the physical state of the park and recreation area elements and services. For the City’s most recent survey in 2011 Opus Consultants were engaged to inspect and assess all the City’s Park and Recreation assets.

To facilitate future consistency of assessments, Council has prepared draft manuals titled CGG Park Furniture and Play Equipment Data Collection Manual version 1.0 and CGG Park Surface Data Collection Manual version 1.0

The Condition Guide sets the overall condition indicators to be assessed and the scoring scheme that is to be applied. These have been reproduced from the Condition Guide as

Playing Fields, $6.37

Passive Open Space, $4.79

Gardens, $1.37

Hard Surfaces, $3.26

Fences, $2.55

Playgrounds, $2.78

Sport Equipment, $0.45

Entry Statements, $1.42

Other Passive Furniture, $2.93

Irrigation, $4.50

Park Signage, $0.04

- 36 -


Table 6 and

Table 7. To assist the assessor, the guide contains specific assessment guidelines of all asset elements. Each of the specific guides includes photographic examples of Condition 1 & 2, Condition 3, Condition 4 and Condition 5 assets.

- 37 -


Table 6 – Condition Indicators to be assessed

Indicator Aspects Considered

Finishes and general condition Appearance

Structural (visually inspected) Visible condition, cracking, level and movement indicators

Table 7 – Condition Score Descriptors

Condition Rating

Condition Description

1 Excellent Normal maintenance required

2 Good Normal maintenance required

3 Average Minor defects only - higher maintenance required (5%)

4 Poor Significant maintenance required to bring to accepted level of service

5 V Poor Significant upgrade required. Imminent failure. >50% of item requires replacement

6 Unserviceable Asset failed

5.1.3 ASSET CONDITION PROFILE The overall condition of Council’s park and recreation assets has been determined from the recently completed Opus Consultants Condition Assessment undertaken in accordance with the Data Collection Manuals.

Figure 10 sets out the distribution of the overall condition scores for a range of park and recreation asset elements. In all cases apart from Passive Surface Condition (67%), at least 75% of the asset elements have been scored 1, 2 or 3 i.e. they are in Average condition or better. While this gives a measure of comfort in the short-term, it does not guarantee all is well. Park and recreation assets have, in comparison to other infrastructure assets, quiet short lives. Typically they are 15 years or less whereas the lives of the major components of roads, drains and buildings are 50 to 100 years.

As you can see in almost all the asset condition profiles shown below, the highest numbers of assets are sitting in Condition 3. It will only be a short time before these assets deteriorate to condition scores of 4 or worse and required renewal or replacement. However this is not uncommon or a cause for great concern provided appropriate asset management strategies are in place.

- 38 -


Figure 10 – Distribution of Park and Recreation Assets across the range of Overall Condition Scores

0

10

20

30

40

50

60

1 2 3 4 5

Passive Area Condition Profile

0

5

10

15

20

1 2 3 4 5

Hard Surface Condition Profile

0

20

40

60

80

100

1 2 3 4 5

Play Equipment Condition Profile

0

100

200

300

400

500

1 2 3 4 5

Park Furniture Condition Profile

0

2000

4000

6000

8000

10000

12000

14000

1 2 3 4 5

Park Fencing Condition Profile

0

1

2

3

4

5

6

7

8

1 2 3 4 5

Playing Surface Condition Profile

- 39 -


5.1.4 ASSET VALUATIONS Council’s sustainability reporting states the rate of annual asset consumption and compares this to asset renewal and asset upgrade and expansion.

As CGG is less than one year old no current valuation figures are available, however the figures shown below are the estimated 30 June 2011 replacement values based on current inventory data.

Table 5.1.4 – Estimated whole of parks valuation June 2011

Asset Replacement

Value Depreciable

Amount Annual

Depreciation

Playing Fields $ 6,372,370 $ - $ - Passive Open Space $ 4,788,414 $ - $ - Gardens $ 1,371,575 $ - $ - Park Furniture $ 2,925,095 $ 2,925,095 $ 191,797 Fencing, retaining walls and bollards $ 2,550,063 $ 2,550,063 $ 116,587 Sports Equipment $ 445,700 $ 445,700 $ 30,890 Play Shade $ 108,180 $ 108,180 $ 21,636 Play Softfall $ 1,217,720 $ 1,217,720 $ 124,907 Play Equip $ 1,452,250 $ 1,452,250 $ 96,817 Hardsurface $ 3,262,607 $ 3,262,607 $ 197,717 Reticulation $ 4,500,000 $ 4,500,000 $ 180,000 Park Signs $ 39,200 $ 39,200 $ 3,875 Entry Statements $ 1,420,550 $ 1,420,550 $ 18,930

Total $ 30,453,724 $ 17,921,365 $ 983,156

As at 30 June 2011, the Annual Depreciation (annual asset consumption) for park and recreation assets is calculated at $ 983,156.

Note that turf and gardens are not depreciated. After the initial installation of turf and gardens they are not replaced for reasons of age or condition. Cyclic treatments discussed in section 5.3 maintain these assets indefinitely.

- 40 -


5.2 RISK MANAGEMENT PLAN

An assessment of risks3 associated with service delivery from Assets has identified a risk to the City of Greater Geraldton. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks. Risks, being those requiring corrective action identified in the Risk Management Plan are summarised in Table 5.2. The next stage is to document the likelihood and consequences of these risks into a Risk Management Plan. This action has been included Improvement Plan detailed in Section 8.

Table 8 – Risks associated with the delivery of Asset Management services

Asset at Risk What can happen?

Existing controls

Risk rating

Risk treatment

plan

Actions

Playgrounds Structural failure caused by the age and condition of equipment.

Inspections are conducted using a checklist, recording damage and required maintenance requirements.

Medium Maintain playgrounds to Australian standards through regular inspection and Maintenance.

1. Inspections are conducted using a checklist, recording damage and required maintenance requirements. 2. Any required maintenance is recorded on the CRS system to ensure a maintenance record is maintained. 3. Playgrounds are maintained to meet the Australian Standard.

Playgrounds Vandalism and or misuse of equipment, potentially making playground unsafe for usage.


Medium Regular inspection and responses from CRS.

1. Inspections are conducted using a checklist, recording damage and required maintenance requirements. 2. Any required maintenance is recorded on the CRS system to ensure a maintenance record is maintained. 3. Playgrounds are maintained to meet the Australian Standard.

Playgrounds Soft fall or matting not meeting the minimum requirements under the Australian Standard, potentially causing injury.


Low Regular inspection and responses from CRS.

1. Inspections are conducted using a checklist, recording damage and required maintenance requirements. 2. Any required maintenance is recorded on the CRS system to ensure a

- 41 -


maintenance record is maintained. 3. Playgrounds are maintained to meet the Australian Standard.

Playgrounds Discarded syringes left in the vicinity of playgrounds causing potential injury to users.

Inspections are conducted, CRS with high priority response.

High Regular inspection and responses from CRS.

1. Inspections are conducted using a checklist, recording damage and required maintenance requirements. 2. Any required maintenance is recorded on the CRS system to ensure a maintenance record is maintained. High priority to all CRS request.

Irrigation Water restrictions reducing the use of automatic systems.

Regular testing of systems.

Medium Regular test within the SA Water restrictions and monitor.

Maintain Testing procedures and regular maintenance.

Irrigation Vandalism to sprinklers, controllers.

CRS and Regular inspections.

Low

Irrigation Pump failure. Respond to failure.

Low 1. Maintain current reactive procedure. 2. Annual Servicing of all pumps.

Apply for increase funding for annual inspection of pumps.

Irrigation OHS&W issues on sporting ground quality causing injury.

Current restriction level 3, monitoring & maintenance of ovals, pre game inspections by users.

Medium Maintain current procedures as per water restrictions. Inspection of Irrigation, maintenance of systems.

Maintain Testing procedures and regular monitoring via visual inspections and Micromet.

Parks infrastructure

Vandalism to all.

Regular inspections and response to CRS.

Low Maintain procedures and regular visual inspections and CRS response.

Maintain procedures and regular monitoring via visual inspections and CRS.

Oval Sporting & Park Lighting

Poles / tower failure.

Inspections and CRS.

Medium Conduct a detailed audit and annual inspections, vandal proof

Conduct a detailed engineers audit and implementation of a proactive plan as part of AMPs (apply for

- 42 -


fittings. further funding).

5.3 ROUTINE MAINTENANCE PLAN

Maintenance includes reactive, planned and cyclic maintenance work activities.

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

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

Cyclic maintenance is replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting structures, dethatching or aerating turf.

At present we have not identified the maintenance cost distribution between planned, reactive and cyclic maintenance. This will be studied this year and included in future AM plans.

Typical cyclic maintenance treatments carried out at the City and applied to this AM Plan modelling are shown in table 5.3.

Table 5.3A – Cyclic Open Space Treatments

Open Space Treatment Purpose

How often do we do it? (times/year)

Regional Open

Space District Open Space Local Open Space

(significant to regional visitors)

(significant to city wide residents)

(significant to the local community)

Sports Active Parks

Passive

Nature Strips

Sports Active Parks

Passive Nature Strips

Sports Active Parks

Passive Nature Strips

Fertilizing 2 1

Dethatching/Vertimowing

Airating/ Vertidraining

4

Top Dressing

Levelling treatment

As req’d

As req’d

As req’d

Spraying - Broadleaf

Weed control

1 1 1 1 1 1 1 1 As req’d

Spraying - Wetting Agent

Spraying - Growth Retardent (Primomax)

To reduce mowing frequency in high visual or difficult mowing areas

1 1

- 43 -


Table 5.3B - Maintenance Budget break down for 2011/12

Park Asset Set Park Maintenance

2011/12 Park Operations

2011/12

Turf $ 80,300 $ -

Gardens $ 6,950 $ -

Beach $ 35,500 $ 102,854

Trees $ 4,000 $ -

Verges $ 16,450 $ -

Reticulation $ 279,010 $ 13,838

Playgrounds $ 152,100 $ -

Sporting Equipment $ 8,650 $ -

Fencing $ 12,600 $ -

Furniture $ 54,050 $ -

Lighting $ 9,000 $ -

Recreation Carparks $ 36,445 $ -

Whole of Park Operations $ - $ 2,567,299

Grand Total $ 695,055 $ 2,683,991

Figure 11 - Maintenance Budget break down for 2011/12

Turf 12%

Gardens 1%

Beach 5%

Trees 1%

Verges 2%

Reticulation 40%

Playgrounds 22% Sporting

Equipment 1%

Fencing 2%

Furniture 8% Lighting

1%

Recreation Carparks

5%

- 44 -


5.3.1 SUMMARY OF FUTURE MAINTENANCE COST

Future maintenance costs are forecast to trend in line with estimated growth as discussed in section

4.1 and the value of the asset stock.

The forecasts for Fencing, Play Equipment and Parks Furniture have been derived from Council's

modelling analysis in MyPredictorTM. The other elements shown in the graph below have been derived

from existing maintenance trends.

Figure 12 – Projected 20 Year Maintenance Costs ($)

5.4 PARK AND RECREATION ASSETS RENEWAL PLAN

Renewal expenditure is major work which restores, rehabilitates, replaces or renews an existing asset back to its original design parameters. Effectively, renewal expenditure makes an asset new again and restarts its design life. Renewal expenditure does not contribute to increasing the capacity or functionality of an asset. This latter work is upgrade/expansion expenditure.

5.4.1 RENEWAL PLAN

Assets requiring renewal are identified from estimates of remaining life obtained from the asset register through the ‘Renewal Model’. Candidate proposals are inspected to verify accuracy of remaining life estimate and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. The priority ranking criteria is detailed in Table 5.4.1.

Within family of parks assets, turf and garden beds are managed by cyclic maintenance treatments and do not appear in the Renewal Plan.

$-

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

$1,000,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Future Maintenance Cost ($) Recreation Carparks

Lighting

Parks Furniture

Fencing

Sporting

Play Equipment

Reticulation

Verge

Trees

Beach

Gardens

Turf

- 45 -


The criteria used to drive the renewal / replacement plan have been described in the following Table.

Table 5.4.1.A – Park and Infrastructure Asset Renewal Criteria

CRITERIA WEIGHTING

Current Condition

30%

Hierarchy / Importance to Community for asset to provide continued service

20%

Perceived Risk Factor 40%

Previous Performance History 10%

Renewal treatments carried by the City of Greater Geraldton are summarised in the table below –

Table 5.4.1.B – Park and Infrastructure Asset Renewal Treatments

What Treatments do we typically do* Why do we currently use this treatment/ in what situation is this treatment ideal?

Park Furniture Renewal/Replacement

This involves replacing / renewing the entire asset such as BBQ, bin, seat, picnic table etc.

Typically the condition of the asset is considered to be in condition 5.

Park Fencing Renewal/ Replacement

Replacement of an existing Fence or retaining wall with similar material.


Playground Renewal

Renewal of typically one or all components of the playgrounds and associated play equipment due to poor condition.

Typically the condition of the asset is considered to be in condition 4 or 5.

Reticulation Renewal

Renewal of 50% to 100% of a particular retic system.


- 46 -


Table 5.4.1C - Renewal Budget Break Down for 2011/12

Park Asset Set Park Renewals

2011/12

Turf $ 18,000

Gardens $ -

Beach $ -

Trees $ -

Verges $ -

Reticulation $ 191,000

Playgrounds $ 93,700

Sporting Equipment $ -

Fencing $ 22,000

Furniture $ 57,000

Lighting $ -

Carparks $ 50,000

Grand Total $ 431,700

Figure 13 - Renewal Budget Break Down for 2011/12

5.4.2 RENEWAL STANDARDS Renewal work is carried out in carried out in accordance with the following Standards and Specifications.

Australian Standards for Playgrounds

AS1924 – Safety requirements and test methods.

AS 4685 – Current safety requirements and test methods.

ASNZ 4422:1996 – Impact attenuating surfaces.

The Code of Practice for Irrigated Public Open Space (IPOS) – The Code of Practice for Irrigated Public Open Space (IPOS) provides a template which can be used by open space managers to

Turf 4%

Reticulation 44%

Playgrounds 22%

Fencing 5%

Furniture 13%

Carparks 12%

- 47 -


ensure the planning, management and reporting of water consumption in the urban environment is based on sound principles applied consistently at all levels of management.

5.4.3 SUMMARY OF FUTURE RENEWAL EXPENDITURE

Figure 13 - Projected Capital Renewal Expenditure

Projected future renewal expenditures are forecast to increase over time with population growth and as the asset stock ages. The costs are summarised in figure 13. Note that all costs are shown in current 2011 dollar values.

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 are to be funded from City of Greater Geraldton’s Capital Works Program and grants where available. This is further discussed in Section 6.2.

5.4.4 CONFIDENCE OF INFORMATION This PRAMP is based upon the best available information that was available at the time the plan was written. The following Table below summarises the confidence levels of information contained in this PRAMP.

Table 5.4.4.A – Park and Open Space Asset Data Confidence

Asset Category Confidence Rating

Quantity Condition Overall

Playing Fields A A A

Passive Parks C C C

Hard Surfaces B B B

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

20

11

20

12

20

13

20

14

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

Park Signs

Entry Statements

Fencing

Sports Equipment

Park Furniture

Reticulation

Hardsurfaces

Playgrounds

- 48 -


Garden Beds D D D

Fences/Walls B C C+

Park Furniture C A B

Reticulation D D D

Table 5.4.4.B – Park and Open Space Asset Data Confidence

Confidence Grade

General Meaning

A

Highly Reliable < 2% uncertainty Data based on sound records, procedure, investigations and analysis which is properly documented and recognised as the best method of assessment

B Reliable 2-10% uncertainty Data based on sound records, procedures, investigations, and analysis which is properly documented but has minor shortcomings’ for example the data is old, some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation.

C Reasonably Reliable 10 – 25 % uncertainty Data based on sound records, procedures, investigations, and analysis which is properly documented but has minor shortcomings’ for example the data is old or incomplete, some documentation is missing and reliance is placed on unconfirmed reports or significant extrapolation.

D Uncertain 25 –50% uncertainty Data based on uncertain records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolation from a limited sample for which grade A or B data is available.

E Very Uncertain > 50% uncertainty Data based on unconfirmed verbal reports and/or cursory inspection and analysis

Note that uncertainty is cumulative. Therefore the uncertainty limits in financial forecasts will be the sum of the inaccuracies of the data and quality of assumptions that is used to produce it.

5.5 PARKS AND RECREATION NEW / EXPANSION / UPGRADE PLAN

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the Council from land development.

New assets add to Council’s total life-cycle expenditure and are thus far less desirable than the renewal of existing assets unless the acquisition of new assets goes hand-in-hand with the disposal of existing assets.

The City of Greater Geraldton has a significant New/Upgrade 10 year program with three major projects between 2011/12 and 20115/16. These projects will dramatically increase the Parks Asset Stock and value.

2011/12 - Continued development of the City Foreshore area (Eastern Breakwater) and a major upgrade to the Eadon Clark Sports Reserve.

- 49 -


2012/13 – City Foreshore (Eastern Breakwater).

2014/15 – Stage 1 of the Southern District Sporting Facilities Reserve,

2015/16 – Stage 2 of the Southern District Sporting Facilities Reserve.

Figure 14 - New / Expansion / Upgrade 10yr Program

CGG’s 2011/12 New/Expansion/Upgrade program is shown below.

Table 5.5 - New/Expansion/Upgrade Budget Break Down for 2011/12

Park Asset Set Park Expansion

2011/12 Park Upgrades

2011/12

Turf $ - $ -

Gardens $ - $ 20,000

Beach $ - $ 55,000

Trees $ - $ -

Verges $ - $ -

Reticulation $ 230,000 $ 18,000

Playgrounds $ 7,000 $ -

Sporting Equipment $ - $ -

Fencing $ - $ -

Furniture $ - $ -

Lighting $ - $ -

Recreation Carparks $ - $ 85,000

Whole of Park Projects $ 3,852,000 $ 3,088,800

Grand Total $ 4,089,000 $ 3,266,800

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

New Service

Expansion

Upgrade

- 50 -


5.6 PARKS AND RECREATION DISPOSAL PLAN

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. It is acknowledged that the disposal of community assets is problematic at best and highly contentious at its worst. Council’s best tactic is to put easily understood options to the community that demonstrate the impact on their Rates for each of the choices.

Disposal projects should be listed in a separate works program to ensure that they are funded and the change in overall asset value is tracked. The Disposal program should also recognise the net reduction in maintenance expenditure required as a result in the reduction of the size of the asset portfolio.

- 51 -


6. FINANCIAL SUMMARY This section contains the financial requirements resulting from the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.

6.1 FORWARD PROJECTION OF CURRENT PRACTICE

The financial projections are shown in Fig 27 for planned operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets).

Figure 15 – Planned Operating and Capital Expenditure

Note that all costs are shown in current 2011 dollar values.

6.1.1 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, these being long term life cycle costs and medium term costs over the 10 year financial planning period.

Long term - Life Cycle Cost

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the longest asset life. Life cycle costs include maintenance and asset consumption (depreciation expense). The annual average life cycle cost for the services covered in this asset management plan is $ 1,678,201.

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

$11,000,000

$12,000,000

20

12

20

13

20

14

20

15

20

16

20

17

20

18

20

19

20

20

20

21

20

22

20

23

20

24

20

25

20

26

20

27

20

28

20

29

20

30

20

31

Planned Operating and Capital Expenditure

New

Expansion

Upgrade

Renewal

Maintenance

Operations

- 52 -


.

Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure at the start of the plan is $ 1,126,745.

A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of the assets they are consuming each year. The purpose of this Parks and Recreation asset management plan is to identify levels of service that the community needs and can afford and develop the necessary long term financial plans to provide the service in a sustainable manner.

The life cycle gap for services covered by this asset management plan is $ 551,456 per annum. The life cycle sustainability index is 0.67

Medium term – 10 year financial planning period

This asset management plan identifies the estimated maintenance and capital expenditures required to provide an agreed level of service to the community over a 20 year period for input into a 10 year financial plan and funding plan to provide the service in a sustainable manner.

This may be compared to existing or planned expenditures in the 20 year period to identify any gap. In a core asset management plan, a gap is generally due to increasing asset renewals.

Fig 16 shows the projected asset renewals in the 20 year planning period from the asset register. The projected asset renewals are compared to planned renewal expenditure in the capital works program and capital renewal expenditure in year 1 of the planning period as shown in Fig 16. Table 6.1.1 shows the annual and cumulative funding gap between projected and planned renewals.

Fig 16. Projected and Planned Renewals

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

Projected Renewal Planned Renewal

- 53 -


Table 6.1.1 Projected and Planned Renewals and Expenditure Gap

Year Projected Renewal

Planned Renewal

Annual Renewal

Gap

Cumulative Renewal

Gap 2012 1,122,766 431,700 691,066 691,066

2013 1,159,698 425,000 734,698 1,425,765

2014 1,177,290 637,000 540,290 1,966,055

2015 1,242,290 463,000 779,290 2,745,345

2016 1,316,731 640,000 676,731 3,422,076

2017 1,326,923 462,000 864,923 4,286,999

2018 1,345,344 722,000 623,344 4,910,344

2019 1,358,627 579,000 779,627 5,689,971

2020 1,370,645 465,000 905,645 6,595,616

2021 1,386,257 460,000 926,257 7,521,873

2022 1,397,083 460,000 937,083 8,458,957

2023 1,408,320 460,000 948,320 9,407,277

2024 1,419,968 460,000 959,968 10,367,245

2025 1,432,041 460,000 972,041 11,339,286

2026 1,444,586 460,000 984,586 12,323,872

2027 1,457,586 460,000 997,586 13,321,458

2028 1,471,089 460,000 1,011,089 14,332,547

2029 1,485,109 460,000 1,025,109 15,357,656

2030 1,499,660 460,000 1,039,660 16,397,316

2031 1,514,775 460,000 1,054,775 17,452,091

Providing services in a sustainable manner will require matching of projected asset renewals to meet agreed service levels with planned capital works programs and available revenue.

A gap between projected asset renewals, planned asset renewals and funding indicates that further work is required to manage required service levels and funding to eliminate any funding gap.

Council will manage the ‘gap’ by developing this asset management plan to provide guidance on future service levels and resources required to provide these services.

Council’s long term financial plan covers the first 10 years of the 20 year planning period. The total maintenance and capital renewal expenditure required over the 10 years is $ 20,997,325.

This is an average projected expenditure of $ 2,099,732 per year. Average planned maintenance and capital renewal expenditure is $ 1,347,545. The 10 year sustainability index is 0.64

This result is not unusual for a City with high growth (represented by high upgrade and expansion expenditures) and a major proportion of its assets in early stage of its life (particularly the long life pavement and concrete paths)

6.2 FUNDING STRATEGY

Projected expenditure identified in Section 6.1 is to be funded from the City’s operating and capital budgets, loans and reserves, Federal and State Government grants. The funding strategy is to be detailed in the City’s 10 year Long Term Financial Plan.

- 54 -


Council’s objective of its long term financial plan is to achieve as a minimum, a break even operating position.

6.3 KEY ASSUMPTIONS MADE IN FINANCIAL FORECASTS

This section details the key assumptions made in presenting the information contained in this PRAMP and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions made in this infrastructure and asset management plan are:

- The current levels of service will remain constant over the life of this PRAMP.

- The treatment and maintenance costs are based on Council’s current schedule of rates and may not directly compare to Councils internal service provision actual costs.

- All predicted financial figures are based on 2010/11 rates and are not adjusted by the inflation rate for the particular year of works.

- Turf and Gardens are not treated as depreciable items.

- Predicted population growth of 2.2% per year has been factored into all predictions.

- Modelling is based on average consumption rates (replacement value/useful life) and has not factored in current condition of asset items.

The City considers that these financial forecasts can be improved in future revisions of this PRAMP by the following actions:

- Factoring in the current condition distributions of the various asset classes. This will improve the short term forcasts.

- Change in methodology of the development of the annual depreciation charge by moving away from straight line methods to consumption based

- Further refinement and improvement of the prediction modelling life-cycle paths and decisions;

- Refinement of the levels of service currently being delivered via consultation with the community.

- 55 -


7. ASSET MANAGEMENT PRACTICES

A diagram showing the interaction between Council’s finance systems and asset management systems can be found in Appendix C.

7.1 ACCOUNTING/FINANCIAL SYSTEMS

Council uses Synergysoft from Itvision as it corporate computer system. Synergysoft has a suite of accounting/financial modules to meet all day to day operational and reporting requirements.

7.2 ASSET MANAGEMENT SYSTEMS

CGG utilises a number of systems which combine to provide asset management. The effectiveness of asset management can and must be improved by integration between various systems. Asset Systems in use are:

Assetic’s myData – asset register holding inventory data, condition data, valuation data and related documents such as photos.

Assetic’s MyPredictor – modelling to determine long-term forecast expenditure programs, both capital works and maintenance.

Intramaps’s GIS – the location of all assets and in some cases the point of entry for new assets.

Asset Management systems are linked in the following ways:

Asset valuation and depreciation is calculated in MyData and then exported to Finance System to be entered at the asset class level.

Proactive inspections are undertaken annually. These are a paper based system with manual entry into an excel file, which is then imported into myData. Council is currently developing a hierarchical inspection regime to be implemented by 30th June 2012.

7.3 INFORMATION FLOW REQUIREMENTS AND PROCESSES

The key information flows into this infrastructure asset management plan are:

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

The unit rates for categories of work/material;

The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including decay models;

Data on new assets acquired by council.

The key information flows from this infrastructure asset management plan are:

The assumed Works Program and trends;

The resulting budget, valuation and depreciation projections;

- 56 -


The useful life analysis.

These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget and departmental business plans and budgets.

The asset management system holds the entire asset register for all infrastructure assets. MyData records the unit rate, economic life, remaining useful life, replacement value, annual depreciation and written down value for each and every asset in the register. The Finance System also has an asset register, this has a high level summary of the asset values stored in it. For example, MyData has valuation information on every component (sub structure, super structure and railings.) of every stormwater drainage item whereas the Corporate Asset Register only records the value at the highest level.

The purpose of this integration is to ensure that current asset values are accurately presented in financial statements from the Finance System without the need to duplicate entire asset registers.

The asset management system will be able to inform the finance system as to what capital work orders are required to be created in any one year. By using MyPredictor to generate capital works programs, this information can be easily migrated to the Finance System to create the work orders so that expenditure can be tracked against that job.

Currently Council is developing it processes for recognising the creation of infrastructure assets. Council has embarked on a journey to capture the back log of asset inventory data primarily for the purposes of asset revaluation. This is on the threshold of being completed and Council recognises the importance of now maintaining the asset register as has been reflected in the asset management policy.

New assets can be realised in any one of the following ways:

Gifted to Council from developers

Constructed as part of a project, and

Installed by Field Services staff

Council is working on procedures for internal staff to follow when installing new assets. This will involve recording some detail about the new asset and its location and then passing this information to the officer responsible for updating the asset register. Currently this process is very informal.

- 57 -


7.4 STANDARDS AND GUIDELINES

Council has an asset management policy which prescribes how asset management is to be utilised by Council to achieve it strategic outcomes defined in its Community Strategic Plan.

In summary the purpose of the Asset Management Policy is to guide Council in the delivery of needs based services to the residents, businesses and visitors of the District. It is based on a set of policy principles that relate to:

Asset Planning & Budgeting

Asset Operations & Maintenance

Risk Assessment & Management

Asset Accounting & Costing

Information Systems

Data Management

Council will also prepare a first Draft Asset Management Strategy. The objective of the Asset Management Strategy will be to develop a structured set of strategies aimed at enabling Council to improve its asset management practices in line with Council’s Community Plan and Asset Management Policy. Combined with the asset management plans for each asset class, these documents will provide Council with a set of comprehensive information and a framework to assist both short and long-term service delivery planning.

A key benefit of implementing this PRAMP is the resultant ability for Council to align its resources and needs against a key set of actions to implement asset management planning techniques that can be monitored for their performance and cost effectiveness.

The IIMM provides an international best practice context to the development of asset management capability within Council.

- 58 -


8. PLAN IMPROVEMENT AND MONITORING

8.1 PERFORMANCE MEASURES

The effectiveness of the Asset Management Plan (AMP) can be measured in the following ways:

The degree to which the required cash flows identified in this asset management plan are incorporated into Council’s Long-Term Financial Plan and Strategic Management Plan.

The degree to which 1-5 year detailed works programs, budgets, business plans and organisational structures take into account the trends provided by the AMP.

8.2 IMPROVEMENT PLAN

The Asset Management Improvement Plan generated from this AMP is shown in the following table. .

8.3 MONITORING AND REVIEW PROCEDURES

Any Asset Management Plan must be a dynamic document, reflecting and responding to changes over time. Given the recent amalgamation of the City of Geraldton-Greenough and the Shire of Mullewa to form the City of Greater Geraldton a full review of the PRAMP should take place in 12 months once further data collection, modelling and asset valuation is carried out. Following that a full review of the PRAMP should take place every three to five years to document progress and set out proposals for the next five years.

The effectiveness of the PRAMP can be measured by the degree to which the required cashflows identified in this infrastructure and asset management plan are incorporated into council’s long term financial plan and Strategic Management Plan.

This PRAMP 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.

- 59 -


Task No

Task Resources Required Timeline

1 Assess the structure and resources within Council, to ensure that this AMP can be effectively implemented.

City Assets & Infrastructure

Jun 2013

2 Complete the Asset Condition Survey at the asset component level to permit the development of rigorous and detailed prediction models.

City Assets & Parks Unit Jun 2013

3 Complete development of Park’s Business process Manuals to ensure repeatability and on-going improvement of condition data collection and modelling processes


4 Establish business processes for maintaining the relevance and currency of asset data as a result of construction and maintenance activities. (as part of Park’s Business Process Manual)


5 Modify/Review finance system to capture expenditure against all types of maintenance – whether proactive or reactive.

City Assets & Finance Jun 2013

6 Develop robust financial projections based on expanded asset condition, capacity and functionality data.


7 Conduct a review of asset data structures in relation to operational, capital works, financial and reporting requirements to evaluate existing systems for their adequacy and develop functional specifications

City Assets & Infrastructure and Finance

Jun 2013

8 Interface/Integrate AM and Financial system for valuation and annual depreciation purposes City Assets & Finance Jun 2013

9 Pilot an effective works management / asset inspection process that is integrated with spatial, finance and AM systems

City Assets & Infrastructure and Finance

Jun 2013

10 Test the current Levels of Service for the parks and recreation assets to ensure that they are reasonable and sustainable at current budget levels.


11 Undertake a consultation exercise with stakeholders to determine if the desired Levels of Service and performance targets are appropriate.

Parks Unit/Consultants Jun 2013

12 Develop Programmed Maintenance Schedules to deliver the desired Levels of Service. City Assets & Parks Unit Jun 2013

13 Develop a Parks and Recreation Assets Risk Management Plan. City Assets , Parks Unit and Risk Management Unit

Jun 2013

- 60 -


REFERENCES

City of Greater Geraldton Strategic Community Plan (2011 - 2031)

City of Greater Geraldton 10 Year Capital Expenditure Program 2011

City of Greater Geraldton Annual Budget 2011/12

City of Greater Geraldton, Asset Management Policy SAM MP010

City of Greater Geraldton, 2008-09 Annual Report and Financial Report

City of Geraldton-Greenough Service Management Plan Parks and Recreation (2009 Draft)

City of Geraldton-Greenough Parks and Recreation Business Process Manual (2011 Draft)

NAMS.PLUS A Guided Pathway to Sustainable Asset Management

International Infrastructure Management Manual, 2011 Edition

- 61 -


APPENDICES

APPENDIX 1 SYSTEM INTERACTION AND INFORMATION FLOW DIAGRAM

Figure 2 shows the relationship between Council’s finance system and asset management system.

Figure 26 – System Interaction and Information Flow Diagram between Council business systems

ASSET MANAGEMENT PLAN - City of Greater Geraldton · 2016. 3. 30. · asset or a system. Cost of an...

Documents

Transcript of ASSET MANAGEMENT PLAN - City of Greater Geraldton · 2016. 3. 30. · asset or a system. Cost of an...