Asset Management Strategy - campaspe.vic.gov.au · Asset Renewal Funding Strategy is proposed and...

Adopted 27 June 2017 Page i

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W a s t e M TABLE OF CONTENTS

1. Introduction ............................................................................................................................................ 1

2. Purpose and Definition ......................................................................................................................... 1

3. Asset Management Principles .............................................................................................................. 1

4. Key Benefits of Asset Management ..................................................................................................... 2

5. Stakeholders .......................................................................................................................................... 2

6. Roles and Responsibilities ................................................................................................................... 3

6.1. Council .........................................................................................................................................................3

6.2. Asset Management Steering Committee (AMSC) ........................................................................................3

6.3. Executive Management Group (EMG) .........................................................................................................5

6.4. General Manager Infrastructure Services ....................................................................................................5

6.5. General Manager Corporate Services & Finance Manager .........................................................................5

7. Current Status ........................................................................................................................................ 5

7.1. Policies and Strategies .................................................................................................................................6

7.2. Plans ............................................................................................................................................................7

7.3. Processes .....................................................................................................................................................8

7.4. Systems ........................................................................................................................................................8

7.5. Data ............................................................................................................................................................11

7.6. Current Asset Management Maturity ..........................................................................................................11

8. Asset Management Targets ................................................................................................................ 12

9. Improvements ...................................................................................................................................... 12

10. Resources ............................................................................................................................................ 13

11. Review & Measurement ....................................................................................................................... 13

12. Conclusion ........................................................................................................................................... 13

13. Appendix A –Asset Management Improvement Plan ....................................................................... 14

13.1. Road Map Actions ......................................................................................................................................14

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W a s t e M LIST OF TABLES

Table 1 ASSET MANAGEMENT RELATED IT SYSTEMS AND EQUIPMENT ............................................................ 8

Table 2 IMPROVEMENT ROAD MAP ACTIONS AND TARGET COMPLETION DATES ......................................... 14

Table 3 CONDITION ASSESSMENT STATUS ........................................................................................................... 17

Table 4 DRAFT CONDITION ASSESSMENT FORWARD PLAN WITH BUDGET ESTIMATE ................................. 19

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W a s t e M LIST OF FIGURES

Figure 1 ASSET MANAGEMENT FRAMEWORK ........................................................................................................ 6

Figure 2 NAMAF CORE MATURITY RESULT May 2017 ......................................................................................... 12

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1. INTRODUCTION

The Campaspe Shire Council is the custodian of an extensive range of community assets. In order to deliver a variety of services to the community, Council must ensure that the assets supporting these services are managed in a sustainable manner over the long term.

This strategy describes the current status and desired state, guiding principles and actions for improving asset management (AM) within the Shire of Campaspe.

The Asset Management Strategy establishes the framework that determines the nature and direction of Asset Management and associated financial planning – its objective is to describe how Council will meet its commitment to asset management as documented in its Council Plan and Policy 91 – Sustainable Asset Management.

It is a strategic document with the objective of directing Council’s efforts to manage its assets in a sustainable manner that provides ongoing support in meeting community needs through balanced consideration of technical standards, levels of service and whole of life costs.

2. PURPOSE AND DEFINITION

The purpose of this Asset Management Strategy is to identify the necessary activities to be undertaken and implemented to achieve the implementation of Council’s Asset Management policy, “Policy 91 – Sustainable Asset Management”.

The strategy is to provide the framework to guide the development of asset management practices at the Shire of Campaspe over a four year period.

The definition of Asset Management is taken from ISO 55000 (Asset Management): “The coordinated activity of an organisation to realise value from assets.”

The definition of an asset from ISO 55000: “An item, thing or entity that has potential or actual value to an organisation. “

It can include but is not limited to:

A road, drain, building, vehicle, piece of equipment or product.

3. ASSET MANAGEMENT PRINCIPLES

Policy 91 – Sustainable Asset Management defines the following key principles for Asset Management practice within the Campaspe Shire Council:

“The Shire of Campaspe owns or manages assets for the express purpose of providing community services.

The Shire of Campaspe will provide and maintain assets so that they:

Meet the service levels agreed with the community.

Support the organisation to deliver effective outcomes.

Are fit and safe for the purpose for which they have been provided.

Minimise detrimental impact on the natural environment.



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Are replaced as required subject to agreed prioritisation.

Are financially sustainable.”

To achieve the implementation of the above Asset Management Principles this strategy details a structured set of actions aimed at enabling improved asset management within the organisation. The associated Action Plan (Appendix A) forms the measurable basis for delivering this objective.

4. KEY BENEFITS OF ASSET MANAGEMENT

The key benefits for Council in improving current asset management practices are:

Proactive management of assets through their life cycle driven by focus on service delivery

Optimised sustainability through cost-effective management of asset lifecycles

Understanding of the cost of adopted Levels of Service

Improved stakeholder participation

Availability of documented and integrated processes allowing improved asset management and financial planning

Availability of consistent and reliable data across asset groups

Ability to monitor asset performance and respond accordingly

Implemented tools to enhance analysis and facilitate determination of future funding requirements to deliver adopted levels of service

Demonstrating sound governance of the Council’s assets

Ability to respond to the changing drivers within the industry.

5. STAKEHOLDERS

The key stakeholders of council are:

Residents

Ratepayers

Businesses

Councillors

Staff

Users of council services

Visitors to the municipality

Government Departments and Agencies.



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Other stakeholders with a vested interest in the performance of Council are:

Utilities

Developers

Community Groups / Volunteers

Contractors / Suppliers

Insurers.

Where appropriate, stakeholders will be invited to:

Participate in community surveys

Participate in council facilitated workshops (eg: input to development of levels of service)

Provide comments on key documents including Council Plans, Policies and Strategies, Asset Management Plans, Service Levels and Annual Budgets

Provide service delivery feedback via Council’s customer service system.

6. ROLES AND RESPONSIBILITIES

Asset Management involves all areas of council including those that plan services, provide services, manage assets and manage financial functions. At this time the key Asset Management System is implemented by Technology One with manual linkages to the MapInfo Geographic Information System (GIS) and other systems (see section 7.4). The following key roles, positions and groups have defined Asset Management and related financial planning functions as follows:

6.1. Council

Council will act as stewards for community assets and:

Set corporate Asset Management policy and vision

Approve Council’s Asset Management Strategy and Levels of Service and monitor their outcomes

Monitor Council’s Asset Management Competency as measured by the National Asset Management Assessment Framework (NAMAF)

Approve Council’s Long Term Financial Plan and provide appropriate resources for Asset Management activities.

6.2. Asset Management Steering Committee (AMSC)

The AMSC is responsible to oversee and promote best practice Asset Management throughout council. The AMSC monitors and guides the development and implementation of the Asset Management Policy, Asset Management Strategy, related policies and procedures and Asset Management Plans and Service Plans.



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Membership of the AMSC as defined in its Charter includes:

General Manager Infrastructure Services

General Manager Corporate Services

Infrastructure Delivery Business Manager

Finance Manager

Recreation Manager

Asset Manager

ICT Manager

Property Manager

Strategic Asset Coordinator

Optional Attendees are:

Asset Analyst

Program Office Manager

The CEO has a standing invitation and the committee has discretion to request and appoint other members as required.

As defined in its charter, the key role of the AMSC is to oversee the delivery of asset management services including:

Asset Management Policy

Asset Management Strategy

Service & Asset Management Plans

Asset Management Policies and Procedures

Asset Management Systems Development

Asset Management Benchmarking & Reporting

Other matters relating to council’s assets

Organisational Communication - Asset Management promotion.

Outcomes expected from the AMSC as documented in its charter are to:

Improve and demonstrate organisational support and awareness of asset management.

Coordinate a holistic approach to asset management (financial, strategic, regulatory, whole-of-life, environmental, sustainability, Information Technology).

Promote information sharing and encourage consistency to approach.



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Raise accountability for achieving objectives.

6.3. Executive Management Group (EMG)

The Executive Management Group will provide support to the Asset Management Steering Committee. It will report Asset Management and Service Planning status to Council at least twice per year.

6.4. General Manager Infrastructure Services

The General Manager Infrastructure Services will provide leadership and direction to support the:

Implementation of adopted improvement plans for individual asset classes.

Implementation of capital works programs in accordance with Asset Management Plans, the Long Term Financial Plan and the Annual Budget.

Reporting to the council, Audit Committee and Chief Executive with respect to ongoing asset management performance.

The General Manager Infrastructure Services will recruit and manage the Assets department.

6.5. General Manager Corporate Services & Finance Manager

The General Manager Corporate Services and the Finance Manager will provide leadership and direction to:

Work with the Strategic Asset Management Unit to align the asset management and financial management practices within council.

Support the development and implementation of the Capitalisation, Asset Valuation and Asset Rationalisation Policies.

Provide guidance and advice to the Strategic Asset Management Unit where asset management and financial management requirements overlap.

7. CURRENT STATUS

This section identifies the current situation at Campaspe Shire Council with respect to its Asset Management practices and covers:

Policies and Strategies

Plans

Processes

Systems

Data



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Current Asset Management Maturity.

7.1. Policies and Strategies

Council has an adopted Asset Management Policy – Policy 91 Sustainable Asset Management which defines the key principles for Asset Management within the Shire of Campaspe. This Asset Management Strategy defines the steps required to be completed to implement council’s Asset Management policy.

Council has an adopted Asset Renewal Funding Strategy which aims to progressively reduce the gap between the level of renewal funding and a target of 80% of the rolling 6 year average of asset depreciation cost. There are opportunities to further improve this funding strategy to account for the disconnect between annual depreciation cost (which is in effect an average, representing annual consumption of the assets) and annual renewal funding requirements (which vary year to year based on physical condition of the assets and the service levels that they are measured against). A review of the Asset Renewal Funding Strategy is proposed and scheduled in Appendix A - Asset Management Improvement Plan within this document.

Figure 1 shows the relationship between key asset management documents and the organisation. Key associated policies depicted in the diagram include the Valuation Policy, Capitalisation Policy, Drainage policy and more

Figure 1 ASSET MANAGEMENT FRAMEWORK



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7.2. Plans

Policy 91 – Sustainable Asset Management requires council to develop, adopt and regularly update asset management plans for all major asset classes informed by appropriate community consultation and local government financial reporting frameworks. A policy is to be developed to guide Service Planning across the organisation. The Service Plans and Asset Management Plans document the services that council provides the community and how to sustainably manage the assets required to support those services.

7.2.1. Service Plans

Service Plans define the service, the assets required, any supporting programs, capital work and projects which need to be undertaken to support the delivery of the service. This includes levels of service, costs, targets, providers, KPIs and the reporting framework.

A Service Plan provides a description of a service that council provides and includes:

The driver for the service

The key issues/themes in delivering the service

The assets and resources required and used

Levels of service to be delivered and measured

Actions required to enhance service delivery

Annual costs and longer term financial projections for both operational and capital expenditure for consideration in the Long term Financial Plan.

Council’s Service Plans are based on a template that has been developed through collaboration with other councils under the MAV’s STEP Asset Management Services Program. The current Service Plans do not contain financial projections, improvement actions or levels of service. This is an improvement action proposed and scheduled in Appendix A - Asset Management Improvement Plan within this document.

7.2.2. Asset Management Plans

An Asset Management plan is defined in Policy 91 as ‘a plan developed for the management of one or more assets that combines multi-disciplinary management techniques (including technical and financial) over the lifecycle of the asset in the most cost-effective manner to provide specified levels of service. A significant component of the plan is a long-term cash flow projection for activities’.

Asset Management plans relate to a single asset class and cover:

Levels of Service to meet both community and technical requirements relating to Service Plans

Future demand forecasting relating to the asset class

Risk management covering identification and assessment of critical asset risks

Lifecycle management plans covering asset quantities, performance, condition, valuation, maintenance planning, operations planning, renewal planning, new/upgrade and asset disposal planning



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Financial planning covering maintenance, operations, renewal, construction/purchase, upgrade and disposal of assets and any funding approaches taken

Asset Management practices including software systems, processes, standards and guidelines

Identified plan improvements and monitoring approaches.

Council last formally reviewed and updated its Asset Management Plans in 2004. These plans were out of date and required significant review. A new approach to the development Asset Management Plans has been undertaken with material common to all plans extracted into a ‘General Provisions Asset Management Plan’ with a detailed, asset class specific plan for each asset class. Initial Draft Asset Management Plans have now been developed which will be progressively refined to CORE Asset Management Competency level (as defined in the National Asset Management Assessment Framework) with the priority order determined by the Asset Management Steering Committee.

The new templates for the revised Asset Management Plan development have been established through collaboration with other councils under the MAV’s STEP Asset Management Program.

7.3. Processes

In the past few years, council’s asset management processes have begun to be integrated with its wider corporate planning and financial planning process. Improvements to processes in the area of capital works planning, condition assessment, project management and asset data capture and management are examples of recent progress. Policy development work is well advanced. In other key areas there is work to be done to improve the level of standardisation and documentation of asset management processes and to increase understanding of asset related processes across the organisation.

7.4. Systems

Council previously utilised a multitude of information systems to store and manage data. There was no single organisation wide asset management system and limited linkages between current siloed asset management systems.

In line with council’s Information and Communication (ICT) Strategy a new asset management system was procured in 2015 to remove the use of multiple data storage points and improve integration of data and processes relating to asset management.

Current systems which have a key role in the management of assets are detailed in Table 1.

TABLE 1 ASSET MANAGEMENT RELATED IT SYSTEMS AND EQUIPMENT

System Type Use Issues/Notes

Technology One Corporate Corporate financial system

New corporate system implemented 2015/16. Specific training required to optimise system capabilities.



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Technology One – Asset Management

Corporate Operational works activities and Asset Management database of record

New corporate system implemented 2015/16. Currently learning new system. Strategic Asset Management Unit has had a complete staff change so training required to optimise system capabilities.

Data transferred from previous system SAP requires major data cleansing process to be implemented.

The support system for Strategic Asset Management (including Renewal Demand Assessment and Works Programming) is Assetic

Technology One – Enterprise Content Management

Corporate Correspondence and document management system

ECM implemented and operational

Technology One – Enterprise Content Management

Corporate Customer service system

Customer Request Management now performed via Technology One

MapInfo Corporate Graphical information system (GIS)

Pitney Bowes Mapinfo is corporate GIS suite. Exponare is currently used as main user interface however this is planned to be upgraded to Spectrum Spatial Analyst. MapInfo Pro used for data creation by power users.

Minor additional staff training both in ICT and Assets will be required. Timing of any change to be an important consideration based on workload.

Bridge Inspection Database

Secondary This system includes photos, basic asset dimensions and asset condition data for Campaspe’s bridges.

Vicroads Tool provided to Campaspe Shire Council as an outcome of a contracted Bridge Inspection programme. Electronic datasets exist for 2006/2007 and 2009/2010 survey

No ongoing licensing cost.

Buildings Database Secondary This tool links building photos, condition and valuation estimate data to a GIS layer. Allows for maintenance comments to be recorded. No longer used other than as data storage and historical reference.

MS Access database provided by CT Management as part of the 2008/09 Building Condition Survey.




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Netrisk Secondary To identify hazards on seal roads


Assetic – My Predictor Secondary Asset Renewal Gap Modelling and MAV reporting

New system February 2017. Data for Roads & Buildings only duplicated in My Predictor. Basic setup of Matrices undertaken. Further datasets to be setup as time permits. Staff training and refinement of the systems variables to enhance outputs to be undertaken.

My Predictor also has the capability to assess renewal based on additional factors other than Condition. This includes Capacity and Functionality which will be valuable once service planning matures and the relevant information becomes available.

Moloney Model Secondary Asset Renewal Gap Modelling and MAV reporting

An enhanced Excel spreadsheet tool. This tool models asset condition changes at a network level (rather than an individual asset level) and predict expected renewal expenditure requirements over the long-term. It is used as are porting tool for the MAV and as an input into determining forecast renewal budget allocations at the class level only (i.e. where a long term program of works with specific projects has not been identified).

Note: It is expected that this will continue to be used as the Renewal Demand tool at least until Assetic – My Predictor is properly implemented and confidence established in outputs over the next couple of years across the various asset Classes.

Licensing cost of $350 per annum.

GBM Mobile and Windows mobile & Toughcorp Getac PS236 Handheld

Secondary Field asset data collection.

Hand held GPS enabled data collection devices which use configurable MapInfo tables to collect GPS located asset data. This data can be loaded and merged directly to the asset layers that already exist in the GIS

Council currently owns 3 hand-held GPS units with three GBM mobile licences at a total annual cost of $825 (ex GST).

Rawlinsons Construction Handbook

Secondary Used as a benchmarking tool for Greenfield and brownfield unit rates for valuation and renewal

Rates change each year. Cost to update book is in the order of $400 (Ex GST). Book usually released in February.



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modelling. Also used as a reference by Project Management team

7.5. Data

Asset data is collected in a number of ways at project completion, through targeted surveys, at asset handover from developer subdivisions, and ad hoc via design investigation and other sources, however the majority is confirmed via formal condition assessments. Although council has a set of existing asset information in many cases no formal documentation exists around what data should be recorded for each asset class. Further work needs to be completed to confirm the actual data council requires to consistently record each asset.

Condition assessments are undertaken on a rolling cycle with period between assessments determined based on the characteristics of the class of asset to be inspected. In order to establish and maintain good asset condition data it is proposed that the interval between inspections shall be no longer than 20% of the adopted average asset life subject to a maximum interval of five years. Condition inspections are required at least every three to five years under the accounting regulations and the program of condition assessments must tie in with the proposed revaluation process as lack of data may impact on council’s ability to produce an unqualified statement of financial accounts. Condition data is also used for strategic renewal forecasting and financial planning and is integral to the process of identifying the capital works renewal program.

The current proposed schedule for condition assessments can be found in Appendix B. The estimated cost of condition assessment in the next 3 years is as follows:

2017/18 $243,500

2108/19 $$180,200

2019/20 $333,200

Note that these estimates will be affirmed each year in the budget process. The current operational budgeting process will require growth requests to be made and justified to obtain appropriate funding levels in 2018/19 and 2019/20. A review of procurement options and scheduling will take place with an aim to smooth the spending between years 2018/19 and 2019/20

7.6. Current Asset Management Maturity

Council measures its asset management competency in the context of the National Asset Management Assessment Framework (NAMAF). An annual assessment is conducted by the Asset Management Steering Committee against a set of 80 Core questions as part of the MAV’s STEP Asset Management program. The MAV’s program provider then uses the NAMAF to facilitate an overall assessment of Council’s Asset Management performance against 11 key elements. This process identifies key improvement opportunities which form an input to the Roadmap action plan (Appendix A).

The most recent NAMAF assessment was in May 2017. The summary results from this assessment are shown in Figure 2.



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FIGURE 2 NAMAF CORE MATURITY RESULT MAY 2017

8. ASSET MANAGEMENT TARGETS

The MAV had an objective for councils to achieve ‘Core’ Maturity for each of the 11 NAMAF elements by December 2012. This was defined at the time, as achieving a total score greater than 1000 in the NAMAF Scorecard.

The Asset Management Steering Committee has developed a Strategic Asset Management Roadmap based on the outcomes of the NAMAF to ensure that steady progress is made in improving our Asset Management performance and achievement of CORE competency as soon as practicable.

Once CORE is obtained, the AMSC will prioritise the actions required to work toward achieving ISO 55000 competency. The target date for this will be reviewed once CORE has been achieved.

9. IMPROVEMENTS

Based on the National Asset Management Assessment Framework requirements for a level of core asset management practice, an asset management improvement plan for 2017-2020 has been developed and is included as Appendix A to this strategy.

The improvement plan is based around the structure and key improvement areas as outlined in the National Asset Management Assessment Framework together with actions identified from the Shire of Campaspe’s audit committee. The program outlines tasks, responsibilities, timetable and resource estimates.

As illustrated in Appendix A, improvements are required in each of the defined areas in the assessment framework to achieve a 100% core standard of Asset Management.



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10. RESOURCES

The improvement actions identified in this strategy will require appropriate expenditure for resourcing the improvement plan actions. The plan is based on continuous improvement in council’s asset management performance over the next 3 years as measured by the annual NAMAF assessment and the completion of roadmap tasks. Many of the improvement actions such as data quality, systems and the introduction of new processes will form part of the day-to-day operations within council’s Strategic Asset Management unit.

There will be several types of costs involved in achieving the implementation of the roadmap by July 2019 including:

1. Additional periodical resources for gathering and assessing asset condition data. These costs will form part of the operational budget in the Asset Management department and identified in section 7.5.

2. Funding and resources to engage specialist consulting assistance for specific identified tasks.

11. REVIEW & MEASUREMENT

Any Strategy must be a dynamic document, reflecting and responding to changes over time. Once adopted, a full review of this Asset Management Strategy will take place every four years. A review of the Action Plan (Appendix A) will be undertaken annually, following the annual review of the Council Plan, Long Term Financial Plan, Budget and Asset Management Plans.

12. CONCLUSION

Council recognises that improving its asset management practices will provide extensive benefits in both the short and long term to the community. Adopting and implementing this Asset Management Strategy will significantly improve asset management and financial planning practices at the Shire of Campaspe.


13. APPENDIX A –ASSET MANAGEMENT IMPROVEMENT PLAN

13.1. Road Map Actions

Underneath this consolidated list are a schedule of individual actions that will deliver these outcomes. These are not included here.

TABLE 2 IMPROVEMENT ROAD MAP ACTIONS AND TARGET COMPLETION DATES

Task ID Topic Specific NAMAF Action

Improvement Action Primary Responsibility

Responsibility Phase % Completed

1 Strategic Long Term Plan

Yes Update and document the Long Term Renewal Demand for Infrastructure Assets

SAC FM 1 0%

2 Capitalisation Policy No Review Capitalisation Policy Attachment to ensure alignment with revised Asset Hierarchy

SAC FM 1 50%

3 Service and AMP Development Process

No Document Service Plans for each area of Council SM’s SAC 1 0%

4 Service Plans No Roll out Service Plans from Service Managers (Service Levels, Long term budget forecast, improvement actions)

SM’s FM AM

1 5%

5 Service Plans No Link Service Plans to LTFP SAC FM SM's

1 0%

6 Road management information

No Update Asset Databse & GIS data to match Agreed road management/liaise with DEWLP

RSC RSC 2 50%

7 Governance & Management

Yes Adopt process for development and implementation of the Asset Management Strategy and Asset Management Plans.

SAC AMSC 3 0%

8 Data & Systems Yes Review existing Asset Management data and improve SAC AM 1 50%

9 Asset Life No Improve useful asset life data to minimise expected and actual life expectancy variances, update valuation policy and financial practices.

SAC AA 2 20%


Task ID Topic Specific NAMAF Action

Improvement Action Primary Responsibility

Responsibility Phase % Completed

10 Service and AMP Development Process

No Document a timeline for refining and Completing the agreed list of Asset Management Plans

SAC AM 2 10%

11 Link - Asset Management Plans to LTFP

No Develop process to link Service and Asset Management Plans to the Long Term Financial Plan

SAC FM 2 0%

12 Skills & Processes Yes Identify skills required across the business to maintain AM effectiveness and develop common training framework.

SAC AM 1 10%

13 Risk Register No Develop review schedule for Infrastructure Risk Register and have it endorsed by Council

AMSC AMSC 1 0%

14 Service Planning Policy

No Implement Service Planning Policy AM CSM 1 20%

15 Capital Works Asset Management System

No Implementation of Assetic to deliver long term capital works program by end of October 2017

SAC ICT Manager/AM 1 20%

16 Complete Service and Asset Coordinator Framework

No Formailse the costing of assets related to services and integrate into financial and service plans

SAC SAC SM’s AM FM

3 20%

17 Condition Assessment No Develop condition assessment manuals for every asset class and include in AM plans

AA AA 1 80%

18 Asset Management Plans

Yes Review and update existing Asset Management Plans for the Major Asset Classes.

SAC RSC AM

1 40%

19 Annual Budget Yes Link outcomes from the new AMP's into LTFP & hence to Annual Budget process

SAC SAC 1 0%

20 Asset Rationalisation - Procedure

No Develop a Procedure document to support the adopted Asset Rationalisation Policy

SAC MA EMG

3 30%

21 Review Tools No Investigate potential to enhance asset management and service delivery using most modern best practice tools

SAC ICT Manager 2 50%

22 Review Asset Management Renewal Funding Strategy

No Develop implementation plan SAC GMFS FM

3 0%


Key: AMSC = Asset Management Steering Committee; EMG = Executive Management Group, SAC = Strategic Asset Co-ordinator, SM = Service Manager, CSM = Corporate Strategy Manager, POM = Program Office Manager, GMIS =General Manager Infrastructure Services, FM = Finance Manager, RSC = Road Services Co-ordinator, RM = Risk Manager, SM’s = Service Mangers, GM’s = General Managers, MA = Management Account, AA = Asset Analyst, AM = Assets Manager GMFS = General Manager Financial Services Note: Improvement actions are phased out for the implementation purposes as follows; Phase 1 – Activities which are to be completed by the end of December 2018 Phase 2 – Activities which are to be completed by the end of June 2019 Phase 3 – Activities which are to be completed by the end of the June 2020


14. APPENDIX B – ASSET CONDITION ASSESSMENT SCHEDULE

The table below shows the date of the most recent condition assessment, whether a formalised condition assessment approach has been documented and is available, indicative costs for assessments and the agreed maximum period between assessments into the future. The table on the next page shows the annual program for assessments and estimated cost into the future. Note that the costs are generally estimated for visual assessment only and exclude more detailed condition investigation (such as core samples at pools). The exceptions to this are Gravel Roads which is based on measuring depth of gravel and drainage pipes where the cost is estimated for underground video survey.

TABLE 3 CONDITION ASSESSMENT STATUS

Asset Class

Year of Last Condition

Assessment

Condition Assessment

Manual Exists

Period for Re-assessment

(years)

Average Cost per annum ($)

Buildings & Shade Structures 13/14 Yes

3 24,400

Sealed Road Pavements 14/15 Yes 5 26,400

Gravel Shoulders 13/14 Yes 2 36,300

Gravel Roads 15/16 Yes 2 36,300

Bitumen Seal 15/16 Yes 3 32,100

Other Road Elements (Road Furniture, Parking Meters, Signs etc.)

Never Yes 3 4,800

Kerb & Channel 14/15 Yes 5 2,400

Footpaths 14/15 Yes 5 2,400

Bridges 14/15 Yes 3 8,100

Moorings, Jetties and Boardwalks Never No 3 2,000

Drainage - Pipes & Culverts 13/14 Yes 5 14,400

Drainage – Pits 13/14 Yes 5 5,700

Drainage - Pumps & Electrical 13/14 Yes 5 4,800

Drainage - Other (Channels & Open Drains, Basins, Dams, Wetlands)

14/15 Yes 5

6,000

Retaining Walls 15/16 Yes 5 1,560

Levee Banks 15/16 Yes 5 770

Swimming Pools (exc. Buildings) 15/16 Yes 3 10,450

Playground Equipment 2013 No 1 1030

Irrigation Systems (inc pumps, water supply lines, 2011 No 5 1030


Asset Class

Year of Last Condition

Assessment

Condition Assessment

Manual Exists

Period for Re-assessment

(years)

Average Cost per annum ($)

sprinklers etc)

Fences 2011 Yes 5 3,890

Recreation Reserve Facilities - Turf Assets & related Sports Infrastructure

2011 5 3,420

Recreation Reserve Facilities - Lights and electronic scoreboards

13/14 Yes 5 3,120

Recreation Reserve Facilities - hard surfaces, courts etc.

2012 Yes 5 3,120

Public Furniture (Street & Park) 13/14 Yes 3 2,920

Railway Never No 5 520

BBQ 2009 No 3 2,090

Other Structures (Wharf, entrance signs, etc) Never No 5 2,120

Monuments, statues and fountains 13/14 Yes 2,180

Plant & Equipment No 0

Unplanned and Non-Civil Scoping Assessments

40,000

284,320


TABLE 4 DRAFT CONDITION ASSESSMENT FORWARD PLAN WITH BUDGET ESTIMATE

Asset Class 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/2022 2022/23 2023/24 2024/25 2025/26 2026/27

Buildings & Shade Structures

105800 105800 105800

Sealed Road Pavements

110,000 116,400 116,400

Gravel Shoulders 75,000 79400 79400 79400 79400 79400

Gravel Roads 75,000 79400 79400 79400 79400 79400

Spray Seal+Asphalt 100,000 105800 105800 105800

Other Road Elements (Road Furniture, Parking Meters, Signs etc)

20,000 21,200 21,200

Kerb & Channel 10,000 10,600 10,600

Footpaths 10,000 10,600 10,600

Bridges 20,000 21,200 21,200 21,200 21,200

Moorings, Jetties and Boardwalks

5,000 5,300 5,300 5,300 5,300

Drainage - Pipes & Culverts*

60000 63,500 63,500

Drainage – Pits 37000 37000

Drainage - Pumps & Electrical

20000 21,200 21,200

Drainage - Other (Channels & Open Drains, Basins, Dams, Wetlands)

25,000 26500 26500

Retaining Walls 5000 5,300 5,300

Levee Banks 2500 2600 2600

Swimming Pools (exc. Buildings)

25000 26,500

26,500 26,500


Asset Class 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/2022 2022/23 2023/24 2024/25 2025/26 2026/27

Playground Equipment 2500 2600 2600 2600

Irrigation Systems (inc pumps, water supply lines, sprinklers etc)

5,000 5300

Fences 12,500 13200 13200

Recreation Reserve Facilities - Turf Assets & related Sports Infrastructure

11,000 11600 11600

Recreation Reserve Facilities - Lights and electronic scoreboards

10,000 10600 10600

Recreation Reserve Facilities - hard surfaces, courts etc.

10,000 10600 10600

Public Furniture (Street & Park)

7,000 7400 7400 7400

Railway 2600 2600

BBQ 5,000 5300 5300 5300

Other Structures (Wharf, entrance signs, etc)

10600 10600

Monuments, statues and fountains

7,000 7400 7400

Plant & Equipment

Unplanned and Non-Civil Scoping Assessments

40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000

Estimated Cost 175,000 290,000 162,500 243,500 180,200 333,200 212,000 540,600 169,100 227,900 198,800 507,800 220,400

Asset Management Strategy - campaspe.vic.gov.au · Asset Renewal Funding Strategy is proposed and...

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