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Asset Management Strategy

2010

Contents 1. Introduction.............................................................................................................1 2. Purpose ..................................................................................................................1 3. Council Assets .......................................................................................................1 4. Council’s Asset Management ................................................................................2

4.1 Relationship w ith Corporate Planning Process .............................................2 4.2 Asset Management Documents Hierarchy....................................................3

5. Asset Management Systems, Data and Processes..............................................4 5.1 Systems..........................................................................................................4 5.2 Data ................................................................................................................5 5.3 Processes.......................................................................................................5

6. Vision......................................................................................................................6 7. The Impact of grow th.............................................................................................7 8. Council’s Asset Management involvement w ith the STEP program.....................7 9. Asset Management Programs Delivery...............................................................10

9.1 Asset Management Structure ......................................................................10 9.2 Asset Quality Management Framew ork......................................................10

10. Asset management Improvements ..................................................................11 10.1 Improvement Opportunities .........................................................................11 10.2 Key Review Activities...................................................................................11 10.3 Resource Implications..................................................................................12

11. Conclusion........................................................................................................13 12. References.......................................................................................................13 List of Figures Figure 1 Asset Management Processes.................................................................2 Figure 2 Four Pillars in Asset Management............................................................3 Figure 3 Council’s Asset Management Performance – Gap Analysis ....................9 Figure 4 Benchmarked Comparisons w ith Outer Metropolitan Councils ................9 Figure 5 Asset Management Structure ..................................................................10 List of Tables Table 1: Council's AM Performance in 10 Key Challenges ..........................................8 Table 2: Cyclic Asset Management Activities Frequencies ........................................12

Document: Asset Management Strategy Document No.: Approved By: EMT Date Approved: dd mm 2010

Page 1 of 13

1. INTRODUCTION

This strategy provides the framew ork to guide the development of an integrated and comprehensive Asset Management model for Hume City Council. A structured set of actions has been identif ied consistent w ith Council’s Asset Management Policy and Council Plan 2009-2013. Asset Management is a tool that facilitates corporate accountability and impacts on all areas of service planning and delivery.

2. PURPOSE

The strategy describes the current status, vision and actions for consolidating Asset Management (A M) w ithin Hume City Council. It aims to assist Council to progress through the steps of developing meaningful AM plans and establishing a framew ork for the ongoing enhancement of AM practices to meet developing community needs. The strategy w ill facilitate decision making based on optimising the lifecycle cost of assets. It is an overarching document developed w ith the objective of ensuring capital investment is used effectively and in the best interests of the community.

3. COUNCIL ASSETS

Council currently ow ns and maintains over $1.79 billion w orth of assets including infrastructure (e.g. roads, drainage), land, buildings, furniture and f ittings, and equipment. These assets make up the economic and social infrastructure that enables the provision of services to the community and businesses, playing a vital role in the local economy and on quality of life. Details of the extent of these assets are included in Appendix 1. This Strategy covers the follow ing groups of assets: • Roads (including footpaths, bridges, kerbs and channels) • Buildings and properties • Drains • Parks and Open Space (including playgrounds) • Miscellaneous Assets (including IT equipment, machinery, library stock

and furniture)


Page 2 of 13

4. COUNCIL’S ASSET MANAGEM ENT

4.1 Relationship w ith Corporate Planning Process

The relationship betw een Asset Management and the corporate planning process is depicted by the follow ing f igure.

Figure 1 Asset Management Processes

CORPORATE PLANNING PROCESS

STRATEGIC/FINANCIAL PLANNING PROCESS (LONG TERM FINANCIAL PLAN & CAPITAL WORKS PLAN)

ASSET MANAGEMENT PROCESS

Service Level Inputs • Serviceability • Environmental

Impacts • Legislative

Requirements • Financial

Requirements • User Preferences • Social Considerations

Decision Making Tools • Failure Mode Identification • Predictive Modelling • Risk Analysis • Economic Analysis

(Benefit/Cost) • Treatment Options /

Selection

Annual Plans, Capital Works Programs and Budgets • Existing Assets – Operate,

maintain, renew, upgrade • New Assets –

Development • Surplus Assets – Disposal

Identify Asset Needs • Existing shortfall • Steady State Service

Level • Future Demand

Data Collection / Performance

Monitoring and review

Adopt AM Plan & Implement Life

Cycle Strategies

Assess Financial Impacts • Budget parameters • Cash Flows • Long term financial Plan

Identify, Evaluate, Select & Prioritise

Options


Page 3 of 13

4.2 Asset Management Documents Hierarchy Council’s written management elements comprise this Strategy, an Asset Management Policy, Asset Management Plans and Operational Plans. The follow ing diagram sets out the interrelationship betw een these elements to ensure a strategic approach to Asset Management.

Figure 2 Four Pillars in Asset Management

Source: MAV STEP Program

The Asset Management Policy sets out the overall Council vision in regard to infrastructure asset support services provision and establishes the Asset Management responsibilit ies and relationships amongst Council, Executive Management Team and Council staff in general. The Asset Management Strategy provides the link betw een the Policy and Asset Management Plans by recommending staged, prior itised improvements to be addressed over the next 4 years. Council’s Asset Management Strategy provides the framew ork to guide the development of an integrated and comprehensive Asset Management model for Council. The Asset Management Plans, for each of the major asset groups, document future demand for assets to deliver identif ied service needs, the target service levels intended and the means by w hich these w ill be achieved on a w hole of life cycle basis, along w ith the long term financial projection to achieve these. The Operations Plans, to be progressively developed by the asset custodians for each of the asset groups, document the means by w hich the operations and maintenance outcomes required of the Asset Management Plans w ill be delivered.


Page 4 of 13

5. ASSET MANAGEM ENT SYSTEMS, DATA AND PROCESSES

5.1 Systems Council ut ilises a number of information systems and has a need to rationalise, integrate and develop them further. A number of new Asset Management systems are also needed. Current systems include: • Finance 1 – Council’s corporate f inancial information system; • TRIM - Corporate correspondence management system • MERIT – Customer request management system; • Proclaim – Property database; • Property Store – Valuation and Leasing; • CentaMan - Sport & Recreation Booking Management System; • AutoCAD Map3D – Graphical Information System (GIS); • SMEC – Pavement Management System (PMS); • Moloney’s Renew al Modelling System (netw ork application only); • VicRoads’ Bridge Inspection System • Fleetmanager - Plant management system; • Property Store – Valuation database; • Corporate Risk Register (in MS Excel); and • Various access databases for specif ic application. Appropriate cost effective systems are being integrated into the overall Asset Management structure. Linkages exist betw een the GIS system and Proclaim, SMEC PMS, the drainage netw ork, the tree management system and reserves and playgrounds. With asset applications being developed more information is being made accessible to all relevant personnel. Asset registers for most asset classes are located in accessible locations and responsibility for maintenance is w ell defined. The Council’s vision for Asset Management is to have a central asset database for each asset groups and eliminate duplication of information, w ith integrated processes and systems that allow planning for the eff icient use of all assets. Systems need to be acceptable to all stakeholders and accessible. With the exception of roads through SMEC PMS, advanced functionalities such as predictive modelling and life cycle costs optimisation and scenario planning do not exist currently. Council is currently using the Moloney’s Renew al Model to provide high level netw ork modelling leading to long term financial forecast of renew al requirements. System improvement activities currently in progress or being considered include: • Integration betw een GIS and the road maintenance system • Developing condit ion degradation profile for stormw ater pipes • Inputting building data information on GIS to provide a centralised building

asset register.


Page 5 of 13

5.2 Data The available Asset Management data includes: • Road data including condition data (PCIs) in SMEC PMS separated into

segments w ith unique asset identif iers; • Condition data /images for footpath and roads are currently stored in

Puredata’s Pureplayer system; • Stormw ater Drains data is stored in the GIS w ith basic attributes such as

year, material type and depths (for pits); • Bridge data in an excel spreadsheet not separated into components,

condition data in Bridge Inspection System; • Building data in an excel spreadsheet (currently to be migrated to GIS) not

separated into systems /components (e.g. structures, roof, building services or f it-out) and w ith some basic condition data derived from recent Dennis Hunt’s facilities audit;

• Plant data stored in Fleetmanager; • Major Reserves data including playgrounds is stored in the GIS w ith

attribute information; • Street Tree data stored in GIS w ith condition information and • Land data located in Property Store.

Data improvements currently in progress or being considered include:

• A GIS-based centralised asset register for building; • Establishing condition profiles of underground stormw ater pipes through

mapping from statistical modelling based on CCTV condition surveys and • Poligonisation of roads. 5.3 Processes Council’s Asset Management processes are integrated with its wider corporate planning and f inancial planning process. This is shown previously in Figure 2. The current processes have evolved since 1999 and now provide a solid framew ork and a credible basis for capital funding and periodic maintenance requirements. An Asset Quality Management Framew ork has been developed to ensure that reviews are carried out at appropriate t imes and that processes are delivering appropriate outcomes. The follow ing elements of the Asset Management system are in place: • An Asset Management Policy • An Asset Management Strategy • Various Asset Management Plans

• Roads /Footpaths /Bridges /Carparks /Traff ic Management Devices and Roadside Furniture (2010)

• Buildings and Property (2010) • Drainage (2004) • Parks and Open Space (2006)


Page 6 of 13

• Miscellaneous Assets (2006) (Draft Only) • A Road Management Plan created under the Road Management Act 2009 • Implementation of the documentation of AM systems • A Risk Management Plan

HCC has been a participant of the Municipal Association of Victoria’s (MAV) STEP program since its inception in 2003 in support of MAV’s objectives of improving Asset Management practices across Victoria. In addition, Council provided feedback to the Department of Planning and Community Development’s annual survey on Asset Management Performance Measures. These tw o programmes had provided Council opportunit ies to continuously improve its Asset Management capability through identif ication of key challenges and benchmarking of best practices and processes.

6. VISION

Council’s commitment to Asset Management as described in its Council Plan 2009-2012 under the Theme of ‘Appearance of the City and Environment’ is: “To provide a network of sustainable infrastructure that services the community to prescribed levels” Council’s vision in Asset Management is to provide assets that are accessible, safe, sustainable and responsive to the needs of the community and the natural and built environment. The MAV advocates that Councils delivering Best Appropriate Practice in Asset Management should be able to demonstrate capabilities in managing: Asset Know ledge

• We know what assets we ow n or what we are responsible for; • We have recorded these assets in a register dow n to an identif iable level; • We monitor the condit ion, performance, utilisation and costs of assets

dow n to the managed component level and aggregate this data up to give outputs of cost and performance at a number of levels.

Service Delivery

• We thoroughly understand and have recorded the current levels of service in terms of quantity and quality of service;

• We understand the likely future levels of service required based on population grow th, demographic changes and community expectations.

Corporate, Financial and Business Planning

• We understand the long term (20 years+) funding needs of our municipality to meet customer expectations in both capital and recurrent expenditure;

• We assess the indirect or ancillary cost impacts of inadequate asset condition or performance on the community in terms of the economic consequences of failing to meet our agreed standards of service levels;

• We link our corporate goals to our investments and ultimate action plans.


Page 7 of 13

Informed Decision Making • We have uniform processes across our w hole organisation for the

evaluation of any investment in capital w orks, maintenance and operations. The process involves an assessment of the relative risks and benefit costs of these investments;

• We only make decisions on individual projects w hen all service programs have completed these outputs and the funding needs of the whole organisation is know n together w ith the know ledge of its impact on rates and charges.

Accountability and Responsibility

• We monitor and report on the condit ion, performance and functionality of our assets against prescribed service levels and regulatory requirements;

• We support Asset Management through our corporate structure, roles and responsibilit ies and through our policies and resulting strategies.

Sustainability

• We only approve capital for new w orks and services w ith the commitment of the necessary recurrent expenditure;

• We alw ays approve the necessary renew al program to sustain the existing levels of service before other w orks, providing they are justif ied through our process.

Council embraces the above guiding principles for its Asset Management practices.

7. THE IMPACT OF GROWTH The impact of growth inevitably requires an increase in the percentage of budget

funding allocated to maintenance and renewal and a decrease in the percentage allocated to new works, over time. It is imperative that in costing new works on the Capital Works Program and in receiving new granted assets through subdivisions that we factor in the associated life cycle costs into our operating budgets and f inancial forecasting.

New assets have a lag period before they start to impact on renewal budgets i.e.

generally 20 years or more for the larger assets however they have an immediate impact on maintenance budgets in the short to medium term.

8. COUNCIL’S ASSET MANAGEM ENT INVOLVEM ENT WITH THE STEP

PROGRAM Council has been a participant of MAV’s STEP program since its inception in 2003 in support of MAV’s objectives of improving Asset Management practices across Victoria. The objective of the STEP program is to continue to assist Councils to build infrastructure Asset Management capacity by: • Improving Asset Management Capability


Page 8 of 13

• Applying Asset Management principles. The initial Program started w ith high-level review of council’s Asset Management performance in four key areas namely, Policy, Strategy, Planning, and Operations. The Program had now gone through the Advanced Step phase with focus on the processes particularly in the areas of development, documentation and implementation requirements to enable life cycle management and to achieve long term sustainable service delivery. The MAV conducted annual audit of Council’s Asset Management performance through a balanced scorecard system involving ten key challenges facing the councils. Council’s Asset Management performances over the past three years are show n below .

Table 1: Council's AM Performance in 10 Key Challenges

No Key Challenges 2007 2008 2009 1 Council makes informed decisions based on sound

policy with knowledge of the confidence levels associated with the decisions

88 83 88

2 Long term community service needs have been identified

69 65 71

3 Council knows what it owns and is responsible for 83 94 87 4 Council knows the condition and performance of its

asset 73 74 93

5 Council understands and responds to community expectations/priorities when developing levels of service

66 48 71

6 Council understands the risks involved with the assets they manage and have processe s to manage the risk

90 83 98

7 Council knows the complete lifecycle costs of the service levels it is currently delivering

66 64 75

8 Council has AM plans for all major classe s of assets

88 82 88

9 Council has a long term financial plan that aligns with the requirements of AM Plans and addresse s any funding gaps

71 64 83

10 Council has a whole of organisational approach to the integration of AM

89 83 96

Total (Out of 1000) 781 740 848 Council’s Asset Management performance had generally improved over the years, and its current (2009) performance in all areas can be rated as being ‘Proficient’ or ‘Excellent’, as depicted in the follow ing f igure.


Page 9 of 13

Figure 3 Council’s Asset Management Performance – Gap Analysis

0

10

20

30

40

50

60

70

80

90

100

Excel lence Range 13 20 14 8 20 3 20 13 18 4

Gap to Excell ence 0 9 0 0 9 0 5 0 0 0

2009 Resul ts 88 71 87 93 71 98 75 88 83 96

AM Poli cyLo ng Ter m

Pl anni ngKnows what

i t owns

Condi t i on of asset s is

known

Resp onds to Communi ty

Ri sk MgtWhol e of li fe costs

AM Pl ans L TFPInt egrate d Appr oach

Proficient

Systematic

Aw areness

Innocence

Excellence

Compared w ith other Outer Metropolitan Councils in Victoria, Council’s performances are also generally above or within the ‘bands’ of results reported by 50% of Councils in similar category.

Figure 4 Benchmarked Comparisons with Outer Metropolitan Councils

0

10

20

30

40

50

60

70

80

90

100

AM Pol icy Long Ter m

Pl anning

Knows wha t it

owns

Condit ion of

assets i sknown

Responds to

Communi ty

Risk Mgt Whole of l ife

cost s

AM Pl ans LTFP In tegrat ed

Appr oach

2008 Results 2009 Results

Note: The ‘bands’ f or each ‘key challenges’ relate to the 2008 results only. Council w ill continue its path to improve its capability and capacity in Asset Management and to apply sound Asset Management principles in its daily activities delivering services to the community.

Excellence Range Gap to Excellence


Page 10 of 13

9. ASSET MANAGEM ENT PROGRAMS DELIVERY 9.1 Asset Management Structure Asset management should receive the w hole of Council support from the Councillors through the Executive Management Team to the operational staff. As asset management requires a coordinated approach involving cross-functional disciplines a formal asset management structure is necessary w ithin Council. The follow ing f igure illustrates the management structure for the implementation, monitoring and review ing of the improvement process.

Figure 5 Asset Management Structure

35

Asset Management StructureROLES

• Guide AM Development• Monito r /Rev iew AM Plans and performance• Set appropr iate level of ser vice & acceptable risk levels• Allocate appr opriate o rganizational resources & funding

to pu t in place up-to-date asset registers and understanding asset perf ormance and life expectancies

• Initiate and manage AM Pro jects• Pr ovide guidance on AM issues• Set multi- year capital wor ks program• Ongoing decision making f or AM improvemen t• Review and develop AM processes & practices,

procedures and IT systems requirements• Repor t to EMT on AM issues & activ ities

• Implement AM improvement program• Identifying specific issues on p rojects• Ongoing AM & operations (including data collection &

analysis, cond ition mon itor ing, maintenance programs, & projects)

Manager Infrastructure PlanningAsset Management Section

(Re presentatives from the Se rvice U nits)(Chaire d by Mana ger Infrastruc ture Planning)

Cross Functional Asset ManagementWorking Teams

Executive Management Team

Council•Exercise stewardship over infrastructure assets•Adopt corporate AM Policy and Strategy•Understand and communicate community’s aspirations in setting policy direction

•Endorse level of service, budgets, r isk and cost standards•Ensure appropriate funding approval for the maintenance and renewal of the existing assets before funding new assets

An Asset Management Responsibility Matrix has been developed to clearly identify and demarcate the roles and responsibilit ies of Council staff involved. (Refer Council’s Asset Quality Management Framew ork document). 9.2 Asset Quality Management Framework Asset Management needs to incorporate appropriate quality processes in the “Plan, Do, Check, Improve” cycle to ensure continuous improvements in the Asset Management project implementations. The Asset Quality Management Framew ork provides a set of w orkflow processes which w ill aid to improve the systems used in Asset Management and ensure that Council’s assets are managed in an eff icient and effective w ay and that structures are in place to ensure that the elements of risk, w ork systems and staff inputs make for a seamless delivery.


Page 11 of 13

10. ASSET MANAGEM ENT IMPROV EMENTS

10.1 Improvement Opportunities The audits from the MAV STEP program and Council’s internal review of Asset Management practices highlighted the follow ing areas for particular attention:

• Understanding community expectations and review ing service levels.

• Information System – The Asset systems need to be centralised to avoid duplicated lists that w hen compared have differences;

• Data and Information – Moving tow ards electronic data forms to centralise registers and contain all information from various contributors and to w ork tow ards real time information and reduce double handling; and

• Organisational – Asset Management responsibilities, processes and planning to ensure EMT and Council have relevant updates and custodians know their responsibilit ies.

The follow ing summarises some of Council’s achievements in the past four years:

• Instigation of Asset Management Forums w here other Council Asset managers from the northern area of Melbourne meet quarterly to discuss and present on Asset Management issues.

• Completed review and updated Council’s Asset Management Policy • Completed review and updated Council’s Asset Management Strategy (this

document • Developed Asset Quality Management Framew ork (2009) • Documented Asset Management Responsibility Matrix • Completed review and updated Roads Asset Management Plan (including

pavements, kerb and channel, bridges, footpath, carpark, traff ic management devices and roadside furniture), (2010)

• Completed review and updated Buildings and Property Asset Management Plan, 2010

• Consolidated various buildings asset registers into a single GIS-based asset register

• Stormw ater pipe condition assessments through CCTV (2005 – 2008) • Condition audit of Council Buildings (2006) • Video survey of road network condition (2006) • Video survey of footpath condition (2007) • Bridge Level 2 inspection (2006). 10.2 Key Review Activities The follow ing review s and cyclic activities constitute part of Asset Management improvement strategies.


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Table 2: Cyclic Asset Management Activities Frequencies

Activ ities Frequency

AM Policy review Major review very 4 years

AM Strategy review Major update every 4 years

Condition Assessment*

Annual rolling CCTV survey for drainage Every 4 years for buildings and properties Every 4 years for other asset groups

Asset Life review Every 4 years for all asset groups

Asset Revaluation Every 2 years for Land and Buildings Every 3 years for all other asset groups

AMP Review Major review every 4 year (with partial financial projections review every two years).

Note: * This is in addition to the annual inspection programs as required in Council’s Road Management Plan. Level 2 inspection f or Bridges Council w ill continue to undertake the activities listed above to ensure currency and completeness of data and information. In addition, an improvement plan has been prepared to address the issues identif ied. Implementation of the plan will be managed by the Asset Management Section in the Infrastructure Planning Department and overseen by the Executive Management Team. The Asset Management Section w ill be responsible for the co-ordination of all activities in the improvement program. The improvement plan focuses on the key elements necessary to improve the standard of Asset Management over the next three years and w ill include the development of a sustainable model for funding assets, w hich will focus heavily on lifecycle costing criteria. Details of the Asset Management Improvement Work plan are documented in Appendix 2. 10.3 Resource Implications The improvements nominated in this report w ill require appropriate expenditure for resourcing the improvement program. The program involves setting up the systems, processes and data capture. The program is ongoing and requires constant inputs to keep the systems up to date and operating as eff iciently as possible. Many of the improvements such as data, systems and the introduction of new processes w ill form part of the day-to-day operations leading to the enhancement or replacement of existing processes. Costs w ill be of tw o types: 1. The existing Asset Management support proposed to manage or oversee

all projects for the duration of the improvement program; and 2. Additional resources required for specif ic projects will be identif ied w hen the

project is developed by the Asset Management w orking team. This w ill include temporary staff for data capture or contracted projects across the asset classes.


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11. CONCLUSION Council recognises that improving its Asset Management practices w ill provide extensive benefits in the short and long term to the community. Implementation of this strategy w ill signif icantly raise Asset Management performance at Hume City Council.

12. REFERENCES

The Asset Management Strategy has been developed by follow ing related key Council policies and strategies: • Council Plan (2010/11-2013/14) • Asset Management Policy • Risk Management Policy • Risk Management Manual • Asset Quality Management Framew ork

Document: Asset Management Strategy Document No.: Approved By: EMTCouncil Date Approved: dd mm 2010

Appendix 1

Council’s Asset Portfolio


APPENDIX 1 – COUNCIL’S ASSET PORTFOLIO

Class

Sub Class

Approx Quantity

Estimated Replacement

Value ($M)

Estimated Lifecycle (Years)

Roads • Pavements

• Kerb & Channel

1,028 Km

1,430 Km

$ 425.8

$ 121.6

12 –100

50 -- 75

Footpaths • Footpaths 1,094 Km $ 108.7 10 – 55

Street Furniture • Seats /Shelters

• Signs

• Roundabouts

108 No

19,785 No

486 No

$ 1.4

$ 4.0

$ 14.6

20

10

75

Street Lights 16,400 No $ 25.0* 30

Bridges & Carparks • Carparks

• Bridges

197 No

115 No

$ 13.2

$ 24.8

5 – 20

50 - 100

Drainage • Pipes

• Pits

1,715 Km

36,866 No

$ 236.2*

100

100

Developed Reserves & Street Trees

• Reserves

• Playgrounds

• Street Trees

800 Ha

197 No

70,000 No

Not estimated 10 –100

20

100

Public Artworks and Monuments

• Monuments

• Artworks

Assets l ist

Assets l ist

Not estimated 100

100

Buildings • Major (>$1M)

• Other

41 No

193 No

$ 199.1 75

15 - 75

Fleet • Heavy Plant

• Cars & Utilities

• Minor plant

79 No

154 No

354 No

$ 11.9* 3 - 10

Furniture and Equipment

• PC’s & Furniture

Assets l ist $ 13.5*

3 -10

Land (includes undeveloped reserves)

1416 parcels 1557 Ha $ 596.0

Total $1795.8

Note: Inf ormation as of 30 June 2009 Asset liv es adopted are f or Asset Management planning purpose *Drainage: based on HCC Financial Statements year ended 30 June 2008 # Estimated quantities only.


Appendix 2

Asset Management Improvement Programs


APPENDIX 2 – ASSET MANAGEMENT IMPROVEMENT TASKS

Key Improvement

Area

Ref Action/Project Methodology Resources Internal /External

Target Date

Priority

Management Review AM process with EMT and define AM roles and responsibilities for managing AM improvements.

Processes P1 • Council adopt AM Policy EMT to approv e and submit to Council for adoption

Manager Inf rastructure Planning & Senior Assets Engineer

Internal August 2010 High

P2 • Council adopt AM Strategy EMT to approv e and submit to Council for adoption

Manager Inf rastructure Planning & Senior Assets Engineer

Internal August 2010 High

P3 • Improv e communication on asset management throughout Council

Rev iew process with EMT Manager Inf rastructure Planning & EMT

Internal Dec 2010 High

Demand Analysis and Service Level.

P4 • Rev iew f uture growth projection and update growth assumptions in AMPs

Rev iew with Strategic Planning Department

Manager Inf rastructure Planning and Manager Strategic Planning

Internal Annual cycle Med-

P5 • Dev elop a process to document lev el and cost of serv ice scenarios for consultation purposes

In conjunction with corporate customer serv ice department

Manager Inf rastructure Planning with external consultant input

External Sep 2010 High

P6 • Implement targeted community consultations to establish appropriate lev els of serv ice matching customer expectations • Roads • Buildings

In conjunction with corporate customer serv ice department

Manager Inf rastructure Planning with external consultant input

External Sep 2011 High

P7 • Rev iew Border Agreements with Macedon, Mitchell & Whittlesea Councils

Rev iew in conjunction with other councils and Services

Manager Inf rastructure Planning Internal Annually (bef ore end of

March)

Ongoing

Asset Knowledge

P8 • Establish asset data standards & strategies (in line with MAV Project)

Work with working group Manager Inf rastructure Planning, & Senior Assets Engineer

Internal /External

Dec 2010 Med

P9 • Rev iew asset effectiv e liv es and remaining useful lives f or each asset ty pe

Rev iew in conjunction with Asset Accountant and Serv ice Units

Manager Inf rastructure Planning, Asset Engineer & Serv ice group coordinators

Internal Bef ore each AMP rev iew

Rolling


Key Improvement

Area


Target Date

Priority

Strategic Planning

P10 • Dev elop a strategy to ensure that capital expenditures on asset renewals consistently meet a minimum sustainability index and renewal liability

Prepared in conjunction with EMT and Finance (MAV LG Credibility Project)

Manager Inf rastructure Planning Manager Finance & EMT

Internal Annually (bef ore end of

April)

High

P11 • Prov ide 12-monthly updates of asset risk registers with management action plans

Updates in conjunction with Risk Management Unit

Manager Inf rastructure Planning, AM staff, Serv ices Coordinator and Risk Management staff

Internal Half -y early (June and Dec

each y ear)

High

P12 • Rev iew existing, develop and document asset priority system based on condition and other attributes (e.g. f it for purpose, utilisation, risk etc) • Bridges • Footpath • Buildings • Open Space • Stormwater drains

Dev elop in conjunction with Asset Serv ice Units

Manager Inf rastructure Planning, Asset Engineer & Serv ice group coordinators

Internal

Sep 2011 June 2011 Sep 2010 Dec 2011 Sep 2010

Med High High Med High

Asset Management Plans. P13 • Rev iew /update Drainage AMP Plan rev iewed in conjunction with

serv ice units Manager Inf rastructure Planning & Asset Engineer

Internal Mar 2011 Med

P14 • Rev iew /update Parks and Open Space AMP

Plan rev iewed in conjunction with serv ice units

Manager Inf rastructure Planning & Asset Engineer

Internal Sep 2010 High

P15 • Rev iew /update Roads AMP (including pav ement, kerb and channel, footpaths, bridges and carparks, traffic management dev ices)

Plans rev iewed in conjunction with Serv ice Units

Manager Inf rastructure Planning & Asset Engineer

Internal June 2013 Low

P16 • Rev iew /update Buildings and Property AMP

Plans rev iewed in conjunction with Serv ice Units

Manager Inf rastructure Planning & Asset Engineers

Internal June 2013 Low

Continuous improvement

P17 • Identify training opportunities in AM f or staff

Research marketplace and industry dev elopment

Manager Inf rastructure Planning & Asset Engineers

External As and when av ailable

Med

P18 • Participate in industry forums /programs

MAV STEP /DPCD Sustainability Perf ormance Measure

Manager Inf rastructure & Asset Engineers

Internal Ongoing High


Key Improvement

Area


Target Date

Priority

Systems Information /Support systems and Decision Tools

P19 • Inv estigate options under MAV Shared Serv ices program for IT sy stem

Participate in MAV initiative and work with GIS coordinator

Manager Inf rastructure Planning, & Senior Assets Engineer

Internal As required Low-

P20 • Inv estigate integration options between GIS and SMEC PMS.

Discuss with SMEC and GIS coordinator on options in line with Council’s IT strategy (subject to Council GIS capability).

Manager Inf rastructure Planning, Asset Management Working Team & Serv ice Units

Internal Jun 2011 Med

P21 • Inv estigate GIS capability to prov ide applications modules such as condition degradation and f inancial reporting.

Discuss with GIS Coordinator on GIS capability and Council’s IT Strategy (subject to Council GIS capability )

Manager Inf rastructure Planning, Asset Management Working Team & Serv ice Units

Internal Jun 2011 Med

P22 • Inv estigate appropriate strategic planning system(s) f or management of all other asset groups (including using existing GIS)

Research marketplace and work with GIS coordinator on possible enhancement in GIS

AM staff In conjunction with IS Internal Jun 2011 Med

P23 • Integrate drainage data and GIS Existing GIS enhancement program

In conjunction with GIS Internal Oct 2010 High

Data Condition Data P24 • Undertake asset condition &

perf ormance assessment for major asset groups • Roads • Bridges (Lev el 2) • Footpath • Buildings • Drainage • Parks & Reserv es

Programs implemented in conjunction with serv ice units

Asset Engineer Serv ice groups coordinators with Contractors

External

Mar 2012 Mar 2011 Mar 2012 Dec 2011

Annual CCTV Dec 2012

Low Med Med Med High Med

High: before 31 Dec 2010 Med: before 30 Jun 2012 Low: After 1 July 2012