one estate initiative – asset management framework

One Estate Initiative – Asset Management Framework One Estate Handbook

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One Estate Initiative – Asset Management Framework

One Estate Handbook 360710 Prepared for Estate Planning Branch – Infrastructure Division, Department of Defence December 2019


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Document Information Prepared for Estate Planning Branch – Infrastructure Division, Department of Defence Project Name One Estate Handbook File Reference One Estate Handbook_Ver2..docx Job Reference 360710 Date December 2019

Contact Information

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Document Control

Version Comment Author Reviewer Approved for Issue Date Issued

01 Draft – for comment Aneurin Hughes

Stephen Walker Mike Cush

Peter Griffiths 16 July 2019

02 Final Aneurin Hughes Peter Griffiths Jonathan Large 4 December 2019

© Cardno 2019. Copyright in the whole and every part of this document belongs to Cardno and may not be used, sold, transferred, copied or reproduced in whole or in part in any manner or form or in or on any media to any person other than by agreement with Cardno.

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Table of Contents Table of Contents iii 1 The One Estate Framework 1

1.1 Project Genesis 1 1.2 Desired outcomes of the One Estate Framework 1 1.3 Intended users of the One Estate Framework 1

2 Introduction 2 2.1 Purpose of this Handbook 2 2.2 What is an Asset Management Framework? 2 2.3 What assets are Included in the One Estate Framework? 2 2.4 The role of an Asset Management Framework 3

3 Initial Development of the One Estate Framework 4 3.1 Overview 4 3.2 Framework concept development 4 3.3 Proof of concept 5 3.4 Stakeholder engagement 7 3.5 One Estate Initiative Steering Group 8

4 Components of the One Estate Asset Management Framework 9 4.2 Key asset management artefacts 11 4.3 Asset management governance documents 12 4.4 Portfolio asset management documents 16 4.5 Base level asset management documents 21 4.6 Other supporting documentation 23 4.7 Support systems 25

5 Interaction of the One Estate Framework with Defence Systems and Processes 26 5.1 Design with other management systems, strategies and frameworks 26 5.2 Design with other processes and functions 28 5.3 The Framework for Enabling Defence Capability (FEDC) 29

6 Management and Implementation of the Framework 30 6.1 Roles and responsibilities 30 6.2 Functional relationships 30 6.3 Ongoing management of ‘live’ processes 32 6.4 Issues and ideas identification 33

7 Ongoing Management of the Framework 34 8 Key Factors for Successful Implementation of the Framework 36 9 Frequently Asked Questions 37 Annexures 40

Annexure A Glossary 41 Annexure B Outline of an updated SAMP 42 Annexure C Key Terms 43 Annexure D Project Data Library Record 46


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Tables One Estate Framework 9 One Estate Framework hierarchy of artefacts 10 Key asset management artefacts 11 Asset management governance documents 12 Portfolio-wide asset management documents 16 Base level asset management documents 21 Other supporting documents 23 Support systems 25 Linkage between systems 27 Linkage between other processes and functions within Defence 28 Review and update of One Estate Framework artefacts 35

Figures Figure 5-1 Relationship of Defence estate management systems 26 Figure 5-2 Relationship between the FEDC inputs and One Estate Framework base-level planning 29 Figure 6-1 Relationship of Performance Evaluation to Continual Improvement and Service Standards 30 Figure 6-2 Functional relationships of Planning instruments and Sub-class plans 31 Figure 6-3 One Estate Investment Framework 32 Figure 6-4 Sample Configuration Change Management Form 33 Figure 7-1 Update frequency and interaction between key artefacts 34 Figure 9-1 ISO 55001 maturity assessment bar chart (as at June 2018) 37


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1 The One Estate Framework 1.1 Project Genesis

The Government will invest $46 billion into the estate between 2017 and 2027. This increased funding presents a significant opportunity to improve the management, maintenance and investment into the estate. To ensure effective whole of life asset management, Defence’s current approach to estate investment across the asset lifecycle needs further optimisation.

An Asset Management Framework will optimise Defence’s approach to estate investment and provide management with the information it needs to make informed, strategic, whole-of-life asset management decisions that are based on evidence and underpinned by a robust, repeatable and transparent process.

1.2 Desired outcomes of the One Estate Framework

The first step in the process is already complete and has involved the development and testing of the tailored One Estate Framework. The Framework draws together existing policies, plans, systems and processes, and identifies improvements to re-focus estate investment into a coordinated whole-of-life model. The Framework will ensure coordinated, transparent and repeatable evidence-based decision making across the estate asset life-cycle.

1.3 Intended users of the One Estate Framework

The One Estate Framework will be used by E&IG and all of the partner groups and services across Defence, including industry partners and contractors. Some staff will be actively involved in the development and implementation of components of the Framework, while others will see the benefits of the Framework over time through the way that they interact with E&IG. In time, the One Estate Framework will become part of ”business as usual” for E&IG and Defence and ensure that asset management principles are embedded in everyday work activities.


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2 Introduction 2.1 Purpose of this Handbook

The purpose of this document is to increase Defence knowledge of the One Estate Asset Management Framework, referred to as the One Estate Framework, by:

• Providing a quick reference guide

• Providing context to the Framework

• Summarising the components of the Framework

• Explaining how the Framework should be implemented

• Highlighting key factors for successful implementation of the Framework

• Directing readers to sources of more detailed information, where relevant.

2.2 What is an Asset Management Framework?

The One Estate Framework is the term used for the Defence asset management framework. In general terms, it describes a hierarchy of interlinked artefacts that contribute towards the achievement of organisational objectives through achieving value from its assets.

The One Estate Framework:

• Is a coordinated and systematic approach to asset management for the Defence estate

• Responds to the objectives of the Defence Estate Strategy 2016/36

• Optimises Defence’s approach to estate investment and enables evidence based, strategic, whole-of-life asset management decisions

• Complements many of Defence’s existing systems and policies. Additionally, it delivers new and strengthened policies and systems where necessary, to improve and streamline estate management.

2.3 What assets are Included in the One Estate Framework?

The scope of the One Estate Framework includes owned or leased buildings, infrastructure, fixed plant and equipment, land and training areas. The One Estate Framework is intended to provide overarching standards, improvement and management guidance for all of these assets, regardless of whether they are managed by E&IG through the Base Service Contract (BSC) mechanism, or by contractors engaged through other groups within Defence (such as fuel facilities or Explosive Ordnance facilities that are managed by contractors through the Joint Capabilities Group, or airfields managed through the National Airfields Maintenance Program).

The One Estate Framework excludes:

• Mobile plant

• Military equipment

• Assets managed by the Chief Information Officer Group (CIOG)

• Facilities and some infrastructure that has been installed and is operated by the Defence Science and Technology Group (DSTG)

• Facilities that are managed on behalf of the Australian Defence Force (ADF) such as Single LEAP accommodation.


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2.4 The role of an Asset Management Framework

Asset management is the coordinated activity of an organisation to realise value from assets; that is, deliberate, planned and evidence-based choices on how to make the most of scarce resources. How asset management may be implemented within an organisation will vary depending on the organisation’s objectives, context and resources, among other things.

An asset management framework such as this, facilitates asset management improvements that enable the potential benefits listed in Table 2-1.

Potential benefits of improving asset management

Criteria Benefits

Strong governance and accountability by:

demonstrating to owners, customers and stakeholders that services are being delivered effectively and efficiently

providing a transparent an, auditable basis for making service/risk/cost trade-off decisions

improving accountability for use of resources through performance and financial indicators

enabling the benchmarking of results across the estate.

More effective and sustainable decisions by:

having a robust information evidence base to support decisions; considering all viable options (including demand management) and all aspects of decisions

ensuring all life cycle costs are included in decision processes, so that the emphasis is on sustainable efficiencies not unsustainable short-term gains.

Enhanced customer service through:

improved understanding of service requirements and options improved performance and control of service delivery to the required standards a more holistic approach to asset management within the organisation, through multi-

disciplinary management teams

Effective risk management by:

demonstrating compliance with legal and regulatory requirements understanding the risks related to asset management and service delivery and

applying a framework to prioritise risk mitigation applying business continuity practices addressing the inter-relationships between different networks.

Improved financial efficiency by:

improved decision-making based on costs and benefits of alternatives prioritisation of investments, interventions and asset care activities justification for forward works programmes and funding recognition of all costs of

owning/operating assets over the life cycle of the assets selecting the most effective procurement method benchmarking condition and performance to promote innovation and efficiency.


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3 Initial Development of the One Estate Framework 3.1 Overview

The One Estate Framework was developed over am 18 month, commencing in March 2018. The project included the following stages:

• Concept Development Stage - to assess the complete asset cycle as it relates to the Defence estate and develop an appropriate framework, including associated plans, policies, processes and tools. This required engagement with senior leadership and various stakeholders.

• Proof of Concept Stage - to test the concept design of the Framework prior to final agreement and its full implementation across the Defence estate.

• Endorsement - the project was endorsed by the Enterprise Business Committee in October 2019, which included the approval to commence the implementation phase.

Throughout all the stages of the Framework, significant stakeholder consultation was undertaken to ensure the business was aligned to the project and ultimate benefits. The consultation process also highlighted how the Framework will need to respond to particular issues and process already in place.

E&IG established a steering group for the project which met on a two monthly basis to review issues and discus issues. This steering group will provide governance of the Framework and will convene as required to the support the DEMM throughout the implementation phase.

3.2 Framework concept development

This stage involved a review and evaluation of existing plans, policies, process, systems and governance related to estate asset management. An asset management maturity assessment was undertaken as part as an initial project activity in informing the development of the One Estate Framework. The maturity assessment constituted a point in time assessment that provided an overview of the current level of understanding and utilisation of asset management principles in the management of the Defence estate. The findings of the review including the maturity assessment were documented in the Review Report, October 2018.

The outcomes from the review process informed the development of the artefacts that comprise the One Estate Framework. These artefacts were designed to provide both portfolio-level and base-level support by identifying and filling gaps in asset management practice in the business and primarily included templates and outline reports that would be developed in the pilot phase. High level guidance policy and strategy documents for the One Estate Framework were drafted through extensive consultation within E&IG and across Defence. Existing business processes were also examined in a number of discussion papers that outlined the likely and specific impacts of the Framework on existing processes and procedures.

The review process included the consolidation of a project data library of over 200 reports, strategy documents and existing procedures and standards that relate to assets across the Defence estate. A listing of these data sources is included in Annexure D.

The development of the key artefacts included:

• A Strategic Asset Management Plan (SAMP) which describes Defence’s long-term approach to managing its estate assets. It is a core document that specifies how organisational objectives are to be converted into asset management objectives.

• A new One Estate Asset Management Policy, incorporated in the SAMP that provided a basis for applying direction and commitment to asset management principles across the Defence estate.

• The structure for an Implementation Program to guide the required effort over the next three to five years as the One Estate Framework is implemented.


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• A coordinated Investment Program, which considers the role of the estate and the need to balance risk and performance requirements. The approach incorporates whole-of-life costs, which are often overlooked for the sustainment and operation of the estate, and looks at sustainment planning from a consolidated, risk-based prioritisation process.

• Supporting governance plans to address the systematic approach to supporting knowledge management, continual improvement, resourcing and communications associated with implementation of the One Estate Framework, with guides to the required level of internal audit and updating required to ensure the One Estate Framework remains fit-for-purpose.

The development phase also included the conceptual integration and alignment of the planning and operations functions, so that estate-wide decision making can be improved for a portfolio of assets in a standardised way. A two-tiered approach was developed so that standardisation can be applied at the portfolio level, while base-specific issues can be articulated for individual sites, and are related to infrastructure capacity, utilisation, condition, resilience and risk. This will ensure that shorter-term, operationally-focussed planning is undertaken at sufficient detail to support the sustainment, operational and functional needs at a base level. Templates for Asset Class Asset Management Plans (Asset Class AMPs) and Base Asset Management Plans (Base AMPs) were developed to support other components of the One Estate Framework (such as renewals and long-term financial models) and for integration with existing business processes and support systems.

3.3 Proof of concept

Pilot testing was undertaken for the One Estate Framework at four Defence sites to validate the framework. The pilot sites were:

• HMAS Cairns

• Gallipoli Barracks, Enoggera

• RAAF Base Richmond

• Puckapunyal Military Area.

The pilot testing involved data collection and consultation with stakeholder groups from each of the sites, analysis and application of the Framework processes to develop base-specific Base AMPs and to derive associated expenditure planning outcomes based on the predictive intervention model. The Base AMPs included lessons learnt for each site to drive further improvements and amend or streamline the application of the One Estate Framework.

Outputs from the Pilot Testing at each site included:

• A Base AMP

• A lessons learnt report specific for the site

• An asset register, which was developed based on information from GEMS, BEAP reports, the fire safety inspection spreadsheet, and site inspections

• A forecast of asset renewal requirements based on this asset register. The renewals forecast was then based on the approach outlined in the predictive intervention model which was used to develop an investment program. This consolidated investment program includes all known drivers for investment as covered during the pilot phase meetings.

• A Long-Term Financial Model comprising 20-year projections for capital and operation expenditure.

Portfolio-wide outputs were tested and developed based on details from the pilot testing and from further examination of procedures, standards and requirements across the estate and included:

• Development and refinement of governance and supporting portfolio-level components of the One Estate Framework


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• 15 Asset Class AMPs

• Determination of appropriate service standards that could be adopted in the short term and proposed asset renewals (or intervention) triggers

• Development of the investment strategy and financial tools

• Refinement of the governance documents that support the One Estate Framework across the estate.

A detailed evaluation of the pilot testing phase was compiled in the Pilot Phase Evaluation Report, July 2019. The report outlined key considerations from the testing that have both shaped the 1st Generation of Framework artefacts and will need to be considered through subsequent implementation of the one Estate Framework through the business. The pilot testing process was able to demonstrate needs and interdependencies for the artefacts to a greater level of detail, including interaction with concurrent Initiatives and existing system constraints.

Pilot testing across four sites was able to prove that the One Estate Framework processes and tools are functionally adequate; however, the lack of data and clarity of information (present on all sites to different degrees) impacted both the confidence in the outputs and the ability to consolidate sufficient data to support effective base level planning and investment modelling. The outcomes from the pilot phase process has shown that base planning activities and management of estate assets can be improved and aligned through the One Estate Framework. Some of the primary limitations in the pilot phase that have impacted the confidence of the outputs are:

• Granularity of data affecting the accuracy of the outputs, even for a relatively data rich site like HMAS Cairns

• Disparate condition-based data and other asset information that is required to inform decision making

• Lack of strategic direction for sites without a current or recent Estate Base Plan

• Overlapping management when other contractors are engaged to manage parts of the estate (i.e. overlapping management at the Mangalore EO stores and a gap in the EA process at the same site to inform sustainment)

• Ineffective supporting management plans or lack of intent and endorsement of intent in these plans (such as Land Management Plans and Heritage Management Plans)

The planning process that was developed in the pilot phase was a hybrid process used to both refine documents (or in the case of Asset Class AMPs, to populate the documents) and to develop the initial structure around an annual process of planning and investment. The most critical of these processes were:

• Simulated consolidation of data into a base asset register

• Simulated service standards and evaluation

• Simulated investment decision making.

The One Estate Framework has been developed to accommodate these simulated processes, noting that there is likely to be significant improvements in automation or way base data is consolidated and updated in the coming years. This will impact the way the Framework artefacts have been formed, with 1st Generation documents and processes likely to require multiple updates to reflect changes and improvements in Defence business systems. Likewise, investment decision making was simulated for the pilot phase outputs, which in reality, would require extensive consultation and annual processes as part of a move towards a new or revised investment strategy for all E&IG assets.

The pilot site process also demonstrated some potential future improvements to the One Estate Framework that would include:

• Regional or site-based useful life data, tailored to site conditions


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• Variations in criticality of system or entire site criticality, based on the risk of the site to meeting the Defence intent

• Flexibility in planned maintenance, tailored to the site

• An appropriate way for the estate to develop processes to inform and be informed by Capability-driven works

• Further refinement of zone roles to support the Base Accountabilities Framework.

3.4 Stakeholder engagement

A critical component in the review and development of the One Estate Framework was the level of engagement by the project team across E&IG and the wider Defence community. As part of the review process, critical project stakeholders were identified as those who currently manage estate assets or can provide advice and feedback on the current asset management practices within the Department of Defence. Critical stakeholders were engaged through the major project phases of investigation, including the asset management maturity assessment and gap analysis; the draft One Estate Framework review; pilot testing; final review; and throughout Subject Matter Expert (SME) Working Groups.

Throughout the development pilot testing phases of the project, the project team undertook over 180 meetings with more than 300 Defence personnel and contractors. This engagement ranged from detailed one-on-one sessions across E&IG and partner groups and services, through to project briefings and full-day workshops at the pilot sites. The engagement covered:

• All branches within E&IG

• Continued engagement with advocates in key directorates

• Existing Management forums and meetings (such as the E&IG Program Steering Group and Defence Estate Management Meeting)

• Groups and services representatives, including HQJOC, DSTO, CIOG, DPG amongst others

• Contractors involved in management of the Defence estate.

A range of communication materials including fact sheets, question and answer documents, briefing packs and presentations were developed to raise awareness of the project across Defence.

3.4.1 Key recurring issues from stakeholder engagement

There were a number of key issues and recurring themes shared by project stakeholders in the meetings and workshops, beyond technical-based responses. Stakeholders were highly engaged in the interviews and expressed support for improvements to asset management and asset information.

A common theme through the interviews with stakeholders was the underinvestment into the estate and its assets. Many commented that the low priority assets are not maintained, as funding is directed to higher priority assets. Stakeholders noted that any increased investment by the Australian Government will be an opportunity to address the generational deficiencies of underfunding and maintenance issues.

Commentary on the lack of clarity on the roles and responsibilities for Defence personnel in managing assets on the estate was a common theme. Stakeholders noted that information is not shared and that good asset management often relies on interested individuals. It was noted that siloed information prevents a shared understanding of the estate or assets. Stakeholders discussed the need for fit-for-purpose outcomes, quality and complete data.

There was general frustration expressed across the organisation that they cannot do what they believe is required under the current policies and funding arrangements. There was a common desire for more flexible arrangements supported by information and data to make sustainable decisions on assets.


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3.4.2 Training

Two, one-day asset management fundamentals training sessions were held to provide E&IG staff with a better understanding of the principles of asset management and to help them engage in the development of the One Estate Framework.

Two challenge workshops were facilitated during the project with key members from the consultant and Defence project teams, the first to consider the Review Report and implications of the key issues, and the second to review the Proof of Concept outcomes and implications for implementation of the One Estate Framework. These workshops provided a collaborative learning approach to the review process and assisted in refinement of the framework and in helping the core Defence project team developing a deeper understanding of the key asset management issues for Defence and their implications.

3.4.3 One Estate Initiative Working Groups A series of Working Groups were established and used to deep-dive into issues, policies, procedures, project gaps and potential solutions. Six working groups for subject matter experts across Defence were formed around the key asset management themes identified in the Review Report. The outcomes of these groups were used to develop the artefacts prior to the pilot testing phase.

3.5 One Estate Initiative Steering Group The One Estate Initiative Steering Group (OEISG) was formed as a Senior Leadership Group within E&IG to progress the One Estate Framework through implementation, and to ensure all concurrent initiatives are progressed in a coordinated manner. Each of the steering group members have individual responsibilities in relation to the development of the One Estate Framework and will provide governance for the Framework and its implementation within the business.


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4 Components of the One Estate Asset Management Framework

This section describes the One Estate Framework artefacts, their purpose, how they have been designed to interact with each other, and how they are envisaged to be further developed as part of the continual improvement process.

Table 4-1 illustrates the One Estate Framework artefacts as they relate to six key themes of asset management. These themes are tailored to provide the most identifiable link with the Defence operating environment. Some of the One Estate Framework artefacts include multiple documents, spreadsheets and templates, while other represented standalone reports. A few of these artefacts have not been developed beyond concept to date:

• The Training Program commenced during the One Estate Framework development through two fundamentals courses and will develop into a complete program during implementation

• Outline Dashboards have been developed from the pilot testing phase to represent a snapshot of data from the four sites based on the reporting categories outlined in the State of the Assets

• Benefits Realisation for the One Estate Framework has been outlined with the Performance Evaluation Plan. It is envisaged that this will evolve into a formalised process to audit and review the benefits of the Framework as well as the benefits of decisions across the business.

One Estate Framework


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Table 4-2 outlines the hierarchy of intent for the One Estate Framework below the six key themes. Three targeted operational layers have been outlined for the One Estate Framework artefacts ensure that new artefacts will function effectively with existing documentation, processes and systems. The intent of this hierarchy is to ensure that the One Estate Framework artefacts are developed with a similar language, tone and content to similar documents used within E&IG and provide direct linkages at the same operational level and become part of an operational system with clear dependencies. The hierarchy levels include:

• Governance artefacts and key documents that apply across E&G

• Portfolio level artefacts that apply across a certain ‘group’ or ‘function’ within E&IG

Base level artefacts that apply to a specific base within the Defence estate.

One Estate Framework hierarchy of artefacts

The One Estate Framework has been developed to broadly align with the ISO 55000 Asset Management series that considers the mission, values, objectives, business policies and stakeholder requirements for assets. The international standards are important because they represent a global consensus on an asset management system and what it can do to increase value generated by asset-intensive organisations.


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4.2 Key asset management artefacts

Table 4-3 lists the artefacts that direct and prescribe all other processes and interrelationships within the One Estate Framework and will interact with existing high level policy and strategy documents.

Key asset management artefacts

Artefact Purpose and intent

Defence Estate Strategy 2016/36

Purpose The Defence Estate Strategy 2016/36 provides strategic estate planning and gives direction on how all areas of Defence will manage the estate. It is designed to drive improvements and to deliver better outcomes for the Defence estate and focus business activities. The Strategy is responsive to broader Defence strategic guidance and corporate planning, including the 2016 Defence White Paper and Integrated Investment Program, the Capability Life Cycle and Defence Planning Guidance. The Strategy informs the Estate & Infrastructure Group (E&IG) Business Plans, various existing subordinate estate related plans and Service and Group facilities plans and the One Estate Framework.

Primary interfaces with other artefacts The Strategy is the guiding document for the Strategic Asset Management Plan. Direction from Capability to the management of the estate is applied through this document.

Development and evolution The Strategy will be updated at appropriate intervals in response to high level Government direction (such as a new Defence White Paper).

Strategic Asset Management Plan

Purpose The Strategic Asset Management Plan (SAMP) describes Defence’s long-term approach to managing its estate assets. It is a core strategic document that specifies how organisational objectives are to be converted into asset management objectives. The SAMP defines the scope of the One Estate Framework and describes how the One Estate Framework aligns to the requirements of ISO 55001.

Primary interfaces with other artefacts The SAMP includes the Asset Management Policy statements for the Defence estate and the key objectives for the One Estate Framework. The SAMP also outlines the Governance documents required to support asset management across the Defence estate and provide a guide to the requirements for the subordinate portfolio and base level documentation that comprises the Framework. The SAMP directs how the documents are to remain aligned with each other and with the asset management objectives set out in the SAMP, and the governance requirements for the Framework.

Development and evolution The SAMP will be updated every three years or in response to a significant change in the Defence Estate Strategy 2016/36, whichever comes first. When more reliable asset performance, cost and risk information becomes available, a future version of the SAMP should aim to provide: High level statistics on the extent, value, condition and risk profile of the estate assets A summary of key internal and external stakeholders and their expectations of the Defence

estate A listing of major issues/ risks associated with the Defence estate An assessment of asset performance against targets A summary of the One Estate Implementation Program and activities completed to date Expenditure forecasts. A suggested outline for an updated SAMP structure is provided in Annexure B.

One Estate Implementation Program

Purpose The Asset Management Implementation Program documents the actions identified for the development and implementation of the One Estate Framework, including timeframes. The actions listed in the program will be rolled up into the rolling five-year Defence Estate Strategy Implementation Plan, and monitored against that Plan.


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Artefact Purpose and intent The Implementation Program will transition to an Improvement Program after the initial implementation activities and will support the SAMP in the ongoing improvement of the One Estate Framework. Progress on the Defence Estate Strategy Implementation Plan, containing the actions within the Asset Management Implementation Program, will be reported to the Enterprise Business Committee bi-annually. It is monitored through the E&IG Business Plan 2016 – 36 and Branch Plans.

Primary interfaces with other artefacts The Asset Management Implementation Program aggregates and consolidates all the improvement actions in the Framework artefacts, and actions to implement the Framework artefacts with business processes. These actions will change as Defence further develops the One Estate Framework. The primary interface is with the key strategy document that supports each of the ‘themes’ of the Framework.

Development and evolution As part of the continual improvement process, the Implementation Program will be reviewed annually. The initial implementation of the One Estate Framework throughout the business will be guided by a Project Management Office (PMO).

4.3 Asset management governance documents

Governance documents, along with the key documents form the highest document level of intent. These documents are listed in Table 4-4.

Asset management governance documents


One Estate Investment Strategy

Purpose The One Estate Investment Strategy describes Defence’s long-term approach to managing investment in its estate assets. The primary purpose of the One Estate Investment Strategy is to detail the strategic aims, priorities, actions and implementation of an integrated investment program for the estate that directly supports an integrated investment approach across all of Defence. It is a strategic document that specifies how investment objectives are applied by Defence in pursuit of the Government’s objectives and is a critical component in the One Estate Framework

Primary interfaces with other artefacts The One Estate Investment Strategy includes a Transition Plan that outlines key interfaces with existing Defence systems and processes and interdependencies with other One Estate Framework processes. The Investment Strategy will drive the use and evolution of the supporting financial spreadsheets (predictive intervention model and long tern financial model, etc.) and supporting unit cost rates used in financial modelling. The Investment Strategy will interface with Service Standards and Asset Class AMPs, which drive the triggers for sustainment and performance based investment across the estate.

Development and evolution The Investment Strategy will require a prolonged period of development and testing, as the outputs will in time need to replace existing financial approval processes for the E&IG with Defence Committees and the Department of Finance. The Strategy will evolve based on the speed that other One Estate Framework components are implemented into Business As Usual. Ideally, the Investment Strategy will provide a single overarching way of comparing, optimising and programming all types of investment across the estate and will require new processes and superseding of existing processes.

Communications and Awareness Plan

Purpose The aim of the Communications and Awareness Plan is to develop an engaged, informed, collaborative and connected workforce operating within the One Estate Framework.


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The objectives of creating awareness of the One Estate Framework and communication of asset management activities across the organisation are to: Increase awareness of One Estate leadership Increase use of systems and processes within the One Estate Develop an understanding of the needs and design of the One Estate Encourage a collaborative and informed estate workforce

Primary interfaces with other artefacts Relevant personnel require an awareness (at varying levels of detail) of the purpose and content of all One Framework artefacts. The Communications and Awareness Plan sets out how this can be achieved and how information should be targeted and distributed around the organisation during implementation. The Communications and Awareness Plan will be supported in the future by a training program that includes blended learning solutions between classroom and workshops sessions and online training. This process will also be dependent on the Resourcing and proficiency Strategy.

Development and evolution The Plan documents short, medium and long term actions to maintain and increase awareness. The plan will be managed as a ‘live’ document during implementation by the PMO. It is the intention that a communications or change management expert will support the PMO to further develop communications techniques that support the changes that the Framework will bring to the business.

Knowledge Management Strategy

Purpose This document outlines the fundamentals of the Knowledge Management Strategy and supporting Knowledge Management Model which supports the Framework and ongoing development of knowledge throughout the Defence estate. Implementation of the Knowledge Management will facilitate defensible investment decisions that are evidence-based that are backed by timely, robust and reliable information, drawn from accurate estate data.

Primary interfaces with other artefacts The knowledge management strategy supports the other key strategies within the One Estate Framework. Without improvements in the way data is collected and information is used for the Defence estate, there will be little to no improvement in planning, investment or continual improvement instruments. As the knowledge management and investment strategies are progressively implemented, a more refined and structured approach to knowledge management will be required to ensure that the investment strategy can be implemented. Likewise, Asset Class AMPs rely heavily on their being measurable data to be effective. The Knowledge Management Strategy also relies heavily on DEQMS and GEMS as two key business systems that support the way information and knowledge is used throughout the business. The strategy has been based around known short-term priorities for both business systems, but in time should drive change in these subordinate systems.

Development and evolution The Strategy lists short and medium term actions to strengthen and improve knowledge management. The actions are aligned with short-term thinking across the business and reflect current initiatives in data remediation and in the GEMS Transformation. Careful ongoing coordination will be required to ensure all knowledge systems can be further coordinated to remove duplication and so that the business is able to use the knowledge that is being made available to help run the business. In time, the Knowledge Management Strategy should evolve into an ongoing cross-divisional strategy that documents and responds to business needs and outlines key improvement pathways and activities across all branches and divisions.

Risk Management Framework (supporting artefact)

Purpose Estate and Infrastructure Group (E&IG) has a risk management framework that responds to Joint Directive 30/2015. The risk management framework sets out the expectations and accountability for managing risk across E&IG and the roles and responsibilities relating to risk management and escalation of risk, are clearly defined.

Primary interfaces with other artefacts Risk management is essential for effective asset management and is a key element in the decision making process. As the corporate risk management framework and supporting consequence guidance is updated throughout all E&IG functions, the One Estate Framework


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will align and update all embedded risk commentaries. The primary artefacts that link to the risk management framework include the Predictive Intervention Model and Asset Class AMPs.

Development and evolution Currently, the consequence of failure ratings for assets are based on their criticality ratings (CR). As data availability and reliability increases, Defence will be able to take a multi-criteria approach to calculating consequence of failure based on a range of criteria as set out in the E&IG Risk Framework. This should enable enterprise risk to be use across financial decisions.

Resources and Proficiency Strategy

Purpose This document addresses the roles and responsibilities required to implement, then maintain and continually improve the One Estate Framework over the period between 2019 and 2022. The key to achieving the strategy is to identify roles within Defence that already undertake asset management activities and to assign those resources with defined responsibilities, ensuring they have or gain the necessary proficiencies to add value to estate asset management.

Primary Interfaces with Other Artefacts The primary interfaces for the Resource and Proficiency Strategy is to ensure adequate and skilled resources are available to realise the direction of the SAMP and to deliver the works outlined in the Implementation Program. The ability to manage an adequate and proficient resources to transition from implementation to business as usual will be a key factor in the ability to meet the policy and objectives note in the SAMP.

Development and evolution The Resources and Proficiency Strategy will be supported by an ongoing Communications and Awareness Plan and Training Program. Once the implementation phase is complete, then the need for a separate Strategy should be considered, as the functions may be able to be incorporated into the SAMP and other business planning tools.

Continual Improvement Strategy

Purpose The purpose is to ensure that Defence realises benefits through ongoing improvements to products, services and processes. Ongoing improvements to the way the Defence estate is managed and how services are delivered ensures that Defence is best placed to meet future capability needs and to achieve the Government’s objectives.

Primary interfaces with other artefacts The processes and actions highlighted in this document enable asset management improvements across many of the other artefacts, particularly the Asset Class AMPs and Base AMPs. The Continual Improvement Strategy will drive the consolidation of improvement actions using enhancements to business systems (such as a centralised DEQMS platform) to support the development of framework artefacts and to improve the way E&IG addresses business improvements. The Strategy relies on functional processes (such as those outlined in the Performance Evaluation Plan and Service Standards).

Development and evolution Continual improvement will be an ongoing activity and, over time these processes will be embedded into Defence, provided the right culture and appropriate systems are in place. The Continual Improvement Strategy should be retained as an enduring document into the future and will transition to outline overarching business processes and guidance to realise improvement through the business.

Performance Evaluation Plan

Purpose The purpose of this Plan is to quantify the actions, measures and accountabilities that will be used to monitor the performance of: The Defence Estate assets and services The business processes and artefacts that comprise the One Estate Framework

Primary interfaces with other artefacts The Performance Evaluation Plan requires monitoring of: Implementation of the One Estate Framework, as documented in the Implementation

Program Asset Performance Targets, as documented in the Asset Class AMPs Performance will be reported through: State of the Assets reporting


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One Estate Framework Dashboard Benefits Realisation Frameworks The outputs from the monitoring will impact on actions within the SAMP, Asset Class AMPs and the One Estate Investment Program.

Development and evolution The action plan within the Performance Evaluation plan will be reviewed annually and updated The availability and presentation of performance data will provide Defence management with visibility of the estate and progress in implementing the Framework. The Plan will evolve through implementation to detail further evaluation mechanisms and metrics to improve estate management.

Service Standards Purpose This document outlines how Defence will implement service and performance targets as a means of guiding asset management decision making in relation to the estate infrastructure. Service standards for the Defence estate are classified as: Customer service standards Operations and maintenance standards Asset performance targets Technical standards. The document proposes service standards that can be implemented within the short-term to prompt progressive improvement and monitoring of how the estate is managed. Primary interfaces with other artefacts Service standards are documented in each of the Asset Class AMPs. The Service Standards document directs the primary service and performance standards required across the asset classes and sits as a high level summary of the detail included in the Asset Class AMPs. The Performance Evaluation Plan outlines the approach to monitoring asset performance against service standards and the presentation of the information in the State of the Assets Report and performance dashboards. This information is crucial for Defence to evaluate the effectiveness of service standards.

Development and evolution

The standards proposed in the initial phase of implementation have been selected as they are able to be implemented within the short term (two to three years). The proposed targets are considered reasonable but need to be confirmed as being appropriate. Ongoing analysis to gauge the residual risk and service provided based on these standards, will then be used to inform:

If standards need to be changed Where two competing standards cannot be used for a certain asset class Where the standards are not impacting out-turn performance and additional measures are

required Where operations and maintenance standards need to be changed based on other

influences Where renewals triggers need to be changed.


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4.4 Portfolio asset management documents

The next level of documentation in the hierarchy are the portfolio-wide documents which cover the full estate. These documents are listed in Table 4-5.

Portfolio-wide asset management documents


Asset Class Asset Management Plans

Purpose Asset Class Asset Management Plans (AMPs) document the desired approach for the management of the infrastructure class across the Defence estate. There are currently a total of 15 Asset Class AMPs, which may be supplemented by additional plans and sub-class plans during the implementation phase, based on complexity, need and risk in managing these estate services and assets. Each AMP provides an over-arching guidance for the management of the infrastructure class to achieve consistency at a portfolio level across the different estates, while allowing for the flexibility to guide base-specific considerations. By having concise Asset Class AMPs in place, Defence management and staff and contractors can understand Defence’s management philosophy and context without needing to read multiple detailed documents or consult a range of key Defence staff. Primary interfaces with other artefacts The Asset Class AMPs include current and proposed service standards. These will need to interface with current contractual requirements for estate management (such as the Service Definitions Table). The Asset Class AMPs will guide the requirements for performance evaluation of assets and will guide the development of dash-boarding and State of Assets reporting. Asset Class AMPs include asset renewal triggers which guide the end-of-life renewals included within the Predictive Intervention Model.

Development and evolution As the Framework is implemented, Defence may determine that additional Asset Class AMPs may be required (e.g. for some classes of buildings). The scope of assets within a class may be adjusted over time, particularly where the interface between two asset classes may not be adequately defined. Asset Class AMPs will be reviewed annually. As asset data improves, the first step in updating each AMP will be to analyse: Asset condition, performance and risk data Performance trends against service standards Reactive and planned maintenance, and asset renewal costs. It is anticipated that the section on Legislation and Guidelines in each Asset Class AMP will in future just cross-reference to the EEGIS Toolbox. When fully developed, the Asset Class AMPs will provide Defence with information to identify efficiency opportunities at an asset class level, for example, rolling national programs for road resealing, sewer relining, water main replacement etc. Over time, the Asset Class AMPs will be developed to reflect actual asset performance/ degradation. For instance, when asset condition/performance data is available, useful lives that reflect actual performance will be developed (e.g. useful lives will be documented for various locations, materials, environmental conditions such as soli types or differing marine environments etc.). Further development of Asset Class AMPs is likely to involve: Separation of Landscape and Ground Security Development of Other Plant and Equipment (OP&E) Development of Defence Housing (to reflect the extent of Defence owned and maintained

housing that is not covered by management practices and performance standards) In future, an Asset Class AMP may be supported by the following documents where a need is identified: Asset Sub-class Plans Guidelines or manuals relevant to the asset class. For instance, a need has been identified

for Defence to develop a condition assessment manual which addresses all asset classes.


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Asset Sub-class Asset Management Plans

Purpose Sub-class AMPs have not been developed to date, but have been highlighted as necessary to provide further detail on the management of the estate for two instances: Where further detail is required to manage a sub-class of assets that is critical or performs

a specific role across the portfolio (such as water treatment facilities) Where further detail is required to develop a comprehensive plan for a complex installation

specific to a base that will draw on one or multiple overarching Asset Class AMPs (such as a graving dock that would be subordinate to the Maritime Asset Class AMP but include standards and practices for all related systems and assets on the base, or a Heritage building sub-class plan for a base with significant heritage management requirements)

These Sub-class AMPs will be developed on an ‘as required’ basis. Some Sub-class AMPs already exist for Defence estate management to support existing delivery/programming mechanisms. These include: Base-specific Aircraft Pavement Maintenance reports prepared to support the capital and

operational forecasting for national program. These would act of sub-class plans of the Airfields Asset Class AMP

Land Management Plans prepared by the EMOS to outline Land Management issues and treatment. These require additional sections and processes but could be reconfigured to act as sub-class plans of the Land Management Asset Class AMP.

Primary interfaces with other artefacts Asset Sub-class AMPs will support a specific Asset Class AMP (i.e. will apply to a fleet of sub-class items across a portfolio, such as Sewerage Treatment) or will support complex and critical systems within a Base/Base AMP (i.e. a complex facility cross multiple asset classes such as a dry dock). The Asset sub-class plans will provide inputs to operational expenditure requirements and will provide greater detail around renewals or refurbishment triggers or will over-write generic triggers with facility-specific requirements for use in the Predicative Intervention Model.

Development and evolution A number of opportunities for Asset Sub-Class AMP development have been raised through the pilot testing program where the overarching Asset Class AMPs have limited detail in the ability to accurate manage these facilities: Airfield ground lighting Dry Docks Specific maritime facilities (such as high use wharf systems at FBE and FWB) Water and wastewater treatment plants Specialist training areas and facilities Heritage assets within a particular base Road Management within a particular base.

One Estate Investment Program

Purpose The One Estate Investment Program brings together: New capability projects documented in the Integrated Investment Program Asset renewal works developed from the Predictive Intervention Model Minor improvements and renewals works raised from site, maintenance or capability

projects Known sponsored works Land management including contaminated land monitoring and rectification Disposals and acquisitions. The One Estate Investment Program includes the 20 year financial model, which documents the optimal ongoing operational and maintenance requirements, ongoing programmed works and products and long-term investment trends for the estate.

Primary interfaces with other artefacts In the case of asset renewals, the Investment Program is informed by: The Predictive Intervention Model, which is based on the renewals triggers and asset useful

lives from the Asset Class AMPs


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Information on asset condition, compliance and functionality captured through the Estate Appraisal (EA) process and stored in GEMS

Performance against service standards as presented in the State of the Asset Reports.

Development and evolution A transition period is required to move from the current financial planning and approval process to achieve the intent of a consolidated One Estate Investment Program. The rate of transition will depend on the availability of relevant information and the development of Base AMPs and the ability to restructure the Estate Works Program. Committed works will not be affected during the transition period. Further investment programming is also required around minor programs of works to standardise and improve transparency in capital investment around functions such as: Defence-owned Married Quarters, Energy Management initiatives and conventional contamination, amongst others. A suggested approach is: Prioritise strategic infrastructure studies for bases scheduled for a Mid-Term Refresh or

Redevelopment, and other bases where there is an identified need (i.e. Strategic Estate Base Plans, regional accommodation studies, etc.)

Develop Base Asset Management Plans in a programmatic approach in parallel with these Strategic Infrastructure Planning studies to document investment drivers for each base and to commence the process to combine capital works raised through the EWP and the FIP

Develop the optimisation, programming and risk management processes required to operationalise the Investment Program

In 3 years’ time, the process should be developed sufficiently to undertake a mock annual investment programing approach to be followed by adoption of the process prior to the commencement of the Base Service Contact 2.0.

Predictive Intervention Model

Purpose The purpose of the Predictive Intervention Model is to provide a long-term, bottom up, evidence-based view of the expenditure required to renew existing assets to meet service requirements and to maintain existing assets within an acceptable risk profile. For the purpose of decision making, the model will also calculate: Operating expenditure projections Asset risk projections Cost and risk associated with deferring a renewal compared to a predicted timing. Estate appraisal data is a critical input into this model.

Primary interfaces with other artefacts The Predictive Intervention Model will be informed by the Asset Class AMPs in relation to: Asset condition-based renewals triggers Asset useful lives Asset criticality ratings (which will be assigned in GEMS) Information on asset condition, compliance and functionality will be captured through the Estate Appraisal (EA) process and stored in GEMS.

Development and evolution The current pilot model uses Excel, which is adequate for individual bases but does not have the capacity to analyse the full estate asset portfolio. A suitable platform will be required to undertake the modelling at a portfolio level or to consolidate and report on modelling across multiple bases. The model also requires the development of a base-specific asset register, which is not possible with the current level of GEMS data or the system functionality. As GEMS is the core enterprise asset management system, this functionality should be provided within GEMS, which will likely require extensive improvements to input/output functionality to the intervention modelling. Likewise, the intervention type (renewal, refurbishment, etc.) is designed as a manual override at present, but will need to be improved over time based on performance data from the estate through a comprehensive performance evaluation program.

Long Term Financial Model

The purpose of the Long-Term Financial Model is to document and communicate the long-term (20 year) expenditure requirements for the estate portfolio to achieve Defence strategic objectives. The One Estate Investment Program informs this model with the capital expenditure needs for new capability requirements, planned asset renewals and improvements


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with the forecasted operational expenditure impacts. The One Estate Investment Program also provides projections for asset renewals beyond current planning assessments. The model performs the following functions: Provide a complete picture of operating expenditure and capital expenditure requirements

of the estate portfolio Captures long-term expenditure requirements at a base level Provide a complete picture of operating expenditure requirements for each base by bringing

together products and programs. – Expenditure for programs and products (e.g. security, logistics, estate upkeep and land

management) – Leases – Disposals – Payments relating to PPPs – Land remediation costs including for PFAS – Support costs.

Primary interfaces with other artefacts This model will be informed by the One Estate Investment Program in relation to new capital expenditure and will forecast the associated operational expenditure. The Long Term Financial model will also require input from operational expenditure forecasting. This functionality will need to be designed in the short to medium-term to consolidate how cost forecasts are developed in line with performance standards outlined in Asset Class AMPs. Where operational expenditure is increased or reduced, the level of service expected across the estate should also be predicted to ensure that appropriate operational expenditure is being allowed to meet desired levels of service. Improvements in the way through-life costing (or predicted operational expenditure resulting from new capital construction) is integrated in estate management will also improve the ability to forecast appropriate levels of operating expenditure across the estate.

Development and evolution To document base level budgets and actual cost records, changes are required to how some costs are recorded. The most material operating expenditure categories are Estate Upkeep and Land Management. Documenting costs at a base level (or a lower level, e.g. asset that may be aggregated to base level) may require changes to business processes and systems. This forecasting will also need to be aligned with service and performance standards. The Long Term Financial Model will also drive greater clarity between capital and operating expenditure and will require classification of these costs through all programs to ensure that operational expenditure is appropriately apportioned through to all contracting mechanisms to support a fair and transparent level of investment across the estate. Over the medium term, the Long Term Financial Model should be fully integrated within Defence’s financial management and budgeting systems (ROMAN and BORIS).

State of Assets Reporting (including One Estate Framework dashboard)

Purpose The purpose of the State of the Assets (report and dashboards) is to: Provide a portfolio-wide view of the estate to inform stakeholders on how the estate is

performing at a point in time, as well as to demonstrate trends over time Demonstrate the return that stakeholders are getting from their investment in the estate Outline the progress in achieving the Strategic Aims for the estate and the broader Defence

objectives Articulate asset management challenges facing the Defence Estate and Defence’s

response to these challenges Examine the performance of the Defence estate against targets (e.g. service standards) Demonstrate the extent of the Defence estate asset base, its age, condition, performance

and risk profile. The State of the Assets reporting and dashboards will be a means of communicating the status of the Defence estate assets to executive management and other stakeholders across Defence.

Primary interfaces with other artefacts State of Assets Reporting and associated dashboards will be informed by:


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One Estate Investment Program Predictive Intervention Model Base AMPs Asset Class AMPs EA via GEMS

Development and evolution The State of the Assets report prepared during the development of the One Estate Framework is a starting point to illustrate the type of information that can be presented. The report will be regularly updated, and the scope of parameters reported extended, as the extent of reliable data becomes available and feedback is received from stakeholders within Defence. The One Estate Framework Dashboard will be implemented in a Business Intelligence (BI) system (e.g. Cognos or Tableau). The existing template will need to be scrutinised to determine user requirements at various levels within Defence, and customised to meet these requirements. The dashboard will allow managers to view performance at a high level and drill down to region, base, asset class and sub-class levels, as necessary. The future format for State of Assets or dashboard reporting should be integrated with existing performance reporting functions across the business.

Estate Appraisal Process (supporting artefact)

Purpose The Estate Appraisal (EA) process is a means by which Defence obtains information on the condition, functionality and compliance of its assets so that it can maintain the estate in a compliant, safe and serviceable condition. This assessment is undertaken by EMOS contractors at specified frequencies. Condition and functionality is compared against criticality-based targets.

Primary interfaces with other artefacts Outputs from the EA process will feed into the One Estate Investment Program via GEMS. Some of these outputs will over-write the theoretical needs from the Predictive Intervention Model and will include different investment triggers, such as capacity-based needs, compliance needs and reliability needs, amongst others. The EA process will also include input to the Long Term Financial Model by consolidating preventative intervention actions and costs, which in turn will also inform the performance evaluation processes. The EA process is included in the approach to asset condition and performance outlined in each Asset Class AMP. The Asset Class AMPs also include additional approaches to condition and performance assessment which contribute to the derivation of condition and functionality grading in the EA process.

Development and evolution The EA process is currently under review. This review will include consideration of how EA will support the One Estate Framework. Ideally, the EA process should be expanded so that all investment drivers are comprehensively recorded and so that a complete risk assessment can be undertaken at a base and portfolio level across the Defence estate. At present, there is no coordinated functionality to compare the relative need of issues and investment drivers raised through the EA, which is also limited to condition and functionality-based interventions The Asset Class AMPs recommend that Defence develops a detailed Condition and Performance Assessment Manual for all asset classes. This Manual will assist in improved consistency and reliability of EA ratings for assets. Defence will need to determine whether separate grading descriptions are required. Currently condition and functionality grading is included in one generic table.


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4.5 Base level asset management documents

The next level of documentation in the hierarchy are the individual base asset management documents. These documents are listed in Table 4-6.

Base level asset management documents


Base Asset Management Plans

Purpose A Base Asset Management Plan (Base AMP) documents Defence’s approach for the management of estate assets within each base. Summarise Capability’s operating requirements and asset performance targets for the base

to drive asset management decisions. Highlights asset management challenges for the base Provide an overview of the extent, capacity, condition and performance of each asset class

within the base and associated risk ratings Captures the 20-year renewals forecast for the base Summarise capital and operating expenditure forecasts for the base Document an asset management improvement plan for that base. The Base AMPs do not replace Estate Base Plans, where these exist, but are informed by them. The Base AMP is intended to provide all estate users with a readily available tactical document that is updated frequently to compile current information for a base and that provides an agreed direction for management of assets at a specific base. The document will provide base-level staff with an understanding of the base infrastructure context and proposed future direction for a base, which will facilitate early alignment of improvement and maintenance activities.

Primary interfaces with other artefacts Base AMPs are guided by the following information in each Asset Class AMP: Asset criticality Service standards Asset useful lives Asset condition renewal triggers Operation and maintenance strategy Approach to condition and performance assessment Information requirements Portfolio wide asset class improvement plan Base AMPs will dictate the need for sub-class plans for complex base-specific systems or to provide greater detail around base investment works. In this light, the Base AMPs will also drive investigations and studies that are required as part of investment programming as outlined in the Investment Strategy.

Development and evolution Defence will be implementing a program of developing Base AMPs over the next few years. Bases will be prioritised for Base AMP development based on criteria such as: A base redevelopment, mid-term refresh or upgrade is programmed in the short term. The

Base AMP may contribute to the identification of capital and operational improvement Expenditure levels in the EWP. The Base AMPs may identify additional priority works that

may need to be incorporated into the EWP A base redevelopment, mid-term refresh or upgrade has recently been completed which will

allow ready access to relevant data Base criticality Availability of reliable Base Engineering Assessment Program (BEAP) reports and data Initially, base level asset registers will need to be developed for asset classes such as roads since limited data is available in GEMS and this asset class was not covered under BEAP. The Base AMP functionality is currently limited as the level of detail to support operating expenditure forecasting is not available across all asset classes and function. Likewise, the Base AMP functionality is limited by the level of detail provided in the EWP programming function (which is programmed and prioritised separately to other mechanisms for estate


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management). In future, the Base AMP should form part of the comprehensive review of all EWP items rather that reflecting and EMP program that is developed in isolation. Each Base AMP will be reviewed annually for Tier 1 bases, with Tier 2 and 3 bases reviewed based on required investment, risk and criticality. For Tier 4 bases, the Base AMP is likely to be updated only a significant changes in forecast expenditure or with the Strategic Estate Base Plans.

Base Asset Management Plan template

Purpose This document is the template for future Base AMPs. It has been updated from the original Base AMP template based on the lessons learnt from the pilot testing at four bases. This template will be updated by Zone representatives to enhance the user requirements and base understanding.

Primary interfaces with other artefacts This template will be the basis for future Base Asset Management Plans. The template will need to consider future interaction with GEMS inputs/outputs.

Development and evolution Over time, the Base AMP template will be reviewed and updated based on stakeholder feedback

Cost of Service Assessments

Purpose The purpose of a Cost of Service Assessment statement is to document the cost of delivering estate services at a base. This can inform stakeholders on the relative efficiency of delivering services at a base which in turn can inform strategic decision making. It is recognised that currently there are challenges in providing this cost assessment under current contractual arrangements as many costs are not available at base level.

Primary interfaces with other artefacts Benchmarking of costs between bases will be a useful input into the estate management strategies detailed in the SAMP, for development of Base AMPs and for identifying improvement initiatives.

Development and evolution To document base level budgets and actual cost records, changes are required to how some costs are recorded. Documenting costs at a base level (or a lower level, e.g. asset that may be aggregated to base level) may require changes to business processes and systems which need to be investigated before this change is committed to. When reliable data is available across the estate, it will allow efficiency opportunities to be identified through the benchmarking process


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4.6 Other supporting documentation

A number of documents were prepared during the initial development of the One Estate Framework, these are listed in Table 4-7. Some of these documents were discussion papers with the aim of providing input from a One Estate Framework perspective. These have been retained to provide additional information and context.

Other supporting documents

Document/Artefact Purpose and intent

Information Paper – Asset Classes

Purpose This document listed the proposed asset classes and typical assets within the class as a basis for introducing the concept of asset Class AMPs into the One Estate Framework. The document also included a flowchart highlighting alignment with the GEMS data structure

Primary interfaces with other artefacts This document assisted in selecting the 15 asset classes within the initial One Estate Framework

Development and evolution This document could be updated where additional asset classes or sub-classes are considered in future as assist in mapping

Information Paper – Risk Management Framework

Purpose This discussion paper provides the background to risk management within Defence and Estate and Infrastructure Group (E&IG) and compares the differing risk management frameworks. It details the historical application of risk management approaches, as elements of historical frameworks are still in use within E&IG. The document makes recommendations for a unified approach to risk management.

Primary interfaces with other artefacts Risk management underpins the decision making process within the One Estate Framework, specifically Asset Class AMPs and investment tools.

Development and evolution A project has commenced within E&IG to unify risk management processes. This project should address the findings and recommendation made in this paper.

Discussion Paper – Alignment of One Estate and DEQMS

Purpose The purpose of this document was to present ideas on how DEQMS could transition to a more central the knowledge management tool for the One Estate Framework.

Primary interfaces with other artefacts DEQMS re-platforming and development is a key improvement initiative supporting the Knowledge Management Strategy.

Development and evolution Updating of DEQMs is progressing. All One Estate Framework artefacts and supporting documents should be readily accessible in DEQMS.

Discussion Paper – Potential improvements to the Capability Life Cycle process

Purpose This discussion paper presented observations on the current Capability Life Cycle (CLC) process and the link to achieving Defence’s overall organisational objectives, with specific emphasis on the Handover / Takeover (HOTO) and benefits realisation processes. The document outlines potential improvements to the CLC to complement the implementation of the One Estate Framework in enhancing the overall management and operation of the Defence estate.

Primary interfaces with other artefacts This document will be an input into future reviews of the CLC process

Development and evolution A key recommendation is the development and implementation of a benefits realisation management framework.


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Discussion Paper on Estate Appraisal

Purpose This discussion paper: Provided an independent assessment of the fitness for purpose of the Estate

Appraisal (EA) Policy to inform management of estate assets Proposed a way forward for the EA within the One Estate Framework.

Primary interfaces with other artefacts This document was an input into the review of the EA process that was undertaken in at the same time as the development of the One Estate Framework.

Development and evolution The EA Policy is being reviewed and updated. The paper is superseded by the current update process.

One Estate Initiative – Asset Management Framework – Review Report, October 2018

Purpose This documented the findings of the Cardno review of the current status of the Defence asset management documents, systems, processes in relation to the Estate. The review also included an assessment of current asset management processes against the requirements of ISO55001 Asset Management – Management systems – Requirements. The report provided an initial outline of a proposed One Estate Framework which would be further developed and piloted in later stages of the project.

Primary interfaces with other artefacts This report was the initial basis for the development of the One Estate Framework artefacts

Development and evolution This document is a review at a point in time (mid 2018). It will be useful to undertake a similar review (including assessment against ISO55001) in 2021 to gauge the level of development of the One Estate Framework and the resulting outcomes.

One Estate Initiative – Asset Management Framework – Pilot Phase Evaluation Report, June 2019

Purpose This report details the pilot phase considerations, outlines the implications for the One Estate Framework, and considers potential refinements of the concept artefacts. The report also documents an evaluation of what is involved in simulating improved asset management practices and decision making for the Defence estate.

Primary interfaces with other artefacts This document is essential for those implementing and further developing the artefacts within the One Estate Framework particularly: Base AMPs Asset Class AMPs One Estate Investment Program GEMS data improvement

Development and evolution This is a report on the proof of concept stage and will not be developed further.

One Estate Initiative – Asset Management Framework – Pilot Phase Lessons Learnt Reports for: Gallipoli Barracks HMAS Cairns Puckapunyal Military

Area RAAF Base

Richmond

Purpose The pilot phase Lessons Learnt reports evaluate the performance of the One Estate Initiative – Asset Management Framework (the One Estate Framework) with respect to each of the pilot sites. The report highlights specific findings from the relevant site assessment process and related findings from the development of the One Estate Framework that are highly relevant to that base.

Primary interfaces with other artefacts The findings within these documents have contributed to developing the Base AMP template.

Development and evolution These are lessons learnt reports on each of the pilot bases and will not be developed further. These documents will be a useful reference when the Base AMPs for these sites are further developed


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One Estate Initiative – Asset Management Framework – Pilot Phase Base AMPs and Cost of Service Assessments Gallipoli Barracks HMAS Cairns Puckapunyal Military

Area RAAF Base

Richmond

Purpose The pilot phase key outputs included a Base AMP and Coast of Service Assessment for each site in addition to the specific site lessons learnt. These documents included simulated outputs to demonstrate the designed functionality of the framework and to simulate planning process to obtain this information.

Primary interfaces with other artefacts The outputs from these documents have been under in simulated financial modelling within the One Estate Investment Program and Long Term Financial Model.

Development and evolution These are 1st Generation documents and the process is likely to change for future versions; however, the majority of information in each of the four reports will assist future documents for the four pilot sites.

Data library Purpose The data library was set up during the initial development of the One Estate Framework to have a central source of all documents obtained.

Primary interfaces with other artefacts Documents within the library, along with stakeholder consultation form a major input into the development of the One Estate Framework

Development and evolution Documents considered useful for further development of the One Estate Framework but not currently included in DEQMS should be uploaded into DEQMS.

4.7 Support systems

Systems supporting the One Estate Framework are listed in Table 4-8. Further information is available in the Knowledge Management Strategy.

Support systems


Information Systems

Purpose Defence operates a range of business solutions. The main systems that interface with the One Estate Framework are: GEMS, which is part of the wider Defence SAP enterprise system, comprising many

functional modules DEQMS, which is the quality management system for Estate activities. E&IG is currently

moving DEQMS from its current information system platform to one of the mandated technology platforms of SharePoint, govCMS and Holocentric. The re-platforming strategy of DEQMS will also include revision of the management system to meet the requirements of the new management system standard, ISO 9001:2015

Both the above systems are critical to achieve evidence-based decision making in relation to the Defence estate. Other systems also support the One Estate Framework and are listed in the Knowledge Management Strategy.

Primary interfaces with other artefacts Information systems that provide reliable, complete and timely information underpin the ability of the One Estate Framework to deliver the required outcomes

Development and evolution Defence is currently updating processes for improving the completeness and reliability of asset-related data. Various improvements or restructure of information and data should be undertaken with the Knowledge Management Strategy.


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5 Interaction of the One Estate Framework with Defence Systems and Processes

The One Estate Framework will form part of the interrelated management systems, strategies and plans that guide the management of the Defence estate, as shown in Figure 5-1. The One Estate Framework will be guided by the Strategic Asset Management Plan, which is designed to sit alongside other key Defence policy, strategies and plans and to guide how the Framework relates to touchpoints in these other documents

The One Estate Framework has been developed to be broadly aligned with the ISO 55000 Asset Management series. The ISO5500 series aligns, and is suitable for integrating with other major management systems, including:

• ISO 9001 for quality management

• ISO 14001 for environmental management

• ISO 45001 for occupational health and safety

• ISO 31000 for risk management

• Financial Management.

5.1 Design with other management systems, strategies and frameworks The relationship of the One Estate Framework to other key strategies and frameworks is illustrated in Figure 5-1

Figure 5-1 Relationship of Defence estate management systems

Table 5-1 details the various linkages between existing Defence systems and processes and the One Estate Framework.


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Linkage between systems

Management System/ Process Linkages to One Estate Framework

Estate Engineering Governance Integrity System (EEGIS)

Linkage The EEGIS documents the engineering compliance, conformance requirements, and assurance and risk assessment procedures at the lifecycle touchpoints. The Asset Class AMPs, as policy documents for each asset class, cross reference to the EEGIS requirements with both aligned to the CLC.

Development and evolution There is a close relationship between the EEGIS and the One Estate Framework. Both systems will continually evolve and require ongoing oversight to ensure consistency between each system. In future it is likely that information on legislation and guidelines, currently included in the Asset Class AMP will be replaced with a reference to the EEGIS toolbox. State of the Assets Reports and the One Estate Framework Performance dashboard could be developed to include EEGIS related performance statistics (e.g. performance against compliance, conformance and assurance)

Environment and Heritage Strategy

Linkage Base AMPs and Asset Class AMPs take into account environmental requirements and emerging environmental challenges and opportunities as outlined in the Environment and Heritage Strategy and supporting documentation, particularly in relation to: Management of heritage assets. principally buildings Land management Water supply usage –Defence Water Strategy and Smart Infrastructure Manual Energy usage

Development and evolution Ongoing development of Base AMPs and Asset Class AMPs will need to consider changes the Environment and Heritage Strategy and supporting documents. Base AMPs may identify issues that need to be addressed in the Environment and Heritage Strategy

Workplace Health and Safety Strategy

Linkage Workplace Health and Safety forms part of the assessment of asset compliance in the EA process

Development and evolution There may be a need to classify the level of non-compliance in the future rather that the current yes/ no rating

Risk Management Framework

Linkage The Risk Management Framework adopted within the One Estate Framework is consistent with the E&IG Risk Management Framework. The Risk Management Framework underpins all artefacts within the One Estate Framework

Development and evolution Currently the consequence of failure ratings for assets are based on their criticality ratings (CR). As data availability and reliability increases, Defence will be able to take a multi-criteria approach to calculating consequence of failure based on a range of criteria as set out in the E&IG Risk Framework

GEMS Transformation Strategy

Linkage The GEMS Business Transformation Strategy (September 2018) is aimed at aligning people, processes and estate management with the E&IG business model. Successful implementation of the GEMS Business Transformation Model is essential to provide reliable data to make informed asset management decisions. Understanding of asset management principles within the One Estate Framework will give GEMS users an appreciation of the importance of capturing complete, reliable and timely data.

Development and evolution As the One Estate Framework develops, it will rely on GEMS as being the single source of truth for estate assets with all reporting being through GEMS as directed in the Defence estate GEMS Policy. GEMS will provide functionality to support the One Estate Framework.


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5.2 Design with other processes and functions

The relationship of the One Estate Framework to other key processes is listed in Table 5-2.

Linkage between other processes and functions within Defence


Capability Life Cycle

Linkage The One Estate Framework contributes to all phases of the Capability Life Cycle through providing relevant information at Base and Asset Class (and later Sub-class) level. Base AMPs and Asset Class AMPs will be useful reference documents to all involved in the CLC process as they would be a ready reference source and provide some context to the project being considered. The information within these plans may lead to identification of other options or potential improvement opportunities. The One Estate Investment Strategy has been designed to align with the Capability Life Cycle and the Enterprise Framework.

Development and evolution Updates of artefacts within the One Estate Framework will need to take into account further development of the Capability Life Cycle Process.

Estate Works Program

Linkage The EWP is a delivery program that responds to bottom up needs identified across the estate. The EWP includes some capital works for end of life asset renewal and some general sustainment and operating expenditure.

Development and evolution There will be a two or three year transition program before all capital projects within the EWP are integrated into the One Estate Investment Program. The fundamentals of the One Estate Framework will trigger an evolution of the Estate Works Program to ensure there is a clearer definition of sustainment works and that these are better coordinated in time with other capital-sourced sustainment projects.

Facilities and Infrastructure Program

Linkage The Facilities and Infrastructure Program (FIP) includes base redevelopment and mid-term refresh projects, which are large programs of asset renewal at a single base (or cluster of a small number of bases). Under the One Estate Investment Program, base redevelopments and mid-term refresh projects will largely be supplanted by rolling program of work.

Development and evolution There will be a two or three year transition program before all capital projects within the FIP are integrated into the One Estate Investment Program.

Estate Appraisal Linkage The EA process is a critical input to the complete and consistent assessment of asset condition, functionality and other investment drivers. The program requires expansion to improve the way investment drivers are captured across all estate assets.

Development and evolution The EA process is currently under review. This review will include consideration of how EA will support the One Estate Framework.

DEQMS Linkage DEQMS re-platforming and development is a key improvement initiative supporting the Knowledge Management Strategy within the One Estate Framework. Development and evolution Updating of DEQMS is continuing. All One Estate Framework artefacts and supporting documents should be readily accessible in DEQMS and should be aligned with other policy and directive information, such as EEGIS guidance.

National Airfield Maintenance Program

Linkage The Airfield Infrastructure Asset Class AMP acknowledges the National Airfield Maintenance Program, which covers aircraft pavements and ground lighting, and summarises the activities within the Program. The financial forecasting for the One Estate Investment Program and Long Term Financial Model are derived from the National Airfield Program annual budgeting process, rather than the Predictive Intervention Model, which has a lower level of granularity.


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Development and evolution Over time, greater alignment will develop between the Airfield Infrastructure AMP and the National Airfield Maintenance Program. Possibly the National Airfield Maintenance Program team could become the custodian of the Airfield Infrastructure AMP.

Shore Force Linkage Shore Force will be a key stakeholder in the ongoing development and implementation of the Maritime Infrastructure Asset Management Plan and any associated Sub-class plans and supporting manuals.

Development and evolution Ongoing collaboration will be required between the One Estate Framework and Shore Force teams in the development of outputs from both initiatives.

5.3 The Framework for Enabling Defence Capability (FEDC) The FEDC is an emerging initiative to improve the transparency and the way that the greater Defence community interacts with the Defence estate. The purpose statement released on July 1 2019 state that:

The Framework for Enabling Defence Capability (FEDC) encapsulates the support provided to Defence by E&IG into a coherent structure. It is cognisant of current and future capability priorities, and is responsive to change.

The intent of the FEDC is to supersede Customer Supplier Agreements (CSAs) and Service Level Partnering Agreements (SLPAs) through a new Framework of documentation that consistently documents capability need by detailing criticality of bases and systems, outlining the operating intent of individual bases and to outline the performance requirements of various assets that comprise the estate. The overarching documentation for the FEDC notes that the framework will inform aspects of the One Estate Framework.

In terms of how the One Estate Framework artefacts have been designed, the Statement of User Requirements template for each base provides an opportunity to condense all asset-based needs from all of the groups and services and Defence partners into a consolidated needs statement for each base. These statements support base-level asset management planning, as illustrated in Figure 5-2.

Figure 5-2 Relationship between the FEDC inputs and One Estate Framework base-level planning


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6 Management and Implementation of the Framework 6.1 Roles and responsibilities

The SAMP outlines the preliminary roles and responsibility for key artefacts that comprise the One Estate Framework. Roles and responsibilities of individual teams within E&IG in the implementation of the One Estate Framework are currently being determined.

One Estate Initiative Steering Group (OEISG) has been formed as a Senior Leadership Group within E&IG to steward the One Estate Framework through implementation, and to ensure all concurrent initiatives are progressed in a coordinated manner. During implementation of the Framework, the Defence Estate Management Meeting (DEMM) will be used as the reporting and oversight mechanism for the Framework, with the OEISG only re-convened to address key governance issues and to lead annual assurance and audit of the One Estate Framework alongside audits of other key Frameworks and business systems.

Where the accountable officer for an artefact moves on, a formal handover process should be established so that the momentum set up by the accountable officer is maintained, through effective knowledge transfer.

6.2 Functional relationships Functional relationship diagrams have been developed in some of the artefacts to demonstrate the designed functionality of the One Estate Framework. These relationships are theoretical and will require development of specific processes and rules to ‘operationalise’ the interaction between key artefacts and processes. This is an important part of improving coordination and management of the Defence estate and is required to ensure effective coordination with E&IG and effective interaction with stakeholders. Operationalising processes is a key step in improving the asset management maturity of the organisations.

6.2.1 Service Standards and planning instruments The service standards included in Asset Class AMPs are designed to be monitored and modified in an ongoing process. A robust process needs to support how the evaluation is undertaken and how the business agrees new standards and the associated cost to implement these. The evaluation process will also be critical to achieving a suitable level of continual improvement of the One Estate Framework and in reporting outturn performance against user requirements and needs. Figure 6-1 outlines the theoretical relationships between artefacts and process require to operationalize the process to refine and agree appropriate service standards.

Figure 6-1 Relationship of Performance Evaluation to Continual Improvement and Service Standards


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The planning instruments that support the One Estate Framework are based around portfolio level Asset Class AMPs and base level Base AMPs. While these documents provide a structure that can be generically applied across the estate. This pilot phase process has demonstrate a need for intermediate level documents. Asset Sub-class plans will provide a method to:

• Further detail a sub-class within an Asset Class across the portfolio (such as water treatment)

• Further detail an asset class on a specific base, where the system is complex and critical (such as a Graving Dock or consolidated infrastructure services)

• Further detail an asset sub-class where the detail and decision making is linked to a regional or national delivery program but specified at base level (such as airfield pavement maintenance, land management) or is in an emerging program of works (such as maritime structures and training area road management)

Even though the sub-class plans are likely to be managed by relevant portfolio managers or delivery programs, the intent is that all detail will be reflected in the relevant Base AMP for financial planning purposes, as outlined in the conceptual figure in Figure 6-2.

Figure 6-2 Functional relationships of Planning instruments and Sub-class plans

6.2.2 Investment Programming The proposed One Estate Investment Framework provides an overarching structure to ensure coordination of investment planning. The Framework is based on consolidation of all estate funding through a single, comprehensive process that considers all investment drivers and in underpinned by clear evidence for investment. The conceptual Investment Framework is illustrated in Figure 6-3.


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Figure 6-3 One Estate Investment Framework

To achieve the intent of the Investment Strategy, the components of the Framework will need to operationalised through new business processes and functions. These processes and functions will need to provide business guidance and funding mechanisms to undertake transparent functions for both Capital and Operational expenditure forecasting that includes:

• Strategies, planning studies and investigations

• Asset lifecycle forecasting modelling

• Capability planning

• Constraints setting, including enterprise risk assessment, optimisation and programming

Performance evaluation of the estate will assist with these processes and will build cost benchmarking of operation and maintenance expenditure against required outturn standards over time. In time, comprehensive investment planning will include:

• Comparison of performance against targets and performance trends

• Benchmarking sustainment costs of bases and asset classes within bases

• Examining the impacts of investment constraints on the performance of assets

• Evaluating the risk profile at estate, asset class and base level

• Comparing desired sustainment expenditure and optimal expenditure.

6.3 Ongoing management of ‘live’ processes

The Asset Class AMPs form policy documents within the One Estate Framework and are the primary set of documentation for ‘live’ criteria that impacts other artefacts within the One Estate Framework. As such, all changes within related business systems or as a result of performance evaluation, Estate Appraisal or in


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contractor and stakeholder updates to datasets should be consolidated in ‘live’ registers that reflect changes to:

• Asset criticality ratings

• Asset renewal triggers (asset condition grades, by criticality, where renewals should be implemented) either through base-specific needs or changes, policy-driven changes across a portfolio, Defence SME recommendations or stakeholder changes (to be received through the FEDC)

• Useful lives and degradation curves/risks for assets

• Unit costs and changes to unit rates forecasting.

A configuration change management process and relevant forms and approval processes should be developed and manag3ed by the PMO during implementation.

Figure 6-4 Sample Configuration Change Management Form

6.4 Issues and ideas identification

An issues and risks listing (spreadsheet) should be set up on the Defence intranet so that the accountable artefact officer, key stakeholders and others within Defence can note potential issues and risks relevant to the asset class, base or other artefact as they become evident. The listing can be used as prompt when artefacts are being reviewed and updated and should be established by the PMO and managed appropriately through implementation.


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7 Ongoing Management of the Framework Implementation of the One Estate Framework will require ongoing review and update of the framework artefacts. The key artefacts for the One Estate Framework are designed to interact with existing key artefacts and their update processes and frequencies to ensure the Framework remains an integrated component of Defence estate management. Figure 7-1 demonstrates the high-level view of how the key documents artefacts are intended to interact.

Figure 7-1 Update frequency and interaction between key artefacts

The frequency for updating and reviewing the artefacts is listed in Table 7-1. These frequencies are based on a mature state for the artefacts once implemented.


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Review and update of One Estate Framework artefacts

Hierarchy of Intent Document Frequency of Review and Update

Key Defence Estate Strategy 2016/36 Every 5 years or after a major change in Government direction (e.g. new Defence White Paper), whichever comes first

Strategic Asset Management Plan (including Asset Management Policy)

Every 3 years or after an update to the Defence Estate Strategy

One Estate Implementation Program Annual or 6-monthly

Governance Communications and Awareness Plan Quarterly up until June 2022 then annually thereafter

Knowledge Management Strategy Annual

Risk Management Framework As required

Resource Strategy Three yearly

One Estate Investment Strategy Annually until implemented Major Review every 3 years

Performance Evaluation Plan Annual

Continual Improvement Strategy Annual

Service Standards Annual

Portfolio One Estate Investment Program Annual

Asset Class Asset Management Plans Annual Major review – every three years

Asset Sub-class Asset Management Plans

Annual Major review – every three years

Predictive Intervention Model Annual Major review – every three years

Long Term Financial Model Annual Major review – every three years

State of Assets Reporting (including One Estate Framework dashboard)

Annual Once dashboards are established they will be undated and reviewed on an ongoing basis

Estate Appraisal Process Currently under review Major review – every three years

Base Base Asset Management Plans Annual

Base Asset Management Plan template Every 2 years or with updates to Estate Base Plan templates.

Cost of Service Assessment Annual

Supporting documentation/ processes

One Estate Handbook Every 3 years to align with SAMP updates

Web presence Ongoing with annual review

Communications materials and supporting information

Ongoing and as required


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8 Key Factors for Successful Implementation of the Framework

The following listing highlights a number factors that will contribute to successful implementation of the One Estate Framework. Many of these factors are considered in the ISO55000 series of standards on asset management, either explicitly or implied.

• The One Estate Framework is a starting point which will be further refined over time as part of a continual improvement process. Asset management is an ongoing process of optimising performance, cost and risk to maximise value to capability

• A critical foundation to the success of the One Estate Framework is the availability of relevant, complete, reliable and timely data to facilitate evidence-based decision making. Availability of robust asset condition and performance data is essential.

• Leadership and commitment, vertically, and horizontally across the organisation is essential. Ongoing training in the asset management ‘big picture’ is required. The consultation and training undertaken during the initial Framework should be built upon. Significant commitment is required to fully develop understanding and embed formalised asset management processes within an organisation

• Once extensive and reliable data becomes available, and converted into information, Defence will be in a position to identify improvement and optimisation opportunities and options at estate, asset class and base level, resulting in cost savings. Asset management is a thinking process whereby analysis, reflection and consultation will lead to the development of optimal strategies.

• Asset management requires a collaborative approach between the various groups within E&IG. To a large extent, asset management is everyone’s business within E&IG.

• An appropriate position within Defence should be made accountable for the implementation, review and update of each One Estate Framework artefacts. The accountable person should have a passion and commitment to improving asset management practices, particularly the document or process controlled. The selection of the accountable officer is critical to successful implementation.

• Each artefact should have a small group of knowledgeable key stakeholders who can actively and efficiently contribute to the reviews and updates. Key stakeholders should include ID, SDD, regional and service representatives. Base representatives for the pilot sites have expressed enthusiasm for the Base AMPs, their active involvement in ongoing Base AMP development and update is vital.


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9 Frequently Asked Questions Where do I find out more about the One Estate Framework?

A series of Fact Sheets and stakeholder briefings have been prepared and these may be found on the One Estate Framework portal.

Section 3 of this Handbook lists the artefacts that constitute the Framework. These are available on the One Estate Portal

Who do I speak to find out more about the One Estate Framework?

The One Estate Framework Program Management Office can answer specific questions.

How often will the One Estate Framework documents be updated?

The calendar for review and updating the One Estate Framework artefacts is outlined in the SAMP or this Handbook.

What is the current status of asset management within Defence?

An asset management Maturity Assessment was undertaken in May and June 2018 in accordance with the Institute of Asset Management (IAM) methodology, which aligns with the ISO 55001:2014 Asset Management – Management Systems – Requirements. The Maturity Assessment used the five-tiered maturity scale from 0 (innocent) to 5 (excellent). Level 3, competent, is designed to reflect compliance with the standard. Level 1 indicates general awareness with an intent to progress and improve practices, while Level 2 indicates that an organisation is developing, and can demonstrate that the principles, improvements to process and mature systems are being progressed with credible and resourced plans in place.

At the time, the majority of scores are either 1 (awareness) or 2 (developing). This indicated that Defence had general awareness of asset management principles and practices in the management of the Defence estate, with some areas ‘developing’ through the use of maturing policy or operational practices.

Figure 9-1 ISO 55001 maturity assessment bar chart (as at June 2018)

Since that time, the One Estate Framework has been developed and it is anticipated that the majority of the scores will be approaching Level 2 (developing) once strategies are published and implementation has commenced. As Defence progresses through the implementation phase over the next two to five years, Level 3 (competent) should be targeted across most areas.


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Are other organisations implementing asset management?

In developed countries such as Australia, the majority of organisations that own significant assets (e.g. local governments, water utilities, electricity utilities, state governments departments etc.) have formalised asset management processes in place to various levels of development.

What are the benefits of implementing asset management?

The benefits are outlined in this Handbook and the Review Report.

I am interested in finding out more about asset management, how do I do this?

Defence will be providing a number one day training sessions in Asset Management Fundamentals to provide staff with an introduction to asset management principles. The knowledge gained from this training will provide staff with a context when they undertake any activity in implementing the One Estate Framework.

Who should be involved in implementing the One Estate Framework?

Nearly everyone within E&IG will be involved in implementation of the One Estate Framework to some extent. For some it will be a very minor role or continuing to undertake a current activity which may not have previously be recognised as asset management. For others, there will be opportunities to further develop and implement some of the Framework artefacts.

What is the difference between an Estate Base Plan and a Base AMP? The Base Asset Management Plan (Base AMP) documents Defence’s philosophy for the management of Estate infrastructure within each base. It will be informed by the Asset Class Asset Management Plans which provide Defence’s philosophy for management of asset classes at a portfolio level. The Base AMP will be a succinct document that will sit between the strategic level documents such as the Defence Estate Strategy 2016/36 and more detailed information contained in the Service Definitions Table.

The Base AMP will provide a complete picture for the base assets, their extent, capacity, condition, performance, how they are to be operated and maintained and the financial resources required in the short and long term to sustain and support the services required from capability.

It is anticipated that the Base AMP will be a working, operational document that will be regularly updated (typically every 3 years or more frequently) and will contribute to a Defence’s view of the Estate portfolio, and assist in ensuring a consistent view of the Estate at central, regional and base level. Base AMPs may be updated more frequently for larger or more critical bases and where there is a business need, such as an imminent redevelopment. Similarly, some Base AMPs may be updated less frequently where there is less need to do so.

The Estate Base Plan is a 25 year masterplan that guides future planning, development and investment in the base to support current and future capability. Typically, Estate Base Plans are updated every 10 years, but can be more frequently updated if required. The most recent versions of the Estate Base Plan includes a Zone Plan and a development scenario along with risk-based reinvestment priorities. The Estate Base Plan will outline the strategic needs of a base and the requirements for the assets to achieve this need over the next 25 years.

The Base AMP will be guided by the information within the Estate Base Plan and other E&IG documents and will complement the Estate Base Plan by providing a short-term operational focus of investment needs. The Base AMP updates will be relatively inexpensive once the first document has been produced are intended as ‘live’ documents for all parties to track and document the ongoing challenges and funding requirements to meet the needs of the estate. The Base AMP will highlight when a new Estate Base Plan is required.

Do other organisations have Asset Class AMPs? Most infrastructure intensive organisations have a Strategic Asset Management Plan to enable alignment of asset management to organisational objectives. These organisations have found it useful to develop detailed plans for appropriate asset classes to support their Strategic Asset Management Plan. For example, most of the larger local governments have Asset Class AMPs for roads, stormwater drainage, water and wastewater, building and facilities, parks and gardens etc. A larger water utility would have, for


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example, asset management plans for water sources, water treatment plants, water mains, pump stations, reservoirs, wastewater mains, pump stations and wastewater treatment plants.

I’ve heard of ISO 55000, what is it?

ISO refers to the International Standards Organisation. ISO 55000 is an international standard covering the management of physical assets that was launched in January 2014. The ISO 55000 series provides terminology, requirements and guidance for implementing, maintaining and improving an effective asset management system.

The international standards are important because they represent a global consensus on asset management and what it can do to increase value generated by all organisations.

Does Defence have the intention to be externally certified to ISO55001?

At the moment there is no intention of being certified to ISO 55001. However, Defence has found it useful to use the ISO55000 series of standards as a basis for developing the One Estate Framework, particularly since the standard is adopted globally. A maturity assessment against the requirements of ISO55001 was undertaken in mid-2018 and will be re-assessed every three years to gauge the level of progress.

What is the Defence estate?

The Defence estate consists of around 700 owned and leased properties, comprising 25,000 buildings and 6,000 other structural assets, as well as some 150,000 items of fixed plant and equipment. The estate has a replacement value of $68 billion.

The estate includes bases, training ranges, ports and airfields, base and family accommodation, environmental areas within bases, communications technology, logistics, science and technology, health services and everything non-combat related that is contained within those facilities and areas.

Why is the Defence estate a focus now?

In 2016/17 it was just over $3 billion. This is expected to increase to $4.6 billion by 2024/25. The increased funding is a once in a lifetime opportunity to transform the way the Defence estate is strategically planned and managed. The Government has provided funding to address the historic under-funding of the Defence estate through the 2016 Defence White Paper and the Integrated Investment Program.

In addition to capability investment, sustaining the estate requires considerable funding for both maintenance and capital investment to ensure that existing facilities and infrastructure can support capability, now and in the future. Increased infrastructure investment will ensure that the Defence estate remains fit for purpose to support the future force.


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Annexures Annexure A Glossary Annexure B Outline of an updated SAMP Annexure C Key Terms Annexure D Project Data Library Record


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Annexure A Glossary

Acronym/Abbreviation Description

ADF Australian Defence Force

Framework Asset Management Framework

AMP Asset Management Plan

ANCOLD Australian National Committee on Large Dams

Asset Class AMP Asset Class Asset Management Plan

Base AMP Base Asset Management Plan

BEAP Base Engineering Assessment Program

CIOG Chief Information Officer Group

CLC Capability Life Cycle

CR Criticality Rating

DEQMS Defence Estate Quality Management System

DSTG Defence Science and Technology Group

E&IG Estate and Infrastructure Group

EA Estate Appraisal

EMOS Estate Maintenance and Operations Services

EWP Estate Works Program

FIP Facilities and Infrastructure Program

FPR First Principles Review

FEDC Framework for Enabling Defence Capability

GEMS Garrison and Estate Management System

IAM Institute of Asset Management

IIMM International Infrastructure Management Manual

ISO International Standards Organization

JLC Joint Logistics Command

OEISG One Estate Initiative Steering Group

RAAF Royal Australian Air Force

RAN Royal Australian Navy

SAMP Strategic Asset Management Plan


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Annexure B Outline of an updated SAMP

1 Context 1 Context1.1 Purpose of this Plan 1.1 Purpose of this Plan1.2 Overview (Defence Estate Strategy 2016/36) 1.2 Overview (Defence Estate Strategy 2016/36)1.3 Relationship to Other Management Systems 1.3 Relationship to Other Management Systems1.4 Regulatory, Policy and Strategic Direction 1.4 Regulatory, Policy and Strategic Direction1.5 Defence Strategy Framework 1.5 Defence Strategy Framework1.6 One Estate Framework 1.6 One Estate Framework1.7 Assets in Scope 1.7 Assets in Scope

1.8 Asset Overview Summary information on extent, value, condition and risk profile of assets,

2 Stakeholders Key stakeholders and their roles, both internal and external and expectations

3 Strategic Issues and Challenges Highlights major issues and risks associated with the Defence estate

2 Leadership 4 Leadership2.1 Leadership and Commitment 4.1 Leadership and Commitment2.2 Roles, Responsibilities and Authorities 4.2 Roles, Responsibilities and Authorities2.3 One Estate Asset Management Policy 4.3 One Estate Asset Management Policy

3 Planning 5 Planning3.1 The Capability Life Cycle 5.1 The Capability Life Cycle3.2 Risk Management 5.2 Risk Management3.3 Asset Management Objectives 5.3 Asset Management Objectives3.4 Asset Management Plans 5.4 Asset Management Plans

4 Support 6 Support4.1 Resourcing 6.1 Resourcing4.2 Communications and Awareness 6.2 Communications and Awareness4.3 Knowledge Management 6.3 Knowledge Management

5 Operation 7 Operation5.1 Capability Life Cycle 7.1 Capability Life Cycle5.2 Smart Buyer 7.2 Smart Buyer

5.3 Estate Maintenance and Operations Services Contracts (EMOS) 7.3 Estate Maintenance and Operations

Services Contracts (EMOS)6 Performance Evaluation and Improvement 8 Performance Evaluation and Improvement

6.1 Monitoring and Reporting 8.1 Monitoring and Reporting6.2 Audit and Assurance 8.2 Audit and Assurance6.3 Engineering Integrity 8.3 Engineering Integrity6.4 Continual Improvement 8.4 Continual Improvement6.5 Management Review 8.5 Management Review

6.6 One Estate Framework key performance indicators (KPIs) 8.6 One Estate Framework key performance

indicators (KPIs)

8.7 Asset Performance Against Targets High level summary (details provided in the State of the Assets Report)

9 Implementation of the One Estate AMF Summary of the One Estate Implementation Program. Cross reference to document

10 Expenditure ForecastsAnnexure A - GlossaryAnnexure B - Definitions

Annexure C - Asset Class Hierarchy Remove (already in Handbook and Asset Class AMPs)

Annexure D - Document Map to ISO55001

Existing SAMP Updated SAMP


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Annexure C Key Terms The terms adopted in the One Estate Framework are defined in the following Table.

Term Definition

Allocation (costs) The process of assigning aggregated costs to a specific item or activity, such as allocating central support costs to the base level.

Artefact An element, component or document within an asset management framework such as a Strategic Asset Management Plan, a Base Asset Management Plan, the One Estate Asset Investment Program.

Asset An item, thing or entity that has potential or actual value to an organisation (ISO 55000).

Asset class A group of assets with similar nature, function or characteristics, and a similar requirement for defining and optimising life cycle costs. The categories of classes and sub-classes are aligned, as far as possible, with those used in GEMS.

Asset Class Asset Management Plan

An asset class-specific plan outlining specific requirements for managing an asset class to achieve the desired standards over the life of the assets. The range of Asset Class Asset Management Plans include such categories as; buildings, electrical; roads, water supply, land etc.

Asset management The coordinated activity of an organisation to realise value from assets (ISO 55000).

Asset management framework

The overarching asset management documentation hierarchy that would generally include the Asset Management Policy, Objectives, Strategy and Asset Management Plan(s).

Asset Management Plan

An Asset Management Plan is documented information that specifies the activities, resources and timescales required for an individual asset, or grouping of assets, to achieve the organisation’s asset management objectives. (ISO55000).

Asset Management Policy

The asset management policy is a short statement that sets out the principles by which the organisation intends to apply asset management to achieve its organisational objectives. It sets out the intentions and direction of an organisation as formally expressed by its top management. The asset management policy should be authorised by top management and demonstrate the organisation’s commitment to asset management (ISO 55000:2014, Clause 3.1.18).

Asset management system

A management system for asset management whose function is to establish the asset management policy and asset management objectives (ISO55000). The One Estate Asset Management Framework (One Estate Framework) is the asset management system for the Defence Estate.

Base date The date to which real costs refer.

Capability Life Cycle The Capability Life Cycle is the end-to-end process for planning, developing, acquiring and maintaining Defence capability – major capital, infrastructure and ICT.

Capital expenditure Expenditure used to create new assets, renew assets, expand or upgrade assets or to increase the capacity of existing assets beyond their original design capacity or service potential.

Competence Competence is the ability to apply knowledge and skills to achieve intended results. (ISO 55000 (Clause 3.1.3).

Contingent risk Risk due to unforeseen events

Corrective maintenance The remedial actions performed as a result of failure to restore an asset or component to a specified condition.

Criticality A critical asset is an asset having potential to significantly impact on the achievement of the organisation’s objectives. Assets can be safety-critical, environment-critical or performance-critical and can relate to legal, regulatory or statutory requirements. Critical assets can refer to those assets necessary to provide services to critical customers (i.e. capability). Asset systems can be distinguished as being critical in a similar manner to individual assets. (ISO55000).

Defence estate Refers to all the land, buildings, facilities, sea area and physical infrastructure used by Defence to generate and sustain capability. This includes owned and leased estate, as well as designated offshore maritime exercise areas under Defence Practice Area


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Term Definition

provisions. For the purposes of the One Estate Framework, the term, ‘Defence estate’, only includes domestic properties.

DEQMS Defence Estate Quality Management System. DEQMS is an ISO 9000-based quality management system currently used by E&IG. The system provides a set of business processes that cover the full asset life cycle. Additionally, the policies and tools which are used as part of the business processes have been integrated to provide easy access. DEQMS is currently being updated to comply with the latest versions of this standard.

Direct cost The plant, labour and materials directly attributable to the acquisition of a new asset. Direct costs exclude Project Owner’s costs.

Disposal Actions necessary to decommission and dispose of assets that are no longer required. (IIMM 2015).

Estate appraisal Estate appraisal (also known as ‘infrastructure appraisal’) informs estate managers of the current condition of assets to assist in prioritising allocation and timing of funding of works. Estate appraisal identifies the minimum level of reinvestment required to allow an asset to continue operating within acceptable risk.

Inherent risk Risk that is based on assessed level of raw or untreated risk

Intervention trigger An intervention trigger indicates the condition of the asset when intervention, beyond repair or planned maintenance, is required. Interventions could include rehabilitation, refurbishment or replacement of components of an asset, or the full asset, by an equivalent capacity asset. Where an intervention action is proposed through condition assessment, an investigation will be undertaken to confirm the need, timing and preferred intervention approach. The investigation will also consider future service requirements from the asset and whether any upgrade (or reduced capacity) is needed to meet capacity, compliance, fit-for-purpose, or conformance requirements.

ISO 9001 This is the international standard that specifies requirements for a quality management system (QMS). The standard can be applied to any organisation. The benefits include enhanced customer satisfaction, standardised processes, improved quality of products and services, and a culture of continuous improvement.

ISO 55000 standards This is the international standard covering the management of physical assets. The standard identifies that the four components of the asset management system are the asset management policy, asset management objectives, strategic asset management plan and asset management plans. An asset management system is a set of complex processes and interactions to plan and control asset related activities. The asset management framework, whilst not an explicit requirement of ISO 55001, sets out to help define what the organisation’s functioning asset management system looks like. (Asset Management Council).

Level of service The parameters, or combination of parameters, that reflect social, political, economic and environmental outcomes that the organisation delivers. Levels of service statements describe the outputs or objectives an organisation or activity intends to deliver to its customers. Levels of services are defined for Estate asset classes in Asset Class Asset Management Plans.

Life cycle The time interval that commences with the identification of the need for an asset and terminates with the decommissioning of the asset or any liabilities thereafter. (IIMM 2015).

Maintenance All actions necessary for retaining an asset as near as practicable to its original condition, but excluding rehabilitation or renewal. Maintenance does not increase the service potential of the asset or keep it in its original condition; it slows down deterioration and delays when rehabilitation or replacement is necessary. (IIMM 2015).

Make good ‘Make good’ is a standard clause requiring tenants to return a leased property or facility to its original state. ‘Make good’ provisions can include both capital improvement and operating expenditure.

Management system A set of interrelated or interacting elements of an organisation to establish policies, objectives and processes to achieve those objectives. (ISO55000).

Modern equivalent asset

An asset that replicates what is in existence with the most cost-effective asset providing an equivalent level of service. (IIMM2015).

Nominal cost The expected price that will be paid when a cost is due to be paid, including estimated changes in price due to forecast changes in efficiency, inflation/deflation, technology and the like.


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Term Definition

One Estate This term is used to demonstrate alignment and management of the Defence Estate with the strategic and capability requirements outlined for One Defence.

One Estate Framework The term used for the asset management framework developed for the Defence Estate.

Operating expenditure Recurrent expenditure which is continuously required to provide service. Operating expenditure is defined to include maintenance expenditure.

Optimisation The process of balancing asset performance, cost and risk. For optimal service delivery, clear assignment of responsibility and accountability should be established for each asset and its related operations. This includes the assessment of performance against the agreed level of service.

Planned maintenance Planned maintenance includes: Periodic maintenance – necessary to ensure the reliability or to sustain the design life

of an asset Predictive maintenance – condition monitoring activities used to predict failure Preventive maintenance – maintenance that can be initiated without routine or

continuous checking (e.g. using information contained in maintenance manuals or manufacturer’s recommendations) and is not condition based. (IIMM2015).

Project Owner’s Costs The cost of internal and external resources employed by the entity to acquire an asset.

Real cost The cost expressed in the value of the base date, including estimated changes in price due to forecast changes in efficiency and technology, excluding general price inflation or deflation.

Rehabilitation or Refurbishment

Works to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life, which may incorporate some modification. Generally involves repairing the asset to deliver its original level of service without resorting to significant upgrading or renewal, using available techniques and standards. (IIMM 2015).

Remaining useful life The time remaining until an asset ceases to provide the required service level or economic usefulness. (IIMM 2015).

Renewal Works to replace or refurbish existing assets or facilities with assets or facilities of equivalent capacity or performance capability. (IIMM 2015).

Renewal cost The cost for the renewal of an asset inclusive of direct costs and project owner’s costs.

Replacement The complete replacement of an asset that has reached the end of its life, so as to provide a similar, or agreed alternative, level of service.

Replacement cost The cost to acquire a replacement asset. Replacement cost in financial standards is the lowest cost at which the economic benefits of an asset could be obtained in the normal course of business or the minimum it would cost to replace the asset with a new modern equivalent asset with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Strategic Asset Management Plan

Documented information that species how organisational objectives are to be converted into asset management objectives, the approach for developing asset management plans, and the role of the asset management system in supporting achievement of the asset management objectives. A strategic asset management plan is derived from the organisational plan. (ISO 55000).

Sustainment Activities required to sustain the level of service provided by an asset over its useful life (in-service life). Includes both operating and maintenance expenditure.

Useful life The period over which an asset or component is expected to be available for use by an entity. (IIMM 2015).


December 2019

Annexure D Project Data Library Record

2/12/2019 EAMF Data Register Cardno

DSR # Document / Item Description Information TypeDocument Issue Date

Date Reviewed/ Created for EAMF

Source Contents Description File / Dataset name

1001 05 April 2018 - Start up meeting and project vision

DOCXPDF

April 2018 April 2018 Cardno Meeting minutes from start-up meeting for the EAMF to discuss the Project Vision at a high level and to work through identifying key stakeholder groups and inputs as well as some of the known/expected issues and constraints.

Meeting agenda_Start-up_5 April 18.docxMeeting minutes_Start-up_5 April 2018.docxMeeting minutes Start-up 5 April 2018.pdf

1002 09 April 2018 - Start up follow up meeting (First PM meeting)

DOCXPDF

April 2018 April 2018 Cardno Meeting minutes prepared following a follow-up online discussion to refine key points from the start-up meeting and to plan for upcoming meetings and staff availability.

Meeting minutes_Start-up followup_9 April 2018.docxMeeting minutes_Start-up followup_9 April 2018.pdf

1003 12 April 2018 - Project Plans DOCXPDF

April 2018 April 2018 Cardno Minutes from meeting/workshop held to discuss the Project Management and Risk Plans, and to undertake further development of stakeholder mapping and initial stakeholder engagement.

Meeting agenda - PMP,RMP and other items_12 April 18.docxMeeting minutes_Project Plans_12 April 2018.docxMeeting minutes Project Plans 12 April 2018.pdf

1004 26 April 2018 - Business systems briefings

DOCXPDF

April 2018 April 2018 Cardno Meeting minutes from a series of meetings/workshops held to obtain an overview of the Garrison Estate Management System (GEMS) and its current status.

Meeting minutes_GEMS Team_26 April 2018.docxMeeting minutes_Initial Meeting with PM_26 April 2018.docxMeeting minutes Pre-GEMS Meeting 26 April 2018.docx

1005 30 April 2018 - Senior Leadership Briefing

DOCXPDFPPTX

April 2018 April 2018 Cardno Meeting minutes from an EAMF briefing session which was held to provide an overview on the EAMF and to obtain the feedback/insights of the assembled participants (i.e. senior leadership group of the Department of Defence and Defence Forces).

EAMF Briefing_Response form.docxMeeting summary_EAMF Briefing_30 April 2018.docxEAMF -Senior Leadership Presentation 20180430 copy.pptx

1006 04 May 2018 - Stakeholder Management and Engagement

DOCXPDF

May 2018 May 2018 Cardno Meeting minutes from stakeholder engagement session to identify and analyse all relevant stakeholders across the business who will need to be consulted and involved in the EAMF development.

Agenda for EAMF Stakeholder Engagement Meeting 04052018.docxGeneral notes and discussion points_4 May 2018.docxMeeting minutes_Stakeholder Engagement_4 May 2018.docxMeeting minutes Stakeholder Engagement 4 May 2018.pdf

1007 19 July 2018 - OEISG Meeting 1 DOCX July 2018 July 2018 Defence Meeting minutes - 19 July 2018 - OEISG Meeting 1 One Estate Framework_Minutes from OEISG Meeting # 1_19 July 2018_Ver1.docx

1008 Meeting Record from Governance and supporting document review (including communications update)

DOC February 2019 February 2019 Cardno Summary of key workshop outputs multiple

1010 OEISG Meeting 3 minutes DOC September 2018 September 2018 Cardno Steering Group meeting Minutes One Estate Framework_Minutes from OEISG Meeting # 3_ 4 September 2018_Ver1.docx

1011 OEISG Meeting 4 minutes DOC Octover 2018 Octover 2018 Cardno Steering Group meeting Minutes One Estate Framework_Minutes from OEISG Meeting # 4_ 23 October 2018_Ver1.docx

1012 OEISG Meeting 5 minutes DOC December 2018 December 2018 Cardno Steering Group meeting Minutes One Estate Framework_Minutes from OEISG Meeting # 5_ 7 December 2018_Ver1.docx

1013 OEISG Meeting 6 minutes DOC February 2019 February 2019 Cardno Steering Group meeting Minutes One Estate Framework_Minutes from OEISG Meeting # 6_ 28 February 2019_Ver1.docx

1014 Defence Challenge Session DOC March 2019 March 2019 Cardno Summary of key workshop outputs multiple

1015 Investment Straegies and Challenges

DOC, JPG April 2019 April 2019 Cardno General notes from internal working sessions at DEfence on investment straegy applciations

multiple

1016 OEISG Meeting 7 minutes DOC June 2019 June 2019 Cardno Steering Group meeting Minutes One Estate Framework_Minutes from OEISG Meeting # 7_ July 2019 _Ver1.docx

1017 Information Management and GEMS

MSG June 2019 June 2019 Cardno Briefing with the team developing the informaiton maangement model for GEMS in separation of Knowledge ManagementStraetgy

multiple

1018 Benefits Realisation DOC June 2019 June 2019 Cardno Notes from Brifing with Benefits Realisation team. Meeting Notes_Benefits realisation process.docx

2001 03 May 2018 - Discussions with Amelia and Natasha

DOCX May 2018 May 2018 Cardno Records of conversations held with Amelia and Natasha in regards to: (i) current status of policy register; (ii) access to Strategic Profile; (iii) data requests management; (iv) format revisions to meeting minute templates

Conversation record_Discussions with Amelia and Natasha_3 May 2018.docx

2002 16-18 May 2018 - Estate Asset Management Maturity Assessments

DOCX May 2018 May 2018 Cardno Meeting minutes from a series of meetings/workshops undertaken to carry out estate asset management maturity assessments.

Meeting agendas - EAM maturity assessments_16-18 May.docxMeeting minutes - EAM maturity assessments Session #1_16 May 2018.docxMeeting minutes - EAM maturity assessments Session #2a_17 May 2018.docxMeeting minutes - EAM maturity assessments Session #2b_17 May 2018.docxMeeting minutes - EAM maturity assessments Session #3_17 May 2018.docxMeeting minutes - EAM maturity assessments Session #4a_18 May 2018.docxMeeting minutes - EAM maturity assessments Session #4b_18 May 2018.docxMeeting minutes - EAM maturity assessments Session #5 18 May 2018 docx

2003 22 May 2018 - Study Tour and Product Delivery meetings

DOCX May 2018 May 2018 Cardno Meeting minutes from study tour (SkillsVic) and product delivery meetings.

The purpose of the meetings was to:

- facilitate an overview of the Asset Management Framework that has been developed and implemented for the Victorian TAFE.- continue with the initial asset management maturity assessment with respect to work carried out through Zone and Base management teams with a focus on estate operational and maintenance services and the management of EMOS contractors

Defence EAMF Meeting Notes - SkillsVic 22-05-18.docxDefence EAMF Meeting Notes - South East Zone 22-05-18.docx

2004 30 May 2018 - Capability Interviews

DOCX May 2018 May 2018 Cardno Meeting agenda and minutes on sessions held with: Joint Logistics Command (JLC), Strategic Policy & Intelligence (SP&I), Joint Health Command (JHC), Navy.

Includes interview response forms.

Meeting agenda_30 May_JHU.docxMeeting agenda_30 May_JLU.docxMeeting agenda_30 May_Navy.docxMeeting agenda_30 May_SP&I.docxTechnical Meeting Notes 300518 - JLC.docxTechnical Meeting Notes 300518 - SP&I.docxTechnical Meeting Notes 300518 - JHC.docxTechnical Meeting Notes 300518 - Navy.docxInterview Response Form 20180613 - JHC docx

2005 31 May 2018 - Capability Interviews

DOCX May 2018 May 2018 Cardno Meeting agenda and minutes on sessions held with: Army, RAAF, GEMS Meeting agenda_31 May_GEMS.docxMeeting minutes - Capability Manager - Army.docxMeeting minutes - Capability Manager - RAAF.docxMeeting minutes - ERIM & GEMS.docx

2006 13 June 2018 - Management Interviews

DOCX June 2018 June 2018 Cardno Meeting agenda and minutes on management interviews Meeting agenda_Management - outline.docxMeeting minutes - Management_Estate Planning.docx

2007 20-21 June 2018 - Land and Property Management Interviews

DOCX June 2018 June 2018 Cardno Meeting agenda and minutes on land/property management interviews Meeting agenda_Land Management.docxMeeting agenda_Property Management.docxMeeting minutes - Meeting with BRIG Jason Walk_Session #1_20 June 2018.docxMeeting minutes - Meeting with DOTAM representatives_Session #2_20 June 2018.docxMeeting minutes - Meeting with DEHPD and DEPA representatives_Session #3_20 June 2018.docxMeeting minutes - Property Management 21 June 2018.docx

2008 27-28 June 2018 - Infrastructure Division Interviews

DOCX June 2018 June 2018 Cardno Meeting minutes - 27-28 June 2018 - Infrastructure Division Interviews Technical Meeting Notes 270618 - CFI (Start and End of delivery).docxTechnical Meeting Notes 270618 - Site Selection Boards.docxTechnical Meeting Notes 280618 - Contaminated Land.docx

2009 28 June 2018 - SDD Criticality and EMOS Rep

DOCX June 2018 June 2018 Cardno Meeting minutes - 28 June 2018 - SDD Criticality and EMOS Rep Technical Meeting Notes 280618 - Criticality.docxTechnical Meeting Notes 280618 - Spotless.docx

2010 6 July 2018 - Planning, HR, Management

DOCX July 2018 July 2018 Cardno Meeting minutes - 6 July 2018 - Planning, HR, Management Canberra meetings Friday 6th July 2018.docxTechnical Meeting Notes 060718 - Alison Clifton.docxTechnical Meeting Notes 060718 - Estate Planning.docxTechnical Meeting Notes 060718 - HR.docxTechnical Meeting Notes 060718 - Jason Armstrong.docx

2011 10-11 July 2018 - One Estate Challenge Workshop

DOCX July 2018 July 2018 Cardno Meeting minutes - 10-11 July 2018 - One Estate Challenge Workshop Meeting agenda - One Estate Development - Challenge Workshop.docxMeeting notes 100718 - One Estate Development - Challenge Workshop.docx

2012 13 July - Management CFI DOCX July 2018 July 2018 Cardno Meeting minutes - 13 July - Management CFI Technical Meeting Notes 130718 - CFI - Matt Galton.docx

2013 17-18 July 2018 - Senior Management

DOCX July 2018 July 2018 Cardno Meeting minutes - 17-18 July 2018 - Senior Management Technical Meeting Notes 170718 - Alice J.docxTechnical Meeting Notes 170718 - Chris B.docxTechnical Meeting Notes 170718 - Steve G.docx

2014 19 July 2018 - Property Management

DOCX July 2018 July 2018 Cardno Meeting minutes - 19 July 2018 - Property Management Technical Meeting Notes_190718_Lauren Gray.docx

2015 23 July 2018 - PFAS meeting DOCX July 2018 July 2018 Cardno Meeting minutes - 23 July 2018 - PFAS meeting Technical meeting notes - 23 July 2018 - PFAS.docx

2016 26 July 2018 - Partner Organisation Interview

DOCX July 2018 July 2018 Cardno Meeting minutes - 26 July 2018 - Partner Organisation Interview One Estate Meeting minutes - 260718 - CIOG.DOCXOne Estate Meeting minutes - 260718 - DSTG.docxOne Estate Meeting minutes - 260718 - JLU-FSB.DOCX

2017 26 July 2018 - CFI Follow up interview

DOCX July 2018 July 2018 Cardno Meeting minutes - 26 July 2018 - CFI Follow up interview Agenda_Stakeholder Engagement Meeting CFI.DOCXTechnical meeting minutes - 26 July 2018 - Bob Baird CFI.docx

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2018 30 July 2018 - Northern Region BSMs, SADFO and Management

DOCX July 2018 July 2018 Cardno Meeting minutes - 30 July 2018 - Northern Region BSMs, SADFO and Management Regional Team - Draft Questions_30 July 2018_Ver2.docxTechnical Meeting Notes 300718 - BSM and SADFO.docxTechnical Meeting Notes 300718 - Management - Simon Buckey.docxTechnical Meeting Notes 300718 - SEQ manager - Lee Rassmussen.docx

2019 2019 - 7-10 August 2018 - Defence Working Group Sessions

DOCXPPTX

August 2018 August 2018 Cardno Meeting minutes - 7-10 August 2018 - Defence Working Group Sessions Meeting Notes 070818 - Working Group Session - Continual Improvement.docxMeeting Notes 070818 - Working Group Session - Operations Lifecycle Continuum.docxMeeting Notes 070818 - Working Group Session - Planning (Financial).docxMeeting Notes 080818 - Working Group Session - GEMS.docxMeeting Notes 090818 - Working Group Session - Governance.docxMeeting Notes 080818 - Working Group Session - Resources and Competency.docxMeeting Notes 090818 - Working Group Session - Knowledge Management.docxMeeting Notes 090818 - Working Group Session - Operations (General).docxMeeting Notes 090818 - Working Group Session - Planning (Policy).docxOne Estate Framework_Working Groups_Governance.pptxOne Estate Framework_Working Groups_Operations (General).pptxOne Estate Framework_Working Groups_Operations (Lifecycle) - with actions.pptxOne Estate Framework_Working Groups_Performance evaluation and continual improvement - with actions.pptxOne Estate Framework_Working Groups_Planning (Financial) - with actions.pptxOne Estate Framework_Working Groups_Planning (Policy).pptxOne Estate Framework_Working Groups_Resouces and Competency - with actions.pptxOne Estate Frame ork Working Gro ps S pport Kno ledge Management ppt2020 21-22 August 2018 - Defence

Working Group Sessions 2DOCX August 2018 August 2018 Cardno Meeting minutes - 21-22 August 2018 - Defence Working Group Sessions 2 Multiple documents

2021 29-30 August 2018 - Defence Working Group Sessions 2

DOC August 2018 August 2018 Cardno 29-30 August 2018 - Defence Working Group Sessions 2 Multiple

2022 13-14 September 2018 - Defence Working Group Sessions 3

DOC September 2018 September 2018 Cardno 13-14 September 2018 - Defence Working Group Sessions 3 Multiple

2023 25-26 September - Working Group Feedback Session 4

DOC September 2018 September 2018 Cardno 25-26 September - Working Group Feedback Session 4 Multiple

2024 26 September 2018 - Smart Infrastructure and CASG Meetings

DOC September 2018 September 2018 Cardno 26 September 2018 - Smart Infrastructure and CASG Meetings Multiple

2025 3 October 2018 - Risk Management Framework Discussion

DOC October 2018 October 2018 Cardno 3 October 2018 - Risk Management Framework Discussion Multiple

2026 2 October 2018 - SPI Criticality and Resilience Discussion

DOC October 2018 October 2018 Cardno 2 October 2018 - SPI Criticality and Resilience Discussion Multiple

2027 15 October - Defence Learning Branch

DOC October 2018 October 2018 Cardno 15 October - Defence Learning Branch Multiple

2028 15 October - DEMM Presentation DOC October 2018 October 2018 Cardno 15 October - DEMM Presentation Multiple

2029 24 October - DEQMS and EEGIS meeting

DOC October 2018 October 2018 Cardno 24 October - DEQMS and EEGIS meeting Multiple

2030 24 October - GEMS and DEPU progress meeting

DOC October 2018 October 2018 Cardno 24 October - GEMS and DEPU progress meeting Multiple

2031 24 October - Presentation to Groups and Services

DOC October 2018 October 2018 Cardno 24 October - Presentation to Groups and Services Multiple

2032 31 October - DEE Meeting DOC October 2018 October 2018 Cardno 31 October - DEE Meeting Multiple

2033 5 November - HMAS Cairns Meeting 1

DOC November 2018 November 2018 Cardno 5 November - HMAS Cairns Meeting 1 Multiple

2034 9 November - DEWPO Meeting DOC November 2018 November 2018 Cardno 9 November - DEWPO Meeting Multiple

2035 13 November - Heritage Meeting DOC November 2018 November 2018 Cardno 13 November - Heritage Meeting Multiple

2036 13 November - Renewables Meeting

DOC November 2018 November 2018 Cardno 13 November - Renewables Meeting Multiple

2037 13 November - DOTAM Meeting DOC November 2018 November 2018 Cardno 13 November - DOTAM Meeting Multiple

2038 13 November - Risk Meeting DOC November 2018 November 2018 Cardno 13 November - Risk Meeting Multiple

2039 16 November - DEPU Meeting DOC November 2018 November 2018 Cardno 16 November - DEPU Meeting Multiple

2040 20 November - RAAF Richmond Meeting 1

DOC November 2018 November 2018 Cardno 20 November - RAAF Richmond Meeting 1 Multiple

2041 23 November - Service Delivery Criticality Meeting

DOC November 2018 November 2018 Cardno 23 November - Service Delivery Criticality Meeting Multiple

2042 23 November - DEWPO Follow-up Meeting

DOC November 2018 November 2018 Cardno 23 November - DEWPO Follow-up Meeting Multiple

2043 27 November - Resilience Meeting DOC November 2018 November 2018 Cardno 27 November - Resilience Meeting Multiple

2044 27 November - Smart Infrastructure Meeting

DOC November 2018 November 2018 Cardno 27 November - Smart Infrastructure Meeting Multiple

2045 27 November - EEGIS alignment meeting

DOC November 2018 November 2018 Cardno 27 November - EEGIS alignment meeting Multiple

2046 28 November - One Estate Portal replatform

DOC November 2018 November 2018 Cardno 28 November - One Estate Portal replatform Multiple

2047 11 December 2018 - Recreation and Hospitality

DOC December 2018 December 2018 Cardno 11 December 2018 - Recreation and Hospitality Multiple

2049 Meeting Record - Resilience Review

DOC December 2018 December 2018 Cardno 7 December 2018 - SP&I and resilience Multiple

2050 Meeting Record - Joint Logistics Command

DOC December 2018 December 2018 Cardno 12 December 2018 JLC - general Multiple

2051 Meeting Record - Explosive Ordanance

DOC December 2018 December 2018 Cardno 12 December 2018 JLC - EO Multiple

2052 Meeting Record - Fuel Service DOC December 2018 December 2018 Cardno 12 December 2018 JLC - Fuel Multiple

2053 Meeting Record - Property Branch DOC December 2018 December 2018 Cardno 12 December 2018 JLC - PM Branch Multiple

2054 Meeting Record - Navy DOC December 2018 December 2018 Cardno 12 December 2018 capability - Navy Multiple

2055 Meeting Record - Anry DOC December 2018 December 2018 Cardno 13 December 2018 capability - Army Multiple

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2056 Meeting Record - RAAF DOC December 2018 December 2018 Cardno 13 December 2018 capability - Air force Multiple

2057 Meeting Record - Finance DOC December 2018 December 2018 Cardno 18 December 2018 - ID Finance Group Multiple

2058 Meeting Record - Cost Forecasting Mary Louise

DOC January 2019 January 2019 Cardno 15 Janaury 2019 - NNC costing Multiple

2059 Meeting Record - Army training DOC January 2019 January 2019 Cardno 15 Janaury 2019 - Army training area planning Multiple

2060 Meeting Record - CIOG DOC January 2019 January 2019 Cardno 15 Janaury 2019 - CIOG briefing Multiple

2061 Meeting Record - SDD Finance Group

DOC January 2019 January 2019 Cardno 15 Janaury 2019 - SDD finance group Multiple

2062 Meeting Record - Spotless dsicussions

DOC January 2019 January 2019 Cardno 17 Janaury 2019 - Detailed EMOS discussions (Spotless) Multiple

2063 Meeting Reocrd - EE policy DOC February 2019 February 2019 Cardno 14 February 2019 - Environmental policy applciations to land management Multiple

2064 Meeting Record - GEMS alignment DOC February 2019 February 2019 Cardno 7 February 2019 - GEMS alignment session Multiple

2065 Meeting Record - Shoreforce DOC February 2019 February 2019 Cardno 8 February 2019 - Shoreforce and Navy HQ integration - Multiple

2066 Meeting Record - NOUS Review DOC February 2019 February 2019 Cardno 13 February 2019 - NOUS review update Multiple

2067 Meeting Record - Broadspectrum discussions

DOC February 2019 February 2019 Cardno 18 February 2019 - EMOS discussions - Broadspectrum Multiple

2068 Meeting Record - EEGIS, DEEP and DEERMS Review

DOC February 2019 February 2019 Cardno 19 February 2019 - EE Group coordination and asset class plan review Multiple

2069 Meeting Record - GEMS, ERIM and Data remediation

DOC February 2019 February 2019 Cardno 19 February 2019 - ERIM and data remediation review Multiple

2070 Meeting Record - DPAR Performance evaluation

DOC February 2019 February 2019 Cardno 26 February 2019 - DPAAR and performance evaluation Multiple

2071 National airfields planning meeting DOC March 2019 March 2019 Cardno 12 March 2019 - generla motes from National airfield plannign meeting Multiple

2072 Environmental Factor management DOC March 2019 March 2019 Cardno 12 March 2019 -Environmental factor management alignment Multiple

2073 Garden Island Working Group DOC March 2019 March 2019 Cardno 28 March 2019 - Working Group notes for Garden Island session Multiple

2075 DEESD update DOC April 2019 April 2019 Cardno 9 April 2019 - DEEDSD ERIM and asset classes Multiple

2076 DEPU and EMOS session DOC April 2019 April 2019 Cardno 29 April 2019 - DEPU and EMOS Briefing Williamtown Multiple

2077 EA for DEEESD products DOC May 2019 May 2019 Cardno 20 May 2019 - DEEESD workshop for land management Multiple

2078 Continual Improvement and Knowledge Management Working Groups

DOC May 2019 May 2019 Cardno 15 May 2019 - Working Group briefing session and notes Multiple

2079 Groups and Services Briefings DOC June 2019 June 2019 Cardno 18 and 19 June 2019 - Groups and Services Briefings Multiple

2080 SDD iIntegration Meetings DOC July 2019 July 2019 Cardno 3 July 2019 - SDD initiatives and integration meetings Multiple

2081 Risk Meeting update DOC July 2019 July 2019 Cardno 10 July 2019 - Risk Framework dsicussion Multiple

2082 Concurrent initiatives update DOC July 2019 July 2019 Cardno 16 July 2019 - Concurrent project udpates Multiple

3001 Defence Portfolio Budget Statements 2017-18

PDF May 2017 May 2018 Defence(http://www.defence.gov.au/budget/17-

Department of Defence's Portfolio Budget Statements (PBS) used to inform Senators and Members of Parliaments of the proposed allocation of resources to government outcomes, by agencies, within the portfolio.

2017-18_Defence_PBS_00_Complete.pdf2017-18_Defence_PBS_01_Preliminaries.pdf2017-18_Defence_PBS_02_Department.pdf2017-18 Defence PBS 03 Appendices.pdf

3002 Defence White Paper and Integrated Investment Program 2016

PDF February 2016 May 2018 Defence(http://www.defence.gov.au/WhitePaper/)

The Defence White Paper sets out a long term plan for Australia's defence. The Integrated Investment Program outlines all elements of Government's Defence investment, including new weapons, platforms, systems and the enabling equipment, facilities, workforce, information and communications technology, and science and technology.

2016_Defence_Integrated Investment Program.pdf2016_Defence_White Paper.pdf

3003 Defence Environmental Policy and Strategy 2016

PDF October 2016 May 2018 Defence(http://www.defence.gov.au/estatemanagement/governance/

Defence Environmental Policy and Strategy released in October 2016 containing information on environmental management relating to implementation, compliance, assurance and reporting.

2016_Defence_Environment Strategy.pdf2016_Defence_Environmental Policy.pdf

3004 Defence Corporate Plan 2017-18 PDF June 2017 May 2018 Defence(http://www.defence.gov.au/publications/corpo

Defence Corporate Plan sets out the Defence purposes (as defined by the PGPA Act) and the activities Defence will undertake during 2017-2021 to achieve the purposes and to manage enterprise risks. The plan covers four financial years and is updated at least annually or when there are significant changes to Defence's operational environment.

2017-18_Defence_Corporate Plan.pdf

3005 Defence Strategy Frameworks PDF 200620102017

May 2018 Defence(http://www.defence.gov.au/SPI/Publications.

Defence Strategy Frameworks seek to synchronise the formulation of strategic guidance, strategic planning for operations, international engagement, preparedness management and capability development. The current Strategy Framework was published in 2017. The first Strategy Framework was published in 2016, with a replacement released in 2010.

2017_Defence_Strategy Framework.pdf2010_Defence_Strategy Framework.pdf2006_Defence_Strategy Planning Framework Handbook.pdf

3006 Defence Annual Reports PDF 2013-142014-152015-162016-17

May 2018 Defence(http://www.defence.gov.au/AnnualReports/)

Annual reports prepared by Department of Defence and serve as the principal formal accountability mechanisms between government, departments and the Parliament. Annual reports produced in 2013-14, 2014-15, 2015-16 and 2016-17 were downloaded.

2013-14_Defence_Annual Report_Volume 1.pdf2013-14_Defence_Annual Report_Volume 2.pdf2014-15_Defence_Annual Report_Volume 1.pdf2014-15_Defence_Annual Report_Volume 2.pdf2015-16_Defence_Annual Report_Volume 2.pdf2015-16_Defence_Annual Report_Volume 1.pdf2016-17 Defence Annual Report Complete.pdf

3007 Defence Estate Strategy 2016-36 PDF May 2017 May 2018 Defence(http://www.defence.gov.au/EstateManagement/Governance/

The Defence Estate Strategy is an element prepared to support Defence's capability - involving a suite of dedicated Defence estate planning documents and provides enterprise level direction for all estate investment and management decisions. The Strategy is designed to drive improvements and to deliver better outcomes for the Defence estate and to focus business activities.

2016-36_Defence_Defence Estate Strategy.pdf

3008 Dept of Finance Commonwealth Property Management Framework 2017

PDF September 2017 May 2018 Defence(https://www.finance.gov.au/property-management-

The Commonwealth Property Management Framework (Resource Management Guide 500 a.k.a. RMG 500) establishes a foundation for achieving value for money and promotes efficient, effective, economical and ethical management of owned and leased Commonwealth property in Australia, including external territories.

2017_Dept of Finance_Commonwealth Property Management Framework.pdf

3of12





3009 Defence First Principles Review 2015

PDF April 2015 May 2018 Defence(http://www.defence.gov.au/Publications/Reviews/Firstprinci

The First Principles Review of Defence was commissioned in August 2014 to ensure that Defence is fit for purpose and is able to deliver against its strategy with the minimum resources necessary. This review has shown that a holistic, fully integrated One Defence system is essential if Defence is to deliver on its mission into he most effective and efficient way.

2015_Defence_First Principles Review.pdf2016_Presentation by Roxanne Kelly (Defence)_PGC Symposium.pdf

3010 Simplified Defence Business Model

PDF Not Determined May 2018 Defence(http://www.defence.gov.au/Publications/SimplifiedDefence

A pamphlet document containing information about Simplified Defence Business Model SimplifiedDefenceBusinessModel.pdf

3011 ANAO Defence Management of Materiel Sustainment Performance Audit Report 2017

PDF July 2017 May 2018 Defence(https://www.anao.gov.au/work/performance-audit/defence-management-materiel-

Australian National Audit Office (ANAO) performance audit report to assess whether Defence has a fit-for-purpose framework for the management of materiel sustainment.

2017-18_ANAO_Defence Management of Materiel Sustainment Performance Audit Report.pdf

3012 Government and Departmental Project Approvals

PDFXLS

Not Determined May 2018 Defence A guidance on departmental, government and parliamentary project approvals DEQMS _ Government and Departmental Project Approvals _ Department of Defence.pdfEvidenceOfProjectApprovalsV2Jun14.xls

3013 Defence Strategic Workforce Plan 2016-26

PDF Not Determined May 2018 Defence Defence Strategic Workforce Plan 2016-2026 - a plan to deliver the One Defence workforce

id_AB28329744.pdfid_AB28329746.pdf

3014 Defence White Paper and Strategic Reform Program 2009

PDF 2009 May 2018 Defence Defence's strategic reform program 2009 Defence_2009_Strategic Reform Program (SRP).pdfWhitePaper_SRP_Factsheet.pdf

3015 Defence Environment and Heritage Management

PDF April 2005 June 2018 Defence Defence providing guidance to all Defence personnel on their environmental responsibilities under Commonwealth environmental legislation and the Defence Enviromental Policy.

GA40_02.pdf

3016 3016 ANAO Practice Guide on Strategic and Operational Management 2010

PDF September 2010 June 2018 Defence A copy of guide published by ANAO in 2010 to provide a practical asset management framework that can be adopted by Australian Government entities to assist in the effective management, maintenance, and use of assets to achieve their goals and agreed program

ANAO_September 2010_Practice Guide on Strategic and Operational Management.pdf

3017 Australasian Health Facilities Guidelines

PDFJPG

March 2016 June 2018 AusHFG The Australasian Health Facility Guidelines (AusHFG) provide information to assist health services and design teams to plan and design health facilities. The use of the guidelines offer the following benefits:- Australasian best-practice approach to health facility planning;- access to standard spatial componetns; and- a flexible tool responsive to changes in the delivery of health care.

AusHFG_Overview.JPGPart A Whole_6_0.pdfPart B.0080_5.pdfPart B.0090_6.pdfPart C Whole_5_0.pdfPart D Whole_7_2.pdfPart E Whole_5_0.pdfPart F, Rev 5.0, 680 Furniture Fittings and Equippment.pdfPart F Rev 5 0 950 Operational Commissioning pdf

3018 ANAO - Design & Implementation of Base Services Contracts Performance Audit Report 2016

PDF December 2016 June 2018 Defence Performance audit report prepared by the ANAO on Defence's design and implementation of Base Services Contracts.

ANAO_Report_2016-2017_29.pdf

3019 Estate Companion Review - A Strategic Framework

PDF Not Determined June 2018 Defence An Estate Companion Review undertaken to form a strategic framework. The purpose of the framework is to guide investment and management of the Defence Estate.

Strategic Framework for the Deferce Estate - Review 317_1213_Documents.pdf

3020 Defence First Principles Review Implementation

PDF February 2017 July 2018 Defence Presentation slides on First Principles Review Implementation: Creating One Defence 32 DAR 2015-16_17 Feb 17_JSCFADT QoN No 32-Reform Process Diagram_Maps_Timelines (D29).pdf

3021 Defence Heritage Strategy PDF August 2017 August 2018 Defence The Defence Heritage Strategy prepared in accordance with requirements under the EPBC Act and aimed to provide a robust framework to assist Defence in managing heritage values on the Defence estate.

DefenceHeritageStrategy.pdf

3022 Defence Estate Energy Strategy 2014-19

PDF May 2014 November 2018 Defence Defence Estate Energy Strategy 2014-19 defenceestateenergystrategyv2may14.pdf

3023 Defence Estate Water Policy 2014 PDF May 2014 November 2018 Defence Defence Estate Water Policy 2014 defenceestatewaterpolicyv1may14.pdf

3024 Defence Estate Water Strategy 2014-19

PDF May 2014 November 2018 Defence Defence Estate Water Strategy 2014-19 defenceestatewaterstrategyv2may14.pdf

3025 Defence Information Management Strategic Framework September 2010

PDF September 2010 November 2018 Defence Defence Information Management Strategic Framework September 2010 informationmanagementstrategicframework2010.pdf

3026 Defence Heritage Toolkit PDF Not Determined November 2018 Defence Defence Heritage Toolkit heritagetoolkit.pdf

3027 Defence Programmatic Delivery Flowchart

PPTX Not Determined November 2018 Defence Defence Programmatic Delivery Flowchart 04programmaticdelivery.pptx

3028 Naval Engineering Strategic Plan PDF January 2013 January 2019 Defence The Naval Engineering Strategy (NE Strategy), detailed herein, seeks to create and maintain a professional engineering and technical network which is respected and valued by all Maritime Capability stakeholders. It is based on the three underlying enablers for value creation in the public sector. Ensuring legitimacy and authorisation, building operational capability and delivering value

NE_Strat_Plan

3029 Gallipoli Barracks HMP PDF June 2018 November 2018 Defence Sample Heritage Management Plan for Gallipoli Baaracks and the Close Training Area AF33636098 Gallipoli Bks & Enoggera Close Training Area HMP - working draft.pdf

3030 Naval Engineering Straetgic Plan PDF January 2013 January 2019 Defence precursor to some of the processes now used by navy, including the deep dives and Shore Force reviews.

NE_Strat_Plan.pdf

3031 Defence Seaworthiness Management System Manual

PDF December 2018 February 2019 Defence The Defence Seaworthiness Management System (DSwMS) comprises three complementary and aligned components. The DSwMS Regulatory Framework, which articulates compliance obligations expressed as outcomes with associated function and performance requirements, and which must be satisfied to build confidence that hazards an risks to the Seaworthiness Outcome are being controlled.

SeaworthinessMgmtSystemManual.pdf

3032 AirForce Plan Jericho PDF Not Determined March 2019 Defence Air Force Stategic planning document AF14-Plan-Jericho.pdf

3033 Air Force Strategy 2017-2027 PDF January 2017 November 2018 Defence base and facilities projections to support air force needs AF32-Air-Force-Strategy-2017-2027.pdf

3034 Air Force commander intent update PDF January 2017 November 2018 Defence enduring straetgy and intent. AF37-2017-Commanders-Intent-Update.pdf

4001 Defence ICT Strategy 2016-20 PDF August 2016 May 2018 Defence(http://www.defence.gov.au/CIOG/ICTStrateg

The Chief Information Officer Group (CIOG) is undertaking an information transformation which will take Defence from an infrastructure-centric approach to an information-centric approach. This strategy reflects the increased demands on ICT across Defence, the focus on information, the evolving technology landscape, and changes into he way ICT services

2016-20_Defence_ICT Strategic Direction.pdf

4002 ICT Asset Management Better Practice Checklist

PDF Not Determined June 2018 Defence A checklist developed in response to a Joint Committee of Public Accounts and Audit (JCPAA) recommendation in its Report No. 399 that departments and agencies be

BPC24-ICTAssetManagement.pdf

4003 Enterprise Business Committee (EBC)

PDF Not Determined June 2018 Defence Committee governance principles behind the Enterprise Business Committee (EBC) Enterprise Business Committee (EBC)_Committee Governance Principles.pdf

4004 Investment Committee (IC) PDF Not Determined June 2018 Defence Committee governance principles behind the Investment Committee Investment Committee_Governance Principles.pdf

4005 CFOG Infrastructure Guide PDF August 2015 June 2018 Defence A guide released by the Chief Finance Officer Group to clarify what will be included in reticulation, what will be deemed as a separate asset connected to the reticulation and what

CFOG_August 2015_Infrastructure Guide.pdf

4006 Schedule of indicative lives for non-IT assets

PDF Not Determined June 2018 Defence A schedule of indicative lives for a list of assets (excluded IT assets). Indicative Lives - Non IT Assets.pdf

4007 CFOG Financial Management Manual (FINMAN)

PDF Not Determined June 2018 Defence FINMAN 5 - Financial Management Manual, Chapter 10, Managing Relevant Property FINMAN 5 Chapter 10_Managing Relevant Property.pdfAAI Chapter 10.pdf

4008 CFOG General Assets Valuation Strategy

DOC July 2014 June 2018 Defence This is an accounting position paper released by the CFOG to outline the valuation strategy for the valuation of General Assets, which include land, buildings, infrastructure,

AB20839627.docx

4009 DSFG Asset Management and Accounting Manual

PDF September 2013 June 2018 Defence DSFG Asset Management and Accounting Manual DSG Asset Management and Accounting Manual.pdf

4010 DSFG Assets under Construction Manual

PDF August 2010 June 2018 Defence DSFG Assets under Construction Manual DSG Assets Under Construction Manual.pdf

4of12





4011 Defence Contamination Directive PDF March 2018 November 2018 Defence Defence Contamination Directive (DCD) #8 DCD8V2ScreeningGuidelines.pd.pdf

4012 Enterprise Information Management

DOCX April 2018 February 2019 Defence The First Principles Review (FPR) focused on the importance of information and its effective and efficient management, to support all ADF missions, including ADF

EIM 2015-2025.docx

5001 Base Accountabilities and Service Level Partnering Agreements

JPGPDF

20152017

May 2018 Defence Establishment of base accountabilities through implementation of Service Level Partnering Agreements across all signatory parties.

Definitions and background context behind the need for base accountabilities and Service Level Partnering Agreements;

5002 CASG Business Framework 2017 PDF 2017 May 2018 Defence(http://www.def

Capability Acquisition and Sustainment Group (CASG) Business Framework 2017 2017_Defence_CASG Business Framework.pdf

5003 Civil Use of the Defence Estate Manual (CUDEM) 2015

PDF July 2015 May 2018 Defence(http://intranet.defence.gov.au/home/documents/data/DEFPUBS/DEPTMA

Civil Use of the Defence Estate Manual (CUDEM) 2015 2015_Defence_Civil Use of the Defence Estate Manual (CUDEM).pdf

5004 Defence Assistance to the Civil Community (DACC) Manual 2017

PDF November 2017 May 2018 Defence Defence Assistance to the Civil Community (DACC) Manual 2017 2017_Defence_Defence Assistance to the Civil Community (Edition 2) Manual.pdf

5005 Air Force Strategic Infrastructure Plan 2017-27

PDF May 2017July 2017

June 2018 Defence The AFSIP provides the Chief of Air Force and Air Force Commanders with an overview of infrastructure planning considerations, proposal and programmed works for all Air Force bases and Air Weapons Ranges over the next 10 years (2017 to 2027).

Air Force Strategic Infra Plan.pdf170727 - Air Power Seminar - AFSIP - final.ppt

5006 Governance, Management and Assurance Framework on Naval

PDF December 2017April 2018

June 2018 Defence A set of policies established to provide directions on the governance, management and assurance on naval capabilities.

ANP2800 Seaworthiness Governance For Naval ANP2801 Fundamental Inputs to Capability Navy Requirements Setting.pdf

5008 Force Design Defence Capability Assessment Program (DCAP)

PPT December 2017 June 2018 Defence Presentation slides on Force Design's Defence Capability Assessment Program (DCAP) DG FOAP DCAP Presentation DEC 17 copy.ppt

5009 Airfield Pavement Maintenance Manual 2015

PDF January 2015 June 2018 Defence This is an Airfield Pavement Maintenance Manual (APMM) developed by BECA for the Defence Support and Reform Group (DSRG). The Directorate of Estate Engineering

apmmjanuary2015v3.pdf

5010 Future Defence Fuel Network Implementation Strategy 2017

PDF July 2017 August 2018 Defence The purpose of the strategy is to establish the path forward from the known baseline and address the issues identified through Fuel Network Review (FNR) and past Defence Fuel

FNR Phase 3_Future DFN Implementation Strategy_July 2017_FINAL_v3.0.pdf

5011 Defence Fuel Supply Chain Concepts and Definitions

DOCX June 2018 August 2018 Defence This paper provides guidance for use across Defence on the concepts underpinning the Defence Fuel Supply Chain (DFSC) and related definitions for key elements of DFSC, in

180621 - Paper - DFSC and DFI concepts and definitions.docx

5012 Australian Army Structure January 2018

PDF January 2018 November 2018 Defence Australian Army Structure January 2018 australian_army_structure_as_at_jan_2018.pdf

5013 Fuel Service Branch - DFI Design Practices Manual

PDF April 2017 November 2018 Defence Fuel Service Branch - DFI Design Practices Manual fuelfarmdesignpolicy.pdf

5014 Aircraft Pavement and Ground Lighting Scope of Services 2018

PDF Not Determined November 2018 Defence Aircraft Pavement and Ground Lighting Scope of Services 2018 aircraftpavementandgroundlightingscopeofservicesmay2018.doc

5015 Defence Aircraft Pavement Friction and Grooving Policy

PDF July 2017 November 2018 Defence Defence Aircraft Pavement Friction and Grooving Policy defenceaircraftpavementfrictionandgroovingpolicy.pdf

5016 Defence Aviation Safety Assurance Manual December

PDF December 2017 November 2018 Defence Defence Aviation Safety Assurance Manual December 2017 dasaman-defenceaviationsafetyassurancemanualdecember2017.pdf

5017 Defence Aviation Safety Authority Line and Base Maintenance 2018

PDF September 2018 November 2018 Defence Defence Aviation Safety Authority Line and Base Maintenance 2018 advisorycircular007-18-lineandbasemaintenance.pdf

5018 Guidelines for Aircraft Hangars May 2018

PDF May 2018 November 2018 Defence Guidelines for Aircraft Hangars May 2018 guidelinesforaircrafthangars.pdf

5019 Presentation on Defence Airfield Works

PPT Not Determined November 2018 Defence Presentation on Defence Airfield Works airfieldworks (1).ppt

5020 Defence Fuel Governance Board - Asset Management Model

DOCX October 2018 November 2018 Defence Defence Fuel Governance Board - Asset Management Model Boundaries 2018 Item 5 - DFGB Agendum Paper_181026_Asset Management Model_v1.2.docx

5021 Defence Fuel Installation Design Manuals

PDF July 2013November 2011

November 2018 Defence Defence Fuel Installation Design Manuals BFIMI V2.0_July 2013_FinaL.pdfMIEBFI - Design (Bulk Fuel Design Manual).pdf

5022 ODSwr Relationship with Navy Governance

PDF April 2018 February 2019 Defence A compilations of presentations from NESEC NESEC_Presentations_Day_2.pdf

5023 Personnel Headcount by State and Territory

XLSX April 2018 February 2019 Defence ADO Personnel headcount by State and Territory as at 300418 FW 5425 AD852 180508 SDPMG APS 4 Bui Tommy Trung Hieu DLMFor-Official-Use-Only.msg

5024 Benefits Realisation Process PDF May 2019 July 2019 Defence Process describing how benefits realisation will be applied across the business. Benefits Toolkit.pdfBenefits Template.pdf

6001 Estate Management Policy PDF November 2015 May 2018 Defence(http://www.defence.gov.au/estatemanagement/DEQMSManagement/QualityManual/Clause5/EstatePolicy/DefenceEstate

E&IG's Estate Management Policy Statement effective November 2015. 2015_Defence_Estate Management Policy.pdf

6002 Guide to doing business with E&IG PDF 2017 May 2018 Defence(http://www.defence.gov.au/EIG/EngagingWit

A guide to doing business with Defence Estate and Infrastructure Group (E&IG). 2017_Defence_A guide to doing business with E&IG.pdf

6003 E&IG Business Plan PDF August 2017 May 2018 Defence Estate and Infrastructure Group (E&IG) Business Plan 2017-18. 2017_Defence_E&IG Business Plan 2017-18

6004 Capital Facilities and Infrastructure Construction Delivery Process

PDF February 2015 May 2018 Defence(http://www.def

A flowchart diagram on capital facilities and infrastructure construction delivery process traditionaldeliveryprocessfeb15.pdf

6005 Handover-Takeover (HOTO) Guidelines

PDF October 2016 May 2018 Defence(http://www.def

Estate Planning checklist and Handover/Takeover (HOTO) checklists and user guide. HOTO_Overview.JPGEIGHOTOGuidelinesV5.5Oct16.pdf

6006 Capability Life Cycle (CLC) PDF April 2016 May 2018 Defence(http://www.def

Screenshots of DEQMS web pages providing context behind the new Capability Life Cycle (CLC) processes that came into effect on 1 April 2016.

DoD_August 2017_Interim Capability Life Cycle Manual.pdfDEQMS _ Estate Infrastructure Life Cycle Phases _ Department of Defence.pdf

6007 Base Engineering Assessment Program (BEAP)

DOCJPG

Multiple May 2018 Defence(http://www.def

Folder contains:(i) An overview describing the context and purpose of Base Engineering Assessment

BEAP_Overview.JPGBEAPPart1OverviewTemplateRev12.doc

6008 Initial Business Case (IBC) JPGDOC

Multiple May 2018 Defence(http://www.def

Folder contains:(i) An overview describing the context and purpose of Initial Business Case (IBC);

IBC_Overview.JPGIBCTemplateCapabilityProjects.doc

6009 Town Planning PDFDOC

August 2010May 2012

May 2018 Defence(http://www.def

Supporting documentations and templates used for town planning August 2010_Zone Plan Map Template.pdfMay 2012_Drafting Notes for Strategic Analysis and Zone Options Report.doc

6010 Major Capital Facilities Program (MCFP) Prioritisation Framework

PDFXLSM

Not Determined May 2018 Defence An overview on Major Capital Facilities (MCF) Program Prioritisation Framework. A master copy of the management tool (in the form of Excel spreadsheet) was provided.

DEQMS _ MCW_Prioritisation Framework _ Department of Defence.pdfMCFP Prioritisation Workbook v4 2011-12 data June 14 MASTER copy.xlsm

6011 Defence Estate Investment Plan XLS January 2011 May 2018 Defence A copy of Defence Estate Investment Plan Brick Chart JAN 2011 copy.xls

6012 CIOG and Estate Works Program MSGXLSX

20162017

May 2018 Defence Email correspondence highlighting process issues revolving DEWPO funded projects containing significant elements of ICT infrastructure (that are normally managed by CIOG).

20161122 RE_ DEWPO Funded projects and ICT - process issues to be addressed with CIOG copy.msg

6013 Plan for Development and Delivery (PDPP)

PDFDOC

Not Determined May 2018 Defence A process flow chart to undertake Plan for Development and Delivery (PDPP) 2_1PlanforDevelopmentandDelivery.pdfPDDPTemplateFebruary18 (3).doc

6014 Estate Base Plan Template XLSXMSG

May 2018 May 2018 Defence Trail of email correspondence containing feedback provided by Force Deisign on Estate Base Plan template provided

Draft Estate Base Plan Structure.pdfEstate Base Plan Template Comment Register (E&IG embed FD).xlsx

6015 Smart Infrastructure Manual PDF May 2015 June 2018 Defence A manual to provide guidance on continuous improvement of efficiency, effectiveness and sustainability of the Defence Estate.

SmartInfrastructureManualV1May15.pdfCopy of SmartInfrastructureChecklistV1May15.xls

6016 Estate Engineering Policy Review PDF Not Determined June 2018 Defence An email correspondence on the Estate Engineering Policy review as well as a copy of a stakeholder questionnaire

Review of Defence Estate Engineering Policy_Stakeholder Questionnaire.pdfDefence Estate Engineering Policy Review_June 2018.pdf

6017 E&IG procedures on sponsored works

PDF June 2016 May 2018 Defence(http://www.def

Procedures on carrying out Sponsor Funded Works (SFW) which provides senior Defence personnel with the ability to appropriately manage/oversee the prioritisation of available

SponsoredWoksProcedureDEPSECsigned.pdf;SponsoredWorksAnnexA.pdf; SponsoredWorksAnnexB.pdf;

6018 Facilities Infrastructure Program (FIP) Spend by Site

XLS May 2018 June 2018 Defence Spreadsheets containing capital spend (as part of FIP) information by Defence site from FY15/16 to FY17/18.

FIP Spend by Site - 2015-16 to YTD 2017-18 - 25 May 2018(vAF40766835).xlsFIP Spend by Site - 2015-16 to YTD 2017-18 - 25 May 2018(vAF40782595).xls

6019 Smart Buyer Decision Framework DOCX May 2018 June 2018 Defence A draft copy of Smart Buyer Decision Framework implemented at RMC Duntroon as part of a recent redevelopment work.

Smart Buyer Decision Framework - RMC Duntroon - SDW Output - Draft 17 May 2018(vAF40684952).docx

6020 Detailed Business Case (DBC) PDF Not Determined June 2018 Defence A process flow chart on developing detailed business case. 2_6DevelopDBC.pdf

6021 Property Management Branch Dashboard

PDF May 2018 July 2018 Defence Property Management Branch Dashboard for May 2018. Property Management Branch Dashboard May 2018.pdfFW Property Management Branch Dashboard May 2018 DLM For-Official-Use-Only .msg

6022 DERMS Policy Structure PPTX July 2018 July 2018 Defence Engineering and Environment and Heritage key policy documents DERMS policy hierarchy.pptx

6023 EIGR and EIPSG Terms of Reference

DOCX Not Determined August 2018 Defence Estate & Infrastructure Gate Review Charter Gate Review and program Steering Review TOR.docx

6024 Defence Contamination Management Manual

PDF March 2018 August 2018 Defence The Defence Contamination Management Manual of the Defence Environmental Strategy provides an easy-to-use framework to guide the management of contamiantion (soil, sediment and water) during the planning and conduct of a range of Defence activities that can interact with contaminated sites, including property acquisition, leasing and divestment and asset construction/development. The Manual content is aimed at Defence personnel and contractors.

DefenceContaminationManagementManual.pdf

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6025 Manual of Infrastructure Engineering - Electrical (MIEE)

PDF 2011 August 2018 Defence The aim of this manual is to assist those concerned with formulating requirements for electrical engineering in the construction of new infrastructure and facilities, existing

Manual of Infrastructure Engineering - Electrical (MIEE).pdfmfpe_edition2_may2018.pdf

6026 E&IG National Service Instruction - Land Management

DOC Not Determined August 2018 Defence E&IG National Service Instruction - Land Management NSI - Land Management.doc

6027 E&IG National Service Instruction - Airfield Operations Support

DOC Not Determined August 2018 Defence E&IG National Service Instruction - Airfield Operations Support NSI - Airfield Operations Support.doc

6028 E&IG National Service Instruction - Waste Management

PDF April 2016 August 2018 Defence E&IG National Service Instruction - Waste Management NSI - Waste Management.pdf

6029 E&IG Culture Plan 2018-22 PDF 2018 August 2018 Defence E&IG Culture Plan 2018-22 E&IG Culture Plan 2018-22.pdf

6030 E&IG Workforce Communication Plan 2016

PDF 2016 August 2018 Defence E&IG Workforce Communication Plan 2016 E&IG Workforce Communication Plan 2016.pdf

6031 E&IG Work Health and Safety Policy

PDF May 2014 August 2018 Defence E&IG Work Health and Safety Policy DSRG WH&S policy print.pdf

6032 E&IG Work Health and Safety Due Diligence Framework 2012

PDF January 2013 August 2018 Defence E&IG Work Health and Safety Due Diligence Framework 2012 DSRG WHS Due Diligence Framework 2012.pdf

6034 Estate Engineering Governance Integrity System (EEGIS)

DOCPPT

August 2018 August 2018 Defence ▪ EEGIS background and way forward approach presentation slides▪ EEGIS Statement of Intent (draft)

20180816 EEGIS Statement of Intent.doc20180816 EEGIS background and way forward presentation.ppt

6035 GHD Defence Estate Companion Review Paper

PDF July 2018 September 2018 Defence GHD has been engaged to undertake a review into the effectiveness of Defence Estate delivery and management practices. This body of work is one part of the study area ‘Right

Report for Defence Estate Companion Review - Final Draft Incorporating Defence Changes 18 August 2008.pdf

6037 Pollution Prevention Management Manual

PDF June 2017 November 2018 Defence Pollution Prevention Management Manual Pollution Prevention Manual.pdffront matter.pdf

6038 Defence HVAC Systems Policy November 2011

DOC November 2011 November 2018 Defence Defence HVAC Systems Policy November 2011 hvacsystemspolicypart1generalguidancenov11.docMicrobialControlAug12.doc

6039 E&IG Asbestos Management Plan PDF July 2018 November 2018 Defence E&IG Asbestos Management Plan estateandinfrastructuregroupasbestosmanagementplan.pdf

6040 Nett Personnel and Operating Costs Template

DOC December 2007 November 2018 Defence Nett Personnel and Operating Costs Template npocv5.doc

6041 Strategic Analysis and Zone Options Report

DOC Not Determined November 2018 Defence Strategic Analysis and Zone Options Report strategicanalysisandzoneoptionsreport (2).doc

6042 Building Classification and Space Requirements

PDF May 2018 November 2018 Cardno Building Classification and Space Requirements Multiple documents

6043 EEGIS Session Handouts 28-11-18

PDF October 2018 December 2018 Defence EEGIS session handouts received on 28 November 2018. Covering compliance matrix, EEGIS process and operating profile.

Compliance matrix.pdfEEGIS Process.pdf

6045 DEHP Unexploded Ordnance (UXO)

PDF April 2014 December 2018 Defence DEQMS

DEHP Unexploded Ordnance (UXO) d2uxorelatedmaterialsapr14.pdff2uxoremediationworksapr14.pdf

6046 Statement of Evidence (SOE) example

PDF June 2012 December 2018 Defence DEQMS

Statement of Evidence (SOE) example soeexample.pdf

6047 Metering Design Multiple October 2017 January 2019 Defence Files include design memos, gate meter coverage and meter hierarchy. Multiple

6048 National Sub-Meter Program Requirements

PDF October 2016 February 2019 Defence The purpose of this document is to define the National Sub-meter Program (NSP) such that Defence can; make the purpose for the NSP clear to relevant stakeholders, detail the

160929DefenceNSPRequirements1.pdf

6049 Environmental Factor Management Multiple February 2017 February 2019 Defence Powerpoint presentation of GEMS Environmental Factor Management Multiple

6050 E&IG Program and Product breakdown FY18-19

XLSX November 2018 February 2019 Defence Financial report for E&IG as at November FY18/19 E&IG Nov report.xls

6051 EWP Recommendation 2018-19 XLSX July 2018 February 2019 Defence A spreadsheet containing recommendations for works to be included in the Estate Works Program

IDS30.06 EWP Recommendation July 2018-present.xlsx

6052 PFAS Financial Report XLSX August 2018 February 2019 Defence Spreadsheet containing a financial report on PFAS for various bases. 20181204 PFAS Financial Reporting.xls

6053 Estate Engineering Governance and Integrity System

PDF December 2018 February 2019 Defence The purpoe of the EEGIS Compliance Framework is to (a) provide a clear guidance on the compliance and conformance standards that apply across the estate lifecycle and assets;

EEGIS Update 7 Jan 2019.pdf

6054 Estate Engineering Governance and Integrity System

PDF February 2019 February 2019 Defence The purpoe of the EEGIS Compliance Framework is to (a) provide a clear guidance on the compliance and conformance standards that apply across the estate lifecycle and assets;

EEGIS Update 7 Jan 2019.pdf

7001 SDD Business Plan 2016-18 PDFDOC

Not Determined May 2018 Defence Service Delivery Division (SDD)'s Business Plan 2016-18 SDD Business Plan final.docSDD Business Plan one pager final pdf version.pdf

7002 Estate and Infrastructure Group (E&IG) Zones

PDF December 2016 May 2018 Defence Maps illustrating the zoning of Estate and Infrastructure Group (E&IG) Service Delivery Division Zones.pdf

7003 Estate Appraisal (EA) Policy PDFXLS

September 2014 May 2018 Defence Estate Appraisal (EA) policy describing the requirements of the EA process complemented with the following materials to determine:

EstateAppraisalPolicy.pdfEstateAppraisalPolicyAttachment1CriticalityFactor.pdf

7004 Estate Investment Requirement (EIR) Guidance

PDF March 2017 May 2018 Defence(http://www.def

Folder contains EIR guidance notes and examples of completed EIR forms. 2017_Defence_EIR Guidance Notes for Estate Works Program.pdf2017_Defence_EIR SAP Project Creation Form.pdf

7005 EMOS - Estate Upkeep (EU) description and deliverables

DOC Not Determined May 2018 Defence These documents define the requirements for the provision of Estate Upkeep to all Defence Properties including major bases, training areas and ranges, trial sites and minor

EU description and deliverables.docEU supplementary CW.doc

7006 EMOS - Management, Integration and Coordination (MIC)

DOC Not Determined May 2018 Defence These documents define the requirements and obligations expected of EMOS in providing Management, Integration and Coordination Services to all Defence Properties.

MIC- Description and Deliverables.docMIC EA supplementary information CW.doc

7007 Spatial Data Management Plan (SDMP)


A documentation developed to provide standards and specifications for spatial data management in an effort to improve data consistency and availability of information, and

2018_Defence_Spatial Data Management Plan (SDMP).pdfappendixasept16.pdf

7008 Service Delivery Division (SDD) Nous Organisational Review 2017

PDF August 2017March 2018

May 2018June 2018

Defence Materials generated as part of an Organisational Review of the Service Delivery Division (SDD). The review was undertaken by the Nous Group from June to September 2017.

SDD Organisational Review - Town Hall Mar 18.pdfSDD Proposed Team Descriptions Mar 18.pdf

7009 Estate Works Program Report XLSX March 2018 May 2018 Defence Estate Works Program Report as of March 2018 generated in an Excel spreadsheet format.

2018.03 Current Estate Works Program Report - All Single List.xlsx

7010 Estate Upkeep (EU) maintenance priorities

PDF Not Determined May 2018 Defence An email correspondence containing a screenshot of a Defence's intranet page detailing Estate Upkeep Maintenance Strategies.

Estate Upkeep (EU)_maintenance strategies.pdf

7011 Manual of Fire Protection Engineering (MFPE) 2011

PDF July 2011 May 2018 Defence Folder contains the Manual of Fire Protection Engineering (MFPE) 2011 and its associated complementary documents discussing the frequency of fire safety surveys

front MFPE.pdfMFPE 13B priorities.pdf

7012 Estate Sustainment versus Capability

DOC Not Determined May 2018 Defence Discussions to define and differentiate between 'Estate Sustainment' works and 'Capability' projects.

Sustainment vs Capability (2).doc

7013 Defence Estate Governance XLSPDF

Not Determined May 2018 Defence Documents that list the asset management roles and responsibilities of the various committees and group responsible for the Defence Estate.

17. DSO17 Estate Upkeep Appendix DSO17.docAnnex A Service Definition Table.xls

7014 National Accommodation Management Policy 2018

DOC April 201 May 2018 Defence A policy on National Accommodation Management 2018-05-04 National Accommodation Management Policy (NAMP) (2).doc

7015 Governance and management of infrastructure - Audit Task 14-004

PPTXDOC

2017 May 2018 Defence Term of Reference (ToR) for audit task and working group meeting minutes provided 20170402 E&IG Estate Management Program Information Flow copy.pptx20170420 Working Group Minutes #1 - Management of Infrastructure requirements copy.doc

7016 Service Delivery Framework PDF November 2016 June 2018 Defence A service delivery framework established based on the underlying vision of implementing an integrated customer-driven service delivery system.

Service_Delivery_Framework.pdf

7017 EMOS - Land Management description and deliverables

DOC Not Determined June 2018 Defence These documents define the requirements and obligations expected of EMOS in providing Land Management to all Defence Properties.

Description and Deliverables(vAF40684950).DOC

7018 EMOS Assurance Report on Land Management

PDF November 2016 June 2018 Defence Assurance report on land management prepared annually by EMOS Brookfield_November 2016_Land Managemen Annual Report.pdf

7019 EMOS Land Management Plan PDF June 2015April 2016

June 2018 Defence Examples of land management plans prepared by the EMOS Broadspectrum_April 2016_Land Management Plan C&W-Victoria and Tasmania Region.pdfSpotless_June 2015_Land Management Plan Queensland Region_Volume 2.pdf

7020 DEWPO Estate Works Program expenditures

XLSX 2015-162016-17

June 2018 Defence Spreadsheets containing expenditures information incurred through DEWPO's Estate Works Program (historical and future)

Multiple spreadsheets

7021 SDD Performance Measurement Framework & Dashboard

PDF July 1905 June 2018 Defence SDD Performance Measurement Framework & Dashboard SDD_2017_Performance Measurement Framework & Dashboard.pdfSDD_2018_Performance Measurement Framework & Dashboard.pdf

7022 Environmental Management System (EMS)

PDF January 2016 June 2018 Defence Environmental Management System (EMS) EnvironmentalManagementSystem.pdf

7023 Estate Works Program (EWP) Industry Briefing 2014

PDF December 2014 June 2018 Defence An industry briefing on Estate Works Program - the new model for delivering infrastructure outcomes

Industry Briefing Sessions - Estate Works Program Dec 14.pdf

7024 DEPU Business Plan 2017-18 DOC Not Determined August 2018 Defence DEPU Business Plan 2017-18. Aligned to four pillars and lists out resource allocation (FTE equivalent) and directorate funding information.

DEPU Business Plan 17 - 18.doc

7025 SDD Contract Change Proposal Business Case Template

DOC October 2016 August 2018 Defence SDD Contract Change Proposal Business Case Template Contract Change Proposal Business Case - Version 31 October 2016.doc

7026 SDD Budget Phasings Finance Business Process

DOC November 2017 August 2018 Defence The purpose of this document is to describe the in year budget phasings process for Service Delivery Division (SDD)

03.2 - Budget Phasings Process.doc

7027 SDD Proposed Future Team Descriptions

PDFMSG

August 2018 August 2018 Defence SDD proposed team descriptions Proposed Team Descriptions - LIVE VERSION.pdfFW Proposed Team Descriptions - LIVE VERSION pdf SEC UNCLASSIFIED .msg

7028 Estate Upkeep (EU) Business Rules

PDF April 2018May 2018

September 2018 Defence Business Rule (BR) to outline:(i) the process and responsibilities in relation to the Triage process between Base Support

Estate UpkeepTriage Business Rule revised 29 May 18 Final.pdfMWA Business Rule Final - 11 Apr 18.pdf

7029 SDD Issues Register PDFDOC

Not Determined September 2018 Defence Interim user guidelines on the Service Delivery Issues Register as well a documented process to escalate significant issue/incident notification within SDD.

Service Delivery Issues Register user guidelines.pdfSignificant Issue Incident Notification Escalation Process - Flow Chart..._(Final updated for SDD

7030 BECA Estate Appraisal Discussion Paper

PDF August 2018 September 2018 Defence BECA's discussion paper on Estate Appraisal policy BECA_Estate Appraisal Discussion Paper_DRAFT 08 August 2018.pdf

7032 DEEESD Product Summary Sheets

PDF Not Determined November 2018 Defence DEEESD Product Summary Sheets Product Summary - Land Management.pdfProduct Summary - Pest & Vermin Management.pdf

7033 Environmental Health Report Shoalwater Bay Training Area

PDF May 2011 November 2018 Defence Environmental Healh Report Shoalwater Bay Training Area 2011 Environmental Health Report Shoalwater Bay Training Area 2011.pdf

7034 Majura Training Area Sustainability Monitoring and

PDF August 2009 November 2018 Defence Majura Training Area Sustainability Monitoring and Reporting Plan 2009 AECOM_Majura Training Area Sustainability Monitoring and Reporting Plan 2009.pdf

6of12





7035 Discussion Paper on Defining and Scoping Municipal Natural Assets

PDF September 2011 November 2018 Defence Discussion Paper on Defining and Scoping Municipal Natural Assets 2001 MNAI_Discussion Paper_Defining and Scoping Municipal Natural Assets 2001.pdf

7036 Estate Profile Ratings - Instructions for Estate Appraisal

PDFXLSX

Not Determined November 2018 Defence Estate Profile Ratings - Instructions for Estate Appraisal estateprofileratingsinstructions.pdffss_datarecommendationworksheet.xlsx

7037 Defence Masts and Towers Statement of Work for Inspection

DOC May 2013 November 2018 Defence Defence Masts and Towers Statement of Work for Inspection MastandTowersInspectionMay13.doc

7038 Condition Assessment Guidelines DOC Not Determined November 2018 Defence Condition Assessment Guidelines 6stormwaterconditionassessmentguidelines - are these current -AH.doc7fuelgasconditionassessmentguidelines.doc

7039 Live Fire Range Design Principles Handbook 2015

PDF January 2015 November 2018 Defence Live Fire Range Design Principles Handbook 2015 c5annexdassultgrenaderange.pdf

7040 Range Live Fire Target Equipment Maintenance Requirements

PDF November 2015 November 2018 Defence Range Live Fire Target Equipment Maintenance Requirements rlfte maint inst annex a timing.pdfrlfte maint inst annex b serv sched.pdf

7041 DEPU Organisational Structure and Deliverables

PDF Not Determined November 2018 Defence DEPU Organisational Structure and Deliverables DEPU org structure & deliverables.pdf

7042 DEPU Flowcharts and RACI PDF Not Determined November 2018 Defence DEPU Flowcharts and RACI DEPU Flowcharts & RACI.pdf

7043 BECA EMOS Maintenance Audit 2018

PDF August 2018 November 2018 Defence BECA EMOS Maintenance Audit 2018 EMOS maintenance audit - Beca.pdf

7044 DEPU Assurance Program PDF September 2018 November 2018 Defence DEPU Assurance Program Estate Upkeep Assurance Program.pdf

7047 Operation of HV and LV Distribution

PDF 2012 November 2018 Defence Operation of HV and LV Distribution Operation of Low and High Voltage Power Generation and Electrical Distriburtion.pdf

7048 SDD Review implementation PDF November 2018 January 2019 Defence Information, engagement and system gaps contribute to communication and information management issues in SDD. Contains recommendations to address these gaps.

SDD Review implementation – communications and information draft 181117

7049 Estate Classes for Critical Systems Recovery Plans

XLSX November 2014 January 2019 Defence Spreadsheet containing various estate classes and their criticality factor. Copy of EstateClassesForCriticalSystemsRecoveryPlans.xls

7050 SDD Review implementation - Communications and Information

PPTX December 2018 January 2019 Defence Information, engagement and system gaps contribute to communication and information management issues in SDD. Contains recommendations to address these gaps.

Multiple

7051 Base Accountabilities Framework PDF January 2008 February 2019 Defence The Base Accountabilities Model was established in 2008 to guide the management and control of Defence bases, sites and establishments (referred to herein as bases). It was

Base Accountabilities Framework (Draft) SDD.pdf

7052 SDD Monthly Finance Report PDF December 2018 February 2019 Defence Service Delivery Division Executive Finance Report As At December 2018 SDD - Monthly Finance Report - as at 31 December 2018.pdf

7053 PMG Monthly Finance Report PDF December 2018 February 2019 Defence Program Management and Governance Branch Finance Analysis Paper as at 31 December 2018

PM&G December Finance Report.pdf

7054 InfoMatrix Context and Instructions DOCX November 2018 February 2019 Defence Nous created the Information Matrix (InfoMatrix) as part of the SDD Review Implementations - Communication and Information to identify SDD's key information users

SDD InfoMatrix - User Ready Version.docx

8001 Estate Risk Assessment Tool (ERAT)

DOCJPG

June 2012 May 2018 Defence(http://www.def

Estate Risk Assessment Guidance for Estate Maintenance. ERAT is now replaced by the Risk Management Framework (RMF) 2016.

EstateRiskAssmtGuidance120628.docAbout ERAT.JPG

8002 E&IG Risk Management Framework (RMF) 2016


Estate and Infrastructure Group (E&IG) Risk Management Framework 2016 2016_Defence_Risk Management Framework.pdf

8003 Estate Appraisal (EA) risk mapping and alignment

PDFDOCX

Multiple May 2018 Defence Information on how Estate Appraisal (EA) ratings were converted to the E&IG Risk Management Framework 2016 and alignment between ERAT to RMF ratings. Also

01A Asset Classificaiton Form and Criticality Assessment form.pdfEA.CAN.005 Determination of E&IG RMF from EA Data.docx

8004 Infrastructure Division (ID) Risk Assessment Template

XLS Not Determined May 2018 Defence(http://www.def

Risk assessment templated used by Infrastructure Division (ID) ID Risk Assessment Template.xls

8005 E&IG induction process and checklist

PDF Not Determined May 2018 Defence E&IG induction process and checklist E&IG Induction Checklist_Part 1.pdfE&IG Induction Checklist_Part 2.pdf

8006 Commonwealth Risk Management Policy 2014

PDF July 2014 June 2018 Defence Policy sets out the Government's expectations for Commonwealth entities in undertakin the business of Government.

commonwealth-risk-management-policy.pdfimplementing-the-rm-policy.pdf

8007 E&IG service offers DOC Not Determined June 2018 Defence E&IG product and service profile. Describes scope of product/service and service standard/KPIs

01. ID1 Defence Estate Investment Plan_Appendix ID1.doc02. ID2 Develop and Deliver Capital Facilities Projects_Appendix ID2.doc

8008 E&IG Core sustainment factors PDF Not Determined June 2018 Defence Appears to be a risk assessment framework used (during Gate 1 planning process) E&IG Core sustainment factors for Enviromental Scan.pdf

8009 SDD Risk Management Framework

PDF July 2017 June 2018 Defence Documentations on the Risk Management Framework adopted by the SDD (specifically) to provide users with the process to manage SDD Corporate Risk.

E&IG_July 2017_SDD RMF - Risk Management Process.pdfE&IG_June 2017_SDD RMF - Aide Memoire.pdf

8010 Joint Directive on Risk Management 2015

PDF 2015 June 2018 Defence Joint directive by the Chief of Defence Force and Secretary, Department of Finance on the management of risk in Defence.

id_AF22311090.pdf

8011 Defence Site Capability Prioritisation Ratings

DOCX Not Determined July 2018 Defence Definition tables covering Criticality Ratings and Contribution Factors Defence Site Capability Rating Defintions#2.docxDefinition Table for Contribution Factor#2.docx

8012 DPG Job Family - Occupation Descriptions

PDF Not Determined August 2018 Defence A compilation of occupation descriptions created as part of DPG's Job Families DPG_Project and Program Job Family.pdfDPG_Infrastructure Job Family.pdf

8013 Project Risk and Issue Management (PRIM) Guide

PDF June 2016 August 2018 Defence Project Risk and Issue Management (PRIM) guide developed by the Capability Development Group (CDG)

CapabilityDevelopmentGroup_ProjectRisk&IssueManagementGuide.pdf

8014 Partner Engagement and Relationship Management Tool

DOCPPT

Not Determined August 2018 Defence Business rules and training slides on PERMT Business Rules PERMT.docPERMT Presentation.ppt

8015 Construction Project Management Processes

DOCX Not Determined August 2018 Defence Construction Project Management Processes Multiple word documents

8016 Business Case Template DOC Not Determined August 2018 Defence Business Case Template Business Case Template.doc

8017 GEMS Governance, Risk and Compliance (GRC) Risk

MSG August 2018 August 2018 Defence Email correspondence on GEMS Governance, Risk and Compliance (GRC) framework/policy and how the thresholds are set up in GEMS

RE GRC Risk Setup SECUNCLASSIFIED.msg

8018 Defence APS Job Family Skill Development Guide

PDFDOC

August 2018 October 2018 Defence Defence APS Job Family Skill Development Guide Multiple documents

8019 DPG APS Skills System Fact Sheet

PDF August 2017 October 2018 Defence DPG APS Skills System Fact Sheet APS Skills System.pdf

8020 DPG Defence People System Fact Sheet

PDF August 2017 October 2018 Defence DPG Defence People System Fact Sheet Defence People System.pdf

8021 DPG Job Family Renewal Fact Sheet

PDF August 2017 October 2018 Defence DPG Job Family Renewal Fact Sheet Job Family Renewal.pdf

8022 DPG Occupational Skills Profile PDF August 2018 October 2018 Defence DPG Occupational Skills Profile Multiple documents

8023 Qualifications, Skills and Experience (QSE) Framework

DOCX August 2018September 2018

October 2018 Defence Qualifications, Skills and Experience (QSE) Framework QSE Factsheet.docxQSE Guidebook.docx

8024 Rollout of Assets Under Construction

XLS May 2014 November 2018 Defence Rollout of Assets Under Construction rolloutpackv1may14.xls

8025 Estate Upkeep Risk Register XLS October 2017 November 2018 Defence The risk register for delivery of EU documenting their top 24 risks. Understanding these risks informs management review and activities such as designing the assurance program.

04 EU Risk Register 171010#2.xls

8026 Defence Explosive Ordnance PDF March 2015 December 2018 Defence Single comprehensive document for the safe, efficient and effective management and use of explosive ordnance, across Defence and throughout the explosive ordnance capability

Multiple

8027 Management of Defence training areas

PDF November 2015 December 2018 Defence Authorises the DTAMM as the primary source of polciy relatng to management of Defence training areas. In particular DTAMM, chapter 2 - Management functions and responsibilities

Training Area General Manual.pdf

8028 Manual of Infrastructure Engineering - Aeronautical Ground

PDF March 2014 December 2018 Defence(http://www.defence.g

The aim of this manual is to provide a comprehensive reference for thed eisn, consturciton and maintenance of AGL systems at permanent military aerodromes. It contains poliy,

dratMIEAGL20140324.pdf

8029 Manual for Aerodrome Lighting PDF November 2014 December 2018 Manual of Standards Part 139 - Aerodromes - Chapter 9 Visual aids provided by aerodrome lighting

Multiple

8030 Airfield Pavement and Lighting Practice Notes

PDF November 2016 December 2018 The aim of this practce note is to provide general guidance and information to airport managers and operators regarding airport pavement - design, materials, construction,

Multiple

8031 Defence Training Management Manual

PDF September 2019 January 2019 Defence Contents Page of a Defence Training Management Manual Multiple

8032 Training Area Categorisation PDF Not Determined January 2019 Defence Categorisation of Training Areas with their criteria 04A Training Area Categorisation.pdf

8033 Relative Priority Model PDF Not Determined February 2019 Defence Diagram of relative TA priority Relative priority model.pdf

8034 Aerodrome Design Criteria PDF January 1992 February 2019 Defence This publication outlines the minimum design criteria for permanent Department of Defence aerodrome and aerodrome facilities. The document is based on Australian Design

ADFP602 (1).pdf

8035 AAP Listings DOCX January 2019 February 2019 Defence Screenshots of AAP On-Line Library AAP 7000 series documents AAP listings.docx

8036 List of Abbreviations and Terms PDF Not Determined February 2019 Defence Lit of abbreviations and terms for the implementation plan listofabbreviationsandtermsfortheimplementationplan.pdf

8037 Guidance on Environmental Reports

DOCX November 2017 February 2018 Defence The document provides guidance on the requirements for preparing an Environmental Report (ER) for the Department of Defence. It is intended as guidance for consultants /

environmentalreportguidance.doc

8038 DIAS XLSX August 2018 February 2019 Defence List of DIAS Document register containing hierarchy of control, category, delivery method, name, purpose, link and status.

180827 AM Knowledge Requirements V1- DIAS Addendum Document Register.xlsx

8039 Leasing by WBS XLSX May 2006 February 2019 Defence Spreadsheet containing various sites and their leasing costs Leasing by WBS.xls

8040 eDEOP Department of Defence Explosives Regulations

PDF October 2016 February 2019 Defence This manual provides those principles and policies in 6 sections for the storage, transport and handling of explosive ordnance

Multiple

8041 Smart Infrastructure Manual Multiple February 2019 February 2019 Defence Estate Planning Project Managers ad Estate Base Plan (EBP) and Initial Business Case (IBC) Contractors will be required to capture and record all Smart Infrastructure outcome

Multiple

8042 Armoured Fighting Vehicle Facilities Program

Multiple February 2017 February 2019 Defence A request for proposal and invitation to register interest for the Armoured Fighting Vehicle Facilities Program

Multiple

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8043 eld Pavement Strength Evaluation MaPDF November 2016 March 2019 Defence As a large organisation with a wide range of aircraft types supported by a large number of airfields, it is important that Defence has a reliable and efficient Pavement Management

APSEMNovember2016.pdf

8044 Joint Framework for Base Accountabilities

XLSX April 2018 March 2019 Defence Communication Strategy Coms Plan - For One Estate Framework.xlsx

8045 The management of information in defence

PDF July 2016 March 2019 Defence Effective, efficient and ethical management of data and information resources held and used by Defence enables the mission; delivering trusted and accurate information services

joint directive 22.pdf

8046 Defence National Sub-meter Program (NSP) Document Matrix

PDF February 2016 March 2019 Defence Estate Energy and Water Policies and Strategies - set the policy objectives and strategic drivers for measuring and monitoring energy and water generation and consumption aross

NSP Document Matrix (v1 0 February 2016).pdf

8047 Plan Beershaba PDF June 2017 Janaury 2019 Defence Army capability statement Plan Beersheba _ Australian Army.pdf

8048 Australian Armoured Vehicle Programs

PDF September 2016 May 2019 Defence Defence brochure on armourved heichle platforms - AUSTRALIAN ARMOUREDVEHICLE PROGRAMS

Australian-Armoured-Vehicle-Programs-to-2030-Special-Supplement.pdf

8049 Australia DEfence Forace Road Transport Exemption Framework

PDF May 2017 May 2019 Defence Australian Defence Force Road Transport Exemption Framework (C75E846B-6BC1-161D-EFC2-5621F3069A6E).pdf

9001 Estate Register Information Model (ERIM)

PDFXLS

Not Determined May 2018 Defence(http://www.def

Folder contains Estate Register Information Model (ERIM) along with user instructions. ERIMV1021Contractors.xlsEstateRegisterInformationModelExplained.pdf

9002 Estate Data Requirement Guide PDF Not Determined May 2018 Defence A guidance overview on Estate Data Requirements (EDR) for Estate and Equipment assets.

EstateDataRequirementGuide.pdf

9003 Estate Data Tool User Instructions PDF Not Determined May 2018 Defence This document is provided to assist in the use of the Estate Data Tool, for capture of new and updated estate data, formatted for the upload to the Defence Estate Information

EstateDataToolUserInstructions.pdf

9004 Estate Data Management - issued to BSC

PDFDOC

April 2017 May 2018 Defence A document to provide governance and operating instructions to the EMOS contractors, Miscellaneous Services Package (MSP) contractors and SDD personnel for the

BaseServicesContractOperatingInstructionForObjectiveAndDefenceInformationManagement.pdfBaseServicesContractOperatingInstructionForObjectiveAndDefenceInformationManagement.docx

9005 Estate Data Business Rules PDFMSG

March 2018 May 2018 Defence Meeting minutes along with relevant attachments outlining the work undertaken to date (March 2018) and planned activities to improve Estate Data Management as part of the

Minute - Estate Data Management.pdfAttachment A - Business Rule 1-2018.pdf

9006 GEMS Architecture and user manuals

PDFDOCX

Multiple May 2018 Defence GEMS user manuals - one for Estate Planning and Upkeep, and one for Base Services Support Centre.

GEMS User Manual - EPU Dec 17.pdfBSSC Operations Manual (Includes Rules, SOP's, QRG's for BSSC staff) Dec 17.pdf

9007 GEMS Data parent hierarchy PDFDOCX

Not Determined May 2018 Defence Discussions over the deployment of the different types of asset information hierarchy systems on GEMS

PhysicalParentVersusFunctionalParent.pdfPhysicalParentVersusFunctionalParent.docx

9008 GEMS Data management handbook

PDF Febuary 2018 May 2018 Defence GEMS data management handbook GEMS Data Mangement Handbook v1.1.pdf

9009 GEMS Estate data input tools and forms

XLSM Not Determined May 2018 Defence A copy of estate master data maintenance form Copy of published GDL estate.xlsm

9010 GEMS Data Load (GDL) metehods PDFPPTX

November 2017 May 2018 Defence Guides and instructions on undertaking GEMS Data Load (GDL) CreateNewEstateRecords.pdfGDLMethods OverviewCIX SummaryEMOS V2-4 page 2.pdf

9011 GEMS Environmental Factor Management

PPTPDF

February 2017 May 2018 Defence GEMS deployment information pack on Environmental Factor Management (EFM).Notes on the EFM module established in Defence SAP.

efmfeb17.pptGEMS_EFM notes prepared by Courtney Ashton_23 August 2018.pdf

9012 Migration of criticality ratings to GEMS

XLSPDG

April 2018 May 2018 Defence Migration rules adopted for allocation of critical ratings to GEMS EstateAppraisalPolicyAttachment1CriticalityFactor.pdfFW Criticality Rating Update SEC UNCLASSIFIED .msg

9013 Migration of Estate Appraisal (EA) information to GEMS

XLSXPDF

Multiple May 2018 Defence Background information on the migration process of Estate Appraisal (EA) information to GEMS

180215 1202 - Craig RobilliardAUS-Stark Alan MR 1 DEWPO Presentation EA Workshop - EA Dashboard.msg

9014 Stakeholders roles and responsibilities - DRSG geospatial

PDF Not Determined May 2018 Defence A list identifying stakeholders roles and responsibilities in the management of DSRG geospatial information.

DEQMS _ Capital Facilities & Infrastruc...pdf

9015 Estate Appraisal (EA) Work Order Review

MSGPDF

Not Determined May 2018 Defence Documents on Estate Appraisal (EA) work order review 180215 1202 - [Craig Robilliard_AUS]-[Stark, Alan MR 1] DEWPO Presentation EA Workshop - EA Dashboard.msg

9016 GEMS overview presentation slides

PDFDOCX

Not Determined June 2018 Defence A copy of presentation slides on GEMS overview id_R33895602.pdfR34111758.docx

9017 NSIMS Data Quality Management Plan

DOC February 2017 June 2018 Defence The National Spatial Information Management System (NSIMS) is the E&IG access managed repository for the entire Group's Estate-related Spatial Information and is

NSIMS Data Quality Management Plan(vAF40684968).doc

9018 E&IG asset list XLSX June 2017 June 2018 Defence E&IG asset list as at 30 June 2017 and a guideline on building attributes codification/definition.

EIG Asset List as at 30 June 2017.xlsxGuideline To Building Attributes.pdf

9019 Estate Information Supply Instructions- Draft

DOCX Not Determined June 2018 Defence A draft copy of Estate Information Supply Instructions provided by Susanna Kiemann 20180613 Estate Information Supply Instructions.docx

9020 Guideline for O&M Manuals PDF November 2017 June 2018 Defence Guideline for operations an maintenance manuals. 20180613 Guideline for Operations and Maintenance Manuals.pdf

9021 Minutes on ERIM review DOC Not Determined June 2018 Defence Minutes on ERIM review distributed to Div Heads and Industry SMEs 20180613 Minute on ERIM review to Div Heads.doc20180613 Minute to Industry SME.doc

9022 Examples of estate information supply issues

MSG 2018 June 2018 Defence A compilation of examples on Contractors and PMCA data supply non compliance issues. Multiple email correspondence

9023 Review of GEMS implemenation June 2018

PDF June 2018 August 2018 Defence Review of GEMS implementation and E&IG information management practices Review of GEMS Implementation - 8 June 2018.pdf

9024 Uploading Operation & Maintenance Manuals into NSIMS

DOC March 2017 August 2018 Defence Instructions on how to upload/save O&M manuals into NSIMS 170303 Saving Operation and Maintenance Manuals in NSIMS.doc

9025 GEMS Project Management PDF August 2018 August 2018 Defence Notes on the Project Management module established in Defence SAP GEMS_PM notes prepared by Courtney Ashton_23 August 2018.pdf

9026 Defence Inventory of Current Data Assets 2014

PDF February 2014 August 2018 Defence A schematic highlighting Defence inventory of current data assets, information sources and exchange as at 2014

SKM_C45818091214370.pdf

9027 GEMS Business Transformation Strategy

PDF September 2018 October 2018 Defence GEMS Business Transformation Strategy Business Transformaiton Strategy - September 2018.pdf

9028 Joint Directive on Enterprise Performance Management

PDF October 2016 October 2018 Defence Joint Directive on Enterprise Performance Management Joint Directive on Enterprise Performance Management.pdf

9029 GEMS Manual BSC Work Order Management

PDF November 2017 November 2018 Defence GEMS Manual BSC Work Order Management gems_bsc_usermanual_nov2017.pdf

9030 E&IG Signage Labelling Standards PDFXLS

April 2018 November 2018 Defence E&IG Signage Labelling Standards attachment 1_labellingrules.xlseigsignagelabellingstandards.pdf

9031 Environmental Incident Reporting & Management

PDF August 2014 November 2018 Defence Environmental Incident Reporting & Management dnesep3environmentalincidentreportingandmanagement.pdf

9032 List of Defence Establishments XLS Not Determined November 2018 Defence List of Defence Establishments DEfenceestablishmentlist (Consolidated by Cardno).xlsxdefenceestablishmentlist.xls

9033 Technical Instruction for Management of Registrable Plant 2013

PDF June 2013 November 2018 Defence Technical Instruction for Management of Registrable Plant 2013 Multiple documents

9034 Guidelines for certification, performance solutions and dispensations 2018

PDF May 2018 November 2018 Defence Guidelines for certification, performance solutions and dispensations 2018 guidelinefforcertificationperformancesolutionsanddispensations.pdf

9035 Appraisal Schedule XLSX Not Determined January 2019 Defence Appraisal Schedules for Puckapunyal and Multiple

9036 The Management of Infromation in Defence

PDF July 2016 June 2019 Defence Joint Directive 22 July 2016 on improving data management - Enterprise Information Manaement directions.

SEC CDF 22_2016 .pdf

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9037 Estate Upkeep Triage Rule PDF June 2018 June 2019 Defence Business Rule for Triaging Estate Upkeep Service Requests between Base Support Managers (BSM) and Estate Maintenance and Operations Services (EMOS) Managers

estateupkeeptriagebusinessrule_june2018.pdf

9038 DEQMS Resource Data Management System

PDF May 2017 June 2019 Defence Business rules and processes for the RDMS to monitor enery and water usage. DEQMS _ Resource Data Management System _ Department of Defence.pdf

10001 Cardno site inspection data Multiple December 2018 December 2018 Cardno Cardno site inspection data Multiple

10002 Site specific meeting minutes Multiple Not Determined December 2018 Cardno Site specific meeting minutes Multiple

10003 EWP Status Report for HMAS Cairns

XLSX August 2018 December 2018 Defence EWP Status Report for HMAS Cairns QLD EWP Status Report - Aug - from Perry (HMAS Cairns BEAP recommendatio....xlsx

10004 Spotless Dredging Volume Estimates

PDF and e-mail July 2007 January 2019 Defence Estimates for the trimming of mangroves and dredging at HMAS Cairns by Spotless Multiple

10005 Spotless Wharf Maintenance Information

PDF December 2018 January 2019 Defence Frequencies and scope of inspections and maintenance for the Cairns' Wharf, Covered Wharf and Sugar Wharf

Multiple

10006 HMAS Cairns Asbestos Register XLSX January 2019 January 2019 Defence A spreadsheet listing the structures with/without asbestos and their assessment dates HMAS Cairns.xlsx

10007 Spotless Condition Assessment and Inspection Reports

PDF July 2017 January 2019 Defence The key objective of this condition assessment was to identify recommendations for repair and maintenance work for the next 60 months at the HMAS Cairns site

Multiple

10008 Project Name: North Queensland Mid-Term Refresh Program

PDF November 2018 February 2019 Defence The objective of the North Queensland Mid-Term Refresh Program ('MTR Program') is to provide vital estate maintenance and upgrades to support Defence capability in the North Queenland Region

181109 - MCC Brief Annexure 3 to Part 5 Contract.pdf

10009 Offshore Patrol Vessel Facilities Business Case

PDF May 2017 February 2019 Defence RPSPM have submitted a Design Brief and Request for Quotation to GHD to undertake required Design Subconsultant Services. On receipt of a response from GHD, RPSPM will update the Design Services Consultant proposal to undertake the 30% Design. This is planned to be updated and submitted to CFI early July 2017.

PMCA Monthly Report - Cardo information only v.1.pdf

10010 Offshore Patrol Vessel Facilities 5% design report

PDF November 2016 February 2019 Defence Drawings for the 5% design of Patrol Vessel Facilities SEA1180_5% - For Cardno v.1.pdf

10011 Facilities Infrastructure Works XLSX January 2019 February 2019 Defence List of works for HMAS Cairns Facilities Infrastructure Works.xlsx

10012 HMAS Cairns Environmental Fact sheet

PDF July 2017 February 2019 Defence Document containing list of key environmental issues and Asbestos tested buildings. PR 20-0009_20190207_112507.pdf



11003 Gallipoli Barracks and Enoggera Close Training Area Heritage Management Plan

PDF June 2018 November 2018 Defence Gallipoli Barracks and Enoggera Close Training Area Heritage Management Plan AF33636098 Gallipoli Bks & Enoggera Close Training Area HMP - working draft.pdf

11004 Gallipoli Barracks Water Efficiency Review 2017

PDF April 2017 November 2018 Defence Review of water efficiency and alternative water supply options at Gallipoli Barracks. Gallipoli Barracks Water Efficiency & Alternative Water Supply Options Review 2017.pdf

11005 Gallipoli Barracks Asbestos Register

XLSX January 2019 January 2019 Defence A spreadsheet listing the structures with/without asbestos and their assessment dates Gallipoli Barracks.xlsx

11006 Gallipoli Barracks base management

PDF June 2017 March 2019 Defence Service Level Partnering Agreements (SLPA) sets the strategic level framework that outlines Estate and Infrastructure Group (E&IG) products and services, clarifies accountability and governance arrangement and expected outcomes and commitments.

gallipoli base management.pdf



12003 RAAF Richmond Heritage Management Plan

PDF December 2004 November 2018 Defence RAAF Richmond Heritage Management Plan AF3852520 RAAF Richmond HMP 2004.pdf

12004 Richmond BEAP data (unrestricted)

Multiple Not Determined December 2018 Defence BEAP data for RAAF Base Richmond Multiple

12005 RAAF Richmond Road Hierarchy and Map

PDF February 2016 January 2019 Defence Maps of the RAAF Richmond Base Multiple

12006 RAAF Richmond Site Map PDF March 2013 January 2019 Defence Maps of the RAAF Richmond Base Site Map with Building Numbers.pdf

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12007 Richmond Climate Report PDF Not Determined January 2019 Defence Climate Change Report of sea levels comparing now, 2040, 2070 and 2100 id_AF33969005 Richmond Climate Report.pdf

12008 CEWP 2015-18 XLSX January 2019 February 2019 Defence Spreadsheet containing EWP for RAAF Richmond NSW-CEWP 2015-2018.xlsx

12009 RAAF Richmond Environmental Fact sheet

PDF December 2017 February 2019 Defence Document containing list of key environmental issues and Asbestos tested buildings. PR 20-0902_20190207_113703.pdf

12010 RAAF Richmond National Aircraft Pavement Maintenance Project

PDF April 2018 February 2019 Defence As part of the 2014-20 National Aircraft Pavement Maintenance Project, the Aurecon Beca JV were appointed by theDepartment of Defence (Defence) in September 2013 to undertake airfield inspections and detailed scoping of aircraft pavement maintenance requirements at 28 air bases throughout Australia.

NAPMP - RAAF Base Richmond - PIR - April 2018 - 100% Issue.pdf

12011 RAAF Base Richmond Environmental Awareness Declarations

XLSX December 2016 March 2019 Defence This declaration is to delcare that the units listed on RAAF Base Richmond have read the current RAAF Base Richmond Environmental Plan. Comply with the instructions outlined in the Base Plan within the Unit, Organisations, Contractor or Welfare Club activities. Considered the Environmental requirements within the units Work Health and Safety (WHS) and Emergency Management Plans (EMP)

RAAF Base Richmond Environmental Awareness Declarations.xls

12012 RAAF Richmond Structure DOCX January 2019 March 2019 Defence Structure of DSD NNSW - Richmond Glenbrook & Orchard Hills RAAF Richmond structure.docx

12013 Richmond Airfield Management Plan

PDF March 2017 March 2019 Defence The aim of the RAAF Richmond Airfield Emergency Plan (AEP) is to provide a timeley and coordinated response and recovery from an emergency involving RAAF, other military aircraft or civilian registered aircraft at or in the vicinity of RAAF Base Richmond.

Richmond Airfield management plan.pdf

12014 Richmond house heritage plan PDF January 2006 March 2019 Defence The management plan for Richmond House, a Defece Housing Authority house at RAAF Base Richmond, NSW provides a sound basis for the good management and conservation of this place and its heritage significance.

richmond house heritage plan.pdf

12015 Richmond base continuity plan XLSX October 2014 March 2019 Defence List of units and external parties at RAAF Richmond Base Richmond base continuity plan list of units and external parties.xls

12016 Richmond Aeronautical Ground Lighting Configuration Manual

PDF July 2016 March 2019 Defence This document outlines the Management, Control and Maintenance requirements for the Aeronautical Ground Lighting (AGL) system at RAAF Base Richmond. The document is based on the Australian Air Publication (AAP7001.054), Civil Aviation Safety Authority (CASA) Manual of Standards (MOS) Part 139, International Civil Aviation Organisation (ICAO) Annex 14 and associated design manuals and publications, and relevant International Electrotechnical Commission (IEC) standards.

AGLCMRichmond.pdf

12017 Richmond AGL Asset inspections and compliance audit

PDF August 2008 March 2019 Defence The report details the findings of the Compliance Audit and Condition Assessment undertaken of the aeronautical ground lighting (AGL) asset at RAAF Base Richmond. The findings are summarised below under the criteria of Compliance, Condition, Maintenance Regime and Spares; these findings include a number of defects and ommissions as inspected during the audit understood to form part of the RWY 10/28 and Taxiways Lighting Upgrade project currently in the Defects Liability Period.

AGLInspectionReport34156RAAFBaseRichmondRev02_2008_08.pdf

12018 Richmond base heritage management plan

PDF December 2004 March 2019 Defence RAAF Base Richmond has been assessed as a palce of HIGH heritage significance. Heritage Management PLan.pdf

12019 Richmond base HV system PDF June 2009 March 2019 Defence GHD has been commissioned by the Department of Defence to undertake an assessment of the existing High Voltage (HV) network at RAAF Base Richmond. The purpose of the assessment is to determine the HV system condition, configuration and capacity. The assessment covers the major eletrical distribution assets on the Base.

HighVoltagePlansRAAFRichmond.pdf

12020 Richmond base lighting arrangement

PDF June 2016 March 2019 Defence Drawing of the Aeronautical ground lighting at RAAF Base Richmond LayoutDrawingRAAFBaseRichmond.pdf

12021 Richmond base Londonderry drop zone map

PDF November 2013 March 2019 Defence Map of Londonderry Drop Zone londonderry BMP map.pdf



13003 Puckapunyal Range Road Route Maps

MSGPDFXLSX

Not Determined December 2018 Broadspectrum Puckapunyal Range Road Route Maps FW Project AZ6047 Estate Asset Management Framework Puckapunyal & Graytown RFI#001.msgPUCKA Range Roads and GEMS ID.pdf

13006 Puckapunyal Site Services Plans DWG January 2019 January 2019 Defence Site Services AutoCAD plans for Puckapunyal Military Area Multiple

13007 Puckapunyal Military Area Base Plan

PDF July 2017 January 2019 Defence The aim of the Estate Base Plan is the enable Defence to make informed decisions rearding the future planning, development and investment into the estate to support the current and future capability of Puckapunyal Military Area (PMA) over the next 25 years

01. PMA Base plan 1v4 Final.pdf

13008 Mangalore Environmental Management Plan

PDF September 2017 January 2019 Defence The Mangalore Explosive Ordnance Depot provides regional and national support to Australian Defence Force through the st

18_07_24 - Mangalore EMP 2017..pdf

13009 Puckapunyal Estate Base Plan Meeting Minutes

PDF November 2018 January 2019 Defence Meeting minutes from an Estate Planning meeting regarding the Estate Base Plan for Puckapunyal Military Area

BK2301837 Pucka Base Plan Minute 2018.pdf

13010 Puckapunyal Heritage Management Plan

PDF August 2009 February 2019 GovDex Enviro The current EMS includes a series of objectives and targets for a variety of aspects. For heritage management the current objective is to "maintain and protect European and Indigenous Nationally listed features at PMA." The current target to support this objectives is to "Ensure the heritage values identified in the current Heritage Management Plan are maintained." This HMP purposes an updated objective and series of targets. The primary objective is to: Manage the Commonwealth Heritage listed natural, Indigenous and

Multiple

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13011 Puckapunyal Bushfire Management Plan

PDF December 2014 February 2019 GovDex Enviro The Bushfire Management Plan (BMP) details the fire management objectives, strategies, actions and mitigatio requirements for Defence sites within the Puckapunyal Military Area (PMA) and Proof and Experimental Establishment Graytown (P&EE) region.

Graytown Bushfire Management Plan (GHD).pdf

13012 Puckapunyal Flora and Fauna Monitoring

PDF July 2014 February 2019 GovDex Enviro The main requirement of this project was to collect and report on information relating to the health and extent of flora and fauna species and vegetation communities of National, Stae, Regional and PMA-specific significance. These values can broadly be defined, but not limited to, those species and communities listed under the EPBC and FFG acts as well as those of particular relevance to PMA such as native and exotic vegeation and fauna populations, rare and threatened species and waterways health/condition.

201407 Puckapunyal Military Area Flora and Fauna Monitoring Report (GHD).pdf

13013 Puckapunyal Sustainability Monitoring Reporting Plan

PDF March 2010 February 2019 GovDex Enviro The Sustainability and Monitoring Reporting Plan for the Puckapunyal Military Area is a pilot study, along with similar projects being developed during 2009/09 for the Majura (Australian Capital Territory) and Cultana (South Australia) Training Areas.

20100301 Sustainability Monitoring Reporting Plan PMA (AECOM).pdf

13014 Puckapunyal Military Area Flora and Fauna Monitoring 2016

PDF June 2016 February 2019 GovDex Enviro AECOM was commissioned by Augility JLL (Augility) on behalf of the Department of Defence (Defence) toundertake environmental monitoring works associated with meeting the Puckapunyal Military Area (PMA)Environmental Monitoring System (EMS) requirements.

60427357_RPT_FloraFaunaMonitoring_revA_17_06-16.pdf

13015 Puckapunyal Habitat Quality Assessment

PDF May 2016 February 2019 GovDex Enviro Augility, on behalf of Department of Defence, enaged AECOM Australia Pty LTd to conduct a Box Ironbark Forest ecological community habitat quality assessment. Th objective was to systematically collect ata on the quality of Box Ironbark Forest vegetation and use this to inform and provide reccomendations on current and potential future management of this ecologically significant feature at PMA.

20160527 PMA Box Ironbark Forest Ecological Community Habitat Quality Assessment (AECOM).pdf

13016 EPBC Act Planning and Actions PDF May 2005 February 2019 GovDex Enviro The Environmental Stewardship Directorate (ESD 2004) has developed a series of monitoring protocols for the Department of Defence’s Environmental Performance Reporting Framework (EPRF). The EPRF is designed to provide a scientifically robust monitoring and reporting framework to ensure legislative compliance particularly in relation to the Commonwealth’s Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act).

Multiple

13017 Puckapunyal Water Management Plan

PDF September 2006 February 2019 GovDex Enviro Sinclair Knight Merz has been engaged to develop a Water Management Plan (WMP) for Puckapunyal and Graytown, to enable Defence to implement programs that deliver water efficient outcomes and response to planning and policy issues, in line with the Defence Sustainable Water Management Strategy.

PMA and Graytown_Water Management Plan 2006.pdf

13018 Puckapunyal Stage 2 Detailed Site Investigation

PDF October 2018 February 2019 GovDex Enviro In July 2017, AECOM Australia Pty Ltd (AECOM) was engaged by the Directorate of Contamination, Assessment, Remediation and Management’ (DCARM) to deliver the Regional Contamination Investigation Program (RCIP) in four regions: Queensland, New South Wales/Australian Capital Territory, Victoria/Tasmania, and South Australia.

Multiple

13019 Puckapunyal Kangaroo Management Plan

PDF February 2014 February 2019 GovDex Enviro The PMA covers 44,000 ha in central Victoria. Its perimeter is fence, and while the fnece is not designed to be entirely kangaroo proof, the kangaroo population is essentially a large closed population free of natural predators. The potential for the kangaroo population to increase as rapidly as it did prior to 2001 is recognised as a potential threat to the numerous ecological, social and military values that occur at PMA, including biodiversity values (including thretended species and communities), erosion and landscape degradation (affecting military capability), increase in vehicle collisions with kangaroos, and

PMA_Kangaroo Management Plan 2014_GHD.pdf

13020 Map of Cultural and Ecologic Significant areas

PDF April 2004 February 2019 GovDex Enviro Map of cultural and ecologically significant areas. PMA map_cultural and ecological signigicant areas.pdf

13021 Puckapunyal Soil Management Assessment

PDF May 2016 February 2019 GovDex Enviro This Soil Management Assessment for the Puckapunyal Military Area (PMA) assesses the current state of land degrdation and associated rehabilitation works and introduces the Rotational Corral Management System for military land use and land rehabilitation on the PMA.

PMA_Soil Management Assessment 2016.pdf

13022 Puckapunyal Water Quality Monitoring Report

PDF May 2016 February 2019 GovDex Enviro At PMA, the combination of highly dispersive soils, areas of modified vegetation cover, undulating topography, large rainfall events and extensive military use present significant issues to local and regional water quality. PMA forms part of the Mid-Goulburn River catchment with most of the area drained to the north and north east by the tributaries of Gardiner and Major Creeks which subsequently flow into the Goulburn River at Mitchellstown. Sedimentation arising from erosion has previously caused significant impacts to water quality in the Goulbourn Broken Catchment, resulting from military activities and loss of groundcover on PMA. This was a serious issue in the 1960’s/70’s until a major soil restoration program was implemented to address the problem. Water quality issues arising from loss of soil stabilisation remains a key concern for Defence in

PMA_Water Quality Monitoring Report 2016_AECOM.pdf

13023 Goulburn River Drought Response Manual

PDF July 2009 February 2019 GovDex Enviro The purpose of a Drought Response Manual (DRM) is to provide a ready reference forGoulburn Valley Region Water Corporation to use for operational guidance. The DRMsummarises key information about the supply system and details the important actionsto be taken in preparing for and responding to drought. The manual was prepared inaccordance with State Government guidelines for preparing drought response plans(DNRE, 1998). It supersedes the previous manuals dated May 2006, which consisted ofseparate DRMs for each town supplied from the Goulburn system.

Goulburn River_Drought Response Manual 2009.pdf

13024 Building Number List June 2018 XLSX June 2018 February 2019 Defence List of building numbers and names for Puckapunyal 0596 BLDG No List june 2018.xls

13025 Puckapunyal Estate Base Plan Multiple July 2017 February 2019 Defence The aim of the Estate Base Plan is the enable Defence to make informed decisions rearding the future planning, development and investment into the estate to support the current and future capability of Puckapunyal Military Area (PMA) over the next 25 year

Multiple

13026 Puckapunyal Broadspectrum maintenance schedule

XLSX January 2019 February 2019 Defence A spreadsheet containing the maintenace schedule and reactive works by Broadspectrum at Puckapunyal Military Area

Multiple

13027 Mangalore Ammunition Depot Services

PDF 2014 February 2019 Defence Drawings of services for Mangalore Ammunition Depot - titled Thales Australia Explosive Ordnance Services

Mangalore services exc ECB.PDF

13028 Puckapunyal Forward Maintenance Schedules

XLSX October 2018 February 2019 Defence Forward maintenance lists for 2019 at Puckapunyal Military Area Multiple

13029 Mid Term Refresher Water Supply Options Puckapunyal

PDF February 2017 February 2019 Defence Puckapunyal Training Area drawings for multiple water supply options Multiple

13030 Puckapunyal Drinking Water Management Plan

PDF September 2015 February 2019 Defence This document is the Transfield Services Drinking Water Managemet Plan (DWMP) for the Department of Defence Puckapunyal Military Area. It sets out the strategies to ensure that the quality of drinking water supplied meets regulatory requirements, consumer needs, and that system and processes are in place to address any emerging water quality issues that may arive.

TMM-8005-OP-Puckapunyal Drinking Water Management Plan.pdf

13031 Puckapunyal Concurrent Project Register

XLSX February 2019 February 2019 Defence A spreadsheet listing recent and current projects with their status, scheduled completion year and budget.

Concurrent Project Register.xlsx

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13032 Puckapunyal Critical System Recovery Plan

DOCX March 2017 February 2017 Defence The Critical Systems Recovery Plan (CSRP) indentifies, analyses and guides equipment managers in the treatment of significant risks and the recovery of critical equipment and systems from events that affect their Operational Availabilty. This document should be read in conjunction with the dpartment of Defence's own site-specific Business Continuity Plan.

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13033 List of Operations and Maintenance Contractors Puckapunyal

MSG February 2019 February 2019 Defence List of opreations and maintenance contractors engaged on Base. RE One Estate Framework - RFIs for Puckapunyal.msg

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