Building Infrastructure Asset Management Plan

Save this PDF as:
Size: px
Start display at page:

Download "Building Infrastructure Asset Management Plan"

Transcription

1 Building Infrastructure Asset Management Plan Version 1.1 Building Infrastructure Asset Management Plan (Version 1.1) Page 1 of 19

2 Document Control Council policy documents change from time to time and it is recommended that you consult the electronic reference copy at to ensure that you have the current version. Alternatively you may contact Customer Service on Responsible Department Building Services Adopted 7 October 2008 Electronic reference library version 1.1 Preamble In accordance with a resolution of Council on 21 June 2005 to include definitions of Council, Councillors and Council officers in all Council policy documents, the following definitions are provided: Council means Casey City Council, being a body corporate constituted as a municipal Council under the Local Government Act 1989 Councillors means the individuals holding the office of a member of Casey City Council Council officers means the Chief Executive Officer and staff of Council appointed by the Chief Executive Officer. Building Infrastructure Asset Management Plan (Version 1.1) Page 2 of 19

3 Index Index... 3 Building Asset Management at the City of Casey... 4 Casey s Building Assets... 4 The Asset Management Plan... 4 Purpose of this Document... 5 Structure of the Asset Management Plan... 5 Building Infrastructure Key Issues... 6 Goals and Objectives... 6 Business Drivers... 6 Significant Issues... 6 An Integrated Management Approach... 7 Demand Trends... 8 The Building Assets... 9 Key Facts...9 Asset Condition and Performance Data Managing Risk Levels of Service Service levels for Building Infrastructure Assets Key Stakeholders Customer Expectations Financial Projections and Programs Asset lifecycle Management Operations and Maintenance Asset Renewals New Assets Additional New Capital Works Financial Projections Financial Sensitivity Analysis Service Potential and Asset Valuation Funding Implications Continuous Improvement Note This Asset Management Plan is a foundation document for buildings in the City of Casey. As data collection on buildings is consolidated a more precise document can be produced that will define more accurately the condition of existing buildings and create more accurate predictions of future building requirements and capital work programs. Building Infrastructure Asset Management Plan (Version 1.1) Page 3 of 19

4 Building Asset Management at the City of Casey Casey s Building Assets Building infrastructure assets contribute to the social, ecological and economic well-being of the community by providing buildings for Community Activities Passive and active recreation Corporate usage such as depots, offices, tips Public toilet facilities etc This Plan excludes sports grounds, playgrounds and other assets that are built in conjunction with Building assets. These ancillary assets are detailed in the Open Space Asset Management Plan. The Asset Management Plan The Building Infrastructure Asset Management Plan is a cornerstone document that guides the work of Council staff involved in Building infrastructure management. It will be reviewed regularly to provide assurance to Council, customers and other stakeholders that the Building Infrastructure assets that the City of Casey is responsible for are being managed efficiently and sustainable. The Asset Management Plan is an internal working document that provides a detailed and comprehensive reference for asset managers and other staff. The Asset Management Plan delivers a considered and planned approach to the long-term management of building assets. By providing a framework for optimising future expenditure to match the community s desired levels of service, the plan will assist the most efficient allocation of resources. This has the two key benefits of providing: The right service at the best value A business planning tool to maximise efficient use and management of building assets. The Asset Management Plan is a tactical Plan that links City of Casey s overall Council Plan objectives to the implementation of specific works programmes. A key output of the Asset Management Plan is the set of tactics used to determine maintenance standards and the nature and frequency of inspections for building assets. Customer Expectations Level of Service Cost Legislative Requirements Financial Environmental Strategic Planning Process (e.g. Council Plan, Leisure Strategy) Service Level Review Process Asset Management Plan This Document Summary Plan Implementation Plans (e.g. Annual Budget) Strategic Planning Tactical Planning Purpose of this Document Operational The purpose of this summary document Planning is to Building Infrastructure Asset Management Plan (Version 1.1) Page 4 of 19

5 Purpose of this Document Structure of the Asset Management Plan The purpose of this summary document is to present an overview so that Council can appropriately consider and adopt the Building Infrastructure Asset Management Plan It is also intended to provide a basis for expenditure levels for the next twenty years and, in combination with Council s other Asset Management Plans, provide a basis for the longterm financial strategy of Council. This document has been written to provide a simple, easy to understand overview of the City of Casey s Building Infrastructure Assets, the Levels of Service delivered by those assets, and the medium to long term financial requirements. An important objective is to provide sufficient information to enable Council and the community to fully understand the value of the services. This document therefore provides an important basis for ongoing consultation and information sharing. Levels of service that the Council is delivering on behalf of the community are determined by considering the needs and desires of those using the assets. These levels of service and a comprehensive risk assessment determine the inspection regimes and maintenance and renewal strategies. Key performance measures are used to enable Council to assess and monitor the sustainability of the assets. The Asset Management Plan also identifies growth issues and trends in the demand for services. The financial implications of each section of the Building Infrastructure Asset Management Plan are combined to define the long-term financial requirements for City of Casey. The Building Infrastructure Asset Management Plan includes an improvement programme to continually refine and improve asset management practices and processes. EXISTING DATA DATA COLLECTION / MEASURE PERFORMANCE Environmental Strategic LEVEL OF SERVICE Customer Financial Asset Management Plan PREDICT DEMAND ASSESS FINANCIAL IMPACTS (Cashflow) PREDICT MODES OF FAILURE RISK ASSESSMENT / PRIORITISATION TREATMENT OPTIONS AVAILABLE EVALUATE COSTS & BENEFITS ASSET MANAGEMENT PLAN Building Infrastructure Asset Management Plan (Version 1.1) Page 5 of 19

6 Building Infrastructure Key Issues Goals and Objectives The City of Casey Council Plan defines the Council s purpose: The City of Casey, through leadership and community partnership, will promote: city pride; consult, communicate and be accountable, foster community development, provide quality services, manage growth with balanced development, improve opportunities for learning, businesses and employment. The Council s detailed strategic objectives outlined in the Council Plan to support this mission statement include: ensure a clear understanding of community needs and priorities measure performance and report to the Community significantly enhance the efficiency and effectiveness of Council s services foster the creation of a safe, secure and healthy City maximise the contribution of developers to the provision of physical building assets planning and delivery of Council s capital works program advocate for the provision of public and private sector community assets maintain assets according to Asset Management Plans implement innovative strategies for ongoing maintenance investigate more cost-effective methods of maintenance The Asset Management Plan is a key tool to enable achievement of the above objectives for the Council s infrastructure assets such as building infrastructure. The primary goal of the Asset Management Plan is to: meet a required level of service in the most cost effective way (through the creation, operation maintenance, renewal and disposal of assets) to provide for existing and future customers Business Drivers Councils are required by the Local Government Act to consult with the community and consider the following when developing quality and cost standards: Best on offer in public and private sectors Value for money Community expectations and values Balance of affordability and accessibility Opportunities for local employment and growth Partnership building The Council has a legal and ethical responsibility to ensure a high standard of public safety at and around all building infrastructure under its control. Significant Issues As one of the fastest growing municipalities in Victoria, the City of Casey has the challenge of ensuring a large number of quality building and associated assets are constructed or acquired on behalf of the community in a timely manner, while providing a cost-effective service for the present community. Building Infrastructure Asset Management Plan (Version 1.1) Page 6 of 19

7 An Integrated Management Approach The Building Infrastructure Asset Management Plan has been developed using an integrated approach, as shown in the diagram below. Historical Expenditure Business Drivers and Service Standards Strategic Goals Building Facilities, Community Served Building purpose Component features Building size/capacity Quality/value Key Outputs / Outcomes Optimised Investment Performance / KPI s Strategic Outcomes Regulatory compliance Improvement Programme Community needs Management Strategies Risk Operations and maintenance Renewal and Development Environment / Sustainability Strategic goals are considered along with historical trends and infrastructure needs. These are integrated with key business drivers and service levels. Management strategies are defined, covering new investment, day to day programmes and risk. All of these are applied to create knowledge of the assets, both physical and financial. Key outputs and outcomes are defined to enable monitoring of the effectiveness of the plans. Building Infrastructure Asset Management Plan (Version 1.1) Page 7 of 19

8 Demand Trends There are approximately 75,000 households in City of Casey (Census 2006); double that of the same area 25 years ago. This trend is expected to slow, however Casey will continue to be one of the fastest growing municipalities in Australia with a further 37,000 households (50% increase) expected over the next 15 years. Number of Households City of Casey Household Projections 140, ,000 Historic Projected 100,000 80,000 60,000 40,000 20, Year 2030 DSE Projections City of Casey Projections This growth component will lead to a corresponding increase in the building infrastructure that the City of Casey will be responsible for. The increased population will require a significant investment in building assets to develop the full potential of reserves, community and family facilities. The aerial photo shows the site of the new Cranbourne Aquatic and Leisure Centre as part of Casey Indoor Leisure Complex site on Berwick-Cranbourne Road. Other major development areas include Casey Fields sport and leisure facility located nearby. These regional facilities are often made possible by significant funding assistance from the State Government. Building Infrastructure Asset Management Plan (Version 1.1) Page 8 of 19

9 The Building Assets Key Facts The City of Casey s Building portfolio includes more than 700 building structures over the various City activities such as active and passive recreation, corporate, community and Family activities etc. The Buildings Infrastructure Asset Management Plan does not include open space assets that are constructed in association with the buildings as these are the subject of a separate Open Space Asset Management Plan. The classification of buildings is currently being reviewed by inspection and consideration of the buildings existing and possible future useage. Asset Description Number of Buildings Replacement Value 2006 ($ millions) Sport Pavilions Pools & structures no of 3 facilities 28.2 Family Services Office Libraries Community Centres Halls Senior Citizens Public Toilets Other Buildings (Sheds, 475 shelters etc) 16.6 Associated Building Inc. in Infrastructure above 11.0 Total value as at 30/6/ Replacement Value of Building assets as % of total building assets Senior Citizens 3% Shed 1% Shelter 1% Public Toilets 2% Family Services 11% Community Centre 6% Pool & structure 15% Depot 2% Hall 6% Housing 1% Pavilion 30% Other 2% Office 10% Landfill 1% Library 9% Building Infrastructure Asset Management Plan (Version 1.1) Page 9 of 19

10 Asset Condition and Performance Data Regular inspections and maintenance activities are undertaken to ensure building assets are kept in good condition. Nevertheless, assets deteriorate with time and overall condition inspections are undertaken every few years to assess their remaining useful life. There has been little need to replace Building assets in City of Casey to date, as significant development did not occur until the 1970 s. Less than one third of Council buildings were built prior to this date. The limiting criterion is not so much the structural condition, but a performance issue and the need to meet current standards and keep buildings up to a modern standard. Portfolio Age Profile 50% 45% 40% 35% % of Buildings 30% 25% 20% 15% 10% 5% 0% Building Age Building Infrastructure Asset Management Plan (Version 1.1) Page 10 of 19

11 Managing Risk The City of Casey uses a framework based on the Australian standard AS/NZ 4360 to identify, evaluate and treat risks associated with its functions. Risk must be taken into account when making decisions for building operational, maintenance and capital works. Corporate Strategic risks are risks to the business as a whole and are managed through a corporate risk register. Strategic infrastructure risks are managed through the development of work programmes and strategies. Operational risks are managed on a dayto-day basis by staff and contractors through quality assurance, operating and safety procedures. Communicate and Consult 1. Establish the Context 2. Identify Risks 3. Analyse Risks 4. Evaluate Risks 5. Treat Risks Monitor and Review The corporate risk management goals, as defined in the Risk Management Plan for the period , are: Communication of the City Of Casey Risk Management Policy to all employees. Establishment of Business Continuity plans and formalisation of the process for design risk assessment to be undertaken at the design stage for all new structures. Rollout of the corporate risk management framework across the organisation including a policy, strategy and procedures for all Directors, Managers, staff, contractors and volunteers. Preparation of risk management plans by managers as part of the business planning process based on prioritised risks identified in their areas of responsibility. Development of appropriate KPI s to measure organisational performance of risk management objectives. Development of a risk register to house all data relating to identified, prioritised and treated risk. All Council owned buildings to have a contingency plan in place in the event that the building is destroyed. It is not always feasible to completely mitigate risks. As a response the City of Casey participates in the mutual insurance scheme currently managed by Civic Mutual Plus (CMP) and Jardine Lloyd Thompson. Council is subject to annual audits that review Council s risk management processes. The asset insurance audit is used as the basis of calculating Councils insurance premiums for buildings etc. Building Infrastructure Asset Management Plan (Version 1.1) Page 11 of 19

12 Levels of Service Service levels for Building Infrastructure Assets A level of service is the defined service quality for a particular activity or service area, against which service performance can be measured. Levels of Service must be meaningful and address the issues customers perceive to be important. Service levels developed for the City of Casey Building Infrastructure Assets are based on the following: Legislative Requirements: legislation, regulations, environmental Standards and Council by-laws. Technical: Australian Design Standards, State and/or Federal government sporting associations, and other codes providing minimum service parameters for building infrastructure delivery. Strategic and Corporate Goals: key directions and objectives that Council focus on to deliver current and future services. Community Expectations: information gathered from customers on expected quality and cost of services ordinarily from annual surveys and public consultation. Star Rating. Possible use for the future rating of buildings. Key Stakeholders The following principal groups that have an interest in the quality of services provided by building infrastructure have been identified: Community Unstructured and/or organised use of building facilities by local and other residents, groups and businesses. Sports clubs and organisations Use facilities formally and informally for events and training. Educational Institutions - Use active and passive building facilities. Developers Provide contributions and building infrastructure as a condition of development or to enhance land subdivisions. Regulators Department of Sustainability and Environment, Department of Planning and Community Development, State and Federal Government. Key Partners Neighbouring local government authorities, emergency services, utilities. Lessee - Use of Council premises for a fee, lease or on a contract basis. Joint use agreements. These are available for joint use of a number of facilities, mostly constructed on non City of Casey land. Building Infrastructure Asset Management Plan (Version 1.1) Page 12 of 19

13 Customer Expectations Consultation is a key to understanding expectations. This has included feedback from individual customer contact on a day to day basis, and the Council s annual satisfaction surveys, interviews with building users and focus groups. The City of Casey through its contractors and operational areas regularly surveys its assets to detect hazards and develop maintenance and capital works programs. Levels of Service have been defined for key issues affecting the City of Casey s Building Infrastructure Assets and are tabled below. Strategies to ensure that these are achieved are also listed. Characteristic Desired Outcome LOS Measure Strategies Location Facilities are easy to get to and centrally located Community input Health and Safety Responsivene ss To Requests Opportunity for community input into levels of service and major capital projects Building users and general public feel safe and secure in and around the building Responses are prompt, clear and work appropriately prioritised Quality Facilities provide a quality experience for all users Quantity Sufficient number of facilities for all appropriate activities Cost effectiveness Environmental Stakeholders get best value for money Improved energy efficiency rating Suitable off-street car parking provided at all appropriate facilities Opportunity for comment on this document, consulted on all major projects Audits demonstrate compliance with the maintenance contract and all relevant legislation and essential safety measures. 100% of requests responded to within 15 days Staff and contractors appropriately trained To be measured by resident survey and site facilities rating Satisfaction with facilities and distance to them to be measured by resident survey Utilization ratios Services cost-effective compared to other authorities Multi use and flexible building use All works on buildings comply with relevant legislation, publications, standards and specifications in regard to sustainable energy Ensuring access is well defined and suited to ease of traffic flow. Central facility to the area that it intends to serve Community level of service review to be completed Opportunity to comment on all major projects Hazard and condition inspections according to programme Risk minimised according to risk strategy Implement prioritisation and recording procedures Audit procedures Maintain building according to Operational Procedures Audit of a number of facilities and quantity and useage of same Best value reviews Level of Service review Review of capital works prioritisation process Install energy efficient fittings Install water useage saving devices Accessibility All buildings accessible by disabled persons Building audits Regular audits of all Council buildings and action areas of concern to maintain accessibility Community satisfaction survey of affected users. In Summary Critical Service Level Success Factors are: Value for money- Identifying levels of service that the community needs and can afford and develop the necessary funding plans and life cycle costing plans to provide the services. Acceptable risk profile-building assets to be maintained at a safe level and associated signage and equipment to be provided as needed to ensure public safety. Timely delivery of services-building assets to be maintained in a prompt and efficient manner that provides good value for money, eliminates risk and satisfies customers. Satisfied customers-understand community needs and translate these identified needs, expectations and priorities into outcomes that address community requirements and aspirations. Building Infrastructure Asset Management Plan (Version 1.1) Page 13 of 19

14 Financial Projections and Programs Asset lifecycle Management Asset management defines four main work categories. The difference between each is important, and it is necessary to monitor performance and expenditure in each area in order to be able to optimise future costs and to recognise changes in the capacity of the assets to perform their required function. The Asset Management work categories are: Operational: utilisation of assets, such as, cleaning, security, water, gas and electricity. These activities do not change the physical nature of the assets. Expenditure by the Council on assets that are not owned by the Council (e.g. lighting owned by a power company or a sports club) are also treated as an operational expense regardless of which category would apply to the respective organisation. Maintenance: Day-to-day work on building assets to keep them functioning at the desired service levels. Maintenance activity involves restoration of the asset such as painting, roof repairs, mechanical service repairs etc. Renewal: replacement or rehabilitation to original size and capacity of a building asset or a component of the asset. Renewals are capitalised, so that the cost can be depreciated over the future life of the asset. New assets: activities that create a building asset that did not exist previously, or extend an asset beyond its original size or capacity. New assets are also capitalised, but they increase the asset base rather than restore its capacity to perform. New works projects include new sport and recreation building facilities, family resources, community and leisure centres as well as building extensions and component upgrades etc. Asset Disposal: In addition, where asset disposal involves expenditure, this must also be accounted for, along with any residual value. The Building Infrastructure Asset Management Plan identifies the programmes that are needed to minimise the total expenditure on the building asset throughout its entire life. The diagram to the right shows how the long term costs typically far exceed the initial construction costs, and the timing of major works such as refurbishments or renewals is critical to economic efficiency. Cumulative Cost Disposal and Replacement Continued Maintenance Total Lifecycle Costs Refurbish Maintenance Create asset 0% Effective Life 100% Building Infrastructure Asset Management Plan (Version 1.1) Page 14 of 19

15 Operations and Maintenance The operations and maintenance budget for buildings is required to keep building assets functioning at the desired service levels. Operations and maintenance costs will in the future increase in proportion to the increase in asset base due to the number of new assets built or purchased or extensions to existing buildings. The cost of providing services that operate from leased and contracted out premises (eg. Casey Arc by the YMCA) are not included in these projections 20 year projected Maintenance and Operation expenditure $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 Maintenance Operations $1,000,000 $0 2007/ / / / / / / / / /26 Asset Renewals A 20 year renewals strategy has been developed based on the age and condition of the existing buildings. There is clearly far more work required to be undertaken in this area to fully inspect each building. Particularly with regard to its expected life expectancy and assessment of a renewal strategy based on the age, use and condition assessment of the building and its components such as structure, foundations, fitout, mechanical services etc New Assets The City of Casey will also have to invest in new assets for growth and improvements to levels of service. The following table of the 20 year projected building capital works expenditure shows the overall capital works forecast for Councils building infrastructure including the proposed replacement/renewal program. Building Infrastructure Asset Management Plan (Version 1.1) Page 15 of 19

16 20 Year Projected Building Capital Works Expenditure $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Cranbourne Aquatic & Leisure Centre Development Leisure Facilities & Development Plan- increased service level component New capital works- growth 2007/ / / / / / / / / /26 Estimated Replacement /Renew of existing building assets (further component life rating required) The following main predictions are incorporated in the 20 year projected capital works expenditure. The projections include an average budget allowance of $5.5m per annum for capital works excluding replacement and renew projects. Whilst this differs a little from the 5 year capital plan for buildings, it is based on historical actual expenditure on an average basis for completed projects. The replacement/renew building works have been estimated based on current expenditure levels and projected levels that take into account life of the structure and component service requirements and current condition of the components if known, and will be subject to review in the short term. This review will require full condition assessments of all buildings and consideration of a more accurate prediction of the life of each building structure and components of the structure. The projections incorporate the growth and increased service level components of the recommendations of the Leisure Facilities and Development Plan (2007) prepared by Stratcorp Consulting that in part recommends an increase in the number of new sporting facilities that approximately doubles current provisions. This has been incorporated because of a perceived undersupply of facilities for the existing population. This represents a significant increase in the current levels of service that will need to be business case justified and weighed up against levels of service for the other services that Council provides, notwithstanding that some of the initial capital costs may be able to be recovered from other funding sources such as developer contributions and state and federal government. In addition to new assets funded through the Council, some smaller building infrastructure assets such as rotundas and shade structures etc are expected to be added over the 20 year period through development, where developers construct leisure areas within the subdivision and vest them with the Council. Expected assets to be vested are difficult to predict as they are generally provided by developers to improve the amenity of the subdivision rather than being forced to by a condition of subdivision. Additional New Capital Works Extra capital expenditure will be required for the creation of additional buildings over and above the normal growth requirements. Project developments such as large tourist, arts, corporate and community centre buildings that are additional to the normal requirements for growth development will require one off fund injections into the municipal budget over and above the 20 year projected building capital works expenditure. These buildings will as a consequence when constructed increase the operational and maintenance requirements of the building budget. Building Infrastructure Asset Management Plan (Version 1.1) Page 16 of 19

17 Financial Projections Proposed long term financial projections based on a minimum 20 year timeframe have been developed from: Levels of service ( current and potential increase in service level) An analysis of the likely growth in population and household distribution and the resulting demand created. An assessment of the risks (eg asset failure, natural hazards) that the assets are exposed to, and the possible mitigation measures. Recognition of lifecycle asset management needs. A review of historical cost trends. Projected increases in expenditure for operations, maintenance, replacements/renewals and new works are aggregated in the chart below. General building expenditure is expected to increase steadily over the next 10 years and then stabilise, due mainly to a projected increase in replacement & renewal costs. This will of course be determined more accurately when detailed building asset inspections are undertaken. Operations expenditure covers direct asset operational costs (e.g. electricity, gas, water, cleaning and security costs) but excludes planning, financial charges, asset information systems, and the cost of providing council services from the buildings. Operations and Maintenance costs are projected to increase in proportion to the increase in buildings asset base. No allowance is made for the operation costs of the Casey Arc or new Cranbourne Aquatic and Leisure Centre as these are funded elsewhere with an income component. New Works expenditure does not include subdivisional building works constructed by developers, but does include improvement works for which a financial contribution or cost sharing mechanism applies.. New capital works on the basis of the leisure facilities and development plan will have an impact on future capital costs and operations and maintenance expenditure if the increased service level portion of the plan is adopted in whole or part. $40,000,000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 20 Year Building Financial Projections 2004/ / / / / / / / / / / /27 Cranbourne Aquatic & Leisure Centre Development Leisure Facilities & Development Plan- increased service level component New capital w orks- grow th Estimated replacement/renew of existing assets Further rating of component life is required. Maintenance Operations The capital works expenditure includes the Cranbourne Aquatic and Leisure Centre costed separately for 2007/2008 and 2008/2009 as budgeted; the possible leisure facilities and development plan requirements to bring up the number of facilities per capita (increased service level); the normal capital works program for growth based on approx $5.5 m per annum and the estimated replacement /renew program. Prior to implementation of an increased replacement/renewal program in the future more accurate condition data is required for all Council buildings and their components. Building Infrastructure Asset Management Plan (Version 1.1) Page 17 of 19

18 Financial Sensitivity Analysis The financial forecasts are dependent on a number of key assumptions. Therefore if these prove to be incorrect or at variance, there may be an impact on the long term financial requirements. Furthermore, forecasts need to be constantly updated as more accurate information comes to hand or when significant changes in assumptions occur. The following events may result in a need to update financial forecasts: Shortfall between projected and available funding Revaluation of assets Review of asset lives Significant changes to the asset register Significant variance in growth forecasts Changes to adopted levels of service Changes in risk profiles Changes arising from the consequences of a natural disaster. The potential sensitivity of the financial forecasts to variability in the other parameters is required to be further explored. This will be an ongoing process as more detailed information and assessment is undertaken on the building assets. Service Levels The level of asset replacement and renewal will depend to a great extent on the levels of service required for the components of a building and the predicted life of said components. The current and future useage of a building will also have a bearing on whether components of the building are suitable for useage or whether replacement is required. Service Potential and Asset Valuation In accounting terms, the decline (or gain) in service potential is defined as the value of renewals less depreciation. It is a measure of the loss in value of the overall asset due to ageing that is not offset by replacing worn out assets or components with new equivalent assets. It therefore gives an indication of the liability that is being handed to the next generation. With the overall growth in new building assets over the period, the replacement value of the assets is expected to increase substantially. This includes new building assets installed and vested in the City from developers. The depreciated replacement value will also rise as the City of Casey grows, but will be balanced by the ageing of the assets. Funding Implications The cost of providing Building infrastructure is funded predominantly from rates revenue, with some capital works provided through state and federal funding for capital works. Part of the requirement for new assets will be funded by developer contributions. Other revenue includes lease returns, hire and entry fees which in many cases offset maintenance and operational costs. The cost to ratepayers to maintain the current level of service for Building infrastructure is expected to increase over the next 20 years due mainly to the need to provide more funds for renewal/rehabilitation of buildings (in 2007 dollars). More work is required to accurately determine this need by undertaking an inspection of buildings to establish predicted life remaining of the structure and components of the building. If the higher level of service recommended by the Leisure Facilities and Development Plan is adopted, further additional funding will be required for maintenance and operations of these buildings also. Building Infrastructure Asset Management Plan (Version 1.1) Page 18 of 19

19 Continuous Improvement Good practice asset management includes processes for continuous monitoring and improvement. The key asset management inputs required to support good asset management planning are: Processes: The necessary processes, analysis and evaluation techniques needed for life cycle asset management. Information systems: The information support systems, which support the above processes and which store and interrogate asset data. Data: Data available for interrogation by information systems to support asset management decision-making. The table below outlines the main improvements identified throughout the Building Infrastructure Asset Management Plan with actions proposed along with appropriate timeframes. ACTIVITY ACTION TARGET DATE Full review of the Building Infrastructure Asset Management Plan June 2008 and formal adoption by Council. Asset Management Plan Development Data improvement Review data integrity, obtain missing data and update asset register. Review condition assessment procedures and contracts for all buildings and commence data capture processes. Commence Maintenance Management System and record maintenance data against assets. Level of Service Review current level of service / performance measures using customer survey process and formally adopt. Measure actual level of service delivered and report in Annual Report. Investigate options to manage demand for assets eg through multi use facilities. Risk Review asset risk register to comply with corporate standards. Develop prioritised renewal programme based on risk and establish other risk minimisation strategies. Performance & Review capital works projections in conjunction with Leisure Asset Lifecycle Facilities and Development Plan. Financial Management Improved financial systems and processes to enable financial information to be readily and accurately reported against asset component group and expenditure classifications. December 2008 December 2008 December 2008 December 2008 December 2008 Asset Management Plan Review Committees of Management Review, update and improvement of the Building Infrastructure Asset Management Plan, implement independent peer review, adoption by Council of new Summary Document. Review quality controls, risk management, maintenance of building agreements, endeavours of committee, ensuring planning not compromised. October 2010 December 2008 G:\Organisational Strategy Projects\Policy Documents\Council adopted\building Infrastructure Asset Management Policy (Version 1.1).doc Building Infrastructure Asset Management Plan (Version 1.1) Page 19 of 19

Page 1 of 24. To present the Asset Management Policy 2014 for Council adoption.

Page 1 of 24. To present the Asset Management Policy 2014 for Council adoption. Page 1 of 24 COMMUNITY AND SERVICES SPECIAL COMMITTEE REPORT 9 DECEMBER 2104 AGENDA ITEM 6.1 ASSET MANAGEMENT POLICY 2014 REVIEW Director: Manager: Ian Butterworth Director Infrastructure and Engineering

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY City of Salisbury ASSET MANAGEMENT STRATEGY Version 6 June 2015 City of Salisbury Asset Management Strategy Document Control Document Control NAMS.PLUS Asset Management www.ipwea.org/namsplus Document

More information

4 Adoption of Asset Management Policy and Strategy

4 Adoption of Asset Management Policy and Strategy 4 Adoption of Asset Management Policy and Strategy Abstract The report recommends the adoption of an updated Asset Management Policy 2014 and an Asset Management Strategy 2014-2019. Both documents are

More information

Long-Term Asset Management Plan 2011-2021

Long-Term Asset Management Plan 2011-2021 Long-Term Asset Management Plan 2011-2021 Contents Introduction...3 A shared vision...4 Strategic planning to achieve our goals...4 Towards 2031...5 A long-term vision, communicated by our community...5

More information

Asset Management Strategy

Asset Management Strategy Asset Management Strategy File Ref: CM.STD.6 Synergy Ref: NMP1331737 Version: 25/06/2013 City of Albany 2013 102 North Road, Yakamia WA 6330 PO Box 484, ALBANY WA 6331 Tel: (08) 9841 9333 Fax: (08) 9841

More information

Infrastructure Asset Management Strategy

Infrastructure Asset Management Strategy Infrastructure Asset Management Strategy Strategy Owner Manager Parks and Assets Engineering and Infrastructure Creation Date 27 March 2006 Revision Date 4 March 2015 Please check Council s Intranet to

More information

1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3

1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3 ASSET MANAGEMENT STRATEGY 2010-2020 November 2009 1. INTRODUCTION... 1 2. PURPOSE OF THE ASSET MANAGEMENT STRATEGY... 2 3. ASSET MANAGEMENT... 3 4. WESTERN AUSTRALIAN ASSET MANAGEMENT IMPROVEMENT PROGRAM

More information

CLEAN GREEN & SUSTAINABLE NS1439215

CLEAN GREEN & SUSTAINABLE NS1439215 CLEAN GREEN & SUSTAINABLE NS1439215 1 Contents 2 Introduction Strategic Alignment 1 - Energy Efficiency 2 - Water Management 3 - Fleet and Plant Management 4 - Carbon Offsets 5 - Waste Management Everything

More information

2. CORPORATE POLICIES 2.3 OTHER CORPORATE 2.3.11 Asset Management Policy

2. CORPORATE POLICIES 2.3 OTHER CORPORATE 2.3.11 Asset Management Policy 2. CORPORATE POLICIES Background & Issues Local Government across Australia is facing the challenge of building, operating and maintaining vital infrastructure necessary for the well-being of their communities.

More information

Asset Management Policy. Sutherland Shire Council. Council Online - IM/Policies - Policies & Forms - IM/Policy Asset Management1

Asset Management Policy. Sutherland Shire Council. Council Online - IM/Policies - Policies & Forms - IM/Policy Asset Management1 Asset Management Policy Sutherland Shire Council Council Online - IM/Policies - Policies & Forms - IM/Policy Asset Management1 Document review and approval This document has been approved by Subject matter

More information

Asset Management Plan Overview

Asset Management Plan Overview Council Strategy Asset Management Plan Overview City of Albany 2013 File Ref: CM.STD.6 Synergy Ref: NMP1331749 102 North Road, Yakamia WA 6330 Version: 25/06/2013 PO Box 484, ALBANY WA 6331 Tel: (08) 9841

More information

Asset Management Plan

Asset Management Plan BUILDING Asset Management Plan Version 1 May 2013 Document Control Document ID: Buildings AMP 2013 Rev No Date Revision Details Author Reviewer Approver 1 22 May 2013 JN RG WI Copyright 2012 All rights

More information

Asset Management. Framework and Guidelines. Part 2 - Asset Management Guidelines for Western Australian Local Governments p1.

Asset Management. Framework and Guidelines. Part 2 - Asset Management Guidelines for Western Australian Local Governments p1. Asset Management Framework and Guidelines Part 2 - Asset Management Guidelines for Western Australian Local Governments p1. Contents Foreword 4 Part 1 Asset Management Framework 5 1. Introduction 7 2.

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY ASSET MANAGEMENT STRATEGY Page 1 of 15 TABLE OF CONTENTS 1. INTRODUCTION...3 2. THE ASSET LIFECYCLE...3 2.1 Asset Planning...5 2.2 Asset Creation / Acquisition...6 2.3 Asset Operations...7 2.4 Asset Maintenance...7

More information

Asset Management Plan 2015 Facilities and Transit

Asset Management Plan 2015 Facilities and Transit Asset Management Plan 2015 Facilities and Transit Prepared for Submitted by October 2015 Asset Management Plan Contents Section 1 Executive Summary Table of Content Section 2 Introduction Section 3 State

More information

SUMMARY: COMMUNITY FACILITIES AND PROPERTY ASSET MANAGEMENT PLAN

SUMMARY: COMMUNITY FACILITIES AND PROPERTY ASSET MANAGEMENT PLAN SUMMARY: COMMUNITY FACILITIES AND PROPERTY ASSET MANAGEMENT PLAN Contribution to Council outcomes (AMP Chapter 2) Council s Parks, Swimming Pools, Libraries and Buildings services are provided for the

More information

TEC Capital Asset Management Standard January 2011

TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard January 2011 TEC Capital Asset Management Standard Tertiary Education Commission January 2011 0 Table of contents Introduction 2 Capital Asset Management 3 Defining

More information

City of Canning. Asset Management Strategy 2015 2018

City of Canning. Asset Management Strategy 2015 2018 City of Canning Asset Management Strategy 2015 2018 Document Control Version No Version Date Description TRIM Reference 1.0 11 December 2012 Asset Management Strategy D12/68776 2.0 23 September 2015 Updated

More information

Overall Asset Management Plan

Overall Asset Management Plan Overall Asset Management Plan Adopted by Council 17 August 2009 TABLE OF CONTENTS EXECUTIVE SUMMARY... 3 1 INTRODUCTION... 4 1.1 Legislative Basis for the Plan... 4 1.2 Purpose of the Asset Management

More information

Council Policy: Asset Management

Council Policy: Asset Management Classification: Council Policy: Asset Management Council Policy First Issued: 7 November 2006 Dates of Review: 4 March 2014 Version Number: 2 DW Doc set ID: 459426 Next Review Due: 4 March 2019 Applicable

More information

Revenue and Financing Policy

Revenue and Financing Policy Revenue and Financing Policy Adopted Council 29 June 2012 See following page for policy. Revenue and Financing Policy Section 102(4) (a) of the Government Act 2002 requires each Council to adopt a Revenue

More information

ROADING ASSET MANAGEMENT PLAN

ROADING ASSET MANAGEMENT PLAN ROADING ASSET MANAGEMENT PLAN 1 EXECUTIVE SUMMARY 1.1 Overview This Roading Asset Management Plan (RAMP) follows the format recommended by the National Asset Management Steering Group (NAMS) and is largely

More information

Guide to Integrated Strategic Asset Management

Guide to Integrated Strategic Asset Management Guide to Integrated Strategic Asset Management Issue date: 14 November 2011 Acknowledgements This guide is based on the Australasian Procurement and Construction Council Inc. s (APCC) publication, Asset

More information

TITLE C171 ASSET MANAGEMENT POLICY DEPARTMENT. Engineering Services POLICY DIRECTIVE

TITLE C171 ASSET MANAGEMENT POLICY DEPARTMENT. Engineering Services POLICY DIRECTIVE TITLE C171 ASSET MANAGEMENT POLICY DEPARTMENT Engineering Services POLICY DIRECTIVE This Asset Management policy will ensure that Asset Management is clearly recognised by Council and community in accordance

More information

Rate Setting, Asset Management and Financial Sustainability. A guide for local governments June 2013

Rate Setting, Asset Management and Financial Sustainability. A guide for local governments June 2013 Rate Setting, Asset Management and Financial Sustainability A guide for local governments June 2013 1 Rate Setting, Asset Management and Financial Sustainability A guide for local governments June 2013

More information

CGAM022.1/12/10. Asset Management Improvement Strategy 2010

CGAM022.1/12/10. Asset Management Improvement Strategy 2010 Asset Management Improvement Strategy 2010 Version Control Version No. Date Details Author/s 1.0 July 2009 Adopted Strategy 2.0 October 2010 Update TABLE OF CONTENTS OF CONTENTS 4 OF THE ASSET MANAGEMENT

More information

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 PAGE: 1 REPORT TO: SUBJECT: BY: AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 ASSET MANAGEMENT CHIEF FINANCIAL OFFICER 1. REASON FOR REPORT 1.1 To provide the Audit and Performance Review

More information

Campbelltown City Council Asset Management Strategy 2012-2022

Campbelltown City Council Asset Management Strategy 2012-2022 Campbelltown City Council Asset Management Strategy 2012-2022 Disclaimer This document was first published on 1 July 2012. The information contained in this document is to be considered general in nature

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY SHIRE OF BODDINGTON ASSET MANAGEMENT STRATEGY Version 1 January 2014 Asset Management Strategy Document Control Rev No Date Revision Details Author Reviewer Approver 1 January 2014 Draft Strategy T McCarthy

More information

Glenorchy City Council Asset Management Strategy for Infrastructure Assets

Glenorchy City Council Asset Management Strategy for Infrastructure Assets Glenorchy City Council Asset Strategy for Infrastructure Assets 2014/15 to 2017/18 Version 1.3 June 2014 Glenorchy City Council Asset Strategy for Infrastructure Assets Document Control Document Control

More information

LONDON BOROUGH OF HAVERING

LONDON BOROUGH OF HAVERING LONDON BOROUGH OF HAVERING CORPORATE ASSET MANAGEMENT PLAN 2015-2019 Sections LONDON BOROUGH OF HAVERING CORPORATE ASSET MANAGEMENT PLAN CONTENTS 1 Introduction and Context 2 Corporate Vision 3 Policy

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY ASSET MANAGEMENT STRATEGY Version 3 - Final Adopted 19 February 2013 NAMS.PLUS Burnie City Council Asset Strategy Document Control Document Control NAMS.PLUS Asset www.ipwea.org.au/namsplus Document ID:

More information

10.0 ASSET MANAGEMENT PRACTICES

10.0 ASSET MANAGEMENT PRACTICES 10.0 ASSET MANAGEMENT PRACTICES 10.1 Current Asset Management Practices This section outlines the decision making tools Taupō District Council (TDC) currently uses to determine long term maintenance, renewal

More information

Revenue and Financing Policy

Revenue and Financing Policy Revenue and Financing Policy Objective Provide the funding mechanisms to ensure the equitable distribution of costs to those who benefit, and provide for the financial sustainability of the activities

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY ASSET MANAGEMENT STRATEGY Adopted May 2011 Table of Contents Page 1. Introduction 3 2. Purpose 4 3. Asset Register System 4 4. Asset Management Working Group 4 5. Asset Management Plans 5 6. Condition

More information

Wandering Council Draft Plant Asset Management Plan

Wandering Council Draft Plant Asset Management Plan Wandering Council Draft Plant Asset Management Plan TABLE OF CONTENTS EXECUTIVE SUMMARY... 2 Context... 2 1 INTRODUCTION... 2 1.1 Background... 2 1.2 Goals and Objectives of Asset Management... 3 1.3 Pla

More information

SOL PLAATJE LOCAL MUNICIPALITY

SOL PLAATJE LOCAL MUNICIPALITY SOL PLAATJE LOCAL MUNICIPALITY LONG TERM FINANCIAL PLANNING POLICY 1 P a g e TABLE OF CONTENTS TABLE OF CONTENTS... A 1. INTRODUCTION...1 2. PURPOSE OF THIS DOCUMENT...1 3. DEFINITIONS... 2 4. OBJECTIVES...

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY ASSET MANAGEMENT STRATEGY 2015-2019 The Darebin City Council acknowledges that the general format of this strategy and some content has been developed by the Cardinia Shire Council in their Asset Management

More information

9.1 Draft Revenue and financing policy

9.1 Draft Revenue and financing policy 1. Policy purpose and overview The purpose of the Revenue and financing policy is to provide predictability and certainty about sources and levels of funding available to the council. It explains the rationale

More information

Information Paper 9. Local Government Financial Indicators

Information Paper 9. Local Government Financial Indicators Information Paper 9 Local Government Financial Indicators November, 2006 Introduction Formal financial statements contain a wealth of information. Unfortunately their detail and format often mean it is

More information

Asset Management Plan

Asset Management Plan Asset Management Plan Shire of Woodanilling Version 1 Adopted 12 August 2013 Prepared By: Marie Sorrell Building Asset Management Consultant Opus International Consultants (PCA) Ltd Approved for Release

More information

Draft Revenue and Financing Policy

Draft Revenue and Financing Policy Draft Revenue and Financing Policy Introduction The Local Government Act 2002 (LGA) requires every local authority to adopt a Revenue and Financing Policy and incorporate it into the LTP. The Revenue and

More information

Financial Sustainability Information Paper 8. Long-term Financial Plans

Financial Sustainability Information Paper 8. Long-term Financial Plans Financial Sustainability Information Paper 8 Long-term Financial Plans Revised January 2012 Introduction This Information Paper is one of a series of Information Papers about Financial Sustainability and

More information

FINANCIAL REPORT AND ACCOUNTS 2012

FINANCIAL REPORT AND ACCOUNTS 2012 Overall Position for 2012 Income and Expenditure SUMMARY OF FINANCIAL REPORT AND ACCOUNTS 2012 The States ended the year in a good position, with higher income than budgeted, and lower expenditure than

More information

STRATEGIC ASSET MANAGEMENT PLAN

STRATEGIC ASSET MANAGEMENT PLAN STRATEGIC ASSET MANAGEMENT PLAN (As at ) Strategic Asset Management Plan Version 7 Document Control Document ID: Rev No Date Revision Details Author Reviewer Approver 1 April 2010 Draft Asset and Infrastructure

More information

Significant Forecasting Assumptions

Significant Forecasting Assumptions Significant Forecasting Assumptions Budget and Forecasting Assumptions and Risk Assessment Schedule 10 of the Local Government Act 2002 requires that the Council identifies the significant forecasting

More information

Procurement of Goods, Services and Works Policy

Procurement of Goods, Services and Works Policy Procurement of Goods, Services and Works Policy Policy CP083 Prepared Reviewed Approved Date Council Minute No. Procurement Unit SMT Council April 2016 2016/0074 Trim File: 18/02/01 To be reviewed: March

More information

Plant Equipment and Emergency Services Asset Management Plan

Plant Equipment and Emergency Services Asset Management Plan Kyogle Council Plant Equipment and Emergency Services Asset Management Plan Version 2.01 May 2012 Document Control Plant Equipment and Emergency Services Asset Management Plan Document ID: kyogle_plant_amp_v2

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

10.0 ASSET MANAGEMENT PRACTICES

10.0 ASSET MANAGEMENT PRACTICES 10.0 ASSET MANAGEMENT PRACTICES 10.1 Current Asset Management Practices This section outlines the decision making tools Taupō District Council (TDC) currently uses to determine long term maintenance, renewal

More information

A Guide For Preparing The Financial Information Component Of An Asset Management Plan. Licensing, Monitoring and Customer Protection Division

A Guide For Preparing The Financial Information Component Of An Asset Management Plan. Licensing, Monitoring and Customer Protection Division A Guide For Preparing The Financial Information Component Of An Asset Management Plan Licensing, Monitoring and Customer Protection Division July 2006 Contents 1 Important Notice 2 2 Scope and purpose

More information

Financial Management (Sustainability) Guideline 2013 Version 1.1

Financial Management (Sustainability) Guideline 2013 Version 1.1 Financial Management (Sustainability) Guideline 2013 Version 1.1 For the purposes of explaining the concept of sustainability and to provide guidance for calculating the relevant financial sustainability

More information

ASSET MANAGEMENT STRATEGY

ASSET MANAGEMENT STRATEGY Wattle Range Council ASSET MANAGEMENT STRATEGY Version February 2014 V1 Wattle Range Council Asset Management Strategy Document Control Document Control NAMS.PLUS Asset Management www.ipwea.org.au/namsplus

More information

Insurance management policy and guidelines. for general government sector, September 2007

Insurance management policy and guidelines. for general government sector, September 2007 Insurance management policy and guidelines for general government sector September 2007 i Contents 1. Introduction... 2 2. Identifying risk is the first step... 2 3. What is risk?... 2 4. Insurance is

More information

Asset Management Strategy

Asset Management Strategy Asset Management Strategy City of Stonnington April 2011 Odysseus-imc Pty Ltd APPROVAL FUNCTION NAME DATE Checked by S. Muir 4 Mar 2011 Reviewed by T. Griffin 6 Mar 2011 Approved by S. Muir 4 April 2011

More information

10.0 ASSET MANAGEMENT PRACTICES

10.0 ASSET MANAGEMENT PRACTICES 10.0 ASSET MANAGEMENT PRACTICES 10.1 Current Asset Management Practices This section outlines the decision making tools Taupō District Council (TDC) currently uses to determine long term maintenance, renewal

More information

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology

2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology 2017 19 TasNetworks Regulatory Proposal Expenditure Forecasting Methodology Version Number 1 26 June 2015 Tasmanian Networks Pty Ltd (ACN 167 357 299) Table of contents 1 Introduction... 1 2 Meeting our

More information

Draft Property and Facilities Asset Management Plan 2015-2025

Draft Property and Facilities Asset Management Plan 2015-2025 Draft Property and Facilities Asset Management Plan 2015-2025 \ PROPERTY & FACILITIES Asset Management Plan 2015-2025 Authors: Michael Homan, Property and Facilities Asset Manager Ian Littleworth, Manager

More information

STRATEGIC ASSET MANAGER POSITION & PERSON DESCRIPTION February 2015

STRATEGIC ASSET MANAGER POSITION & PERSON DESCRIPTION February 2015 GENERAL Position & Person Descriptions form an important part of an integrated planning process to ensure that individual performance, and the required outputs and outcomes, align with the strategic and

More information

ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD

ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD ROADS ALLIANCE ASSET MANAGEMENT COMMUNIQUÉ AUGUST 2010 LOCAL GOVERNMENT ASSOCIATION OF QUEENSLAND LTD Contents 4 Glossary 6 Background 9 Purpose of Communiqué 9 Australian and State Government Drivers

More information

Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy

Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy Attachment 20.27 SA Power Networks: Network Program Deliverability Strategy Network Program Deliverability Strategy 2015-20 Regulatory Control Period SA Power Networks www.sapowernetworks.com.au Internal

More information

Guildford Institute Strategic Plan to 2020

Guildford Institute Strategic Plan to 2020 Guildford Institute Strategic Plan to 2020 Foreword The objects of the Institute are set out in its Memorandum of Association [Art3]. They may be summarised as follows: To promote and advance the education

More information

LONG TERM FINANCIAL PLAN. TEN YEAR PLAN 2012-13 to 2021-22

LONG TERM FINANCIAL PLAN. TEN YEAR PLAN 2012-13 to 2021-22 LONG TERM FINANCIAL PLAN TEN YEAR PLAN 2012-13 to 2021-22 The City of Darwin Long Term Financial Plan Civic Centre 17 Harry Chan Avenue DARWIN NT 0800 GPO Box 84 DARWIN NT 0801 Phone: 08 8930 0300 Fax:

More information

A Risk Management Standard

A Risk Management Standard A Risk Management Standard Introduction This Risk Management Standard is the result of work by a team drawn from the major risk management organisations in the UK, including the Institute of Risk management

More information

REVENUE AND FINANCING POLICY

REVENUE AND FINANCING POLICY First adopted: 2004 Revision dates/version: Version 5 Next review date: November 2017 Engagement required: The Council will develop a proposal, make this available to the public, allow written submissions

More information

A Proud Community Growing Together

A Proud Community Growing Together A Proud Community Growing Together Melton City Council Asset Management Plan 2014-2018 1.0 Executive Summary Asset Management Plan 13 1.1 Purpose (The Asset Management Plan) 13 1.2 Asset Types in the City

More information

Asset Management Policy

Asset Management Policy Asset Management Policy July 2014 Purpose The purpose of this Asset Management Policy is to guide sustainable management of Council s assets to meet current and future community needs. Scope Council's

More information

10.0 ASSET MANAGEMENT PRACTICES. Table of Contents

10.0 ASSET MANAGEMENT PRACTICES. Table of Contents 10.0 ASSET MANAGEMENT PRACTICES Table of Contents 10.0 ASSET MANAGEMENT PRACTICES... 119 10.1 Current Asset Management Practices... 120 10.2 Asset Management Processes... 120 10.2.1 Attribute data collection

More information

Asset Management Strategy. High-performing and sustainable assets

Asset Management Strategy. High-performing and sustainable assets Asset Management Strategy High-performing and sustainable assets DISTRIBUTION SCHEDULE Revision No. Date Distribution Reference R1.0 19 September 2012 R1.1 25 September 2012 Issued to KPMG for review R1.2

More information

Asset and Development Coordinator

Asset and Development Coordinator Department: Section: Location: Works and Services Technical Services City Offices Position Overview The is a critical role within Council s Technical Services section of the Works and Services Department

More information

Revenue and Financing Policy

Revenue and Financing Policy Revenue and Financing Policy The Revenue and Financing Policy explains how the Council funds each activity it is involved in and why. Council provides a number of distinct activities and services to its

More information

Asset Management Plan

Asset Management Plan Wandering Shire Council Roads Asset Management Plan TABLE OF CONTENTS 1 Executive Summary... 2 Context... 2 Questions you may have... 4 2. INTRODUCTION... 5 2.1 Background... 5 2.2 Goals and objectives

More information

ENTERPRISE RISK M A NAGEMENT POLICY

ENTERPRISE RISK M A NAGEMENT POLICY Tablelands Regional Council ENTERPRISE RISK M A NAGEMENT POLICY Draft Final Policy No: PD 3.3.1 File ref: PD 3.3.1 Policy Section: INSURANCE AND RISK MANAGEMENT Version: 1 Date Adopted: 7 July 2010 Review

More information

Customer Service Strategy. Delivering a high standard of customer service, consistently

Customer Service Strategy. Delivering a high standard of customer service, consistently Customer Service Strategy Delivering a high standard of customer service, consistently Table of Contents Background...1 Introduction...1 Purpose and Scope...2 Our District...2 Our Customers...3 Our Commitment...3

More information

Position Description. Te Aho o Te Kura Pounamu. Purpose Statement

Position Description. Te Aho o Te Kura Pounamu. Purpose Statement Position Description Te Aho o Te Kura Pounamu Position: Team: Finance Wahanga: Operations and Performance Location: Wellington Reporting to: Manager, Finance Salary range: Hay Level 17 Purpose Statement

More information

HIGHWAY INFRASTRUCTURE ASSET MANAGEMENT STRATEGY

HIGHWAY INFRASTRUCTURE ASSET MANAGEMENT STRATEGY HIGHWAY INFRASTRUCTURE ASSET MANAGEMENT STRATEGY 16 November 2015 Highway Infrastructure Asset Management Strategy Contents Introduction 1.0 The Need for Asset Management 1.1. Background 1.2. Aims and

More information

PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT

PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT PROGRESS THROUGH PARTNERSHIP MAKING A DIFFERENCE GUIDANCE PERFORMANCE MANAGEMENT FRAMEWORK AND CONTINUOUS IMPROVEMENT July 2014 Contents Page Introduction 3 What is continuous improvement? 4 Why do we

More information

Sustaining Local Assets. Local government asset management policy statement

Sustaining Local Assets. Local government asset management policy statement Sustaining Local Assets Local government asset management policy statement December 2003 ISBN 0 646 42106 9 Authorised by the Victorian Government Address: Local Government Victoria Department for Victorian

More information

Subordinate Local Law No. 1.12 (Operation of Temporary Entertainment Events) 2015

Subordinate Local Law No. 1.12 (Operation of Temporary Entertainment Events) 2015 Redland City Council Subordinate Local Law No. 1.12 (Operation of Temporary Entertainment Events) 2015 Redland City Council Subordinate Local Law No. 1.12 (Operation of Temporary Entertainment Events)

More information

Asset Management Policy

Asset Management Policy Printed copies of this document are uncontrolled. Before using this printed copy, check Council's Intranet to verify that this is a current copy. Asset Management Policy Reference Number: 4.7 Classification:

More information

Asset management policy

Asset management policy Asset management policy POL-C-002 Version 3.1 26 February 2007 Contents 1. Title... 3 2. Introduction... 3 3. Scope... 3 4. Principles and guidelines... 3 5. Definition of responsibilities... 10 6. References...

More information

10.0 ASSET MANAGEMENT PRACTICES

10.0 ASSET MANAGEMENT PRACTICES 10.0 ASSET MANAGEMENT PRACTICES 10.1 Current Asset Management Practices This section outlines the decision making tools Taupo District Council (TDC) currently uses to determine long term maintenance, renewal

More information

Buildings and Structures Asset Management Plan

Buildings and Structures Asset Management Plan SHIRE OF CUNDERDIN Buildings and Structures Asset Management Plan Version 1.2 November 2011 SHIRE OF CUNDERDIN ASSET CATEGORY ASSET MANAGEMENT PLAN Document Control Asset Management for Small, Rural or

More information

Performance audit report. Ministry of Education: Management of the school property portfolio

Performance audit report. Ministry of Education: Management of the school property portfolio Performance audit report Ministry of Education: Management of the school property portfolio Office of the Auditor-General Private Box 3928, Wellington Telephone: (04) 917 1500 Facsimile: (04) 917 1549

More information

NSW Community Housing Asset Management Policy August 2014

NSW Community Housing Asset Management Policy August 2014 NSW Community Housing Asset Management Policy August 2014 Document approval The has been endorsed and approved by: Leonie King Executive Director, CAPMH Approved: August 2014 August 2014 2 Table of contents

More information

REVENUE AND FINANCING POLICY

REVENUE AND FINANCING POLICY REVENUE FINANCING POLICY BACKGROUND The Revenue and Financing Policy describes who pay s for the Council s activities and how these will be funded. The Local Government Act 2002 (the Act) sets out the

More information

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015)

LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) BACKGROUND ANALYSIS: LIONS CLUBS NEW ZEALAND MULTIPLE DISTRICT 202 FORWARD ACTION PLAN (April 2015) In spite of the now universal recognition that we need new members we have continued to experience an

More information

16. ASSET MANAGEMENT POLICY

16. ASSET MANAGEMENT POLICY 16. ASSET MANAGEMENT POLICY Asset Management Policy Document No.: WT-HRM-16.00 Approved By: Council Issue No.: 1.00 Approved On: 10 June 2014 Responsibility: Infrastructure Services Department Review Date:

More information

JOB DESCRIPTION. Team Leader Fleet Engineering. Environment & Sustainable Communities / Highways. Transport Operations / Vehicle Fleet & Depot

JOB DESCRIPTION. Team Leader Fleet Engineering. Environment & Sustainable Communities / Highways. Transport Operations / Vehicle Fleet & Depot JOB DESCRIPTION JOB TITLE: DIRECTORATE: SECTION: GRADE: Team Leader Fleet Engineering Environment & Sustainable Communities / Highways Transport Operations / Vehicle Fleet & Depot BBCU11 DATE PREPARED:

More information

South Somerset District Council

South Somerset District Council South Somerset District Council Asset Management Strategy 2014-2017 Contents Foreword... 2 Introduction and Purpose... 3 Aims... 3 Our Asset Portfolio... 4 Asset Values and Costs... 5 Performance Measurement...

More information

JOB DESCRIPTION. TITLE: Corporate Property Manager SALARY RANGE: 55,000-70,000

JOB DESCRIPTION. TITLE: Corporate Property Manager SALARY RANGE: 55,000-70,000 TITLE: Corporate Property Manager SALARY RANGE: 55,000-70,000 JOB DESCRIPTION DEPARTMENT: Property Management Services REGION: North East / North West / Midlands / London / South ACCOUNTABILITIES: The

More information

COUNCIL POLICY Smoke Free Areas Policy

COUNCIL POLICY Smoke Free Areas Policy 1 PURPOSE Purpose of this Policy is to provide the Burnie City Council s position in relation to protecting the community against the harmful effects of exposure to tobacco smoke. This Policy a) expresses

More information

ASSET CAPITALISATION AND MATERIALITY THRESHOLDS Financial Management Policy

ASSET CAPITALISATION AND MATERIALITY THRESHOLDS Financial Management Policy ASSET CAPITALISATION AND MATERIALITY THRESHOLDS Financial Management Policy Policy classification Statutory Policy number: 7.29 Responsible Manager/ Department Manger, Finance & Customer Service Policy

More information

DEVELOPMENT OF THE AUCKLAND CITY COUNCIL CLOSED LANDFILL ASSET MANAGEMENT PLAN

DEVELOPMENT OF THE AUCKLAND CITY COUNCIL CLOSED LANDFILL ASSET MANAGEMENT PLAN DEVELOPMENT OF THE AUCKLAND CITY COUNCIL CLOSED LANDFILL ASSET MANAGEMENT PLAN Alice Thompson and Renate Timm (City Design Ltd.) Garry Peters (Auckland City Council) Introduction The Auckland City Closed

More information

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218 Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You

More information

AUCKLAND TRANSPORT ASSET MANAGEMENT FRAMEWORK

AUCKLAND TRANSPORT ASSET MANAGEMENT FRAMEWORK AUCKLAND TRANSPORT ASSET MANAGEMENT FRAMEWORK April 2011 Contents 1 Introduction... 1 The purpose of the Asset Management framework... 1 Overview of the asset management activity... 2 2 Auckland Transport

More information

Long Term Financial Plan 2014 2023 Adopted December 2013

Long Term Financial Plan 2014 2023 Adopted December 2013 Long Term Financial Plan 2014 2023 Adopted December 2013 District Council of Mallala CONTENTS 1 Introduction 1 2 Planning Framework 2 3 Assumptions 7 4 Summary & Financial Statements 10 Estimated Comprehensive

More information

Project Evaluation Guidelines

Project Evaluation Guidelines Project Evaluation Guidelines Queensland Treasury February 1997 For further information, please contact: Budget Division Queensland Treasury Executive Building 100 George Street Brisbane Qld 4000 or telephone

More information

City of Holdfast Bay. Long Term Financial Plan 2012/13 2031/32

City of Holdfast Bay. Long Term Financial Plan 2012/13 2031/32 City of Holdfast Bay Long Term Financial Plan 2012/13 2031/32 1 Framework The Local Government Act requires councils to have strategic management plans which must address: the sustainability of its financial

More information

The Key Performance Indicator Evaluation Process (KPI Process)

The Key Performance Indicator Evaluation Process (KPI Process) The Key Performance Indicator Evaluation Process (KPI Process) Aims Continuous improvement Quantitative and qualitative consultant, contractor and supply chain evaluation Identification and commendation

More information