Beruflich Dokumente
Kultur Dokumente
STRATEGY
Adopted
May 2011
Table of Contents
Page
1. Introduction 3
2. Purpose 4
6. Condition Inspections 6
8. Project Prioritisation 7
9. Council Plan, 10 Year Long Term Financial Plan (LFTP) and Annual Budget 8
Appendix A 13
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1. INTRODUCTION
Moira Shire Council is responsible for an extensive range of infrastructure assets. It
is faced with the ongoing dilemma of what resources and funds need be provided to
ensure these assets continue to provide the required services to its community in the
most cost effective manner for the present and future.
There are a number of factors that require Council to critically assess the way in
which it manages these assets. These include:
Council has adopted an Asset Management Policy that provides the vision and
direction for asset management in Moira Shire.
This strategy details how that vision and direction is being addressed now and how it
will be achieved in the future.
Best Practice
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2. PURPOSE
The strategy is provided to record existing asset management practices to ensure
they are applied consistently across the organisation and supported by a continuous
improvement action plan.
Conquest is used to identify financial status, i.e. depreciation, replacement cost and
disposals of individual assets in any asset group. It is also used to record
maintenance work record on any asset and keep a history of inspections and
completed works.
The majority of Councils asset types have also been mapped on a GIS database,
using Moira Integrated Data Access System (MIDAS) and MapInfo to enable ready
identification of the asset.
The AMWG will report on a maximum quarterly basis to the executive staff who in
turn will report progress to the Council. The AMWG comprises:
Manager Assets;
Manager Finance;
Manager Governance;
Manager Operations;
Manager Community Development
Manager Infrastructure Planning;
Director Community Sustainability; and
Director Infrastructure Services.
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The role of the AMWG is to:
roads;
bridges;
footpaths;
kerb and channel;
buildings;
swimming pools;
recreation reserves;
transfer stations; and
landfills.
1. introduction;
2. levels of service;
3. future demand;
4. asset portfolio;
5. risk management (routine maintenance plan);
6. acquisition plan;
7. operations and maintenance;
8. renewals/replacements;
9. disposals;
10. financial summary; and
11. monitoring and improvement program.
Levels of service described in the initial AMPs are general, predominantly proposing
that the status quo remains.
The unit costs in AMPs will be reviewed on a two-year basis to incorporate changes
to asset replacement costs. A detailed review of the AMPs will be undertaken via the
AMWG every four years to identify changes to Councils requirements for any asset
or group of assets.
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As these AMPs are reviewed, general features of each asset type will be identified
and public comment will be sought to determine whether the features that the public
expect in the asset are available.
6. CONDITION INSPECTIONS
A significant part of asset management is the identification of the remaining life of an
asset (condition assessment) and hence its written down value; this leads to the
determination of renewal funding (for budgetary purposes) to ensure each asset
remains operational. Methodologies are in place to determine the condition of the
following assets on a repeatable basis:
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7. DETERMINATION OF LEVELS OF SERVICE
In order to assess how well an asset meets a level of service required by the
community, Council has developed a methodology entitled Customer Centred
Assessment of Levels of Service (CCALS).
This process has been carried out for public toilets. The results are presented in the
Revised Public Toilet Asset Management Plan. A full description of the methodology
is provided in this report and is available on the intranet under Department - Assets.
Once established for an asset group, a review of the levels of service will only be
carried out across the whole group, if the AMWG and CMT identify that a review is
necessary due to changing requirements of the community.
8. PROJECT PRIORITISATION
Council has limited funds to meet the desires of the community. In order to ensure
that funds are well directed to the renewal and upgrade of existing assets and the
creation of new assets, Council has developed a Project Prioritisation Assessment
Model (PPAM) to determine what capital projects provide best value for money,
based on:
The results of PPAM are presented to Council for consideration as part of the annual
budget process.
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9. COUNCIL PLAN, 10 YEAR LONG TERM
FINANCIAL PLAN (LTFP) AND ANNUAL
BUDGET
Council has a long term financial plan that enables it to review its borrowing strategy,
capital investment, notional reserves, capital works program, the range and level of
services provided and the revenue raising strategy. This is a financial tool maintained
by the Finance Department. Asset management provides input into the LTFP
through:
These inputs are reviewed yearly, as part of the annual budget process.
Levels of service must be taken into account when considering asset disposal.
asset registers;
asset classification;
inspection frequencies (to determine defects and risk);
defect identification and risk assessment methodology; and
response times.
Moira Shire Council has adopted the following risk management plans:
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12. STAFF ROLES AND RESPONSIBILITIES
Asset management involves the participation of and is the responsibility of the
council, executive and all Council staff.
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Party/Parties Roles and Responsibilities
Ensure service delivery and standards are met
Implement asset risk inspection regimes
Implement asset renewal and maintenance plans including provision of information
for updating asset registers
Manage and commission capital renewal, upgrade and new projects
Report on service delivery performance
Service Delivery
Providers Recommend lifecycle management parameters including useful life, degradation
curves, renewal unit costs and routine maintenance programs for upgraded and new
assets
Recommend changes to service levels
Provide recommendations on acquisition, creation, maintenance, upgrades,
renewals, retirements and disposals
Promote and raise staff asset management awareness
The updated strategy will then be submitted to Council by the nominated expiry date
for consideration and adoption.
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14. IMPROVEMENT AND ACTION PLAN
The Federal Government has adopted a National Asset Management Assessment
Framework (NAMAF) to enable Councils to undertake an assessment of their asset
management maturity.
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The MAV, as part of the Regional Asset Management & Services Program (formerly
MAV STEP Program), has established that 100 percent Core Asset Management
Maturity be achieved by December 2012.
To achieve this, the following five actions have been identified as the immediate
priorities.
Action 1: Submit reviewed Asset Management Policy to CMT and Council for adoption
Further improvement actions have also been identified and are listed in Appendix A.
Over the last four years, Council has identified the renewal funding required to
ensure assets at intervention eight remain in service.
Ongoing monitoring will be carried out to assess Councils sustainability using the
various best practice tools.
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Appendix A
Date
Improvement Opportunities Priority
Completed
Submit reviewed AM Policy to CMT & Council for adoption 1
Review the initial Asset Management Plans over the next 24 months to 3
ensure all core level requirements are included, especially upgrades
identified in strategic documents.
Ensure that the Annual Report reviews the performance of the Council 6
against its strategic objectives and explains variations between the
budget and actual results and how these variations impact on the
Strategic Longer Term Plan.
Develop a process that will ensure that the Annual Report includes 7
details of any major changes in functions of the Council, organisation
structure and/or policy initiatives and how these changes might impact
on Councils Strategic Longer Term Plan.
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Date
Improvement Opportunities Priority
Completed
Include Community and Technical Levels of Service in each AM Plan 16
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