BUILDING ASSET MANAGEMENT PLAN (BAMP) · CITY OF GREATER GERALDTON - BUILDING ASSET MANAGEMENT PLAN...

BUILDING

ASSET MANAGEMENT PLAN

(BAMP)

Version 1.0 – January 2012

rebekaht

Typewritten Text

CI011 ATTACHMENT 4 of 4

CITY OF GREATER GERALDTON - BUILDING ASSET MANAGEMENT PLAN V1.0

Document Control

Adoption Date:

Adoption Reference: Item

Rev No Date Revision Details Author Reviewer Approver

1.0 31/1/2012 1st Draft KF MA


TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ........................................................................................ 1 Purpose of the Plan ................................................................................................ 1 What City of Greater Geraldton Provides ................................................................ 2 What Does It Cost? ................................................................................................ 2 Plan for the Future – Strategic Community Plan 2011-2021 ................................... 2 Measuring our Performance ................................................................................... 3 The Next Steps ....................................................................................................... 3

2. INTRODUCTION .................................................................................................... 4 2.1 Background ..................................................................................................... 4 2.2 Goals and Objectives of Asset Management ................................................... 6 2.3 Plan Framework ............................................................................................... 7 2.4 Core and Advanced Asset Management .......................................................... 9

3. LEVELS OF SERVICE (LoS) ................................................................................. 9 3.1 Understanding Levels of Service...................................................................... 9 3.2 Customer Research and Expectations ............................................................. 9 3.3 Legislative Requirements ................................................................................. 9 3.5 Desired Levels of Service .............................................................................. 12

4. FUTURE DEMAND .............................................................................................. 13 4.1 Demand Forecast .......................................................................................... 13 4.2 Population Growth ......................................................................................... 13 4.3 Demand Management Plan ........................................................................... 14

5. LIFECYCLE MANAGEMENT PLAN .................................................................... 14 5.1 Background Data ........................................................................................... 15 5.1.1 Physical parameters ............................................................................... 15 5.1.3 Asset condition ....................................................................................... 19 5.1.4 Asset valuations ..................................................................................... 22 5.2 Risk Management Plan .................................................................................. 23 5.3 Routine Maintenance Plan ............................................................................. 23 5.3.1 Maintenance plan ................................................................................... 23 5.3.2 Standards and specifications.................................................................. 24 5.3.3 Summary of future maintenance expenditures ....................................... 24 5.4 Renewal/Replacement Plan ........................................................................... 24 5.4.1 Renewal plan ......................................................................................... 25 5.4.3 Summary of future renewal expenditure ................................................. 25 5.5 Creation/Acquisition/Upgrade Plan ................................................................ 27 5.5.1 Selection criteria..................................................................................... 27 5.5.3 Summary of future upgrade/new assets expenditure .............................. 28 5.6 Disposal Plan ................................................................................................. 28

6. FINANCIAL SUMMARY ....................................................................................... 29 6.1 Financial Statements and Projections ............................................................ 29 6.1.1 Sustainability of service delivery ............................................................. 29 6.2 Funding Strategy ........................................................................................... 30 6.3 Valuation Forecasts ....................................................................................... 30 6.4 Key Assumptions made in Financial Forecasts .............................................. 31

7. ASSET MANAGEMENT PRACTICES ................................................................. 32 7.1 Accounting/Financial Systems ....................................................................... 32 7.2 Asset Management Systems ......................................................................... 32 7.3 Information Flow Requirements and Processes ............................................. 32 7.4 Standards and Guidelines .............................................................................. 33

8. PLAN IMPROVEMENT AND MONITORING ........................................................ 34 8.1 Performance Measures .................................................................................. 34 8.2 Improvement Plan .......................................................................................... 34


8.3 Monitoring and Review Procedures ............................................................... 35 REFERENCES .............................................................................................................. 36 ABBREVIATIONS ........................................................................................................ 37 GLOSSARY .................................................................................................................. 38

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1. EXECUTIVE SUMMARY

Purpose of the Plan

This Building Asset Management Plan (BAMP) is part of a suite of Asset Management Plans including; Transport Asset Management Plan (Roads, Paths, Bridges, Lighting) Parks & Recreation Asset Management Plan.

The City of Greater Geraldton (CGG) is custodian of an extensive range of community assets that it provides to facilitate the delivery of its services to the community. Buildings are an important component of Council’s asset portfolio and represents 24% of the City’s infrastructure assets.

This Building Asset Management Plan has been developed to guide and demonstrate Council’s responsible and sustainable management of Building Assets and to communicate strategies and funding required to provide building asset related levels of service.

Council will use this Building Asset Management Plan (BAMP), along with other Asset Management Plans, to balance levels of service, community expectations and affordability of its assets and services. With the ever present push for Council to provide new services and build new assets and the limited resources to maintain existing assets, it is believed that if the council is aware of such issues as a funding shortfall, more informed decisions can be made in the future in respect of the distribution of funds between the tasks of maintaining, refurbishing, renewal and building new assets.

The management plan is broadly based on the IPWEA NAMS.PLUS asset management guidelines which have been developed to provide a nationally consistent approach to Asset Management Plans.

This Plan is Council’s first Building Asset Management Plan. It has been developed considering the available information and asset data for Building Assets across the newly formed City of Greater Geraldton. As the approach becomes more advanced specific renewal plans will be developed for major buildings, reasons for holding buildings will be challenged, whole of life costs and community benefits assessed and alternative solutions considered.

All CGG Asset Groups

Buildings $146M 24%

Roads $344M 57%

Bridges $5.5M 1%

Paths $21.7M 4%

Drainage $53M 9%

Parks $29M 5%

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What City of Greater Geraldton Provides

The City of Greater Geraldton provides a network of buildings to enable the delivery of services and enhance community activities.

The portfolio of 215 buildings includes buildings associated with administration offices, community halls, public toilets, library, theatre, caravan park, swimming pools, senior citizens centre, youth centre, childcare, depots & operational buildings, staff accommodation, heritage buildings and a range of buildings to support community organisations.

This BAMP does not include buildings owned, constructed and maintained by tenants, the Old Railway Building (Marine Terrace) or the Eastward Rd Depot. Due to vastly different approaches taken by the pre-amalgamation councils, we now provide significantly different levels of service to various groups and clubs. A considerable number of clubs are built on reserves but not under the care of Council, generally the land only is leased to the tenant who construct and maintain their own buildings. Yet other sporting and community groups are located on reserves with management agreements in place where Council owns and maintains the buildings.

What Does It Cost?

Many of the City’s assets are specialist buildings for which there is no real Market Value (MV) hence the best indicator of value is the Current Replacement Cost (CRC) which is currently estimated at $146M. The land value component, contents and buildings constructed by tenants on leased land are not included.

The purpose of this BAMP is to assess the condition of buildings and the associated impact of their deterioration; and the budget to ensure that replacement is timely and appropriate. Using straight line depreciation and useful life of 50yrs (2% depreciation) the renewal allocation should be around $3M per annum.

Other factors influence funding demand such as changes in usage, service reviews, changes to regulations and standards etc. for these reasons demand does not always compare favourably to the averaged annual renewal figure and adjustments need to be made based on current and anticipated circumstances. Buildings are expensive and lead-in times are long. Any unallocated renewal funding needs to be retained in a building renewal/replacement reserve for future years when demand for renewals may be higher or alternatively Council must budget for peak replacement costs. This is reflected in Council Policy CP014 Financial Sustainability - item v. Renewal Investment which aims to fund 100% of consumption (depreciation) by 2022.

There are two key indicators of cost to provide the building infrastructure service.

The life cycle cost being the cost of the asset throughout its life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.

The total maintenance and capital renewal expenditure required to deliver existing service levels in the next 10 years covered by Council’s long term financial plan.

The total maintenance and capital renewal expenditure required to provide the Building Asset service over the next 10 years is estimated at $25.5M renewal plus maintenance $3.6M. (Total $29.1M) This is an average of $2.91M per annum.

Plan for the Future – Strategic Community Plan 2011-2021

Council plans to operate and maintain the building infrastructure network to achieve the following strategic objectives.

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1. Ensure the building infrastructure network is maintained at a safe and functional standard as set out

in this BAMP.

2. Outcome 4.4: Infrastructure that meets community growth needs and aspirations

3. Strategy 4.4.1: Maintain efficient asset management by moving towards full asset renewal funding

including depreciation 4. Strategy 4.4.3: Effectively plan and prioritise investment in capital expenditure to ensure an

appropriate balance across economic, environmental, social, recreational and cultural assets.

Measuring our Performance

Quality Building assets will be maintained in a reasonably usable condition. Building fabric and fittings will be maintained in a safe, useable condition fitting to the purpose of the building. A building importance/criticality hierarchy will be developed to determine the level of importance and standard required from each building type.

Function Our intent is that an appropriate Building network is maintained in partnership with current users and stakeholders to meet current and future needs.

Buildings will be maintained at a safe level and associated signage and equipment be provided as needed to ensure public safety. We need to ensure key functional objectives are met:

The building is fit for purpose and be fully operational.

Effective management of Council assets.

A built environment that is maintained and developed for the benefit of the community.

Safety In future we propose that council will inspect all CGG owned and managed buildings regularly and prioritise and repair defects in accordance with our inspection schedule to ensure they are safe.

The Next Steps

The actions resulting from this asset management plan are:

Establish a building importance/criticality hierarchy.

Improving the accuracy, quality and timelines of asset data collected and updated into the asset register.

Establish a process for ‘horizon planning’; capital works justification & prioritisation for implementing investment in new building assets. Whole of life costs shall be considered in the planning & design phase of construction.

Engaging with stakeholders and building users to establish and verify the current and desired levels of service.

A systematic assessment of building assets to establish a risk register should be conducted.

A review of the leases and agreements governing city owned buildings shall be undertaken to clearly define the maintenance and renewal responsibilities of the tenant and Council.

Reinstate the Asset Management Working Group (AMWG) to assist in a co-ordinated and integrated approach across the organisation to Asset Management and capital works implementation and prioritisation.

Interrogate the City’s Strategic Community Plan to determine its legitimacy with respect to future infrastructure requirements.

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2. INTRODUCTION

2.1 Background

This asset management plan is to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.

This BAMP is to be read with the following associated planning documents:

CGG Strategic Community Plan 2011-2021

Council Policy CP 004 Asset Management

Council Policy CP 014 Financial Sustainability

Council Policy CP 006 Risk Management

Council Policy CP 005 Integrated Strategic Planning Framework

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Table 2.1. Assets covered by this Plan

Asset Category Number Replacement Value ($M)

Administration

Those building assets used for the function of Council

Administration

3 $20 M

Community & Arts

Assets which Council provides for community use, including

halls, the arts, seniors, community interaction

17 $48 M

Sport Recreation & Leisure

Sporting clubs and leisure facilities

42 $38 M

Services

Fire stations, family day care, health clinics

19 $5.4 M

Airport

Building assets involved with airport operations

13 $14 M

Amenity

Provision of basic services to the community, such as toilet facilities, rubbish disposal

48 $6 M

Utility

The assets that support Council’s operational and field activities, such as depots & workshops

35 $2.6 M

Heritage

Assets on the State Heritage List

11 The Art Gallery is Heritage listed,

however is included in Community & Arts due to it’s

function

$7.4 M

Property Management

Those assets Council has on tenure or lease arrangements

with a third party. Staff housing, Sail Inn, SES Depot

27 $4.75 M

Temporary

Those assets which have a limited future life in their current

form due to planned site redevelopment, refurbishment or

the transfer of functions

TOTAL 215 $146.6 M

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2.2 Goals and Objectives of Asset Management

The Council exists to provide services to its community with buildings providing venues for many of these services. Council has acquired infrastructure assets by purchase, by contract, construction by council and by donation of assets constructed by developers and others to meet increased levels of service.

Council’s goal in managing infrastructure assets is to meet the required level of service in the most cost effective manner for present and future consumers. The key objectives of infrastructure asset management are:

Taking a life cycle approach,

To assist in understanding the impact of the services provided on Council’s financial resources,

Provide input into long term financial plans,

Support funding applications,

Developing cost-effective management strategies for the long term,

Providing a defined level of service and monitoring performance, and implementing initiatives to improve efficiency and effectiveness,

Understanding and meeting the demands of growth through demand management and infrastructure investment,

Managing risks associated with asset failures,

Sustainable use of physical resources,

Continuous improvement in asset management practices.1

This asset management plan is prepared under the direction of Council’s vision, mission, goals and outcomes.

Council’s Vision is:

A creative city-region which has a prosperous, diverse and sustainable community within an attractive Western Australian setting.

In working towards this vision, the City of Greater Geraldton will:

Leverage our resources to provide a positive lasting legacy for all members of our community

Be recognised as a powerhouse of the new economy, a community which people recognise for its vibrancy and amazing transformation. It will be a preferred choice to live, work and play.

By 2021, have the capacity to sustain a population of 80,000 to 100,000 people. It will be the focal point for an active and vibrant region containing significant district centres to the north, south and hinterland.

By 2050, be Western Australia’s primary regional city and a centre of global significance.

Council’s Mission is:

A leading organisation that works in partnership with the community, industry and government to plan and provide quality services and infrastructure in a sustainable environment.

1 IIMM 2011 Sec 4.6

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Relevant Council goals and objectives and how these are addressed in this asset management plan are:

Table 2.2. Council Goals and how these are addressed in this Plan

Goal Outcome Strategy

Goal 4: Opportunities for Sustainability

The City will develop new and revitalised urban communities founded on the principles of sustainable development, to cater for expected population growth. The protection and management of our natural environment and resources will be a key driver. Infrastructure development and renewal will continue to be significant in terms of supporting an increased quality of life for all citizens.

Outcome 4.4: Infrastructure that meets community growth needs and aspirations.

Strategy 4.4.1: Maintain efficient asset management by moving towards full asset renewal funding including depreciation.

Strategy 4.4.3: Effectively plan and prioritise investment in capital expenditure to ensure an appropriate balance across economic, environmental, social, recreational and cultural assets.

2.3 Plan Framework

Key elements of the plan are

Levels of Service (Section 3) – specifies the services and levels of service to be provided by council.

Future Demand (Section 4) – how this will impact on future service delivery and how this is to be met.

Life Cycle Management (Section 5) – how Council will manage its existing and future assets to provide the required services

Financial Summary (Section 6) – what funds are required to provide the required services.

Asset Management Practices (Section 7)

BAMP Improvement and Monitoring (Section 8) – how the BAMP will be monitored to ensure it is meeting Council’s objectives and identify improvement opportunities in asset management practices within the organisation.

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A road map for preparing an asset management plan is shown below.

Road Map for preparing an Asset Management Plan Source: IIMM Fig 1.5.1, p 1.11

IS THE PLAN

AFFORDABLE?

CORPORATE PLANNING

Confirm strategic objectives and establish AM

policies, strategies & goals.

Define responsibilities & ownership.

Decide core or advanced AM Pan.

Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATION

Existing information sources

Identify & describe assets.

Data collection

Condition assessments

Performance monitoring

Valuation Data

ESTABLISH LEVELS OF SERVICE

Establish strategic linkages

Define & adopt statements

Establish measures & targets

Consultation

LIFECYCLE MANAGEMENT STRATEGIES

Develop lifecycle strategies

Describe service delivery strategy

Risk management strategies

Demand forecasting and management

Optimised decision making (renewals, new works,

disposals)

Optimise maintenance strategies

FINANCIAL FORECASTS

Lifecycle analysis

Financial forecast summary

Valuation Depreciation

Funding

IMPROVEMENT PLAN

Assess current/desired practices

Develop improvement plan

ITERATION

Reconsider service statements

Options for funding

Consult with Council

Consult with Community

DEFINE SCOPE &

STRUCTURE OF PLAN

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IMPROVEMENT

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BUSINESS PLAN

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2.4 Core and Advanced Asset Management

This asset management plan is prepared as a ‘core’ asset management plan in accordance with the International Infrastructure Management Manual (IIMM). It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

Future revisions of this asset management plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

This BAMP is the first to be prepared by the City of Greater Geraldton. As such this plan should be considered as a “core” asset management plan as there has been limited engagement and consultation with the community in setting the levels of service.

3. LEVELS OF SERVICE (LoS)

3.1 Understanding Levels of Service

Understanding and developing levels of service and performance measures is central to every aspect of Councils day to day business and the management of its assets.

It is important to acknowledge that: the sole purpose for the provision of an asset is to deliver a defined service.

Over time, the term “Levels of Service” has taken on different meanings for different purposes. In relation to asset management, it is somewhat easier to look at it from the “other end of the lens”. Levels of Service is not a description of how a service looks or is experienced, it is aligned to how a service is provided, developed, maintained and measured against a particular desired need or requirement.

The Key themes can be considered thus A Service Activity: “Somewhere to swim” and; A Service Output: The provision and operation of an “Aquatic Centre” Performance Measurement: In order to gauge the effectiveness of the service over time, meaningful performance measurement should be undertaken to ensure the service Function, Quality and Safety remains appropriate.

In basic terms Levels of Service, and its relationship with Asset Management, is simply the link between what the customer or community receives, how the service is delivered and the processes used to measure and review the service.

3.2 Customer Research and Expectations

Council has not carried out any research on customer and user expectations relating to building infrastructure. This will be investigated for future updates of the BAMP.

3.3 Legislative Requirements

Council has to meet many legislative requirements including Australian and State legislation and State regulations. These include:

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Table 3.2. Legislative Requirements

Legislation Requirement

Local Government Act Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Building Code of Australia Construction and building standard for all buildings in Australia.

Health Act 1911 and Regulations Law relating to public health.

Disability Discrimination Act 1992 Stipulates access principals for people with disabilities and the resolution of complaints.

Disability (Access to Premises-Buildings) Standards 2010

Provides building access requirements for people with disabilities.

Health (Public Buildings) Regulations 1992

Regulations covering Public Buildings.

Heritage of Western Australia Act 1990

Provides for the conservation of places of significance to cultural heritage.

Occupiers Liability Act 1985 Prescribes the standard of care owed by occupiers and landlords of premises to persons and property on the premises.

Occupational Safety and Health Act 1984 and Regulations

Regulations governing the health, safety and welfare of people in the work place.

Child Care Services Act 2007 and Regulations

Regulations governing requirements for Family Day Care.

Land Administration Act 1997 Law governing Crown Land

Crime Prevention Through Environmental Design (CEPTD)

Provides guidelines and concepts for design that discourages criminal activity.

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3.4 Current Levels of Service

There is limited formal Technical or Community Levels of Service developed for building assets and services at this stage. Council has yet to fully or robustly define or quantify “desired” levels of service for its building assets and services. The levels of service presently delivered by Council generally relate to compliance with legislative requirements, appropriate industry practices and Council’s historic operational practices.

Levels of Service is broken into two groups, Community Levels of Service and Technical Levels of Service. They both provide a service delivery, but speak a different language. Community LoS is all about the “What” of the service, whereas Technical LoS is the “How”.

Community Levels of Service relate to how the community receives the service in terms of safety, quality, quantity, responsiveness, cost/affordability appearance and legislative compliance.

Technical Levels of Service will be developed to ensure that the minimum community levels of service are met. These technical measures relate to service criteria such as:

Service Criteria Technical measures may relate to Quality Building condition and facility cleanliness Function Facilities are fit for purpose and accessible Safety Facilities are safe to enter and use

Defining LoS is a challenging, ongoing process. At this stage, with insufficient data, it is difficult to describe clearly what the City wants to achieve and how this can be measured. It is anticipated the defined levels of service will evolve as the City gains a better understanding of its buildings and moves into an advanced asset management approach.

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3.5 Desired Levels of Service

At present, no customer satisfaction survey has been conducted. Council has yet to quantify desired levels of service. This will be done in future revisions of this asset management plan.

Due to vastly different approaches taken by the pre-amalgamation councils, we now provide significantly different levels of service to various groups and clubs. A considerable number of clubs are built on reserves but not under the care of Council, generally the land only is leased to the tenant who construct and maintain their own buildings. Yet other sporting and community groups are located on reserves with management agreements in place where Council owns and maintains the buildings and grounds. This issue will need to be resolved in order for greater equity in service levels provided to user groups.

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4. FUTURE DEMAND

4.1 Demand Forecast

Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, global and local economic factors, agricultural practices, changes in technology, environmental changes, etc.

4.2 Population Growth

Population growth is the single most significant factor impacting on the future demand for services and infrastructure.

All States and Territories experienced positive growth in the year to March 2011. Western Australia experienced the highest growth of 2.2% and the Northern Territory the smallest increase of 0.2%. The national increase was 1.4% over the same period. The Australian Bureau of Statistics (ABS) estimated CGG population is 39,368 as at 30

th June 2010.

The CGG net population increase for 2009-2010 was 605, an increase of 1.6%. The fastest population growth in WA was the Shire of Capel with an increase of 5.1%. This is represented by an increase of 686 to a total of 13,370. The largest growth in the State was experienced by the City of Wanneroo with an increase of 5,999 to a total of 150,106. This represents an increase of 4.2%. Greater Geraldton was ranked 39

th and 24

th for fastest growth and largest growth in WA respectively.

Council has set some ambitious population growth targets in its primary vision statement to provide infrastructure to sustain a population of 80-100,000 by 2021. To achieve this CGG will need an annual population growth of 10%-15% of current population (714% - 1071% higher growth than the national average). This represents growth of between 4,000 and 6,100 additional people living in the City every year for the next 10 years. (Translates to 77-117 weekly or 11-16 people every day) This may seem an unrealistic target however this is not necessarily unreachable because the City can still provide the infrastructure to meet the target without the actual population living in the region. This scenario will place enormous strain on financial resources because the revenue is directly proportional to the number of rateable properties. The current population growth rate is 1.6% therefore there will need to be exponential growth in years to come. In 2009-10 Greater Geraldton experienced a net population increase of 605 persons which falls 3,400 short of our visionary target. By more than doubling the population, significant strain will be placed on the existing infrastructure. There will be increased demand for administration office space, public toilets, family day care, seniors, council depot and sporting/community facilities. To establish significant district centres to the north, south and the hinterland (City-Region Vision) new sites will be obtained and completely new infrastructure will be required. The City’s Vision relies heavily on global economics and factors outside of its own control to be achieved.

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Demand factor trends and impacts on service delivery are summarised in Table 4.1.

Table 4.1. Demand Factors, Projections and Impact on Services

Demand factor

Present position Projection Impact on services

Population

Demographics

<24 yrs old

25>64 yrs

>65 yrs

Population

14,566

20,077

3,725

%

37

51

12

The national trend is towards an aging population however the local trend will be towards a younger working population

to fulfill the Lasting Legacy Scenario.

With a large population increase in such short time, it would be likely that

the population would be working families. This will impact on

building infrastructure by increased demand

for sporting & recreational facilities.

Technology Changes Impact on Services will change with changes in communications technology.

Accessibility Requirements With changes to regulations governing building access there will be additional requirements to modify and retrofit existing buildings to comply. For example Disability (Access to Premises-Buildings)

Standards 2010. These changes are not condition based.

4.3 Demand Management Plan

Demand for new services will be managed through a combination of retiring inefficient assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures.

Investment and management for new buildings will be in accordance with Council Policy CP 004 Asset Management including the Asset Management Working Group (AMWG). A business case shall be prepared to substantiate the viability of initiatives and the justification of resource investment.

Further opportunities for demand management will be developed with and outlined in future revisions of this Building Asset Management Plan.

5. LIFECYCLE MANAGEMENT PLAN

In order to develop and implement an effective building maintenance lifecycle plan, accurate information about the performance, condition and objectives of the individual buildings needs to be collected and interpreted. Resources can then be allocated to areas of most need in order to meet corporate objectives, support services, meet users’ expectations and maintain the value of assets.

By developing a structured evidence based approach to asset management, buildings can be kept functional, components renewed prior to failure and eventual replacement planned and budgeted.

The City owns buildings as venues for service delivery and the nature of the service and expectation of users can lead to buildings becoming functionally or aesthetically redundant before the end of their physical life. There are usually a series of upgrades and renewal processes required during the life of an asset that become necessary as components of the asset reach the end of their useful life during the lifespan of the total asset. The life of an asset will be influenced by both the failure of its key components and its ability to provide a required service. Many assets reach the end of their useful life before they become unserviceable. Technological developments and changes in user requirements are key factors impacting the effective life of an asset. Collection of additional data such as suitability (quality assessment), usage, (quantitative assessment), energy efficiency, running costs etc helps to build up a more holistic picture of the value of the building to the community and influences decision making on renewal, upgrade, replacement and even closure.

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5.1 Background Data

5.1.1 Physical parameters

The assets covered by this asset management plan are shown below.

Asset ID Building Name

Estimated Current Replacement Cost

(CRC)

B7000 Adelaide St Lot 4 - Shed 110,500

B7001 Administration Office - Cathedral Ave 12,962,500

B7002 Administration Office - Edward Rd 4,930,000

B7265 Administration Office - Mullewa 2,125,000

B7003 Aero Medical Building 765,000

B7004 Aero Medical Vehicle Shed 76,500

B7263 Airport Hanger - Mullewa 42,500

B7018 Alexander Park - Soccer Clubhouse 1,504,500

B7019 Allendale Play Group (Eighth St) 637,500

B7020 Apex Memorial Park - Toilets 72,250

B7021 Aquarena 15,695,250

B7022 Art Gallery 5,950,000

B7023 Art Gallery Park Toilets 127,500

B7024 Back Beach (Surf Club) - Toilets 280,500

B7025 Band Centre (Durlacher St) 573,750

B7295 Batavia Marina Pen Users Facility 127,500

B7096 Batavia Marina Toilets (Public Facility) 55,250

B7063 Batten Hall - Drummond Cove 306,000

B7290 BMX Buildings 68,000

B7028 Boyd Street House (48) 17,000

B7006 Brearly Terminal 2,125,000

B7101 Bright Stars FDC (Paringa) 850,000

B7034 Bringo Tennis Shelter 14,450

B7033 Bringo Tennis Toilets 17,000

B7113 Broadcasting Box 21,250

B7299 Broadcasting Box - Greenough Oval 17,000

B7035 Byne Park - Toilets 14,450

B7036 Cape Burney Fire Station 242,250

B7086 Cape Burney Rowing Club 595,000

B7254 Caravan Park Entry Office & Kiosk - Mullewa 42,500

B7255 Caravan Park Toilets and Showers - Mullewa 340,000

B7296 Cemetry Ablutions 85,000

B7082 Changerooms & Canteen 569,500

B7074 Chapman River Gardeners Shed 5,100

B7226 Chris Mainwaring Viewing Platform 43,350

B7200 Dangerous Goods Shed 11,900

B7260 DCD Office Jose St - Mullewa 187,000

B7286 Depot Bitumen Shed - Mullewa 8,500

B7230 Depot Dwelling Stock St (18) - Mullewa 255,000

B7276 Depot Improvements - Depot - Mullewa 59,500

B7266 Depot Office - Mullewa 51,000

B7267 Depot Shed 1 - Old Fire Shed - Mullewa 21,250

B7268 Depot Shed 2 - Carpentry, Storage and Parking - Mullewa 42,500

B7269 Depot Shed 3 - Depot Workshop - Mullewa 187,000

B7270 Depot Shed 4 - Plant Shed - Mullewa 51,000

B7272 Depot Shed 5 - Depot Workshop Colourbond - Mullewa 297,500

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B7287 Depot Storage Shed - Mullewa 8,500

B7271 Depot Toilets - Mullewa 29,750

B7273 Depot Zoo Shed 1 - Mullewa 8,500

B7274 Depot Zoo Shed 2 - Mullewa 1,275

B7291 Dog Club Buildings 121,125

B7275 Dog Pound - Mullewa 25,500

B7061 Dog Pound Davies Road 42,500

B7060 Dog Pound Pass Street 97,750

B7305 Drainage Shed 89,250

B7062 Drummond Cove - Toilets 127,500

B7238 Duplex Birdwood St (8A) - Mullewa 191,250

B7289 Duplex Birdwood St (8B) - Mullewa 191,250

B7240 Duplex Pair Burges St (1A) - Mullewa 255,000

B7258 Duplex Pair Burges St (1B) - Mullewa 255,000

B7231 Dwelling Carson St (40) - Mullewa 187,000

B7234 Dwelling Elder St (5) - Mullewa 493,000

B7239 Dwelling Fry St (9) - Mullewa 510,000

B7235 Dwelling Jose St (71) - Mullewa 361,250

B7236 Dwelling Jose St (73) - Mullewa 297,500

B7237 Dwelling Padbury St (7) - Mullewa 229,500

B7233 Dwelling Steele St (13) - Mullewa 255,000

B7065 Eadon Clarke Toilets - (Access Rd) 102,000

B7066 Eadon Clarke Toilets (Oval) 221,000

B7067 Ellendale Pool Disabled Toilets 17,000

B7068 Ellendale Pool Toilets 27,200

B7165 Equestrian Shed 34,000

B7285 Ex MRWA Depot - Mullewa 51,000

B7007 ex-Bristol Tourer Display Building 140,250

B7046 FESA - Building - Davies Rd 297,500

B7008 Fire Booster Pumphouse 51,000

B7069 Flat Rocks - Toilets 59,500

B7070 Flatrocks Viewing Platform 22,950

B7071 Foreshore - Toilets 323,000

B7072 Forrester Park - Toilets 42,500

B7073 Forrester Park Pumphouse 5,100

B7168 Fuel Shed - Depot 4,250

B7050 Garage - Pioneer 15,300

B7169 Garage & Workshop - Depot 399,500

B7115 Gardeners Shed 4,250

B7103 Gazebo 72,250

B7010 General Aviation Terminal (Light Aircraft) 646,000

B7097 Giles Park Toilets Moonyoonooka 14,450

B7078 Glendinning Park - Toilets 119,000

B7079 Glendinning Park Pumphouse 5,100

B7176 Greenough Oval - Public Toilets 85,000

B7084 Greenough River Mouth (Old) 212,500

B7085 Greenough River Mouth(North) 55,250

B7146 Hall & Toilets (Polo Ground) 425,000

B7011 Hanger 110 977,500

B7012 Hanger 116 901,000

B7227 HMAS Sydney Toilet 119,000

B7087 House - G'tn Magnet Rd - Lot 17 (635) 12,750

B7303 L8 Store Shed 3,400

B7225 Lalita Horstman Viewing Platform 51,000

B7223 Library 5,100,000

- 17 -


B7093 Lighthouse Keepers Cottage 527,000

B7054 Living Quarters 531,250

B7170 Lunchroom/Carport - Depot 225,250

B7052 Machinery Shed 55,250

B7056 Machinery Shed - FESA 178,500

B7171 Machinery Shed A - Depot 63,750

B7172 Machinery Shed B - Depot 2,550

B7173 Machinery Shed C - Depot 233,750

B7174 Machinery Shed D - Depot 170,000

B7300 Main Office Building 400,000

B7005 Maintenance Hangar 117 935,000

B7095 Maitland Park - Toilets 233,750

B7210 Mary Drummond Cottage 153,000

B7261 Masonic Lodge - Mullewa 850,000

B7282 Medical Centre - Mullewa 595,000

B7297 Mens Shed 85,000

B7205 Meru - Recycling Shed 403,750

B7206 Meru - Transfer Station 595,000

B7207 Meru - Weighbridge Building 255,000

B7009 Moonyoonooka - Fire Station 107,950

B7102 Muir Park Toilets 46,750

B7283 Mullewa Central Bushfire Brigade - Mullewa 106,250

B7091 Office - Lester Ave 102,000

B7175 Office(small) - Depot 19,550

B7081 Old Goods Shed 425,000

B7105 Pages Beach Toilets 242,250

B7107 Paringa Park Pumphouse 5,100

B7229 Paringa Park Toilets 46,750

B7017 Passenger Terminal (Main) 6,970,000

B7147 Pavilion (Polo Ground) 127,500

B7163 Pavillion & Shed 60,350

B7108 Pioneer Museum 1,955,000

B7109 Point Moore Toilets & Sea Rescue 340,000

B7304 Poisons Shed 7,650

B7098 Polo Clubhouse 382,500

B7099 Pony Club Rooms 361,250

B7100 Pony Club Shed 114,750

B7057 Pony Club Storage Shed 25,500

B7015 Power House 348,500

B7252 Public Toilets Jose St - Mullewa 127,500

B7110 QPT (Queens Park Theatre) 19,550,000

B7076 QPT Gardens 13,600

B7111 Queen Elizabeth II Community Centre 6,970,000

B7278 Railway Station Goods Shed - Mullewa 382,500

B7277 Railway Station Platform - Mullewa 340,000

B7112 Rangeway Community Hall (Levy Hall) 361,250

B7241 Rec Centre - Mullewa 4,335,000

B7244 Rec Centre Agricultural Pavillion/ Exhibition Shed - Mullewa 255,000

B7280 Rec Centre Bowls, Tennis and Squash Club - Mullewa 2,380,000

B7246 Rec Centre Compound Office and Store - Mullewa 127,500

B7243 Rec Centre Detached Ablutions - Mullewa 127,500

B7242 Rec Centre Ticket Office - Mullewa 2,550

B7121 Recreation Ground - South Toilets 80,750

B7114 Recreation Ground Changerooms & Toilets 595,000

- 18 -


B7116 Recreation Ground Grandstand 382,500

B7119 Recreation Ground Tea Rooms 78,200

B7209 Rest Centre - Foreshore 510,000

B7013 Rest Centre - Public Toilets 140,250

B7083 Rovers Football Club 1,402,500

B7122 Rundle Park Boat Shed 22,100

B7123 Rundle Park Toilets 263,500

B7124 Sail Inn Snack Bar 357,000

B7064 Septage Pond Shelters 55,250

B7042 Shed - Pioneer 85,000

B7302 Sign Printing Office 51,000

B7126 Spalding Park Toilets 110,500

B7148 Storage Shed (Polo Ground) 55,250

B7131 Swan Drive Toilets 178,500

B7037 Swimming Clubrooms 55,250

B7251 Swimming Pool Improvements - Mullewa 2,125,000

B7249 Swimming Pool - Plant Room - Mullewa 21,250

B7248 Swimming Pool Kiosk and Change Rooms - Mullewa 382,500

B7250 Swimming Pool Storage Room - Mullewa 8,500

B7133 Tarcoola Tennis Clubhouse 977,500

B7132 Tarcoola Tennis Pumphouse 5,100

B7120 Ticket Boxes 3,400

B7125 Toilet - Recycling Yard 17,000

B7262 Tourist Centre - Mullewa 1,530,000

B7259 Town Hall - Mullewa 2,295,000

B7160 Towns Football Club & Squash Courts 4,420,000

B7301 Transportable Ablutions 27,200

B7135 Triton Place Toilets 263,500

B7136 Utakarra Oval Toilets 85,000

B7139 Waggrakine Fire Station 165,750

B7140 Waggrakine Hall (Webber) 1,020,000

B7142 Walkaway Fire Station 110,500

B7143 Walkaway Public Hall (Old) 612,000

B7144 Walkaway Public Toilets 42,500

B7141 Walkaway Recreation Centre 2,635,000

B7145 Walkaway Station Museum 2,210,000

B7294 Washdown Building 3,400

B7279 Ways and Works Storage - Mullewa 68,000

B7288 Ways and Works Toilet Block - Mullewa 42,500

B7149 Webber Park Playgroup 51,000

B7026 Whitfield St Property (formerly FDC) 527,000

B7150 Windfarm Toilet Block 89,250

B7153 Wonthella Football Oval Toilets (East) 85,000

B7154 Wonthella Football Oval Toilets (West) 68,000

B7155 Wonthella Hockey Club Toilets 97,750

B7157 Wonthella Little Athletics - Toilets 85,000

B7292 Wonthella Oval Kiosk 42,500

B7159 Wonthella Tennis Toilets 212,500

B7164 Woorree Park Community Hall 850,000

B7059 Woorree Park Hall - Toilets 144,500

B7166 Woorree Park Toilets (East) 161,500

B7284 Youth Precinct Building - Mullewa 765,000

TOTAL $146,587,600

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5.1.3 Asset condition

A basic assessment of building condition data has been conducted in association with the development of this BAMP. This data has been loaded into the Moloney Asset Management System to produce the renewal and condition profiles.

Limited age and condition data was available for the locality of Mullewa at the time of developing this BAMP.

Condition is measured using a 0 – 10 rating system.

Rating Condition Rating Description

0 A new asset or an asset recently rehabilitated back to new condition.

1 A near new asset with no visible signs of deterioration often moved to condition 1 based upon time since construction rather than observed deterioration.

2 An asset in excellent overall condition. There would be only very slight condition decline but it would be obvious that the asset was no longer in new condition.

3 An asset in very good overall condition but with some early stages of deterioration evident, but the deterioration still minor in nature and causing no serviceability problems.

4 An asset in good overall condition but with some obvious deterioration evident, serviceability would be impaired very slightly.

5

An asset in fair overall condition deterioration in condition would be obvious and there would be some serviceability loss.

6

An asset in Fair to poor overall condition. The condition deterioration would be quite obvious. Asset serviceability would now be affected and maintenance cost would be rising.

7 An asset in poor overall condition deterioration would be quite severe and would be starting to limit the serviceability of the asset. Maintenance cost would be high.

8

An asset in very poor overall condition with serviceability now being heavily impacted upon by the poor condition. Maintenance cost would be very high and the asset would at a point where it needed to be rehabilitated.

9 An asset in extremely poor condition with severe serviceability problems and needing rehabilitation immediately. Could also be a risk to remain in service.

10 An asset that has failed is no longer serviceable and should not remain in service. There would be an extreme risk in leaving the asset in service.

The buildings are componentised to consider different useful lives and various rates of deterioration. The components are:

Structure Long Life External fabric with design life 100 yrs

Structure Short Life External fabric with design life 50 yrs

Roof Structure Roof covering with design life 40 yrs

Mechanical Services Mechanical Services with design life of 25 yrs

Fit Out Building fit out design life 25 yrs

- 20 -


The following graphs depict the asset condition profile for each component.

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G

0 Good - Condition - 10 Poor

PRESENT CONDITION DISTRIBUTION BY % OF ASSET BASE

% Within Cond in Year -1 0.000.460.721.450.8019.5930.1031.969.220.974.72

109876543210

Structure Long Life

Building structures in the worst condition include:

Railway Station Goods Shed – Mullewa

Recreation Ground Grandstand

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

50.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G




109876543210

Structure Short Life

The buildings in the worst Structure Short Life condition are:

Flat Rocks Toilets

Back Beach Toilets

- 21 -


Dwelling – Lot 17 G’ton Mt Magnet Rd

Webber Park Playgroup

Youth Precinct Building - Mullewa

0.00

5.00

10.00

15.00

20.00

25.00

30.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G




109876543210

Roof Structure

Buildings within the intervention point are:

Back Beach Toilets

Town Hall – Mullewa

Railway Station Goods Shed – Mullewa

Old Goods Shed – Walkaway (scheduled for replacement this year)

0.00

5.00

10.00

15.00

20.00

25.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G




109876543210

Mechanical Services

Intervention required on:

Geraldton Regional Art Gallery

Queens Park Theatre (based on age in this case, further investigation is required)

- 22 -


0.00

5.00

10.00

15.00

20.00

25.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G




109876543210

Building Fit Out

Intervention required on:

Greenough River Mouth Toilet Block (South) – Due for disposal

Back Beach Toilet Block

5.1.4 Asset valuations

The value of assets as at 1st July 2011 covered by this asset management plan is summarised below.

Assets were last revalued at this time. CGG Finance Department is moving from Condition Based Depreciation to ‘Fair Value’. Fair value relates to the ‘market value’ of the asset not the cost to replace it. Asset renewal modelling will continue to use Current Replacement Cost (CRC) for modelling purposes.

Current Replacement Cost $146,587,600

Fair Value (1st July 2011) $79,632,000

Depreciable Amount $146,587,600 (there is no residual value for the buildings)

Depreciated Replacement Cost $79,632,000

Annual Depreciation Expense $2,931,752 (assume useful life 50 yrs – 2% straight line. CGG Significant Accounting Policy states depreciation will be recognised on a straight line basis… the economic life of buildings is 35 to 55 years).

Council Policy CP014 states: Renewal Investment – This ratio measures the extent to which assets are being renewed compared to the amount of consumption (depreciation). A ratio of greater than 1.0 (or 100%) means that the City is investing in renewal of its assets to a degree that offsets the current consumption of its assets and provides for the effects of inflation.

Asset Consumption 2% (depreciation)

Asset Renewal Investment 0.12 (12% of consumption). Target in 2012 is 0.4 (40%), increasing 5% annually to finally reach 1.0 (100%) Current annual renewal spending is $355,000. To meet the target of 40% ($1,172,700) additional funding of $817,000 is required.

- 23 -


5.2 Risk Management Plan

Risk management should be seen as a core business driver that influences all decision making, rather than an activity undertaken as an isolated process. Therefore the corporate risk framework should be consistently applied across the organisation. The framework should identify the criteria against which risk can be evaluated and the responsibilities for managing risk. The risk management framework shall include the identification, assessment, evaluation of treatment options, monitoring and review to ensure risk levels remain acceptable and management strategies remain appropriate and relevant.

An assessment of risks associated with service delivery from building assets has not yet been conducted. A risk assessment will be conducted to systematically identify critical assets and business risks. A building hierarchy and criticality matrix will be established and included in future revisions of this plan.

5.3 Routine Maintenance Plan

Organisations own assets to achieve their objectives of either providing a service or investing for the future. Maintenance is essential to achieving these objectives. Failure to carry out the maintenance activity may reduce performance, lower reliability, increase overall lifecycle costs or result in safety issues.

Routine maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.

5.3.1 Maintenance plan

Maintenance costs will typically increase with higher required levels of service and lower required levels of risk. Affordability issues mean that level of service trade offs are often required. Customers often want higher quality but are not necessarily prepared to pay for the extra cost. Lack of planned maintenance typically results in higher failures and unplanned interruptions. In some cases, typically for simple, low cost and low criticality assets planned maintenance may not be required and ‘run-to-failure’ approach is appropriate.

Maintenance includes reactive, planned and cyclic maintenance work activities.

Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions. This constitutes the majority of maintenance work performed within CGG. Reactive maintenance includes vandalism repairs and graffiti removal which is estimated to cost approx. $70,000 annually of which about half is related to damage to buildings.

Planned maintenance is repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance. This includes the likes of regulatory inspection requirements for fire systems, emergency lighting, lift inspections, air conditioning inspections and filter cleaning. CGG does not have a dedicated computerised MMS at this time.

All building maintenance work requests are recorded in MyData which has the capability to track progress of work requests.

- 24 -


Maintenance expenditure trends are shown in Table 5.3.1

Table 5.3.1. Maintenance Expenditure Trends

Year Maintenance Expenditure

2008/09 $367,688

2009/10 $331,088

2010/11 $362,983

The CGG financial system does not provide for the separate identification of expenses related to reactive, planned or cyclic maintenance.

Maintenance expenditure levels are considered to be adequate to meet the current required service levels. Future revision of this asset management plan will include linking required maintenance expenditures with required service levels. Some forms of regulatory and desired maintenance have not been included in historical records and will need to be added to future funding requirements. (an example would be routine termite inspections of all buildings).

Assessment and prioritisation of reactive maintenance is undertaken by Council staff using experience and judgement with safety as high importance.

5.3.2 Standards and specifications

Maintenance work is carried out in accordance with the following Standards and Specifications:

Building Code of Australia

Occupational Safety and Health

Australian Standards

Manufacturers’ requirements

5.3.3 Summary of future maintenance expenditures

Building maintenance is funded from Council’s operating budget.

Future maintenance expenditure is forecast to increase as present and new legislative requirements are incorporated into the maintenance plan. It is anticipated that timely renewals will offset some of the reactive maintenance costs. Maintenance costs will increase in proportion to the increase in the size of the building portfolio due to new works.

5.4 Renewal/Replacement Plan

Renewal expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original service potential. Work over and above restoring an asset to original service potential is upgrade/expansion or new works expenditure. Often capital work includes a combination of renewal and upgrade at the same time.

- 25 -


5.4.1 Renewal plan

Assets requiring renewal are identified from estimates of remaining life obtained from the asset register. Candidate proposals are inspected to verify accuracy of remaining life estimate and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. The priority ranking criteria will be developed by the AMWG.

Renewal will be undertaken using ‘low-cost’ renewal methods where practical. The aim of ‘low-cost’ renewals is to restore the service potential or future economic benefits of the asset by renewing the assets at a cost less than replacement cost.

5.4.3 Summary of future renewal expenditure

Projected future renewal expenditures are forecast to increase over time as the asset stock ages. The costs are summarised in Fig 5. Note that all costs are shown in current 2011 dollar values.

The following renewal modelling exercise helps to predict how much renewal will cost for components of building assets and when these are anticipated to reach an unacceptable condition where intervention is needed. The difference between what is currently being spent and how much is needed is the ‘renewal gap’. Through this process better budget planning for asset renewal is possible.

Renewals are to be funded from Council’s capital works program and grants where available.

Fig 5. Projected Capital Renewal Expenditure

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Renew

al E

xpenditure

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

Pre

dic

ted %

of

Asset

Base a

bove

Inte

rvention

Proposed Renewal Exp. $ - Buildings

Predicted Renewal Expenditure Requirement - Buildings

% of Asset Base Above Intervention - Prop Renewal Exp. Model - Buildings

Graph showing proposed renewal spending vs predicted renewal requirement.

- 26 -


(The Predicted Renewal Expend. To Maintain Asset Cond. - Less the Propsed Renewal Exp)

-$400,000

-$200,000

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Total Annual Renewal Gap in $ - Buildings

(The Predicted Renewal Expend. To Maintain Asset Cond. - Less the Propsed Renewal Exp)

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Cumulative Total Renewal Gap in $ - Buildings

- 27 -


PREDICTED ANNUAL RENEWAL EXPENDITURE REQUIREMENT IN $

To Treat All Assets that Reach Intervention - Separated by Asset Class

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Building FitOut

MechanicalServices

RoofStructure

StructureShort Life

StructureLong Life

Model showing predicted annual renewal requirements to treat all assets that reach intervention point.

5.5 Creation/Acquisition/Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the Council from land development or gifted.

5.5.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Proposals are inspected to verify need and to develop a preliminary renewal estimate. A completed business plan will provide the necessary information and justification for the proposal. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. Alternative funding solutions will be sought where eligible. The ranking and prioritising of capital projects will be the task of the Asset Management Working Group (AMWG). It will then be progressed to EMT for approval to be incorporated into the budget forward estimates.

The capital expenditure priority ranking criteria is yet to be determined and will be addressed in future updates of the BAMP.

- 28 -


5.5.3 Summary of future upgrade/new assets expenditure

Planned upgrade/new asset expenditures are summarised in Fig 6. All costs are shown in current 2011 dollar values.

Fig 6. Current Planned Capital Upgrade/New Asset Expenditure

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000

9,000,000

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

Renewal

New Service

Expansion

Upgrade

5.6 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. Assets identified for possible decommissioning and disposal are shown in Table 5.6. These assets will be further reinvestigated to determine the required levels of service and see what options are available for alternate service delivery, if any.

Table 5.6 Assets identified for Disposal

Asset Reason for Disposal Timing Cashflow from disposal

Toilets – Greenough River Mouth (South)

Surplus to requirements. Another toilet is provided 200m away. Condition is extremely poor. Does not meet CPTED requirements.

2012

Back Beach Toilets Concrete roof structure in extremely poor condition. Fit out in very poor condition. Does not comply with CPTED principles.

2013

Dwelling – Lot 17 G’ton Mt Magnet Rd

Very poor condition. Surplus to requirements.

2012

- 29 -


6. FINANCIAL SUMMARY

This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.

6.1 Financial Statements and Projections

The financial projections are shown in Fig 7 for required maintenance and capital expenditure (renewal and upgrade/expansion/new assets).

Fig 7. Required Maintenance and Capital Expenditure

Graph of required future operating and capital expenditure

2012

2014

2016

2018

2020

2022

Maintenance

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

Maintenance

Renewal

Note: all costs are shown in current 2011 dollar values.

6.1.1 Sustainability of service delivery

There are two key indicators for financial sustainability that have been considered in the analysis of the services provided by this asset category, these being long term life cycle costs and medium term costs over the 10 year financial planning period.

Long term - Life Cycle Cost

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the longest asset life. Life cycle costs include maintenance and asset consumption (depreciation expense). The annual average life cycle cost for the services covered in this asset management plan is $2.91M.

- 30 -


A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of the assets they are consuming each year. The purpose of this BAMP is to identify levels of service that the community needs and can afford and develop the necessary long term financial plans to provide the service in a sustainable manner.

The life cycle gap for services covered by this BAMP is $12.4M over 20 yrs. The current percentage of assets at or above the point of intervention (POI) is 1.2% and will rise to 8.3% in 10 yrs, 11.8% in 20 yrs.

Providing services in a sustainable manner will require matching of projected asset renewals to meet agreed service levels with planned capital works programs and available revenue.

A gap between projected asset renewals, planned asset renewals and funding indicates that further work is required to manage required service levels and funding to eliminate any funding gap.

Council will manage the ‘gap’ by developing this asset management plan to provide guidance on future service levels and resources required to provide these services.

Council’s long term financial plan covers the first 10 years of the 20 year planning period. The total maintenance and capital renewal expenditure required over the 10 years is $29.1M.

This is an average expenditure of $2.91M. Estimated maintenance and capital renewal expenditure required in year 1 is $2,076,000.

6.2 Funding Strategy

Projected expenditure identified in Section 6.1 is to be funded from Council’s operating and capital budgets. The funding strategy is detailed in the Council’s 10 year long term financial plan.

Achieving the financial strategy will require a commitment to fully fund the consumption of the network.

6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by Council and others and donated to Council. The building asset network will be re-valued at least every 4 years in accordance with accounting standards.

The depreciated replacement cost (current replacement cost less accumulated depreciation) will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets.

- 31 -


6.4 Key Assumptions made in Financial Forecasts

This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions made in this asset management plan are:

The Moloney Asset Management System uses Current Replacement Cost is the basis for renewal planning. This will be different to the CGG financials which is based of ‘Fair Value’. Where there is no market value, the depreciated replacement cost (DRC) is used.

The planned capital expenditure forecast is provided by the CGG Finance Department. This document was provided in Nov 2011 however is subject to constant changes and updating.

Accuracy of future financial forecasts may be improved in future revisions of this asset management plan by the following actions:

Incorporation of the Moloney modelling into the financial forecast.

Reinstatement of the AMWG (Asset Management Working Group) and refining of the capital works planning and prioritisation process.

Input from the risk management assessment.

Updating of the asset condition assessment data.

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7. ASSET MANAGEMENT PRACTICES

7.1 Accounting/Financial Systems

The City operates Synergy for building asset accounting and financial information. This system is managed by the Corporate Services Directorate.

Building assets are carried in the financial accounts at their ‘Fair Value’. The latest valuation was prepared on 1

st July 2011. The financial depreciation is calculated using the straight line method on the

Fair Value (FV) and Remaining Useful Life (RUL).

CGG financial reporting is to be compliant with the Australian Accounting Standards (as they apply to local governments and not-for-profit entities); AASB 116 Property, Plant & Equipment; Local Government Act 1995 and accompanying regulations including: Local Government (Financial Management) Regulations 1996; CGG Significant Accounting Policy; Council Policy CP 014 Financial Sustainability. Currently there is no capitalisation threshold; however a $2,000 threshold is proposed to take effect from July 1 2012. This threshold is very low and maintenance items would be capitalised if introduced. The current system of job numbers linked to operating expenses and capital expenditure should be maintained.

7.2 Asset Management Systems

The primary building asset register is MyData. This program is the central source of basic information relating to building assets. This product does not have the capability to manage planned and reactive maintenance (CMMS) of building assets.

The long term financial projections are provided by the “Moloney Asset Management System” (MAMS). This is a modelling spreadsheet tool to predict the long-term asset renewal demand. MAMS uses the building condition as the driver for intervention for renewals. The Current Replacement Cost (CRC) is used for future renewals predictions (this is not the same as the financial depreciation where Fair Value (FV) is used).

There is no direct link between the financial system and the asset management system. All financial transactions are captured by the finance system but not the asset management system. Neither system is capable of complete asset, maintenance and finance management.

7.3 Information Flow Requirements and Processes

The key information flows into this asset management plan are:

The asset register data on condition, value, remaining useful life of the network;

The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including decay models;

Data on new assets acquired by council.

The key information flows from this asset management plan are:

The assumed Works Program and trends;

The resulting budget projections;

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The useful life analysis.

These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget and departmental business plans and budgets.

7.4 Standards and Guidelines

The following asset management policies, procedures and references were used in the preparation of this BAMP.

International Infrastructure Management Manual 2006, 2011 – IPWEA

CGG Council Policy CP004 Asset Management

CGG Council Policy CP014 Financial Sustainability

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8. PLAN IMPROVEMENT AND MONITORING

8.1 Performance Measures

The effectiveness of the asset management plan can be measured in the following ways:

The degree to which the required cashflows identified in this asset management plan are incorporated into council’s long term financial plan and Strategic Management Plan;

The degree to which 1-5 year detailed works programs, budgets, business plans and organisational structures take into account the ‘global’ works program trends provided by the asset management plan;

8.2 Improvement Plan

The asset management improvement plan generated from this asset management plan is shown in Table 8.2.

Table 8.2 Improvement Plan

Task No

Task Responsibility Timeline

1. Improve the accuracy & quality of asset data in the asset register

Building Asset Technical Officer

Ongoing

2. Establish a building importance/criticality hierarchy to assist with works and funding prioritisation


2012

3. Establish a building asset risk register to systematically identify and record areas of risk

Risk Management Officer / Building Asset Technical Officer

2013

4. Establish a process for ‘horizon planning’; capital works justification & prioritisation for implementing investment in new building assets.

Manager Infrastructure Planning & Design

2012

5. Reinstate the Asset Management Working Group or similar to assist in a coordinated and integrated approach to capital works prioritisation and implementation

Manager Infrastructure Planning & Design

2012

6. Engage with stakeholders and building users to establish and verify the current and desired levels of service


2013

7. Interrogate the City’s Strategic Community Plan to determine its legitimacy with respect to future building infrastructure requirements

Director Community Infrastructure, EMT

2012

8. Review the Leases and Management Agreements related to CGG buildings to clearly define the maintenance and renewal responsibilities of the tenant and Council.

Manager Land Development 2012

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8.3 Monitoring and Review Procedures

This asset management plan will be reviewed during annual budget preparation and amended to recognise any changes in service levels and/or resources available to provide those services as a result of the budget decision process.

The Plan has a life of 4 years and is due for revision and updating every 2 years.

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REFERENCES

City of Greater Geraldton Strategic Community Plan 2011 – 2021,

CGG Annual Budget.

DVC, 2006, ‘Asset Investment Guidelines’, ‘Glossary’, Department for Victorian Communities, Local Government Victoria, Melbourne, http://www.dpcd.vic.gov.au/home

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

IPWEA, 2011 ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

Building Condition & Performance Guidelines. Practice Note 3, IPWEA-NAMS.AU

http://www.dpcd.vic.gov.au/home

http://www.ipwea.org.au/

http://www.ipwea.org.au/

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ABBREVIATIONS

BAMP Building Asset Management Plan

CRC Current Replacement Cost

DA Depreciable Amount

IRMP Infrastructure Risk Management Plan

LCC Life Cycle cost

LCE Life Cycle Expenditure

MMS Maintenance Management System

RV Residual Value

IPWEA Institute of Public Works Engineering Australia

NAMS.AU National Asset Management Strategy Group Australia

BCA Building Code of Australia

NAMS.PLUS A nationally consistent approach to writing asset management plans

PQS Property Quality Standards

RUL Remaining Useful Life

CGG City of Greater Geraldton

MV Market Value

IIMM International Infrastructure Management Manual

POI Point of Intervention

MAMS Moloney Asset Management System

FV Fair Value

AMWG Asset Management Working Group

CPTED Crime Prevention Through Environmental Design

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GLOSSARY

Annual service cost (ASC) An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset class Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37). Traditionally Buildings have been classed ‘Land & Buildings’. It is anticipated to separate Land and Buildings into two separate classes.

Asset condition assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Assets Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 months.

Average annual asset consumption (AAAC)* The amount of a local government’s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the Remaining Life and totalled for each and every asset in an asset category or class.

Brownfield asset values** Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs.

Capital expansion expenditure Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases council’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital funding Funding to pay for capital expenditure.

Capital grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

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Capital investment expenditure See capital expenditure definition

Capital new expenditure Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

Capital renewal expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital upgrade expenditure Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the council’s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assets See asset class definition

Component An individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

Current Replacement Cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current replacement cost “As New” (CRC) The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values.

Cyclic Maintenance** Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable amount

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The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6)

Depreciated replacement cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset

Depreciation / amortisation The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic life See useful life definition.

Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital.

Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Greenfield asset values ** Asset (re)valuation values based on the cost to initially acquire the asset.

Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assets Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, eg. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) use in the production or supply of goods or services or for administrative purposes; or (b) sale in the ordinary course of business (AASB 140.5)

Level of service The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost).

Life Cycle Cost ** The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises annual maintenance and asset consumption expense, represented by depreciation expense. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure ** The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Expenditure to give an initial indicator of life cycle sustainability.

Loans / borrowings

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Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in ‘spreading the burden’ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and renewal gap Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (eg 5, 10 and 15 years).

Maintenance and renewal sustainability index Ratio of estimated budget to projected expenditure for maintenance and renewal of assets over a defined time (eg 5, 10 and 15 years).

Maintenance expenditure Recurrent expenditure which is periodically or regularly required to keep the asset operational and provide the required level of service. Regular ongoing work necessary to keep the asset operational, eg. Repairing locks, replacing lights and fittings, clearing blocked drains, fix leaking taps and toilets, regulatory inspections (emergency lighting, RCD tests, fire protection eqpt), minor painting & touch-ups, repairing roof leaks, termite treatment (termites attack the building fabric), routine airconditioning maintenance, vandalism repairs, basically repairs to the components, structure or fabric of the building itself. (Similar to Landlord responsibilities)

Materiality An item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern equivalent asset. A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non-revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operating expenditure Recurrent expenditure, which is continuously required excluding maintenance and depreciation, eg power, fuel, staff, plant equipment, on-costs and overheads.

Pavement management system A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.

Planned Maintenance** Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Rate of annual asset consumption* A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC.

Rate of annual asset renewal* A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

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Rate of annual asset upgrade* A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

Reactive maintenance Unplanned repair work that carried out in response to service requests and management/supervisory directions.

Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.

Recurrent expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operating and maintenance expenditure.

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

Remaining life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

Renewal See capital renewal expenditure definition above. Restores, rehabilitates existing asset to its original capacity eg. replacing a roof, major painting, replacing HWS, cisterns, replacing the carpet. This is a capital expense.

Residual value The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, eg public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segment A self-contained part or piece of an infrastructure asset.

Service potential The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service potential remaining* A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (DRC/DA).

Strategic Management Plan Documents Council objectives for a specified period (3-5, 10 yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Council’s objectives and activities.

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Sub-component Smaller individual parts that make up a component part.

Useful life Either: (a) the period over which an asset is expected to be available for use by an entity, or (b) the number of production or similar units expected to be obtained from the asset by the entity. It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the council. It is the same as the economic life.

Value in Use The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

Source: DVC 2006, Glossary Note: Items shown * modified to use DA instead of CRC

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