INFRASTRUCTURE ASSET MANAGEMENT PLAN · - 1 - THE BAROSSA COUNCIL – COUNCIL AND NCPA BUILDINGS...

INFRASTRUCTURE ASSET

MANAGEMENT PLAN COUNCIL BUILDINGS AND STRUCTURES

AND

NURIOOTPA CENTENNIAL PARK BUILDINGS AND STRUCTURES

Version 3.0 July 2016

THE BAROSSA COUNCIL – COUNCIL AND NCPA BUILDINGS AND STRUCTURES ASSET MANAGEMENT PLAN

Document Control

TRIM Reference: 16/23258

Rev No Date Revision Details Author Reviewer Approver

1 18/11/2008 Version 1.0 DGH MJL MJL

2 20/11/2012 Version 2.0 DGH AMWP MJL

3 11/07/2016 Version 3.0 MAI OMG CMT

This Buildings and Structures Infrastructure Asset Management Plan has been declared by The

Barossa Council as a Strategic Management Plan pursuant to Section 122(8) of the Local

Government Act 1999.

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ............................................................................................................... 1 Context ....................................................................................................................................... 1 What does it Cost? ................................................................................................................... 1 What we will do ......................................................................................................................... 3 What we cannot do ................................................................................................................. 3 Managing the Risks ................................................................................................................... 3 Confidence Levels .................................................................................................................... 4 The Next Steps ........................................................................................................................... 4

2. INTRODUCTION .......................................................................................................................... 5 2.1 Background ....................................................................................................................... 5 2.2 Goals and Objectives of Asset Management ............................................................ 5 2.3 Plan Framework ................................................................................................................. 5 2.4 Core and Advanced Asset Management .................................................................. 7 2.5 Community Consultation ................................................................................................ 7

3. LEVELS OF SERVICE .................................................................................................................... 8 3.1 Customer Research and Expectations ......................................................................... 8 3.2 Strategic and Corporate Goals ..................................................................................... 8 3.3 Legislative Requirements ................................................................................................. 9 3.4 Community Levels of Service ....................................................................................... 10 3.5 Technical Levels of Service ........................................................................................... 11

4. FUTURE DEMAND ..................................................................................................................... 14 4.1 Demand Drivers ............................................................................................................... 14 4.2 Demand Forecast ........................................................................................................... 14 4.3 Demand Impact on Assets ........................................................................................... 14 4.4 Demand Management Plan ........................................................................................ 15 4.5 Asset Programs to meet Demand ............................................................................... 17

5. LIFECYCLE MANAGEMENT PLAN .......................................................................................... 21 5.1 Background Data ........................................................................................................... 22 5.2 Infrastructure Risk Management Plan ......................................................................... 31 5.3 Routine Operations and Maintenance Plan ............................................................. 32 5.4 Renewal/Replacement Plan ........................................................................................ 41 5.5 Creation/Acquisition/Upgrade Plan ........................................................................... 52 5.6 Disposal Plan .................................................................................................................... 57 5.7 Service Consequences and Risks ................................................................................ 57

6. FINANCIAL SUMMARY............................................................................................................. 59 6.1 Financial Statements and Projections ........................................................................ 59 6.2 Funding Strategy ............................................................................................................. 74 6.3 Valuation Forecasts ........................................................................................................ 74 6.4 Key Assumptions made in Financial Forecasts .......................................................... 87 6.5 Forecast Reliability and Confidence .......................................................................... 87

7. PLAN IMPROVEMENT AND MONITORING ........................................................................... 89 7.1 Status of Asset Management Practices ..................................................................... 89 7.2 Improvement Plan .......................................................................................................... 91 7.3 Monitoring and Review Procedures ............................................................................ 93 7.4 Performance Measures ................................................................................................. 93

8. REFERENCES ............................................................................................................................. 95 9. APPENDICES ............................................................................................................................. 96

Appendix A Maintenance Response Levels of Service ............................................... 96 Appendix B Projected 10 year Capital Renewal and Replacement Works

........................................................................................................................... 97 Appendix C Budgeted Expenditures Accommodated in LTFP ................................ 114 Appendix D State of The Assets ...................................................................................... 117 Appendix E Abbreviations ............................................................................................... 119 Appendix F Glossary .......................................................................................................... 121

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1. EXECUTIVE SUMMARY

Context

The Barossa Council covers 912 square kilometres and is located 80 kilometres north-east of the

Adelaide Central Business District. It is bordered by the municipalities of Town of Gawler, Light

Regional Council, Mid Murray Council, Adelaide Hills Council and the City of Playford. The Barossa

Council encompasses six major towns, Mount Pleasant, Angaston, Nuriootpa, Tanunda, Lyndoch

and Williamstown as well as 7 smaller towns and communities with a population of approximately

23,500.

Council’s building assets are maintained and managed to relevant levels of safety and

compliance.

Current service could be improved by reviewing existing asset capacity and master planning for

the region.

There are current major issues that require strong political decision making and sufficient budget

allocation to ensure required maintenance, upgrade, new and renewal expenditure.

The Barossa Council is the custodian of the following building asset stock:

The Service

The Building Assets comprises:

Building Asset Class Number of Buildings in Class

Council Buildings and Structures 227

NCPA Buildings and Structures 86

Total 313

As at 30 June 2015

The Barossa Council Building and Structures assets have a current replacement cost of $67.897 M.

When the term “Council Buildings and Structures” is used this excludes all Nuriootpa Centennial

Park Authority Buildings and Structures as these are a separate entity (being a single subsidiary of

Council) and have been modelled separately.

The Nuriootpa Centennial Park Authority Building and Structures assets have a current replacement

cost of $9.944 M1.

What does it Cost?

Council Buildings and Structures

The projected outlays necessary to provide the services covered by this Asset Management Plan

(Asset Management Plan) includes operations, maintenance, renewal and upgrade of existing

assets over the 10 year planning period is $32.581 M or $3.258 M on average per year for Barossa

Buildings and Structures.

Estimated available funding for this period is $27.051 M or $2.705 M on average per year which is

83% of the cost to provide the service. This is a funding shortfall of $553,000 on average per year.

1 Unless indicated otherwise all numbers will be represented in $000’s.

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Projected expenditure required to provide services in the Asset Management Plan compared with

planned expenditure currently included in the Long Term Financial Plan are shown in the graph

below.

Nuriootpa Centennial Park Authority Buildings and Structures

The projected outlays necessary to fund operations, maintenance, renewal and upgrade of

existing assets over the 10 year planning period is $17.618 M or $1.762 M on average per year for

the Nuriootpa Centennial Park Authority Buildings and Structures.

Estimated available funding for this period is $15.760 M or $1.576 M on average per year which is

89% of the cost to provide the service. This is a funding shortfall of $186,000 on average per year.

Projected expenditure required to provide services in the Asset Management Plan compared with

planned expenditure currently included in the Long Term Financial Plan are shown in the graph

below.


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What we will do

We plan to provide Building Asset services to the following:

Ensure the Buildings network is maintained at a safe and functional.

Continue to support the appropriate upgrade of facilities to support our community.

Continue to maintain Council administrative centres to a standard that facilitates effective

service delivery to our community.

Continue to maintain public convenience in good order and to a high state of cleanliness.

Continue to support the effective maintenance of Council buildings.

Ensure thorough and appropriate strategic planning and master planning for buildings assets to

ensure Council sustain the service requirements of the community.

What we cannot do

We cannot avoid investing in Council’s Buildings assets.

Managing the Risks

There are risks associated with providing the service and being able to complete all identified

activities and projects. We have identified major risks as:

Failure to ensure appropriate budgeting of maintenance and operating expenditure

Regulatory non-compliance of buildings assets

Failure to effectively plan for the strategic development of our building assets

NCPA buildings and Structures

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We will endeavour to manage these risks within available funding by:

Continued effective programmed and preventative maintenance.

Continued operation improvements in tasks and activities.

Continued monitoring and condition assessment of our Buildings and Structures.

Ensuring future growth is covered in long term capital works plans.

Ensure maintenance and operating budgets are appropriately funded.

Confidence Levels

This Asset Management Plan is based on a high confidence of information.

The Next Steps

The actions resulting from this asset management plan are:

Develop specific service levels including performance targets.

Develop and establish ongoing assessment in relationship to compliance, safety and specified

maintenance intervention levels.

Review and assess changing community expectations and customer feedback/contact.

Consultation to ascertain the community’s service needs and preferences and confirm

performance targets.

Completing the improvement plan by November 2020.

Review of the customer request reports available in Pathway.

Strategically plan and Master Plan for building assets to ensure Council sustain or improve the

service level to the community.

Questions you may have

What is this plan about?

This asset management plan covers buildings and structures that serve The Barossa community and Council administration.

What is an Asset Management Plan?

Asset management planning is a comprehensive process to ensure that the delivery of services

from infrastructure is provided in a financially sustainable manner.

An asset management plan details information about infrastructure assets including actions

required to provide an agreed level of service in the most cost effective manner. The plan defines

the services to be provided, how the services are provided and what funds are required to provide

the services.

Do we a funding shortfall?

Based on the information available as at 30 June 2015; present funding levels are insufficient to

continue to provide existing services at current levels in the medium term based on the current

data.

What can we do?

Ensure maintenance and operating budgets are appropriately funded and plan effectively for the

strategic development of our building assets.

What can you do?

Council through this asset management plan is open to suggestions on how we may change its

Building and Structure services to ensure that the appropriate level of service can be provided to

the community within available funding.

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2. INTRODUCTION

2.1 Background

The goal of the asset management plan is to demonstrate responsive management of assets (and

services provided from assets), compliance with regulatory requirements, and to communicate funding needed to provide the required levels of service over a 20 year planning period.

The asset management plan follows the format for Asset Management Plans recommended in Section 4.2.4 of the International Infrastructure Management Manual2.

The asset management plan is to be read with the organisation’s Asset Management Policy, Asset

Management Strategy (draft document) and the following associated planning documents:

Council’s Long Term Financial Plan (as adopted July 2016)

The Barossa Council Corporate Plan 16/17 to 19/20

Barossa Community Plan 2016 – 2036

Annual Budget and Business Plan (as adopted July 2016)

Annual Financial Statements for the Year Ending 30 June 2015

This infrastructure assets covered by this asset management plan are shown in Table 2.1.

Table 2.1: Assets covered by this Plan

Building Asset Class Number of Buildings in Class

Aged and Disabled Services Buildings 5

Bushgardens Buildings 3

Car Park Buildings 1

Cemetery Buildings 2

Community Buildings 28

CWMS Buildings 1

Depot Buildings 15

Fire Services Buildings 8

Office / Library Buildings 7

Park / Garden Buildings 19

Recreation Buildings 6

Sporting Reserve Buildings 127

NCPA Buildings 86

Transfer Station Buildings 2

2 IPWEA, 2015, Sec 4.2.4, The Portfolio Asset Management Plan, pp 4|36 – 39.

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Market Value Buildings 3

Total 313

Key stakeholders in the preparation and implementation of this asset management plan are:

Shown in Table 2.1.1.

Table 2.1.1: Key Stakeholders in the Asset Management Plan

Key Stakeholder Role in Asset Management Plan

Councillors/Board Members Represent needs of community/shareholders,

Allocate resources to meet the organisation’s objectives in

providing services while managing risks,

Ensure organisation is financial sustainable.

CEO Ensuring effective AM practices, principles and processes are

considered at all levels within the organisation

OMG Ensuring effective AM practices, principles and processes are

considered at all levels within the organisation

Neighbouring Councils Ensuring integration and consideration of neighbouring plans

and practices to effectively collaborate on cost effective service

provision

Department of Planning

Transport & Infrastructure (DPTI)

Interface Agreement with the State road network

South Australian Power

Networks (SAPN)

Interface Agreement with power distribution network

SA Water Interface Agreement with the Water Supply Network

Dial Before You Dig Works coordination

Consultants/Contractors Design approvals, protection of assets (permit to work)

Developers Investing of new assets, (includes private and

public/government owned)

Community Service level expectation

Public transport providers Selection and changes to routes, Works coordination

Auditor Audits (financial and non-financial)

Emergency Services Works coordination

Telstra Interface Agreement for communication network

Optus Interface Agreement for communication network

AllWater Interface Agreement with the Water Supply Network

Environment Protection Statutory environmental requirements

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Authority

Department of Health Statutory health requirements

Our organisational structure for service delivery from building and structure assets is detailed below,

[As at June 2016]

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[As at June 2016]

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[As at June 2016]

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[As at June 2016]

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2.2 Goals and Objectives of Asset Management

The organisation exists to provide services to its community. Some of these services are provided by

building assets. We acquire building assets by ‘purchase’, by contract, construction by our staff

and by donation of assets constructed by developers and others to meet increased levels of service.

Our goal in managing building assets is to meet the defined level of service (as amended from time

to time) in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are:

Providing a defined level of service and monitoring performance,

Managing the impact of growth through demand management and infrastructure

investment,

Taking a lifecycle approach to developing cost-effective management strategies for the

long-term that meet the defined level of service,

Identifying, assessing and appropriately controlling risks, and

Having a long-term financial plan which identifies required, affordable expenditure and

how it will be financed.3

2.3 Plan Framework

Key elements of the plan are

Levels of service – specifies the services and levels of service to be provided by the

organisation,

Future demand – how this will impact on future service delivery and how this is to be met,

Life cycle management – how Council will manage its existing and future assets to provide

defined levels of service,

Financial summary – what funds are required to provide the defined services,

Asset management practices,

Monitoring – how the plan will be monitored to ensure it is meeting organisation’s objectives,

Asset management improvement plan.

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

3 Based on IPWEA, 2015, IIMM, Sec 1.2 p 1|7.

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The Asset Management Process

Source: IPWEA, 2015, IIMM, Fig 1.3.4, p 1.10

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2.4 Core and Advanced Asset Management

This asset management plan is prepared as a ‘core’ asset management plan over a 20 year

planning period in accordance with the International Infrastructure Management Manual4. 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.

It is recommended that 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 in a financially sustainable manner.

2.5 Community Consultation

This ‘core’ asset management plan is prepared to facilitate community consultation initially through

feedback on public display of draft asset management plans prior to adoption by the Council.

Future revisions of the asset management plan will incorporate community consultation on service

levels and costs of providing the service. This will assist the Council and the community in matching

the level of service needed by the community, service risks and consequences with the community’s ability and willingness to pay for the service.

4 IPWEA, 2015, IIMM.

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3. LEVELS OF SERVICE

3.1 Customer Research and Expectations

The Barossa Council manages, drives and undertakes its own customer research with internal

resources utilising a combination of the following traditional and modern community engagement

strategies:

Social Media (Facebook)

Council website (www.barossa.sa.gov.au)

Council Customer Request Management System

Community Engagement Platform (www.ourbetterbarossa.com.au)

Newspaper advertising and editorial space

Newsletters (monthly and quarterly editions of d’Vine)

E-newsletter via Mailchimp

Direct communication and feedback to staff and elected members

The organisation uses this information to develop its plans and in allocation of resources in the budget.

At this time The Barossa Council does not undertake specific customer satisfaction surveys.

3.2 Strategic and Corporate Goals

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

Our vision is:

Our Barossa

Enhancing our premium wine, food and tourism region and its unique lifestyle, heritage and community spirit

Our Themes are:

Natural Environment and Built Heritage

Business and Employment

Infrastructure

Community and Culture

Health and Wellbeing

http://www.barossa.sa.gov.au/

http://www.ourbetterbarossa.com.au/

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Relevant organisational themes and how these are addressed in this asset management plan are:

Table 3.2: Organisational Goals and how these are addressed in this Plan

Theme How Goal and Objectives are addressed in Asset

Management Plan

Natural Environment and Built

Heritage

Provision of “fit for purpose” and suitable buildings that

maintains the culture and heritage of our region.

Business and Employment Consistent and compliant with Councils Procurement

Policy.

Infrastructure Renewal and upgrade / new assets are planned for

and created to account for increased demand and

growth.

Community and Culture Maintain and improve buildings to fulfil community

expectation and maintains the culture of the region.

Health and Wellbeing Provision of sanitary and compliant buildings for the

community. Council to continue to invest in community

health and wellbeing by ensuring facilities are available

for related activities.

3.3 Legislative Requirements

The organisation has to meet many legislative requirements including Australian and State

legislation and State regulations. These include (but are not limited to):

Table 3.3: Legislative Requirements

Legislation , Guidelines and Standards

Local Government Act 1999

Liquor Licensing Act 1997

Food Act 2001

Land and Business (Sale and Conveyancing) 1994

Work Health and Safety Act 2012 and Regulations 2012

Community Titles Act 1996

Development Act 1993

Disability Discrimination Act 1992

South Australian Public Health Act 2011 and Regulations 2013

Building Code of Australia

Crown Land Management Act

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State Records Act 1997

Freedom of Information Act 1991

The organisation will exercise its duty of care to ensure public safety in accordance with the

infrastructure risk management plan linked to this Asset Management Plan. Management of risks is

discussed in Section 5.2.

3.4 Community Levels of Service

There are two categories of service levels, customer levels of service and technical levels of service.

Community Levels of Service measure how the community receives the service and whether the

organisation is providing community value.

An integral part of Councils Buildings and Structures is the inter-relationship with various physical

and social factors, assessment of risk and applying key performance indicators in a practical

manner.

Community levels of service measures used in the asset management plan are:

Quality How good is the service?

Function Does it meet users’ needs?

Capacity/Utilisation Is the service over or under used?

The organisation’s current and expected community service levels are detailed in Tables 3.4 and

3.5.

Table 3.4: Community Level of Service

Service

Attribute

Service Objective Performance

Measure Process

Current

Performance

Expected position

in 10 years based

on current LTFP

COMMUNITY OUTCOMES

Maintain and improve buildings to fulfil community expectation and maintains the culture of the

region.

COMMUNITY LEVELS OF SERVICE

Quality Provision of “fit for

purpose” and

suitable buildings

that maintain

cultural significance

and heritage

elements of our

region.

Customer

feedback,

upgrade requests

and complaints

Findings from

Building Condition

Audit.

Needs to be

determined and

measured although

can be somewhat

determined from

findings in the

Building Condition

Audit.

Continuing to meet

the service delivery

needs of the

community.

Organisational

measure

Confidence level

High High High

Function Ensure Buildings and

Structures are

functional for their

Customer

complaints /

requests

Needs to be

determined and

measured

Continuing to meet

community

expectations and

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determined use. are functional for

capacity and use.

Organisational

measure

Confidence levels

High High High

Capacity/

Utilisation

Ensure Buildings and

Structures meet

community

expectations and

required levels of

capacity and

usage.

Customer

complaints /

requests

Needs to be

determined and

measured

Buildings and

Structures meet

capacity

requirements. Asset

stock is

maintained,

renewed and

upgraded to meet

demand and

growth.

Organisational

measure

Confidence levels

High High High

Safety Ensure Buildings and

Structures are

compliant and

minimise risk to the

community.

Customer

complaints /

requests

Incident reports

and near misses

Compliance Continuing to

minimise risk to the

community.

Organisational

measure

Confidence levels

High High High

3.5 Technical Levels of Service

Technical Levels of Service - Supporting the community service levels are operational or technical

measures of performance. These technical measures relate to the allocation of resources to service

activities that the organisation undertakes to best achieve the desired community outcomes and

demonstrate effective organisational performance.

Technical service measures are linked to annual budgets covering:

Operations – the regular activities to provide services such as opening hours, cleansing,

energy, inspections, etc.

Maintenance – the activities necessary to retain an asset as near as practicable to an

appropriate service condition (e.g. building and structure repairs),

Renewal – the activities that return the service capability of an asset up to that which it had

originally (e.g. building component replacement),

Upgrade – the activities to provide a higher level of service or a new service that did not

exist previously (e.g. a new library).

Service and asset managers plan, implement and control technical service levels to influence the

customer service levels.5

5 IPWEA, 2015, IIMM, p 2.23

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Table 3.5 shows the technical level of service expected to be provided under this Asset

Management Plan. The agreed sustainable position in the table documents the position agreed by

Council following the consultation process.

Table 3.5: Technical Levels of Service

Service

Attribute

Service Objective Activity Measure Process Current Performance *

Operations Provide cost effective

Buildings and Structures.

Monitor utilities usage

and expenditure.

Reduce utilities

expenditure to below

current levels.

Optimise activities to

extend life of Buildings

and Structures.

2015 / 2016 Budget $1.787 M

Maintenance Periodic condition

assessment to determine

10 year maintenance

plan.

Intermediate site visits to

identify reactive

maintenance

requirements.

Accurate budgeting

and full expenditure of

allocated budgets.

Maintenance actions

identified in the 10 year

maintenance plan are

being addressed.

Reactive maintenance

requirements are

prioritised and

addressed when

appropriate budget is

available.

2015 / 2016 Budget $831,000

Renewal Renewal of existing assets

at an optimum time in

their lifecycle

Accurate budgeting

and full expenditure of

allocated budgets.

Community satisfaction.

Continuity of site usage

by users. Usage not

interference minimised.

Improvements required

in master planning.

Renewal options need

to be considered as part

of Open Space / Rec

Parks Level of Service

project.

Planned works that

requires replacement

identified as part of

periodic inspection

Planned Renewal Works As and where required

as identified and

planned from periodic

visual inspection

Planned renewal if WHS

identifies risk element

Rectification / removal

of risk

Identified and

addressed as and where

required from periodic

visual inspection and

condition assessment

Upgrade/New Contribute to Physical and

Social Infrastructure

Renewal and upgrade /

new assets are planned

for and created to

account for increased

demand and growth.

To be addressed moving

forward as part of new

Community Plan

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Protect our natural

Environment and built

Heritage

Provision of “fit for

purpose” and suitable

buildings that maintains

the culture and heritage

of our region.

To be addressed moving


Community Plan

Improved communication

and technology

Planned Capital Works To be addressed moving


Community Plan

2015 / 2016 Budget $2.043 M

Note: * Current activities and costs (currently funded).

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4. FUTURE DEMAND

4.1 Demand Drivers

Drivers affecting demand include population change, changes in demographics, seasonal factors,

vehicle ownership rates, consumer preferences and expectations, technological changes,

economic factors, agricultural practices, environmental awareness for example.

The impact of these trends are regularly examined and demand management strategies are

recommended as a technique to modify demand without compromising customer expectations.

The Age-Sex Population Projections by Local Government Area predicts the Estimated Resident

Population will increase. Nuriootpa is expected to accommodate the majority of growth in the next

5-10 years as it contains the largest amount of available, ‘development ready’ or residential zoned

land.

In forecasting on the future integration of land use and Building and Structure planning, the

following are reviewed:

Land use and open space demand

Local planning controls

Urban Boundary Growth

4.2 Demand Forecast

The present position and projections for demand drivers that may impact future service delivery

and utilisation of assets are identified and documented in Table 4.3.

4.3 Demand Impact on Assets

The impact of demand drivers that may affect future service delivery and utilisation of assets are

shown in Table 4.3.

Table 4.3: Demand Drivers, Projections and Impact on Services

Demand drivers Present position Projection Impact on services

Population 23,490 (Community Plan

Information 2016)

29,584 by 2036 Unless more land is

available issue of

sustainability is

significant.

Demographics Average growth rate of

1.64% per year between

1991-2011.

Future growth rate will

depend on timing of

rezoning and servicing

of additional land

located in existing

townships or within

areas at Concordia and

Kalbeeba identified in

the 30-year Plan as

“existing urban land” or

as a “long term urban

growth area”.

It is anticipated a

future growth rate of

around 1.64% per year

will have negligible

impact on existing

services (within the 20

year planning

timeframe for this

IAMP) primarily

because this growth is

based on infill aligned

with existing

infrastructure. In the

long term should a

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new town be

provided,

infrastructure will be

constructed by the

developer. The

additional revenue

from this growth could

offset renewal and

rehabilitation costs for

existing infrastructure

across the Council

area.

Residential

Development

Limited by land supply

and township

boundaries.

Aged accommodation.

Housing needed for

workers.

Expanded towns and

new town.

Augmentation of

existing or new

infrastructure, services

and effluent disposal.

Increased demands

and inability to

provide affordable

housing.

Rural Living Range of lot sizes 0.5

hectare – 6 hectare.

Viability and

manageability of large

lots will result in pressure

to reduce sizes.

Additional service and

infrastructure

requirements in rural

localities.

Industrial

Development

Scattered rural locations

often displacing

agricultural land e.g.

Wineries.

Regional location

needed to prevent

impacts and use of

significant agricultural

areas.

Road infrastructure,

heavy transport

access, electricity and

water

supply/drainage.

Agriculturally

productive areas

Character preservation

legislation in place

which restricts future

residential development

in rural areas.

Continued production

affected by fragmented

land holding sizes and

water availability,

access issues, strategies

and policies need to

acknowledge larger

holdings and use of

smaller holdings.

Encroachment of

conflicting land uses

resulting in interface

and buffer issues.

Road and

infrastructure

provision.

Mount Pleasant is slightly different in that it has several large areas zoned “Deferred Urban” which

will need to be rezoned prior to any residential development. Future upgrades will be required to

accommodate development within those areas.

Council has undertaken modelling in respect to future population projections and future housing

demand. A lot yield analysis has been undertaken whereby it projected the ultimate number of lots

within zoned areas and applied 15 years of dwelling approvals (how long the supply might last in

each town). Naturally there are many unknowns – e.g. when supply in Tanunda is exhausted where

will that unmet demand ‘go’; would it ‘transfer’ to Nuriootpa or Angaston or another council?

In respect to Rural Living zoned land, there will be no further intensification of those. Council are

currently undertaking a study to determine if it can/should accommodate infill development in the

form of smaller lots.

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Concordia is unique in that any development there will require completely new infrastructure which

would not impact on existing transport asset infrastructure. However, development at Concordia

could impact on Councils capacity to administer and maintain any new assets.

4.4 Demand Management Plan

Demand for new services will be managed through a combination of managing existing 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.

Non-asset solutions focus on providing the required service without the need for the organisation to

own the assets and management actions including reducing demand for the service, reducing the

level of service (allowing some assets to deteriorate beyond current service levels) or educating

customers to accept appropriate asset failures6. Examples of non-asset solutions include providing

services from existing infrastructure such as aquatic centres and libraries that may be in another community area or public toilets provided in commercial premises.

Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be developed in future revisions of this asset management plan.

Table 4.4: Demand Management Plan Summary

Demand Driver Impact on Services Demand Management Plan

Contribute to

Physical and Social

Infrastructure

Functional serviceability

of all buildings.

Review of all Council’s building assets to

determine the suitability in line with service

function.

Effective

expenditure of rates

and Optimised

decision making

Augmentation or

upgrade of building

assets.

Review of all identified capital improvements

including whole of life cost analysis and re-

occurring operational costs.

Increased demand

for facilities

Optimise utilisation of

existing assets (including

alternative service

models; diversification

etc).

Collate information relating to data collected

on the activities in all community buildings to

determine occupancy trends and future

requirements.

Community

expectation

Higher demands on the

level of service and

delivery of sustainable

service levels.

Develop strategies to ensure service levels

meet the expectations of the community and

costed which include:

Responsively address ongoing

maintenance and repair needs;

Planned electrical, air-conditioning,

plumbing and fire protection equipment

maintenance;

Pest control;

Provide replacement components as

required

Reactive maintenance of structures

including floor coverings;

Material painting to meet acceptable

service standards;

6 IPWEA, 2015, IIMM, Table 3.4.1, p 3|89.

- 17 -


General repairs undertaken and graffiti

removed.

Asset Rationalisation Disposal plan for assets Identify any building assets that may not be

required for future purposes.

Reduction or deferral of

the acquisition of new

assets.

Determine the creation of any new building

asset against whole of life costs and building

function.

Climate Change –

Emission reduction

Energy consumption A review of water and electricity consumption

in association with the effects of global

warming on all community buildings with hirer

and lease agreements

4.5 Asset Programs to meet Demand

The new assets required to meet growth will be acquired free of cost from land developments and

constructed/acquired by the organisation. New assets constructed/acquired by the organisation

are discussed in Section 5.5. The cumulative value of new contributed and constructed asset values are summarised in Figure 1.

Figure 1: Upgrade and New Assets to meet Demand


Council Buildings & Structures

- 18 -


Barossa: Upgrade & New Assets to meet Demand Data

Category Year Contributed* Constructed*

Buildings_S1_V2 2015 $0 $1,332

Buildings_S1_V2 2016 $0 $1,636

Buildings_S1_V2 2017 $0 $1,636

Buildings_S1_V2 2018 $0 $1,636

Buildings_S1_V2 2019 $0 $1,636

Buildings_S1_V2 2020 $0 $1,636

Buildings_S1_V2 2021 $0 $1,636

Buildings_S1_V2 2022 $0 $1,636

Buildings_S1_V2 2023 $0 $1,636

Buildings_S1_V2 2024 $0 $1,636

Buildings_S1_V2 2025 $0 $1,636

Buildings_S1_V2 2026 $0 $1,636

Buildings_S1_V2 2027 $0 $1,636

Buildings_S1_V2 2028 $0 $1,636

Buildings_S1_V2 2029 $0 $1,636

Buildings_S1_V2 2030 $0 $1,636

Buildings_S1_V2 2031 $0 $1,636

Buildings_S1_V2 2032 $0 $1,636

Buildings_S1_V2 2033 $0 $1,636

Buildings_S1_V2 2034 $0 $1,636

*all dollar values in ($'000)'s

- 19 -



NCPA Buildings & Structures

- 20 -


Barossa: Upgrade & New Assets to meet Demand Data

Category Year Contributed* Constructed*

NCPA Buildings_S1_V2 2015 $0 $1,179





















Acquiring these new assets will commit the organisation to fund ongoing operations,

maintenance and renewal costs for the period that the service provided from the assets is

required. These future costs are identified and considered in developing forecasts of

future operations, maintenance and renewal costs in Section 5.

- 21 -


5. LIFECYCLE MANAGEMENT PLAN

Initial capital cost constitutes a significant up-front cost and often dominate the decision-making

process when acquiring new assets. However the ongoing recurrent expenditures (including

depreciation) usually represent a high portion of the total life-cycle costs of many assets. It is

important that they be included in the financial analysis undertaken to evaluate asset investment

options.

There may also be substantial costs associated with disposal at the end of an assets service life (e.g.

clean-up or demolition costs).

The way an asset is acquired or created may have a great impact on its future operation,

maintenance, or even disposal.

The Barossa Council, as custodians of the Buildings and Structures, are charged with the

responsibility to ensure that the assets continue to function and meet the community needs and

expectations as well as maintaining asset in safe and usable condition within a reasonable duty of

care.

In all cases, the asset functionality and asset maintenance targets need to be clearly defined with

the community (Users) and the asset service provider (Council) to determine the “ fit for purpose”

having regard to practicality and economics. That is, a level of service provided within a

reasonable duty of care in an affordable financial sustainable manner that considers community

expectations in regard to safety and overall condition Council Buildings and Structures

Asset functionality as a “level of service” to the community must take into consideration such

factors as, life cycle, capability and capacity, risk management and strategic compliance to the

needs and expectations of the overall community.

Asset maintenance “levels of service” provide for the day - to - day maintenance programs to

ensure that the asset operations are safe within practical constraints, maintain to perform targets

for day - to - day use and is managed and maintained to minimise environmental risk and

protection of residents.

The structure of maintenance and capital works is represented by the following diagram:

The NCPA are responsible for undertaking their own operations, maintenance and capital works.

Council Buildings

and Structures

- 22 -


5.1 Background Data

5.1.1 Physical parameters

The assets covered by this asset management plan are shown in Table 2.1.

The age profile of the assets include in this Asset Management Plan is shown in Figure 2.

Figure 2: Asset Age Profile



- 23 -



5.1.2 Asset capacity and performance

Council’s services are generally provided to meet design standards where these are available.

Council's performance is monitored through key performance indicators.

Locations where deficiencies in service performance are known are detailed in Table 5.1.2.

Table 5.1.2: Known Service Performance Deficiencies

Location Service Deficiency

Community/Administration

Buildings

Does not meet access for persons with disability

General parking requirements

Energy efficiency requirements

Essential safety provisions

Stormwater drainage

Sanitary facilities

General lighting requirements (natural/artificial)

Stairway/balustrades safety

Kitchen/food preparation facilities

Ventilation

Swimming pool safety

Glazing provision (soundproofing and safety)

Security

Demand is greater than supply


- 24 -


Depot Buildings (Utility) Fire safety requirements

General parking requirements

Energy efficiency requirements

Security

5.1.3 Asset condition

Condition is monitored as below:

Service

Objective

Activity Measure

Process

Current Performance Methodology

Quality Periodic visual

inspection

Improvements in quality are

required. More detailed levels

of service need to be

developed and approved by

Council.

Strategic and Master

Planning required.

Undertaken by Building

Coordinator Assets as

part of work activities

Cyclical condition

assessment

Improvements in quality are

required. More detailed levels

of service need to be

developed and approved by

Council.

Strategic and Master

Planning required.

Undertaken by

consultants every 3 – 5

years

Function Customer complaints

/ Requests

Occasional requests for

improvements in function.

Feedback received via

Customer Service or

Council Social Media

Capacity /

Utilisation

Event bookings Council frequently receives

requests for additional

capacity / unitisation

Monitor through Event

Bookings module in

Pathway

Safety Periodic visual

inspection

Safety and compliance issues

identified as part of ordinary

work activities are

determined to be of a

reactive nature. Remediation

of these are proactively

planned and budgeted for if

they cannot be funded from

contingency in the current

budget.

Undertaken by Building

Coordinator Assets as

part of work activities

Cyclical condition

assessment

Safety and compliance issues

identified as part of the

condition assessment are

proactively planned and

budgeted for.

Undertaken by

consultants every 3 – 5

years

The condition profile of our assets is shown in Figure 3.

- 25 -


In 2013/2014 An on-site visual condition assessment was undertaken for council Building and

Structure assets. The condition rating was collected from 1-5 (1 being excellent and 5 being very

poor). The definition of these condition ratings are:

Assets with a replacement cost valuation of over $100,000.00, are split into building components

(substructure, superstructure, roof structure, services, internal fit-out, and site services), and a

condition rating is recorded on-site for each component. The component definitions were:

Component Description

Substructure Everything from ground level down (including footings / piers

and other support structures)

Superstructure Everything from ground level to ceiling (including framework /

walling / and other building elements)

Superstructure 2 Representative of building techniques used in Community

Halls. This reflects construction using solid blockwork.

Roof Structure Everything from ceiling and above (including trussing and

roof)

Services All services (including Electricity / Water / Gas / Effluent /

Sewerage / Stormwater and Communications)

Internal fit-out All non-structural elements (including fixed fittings / floor

coverings / finishing’s)

Site services / Infrastructure All external infrastructure separate to building works (including

Access roads and paths / landscaping / irrigation /

stormwater infrastructure / ornamental features

Hard Floor Solid hard wood floor surfaces in Community Halls

- 26 -


A condition standard rating for each facility at the building parent level reflecting the standard to

which a building is to be maintained:

- 27 -


In addition, a building suitability score was collected, based on the buildings suitability for purpose

using the assessment criteria below:

- 28 -


Fig 3: Asset Condition Profile


Barossa: Condition Profile Data

Condition CRC ($'000) Weight (%)

0 $0 0%

1 $5,590 8%

2 $26,511 39%

3 $33,351 49%

4 $2,191 3%

5 $254 0%



- 29 -



Barossa: Condition Profile Data

Condition CRC * Weight (%)

0 $0 0%

1 $2,548 26%

2 $3,089 31%

3 $4,130 42%

4 $177 2%

5 $0 0%



- 30 -


Condition is measured using a 1 – 5 grading system7 as detailed in Table 5.1.3.

Table 5.1.3: Simple Condition Grading Model

Condition

Grading

Description of Condition

1 Very Good: only planned maintenance required

2 Good: minor maintenance required plus planned maintenance

3 Fair: significant maintenance required

4 Poor: significant renewal/rehabilitation required

5 Very Poor: physically unsound and/or beyond rehabilitation

5.1.4 Asset valuations

The value of assets recorded in the asset register as at 30 June 2015 covered by this asset management plan is shown below. Assets are valued at fair value.

For Council Buildings and Structures:

Current Replacement Cost $67.897 M

Depreciable Amount $67.897 M

Depreciated Replacement Cost8 $34.761 M

Annual Depreciation Expense $1.171 M

Council Buildings and Structures were last valued and condition assessed as at 1 July 2013 by Opus

International Consulting.

Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management performance and trends over time.

Rate of Annual Asset Consumption 1.70%

Rate of Annual Asset Renewal 0.60%

Rate of Annual Asset Upgrade 2%

Rate of Asset Upgrade (Including Contributed Assets) 2%

Asset renewals as percentage of consumption 34.50%

Percentage Increase in asset stock 2%

For Nuriootpa Centennial Park Authority Buildings and Structures:

Current Replacement Cost $9.944 M

Depreciable Amount $9.944 M

Depreciated Replacement Cost9 $6.638 M

Annual Depreciation Expense $ 225,000

7 IPWEA, 2015, IIMM, Sec 2.5.4, p 2|79. 8 Also reported as Written Down Current Replacement Cost (WDCRC).

- 31 -


Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management performance and trends over time.

Rate of Annual Asset Consumption 2.30%

Rate of Annual Asset Renewal 1%

Rate of Annual Asset Upgrade 11.90%

Rate of Asset Upgrade (Including Contributed Assets) 11.90%

Asset renewals as percentage of consumption 45.80%

Percentage Increase in asset stock 11.90%

5.1.5 Historical Data

Historical data on Council’s Buildings and Structures is held in Council’s Electronic Document

Records Management System (EDRMS) and Records Area and in Council’s Financial System.

Historical Financial data can be found here:

https://www.barossa.sa.gov.au/sections/council/financial-documents/annual-financial-statements

5.2 Infrastructure Risk Management Plan

An assessment of risks associated with service delivery from infrastructure assets has identified

critical risks that will result in loss or reduction in service from infrastructure assets or a ‘financial

shock’ to the organisation. The risk assessment process identifies credible risks, the likelihood of the

risk event occurring, the consequences should the event occur, develops a risk rating, evaluates

the risk and develops a risk treatment plan for non-acceptable risks.

Critical risks, being those assessed as ‘Very High’ - requiring immediate corrective action and ‘High’

– requiring prioritised corrective action identified in the Infrastructure Risk Management Plan,

together with the estimated residual risk after the selected treatment plan is operational are summarised in Table 5.2. These risks are reported to management and Council.

Table 5.2: Critical Risks and Treatment Plans

Service or

Asset at Risk

What can Happen Risk Rating

(VH, H)

Risk Treatment Plan Residual Risk *

Buildings and

Structures

Fire High Improve fire prevention

systems, Council

Involvement in Building

fire Safety Committee,

Regular inspection

independent qualified

professionals

Evacuation plans to be

developed for each

building. Revise and

improve existing

inspection program

Clearly define

responsibility for officers

involved across

organisation, Program

recommended

High

https://www.barossa.sa.gov.au/sections/council/financial-documents/annual-financial-statements

- 32 -


improvements.

Annual internal check of

buildings.

Buildings and

Structures

Council substantially

underinsured

High Nil High

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

5.3 Routine Operations and Maintenance Plan

Operations include regular activities to provide services such as public health, safety and amenity.

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 Operations and Maintenance Plan

Operations activities affect service levels including quality and function through painting, repairs,

cleaning frequency and opening hours of building and other facilities.

Maintenance includes all actions necessary for retaining an asset as near as practicable to an

appropriate service condition including regular ongoing day-to-day work necessary to keep assets

operating, e.g. small repairs but excluding rehabilitation or renewal. Maintenance may be

classified into reactive, planned and specific maintenance work activities.

Reactive maintenance is unplanned repair work carried out in response to service requests and

management/supervisory directions.

Planned maintenance is repair work that is ideally identified and managed through a maintenance

management system (MMS). It is proposed that Council utilise the current systems (Customer

Request Management System or Conquest Work Orders) as an MMS to undertake activities

including 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.

Specific maintenance is replacement of higher value components/sub-components of assets that

is undertaken on a regular cycle including repainting, replacing air conditioning units, etc. This work

falls below the capital/maintenance threshold but may require a specific budget allocation.

Actual past maintenance expenditure is shown in Table 5.3.1.

- 33 -


Table 5.3.1: Maintenance Expenditure Trends


Maintenance Expenditure

Year Operations Maintenanc

e

Reactive

Maintenanc

e

Planned

Operations

Asset

Manageme

nt System

Total (M)

2012/201

3 $ 827 $ 654 $ 40 $ 46

$1.567 Actual

2013/201

4 $ 748 $ 567 $ 263 $ 3

$1.580 Actual

2014/201

5 $ 741 $ 326 $ 381 $ 8

$1.456 Actual

2015/201

6 $ 930 $ 338 $ 367 $ 12

$1.647 Budgeted

2016/201

7 $ 833 $323 $ 387 $ 12

$1.555 Budgeted

Operational activities are currently 56% of total maintenance expenditure (15/16 Financial Year

budgeted expenditure).

Reactive Maintenance work is currently 21% of total maintenance expenditure (15/16 Financial

Year budgeted expenditure).

Planned Maintenance work is currently 22% of total maintenance expenditure (15/16 Financial Year


Operations Asset Management System is currently 1% of total maintenance expenditure (15/16

Financial Year budgeted expenditure).

Table 5.3.1: Maintenance Expenditure Trends


Maintenance Expenditure

Year Operations

(M)

Maintenance

Reactive

Maintenance

Planned

Total (M)

2012/2013 $694 $152 $152 $1.000 Actual

2013/2014 $677 $140 $140 $1.000 Actual

2014/2015 $848 $159 $159 $1.166 Actual

2015/2016 $905 $218 $218 $1.341 Budgeted

2016/2017 $954 $223 $223 $1.400 Budgeted

Operational activities are currently 67% of total maintenance expenditure (15/16 Financial Year


Reactive Maintenance work is currently 16.5% of total maintenance expenditure (15/16 Financial


Planned Maintenance work is currently 16.5% of total maintenance expenditure (15/16 Financial


- 34 -


Maintenance expenditure levels are considered to be inadequate to meet projected service

levels, which may be less than or equal to current service levels. Where maintenance expenditure

levels are such that will result in a lesser level of service, the service consequences and service risks

have been identified and service consequences highlighted in this Asset Management Plan and

service risks considered in the Infrastructure Risk Management Plan.

Assessment and prioritisation of reactive maintenance is undertaken by Council staff using

experience and judgement.

5.3.2 Operations and Maintenance Strategies

The organisation will operate and maintain assets to provide the defined level of service to

approved budgets in the most cost-efficient manner. The operation and maintenance activities

include:

Scheduling operations activities to deliver the defined level of service in the most efficient

manner,

Undertaking maintenance activities through a planned maintenance system to reduce

maintenance costs and improve maintenance outcomes. Undertake cost-benefit analysis

to determine the most cost-effective split between planned and unplanned maintenance

activities (50 – 70% planned desirable as measured by cost),

Maintain a current infrastructure risk register for assets and present service risks associated

with providing services from infrastructure assets and reporting Very High and High risks and

residual risks after treatment to management and Council/Board,

Review current and required skills base and implement workforce training and development

to meet required operations and maintenance needs,

Review asset utilisation to identify underutilised assets and appropriate remedies, and over

utilised assets and customer demand management options,

Maintain a current hierarchy of critical assets and required operations and maintenance

activities,

Develop and regularly review appropriate emergency response capability,

Review management of operations and maintenance activities to ensure Council is

obtaining best value for resources used.

Asset hierarchy

An asset hierarchy provides a framework for structuring data in an information system to assist in

collection of data, reporting information and making decisions. The hierarchy includes the asset

class and component used for asset planning and financial reporting and service level hierarchy

used for service planning and delivery.

The asset hierarchy in the Corporate Asset Management System is represented below:

- 35 -


The organisation’s service hierarchy is shown is Table 5.3.2.

Table 5.3.2: Asset Service Hierarchy

Service Hierarchy Service Level Objective

Aged and Disabled Services

Buildings

Quality - Provision of “fit for purpose”, and suitable

buildings that maintain cultural significance and heritage

elements of our region.

Function - Ensure Buildings and Structures are functional for

their determined use.

Capacity / Utilisation - Ensure Buildings and Structures meet

community expectations and required levels of capacity

and usage.

Safety - Ensure Buildings and Structures are compliant and

minimise risk to the community.

Bushgardens Buildings As Above.

Car Park Buildings As Above.

Cemetery Buildings As Above.

Community Buildings As Above.

CWMS Buildings As Above.

Depot Buildings As Above.

Fire Services Buildings As Above.

Office / Library Buildings As Above.

- 36 -


Park / Garden Buildings As Above.

Recreation Buildings As Above.

Sporting Reserve Buildings As Above.

NCPA Buildings As Above.

Transfer Station Buildings As Above.

Market Value Buildings As Above.

Critical Assets

Critical assets are those assets which have a high consequence of failure but not necessarily a high

likelihood of failure. By identifying critical assets and critical failure modes, organisations can target

and refine investigative activities, maintenance plans and capital expenditure plans at the

appropriate time.

Operations and maintenances activities may be targeted to mitigate critical assets failure and

maintain service levels. These activities may include increased inspection frequency, higher

maintenance intervention levels, etc. Critical assets failure modes and required operations and

maintenance activities are detailed in Table 5.3.2.1.

Table 5.3.2.1: Critical Assets and Service Level Objectives

Critical Assets Critical Failure Mode Operations & Maintenance Activities

Council Administration

Buildings

Loss of ability to

undertake core service

delivery

High level of programmed maintenance

activities. Short response timeframe for

reactive works

Back-up generator power supply

Off-site disaster recovery options

Depot Buildings Loss of ability to

undertake core service

delivery

Low level of service required to maintain

operational activities

Standards and specifications

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

Refer 3.3 – Legislative Requirements

5.3.3 Summary of future operations and maintenance expenditures

Future operations and maintenance expenditure is forecast to trend in line with the value of the

asset stock as shown in Figure 4. Note that all costs are shown in current 2015 dollar values (i.e. real values).

- 37 -


Figure 4: Projected Operations and Maintenance Expenditure



- 38 -


Barossa: Projected Operations & Maintenance Expenditure Data

Category Year Maintenance* Operations* Budget*

Buildings_S1_V3 2015 $1,039 $869 $1,908

Buildings_S1_V3 2016 $994 $1,082 $2,039

Buildings_S1_V3 2017 $1,186 $1,087 $2,227

Buildings_S1_V3 2018 $1,193 $1,087 $2,234

Buildings_S1_V3 2019 $933 $1,087 $1,974

Buildings_S1_V3 2020 $726 $1,087 $1,767

Buildings_S1_V3 2021 $726 $1,087 $1,767

Buildings_S1_V3 2022 $726 $1,087 $1,767

Buildings_S1_V3 2023 $726 $1,087 $1,767

Buildings_S1_V3 2024 $726 $1,087 $1,767

Buildings_S1_V3 2025 $900 $1,068 $1,922

Buildings_S1_V3 2026 $900 $1,068 $1,922

Buildings_S1_V3 2027 $900 $1,068 $1,922

Buildings_S1_V3 2028 $900 $1,068 $1,922

Buildings_S1_V3 2029 $900 $1,068 $1,922

Buildings_S1_V3 2030 $900 $1,068 $1,922

Buildings_S1_V3 2031 $900 $1,068 $1,922

Buildings_S1_V3 2032 $900 $1,068 $1,922

Buildings_S1_V3 2033 $900 $1,068 $1,922

Buildings_S1_V3 2034 $900 $1,068 $1,922


- 39 -




- 40 -


NCPA: Projected Operations & Maintenance Expenditure Data

Category Year Maintenance* Operations* Budget*

NCPA Buildings_S1_V2 2015 $318 $853 $1,171

NCPA Buildings_S1_V2 2016 $486 $1,017 $1,346




















- 41 -


Deferred maintenance, i.e. works that are identified for maintenance and unable to be funded are to be included in the risk assessment and analysis in the Infrastructure Risk Management Plan.

Maintenance is funded from the operating budget where available. This is further discussed in

Section 6.2.

5.4 Renewal/Replacement Plan

Renewal and replacement 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 or lesser

required service potential. Work over and above restoring an asset to original service potential is

upgrade/expansion or new works expenditure.

5.4.1 Renewal plan

Assets requiring renewal/replacement are identified from one of three methods provided in the ‘Expenditure Template’.

Method 1 uses Asset Register data to project the renewal costs using acquisition year and

useful life to determine the renewal year, or

Method 2 uses capital renewal expenditure projections from external condition modelling

systems, or

Method 3 uses a combination of average network renewals plus defect repairs in the Renewal Plan and Defect Repair Plan worksheets on the ‘Expenditure template’.

Method 1 was used for this asset management plan.

The useful lives of assets used to develop projected asset renewal expenditures are shown in Table

5.4.1. Asset useful lives were last reviewed internally as at 1 July 2014.

- 42 -


Table 5.4.1: Useful Lives of Assets

- 43 -


5.4.2 Renewal and Replacement Strategies

The organisation will plan capital renewal and replacement projects to meet level of service objectives and minimise infrastructure service risks by:

Planning and scheduling renewal projects to deliver the defined level of service in the most

efficient manner,

Undertaking project scoping for all capital renewal and replacement projects to identify:

o the service delivery ‘deficiency’, present risk and optimum time for

renewal/replacement,

o the project objectives to rectify the deficiency,

o the range of options, estimated capital and life cycle costs for each options that

could address the service deficiency,

o and evaluate the options against evaluation criteria adopted by the organisation,

and

o select the best option to be included in capital renewal programs,

Using ‘low cost’ renewal methods (cost of renewal is less than replacement) wherever

possible,

Maintaining a current infrastructure risk register for assets and service risks associated with

providing services from infrastructure assets and reporting Very High and High risks and

residual risks after treatment to management and Council,

Reviewing current and required skills base and implementing workforce training and

development to meet required construction and renewal needs,

Maintaining a current hierarchy of critical assets and capital renewal treatments and

timings required,

Reviewing management of capital renewal and replacement activities to ensure Council is


Renewal ranking criteria

Asset renewal and replacement is typically undertaken to either:

Ensure the reliability of the existing infrastructure to deliver the service it was constructed to

facilitate (e.g. replacing a main with an insufficient capacity), or

To ensure the infrastructure is of sufficient quality to meet the service requirements (e.g. to meet capacity requirements).11

It is possible to get some indication of capital renewal and replacement priorities by identifying

assets or asset groups that:

Have a high consequence of failure,

Have a high utilisation and subsequent impact on users would be greatest,

The total value represents the greatest net value to the organisation,

Have the highest average age relative to their expected lives,

Are identified in the Asset Management Plan as key cost factors,

Have high operational or maintenance costs, and Where replacement with modern equivalent assets would yield material savings.12

The ranking criteria used to determine priority of identified renewal and replacement proposals is detailed in Table 5.4.2.

11 IPWEA, 2015, IIMM, Sec 3.4.4, p 3|91. 12 Based on IPWEA, 2015, IIMM, Sec 3.4.5, p 3|97.

- 44 -


Table 5.4.2: Renewal and Replacement Priority Ranking Criteria

Criteria Weighting

Building Condition Audit recommendations 40%

Officer inspections and recommendations 40%

Community recommendations 20%

Total 100%

Renewal and replacement standards

Renewal work is carried out in accordance with the following Standards and Specifications.

Refer 3.3 – Legislative Requirements

5.4.3 Summary of future renewal and replacement expenditure

Projected future renewal and replacement expenditures are forecast to increase over time as the

asset stock increases from growth. The expenditure is summarised in Fig 5. Note that all amounts

are shown in real values.

The projected capital renewal and replacement program is shown in Appendix B.

- 45 -


Fig 5: Projected Capital Renewal and Replacement Expenditure



- 46 -


Barossa - Projected Capital Renewal Expenditure Data

Category Year Renewal Cost

Buildings_S1_V1 1998 $45











Buildings_S1_V1 2017 $1,413



















- 47 -



- 48 -
























*all dollar values in ($'000)'s*

Unfunded Renewals Year Renewal Cost










Total $1,868

*all Dollar Values in ($'000)'s*

- 49 -




- 50 -




NCPA Buildings_S1_V1 2013 $2






















- 51 -



- 52 -


NCPA - Projected Capital Renewal Expenditure Data






















*all dollar values in ($'000)'s*

Unfunded Renewals Year Renewal Cost


Total $2


Deferred renewal and replacement, i.e. those assets identified for renewal and/or replacement

and not scheduled in capital works programs are to be included in the risk analysis process in the

Risk Management Plan.

Renewals and replacement expenditure in the organisation’s capital works program will be

accommodated in the Long Term Financial Plan. This is further discussed in Section 6.2.

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 organisation from

land development. These assets from growth are considered in Section 4.4.

- 53 -


5.5.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as

councillor/director or community requests, proposals identified by strategic plans or partnerships

with other organisations. Candidate proposals are inspected to verify need 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 is detailed below.

Table 5.5.1: New Assets Priority Ranking Criteria

Criteria Weighting

Upgrade Council buildings to comply with disability access

guidelines.

40%

Upgrade Council buildings to comply with fire safety

requirements.

40%

New building assets / major upgrade of existing buildings –

as a means of addressing growth needs and user

requirements. Life cycle cost analysis will be required to be

undertaken to ensure the feasibility of requirement and will

be subject to annual budget provisions.

20%

Total 100%

5.5.2 Capital Investment Strategies

The organisation will plan capital upgrade and new projects to meet level of service objectives by:

Planning and scheduling capital upgrade and new projects to deliver the defined level of

service in the most efficient manner,

Undertake project scoping for all capital upgrade/new projects to identify:

o the service delivery ‘deficiency’, present risk and required timeline for delivery of the

upgrade/new asset,

o the project objectives to rectify the deficiency including value management for

major projects,

o the range of options, estimated capital and life cycle costs for each options that

could address the service deficiency,

o management of risks associated with alternative options,

o and evaluate the options against evaluation criteria adopted by Council, and

o select the best option to be included in capital upgrade/new programs,

Review current and required skills base and implement training and development to meet

required construction and project management needs,

Review management of capital project management activities to ensure Council is


Standards and specifications for new assets and for upgrade/expansion of existing assets are the

same as those for renewal shown in Section 5.4.2.

5.5.3 Summary of future upgrade/new assets expenditure

Projected upgrade/new asset expenditures are summarised in Fig 6. The projected upgrade/new

capital works program is shown in Appendix C. All amounts are shown in real values.

- 54 -


Fig 6: Projected Capital Upgrade/New Asset Expenditure



- 55 -


Barossa: Projected Capital Upgrade/New Expenditure Buildings

Data

Category Year Value*






















- 56 -




- 57 -


Barossa: Projected Capital Upgrade/New Expenditure NCPA

Buildings Data

Category Year Value*

NCPA Buildings_S1_V2 2015 $1,179





















Expenditure on new assets and services in the organisation’s capital works program will be accommodated in the Long Term Financial Plan. This is further discussed in Section 6.2.

5.6 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale,

demolition or relocation.

Ownership of Country Fire Service (CFS) Fire Services Buildings will be written off in the 2016 / 2017

Financial Year. These assets are now in the ownership of State Government under a Land Only

Lease as of 1 July 2016.

5.7 Service Consequences and Risks

The organisation has prioritised decisions made in adopting this Asset Management Plan to obtain

the optimum benefits from its available resources. Decisions were made based on the

development of three scenarios of Asset Management Plans.

Scenario 1 - What we would like to do based on asset register data

Scenario 2 – What we should do with existing budgets and identifying level of service and risk

consequences (i.e. what are the operations and maintenance and capital projects we are unable

- 58 -


to do, what is the service and risk consequences associated with this position). This may require several versions of the Asset Management Plan.

Scenario 3 – What we can do and be financially sustainable with Asset Management Plans matching long-term financial plans.

The development of scenario 1 and scenario 2 Asset Management Plans provides the tools for

discussion with the Council and community on trade-offs between what we would like to do

(scenario 1) and what we should be doing with existing budgets (scenario 2) by balancing

changes in services and service levels with affordability and acceptance of the service and risk consequences of the trade-off position (scenario 3).

5.7.1 What we cannot do

There are some operations and maintenance activities and capital projects that are unable to be undertaken within the next 10 years. These include:

May affect the ability of Council to provide services to the Community.

5.7.2 Service consequences

Operations and maintenance activities and capital projects that cannot be undertaken will maintain or create service consequences for users. These include:

Council does not have a detailed strategic approach to address this component.

5.7.3 Risk consequences

The operations and maintenance activities and capital projects that cannot be undertaken may maintain or create risk consequences for the organisation. These include:

Council does not have a detailed strategic approach to address this component.

- 59 -


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 projected operating (operations and maintenance)

and capital expenditure (renewal and upgrade/expansion/new assets). Note that all costs are

shown in real values.

Fig 7: Projected Operating and Capital Expenditure


Barossa Buildings & Structures

- 60 -


Barossa - Projected Operating and Capital Expenditure Buildings Data

Category Year Maintenanc

e*

Operation

s*

Capital

Upgrade*

Capital

Renewal

*

Budget

Expenditure

*

Buildings_S1_V3 2015 $1,039 $869 $1,332 $2,435 $3,644

Buildings_S1_V3 2016 $994 $1,082 $304 $126 $2,424

Buildings_S1_V3 2017 $1,186 $1,087 $0 $1,413 $2,893

Buildings_S1_V3 2018 $1,193 $1,087 $0 $186 $2,708

Buildings_S1_V3 2019 $933 $1,087 $0 $171 $2,537

Buildings_S1_V3 2020 $726 $1,087 $0 $3,125 $2,333

Buildings_S1_V3 2021 $726 $1,087 $0 $498 $2,636

Buildings_S1_V3 2022 $726 $1,087 $0 $2,753 $2,646

Buildings_S1_V3 2023 $726 $1,087 $0 $148 $2,692

Buildings_S1_V3 2024 $726 $1,087 $0 $466 $2,538

Buildings_S1_V3 2025 $900 $1,068 $0 $651 $2,650

Buildings_S1_V3 2026 $900 $1,068 $0 $463 $2,700

Buildings_S1_V3 2027 $900 $1,068 $0 $3,731 $2,700

Buildings_S1_V3 2028 $900 $1,068 $0 $483 $2,700

Buildings_S1_V3 2029 $900 $1,068 $0 $77 $2,700

Buildings_S1_V3 2030 $900 $1,068 $0 $5,956 $2,700

Buildings_S1_V3 2031 $900 $1,068 $0 $813 $2,700

Buildings_S1_V3 2032 $900 $1,068 $0 $4,413 $2,700

Buildings_S1_V3 2033 $900 $1,068 $0 $24 $2,700

Buildings_S1_V3 2034 $900 $1,068 $0 $485 $2,700


- 61 -




- 62 -


Barossa - Projected Operating and Capital Expenditure NCPA Buildings Data

Category Year Maintenanc

e*

Operation

s*

Capital

Upgrade*

Capital

Renew

al*

Budget

Expenditure*

NCPA Buildings_S1_V3 2015 $318 $853 $1,179 $2 $2,453

NCPA Buildings_S1_V3 2016 $486 $1,017 $254 $0 $1,630




















6.1.1 Sustainability of service delivery

There are four key indicators for service delivery sustainability that have been considered in the

analysis of the services provided by this asset category, these being the asset renewal funding ratio,

long term life cycle costs/expenditures and medium term projected/budgeted expenditures over 5

and 10 years of the planning period.

Asset Renewal Funding Ratio: Council Buildings and Structures

Asset Renewal Funding Ratio13 29%

The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10

years, Council is forecasting that it will have 29%of the funds required for the optimal renewal and

replacement of its assets.

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 asset life cycle. Life cycle costs include operations and maintenance expenditure

13 AIFMG, 2015, Version 1.3, Financial Sustainability Indicator 4, Sec 2.6, p 7

- 63 -


and asset consumption (depreciation expense). The life cycle cost for the services covered in this

asset management plan is $3.134 M per year (average operations and maintenance expenditure

plus depreciation expense projected over 10 years).

Life cycle costs can be compared to life cycle expenditure to give an initial indicator of

affordability of projected service levels when considered with age profiles. Life cycle expenditure

includes operations, maintenance and capital renewal expenditure. Life cycle expenditure will

vary depending on the timing of asset renewals. The life cycle expenditure over the 10 year

planning period is $2.260 M per year (average operations and maintenance plus capital renewal

budgeted expenditure in LTFP over 10 years).

A shortfall between life cycle cost and life cycle expenditure is the life cycle gap. The life cycle

gap for services covered by this asset management plan is -$874,000 per year (-ve = gap, +ve =

surplus).

Life cycle expenditure is 72% of life cycle costs.

The life cycle costs and life cycle expenditure comparison highlights any difference between

present outlays and the average cost of providing the service over the long term. If the life cycle

expenditure is less than that life cycle cost, it is most likely that outlays will need to be increased or

cuts in services made in the future.

Knowing the extent and timing of any required increase in outlays and the service consequences if

funding is not available will assist organisations in providing services to their communities in a

financially sustainable manner. This is the purpose of the asset management plans and Long Term

Financial Plan.

Medium term – 10 year financial planning period

This asset management plan identifies the projected operations, maintenance and capital renewal

expenditures required to provide an agreed level of service to the community over a 10 year

period. This provides input into 10 year financial and funding plans aimed at providing the required

services in a sustainable manner.

These projected expenditures may be compared to budgeted expenditures in the 10 year period

to identify any funding shortfall. In a core asset management plan, a gap is generally due to

increasing asset renewals for ageing assets.

The projected operations, maintenance and capital renewal expenditure required over the 10 year

planning period is $3.094 M on average per year.

Estimated (budget) operations, maintenance and capital renewal funding is $2.260 M on average

per year giving a 10 year funding shortfall of $835,000 per year. This indicates that Council expects

to have 73% of the projected expenditures needed to provide the services documented in the

asset management plan.

Medium Term – 5 year financial planning period

The projected operations, maintenance and capital renewal expenditure required over the first 5

years of the planning period is $2.978 M on average per year.


per year giving a 5 year funding shortfall of $668,000. This indicates that Council expects to have

78% of projected expenditures required to provide the services shown in this asset management

plan.

- 64 -


Asset Renewal Funding Ratio: Nuriootpa Centennial Park Authority Buildings and Structures

Asset Renewal Funding Ratio14 113%

The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10

years, Council is forecasting that it will have 113% of the funds required for the optimal renewal and

replacement of its assets.

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 asset life cycle. Life cycle costs include operations and maintenance expenditure

and asset consumption (depreciation expense). The life cycle cost for the services covered in this

asset management plan is $1.794 M per year (average operations and maintenance expenditure

plus depreciation expense projected over 10 years).

Life cycle costs can be compared to life cycle expenditure to give an initial indicator of

affordability of projected service levels when considered with age profiles. Life cycle expenditure

includes operations, maintenance and capital renewal expenditure. Life cycle expenditure will

vary depending on the timing of asset renewals. The life cycle expenditure over the 10 year

planning period is $1.404 M per year (average operations and maintenance plus capital renewal

budgeted expenditure in LTFP over 10 years).

A shortfall between life cycle cost and life cycle expenditure is the life cycle gap. The life cycle

gap for services covered by this asset management plan is -$344,000 per year (-ve = gap, +ve =

surplus).

Life cycle expenditure is 80% of life cycle costs.

The life cycle costs and life cycle expenditure comparison highlights any difference between

present outlays and the average cost of providing the service over the long term. If the life cycle

expenditure is less than that life cycle cost, it is most likely that outlays will need to be increased or

cuts in services made in the future.

Knowing the extent and timing of any required increase in outlays and the service consequences if

funding is not available will assist organisations in providing services to their communities in a

financially sustainable manner. This is the purpose of the asset management plans and Long Term

Financial Plan.

Medium term – 10 year financial planning period

This asset management plan identifies the projected operations, maintenance and capital renewal

expenditures required to provide an agreed level of service to the community over a 10 year

period. This provides input into 10 year financial and funding plans aimed at providing the required

services in a sustainable manner.

These projected expenditures may be compared to budgeted expenditures in the 10 year period

to identify any funding shortfall. In a core asset management plan, a gap is generally due to

increasing asset renewals for ageing assets.

The projected operations, maintenance and capital renewal expenditure required over the 10 year

planning period is $1.590 M on average per year.

14 AIFMG, 2015, Version 1.3, Financial Sustainability Indicator 4, Sec 2.6, p 7

- 65 -



per year giving a 10 year funding shortfall of $186,000 per year. This indicates that Council expects

to have 88% of the projected expenditures needed to provide the services documented in the

asset management plan.

Medium Term – 5 year financial planning period

The projected operations, maintenance and capital renewal expenditure required over the first 5

years of the planning period is $1.501 M on average per year.


per year giving a 5 year funding shortfall of $145,000. This indicates that Council expects to have

90% of projected expenditures required to provide the services shown in this asset management

plan.

Asset management financial indicators

Figure 7A shows the asset management financial indicators over the 10 year planning period and

for the long term life cycle.

Figure 7A: Asset Management Financial Indicators



- 66 -



Providing services from infrastructure in a sustainable manner requires the matching and managing

of service levels, risks, projected expenditures and financing to achieve a financial indicator of

approximately 1.0 for the first years of the asset management plan and ideally over the 10 year life

of the Long Term Financial Plan.

Figure 8 shows the projected asset renewal and replacement expenditure over the 20 years of the

Asset Management Plan. The projected asset renewal and replacement expenditure is compared

to renewal and replacement expenditure in the capital works program, which is accommodated

in the Long Term Financial Plan


- 67 -


Figure 8: Projected and LTFP Budgeted Renewal Expenditure



- 68 -


Barossa: Projected & LTFP Budgeted Renewal Expenditure Buildings

Data

Category Year

Projected

Renewals

Planned

Renewals

Expenditure

Yr1

($'000) ($'000) ($'000)

Buildings_S1_V3 2015 $2,435 $404 $404

Buildings_S1_V3 2016 $126 $136 $404

Buildings_S1_V3 2017 $1,413 $256 $404

Buildings_S1_V3 2018 $186 $159 $404

Buildings_S1_V3 2019 $171 $213 $404

Buildings_S1_V3 2020 $3,125 $216 $404

Buildings_S1_V3 2021 $498 $519 $404

Buildings_S1_V3 2022 $2,753 $529 $404

Buildings_S1_V3 2023 $148 $575 $404

Buildings_S1_V3 2024 $466 $371 $404

Buildings_S1_V3 2025 $651 $328 $404

Buildings_S1_V3 2026 $463 $337 $404

Buildings_S1_V3 2027 $3,731 $337 $404

Buildings_S1_V3 2028 $483 $337 $404

Buildings_S1_V3 2029 $77 $337 $404

Buildings_S1_V3 2030 $5,956 $337 $404

Buildings_S1_V3 2031 $813 $337 $404

Buildings_S1_V3 2032 $4,413 $337 $404

Buildings_S1_V3 2033 $24 $337 $404

Buildings_S1_V3 2034 $485 $337 $404


- 69 -




- 70 -


Barossa: Projected & LTFP Budgeted Renewal Expenditure NCPA Buildings Data

Category Year

Projected

Renewals

Planned

Renewals

Expenditure

Yr1

($'000) ($'000) ($'000)

NCPA Buildings_S1_V2 2015 $2 $103 $103





















- 71 -


Table 6.1.1 shows the shortfall between projected renewal and replacement expenditures and

expenditure accommodated in Long Term Financial Plan. Budget expenditures accommodated in

the Long Term Financial Plan or extrapolated from current budgets are shown in Appendix C.

Table 6.1.1: Projected and LTFP Budgeted Renewals and Financing Shortfall


Barossa - Report 4 - Table 6.1.1 Renewals Financing

Year End Projected LTFP Renewal

Financing

Cumulative

Shortfall($'000)

Jun-30 Renewals Renewal

Budget

Shortfall

($'000) (- gap, + surplus)

($'000) ($'000) (- gap, +

surplus)

2015 $2,435 $404 -$2,031 -$2,031

2016 $126 $136 $10 -$2,021

2017 $1,413 $256 -$1,157 -$3,177

2018 $186 $159 -$27 -$3,204

2019 $171 $213 $42 -$3,162

2020 $3,125 $216 -$2,909 -$6,071

2021 $498 $519 $21 -$6,050

2022 $2,753 $529 -$2,224 -$8,274

2023 $148 $575 $427 -$7,847

2024 $466 $371 -$95 -$7,942

2025 $651 $328 -$323 -$8,264

2026 $463 $337 -$126 -$8,390

2027 $3,731 $337 -$3,394 -$11,785

2028 $483 $337 -$146 -$11,930

2029 $77 $337 $260 -$11,670

2030 $5,956 $337 -$5,619 -$17,289

2031 $813 $337 -$476 -$17,765

2032 $4,413 $337 -$4,076 -$21,842

2033 $24 $337 $313 -$21,529

2034 $485 $337 -$148 -$21,677

Note: A negative shortfall indicates a financing gap, a positive shortfall indicates a surplus for that year.

- 72 -



Year End Projected LTFP Renewal

Financing

Cumulative

Shortfall($'000)

Jun-30 Renewals Renewal

Budget

Shortfall

($'000) (- gap, + surplus)

($'000) ($'000) (- gap, +

surplus)

2015 $2 $103 $101 $101

2016 $0 $30 $30 $131

2017 $103 $0 -$103 $28

2018 $3 $70 $67 $96

2019 $37 $20 -$17 $78

2020 $79 $20 -$59 $20

2021 $0 $20 $20 $40

2022 $275 $50 -$225 -$185

2023 $154 $115 -$39 -$224

2024 $12 $329 $317 $93

2025 $206 $383 $177 $270

2026 $11 $20 $9 $279

2027 $0 $20 $20 $299

2028 $89 $20 -$69 $230

2029 $0 $20 $20 $250

2030 $206 $20 -$186 $64

2031 $57 $20 -$37 $27

2032 $255 $20 -$235 -$209

2033 $0 $20 $20 -$189

2034 $31 $20 -$11 -$199

6.1.2 Projected expenditures for Long Term Financial Plan

Table 6.1.2 shows the projected expenditures for the 10 year Long Term Financial Plan.

Expenditure projections are in 2015 real values.

- 73 -


Table 6.1.2: Projected Expenditures for Long Term Financial Plan ($000)


Barossa - Report 5 - Table 6.1.2 Long Term Financial Plan

Year Operations Maintenance

Projected Capital

Capital

Renewal Upgrade/New

2015 $869.00 $1,039 $2,435 $1,332

2016 $1,082.46 $994 $126 $304

2017 $1,087.12 $1,186 $1,413 $0

2018 $1,087.12 $1,193 $186 $0

2019 $1,087.12 $933 $171 $0

2020 $1,087.12 $726 $3,125 $0

2021 $1,087.12 $726 $498 $0

2022 $1,087.12 $726 $2,753 $0

2023 $1,087.12 $726 $148 $0

2024 $1,087.12 $726 $466 $0

2025 $1,067.82 $900 $651 $0

2026 $1,067.82 $900 $463 $0

2027 $1,067.82 $900 $3,732 $0

2028 $1,067.82 $900 $483 $0

2029 $1,067.82 $900 $77 $0

2030 $1,067.82 $900 $5,956 $0

2031 $1,067.82 $900 $813 $0

2032 $1,067.82 $900 $4,413 $0

2033 $1,067.82 $900 $24 $0

2034 $1,067.82 $900 $485 $0

- 74 -



Barossa - Report 5 - Table 6.1.2 Long Term Financial Plan

Year Operations Maintenance

Projected Capital

Capital

Renewal Upgrade/New

2015 $853 $318 $2 $1,179

2016 $1,017 $486 $0 $254

2017 $1,040 $497 $103 $250

2018 $1,063 $508 $3 $35

2019 $1,066 $509 $37 $0

2020 $1,066 $509 $79 $0

2021 $1,066 $509 $0 $0

2022 $1,066 $509 $275 $0

2023 $1,066 $509 $154 $0

2024 $1,066 $509 $12 $0

2025 $1,061 $497 $206 $0

2026 $1,061 $497 $11 $0

2027 $1,061 $497 $0 $0

2028 $1,061 $497 $89 $0

2029 $1,061 $497 $0 $0

2030 $1,061 $497 $206 $0

2031 $1,061 $497 $57 $0

2032 $1,061 $497 $255 $0

2033 $1,061 $497 $0 $0

2034 $1,061 $497 $31 $0

6.2 Funding Strategy

After reviewing service levels, as appropriate to ensure ongoing financial sustainability projected

expenditures identified in Section 6.1.2 will be accommodated in the Council’s 10 year Long Term

Financial Plan.

6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from assets

constructed by land developers and others and donated to Council. Figure 9 shows the projected replacement cost asset values over the planning period in real values.

- 75 -


Figure 9: Projected Asset Values



- 76 -


Barossa - Projected Asset Values Data

Category Year ($'000)

Buildings_S1_V3 2015 $69,229

Buildings_S1_V3 2016 $69,533

Buildings_S1_V3 2017 $69,533

Buildings_S1_V3 2018 $69,533

Buildings_S1_V3 2019 $69,533

Buildings_S1_V3 2020 $69,533

Buildings_S1_V3 2021 $69,533

Buildings_S1_V3 2022 $69,533

Buildings_S1_V3 2023 $69,533

Buildings_S1_V3 2024 $69,533

Buildings_S1_V3 2025 $69,533

Buildings_S1_V3 2026 $69,533

Buildings_S1_V3 2027 $69,533

Buildings_S1_V3 2028 $69,533

Buildings_S1_V3 2029 $69,533

Buildings_S1_V3 2030 $69,533

Buildings_S1_V3 2031 $69,533

Buildings_S1_V3 2032 $69,533

Buildings_S1_V3 2033 $69,533

Buildings_S1_V3 2034 $69,533


- 77 -




- 78 -


Barossa - Projected Asset Values Data

Category Year ($'000)






















Depreciation expense values are forecast in line with asset values as shown in Figure 10.

- 79 -


Figure 10: Projected Depreciation Expense



- 80 -


Barossa - Projected Depreciation Expense Data

Category Year

Annual

Depreciation

Charge






















- 81 -




- 82 -


Barossa - Projected Depreciation Expense Data

Category Year Annual Depreciation

Charge






















The depreciated replacement cost 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.

Forecast of the assets’ depreciated replacement cost is shown in Figure 11. The depreciated

replacement cost of contributed and new assets is shown in the darker colour and in the lighter colour for existing assets.

- 83 -


Figure 11: Projected Depreciated Replacement Cost



- 84 -


Barossa - Projected Depreciated Replacement Cost Data

Category Year Existing Assets New Assets

Buildings_S1_V3 2015 $33,994 $1,332

Buildings_S1_V3 2016 $32,959 $1,613

Buildings_S1_V3 2017 $32,044 $1,585

Buildings_S1_V3 2018 $31,032 $1,557

Buildings_S1_V3 2019 $30,074 $1,528

Buildings_S1_V3 2020 $29,119 $1,500

Buildings_S1_V3 2021 $28,467 $1,472

Buildings_S1_V3 2022 $27,825 $1,444

Buildings_S1_V3 2023 $27,229 $1,416

Buildings_S1_V3 2024 $26,429 $1,387

Buildings_S1_V3 2025 $25,586 $1,359

Buildings_S1_V3 2026 $24,752 $1,331

Buildings_S1_V3 2027 $23,918 $1,303

Buildings_S1_V3 2028 $23,084 $1,274

Buildings_S1_V3 2029 $22,250 $1,246

Buildings_S1_V3 2030 $21,416 $1,218

Buildings_S1_V3 2031 $20,582 $1,190

Buildings_S1_V3 2032 $19,748 $1,162

Buildings_S1_V3 2033 $18,914 $1,133

Buildings_S1_V3 2034 $18,080 $1,105


- 85 -




- 86 -


Barossa - Projected Depreciated Replacement Cost Data

Category Year Existing Assets New Assets

NCPA Buildings_S1_V3 2015 $6,516 $1,179



















NCPA Buildings_S1_V3 2034 $3,458 $999


- 87 -


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 and risks that these may change are shown in Table 6.4.

Table 6.4: Key Assumptions made in Asset Management Plan and Risks of Change

Key Assumptions Risks of Change to Assumptions

Growth will remain as predicted Low risk of change due to Character

Preservation (Barossa Valley) Act 2012

The actions in the Asset improvement Plan (7.2)

will form part of Directorate Business Plans and

will be a focus of continuous improvement for

the organisation

Low

6.5 Forecast Reliability and Confidence

The expenditure and valuations projections in this Asset Management Plan are based on best

available data. Currency and accuracy of data is critical to effective asset and financial management. Data confidence is classified on a 5 level scale15 in accordance with Table 6.5.

Table 6.5: Data Confidence Grading System

Confidence

Grade

Description

A Highly

reliable

Data based on sound records, procedures, investigations and analysis,

documented properly and recognised as the best method of assessment. Dataset

is complete and estimated to be accurate ± 2%

B Reliable Data based on sound records, procedures, investigations and analysis,

documented properly but has minor shortcomings, for example some of the data

is old, some documentation is missing and/or reliance is placed on unconfirmed

reports or some extrapolation. Dataset is complete and estimated to be

accurate ± 10%

C Uncertain Data based on sound records, procedures, investigations and analysis which is

incomplete or unsupported, or extrapolated from a limited sample for which

grade A or B data are available. Dataset is substantially complete but up to 50%

is extrapolated data and accuracy estimated ± 25%

D Very

Uncertain

Data is based on unconfirmed verbal reports and/or cursory inspections and

analysis. Dataset may not be fully complete and most data is estimated or

extrapolated. Accuracy ± 40%

E Unknown None or very little data held.

The estimated confidence level for and reliability of data used in this Asset Management Plan is shown in Table 6.5.1.

15 IPWEA, 2015, IIMM, Table 2.4.5, p 2|71.

- 88 -


Table 6.5.1: Data Confidence Assessment for Data used in Asset Management Plan

Data Confidence

Assessment

Comment

Demand drivers A Highly reliable Generated from Senior Planner

Growth

projections

A Highly reliable Generated from Senior Planner

Operations

expenditures

A Highly reliable Generated from Finance

Maintenance

expenditures

A Highly reliable Generated from Finance

Projected

Renewal exps.

Asset values

A Highly reliable Obtained as part of Building Condition Audit from

Consultant

Asset useful lives A Highly reliable Obtained from Consultant and verified using

appropriate / relevant documentation by Council

Officers.

Defect repairs A Highly reliable Obtained as part of Building Condition Audit from

Consultant

Over all data sources the data confidence is assessed as high confidence level for data used in the preparation of this Asset Management Plan.

- 89 -


7. PLAN IMPROVEMENT AND MONITORING

7.1 Status of Asset Management Practices

7.1.1 Accounting and financial systems

Council utilises the Technology One software product – Finance One.

Accountabilities for financial systems

Manager Financial Services

Senior Accountant - Budgets

Asset Accountant – Acquisition and disposal

Payroll Officer - Payroll

Accounts Payable Clerk – Accounts Payable

Finance Officer

Accounting standards and regulations

International Financial Reporting Standards (IFRS)

Accounting Standard AASB116 – Property Plant and Equipment

Accounting Standard AASB136 – Impairment of Assets

Accounting Standard AASB13 – Fair Value Measurement

Accounting Standard AASB108 – Accounting Policies, Changes in Estimates and Errors

Accounting Standard AASB1051 – Land Under Roads

Accounting Standard AASB141 – Agriculture

CPA Australia and the Australian Asset Management Collective Group – Guide to the valuation

and depreciation of not-for-profit and public sector physical assets under accrual based

accounting standards

Australian Infrastructure Financial management Guidelines – December 2015

Framework for the Preparation and Presentation of Financial Statements – Australian Accounting

Standards Board – December 2007

International Accounting Standards (IAS) Property, Plant and Equipment (paragraph 6)

South Australian Model Financial Statements – Local Government of South Australia

Councils Asset Class Revaluation and Condition Assessment Program

- 90 -


Capital/maintenance threshold

Required changes to accounting financial systems arising from this Asset Management Plan

Ability to split costs between Maintenance and Operating expenditure

- 91 -


7.1.2 Asset management system

Council utilises the Conquest Solutions Asset Management software product – Conquest III.

Asset registers

The Buildings and Structures asset register in Conquest III covers:

Complete Buildings

Complete Structures

Building components (refer 5.1.3 for definitions of components)

o Internal Fit Out

o Roof Structure

o Services

o Site Services / Infrastructure

o Substructure

o Superstructure

o Superstructure 2

o Hard Floor

Market Value Buildings

Linkage from asset management to financial system

No software integration at this point in time. Assets in Conquest do have Finance Asset ID listed against the assets.

Accountabilities for asset management system and data maintenance

Manager Assets and Infrastructure

Required changes to asset management system arising from this Asset Management Plan

Improve the accuracy of data and the linkage of the Asset Management System data to the corporate mapping system.

7.2 Improvement Plan

The asset management improvement plan generated from this asset management plan is shown in

Table 7.2.

Table 7.2: Improvement Plan

Task

No

Task Responsibility Resources

Required

Timeline

1 Enable Finance System to record /

allocate costs between Operations

MFS MFS 17/18

- 92 -


and Maintenance

2 Easily differentiate between

operating and maintenance

expenditure in Finance System

MFS MFS 17/18

3 Easily differentiate between

planned and reactive

maintenance expenditure in

Finance System

MFS MFS 17/18

4 Develop and establish ongoing

assessment in relationship to safety

and specified maintenance

intervention levels.

MCFD MCFD Ongoing

5 Audit and review of maintenance

response times (to confirm whether

maintenance works are delivered

on time).

MCFD CBA Ongoing

6 Random audit of maintenance

works (to confirm whether

maintenance works are delivered

to the specified quality).

MCFD CBA Ongoing

7 Review and assess changing

Community Wastewater

Management System studies,

community expectations and

customer feedback/contact.

MCFD MCFD Ongoing

8 Consultation to ascertain the

community’s service needs and

preferences and confirm

performance targets.

Communications

and Marketing

Officer

Communications

and Marketing

Officer

Every 4

years

9 Review of the customer request

reports available in Pathway.

MCFD Admin Officer TBA

10 Utilise Conquest to undertake and

record planned and reactive

maintenance activities on the

network.

MCFD CBA 16/17

- 93 -


11 Determine Function data and

include against each asset on a 1 –

5 rating.

Function is the ability of the physical

infrastructure to meet program

delivery needs

MCFD / MAI MAI 16/17

12 Determine Capacity/Utilisation data

and include against each asset on

a 1 – 5 rating.

Capacity/Utilisation represents the

ability of the physical infrastructure

to meet service delivery needs.

MCFD / MAI MAI 16/17

13 Implement and utilise existing

Conquest software as a

Maintenance Management

System.

MCFD MCFD 16/17

14 Create a strategic asset disposal

plan

Council MCFD / MAI 16/17

15 Create a strategic asset acquisition

and upgrade plan

Council MCFD / MAI 16/17

7.3 Monitoring and Review Procedures

This asset management plan will be reviewed during annual budget planning processes and

amended to recognise any material changes in service levels and/or resources available to

provide those services as a result of budget decisions.

The Asset Management Plan will be updated annually to ensure it represents the current service

level, asset values, projected operations, maintenance, capital renewal and replacement, capital

upgrade/new and asset disposal expenditures and projected expenditure values incorporated

into the organisation’s Long Term Financial Plan.

Resources will be allocated by Council to ensure annual updates occur.

The Asset Management Plan has a life of 4 years (Council election cycle) and is due for complete

revision and updating within two years of each Council/Board election.

7.4 Performance Measures

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

The degree to which the required projected expenditures identified in this asset

management plan are incorporated into Council’s Long Term Financial 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,

- 94 -


The degree to which the existing and projected service levels and service consequences

(what we cannot do), risks and residual risks are incorporated into the Council’s Strategic

Plan and associated plans,

The Asset Renewal Funding Ratio achieving the target of 1.0.

- 95 -


8. REFERENCES

IPWEA, 2008, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australasia,

Sydney, www.ipwea.org/namsplus.

IPWEA, 2015, ‘Australian Infrastructure Financial Management Guidelines’, Institute of Public Works

Engineering Australasia, Sydney, www.ipwea.org/AIFMG.

IPWEA, 2015, ‘International Infrastructure Management Manual’, Institute of Public Works

Engineering Australasia, Sydney, www.ipwea.org/IIMM

Barossa Community Plan 2016 - 2036

The Barossa Council – Annual Budget and Business Plan 2015 – 2016

http://www.barossa.sa.gov.au/sections/council/financial-documents/annual-budget-

business-plan

http://www.ipwea.org/namsplus

http://www.ipwea.org/namsplus

http://www.ipwea.org/AIFMG

http://www.ipwea.org/IIMM

http://www.barossa.sa.gov.au/sections/council/financial-documents/annual-budget-business-plan

http://www.barossa.sa.gov.au/sections/council/financial-documents/annual-budget-business-plan

- 96 -


9. APPENDICES

Appendix A Maintenance Response Levels of Service

PROBPM Building/Prop Maint (incl. Toilets) – not cleaning

- 97 -


Appendix B Projected 10 year Capital Renewal and Replacement Works Program

Projected from IAMP Data – Council Buildings and Structures:

Barossa - Report 6 - Appendix B 10 year Renewal & Replacement Program

Asset ID Sub

Asset Name

Rem Planned Renewal Useful

Category Life Renewal Cost Life

(Years) Year ($) (Years)

49822 Internal Fit Out Internal Fit-out - CLUBROOMS - Moculta Recreation Park - Moculta -17 1998 $44,769 100

Subtotal $44,769

49692 Roof Structure Roof Structure - AGED FLAT UNITS - Talunga Village (Front) - Mount

Pleasant -13 2002 $204,171 25

48490 Substructure Substructure - WILLIAMSTOWN HALL - 23 Queen Street - Williamstown -13 2002 $0 60

Subtotal $204,171

49943 Superstructure 2 Superstructure 2 - TANUNDA SOLDIERS MEMORIAL HALL and BAROSSA

REGIONAL GALLERY - 1 Basedow Road - Tanunda -9 2006 $137,958 100

49972 Superstructure 2 Superstructure 2 - WILLIAMSTOWN HALL - 23 Queen Street -

Williamstown -9 2006 $60,358 100

49868 Superstructure 2 Superstructure 2- NURIOOTPA SOLDIERS MEMORIAL HALL - 46 Murray

Street - Nuriootpa -9 2006 $115,824 100

Subtotal $314,140

39467 Complete

Building Complete Building - PUMP SHED - Lyndoch Recreation Park - Lyndoch -7 2008 $15,152 30

39374 Complete

Building

Complete Building - STORAGE SHED - Moculta Recreation Park -

Moculta -7 2008 $40,354 30

- 98 -


Subtotal $55,506

39500 Complete

Building Complete Building - GARAGE - Nuriootpa CFS Fire Station - Nuriootpa -5 2010 $51,944 50

39484 Complete

Building

Complete Building - IMPLEMENT SHED - Lyndoch Recreation Park -

Lyndoch -5 2010 $8,498 25

39512 Complete

Building

Complete Building - PLANT ROOM - Williamstown Swimming Pool -

Williamstown -5 2010 $17,325 40

39507 Complete

Building

Complete Building - SHED, CLOSED TANUNDA WASTE TRANSFER

STATION - Tanunda Depot - Tanunda -5 2010 $0 20

39449 Complete

Building Complete Building - TOILET BLOCK - Williamstown Hall - Williamstown -5 2010 $74,891 50

39504 Complete

Building Complete Building - TOOL SHED - Staricks Quarry - Springton -5 2010 $28,743 25

39491 Complete

Building

Complete Building - TOOL SHED, TENNIS - Old Talunga Recreation Park

- Mount Pleasant -5 2010 $11,317 25

Subtotal $192,717

39503 Complete

Building

Complete Building - GARAGE - Rowland Flat Community Centre -

Rowland Flat -4 2011 $7,494 25

39502 Complete

Building

Complete Building - PLANT SHED - Nuriootpa Swimming Pool -

Nuriootpa -4 2011 $7,828 25

39499 Complete

Building

Complete Building - TENNIS CLUBROOM / SHELTER - Moculta

Recreation Park - Moculta -4 2011 $4,313 25

39421 Complete

Building

Complete Building - TOILET BLOCK, LYNDOCH RECREATION PARK -

Lyndoch Recreation Park - Lyndoch -4 2011 $15,703 25

39486 Complete

Building Complete Building - TOOL SHED - Lyndoch Recreation Park - Lyndoch -4 2011 $17,831 25

Subtotal $53,169

39492 Complete

Building

Complete Building - HORSE PAVILION 1 - Talunga Recreation Park -

Mount Pleasant -3 2012 $2,429 20

- 99 -


39458 Complete

Building

Complete Building - IMPLEMENT SHED, (ADJACENT CARETAKERS

DWELLING) - Williamstown QVJ Park - Williamstown -3 2012 $13,342 25

49855 Internal Fit Out Internal Fit-out - EXHIBITION HALL - Talunga Recreation Park - Mount

Pleasant -3 2012 $91,890 40

49849 Internal Fit Out Internal Fit-out - HORSE PAVILION 1 - Talunga Recreation Park - Mount

Pleasant -3 2012 $84,171 40

49852 Site Services /

Infrastructure

Site Services/ Infrastructure - HORSE PAVILION 1 - Talunga Recreation

Park - Mount Pleasant -3 2012 $58,535 40


Infrastructure

Site Services/ Infrastructure - HORSE PAVILION 2 - Talunga Recreation


49853 Substructure Substructure - HORSE PAVILION 1 - Talunga Recreation Park - Mount

Pleasant -3 2012 $0 40

49854 Superstructure Superstructure - HORSE PAVILION 1 - Talunga Recreation Park - Mount

Pleasant -3 2012 $49,706 40

49848 Superstructure Superstructure - HORSE PAVILION 2 - Talunga Recreation Park - Mount

Pleasant -3 2012 $45,530 40

Subtotal $399,221

39420 Complete

Building Complete Building - ARCHERY CLUB SHED - Archery Road - Tanunda -2 2013 $19,779 25

39485 Complete

Building

Complete Building - BOWLING CLUB SHED - Lyndoch Recreation Park -

Lyndoch -2 2013 $12,765 25

39419 Complete

Building

Complete Building - IMPLEMENT SHED - Tanunda Recreation Park -

Tanunda -2 2013 $14,942 25

39446 Complete

Building

Complete Building - SHED - Mount Pleasant CFS Fire Station - Mount

Pleasant -2 2013 $32,356 25

39501 Complete

Building Complete Building - STORE SHED - Horse and Pony Club - Nuriootpa -2 2013 $12,095 25

Subtotal $91,936

39371 Complete

Building

Complete Building - CLUBROOMS - Stockwell Recreation Park -

Stockwell -1 2014 $3,439 50

39360 Complete

Building Complete Building - SHOW HALL - Angas Recreation Park - Angaston -1 2014 $17,073 25

- 100 -


39483 Complete

Building Complete Building - STORE SHED - Lyndoch Recreation Park - Lyndoch -1 2014 $16,137 30

49867 Floor Hard Floor - NURIOOTPA SOLDIERS MEMORIAL HALL - 46 Murray Street -

Nuriootpa -1 2014 $89,685 40

49861 Internal Fit Out Internal Fit-out - CATTLE PAVILION - Talunga Recreation Park - Mount

Pleasant -1 2014 $116,158 40


Infrastructure

Site Services/ Infrastructure - CATTLE PAVILION - Talunga Recreation



Infrastructure

Site Services/ Infrastructure - EXHIBITION HALL - Talunga Recreation


49865 Substructure Substructure - CATTLE PAVILION - Talunga Recreation Park - Mount

Pleasant -1 2014 $0 40

49859 Substructure Substructure - EXHIBITION HALL - Talunga Recreation Park - Mount

Pleasant -1 2014 $0 40

49866 Superstructure Superstructure - CATTLE PAVILION - Talunga Recreation Park - Mount

Pleasant -1 2014 $48,513 40

49860 Superstructure Superstructure - EXHIBITION HALL - Talunga Recreation Park - Mount

Pleasant -1 2014 $75,453 40

Subtotal $512,443

39418 Complete

Building

Complete Building - BOWLING STORE SHED 2 - Tanunda Recreation

Park - Tanunda 0 2015 $12,456 25

39436 Complete

Building

Complete Building - HORSE PAVILION 2 - Talunga Recreation Park -

Mount Pleasant 0 2015 $82,380 25

39509 Complete

Building Complete Building - PUMP SHED - Tanunda Recreation Park - Tanunda 0 2015 $0 25

39410 Complete

Building Complete Building - SHOW HALL - Tanunda Recreation Park - Tanunda 0 2015 $52,263 25

39460 Complete

Building Complete Building - TOILETS - Gower Reserve - Williamstown 0 2015 $9,189 25

49783 Roof Structure Roof Structure - WOMEN'S MEMORIAL ROOMS - Memorial Reserve -

Angaston 0 2015 $4,452 25

48396 Roof Structure Roof Structure - WORKSHOP and STORE - Tanunda Depot - Tanunda 0 2015 $0 20

48607 Services Services - KEGEL CLUB SKITTLE ALLEY - Tanunda Recreation Park -

Tanunda 0 2015 $34,895 40

- 101 -


48500 Services Services - ROWLAND FLAT WAR MEM COMMUNITY CENTRE - Barosssa

Valley Way - Rowland Flat 0 2015 $33,074 40

48559 Services Services - SHOW HALL - Angas Recreation Park - Angaston 0 2015 $128,935 40

48637 Services Services - TENNIS / NETBALL CLUBROOMS - Tanunda Recreation Park -

Tanunda 0 2015 $57,757 40


Infrastructure

Site Services/ Infrastructure - KEGEL CLUB SKITTLE ALLEY - Tanunda

Recreation Park - Tanunda 0 2015 $46,069 20


Infrastructure

Site Services/ Infrastructure - KITCHEN / PICNIC SHELTER - Bethany

Reserve - Bethany 0 2015 $77,311 20


Infrastructure

Site Services/ Infrastructure - OLD UNION CHAPEL - 23 Penrice Road -

Angaston 0 2015 $27,772 20


Infrastructure

Site Services/ Infrastructure - WORKSHOP and STORE - Tanunda Depot -

Tanunda 0 2015 $0 20

Subtotal $566,554

39442 Complete

Building

Complete Building - AGED FLAT UNITS - Talunga Village (Front) - Mount

Pleasant 1 2016 $0 25

39515 Complete

Building

Complete Building - COUNCIL PRINCIPAL OFFICE / LIBRARY - 43 - 51

Tanunda Road - Nuriootpa 1 2016 $8,654 25

39369 Complete

Building

Complete Building - MAIN PLANT ROOM - Nuriootpa Swimming Pool -

Nuriootpa 1 2016 $3,011 25

39378 Complete

Building

Complete Building - MOTOR GARAGE - Nuriootpa CFS Fire Station -

Nuriootpa 1 2016 $2,848 30

39459 Complete

Building Complete Building - STORAGE SHED - Gower Reserve - Williamstown 1 2016 $26,143 25

39379 Complete

Building Complete Building - TOILET BLOCK - Behind Stockwell Hall - Stockwell 1 2016 $20,175 25

48524 Services Services - RSL HALL - 156 Melrose Street - Mount Pleasant 1 2016 $25,684 40

49784 Services Services - WOMEN'S MEMORIAL ROOMS - Memorial Reserve -

Angaston 1 2016 $39,540 40

Subtotal $126,054

- 102 -


39365 Complete

Building

Complete Building - ADMIN. BUILDING - Nuriootpa CFS Fire Station -

Nuriootpa 2 2017 $0 50

39430 Complete

Building

Complete Building - CLUBROOMS, SHOWERS / TOILETS - Talunga

Recreation Park - Mount Pleasant 2 2017 $14,131 40

39415 Complete

Building

Complete Building - FOOTBALL CHANGE ROOMS - Tanunda


49916 Roof Structure Roof Structure - ADMIN. BUILDING - Nuriootpa CFS Fire Station -

Nuriootpa 2 2017 $2,031 25

49796 Roof Structure Roof Structure - CLUBROOMS - Cromer Tennis Club - Cromer 2 2017 $1,541 25

49850 Roof Structure Roof Structure - HORSE PAVILION 1 - Talunga Recreation Park - Mount

Pleasant 2 2017 $0 25

49844 Roof Structure Roof Structure - HORSE PAVILION 2 - Talunga Recreation Park - Mount

Pleasant 2 2017 $0 25

49693 Services Services - AGED FLAT UNITS - Talunga Village (Front) - Mount Pleasant 2 2017 $83,677 40

48541 Services Services - AMENITIES / CHAGEROOM - Nuriootpa Swimming Pool -

Nuriootpa 2 2017 $76,480 40

48655 Services Services - CARETAKERS RESIDENCE - Williamstown QVJ Park -

Williamstown 2 2017 $54,985 40

48631 Services Services - FOOTBALL CHANGE ROOMS - Tanunda Recreation Park -

Tanunda 2 2017 $70,429 40

48553 Services Services - FOOTBALL CLUBROOMS - Angas Recreation Park - Angaston 2 2017 $95,412 40

48649 Services Services - GOLF CLUB HOUSE - Mount Pleasant Golfcourse - Mount

Pleasant 2 2017 $83,828 40

48547 Services Services - KITCHEN / PICNIC SHELTER - Bethany Reserve - Bethany 2 2017 $58,559 40

48440 Services Services - NURIOOTPA CFS FIRE STATION - 6 - 8 Old Kapunda Road -

Nuriootpa 2 2017 $73,625 40

48428 Services Services - RSL / SENIOR CITIZENS BUILDING - Memorial Drive -


48619 Services Services - SHOW HALL - Tanunda Recreation Park - Tanunda 2 2017 $324,549 40


Infrastructure

Site Services/ Infrastructure - SHOW HALL - Tanunda Recreation Park -

Tanunda 2 2017 $302,912 40

49934 Superstructure 2 Superstructure 2 - STOCKWELL HALL - 4 Duck Ponds Road - Stockwell 2 2017 $30,113 100

Subtotal $1,412,530

- 103 -


49789 Internal Fit Out Internal Fit-out - TOILET BLOCK - Bethany Reserve - Bethany 3 2018 $54,466 60


Infrastructure

Site Services/ Infrastructure - WOMEN'S MEMORIAL ROOMS - Memorial

Reserve - Angaston 3 2018 $55,513 60

49786 Substructure Substructure - WOMEN'S MEMORIAL ROOMS - Memorial Reserve -

Angaston 3 2018 $0 60

49788 Superstructure Superstructure - WOMEN'S MEMORIAL ROOMS - Memorial Reserve -

Angaston 3 2018 $57,608 60

49787 Superstructure 2 Superstructure 2 - WOMEN'S MEMORIAL ROOMS - Memorial Reserve -

Angaston 3 2018 $18,330 60

Subtotal $185,916

39518 Complete

Building

Complete Building - AMENITIES / CHAGEROOM - Nuriootpa Swimming

Pool - Nuriootpa 4 2019 $3,057 20

39493 Complete

Building

Complete Building - CATTLE PAVILION - Talunga Recreation Park -

Mount Pleasant 4 2019 $0 40

39393 Complete

Building

Complete Building - CRICKET CLUBROOMS - Curdnatta Park - Sandy

Creek 4 2019 $49,980 25

39392 Complete

Building

Complete Building - ON-SITE CABIN 3 - Williamstown QVJ Park -


39511 Complete

Building Complete Building - SHELTER SHED - Heinemann Park - Tanunda 4 2019 $25,038 25

39437 Complete

Building

Complete Building - TEA ROOM and KITCHEN - Murray Recreation Park

- Eden Valley 4 2019 $0 40

39395 Complete

Building Complete Building - WORKSHOP OFFICE - Tanunda Depot - Tanunda 4 2019 $21,362 25

49862 Roof Structure Roof Structure - CATTLE PAVILION - Talunga Recreation Park - Mount

Pleasant 4 2019 $0 25

49823 Roof Structure Roof Structure - CLUBROOMS - Moculta Recreation Park - Moculta 4 2019 $2,582 25

49856 Roof Structure Roof Structure - EXHIBITION HALL - Talunga Recreation Park - Mount

Pleasant 4 2019 $23,331 25

49838 Roof Structure Roof Structure - PAVILION / SHELTER - Talunga Recreation Park - Mount

Pleasant 4 2019 $0 25

- 104 -


Subtotal $171,046

39506 Complete

Building

Complete Building - CHEMICALS STORE SHED - Tanunda Depot -

Tanunda 5 2020 $0 20

39505 Complete

Building

Complete Building - INFLAMMABLE LIQUIDS STORE - Tanunda Depot -

Tanunda 5 2020 $7,047 20

39468 Complete

Building Complete Building - TOILET BLOCK - Lyndoch Village Green - Lyndoch 5 2020 $2,429 20

39487 Complete

Building

Complete Building - WORKSHOP / OFFICE - Rear of Branch Office -


48660 Roof Structure Roof Structure - ABLUTION BLOCK - Williamstown QVJ Park -


48540 Roof Structure Roof Structure - AMENITIES / CHAGEROOM - Nuriootpa Swimming Pool

- Nuriootpa 5 2020 $61,499 25

48433 Roof Structure Roof Structure - ANGASTON CFS FIRE STATION - 12 - 14 Neldner Street -

Angaston 5 2020 $120,274 25

48457 Roof Structure Roof Structure - ANGASTON TOWN HALL and LIBRARY - 8 Sturt Street -

Angaston 5 2020 $150,844 25

48582 Roof Structure Roof Structure - BOWLING CLUBROOMS - Lyndoch Recreation Park -

Lyndoch 5 2020 $63,911 25

48654 Roof Structure Roof Structure - CARETAKERS RESIDENCE - Williamstown QVJ Park -


49980 Roof Structure Roof Structure - CARETAKERS RESIDENCE - Williamstown QVJ Park -


48588 Roof Structure Roof Structure - CLUBROOM / HALL - Curdnatta Park - Sandy Creek 5 2020 $7,870 25

48570 Roof Structure Roof Structure - CLUBROOMS - Stockwell Recreation Park - Stockwell 5 2020 $70,464 25

48666 Roof Structure Roof Structure - CLUBROOMS, RSL - Tanunda Recreation Park -

Tanunda 5 2020 $3,123 25

48600 Roof Structure Roof Structure - CRICKET CLUBROOMS - Curdnatta Park - Sandy Creek 5 2020 $55,037 25

48505 Roof Structure Roof Structure - CWA HALL and TOILETS - 70 Murray Street - Tanunda 5 2020 $11,725 25

48389 Roof Structure Roof Structure - DEPOT OFFICE and WORKSHOP - Williamstown Depot -

Williamstown 5 2020 $0 20

48630 Roof Structure Roof Structure - FOOTBALL CHANGE ROOMS - Tanunda Recreation

Park - Tanunda 5 2020 $50,865 25

- 105 -


48594 Roof Structure Roof Structure - FOOTBALL CLUBROOMS - Williamstown QVJ Park -

Williamstown 5 2020 $109,865 25

49957 Roof Structure Roof Structure - GENTS TOILET BLOCK - Tanunda Recreation Park -

Tanunda 5 2020 $3,279 25

48648 Roof Structure Roof Structure - GOLF CLUB HOUSE - Mount Pleasant Golfcourse -


48612 Roof Structure Roof Structure - GRANDSTAND / FOOTBALL CLUBROOMS - Tanunda


48606 Roof Structure Roof Structure - KEGEL CLUB SKITTLE ALLEY - Tanunda Recreation Park -

Tanunda 5 2020 $2,352 25

48546 Roof Structure Roof Structure - KITCHEN / PICNIC SHELTER - Bethany Reserve - Bethany 5 2020 $3,948 25

49951 Roof Structure Roof Structure - LADIES TOILET BLOCK - Tanunda Recreation Park -

Tanunda 5 2020 $4,099 25

48469 Roof Structure Roof Structure - MOCULTA SOLDIERS MEMORIAL HALL - 2 Truro Road -

Moculta 5 2020 $24,623 25

48445 Roof Structure Roof Structure - MOUNT PLEASANT CFS FIRE STATION - Talunga Park -


48517 Roof Structure Roof Structure - MOUNT PLEASANT SOLDIERS MEMORIAL HALL - 61

Melrose Street - Mount Pleasant 5 2020 $110,518 25

48439 Roof Structure Roof Structure - NURIOOTPA CFS FIRE STATION - 6 - 8 Old Kapunda

Road - Nuriootpa 5 2020 $79,457 25

48463 Roof Structure Roof Structure - NURIOOTPA SOLDIERS MEMORIAL HALL - 46 Murray

Street - Nuriootpa 5 2020 $115,824 25

48481 Roof Structure Roof Structure - OLD UNION CHAPEL - 23 Penrice Road - Angaston 5 2020 $21,649 25

48499 Roof Structure Roof Structure - ROWLAND FLAT WAR MEM COMMUNITY CENTRE -

Barosssa Valley Way - Rowland Flat 5 2020 $17,038 25

48427 Roof Structure Roof Structure - RSL / SENIOR CITIZENS BUILDING - Memorial Drive -


48523 Roof Structure Roof Structure - RSL HALL - 156 Melrose Street - Mount Pleasant 5 2020 $13,231 25

48558 Roof Structure Roof Structure - SHOW HALL - Angas Recreation Park - Angaston 5 2020 $14,516 25

48618 Roof Structure Roof Structure - SHOW HALL - Tanunda Recreation Park - Tanunda 5 2020 $15,455 25

49802 Roof Structure Roof Structure - SHOWER and LAUNDRY BLOCK - Murray Recreation

Park - Eden Valley 5 2020 $20,542 25

- 106 -


49808 Roof Structure Roof Structure - TEA ROOM and KITCHEN - Murray Recreation Park -

Eden Valley 5 2020 $13,803 25

48636 Roof Structure Roof Structure - TENNIS / NETBALL CLUBROOMS - Tanunda Recreation

Park - Tanunda 5 2020 $3,894 25

48564 Roof Structure Roof Structure - TENNIS and NETBALL CLUBROOMS - Angas Recreation

Park - Angaston 5 2020 $43,988 25

49790 Roof Structure Roof Structure - TOILET BLOCK - Bethany Reserve - Bethany 5 2020 $5,142 25

49966 Roof Structure Roof Structure - TOILET BLOCK - Williamstown Hall - Williamstown 5 2020 $3,204 25

49986 Roof Structure Roof Structure - TOILET BLOCK - Williamstown QVJ Park - Williamstown 5 2020 $3,130 25

48487 Roof Structure Roof Structure - WILLIAMSTOWN HALL - 23 Queen Street - Williamstown 5 2020 $33,197 25

49917 Services Services - ADMIN. BUILDING - Nuriootpa CFS Fire Station - Nuriootpa 5 2020 $23,818 40

48458 Services Services - ANGASTON TOWN HALL and LIBRARY - 8 Sturt Street -

Angaston 5 2020 $270,834 40

49797 Services Services - CLUBROOMS - Cromer Tennis Club - Cromer 5 2020 $22,862 40

48643 Services Services - CLUBROOMS, SHOWERS / TOILETS - Talunga Recreation Park -

Mount Pleasant 5 2020 $221,403 40

48506 Services Services - CWA HALL and TOILETS - 70 Murray Street - Tanunda 5 2020 $41,216 40

49851 Services Services - HORSE PAVILION 1 - Talunga Recreation Park - Mount

Pleasant 5 2020 $88,620 40

49845 Services Services - HORSE PAVILION 2 - Talunga Recreation Park - Mount

Pleasant 5 2020 $81,176 40

48470 Services Services - MOCULTA SOLDIERS MEMORIAL HALL - 2 Truro Road -

Moculta 5 2020 $86,554 40

48518 Services Services - MOUNT PLEASANT SOLDIERS MEMORIAL HALL - 61 Melrose

Street - Mount Pleasant 5 2020 $198,430 40

48464 Services Services - NURIOOTPA SOLDIERS MEMORIAL HALL - 46 Murray Street -

Nuriootpa 5 2020 $207,957 40

48512 Services Services - TANUNDA SOLDIERS MEMORIAL HALL and BAROSSA

REGIONAL GALLERY - 1 Basedow Road - Tanunda 5 2020 $247,697 40

48488 Services Services - WILLIAMSTOWN HALL - 23 Queen Street - Williamstown 5 2020 $116,693 40

Subtotal $3,124,709

- 107 -


39494 Complete

Building

Complete Building - CATERING SHED - Talunga Recreation Park -


39463 Complete

Building

Complete Building - CRICKET CLUB STORE SHED - Tanunda Recreation

Park - Tanunda 6 2021 $0 50

39495 Complete

Building

Complete Building - EXHIBITION HALL - Talunga Recreation Park -


39488 Complete

Building

Complete Building - FIRST AID / TOILETS - Rear of Branch Office - Mount

Pleasant 6 2021 $45,547 40

39405 Complete

Building

Complete Building - GRANDSTAND / FOOTBALL CLUBROOMS -

Tanunda Recreation Park - Tanunda 6 2021 $0 50

39498 Complete

Building

Complete Building - OLD STORE SHED - Talunga Recreation Park -


49767 Complete

Building

Complete Building - ON-SITE CABIN 4 - Williamstown QVJ Park -


39496 Complete

Building

Complete Building - PAVILION / SHELTER - Talunga Recreation Park -


39465 Complete

Building Complete Building - PAVILLION - Lyndoch Village Green - Lyndoch 6 2021 $14,188 25

39497 Complete

Building

Complete Building - POULTRY PAVILION - Talunga Recreation Park -


49766 Complete

Building Complete Building - SIGN STORAGE SHED - Tanunda Depot - Tanunda 6 2021 $0 40

39399 Complete

Building Complete Building - TOILET BLOCK - Kroemers Crossing - Tanunda 6 2021 $0 40

49922 Roof Structure Roof Structure - PAVILLION - Springton Oval - Springton 6 2021 $1,636 25

49772 Superstructure 2 Superstructure 2 - ANGASTON TOWN HALL and LIBRARY - 8 Sturt Street -

Angaston 6 2021 $150,844 100

49814 Superstructure 2 Superstructure 2 - LYNDOCH HALL - 31 Barossa Valley Way - Lyndoch 6 2021 $59,559 100

49830 Superstructure 2

Superstructure 2 - MOUNT PLEASANT SOLDIERS MEMORIAL HALL - 61

Melrose Street - Mount Pleasant - MOUNT PLEASANT SOLDIERS

MEMORIAL HALL - 61 Melrose Street - Mount Pleasant

6 2021 $110,518 100

Subtotal $498,382

48394 Car Parking Car Parking - WORKSHOP and STORE - Tanunda Depot - Tanunda 7 2022 $0 40

- 108 -


39373 Complete

Building

Complete Building - EQUIPMENT SHED - Angas Recreation Park -

Angaston 7 2022 $74,891 50

39359 Complete

Building

Complete Building - EQUIPMENT SHED - Stockwell Recreation Park -

Stockwell 7 2022 $0 40

39355 Complete

Building Complete Building - OLD UNION CHAPEL - 23 Penrice Road - Angaston 7 2022 $0 60

39456 Complete

Building

Complete Building - PIGEON CLUB CLUBROOMS, LYNDOCH REC PARK -

Lyndoch Recreation Park - Lyndoch 7 2022 $0 50

39361 Complete

Building Complete Building - TOILET BLOCK - Behind Nuriootpa Hall - Nuriootpa 7 2022 $0 50

49829 Floor Hard Floor - MOUNT PLEASANT SOLDIERS MEMORIAL HALL - 61 Melrose

Street - Mount Pleasant 7 2022 $38,089 40

48611 Internal Fit Out Internal Fit-out - GRANDSTAND / FOOTBALL CLUBROOMS - Tanunda


49843 Internal Fit Out Internal Fit-out - HORSE PAVILION 2 - Talunga Recreation Park - Mount

Pleasant 7 2022 $209,141 40

49801 Internal Fit Out Internal Fit-out - SHOWER and LAUNDRY BLOCK - Murray Recreation

Park - Eden Valley 7 2022 $50,220 50

48563 Internal Fit Out Internal Fit-out - TENNIS and NETBALL CLUBROOMS - Angas Recreation

Park - Angaston 7 2022 $365,457 50

48671 Internal Fit Out Internal Fit-out - TENNIS CLUBROOM - Lyndoch Recreation Park -

Lyndoch 7 2022 $46,066 50

49965 Internal Fit Out Internal Fit-out - TOILET BLOCK - Williamstown Hall - Williamstown 7 2022 $55,695 50

48401 Internal Fit Out Internal Fit-out - WASH DOWN BAY - Tanunda Depot - Tanunda 7 2022 $0 40

49921 Internal Fit Out Internal Fit-out- PAVILLION - Springton Oval - Springton 7 2022 $54,284 50

49936 Roof Structure Roof Structure- TOILET BLOCK - Stockwell Recreation Park - Stockwell 7 2022 $3,055 25

48661 Services Services - ABLUTION BLOCK - Williamstown QVJ Park - Williamstown 7 2022 $25,834 40

48434 Services Services - ANGASTON CFS FIRE STATION - 12 - 14 Neldner Street -

Angaston 7 2022 $111,446 40

49863 Services Services - CATTLE PAVILION - Talunga Recreation Park - Mount

Pleasant 7 2022 $86,493 40

49824 Services Services - CLUBROOMS - Moculta Recreation Park - Moculta 7 2022 $38,304 40

48571 Services Services - CLUBROOMS - Stockwell Recreation Park - Stockwell 7 2022 $87,628 40

48601 Services Services - CRICKET CLUBROOMS - Curdnatta Park - Sandy Creek 7 2022 $68,443 40

- 109 -


48390 Services Services - DEPOT OFFICE and WORKSHOP - Williamstown Depot -


49857 Services Services - EXHIBITION HALL - Talunga Recreation Park - Mount Pleasant 7 2022 $134,525 40

49839 Services Services - PAVILION / SHELTER - Talunga Recreation Park - Mount

Pleasant 7 2022 $201,699 40

48565 Services Services - TENNIS and NETBALL CLUBROOMS - Angas Recreation Park -

Angaston 7 2022 $54,703 40

48397 Services Services - WORKSHOP and STORE - Tanunda Depot - Tanunda 7 2022 $0 40


Infrastructure

Site Services/ Infrastructure - ADMIN. BUILDING - Nuriootpa CFS Fire

Station - Nuriootpa 7 2022 $66,839 50


Infrastructure

Site Services/ Infrastructure - CLUBROOMS - Cromer Tennis Club -

Cromer 7 2022 $30,183 50


Infrastructure

Site Services/ Infrastructure - CLUBROOMS - Moculta Recreation Park -

Moculta 7 2022 $50,570 40


Infrastructure

Site Services/ Infrastructure - CLUBROOMS, RSL - Tanunda Recreation

Park - Tanunda 7 2022 $61,161 50


Infrastructure

Site Services/ Infrastructure - DEPOT OFFICE and WORKSHOP -

Williamstown Depot - Williamstown 7 2022 $0 40


Infrastructure

Site Services/ Infrastructure - PAVILION / SHELTER - Talunga Recreation

Park - Mount Pleasant 7 2022 $133,225 40


Infrastructure

Site Services/ Infrastructure - SHOW HALL - Angas Recreation Park -

Angaston 7 2022 $181,021 50


Infrastructure

Site Services/ Infrastructure - STOCKWELL HALL - 4 Duck Ponds Road -

Stockwell 7 2022 $113,926 40


Infrastructure

Site Services/ Infrastructure - TOP TORRENS THEATRE GROUP BUILDING -

Behind RSL Hall - Mount Pleasant 7 2022 $31,548 20

49919 Substructure Substructure - ADMIN. BUILDING - Nuriootpa CFS Fire Station -

Nuriootpa 7 2022 $0 50

49799 Substructure Substructure - CLUBROOMS - Cromer Tennis Club - Cromer 7 2022 $0 50

49826 Substructure Substructure - CLUBROOMS - Moculta Recreation Park - Moculta 7 2022 $0 40

48669 Substructure Substructure - CLUBROOMS, RSL - Tanunda Recreation Park - Tanunda 7 2022 $0 50

48392 Substructure Substructure - DEPOT OFFICE and WORKSHOP - Williamstown Depot -


- 110 -


48609 Substructure Substructure - KEGEL CLUB SKITTLE ALLEY - Tanunda Recreation Park -

Tanunda 7 2022 $0 50

49841 Substructure Substructure - PAVILION / SHELTER - Talunga Recreation Park - Mount

Pleasant 7 2022 $0 40

48561 Substructure Substructure - SHOW HALL - Angas Recreation Park - Angaston 7 2022 $0 50

48399 Substructure Substructure - WORKSHOP and STORE - Tanunda Depot - Tanunda 7 2022 $0 40

49800 Superstructure Superstructure - CLUBROOMS - Cromer Tennis Club - Cromer 7 2022 $11,303 50

49828 Superstructure Superstructure - CLUBROOMS - Moculta Recreation Park - Moculta 7 2022 $46,051 40

48670 Superstructure Superstructure - CLUBROOMS, RSL - Tanunda Recreation Park -

Tanunda 7 2022 $22,903 50

48393 Superstructure Superstructure - DEPOT OFFICE and WORKSHOP - Williamstown Depot -


48610 Superstructure Superstructure - KEGEL CLUB SKITTLE ALLEY - Tanunda Recreation Park -

Tanunda 7 2022 $17,251 50

49842 Superstructure Superstructure - PAVILION / SHELTER - Talunga Recreation Park - Mount

Pleasant 7 2022 $113,130 40

48562 Superstructure Superstructure - SHOW HALL - Angas Recreation Park - Angaston 7 2022 $59,771 50

48400 Superstructure Superstructure - WORKSHOP and STORE - Tanunda Depot - Tanunda 7 2022 $0 40

49920 Superstructure Superstructure -ADMIN. BUILDING - Nuriootpa CFS Fire Station -

Nuriootpa 7 2022 $12,186 50

49827 Superstructure 2 Superstructure 2 - CLUBROOMS - Moculta Recreation Park - Moculta 7 2022 $18,937 40

Subtotal $2,752,629

39366 Complete

Building

Complete Building - TOILET BLOCK - Moculta Recreation Park -

Moculta 8 2023 $0 50

49870 Roof Structure Roof Structure - TOILET BLOCK - Behind Nuriootpa Hall - Nuriootpa 8 2023 $5,440 25

49876 Roof Structure Roof Structure - TOILET BLOCK - Tolley Reserve - Nuriootpa 8 2023 $6,036 25

48595 Services Services - FOOTBALL CLUBROOMS - Williamstown QVJ Park -

Williamstown 8 2023 $136,627 40

Subtotal $148,103

- 111 -


33137 Complete

Building

Complete Building - SHELTERSHED - LINEAR PARK - Penrice Road -

NURIOOTPA 9 2024 $15,207 30

39447 Complete

Building

Complete Building - TENNIS CLUBHOUSE - Old Talunga Recreation Park

- Mount Pleasant 9 2024 $18,012 25

48583 Services Services - BOWLING CLUBROOMS - Lyndoch Recreation Park - Lyndoch 9 2024 $50,337 40

49981 Services Services - CHANGE ROOMS - Williamstown Swimming Pool -


48589 Services Services - CLUBROOM / HALL - Curdnatta Park - Sandy Creek 9 2024 $116,737 40

49958 Services Services - GENTS TOILET BLOCK - Tanunda Recreation Park - Tanunda 9 2024 $9,206 40

49952 Services Services - LADIES TOILET BLOCK - Tanunda Recreation Park - Tanunda 9 2024 $11,507 40

48409 Services Services - LIBRARY and BRANCH OFFICE - 29 Barossa Valley Way -

Lyndoch 9 2024 $143,277 40

49803 Services Services - SHOWER and LAUNDRY BLOCK - Murray Recreation Park -

Eden Valley 9 2024 $28,443 40

49809 Services Services - TEA ROOM and KITCHEN - Murray Recreation Park - Eden

Valley 9 2024 $27,023 40

49791 Services Services - TOILET BLOCK - Bethany Reserve - Bethany 9 2024 $14,437 40

49967 Services Services - TOILET BLOCK - Williamstown Hall - Williamstown 9 2024 $8,997 40

Subtotal $465,624

Program Total $11,319,619

- 112 -


Projected from IAMP Data – Nuriootpa Centennial Park Authority Buildings and Structures:

Barossa - Report 6 - Appendix B 10 year Renewal & Replacement Program

Asset ID Sub

Asset Name

Rem Planned Renewal Useful

Category Life Renewal Cost Life

(Years) Year ($) (Years)

39547 Complete

Building Complete Building - Cleaners Storage Shed -2 2013 $2,011 25

Subtotal $2,011

39572 Complete

Building Complete Building - Van & annex second hand 2004/05 2 2017 $10,411 25

42945 Roof Structure Roof Structure - Ablution Block C 2 2017 $92,115 40

Subtotal $102,526

39548 Complete

Building Complete Building - Pump House 3 2018 $2,848 25

Subtotal $2,848

39544 Complete

Building Complete Building - Fixed Cabins SE1 4 2019 $37,128 30

Subtotal $37,128

39570 Complete

Building Complete Building - Shelter 5 2020 $8,311 30

42947 Internal Fit Out Internal Fit-Out - Ablution Block C 5 2020 $66,527 25

42923 Internal Fit Out Internal Fit-Out - Nuriootpa Scout Hall 5 2020 $4,042 25

Subtotal $78,881

39566 Complete

Building Complete Building - Jayco Park Unit (Chassis No. 333149) 7 2022 $51,408 30

39567 Complete

Building Complete Building - Jayco Park Unit (Chassis No. 333150) 7 2022 $49,980 30

- 113 -


39565 Complete

Building Complete Building - Jayco Park unit with full ensuites FAM 7 7 2022 $51,408 30

39554 Complete

Building Complete Building - On site cabins JAY 1 7 2022 $44,268 30

49909 Internal Fit Out Internal Fit-Out - TOILET BLOCK - NCPA - Nuriootpa 7 2022 $45,719 25

42939 Roof Structure Roof Structure - Ablution Block B 7 2022 $31,836 40

Subtotal $274,619

39552 Complete

Building Complete Building - Amenities Building 8 2023 $83,517 40

39558 Complete

Building Complete Building - Camp Kitchen 8 2023 $47,339 25

42941 Internal Fit Out Internal Fit-Out - Ablution Block B 8 2023 $22,992 25

Subtotal $153,849

39563 Complete

Building Complete Building - Assistant Manager's Garage 9 2024 $10,070 25

39564 Complete

Building Complete Building - Assistant Manager's Tool shed 9 2024 $2,220 25

Subtotal $12,290

Program

Total $664,151

- 114 -


Appendix C Budgeted Expenditures Accommodated in LTFP

Projected from IAMP Data – Council Buildings and Structures:

Barossa - Report 7 - LTFP Expenditure Projections

Projected Expenditure 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Capital Expenditure on Renewal/Replacement of existing assets

$2,435 $126 $1,413 $186 $171 $3,125 $498 $2,753 $148 $466

Capital Expenditure on Upgrade/New assets $1,332 $304 $0 $0 $0 $0 $0 $0 $0 $0

Operational cost of existing assets $869 $1,062 $1,062 $1,062 $1,062 $1,062 $1,062 $1,062 $1,062 $1,062

Maintenance cost of existing assets $1,039 $977 $1,165 $1,172 $912 $705 $705 $705 $705 $705

Operational cost of New assets $0 $20 $25 $25 $25 $25 $25 $25 $25 $25

Maintenance cost of New assets $0 $17 $21 $21 $21 $21 $21 $21 $21 $21

All dollar values in ($'000)'s

- 115 -


Projected from IAMP Data – Nuriootpa Centennial Park Authority Buildings and Structures:

Barossa - Report 7 - LTFP Expenditure Projections

Projected Expenditure 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Capital Expenditure on Renewal/Replacement of existing assets

$2 $0 $103 $3 $37 $79 $0 $275 $154 $12

Capital Expenditure on Upgrade/New assets $1,179 $254 $250 $35 $0 $0 $0 $0 $0 $0

Operational cost of existing assets $853 $910 $910 $910 $910 $910 $910 $910 $910 $910

Maintenance cost of existing assets $318 $436 $436 $436 $436 $436 $436 $436 $436 $436

Operational cost of New assets $0 $107 $130 $153 $156 $156 $156 $156 $156 $156

Maintenance cost of New assets $0 $50 $61 $72 $73 $73 $73 $73 $73 $73

All dollar values in ($'000)'s

- 116 -


2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26

OB LTFP LTFP LTFP LTFP LTFP LTFP LTFP LTFP LTFP

$' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000

Renewal/Replacement Capital summary: Non-Discretionary

Land 0 0 0 0 0 0 0 0 0 0

Buildings 166 256 229 233 236 539 579 690 700 711

Recreation 30 30 30 30 30 30 30 30 30 30

Transport - Roads & Footpaths 3,387 3,260 3,422 3,593 3,771 3,959 4,156 4,363 4,580 4,808

Stormwater, Bridges & Floodplain 253 300 17 392 0 300 300 300 300 300

CWMS 209 80 80 85 87 40 51 111 51 51

Equipment - Plant & Vehicles 1,266 783 1,880 1,869 1,872 2,345 2,051 1,884 1,950 1,972

Other Assets 0 0 0 0 0 0 0 0 0 0

5,311 4,709 5,658 6,202 5,996 7,213 7,167 7,378 7,611 7,872

New/Upgrade Capital summary: Discretionary

Land 0 0 0 0 0 0 0 0 0 0

Buildings (Inc. Discretionary spend $350k/$400k per year) 503 660 350 350 350 350 350 350 400 400

Recreation 516 70 70 70 70 70 70 70 70 70

Transport - Roads & Footpaths 1,389 196 204 215 221 228 236 243 252 260

Stormwater, Bridges & Floodplain 603 641 615 660 701 320 330 250 250 250

CWMS 943 874 685 1,246 1,410 575 436 1,387 1,863 1,370

Equipment - Plant & Vehicles 143 0 0 0 0 0 0 0 0 0

Other 10 0 0 0 0 0 0 0 0 0

4,107 2,441 1,924 2,541 2,752 1,543 1,422 2,300 2,835 2,350

9,418 7,150 7,582 8,743 8,748 8,756 8,589 9,678 10,446 10,222

Note: includes internal allocations & donated assets

Total Capital Expenditure

A3 Consolidated Results: Budgeted Capital Expenditure

Current Council LTFP data:

- 117 -


Appendix D State of The Assets

Council Buildings and Structures:


- 118 -


Nuriootpa Centennial Park Authority Buildings and Structures:


- 119 -


Appendix E Abbreviations

AAAC Average annual asset consumption

AM Asset management

Asset

Management

Plan

Asset management plan

ARI Average recurrence interval

ASC Annual service cost

BOD Biochemical (biological) oxygen

demand

CRC Current replacement cost

CWMS Community wastewater management

systems

DA Depreciable amount

DRC Depreciated replacement cost

EF Earthworks/formation

IRMP Infrastructure risk management plan

LCC Life Cycle cost

LCE Life cycle expenditure

LTFP Long Term Financial Plan

MMS Maintenance management system

PCI Pavement condition index

RV Residual value

SoA State of the Assets

SS Suspended solids

vph Vehicles per hour

WDCRC Written down current replacement

cost

OTR Office of the Technical Regulator

ESCOSA Essential Services Commission of South

Australia

- 120 -


OMG Organisation Managers Group

DPTI Department of Planning, Transport

and Infrastructure

SAPN SA Power Networks

- 121 -


Appendix F Glossary

Annual service cost (ASC)

Reporting actual cost

The annual (accrual) cost of providing a

service including operations, maintenance,

depreciation, finance / opportunity and

disposal costs less revenue.

For investment analysis and budgeting

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 operations,

maintenance, depreciation, finance /

opportunity and disposal costs, less revenue.

Asset

A resource controlled by an entity as a result

of past events and from which future

economic benefits are expected to flow to

the entity. Infrastructure assets are a sub-class

of property, plant and equipment which are

non-current assets with a life greater than 12

months and enable services to be provided.

Asset category

Sub-group of assets within a class hierarchy

for financial reporting and management

purposes.

Asset class

A group of assets having a similar nature or

function in the operations of an entity, and

which, for purposes of disclosure, is shown as

a single item without supplementary

disclosure.

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 hierarchy

A framework for segmenting an asset base

into appropriate classifications. The asset

hierarchy can be based on asset function or

asset type or a combination of the two.

Asset management (AM)

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.

Asset renewal funding ratio

The ratio of the net present value of asset

renewal funding accommodated over a 10

year period in a Long Term Financial Plan

relative to the net present value of projected

capital renewal expenditures identified in an

asset management plan for the same period

[AIFMG Financial Sustainability Indicator No

8].

Average annual asset consumption (AAAC)*

The amount of an organisation’s asset base

consumed during a reporting period

(generally a year). This may be calculated by

dividing the depreciable amount by the

useful life (or total future economic

benefits/service potential) and totalled for

each and every asset OR by dividing the

carrying amount (depreciated replacement

cost) by the remaining useful life (or

remaining future economic benefits/service

potential) and totalled for each and every

asset in an asset category or class.

Borrowings

A borrowing or loan is a contractual

obligation of the borrowing entity to deliver

cash or another financial asset to the lending

entity over a specified period of time or at a

specified point in time, to cover both the

initial capital provided and the cost of the

interest incurred for providing this capital. A

borrowing or loan provides the means for the

borrowing entity to finance outlays (typically

physical assets) when it has insufficient funds

of its own to do so, and for the lending entity

to make a financial return, normally in the

form of interest revenue, on the funding

provided.

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

- 122 -


expenditures, the total project cost needs to

be allocated accordingly.

Capital expenditure - expansion

Expenditure that extends the capacity of an

existing asset to provide benefits, at the same

standard as is currently enjoyed by existing

beneficiaries, to a new group of users. It is

discretionary expenditure, which increases

future operations and maintenance costs,

because it increases the organisation’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 - new

Expenditure which creates a new asset

providing a new service/output that did not

exist beforehand. As it increases service

potential it may impact revenue and will

increase future operations and maintenance

expenditure.

Capital expenditure - renewal

Expenditure on an existing asset or on

replacing an existing asset, which returns the

service capability 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 generally has no impact

on revenue, but may reduce future

operations and maintenance expenditure if

completed at the optimum time, eg.

resurfacing or resheeting a material part of a

road network, replacing a material section of

a drainage network with pipes of the same

capacity, resurfacing an oval.

Capital expenditure - upgrade

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 discretionary and

often does not result in additional revenue

unless direct user charges apply. It will

increase operations and maintenance

expenditure in the future because of the

increase in the organisation’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.

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.

Capital investment expenditure

See capital expenditure definition

Capitalisation threshold

The value of expenditure on non-current

assets above which the expenditure is

recognised as capital expenditure and below

which the expenditure is charged as an

expense in the year of acquisition.

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

Specific parts of an asset having independent

physical or functional identity and having

specific attributes such as different life

expectancy, maintenance regimes, risk or

criticality.

Core asset management

Asset management which relies primarily on

the use of an asset register, maintenance

management systems, job resource

management, inventory control, condition

assessment, simple risk assessment and

defined levels of service, in order to establish

alternative treatment options and long-term

cashflow predictions. Priorities are usually

established on the basis of financial return

gained by carrying out the work (rather than

detailed risk analysis and optimised decision-

making).

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, including any costs necessary

- 123 -


to place the asset into service. This includes

one-off design and project management

costs.

Critical assets

Assets for which the financial, business or

service level consequences of failure are

sufficiently severe to justify proactive

inspection and rehabilitation. Critical assets

have a lower threshold for action than non-

critical assets.

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.

Deferred maintenance

The shortfall in rehabilitation work undertaken

relative to that required to maintain the

service potential of an asset.

Depreciable amount

The cost of an asset, or other amount

substituted for its cost, less its residual value.

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 outlays.

Expenses

Decreases in economic benefits during the

accounting period in the form of outflows or

depletions of assets or increases in liabilities

that result in decreases in equity, other than

those relating to distributions to equity

participants.

Fair value

The amount for which an asset could be

exchanged, or a liability settled, between

knowledgeable, willing parties, in an arms

length transaction.

Financing gap

A financing gap exists whenever an entity has

insufficient capacity to finance asset renewal

and other expenditure necessary to be able

to appropriately maintain the range and level

of services its existing asset stock was originally

designed and intended to deliver. The service

capability of the existing asset stock should

be determined assuming no additional

operating revenue, productivity

improvements, or net financial liabilities

above levels currently planned or projected.

A current financing gap means service levels

have already or are currently falling. A

projected financing gap if not addressed will

result in a future diminution of existing service

levels.

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 that contribute to meeting the

needs of organisations or the 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

- 124 -


sustained. Generally the components and

hence the assets have long lives. They are

fixed in place and are often have no

separate 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.

Key performance indicator

A qualitative or quantitative measure of a

service or activity used to compare actual

performance against a standard or other

target. Performance indicators commonly

relate to statutory limits, safety,

responsiveness, cost, comfort, asset

performance, reliability, efficiency,

environmental protection and customer

satisfaction.

Level of service

The defined service quality for a particular

service/activity against which service

performance may be measured. Service

levels usually relate to quality, quantity,

reliability, responsiveness, environmental

impact, acceptability and cost.

Life Cycle Cost *

1. Total LCC The total cost of an asset

throughout its life including planning,

design, construction, acquisition,

operation, maintenance, rehabilitation

and disposal costs.

2. Average LCC The life cycle cost (LCC) is

average cost to provide the service over

the longest asset life cycle. It comprises

average operations, maintenance

expenditure plus asset consumption

expense, represented by depreciation

expense projected over 10 years. 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

average operations, maintenance and

capital renewal expenditure accommodated

in the Long Term Financial Plan over 10 years.

Life Cycle Expenditure may be compared to

average Life Cycle Cost to give an initial

indicator of affordability of projected service

levels when considered with asset age profiles.

Loans / borrowings

See borrowings.

Maintenance

All actions necessary for retaining an asset as

near as practicable to an appropriate service

condition, including regular ongoing day-to-

day work necessary to keep assets operating,

eg road patching but excluding rehabilitation

or renewal. It is operating expenditure

required to ensure that the asset reaches its

expected useful life.

• 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.

• Reactive maintenance

Unplanned repair work that is carried out

in response to service requests and

management/ supervisory directions.

• Specific maintenance

Maintenance work to repair components

or replace sub-components that needs to

be identified as a specific maintenance

item in the maintenance budget.

• Unplanned maintenance

Corrective work required in the short-term

to restore an asset to working condition so

it can continue to deliver the required

service or to maintain its level of security

and integrity.

Maintenance expenditure *

Recurrent expenditure, which is periodically or

regularly required as part of the anticipated

schedule of works required to ensure that the

asset achieves its useful life and provides the

required level of service. It is expenditure,

which was anticipated in determining the

asset’s useful life.

Materiality

The notion of materiality guides the margin of

error acceptable, the degree of precision

required and the extent of the disclosure

required when preparing general purpose

financial reports. Information is material if its

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omission, misstatement or non-disclosure has

the potential, individually or collectively, to

influence the economic decisions of users

taken on the basis of the financial report or

affect the discharge of accountability by the

management or governing body of the

entity.

Modern equivalent asset

Assets that replicate what is in existence with

the most cost-effective asset performing the

same level of service. It is the most cost

efficient, currently available asset which will

provide the same stream of services as the

existing asset is capable of producing. It

allows for technology changes and,

improvements and efficiencies in production

and installation techniques

Net present value (NPV)

The value to the organisation of the cash

flows associated with an asset, liability,

activity or event calculated using a discount

rate to reflect the time value of money. It is

the net amount of discounted total cash

inflows after deducting the value of the

discounted total cash outflows arising from eg

the continued use and subsequent disposal

of the asset after deducting the value of the

discounted total cash outflows.

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.

Operations

Regular activities to provide services such as

public health, safety and amenity, eg street

sweeping, grass mowing and street lighting.

Operating expenditure

Recurrent expenditure, which is continuously

required to provide a service. In common use

the term typically includes, eg power, fuel,

staff, plant equipment, on-costs and

overheads but excludes maintenance and

depreciation. Maintenance and depreciation

is on the other hand included in operating

expenses.

Operating expense

The gross outflow of economic benefits, being

cash and non cash items, during the period

arising in the course of ordinary activities of

an entity when those outflows result in

decreases in equity, other than decreases

relating to distributions to equity participants.

Operating expenses

Recurrent expenses continuously required to

provide a service, including power, fuel, staff,

plant equipment, maintenance,

depreciation, on-costs and overheads.

Operations, maintenance and renewal

financing ratio

Ratio of estimated budget to projected

expenditure for operations, maintenance and

renewal of assets over a defined time (eg 5,

10 and 15 years).

Operations, maintenance and renewal gap

Difference between budgeted expenditures

in a Long Term Financial Plan (or estimated

future budgets in absence of a Long Term

Financial Plan) and projected expenditures

for operations, maintenance and renewal of

assets to achieve/maintain specified service

levels, totalled over a defined time (e.g. 5, 10

and 15 years).

Pavement management system (PMS)

A systematic process for measuring and

predicting the condition of road pavements

and wearing surfaces over time and

recommending corrective actions.

PMS Score

A measure of condition of a road segment

determined from a Pavement Management

System.

Rate of annual asset consumption *

The ratio of annual asset consumption relative

to the depreciable amount of the assets. It

measures the amount of the consumable

parts of assets that are consumed in a period

(depreciation) expressed as a percentage of

the depreciable amount.

Rate of annual asset renewal *

The ratio of asset renewal and replacement

expenditure relative to depreciable amount

for a period. It measures whether assets are

being replaced at the rate they are wearing

out with capital renewal expenditure

expressed as a percentage of depreciable

amount (capital renewal expenditure/DA).

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Rate of annual asset upgrade/new *

A measure of the rate at which assets are

being upgraded and expanded per annum

with capital upgrade/new expenditure

expressed as a percentage of depreciable

amount (capital upgrade/expansion

expenditure/DA).

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 operations and maintenance

expenditure.

Recurrent funding

Funding to pay for recurrent expenditure.

Rehabilitation

See capital renewal expenditure definition

above.

Remaining useful life

The time remaining until an asset ceases to

provide the required service level or

economic usefulness. Age plus remaining

useful life is useful life.

Renewal

See capital renewal expenditure definition

above.

Residual value

The estimated amount that an entity would

currently obtain from disposal of the asset,

after deducting the estimated costs of

disposal, if the asset were already of the age

and in the condition expected at the end of

its useful life.

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 total future service capacity of an asset. It

is normally determined by reference to the

operating capacity and economic life of an

asset. A measure of service potential is used

in the not-for-profit sector/public sector to

value assets, particularly those not producing

a cash flow.

Service potential remaining

A measure of the future economic benefits

remaining in assets. It may be expressed in

dollar values (Fair Value) or as a percentage

of total anticipated future economic benefits.

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

(Depreciated Replacement

Cost/Depreciable Amount).

Specific Maintenance

Replacement of higher value

components/sub-components of assets that is

undertaken on a regular cycle including

repainting, 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.

Strategic Longer-Term Plan

A plan covering the term of office of

councillors (4 years minimum) reflecting the

needs of the community for the foreseeable

future. It brings together the detailed

requirements in the Council’s longer-term

plans such as the asset management plan

and the long-term financial plan. The plan is

prepared in consultation with the community

and details where the Council is at that point

in time, where it wants to go, how it is going to

get there, mechanisms for monitoring the

achievement of the outcomes and how the

plan will be resourced.

Sub-component

Smaller individual parts that make up a

component part.

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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.

Value in Use

The present value of future cash flows

expected to be derived from an asset or cash

generating unit. 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 net cash inflows, where

the entity would, if deprived of the asset,

replace its remaining future economic

benefits.

Source: IPWEA, 2009, Glossary

Additional and modified glossary items shown

*

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INFRASTRUCTURE ASSET MANAGEMENT PLAN · - 1 - THE BAROSSA COUNCIL – COUNCIL AND NCPA BUILDINGS...

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