asset management strategy - city of tea tree gully · the nams model includes a maturity assessment...
TRANSCRIPT
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Asset Management Strategy2016–2026
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Contents
Introduction ............................................................................................................................................................... 1
Background .......................................................................................................................................................... 1
What is asset management? .............................................................................................................................. 1
Legislative context ............................................................................................................................................. 2
Strategic context ................................................................................................................................................ 2
Aim ........................................................................................................................................................................3
Key stakeholders .................................................................................................................................................3
Community engagement ......................................................................................................................................... 4
Annual Community Survey ............................................................................................................................... 4
Community engagement on the Asset Management Strategy .................................................................... 5
Demographic forecasts .......................................................................................................................................... 6
Population ............................................................................................................................................................ 6
Age profile ........................................................................................................................................................... 6
Household structure ...........................................................................................................................................7
Assets ....................................................................................................................................................................... 8
Asset categorisation .......................................................................................................................................... 8
Asset value .......................................................................................................................................................... 9
Asset condition ................................................................................................................................................... 9
Whole-of-life costs ...........................................................................................................................................10
Identified issues .................................................................................................................................................11
Vision, focus areas and strategic priorities ....................................................................................................... 13
Vision .................................................................................................................................................................. 13
Structure ............................................................................................................................................................ 13
Strategic priorities ............................................................................................................................................14
Conclusion ............................................................................................................................................................... 17
Implementation .................................................................................................................................................. 17
Monitoring and reporting ................................................................................................................................. 17
Review ................................................................................................................................................................ 17
Appendix 1 – Maturing assessment ..................................................................................................................... 18
Maturity assessment report, August 2013 .................................................................................................... 19
Appendix 2 – Asset categorisation (full) ........................................................................................................... 45
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Introduction
BackgroundThe City of Tea Tree Gully maintains a large network of physical assets within the local government area.
As custodian of these community assets, Council acknowledges that there will be increased pressure in the future to provide assets at desired levels of service. Periods of growth will put pressure on future funding as the urban environment continues to age, and demand for maintenance, repair and upkeep increases.
Council currently manages $1.4 billion of assets and this Asset Management Strategy recognises that it is important that assets are provided and maintained at a satisfactory level, commensurate with community expectations and Council income.
The need for this strategy was identified as a result of our Managing Assets through Capability and Knowledge (MACK) project. This project reviewed the City of Tea Tree Gully’s asset management processes as part of Council’s objective to adopt contemporary “best practice” asset management.
This strategy provides a clear course of action for improving asset management capability at the City of Tea Tree Gully and supports Council’s Strategic Plan and Long-Term Financial Plan.
The development of this Asset Management Strategy (AM Strategy) has been guided by the Institute of Public Works Engineering Australasia (IPWEA) National Asset Management Strategy (NAMS) template. The NAMS model includes a maturity assessment to determine an organisation’s level of “maturity” with regard to its asset management practices.
The assessment is designed around the asset management journey of a council and assesses where a council is on the asset management maturity curve. The results of the City of Tea Tree Gully’s asset management maturity assessment are documented in Appendix 1.
What is asset management?Asset management is a process of logic used to guide the planning, acquisition, operation, maintenance, renewal and disposal of assets. Its objective is to maximise asset service delivery potential and manage related risks and costs over the entire life of the asset. In simplest terms, asset management is about how assets are “looked after”, both on a day-to-day basis (such as maintenance and operations) and in the medium-to-long term.
A robust Asset Management Strategy will ensure that Council’s assets are capable of providing services of an agreed quality, in a sustainable manner, for present and future communities.
The figure below illustrates the typical life cycle of an asset and associated asset management functions, from planning for the need to create an asset, through to its ultimate disposal, including audit and review of the performance of that asset.
Fig 1 – Asset life cycle
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Legislative contextThe South Australian Local Government Act 1999 and its regulations require each council to have an infrastructure and asset management plan covering the management of infrastructure and other major assets of the Council for a period of at least ten years. This Asset Management Strategy, as well as Council’s existing individual asset management plans for the various asset classes, fulfils this legislative requirement.
Strategic contextThis Asset Management Strategy is aligned to Council’s Corporate Planning Framework.
The strategy is driven by the priorities of Council’s Strategic Plan and is complementary to Council’s Long-Term Financial Plan.
Fig 2 – Alignment to Council’s Corporate Planning Framework
Strategic Plan 2020
Council’s Strategic Plan expresses the vision aspirations and objectives that we propose to strive towards over the medium-to-long term. The Strategic Plan 2020 focuses on promoting the wellbeing of our community; that is, to ensure we have a healthy community that enjoys a quality lifestyle.
The Strategic Plan 2020 nominates key areas of organisational excellence that will ensure strong performance in all the management plans, including the ways in which we manage Council’s assets.
Key areas:
1. People and leadership – our staff at all levels are engaged and make meaningful contributions.
2. Customer and community relations – we value and proactively foster good customer relationships.
3. Governance – we define roles, powers and responsibilities within the organisation, with the aim of modelling best practice in local government.
4. Finance and systems – we are financially sustainable and have appropriate systems in place to be able to perform effectively.
5. Continuous improvement – we constantly look for opportunities to improve through incremental changes and an openness to new ways of doing things.
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Long-Term Financial Plan 2016–2026
Council’s Long-Term Financial Plan (LTFP) expresses the financial basis for the activities that Council proposes to undertake over the medium-to-long-term. The plan has four guiding principles, and these are all relevant to asset management:
1. Maintain existing assets at the current service levels.
2. Continue to review assets with proceeds being reinvested into the City and the community.
3. Maintain debt within the targeted range of 25%–35% over the term of the LTFP.
4. Keep tight constraint on operating expenditure.
5. Ensure that the capital works program retains a level of funding for new works (e.g. new footpaths) and allows for the development of a new works depot.
Individual asset management plans for asset classes
For each “asset class” (see “Assets” section), it is intended that Council develop individual asset management plans which will address, more specifically, the management requirements for the different asset classes. Currently, six individual asset management plans exist, some of which address “asset types” rather than asset classes. These will be reviewed as part of this strategy and new plans will be scheduled for development (or consolidation), if required.
Council policies
Council has four policies which relate directly to asset management practices:
• Asset Management Policy: This policy establishes a set of guidelines for the management of Council’s assets and assists Council to implement consistent asset management processes.
• Asset Capitalisation Policy: This policy provides guidance, clarity and consistency regarding the treatment of capital expenditure. It assists Council to ensure there is a distinction made between expenditure on long-lived assets and expenditure on goods and services for immediate consumption.
• Asset Revaluation Policy: This policy provides a framework for the revaluation of Council’s non-current assets and ensures that revaluations are made with sufficient regularity to ensure that the carrying amount of an asset does not differ materially from that which would be determined using “fair value” as at Council’s financial reporting date.
• Sale or Disposal of Assets and Land Policy: This policy establishes a framework of broad principles relating to the sale or disposal of assets and land.
Aim
The aim of this Asset Management Strategy is to determine Council’s asset classes and types and formulate a set of strategic priorities so that Council can improve its asset management practices.
This strategy, and subsequent individual asset management plans for asset classes, will provide Council with a framework to assist with both short- and long-term service delivery planning.
Key stakeholders
In addition to internal staff, key external stakeholders identified for the successful implementation of this strategy include community-based groups (e.g. sporting bodies, residents’ associations, business groups, etc.), management committees, Council lessees, State Government, regional associations, neighbouring councils, developers and contractors.
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Community engagement
Annual Community SurveyCouncil has conducted a community survey on an annual basis since 2001. The survey is a general satisfaction measure that Council uses to better understand how the community views its performance and service delivery. The survey is conducted as a series of computer-assisted telephone interviews (CATI) with randomly selected residents invited to participate via telephone.
In addition to questions about various Council services, participants are asked about their level of satisfaction with the condition/maintenance of selected Council assets and are asked to rank their satisfaction on a 5-point scale from “very dissatisfied” to “very satisfied”. The following assets are included:
• Local roads
• Main roads
• Footpaths
• Verges
• Parks, reserves and playing fields
• Playgrounds
• Street trees
• Recreation centres
• Waterworld
Although participants are not asked to respond to questions on the full range of Council assets, the Community Survey nevertheless provides a broad overview of community satisfaction with Council’s asset management processes and also indicates the level of service the community expects. A summary of the responses from the 2016 Community Survey relating to the above assets is shown below.
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Fig 3 – Summary of satisfaction levels from the City of Tea Tree Gully 2016 Community Survey
These results show that there is currently a generally high level of community satisfaction with playgrounds, recreations centres, Waterworld, library services and parks, reserves and playing fields; a mixed level of satisfaction with local roads and main roads; and a middle to somewhat low level of satisfaction with footpaths, verges and street trees.
Community engagement on the Asset Management StrategyTo be included following community engagement.
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Demographic forecasts
PopulationDemographic changes can affect future asset demand and, correspondingly, Council’s ability to continue to provide and maintain assets to an appropriate level of community satisfaction. At 30 June 2014, the estimated resident population of the City of Tea Tree Gully was 98,575, a slight increase (+218 residents) from the year before.
Historically, the City’s population has changed significantly since the early 1990s. There was a slight population boom between 1991 and 2001 and the population then declined slightly through the 2000s and early 2010s, largely driven by the departure of young people and an ageing population. Population projections show the City’s population is likely to increase slightly up to 2036 to approximately 102,730, with an annual population increase of less than 1%. Past and future population change is shown in the chart below.
Fig 4 – City of Tea Tree Gully historical population change 1991–2014, and population forecasts 2015–20361
Age profileThe “age profile” of the City provides insight into the level of demand for age-based assets, such as playgrounds, accessible footpaths and sporting facilities. It is an indicator of the City’s residential role and function and how it is likely to change in the future.
At the 2011 Census of Population and Housing, the City had a large number of residents in their 40s, 50s and 60s, corresponding with a large number of teenagers and young adults in their 20s. There were fewer young workers in their 30s and a lower number of young children or residents in the older-aged groups (70+ years). Compared to the Adelaide metropolitan average, the City of Tea Tree Gully had a slightly older population, with a median age of 40 (compared to 39 for Adelaide and 37 for Australia).
Historically, the City’s age structure has changed from predominantly young families in the 1990s to “empty nesters” and retirees in the early 2010s. Forecasts for the City suggest that there will likely be a significant decrease in the proportion of working-aged residents and a substantial increase in residents of retirement age. Corresponding with the general ageing of South Australia’s population, it is expected that the City will be home to a significantly older population in the future. Past and future age profiles for the City are shown in the charts below.
1 Australian Bureau of Statistics 2015, Regional Population Growth, catalogue no. 3218.0, Australian Government, Canberra; and id The Population Experts 2015, Population and Household Forecasts, forecast id, Melbourne
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Fig 5 – City of Tea Tree Gully comparative age profiles for 1996 and 2011, and forecasted profile for 20362
Household structureHousehold structure is an important demographic indicator, revealing the City’s residential profile, nature and history. Household structure provides insight into the level of demand for assets, as many are related to age and household types.
At the 2011 Census of Population and Housing, the average household size was 2.6 and the dominant household type was couples with children (34%). Almost two-thirds of the City’s residents were living in “couple” households and, of these, slightly more than half were living with children. However, over the past 15 years, the number and proportion of couples with children has decreased, and there has been a corresponding increase in couples without children, one-parent families and lone person households.
Looking to the future, forecasts suggest that the City will experience a substantial increase in lone person households which will account for almost one-quarter of all households by 2036. Correspondingly, it is likely that couple households with children will continue to decrease. A comparison of household types is shown in the chart below.
Fig 6 – City of Tea Tree Gully household types profile for 1996 and 2011, and forecasted profile for 20363.
2 Australian Bureau of Statistics 1996, Census of Population and Housing, Australian Government, Canberra; Australian Bureau of Statistics 2011, Census of Population and Housing, Australian Government, Canberra; and .id The Population Experts 2015, Population and Household Forecasts, forecast.id, Melbourne.
3 Australian Bureau of Statistics 1996, Census of Population and Housing, Australian Government, Canberra; Australian Bureau of Statistics 2011, Census of Population and Housing, Australian Government, Canberra; and .id The Population Experts 2015, Population and Household Forecasts, forecast.id, Melbourne.
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Fig 7 – Asset classes and asset types
Assets
Asset categorisationThe Asset Management Strategy is designed to take into consideration all of Council’s assets. Assets can be described as the physical objects maintained by Council to support the community’s social and economic activities. Assets provide the foundation on which the community carries out its everyday activities and they contribute towards the overall quality of life for residents.
Council manages a broad range of assets that have been grouped into seven classes. These consist of different asset types and sub-types. the challenge for asset management is to understand the manner in which Council’s assets perform over time and whether they can be maintained in a “fit for purpose” condition. The main asset classes and types are shown below and the full list, including asset and sub-asset types, is shown in Appendix 2.
SignsTransport
Buildings Open spaces
Bridges
Buildings Land reserves
Roads
Footpaths
Gazebos/rotundas
Bus shelters
Traffic control devices
Car parks
Irrigation
Stormwater
Recycled water
CWMS
Road
Open spaces
Building
Waterworld
Light fleet
Major plant
Minor plant
Office equipment
ICT
Books
Shelves
DVDs
Playing fields
Sports courts
Trees
Retaining walls
Playgrounds
Park furniture
Entrance statements
Fencing
Lighting
Shade structures
Transport
Plant and equipment
Library resources
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Asset value
All City of Tea Tree Gully assets included in this Asset Management Strategy are audited every three years under an inspection regime and captured in Council’s electronic mapping system (GIS). The total value of the asset portfolio is approximately $1.4 billion. The financial status of Council’s assets is shown in the table and chart below.
Asset class Carrying value ($000) Depreciation expense ($000)Transport 578,822 5,317Buildings 78,846 1,074Open spaces 498,903 294Water 232,026 2,138Plant and equipment 13,140 2,318SignsLibrary resources 1,287 469(Leasehold assets) 675 139Total $1,400,699 $11,749
Fig 8 – Financial status of assets (2014–2015)
Fig 9 – Replacement value of Council assets (2014–2015)
Asset conditionBy understanding the condition of Council’s assets and the various types of distresses that affect them, Council can better plan asset management to the level of service the community expects.
Understanding asset condition in the context of affordability and the provision of future intergenerational benefits, also minimises the risk of asset failure. Council acknowledges that the consequences of asset failure(s) will result in loss of service delivery and could also lead to legal liability if Council is found to have acted unreasonably in the management of its assets.
Council recognises that further work is required to fully and more accurately define the condition of assets, particularly with regard to the collection and maintenance of asset data; this will be a priority project of this AM Strategy.
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Whole-of-life costsWhole-of-life costs (or life cycle costs) are the average costs that are required to sustain service levels over the longest asset life. Whole-of-life costs include operating and maintenance expenditure and asset consumption (depreciation expense). The estimated whole-of-life costs for the asset classes covered in this AM Strategy are shown in the table below.
These are based on 2014–2015 costings.
Asset class Operations and maintenance expenditure
Depreciation expenditure
Whole-of-life cost4 ($ per year)
Transport 8,127,746 5,317,000 13,444,746Buildings 3,388,624 1,074,000 4,462,624Open spaces 9,029,092 294,000 9,323,092Water 2,215,560 2,138,000 4,353,560Plant and equipment 4,215,260 2,318,000 6,533,260SignsLibrary resources 2,340,581 469,000 2,809,581Total $29,316,863 $11,610,000 $40,926,863
Fig 10 – Estimated whole-of-life costs for Council asset classes (2014–2015) 4
Whole-of-life costs can be compared to whole-of-life expenditure to give an indicator of sustainability in service provision. Whole-of-life expenditure includes operating, maintenance and capital renewal expenditure in the previous year, or preferably averaged over the past three years. Whole-of-life expenditure will vary depending on the timing of asset renewals. The estimated whole-of-life expenditures for the asset classes covered in this AM Strategy are shown in the table below. These are based on 2014–2015 costings.
Asset class Operations and maintenance expenditure
Capital renewal expenditure ($ per year)
Whole-of-life expenditure5 ($ per year)
Transport 8,127,746 5,529,000 13,656,746Buildings 3,388,624 1,876,000 5,264,624Open spaces 9,029,092 1,718,000 10,747,092Water 2,215,560 740,000 2,955,560Plant and equipment 4,215,260 3,571,000 7,786,260SignsLibrary resources 2,340,581 396,000 2,736,581Total $29,316,863 $13,830,000 $43,146,863
Fig 11 – Estimated whole-of-life expenditure for Council asset classes (2014–2015)5
4 Whole-of-life cost = operations expenditure + maintenance expenditure + depreciation expenditure5 Whole-of-life-cost = operations expenditure + maintenance expenditure + capital renewal expenditure
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A shortfall between whole-of-life costs and whole-of-life expenditure gives an indication of the life cycle gap to be addressed. The estimated life cycle gaps and life cycle indicators for asset classes covered by this AM Strategy are summarised in the table below. These are based on 2014–2015 costings.
Asset class Whole-of-life cost
($ per year)
Whole-of-life expenditure ($ per year)
Life cycle gap6 ($ per year)
Life cycle indicator7
Transport 13,444,746 13,656,746 (212,000) 1.57%Buildings 4,462,624 5,264,624 (802,000) 17.97%Open spaces 9,323,092 10,747,092 (1,424,000) 15.27%Water 4,353,560 2,955,560 1,398,000 (32.11%)Plant and equipment 6,533,260 7,786,260 (1,253,000) 19.18%SignsLibrary resources 2,809,581 2,736,581 73,000 (2.60%)Total $40,926,863 $43,146,863 ($2,220,000) 5.42%
Fig 12 – Estimated life cycle gaps and life cycle indicators for Council asset classes (2014–2015)6 7
Identified issuesMany of Council’s assets were first constructed at the same time that the City’s suburbs were established. Many of these assets are already within the latter half of their expected life and without intervention their physical condition will deteriorate in the coming years.
At the same time, demographic change is challenging the capacity of existing assets to meet the increasing demands of the environment in which they are located. The community’s expectations too are increasing, which affects the ability of existing purpose-built assets to meet the changing needs of future residents. In addition, Council has also received a number of “gifted” assets from developers, which attract ongoing operational and maintenance costs over their life.
The following table provides a general assessment of the issues that Council is currently experiencing and will need to address in this AM Strategy.
6 Lifecycle gap = whole-of-life cost – whole-of-life expenditure7 Lifecycle indicator = whole-of-life expenditure / whole-of-life cost
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Issue type IssueStrategic issues Current levels of budget funding may not be sufficient to maintain
existing ageing assets.Future maintenance needs are not always taken into account for new infrastructure assets.“Gifted” assets from developers (developer contributions) are not necessarily based on sound asset management planning.
Community issues Community expectations of asset condition/provision are often not commensurate with available funding.Whole-of-life cost modelling is often not being taken into account when new assets are commissioned.
Operational issues The present corporate Asset Register is inadequate for asset monitoring and planning.A significant amount of asset data (including maintenance and condition data) is missing or not up-to-date in the corporate Asset Register.Field staff are not trained in appropriate data capture techniques and software/hardware usage.
Fig 13 – Identified issues relating to asset management
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Vision, focus areas and strategic priorities
VisionThis Asset Management Strategy will provide Council with a set of strategic priorities to facilitate better asset management practices into the future. The strategy’s vision is a confident statement of direction which was developed following extensive internal consultation and is guided by the Institute of Public Works Engineering Australasia (IPWEA) National Asset Management Strategy (NAMS) model.
“To ensure that Council’s assets are managed in a sustainable way to meet the service needs of present and future customers.”
StructureBased on an analysis of the desired outcomes of this AM Strategy, the following focus areas have been determined:
1. Knowledge and data management
2. Skills and processes
3. Evaluation and reporting
For each of these focus areas, a series of priorities have been developed to facilitate the strategy’s desired outcomes. The structure of this strategy is shown below.
Fig 14 – Asset Management Strategy structure
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Strategic prioritiesFocus area 1 – Knowledge and data management
Strategic priority Timeframe
1.1 Facilitate the implementation of a new corporate database system capable of storing comprehensive information about each asset class, type and sub-type.
1.2 Collect and/or audit existing asset data to ensure complete baseline datasets are available for each asset class, type and sub-type.
1.3 Ensure all relevant and available asset data is available in the Asset Management Information System (AIMS), with field data collection for mapping of assets underway.
1.4 Provide mobile support and training for field workers to update and maintain asset data ‘on the ground’ in real time.
Desired outcomes (2025)
• Accurate and comprehensive data about all asset classes, types and sub-types are stored on a centralised corporate asset database and mapped through a geographic information system (GIS).
• Asset data are monitored and kept up to date by staff in the field and ‘on the ground’.
• Staff are able to access asset data and be confident that datasets are correct and complete.
2016
–201
7
2017
–201
8
2019
–202
0
2020
–202
1
2021
–202
2
2022
–202
3
2023
–202
4
2024
–202
5
2025
–202
6
2018
–201
9
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Focus area 2 – Skills and processes
Strategic priority Timeframe
2.1 Develop corporate procedures and processes that establish formal whole-of-life asset budgeting processes, as well as data management, data reporting and data security practices.
2.2 Review existing individual asset management plans (for asset classes) for alignment with this AM Strategy, Council’s Strategic Plan and LTFP.
2.3 Based on the above review, update, consolidate and/or develop new individual asset management plans for each asset class and any identified asset types.
1.4 Identify and address any skills and knowledge gaps in asset management practices, corporate procedures and processes, use of asset monitoring equipment and use of relevant database and geographic information systems (GIS).
Desired outcomes (2025)
• Individual asset management plans are developed for each asset class which are consistent with this Asset Management Strategy and Council’s corporate planning framework.
• Formal corporate procedures and processes relating to asset management are established and documented.
• Staff are appropriately trained in the use of asset management hardware and software systems.
2016
–201
7
2017
–201
8
2019
–202
0
2020
–202
1
2021
–202
2
2022
–202
3
2023
–202
4
2024
–202
5
2025
–202
6
2018
–201
9
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Focus area 3 – Evaluation and monitoring
Strategic priority Timeframe
3.1 As baseline datasets become available, set agreed levels of services for each asset class or type (or sub-type, where appropriate), which take into account community needs and expectations.
3.2 As baseline datasets become available, assist relevant staff with accessing whole-of-life assets data to inform budgetary planning.
3.3 Assess Council’s asset management practices against the Institute of Public Works Engineering Australasia (IPWEA) National Asset Management Strategy (NAMS) maturity assessment tool as a “health check” to assess Council’s asset management “maturity”.
1.4 Report annually to Elected Members on the progress of actions taken to address the vision and focus areas of this AM Strategy.
Desired outcomes (2025)
• Appropriate levels of service are established for asset classes and types (and sub-types, where appropriate), that reflect community needs and expectations.
• Budgetary planning takes into consideration good asset management principles, including whole-of-life costs.
• Council’s asset management practices mature over time and become ‘best practice’.
• Progress towards the vision of this AM Strategy is tracked and reported on.
2016
–201
7
2017
–201
8
2019
–202
0
2020
–202
1
2021
–202
2
2022
–202
3
2023
–202
4
2024
–202
5
2025
–202
6
2018
–201
9
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Conclusion
ImplementationThis AM Strategy provides strategic priorities under three key focus areas to improve Council’s asset management practices during the 10-year life of the strategy. Responsibility for implementing these strategic priorities lies with the Manager, Strategic Assets, whose role is to ensure that relevant and timely actions, projects and/or tasks form part of the annual business planning process for all business units identified.
Monitoring and reportingIn addition to ensuring this strategy is implemented, the Manager, Strategic Assets is responsible for monitoring actions taken by the organisation to address the vision and strategic priorities of this strategy. As per action 3.4, the manager will provide an annual status report to Elected Members describing the organisation’s progress.
ReviewIt is recognised that this AM Strategy must be a dynamic document reflecting and responding to changes over time. A full review of this strategy will take place at least every four years or following local government elections or any review to Council’s Strategic Plan.
Notwithstanding, a mini-review or full review of this strategy is encouraged at any time within its 10-year time frame if any budgetary processes, technological advancements or other circumstances justify this.
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Appendix 1 – Maturity assessment
The development of this AM Strategy has been guided by the Institute of Public Works Engineering Australasia (IPWEA) National Asset Management Strategy (NAMS) template.
The NAMS model includes a maturity assessment tool to determine a council’s level of “maturity” with regard to its asset management practices. The tool is linked to the Local Government Planning Ministers’ Council (LGPMC) Financial Sustainability Framework and the model forms a nationally–consistent evaluation of where a council is on the asset management maturity curve.
The maturity assessment tool analyses a series of questions on a four–point scale (“not started”, “partially complete”, “well progressed” and “complete”). These questions relate to 11 core elements identified by the NAMS model, including:
1. Strategic longer-term plan
2. Budget
3. Annual report
4. Asset management policy
5. Asset management strategy
6. Asset management plans
7. Governance and management
8. Defining levels of service
9. Data and systems
10. Skills and processes
11. Evaluation
The results of Council’s most recent maturity assessment (August 2013) are shown in the chart below and compared to the NAMS targets for “core” asset management and “advanced” asset management. The full maturity assessment report is shown overleaf.
Results from the City of Tea Tree Gully August 2013 asset management maturity assessment
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n (id
eally
20
year
s, a
t lea
st 1
0 ye
ars)
whi
ch e
stab
lishe
s its
pru
dent
ial l
imits
on
deb
t, re
venu
e ra
isin
g, r
eser
ve fu
ndin
g, a
sset
man
agem
ent f
undi
ng a
nd c
apita
l wor
ks to
sup
port
its
long
-ter
m p
lan.
4C
ompl
ete
Cou
ncil’
s lo
ng-t
erm
fina
ncia
l pla
n is
dir
ectly
alig
ned
with
its
serv
ice
plan
s.4
Com
plet
eTh
e lo
ng-t
erm
fina
ncia
l pla
n cl
earl
y se
para
tes
“rec
urre
nt e
xpen
ditu
re”
unde
r th
e ca
tego
ries
of o
pera
tions
and
mai
nten
ance
an
d cl
earl
y se
para
tes
“cap
ital w
orks
exp
endi
ture
” un
der
the
cate
gori
es o
f ren
ewal
, upg
rade
and
new
.4
Com
plet
eTh
e lo
ng-t
erm
fina
ncia
l pla
n cl
earl
y id
entif
ies
the
ongo
ing
mai
nten
ance
, ope
ratio
nal a
nd r
enew
al im
pact
s ar
isin
g fr
om
capi
tal w
orks
and
con
trib
uted
ass
ets.
4C
ompl
ete
The
stra
tegi
c lo
ng-t
erm
pla
n in
clud
es a
cur
rent
pos
ition
sta
tem
ent a
nd d
iscu
ssio
n.4
Com
plet
eTh
e st
rate
gic
long
-ter
m p
lan
incl
udes
str
ateg
ies
for
achi
evin
g ob
ject
ives
.3
Com
plet
eC
ounc
il ha
s a
stra
tegi
c lo
ng-t
erm
pla
n (p
lann
ing
hori
zon
of a
t lea
st 5
yea
rs) t
hat i
ncor
pora
tes
a vi
sion
, str
ateg
ic o
utco
mes
, m
issi
on, v
alue
s an
d se
rvic
e ou
tcom
es th
at C
ounc
il w
ants
to a
chie
ve.
3C
ompl
ete
The
deve
lopm
ent o
f the
str
ateg
ic lo
ng-t
erm
pla
n in
clud
ed c
omm
unity
con
sulta
tion
and
refle
cts
com
mun
ity n
eeds
.3
Com
plet
eTh
e st
rate
gic
long
-ter
m p
lan
inco
rpor
ates
pri
oriti
es a
nd p
erfo
rman
ce m
easu
res
and
indi
cate
s ho
w th
ey w
ill b
e m
onito
red
and
mea
sure
d.
20
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
3C
ompl
ete
Cou
ncil
has
a su
stai
nabl
e lo
ng-t
erm
fina
ncia
l pla
n co
veri
ng th
e pe
riod
of t
he s
trat
egic
long
-ter
m p
lan
(at l
east
5 y
ears
) su
ppor
ting
the
impl
emen
tatio
n of
its
long
-ter
m p
lan.
3C
ompl
ete
The
long
-ter
m fi
nanc
ial p
lan
has
been
pre
pare
d ba
sed
on th
e re
sour
ce r
equi
rem
ents
and
str
ateg
ic o
bjec
tives
det
aile
d in
C
ounc
il’s
long
-ter
m p
lan
and
asse
t man
agem
ent p
lans
.2
Com
plet
eP
lan
cove
rs 4
-yea
r te
rm o
f Cou
ncil.
2C
ompl
ete
Dra
ft p
lan
is a
dver
tised
for
publ
ic c
omm
ent.
2C
ompl
ete
Pla
n re
flect
s ne
eds
of c
omm
unity
for
fore
seea
ble
peri
od.
2C
ompl
ete
Pla
n in
clud
es v
isio
n an
d st
rate
gic
obje
ctiv
es.
2C
ompl
ete
Pla
n de
tails
wha
t Cou
ncil
inte
nds
to d
o in
per
iod
of p
lan.
1C
ompl
ete
Pla
n co
vers
1 y
ear
peri
od.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
• A
ll po
rtfo
lios
wor
k to
geth
er to
mee
t the
sug
gest
ed c
hara
cter
istic
s.
• In
tern
al c
onne
ctio
ns n
eed
to b
e ef
ficie
nt.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
• Lo
ng-t
erm
fina
ncia
l pla
n is
inte
gral
to th
e st
rate
gic
plan
ning
pro
cess
.
• Le
vel 5
is c
ompl
eted
for
new
inve
stm
ent o
nly
(e.g
. Wat
erw
orld
, ER
A w
ater
).
Reco
mm
enda
tions
Nil.
21
Que
stio
n: D
oes
your
cou
ncil
prep
are
an a
nnua
l bud
get?
Fram
ewor
kFi
nanc
ial p
lann
ing
and
repo
rtin
gEl
emen
tA
nnua
l bud
get
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re3
Mee
ts r
equi
rem
ents
Like
lihoo
dPo
ssib
leRa
reC
ore
targ
et3
Con
sequ
ence
Mod
erat
eM
inor
Adv
ance
d ta
rget
4R
isk
leve
lM
ediu
mLo
w
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5C
ompl
ete
Bud
get c
onta
ins
indi
cato
rs o
f ach
ievi
ng C
ounc
il's s
trat
egic
obj
ectiv
es.
4C
ompl
ete
The
annu
al b
udge
t fin
anci
al r
atio
s (li
quid
ity, d
ebt,
unde
rlyi
ng o
pera
ting
posi
tion)
alig
n w
ith th
e C
ounc
il’s
long
-ter
m fi
nanc
ial
plan
.4
Par
tially
co
mpl
ete
The
annu
al b
udge
t is
prep
ared
bas
ed o
n “s
ervi
ce le
vels
” as
ref
lect
ed in
the
stra
tegi
c lo
nger
-ter
m p
lan
and
cont
ains
in
dica
tors
and
mea
sure
s to
ass
ess
perf
orm
ance
aga
inst
ach
ievi
ng C
ounc
il’s
stra
tegi
c ob
ject
ives
.4
Com
plet
eTh
e an
nual
bud
get c
lear
ly s
epar
ates
“re
curr
ent e
xpen
ditu
re”
unde
r th
e ca
tego
ries
of o
pera
tions
and
mai
nten
ance
and
cl
earl
y se
para
tes
“cap
ital w
orks
exp
endi
ture
” un
der
the
cate
gori
es o
f ren
ewal
, upg
rade
and
new
.4
Par
tially
co
mpl
ete
The
annu
al b
udge
t cle
arly
indi
cate
s th
e on
goin
g m
aint
enan
ce, o
pera
tiona
l and
ren
ewal
impa
cts
aris
ing
from
cap
ital w
orks
an
d co
ntri
bute
d as
sets
.3
Com
plet
eTh
e an
nual
bud
get c
onta
ins
estim
ates
of r
even
ue a
nd e
xpen
ditu
re w
ith a
n ex
plan
atio
n of
the
assu
mpt
ions
and
m
etho
dolo
gies
und
erpi
nnin
g th
e es
timat
es, a
n ex
plan
atio
n of
the
finan
cial
per
form
ance
and
pos
ition
of t
he C
ounc
il an
d ha
s be
en p
repa
red
base
d on
the
reso
urce
req
uire
men
ts a
nd s
trat
egic
obj
ectiv
es d
etai
led
in C
ounc
il’s
stra
tegi
c lo
nger
-ter
m p
lan,
as
set m
anag
emen
t pla
ns a
nd lo
ng-t
erm
fina
ncia
l pla
n.3
Com
plet
eTh
e an
nual
bud
get r
efle
cts
the
Cou
ncil’
s st
rate
gic
obje
ctiv
es a
nd c
onta
ins
a st
atem
ent o
f how
Cou
ncil
will
mee
t the
goa
ls
and
obje
ctiv
es o
f its
str
ateg
ic lo
nger
-ter
m p
lan.
3C
ompl
ete
The
annu
al b
udge
t alig
ns w
ith y
ear
1 of
the
long
-ter
m fi
nanc
ial p
lan,
and
was
ado
pted
follo
win
g co
mm
unity
con
sulta
tion.
3C
ompl
ete
Cou
ncil’
s an
nual
bud
get i
nclu
des
reso
urce
s to
impl
emen
t str
ateg
ic lo
nger
-ter
m p
lan
stra
tegi
es.
2C
ompl
ete
Bud
get i
s pu
blic
ally
ava
ilabl
e an
d re
adily
acc
essi
ble
to a
ll in
tere
sted
rea
ders
.2
Com
plet
eB
udge
t con
tain
s es
timat
es o
f rev
enue
and
exp
endi
ture
for
year
.2
Com
plet
eB
udge
t inc
lude
s an
exp
lana
tion
of th
e C
ounc
il’s
finan
cial
pos
ition
and
per
form
ance
.2
Com
plet
eB
udge
t is
adop
ted
afte
r pu
blic
adv
ertis
ing
and
cons
ider
atio
n of
com
men
ts r
ecei
ved.
22
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
1C
ompl
ete
Ann
ual b
udge
t is
avai
labl
e to
thos
e w
ho a
sk.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
• G
row
th fa
ctor
of 0
.5%
, who
le o
f life
cos
ts n
ot a
lway
s in
clud
ed o
r st
rate
gy c
hang
es n
ot im
plem
ente
d w
hen
serv
ice
leve
ls s
houl
d re
duce
.
Reco
mm
enda
tions
• W
hole
of l
ife c
ost p
redi
ctio
ns to
be
calc
ulab
le, a
s ne
eded
, for
var
ious
sce
nari
os a
nd m
odel
ling.
23
Que
stio
n: D
oes
your
cou
ncil
publ
ish
an a
nnua
l rep
ort?
Fram
ewor
kFi
nanc
ial p
lann
ing
and
repo
rtin
gEl
emen
tA
nnua
l rep
ort
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re4
Mee
ts r
equi
rem
ents
Like
lihoo
dU
nlik
ely
Rare
Cor
e ta
rget
3C
onse
quen
ceIn
sign
ifica
ntIn
sign
ifica
ntA
dvan
ced
targ
et4
Ris
k le
vel
Low
Low
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edA
nnua
l rep
ort i
nclu
des
resu
lts o
f “va
lue
for
mon
ey”
audi
t.4
Com
plet
eTh
e an
nual
rep
ort i
nclu
des
a pe
rfor
man
ce a
sses
smen
t of p
rogr
ess
tow
ards
ach
ievi
ng th
e go
als
and
stra
tegi
c ob
ject
ives
of
the
stra
tegi
c lo
nger
-ter
m p
lan.
4C
ompl
ete
The
annu
al r
epor
t inc
lude
s a
stat
emen
t of a
ctua
l per
form
ance
for
the
year
as
mea
sure
d ag
ains
t the
long
-ter
m fi
nanc
ial
plan
, inc
ludi
ng r
epor
ting
on m
easu
res
of a
ctua
l fin
anci
al p
erfo
rman
ce a
gain
st s
hort
and
long
-ter
m fi
nanc
ial s
usta
inab
ility
in
dica
tors
.4
Com
plet
eTh
e an
nual
rep
ort d
istin
guis
hes
betw
een
“rec
urre
nt e
xpen
ditu
re”
unde
r th
e ca
tego
ries
of o
pera
tions
and
mai
nten
ance
and
“c
apita
l wor
ks e
xpen
ditu
re”
unde
r th
e ca
tego
ries
of r
enew
al, u
pgra
de a
nd n
ew.
4C
ompl
ete
The
annu
al r
epor
t inc
lude
s a
stat
emen
t on
“sta
te o
f the
ass
ets”
and
the
finan
cial
sus
tain
abili
ty o
f ser
vice
s pr
ovid
ed b
y its
in
fras
truc
ture
ass
ets,
incl
udin
g an
y pr
opos
ed a
djus
tmen
t to
serv
ices
/ass
ets
to a
ddre
ss is
sues
as
they
ari
se.
4C
ompl
ete
The
asse
ts fi
nanc
ial r
epor
ting
with
in th
e an
nual
rep
ort,
is b
ased
on
the
follo
win
g:3
Com
plet
eTh
e an
nual
rep
ort c
ompl
ies
with
all
stat
utor
y re
quir
emen
ts, i
nclu
ding
pub
licat
ion
by th
e du
e da
te a
nd is
mad
e w
idel
y av
aila
ble
to th
e pu
blic
.3
Com
plet
eTh
e an
nual
rep
ort i
nclu
des
inde
pend
ently
aud
ited
finan
cial
sta
tem
ents
that
are
pre
pare
d on
an
accr
ual b
asis
in a
ccor
danc
e w
ith th
e A
ustr
alia
n A
ccou
ntin
g S
tand
ards
.3
Com
plet
eTh
e an
nual
rep
ort r
evie
ws
the
perf
orm
ance
of t
he C
ounc
il ag
ains
t its
str
ateg
ic o
bjec
tives
and
exp
lain
s va
riat
ions
bet
wee
n th
e bu
dget
and
act
ual r
esul
ts a
nd h
ow th
ese
vari
atio
ns im
pact
on
the
stra
tegi
c lo
nger
-ter
m p
lan.
3C
ompl
ete
The
annu
al r
epor
t inc
lude
s de
tails
of a
ny m
ajor
cha
nges
in fu
nctio
ns o
f the
Cou
ncil,
org
anis
atio
n st
ruct
ure
and/
or p
olic
y in
itiat
ives
and
how
thes
e ch
ange
s m
ight
impa
ct o
n C
ounc
il’s
stra
tegi
c lo
nger
-ter
m p
lan.
3C
ompl
ete
In r
elat
ion
to th
e fin
anci
al r
epor
ting
fram
ewor
k in
the
annu
al r
epor
t, th
e an
nual
rep
ort a
ddre
sses
the
follo
win
g is
sues
in
acco
rdan
ce w
ith r
elev
ant S
tate
pol
icie
s, A
ustr
alia
n ac
coun
ting
stan
dard
s an
d ot
her
best
pra
ctic
e gu
idel
ines
:2
Com
plet
eA
nnua
l rep
ort c
onta
ins
audi
ted
finan
cial
sta
tem
ents
.
24
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
2C
ompl
ete
Ann
ual r
epor
t is
wid
ely
avai
labl
e to
the
gene
ral p
ublic
.2
Com
plet
eA
nnua
l rep
ort r
epor
ts o
n C
ounc
il’s
oper
atio
ns fo
r th
e ye
ar in
term
s of
goa
ls a
nd o
bjec
tives
for
prec
edin
g ye
ar.
2C
ompl
ete
Ann
ual r
epor
t con
tain
s ex
plan
atio
n on
var
iatio
ns b
etw
een
budg
et a
nd a
ctua
l res
ults
.1
Com
plet
eA
n an
nual
rep
ort i
s pu
blis
hed
each
yea
r.O
bser
vatio
ns o
f cu
rren
t mat
urity
leve
l
• A
nnua
l Rep
ort c
over
s m
ost c
hara
cter
istic
s.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
25
Que
stio
n: D
oes
your
cou
ncil
have
an
adop
ted
asse
t man
agem
ent p
olic
y?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Ass
et M
anag
emen
t Pol
icy
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re3
Mee
ts r
equi
rem
ents
Like
lihoo
dPo
ssib
leU
nlik
ely
Cor
e ta
rget
3C
onse
quen
ceM
oder
ate
Min
orA
dvan
ced
targ
et4
Ris
k le
vel
Med
ium
Low
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edTh
e A
sset
Man
agem
ent P
olic
y gu
ides
info
rmed
pol
itica
l dec
isio
ns in
form
ed b
y da
ta, i
nfor
mat
ion
and
know
ledg
e on
trad
e-of
fs fo
r ec
onom
ic, s
ocia
l, cu
ltura
l and
env
iron
men
tal c
onse
quen
ces.
4P
artia
lly
com
plet
eTh
e A
sset
Man
agem
ent P
olic
y pr
ovid
es a
rea
sona
ble
basi
s fo
r lo
ng-t
erm
inte
grat
ed d
ecis
ion
mak
ing
by th
e C
ounc
il an
d fo
r pa
rtic
ipat
ive
deci
sion
mak
ing
by th
e co
mm
unity
and
sub
sequ
ent a
ccou
ntab
ility
to th
e co
mm
unity
abo
ut th
e ac
tiviti
es o
f the
C
ounc
il.4
Com
plet
eTh
e A
sset
Man
agem
ent P
olic
y cl
earl
y ar
ticul
ates
the
prin
cipl
es a
nd fi
nanc
ial i
mpl
actio
ns u
pon
whi
ch d
ecis
ions
rel
atin
g to
as
sets
and
thei
r pe
rfor
man
ce w
ill b
e ba
sed.
4C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
has
orga
nisa
tiona
l con
text
and
ack
now
ledg
es th
e im
port
ance
of a
sset
man
agem
ent i
n su
ppor
ting
serv
ices
pro
vide
d by
Cou
ncil.
4C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
iden
tifie
s th
e ne
ed fo
r C
ounc
il re
port
ing
to b
e ca
tego
rise
d in
term
s of
ope
ratio
nal,
mai
nten
ance
, ren
ewal
, upg
rade
and
new
exp
endi
ture
cla
ssifi
catio
ns.
4C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
incl
udes
aud
it an
d re
view
pro
cedu
res,
spe
cifie
s re
view
dat
es a
nd h
as a
sun
set c
laus
e.3
Com
plet
eC
ounc
il ha
s an
ado
pted
ass
et m
anag
emen
t pol
icy
whi
ch d
efin
es th
e C
ounc
il’s
visi
on a
nd s
ervi
ce d
eliv
ery
obje
ctiv
es fo
r as
set m
anag
emen
t.3
Com
plet
eTh
e A
sset
Man
agem
ent P
lan
has
a di
rect
link
age
with
Cou
ncil’
s st
rate
gic
long
er-t
erm
pla
n an
d lo
ng-t
erm
fina
ncia
l pla
n.3
Par
tially
co
mpl
ete
The
Ass
et M
anag
emen
t Pol
icy
requ
ires
the
adop
tion
of a
sset
man
agem
ent p
lans
info
rmed
by
com
mun
ity c
onsu
ltatio
n an
d lo
cal g
over
nmen
t fin
anci
al r
epor
ting
fram
ewor
ks.
3C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
defin
es a
sset
man
agem
ent r
oles
, res
pons
ibili
ties
and
repo
rtin
g fr
amew
ork.
3P
artia
lly
com
plet
eTh
e A
sset
Man
agem
ent P
olic
y id
entif
ies
a pr
oces
s fo
r m
eetin
g tr
aini
ng n
eeds
in fi
nanc
ial a
nd a
sset
man
agem
ent p
ract
ices
fo
r C
ounc
illor
s an
d st
aff.
2C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
has
been
ado
pted
by
Cou
ncil.
26
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
1C
ompl
ete
The
Ass
et M
anag
emen
t Pol
icy
is in
pla
ce b
ut n
ot a
dopt
ed b
y C
ounc
il, o
r C
ounc
il ha
s so
me
awar
enes
s of
ass
et m
anag
emen
t po
licy
elem
ents
and
ass
et m
anag
emen
t pri
ncip
les.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
• Th
is c
rite
rion
ass
ists
with
oth
er c
rite
ria
such
as
spec
ifyin
g le
vels
of s
ervi
ce.
• C
omm
unity
con
sulta
tion
has
com
men
ced
for
som
e as
set c
lass
es.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
• W
ill a
ssis
t with
oth
er c
rite
ria.
Reco
mm
enda
tions
• Im
prov
ed a
sset
man
agem
ent a
war
enes
s is
nee
ded
acro
ss th
e or
gani
satio
n an
d fo
r El
ecte
d M
embe
rs.
27
Que
stio
n: D
oes
your
cou
ncil
have
an
adop
ted
Ass
et M
anag
emen
t Str
ateg
y?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Ass
et m
anag
emen
t str
ateg
y
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re1
Not
sub
stan
tially
pro
gres
sed
Like
lihoo
dLi
kely
Unl
ikel
yC
ore
targ
et3
Con
sequ
ence
Mod
erat
eM
inor
Adv
ance
d ta
rget
4R
isk
leve
lM
ediu
mLo
w
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edS
trat
egy
incl
udes
ana
lysi
s of
cos
t/be
nefit
opt
ions
for
serv
ice
deliv
ery.
5N
ot s
tart
edS
trat
egy
driv
es a
sset
man
agem
ent p
lann
ing
and
serv
ice
deliv
ery.
4P
artia
lly
com
plet
eP
lann
ing
for
new
ass
ets
and
the
upgr
ade
of a
sset
s is
dri
ven
by C
ounc
il’s
stra
tegi
c lo
nger
-ter
m p
lan,
Cou
ncil’
s se
rvic
e pl
ans
and
Cou
ncil’
s as
set m
anag
emen
t pla
ns.
4P
artia
lly
com
plet
eS
trat
egy
sets
out
how
the
Cou
ncil
will
get
to w
here
it w
ants
to b
e; c
ompa
res
curr
ent s
ituat
ion
with
ass
umed
futu
re to
hi
ghlig
ht w
here
str
ateg
ies
will
nee
d to
be
deve
lope
d to
cat
er fo
r an
y ch
ange
s.4
Par
tially
co
mpl
ete
Str
ateg
y de
tails
whe
re th
e C
ounc
il w
ants
to b
e.
3N
ot s
tart
edC
ounc
il ha
s an
ass
et m
anag
emen
t str
ateg
y w
hich
sho
ws
how
the
asse
ts p
ortfo
lio c
an m
eet t
he s
ervi
ce d
eliv
ery
need
s of
the
com
mun
ity a
nd d
efin
es th
e fu
ture
vis
ion
of a
sset
man
agem
ent p
ract
ices
with
in C
ounc
il.3
Not
sta
rted
Cou
ncil’
s A
M S
trat
egy
is li
nked
to C
ounc
il’s
Ass
et M
anag
emen
t Pol
icy
and
inte
grat
ed in
to C
ounc
il’s
stra
tegi
c lo
nger
-ter
m
plan
ning
and
ann
ual b
udge
ting
proc
esse
s.3
Not
sta
rted
Cou
ncil’
s as
set m
anag
emen
t str
ateg
y do
cum
ents
the
curr
ent s
tatu
s of
ass
et m
anag
emen
t pra
ctic
es (p
roce
sses
, ass
et d
ata
and
info
rmat
ion
syst
ems)
with
in th
e C
ounc
il an
d w
hat a
ctio
ns C
ounc
il m
ust t
ake
to im
plem
ent t
he A
sset
Man
agem
ent P
olic
y,
incl
udin
g re
sour
ce r
equi
rem
ents
, tim
e fr
ames
and
acc
ount
abili
ties.
2N
ot s
tart
edS
trat
egy
show
s w
hat a
sset
s th
e C
ounc
il ha
s.2
Par
tially
co
mpl
ete
Str
ateg
y al
igns
with
Cou
ncil’
s st
rate
gic
plan
s.
28
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
1P
artia
lly
com
plet
eD
raft
AM
Str
ateg
y do
cum
ent p
repa
red
but n
ot y
et a
dopt
ed b
y C
ounc
il.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
• A
ctio
ned
with
in 2
013–
2014
wor
k pl
an fo
r S
trat
egic
Ass
ets
depa
rtm
ent.
• S
ome
char
acte
rist
ics
part
ially
com
plet
ed a
t hig
her
leve
ls.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
• P
repa
re A
sset
Man
agem
ent S
trat
egy
in 2
013–
2014
.
29
Que
stio
n: D
oes
your
cou
ncil
have
ado
pted
ass
et m
anag
emen
t pla
ns?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Ass
et m
anag
emen
t pla
ns
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re2
Par
tially
mee
ts r
equi
rem
ents
Like
lihoo
dLi
kely
Unl
ikel
yC
ore
targ
et3
Con
sequ
ence
Mod
erat
eM
inor
Adv
ance
d ta
rget
4R
isk
leve
lM
ediu
mLo
w
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5P
artia
lly
com
plet
eA
sset
Man
agem
ent S
trat
egy
and
asse
t man
agem
ent p
lans
pro
vide
opt
imum
val
ue fo
r de
fined
ser
vice
usi
ng s
cena
rios
to
info
rm s
ervi
ce p
erfo
rman
ce. M
ultip
le s
cena
rios
to s
how
bes
t val
ue o
ptio
ns.
4P
artia
lly
com
plet
eP
lann
ing
for
new
and
upg
rade
d as
sets
dri
ven
by A
M S
trat
egy
and
asse
t man
agem
ent p
lans
. Hig
hly
resp
onsi
ve to
pol
icy
dire
ctio
n.4
Par
tially
co
mpl
ete
Ass
et m
anag
emen
t pla
ns in
clud
e an
infr
astr
uctu
re r
isk
man
agem
ent p
lan.
3P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
ado
pted
by
Cou
ncil
for
all m
ater
ial a
sset
gro
ups
in a
con
sist
ent f
orm
at in
acc
orda
nce
with
indu
stry
be
st p
ract
ice
(e.g
. App
endi
x A
of t
he In
tern
atio
nal I
nfra
stru
ctur
e M
anag
emen
t Man
ual (
IIMM
)) a
nd a
re a
vaila
ble
to a
ll re
leva
nt
staf
f acr
oss
the
orga
nisa
tion.
3C
ompl
ete
Ass
et m
anag
emen
t pla
ns d
efin
e w
hich
ass
et g
roup
s ar
e co
vere
d by
eac
h pl
an in
acc
orda
nce
with
a c
lear
ly d
ocum
ente
d in
fras
truc
ture
ass
et h
iera
rchy
.3
Par
tially
co
mpl
ete
Ass
et m
anag
emen
t pla
ns c
over
at l
east
ten
year
s an
d:
3P
artia
lly
com
plet
ea.
Ref
er to
Cou
ncil’
s A
sset
Man
agem
ent P
olic
y an
d A
sset
Man
agem
ent S
trat
egy
3P
artia
lly
com
plet
eb.
Inc
lude
all
asse
ts a
nd d
ocum
ent a
sset
inve
ntor
y in
form
atio
n fo
r th
e as
set g
roup
/cat
egor
y as
rec
orde
d in
the
Ass
et
Regi
ster
3P
artia
lly
com
plet
ec.
Doc
umen
t the
ass
et h
iera
rchy
with
in e
ach
asse
t gro
up
3P
artia
lly
com
plet
ed.
Doc
umen
t the
cur
rent
con
ditio
n of
the
asse
t
30
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
3P
artia
lly
com
plet
ee.
Doc
umen
t the
ado
pted
use
ful l
ives
of a
sset
s
3P
artia
lly
com
plet
ef.
Incl
ude
risk
ass
essm
ent a
nd c
ritic
ality
pro
files
3P
artia
lly
com
plet
eg.
Pro
vide
info
rmat
ion
abou
t ass
ets,
incl
udin
g pa
rtic
ular
act
ions
and
cos
ts to
pro
vide
a d
efin
ed (c
urre
nt a
nd/o
r ta
rget
) lev
el
of s
ervi
ce in
the
mos
t cos
t eff
ectiv
e m
anne
r3
Par
tially
co
mpl
ete
h. I
nclu
de d
eman
d m
anag
emen
t for
ecas
ts
3P
artia
lly
com
plet
ei.
Add
ress
life
cyc
le c
osts
of a
sset
s
3P
artia
lly
com
plet
ej.
Incl
ude
forw
ard
prog
ram
s id
entif
ying
cas
h flo
w fo
reca
sts
proj
ecte
d fo
r:
3P
artia
lly
com
plet
ei.
Ass
et r
enew
als
3P
artia
lly
com
plet
eii.
New
ass
ets
and
upgr
ades
of e
xist
ing
asse
ts
3P
artia
lly
com
plet
eiii
. Mai
nten
ance
exp
endi
ture
3P
artia
lly
com
plet
eiv
. Ope
ratio
nal e
xpen
ditu
re (i
nclu
ding
dep
reci
atio
n ex
pens
e)
3C
ompl
ete
k. A
ddre
ss a
sset
per
form
ance
and
util
isat
ion
mea
sure
s an
d as
soci
ated
targ
ets
as li
nked
to le
vels
of s
ervi
ce3
Par
tially
co
mpl
ete
l. In
clud
e an
ass
et r
atio
nalis
atio
n an
d di
spos
al p
rogr
am
3N
ot s
tart
edm
. Inc
lude
an
asse
t man
agem
ent i
mpr
ovem
ent p
lan
3P
artia
lly
com
plet
en.
Inc
lude
con
side
ratio
n of
non
-ass
et s
ervi
ce d
eliv
ery
solu
tions
(lea
sing
pri
vate
/pub
lic p
artn
ersh
ips)
3P
artia
lly
com
plet
eo.
Rec
ogni
se c
hang
es in
ser
vice
pot
entia
l of a
sset
s th
roug
h pr
ojec
tions
of a
sset
rep
lace
men
t cos
ts, d
epre
ciat
ed
repl
acem
ent c
ost a
nd d
epre
ciat
ion
expe
nse
3P
artia
lly
com
plet
ep.
Inc
lude
con
side
ratio
n of
pos
sibl
e ef
fect
s of
clim
ate
chan
ge o
n as
set u
sefu
l liv
es a
nd m
aint
enan
ce c
osts
.
31
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
3P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
link
to th
e C
ounc
il’s
asse
t man
agem
ent p
olic
y, a
sset
man
agem
ent s
trat
egy,
str
ateg
ic lo
nger
-ter
m
plan
, lon
g-te
rm fi
nanc
ial p
lan
and
othe
r re
leva
nt C
ounc
il po
licy
obje
ctiv
es.
3P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
hav
e al
l bee
n pr
epar
ed in
ass
ocia
tion
with
com
mun
ity c
onsu
ltatio
n.
2P
artia
lly
com
plet
eS
epar
ate
asse
t man
agem
ent p
lans
for
each
ass
et g
roup
— h
igh
leve
l ove
rall
fram
ewor
k bu
t not
con
sist
ent.
2P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
in p
lace
but
not
reg
ular
ly r
evie
wed
or
adop
ted.
2P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
incl
ude
all a
sset
s on
Cou
ncil’
s A
sset
Reg
iste
r.
2C
ompl
ete
Ass
et m
anag
emen
t pla
ns in
clud
e an
impr
ovem
ent p
lan.
1P
artia
lly
com
plet
eRe
activ
e an
d fr
agm
ente
d.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
• S
ome
serv
ices
alig
n an
d pr
ovid
e be
st v
alue
, oth
ers
do n
ot.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
• A
sset
man
agem
ent p
lann
ing
deve
lopm
ent c
an im
prov
e m
atur
ity, b
ut n
eed
to b
e ba
lanc
ed w
ith e
ffor
t nee
ded
to p
rodu
ce th
e pl
ans.
Reco
mm
enda
tions
• D
evel
opm
ent o
f ass
et m
anag
emen
t pla
ns a
cros
s al
l ass
ets
is n
eede
d.
32
Que
stio
n: D
oes
your
cou
ncil
have
goo
d m
anag
emen
t pra
ctic
es li
nkin
g as
set m
anag
emen
t to
serv
ice
deliv
ery?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Gov
erna
nce
and
man
agem
ent
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re3
Par
tially
mee
ts r
equi
rem
ents
Like
lihoo
dPo
ssib
leU
nlik
ely
Cor
e ta
rget
3C
onse
quen
ceM
inor
Min
orA
dvan
ced
targ
et4
Ris
k le
vel
Med
ium
Low
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5P
artia
lly
com
plet
eC
omm
on p
urpo
se a
nd fo
cus
on s
ervi
ce d
eliv
ery
with
agr
eed
nexu
s be
twee
n fu
ndin
g an
d se
rvic
e ou
tcom
es.
5P
artia
lly
com
plet
eB
otto
m-u
p an
d to
p-do
wn
feed
back
on
perf
orm
ance
with
def
ined
mea
sure
s fo
r se
rvic
e de
liver
y an
d go
vern
ance
.
4P
artia
lly
com
plet
eA
ccou
ntab
ility
mec
hani
sms
are
mai
ntai
ned
to e
nsur
e th
at C
ounc
il re
sour
ces
are
used
opt
imal
ly to
add
ress
Cou
ncil’
s st
rate
gic
asse
t man
agem
ent o
bjec
tives
, as
deta
iled
in th
e A
sset
Man
agem
ent S
trat
egy
and
asse
t man
agem
ent p
lans
.4
Not
sta
rted
Cou
ncil
utili
ses
thei
r in
fras
truc
ture
ass
et h
iera
rchy
as
a ba
sis
for
cons
iste
nt r
epor
ting
acro
ss th
e or
gani
satio
n.4
Par
tially
co
mpl
ete
Com
mun
ity le
vels
of s
ervi
ce a
nd te
chni
cal l
evel
s of
ser
vice
are
mon
itore
d an
d re
port
ed to
the
Exec
utiv
e Le
ader
ship
Tea
m
and
Cou
ncil.
4P
artia
lly
com
plet
eW
hen
the
Cou
ncil
and
Exec
utiv
e co
nsid
er th
e an
nual
cap
ital w
orks
pro
gram
, the
y pr
iori
tise
wor
ks b
ased
on
cost
/ben
efit
asse
ssm
ents
(inc
ludi
ng r
isk)
with
res
ourc
e im
plic
atio
ns r
efle
cted
in th
e lo
ng-t
erm
fina
ncia
l pla
n.4
Not
sta
rted
The
Exec
utiv
e an
d C
ounc
il ar
e pr
ovid
ed w
ith a
n an
nual
“S
tate
of t
he A
sset
s” r
epor
t cov
erin
g as
set c
ondi
tion,
ass
et
perf
orm
ance
, int
erve
ntio
n le
vels
, lev
el o
f ser
vice
mon
itori
ng a
nd fu
ture
fina
ncia
l sus
tain
abili
ty o
ptio
ns a
nd c
onse
quen
ces.
4C
ompl
ete
Cou
ncil
has
an in
tern
al a
udit
com
mitt
ee w
ith c
ompe
tenc
y to
und
erst
and
adva
nced
ass
et m
anag
emen
t and
the
inte
rnal
au
dit c
omm
ittee
pro
vide
s an
inde
pend
ent r
evie
w a
nd a
nnua
l rep
ort o
n as
set m
anag
emen
t per
form
ance
acr
oss
the
who
le
orga
nisa
tion
to th
e C
ounc
il.3
Com
plet
eC
ounc
il ha
s m
echa
nism
s in
pla
ce to
pro
vide
hig
h le
vel o
vers
ight
by
the
Cou
ncil,
CEO
/GM
and
Exe
cutiv
e Le
ader
ship
Tea
m, f
or
deve
lopm
ent a
nd im
plem
enta
tion
of th
e as
set m
anag
emen
t str
ateg
y an
d as
set m
anag
emen
t pla
ns.
3P
artia
lly
com
plet
eRo
les
and
resp
onsi
bilit
ies
are
clea
rly
defin
ed in
a m
atri
x or
pol
icy,
iden
tifyi
ng p
ositi
ons
resp
onsi
ble
for
dete
rmin
ing
leve
ls o
f se
rvic
e an
d po
sitio
ns r
espo
nsib
le fo
r m
anag
ing
the
asse
ts to
mee
t ser
vice
del
iver
y ne
eds.
3P
artia
lly
com
plet
eTh
e st
aff s
truc
ture
and
pos
ition
des
crip
tions
cle
arly
def
ine
asse
t man
agem
ent f
unct
ions
, res
pons
ibili
ties
and
skill
re
quir
emen
ts fo
r m
anag
ing
all a
sset
cla
sses
.
33
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
3P
artia
lly
com
plet
eC
ounc
il ha
s a
docu
men
ted
proc
ess
for
mak
ing
capi
tal i
nves
tmen
t dec
isio
ns, w
hich
is d
rive
n by
Cou
ncil’
s st
rate
gic
long
er-
term
pla
n, lo
ng-t
erm
fina
ncia
l pla
n an
d th
e se
rvic
e pl
an a
nd e
xplic
itly
deta
ils th
e im
pact
s on
the
futu
re o
pera
tions
and
m
aint
enan
ce b
udge
ts, w
hole
of l
ife c
osts
and
ris
k m
anag
emen
t ass
essm
ents
.3
Par
tially
co
mpl
ete
Cou
ncil
invo
lves
all
its d
epar
tmen
ts in
ass
et m
anag
emen
t.
3P
artia
lly
com
plet
eC
ounc
il ha
s an
ass
et m
anag
emen
t ste
erin
g co
mm
ittee
, with
cro
ss-f
unct
iona
l rep
rese
ntat
ion
and
clea
rly
defin
ed a
nd
docu
men
ted
term
s of
ref
eren
ce, f
ocus
ed o
n co
ordi
natin
g th
e lin
kage
s be
twee
n se
rvic
e de
liver
y an
d as
set m
anag
emen
t.3
Par
tially
co
mpl
ete
Ther
e ar
e in
tern
al p
roce
sses
to p
rom
ote
asse
t man
agem
ent a
cros
s C
ounc
il.
2C
ompl
ete
Mul
ti-di
scip
linar
y as
set m
anag
emen
t ste
erin
g co
mm
ittee
is in
ope
ratio
n an
d ho
lds
regu
lar
mee
tings
.2
Par
tially
co
mpl
ete
Ass
et m
anag
emen
t im
prov
emen
t pla
n in
ope
ratio
n.
1C
ompl
ete
Info
rmal
ass
et m
anag
emen
t ste
erin
g ac
tiviti
es.
3P
artia
lly
com
plet
eiii
. Mai
nten
ance
exp
endi
ture
3P
artia
lly
com
plet
eiv
. Ope
ratio
nal e
xpen
ditu
re (i
nclu
ding
dep
reci
atio
n ex
pens
e)
3C
ompl
ete
k. A
ddre
ss a
sset
per
form
ance
and
util
isat
ion
mea
sure
s an
d as
soci
ated
targ
ets
as li
nked
to le
vels
of s
ervi
ce3
Par
tially
co
mpl
ete
l. In
clud
e an
ass
et r
atio
nalis
atio
n an
d di
spos
al p
rogr
am
3N
ot s
tart
edm
. Inc
lude
an
asse
t man
agem
ent i
mpr
ovem
ent p
lan
3P
artia
lly
com
plet
en.
Inc
lude
con
side
ratio
n of
non
-ass
et s
ervi
ce d
eliv
ery
solu
tions
(lea
sing
pri
vate
/pub
lic p
artn
ersh
ips)
3P
artia
lly
com
plet
eo.
Rec
ogni
se c
hang
es in
ser
vice
pot
entia
l of a
sset
s th
roug
h pr
ojec
tions
of a
sset
rep
lace
men
t cos
ts, d
epre
ciat
ed
repl
acem
ent c
ost a
nd d
epre
ciat
ion
expe
nse
3P
artia
lly
com
plet
ep.
Inc
lude
con
side
ratio
n of
pos
sibl
e ef
fect
s of
clim
ate
chan
ge o
n as
set u
sefu
l liv
es a
nd m
aint
enan
ce c
osts
.
3P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
link
to th
e C
ounc
il’s
asse
t man
agem
ent p
olic
y, a
sset
man
agem
ent s
trat
egy,
str
ateg
ic lo
nger
-ter
m
plan
, lon
g-te
rm fi
nanc
ial p
lan
and
othe
r re
leva
nt C
ounc
il po
licy
obje
ctiv
es.
3P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
hav
e al
l bee
n pr
epar
ed in
ass
ocia
tion
with
com
mun
ity c
onsu
ltatio
n.
34
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
2P
artia
lly
com
plet
eS
epar
ate
asse
t man
agem
ent p
lans
for
each
ass
et g
roup
— h
igh
leve
l ove
rall
fram
ewor
k bu
t not
con
sist
ent.
2P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
in p
lace
but
not
reg
ular
ly r
evie
wed
or
adop
ted.
2P
artia
lly
com
plet
eA
sset
man
agem
ent p
lans
incl
ude
all a
sset
s on
Cou
ncil’
s A
sset
Reg
iste
r.
2C
ompl
ete
Ass
et m
anag
emen
t pla
ns in
clud
e an
impr
ovem
ent p
lan.
1P
artia
lly
com
plet
eRe
activ
e an
d fr
agm
ente
d.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
35
Que
stio
n: D
oes
your
cou
ncil
have
a d
efin
ed p
roce
ss fo
r de
term
inin
g cu
rren
t and
targ
et le
vels
of
serv
ice
and
cost
s?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Leve
ls o
f ser
vice
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re2
Par
tially
mee
ts r
equi
rem
ents
Like
lihoo
dPo
ssib
leU
nlik
ely
Cor
e ta
rget
3C
onse
quen
ceM
oder
ate
Min
orA
dvan
ced
targ
et5
Ris
k le
vel
Med
ium
Low
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5P
artia
lly
com
plet
eO
ptim
um li
fe c
ycle
cos
ts k
now
n an
d su
ppor
ted
by h
igh
leve
ls o
f dat
a, in
form
atio
n an
d kn
owle
dge
in a
ll ke
y ar
eas.
Pol
itica
l de
cisi
ons
info
rmed
by
data
, inf
orm
atio
n an
d kn
owle
dge
on tr
ade-
offs
for
econ
omic
, soc
ial,
cultu
ral a
nd e
nvir
onm
enta
l co
nseq
uenc
es.
5P
artia
lly
com
plet
eD
ocum
ente
d fe
edba
ck o
n lo
ng-t
erm
cum
ulat
ive
impa
cts
of d
ecis
ions
on
serv
ice
leve
ls.
4P
artia
lly
com
plet
eC
ounc
il ha
s un
dert
aken
the
proc
ess
of id
entif
ying
the
cost
s as
soci
ated
with
eac
h le
vel o
f ser
vice
, inc
ludi
ng th
e in
crea
sed
cost
or
decr
ease
d co
st a
ssoc
iate
d w
ith in
crea
sing
or
decr
easi
ng e
ach
leve
l of s
ervi
ce r
espe
ctiv
ely
to a
ssis
t in
scen
ario
m
odel
ling.
4P
artia
lly
com
plet
eTa
rget
com
mun
ity le
vels
of s
ervi
ce a
re d
efin
ed th
roug
h co
mm
unity
con
sulta
tion,
con
side
ring
pop
ulat
ion
and
dem
ogra
phic
ch
ange
pro
ject
ions
, tre
nd a
naly
sis
and
cust
omer
feed
back
and
req
uest
s.4
Not
sta
rted
Cou
ncil
has
a co
mm
unic
atio
n pl
an to
com
mun
icat
e in
form
atio
n on
infr
astr
uctu
re s
ervi
ce d
eliv
ery
issu
es a
nd C
ounc
il’s
man
agem
ent o
f the
se is
sues
to e
xter
nal s
take
hold
ers.
4P
artia
lly
com
plet
eTh
e co
st o
f mai
nten
ance
and
ope
ratio
nal a
ctiv
ities
are
rep
orte
d ag
ains
t ado
pted
leve
ls o
f ser
vice
.
4P
artia
lly
com
plet
eC
ounc
il, in
con
junc
tion
with
the
com
mun
ity, r
egul
arly
rev
iew
s its
com
mun
ity le
vels
of s
ervi
ce a
nd te
chni
cal l
evel
s of
se
rvic
e, to
det
erm
ine
the
finan
cial
impa
ct o
f a c
hang
e in
ser
vice
leve
ls. I
f a c
hang
e oc
curs
this
is th
en r
efle
cted
into
the
asse
t man
agem
ent p
lan
and
long
-ter
m fi
nanc
ial p
lan.
3P
artia
lly
com
plet
eC
ounc
il ha
s se
rvic
e pl
ans
for
each
of i
ts s
ervi
ces,
whi
ch h
ave
been
dev
elop
ed in
con
sulta
tion
with
the
com
mun
ity.
3P
artia
lly
com
plet
eC
ounc
il ha
s un
dert
aken
the
proc
ess
of d
efin
ing,
qua
ntify
ing
and
docu
men
ting
curr
ent c
omm
unity
leve
ls o
f ser
vice
and
te
chni
cal l
evel
s of
ser
vice
and
cos
ts o
f pro
vidi
ng th
e cu
rren
t lev
els
of s
ervi
ce.
36
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
3P
artia
lly
com
plet
eC
urre
nt a
nd ta
rget
leve
ls o
f ser
vice
(for
bot
h co
mm
unity
leve
ls o
f ser
vice
and
ass
ocia
ted
tech
nica
l lev
els
of s
ervi
ce) a
re
clea
rly
defin
ed in
eac
h as
set m
anag
emen
t pla
n.3
Par
tially
co
mpl
ete
Tech
nica
l lev
els
of s
ervi
ce a
re in
corp
orat
ed in
to s
ervi
ce a
gree
men
ts a
nd/o
r m
aint
enan
ce, o
pera
tiona
l and
cap
ital r
enew
al
proc
edur
es.
2P
artia
lly
com
plet
eS
ervi
ce le
vels
in s
ome
area
s —
frag
men
ted.
1P
artia
lly
com
plet
eS
ervi
ce le
vels
are
con
sequ
ence
s of
ann
ual b
udge
t allo
catio
n an
d no
t def
ined
.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
37
Que
stio
n: D
oes
your
cou
ncil
have
the
data
and
sys
tem
s to
per
form
ass
et m
anag
emen
t act
iviti
es?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Dat
a an
d sy
stem
s
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re2
Not
sub
stan
tially
pro
gres
sed
Like
lihoo
dPo
ssib
leU
nlik
ely
Cor
e ta
rget
3C
onse
quen
ceM
oder
ate
Min
orA
dvan
ced
targ
et4
Ris
k le
vel
Med
ium
Low
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edA
nnua
l ski
lls a
nd k
now
ledg
e au
dit o
n ca
paci
ty a
nd c
apac
ity n
eede
d to
del
iver
cor
pora
te p
lan
with
link
ed s
ervi
ce p
rovi
sion
pl
an.
5N
ot s
tart
edA
sset
dat
a is
inte
grat
ed a
nd r
espo
nds
to r
equi
red
deci
sion
sup
port
info
rmat
ion
need
ed fo
r op
timis
ed s
ervi
ce d
eliv
ery.
4N
ot s
tart
edA
sset
dat
a is
ava
ilabl
e to
ope
ratio
ns, d
esig
n an
d pl
anni
ng s
taff
acr
oss
serv
ices
are
as w
hen
plan
ning
and
und
erta
king
wor
ks.
4N
ot s
tart
edA
sset
ren
ewal
fund
ing
requ
irem
ents
and
fund
ing
gaps
are
det
erm
ined
util
isin
g up
-to-
date
ass
et c
ondi
tion
info
rmat
ion
and
scen
ario
mod
ellin
g us
ed to
opt
imis
e lif
e cy
cle
cost
s w
ith r
isk
trad
e-of
fs.
4N
ot s
tart
edA
sset
man
agem
ent s
yste
ms
have
ris
k m
anag
emen
t fun
ctio
nalit
y av
aila
ble
to p
redi
ct c
ritic
ality
of a
sset
s, r
ecor
d ri
sk
asse
ssm
ents
, ris
k tr
eatm
ent,
trea
tmen
t cos
ts a
nd r
esid
ual r
isk.
4N
ot s
tart
edC
ounc
il re
cord
s th
e re
sults
of a
sset
con
ditio
n su
rvey
s an
d de
fect
ass
essm
ents
aga
inst
indi
vidu
al a
sset
s, li
nked
to th
e co
mpo
nent
ised
inve
ntor
y in
the
asse
t reg
iste
r. Ti
me
seri
es c
ondi
tion
data
is m
aint
aine
d to
allo
w m
onito
ring
of a
sset
pe
rfor
man
ce.
4N
ot s
tart
edA
sset
man
agem
ent s
yste
ms
are
able
to p
redi
ct a
sset
life
bas
ed o
n va
riou
s as
sess
men
t fac
tors
and
com
pare
act
ual a
gain
st
pred
icte
d de
teri
orat
ion
beha
viou
r.4
Not
sta
rted
Cou
ncil's
ass
et m
anag
emen
t sys
tem
can
gen
erat
e w
orks
ord
ers
base
d on
inte
rven
tion
leve
ls a
nd c
usto
mer
req
uest
s w
hich
ar
e al
so li
nked
to th
e as
set r
egis
ter.
It ha
s th
e ca
paci
ty to
mon
itor
com
plet
ion
targ
ets
and
perf
orm
faci
litie
s m
anag
emen
t fu
nctio
ns.
4N
ot s
tart
edC
ounc
il’s
asse
t man
agem
ent s
yste
m is
inte
grat
ed w
ith o
ther
cor
pora
te k
now
ledg
e sy
stem
s su
ch a
s th
e fin
ance
, GIS
and
pr
oper
ty in
form
atio
n sy
stem
s.4
Not
sta
rted
Func
tiona
lity
of C
ounc
il’s
asse
t man
agem
ent s
yste
ms
incl
udes
the
abili
ty to
gen
erat
e m
aint
enan
ce a
nd r
enew
al p
rogr
ams
base
d on
ava
ilabl
e bu
dget
and
futu
re c
ondi
tion
prof
iles,
to g
ener
ate
scen
ario
spe
cific
cas
h flo
w fo
reca
sts
and
to g
ener
ate
optim
ised
pro
gram
s.
38
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
4N
ot s
tart
edC
ounc
il’s
asse
t man
agem
ent s
yste
ms
are
used
to m
onito
r as
set p
erfo
rman
ce o
ver
time.
4N
ot s
tart
edC
ounc
il ha
s do
cum
ente
d da
ta s
tand
ards
for
incl
usio
n in
ass
et m
anag
emen
t sys
tem
s up
on th
e co
mm
issi
onin
g of
new
(and
/or
mod
ified
) ass
ets.
4N
ot s
tart
edC
ounc
il be
nchm
arks
its
infr
astr
uctu
re fu
ndin
g ga
p ag
ains
t Sta
te a
nd n
atio
nal i
ndic
ator
s.4
Not
sta
rted
Cou
ncil’
s as
set m
anag
emen
t sys
tem
use
d to
man
age
oper
atio
ns a
nd m
aint
enan
ce fu
nctio
nalit
y is
dri
ven
by a
n as
set
know
ledg
e m
anag
emen
t str
ateg
y, w
ith s
peci
alis
ed fu
nctio
nalit
y fo
r ea
ch s
ervi
ce a
rea
to m
onito
r op
erat
ions
and
m
aint
enan
ce c
osts
and
tren
ds.
4N
ot s
tart
edD
ata
is a
vaila
ble
and
acce
ssib
le to
ena
ble
perf
orm
ance
mea
sure
men
t and
rep
ortin
g ag
ains
t key
per
form
ance
indi
cato
rs u
sed
to m
easu
re le
vels
of s
ervi
ce. P
roce
sses
and
info
rmat
ion
are
driv
en b
y an
ass
et k
now
ledg
e m
anag
emen
t str
ateg
y lin
ked
to
the
asse
t man
agem
ent p
lans
and
the
long
-ter
m fi
nanc
ial p
lan.
4N
ot s
tart
edD
ata
and
syst
ems
allo
w p
roje
ctio
ns w
hich
info
rm a
ran
ge o
f ser
vice
pro
visi
on s
cena
rios
and
cos
ts. A
dopt
ed s
cena
rios
are
in
corp
orat
ed in
to a
sset
man
agem
ent p
lans
and
the
long
-ter
m fi
nanc
ial p
lan
with
an
annu
al r
evie
w in
line
with
legi
slat
ive
requ
irem
ents
and
pol
icy
pape
rs is
sued
by
Sta
te G
over
nmen
t.3
Par
tially
co
mpl
ete
Cou
ncil
has
a co
nsol
idat
ed, i
nteg
rate
d, a
ccur
ate,
up-
to-d
ate
and
com
plet
e co
mpo
nent
ised
ass
et r
egis
ter
with
the
requ
ired
fu
nctio
nalit
y to
ens
ure
secu
rity
and
dat
a in
tegr
ity, w
hich
incl
udes
all
info
rmat
ion
abou
t eac
h as
set s
orte
d by
ass
et g
roup
.3
Par
tially
co
mpl
ete
Ther
e is
a c
omm
on c
orpo
rate
dat
a fr
amew
ork
used
acr
oss
all a
sset
gro
ups,
whi
ch is
def
ined
by
Cou
ncil’
s in
fras
truc
ture
as
set h
iera
rchy
.3
Par
tially
co
mpl
ete
Cou
ncil
has
docu
men
ted
repe
atab
le m
etho
dolo
gies
to c
arry
out
con
sist
ent a
sset
con
ditio
n su
rvey
s an
d de
fect
iden
tific
atio
n as
sess
men
ts, a
s do
cum
ente
d in
the
Con
ditio
n Ra
ting
Ass
essm
ent M
anua
l for
app
licab
le a
sset
cla
sses
.3
Par
tially
co
mpl
ete
Cou
ncil’
s as
set f
inan
cial
rep
ortin
g fu
nctio
nalit
y is
com
preh
ensi
ve a
nd in
clud
es a
udit
trai
ls, d
epre
ciat
ion
calc
ulat
ions
, re
port
ing
thre
shol
ds a
nd r
ecor
ds o
f acq
uisi
tion
and
disp
osal
of a
sset
s.3
Not
sta
rted
Cou
ncil’
s sy
stem
s, p
roce
dure
s an
d pr
oces
ses
allo
w it
to b
ench
mar
k its
ass
et m
anag
emen
t per
form
ance
aga
inst
like
C
ounc
ils o
ver
time.
3P
artia
lly
com
plet
eA
sset
man
agem
ent s
yste
ms
have
the
func
tiona
lity
to g
ener
ate
mai
nten
ance
and
ren
ewal
pro
gram
s an
d pr
oduc
e as
soci
ated
ca
sh fl
ow fo
reca
sts.
3P
artia
lly
com
plet
eC
ounc
il ha
s de
fined
and
doc
umen
ted
proc
edur
es fo
r de
term
inin
g as
set r
epla
cem
ent a
nd tr
eatm
ent u
nit r
ates
, whi
ch a
re th
en
stor
ed in
Cou
ncil’
s as
set m
anag
emen
t sys
tem
.3
Par
tially
co
mpl
ete
Cou
ncil
has
a de
fined
pro
cess
for
oper
atio
ns, m
aint
enan
ce, r
enew
al a
nd u
pgra
de p
lann
ing
for
its e
xist
ing
asse
ts.
2P
artia
lly
com
plet
eS
kill
and
know
ledg
e re
quir
emen
ts d
eter
min
ed.
39
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
2C
ompl
ete
Aud
it co
mpl
eted
to d
eter
min
e cu
rren
t ski
ll an
d kn
owle
dge
leve
ls.
1P
artia
lly
com
plet
eA
d ho
c an
d fr
agm
ente
d ap
proa
ch to
dat
a m
anag
emen
t dri
ven
by c
urre
nt p
roje
cts.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
40
Que
stio
n: D
oes
your
cou
ncil
have
the
data
and
sys
tem
s kn
owle
dge
to p
erfo
rm a
sset
man
agem
ent a
ctiv
ities
?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Ski
lls a
nd p
roce
sses
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re2
Not
sub
stan
tially
pro
gres
sed
Like
lihoo
dLi
kely
Poss
ible
Cor
e ta
rget
3C
onse
quen
ceM
oder
ate
Min
orA
dvan
ced
targ
et4
Ris
k le
vel
Med
ium
Med
ium
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edA
nnua
l ski
lls a
nd k
now
ledg
e au
dit o
n ca
paci
ty a
nd c
apac
ity n
eede
d to
del
iver
cor
pora
te p
lan
with
link
ed s
ervi
ce p
rovi
sion
pl
an.
4C
ompl
ete
Follo
win
g ea
ch a
nnua
l bud
get c
ycle
, ass
et m
anag
emen
t pla
ns a
nd th
e lo
ng-t
erm
fina
ncia
l pla
n ar
e up
date
d to
ref
lect
the
curr
ent f
inan
cial
pos
ition
and
to m
aint
ain
curr
ency
bet
wee
n al
l doc
umen
ts.
4N
ot s
tart
edC
ounc
il ha
s a
proc
ess
whi
ch in
corp
orat
es r
esea
rch
into
the
dete
rmin
atio
n of
ass
et li
ves
base
d on
con
ditio
n an
d co
nsum
ptio
n ra
tes.
4N
ot s
tart
edC
ounc
il ha
s a
serv
ice
ratio
nalis
atio
n pr
oces
s lin
ked
to a
dis
posa
l pol
icy
that
iden
tifie
s an
y se
rvic
es (a
nd a
ssoc
iate
d as
sets
) th
at a
re s
urpl
us to
com
mun
ity n
eeds
.4
Not
sta
rted
Cou
ncil
has
a do
cum
ente
d pr
oces
s th
at id
entif
ies
the
outc
omes
of s
ervi
ce d
eliv
ery
revi
ews
for
inpu
t int
o as
set m
anag
emen
t pl
ans
and
the
long
-ter
m fi
nanc
ial p
lan.
4N
ot s
tart
edW
hen
unde
rtak
ing
oper
atio
ns a
nd m
aint
enan
ce a
ctiv
ities
ther
e is
a p
roce
ss to
allo
w s
taff
to c
omm
unic
ate
asse
t-re
late
d is
sues
to o
ther
ser
vice
are
as.
4N
ot s
tart
edTh
ere
is a
pro
cess
to a
naly
se r
isks
and
inco
rpor
ate
risk
miti
gatio
n st
rate
gies
into
con
tinge
ncy
plan
s w
ithin
the
plan
ning
cy
cle.
4N
ot s
tart
edA
sset
failu
res
and
caus
es o
f fai
lure
s ar
e re
cord
ed a
nd a
naly
sed
to id
entif
y fa
ilure
tren
ds a
nd a
sset
gro
up r
ectif
icat
ion
stra
tegi
es.
4N
ot s
tart
edC
ounc
il ha
s a
proc
ess
whe
reby
com
mun
ity e
nqui
ry a
nd o
pera
tiona
l res
pons
e is
sues
are
link
ed to
indi
vidu
al a
sset
s.4
Not
sta
rted
Cou
ncil
has
an o
ptim
um d
ecis
ion-
mak
ing
fram
ewor
k to
ens
ure
cons
iste
nt d
ecis
ion
mak
ing.
The
fram
ewor
k co
nsid
ers
mul
tivar
iabl
e cr
iteri
a lin
ked
to s
ervi
ce a
nd p
erfo
rman
ce s
tand
ards
. The
re is
a s
hift
in e
mph
asis
from
ass
et c
ondi
tion
to
serv
ice
perf
orm
ance
and
val
ue.
41
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
4N
ot s
tart
edC
apita
l wor
ks a
re p
rior
itise
d ba
sed
on th
e ap
plic
atio
n of
bus
ines
s ca
ses
inco
rpor
atin
g w
hole
of l
ife c
ostin
g, r
isk
and
bene
fit
quan
tific
atio
n an
d al
l dat
a us
ed in
dec
isio
n-m
akin
g is
doc
umen
ted
and
reco
rded
.4
Not
sta
rted
Sta
ff a
re tr
aine
d in
“be
st p
ract
ice”
ope
ratin
g an
d m
aint
enan
ce p
roce
dure
s an
d ac
tiviti
es.
4N
ot s
tart
edC
ontin
genc
y pl
ans
in p
lace
to e
nsur
e co
ntin
uity
of a
ctiv
ities
whe
n st
aff t
urno
ver
occu
rs.
4N
ot s
tart
edA
sset
kno
wle
dge
man
agem
ent s
trat
egy
iden
tifie
s da
ta fr
amew
ork
requ
irem
ents
.3
Not
sta
rted
Cou
ncil
has
a pr
oces
s to
rev
iew
and
upd
ate
the
asse
t man
agem
ent s
trat
egy
on a
max
imum
of a
5 y
ear
cycl
e. T
he a
sset
m
anag
emen
t str
ateg
y is
to b
e fo
rmal
ly a
dopt
ed b
y C
ounc
il.3
Not
sta
rted
Cou
ncil
has
a pr
oces
s to
rev
iew
and
upd
ate
asse
t man
agem
ent p
lans
for
all a
sset
gro
ups
on a
max
imum
of a
3–4
yea
r cy
cle
cons
iste
nt w
ith th
e C
ounc
il el
ectio
n cy
cle.
Ass
et m
anag
emen
t pla
ns a
re fo
rmal
ly a
dopt
ed b
y C
ounc
il.3
Not
sta
rted
Cou
ncil
has
a pr
oces
s to
iden
tify
oper
atio
nal r
isks
, ass
ign
resp
onsi
bilit
ies
and
mon
itor
risk
trea
tmen
t act
ions
all
reco
rded
w
ithin
a r
isk
regi
ster
.3
Par
tially
co
mpl
ete
Cou
ncil
has
a pr
oces
s to
ann
ually
rev
iew
and
upd
ate
the
finan
cial
fore
cast
s fo
r al
l ass
et c
lass
es a
nd u
pdat
e th
e lo
ng-t
erm
fin
anci
al p
lan.
3N
ot s
tart
edC
ounc
il ha
s as
sess
ed th
e sk
ills
and
know
ledg
e re
quir
ed to
per
form
ass
et d
ata
man
agem
ent a
ctiv
ities
, con
duct
fina
ncia
l re
port
ing
valu
atio
ns, a
nd d
evel
op a
sset
man
agem
ent p
lans
. Cou
ncil
has
a cu
rren
t ass
et m
anag
emen
t ski
lls m
atri
x. S
taff
tr
aini
ng n
eeds
hav
e be
en id
entif
ied
and
trai
ning
sch
edul
ed.
3P
artia
lly
com
plet
eC
ounc
il ha
s a
defin
ed m
etho
dolo
gy fo
r as
sess
ing
the
rem
aini
ng a
nd u
sefu
l life
, res
idua
l val
ue a
nd d
epre
ciat
ion
met
hod
of
asse
ts.
3P
artia
lly
com
plet
eC
ounc
il ha
s a
proc
ess
to c
olle
ct a
nd r
ecor
d as
set d
ata
into
an
asse
t man
agem
ent s
yste
m u
pon
the
com
mis
sion
ing
of n
ew
(and
/or
mod
ified
) ass
ets,
incl
udin
g bu
ilt a
nd c
ontr
ibut
ed a
sset
s.3
Par
tially
co
mpl
ete
Cou
ncil
has
form
al p
roce
sses
for
the
hand
over
of a
sset
s to
ass
et c
usto
dian
s/ow
ners
.
3P
artia
lly
com
plet
eC
ounc
il ha
s a
proc
ess
to c
omm
unic
ate
the
finan
cial
impl
icat
ions
of t
he a
sset
man
agem
ent p
lans
to in
tern
al a
nd e
xter
nal
stak
ehol
ders
.3
Par
tially
co
mpl
ete
Cou
ncil
prov
ides
ong
oing
trai
ning
pro
gram
s fo
r co
unci
llors
, cou
ncil
man
agem
ent a
nd o
ffic
ers
on k
ey a
sset
man
agem
ent
topi
cs.
2P
artia
lly
com
plet
eS
kill
and
know
ledg
e re
quir
emen
ts d
eter
min
ed.
2P
artia
lly
com
plet
eA
udit
com
plet
ed to
det
erm
ine
curr
ent s
kill
and
know
ledg
e le
vels
.
42
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
2P
artia
lly
com
plet
eD
ocum
ente
d as
set d
ata
man
agem
ent p
roce
dure
s.
1P
artia
lly
com
plet
eA
d ho
c an
d fr
agm
ente
d ap
proa
ch to
dat
a m
anag
emen
t dri
ven
by c
urre
nt p
roje
cts.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
43
Que
stio
n: D
oes
your
cou
ncil
have
a p
roce
ss to
eva
luat
e pr
ogre
ss a
nd u
se o
f re
sour
ces
on im
plem
enta
tion
of th
e N
atio
nal F
ram
ewor
ks?
Fram
ewor
kA
sset
man
agem
ent a
nd p
lann
ing
Elem
ent
Eval
uatio
n
Mat
urity
sco
reC
ore
mat
urity
ass
essm
ent
Ris
k m
atri
xC
urre
nt r
isk
Targ
et r
isk
Cur
rent
sco
re2
Not
sub
stan
tially
pro
gres
sed
Like
lihoo
dLi
kely
Poss
ible
Cor
e ta
rget
3C
onse
quen
ceM
oder
ate
Min
orA
dvan
ced
targ
et4
Ris
k le
vel
Med
ium
Med
ium
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
5N
ot s
tart
edC
ounc
il un
dert
akes
an
annu
al a
udit
with
in th
e or
gani
satio
n to
rep
ort o
n tr
ends
on
“tri
ple
botto
m li
ne”/
“qua
drup
le b
otto
m
line”
ser
vice
del
iver
y an
d ac
com
pany
ing
finan
cial
sus
tain
abili
ty c
ompa
red
to th
e st
rate
gic
long
er-t
erm
pla
n.5
Not
sta
rted
Qua
litat
ive
key
resu
lt ar
eas
are
set f
or c
omm
unity
leve
ls o
f ser
vice
. Key
res
ult a
reas
are
mon
itore
d, m
easu
red
and
repo
rted
to
Cou
ncil,
aga
inst
tim
e–ba
sed
“tar
gets
”.4
Not
sta
rted
Cou
ncil
has
a do
cum
ente
d ev
alua
tion
proc
ess
by w
hich
ass
et m
anag
emen
t im
prov
emen
ts a
re id
entif
ied,
tim
efra
mes
es
tabl
ishe
d, r
esou
rces
allo
cate
d, a
ctio
ned,
mon
itore
d an
d re
port
ed to
the
inte
rnal
aud
it co
mm
ittee
and
cou
ncil.
4N
ot s
tart
edQ
uant
itativ
e ke
y pe
rfor
man
ce in
dica
tors
are
set
for
tech
nica
l lev
els
of s
ervi
ce. K
ey p
erfo
rman
ce in
dica
tors
are
mon
itore
d,
mea
sure
d an
d re
port
ed to
Cou
ncil
agai
nst t
ime–
base
d “t
arge
ts”.
4N
ot s
tart
edC
ounc
il be
nchm
arks
its
asse
t man
agem
ent p
erfo
rman
ce im
prov
emen
t aga
inst
Sta
te a
nd n
atio
nal i
ndic
ator
s an
d re
port
s an
nual
ly o
n its
ass
et m
anag
emen
t im
prov
emen
t per
form
ance
aga
inst
set
targ
ets.
3P
artia
lly
com
plet
eC
ounc
il ha
s a
docu
men
ted
eval
uatio
n pr
oces
s by
whi
ch a
sset
man
agem
ent i
mpr
ovem
ents
are
iden
tifie
d, ti
mef
ram
es
esta
blis
hed,
res
ourc
es a
lloca
ted,
act
ione
d, m
onito
red
and
repo
rted
to th
e Ex
ecut
ive
Lead
ersh
ip T
eam
and
/or
CEO
.3
Par
tially
co
mpl
ete
Tech
nica
l lev
els
of s
ervi
ce a
re m
onito
red
and
perf
orm
ance
rep
orte
d.
3P
artia
lly
com
plet
eC
omm
unity
leve
ls o
f ser
vice
are
mon
itore
d an
d pe
rfor
man
ce r
epor
ted.
2P
artia
lly
com
plet
eIm
prov
emen
t tas
ks a
re in
clud
ed in
sta
ff p
erfo
rman
ce p
lans
and
rev
iew
s.
44
Mat
urity
sc
ore
Resu
ltC
hara
cter
istic
1P
artia
lly
com
plet
eN
o fo
rmal
eva
luat
ion
proc
ess.
Obs
erva
tions
of
curr
ent m
atur
ity le
vel
Nil.
Impl
icat
ions
of
curr
ent m
atur
ity le
vel
Nil.
Reco
mm
enda
tions
Nil.
45
Footings
Appendix 2 – Asset categorisation (full)
Transport Buildings Water
Bridges Buildings Irrigation
Pedestrian
Road
Amenities
Roads
Sealed
Unsealed
Fire tracks
Footpaths
Sealed
Unsealed
Bus shelters
Bus shelters
Hardstands (DDA/non-DDA)
Traffic control devices
Slow points
Roundabouts
Pedestrian crossings
Guard rails
Pavement marking
Car parks
Sealed
Unsealed
Recreation
Community
Sporting
Residential
Sheds
Gazebos/rotundas
Identification signage
Super-structure and fabric
Sub-structure
Concourse areas
Perimeter fencing
Office administration and canteen
Side structure
Change rooms and amenities
Plant rooms
Pool structures
Shade structures
Barbecue structures
Mechanical/electrical
Conduits
Structures
Stormwater
Watercourse
Conduits
Structures
Recycled water
Mechanical/electrical
Treatment
Conduits
Structures
CWMS
Conduits
Structures
Waterworld
46
Picnic settings
Open spaces
Land reserves Retaining walls Lighting
Screening
Drylands
Roads
Biodiversity (natural)
Irrigated
Playing fields
Hockey
Soccer
Cricket
Football
Baseball
Lawn bowls
Croquet
Athletics
Sports courts
Tennis
Netball
Basketball
Volleyball
Skate park
Trees
Trees
Buildings
Reserves
Council/private
Playgrounds
Regional
District
Local
Neighbourhood
Park furniture
Barbecues
Water fountains
Bicycle racks
Tree guards
Entrance statements
Entrance statement walls
Pool structures
Public/community
Shared
Reserve
Roads
Buildings
Bins
Street trees
47
Saw
Plant and equipment
Light fleet Minor plant
Vans
Utes
Blower
Sedans
Major plant
Bus
Chipper
Earthmoving
Fixed
Portable
Slasher
Sweeper
Tractor
Trailer
Truck
Office equipment
Various
ICT
Hardware
Software
Network
Brushcutter
Chainsaw
Compressor
Edger
Fixed
Generator
Hedger
Mower
Portable
Tool
Trailer
Grinder (concrete)
Miscellaneous
Spray unit
Library resources
Books
Shelves
DVDs
Signs
Road
Open spaces
Building
City of Tea Tree Gully 571 Montague Road, Modbury SA 5092 PO Box 571, Modbury SA 5092 Telephone 08 8397 7444 www.teatreegully.sa.gov.au48
City of Tea Tree Gully 571 Montague Road, Modbury SA 5092 PO Box 571, Modbury SA 5092 Telephone 08 8397 7444 www.teatreegully.sa.gov.au