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Hunter’s Hill CouncilAsset Management Plan2018-2021

SECTION 1

BUILDING ASSETS

SECTION 2

ROADS AND ROAD RELATED ASSETS

SECTION 3

PARKS AND RECREATION ASSETS

SECTION 4

STORMWATER DRAINAGE ASSETS

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Building AssetsAsset Management Plan

May 2018

Table of Contents

Section 1 Executive Summary

Section 2: Introduction

2.1 Background

2.2 Hunters Hill Council

2.3 Scope of this plan

2.4 About Asset Management

2.5 Assets covered by this plan

2.6 Building management within Council

2.7 Key stakeholders

2.8 Links to Council plans and strategies

2.9 Basic and advanced asset management

Section 3 Levels of Service

3.1 Introduction

3.2 Customer research and expectations

3.3 Strategic and corporate goals

3.4 Legislative requirements

3.5 Current levels of service

3.6 Desired levels of service

Section 4 Future Demand

4.1 Demand projections

4.2 Populations and community profile

4.3 Urban development trends

4.4 Summary of population trends

4.5 Implications for asset planning

Section 5 Asset Lifecycle Management

5.1 Introduction

5.2 Operations

5.3 Maintenance

5.4 Renewals and Rehabilitations

5.5 Capital works

5.6 Asset condition assessment

5.7 Physical components

5.8 Risk Management plan

Section 6 Financial planning

6.1 Financial projections

6.2 Land valuations

6.3 Assumptions

6.4 Confidence levels of data

6.5 Potential funding

6.6 Works Program

Section 7 Existing Asset Management practices

7.1 Introduction

7.2 Existing practices and improvement program

Section 8 Appendix

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8.1 Glossary

8.2 Asset Management Policy

8.3 SGL Community Facilities Strategic Facilities Plan Vol 1

8.4 SGL Community Facilities Strategic Facilities Plan Vol 2

Hunters Hill Council

Asset Management Plan Building Assets

Initially written and compiled by Council staff and Tim McCarthy, Morrison Lowe Consultants

Version Control

October 2011 Original Plan

June Budget Report 2012 Section 8 Capital Works Program reviewed






May 2018 First Review of Plan

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Section 1

Executive Summary

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Executive Summary

1.1 Aim

The aim of Council’s asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs into the future.

Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This buildings asset plan answers a series of questions;

What assets do we have

What condition are they in

What works are required

Do they meet current service requirements

Do they need current legislative requirements

Can they meet service requirements into the future

Do we need to change our assets

Are there other ways of providing assets

How do we maintain the assets

This asset management plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets.

1.2 Assets covered by Management Plan

Building assets covered by this Plan are set out in section 1.7 of volume 2 of the SGL Strategic Report. The buildings are:

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Building Address Use

Council Offices & Works Depot 22 Alexandra St Administration

Early Childhood Health Centre 9 Church St Baby Health Centre

Gladesville Early Childhood Centre 6 Pittwater Rd Baby Health Centre

Hunters Hill Pre-school 9 Church St Childcare Centre

Gladesville Occasional Care 6 Pittwater Rd Childcare Centre

Henley Long-day Care 1a-1b Crown St Childcare Centre

Riverside Pre-school 2a Crown St Childcare Centre

Fairland Hall 14 Church St Multi-purpose

Gladesville Community Centre 44 Gladesville Rd Multi-purpose

Museum 22 Alexandra St Special use

Henley Cottage Crown St Special use

Hunters Hill Respite Care 42 Gladesville Rd Special use

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Gladesville Community Aid 46 Gladesville Rd Special use

Hunters Hill Croquet Club 40 Gladesville Rd Special use

Dwelling 48 Gladesville Rd Special use

Hunters Hill Sailing Club Clarkes Point Reserve Special use

Weil Park Scout Hall Weil Park Special use

The Priory Salter St Special use

10 Cowell St 10 Cowell St Special use

The land value component of the building assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register.

1.3 Replacement Value of the Assets

At this stage, replacement values have not been calculated

1.4 Current Management within Council

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Building asset management is carried out within the Work & Services Division of Council. Staff involved included: Group Manager Works & Services, Manager Community Services, Facilities Manager and work teams

1.5 Levels of Service

Fundamentally, asset management plans include the setting of levels of services for Council.

At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan, which has been adopted by Council in 2011.

Levels of service are intended to;

inform the community of the proposed type and standard of service to be offered.

assist with the identification of the costs and benefits of services.

provide guidance for current and future services to be offered, the manner of the service delivery and definition of the specific levels of service which Council wishes to achieve.

Levels of services are based on;

strategic and corporate goals

legislative requirements

availability of resources and financial environment.

1.6 Future Demand

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This asset management plan takes into account the likely future demands on the assets. The main increase in demand will;

be through increased population

changed demographic

increased demand for building facilities

1.7 Asset Lifecycle Management

Asset lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enable the useful life to be extended over a considerably longer period than its deterioration curve would indicate.

The lifecycle activities undertaken on an asset are:

Operations: such as cleaning, which have no effect asset condition, but are necessary to keep the asset appropriately utilised.

Maintenance: such as painting a building, which maintain the asset’s ability to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as re-roofing a building, which is significant work, which restores the asset to its original condition.

Capital Works: such as a new building, which creates a new or expanded asset.

The condition of an asset is assessed and given a rating from excellent to poor, depending on its serviceability and expected residual life.

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Various strategies can then be developed to improve the condition of the asset according to its assessed priority and available finances.

The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to buildings with the highest usage.

Building Condition: Good

Town Hall Valentia St Shelter

Building Condition: Satisfactory

Henley Cottage 46 Gladesville Rd 42 Gladesville Rd

Building Condition: Worn

The Priory

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Building Condition: Poor

Henley Shed

1.8 Financial Planning

This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for building related assets.

The financial plan is based on the “ideal” expenditure required to keep assets in their current condition or allow for improvement in the overall condition of a group of assets. It is reasonable to assume that as the percentage of this “ideal” decreases to actual expenditure, then the condition of the asset will decrease over time. This is the critical decision for Council: at what point is the actual expenditure leading to acceptable level of service/standard of asset.

1.9 Existing Asset Management Practices of Improvement Program

Council is at an early stage in the development of asset management practices. In accordance with the International/Infrastructure Management Manual (IIMM), Council’s practices are of a “basic” level.

Accordingly, an improvement program has been developed and is included in the body of the plan. The three practice categories are:

processes and methodologies

information system

knowledge and data

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The successful combination of these practices ensures that the level of service required by the community is provided at the most economical cost.

Council will, over time, need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explained in future asset management plans.

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Section 2

Introduction

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Section 2 Introduction2.1. Background

The integrated planning and reporting reforms, adopted by the State Government in 2009, requires all Councils in NSW to adopt a strong sustainability focus with at least a 10 year strategic business planning framework relative to their Local Government area and activities of their Council.

In the context of the integrated planning reforms, the purpose of asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs to its community into the future.

Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of service to a level of service that the community expects. To achieve this, the plans provide answers to a series of questions:





Do they meet current legislative requirements




How do we maintain them.

This plan provides Council and the community with an analysis of the current status of Council’s asset base and the future planning for the assets.


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Hunters Hill is a leafy sandstone peninsula stretching from Pittwater Road to Onions Point, at the confluence of the Lane Cove and Parramatta Rivers.

Proclaimed as a Borough in January 1861, Hunters Hill is both the smallest Local Government area in metropolitan Sydney, as well as one of the oldest areas on the north side of the harbour having being formed at around the same time as Randwick, Waverly and Woollahra Councils. A unique remnant of the times is that the proclaimed boundaries are still intact today.

The character of Hunters Hill was formed during the period 1860 through to the 1920’s. Many of the buildings date back to that period and often times they have been built from local sandstone – these buildings, typical of development at that time, not only remain but also refuse to be submerged by modern development. Infrastructure such as roads date from same period.

Today, Hunters Hill has a population of 14,100 and has an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential since Hunters Hill has always been a garden suburb – it is close to the city yet in many ways secluded from the march of metropolitan

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progress. Property values range from among the highest in Sydney to average, and there is a wide socio-economic mixture within the population. It faces issues of increasing population similarly to other communities.

Council’s current budgetary philosophy:

‘Bear in mind that Council is the custodian and trustee of public assets and to effectively account for and manage those assets’ (Section 8 Local Government Act (1993))

Section 403(2) of the Local Government Act (1993) requires Council to include in its Management Plan statements relating to Capital Works projects, asset replacement programs, and sales of assets and activities of a commercial nature undertaken by Council.

These statements are incorporated and integrated into the Financial Plan-Capital Works Program.

Council budgets are constrained by the finite nature of the revenue base and the ongoing commitments to existing programs. In these circumstances, Council has set clear goals of:

1. Practising fiscal restraint

2. Pursuing micro economic reform

3. Concentrating on service outcomes delivered to the community and

4. Value for money

Within this context, the resources allocated to each Department need to be carefully managed in order to achieve the service outcome sought by Council on behalf of the community.

Assets held long-term attract liabilities in terms of the costs for ongoing operation and maintenance, both of which are prodigious and climbing steadily as the stock ages. On the basis of industry norms and the foregoing estimates of replacement value, the annual maintenance and operating cost for public sector assets in this Council is in the range of $3-6 million.

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On this basis this liability, which compares to an annual capital works budget of less than $1-2 million, could soon outstrip the Council’s capacity to provide infrastructure to ensure new services.

The Council’s portfolio of assets is both an investment in the future of the community and a potential source of massive liabilities if not well managed. It is imperative for Local Government at all levels to pay critical attention to aligning infrastructure resources with community needs to provide sustainable levels of service.

It is a continuing and growing concern for all Councils that the growth in urban consolidation, allied with an ever-aging drainage and road infrastructure places an inordinate amount of pressure on these assets. Councils will continue to struggle to fund major maintenance programs while ever the current legislation regime for rating exists and the financial statements are required to record the depreciation levels of roads and drains at rates that are not sustainable.

Total Asset Management is a critical aspect of broader strategic resource planning and is thus part of the planning of all resources required for the delivery of services.

2.3 The Scope of This Plan

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

It is anticipated Council staff, the Council Senior Management Team, elected representatives (Councillors), interest groups, stakeholders and other interested members of the general community may seek to read this Plan.

The specific objectives of this Plan are to:

Demonstrate responsible and sustainable stewardship of the community’s building assets;

Define and articulate how Council’s building assets are and will be managed to achieve the Council’s strategic objectives;

Improve understanding of expected Levels of Service;

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Assist the management of the environmental, financial and public risks of asset failure;

Provide justification for forward works programs;

Assist in achieving savings through optimising whole of life costs; and

Support long term financial planning.

The Plan identifies the future funding requirements and service delivery in the context of:

Current Levels of Service;

Forecast future demand for infrastructure and services;

Current asset performance; and

Funding constraints.

The Plan supports Council’s aim to put in place “best practice” asset management strategies and practices. In seeking to implement “best practice” asset management strategies and practices Council will continually be developing and improving its knowledge, systems and processes and strategies to ensure it is providing the level of asset management necessary to competently, responsibly and sustainably manage the community’s assets now and into the future.

This Plan is Council’s first review of the Building Asset Management Plan.

This plan is to be read in conjunction with the Community facilities Strategic Plan 2009-2029 as prepared by SGL Group in December 2008.

The SGL strategic plan was commissioned by Council to address the needs of the community and how the existing building stock could be best utilised to meet community expectations. Further, SGL was requested to provide strategic initiatives for Council to consider to better meet expectations into the future.

The 2 volumes of the plan are included with this overall plan as the content of the SGL plan covers the requirements of an asset management plan.

Nevertheless, this part of the overall building asset management plan contains similar material to Council’s other asset management plans so it can be a stand-alone document for the management of Council’s building assets.

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Section 1 Executive Summary Summary of asset details, lifecycle management practices and asset management improvement.

Section 2 Introduction Outline of the purpose and scope of the Plan and how the Plan relates to other key policies and strategies.

Section 3 Levels Of Service Outline of levels of service and asset performance standards and customer/community expectations and feedback regarding levels of service.

Section 4 Future Demand Identifies demand trends, factors which may influence demand, forecast changes in demand, impacts and implications of future demand and effects on future planning.

Section 5 Asset Lifecycle Management Outlines asset details, operations and maintenance and capital planning information and processes, and future directions for the physical management of the assets.

Section 6 Financial Summary Provides a summary of financial forecasts, expenditure patterns, cash flow and income details.

Section 7 Existing Asset Management Practices

Identifies organisational asset management practices and issues.

Section 8 Appendices Identifies enhancements and improvements planned to improve the asset management practices and planning process.


The International Infrastructure Management Manual 2006 defines Asset Management as

“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”

A broader interpretation appropriately introduces environmental and social considerations into the context.

Asset management includes the creation, acquisition, maintenance, operation, renewal/rehabilitation and disposal of assets.

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The key elements of infrastructure asset management are:-

Taking a lifecycle approach

Developing cost-effective management strategies for the long term

Providing a defined level of service and monitoring performance

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

Managing risks associated with asset failures

Sustainable use of physical resources

Continuous improvement in asset management practices

The Asset Management Plan is a tool combining management, financial, engineering and technical practices to ensure that assets are managed and the level of service required by customers is provided at the most economical cost to the community. The Plan is also intended to protect the environmental and cultural values of the assets providing the service.

An Asset Management Plan is a tactical plan that translates broad strategic goals into specific goals and objectives relevant to a particular activity for the organisation. It may be regarded as a tactical plan for implementing infrastructure related strategies, which arise from the strategic planning process. (Tactical planning involves the development of separate sub-plans that allocate resources (including natural, physical and financial) to achieve strategic goals through meeting defined levels of service).

The scope of the Asset Management Plan relates to the four broad Asset Management Plan inputs and outputs (as illustrated in the diagram at Figure 2.1).

Processes: The processes, analysis and evaluation techniques needed to support effective lifecycle asset management.

Information Systems: The information systems to support asset management processes and manipulate data.

Data: Appropriate, accessible and reliable data for manipulation by information systems to produce the outputs required.

Implementation Practices: Including organisation, commercial, contractual and people issues.

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Asset Asset ManagementManagement

PlanPlan

Commercial TacticsOrganisational Issues

People Issues

Processes &Methodologies

Information Systems Knowledge

and Data

Management Practices

Implementation Practices

Planning Practices

Figure 2.1 Asset Management Plan Inputs and Outputs

The Asset Management Plan is the medium by which the organisation articulates its management of assets to achieve the desired outcomes.

An organisation with solid asset management practices in place will

Know what assets it owns or has responsibility or legal liability for

Have these assets recorded in an asset register down to an identifiable level

Understand asset values and depreciation

Know the physical condition of its assets

Know the rate of decay of its assets

Know the remaining life and the remaining time the assets are able to deliver their required level of service

Know the likely types of failure modes and predict when they may occur

Know the right time to maintain, rehabilitate and reconstruct assets and implement relevant maintenance and renewal strategies

Have the ability to analyse alternative treatment options and have the ability to rank the treatment options available

Have the ability to determine the likelihood and consequence (risk) associated with the different failure modes

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Have knowledge of asset performance and reliability

Have knowledge of asset utilisation and capacity

Understand and have recorded the current levels of service in terms of quantity and quality of service

Understand the future levels of service required by customers based on community expectations and consultation and in the context of changing demand

Understand and calculate the long term capital and recurrent expenditure and funding needs to sustain assets and provide required levels of service for at least 10 years into the future

Develop and approve necessary asset renewal programs and funding to sustain Council’s assets and required levels of service

Have uniform processes across the whole organisation for the evaluation of any investment in

o new works

o renewal works

o maintenance

o operations

With the process involving an assessment of the relative risks and benefit/costs of these investments

Monitor and report on the condition, performance and functionality of Council’s assets against prescribed service levels and regulatory requirements

Understand the demand for new assets and services through planning analysis and customer/community surveys

Link Council’s corporate goals to investments and ultimate action plans by

o applying best appropriate life cycle processes and practices

o acquiring and maintaining necessary data and knowledge

o storing this data and knowledge in appropriate Asset Management Information Systems

o preparing Asset Management Plans so that the strategy is known to all

o adopting appropriate and “best value” commercial tactics

Ensure the sustainability of these asset management activities by supporting the asset management program through

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o strong corporate support and commitment

o appropriate organisational structure, roles and responsibilities

o supporting policies and strategies

2.5 Assets Covered By This Plan

Council’s building assets are set out in section 1.7 of volume 2 of the SGL Strategic Plan.

Council’s building Assets are:


Council Offices & Works Depot 22 Alexandra St Administration

Early Childhood Health Centre 9 Church St Baby Health Centre

Gladesville Early Childhood Centre 6 Pittwater Rd Baby Health Centre

Hunters Hill Pre-school 9 Church St Childcare Centre

Gladesville Occasional Care 6 Pittwater Rd Childcare Centre

Henley Long-day Care 1a-1b Crown St Childcare Centre

Riverside Pre-school 2a Crown St Childcare Centre

Fairland Hall 14 Church St Multi-purpose

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Gladesville Community Centre 44 Gladesville Rd Multi-purpose

Town Hall 22 Alexandra St Multi-purpose

Museum 22 Alexandra St Special use

Henley Cottage Crown St Special use

Hunters Hill Respite Care 42 Gladesville Rd Special use

Gladesville Community Aid 46 Gladesville Rd Special use

Hunters Hill Croquet Club 40 Gladesville Rd Special use

Dwelling 48 Gladesville Rd Special use

Hunters Hill Sailing Club Clarkes Point Reserve Special use

Weil Park Scout Hall Weil Park Special use

The Priory Salter St Special use

10 Cowell St 10 Cowell St Special use

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2.6 Building Asset Management Within Council

Currently building asset management is within the Works & Services Division.

The following staff are involved with road and road related asset management for Council:

Group Manager Works & Services:

Manager Community Services:

Facilities Manager:

Works Teams:

2.7 Key Stakeholders

This Plan is intended to demonstrate to stakeholders that the organisation is managing Roads and Transport assets appropriately and responsibly. Key stakeholders include:

Council Officers Council officers play a role in managing building assets to ensure that they provide a level of service that meets the needs of both residents and visitors to the area. Council officers implement the components identified in the building asset management plan.

Council Representatives This stakeholder group includes Councillors and the Mayor for the Council. They are primarily responsible to ensure that their decisions represent and reflect the needs of the wider community.

Residents Residents are the core users of building assets. Their needs, wants and expectations are conveyed to Council, which should be reflected in the desired levels of service.

Visitors Visitors are the second largest users of building assets, due to their likely frequency of use. Visitor’s wants, needs and expectations drive the development in areas of the highest usage and also commercial areas.

Insurers Insurers have an interest to drive the implementation of systems, which would allow Council a better position in the knowledge of the condition of our assets. This should be reflected in the number of claims made against this asset

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group.

2.8 Links To Council Plans and Strategies

Asset management plans are a key component of the Council planning process, linking with the following plans and documents:

Hunters Hill Council Community Strategic Plan 2028

Management Plan

This Building Asset Management Plan is prepared under the direction of Council’s vision, guiding principles and strategic objectives for the municipality as outlined in the Council’s 10 Year Community Strategic Plan.

The Hunters Hill Council Community Strategic Plan is the key strategic document that outlines Council's vision, strategic direction and goals.

Council's vision for the Hunters Hill is:

A sense of history

A sense of community

A place to belong

A sustainable future

The organisational values are;

Provide a range of services and programs, which meet the needs of the community as effectively and economically as possible.

Promote the principles of ecologically sustainable development (ESD).

Understand community needs.

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Work with other organisations as partners.

Manage resources and logistics efficiently and effectively.

Use information to learn and to improve our services.

Make fair and responsible decisions.

Leadership and planning

The key Strategic Goal in the key result area of Works & Services designed to direct Council towards its vision in relation to building infrastructure provision and services the strategic goal is;

To ensure that community buildings meet the expectations of the community

This strategic goal is supported by a number of strategic objectives being;

To provide, maintain and preserve community buildings and facilities at a standard that extends their economic life and meet a broad range of community interests and expectations.

To utilise the principles of ESD in the maintenance and construction of community buildings

Links to Other Plans and Strategies

This Building Asset Management Plan also has links with other Council plans and documents including:

Annual Plan – detailed action plan on projects and finances for each particular year. The works identified in the Asset Management Plan form the basis on which annual plans are prepared.

Standards and Policies – these tools for asset creation and subsequent asset management are needed to support asset management tactics.

Business Plans – service levels, policies, processes and budgets defined in Asset Management Plans are incorporated into business plans as activity budgets, management strategies and performance measures.

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Other Plans and Strategies which are linked to this Asset Management Plan include:

Asset Management Policy

Other Council Asset Management Plans

Section 94 Contributions Plans

Strategic Social Plan

State of the Environment Report

Occupational Health & Safety Policy

2.9 Basic and Advanced Asset Management

This Asset Management Plan is a basic Asset Management Plan as outlined in the International Infrastructure Management Manual 2006. It is prepared to meet minimum organisational requirements for sustainable service delivery and long term financial planning and reporting.

Basic asset management involves a ‘top down’ approach where analysis is applied at the “system” or “network” level. The focus is on current levels of service and current practices. Development of this Plan has included asset and condition data collection to enable basic assessment of asset life cycle management requirements.

This approach also includes long term cashflow predictions for asset maintenance, rehabilitation and replacement based on local knowledge of assets and options for meeting current Levels of Service.

Future revisions of this Asset Management Plan will move towards a more “Advanced” level of asset management using a “bottom up” approach for gathering information for individual assets to support the optimisation of activities and programs to meet revised and agreed service levels. The focus of future Plans developed in this manner will include risk and performance optimisation, risk based strategies, use of predictive methods and optimised decision making techniques.

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Section 3

Levels of Service

3 Levels of Service

3.1 Introduction

Levels of Service provide the basis for life cycle management strategies and works programs. They support the organisation’s strategic goals.

This Building Asset Management Plan is based on current Levels of Service.

Future refinement of the Plan will include further development and refinement of Levels of Service to address and where possible match the requirements and expectations of customers. This will require a clear understanding of customer needs, expectations, preferences and their willingness to pay for any increase in the levels of service.

The Levels of Service in this section are intended to:

inform customers of the proposed type and level of service to be offered,

assist with identification of the costs and benefits of the services being offered,

enable customers to asses suitability, affordability and equity of the services offered,

provide a measure of the effectiveness of the asset management plan,

provide focus for the development of the asset management strategies, and

provide guidance for current and future services to be offered, the manner of the service delivery and definition of the specific Levels of Service which the organisation wishes to achieve.

The Levels of Service outlined in this section are based on:

limited information gathered from customers on expected quality and cost of services, and information obtained from expert advice on asset condition and performance capacity,

strategic and corporate goals,

legislative requirements,

regulations, environmental standards and industry and Australian Standards that impact on the way assets are managed,

design standards and Codes of Practice including Australian Design Standards which specify minimum design parameters for infrastructure delivery,

availability of resources and the financial environment.

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3.2 Customer Research and Expectations

The SGL Strategic Plan conducted extensive consultation with the Hunters Hill Community. The findings are included in volume 2 of this plan, under section 8.4.

3.3 Strategic and Corporate Goals

The organisation’s vision is:

A sense of history


A place to belong


The key values are:

1. Provide a range of services and programs, which meet the needs of the community as effectively and economically as possible.

2. Promote the principles of ecologically sustainable development (ESD).

3. Understand community needs.

4. Work with other organisations as partners.

5. Manage resources and logistics efficiently and effectively.

6. Use information to learn and to improve our services.

7. Make fair and responsible decisions.

8. Leadership and planning

To assist in meeting the objectives set out in the management plan it is considered appropriate that the current standard of Councils building assets should not deteriorate further. In the process of managing our assets each asset is given a condition rating of 1 – 5.

Table 2. below details the condition ranking and the General condition descriptors applicable to all asset classes.

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Table 2:

Code Condition Descriptor Guide Residual Life as a % of Total

Life

1 Excellent Sound physical condition. Asset likely to perform adequately without major work.

Only normal Maintenance required

95%

2 Good Acceptable physical condition, minimal short term risk of failure but potential for deterioration in the longer term

Minor maintenance required (5%)

75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid-term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service.

Significant maintenance required (10 - 20%)

50%

4 Worn Failure likely in the short term. No immediate risk to health and safety but work is required in the short term to ensure that the asset remains safe, asset barely serviceable.

Significant renewal / upgrade required (20 - 40%)

30%

5 Poor Failed or failure is imminent. Immediate need to replace most or the entire asset. Health and safety hazards exist which present a possible risk to public safety or the asset cannot be operated without risk to personnel.

Over 50% of the asset required replacement

<10%

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The Asset Management Policy is in place to set guidelines for implementing consistent asset management processes throughout Council.

The policy is to ensure adequate provision is made for the long-term management and replacement of major assets by:-

Ensuring that Council’s services and infrastructure are provided sustainably, with the appropriate quality levels of service to residents, visitors and the environment.

Safeguarding Council assets including physical assets and employees by implementing appropriate asset management strategies and appropriate financial treatment of those assets.

Creating an environment where all Council employees take an integral part in overall management of Council’s assets by creating and sustaining asset management awareness throughout Council.

Meeting legislative requirements for asset management.

Ensuring resources and operational capabilities are identified and responsibility for asset management is allocated.

Demonstrating transparent and responsible asset management processes that align with demonstrated best practice.

3.4 Legislative Requirements

There are a number of legislative requirements as well as other drivers that apply to and have implications for the management of Roads and Transport assets. These include:-

Local Government Act 1993

Local Government (General) Regulation 1999

Roads Act 1993

Environmental Planning and Assessment Act 1979

Environmental Planning Legislation Amendment Act 2006

Protection of the Environment Administration Act 1991

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Protection of the Environment Operation Act 1991

Civil Liability Act 2002

Environmental Protection Act 1970

Occupational Health & Safety Act and Regulations

Disability Discrimination legislation including

o Commonwealth Disability Discrimination Act 1992 (DDA)

o NSW Anti-Discrimination Act 1997

AS 1428 (Set) – 2003 Design for Access and Mobility

AS/NZS 4360 – 2004 Risk Management

Various legislation relating to

o Working at Heights

o Confined Spaces

o Plant Regulations

o Manual Handling

o Noise Regulations

Planning Controls

Australian Accounting Standards

Environmentally Hazardous Chemicals Act 1985

Water Management Act 2000

Heritage Act 1977

Crown Lands Act

Building Code of Australia

Various other Australian Standards

Others?

3.5 Current Levels of Service

There are limited formal Levels of Service developed for building assets at this stage. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.

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The levels of service presently offered by Council generally relate to compliance with legislative requirements, appropriate industry practices and Council's historic practices.

Some Levels of Service development has been commenced and some draft performance measures have been developed. Service levels have been defined from a Community perspective and from an Operational or Technical perspective.

Current service levels are detailed in Table 3.3 below. Note Performance Target and Current Performance entries are yet to be formalised and are subject to review/confirmation.

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Table 3.3 Current Levels of Service

BUILDING LEVELS OF SERVICE

Key Performance Measure

Asset Type Level of Service Performance Measure Process

Performance Target

Current Performance

LEVELS OF SERVICE

Quality Community buildings

Provide a trouble free hiring experience

Customer request (CR)

Establish a consolidated CR register

Number of complaints

Less than 5 per year

Comfort of hirers at a high level

appliances such as air conditioning fully operational

Less than 3 issues per year

Quantity Community buildings

Facilities available for hire as requested

% of requests met

98%

Improvement works Community buildings

Capital Works Program completed

% of Program Completed

100%

Function Community buildings

Facilities meet customer requirements

% of customers with requirements met

98%

Health and Safety Community building

Provide safe suitable

No of trips & falls reported


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BUILDING LEVELS OF SERVICE


Asset Type Level of Service Performance Measure Process

Performance Target

Current Performance

LEVELS OF SERVICE

buildings, free from hazards

Availability Community buildings

Facility available for community use

% of possible days where facility is available

95%

Cost/Affordability Community buildings

Hiring fees affordable for users

% of hirers able to afford fees

100%

Responsiveness Community buildings

Meet service level times

Response within defined timeframe

85%

Appearance Community buildings

buildings assets maintained in a clean and tidy manner

Cleaning schedules met

100%

Landscaping at buildings maintained to an acceptable standard

Garden beds inspected and maintained in accordance with adopted program

100%

3.6 Desired Levels of Service

Council has yet to define or quantify desired Levels of Service for its building assets. Work will be undertaken to define Levels of Service in the near future and these will be documented in future

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revisions of this Asset Management Plan. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.

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Section 4

Future Demand

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This section outlines the broad historical, socio-economic, demographic and urban development trends that will influence the service requirements of the community and hence the assets required to deliver those services.

4.1 Demand Projections

Key drives of demand for service and asset provision are:

Population growth

Commercial growth

Residential development or redevelopment

Demographic changes

Demands for increased services

Demands for different services

State imposed growth targets

4.2 Population and Community Profile

Hunters Hill has a population of 14,100 (2011 census) and an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential since the exception of small commercial areas in Gladesville, Boronia Park, Hunters Hill and Woolwich.

In the period from 1996-2006 the population of Hunters Hill has increased, reversing the decline in the population that had occurred between 1976-1996. This sees the current population level returned to that of the early 1980’s.

In comparison to the Sydney Metropolitan Area, Hunters Hill has a very high proportion of elderly residents. The Hunters Hill LGA has 18.8% of the population over the age of 65 years and a high proportion of residents over the age of 80 years. As such there is a large number of aged accommodation facilities in the area. Most recently the area has seen an increase in the number of young families moving into the area with increased demand for childcare and school places.

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Approximately, 25% of Hunters Hill residents were born overseas. The proportion born overseas is less than the Sydney average; however, the number of people born overseas is increasing. The most common foreign birthplaces of residents in the LGA are UK and Ireland, followed by China, New Zealand, Italy and Hong Kong. As the community diversifies so to will the demands on community facilities, indicating a need for more flexible and multi-purpose spaces which can accommodate change use.

The NSW Statistical Local Area Population Projection 2006-2031 for Hunters Hill indicate the following growth in population:

Table 1.3Hunters Hill Population Projections 2006-2031

Year Projection Estimate

2006 14,140

2011 14,840

2016 15,330

2021 15,950

2026 16,630

2031 17,340

The above population estimates indicate a growth of 3,200 (23%) people between 2006 and 2031.

4.3 Urban Development Trends

Property values range from among the highest in Sydney to average, and there is a wide socio-economic mix within the population. In 2006, Hunters Hill had 4968 dwellings, an increase of 287 since 2001. The most common type of dwellings in Hunters Hill are separate houses, of which there were 2,880 and some 535 semi detached and 1,120 flats.

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Growth is occurring in medium density housing, both semi-detached and flats. A significant proportion of dwellings (5.3%, 263 dwellings) in Hunters Hill are owned and rented by the Department of Housing. This is a higher percentage than the Sydney average. Public housing properties in the area tend to be 1 and 2 bedroom units catering to older residents.

Council has recently produced masterplans for the development of Gladesville shopping precinct and Hunters Hill Village. These plans allow for increased heights and densities of a combination of commercial and residential developments.

4.4 Summary of Population Trends

In summary, the Hunters Hill council area population trends indicate:

Large and growing numbers of older (50+ yrs) people

Declining numbers of middle aged (2.1% and young people

Increasing numbers of very young children (0-4). This trend is occurring despite the decline in people in child rearing years (ie. 25-34 yrs). This is likely due to older average age of first time mothers in NSROC region than the national average (32 yrs).

By geographic area, there are more children and young people in the Hunters Hill-Augustine, Boronia Park/Gladesville area, whilst there are more elderly people in the east and Woolwich and Huntley’s Cove – Henley planning areas.

Future asset planning should respond to community profile differences. Localised user bases and catchment assets planned for these areas, should be responsive to geographic and demographic trends.

Overall, the population is to continue to age and grow, which should also be taken into consideration for future asset planning.

4.5 Implications for Asset Planning

The key trends of an increasing population, an aging as well as a younger population, a socio-economic profile that includes both high income and low-income earners, combined with increasing urban density indicates demand for road and park assets and services is likely to increase and diversify in the future, to meet an increasing need, diverse and changing needs across all socio-economic groups.

In particular, the increased and changing demographic nature of the population (and increased density of population) will have the following implications for building assets and service provision:

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Increased older and younger population leading to an increase in the demand for community spaces for meetings/group activities.

Increased numbers of residents likely to be requiring recreational facilities.

Increased maintenance and rehabilitation works on buildings due to higher usage.

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Section 5

Asset Lifecycle Management


5.1 Introduction

One of the fundamentals of asset management is the theory of the lifecycle of physical assets, how they deteriorate over time and optimising the maintenance of the asset.

This section describes the life cycle management of road assets. It equally applies to other physical assets and will be set out in the corresponding plans for those assets.

The asset management plan is intended to enable road assets to be managed in a sustainable manner to achieve the service levels agreed by Council and the Hunters Hill community, while optimising lifecycle costs.

Lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. To achieve this, it is necessary to understand how the assets deteriorate. A type road asset deterioration curve is shown in Figure

Figure 5.1: Typical Road Asset Deterioration Curve

The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enables the useful life to be extended over a considerable longer period than its deterioration curve would indicate. The application of these principles is illustrated in Figure 5.1

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Figure 5.2: Maintenance Strategies

The lifecycle operations undertaken on the asset that is illustrated above may be categorised into the following four main types: operation, maintenance, renewal (or rehabilitation) and capital work (or upgrade reconstruction).

5.2 Operations

Operations are those activities that have no effect on asset condition but are necessary to keep the asset appropriately utilised.

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Typical operational activities include:

Cleaning

Condition inspections

Floor polishing

5.3 MaintenanceMaintenance is the day-to-day work required to keep assets operating at agreed service levels, and falls into two broad categories:

Planned (proactive) Maintenance is maintenance activities planned to prevent asset deterioration.

Unplanned (reactive) Maintenance is maintenance activities to correct asset malfunctions and failures on an as required basis (e.g. emergency repairs).

Maintenance work is required to maintain the asset’s ability to provide the agreed service level but does not extend the life of the asset.

Typical planned maintenance activities include:

Repainting

Roof and gutter maintenance

Air-conditioning maintenance

Typical unplanned maintenance activities include:

Storm damage

Broken windows

Utility failures

5.4 Renewals and rehabilitations

Renewal work is the substantial replacement of the asset, or a significant asset component, to its original size and capacity. This work generally aims to return the asset to a condition state similar to the original asset renewal for building assets is more commonly called rehabilitation.

Renewal (or rehabilitation) works are prioritised and programmed according to the following criteria:

Health and safety of users

Criticality of asset

Intensity of usage

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Financial risk of deferring work e.g. increased operational

Political pressure

Public relations

Renewal works for building assets include:

Installing new ceilings

Repairing foundation failures

Repairing failed building facades

5.5 Capital Works

Capital works create either:

New assets

New assets are created by projects that create an asset that did not exist. New assets are considered as Capital Works and include:

New buildings.

Extensions to existing buildings

The expenditure for new assets are considered as Capital Works and is “Capitalised” for Council’s financial accounting purposes, or

Upgrades

Upgrades (or improvements) are projects that extend an asset beyond its original size or capacity or service level. Upgrades are considered as Capital Works and include:

Alterations to existing buildings

Major works on the curtilage of existing buildings

5.6 Asset Condition Assessment

Asset condition can be assessed on a 1 to 5 scale, with 1 being “as new” and 5 being “poor”. A description for each rating is as follows:

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Code Condition Descriptor Guide Residual Life as a %of Total

Life

1 Excellent Sound physical condition. Asset likely to perform adequately without major work

Only normal maintenance required

95%



75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service

Significant maintenance required (10-20%)

50%

4 Worn Failure likely in the short term. No immediate risk to health and safety but work is required in the short term to ensure that the asset remains safe, asset barely serviceable

Significant renewal/upgrade required (20-40%)

30%

5 Poor Failed or failure is imminent. Immediate need to replace most or all of the asset. Health and safety hazards exist which present a possible risk to public safety or the asset cannot be operated without risk to personnel


<10%

It will be noted that the ratings provide information on the residual life of an asset. This is an estimate of the expected life of an asset until it requires either rehabilitation or replacement. This

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figure is used to estimate future works programs and hence future funding requirements. Residual life of an asset also allows a calculation of the value of the asset as it currently exists. In turn, this is used to calculate depreciation values.

5.7 Physical Components

The physical components of the building assets are set out in Volume 2 of the SGL Strategic Plan

5.8 Risk Management Plan

It is important that the consequences of asset deterioration and failure are understood. Loss of revenue, increased insurance and operational costs, inconvenience to the community and loss of service are just some of these consequences. While it is not possible for Council to address all defects and eliminate all risk, it must minimise the consequences by identification of the risks. This is best done through inspection, condition assessment and then prioritising the resulting works in a context of managing the risks associated with the failure states identified.

5.8.1 Objectives

The overall objections of the risk management component of asset management planning are to:

Outline the process by which Council will manage risk associated with its assets so that all risks can be identified and evaluated in a consistent manner.

Identify operational and organisation risks at a grand level

Allocate responsibility for managing risks to improve accountability

Prioritise risks to identify the highest risks that should be addressed initially.

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Risk AnalysisDetermine consequence of failure

Assess probability of failure

Risk EvaluationDetermine risk cost of exposure

Identify risk reduction opportunities

Assess Risks

5.8.2 Risk Management Process

Council will base its risk management on the process outlined in AS/NZS43600 Risk Management as follows:

Communicate and Consult

5.8.2 Criteria

The establishment of risk management criteria is an important step in the risk management process. In turn they are used to determine the consequence of the risk using the risk consequence ratings table.

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Risk ContextEstablish risk evaluation criteria

Risk IdentificationFMECA – Failure Mode, Effects & Criticality

Analysis

Risk TreatmentSelect treatment options – ODRM

Implement preferred treatment option

Com

mun

icat

e an

d Co

nsul

tM

onitor and Review

Typical key risk management criteria will include:

Public health and safety

Financial risk

Economic impact on users and community

Environmental and legal compliance

Network, asset and project performance

Once a risk has been identified, an analysis of the risk likelihood and impact is carried out. A typical consequence table is:

Threat Level

High Medium High Critical

Medium Low Medium High

Low Low Low Medium

Low Medium High

Critical and high threats are given highest priority for action, while all risks are managed by either:

Avoiding the risk

Reducing or managing the risk

Controlling or accepting the risk

Transferring or insuring the risk

5.8.3 Evaluation of risks

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Like

lihoo

d

Impact

A “scoring” system has been developed to assist to identify assets that should receive higher priority. For building assets, an example of this is the allowance for disabled customers. Simply, it means that buildings with higher numbers of elderly or disabled users receive higher priority.

A possible scoring table can be seen as follows:

Factors Scoring

Number of elderly customers

9 High 6 Medium 3 Low

Number of disabled customers


Number of pre-school children


Heritage significance 9 High 6 Medium 3 Low

Potential for improved level of service


Suitability of location 9 High 6 Medium 3 Low

Level of patronage 9 High 6 Medium 3 Low

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Section 6

Financial Planning

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Section 6. Financial Planning

6.1 Introduction

This section provides an estimated long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for building assets within Hunters Hill Council.

Forecasts are based on available information for the various assets. The projections are in 2011 dollars.


Expenditure is identified under the following headings:

Maintenance/operational expenditure

Renewal and new asset expenditure

Depreciation (where appropriate)

Maintenance/operational expenditure has been typically provided within Council’s normal operational budget. Funding for renewal/new assets is currently funded from a 10 year special rate program called the Community Buildings and Facilities Program. A list of proposed works within the program for the period 2012 to 2022 is included in this section.

Section 2.1 of the SGL report Volume 1 explores funding opportunities for building works.

Depreciation is applied to buildings and has been included on the projected expenditure.

6.3 Land valuations

The land within road reserves has not been valued or included in this plan.

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6.4 Assumptions

The following assumptions have been made in the preparation of the 20 year expenditure forecasts:

Expenditures are in 2011 dollars

The allocation of funds for the building assets operation and maintenance will continue at current levels.

The levels of service for building assets maintenance identified in this plan are considered to be satisfactory

Maintenance funding is based on historical costs.

At this stage, this plan does not allow for any increase in levels of service

No account has been included for possible increases in demand by population growth.

6.5 Confidence Levels of Data

The following table provides an indication of the level of confidence in the data available. Areas of poor confidence will be targeted or improvement over time.

Table 6.1 Confidence Rating on data.

Asset Attribute

Asset Type

Quantity Condition Age Performance Demand

Forecast

Service

Level

Overall

Building exteriors

1 2 2 3 3 2 2

Building interiors

1 2 2 3 3 2 3

Utilities 2 2 3 3 3 2 2

Grounds 1 2 2 3 3 3 2

Fittings 2 2 2 2 4 2 2

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Table 6.2 Data Confidence Grade Ratings

Confidence Grade

Description

1 Highly Reliable – data based on sound records, procedures, investigations and analyses which is properly documented and represents best practice.

2 Reliable – data based on sound records, etc. which is properly documented but has minor shortcomings and some extrapolations.

3 Reasonable reliable – data based on sound records, etc. But with minor shortcomings and significant extrapolation.

4 Uncertain – data with poor record base and involving significant extra-polation from a limited sample.

6.6 Potential Funding

Council has adopted a new developer contribution plan under section 94A of the Act. It is anticipated that a portion of the contribution will be allocated to building projects.

6.7 Works Program

Works programs for maintenance and renewal works for building assets has been developed and are included in this section of the plan.

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Section 7

Existing Asset Management

Practices

and

Improvement Program

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Section 7 Asset Management Practices and Improvement Program

7.1 Introduction

Council is at an early stage of developing asset management practices. In accordance with the International Infrastructure Management Manual (IIMM), Council’s asset management practices are at a “basic” level. The IIMM recommends that a basic asset management plan includes the information provided in section 2 to 6 of this plan.

The IMM also recommends that this plan should provide Council with an improvement program to evolve this plan to “advanced” status.


Fundamentally, an asset management plan is a tool combining the management practices set out in Figure 2.1 earlier in this document. The management practices are:

Processes and methodologies

Information systems

Knowledge and data

The successful combination of these practices ensures that the level of service required by the community is provided by the most economical cost.

Following is an analysis of the current status of a range of best practices at Council. Also included is a list of possible improvements to assist Council move toward an advanced level of asset management.

It should be noted that most of the best practices are from the International Infrastructure Management Manual.

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Council will, over time, need to determine what level of asset management is practical, affordable and appropriate for its operations. This will be further explored in future asset management plans and in response to this plan.

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Best Practice Current Status at Hunters Hill Council for Building Assets Improvement

Knowledge of assets owned

Community building assets all well documented on spreadsheets and in SGL report

Compile into a single, central database

Ensure new assets are added to data base

Knowledge of physical condition of assets

Community building assets all well documented on spread sheets and in SGL report

Develop a schedule for updating conditions e.g. each 6-12 months for roads, 2 years for traffic facilities.

Knowledge of levels of service required by community

Information available from customer surveys.

Council currently finalising Community Strategic Plan which will provide high level strategic directions.

Compile survey data and correlate with expenditure and known outcomes. Feed this back into budgetary process.

Knowledge of asset performance and reliability.

Limited knowledge of reliability Increase data collection of maintenance renewal works on various assets

Knowledge of asset utilisation and capacity

Well known through SGL report Ensure this is updated regularly

Knowledge of asset value All building assets were valued in 2009 -carry out routine revaluations each 5-10 year

- provide full information to asset register

Ability to predict future demand for service

Council has a Social Plan which sets out demographic changes and trends.

Against, the CSP will provide high level direction for service demands

- incorporate Social Plan into asset management planning.

Ability to predict the failure modes and

Generally for building assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in

- incorporate industry wide knowledge and experience information


estimated time of failure for assets

this area.

Ability to determine the likelihood and consequence (risk) associated with the different failure modes.

Generally for building assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area

Council is development a corporate risk management plan which will include this practice

Provide training for staff to improve knowledge in this area

Ability to analysis alternative treatment options

Usually undertaken in conjunction with external consultants (SGL) Provide training for staff to improve knowledge in this area

Ability to rank the options available

Council staff are able to carry out this function Provide training for staff to improve knowledge in this area

Ability to optimise maintenance and operations activities

Council has an adopted 10 year maintenance program which is progressing satisfactorily

Introduce proactive maintenance inspections and works programs

Computerise works orders/instructions to provide data on what is actually being achieved, thus allowing for improvements in productivity and levels of service

Improve response to customer requests

Ability to prepare an Satisfactory This plan should be reviewed regularly

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asset management plan that demonstrates the above activities

to ensure it is kept up-to-date, is accurate and that suggested improvements are being implemented.

20 year financial plans available

Being developed as part of this asset management plan Finalise 20 year works programs and maintenance expenditure requirements

AMP to be integrated with GIS

Limited Develop methods of using the GIS for logging of data and presentation of information to management, Council and the community

Council adopted asset management policy

Adopted Review adopted policy in 2012 following completion of CSP and AMPs

Customer Service request management

Basic Fully utilise existing system to provide data to management of where and what issues are raised which will assist with asset reliability/life cycle assessments

Availability of historical data

Basic All available data to be collected (including “non written” data from works staff) and fully documented and made available to asset managers

Lifecycle costings Basic Implement systems and processes that allow for the collection, calculation and documentation of costings for a range of activities.

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Expenditure to be identified as operational/Maintenance or renewal/rehabilitation

Unsatisfactory Improve account splitting and naming to allow easier identification of the types of expenditure.

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Section 8

Appendix

Section 8

8.1 Glossary

8.2 Asset Management Policy

8.3 SGL Group Community Facilities Strategic Plan 2009-2029 Volume 1

8.4 SGL Group Community Facilities Strategic Plan 2009-2029 Volume 2

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8.1 Glossary

ACTIVITYAn activity is the work undertaken on an asset or group of assets to achieve a desired outcome.

ADVANCED ASSET MANAGEMENT (AAM)

Asset management which employs predictive modelling, risk management and optimised decision-making techniques to establish asset lifecycle treatment options and related long term cashflow predictions (See Basic Asset Management).

ASSETA physical component of a facility which has value, enables services to be provided and has an economic life of greater than 12 months. Dynamic assets have some moving parts, while passive assets have none.

ASSET HIERARCHYA framework for segmenting an asset base into appropriate classifications. The asset hierarchy can be based on asset function, 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 MANAGEMENT INFORMATION SYSTEMAn asset management (AM) system is a combination of processes, data, and software applied to provide the essential outputs for effective AM such as reduced risk and optimum infrastructure investment.

ASSET MANAGEMENT PLANA plan developed for the management of one or more infrastructure assets that combines multi-disciplinary management techniques (including technical and financial) over the lifecycle of the asset in the most cost-effective manner to provide a specified level of service. A significant component of the plan is a long-term cash flow projection for the activities.

ASSET MANAGEMENT STRATEGYA strategy for asset management covering the development and implementation of plans and programmes for asset creation, operation, maintenance, rehabilitation/replacement, disposal and performance monitoring to ensure that the desired levels of service and other operational objectives are achieved at optimum cost.

ASSET MANAGEMENT TEAMThe team appointed by an organisation to review and monitor the corporate asset management improvement programme and ensure the development of integrated asset management systems and plans consistent with organisational goals and objectives.

ASSET REGISTERA record of asset information considered worthy of separate identification including inventory, historical, financial, condition, construction, technical and financial information about each.

BASIC ASSET MANAGEMENTAsset management which relies primarily on the use of an asset register, maintenance management systems, job/resource management, inventory control, condition 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 risk analysis and optimised decision-making).

COMPONENTSSpecific parts of an asset having independent physical or functional identity and having specific attributes such as different life expectancy, maintenance regimes, risk or criticality.

CONDITION-BASED PREVENTIVE MAINTENANCEPreventive maintenance initiated as a result of knowledge of an items condition from routine or continuous monitoring.

CONDITION MONITORINGContinuous or periodic inspection, assessment, measurement and interpretation of the resultant data, to indicate the condition of a specific component so as to determine the need for some preventive or remedial action.

CRITICAL ASSETSAssets 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.

DEFERRED MAINTENANCEThe shortfall in rehabilitation work required to maintain the service potential of an asset.

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DEPRECIATIONThe wearing out, consumption or other loss of value of an asset whether arising from use, passing of time or obsolescence through technological and market changes. It is accounted for by the allocation of the cost (or revalued amount) of the asset less its residual value over its useful life.

ECONOMIC LIFEThe period from the acquisition of the asset to the time when the asset, while physically able to provide a service, ceases to be the lowest cost alternative to satisfy a particular level of service. The economic life is at the maximum when equal to the physical life, however obsolescence will often ensure that the economic life is less than the physical life.

FACILITIES AUDITThe physical audit of a facility, usually required for valuation, lifecycle cost analysis, short-term maintenance planning and long-term planning purposes.

GAP ANALYSISA method of assessing the gap between a business’s current asset management practices and the future desirable asset management practices. Also called needs analysis or improvement planning.

GEOGRAPHIC INFORMAITON SYSTEM (GIS)

Software which provides a means of spatially viewing, searching, manipulating, and analysing an electronic database.

INFRASTRUCTURE ASSETSStationary systems forming a network and serving whole communities, where the system as a whole is intended to be maintained indefinitely at a particular level of service potential by the continuing replacement and refurbishment of its components. The network may include normally recognised ordinary assets as components.

LEVEL OF SERVICEThe defined service quality for a particular activity (i.e. roading) or service area (i.e. street lighting) against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost.

LIFECYCLEThe cycle of activities that an asset (or facility) goes through while it retains an identity as a particular asset i.e. from planning and design to decommissioning or disposal.

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MAINTENANCEAll actions necessary for retaining an asset as near as practicable to its original condition, but excluding rehabilitation or renewal.

Fixed interval maintenance is used to express the maximum interval between maintenance tasks.

On-condition maintenance is where the maintenance action depends upon the item reaching some predetermined condition.

MAINTENANCE PLANCollated information, policies and procedures for the optimum maintenance of an asset, or group of assets.

MAINTENANCE STANDARDSThe standards set for the maintenance service, usually contained in preventive maintenance schedules, operation and maintenance manuals, codes of practice, estimating criteria, statutory regulations and mandatory requirements, in accordance with maintenance quality objectives.

PERFORMANCE INDICATOR (PI)

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 satisfactory.

PERFORMANCE MONITORINGContinuous or periodic quantitative and qualitative assets of the actual performance compared with specific objectives, targets or standards.

PLANNED MAINTENANCEPlanned maintenance activities fall into three categories:

1. Periodic – necessary to ensure the reliability or to sustain the design life of an asset.

2. Predictive – condition monitoring activities used to predict failure.

3. Preventive – maintenance that can be initiated without routine or continuous checking (e.g. using information contained in maintenance manuals or manufacturers’ recommendations) and is not condition-based.

REHABILITATIONWorks to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life, which may incorporate some modification. Generally involves

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repairing the asset to deliver its original level of service (i.e. heavy patching of roads, sliplining of sewer mains, etc) without resorting to significant upgrading or renewal, using available techniques and standards.

RISK MANAGEMENTThe 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.

ROUTINE MAINTENANCEDay-to-day operational activities to keep the asset operating (replacement of light bulbs, cleaning of drains, repairing leaks, etc.) and which form part of the annual operating budget, including preventive maintenance.

STRATEGIC PLANA plan containing the long-term goals and strategies of an organisation. Strategic plans have a strong external focus, cover major portions of the organisation and identify major targets, actions and resource allocations relating to the long-term survival, value and growth of the organisation.

UNPLANNED MAINTENANCECorrective 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.

VALUATIONAssessed asset value which may depend on the purpose for which the valuation is required, i.e. replacement value for determining maintenance levels, market value for lifecycle costing and optimised deprival value for tariff setting.

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8.2 Hunters Hill Council Asset Management Policy

POLICY NO.TO BE ALLOCATED

POLICY TITLE SUSTAINABLE ASSET MANAGEMENT POLICY

STATUS INTERNAL

BUSINESS PROGRAMRoad & DrainageTraffic & Parking

Recreation & Parks

Community Buildings

FILE 200/12

PURPOSE

This policy has been developed to identify the importance of sustainable asset management to Hunters Hill Council and as a guide to recognise Council’s responsibilities and commitment to the efficient and effective management of the assets under its control.

This policy also outlines the framework for developing and implementing sustainable asset management strategy and plans in a coordinated and structured way.

The policy is in place to set guidelines for implementing consistent asset management processes throughout Council.

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APPLICABILITY This policy applies to any person or body managing or working on Councils assets.

SCOPEThis policy applies to all Council activities

BACKGROUND Asset management is important because:

Infrastructure networks provide the platform for economic and social development

Good quality infrastructure is the cornerstone of public health and safety

Risk management practices safeguard long-term asset investment and benefits to stakeholders

Infrastructure and property assets increasingly meet recreational and other needs of the community

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Benchmarking condition and performance promotes innovation and efficiencies

The goal of asset management is to meet a required asset level of service in the most cost-effective way through the planning, creation, acquisition, maintenance, operation, rehabilitation and disposal of assets to provide for present and future customers.

A formal approach to the management of assets is essential in order to provide services in the most cost-effective manner and to demonstrate this to management, the community, and other stakeholders.

The Taking a lifecycle approach

Developing cost-effective management strategies for the long-term


Managing risks associated with asset deterioration and failure

Sustainable use of physical and natural resources


The principles to guide asset management planning and decision-making focus on:

Ensuring service delivery needs form the basis of asset management

Integrating asset management with corporate, financial, business and budgetary planning

Informed decision making, incorporating a lifecycle approach to asset management

Establishing accountability and responsibility for asset condition, use and performance, and

Sustainability, providing for present needs while sustaining resources for future generations

Hunters Hill Council owns and/or operates a significant portfolio of assets. These assets include roads and transport assets, stormwater drainage assets, parks and recreation assets, foreshore assets, property and building assets, plant and equipment assets and Information Technology assets.

Council has three primary functions in managing assets:

Act as custodian for assets under its control

Play a leading role in asset management and strategic asset planning

Ensuring sustainability and inter-generational equity ie ensuring future generations can enjoy assets and facilities and related services at least as they are now

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As custodian of the assets, Council is responsible for establishing and implementing optimal asset management strategies and practices that enable the assets to be sustained and related levels of service acceptable to the community to be provided at the lowest possible overall cost whilst controlling exposure to risk and loss.

The application of sound asset management underpins the key organisational values of the Hunters Hill Council Strategy:

Provide a range of services and programes which meet the needs of the community as effectively and economically as posible.

Promote the principles of ecological sustainable development (ESD)

Understanding the community needs

Work with other organisations as partners

Manage resources and logistics efficently and effectively.

Use information to learn and improve our services

Make fair and responsible decisions

Leadership and planning.

DEFINITIONS Asset – a common unit or network system, that is able to be valued, has a life and is a suitable unit for management

Asset Group – logical groupings of assets that are most cost effectively managed as a single population

Asset Management System – a combination of processes, data and software applied to provide the essential outputs for effective Asset Management

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

Lifecycle – the cycle of activities that an asset (or facility) goes through while it retains an identity as a particular asset ie from planning and design through to decommissioning or disposal

Sustainability (from an Asset Management perspective) – managing assets so that benefits of the services supported are available for future generations. Inter-generational equity should be assured by requiring existing users to pay for their asset consumption, rather than leaving their costs to be borne by future generations. Methods to promote sustainability include:

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Planning, maintenance and renewal to reflect current asset consumption

Evaluating all potential methods to meet service delivery demands, including non-asset solutions, and

Demand management strategies

POLICY GUIDELINES (This is the complete policy statement)

Council will apply the principles of sustainable asset management to ensure the community’s physical assets serve the current community and the needs of future generations.

This will be achieved through

Developing and implementing a corporate approach to sustainable asset management within Hunters Hill Council, and

Managing and maintaining the community’s assets in accordance with “best appropriate” sustainable asset management principles and practices

Sustainable asset management is a responsibilty of all elected representatives and employees within Council.

Elected representatives are responsible for adopting the policy and ensuring that sufficient resources are applied to manage Council’s assets.

Specific responsibility for developing and implementing sustainable asset management within the organisation will rest with the General Manager and Group Manager of Works & Services.

Specific asset management teams and officers within the Public Works & Infrastructre Department will have asset management development, planning and implementation responsibilities.

The Group Manager of Works & Services will oversee and monitor asset management development and implementation with a specific role of monitoring implementation in accordance with the Asset Management Strategy and Improvement Plan.

Council will continuously seek opportunities to improve adherence to this Policy, by establishing specific asset monitoring, auditing and review mechanisms.

This Policy applies to all Council activities.

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POLICY AUTHORITY General Manager

GETTING HELPAssets Engineer Ext 4XX

TO BE REVIEWED

As a minimum there will be annual internal reviews of asset management policy, strategy, systems, practices and Plans.

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Hunter’s Hill Council

Asset Management Planfor

Roads & Road Related Assets

Roads and Road Related Assets

Asset Management Plan

May 2018

Table of Contents


Section 2 Introduction

2.1 Background





2.6 Roads management within Council





3.1 Introduction



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3.5 Current expenditure







Section 5 Asset lifecycle management

5.1 Introduction

5.2 Operations

5.3 Maintenance


5.5 Capital works

5.6 Road asset usage hierarchy


5.8 Physical components – roads

5.9 Other road related assets


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6.1 Introduction


6.3 Land valuations

6.4 Assumptions


6.6 Potential funding

6.7 Works Program


7.1 Introduction


Section 8 Appendix

8.1 Glossary


8.3 Road pavement works program 2018-2028, “Ideal” - unlimited funding

8.3.a Alphabetical listing of works

8.3.b By program year

8.3.c Road pavement works 2018-28 $500,000 per year (SRV)

8.3.d Road pavement works 2018-28 $210,000 per year (RMS)

8.3.e Footpath, kerb ramping, kerb & gutter rehabilitation works for 2018-28 $30,000 (SRV)

8.4 Kerb & Gutter replacement program

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8.5 Footpath repair program

8.6 Road inventory including;

Structural information

Condition

Replacement cost

Fair value

8.7 Traffic facilities and signage inventory

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Executive Summary

1.1 Aim


Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This road and road related asset plan answers a series of questions;












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Road and Transport assets covered by this Plan include;

69km of urban roads including

- 67 km of local roads

- 2km of regional roads

109km kerb & gutter

87km footpaths and cycle-ways

1 bridge

3 retaining walls

40 traffic islands

10 roundabouts

1072m guardrail

The land value component of the Roads and Transport assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register.

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The estimated replacement value of these assets is:

Asset GroupReplacement Value

2011Replacement Value

2016

Roadway 37,500,000

Kerb & Gutter 6,970,000

Footpath 6,040,000

Traffic Facilities 920,000

Traffic Signs & Lines 345,000

TOTAL 45,741040


Road asset management is carried out within the Work & Services Division of Council.



At this stage, levels of service are being developed to support Council’s strategic goals. These goals have been articulated in the Community Strategic Plan.

Levels of service are intended to:

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Levels of services are based on:




1.6 Future Demand

This asset management plan takes into account the likely future demands on the assets. The main increase in demand will be through increased population/density which will:

increase traffic counts

change demographic

increase demand for traffic management and parking




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Operations: such as street-sweeping, which have no effect asset condition, but are necessary to keep the asset appropriately utilised.

Maintenance: such as resurfacing a road, which maintain the asset’s ability to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as road pavement stabilisation, which is significant work that restores the asset to its original condition.

Capital Works: such as a new or widened road which creates a new or expanded asset.


Various strategies can them developed to improve the condition of the asset according to its assessed priority and available finances.

The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. E.g. priority may be given to footpath works and near schools and retirement villages.

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Road and Road Related Conditions

Condition: Excellent

Roundabout on Pittwater Road Auburn Street Luke Street

Condition: Good

Princes Street Roundabout

Condition: Satisfactory

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Alexandra Street D’Aram St Woolwich Rd

Condition: Worn

Pittwater Road Ferdinand St Alexandra St

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Condition: Poor

Venus Street Princes St

Toocooya Road


This asset management plan provides information that can be incorporated into Councils long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for roads and road related assets.

The plan is based on the “ideal” expenditure required to keep assets in their current condition or allow for improvement in the overall condition of a group of assets.

It is reasonable to assume that as the percentage of the “ideal” decreases to actual expenditure then the condition of the asset may deteriorate over time. This is the critical decision for Council = at what point is the actual expenditure required that leads to an acceptable level of service/standard of each asset.



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information system

knowledge and data


Over time Council will need to determine what level of asset management is practical, affordable and appropriate for its operations.

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Section 2

Introduction

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Section 2

3. Introduction

3.1. Background

The integrated planning and reporting reforms, adopted by the State Government in 2009, require all Councils in NSW to adopt a strong sustainability focus with at least a 10 year strategic business planning framework relative to their Local Government area and activities of their Council.

To this end, Council has worked closely with the community to develop the proposed Community Strategic Plan. This plan sets high level community aspirations which Council now plans to meet. One of the supporting set of plans to the CSP is the asset management plans. Plans for each of Council’s principal categories of assets have been developed. This particular plan is for road assets including road pavements, kerb and gutter, footpaths, signs, line marking. Other groups covered by separate plans include buildings, parks and stormwater drainage.

In the context of the integrated planning and reporting framework the purpose of asset management planning is to enable Council to demonstrate to the community how its asset portfolio will support service delivery priorities and needs to its community into the future.

These plans are an important component of Councils Resourcing Strategy, which supports the Community Strategic Plan.

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The character of Hunters Hill was formed during the period 1860 through to the 1920’s. Many of the buildings date back to that period and often times they have been built from local sandstone – these buildings, typical of development at that time, not only remain but also refuse to be submerged by modern development. Infrastructure, such as roads, dates from the same period.

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Today, Hunters Hill has a population of 14,100 and has an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential since Hunters Hill has always been a garden suburb – it is close to the city yet in many ways secluded from the march of metropolitan progress. Property values range from among the highest in Sydney to average, and there is a wide socio-economic mixture within the population. It faces issues of increasing population similarly to other communities.



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These statements are incorporated and integrated into the Long Term Financial Plan and Capital Works Program.





8. Value for money

Within this context, the resources allocated need to be carefully managed in order to achieve the service outcome sought by Council on behalf of the community.


On this basis this liability, which compares to an annual capital works budget of less than $5.0 million, could at some point in time outstrip the Council’s capacity to provide infrastructure to ensure new services.

The Council’s portfolio of assets is both an investment in the future of the community and a potential source of liabilities if not well managed. It is imperative for Local Government at all levels to pay critical attention to aligning infrastructure resources with community needs to provide sustainable levels of service.

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It is a continuing and growing concern for all Councils that the growth in urban consolidation, allied with an ever-aging drainage and road infrastructure places an inordinate amount of pressure on these assets. Councils will continue to struggle to fund major maintenance programs while ever the current legislation regime for rating exists and the financial statements are required to record the depreciation levels of roads and drains at rates that are not sustainable.



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


Demonstrate responsible and sustainable stewardship of the community’s Roads and Transport assets;

Define and articulate how Council’s Roads and Transport assets are and will be managed to achieve the Council’s strategic objectives;









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The Plan supports Council’s aim to put in place “best practice” asset management strategies and practices. In seeking to implement “best practice” asset management strategies and practices Council will continually be developing and improving its knowledge, systems and processes and strategies to ensure it is providing the level of asset management necessary to competently, responsibly and sustainably manage the community’s assets now and into the future.

This Plan is based generally on the guidelines outlined in the International Infrastructure Management Manual 2006.

The Plan incorporates the following sections:-

Section 1 Executive Summary Summary of asset details, financial forecasts, lifecycle management practices and asset management improvement.




Section 5 Asset Lifecycle Management Plan Outlines asset details, operations and maintenance and capital planning information and processes, and future directions for the physical management of the assets.

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Identifies organisational asset management practices and issues.

Section 8 Appendices Identifies enhancements and improvements planned to improve the asset management practices and planning process.

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The Asset Management Plan is a tool combining management, financial, engineering and technical practices to ensure that assets are managed and the level of service required by customers is provided at the most economical cost to the community.

The Plan is also intended to protect the environmental and cultural values of the assets providing the service.


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PlanPlan


People Issues



and Data



Planning Practices



An organisation with solid asset management practices in place will:



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o new works

o renewal works

o maintenance

o operations

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Roads and Transport assets covered by this Plan include:

69km of urban roads including

o 67km of local roads

o 2 km regional roads

109 km kerb & gutter

87km footpaths and cycle-ways

1 bridge

3 retaining walls

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40 traffic islands

10 roundabouts

1072 m guardrail


This Asset Management Plan categorises the Roads and Transport assets under the following asset groups:-

Roadway

Kerb & Gutter

Footpath

Retaining Walls

Traffic Facilities

Traffic Signs & Lines

Bridges / Major Culverts

Car Parks

The estimated replacement value of these assets is summarised below in Table 2.2.

Table 2.2 Assets Groups Covered By This Plan and Their Estimated Replacement Value

ASSET GROUP REPLACEMENT VALUE ($) Roadway 37,500,000 Kerb & Gutter 6,970,000 Footpath 6,040.00 Traffic Facilities 920,000 Traffic Signs & Lines 345,000

TOTAL 1265000

2.6 Roads and Road Related Asset Management within Council

Currently roads management is within the Works & Services Division.

The following staff are involved with road and road related asset management for Council:

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Manager Works & Services:

o Overall management of the assets and operations and works on the assets

o Oversees and coordinates operational works on road assets

o Provides project management of capital works

o Provides technical advice to the works staff who carry out operational activities

o Monitors the condition of road assets

o Monitors the quality of works carried out on road assets

o Supervises contract works on road assets

Works Teams:

o Carry out operational works programs

o Carry out various project on road assets

Design Engineer:

o Provides technical advice for works on road assets

Asset Engineer:

o Provides technical advice for works on road assets

o Maintains Council’s asset systems for road assets


This Plan is intended to demonstrate to stakeholders that the organisation is managing Roads and Transport assets appropriately and responsibly. Key stakeholders include:

Council Officers Council officers play a role in managing road transport assets to ensure that they provide a level of service that meets the needs of both residents and visitors to the area. Council officers implement the components identified in the road transport asset management plan.

Council Representatives This stakeholder group includes Councillors and the Mayor for the Council. They are primarily responsible to ensure

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that their decisions represent and reflect the needs of the wider community.

Residents Residents are the core users of road transport assets. Their needs, wants and expectations are conveyed to Council, which should be reflected in the desired levels of service.

Visitors Visitors are the second largest users of road transport assets, due to their likely frequency of use. Visitor’s wants, needs and expectations drive the development in areas of the highest usage and also commercial areas.

Insurers Insurers have an interest to drive the implementation of systems, which would allow Council a better position in the knowledge of the condition of our assets. This should be reflected in the number of claims made against this asset group.

2.8 Links to Council Plans and Strategies

Asset Management Plans are a key component of the Council planning process, linking with the following plans and documents:

Hunters Hill Council Community Strategic Plan 2018-28

Delivery Program

Annual Operating Plan

Resourcing Strategy

This Roads and Road Related Asset Management Plan is prepared under the direction of Council’s vision, guiding principles and strategic objectives for the Municipality as outlined in the Council’s 10 Year Community Strategic Plan.

MAKING GETTING AROUND EASIER

Making Getting Around EasierVarious modes of transport that are accessible and connected play a major role in keeping our area linked to work, leisure, education and a healthy lifestyle. A community that can move around easily is essential to the overall prosperity and sustainability of the local government area.

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Efficient and reliable major public transport options that are safe and integrated will see a future that is less dependent on cars and a reduction in congestion and carbon footprint. We recognise the importance of targeted programs to encourage the community to make public transport options a way of daily life.

Alternate methods of transport, such as walking and cycling require paths that are well designed and maintained. Safe and convenient footpaths and cycle ways will promote walking and cycling as a viable option that will reduce reliance on private motor vehicles.

While private transport is a popular preference, focus will be given to the development and implementation of local area traffic management plans and parking schemes, which will effectively manage traffic flow and safety.

In order to improve all modes of transport choices, our planning controls will require a co-ordinated approach to support movement in, around and beyond our Municipality.

This Roads and Transport Asset Management Plan also has links with other Council plans and documents including:







Section 94 Contributions Plans



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Work Health & Safety Policy


Basic asset management involves a ‘top down’ approach where analysis is applied at the “system” or “network” level. The focus is on current levels of service and current practices. Development of this Plan has included asset and condition data collection to enable basic assessment of asset life cycle management requirements.

This approach also includes long term cash flow predictions for asset maintenance, rehabilitation and replacement based on local knowledge of assets and options for meeting current Levels of Service.

Future revisions of this Asset Management Plan will move towards a more “Advanced” level of asset management using a “bottom up” approach for gathering information for individual assets to support the optimisation of activities and programs to meet revised and agreed service levels.

The focus of future Plans developed in this manner will include risk and performance optimisation, risk based strategies, use of predictive methods and optimised decision making techniques.

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Section 3

Levels of Service

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3 LEVELS OF SERVICE

3.7 Introduction


This Roads Asset Management Plan is based on current Levels of Service.

Future refinement of the Plan will include further development and refinement of Levels of Service to address and where possible match the requirements and expectations of customers. This will require a clear understanding of customer needs, expectations, preferences and their willingness to pay for any increase in the levels of service.





provide a measure of the effectiveness of the AM Plan,






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It would appear that Council has not undertaken a specific formal survey of customer expectation as they relate to road transport assets. However to gauge the community’s concerns and priority for services provided by Council a survey of residents was carried out in 2004. Whilst the survey was a general survey across all Councils area the aim was to determine resident’s satisfaction with Hunters Hill Council.

The survey measured the resident response to the satisfaction of services provided by the Council. The survey compared 15 different services provided by the Council. The maintenance of roads received a 56% satisfaction whilst footpaths, kerbs and guttering received a 58% satisfaction

Analysis of the survey indicates that between the period of 2001 – 2004 satisfaction with road maintenance has remained static whilst the satisfaction with footpaths, kerbs and guttering have slightly increased as can be shown on the graph below.

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Satisfaction with Public Works & Infrastructure Services 2001-2009

0

20

40

60

80

100

120

2001 2002 2003 2004 2009

Year

Perc

enta

ge S

atis

fied

Garbage

Footpaths, Kerbs and Guttering

Road Maintenance


The Organisation’s vision is:

To protect and enhance the integrity, character and visual amenity of the Hunters Hill local government area through leadership, community involvement and the pursuit of excellence

Our Mission• We will provide a range of services and program that meet the needs of the

community as effectively and economically as possible.• We will manage the resources of the organisation efficiently and with proper care to

achieve the objectives of the Council, in a fair and equitable manner.• We are committed to providing quality customer service, accurate and consistent

advice and timely responsiveness to all requests.• We will develop and empower staff to achieve excellence and professional satisfaction

in the delivery of services.

To assist in meeting the objectives set out in the management plan it is considered appropriate that the current standard of Councils road transport assets should not deteriorate further. In the process of managing our assets each asset is given a condition rating of 1 – 5.

Table 2 below details the condition ranking and the General condition

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Life



95%



75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service.


50%



30%

5 Poor Failed or failure is imminent. Immediate need to replace most or all of the asset. Health and safety hazards exist which present a possible risk to public safety or the asset cannot be operated without risk to personnel.


<10%


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ROADS AND ROAD RELATED LEVELS OF SERVICE


Asset Type Level of Service

Performance Measure Process

Performance Target

Current Performance

LEVELS OF SERVICE

Quality Road Pavements

Provide a smooth ride free from potholes



% of Network inspected for potholes and major defects.

twice per Year

Footpaths No trip hazards % of Network inspected for potholes and major defects.

Once per year

Quantity Roadside General

Seats at all bus stops

No of Seats / No of bus stops

25%

Bins at all shopping strips

% of Bins to urban design standard

25%

Function Traffic Facilities

To reduce vehicle speed at critical locations

Vehicle Speed at critical locations

85% speed to be less than 50km / hr

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Performance Target

Current Performance

LEVELS OF SERVICE

Health and Safety Road Pavements

Provide safe suitable roads, free from hazards

No of Accidents within The LGA

Reduction of 5% on 3 yr rolling average.

Cost/

Affordability



100%

Maintenance & re-sheeting works carried out at competitive rates

Competitive maintenance rates

Tender on annual basis

Responsiveness Meet service level times


85%

Appearance Roadside General

Road transport assets maintained in a clean and tidy manner

Street sweeping schedule adhered to

100%

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Performance Target

Current Performance

LEVELS OF SERVICE

Landscaping within road reserve Marinated to an acceptable standard


100%


Council has yet to define or quantify desired Levels of Service for its Roads and Road Related Asset Management and services. Work will be undertaken to define Levels of Service in the near future and these will be documented in future revisions of this Asset Management Plan. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.

3.11 Current Expenditures

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Following are expenditure charts for the period 1997/98 to 2009/10 for roads and traffic facilities. While not providing a direct measure of levels of service, they are an indicator of trends in Council priorities in terms of allocation of funds.

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Charts of Expenditure

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Section 4

Future Demand

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Population growth

Commercial growth


Demographic changes








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2006 14,140

2011 14,840

2016 15,330

2021 15,950

2026 16,630

2031 17,340




128













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In particular, the increased population (and increased density of population) will have the following implications for road and parks assets and service provision:

Increased vehicle counts leading to increased wear and tear on the road network.

Increased older and younger population leading to an increase in the demand for a safe and extensive footpath network.

Increased numbers of residents likely to be requiring recreational facilities such as bike routes.

Increased traffic through and throughout the municipality leading to increased demand for traffic management facilities.

Increased usage of parks will lead to increased demand for operational activities such as cleaning, rubbish removal, landscape restorations.

The desire of the community to maintain the ‘green’ nature of the suburb by retain street trees will lead to a continual need to repair street structures damaged by tree root activities.

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Section 5


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Section 5 Asset Lifecycle Management5.1 Introduction


This section describes the life cycle management of road assets. It equally applies to other physical assets and will be set out in the corresponding plans for those assets.

The asset management plan is intended to enable road assets to be managed in a sustainable manner to achieve the service levels agreed by Council and the Hunters Hill community, while optimising lifecycle costs.

Lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. To achieve this, it is necessary to understand how the assets deteriorate. A type road asset deterioration curve is shown in Figure

Figure: Typical Road Asset Deterioration Curve

The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enables the useful life to be extended over a considerable longer period than its deterioration curve would indicate. The application of these principles is illustrated in Figure

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Figure: Maintenance Strategies


5.2 Operations


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Typical operational activities include:

Street sweeping and litter removal


5.3 Maintenance

Maintenance is the day-to-day work required to keep assets operating at agreed service levels, and falls into two broad categories:





Resurfacing of Asphaltic Concrete sealed roads at 12 to 20 years intervals.

Resurfacing of Bituminous sealed roads at 7 to 15 years intervals

Major pavement patching annually, and prior to resurfacing

Edge of seal repairs at 3 to 5 years intervals

Road shoulder repairs at 5 to 7 years intervals


Pothole repairs as required

Minor pavement patching as required

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Edge of seal repairs as required

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Renewal work is the substantial replacement of the asset, or a significant asset component, to its original size and capacity. This work generally aims to return the asset to a condition state similar to the original asset Renewal for road assets is more commonly called rehabilitation.




Intensity of usage


Political pressure

Public relations

Renewal works for road assets include:

Pavement base course stabilisation with cement or lime

Pavement base course replacement with deep-life asphaltic concrete.

5.5 Capital Works


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New assets


New roads constructed by developers and handed over to Council.

New roads and footpaths constructed by Council.

New street furniture such as bus shelters and litterbins.


Upgrades


Kerb and gutter, and sealed shoulder construction for roads that previously do not have sealed shoulders nor any kerb and gutter.

Footpath widening work in the same material or footpath reconstruction with a higher quality material such as the replacement of a concrete footpath with pavers.

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5.6 Road Asset Usage HierarchyDifferent roads within the Municipality serve different functions. To assist with planning, 4 categories of roads are nominated: state, regional, collector and local access. Table 1 below sets out the different functions.

State Roads Direct traffic between major centres,

Managed by the RTA

Eg. Victoria Road, Burns Bay Road

Regional Roads Connect State Roads

Channel traffic into and out of the Municipality

Managed by Council

Part funded by the RTA

Eg. Pittwater Road, Ryde Road

Collector Roads Connect local access roads to Regional Roads

Managed and funded by Council

Eg. Woolwich Road, Gladesville Road

Local Access Roads

Connect dwellings to Collector Roads

Managed and funded by Council

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Collector Road: Gladesville Road towards Ryde Road

Adopted service levels and maintenance regimes vary within the different classifications.

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Code ConditionDescriptor Guide Residual Life

as a %of Total Life



95%



75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service


50%



30%

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Code ConditionDescriptor Guide Residual Life

as a %of Total Life



<10%

It will be noted that the ratings provide information on the residual life of an asset. This is an estimate of the expected life of an asset until it requires either rehabilitation or replacement. This figure is used to estimate future works programs and hence future funding requirements. Residual life of an asset also allows a calculation of the value of the asset as it currently exists. In turn, this is used to calculate depreciation values.


Council is responsible for the management of public assets worth between $75,000,000 and $100,000,000. Road related infrastructure assets represent more than 50% of Council’s total asset base emphasising the critical requirement for strategic management of these assets.

Road Pavement

The road pavement (or substructure) is the formation of compacted materials that provides structural strength for the road and provides support to the road surfacing materials. The road pavement distributes traffic loads onto the natural ground beneath (known as the subgrade). Failure of the road pavement creates an uneven driving surface making steering difficult, causing discomfort for vehicular passengers and creating hazards for motorcyclists and bike riders. Rehabilitation or repair of the road pavement is three to four times more expensive per square metre than road resurfacing. The key to maintaining structural integrity of a road pavement is to protect the pavement from changes in moisture content. Pavements are made from either rock materials or reinforced concrete. The road surface, kerb and gutter are associated drainage all assist with the protection of the road pavement.

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Road Surface

Road surface is the upper most (wearing course) layer of the constructed road and may comprise layers of asphalt, sprayed bituminous seal, brick paving or concrete resting above the compacted road pavement. The road surface provides a wearing course for traffic and forms a durable waterproof covering protecting the pavement from water infiltration. The condition of the road surface is a key determinant of road safety and driveability. A poor surface can reduce traction for braking and turning vehicles and create hazards for road users, particularly motorcyclists and cyclists. A surface in poor condition will allow moisture into the pavement and cause accelerated pavement deterioration.

5.9 Other Road Related Assets

5.9.1 Footpaths and Cycleways

The objective of footpath and cycleway assets is to provide a safe, comfortable and efficient network of facility to enable the movement of people and cyclists throughout the municipality.

The age of the network is up to 80 years. The footpaths are constructed of concrete, asphalt or segmental pavers.

Footpaths are identified by the road or street name and thence segments within those streets.

Council has identified that the majority of footpath failures, or reconstruction/maintenance works, are the result of street trees adjacent to the paths. This will be an ongoing problem as Council and the community value the street trees very highly. Council can therefore anticipate continued, and most likely increased, expenditure on footpaths.

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The maintenance of footpaths continues to rate highly in the priority of the community in surveys conducted by Council.

5.9.2 Kerb and gutter

The objective of kerb and gutter is, principally, to provide a stormwater carrying capacity for runoff from road pavements, footpaths and adjacent properties to a stormwater discharge point. It also forms part of the structural integrity of the road pavement, makes parking more amenable and can improve the visual amenity of a street.

The majority of Council’s kerb and gutter is constructed of concrete, generally aged up to 70 to 80 years. Council also has significant lengths of sandstone kerbing with age up to 100 years. This kerbing is protected under the Heritage Act and is an integral part of the municipality’s history and culture. It is retained at every opportunity.

Kerb and gutter is identified by the road or street name and thence segments within those roads.

Council has a total of 93,850 m of kerb and gutter, with a replacement value of $8,217,000 and a fair value of $6,966,500. These figures were calculated in Council’s 2010 valuations carried out by Australia’s Road Research Board (ARRB). The condition of the network is set out in appendix..

Similarly to the footpath network, kerb and gutter is vulnerable to tree damage. Council has also found that some sections of kerb and gutter deteriorate due to age (chemical breakdown) and physical effects such as vehicles and stormwater.

Generally, substantial kerb and gutter replacement is carried out in conjunction with resurfacing works in the street. Replacement of shorter lengths, usually resulting from tree damage, are carried out under maintenance programs.

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Kerb and gutter construction (L: concrete. R; sandstone)

5.9.3 Street signs and traffic facilities

The objective of traffic devices is to manage traffic and provide a safe road environment for both pedestrians and motorists. Traffic signs are provided to aid the safety and efficient movement of traffic within and through the municipality’s road network. Line markings are to delineate the road pavement service lanes to guide traffic movements and indicate road use restrictions.

Generally most traffic facilities such as roundabouts and medians have been built in the last 20 years. Signs are generally less than 20 years old with most in the 5-10 year bracket. Linemarking is generally less than 5 years old as it is regularly renewed due to its short lifespan.

The RTA provides funding for the maintenance of traffic signs and linemarking through the traffic facilities component of the Block Grant.

Council has a total of …. Street signs with a replacement value of $345,000. Traffic facilities, or structures have a replacement value of $919,500. Again, these figures were calculated in Council’s 2010 valuation by ARRB.

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5.9.4 Details

Appendices provide more details of Council’s road related assets.

Kerb and Gutter

Kerb and gutter delineates the edge of the roadway and principally acts to divert stormwater from the road surface into the adjacent drainage system. Kerb and gutter also provides a rigid edge to support flexible pavements. Most kerb and gutter in Hunters Hill is constructed from concrete.

Road Shoulders

Road shoulders and table drains are constructed in locations where kerb and channel is not provided. Road shoulders provide a stopping area for vehicles and a buffer between the road and table drains. As with road pavements, shoulders consist of a formation of compacted materials that form the base for surfacing materials. Surfaces of shoulders are normally graded crushed rock or a spray seal (sprayed bitumen with a single sized aggregate). Road shoulders can also act as a buffer between the trafficable pavement area and the higher moisture levels found in adjacent table drains, which divert stormwater from the road surface and surrounding areas into the drainage system.

Earthworks

Earthworks include the necessary excavation and formation work to prepare the base for the road pavement. Earthworks are considered to have an unlimited useful life once the road has been formed, however, where road pavement failure has occurred, some stabilisation of the ground maybe required as part of rehabilitation works to increase the base support for the road.

5.10 Risk Management Plan

It is important that the consequences of asset deterioration and failure are understood. Loss of revenue, increased insurance and operational costs, inconvenience to the

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community and loss of service are just some of these consequences. While it is not possible for Council to address all defects and eliminate all risk, it must minimise the consequences by identification of the risks. This is best done through inspection, condition assessment and then prioritising the resulting works in a context of managing the risks associated with the failure states identified.

5.10.1 Objectives

The overall objections of the risk management component of asset management planning are to:

Outline the process by which Council will manage risk associated with its assets so that all risks can be identified and evaluated in a consistent manner.

Identify operational and organisation risks at a grand level

Allocate responsibility for managing risks to improve accountability

Prioritise risks to identify the highest risks that should be addressed initially.

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148





Assess Risks


149



Analysis



Com

mun

icat

e an

d Co

nsul

tM

onitor and Review

Criteria




Financial risk





Threat Level



Low Low Low Medium

Low Medium High


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Like

lihoo

d

Impact

Avoiding the risk





A “scoring” system has been developed to assist to identify assets that should receive higher priority. For road assets, an example of this is the allowance for traffic volumes (or annual average daily traffic, AADT). Simply, it means that roads with higher traffic volumes receive higher priority. Similarly for footpaths, a footpath near a retirement village, school or shopping will have a higher priority that a footpath in a cul-de-sac due to its higher likelihood and consequence of causing injury to a member of the public.

A typical scoring table can be seen as follows:

Factors Scoring

AADT 9 High (>4000vdp) 6 Medium (4000-2000 vpd)

3 Low (<2000 vdp)

Adjacent to waterway

9 if road parallel 6 if road perpendicular

Emergency Services including hospitals

9 if located within road segment

6 if adjoining street

Schools Child care centres


6 if adjoining street 3 if recognisable route to school

Bus routes or adjacent to major transport infrastructure


3 if located in adjacent road segment

Accident History (5 yrs)

9 if fatal accident 6 if >20 injury accidents

3 if 5-20 injury accidents

% Heavy Vehicles 9 high (>4%) 6 medium (4%-1%) 3 Low (<1%)

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Section 6

Financial Planning

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Section 6. Financial Planning

6.4 Introduction

This section provides an estimated long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for roads and road related assets assets within Hunters Hill Council.







Maintenance/operational expenditure has been typically provided within Council’s normal operational budget. Funding for renewal or replacement works is provided from Council’s budget and also State and Federal Government grants. Council typically receives:

$22,000 per annum for maintenance works on regional roads from the RTA

$15,000 p.a. for road pavement work in the 3x3 program from the RTA

$65,000 p.a. for road pavement work in the Roads to Recovery Program from the Federal Government.

$134,000 p.a. in the Federal Assistance Grants

The importance of these grants cannot be overestimated. A 20 year works program has been developed and is included in Section 8 Appendix of this report. The program of works was based on sound engineering assessments of the present condition of the road network. From this, an estimated time for resheeting of each road was developed. The important

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assumption is that all roads are to be resheeted (with asphaltic concrete) every 20 years. An annualised expenditure can be reasonably well forecast by multiplying the total area of road pavement by a typical cost and dividing by 20 (year). It will be noted in the program that works have been nominated in 5 year time groups. This reflects that the exact year cannot be estimated accurately. However, for the calculation of annual costs, it is a useful and accurate method.

Other road related assets have also had estimated future expenditure programs developed. They are based on historical works, engineering judgement of likely future works and, like roads, an attempt to “average out” expenditure over time.

Depreciation has only been applied to road pavements and has been included on the expenditure chats.

6.6 Land valuations

The land within road reserves has not been valued or included in this plan.

6.4 Assumptions



The allocation of funds for the roads and road related assets operation and maintenance will continue at current levels.

The levels of service for roads and road related assets maintenance identified in this plan are considered to be satisfactory




6.5 Confidence Levels of Data

The following table provides an indication of the level of confidence in the data available. Areas of poor confidence will be targeted or improvement over time.


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Asset Attribute

Asset Type Quantity Condition Age Performance Demand

Forecast

Service

Level

Overall

Local/Regional Road

1 2 4 2 4 2 2

Road furniture 2 3 4 4 4 3 3

Footpaths 1 2 4 2 4 2 2

Cycleways 2 2 4 3 4 3 3

Kerb & gutter 1 2 4 2 4 2 2

Car parks 1 3 4 3 4 3 3

Bus shelter 1 4 4 3 4 4 3

Street trees TBA TBA TBA TBA TBA TBA TBA


Confidence Grade

Description




4 Uncertain – data with poor record base and involving significant extra-population

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from a limited sample.


At this point of time, there would appear to be no significant additional sources of funds available to Council. Additional Council funding through a new Section 94A plan does not appear to be available for road work.

Council will continue to explore the possibility of asset rationalisation to provide a bank of funding from which interest can be earned to pay for works.

6.9 Works Program

Works programs for maintenance and renewal works for roads and road related assets has been developed and are included in the appendix, Section 8 of this plan.

Certain works are already included in Council’s existing programs, but others are either not separately listed or not listed at all. For completeness, they have been included in the following expenditure projections.

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Section 7


Practices

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Section 7Asset Management Practices and Improvement Program

7.3 Introduction


The IMM also recommends that this plan should provide Council with an improvement program to evolve this plan to “advanced” status.




Information systems

Knowledge and data



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Best Practice Current Status at Hunters Hill Council for Road and Road Related Assets Improvement


Road pavements, kerb and gutter, footpaths, signs and traffic facilities all well documented on spreadsheets line marking to be fully documented




Road pavements, kerb and gutter, footpath, signs and traffic facilities all well documented on spread sheets

Develop a schedule for updating conditions e.g. each 6-12 months for roads, 2 years for traffic facilities.



Council currently reviewing Community Strategic Plan which will provide high level strategic directions.




Knowledge of asset utilisation and capacityKnowledge of asset All road and road related assets were valued in 2010 by Australian Road -carry out routine revaluations each 5-10 year

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value Research Board - provide full information to asset registerAbility to predict future demand for service

Council has a Social Plan which sets out demographic changes and trends.Against, the CSP will provide high level direction for service demands

- incorporate Social Plan into asset management planning.

Ability to predict the failure modes and estimated time of failure for assets

Generally for road assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area.

- incorporate industry wide knowledge and experience information

Ability to determine the likelihood and consequence (risk) associated with the different failure modes.

Generally for road assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this areaCouncil is development a corporate risk management plan which will include this practice


Ability to analysis alternative treatment optionsAbility to rank the treatment options available

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Limited Introduce proactive maintenance inspections and works programs



Ability to prepare an asset management plan that demonstrates the above activities

Satisfactory This plan should be reviewed in 12 months (2012) to ensure it is kept up-to-date, is accurate and that suggested improvements are being implemented.




Limited Develop methods of using the GIS for logging of data and presentation of information to management, Council and the community



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Pavement Management System

No Council has collected data with a view to using an external PMS provider. Funding does not permit an in-house system.








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Section 8

Appendix

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Section 8

8.5 Glossary


8.7 Road pavement works program 2018-2028 “ideal” – unlimited funding

8.7.1 Alphabetical listing of Works

8.7.2 By program year

8.7.3 Road pavement work 2018-2028 $500,000 per year

8.7.4 Road pavement work 2018-2028 $210,000 per year

8.7.5 Footpath, kerb ramping, kerb & gutter rehabilitation program assessment for a budget of $30,000

8.8 Kerb & Gutter Replacement Program

8.9 Footpath Repair Program

8.10 Road inventory, including


Condition

Replacement cost

Fair value

8.11 Traffic facilities and signage inventory

Note: Sections 8.3, 8.4 and 8.5 are in Volume 2 of this plan

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Section 8

8.1 Glossary

166

Glossary









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ASSET MANAGEMENT PLANA plan developed for the management of one or more infrastructure assets that combines multi-disciplinary management techniques (including technical and financial) over the lifecycle of the asset in the most cost-effective manner to provide a specified level of service. A significant component of the plan is a long-term cashflow projection for the activities.






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169










170


MAINTENANCE STANDARDSThe standards set for the maintenance service, usually contained in preventive maintenance schedules, operation and maintenance manuals, codes of practice, estimating criteria, statutory regulations and mandatory requirements, in accordance with maintenance quality








REHABILITATIONWorks to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life, which may incorporate some modification. Generally involves repairing the asset to deliver its original level of service (i.e. heavy patching of roads, sliplining of sewer mains, etc) without resorting to significant upgrading or renewal, using available techniques and standards.

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Section 8

8.2 Hunter’s Hill Council Asset Management Policy

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STATUS INTERNAL


Recreation & Parks

Community Buildings

FILE 200/12

PURPOSE



174









APPLICABILITY

This policy applies to any person or body managing or working on Councils assets.

SCOPE

This policy applies to all Council activities

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BACKGROUND

Asset management is important because:








The key elements of asset management are:







176













177










DEFINITIONS

Asset – a common unit or network system, that is able to be valued, has a life and is a suitable unit for management




178











179








POLICY AUTHORITY

General Manager

GETTING HELPGroup Manager Works & Services Ext 401

Assets Engineer Ext 407

TO BE REVIEWED

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181

Section 8

8.3 Road Pavement Works Program 2018-2028

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.

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Parks and Recreation Assets

Asset Management PlanMay 2018

Table of Contents



2.1 Background





2.6 Parks & recreation management within Council





3.1 Introduction













5.1 Introduction

5.2 Operations

5.3 Maintenance


5.5 Capital works


5.7 Physical components – parks



6.1 Introduction

6.2 Financial Projections

6.3 Land valuations

6.4 Assumptions



6.7 Works Program


7.1 Introduction


Section 8 Appendix

8.1 Glossary


8.3 a) Reserves Improvement Program xx/xx/xx to xx/xx/xx

b) Proposed Reserves Works Program xx/xx/xx to xx/xx/xx for a budget $xxx and additionallyl Section 94A works program

8.4 Parks inventory including;


Condition

Replacement cost

Fair value

8.5 Parks network plan

Executive Summary1.1 Aim


Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This parks and recreation asset plan answers a series of questions;









How do we maintain the assets?



Parks and recreation assets covered by this Plan include;

Sporting grounds

Swimming facilities

Parks

Parks buildings

Amenities buildings

Crickets wickets

BBQs

Shelters

Seats

Boat ramps

Playgounds



The estimated replacement value of each asset group are currently being calculated.


Parks and recreation asset management is carried out within the Work & Services Division of Council.












1.6 Future Demand

This asset management plan takes into account the likely future demands on the assets. The main increase in demand will;

follow increased community population

changing demographics

increased demand for sporting and recreation facilities




Operations: such as parks mowing, which have no effect asset condition, but are necessary to keep the asset appropriately utilised.

Maintenance: such as fencing repairs, which maintain the asset’s ability to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as sporting field playing surface rehabilitation, which is significant work, which restores the asset to its original condition.

Capital Works: such as a new amenities building, which creates a new or expanded asset.



The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to highly used playing fields.

Condition: Excellent

Shade Shelter, Gladesville Reserve Boronia Park South Playground Gladesvile Reserve Multicourt

Condition: Good

Weil Park Playground Buffalo Creek Playground BBQ Buffalo Creek

Condition: Satisfactory

Harry Shelley Playground Boronia Park North Playground Lower Gladesville Reserve

Condition: Fair

Tarban Creek Playground Valentia St Playground Woolwich baths enclosure

Condition: Worn

Tarban Creek Picnic Shelter Weil Park Amenities Woolwich Baths Deck


This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for parks and recreation assets.






information system

knowledge and data



Section 2

Introduction

Section 24. Introduction4.1. Background


To this end, Council worked closely with the community to review the Community Strategic Plan. This plan sets high level community aspirations which Council now plans to meet. One of the supporting set of plans to the CSP is the asset management plans. Plans for each of Council’s principal categories of assets have been developed. This particular plan is for parks and recreation assets including playing surfaces, amenities buildings, cycle paths and shelters.


Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of service to a level of service that the community expects and can afford. To achieve this, the plans provide answers to a series of questions:











3.2 Hunter’s Hill Council



The character of Hunters Hill was formed during the period 1860 through to the 1920’s. Many of the buildings date back to that period and often times they have been built from local sandstone – these buildings, typical of development at that time, not only remain but also refuse to be submerged by modern development. Infrastructure, such as roads, date from same period.

Today, Hunters Hill has a population of 14,100 and has an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential since Hunters Hill has always been a garden suburb – it is close to the city yet in many ways secluded from the march of metropolitan progress. Property values range from among the highest in Sydney to average, and there is a wide socio-economic mixture within the population. Council faces issues of increasing population similarly to other communities.









12. Value for money





It is a continuing and growing concern for all Councils that the growth in urban consolidation, allied with an ever-aging drainage and road infrastructure and increased demand for recreational facilities places an inordinate amount of pressure on these assets. Councils will continue to struggle to fund major maintenance programs while ever the current legislation regime for rating exists and the financial statements are required to record the depreciation levels of Assets at rates that are not sustainable.



This Parks & Recreation Asset Management Plan has been developed to guide and demonstrate Council’s responsible and sustainable management of parks assets and to communicate strategies and funding required to provide appropriate asset related levels of service.



Demonstrate responsible and sustainable stewardship of the community’s parks and recreation assets;

Define and articulate how Council’s parks and recreation assets are and will be managed to achieve the Council’s strategic objectives;











The Plan supports Council’s aim to put in place “best practice” asset management strategies and practices. In seeking to implement “best practice” asset management strategies and practices Council will continually be developing and improving its knowledge, systems and processes and strategies to ensure it is providing the level of asset management necessary to competently, responsibly and manage the community’s assets in a sustainable manner now and into the future.

This Plan is Council’s first Parks and Recreation Asset Management Plan. It has been developed considering available information, input from various Council officers and in association with a high level but limited data collection and condition assessment exercise to gather asset data for Council’s parks and recreation assets.

This Plan is based generally on the guidelines outlined in the International Infrastructure Management Manual 2006. The Plan incorporates the following sections:-







Section 7 Existing Asset Management Practices and Improvement Program

Identifies organisational asset management practices and issues. Identifies enhancements and improvements planned to improve the asset management practices and planning process

Section 8 Appendices Various data and information








PlanPlan


People Issues


Information Systems

Knowledgeand Data



Planning Practices





















o new works

o renewal works

o maintenance

o operations















Parks and recreation assets covered by this Plan include

Sporting grounds

Swimming facilities

Parks

Parks buildings

Amenities buildings

Crickets wickets

BBQs

Shelters

Seats

Boat ramps

Playgrounds

The land value component of the parks assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register.2.6 Parks and Recreation Asset Management within Council

Currently Parks & Recreation management is within the Works & Services and Community Services Divisions.

The planning and operational management of Council’s parks and playing fields is principally with the Works & Services Division. The Community Services Division provides additional strategic management and seeks grants for specific projects within the recreation assets. The Works & Services Division provides project management and technical assistance to the Community Services originated projects and programs.


This Plan is intended to demonstrate to stakeholders that the organisation is managing parks and recreation assets appropriately and responsibly. Key stakeholders include:

Council Officers Council officers play a role in managing parks and recreation assets to ensure that they provide a level of service that meets the needs of both residents and visitors to the area. Council officers implement the components identified in the asset management plan.

Council Representatives This stakeholder group includes Councillors and the Mayor for the Council. They are primarily responsible to ensure

that their decisions represent and reflect the needs of the wider community.

Residents Residents are the core users of parks and recreation assets. Their needs, wants and expectations are conveyed to Council, which should be reflected in the desired levels of service.

Visitors Visitors are the second largest users of parks and recreation assets, due to their likely frequency of use. Visitor’s wants, needs and expectations drive the development in areas of the highest usage and also commercial areas.





Hunters Hill Council Resourcing Strategy

This Parks and Recreation Asset Management Plan is prepared under the direction of Council’s vision, guiding principles and strategic objectives for the municipality as outlined in the Council’s 10 Year Community Strategic Plan.


Council's vision for the Hunters Hill is:

A sense of history


A place to belong


The organisational values are;









The key Strategic Goal in the key result area of Works & Services designed to direct Council towards its vision in relation to infrastructure provision and services the strategic goal is;

o To provide & maintain parks and recreation facilities that are safe, efficient & meet the reasonable expectations of the community


To provide & maintain parks and recreational facilities having regard particularly to access, amenity & local need, environmental impact, health & safety, inter-governmental coordination & planning & development

To ensure that the physical & material assets of Council meet the expectations of the community as efficiently as allocated resources will permit

To improve the quality of parks and recreational facilities

To preserve the value & extend the economic life of parks and recreation assets

This Parks and Recreation Asset Management Plan also has links with other Council plans and documents including:





Asset Management Policy 2008


Section 94A Developer Contributions Plans



Work Health & Safety Policy


This Asset Management Plan is prepared as outlined in the International Infrastructure Management Manual 2006. It is prepared to meet minimum organisational requirements for sustainable service delivery and long term financial planning and reporting.

Basic asset management involves a ‘top down’ approach where analysis is applied at the “system” or “network” level. The focus is on current levels of service and current practices. Development of this plan has included asset and condition data collection to enable basic assessment of asset life cycle management requirements.

This approach also includes long term expenditure predictions for asset maintenance, rehabilitation and replacement based on local knowledge of assets and options for meeting current Levels of Service.


Section 3

Levels of Service

3 LEVELS OF SERVICE

3.12 Introduction


This Parks and Recreation Asset Management Plan is based on current Levels of Service.

Future revisions of the Plan will include development and refinement of Levels of Service to address and where possible match the requirements and expectations of customers. This will require a clear understanding of customer needs, expectations, preferences and their willingness to pay for any increase in, or where appropriate, maintenance of existing levels of service.













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At this stage, Council has not undertaken a specific formal survey of customer expectation as they relate to parks and recreation assets. However to gauge the community’s concerns and priority for services provided by Council a survey of residents was carried out in 2004 and 2009. Whilst the surveys were a general survey across all Councils area the aim was to determine residents’ satisfaction with Hunters Hill Council.

The survey measured the resident response to the satisfaction of services provided by the Council. TBA



A sense of history


A place to belong


The key values are:







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To assist in meeting the objectives set out in the management plan it is considered appropriate that the current standard of Councils parks and recreation assets should not deteriorate further. In the process of managing our assets each asset is given a condition rating of 1 – 5.

Table 2. below details the condition ranking and the general condition descriptors applicable to all asset classes.


Life



95%



75%



50%

4 Worn Failure likely in the short term. No immediate risk to health and safety but work is required in the short term to ensure that the asset remains safe, asset


30%

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Life

barely serviceable.

5 Poor Failed or failure is imminent. Immediate need to replace most or the entire asset. Health and safety hazards exist which present a possible risk to public safety or the asset cannot be operated without risk to personnel.


<10%








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A copy of Council’s asset management policy is included in section 9 of this plan.


There are a number of legislative requirements as well as other drivers that apply to and have implications for the management of Roads and Transport assets. These include:-



Roads Act 1993










o NSW Anti-Discrimination Act 1997





o Confined Spaces

o Plant Regulations

o Manual Handling

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o Noise Regulations

Planning Controls




Heritage Act 1977

Crown Lands Act




There are limited formal Levels of Service developed for parks and recreation assets and services at this stage. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.



Current service levels are detailed in Table 3.3 below. Note Performance Target and Current Performance entries are yet to be formulated and are subject to review/confirmation.

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PARKS & RECREATION LEVELS OF SERVICE




Performance Target

Current Performance

LEVELS OF SERVICE

Quality Parks Provide high quality playing surfaces

Maintenance programs

100% completion of maintenance program

Play equipment is of high standard

All play equipment to be less than 10 years old

All equipment of appropriate age

Floodlighting meets standards

Maintenance and renewal programs

100% completion

Quantity Parks Sufficient playing fields are provided

Number of fields

4

All desired bookings are met

% of bookings met

95%

Sufficient play equipment provided

Number of playgrounds

Depends on budget

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Performance Target

Current Performance

LEVELS OF SERVICE

Function Parks All required functions provided

Depends on capacity of parks

Depends on budget

Health and Safety Parks Provide safe suitable parks, free from hazards

No of incidents within parks


Provide safe playgrounds

Preventative inspections and maintenance works

100% completion

Availability Parks Parks available as often as possible

Weather dependent

Capital works Parks Capital Works Program completed


100%

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Performance Target

Current Performance

LEVELS OF SERVICE

Cost/Affordability Parks Park hire fees are affordable for the community

Fees to be set 95% acceptance

Responsiveness Parks Meet service level times


85%

Appearance Parks Parks assets maintained in a clean and tidy manner

Parks cleaning schedule adhered to

100%

Landscaping within parks maintained to an acceptable standard


100%


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Council has yet to define or quantify desired Levels of Service for its parks and recreation asset management and services. Work will be undertaken to define Levels of Service in the near future and these will be documented in future revisions of this Asset Management Plan. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.

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224

Section 4

Future Demand

225





Population growth

Commercial growth


Demographic changes








Approximately, 25% of Hunters Hill residents were born overseas. The proportion born overseas is less than the Sydney average; however, the number of people born overseas is

226

increasing. The most common foreign birthplaces of residents in the LGA are UK and Ireland, followed by China, New Zealand, Italy and Hong Kong. As the community diversifies so to will the demands on community facilities, indicating a need for more flexible and multi-purpose spaces which can accommodate change use.




2006 14,140

2011 14,840

2016 15,330

2021 15,950

2026 16,630

2031 17,340




Growth is occurring in medium density housing, both semi-detached and flats. A significant proportion of dwellings (5.3%, 263 dwellings) in Hunters Hill are owned and rented by the

227

Department of Housing. This is a higher percentage than the Sydney average. Public housing properties in the area tend to be 1 and 2 bedroom units catering to older residents.


228









a. Implications for Asset Planning


In particular, the increased population (and increased density of population) will have the following implications for road and parks assets and service provision:

Increased older and younger population leading to an increase in the demand for a safe and extensive bush walking track network.

Increased numbers of residents likely to be requiring recreational facilities such as bike routes.

Increased demand for sporting facilities usage as soccer fields and netball courts.

Increased maintenance and rehabilitation works on playing fields due to higher usage.

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Increased demand for playground facilities.

Increased demand for training facilities, that is, provision of lighting on playing fields.

Increased demand for amenities facilities at playing fields and parks

Increased usage of parks will lead to increased demand for operational activities such as cleaning, rubbish removal, landscape restorations.

The desire of the community to maintain the ‘green’ nature of the suburb by retain street trees will lead to a continual need to repair street structures damaged by tree root activities.

230

Section 5


231


5.1 Introduction


This section describes the life cycle management of parks assets. It equally applies to other physical assets and will be set out in the corresponding plans for those assets.

The asset management plan is intended to enable parks assets to be managed in a sustainable manner to achieve the service levels agreed by Council and the Hunters Hill community, while optimising lifecycle costs.

Lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. To achieve this, it is necessary to understand how the assets deteriorate. A type asset deterioration curve is shown in Figure 5.1

Figure 5.1: Typical Asset Deterioration Curve

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The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enables the useful life to be extended over a considerable longer period than its deterioration curve would indicate. The application of these principles is illustrated in Figure 5.2



233

5.2 Operations


Typical parks operational activities include:

Mowing


5.3 Maintenance






Replacement of park furniture

Replacement of synthetic cricket wickets

Refurbishment of gravel walking tracks

Replacement of goal posts


Repairs to play equipment

Repairs to amenities buildings

Storm damage repairs


Renewal work is the substantial replacement of the asset, or a significant asset component, to its original size and capacity. This work generally aims to return the asset to a condition

234

state similar to the original asset . Renewal for road assets is more commonly called rehabilitation.




Intensity of usage


Political pressure

Public relations

Renewal works for parks assets include:

Renewal of playing field surfaces

Replacement of failed fencing.

5.5 Capital Works


New assetsNew assets are created by projects that create an asset that did not exist. New assets are considered as Capital Works and include:

New amenities buildings.

New bike and pedestrian facilities.

New parks furniture such as barbeques and shelters.


Upgrades


Adding additional wickets to an existing cricket practice facility.

Extending an existing walking trail in a park.

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Life



95%



75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid-term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service


50%



30%

236


Life



<10%

It will be noted that the ratings provide information on the residual life of an asset. This is an estimate of the expected life of an asset until it requires either rehabilitation or replacement. This figure is used to estimate future works programs and hence future funding requirements. Residual life of an asset also allows a calculation of the value of the asset as it currently exists. In turn, this is used to calculate depreciation values.


Council is responsible for the management of approximately xxx worth of public assets. Parks and recreational related infrastructure assets represent xxx of Council’s total asset base emphasising the critical requirement for strategic management of these assets.

237

5.8 Risk Management Process


238





Assess Risks


5.10.3.1

5.10.3.2 Criteria

239



Analysis



Com

mun

icat

e an

d Co

nsul

tM

onitor and Review




Financial risk





Threat Level



Low Low Low Medium

Low Medium High


Avoiding the risk



240

Like

lihoo

d

Impact



A “scoring” system has been developed to assist to identify assets that should receive higher priority. For parks assets, an example of this is the allowance for numbers of children using a facility. Simply, it means that parks with higher numbers of children receive higher priority.

The scoring table can be seen as follows:

Factors Scoring

Number of children using facility


Likelihood of injury to person


Number of users 3 High 2 Medium 1 Low

Required for training purposes


Environmental value 3 High 2 Medium 1 Low

Identified in CSP 3 High 2 Medium 1 Low

Grant available 3 High 2 Medium 1 Low

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Section 6

Financial Planning

242

Section 6 Financial Planning

6.1 Introduction

This section provides an estimated long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for parks and recreation assets within Hunters Hill Council.







Maintenance/operational expenditure has been typically provided within Council’s normal operational budget. Funding for renewal/new assets is was being funded from a 10 year Special Rate program called the Reserves Improvement Program for the years 2003/4 to 2013/14.

Council applied for an was granted approval to continue the Special Rate for a further 10 years from 2015/16 to 2025/26

The list of proposed works within the program is included in the appendix, section 8.

Depreciation is applied to all parks and reserves and has been included in projected expenditure.

6.3 Land valuations

Council has a mixture of land tenure for its parks and reserves. A table setting out the status of each of the parks is included in Section 8.5.

6.4 Assumptions



The allocation of funds for the parks and recreation operation and maintenance will continue at current levels.

The levels of service for parks and recreation maintenance identified in this plan are considered to be satisfactory

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The following table provides an indication of the level of confidence in the data available. Areas of poor confidence will be targeting for improvement over time.

Table 6.1 Confidence Rating on data

Asset Attribute

Asset Type Quantity Condition Age Performance Demand

Forecast

Service

Level

Overall

Parks Infrastructure

2 3 4 3 3 2 3

Parks Recreational

2 3 4 3 3 2 3

Sports Field 1 2 3 3 3 2 2

Bushland 1 2 N/A 2 3 2 2

Playgrounds 1 2 2 2 2 2 2


Confidence Grade

Description

1 Highly Reliable – data based on sound records, procedures, investigations and

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analyses which is properly documented and represents best practice.



4 Uncertain – data with poor record base and involving significant extrapolation from a limited sample.


Council is due to review its developer contribution plan under Section 94A of the Act. While not all of the funding anticipated to be collected will be available for parks and recreation, a substantial amount will be. A list of possible works has been developed and is included in the appendix Section 8 of this plan.

6.6 Works Program

A works program for maintenance and renewal works for parks and recreational assets has been developed and is included in this section of the plan. A substantial proportion of these works are not included in any of Council’s existing programs, but are considered essential to maintain the existing levels of service over the next 20 years.

245

Section 7


Practices

And

Improvement Program

246


7.5 Introduction


The IIMM also recommends that this plan should provide Council with an improvement program to evolve this plan to “advanced” status.




Information systems

Knowledge and data





247

Best Practice Current Status at Hunters Hill Council for Parks & Recreation related assets Improvement


Parks assets are not included on formal asset registers. Condition assessments to be carried out

Carry out condition audits.




Parks assets conditions not documented Develop a schedule for updating conditions eg each 6-12 months for roads, 2 years for traffic facilities.







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Knowledge of asset utilisation and capacity

Good knowledge of playing field usage Investigate usage of other parks assets

Knowledge of asset value

No valuations completed carry out valuations as appropriate

carry out routine revaluations each 5-10 year

provide full information to asset register


Council has a Social Plan which sets out demographic changes and trends.

Against, the CSP will provide high level direction for service demands

incorporate Social Plan into asset management planning.


Generally for parks assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area.

incorporate industry wide knowledge and experience information

Ability to determine the likelihood and consequence (risk)

Generally for parks assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in


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associated with the different failure modes.

this area

Council is development a corporate risk management plan which will include this practice


Generally for parks assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area


Ability to rank the treatment options available

Generally for parks assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area






Ability to prepare an Satisfactory This plan should be reviewed in 12

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asset management plan that demonstrates the above activities

months (2012) to ensure it is kept up-to-date, is accurate and that suggested improvements are being implemented.


Being developed as part of this asset management plan o Finalise 20 year works programs and maintenance expenditure requirements


Limited o Develop methods of using the GIS for logging of data and presentation of information to management, Council and the community


Adopted o Review adopted policy in 2012 following completion of CSP and AMPs

Pavement Management System

No o Council has collected data with a view to using an external PMS provider. Funding does not permit an in-house system.

Customer Service Basic o Fully utilise existing system to provide

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request management data to management of where and what issues are raised which will assist with asset reliability/life cycle assessments


Basic o All available data to be collected (including “non written” data from works staff) and fully documented and made available to asset managers

Lifecycle costings Basic o Implement systems and processes that allow for the collection, calculation and documentation of costings for a range of activities.


Unsatisfactory o Improve account splitting and naming to allow easier identification of the types of expenditure.

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Section 8

Appendix

256

Section 8

8.12 Glossary


8.14 a) Reserves Improvement Program 2003/4 to 2012/13

b) Proposed Reserves Works Program 2012/13 to 2021/22 for a budget $78,500 and additionally Section 94A works program

8.15 Parks and recreation assets inventory, including


Condition

Replacement cost

Fair value

8.16 Council’s Parks Network Plan

258

Section 8.1

Glossary

260

Glossary








ASSET MANAGEMENT INFORMATION SYSTEM

261

An asset management (AM) system is a combination of processes, data, and software applied to provide the essential outputs for effective AM such as reduced risk and optimum infrastructure investment.





262






DEFERRED MAINTENANCE

263

The shortfall in rehabilitation work required to maintain the service potential of an asset.







264








265






7. Periodic – necessary to ensure the reliability or to sustain the design life of an asset.8. Predictive – condition monitoring activities used to predict failure.9. Preventive – maintenance that can be initiated without routine or continuous

checking (e.g. using information contained in maintenance manuals or manufacturers’ recommendations) and is not condition-based.

REHABILITATIONWorks to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life, which may incorporate some modification. Generally involves repairing the asset to deliver its original level of service (i.e. heavy

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patching of roads, sliplining of sewer mains, etc) without resorting to significant upgrading or renewal, using available techniques and standards.





VALUATION

267

Assessed asset value which may depend on the purpose for which the valuation is required, i.e. replacement value for determining maintenance levels, market value for lifecycle costing and optimised deprival value for tariff setting.

268

Section 8.2


269




STATUS INTERNAL


Recreation & Parks

Community Buildings

FILE 200/12

PURPOSE



270















271




















272

















273














274






POLICY AUTHORITY

General Manager

GETTING HELPAssets Engineer Ext 407

TO BE REVIEWED


275

Section 8

Reserves Improvement Program

276

.

278

Stormwater Drainage AssetsAsset Management Plan

May 2018

Table of Contents



2.1 Background





2.6 Stormwater drainage management within Council





3.1 Introduction




279










5.1 Introduction

5.2 Operations

5.3 Maintenance


5.5 Capital works


5.7 Physical components – stormwater



6.1 Introduction

6.2 Financial Projections

6.3 Land valuations

280

6.4 Assumptions



6.7 Works Program


7.1 Introduction


Section 8 Appendix

8.1 Glossary


8.3 a) Stormwater Improvement Program xx/xx/xx to xx/xx/xx/

b) Stormwater Works xxxx-xxxx for a budget of $00,000

8.4 Stormwater Management Action Plan

8.5 Stormwater drainage inventory including;


Condition

Replacement cost

Fair value

8.6 GIS maps of stormwater network

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Section 1

Executive Summary

282

Executive Summary1.1 Aim


Fundamentally, asset management plans are a method of ensuring Council’s physical assets are able to support the provision of services to levels that the community expects and can afford. This stormwater asset plan answers a series of questions;












Stormwater assets covered by this Plan include;

Pipelines

Pits

Outlets/Culverts/Headwalls

Gross Pollutant Traps

Other environmental

The land value component of the stormwater assets is not included in this Plan and where appropriate is covered elsewhere under Council’s property register.


284

The estimated replacement value of these assets is:

Asset Group Replacement

pits 2,592,000

pipeline network 4,403,000

gross pollutant traps tbc

culverts/outlets/headwalls tbc

other environmental tbc

TOTAL $6,995,000


Stormwater asset management is carried out within the Work & Services Division of Council.









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1.6 Future Demand

This asset management plan takes into account the likely future demands on the assets. The main increase in demand will be through;

increased population

increased community demand for improved environmental outcomes

changed demographic

increased demand for safe stormwater transportation




Operations: such as pit cleaning, which have no effect asset condition, but are necessary to keep the asset appropriately utilised.

Maintenance: such as clearing sedimentation ponds, which maintain the asset’s ability to provide the agreed level of service, but does not extend the life of the asset.

Rehabilitation: such as relining a stormwater pipeline, which is significant work, which restores the asset to its original condition.

Capital Works: such as a new pipeline, which creates a new or expanded asset.



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The setting of strategies and priorities is undertaken giving due consideration to Council’s risk management regime. This assists with ensuring that works are undertaken in the areas of highest priority. For example, giving priority to existing stormwater problem areas.

287

Condition: Excellent Condition: Good Condition: Satisfactory

Bonnefin Road Cnr Princes & Earl Street Clarkes Point

Condition: Worn Condition: Poor


This asset management plan provides an estimated long-term financial plan relating to the operation, maintenance, renewal and new asset expenditure for stormwater assets.


288





information system

knowledge and data



289

Section 2

Introduction

290

Section 25. Introduction5.1. Background


To this end, Council worked closely with the community during 2010 to develop the Community Strategic Plan. This plan sets high level community aspirations which Council now plans to meet. One of the supporting set of plans to the CSP is the asset management plans. Plans for each of Council’s principal categories of assets have been developed. This particular plan is for stormwater drainage assets including pits, pipelines and culverts. Other groups covered by separate plans include buildings, roads and parks and recreation. Other assets, such as sea walls, will have plans developed during 2011.












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4.2 Hunter’s Hill Council



The character of Hunters Hill was formed during the period 1860 through to the 1920’s. Many of the buildings date back to that period and often times they have been built from local sandstone – these buildings, typical of development at that time, not only remain but also refuse to be submerged by modern development. Infrastructure such as stormwater drains date from same period.

Today, Hunters Hill has a population of 14,100 and has an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential since Hunters Hill has always been a garden suburb – it is close to the city yet in many ways secluded from the march of

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metropolitan progress. Property values range from among the highest in Sydney to average, and there is a wide socio-economic mixture within the population. It faces issues of increasing population similarly to other communities.









16. Value for money





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It is a continuing and growing concern for all Councils that the growth in urban consolidation, allied with an ever-aging drainage and road infrastructure and increased demand for recreational facilities places an inordinate amount of pressure on these assets. Councils will continue to struggle to fund major maintenance programs while ever the current legislation regime for rating exists and the financial statements are required to record the depreciation levels of roads and drains at rates that are not sustainable.



This Stormwater Drainage Asset Management Plan has been developed to guide and demonstrate Council’s responsible and sustainable management of parks assets and to communicate strategies and funding required to provide appropriate asset related levels of service.



Demonstrate responsible and sustainable stewardship of the community’s stormwater assets;

Define and articulate how Council’s stormwater assets are and will be managed to achieve the Council’s strategic objectives;











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The Plan supports Council’s aim to put in place “best practice” asset management strategies and practices. In seeking to implement “best practice” asset management strategies and practices Council will continually be developing and improving its knowledge, systems and processes and strategies to ensure it is providing the level of asset management necessary to competently, responsibly and manage the community’s assets in a sustainable manner now and into the future.

This Plan is Council’s first Stormwater Drainage Asset Management Plan. It has been developed considering available information, input from various Council officers and in association with a high level but limited data collection and condition assessment exercise to gather asset data for Council’s stormwater assets.

This Plan is based generally on the guidelines outlined in the International Infrastructure Management Manual 2006. The Plan incorporates the following sections:-







Section 7 Existing Asset Management Identifies organisational asset management

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Practices and Improvement Program practices and issues. Identifies enhancements and improvements planned to improve the asset management practices and planning process

Section 8 Appendices Various data and information















An Asset Management Plan is a tactical plan that translates broad strategic goals into specific goals and objectives relevant to a particular activity for the organisation. It may be regarded as a tactical plan for implementing infrastructure related strategies, which arise from the strategic planning

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process. (Tactical planning involves the development of separate sub-plans that allocate resources (including natural, physical and financial) to achieve strategic goals through meeting defined levels of service).







PlanPlan


People Issues



and Data



Planning Practices




297


















o new works

o renewal works

o maintenance

298

o operations















Stormwater drainage assets covered by this Plan include

pipelines

pits

outlets

culverts

headwalls

299

The estimated replacement value of these assets is summarised below in Table 2.1.

Table 2.1 Assets Groups Covered By This Plan and Their Estimated Replacement Value

ASSET GROUP REPLACEMENT VALUE ($)

stormwater pits $2,592,000 pipeline network $4,403,000 gross pollutant traps tbc culverts/outlets/headwalls tbc other environmental tbc

TOTAL $6,995,000

2.6 Stormwater Drainage Asset Management within Council

Currently stormwater drainage management is within the Works & Services Division.


This Plan is intended to demonstrate to stakeholders that the organisation is managing parks and recreation assets appropriately and responsibly. Key stakeholders include:

Council Officers Council officers play a role in managing stormwater assets to ensure that they provide a level of service that meets the needs of both residents and visitors to the area. Council officers implement the components identified in the asset management plan.

Council Representatives This stakeholder group includes Councillors and the Mayor for the Council. They are primarily responsible to ensure that their decisions represent and reflect the needs of the wider community.

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Residents Residents are the core beneficiaries of stormwater assets. Their needs, wants and expectations are conveyed to Council, which should be reflected in the desired levels of service.





Hunters Hill Council Resourcing Strategy

This Stormwater Asset Management Plan is prepared under the direction of Council’s vision, guiding principles and strategic objectives for the municipality as outlined in the Council’s 10 Year community Strategic Plan.


Council's Vision for the Hunters Hill is:

A sense of history


A place to belong


The organisational Values are;

301









The key Strategic Goal in the key result area of Works & Services designed to direct Council towards its vision in relation to infrastructure provision and services the strategic goal is;

o To ensure that the physical assets (stormwater drainage) meet the required levels of service and expectations of the community


To provide & maintain stormwater drainage assets having regard particularly to access, amenity & local need, environmental impact, health & safety, inter-governmental coordination & planning & development

To ensure that the physical & material assets of Council meet the expectations of the community as efficiently as allocated resources will permit

To improve the efficiency and effectiveness of Council’s stormwater drainage network

To preserve the value & extend the economic life of stormwater assets

Links to Other Plans and Strategies

302

This Stormwater Asset Management Plan also has links with other Council plans and documents including:





Asset Management Policy 2008


Section 94A Developer Contributions Plans



Occupational Health & Safety Policy

303

Basic and Advanced Asset Management

This Asset Management Plan is prepared as a “first-cut” or basic Asset Management Plan as outlined in the International Infrastructure Management Manual 2006. It is prepared to meet minimum organisational requirements for sustainable service delivery and long term financial planning and reporting.

Basic asset management involves a ‘top down’ approach where analysis is applied at the “system” or “network” level. The focus is on current levels of service and current practices. Development of this plan has included asset and condition data collection to enable basic assessment of asset life cycle management requirements.

This approach also includes long term expenditure predictions for asset maintenance, rehabilitation and replacement based on local knowledge of assets and options for meeting current Levels of Service.


304

Section 3

Levels of Service

305

3 LEVELS OF SERVICE

3.18 Introduction


This Stormwater Drainage Asset Management Plan is based on current Levels of Service.

Future revisions of the plan will include development and refinement of Levels of Service to address and where possible match the requirements and expectations of customers. This will require a clear understanding of customer needs, expectations, preferences and their willingness to pay for any increase in, or where appropriate, maintenance of existing levels of service.
















307

At this stage, Council has not undertaken a specific formal survey of customer expectation as they relate to stormwater assets.



A sense of history


A place to belong


The key values are:









To assist in meeting the objectives set out in the management plan it is considered appropriate that the current standard of Councils stormwater drainage assets should not deteriorate further. In the process of managing our assets each asset is given a condition rating of 1 – 5.

Table 2 below details the condition ranking and the general condition descriptors applicable to all asset classes.

308


Life



95%



75%



50%



30%

5 Poor Failed or failure is imminent. Immediate need to replace most or all of the asset. Health and safety hazards exist which present a possible risk to public safety or the asset cannot be operated without risk to personnel.


<10%

309










A copy of Council’s asset management policy is included in section 8 of this plan.


There are a number of legislative requirements as well as other drivers that apply to and have implications for the management of stormwater drainage assets. These include:-



Roads Act 1993








310



o NSW Anti Discrimination Act 1997





o Confined Spaces

o Plant Regulations

o Manual Handling

o Noise Regulations

Planning Controls




Heritage Act 1977

Crown Lands Act




There are limited formal Levels of Service developed for stormwater drainage assets and services at this stage. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.


311


Current service levels are detailed in Table 3.3 below. Note Performance Target and Current Performance entries are yet to be formulated and are subject to review/confirmation.


STORMWATER LEVELS OF SERVICE




Performance Target

Current Perform-

ance

LEVELS OF SERVICE

Quality Stormwater Stormwater runoff conveyed safely



Number of “incidents”

2 per year

Gross pollutant traps provided

Number of GPTs installed

Depends on budget

Number of routine cleaning actions

As per agreed schedule

Quantity Stormwater Systems provided where required

Identified systems installed

Depends on budget



100%

Function Stormwater Systems kept Cleaning program 100%

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clean to maximise operations

met

Health and Safety Stormwater Provide safe suitable stormwater systems, free from hazards

No of incidents within The LGA


Responsiveness Meet service level times


85%

Desired Levels of Service

Council has yet to define or quantify desired Levels of Service for its stormwater drainage asset management and services. Work will be undertaken to define Levels of Service in the near future and these will be documented in future revisions of this Asset Management Plan. One of Council’s asset management priorities is to develop Levels of Service and related performance requirements/criteria across all of its asset and service areas.

313


314

Section 4

Future Demand

315





Population growth

Commercial growth


Demographic changes





Hunters Hill has a population of 14,100 (2011 census) and an area of 575 hectares including some 65 hectares of parks and reserves. Development is almost entirely residential with the exception of small commercial areas in Gladesville, Boronia Park, Hunters Hill and Woolwich.




316




2006 14,140

2011 14,840

2016 15,330

2021 15,950

2026 16,630

2031 17,340










317







In particular, the increased population (and increased density of population) will have the following implications for stormwater assets and service provision:

Increased housing densities leading to reduced opportunities for overland flow paths.

Increased expectations that stormwater flows will meet modern standards and not cause nuisance flooding.

Increased expectations for higher environmental outcomes.

318

Section 5


320

Section 5 Asset Lifecycle Management5.1 IntroductionOne of the fundamentals of asset management is the theory of the lifecycle of physical assets, how they deteriorate over time and optimising the maintenance of the asset.

This section describes the life cycle management of stormwater assets. It equally applies to other physical assets and will be set out in the corresponding plans for those assets.

The asset management plan is intended to enable stormwater assets to be managed in a sustainable manner to achieve the service levels agreed by Council and the Hunters Hill community, while optimising lifecycle costs.

Lifecycle management enables Council to plan interventions at the optimum stage of an asset’s deterioration to enable cost effective extensions of its useful life. To achieve this, it is necessary to understand how the assets deteriorate. A type asset deterioration curve is shown in Figure 5.1

Figure 5.1: Typical Asset Deterioration Curve

The application of appropriate maintenance strategies at optimal stages of the asset’s deterioration state enables the useful life to be extended over a considerable longer period than its deterioration curve would indicate. The application of these principles is illustrated in Figure 5.2.

321



5.2 Operations

322


Typical parks operational activities include:

Cleaning


5.3 Maintenance






Routine inspections of known drainage problem locations

Routine cleaning of gross pollutant traps

Refurbishment of out-dated and poor structures


Repairs to pipelines with poor jointing

Repairs to damaged pits

Channel clearing


Renewal work is the substantial replacement of the asset, or a significant asset component, to its original size and capacity. This work generally aims to return the asset to a condition state similar to the original asset . Renewal for road assets is more commonly called rehabilitation.


323



Intensity of usage


Political pressure

Public relations

Renewal works for stormwater drainage assets include:

Renewal of pits and grates/inlet structures

Replacement of pipelines.

5.5 Capital Works


New assets


New pipelines.

New pits.

New gross pollutant traps.


Upgrades


Replacing a pipeline with a larger one.

Replacing a lintel with a larger lintel.



324


Life



95%



75%

3 Satisfactory Significant deterioration evident, failure in the short term unlikely but further deterioration likely and major replacement likely in the mid-term. Minor components or isolated sections of asset need replacement or repair now but asset still functions safely at adequate levels of service


50%



30%



<10%

It will be noted that the ratings provide information on the residual life of an asset. This is an estimate of the expected life of an asset until it requires either rehabilitation or replacement.

325

This figure is used to estimate future works programs and hence future funding requirements. Residual life of an asset also allows a calculation of the value of the asset as it currently exists. In turn, this is used to calculate depreciation values.


Council is responsible for the management of approximately xxx worth of public assets. Stormwater drainage infrastructure assets represent $7million of Council’s total asset base emphasising the critical requirement for strategic management of these assets.

The stormwater network is comprised of the following components:

5.7.1 Pipelines:

These can vary in size from 150mm to 1500mm. They convey stormwater runoff from private and public land to a discharge point, which in Hunters Hill is typically a river frontage location. The material composition of the pipeline network is mainly reinforced concrete, with the older parts of the network also including vitrified clay pipes.

Generally these pipelines can last up to 100 years and require minimal maintenance. Failure mechanisms usually involve joint failure (older systems have poorer quality jointing systems), tree damage (root intrusion) and from movement due to changing ground conditions.

The problem more likely to affect Council is the changing runoff characteristics of the catchments. As development continues, the percentage of water running off during a storm event increases due to lees available absorption of the ground. This can lead to systems which were designed for a certain runoff becoming undersized over time. Rectification of this is very expensive.

5.7.2 Pits and inlet structures:

Pits and inlet structures allow the stormwater runoff to enter the pipeline network. The design and construction of pits and inlet structures are vitally important to the effective and efficient operation of the systems.

As stated above, over time systems can become “undersized” due to changing characteristics of the catchment. However, by improving the hydraulic efficiency of the pits and inlet structures within the system, extra capacity can be achieved. This has been the focus of Council’s stormwater drainage capital works program for several years. It is much more cost effective to improve the performance of pits than to replace pipelines.

Pits generally last for 50 plus years unless there is a physical impact on them from an outside source. New pits are generally constructed of concrete, although bricks can be used if access is difficult. Many of Council’s older pits are composed of brick.

326

5.7.3 Pollution control devices:

Pollution control devices can be gross pollutant traps or sediment control devices. These are usually at the end of drainage systems and are primarily designed and installed to protect the quality of the receiving waters, which is either the Lane Cove River or the Parramatta River.

Such devices have been installed in Huntleys Cove/Riverglade Reserve, Clarkes Point, Brickmaker’s Creek and Betts Park amongst others.

These devices require a high level of on-going maintenance.

327





Assess Risks




328



Analysis



Com

mun

icat

e an

d Co

nsul

t

Monitor and Review

5.10.5.1 Criteria

The establishment of risk management criteria is an important step in the risk management process. In turn they are used to determine the consequence of the risk using the risk consequence ratings table.Typical key risk management criteria will include:


Financial risk





Threat LevelHigh

Medium High Critical


Low Low Low Medium

Low Medium High


Avoiding the risk


329

Like

lihoo

d

Impact




A “scoring” system has been developed to assist to identify assets that should receive higher priority. For stormwater assets, an example of this is the allowance for numbers of houses which may be affected by inundation by a failed system. Simply, it means that systems that have a higher risk profile receive higher priority.

A possible scoring table can be seen as follows:

Factors Scoring

Possible number of houses affected


Environmental benefit


Cost effectiveness 9 High 6 Medium 3 Low

Safety improvements 9 High 6 Medium 3 Low

Improved capacity 9 High 6 Medium 3 Low

Flooding history 9 High 6 Medium 3 Low

Saving future maintenance costs


330

Section 6

Financial Planning

331

Section 6 Financial Planning

6.1 Introduction

This section provides an estimated long term financial plan relating to the operation, maintenance, renewal and new asset expenditure for stormwater assets within Hunters Hill Council.







Maintenance/operational expenditure has been typically provided within Council’s normal operational budget. Funding for renewal/new assets is currently funded from a 10 year special rate program called the Stormwater Improvement Program. This program is for the years 2003/4 to 2013/14. Council applied for and was granted approval to extend this rate for a further ten years 2014/15 to 2024/25.

The list of proposed works within the program is included in the appendix, section 8.

No depreciation has been applied to stormwater assets.

6.8 Land valuations

The land within stormwater has not been valued or included in this plan.

6.4 Assumptions



The allocation of funds for the stormwater assets operation and maintenance will continue at current levels.

The levels of service for stormwater assets maintenance identified in this plan are considered to be satisfactory




332


The following table provides an indication of the level of confidence in the data available. Areas of poor confidence will be targeting for improvement over time.


Asset Attribute

Asset Type

Quantity Condition Age Performance Demand

Forecast

Service

Level

Overall

Pipes 2 3 3 3 3 3 3

Pits 1 2 3 3 3 3 3

Drainage

Reserves

1 3 3 3 3 3 3

Gross pollutant traps

1 2 2 3 3 3 2

Sediment

Basins

1 2 2 3 3 3 2

Outlet Structures

2 3 3 3 3 3 3

Table 6.2 Data Confidence Grade RatingsConfidence Grade

Description


2 Reliable – data based on sound records, etc. which is properly documented but has

333

minor shortcomings and some extrapolations.


4 Uncertain – data with poor record base and involving significant extrapolation from a limited sample.


Council is currently developing a new developer contribution plan under Section 94A of the Act. While not all of the funding anticipated to be collected will be available for stormwater, a substantial amount will be. A list of possible works has been developed and is included in the appendix Section 8 of this plan.

6.9 Works Program

A works program for maintenance and renewal works for stormwater assets has been developed and is included in the appendix Section 8 of this plan. A substantial proportion of these works are not included in any of Council’s existing programs, but are considered essential to maintain the existing levels of service over the next 20 years.

The works expenditures have been included in the forecasts in Volume 2.

334

Section 7


Practices

And

Improvement Program

335


7.7 Introduction


The IIMM also recommends that this plan should provide Council with an improvement program to evolve this plan to “advanced” status.




Information systems

Knowledge and data





336

Best Practice Current Status at Hunters Hill Council for Stormwater Assets Improvement


Stormwater pipelines and pits well documented on spreadsheets Carry out condition audits.




Well documented on spreadsheets and logged onto GIS system Develop a schedule for updating conditions eg each 24 months for pipelines and pits







Knowledge of asset utilisation and

Capacity studies have been completed on major truck drainage lines. Required works are on the 10 year works program

Update studies if required

338


capacity

Knowledge of asset value

Stormwater assets valued in 2010 carry out routine revaluations each 5-10 year

provide full information to asset register


Against, the CSP will provide high level direction for service demands incorporate Social Plan into asset management planning.


Generally for stormwater assets there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in ths area

incorporate industry wide knowledge and experience information

Ability to determine the likelihood and consequence (risk) associated with the different failure

Generally for stormwater assets, there is industry wide knowledge and information available. Council has experienced engineering staff who possess expertise in this area

Council is development a corporate risk management plan which will include


339


modes. this practice




Ability to rank the treatment options available







Ability to prepare an asset management plan that

Satisfactory This plan should be reviewed regularly to ensure it is kept up-to-date, is accurate and that suggested

340


demonstrates the above activities

improvements are being implemented.




Stormwater network on GIS Develop methods of using the GIS for logging of data and presentation of information to management, Council and the community



Expenditure to be identified as operational/

Maintenance or renewal/rehabilitation




341





342

Section 8

Appendix

343

Section 8

8.17 Glossary


8.3 a) Stormwater Improvement Program xxxx/xx toxxxxx/xx

b) Stormwater Works xxxx-xxxx for a budget of $75,000

8.4 Stormwater drainage assets inventory, including


Condition

Replacement cost

Fair value

8.5 GIS maps of the stormwater network

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Glossary



Asset management which employs predictive modelling, risk management and optimised decision-making techniques to establish asset lifecycle treatment options and related long term cash flow predictions (See Basic Asset Management).







346








347









348










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

349

statutory limits, safety responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfactory.






REHABILITATIONWorks to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life, which may incorporate some modification. Generally involves repairing the asset to deliver its original level of service (i.e. heavy patching of roads, sliplining of sewer mains, etc) without resorting to significant upgrading or renewal, using available techniques and standards.



STRATEGIC PLANA plan containing the long-term goals and strategies of an organisation. Strategic plans have a strong external focus, cover major portions of the organisation and identify major targets,

350

actions and resource allocations relating to the long-term survival, value and growth of the organisation.



351




STATUS INTERNAL


Recreation & Parks

Community Buildings

FILE 200/12

PURPOSE





352
















353




















As custodian of the assets, Council is responsible for establishing and implementing optimal asset management strategies and practices that enable the assets to be sustained and related

354

levels of service acceptable to the community to be provided at the lowest possible overall cost whilst controlling exposure to risk and loss.

















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POLICY AUTHORITY

General Manager

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GETTING HELPAssets Engineer Ext 407

TO BE REVIEWED


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Section 8.3

Stormwater Improvement Program 2003/4 to 2012/13

Stormwater Works 2012-2021 for a budget of $75,000

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building assets - hunter's hill council · web viewone of council’s asset management...

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