Bridge Structures Asset Management Plan (BSAMP) … · This is the first Bridge Structures Asset...

Bridge Structures Asset Management Plan (BSAMP) 2006-2026

Bridge #3393 - Ambergate Road

December 2006

Bridge #3438 Layman Road Wonnerup Estuary

Table of Contents

Executive Summary 1 1 Introduction 4

1.1 Objectives of this Plan 4 1.2 Scope of This Plan 5 1.3 The Asset Management Plan 7 1.4 Plan Format 9 1.5 Key Stakeholders 9 1.6 Legislative Requirements 10 1.7 Relationships with Other Plans 11 1.8 Rationale for Asset Ownership 11

2 Levels of Service 12 2.1 Introduction 12

2.2. Levels of Service Requirements 13 2.3 Community Expectations 14 2.4 Future Community Satisfaction Survey 14 2.5 Strategic and Corporate Goals 14 2.6 Legislative Requirements, Standards and Codes of Practice 15 2.7 Levels of Service Tables 17

3 Demand Forecast 18 3.1. Introduction 18 3.2 Growth Trends 18 3.3 Population Growth 18 3.4 Tourism Growth 20 3.5 Residential Development 20 3.6 Demographic Changes 22 3.7 Social and Cultural Significance 22 3.8 Residential Impacts 23 3.9 Commercial/Industrial Impacts 23 3.10 Impact of Trends on Infrastructure 24 3.11 Demand Management Strategies 25

4 Risk Management 26 4.1 Introduction 26 4.2 Risk Management Framework with the Shire 26 4.3 Risk Management Strategy 27 4.4 Risk Assessment Process 27 4.5 Project Risks 30 4.6 Operational Risks 30 4.7 Contingency Plans 30 4.8 Communication, Monitoring, Review and Reporting 31 4.9 All employees 31

Bridge #3438 Layman Road Wonnerup Estuary

5 Life Cycle Management Plans 32

5.1 Introduction 32 5.2 Operations, Maintenance & Renewal Plan 32 5.3 Asset Hierarchy 37 5.4 Maintenance Contracts 38 5.5 Inspections 38 5.6 Maintenance Intervention levels 38 5.7 Performance Monitoring 39 5.8 Ownership Functions 41 5.9 Overview 42

6 Financial Forecast 44 6.1 20 Year Financial Forecast 44 6.2 Financial Projection Discussion 46 6.3 Key Assumptions 49 6.4 Asset Valuation 49 6.5 Funding Strategy 50 6.6 Confidence Levels 50

7 Asset Management Practices and Procedures 51 7.1 Overview 51 7.2 Asset Management Practices 51 7.3 Processes & Systems 52 7.4 Systems 54 7.5 Data 55 7.6 Bridge Management Improvements 55 7.7 Bridge Management Plan Review 56 7.8 Bridge Management Plan Monitoring 57

References Appendix A: Glossary of Terms Appendix B - Bridges Site Plan

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Executive Summary The Shire of Busselton is responsible to provide many community focussed services and, in doing so, must ensure that its infrastructure assets and community facilities are maintained in accordance with well developed asset management programs and strategic forward plans to enable these services to meet the community needs and expectations; whilst at the same time maximising performance and providing the lowest 'whole of life' cost. The Shire's bridge network represents a vast investment over many generations that supports modern living in our community. Many thousands of dollars are spent annually managing and maintaining the network and it is imperative that we employ the best management skills and practices to ensure that related services are delivered economically and sustainably. Improving the management of the Shire's bridge infrastructure can bring major benefits by ensuring that scarce resources are used in the most cost effective manner. This will enhance economic growth and improve environmental sustainability. This is the first Bridge Structures Asset Management Plan (BSAMP) developed by the Shire of Busselton and seeks to provide a more formal approach to bridge management through the adoption of asset management principles and methodology. This will be achieved by clearly defining its bridge replacement, refurbishment and maintenance practices. The Shire of Busselton is responsible for the care, control and management of forty eight (48) bridges comprising seventeen (17) timber structures, twelve (12) timber/concrete structures, seventeen (17) concrete structures and two (2) concrete/steel structures. Forty five (45) are road bridges, one of which has been decommissioned, and three (3) dedicated pedestrian bridges. The total estimated replacement value of Shire's bridge assets is approximately $18,000,000. Descriptions of the Shire's bridge assets and their individual estimated replacement costs are outlined in this plan. The plan will be continuously reviewed and updated every three years to ensure a high degree of accuracy while ensuring that the assets continue to provide a specific level of service delivery to the community. Levels of service provide the basis for life cycle asset management and are based on both customer expectations and statutory requirements. Asset management ensures that assets continue to provide an appropriate level of service delivery to the community. For the purposes of this plan, draft 'levels of service' have been developed to create a 'baseline' against which future performance can be measured. These levels of service will be continuously reviewed based on future customer satisfaction surveys and technical reviews to ensure they meet community expectations. The rapid growth that the Shire is experiencing has also been examined with a view to forecast future demand on the bridge network. The population of the Shire of Busselton is expected to grow to approximately 50,000 in

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2025. Unlike the rate at which the road network grows, through subdivisional development; growth of donated bridge assets is expected to remain relatively stable. Port Geographe and Vasse developments will add an additional two structures over the coming year. Investment in maintenance; refurbishment and replacement should, at least, match this growth. It is also recognised that the changing demographic of the Shire is increasing the expectations of the community, particularly in terms of service delivery. The Shire's risk management plan is currently under consideration although basic risk management is discussed in this plan. It is important that the Shire continues this journey and recognises the risks to the business. Whilst not yet fully developed, the Shire currently utilises a basic bridge database to manage its network of bridges. This database, which contains a base library of historic information, including photos, maps and Main Roads Western Australia (MRWA) bridge inspection reports, will be further enhanced to improve overall integrity and to provide a platform for future bridge maintenance, refurbishment and replacement programmes. MRWA Bridge Inspections are carried out on a five (5) year cycle, and information contained in these detailed reports provides the Shire with guidance on what routine and specific maintenance tasks are required to maintain the asset. The Shires average annual expenditure for the past five (5) years on bridge maintenance is in the order of $17,000. Bridge refurbishment and replacement programmes (primarily determined by MRWA) are jointly funded through Federal Assistance Grants (FAG) one third (State) two third (Federal) basis; average annual grant funding for refurbishment and replacement is in the order of $200,000. The BSAMP identifies that in general, the bridge network is in average condition, which is confirmed by MRWA Inspection Reports and an independent condition evaluation undertaken on behalf of the Shire by Bruechle Gilchrist & Evans (BG&E) in 2003. These assessments indicate that the Shire has previously placed insufficient importance on its routine and specific maintenance. It is evident that the Shire should be spending in the order of $200,000 annually for the next 3 - 5 years on bridge maintenance and a minimum of $100,000 for subsequent years. Asset management practices, with respect to the bridge network, were examined in order to identify improvements to current systems. The accuracy of the data provided by MRWA is of a high standard however individual Bridge Inspections are only carried out on a five (5) year cycle which adequately addresses structural components. This does not address on-going maintenance issues such as vegetation encroachment, white ant and fungi attack, abutment and stream scouring, road surface and deck maintenance. To ensure these maintenance issues are addressed, the Shire is developing a procedure for bi-annual visual inspections. Follow up maintenance will be prioritised and works undertaken within budgetary limitations.

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At this stage accurate unit rates for bridge maintenance activities such as pile banding, vegetation clearing, white ant and fungal treatment have not been developed making it difficult to prepare submissions for the annual Budget. Maintenance management, both reactive and programmed, also needs to be developed further to ensure maintenance regimes are documented and tasks and inspections are recorded. The Shire of Busselton’s Bridge Structures Asset Management Plan (BSAMP) is based on a corporate management approach and will ensure that all bridge management activities and programs are linked to effective and well-structured asset management practices. This will achieve a safe and functional bridge network that meets customer expectations and delivers financial sustainability to the Shire. Recommendations

1. That the entire Shire bridge network undergo a bi-annual visual condition inspection to ensure the data used in developing bridge maintenance programs and future reviews of this BSAMP are accurate and up to date.

2. That the Shire undertakes a review of; and establishes accurate 'unit rates' for bridge maintenance

activities and investigate and establish meaningful "design" lives for the various types of bridge assets to ensure predictive modelling results are accurate.

3. That the Shire purchase a bridge asset management software programme which incorporates priority

maintenance programming features, and the capacity to develop annual works programs.

4. That the Shire resource annual bridge maintenance programs in the order of $200,000 for the first 3 - 5 years followed by a minimum of $100,000 for subsequent years; and that the Shire continue to pursue increased bridge refurbishment and replacement funding through MRWA.

5. That the Shire accelerate the bridge replacement and renewal program and provide additional funding

in the order of $165,000 per annum Activity 2007/08 2008/09 2009/10 2010/11 2011/12 Operations 2,000 2,040 12,081 2,122 2,165 Maintenance 200,000 204,000 208,000 100,000 102,000 Renewals 165,000 166,650 168,317 170,700 171,700 Total 367,000 372,690 388,398 272,822 275,865

6. That financial reporting be improved to distinguish between operational, maintenance, refurbishment and replacement of bridge assets.

7. That the Shire establish customer service levels through Council Policy statements. 8. That this BSAMP be reviewed and updated at least every 3 years.

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1 - Introduction

1.1 Objectives of this Plan The Shire of Busselton delivers a variety of services to the community and in doing so, must ensure that the assets supporting these services are managed in a way that guarantees maximum performance for the lowest life cycle cost. The Shire's bridge network represents a substantial investment over many generations that supports modern living in our community. Many thousands of dollars are spent annually managing and maintaining the network and it is imperative that we employ the best management skills and practices to ensure that related services are delivered economically and sustainable. The Shire has, in the past, met bridge infrastructure needs through investment in creation without always recognising the long term life cycle costs associated with the ongoing operation, maintenance and renewal of the networks. Improving the management of bridge infrastructure can bring major benefits by ensuring that scarce resources are used in the most cost effective manner. This will enhance economic growth and improve environmental sustainability. This is the first Bridge Structures Asset Management Plan (BSAMP) developed by the Shire of Busselton and seeks to provide a more formal approach to bridge management through the adoption of asset management principles and methodology. This will be achieved by clearly defining its bridge refurbishment/replacement and maintenance practices. The BSAMP provides the framework to deliver optimum operational performance of the Shire's bridge infrastructure assets at the lowest lifecycle cost and to agreed levels of service. The specific purpose of this plan is to:

• Demonstrate responsible stewardship; • Define and articulate how the infrastructure is and will be managed to achieve the Shire’s

objectives; • Provide a basis for customer consultation to determine the appropriate levels of service; • Manage risk of asset failure; • Achieve savings by optimising whole of life costs; and • Support long term financial planning.

The outcomes of the plan will identify the future funding requirements for the following factors: • Adopted Levels of Service; • Future demand for infrastructure; • Current asset performance; • Asset Failure; • Risk; • Required works; and • Funding constraints.

The Shire's Bridge Structures Asset Management Plan has been prepared by the Shire's Infrastructure Planning Business Unit, and provides core resource information for users. Members of both the Infrastructure

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Development and Infrastructure Services Business Units were also consulted during the process. It will be continuously reviewed and updated to improve its quality and to ensure continuing relevance. This document has been written with the intention of being informative and readily understood by persons interested in the actions of the Shire and in particular, bridge infrastructure. It does not contain detailed technical information but rather seeks to provide an understanding of the Shire’s assets and the directions that must be taken to ensure their sustainability. 1.2 Scope of This Plan The Shire of Busselton is responsible for the care control and management of forty eight (48) bridge structures with a total estimated replacement value of approximately $18,000,000; as shown below: No. BGE No ROAD NAME CROSSING SPAN L'TH

m W'TH m

DECK AREA m2

YEAR BUILT REPL

BRIDGE TYPE

YEAR O/LAY

EST REPL VALUE

1 238 Tuart Dve Abba Riv 5 27.7 8.7 241 1929 Timber/RC 1993 1,080,000 2 239 Tuart Dve Sabina Riv 3 18 9.0 162 1979 Timber/RC 1994 733,500 3 240 Causeway Rd Vasse Riv 1 7.0 11.9 83 1972 Timber/RC 1995 373,500 4 241 Old Bussell Hwy Vasse Div 6 34.9 16.7 583 1958 Timber/RC 1993 2,623,500 5 3343 Wildwood Rd Marybrook 1 6.6 6.7 44 1980 RC UDUC 100,000 6 3345 Wildwood Rd Station Gul 1 6.6 5.8 38 1980 RC UDUC 100,000 7 3346 Wildwood Rd Marybrook 2 12.3 7.2 88 1971 Timber 396,000 8 3347 Yallingup Beach Rd Yallingup Bk 1 4.7 8.3 39 1937 Timber 175,500 9 3354 Metricup Rd Big Brook 1 5.8 6.2 36 1950 Timber 162,000 10 3361 Yelverton Nth Rd Marybrook 1 6 4.2 25 1950 Timber 112,500 11 3366 Quindalup Siding Rd Unknown 2 7.2 5.5 40 1999 2xRCBC 100,000 12 3367 Beckett Rd Unknown 4 10 4.5 45 1999 4x H/Pipe 100,000 13 3368 Vasse Yallingup Rd Carbunup Riv 2 12.2 8.0 98 1989 Timber 441,000 14 3372 Chambers Rd Marybrook 1 6.1 6 36 1980 RC UDUC 100,000 15 3373 Roy Rd Carbunup Riv 3 18.4 7.1 131 1977 Timber 589,500 16 3375 Jindong T'ton Rd Dawson Gul 5 11.6 5.9 68 1963 5xRCBC 100,000 17 3380 Kaloorup Rd Buayanyup Riv 4 24.4 7.0 170 1974 Timber 765,000 18 3381 Kaloorup Rd Dawson Gul 1 4.9 6.7 33 1960 Timber/RC 1993 148,500 19 3387 Payne Rd Dawson Gul 2 11.7 7.0 82 1979 Timber 369,000 20 3390 Payne Rd Unknown 2 4.8 6.8 33 2001 2xRCBC 100,000 21 3393 Ambergate Rd Unknown 3 16.5 7.0 116 1973 Timber/RC 2002 522,000 22 3395 Don Rd Unknown 1 7.4 5.8 43 1980 RC UDUC 100,000 23 3398 Evans Rd Vasse Riv 1 5.6 7.5 42 1984 RC UDUC 100,000 24 3404 Adams Rd Water Corp Drn 1 7.5 4.5 34 1979 Timber 153,000 25 3405 Adams Rd Ironstone Gul 1 7.5 4.2 32 1979 Timber 144,000 26 3406 Kaloorup Rd Ironstone Gul 5 6.7 7.2 48 2001 5xRCBC 100,000 27 3408 Gale Rd Ironstone Gul 1 7.4 5.8 43 1980 RC UDUC 100,000 28 3409 Gale Rd Dawson Gul 3 5 7.3 36 2005 3xRCBC 100,000 29 3410 Gale Rd Carbunup Riv 1 7 5.8 40 1976 RC UDUC 100,000 30 3413 Doyle Rd Unknown 3 4.4 7.2 32 1995 3xRCBC 100,000 31 3423 Acton Park Rd Boxer Gul 1 7.4 7.5 55 1980 RC UDUC 100,000 32 3428 Chapman Hill Rd Vasse Riv 3 17.1 8.8 150 1972 Timber/RC 2002 675,000 33 3438 Layman Rd Wonnerup Esty 7 40.1 10.5 421 1965 Timber/RC 2002 1,903,500 34 3440 Wonnerup Sth Rd Abba Riv 4 24.5 4.2 103 1936 Timber/RC 2002 463,500 35 3441 Wonnerup Sth Rd Vasse Riv 1 7.4 6.4 47 1972 RC UDUC 100,000 36 3447 Forrest Beach Rd Wonnerup Esty 5 29.9 4.2 126 1982 Timber 562,500 37 3464 Ludlow H'green Rd Abba Riv 2 11.7 7.8 91 1970 Timber/RC 2002 409,500 38 3480 Williamson Rd Abba Riv 1 6 7.1 43 1978 Timber 193,500 39 3487 Strelly St Vasse Riv 2 11.7 11.8 139 1960 Timber/RC 1996 625,000 40 4656 Old Caves Rd Toby Inlet 3 18.3 5.5 100 1940 Timber 450,000 41 4823 Quindalup Sth Rd Station Gul 2 12 7.1 85 1975 Timber 382,500 42 4854 Boallia Rd Ironstone Gul 1 6 7.2 43 1977 Timber 193,500 43 5070 Holland Rd Walsall Bk 1 7.2 4.5 32 1980 RC UDUC 100,000 44 5173 Old Vasse H'way Creek 2 2.6 4.0 10 2001 2xRCPC 50,000 45 6000 Peel Tce Vasse Riv 3 43 1.5 65 1980 Timber/RC 1990 292,500 46 6001 Peel Tce Vasse Riv 2 10.2 4.5 46 1945 Timber 207,000 47 6002 Queen Eliz Ave Vasse Div 1 19 3.0 57 1999 RC/Steel 256,500 48 6003 Margaret St Vasse Div 11 52 3.0 156 1970 Timber 679,500 Est Total Replacement Value 17,833,000 Timber Structure Replaced Ped Bridge Ped Bridge attached Road Closed -Disused Bdge

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Replacement value

Timber, $5,976,000, 34%

Timber/ RC, $9,850,000, 55%

Concret e, $1,750,000, 10%

Concret e/ St eel, $256,500, 1%

Timber

Timber/ RC

Concret e

Concret e/ St eel

Figure 1.1: Asset Replacement valuations

Figure 1.2 - Typical Three Span Timber Bridge (3D View) This plan does not include certain road elements which integrate with bridge structures to form the overall road network infrastructure. These include abutment approaches, forward signage, street furniture; road pavements and pavement seals. These items will be covered under separate asset management plans.

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1.3 The Asset Management Plan

An Asset Management Plan (AMP) is a tool combining management, financial, engineering and technical practices to ensure the level of service required by customers is provided at the most economical cost to the community. The AMP is a tactical plan that translates broad strategic goals and plans 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. The purpose of asset management is to provide a continuous process, covering the full life of the asset. It is seen as a practical and financially responsible means of managing assets through the creation, acquisition, maintenance, refurbishment, and disposal of assets to provide for present and future customers. The key elements of successful infrastructure asset management are:

• Ensuring appropriate use and functionality;

• Making the most out of the assets (service potential optimised);

• Applying full life cycle costing;

• Pursuing reduction or rationalisation of those assets not achieving the most productive outcome;

• Defining clear responsibilities for asset, accountability and reporting; and

• Recognising that infrastructure assets must support the Shire in the delivery of services to its community.

An asset management plan provides for the recognition of structured programs for acquisition, use and disposal of assets in the most efficient and effective manner, while at the same time, ensuring that the assets continue to provide a specified level of service delivery to defined standards over their entire life (Life-Cycle Asset Management). It is principally a plan that incorporates the direction of Councils Strategic Plan and provides significant information to the 5 Year Financial Plan as it relates to infrastructure and community assets while also responding to the deterioration of the asset during its useful life.

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The scope of the asset management plan relates to the four inputs and outputs as illustrated in Figure 1.3

• Processes: The processes, analysis and evaluation techniques needed to support effective lifecycle asset management These may include level of service (LOS), knowledge of assets, condition assessment, accounting and economics, asset utilisation/rationalisation, operations and maintenance, performance monitoring, optimised lifecycle strategy, audit and review.

• Information Systems: The information systems to support asset management processes and

manipulate data. These may include asset registers, financial systems, customer action request management system (CARMS), works programmes, GIS, plans and records.

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

outputs required. This may include asset classifications and identifications, asset attributes, historical condition maintenance data.

• Implementation Tactics: Including organisation, contractual and people issues. These tactics may

include retention of corporate/organisational knowledge, asset management training programmes, identification of core/non-core activities, quality specifications, contract supervision/performance monitoring.

A s s e t A s s e t M a n a g e m e n tM a n a g e m e n t

P la nP la n

C o m m e rc ia l T a c t ic sO rg a n is a t io n a l I s s u e s

P e o p le I s s u e s

P ro c e s s e s &M e th o d o lo g ie s

I n f o rm a t io n S y s te m s

K n o w le d g ea n d D a t a

M an a gem e n t P ra c t ic e s

Im p le m en ta t io n P ra c t ic e s

P la n n in g P ra c t ic e s

Figure 1.4: Asset Management Plan

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1.4 Plan Format

The figure below details the format of the AMP.

DEFINE LEVEL OF SERVICE Section 2

L.O.S INPUTS • Strategic • Environmental • Legislative • Customer • Financial • Political PREDICT DEMAND

Section 3

DECISION TOOLS

•

AM systems • Data • Processes • Analysis techniques

PREPARE ASSET LIFE CYCLE PLANS

•

Evaluate asset condition/ performance

• Identify management tactics

•

Identify, evaluate & select options •

Develop work programmes Section 5

Figure 1.4: Asset Management Plan For 1.5 Key Stakeholders

Key stakeholders in the use and management of the Shire's bridge network include: • Shire of Busselton • Federal and State Government Agencies – Main Road Western Australia, Police, Work Safe; • Grant funding bodies (MRWA, Commonwealth Government (FAG), Regional Road Group) • Community and Local Businesses; • Tourists; • Utility Providers • Developers; • Employees; • Emergency Services; • Contractors/Suppliers; • Insurers • Regional Authorities

PREPARE FINANCIAL FORECASTS Section 6

MONITOR PERFORMANCE & A

Sectio M PLAN IMPROVEMENTS

n 7

XX

CONSIDER RISKS Section 4

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1.6 Legislative Requirements

Key legislation relating to the management of bridge assets include: • Road Traffic Act 1974 • Main Roads Act 1930 • Environment Protection Act 1986 • Occupational Safety and Health Act 1984 • Local Government Act 1960 • Local Government Act 1995 • Native Tittle Act 1999 • Town Planning & Development Act 1928 • Heritage of Western Australia Act 1990 • Conservation and Land Management Act 1984 • Land Administration Act 1997 and • Aboriginal Heritage Act 1972

The issue of non-feasance (a failure to act when under an obligation to do so) has increased the profile of asset management within Local Government and has resulted in the need to focus on risk management by developing management systems for the local bridge network that are the responsibility of the Shire. The High Court decision of 2001 and resulting impact of "loss of immunity" for Road Authorities has initiated much discussion on road legislation responsibilities and the law of negligence. The law of negligence is a fault-based system where a person who carelessly cause injury or loss to another person should compensate that person. The High Court decision has ruled that this should also apply to a road authority that does not maintain its assets to an appropriate standard. In addressing the "duty of care" issue, it is fundamental that a corporate management process ensures that all asset management activities and processes are linked to an effective well-structured Bridge Structures Asset Management Plan. A recent Supreme Court Decision (Town of Mosman Park v. Tait (2005) WASCA 124) identified the following key points with respect to asset inspection regimes:

• Inspections must be regular with records of each inspection kept • An inspection schedule should be prepared and adhered to • The frequency and type of inspection system will depend on the type of asset in question and the

probability of hazards arising • Resources are a relevant factor in determining the type of inspection system to be implemented • The inspection system must include a scheme for recording a hazard, repairing a hazard where

possible or reporting the hazard to others to attend to • Inspections can be undertaken while doing other tasks as long as it is conducted in a manner

suitable to identify hazards

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1.7 Relationships with Other Plans

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

• Strategic Plan - The Shire's strategic plan is currently being reviewed and should include a

component covering 'responsible stewardship' which supports asset management.

• Five Year (Financial) Plan –This plan is currently being developed and will utilise the financial Forecast contained in this report.

• Five Year Works program - This program is currently developed utilising the Roads Asset

Management Plan (RAMP). Future works programme will be developed with direct reference to BSAMP and other asset management plans. The 5 year works programme prioritises projects and determines appropriate treatments for asset infrastructure.

• Annual Budget – Detailed action plan on projects and finances for each particular year. The

works identified in the asset management plans form the basis on which future annual budgets are prepared.

• Contracts – The service levels, strategies and information requirements contained in the asset

management plan are translated into contract specifications and reporting requirements for both construction and maintenance.

• By-Laws, standards and policies – These tools for asset creation and subsequent

management are needed to support asset management tactics.

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

1.8 Rationale for Asset Ownership

In accordance with the Local Government Act 1995, Sections 3.52 and 3.53 Council is required to undertake a number of functions in respect to the provision, care, control and management of infrastructure. This Act provides the legal framework to assist the Shire in providing an efficient and effective infrastructure system and bridge network. Local Authorities exist principally to supply core services that meet the needs of their communities. The services provided, and how they are provided, depend on the statutory regulations and on level of service required by the community. The provision of a local bridge network is a core business of the Shire of Busselton.

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2 - Levels of Service The Shires infrastructure asset register, documents and details assets that have been built to provide a functional purpose or "level of service" to meet the growing needs and expectations of road users and pedestrians as well as meeting the overall growth demands of the Shire. This section defines the levels or performance standards that are required and the basis of the decision behind their selection. The service levels support Council's strategic goals and are based on customer expectations and statutory requirements. 2.1 Introduction An integral part of the achievement of an efficient and effective BSAMP for the Shire of Busselton is to provide a safe, functional and well-maintained bridge network that meets not only community expectations, but also those of road users and pedestrians. The Shire will need to work in partnership with Federal and State Government agencies (MRWA) to maximise the effectiveness and efficiency of the care, control, management, planning, construction, maintenance and operation of the Shires bridge network. Levels of Service provide the basis for the life cycle management strategies and works programme identified within the BSAMP. They support the Organisation’s strategic goals and are based on customer expectations, statutory requirements, standards and financial capacity of the Shire to deliver those levels of service. The levels of service will be refined over a period of time to match the expectation of customers. This requires a clear understanding of customer needs, expectations, preferences and their willingness to pay for any increase in the levels of service. Levels of Service are used:

• to inform customers of the proposed type and level of service to be offered; • to identify the costs and benefits of the services offered; • to enable customers to asses suitability, affordability and equity of the services offered; • as a measure of the effectiveness of the BSAMP, and; • as a focus for the AM strategies developed to deliver the required level of service

The levels of service outlined in this Section are based on:

• Community Expectations • Strategic and Corporate Goals • Legislative Requirements • Legislation, Regulations, Environmental Standards and Industry and Australian Standards that

impact on the way assets are managed. • Design Standards and Codes of Practice • Australian design standards that provide the minimum design parameters for infrastructure

delivery by the Professional Engineer.

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The relationship between levels of service with Key Organisation plans is outlined in the figure below:

Asset Management Plan (Funding Programme)

Service Delivery (Service Level Definition)

Consultation (Affordable Target Setting)

Policies/Strategies (Goals to achieve objectives)

Strategic Plan

Figure 2.1: Key Organisation Plans Relationship 2.2. Levels of Service Requirements

LEGISLATIVE/REGULATORY Key Service / Performance Criteria Reference: 1. Built to Australian Standards 2. Built to MRWA Standards

Austroads Bridge Design Code 2001 Structures Engineering - Practice Notes 2003

CUSTOMER Key Service / Performance Criteria Reference: 1. Bridge Condition 2. Bridge Capacity 3. Bridge Safety

MRWA Preventive Maintenance Standard MRWA T44 Load Rating MRWA TACS Specification 850

STRATEGIC / CORPORATE GOALS Key Service / Performance Criteria Reference: 1. Community Satisfaction - Usable and safe. Liveable Neighbourhood Design Guidelines

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2.3 Community Expectations

In previous years the Shire has informally based community expectations and satisfaction on the quantity of complaints received over a period of time. However these expectations have been formally assessed as part of a community survey undertaken last financial year on behalf of the Shire by consultants Market Equity; results of this survey are details below in Section 2.4 2.4 Future Community Satisfaction Survey

A customer satisfaction survey was undertaken by the Shire during the 2005/06 Financial Year. The survey dealt with a broad cross section of services provided by the Shire but did not specifically focus on the provision and maintenance of bridge infrastructure. Attention was however focussed on the road network which encompasses bridges and associated road elements. The results of this survey were not all that favourable with the standard of roads below community expectations. It would be reasonably safe to assume that of the 400 residents surveyed only a small percentage would have included bridges as part of the road network. Based on this assumption the survey results would have no bearing on the level of customer satisfaction with the Shires bridge network. However, as indicated previously in the Executive Summary, the Shires bridge network has been assessed as being in average condition, requiring an injection of additional funds over the next three (3) years to bring them up to an acceptable standard. 2.5 Strategic and Corporate Goals

The Shire's is currently reviewing its Strategic Plan however details of the 2000-2005 plan are shown below. The Shire of Busselton's Ultimate Purpose is to…. 'Work together to provide Services and infrastructure for the Net Benefit of Ratepayers, Residents and Visitors and to provide proactive Leadership in Community Issues'.

Outcome 1: Community services provided to an agreed service Outcome 2: Economic development within the Shire that represents a net benefit for the community Outcome 3: Protection of the Shire's key environmental and character attributes Outcome 4: An organisation with motivated, informed People and adequate funds, assets and other

resources Outcome 5: A community that has access to culturally enriching opportunities Outcome 6: Ratepayers and residents who are informed about, involved in and satisfied with their

Council's services Outcome 7: A Council that strives for a safe and secure community

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2.6 Legislative Requirements, Standards and Codes of Practice

The following legislative requirements, Standards and Codes of Practice, with respect to levels of service will be taken into account:

REFERENCE DETAILS Road Traffic Act 1974 Regulations for types of vehicles, requirements and

uses on roads (including bridges) Main Roads Act 1930 Regulations and requirements that the Shire must

comply with relating to use of roads (including bridges) Environment Protection Act 1986 Regulations and requirements relating to the protection

of the environment. Occupational Safety and Health Act 1984 Regulations and requirements relating to the safety of

workers and the public. Local Government Act 1995 Regulations and requirements that Local Government

must comply with Native Tittle Act 1999 Regulations and requirements that the Shire must

comply with in relation to the use of land. Town Planning & Development Act 1928 Regulations and requirements that the Shire must

comply with in relation to the use of land Heritage of Western Australia Act 1990 Regulations and requirements that the Shire must

comply with in relation to historical sites Conservation and Land Management Act 1984

Regulations and requirements that the Shire must comply with relating to use of land and vegetation

Land Administration Act 1997 Parameters for control and vesting of road reserves Aboriginal Heritage Act 1972 Regulations and requirements that the Shire must

comply with relating to aboriginal heritage All other relevant State and federal Acts and Regulations

Details of practices to be employed

All Local Laws and relevant policies of the Organisation


Austroads - Australian Standards and Codes of Practice


Figure 2.2: Legislative Requirements and Codes of Practices

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The service levels are divided into two types:

• Community based; and • Operations based

Community based levels of service relate to how the customer receives the service in terms of:

• Function • Appearance; • Availability; • Comfort; • Safety; • Empathy (understanding, individual attention); and • Assurance (knowledge, courtesy, trust, confidence)

Function refers to the demand by customers for the bridge network to meet specific needs. It is generally understood that bridges are built for cars and trucks however where the population is high enough, bridges can be designed to specifically cater for public transport including bus and taxi lanes and train systems. Where demand is high enough, these types of bridges can have economic and environmental benefits. Other users of the bridge network are pedestrians and cyclists. The customer may consider the creation of pedestrian and cycle lanes (Dual Use Path) within the road carriageway; including the bridge running deck an important functional priority. A cost/benefit analysis of DUP's ought to be carried out should customer demand be strong. In some rural and semi-rural locations, there are situations where pedestrians, cyclists and vehicles share the road carriageway. This particularly occurs on Caves Road between Abbey and Dunsborough and whilst there are DUP's attached to the Buayanyup Drain crossing (MRWA Bridge # 242), Lockes Swamp crossing (MRWA Bridge # 243) and Station Gully crossing (MRWA Bridge # 246), the link is severed by the absence of similar structures at the Lennox River crossing ( MRWA Bridge # 244), Marybrook Drain crossing (MRWA Bridge # 245), and Toby Inlet crossing (MRWA Bridge # 247). In this situation, the road must function for vehicles pedestrians and cyclists. Operations based levels of service relate to the technical measures and the outputs the customer receives in terms of:

• Quality; • Quantity; • Maintainability; • Reliability and Performance; • Responsiveness; • Capacity; • Environmental Impacts; • Cost and affordability; • Legislative Requirements.

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2.7 Levels of Service Table

Key Performance

Indicator Level of Service

Performance

Measurement

Process

Target Performance Current Performance Actions to meet

performance target

Resources

Required

Safety Safe travel speed -

adequacy of

horizontal and vertical

alignments

Data from Main

Roads Crash Tool

Not measured Not measured Applications for increased

funding.

Not measured

Width of Bridge Width is adequate for

traffic volumes

Quantity of

complaints received

Not measured Not measured Not determined Not determined

Condition of Bridge

and surrounds

Regular routine

maintenance

Annual customer

satisfaction survey

80% of customers satisfied

or better

Not measured Increased funding $300,000 years 1-3

$100,000 thereafter

Condition of Bridge

deck surface

Surface Roughness

(NAASRA Counts)

Condition Survey

every 4 years

Primary Rds - <200

District Rds- <220

Local Rds - <230

Not measured Target rough surfaces in

annual works program

Allocation in Bridge

Program

Responsiveness Compliance with

target response times

% of requests

addressed within

timeframes

90% within 21 days Not measured Not measured Not measured

Performance Regular inspections to

assess faults

Frequency of follow

up maintenance

6 monthly inspections 6 monthly inspections Include priority

maintenance activities in

annual bridge works

program

Funding levels as

indicated above

Design and Capacity Width of Bridge Deck % of network

meeting

requirement

Primary - Dual Carriageway

District - 7.5m

Local Sealed- 6.2m

Local Gravel- <100 AADT

Not measured Not measured Not measured

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Chapter 3 - Demand Forecast 3.1 Introduction The Shire of Busselton sits in the South West Region of Western Australia which comprises12 local government authorities and covers some 24,000 square kilometres. The total population of the region of 132,000 (2003) is the largest regional population in Western Australia, making up 25% of the State's regional population. At the same time, the region's $5 billion per annum economy is the most diverse of any region in Western Australia, with much of the wealth coming from agriculture, timber and forest products, tourism, mineral extraction, processing and manufacturing. The fast-growing population in the coastal corridor is creating an urgent need for physical and social infrastructure to keep pace with the population's demands. The competing land-use needs of urban expansion, industrial development, agricultural intensification and environment will continue to be a challenge for governments, business and the community.

3.2 Growth Trends

The key drivers of demand for infrastructure in the Shire are: • Population growth • Tourism growth • Residential development • Demographic changes • Demand for increased services • Industry generated demand

3.3 Population Growth

The population growth rate of the South West Region is 2.8 per cent per annum and is one of the highest in the State; however, population growth is uneven across the region with the coastal corridor growing rapidly and with the inland areas stagnant or growing more slowly. The population of Busselton is 25,000 (2003) which represents 19% of the region and is part of the coastal corridor growing at 6.8%. This can be attributed to both a buoyant economy in the area and the 'Sea Change' phenomena of an emerging "lifestyle and beach" culture.

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Shire Population Growth 1971- 2001 – Shire of Busselton Census Year 1971 1976 1981 1986 1991 1996 2001

Estimated Resident Population

7,426 7,897 9,369 11,933 14,592 18,158 23,337

Increase on previous Census

- 471

(6.3%) 1,472

(18.6%) 2,564

(27.4%) 2,659

(22.3%) 3,566

(24.4%) 5179

(28.5%) Average Annual Growth Rate (Shire of Busselton)

- 1.23% 3.48% 4.95% 4.1% 4.5% 5.1%

Figure 3.1: Shire Population Growth

Source: Australian Bureau of Statistics, Census of Population & Housing

Shire of BusseltonPermanent Resident Population Estimates

1986-2021

10000

15000

20000

25000

30000

35000

40000

45000

50000

1986 1991 1996 2001 2006 2011 2016 2021

Pop

ulat

ion

ABS

Shire

WAPC 2000

Figure 3.2: Alternative Growth Scenarios - Projected Shire Population

WAPC = West Australian Planning Commission

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ASSUMPTION 2006 2011 2016 2021

3% AAGR (Low) 27,050 31,360 36,350 42,140

4% AAGR (Medium) 28,400 34,540 42,000 51,100 5% AAGR (High) 29,780 38,000 48,500 61,900

DPI Projections (2,000) 27,000 33,000 39,000 - AAGR of 3.8% to 2011, 3.5% to 2016, and 2.8% to 2021

28,000 33,900 40,250 46,200

Figure 3.3 - Projected Shire Population

Note: AAGR = Average Annual Growth Rate Source: ABS, DPI and Shire of Busselton Further extrapolating the final row figure would see the Shire of Busselton with a population of approximately 50,000 in 2025. 3.4 Tourism Growth

Busselton is a tourism hub in the "South West" and home to the Margaret River Wine Region. It is currently a 2.5 hour drive from Perth, but is expected to be reduced by 30 minutes on completion of the recently announced Peel Deviation at Mandurah. The tourist attractions of Busselton include:

• The Busselton Jetty (the longest timber piled jetty in the southern hemisphere) and its Underwater Observatory

• A pristine coastline including many good surf locations • North-facing Geographe Bay hosting one of only two Australian international Iron man events • Numerous caves and walks • A number of noted resorts. • The Margaret River Wine Region which extends into the Shire of Busselton.

Busselton is well known as a top tourist destination in the south west, being voted Western Australia's top tourism town in 1995 and 1996. It continues to be one of Australia's fastest growing retirement and holiday towns. An indication of the attractiveness of the area is the huge influx of visitors during peak holiday times where the local population often rises to over 60,000. 3.5 Residential Development Residential development in the Shire is taking place on a number of fronts including;

• Busselton: A townsite of 15,400 (2001 ABS) located along the coastal strip of Geographe Bay which will experience the most significant growth.

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• Dunsborough: A townsite of 3,600 (2001 ABS) located in the north western corner of the Shire which has experienced growth rates of approximately 9% between the 1996 and 2001 census.

• Yallingup: Restricted in future development by the surrounding Leeuwin Naturaliste Park.

• Eagle Bay: Will continue to develop. Its population is estimated at 120 (2001 ABS).

• Siesta Park: Will also continue to develop with its current population estimated at 180 (2001 ABS).

• Vasse: Located inland and south of Busselton. To date it has had a slow growth of only 1.5%, however with the recently completed Bussell Highway deviation, it is expected to eventually become part of the Busselton Townsite. Hence, its population is expected to dramatically increase by 5,000 over the next 20 years.

• Carbanup hamlet: Located on the Carbanup River several kilometres south of Busselton and has a slow growth rate which is expected to continue. Its population is estimated at 180 (2001 ABS).

• Rural Areas of the Shire: Comprise 1,454 square kilometres (145,400 ha) a large portion of which is rural and state forest (40,700 ha 28%). The rural area experiences little growth (about 1%) with an estimated population of 4,300 (2001 ABS). Whilst it is recognised the residential growth in Busselton and Vasse Newtown are expected to be the major contributors to increased demand on the road network; this will have little or no impact on the growth of bridge infrastructure throughout the Shire; as the main arterial and distributor roads are serviced by existing bridges. Any future stream crossings should be minor in nature and adequately accommodated by the installation of culverts.

Figure 3.4: Shire of Busselton

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3.6 Demographic Changes

The development of tourism and residential facilities throughout the Shire has been significant in recent years, particularly in the townsites. In addition to this, rural land has been under increased pressure for rural residential developments. This trend has been attributed to a lifestyle choice (Sea Change) and has resulted in a change in social characteristics, transport and economic patterns, and community facilities within these areas (Landvision 1996). The 'Sea Change' trend is also having an effect on the expectations of the community. As the population grows, an increasing number of people from the metropolitan area are joining the community. With them they bring expectations of services similar to the city which raise the service levels expected. The reality is that regional Local Governments maintain larger road networks than their metropolitan counterparts and struggle to match these expectations. Census data reveals that the largest employer in the Shire of Busselton between the years of 1986 and 1996 has been ‘Retail Trade’, followed by ‘Agriculture, Forestry and Fishing’. Over this period, employment in ‘Construction’, ‘Accommodation, 'Hospitality’ as well as ‘Property and Business Services’ have experienced the strongest employment growth. The 1996 Census reflects the changing demography of the Shire. During the years 1986 to 1996, the age category with the highest per annum growth rate occurred in the 40-44 years group, which increased by 796 persons, or 8.37% per annum. The data also reflects a significant increase in school-aged children (aged 5 to 14 years) for the same period of 1,097 students, an average annual growth rate of 4.8% (ABS, Catalogue No. 3235.5). During the same period, the data shows that the retired sector of the population (people aged over 65 years) has increased by 821 persons or 3.6% per annum but has continued to decrease as a proportion of the total population (ABS Catalogue Number 3235.5). Source: Busselton Dunsborough land release Plan 2000/1 - 2004/5 The growth in the viticulture industry in the Shire, and the subsequent change in land use, has increase traffic, particularly in the Western Sector.

3.7 Social and Cultural Significance

Like other similar towns and regional centres in regional Australia, the private sector provides the majority of jobs. The vast majority of employment in the area occurs within small business with 19 or fewer employees (Shrapnell Urban Planning, 2001) and 87 per cent of jobs in the Shire of Busselton are provided by the private sector (Australian Bureau of Statistics, unpublished data, 2001). The unemployment and under-employment statistics are dominated by youth (15 to 24 years), with 17 per cent of the 15 – 19 year cohort unemployed (4 per cent higher than in 1996) and 11 per cent of the 20 – 24 year cohort (3 per cent lower than in 1996) unemployed. The median weekly income for those people aged

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between 15 and 24 years is $344, which coincidently is the same as the median weekly income for the 55+ year's cohort. It is important to note however that 27 per cent of the youth cohort is not in the labour force, the majority of who are attending an educational facility (Australian Bureau of Statistics, 2003). There are a relatively high number of social security recipients in the Shire of Busselton. In 2000, 10,504 people (45 per cent of the permanent population at that time) received some form of social security payment. In 2002, the median weekly household income was $661 ($34,372 per annum) and the mean household size was 2.6 people (Australian Bureau of Statistics, 2003). Importantly, the median monthly rent was $624 and 1,375 people or 6% of the population, receive rent assistance. This supports regular reports (ACOSS, 2001; Busselton Margaret Times, June, 2003) that affordable housing remains a struggle for some people in the Shire of Busselton. Source: (ABS publication 3218.0 (2002-03) 3.8 Residential Impacts

Dwellings The Shire contains 7,000 (84% of dwellings) residential homes, 520 (6.2%) semi detached/ town houses 410 (4.9%) flats and 330 (3.9%) other dwellings This has remained relativity unchanged through the past couple of census (ABS 2001). Shire Average Occupancy Rate (All Dwellings) 1991 - 2.72 persons per private dwelling 1996 - 2.71 " 2001 - 2.67 " 3.9 Commercial/Industrial Impacts

New industrial zoned land at the Busselton Regional Airport (south east of Busselton) will soon be developed to service the increasing demand for such facilities. The sectors providing economic opportunity are seen to be diversification and intensification of agriculture and aquaculture, including;

• down-stream food processing for export markets; • value-adding to native hardwoods and plantation timbers, including development and marketing of new

products; • tourism, especially further dispersal of visitors to non-traditional centres and significant growth in

international visitor numbers to selected tourism "icons"; • expansion of mineral extraction, processing and manufacturing. • Expansion of viticulture and wine making

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3.10 Impact of Trends on Infrastructure

Existing Infrastructure

Whilst recognised that the Shires road network will be subject to increased traffic flows, particularly on roads along the Coastal Strip and distributor roads which service local residents, visitors and the tourist industry; this trend should have minimal impact on the Shires bridge infrastructure. Currently the busiest roads are Caves Road, Bussell Highway; Albert Street, Causeway Road and the Busselton Bypass. Combined, these roads incorporate a total of seven (7) bridges. Five (5) are under the care, control and management of MRWA; and the remaining two (2); one on Causeway Road and the other on the old Bussell Highway at Queen Elizabeth Avenue became the Shires responsibility following deproclamation of part of the Bussell Highway in June 2006. Distributor roads such as Tuart Drive, Wildwood Rd, & Layman Road with a combined total of six (6) bridges; half of which are aged timber structures will ultimately reach the end of their economic life in a shorter period of time due to increased traffic volumes and associated accelerated wheel loadings. In order to alleviate this, the Shire needs to lobby the State Government (MRWA) for the earlier replacement of these structures and the two bridges inherited under deproclamation of the old Bussell Highway. New, donated or inherited Infrastructure

Based on historic data collected over the past 10 years, Shire bridge infrastructure asset numbers have increased by a total of four (4) bridges. Two inherited bridges following deproclamation of the "old" Bussell Highway, and two following resolution of ownership between the Shire and Water Corporation. The most recent of these is Bridge # 3441 over the Abba River on Wonnerup South Road, which was not previously listed as a Shire asset. Growth of bridge assets from subdivisional development and other areas is expected to remain relatively stable with minimal growth in canal and lake type developments over the next 20 years.

Bridge # 3441 - Wonnerup South Rd (acquired June 2006)

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3.11 Demand Management Strategies

Demand management strategies provide alternatives to the creation of new assets in order to meet demand and looks at ways of modifying customer demands in order that the utilisation of existing assets is maximised and the need for new assets is deferred or reduced. Given the fact that 93% of the Shires bridge assets are road bridges, and that the primary objective of a bridge is to provide continuous all-weather access across rivers, creeks, drains and waterways; demand for the creation of additional road bridge assets is totally dependant on the demand for new roads. Therefore any non-asset solution adopted for the road network e.g. transportation strategies, will in effect flow on to bridge assets.

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Chapter 4 - Risk Management 4.1 Introduction The Shire of Busselton is currently formalising an approach to risk management and the following should be seen as guide to the practice. The overall objectives of formal risk management are to:

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

• Identify operational and organisational risks at a broad level, • Allocate responsibility for managing risks to specific staff to improve accountability; and, • Prioritise the risks to identify the highest risks that should be addressed in the short to medium term.

This section follows the process outlined in AS/NZS 4360: 2004, illustrated in the figure below.

Risk AnalysisDetermine consequence of failure

Assess probability of failure

Risk AnalysisDetermine consequence of failure

Assess probability of failure

Risk IdentificationFMECA- Failure Modes, Effects &

Criticality Analysis

Risk IdentificationFMECA- Failure Modes, Effects &

Criticality Analysis

Risk ContextEstablish risk evaluation criteria

Risk ContextEstablish risk evaluation criteria

Risk TreatmentSelect treatment options- ODRM

Implement preferred treatment option

Risk TreatmentSelect treatment options- ODRM

Implement preferred treatment option

Risk Evaluation Determine risk cost of exposure

Identify risk reduction opportunities

Risk Evaluation Determine risk cost of exposure

Identify risk reduction opportunities

Monitor and review

Com

mun

icat

e an

d C

onsu

lt

Assess Risks

Figure 4.1: Risk Management Plan

4.2 Risk Management Framework with the Shire

The proposed risk management framework consists of a risk management policy, a risk management strategy supported by a risk register. The risk management framework incorporates corporate, strategic and operational risks as illustrated below:

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Procedures (Safety, Operating) Design Standards

Works Programme

Short-term actions

Output

Operational

Risks Strategic infrastructure

(Corporate risks register)High level corporate risk

Risks

Figure 4.2: Risk Management Framework

4.3 Risk Management Strategy

The risk management plan is designed to ensure that: • All significant operational and organisational risks are understood and identified. • The highest risks are identified and addressed. • Risk reduction treatments which best meet business needs are implemented

4.4 Risk Assessment Process

The risk assessment process undertaken for bridges is thorough, encompassing design, construction and maintenance. All aspects of the bridge network are reviewed by experienced and qualified staff. Step 1: Context – Risk Criteria and Consequences of Risk

The key risk management criteria relating to bridge assets include: Operational

• Delays in the supply of materials • Non compliant materials • Poorly maintained equipment • Equipment breakdown and associated delays • Poor contract supervision • Inexperienced staff

Financial • Asset/liability management • Inadequate asset insurance • Poor project estimating

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• Inadequate budget control • Record loss • Poor cash flow • Inadequate costing systems • Limited Grant Funding

Political

• Changes in Government • Community expectations • Legislative changes

Natural/Man-made

• Flooding • Fire • Vehicular crashes • Vehicle loadings in excess of T44 • Noise, odour, dust, vibration and visual impact

Legal

• Breach of contract • Errors and omissions • Non-feasance • Limitation of liability • Public liability • Statutory breaches

Human Resources

• Loss of experienced key personnel • Loss of corporate knowledge • Enterprise bargaining disputes • Over reliance on a small number of staff

Economic

• Limited range of products Business Activity

• Client service • Image, reputation and support.

The establishment of risk management criteria is one of the most important steps in the risk management process as it sets the framework for consistent risk decision-making. Based on these suggested criteria, they are then used to determine the “consequence” of the risk.

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Step 2: Risk Identification

The bridge network risks are identified through • Design • Construction • Maintenance

During design the latest standards and procedures are used to ensure that design is of best practice and meets the expectations of the stakeholders. Construction methods should use suitable equipment and quality materials, with testing regimes implemented to ensure that bridges are constructed to standards and specifications required. Maintenance practices should reflect best practice and industry standards to ensure a safe and efficient bridge network that is maintained with the aim of maximising the life of the asset for the lowest 'whole of life' cost. Steps 3 & 4: Risk Analysis and Evaluation

The risk analysis considers both the likelihood and consequence of events and asset risks. The probability that a risk could occur can be considered using the “Risk Probability Ratings Table” below.

Code Likelihood of Occurrence

Current Probability of Condition Based Occurrence

Equivalent Statistical Probability

A Almost Certain Within 1 year 0.9 B Likely Within 2 years 0.7 C Moderate Within 3 - 10 years 0.2 D Unlikely Within 10 - 20 years 0.05 E Rare > 20 years 0.02

Figure 4.3: Risk Probability Ratings

The results of considering the probability and consequence of the risk provide a risk rating of ‘low’ (green), ‘moderate’ (yellow), ‘high’ (blue), or ‘extreme’ (red), as a result occurring, as table below.

LIKELIHOOD CONSEQUENCES 1 2 3 4 5 Insignificant Minor Moderate Major Catastrophic

A. Almost Certain H H E E E B. Likely M H H E E C. Moderate L M H E E D. Unlikely L L M H E E. Rare L L M H H

Figure 4.4: Risks Priority Matrix

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Step 5: Treat Risks

Once the risks have been assessed and rated, the most significant risks (for example, those of extreme or high risk) are isolated for treatment or control. 4.5 Project Risks

A risk assessment process similar to that used above for existing assets is used to prioritise capital projects. This process forms the basis of the long-term capital works programme. The process takes into account the:

• Fit with corporate direction • Consequences of not proceeding • Community needs

4.6 Operational Risks

Operational risks are addressed though • Occupational Health and Safety processes • Safe working Practices

4.7 Contingency Plans

Contingency plans are designed to restore and maintain services in the event of an emergency and should be part of the hierarchy for disaster management for the Shire of Busselton. The Shire has good working relationships with State Emergency Services and the Police, both of which take leading roles in the event of an emergency. At the time of writing, the Shire did not have a detailed contingency plan in place for the bridge network; the following are details that need to be addressed. Business Continuance Plan The objectives of the Business Continuance Plan are:

• To provide for a response immediately following an incident. • To provide a mechanism for recovery of essential services as soon as possible after an incident, at an

alternative site if necessary, and • To re-establish business and services to the level expected prior to the incident.

Engineer Headquarters The Business Continuance Plan covers isolated events having an impact on one unit or an essential service required by more than one unit. In a multi-unit situation, the 'Engineer Headquarters' will be convened to guide an overall response. This has dedicated communication lines to emergency services if there is the need for a coordinated response to a disaster.

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Operating Manuals The Shires operating manuals contain key procedures for emergency response. Recovery Plans These plans are designed to swing into effect in the aftermath of an event accompanied by widespread damage and guide the restoration of full service. The Shire has no specific recovery plan and the preparation of this has been identified as a priority task. 4.8 Communication, Monitoring, Review and Reporting

It is essential to monitor the risks, the implementation of the treatment options and the effectiveness of the treatment options. Constant monitoring needs to take place to ensure changing circumstances do not alter risk priorities.

4.9 All employees

All staff and service providers are responsible for reporting any identified risks that come to their notice. Each department has a risk register that identifies risks, treatments, managements and accountabilities. Some of these risks are dealt with at an operational level and others may be escalated as an organisational issue and dealt with as part of the overall corporate risk register.

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Chapter 5 - Lifecycle Management Plans 5.1 Introduction The bridge network under the care, control and management of the Shire totals forty six (46) structures comprising seventeen (17) timber bridges, ten (10) timber/concrete, eighteen (18) concrete and one (1) concrete/steel. Forty three (43) are road bridges and three (3) are dedicated pedestrian bridges. There are also several bridges located on highways and main roads within the Shire that are administered, and maintained, by Main Roads Western Australia (MRWA). These are located on the Bussell Highway, Vasse Highway, Caves Road, Sues Road and the Busselton Bypass and are not included in this Bridge Structures Asset Management Plan. Whilst not yet fully developed, the Shire currently utilises a basic bridge database to manage its network of bridges. This database which contains a base library of historic information, including photos, maps and Main Roads Western Australia (MRWA) bridge inspection reports will be further enhanced to improve overall integrity and to provide a platform for future bridge maintenance, refurbishment and replacement programmes The accuracy of the data provided by MRWA is of a high standard and provides the Shire with guidance on what routine and specific maintenance tasks are required to maintain the asset following an inspection; however individual Bridge Inspections are only carried out on a five (5) year cycle and specifically targeted at structural components. To ensure these maintenance issues such as vegetation encroachment, white ant and fungi attack, abutment and stream scouring, road surface and deck maintenance are addressed, the Shire is developing a procedure for bi-annual visual inspections. Follow up maintenance will be prioritised, and works undertaken within budgetary limitations. 5.2 Operations, Maintenance & Renewal Plan Operations and maintenance strategies optimize the day-to-day activities. Operational and maintenance activities fall into the following categories, each having distinct objectives and triggering mechanisms: Operations: - Activities designed to ensure efficient utilisation of the assets, and therefore ensure that the assets achieve their service potential. Operations have no direct effect on asset condition but are necessary to keep the asset properly utilised. Operational strategies cover activities such as survey and design, inspections, and asset administration. Maintenance: - Maintenance strategies are designed to enable existing assets to operate to their service potential over their useful life. This is necessary to meet service standards, achieve target standards and prevent premature asset failure or deterioration. There are two types of maintenance:

• Planned (proactive) maintenance: Work carried out to a predetermined schedule (e.g. regular bridge inspections) or programmed as a result of needs identified through inspections (e.g. white ant treatment, pile banding, scour protection).

• Unplanned (reactive) maintenance: Work carried out in response to reported problems (e.g. damaged guard rail, damaged running deck).Generally unplanned maintenance is spasmodic and results in the

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uncoordinated maintenance activities associated with the upkeep of bridge assets. As maintenance works are uncoordinated there is generally a loss of efficiency of plant, labour and materials.

A key element of asset management planning is determining the most cost effective blend of planned and unplanned maintenance. Renewal Plan: Cyclic renewal works fall into two categories;

• Refurbishment: Involves the repair of existing assets, or asset component. Refurbishment restores a bridge to its design, functional and structural level of service. An example may include replacement of a damaged stringer. Refurbishment does not provide for a planned increase in the operating capacity or design loading of a bridge. It is intended to enable the asset to continue to function so as to meet current standards and levels of service.

• Replacement: Does not provide for a planned increase to the operating capacity or design loading.

Some minor increases in capacity may result from the process of replacement, but substantial improvement is needed before asset development is considered to have occurred.

Asset replacement is undertaken when the structure has reached the end of its economic life. The types of replacement works include:

• Entire bridge replacement • Partial bridge replacement

Works are programmed on the basis of an economic evaluation with projects being justified when the future savings achieved by doing the work exceed the cost of the work. Cost/benefit calculations should include an assessment of the risk associated with flood and fire. When forecasting replacement, the required level of rehabilitation will depend on:

• The age profile of the structure • The condition profile of the structure • The level of on-going maintenance • The economic life of the materials used

The average economic life for Shire bridge structures has been assessed at:

• Concrete Bridges including RCBC 80 years • Concrete/Steel 70 years • Timber Bridges 60 years • Timber/Concrete 70 years

If bridge maintenance levels are maintained in accordance with MRWA Standards, it is not uncommon for the actual life of structures to extend beyond its economic life - i.e. old bridges can be kept in service even though

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they may no longer have any book value. A method employed by MRWA to extend the economic life of timber structures is to place a reinforced concrete deck over the existing timber superstructure as shown in the photograph below.

Bridge # 3440 over Abba River - Wonnerup South Road

(Reinforced Concrete Deck Overlay) Bridge renewals could be indicated from the bridge age histogram below, and the average economic life expectancy details provided earlier. Timing of these renewals may be better indicated from graphing maintenance costs (incurred in order to keep a bridge up to its service potential) against its residual value. At some point the lines will intersect indicating the optimum time for renewal. The following table shows the number of bridges conforming to age distribution.

0

2

4

6

8

10

12

14

16

18

20

0-10 11-20 21-30 31-40 41-50 51-60 61-70 71 Plus

Age Bracket

Num

ber o

f Brid

ges

Figure 5.1: Bridge Age Distribution Histogram

Whilst every effort is made to replace bridge structures prior to the end of their economic life, and to avoid posting load limits especially on bridges which are strategically placed in respect to arterial and distributor roads, decisions on repair or replacement ultimately come down to available funding.

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MRWA who retain responsibility for assessing and posting bridge load limits, are well aware of the impacts such decisions have on the community and continue to closely monitor LGA performance in respect to specific and routine maintenance of bridges under their control. History has shown that asset maintenance is the key to asset preservation. Failure to maintain a structural asset may result in premature failure causing death, serious injury and or property damage. MRWA carry out load capacity rating on bridges which they consider are not performing to the required standard (T44 Rating) or have been subject to an event (vehicular crash, flood, fire etc) which may have compromised the asset integrity. The Shire currently has no load capacity restrictions on its vehicular bridges; however Rotary Park pedestrian bridge over the Vasse River (shown below) was closed in 2004 following a structural assessment which highlighted a number of safety concerns. This bridge is currently listed in the 5 Year Capital Works programme for major refurbishment works.

Bridge # 6000 Rotary Park Pedestrian Bridge

New Works: Projects (including land purchase) for the extension or upgrading of bridge assets required for growth or additional levels of service, including:

• Works that create an asset that did not exist in any shape or form • Works that improve an asset beyond its original size or capacity • Upgrade works that increase the capacity of an bridge asset • Works designed to produce an improvement in the standard and operation of the bridge asset

beyond its original capacity. An example under this category is Bridge # 3409 over Dawson Gully on Gale Road. The original timber structure was a single span bridge with 5.6m wide sealed running deck. In 2004 the bridge was load rated following failure of the bridge decking and subsequently found not to comply with the standard T44 rating.

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In 2005 the bridge was replaced by the Shire with a triple cell (1500 x 1200) RCBC. Replacement resulted in widening of the existing road pavement to 7.3m (kerb to kerb) and increased waterway area as shown in the photo below.

Bridge #3409 - Triple cell RCBC over Dawson Gully - Gale Road

Asset Disposal: Costs associated with the removal or disposal of decommissioned assets. It is unusual for a bridge asset to be decommissioned as generally once a bridge has been built it will remain although its usage may change over time. Occasionally sections of roads are realigned and these redundant sections closed to vehicular and pedestrian traffic. In these cases the road reserve is usually closed and the land rezoned for another use. A prime example of this was the realignment by MRWA of Caves Road at Quindalup, and the construction of a new bridge over Toby Inlet This closure resulted in decommissioning of the old timber bridge (Bridge # 4656) shown in the photo below. The future of this bridge has yet to be decided, however given its current state of disrepair any moves towards re-commissioning will require full structural assessment and evaluation of cost/benefit.

Decommissioned Bridge # 4656 over Toby Inlet - Quindalup

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5.3 Asset Hierarchy

Given the interdependent relationship between roads and bridges, this asset management plan will adopt the same traffic volume classifications used in the Shires Road Asset Management Plan (RAMP) to establish a hierarchy for vehicular bridges. The road hierarchy used in the RAMP has been developed to segment the road network into appropriate functional classifications to formalise the levels at which decisions take place and the levels at which actions such as data collection takes place and outputs are generated. The adopted hierarchy is shown below: Primary Distributor: These roads serve as a strategic link between districts and often serve the Central

Business District. These roads are a significant element in the local economy and generally carry traffic volumes of greater than 10,000 Average Annual Daily Traffic (AADT) and are constructed and maintained to a very high standard.

District Distributor A: These roads serve as a link within and between districts. These generally carry traffic

volumes between 6,000 and 10,000 AADT and are generally constructed and maintained to a high standard.

District Distributor B: These roads also serve as a link within and between districts and generally carry

traffic volumes of between 3,000 and 6,000 AADT with the standard of road varying in accordance with the level of usage.

Local Distributor: These are locally preferred routes between or within areas of population or activity.

They compliment district distributors and generally carry between 1,000 and 3,000 AADT with the standard of road varying in accordance with the level of usage.

Local Access Road: These are all other roads servicing land use activities with standards appropriate for

the level of usage they receive. Generally these roads carry low traffic volumes, less than 1,000 AADT.

It should be noted that the above hierarchy would also include as a minimum requirement that all vehicular bridges meet MRWA T44 load carrying classification regardless of AADT. The number of bridges which fit in each road classification are shown in the table below: The three (3) pedestrian bridges and the disused vehicular bridge over Toby Inlet have not been included in the total count.

Functional Bridge Hierarchy

Bridges on Primary

Distributor (No)

Bridges on District

Distributor A (No)

Bridges on District

Distributor B (No)

Bridges on Local

Distributor (No)

Bridges on Local Access

(No)

Total No of

Vehicular Bridges

2 (5%) Nil (0%) 1 (2%) 3 (7%) 38 (86%) 44

Figure 5.2: Functional Bridge Hierarchy

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5.4 Maintenance Contract

The Shire contracts out a small portion of its routine maintenance works (weed spraying, white ant treatment). Due to skill shortages the majority of specific maintenance activities to superstructure components such as piles, stringers and corbels are carried out by contractors. The management of these contracts is undertaken in-house by the Infrastructure Services Business Unit. 5.5 Inspections

Inspections of the bridge network are designed to identify defects that have the potential to shorten the life of the structure and create a risk of damage or inconvenience to the public. As detailed in the Executive Summary, MRWA undertake a comprehensive inspection of the Shires road bridge network on a five (5) year cycle. The accuracy of the data provided by MRWA is of a high standard; however as indicated above individual Bridge Inspections are only carried out on a five (5) year cycle. Whilst this provides the Shire with guidance on what routine and specific maintenance tasks are required to maintain the asset at the time, they do not replace the need for more frequent inspections. To ensure on-going maintenance issues are addressed and the asset is maintained to a high standard, the Shire is developing a procedure for bi-annual visual inspections utilising MRWA bridge inspection procedures. Follow up maintenance will be is prioritised and works undertaken within budgetary limits. 5.6 Maintenance Intervention Levels

Intervention levels support the service levels provided to the community by defining a priority code for determining deadlines for when maintenance tasks are to be carried out. This measure is also useful in the development of ongoing maintenance programs. Defined intervention levels also assists the Shire in being able to organise maintenance works on a risk priority basis, rather than be susceptible to carrying out works on a chronological basis, or as a result of pressure from MRWA. It is considered, however, that their greatest benefit is served by assisting in providing a sound legal argument as to why certain works were, or were not carried out. To ensure continuity between MRWA Bridge Inspections and Shire Inspections; the Shire has adopted MRWA Preventative Maintenance Standards. The table below indicates maintenance tasks associated with timber bridges and a "Priority Code" with timeline for the works to be undertaken. The primary objective is to complete the maintenance work within the require timeframe(s).

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MRWA Maintenance Activity Code No.

Maintenance Task Description Priority Code & Timeframe

011 Timber end-grain sealing 2 - High Priority 12 months from date of inspection report.

012 Bolt tightening and fastener maintenance 2 013 Groundline treatment of Piles 2 014 Treatment of decking planks 2 015 Treatment of timber stringers 2 016 Routine maintenance of outside stringers 2 017 Treat abutment end of wandoo stringers 2 018 Treat abutment bedlogs (ground contact) 3 - Priority 18 months from date of

inspection report 019 Treat timber bearers, pier bedlogs (off

ground) 3

021 Repair of split piles 2 022 Repair of split stringers 2 031 Timber handrail maintenance 1 - Priority 6 months from date of

inspection report. 032 Deck drainage (Pre overlay bridges) 1 033 Removal of deck vegetation 1 034 Vegetation and debris clearance under bridge 1 035 Regulatory and warning signs 0 - Critical safety deficiency implement

safety measures immediately; finalise 1 month from date of inspection report

041 Marine organism protection 3 042 Termite inspection and treatment 1

Figure 5.3: Intervention Priorities & Timelines Priority Code: O - Critical Safety Deficiency - emergency action required 3 - Priority (18 months) 1 - Very High Priority (6 months) 4 - Low Priority (24 months) 2 - High Priority (12 months) 5 - Very Low Priority (30 months) 5.7 Performance Monitoring

The data set available at this time has some condition rating and age data. A key recommendation of this BSAMP is establishment of a bi-annual inspection procedure which will provide up to date bridge condition data, and serve as a monitoring tool for performance of the assets.

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Condition Rating

Bridges are rated on their structural integrity condition, and the level of deterioration of bridge elements caused by biological and non-biological agents. The main agents of biological attack for timber bridges are fungi, termites and marine borers. The main causes of non-biological attack are corrosion of fasteners, shrinkage, splitting and fire. Concrete structures deteriorate through exposure to salt, carbonation, chloride penetration and alkali-aggregate reaction. The main agent contributing to the deterioration of steel structures is corrosion.

0

2

4

6

8

10

12

14

16

18

0 1 2 3 4 5 6 7 8 9 10

Bridge Condition Rating

Num

ber o

f Brid

ges

Figure 5.4: Present Condition Distribution of Bridge Assets

The condition rating graph shown above indicates that overall Shire bridge assets have an average rating of 5, and by interpretation are in fair to reasonable condition. The zero to ten condition scale used in this BSAMP (show below) was adopted from the Western Australian Asset Management Improvement Programme (WAAMI).

Condition Generalised Generic Description of asset condition

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

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

decline 1

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

condition 2

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

serviceability problems 3

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

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

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

cost would be rising 6

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

would be high 7

An asset in very poor overall condition with serviceability now being heavily impacted upon by poor condition. Maintenance costs would be very high and

the asset would be at a point where it needed to be rehabilitated 8

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

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

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5.8 Ownership Functions

The Shire of Busselton has a number of key missions in the delivery of a bridge network including; • Ensuring cost-effective lifecycle management of assets • Providing and maintaining levels of service that satisfy users and meet current and future

expectations. Key current issues in relation to these functions include:

• Capacity and safety concerns with some single lane rural bridges as traffic growth increases as a direct result of rural residential development and growth in the tourism industry.

• Maintenance implications in respect to the inheritance of two bridges following deproclamation of the "old" Bussell Highway, and Bridge # 3441 on Wonnerup South Road.

• Impact of heavy haulage, mainly B-Doubles on bridge infrastructure. These are further discussed below. Bridge Capacity The Shire currently manages forty eight (48) bridges; nine (9) of these are single lane bridges, eight located in rural areas and one urban. Of the eight rural bridges, two are on sealed roads and the remaining six on gravel roads. With an increase in traffic volumes these single lane bridges have the potential to compromise the safety of the travelling public. The Shire is currently reassessing its road network hierarchy with a view to including bridge replacement, widening or upgrading as an integral part of road reconstruction projects. A prime example of this strategy is the reconstruction of Yelverton North Road and replacement of Bridge # 3361 over Mary Brook. These works are scheduled for 2006/07. Maintenance Implications Since May 2006 the Shire has inherited a total of three (3) bridges. Two via deproclamation of the "old" Bussell Highway (Bridge #240 & 241) and the third (Bridge #3441) via settlement/agreement with Water Corporation and MRWA. All three bridges require varying level of maintenance and Bridge #3441 on Wonnerup South Road is exhibiting signs of abutment cracking and will require structural repair within the next few years. Heavy Haulage The increases in the road freight tasks have led to changes in the axle masses and configurations of heavy and over-sized vehicles. The impact of these increases is currently having an unknown and unrecorded effect on both road and bridge infrastructure for Local Government. Many rural Western Australian local governments have a road and bridge network which is over 40 years old and the cost of replacing this network is well outside of their ability, therefore preserving the network has become a very important focus. This includes the need to regulate the use of individual roads and associated bridge infrastructure.

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There are many issues with transport contractors which need to be addressed on individual circumstances, which makes control of access to the Shire's road and bridge network very important and often requires an individual vehicle assessment accompanied with travel route assessment. Some of the items which need to be considered individually are: Road Friendly Suspension Systems - Heavy vehicle suspensions control the way in which the vehicle's dynamic axle loads are transmitted to the overlaying road pavement and bridge superstructure Bridge Pavement Wear - The product of the number of Equivalent Standard Axles (ESAs) and the Annual Distance Travelled (ADT). Bridge Design - The use of actual traffic values for vehicles traversing bridges to compare the effects of heavy traffic on the future design of bridges. Bridge Pavement Maintenance - The effects of heavy traffic on bridge pavement maintenance costs and procedures, including the reduction in reseal frequency and pavement service life due to the increase in the amount of wear produced by heavy vehicles. It is critical to the Shire that any over-sized vehicle access system has the flexibility to monitor individual heavy traffic movements which will have a direct cost to the maintenance and safety of their infrastructure. The Shire requires heavy vehicles using Shire roads and associated bridge structures to apply for heavy haulage permits. Agreements are drawn up to ensure that any designated roads are used at given times and that the roads are maintained by the permitted user. 5.9 Overview

Some of the key life-cycle issues that affect bridge structures are:

• Approximately 73% of Shire bridges are timber structures with an average age of 44 years. The average economic life span assigned to these bridges is 60 years, leaving an average of 16 years of remaining serviceable life.

• The maintenance cost of timber structures is in the order of five times that of similar concrete structures. To reduce long term maintenance costs, an accelerated replacement programme should be considered as a strategy to reducing life-cycle costs of these assets.

• Further improvements to maintenance programming is required in order to address the backlog of routine and specific maintenance tasks detailed in MRWA Inspection Reports.

• Unit rates for routine and specific maintenance tasks will need to be developed, monitored and updated regularly to ensure adequate financial provisions are made in future budgets.

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Asset Life & Value

The life span of Bridge assets are based on 'useful life' and the following have been adopted by the Shire

Valuations for the replacement of timber bridges are based on a unit rate of $4,500 per m2 of deck area. The total deck area includes pedestrian facilities. Valuations for RCBC's which can vary considerably; are based on estimated construction costs including survey, design and supervision.

Asset Classification Life-span

Deck Area m2 Replacement Cost Written Down Value

Timber 60 1304 $5,976,000 $2,524,575 Timber/Concrete 70 2187 $9,850,000 $3,526,972

Concrete (incl RCBC) 80 649 $1,750,000 $1,359,375 Concrete/Steel 70 57 $256,500 $230,850

Figure 5.5: Asset Life

The life span values adopted for the four categories of bridges are considered somewhat conservative when compared to a number of other LGA's. These values will undergo review once more historical data has been compiled and assessed. The ratio of written down value to replacement cost is approximately 43%, and as indicated above is partially dependant on the life span assigned to each bridge category. If life spans were increased by an additional 20 years the ratio would change to 54%; however for this BSAMP the values assigned will remain unchanged until the next review. A well maintained bridge network would ultimately extend life spans; however the decision to continue to maintain a structure beyond its use-by date or replace the structure will ultimately come down to whole of life costs and available funding. Historical Expenditure The following Table summarises the asset group historical expenditure over the period 2000 -2005. The figures illustrate the varying expenditure in each category.

Expenditure Category 2001/02 2002/03 2003/04 2004/05 2005/06

Operations/Maintenance $34,088 $13,387 $5,059 $23,919 $10,569 Refurbishment $123,000 $801,894 $18,000 Nil $36,000 Replacement Nil Nil Nil $75,000 Nil

Figure 5.6: Historical Expenditure

Due to the absence of specific budget allocations for bridge operations/maintenance expenditures over the past five years, the figures shown above are not an accurate representation of actual annual expenditures. Until recently funding for bridge maintenance was contained solely within the road maintenance budget. In order to rectify this problem new financial controls and reporting are being implemented in 2006/07 to ensure correct cost allocation to individual bridges, and to establish accurate unit rates for future budgets.

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Chapter 6 - Financial Forecast 6.1 - 20 Year Financial Forecast Timber bridge replacement and selected specific maintenance works are programmed by MRWA and funded 1/3 by the State and 2/3 through Federal Assistance Grants Scheme (FAGS) as indicated in the chart below. The Shire is consulted in respect to replacement priorities, and once agreed are given the opportunity to undertake specific grant funded maintenance tasks and to carry out survey, design and construction of new replacement structure. If the scope of works falls outside the Shires capacity/capabilities, the project is undertaken by MRWA utilising established Term Network Contracts.

Local Government Bridgeworks Funding Model

Because of MRWA's leading role in the distribution of grant funding and the development and implementation of a 10 year Bridge Maintenance and Replacement Programme for the South West, the Shire has limited input into the level of funding allocated to its area. The Shire does however have the ability to accelerate the programme through the injection of its own funds. Given the current low level of funding from both State and Federal Governments for bridge works, the Shire will ultimately need to fund the replacement of a number of bridges over the next 10 years to maintain the same level of service and minimise the risk of a funding gap blowout. An appropriate way of addressing this issue is to incorporate bridge widening, refurbishment and or replacement into the Shires Capital Works Programme. As indicated earlier in this plan, the principal aim of asset management is asset preservation. Therefore the level of maintenance funding is equally as important as capital funding.

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Bridge # 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 Comments 238 $105,000 Major repairs to timber bridge

3343 I Inspection Required


3347 $141,000 Replace with RC single span

3361 $93,000 Replace timber bridge with RCBC

3368 I Ins pection Required








3404 $6,000 Undertake waterway assessment






3447 $324,000 RC Overlay 4.2m wide



4854 LFR Listed for replacement


MRWA 10 Year Strategy for LG Bridges

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MRWA 10 Year Strategy for Local Government Bridges as shown above is currently under review; however as indicated earlier the current level of grant funding for bridge refurbishment and replacement is unlikely to change. The average annual grant funding over the first six years (2006/07 - 2011/12) is approximately $111,000; which is less than the Shires 2006/07 maintenance budget of $140,000. A recommendation of this plan will be for the Shire to pursue MRWA for increased annual funding.

6.2 Financial Projection Discussion

The key features of the financial projections are: Operations

Operational expenditure is essential and includes items such as inspections and recording of bridge inventory and condition ratings. In the past this work has been spasmodic resulting in gaps in the data and uncertainty of bridge condition. A key recommendation of this BSAMP will be the introduction of bi-annual visual inspections and condition rating. Operational costs are expected to grow at 1% per annum.

Maintenance

Bridge maintenance expenditure includes planned (proactive) and unplanned (reactive) maintenance. Planned maintenance includes works carried out to a predetermined schedule or programmed as a result of need identified through inspections (e.g. white ant treatment, pile banding, scour protection). Unplanned maintenance includes works carried out in response to reported problems (e.g. damaged guardrail, damaged running deck).

Over the past 5 years, bridge maintenance expenditure has not kept pace with the rate of asset deterioration. However the 2006/07 bridge maintenance budget of $140,000 should provide a solid foundation for addressing the backlog. A key recommendation of this BSAMP will be a 43% ($60,000) increase in bridge maintenance over the next three years to clear the maintenance backlog and bring the bridge stock up to the required standard. Once this is achieved, the annual maintenance budget can be reduced to $100,000 for ensuing years.

Refurbishment/Replacement

Refurbishment involves the repair of existing assets, or asset component. Refurbishment restores a bridge to its design, functional and structural level of service. Refurbishment does not provide for a planned increase in the operating capacity or design loading of the bridge. It is intended to enable the asset to continue to function so as to meet current standards and levels of service.

Replacement involves partial or complete replacement of the original bridge structure. Replacement does not provide for a planned increase to the operating capacity or design loading. Some minor increases in capacity may result from the process of replacement, but substantial improvement is needed before asset development is considered to have occurred.

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New Works

New works include:

• Construction of new structures to allow for road or land development or to achieve traffic efficiencies by providing links across significant features (rivers, creeks, deep drains etc)

• Replacement of existing structures to upgrade traffic capacity, load capacity and/or stream waterway area. For example Bridge # 3409 on Gale Road was replaced in 2005. This has increased the capacity of the bridge for both traffic and waterway area.

As indicated in Section 3.10 of this report, growth of bridge assets are expected to be minimal over the next twenty (20) years. Over the next three (3) years the Shire will take ownership of two (2) Developer funded bridges; one at Birchfield subdivision Vasse and the other at Port Geographe. Acquisition of these assets will need to be matched by an increase in maintenance and renewal funding.

Based on MRWA's 10 Year Strategy for LG Bridges (currently under review) it is difficult to predict a growth factor for bridge refurbishment or bridge replacements; however a key recommendation of this BSAMP is for the Shire to continue to pursue MRWA for increased funding for bridge refurbishment and replacement. Figure 6.1 below displays the gap (loss of service level) between consumption (depreciation) and the required rate of renewal (refurbishment and replacement). This loss is estimated at $3.6 million over 20 years.

Impact on Service Levels Potential 20 Year Forecast Renewals + Depreciation Expenditure

Average Bridge Life 70 Years

0

100,000

200,000

300,000

400,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Years

Expe

nditu

re

0

100,000

200,000

300,000

400,000

Consumption

Service (Loss of)

Renewals

Figure 6.1: Gain (or Loss) of Service Potential based on Current Expenditure

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A further explanation of Figure 6.1 is that on average the Shire receives approximately $111,000 pa from State and Federal grant funding for bridge renewals (refurbishment and replacement). However the amount required is in the order of $276,000 pa to ensure consumption (depreciation) does not exceed renewal.

Using the model of current expenditure (Figure 6.1) the rate of renewal growth was adjusted to include additional capital expenditure in the order $165,000 pa, increasing at 1% for the next 20 years. Figure 6.2 below shows the impact of the injection of additional capital funds into the bridge renewal programme. By observation the loss of service potential has closed, and consumption and renewals are at the same level.

In the past the Shire has relied solely on grant funding for bridge refurbishment and replacement; and to date has not contributed any capital funding towards renewals. This dependence on grant funding has inadvertently contributed to the current situation; a situation which needs to be rectified. A key recommendation of this BSAMP will be that the Shire allocates $165,000 annually for bridge renewals.

To determine if this increase in renewal cost is warranted the bridge network needs to have condition ratings updated. If the network is assessed at better than average condition than the amount allocated to bridge renewals may be reduced.

Impact on Service Levels Potential 20 Year Forecast Renewals + Depreciation Expenditure

Average Bridge Life 70 Years with $165,000 increase in Renewals

0

100,000

200,000

300,000

400,000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Years

Expe

nditu

re

0

100,000

200,000

300,000

400,000

Consumption

Service (Loss of)

Renewals

Figure 6.2: Gain (or Loss) of Service Potential - $165,000 annual increase in Renewals

In dollar terms, the actual expenditure required to obtain this outcome is shown below. Activity 2007/08 2008/09 2009/10 2010/11 2011/12 Operations 2,000 2,040 12,081 2,122 2,165 Maintenance 200,000 204,000 208,000 100,000 102,000 *Renewals 165,000 166,650 168,317 170,700 171,700 Total 367,000 372,690 388,398 272,822 275,865 Note * Renewal costs shown in the above table do not include State and Federal Grant Funding as shown in Figure 6.2 It is a recommendation of this report that these figures are adopted by Council.

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6.3 Key Assumptions

The following general assumptions have been made in preparing the 20-year expenditure forecasts: • All expenditure is stated in dollar values as at June 2006 with no allowance made for inflation over the

20-year planning period.

• A 0% growth rate represents no increase or decrease in the current rate. For example if subdivisions or expansion of the road network are increasing bridge assets by an average of one new bridge every ten years; this rate of development will continue for the 20 year period.

• Initial renewal costs have been reviewed on the basis of historical costs, preliminary condition deterioration work, and compared to the depreciation provision and the funding available. Renewal costs typically increase by an average of 1% per annum over the life of the plan to allow for the impact of an enlarged asset base.

• Similarly, maintenance costs typically increase by 2% per annum to allow for the increase in total asset value (reflecting the higher costs associated with managing a larger network base). As the asset value is predicted to increase by less than 10 % over the life of the plan, this assumption will need to be closely monitored to ensure that sufficient maintenance funds are available to optimise long term expenditure and not create a backlog.

• Continuation of the current rate and pattern of urban development.

The most significant potential changes to the financial projections shown will result from the factors below:

• Assumptions have been made as to the average useful lives and average remaining lives of bridge assets based on current local knowledge and experience and historical trends. These need to be reviewed and the accuracy improved based on real time assessments of asset deterioration. Review of the effective economic life of the four bridge categories has the potential for greatest variance in future cost predictions.

• Changes in development needs associated with the rate and location of growth.

• Changes in the desired level of service and service standards from those identified in this asset management plan.

• Changes to bridge design standards, requiring higher load ratings and wider bridge decks

• Changes in construction and maintenance costs.

6.4 Asset Valuation

The Shire's bridge assets are re-valued at 30th June each year using accounting practices in accordance with the Local Government Act 1995, accompanying regulations and AAS27. The detailed valuation and valuation methodology are contained in the annual budget.

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6.5 Funding Strategy The focus of this Bridge Structures Asset Management Plan is to identify the optimum investment level for the maintenance and renewal of the bridge network to produce the desired level of service. How this investment is funded is a matter for separate consideration. Current Funding sources available for bridge assets include:

Asset Type Funding Source Bridges Rates (general)

Federal Government Funding • Federal Assistance Grants (2/3 contribution) • WA LG Grants Commission (1% for bridge maintenance)

State Government Grants • LGA Program (1/3 contribution)

Private developer direct construction of new bridges Figure 6.3: Funding Source

Generally Federal and State funding sources support the refurbishment and replacement of bridge assets; and to a lesser degree limited funds for routine maintenance. The balance of funding required to maintain the Shires bridge assets is drawn from general revenue. 6.6 Confidence Levels

The confidence in the data used as a basis for the financial forecasts has been assessed using the following grading system:

Confidence Grade

General Meaning

A Highly Reliable: Data based on sound records, procedure, investigations and analysis that is properly documented and recognised as the best method of assessment.

B Reliable: Data based on sound records, procedures, investigations, and analysis which is properly documented but has minor shortcomings’ for example the data is old, some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation.

C Uncertain: Data based on sound records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolation from a limited sample for which grade A or B data is available

D Very Uncertain: Data based on unconfirmed verbal reports and/or cursory inspection and analysis

Figure 6.4: Confidence Grade The confidence level for this report is "B -" overall as it must be acknowledged that there are gaps in financial reporting especially in respect to maintenance expenditure.

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Chapter 7 - Asset Management Practices and Improvements 7.1 Overview This section outlines the status of the Shire's current asset management practices and identifies improvements. It also outlines the monitoring and review processes for the asset management plan. 7.2 Asset Management Practices

The key asset management practices needed to support good asset management plans can be grouped into three broad areas:

• Processes: The necessary processes, analysis and evaluation techniques needed for life cycle asset management.

• Information systems: The information support systems that support the above processes and that store and manipulate asset data.

• Data: Data available for manipulation by information systems to support asset management decision-making. Practices in all of these areas, as well as the asset management plan itself, are assessed. Finally, implementation tactics, covering service delivery, procurement, and organisational arrangements are also part of the review process.

AssetManagement

Plan

Processes Data

Tactics(organisational/service delivery)

InformationSystems

Figure 7.1: Key Asset Management Practises

As this is the first bridge asset management plan, the following sections relate to the process that the Shire proposes to undertake.

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7.3 Processes and Systems

The table below shows the state of current processes within the Shire and possible future (desired) processes that could be developed or improved.

Process Current Business Practice

Desired Business Practice

Responsibility

Bridge Management Planning

No formalised Bridge Management Planning in place.

Development and regular review of this Bridge Structures Asset Management Plan

Infrastructure Planning

Level of Service No formalised Level of Service has been implemented, though levels of practice are established.

Undertake an annual public satisfaction survey and review levels of service.

Corporate and Community Development/Infrastructure Planning.

Asset Knowledge Current asset inventory knowledge is good with current and previous data stored partly in hard copy and part electronic

Acquisition and development of dedicated bridge asset management software. Continual updating of data.


Condition Assessment

MRWA Bridge Inspection Reports (5 year cycle) Spasmodic Visual Inspections by Shire

Visual condition assessments to be undertaken on a bi-annual basis to ensure maintenance requirements are no more than 6 months old.

Infrastructure Planning/ Infrastructure Services

Budget Planning Process

The current budget planning process for bridge refurbishment and replacement is based on MRWA 10 year program. Maintenance programme not fully developed

Review MRWA 10 year program. Develop and implement annual routine maintenance programme

Infrastructure Development/Infrastructure Services

Maintenance Planning

Reviewed through annual budget process and previous history.

Development and acceptance of service levels for bridge assets.

Infrastructure Services

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Process Current Business

Practice Desired Business

Practice Responsibility

Maintenance Delivery

Maintenance undertaken by Shire staff and contractors as required. Unplanned maintenance tasks are not recorded.

Develop and implement a process to record maintenance information i.e. tasks, costs etc.


Capital Works Planning

Capital works planning has, in the past, been based MRWA 10 year program

Continued review of MRWA program, balanced with the injection of Shire funds for bridge refurbishment and replacement.

Infrastructure Development/Infrastructure Planning

Capital Works Delivery

Works undertaken by MRWA TNC's, Shire staff and Shire contractors as required.

Continue to record refurbishment, alterations and replacement of bridge assets.

Infrastructure Services/Infrastructure Planning

Performance Monitoring

Bridges are monitored by MRWA (5 year cycle), by Shire staff on an ad-hoc basis and via CARMS. No public satisfaction survey has been undertaken for bridges.

Develop and implement performance criteria based on adopted level of service. Implement a public satisfactory survey.

Corporate and Community Development/Infrastructure Planning.

Safety Limited safety assessments undertaken. Generally rely on reported issues.

Include safety assessments as part of bi-annual inspection procedure


Valuation Based on asset life span, age and replacement cost in accordance with AAS27 accounting standards.

Continue to review assigned life spans and replacement costs.


Figure 7.2: Bridge Management Process Status

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7.4 Systems

The table below defines the status of information systems used and required to support bridge management System Current Business System Desired Business

System Responsibility

Asset Register Based on data stored to AAS27 Accounting standards.

Continue current practice. Infrastructure Planning

Job Costing Renewal costs are based on previous history which is well documented. Maintenance costs are not clearly identifiable

Improve the financial reporting for maintenance activities and calculating job costs. Update unit costs regularly.

Corporate & Community Development/Infrastructure Development/Infrastructure Services

Spatial (Mapping)

Based on limited stored data Based on data stored and linked to Shire GIS.


Maintenance Management

No formal system in place. Based on experience and public complaint

Develop and adopt a maintenance management system.

Infrastructure Planning,/ Infrastructure Services

Quality Management

Existing practices and guidelines understated.

Develop and adopt formal policy.

Community Infrastructure

Customer Requests

CARMS customer requests. Continue usage. Infrastructure Development/Infrastructure Services

Risk Management

No formal system in place Develop and adopt a risk management system linked to maintenance requirements.

Shire Solicitor

Environmental Management

No formal system in place Develop and adopt an environment management system linked to environmental strategy.

Community Infrastructure

Optimised Decision Making (ODM)

Review of annual budget process and Principle Activities Plan.

Development and acceptance of five year bridge programme and Bridge Management Plan

Council

Forward Works Programming

Reviewed through annual budget process and Principle Activities Plan.

Development and acceptance of five year bridge programme and Bridge Management Plan

Council

Levels of Service No formal system in place. Based on experience and public complaint

Development and acceptance of service levels for bridge assets


Figure 7.3: Information Systems Status

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7.5 Data

The table below identifies information needs for the Shire to support effective Bridge Management.

Data Current Business Requirements

Desired Business Requirements

Responsibility

Asset Hierarchy Stored in Asset Register and reviewed annually

Meets requirements Infrastructure Planning

Asset Identification (Inventory)

Stored Asset Register and reviewed as required

Needs to be reviewed annually


Maintenance History Minimum data stored, some expenditure records in budgets

Need to improve financial reporting for individual assets.

Corporate & Community Dev /Infrastructure Planning

Condition History MRWA Inspection Reports accurate but lengthy cycle between inspections

Incorporate condition ratings into bi-annual inspections.

Infrastructure Services/Infrastructure Planning

Lifecycle costing Little or no data Acquisition and development of bridge asset management software


Spatial Data Little or no data New data to be updated annually


Figure 7.4: Information and Data Status

7.6 Bridge Management Improvements

Improving the management of bridge assets is a continual and ongoing process. The following key improvements have been identified:

• Development of appropriate processes • Development of appropriate systems • Improvement in the accuracy and completeness of data

The table below details the activity and timetables adopted to achieve these objectives. Activity Action Target Date Costs (est)

Level of Service

The levels of service require review based on public survey

2007/08 $10,000

Data Condition assessment of all bridges 2006/07 In house

Data Review of unit rates and life cycles 2006/07 In houseMaintenance Programme

Review of maintenance practices 2006/07 In house

Maintenance Programme

Implementation of a maintenance management programme

2007/08 $15,000

Figure 7.5: Bridge Management Improvements

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7.7 Bridge Structures Asset Management Plan Review

The Bridge Structures Asset Management Plan is a living document which is relevant and integral to daily asset management activity. To ensure the plan remains useful and relevant the following on-going process of Bridge Management Plan monitoring and review activity will be undertaken:

• Formal adoption of the plan by Council: • Review and formally adopt levels of service: The Shire will undertake a service level review

(public consultation process) to determine an accurate understanding of both the current and future needs and expectations of all customers. The explicit levels of service and performance measure defined will be formally adopted by the Shire.

• Revise the Bridge Management Plan annually to incorporate outcome of service level reviews and new knowledge resulting from the asset management improvement programme.

• Peer review by annual internal audits to be undertaken to assess the effectiveness that the Bridge Management Plan meets corporate objectives. Periodic internal audits will be undertaken to assess the adequacy of management processes, systems and data and external audits will be undertaken to measure management performance against ‘best practice’.

The following table details the activity and timetables adopted to achieve these objectives.

Activity Action Target Date CostsBridge Management Plan Development

Adoption of Bridge Management Plan by Council.

March 2007

$10,000

Bridge Management Plan Review

Annual update and enhancement. 30 June each year.

Staff Time estimated $2,000

Level of Service Review current level of service / performance measures and formally adopt. Measure actual level of service delivered and report in Annual Report.

September 2007 (as part of plan)

30 September each year.

Staff Time and consultancy estimate $5,000

Figure 7.6: Bridge Structures Management Plan Review Programme

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7.8 Bridge Structures Asset Management Plan Monitoring

The following indicators will be monitored to measure the effectiveness of this Bridge Management Plan.

Indicator Measure Source of Information

Compliance with legislative requirements Meets AAS 27 Requirements and external audit of plan

Finance/Audit Report

Quality of services delivered 100% compliance with targets

Annual Plan reporting

Quality of risk management Achievement of risk plan Audit of Risk Plan

Compliance with documented processes for; - Project prioritization & financial planning, - Data management, - Customer service requests, - Risk management, - Contract management and supervision - Improvement programme implementation.

100% compliance with targets

Audit results

Figure 7.7: Bridge Management Monitoring Programme

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Appendix A - Glossary of Terms

AADT Annual Average Daily Traffic - total yearly volume divided by the number of days in the year.

AAGR Average Annual Growth Rate

ABS Australian Bureau of Statistics

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

Asset A physical component of a facility which has value, enables services to be provided and has an economic life of greater than 12 months.

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 Plan (AMP)

A 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.

Asset Management Strategy

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

Asset Management System (AMS)

A system (usually computerised) for collecting, analysing and reporting data on the utilisation, performance, lifecycle management for funding of existing assets.

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

Basic Asset Management

Asset 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 renewal decision making).

Benefit Cost Ratio (B/C)

The sum of the present values of all benefits (including residual value, if any) over a specified period, or the life cycle of the asset or facility, divided by the sum of the present value of all costs.

BG&E Bruechle Gilchrist & Evans - Engineering Consultants specialising in timber structures

(a) Timber - substructure and superstructure constructed using termite resistant hardwood.

(b) Timber/RC - as above with a reinforced concrete deck overlay

(c) RCUDUC - reinforced pre-tensioned concrete beams with reinforced concrete abutments

(d) RC/Steel - composite reinforced concrete and steel structure with concrete abutments

(e) RCBC - prefabricated reinforced concrete box culvert with reinforced concrete headwalls.

Bridge Types

(f) H/Pipe - corrugated aluminium or steel factory spun pipe culvert with masonry or reinforced concrete headwalls

BSAMP Bridge Structures Asset Management Plan

Capital Expenditure

Expenditure used to create new assets or to increase the capacity of existing assets beyond their original design capacity or service potential. Capital expenditure increases the value of an asset.

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CARMS Customer Action Request Management System

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

Condition Monitoring

Continuous or periodic inspection, assessment, measurement and interpretation of resulting data, to indicate the condition of a specific component so as to determine the need for some preventative or remedial action.

Critical Assets Assets for which the financial, business or service level consequences of failure are sufficiently sever to justify proactive inspection and rehabilitation. Critical assets have a lower threshold for action than non-critical assets.

Current Replacement Cost

The cost of replacing the service potential of an existing asset, by reference to some measure of capacity, with an appropriate modern equivalent asset.

Database An electronic "file cabinet" containing data that are somehow related.

Deferred Maintenance

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

Demand Management

The active intervention in the market to influence demand for services and assets with forecast consequences, usually to avoid or defer capital expenditure. Demand management is based on the notion that as needs are satisfied expectations rise automatically and almost every action taken to satisfy demand will stimulate further demand.

Depreciation The 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 historical cost (or revalued amount) of the asset, less its residual value over its useful life.

Design Life The theoretical life of an asset assumed in its design.

Disposal Activities necessary to dispose of decommissioned assets.

DPI Department of Planning and Infrastructure

DUP Dual use path capable of accommodating both pedestrians and cyclist

Economic Life The 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 then the physical life.

ESA Equivalent Standard Axle (s) - standard load produced by one pass of a single axle single tyres 5.4t; single axle dual tyres 8.2t and tandem axle dual tyres 13.6t. These loads are considered equivalent because they cause the same mount of damage to a pavement.

GIS Geographic Information System - Software that provides a means of spatially viewing, searching, manipulating, and analysing an electronic database.

Infrastructure Assets

Stationary 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 continued replacement and refurbishment of its components. The network may include normally recognised 'ordinary' assets as components.

Level of Service The defined service quality for a particular activity or service area (i.e. interior) against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, regulatory and environmental acceptability and cost.

LGA Local Government Authority

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Life A measure of the anticipated life of an asset or component; such as time, number of cycles,

distance intervals etc.

Life Cycle

(a) (b)

Life cycle has two meanings:

The 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.

The period of time between a selected date and the last year over which the criteria (e.g. costs) relating to a decision or alternative under study will be assessed.

Life Cycle Cost The total cost of an asset throughout its life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.

Load Limit T44 Minimum Design value used to ensure all new bridges are designed to carry a truck with a Gross Vehicle Mass (GVM) of 44 Tonnes.

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

Objective An objective is a general statement of intention relating to a specific output or activity. They are generally longer-term aims and are not necessarily outcomes that managers can control.

Operation The active process of utilising an asset that will consume resources such as manpower, energy, cleaning products and materials. Operation costs are part of the life cycle costs of an asset.

Performance Measure

A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.

Performance Monitoring

Continuous or periodic quantitative and qualitative assessments of the actual performance compared with specific objectives, targets or standards.

Planned Maintenance

(c)

(d)

(e)

Planned maintenance activities fall into 3 categories:

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

Predictive - condition monitoring activities used to predict failure.

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.

Refurbishment Works to rebuild or replace parts or components of an asset, to restore it to a required functional condition and extend its life.

Renewal Works to upgrade, refurbish, rehabilitate or replace existing facilities with facilities of equivalent capacity or performance capacity.

Repair Action to restore an item to its previous condition after failure or damage.

Replacement The complete replacement of an asset that has reached the end of its life, so as to provide a similar, or agreed alternative, level of service.

Replacement Value

The prevailing market cost of supply and installation of an asset delivering an equivalent service, making no allowance for depreciation of the asset.

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

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Routine Maintenance

Day to day operational activities to keep the asset operating (replacement of light bulbs, flushing of pipes repairing leaks, etc.) and which form part of the annual operating budget, including preventative maintenance.

Strategic Plan Strategic planning involves making decisions about 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.

Traffic Volume The number of vehicles flowing in both directions past a particular point in a given time (usually measured in vehicles per hour (vph) or vehicles per day).

Unplanned Maintenance

Corrective work required in the short term to restore an asset to working condition so it can continue to deliver the required service or to maintain its level of security and integrity.

Upgrading The replacement of an asset or addition/replacement of an asset component which materially improves the original service potential of the asset.

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