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THE BAROSSA COUNCIL – COMMUNITY WASTEWATER MANAGEMENT SYSTEM INFRASTRUCTURE & ASSET MANAGEMENT PLAN

THE BAROSSA COUNCIL

Community Wastewater

Management System

INFRASTRUCTURE AND ASSET MANAGEMENT PLAN

Version – 2.0

November 2012


Document Control

Rev No Date Revision Details Author Reviewer Approver

0 18/11/2008 Version 1.0 DGH MJL MJL

1 20/11/2012 Version 2.0 DGH AMWP MJL

Trim No. 12/

AMWP – Asset Management Working Party


TABLE OF CONTENTS ABBREVIATIONS ........................................................................................................................................................ I GLOSSARY ................................................................................................................................................................. II 1. EXECUTIVE SUMMARY ................................................................................................................................... 1

What Council Provides .......................................................................................................................................... 1 What does it Cost? ................................................................................................................................................ 1 Plans for the Future .............................................................................................................................................. 2 Measuring our Performance ................................................................................................................................. 2 The Next Steps ...................................................................................................................................................... 3

2. INTRODUCTION ............................................................................................................................................. 4 2.1 Background .................................................................................................................................................. 4 2.2 Goals and Objectives of Asset Management ............................................................................................... 5 2.3 Plan Framework ........................................................................................................................................... 6 2.4 Core and Advanced Asset Management ...................................................................................................... 7

3. LEVELS OF SERVICE ........................................................................................................................................ 8 3.1 Customer Research and Expectations. ......................................................................................................... 8 3.2 Legislative Requirements ............................................................................................................................. 8 3.3 Current Levels of Service ........................................................................................................................... 10 3.4 Desired Levels of Service............................................................................................................................ 12

4. FUTURE DEMAND ........................................................................................................................................ 13 4.1 Demand Forecast ....................................................................................................................................... 13 4.2 Changes in Technology .............................................................................................................................. 15 4.3 Demand Management Plan ....................................................................................................................... 15 4.4 New Assets from Growth ........................................................................................................................... 16

5. LIFECYCLE MANAGEMENT PLAN .................................................................................................................. 17 5.1 Background Data ........................................................................................................................................ 18

5.1.1 Physical parameters ........................................................................................................................................... 18 5.1.2 Asset capacity and performance ........................................................................................................................ 24 5.1.3 Asset condition ................................................................................................................................................... 25 5.1.4 Asset valuations ................................................................................................................................................. 25

5.2 Risk Management Plan .............................................................................................................................. 26 5.3 Routine Maintenance Plan ......................................................................................................................... 27

5.3.1 Maintenance plan .............................................................................................................................................. 27 5.3.2 Standards and specifications .............................................................................................................................. 28 5.3.3 Summary of future maintenance expenditures .................................................................................................. 28

5.4 Renewal/Replacement Plan ....................................................................................................................... 29 5.4.1 Renewal plan ...................................................................................................................................................... 29 5.4.2 Renewal standards ............................................................................................................................................. 30 5.4.3 Summary of future renewal expenditure ............................................................................................................ 30

5.5 Creation/Acquisition/Upgrade Plan ........................................................................................................... 31 5.5.1 Selection criteria ................................................................................................................................................. 31 5.5.2 Standards and specifications .............................................................................................................................. 32 5.5.3 Summary of future upgrade/new assets expenditure ........................................................................................ 32

5.6 Disposal Plan .............................................................................................................................................. 33 6. FINANCIAL SUMMARY ................................................................................................................................. 34

6.1 Financial Statements and Projections ........................................................................................................ 34 6.1.1 Sustainability of service delivery ......................................................................................................................... 34

6.2 Funding Strategy ........................................................................................................................................ 37 6.3 Valuation Forecasts .................................................................................................................................... 37 6.4 Key Assumptions made in Financial Forecasts ........................................................................................... 39

7. ASSET MANAGEMENT PRACTICES ................................................................................................................ 40 7.1 Accounting/Financial Systems ................................................................................................................... 40 7.2 Asset Management Systems ...................................................................................................................... 41 7.3 Information Flow Requirements and Processes ........................................................................................ 49 7.4 Standards and Guidelines .......................................................................................................................... 51

8. PLAN IMPROVEMENT AND MONITORING .................................................................................................... 52 8.1 Performance Measures .............................................................................................................................. 52 8.2 Improvement Plan ..................................................................................................................................... 52 8.3 Monitoring and Review Procedures........................................................................................................... 53

REFERENCES............................................................................................................................................................ 54 APPENDICES............................................................................................................................................................ 55

Appendix A Maintenance Response Levels of Service .................................................................................... 56 Appendix B Projected Renewal 10 year Capital Works Program .................................................................... 57 Appendix C Projected Upgrade / Exp / New 10 year Capital Works Program ................................................. 58

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ABBREVIATIONS AAAC Average annual asset

consumption

ARI Average recurrence interval

BOD Biochemical (biological) oxygen demand

CCTV Closed circuit television

CRC Current replacement cost

CWMS Community Wastewater Management Systems

DA Depreciable amount

DoH Department of Health

EF Earthworks/formation

IAMP Infrastructure and asset management plan

LCC Life cycle cost

LCE Life cycle expenditure

IRMP Infrastructure risk management plan

MMS Maintenance management system

PCI Pavement condition index

RV Residual value

SS Suspended solids

vph Vehicles per hour

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

Asset class Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37).

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

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

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

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

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

Brownfield asset values**

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

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

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

Capital funding Funding to pay for capital expenditure.

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

Capital investment expenditure See capital expenditure definition

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

Capital renewal expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively

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large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, e.g. resurfacing or resheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

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

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

Class of assets See asset class definition

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

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to

acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

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

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

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

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

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

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

Economic life See useful life definition.

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

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

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

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

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

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

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

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

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

Life Cycle Expenditure ** The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Costs to give an initial indicator of life cycle sustainability. A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of assets they consume.

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

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

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

Maintenance expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

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

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

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

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

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

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

PMS Score A measure of condition of a road segment determined from a Pavement Management System.

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

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

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

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

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

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

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

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

Renewal See capital renewal expenditure definition above.

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

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

Risk The effect of uncertainty on objectives

Risk management The coordinated activities to direct and control an organisation with regard to risk.

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

Service potential

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

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

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

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

Useful life Either: (a) the period over which an asset is expected

to be available for use by an entity, or (b) the number of production or similar units

expected to be obtained from the asset by the entity.

It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the Council. It is the same as the economic life.

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

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of the asset its future economic benefits would be replaced.

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

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1. EXECUTIVE SUMMARY

What Council Provides

The Barossa Council covers 912 square kilometres and is located 80 kilometres north-east of the Adelaide Central Business District. The Council is bordered by the municipalities of Town of Gawler, Light Regional Council, Mid Murray Council, Adelaide Hills Council and the City of Playford.

The Barossa Council encompasses 6 major towns - Mount Pleasant, Angaston, Nuriootpa, Tanunda, Lyndoch and Williamstown - as well as 7 smaller towns and communities with a population of approximately 23,131. The Council is well served with a strong primary production sector including beef, sheep, cropping, dairy, fruit and dry fruit processing and packeting, cement manufacture, wine making and viticulture. Value-added manufacturing food processing and tourism industries are increasingly important activities against a backdrop of commercial and native forest landscape.

The Barossa Council is custodian of an extensive range of community assets that it provides to facilitate delivery of its services to the community.

The local Community Wastewater Management System network assets incorporate approximately 223 kilometres of reticulation pipework, 7 lagoon sites including 3 wastewater treatment plants and 30 pump stations including associated mechanical / electrical equipment.

Council’s present 2011/2012 Community Wastewater Management System maintenance budget is $1,334,897, of which $658,570 is for depreciation; and 2011/2012 Capital Renewal / Upgrade Budget is $4,055,056.

Council provides a community wastewater management system network in partnership with:

External The Council community including

citizens and ratepayers Government agencies Local businesses / industry Tourists

Internal

Elected Members Field Staff Finance Staff Environment and Planning Staff Auditors

What does it Cost?

There are two key indicators of cost to provide the Community Wastewater Management System service. The life cycle cost being the average cost over the life cycle of the asset and the total maintenance and capital renewal expenditure required to deliver existing service levels in the next 10 years covered by Council’s long term financial plan.

The life cycle cost to provide the Community Wastewater Management System service is estimated at $1,315,070 per annum. Council’s planned life cycle expenditure for year 1 of the Infrastructure and Asset Management Plan is $754,780 which gives a life cycle sustainability index of 0.57.

The total maintenance and capital renewal expenditure required to provide the Community Wastewater Management System service in the next 10 years is estimated at $7,638,310. This is an average of $763,831 per annum.

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Council’s maintenance and capital renewal expenditure for year 1 of the Infrastructure and Asset Management Plan is $556,590 giving a 10 year sustainability index of 0.73.

Plans for the Future

Council plans to operate and maintain the Community Wastewater Management System network to achieve the following strategic objectives.

1. Ensure the Community Wastewater Management System network is maintained at a safe and functional standard to EPA and DOH requirements as set out in this Infrastructure and Asset Management Plan.

2. Maximise the useful life and operational efficiency of Community Wastewater Management System infrastructure via effective and regular maintenance.

3. Implement programmed replacement / upgrade of Community Wastewater Management System infrastructure in accordance with long term infrastructure plans.

4. Provide community benefits from water resources derived from CWMS operations.

Measuring our Performance Quality Community Wastewater Management System assets will be maintained in a reasonably usable condition. Defects found or reported that are outside service standard will be repaired. Levels of service that the Council is delivering on behalf of the community are determined by DOH and EPA statutory requirements whilst considering the needs and desires of those affected by Community Wastewater Management System assets. These levels of service and a comprehensive risk assessment determined the inspection regimes and maintenance and renewal strategies. Key performance measures are

used to enable Council to assess and monitor the sustainability of assets. The Infrastructure and Asset Management Plan also identifies growth issues and trends in the demand for services.

The financial implications of this Infrastructure and Asset Management Plan define the long-term financial requirements for the management of these asset criteria.

The plan includes an improvement program to continually refine and improve Community Waste Management System practices and processes.

Function Our intent is that an appropriate Community Wastewater Management System network is maintained in partnership with other levels of government and stakeholders to develop performance measures and targets that will provide objectives for community wastewater management system asset service criteria, that must consider not only community/customer expectation; strategic goals; and legislative requirements, but technical standards and Council's ability to allocate sufficient resources to meet measures and targets.

Community Wastewater Management System asset attributes will be maintained at a safe level and resources and equipment is provided as needed to ensure public safety. We need to ensure key functional objectives are met:

Improvements to operational efficiency and effectiveness

Infiltration/inflow reduction

Economic evaluation using net present value (NPV) and internal rate of return (IRR) of revenues and costs

Levels of Service Review current levels of service and assess development requirements.

Demand forecast

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Examining factors and trends influencing demand for an asset and the impact on its management and utilisation.

Lifecycle management plan A strategy for the management of the asset from planning/creation, to disposal including maintenance and renewal requirements.

Financial summary Details financial commitments to facilitate lifecycle management to the existing levels of service.

Asset Management Practices This details information systems and processes utilised in the decision on management of assets.

Plan improvement and monitoring Details performance measures for the plan; the improvement program; and monitoring and review procedures.

Safety Council inspects the Community Wastewater Management System function while undertaking other inspections and works operations. All CWMS defects and reports to be recorded in Pathway to allow them to be prioritised and repaired in accordance with our field observation by staff and public requests. These identified works priorities are scheduled for repair to ensure they are safe for community wastewater management system customers both internal and external.

The Next Steps

Council will review this Plan as part of the continuous improvement process to further develop and refine this Plan. Actions resulting from the development of this Asset Management Plan are:

Develop specific service levels for the delivery of services including performance targets.

Develop and establish ongoing assessment in relationship to safety and

specified maintenance intervention levels.

Audit and review of maintenance response times (to confirm whether maintenance works were delivered on time).

Random audit of maintenance works (to confirm whether maintenance works were delivered to the specified quality).

Review of and assess changing Community Wastewater Management System studies, community expectations and customer feedback/contact.

Consultation to ascertain the community’s service needs and preferences and confirm target levels adopted.

Completing the improvement plan by November 2016.

Review of the customer request reports available in Pathway.

Further improve reuse opportunities for communities.

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2. INTRODUCTION

2.1 Background

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

The Infrastructure and Asset Management Plan is to be read with the following associated planning documents:

Strategic Plan 2011-2015

Annual Business and Budget Plan 2012-2013 to 2021-2022

Long Term Financial Plan

This Infrastructure and Asset Management Plan covers the following infrastructure assets:

The local Community Wastewater Management System assets incorporate approximately 223 kilometres of reticulation pipework, 7 lagoon sites including 3 wastewater treatment plants and 30 pump stations including associated mechanical / electrical equipment.

Table 2.1. Assets covered by this Plan

Asset category Dimension Replacement Value ($M)

Reticulation Pipework Gravity Mains 155.4 km

Gravity Property Connections 27.8 km

Rising Mains 40.4 km

$14.807

$2.576

$4.249

Lagoons Lagoon Sites 7 $3.498

Pump Stations Stations 30 $3.585

Wastewater Treatment Plants Plants 3 $1.657

Total $30.366

Key stakeholders in the preparation and implementation of this Infrastructure and Asset Management Plan are:

Department Planning, Transport and Infrastructure

Interface Agreement with the State road network

ETSA Interface Agreement with power distribution network

SA Water Interface Agreement with the Water Supply Network

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Dial Before You Dig Works coordination

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

Developers Investing of new assets, (includes private and public/government owned)

Community Service level expectation

Public transport providers Selection and changes to routes, Works coordination

Auditor General Audits (financial)

Emergency Services Works coordination

Telstra Interface Agreement for communication network

Optus Interface Agreement for communication network

United Water Interface Agreement with the Water Supply Network

Environment Protection Authority Statutory environmental requirements

Department of Health Statutory health requirements

2.2 Goals and Objectives of Asset Management

The Council exists to provide services to its community. Some of these services are provided by infrastructure assets. Council has acquired infrastructure assets by ‘purchase’, by contract, construction by Council staff and by donation of assets constructed by developers and others to meet increased levels of service.

Council’s goal in managing infrastructure assets is to meet the required level of service in the most cost effective manner for present and future consumers. Community Wastewater Management System assets contribute to the economy and health and safety of the communities by providing for the orderly and safe disposal of effluent throughout the Council area. The key elements of infrastructure asset management are:

Taking a life cycle approach,

Implementing a program of inspections and monitoring activities to assess asset condition and performance,

Developing cost-effective management strategies for the long term,

Providing a defined level of service and monitoring performance,

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

Undertaking a risk based approach to identify operational, maintenance, renewal and capital development needs, and applying economic analysis techniques to select the most cost effective work program,

Ensuring services are delivered at the right price and quality within sustainable use of physical resources,

Continuous improvement in asset management practices,

Consider all options available to meet funding gaps.

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The specific purpose of this plan is to;

improve understanding of service level standards and options,

better understand and forecast asset related management options and costs and ability to even out peak funding demands,

clearly justify forward works programs,

managing risks associated with asset failures,

improve decision making based on costs and benefits of alternatives

Improve customer satisfaction and organisational image.

This Infrastructure and Asset Management Plan is prepared under the direction of Council’s vision, mission, outcomes and strategies.

Council’s vision is:

heritage, lifestyle, opportunity, prosperity

Council’s mission is:

To plan for the needs of the Barossa and provide the community, business, industry and visitors with high quality services and facilities that contributes to an

attractive environment and lifestyle.

Relevant Council outcomes and strategies and how these are addressed in this Infrastructure and Asset Management Plan are:

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

3.3 Waste: We are committed to providing comprehensive and effective waste

management services to our community.

Kerbside waste collection and recycling services

Hard waste facilities

Sewage and Community Wastewater Management Systems

Support & Advocacy: Recycling, re-use, and minimisation education

initiatives

2.3 Plan Framework

Key elements of the plan are:

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

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

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Life cycle management – how Council will manage its existing and future assets to provide the required services.

Financial summary – what funds are required to provide the required services.

Asset management practices.

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

Asset management improvement plan.

The Asset Management Process is shown below.

Asset Management Process Source: IIMM 2011 Fig 1.3.1, p 1/9

2.4 Core and Advanced Asset Management

This Infrastructure and Asset Management Plan is prepared in accordance with the International Infrastructure Management Manual. It is prepared to meet legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting.

This revision of this Infrastructure and Asset Management Plan now gathers asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

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3. LEVELS OF SERVICE

3.1 Customer Research and Expectations.

A key objective of this Infrastructure and Asset Management plan is to match the level of service provided by the asset with expectations of customers, which requires a clear understanding of customers’ needs and preferences.

The Barossa Council records all incoming customer requests using its Customer Feedback System (PATHWAY – Request Log) the process is as follows:

The customer service request is raised by the person receiving request;

The request is given a Unique Customer Request number within Pathway;

It is recorded by name, date, type of request, officer actioning the request and a description of the request/action to be taken;

This is electronically forwarded to the appropriate Service Unit for action;

When the Service Request has been actioned and all work completed it is then closed off in Pathway with a note as to how it was completed and electronically stored in the database:

Where requested, the customer is notified of the action taken.

Once the Service Request has been closed off all relevant information relating to the particular asset is automatically transferred and stored in Council's corporate electronic records system which can be assessed for any future reference.

Council in conjunction with a recent survey undertaken by the Local Government Association have undertaken a Comparative Performance Measures in Local Government Customer Satisfaction survey – 2012.

This telephone survey polls a sample of residents on their level of satisfaction with Council’s services. The most recent customer satisfaction survey reported satisfaction levels for the following services.

Table 3.1. Community Satisfaction Survey Levels

Performance measure Satisfaction Level

Performance in providing health services to the community

6.48/10

Council uses this information in developing the Strategic Management Plan and in allocation of resources in the budget.

3.2 Legislative Requirements

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

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Table 3.2. Legislative Requirements

Legislation Requirement

Local Government Act (1999)

Local Government (Financial Management and Rating) Amendment Act 2005

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

Occupational Health, Safety and Welfare Act (1986) & Occupational Health, Safety and Welfare Regulations (2010)

The Act and Regulations objective’s include: to secure the health, safety and welfare of persons at work ; to eliminate, at their source, risks to the health, safety and welfare of persons at work ; to protect the public against risks to health or safety arising out of or in connection with the activities of persons at work or the use or operation of various types of plant ; to involve employees and employers in issues affecting occupational health, safety and welfare and ; to encourage registered associations to take a constructive role in promoting improvements in occupational health, safety and welfare practices and assisting employers and employees to achieve a healthier and safer working environment.

Native Vegetation Act (1991) The Act provides incentives and assistance to landowners in relation to be preservation and enhancement of native vegetation; to control the clearance of native vegetation: and for other purpose.

Environmental Protection Act (1993)

An Act to provide for the protection of the environment: to establish the Environmental Protection Authority and define its functions and powers: and for other purposes.

Australian Standards (AS) Various standards which give the necessary guidelines and specifications for Community Wastewater Management System Assets.

Natural Resources Act An Act to promote sustainable and integral management of the State’s natural resources; to make provision for the protection of the State’s natural resources; to appeal to the Animal and Plant Control Act 1986, the soil conservation and Landcare Act 1989 and Water Resources Act 1997; and for other purposes.

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Development Act An Act to provide for planning and regulate development in the State; to regulate the use and management of land and buildings, and the design and construction of buildings; to make provision for the maintenance and conservation of land and buildings where appropriate; and for other purposes.

Freedom of Information Act 1991

An Act to provide for public access to official documents and records; to provide for the correction of public documents and records in appropriate cases.

State Records Act 2009 An Act to provide for the preservation and management of official records.

Crown Land Management Act 2009

An Act to make provision for the disposal, management and conservation of Crown Land.

3.3 Current Levels of Service

Growth in development and a more aware community has resulted in a demand for increased services, and consequently, the expectations of the Barossa community are predicted to rise.

These expectations and the community's perception of Council's ability to provide services are impacted significantly by issues related to resource allocation, funding and the possible creation of new assets measured against existing asset funding gap. While expenditure on Community Wastewater Management System infrastructure has been increased in past years, asset condition data and future community surveys may indicate that financial resources are inadequate to maintain infrastructure to a level of service that the community expects.

The issue of deterioration of the assets resulting from inadequate allocation of resources to infrastructure maintenance must be considered against the level of revenue Council is able to raise from rates, charges and grants. Limited revenue growth and rising costs to meet increasing maintenance and service charges could result in an inability to bridge the funding gap between revenue and costs. This could be reflected in a further deterioration of assets and infrastructure as well as a reduction in other services and service levels.

The development of performance measures and targets for Community Wastewater Management System assets service criteria is required, and must consider not only community expectations, strategic goals, and legislative requirements, but technical standards and Council's ability to allocate sufficient resources to meet measures and targets.

The Community Wastewater Management System augmentation scheme provides effluent treatment reuse measures to address the increase of load across all CWMS

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networks. The scheme will ensure that future population growth can be matched with effluent treatment and reuse capacity.

An integral part is the inter-relationship with various physical and social factors, assessment of risk and applying key performance indicators in a practical manner.

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

Supporting the community service levels are operational or technical measures of performance developed to ensure that the minimum community levels of service are met. These technical measures relate to service criteria such as condition, accessibility, cost effectiveness, safety, amenity and hierarchy.

Service levels can be documented in table format as shown below, but performance targets have not yet been agreed for any of the Community Wastewater Management System assets. Until these are agreed then performance against target cannot be measured. This will be completed in future updates of this plan.

3.3.1 Service Levels for Community Waste Water Management Systems

Key Performance

Measure Level Of Service

Performance Measure Process

Performance Target

Current Performance

LEVELS OF SERVICE

Quality Provide efficient method of collection and disposal of Community Wastewater.

LGA Annual Customer Survey Customer requests

Customer survey response for CWMS above satisfactory target level

Achieved

Function Ensure Community Wastewater Management System meets community expectations.

Customer requests relating to uncontrolled releases from CWMS network

All uncontrolled releases from the network stopped within 4 hours of being reported

Achieved

Safety Provide Community Wastewater Management System that is low risk to the community

Reuse water quality maintained to SA Health requirements. All treatment sites operate within EPA licensing

Full compliance to SA Health and EPA requirements

Achieved

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Key Performance

Measure Level Of Service

Performance Measure Process

Performance Target

Current Performance

TECHNICAL LEVELS OF SERVICE Condition Periodic visual

assessment to determine condition and function of drains

CCTV inspection and drain flushing

85% of network inspected at intervals of not more than 6 years

Achieved

Accessibility Periodic visual assessment and servicing of access lids

Routine removal and inspection of access lids

Access to all reported blockages available within the 4 hour timeframe

Achieved

Function Ensure Community Wastewater Management System has appropriate design capacity.

Continuous monitoring of pump stations operating hours

No pump station to operate for more than 12 hours per day as per SA health guidelines

Achieved

Cost Effectiveness

Provide cost effective Community Wastewater Management System.

Monitor energy usage

Energy usage maintained to current or below current levels

Achieved

3.4 Desired Levels of Service

At present, indications of desired levels of service are obtained from various sources including the LGASA Customer Satisfaction survey, residents’ feedback to Councillors and staff, service requests and correspondence Council has yet to quantify desired levels of service. This will be done in future revisions of this infrastructure and asset management plan.

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4. FUTURE DEMAND

4.1 Demand Forecast

Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, economic factors, agricultural practices, environmental awareness, etc. The impact of these trends needs to be regularly examined and demand management strategies are recommended as a technique to modify demand without compromising customer expectations.

The Age-Sex Population Projections by Local Government Area, 2006-2026 prepared by the Department of Planning, Transport and Infrastructure predicts the 2011 Estimated Resident Population of 23,131 persons will increase to 28,730 persons in 2026. Nuriootpa is expected to accommodate the majority of growth in the next 5-10 years as it contains the largest amount of available, ‘development ready’ or residential zoned land. Land supply in Tanunda and Lyndoch will be supplemented in the next 5 years through the rezoning of two growth areas identified in the 30-year Plan for Greater Adelaide providing approximately 340 lots and 90 lots respectively. Williamstown and Angaston provide limited opportunities for immediate residential development while Stockwell and Moculta contain zoned areas but are subject to servicing constraints.

Significant development potential exists at Mount Pleasant with vacant township zoned land capable of accommodating approximately 330 lots; however servicing constraints will restrict the future timing of development of this land. The township also contains land zoned as Deferred Urban with a capacity for approximately 373 additional allotments. As this land is developed the capacity of existing community facilities to accommodate increased demand will need to be assessed.

The 30-year Plan for Greater Adelaide also designates approx. 374 ha of land as “existing urban land” at Kalbeeba and Concordia and approx. 450 ha as a “long term urban growth area” (16-30 year horizon or 2022-2038). The 30-year Plan also shows a “green belt” between Concordia and existing development in Gawler and Hewett. Council’s preference is for any future development at Concordia to be within a self-contained township with a wider green belt than that shown in the 30-year Plan.

In forecasting on the future integration of land use and Community Wastewater Management System (CWMS) planning, the following will need to be reviewed:

Land use effluent disposal demand.

Effluent reuse

Irrigation (BIL distribution network)

Urban Boundary Growth

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

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Table 4.1. Demand Factors, Projections and Impact on Services

Demand factor Present position Projection Impact on services

Population 23,131 28,730 by 2026 Unless more land is available issue of sustainability is significant.

Demographics Average growth rate of 1.64% per year between 2006-2011.

Future growth rate will depend on timing of rezoning and servicing of additional land located in existing townships or within areas at Concordia and Kalbeeba identified in the 30-year Plan as “existing urban land” or as a “long term urban growth area”.

It is anticipated a future growth rate of around 1.5% per year will have negligible impact on existing services (within the 10 year planning timeframe for this IAMP) primarily because this growth is based on infill aligned with existing infrastructure. In the long term should a new town be provided, infrastructure will be constructed by the developer. The additional revenue from this growth could offset renewal and rehabilitation costs for existing infrastructure across the Council area.

Residential Development

Limited by land supply and township boundaries. Aged accommodation. Housing needed for workers.

Expanded towns and new town.

Augmentation of existing or new infrastructure, services and effluent disposal. Increased demands and inability to provide affordable housing.

Rural Living Range of lot sizes 0.5 hectare – 6 hectare.

Viability and manageability of large lots will result in pressure to reduce sizes.

Additional service and infrastructure requirements in rural localities.

Industrial Development

Scattered rural locations often displacing agricultural land e.g. Wineries.

Regional location needed to prevent impacts and use of significant agricultural areas.

Road infrastructure, heavy transport access, electricity and water supply/drainage.

Agriculturally productive areas

Mapping of significant agricultural areas currently being finalised..

Continued production affected by fragmented land holding sizes and water availability, access issues, strategies and policies need to acknowledge larger holdings and use of smaller holdings.

Encroachment of conflicting land uses resulting in interface and buffer issues. Road and infrastructure provision.

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4.2 Changes in Technology

Council's Geographic Information Systems (GIS) has improved the management of Community Wastewater Management System infrastructure, particularly the coordination of maintenance activities, through enhanced data collection, analysis and other computerised systems.

These technology changes have affected the delivery of services covered by this plan in the following areas.

Table 4.2. Changes in Technology and Forecast effect on Service Delivery

Technology Change Effect on Service Delivery

Operations Documented processes for key service delivery will be developed to identify any possible shortcomings which will include improved contractor specifications, eliminating possible rework and identify efficiencies in Council's operations.

The inputs to be considered are:

capital investment cost (whole of life)

benchmark and analyse operating and maintenance costs

possible risk cost exposure

Regulation Compliance with Environmental Protection Authority standards.

Education Need to provide information to the community based on service delivery cost and asset management strategies adopted in this plan.

4.3 Demand Management Plan

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

Opportunities identified to date for demand management are shown in Table 4.3. Further opportunities will be developed in future revisions of this infrastructure and asset management plan.

Table 4.3. Demand Management Plan Summary

Service Activity Demand Management Plan

Control of Trade Waste Trade waste discharges impact on the BOD loading of the WWTP. These impacts will be minimised by applying strict

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Discharges water quality discharge limits on all trade waste connections to the system.

Reduce stormwater inflow Focused flow monitoring of system and smoke testing targeted areas

Community Education Public education plays a significant role in the minimisation of rainwater inflow into the wastewater network. Increasing community awareness on the effects of the excessive inflow rates will help in reducing the number of faulty private drains and illegal stormwater connections.

4.4 New Assets from Growth

The new assets required to meet growth will be acquired from both land developments constructed by the developer and those constructed as part of Council’s program. The new asset values are summarised in Fig 1. The

Fig 1. New Assets from Growth (replace)

Acquiring these new assets will commit Council to fund ongoing operations and maintenance costs for the period that the service provided from the assets is required. These future costs are identified and considered in developing forecasts of future operating and maintenance costs.

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5. LIFECYCLE MANAGEMENT PLAN

Initial capital cost constitutes a significant up-front cost and often dominate the decision-making process when acquiring new assets. However the ongoing recurrent expenditures (including depreciation) usually represent a high portion of the total life-cycle costs of many assets. It is important that they be included in the financial analysis undertaken to evaluate asset investment options.

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

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

The Barossa Council, as custodians of the Local Community Wastewater Management System Network and infrastructure, are charged with the responsibility to ensure that the asset continues to function and meet the community needs and expectations as well as maintaining asset in safe and usable condition within a reasonable duty of care.

In all cases, the asset functionality and asset maintenance targets need to be clearly defined with the community (Users) and the asset service provider (Council) to determine the “ fit for purpose” having regard to practicality and economics. That is, a level of service provided within a reasonable duty of care in an affordable financial sustainable manner that considers community expectations in regard to safety, discharge operation and overall condition of the local community wastewater management system network.

Asset functionality as a “level of service” to the community must take into consideration such factors as, life cycle, capability and capacity, risk management and strategic compliance to the needs and expectations of the overall community.

Asset maintenance “levels of service” provide for the day - to - day maintenance programs to ensure that the asset operations are safe within practical constraints, maintain to perform targets for day - to - day use and is managed and maintained to minimise environmental risk and protection of residents.

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To minimise environmental impacts the following actions are identified;

Reducing hydraulic loading on the collection system and treatment plant Continuation of asset augmentation Better knowledge of the wastewater collection system, and its condition

and performance Reduced energy costs

5.1 Background Data

5.1.1 Physical parameters

The assets covered by this Infrastructure and Asset Management Plan are shown below.

Reticulation Pipework

Gravity Mains Gravity Property Connections Rising Mains

155.421 km 27.794 km 40.438 km

Lagoons Lagoon Sites 7

Wastewater Treatment Plants

Plants 3

Pump Stations Stations 30

Council has Community Wastewater Management System schemes in 7 townships. The oldest of the schemes is 40 years in age and little maintenance has been carried out since constructing so condition assessment will be required to determine whether the scheme will last to its 50 years useful life cycle.

Condition assessment has been undertaken on the earthenware pipework in the township of Nuriootpa which has resulted in the useful life being increased by 5 years to 55 years.

The age profile of Council’s assets is shown below.

Fig 2. Asset Age Profile

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A – Age Distribution in kilometres for Gravity Mains

0-10 11-20 21-30 31-40 41-50

Total 43.36 19.88 16.72 57.44 18.02

% 27.9% 12.8% 10.8% 37.0% 11.6%

Aged Distribution for Gravity Mains

27.9%

12.8%10.8%

37.0%

11.6%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

0-10 11-20 21-30 31-40 41-50

Years

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B – Age Distribution in kilometres for Gravity Property Connections

0-10 11-20 21-30 31-40 41-50

Total 7.35 5.22 2.86 7.01 5.34

% 26.5% 18.8% 10.3% 25.2% 19.2%

Aged Distribution for Gravity Property Connections

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

0-10 11-20 21-30 31-40 41-50

Years

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C – Age Distribution in kilometres for Rising Mains

0-10 11-20 21-30 31-40 41-50

Total 24.8 1.22 2.31 11.07 1.03

% 61.3% 3.0% 5.7% 27.4% 2.5%

Aged Distribution for Rising Mains

61.3%

3.0%5.7%

27.4%

2.5%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

0-10 11-20 21-30 31-40 41-50

Years

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D – Age Distribution for Pump Stations by Components

0-10 11-20 21-30 31-40

Total 310 42 7 19

% 82.0% 11.1% 1.9% 5.0%

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E – Age Distribution for Lagoons by Components

0-10 11-20 21-30 31-40 41-50

Total 57 0 1 20 2

% 71.3% 0.0% 1.3% 25.0% 2.5%

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5.1.2 Asset capacity and performance

Council’s services are generally provided to meet design standards where these are available. Council's performance in the delivery of treated waste water services has been monitored through key performance indicators. The Level of Service (LoS) statements are measurable performance indicators, describing the means of delivering treated waste water services to achieve the desired outcomes. The LoS statements cover the following key service areas:

Capability of service

Service sustainability

Quality of service (responsiveness)

Cost effectiveness

Customer service/customer satisfaction

One of the most important service sustainability indicators is the likely occurrence of wet weather inflows into the wastewater network. Other significant service sustainability measures are the numbers of blockages and dry weather discharges from the wastewater network.

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

Table 5.1.2. Known Service Performance Deficiencies

Location Service Deficiency

Township Earthenware Gravity Lines

Earthenware gravity lines in sections of Tanunda, Nuriootpa and Mount Pleasant require regular camera inspections to monitor condition, with some faulty drains replaced or repaired.

Gravity lines Effluent infiltration/inflow involves the entry of surface water and groundwater into a wastewater collection system, causing hydraulic overloading of the system. This can result in;

Surging of manholes and house connections, causing effluent to flow over properties, with potential public health impacts

Overflow of effluent from wet wells and bypassing of treatment plants, causing environmental and public health problems

Overloading of the treatment processes, causing a deterioration in effluent quality

Excessive pumping costs and increased pump wear; and premature and expensive system augmentations.

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5.1.3 Asset condition

The revaluation of CWMS assets undertaken during 2010/2011 also included a condition audit on those assets that had not been previously assessed.

Condition is measured on a 1 – 5 rating system as follows;-

Rating Description of Condition

1 As new condition

2 Minor Deterioration

3 Fair condition

4 Poor condition

5 Replace or renew

The condition profile of Council’s assets is shown below

Condition of CWMS Assets

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

1 2 3 4 5

Condition

Gravity Mains Gravity Property Connections Rising Mains

Lagoons Wastewater Treatment Plants Pump Stations

5.1.4 Asset valuations

The value of assets as at 30 June 2011 covered by this Infrastructure and Asset Management Plan is summarised below. Assets were last revalued at 1 July 2010. Assets are valued at Greenfield rates:

Current Replacement Cost $30,365,909

Depreciable Amount $30,365,909

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Depreciated Replacement Cost $17,564,757

Annual Depreciation Expense $658,570

Council’s sustainability reporting reports the rate of annual asset consumption and compares this to asset renewal and asset upgrade and expansion.

Asset Consumption 2.17%

Asset renewal 0.33%

Annual Upgrade/expansion 1.85%

5.2 Risk Management Plan

An assessment of risks1 associated with service delivery from infrastructure assets has identified critical risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.

Critical risks, being those assessed as ‘Very High’ - requiring immediate corrective action and ‘High’ – requiring prioritised corrective action identified in the Infrastructure Risk Management Plan are summarised in Table 5.2.

__________________

1 Refer to Council’s ‘Core’ Infrastructure Risk Management Plan.

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Table 5.2. Critical Risks and Treatment Plans

Asset at Risk What can Happen Risk

Rating (VH, H)

Risk Treatment Plan

Treatment Plant Discharge to environment from inadequacy capacity

High Upgrade plant capacity / emergency flow storages

Effluent Lines Blockage High Regular flushing of line and inspections

Pump Station Collapse of septic pits

High Regular inspections and replacement where required

Effluent lines Infrastructure damaged by excavation.

High Add GIS CWMS data to Dial Before You Dig service

Pump Station Pump failure. High SCADA monitoring, emergency response plan, emergency generator, emergency portable pump

Effluent Lines Broken lines. High Emergency response plan for cleanup, SCADA Emergency Line Shutdown

Effluent Lines Deterioration of existing pipes.

High Systematic cleaning and inspection of drain and replace or repair when required

Pump Station Discharge to the environment.

High SCADA monitoring Emergency Response plan

5.3 Routine Maintenance Plan

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

5.3.1 Maintenance plan

Maintenance includes reactive, planned and cyclic maintenance work activities.

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

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

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Cyclic maintenance is replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, etc. This work generally falls below the capital/maintenance threshold.

Maintenance expenditure trends are shown in Table 5.3.1

Table 5.3.1. Maintenance Expenditure Trends )

Year Maintenance Expenditure

Reactive $ Planned $ Cyclic $

2008/2009 251,371 124,224 0

2009/2010 310,391 141,770 0

2010/2011 396,884 259,616 0

Planned maintenance work is 35.4% of total maintenance expenditure.

Maintenance expenditure levels are considered to be inadequate to meet required service levels. Future revision of this Infrastructure and Asset Management Plan will include linking required maintenance expenditures with required service levels.

Assessment and prioritisation of reactive maintenance is undertaken by Council staff using experience, current available data to determine our existing service levels and judgement.

5.3.2 Standards and specifications

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

Various Australian Standards

Various Codes from Water Services Association of Australia

SA Water Standard Construction manual

Department of Health Septic Tank Effluent Drainage Scheme ‘Design Criteria’.

5.3.3 Summary of future maintenance expenditures

Future maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Fig 4. Note that all costs are shown in current 2011 dollar values.

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Fig 4. Planned Maintenance Expenditure (Replace)

Deferred maintenance, i.e. works that are identified for maintenance and unable to be funded is to be included in the risk assessment process in the infrastructure risk management plan.

Maintenance is funded from Council’s operating budget and grants where available. This is further discussed in Section 6.2.

5.4 Renewal/Replacement Plan

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

5.4.1 Renewal plan

Assets requiring renewal will be identified from estimates of remaining life obtained from the asset register through the ‘Renewal Model’. Candidate proposals are inspected and compared with condition assessment profile to verify accuracy of remaining life estimate and to develop a preliminary renewal estimate. Verified proposals will be ranked by priority and available funds and scheduled in future works programs. The priority ranking criteria will be detailed in future updates of this plan.

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

Examples of low cost renewal will be detailed in future updates of this plan.

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5.4.2 Renewal standards

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

Various Australian Standards

Various Codes from Water Services Association of Australia

SA Water Standard Construction manual

Department of Health Septic Tank Effluent Drainage Scheme ‘Design Criteria’

5.4.3 Summary of future renewal expenditure

Projected future renewal expenditures are forecast to increase over time as the asset stock ages. The costs are summarised in Fig 5.

CWMS assets have now been identified at component level for pump stations, waste water treatment plants and by segments for the pipe networks. This will allow renewal of portions over a period of time based on ongoing condition assessment and frequency of failures/breakdowns. When sufficient data has been obtained then a 10 year program will be produced.

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

Fig 5. Projected Capital Renewal Expenditure (Replace)

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Deferred renewal, i.e. those assets identified for renewal and not scheduled for renewal in capital works programs are to be included in the risk assessment process in the Risk Management Plan.

Renewals are to be funded from Council’s capital works program and grants where available. This is further discussed in Section 6.2.

5.5 Creation/Acquisition/Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the Council from land development. These assets from growth are considered in Section 4.4.

5.5.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as elected member or community requests, proposals identified by strategic plans or partnerships with other organisations. Candidate proposals are inspected to verify need and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programs. The priority ranking criteria is detailed below.

Table 5.5.1 New Assets Priority Ranking Criteria

Criteria Weighting

Upgrade lagoon capability to meet increased population from new developments in main township

50%

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Upgrade of reticulation pipe system due to condition / capacity of existing system particularly earthenware pipe network.

35%

Upgrade of monitoring systems to obtain real time analysis of performance and faults at pump stations.

15%

5.5.2 Standards and specifications

Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section 5.4.2.

5.5.3 Summary of future upgrade/new assets expenditure

Planned upgrade/new asset expenditures are summarised in Fig 6.

For Community Wastewater Management System assets there is a requirement for new and upgraded assets to be constructed during this period to cater for new subdivisions in the various townships.

This will require a Council agreement on funding for this new and upgraded work to be part of the 10 year CWMS capital budget.

Individual projects will be identified separately each year as part of the budget process.

Fig 6. Planned Capital Upgrade/New Asset Expenditure

Upgraded/new assets and services are to be funded from Council’s capital works program and grants where available. This is further discussed in Section 6.2.

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5.6 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. At present, no Community Wastewater Management Systems assets will be disposed of. Future updates of this plan may identify assets for possible decommissioning and disposal. These assets will then be further reinvestigated to determine the required levels of service and see what options are available for alternate service delivery, if any.

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6. FINANCIAL SUMMARY

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

6.1 Financial Statements and Projections

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

Fig 7. Planned Operating and Capital Expenditure

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

6.1.1 Sustainability of service delivery

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

Long term - Life Cycle Cost

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the longest asset life. Life cycle costs include maintenance and asset consumption (depreciation expense). The annual average life

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cycle cost for the services covered in this Infrastructure and Asset Management Plan is $1,315,070.

Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure at the start of the plan is $754,780.

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

The life cycle gap for services covered by this Infrastructure and Asset Management plan is $560,290 per annum. The life cycle sustainability index is 0.57.

Medium term – 10 year financial planning period.

This Infrastructure and Asset Management Plan identifies the estimated maintenance and capital expenditures required to provide an agreed level of service to the community over a 20 year period for input into a 10 year financial plan and funding plan to provide the service in a sustainable manner.

This may be compared to existing or planned expenditures in the 20 year period to identify any gap. In a core infrastructure and asset management plan, a gap is generally due to increasing asset renewals.

Fig 8 shows the projected asset renewals in the 20 year planning period from the asset register. The projected asset renewals are compared to planned renewal expenditure in the capital works program and capital renewal expenditure in year 1 of the planning period as shown in Fig 8. Table 6.1.1 shows the annual and cumulative funding gap between projected and planned renewals.

Fig 8. Projected and Planned Renewals and Current Renewal Expenditure

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Table 6.1.1 shows the gap between projected and planned renewals.

Table 6.1.1 Projected and Planned Renewals and Expenditure Gap

NB – Total Operations Expenditure and Total Maintenance Expenditure is excluded from the Cumulative Renewal Funding Shortfall.

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

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

For Community Wastewater Management System assets from the above table there is no funding gap for renewal of assets over the 10 year period but there is a requirement for new and upgraded assets to be constructed during this period to cater for new subdivisions in the various townships. This will require a Council agreement on funding for this new and upgraded work to be part of the 10 year CWMS capital budget.

Council’s Long Term Financial Plan covers the first 10 years of the 20 year planning period. The total maintenance and capital renewal expenditure required over the 10 years is $7,638,310.

This is an average expenditure of $763,831. Estimated maintenance and capital renewal expenditure in year 1 is $556,590. The 10 year sustainability index is 0.73.

The Barossa Council - Planned Expenditures for Long Term Financial Plan (CWMS V3)

Year

Total Maintenance Expenditure

($'000)

Projected Capital

Renewal Expenditure

($'000)

Planned Capital

Renewal Expenditure

($'000)

Shortfall in Renewal

Expenditure (Projected -

Planned) ($'000)

Planned Capital

Upgrade/New Expenditure

($'000)

Cumulative Renewal Funding Shortfall ($'000)

2012 $509.43 $147.16 $250.00 -$102.84 $2,935.00 -$102.84

2013 $531.73 $125.40 $400.00 -$274.60 $1,000.00 -$377.44

2014 $551.05 $216.61 $100.00 $116.61 $800.00 -$260.83

2015 $567.40 $409.12 $180.00 $229.12 $600.00 -$31.71

2016 $586.06 $504.17 $162.00 $342.17 $750.00 $310.46

2017 $593.46 $976.16 $0.00 $976.16 $0.00 $1,286.62

2018 $615.99 $252.21 $518.00 -$265.79 $1,000.00 $1,020.83

2019 $623.49 $350.18 $976.00 -$625.82 $0.00 $395.01

2020 $631.03 $692.00 $1,026.00 -$334.00 $0.00 $61.01

2021 $638.63 $962.14 $1,177.00 -$214.86 $0.00 -$153.85

-$153.85 $7,085.00 $6,931.15

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6.2 Funding Strategy

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

Achieving the financial strategy will require a combination of the following:-

Use of loans to fund renewal spikes

Cost reduction from review of service levels

Increasing revenue from rates and user charges

Developer contribution to offset Capital Expenditure

An appropriate balance of Capital Renewal/Replacement work to Upgrade/New. In particular, ensure that sufficient Capital Renewal occurs and limits are placed on New/Upgrade in order to be financially sustainable.

6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by Council and from assets constructed by land developers and others and donated to Council. Fig 9 shows the projected replacement cost asset values over the planning period in current 2011 dollar values.

Fig 9. Projected Asset Values

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

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Fig 10. Projected Depreciation Expense

The depreciated replacement cost (current replacement cost less accumulated depreciation) will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets’ depreciated replacement cost is shown in Fig 11.

Fig 11. Projected Depreciated Replacement Cost

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6.4 Key Assumptions made in Financial Forecasts

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

Key assumptions made in this Infrastructure and Asset Management Plan are:

Index rates – LGA’s Local Government Price Index (LGPI) and other indexation factors relevant for each asset class is used to determine revalutions of assets in the Long Term Financial Plan.

Assumptions on the relationship between growth and increases in the asset stock.

Assumptions on changes to useful life estimated to reflect improved maintenance and renewal practices.

Present service levels will remain constant until revised service levels are produced in accordance with section 3.3.

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

Assumptions have been made as to the average useful lives and remaining lives of the asset groups based on current local knowledge and experience and historical trends. These need to be reviewed and the accuracy improved based on real time assessment of asset deterioration (review of the effective economic life of the reticulation pipework has the potential for greatest variance in 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 plan.

Significant changes in the cash flows may also result from more detailed evaluation of asset capital projects associated with New/Upgrade work.

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7. ASSET MANAGEMENT PRACTICES

7.1 Accounting/Financial Systems

Summary of Accounting & Financial Systems

The Council utilises a standard computerised general ledger system for all of its accounting operations. The integrated accounting software used to manage all of Council’s accounting operations is provided by Technology One, incorporating the Finance One suite of financial modules.

Acting as subsidiary ledgers to the general ledger is the Asset ledger (for recording of all capital expenditure and hire plant operations at the individual asset level) and the Projects ledger (for further break-down of specified projects and activities).

The chart of account used within the general ledger is structured to facilitate the ease of data extraction required for various financial reporting requirements (e.g. annual budget, internal management reporting, monthly reporting to Council, Annual Financial Statements).

The general ledger chart format consists of a six digit number XXX-YYY, where XXX=Cost Centre (describing the nature of the activity – e.g. recurrent operating activities such as Library operations, Sealed Road repairs or Capital expenditure such as road (re)construction, plant & equipment purchases) and YYY=Natural Account (describing nature of the expense / revenue – e.g. wages, user charges).

For expenditure captured at the Asset ledger level, the chart of account number is prefixed by the relevant 6 digit asset number of the asset contained within Council’s fixed asset register.

All asset management is undertaken within the asset software “Conquest” including; capitalisation, depreciation, asset condition, useful and remaining lives, disposal, write-off and reporting. As and when required a review will be undertaken to integrate Conquest and the Financial system to provide appropriate management and control of assets.

Accountabilities and Responsibilities for Financial System

The day-to-day administration of Council’s financial systems is managed through the Financial Services section.

The responsible officer for each of the key financial systems is outlined in the table below.

Financial module Responsible Officer

Budgeting Manager – Financial Services

General Ledger / Financial Reporting Management Accountant

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Debtors Accounting Officer

Creditors Creditors Clerk

Assets Accountant

Purchasing Manager – Financial Services

Bank Reconciliation Accounting Officer

Accounting Standards/Regulations/Guidelines

External:

Legislation Key elements relative to Infrastructure and Asset Management

Australian Accounting Standards AASB101 – Presentation of Financial Statements

AASB116 – Property, Plant and Equipment

AASB136 – Impairment of Assets

Local Government Act 1999 Section 122 (1a) – Strategic Management Plans

Local Government (Financial Management) Regulations 2011

Part 3 – Accounting Principles

Capital / Maintenance threshold policy

The current threshold value for all capital expenditure is $5,000 (from November 2011). For more detailed information please refer to the Asset Accounting Policy – TRIM 12/29895 refers.

Changes to Accounting/Financial Systems resulting from Infrastructure and Asset Management Plan

The separation of maintenance costs between reactive, planned and cyclic can be done utilising existing cost centre descriptions. Should this not meet requirements, additional project numbers will be needed to be added at the Projects Ledger level given the lack of available cost centre numbers at the General Ledger level.

7.2 Asset Management Systems

1. Summary of Asset Management Systems

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An asset management system is a combination of processes, data and software applied to provide the essential information outputs for effective asset management of risk and optimum infrastructure maintenance and refurbishments.

Council utilises a number of asset management systems which contribute to the overall management of the long term planning of its infrastructure assets in order to:

Know what and where the assets are and which department is responsible for them;

Know the condition of assets;

Establish suitable operational, maintenance and renewal regimes to suit the assets and level of service required of them by present and future customers;

Identify the true costs of operations and maintenance and predict future capital investments and maintenance expenditure required to optimise the asset function and lifecycle.

These include Conquest; Conquest Road Surface Manager (RSM); Hand held Tablet PC; MapInfo Exponare, MapInfo Professional GIS and Conquest Map for asset mapping; Pathway for customer requests.

Conquest

Conquest is Council’s asset management software system used for the management and reporting of assets data. CWMS data recorded includes type of pipe, earthenware etc; construction date; pipe diameter, length, lagoon details, WWTP component details, pump station component details.

Construction and new assets details are updated yearly and general errors in the day-to-day administration are corrected as required. Screen extracts from Conquest are detailed below to indicate the type of asset data now recorded.

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Hand held Tablet PC

Council has recently purchased 4 Tablet PC’s which will be loaded with Conquest Mobile software and this will enable any defects, inspections, customer requests actioned in the field to be downloaded into Conquest to update the data already stored against the various assets.

These are stand alone systems which at present are not available as a Council wide option but only to the Works and Engineering section and are used for data collection; condition assessment; deterioration modelling of the road network to provide Capital spending requirements.

This work is be carried out by Council staff.

Regular Community Wastewater Management System condition data capture will be required to monitor the ongoing Community Wastewater Management System network condition and project future budgetary requirements to achieve the adopted strategy and determine the optimum use of available funds.

Whilst the Conquest software can be used as a tool in predicting the deterioration of the CWMS asset over time and optimising maintenance and Capital spending, it should be noted that this requires significant resource expenditure in both data collection and parameter update by Council staff.

MapInfo Exponare, MapInfo Professional GIS and Conquest Map for asset mapping

Council has a Council wide Geographical Information System (GIS) – MapInfo Exponare. This is a read only system. MapInfo Professional software is the system used to update existing data for assets that are shown in Exponare and to enter new data.

Community Wastewater Management System assets are shown in the CWMS layer option in Exponare; this provides the spatial representation of asset data. Any user can then visually identify the asset on the GIS screen without needing to know the asset number or description etc and is then able to extract the information that is recorded about that asset.

MapInfo Professional is used to update existing data and to enter new data. This work is now undertaken by Council staff. An automatic update programme runs every night which transfers any amended or new asset data into the asset layer in Exponare.

Council has also purchased Conquest Map. Conquest Map is also linked to MapInfo Professional so any amended or new assets will also appear in Conquest Map. At present only footpath and kerb assets are being automatically linked to Conquest Map.

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Pathway for customer requests

Customer requests involving comments/actions/request affecting all assets are recorded in this module and excellent reporting is available with Pathway.

2. Summary of how AM Systems are linked to Accounting/Financial System

Council utilises a standard computerised general ledger system for all of its accounting operations. The integrated accounting software used to manage all of Council’s accounting operations is provided by Technology One, incorporating the Finance One suite of financial modules.

Council’s asset management software system Conquest is now used to carry out all revaluation, capitalisation, disposal and depreciation processing of individual assets. Hard copy reports and excel spreadsheets are provided to the Finance section to enter the values into the financial system at the summary level only.

At present there is no integrated link between the asset management systems detailed in 1 above and Council’s accounting/financial system.

The integration of these systems is an important key issue that Council will need to address.

3. Accountabilities and Responsibilities for AM systems

Elected Members are responsible for adopting the policy and ensuring that sufficient resources are applied to manage the assets.

The Chief Executive Officer has overall responsibility for developing an asset management strategy, plans and procedures and reporting on the status and effectiveness of asset management within Council.

The role of the Asset Management Working Party is to:-

To oversee Council’s Infrastructure and Asset Management Plan and assess proposals for further asset investment.

To develop and implement a framework to achieve contemporary asset management in a financially sustainable manner.

Team members are:-

Director, Works and Engineering Services (Chairperson) Director, Development and Environmental Services Director, Corporate and Community Services Manager, Engineering Manager, Operations Manager, Works Manager, Financial Services Manager, Administrative Services

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Manager, Assets and Infrastructure (Secretary) Risk Management Officer

The Chairperson shall invite other officers, consultants or external representatives as is necessary to undertake the purpose of the working party.

The organisational accountabilities and responsibilities for asset management making are detailed below:- Asset Management Accountabilities and Responsibilities across the Organisation

PD – Primary Division MAI – Manager Assets & Infrastructure TS – Technical Support SD – Support Division

WORKS & ENGINEERING

CORPORATE & COMMUNITY SERVICES

DEVELOPMENT & ENVIRONMENTAL SERVICES

FINANCE

TRANSPORT PD MAI TS

SD SD SD

COMMUNITY WASTEWATER MANAGEMENT SYSTEM

PD MAI TS

SD SD SD

CWMS PD MAI TS

SD SD TS

SD

RECREATION Including Nuriootpa Centennial Park

SD MAI TS

PD

SD TS

SD

BUILDINGS MAI SD

PD SD TS

SD

Note: acknowledges the Division that is accountable for the development of IAMP.

4. Any Changes to Asset Management Systems resulting from this IAMP

Asset management systems using software have become an essential tool for the management of Council’s Community Wastewater Management System assets.

Conquest will now be further developed to include integration with Council’s other core software systems – Finance One, Pathway, Records Management etc.

The works order system available in Conquest will be fully implemented by the end of the 2012/2013 financial year

7.3 Information Flow Requirements and Processes

The key information flows into this Infrastructure and Asset Management Plan are:

The asset register data on size, age, value, remaining life of the network;

The unit rates for categories of work/material;

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The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including decay models;

Data on new assets acquired by Council.

The key information flows from this Infrastructure and Asset Management Plan are:

The assumed Works Program and trends;

The resulting budget, valuation and depreciation projections;

The useful life analysis.

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

Summary of New Asset Recognition and Capitalisation Process

Demand for new Community Wastewater Management System assets is a mixture of those related to residential developments across the Council area, together with those constructed by Council associated with requirements of various Community Wastewater Management System studies carried out / being carried out.

Assets from developments are not recognised until Council receives a Certificate of Title and associated Deposited Plan from the Registrar General Office.

Council’s development approval procedure requires submission of construction plans from which Community Wastewater Management System type and dimensions are then obtained.

These dimensions are then multiplied by agreed unit rates to produce a new Community Wastewater Management System asset value.

Community Wastewater Management System construction arranged by Council will be included in Council’s Works Capital new/upgrade program and the actual cost of constructing the Community Wastewater Management System will be the new asset value.

Individual asset numbers are automatically created for all new assets entered into Conquest and for those assets, whose values are calculated by unit rates, the unit rate appears and the asset value is automatically shown

When all known values have been obtained then the new asset can be Capitalised. This is undertaken in Conquest.

Capitalisation is undertaken separately for each new asset and when completed the asset value will then be shown in Conquest and a report is produced in Conquest detailing all of these assets.

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The Manager, Assets & Infrastructure is responsible for entering all new assets received direct from developers into Conquest and MapInfo.

The Manager, Assets & Infrastructure is responsible for the Capitalisation of all new assets in Conquest and from the conquest reports obtained enter the total values by asset type into Council’s finance system by a General Ledger journal entry which is approved by the Manager, Financial services.

7.4 Standards and Guidelines

LGA of SA, Sustainable Asset Management in South Australia, A Guided Pathway to Asset Management Planning, 2007

Palmerston North City Council Wastewater Asset Management Plan, 2008

IPWEA, Asset Management Workshop Manual, March 2006

IPWEA, 2011, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney

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8. PLAN IMPROVEMENT AND MONITORING

8.1 Performance Measures

The effectiveness of the Infrastructure and Asset Management Plan can be measured in the following ways:

The degree to which the required cash flows identified in this Infrastructure and Asset Management Plan are incorporated into Council’s Long Term Financial Plan and Strategic Management Plan;

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

8.2 Improvement Plan

The Asset Management Improvement Plan generated from this Infrastructure and Asset Management Plan is shown in Table 8.2.

Table 8.2 Improvement Plan

Task No

Task

Responsibility Resources Required

Timeline

1. Section 3.3 - Current levels of service to be agreed and shown in table format including performance targets

DWE Staff time Nov 2013

2. Section 5.1.2 – Asset capacity and performance table to be updated


3. Section 5.3.1 - Maintenance response levels of service to be completed


4. Section 8.2 - Improvement plan to be completed


5. Appendix A – Maintenance response levels of service to be prepared


6. Audit and review of maintenance response times (to confirm whether maintenance works were delivered on time)


7. Random audit of maintenance works (to confirm whether maintenance works were delivered to the specified quality)


8. Review of and assess changing traffic patterns, community expectations and customer feedback/contact

AMT Staff time Nov 2015

9. Consultation to ascertain the community’s service needs and preferences and confirm target levels set

CEO Staff time Nov 2014

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8.3 Monitoring and Review Procedures

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

The total asset management process incorporates processes to monitor both the performance of the physical assets and the adequacy, suitability and effectiveness of all asset management planning activities to assess associated risks and drive a continuous cycle of review, corrective action and improvement.

The Plan has a life of 4 years and is due for revision and updating in November 2016.

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REFERENCES

The Barossa Council, ‘Strategic Plan 2011-2015’

The Barossa Council, ‘Annual Business and Budget Plan’

The Barossa Council, ‘Long Term Financial Plan 2012-2013 to 2021-2022’

DVC, 2006, ‘Asset Investment Guidelines’, ‘Glossary’, Department for Victorian Communities, Local Government Victoria, Melbourne, http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

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

http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

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

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APPENDICES

Appendix A Maintenance Response Levels of Service

Appendix B Projected Renewal 10 year Capital Works Program

Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program

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Appendix A Maintenance Response Levels of Service

This will be produced and inserted in future updates of this plan

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Appendix B Projected Renewal 10 year Capital Works Program

CWMS assets have now been identified at component level for pump stations, waste water treatment plants and by segments for the pipe networks. This will allow renewal of portions over a period of time based on ongoing condition assessment and frequency of failures/breakdowns. When sufficient data has been obtained then a 10 year program will be produced.

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Appendix C Projected Upgrade / Exp / New 10 year Capital Works Program

For Community Wastewater Management System assets there is a requirement for new and upgraded assets to be constructed during this period to cater for new subdivisions in the various townships.

This will require a Council agreement on funding for this new and upgraded work to be part of the 10 year CWMS capital budget.

Individual projects will be identified separately each year as part of the budget process.

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