MANAGEMENT PLAN MANAGEMENT PLAN ALL ASSET CLASSES TRANSPORT • WATER AND WASTEWATER • STORMWATER • WASTE OPEN SPACES • COASTAL • BUILDINGS • FLEET • ICT ALIGNED TO ISO 55000 : 2014 DECEMBER 2015 STRATEGIC ASSET
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MANAGEMENT PLAN MANAGEMENT PLAN
ALL ASSET CLASSESTRANSPORT • WATER AND WASTEWATER • STORMWATER • WASTEOPEN SPACES • COASTAL • BUILDINGS • FLEET • ICT
ALIGNED TO ISO 55000 : 2014
DECEMBER 2015
STRATEGIC ASSET
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TOWNSVILLE CITY COUNCIL
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STRATEGIC ASSET MANAGEMENT PLAN
CONTENTS1 ExecutiveSummary 2
2 Purpose 3
3 OrganisationalObjectives 5
3.1 Townsville City Plan 53.2 Community Plan and Community Expectations 53.3 Corporate Plan 63.4 Organisational Leadership 6
4 AssetScope 8
4.1 Asset Management Context 84.2 Asset Classes Summary 8
5 AssetManagementPolicyandObjectives 12
5.1 Asset Management Policy 125.2 AM Objectives 135.3 Reviewing the AM Objectives 215.4 Communicating the Policy and Objectives 21
6 AssetManagementStakeholders 22
6.1 Internal Stakeholders 226.2 External Stakeholders 23
7 AssetManagementSystem 24
7.1 Organisational Management Systems Integration 247.2 Asset Management System 257.3 People 267.4 Processes 277.5 Technologies 317.6 Funding 327.7 Works Delivery 33
8 AssetManagementPlanning 36
8.1 Portfolio Level Initiatives 378.2 Transportation 398.3 Water and Wastewater 418.4 Solid Waste 428.5 Stormwater 438.6 Open Spaces 448.7 Coastal 468.8 Buildings 478.9 Fleet 488.10 ICT 50
9 PerformanceEvaluationandImprovement 52
9.1 Performance Evaluation 529.2 Internal Audits 539.3 Management Review 539.4 Improvement Plan 539.5 SAMP and ISO 55001 Relationship 54
APPENDICES
Appendix A National Asset Management Framework Performance Assessment for TCC FY2014/15 56Appendix B TCC 10 Year Capital Works Plan FY 2016/17 to FY 2025/26 58
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TOWNSVILLE CITY COUNCIL
1 EXECUTIVE SUMMARYTownsville City Council has a responsibility to effectively and efficiently manage the services provided, by its assets, to its community. This Strategic Asset Management Plan (SAMP) provides the linkage between the organisational objectives of Council and the assets management objectives to be delivered by the assets. It also provides the portfolio wide asset planning and investment process that considers performance, risk, and cost. Council has a strong vision for the future of asset management which includes sustainable services delivery, community satisfaction, sustainable financial position and acceptable risk exposure.
Council has developed its organisational objectives to focus its services on the communities it serves. These objectives have been developed in consultation with the Stakeholders to achieve agreement on the scope and level of service provided. Council owns, operates, and maintains assets valued at over $6 billion.
The asset management objectives were established to reflect the Corporate Plan where Council commits to delivering quality services to facilitate sustainable growth through inspired leadership, community engagement and sound financial management. Council is governed by the principles of the Local Government Act 2009 of sustainable development and management of assets and infrastructure and delivery of effective services. These requirements are addressed in individual Asset Management Plans (AMPs), as these plans deliver the asset outcomes, within the budgets and with the resources available, while ensuring that appropriate levels of service are achieved.
This SAMP also demonstrates Councils commitment to aligning its management system for managing assets to the international Standard ISO 55001: Management System - Asset Management.
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STRATEGIC ASSET MANAGEMENT PLAN
2 PURPOSEProviding effective and efficient management of assets is a key obligation of Townsville City Council (Council). As custodian of community assets, Council has the responsibility for managing these assets in the most cost effective manner. This is achieved through asset creation, acquisition, maintenance, operation, rehabilitation and disposal. These actions are undertaken in order to continue to provide efficient, safe and reliable services for current and future generations. Asset Management is a widely accepted term to describe this responsibility of Council.
The purpose of this Strategic Asset Management Plan (SAMP) is to:
» Demonstrate that Council’s Asset Management System (AMS) is aligned with the requirements of ISO 55001: Management System for Asset Management;
» Describe the role of the AMS in supporting achievement of the AM Objectives, delivering appropriate Level of Service (LOS) cost effectively, and meeting legislative requirements;
» Document information that specifies how organisational objectives have been realised as Asset Management Objectives (AM Objectives); and
» Inform the approach for developing Asset Management Plans (AMP)1.
The functional relationship between the SAMP and other organisational leadership documents is shown in the following figure:
This SAMP is specific to Townsville City Council and its AMS.
Key fundamental objectives of this SAMP include:
» Setting out the foundations for managing its asset portfolios in a manner which ensures it is able to sustainably deliver services to the community, according to the community’s expectations, and to meet legislative requirements;
» Developing the decision making process that considers costs, human resources, risks, performance and improvement opportunities for Council when managing assets and delivering services to the community;
» Building staff engagement and competency, strong stakeholder engagement, informed and robust asset management decision making processes to support the functionality and sustainability of the AMS;
» Applying the Asset Management Policy (AM Policy) as determined and approved by the Council Executive; and
» Optimising alignment of the AMS with the requirements prescribed in the International Standardisation Organisation ISO 55001:2014 Asset Management System and full compliance with this Standard for the Water and Waste Water AMS.
Council continuously considers the current and future needs of the community and Council’s ability to provide assets which contribute to meeting these needs. Council also considers the financial implications of maintaining community assets and the balancing of this expenditure and operational realities against other community priorities and regulatory requirements. Ongoing development and review of this SAMP will promote the viability and long term use of assets in line with Council’s organisational objectives.
Townsville City CouncilOrganisation Objectives
Asset ManagementObjectives
Strategic AssetManagement Plan
Asset Management Policy
Asset Management Plans
1 Infrastructure-based AMPs are in alignment with International Infrastructure Manual (2015) guidelines.
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TOWNSVILLE CITY COUNCIL
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STRATEGIC ASSET MANAGEMENT PLAN
3 ORGANISATIONAL OBJECTIVESOrganisational objectives are short-term and medium-term goals that an organisation seeks to accomplish. An organisation’s objectives play a large part in developing organisational policies and determining the allocation of organisational resources.
Council has developed its organisational objectives to focus its services on the communities it serves. These objectives have been developed in consultation with the Stakeholders to achieve agreement on the scope and level of service provided. Council has produced various documents that illustrate leadership across the organisation, particularly regarding assets. The AMS leadership framework is shown in the following diagram:
3.1 TownsvilleCityPlan
The Townsville City Plan has been prepared in accordance with the Sustainable Planning Act 2009, as a framework for managing development in a way that advances the purpose of the Act. In seeking to achieve this purpose, the planning scheme sets out Council’s intention for the future development in the planning scheme area, over the next 25 years.
3.2 CommunityPlanandCommunityExpectations
Townsville’s Community Plan provides an opportunity to strategically plan a future that the community, council, government, non-government organisations, business and stakeholders can work towards together. A critical input into this document is an understanding of the Community and other stakeholder needs and expectations.
In the development of the Community Plan and updates, extensive consultation is undertaken with the community through specifically developed customer engagement techniques as outlined in the Plan. Progress against these objectives is reported annually to the community through the Community Report Card. The community expectations are:
» Strong, Connected Community;
» Environmentally Sustainable Future;
» Sustained Economic Growth; and
» Shaping Townsville.
Non-Council Inputs
CorporateGovernance
CouncilAsset
Management
Tactical &Operational
AssetManagement
Legislation Stakeholders
LTFMP Approval
AM System Review
AM Activity ReviewsAsset Class LTFMP Asset Management Plans
Strategic Asset Management Plan (including AM Objectives)
Townsville City Plan(25 years)
Community Plan(10 years)
Corporate Plan(5 years)
ManagementReview
OrganisationalLTFMP
Life Cycle Activities(Plan - Acquire/Create - Operate - Maintain - Renew - Dispose)
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TOWNSVILLE CITY COUNCIL
3.3 CorporatePlan
This document sets out high level strategic information for Townsville and the surrounding region, much of which is common to functional asset management plans, including information about population, growth expectations, social composition and community engagement.
Council has published its Corporate Plan with the following Vision and Mission statements:
Council’s goals, objectives, and measures are also outlined in the Corporate Plan.
3.4 OrganisationalLeadership
Council leadership is provided by a Strategic Leadership Team that includes selected Elected Members, the Audit Committee, and the Executive team within Council.
Asset management leadership is provided by a Corporate Asset Management and Systems Department (CAMS) which is responsible for developing and implementing the AM Strategy, AM Policy, and AMS.
The respective roles and responsibilities of these Stakeholders with respect to the AMS follows:
ElectedMembers
» Representing their community ensuring sustainable service delivery from the assets;
» Reviewing and endorsing the 15 year Capital Works Plan and Adopted Budget;
» Reviewing and endorsing the Asset Management Policy; and
» Reviewing Audit Committee reports.
Council’sAuditCommittee
» Reporting to Council via the Chief Executive Officer on AMS;
» The scope of the Audit Committees responsibilities, in the current terms of reference, includes the following activities that all have an influence on the AMS:
» Governance Processes;
» Financial Compliance;
» Information and Communications Technology (ICT) Management;
» Internal Controls;
» Internal and External Audits;
» Risk Management;
VISIONTownsville,CapitalofNorthernAustralia;theCitywithOpportunityandGreatLifestyle.
MISSIONWearecommittedtoDeliveringQualityServicestoFacilitateSustainableGrowththroughInspiredLeadership,CommunityEngagementandSoundFinancialManagement.
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STRATEGIC ASSET MANAGEMENT PLAN
» Legal and Legislative Compliance; and
» Asset Management Governance.
ExecutiveManagement
» Advising Council and the Audit Committee on asset management activities;
» Ensuring asset risk management is aligned with the organisational risk management framework; and
» Ensuring the implementation of the AMS meets relevant legislation, policies and plans across the organisation.
CorporateAssetManagementandSystemsDepartment(CAMS)
» Ensuring a whole-of-council approach to the effective and efficient delivery of AM objectives through organisational independence from Council’s financial, planning and service departments;
» Ensuring the Policy, SAMP, and objectives are compatible with the Council’s objectives (reviewed with Council Corporate Plan updates);
» Undertaking quarterly monitoring through the Service Potential Reporting to ensure appropriate stewardship and leadership;
» Ensuring full integration of all supporting systems into the AMS through systematic internal audits;
» Undertaking internal audits to ensure the AMS is achieving intended outcomes and raising improvement actions where gaps are identified;
» Identifying gaps in resource requirements from feedback provided by the internal and external stakeholders;
» Providing input into regular Council internal communications to promote a strong asset management culture, and to effectively engage the internal stakeholders with the AMS;
» Supporting key internal stakeholders to contribute to the effectiveness and raise improvement actions to improve the effectiveness of the AMS;
» Promoting cross-functional collaboration across all systems that provide input into the AMS; and
» Advancing AM training, leadership, practice and skills development across Council.
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TOWNSVILLE CITY COUNCIL
4 ASSET SCOPE4.1 AssetManagementContext
The asset management function in context with the Council’s overall function is illustrated below:
4.2 AssetClassesSummary
Council owns, operates, and maintains assets valued at over $6 billion. This SAMP provides guidance on all Council assets, which are grouped into the following key asset classes:
Transport
The quantity and value of the transport assets as at the beginning of the 2015/16 financial year covered by the Transport AMP are summarised below:
AssetType Quantity ReplacementValue($000)
Roads 1740 km 1,343,000
Kerb and Channel 1946 km 343,000
Pathways 512 km 141,000
Vehicular BridgesPedestrian Bridges
36 ea167 ea
113,000
Roadside and Pathway Furniture and Structures 42,000
Bus Stops Facilities 976 ea 9,000
Community Expectations
ServiceManagement
Asset Management
Leadership
Acquisition
Operations & Maintenance
AssetAccounting
Risk Management
Capital WorksPlanning
Quality &Performance Management
Asset & Services Management Plans
CorporateGovernance
Community Plan Community Vision
CommunityCollaboration
Culture | Communication
Corporate Plan Council Mission Strategic Planning Framework
Service Strategy Service Delivery Service Performance
Policy | Strategy Systems | Processes Role | Responsibilities
Asset Register | GIS Donated Assets
Renewal PlanNew | Upgrade |
Expansion Capex PlanPriorisation &Optimisation
Long TermFinancial Plan
New | UpgradeCapital Investment
Customer Service Requests
Valuation | Revaluation
Asset Risks
Operational & MaintenanceStrategy
Commissioning | Depreciation Disposal | Impairment
Service Risks Critical Assets
Operational & Maintenance Plan
Asset Portfolios Performance Organisational AssetPerformance
Asset Management SystemPerformance
Asset Management PlansStrategic AssetManagement Plan
Strategic ServicesManagement Plan
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STRATEGIC ASSET MANAGEMENT PLAN
Water
The financial value of the water assets are summarised in the table below with the values based on the 2015/16 financial year:
AssetType Quantity ReplacementValue($000)
Dams 2 ea 500,047
Weirs 2 ea 9,297
Water Treatment Plants 3 ea 216,383
Water Pump Stations 19 ea 15,945
Reservoirs 34 ea 89,854
Water Mains 2,552 km 729,462
Water Meters 68,543 ea 5,961
Wastewater
The financial value of the wastewater assets are summarised in the table below with the values based on the 2015/16 financial year:
AssetType Quantity ReplacementValue($000)
Sewer Mains (Gravity and Pressure) 1,300 km 498,592
Sewer Service Connections 34,289 ea 15,369
Sewer Property Connection Points 48,172 ea 42,235
Wastewater Maintenance Holes 21,387 ea 82,732
Wastewater Pump Stations 190 ea 81,181
Wastewater Treatment /Recycling Plants 6 ea 261,808
Stormwater
The quantity and financial value of the stormwater assets as at the beginning of the 2015/16 financial year covered by the Stormwater AMP are summarised below:
AssetType Quantity ReplacementValue($000)
Underground Network 708 km 715,000
Open Drain Network 185 km 49,000
Tidal Protection Devices 3 ea 5,500
Pump Stations 7 ea 7,800
Water Quality Devices 28 ea 2,700
Rainfall Stations 19 ea 477
Sub Soil Drainage 328 km 17,000
Levee Banks 9 ea 8,800
Waste
The financial value of the solid waste assets are summarised in the table below with the values based on the 2015/16 financial year:
AssetType Quantity ReplacementValue($000)
Waste Transfer Stations & Landfills 5 T’fer Stations & 4 Landfills 49,962
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TOWNSVILLE CITY COUNCIL
OpenSpaces
The quantity and financial value of these open space assets as at the beginning of the 2015/16 financial year covered by the Open Space AMP are summarised below:
AssetType Quantity ReplacementValue($000)
Arboriculture 389 ea 2,268
Berths 1 ea 433,596
Community Art 90 ea 392
Fencing 1027 ea 23,163
Furniture 3325 ea 15,474
Granular Material 2 ea 5,275
Horticulture 1521 ea 12,082
Irrigation Main Line 766 ea 28,501
Lighting 306 ea 3,787
Monuments 158 ea 4
Platform 49 ea 1,075
Play Equipment 1147 ea 11,476
Rockwalls 12 ea 9,652
Signage 1636 ea 3,380
Sporting 267 ea 7,555
Structures 464 ea 9,549
Wall 139 ea 5,229
Water Feature 42 ea 10,300
Weirs 2 ea 22,613
Buildings
The quantity and financial value of these building assets as at the beginning of the 2015/16 financial year covered by the Buildings AMP are summarised below:
AssetType Programme Quantity ReplacementValue($000)
Buildings Cemeteries 5 ea 366
Galleries, Libraries & Theatres
5 ea 34,095
Hire – General Community 7 ea 16,810
Precincts & Areas 5 ea 4,425
Public Amenities 66 ea 12,475
Residency – Operational Buildings & Depots
134 ea 60,834
SES Facilities 9 ea 2,365
Sport & Recreational Facilities
9 ea 74,266
Tenancy – Child Care Centres
8 ea 6,694
Tenancy – Commercial Enterprise
16 ea 14,554
Tenancy – Community Group
24 ea 21,631
Vacant Land & Misc 6 ea 724
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STRATEGIC ASSET MANAGEMENT PLAN
Land Improvements
103 ea 14,509
Fixed Plant 4 ea 558
Plant 60 ea 7,954
Land 364 ea 98,142
Fleet
The quantity and financial value of these fleet assets as at the beginning of the 2015/16 financial year covered by the Fleet AMP are summarised below:
AssetType Quantity ReplacementValue($000)
Heavy Plant 63 ea 11,228
Light Plant 93 ea 3,410
Minor Plant 507 ea 1,042
Heavy Truck 174 ea 27,831
Light Truck 44 ea 3,100
Minor Truck 22 ea 443
Light Vehicle 7 ea 1,200
Heavy Vehicle 366 ea 13,514
Minor Vehicle 173 ea 1,032
Heavy Equipment 11 ea 1,644
Light Equipment 80 ea 2,300
Minor Equipment 955 ea 752
ICT
The quantity and financial value of these ICT assets as at the beginning of the 2015/16 financial year covered by the Knowledge Management AMP are summarised below:
AssetType Quantity ReplacementValue($000)
Infrastructure 155 ea 908
Printers 313 ea 1,387
Power Management 49 ea 145
Servers 293 ea 4,262
Software 67 ea 11,271
Switches 482 ea 3,968
Telephones 1,177 ea 494
Work Stations 5,105 ea 3,563
CCTV 288 ea 769
PAI 1,177 ea 494
GIS 18 ea 714
Other 16 ea 230
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TOWNSVILLE CITY COUNCIL
5 ASSET MANAGEMENT POLICY AND OBJECTIVES
The asset management vision is to meet the required level of service in the most cost effective manner through the management of assets for the present and future Townsville community.
Council has a strong vision for the future of asset management which includes sustainable services delivery, community satisfaction, sustainable financial position and acceptable risk exposure.
5.1 AssetManagementPolicy
The leadership commitment is stated under section 4 of this policy and states:
The policy states:
Responsibility
Council’sLeadershipManagementGroup(LMG)members,AssetManagementSteeringGroup,AssetManagementGroupandEnablingServicesareresponsibleforensuringthispolicyandassociateddocumentsareunderstoodandadheredtobyallstaff.
Policy
Councilwillmanagetheassetsandservicesthroughinformed,demonstratedandimprovedfinancialperformanceandassetinvestmentandriskmanagementdecisions,toprovideservicestothelevelandatthecostdecidedbyCouncil.
Themanagementofassetsandservicepotentialwillbeachievedby:
» Developingandmaintaininglong-termStrategicAssetManagementPlanandStrategicServiceManagementPlanandAssetManagementPlans;
» PreparingBusinessCase,PlanningReports,EvidenceModellingpriortotheintroductionofanewserviceortheprocurementofanewassetorforrehabilitationorrenewalofexistingassets;
» Integratingcustomerexperience,strategyplanning,financialaffordabilityandcapitalworksplanning;
» Maintainingalongtermfinancialplanwhichdemonstratesthatthefullcostsofanassetareborneequitablybyallusers(includingfutureusers)oftheasset,includingusingtheutilitydeliveredtocustomersasthebasisforallocatingdepreciationandobsolescence;
» Ensuringthatthelowestlifecyclecostofanassetisachievedwhilemaintainingagreedlevelsofservicesandanacceptableriskexposurelevel;
» Annuallyprioritisingcapitalinvestmentplanandreviewingassetmanagementstrategiesandplans;
» Measure,monitorandreview,assetandservicemanagementvaluesandperformance;
» Ensuringconsistencythroughtheuseofcorporatesystems,internalaudits,businessprocesses;andgovernancerequirements;
» Ensuringacorporateapproachtoassetmanagement;
» Improvethroughleadership,crossfunctionalintegration,effectivecommunication,andculture;and
» AssureISO55000alignmentasaminimumrequirementforassetmanagementpractices.
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STRATEGIC ASSET MANAGEMENT PLAN
The policy was developed in accordance with the Administrative Directive for the Development of Council Policies, Associated Procedures and Administrative Directives. This directive is owned and maintained by Corporate Services.
The procedure for the development, implementation and review of Council policies is owned and maintained by Corporate Services.
5.2 AMObjectives
The AM Objectives, at an organisational level, have been defined in terms of the community services and their needs. This focus has been mapped in the following diagram:
Townsville City Council service enabling departments include: ICT, Property, and Fleet.
Assets
CommunityBasic Needs
Activity Types
Community
WaterWasteWater
Water Cycle-ways Foothpaths Roads JettiesParks &
PlaygroundsArts &
Museums Libraries
ResidentialServices
CommunityFacilities Cycling Walking Driving Boating Sports &
RecreationCultural Pursuits
Knowledge
Shelter & Health Social InteractionMovement
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and
re
new
als.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• D
evel
op
robu
st
busi
ness
ca
ses
for p
lant
re
plac
emen
ts.
• Co
mpl
ete
cost
ben
efit
anal
ysis
on
all C
APE
X pu
rcha
ses
to
ensu
re v
alue
fo
r mon
ey.
15
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
The
AM
Obj
ecti
ves
belo
w a
re d
eriv
ed fr
om th
e as
set r
elat
ed o
rgan
isat
iona
l goa
ls, a
nd o
utco
mes
pub
lishe
d by
Cou
ncil
in th
e Co
rpor
ate
Plan
201
4-20
19:
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Econ
omic
Su
stai
nabi
lity
A s
tron
g di
vers
e ec
onom
y w
hich
pro
vide
s op
port
unit
ies
for b
usin
ess
and
inve
stm
ent
wit
h an
in
tegr
ated
ap
proa
ch to
lo
ng te
rm
plan
ning
whe
re
the
city
’s
asse
ts m
eet
the
com
mun
ity
need
s.
Div
erse
ec
onom
y•
Mon
itor
ou
tsou
rced
w
orks
acr
oss
the
asse
t po
rtfo
lio.
• Pr
ovid
e a
conn
ecte
d ef
ficie
nt
netw
ork
to
min
imis
e tr
avel
tim
es.
• Pa
ckag
ing
of v
ario
us
mai
nten
ance
fu
ncti
ons
acro
ss
the
asse
t po
rtfo
lio.
• Pa
ckag
ing
of v
ario
us
mai
nten
ance
fu
ncti
ons
acro
ss
the
asse
t po
rtfo
lio.
• En
cour
age
recy
clin
g or
oth
er
init
iati
ves
in p
riva
te
busi
ness
m
arke
t.
• Pa
ckag
ing
of v
ario
us
mai
nten
ance
fu
ncti
ons
acro
ss
the
asse
t po
rtfo
lio.
• Pa
ckag
ing
of v
ario
us
mai
nten
ance
fu
ncti
ons
acro
ss
the
asse
t po
rtfo
lio.
• So
urce
pa
rts
from
va
riou
s lo
cal
supp
liers
.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
Sust
aina
ble
econ
omy
• M
onit
or
outs
ourc
ed
wor
ks a
cros
s th
e as
set
port
folio
.
• Ef
ficie
nt
tran
spor
t ro
utes
to a
llow
ea
sy m
arke
t ac
cess
.•
Ensu
re
proc
urem
ent
plan
pro
mot
es
econ
omic
st
imul
us
to th
e lo
cal
econ
omy.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
Opp
ortu
niti
es
for b
usin
ess
• M
onit
or
outs
ourc
ed
wor
ks a
cros
s th
e as
set
port
folio
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• Pr
otec
tion
of
bus
ines
s pr
oper
ties
fr
om fl
oodi
ng
dam
age
for
busi
ness
co
ntin
uity
.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• Re
ntal
cha
rges
of
leas
ed
faci
litie
s ar
e co
mpe
titi
ve
and
mar
ket
rele
vant
.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
• En
sure
pr
ocur
emen
t pl
an p
rom
otes
ec
onom
ic
stim
ulus
to
the
loca
l ec
onom
y.
App
ropr
iate
In
vest
men
ts•
Ensu
re a
t po
rtfo
lio
leve
l pro
ject
s ar
e ra
nked
ac
cord
ing
to
the
LTFM
P de
velo
pmen
t.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Pl
an fo
r fut
ure
capa
city
ba
sed
on
fore
cast
de
man
d w
hen
unde
rtak
ing
upgr
ades
and
re
new
als.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• Fi
t for
pur
pose
re
new
al a
nd
deve
lopm
ent.
• D
evel
op
robu
st
busi
ness
ca
ses
for p
lant
re
plac
emen
ts.
• Co
mpl
ete
cost
ben
efit
anal
ysis
on
all C
APE
X pu
rcha
ses
to
ensu
re v
alue
fo
r mon
ey.
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Long
term
pl
anni
ng•
Ensu
re L
TFM
P is
fina
ncia
lly
sust
aina
ble.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
• Pl
an fo
r fut
ure
capa
city
ba
sed
on
fore
cast
de
man
d w
hen
unde
rtak
ing
upgr
ades
and
re
new
als.
• U
nder
stan
d av
aila
ble
solid
was
te
disp
osal
are
as
and
futu
re
dem
and
to
dete
rmin
e w
hen
new
fa
cilit
ies
requ
ired
and
/or
alt
erna
tive
so
luti
ons
are
intr
oduc
ed.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
• Lo
ng te
rm
dem
and
unde
rsto
od
and
plan
ned.
Und
erst
andi
ng
com
mun
ity
need
s
• Re
view
cu
stom
er
sati
sfac
tion
su
rvey
ou
tcom
es to
de
term
ine
if de
sire
d LO
S is
af
ford
able
.
• U
nder
stan
d co
mm
unit
y m
ovem
ent
wit
hin
the
netw
ork
and
deve
lop
the
netw
ork
to
suit
tren
ds
and
dem
and.
• U
nder
stan
ding
co
mm
unit
y ex
pect
atio
ns
on w
ater
qu
alit
y an
d w
aste
wat
er
trea
tmen
t in
addi
tion
to
legi
slat
ed
guid
elin
es.
• Pr
otec
tion
of
pri
vate
pr
oper
ty fr
om
flood
dam
age.
• Se
ttin
g ap
prop
riat
e fe
es fo
r co
mm
unit
y an
d bu
sine
ss
use
of w
aste
fa
cilit
ies.
• En
sure
co
llect
ion
cycl
es a
re
appr
opri
ate.
• B
uild
ing
spac
e hi
re ra
tes
and
fees
are
af
ford
able
.•
Appr
opri
ate
faci
litie
s fo
r us
ers
are
prov
ided
w
ithi
n th
e op
en s
pace
s.
• H
ire
rate
s an
d fe
es o
f fa
cilit
ies
are
com
peti
tive
an
d af
ford
able
.
• Fo
r int
erna
l st
akeh
olde
rs
unde
rsta
nd
the
plan
t and
eq
uipm
ent
requ
irem
ents
.
16
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Envi
ronm
enta
l Su
stai
nabi
lity
A s
usta
inab
le
futu
re
whe
re o
ur
envi
ronm
ent
is v
alue
d th
roug
h th
e pr
otec
tion
and
en
hanc
emen
t of
our
uni
que,
na
tura
l an
d bu
ilt
envi
ronm
ent
wit
h a
com
mit
men
t to
redu
cing
our
en
viro
nmen
tal
impa
ct.
Envi
ronm
enta
l Pr
otec
tion
• En
sure
pro
ject
bu
sine
ss
case
s ad
dres
s en
viro
nmen
t pr
otec
tions
.•
Ensu
re
oper
atio
ns a
nd
mai
nten
ance
ac
tivity
pr
oced
ures
ad
dres
s en
viro
nmen
tal
prot
ectio
n.•
Ensu
re a
ll st
aff a
re
awar
e of
thei
r re
spon
sibi
litie
s.
• U
tilis
e ex
isti
ng
corr
idor
s to
incr
ease
ca
paci
ty
whe
re
prac
tica
ble
ahea
d of
new
al
ignm
ents
.
• En
sure
trea
ted
was
tew
ater
di
scha
rged
m
eets
re
quir
ed
stan
dard
s fo
r di
spos
al ty
pe.
• Co
nstr
ain
high
flo
ws
wit
hin
stor
mw
ater
ne
twor
k.
• En
sure
ap
prop
riat
e m
easu
res
to p
reve
nt
leac
hate
en
teri
ng
envi
ronm
ent.
• Ca
ptur
e an
d tr
eat r
unof
f fr
om la
ndfil
l /
tran
sfer
/ fl
eet
stor
age
site
s.
• Pr
ovid
e pr
otec
tion
to
sign
ifica
nt
natu
ral
haza
rds.
• M
inim
isin
g en
viro
nmen
tal
impa
ct a
t co
nstr
ucti
on.
• Pr
ovid
e ap
prop
riat
e ru
n-of
f tr
eatm
ent
faci
litie
s w
ithi
n de
pots
.•
Insp
ect f
or
and
repa
ir
leak
s pr
ior t
o us
e of
pla
nt.
• Fi
t pla
nt w
ith
spill
kit
s an
d ha
ve a
vaila
ble
in w
orks
hops
an
d ne
ar
liqui
d st
orag
e fa
cilit
ies
in
depo
ts.
• H
ave
disp
osal
pl
an in
pla
ce
to e
nsur
e ob
sole
te
equi
pmen
t an
d pa
ckag
ing
is re
cycl
ed a
nd
not l
andfi
lled.
Enha
ncem
ent
of n
atur
al
envi
ronm
ent
• En
sure
pro
ject
bu
sine
ss
case
s ad
dres
s en
viro
nmen
t pr
otec
tions
.•
Ensu
re
oper
atio
ns a
nd
mai
nten
ance
ac
tivity
pr
oced
ures
ad
dres
s en
viro
nmen
tal
prot
ectio
n.•
Ensu
re a
ll st
aff a
re
awar
e of
thei
r re
spon
sibi
litie
s.
• W
ithi
n ru
ral r
oad
corr
idor
pla
nt
corr
idor
wit
h ap
prop
riat
e lo
cal n
ativ
e sp
ecie
s•
Plan
t ap
prop
riat
e sp
ecie
s of
str
eet
tree
s w
ithi
n th
e ur
ban
envi
ronm
ent
• En
sure
su
ffici
ent
wat
er
avai
labl
e fo
r pr
omot
ing
bio-
dive
rsit
y
• Av
oid
pollu
tant
s en
teri
ng
natu
ral
envi
ronm
ent.
• Re
habi
litat
e la
ndfil
l sit
e w
hen
capp
ed.
• M
inim
ise
verm
in a
t sol
id
was
te s
ites
•
Prom
ote
recy
clin
g
• D
evel
opin
g pa
rk s
pace
s th
at e
nhan
ce
the
natu
ral
envi
ronm
ent
• M
inim
ise
air p
ollu
tion
du
e ex
cess
em
issi
ons
17
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Envi
ronm
enta
l Su
stai
nabi
lity
A s
usta
inab
le
futu
re
whe
re o
ur
envi
ronm
ent
is v
alue
d th
roug
h th
e pr
otec
tion
and
en
hanc
emen
t of
our
uni
que,
na
tura
l an
d bu
ilt
envi
ronm
ent
wit
h a
com
mit
men
t to
redu
cing
our
en
viro
nmen
tal
impa
ct.
Envi
ronm
enta
l Pr
otec
tion
• En
sure
pro
ject
bu
sine
ss
case
s ad
dres
s en
viro
nmen
t pr
otec
tions
.•
Ensu
re
oper
atio
ns a
nd
mai
nten
ance
ac
tivity
pr
oced
ures
ad
dres
s en
viro
nmen
tal
prot
ectio
n.•
Ensu
re a
ll st
aff a
re
awar
e of
thei
r re
spon
sibi
litie
s.
• U
tilis
e ex
isti
ng
corr
idor
s to
incr
ease
ca
paci
ty
whe
re
prac
tica
ble
ahea
d of
new
al
ignm
ents
.
• En
sure
trea
ted
was
tew
ater
di
scha
rged
m
eets
re
quir
ed
stan
dard
s fo
r di
spos
al ty
pe.
• Co
nstr
ain
high
flo
ws
wit
hin
stor
mw
ater
ne
twor
k.
• En
sure
ap
prop
riat
e m
easu
res
to p
reve
nt
leac
hate
en
teri
ng
envi
ronm
ent.
• Ca
ptur
e an
d tr
eat r
unof
f fr
om la
ndfil
l /
tran
sfer
/ fl
eet
stor
age
site
s.
• Pr
ovid
e pr
otec
tion
to
sign
ifica
nt
natu
ral
haza
rds.
• M
inim
isin
g en
viro
nmen
tal
impa
ct a
t co
nstr
ucti
on.
• Pr
ovid
e ap
prop
riat
e ru
n-of
f tr
eatm
ent
faci
litie
s w
ithi
n de
pots
.•
Insp
ect f
or
and
repa
ir
leak
s pr
ior t
o us
e of
pla
nt.
• Fi
t pla
nt w
ith
spill
kit
s an
d ha
ve a
vaila
ble
in w
orks
hops
an
d ne
ar
liqui
d st
orag
e fa
cilit
ies
in
depo
ts.
• H
ave
disp
osal
pl
an in
pla
ce
to e
nsur
e ob
sole
te
equi
pmen
t an
d pa
ckag
ing
is re
cycl
ed a
nd
not l
andfi
lled.
Enha
ncem
ent
of n
atur
al
envi
ronm
ent
• En
sure
pro
ject
bu
sine
ss
case
s ad
dres
s en
viro
nmen
t pr
otec
tions
.•
Ensu
re
oper
atio
ns a
nd
mai
nten
ance
ac
tivity
pr
oced
ures
ad
dres
s en
viro
nmen
tal
prot
ectio
n.•
Ensu
re a
ll st
aff a
re
awar
e of
thei
r re
spon
sibi
litie
s.
• W
ithi
n ru
ral r
oad
corr
idor
pla
nt
corr
idor
wit
h ap
prop
riat
e lo
cal n
ativ
e sp
ecie
s•
Plan
t ap
prop
riat
e sp
ecie
s of
str
eet
tree
s w
ithi
n th
e ur
ban
envi
ronm
ent
• En
sure
su
ffici
ent
wat
er
avai
labl
e fo
r pr
omot
ing
bio-
dive
rsit
y
• Av
oid
pollu
tant
s en
teri
ng
natu
ral
envi
ronm
ent.
• Re
habi
litat
e la
ndfil
l sit
e w
hen
capp
ed.
• M
inim
ise
verm
in a
t sol
id
was
te s
ites
•
Prom
ote
recy
clin
g
• D
evel
opin
g pa
rk s
pace
s th
at e
nhan
ce
the
natu
ral
envi
ronm
ent
• M
inim
ise
air p
ollu
tion
du
e ex
cess
em
issi
ons
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Enha
ncem
ent
of B
uilt
en
viro
nmen
t
• Pl
ant
appr
opri
ate
spec
ies
of s
tree
t tr
ees
wit
hin
the
urba
n en
viro
nmen
t.•
Ensu
re
suffi
cien
t ca
paci
ty.
• Re
duce
the
num
ber o
f m
ain
burs
ts.
• En
sure
ad
equa
te
syst
em
capa
city
to
effic
ient
ly
drai
n st
orm
wat
er.
• Ke
ep tr
ansf
er
site
s cl
ean,
bu
nd a
ll co
llect
ed
liqui
d w
aste
(o
il, p
aint
, et
c).
• St
ore
and
disp
ose
of
colle
cted
ha
zard
ous
solid
was
te in
ap
prop
riat
e m
anne
r.
• Pr
ovid
e su
itab
le
plan
ting
s to
en
hanc
e st
reet
sc
apes
and
pe
dest
rian
m
alls
• En
suri
ng
inte
rven
tion
cr
iter
ia a
re
appr
opri
ate.
• M
inim
ise
nois
e po
lluti
on in
bu
ilt u
p ar
eas.
Redu
cing
en
viro
nmen
tal
impa
ct
• En
sure
pro
ject
bu
sine
ss
case
s ad
dres
s en
viro
nmen
t pr
otec
tion
s.•
Ensu
re
oper
atio
ns
and
mai
nten
ance
ac
tivi
ty
proc
edur
es
addr
ess
envi
ronm
enta
l pr
otec
tion
.•
Ensu
re a
ll st
aff a
re
awar
e of
thei
r re
spon
sibi
litie
s.
• M
inim
ise
the
impa
ct o
f sp
ills
on th
e ne
twor
k.
• El
imin
ate
sew
age
pipe
le
akag
e.•
Stor
e tr
eatm
ent
chem
ical
s in
ap
prop
riat
e m
anne
r.
• Av
oid
pollu
tant
s en
teri
ng
natu
ral
envi
ronm
ent.
• Ca
ptur
e an
d re
use
gase
s fr
om w
ithi
n la
ndfil
l cel
ls.
• D
evel
op
carb
on
sink
s w
ithi
n se
lect
ed o
pen
spac
es.
• Im
plem
enti
ng
ener
gy
effic
ienc
y an
d ot
her c
arbo
n fo
otpr
int
redu
ctio
n in
itia
tive
s.•
Cons
ider
ad
apti
ve re
-us
e so
luti
ons
in p
lace
of
new
bui
lds.
• Pr
ovid
e co
mpl
iant
ha
zard
ous
good
s st
orag
e fa
cilit
ies.
• B
und
all
haza
rdou
s liq
uids
.
18
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Soci
al
Sust
aina
bilit
yA
vib
rant
co
mm
unit
y th
at
is a
cces
sibl
e,
safe
, hea
lthy
, cr
eati
ve a
nd
know
ledg
eabl
e,
whe
re w
e em
brac
e di
vers
ity
and
our s
ense
of
com
mun
ity.
Com
mun
ity
Sati
sfac
tion
• En
sure
the
Ann
ual P
lan
proj
ects
will
de
liver
the
com
mun
ity
expe
ctat
ions
w
here
ap
plic
able
.
• M
inim
ise
cong
esti
on a
nd
prov
ide
wel
l m
aint
aine
d as
sets
.
• En
sure
ap
prop
riat
e pr
essu
re a
nd
flow
.•
Ensu
re n
o se
wer
age
leak
age.
• M
inim
ise
flood
im
pact
s.•
Ensu
re ti
mel
y st
reet
was
te
colle
ctio
n.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s.
• En
sure
pla
nt is
ap
prop
riat
ely
soun
d pr
otec
ted.
• En
sure
pla
nt
is c
lean
and
fu
ncti
onal
.
• M
inim
ise
syst
em d
own
tim
es to
ena
ble
staf
f to
deal
w
ith
cust
omer
is
sues
.
Acc
essi
bilit
y•
Ensu
re
equi
tabl
e ac
cess
is
prov
ided
to
all u
sers
of
asse
ts.
• Pr
ovid
e a
fully
co
nnec
ted
tran
spor
t ne
twor
k.
• Pr
ovid
e ad
equa
te
num
bers
of
dri
nkin
g fo
unta
ins
in p
arks
an
d pu
blic
fa
cilit
ies.
• En
sure
pub
lic
cann
ot e
nter
st
orm
wat
er
syst
em.
• Pr
ovid
e ea
sily
ac
cess
ible
tr
ansf
er
stat
ions
and
an
app
ropr
iate
nu
mbe
r.
• A
ll us
ers
can
use
and
bene
fit
from
the
open
spa
ces
prov
ided
.
• Fa
cilit
ies
avai
labl
e to
all
user
s (P
WD
).•
Ava
ilabl
e at
al
l tim
es w
hen
requ
ired
.
• Pr
ovid
e ap
prop
riat
e IC
T fa
cilit
ies
for
publ
ic u
se.
Safe
ty•
Ensu
re s
afet
y in
des
ign
prin
cipa
ls a
re
inco
rpor
ated
in
proj
ects
.
• El
imin
ate
risk
s w
ithi
n th
e ne
twor
k.
• Pr
ovid
e po
tabl
e w
ater
co
mpl
iant
wit
h le
gisl
ativ
e re
quir
emen
ts.
• En
sure
tr
eatm
ent
plan
ts a
re
secu
re a
nd
prev
ent p
ublic
ac
cess
.
• En
sure
pub
lic
cann
ot e
nter
st
orm
wat
er
syst
em.
• Re
stri
ct p
ublic
ac
cess
to
haza
rdou
s ar
eas
wit
hin
tran
sfer
st
atio
ns a
nd
land
fill s
ites
.
• O
pen
spac
es
are
safe
and
fr
ee fr
om
unna
tura
l ha
zard
s.
• Fa
cilit
ies
are
safe
and
free
fr
om h
azar
ds.
• En
sure
al
l saf
ety
prot
ecti
on is
in
plac
e an
d us
ed
whe
n op
erat
ing
plan
t.
• In
stal
l ap
prop
riat
e fir
ewal
ls
and
filte
rs to
pr
otec
t fro
m
cybe
r saf
ety
issu
es.
Hea
lthy
• Pr
ovid
e as
set b
ased
so
luti
ons
to
prom
ote
acti
ve
use
of th
e as
sets
.
• M
inim
ise
cong
esti
on.
• Pr
ovid
e po
tabl
e w
ater
co
mpl
iant
wit
h le
gisl
ativ
e re
quir
emen
ts.
• Ca
ptur
e po
lluta
nts
prio
r to
them
en
teri
ng
wat
erw
ays.
• M
inim
ise
odou
r em
issi
ons
at tr
ansf
er /
la
ndfil
l sit
es.
• Fr
ee fr
om
haza
rdou
s su
bsta
nces
.•
Enco
urag
e th
e co
mm
unit
y to
ac
tive
ly e
ngag
e w
ith
asse
ts.
• Fr
ee fr
om
haza
rdou
s su
bsta
nces
.
• En
sure
die
sel
inje
ctio
n pu
mps
are
fu
ncti
onin
g pr
oper
ly to
av
oid
air
pollu
tion
.
• En
sure
w
orks
tati
on
asse
ssm
ents
un
dert
aken
.
Qua
lity
• U
nder
take
ac
tivi
ties
in
acco
rdan
ce
wit
h re
cogn
ised
lo
cal,
stat
e an
d na
tion
al
stan
dard
s
• U
nder
take
ac
tivi
ties
in
acco
rdan
ce
wit
h re
cogn
ised
lo
cal,
stat
e an
d na
tion
al
stan
dard
s.
• Pr
ovid
e po
tabl
e w
ater
co
mpl
iant
wit
h le
gisl
ativ
e re
quir
emen
ts.
• Ca
ptur
e po
lluta
nts
prio
r to
them
en
teri
ng
wat
erw
ays.
• Fa
cilit
ies
are
clea
n an
d ap
prop
riat
e.•
Spor
ts fa
cilit
ies
are
appr
opri
ate
to u
sers
gro
ups
(ie
high
qua
lity
field
s an
d st
adiu
m fo
r Co
wbo
ys).
• Fa
cilit
ies
are
clea
ned
and
in p
rese
ntab
le
cond
itio
n.
• Se
rvic
e at
re
quir
ed
inte
rval
s.
• Pu
rcha
sing
po
licy
to
ensu
re
repu
tabl
e pr
ovid
ers.
19
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Know
ledg
eabl
e•
Ensu
re th
e an
nual
pla
n is
pub
lishe
d to
allo
w th
e co
mm
unit
y to
be
info
rmed
of
wor
ks to
be
deliv
ered
.
• Co
mm
unit
y ed
ucat
ion
prog
ram
s re
lati
ng to
tr
ansp
ort
safe
ty a
nd
min
imis
ing
cong
esti
on.
• Co
mm
unit
y ed
ucat
ion
prog
ram
s re
lati
ng to
w
ater
sav
ing.
• Co
mm
unit
y ed
ucat
ion
prog
ram
s re
lati
ng to
st
orm
wat
er
qual
ity
impa
cts.
• Co
mm
unit
y ed
ucat
ion
prog
ram
s on
was
te
redu
ctio
n.
• Co
mm
unit
y in
form
ed o
n av
aila
bilit
y.
• Co
mm
unit
y in
form
ed o
n av
aila
bilit
y.
• U
se
appr
opri
atel
y tr
aine
d or
su
perv
ised
pe
rson
nel
serv
ice
and
repa
ir
plan
t and
eq
uipm
ent.
• Pr
ovid
e in
tern
ally
or
by e
xter
nal
prov
ider
s IC
T co
mm
unit
y tr
aini
ng
init
iati
ves.
Ava
ilabi
lity
• M
inim
ise
asse
t un
avai
labi
lity.
•
Min
imis
e pl
anne
d cl
osur
es fo
r m
aint
enan
ce
and
rene
wal
w
orks
.
• En
sure
su
ffici
ent
pres
sure
and
flo
w a
t pea
k ti
mes
.
• En
sure
ch
anne
ls
and
pipe
s ar
e fr
ee fr
om
obst
ruct
ions
.
• A
ppro
pria
te
land
fill a
nd
tran
sfer
sta
tion
ho
urs.
• A
var
iety
of
faci
litie
s ar
e re
adily
av
aila
ble
to
the
who
le
com
mun
ity.
• Re
sour
ces
can
resp
ond
wit
hin
requ
ired
tim
e fr
ame.
• Se
rvic
e at
re
quir
ed
inte
rval
s.
• M
inim
ise
syst
em
outa
ges.
Div
ersi
ty•
Prov
ide
a fu
lly
conn
ecte
d tr
ansp
ort
netw
ork.
• Sp
orts
grou
nds
avai
labl
e an
d su
itab
le fo
r a
rang
e of
ac
tivi
ties
and
ev
ents
.•
Prov
isio
n of
diff
eren
t sp
ace
type
s fo
r var
ious
us
er g
roup
s (i
e bl
ind
gard
ens)
.
• Sp
ace
func
tion
alit
y al
low
s fo
r di
vers
e us
er
grou
ps
Sens
e of
co
mm
unit
y•
Spac
e ty
pes
avai
labl
e to
cat
er fo
r va
riou
s si
zed
user
gro
ups.
• Sp
ace
type
s av
aila
ble
to c
ater
for
vari
ous
size
d us
er g
roup
s.
• Pr
ovid
e m
eeti
ng
faci
litie
s to
the
com
mun
ity.
20
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Org
anis
atio
nal
Goa
lO
rgan
isat
iona
lO
bjec
tive
sO
bjec
tive
Co
mpo
nent
AM
STr
ansp
ort
Wat
era
nd
Was
tew
ater
Sto
rmw
ater
Sol
idW
aste
Ope
nSp
aces
Bui
ldin
gsFl
eet
ICT
Resp
onsi
ble
Gov
erna
nce
A w
ell-m
anag
ed,
tran
spar
ent
and
effe
ctiv
e or
gani
sati
on
that
giv
es th
e co
mm
unit
y co
nfide
nce,
de
mon
stra
tes
finan
cial
su
stai
nabi
lity,
w
here
our
cu
stom
ers
are
sati
sfied
wit
h ou
r ser
vice
s an
d ou
r em
ploy
ees
are
prou
d to
w
ork
here
.
Tran
spar
ency
• En
sure
the
annu
al p
lan
is p
ublis
hed
to a
llow
the
inte
rnal
and
ex
tern
al
com
mun
ity
to
be in
form
ed
of w
orks
to b
e de
liver
ed.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
• M
ake
appr
opri
ate
info
rmat
ion
avai
labl
e to
inte
rnal
an
d ex
tern
al
stak
ehol
ders
.
Com
mun
ity
confi
denc
e &
Sa
tisf
acti
on
• D
eliv
erin
g ap
prop
riat
e so
luti
ons
to
mee
t des
ired
LO
S.
• Pr
ovid
e an
ap
prop
riat
ely
mai
ntai
ned
and
avai
labl
e ne
twor
k.
• Pr
ovid
e a
relia
ble
wat
er
supp
ly a
nd n
o se
wag
e sp
ills.
• M
inim
ise
pollu
tion
re
leas
es a
nd
flood
impa
cts.
• O
n ti
me
stre
et
colle
ctio
ns.
• Ti
mel
y cl
ean-
up o
f dum
ped
rubb
ish.
• Ti
mel
y em
ptyi
ng o
f pu
blic
rubb
ish
bins
and
ash
tr
ays.
• Re
spon
ding
ho
nest
ly
and
fully
to
com
mun
ity
feed
back
(ie
don’
t jus
t say
no
, say
no
beca
use…
.).
• Re
spon
ding
ho
nest
ly
and
fully
to
com
mun
ity
feed
back
(ie
don’
t jus
t say
no
, say
no
beca
use…
.).
• A
ppro
pria
te
info
rmat
ion
avai
labl
e.
Fina
ncia
l Su
stai
nabi
lity
• En
sure
on
sust
aina
bilit
y th
roug
h th
e LT
FMP.
• En
sure
tim
ely
inte
rven
tion
in
term
s of
re
new
als,
and
m
aint
enan
ce
acti
viti
es.
• En
sure
pri
cing
m
odel
allo
ws
futu
re d
eman
d an
d re
new
als.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s w
hen
requ
ired
.•
Opt
imis
e m
aint
enan
ce.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s w
hen
requ
ired
.•
Opt
imis
e m
aint
enan
ce.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s w
hen
requ
ired
.•
Opt
imis
e m
aint
enan
ce.
• Pr
ovid
ing
appr
opri
ate
faci
litie
s w
hen
requ
ired
.•
Opt
imis
e m
aint
enan
ce.
• Re
new
al
plan
t onl
y as
re
quir
ed.
• O
ptim
ise
mai
nten
ance
.
• A
sses
s se
rvic
e pr
ovid
ers
on a
re
gula
r bas
is
to e
nsur
e va
lue
for m
oney
is
achi
eved
.
Empl
oyee
s w
ork
sati
sfac
tion
• En
sure
the
annu
al p
lan
is p
ublis
hed
to a
llow
the
inte
rnal
and
ex
tern
al
com
mun
ity
to
be in
form
ed
of w
orks
to b
e de
liver
ed.
• Pr
ovid
e ap
prop
riat
e tr
aini
ng
and
PPE
to
empl
oyee
s.
• Pr
ovid
e ap
prop
riat
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aini
ng
and
PPE
to
empl
oyee
s.
• Pr
ovid
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prop
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aini
ng
and
PPE
to
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oyee
s.
• Pr
ovid
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prop
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aini
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and
PPE
to
empl
oyee
s.
• Pr
ovid
e op
en s
pace
s co
nnec
ted
to
wor
k lo
cati
ons.
• Pr
ovid
ing
appr
opri
atel
y fu
ncti
onal
sp
aces
.
• H
ave
appr
opri
ate
plan
t and
eq
uipm
ent
avai
labl
e w
hen
requ
ired
.
• Pr
ovid
e ap
prop
riat
e so
ftw
are
to
enab
le e
ffici
ent
com
plet
ion
of
wor
k ta
sks.
Legi
slat
ive
Com
plia
nce
• Le
gal a
nd
stat
utor
y Co
mpl
ianc
e.
• Le
gal a
nd
stat
utor
y Co
mpl
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e.
• Le
gal a
nd
stat
utor
y Co
mpl
ianc
e.
• Le
gal a
nd
stat
utor
y Co
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e.
• Le
gal a
nd
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utor
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e.
• Le
gal a
nd
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utor
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e.
• Le
gal a
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utor
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e.
• Le
gal a
nd
stat
utor
y Co
mpl
ianc
e.
• Le
gal a
nd
stat
utor
y Co
mpl
ianc
e.
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STRATEGIC ASSET MANAGEMENT PLAN
These AM Objectives are further broken down into performance measures that provide a means for determining achievement:
» Individual AMPs; and
» Strategic Service Management Plan 2015-2020.
There are legislated requirements in regards to asset management in the Queensland Local Government Act: 2009. Section 104(3)(f ) states that a long term AMP is required. This is further defined under section 104(6).
Regulatory requirements in regards to managing water quality and wastewater treatment include Queensland Government Water Act: 2000 and Sustainable Planning Act: 2009.
Each of the asset class AMPs refers to the applicable standards, codes and laws directly relevant to the asset class.
5.3 ReviewingtheAMObjectives
The AM Objectives were established to reflect the Corporate Plan where Council commits to delivering quality services to facilitate sustainable growth through inspired leadership, community engagement and sound financial management. Council is governed by the principles of the Local Government Act 2009 of sustainable development and management of assets and infrastructure and delivery of effective services.
These requirements are addressed in each of the individual AMPs, as these plans deliver the AM Objectives, within the budgets and with the resources available, and ensuring that appropriate levels of service are achieved.
In establishing the objectives, community consultation was undertaken through specifically designed customer surveys and workshops. In addition the community can interact with Council through various media types such as the feedback link on the public website, reviewing publicly available reports and various other publications on the Council website.
Internally, an annual workshop is held with Councillors and half a day with Directors, followed by a full day with all asset staff and Councillors to review the current AM objectives and service standards.
5.4 CommunicatingthePolicyandObjectives
External communication to stakeholders of the policy and objectives was undertaken through the publishing of the AM Policy, Asset Management Summary Plan and the Corporate Plan on the Council website.
Internal communication of the AM Policy, AM Objectives and other AM activities is primarily undertaken through:
» The Corporate Induction of new staff;
» AM training sessions;
» AM related meetings and workshops;
» The intranet;
» Policy Points sections - Utilising this medium has ensured there is a high level of awareness throughout Council; and
» The risks associated with work activities are captured and available to internal stakeholders through the Corporate Risk Framework.
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TOWNSVILLE CITY COUNCIL
6 ASSET MANAGEMENT
STAKEHOLDERS6.1 InternalStakeholders
Specific internal stakeholders of the AMS and their respective roles and responsibilities are outlined in Section 6. In general these stakeholders fall into the following three key areas:
» Councillor’sandExecutive: Responsible for the setting of the Council’s vision, mission, objectives and the approval of the asset management policy and objectives;
» SeniorCouncilOfficers: Responsible for the development and implementation of the asset management and operational plans to deliver the asset outcomes; and
» CouncilOfficers: Responsible for the implementation of the operational plans.
InternalStakeholderEngagement
Engagement with internal stakeholder groups is achieved through a variety of formal and informal communication channels including; email, meetings, performance appraisals, workshops and formal asset management training.
Within Council, CAMS hold meetings on a monthly basis. Membership of this group covers the majority of the key internal stakeholders including:
» Maintenance Services;
» Corporate Finance and Management Accounting;
» Asset Engineers;
» Maintenance Engineers, Planners and Schedulers;
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STRATEGIC ASSET MANAGEMENT PLAN
» ICT Management and Business Analysts;
» Property Management;
» Internal Audit;
» Planning and Development;
» Program/Project Management;
» Technical and Operational Support;
» Townsville Water and Waste Business and Compliance;
» Corporate Governance;
» Community Services;
» Procurement; and
» Corporate Asset Management and Systems.
In terms of stakeholder engagement for the Enterprise AMS, used across Council, there are monthly user group meetings and working groups formed to deal with specific issues as they are identified, share knowledge and improve business processes. These groups include the EAM User Group and FSCM User Group.
6.2 ExternalStakeholders
The community (residents and visitors) are the primary external stakeholders in the AMS and also the main beneficiaries of the services. They also contribute the bulk of the operating funds through rates, charges and fees. There are other groups with external stakeholder interests including:
» Goods and services providers to Council;
» The Government of Queensland;
» Financial Institutions, Insurers, Regulatory Authorities;
» Developers; and
» Visitors.
ExternalStakeholderEngagement
Council engages with the community via a biennial survey process to gauge the community’s service level expectations. This information informs Council and enables it to structure and prioritise its service delivery programs. The satisfaction rating feedback on performance helps Council determine its effectiveness in service delivery, and provides information to guide system improvements.
The Department of Infrastructure, Local Government and Planning administers the Local Government Act which stipulates various Council obligations, duties and administrative requirements. The Department also ensures that activities at the local level are aligned with the Queensland Government’s local and regional priorities. Council’s management is audited by the Government Audit Office and Treasury sets out the accountability and reporting requirements.
Regulations governing Council activities are also administered by The Department of Infrastructure, Local Government and Planning (Sustainable Planning Act) and the Department of Natural Resources and Mines (Water Act).
Developers rely on Council to provide guidance and planning approvals that ensure the desired levels of service are delivered in new developments. It is common practice that Developers contribute infrastructure assets (e.g. water and wastewater infrastructure, roads, drainage, footpaths, parks, and lighting) to Council when new developments are commissioned. These assets expand the asset base which Council manages.
Visitors are stakeholders as they not only use Council infrastructure but also support the viability of the community through spending, which in turn creates employment in both the private and local Government sectors.
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7 ASSET MANAGEMENT SYSTEM7.1 OrganisationalManagementSystemsIntegration
The AMS is part of a suite of management systems used by Council. The following diagram and associated table shows the AMS and its interdependencies on the other Council management systems:
SystemDescription AMSInterdependencies
AssetManagementSystem: The approach used by Council to ensure that physical assets remain safe, fit-for-purpose and commercially sustainable throughout the whole asset lifecycle.
• SAMP.• AM objectives.• AMP.• Development of LTFMP.• Decision making process.
StrategicManagementSystem: The system involves the formulation and implementation of the major goals and initiatives taken by an organisation, based on consideration of the demands, opportunities and limitations of the internal and external environments in which Council operates.
• Council Vision & Mission.• Policies.• Executive commitment.• Council objectives.• LTFMP approval.• Stakeholder communications / consultation.
ICTManagementSystem: Any software that facilitates the storage, organisation, and retrieval in information within a computer system. The information held may include sounds fragments, images, and video, in addition to textual and numerical information.
• Information storage and retrieval.• Hardware/ Software provision.• Technological innovation.
QualityManagementSystem: The system that ensures that the products or services of Council are consistent by the application of quality planning, quality control, quality assurance and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. A key aspect of the quality system is the auditing of processes and outcomes.
• Asset delivered/ constructed to the appropriate standards.• Continuous improvement in asset service delivery.• H&S audits.• Quality audits (including ISO9000 & ISO14000 for water
business unit).• Internal ISO55001 audits.• Statutory compliance audits.
AssetManagement
System
HumanResource
MS
Health & Safety MS
FinancialMS
Project/Contract
MS
RiskMS
EnvironmentalMS
StrategicMS
ICTMS
Quality/Internal Audit
MS
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STRATEGIC ASSET MANAGEMENT PLAN
SystemDescription AMSInterdependencies
HumanResourceManagementSystem: This system includes the management of human resources and includes suite of software programs for managing business processes related to human resource management. It is the link between the strategy of Council and its people that includes resource planning, recruitment, workplace communication, employee relationship management, career planning and tracking, performance management and employee information.
• Position description.• Performance reviews.• Training provision.• Performance management.• Recruitment.
HealthandSafetyManagementSystem: This system is a combination of planning, implementing and reviewing organisational arrangements, consultative arrangements, hazard identification, risk assessment and control, information sharing, records and training that work together to improve health and safety performance.
• H&S training.• H&S risk assessment.• SWMS.• PPE provision and training.• Accident investigation.
FinancialManagementSystem: This system is the methodology and software that Council utilises to oversee and govern its income and expenditure and assets to identify and support growth opportunities and accomplish the objectives of the organisation.
• Determine funding available for delivery of all aspects of the AMS.
• Project budget control.• LTFMP.• Utilities Charges Model.• Rates Income Model
Project/ContractManagementSystem: This system relates to the procurement of various products and services for Council and the implementation of the procedures to ensure budgets are met and products and services are to the required standards.
• Procurement.• Contract supervision.• Contract management.• Commissioning.• Project Management Framework.
RiskManagementSystem: The system provides the formal process for the identification, assessment and prioritisation of risks, followed by coordinated and allocation of resource to minimise, monitor and control the likelihood and consequence of negative risks or to maximise the realisation of opportunities.
• Identification and assessment of risks.• Implementation of process to minimise impact of negative risks.
EnvironmentalManagementSystem: The EMS is a set of processes and procedures that enables Council to reduce its environmental impact. It provides a structured approach to planning and implementing environmental protection measures.
• Minimise negative impact assets have on the surrounding/receiving environment.
• Promotes more environmentally sustainable objectives.
7.2AssetManagementSystem
The AMS is a set of interrelated and interacting elements allowing an organisation to establish policies and objec-tives and processes to achieve the AM Objectives.
Councils AMS is shown diagrammatically as follows:
AM Objectives
Strategic
AM
Pol
icy
AM
Act
ivit
ies
Tactical
Operations
AMP
SAMP
PeopleProcessesTechnologyFundingWorks
Assets
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TOWNSVILLE CITY COUNCIL
7.3People
Those whose duties fall under the AMS shall be competent to perform the duties. Council will stipulate the position requirements. At the leadership and management levels a combination of financial and technical skills is required to be able to competently contribute to and assume responsibility and accountability for the AMS, including updating and reviewing AMPs, assisting with the preparation of Works Plans, critically examining asset performance against service delivery requirements, risk management, benefit-cost analyses, performance report-ing and examining the System to recognise the effectiveness and improvement opportunities.
Individual Position Descriptions shall reflect these responsibilities, accountabilities and authorities.
The AMS shall be adequately staffed to ensure that all functions required to sustain and improve on the system have been resourced. The risk of inadequate resourcing is that the AMS will weaken. A needs assessment process is established and reviewed annually under the Strategic Workforce Plan, Asset Portfolio AMP and SAMP Review to ensure that workloads are equitable, that competence requirements are being met and that the AMS require-ments are aligned to ISO 55001 and being achieved.
In terms of the AMS the key people involved are the CAMS team. The organisational structure of the team is shown in the diagram below:
The key roles and responsibilities of the team members are documented in the position descriptions held within the Human Resources Management System.
CAMS is responsible for the whole of council portfolio of assets, and this cross functional structure is illustrated below:
DirectorCorporate Services
ManagerCorporate Asset Management
and Systems
Strategic AssetManagement Officer
Asset ManagementSystems Officer
Asset ServiceStrategy Officer
Operational AssetManagementCoordinator
Asset PortfolioCustodians
CAMS Primary Functions
ICT AM
Parks/OpenSpaces AM
StormwaterAM
EngineeringServices
PropertyManagement
TownsvilleWater & Waste
Community Services
KnowledgeManagement
Land &Buldings AM
RecreationalAM
WastewaterAM
Waste AM
Community & Cultural AMWater AMTransport AMFleet AM
Costal AM
PerformanceMonitoring
CAPEX & OPEXOptimisation
Policy, SAMP,Process, Systems
KnowledgeSharing
AM ImprovementStrategy
Implementation
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STRATEGIC ASSET MANAGEMENT PLAN
7.4Processes
Within Council the inputs and analysis are generally determined at the operational and tactical levels at an asset component level, with the decision making process being at a strategic level considering the entire portfolio. The overall AM process is outlined in the diagram below:
RiskManagement
Council incorporates a risk management approach to all decisions across its activities including asset management. Risk management occurs at different levels from strategic risk through to operational risk. CAMS is responsible for managing asset portfolio level risk.
Corporate Governance has undertaken an organisational level risk assessment identifying a broad range of risks and has subsequently developed appropriate risk mitigation strategies. The highest risk for asset management is ‘Inability to meet stakeholder requirements into the future’. This risk has been investigated and the possible factors contributing to this risk have been identified as:
» Poor asset management;
» Poor strategic planning;
» Inadequate financial resources;
» Inadequate physical resources;
» Lack of asset management planning;
» Lack of community input;
» Inability to deal with extraordinary events;
» Lack of understanding of asset performance;
» Unsustainable service level expectations;
» Loss of external funding opportunities;
» Underutilisation of technology/systems/processes;
OutputsPortfolio OptimisationAnalysisInputs
LTFMP
CommunitySatisifaction Survey
OrganisationalCulture Survey
AM Objectives/LOS Statements
Cost Data
Asset Register &Condition Data
Risk Assesment
Performance Analysis/
Business Case
OptimisedStrategy &Planning
Draft AnnualProgram
ApprovedAnnual Program
Physical Delivery
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» Poor organisational culture; and
» Poor stakeholder consultation.
The consequences of not meeting stakeholder requirements include:
» Dissatisfied community;
» Inadequate facilities;
» Increased maintenance costs;
» Reduced community mobility;
» Risk to health through poor water and wastewater facilities;
» Reduction in community amenities;
» Political instability;
» Negative impact on community;
» Litigation;
» Dissatisfied workforce;
» Unsafe work/community environment; and
» Poor economic environment.
The controls to manage this risk include:
» Community engagement;
» City Plan;
» Priority Infrastructure Plans;
» Long term financial planning;
» Legislation and standards;
» Compliance with national standards;
» Community needs assessment;
» Corporate Plan/Operational Plan;
» Budget;
» 10 Year Capital Plan;
» Risk assessment framework;
» Procurement tender / contract management systems;
» Financial reporting;
» Overarching governance in terms of Council decision making processes;
» Strategic Asset Management Plan;
» Total Management Plans;
» Strategic planning framework;
» Community Engagement Strategy;
» Smart service;
» Marketing and Communications Strategy;
» Project Management Framework;
» Service Delivery Reviews;
» Internal/external audit;
» Information Architecture Strategy;
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STRATEGIC ASSET MANAGEMENT PLAN
» Leadership development framework; and
» Overarching asset management.
The strategies developed to manage this risk include:
» Continue to implement advanced asset management practices which reflect the community’s expectations regarding service levels and its ability to pay;
» Implement the recommendations of the Smart service review.
HighRiskInfrastructure
High risk assets are defined as those assets where the likelihood of an asset failure, under a given scenario, would cause sufficiently negative consequences. CAMS has undertaken a risk assessment on the following infrastructure asset classes:
» ICT;
» Transport (Roads, Bridges, Kerb & Channel, Pathways);
» Stormwater;
» Open Spaces;
» Coastal;
» Water;
» Wastewater;
» Waste; and
» Buildings and Facilities.
The high risk assets identified, across these asset classes, are all within Water Operations as shown in the table below:
Department AssetDetails Risks/Hazards
CausesofRisk
ExistingControlMeasures
Likelihood Consequences ActionRequired
Water Operations
Ross River Dam Pipeline
Water Supply Failure (Pipeline under road)
Power Outage / Equipment failure / Natural Disaster / System failure
Routine inspections Routine maintenance
Possible= 20-50% chance of occurring within 2-5yrs
Catastrophic = Deaths, toxic release off-site with detrimental effect, huge financial loss (more than $1M)
Risk mitigation is under review and development
Water Operations
Douglas Water Treatment Plant
Electricity Supply failure
Loss of Power Possible= 20-50% chance of occurring within 2-5yrs
Catastrophic = Deaths, toxic release off-site with detrimental effect, huge financial loss (more than $1M)
Risk mitigation is under review and development
Water Operations
Crystal Creek Intake & Northern Treatment Plant
Electricity Supply failure
Loss of Power Likely= 50-90% Chance of occurring within a year
Major = Extensive injuries, loss of production capacity, off-site release with no detrimental effects, major financial loss ($200,000 - $1,000,000)
Risk mitigation is under review and development
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Department AssetDetails Risks/Hazards
CausesofRisk
ExistingControlMeasures
Likelihood Consequences ActionRequired
Water Opera-tions
Haughton Pipeline
Pipe failure Pipe break / damage by external entities
Routine inspections and mainte-nance Signage Notify Landhold-ers (where pipe travels through)
Possible= 20-50% chance of occurring within 2-5yrs
Catastrophic = Deaths, toxic release off-site with detrimental effect, huge financial loss (more than $1M)
Risk mitiga-tion is under review and development
This review also included information sessions with council emergency services staff to ensure that risks associated with emergency shelters and refuges were considered.
Most of the identified high risk assets have risk mitigation plans and actions in place to manage the risks.
Further risk analysis on the assets is to be undertaken by the respective asset custodians on an annual basis.
OperationsandMaintenanceProcesses
Council undertakes a number of operational and maintenance activities to manage the assets, which are categorised into the following groups:
OperationalActivities – the active process of utilising the asset. This may consume labour, materials, energy, etc. These activities also include routine inspections and testing to monitor asset condition and to identify the need for routine maintenance and repair works.
MaintenanceActivities – The work needed to keep the asset serviceable to prevent premature deterioration or failure. Maintenance activities can be further divided into the following categories:
» Proactive maintenance – Planned or programmed activities; and
» Reactive maintenance – Unplanned or emergency activities.
Council has developed the Maintenance Management Administrative Directive and associated strategy to optimise operations and maintenance expenditure. Over the past five years Council has reduced the reactive maintenance expenditure from 60% of the O&M budget to 40%. The net effect of this Strategy has been to increase funding available for proactive maintenance activities. The table below outlines the strategies:
O&MStrategyID O&MImprovementPlan
A Optimise investment in new/upgrade projects
B Reducing the occurrence of reactive maintenance through renewalofhighfailurefrequencyassets
C Reducing the occurrence of reactive maintenance through improvingrenewals
D Reducing the occurrence of reactive maintenance through improvingproactive maintenance
E Reducing operational and maintenance cost through levelofservice reviews
PortfolioOptimisation(DecisionMakingProcess)
The decision making process that develops and optimises the annual program of works, across Council’s portfolio of assets, follows a two staged approach (asset class and organisation). This applies to both operations and maintenance works, and capital projects.
Optimisation is the process where priorities for asset works are identified, analysed, and justified for funding. Priorities are set based upon standard financial investment metrics such as ‘benefit to cost ratio’, ‘value for money assessment’ and ‘highest return on investment’ principles.
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STRATEGIC ASSET MANAGEMENT PLAN
The following diagram presents the asset planning process at asset class level followed by the organisational planning process:
Specific details on this process include:
» The operations and maintenance requirements are determined at an asset class level by the respective teams responsible for the delivery of the physical works. All works performed under this category is subject to operational approval within the delegated authorities provided by Council;
» Asset renewals and acquisitions, included in the LTFMP for the financial year under consideration, have the business cases developed to determine the project priority ranking (quadruple bottom line approach) and the impact on the operations and maintenance budgets (current and future years). This program of works is optimised by the departmental capital works planners in collaboration with the operational and maintenance planners, on a risk prioritised and ‘value for money’ basis;
» The operations and maintenance program, and the ranked projects, for each asset class, are then combined at an organisation level by CAMS. This process enables the total asset management program to be established and to develop the draft optimised program. Optimisation as this level is based upon relative rankings, ‘value for money’, and availability of funding; and
» The draft optimised program is forwarded to the Council EMT for further refinement and approval.
7.5 Technologies
A number of technical solutions have been implemented by Council that link with the AMS. These are listed below:
EnterpriseLevel
» T1 Core Enterprise System (CES) – Budgeting, Finance, Supply Chain, Enterprise Works and Asset Management, Mobility and Corporate Performance Management;
» T1 Enterprise Content Management (ECM);
» Human Resources Information System (HRIS) – CHRIS21, HR21, KRONOS Workforce, KRONOS Workforce Manager, KRONOS 4500 ATMs, Crystal Reports;
» ESRI GIS System and
» T1 – Property & Rating (P&R).
BusinessLevel
» AiCE/IPO (Asset Information Consolidation and Evaluation/Investment Prioritisation and Optimisation);
» Assetic myPredictor (condition-based Modelling) & myData (operational AM tool);
» Business Objects Infoview;
» Car Pool;
Organisational LevelAsset Class Level
»Risk Profile»Responsible Governance»Social Impact»Financial/ Service Delivery»Environmental Impact
Ops, Planned & Unplanned
Maint. Budget
Project O&MImpacts
Project PriorityScore
Annual O&MBudget
Portfolio RankedProject List
LTFMP FundingLevel
Draft Annual Works Program
Draft Annual Works Program
Approval Process
ProjectBusiness Case Development
Includes assessment of:
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TOWNSVILLE CITY COUNCIL
» Contracts 5;
» ePlanning;
» Marval Self Service;
» Oracle Applications (legacy finance and asset management);
» Paradigm 3 (TWW content management); and
» Policy Point (governance).
WorkgroupLevel
» CLIVE (Customer Services Knowledge Base);
» Internal Workspaces (Sharepoint);
» External Workplaces (Sharepoint);
» Heritage Database Maintenance; and
» Plan Index.
IndividualLevel
» Archive Manager (Outlook archiver);
» CoSign (digital-signature solution); and
» MailMarshal Spam Console.
7.6 Funding
FundingConstraints/Limitations
Funding constraints and limitations are determined from the Long Term Financial Management Plan (LTFMP), which is updated annually. In addition funding constraints and limitations can be driven by changes in the borrowing decisions, and political commitments.
CostRecording
Costs are captured within the Technology One Core Enterprise System. Council utilises the following modules for the capture and sharing of cost information:
» Core Financial Management;
» Enterprise Asset Management;
Asset Class Level Organisation Level
OrganisationalCulture Survey
AM Objectives/LOS Statements
Asset ClassLTFMP
DemandForecasts
Technical LOS
Legislated LOS
City Plan
Portfolio LTFMPNew, Upgrades,
Renewals &Disposals
Ops, Planned & Uplanned
Maintenance
CommunitySatisfaction
Survey
PIP /InfrastructureAgreements
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STRATEGIC ASSET MANAGEMENT PLAN
» Financial Supply Chain Management;
» Enterprise Budgeting; and
» Mobility (Internal Works requests).
AnnualWorksFundingApprovalProcess
The annual funding approval process is outlined below:
The annual funding approval process is implemented in a number of steps as outlined below:
» The draft optimised program is forwarded to the Council Executive Management Team (EMT) for further refinement and approval;
» Following Council EMT approval, the program is workshopped with the elected members, to allow for any political imperatives to be incorporated and approved by Council;
» The approved budgets are forwarded to the finance team for establishing the projects within the financial management system; and
» The LTFMP is then updated to account for the approved annual works program.
7.7 WorksDelivery
ProcurementofAdditionalResources
The full process for the procurement of additional resources is contained within the Procurement Policy and Procedure.
The Procurement Procedure sets the financial limits at which formal tenders or written quotes are required. The procedure stipulates that:
» The Purchasing Officer must ensure that there is sufficient budget allocation to cover the purchase;
» All purchases must be made in accordance with the financial delegation and in accordance with Chapter 6, Part 5, section 238 of the Local Government Regulation 2012; and
» Only council staff listed in the Register of Financial Delegations may authorise purchase requisitions, in accordance with their approved financial delegation. By authorising a requisition, they confirm that they have taken full notice and will comply with the requirements of the Procedure.
In addition to the above procedure the following procedures and policies also apply:
» Purchase Card Procedure;
» Corporate Procedure to Acquire Extra Vehicles-Plant;
» Trunk Infrastructure Acquisition Procedure and Policy; and
» Strategic Land Acquisitions Disposals Procedure and Policy.
CAPEXRenewal &
Acquisitions Program
Prioritsed & Opitmised Works
Program
Re-distribution of Non-approved
Expenditure
OPEXConsistent O&M
BudgetAffordability
Testing
EMT ReviewRe-distribution of
Non-approvedProjects
Update LTFMPEMT ApprovedDraft Program
CouncillorsWorkshop
ApprovedProgram
Financial ServicesBudget
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TOWNSVILLE CITY COUNCIL
PerformanceCriteria
Performance criteria are assessed by external stakeholders in terms of the Customer Experience Surveys held on a biennial basis, and internal assessments (supported by third party audits as required).
CustomerExperienceSurveys
The results from the 2015 survey show the top five areas of importance as being:
» Quality and reliability of water supply;
» Management of emergency events such as cyclones and floods;
» Water quality in water ways;
» General waste collection and recycling; and
» Condition and safety of local roads.
The results from the 2015 survey show the top five areas of satisfaction are:
» Removal and treatment of sewage from property;
» The Strand;
» Quality and reliability of water supply;
» Repairs and maintenance of sewerage services; and
» Management of emergency events such as cyclones and floods.
The results from the 2015 Customer Experience Survey are shown below:
In terms of asset related activities there is low satisfaction regarding car parking and public toilets. These assets need to be addressed in the next planning round.
InternalAssessments
Performance criteria are assessed differently in regards to Townsville Water and Waste (TWW) and Rest of Council (ROC). This difference is due to how the TWW business unit is configured and its operational regulatory obligations.
» TWW has implemented an Integrated Management System comprising a Quality Management Systems (certified to ISO9001) and Environmental Management Systems (certified to ISO14001) which sets instructions
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STRATEGIC ASSET MANAGEMENT PLAN
for audits and process review, testing of raw materials, etc. These systems ensure a process in terms of continuous improvement in relation to performance effectiveness, compliance, accountability, consistency and traceability. Establishing required performance criteria and monitoring of these is undertaken within these systems.
TWW’s Senior Engineer – Asset management is tasked with assessing the performance of works undertaken to deliver the capital works and asset service delivery programs.
TWW’s asset management performance is also assessed using Council-wide AM Performance Criteria.
» For the rest of Council, Council-wide AM Performance Criteria has been developed by CAMS in alignment with industry standards (National Asset Management Framework-NAMF, IIMM, ISO 55000, and Financial Accounting - AASB). Currently this is reported annually. CAMS may develop other criteria (measures) from time to time to address issues (e.g. %delivery of capital works) and work with departments to close gaps.
CAMS AM Performance KPIs (current):
» Asset Consumption (Asset Category Current Value / Asset Category Replacement Value)
» Asset Renewal Gap ([To be renewed – renewal budget] /To be renewed)
» Proactive Maintenance Management and Service Delivery (Reactive Maintenance Cost / Total Maintenance Cost)
» Cost of O&M per Asset Replacement Value (Annual O&M Cost / Total Asset Replacement Value)
» Sustainability Ratio (Asset Renewals Cost / Depreciation Expense)
» Annual Consumption to Deliver the Services (Annual average depreciation / population)
» Annual New & Upgrade Investment to Deliver the Services (Annual New & Upgrade CapEx Net Cost / population)
» Effective & Efficient Maintenance (Total Maintenance Cost / Total Replacement Cost)
CPM – Corporate Performance Management module within T1 CES, although still maturing, can also be used to develop and report council-wide performance measures. This currently is the repository for SMART Services KPIs which ROC departments measure and report quarterly.
In/OutSourcingProcess
Governance (both legislative and corporate) stipulates the broad approach to physical works delivery. The decision to outsource or not is typically undertaken by the Departments involved and based on internal capacity to deliver, cost/benefit analysis, etc. The Audit Committee has capacity to use the Internal Audit section to address particular issues across Council.
When the business case is developed consideration is given to the most cost effective and efficient solution, including out-sourcing as a possible solution within this analysis, life cycle costs along with risk and service delivery are also considered.
BusinessCaseDevelopment
Business cases are generally developed to address issues in capital or operational works management or generated from strategic planning and development.
TWW The construction of a major portion of the capital works projects managed by TWW is delivered (at least partially) by TCC Infrastructure Services. TWW projects tend to start from Planning Reports but are subject to same Project Management Framework (PMF) as the ROC (see below).
ROC Business cases are developed in accordance with the Council-wide Project Management Framework. In the Initiate Phase after the Project Manager and Team is appointed, the basis of the Planning Report or Business Case is validated and Phase Management Plan is prepared. High level functional and technical requirements and assets are identified and a Project Brief is prepared. The Project Management Team (PMT) review the final Project Brief and Project Level Assessment prior to submission to the Project Leadership Team and others, as per the governance arrangements, for approval to proceed to the Planning Phase. Approval to proceed is sought from Departmental Manager/Executive Manager for smaller projects, Project Leadership Team for medium projects and Projects Approval Board for larger projects.
The Project Approvals Board comprises key experts and decision-makers from the various relevant Council departments including Finance.
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TOWNSVILLE CITY COUNCIL
8 ASSET MANAGEMENT PLANNINGThe objective in managing assets is to meet the agreed level of service in the most cost effective manner for the benefit of the present and future Townsville community. To help achieve this Council has developed individual Asset Management Plans (AMP) to address each asset class.
The key elements of AMPs are:
» Taking a life cycle approach to managing assets;
» Developing a cost-effective management strategy for the long term;
» Providing a defined level of service for assets;
» Providing defined performance monitoring processes;
» Understanding and meeting the demands of growth, legislative change, legal/statutory requirements and infrastructure investment;
» Managing risks associated with the asset;
» Providing long term financial projections for asset sustainability; and
» Continuously improving asset management processes and practices.
AMPs for each asset class have been prepared in accordance with the relevant industry standards, with guidance provided by CAMS, and Council’s vision, mission, goals and objectives.
Each AMP includes provision for capital, renewal, operational and maintenance works which will provide infrastructure with the necessary resources in an endeavour to meet community expectations for agreed service standards and capacity. The AMPs outline processes and principles used to plan capital, renewal and maintenance works for key assets and prioritise capital works in the asset class throughout the local government area.
The AMPs will help to guide the Council in making decisions within its 15 year objectives. The result is a long-term planning framework, including expenditure forecasts which will assist in making informed decisions on future maintenance programs and renewal and capital projects.
AMPs include documentation on:
» Asset data summaries – what Council owns, what the network is valued at and its most recent assessed condition;
» Leadership and Structure
» Resources capability reference
» Levels of service – defining the quality of the service to be delivered by the asset;
» Future demand – how this will impact on future service delivery and how this is to be met;
» Life cycle management – how Council will optimise the management of its existing and future assets to provide the required services;
» Prioritised capital, renewal
» Operational and maintenance works;
» How risk is managed;
» Financial summary – what funds are required to provide the agreed service levels;
» Improvements plan.
The information linkages to the AMPs include:
» The asset register data on location, size, age, value, condition and remaining life of the asset network;
» The unit rates for classes of work/resources and materials;
» Performance relative to adopted service levels;
» Projections of factors affecting future demand for services;
» Correlations between maintenance and renewal, including asset condition/service performance models;
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STRATEGIC ASSET MANAGEMENT PLAN
» Data on new assets developed or acquired by Council;
» Data on assumed works programs and trends;
» The resulting budget, valuation and depreciation projections;
» Lifecycle analysis data;
» Risk, Performance and Cost data.
This information impacts the Council’s long term financial plan, strategic business plan, annual budget and departmental business plans and budgets.
Using established criteria, assets in each category are listed in order of priority for capital improvement.
The following sections provide an overview of each of the asset classes, extracted from the existing AMP’s.
8.1 PortfolioLevelInitiatives
The programme below outlines the implementation of a number of organisational initiatives in 2015/16:
Asset Custodians,CAMS
Supporting, facilitating and training in AMP development at asset portfolio level
Support facilitate and enable tactical and operational assetmanagement (acquire - operate - maintain - renew - dispose)
Revisit, update and implement Policies, Tools, Planning, Enabling Services, Practices, Leadership, Culture, Performance and Improvements
TCC Strategic Asset Management Plan (SAMP) Updatefor ISO55000 standard
TCC Strategic Asset Management Plan (SAMP) Implementation
TCC Strategic Asset Management Plan
Life Cycle Asset Management Plan (LCCAMP) Improvements
Life Cycle Asset Management Plan (LCCAMP) Implement with asset custodians
Strategic Service Management Plan (SSMP) Model
Strategic Service Management Plan (SSMP) Model Implementation
TCC Asset Management Performance Reporting 2014/15
High Risk Asset Reporting (gap closing)
EMT Quarterly Reporting - Service Potential Reporting
EMT Quarterly Reporting - PAI Management
PAI Improvements Plan - Strategic Actions
PAI Improvements Plan - Implementation of Strategic Actions
CAPEX Planning 2016/17 - Prioritising & Optimising
CAPEX Planning 2016/17 - Prioritising & Optimising with New Council
IPO Development, Testing and Implementation, Presentations, Training
Customer Experience Survey - Level of Satisfaction & Importance Review
Customer Experience Survey - Level of Satisfaction & Importance Review: Asset Custodians Workshops, Review, LMG Workshop & Implementation
ISO 55000 Gap Closing Action Plan Development and Implementation
My Predictor Modelling at Asset Portfolio Level - Development and Implementation
CAMS Smart Services KPIs
Asset Insurance Coordination
New Council - Asset Management Workshop - Preparation & Delivery
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
PAI Custodians, CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
CAMS
2017Q1-2
2016Q3-4
2016Q1-2
2015Q3-4
PrimaryStakeholdersInitiatives
2017Q3-4
CAMS, KM
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TOWNSVILLE CITY COUNCIL
Asset Custodians,CAMS
Supporting, facilitating and training in AMP development at asset portfolio level
Support facilitate and enable tactical and operational assetmanagement (acquire - operate - maintain - renew - dispose)
Revisit, update and implement Policies, Tools, Planning, Enabling Services, Practices, Leadership, Culture, Performance and Improvements
TCC Strategic Asset Management Plan (SAMP) Updatefor ISO55000 standard
TCC Strategic Asset Management Plan (SAMP) Implementation
TCC Strategic Asset Management Plan
Life Cycle Asset Management Plan (LCCAMP) Improvements
Life Cycle Asset Management Plan (LCCAMP) Implement with asset custodians
Strategic Service Management Plan (SSMP) Model
Strategic Service Management Plan (SSMP) Model Implementation
TCC Asset Management Performance Reporting 2014/15
High Risk Asset Reporting (gap closing)
EMT Quarterly Reporting - Service Potential Reporting
EMT Quarterly Reporting - PAI Management
PAI Improvements Plan - Strategic Actions
PAI Improvements Plan - Implementation of Strategic Actions
CAPEX Planning 2016/17 - Prioritising & Optimising
CAPEX Planning 2016/17 - Prioritising & Optimising with New Council
IPO Development, Testing and Implementation, Presentations, Training
Customer Experience Survey - Level of Satisfaction & Importance Review
Customer Experience Survey - Level of Satisfaction & Importance Review: Asset Custodians Workshops, Review, LMG Workshop & Implementation
ISO 55000 Gap Closing Action Plan Development and Implementation
My Predictor Modelling at Asset Portfolio Level - Development and Implementation
CAMS Smart Services KPIs
Asset Insurance Coordination
New Council - Asset Management Workshop - Preparation & Delivery
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
PAI Custodians, CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
CAMS
2017Q1-2
2016Q3-4
2016Q1-2
2015Q3-4
PrimaryStakeholdersInitiatives
2017Q3-4
CAMS, KM
Asset Custodians,CAMS
Supporting, facilitating and training in AMP development at asset portfolio level
Support facilitate and enable tactical and operational assetmanagement (acquire - operate - maintain - renew - dispose)
Revisit, update and implement Policies, Tools, Planning, Enabling Services, Practices, Leadership, Culture, Performance and Improvements
TCC Strategic Asset Management Plan (SAMP) Updatefor ISO55000 standard
TCC Strategic Asset Management Plan (SAMP) Implementation
TCC Strategic Asset Management Plan
Life Cycle Asset Management Plan (LCCAMP) Improvements
Life Cycle Asset Management Plan (LCCAMP) Implement with asset custodians
Strategic Service Management Plan (SSMP) Model
Strategic Service Management Plan (SSMP) Model Implementation
TCC Asset Management Performance Reporting 2014/15
High Risk Asset Reporting (gap closing)
EMT Quarterly Reporting - Service Potential Reporting
EMT Quarterly Reporting - PAI Management
PAI Improvements Plan - Strategic Actions
PAI Improvements Plan - Implementation of Strategic Actions
CAPEX Planning 2016/17 - Prioritising & Optimising
CAPEX Planning 2016/17 - Prioritising & Optimising with New Council
IPO Development, Testing and Implementation, Presentations, Training
Customer Experience Survey - Level of Satisfaction & Importance Review
Customer Experience Survey - Level of Satisfaction & Importance Review: Asset Custodians Workshops, Review, LMG Workshop & Implementation
ISO 55000 Gap Closing Action Plan Development and Implementation
My Predictor Modelling at Asset Portfolio Level - Development and Implementation
CAMS Smart Services KPIs
Asset Insurance Coordination
New Council - Asset Management Workshop - Preparation & Delivery
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
PAI Custodians, CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
Asset Custodians,CAMS
CAMS
2017Q1-2
2016Q3-4
2016Q1-2
2015Q3-4
PrimaryStakeholdersInitiatives
2017Q3-4
CAMS, KM
WholeofCouncilAssetPortfolioObjectives
In June 2015, TCC undertook an ISO55001 Asset Management System Maturity Assessment2. The assessment report prioritised gaps using a function of both the significance of the requirement on the AMS and the current status of that requirement. An improvement schedule has been composed to achieve best value for effort towards achieving ISO55001 alignment. The ISO55001 sub-sections targeted and the timeframe for council-wide assets appear in the table below. The individual Asset Class objectives (ISO55001 Requirements) appear in their respective sections.
Timeframe WholeofCouncilAssetPortfoliosObjective(ISO55001Requirement)
Current to 2017/18 The AM Objectives, within the SAMP, are aligned to and consistent with organisational objectives.The organisation has determined the criteria for AM decision making.The scope of the AMS is aligned with the SAMP and AM Policy.The organisation has developed a SAMP, which includes documentation of the role of the AMS in achieving AM Objectives.Top management has assigned the responsibility and authority for ensuring that the AMS supports delivery of the SAMP.The AM Objectives are consistent with the AM Policy.The AM Objectives are established and updated using AM decision making criteria [4.2].The AM Objectives are established and updated as part of the SAMP.The AM Objectives are measureable (if practical).The organisation has retained documented information on the AM Objectives.The organisation’s AMS does include documented information necessary for effectiveness of the AMS specified in [7.5].The organisation has identified and controlled externally created documented information determined necessary for the planning and operation of the AMS.The organisation has determined the processes and activities to be outsourced (including the scope and boundaries and interfaces with the organisation’s own processes and activities).The organisation has determined the responsibilities and authorities within the organisation to managing outsourced processes and activities.The organisation has determined the processes and scope for sharing of knowledge and information between the organisation and its contracted service provider(s).The organisation does conduct internal audits of the AMS at planned intervals to determine conformance of the AMS to its own requirements and ISO 55001.The organisation does conduct internal audits of the AMS at planned intervals to determine effective imple-mentation and subsequent maintenance.The organisation does operate and maintain an internal audit program including frequency, methods, responsibilities, planning requirements, and reporting.The audit program does take into consideration the importance of the processes concerned and results of previous audits.The organisation does define the internal audit criteria and scope for each audit.The organisation does select internal auditors and conduct audits to ensure objectivity and the impartially of the audit process.The organisation does ensure the results of the internal audits are reported to relevant management.The organisation does retain documented information as evidence of the results of the implementation of the internal audit program and audit results.
2 See Final ISO55001 Maturity Assessment Report 1 June 2015 on InSpire.
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STRATEGIC ASSET MANAGEMENT PLAN
Timeframe WholeofCouncilAssetPortfoliosObjective(ISO55001Requirement)
2018/19 to 2019/20 The organisation has determined the boundaries and applicability of the AMS.The organisation has considered the interaction with other management systems if used.The organisation has defined the asset portfolio covered by the scope of the AMS.The scope of the asset portfolio is documented.Top management has ensured that an AM Policy, SAMP and AM Objectives have been established.Top management has ensured that the AMS achieves its intended outcome(s).Top management has ensured that the approach used for managing risk in AM is aligned with the organisa-tion’s approach for managing risk.Top management has established an AM Policy that includes a commitment to continual improvement of the AMS.Top management has assigned the responsibility and authority for establishing and updating the SAMP including the AM Objectives.Top management has assigned the responsibility and authority for ensuring that the AMS conforms to the requirements of ISO 55001.Top management has assigned the responsibility and authority for ensuring the suitability, adequacy and effectiveness of the AMS.The organisation’s AMS planning does address the identified risks and opportunities to achieve continual improvement.The organisation has planned actions to address these risks and opportunities and considered changes over time.The organisation has planned how to integrate and implement the actions into its AMS processes and how to evaluate the effectiveness of these actions.The organisation has established AM Objectives at relevant functions and levels.The requirements of relevant stakeholders (financial, technical, legal, regulatory, organisational) have been considered in the AM planning process when establishing the asset management objectives.The AM Objectives are consistent and aligned with the organisational objectives.The AM Objectives do take into account applicable requirements.The AM Objectives are being monitored.The AM Objectives are communicated to relevant stakeholders.The AM Objectives are reviewed and updated as appropriate.The organisation has documented the method and criteria for decision making and prioritisation of the activities and resources to achieve its AMP(s) and AM objectives.The organisation has determined the resources needed for establishment, implementation, maintenance and continual improvement of the AMS.The organisation’s persons are aware of their work activities, the associated risks and opportunities and how they relate to each other.The organisation has determined its asset related communication regarding when to communicate.The organisation has determined its asset related communication regarding with whom to communicate.The organisation has determined its asset related communication regarding how to communicate.The organisation’s AM information system does consider the AM processes, procedures and activities.The organisations’ AMS does include documented information required by ISO 55001.The organisation’s AMS does include documented information for applicable legal and regulatory require-ments.The organisation does assess risks associated with any planned change, permanent or temporary, that can impact achieving the AM Objectives.The organisation does ensure that these risks are managed in accordance with [6.1] and [6.2.2].The organisation does control planned changes, review any unintended consequences of change, and take action to mitigate risks.The organisation does assess risks associated with outsourcing of activities that can affect achievement of AM Objectives.The management review of the AMS does include information on the AM performance including trends in nonconformities and corrective actions, monitoring and measurement results, and audit results.The management review of the AMS does include AM activity.The management review of the AMS does include opportunities for continual improvement.The management review of the AMS does include changes in the profile of risks and opportunities.The outputs from the management review do include decisions related to continual improvement opportu-nities and any need for changes to the AMS.The organisation does review the effectiveness of any corrective action taken.The organisation does have processes to proactively identify potential failures in asset performance and evaluate the need for preventive action.The organisation does apply the requirements of [10.1] to address any identified potential failure in asset
8.2 Transport
ManagementObjective
Council provides a Transport network in partnership with relevant state agencies to enable the community to efficiently and safely travel across the region for private and business purposes.
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TOWNSVILLE CITY COUNCIL
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP(s) is aligned with the AM Policy and the SAMP.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMP(s) to achieve the AM Objectives.The AMP(s) does take into account relevant requirements coming from outside the AMS.AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisation’s AM information system does consider the impact of quality, availability and manage-ment of information on organisational decision making.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the ap-proach described in [6.2.2].The organisation has determined for performance evaluation, when the results from monitoring and mea-surement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities.
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Transport Expenditure Summary ($m)
31.0 30.7 33.7 33.9 33.7 33.6 33.7 33.8 33.7 33.6Renewal
29.9 17.6 42.4 44.7 42.4 17.2 36.2 29.7 21.7 32.7
3.2 1.2 1.3 1.3 1.6 1.0 1.2 - - -
New Works
Upgrades
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STRATEGIC ASSET MANAGEMENT PLAN
CurrentFinancialMetrics Value
Replacement Value (14/15) $2,018,814,687
O&M (14/15) $33,794,018
Average % O&M / RV 2
8.3WaterandWastewater
ManagementObjective
TWW is currently reviewing this AMP as the latest version was developed in the 2009/10 financial year.
The strategy for TWW is to ensure that all residents and business are provided with safe, reliable and sustainable water and wastewater service.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP(s) does take into account relevant requirements coming from outside the AMS.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented how the results will be evaluated.The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMPs to achieve the AM Objectives.The AMP(s) is aligned with the AM Policy and the SAMP.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented the financial and non-financial implications of the AMP(s).AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisations AM information system does consider the impact of quality, availability and manage-ment of information on organisational decision making.
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
20.0
40.0
60.0
80.0
100.0
120.0
140.0
160.0
180.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Waste & Wastewater Expenditure Summary ($m)
32.7 37.6 37.5 32.6 29.0 29.7 29.4 28.9 21.9 32.4Renewal
28.2 51.3 49.1 93.7 131.4 21.2 14.9 16.3 20.1 19.1
9.4 27.6 29.9 3.1 7.1 3.4 - - - -
New Works
Upgrades
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TOWNSVILLE CITY COUNCIL
CurrentFinancialMetrics Value
Replacement Value (14/15) $2,732,220,463
O&M (14/15) $42,192,107
Average % O&M / RV 1.9
8.4SolidWaste
ManagementObjective
TWW’s main strategy while meeting the desired LOS, is to reduce waste going into landfill. The strategy aligns with the Queensland Waste Avoidance and Resource Productivity Strategy.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP(s) does take into account relevant requirements coming from outside the AMS.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented how the results will be evaluated.The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMPs to achieve the AM Objectives.The AMP(s) is aligned with the AM Policy and the SAMP.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented the financial and non-financial implications of the AMP(s).AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisations AM information system does consider the impact of quality, availability and manage-ment of information on organisational decision making.
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Solid Waste Expenditure Summary ($m)
1.0 1.1 2.7 5.7 9.9 4.5 1.4 5.2 6.2 0.2Renewal
4.2 4.4 4.8 4.7 5.8 6.3 1.5 4.0 0.8 2.3
0.0 0.0 0.0 0.0 0.1 0.0 0.0 0.0 0.0 0.0
New Works
Upgrades
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STRATEGIC ASSET MANAGEMENT PLAN
CurrentFinancialMetrics Value
Replacement Value (14/15) $49,620,326
O&M (14/15) $17,289,902
Average % O&M / RV 35
8.5Stormwater
ManagementObjective
Council provides a stormwater network in partnership with relevant state agencies to manage stormwater runoff in a safe, efficient, and cost effective manner. The network caters for minor and major flows and the system is de-signed to minimize the risk of flooding and property damage to the community while addressing associated health and environmental issues.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP is aligned with the AM Policy and the SAMP.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMP(s) to achieve the AM Objectives.The AMP does take into account relevant requirements coming from outside the AMS.AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisation’s AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the approach described in [6.2.2].The organisation has determined for performance evaluation, when the results from monitoring and measurement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
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TOWNSVILLE CITY COUNCIL
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
CurrentFinancialMetrics Value
Replacement Value (14/15) $806,915,891
O&M (14/15) $5,020,936
Average % O&M / RV 2
8.6 OpenSpaces
ManagementObjective
Council will provide parks and open spaces that provide a range of passive and active recreation opportunities for all members of the community, that meet the legislative and LOS sustainably.
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Stormwater Expenditure Summary ($m)
5.5 4.8 6.1 6.1 6.1 6.1 6.1 6.1 6.1 6.1Renewal
4.0 4.6 6.4 7.2 7.0 7.0 8.0 8.5 9.0 9.5
0.7 1.3 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
New Works
Upgrades
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STRATEGIC ASSET MANAGEMENT PLAN
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP is aligned with the AM Policy and the SAMP.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMP(s) to achieve the AM Objectives.The AMP does take into account relevant requirements coming from outside the AMS.AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisation’s AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the approach described in [6.2.2].The organisation has determined for performance evaluation, when the results from monitoring and measurement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Open Spaces Expenditure Summary ($m)
5.4 5.9 8.4 8.8 8.0 7.7 8.0 9.2 8.6 8.6Renewal
3.8 2.4 2.6 2.0 0.2 2.4 6.2 2.8 3.1 0.3
1.2 0.0 0.2 0.4 0.9 2.3 1.7 0.9 1.5 4.0
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CurrentFinancialMetrics Value
Replacement Value (14/15) $132,108,675
O&M (14/15) $15,891,874
Average % O&M / RV 25
8.7 Coastal
ManagementObjective
In partnership with relevant state agencies Council provides coastal assets as a social infrastructure for the Community and also for the protection of properties from adverse coastal conditions in the most efficient and cost-effective manners.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP is aligned with the AM Policy and the SAMP.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMP(s) to achieve the AM Objectives.The AMP does take into account relevant requirements coming from outside the AMS.AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisation’s AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the approach described in [6.2.2].The organisation has determined for performance evaluation, when the results from monitoring and measurement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
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STRATEGIC ASSET MANAGEMENT PLAN
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
CurrentFinancialMetrics Value
Replacement Value (14/15) $17,522,032
O&M (14/15) $726,816
Average % O&M / RV 2
8.8Buildings
ManagementObjective
Council provides property assets to enable the provision of services to the community. This includes a range of building types including Operational Buildings, Depots, Public Buildings, Rented Buildings, Community Centres, SES Buildings, Child Care Centres, Public Swimming Pools and Miscellaneous Properties.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The organisation has established, documented, and maintained AMPs to achieve the AM Objectives.The AMPs are aligned with the AM Policy and the SAMP.The AMPs do take into account relevant requirements coming from outside the AMS.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisations AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
0.0
0.0
0.0
0.0
0.1
0.1
0.1
0.1
0.1
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Coastal Expenditure Summary ($m)
0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1 0.1Renewal
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
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TOWNSVILLE CITY COUNCIL
2018/19 to 2019/20 AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the approach described in [6.2.2].The organisation has determined for performance evaluation, when the results from monitoring and measurement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
CurrentFinancialMetrics Value
Replacement Value (14/15) $275,203,914
O&M (14/15) $23,309,264
Average % O&M / RV 9
8.9 Fleet
ManagementObjective
Council provides fleet assets to facilitate the provision of services to the community. This includes a range of light vehicles, heavy plant and equipment, and minor plant and fixed equipment.
5.0
10.0
15.0
20.0
25.0
30.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Buildings Expenditure Summary ($m)
8.7 13.1 8.5 13.1 6.7 4.0 2.3 1.8 1.2 4.9Renewal
3.9 3.2 2.3 13.8 1.0 0.2 0.5 0.5 0.3 3.7
0.9 0.6 0.3 0.5 - 0.5 - - - 4.1
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STRATEGIC ASSET MANAGEMENT PLAN
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The organisation has established, documented, and maintained AMPs to achieve the AM Objectives.The AMP is aligned with the AM Policy and the SAMP.The AMP does take into account relevant requirements coming from outside the AMS.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.The organisation has determined for performance evaluation, when the results from monitoring and measurement shall be analysed and evaluated.The organisation does evaluate and report on asset performance, AM performance, and the effectiveness of the AMS.The organisation does retain documented information as evidence of results of monitoring, measurement, analysis and evaluation.The organisation’s monitoring and measurement does enable it to meet the requirements of stakeholders in [4.2].
2018/19 to 2019/20 The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisations AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.The organisation has, for operational planning and control, established criteria for the required processes.The organisation has, for operational planning and control, implemented the control of the processes in accordance with the criteria.The organisation has, for operational planning and control, kept documenting information to the extent necessary to have confidence and evidence that processes have been carried out as planned.The organisation has, for operational planning and control, treated and monitored risks using the approach described in [6.2.2].
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
2.0
4.0
6.0
8.0
10.0
12.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
Fleet Expenditure Summary ($m)
6.4 6.4 6.5 6.4 6.4 6.5 7.0 9.6 10.7 10.5Renewal
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
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CurrentFinancialMetrics Value
Replacement Value (14/15) $61,516,141
O&M (14/15) $10,418,952
Average % O&M / RV 17
8.10 ICT
ManagementObjective
Council provides ICT services and ensures it is maintained in partnership with other levels of government and stakeholders to maximise the efficiency of services provided. The ICT Department aims to deliver responsive and efficient systems, institute a strategic direction that defines the needs of council and champions continuous improvement.
Timeframe AssetClassObjective(ISO55001Requirement)
Current to 2017/18 The AMP is aligned with the AM Policy and the SAMP.The organisation has documented the processes and methods to be employed in managing assets over their life cycles.The organisation has documented what will be done.The organisation has documented what resources will be required.The organisation has documented who will be responsible.The organisation has documented when it will be completed.The organisation has documented how the results will be evaluated.The organisation has documented the appropriate time horizon(s) for the AMP(s).The organisation has documented the financial and non-financial implications of the AMP(s).The organisation has documented the review period for the AMP(s).The organisation has documented actions to address risks and opportunities, over time, associated with managing the assets.
2018/19 to 2019/20 The organisation has established, documented, and maintained AMPs to achieve the AM Objectives.The AMP does take into account relevant requirements coming from outside the AMS.AM related risks are considered in the organisation’s risk management approach including contingency planning.The organisations AM information system does consider the impact of quality, availability and management of information on organisational decision making.The organisation has determined the attribute and quality requirements of identified information and how/when information is to be collected/analysed/evaluated.
Financials
The summarised budget expenditure over the next ten years is shown below for renewal and asset creation activities:
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
16/170.0
17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26
Expe
ndit
ure
$Mil
lion
s
ICT Expenditure Summary ($m)
4.3 4.5 2.5 4.4 5.8 7.4 7.4 10.3 7.0 8.0Renewal
- 0.4 0.5 1.3 0.6 0.7 1.1 0.6 0.3 0.8
- - - - - - - - - -
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STRATEGIC ASSET MANAGEMENT PLAN
CurrentFinancialMetrics Value
Replacement Value (14/15) $47,181,200
O&M (14/15) $14,145,560
Average % O&M / RV 30
52
TOWNSVILLE CITY COUNCIL
9 PERFORMANCE EVALUATION AND IMPROVEMENT
9.1 PerformanceEvaluation
CAMS is responsible for the annual AM performance review. The methodology and results of the system evaluations and internal audits are reported in the AM Performance Assessment, which is updated after each review.
The objectives of the evaluation include:
» Achieving Core Level Asset Management initially (IIMM);
» Continuously improving asset management activities and practices towards advanced level where applicable;
» Achieving financial sustainability; and
» Maintaining legislative compliance against the Local Government Act (2009), specifically S135, S136, S104(3).
The evaluation process includes:
» Undertaking an interview/workshop with asset custodians;
» Conducting a review of the existing Asset Management Plans and supporting documentation;
» Identifying actions that need to be undertaken to achieve ‘Advanced’ AMP status; and
» Charting these actions into a framework program that demonstrates actions required, the time frames and current progress.
The outcomes from this evaluation are reported to the Executive Management Team and national AM bodies (e.g. ALGA National State of the Assets).
The AM Performance Assessment for 2014/15 whole-of-council using NAMF is shown in Appendix A.
53
STRATEGIC ASSET MANAGEMENT PLAN
9.2 InternalAudits
At present there is no system in place for the on-going audit of the AMS. This process will need to include the following requirements specific to ISO55001:
» Plan, establish, implement and maintain an audit program;
» Define the audit criteria and scope for each audit;
» Select auditors and conduct audits who are objective / impartial;
» Ensure that the audit results are reported to management;
» Retain documented information as evidence of the audit; and
» Develop a preventative actions, correction action and continuous improvement process and register.
The annual performance evaluation is currently reported within the annual AM Performance Assessment, this document should be revised to include the internal audits and management reviews.
9.3 ManagementReview
At present there is no system in place for the management review of the AMS. This process will need to review the following in terms of ISO55001:
» Status of actions from previous management reviews;
» External / internal issues that are relevant to the AMS;
» Information on the asset management performance, including: nonconformities and corrective actions and monitoring and measurement results;
» Asset management activity;
» Opportunities for continual improvement;
» Changes in the profile of risks and opportunities; and
» Retain documented information as evidence of the audit.
9.4 ImprovementPlan
The following improvement actions have been identified in the preparation of this SAMP:
Action Purpose Owner Timing
Develop Asset Management Objectives
The absence of organisational asset management objectives has had a significant impact on this Asset Management System
(AMS) maturity assessment. These objectives represent the fundamental linkage between the organisation objectives, con-
tained within the Strategic Asset Management Plan (SAMP), and the asset management activities described within the
Asset Management Plans (AMPs).
CAMS Underway
Update SAMP This item alone will determine the “road map” for further developing the AMS and provide guidance on the future asset management framework across the organisation. The current
SAMP and associated documentation appears fragmented with similar and disconnected content across multiple asset
classes.
CAMS Underway
Review and Complete the Asset Management Plans
The current AMPs require updating as they do not adequately document the current asset management practice. While the
practice is generally advanced, the supporting documentation is lagging and needs to reflect current practice. The AMPs
should be reviewed / updated annually as part of good prac-tice and again reflect the overall desires of the SAMP.
Asset Custodians 2015/16
Develop an Asset Evaluation Reporting Framework with Defined Expectations and Achievements
The AMS would benefit from an improved asset evaluation process to measure and monitor achievement of the annual
asset management objectives and to identify the need to modify asset management activities. Risk analysis and scoring could be associated with this task but fundamentally the whole
framework needs transparency for all stakeholders.
CAMS 2015/16
Develop and Implement Service Strategy Management Plan
The SSMP’s main objective is to have the Level of Service and Cost to Assets understood, managed and monitored. The
SSMP draws all Council services into a framework to enable efficient and effective financial and operational planning.
CAMS Underway
54
TOWNSVILLE CITY COUNCIL
9.5 SAMPandISO55001Relationship
This SAMP has been specifically developed to align with the requirements in ISO 55001: 2014, Asset Management System. While this Standard is not prescriptive in terms of content, this SAMP is intended to be an effective planning instrument with respect to Councils AMS and to respond to certain requirements in the Standard.
Accordingly, this SAMP provides relevant evidence and demonstrates compliance on the requirements referenced in the table below. In some instances this information is supplemented by other artefacts such as the AMP, or other Council management systems (as shown in section 6.1):
ISO55001RequirementReference
SummaryofRequirement SAMPReference
4.1 AM Objectives aligned and consistent 4.2
4.4 SAMP developed SAMP
5.3a SAMP updates SAMP Document Control
5.3c AMS conforms to requirements of 55001 SAMP
5.3f Reporting on performance 8.1
6.1 Risks to AMS identified 7.4
7.1 Appropriate resources 7.3
7.3 Policy communicated 5.1 & 5.4
7.3 Are people aware of their contribution to the AMS 7.3 & 5.4
7.4 Determining the who, what, when, how and with whom of communication
4.4
7.5a Risks to roles and responsibilities 7.3 & 7.4
7.5a Consideration of roles and responsibilities 6.4
7.5a AM processes 6.4
7.5a Exchange of information of stakeholders 5.4
7.5a Decision making process 6
7.5b Asset attribute information & quality 6.5 & 7
7.5c Information management 7.5
7.5d Alignment of financial and non-financial information 7.5
7.5e Consistency and traceability between financial and non-financial information
7.5
7.6.1 Documented information required by ISO55000 SAMP
7.6.1 Documented information applicable to meet legal and statutory requirements
SAMP
7.6.1 Documented information for an effective AMS SAMP
8.3 Outsourcing of activities 7.7
9.1 Monitoring, measurement, analysis and evaluation 9.1, 9.2
9.2 Internal Audit 9.2
9.3 Management review 9.3
10 Improvement 9.4
55
STRATEGIC ASSET MANAGEMENT PLAN
56
STR
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ctiv
e M
aint
enan
ce (c
ondi
tion
/ris
k) |
prog
ram
s de
velo
ped
| im
plem
ente
d |
mon
itor
ed |
im
prov
ing
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| R
eact
ive
Mai
nten
ance
Man
agem
ent
(min
imis
ing
tren
d)
O&
M P
lans
use
app
rori
ate
risk
man
agem
ent s
trat
egie
s |
Mai
ntai
n Co
ndit
ion
| ri
sk |
cri
tica
lity
| re
mai
ning
life
| F
MEC
A a
sses
smen
t
App
rori
ate
of li
nkag
es A
M s
trat
egy
and
plan
ning
at c
orpo
rate
leve
l |
Dem
and
| G
row
th m
odel
| c
apac
ity
man
agem
ent
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| N
ew
& U
pgra
de a
sset
s |
cri
tica
lity
| y
ear o
f acq
uiti
sion
inde
ntifi
ed
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| In
fras
truc
ture
cha
rges
, PIP
& D
onat
ed a
sset
| y
ear o
f acq
uiti
sion
in
dent
ified
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| PI
P pr
ojec
ts m
anag
emen
t |
appr
opri
ate
& in
pla
ce
Plan
ning
cap
ital
exp
endi
ture
incl
udes
inde
ntifi
cati
on o
f end
of l
ife a
sses
t |
All
asse
ts p
ortf
olio
s re
new
al p
lan
revi
ewed
| u
pdat
ed |
O&
M im
pact
ana
lysi
s in
clud
ed
Inve
stm
ent o
ptio
ns a
nd ri
sks
and
bene
fits
of in
vest
men
t opt
ions
are
an
alys
ed |
All
asse
ts p
ortf
olio
s ne
w |
upg
rade
pla
n re
view
ed |
upd
ated
Long
term
cap
ital
wor
ks p
lan
for a
ll as
sets
por
tfol
ios
reve
iwed
| p
rior
itis
ed
| up
date
d fo
r Lon
g Te
rm F
inan
cial
Man
agem
ent P
lan
Mea
sure
, ana
lyse
and
revi
ew A
sset
Man
agem
ent S
yste
ms
for c
onti
nual
im
prov
emen
t |
Stat
e/N
atio
nal g
over
nmen
t AM
Ann
ual r
epor
t/re
turn
su
bmit
ted
Mon
itor
Ass
et M
anag
emen
t Sys
tem
s ag
ains
t bas
elin
e da
ta |
AM
St
rate
gy/P
roce
ss B
ench
mar
king
| t
arge
ts id
enti
fied
AP
PEN
DIX
A
57
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
Nat
iona
l Ass
et M
anag
emen
t Fra
mew
ork
Per
form
ance
Ass
essm
ent f
or T
CC F
Y201
4/15
01
23
45
67
89
10
Ass
et M
anag
emen
t Pla
n |
alig
ned
wit
h TC
C’s
AM
Pol
icy,
Lon
g-te
rm A
M
Stra
tegi
c &
Fin
anci
al M
anag
emen
t Pla
ns, R
isk
Man
agem
ent F
ram
ewor
k |
ap
prov
ed, i
n pl
ace
and
follo
wed
for i
nfra
stru
ctur
e as
sets
Long
-ter
m A
sset
Man
agem
ent S
trat
egy
Plan
| a
ligne
d w
ith
TCC’
s A
M
Polic
y, C
orpo
rate
Pla
n &
TCC
2015
obj
ecti
ves
| d
evel
oped
| r
evie
wed
|
appr
oved
| m
onit
ored
Ass
et C
usto
dian
ship
Pro
filin
g |
con
sist
ent w
ith
AM
& C
orpo
rate
pol
icie
s |
ap
prov
ed |
rev
iew
ed |
in
plac
e an
d fo
llow
ed
Long
-ter
m A
sset
Man
agem
ent S
umm
ary
Plan
| c
onso
lidat
ed A
sset
Man
agem
ent P
lans
| d
evel
oped
| r
evie
wed
| a
ppro
ved
Stak
ehol
der v
alue
s, c
ultu
re, s
hare
d be
liefs
mon
itor
ed |
Com
mun
ity
Surv
ey
| en
gage
men
t |
com
plet
ed |
app
rove
d |
gap
s ac
tion
ed
Stak
ehol
der v
alue
s, c
ultu
re, s
hare
d be
liefs
mon
itor
ed e
.g. L
evel
of S
ervi
ces
|
deve
lope
d |
revi
ewed
| a
ppro
ved
Plan
s fo
r & R
espo
nses
to F
ault
s &
Inci
dent
s ar
e ap
prop
riat
e |
Cus
tom
er
Calls
mon
itor
ed |
ser
vice
cal
ls (m
inim
isin
g tr
end)
Serv
ice
Leve
ls a
nd C
omm
unit
y (o
r cus
tom
er) s
atis
fact
ion
asse
ssm
ent a
nd
impr
ovem
ents
Pla
n |
evi
denc
e an
d im
plem
enta
tion
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|A
sset
Life
styl
e A
naly
sis
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|R
enew
al M
odel
| d
evel
oped
| r
evie
wed
| a
ppro
ved
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|D
eman
d |
Cap
acit
y an
alys
ed fo
r pla
nnin
g
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|LC
C an
d Co
st o
f Ser
vice
s tr
end
asse
ssed
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
Fi
nanc
ial A
sset
(FA
) reg
iste
r mai
nten
ance
(99.
9 ac
cura
cy)
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
O
pera
tion
al A
sset
(OA
) reg
iste
r mai
nten
ance
(99.
9 ac
cura
cy)
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
G
IS d
ata
mai
ntai
ned
(99.
9 ac
cura
cy)
Ass
et in
form
atio
n su
ppor
ts d
ecis
ion-
mak
ing
& o
pera
tion
al a
ctiv
ites
|
Link
age
| V
alid
atio
n |
Rec
onci
le b
etw
een
FA &
OA
| D
ispo
sal P
rogr
am
and
GIS
mai
ntai
ned
App
ropr
iate
pro
cess
es fo
r ass
et c
apab
ility
acq
uist
ion
are
in p
lace
|Ca
pita
lisat
ion
- WIP
| I
n se
rvic
e as
sets
| C
apit
alis
ed
Ass
et in
form
atio
n re
quir
emen
ts (i
nc a
ttri
bute
s) a
re c
onsi
sten
t and
sup
port
de
cisi
on-m
akin
g |
Ass
et in
vent
ory,
hie
rarc
hy m
aint
aine
d
Proc
esse
s as
sure
con
sist
ency
and
trac
eabi
lity
betw
een
finan
cial
and
oth
er
asse
t-re
late
d da
ta |
Ass
et |
Com
pone
nt v
alua
tion
s |
reva
luat
ions
| e
cono
mic
life
mai
ntai
ned
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| P
reve
ntiv
e M
aint
enan
ce (r
outi
ne)
| pr
ogra
ms
deve
lope
d |
impl
emen
ted
| m
onit
ored
| i
mpr
ovin
g
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| P
redi
ctiv
e M
aint
enan
ce (c
ondi
tion
/ris
k) |
prog
ram
s de
velo
ped
| im
plem
ente
d |
mon
itor
ed |
im
prov
ing
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| R
eact
ive
Mai
nten
ance
Man
agem
ent
(min
imis
ing
tren
d)
O&
M P
lans
use
app
rori
ate
risk
man
agem
ent s
trat
egie
s |
Mai
ntai
n Co
ndit
ion
| ri
sk |
cri
tica
lity
| re
mai
ning
life
| F
MEC
A a
sses
smen
t
App
rori
ate
of li
nkag
es A
M s
trat
egy
and
plan
ning
at c
orpo
rate
leve
l |
Dem
and
| G
row
th m
odel
| c
apac
ity
man
agem
ent
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| N
ew
& U
pgra
de a
sset
s |
cri
tica
lity
| y
ear o
f acq
uiti
sion
inde
ntifi
ed
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| In
fras
truc
ture
cha
rges
, PIP
& D
onat
ed a
sset
| y
ear o
f acq
uiti
sion
in
dent
ified
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| PI
P pr
ojec
ts m
anag
emen
t |
appr
opri
ate
& in
pla
ce
Plan
ning
cap
ital
exp
endi
ture
incl
udes
inde
ntifi
cati
on o
f end
of l
ife a
sses
t |
All
asse
ts p
ortf
olio
s re
new
al p
lan
revi
ewed
| u
pdat
ed |
O&
M im
pact
ana
lysi
s in
clud
ed
Inve
stm
ent o
ptio
ns a
nd ri
sks
and
bene
fits
of in
vest
men
t opt
ions
are
an
alys
ed |
All
asse
ts p
ortf
olio
s ne
w |
upg
rade
pla
n re
view
ed |
upd
ated
Long
term
cap
ital
wor
ks p
lan
for a
ll as
sets
por
tfol
ios
reve
iwed
| p
rior
itis
ed
| up
date
d fo
r Lon
g Te
rm F
inan
cial
Man
agem
ent P
lan
Mea
sure
, ana
lyse
and
revi
ew A
sset
Man
agem
ent S
yste
ms
for c
onti
nual
im
prov
emen
t |
Stat
e/N
atio
nal g
over
nmen
t AM
Ann
ual r
epor
t/re
turn
su
bmit
ted
Mon
itor
Ass
et M
anag
emen
t Sys
tem
s ag
ains
t bas
elin
e da
ta |
AM
St
rate
gy/P
roce
ss B
ench
mar
king
| t
arge
ts id
enti
fied
Nat
iona
l Ass
et M
anag
emen
t Fra
mew
ork
Per
form
ance
Ass
essm
ent f
or T
CC F
Y201
4/15
01
23
45
67
89
10
Ass
et M
anag
emen
t Pla
n |
alig
ned
wit
h TC
C’s
AM
Pol
icy,
Lon
g-te
rm A
M
Stra
tegi
c &
Fin
anci
al M
anag
emen
t Pla
ns, R
isk
Man
agem
ent F
ram
ewor
k |
ap
prov
ed, i
n pl
ace
and
follo
wed
for i
nfra
stru
ctur
e as
sets
Long
-ter
m A
sset
Man
agem
ent S
trat
egy
Plan
| a
ligne
d w
ith
TCC’
s A
M
Polic
y, C
orpo
rate
Pla
n &
TCC
2015
obj
ecti
ves
| d
evel
oped
| r
evie
wed
|
appr
oved
| m
onit
ored
Ass
et C
usto
dian
ship
Pro
filin
g |
con
sist
ent w
ith
AM
& C
orpo
rate
pol
icie
s |
ap
prov
ed |
rev
iew
ed |
in
plac
e an
d fo
llow
ed
Long
-ter
m A
sset
Man
agem
ent S
umm
ary
Plan
| c
onso
lidat
ed A
sset
Man
agem
ent P
lans
| d
evel
oped
| r
evie
wed
| a
ppro
ved
Stak
ehol
der v
alue
s, c
ultu
re, s
hare
d be
liefs
mon
itor
ed |
Com
mun
ity
Surv
ey
| en
gage
men
t |
com
plet
ed |
app
rove
d |
gap
s ac
tion
ed
Stak
ehol
der v
alue
s, c
ultu
re, s
hare
d be
liefs
mon
itor
ed e
.g. L
evel
of S
ervi
ces
|
deve
lope
d |
revi
ewed
| a
ppro
ved
Plan
s fo
r & R
espo
nses
to F
ault
s &
Inci
dent
s ar
e ap
prop
riat
e |
Cus
tom
er
Calls
mon
itor
ed |
ser
vice
cal
ls (m
inim
isin
g tr
end)
Serv
ice
Leve
ls a
nd C
omm
unit
y (o
r cus
tom
er) s
atis
fact
ion
asse
ssm
ent a
nd
impr
ovem
ents
Pla
n |
evi
denc
e an
d im
plem
enta
tion
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|A
sset
Life
styl
e A
naly
sis
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|R
enew
al M
odel
| d
evel
oped
| r
evie
wed
| a
ppro
ved
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|D
eman
d |
Cap
acit
y an
alys
ed fo
r pla
nnin
g
Rel
evan
t fin
anci
al p
roje
ctio
ns a
nd R
isk-
base
d m
etho
dolo
gies
are
in p
lace
|LC
C an
d Co
st o
f Ser
vice
s tr
end
asse
ssed
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
Fi
nanc
ial A
sset
(FA
) reg
iste
r mai
nten
ance
(99.
9 ac
cura
cy)
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
O
pera
tion
al A
sset
(OA
) reg
iste
r mai
nten
ance
(99.
9 ac
cura
cy)
Dat
a m
anag
emen
t pro
cess
es e
nsur
e ac
cura
cy a
nd q
ualit
y |
G
IS d
ata
mai
ntai
ned
(99.
9 ac
cura
cy)
Ass
et in
form
atio
n su
ppor
ts d
ecis
ion-
mak
ing
& o
pera
tion
al a
ctiv
ites
|
Link
age
| V
alid
atio
n |
Rec
onci
le b
etw
een
FA &
OA
| D
ispo
sal P
rogr
am
and
GIS
mai
ntai
ned
App
ropr
iate
pro
cess
es fo
r ass
et c
apab
ility
acq
uist
ion
are
in p
lace
|Ca
pita
lisat
ion
- WIP
| I
n se
rvic
e as
sets
| C
apit
alis
ed
Ass
et in
form
atio
n re
quir
emen
ts (i
nc a
ttri
bute
s) a
re c
onsi
sten
t and
sup
port
de
cisi
on-m
akin
g |
Ass
et in
vent
ory,
hie
rarc
hy m
aint
aine
d
Proc
esse
s as
sure
con
sist
ency
and
trac
eabi
lity
betw
een
finan
cial
and
oth
er
asse
t-re
late
d da
ta |
Ass
et |
Com
pone
nt v
alua
tion
s |
reva
luat
ions
| e
cono
mic
life
mai
ntai
ned
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| P
reve
ntiv
e M
aint
enan
ce (r
outi
ne)
| pr
ogra
ms
deve
lope
d |
impl
emen
ted
| m
onit
ored
| i
mpr
ovin
g
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| P
redi
ctiv
e M
aint
enan
ce (c
ondi
tion
/ris
k) |
prog
ram
s de
velo
ped
| im
plem
ente
d |
mon
itor
ed |
im
prov
ing
Inde
ntifi
cati
on a
nd d
efin
itio
n of
mai
nten
ance
act
ivit
ies
assu
rede
liver
y of
AM
obj
ecti
ves
| R
eact
ive
Mai
nten
ance
Man
agem
ent
(min
imis
ing
tren
d)
O&
M P
lans
use
app
rori
ate
risk
man
agem
ent s
trat
egie
s |
Mai
ntai
n Co
ndit
ion
| ri
sk |
cri
tica
lity
| re
mai
ning
life
| F
MEC
A a
sses
smen
t
App
rori
ate
of li
nkag
es A
M s
trat
egy
and
plan
ning
at c
orpo
rate
leve
l |
Dem
and
| G
row
th m
odel
| c
apac
ity
man
agem
ent
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| N
ew
& U
pgra
de a
sset
s |
cri
tica
lity
| y
ear o
f acq
uiti
sion
inde
ntifi
ed
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| In
fras
truc
ture
cha
rges
, PIP
& D
onat
ed a
sset
| y
ear o
f acq
uiti
sion
in
dent
ified
App
ropr
iate
of l
inka
ges
AM
str
ateg
y an
d pl
anni
ng a
t cor
pora
te le
vel
| PI
P pr
ojec
ts m
anag
emen
t |
appr
opri
ate
& in
pla
ce
Plan
ning
cap
ital
exp
endi
ture
incl
udes
inde
ntifi
cati
on o
f end
of l
ife a
sses
t |
All
asse
ts p
ortf
olio
s re
new
al p
lan
revi
ewed
| u
pdat
ed |
O&
M im
pact
ana
lysi
s in
clud
ed
Inve
stm
ent o
ptio
ns a
nd ri
sks
and
bene
fits
of in
vest
men
t opt
ions
are
an
alys
ed |
All
asse
ts p
ortf
olio
s ne
w |
upg
rade
pla
n re
view
ed |
upd
ated
Long
term
cap
ital
wor
ks p
lan
for a
ll as
sets
por
tfol
ios
reve
iwed
| p
rior
itis
ed
| up
date
d fo
r Lon
g Te
rm F
inan
cial
Man
agem
ent P
lan
Mea
sure
, ana
lyse
and
revi
ew A
sset
Man
agem
ent S
yste
ms
for c
onti
nual
im
prov
emen
t |
Stat
e/N
atio
nal g
over
nmen
t AM
Ann
ual r
epor
t/re
turn
su
bmit
ted
Mon
itor
Ass
et M
anag
emen
t Sys
tem
s ag
ains
t bas
elin
e da
ta |
AM
St
rate
gy/P
roce
ss B
ench
mar
king
| t
arge
ts id
enti
fied
58
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
AP
PEN
DIX
B10
Yea
rCa
pita
lPla
n:P
artA
-Fu
ncti
onal
Bre
akdo
wn
ACQ
UIS
ITIO
NY
EAR
30/0
6/20
17
30/0
6/20
1830
/06/
2019
COR
E S
ERV
ICE
PRO
JECT
TYP
EG
ross
Est
imat
eN
et E
stim
ate
Gro
ss E
stim
ate
Net
Est
imat
eG
ross
Est
imat
eN
et E
stim
ate
Wat
er S
ervi
ces
33
,763
,369
25,9
66,5
4246
,084
,431
27,3
42,8
7042
,925
,513
28,6
22,1
30
N
ew9,
712,
089
1,91
5,26
218
,355
,463
(386
,098
)15
,510
,390
1,20
7,00
7
Re
new
al24
,051
,280
24,0
51,2
8027
,728
,968
27,7
28,9
6827
,332
,963
27,3
32,9
63
U
pgra
de
82
,160
82,1
60
Was
tew
ater
Ser
vice
s
36,3
05,4
1423
,551
,694
70,5
12,7
2553
,324
,200
73,2
96,2
5558
,918
,784
N
ew18
,495
,346
8,74
1,62
632
,955
,785
25,7
67,2
6033
,580
,378
25,2
02,9
07
Re
new
al8,
392,
328
8,39
2,32
89,
909,
328
9,90
9,32
89,
909,
328
9,90
9,32
8
U
pgra
de9,
417,
740
6,41
7,74
027
,647
,612
17,6
47,6
1229
,806
,549
23,8
06,5
49
Solid
Was
te M
anag
emen
t
5,19
2,72
13,
692,
721
5,52
6,20
54,
183,
705
7,48
2,00
17,
444,
501
N
ew4,
170,
760
2,67
0,76
04,
439,
744
3,09
7,24
44,
826,
840
4,78
9,34
0
Re
new
al1,
021,
961
1,02
1,96
11,
086,
461
1,08
6,46
12,
655,
161
2,65
5,16
1
Publ
ic In
fras
truc
ture
84
,034
,812
55,5
01,0
0967
,954
,421
39,4
12,0
6710
0,57
0,86
269
,566
,128
N
ew37
,678
,221
10,4
83,4
1824
,556
,089
(3,3
78,6
05)
51,2
98,9
2720
,954
,193
Re
new
al41
,341
,228
41,1
66,2
2840
,920
,012
40,9
20,0
1247
,742
,335
47,7
42,3
35
U
pgra
de5,
015,
363
3,85
1,36
32,
478,
320
1,87
0,66
01,
529,
600
869,
600
Envi
ronm
ent &
Sus
tain
abili
ty S
ervi
ces
64
7,07
764
7,07
7
U
pgra
de
64
7,07
764
7,07
7
Enab
ling
Serv
ices
32
,274
,655
16,1
41,2
3527
,666
,669
26,9
60,2
8919
,091
,342
18,3
06,1
42
N
ew11
,428
,150
(1,4
90,5
70)
3,44
5,33
33,
445,
333
1,01
5,34
01,
015,
340
Re
new
al19
,961
,505
16,7
46,8
0524
,221
,336
23,5
14,9
5617
,780
,796
16,9
95,5
96
U
pgra
de88
5,00
088
5,00
0
29
5,20
629
5,20
6
Com
mun
ity
& C
ultu
ral S
ervi
ces
22
3,00
022
3,00
062
9,94
862
9,94
82,
342,
412
2,34
2,41
2
N
ew25
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25,0
0044
6,44
444
6,44
41,
868,
412
1,86
8,41
2
Re
new
al19
8,00
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8,00
018
3,50
418
3,50
447
4,00
047
4,00
0
Gra
nd T
otal
19
1,79
3,97
112
5,07
6,20
121
9,02
1,47
615
2,50
0,15
624
5,70
8,38
518
5,20
0,09
7
59
STR
ATEG
IC A
SS
ET M
AN
AGEM
ENT
PLA
NTO
WN
SVIL
LE C
ITY
COU
NCI
L
10Y
ear
Capi
talP
lan:
Par
tB-
Func
tion
alB
reak
dow
n
ACQ
UIS
ITIO
NY
EAR
30/0
6/20
20
30/0
6/20
21
30/0
6/20
22
30/0
6/20
23
30/0
6/20
24
30/0
6/20
25
30/0
6/20
26
COR
ES
ERV
ICE
PR
OJE
CTT
YPE
Gro
ss E
stim
ate
Net
Est
imat
eG
ross
Est
imat
eN
et E
stim
ate
Gro
ss E
stim
ate
Net
Est
imat
eG
ross
Est
imat
eN
et E
stim
ate
Gro
ss E
stim
ate
Net
Est
imat
eG
ross
Est
imat
eN
et E
stim
ate
Gro
ss E
stim
ate
Net
Est
imat
e
Wat
erS
ervi
ces
1
04,2
95,1
86
54,
637,
739
140
,937
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6
9,99
9,85
2 2
9,98
0,21
2 1
3,38
4,02
4 2
6,13
5,20
2 1
2,99
5,66
2 2
6,46
5,83
6 9
,063
,342
1
7,95
2,49
0 1
,427
,026
2
9,72
3,90
2 1
1,30
9,15
5
N
ew 8
2,26
8,25
6 3
2,61
0,80
9 1
22,4
01,1
54
51,
463,
342
10,
853,
502
-5,7
42,6
86
7,2
71,6
05
-5,8
67,9
35
8,1
02,2
39
-9,3
00,2
55
6,5
88,8
93
-9,9
36,5
71
7,8
60,3
05
-10,
554,
442
Re
new
al 2
2,02
6,93
0 2
2,02
6,93
0 1
8,53
6,51
0 1
8,53
6,51
0 1
9,12
6,71
0 1
9,12
6,71
0 1
8,86
3,59
7 1
8,86
3,59
7 1
8,36
3,59
7 1
8,36
3,59
7 1
1,36
3,59
7 1
1,36
3,59
7 2
1,86
3,59
7 2
1,86
3,59
7
Was
tew
ater
S
ervi
ces
2
4,97
5,70
7 1
3,92
8,42
4 2
6,52
9,20
0 1
2,53
5,80
3 2
4,18
1,85
1 9
,534
,409
1
8,02
9,34
9 5
,647
,473
1
8,57
8,12
2 5
,203
,584
2
3,90
5,21
6 4
,892
,416
2
1,66
6,46
9 6
,173
,869
N
ew 1
1,41
3,35
1 4
46,0
68
8,9
68,8
91
-3,1
75,9
06
10,
306,
418
-4,3
41,0
24
7,6
03,0
21
-4,7
78,8
55
8,1
51,7
94
-5,2
22,7
44
13,
478,
888
-5,5
33,9
12
11,
240,
141
-4,2
52,4
59
Re
new
al 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8 1
0,42
6,32
8
U
pgra
de 3
,136
,028
3
,056
,028
7
,133
,981
5
,285
,381
3
,449
,105
3
,449
,105
Sol
idW
aste
M
anag
emen
t
10,
399,
881
10,
399,
881
15,
774,
381
15,
774,
381
10,
879,
381
10,
879,
381
2,9
14,3
81
2,9
14,3
81
9,2
64,3
81
9,2
64,3
81
7,0
89,3
81
7,0
89,3
81
2,5
22,3
51
2,5
22,3
51
N
ew 4
,691
,840
4
,691
,840
5
,756
,840
5
,756
,840
6
,341
,840
6
,341
,840
1
,541
,840
1
,541
,840
4
,041
,840
4
,041
,840
8
41,8
40
841
,840
2
,329
,810
2
,329
,810
Re
new
al 5
,708
,041
5
,708
,041
9
,917
,541
9
,917
,541
4
,537
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4
,537
,541
1
,372
,541
1
,372
,541
5
,222
,541
5
,222
,541
6
,247
,541
6
,247
,541
1
92,5
41
192
,541
U
pgra
de
1
00,0
00
100
,000
Pub
lic
Infr
astr
uctu
re
103
,675
,074
7
6,57
2,31
7 9
9,76
5,59
4 7
2,28
9,52
4 7
6,88
4,25
3 4
7,35
5,23
1 1
00,8
13,6
23
68,
753,
945
90,
023,
255
56,
119,
384
83,
231,
529
47,
033,
058
94,
557,
565
56,
128,
152
N
ew 5
3,92
0,07
9 2
7,45
2,32
2 4
9,58
5,65
9 2
2,89
9,58
9 2
6,51
5,29
7 -2
,533
,725
5
0,29
2,23
6 1
8,83
2,55
8 4
0,97
1,37
0 7
,067
,499
3
3,73
8,12
2 -2
,460
,349
4
2,53
2,72
2 4
,103
,309
Re
new
al 4
8,06
3,91
7 4
8,06
3,91
7 4
7,73
3,33
5 4
7,73
3,33
5 4
7,12
4,35
6 4
7,12
4,35
6 4
7,58
6,78
7 4
7,58
6,78
7 4
8,10
4,54
5 4
8,10
4,54
5 4
8,03
3,20
7 4
8,03
3,20
7 4
7,98
5,64
3 4
7,98
5,64
3
U
pgra
de 1
,691
,078
1
,056
,078
2
,446
,600
1
,656
,600
3
,244
,600
2
,764
,600
2
,934
,600
2
,334
,600
9
47,3
40
947
,340
1
,460
,200
1
,460
,200
4
,039
,200
4
,039
,200
Envi
ronm
ent&
S
usta
inab
ilit
yS
ervi
ces
1
92,5
00
192
,500
3
85,0
00
385
,000
4
,204
,916
4
,154
,916
N
ew
1
92,5
00
192
,500
3
85,0
00
385
,000
1
43,6
64
93,
664
U
pgra
de
4
,061
,252
4
,061
,252
Enab
ling
S
ervi
ces
2
6,64
7,57
5 2
5,79
6,47
5 1
9,77
0,49
8 1
8,80
0,49
8 1
8,93
4,33
0 1
8,05
5,23
0 1
8,17
2,34
7 1
7,15
8,54
7 2
3,40
0,70
7 2
2,44
1,00
7 1
9,59
7,26
6 1
8,35
0,36
6 3
6,54
1,40
3 3
5,27
2,20
3
N
ew 1
,941
,381
1
,941
,381
7
50,0
00
750
,000
6
50,0
00
650
,000
1
,130
,000
1
,130
,000
6
00,0
00
600
,000
2
50,0
00
250
,000
1
2,75
0,00
0 1
2,75
0,00
0
Re
new
al 2
4,50
6,19
3 2
3,65
5,09
3 1
9,02
0,49
8 1
8,05
0,49
8 1
8,28
4,33
0 1
7,40
5,23
0 1
7,04
2,34
7 1
6,02
8,54
7 2
2,74
9,78
0 2
1,79
0,08
0 1
9,33
3,17
2 1
8,08
6,27
2 2
3,79
1,40
3 2
2,52
2,20
3
U
pgra
de 2
00,0
00
200
,000
5
0,92
8 5
0,92
8 1
4,09
3 1
4,09
3
Com
mun
ity
&C
ultu
ral
Ser
vice
s
13,
817,
250
12,
817,
250
942
,950
9
42,9
50
825
,400
8
25,4
00
500
,600
5
00,6
00
350
,000
3
50,0
00
404
,000
4
04,0
00
3,6
83,5
00
3,6
83,5
00
N
ew 1
3,26
2,25
0 1
2,26
2,25
0 8
97,9
50
897
,950
2
30,4
00
230
,400
3
33,1
00
333
,100
2
05,0
00
205
,000
3
25,0
00
325
,000
3
,538
,500
3
,538
,500
Re
new
al 2
55,0
00
255
,000
4
5,00
0 4
5,00
0 1
45,0
00
145
,000
1
67,5
00
167
,500
1
45,0
00
145
,000
7
9,00
0 7
9,00
0 1
45,0
00
145
,000
U
pgra
de 3
00,0
00
300
,000
4
50,0
00
450
,000
Gra
ndT
otal
2
83,8
10,6
73
194,
152,
086
303,
720,
287
190,
343,
008
161
,685
,427
1
00,0
33,6
75
166
,758
,002
1
08,1
63,1
08
168
,467
,301
1
02,8
26,6
98
152
,179
,882
7
9,19
6,24
7 1
92,9
00,1
06
119
,244
,146
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