Separate cover attachment rp 1 (6) draft asset management traffic and transport assets by Wagga Wagga City Council

traffic & transport assets.

traffic &

transport assets.

bridges.

Asset Management

PLAN

bridges.

BRIDGES This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga. nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-management-introduction/ asset-management-plan. This is the second edition of the Bridges Supporting Section of the Asset Management Plan it is based on the most current data available as at June 2012.

Current Asset Base

Size of the Network Council owns and maintains 67 bridges, 27 footbridges and 103 bridge sized culverts within the Wagga Wagga LGA. In 2012 the value is this infrastructure network is estimated to be $32,738,335 (excluding bridge sized culverts). The following table indicates how many bridges Council manages across the Wagga Wagga LGA.

NB. The increase in the number of bridges in the above table and throughout this plan is due to continued improvements in the data collection associated with the network. Therefore Council has not built more bridges, but rather captured better data relating to the network.

BRIDGES The following tables highlight the proportion of the bridge network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2010 compared to June 2012. The colours in the tables below appear in the following maps and indicate the condition of each asset in the bridge network in the Wagga Wagga LGA. Brick and Steel Bridges

Reinforced Concrete and Steel Bridges

Reinforced Concrete Bridges

BRIDGES Timber and Reinforced Concrete Bridges

Timber Bridges

Bridge Sized Culverts

BRIDGES Brick and Concrete Bridges

NB. The data contained in the above table has been added to the asset management system since 2010. Footbridges

NB. The data contained in the above table has been added to the asset management system since 2010.

BRIDGES Network Map as at January 2013 Bridges

Bridge Sized Culverts

BRIDGES Footbridges

Challenges of the Network Similar to sealed and unsealed roads, the bridge network is spread across the entire Wagga Wagga LGA, with 72% being in the rural areas. The bridge network is ageing and this proposes management challenges in maintaining the structural integrity of the bridges and replacing the network. In the rural areas there is pressure for bridges to be wider to accommodate the increasing width of farm machinery. The size and geographic spread of the network makes the inspection regime costly and time consuming. Due to the age of the network the findings of the structural inspections are often costly and require significant design and construction work. Storm events typically present a significant challenge to bridges. They are generally located on waterways (creeks or rivers). When the water is flowing fast they may become a bottleneck for debris to become lodged. This limits the flow of water further creating more pressure on the bridge structure. By nature of their design, it is a challenge to perform maintenance and renewal activities on the underside of the bridge, to the piers and underside of the deck. Machinery must be either driven down the waterway bank to access the bridge or sit on the bridge and reach down. There are risks either way.

BRIDGES 2

Condition Assessment

Condition Rating Reference Sheet

The condition of bridges is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of bridges by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

BRIDGES Risk and Condition Rating Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. The Indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk the condition of the asset poses to the community based on road classification and estimated traffic volumes. The following table details the Risk Rating Indicators for the bridge network.

The second stage of the process considers Condition Rating Indicators. The following indicators are considered for each bridge: • scouring • cracking • the condition of abutment (the approach) • the condition of piers and piles • the condition of guardrails • vegetation under guardrails • sediment in scuppers • signage • delineation and • condition of culvert cells.

BRIDGES The more deteriorated a bridge is, the higher the rating for the above indicators. Each section bridge is rated against the Condition Rating Indicators detailed in the below tables.

BRIDGES The results of the Condition and Risk Rating Indicators are combined to give an individual asset or section of the asset a Works Schedule Priority Rating. For example a section of bridge could be rated as follows:

The Work Schedule Priority Ratings for each bridge are then ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the network.

BRIDGES Condition Inspection Regime The condition of the bridge network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the section of bridge against the Condition Rating Reference Sheet. The entire bridge network will be audited every year. The inspections will be in the form of a GPS audit routine for all bridges in the Wagga Wagga LGA. The inspections will include assessment of the condition of: • pedestrian surfaces and railing barriers • guardrail protection barriers • vegetation under guardrails • road surface and expansion joins • abutments • sediment adjacent to abutment • scuppers • armouring on spill through abutment • scouring around bridge structure • underside of the bridge deck • abutments and piers and piles • the waterway and • vegetation and trees in the area of the abutments. A structural inspection regime will also be implemented across the bridge network in the Wagga Wagga LGA every 5 years for all bridge types except bridge sized culverts. This inspection will be in the form of a non-destructive structural audit. Structural audits are carried out by specialist bridge engineers who perform a series of tests on each structure to determine its structural integrity. The outcome of these tests creates a set of actions to be completed on the bridge to ensure its ongoing structural integrity. These works are then carried out by Council staff or specialist contractors depending on the nature of the works. Each bridge should be structurally inspected every 5 years.

BRIDGES Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to unforeseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s Asset Management System. Risks associated with the bridge network are indentified on an ad hoc basis by Council staff who attend to the bridges and the community members who use them, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

BRIDGES 3

Life Cycle Management

Life cycle management details how Council plans to manage and operate the asset category at the agreed level of service while minimising life cycle costs throughout the useful life of the asset. For most local government assets there are four key phases to the life cycle, namely: acquisition, operation and maintenance, renewal, and disposal. Further information about life cycle management and the processes used by Council to manage each stage of the life cycle can be found in the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/assetmanagement-introduction/asset-management-plan.

Acquisition The acquisition of bridges occurs through the expansion of the road network through development in most cases. When a bridge is built details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with the bridge network annually.

NB. Minor maintenance includes â&#x20AC;&#x201C; cleaning scuppers, cleaning and sediment removal from abutment, cleaning of expansion joints and general removal of debris.

BRIDGES Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the bridge network.

Renewal A detailed works program for the renewal of the bridge network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the bridge network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a bridge could be in the form of a complete replacement or the replacement of a component of the bridge. This level of detail is captured during the condition audits of the network and included in the works program. Once a bridge is renewed the data is captured in Council’s asset management system.

BRIDGES Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

Level of Service

The level of service for each asset category defines what Council intends to deliver to the community with respect to its assets and the level of service the community can afford. The level of service for each asset category is being developed in the coming years and will be based on community expectations, legislative requirements and internal Council policy. When developed, the level of service for each asset category will focus on how the community experiences the asset (relating to factors such as condition, quality, reliability, responsiveness, sustainability, timeliness, accessibility, cost and functionality) and technical characteristics required to deliver the asset. There is a direct relationship between the level of service provided by an asset and the cost to provide it. As the level of service becomes higher, the cost to provide it also increases. As Council moves towards strategic asset management, Council will consider these two factors in relation to each asset category and for the infrastructure network as a whole. In 2012 the level of service for each asset category is based on the satisfactory condition of the asset, coupled with Councilâ&#x20AC;&#x2122;s target response times and actions for unscheduled maintenance activities as contained in this Asset Management Plan section. For more details about the level of service for asset categories please see the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

BRIDGES Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the bridge network was set at average.

Network Condition Bridges The following graph details the proportion of the bridge network (excluding bridge sized culverts and footbridges) in each condition. The graph is based on condition data from the asset management system as at 2009/10, 2011/12 and 2012/13.

As indicated on the above graph the overall condition of the network has remained fairly constant since 2009/10. As the level of service for this asset category is average, the percent of the network not meeting the level of service is 10% in 2012.

BRIDGES Network Condition Bridged Sized Culverts The following graph details the proportion of the bridge sized culvert network in each condition. The graph is based on condition data from the asset management system as at 2012/13.

As the level of service for this asset category is average, the percent of the network not meeting the level of service is 9% in 2012.

Network Condition Footbridges The following graph details the proportion of the footbridge network in each condition. The graph is based on condition data from the asset management system as at 2012/13.

As the level of service for this asset category is average, the percent of the network not meeting the level of service is 4% in 2012.

BRIDGES 5

Financial Considerations

Current Liability Bridges The following table details the bridge current liability in 2010 and 2012 (excluding bridge sized culverts and footbridges).

Current Liability Bridge Sized Culverts The following table details the bridge sized culvert current liability in 2012

BRIDGES Current Liability Footbridges The following table details the footbridge network current liability in 2012.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the bridge network is estimated to be $700,038 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management process and strategies. The following table provides further details of the maintenance costs associated with maintaining the bridge network each year:

BRIDGES Required Increase to Annual Maintenance Budget per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The annual maintenance budget for the bridge network should increase by $9.22 per additional square metre of bridge (in 2010 dollars).

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council these are found in the Asset Management Plan at http://www. wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-managementintroduction/asset-management-plan. In addition, the following assumptions have been made in relation to the bridge network: • Culverts which are longer than 6m are considered to be bridge sized culverts and are included in this Section of the Asset Management Plan. • Bridge sized culverts are condition rated in line with the Bridges Condition Rating Reference Sheet and the Culvert Condition Rating Reference Sheet. • The bridge sized culvert condition ratings were included in the bridge network data for the first time in 2009/10.

bus & taxi shelters.

Asset Management

PLAN

bus & taxi shelters.

BUS AND TAXI SHELTERS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Bus and Taxi Shelters Supporting Section of the Asset Management Plan and is based on the most current data available as at September 2012.

Current Asset Base

The following table highlights the proportion of the bus and taxi shelter network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each asset in the bus and taxi network in the Wagga Wagga LGA.

BUS AND TAXI SHELTERS Network Map as at September 2012

BUS AND TAXI SHELTERS Size of the Network Council owns and maintains 59 bus and taxi shelters within the Wagga Wagga urban area and the rural villages of the LGA. The size of this network has increased by 2 shelters since 2010. The value of this infrastructure network is estimated to be $810,233 (in 2012 dollars).

Challenges of the Network â&#x20AC;˘ Over recent years there have been changes to the design requirements of bus and taxi shelters to include additional features, for example tactile markers to assist people who are visually impaired. This has increased the cost of construction of a public shelter, which has been reflected in additional funding available. â&#x20AC;˘ Vandalism is a major issue at some bus and taxi shelters. The cost to remove graffiti and replace broken panels is significant in some areas of the Wagga Wagga LGA. â&#x20AC;˘ The bus shelters are constructed on bus routes, pedestrian linkages and near key community services. If the bus routes change the shelters become obsolete and are not used or in some instances used for something other than their intended purpose.

BUS AND TAXI SHELTERS 2

Condition Assessment

Condition Rating Reference Sheet

The condition of bus and taxi shelters is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of bus and taxi shelters by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

BUS AND TAXI SHELTERS Condition Inspection Regime The condition of the bus and taxi shelter network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the bus and taxi shelters against the Condition Rating Reference Sheet. The entire bus and taxi shelter network will be audited every year. The inspections will be in the form of a GPS audit routine for all bus and taxi shelters in the Wagga Wagga LGA. The inspections will identify: • • • • • •

condition areas of damage untidiness graffiti need for repainting and broken panels .

The information gathered in the annual condition inspection of each shelter in the network provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a shelter in poor condition.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to unforeseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s Asset Management System. Risks associated with the bus and taxi shelter network are indentified on an ad hoc basis by Council staff who attend to the shelter and the community members who use the shelters, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

BUS AND TAXI SHELTERS 3

Life Cycle Management

Acquisition The acquisition of bus shelters involves an annual review of the existing network(including location, type, condition and anticipated usage rates), the current bus routes and areas where demand is expected to grow or a need exists across the Wagga Wagga LGA. When a bus or taxi shelter is built details are recorded in Councilâ&#x20AC;&#x2122;s Asset Management System and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with bus and taxi shelters annually.

BUS AND TAXI SHELTERS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the bus and taxi shelter network.

Renewal A detailed works program for the renewal of the bus and taxi shelter network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s Asset Management System. The renewal plan is recommended to the Business Owner of the bus shelter network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a bus and taxi shelter could be in the form of a complete replacement or the replacement of a component of the shelter. This level of detail is captured during the condition audits of the network and included in the works program. Once a shelter is renewed the data is captured in Council’s Asset Management System.

BUS AND TAXI SHELTERS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types. Disposal of assets in this network with the intent not to replace is usually in response to reductions in usage rates. This can be affected by changes in the bus routes or changes in demographics of a suburb for example. Disposal can also occur when a shelter is renewed. In some circumstances an old shelter which doesnâ&#x20AC;&#x2122;t meet the legislative requirements is replaced with a new one. The opportunity for this to occur is identified as part of the annual review of the network.

BUS AND TAXI SHELTERS 4

Level of Service

BUS AND TAXI SHELTERS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the bus shelter network was set at average. The following graph details the proportion of the bus and taxi shelter network in each condition. The graph is based on condition data from the Asset Management System as at 2009/10 and 2011/12.

As indicated on the graph the overall condition of the network has remained fairly constant. The number of shelters in excellent condition has increased by five. Shelters in good and average condition have both decreased by three and the number of shelters in a very poor condition has increased from zero to two. Therefore as the level of service for this asset category is average, the percent of the network not meeting the level of service has increased from 22.8% to 25.4% since 2010.

BUS AND TAXI SHELTERS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of less than average and are therefore deemed unsatisfactory. The current liability of the bus and taxi shelters network is estimated to be $167,376 (in 2012 dollars) down from $227,200 in 2010. The decrease in the current liability is due to improvements in the methodology used to calculate of the figure. In 2010 the entire unit rate of a bus and taxi shelter was applied to the number of shelters in poor and very poor condition. In 2012 the methodology was improved, resulting in a proportion of the unit rate being applied to each bus shelter with a condition rating of poor and very poor which reflects the details of the condition data. The current liability of a shelter in poor condition which could be repaired rather than totally replaced for example, is estimated to be the cost of the repairs rather than the entire unit rate. As a result the number of bus and taxi shelters in poor and very poor condition has increased, while the current liability has decreased. The following table provides the details of the bus and taxi shelters network current liability in 2010 and 2012.

BUS AND TAXI SHELTERS Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the bus and taxi shelters network is estimated to be $99,437 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management processes and strategies. The following table provides further details of the estimated costs associated with maintaining the bus and taxi shelters network each year:

Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for bus and taxi shelters should increase as the network expands (in 2010 dollars).

BUS AND TAXI SHELTERS 6

Assumptions

carparks.

Asset Management

PLAN

carparks.

CAR PARKS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Carparks Supporting Section of the Asset Management Plan it is based on the most current data available as at June 2012.

Current Asset Base

The following table highlights the proportion of the car park network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each asset in the car park network in the Wagga Wagga LGA.

CAR PARKS Network Map as at June 2012

CAR PARKS Size of the Network Council owns and maintains 62 car parks across the Wagga Wagga LGA, 21 are located in the Central Business District (CBD). The size of this network has increased by 8 car parks or 13% since 2010. The value is this infrastructure network is estimated to be $3,436,471 (in 2012 dollars).

Challenges of the Network • Car parks are places where security is a high priority, therefore it is important to control vegetation and ensure adequate lighting at all times. • Car parks see pedestrians and vehicles share a fairly confined space. This presents a challenge to the management of this asset category because pedestrians are watching for traffic, as well as any trip hazards and are often thinking about where they are going from the car park. Therefore even minor potholes, lifting and cracking of the wearing surface pose a risk to the safety of pedestrians. • Given the fairly confined space for parking it is important that the line marking is clear. When the condition of the line marking is poor cars tend to be parked in a less orderly fashion and there isn’t a clear break between car parking bays and pedestrian areas.

CAR PARKS 2

Condition Assessment

Condition Rating Reference Sheet

The condition of car parks is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of car parks by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

CAR PARKS Condition Assessment Inspection Regime The condition of the car park network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each car park against the Condition Rating Reference Sheet. The entire car park network will be audited every year. The inspections will be in the form of a GPS audit routine for all car parks in the Wagga Wagga LGA. The inspections will identify: • condition • areas of damage • untidiness • graffiti and • faded line marking.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS). Risks associated with the car park network are indentified on an ad hoc basis by Council staff and community members, through Council’s Customer Request System. The information gathered in the annual condition inspection of each car park in the network provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a car park in poor condition. More information regarding Council’s risk management practices can be found in theAsset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

CAR PARKS 3

Life Cycle Management

Acquisition The acquisition of car parks is mainly driven by the acquisition of community facilities or an expected increase in demand. A study into car parking in the CBD can be found at http://www.wagga.nsw.gov.au/ city-of-wagga-wagga/engineering-services/asset-management-introduction/cbdparking-study. This study analysed the use and capacity of car parking facilities in the CBD and the future demand and impacts on the exiting parking capacity. When a car park is built details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with car parks annually.

CAR PARKS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the car park network.

Renewal A detailed works program for the renewal of the car park network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the car park network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a car park could be in the form of a complete replacement or the replacement of a component of the car park. This level of detail is captured during the condition audits of the network and included in the works program. Once a car park is renewed the data is captured in Council’s asset management system.

CAR PARKS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

Level of Service

CAR PARKS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the car park network was set at average. The following graph details the proportion of the car park network in each condition. The graph is based on condition data from the asset management system as at 2009/10 and 2012/13.

As indicated on the graph above the overall condition of the network has decreased. The area of car parks in excellent condition has increased slightly. However the area of car parks in poor and very poor condition has increased significantly from 21,684m2 in 2010, to 42,085m2 in 2012. Therefore as the level of service for this asset category is average, the percent of the network not meeting the level of service has increased from 14.1% to 25.2% since 2010.

CAR PARKS 5

Financial Considerations

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for car parks is estimated to be $105,733 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management process and strategies. The following table provides further details of the maintenance costs associated with maintaining the car park network each year.

CAR PARKS Required Increase to Annual Maintenance Budget per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for the car park network should increase as it expands (in 2010 dollars).

Assumptions

culverts.

Asset Management

PLAN

culverts.

CULVERTS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/ city-of-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Culverts Supporting Section of the Asset Management Plan and is based on the most current data available as at November 2012.

Current Asset Base

The following table highlights the proportion of the culvert network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each asset in the culvert network in the Wagga Wagga LGA.

CULVERTS Network Map as at November 2012

Size of the Network Council manages 4,343 culverts located throughout the Wagga Wagga Local Government Area (LGA). This equates to 30,851m of culvert pipe of varying diameters. The value of this network is estimated to be $25,496,486 (in 2012 dollars).

Challenges of the Network The culvert network covers a large geographic area (the Wagga Wagga LGA) and is made up of a significant number of individual assets. There is considerable distance between each individual asset. As culverts are under the road it is often difficult to locate them if the guide posts, which mark their location are damaged or missing. Culverts are often damaged in flood or storm events as they are often located in water ways. Debris can be caught in a culvert, limiting water flow and adding pressure to their structure.

CULVERTS 2

Condition Assessment

Condition Rating Reference Sheet The condition of culverts is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of culverts by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

CULVERTS Risk and Condition Ratings Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. The indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk the condition of the asset poses to the community based on location, road classification and traffic volumes. The following table details the Risk Rating Indicators for the culvert asset base.

The second stage of the process considers the Condition Rating Indicators. The following indicators are considered for each culvert: â&#x20AC;˘ blockage â&#x20AC;˘ cracking/breakages and â&#x20AC;˘ misalignment/separation of culvert units.

CULVERTS The more deteriorated a culvert is, the higher the rating for blockage and cracking. Each culvert is rated against the following indicators.

The results of the Risk and Condition Rating Indicators analysis are combined to give an individual asset or section of the asset a Works Schedule Priority Rating. For example a culvert could be rated as follows:

The Work Schedule Priority Ratings for culverts are then ranked from highest to lowest to produce a prioritised schedule of works for maintenance, replacement and renewal of the network.

Condition Inspection Regime The condition of the culvert network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each culvert against the Condition Rating Reference Sheet. The entire culvert network will be audited every three years. The inspections will be in the form of a GPS audit routine for all culverts in the Wagga Wagga LGA. The inspections for the culverts should audit the following: • guardrails protection barriers • road surface and expansion joints (where relevant) and • vegetation of the inlets and outlets.

CULVERTS Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Councilâ&#x20AC;&#x2122;s electronic mapping system (ArcGIS). Risks associated with the culvert network are indentified on an ad hoc basis by Council staff who maintain the culvert. More information regarding Councilâ&#x20AC;&#x2122;s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineeringservices/asset-management-introduction/asset-management-plan.

Life Cycle Management

Acquisition The acquisition of a culvert occurs when a section of road requires improved drainage and when the road network expands due to development. When a culvert is built details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with culverts annually.

CULVERTS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the culvert network.

Renewal A detailed works program for the renewal of the culvert network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the culvert network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a culvert could be in the form of a complete replacement or the replacement of a component of the culvert. This level of detail is captured during the condition audits of the network and included in the works program. Once a culvert is renewed the data is captured in Council’s asset management system.

CULVERTS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

Level of Service

The level of service for each asset category defines what Council intends to deliver to the community with respect to its assets and the level of service the community can afford. The level of service for each asset category is being developed in the coming years and will be based on community expectations, legislative requirements and internal Council policy. When developed, the level of service for each asset category will focus on how the community experiences the asset (relating to factors such as condition, quality, reliability, responsiveness, sustainability, timeliness, accessibility, cost and functionality) and technical characteristics required to deliver the asset. There is a direct relationship between the level of service provided by an asset and the cost to provide it. As the level of service becomes higher, the cost to provide it also increases. As Council moves towards strategic asset management, Council will consider these two factors in relation to each asset category and for the infrastructure network as a whole. In 2012 the level of service for each asset category is based on the satisfactory condition of the asset, coupled with Councilâ&#x20AC;&#x2122;s target response times and actions for unscheduled maintenance activities as contained in this Asset Management Plan section. For more details about the level of service for asset categories please see the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineeringservices/asset-management-introduction/asset-management-plan.

CULVERTS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the culvert network was set at average. The following graph details the proportion of the culvert network in each condition. The graph is based on condition data from the asset management system as at 2009/10 and 2012/13.

As indicated on the above graph the size of the culvert network has increased since 2009/2010. Comparing 2009/2010 to 2012/13, the proportion of the network in each condition has remained fairly constant, with the differences being less than 5% for each condition. The number of culverts in excellent condition has increased by 166, representing a 2.7% increase. While the number of culverts in good, average and poor condition has also increased. Yet the proportion of the network in good and average condition has decreased by 4% and 1.5% respectively. During the period the percent of the network in poor condition has increased by 3.5%, the largest movement in condition across the network. As the level of service for this asset category is average, the percent of the network not meeting the level of service has increased from 16% to 19% since 2009/2010.

CULVERTS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition of less than average and therefore deemed unsatisfactory. The current liability of the culvert network is estimated to be $3,427,524 (in 2012 dollars), up from $2,272,593 in 2010. The following table provides the details of the culvert network current liability in 2010 and 2012.

NB. The unit rate for culverts varies depending on the diameter of the culvert, this can have a significant impact on the current liability figures (as is the case between 2010 and 2012). The increase in the number of culverts in poor and very poor condition is due to continued improvements in the assessment of the network during the same period.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the culvert network is estimated to be $2,002,313 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management process and strategies. The following table provides further details of the maintenance costs associated with maintaining the culvert network each year:

CULVERTS Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. As the culvert network expands the annual maintenance budget should increase by $175 per additional culvert cell (in 2010 dollars). NB. A culvert cell is the individual water outlet within the culvert. A culvert can have single or multiple cells.

Assumptions

This Asset Management Plan Section includes those culverts which are 6 metres in length which are under the road. A bridge sized culvert is considered to a culvert with a greater length than 6 metres.

footpaths.

Asset Management

PLAN

footpaths.

FOOTPATHS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Footpaths Supporting Section of the Asset Management Plan and is based on the most current data available as at September 2012.

Current Asset Base

The following table highlights the proportion of the footpath network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each section of the footpath network in the Wagga Wagga LGA.

FOOTPATHS Network Map (urban area) as at October 2012

FOOTPATHS Network Map (villages) as at October 2012

FOOTPATHS Size of the Network Council’s footpath network totals approximately 220km throughout the Wagga Wagga urban area and in the villages of Tarcutta and Uranquinty. The network has expanded by 13km since 2010. The value of the infrastructure network is estimated to be $47,798,238 (in 2012 dollars).

Challenges of the Network Concrete is a strong and solid building material with a life expectancy of between 50 and 100 years (depending on its environment). The urban footpath network is subject to an array of external factors that may result in lifting, cracking and misalignment of the footpath, which result in trip hazards. Cracking, lifting and misalignment of any asset type increases the rate the condition of the asset deteriorates. A significant challenge facing the footpath network is the damage caused by trees, in particular their roots. Trees roots often cause the footpath to move, crack or lift. When new areas of the city are developed, it is important that new footpaths link with the existing network and link people’s homes to key community services within the new development. As the footpath network expands in new developments Council’s maintenance budget must also increase.

FOOTPATHS 2

Condition Assessment

Condition Rating Reference Sheet The condition of footpaths is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of footpaths by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

FOOTPATHS Risk and Condition Rating Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. The Indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk the condition of the asset poses to the community based on location, estimated pedestrian and traffic volumes and daytime visibility. The following table details the Risk Rating Indicators for the footpath network.

The second stage of the process considers the Condition Rating Indicators. The following indicators are considered for each section of footpath: â&#x20AC;˘ cracking â&#x20AC;˘ misalignment and â&#x20AC;˘ ponding.

FOOTPATHS The more deteriorated a section of footpath is, the higher the rating for cracking, ponding and misalignment. Each section of footpath is rated against the Condition Rating Indicators detailed in the below table.

The results of the Risk and Condition Rating Indicators analysis are combined to give an individual section of the asset a Works Schedule Priority Rating. For example a section of footpath could be rated as follows:

The Work Schedule Priority Ratings for footpaths are then ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the network.

FOOTPATHS In addition to the above indicators the works required for the footpath network will also be ranked based on the pedestrian linkage hierarchy developed by Council as part of the Pedestrian Access and Mobility Plan 2010 which can be found at http://www. wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-managementintroduction/pedestrian-access-and-mobility-plan-2010 .

Condition Inspection Regime The Condition Assessment Inspection Regime is developed for all Councilâ&#x20AC;&#x2122;s infrastructure assets and is designed to audit the condition of each section of the asset against the Condition Rating Reference Sheet. An on-site Scheduled Condition Assessment Audit of the entire footpath network will be conducted every three years. In addition, Baylis and Fitzmaurice Streets will be audited every three months, the central business district (as per the yellow area on the following map) will be audited every six months. Footpaths in close proximity to key community services (as indicated on the following map as the orange area) will be audited annually and all other footpaths will be audited every three years. The inspection regime also includes Reactive Condition Assessment Audits which are conducted throughout the network when there are changes to the network, for example when maintenance events like grinding occur the condition rating will change and the inspection will capture this change to the network. The condition assessment inspections are in the form of a walking GPS audit for all footpaths in the Wagga Wagga urban area and the rural villages of Tarcutta and Uranquinty. All audit results, data variations and updates to the network are captured in Councilâ&#x20AC;&#x2122;s electronic mapping system. The following map details the inspection regime of the Scheduled Condition Assessment Audits for the footpath network.

FOOTPATHS

FOOTPATHS Risk Inspection Regime Due to the size and usage of the footpath network, a Risk Management Inspection Regime has also been developed for this infrastructure asset and will be conducted separately to the Condition Assessment Audit. The Risk Management Inspections will identify and map: 1. all pedestrian trip hazards relating to footpath lifting, cracking, misalignment, breakage, and 2. all damaged and/or missing utility pit lids and surrounds. Risk Management Inspections are undertaken in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in the ArcGIS system. More information regarding Councilâ&#x20AC;&#x2122;s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan .

FOOTPATHS 3

Life Cycle Management

Acquisition The acquisition of footpaths involves an annual review of the existing network (including location, type, condition and anticipated usage rates) as well as the current bus routes, pedestrian linkages developed as part of the Pedestrian Access and Mobility Plan and areas where demand is expected to grow or a need exists. When a footpath is built details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with footpaths annually.

FOOTPATHS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the footpath network.

Renewal A detailed works program for the renewal of the footpath network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the footpath network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of footpath could be in the form of a complete replacement or the replacement of a section of the footpath. This level of detail is captured during the condition audits of the network and included in the works program. Once footpath is renewed the data is captured in Council’s asset management system.

FOOTPATHS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

FOOTPATHS 4

Level of Service

FOOTPATHS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the footpath network was set at average. The following graph details the proportion of the footpath network in each condition. The graph is based on the results of the condition audits conducted in 2008/09, 2009/10 and 2011/12.

As indicated on the graph above the overall condition of the network has improved slightly since 2010. The proportion of the footpath network in excellent condition has increased by almost 5%, while the percent in good condition has increased 3.5% and the network in average condition has increased by 6%. During the same period, the network in poor and very poor condition has decreased by 12.8% and 1.4% respectively. Therefore as the level of service for this asset category is average, the percent of the network not meeting the level of service has decreased by 14.2% since 2010.

FOOTPATHS 5

Financial Considerations

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the footpath network is estimated to be $262,353 (in 2010 dollars). This projected budget was estimated by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management processes and strategies. The following table provides further details of the projected estimated costs associated with maintaining the footpath each year.

FOOTPATHS Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for footpaths should increase as the network expands (in 2010 dollars).

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council, these are found in the Asset Management Plan at http://www.wagga. nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-management-introduction/ asset-management-plan. â&#x20AC;˘ As part of the continuous improvement of the asset management documentation, a gap analysis of Councilâ&#x20AC;&#x2122;s Asset Management Plan and the Supporting Sections was conducted by the Asset Management Team and the relevant Business Owners. o An outcome of this analysis was to separate the shared paths and footpaths asset categories (which were in one section of the AMP 2010) into two Supporting Sections.

kerb & gutter.

Asset Management

PLAN

kerb & gutter.

KERB AND GUTTER This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Kerb and Gutter Supporting Section of the Asset Management Plan and is based on the most current data available as at September 2012.

Current Asset Base

The following table highlights the proportion of the kerb and gutter network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each section of the kerb and gutter network in the Wagga Wagga LGA.

KERB AND GUTTER Network Map as at February 2013

KERB AND GUTTER Size of the Network Council’s kerb and gutter network measures approximately 668km in length and is located throughout the city of Wagga Wagga and in the rural villages of Tarcutta and Uranquinty. The size of the network has increased by approximately 39km since 2010. The network is made up of: • barrier/semi-barrier kerb • mountable kerb • traffic island kerb • 200mm stone kerb • spoon drains, and • flat spoon drain (common across intersections) The value is this infrastructure network is estimated to be $174,975,281 (in 2012 dollars).

Challenges of the Network One of the biggest challenges facing this network, much like footpaths, is the damage caused by trees, in particular their roots. Kerb and gutter which is cracked allows stormwater to ingress the road and footpath and nature strip. This ingress of water can cause structural damage to those assets in close proximity to the kerb and gutter, adding to the liability of each of these other assets. In addition, the cracks and misalignment can impact on the effective movement of water into the stormwater system. Movement of the kerb and gutter and the subsequent misalignment can also become a trip hazard to members of the community. Another challenge for the kerb and gutter network is need to regularly repair the damage caused by garbage trucks continuously driving in the gutter.

KERB AND GUTTER 2

Condition Assessment

Condition Rating Reference Sheet The condition of kerb and gutter is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of kerb and gutter by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

KERB AND GUTTER Risk Rating Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. The Indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk the condition of the asset poses to the community based on location, road classification and estimated pedestrian and traffic volumes. The following table details the Risk Rating Indicators for the kerb and gutter network.

The second stage of the process considers the Condition Rating Indicators. The following indicators are considered for each section of kerb and gutter: â&#x20AC;˘ cracking â&#x20AC;˘ misalignment and â&#x20AC;˘ ponding.

KERB AND GUTTER The more deteriorated a section of kerb and gutter is, the higher the rating for cracking, ponding and misalignment. Each section of kerb and gutter is rated against the Condition Rating Indicators detailed in the below table.

The results of the Risk and Condition Rating Indicators analysis are combined to give an individual section of asset a Works Schedule Priority Rating. For example a section of kerb and gutter could be rated as follows:

The Work Schedule Priority Ratings for sections of kerb and gutter are then ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the network.

KERB AND GUTTER Condition Inspection Regime The condition of the kerb and gutter network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the section of kerb and gutter against the Condition Rating Reference Sheet. The entire kerb and gutter network will be audited every three years. The inspections will be in the form of a GPS audit routine for all kerb and gutter in the Wagga Wagga LGA. The inspections for the kerb and gutter network should audit the following: • condition • cracking • misalignment and • ponding. Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS).

Risk Inspection Regime Risks associated with the kerb and gutter network are indentified on an ad hoc basis by Council staff and community members, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

KERB AND GUTTER 3

Life Cycle Management

Acquisition Council acquires kerb and gutter through new development in most instances. When the kerb and gutter network is expanded the details are captured in Council’s asset management system.

Maintenance Target Maintenance Events There are no target maintenance events associated with the kerb and gutter network.

Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network.

KERB AND GUTTER The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the kerb and gutter network.

Renewal A detailed works program for the renewal of the kerb and gutter network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the kerb and gutter network, who decides the works to be implemented. The works program is then communicated to the Project Management Section or the Program Integration Division to implement the works and the Finance Division for funding. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. Once a section of kerb and gutter is renewed the data is captured in Council’s asset management system.

Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

KERB AND GUTTER 4

Level of Service

KERB AND GUTTER Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the kerb and gutter network was set at average. The following graph details the proportion of the kerb and gutter network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2009/10, 2011/12 and 2012/13.

As indicated on the graph above the proportion of the kerb and gutter network in excellent condition has decreased between 2009/2010 and 2012/13, the decrease represents 8.5% of the network. There was a slight increase in the proportion of the network rated in good condition and the average condition increased by 5.3%. The proportion of the network in poor condition has increased by 1.5% during the period, with a slight increase in kerb and gutter rated as having a very poor condition. As the level of service for this asset category is average, the percent of the network not meeting the level of service has increased by 1.9%. Please note, as seen on the graph the condition of the kerb and gutter network remained constant between 2008/09 and 2009/10. Then after a shift between 2009/10 and 2011, it again remained constant between 2011/12 and 2012/13.

KERB AND GUTTER 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of poor and very poor. The current liability of the kerb and gutter network is estimated to be $11,097,759 in 2012 down from $13,300,000 in 2010. The following table provides the details of the kerb and gutter network current liability in 2010 and 2012.

NB. Between June 2010 and June 2012 the kerb and gutter asset category was revalued. As a result of a considerable amount of research during this process the unit rate applied to this asset category was changed to better reflect the true cost. This change has been applied across the network since the revaluation took place.

Projected Annual Maintenance Costs The annual maintenance budget for the kerb and gutter network is $190,000 (in 2012 dollars). This budget is allocated to the unscheduled maintenance events as detailed in Section 3 of this Asset Management Plan.

KERB AND GUTTER 6

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council, these are found in the Asset Management Plan at http://www. wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-managementintroduction/asset-management-plan. In addition, the following assumptions have been made in relation to the kerb and gutter network: â&#x20AC;˘ The liability and asset value based are on an internal unit rate to replace the asset. The unit rate is subject to variation as it decreases as the quantity of kerb and gutter installed increases. â&#x20AC;˘ All kerb and gutter that is replaced will be done so in accordance with the Engineering Guidelines

linemarking.

Asset Management

PLAN

linemarking.

LINE MARKING This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/city-of-waggawagga/engineering-services/asset-management-introduction/asset-managementplan. This is the second edition of the Line Marking Supporting Section of the Asset Management Plan it is based on the most current data available as at June 2012.

Current Asset Base

The following table highlights the proportion of the line marking network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

*The figures in the above table represent the kilometres of road which have line marking on them, not the kilometres of line marking. The colours in the above table appear in the following map and indicate the condition of each asset in the line marking network in the Wagga Wagga LGA.

LINE MARKING Network Map as at June 2012

Size of the Network Approximately 399km of Councilâ&#x20AC;&#x2122;s sealed road network has line marking on it. This includes single middle lines, edge lines, pedestrian crossings and other traffic management lines. As Council moves towards strategic asset management more details will be captured in relation to the asset category which will allow for a more accurate asset base to be reported. This line marking is located throughout the city of Wagga Wagga, in the nine rural villages and throughout the rural areas of the Local Government Area (LGA). The value is this infrastructure network is estimated to be $403,859 (in 2012 dollars).

LINE MARKING Challenges of the Network As with sealed and unsealed roads the line marking network is spread across the entire Wagga Wagga LGA, the distance involved makes moving work crews and machinery around the network a challenge. The lifespan of line marking is short and also varies depending on the traffic volume of the sealed road. This presents challenges to the management of the network. As this asset is on the road reserve there are traffic management and specific occupational health and safety issues which need to be considered when work is being performed.

LINE MARKING 2

Condition Assessment

Condition Rating Reference Sheet

The condition of line marking is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of line marking by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

LINE MARKING Risk Rating Indicators Council uses Risk Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Ratings Reference Sheet to enable further analysis of the worst sections of the asset class. The indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The indicators consider the risk the condition of the asset poses to the community based on location, road classification and estimated pedestrian and traffic volumes. The following table details the Risk Rating Indicators for the line marking network.

The results of the Risk Rating Indicators analysis are combined to give an individual section of asset a Works Schedule Priority Rating. For example a section of line marking could be rated as follows.

LINE MARKING Condition Inspection Regime The condition of the line marking network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the section of line marking against the Condition Rating Reference Sheet. The entire line marking network will be audited every year. The inspections will be in the form of a GPS audit routine for all line marking in the Wagga Wagga LGA. The inspections will identify the visibility and fading of the line markings. Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS).

Risk Inspection Regime Risks associated with the line marking network are indentified on an ad hoc basis by Council and community members, through Council’s Customer Request System. The information gathered in the annual condition inspection of each section of line marking in the network provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a section of line marking in poor condition. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

LINE MARKING 3

Life Cycle Management

Acquisition The expansion of the line marking network mainly occurs with an expansion of the sealed road network in new release areas.

Maintenance The line marking network is renewed rather than maintained to improve the condition of the asset base. For this reason, target maintenance events and unplanned maintenance intervention levels for the line marking network are not included in this Asset Management Plan.

Renewal A detailed works program for the renewal of the line marking network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the line marking network, who decides the works to be implemented. The works program is then communicated to the Program Integration Division to implement the works and the Finance Division for funding. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. Once a section of line marking is renewed the data is captured in Council’s asset management system.

LINE MARKING Disposal Line marking tends to deteriorate on the road surface and therefore has no disposal costs. Occasionally the line needs to be disposed, in which case it is blacked out in the line marking process. Council currently includes this cost in the unit rate of line marking. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset type.

Level of Service

LINE MARKING Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the line marking network was set at average. The following graph details the proportion of the line marking network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2009/10 and 2012/13.

As indicated on the above graph the overall condition of the network has decreased since 2010, with a 20% increase in the network being rated as average and decreases in the proportion of the network in excellent and good condition of 14.8% and 11.8% respectively. The line marking in excellent condition has decreased from 33.3% of the network to 18.5%, while the proportion of the network in good condition has decreased from 47.5% to 35.7% since 2010. During the same period, the percent of the network in average condition has increased from 12.3% to 37%. While these changes mean the overall condition of the network is deteriorating, the percent of the network not meeting the level of service (average) has increased by less than 2% from 7% to 8.8% since 2010.

LINE MARKING 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of less than average. The current liability of the line marking network is estimated to be $37,228 (in 2012 dollars), up from $25,665 in 2010. The following table provides the details of the line marking network current liability in 2010 and 2012.

Projected Annual Maintenance Costs As there are no maintenance activities for line marking, only renewal, the costs associated with ensuring the condition of this infrastructure is satisfactory are included in the current liability of the network.

LINE MARKING 6

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council, these are found in the Asset Management Plan. In addition, the following assumptions have been made in relation to the line marking network: • Line marking has an estimated useful life of three years, however it may be shorter than this if the sealed road has high traffic volumes. • The target for renewal of the line marking network should be one third of the network annually on average. • The condition of line marking is rated in relation to the paint and the reflectivity of the line. • This Section of the Asset Management Plan does not include all road markings, it doesn’t include turning arrows, bike path markings, school zone markings or pedestrian crossings. As Council’s asset register develops to include these asset types they will be included in future versions of this Asset Management Plan. • It is important to note that there is not 399km of line marking in the Wagga Wagga LGA. There are 399km of sealed roads with line marking. As Council continuously improves their asset management the size of the line marking network will be captured and included in future versions of this Asset Management Plan.

roundabouts.

Asset Management

PLAN

roundabouts.

ROUNDABOUTS AND MEDIANS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga. nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-management-introduction/ asset-management-plan. This is the second edition of the Roundabouts and Medians Supporting Section of the Asset Management Plan and is based on the most current data available as at October 2012.

Current Asset Base

The following table highlights the proportion of the roundabout network (ie centre island of the roundabout) in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The following table highlights the proportion of the median network in the Wagga Wagga LGA in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the first table above appear in the following map and indicate the condition of each roundabout in the network in the Wagga Wagga LGA.

ROUNDABOUTS AND MEDIANS Network Map as at January 2013

ROUNDABOUTS AND MEDIANS Size of the Network There are 40 roundabouts in the Wagga Wagga urban area owned and managed by Council. The value of this infrastructure is estimated to be $1,993,783 (in 2012 dollars). Council owns and maintains 22,640m2 of medians across the Wagga Wagga LGA. The value of this infrastructure is estimated to be $10,668,781 (in 2012 dollars).

Challenges of the Network Roundabouts are often landscaped with gardens and turf. The maintenance of these gardens is challenging in the Wagga Wagga environment due to prolonged periods of low rainfall and high temperatures, particularly in the summer months compounded by the hot concrete of the roundabout. The hot, dry climate makes it difficult to keep gardens alive when they are not irrigated and increases the quantity of water used in those that are. Council regularly needs to replace gardens in these roundabouts. As this infrastructure asset is on the road reserve, in the middle of an intersection which usually has high traffic volumes the safety of the works crews is a challenge facing Council. When gardens are constructed in roundabouts which donâ&#x20AC;&#x2122;t have adequate drainage the water used to irrigate them often leaks into the adjacent road pavement. This often destabilises the road pavement and formation which leads to the wearing surface breaking down.

ROUNDABOUTS AND MEDIANS 2

Condition Assessment

Condition Rating Reference Sheet

The condition of roundabouts and medians is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of roundabouts and medians by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheets below.

Roundabouts

ROUNDABOUTS AND MEDIANS Medians

ROUNDABOUTS AND MEDIANS Condition Inspection Regime The condition of the roundabout network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each roundabout against the Condition Rating Reference Sheet. The entire roundabout network will be audited every year. The inspections will be in the form of a GPS audit routine for all roundabouts in the Wagga Wagga LGA. The inspections will identify: •

condition

•

areas of damage

•

untidiness and

•

signage.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained surveillance officers and the results are captured in Council’s electronic mapping system (ArcGIS). Risks associated with the roundabout and median network are indentified on an ad hoc basis by Council staff and community members, through Council’s Customer Request System. The information gathered in the annual condition inspection of each roundabout in the network provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a roundabout and medians in poor condition. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

ROUNDABOUTS AND MEDIANS 3

Life Cycle Management

Maintenance Target Maintenance Events The following tables detail the target maintenance events associated with roundabouts and medians annually.

Renewal A detailed works program for the renewal of the roundabout and median network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the roundabout network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a roundabout or median could be in the form of a complete replacement or the replacement of a component. This level of detail is captured during the condition audits of the network and included in the works program. Once a roundabout or median is renewed the data is captured in Council’s asset management system.

ROUNDABOUTS AND MEDIANS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

Level of Service

ROUNDABOUTS AND MEDIANS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the roundabout network was set at average. The following graph details the proportion of the roundabout network in each condition. The graph is based on condition data from the asset management system as at 2010/11 and 2012/13.

As indicated on the above graph the proportion of the network in excellent condition has increased by 11% or 6 roundabouts. While the number of roundabouts in good condition has increased by one, the percent of the network has decreased by 9%. The number of the roundabouts in average, poor and very poor condition has remained constant since 2010. As the level of service for this asset category is average, the percent of the network not meeting the level of service has also constant since 2010.

ROUNDABOUTS AND MEDIANS Satisfactory Condition The following graph details the proportion of the median network in each condition. The graph is based on the results of the condition audits conducted in 2010/11 and 2012/13.

As indicated on the above graph the overall condition of the median asset base has remained almost constant. There has been a small increase in medians rated as being in good condition and the percentage of the network rated as being poor has decreased by 1%. As the level of service for this asset category is average, the percent of the asset base not meeting the level of service has decreased from 5% to 4% since 2010.

ROUNDABOUTS AND MEDIANS 5

Financial Considerations

NB. The unit rate for roundabouts is based on a square metre. The current liability figures are based on the unit rate, rather than per roundabout.

The current liability of the median network is estimated to be $179,757 (in 2012 dollars). The following table provides the details of the median network current liability in 2010 and 2012.

ROUNDABOUTS AND MEDIANS Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the roundabouts and medians is estimated to be $41,835 (in 2010 dollars). This estimate was developed by Council’s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management processes and strategies. The following table provides further details of the estimated costs associated with maintaining the roundabout each year:

Required Increase to Annual Maintenance Budget per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The annual maintenance budget for the roundabout network should increase by $521 for each roundabout and $62 for each median as it expands (in 2010 dollars).

Assumptions

This Section of the Asset Management Plan relates to the centre of the roundabout and the median, the road which forms the intersection is included in the Sealed Road Section.

sealed roads.

Asset Management

PLAN

sealed roads.

SEALED ROADS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Sealed Roads Supporting Section of the Asset Management Plan and is based on the most current data available as at September 2012.

Hierarchy of Sealed Roads

The sealed road network is categorised into a hierarchy, which is based on traffic volumes. The hierarchy allows informed decisions to be made relating to inspections, maintenance and renewal. The following table details the hierarchy:

SEALED ROADS Road Hierarchy Map as at June 2012 The following map indicates the sealed road hierarchy of the Wagga Wagga Local Government Area (LGA).

SEALED ROADS 2

Current Asset Base

The following table highlights the proportion of the sealed road network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following maps and indicate the condition of each section of sealed road in the Wagga Wagga LGA.

Rural Sealed Road Network Map as at October 2012

SEALED ROADS Urban Sealed Road Network Map

SEALED ROADS Size of the Network Council owns and maintains a sealed road network totalling 1,169km. These sealed roads range from major sub-arterial to minor access roads. The size of the network has remained almost constant since 2010. The value of this infrastructure network is estimated to be $177,669,930 (in 2012 dollars).

Challenges of the Network The size of the sealed road network in the Wagga Wagga LGA presents challenges. Over half of the sealed road network is in the rural areas of the Wagga Wagga LGA and the distance involved means the logistics and costs of moving work crews and machinery around the network can be challenging. As with many areas across the State, the sealed roads in the Wagga Wagga LGA are ageing. The maintenance required to keep infrastructure to a satisfactory condition often increases as the asset ages. The ageing network sees maintenance costs of sealed roads being a significant cost to Council. It is often difficult to source high quality construction materials locally. If lower quality materials are used to construct roads the lifespan of the pavement, in particular is decreased considerably. The ingress of water increases when the seal fails, causing the condition of the pavement to deteriorate rapidly. In the urban area, the condition of kerb and gutter has a significant impact on the condition of the sealed road adjacent to it. If the kerb and gutter is not moving the water into the stormwater system quickly it ponds on the road, increasing the risk of water ingress. As the city and surrounding areas expand the usage of local roads increases and there is a risk that the vehicle movements per day will exceed the capacity of the road. This presents a challenge in the management of the network and the future development of the city.

SEALED ROADS 3

Condition Assessment

Condition Rating Reference Sheet The condition of the sealed roads network is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of the sealed roads network by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

SEALED ROADS Risk and Condition Ratings Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. The indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk that the condition of the asset poses to the community based on location, road classification and estimated pedestrian and traffic volumes. The following table details the Risk Rating Indicators for the sealed roads network.

The second stage of the process considers Condition Rating Indicators. The following indicators are considered for each section of sealed road: • condition • cracking • skid resistance • potholes and • distortion (roughness).

SEALED ROADS The more deteriorated a section of sealed road is, the higher the rating for cracking, skid resistance and distortion. Each section of sealed road is rated against the condition rating indicators detailed in the table below.

The results of the condition and risk rating indicators are combined to give an individual asset or section of the asset a works schedule priority rating. For example a section of sealed road could be rated as follows:

The work schedule priority ratings for sections of sealed road are then ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the network.

SEALED ROADS Condition and Risk Inspection Regime For large asset categories of high risk, Council implements two separate inspection regimes, based on condition and risk. These inspection regimes have been developed for the footpath, unsealed road and sealed road networks. These particular assets require this level of inspection due to the size and the high usage of each network. These networks have been identified as high risk to Council. The two inspection regimes are detailed below.

audits which the network, the condition the network.

The condition assessment inspections are in the form of an on-site GPS audit for all sealed roads in the Wagga Wagga LGA. All audit results, data variations and updates to the network are captured in Councilâ&#x20AC;&#x2122;s electronic mapping system (ArcGIS). The inspection routine of the sealed road network should be carried out according to the following inspection hierarchy:

SEALED ROADS Risk Inspection Regime Due to the size and usage of the sealed road network, a Risk Inspection Regime has also been developed for this infrastructure asset and will be conducted separately to the condition assessment audit. The risk management inspections will identify and map: • road potholes and major defects • missing guideposts • missing signs • damaged guardrails • dangerous trees • roadside vegetation and • shoulder drop-offs from the edge of the seal to the gravel shoulder. Risk Inspections are undertaken in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in the ArcGIS system.

Life Cycle Management

Acquisition The acquisition of sealed roads occurs through the expansion of the network through development in most cases. The network can also expand as a result of existing roads being widened, as the network is measured in square metres. When a section of sealed road is built or widened details are recorded in Council’s asset management system and the new asset is included in the appropriate inspection regimes.

SEALED ROADS Maintenance Target Maintenance Events The following table details the target maintenance events associated with the sealed roads network annually.

Unscheduled Maintenance To guide Councilâ&#x20AC;&#x2122;s response to registered requests in Councilâ&#x20AC;&#x2122;s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Councilâ&#x20AC;&#x2122;s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network.

SEALED ROADS The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the sealed road network.

Renewal A detailed works program for the renewal of the sealed road network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Councilâ&#x20AC;&#x2122;s Asset Integrity Section based on the data in Councilâ&#x20AC;&#x2122;s asset management system. The renewal plan is recommended to the Business Owner of the sealed road network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Councilâ&#x20AC;&#x2122;s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a section of sealed road could be in the form of a complete replacement or the replacement of a component of the road. This level of detail is captured during the condition audits of the network and included in the works program.

SEALED ROADS Once a section of sealed road is renewed the data is captured in Councilâ&#x20AC;&#x2122;s asset management system.

Level of Service

SEALED ROADS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the sealed road network was set at average. The following graph details the proportion of the sealed road network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2009/10, 2010/11 and 2012/13.

As indicated on the graph the overall condition of the network has deteriorated since 2008/09. In 2012 there are fewer sealed roads in excellent and good condition than there were in 2008/09 and a greater proportion of the network in average and poor condition. Therefore as the level of service for this asset category is average, the percent of the network not meeting the level of service has increased over the last four years.

SEALED ROADS 6

Financial Considerations

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 4 of this Asset Management Plan, the projected annual maintenance budget for the sealed roads network is estimated to be $5,832,595 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management process and strategies. The following table provides further details of the maintenance costs associated with maintaining the sealed road network each year (in 2010 dollars).

SEALED ROADS

Required Increase to Annual Maintenance Budget per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for the car park network should increase as it expands (in 2010 dollars).

SEALED ROADS 6

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council these are found in the Asset Management Plan at http://www. wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/asset-managementintroduction/asset-management-plan. In addition, the following assumptions have been made in relation to the sealed roads network: â&#x20AC;˘ The current liability for the sealed network detailed in this Asset Management Plan does not take into account the damage to the network from the three significant flood events in 2010. The current liability included is based on data collected before these events. The cost of this damage will be included in the next version of the Plan. â&#x20AC;˘ The Condition Ratings for the sealed road network are based on a visual inspection of the wearing surface. To date, no technological assessment of the network has been conducted. As Council moves towards strategic asset management these assessments may be conducted.

shared paths.

Asset Management

PLAN

shared paths.

SHARED PATHS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Shared Paths Supporting Section of the Asset Management Plan and is based on the most current data available as at December 2012.

Current Asset Base

The following table highlights the proportion of the shared paths network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each section of the shared path network in the Wagga Wagga LGA.

SHARED PATHS Network Map as at October 2012

SHARED PATHS Size of the Network Council owns and maintains approximately 51kms of off road shared paths throughout the Wagga Wagga urban area. These pathways are designed to be used by pedestrians and cyclists. This network is predominantly made up of sealed and gravel shared paths. The network size has increased by 4% since 2010. The value is this infrastructure network is estimated to be $4,271,533 (in 2012 dollars).

Challenges of the Network Along with the shared paths there is also a small amount of information signage along the bikeways which details things such as the bikeways name, park facilities (BMX tracks, lakes, tourist sites) and other general user information. Most of these signs are subject to ongoing vandalism, and as such require regular inspection and repair.

SHARED PATHS 2

Condition Assessment

Condition Rating Reference Sheet The condition of shared paths is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments on shared paths by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

SHARED PATHS Condition Inspection Regime The condition of the shared path network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the section of shared path against the Condition Rating Reference Sheet. The entire shared path network will be audited every year. The inspections will be in the form of a GPS audit routine for all shared paths in the Wagga Wagga LGA. The inspections will identify: • encroachment of grasses and trees over or on the pathway • scouring across the gravel bikeways • scouring around bollards and bridges/culverts • minimal gravel cover over bikeway (resheet required) • water ponding on bikeways (low spots) • litter and rubbish on or near the bikeways • broken bikeway information and direction signage and • potholes or seal damage. Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in the ArcGIS system.

Risk Inspection Regime Risks associated with the shared path network are indentified on an ad hoc basis by Council staff and community members, through Council’s Customer Request System. The information gathered in the annual condition inspection of each section of pathway in the network, provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a section of pathway in poor condition. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

SHARED PATHS 3

Life Cycle Management

Acquisition The expansion of the shared path network occurs in line with the Wagga Wagga Bike Plan 2011 developed by Council and found on Councilâ&#x20AC;&#x2122;s website at http://www. wagga.nsw.gov.au/city-of-wagga-wagga/recreation/strategic-recreation-documents/ bicycle-plan. The Plan includes a prioritised works schedule for the expansion of the network between 2010 and 2015. The new shared paths focus on completing linkages to the central business district and/or existing shared paths to suburbs or destinations, like parks and sporting facilities for example (Wagga Wagga Bike Plan 2011, pg 82). When a shared path is constructed details are recorded in Councilâ&#x20AC;&#x2122;s Asset Management System and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with shared paths annually.

SHARED PATHS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the intervention levels and target response times for unscheduled maintenance of the shared path network.

Renewal A detailed works program for the renewal of the shared path network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the shared path network, who decides the works to be implemented. The works program is then communicated to the Project Management Section or the Program Integration Division to implement the works and the Finance Division for funding. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a shared path section could be in the form of a complete replacement or the replacement of a component of the pathway. This level of detail is captured during the condition audits of the network and included in the works program.

SHARED PATHS Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types.

Level of Service

SHARED PATHS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the shared path network was set at average. The following graph details the proportion of the shared path network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2009/10 and 2011/12.

As indicated on the graph above, there has been considerable movement in the condition of the shared path network since 2010. The proportion of the network in excellent condition has decreased slightly. The percent of the network on good condition has almost halved since 2010, while the proportion of the network in average condition has more than doubled during the same period. As the level of service for this asset category is average, the percent of the network not meeting the level of service has increased from 21% to 24.7% since 2010.

SHARED PATHS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of less than average. The current liability of the shared path network is estimated to be $923,805 (in 2012 dollars), up from $614,000 in 2010. The percentage of the network in poor and very poor condition has increased from 21% to 24.7% during this period. The following table provides the details of the shared path network current liability in 2010 and 2012.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 in this Asset Management Plan, the projected annual maintenance budget for the shared path network is estimated to be $125,510 (in 2010 dollars). This projected budget was estimated by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Program Integration Teams in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management processes and strategies. The following table provides further details of the projected estimated costs associated with maintaining the shared path network each year.

SHARED PATHS Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for shared paths should increase as the network expands (in 2010 dollars).

Assumptions

unsealed roads.

Asset Management

PLAN

unsealed roads.

UNSEALED ROADS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/assetmanagement-introduction/asset-management-plan. This is the second edition of the Unsealed Roads Supporting Section of the Asset Management Plan and is based on the most current data available as at December 2012.

Hierarchy of Sealed Roads

The unsealed road network is categorised into a hierarchy, which is based on traffic volumes. The hierarchy allows informed decisions to be made relating to inspections, maintenance and renewal. The following table details the hierarchy.

UNSEALED ROADS Unsealed Road Hierarchy Map as at October 2012

UNSEALED ROADS 2

Current Asset Base

The following table highlights the proportion of the unsealed road network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012, compared to June 2010.

The colours in the above table appear in the following map and indicate the condition of each asset in the unsealed road network in the Wagga Wagga LGA.

Network Map

UNSEALED ROADS Size of the Network Council owns and maintains approximately 1,119km of unsealed road across the Wagga Wagga LGA. The size of the network has remained relatively constant since 2010. The value is this infrastructure network is estimated to be $64,343,010 (in 2012 dollars).

Challenges of the Network The unsealed road network is considerable in size and is spread across the entire Wagga Wagga LGA. There are some unsealed roads which are linkages from rural areas into the Wagga Wagga urban area and the nine rural villages, the traffic volumes on these roads can be significant. Other rural roads are used by a small number of people and have very low traffic volumes. Both high and low traffic volumes on unsealed roads present maintenance challenges. The condition of unsealed roads with a high traffic volume can decrease rapidly, especially in times of high rain fall. The unsealed roads which service only one or two rural properties have very low usage rates and the cost to maintain them is the same as a high use road. In addition some rural roads in the Wagga Wagga LGA have seasonal peak traffic flows, for example in the grain harvest a lot of heavy vehicles use unsealed roads which for the rest of the year have low traffic volumes. Storm events and heavy rain strip gravel from an unsealed road. This can make the road rough or slippery and can increase the rate of deterioration. In periods of high rainfall the time required and cost to replace the gravel present a challenge to Council. Due to the quantity and spread of the unsealed roads across the Wagga Wagga LGA moving work crews and machinery around the network is a challenge. It is difficult to source high quality product locally to construct an unsealed road. If poor quality material is used to maintain or renew an unsealed road the rate of deterioration will increase. Drainage adjacent to the unsealed road which is not maintained effectively presents challenges to the unsealed road.

UNSEALED ROADS 3

Condition Assessment

Condition Rating Reference Sheet The condition of unsealed roads is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of unsealed roads by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheet below.

UNSEALED ROADS Risk and Condition Ratings Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Ratings Reference Sheet to enable further analysis of the worst sections of the asset class. The Indicators are used to develop an overall Works Schedule Priority Rating for each individual asset or section of an asset. The first stage considers the risk that the condition of the asset poses to the community based on road classification and estimated traffic volumes. The following table details the Risk Rating Indicators for the unsealed road network.

The second stage of the process considers the Condition Rating Indicators. The following indicators are considered for each section of unsealed road: • potholing • corrugation • thickness of gravel cover and • boniness (size of rock, fines blown away).

UNSEALED ROADS The more deteriorated a section of unsealed road is, the higher the rating for cracking, skid resistance and distortion. Each section of unsealed road is rated against the Condition Rating Indicators detailed in the below table.

The results of the Risk and Condition Rating Indicators analysis are combined to give an individual asset or section of the asset a Works Schedule Priority Rating. For example a section of unsealed road could be rated as follows.

The Work Schedule Priority Ratings for sections of unsealed roads are then ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the network.

UNSEALED ROADS Condition and Risk Inspection Regime For large asset categories of high risk, Council implements two separate inspection regimes, based on condition and risk. These inspection regimes have been developed for the footpath, sealed road and unsealed road networks. These particular assets require this level of inspection due to the size and the high usage of each network. These networks have been identified as high risk to Council. The two inspection regimes are detailed below.

Condition Assessment Inspection Regime The Condition Assessment Inspection Regime is developed for all Councilâ&#x20AC;&#x2122;s infrastructure assets and is designed to audit the condition of each section of the asset against the Condition Rating Reference Sheet. An on-site scheduled condition assessment audit of the unsealed road network will be conducted every two years. The inspection regime also includes Reactive Condition Assessment Audits which are conducted throughout the network when there are changes occur to the network, for example when maintenance events like shoulder grading the condition rating will change and the inspection will capture this change to the network. The condition assessment inspections are in the form of an on-site GPS audit for all unsealed roads in the Wagga Wagga LGA. All audit results, data variations and updates to the network are captured in Councilâ&#x20AC;&#x2122;s electronic mapping system (ArcGIS). The inspection routine of the unsealed road network should be carried out according to the following inspection hierarchy.

UNSEALED ROADS Risk Inspection Regime Due to the size and usage of the unsealed road network, a Risk Inspection Regime has also been developed for this infrastructure asset and will be conducted separately to the Condition Assessment Audit. The Risk Inspections will identify and map: • road potholes and major defects • missing guideposts and • corrugation. Risk inspections are undertaken in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in the ArcGIS system. More information regarding Council’s Risk Management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-waggawagga/engineering-services/asset-management-introduction/asset-managementplan .

Life Cycle Management

Acquisition When the unsealed road network expands details are recorded in Council’s asset management system and the new asset is included in the appropriate inspection regime.

UNSEALED ROADS Maintenance Target Maintenance Events The following table details the target maintenance events associated with the unsealed roads network annually.

UNSEALED ROADS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network.

UNSEALED ROADS Renewal A detailed works program for the renewal of the unsealed road network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the unsealed road network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a section of unsealed road could be in the form of a complete replacement or the replacement of a component. This level of detail is captured during the condition audits of the network and included in the works program. Once a section of unsealed road is renewed the data is captured in Council’s Asset Management System.

UNSEALED ROADS 5

Level of Service

UNSEALED ROADS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the unsealed road network was set at average.

Length of Road (Km)

The following graph details the proportion of the unsealed road network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2009/10, 2011/12 and 2012/13.

Condition Rating

As indicated on the above graph the overall condition of the network has improved slightly since 2010. The percentage of the unsealed road network in excellent condition has increased by 2.5% and the proportion of the unsealed road in good condition has decreased by 8%. During the same period, the proportion of the network in average condition has increased by 7%. There has been an increase in proportion of the network in poor condition of 2.3% and a 5.8% decrease in the network rated as very poor. As the level of service for the asset category is average, the percent of the network not meeting the level of service has decreased from 19.3% to 15.8% since 2010.

UNSEALED ROADS 6

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability of the infrastructure network is the sum of all asset units which have a condition rating of less than average and therefore deemed unsatisfactory. The current liability of the unsealed road network is estimated to be $2,770,500 (in 2012 dollars), down from $3,354,500 in 2010. The following table provides the details of the unsealed road network current liability in 2010 and 2012.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 4 of this Asset Management Plan, the projected annual maintenance budget for the unsealed roads network is estimated to be $2,959,836 (in 2010 dollars). It is a first principle estimate and is expected to vary as Council continuously develops its asset management process and strategies. The following table provides further details of the maintenance costs associated with maintaining the unsealed road network each year:

UNSEALED ROADS

Required Increase to Annual Maintenance Budget per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for the unsealed road network should increase as it expands (in 2010 dollars).

UNSEALED ROADS 7

Assumptions