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Performance Measures
Objective – We have a plan for how the community’s assets will be managed
Strategies • Prioritise asset maintenance, renewal, upgrade and disposal plans based on criticality and condition data • Annually review and update projected annual costs for the operation, maintenance, renewal, and upgrade of asset networks • Develop service levels which reflect the needs of the community • Develop asset management plans for the community’s assets which have a 20 year outlook • Include a sustainable and financially responsible funding scenario endorsed by the community for all asset networks in the asset management plans • Develop risk management plans for the community’s critical assets in concert with the Local Emergency Management Plan • Annual measurement of Council’s asset management practices against the Asset Management
Plans • Our plans for assets link to other Council plans
Objective – Data is the basis for our asset plans and guides how assets are managed
Strategies • Store all asset data in Council’s centalised asset register • Measure condition, utilisation and function of each asset and capturein Council’s asset register • Identify and review critical assets and develop strategies to manage them • Revalue assets every 5 years • Predict whole of life costs for each asset within the asset register • Develop predictive models for significant asset categories, optimising long-term network condition hchanges for various funding levels scenarios • Review and update the financial asset data annually
Objective – We implement our plans and measure our effectiveness
Strategies • Short term asset maintenance, renewal, upgrade and disposal work schedules are based on prioritised plans • Annually report on works completed against priorities in the asset maintenance, renewal, and upgrade plans • Monitor and report on the implementation of the asset management improvement plan • Measure the maintenance and renewal funding gap each year by 2032
Objective – We manage the growth in the asset networks
Strategies • New and upgraded assets are only considered if they are identified in Council’s adopted strategic documents with evidence that benefits outweigh future whole-of-life costs • Whole of life costs are considered in the approval process of all new and upgraded assets and factored into the Long Term Financial Plan to ensure ongoing Council sustainability • As the infrastructure networks increase budgets for operations, maintenance and renewal need to increase • New open space, recreation and community are collated
Objective – Our assets adapt to meet community needs
Strategies • Models are developed to show when infrastructure networks will reach capacity in response to the growth of the city (transport, sewer and stormwater) • Infrastructure network assets are strategically upgraded to support the growth of the city rather than increasing the network as developments construction commences • Plan and build multi-functional community spaces to support city growth
Objective – Our new and upgraded assets align with forecasted growth and support development
Strategies • Infrastructure Plans and Contribution Plans are developed for new urban release areas alongside the review of Planning Proposals to rezone land • Infrastructure Contribution Plans consider sewer, stormwater, open space, recreational, community buildings and traffic • Strategic land use planning informs the predicted growth of the infrastructure networks • Council actively seeks solutions for carbon emission reduction relative to traditional construction techniques.
Performance measures
The effectiveness of asset management at Wagga Wagga City Council is measured in the following ways: • The gap between actual and targeted levels of service at any point in time • The degree of synchronisation between the Asset Management Plan and the Long Term Financial Plan • The degree of integration between the Asset Management Plan and the
Delivery Program and Operational Plan • The level of execution of the identified actions in the Asset Management Plans • The degree the assessment level of risk to Council in each asset category. These measures were captured in the suite of Asset Management Plans adopted by Council in June 2017 and updated in 2022.
Improvement plan
Council commits to the ongoing review and improvement of its asset management practices. The following asset management framework requirements have been captured below for a holistic Asset Management Improvement Program.
Themes
Establish Program Governance and Management
Carryover Tasks – Scope Oct – Dec 2019
Asset Management System
Asset Management Technology
Asset Management Capability
Purpose
Establish a program governance/ management structure and project implementation team so that roles and responsibilities for the improvement program are clearly understood by stakeholders. Council has created two newly separate Directorates to support the implementation of this Improvement Program.
Continuation of incomplete tasks from the 2019 review scope of works, to set the foundation for remaining improvements. The Projects anfd Strategy Directorate is accountable for the Strategic Management Systems of Assets.
Review / update / development of an asset management Strategy, Plans, Processes, Procedures and associated decision logic to support the asset management objectives and strategic intent in the WWCC Asset Management Policy. Clear documentation of accountabilities strategic, long term and daily asset activities.
Implementation of short-term and long-term information system solutions to support improved asset management. Review and improve the integration between FinanceOne, Assetic MyData, ESRI ArcInfo and supporting reports from disparate sources across Council including Request Management System, daily contractor and security reports and so on.
Upskilling the organisations so that WWCC staff have the capability to plan implement and monitor whole of life asset management. Regional and Rural Councils are challenged to recruit ongoing adequately skilled Engineers and Project Managers to implement this Improvement Program.
Innovative means to attract suitably skilled resources and/ or other models to deliver this ongoing program must be considered.
Current Status March 2022
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