asset management strategy - mosman councilmanagement+strategy.pdf · 2 strategy page 1.1 strategy...

MosmanCivic Centre, Mosman SquareMosman NSW 2088PO Box 211Spit Junction NSW 20889978 4000 fax 9978 [email protected]

mosman.nsw.gov.au

Adopted by Council 4 June 2013

ASSETMANAGEMENT

STRATEGY

20132017

ASSETMANAGEMENT

Adopted by Council 6 August 2013

1 PAGE | ASSETMANAGEMENT STRATEGY

1 Introduction Council manages a variety of infrastructure asset classes. These include:

Roads; Parks and Open Spaces; Stormwater Drainage; Marine Structures; and Building assets.

Providing effective management of these community infrastructure assets is a key obligation of Council. As custodian of community assets, Council has responsibility for managing these assets in the most cost effective manner. This is achieved through asset creation, acquisition, maintenance, operation, rehabilitation and disposal. These actions are undertaken in order to continue to provide efficient, safe and reliable services for current and future generations. Asset Management is a widely accepted term to describe this responsibility of Council. This Asset Management Strategy (AMS), Council’s Asset Management Policy and each infrastructure Asset Management Plan (AMP) will provide the framework within Council’s Community Strategic Plan (MOSPLAN) for Council to meet these obligations. This AMS has taken into consideration the recommendations made by the NSW Department of Local Government document Integrated Planning and Reporting Manual for local government in NSW (March 2013). This includes discussion of essential elements for asset management strategies. Council adopted its original AMS in 2009 and this review of the strategy continues to promote improving the current asset management processes. This will help Council to make informed and structured decisions on infrastructure assets and its expenditure by sound planning principles and the development of long term financial plans. Council will consider the current and future needs of the Mosman community and its ability to provide facilities and infrastructure which contribute to meeting these needs. Council also needs to consider the financial implications of maintaining community assets and the balancing of this expenditure and operational realities against other community priorities and regulatory requirements. Ongoing development and review of this AMS will promote the viability and long term use of assets in line with the Council’s vision, which is:

Proud to be Mosman; Protecting our Heritage; Planning Our Future; and Involving our Community.

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1.1 Strategy Objectives Council owns and uses over $412 million of non-current assets. Asset management practices impact directly on the core business of Council and appropriate asset management is required to achieve MOSPLAN service delivery objectives. The objective of this AMS is to help ensure Council’s asset portfolio meets the service delivery needs of the community and conforms to MOSPLAN and the asset management policy. The purpose of this AMS is to ensure adequate provision is made for the long-term management of Council’s infrastructure assets by:

Identifying all relevant legislative, regulatory and statutory requirements together with political, social, economic, and environmental requirements; Establishing a consistent Asset Management Action Plan for implementing best

appropriate practice throughout all Departments of Council; Integrating asset management principles within existing planning, development and

operational processes; Fully funding agreed service levels defined in the Infrastructure Asset Management

Plans (AMPs) in the annual budget estimates; Prioritising and funding asset renewals to meet agreed service levels as identified in the

infrastructure AMPs; Reviewing the estimated future life cycle costs in all decisions relating to new services

and assets or upgrading of existing services and assets; Determining future service levels in consultation with the community; Ensuring resources and operational capabilities are identified and responsibility for

asset management is allocated; Demonstrating transparent and responsible asset management processes that align

with best appropriate practice; Ensuring that Council’s infrastructure is provided in a sustainable manner, with the

appropriate levels of service to residents, visitors and the environment; and Creating an environment where Council employees take part in the overall

management of Council assets by developing asset management awareness and capability throughout the Council.

1.2 Scope This AMS applies to all Council infrastructure assets and sets guidelines for implementing consistent asset management processes for Mosman Council.


1.3 Asset Management Framework Figure 1 presents a management cycle view of the elements that comprise the asset management system.

Legislation Stakeholder Requirements

Council

Relevant Council Systems

Community Strategic Plan MOSPLAN

Asset Management Policy↓

Asset Management Strategy

Organisational D

irection and D

eliverables

Asset Management Plans Guidelines

Life Cycle Activities(Plan → Acquire / Create → Operate → Maintain → Renew → Dispose)

Asset Systems and Control

Performance Monitoring and Assessment(Systems and assets)

Management Review

Com

mitm

entP

lanningIm

plementation

Review

Legislation Stakeholder Requirements

Council

Relevant Council Systems

Community Strategic Plan MOSPLAN

Asset Management Policy↓

Asset Management Strategy

Organisational D

irection and D

eliverables

Asset Management Plans Guidelines

Life Cycle Activities(Plan → Acquire / Create → Operate → Maintain → Renew → Dispose)

Asset Systems and Control

Performance Monitoring and Assessment(Systems and assets)

Management Review

Com

mitm

entP

lanningIm

plementation

Review

Figure 1: Asset Management System

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2 Asset Management Committee 2.1 Relevant Legislation It is expected that all works carried out for Council will comply with all applicable legislative and regulatory requirements. Exemptions must be approved by the relevant authorities as well as Council.

2.2 Associated Council Policies and Documents MOSPLAN; Asset Management Policy; Risk Management Policy and Action Plan; and Infrastructure Asset Management Plans:

o Roads; o Stormwater Drainage; o Buildings; o Parks and Open Space; and

2.3 Service Delivery Requirements The level of service Council is required to deliver to the community is defined within MOSPLAN and each adopted Infrastructure AMP. This plan sets the requirements for service delivery to be achieved by the Council assets.


3 Asset Management Planning Council’s five main classes of infrastructure asset (Stormwater Drainage, Buildings, Roads, Parks and Open Space, and Marine Structures) exist primarily to provide services to the community. Most of these services are affected by Council’s ability to provide and maintain these assets. The objective in managing assets is to meet the agreed level of service in the most cost effective manner for the benefit of present and future members of the Mosman community. To help achieve this Council has developed individual Infrastructure AMPs to address the asset classes mentioned above. The key elements of AMPs are:

Taking a life cycle approach to managing assets; Developing a cost-effective management strategy for the long term; Providing a defined level of service for assets; Providing defined performance monitoring processes; Understanding and meeting the demands of growth, legislative change, legal/statutory

requirements and infrastructure investment; Managing risks associated with asset failures; Providing long term financial projections for asset sustainability; and Continuously improving asset management processes and practices.

AMPs for each asset class have been prepared in accordance with the relevant industry standards, with guidance provided by MOSPLAN and Council’s vision, mission, goals and objectives. Each AMP includes provision for capital, renewal, operational and maintenance works which will provide infrastructure with the necessary resources in an endeavour to meet community expectations for agreed service standards and capacity. The AMPs outline processes and principles used to plan capital, renewal and maintenance works for key assets and prioritise capital works in the asset class throughout the local government area. The AMPs will help to guide the Council in making decisions within its 10 year MOSPLAN objectives. The result is a long-term planning framework, including expenditure forecasts which will assist in making informed decisions on future maintenance programs and renewal and capital projects. AMPs include documentation on:

Asset data summaries – what Council owns, what the network is valued at and its most recent assessed condition; Levels of service – defining the quality of the service to be delivered by the asset;

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Future demand – how this will impact on future service delivery and how this is to be met; Life cycle management – how Council will optimise the management of its existing and

future assets to provide the required services; Prioritised capital, renewal and maintenance works; How risk is managed; and Financial summary – what funds are required to provide the agreed service levels.

The information flowing into AMPs include:

The asset register data on location, size, age, value, condition and remaining life of the asset network; The unit rates for classes of work/resources and materials; Performance relative to adopted service levels; Projections of factors affecting future demand for services; Correlations between maintenance and renewal, including decay models; Data on new assets developed or acquired by Council; Data on assumed works programs and trends; The resulting budget, valuation and depreciation projections; and Lifecycle analysis data.

This information impacts the Council’s long term financial plan, strategic business plan, annual budget and departmental business plans and budgets. Using established criteria, assets in each category are listed in order of priority for capital improvement. The following section below details an overview on the five infrastructure assets classes extracted from their respective Infrastructure AMPs.

3.1 Stormwater Drainage AMP Management Philosophy There are approximately 70 kilometres of Council managed stormwater pipes, culverts, open drains and natural watercourses in the Mosman local government area. Council manages an additional 2,900 stormwater assets including stormwater quality improvement devices (SQIDs), rainwater reuse tanks, pits, manholes, headwalls, endwalls and converters. Mosman’s stormwater system is designed to safely convey rainwater falling within Council’s catchment to the harbour, minimising flooding on public and private property. The recent Community Environmental Contract has also seen the construction of 38 SQIDs with the


objective of improving the quality of the storm water runoff prior to it entering Sydney Harbour. Current Issues and Projected Action Program. Issues Program

Current level of uninspected asset attributes

Further CCTV investigations of critical pipes and pits (Funded 12 year program)

Unknown condition of some underground assets

Further CCTV investigations (Funded 12 year program)

Other utility services (gas, electricity, communications) being installed across and through stormwater assets

Identify locations, develop approach with service providers; and Benchmarking with other Councils (0-24 months)

Assets on private property Prioritise key assets on private property projects (24-48 months)

Determination of level of service related to ground water seepage

Develop inspection procedure for drainage issues with criteria for identifying Council or private issue (leak or groundwater seepage) (12-24 months)

Managing pipe blockages (intrusions and tree roots) more efficiently

Implement priorities from Flood Study (24 – 48 months)

Financials The funding for the projected action program is part of the overall budget expenditure. The budgeted expenditure consists of operations, maintenance, and renewal activities.

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Stormwater

645

650

655

660

665

670

675

FY14 FY15 FY16 FY17 FY18

Expe

nditu

re ($

000'

s) Total RequiredExpenditure $000's

Budget Expenditure$000's

Figure 2: Stormwater Expenditure Total Required and Budgeted It is considered with the introduction of the Stormwater Levy the projected spend on stormwater assets is appropriate at this time.

3.2 Buildings AMP Management Philosophy Council owns and/or manages 44 buildings/facilities. These assets are operated and maintained in partnership with specialist contractors and in-house staff to ensure customer and community services levels are met. Current Issues and Projected Action Program Issues Program

Major renewals for several major amenities required in next 4 years

Develop options on renewal vs. redevelopment for Council consideration (0-24 months)

Limited information on mechanical, electrical, hydraulics services for building assets

Implement inspection and data gathering on key services (12-24 months)

Aging building portfolio Increase maintenance inspection to


Issues Program

support risk analysis (ongoing); and Revise renewal program (12-24 months)

Inconsistent scheduled maintenance of key asset subclasses

Formulate comprehensive contract approach for long term maintenance and auditing (24-48 months)

Confirm meeting regulatory requirements for inspections and maintenance of key assets

Implement and review current maintenance contract (0-48 months)

Uncertainty of development of Council owned facilities and implications for asset management coordination

Ensure AMPs updated to include Council decisions (ongoing)

Vandalism and graffiti Maintain CCTV and improve in problem areas (ongoing); and Maintain graffiti removal contract (ongoing)

Financials The funding for the projected action program is part of the overall budget expenditure. The budgeted expenditure consists of operations, maintenance, new works and renewal activities.

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Buildings

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000


Expe

nditu

re ($

000'

s)

Total RequiredExpenditure $000's


Figure 3: Buildings Expenditure Total Required and Budgeted The current total required expenditure is greater than the current budgeted expenditure for the next five years. This shortfall is addressed in Section 5.4 of this Strategy.

3.3 Roads AMP Management Philosophy There are approximately 90 kilometres of Council managed road. Road assets cover pavements, footpaths, line marking, signs and physical traffic devices. These assets are designed and installed to support efficient travel into, out of and through the Council area. They are provided and maintained to provide a safe and accessible means of travel for vehicles, pedestrians and cyclists.


Current Issues and Projected Action Program Issues Program

Aging asset portfolio Continue to update costed renewals program with risk as the key driver (ongoing)

Significant retaining wall register with uncertain condition

Retaining wall inspection program and updating risk assessments (ongoing)

Uncoordinated utility renewal and compromised road condition after utility renewal

Coordinate public utility restoration program with utility providers (ongoing)

Reduction of useful life of footpaths due to trees

Inspection and asphalt renewal program (ongoing); and Review tree species and replace where practicable (ongoing)

Acceptable approach to depreciation consistent with other Councils

Communication with stakeholders of approach and detailed benchmarking with other councils (ongoing)

Financials The funding for the projected action program is part of the overall budget expenditure. The budgeted expenditure consists of operations, maintenance and renewal activities.

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Figure 4: Roads Expenditure Total Required and Budgeted The current total required expenditure is greater than the current budgeted expenditure for the next five years. To sustain the condition of the physical assets it is necessary to resolve the gap with additional funding through appropriate management decisions. This shortfall is addressed in Section 5.4 of this Strategy.

3.4 Parks and Open Space AMP Management Philosophy Council maintains approximately 63.7 hectares of playgrounds, sporting fields, bushlands, unmade roads, parks and reserves. These assets provide a range of passive and active recreation opportunities. While traditionally it has been difficult to put a value on parks and open space assets, this is changing as increasing demands on these facilities is making users and the broader community more aware of their worth.


Current Issues and Projected Action Program Issues Program

Limited data on Parks and Open Space related claims and requests

Review Council’s Customer Request system with the intent to generate Parks and Open Space specific reports (12 months)

‘Desired’ level of services not yet fully defined or quantified

Further development of costed service level performance measures (24-48 month)

Assets identified as having short remaining life

Monitor short and long term funding requirements (Ongoing)

Very high use and demand for ovals and continual pressure for various sports field to be added, improved and upgraded

An allowance of approximately $50,000 pa has been allowed in the long term financial forecast; and Exploration of alternative options such as expansion of Middle Head Oval and Georges Height Oval (24-48 month)


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Figure 5 – Parks and Open Space Expenditure Total Required and Budgeted The current total required expenditure is greater than the current budgeted expenditure for the next five years. To sustain the condition of the physical assets it is necessary to resolve the gap in funding through appropriate management decisions. This shortfall is addressed in Section 5.4 of this Strategy.

3.5 Marine Structures AMP Management Philosophy Council has a number of marine structures in its asset portfolio. They consist of a bath and jetty at Balmoral and Clifton Gardens, a jetty at Inkerman Street, a rock pool at Edward Beach and various seawalls.


Current Issues and Project Action Program Issues Program

Short useful life of timber in marine environment and associated adjustments of superstructures likely within the next 20 years (Timber required to meet heritage requirements of existing structure)

Regular maintenance to minimise risk (ongoing); Development of a 5 year maintenance contract (12-24 months); and Use of alternate materials like steel in areas that does not affect the heritage component of the structure (ongoing)

Reduction of section size and structural capacity of timber piles due to marine borer attacks

Employment of new treatment techniques and sourcing materials not susceptible to marine borer attack, such as HDPE sleeves and alternate pile materials (ongoing)

Timber raker piles causing abrasive wear to the shark nets

When due for renewal, raker pile replacement by higher capacity vertical HDPE sleeved steel piles. (ongoing)

Various damage to shark nets posing safety issues

Check and maintain the shark nets as per the Marine Structures Asset Management Plan and shark net risk assessment 2012 (ongoing)

Risk of trips and falls accessing beach through boulder revetments

Establish Coastal Zone Management Plan and implement recommendations in relation to maintaining safe beach access corridors (24-48 months)

Short useful life of timber in marine environment and associated adjustments of superstructures likely within the next 20 years (Timber required to meet heritage requirements of existing structure)

Regular maintenance to minimise risk (ongoing); Development of a 5 year maintenance contract (12-24 months); and Use of alternate materials like steel in areas that does not affect the heritage component of the structure (ongoing)


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Marine

0102030405060708090

100


Expe

nditu

re ($

000'

s)

Total RequiredExpenditure $000's


Figure 6 – Marine Expenditure Total Required and Budgeted With the recent introduction of the Local Infrastructure Renewal Scheme (LIRS) works on marine structures has been accelerated. Given this it is considered the level of expenditure over the next four years is appropriate.


4 Asset Management Implementation 4.1 Work Assessment and Prioritisation Criteria Each AMP provides an initial 10 year work program, which considers a condition assessment of key assets, risk assessment and asset category. Continual inspections and Council priorities are used to prioritise the works program. The priority listings are used to bid for grant funding and as a guide for staff to progressively work through the identified projects within the available budget. There may be occasional variation to priority ratings, which would move the projects up or down the list. This could occur if:

Change in the condition of an asset warrants earlier renewal; Current or future grant funding applications are either successful or unsuccessful; Additional funding is provided for a specific project.(e.g. donation from an external

organisation or an increase in budget allocation); Budget constraints mean that full funding for a particular project is not available and a

project of lower priority requiring less funding can be completed that financial year; Upgrade of stormwater assets with major road reconstruction will achieve cost

efficiency; Safety concerns, increased risks or regulatory requirements; and Resolution by Council.

4.2 Procedures While guidelines exist for some procedures over the life cycle of assets, further work is required to develop maintenance procedures based on risk analysis for corrective maintenance. This will involve defining strategies for asset subclasses, and moving from “run to fail” strategies and reactive maintenance to programmed maintenance with more efficient and effective expenditure.

4.3 Risk Management The implementation of an effective AMS will consider the relationship and prioritisation of maintenance and capital works to support the delivery of Council services. To this effect, risk analysis and mitigation will be a major tool in assisting the Council to manage risk and liability. This will involve the development of defined works and service programs which best allocate the use of available resources.

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In developing the core AMPs, a limited risk assessment has been carried out. Each AMP has identified the need for further risk frameworks to be developed in the next 48 months. This would involve integrating each individual asset risks into a framework that aligns with Council’s corporate risk management procedure.

4.4 Information Systems Council requires a computer-based information system to effectively deal with the high volume of detailed information on its assets. This system would ideally connect with other corporate databases, such as Council’s financial management system AUTHORITY and its document management system DATAWORKS. Council’s information system is integral in the future management and monitoring of Council assets. It should enable Council to:

Document asset attributes, condition and maintenance expenditures; Project forward capital and recurrent expenditure; Fulfil the responsibility and requirement to report regularly to the community about

Council’s asset management programs; Have an understanding of the risk levels associated with the assets; Undertake predictive modelling to optimise the decision making process; Develop preferred treatment options for assets requiring expenditure within the forward

expenditure; Base service levels on identified need and enable explanation of maintenance

programs and capital projects to the community; Weigh up and decide between deferred or basic asset maintenance and commitment to

extensive rehabilitation in a rational manner and with due regard to budgetary constraints; and Continuously develop the process, knowledge and support information systems as the

consultation and feedback process progresses.

Currently Council has an asset management information system known as Civica - Asset and Infrastructure Management (AIM). This system is not fully integrated with Council’s financial management system and is currently under review. The system currently contains the asset register for buildings, open space and roads. It is used to issue work orders on these assets. Several issues are currently preventing the package from being used to its full potential. These key issues, which require priority resolutions are summarised in the following table.


Issues Projects

Lack of integration between the various databases (e.g. maintenance and works management, asset valuation and asset register)

Re-establishing the asset register for all assets (0-48 months); and Link updated Civica AIM asset register with financials module “Authority” (24-48 months)

Lack of staff capable of supporting the software and its users

Review use of Civica and determine if there is a more appropriate package on the market (0-12months); User training to improve understanding and uptake of the system (12-48 months); Resource addition to support Civica system (12-48 months); and Develop support structure for Civica functionality improvements (12-48 months)

Limitations in its ability to update the asset register with data from GIS

Link updated Civica AM asset register with GIS (24-48 months)

Given the identified issues and the lack of resources to address these, in the short term Council has established detailed Excel spreadsheets on each asset class. The spreadsheet includes the locality, asset classification, quantity, condition assessment, unit replacement cost, useful life, remaining useful life, various treatment options and valuation information for every asset.

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5 Asset Management Review 5.1 Asset Management Improvement Planning An asset management improvement program will enhance the processes, systems and data that support an AMP. An improvement planning process will help to:

Identify corporate business need for asset management planning; Assess the current status of asset management practices; Identify gaps between current practices and business needs; Develop an optimised program for asset management improvements, considering risks

and cost of options to for improvement, and also availability of resources; and Continuously monitor and review of the effectiveness of AM planning activities.

Figure 7: Asset Management Improvement Program Process (adopted from International Infrastructure Management Manual. 2006) Council will review its current asset management practices to identify any gaps in order to improve them. This will occur in conjunction with the review of this AMS in 4 years.

AUDIT AND REVIEW

ASSESS COUNCIL’S CURRENT AM PRACTICES

ASSESS APPROPRIATE PRACTICE

RESEARCH APPROPRIATE INDUSTRY

IDENTIFY AND PRIORITISE GAPS

PREPARE IMPROVEMENT PLAN

IMPLEMENT IMPROVEMENT PLAN


5.2 Review Approach This AMS shall be reviewed every 4 years to ensure that it meets the requirements of legislation and the needs of Council. Consideration should also be given to reviewing the Asset Management Policy. Unplanned reviews may be triggered by new technology, legislation/regulation changes, incidents and variation in resources or community use/demand. All reviews will take into account information affecting the effective ongoing management of physical infrastructure assets which are owned and managed by Council. Reviews will also consider external changes in asset management practice and their suitability for Council. Reviews will be initiated and led by Council and facilitated by an external resource with suitable asset management experience.

5.3 Asset Management Resources The significant portfolio of assets and the specialist skills required to sustain these assets requires appropriate funding and resources. Several issues are currently identified requiring attention in the next four years to help sustain the asset portfolio at an appropriate level of service. Issues Programs

Identification of responsibility of assets in terms of the steward of the asset and the operators of assets

Review role of approach to asset responsibility (0-24 months)

The roles of asset management in the corporate hierarchy and resource allocation

Review current practice of asset operations (12-48 months)

The level of resources available to support asset management activities required to sustain the assets in the future

Review resource requirements to implement AMP’s (12-48 months)

5.4 Infrastructure Asset Funding Strategy Preliminary modeling forecasts that the gap between required and 2012 budgeted expenditure will continue to increase if expenditure levels continue with 2012 spends. A higher proportion of assets will deteriorate, higher levels of maintenance and inspections may be required, and risk to the public will subsequently be increased. The long term cumulative funding gap based on the current expenditure is shown below.

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10 Year Financial Forecast - Cumulative Gap No Additional Revenue

0

5,000

10,000

15,000

20,000

25,000

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Financial Year

Cum

ulat

ive

Gap

($00

0's)

In 2012, alternative sources of revenue were explored. Council has since been successful in procuring the following funding:

One-off $2 million expenditure in 2012/13 under the NSW Government Local Infrastructure Renewal Scheme (LIRS); Stormwater Levy, to be implemented in 2013/14 onwards; Bridgepoint Signage Levy (approximately $450,000 p.a., to be implemented in 2016/17

onwards; Diversion of funding to infrastructure after loan repayment to Infrastructure Levy for the

2008 Balmoral Baths upgrade is complete, to be implemented in 2016/17 onwards; and Diversion of pay and display income to infrastructure after repayment to LIRS is

complete, to be implemented in 2019/20 onwards.

The long term cumulative gap, with the addition of the above confirmed sources of revenue is shown in below.


10 Year Financial Forecast - Cumulative Gap Confirmed Additional Revenue

0

5,000

10,000

15,000

20,000

25,000

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Financial Year

Cum

ulat

ive

Gap

($00

0's)

In December 2012, an application was made to the second round of the LIRS for an additional $2 million loan. It is intended that this expenditure would be implemented in the 2013/2014 financial year, should Council be successful in its application. An extension of Mosman’s Community Environment (CEC) has also been proposed, which would be implemented in 2017/18. The long term cumulative gap, with the addition of these unconfirmed revenue sources is shown below.

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10 Year Financial Forecast - Cumulative Gap Confirmed and Proposed Additional Revenue

-5,000

0

5,000

10,000

15,000

20,000

25,000

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Financial Year

Cum

ulat

ive

Gap

($00

0's)

Should the unconfirmed sources of revenue be achieved and in accordance with the modeling undertaken in the individual AMPs, Council will be in a position in 2020/21 to address the funding gap and meet the required expenditure on its assets.

5.5 Asset Management Summary Council has a significant and varied asset portfolio which requires strategic direction to assist in its management. These assets are a necessary part of providing services to residents and stakeholders. As custodian of these assets on behalf of the Mosman community, it is necessary to provide transparency and good governance in their management. This AMS acts as the essential link between Councils policy direction and more detailed asset management planning and delivery. It highlights major issues which need to be addressed for each of the asset classes over the next few years along with the actions necessary in order for Council to help close the gap between current asset management practice and move towards a “best appropriate practice” position in in future. Council will provide the necessary resources and undertake the programs recommended in this AMS and will continue to monitor and update it regularly to ensure its currency and consistency with Council’s policy directions.

MosmanCivic Centre, Mosman SquareMosman NSW 2088PO Box 211Spit Junction NSW 20889978 4000 fax 9978 [email protected]

mosman.nsw.gov.au

Adopted by Council 4 June 2013

ASSETMANAGEMENT

STRATEGY20132017

20132017

ASSETMANAGEMENT

Adopted by Council 6 August 2013