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City of Port Lincoln Infrastructure & Asset Management Plan

Document Control Version 1.0

Infrastructure & Asset

Management Plan

2018 – 2027

Adopted by Council 20 March 2017 RM: FINAL20172 7.7.1.8

City of Port Lincoln

Infrastructure & Asset Management Plan


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N:\Scan\Kylie.Jericho\7.7.1.8 FINAL20172 INFRASTRUCTURE & ASSET MANAGEMENT PLAN 2018_2027 ADOPTED 20170320.docx

Version Control

Date References Council Resolution & Meeting Date

Author Comments

1 20/03/2017

N20173645

COUNCIL MEETING 20TH MARCH 2017

MFB

SFO

FAA

IAMP for adoption by Council on 20

th March 2017.

1 20/03/2017 FINAL20172 CO 17/047 - Infrastructure and Asset Management Plan 2018-

2027 – for Adoption. Moved: Cr Papazoglov

Seconded: Cr Jolley

MFB

SFO

FAA

Final version of IAMP adopted by Council on 20

th March 2017.




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Table of Contents

1. EXECUTIVE SUMMARY ............................................................................................................................... 7

1.1. Overview ............................................................................................................................................ 7

1.1.1. Extent and value ........................................................................................................................ 7

1.2. Expenditure Summary ....................................................................................................................... 8

1.2.1. Capital Renewal Expenditure..................................................................................................... 8

1.2.2. Projected New/Upgrade Capital Expenditure ........................................................................... 9

1.2.3. Combined Projected Renewal and New/Upgrade Capital Expenditure .................................... 9

1.3. Performance Measures ................................................................................................................... 10

1.4. IAMP Improvement Plan ................................................................................................................. 10

2. STRATEGIC INFRASTRUCTURE AND ASSET MANAGEMENT PLANNING .................................................. 11

2.1. Background ...................................................................................................................................... 11

2.2. Key stakeholders .............................................................................................................................. 13

2.3. Goals and Objectives of Infrastructure and Asset Management .................................................... 14

2.4. Integrated Strategic Management Planning ................................................................................... 15

2.4.1. Strategic Directions Plan Key Areas, Goals and Objectives ..................................................... 15

Goal 1: Economic Growth and Vitality ............................................................................................................ 17

Goal 2: Liveable and Active Communities ....................................................................................................... 18

Goal 3: Accountable Governance and Leadership .......................................................................................... 19

Goal 4: A Clean Green Resilient Environment ................................................................................................. 19

Goal 5: Sustainable Service Delivery and Productive Community Assets ....................................................... 20

2.5. Plan Framework ............................................................................................................................... 20

2.6. Core and Advanced Asset Management ......................................................................................... 21

3. LEVELS OF SERVICE .................................................................................................................................. 23

3.1. Customer Research and Expectations ............................................................................................. 23

3.2. Current Levels of Service ................................................................................................................. 23

3.3. Desired Levels of Service ................................................................................................................. 24

4. FUTURE DEMAND .................................................................................................................................... 25

4.1. Demand Forecast ............................................................................................................................. 25

4.2. Greater Port Lincoln & Lower Eyre Peninsula Forecasts of Growth ................................................ 26

4.3. Optimum Use of Existing Assets ...................................................................................................... 27

4.4. Demand Factors, Projections and Impact on Services .................................................................... 28

4.4.1. Population Projections ............................................................................................................ 28

4.4.2. Ageing Demographic Changes ................................................................................................. 28

4.4.3. Changes in Technology ............................................................................................................ 29




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4.4.4. Demand Management Plans ................................................................................................... 30

4.4.5. New Assets for a Growing City ................................................................................................ 31

5. STRATEGY ................................................................................................................................................ 33

5.1. Asset Condition ................................................................................................................................ 33

5.1.1. Community Consultation Survey ............................................................................................. 35

5.1.2. Community Survey Conclusion ................................................................................................ 48

5.2. Asset Capacity and Performance ..................................................................................................... 48

5.3. Asset Valuations .............................................................................................................................. 50

5.4. Risk Management Plan .................................................................................................................... 51

5.4.1. Council’s risk framework ......................................................................................................... 51

5.4.2. Risk management processes ................................................................................................... 51

5.5. Maintenance Plan ............................................................................................................................ 52

5.5.1. Standards and Specifications ................................................................................................... 52

5.6. Renewal/Replacement Plan ............................................................................................................ 53

5.6.1. Renewal Plan ........................................................................................................................... 53

5.6.2. Renewal standards .................................................................................................................. 53

5.6.3. Summary of future renewal expenditure ................................................................................ 53

5.6.4. Assets identified for non renewal............................................................................................ 54

5.7. Acquisition and Upgrades of Infrastructure and Assets .................................................................. 55

5.7.1. Selection criteria ...................................................................................................................... 55

5.7.2. Standards and specifications ................................................................................................... 55

5.7.3. Summary of future upgrade/new assets expenditure ............................................................ 55

5.8. Financial Summary .......................................................................................................................... 56

5.8.1. Sustainability of Service Delivery ............................................................................................. 56

5.8.2. Long term - Life Cycle Cost ...................................................................................................... 56

5.8.3. Medium term – 10 year financial planning period .................................................................. 56

5.9. Funding Strategy .............................................................................................................................. 57

5.10. Valuation Forecasts ..................................................................................................................... 57

5.11. Key Assumptions made in Financial Forecasts ............................................................................ 57

6. FUTURE DIRECTION ................................................................................................................................. 59

6.1. Where Do We Want To Be? ............................................................................................................. 59

6.2. Performance Measures ................................................................................................................... 59

6.3. Infrastructure and Asset Management Improvement Plan ............................................................ 60

6.3.1. Overview .................................................................................................................................. 60

6.4. Monitoring and Review Procedures ................................................................................................ 62




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6.4.1. The process .............................................................................................................................. 62

6.4.2. Monitoring and review procedures ......................................................................................... 62

7. GLOSSARY ................................................................................................................................................ 64

8. ABREVIATIONS ......................................................................................................................................... 67

9. REFERENCES, STANDARDS & GUIDELINES ............................................................................................... 68

PART 1 BUILDINGS .......................................................................................................................................... 69

10. BUILDING ASSETS................................................................................................................................. 70

10.1. Standard Service Levels ............................................................................................................... 72

10.2. Maintenance Expenditure ........................................................................................................... 73

10.3. Assets Identified For Non-Renewal ............................................................................................. 74

10.4. Capital Projects and Forecasts ..................................................................................................... 75

PART 2 OTHER COMMUNITY ASSETS AND FILTRATION ................................................................................. 77

11. OTHER COMMUNITY ASSETS & FILTRATION ASSETS ........................................................................... 78


11.1. Maintenance Expenditure ........................................................................................................... 82

11.2. Assets Identified For Non-Renewal ............................................................................................. 84


PART 3 ROADS AND BRIDGES ....................................................................................................................... 88

12. ROADS AND BRIDGES ASSETS .............................................................................................................. 89


12.2. Maintenance Expenditure - Roads .............................................................................................. 93


PART 4 KERBING AND FOOTPATHS ............................................................................................................... 96

13. FOOTPATHS & KERBING INFRASTRUCTURE ASSETS ............................................................................ 97


13.2. Maintenance Expenditure - Footpaths ...................................................................................... 100

13.3. Maintenance Expenditure - Kerbing .......................................................................................... 101

13.4. Capital Projects and Forecasts ................................................................................................... 102

PART 5 STORMWATER .................................................................................................................................. 104

14. STORMWATER INFRASTRUCTURE ASSETS ......................................................................................... 105

14.1. Standard Service Levels ............................................................................................................. 107

14.2. Maintenance Expenditure ......................................................................................................... 109

14.3. Capital Projects and Forecasts ................................................................................................... 110

APPENDIX A ANTICIPATED UPGRADE AND NEW CAPITAL WORKS PROJECTS ............................................ 112

APPENDIX B TO K EXTRACTS FROM CITY OF PORT LINCOLN ASSET REGISTER TO 2027 ............................. 117




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APPENDIX L PLEC PROGRAM PARTNERSHIP WITH STATE GOVERNMENT PLEC – Power Line Environmental Committee ..................................................................................................................................................... 145

APPENDIX M STORMWATER MANAGEMENT PROGRAM OF WORKS SCHEDULE ....................................... 147

INDEX ............................................................................................................................................................. 149




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1. EXECUTIVE SUMMARY

1.1. Overview

The City of Port Lincoln owns and is responsible for the management, operation and maintenance of a diverse asset portfolio that provides services to all city users with a total replacement value of some $231 million. This Infrastructure and Asset Management Plan has been developed to ensure that Council continues to provide effective, comprehensive and sustainable management of its infrastructure and asset portfolios.

Council plans to operate and maintain its asset portfolio to achieve the following objectives:

Ensure the Council’s asset base contributes to the Strategic Direction Plan Goals and Objectives by providing the required levels of service

Ensure the Council’s assets are maintained at a financially sustainable, safe and functional standard

Ensure that inspection and maintenance for all Council assets is sufficient to meet the legislative and operational requirements to deliver the required levels of service to the community.

The Infrastructure and Asset Management Plan is one of three plans that comprise Council’s Strategic Management Plans. The other two plans are the overarching Strategic Directions Plan and the Long Term Financial Plan. These plans are updated annually and integrated with the Annual Business Plan and Budget process. A comprehensive review of the Strategic Management Plans is required within two years of a general local government election.

1.1.1. Extent and value

The City of Port Lincoln currently owns a significant and diverse portfolio of infrastructure and assets. The investment in creating and acquiring many of these assets has occurred over numerous previous generations, resulting in an infrastructure and asset base with a current value in excess of $231 million. The allocation of values to asset classes is indicated in the table below.

Note: those Infrastructure and Asset Classes marked with a * are not included in the Infrastructure and Asset Management Plan.




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Table 1: Asset valuations by Asset Class as at 30 June 2016 IAMP Part

Infrastructure and Asset Class Value at 30 June 2016

Accumulated Depreciation at 30 June 2016

Carrying Amount at 30 June 2016

Part 1 Buildings $44,243,178 $19,462,617 $24,780,601

Part 2 Filtration $3,765,853 $992,482 $2,773,371

Part 2 Other Community Assets (OCA) $22,050,972 $7,776,378 $14,274,594

Part 3 Road Pavement & Surface $40,834,263 $14,839,314 $25,994,949

Part 3 Bridges $2,734,934 $1,703,286 $1,031,648

Part 4 Kerbing $20,569,738 $7,406,180 $13,163,558

Part 4 Footpaths $9,011,609 $2,332,696 $6,678,913

Part 5 Stormwater $18,953,715 $5,171,466 $13,782,249

Land* $63,736,849 0 $63,736,849

Plant & Equipment* $2,148,616 $1,139,682 $1,008,934

Furniture & Fittings* $1,290,001 $857,390 $432,611

Library Books* $1,231,364 $895,175 $336,189

Total for Asset Classes $230,571,132 $62,576,666 $167,994,466

1.2. Expenditure Summary

1.2.1. Capital Renewal Expenditure

Projected capital renewal expenditure is the amount required to maintain and renew assets to provide the present level of service over the next ten years, based on the evaluated ‘useful life’ estimate of asset classes (and also using ‘Road Surface Manager’ software forecast of required road re-seal forecasts for Road Surface).

Planned expenditure is the amount that is currently accommodated in Council’s Long Term Financial Plan, 2018-2027 to renew assets.

The Long Term Financial Plan 2018-2027 ( Version 1) is aligned to the IAMP 2018-2027, resulting in no disparity between Projected and Planned Capital Renewal across all asset classes over the next ten years.

Table 2: Ten Year Projected Capital Renewal Expenditure vs. Planned Capital Renewal Expenditure

Asset Classes Projected Capital

Renewal Expenditure $,000

Planned Capital Renewal Expenditure included in LTFP

$,000

Shortfall/Surplus Projected

$,000

Buildings 6,061 6,061 0

OCA and Filtration 3,666 3,666 0

Roads and Bridges 7,815 7,815 0

Footpaths/Kerbing 151 151 0

Stormwater 599 599 0

Total 18,292 18,292 0

Plant & Equipment 126 126 0

Total (including P&E) 18,418 18,418 0




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1.2.2. Projected New/Upgrade Capital Expenditure

Projected new/upgraded capital expenditure relates to identified upgrade and new capital works projects for the next ten years which supports the Strategic Directions Plan 2016-2026 Goals and Objectives as supported by the Sustainable Projects Delivery Plan 2018-2027 and is identified in Appendix A. The table below identifies the estimated project expenditure for new projects and the planned expenditure currently included in Council’s Long Term Financial Plan, 2018-2027.

The Long Term Financial Plan 2018-2027 (Version 1) is aligned to the IAMP 2018-2027, resulting in no disparity between Projected and Planned Capital New Expenditure across all asset classes over the next ten years.

Table 3: Projected New/Upgrade Capital Expenditure against Planned Capital New Expenditure

Asset Classes Projected Capital New Expenditure

$’000

Planned Capital New Expenditure included in LTFP

2018-2027 $’000

Shortfall/Surplus LTFP v Projected

$’000

Buildings 5,047 5,047 0

OCA and Filtration 8,435

8,435 0


Footpaths/Kerbing 2,040 2,040 0

Stormwater 5,416 5,416 0

Total 22,488 22,488

Plant & Equipment 1,795 1,795 0

Total (including P&E) 24,283 24,283 0

1.2.3. Combined Projected Renewal and New/Upgrade Capital Expenditure

The following table identifies the combined projected expenditure on new and upgraded capital projects and renewal expenditure over the next ten years, against the planned expenditure currently included in the Long Term Financial Plan.

The table below indicates that the combined projected capital renewal and new/upgrade capital expenditures to 2027 is able to be funded by the current Long Term Financial Plan.




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Table 4: Combined Projected Capital Renewal and New/Upgraded Capital Expenditure

1.3. Performance Measures

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

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

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

1.4. IAMP Improvement Plan

The Infrastructure and Asset Management Improvement Plan generated as part of this Infrastructure and Asset Management Plan is included in Chapter 7.

Asset Classes Projected Capital New/Renewal Expenditure

$‘000

Capital New/Renewal Expenditure included in

LTFP 2018-2027 $‘000

Shortfall/Surplus LTFP v Projected

$‘000

Buildings 11,108 11,108 0

OCA and Filtration 12,101 12,101 0


Footpaths/Kerbing 2,191 2,191 0

Stormwater 6,015 6,015 0

Total 40,780 40,780 0

Plant & Equipment 1,921 1,921 0

Total (incl P&E) 42,701 42,701 0




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2. STRATEGIC INFRASTRUCTURE AND ASSET MANAGEMENT PLANNING

2.1. Background

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

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

City of Port Lincoln Strategic Directions Plan 2016-2026 “Strategic Actions.”

City of Port Lincoln Sustainable Projects Delivery Plan 2018 – 2027.

City of Port Lincoln Long Term Financial Plan 2018-2027.

City of Port Lincoln Asset Management Policy Document 7.63.10.

.




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This Infrastructure and Asset Management Plan covers the following types of assets:

Table 5: Type of Assets covered by this Plan

BUILDINGS: OTHER COMMUNITY ASSETS:

Building fitout BBQ facilities

Building – structure Bike tracks

Building – services Boat ramps

Building – Roofing Bus shelter

Shed Carparks

Toilets Hockey

Water tanks Irrigation

Jetty

BRIDGES: Lighting structure

Bridge Monument

Footbridge Netball courts

Oval

FILTRATION: Playground

Irrigation systems Shelter

Pipework Signage

Pump Sporting – miscellaneous

Shedding Street furniture

Water tank Tennis court

Trail

KERBING:

Kerbing and guttering STORMWATER:

Drainage

ROADS: Junction box

Road base Lighting structures

Road surface Pump shed

Unsealed roads

* NOTES:

1. Other Community Assets

This class includes community assets that are not defined within the other classes of assets such as retaining and revetment walls, paving along Tasman Terrace, trails, swimming enclosure, electrical works, CCTV Cameras and decking on the foreshore.

2. Ovals

The oval represented within this report is Ravendale as it is on land that is owned by Council. Other ovals (Centenary, Poole, Kirton) are located on Crown Land and do not come within the scope of this Asset Management Plan.

3. Land under roads is not recognised for accounting purposes and is therefore not included in this Plan.




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2.2. Key stakeholders

Stakeholders include any person, agency, body or group that have any interest or that are affected by the infrastructure and assets owned by Council.

Stakeholder Reference Definition Details

Residents All people resident within the local government area

Businesses All businesses located within the local government area and any businesses undertaking business within the district from time to time

Ratepayers All individuals, businesses or agencies required to pay rates

Property owners All owners of property including residential, commercial, rural or industrial

Community groups All community organisations within the City including clubs, special purpose or interest groups, forum and working parties

Visitors and Tourists Any short or long term visitor to the area

Other government agencies and tiers of government

Any government department or agency that is a customer of Council or requires specific information or outputs from Council

Other agencies and community groups

Any other group or agency that is a customer of Council or requires specific information or outputs from Council

Specific stakeholders for the current infrastructure and asset portfolio include: Stakeholder Reference Definition details

City of Port Lincoln The legal owner and custodian of the assets

Elected Members of Council The Elected Members have a stewardship responsibility for the care and control of the assets

Operations Manager and Manager Community Infrastructure

Responsible for development and implementation of the capital works program and maintenance programs

Assists with the delivery and maintenance of building, recreation and other community assets

External Stakeholders Council recognises there are many varied external stakeholders. These include but are not limited to:

EPLGA and LGA

EPNRM Board

Sporting Communities of interest

General Community Groups

Government departments and agencies - Department of Planning, Transport & Infrastructure, Environment Protection Authority (EPA), South Australia Fire and Emergency Commission, Department for Water, Environment and Natural Resources

Regional Development Australia Whyalla and Eyre Peninsula

Small business operators (such as personal trainers, dog trainers etc.) who are licensed to use some of Council’s recreation assets in the course of their business

Ratepayers Council recognises that Ratepayers are a stakeholder as primary users of the buildings, recreation and other community assets portfolio.




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2.3. Goals and Objectives of Infrastructure and Asset Management

Council exists to provide services to its community. Many of these services are supported by the provision of infrastructure, (roads, bridges, stormwater etc.) and assets (buildings, recreational facilities and other community assets). Council has acquired these community assets by ‘purchase’ – by contract, construction by Council staff and by transfer of assets constructed by developers.

Council’s goal in managing infrastructure and assets is to

“meet the planned levels of service in the most cost effective manner for

present and future consumers”.

Council plans to operate and maintain its asset portfolio to achieve the following objectives:

Ensure the Council’s asset base contributes to the Strategic Direction Plan Goals and Objectives by providing the required levels of service

Ensure the Council’s assets are maintained at a financially sustainable, safe and functional standard

Ensure that inspection and maintenance for all Council assets is sufficient to meet the legislative and operational requirements in order to deliver the required levels of service to the community.

To achieve the Goal and Objectives Council will:

Take a whole of life cycle approach

Develop cost-effective management strategies for the long term

Provide and managing defined levels of service and monitoring of asset management performance

Understand and meet the demands of growth through demand management and infrastructure investment

Manage risks associated with asset failures

Use physical resources sustainably

Guide sustainable long term financial planning for future management of existing and planned assets

Continually improve asset management practices1

Provide safe open spaces to meet community needs.

1 IIMM 2006 Sec 1.1.3, p 1.3




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2.4. Integrated Strategic Management Planning

Strategic Management Planning is vital for Council to ensure it remains financially sustainable into the future. The success of these planning processes is dependent upon clear and consistent strategically based direction by management and the elected Council. Integrated Strategic Management Planning, including the Infrastructure and Asset Management Plan, that inform Council’s financial budgets and Long Term Financial Plans (LTFP), gives the community and ratepayers confidence that decision-making is based on a clear pathway to achieving Council’s community vision.

This Infrastructure and Asset Management Plan is prepared under the direction of Council’s Vision, Goals and Objectives as set out in the document Strategic Directions Plan 2016-2026 and the Sustainable Projects Delivery Plan 2018- 2027. The Sustainable Projects Delivery Plan 2018- 2027 as completed and adopted by Council, represents the New and Upgrade Capital Expenditure as reflected in Appendix A and the Operational New Initiatives / Operational Program Resourced Expenditure, all of which supports the Strategic Directions Plan 2016-2026.

Council’s Vision, which informs and guides all aspects of the Council’s work through the Strategic Directions Plan’s Goals, Objectives and Strategic Actions as set out in the Strategic Directions Plan 2016-2026 is:

2.4.1. Strategic Directions Plan Key Areas, Goals and Objectives

Council’s Strategic Directions Plan 2016-2026 is aligned with the ten economic priorities and seven key areas of focus of the State Government, and supports the Targets of the South Australian Strategic Plan 2011.

The Key Areas and Goals, identified within Council’s Strategic Directions Plan are as follows:




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The Goals

A high level target, an end result or something to be desired

The Vision

The overarching statement describing the desired future

The Objectives

More specific descriptive end result statements

The Strategic Actions

What we will do to achieve the Objectives

The Strategic Project Priorities

Project priorities that can lead in the implementation of the plan

Goal 1Economic Growth & Viability

Goal 2Liveable & Active

Communities

Goal 5Sustainable

Service Delivery & Productive

Assets

Goal 4A Clean, Green &

Resilient Environment

Goal 3Accountable

Governance & Leadership




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Council’s five strategic goals with their respective objectives and strategic actions, as detailed in the Strategic Directions Plan 2016-2026 and further supported by the Sustainable Projects Delivery Plan 2018-2027 and relevant to this Infrastructure and Asset Management Plan are:

GOAL 1: ECONOMIC GROWTH AND VITALITY

A dynamic local economy that is sustainable and supported to respond to opportunities and attract new investment.

Objectives

1) An outstanding regional centre for commercial, health, educational and community activities and services

2) Productive agriculture, f ishing and aquaculture sectors supported by a high quality clean environment providing quality natural resources

3) A destination recognised for quality tourism and visitor experiences

4) Economic development focussed on long term job creation and investment

5) Planning and investment in infrastructure supporting growth and import and export viabil ity

6) Natural resource industries (mining, oil and gas) are facil itated and supported

7) Innovative, entrepreneurial and globally connected business

Strategic Actions (Selected)

1) Identify options to provide safer boating and harbour facilit ies to maximise coastal

tourism and commercial potential

2) Plan for infrastructure that is responsive to the growth of the City, delivered through

the Infrastructure and Asset Management Plan

3) Develop and implement a CBD and Foreshore Precinct Plan which considers heavy vehicle movements, car parking, the foreshore, urban design, public art and public places

4) Upgrade the Nautilus Arts Centre as a multi purpose facility




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GOAL 2: LIVEABLE AND ACTIVE COMMUNITIES

A community supported to be healthy, active and involved .

Objectives

1) Advanced community and individual health and wellbeing

2) A safe city and community

3) An inclusive, connected, diverse and resilient community

4) A place of opportunity where children and young people are encouraged to reach their potential, older people are valued and all people participate fully in the community

5) Recreation, open space and leisure facilit ies encouraging healthy l ifestyles and responsive to changing community and regional needs and expectations

6) Arts and cultural facilities and activit ies providing opportunities to celebrate, engage and participate in creative and artist ic endeavours

7) A thriving and culturally diverse city centre that reinforces the City’s identity and local heritage values

8) An accessible and inclusive built environment


1) Support initiatives that establish Port Lincoln as the regional hub for sports and cultural activit ies and increase participation in cultural, sporting and recreational activities

2) Implement the Open Space Strategy to guide the development and management of open space, including the integration of new development needs

3) Develop the shared use Parnkalla Trail from the Port Lincoln Hotel to the Axel Stenross site

4) Develop and action a City wide urban image strategy, incorporating, street tree avenues, street signage and city entrances and CBD improvements

5) Work with stakeholders and government agencies to address the health and well being issues, opportunities and strategies identified in the Southern Eyre Peninsula Regional Public Health Plan

6) Work with the CFS and other emergency management groups to promote fire safety and implement the Lower Eyre Peninsula Bushfire Management Area Plan (BMAP)

7) Investigate and implement improvements to community safety

8) Develop and implement a Footpaths and Trails Strategy to support safe movement for




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pedestrians and cyclists

GOAL 3: ACCOUNTABLE GOVERNANCE AND LEADERSHIP

Council values effective community advocacy and partnerships.

Objectives

1) An engaged, self - sustaining and supportive local community and regional local government leader

2) A strategically driven, community aware and accountable Council

3) A Council that engages openly and productively with its community and stakeholders

4) Council achieves a sustainable long term financial performance and position


1) Investigate the consolidation of the Civic Centre, administration, l ibrary, community space and related facil ities at the Adelaide Place/Hallet Place Corner site

2) Align and regularly review the Strategic Management Plans (SDP, IAMP, LTFP) for optimum community outcomes

GOAL 4: A CLEAN GREEN RESILIENT ENVIRONMENT

An environment managed now and into the future.

Objectives

1) A natural environment, including waterways, biodiversity and the coast that is valued, protected and enhanced

2) A thriving natural environment, resi lient to threats and extreme weather

3) A posit ive reputation for our clean, green coastal environment

4) Water resources managed and used as a valued natural resource

5) Waste and recycling managed in a manner that is environmentally sustainable

6) Increased resil ience to the effects and impacts of climate change


1) Continue to implement the Stormwater Management Plan for maximum environmental and risk management outcomes




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2) Support, facilitate and undertake works and programs, including Water Sensit ive Urban Design (WSUD) that improve the health of local waterways , wetlands and coastal areas

3) Maximise the efficiency and use of the treated waste water system and monitor the effects of continued use

4) Implement cost effective, energy efficient purchasing programs and sustainable retrofitting of buildings and infrastructure

GOAL 5: SUSTAINABLE SERVICE DELIVERY AND PRODUCTIVE COMMUNITY ASSETS

A customer focused, equitable and sustainable services to the community

Objectives

1) Efficient and effective Council service delivery

2) Infrastructure aligned to community needs and expectations

3) Safe, well-maintained Council faci lities managed in a financially sustainable manner

4) Information and communication technology supporting effective and efficient community engagement and business operations


1) Ensure sustainable funding of asset replacement and maintenance and planned investment in new and upgraded assets and infrastructure to achieve priority community outcomes

2) Develop and implement an Information Technology and Telecommunications Action Plan

2.5. Plan Framework

Key elements of this Infrastructure and Asset Management Plan are:

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

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

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

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

Asset management practices




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

Infrastructure and Asset management Improvement Plan.

2.6. Core and Advanced Asset Management

This Infrastructure and Asset Management Plan is prepared as an ‘advanced’ Asset Management Plan in accordance with the International Infrastructure Management Manual. It is prepared to meet minimum legislative, pursuant to Local Government Act 1999 Section 122 (1a)(b), and organisational requirements for sustainable service delivery and long term financial planning and reporting. Advanced asset management is a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels. This process is fundamentally driven by the Asset Register, useful life and service levels.




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A typical road map for preparing an Infrastructure and Asset Management Plan is shown below.

Figure 1: Road Map for Asset Planning

Source: IIMM Fig 1.5.1, p 1.11

IS THE PLAN

AFFORDABLE?

CORPORATE PLANNING

Confirm strategic objectives and establish AM

policies, strategies & goals.

Define responsibilities & ownership.

Decide core or advanced AM Pan.

Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATION

Existing information sources

Identify & describe assets.

Data collection

Condition assessments

Performance monitoring

Valuation Data

ESTABLISH LEVELS OF SERVICE

Establish strategic linkages

Define & adopt statements

Establish measures & targets

Consultation

LIFECYCLE MANAGEMENT STRATEGIES

Develop lifecycle strategies

Describe service delivery strategy

Risk management strategies

Demand forecasting and management

Optimised decision making (renewals, new works,

disposals)

Optimise maintenance strategies

FINANCIAL FORECASTS

Lifecycle analysis

Financial forecast summary

Valuation Depreciation

Funding

IMPROVEMENT PLAN

Assess current/desired practices

Develop improvement plan

ITERATION

Reconsider service statements

Options for funding

Consult with Council

Consult with Community

DEFINE SCOPE &

STRUCTURE OF PLAN

INF

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REVIEW AND

AUDIT

IMPLEMENT

IMPROVEMENT

STRATEGY

ANNUAL PLAN /

BUSINESS PLAN

INF

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3. LEVELS OF SERVICE

3.1. Customer Research and Expectations

Council undertook a community survey in December 2016 in relation to Council-owned buildings, roads, recreational and other community assets, in order to ascertain what the community expectations are in relation to the condition and importance of Council assets. See Section 5 – Strategy, for the results of the 2016 Community Survey.

Asset condition is calculated using a 1-5 rating system based on several factors that we

regularly assess. We aim to keep all of our buildings, recreation and other community assets

at a condition rating of 1, 2 or 3.

Rating description of Condition 1 new or as new condition, 2 very good condition/well maintained, 3 minor maintenance required, 4 substantial maintenance required or restoration required, 5 unserviceable/approaching obsolescence.

3.2. Current Levels of Service

Service levels have been developed for this IAMP using two parameters:

Community

Technical

Community levels of service are performance measures developed from the customer’s perspective (how they receive the service).

Technical service levels are performance measures used in providing the service using technical terms. These are planned, implemented and controlled in order to influence the customer service levels.

The customer and technical dimensions are usually (but not always) dependent on each other, such that high technical quality contributes to high service quality.

Community Levels of Service Technical or Operational Measures of Service

Legislative Compliance Condition

Safety Performance

Customer Satisfaction Design and Capacity

A table outlining the standard Levels of Service for Council assets is included in each Chapter of this IAMP.




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3.3. Desired Levels of Service

Indications of desired levels of service are obtained from various sources including the City of Port Lincoln Community surveys undertaken in 2011, 2014 and 2016, public consultation relating to specific projects, residents’ feedback to Elected Members and Council employees, service requests and correspondence. Council has also adopted the Service and Program Reviews Policy 18.63.7. Legislative Requirements

Council must comply with many legislative requirements, standards and codes and guidelines including Australian and State legislation and State regulations. These include, but are not limited to the Codes Acts & Guidelines listed in the table below:

Table 6: Legislative Requirements

Legislation Requirement

Australian Guidelines for Water Recycling Managing Health and Environmental Risks (Phase 1) - 2006

Provides quality standards for treatment of effluent for “Municipal Use – Unrestricted Access and Application”

Australian Standards as applicable

Specifications and procedures designed to ensure that a material, product, method or service is fit for its purpose and consistently performs in the way it was intended and establishes safety criteria.

Building Code of Australia The goal of the BCA is to enable the achievement of nationally consistent, minimum necessary standards of relevant, health, safety (including structural safety and safety from fire), amenity and sustainability objectives efficiently.

Community Titles Act 1996 An Act to provide for the division of land into lots and common property; to provide for the administration of the land by the owners of the lots; and for other purposes.

Council Development Plan Council Development Plan is arranged with the objectives and principles of development control for the Eyre Peninsula, appearing first, followed by the Council Wide policies and in turn more detailed policies relating to particular zones, and areas.

Development Act 1993 An Act to provide for planning and to regulate development in the State; to regulate the use and management of land and buildings, and the design and construction of buildings; to make provision for the maintenance and conservation of land and buildings where appropriate; and for other purposes.

Disability Discrimination Act (Cth) 1992

An act to eliminate discrimination against people with disabilities. Council aims to promote community acceptance of the principle that people with disabilities have the same fundamental rights as all members of the community, and ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community

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




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Legislation Requirement

Food Act 2001 An Act to provide for the safety and suitability of food; and for other purposes.

Highways Act 1926 An act to provide for the appointment of a Commissioner of Highways and to make further and better provision for the construction and maintenance of roads and works; and for other purposes

Housing Improvement Act 1940

An Act to provide for the improvement of sub-standard housing conditions, to provide for housing of persons of limited means, to regulate the rentals of sub-standard dwelling/houses in the metropolitan area and in certain other parts of the State, and for other purposes.

Land and Business (Sale and Conveyancing) Act 1994

An Act to regulate the sale of land and businesses and the preparation of conveyancing instruments; and for other purposes.

Liquor Licensing Act 1997 An Act to regulate the sale, supply and consumption of liquor; and for other purposes.

Local Government Act 1999 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by infrastructure and Asset Management Plans for sustainable service delivery.

Native Vegetation Act An Act to provide incentive and assistance to landowners in relation to the preservation and enhancement of native vegetation; to control the clearance of native vegetation; and for other purposes.

Natural Resources Management Act 2004

An Act to promote sustainable and integrated management of the State’s natural resources; to make provision for the protection of State’s natural resources; and for other purposes.

Road Traffic Act 1961 Consolidates and amends certain enactments relating to road traffic and other purposes

South Australian Public Health Act 2011

An Act dealing with public and environmental health; to repeal the Health Act 1935, the Noxious Trades Act 1934 and the Venereal Diseases Act 1947; and for other purposes.

4. FUTURE DEMAND

4.1. Demand Forecast

The City of Port Lincoln is the largest regional city within the “West Coast” of South Australia and the second largest urban centre on Eyre Peninsula. It has developed significantly from its earliest settlement in the mid-nineteenth century into a major provincial business hub, administrative centre, and tourist destination.

The City of Port Lincoln measures 30 square kilometres in size and at the time of the 2011 census, there was a population of 14,086 people (Australian Bureau of Statistics, 2011 Census QuickStats).

Factors influencing demand for services and assets will include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, changes in our productive economy, agricultural practices, technological change, climate change, environmental awareness and changes to legislation.




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Photo 1: Aerial View of Port Lincoln

4.2. Greater Port Lincoln & Lower Eyre Peninsula Forecasts of Growth

In 2012 the City of Port Lincoln and the District Council of Lower Eyre Peninsula jointly developed the Greater Port Lincoln Structure Plan. The aim of the Structure Plan was to guide the future planning and development of the Greater Port Lincoln region over the next 10 to 20 years. Whilst the Structure Plan was not formally adopted by Council, the analysis and the information collected is sound and the Structure Plan will be used to guide Council’s planning policy initiatives.

The following extracted sections of the Structure Plan provide general guidance on likely growth and hence demand for services and assets, within the City of Port Lincoln and the Lower Eyre Region. Although these are regionally based statements, the information is relevant to the context of the City of Port Lincoln IAMP.

“The economic drivers for the City of Port Lincoln are primarily focused on the fishing, aquaculture, tourism and agricultural sectors. The expansion of the mining and mineral resource industry within the West Coast Region is anticipated to have a positive effect on both economic and population growth in the future.

There are four key drivers of change in future demand for the Lower Eyre Region. These are:

Mining sector

Tourism industry

Farming/Agricultural production

Aquaculture and Fishing industry

http://www.google.com.au/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=DLhwPEvk3enriM&tbnid=M9dLC3aHa-ZkvM:&ved=0CAUQjRw&url=http://www.interstateremovals.com.au/backloading-adelaide-to-port-lincoln/&ei=zURCUvLPG6-yiQfu4oC4DA&bvm=bv.53077864,d.bmk&psig=AFQjCNHlcqEQCGHQHj98yociswPQJu1sQw&ust=1380160887674150




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Mining

There is a growing mining industry in the Eyre Region, with several mining projects identified within or near the Greater Port Lincoln area. There are also opportunities for Graphite mining in proximity to Port Lincoln. Detailed studies and significant exploration is expected to place over the next few years as part of the potential development or expansion of mines in the region. Subject to the level of development, there is significant scope for employment, infrastructure, social, environmental and other effects on the region.

Tourism

The Eyre Region has a number of tourist attractions in areas such as scenery, nature reserves, beaches, coast and islands. Tourism for the Eyre Region generates over $168 million per annum. Tourism is largely focussed around coastal activities such as big game fishing, surfing, shark cage diving and world-class seafood.

Opportunities for the future growth of tourism will build on sustainable tourism, and will be assisted by improved airport facilities such as the Port Lincoln Airport upgrade. Additional tourist accommodation and facilities are identified as high priority by Regional Development Australia.

Agriculture and Farming

In the past, agriculture in the region has focussed on large-scale general farming though this is now supplemented by a growth in viticulture and intensive animal keeping. The Eyre region currently produces over 45% of SA’s wheat crops and 20% of barley crops. It is expected that grain production will increase by over 30% by 2020 – over 3 million tonnes of this will be exported. The region is also seeing growth of the horticulture industry and ‘value-adding’ industries. In future, the region will see the retention of primary production land for continued economic development and food security. There is a need to identify key primary production areas and develop the policies to support their retention, particularly to minimise conflict and encroachment from other land uses.

Aquaculture and Fishing Industry

Marine-based aquaculture is largely tuna and oysters, whilst land-based aquaculture is predominately abalone farming. Wild fisheries provide tuna for farming and 66% of the feedstock for the tuna farms in the Eyre region. Potential for a new fishing port facility at Proper Bay has been identified. This has strong support from the local fishing industry that currently operates from Lincoln Cove Marina and the wharf.”

4.3. Optimum Use of Existing Assets

Whilst there may be population growth, demographic change, technological and other factors that impact on future demand for assets, the current asset utilisation is yet to be formally measured to determine the extent to which Council’s assets are being productively used to their full capacity. This is typically measured as a percentage of an asset’s total capacity.




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The assessment of the capacity of existing assets to meet increases or changes in demand from future communities will be based on a review of current assets and their capacity for increased use, together with consideration of relevant asset planning benchmarks for regional urban centres.

The Improvement Plan (Part 6.3) includes the development of scenario forecasts for an ageing population and/or the effect of rapid population growth over a short time (eg, housing demand from major mining activity start-up), based on the underlying projected baseline growth rate identified in the Residential Development Plan Amendment (November 2015). This information, together with the Development Plan and Residential DPA supporting studies, will enable forward planning of additional infrastructure requirements taking into account the capacity of existing assets to help to meet forecast future needs.

Future amendments to the Development Plan and planning decisions for individual new developments which generate increased demand for services and assets, will also consider associated demands for community services and assets together with existing infrastructure capacity, and further inform any forecasts of future infrastructure requirements, either as part of or arising from the new development, for inclusion in future asset management planning.

4.4. Demand Factors, Projections and Impact on Services

4.4.1. Population Projections

The Age-Sex Population Projections by Local Government Area, 2011-2031, prepared by the Department of Planning, Transport and Infrastructure predict the Population of Port Lincoln will be 16,655 persons in 2031. Measured from the original 2011 projections, this represents a 6.6% total growth rate over a 20 year period. Population projections are simply estimates of the future size, age structure and geographic distribution of populations, based on particular assumptions about future fertility, mortality and migration. In particular it should be noted that policy, economic and societal changes may result in population outcomes different from those presented here.

Population growth within the District Council of Lower Eyre Peninsula adjacent to the City of Port Lincoln boundaries is likely to create additional demand for services and assets, unmatched by new rate revenue. While this demand growth emanating from just beyond the City’s boundaries is recognised, it is not yet clearly quantified, nor has an equitable and sustainable funding solution been established.

4.4.2. Ageing Demographic Changes

The following chart, based on the data within the Age-Sex Population Projections by Local Government Area, 2006-2026, reflects the projected movement in demographics for the Port Lincoln area.




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Chart 1: Demographics

In common with the rest of Australia and other developed countries, the Port Lincoln population is ageing, with the key drivers being low fertility rates and increased life expectancy.

The projections reflected in the chart above show an increase in the age groups within the 65 – 80 year old age range and a decrease in all of the age groups within the 15 – 55 year old age range.

Based on these projections, facilities and management regimes will be required to meet the needs of a generally older population with less demand for “active recreation” facilities from a younger population.

The requirement to identify changing future service and asset needs, including a “growth scenario” and an “ageing scenario” is included in the Improvement Plan to inform future strategic and asset planning.

4.4.3. Changes in Technology

Technology changes are likely to have some impact on the delivery of services through assets covered by this plan.

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%0-4

5-9

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69

70-74

75-79

80-84

85+

Port Lincoln City Council Projected Changes in Distribution of Ages per Population

2011 Persons

2016 Persons

2026 Persons




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New Construction Methods and Systems

Including automated construction techniques and modular building systems, new construction systems will have a significant impact on the re-construction of Council assets in the future. Given the long lives of some civil assets it is feasible that by the time they are due to be replaced, alternate and/or automated construction techniques will enable replacement for considerably less than current replacement cost.

Advances in Material Science

The useful lives of many civil assets could be significantly greater when replaced. Carbon nanotubes and graphene, for example, have far greater tensile strengths than steel and concrete, and structures built from them will be much lighter.

Renewable Energy

The cost of solar power has been dropping consistently over the past three decades and should this trend continue, particularly if supported by improved battery technologies for storing power, the operational cost of some assets will reduce (relative to a non-renewable energy scenario). This would also have a positive effect on Council’s carbon footprint, but would require the planned integration of alternative power solutions in asset renewal and creation and possibly increased up-front capital cost (subject to Return on Investment testing).

Advances in Technology

Together with the availability of a high-capacity broadband network and ‘software as a service’ options, continuously improving data management and network management systems are likely to enable Council to better and more pro-actively monitor the performance of key assets. This should support more efficient asset management, more timely maintenance intervention and reduced risk of critical failures.

4.4.4. Demand Management Plans

Demand management strategies provide alternative ways of meeting community service needs without the creation of new assets, thus deferring or reducing the need for new asset acquisitions. These strategies will need to maximise the utilisation of existing assets through consolidating services and activities and / or divesting assets that are surplus to requirements.

Demand for increased services will be managed through a combination of:

managing existing assets, upgrading of existing assets and providing new assets to meet demand and

implementing demand management practices, including non-asset solutions, proactively managing risks and addressing failures.




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A key principle in responding to growth-based service demand will be the maintenance of current (or otherwise specifically agreed) service levels while meeting the needs of a larger population.

Opportunities for demand management will be identified and considered in future revisions of this Infrastructure and Asset Management Plan, importantly informing future asset planning together with the current capacity and future demand forecasts discussed above.

Demand management strategies will be based on the following principles:

The use of existing facilities should be optimised to provide ratepayers with a value for money service. Options to dispose of certain assets or consolidate, co-locate services and/or user groups will be explored to reduce demand on Council’s limited resources and funds

An asset should be retained where it supports the delivery of Council’s core services. If Council has a particular asset that is more aligned to the responsibility (and means) of another tier of government, the private sector or a particular community group, then opportunities to transfer the responsibility (and/or the asset) to the relevant entity will be considered.

Assets that are in a poor condition and/or unsafe will be demolished and not replaced if there is no demonstrated ongoing need.

Where an asset with a high condition rating is required and the asset is not approaching the end of useful life, intervention (repair and part renewal) is preferred instead of complete replacement.

4.4.5. New Assets for a Growing City

New buildings and other community assets required to meet needs generated by the City’s growth will be acquired either through land developments or contributions to Council’s Community Infrastructure Fund. Council will meet increasing and changing demand on a financially sustainable basis by:

applying demand management strategies, and

renewing, optimising or upgrading existing assets

acquiring and/or developing new assets where required.

Following the adoption of the Strategic Directions Plan 2016-2026, Council, in 2016, adopted the Sustainable Projects Delivery Plan 2018-2027 which identifies a program of new and upgrade capital expenditure intended to enable the achievement of Council’s objectives over the ten year life of the Strategic Directions Plan. Key projects identified and to be reflected in the IAMP as new/upgrade capital projects include:

Port Lincoln Leisure Centre Redevelopment

Nautilas Arts Centre Upgrade




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PLEC Partnership Scheme

Stormwater Management Plan

Parnkalla Trail

In 2014, Council purchased key parcels of land in the Central Business District - the Flinders Theatre and Baptist Church sites – as a future consolidated site likely to be developed as a Civic Centre, Library, community spaces, Visitor Information Centre and possible other complementary uses, in response to future demand growth and asset renewal requirements. Investigation of options and feasibility for development of this site is committed in the Strategic Directions Plan 2016-2026

It is not expected that Council will acquire new filtration (water re-use) infrastructure through growth of the city, however, regional water security objectives may support the expansion of the filtration plant and equipment and/or extension of the distribution network. This should be achieved on a full cost recovery basis and reflected in asset and financial planning accordingly if/when such growth occurs.

Under the Development Act 1993, developments creating new allotments, must either provide a specified amount of open space or make a contribution to the Open Space Contribution Fund, guided by both the Development Plan and Council’s open space plan/s. Council has been steadily investing in improving the City's parks, reserves, sports grounds and public spaces such as the multi-stage Heritage Trail development, Whait Reserve, Wellington Square and Centenary Oval.

Council has undertaken a community consultation process to guide in the preparation of an Open Space Strategy in order to meet the needs of the community, ratepayers and visitors.

Following further consultation on a draft strategy, the adopted Open Space Strategy will ensure that public open space is managed and developed in a coordinated and sustainable way, to achieve maximum community and environmental benefits and will provide important guidance for the future planning, use, management, disposal and development of both existing open space assets and new spaces associated with future development and growth of the city.

Development and population growth will be linked to increased numbers and/or values of rateable properties, which in turn will generate new rates revenue, and hence the capacity to invest in and manage new and upgraded assets to meet the needs of the growing community. The development of scenario-based forecasts of demand growth and new asset solutions should also have regard to the required Long Term Financial Plan provisions for capital and operational expenditure and revenues, to ensure that future asset planning is sustainable.




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5. STRATEGY

The following section details how Council proposes to manage and operate the assets at the planned levels of service while optimising life cycle costs.

5.1. Asset Condition

Asset Condition is a measure of the health of an asset and is a key parameter in determining remaining useful life and predicting when an asset needs to be repaired or renewed. Condition rating is also an indicator of how well the asset is able to perform its function.

Measuring, recording and understanding asset condition is a key to successful Asset Management and good Asset Management Practice.

There are many factors that affect an asset’s condition:

Age

Environment

Maintenance history

How well it is treated by the community

How much use it gets

It is important to regularly assess asset condition to identify those assets that are not performing satisfactorily and the reasons why; to help predict when an asset will reach the end of its useful life; to determine what remedial works need to be performed to return an asset to satisfactory condition; and to gather information to predict potential future asset failures.

Asset condition is calculated using a 1 – 5 rating system. The condition rating is based on remaining useful life and condition as a measurement. To reduce the requirement for regular capital upgrades, Council aims to maintain its building, recreation and other community assets to a condition rating of 1, 2 or 3 through long term planning and proactive maintenance.

Table 7: Condition Rate Scale

Rating Description of Condition

1 New or as new condition

2 Very good condition / well maintained

3 Minor maintenance required.

4 Substantial maintenance or restoration required.

5 Unserviceable / approaching obsolescence. Also reflects assets which are approaching technical, functional, style or legal obsolescence.




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The condition of most assets will deteriorate over time, with a corresponding reduction in the level of service that they provide to the community. The timing of planned renewal works to any asset to return it to a satisfactory condition depends on the acceptable level of risk, serviceability and community expectations.

Some assets, although they remain serviceable and are in reasonably good physical condition, may be outdated from an economic development or tourism perspective, and therefore the desired service level may cause the asset to be prioritised for renewal earlier than the useful life or the condition may warrant.

The condition assessment of Council’s assets for this Plan was based on the Residual Life / Estimated Useful Life remaining as reflected in the Asset Register, with the average condition rating of Council’s building, recreation and other community assets being assessed at 2.3.

The following table provides a breakdown of the condition of Council’s building, recreation and other community assets by category.

Condition rating in this manner is not shown in this IAMP for the following asset groups:

Bridges

Historic Buildings

Water Reuse system

Stormwater Infrastructure

Road Bases

Kerbing

Other – Other Community Assets

Table 8: Roads, Buildings and Other Community Assets Condition Rating by Category (based on the Asset Register)

ASSET BY CATEGORY 1 2 3 4 5

AVERAGE RATING (1 - 5)

ROADS – SEALED COLLECTOR 47% 9% 38% 5% 1% 2.03

ROADS – SEALED NON-CONNECTOR 47% 7% 41% 4% 0% 2.04

UNSEALED ROADS 13% 19% 63% 6% 0% 2.63

CARPARKS 14% 33% 53% 0% 0% 2.39

FOOTPATHS - CBD 19% 66% 13% 1% 0% 1.97

–FOOTPATHS - RESIDENTIAL 14% 76% 10% 0% 0% 1.97

PLAYGROUNDS 14% 48% 29% 10% 0% 2.33

SPORTING SURFACES 15% 31% 38% 0% 15% 2.69

TOILET BLOCKS 14% 42% 39% 3% 3% 2.39

SHEDS 12% 19% 53% 9% 7% 2.81

OTHER BUILDINGS 22% 39% 36% 1% 2% 2.22




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5.1.1. Community Consultation Survey

A Community Consultation Survey was carried out over the period December 2016 to January 2017. A range of Community responses covering 5 different choices from “No-way” to “Too Good” were invited with respect to the satisfaction level with 11 different asset types. This 5 level scale was correlated to the technical asset condition ratings (5 to 1) used by Council.

Table 9 below sets out the community responses based on the correlation method above.

Table 9: Roads, Buildings and Other Community Assets Condition Rating by Category based on the Community Consultation survey results.

ASSET BY CATEGORY 1 2 3 4 5 AVERAGE RATING

(1-5)

ROADS - SEALED COLLECTOR 0% 28% 36% 35% 1% 3.10

ROADS - SEALED NON-COLLECTOR 0% 18% 45% 36% 1% 3.20

UNSEALED ROADS 0% 2% 39% 49% 10% 3.66

CARPARKS 0% 24% 35% 33% 8% 3.25

FOOTPATHS - CBD 0% 28% 37% 29% 6% 3.13

FOOTPATHS - RESIDENTIAL 0% 8% 20% 52% 19% 3.82

PLAYGROUNDS 0% 31% 25% 36% 7% 3.19

SPORTING SURFACES 4% 40% 42% 14% 0% 2.68

TOILET BLOCKS 0% 6% 30% 46% 18% 3.76

SHEDS 1% 14% 65% 19% 0% 3.02

OTHER BUILDINGS 0% 12% 61% 25% 1% 3.16

Table 10 below summarises Council’s Condition Rating by asset class compared to the Community Survey rating by asset class.

Table 10 : Roads, Buildings and Other Community Assets Condition Rating by Category (comparison between Asset Register and Community Survey Results)

ASSET BY CATEGORY CONDITION RATING -

ASSET REGISTER CONDITION RATING - COMMUNITY SURVEY

ROADS - SEALED COLLECTOR 2.03 3.10

ROADS - SEALED NON-COLLECTOR 2.04 3.20

UNSEALED ROADS 2.63 3.66

CARPARKS 2.39 3.25

FOOTPATHS - CBD 1.97 3.13

FOOTPATHS - RESIDENTIAL 1.97 3.82

PLAYGROUNDS 2.33 3.19

SPORTING SURFACES 2.69 2.68

TOILET BLOCKS 2.39 3.76

SHEDS 2.81 3.02

OTHER BUILDINGS 2.22 3.16




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The Community was asked “How important is it that these assets are always kept in a satisfactory condition?”

Table 11: Roads, Buildings and Other Community Assets Condition Rating by Category: Importance Rating based on Community Consultation Survey results.

SURVEY - IMPORTANCE RATING

Very Important Somewhat Important

Not Important

Roads - Sealed Collector 82% 18% 0%

Roads - Sealed Non-Collector

53% 46% 1%

Unsealed Roads

51% 43% 6%

Carparks

52% 43% 5%

Footpaths - CBD

80% 20% 0%

Footpaths - Residential

59% 41% 0%

Playgrounds

67% 30% 2%

Sporting Surfaces

51% 43% 6%

Toilet Blocks

84% 16% 0%

Sheds

11% 61% 28%

Other Buildings

18% 66% 16%




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The Community was asked to rate samples of individual assets as to whether they were “Good Enough” or “Not Good Enough.” These were assessed against the Asset Register Condition Rating for that particular asset and then assessed against the Asset Class as a whole.

Road Surface - Collector

Asset Register Condition Rating 3

Community Survey Results Good Enough Not Good Enough

97.59% 2.41%



66.27% 33.73%

Total Asset Class Weighted Average Condition Rating

Council Rating Survey Rating

2.03 3.10




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Road Surface - Non-Collector



92.77% 7.23%



93.98% 6.02%



2.04 3.20




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Unsealed Roads



66.27% 33.73%



45.78% 54.22%



2.63 3.66




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Carparks



61.45% 38.55%



2.39 3.25




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CBD Footpaths



78.31% 21.69%



89.16% 10.84%



1.97 3.13




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Residential Footpaths



16.87% 83.13%



81.93% 18.07%



1.97 3.82




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Playgrounds



74.70% 25.30%



22.89% 77.11%



2.33 3.19




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Sporting Surfaces



91.57% 8.43%



92.77% 7.23%



2.69 2.68




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Toilet Blocks



50.60% 49.40%



54.22% 45.78%



2.39 3.76




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Sheds



38.55% 61.45%



95.18% 4.82%



2.81 3.02



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n:\scan\kylie.jericho\7.7.1.8 final20172 infrastructure & asset management plan 2018_2027 adopted 20170320.docx

Other Buildings



72.29% 27.71%



66.27% 33.73%



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Other Buildings



75.90% 24.10%



2.22 3.16

5.1.2. Community Survey Conclusion

The Community Survey reflects that the Community expectation regarding the condition of Council assets is predominantly in line with the asset condition rating as measured by Council. Although there were slightly greater divergences with the Residential Footpaths, Toilet Blocks and Unsealed Roads asset classes, these were considered to be within acceptable tolerance levels as they were within the Service Level Condition Rating band of 3.

5.2. Asset Capacity and Performance

Council’s planned service levels include management of assets to meet relevant design standards where these are available.

The following service deficiencies were identified from staff consultation and knowledge, requests from user groups and the general public, condition ratings of 4 & 5 as assessed following asset revaluation and condition assessments:



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Table 12: Known Service Performance Deficiencies

Location Service Deficiency

2 x storage sheds at the rear of the Mill Cottage in Flinders Park

In poor condition In IAMP for replacement in 18/19

Arteyrea Hall fit out Numerous deficiencies internally Past useful life in 2016/17. In IAMP for renewal in 2017/18

Skate Park Fence Needs urgent replacement. Incorporated as part of redesign work currently being reviewed.

Not in IAMP but replacement planned for 17/18.

Mena Place playground No longer at desired Service Level In IAMP for renewal in 19/20.

Seaview Pk playground No longer at desired Service Level In IAMP for renewal 17/18. Open Space Strategy to determine priorities.

Nelson Square playground No longer at desired Service Level In IAMP for renewal 18/19.

Ravendale irrigation system No longer at desired Service Level Not in IAMP but replacement planned for 17/18

Kirton Oval clubroom facilities - FITOUT

No longer at desired Service Level Not due for renewal in Asset Register, but included in IAMP Appendix A as New/Upgrade Capital Expenditure for 2019/20 & 2020/21.

Kirton Oval- storage shed No longer at desired Service Level Not due for renewal in Asset Register, but included in IAMP Appendix A as New/Upgrade Capital Expenditure for 2019/20 & 2020/21.

Nelson Square tennis courts. No longer at desired Service Level Past useful life 2014/15. In IAMP for renewal in 19/20, which may be for alternative recreational use.

Windsor Ave/Coronation Pl clubrooms and tennis courts.

No longer at desired Service Level Non replacement

Former ladies bowling clubroom and bowling green.

No longer at desired Service Level Non replacement

Flinders Theatre. Due for renewal 2024/25 Site to be investigated for major Civic and related redevelopment

Baptist Church. Due for renewal 2019/20 Site to be investigated for major Civic and related redevelopment



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5.3. Asset Valuations

Land, Buildings, Other Community Assets and Filtration classes of assets were re-valued by Liquid Pacific as at 1 July 2014. Roads, Kerbing and Footpaths were re-valued by Tonkin Consulting as at 1 July 2013. Stormwater and Bridges classes of assets were re-valued by Maloney Field Services as at 1 July 2011. Furniture & Fittings, Plant & Equipment and Library Books are valued under the cost model and therefore are not required to be revalued. The value of assets as at 30 June 2016 covered by this Asset Management Plan is summarised below which is an extract from Council’s Annual Financial Statements 2015-16 (Note 7).

Table 13: Asset Register Values for Assets and Infrastructure, 2016



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5.4. Risk Management Plan

5.4.1. Council’s risk framework

Risk has been considered in the context of the Infrastructure and Asset Management Plan for the following reasons:

To target maintenance plans, capital plans and investigations

To enable condition assessment to be focused on the critical mode of failure

To recognise the reduction or avoidance of risk needs as a benefit when

making decisions

To balance the cost of actions to reduce risk against benefits achieved.

A risk is defined as:

any threat that can potentially prevent us from meeting our objectives

any opportunity that is not being maximised to meet our objectives. Council has a comprehensive corporate Risk Management Framework based on Australian Standard AS4360:2005 applying the key identification, measurement, assessment, recording and reporting requirements. This includes documentation and guidelines, management processes and a formal Risk Management System (register). The Risk Management Framework addresses high level risks for corporate level risk analysis. Risk management activities also apply to risks associated with asset delivery, maintenance and operations.

5.4.2. Risk management processes

The Risk Management Framework outlines the implementation strategy and processes for:

identifying risks

analysing risks

evaluating risks

treating risks

communication and consultation

monitoring and reviewing.

This is designed to ensure:

significant organisational and operational risks are identified and managed

the highest and most important risks are prioritised and addressed



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risk controls are monitored and treatments are implemented that establish

acceptable risk levels

risk management responsibilities are allocated and understood.

5.5. Maintenance Plan

Routine maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again. Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition.

Council owned Buildings, Recreation and other Community Assets that are leased to third parties include a provision that the occupant is responsible for ongoing maintenance.

Maintenance includes reactive, planned and cyclic maintenance work activities.

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

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

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

Maintenance expenditure levels are considered to be adequate to meet Council’s planned service levels. Assessment and prioritisation of reactive maintenance is undertaken by qualified and experienced Council staff based on the asset’s service level standards.

Cost estimates for Maintenance are shown for the group of assets in each Part.

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

Maintenance is funded from Council’s operating budget.

5.5.1. Standards and Specifications

Maintenance work is carried out in accordance with the applicable Australian Standards and manufacturer’s requirements for proprietary products.



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5.6. Renewal/Replacement Plan

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

5.6.1. Renewal Plan

The asset renewal works program is fundamentally formed by the Asset Management Plan Projected Capital Renewal Works Program, which is then refined and prioritised based on community feedback and staff assessment. Renewal projects are prioritised having regard to available funds and considered in Council’s strategic planning and Annual Business Plan and budget preparations.

The required level of expenditure for groups of Assets will vary from year to year and will reflect:

Age of assets

Condition of assets

Ongoing maintenance requirements and economic viability of continuing to maintain the asset(s)

Risk of failure and probable loss or damage as a result of inaction

Potential alignment to the renewal or upgrade of other assets in the same location.

5.6.2. Renewal standards

All materials used in the maintenance and repair of buildings, recreation and other community assets will comply with relevant standards, legislation and guidelines. All maintenance and work will be carried out in accordance with the applicable Australian Standards, Building Codes and Work Health and Safety legislation, regulation and guidance notes.

5.6.3. Summary of future renewal expenditure

Projected capital renewal expenditures are based on Remaining Useful Life as of 30 June 2016 and all costs are shown in present dollar values. Remaining useful life of Building, Recreation and Other Community Assets was assessed during the revaluations undertaken by Liquid Pacific in July 2014 and is determined according to asset condition. Council staff have also reviewed the useful life of a number of assets in preparing this plan and made adjustments accordingly.

Projected capital renewal expenditures are forecast to increase over time as the asset stock ages.



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It is evident that projected renewal expenditure has peak periods where either a large volume of assets, and/or individual high value assets are forecast for renewal. These forecast asset renewal peaks will need to be considered in the context of Council’s adopted Long Term Financial Plan at any time with the objective of ensuring sustainable funding of asset renewal requirements, ideally on a predictable and annually consistent basis.

The practical projection of asset renewal programs aligned to a financially sustainable LTFP may lead to refinement of this Asset Management Plan’s projected renewal program, however it should not reduce the total projected renewal investments over a medium term rolling cycle.

Renewals are to be funded primarily from Council’s capital works program and supplemented by grants and funding. The Projected Capital Renewal Program for each Asset Class is summarised in the applicable Chapter with details in the relevant Appendix.

5.6.4. Assets identified for non renewal

Assets identified for non-renewal are included in Part 1 (Buildings) and Part 2 (Other Community Assets) and summarised in Appendix C.

Council will give consideration to disposal of surplus assets, should the possible development of a joint use Civic and community centre proceed. A number of other operational buildings may be consolidated, re-used and/or disposed of to assist with funding the development.

Council plans to identify surplus assets for possible gifting to community and sporting clubs and will address this in future revisions of this plan.



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5.7. Acquisition and Upgrades of Infrastructure and Assets

New and upgrade works are those works that create new infrastructure and assets that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. New infrastructure, assets or services or service levels may result from growth, social or environmental needs and should be carefully considered in the context of community need, strategic purpose, planned service levels and financial sustainability. Some infrastructure and assets may also be acquired at no initial capital cost to the Council in particular through the land development process.

5.7.1. Selection criteria

Projects for new infrastructure and assets and upgrade/expansion of existing infrastructure and assets are identified primarily from proposals identified in the Strategic Directions Plan and Council’s other strategic plans. Community requests, Council decisions and partnerships with other organisations may also lead to the acquisition or creation of new or upgraded assets. Potential new capital projects will be prioritised through alignment with Council’s Strategic Directions Plan for consideration in Annual Business Plan and Budget formulation, with reference to Council’s Community policies; Asset Management 7.63.10, Prudential Management 9.63.24 and Treasury Management 7.63.9, and to Long Term Financial Plan capacity.

5.7.2. Standards and specifications

Standards and specifications for new assets and for upgrade/expansion of existing assets will be within the required Australian Standards.

5.7.3. Summary of future upgrade/new assets expenditure

Financial capacity for planned upgraded or new asset expenditures is confirmed in Council’s Long Term Financial Plan. This Plan includes the scope of anticipated upgrade and new capital works shown in Appendix A, which in turn is based on:

Key projects identified by Council from the Strategic Directions Plan 2016-2026, supported by the Sustainable Projects Delivery Plan 2018-2027

Updated information on PLEC and Stormwater management works

Estimated costs in Appendix A are shown in present values and subject to cost indexation when shown in the relevant tables and Long Term Financial Plan.

New and upgraded assets are to be funded from Council’s capital works program, grants and funding partnerships where available.

http://www.portlincoln.sa.gov.au/webdata/resources/files/7_63_10.pdf

http://www.portlincoln.sa.gov.au/webdata/resources/files/9.63.1.9.63.24%20Prudential%20Management%2020120604.pdf

http://www.portlincoln.sa.gov.au/webdata/resources/files/9.63.1.9.63.24%20Prudential%20Management%2020120604.pdf

http://www.portlincoln.sa.gov.au/webdata/resources/files/9_63_1_7_63_9_Treasury_Management_20110606.pdf



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5.8. Financial Summary

This section summarises the financial implications resulting from all the planned asset actions presented in the previous sections of this Infrastructure and Asset Management Plan. The financial projections will be refined in response to updated condition rating, useful life and replacement value data, as planned service levels change and when new assets are created or received for Council’s future operation.

5.8.1. Sustainability of Service Delivery

There are two key indicators for financial sustainability that have been considered in the analysis of the services provided by this asset category:

long term life cycle costs

medium term costs over the 10 year financial planning period.

5.8.2. Long term - Life Cycle Cost

There are two key indicators of cost to provide infrastructure and assets including roads, buildings and other community assets. The life cycle cost, being the average cost over the life cycle of the asset and the total maintenance and capital renewal expenditure required to deliver existing service levels in the next 10 years covered by Council’s Long Term Financial Plan.

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

Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision through assets. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals.

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

A sustainability index of 1.0 should ideally be achieved.

5.8.3. Medium term – 10 year financial planning period

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



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This may be compared to existing or planned expenditures in the period to identify any gap. In the Infrastructure and Asset Management Plan, a gap will generally reflect asset renewal costs that are not adequately funded.

Planned capital renewal expenditure is based on the renewal expenditure amounts provided in the LTFP 2018-2027. The tables in each Asset Class chapter are shown in present value dollars with the estimated Local Government Price Index for capital expenditures applied (LGPI). The current LTFP 2018-2027 (Version 1) is currently fully aligned to l reflect the asset expenditures projected in this IAMP.

The projected asset renewal expenditure required compared to planned renewal expenditure in the planning period is shown by Asset Class in the relevant Chapter.

Delivery of sustainable services at planned service levels will require the projected asset renewals to be funded annually by the planned renewal capital works programs.

Council will manage any ‘gap’ between IAMP projected expenditures and LTFP planned expenditures by reviewing and revising the Infrastructure and Asset Management Plan to provide guidance on future service levels and the resources required, together with consideration of planned operating expenditures and revenues.

5.9. Funding Strategy

Projected expenditure identified throughout the plan, is to be funded from Council’s operating and capital budgets. The annual funding strategy will be detailed in Council’s Annual Business Plan each year.

Major projects may attract external funding from other levels of Government or partnerships opportunities. Generally the revenue from these sources is budgeted when the funding is approved or reasonably guaranteed, but the LTFP contains some assumptions on partner and grant revenue linked to identified projects. This will require careful review to confirm the project-linked revenues prior to budget commitments.

Review and consolidation of Council assets may also provide a funding source for new and upgrade infrastructure projects. Sale of assets as funding for renewals works is not sustainable.

5.10. Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from creation and acquisition by Council and from assets constructed by developers and others and donated to Council.

5.11. Key Assumptions made in Financial Forecasts

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



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

All figures are in present year value. Where indicated in the Tables, the following cost indexation has been applied to forecast values for capital expenditure:

LGPI Recurrent + Capital

2017-18 1.50%

2018-19 1.90%

2019-20 2.30%

2020-21 2.60%

2021-22 3.30%

2022-23 3.30%

2023-24 3.30%

2024-25 3.30%

2025-26 3.30%

2026-27 3.30%

These indexations are consistent with the LTFP 2018-2027 (document reference N20173657) and are linked to forecast changes in CPI.

Present service levels as set out in this plan will remain constant over the life of the IAMP.

Expenditure figures for Actual Capital Renewal for years 2015-16 and 2016-17 are reflective of the Annual Financial Statements for 2015-16 and the latest budget review of the 2016-17 financial year being the February 2017 budget review. From 2017-18 onwards the data is based on Council’s Asset Register renewal data. Some additional data is included in these figures dependent on what assumptions have been included in the latest iteration of the Long Term Financial Plan.

Expenditure figures for Actual Capital Upgrade and New Capital Expenditure for years 2015-16 and 2016-17 are reflective of the Annual Financial Statements for 2015-16 and the latest budget review of the 2016-17 financial year being the February 2017 budget review. From 2017-18 onwards the data is based on forecast upgrade and new capital expenditure included in the Strategic Directions Plan 2016-2026, as supported by the Sustainable Projects Delivery Plan 2018-2027 and further reflected in the Appendix A schedule.

All new assets will require maintenance from day one. However, this is not normally the case as maintenance costs are not normally incurred until a couple of years into the life of assets.

All assets are to be replaced at the end of their useful life, as estimated in the Asset Register, with two exceptions:

The road reseal program is determined by condition – based assessment using the Road Surface Manager software (rather than using financial data to determine the road reseal program) and



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Assets identified for non-renewal where there is no planned alternate community asset identified, are not included in the “planned for renewal” tables.

Accuracy of future financial forecasts may be improved in future revisions of this Infrastructure and Asset Management Plan by the actions identified within the Improvement Plan section.

6. FUTURE DIRECTION

6.1. Where Do We Want To Be?

The demand for Council to provide, upgrade and renew assets is increasing both in number and value according to many factors. The community expects a variety of services to be available, the cost of providing services is continually increasing, the standard of assets is expected to improve and changes in the number and composition of the local and regional population are all contributing factors.

The key strategies reflected in the IAMP are aligned to the Financial Sustainability Principles of the Long Term Financial Plan, ie:

Service continuity, through asset operation, maintenance and renewal

Demand management to optimise use of existing assets and minimise creation of new assets to meet increasing community needs.

Upgrade of existing, or the acquisition of, new assets to meet new needs due to both the growing community and new service scope.

The Sustainable Projects Delivery Plan 2018-2027 identifies the new and upgrade capital projects that will support Council’s Strategic Directions 2016-2026 objectives. The project priorities will be reviewed from time to time and new developments and demands will also contribute to new assets that are not currently ‘planned’.

6.2. Performance Measures

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

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

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



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6.3. Infrastructure and Asset Management Improvement Plan

6.3.1. Overview

Infrastructure and asset management that is based on lifecycle monitoring requires the establishment of sound practices, ways to improve those practices and ways to monitor the asset management systems.

Infrastructure and Asset management practices can be grouped into:

processes, ie methods, analyses and techniques used in achieving life cycle asset management

information systems, ie supporting technology layers that assist collection, storage, manipulation, interrogation and analyses of asset management information

data such as asset specific data that supports management and decision making.

To manage our assets there is a need to:

identify key asset management practices

review and identify gaps by defining current and desired situations

develop improvement plans and initiatives

monitor and review our practices, improvement plans and the Framework.

Once key practices are identified an assessment on how well current practice are working and what the desired business practice would be can be undertaken. The level of resources required to invest to achieve the preferred position (cost, responsibility and timeline) can be determined. This results in an Infrastructure and Asset Management Improvement Plan which details projects to improve current asset management processes, systems and data.

The Infrastructure and Asset Management Improvement Plan generated from this Infrastructure and Asset Management Plan is shown below.

Table 14: Improvement Plan for City of Port Lincoln Asset Management

Task Responsibility Resources Required

Timeline

Review the IAMP levels of service, performance measures, performance targets and current performances in line with Financial Sustainability Information Paper 26 – Service Range and Levels

Manager Finance and

Business

[SFO, MO, MCI]

2018/19

Assess the city’s future infrastructure and asset needs to form the basis of future asset and financial planning,

Exec Director Development

&

$10,000 (Phase 1)

2018/19



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including:

Develop forecasts for baseline growth, "ageing

population" and "economic growth" scenarios of

population growth and associated service demand

(including demand from residential communities in

DCLEP adjacent to Port Lincoln)

Consider ‘demand management’ impacts on the need

for new/upgrade assets

Identify the key requirements for additional

infrastructure and asset capacity to meet the future

demand scenarios

Consult with building and recreation asset users in

relation to current and desired levels of service, current

use/occupancy levels and capacity for activity growth

within existing asset constraints

Undertake a strategic review of existing building and

recreation assets to identify opportunities and

constraints to future activity growth

Forecast expected new/upgrade infrastructure and

asset requirements based on the demand scenarios and

existing capacity findings

Consider long term financial sustainability including

capital and operating costs, asset creation or funding by

developers, and capital and operational revenues

Environmental Services

[MFB, MO, MCI,

SFO, P+BO]

Review opportunities to feasibly increase energy and water efficiency and renewable energy use in Council assets

Manager Community

Infrastructure $10,000 2017/18

Document and quantify (as best as feasible) Demand Management strategies for inclusion in the IAMP and integration into Council’s operational management of assets

Manager Finance and

Business

[MO, MCI, P+BO]

2019/20

Review and refine the IAMP renewal works provisions to accurately reflect the respective responsibilities of Council and sporting facility lease holders for asset renewals.

Manager Community

Infrastructure [P+BO] 2016/17

Incorporate relevant recommendations from the Climate Change Adaption Plan

Manager Finance and

Business

[EDDE, SFO, MO,

MCI] 2017/18

Confirm the requirements and process of the annual review of the IAMP, as opposed to the comprehensive review required every 4 years

Manager Finance and

Business [SFO] 2017/18

Develop a process for assessing assets transferred to Council in association with new development, and reflecting future related costs to Council in the IAMP and LTFP (eg, open space, roads, drainage)

Manager Finance and

Business

[EDDE, SFO, MO,

MCI] 2017/18

Develop a process/procedure to enable assets to be ‘componentised’ and the useful life of each component identified in the Asset Register

Manager Finance and

Business

[MCI, MO, SFO, FAA]

2017/18



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Undertake a 20 year forward forecast of asset renewal Manager

Finance and Business

[MCI, MO, MFB, SFO,

FAA] 2017/18

Undertake a review of the future management and asset renewal requirements in the marina area

Exec Director Development

& Environmental

Services

$20,000

[MCI, MCO, EHO]

2018/19

6.4. Monitoring and Review Procedures

6.4.1. The process

Council’s asset management improvement planning is based on a continuous improvement philosophy. The following outlines our current approach:

1. establish the Infrastructure and Asset Management Plan based on current knowledge (assets, processes, systems)

2. identify asset information gaps and identify processes to fill the gaps

3. review existing processes and systems

4. identify opportunities to improve processes and systems and implement improvements

5. review Infrastructure and Asset Management Improvement Plan.

Steps 1-5 form a continuous improvement cycle. While each class asset management plan is at a different level of sophistication they are all generally at step 4 of the first improvement cycle.

6.4.2. Monitoring and review procedures

The infrastructure and asset management planning structure is dynamic and both responsive and informative to the LTFP and Strategic Directions Plan. The Infrastructure and Asset Management Plan will be updated regularly when new information is available (eg after revised data collection projects or changes to lead documents). Following the regular detailed condition assessments and full revaluation for each asset class, the plans will be formally reviewed.

The flow chart diagram below shows the relationship between the Infrastructure and Asset Management Plan, relevant data inputs, and Council’s Strategic Directions Plan and LTFP.



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Figure 2: IAMP data inputs and Strategic Management Plan relationships



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7. GLOSSARY

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

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

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

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

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

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

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

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

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

Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal,

expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital funding Funding to pay for capital expenditure.

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

Capital investment expenditure See capital expenditure definition

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

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

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

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

Class of assets See asset class definition

Component



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

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

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

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

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

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

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

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

Economic life See useful life definition.

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

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

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

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

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

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

Investment property Property held to earn rentals or for capital appreciation or both, rather than for:

(a) use in the production or supply of goods or services or for administrative purposes; or

(b) sale in the ordinary course of business (AASB 140.5)

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

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

Life Cycle Expenditure ** The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Costs to give an initial indicator of life cycle sustainability.

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

Maintenance and renewal gap



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

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

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

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

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

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

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

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

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

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

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

Rate of annual asset renewal*

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

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

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

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

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

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

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

Renewal See capital renewal expenditure definition above.

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

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

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

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

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



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

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

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

Useful life Either:

(a) the period over which an asset is expected to be available for use by an entity, or

(b) the number of production or similar units expected to be obtained from the asset by the entity.

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

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

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

8. ABREVIATIONS AAAC Average annual asset consumption

ARI Average recurrence interval

BOD Biochemical (biological) oxygen demand

CRC Current replacement cost

DA Depreciable amount

DoH Department of Health

EF Earthworks/formation

IAMP Infrastructure & Asset Management Plan

IRMP Infrastructure Risk Management Plan

MMS Maintenance management system

LTFP Long Term Financial Plan

PCI Pavement condition index

RV Residual value

SS Suspended solids

VPH Vehicles per hour



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9. REFERENCES, STANDARDS & GUIDELINES

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

IPWEA, NAMS.PLUS Asset Management- A Guided Pathway

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering

City of Port Lincoln Strategic Directions Plan 2016-2026

City of Port Lincoln Sustainable Projects Delivery Plan 2018-2027

City of Port Lincoln Long Term Financial Plan 2018-2027

City of Port Lincoln Policy Documents Internal Control Policy 7.63.5

Asset Management Policy 7.63.10

Risk Management Policy 18.63.5

Risk Management Procedure 9.87.1.22

Service and Program Reviews Policy 18.63.7

City of Port Lincoln, Stormwater, London Street Bridge, Footpaths, Kerbing, Road Base and Road Surface review, Tonkin Consultants

City of Port Lincoln, Land, Building, Filtration and Other Community Assets review, Liquid Pacific

City of Port Lincoln Annual Business Plan & Budget Framework PROC345

December 2016 Budget Review

Audited Annual Financial Statements 2015/16

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



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PART 1

BUILDINGS



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10. BUILDING ASSETS

Table 15: Buildings Key Data and Information KEY DATA DETAILS

Total Replacement Cost at 30 June 2016 $42,819,639

Total Written Down Value at 30 June 2016

$23,606,148

Replacement Cost until 2026-27 $7,292,428

Average Useful Life (assets ≤ 2026-27) 25.91 Years

Value and number of Assets past Useful Life (Refer Appendix C & D)

$193,400 (3 Assets)

Examples of Building Assets Arteyrea Storage Shed, North Shields Cemetery Shed, Mill Cottage (Flinders Park), Flinders Park toilet block, Centenary Oval Change Rooms, Nautilus Theatre

Main Findings Council owns more that $42 million of building assets within the City. > 45% of the assets' replacement cost has been written down to date

> Assets not planned for renewal total $353,030, made up of Arteyrea Paint shed, Coronation Reserve Tennis Clubrooms Fitout and Coronation Reserve Storage Shed, Baptist Church Fitout, Bowling/ OSHC clubrooms and shed.

> Key renewal works Resource Recovery Centre; Nautilus Arts Centre fitout; fitouts at Bedford building, Arteyrea, Senior Citizens building, Calisthenics Club.

Budget Implications > Renewal : Projected, $6,1M; Planned (funded), $6.1M > New/upgrade : Projected, $5.0M; Planned (funded), $5.0M. > Port Lincoln Leisure Centre includes $3.7m expansion works planned for 2017/18.

Maintenance Programs > On-going Maintenance projected at approximately $250k per year



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Based on the asset listing data shown in Appendix D, the Chart below shows the current value of buildings and the current written down value of building assets.

Chart 2: Current value of buildings against written down value of buildings

$42,819,639

$23,606,148

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

1

Current Value

Written Down Value

Buildings at 30 June 2016



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10.1. Standard Service Levels

Table 16: Standard Service Levels - Building Assets Key Performance Measure Level of Service Performance Measure Process Performance Target

COMMUNITY LEVELS

Legislative Compliance To ensure compliance with relevant acts and legislative requirements

Review of compliance requirements

Full compliance

Safety To provide safe access and amenity

Review of compliance requirements and risk assessment

Full compliance

Customer Satisfaction To provide assets that meet customer requirements and expectations in relation to accessibility, form and function

Conduct community survey in relation to asset provision

Greater than 80% satisfaction level of users of facilities

TECHNICAL OR OPERATING

Condition To provide the asset base in a good condition that is safe, aesthetic, fit for purpose and meets customer expectations

To complete progressive condition audit in conjunction with risk assessment

90% of assets to have a condition rating of fair to excellent (3,2 or 1)

Performance To respond to customer requests consistent with corporate standards and service agreements

Periodic reports on customer request turnaround times and customer satisfaction feedback forms

Level of overall customer requests monitored

90% of customer requests to be processed within agreed timeframes

10% reduction in reactive customer requests per annum

Performance To ensure the assets perform cost effectively and provide adequate service to the community

Performance analysis

Level of service reviews and audits

Individual asset groups to meet identified needs

Design and Capacity Level to provide assets that meet required service levels and standards, design standards and specifications

Endorsed service standards and specifications for the building and maintenance of assets

100% compliance



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10.2. Maintenance Expenditure

The following table shows maintenance expenditure trends for Building assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 22%

Planned 60%

Cyclic 18%

Table 17: Maintenance Expenditure Trends

Year Buildings Maintenance Expenditure

Reactive Cyclic Subtotal Planned Total

2014-15

$69,797 $57,106 $126,903 $190,355 $317,258

2015-16

$57,162 $46,769 $103,931 $155,896 $259,827

2016-17

$64,879 $53,083 $117,961 $176,942 $294,904

Total $191,838 $156,958 $348,796 $523,193 $871,989

Average $116,265 $174,398 $290,663

Chart 3: Building Assets Maintenance Expenditure

$127 $104 $118 $120 $122 $126 $130 $134 $138 $143 $148 $153 $158

$190

$156 $177 $180 $184 $188 $195 $201 $208 $214 $222 $229 $236

$0

$50

$100

$150

$200

$250

$300

$350

$400

$450

Planned Expenditure Reactive + Cyclic Expenditure

Expenditure on Maintenance of Assets $'000



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10.3. Assets Identified For Non-Renewal

The following assets (in some cases, ‘components’) have been identified for renewal within the ten year timeframe of this IAMP, but have been identified for ‘non-renewal’ when due for replacement. They will continue to be maintained through minimal operational expenditure whilst there is still community members’ use continues.

If these buildings are ultimately replaced or renewed, then re-used for a different purpose than the original, the expenditure would be treated as ‘new/upgrade’ capital expenditure.

Asset Code Asset Group Asset Name Year for Renewal

Value

B0007FV BUILDINGS ARTEYREA - PAINT SHED 2014/15 $ 4,800.00

B0136FITFV BUILDINGS CORONATION RESERVE - TENNIS CLUBROOMS - FITOUT 2015/16 $ 27,500.00

B0304FITFV BUILDINGS BAPTIST CHURCH - FITOUT 2019/20 $ 7,530.00

B0130FV BUILDINGS CORONATION RESERVE - STORAGE SHED 2019/20 $ 8,700.00

2019/20 $ 16,230.00

B0054FITFV BUILDINGS EX-BOWLING/OSHC - VACANT CLUBROOMS - FITOUT 2020/21 $ 72,700.00

2020/21 $ 72,700.00

B0004FV BUILDINGS EX- BOWLING - SHED ADJACENT TO VACANT CLUBROOMS 2024/25 $ 9,000.00

B0054STRFV BUILDINGS EX- BOWLING/OSHC - VACANT CLUBROOMS - STRUCTURE 2024/25 $ 222,800.00

2024/25 $ 231,800.00

TOTAL $ 353,030.00



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10.4. Capital Projects and Forecasts

The following table shows the trends in renewal of assets as extracted from Council’s Annual Financial Statements Note 7 data. The definition of renewal versus upgraded or new assets is defined by the LGA Model Financial Statements2.

Table 18: Buildings Capital Expenditure

RENEWAL EXPENDITURE

FINANCIAL YEAR 2014-15 2015-16 2016-17 TOTAL

Buildings $323,262 $64,551 $218,834 $606,647

AVERAGE RENEWAL EXPENDITURE PER ANNUM $202,216

NEW AND UPGRADED EXPENDITURE


Buildings $0 $3,200,609* $80,748 $3,281,357

AVERAGE NEW & UPGRADED EXPENDITURE PER ANNUM $1,093,786

* includes Port Lincoln Leisure Centre building acquisition ($3,199,609)

Note: Cost of acquisition of land at Port Lincoln Leisure Centre was $1,075,000. Therefore, total cost of Port Lincoln Leisure Centre acquisition (building and land) was $4,274,609.

2 http://www.lga.sa.gov.au

http://www.lga.sa.gov.au/webdata/resources/files/2013%20Model%20Financial%20Statements.pdf



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Table 19: Building Assets Maintenance, Planned and Projected Expenditure

Financial Year

A B C D E F G H I J K L M

$'000

Reactive +

Cyclic

Expenditure

(LGPI

applied)

Planned

Expenditure

(LGPI

applied)

Projected

Capital

Upgrade /

New

Expenditure

(Appendix A)

Capital Upgrade

/ New

Expenditure

included in LTFP

2018-2027

Shortfall - /

Surplus +

(C vs D)

Projected

Capital

Renewal

Expenditure

(Appendix D)

Assets past

useful life

and planned

for Renewal

Expenditure

(Appendix C)

Additional

Leisure Centre

Renewal

Expenditure

identified in

LTFP 2018-2027

Draft ABP

2017/18

Renewal Spend

Total Renewal

Expenditure

(Column F, H &

I)

Capital

Renewal

Expenditure

included in

LTFP 2018-2027

Shortfall - /

Surplus +

(J vs K)

Disposals &

Assets

identified for

non-renewal

(Appendix C)

2014-15 (actuals) $127 $190 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2015-16 (actuals) $104 $156 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2016-17 (budget) $118 $177 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2017-18 $120 $180 $3,748 $3,748 $0 $0 $161 $0 $224 $224 $224 $0

2018-19 $122 $184 $33 $33 $0 $202 $0 $25 N/A $227 $227 $0

2019-20 $126 $188 $433 $433 $0 $315 $0 $50 N/A $365 $365 $0 $16

2020-21 $130 $195 $433 $433 $0 $0 $0 $50 N/A $50 $50 $0 $73

2021-22 $134 $201 $400 $400 $0 $54 $0 $100 N/A $154 $154 $0

2022-23 $138 $208 $0 $0 $0 $1,523 $0 $125 N/A $1,648 $1,648 $0

2023-24 $143 $214 $0 $0 $0 $33 $0 $150 N/A $183 $183 $0

2024-25 $148 $222 $0 $0 $0 $300 $0 $200 N/A $500 $500 $0 $232

2025-26 $153 $229 $0 $0 $0 $522 $0 $1,000 N/A $1,522 $1,522 $0

2026-27 $158 $236 $0 $0 $0 $188 $0 $1,000 N/A $1,188 $1,188 $0

totals $1,371 $2,056 $5,047 $5,047 $0 $3,137 $161 $2,700 $224 $6,061 $6,061 $0 $321

Maintenace Capital Renewal ExpenditureCapital Upgrade / New Expenditure



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PART 2

OTHER COMMUNITY ASSETS AND FILTRATION



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11. OTHER COMMUNITY ASSETS & FILTRATION ASSETS

Table 20: Other Community Assets and Filtration Assets Key Data KEY DATA DETAILS



$17,047,965


Average Useful Life (assets ≤ 2026-27) 23.46 years

Value and number of Assets past Useful Life (Appendix E and F)

$561,000 (5 assets)

Examples of Other Community Assets Skate Park (Flinders Highway), Billy Lights Point Boat Ramp, Foreshore Street Furniture, CCTV Cameras, Dog Pound Kennels, Train Playground, Bridge Crescent Lookout

Examples of Filtration Assets Wastewater Treatment Plan: water filters, UV treatment plant, pipework, backwash water tank. Water Reuse Scheme: pump, shed, irrigation

Main Findings > 34% of the assets' replacement cost has been written down to date

> Assets not planned for renewal total $731,035, include 2 water re-use pumps, former bowling greens, Coronation Reserve Windsor Avenue tennis court, Highview Drive Exercise Circuit, Parnkalla Trail Foreshore Extension.

> Key renewal works - water re-use scheme components, tennis courts, foreshore carpark surface

Budget Implications > Renewal: Projected, $3.7M; Planned (funded), $3.7M. > New/upgrade: Projected, $8.4M; Planned (funded), $8.4M

Maintenance Programs > On-going maintenance projected at approximately $750k per year



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Based on the asset listing data extracted from Councils Asset Register (Appendix E and F) as at 30 June 2016, the chart below shows the current value and the current written down values for Other Community Assets and Filtration.

Chart 4: Other Community Assets and Filtration Assets Current vs Written Down Values

$25,816,825

$17,047,965

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

1

Current Value

Written Down Value

Other Community Assets & Filtration at 30 June 2016



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Table 21: Standard Service Levels Other Community Assets Key Performance Measure Level of Service Performance Measure

Process Performance Target

COMMUNITY LEVELS

Legislative Compliance To ensure compliance with relevant acts and legislative requirements

Review of compliance requirements

Full compliance

Safety To provide safe access and amenity

Review of compliance requirements and risk assessment

Full compliance

Customer Satisfaction To provide assets that meet customer requirements and expectations in relation to accessibility, form and function

Conduct community survey in relation to asset provision

Greater than 80% satisfaction level of users of facilities

TECHNICAL OR OPERATING

Condition To provide the asset base in a good condition that is safe, aesthetic, fit for purpose and meets customer expectations

To complete progressive condition audit in conjunction with risk assessment

90% of assets to have a condition rating of fair to excellent (3,2 or 1)

Performance To respond to customer requests consistent with corporate standards and service agreements

Periodic reports on customer request turnaround times and customer satisfaction feedback forms

Level of overall customer requests monitored

90% of customer requests to be processed within agreed timeframes

10% reduction in reactive customer requests per annum

Performance To ensure the assets perform cost effectively and provide adequate service to the community

Performance analysis

Level of service reviews and audits

Individual asset groups to meet identified needs

Design and Capacity Level to provide assets that meet required service levels and standards, design standards and specifications

Endorsed service standards and specifications for the building and maintenance of assets

100% compliance



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Table 22: Standard Service Levels Water Reuse (Filtration) Assets Key Performance Measure Level of Service Performance Measure


COMMUNITY LEVELS OF SERVICE

Customer Satisfaction Provide irrigated parks, ovals & foreshore lawns throughout the year

Community satisfaction ratings with parks, ovals & reserves irrigated with recycled water

80% rated “satisfactory” or “above expectations

Community consultation undertaken prior to application of recycled water to Council reserves

Consultation undertaken prior to each additional phase

80% support for application to additional Council reserves

Safety

Legislative

Public health is not affected by the use of recycled water

Public liability claims Zero

TECHNICAL LEVELS OF SERVICE

Design and Capacity Health risks to employees, contractors & the general public minimised.

Quality meets terms of SA Health approval

E-Coli < 1 organism per 100 mL (annual median value)

Turbidity of ≤ 2 NTU

Free chlorine ≥ 0.2 mg/l in water being delivered to field tanks

Condition Equipment maintained in a serviceable condition

Council & SA Water personnel monitor

Plant has PLC alarm control functions

Telemetry alert Council personnel of issues with field tank or supply

Less than 3 faults identified per month



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The following table shows maintenance expenditure trends for Other Community Assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 32%

Planned 53%

Cyclic 15%


Year OCA Maintenance Expenditure


2014-15 $251,054.56 $117,681.82 $368,736 $415,809 $784,545

2015-16 $245,437 $115,049 $360,486 $406,505 $766,991

2016-17 $232,885 $109,165 $342,050 $385,716 $727,766

Total $729,377 $341,895 $1,071,273 $1,208,031 $2,279,303

Average $357,091 $402,677 $759,768

Chart 5: Other Community Assets Maintenance Expenditure Trend Forecasts

$369 $360 $342 $348 $355 $364 $376 $388 $401 $415 $428 $442 $457

$416 $407 $386 $392 $400 $411 $424 $438 $453 $467 $483 $499 $515

$0

$200

$400

$600

$800

$1,000

$1,200





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The following table shows maintenance expenditure trends for Filtration assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 33%

Planned 33%

Cyclic 33%


Year Filtration Maintenance Expenditure


2014-15 $15,619.50 $15,619.50 $31,239 $15,619.50 $46,859

2015-16 $25,184.12 $25,184.12 $50,368 $25,184.12 $75,552

2016-17 $30,000.00 $30,000.00 $60,000 $30,000.00 $90,000

Total $70,804 $70,804 $141,607 $70,804 $212,411

Average $47,202 $23,601 $70,804

Chart 6: Filtration Asset Maintenance Expenditure Trend Forecasts

$31

$50 $60 $61 $62 $64 $66 $68 $70 $73 $75 $78 $80 $16

$25

$30 $31 $31 $32 $33 $34 $35 $36 $38 $39 $40

$0

$20

$40

$60

$80

$100

$120

$140





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11.2. Assets Identified For Non-Renewal

The following list of assets have been identified as being of a low condition rating and have been flagged for review as ‘non-renewal’ when due for replacement. They will continue to be maintained through minimal operational expenditure whilst there is still community members’ utilising them.

Asset Code Asset Group Asset Name Year for Renewal

Value

OC0403FV OTHER COMMUNITY

CORONATION RESERVE WINDSOR AVENUE - TENNIS COURT

2014/15

$ 187,000

2014/15 $ 187,000


HIGHVIEW DRIVE EXERCISE CIRCUIT

2016/17

$ 34,000

OC0307FV FILTRATION

WATER REUSE FILTER PUMP WWTP

2016/17

$ 47,000

OC0307FV

FILTRATION

WATER REUSE FILTER BACKWASH PUMP

2016/17

$ 47,000

2016/17 $ 128,000


7-9 BOWLING AVENUE - BOWLING GREENS B AND C 2021/22 $ 312,000

2021/22 $ 312,000



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OC0342 OTHER COMMUNITY

PARNKALLA TRAIL FORESHORE EXTENSION ENGINEERING 2024/25 $ 104,035

2024/25 $ 104,035

TOTAL $ 731,035



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The following table shows the trends in renewal of assets as extracted from Council’s Annual Financial Statements Note 7 data.

The definition of renewal versus upgraded or new assets is defined by the LGA Model Financial Statements.

Table 24: Other Community Assets and Filtration Assets Capital Expenditure

RENEWAL EXPENDITURE


Other Community Assets $302,848 $110,797 $5,105,295 $5,518,940

Filtration $ 0 $ 0 $ 25,000 $ 25,000

TOTAL $302,848 $110,797 $5,130,295 $5,543,940

AVERAGE RENEWAL EXPENDITURE PER ANNUM $1,847,980



Other Community Assets $344,548 $604,804 $412,830 $1,362,182

Filtration $ 0 $ 0 $ 0 $ 0

TOTAL $344,548 $604,804 $384,830 $1,362,182

AVERAGE NEW & UPGRADED EXPENDITURE PER ANNUM $ 454,061



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Table 25: Other Community Assets and Filtration Assets, Maintenance, Planned and Projected Expenditure.

Financial Year

A B C D E F G H I J K L

$'000

Reactive +

Cyclic

Expenditure

(LGPI applied)

Planned

Expenditure

(LGPI applied)

Projected

Capital

Upgrade / New

Expenditure

(Appendix A)

Capital Upgrade /

New Expenditure

included in LTFP

2017-2026

Shortfall - /

Surplus +

(C vs D)

Projected

Capital

Renewal

Expenditure

(Appendix

E & F)

Assets past

useful l ife and

planned for

Renewal

Expenditure

(Appendix C)

Draft ABP

2017/18 Renewal

Spend

Total Renewal

Expenditure (F, G

& H) (except

2017/18)

Capital Renewal

Expenditure

included in

LTFP 2017-2026

Shortfall - /

Surplus +

(F vs G)

Disposals &

Assets

identified for

non-renewal

(Appendix C)

2014-15 (actuals) $400 $431 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2015-16 (actuals) $411 $432 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2016-17 (budget) $402 $416 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

2017-18 $409 $423 $505 $505 $0 $12 $0 $481 $481 $481 $0

2018-19 $417 $431 $2,050 $2,050 $0 $17 $94 N/A $111 $111 $0

2019-20 $428 $442 $1,900 $1,900 $0 $30 $246 N/A $276 $276 $0

2020-21 $442 $457 $1,020 $1,020 $0 $16 $0 N/A $16 $16 $0

2021-22 $457 $472 $1,165 $1,165 $0 $213 $0 N/A $213 $213 $0 $312

2022-23 $472 $488 $359 $359 $0 $113 $0 N/A $113 $113 $0

2023-24 $487 $504 $359 $359 $0 $402 $0 N/A $402 $402 $0

2024-25 $503 $520 $359 $359 $0 $0 $0 N/A $0 $0 $0 $104

2025-26 $520 $538 $359 $359 $0 $911 $0 N/A $911 $911 $0

2026-27 $537 $555 $359 $359 $0 $1,143 $0 N/A $1,143 $1,143 $0

Totals $4,672 $4,831 $8,435 $8,435 $0 $2,857 $340 $481 $3,666 $3,666 $0 $416

Maintenance Capital Renewal ExpenditureCapital Upgrade / New Expenditure



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PART 3

ROADS AND

BRIDGES



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12. ROADS AND BRIDGES ASSETS

Table 26: Roads and Bridges Assets Key Data KEY DATA DETAILS



$27,026,597



Value and number of Assets past Useful Life (Appendix G and H)

$0

Examples of Roads & Bridges Assets London Street Bridge, Marina Footbridge, Adelphi Terrace, Alexander Crescent, Bishop Street, Blackman Pl.

Notes The ‘Projected Capital Renewal Expenditure’ (column K) in the ‘Maintenance, Planned and Projected Expenditure’ table uses condition driven data which is derived from the Road Surface Manager software for the renewal of road reseal assets (column G), rather than the Asset Register data (column F) which is fundamentally financial driven data. Council has resolved to spend $550,000 on renewal of road reseals for at least the years 2015/16 to 2019/20. Provision is also made for selected kerb renewal and road surface repairs where necessary to optimise reseal works. The renewal of the London Street Bridge is included as an expense of $2,315,000 in the 2017-18 financial year.

Main Findings > 38% of the assets' replacement cost has been written down to date > Assets not planned for renewal - nil > Key renewal works - road reseal program priorities determined by RSM program, London Street Bridge

Budget Implications > Renewal: Projected, $7.8M; Planned (funded), $7.8M > New/upgrade: Projected, $1.55M; Planned (funded), $1.55M > London Street Bridge renewal: end of useful life estimated (in Asset Register) 2021; renewal projected 2017-2018. Net estimated cost approximately $2.2M, after Bridges Renewal Fund matching contribution - LTFP reflects actual cost estimate of $2.315M and grant revenue $1.843M in 2017/18.

Maintenance Programs > On-going maintenance projected at approximately $740k/year.



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Based on the asset listing data extracted from Council’s Asset register (Appendix G and H) as at 30 June 2016, the chart below shows the current value and current written down value for roads and bridges.

Chart 7: Road Assets and Bridge Assets Current and Written Down Value

$43,569,197

$27,026,597

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

$40,000,000

$45,000,000

$50,000,000

1

Current Value

Written Down Value

Roads & Bridges at 30 June 2016



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Table 27: Standard Service Levels Unsealed Road Assets Key Performance Measure Level of Service Performance Measure Process Performance Target


Customer Satisfaction Smooth ride (pothole free)

Customer service requests < 1 per month

Safety Ensure safe Reported accidents attributed to road condition

Nil

Safety Appropriate warning signage installed

Placement at each end of road

Signs Exist

Safety Ensure safe roads Reported accidents attributed to road condition

Nil


Condition Carry out regular maintenance

Grade frequently 2 grades per year

Condition Provide all weather access

Number of road closures Nil

Table 28: Standard Service Levels Sealed Road Assets – Collectors/Distributor & Heavy Vehicle Routes – High Volume AADT>2000Vpd Key Performance Measure Level of Service Performance Measure



Customer Satisfaction Rideability Customer requests relating to rideability

< 1 per month

Customer Satisfaction Meets requirements of residents


Safety Regulatory signage well maintained

Replacement/response after report of damaged/missing signs

Signs repaired/replaced within 24 hours of report

Safety Clear linemarking Annual visual inspection Lines remarked every 3 years

Safety Network free of hazards

- Customer reports of potholes - Customer requests for tree maintenance

< 1 per month


Condition Seal maintained in satisfactory condition

Condition rating – RSM program reports

< 5% condition > 2.0

Design and Capacity Road width meets desirable width

RSM data/reports No roads < 8.0m in width



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Table 29: Standard Service Levels Sealed Road Assets Low Volume Residential <2000Vpd Key Performance Measure Level of Service Performance Measure



Customer Service Rideability Customer requests relating to rideability

< 2 per month

Customer Service Meets requirements of residents


Safety Network free of hazards

- Customer reports of potholes - Customer requests for tree maintenance

< 2 per month < 10 per year

Safety Regulatory signage well maintained

Replacement/response after report of damaged/ missing signs

Signs repaired within 48 hours of damaged reported

Safety Good linemarking Annual visual inspection Lines remarked every 4 years maximum

Safety No potholes > 300mm Response to reported potholes

Potholes > 300mm repaired within 48 hours of notification. All other potholes repaired within 10 days.


Condition Seal maintained in satisfactory condition

Condition rating – RSM program reports

RSM < 5% condition > 2.5

Design and capacity Road width meets desirable width

RSM data/reports No roads < 6.0m in width



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12.2. Maintenance Expenditure - Roads

The following table shows maintenance expenditure trends for Road Transport infrastructure assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 26%

Planned 73%

Cyclic 1%

Table 30: Road Transport Maintenance Expenditure Trends

Year Road Transport Maintenance Expenditure


2014-15 $163,611 $6,293 $169,903 $459,368 $629,272

2015-16 $196,809 $7,570 $204,379 $552,579 $756,958

2016-17 $164,558 $6,329 $170,887 $462,029 $632,916

Total $524,978 $20,191 $545,169 $1,473,976 $2,019,145

Average $181,723 $491,325 $673,048

Chart 8: Road Asset and Bridges Assets Maintenance Expenditure Forecasts

$170 $204 $171 $174 $177 $182 $188 $194 $200 $207 $214 $221 $228

$459

$553

$462 $470 $479 $492 $508 $525 $542 $560 $578 $598 $617

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900


Expenditure on Maintenance of Assets



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The following table shows the trends in renewal of assets as extracted from Council’s Annual Financial Statements Note 7 data.

Table 31: Road and Bridges Assets Capital Expenditure

RENEWAL EXPENDITURE


Road Base and Seal $577,984 $780,690 $ 568,761 $1,927,435

Bridges $ 0 $218,481 $2,167,500 $2,385,981

TOTAL $577,984 $999,171 $2,735,775 $4,312,930

AVERAGE RENEWAL EXPENDITURE PER ANNUM $1,437,805



Road Base and Seal $48,311 $ 10,661 $ 190,076 $ 249,048

Bridges $ 0 $ 0 $ 0 $ 0

TOTAL $48,311 $ 10,661 $190,076 $ 249,048

AVERAGE NEW & UPGRADED EXPENDITURE PER ANNUM $ 83,016



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Table 32: Road Transport Assets Maintenance, Planned and Projected Expenditure

Financial Year

A B C D E F G H I J

$'000

Reactive +

Cyclic

Expenditure

(LGPI applied)

Planned

Expenditure

(LGPI applied)

Projected

Capital Upgrade

/ New

Expenditure

(Appendix A)

Capital Upgrade /

New Expenditure

included in LTFP

2017-2026

Shortfall - /

Surplus +

(C vs D)

Projected Capital

Renewal

Expenditure /

Financial Driven

Data (Appendix

G & H)

Condition Driven

Reseal Plan &

Draft ABP

2017/18 Renewal

Spend

Capital Renewal

Expenditure

included in

LTFP 2017-2026

Shortfall - /

Surplus + (G vs H)

Disposals &

Assets

identified for

non-renewal

(Appendix C)

2014-15 (actuals) $170 $459 N/A N/A N/A N/A N/A N/A N/A N/A

2015-16 (actuals) $204 $553 N/A N/A N/A N/A N/A N/A N/A N/A

2016-17 (budget) $171 $462 N/A N/A N/A N/A N/A N/A N/A N/A

2017-18 $174 $470 $0 $0 $0 $335 $2,865 $2,865 $0

2018-19 $177 $479 $250 $250 $0 $723 $550 $550 $0

2019-20 $182 $492 $350 $350 $0 $342 $550 $550 $0

2020-21 $188 $508 $200 $200 $0 $497 $550 $550 $0

2021-22 $194 $525 $250 $250 $0 $515 $550 $550 $0

2022-23 $200 $542 $100 $100 $0 $482 $550 $550 $0

2023-24 $207 $560 $100 $100 $0 $478 $550 $550 $0

2024-25 $214 $578 $100 $100 $0 $396 $550 $550 $0

2025-26 $221 $598 $100 $100 $0 $274 $550 $550 $0

2026-27 $228 $617 $100 $100 $0 $100 $550 $550 $0

Totals $1,986 $5,369 $1,550 $1,550 $0 $4,142 $7,815 $7,815 $0 $0

Maintenance Capital Upgrade / New Expenditure Capital Renewal Expenditure



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PART 4

KERBING AND

FOOTPATHS



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13. FOOTPATHS & KERBING INFRASTRUCTURE ASSETS

Table 33: Footpaths and Kerbing Assets Key Data KEY DATA DETAILS



$19,842,471

Replacement Cost until 2026-27 $151,395


Value and number of Assets past Useful Life (Appendix I and J)

$0

Examples of Kerbing Assets and Footpath

Adelaide Place kerbing and footpath Adelphi Terrace kerbing and footpath Blackman Place kerbing and footpath Sapphire Drive kerbing and footpath


> Assets not planned for renewal - nil

> Key renewal works – nil > IAMP includes $100k per year for new priority-ordered footpaths

Budget Implications > Renewal: Projected, $151k; Planned (funded), $151k > New/upgrade: Projected, $2.0M; Planned (funded), $2.0M




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Based on the asset listing data extracted from Councils Asset Register (Appendix I and J) as at 30 June 2016, the chart below shows the current value and the current written down values for Footpath (footway) Assets and Kerbing Assets.

Chart 9: Footpath Assets and Kerbing Assets Current vs Written Down Value

$29,581,347

$19,842,471

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

$35,000,000

1

Current Value

Written Down Value

Footpaths & Kerbing at 30 June 2016



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Table 34: Standard Service Levels Footways (Footpath) Assets Key Performance Measure Level of Service Performance Measure



Customer Satisfaction Ensure footways meet all needs of pedestrians

Complaints on suitability/accessibility of existing footpaths

< 2 per month

Customer Satisfaction At least one paved footpath in every street in residential areas

% of streets in residential area served by one paved footpath

80% coverage of residential areas 0.

Safety All paved footways free from trip hazards

Reactive requests for maintenance

< 5 per month

Safety Provide footways suitable for demographics and managed on risk priority

Number of loss assessment claims

< 2 per year successful claims

Safety Provide a footpath network free from trip hazards

Annual inspection of footpaths

Less than 1% of network to be free of trip hazards.


Condition Tripping hazards >30mm to be addressed

Number of trip hazards. All identified hazards > 30mm treated within two months

Design and Capacity Pram ramps provided at all road crossing points to current standards

Annual inspection All new footpaths to have pram ramps and all existing footpaths to have pram ramps.

Performance Provide maintenance services in a cost-effective manner

Compliance with budget.

Within budget



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13.2. Maintenance Expenditure - Footpaths

The following table shows maintenance expenditure trends for footpath infrastructure assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 12%

Planned 86%

Cyclic 2%

Table 35: Footpath Maintenance Expenditure Trends

Year Footpath Maintenance Expenditure


2014-15 $5,017 $836 $5,853 $35,954 $41,807

2015-16 $4,740 $790 $5,530 $33,971 $39,501

2016-17 $5,818 $970 $6,787 $41,693 $48,480

Total $15,575 $2,596 $18,170 $111,618 $129,788

Average $6,057 $37,206 $43,263

Chart 10: Footpaths Assets Maintenance Expenditure Trend Forecasts

$6 $6 $7 $7 $7 $7 $7 $8 $8 $8 $8 $9 $9

$36 $34

$42 $42 $43 $44 $46 $47 $49 $51 $52 $54 $56

$0

$10

$20

$30

$40

$50

$60

$70





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13.3. Maintenance Expenditure - Kerbing

The following table shows maintenance expenditure trends for footpath infrastructure assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 84%

Planned 16%

Cyclic 0%

Table 36: Kerbing Maintenance Expenditure Trends

Year Kerbing Maintenance Expenditure


2014-15 $15,512 $0 $15,512 $2,955 $18,467

2015-16 $24,299 $0 $24,299 $4,628 $28,927

2016-17 $32,760 $0 $32,760 $6,240 $39,000

Total $72,571 $0 $72,571 $13,823 $86,394

Average $24,190 $4,608 $28,798

Chart 11: Kerbing Assets Maintenance Expenditure Trend Forecasts

$16

$24

$33 $33 $34 $35 $36 $37 $38 $40 $41 $42 $44

$3

$5

$6 $6 $6 $7 $7 $7 $7 $8 $8 $8 $8

$0

$10

$20

$30

$40

$50

$60





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The following table shows the trends in renewal of assets as extracted from Council’s Annual Financial Statements Note 7 data. The labelling of assets as ‘renewed’ or ‘upgraded’ has been inconsistent in recent years and a concerted effort to classify capital works projects in the correct category is being applied.

Table 37: Footpath and Kerbing Assets Capital Expenditure

RENEWAL EXPENDITURE


Footpath $96,507 $155,468 $14,000 $265,975

Kerbing $80,859 $0 $0 $80,859

TOTAL $177,366 $155,468 $14,000 $346,834

AVERAGE RENEWAL EXPENDITURE PER ANNUM $115,611.33



Footpath $66,136 $90,835 $55,672 $212,643

Kerbing $0 $0 $49,600 $49,600

TOTAL $66,136 $90,835 $105,272 $262,243

AVERAGE NEW & UPGRADED EXPENDITURE PER ANNUM $87,414.33



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Table 38: Kerbing and Footpath Assets Maintenance, Planned and Projected Expenditure

Financial Year

A B C D E F G H I

$'000

Reactive +

Cyclic

Expenditure

(LGPI

applied)

Planned

Expenditure

(LGPI

applied)

Projected

Capital

Upgrade /

New

Expenditure

(Appendix A)

Capital Upgrade

/ New

Expenditure

included in LTFP

2017-2026

Shortfall - /

Surplus +

(C vs D)

Projected

Capital

Renewal

Expenditure

(Appendix

I & J)

Capital

Renewal

Expenditure

included in

LTFP 2017-2026

Shortfall - /

Surplus +

(F vs G)

Disposals &

Assets

identified for

non-renewal

(Appendix C)

2014-15 (actuals) $21 $39 N/A N/A N/A N/A N/A N/A N/A


2016-17 (budget) $40 $48 N/A N/A N/A N/A N/A N/A N/A

2017-18 $40 $49 $200 $200 $0 $0 $0 $0 $0

2018-19 $41 $50 $160 $160 $0 $0 $0 $0 $0

2019-20 $42 $51 $160 $160 $0 $12 $12 $0 $0

2020-21 $43 $53 $260 $260 $0 $0 $0 $0 $0

2021-22 $45 $54 $210 $210 $0 $21 $21 $0 $0

2022-23 $46 $56 $210 $210 $0 $16 $16 $0 $0

2023-24 $48 $58 $210 $210 $0 $18 $18 $0 $0

2024-25 $50 $60 $210 $210 $0 $0 $0 $0 $0

2025-26 $51 $62 $210 $210 $0 $4 $4 $0 $0

2026-27 $53 $64 $210 $210 $0 $80 $80 $0 $0

Totals $460 $557 $2,040 $2,040 $0 $151 $151 $0 $0

Maintenance Capital Renewal ExpenditureCapital Upgrade / New Expenditure



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PART 5

STORMWATER



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14. STORMWATER INFRASTRUCTURE ASSETS

Table 39: Stormwater Infrastructure Assets Key Data KEY DATA DETAILS



$13,782,249

Replacement Cost until 2026-27 $598,512


Value and number of Assets past Useful Life (Appendix K)

0

Example of Stormwater Assets Lebrun Street Pump Shed, Seaview Avenue PVC 150mm, Carramatta Court Reinforced Concrete Pipe, Grantala Road Subdivision Junction Box


> Continuation of major new works program projected, based on adopted Stormwater Management Plan; > Assets not planned for renewal – nil > Key renewal works - pumps and related components, Lebrun Street and Liverpool Street

Budget Implications > Renewal: Projected, $599k; Planned (funded), $k

> New/upgrade: Projected, $5.4M; Planned (funded), $M




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Based on the asset listing data extracted from Councils Asset Register (Appendix K) as at 30 June 2016, the chart below shows the current value and the current written down values for Stormwater Drainage Assets.

Chart 12: Stormwater Assets Current vs Written Down Value

$18,953,715

$13,782,249

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000

$20,000,000

1

Current Value

Written Down Value

Stormwater (Infrastructure Assets) at 30 June 2016



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Table 40: Standard Service Levels Stormwater Assets Key Performance Measure Level of Service Performance Measure



Customer Satisfaction Ensure stormwater system meets community expectations

Customer requests relating to property flooding

Less than 10p.a.

Safety Ensure road networks are not comprised and are serviceable during rainfall

No. of roads considered hazardous during an ‘average’ winter rain event

Nil Flooding

Safety Provide safe and suitable stormwater drainage systems free of hazards

No. of reported claims Nil


Condition Periodic visual assessment to determine condition

CCTV Inspection 5% of trunk mains inspected each year

Condition Periodic visual assessment to determine condition

Routine clearing of drains

100% of known flood risk areas cleaned each year

Design and Capacity Provide appropriate stormwater drainage system to meet user requirements

Average age of pipe network

<5% of network is within 10 years of the end of it’s useful life.

Design and Capacity Ensure stormwater system has appropriate design capacity

% of pipe/culvert network with capacity below 1 in 5 event.

0%



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Table 41: Standard Service Levels Stormwater Assets Key Performance Measure Level of Service Performance Measure



Function Pump system works when required.

No. of call outs for pump faults.

Less than 5p.a.

Safety Pump stations are not accessible to the public.

Reported incidents of illegal access

Nil


Condition Carry out regular maintenance

Repairs completed within agreed response times

100% of works within target times.

Function System operates when required

Number of pump breakdowns

Nil

Safety Required safety devices are fully operational

No. reported injuries to staff in cleaning and maintenance

Nil



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The following table shows maintenance expenditure trends for Stormwater assets. The reported figures have been based on template 7-7-T8 with percentages to be applied for future maintenance forecasts.

Reactive 85%

Planned 13%

Cyclic 2%

Table 42: Stormwater Maintenance Expenditure Trends

Year Stormwater Maintenance Expenditure


2014-15 $99,444.05 $2,340 $101,784 $15,209 $116,993

2015-16 $127,063 $2,990 $130,053 $19,433 $149,486

2016-17 $75,262 $1,771 $77,032 $11,511 $88,543

Total $301,769 $7,100 $308,869 $46,153 $355,022

Average $102,956 $15,384 $118,341

Chart 13: Stormwater Maintenance Expenditure Trend Forecasts

$102

$130

$77 $78 $80 $82 $85 $87 $90 $93 $96 $100 $103

$15

$19

$12 $12 $12 $12 $13 $13 $14 $14 $14 $15 $15

$0

$20

$40

$60

$80

$100

$120

$140

$160





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The following table shows the trends in renewal of assets as extracted from Council’s Annual Financial Statements Note 7 data. The labelling of assets as ‘renewed’ or ‘upgraded’ has been inconsistent in recent years and a concerted effort to classify capital works projects in the correct category is being applied.

Table 43: Stormwater Capital Expenditure

RENEWAL EXPENDITURE


Stormwater $5,710 $0 $15,254 $20,964

AVERAGE RENEWAL EXPENDITURE PER ANNUM $6,988



Stormwater $353,102 $257,174 $475,301 $1,085,577

AVERAGE NEW & UPGRADED EXPENDITURE PER ANNUM $361,859



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Table 44: Stormwater Infrastructure Maintenance, Planned and Projected Expenditure

Financial Year

A B C D E F G H I

$'000

Reactive +

Cyclic

Expenditure

(LGPI

applied)

Planned

Expenditure

(LGPI

applied)

Projected

Capital

Upgrade /

New

Expenditure

(Appendix A)

Capital Upgrade

/ New

Expenditure

included in LTFP

2017-2026

Shortfall - /

Surplus +

(C vs D)

Projected

Capital

Renewal

Expenditure

(Appendix K)

Capital

Renewal

Expenditure

included in

LTFP 2017-2026

Shortfall - /

Surplus +

(F vs G)

Disposals &

Assets

identified for

non-renewal

(Appendix C)



2016-17 (budget) $77 $12 N/A N/A N/A N/A N/A N/A N/A

2017-18 $78 $12 $475 $475 $0 $0 $0 $0

2018-19 $80 $12 $1,060 $1,060 $0 $276 $276 $0

2019-20 $82 $12 $550 $550 $0 $0 $0 $0

2020-21 $85 $13 $813 $813 $0 $3 $3 $0

2021-22 $87 $13 $813 $813 $0 $0 $0 $0

2022-23 $90 $14 $341 $341 $0 $0 $0 $0

2023-24 $93 $14 $341 $341 $0 $295 $295 $0

2024-25 $96 $14 $341 $341 $0 $0 $0 $0

2025-26 $100 $15 $341 $341 $0 $0 $0 $0

2026-27 $103 $15 $341 $341 $0 $25 $25 $0

Totals $895 $134 $5,416 $5,416 $0 $599 $599 $0 $0

Maintenace Capital Renewal ExpenditureCapital Upgrade / New Expenditure



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APPENDIX A

ANTICIPATED UPGRADE AND NEW

CAPITAL WORKS PROJECTS



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The projects in Appendix A have been identified by Council from Council’s Strategic Directions Plan 2016-2026.

This list was updated as part of the IAMP 2017-2026 and Long Term Financial Plan 2017 – 2026 preparation, and is based on estimates of project costs based on present value for indicative purposes only, with LGPI applied in the relevant Tables. The identified projects have all been included in the relevant Parts of this IAMP and in Council’s Long Term Financial Plan.

Table 45: New & Upgraded Assets for inclusion in the IAMP and LTFP

$'000 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 TOTAL

Chapter 1 - Buildings $3,748 $33 $433 $433 $400 $0 $0 $0 $0 $0 $5,047

Chapter 2 - Other Community Assets & Filtration

$505 $2,050 $1,900 $1,020 $1,165 $359 $359 $359 $359 $359 $8,435

Chapter 3 - Roads & Bridges $0 $250 $350 $200 $250 $100 $100 $100 $100 $100 $1,550

Chapter 4 - Footpaths & Kerbing $200 $160 $160 $260 $210 $210 $210 $210 $210 $210 $2,040

Chapter 5 - Stormwater $475 $1,060 $550 $813 $813 $341 $341 $341 $341 $341 $5,416

TOTAL $4,928 $3,553 $3,393 $2,726 $2,838 $1,010 $1,010 $1,010 $1,010 $1,010 $22,488

N/A - Plant & Equipment $245 $150 $200 $150 $200 $170 $170 $170 $170 $170 $1,795

TOTAL (including Plant & Equipment) $5,173 $3,703 $3,593 $2,876 $3,038 $1,180 $1,180 $1,180 $1,180 $1,180 $24,283



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Table 46: New/Upgraded Infrastructure Projects for inclusion in the IAMP and LTFP

New / Upgrade Capital Expenditure

Year of Allocation $('000)

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6‐10

2017‐18 2018‐19 2019‐20 2020‐21 2021‐22 2022‐23 to

2026‐27

Strategic Directions Plan Goal 1: A dynamic local economy that is sustainable and supported to respond to opportunities and attract new investment

Identify options to provide safer boating and harbour facilities to maximise coastal tourism

and commercial potential [E.g. Axel Stenross fish cleaning facility &/or boat ramps]

$500

Plan for infrastructure that is responsive to the growth of the City, delivered through the Infrastructure

and Asset Management Plan [E.g. Windsor Avenue road] $200

$250

Develop and implement a CBD and Foreshore Precinct Plan which considers heavy vehicle movements,

car parking, the foreshore, urban design, public art and public places [E.g. Adelaide Place streetscape &

redesign including community art &/or Post PLEC road, kerb, footpath reconstruction]

$30

$150

$250

$200

Develop and implement a CBD and Foreshore Precinct Plan [Being PLEC streetscape]

$250

$350

Upgrade the Nautilus Arts Centre as a multi purpose facility. [Grant Funds included in LTFP

$600k plus indexation]

$400

$400

$400

Strategic Directions Plan Goal 2: A community supported to be healthy, active and involved

Support initiatives that establish Port Lincoln as the regional hub for sports and cultural activities and increase participation in cultural, sporting and recreational activities

[E.g. Kirton Oval upgrade (roadways, carparking and

facilities) &/or playgrounds (construct shade structures over major playgrounds)]

[Grant Funds included in LTFP $500k plus indexation]

$310

$500

$500

Review the Library Strategic Plan to position the service and facilities to meet future community needs

$24

Implement the Open Space Strategy to guide the development and management of open space, including

the integration of new development needs [E.g. Axel Stenross fish cleaning facility &/or nature play open

space &/or off‐leash dog park &/or skate park &/or train park toilet &/or Kirton Oval upgrade (roadways,

carparking and facilities) &/or playgrounds (construct shade structures over major playgrounds)]

$60

$500

$200

$200

$100

$350



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Develop the shared use Parnkalla Trail from the Port Lincoln Hotel to the Axel

Stenross site [Grant Funds included in LTFP $1.5m

plus indexation]

$1,500

$1,500

Develop and action a City wide urban image strategy, incorporating, street tree avenues, street signage

and city entrances and CBD improvements [E.g. Laguna Beach Reserve carpark &/or Anglican Church

project ‐ Washington to Hallet connection]

$250

$650

Develop an Arts and Culture Strategy to consider an arts and culture hub and strengthen partnerships

supporting arts and cultural activities that promote a vibrant Port Lincoln.

$40

Work with stakeholders and government agencies to address the health and well being issues,

opportunities and strategies identified in the Southern Eyre Peninsula Regional Public Health Plan [E.g.

establish new cemetery rafts and cremation beds]

$15

$45

Work with the CFS and other emergency management groups to

promote fire safety and implement the Lower Eyre Peninsula Bushfire Management Area Plan (BMAP)

$20

Investigate and implement improvements to community safety

$50

$250

Develop and implement a Footpaths and Trails Strategy to support safe movement for pedestrians and

cyclists [E.g. Footpaths, 'gopher‐proof'

&/or upgrade and seal sections of the Parnkalla Trail]

$200

$160

$160

$260

$210

$1,050

Support activities, events and facilities that bring families together $38 Complete the refurbishment of the Port Lincoln Leisure Centre and

Indoor Aquatic Facility [Grant Funds included in LTFP $3.924m over 2017‐18 & 2018‐19]

$3,748

Strategic Directions Plan Goal 4: An environment managed now and into the future.

Continue to implement the Stormwater Management Plan for maximum environmental and risk

management outcomes [Grant Funds included in LTFP $1.6m plus indexation]

$475

$1,060

$550

$813

$813

$1,705

Support, facilitate and undertake works and programs, including Water Sensitive Urban Design (WSUD)

that improve the health of local waterways , wetlands and coastal areas $50

$50

$50

Maximise the efficiency and use of the treated waste water system and monitor the effects of

continued use

$50

Implement cost effective, energy efficient purchasing programs and sustainable retrofitting of

buildings and infrastructure

$33

$33

$33

Strategic Directions Plan Goal 5: A customer focused, equitable and sustainable services to the community

Implement a regular review program of Council services to ensure that they are relevant, efficient and

effective

$65

Develop and implement an Information Technology and Telecommunications Action

Plan $50 $50 $100



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Ensure sustainable funding of asset replacement and maintenance and planned investment in new and

upgraded assets and infrastructure to achieve priority community outcomes [E.g. off‐leash dog park

&/or dog pound driveway]

$183

$150

$150

$150

$150

$750

Ensure sustainable funding of asset replacement and maintenance and planned investment in new and

upgraded assets and infrastructure to achieve priority community outcomes. (Residential Development

Plan Application)

$500

Total: $5,173 $3,703 $3,593 $2,876 $3,038 $5,900

= Strategic Directions Plan ‐ Project Priorities



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APPENDIX B TO K

EXTRACTS FROM CITY OF PORT

LINCOLN ASSET REGISTER TO

2027



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Appendix B: Summary of Capital Renewal Expenditure Data from Council's Asset Register as at 1 July 2016

$'000 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 TOTAL

Buildings 0 202 315 0 54 1,523 33 300 522 188 3,137

Part 1 0 202 315 0 54 1,523 33 300 522 188 3,137

Other Community Assets 12 17 20 0 213 40 339 0 885 1,143 2,669

Filtration 0 0 10 16 0 73 63 0 26 0 188

Part 2 12 17 30 16 213 113 402 0 911 1,143 2,857

Roads 335 723 342 497 515 482 478 396 274 100 4,142

Bridges 0 0 0 0 0 0 0 0 0 0 0

Part 3 335 723 342 497 515 482 478 396 274 100 4,142

Footpaths 0 0 12 0 21 16 12 0 4 65 130

Kerbing 0 0 0 0 0 0 6 0 0 15 21

Part 4 0 0 12 0 21 16 18 0 4 80 151

Stormwater 0 276 0 3 0 0 295 0 0 25 599

Part 5 0 276 0 3 0 0 295 0 0 25 599

TOTAL 347 1,218 698 516 803 2,135 1,225 697 1,711 1,535 10,885



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Appendix C: City of Port Lincoln IAMP - Assets identified as past Useful Life and Assets identified as not to be renewed

Assets past useful life IDENTIFIED FOR RENEWAL (Backlog)

ASSET CODE ASSET NAME YEAR FOR RENEWAL

PLANNED FOR

RENEWAL VALUE

B0090FITFV BUILDINGS ARTEYREA - WORKSHOP HALL - FITOUT

2016/17 2017/18 $ 161,100

2017/18 $ 161,100

OC0405FV OTHER

COMMUNITY NELSON SQUARE CARDIFF ROAD - TENNIS COURT (renewal planned for alternative recreational use)

2014/15 2019/20 $ 246,000

2019/20 $ 246,000

TOTAL ASSETS PAST USEFUL LIFE IDENTIFIED FOR RENEWAL $ 407,100

Assets past useful life NOT TO BE RENEWED

ASSET CODE ASSET

GROUP ASSET NAME

YEAR PAST USEFUL LIFE

VALUE

B0007FV BUILDINGS ARTEYREA - PAINT SHED 2014/15 $ 4,800

OC0403FV

OTHER COMMUNITY

CORONATION RESERVE WINDSOR AVENUE - TENNIS COURT

2014/15

$ 187,000

2014/15 $ 191,800

B0136FITFV BUILDINGS CORONATION RESERVE - TENNIS

CLUBROOMS - FITOUT 2015/16 $ 27,500

2015/16 $ 27,500

OC0307FV OTHER

COMMUNITY HIGHVIEW DRIVE EXERCISE CIRCUIT 2016/17 $ 34,000

OC0002AFV FILTRATION WATER REUSE FILTER BACKWASH PUMP

2016/17 2017/18 $ 47,000

OC0135FV FILTRATION WATER REUSE SCHEME PUMP - WWTP

2016/17 2017/18 $ 47,000

2016/17 $ 128,000

TOTAL ASSETS PAST USEFUL LIFE NOT TO BE RENEWED $ 347,300



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Assets not past useful life NOT TO BE RENEWED

ASSET CODE ASSET

GROUP ASSET NAME

YEAR FOR RENEWAL

VALUE

B0130FV BUILDINGS CORONATION RESERVE - STORAGE SHED

2019/20 $ 8,700

B0304FITFV BUILDINGS BAPTIST CHURCH - FITOUT 2019/20 $ 7,530

2019/20 $ 16,230

B0054FITFV BUILDINGS EX- BOWLING/OSHC - VACANT

CLUBROOMS - FIT-OUT 2021/22 $ 72,700


7-9 BOWLING AVENUE - BOWLING GREENS B AND C

2021/22 $ 312,000

2021/226 $ 384,700

B0004FV BUILDINGS EX- BOWLING - SHED ADJACENT TO

VACANT CLUBROOMS 2024/25 $ 9,000

B0054STRFV BUILDINGS EX- BOWLING/OSHC - VACANT CLUBROOMS - STRUCTURE

2024/25 $ 222,800

OC0342 OTHER COMMUNITY

PARNKALLA TRAIL FORESHORE EXTENSION ENGINEERING

2024/25 $ 104,035

2024/25 $ 335,835

TOTAL ASSETS NOT PAST USEFUL LIFE NOT TO BE RENEWED $ 736,765

TOTAL ASSETS NOT TO BE RENEWED $1,084,065



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Appendix D: City of Port Lincoln IAMP - Buildings


VALUE

B0007FV ARTEYREA - PAINT SHED (NOT RENEWING) 2014/15 $ 4,800

2014/15 $ 4,800

B0136FITFV CORONATION RESERVE - TENNIS CLUB ROOMS - FITOUT (NOT RENEWING) 2015/16 $ 27,500

2015/16 $ 27,500

B0090FITFV ARTEYREA - WORKSHOP HALL - FITOUT (TO RENEW) 2016/17 $ 161,100

B0146FITFV WORKS DEPOT - PARKS AND GARDEN SHED - FITOUT (Included in 2016/17 Budget)

2016/17 $ 9,500

B0215FV MARINA - TRANSPORTABLE TOILETS (Included in 2016/17 Budget)

2016/17 $ 57,700

B0309FIT LEISURE CENTRE OFFICE TENANCY - FITTINGS (Included in 2016/17 Budget)

2016/17 $ 70,760

B0312 LEISURE CENTRE - MAIN POOL LEARNERS POOL SPLASH POOL & SPA (Included in 2016/17 Budget)

2016/17 $2,080,000

B0313 LEISURE CENTRE - MAIN POOL LEARNERS POOL SPLASH POOL & SPA (Included in 2016/17 Budget)

2016/17 $ 72,000

B0314 LEISURE CENTRE - PLANT FOR MAIN POOL LEARNERS POOL SPLASH POOL & SPA (Included in 2016/17 Budget)

2016/17 $1,379,000

2016/17 $3,830,060

B0131FITFV BEDFORD INDUSTRIES - HALL - FIT-OUT 2018/19 $ 151,400

B0143FITFV WORKS DEPOT - MAIN WORKSHOP - FITOUT 2018/19 $ 40,900 B0257FV FLINDERS PARK - MILL COTTAGE - STORAGE SHED 2018/19 $ 9,400

2018/19 $ 201,700

B0130FV CORONATION RESERVE - STORAGE SHED (NOT RENEWING) 2019/20 $ 8,700

B0304FITFV BAPTIST CHURCH - FITOUT (NOT RENEWING) 2019/20 $ 7,530 B0001FV NORTH SHIELDS CEMETERY - SHED 2019/20 $ 31,500 B0066FITFV SENIOR CITIZENS CLUBROOMS - FIT-OUT 2019/20 $ 124,300 B0144FITFV WORKS DEPOT - PAINT SHED - FITOUT 2019/20 $ 5,900 B0162FITFV NELSON SQUARE - TENNIS CLUBROOMS – FITOUT

(Renewal planned for alternative use) 2019/20 $ 31,500 B0197FITFV CALISTHENICS CLUB - FITOUT 2019/20 $ 121,900

2019/20 $ 331,330

B0054FITFV EX- BOWLING/OSHC - VACANT CLUBROOMS - FIT-OUT (NOT RENEWING) 2020/21 $ 72,700

2020/21 $ 72,700

B0051FV CROQUET CLUB - PLAYERS SHELTER (LARGE) 2021/22 $ 7,200

B0053FV CROQUET CLUB - STORAGE SHED 2021/22 $ 6,200 B0145FV WORKS DEPOT - SIGN SHED/SHELTER 2021/22 $ 20,800 B0164U1FIT KIRTON COURT AGED CARE - UNIT 1 - FITOUT 2021/22 $ 9,696 B0164U3FIT KIRTON COURT AGED CARE - UNIT 3 - FITOUT 2021/22 $ 9,696

2021/22 $ 53,592



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ASSET CODE ASSET NAME YEAR FOR RENEWAL VALUE

B0032FITFV FLINDERS PARK - TOILET BLOCK - FITOUT 2022/23 $ 17,600 B0032ROOFF FLINDERS PARK - TOILET BLOCK - ROOFING 2022/23 $ 11,000 B0032STRFV FLINDERS PARK - TOILET BLOCK - STRUCTURE 2022/23 $ 43,900 B0049FITFV JACK MARTIN COURT - HOME UNITS (2) - FITOUT 2022/23 $ 17,472 B0072FITFV NAUTILUS THEATRE CIVIC HALL - FITOUT 2022/23 $1,414,100 B0164U5FIT KIRTON COURT AGED CARE - UNIT 5 - FITOUT 2022/23 $ 9,696 B0164U7FIT KIRTON COURT AGED CARE - UNIT 7 - FITOUT 2022/23 $ 9,696

2022/23 $1,523,464

B0028FV FLINDERS PARK - MILL COTTAGE - SHED (FORMER GARAGE) 2023/24 $ 10,200

B0164U4FIT KIRTON COURT AGED CARE - UNIT 4 - FITOUT 2023/24 $ 11,448 B0164U6FIT KIRTON COURT AGED CARE - UNIT 6 - FITOUT 2023/24 $ 11,088

2023/24 $ 32,736

B0004FV EX- BOWLING - SHED ADJACENT TO VACANT CLUBROOMS (NOT

RENEWING) 2024/25 $ 9,000 B0054STRFV EX- BOWLING/OSHC - VACANT CLUBROOMS - STRUCTURE (NOT

RENEWING) 2024/25 $ 222,800 B0102FV DOG POUND (OLD) 2024/25 $ 21,900 B0150FV WORKS DEPOT - RESIDENTIAL UNIT (STORAGE) 2024/25 $ 93,800 B0164U2FIT KIRTON COURT AGED CARE - UNIT 2 - FITOUT 2024/25 $ 9,696 B0191FITFV PORT LINCOLN SOCCER & SPORTING ASSOCIATION INC. CLUBROOMS -

FITOUT 2024/25 $ 95,400 B0305FITFV FLINDERS THEATRE + CAR WASH - FITOUT 2024/25 $ 79,680

2024/25 $ 532,276

B0070ROOFF CIVIC CENTRE - COUNCIL OFFICES AND CHAMBERS - ROOF 2025/26 $ 64,570

B0113FV RRC - GAS EXTRACTION 2025/26 $ 457,500

2025/26 $ 522,070

B0026FITFV FLINDERS PARK - SETTLERS COTTAGE - FITOUT 2026/27 $ 12,500

B0052FV CROQUET CLUB - CROQUET GREEN 2026/27 $ 156,200 B0296FV ARTEYREA - WORKSHOP HALL - SOLAR PANELS 2026/27 $ 19,000

2026/27 $ 187,700

TOTAL BUILDING ASSETS TO 2026-27 $7,319,928



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SUMMARY Assets past Useful Life identified for renewal

$ 161,100

Assets past Useful Life NOT to be renewed

$ 32,300

Assets budgeted for in 2016/17

$3,668,960

Assets not past Useful Life identified NOT to be renewed

$ 320,730

$4,183,090

Assets included in Appendix B - Renewal

$3,136,838

TOTAL BUILDING ASSETS TO 2026-27

$7,319,928



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Appendix E: City of Port Lincoln IAMP - Other Community Assets ASSET CODE

ASSET NAME YEAR FOR RENEWAL

VALUE

OC0403FV CORONATION RESERVE WINDSOR AVENUE - TENNIS COURT (NOT RENEWING) 2014/15 $ 187,000

OC0405FV NELSON SQUARE CARDIFF ROAD - TENNIS COURT (TO RENEW - Renewal planned for alternative use) 2014/15 $ 246,000

2014/15 $ 433,000

OC0307FV HIGHVIEW DRIVE EXERCISE CIRCUIT (NOT RENEWING) 2016/17 $ 34,000 OC0309FV DICKENS PARK TUBULAR FENCING

(Included in 2016/17 Budget) 2016/17 $ 23,000

OC0398FV DICKENS PARK SHEPHERD AVENUE - PLAYGROUND (Included in 2016/17 Budget)

2016/17 $ 44,000

2016/17 $ 101,000

OC0399FV SEAVIEW PARK MONALENA STREET - PLAYGROUND 2017/18 $ 12,000

2017/18 $ 12,000

OC0404FV NELSON SQUARE CARDIFF ROAD - PLAYGROUND 2018/19 $ 17,000

2018/19 $ 17,000

OC0191FV MENA PLACE PLAYGROUND 2019/20 $ 20,000

2019/20 $ 20,000

OC0392FV 7-9 BOWLING AVENUE - BOWLING GREENS B AND C (NOT RENEWING) 2021/22 $ 312,000

OC0046FV FORESHORE UPGRADE - CCTV CAMERAS 2021/22 $ 78,000 OC0192FV RUSTLERS GULLY PLAYGROUND 2021/22 $ 67,000 OC0299FV TRAIN PLAYGROUND ELECTRIC BARBECUE 2021/22 $ 6,000 OC0387FV RUSTLER'S GULLY 17 - 19 YARDEA STREET - SHELTER 2021/22 $ 8,000 OC0388FV PUCKRIDGE PARK BRETON PLACE - PLAYGROUND 2021/22 $ 54,000

2021/22 $ 525,000

OC0386FV TOURIST INFORMATION SIGN - LINCOLN HIGHWAY 2022/23 $ 19,000

OC0400FV SEAVIEW PARK MONALENA STREET - BIKE TRACK 2022/23 $ 21,300

2022/23 $ 40,300

OC0012FV BISHOP STREET - IRRIGATION 2023/24 $ 2,000

OC0054FV FORESHORE UPGRADE - TASMAN TERRACE BITUMEN CARPARKS 2023/24 $ 156,000 OC0238FV MOTORHOME WASTE DISPOSAL POINT - WINDSOR AVE 2023/24 $ 25,000 OC0318FV 4-6 NAPOLEON STREET - BITUMEN SEALED CAR PARK 2023/24 $ 77,000 OC0321FV 19 - 21 NAPOLEON STREET - BITUMEN SEALED CARPARK 2023/24 $ 79,000

2023/24 $ 339,000



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ASSET CODE ASSET NAME

YEAR FOR RENEWAL VALUE

OC0342 PARNKALLA TRAIL FORESHORE EXTENSION ENGINEERING (NOT RENEWING) 2024/25 $ 104,035

2024/25 $ 104,035

OC0008FV WELLINGTON SQUARE - PLAY EQUIPMENT 2025/26 $ 20,000

OC0116FV TRAIN PLAYGROUND 36-40 NEW WEST ROAD 2025/26 $ 66,000 OC0254FV STEVENSON STREET TENNIS COURTS - ACRYLIC SURFACE 2025/26 $ 132,700 OC0304FV PL PUCKRIDGE PARK ELECTRIC BARBECUES 2025/26 $ 11,000 OC0330FV WHAIT RESERVE - TENNIS COURT 2025/26 $ 81,100 OC0395FV TENNYSON TERRACE - TENNIS COURTS (8 COURTS) 2025/26 $ 550,100 OC0381 NAUTILUS ARTS CENTRE HALL LIGHTING 2025/26 $ 24,105

2025/26 $ 885,005

OC0173FV BMX CLUB ST ANDREWS TERRACE - STARTING SHELTER 2026/27 $ 22,000

OC0234FV FORESHORE PLAYGROUND SHADE STRUCTURE 2026/27 $ 24,000 OC0298FV BILLY LIGHTS POINT RESERVE IRRIGATION SYSTEM 2026/27 $ 5,000 OC0301FV 25 SOUTH POINT DRIVE - WALKWAY PAVING 2026/27 $ 13,000 OC0313FV 30 WASHINGTON STREET - BITUMEN SEALED CAR PARK 2026/27 $ 43,000 OC0314FV 4 SOUTH POINT DRIVE BITUMEN SEALED CAR PARK 2026/27 $ 193,000 OC0315FV 24-26 WASHINGTON STREET - BITUMEN SEALED CAR PARK 2026/27 $ 49,000 OC0316FV 28 WASHINGTON STREET - BITUMEN SEALED CAR PARK 2026/27 $ 50,000 OC0317FV MUNDY'S MOORING CARPARK BITUMEN SEAL 2026/27 $ 53,000 OC0319FV 15 NORTH QUAY BOULEVARD - BITUMEN SEALED CAR PARK 2026/27 $ 94,000 OC0320FV 22 SOUTH POINT DRIVE - BITUMEN SEALED CAR PARK 2026/27 $ 82,000 OC0322FV JUBILEE DRIVE CARPARK 2026/27 $ 89,000 OC0376FV 18 NAPOLEON STREET CARPARK 2026/27 $ 109,500 OC0401FV PROPER BAY ROAD - BOAT RAMP 2026/27 $ 24,000 OC0412FV KIRTON POINT BOWLING CLUB - CAR PARK 2026/27 $ 159,000 OC0413FV SHEPHERD AVE CARPARK 2026/27 $ 133,000

2026/27 $1,142,500

TOTAL OTHER COMMUNITY ASSETS TO 2026-27 $3,618,840

SUMMARY

Assets past Useful Life identified for renewal

$ 246,000


$ 221,000


$ 67,000


$ 416,035

$ 950,035


$2,668,805

TOTAL OTHER COMMUNITY ASSETS TO 2026-27

$3,618,840



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Appendix F: City of Port Lincoln IAMP - Filtration

ASSET CODE


VALUE

OC0002AFV WATER REUSE FILTER BACKWASH PUMP (NOT RENEWING) 2016/17 $ 47,000 OC0002BFV WASTE WATER TREATMENT PLANT WATER FILTERS

(Included in 16/17 budget) 2016/17 $ 256,000

OC0135FV WATER REUSE SCHEME PUMP – WWTP (NOT RENEWING) 2016/17 $ 47,000

2016/17 $ 350,000

OC0002EFV WASTE WATER TREATMENT PLANT - REFRIGERATED COMPOSITE SAMPLER 2019/20 $ 10,000

2019/20 $ 10,000

OC0294FV WATER REUSE SCHEME - RAVENDALE WATER PUMP 2020/21 $ 16,000

2020/21 $ 16,000

OC0002DFV WASTE WATER TREATMENT PLANT - UV TREATMENT PLANT 2022/23 $ 73,000

2022/23 $ 73,000

OC0133FV WATER REUSE SCHEME PUMP - NORTH POINT 2023/24 $ 16,000

OC0134FV WATER REUSE SCHEME PUMP - ST ANDREWS TERRACE 2023/24 $ 47,000

2023/24 $ 63,000

OC0219FV WATER REUSE SCHEME - FLINDERS PARK PUMP 2025/26 $ 26,000

2025/26 $ 26,000

TOTAL FILTRATION ASSETS TO 2026-27 $ 538,000


$ 94,000


$ 0


$ 256,000


$ 0

$ 350,000


$ 188,000

TOTAL FILTRATION ASSETS TO 2026-27

$ 538,000



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Appendix G: City of Port Lincoln IAMP - Road Surface Assets

ASSET CODE


VALUE

RS0076FV Cardiff Road - from Knott Street to Volante Street (Included in 2016/17 Budget)

2016/17 $ 20,143

RS0084FV Cheyanne Street - from High View Drive to Walkley Road (Included in 2016/17 Budget)

2016/17 $ 2,977

RS0201FV Hamilton Avenue - from Hermitage Crescent to Ocean Avenue (Included in 2016/17 Budget)

2016/17 $ 7,942

RS0688FV Hassell Road - from Pine Freezers Road to Section 225 Boundary (Included in 2016/17 Budget)

2016/17 $ 10,471

RS0302FV Mackarell Street - from Myers Street to Kiama Avenue (Included in 2016/17 Budget)

2016/17 $ 5,645

RS0412FV Railway Place - from London Street to West Boundary of Lot 347 (Included in 2016/17 Budget)

2016/17 $ 8,275

RS0413FV Railway Place - from West Boundary of Lot No 347 to Liverpool Street (Included in 2016/17 Budget)

2016/17 $ 3,957

RS0088FV Cook Street - from Knott Street to Trafalgar Street (Included in 2016/17 Budget)

2016/17 $ 15,086

RS0092FV Coral Street - from Trafalgar Street to Knott Street (Included in 2016/17 Budget)

2016/17 $ 16,956

RS0139FV Eric Avenue - from South Boundary of Lot No 9 to Mena Place (Included in 2016/17 Budget)

2016/17 $ 4,609

RS0173FV Follet Street - from Feltus Street to Verran Terrace (Included in 2016/17 Budget)

2016/17 $ 14,392

RS0195FV Gulf Avenue - from Duncan Avenue to End (Included in 2016/17 Budget)

2016/17 $ 4,883

RS0200FV Hambridge Street - from High View Drive to Hilltop Drive (Included in 2016/17 Budget)

2016/17 $ 6,052

RS0208FV Heather Road - from High View Drive to Walkley Road (Included in 2016/17 Budget)

2016/17 $ 6,594

RS0221FV Hindmarsh Street - from North Boundary of Lot No 394 to Cook Street (Included in 2016/17 Budget)

2016/17 $ 6,747

RS0222FV Hindmarsh Street - from Cook Street to Kent Place (Included in 2016/17 Budget)

2016/17 $ 7,988

RS0242FV Kali Grove - from Hawson Place South to Hawson Place Nth (Included in 2016/17 Budget)

2016/17 $ 4,321

RS0253FV Kiama Avenue - from Tennant Street to Telfer Street (Included in 2016/17 Budget)

2016/17 $ 2,986

RS0254FV Kiama Avenue - from Telfer Street to Sleaford Terrace (Included in 2016/17 Budget)

2016/17 $ 9,808

RS0257FV King Street - from Porter Street to Eyre Street (Included in 2016/17 Budget)

2016/17 $ 15,696

RS0281FV Lebrun Street - from Mortlock Terrace to Verran Terrace (Included in 2016/17 Budget)

2016/17 $ 12,244

RS0322FV Matthew Place - from Hill Street to Bentham Place (Included in 2016/17 Budget)

2016/17 $ 4,520



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ASSET CODE


VALUE

RS0468FV St Andrews Terrace - from Verran Terrace to Stevenson Street (Included in 2016/17 Budget)

2016/17 $ 26,955

RS0089FV Cook Street - from Trafalgar Street to Hindmarsh Street (Included in 2016/17 Budget)

2016/17 $ 15,179

RS0142FV Essex Avenue - from Morialta Crescent to Paringa Avenue (Included in 2016/17 Budget)

2016/17 $ 1,807

RS0225FV Holroyd Avenue - from Kiama Avenue to Telfer Street (Included in 2016/17 Budget)

2016/17 $ 12,265

RS0251FV Kent Place - from 25m North West of Victoria Crescent to Hindmarsh Street (Included in 2016/17 Budget)

2016/17 $ 1,990

2016/17 $ 250,490

RS0010FV Alexander Crescent - from Normandy Place to Roxanne Street 2017/18 $ 12,234 RS0046FV Bernard Place - from Hall Street to End of LHS Kerb 2017/18 $ 4,057 RS0060FV Boston Street - from Mortlock Terrace to 290m 2017/18 $ 12,010 RS0061FV Boston Street - from 290m to End 2017/18 $ 4,351 RS0062FV Bowling Avenue - from Telford Avenue to New West Road 2017/18 $ 7,714 RS0131FV Eltham Avenue - from Brougham Place to Stevenson Street 2017/18 $ 8,639 RS0132FV Eltham Avenue - from Stevenson Street to Knott Street 2017/18 $ 18,488 RS0149FV Eyre Street - from Tasman Terrace to End 2017/18 $ 3,652 RS0153FV Flaxman Street - from Baudin Place to Shaen Street 2017/18 $ 6,270

RS0156FV Flinders Avenue - from Duncan Avenue to 38m East of Banksia Crescent 2017/18 $ 3,209

RS0177FV Freeman Avenue - from Duncan Avenue to New West Road 2017/18 $ 8,789

RS0190FV Gloucester Terrace - from Kemp Avenue to 30m South of Normandy Place 2017/18 $ 14,269

RS0237FV Jordan Court - from Valley View Road to End 2017/18 $ 4,179

RS0256FV King Street - from Entrance to Boston Hotel Carpark to Exit Boston Hotel Carpark 2017/18 $ 6,209

RS0295FV London Street - from Railway Place to Brougham Place 2017/18 $ 5,392 RS0299FV London Street - from Knott Street to Hindmarsh Street 2017/18 $ 38,495 RS0308FV Marine Avenue - from Oxford Terrace to Tobruk Terrace 2017/18 $ 13,892

RS0317FV Matthew Place - from Stevenson Street to 121m East of Stevenson Street 2017/18 $ 5,073

RS0374FV Oxford Terrace - from Penhurst Road to Trigg Street 2017/18 $ 4,047

RS0384FV Park Terrace - from East Boundary of Port Lincoln High School to East Boundary 2017/18 $ 9,231

RS0389FV Pavana Crescent - from Moonta Crescent to Shepherd Avenue 2017/18 $ 8,259 RS0403FV Proper Bay Road - from Pine Freezers Road to 140m North East of Pine

Freezers Road 2017/18 $ 4,465

RS0411FV Quorna Avenue - from Margaret Avenue to Althorpe Avenue 2017/18 $ 3,874 RS0431FV Ruskin Road - from Port Lincoln High School Entrance to Park Terrace 2017/18 $ 3,572 RS0444FV Shannon Avenue - from Bellewood Avenue to Lorraine Avenue 2017/18 $ 7,150 RS0491FV Tasman Terrace - from Bligh Street to Eyre Street 2017/18 $ 10,515 RS0492FV Tasman Terrace - from 40m North of Bligh Street to Bligh Street 2017/18 $ 2,540



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ASSET CODE


VALUE

RS0493FV Tasman Terrace - from Adelaide Place to 40m North of Bligh Street 2017/18 $ 8,753 RS0496FV Tasman Terrace - from 30m North of Light Street to Lewis Street 2017/18 $ 5,689 RS0505FV Tennyson Terrace - from New West Road to Flinders Highway 2017/18 $ 7,792 RS0508FV Third Avenue - from Tennant Street to Cronin Avenue 2017/18 $ 4,620 RS0512FV Tobruk Terrace - from Cranston Street to Marine Avenue 2017/18 $ 13,122 RS0540FV Volante Street - from Lipson Place to Cardiff Road 2017/18 $ 40,314 RS0570FV Yardea Street - from 10m West of Sarah Crescent to End 2017/18 $ 9,834 RS0601FV Oak Street - from Roslyn Street to Eric Avenue 2017/18 $ 2,644 RS0642FV Pine Freezers Road - from 138m to 188m 2017/18 $ 1,861 RS0643FV Pine Freezers Road - from 188m to 244m 2017/18 $ 3,992 UR0001FV Abeona Terrace - from Gloucester Terrace to Brockworth Road 2017/18 $ 6,242

2017/18 $ 335,438

RS0015FV Amiens Place - from Gascony Crescent to End 2018/19 $ 8,214

RS0017FV Angas Street - from Breton Place to Shaen Street 2018/19 $ 16,464 RS0024FV Baker Street - from Dobbins Street to Tulka Terrace 2018/19 $ 4,412 RS0028FV Baltimore Street - from Knott Street to Stevenson Street 2018/19 $ 11,178 RS0041FV Beaver Court - from Start of Cul-de-sac to End 2018/19 $ 3,188 RS0047FV Bishop Street - from Tasman Terrace to Lincoln Highway 2018/19 $ 4,771 RS0049FV Blacker Court - from Sarah Crescent to End 2018/19 $ 8,784 RS0054FV Bligh Street - from Liverpool Street to Tasman Terrace 2018/19 $ 15,242 RS0069FV Brockworth Road - from Normandy Place to Dorset Place 2018/19 $ 9,158 RS0070FV Brockworth Road - from Dorset Place to Kemp Avenue 2018/19 $ 3,429 RS0077FV Cardiff Road - from Volante Street to Hindmarsh Street 2018/19 $ 8,929

RS0079FV Cassanova Street - from Dickens Street to 45m North West of Bomar Street 2018/19 $ 7,955

RS0097FV Cranston Street - from Tobruk Terrace to Oxford Terrace 2018/19 $ 6,057 RS0099FV Crawford Court - from Baillie Drive to End 2018/19 $ 10,131 RS0133FV Eltham Avenue - from Knott Street to Barnard Street 2018/19 $ 8,654

RS0138FV Eric Avenue - from South Boundary of Lot No 15 to South Boundary of Lot No 9 2018/19 $ 3,933

RS0150FV Feltus Street - from Coronation Place to Follett Street 2018/19 $ 7,553 RS0155FV Flaxman Street - from Smith Street to Valley View Road 2018/19 $ 5,646

RS0166FV Flinders Highway - from East Boundary of Flindrers Park to Hallett Place 2018/19 $ 10,550

RS0179FV Frobisher Street - from Ocean Avenue to Flinders Highway 2018/19 $ 8,157

RS0191FV Gloucester Terrace - from 30m South of Normandy Place to Normandy Place 2018/19 $ 945

RS0198FV Hall Street - from Bernard Place to Breton Place 2018/19 $ 9,184 RS0209FV Hecla Street - from Feltus Street to Martindale Crescent 2018/19 $ 6,850 RS0211FV Hermay Crescent - from Kuranda Street to Tacoma Street 2018/19 $ 5,007 RS0230FV Ikaros Street - from Follett Street to Heath Street 2018/19 $ 4,760 RS0231FV Imba Street - from Milton Avenue to Miltalie Avenue 2018/19 $ 3,045 RS0244FV Kaye Drive - from Flinders Highway to Ocean Avenue 2018/19 $ 8,877 RS0246FV Kemp Avenue - from Gloucester Terrace to Brockworth Road 2018/19 $ 6,026 RS0261FV Knott Street - from Dublin Street to Eltham Avenue 2018/19 $ 8,242



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ASSET CODE


VALUE

RS0286FV Lincoln Place - from Adelaide Place to 115m East 2018/19 $ 4,493 RS0321FV Matthew Place - from Gliddon Street to Hill Street 2018/19 $ 3,569

RS0323FV McDonald Avenue - from Normandy Place to North Boundary of Lot No 112 2018/19 $ 7,112

RS0324FV McDonald Avenue - from North Boundary of Lot No 112 to Breton Place 2018/19 $ 6,644

RS0326FV McLaren Street - from Torrens Street to Ansley Place 2018/19 $ 16,048 RS0330FV Milton Avenue - from Kurla Street to Imba Street 2018/19 $ 16,682 RS0331FV Milton Avenue - from Imba Street to End of Seal 2018/19 $ 9,716 RS0332FV Minnipa Avenue - from Duncan Avenue to Ocean Avenue 2018/19 $ 3,585 RS0334FV Mitton Avenue - from Swann Street to End 2018/19 $ 7,554 RS0340FV Monash Road - from Stevenson Street to Brougham Place 2018/19 $ 12,185 RS0342FV Moonta Crescent - from Barley Road to Shepherd Avenue 2018/19 $ 8,785 RS0349FV Napoleon Street - from Porter Street to Mortlock Terrace 2018/19 $ 11,988 RS0353FV Nigel Street - from Flinders Street to Kemp Avenue 2018/19 $ 4,873 RS0359FV Normandy Place - from Alexander Crescent to Lincoln Highway 2018/19 $ 44,564 RS0368FV Oswald Drive - from Valley View Road to Seaview Avenue 2018/19 $ 9,754 RS0371FV Oxford Terrace - from Marine Avenue to New West Road 2018/19 $ 9,305 RS0381FV Paringa Avenue - from Ocean Avenue to 93m East of Duncan Avenue 2018/19 $ 7,391

RS0383FV Park Terrace - from Telford Avenue to East Boundary of Port Lincoln High School 2018/19 $ 6,960

RS0385FV Park Terrace - from East Boundary of Telstra to Mortlock Terrace 2018/19 $ 3,759 RS0391FV Penhurst Road - from Oxford Terrace to Brockworth Road 2018/19 $ 7,221 RS0394FV Picardy Place - from Normandy Place to Breton Place 2018/19 $ 4,487 RS0396FV Pine Freezers Road - from 91m to 117m 2018/19 $ 946 RS0404FV Proper Bay Road - from 140m North East of Pine Freezers Road to

280m North East 2018/19 $ 4,584

RS0408FV Queen Street - from Cook Street to Horrocks Street 2018/19 $ 8,260 RS0426FV Rodda Avenue - from Gulf Avenue to New West Road 2018/19 $ 11,497 RS0432FV Ryan Street - from Edinburgh Street to Boston Street 2018/19 $ 2,555 RS0442FV Shaen Street - from Lincoln Highway to Flaxman Street 2018/19 $ 4,746 RS0452FV Sinclair Street - from Matilda Street to Kiama Avenue 2018/19 $ 9,254

RS0456FV Sleaford Terrace - from Matilda Street / Oxford Terrace to Mortlock Terrace 2018/19 $ 8,698

RS0470FV St Andrews Terrace - from East Boundary of Kirton Point Primary School to 1160m 2018/19 $ 22,063

RS0479FV Stevenson Street - from Cardiff Road to Eltham Avenue 2018/19 $ 9,117 RS0485FV Stuart Terrace - from New West Road to Ocean Avenue 2018/19 $ 12,877 RS0488FV Swann Street - from Mitton Avenue to Morgan Street 2018/19 $ 7,072 RS0514FV Torrens Street - from Hill Street to Innes Street 2018/19 $ 11,292 RS0518FV Trafalgar Street - from Kent Place to Power Terrace 2018/19 $ 7,040 RS0535FV Victoria Crescent - from Kent Place to Queen Street 2018/19 $ 29,946 RS0548FV Wavell Road - from Hindmarsh Street to Trafalgar Street 2018/19 $ 11,359 RS0551FV Wavell Road - from Stevenson Street to Brougham Place 2018/19 $ 5,620 RS0562FV Windsor Avenue - from Stamford Terrace to Proper Bay Road 2018/19 $ 23,958



131 | P a g e


ASSET CODE


VALUE

RS0569FV Yardea Street - from 26m South West of Mitalie Avenue to 10m West of Sarah Crescent

2018/19 $ 5,409

RS0589FV Edinburgh Street - from Mortlock Terrace to East Boundary of Seventh Day Adventist

2018/19 $ 14,736

RS0594FV Mourilya Street - from Carrawilla Street to Wattleton Street 2018/19 $ 7,064 RS0600FV Stephens Street - from Volante Street to Ansley Place 2018/19 $ 12,720 RS0615FV Kurara Road - from 566m to 961m 2018/19 $ 11,062 RS0621FV Martindale Crescent - from Follet Street to Stamford Terrace 2018/19 $ 8,153 RS0638FV Kurara Road - from 396m to 566m 2018/19 $ 5,169 RS0640FV Marine Avenue - from Baillie Drive to New West Road 2018/19 $ 4,029 RS0641FV Pine Freezers Road - from 117m to 138m 2018/19 $ 1,071 RS0644FV Pine Freezers Road - from 224m to 263m 2018/19 $ 766 RS0698FV Reevesby Court - from Flinders Highway to End 2018/19 $ 10,699 RS0712FV Walker Street - from Lincoln Highway to End 2018/19 $ 2,036 RS0730FV Flinders Highway Access - from End of Seal to 7m East of Cross Over 2018/19 $ 1,389 RS0731FV Flinders Highway Access - from 7m East of Cross Over to 13m West of

Whillas Road 2018/19 $ 6,076

RS0733FV Flinders Highway Access - from Flinders Highway to Flinders Highway Access 2018/19 $ 2,111

UR0677FV Greyhound Road - from South Boundary of Racecourse to South Boundary of Drain 2018/19 $ 16,942

RS0704RFV Seaton Avenue - from 485m to 511m 2018/19 $ 874

2018/19 $ 723,206

RS0035FV Barry Avenue - from Hamilton Avenue to Stuart Terrace 2019/20 $ 4,759

RS0040FV Beaver Court - from Bonanza Road to Kaye Drive 2019/20 $ 4,169 RS0086FV Conrad Street - from Shepherd Avenue to Whait Avenue 2019/20 $ 61,975 RS0125FV Eden Street - from Henderson Street to Follett Street 2019/20 $ 8,914 RS0144FV Ettridge Street - from London Street to Forbes Street 2019/20 $ 3,183 RS0145FV Ettridge Street - from Forbes Street to Cook Street 2019/20 $ 3,126 RS0157FV Flinders Avenue - from 38m East of Banksia Crescent to 110m West of

Banksia Crescent 2019/20 $ 4,304

RS0182FV Gawler Terrace - from End Gawler Terrace to Access Road Kirton Point Jetty 2019/20 $ 7,434

RS0183FV Gawler Terrace - from Access Road Kirton Point Jetty to Queen Street 2019/20 $ 6,808 RS0205FV Harvey Street No. 1 - from Volante Street to Ansley Place 2019/20 $ 9,406 RS0224FV Holder Road - from New West Road to Lyle Drive 2019/20 $ 11,071 RS0229FV Hudson Avenue - from Marine Avenue to New West Road 2019/20 $ 3,877 RS0236FV Jillian Avenue - from Eric Avenue to End 2019/20 $ 7,176 RS0258FV King Street - from Eyre Street to Service Station 2019/20 $ 7,145 RS0259FV Kinmont Avenue - from Telfer Street to Sleaford Avenue 2019/20 $ 6,417 RS0267FV Kuranda Street - from Martindale Crescent to Coronation Place 2019/20 $ 5,423 RS0272FV Kurla Street - from Lincoln Highway to 7m East of Unga Street 2019/20 $ 13,973 RS0297FV London Street - from 90m East of Brougham Place to Stevenson Street 2019/20 $ 3,421 RS0300FV Lorraine Avenue - from Breton Place to Amiens Place 2019/20 $ 8,533 RS0309FV Marine Avenue - from Tobruk Terrace to Baillie Drive 2019/20 $ 10,012



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ASSET CODE


VALUE

RS0364FV Ocean Avenue - from Oxford Terrace to Hamilton Avenue 2019/20 $ 10,887 RS0390FV Pearson Avenue - from New West Road to Duncan Avenue 2019/20 $ 10,110 RS0395FV Pine Freezers Road - from Proper Bay Road to 91m 2019/20 $ 3,310 RS0416FV Ravendale Road - from Marino Avenue to St Andrews Terrace 2019/20 $ 9,133

RS0439FV Seaton Avenue - from St Andrews Terrace to North Boundary of Mallee Park 2019/20 $ 10,999

RS0447FV Shepherd Avenue - from Moonta Crescent to Bomar Street 2019/20 $ 7,177 RS0469FV St Andrews Terrace - from Stevenson Street to East Boundary of Kirton

Point Primary 2019/20 $ 9,318

RS0471FV St Andrews Terrace - from 1160m East Adelphi Terrace to Adelphi Terrace 2019/20 $ 4,944

RS0476FV Stanley Grove - from Jillian Avenue to Flinders Highway 2019/20 $ 7,071 RS0483FV Stevenson Street - from North Boundary of Shops to Queen Street 2019/20 $ 5,165 RS0489FV Tacoma Street - from Coronation Place to Hecla Street 2019/20 $ 5,018 RS0500FV Telford Avenue - from Oxford Terrace to Bowling Avenue 2019/20 $ 6,535 RS0502FV Tennant Street - from Mortlock Terrace to Second Avenue 2019/20 $ 10,041 RS0524FV Val Street - from Easton Road to High View Drive 2019/20 $ 2,763 RS0542FV Wandana Avenue - from Duncan Avenue to Ocean Avenue 2019/20 $ 8,109 RS0553FV Wendland Street - from Roslyn Street to End of Seal 2019/20 $ 2,819

RS0560FV Willison Street - from North Boundary of Kindergarten to George Street 2019/20 $ 1,505

RS0595FV Sleaford Terrace - from Kinmont Avenue to Haigh Street 2019/20 $ 9,251 RS0603FV Oxford Terrace - from Flinders Highway to Penhurst Road 2019/20 $ 5,566 RS0646FV Pine Freezers Road - from 272m to 286m 2019/20 $ 694 RS0647FV Pine Freezers Road - from 286m to 302m 2019/20 $ 628 RS0657FV Adriatic Avenue - from Oswald Drive to End 2019/20 $ 4,123 RS0692FV Lawson Drive - from Baillie Drive to End 2019/20 $ 3,394 RS0754FV Stevenson Crescent - from New West Road to Telford Avenue 2019/20 $ 1,479 RS0773FV Proper Bay Road - from Puckridge Place to Anne Street 2019/20 $ 10,339

2019/20 $ 341,501

RS0003FV Adelaide Place - from Park Terrace to Lincoln Place 2020/21 $ 3,615

RS0004FV Adelaide Place - from Lincoln Place to Liverpool Street 2020/21 $ 16,146 RS0009FV Aidas Court - from Barley Road to End 2020/21 $ 4,795 RS0014FV Althorpe Avenue - from Paringa Avenue to Margaret Avenue 2020/21 $ 12,966 RS0020FV Argent Street - from Moonta Crescent to Pavana Crescent 2020/21 $ 2,370 RS0043FV Bellewood Avenue - from Gascony Crescent to Breton Place 2020/21 $ 4,350 RS0048FV Black Street - from Cowley Crescent to Crawford Court 2020/21 $ 5,072 RS0051FV Blackman Place - from Porter Street to 80m West of Porter Street 2020/21 $ 2,826 RS0053FV Blackman Place - from East Boundary of Sari Hall to Mortlock Terrace 2020/21 $ 1,963 RS0057FV Bomar Street - from Shepherd Avenue to Casanova Street 2020/21 $ 5,970 RS0068FV Broadway Street - from Yandra Terrace to Pavana Crescent 2020/21 $ 3,119 RS0078FV Carrawilla Street - from Vigar Street to End 2020/21 $ 4,345 RS0091FV Coral Street - from Hindmarsh Street to Trafalgar Street 2020/21 $ 11,194 RS0094FV Coronation Place - from Feltus Street to Stamford Terrace 2020/21 $ 8,696



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ASSET CODE


VALUE

RS0101FV Cronin Avenue - from 85m West of Third Avenue to 123m West of Third Avenue 2020/21 $ 1,124

RS0102FV Cronin Avenue - from 123m West of Third Avenue to Woolga Street 2020/21 $ 8,606 RS0115FV Dublin Street - from Knott Street to Barnard Street 2020/21 $ 11,133 RS0120FV Duncan Avenue - from 9m North of Wandana Avenue to Ocean Avenue 2020/21 $ 7,604

RS0127FV Edinburgh Street - from East Boundary of Seventh Day Adventist Church to Porter 2020/21 $ 11,878

RS0174FV Forbes Street - from Stevenson Street to Ettridge Street 2020/21 $ 7,776 RS0175FV Fram Street - from Shepherd Avenue to Casanova Street 2020/21 $ 6,183 RS0189FV Gloucester Terrace - from Flinders Highway to Kemp Avenue 2020/21 $ 6,530 RS0219FV Hillside Grove - from North End to South 2020/21 $ 4,246 RS0238FV Jubilee Drive - from St Andrews Drive to Give way sign 2020/21 $ 8,253 RS0243FV Kapunta Place - from Glengyle Street to End 2020/21 $ 1,667 RS0245FV Kelly Street - from Cranston Street to St Joseph's Schoool Entrance 2020/21 $ 1,312 RS0285FV Linc Street - from Lorraine Avenue to Hillside Grove 2020/21 $ 2,507 RS0292FV Lipson Place - from Torrens Street to Ansley Place 2020/21 $ 7,155 RS0298FV London Street - from Stevenson Street to Knott Street 2020/21 $ 18,369 RS0304FV Mallee Crescent - from Marino Avenue to Seaton Avenue 2020/21 $ 10,386 RS0305FV Margaret Avenue - from Ocean Avenue to New West Road 2020/21 $ 12,724 RS0306FV Marina Drive - from Stamford Terrace to 140m 2020/21 $ 5,670 RS0315FV Matilda Street - from Swaffer Street to Sleaford Terrace 2020/21 $ 13,063 RS0318FV Matthew Place - from 121m East Stevenson Streeet to East Boundary

of Kirton Point 2020/21 $ 9,167

RS0327FV Mena Place - from Stanley Grove to East Boundary of Lot No 41 2020/21 $ 3,095 RS0335FV Monalena Street - from Cronin Avenue to Wattleton Street 2020/21 $ 6,952 RS0358FV Normandy Place - from Flinders Highway to Alexander Crescent 2020/21 $ 10,495 RS0365FV Ocean Avenue - from Hamilton Avenue to Paringa Avenue 2020/21 $ 11,164 RS0386FV Park Terrace - from Mortlock Terrace to 20m East of Telstra 2020/21 $ 6,112 RS0407FV Puckridge Place - from Kennedy Terrace to End (Cul-de-sac) 2020/21 $ 4,875 RS0449FV Shields Street - from Tulka Terrace to Tobruk Terrace 2020/21 $ 3,379 RS0455FV Sleaford Terrace - from Haigh Street to Oxford Terrace / Matilda Street 2020/21 $ 10,135

RS0464FV St Andrews Drive - from East Boundary of Haldanes Bk to Billy Lights Point 2020/21 $ 23,805

RS0503FV Tennant Street - from Second Avenue to Holroyd Avenue 2020/21 $ 16,286 RS0513FV Tonto Place - from Vigar Street to End 2020/21 $ 3,878 RS0520FV Tulka Terrace - from Shields Street to Sleaford Terrace 2020/21 $ 6,396 RS0534FV Luke Street - from Matthew Place to Dublin Street 2020/21 $ 7,756 RS0536FV Vigar Street - from Barley Road to Passatt Street 2020/21 $ 12,317 RS0547FV Wattleton Street - from Monalena Street to Woolga Street 2020/21 $ 4,322 RS0554FV Whaite Avenue - from Mortlock Terrace to Dickens Street 2020/21 $ 7,532 RS0564FV Winter Street - from Pearson Avenue to Rodda Avenue 2020/21 $ 3,154 RS0565FV Woolga Street - from Wattleton Street to Cronin Avenue 2020/21 $ 5,931 RS0597FV Sleaford Terrace - from Telfer Street to Kinmont Avenue 2020/21 $ 10,812 RS0599FV Gillman Street - from Kent Place to End 2020/21 $ 7,086 RS0620FV Brougham Place - from Wavell Road to End (London St bridge) 2020/21 $ 8,691 RS0626FV Day Street - from Morgan Street to 56m 2020/21 $ 1,446



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ASSET CODE


VALUE

RS0645FV Pine Freezers Road - from 263m to 272m 2020/21 $ 353 RS0662FV Clearwater Place - from Windamere Crescent to End 2020/21 $ 5,620 RS0670FV Frances Avenue - from Lyle Drive to End 2020/21 $ 16,884 RS0690FV Kemp Avenue - from Brockworth Road to End 2020/21 $ 1,321 RS0694FV McFarlane Avenue - from Prospect Road to Tennyson Terrace 2020/21 $ 4,355 RS0706FV Smith Street - from Flaxman Street to Hall Street 2020/21 $ 8,466 RS0737FV Kestrel Place - from North End (Cul-de-sac) to South End (Cul-de-sac) 2020/21 $ 3,306 RS0745FV Monterey Drive - from Monterey Drive (North) to End 2020/21 $ 906 RS0750FV School Lane - from Ruskin Road to End 2020/21 $ 1,272 RS0778FV Tolmer Lane - from Hallet Place to Adelaide Place 2020/21 $ 3,802 UR0678FV Greyhound Road - from South Boundary of Drain Easement to South

Boundary of Grey 2020/21 $ 8,085

UR0680FV Greyhound Road - from South Boundary of Section 499 to Railway Line 2020/21 $ 19,884 UR0687FV Harvey Street No. 2 - from Holder Road to End 2020/21 $ 4,718

2020/21 $ 497,369

RS0012FV Alsace Crescent - from Amiens Place to Shannon Avenue 2021/22 $ 4,981

RS0026FV Baltimore Street - from Volante Street to Barnard Street 2021/22 $ 4,243 RS0036FV Bascombe Place - from Whait Avenue to End 2021/22 $ 3,562 RS0064FV Breton Place - from Hall Street to Eric Avenue 2021/22 $ 11,668 RS0067FV Bristol Place - from Cook Street to Hindmarsh Street 2021/22 $ 6,189 RS0072FV Brougham Place - from Cardiff Road to Wavell Road 2021/22 $ 3,024 RS0075FV Cardiff Road - from Stevenson Street to Knott Street 2021/22 $ 19,298

RS0080FV Cassanova Street - from 45m North West of Bomar Street to Monalena Street 2021/22 $ 1,413

RS0082FV Chapman Street - from Seaview Road to Bay View Road 2021/22 $ 5,544 RS0107FV Dobbins Street - from Swann Street to Day Street 2021/22 $ 5,308 RS0110FV Dorset Place - from Gloucester Terrace to Brockworth Road 2021/22 $ 4,027 RS0111FV Dorset Place - from Brockworth Road to Gloucester Terrace 2021/22 $ 6,046 RS0128FV El Alamein Street - from Hindmarsh Street to Volante Street 2021/22 $ 6,668 RS0129FV Elizabeth Street - from Myers Street to Sleaford Terrace 2021/22 $ 5,977 RS0135FV Eltham Avenue - from Volante Street to Hindmarsh Street 2021/22 $ 9,114 RS0146FV Everard Court - from Hilltop Drive to End 2021/22 $ 3,820

RS0158FV Flinders Avenue - from 110m West of Banksia Crescent to Springfield Drive 2021/22 $ 1,551

RS0159FV Flinders Highway - from Hilltop Drive to Kaye Drive 2021/22 $ 21,464 RS0172FV Follet Street - from Stamford Terrace to Feltus Street 2021/22 $ 18,687 RS0181FV Gascony Crescent - from Bellewood Avenue to End 2021/22 $ 1,059 RS0187FV Glengyle Street - from Vigar Street to End 2021/22 $ 4,472 RS0204FV Happy Valley Road - from East Boundary of No 63 to Bernard Place 2021/22 $ 17,470 RS0216FV Hill Street - from Torrens Street to Matthew Place 2021/22 $ 4,374 RS0228FV Horrocks Street - from Queen Street to Cook Street 2021/22 $ 4,366 RS0232FV Innes Street - from Torrens Street to Adelphi Terrace 2021/22 $ 1,978 RS0241FV Jubilee Drive - from South Quay Boulevard to Jubilee Drive 2021/22 $ 3,518 RS0248FV Kent Place - from Finke Street to Hawson Place 2021/22 $ 2,915 RS0249FV Kent Place - from Hawson Place to Hawson Place 2021/22 $ 4,145



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ASSET CODE


VALUE

RS0264FV Knott Street - from London Street to Cook Street 2021/22 $ 12,018 RS0266FV Koonella Street - from Barley Road to Vigar Street 2021/22 $ 7,340 RS0271FV Kurara Road - from Robertson Road to 107m 2021/22 $ 2,329 RS0278FV Laguna Drive - from Marina Drive to End 2021/22 $ 15,150 RS0282FV Leech Place - from Whait Avenue to End 2021/22 $ 3,099 RS0307FV Marina Drive - from 140m to Monterey Drive 2021/22 $ 20,186 RS0347FV Myers Street - from Sinclair Street to Ellen Street 2021/22 $ 2,818 RS0352FV Newton Street - from Kaye Drive to Easton Road 2021/22 $ 6,695 RS0378FV Pamir Street - from Shepherd Avenue to End 2021/22 $ 3,885 RS0379FV Para Street - from English Street to Shaen Street 2021/22 $ 10,480 RS0382FV Paringa Avenue - from 93m East of Duncan Avenue to Duncan Avenue 2021/22 $ 3,375 RS0387FV Parnkalla Avenue - from St Andrews Drive to End (Cul-de-sac) 2021/22 $ 10,431 RS0392FV Phillip Street - from Heath Street to Coronation Place 2021/22 $ 2,972 RS0410FV Quiberon Street - from Mortlock Terrace to Theakstone Street 2021/22 $ 4,785

RS0415FV Ravendale Road - from 100m North of Stamford Terrace to Marino Avenue 2021/22 $ 18,504

RS0418FV Ridley Crescent - from Banksia Crescent to Banksia Crescent 2021/22 $ 7,297 RS0441FV Sellen Street - from Tennant Street to Cronin Avenue 2021/22 $ 4,436

RS0460FV Springfield Drive - from Robertson Road to 235m South of Robertson Road 2021/22 $ 7,236

RS0463FV St Andrews Drive - from South Point Drive to East End Haldanes Bk 2021/22 $ 10,272 RS0465FV St Andrews Drive - from Jubilee Drive to Bridge Crescent 2021/22 $ 36,662 RS0501FV Telford Avenue - from Bowling Avenue to Park Terrace 2021/22 $ 4,674 RS0522FV Tyler Street - from Mortlock Terrace to Simmons Street 2021/22 $ 4,593 RS0543FV Washington Street - from Porter Street to Eyre Street 2021/22 $ 8,775 RS0550FV Wavell Road - from Knott Street to Stevenson Street 2021/22 $ 12,150 RS0559FV Willison Street - from Trigg Street to North Boundary of Kindergarten 2021/22 $ 1,489 RS0561FV Willison Street - from George Street to Flinders Highway 2021/22 $ 2,327 RS0598FV Springfield Drive - from 235m South of Robertson Road to 330m South 2021/22 $ 2,817 RS0674FV Grantala Road - from West Boundary of Lot No 1 to Nootina Road 2021/22 $ 27,867 RS0683FV Hall Street - from Smith Street to Shaen Street 2021/22 $ 3,076 RS0697FV Pelican Court - from Laguna Drive to End (Cul-de-sac) 2021/22 $ 1,556 RS0719FV Yardea Street - from Yardea Street to Miltalie Avenue 2021/22 $ 2,902

RS0739FV Lake View Avenue - from North End (Cul-de-sac) to South End (Cul-de-sac) 2021/22 $ 5,329

RS0740FV Lawson Drive - from North End (Cul-de-sac) to South End (Cul-de-sac) 2021/22 $ 4,990 RS0751FV Seaton Avenue - from North Boundary of Mallee Park to 485m 2021/22 $ 9,996 UR0635FV Averis Road - from End of Seal at 621m to End 2021/22 $ 24,559

UR0676FV Greyhound Road - from Proper Bay Road to South Boundary of Race Course 2021/22 $ 20,922

2021/22 $ 514,872

RS0008FV Adelphi Terrace - from North Boundary of Lot 837 to Matthew Place 2022/23 $ 8,566

RS0018FV Anne Street - from Verran Terrace to Coronation Place 2022/23 $ 3,098 RS0031FV Banksia Crescent - from Flinders Avenue to Ridley Crescent 2022/23 $ 8,168 RS0044FV Bentham Place - from Matthew Place to Dublin Street 2022/23 $ 6,388



136 | P a g e


ASSET CODE


VALUE

RS0058FV Bonanza Road - from High View Drive to Newton Street 2022/23 $ 13,087 RS0081FV Casuarina Grove - from Kurara Road to End 2022/23 $ 5,061 RS0083FV Chapman Street - from Bay View Road to Sarah Crescent 2022/23 $ 6,575 RS0106FV Dickens Street - from Shepherd Avenue to Cronin Avenue 2022/23 $ 9,957 RS0108FV Donnington Street - from Ravendale Road to Bickers Avenue 2022/23 $ 2,790 RS0119FV Duncan Avenue - from 18m South East of Flinders Avenue to 9m North

of Wandana Ave 2022/23 $ 8,707

RS0130FV Ellen Street - from Myers Street to Kiama Avenue 2022/23 $ 5,228 RS0152FV First Avenue - from Tennant Street to Cronin Avenue 2022/23 $ 4,209 RS0161FV Flinders Highway - from Happy Valley Road to Hilltop Drive 2022/23 $ 42,650 RS0164FV Flinders Highway - from Willison Street to Clyde Street 2022/23 $ 11,470 RS0168FV Flinders Highway Access - from Hilltop Drive to 42m 2022/23 $ 1,152 RS0169FV Flinders Highway Access - from 42m to 255m 2022/23 $ 4,621 RS0170FV Flinders Highway Access - from Flinders Highway to 82m 2022/23 $ 1,763 RS0185FV George Street - from Willison Street to Trigg Street 2022/23 $ 3,158 RS0212FV Hermitage Crescent - from Oxford Terrace to New West Road 2022/23 $ 14,690 RS0217FV Hill Street - from Matthew Place to Dublin Street 2022/23 $ 5,069 RS0233FV Island Drive - from Adelphi Terrace to North Point Drive 2022/23 $ 4,650 RS0234FV Island Drive - from North Point Drive to End (Cul-de-sac) 2022/23 $ 6,177 RS0239FV Jubilee Drive - from Give Way Sign to Brick Pavers 2022/23 $ 4,858 RS0247FV Proper Bay Road - from Windsor Avenue to Puckridge Place 2022/23 $ 3,085

RS0250FV Kent Place - from Hawson Place to 25m North West of Victoria Crescent 2022/23 $ 13,960

RS0269FV Kurara Road - from 107m to 221m 2022/23 $ 3,332 RS0270FV Kurara Road - from 1013m to New West Road 2022/23 $ 1,952 RS0277FV La Fayette Drive - from Follett Street to End 2022/23 $ 7,310 RS0279FV Lake View Avenue - from St Andrews Drive to End (Cul-de-sac) 2022/23 $ 2,370 RS0287FV Lincoln Place - from 115m East to Mortlock Terrace 2022/23 $ 4,561 RS0290FV Lindsay Street - from 97m from Valley View Road to Bay View Road 2022/23 $ 9,079 RS0310FV Marino Avenue - from Seaton Avenue to Ravendale Road 2022/23 $ 8,338 RS0311FV Mark Street - from St Andrews Terrace to Matthew Place 2022/23 $ 6,414 RS0313FV Mason Street - from Marine Avenue to Tobruk Terrace 2022/23 $ 4,077 RS0328FV Mena Place - from East Boundary of Lot No 41 to Alexander Crescent 2022/23 $ 4,577 RS0336FV Monash Road - from Hindmarsh Street to Volante Street 2022/23 $ 6,532 RS0344FV Morialta Crescent - from Althorpe Avenue to Margaret Avenue 2022/23 $ 9,385 RS0354FV Nootina Road - from New West Road to Grantala Road 2022/23 $ 9,346 RS0362FV North Quay Boulevard - from Brick Pavers to St Andrews Drive 2022/23 $ 2,602 RS0369FV Oxford Terrace - from Matilda Street to Cranston Street 2022/23 $ 16,831 RS0370FV Oxford Terrace - from Cranston Street to Marine Avenue 2022/23 $ 7,204 RS0417FV Ridgeway Street - from Sleaford Terrace to Swann Street 2022/23 $ 3,379 RS0419FV Rita Street - from High View Drive to Easton Road 2022/23 $ 2,790 RS0421FV Robertson Road - from Duncan Avenue to 350m 2022/23 $ 13,162 RS0422FV Robertson Road - from 350m to 537m 2022/23 $ 5,114 RS0423FV Robertson Road - from 537m to Whillas Road 2022/23 $ 1,416 RS0427FV Roslyn Street - from Jillian Avenue to End 2022/23 $ 7,697 RS0429FV Roxby Road - from Hamilton Avenue to Margaret Avenue 2022/23 $ 6,929



137 | P a g e


ASSET CODE


VALUE

RS0430FV Ruskin Road - from Oxford Terrace to Port Lincoln Hight School Entrance 2022/23 $ 6,451

RS0434FV Sandringham Avenue - from Marino Avenue to St Andrews Terrace 2022/23 $ 6,788 RS0440FV Seaview Avenue - from Chapman Street to Oswald Drive 2022/23 $ 12,358 RS0451FV Sinclair Street - from Mortlock Terrace to Matilda Street 2022/23 $ 7,545 RS0462FV Springfield Drive - from 330m South to Flinders Avenue 2022/23 $ 3,692 RS0466FV St Andrews Drive - from Bridge Crescent to South Point Drive 2022/23 $ 5,185 RS0478FV Stevenson Street - from London Street to Cardiff Road 2022/23 $ 10,180 RS0510FV Tiatuckia Street - from Wattleton Street to Cronin Avenue 2022/23 $ 6,549 RS0521FV Tyler Street - from Simmons Street to End 2022/23 $ 1,350 RS0525FV Valley View Road - from Walter Street to Jordan Court 2022/23 $ 9,036 RS0527FV Valley View Road - from 15m East of Lindsay Street to Flaxman Street 2022/23 $ 860 RS0533FV Luke Street - from St Andrews Terrace to Matthew Place 2022/23 $ 7,629

RS0555FV Whillas Road - from Flinders Highway Access to 152m South of Flinders Highway 2022/23 $ 3,832

RS0556FV Whillas Road - from 152m South of Flinders Highway to 765m 2022/23 $ 14,680 RS0557FV Whillas Road - from 765m to Robertson Road 2022/23 $ 1,612 RS0637FV Kurara Road - from 221m to 396m 2022/23 $ 5,104 RS0639FV Kurara Road - from 961m to 1013m 2022/23 $ 1,581 RS0693FV Lower Flaxman Street - from Flaxman Street to End 2022/23 $ 1,507 RS0711FV Tod Street - from Flaxman Street to 45m to End 2022/23 $ 714 RS0724FV Bridge Crescent - from Bridge Crescent (North) to Southwater Drive 2022/23 $ 2,292 RS0744FV Monterey Drive - from Monterey Drive (South) to End 2022/23 $ 998 UR0679FV Greyhound Road - from South Boundary of Greyhound Track to South

Boundary of SFC 2022/23 $ 7,838

UR0705FV Short Street - from McFarlane Avenue to End 2022/23 $ 2,951 UR0716FV Winter Street - from Rodda Avenue to End 2022/23 $ 7,497 RS0772RFV Liverpool Street - from Railway Place to Porter Street 2022/23 $ 9,826

2022/23 $ 481,590

RS0002FV Adelaide Place Sliplane - from Adelaide Place to Adelaide Place 2023/24 $ 20,927

RS0006FV Adelphi Terrace - from Adelphi Terrace to Innes Street 2023/24 $ 3,229 RS0025FV Baillie Drive - from Marine Avenue to Sleaford Terrace 2023/24 $ 26,643 RS0037FV Baudin Place - from Lincoln Highway to Breton Place 2023/24 $ 4,789 RS0038FV Baudin Place - from Breton Place to Flaxman Street 2023/24 $ 8,412

RS0052FV Blackman Place - from 80m West of Porter Street to East Boundary of Sari Hall 2023/24 $ 10,936

RS0059FV Borthwick Court - from Baillie Drive to End 2023/24 $ 4,084 RS0103FV Day Street - from 56m to East Side Dobbins Street 2023/24 $ 669 RS0112FV Doudy Street - from Adelphi Terrace to End 2023/24 $ 2,200 RS0162FV Flinders Highway - from Kaye Drive to Frobisher Street 2023/24 $ 2,950 RS0163FV Flinders Highway - from Frobisher Street to Willison Street 2023/24 $ 2,104 RS0171FV Flinders Highway Access - from 82m to End 2023/24 $ 3,414 RS0207FV Heath Street - from Verran Terrace to Feltus Street 2023/24 $ 11,169 RS0235FV Ives Place - from Knott Street to Cook Street 2023/24 $ 5,033 RS0252FV Kestrel Place - from Island Drive to End 2023/24 $ 1,295



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ASSET CODE


VALUE

RS0283FV Lewis Street - from Tasman Terrace to Hallett Place 2023/24 $ 38,115

RS0289FV Lindsay Street - from Valley View Road to 97m North of Valley View Road 2023/24 $ 3,720

RS0303FV Malcolm Court - from Baillie Drive to End 2023/24 $ 3,454 RS0341FV Monterey Drive - from Smada Court to Jubilee Drive 2023/24 $ 13,800 RS0355FV Nootina Road - from Grantala Road to End of seal 2023/24 $ 20,401 RS0406FV Prospect Road - from McFarlane Avenue to Flinders Highway 2023/24 $ 6,643

RS0414FV Ravendale Road - from Stamford Terrace to 100m North of Stamford Terrace 2023/24 $ 3,974

RS0428FV Roxanne Street - from Eric Avenue to McDonald Avenue 2023/24 $ 3,973 RS0435FV Sandy Point Drive - from Laguna Drive to End 2023/24 $ 3,079 RS0450FV Simmons Street - from Tyler Street to Lebrun Street 2023/24 $ 4,252 RS0457FV Slipway Road - from Hindmarsh Street to End 2023/24 $ 11,462 RS0484FV Stroud Terrace - from Brockworth Road to Gloucester Terrace 2023/24 $ 9,504 RS0486FV Surfleet Place - from North Point Drive to End 2023/24 $ 4,453 RS0487FV Swaffer Street - from Mortlock Terrace to Myers Street 2023/24 $ 8,197 RS0490FV Tally Ho Avenue - from Telford Avenue to New West Road 2023/24 $ 7,237 RS0495FV Tasman Terrace - from Lewis Street to 100m North of Adelaide Place 2023/24 $ 69,921 RS0499FV Telfer Street - from Kiama Avenue to Sleaford Terrace 2023/24 $ 15,241 RS0507FV Theakstone Street - from Quiberon Street to Mortlock Terrace 2023/24 $ 4,142 RS0517FV Trafalgar Street - from Cook Street to Kent Place 2023/24 $ 4,831 RS0538FV Village Place - from End Block Paving to South 2023/24 $ 508 RS0610FV Mitilini Court - from Valley View Road to End (Cul-de-sac) 2023/24 $ 11,937 RS0671FV Garret Road - from Happy Valley Road to End 2023/24 $ 15,995

RS0684FV Happy Valley Road - from Flinders Highway to East Boundary of Lot No 6 2023/24 $ 22,212

RS0777FV Windamere Crescent - from Calais Avenue to Laguna Drive 2023/24 $ 83,144

2023/24 $ 478,050

RS0034FV Barnard Street - from Lipson Place to Cardiff Road 2024/25 $ 26,919

RS0045FV Bernard Place - from End Of LHS Kerb to Happy Valley Road 2024/25 $ 9,570 RS0093FV Coronation Place - from Puckridge Place to Anne Street 2024/25 $ 5,559 RS0095FV Coronation Place - from Anne Street to Feltus Street 2024/25 $ 9,515 RS0096FV Cowley Crescent - from Baillie Drive to Crawford Court 2024/25 $ 3,932 RS0100FV Cronin Avenue - from Mortlock Terrace to 85m West of Third Avenue 2024/25 $ 12,114

RS0122FV Dutton Street - from 35m West of Mortlock Terrace to East Boundary of Lot No 44 2024/25 $ 4,206

RS0134FV Eltham Avenue - from Barnard Street to Volante Street 2024/25 $ 5,223 RS0137FV Eric Avenue - from Breton Place to South Boundary of Lot No 15 2024/25 $ 5,031 RS0140FV Eric Avenue - from Breton Place to Bernard Place 2024/25 $ 6,646 RS0151FV Finke Street - from Queen Street to Gawler Terrace 2024/25 $ 6,671 RS0194FV Grantala Road - from Tennant Street to West Boundary of Lot No 1 2024/25 $ 5,862

RS0220FV Hindmarsh Street - from Dublin Street to North Boundary of Lot No 394 2024/25 $ 19,182

RS0223FV Holburn Street - from Ruskin Road to Cranston Street 2024/25 $ 1,573 RS0284FV Light Street - from Hallet Place to Tasman Terrace 2024/25 $ 5,315



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ASSET CODE


VALUE

RS0319FV Matthew Place - from East Boundary of Kirton Point Primary School to Ansley Pl

2024/25 $ 7,411

RS0320FV Matthew Place - from Ansley Place to Gliddon Street 2024/25 $ 20,088 RS0339FV Monash Road - from Knott Street to Stevenson Street 2024/25 $ 8,996 RS0343FV Morgan Street - from Swann Street to Tobruk Terrace 2024/25 $ 8,078 RS0348FV Myers Street - from Ellen Street to Haigh Street 2024/25 $ 8,870 RS0366FV Ocean Avenue - from Paringa Avenue to Duncan Avenue 2024/25 $ 15,484 RS0393FV Phillip Street - from Coronation Place to Ravendale Oval Gates 2024/25 $ 1,307

RS0401FV Proper Bay Road - from Blue Fin Road to 100m West of Pine Freezers Road 2024/25 $ 37,503

RS0425FV Robertson Road - from Whillas Road to End 2024/25 $ 14,679 RS0433FV Sailfish Drive - from Laguna Drive to End 2024/25 $ 4,503 RS0436FV Sarah Crescent - from Walter Street to 124m West of Chapman Street 2024/25 $ 11,068 RS0459FV South Point Drive - from St Andrews Drive to End 2024/25 $ 11,914 RS0482FV Stevenson Street - from London Street to North Boundary of Shops 2024/25 $ 4,416 RS0515FV Trafalgar Street - from Cardiff Road to London Street 2024/25 $ 12,948 RS0516FV Trafalgar Street - from London Street to Cook Street 2024/25 $ 12,866 RS0523FV Unga Street - from Kurla Street to Milton Avenue 2024/25 $ 6,053 RS0558FV White Street - from Sea View Road to Bay View Road 2024/25 $ 5,158 RS0563FV Winter Street - from Freeman Avenue to Pearson Avenue 2024/25 $ 3,123 RS0583FV Altair Crescent - from Stamford Terrace to Follett Street 2024/25 $ 5,161 RS0617FV Shaen Street - from Hall Street to End 2024/25 $ 1,712 RS0623FV Winter Hill Road - from Flinders Highway to End 2024/25 $ 42,827 RS0729FV Flinders Highway Access - from Reevesby Road to End North 2024/25 $ 2,712 RS0743FV Milton Avenue - from End of Seal to End 2024/25 $ 4,390 RS0755FV Tennant Street - from West Boundary of No 86 to Sleaford Terrace 2024/25 $ 6,098 UR0756FV Unnamed Road A - from Porter Street to End 2024/25 $ 11,487

2024/25 $ 396,175

RS0016FV Angas Street - from Shaen Street to Smith Street 2025/26 $ 4,137

RS0055FV Blue Fin Road - from Proper Bay Road to 220m 2025/26 $ 5,516

RS0121FV Dutton Street - from Mortlock Terrace to 35m West of Mortlock Terrace 2025/26 $ 1,612

RS0123FV Dutton Street - from East Boundary of Lot No 44 to Matilda Street 2025/26 $ 908 RS0143FV Essex Avenue - from Paringa Avenue to Wandana Avenue 2025/26 $ 2,662 RS0154FV Flaxman Street - from Shaen Street to Smith Street 2025/26 $ 3,656 RS0199FV Hall Street - from Shaen Street to Bernard Street 2025/26 $ 10,001 RS0301FV Lyle Drive - from Holder Road to Frances Avenue 2025/26 $ 6,338 RS0346FV Muir Street - from Prospect Road to Oxford Terrace 2025/26 $ 6,774

RS0402FV Proper Bay Road - from 100m West of Pine Freezers Road to Pine Freezers Road 2025/26 $ 3,759

RS0443FV Shaen Street - from Flaxman Street to Hall Street 2025/26 $ 12,270 RS0494FV Tasman Terrace - from 100m North of Adelaide Place to Adelaide Place 2025/26 $ 27,344 RS0497FV Tasman Terrace - from Bishop Street to 30m North of Light Street 2025/26 $ 22,390 RS0546FV Washington Street - from Adelaide Place to Lewis Street 2025/26 $ 57,058 RS0549FV Wavell Road - from Trafalgar Street to Knott Street 2025/26 $ 16,950



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ASSET CODE


VALUE

RS0571FV York Street - from Barnard Street to Knott Street 2025/26 $ 11,556 RS0572FV York Street - from Knott Street to Stevenson Street 2025/26 $ 9,329 RS0586FV North Point Drive - from Island Drive to End (Cul-de-sac) 2025/26 $ 8,842 RS0588FV Smada Court - from Monterey Drive to End 2025/26 $ 2,096

RS0609FV Walter Street - from 410m North of Valley View Road to Sarah Crescent 2025/26 $ 5,261

RS0652FV Washington Street - from Woolworths South Entrance to Woolworths North Entrance

2025/26 $ 4,555

RS0653FV Washington Street - from Woolworths North Entrance to Adelaide Place 2025/26 $ 2,885

RS0714FV Walter Street - from Valley View Road to 410m North 2025/26 $ 11,055 RS0748FV Porter Street - from London Street to Silos 2025/26 $ 36,629

2025/26 $ 273,584

RS0042FV Bel Air Drive - from Ravendale Road to 448m 2026/27 $ 11,421

RS0050FV Blackman Court - from Porter Street to End 2026/27 $ 801 RS0085FV Clyde Street - from McFarlane Avenue to Flinders Highway 2026/27 $ 7,743 RS0445FV Shepherd Avenue - from Mortlock Terrace to Conrad Street 2026/27 $ 7,104 RS0509FV Thirwell Street - from McDonald Avenue to Alexander Crescent 2026/27 $ 5,167 RS0545FV Washington Street - from Bligh Street to Woolworths South Entrance 2026/27 $ 1,459 RS0613FV Blue Fin Road - from 220m to End of Seal 2026/27 $ 7,404 RS0614FV Hartley Drive - from Hall Street to End of Seal 2026/27 $ 5,187 RS0618FV Flaxman Street - from Upper Section to End 2026/27 $ 9,006 RS0742FV Lyle Drive - from Frances Avenue to Council Boundary 2026/27 $ 5,906 RS0744RFV Old West Road - from New West Road to Council Boundary 2026/27 $ 13,532

RS0747FV Pine Freezers Road - from Pine Freezers Road (North) to Western Approach Road 2026/27 $ 8,316

RS0691RFV Laidlaw Street - from New West Road to Grantala Road 2026/27 $ 16,974

2026/27 $ 100,019

TOTAL $ 4,392,294


$ 0


$ 0


$ 250,490


$ 0

$ 250,490


$ 4,141,805

TOTAL ROAD SURFACE ASSETS TO 2026-27

$ 4,392,295



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Appendix H: City of Port Lincoln IAMP - Bridges

ASSET CODE


VALUE

B0247R LONDON STREET BRIDGE (Included in 2016/17 Budget)

2016/17 $ 1,932,000

2016/17 $ 1,932,000

TOTAL $ 1,932,000


$ 0


$ 0


$ 1,932,000


$ 0

$ 1,932,000


$ 0

TOTAL BRIDGES ASSETS TO 2026-27

$ 1,932,000



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$ 0


$ 0


$ 0


$ 0

$ 0


$ 130,449

TOTAL FOOTPATHS ASSETS TO 2026-27

$ 130,449

Appendix I: City of Port Lincoln - Footways

ASSET CODE


VALUE

F0083LFV Park Terrace - from East Boundary of Telstra to Mortlock Terrace 2019/20 $ 11,813

2019/20 $ 11,813

F0081LFV Park Terrace - from Telford Avenue to East Boundary of Port Lincoln High School 2021/22 $ 21,305

2021/22 $ 21,305

F0044LFV King Street - from Entrance to Boston Hotel Carpark to Exit Boston Hotel Carpark 2022/23 $ 12,939

F0049RFV Knott Street - from Eltham Avenue to Cardiff Road 2022/23 $ 1,633

F0050RFV Knott Street - from Cardiff Road to London Street 2022/23 $ 1,815

2022/23 $ 16,387

F0098LFV Shepherd Avenue - from Moonta Crescent to Bomar Street 2023/24 $ 11,282

F0025RFV Eyre Street - from Tasman Terrace to End 2023/24 $ 608

2023/24 $ 11,890

F0098RFV King Street - from Porter Street to Eyre Street 2025/26 $ 4,383

2025/26 $ 4,383

F0031LFV Flinders Highway - from Clyde Street to East Boundary of Flinders Park 2026/27 $ 4,579

F0046RFV King Street - from Eyre Street to Service Station 2026/27 $ 13,688

F0123RFV Telford Avenue - from Bowling Avenue to Park Terrace 2026/27 $ 9,184

F0164LFV New West Road - from Duncan Avenue to West Boundary of Lot No 195 2026/27 $ 37,221

2026/27 $ 64,672

TOTAL $ 130,449



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Appendix J: City of Port Lincoln – Kerbing


VALUE

KG0647FV Traffic Crossing - Emu Crossing Adelaide Place 2023/24 $ 6,000

2023/24 $ 6,000

KG0001RFV Abeona Terrace - from Gloucester Terrace to Brockworth Road 2026/27 $ 14,946

2026/27 $ 14,946

TOTAL $ 20,946


$ 0


$ 0


$ 0


$ 0

$ 0


$ 20,946

TOTAL KERBING ASSETS TO 2026-27

$ 20,946



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Appendix J: City of Port Lincoln - Stormwater


VALUE

D5793AFV Liverpool Street Pump Station Pump A 2018/19 $ 53,164 D5793BFV Liverpool Street Pump Station Pump B 2018/19 $ 53,164 D5793CFV Liverpool Street Pump Station Pump C 2018/19 $ 29,434 D5793DFV Liverpool Street Pump Station VSD-A 2018/19 $ 34,020 D5793EFV Liverpool Street Pump Station VSD-B 2018/19 $ 34,020 D5793FFV Liverpool Street Pump Station VSD-C 2018/19 $ 8,232 D5793GFV Liverpool Street Pump Station Valves 2018/19 $ 42,746 D5793JFV Liverpool Street Pump Station Pump chamber access lid 2018/19 $ 1,201 D5793MFV Liverpool Street Pump Station Trash rack/screen x 2 2018/19 $ 20,020

2018/19 $ 276,000

D6145FV GREYHOUND RD 300-450mm Pipe SW Headwall 2020/21 $ 706 D6146FV GREYHOUND RD 300-450mm Pipe SW Headwall 2020/21 $ 706 D6147FV South of Greyhound Road 300-450mm Pipe SW Headwall 2020/21 $ 706 D6747FV South of Greyhound Road 300-450mm Pipe SW Headwall 2020/21 $ 706

2020/21 $ 2,823

D5794AFV Le Brun Street Pump Station Pump 1 2023/24 $ 53,164 D5794BFV Le Brun Street Pump Station Pump 2 2023/24 $ 53,164 D5794CFV Le Brun Street Pump Station VSD1 2023/24 $ 34,020 D5794DFV Le Brun Street Pump Station VSD2 2023/24 $ 34,020 D5794EFV Le Brun Street Pump Station Valves 2023/24 $ 43,780 D5794PFV Le Brun Street Pump Station Switchboard and Control Panel 2023/24 $ 76,610

2023/24 $ 294,758

D5793IFV Liverpool Street Pump Station Pump chamber covers 2026/27 $ 3,840 D5793LFV Liverpool Street Pump Station Valve box lids 2026/27 $ 4,958 D6759AFV Napoleon/Edinburgh Pump House Pump house 2026/27 $ 16,133

2026/27 $ 24,931

TOTAL $ 598,512

SUMMARY

Assets past Useful Life identified for renewal

$ 0


$ 0


$ 0


$ 0

$ 0

Balance of Assets to be included in Appendix B Renewal

$ 598,512

TOTAL STORMWATER ASSETS TO 2026-27

$ 598,512



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APPENDIX L

PLEC PROGRAM PARTNERSHIP WITH STATE

GOVERNMENT

PLEC – POWER LINE ENVIRONMENTAL COMMITTEE



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Table PLEC program partnership with State Government

Remaining Program of the PLEC Scheme 10 year partnership to underground overhead power lines in the City of Port Lincoln CBD area. The Council Blue Column reflects Council new works in association with undergrounding which are reflected in the IAMP and LTFP. Council contributions to undergrounding works are Operational Expenses.

SECTION/FUNDING

2017/18 2018/19 2019/20 Council

Landscape/paving/roadworks Council Underground PLEC

Porter Street (Edinburgh Street to Tasman Terrace)

Council Landscape/paving $ 250 $ 350 $ 600

Council Underground $ 350 $ 350 $ 700

PLEC $1,400 $ 1,400

TOTALS $ 600 $ 700 $ 1,400



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APPENDIX M

STORMWATER MANAGEMENT

PROGRAM OF WORKS SCHEDULE



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Table 47: Stormwater management program of works schedule

DRAINAGE SYSTEMS

Description

Total

Year

2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027

Western Approach Rd

Basin and Outlet Pipes $ 1,300,000.00

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$30,000.00

$ 60,000.00

$405,000.00

$405,000.00

$400,000.00

Mallee Pk Detention Basin $ 1,735,000.00 $ ‐ $ 60,000.00 $ ‐ $812,500.00 $812,500.00 $10,000.00 $ 10,000.00 $ 10,000.00 $ 10,000.00 $ 10,000.00

Grantala Rd Pipe $ 350,000.00 $ ‐ $ ‐ $350,000.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Grantala

Rd

(Purchase

Land)

$ 200,000.00

$ ‐

$200,000.00

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

$ ‐

Brougham Pl $ 90,000.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ 30,000.00 $ 60,000.00 $ ‐ $ ‐

Storm Water Management

Review (operational) $ 28,000.00

$ 14,000.00

$ ‐

$ ‐

$ ‐

$ ‐

$14,000.00

$ ‐

$ ‐

$ ‐

$ ‐

Liverpool St Pump/Rising Main $ 1,225,000.00 $225,000.00 $1,000,000.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

Kaye Drive Drainage $ 250,000.00 $250,000.00 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐ $ ‐

$ 5,178,000.00 $489,000.00 $1,060,000.00 $550,000.00 $812,500.00 $812,500.00 $54,000.00 $100,000.00 $475,000.00 $415,000.00 $410,000.00

STORMWATER MANAGEMENT AUTHORITY (SMA) FUNDING SUBJECT TO RELEVANT APPROVALS

Document reference number N2017179



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INDEX

TABLES: Table 1: Asset valuations by Asset Class as at 30 June 2016 Table 2: Projected Capital Renewal Expenditure vs. Planned Capital Renewal Expenditure Table 3: Projected New/Upgrade Capital Expenditure against Planned Capital New Expenditure Table 4: Combined Projected Capital Renewal and New/Upgraded Capital Expenditure Table 5: Type of Assets covered by this Plan Table 6: Legislative Requirements Table 7: Condition Rate Scale Table 8: Roads, Building and Other Community Assets Condition Rating by Category – Asset Register Table 9: Roads, Building and Other Community Assets Condition Rating by Category – Community Survey Table 10: Roads, Building and Other Community Assets Condition Rating by Category – Comparison Table 11: Roads, Building and Other Community Assets Condition Rating by Category – Importance Table 12: Known Service Performance Deficiencies Table 13: Asset Register Values for Assets and Infrastructure, 2016 Table 14: Improvement Plan for City of Port Lincoln Asset Management Table 15: Buildings Key Data and Information Table 16: Standard Service Levels – Building Assets Table 17: Maintenance Expenditure Trends Table 18: Buildings Capital Expenditure Table 19: Building Assets Maintenance, Planned and Projected Expenditure Table 20: Other Community Assets and Filtration Assets Key Data Table 21: Standard Service Levels Other Community Assets Table 22: Standard Service Levels Water Reuse (Filtration) Assets Table 23: Maintenance Expenditure Trends Table 24: Other Community Assets and Filtration Assets Capital Expenditure Table 25: Other Community Assets and Filtration Assets, Maintenance, Planned and Projected Expenditure Table 26: Roads and Bridges Assets Key Data Table 27: Standard Service Levels Unsealed Road Assets Table 28: Standard Service Levels Sealed Road Assets – Collectors/Distributor & Heavy Vehicle Routes – High

Volume AADT>2000Vpd Table 29: Standard Service Levels Sealed Road Assets Low Volume Residential <2000Vpd Table 30: Road Transport Maintenance Expenditure Trends Table 31: Road and Bridges Assets Capital Expenditure Table 32: Road Transport Assets Maintenance, Planned and Projected Expenditure Table 33: Footpaths and Kerbing Assets Key Data Table 34: Standard Service Levels Footways (Footpath) Assets Table 35: Footpath Maintenance Expenditure Trends Table 36: Kerbing Maintenance Expenditure Trends Table 37: Footpath and Kerbing Assets Capital Expenditure Table 38: Kerbing and Footpath Assets Maintenance, Planned and Projected Expenditure Table 39: Stormwater Infrastructure Assets Key Data Table 40: Standard Service Levels Stormwater Assets Table 41: Standard Service Levels Stormwater Assets Table 42: Stormwater Maintenance Expenditure Trends Table 43: Stormwater Capital Expenditure Table 44: Stormwater Infrastructure Maintenance, Planned and Projected Expenditure Table 45: New & Upgraded Assets for inclusion in the IAMP and LTFP Table 46: New/Upgraded Infrastructure Projects for inclusion in the IAMP & LTFP Table 47: Stormwater Management Program of Works Schedule

PHOTO: Photo 1: Aerial View of Port Lincoln



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FIGURES: Figure 1: Road Map for Asset Planning Figure 2: IAMP data inputs and Strategic Management Plan relationships

CHARTS: Chart 1: Demographics Chart 2: Current value of buildings against written down values of buildings Chart 3: Building Assets Maintenance Expenditure Chart 4: Other Community Assets and Filtration Assets Current vs Written Down Values Chart 5: Other Community Assets Maintenance Expenditure Trend Forecasts Chart 6: Filtration Asset Maintenance Expenditure Trend Forecasts Chart 7: Road Assets and Bridge Assets Current and Written Down Value Chart 8: Road Asset and Bridges Assets Maintenance Expenditure Forecasts Chart 9: Footpath Assets and Kerbing Assets Current vs Written Down Value Chart 10: Footpaths Assets Maintenance Expenditure Trend Forecasts Chart 11: Kerbing Assets Maintenance Expenditure Trend Forecasts Chart 12: Stormwater Assets Current vs Written Down Value Chart 13: Stormwater Maintenance Expenditure Trend Forecasts



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Council Administration Office

Level One, Civic Centre

60 Tasman Tce Port Lincoln SA 5606

T: 8621 2300 F: 8621 2399

E: [email protected]

Web: www.portlincoln.sa.gov.au

mailto:[email protected]

http://www.portlincoln.sa.gov.au/