City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
City of Mitcham
Open Space
Asset Management Plan
Scenario 1 Version 1
June 2015 FINAL
City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Document Control
Document ID: 59.299.130925 nams.plus2 amp template v4
Rev No Date Revision Details Author Reviewer Approver
1 Jan 24, 2014 First draft, working document T Johnson
2 Mar 28, 2014 Initial draft extensively revised, including provision of graphs and financials
SW (AE)
3 4 June 2014 Edited Revision no. 2. Included textual information to place the plan in the Mitcham context. All figures, tables, graphs etc left unchanged.
T Johnson SW (AE) D Deere
4 16 June 2014 Annexures added SW (AE)
5 21 Jan 2015 Organisation chart updated SW (AE)
6 5 March 2015 List of reserves added as Appendix G SW (AE)
7 17/08/15 Approved as final by Council on 23 June, 2015 SW (AE) DD DD
© Copyright 2012 – All rights reserved.
The Institute of Public Works Engineering Australia.
www.ipwea.org.au/namsplus
City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ......................................................................................................................... 1 Context ................................................................................................................................................ 1 What does it Cost? ............................................................................................................................... 1 What we will do ................................................................................................................................... 1 What we cannot do ............................................................................................................................. 1 Managing the Risks .............................................................................................................................. 1 Confidence Levels ................................................................................................................................ 2 The Next Steps ..................................................................................................................................... 2
2. INTRODUCTION .................................................................................................................................... 4 2.1 Background ................................................................................................................................ 4 2.2 Goals and Objectives of Asset Management.............................................................................. 6 2.3 Plan Framework ......................................................................................................................... 6 2.4 Core and Advanced Asset Management .................................................................................... 8 2.5 Community Consultation ........................................................................................................... 8
3. LEVELS OF SERVICE .............................................................................................................................. 9 3.1 Customer Research and Expectations ........................................................................................ 9 3.2 Strategic and Corporate Goals ................................................................................................. 10 3.3 Legislative Requirements ......................................................................................................... 12 3.4 Current Levels of Service .......................................................................................................... 14 3.5 Desired Levels of Service .......................................................................................................... 18
4. FUTURE DEMAND .............................................................................................................................. 19 4.1 Demand Drivers ........................................................................................................................ 19 4.2 Demand Forecast ..................................................................................................................... 19 4.3 Demand Impact on Assets ........................................................................................................ 19 4.4 Demand Management Plan ..................................................................................................... 20 4.5 Asset Programs to meet Demand ............................................................................................ 21
5. LIFECYCLE MANAGEMENT PLAN ........................................................................................................ 22 5.1 Background Data ...................................................................................................................... 22 5.2 Open Space Risk Management Plan ......................................................................................... 25 5.3 Routine Operations and Maintenance Plan ............................................................................. 25 5.4 Renewal/Replacement Plan ..................................................................................................... 29 5.5 Creation/Acquisition/Upgrade Plan ......................................................................................... 34 5.6 Disposal Plan ............................................................................................................................ 35
6. FINANCIAL SUMMARY ....................................................................................................................... 36 6.1 Financial Statements and Projections ...................................................................................... 36 6.2 Funding Strategy ...................................................................................................................... 40 6.3 Valuation Forecasts .................................................................................................................. 40 6.4 Key Assumptions made in Financial Forecasts ......................................................................... 42 6.5 Forecast Reliability and Confidence ......................................................................................... 43
7. PLAN IMPROVEMENT AND MONITORING ......................................................................................... 44 7.1 Status of Asset Management Practices .................................................................................... 44 7.2 Improvement Program ............................................................................................................. 46 7.3 Monitoring and Review Procedures ......................................................................................... 46 7.4 Performance Measures ............................................................................................................ 46
8. REFERENCES ....................................................................................................................................... 47 9. APPENDICES ....................................................................................................................................... 48
Appendix A Maintenance Response Levels of Service ..................................................................... 49 Appendix B Projected 10 year Capital Renewal and Replacement Works Program ........................ 50 Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program ..................................... 51 Appendix D Budgeted Expenditures Accommodated in LTFP.......................................................... 52 Appendix E Abbreviations ................................................................................................................ 53 Appendix F Glossary ......................................................................................................................... 54 Appendix G Reserve List
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
1. EXECUTIVE SUMMARY
Context
This open space Asset Management Plan demonstrates responsive management of Council’s open space assets, services provided from these assets and compliance with regulatory requirements. The plan also communicates funding needed to provide Council’s required levels of service at current standards over a 20 year planning period.
This plan has been compiled using the best information available, including valuation data not strictly intended for developing asset renewal programs. It is therefore likely that the predicted renewal costs are understated.
The Open Space Service The Open Space network comprises:
Parks, gardens, woodland reserves and other public open space
Park infrastructure including walls, paths, fences signs and lighting
Sports infrastructure including tennis courts, ovals and playing fields, cricket pitches, fences, scoreboards, irrigation
Park furniture including picnic settings, flagpoles, monuments, drinking fountains
Open space infrastructure includes:
188 fences
104 irrigation systems
65 lighting systems
497 items of park furniture
35 paths
61 playgrounds
92 tennis courts These open space assets have a replacement value of $15.2m.
What does it Cost?
The projected outlays necessary to provide the services covered by this asset management plan includes operations, maintenance, renewal and upgrade of existing assets over the 10 year planning period is $11,953,000 or $1,195,000 on average per year.
Estimated available funding for this period is $11,751,000 or $1,175,000 on average per year which is 98% of the cost to provide the service. This is a funding shortfall of $20,000 on average per year. Projected expenditure required to provide services in the asset management plan compared with planned
expenditure currently included in the Long Term Financial Plan are shown in the graph below.
What we will do
We plan to provide Open Space services for the following:
Operation, maintenance, renewal and upgrade of open space assets to meet service levels set in annual budgets.
$7.51m of renewals within the 10 year planning period.
What we cannot do
We do not have enough funding to provide all services at the desired service levels or provide new services. Works and services that cannot be provided under present funding levels are:
Renewal of existing assets to a higher standard than is currently in place, which is generally the norm for playgrounds by example
Provision of new assets other than that provided by the limited budget within the Long Term Financial Plan
Managing the Risks
There are risks associated with providing the service and not being able to complete all identified activities and projects. We have identified major risks as:
Open space assets -inadequate funds available for maintenance and renewal
Sport & recreation assets -inadequate funds available for maintenance and renewal
We will endeavour to manage these risks within available funding by:
Undertaking condition and extent data collection exercise for open space assets
Defining appropriate service levels to assets
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Confidence Levels
Asset information on which this asset management plan is based has a relatively low level of confidence as the asset database is incomplete in some aspects.
The Next Steps
The actions resulting from this asset management plan are:
Review existing database of open space assets
Conduct condition assessment
Undertake revaluation of assets
Make greater use of AMS
Develop open space strategy
Develop sport & recreation plan
Create master plans for reserves to be upgraded
Develop linkages with other strategic planning documents
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Questions you may have
What is this plan about?
This asset management plan covers open space assets that contribute to the attractive amenity desired by the community, serve the community’s recreational and sporting needs, sustain local habitats and deliver environmental and ecosystem services to local and widespread populations. These assets support passive and active community involvement and interaction leading to improved socialisation and enabling people to better enjoy life in Mitcham.
What is an Asset Management Plan?
Asset management planning is a comprehensive process which ensures delivery of services from assets is provided in a financially sustainable manner.
An asset management plan details information about assets including actions required to provide an agreed level of service in the most cost effective manner. Asset management plans define the services to be provided, how the services are provided and what funds are required to provide the services.
Why is there a funding shortfall?
The City of Mitcham’s open space assets were largely purchased and constructed by Council, occasionally with external funding support from the state and federal governments, or were gifted by developers as required by planning legislation. Many of these assets are approaching the end of their expected serviceable life and they require replacement. As a result, service provision through these assets is decreasing and maintenance costs are increasing. Our present funding levels are insufficient to continue to provide existing services at current levels in the medium term.
What options do we have?
Resolving the funding shortfall involves several steps: 1. Improving asset knowledge so that data
accurately details the asset inventory, how assets are performing and when assets are not able to provide the required service levels
2. Improving our efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs
3. Identifying and managing risks associated with providing services from open space assets
4. Making trade-offs between service levels and costs to ensure that the community receives the best return from open space assets
5. Identifying assets that are surplus to needs, so disposal may deliver savings in future operations and maintenance costs
6. Consulting with the community to ensure that open space services and costs meet community needs and are affordable
7. Developing partnerships with other bodies, where available, to provide services
8. Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding approach to open space assets and services
What happens if we don’t manage the shortfall?
It is likely that we will have to reduce service levels in some areas unless new sources of revenue are found. For open space assets, the service level reduction may necessitate consideration of reductions in the area of community land available and provision of fewer sporting and recreational facilities. Inadequate resourcing may also result in the inability to remove or replace assets which have exceeded their useful life, are unable to be effectively maintained and which may present or develop hazards, thus increasing corporate and community risk.
What can we do?
We can develop options, costs and priorities for future open space assets and consult with the community to plan future services to match the community service needs with ability to pay for services and maximise community benefits against costs.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
2. INTRODUCTION
2.1 Background
This plan demonstrates responsive management of assets and services derived from them. It complies with regulatory requirements. It identifies the funding required to deliver desirable levels of service from open space infrastructure over the next 20 years. It follows the format for asset management plans recommended in Section 4.2.6 of the International Infrastructure Management Manual1. It to be read in conjunction with the City of Mitcham’s asset management policies and strategies and the following associated planning documents:
Planning For Tomorrow’s Community Today, City of Mitcham Strategic Plan 2013 – 2022
City of Mitcham Corporate Plan 2009 – 2014
City of Mitcham Business Plan 2013-2015
City of Mitcham 2013/14 Long Term Financial Plan
Community Land Management Plans Management of open space assets requires adequate financial resources. The practices developed for managing ‘hard assets’ have historically been less rigorously applied to open space infrastructure assets or ‘green infrastructure’. Consequently, green infrastructure databases require ongoing development so that they can accurately document these assets and reflect their real costs and benefits.
The open space assets covered by this asset management plan are shown in Table 2.1. These assets are used to provide sport and recreation services to the Mitcham community.
Table 2.1: Assets covered by this Plan
Asset category Dimension Replacement Value ($)
Fences 188 off (not incl. tennis court fences) 1,799,938
Irrigation Systems 104 of 1,648,624
Lighting Systems 65 of 1,141,492
Park Furniture 497 of 4,456,304
Pathways 35 of 413,155
Playgrounds 61 of 2,235,363
Tennis Courts 92 of 3,514,288
TOTAL $15,209,164*
* The replacement value shown in the above table and used in development of this asset management plan does not necessarily reflect Councils audited replacement valuation. As an example, tennis court values have been separated into their components (surface treatment, seal and base) which each have different useful lives and replacement costs. When comparing their grouped cost to Councils valuation (for the overall court) the grouped cost is higher. In other cases the valuation figures reflect the audited valuation.
Annexure G contains a list of reserves with infrastructure on them that is covered by this Asset Management Plan.
1 IPWEA, 2011, Sec 4.2.6, Example of an Asset Management Plan Structure, pp 4|24 – 27.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Key stakeholders in the preparation and implementation of this asset management plan are: Shown in Table 2.1.1.
Table 2.1.1: Key Stakeholders in the Asset Management Plan
Key Stakeholder Role in Asset Management Plan
Councillors Represent needs of community/shareholders,
Establish the strategic vision and budget
Allocate resources to meet the organisation’s objectives in providing services while managing risks,
Ensure organisation is financially sustainable.
CEO/ Directors Inform elected Council with regard to setting strategic direction and budgets
Implement the strategic vision and budget set out by the elected Council
Establish operational vision and policy
Empower, support and oversee delivery of services
Engineering & Horticulture department
Monitoring of assets and advising of asset management obligations, needs and community desires
Development of the open space asset management plan
Budget preparation
Project delivery
Financial reporting
Community Establish service delivery levels through consultation & representation
The City of Mitcham’s organisational structure for service delivery from open space assets is detailed below:
This Asset Management Plan has been developed under the Engineering and Horticulture department.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
2.2 Goals and Objectives of Asset Management
The City of Mitcham exists to support and serve the local community. Some of the services delivered by Council require open space assets. Council acquires open space assets through direct purchase, through construction by staff or contractors, and through donation of assets by community groups, individuals, developers and others. Mitcham’s goal in managing open space assets is to sustain the desired level of service, as amended from time to time, in the most cost effective manner for present and future citizens.
The key elements of open space asset management are:
Providing a defined level of service and monitoring performance,
Managing the impact of growth through demand management and strategic investment,
Taking a lifecycle approach to developing cost-effective management strategies for the long-term that meet the defined level of service,
Identifying, assessing and appropriately controlling risks, and
Having a long-term financial plan which identifies required, affordable expenditure and how it will be financed.2
2.3 Open Space Asset Management Plan Framework
Key elements of the Asset management plan are
To specify the services and levels of service to be provided by Council (levels of service)
To plan for continued and future service delivery (future demand)
To ensure our existing and future asset life cycles are optimised to provide defined levels of service and the best possible value for money (life cycle management)
To determine the resources necessary to deliver the defined services, to communicate this information with stakeholders and then obtain the required funding (financial summary)
To review Council’s open space asset management practices, to streamline and continuously improve them
To specify how the plan will be monitored and its various aspects reported to ensure it meets required objectives (asset management improvement plan)
A road map for preparing an asset management plan is shown below.
2 Based on IPWEA, 2011, IIMM, Sec 1.2 p 1|7.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Road Map for preparing an Asset Management Plan Source: IPWEA, 2006, 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
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IMPROVEMENT
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ANNUAL PLAN /
BUSINESS PLAN
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
2.4 Core and Advanced Asset Management
This asset management plan is prepared as a ‘core’ asset management plan over a 20 year planning period in accordance with the International Infrastructure Management Manual3. It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.
Future revisions of this asset management plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.
2.5 Community Consultation
This ‘core’ asset management plan is prepared to facilitate community consultation initially through feedback on public display of draft asset management plans prior to adoption by Council. Future revisions will incorporate community consultation on service levels and costs of providing the services, to assist Council to match the level of service needed by the community, service risks and consequences with the community’s ability and willingness to pay for services.
3 IPWEA, 2011, IIMM.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
3. LEVELS OF SERVICE
3.1 Customer Research and Expectations
The City of Mitcham has not recently researched customer expectations specifically with regard to levels of service in the provision of open space assets. Such consultation should become a regular process in reviewing Council’s service delivery, and specific public consultation may be necessary to inform future updates of this asset management plan.
In the interim however, given the time constraints and the ‘top down’ approach being implemented, knowledge of customer expectations is based on current knowledge and responses to Council’s Annual Residents Survey. In 2012 this telephone survey polled a sample of 400 residents on their level of satisfaction with Council’s services; it identified the service satisfaction levels detailed in Table 3.1. Council uses this information in developing its Strategic Plan and in allocation of resources in the budget.
Table 3.1: Community Satisfaction Survey Levels
Performance Measure Important (2012)
Satisfied (2012)
Performance Gap - 2010
Performance Gap - 2011
Performance Gap - 2012
That Council provides and maintains sport and recreational areas and parks and gardens
87% 67% 29% 25% 20%
That Council provides and maintains playgrounds
80% 63% 25% 23% 17%
That Council provides access to community services, activities and facilities
68% 52% N/A 14% 16%
That Council provides access to youth activities
58% 41% 37% 25% 17%
These figures clearly show that the community highly values the open space and associated assets which Council provides, with 87% seeing the provision of sporting and recreational areas as highly important. As this figure far exceeds the participation level in active formal sports it is assumed that many in the community value open space for its passive uses and general amenity.
The high percentage (80%) of respondents to the survey who value playgrounds highly exceeds the numbers who use them. This possibly reflects increasing importance on these assets due to changing family structures, parenting and grand-parenting responsibilities.
The importance the community places of general provision of amenities, facilities and activities particularly with regard to youth is also identified in the survey. Continuing to fund the provision and appropriate maintenance of these assets and the services they provide reflects not only the wishes of local communities but also broader goals of other levels of government with regard to community health and wellbeing.
Link between Rates and Service Levels
With the understanding that the level of Council’s rates income is directly related to the number and quality of services provided, residents were also asked if they thought that Council should concentrate on keeping rates as low as possible (even if this affects the services provided) or if maintaining and improving the present level of services was more important. Almost three in five (59% in 2012, increasing from 57% in 2011 and 56% in 2010) residents stated that maintaining the present level of services was more important than keeping rates as low as possible. These results are illustrated in Graph 3.4:
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Graph 3.1: Rates v Levels of Service
Resident responses demonstrate that open space services provided by Council are highly valued by the community. They also indicate that in the opinion of the community Council is under performing in this area. It would appear from the survey results that there may also be an opportunity to increase rates to fund service improvements in this area.
3.2 Strategic and Corporate Goals
This asset management plan is prepared under the direction of the City of Mitcham’s vision, mission, goals and objectives.
Our vision is:
A healthy, inclusive and prosperous community, living and working in harmony with the environment
Relevant organisation goals and objectives and how these are addressed in this asset management plan are:
Table 3.2: Organisation Goals and how these are addressed in this Plan
Goal Objective How Goal and Objectives are addressed in Asset management plan
Accessible City
Streets, open spaces, community buildings and facilities will be accessible, connected and people friendly
Objective 2. Connected Community Places (we have places to meet).
High quality, well serviced and accessible public places and community facilities where people can meet, learn and connect with one another.
Objective 3. Open Space Recreation Facilities (we have places to relax and play)
Ensure the effective and sustainable management of Council’s open space assets
Undertake regular, timely and cost effective maintenance of Council’s open space
Renew or refurbish open space assets to maintain acceptable service
Regularly review service delivery in consultation with the community to drive service level change
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Goal Objective How Goal and Objectives are addressed in Asset management plan
Open space, parks and gardens and sporting and recreational facilities that provide opportunities for relaxation, leisure, physical activity and play
Ensure appropriate funding is applied to enable timely open space asset renewal and maintenance
Liveable City
A well-designed and safe City responsive to lifestyle, heritage, environment and landscape
Objective 5. Green Streetscapes (we have street appeal)
Functional streetscapes that enhance amenity and are sensitive to the built form, landscape and local environmental conditions
Objective 7. Safe Public Realm (we are a safe place to live and visit)
People feel safe in their homes, on local streets, in parks and when dining and travelling throughout the City.
Ensure effective and sustainable management of streetscapes’
Undertake effective maintenance of streetscapes
Renew or refurbish streetscape assets to maintain acceptable service
Review service delivery in consultation with the community to drive service level change
Ensure appropriate funding is available to enable timely streetscape asset renewal and maintenance
Healthy Environment
A green and biodiverse City characterised by clean air, land, water and responsible consumption
Objective 12. Biodiversity (we have unique areas of bush habitat)
Natural habitat protected and expanded by reconnecting vegetation corridors along waterways, linear reserves, open space and the streetscape
Objective 14. Water Smart (we save water)
Healthy Catchments and waterways that protect the environment, people and property
Objective 15. Responsible Consumption and Waste Minimisation (we make the most of what we have)
Natural resources are conserved and waste is minimised through avoidance, reuse, recycling or recovery.
Renew or refurbish woodland assets to maintain acceptable service
Review service delivery in consultation with the community to drive service level change
Ensure appropriate funding is available to enable timely woodland asset renewal and maintenance
Renew or refurbish open space irrigation systems to ensure effective water use
Renew or refurbish open space WSUD devices to ensure effective ongoing harvesting of stormwater to keep reserves green
Excellence in Government
Objective 19. Financial Sustainability (we are good with money)
Review service delivery in consultation with the community to drive service level change
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Goal Objective How Goal and Objectives are addressed in Asset management plan
A Council with strong leadership that values its people, customers and partners
Responsible management of Council’s financial resources and community assets, and the equitable distribution of costs now and in the future
Objective 20. Service efficiency & effectiveness (we provide value for money)
Services, facilities and infrastructure assessed for community need and provided where Council is in the best position to do so efficiently and cost effectively or through partnerships
Objective 21. Good Governance (we do things right)
Accountable governance and robust corporate systems for decision making and risk management
Objective 23. Customer Focus (we focus on you)
An organisation focused on its internal and external customers
Ensure appropriate funding is available to enable timely woodland asset renewal and maintenance
Renew or refurbish open space assets as required to ensure effective and efficient management and use of resources
The City of Mitcham will exercise its duty of care to ensure public safety in accordance with its risk management plan prepared in conjunction with this asset management plan. Management of risks is covered in Section 5.2
3.3 Legislative Requirements
Numerous legislative, regulatory and industry requirements govern and inform and in some cases restrict Council’s asset management practices, these include:
Table 3.3: Legislative Requirements
Governing Document Requirement
Local Government Act Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.
Aboriginal Heritage Act 1988 Constraint:
Provides for the protection and preservation of aboriginal heritage and includes legislation for the discovery, acquisition, damage or sale of sites, objects or remains of aboriginal significance.
Development Act 1993 & Regulations Requires the provision of open space areas and controls the type and form of development that can be placed on them and the building rules that control design
Disability Discrimination Act 1992 & Regulations
Ensures accessibility of open space and the facilities provided on it
Environment Protection Act 1993 Controls activities which might impact on the environment of open space sites,
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Governing Document Requirement
possibly limiting or restricting the use which may be made of open space areas
Environment Protection and Biodiversity Conservation Act 1999
Affords protection for flora, fauna and habitats which may exist on open space and other lands under Council’s care and control
Fences Act 1975 Prescribes conditions under which Council is obliged to partially fund common boundary fencing
Fire and Emergency Services Act 2005 Prescribes Council’s duties and responsibilities with regard to preventing the outbreak and spread of fire on lands including public open space
Local Government Act 1999 & Regulations
Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery
National Parks and Wildlife Act 1972 Defines controls on endangered, rare and vulnerable animal and plant species which may impact on management of open space reserves
Native Vegetation Act 1991 Details Council’s responsibilities in preserving native vegetation on lands under its control
Natural Resources Management Act Prescribes controls to ensure the sustainable management of land, water resources, animals and plants
Recreational Greenways Act 2000 Empowers the Government of South Australia to construct trails for recreational purposes
Work, Health and Safety Act & Regulations (2012)
Sets out roles and responsibilities to secure the health, safety and welfare of persons at work, including those engaged in constructing or maintaining assets on public open space
Mitcham (City) Development Plan Outlines the objectives and principles of development control for the whole Council area and individual zones.
Australian Standards AS/NZS4422 – 1996 Playground Surfacing AS4685-2004 Playground Equipment AS4486-1-1997 Playground Inspection & Maintenance
Sets out requirements for surfacing to be used in children’s playgrounds Details standards for playground equipment and requirements for the development, installation, inspection and maintenance of playgrounds and playground equipment
Community Land Management Plans Identify and categorise all of Council’s open space land, the purpose for which it is held and general maintenance requirements
City of Mitcham State of the Environment Report
Identifies key environmental and biodiversity assets
Specific Precinct and Open Space Reserve Management and Maintenance Plans
Quarry Reserves
Conservation Reserves
Identify management priorities for specific open space reserves
Historic Area conservation Management Plans
Springfield Estate Management Plan
Colonel Light Gardens Conservation Management Plan
Mitcham Village Heritage Implementation Plan
Set out objectives for construction and maintenance of open space assets in historic conservation areas
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
3.4 Current Levels of Service
Service levels are defined in two distinct terms: community levels of service and technical levels of service.
Community Levels of Service measure how the community receives and perceives the service and whether the organisation is providing community value.
Community levels of service measures used in the asset management plan are:
Quality How good is the service? Function Does it meet users’ needs? Capacity/Utilisation Is the service over or under used?
Technical Levels of Service - Supporting the community service levels are operational or technical measures of performance. These technical measures relate to the allocation of resources to service activities that the organisation undertakes to best achieve the desired community outcomes and demonstrate effective organisational performance.
Technical service measures are linked to annual budgets covering:
Operations – the regular activities to provide services such as opening hours, cleansing frequency, mowing frequency, etc.
Maintenance – the activities necessary to retain an asset as near as practicable to an appropriate service condition (eg road patching, unsealed road grading, building and structure repairs),
Renewal – the activities that return the service capability of an asset up to that which it had originally (eg frequency and cost of road resurfacing and pavement reconstruction, pipeline replacement and building component replacement),
Upgrade – the activities to provide an higher level of service (eg widening a road, sealing an unsealed road, replacing a pipeline with a larger size) or a new service that did not exist previously (eg a new library).
Asset managers plan, implement and control technical service levels to influence the customer service levels.4
Our current service levels are detailed in Table 3.4.
4 IPWEA, 2011, IIMM, p 2.22
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Table 3.4: Current and Desired Service Levels
Key Performance
Measure
Level of Service Objective
Performance Measure Process
Current Level of Service Optimal Level of Service
COMMUNITY LEVELS OF SERVICE
Quality Quality standard of service provided to the community
Customer service requests, relating to: BBQ Maintenance Furniture Irrigation Lights Play equipment Rubbish bins Dog bags
4year average 9/10 to 12/13 4 27 37 18 84 24 21
4 15 37 14 35 25 18
Function Provision & maintenance of sport, recreation areas & parks / gardens Provision & maintenance of playgrounds
Customer satisfaction survey Customer satisfaction survey
20% performance gap 17% performance gap
10% gap 10% gap
Access Community services, activities & facilities are accessible Council provides access to youth facilities
Customer satisfaction survey Customer satisfaction survey
16% performance gap 17% performance gap
10% gap 10% gap
TECHNICAL LEVELS OF SERVICE
Operations Operations have not been considered in the preparation of this AMP
Maintenance Open Space expenditure
Budget $389k (2.56% CRC) $389k (2.56% CRC)
Renewal Renewal expenditure Unfunded renewals $401k in 2012 (current) $137k in 2022 $3,084k in 2032
$401k in 2012 (current) $0k in 2022 $0k in 2032
Budget (av over 10 years)
$751k $765k
Upgrade/New Upgrade / new expenditure
Budget (av over 10 years)
$35k $35k
Council has classified its reserves into the following hierarchy:
Sports and Recreation
Category one
Category two
Category three
Category four
Category five Council has also developed detailed performance measures and targets for its reserves hierarchies. The following table details the performance measures for Category One reserves.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Management Issues Proposals Performance Targets Performance Measures
Landscape Character and Heritage Value
Maintain area in keeping with the character of the surrounding area. Heritage Litter Fences and park furniture including gazebos Lighting Paths Graffiti Foot Bridges Signage
Maintain existing character of the neighbourhood while providing an amenity for the local community. Reflect the values of the CLG Conservation Management Plan. Bins/grounds checked regularly. State of furniture checked on a regular basis. Regular checks to replace faulty/broken lights. Checked and repaired as required. Offensive graffiti to be removed in 24 hours. All highly visible graffiti to be removed from Council property. Checked on a regular basis and repaired as required. Checked and maintained on a regular basis.
Reduction in the level of complaints regarding misuse of grounds or maintenance of area. Compliance with the CLG Conservation Management Plan. Area to be free of litter. Located in suitable areas and kept in good repair. Lights are operational. Paths are in an appropriate location, are safe to use and clear of obstructions. Highly visible park structures and surrounds to be graffiti free. Bridges are safe for community use and comply with regulations. Signage is legible and in good repair.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Management Issues Proposals Performance Targets Performance Measures
Playground Equipment Provide a public recreation facility to the community. Create challenging and interesting opportunities that cater for development requirements of playground users. Provide equipment specifically designed for toddlers, early childhood, junior and senior groups. Provide some active play structures suitable for use by the wider community.
Minor repairs that are undertaken during this routine inspection are to be recorded on an appropriate inspection sheet. Major repairs or maintenance required is to be recorded on the inspection sheet and handed to the coordinator for appropriate action. Soft fall areas are to be included in the six weekly check and appropriate action taken to keep them clear of weeds, litter, broken glass and other sharp objects. Install new equipment in accordance with Council’s replacement program. Any parts replaced will be with genuine parts (which adhere to Australian Standards) from an appropriate manufacturer. Up to date inventory of all playground facilities maintained.
Soft fall area to be maintained at the required depth and in an appropriate condition. All soft areas will be clear of foreign objects (such as broken glass). All playgrounds shall be audited every ten years in respect to condition, safety, maintenance standards & longevity.
Irrigation To provide a suitable automatic irrigation service that makes best possible use of resources while providing acceptable standards of turf.
Automatic systems should be programmed to match the needs of a particular area in relation to soil types, grass type, use of area, climatic conditions and Government restrictions. Minor repairs to be undertaken as soon as possible. Major repairs to be included in scheduled works. Turf maintained to best level within relevant water restrictions
Efficient use of water while delivering a quality grass surface. All watering carried out according to relevant prescribed water restrictions.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Management Issues Proposals Performance Targets Performance Measures
Barbecue Facilities Provide BBQs where there has been extensive consultation and agreement with the community.
Maintained in a condition suitable for local community use.
BBQs to be cleaned regularly. Fat tins replaced/cleaned weekly. Regular checks on plates to ensure they are in good working order and faults reported. All electric BBQs to be checked on a regular basis.
Car Park Provide off road car parking for community use.
Car park is safe, accessible and maintained in a good condition.
Car park is clearly defined for community use, is free of pot holes and is easily accessible.
Skate Park / BMX track (where applicable)
Provide a skate park/ BMX track where there has been extensive consultation with the community over location, hours of use and age of users. Maintain a facility that is suitable for use by skate boarders and bike riders.
Site checked and cleared of sand, stones etc on weekly basis. Routine inspection undertaken six weekly. Major repairs or maintenance required is to be recorded on an inspection sheet and handed to the coordinator for appropriate action.
Area free of cans, bottles, paper and foreign matter. Signs clear and easy to read ie. no graffiti or damage. Facility checked for cracks and structural damage.
3.5 Desired Levels of Service
Desired levels of service are determined through community engagement with regard to both assets associated with Council’s open space and setting annual budgets and long term financial plans. Higher levels of service generally have a higher cost of provision, so ambitious desires are often moderated during budget deliberations.
This asset management plan aims to sustain existing levels of service, unless specifically noted elsewhere, and is focussed on financially sustainable service levels.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
4. FUTURE DEMAND
4.1 Demand Drivers
Continuing to provide the community with easily accessible quality open and public spaces, recreation and sporting facilities provides a number of challenges. These challenges include increasing population and changes in demographics, land division and development including urban consolidation, vehicle ownership rates, consumer preferences and expectations, technological change, economic factors, horticultural practices, environmental awareness, legislative change with respect to native vegetation management and tree protection, etc.
Mitcham is an ageing community, with a higher proportion of people in the older age groups compared to other areas of Adelaide. Along with the Australian population as a whole, we are living longer, with life expectancy predicted to increase further over coming years. A recent survey revealed that residents of Mitcham have the longest life expectancy of any Council in South Australia. Facilities, assets and services provided on and through our open space network must change to remain relevant to this changing community and environment.
The human health benefits of quality public and open space are well documented and of themselves justify the professional management of green infrastructure. Green infrastructure and open space also underpin vibrant commercial and business activity, afford synergies with built infrastructure and sustain ecosystem services delivered through our natural environment, further highlighting their value and the wisdom of applying effective asset management processes and adequate resources to their provision.
Increasing population density and reduced private green space is increasing demands on public open space. This was highlighted in the recent drought when water restrictions limited Council’s capacity to irrigate sports fields and reserves. Negative community response to the widespread decommissioning of irrigation systems served to reveal the high demand for effective and efficient systems and alternative means of supply. Many of Mitcham’s irrigation systems were installed in the 1980s and are reaching the end of their service life, enabling their replacement with more efficient systems using alternative supplies over the coming decades.
4.2 Demand Forecast
Demand drivers that may impact future service delivery and asset utilisation are documented in Table 4.3.
4.3 Demand Impact on Assets
The impact of demand drivers that may affect future service delivery and utilisation of assets are shown in Table 4.3.
Table 4.3: Demand Drivers, Projections and Impact on Services
Demand drivers Present position Projection Impact on services
Ageing population Status quo General ageing of the population
Increases need for open spaces with assets and amenities suited to the aged. May require additional open spaces within shorter walking distances of population catchment areas.
Playground and playspace upgrades
Status quo Demand for increasingly complex, elaborate and expensive playground equipment
Substantially increased requirements for both capital and operational financial resources
Playground and playspace upgrades
Status quo Increasing demand for natural and creative play areas with additional nature based facilities
Increased need for targeted maintenance of natural play areas (e.g. weeding, litter & debris, tree management)
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Demand drivers Present position Projection Impact on services
Increasing awareness of the health and wellbeing benefits of nature and exercise
Demand driven, e.g. exercise equipment installation on Riverside Reserve
Urban consolidation and climate change combined will increase need for readily accessible passive and active recreation and exercise areas
Increased need to include exercise equipment on pen space reserves, increased need for lighting to enable its use during evenings
Increasing awareness of flood mitigation responsibilities
Investigations and plans indicate Brownhill Creek and Sturt River are multi-issue corridors with massive multi-use potential
Demand to manage and upgrade flood mitigation, conservation and recreational aspects of riparian corridors will increase though tightened legislative requirements. External funding opportunities may arise
Increased connectivity of reserves will be required along creeks and the Sturt River. Creek channel upgrading must provide for environmental and human aspects as much as hydrological engineering necessities.
Increase living density Status quo Urban consolidation through housing renewal will increase demands placed on environmental, cultural and recreational assets and open spaces.
Need to increase the number and/or scale of open space areas and green streetscape linkages
Increase living density Status quo Increased hard surface area & resulting increased stormwater discharge
Demand for multiple uses within open space areas e.g. to include more stormwater management capacity through water sensitive urban design
Changing climate Adaptation through resilience programs etc.
Open space areas and assets will need to suit more extreme weather events and climatic conditions
Reserve development concepts must focus more on shade and water provision, water harvesting and re-use,
4.4 Demand Management Plan
Demand for new or upgraded services will be managed through a combination of managing existing assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures.
Non-asset solutions focus on providing the required service without the need for the organisation to own the assets and management actions including reducing demand for the service, reducing the level of service (allowing some assets to deteriorate beyond current service levels) or educating customers to accept appropriate asset failures5. Examples of non-asset solutions include providing services from existing infrastructure such as aquatic centres and libraries that may be in another community area or public toilets provided in commercial premises.
Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be developed in future revisions of this asset management plan.
Table 4.4: Demand Management Plan Summary
Demand Driver Impact on Services Demand Management Plan
Upgrade to playground assets
High cost of installing and maintaining upgraded equipment
Undertake analysis of existing equipment locations in relation to community demand and investigate upgrades of only identified high usage sites
5 IPWEA, 2011, IIMM, Table 3.4.1, p 3|58.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
4.5 Asset Programs to meet Demand
Some of the new assets required to meet growth will be gifted to Council following land division and development. New assets constructed and acquired by the City of Mitcham are discussed in Section 5.5. The cumulative value of new contributed and constructed asset values are summarised in Figure 1.
Figure 1: Upgrade and New Assets to meet Demand
Upgrade / new assets have only been considered in years 2014, 2015 and 2016 of Councils current long term financial plan with no new assets considered in the period 2017 – 2022. For the later half of the asset management plan period (2023-2032) it has been assumed that an average of expenditure for new assets over the first half of the plan will be provided on an annual basis.
Acquiring these new assets will commit the organisation to fund ongoing operations, maintenance and renewal costs for the period that the service provided from the assets is required. These future costs are identified and considered in developing forecasts of future operations, maintenance and renewal costs in Section 5.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
5. LIFECYCLE MANAGEMENT PLAN
The lifecycle management plan details how the organisation plans to manage and operate the assets at the agreed levels of service (defined in Section 3) while optimising life cycle costs.
5.1 Background Data
5.1.1 Physical parameters
The City of Mitcham covers an area of 76 square kilometres and contains a mix of suburban, rural and natural landforms. The City is generally residential but with commercial development along arterial roads and major retail precincts in Torrens Park and Blackwood. Light industrial areas exist on the eastern side of South Road in Clarence Gardens, Melrose Park and Saint Marys. Flinders Medical Centre, Flinders Private Hospital and The Repatriation Hospital are located in the City. Aged care and retiree residential facilities are located both in the “Hills” and “Plains” areas. Two university campuses: Flinders University and the University of Adelaide’s Waite Campus are located within the City, as are a number of public and private schools.
The Hills Face Zone divides the suburban plains areas from the Mitcham Hills. Hills areas include some of Adelaide’s greenest suburbs. Formal avenues, green reserves and recreational facilities add to the amenity and desirability of the plains suburbs, while Hills areas support more rural outlooks with lower density development and natural woodland areas of national and local significance. Plains areas support approximately 65% of Mitcham’s population, with the remaining 35% living in the hills. The value Mitcham’s community places on these natural and built assets reflects the enviable lifestyles they underpin.
The assets covered by this asset management plan are shown in Table 2.1. These assets are distributed throughout the community across the urban plains and hills areas. Asset acquisition and constructed has occurred across a wide span of time in response to progressive development, community and political foci, external agency goals and funding. These factors have contributed to an irregular asset age profile.
The age profile of the assets included in this Asset management plan is shown in Figure 2.
Figure 2: Asset Age Profile
The ages shown in the above graph have generally been calculated by using the remaining life and assumed useful life of the asset concerned i.e. age = useful life – remaining life.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
5.1.2 Asset capacity and performance
The City of Mitcham’s services are generally provided to meet design standards where these are available. Locations where deficiencies in service performance are known are detailed in Table 5.1.2.
Table 5.1.2: Known Service Performance Deficiencies
Location Service Deficiency
Fencing on tennis courts and reserves < ha in size
Generally in poor condition, historically overlooked in the asset inventory
Fencing around quarry faces Historically overlooked in asset inventory
Internal paths within parks Occasionally overlooked in renewal programs with many now in poor condition
Monuments Overlooked within renewal programs and many now in poor condition
Non-traditional open space assets such as detention basins
Maintenance (de-silting) has been overlooked
Bores / pumps (irrigation) Not all units have been identified in the asset register
The above service deficiencies were identified from internal consultation.
5.1.3 Asset condition
Much of the data used in the preparation of this AMP has its source from an audit done by licenced valuers for the purpose of asset financial compliance rather than renewal modelling. In undertaking this audit the valuers placed a condition rating (ranging from 1 to 5) against most assets. The condition profile of from this audit is shown in Figure 3.
Fig 3: Asset Condition Profile
Condition is measured using a 1 – 5 grading system6 as detailed in Table 5.1.3.
6 IPWEA, 2011, IIMM, Sec 2.5.4, p 2|79.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Table 5.1.3: Simple Condition Grading Model
Condition Grading Description of Condition
1 Very Good: only planned maintenance required
2 Good: minor maintenance required plus planned maintenance
3 Fair: significant maintenance required
4 Poor: significant renewal/rehabilitation required
5 Very Poor: physically unsound and/or beyond rehabilitation
5.1.4 Asset valuations
The value of assets recorded in the asset register as at 30 June 2013 covered by this asset management plan is shown below. Assets were last revalued at 1 July 2012. Assets are valued at brownfield rates
Current Replacement Cost $15,209,000
Depreciable Amount $15,209,000
Depreciated Replacement Cost7 $6,998,000
Annual Depreciation Expense $781,000
Useful lives were reviewed in 2011 by Council’s valuers.
Key assumptions made in preparing the valuations were:
accuracy of unit rates
accuracy of useful lives
assumptions made in determining the remaining life of assets through the condition assessment and valuation process
Completeness of the valuation audit in identifying all assets Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management performance and trends over time.
Rate of Annual Asset Consumption 5.1% (Depreciation/Depreciable Amount)
Rate of Annual Asset Renewal 3% (Capital renewal expense/Depreciable amount)
Rate of Annual Asset Upgrade/New 0% (Capital upgrade expense/Depreciable amount)
Rate of Annual Asset Upgrade/New 0% (including contributed assets)
In 2013 the organisation plans to renew assets at 58.2% of the rate they are being consumed and will be increasing its asset stock by 0% in the year.
7 Also reported as Written Down Current Replacement Cost (WDCRC).
Residual
Value
Depreciable
Amount
Useful Life
Current
Replacement
Cost
End of
reporting
period 1
Annual
Depreciation
Expense
End of
reporting
period 2
Accumulated
Depreciation Depreciated
Replacement
Cost
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
5.2 Open Space Infrastructure Risk Management Plan
An assessment of risks associated with service delivery from open space assets has identified critical risks that will result in loss or reduction in service or a ‘financial shock’ to the organisation. The risk assessment process identifies credible risks, the likelihood of the risk event occurring and the consequences should the event occur. From this, risks can be rated, and evaluated and a risk treatment plan for non-acceptable risks can be developed.
Critical risks, being those assessed as ‘Very High’ and requiring immediate corrective action or ‘High’ and requiring prioritised corrective action identified in the Open Space Asset Risk Management Plan, together with the estimated residual risk after the selected treatment plan is operational are summarised in Table 5.2. These risks are reported to management and Council.
Table 5.2: Critical Risks and Treatment Plans
Service or Asset at Risk
What can Happen Risk Rating (VH, H)
Risk Treatment Plan Residual Risk *
Treatment Costs
Community open space
Inadequate funds allocated for maintenance and timely replacement of community open space assets **
H Collect condition, extent and service level data against community open space assets, upload and reconcile asset register with this new data
If data is not collected property then risk remains
$60,000
Sport and recreation
Inadequate funds allocated for maintenance and timely replacement of sport and recreation assets**
H Collect condition, extent and service level data against sport and recreation assets, upload and reconcile asset register with this new data
If data is not collected property then risk remains
$60,000
Notes: * The residual risk is the risk remaining after the selected risk treatment plan is operational. ** This AMP has identified only a marginal shortfall between required renewals and budgeted funds using the valuation data that is available. It has been acknowledged that the existing data has shortfalls in many areas and can generally not be used to support proactive management of the asset base. Anecdotal evidence suggests that the shortfall is greater than has been identified.
5.3 Routine Operations and Maintenance Plan
Operations include regular activities to maintain services that are safety, attractive and functional, e.g. grass mowing and specialist sports turf management, irrigation repairs, playground inspections and maintenance including replenishment of soft-fall materials, bushfire fuel reduction, graffiti removal, waste collection, cleaning toilet and other facilities, and lighting maintenance.
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. Routine operations can sustain service levels and user satisfaction and achieve a long and useful asset life.
5.3.1 Operations and Maintenance Plan
Operations and maintenance activities affect service levels and life cycle costs. Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition including regular ongoing day-to-day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. Maintenance may be classifies into reactive, planned and specific maintenance work activities.
Reactive maintenance is unplanned repair work carried out in response to service requests and management or supervisory directions. Planned maintenance is repair work that is identified and managed through a maintenance management system (MMS). MMS 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.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Specific maintenance is replacement of higher value components or sub-components of assets that is undertaken on a regular cycle including repainting, replacing air conditioning units, etc. This work falls below the capital/maintenance threshold but may require a specific budget allocation.
Actual past maintenance expenditure is shown in Table 5.3.1 and has been compiled from the following budget lines:
Playground maintenance
Sporting facilities – accident / vandalism
Park furniture
General maintenance
Playground equipment
Sport & recreation
Irrigation systems Table 5.3.1: Maintenance Expenditure Trends
Year Maintenance Expenditure (actual)
2009/10 $294k
2010/11 $304k
2011/12 $267k
Maintenance expenditure levels are considered to be adequate to meet projected service levels, which may be less than or equal to current service levels. Where maintenance expenditure levels are such that will result in a lesser level of service, the service consequences and service risks have been identified and service consequences highlighted in this Asset management plan and service risks considered in the Open Space Risk Management Plan.
Assessment and prioritisation of reactive maintenance is undertaken by Council’s staff using experience and judgement.
5.3.2 Operations and Maintenance Strategies
The City of Mitcham will operate and maintain assets to provide the defined level of service to approved budgets in the most cost-efficient manner. The operation and maintenance activities include:
Scheduling operations activities to deliver the defined level of service in the most efficient manner,
Undertaking maintenance activities through a planned maintenance system to reduce maintenance costs and improve maintenance outcomes. Undertake cost-benefit analysis to determine the most cost-effective split between planned and unplanned maintenance activities (50 – 70% planned desirable as measured by cost),
Maintain a current open space risk register for assets and present service risks associated with providing services from open space assets and reporting Very High and High risks and residual risks after treatment to management and Council,
Review current and required skills base and implement workforce training and development to meet required operations and maintenance needs,
Review asset utilisation to identify underutilised assets and appropriate remedies, and over utilised assets and customer demand management options,
Maintain a current hierarchy of critical assets and required operations and maintenance activities,
Develop and regularly review appropriate emergency response capability,
Review management of operations and maintenance activities to ensure the organisation is obtaining best value for resources used.
Asset hierarchy
An asset hierarchy provides a framework for structuring data in an information system to assist in collection of data, reporting information and making decisions. The hierarchy includes the asset class and component used for asset planning and financial reporting and service level hierarchy used for service planning and delivery.
The organisation’s service hierarchy is shown is Table 5.3.2.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Table 5.3.2: Asset Service Hierarchy
Service Hierarchy Service Level Objective
Category 1 reserves They are strategically important regional facilities They have high utilisation rates by both Mitcham residents and the wider community They can be areas of historic significance. They provide for a range of activities including playgrounds, manicured turf, garden beds, toilets, BBQ facilities etc Some include memorials that are considered to be significant to the general community
Category 2 reserves They are strategically important for local open space They have high local community use - and there are correspondingly high community expectations about their maintenance They have irrigated and/or manicured turf They provide for a range of passive recreational activities
Category 3 reserves They are smaller neighbourhood parks They have minimal community use but are of high amenity value and importance due to their close proximity to urban development The reserves offer a limited range of recreational activities They usually have non irrigated turf areas with no manicured grasses
Category 4 reserves They have limited public access They are largely undeveloped areas There is little or no irrigation of the reserves Some of the reserves are small areas with minimal recreational potential, but with amenity value and community benefits
Category 5 reserves They often contain important remnant native vegetation, in particular Eucalyptus macrocarpa (Grey Box) They provide an opportunity for preserving unique flora and fauna They are in danger of becoming severely degraded by community use and the invasion of introduced species
Critical Assets
Critical assets are those assets which have a high consequence of failure but not necessarily a high likelihood of failure. By identifying critical assets and critical failure modes, organisations can target and refine investigative activities, maintenance plans and capital expenditure plans at the appropriate time.
Operations and maintenances activities may be targeted to mitigate critical assets failures and maintain service levels. These activities may include increased inspection frequency, higher maintenance intervention levels, etc. Critical assets failure modes and required operations and maintenance activities are detailed in Table 5.3.2.1.
Table 5.3.2.1: Critical Assets and Service Level Objectives
Critical Assets Critical Failure Mode Operations & Maintenance Activities
Fences Access to inappropriate areas (e.g. quarry faces or equipment – bores/electrical etc) may result in personal injury and corporate liability
Maintain appropriate fencing standards at high risk sites
Playgrounds Inadequate assessment and maintenance practices may lead to personal injury of users or staff and may result in corporate liability
Consistent with Australian Standards for playgrounds and playground equipment: AS/NZ 4422:1996, AS/NZ 4486.1:1997, AS 1924.1-1981, AS 4685:1-6 2004
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Critical Assets Critical Failure Mode Operations & Maintenance Activities
Irrigation Systems Systems failures may result in failure to comply with policy requirements (IPOS – Irrigation of public open space) may lead to injury of sports participants or other park users. Prolonged system failure may also incur turf restoration costs in addition to asset repairs/renewals.
Monitor turf as an indicator of irrigation system effectiveness, ensure compliance with IPOS irrigation requirements, maintain systems as required
Bore Pumps & Equipment Systems failures may result in failure to comply with policy requirements (IPOS – Irrigation of public open space) may lead to injury of sports participants or other park users. Prolonged system failure may also incur turf restoration costs in addition to asset repairs/renewals.
Monitor turf as an indicator of irrigation system effectiveness, maintain systems as required
Drinking fountains Service failure may result in contamination of water main or supply
Ensure backflow prevention system maintenance is compliant with regulations
5.3.3 Summary of future operations and maintenance expenditures
Future operations and maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Figure 4. Note that all costs are shown in current 2012/13 dollar values (ie real values).
Figure 4: Projected Operations and Maintenance Expenditure
The data from the above graph indicate that the operations and maintenance budgets will need to grow from a combined $389k to $406k (an increase of only $17k) over the period of 20 years to support identified new assets proposed to be constructed over the period 2013/14 to 2015/16 totalling $350k.
Deferred maintenance, that is works that are identified for maintenance and unable to be funded are to be included in the risk assessment and analysis in the open space asset risk management plan.
Maintenance is funded from the operating budget where available. This is further discussed in Section 6.2.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
5.4 Renewal/Replacement Plan
Renewal and replacement 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 or lesser required service potential. Work over and above restoring an asset to original service potential is considered as upgrade, expansion or new works expenditure.
5.4.1 Renewal plan
Assets requiring renewal or replacement are identified from one of three methods provided in the ‘Expenditure Template’.
Method 1 uses Asset Register data to project the renewal and its costs using acquisition year and useful life, or
Method 2 uses capital renewal expenditure projections from external condition modelling systems (such as Pavement Management Systems), or
Method 3 uses a combination of average network renewals plus defect repairs in the Renewal Plan and Defect Repair Plan worksheets on the ‘Expenditure template’.
Method 1 was used for this asset management plan. The useful lives of assets used to develop projected asset renewal expenditures are shown in Table 5.4.1. Asset useful lives were last reviewed in 2012.
Table 5.4.1: Useful Lives of Assets
Asset (Sub)Category Useful life (yrs)
Fence 40
Irrigation 25
Lighting 40
Park Furniture Varies between 10 & 80
Pathway 40
Playground 15 or 20, depending upon use
Tennis Crt Between 6 and 50, depending upon component
5.4.2 Renewal and Replacement Strategies
The City of Mitcham will plan capital renewal and replacement projects to meet service objectives and minimise open space asset service risks by:
Planning and scheduling renewal projects to deliver the defined level of service in the most efficient manner,
Undertaking project scoping for all capital renewal and replacement projects to identify: o the service delivery ‘deficiency’, present risk and optimum time for renewal/replacement, o the project objectives to rectify the deficiency, o the range of options, estimated capital and life cycle costs for each options that could address the
service deficiency, o and evaluate the options against evaluation criteria adopted by the organisation, and o select the best option to be included in capital renewal programs,
Using ‘low cost’ renewal methods (cost of renewal is less than replacement) wherever possible,
Maintaining a current open space risk register for assets and service risks associated with providing services from open space assets and reporting Very High and High risks and residual risks after treatment to management and the Council,
Reviewing current and required skills bases and implementing workforce training and development to meet required construction and renewal needs,
Maintaining a current hierarchy of critical assets and capital renewal treatments including timings required ,
Reviewing management of capital renewal and replacement activities to ensure the organisation is obtaining best value for resources used.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Renewal ranking criteria
Asset renewal and replacement is typically undertaken to either:
Ensure the reliability of the existing assets to deliver the required service or
To ensure the asset is of sufficient quality to meet the service requirements8 It is possible to get some indication of capital renewal and replacement priorities by identifying assets or asset groups that:
Have a high consequence of failure,
Have a high utilisation and subsequent impact on users would be greatest,
Have total value representing a substantial net value to the organisation,
Have the highest average age relative to their expected lives,
Are identified in the Asset management plan as key cost factors,
Have high operational or maintenance costs, and
Where replacement with modern equivalent assets would yield material savings.9 The ranking criteria used to determine priority of identified renewal and replacement proposals is detailed in Table 5.4.2.
Table 5.4.2: Renewal and Replacement Priority Ranking Criteria
Criteria Weighting
risk 25
technical 30
social 10
environmental 15
corporate 20
Total 100%
Where;
Risk priority is assessed in accordance with the AU/NZ risk management standard
Technical priority is based on the condition of the asset
Social priority is based on whether the particular initiative contributes toward objectives of Council’s Plans
Environmental priority is linked to whether the particular initiative contributes toward the objectives of Council’s environmental programs
Corporate priority is based on whether the project represents commitments through a Council resolution or being in the strategic plan.
5.4.3 Summary of future renewal and replacement expenditure
Projected future renewal and replacement expenditures are forecast to increase over time as the asset stock increases from growth. The expenditure is summarised in Fig 5. Note that all amounts are shown in real values.
The projected capital renewal and replacement program is shown in Appendix B.
8 IPWEA, 2011, IIMM, Sec 3.4.4, p 3|60. 9 Based on IPWEA, 2011, IIMM, Sec 3.4.5, p 3|66.
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Fig 5: Projected Capital Renewal and Replacement Expenditure
The above graph (which is based on poor data) reflects an average required annual capital renewal of $910k pa (over 20 years) or a total of $18.191m to support the defined levels of service of the open space assets. This can be compared against the current budgeted renewals of $15.104m over the same period and represents a shortfall in the budget of $3.084m over the period of the plan.
The following graphs indicate the renewal expenditure required to support subcategories of assets within the portfolio that make up the total in Fig 5.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
The tennis court renewal data, unlike the other datasets, was founded on recent condition information collected against Councils courts. In the analysis of this data the courts were broken down into components i.e. surface, asphalt, pavement etc. each with their own useful life and renewal cost.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Deferred renewal and replacement, that is those assets identified for renewal or replacement but which are not scheduled in capital works programs, are to be included in the risk analysis process in the risk management plan.
Renewal and replacement expenditure in the City of Mitcham’s capital works program will be accommodated in the long term financial plan. This is further discussed in Section 6.2.
5.5 Creation/Acquisition/Upgrade Plan
New works are those which create a new asset (one which did not previously exist) or works which upgrade or improve an existing asset beyond its existing capacity. New works may result from growth, social or environmental needs. Assets may also be acquired at no cost to Council from land development. These assets from growth are considered in Section 4.4.
5.5.1 Selection criteria
New asset requirements and upgrading or expansion needs of existing assets are identified from various sources such as councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Candidates for renewal or upgrading are inspected to verify need and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and are scheduled in future works programmes. The priority ranking criteria is detailed in Table 5.5.1 below.
Table 5.5.1: New Assets Priority Ranking Criteria
Criteria Weighting
risk 25
technical 30
social 10
environmental 15
corporate 20
Total 100%
5.5.2 Capital Investment Strategies
The City of Mitcham will plan capital upgrade and new projects to meet service level objectives by:
Planning and scheduling capital upgrade and new projects to deliver the defined level of service in the most efficient manner,
Undertaking project scoping and analysis for all capital upgrade/new projects to: o identifyservice delivery ‘deficiency’, current risk and required timeline for delivery of the
upgrade/new asset, o identifyobjectives to rectify the deficiency including value management for major projects, o consider the range of options and the estimated capital and life cycle costs for each option that
could address the service deficiency, o identifyrisks associated with alternative options and their management requirements, o evaluate the options against evaluation criteria adopted by Council, and o select the best option to be included in capital upgrade/new programs,
Reviewing current and required skills bases and implementing training and development to meet required construction and project management needs,
Reviewing management of capital project activities to ensure Council is obtaining best value for resources used.
Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section 5.4.2.
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5.5.3 Summary of future upgrade/new assets expenditure
Projected asset upgrade and new asset expenditures are summarised in Fig 6. The projected asset upgrade and new asset capital works program is shown in Appendix C. All amounts are shown in real values.
Fig 6: Projected Capital Upgrade/New Asset Expenditure
It has been assumed in preparing the expenditure on new assets in the preparation of this plan that the budget for the last 10 years of the plan is an average of the first 10 years expenditure.
Expenditure on new assets and services in the organisation’s capital works program will be accommodated in the long term financial plan. This is further discussed in Section 6.2.
5.6 Disposal Plan
Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. No open space assets have currently been identified for disposal.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
6. FINANCIAL SUMMARY
This section presents the financial resources required to deliver the open space assets presented in the previous sections of this asset management plan. These financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.
6.1 Financial Statements and Projections
The financial projections shown in Fig 7 are for both projected operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets). Note that all costs are shown in real values.
Fig 7: Projected Operating and Capital Expenditure
The data table for the above graph is as follows:
Year Maintenance ($'000) Upgrade/New ($'000) Capital Renewal ($'000)
Budgeted Expenditure ($'000)
2013 389 0 768 843
2014 389 190 945 1,182
2015 394 80 421 1,224
2016 396 80 404 1,295
2017 398 0 175 1,157
2018 398 0 968 1,341
2019 398 0 1,068 1,105
2020 398 0 1,517 1,203
2021 398 0 568 1,182
2022 398 0 817 1,218
2023 398 35 3,216 1,218
2024 399 35 289 1,140
2025 399 35 634 1,140
2026 400 35 1,127 1,140
2027 401 35 1,199 1,140
2028 402 35 2,007 1,140
2029 403 35 362 1,140
2030 404 35 29 1,140
2031 405 35 393 1,140
2032 406 35 1,284 1,140
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6.1.1 Sustainability of service delivery
There are four key indicators for service delivery sustainability that have been considered in the analysis of the services provided by this asset category, these being the asset renewal funding ratio, long term life cycle costs/expenditures and medium term projected/budgeted expenditures over 5 and 10 years of the planning period.
Asset Renewal Funding Ratio
Asset Renewal Funding Ratio10 98%
The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10 years, the City of Mitcham is forecasting that it will have 98% of the funds required for the optimal renewal and replacement of its assets.
Long term - Life Cycle Cost
Life cycle costs (or whole of life costs) are the average costs ofsustaining the required service levels over the asset life cycle. Life cycle costs include operations and maintenance expenditure and asset consumption (depreciation expense). The life cycle cost for the services covered in this AM plan is $1,176,000 per year (average operations and maintenance expenditure plus depreciation expense projected over 10 years).
Life cycle costs can be compared to life cycle expenditure to give an initial indicator of affordability of projected service levels when considered with age profiles. Life cycle expenditure includes operations, maintenance and capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure over the 10 year planning period is $1,140,000 per year (average operations and maintenance plus capital renewal budgeted expenditure in LTFP over 10 years).
A shortfall between life cycle cost and life cycle expenditure is the life cycle gap. The life cycle gap for services covered by this asset management plan is -$36,000 per year (-ve = gap, +ve = surplus).
Life cycle expenditure is 97% of life cycle cost.
The long term life cycle cost and life cycle expenditure comparison highlights any difference between present outlays and the average cost of providing the service over the long term. If the life cycle expenditure is less than the life cycle cost, it is most likely that outlays will need to be increased or cuts in services made in the future.
Knowing the extent and timing of any required increase in outlays, and the service consequences if funding is not available, will assist Council in providing services to the community in a financially sustainable manner. This is the ultimate purpose of asset management and long term financial planning.
Medium term – 10 year financial planning period
This asset management plan identifies the projected operations, maintenance and capital renewal expenditures required to provide an agreed level of service to the community over a 10 year period. This then informs 10 year financial and funding plans which aim to provide the required services in a sustainable manner. These projected expenditures may be compared to budgeted expenditures in the 10 year period to identify any funding shortfall. In a core asset management plan, a gap is generally due to increasing asset renewals for ageing assets.
The projected operations, maintenance and capital renewal expenditure required over the 10 year planning period is $1,160,000 on average per year.
Estimated (budget) operations, maintenance and capital renewal funding is $1,140,000 on average per year giving a 10 year funding shortfall of $20,000 per year. This indicates that the organisation expects to have 98% of the projected expenditures needed to provide the current level of services documented in the asset management plan.
10 AIFMG, 2009, Financial Sustainability Indicator 8, Sec 2.6, p 2.18
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Medium Term – 5 year financial planning period
The projected operations, maintenance and capital renewal expenditure required over the first 5 years of the planning period is $935,000 on average per year.
Estimated (budget) operations, maintenance and capital renewal funding is $1,070,000 on average per year giving a 5 year funding shortfall of $135,000. This indicates that the organisation expects to have 114% of projected expenditures required to provide the services shown in this asset management plan.
Asset management financial indicators
Figure 7A shows the asset management financial indicators over the 10 year planning period and for the long term life cycle.
Figure 7A: Asset Management Financial Indicators
Providing services from open space infrastructure assets in a sustainable manner requires the matching and managing of service levels, risks, projected expenditures and financing to achieve a financial indicator of approximately 1.0 for the first years of the asset management plan and ideally over the 10 year life of the Long Term Financial Plan.
Figure 8 shows the projected asset renewal and replacement expenditure over the 20 years of the Asset management plan. The projected asset renewal and replacement expenditure is compared to renewal and replacement expenditure in the capital works program, which is accommodated in the long term financial plan
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
Figure 8: Projected and LTFP Budgeted Renewal Expenditure
Table 6.1.1 shows the shortfall between projected renewal and replacement expenditures and expenditure accommodated in long term financial plan. Budget expenditures accommodated in the long term financial plan or extrapolated from current budgets are shown in Appendix D.
Table 6.1.1: Projected and LTFP Budgeted Renewals and Financing Shortfall
Year Projected Renewals ($000)
LTFP Renewal Budget ($000)
Renewal Financing Shortfall ($000) (-ve Gap, +ve Surplus)
Cumulative Shortfall ($000) (-ve Gap, +ve Surplus)
2013 $768 $455 -$313 -$313
2014 $945 $604 -$342 -$655
2015 $421 $755 $335 -$320
2016 $404 $826 $422 $102
2017 $175 $769 $593 $695
2018 $968 $952 -$16 $679
2019 $1,068 $716 -$352 $327
2020 $1,517 $815 -$703 -$375
2021 $568 $793 $225 -$150
2022 $817 $830 $13 -$137
2023 $3,216 $830 -$2,386 -$2,523
2024 $289 $751 $462 -$2,061
2025 $634 $751 $117 -$1,944
2026 $1,127 $751 -$375 -$2,319
2027 $1,199 $751 -$447 -$2,766
2028 $2,007 $751 -$1,256 -$4,022
2029 $362 $751 $389 -$3,633
2030 $29 $751 $722 -$2,911
2031 $393 $751 $359 -$2,552
2032 $1,284 $751 -$532 -$3,084
Note: A negative shortfall indicates a financing gap, a positive shortfall indicates a surplus for that year.
Providing services in a sustainable manner will require matching of projected asset renewal and replacement expenditure to meet agreed service levels with the corresponding capital works program accommodated in the long term financial plan.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
A gap between projected asset renewal/replacement expenditure and amounts accommodated in the LTFP indicates that further work is required on reviewing service levels in the Asset management plan (including possibly revising the LTFP) before finalising the asset management plan to manage required service levels and funding to eliminate any funding gap.
The City of Mitcham will manage the ‘gap’ by developing this asset management plan to provide guidance on future service levels and resources required to provide these services, and review future services, service levels and costs with the community.
6.1.2 Projected expenditures for long term financial plan
Table 6.1.2 shows the projected expenditures for the 10 year long term financial plan.
Expenditure projections are in 2012/13 real values.
Table 6.1.2: Projected Expenditures for Long Term Financial Plan ($000)
Year Operations
($000) Maintenance ($000)
Projected Capital Renewal ($000)
Capital Upgrade/ New ($000)
Disposals ($000)
2013 $0.00 $388.69 $767.76 $0.00 $0.00
2014 $0.00 $388.69 $945.00 $190.00 $0.00
2015 $0.00 $393.54 $420.90 $80.00 $0.00
2016 $0.00 $395.59 $403.56 $80.00 $0.00
2017 $0.00 $397.63 $175.48 $0.00 $0.00
2018 $0.00 $397.63 $968.49 $0.00 $0.00
2019 $0.00 $397.63 $1,067.63 $0.00 $0.00
2020 $0.00 $397.63 $1,517.24 $0.00 $0.00
2021 $0.00 $397.63 $568.09 $0.00 $0.00
2022 $0.00 $397.63 $816.73 $0.00 $0.00
6.2 Funding Strategy
After reviewing service levels as appropriate to ensure ongoing financial sustainability, projected expenditures identified in Section 6.1.2 will be accommodated in the organisation’s 10 year long term financial plan.
6.3 Valuation Forecasts
Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition. Figure 9 shows the projected replacement cost of asset values over the planning period in real values.
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Figure 9: Projected Asset Values
Depreciation expense values are forecast in line with asset values as shown in Figure 10.
Figure 10: Projected Depreciation Expense
The depreciated replacement cost will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets’ depreciated
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
replacement cost is shown in Figure 11. The depreciated replacement cost of contributed and new assets is shown in the darker colour and in the lighter colour for existing assets.
Figure 11: Projected Depreciated Replacement Cost
6.4 Key Assumptions made in Financial Forecasts
This section details the key assumptions made in presenting the information contained in this 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.
Key assumptions made in this asset management plan and risks that these may change are shown in Table 6.4.
Table 6.4: Key Assumptions made in Asset Management Plan and Risks of Change
Key Assumptions Risks of Change to Assumptions
Data – Condition assessment The condition assessment has been carried out for valuation rather than asset planning purposes with little regard to the levels of service that are provided by the asset – conservative useful lives
Data – Unit Rates The unit rates contained with the valuation database appear low compared to actual renewal rates – it is likely that actual cost will be much higher
Data – Extent accuracy It has been shown that the valuation database does not cover all assets on reserves – conservative renewal costs
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
6.5 Forecast Reliability and Confidence
The expenditure and valuations projections in this asset management plan are based on best available data. Currency and accuracy of data is critical to effective asset and financial management. Data confidence is classified on a 5 level scale11 in accordance with Table 6.5.
Table 6.5: Data Confidence Grading System
Confidence Grade Description
A Highly reliable Data based on sound records, procedures, investigations and analysis, documented properly and recognised as the best method of assessment. Dataset is complete and estimated to be accurate ± 2%
B Reliable Data based on sound records, procedures, investigations and analysis, documented properly but has minor shortcomings, for example some of the data is old, some documentation is missing and/or reliance is placed on unconfirmed reports or some extrapolation. Dataset is complete and estimated to be accurate ± 10%
C Uncertain Data based on sound records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolated from a limited sample for which grade A or B data are available. Dataset is substantially complete but up to 50% is extrapolated data and accuracy estimated ± 25%
D Very Uncertain Data is based on unconfirmed verbal reports and/or cursory inspections and analysis. Dataset may not be fully complete and most data is estimated or extrapolated. Accuracy ± 40%
E Unknown None or very little data held.
The estimated confidence level for and reliability of data used in this asset management plan is shown in Table 6.5.1.
Table 6.5.1: Data Confidence Assessment for Data used in Asset Management Plan
Data Confidence Assessment Comment
Demand drivers C Demand by the community for asset upgrades is largely unknown
Growth projections B
Operations expenditures E Operations expenditure has not been considered in the development of this plan
Maintenance expenditures B Councils records are detailed
Projected Renewal exps. - Asset values
C Low confidence in existing datasets
- Asset residual values E Residual values are not applicable to open space assets
- Asset useful lives C Low confidence in existing datasets
- Condition modelling C Low confidence in existing datasets
- Network renewals N/A
- Defect repairs N/A
Upgrade/New expenditures C
Disposal expenditures N/A
Over all data sources, the data confidence is assessed as low confidence level for data used in the preparation of this asset management plan.
11 IPWEA, 2011, IIMM, Table 2.4.6, p 2|59.
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7. PLAN IMPROVEMENT AND MONITORING
7.1 Status of Asset Management Practices
7.1.1 Accounting and financial systems
Council uses the “Authority” general ledger and land information system and has in March 2012 implemented the “Assetic” asset management system.
Accountabilities for financial systems
The Manager Finance is accountable for the financial systems
Accounting standards and regulations
The following standards and regulations apply
Australian Accounting Standards
AASB101 – Presentation of financial statements
AASB116 – Property, Plant and Equipment
Local Government Act 1999, Section 122(1a) – Strategic Management Plans
Local Government (Financial Management) Regulations 1999 – Part 3 – Accounting Principles
Capital/maintenance threshold
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
7.1.2 Asset management system
Council in March 2012 implemented the “Assetic” asset management system for the management of all its asset categories.
The “Assetic MyData” system currently holds data relating to the asset’s inventory; Condition and fair value. Implementation of “MyPredictor”, the forecast modelling module of Assetic, is currently in progress. Spatial data relating to the transport assets is located within the MapInfo Graphical Information System. “Assetic MyData” has a static link to MapInfo GIS via “Exponare”.
Asset registers
The asset register is contained within the “Assetic MyData” asset management system and contains all relevant data for open space assets including asset inventory; Condition and fair value .
Linkage from asset management to financial system
The “Assetic MyData” asset management system is an independent system from Council’s “Authority” Financial system. Asset values including “CRC”; DRC; and Accumulated Depreciation are transferred to “Authority” via a journal entry.
Accountabilities for asset management system and data maintenance
The “Assetic MyData” asset management system; as well as the Infrastructure GIS data bases, are managed by the “Principal | Infrastructure Asset Planning”.
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
7.2 Improvement Program
The asset management improvement plan generated from this asset management plan is shown in Table 8.2.
Table 7.2: Improvement Plan
Task No Task Responsibility Resources Required Timeline
1 Review existing database of open space assets for completeness
Mgr. Natural Environment
Internal Jan 2015
2 Conduct condition assessment of open space assets Mgr. Natural Environment
$35k Jan 2015
3 Conduct valuation of open space assets Mgr. Natural Environment
$65k Jan 2015
4 Further develop ‘Assetic’ as a tool for management of open space assets
Mgr. Natural Environment
Internal June 2015
5 Develop Open Space Strategy Mgr. Natural Environment
$40k Jan 2017
6 Develop sport and recreation plan Mgr. Natural Environment
$50k Jan 2017
7 Develop master plans for reserves identified through the sport and recreation plan
Mgr. Natural Environment
$60k Jan 2017
8 Develop linkages with Councils Health Plan, currently under development
Mgr. Natural Environment
Internal Jan 2017
9 Develop linkages with Council Aged Care Plan (yet to be developed)
Mgr. Natural Environment
Internal Jan 2017
7.3 Monitoring and Review Procedures
This asset management plan will be reviewed during annual budget planning processes and amended to recognise any material changes in service levels and/or resources available to provide those services as a result of budget decisions.
The asset management plan will be updated annually to ensure it represents the current service level, asset values, projected operations, maintenance, capital renewal and replacement, capital upgrade/new and asset disposal expenditures and projected expenditure values incorporated into the organisation’s long term financial plan.
The asset management plan has a life of 4 years (Council election cycle) and is due for complete revision and updating within 2 years of each Council election.
7.4 Performance Measures
The effectiveness of the asset management plan can be measured in the following ways:
The degree to which the required projected expenditures identified in this asset management plan are incorporated into the organisation’s long term financial 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 asset management plan,
The degree to which the existing and projected service levels and service consequences (what we cannot do), risks and residual risks are incorporated into the organisation’s Strategic Plan and associated plans,
The Asset Renewal Funding Ratio achieving the target of 1.0.
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8. REFERENCES
IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/IIMM
IPWEA, 2008, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/namsplus.
IPWEA, 2009, ‘Australian Infrastructure Financial Management Guidelines’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/AIFMG.
IPWEA, 2011, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au/IIMM
City of Mitcham, Strategic Plan 2013 – 2022
City of Mitcham, Annual Residents Survey, 2012
City of Mitcham, 2013/14 Draft Long Term Financial Plan
City of Mitcham, 2013/14 Draft Annual Business Plan
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City of Mitcham – OPEN SPACE ASSET MANAGEMENT PLAN
9. APPENDICES
Appendix A Maintenance Response Levels of Service
Appendix B Projected 10 year Capital Renewal and Replacement Works Program
Appendix C Projected 10 year Capital Upgrade/New Works Program
Appendix D Budgeted Expenditures Accommodated in LTFP
Appendix E Abbreviations
Appendix F Glossary
Appendix G List of Reserves
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Appendix A Maintenance Response Levels of Service
DRAFT Work in progress
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Appendix B Projected 10 year Capital Renewal and Replacement Works Program
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Appendix C Projected Upgrade/Exp/New 10 year Capital Works Program
BLANK
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Appendix D Budgeted Expenditures Accommodated in LTFP
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Appendix E Abbreviations
AAAC Average annual asset consumption
AM Asset management
AM Plan Asset management plan
ARI Average recurrence interval
ASC Annual service cost
BOD Biochemical (biological) oxygen demand
CRC Current replacement cost
CWMS Community wastewater management systems
DA Depreciable amount
DRC Depreciated replacement cost
EF Earthworks/formation
IRMP Infrastructure risk management plan
LCC Life Cycle cost
LCE Life cycle expenditure
LTFP Long term financial plan
MMS Maintenance management system
PCI Pavement condition index
RV Residual value
SoA State of the Assets
SS Suspended solids
vph Vehicles per hour
WDCRD Written down current replacement cost
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Appendix F Glossary
Annual service cost (ASC) 1) Reporting actual cost The annual (accrual) cost of providing a service
including operations, maintenance, depreciation, finance/opportunity and disposal costs less revenue.
2) For investment analysis and budgeting 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 operations, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.
Asset A resource controlled by an entity as a result of past events and from which future economic benefits are expected to flow to the entity. Open space assets are a sub-class of property, plant and equipment which are non-current assets with a life greater than 12 months and enable services to be provided.
Asset category Sub-group of assets within a class hierarchy for financial reporting and management purposes.
Asset class A group of assets having a similar nature or function in the operations of an entity, and which, for purposes of disclosure, is shown as a single item without supplementary disclosure.
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 hierarchy A framework for segmenting an asset base into appropriate classifications. The asset hierarchy can be based on asset function or asset type or a combination of the two.
Asset management (AM) 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.
Asset renewal funding ratio The ratio of the net present value of asset renewal funding accommodated over a 10 year period in a long term financial plan relative to the net present value of projected capital renewal expenditures identified in an asset management plan for the same period [AIFMG Financial Sustainability Indicator No 8].
Average annual asset consumption (AAAC)* The amount of an organisation’s asset base consumed during a reporting period (generally a year). This may be calculated by dividing the depreciable amount by the useful life (or total future economic benefits/service potential) and totalled for each and every asset OR by dividing the carrying amount (depreciated replacement cost) by the remaining useful life (or remaining future economic benefits/service potential) and totalled for each and every asset in an asset category or class.
Borrowings A borrowing or loan is a contractual obligation of the borrowing entity to deliver cash or another financial asset to the lending entity over a specified period of time or at a specified point in time, to cover both the initial capital provided and the cost of the interest incurred for providing this capital. A borrowing or loan provides the means for the borrowing entity to finance outlays (typically physical assets) when it has insufficient funds of its own to do so, and for the lending entity to make a financial return, normally in the form of interest revenue, on the funding provided.
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 expenditure - expansion Expenditure that extends the capacity of an existing asset to provide benefits, at the same standard as is currently enjoyed by existing beneficiaries, to a new group of users. It is discretionary expenditure, which increases future operations and maintenance costs, because it increases the organisation’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.
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Capital expenditure - new Expenditure which creates a new asset providing a new service/output that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operations and maintenance expenditure.
Capital expenditure - renewal Expenditure on an existing asset or on replacing an existing asset, which returns the service capability 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 generally has no impact on revenue, but may reduce future operations 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.
Capital expenditure - upgrade 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 discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operations and maintenance expenditure in the future because of the increase in the organisation’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.
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.
Capitalisation threshold The value of expenditure on non-current assets above which the expenditure is recognised as capital expenditure and below which the expenditure is charged as an expense in the year of acquisition.
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 Specific parts of an asset having independent physical or functional identity and having specific attributes such as different life expectancy, maintenance regimes, risk or criticality.
Core asset management Asset management which relies primarily on the use of an asset register, maintenance management systems, job resource management, inventory control, condition assessment, simple risk assessment and defined levels of service, in order to establish alternative treatment options and long-term cashflow predictions. Priorities are usually established on the basis of financial return gained by carrying out the work (rather than detailed risk analysis and optimised decision- making).
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, including any costs necessary to place the asset into service. This includes one-off design and project management costs.
Critical assets Assets for which the financial, business or service level consequences of failure are sufficiently severe to justify proactive inspection and rehabilitation. Critical assets have a lower threshold for action than non-critical assets.
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.
Deferred maintenance The shortfall in rehabilitation work undertaken relative to that required to maintain the service potential of an asset.
Depreciable amount The cost of an asset, or other amount substituted for its cost, less its residual value.
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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 outlays.
Expenses Decreases in economic benefits during the accounting period in the form of outflows or depletions of assets or increases in liabilities that result in decreases in equity, other than those relating to distributions to equity participants.
Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.
Financing gap A financing gap exists whenever an entity has insufficient capacity to finance asset renewal and other expenditure necessary to be able to appropriately maintain the range and level of services its existing asset stock was originally designed and intended to deliver. The service capability of the existing asset stock should be determined assuming no additional operating revenue, productivity improvements, or net financial liabilities above levels currently planned or projected. A current financing gap means service levels have already or are currently falling. A projected financing gap if not addressed will result in a future diminution of existing service levels.
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 that contribute to meeting the needs of organisations or the 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 are often have no separate 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.
Key performance indicator A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.
Level of service The defined service quality for a particular service/activity against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental impact, acceptability and cost.
Life Cycle Cost * 1. Total LCC The total cost of an asset throughout its
life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.
2. Average LCC The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises average operations, maintenance expenditure plus asset consumption expense, represented by depreciation expense projected over 10 years. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.
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Life Cycle Expenditure The Life Cycle Expenditure (LCE) is the average operations, maintenance and capital renewal expenditure accommodated in the long term financial plan over 10 years. Life Cycle Expenditure may be compared to average Life Cycle Cost to give an initial indicator of affordability of projected service levels when considered with asset age profiles.
Loans / borrowings See borrowings.
Maintenance All actions necessary for retaining an asset as near as practicable to an appropriate service condition, including regular ongoing day-to-day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. It is operating expenditure required to ensure that the asset reaches its expected useful life. • 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.
• Reactive maintenance Unplanned repair work that is carried out in response to service requests and management/ supervisory directions.
• Specific maintenance Maintenance work to repair components or replace sub-components that needs to be identified as a specific maintenance item in the maintenance budget.
• Unplanned maintenance Corrective work required in the short-term to restore an asset to working condition so it can continue to deliver the required service or to maintain its level of security and integrity.
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 The notion of materiality guides the margin of error acceptable, the degree of precision required and the extent of the disclosure required when preparing general purpose financial reports. Information is material if its omission, misstatement or non-disclosure has the potential, individually or collectively, to influence the economic decisions of users taken on the basis of the financial report or affect the discharge of accountability by the management or governing body of the entity.
Modern equivalent asset Assets that replicate what is in existence with the most cost-effective asset performing the same level of service. It is the most cost efficient, currently available asset which will provide the same stream of services as the existing asset is capable of producing. It allows for technology changes and, improvements and efficiencies in production and installation techniques
Net present value (NPV) The value to the organisation of the cash flows associated with an asset, liability, activity or event calculated using a discount rate to reflect the time value of money. It is the net amount of discounted total cash inflows after deducting the value of the discounted total cash outflows arising from eg the continued use and subsequent disposal of the asset after deducting the value of the discounted total cash outflows.
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 organisation, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.
Operations Regular activities to provide services such as public health, safety and amenity, eg street sweeping, grass mowing and street lighting.
Operating expenditure Recurrent expenditure, which is continuously required to provide a service. In common use the term typically includes, eg power, fuel, staff, plant equipment, on-costs and overheads but excludes maintenance and depreciation. Maintenance and depreciation is on the other hand included in operating expenses.
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Operating expense The gross outflow of economic benefits, being cash and non cash items, during the period arising in the course of ordinary activities of an entity when those outflows result in decreases in equity, other than decreases relating to distributions to equity participants.
Operating expenses Recurrent expenses continuously required to provide a service, including power, fuel, staff, plant equipment, maintenance, depreciation, on-costs and overheads.
Operations, maintenance and renewal financing ratio Ratio of estimated budget to projected expenditure for operations, maintenance and renewal of assets over a defined time (eg 5, 10 and 15 years).
Operations, maintenance and renewal gap Difference between budgeted expenditures in a long term financial plan (or estimated future budgets in absence of a long term financial plan) and projected expenditures for operations, maintenance and renewal of assets to achieve/maintain specified service levels, totalled over a defined time (e.g. 5, 10 and 15 years).
Pavement management system (PMS) A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.
PMS Score A measure of condition of a road segment determined from a Pavement Management System.
Rate of annual asset consumption * The ratio of annual asset consumption relative to the depreciable amount of the assets. It measures the amount of the consumable parts of assets that are consumed in a period (depreciation) expressed as a percentage of the depreciable amount.
Rate of annual asset renewal * The ratio of asset renewal and replacement expenditure relative to depreciable amount for a period. It measures whether assets are being replaced at the rate they are wearing out with capital renewal expenditure expressed as a percentage of depreciable amount (capital renewal expenditure/DA).
Rate of annual asset upgrade/new * A measure of the rate at which assets are being upgraded and expanded per annum with capital upgrade/new expenditure expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).
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 operations and maintenance expenditure.
Recurrent funding Funding to pay for recurrent expenditure.
Rehabilitation See capital renewal expenditure definition above.
Remaining useful life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining useful life is useful life.
Renewal See capital renewal expenditure definition above.
Residual value The estimated amount that an entity would currently obtain from disposal of the asset, after deducting the estimated costs of disposal, if the asset were already of the age and in the condition expected at the end of its useful life.
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 total future service capacity of an asset. It is normally determined by reference to the operating capacity and economic life of an asset. A measure of service potential is used in the not-for-profit sector/public sector to value assets, particularly those not producing a cash flow.
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Service potential remaining A measure of the future economic benefits remaining in assets. It may be expressed in dollar values (Fair Value) or as a percentage of total anticipated future economic benefits. 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 (Depreciated Replacement Cost/Depreciable Amount).
Specific Maintenance Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, 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.
Strategic Longer-Term Plan A plan covering the term of office of councillors (4 years minimum) reflecting the needs of the community for the foreseeable future. It brings together the detailed requirements in the Council’s longer-term plans such as the asset management plan and the long-term financial plan. The plan is prepared in consultation with the community and details where the Council is at that point in time, where it wants to go, how it is going to get there, mechanisms for monitoring the achievement of the outcomes and how the plan will be resourced.
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 organisation.
Value in Use The present value of future cash flows expected to be derived from an asset or cash generating unit. 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 net cash inflows, where the entity would, if deprived of the asset, replace its remaining future economic benefits.
Source: IPWEA, 2009, AIFMG Glossary
Additional and modified glossary items shown *
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Appendix G List of Reserves
The following are a list of reserves that have infrastructure in them covered by this Asset Management Plan:
AA Bailey Reserve
Abercrombie Reserve
Adelaide Terrace
Albert Street Reserve
Alexander Ross Reserve
Apex Park
Archibald Park
Avenue Road Reserve
Bailey Reserve
Balham Reserve
Barrans Reserve
Barrens Reserve
Batchelor Reserve
Belair Community Centre
Bermuda Way Reserve
Betty Long Garden
Birksgate Reserve
Blackwood Business District Streetscape
Blythwood Reserve
Bonython Formal south
Branson Reserve
Brownies Reserve
Burbank Reserve
CC Hood Dog Reserve
Chelaston Reserve
Chellaston Reserve
Clapham Reserve
Colonel Light Gardens
Coromandel Parade Reserve
Crozier Reserve
Cumming coromandel corner Reserve
Cunard Reserve
Davies Thomas Reserve
Days/Harvey Hayes Reserve
Delwood Reserve
Deneland Drive Reserve
Denman Community Centre
Depot
Donald Street Reserve
Doncaster Avenue Reserve (Broadway Anzac Day only)
Donnybrook Reserve
Downer Avenue Reserve
Eliza Place Reserve
Eve Road Reserve
Eynesbury Reserve
Fergusson Road Reserve
Florida Court Reserve
Francis Reserve
Frank Smith Reserve
Frome Reserve
Gamble Park
Gibbs Park
Gloucester Avenue
Godden Reserve
Goodale Avenue Reserve
Grand Boulevard South Entrance
Grant Jacob Reserve
Grenache Circuit Reserve
Gulfview Reserve
Gully Reserve
Haddington Reserve
Hannaford Reserve
Harvey Hayes/Days Reserve
Hawthorn Bowling Club
Hewett Sports Ground
Highfield Drive Reserve
Hill View Reserve
Hillrise Reserve
Hillview/Penang reserve
Hope Ward Tennis Club
J W S Morris Reserve
Jackson Reserve
Karinya Reserve
Kegworth Reserve
Keith W Pearson Reserve
Kenny Park
Kent Road Reserve
Kentucky Avenue Reserve
Kiley Court Reserve
Kinedana Reserve
Kingswood Oval
Knofel Park
Knoffel Park
Laffers Road Reserve
Light Place Reserve
Lincoln Ave garden Beds
Ludgate Reserve
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Macs Flat Reserve
Magdalene Reserve
Mandalay Reserve
Manson Oval
Marion Street Reserve
Martlesham Reserve
McElligotts Reserve
McTaggarts Reserve
Meadowbank Reserve
Minnow Reserve
Mitcham Army Camp Reserve
Monalta Reserve
Mortlock Park
Myrtle Reserve
Naomi Reserve
Netherby Reserve
Nieass Tennis Club
Norman Reserve
O'Deas Quarry Reserve
Osborne Street Reserve
Ossie Goldsworthy Reserve
Oxford Circus Reserve
Panorama Sea Scouts
Pasadena Reserve
Pembroke Place Reserve
Perry/Day traffic Aid
Petherick Street Reserve
Piazza Crescent Reserve
Portland Place Reserve
Price Memorial Oval
Quinlan Avenue Reserve
Ragless Reserve
Reade Park
Ritz Boulevard
Riverside Reserve
Rochester Avenue Reserve
Roselle Reserve
Rozelle Reserve
Shepherds Court Reserve
Sherwood Drive Reserve
Sierra Nevada Reserve
Skitch Reserve
Sleeps Hill Quarry Reserve
SMG Reserve
Soldiers Memorial Gardens
South Road Reserve
St Marys Oval
Strathcona Reserve
Suffolk Road Reserve
Sun Dew Avenue Reserve
Sutton Gardens
Tafquinn Reserve
The Broadway Reserve
The Main Reserve
The Strand
Thiselton Reserve
Thorngate Drive Reserve
Thurles Street Reserve
Tidworth Crescent Lot 53
Vancouver Avenue Reserve
Waite Street Reserve
Wattlebury Road Lot 56
Waverley Street Reserve
Wescombe Reserve
Westbourne Park Senior Citizens
Wetland Reserve
Whicker Park
Willunga Street Reserve
Windy Point Reserve
Winns Bakehouse
Woeks depot (Winston Crt)
Woodlake Reserve