Paths
Asset Management Plan 2016
Regional Shared Use Paths
Paths in Distributor Roads
Paths in Local Streets
Condition Rated 3 Paths
Damaged Paths
Repairing & Maintaining Paths
Rev 5 Scenario 2 Version 2
March 2016
Document Control
Document ID: 59.299.130925 nams.plus2 Asset Management Plan template v4 TRIM 15/246591
Rev No
Date
Revision Details
Author
Reviewer
Approver
A1
July 2008
Preliminary Draft Asset Management Plan
AOS
PHE
JCO
B
July 2008
Draft Asset Management Plan
AOS
PHE
BFI
1.1
March 2012
Asset Management Plan for Footpaths
AGL
PHE
JCO
2
July 2012
Asset Management Plan for Footpaths
AGL
SMO/PHE
JCO
3
November 2012
Paths Asset Management Plan Scenario 2_V1
AGL
PHE
AMCtte
17 Dec 2012
4
Oct 2013
First Draft for comment Scenario 1_V3
MB
PHE
4
Dec 2013
Second Draft for comment Scenario 1_V5
MB
PHE
4
Jan 2014
Third Draft for comment Scenario 2_V2
MB
PHE
4
Feb 2014
Fourth Draft for comment Scenario 2_V4
MB
PHE
4
Mar 2014
Fifth Draft for comment Scenario 2_V5
MB
PHE
4
June 2014
Review of v5
4
July 2014
Paths Asset Management Plan Scenario 2_V6
MB
PHE
AMCtte
18 Aug 2014
5
Aug 2015
Paths/Access Ramps Asset Management Plan Scenario MB
2_V1 (Draft)
PHE
-
5
March 2016
Paths Asset Management Plan Scenario 2_V2
PHE
AMCtte
21 Mar 2016
RHA
MB
© Copyright 2012 – All rights reserved.
The Institute of Public Works Engineering Australia.
www.ipwea.org.au/namsplus
1
Revision A & B are prior versions of this document created outside of the NAMS.PLUS template
system
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
TABLE OF CONTENTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
EXECUTIVE SUMMARY ..................................................................................................................... 4
Context ................................................................................................................................................. 4
What does it Cost? ............................................................................................................................... 7
What we will do ................................................................................................................................... 9
What we cannot do ............................................................................................................................ 10
Managing the Risks ............................................................................................................................ 10
Confidence Levels .............................................................................................................................. 10
The Next Steps ................................................................................................................................... 10
INTRODUCTION.............................................................................................................................. 12
2.1
Background ........................................................................................................................... 12
2.2
Goals and Objectives of Asset Management ........................................................................ 16
2.3
Plan Framework .................................................................................................................... 16
2.4
Core and Advanced Asset Management ............................................................................... 18
LEVELS OF SERVICE ........................................................................................................................ 18
3.1
Customer Research and Expectations................................................................................... 18
3.3
Legislative Requirements ...................................................................................................... 21
3.4
Current Levels of Service....................................................................................................... 22
3.5
Desired Levels of Service ....................................................................................................... 25
FUTURE DEMAND .......................................................................................................................... 26
4.1
Demand Drivers .................................................................................................................... 26
4.2
Demand Forecast .................................................................................................................. 26
4.3
Demand Impact on Assets .................................................................................................... 26
4.4
Demand Management Plan .................................................................................................. 28
4.5
Asset Programs to meet Demand ......................................................................................... 30
LIFECYCLE MANAGEMENT PLAN .................................................................................................... 31
5.1
Background Data ................................................................................................................... 31
5.2
Infrastructure Risk Management Plan .................................................................................. 35
5.3
Routine Operations and Maintenance Plan .......................................................................... 35
5.4
Renewal/Replacement Plan .................................................................................................. 39
5.5
Creation/Acquisition/Upgrade Plan ...................................................................................... 44
5.6
Disposal Plan ......................................................................................................................... 46
5.7
Service Consequences and Risks ........................................................................................... 46
FINANCIAL SUMMARY ................................................................................................................... 48
6.1
Financial Statements and Projections ................................................................................... 48
6.2
Funding Strategy ................................................................................................................... 54
6.3
Valuation Forecasts ............................................................................................................... 55
6.4
Key Assumptions made in Financial Forecasts ...................................................................... 57
6.5
Forecast Reliability and Confidence ...................................................................................... 58
PLAN IMPROVEMENT AND MONITORING ..................................................................................... 59
7.1
Status of Asset Management Practices................................................................................. 59
7.2
Improvement Program.......................................................................................................... 61
7.3
Monitoring and Review Procedures...................................................................................... 62
7.4
Performance Measures ......................................................................................................... 62
REFERENCES ................................................................................................................................... 63
APPENDICES ................................................................................................................................... 64
Appendix A Maintenance Response Levels of Service ..................................................................... 65
Appendix B Projected 3-year Capital Renewal and Replacement Works Program .......................... 67
Appendix C Projected Upgrade/Exp/New 10-year Capital Works Program ..................................... 84
Appendix D Budgeted Expenditures Accommodated in LONG TERM FINANCIAL PLAN .................. 85
Appendix E Abbreviations ................................................................................................................ 86
Appendix F Glossary ......................................................................................................................... 87
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
-4-
1.
EXECUTIVE SUMMARY
Context
The City of Charles Sturt embraces some of Adelaide’s
oldest suburban developments with residential and
business facilities dating back many years. Over time
the area has grown to include many diverse services
utilising a mixture of civil infrastructure and ‘green’
assets. The City has grown in size and density, as has
the demand for services and in the coming years these
demands will be reflect the State’s 30 Year Plan for
Greater Adelaide.
Asset age and intervening
investment ensure that condition and service continue
to provide our community with a complex challenge.
Asset Management Plans provide balance between
investment and growth and maintenance.
This Asset Management Plan contributes to achieving
the appropriate balance of social, cultural,
environmental and economic services; the keys to
sustainability. Whilst asset planning is about the
condition of assets, at the forefront to this planning is
our community expectation of these assets, the
current and future users.
Historical Context
Paths are important to local neighbourhoods, enabling
ease of movement by commuters to move around
local areas. They provide access to shopping,
transport, schools and playgrounds within the
immediate area. Footpaths have traditionally been
asphalt or dolomite up to the late 60’s at which time
un-reinforced concrete became a popular material
choice. In recent years the materials of choice moved
to clay and concrete block paving both of which
contribute to improved neighbourhood amenity, the
exception being in some historical areas where asphalt
paths are more sympathetic to the historical
character.
Asphalt paths have the shortest service life, typically
less than 25-years and are susceptible to damage by
tree roots. This material type is relatively easy to
maintain, and has low costs for repair and renewal.
Asphalt footpaths are not normally used in residential
neighbourhoods due to their “industrial” feel; the
exception being in local historical areas. They continue
to be used for new “shared use paths” and bicycle
routes as they provide a smoother ride than other
surfaces. Asphalt paths are an acceptable type of path
through park areas and are sometimes constructed on
low volume routes.
Plain concrete paths were widely introduced during
the 70’s and 80’s in new estates of that time. They
have been serviceable and have a very long life of 60
years or more. Like Asphalt, these paths are
susceptible to tree roots, which generally lift a whole
slab of concrete. An advantage with concrete paths is
these trip hazards can be ground down and removed
(temporarily). This may occur several times, thus
increasing their useful service lives. The grinding often
looks untidy and of a different colour so is not well
liked by residents. Plain concrete is easy and relatively
low cost to repair, and matches in with older work
very well. Coloured and pattern concrete as well as
pebble “washed” finish concrete paths have been
used in certain areas to leverage the benefits of
concrete, and increase the amenity of streets.
However, damage in this type of concrete is very
expensive to repair and rarely matches in with older
work.
Brick (clay) pavers have been available for many years
and have been used to accent “special” areas. They
are more expensive to install than bitumen and
concrete paths. With pre-cast coloured concrete
pavers now readily available concrete pavers have
become the material of choice for footpath
construction. If laid correctly, with side support and
bedding, on stable ground, they have an estimated
useful life of 50 years. Pavers are an attractive
solution, as various colour combinations may be used
and they add a warm ambience to a neighbourhood.
Pavers can be removed in sections and re-laid easily,
saving costs and also preserving the colour. This has
proved a big benefit for developing areas. Again they
are susceptible to tree routes, but can be re-laid to
suit new levels. They also tend to have multiple, low
trip hazards which may be a problem to some older or
infirm people. Pavers are not suitable for small
wheeled recreational devices, such as roller skates etc.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
-5-
Paths have been constructed over many years and
new ones continue to be constructed. They have
often been constructed as part of development cycles
which tend to show a ‘boom and bust’ nature.
Examples are:
• Baby Boomers building boom of the late 50,
60’s and early 70’s where residential
development occurred throughout the city.
• Construction of West Lake’s where
development and building of paths was
concentrated in a few years.
• Upgrade of footpaths on arterial roads in the
late 70’s as part of road widening.
This now has implications as many of these paths are
reaching the end of their theoretical Estimated Useful
Life (EUL) in a similar uneven manner to which they
were originally constructed. The condition data
collected in 2013 confirms this.
Hierarchy for Paths
Paths are arranged in a hierarchical system as
described below:
Local Access Streets
Paths in local streets are generally used for access
from the roadway and to neighbouring properties.
Traditionally they have only been 900mm to 1200mm
wide and current footpath policy stipulates installation
only on one side of the street and not less than
1400mm wide (Based on paver block dimension).
Collector Roads
Much like the Collector Road they are paired with,
paths in this level of hierarchy generally link
residential areas to more major roads and to local
community facilities such as schools, churches, halls
and local shops. Due to increased vehicle traffic along
these roads, the paths are best located next to front
fences to increase the separation between busier
roadways.
Distributor Roads
Paths located next to Distributor Roads are similar to
those with Collector Roads, but usually have greater
foot traffic and may include bus stops. With increased
vehicle traffic, often with higher speed, it is highly
desirable for these to be located next to front fences
to increase the separation distance on these busier
roads. Due to pedestrian demand, these paths often
exceed the minimum width of 1400mm.
Arterial Roads
Paths located next to Arterial Roads have many
functions, including access to commuter facilities, local
and district shops as well as community facilities.
Ideally they should be located well away from vehicle
traffic, but due to the continued increased demand for
motor vehicles, are now often located on narrow
verges (3500mm wide) and are not safe, have low
amenity and are difficult to keep clean and to
maintain. These paths are often paved areas for the
full width of the verge, but should have a minimum
width of 1800mm.
Reserves
Paths through Reserves, including shared use paths,
are connectors through parks and along linear routes
such as the River Torrens and railway corridor. These
paths serve both cycling and pedestrian routes, often
for daily commuter use, but also for recreation.
Walking paths are usually 1500mm in width and
shared paths can be up to width of 3000mm with
additional clearances along edges where required.
They are designed to allow cyclists to pass, in both
directions. For the purposes of this Asset Management
Plan, reserve paths are included in the same context
as Local Roads category.
Paths Level of Service
The paths service is evaluated using three triggers for
renewal. These are Condition, Function and Capacity.
There has been no work done on determining changes
to Function, or Capacity in the past 12-months.
A comprehensive audit of the entire path network was
undertaken in 2013 to determine the total amount of
the assets in the network and the condition of that
asset class. The results from this audit are described
below.
In summary, the path network length is:
Asphalt Paths
Concrete Paths
Clay Paver Paths
Concrete Paver Paths
Other Paths. (Unmade)
Exposed Aggr
Granite
Recycled Rubber
Rubble
Total
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
46.3 km
823.6km
28.6 km
111.4 km
249.5 km
1.4 km
0.58 km
0.027 km
16.9 km
1,278.57 km
-6-
What have we achieved?
3%
The change in the condition of the path asset is shown
in the Pie Charts below. The percentage of paths in
Condition Rating 4 or 5 (poor/ red) has decreased from
14% to 3%. These are paths which should be replaced
in the short term (1 to 4 years). The percentage of
paths in Condition Rating 3 (fair/ orange) has
increased from 51% to 60%. These are paths which will
be serviceable (with additional maintenance
requirements) for the short term, but will require
replacement in the medium term (5 to 15-years). The
percentage of paths with Condition Rating 1 or 2
(good/ green) has increased from 33% to 37%.
Path condition as at
August 2015
37%
Poor
Fair
60%
Good
The current path condition. Since the 2014 we have:
Decrease in Poor from 16% to 3%
Increase in Good from 33% to 37%
Increase in Fair from 51% to 60%
This shows that our current path asset renewal
strategy is having the desired affect
As part of the consolidation of data and update of the
Path AMP, Pram Ramps are now included in the Asset
Database.
Path condition identified in 2012 Asset Management
Plan revision.
Post 2013 Audit
The chart below shows the current condition of pram
ramps within the City.
There is a program in place to up-grade and renew
pram ramps to achieve the Disability Discrimination
Act requirements to have all pram ramps DDA
compliant by 2021.
16%
33%
Poor
21%
Fair
Access Ramps Condition
Good
51%
39%
Poor
Fair
Path condition identified in 2014 Asset Management
Plan revision.
40%
Good
The chart below shows a combined condition rating
for all Paths and Pram Ramps.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
-7-
5%
35%
Combined Paths
& Access Ramps
as a % of Total Renewal Cos
Poor
Fair
60%
Good
The Pie Charts demonstrate that the current endorsed
Long Term Financial Plan budgeted expenditure,
informed from previous condition audits, is adequate
for maintaining the path assets with a sustainable level
of service which would see renewal occur as paths and
ramps dropped from a condition 3 to a condition 4.
Total Annual Expenditure
The renewal for Whole Paths and Access Ramps is
forecast to increase from $3,450,000 in 2015/16 to
$6,450,000 by 2018/19 and remain at that level until
2023/24 (when it again escalates to $8,450,000). The
4-Year Whole Paths and Access Ramp renewal
program in this Asset Management Plan contains
paths in condition:
•
•
•
•
What does it Cost?
These infrastructure assets have a replacement value
of $181M. This includes access ramps which have a
replacement value of $8.8M.
The projected outlays to provide the services covered
by this Asset Management Plan includes operations,
maintenance, and renewal of existing assets. Over the
immediate 10-year planning period the expenditure is
forecast to be $76.4M or $7.6M on average per year
(in 2015/16 dollars).
The annual forecast expenditure on path and access
ramp assets is summarised for the 2015/16 as:
Operations
Asset management
Condition audits (annualised)
Total Operations
$37,000
$25,000
$62,000
Maintenance
Customer response (trip hazards) $194,000
Total Maintenance
$194,000
Renewals
Whole Paths
Project manager
Large area slab renewal
Large area paver renewal
Access ramp renewal
Total Renewals
New
Customer Requests
Strategic New
Total New
$3,000,000
$75,000
$897,000
$418,000
$450,000
$4,840,000
$200,000
$235,000
$435,000
$5,469,000
•
•
2015/16, 2016/17 condition 4 (South Road T2T
project has impinged on the renewal of Condition
4 and 5 paths in areas immediately adjacent to
this project. These paths have been identified
and will be renewed at the finish of the T2T
project).
2017/18 condition 4 & 3
Beyond 2018 condition 3.
Starting in 2017/18 an intervention strategy on
condition 3 paths, which have been identified as
approaching condition 2 will be implemented to
return these paths to level 2 at low cost.
Condition 3 paths which have been identified as
approaching condition 4 will be listed for
renewal.
Additionally in any year, when opportunities arise
(such as when DPTI is undertaking major road
works) to renew path assets in line with these
works. These will be added to the program and
other works deferred for a year on an agreed
basis.
The intention is to remove all condition 5 paths from
the network and intervene as paths change from
condition 3 to condition 4. We do not propose to
change this renewal trigger until we have a better
understanding about the service levels our community
expects from paths.
The Asset Management Plan includes condition
auditing of the asset base once every 6 years or one
sixth of the path assets each year for an additional
cost of $25,000 annualised cost.
The funding provided in the Long Term Financial Plan
which was endorsed by Council in 2014 is $78.6M or
$7.8M per year (on average) over the immediate 10year period which is 103% of the cost of providing the
service. This is on average a surplus of $2,250 per year
which we recommend retaining due to uncertainties
around the level of urban renewal and densification;
and building extension and restoration activity within
the city. The recommended spend is shown in the
graph below.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
-8-
This Asset Management Plan uses the estimated
useful life of an asset derived from actual path
condition data. This improves the estimate of the
remaining life of each path before it needs to be
renewed.
The first run using this Method improved the
distribution of the renewal expenditure, enabling the
current Long Term Financial Plan (LTFP) to be modified
to accommodate the renewal required. The
expenditures were ‘smoothed’ for graduated increase
each year with the total overall expenditure for the
immediate 10-year period equal to the first run
amount.
Provision has been made through the Long Term
Financial Plan for significant increases the average
annual expenditure in line with the forecasts in this
Path and Access Ramp Asset Management Plan.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
-9-
What we will do
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Proposed Total Renewal Budget
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$6,000,000
$7,000,000
Cond 4
$2,399,777
$1,845,994
$3,071,662
$2,131,580
$5,402,450
$5,397,965
$5,400,000
$6,400,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
Cond 3z
$945,442
$3,695,097
$4,817,147
$4,927,495
Cond 3a
$606,676
$703,136
$582,960
$435,400
Cond 3
Access Ramp Renewal
$ 450,000
$ 450,000
$ 450,000
$ 450,000
$ 450,000
Strategic Renewal
$200,000
$200,000
$200,000
$200,000
$200,000
$397,000
$200,000
$200,000
$200,000
$200,000
Maintenance Allowance
$400,000
$400,000
$400,000
$400,000
$400,000
$400,000
$400,000
$400,000
$400,000
$400,000
Total Renewal Cost
$3,449,777
$7,450,000
New Footpaths
$435,000
Total Footpath Budget
$3,884,777
$4,448,112
$5,448,233
$6,450,107
$6,412,895
$6,450,242
$6,452,450
$6,447,965
$6,450,000
$435,000
$435,000
$435,000
$435,000
$435,000
$435,000
$435,000
$435,000
$4,883,112
$5,883,233
$6,885,107
$6,847,895
$6,885,242
$6,887,450
$6,882,965
$6,885,000
Cond 5
Unserviceable
Cond 4
Requires Renewal
Cond 3z
Requires Significant Maintenance
Cond 3a
Some Intervention required
Cond 3
Current Condition 3 expected to be condition 4 by 2020
Other
Paths on DPTI Roads plus strategic plans
$435,000
$7,650,000
• The value of Access Ramps has been included in this Asset Management Plan (this is $8,800,000).
• Review options to reduce the maintenance backlog which currently sits at just over 2-years between a maintenance request being received and the maintenance
undertaken.
• Operation, maintenance, renewal and upgrade of paths to meet service levels set in annual budgets through the 4-year Whole Path renewal program to reduce
condition 5 and 4 paths.
• Renew all residential and commercial area asphalt footpaths to a minimum standard required under Disability Discrimination Act, with materials of a more durable
and aesthetic nature within the 10-year planning period.
• Renew paths along routes determined as Major Roads, Access footpaths and Shared use paths as they fall due under the Asset Management Plan.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 10 -
What we cannot do
Based on the current Long Term Financial Plan we will
have enough funding to provide services at the
desired service levels but not in the short to medium
term. Works and services that cannot be provided
under present funding levels are:
•
•
•
Change the overall condition rating of the path
asset in the foreseeable future.
Include major upgrades of existing paths within
the network associated with strategic projects.
Meet all of the demand from residents for new
paths to the network.
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:
•
•
•
•
Failure of residential and local path network and
consequent removal of paths.
Increased risk due to delay in responsive
maintenance.
Community backlash on reduction of services.
Increased compensation for injury claims.
We will endeavour to manage these risks within
available funding by:
•
•
•
•
Undertake targeted maintenance identified
through resident request and auditing.
Review resource allocation and determine ways
to address the current backlog of maintenance
requests.
Better match the resource allocation for
maintenance to the resident request rate.
Improve the process for early identification paths
that can have sections replaced, rather than
letting the path get to a condition where it all
needs to be replaced.
Confidence Levels
This Asset Management Plan is based on medium level
of confidence information.
The Next Steps
The actions resulting from this Asset Management
Plan are:
•
•
•
Prepare path network hierarchy in conjunction
with Road hierarchy
Look at partial renewal options
Clarify the recent changes to the Road Traffic Act
(& Regulations) that allow footpaths to be for
•
•
cycling and review the impact this has on path
design.
Transfer Bus Stops from that AMP into this AMP
as they are essentially part of the path network.
Engage with our community to understand
service level expectation and the impact on the
currently used path renewal trigger.
Questions you may have
What is this plan about?
This Asset Management Plan covers the infrastructure
assets that serve the City of Charles Sturt community’s
path needs. These assets include footpaths and
shared use paths throughout the community area that
enable people to walk and cycle around their
neighbourhood to other services such as schools and
shops.
What is an Asset Management Plan?
Asset Management Planning is a comprehensive
process to ensure delivery of services from
infrastructure is provided in a financially sustainable
manner.
An Asset Management Plan details information about
infrastructure assets including actions required to
provide an agreed level of service in the most cost
effective manner. The plan defines the services to be
provided, how the services are provided and what
funds are required to provide the services.
Why there can be funding shortfall?
We inherit assets from developers, or have
undertaken extensive construction programs in
response to phases of rapid urban development,
changes in community expectation and the availability
of funds during peak of economic cycles, or by
assessing government grants. In past decades, little
thought was given to ongoing operations, periodic and
annual maintenance, repairs and eventual renewal
(replacement) needs.
As assets reach the end of their useful life, many show
decreased service and function while requiring
increased maintenance. This is reflected in an
increased cost burden, which draws funds and effort
away from the renewal activity.
When there is a funding shortfall, it means that
funding levels are insufficient to continue to provide
existing services at current levels in the medium to
long term.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 11 -
What options do we have?
What can we do?
Resolving the funding shortfall involves several steps:
We can develop options, costs and priorities for future
paths services, 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
1.
2.
3.
4.
5.
6.
7.
8.
Improving asset knowledge so that data
accurately records the asset inventory, how assets
are performing and when assets are not able to
provide the required service levels,
Improving
our
efficiency
in
operating,
maintaining, renewing and replacing existing
assets to optimise life cycle costs,
Identifying and managing risks associated with
providing services from infrastructure,
Making trade-offs between service levels and
costs to ensure that the community receives the
best return from infrastructure,
Identifying assets surplus to needs for disposal to
make saving in future operations and
maintenance costs,
Consulting with the community to ensure that
path services and costs meet community needs
and are affordable,
Developing partnership with other bodies such as
state government and developers, where
available to provide services,
Seeking additional funding from governments and
other bodies to better reflect a ‘whole of
government’ funding approach to infrastructure
services.
What can you do?
We will be pleased to consider your thoughts on the
issues raised in this Asset Management Plan and
suggestions on how the organisation may change or
reduce its path mix of services to ensure that the
appropriate level of service can be provided to the
community within available funding.
Comments can be made to by:
What happens if we don’t manage a shortfall?
For paths, the service level reduction may include
rougher surfaces, patching and grinding trip points,
lower standards of materials and ultimately, the
removal of some paths from the footpath network.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
•
Sending an e-mail to
council@charlessturt.sa.gov.au; or
•
From our webpage at
www.charlessturt.sa.gov.au; or
•
By ringing Customer Service on 8408 1111
and asking to speak to the Asset Manager
Paths
- 12 -
2.
INTRODUCTION
2.1
Background
This Asset Management Plan is prepared to demonstrate responsive management of assets (and services provided
from assets), compliance with regulatory requirements, and to communicate funding needed to provide the required
levels of service over a 20-year planning period.
The Asset Management Plan follows the format for Asset Management Plans recommended in Section 4.2.6 of the
2
International Infrastructure Management Manual .
The Asset Management Plan is to be read with the organisation’s Asset Management Policy, Asset Management
Strategy and the following associated planning documents:
•
•
•
•
•
•
•
•
2
City of Charles Sturt Community Plan 2013-2027 2017 – A city where people come first
City of Charles Sturt Corporate Plan 2013-2017 – A city where people come first
City of Charles Sturt Asset Accounting Policy
City of Charles Sturt Asset Fund Policy
City of Charles Sturt Environmental Sustainability Policy
City of Charles Sturt Living Green toward 2020
City of Charles Sturt Engineering & Open Space Guidelines
City of Charles Sturt Strategy for Walking and Cycling.
IPWEA, 2011, Sec 4.2.6, ExAsset Management Planle of an Asset Management Plan Structure, pp 4|24 – 27.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 13 -
The infrastructure assets covered by this Asset Management Plan are shown in Table 2.1. These assets are used to
provide transport and recreational services to its community.
Table 2.1: Assets covered by this Plan
Asset Category
Dimension
Local Street Paths (Inc.
Reserves)
Replacement Value
2
Length (km)
Area (m )
2
Rubble
10.8 km
23,421 m
Recycled Rubber
0.027 km
38 m
Bitumen
40 km
85,998 m
Clay Paver
17.5 km
29,725 m
Concrete
617 km
812,123 m
Concrete Paver
73.6 km
117,516 m
2
2
2
2
2
2
Granite
0.58 km
3061 m
Exposed Aggregate
0.47 km
750 m
Unmade (Earth)
234 km
TOTAL
995 km
1,072,895 m
Exposed Aggregate
0.689 km
1156 m
Bitumen
0.071 km
129 m
2
Clay Paver
0.715 km
986 m
2
Concrete
62.4 km
81,062 m
2
Concrete Paver
14.3 km
21,472 m
2
Unmade (Earth)
7.2 km
TOTAL
85.6 km
104,807 m
Rubble
3.3 km
7,715 m
2
Bitumen
0.8 km
1,843 m
2
Clay Paver
3 km
6,095 m
2
Concrete
37 km
52,734 m
2
Concrete Paver
6.1 km
12,198 m
2
Unmade (Earth)
3.1 km
TOTAL
53.4 km
80,586 m
Rubble
2.77 km
6,953 m
Bitumen
5.1 km
11,534 m
2
Clay Paver
7.3 km
27,125 m
2
Concrete
106 km
153,319 m
Concrete Paver
17.2 km
37,267 m
2
2
$123,740,450
Collector Road Paths
2
2
$12,298,253
Distributor Road Paths
2
$9,300,052
Arterial Roads Paths
Exposed Aggregate
0.239 km
Unmade (Earth)
5.2 km
TOTAL
144 km
478 m
2
1,099,240 m
188,465 m
Bitumen
99,503 m
2
Clay Paver
63,959 m
2
Exposed Aggregate
2,385 m
3061 m
2
236,706 m
Concrete Paver
Granite
2
2
NETWORK TOTALS
Concrete Path
2
2
2
2
2
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
$27,670,102
- 14 -
Rubble
38,090 m
SUB TOTAL
1,278 km
Access Ramps
8726
2
2
1,494,996 m
$173,008,857
$8,155,589
Total
$181,164,446
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
Councillors
Role in Asset Management Plan
•
•
•
Represent needs of community/shareholders,
Allocate resources to meet the organisation’s objectives in providing services
while managing risks,
Ensure organisation is financial sustainable.
Chief Executive Officer (CEO)
Allocate resources to meet the organisation’s objectives in providing services
while managing risks,
Ensure organisation is financial sustainable.
General Manager of Asset Management
Services
Overall responsibility for Asset Management
Ensure funds are invested appropriately to ensure best value for money is
delivered to the community
Provide leadership in influencing decision making processes related to Asset
Management.
Asset Management Portfolio Managers
Provide Leadership for effective Asset Management.
Identify resource requirements for delivering various assets management
services to the community
Ensuring Asset Management services are provided in accordance with Corporate
Plan and organisation priorities.
Deliver services in a cost effective and sustainable manner.
Asset Managers of the Asset Classes
Identifying resource requirements for specific asset classes.
Responsible for reviewing and keeping Asset Management Plan up to date
Responsible for preparing budget submissions in accordance with the Asset
Management Plan
Delivering nominated renewal, upgrade projects.
Responsible for Asset Officer.
Coordinate with Asset officers and field workgroup leaders to identify areas of
need, process improvement.
Asset Officers and Data Owners
Custodian of asset data
Responsible for keeping asset data up to date
Preparation of Asset Management Plan
Financial accounting for assets
Field workgroups and their leaders
Operation and maintenance management to meet agreed levels of service.
Highlight issues requiring attention of senior management.
Internal users of Asset Services (e.g.
Library and Community Services)
Provide timely advice as to future asset usage and requirements
Communicate asset condition and maintenance requirements as needed
The community (residents, businesses,
property owners)
Be aware of service levels and costs.
Participate in consultation processes
Provide feedback on services.
State and Federal Government
Provide leadership in promoting Best Practice Asset Management
Facilitate training and education Re: current Asset Management Plan
Recognising the importance of LG Assets to community and provide funding and
other assistance to sustain
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Our organisation’s organisational structure for service delivery from infrastructure assets is detailed below:
http://www.charlessturt.sa.gov.au/page.aspx?u=45
CCS website:
General Manager
Asset Management
Services
Coordinator
Waste +
Sustainability
Executive
Assistant to the
GM AMS
Strategic
Infrastructure
Executive Officer
Coordinator
Asset
Management
Manager
Engineering
Strategy & Assets
Manager Open
Space, Recreation
& Property
Coordinator
Engineering
Projects
Coordinator
Engineering
Assets
Coordinator
Engineering
Design
Coordinator
Transport
Strategy &
Assets
Project
Engineer
Development
Project
Engineer
Senior Engineering
Design Officer
Transport
Engineer
Project
Engineer
Development
& Permit
Officer
Senior Design
Officer
Transport
Engineer
Asset Officer
Asset Officer
Design Officer
Transport
Engineer
Engineering
Surveyor
Civil Engineer
Survey Officer
Transport
Officer
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Manager Field
Services
Consultation
Officer Engineering
Administration
Officer
- 16 -
2.2
Goals and Objectives of Asset Management
The organisation exists to provide services to its community. Some of these services are provided by infrastructure
assets. We have acquired infrastructure assets by ‘purchase’, by contract, construction by our staff and by donation of
assets constructed by developers and others to meet increased levels of service.
Our goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in
the most cost effective manner for present and future consumers. The key elements of infrastructure asset
management are:
•
•
•
•
•
•
2.3
Providing a defined level of service and monitoring performance,
Managing the impact of growth through demand management and infrastructure 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
3
financed.
Sustainability - “meeting the needs of the present without compromising the ability of future generation
to meet their own needs.” (World Commission on Environment and Development. (1987). Our Common
Future. The Bruntland Commission, UNESCO)
Plan Framework
Key elements of the plan are
•
•
•
•
•
•
•
Levels of service – specifies the services and levels of service to be provided by the organisation,
Future demand – how this will impact on future service delivery and how this is to be met,
Life cycle management – how we will manage our existing and future assets to provide defined levels of
service,
Financial summary – what funds are required to provide the defined services,
Asset management practices,
Monitoring – how the plan will be monitored to ensure it is meeting the organisation’s objectives,
Asset management improvement plan.
A road map for preparing an Asset Management Plan is shown below.
3
Based on IPWEA, 2011, IIMM, Sec 1.2 p 1|7.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Road Map for preparing an Asset Management Plan
Source: IPWEA, 2006, IIMM, Fig 1.5.1, p 1.11.
AM PLAN
REVIEW AND
AUDIT
IMPLEMENT
IMPROVEMENT
STRATEGY
INFORMATION MANAGEMENT, and DATA IMPROVEMENT
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
DEFINE SCOPE &
STRUCTURE OF PLAN
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
IS THE PLAN
AFFORDABLE?
ANNUAL PLAN /
BUSINESS PLAN
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
ITERATION
Reconsider service statements
Options for funding
Consult with Council
Consult with Community
- 18 -
2.4
Core and Advanced Asset Management
This Asset Management Plan is prepared as a ‘core plus’ Asset Management Plan over a 20-year planning period in
4
accordance with the International Infrastructure Management Manual . 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. The input
information is more sophisticated than previous AMP’s and provides a range of options, such as intervention on better
condition 3 paths and options to include work associated with external factors.
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. The City of Charles Sturt has recently implemented a centralised Asset Management
Information System that includes consolidated asset registers and a works planning system. It is envisaged that this
system will be a pivotal tool in the journey from core to advanced Asset Management Planning.
3.
LEVELS OF SERVICE
3.1
Customer Research and Expectations
Harrison Research undertook a Customer Satisfaction survey for the Council in 2010. This survey polls a sample of
residents on their level of satisfaction with Council’s services. The most recent customer satisfaction survey reported
satisfaction levels for the following services.
Table 3.1: Community Satisfaction Survey Levels
Performance Measure
Satisfaction Level
Very
Satisfied
Fairly
Satisfied
Satisfied
Footpaths are well maintained
Cycle paths are well maintained
Somewhat
satisfied
Not satisfied
√
√
This information was confirmed in 2012 and 2013 during consultation for the development of the Community Plan
2013 – 2027 and Corporate Plan and used in allocation of resources in subsequent budgets.
4
IPWEA, 2011, IIMM.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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3.2
Strategic and Corporate Goals
This Asset Management Plan is prepared under the direction of the organisation’s Community and Corporate Plans.
Relevant organisation themes and strategies and how these are addressed in this Asset Management Plan are:
Table 3.2: Organisation Goals and how these are addressed in this Plan.
Theme
Objective
Strategy
•
•
•
Provide targeted “new” paths, Programmed
renewal and upgrade of paths.
•
Continue development of Transport and Parking
Plans priority includes:
Liveability and
Place
Create and maintain an
integrated, attractive and
safe transport network
that emphasises and
focuses on pedestrians
and cyclists.
Inner West Precinct (2014) (Parking)
Henley South Precinct (2015)
•
Establish an integrated Transport Plan
addressing future growth and community
aspiration for safe transport networks with high
level of transport choice.
•
Implement Transport and Parking Plans and
Local Area Traffic Management Plans.
•
Improve strategic walking and cycling within the
city. Priority includes:
River Torrens Linear Park.
Henley to Grange Lakes Corridor.
Crossings and path improvements around
schools and aged care facilities.
Crossing of major roads.
•
Establish a program to redevelop sections of
arterial and local roads having District or Local
Centres with strip shopping precincts as Main
Streets using place making principles. Priority
list includes:
Bartley Terrace, in line with asset renewal
program.
Henley Village Main Street (between Seaview
Road and Military Road)
Western end of Henley Beach Road
Woodville Road Woodville Village regeneration
•
Advocate for a
connected, safe and well
maintained major road
•
Programmed renewal and upgrade of paths.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Theme
Objective
Strategy
network and public
transport system.
•
Leadership
•
Create public places that
add interest and vibrancy
for residents and visitors
to our city
•
Path assets are written off as part of Integrated
Streetscape Project, a road reconstruction
project where paths are at back of kerb; and for
strategic redevelopment of precincts.
•
Ensure finances and
assets are managed to
support changing
community needs in a
sustainable cost effective
way.
•
Develop and regularly review the Long Term
Financial Plan to ensure long term financial
sustainability.
•
Regularly review Asset Management Plans for
Council approval
•
Implement asset renewals in line with Asset
Management Plans so that the condition of
assets is not deteriorating.
•
Manage the growth of new assets in response
to community demand in a financially
responsible way as forecast through the Long
Term Financial Plan
•
Establish and monitor internal controls in
accordance with legislative requirements
The organisation will exercise its duty of care to ensure public safety in accordance with the infrastructure risk
management plan prepared in conjunction with this Asset Management Plan. Management of infrastructure risks is
covered in Section 5.2
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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3.3
Legislative Requirements
We have to meet many legislative requirements including Australian and State legislation and State regulations.
These include:
Table 3.3: Legislative Requirements
Legislation
Requirement
South Australian Local Government
Act 1999
Sets out role, purpose, responsibilities and powers of local governments
including the preparation of a long term financial plan supported by Asset
Management Plans for sustainable service delivery.
South Australian State Records Act
1997
To ensure the City of Charles Sturt records and stores all relevant information
as set out by the State Government of SA
Environment Protection Act 1993
To ensure that all reasonable and practicable measures are taken to protect,
restore and enhance the quality of the environment having regard to the
principles of ecologically sustainable development
Occupational Health, Safety and
Welfare Act 1986
To take a constructive role in promoting improvements in occupational health,
safety and welfare practices and assisting in the preservation of public health
and safety in all undertakings of the organisation.
Development Act 1993
An act to provide for planning and regulate development in the state; to
regulate the use and management of land and building and for other purposes
Public And Environmental Health Act
1987
An Act Dealing With Public And Environmental Health; To Repeal The Health Act
1935, The Noxious Trades Act 1934 And The Venereal Diseases Act 1947; And
For Other Purposes.
Disability Discrimination Act 1992
Provides protection for everyone in Australia against discrimination based on
disability. It encourages everyone to be involved in implementing the Act and to
share in the overall benefits to the community and the economy that flow from
participation by the widest range of people.
Australian Road Rules
An act which gives road authorities in each state delegated power to establish
standards for all aspects of roadways, including paths and shared use paths.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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3.4
Current Levels of Service
We have defined service levels in two terms.
Community Levels of Service measure how the community receives the service and whether the organisation is
providing community value.
Community levels of service measures used in the Asset Management Plan are:
Quality
Function
Capacity/Utilisation
How good is the service?
Does it meet users’ needs?
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 (e.g. 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
(e.g. 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 (e.g. widening a road, sealing an unsealed
road, replacing a pipeline with a larger size) or a new service that did not exist previously (e.g. a new
library).
Asset managers plan, implement and control technical service levels to influence the customer service levels.
Our current service levels are detailed in Table 3.4.
5
IPWEA, 2011, IIMM, p 2.22
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
5
- 23 -
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
Retain overall condition
rating scores compiled
following audit in 2013.
33% of paths with
very good/good
condition rating.
(Level 1 or 2)
Approximately 1,000
requests per year
(measured through
Customer Request
Management system)
Note: This has
remained constant
over last 3 years.
Minimum condition 2.
COMMUNITY LEVELS OF SERVICE
Quality
Provide paths of an
appropriate standard.
The number of request
for maintenance/
repairs on the condition
of existing paths.
Not determined, but
desirable for a steady
decline in the number of
complaints over the 10year planning period.
Function
Provide paths that
meet user
requirements.
Requests for paths to be
upgraded.
Eg; from a footpath to a
shared use path.
Number not
recorded. This will be
measured using
Customer Request
Management system
(CCNIS).
Steady decline in the
number of requests over
the 10-year planning
period.
Capacity/
Utilisation
Provide paths that
meet user
requirements.
Requests about
crowded paths, or for
paths to be widened.
Eg; from 1.2 metres to,
say 1.95 metres.
Number not
recorded. This will be
measured using
Customer Request
Management system
(CCNIS).
Steady decline in the
number of requests over
the 10-year planning
period.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 24 -
Key
Performance
Measure
Level of Service
Objective
Performance Measure
Process
Current Level of
Service
Optimal Level of Service
Number of requests for
maintenance on path
condition and hazards.
Predominantly adhoc
based on Customer
Management system
or referral from
Elected Members.
Paths managed taking all
asset data and customer
requests into account, with
priority based on condition
rating in the Asset Register.
(See Notes 1 & 2
below)
$37,000 ($158,000)
Undertake large area
maintenance of paths
that have vertical
displacement > 20mm
or failed slabs > 30%
by area, or areas of
cracking.
Undertake large area
maintenance of paths that
have vertical displacement
> 20mm or failed slabs >
30% by area, or areas of
cracking, in a time frame
that meets community
expectation.
Note: current waiting
time is approximately
18 months.
Note: Work is required to
determine what community
see as an acceptable
waiting time before repair.
Note: current unit
rate costs have been
established by review
of actual costs
achieved in recent
years. There has been
a reduction in costs
which has reduced
the assets total value
Note: current unit rate
costs have been established
by review of actual costs
achieved in recent years.
There has been a reduction
in costs which has reduced
the assets total value
(See Notes 1 & 3
below)
$248,000 ($1,272,000)
Condition 5 paths are
replaced using
customer requests to
assist with priority
selection on an
annual basis.
Step 1: All condition 5 paths
are removed from the
network.
(See Notes 1 & 4
below)
$4,840,000 ($490,000)
TECHNICAL LEVELS OF SERVICE
Operations
To ensure services
provided are best value
for money.
Budget
Maintenance
Ensure that the path
assets are well
maintained.
The number of square
metres of failed path
replaced each year
under large area
maintenance programs.
The average unit rate
cost.
Budget
Renewal
Maintain a safe
network of connected
walking and cycling
routes.
The number of square
metres path replaced
each year through path
renewal capital
projects.
The average unit rate
cost.
Budget
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Step 2: All condition 4 paths
are removed from the
network.
- 25 -
Key
Performance
Measure
Level of Service
Objective
Performance Measure
Process
Current Level of
Service
Optimal Level of Service
Upgrade/New
Develop a safe network
of well-connected
walking and cycling
routes.
The number of square
metres path replaced
each year through path
upgrade/new capital
projects.
Predominantly adhoc
based on CRM or
referral from elected
members.
All walking and cycling
desire routes are paved
with a path meeting
current Australian
Standards and compliant
with relevant legislative
requirements.
Budget
(See Notes 1 & 5
below)
$436,000 ($721,000)
Total Budgets
(See Notes 1 & 6
below)
$5,561,000 ($2,641,000)
Legislative requirement
for Disability
Discrimination Act
access.
Note: This excludes
inherited path assets.
The average unit rate
cost.
Notes: Explanation of Financials in Levels of Service
In 2015/16 there are forecast to be,
1. Current forecast are in BOLD with the 2012 Asset Management Plan forecast expenditure in (brackets).
2. In 2012 we allocated $158,000 for operations. During the year we have investigated the expenditure and
found that we have management costs of $37,000 and we are proposing condition audits of part of network
(on a 6 year basis) for $25,000 (commencing 2015/16) This will appear in future revisions of the Asset
Management Plan as $62,000. The operational Total is $37,000.
3. In 2012 we allocated $1,272,000 for Maintenance. During the year we have investigated this expenditure and
found we spend $194,570 on reactive maintenance (responding to customer requests by removing trip
hazards) and $53,780 on sweeping paths. This totals $278,000.
4. In 2012 we allocated $490,000 for Renewals and $721,000 for up-grades being a total of $1,211,000. There
has been a change in definition for upgrade which has effectively redefined them as renewal works. The
Condition Audit also found substantial reduction in condition of the Path asset accelerating the need for an
increase in Renewals.
The Renewals is now made up of:Path Renewal
$3,000,000
Capitalised Project Manager
$75,000
Large Area Slab Renewal
$897,000
Large Area Paver Renewal
$418,000
Kerb Ramp Renewal
$450,000
Total Renewal is
$4,840,000 (which is included in proposed revised LTFP of 2014)
5. In 2012 this amount included upgrades. The redefinition has moved these to Renewals. The amount allocated
for New Paths is consistent with historical expenditure. The New Path total is $436,000.
6. The overall forecast expenditure on Paths Assets has risen from $3,884,777 (2014) to $4,883,112 (2015)
3.5
Desired Levels of Service
At present, indications of desired levels of service are obtained from various sources including residents’ feedback to
Councillors and staff, service requests and correspondence. We have yet to fully quantify desired levels of service.
This will be done in future revisions of this Asset Management Plan.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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4.
FUTURE DEMAND
4.1
Demand Drivers
Drivers affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership
rates, consumer preferences and expectations, technological changes, economic factors, agricultural practices,
environmental awareness, etc.
4.2
Demand Forecast
The present position and projections for demand drivers that may impact future service delivery and utilisation of
assets were identified and 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
Population change
Demographic change
Present position
Projection
Year
Population
Year
Population
2011
109,101
2016
115,037
2021
120,658
2026
125,889
Age/Year
2011
Age/Year
2016
2021
Impact on services
Increased demand
for an extension to
the path network,
change to path
function and
capacity.
2026
0-4
6%
0-4
6%
5%
5%
5-14
10%
5-14
11%
11%
11%
15-24
13%
15-24
12%
12%
12%
25-44
28%
25-44
27%
26%
25%
45-64
26%
45-64
25%
26%
25%
65-74
9%
65-74
10%
10%
10%
75+
10%
75+
9%
10%
11%
Marginally increased
demand for wider
paths with improved
compliance with
Disability
Discrimination Act
design and
construction
requirements.
Community
expectation change
Community accepts paths
without too much demand
for cleaning and untidy
edges.
Anticipate increased demand for clean
and tidy paths reflecting the value and
condition of properties.
Need to establish a
path cleaning and
edge tidying
programs.
Legislative change
Paths provided, constructed
according to current
legislation.
Paths provided, constructed (and
possibly) maintained according to future
legislative requirements.
Unknown, likely to be
greater regulation.
More litigious society
Claims against Council for
personal injury on paths are
low.
Claims against Council for personal injury
and incidence that occur on paths could
increase.
Increased cost in
defending Council
actions and
payments to
claimants.
Land use
densification
Much of the Council area has
low, or low/medium density
land uses being residential
and industry.
Delivery of the North West Growth
Corridor in accordance with the ‘30-Year
Plan for Greater Adelaide’ will replace
industrial areas mixed-uses including
medium/high density residential.
Local streets with
paths on one side,
may need a path on
each side, and
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Greater activity on all
paths in the growth
corridor.
- 27 -
Demand drivers
Present position
Projection
Impact on services
Urban consolidation
Much of the Council area has
low, or low/medium density
residential land uses with
older housing stock not
suited to current
expectations.
Increasing demolition of houses and
subdivision into 2-3 allotments, most
applicable outside the growth corridor.
Installation of utility
services under paths
causing loss of
integrity of path
structure, damage,
poor reinstatement,
or not reinstated.
Telecommunication
advances
Properties serviced primarily
by the Telstra network with
some other minor
companies.
Installation of National Broadband
Network.
Installation under
paths causing loss of
integrity of path
structure, damage,
poor reinstatement,
or not reinstated.
Transport changes
Very high use of motor
vehicles for most trips.
High cost motor vehicle trips substituted
with active alternatives, especially for
local trips and the journey.
Increased demand
for an extension to
the path network,
change to path
function and
capacity.
Lifestyle changes
Community just becoming
aware of health benefits of
physical activity such as
walking and cycling starting
to undertake more of these
activities.
Increasing recreational walking and
cycling and public life activities on the
path network.
Change in path
function and
capacity, and
Council Long Term Financial
Plan has been able to meet
the required budgets to
deliver most components to
manage the path assets.
Limited revenue growth in Council rates
and reduced size of grants from other
tiers of government not matching
required asset expenditures.
Council financial
sustainability
Increased demand
for responsive
maintenance, repairs
and establishing
cleaning and tidying
services.
Decreased ability to
fund timely renewal
and upgrade of
poor/very poor
condition asset, and
Increased need for
maintenance and
repairs.
Council operational &
services priority
changes
Ageing workforce
Local government is
inheriting services from State
and Federal governments,
and taking up new
operations and services in
response to community
demand.
This trend is likely to accelerate, but
there is limited revenue growth to fund
them placing pressure on all operations
and services including asset provision
and maintenance.
CCS employs approximately
168 field staff with a median
age of 47 years.
Many of these staff and their skills will be
lost. Increased shortage of skilled people
to replace them.
Decreased ability to
fund timely renewal
and upgrade of
poor/very poor
condition asset, and
Increased need for
maintenance and
repairs.
Inefficient operations
and services
decreasing
responsiveness, and
Increasing risk of
poor workmanship
requiring return
visits.
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Demand drivers
Environmental
sustainability
4.4
Present position
Paths are constructed to
withstand existing
environmental conditions.
Projection
More frequent extreme weather events
and increased exposure to radiation
effects.
Impact on services
More rapid
deterioration of
paths, increasing
frequency of
inspections and
maintenance and
repairs.
Demand Management Plan
Demand for new 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
6
assets to deteriorate beyond current service levels) or educating customers to accept appropriate asset failures .
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
Population change
Impact on Services
Demand Management Plan
Increased demand for an
extension to the path network,
change to path function and
capacity.
All redevelopment sites required to renew paths with
upgraded paths suitable for the proposed function and
capacity.
Increased width of paths and
better compliance with
Disability Discrimination Act
design and construction
requirements.
Increase basic widths of paths to suit two people with
walking aids, or other mobility devices, so they can move
along a path together.
Need to establish a path
cleaning and edge tidying
programs.
Investigate what needs to be done and how these
additional services can be resourced.
Legislative change
Unknown, likely to be greater
regulation.
Be aware of any proposed changes to legislation, or
introduction of new legislation that may impact on paths,
and advocate for reasonableness of intent and impact.
More litigious society
Increased cost in defending
Council actions and payments
to claimants.
Improve work recording and retrieval systems.
Demographic change
Community expectation
change
6
Review current development and transport documents for
impacts on walking and cycling through a ‘Walking &
Cycling Strategy”.
Improve controls and monitoring of building activities and
associated driveway crossovers to ensure Disability
Discrimination Act compliance in the walking/cycling area.
Encourage the community to take responsibility for verge
area outside their properties.
Improve the responsiveness and timelines of maintenance
and repair activities.
IPWEA, 2011, IIMM, Table 3.4.1, p 3|58.
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Demand Driver
Land use densification
Urban consolidation
Impact on Services
Demand Management Plan
Local streets with paths on one
side, may need a path on each
side, and
All redevelopment sites required to renew paths with
upgraded paths suitable for the proposed function and
capacity.
Greater activity on all paths in
the growth corridor.
Review development transport strategies for clear
understanding of walking and cycling needs associated
with the level of density and how they integrate with the
surrounding areas.
Installation of utility services
under paths causing loss of
integrity of path structure,
damage, poor reinstatement,
or not reinstated.
Seek Council endorsements of the ‘North west Growth
Corridor transport Study” and further development the
recommendations therein.
For areas outside the Growth Corridors, monitor the level
of urban consolidation for triggers to upgrade existing
paths, or construct new paths.
Seek Memorandum of Understanding dealing with
operational and communication procedures and works
specifications with the service providers.
Telecommunication
advances
Transport changes
Installation under paths causing
loss of integrity of path
structure, damage, poor
reinstatement, or not
reinstated.
Monitor activities and follow up any poor workmanship,
including re-inspection within 12 months.
Increased demand for an
extension to the path network,
change to path function and
capacity.
Raise the priority of path renewal, or upgrade on the
walking & cycling routes used by commuters.
Seek Memorandum of Understanding dealing with
operational and communication procedures and works
specifications with the service providers.
Where there are walking routes between public transport
stops, install new paths linking the stops.
Both these actions will require guidance through a
‘Walking & Cycling Strategy’.
Lifestyle changes
Change in path function and
capacity, and
Increased demand for
responsive maintenance,
repairs and establishing
cleaning and tidying services.
Council financial
sustainability
Decreased ability to fund timely
renewal and upgrade of
poor/very poor condition asset,
and
Raise the priority of path renewal, or upgrade on the
walking and cycling routes used by commuter. This action
will require guidance through a ‘Walking & Cycling
Strategy’.
Investigate what needs to be done and how these
additional services can be resourced.
Advocate the importance of the path network to
community wellbeing, personal health and prosperity.
Increased need for
maintenance and repairs.
Council operational &
services priority changes
Decreased ability to fund timely
renewal and upgrade of
poor/very poor condition asset,
and
Advocate the importance of the path network to
community wellbeing, personal health and prosperity.
Increased need for
maintenance and repairs.
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Demand Driver
Ageing workforce
Environmental
sustainability
Impact on Services
Demand Management Plan
Inefficient operations and
services decreasing
responsiveness, and
Ensure that the Council works area is known for its
‘Constructive’ behavioural culture so we are a workplace
of choice.
Increasing risk of poor
workmanship requiring return
visits.
Identify ways to improve employee training.
More rapid deterioration of
paths, increasing frequency of
inspections and maintenance
and repairs.
Establish an ‘Environmental Framework’ for material
selection and work practices.
Since the Path Asset Management Plan 2012 we have investigated many of the new development precincts to better
understand what drivers these area will have on path demand.
We have also undertaken the North-West Corridor Transport Study and three Transport and Parking Plans (TPP’s) in
Woodville South, Welland and Henley Beach areas to determine what additional demands are there from existing
residents.
We are currently preparing a Walking and Cycling Strategy as the first part of a new Integrated Transport Plan for the
City.
4.5
Asset Programs to meet Demand
The new assets required to meet growth will be acquired free of cost from land developments and
constructed/acquired by the organisation. New assets constructed/acquired by the organisation are discussed in
Section 5.5. The cumulative projected value of new contributed and constructed asset values are summarised in
Figure 1.
Figure 1: Upgrade and New Assets to meet Demand
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.
The above graph is cumulative total of assets built by council at a constant rate of $200,000 per annum and 0.2% per
annum growth by developers.
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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 total length of assets covered by this Asset Management Plan are shown in Table 2.1. Below indicates area in
square metres. This is the basis of valuation of these assets (area x unit rate)
2
Asphalt Paths
90,053 m
Concrete Paths
1,097,754 m
Clay Paver Paths
56,612 m
Concrete Paver Paths
184,263 m
2
Other Paths (e.g. rubble) 32,652 m
2
2
2
NOTE: Approximately 12 km of footpath in the Path Asset Management Plan 2012 was verge area where there are
walking ‘desire’ lines. These were included as having a value in that revision of the Asset Management Plan, but are
now excluded as having no value. This has contributed to the lower valuation.
These paths have been constructed over many years with a very large number of mainly concrete paths being built in
the residential “boom” years that occurred in this Council area, from the mid 1960’s to mid 1970’s.
The age profile of the assets included in this Asset Management Plan is shown in Figure 2. (Note the works program
generated by this Asset Management Plan is based on condition rating not age).
The spike shown in 1980 on Figure 2 is due to on the construction of West Lakes area and the River Torrens Linear
Park .
The spike in 1990/ 91 on Figure 2 is due to on construction of major arterial road paths..
Figure 2: Asset Age Profile
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The current predictions for renewals are based on the 2013 audit of path assets and not age related. The above graph
illustrates that renewals in the coming 10-years are expected to peak and then reduce in the years beyond the scope
of this current Asset Management Plan.
Plans showing the path assets are available through council’s Dekho system.
5.1.2
Asset capacity and performance
The organisation’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
Service Deficiency
Achieved since 2012
Restricted access for people using a mobility aid needing a
constructed footpath.
Most new and renewal construction has occurred in line with
Disability Discrimination Act requirements
Limited connections to modes of public transport and between
public transport stops.
Bus stops are being renewed to be Disability Discrimination
Act compliance, including across road connectivity and
lighting
Limited provision of paths in open space reserves and
inconvenient connections to open space reserves
In conjunction with open space, include paths in parks and
connections through master plans
Paths constructed with widths that no longer meet demand
caused by a subsequent development of a significant pedestrian
trip generator (lack of capacity).
All new and renewed paths are constructed a minimum of
1400mm and areas around major trip generators widened
where space available.
Paths constructed with widths and design that do not support
current types of use (inappropriate function).
Path hierarchy to be established in future Asset Management
Plan
Potential Trip Hazards identified, but unable to be rectified under
resource allocation
Trip Hazards identified in 2013 audit, and additional $20,000
for rapid response proposed in 2015/16 budget.
Lack of connectivity across major roads, Rail Lines or the River
Torrens for pedestrians and cyclists.
Identified within TPP’s and Northwest Corridor Transport
Strategy. The State Government is also addressing this
through initiative such as the “Greenway” projects.
The above service deficiencies were identified from 2013 Path Assets audit and review, plus Council’s Customer
Request Management (CRM) system.
Note: Path widths are based on dimension of materiel used. 1400 mm is the minimum desirable based on dimensions
of un-cut paver blocks. 1500 mm is the minimum for continuously fibre reinforced concrete paths as this uses the
dimension of the expansion joint (3000 mm) to minimise wastage.
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5.1.3
Asset condition
Condition is monitored on a 5-year basis, supplemented by inspection by staff in the field. As shown in the Pie Chart in
Section 1, Path condition has deteriorated in past 5-years, due to underfunded renewal program .
The condition profile of our assets is shown in Figure 3.
Fig 3: Asset Condition Profile
3%
Path condition as at
August 2015
37%
Poor
Fair
60%
Good
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 sections of renewal/rehabilitation required
5
Very Poor: physically unsound and/ beyond rehabilitation
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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 re-valued at 30 June 2013. Assets are valued at current replacement cost. This includes Paths
and Kerb Ramps.
Current Replacement Cost
$181,164,000
Depreciable Amount
$181,164,000
Depreciated Replacement Cost
7
Annual Depreciation Expense
Current
Replacement
Cost
Accumulated
Depreciation
Depreciated
Replacement
Cost
$76,408,000
$3,305,000
End of
reporting
period 1
Annual
Depreciable
Depreciation
Amount
Expense
End of
reporting
period 2
Residual
Value
Useful Life
Useful lives were reviewed in August 2013 by reviewing actual replacement years with theoretical year.
Key assumptions made in preparing the valuations were:
•
•
•
•
•
Unit rates where extracted from an average of the previous 3 years actual costs TRIM 13/124216
A component has been added to cover internal overhead costs within the operations area and an additional
officer to manage the expanded path program
Work is predominantly undertaken by tendered contract for preparation, supply of all material and
construction.
That there is straight line depreciation of asset as the asset is consumed at a fairly even rate across its life
That there is no residual value of asset when it is replaced
Major changes from previous valuations are in response to a reduction in unit rate costs due to lower levels of
construction work following the Global Financial Crisis and locally, the reduction in demand for suppliers from the
mining sector.
Real overhead costs will be captured under the recently introduced Works and Assets system and included in the next
years revised Asset Management Plan.
Various ratios of asset consumption and expenditure have been prepared to help guide and gauge asset management
performance and trends over time.
5.1.5
Rate of Annual Asset Consumption
(Depreciation/Depreciable Amount)
1.8%
Rate of Annual Asset Renewal
(Capital renewal exp/Depreciable amount)
2.7%
Rate of Annual Asset Upgrade/New
(Capital upgrade exp/Depreciable amount)
0.1%
Rate of Annual Asset Upgrade/New
(including contributed assets)
0.3%
Historical Data
The most important available historic data is the Infrastructure Management Group Pty Ltd (IMG) Paths asset audit
conducted in 2013, which recorded data on material of construction, dimensions (length x width) and condition of
assets. This included video of all paths with a GIS reference.
7
Also reported as Written Down Current Replacement Cost (WDCRC).
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Infrastructure Management Group Pty Ltd Since 1996 supplied asset assessment services to over 150 councils, many
state road authorities and numerous international governments .Other reference material included financial data of 3
previous year’s works programs from which unit rates have been derived.
5.2
Infrastructure Risk Management Plan
8
An assessment of risks associated with service delivery from infrastructure assets identifies critical risks that will
result in loss or reduction in service from infrastructure assets or a ‘financial shock’ to the organisation. The risk
assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the
event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.
Critical risks, being those assessed as ‘Extreme’ - requiring immediate corrective action and ‘High’ – requiring
prioritised corrective action identified in the Infrastructure 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/Board.
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
Paths
Damage to paths,
displacement, failed
sections that can
result in personal
injury.
H
Reconstruct affected paths
including shared use paths and
footpaths located in streets, roads,
laneways, walkways and reserves.
L
$194,570
Path renewal
Exclusion of “at risk”
residents accessing
community or vital
services.
H
Damaged or old paths renewed in
a timely manner so as to meet the
local demand and relevant
Community Plan.
L
$4,840,380
L
$436,000
New Paths
Exclusion of people
H
Ensure new paths are constructed
with reduced
in a timely manner.
mobility from cheap
access to community
or vital services.
Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.
5.3
Routine Operations and Maintenance Plan
Operations include regular activities to provide services such as public health, safety and amenity, e.g street sweeping,
grass mowing and street lighting.
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.
8
The City of Charles Sturt uses a framework that has been approved and is in accordance with International Standard
ISO31000:2009
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5.3.1
Operations and Maintenance Plan
Operations activities affect service levels including quality and function through street sweeping and grass mowing
frequency, intensity and spacing of street lights and cleaning frequency and opening hours of building and other
facilities.
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, e.g 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/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.
Specific maintenance is replacement of higher value components/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.
Table 5.3.1: Maintenance Expenditure Trends
Year
2012/13
Maintenance Expenditure
Planned and Specific
Unplanned
$1,053,000
$219,000
2013/14
$53,777
$94,570
2014/15
$116,131
$124,757
Planned maintenance work is currently 36% of total maintenance expenditure.
The difference between the 2012/13 year and 2013/14 year is due to the accounting procedure used. A large amount
of the planned maintenance has now been reallocated as renewal work in the large area renewal budget line. This is
work undertaken by Field Services crew which is greater than $5,000 in value on a single asset and improves the
service life of the asset by at least 1 year. This is now capitalised as renewal expenditure.
Due to increased customer requests and identified defects from the recent audit, maintenance expenditure levels are
considered to be in-adequate to meet projected 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 Infrastructure Risk
Management Plan. Maintenance expenditure levels and renewals expenditure have been reviewed and increased as
appropriate.
Assessment and prioritisation of reactive maintenance is undertaken by the organisation’s staff using experience and
judgement.
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5.3.2
Operations and Maintenance Strategies
The organisation 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 infrastructure risk register for assets and present service risks associated with providing
services from infrastructure assets and reporting Very High and High risks and residual risks after treatment
to management and Council if required.
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.
Table 5.3.2: Asset Service Hierarchy
Service Hierarchy
N/A
Service Level Objective
N/A
NOTE: All assets in this group are serviced based on safety and risk, no hierarchy for service currently applies. Refer to
service levels in table 3.4. In future years it is intended to apply a path hierarchy to reflect areas of more intensive
use, such as around shopping precinct, schools, hospitals and retirement homes.
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 refines investigative
activities, maintenance plans and capital expenditure plans at the appropriate time.
Operations and maintenances activities may be targeted to mitigate critical assets failure 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.
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Table 5.3.2.1: Critical Assets and Service Level Objectives
Critical Assets
Critical Failure Mode
Disability access
Aged person mobility
Failure resulting in
inability for users to
conduct daily business.
Regionally strategic routes
Retail precincts
Public transport
connections
Other higher activity paths
Operations & Maintenance
Activities
Maintenance and repairs in
accordance with agreed response
and service levels
Injury risk to elderly
and people with
reduced mobility.
What has been achieved since
Path Asset Management Plan
2012
222 Access Ramps have been
upgraded to Disability
Discrimination Act compliance
35 bus stops have been made
Disability Discrimination Act
compliant
937 trip hazards on paths have
been attended to
Standards and specifications
Maintenance work is carried out in accordance with the following Standards and Specifications.
•
Austroads ‘Guide to Road Design’ Parts 6, 6A, 6B and ‘Cycling Aspects of Austroads Guides’
•
Disability Discrimination Act 1992, including the Public Transport Regulations
•
Councils Internal Standards including NATSPEC specification.
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 2013/14 dollar values (i.e. real values).
Figure 4: Projected Operations and Maintenance Expenditure
The above graph illustrates the proposed forward budget for operations and maintenance based on the business rule
that any work which exceeds $5,000 on one asset and improves its service life by at least 1 year will be classified as
renewal work and capitalised. This graph shows substantial reduction in maintenance and operational cost from the
Path Asset Management Plan 2012, due to the effect of this rule and the transfer of costs to the Capital Renewal
budget line.
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Deferred maintenance, i.e. works that are identified for maintenance and unable to be funded are to be included in
the risk assessment and analysis in the infrastructure risk management plan.
Maintenance is funded from the operating budget where available. This is further discussed in Section 6.2.
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 upgrade/expansion or new works expenditure.
5.4.1
Renewal plan
Assets requiring renewal/replacement are identified from one of three methods provided in the ‘Expenditure
Template’.
Method 1 uses Asset Register data to project the renewal costs using acquisition year and useful life to determine
the renewal year, 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’.
Discussion
The 2012 revision of the Asset Management Plan used 2008 condition data and Method 2 based on long term
financial provision being adjusted in accordance with the Local Government Price Index.
The 2013 condition audit allowed us to use Method 1 which is summarised by the aged profile in Figure 2 in section
5.1.1 (which is reproduced below). That graph shows that in 1980 about $18M worth of paths were constructed in
that one year. To expect to replace them all in one year is not sustainable. It is evident that Council is not able to
manage the renewal of paths based on their age, i.e. Method 1.
Instead we have used Method 2 in this Asset Management Plan. This allows us to use the estimated useful life of an
asset. The Asset Management Plan 2012 contained generic useful life. Due to the increased reliance on the useful
life, we reviewed actual path condition within Charles Sturt to determine actual useful lives based on observation. We
also undertook a “Peer Review” of adjacent South Australian Councils to see what they are using. It was concluded
that the table of useful lives can be substantiated as being applicable in Charles Sturt. This is Table 5.4.1 below.
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Table 5.4.1: Useful Lives of Assets
Asset (Sub)Category
Useful life
Rubble
15 years
Bitumen
25 years
Concrete
60 years
Pavers – Concrete
50 years
Pavers - Clay
50 years
Pavers – Boutique/Special/Granite
40 years
Access Ramps
25 years
The useful lives of footpath materiel will be reviewed in the next major revision as actual field data is showing they
may be incorrect.
The condition of each path determined by the 2013 audit was used to improve the estimate of the remaining life of
each path. The below graph indicates current condition ratings and footpath replacement valuations.
Figure 5
It was evident that there needed to be an improved distribution of renewal expenditure using this method, but there
remained a high degree of annual variance so we have smoothed the expenditure for graduated increase in
expenditure each year. This is shown in Figure 5.
A more detailed discussion of other considerations influencing path renewals are in section 5.4.2 and 5.4.3.
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5.4.2
Renewal and Replacement Strategies
Council will plan capital renewal and replacement projects to meet level of service objectives and minimise
infrastructure 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,
Maintain a current infrastructure risk register for assets and service risks associated with providing services from
infrastructure assets and reporting Very High and High risks and residual risks after treatment to
management and the Council,
Review current and required skills base and implement workforce training and development to meet required
construction and renewal needs,
Maintain a current hierarchy of critical assets and capital renewal treatments and timings required ,
Review management of capital renewal and replacement activities to ensure the organisation is obtaining best
value for resources used.
Renewal ranking criteria
Asset renewal and replacement is typically undertaken to either:
Ensure the reliability of the existing infrastructure to deliver the service it was constructed to facilitate (e.g
replacing a bridge that has a 5 t load limit), or
9
To ensure the infrastructure is of sufficient quality to meet the service requirements (e.g roughness of a road).
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,
The total value represents the greatest 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
10
Where replacement with modern equivalent assets would yield material savings.
The ranking criteria used to determine priority of identified renewal and replacement proposals is detailed in Table
5.4.2.
9
IPWEA, 2011, IIMM, Sec 3.4.4, p 3|60.
Based on IPWEA, 2011, IIMM, Sec 3.4.5, p 3|66.
10
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Table 5.4.2: Renewal and Replacement Priority Ranking Criteria
Criteria
When Road Reconstruction will excessively damage the existing path
Addressing special needs of people with a disability; the aged; or others
using mobility aids
Where there are coexisting concentrations of pedestrian and motor vehicle
traffic and potential for conflict
In land use areas/precincts generating high trip demand (examples being
near shops, schools and community facilities)
Located in areas where crowds use paths from time to time (walking
distance of large sporting and entertainment venues – examples being,
Hindmarsh Soccer stadium, Adelaide Entertainment Centre)
Forming part of a regional asset used by many visitors (in State or Council
strategy or Development Plan – examples being the River Torrens Linear
Park, Coast Park, Grange Lakes)
Providing access to public transport
Along arterial road, local distributors and collector streets
In, or next to precinct redevelopment areas
Paths in local access streets and reserves
*Note: 4 is the highest ranking with the greatest weight.
Weighting
4
4
4
3
3
3
3
2
2
1
These weightings are consistent with those used in the Path Asset Management Plan 2012.
Renewal and replacement standards
Renewal work is carried out in accordance with the following Standards and Specifications.
•
AS1428.1
•
Austroads ‘Guide to Road Design’ Parts 6, 6A, 6B and ‘Cycling Aspects of Austroads Guides’
•
Disability Discrimination Act 1992, including the Public Transport Regulations
•
Councils Internal Standards including NATSPEC specification.
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. Capital projects
are typically undertaken to either:
Ensure the reliability of the existing infrastructure to deliver the service it was constructed to facilitate (e.g replacing a
bridge that has a 5 t load limit), or
11
To ensure the infrastructure is of sufficient quality to meet the service requirements (e.g roughness of a road).
We currently consider two sets of criteria to prioritise our capital projects:
Benefit
To ensure capital works projects that deliver significant benefit to the community proceed, a benefit ranking is
applied to determine the priority of all projects. This criteria is detailed in Table 5.4.2. Applying the benefit ranking
criteria produces a score out of 35.
11
IPWEA, 2011, IIMM, Sec 3.4.4, p 3|60.
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Table 5.4.3: Capital Works Priority Ranking Criteria
Benefit
Scale
Corporate Plan
Alignment
0
1
2
3
4
5
None
Associated
initiative
Implied
Asset
Management
Plan Alignment
None
Associated
initiative
Implied
Specifically
mentioned
Specifically
mentioned x 2
Specifically
mentioned > 2
Specifically
mentioned
Specifically
mentioned x 2
Specifically
mentioned > 2
Legislative
Requirement
Community
Benefit
Environmental
Benefit
None
None
Potential
of Risk
Reduction
None
Low
None
< 25 people
None
Insignificant
Economic
Development
Benefit
None
Insignificant
Good practice
Moderate
Minor
Minor
Australian
standard
Contractual
obligation
Legal
requirement
High
25 – 50
people
50 – 100
people
100 – 250
people
> 250 people
Moderate
Moderate
Significant
Significant
Major
Major
Extreme
Almost
certain
Asset Condition and Performance
We must ensure the appropriate condition and performance standards are maintained throughout the organisation’s
network of assets. Priority is therefore given to projects delivering renewal works over asset upgrades and new assets.
Capital projects are submitted for approval having considered the above criteria which assists the Asset Management
Committee in its decision making process.
The recent audit of Paths and review of asset life expectancy has highlighted the need to substantially increase the
renewal expenditure on this asset class.
The projected renewal budget (Fig 5 below) required to meet the 5 and 10-year renewal program has been smoothed
out to allow a more consistent spend over the life of this Asset Management Plan and also to allow a ramp up of
personnel to deliver this increased program.
The projected capital renewal and replacement program is shown in Appendix B.
Fig 5: Projected Capital Renewal and Replacement Expenditure
The above graph indicates that all of the renewal program is for paths in their first generation (they have not
previously been replaced).
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Deferred renewal and replacement, i.e. those assets identified for renewal and/or replacement and not scheduled in
capital works programs are to be included in the risk analysis process in the risk management plan.
Renewals and replacement expenditure in the organisation’s capital works program will be accommodated in the long
term financial plan. This is further discussed in Section 6.2.
5.5
Creation/Acquisition/Upgrade Plan
New works are those works that create a new asset that did not previously exist, or works which upgrade or improve
an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets
may also be acquired at no cost to the organisation from land development. These assets from growth are considered
in Section 4.4.
5.5.1
Selection criteria
New assets and upgrade/expansion of existing assets are identified from various sources such as councillor or
community requests, proposals identified by strategic plans or partnerships with other organisations. Candidate
proposals are inspected to verify need and to develop a preliminary renewal estimate. Verified proposals are ranked
by priority and available funds and scheduled in future works programmes. The priority ranking criteria is detailed
below.
Table 5.5.1: New Assets Priority Ranking Criteria
Criteria
When Road Reconstruction provides an opportunity to construct upgraded,
or new paths.
Addressing special needs of people with a disability; the aged; or others
using mobility aids
Being a ‘missing link’ between existing paths and open space areas
Where there are coexisting concentrations of pedestrian and motor vehicle
traffic and potential for conflict
Providing access to public transport as required in the Disability
Discrimination Act Public Transport Regulations.
In land use areas/precincts generating high trip demand (examples being
near shops, schools and community facilities)
Located in areas where crowds use paths from time to time (walking
distance of large sporting and entertainment venues – examples being
AAMI stadium, Hindmarsh Soccer stadium, Adelaide Entertainment Centre)
Forming part of a regional asset used by many visitors (in State or Council
strategy or Development Plan – examples being the River Torrens Linear
Park, Coast Park, Sportsmans Drive)
Along arterial road, local distributors and collector streets
In, or next to precinct redevelopment areas
Paths in local access streets and reserves
The weighting is consistent with the Path Asset Management Plan 2012.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Weighting
4
4
4
4
3
3
3
3
2
2
1
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5.5.2
Capital Investment Strategies
The organisation will plan capital upgrade and new projects to meet level of service 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 for all capital upgrade/new projects to identify:
o the service delivery ‘deficiency’, present risk and required timeline for delivery of the upgrade/new
asset,
o the project objectives to rectify the deficiency including value management for major projects,
o the range of options, estimated capital and life cycle costs for each options that could address the
service deficiency,
o management of risks associated with alternative options,
o and evaluate the options against evaluation criteria adopted by Council/Board, and
o select the best option to be included in capital upgrade/new programs,
Reviewing current and required skills base and implement training and development to meet required
construction and project management needs,
Reviewing management of capital project management activities to ensure the organisation 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.
5.5.3
Summary of future upgrade/new assets expenditure
Projected upgrade/new asset expenditures are summarised in Fig 6. The projected upgrade/new capital works
program is shown in Appendix C. All amounts are shown in real values.
Fig 6: Projected Capital Upgrade/New Asset Expenditure
The Capital upgrade/ new expenditure has been retained at $436,000 per year after 2014, being the historic
allowance for new paths to be constructed in response to resident requests and changing circumstance.
Expenditure on new assets and services in the capital works program will be accommodated in the Long Term
Financial Plan but are still subject to Council approval through the budget process. This is further discussed in Section
6.2.
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5.6
Disposal Plan
Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or
relocation. Assets identified for possible decommissioning and disposal are shown in Table 5.6, together with
estimated annual savings from not having to fund operations and maintenance of the assets. These assets will be
further reinvestigated to determine the required levels of service and see what options are available for alternate
service delivery, if any. Any revenue gained from asset disposals is accommodated in the organisation’s long term
financial plan.
Where cash-flow projections from asset disposals are not available, these will be developed in future revisions of this
Asset Management Plan. Increasingly, we incur greater costs in relation to asset disposals. These costs include the
treatment of contaminated soils removed from sites, electronic goods, items containing gas(es) and other
environmentally sensitive disposals.
Table 5.6: Assets Identified for Disposal
Asset
Reason for Disposal
Timing
Disposal Expenditure
Operations &
Maintenance Annual
Savings
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Note: The preparation of this Path Asset Management Plan does not take into account paths requiring renewal or
upgrade due to other work (such as road work), or strategic decisions (such as precinct redevelopment) which require
the remaining life of the path to be shortened and the path written off to coincide with these activities.
These decisions can only be made through the 4 year capital works program which would allow accelerated
depreciation to a zero residual value for the asset.
5.7
Service Consequences and Risks
The organisation has prioritised decisions made in adopting this Asset Management Plan to obtain the optimum
benefits from its available resources. Decisions were made based on the development of 3 scenarios of Asset
Management Plans.
Scenario 1 - What we would like to do based on asset register data
Scenario 2 – What we should do with existing budgets and identifying level of service and risk consequences (i.e. what
are the operations and maintenance and capital projects we are unable to do, what is the service and risk
consequences associated with this position). This may require several versions of the Asset Management Plan.
Scenario 3 – What we can do and be financially sustainable with Asset Management Plan matching a Long Term
Financial Plan.
The development of scenario 1 and scenario 2 Asset Management Plan provides the tools for discussion with the
Council and community on trade-offs between what we would like to do (scenario 1) and what we should be doing
with existing budgets (scenario 2) by balancing changes in services and service levels with affordability and acceptance
of the service and risk consequences of the trade-off position (scenario 3).
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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5.7.1
What we cannot do
There are potentially some operations and maintenance activities and capital projects that are unable to be
undertaken within the next 10-years. These include:
•
Renewal of some residential area paths
•
Upgrade of part of River Torrens Linier Path to current shared use standard.
•
New Cycleway and shared use paths along major arterials.
•
Replacement of Older Asphalt paths with modern block paving.
5.7.2
Service consequences
Operations and maintenance activities and capital projects that cannot be undertaken will maintain or create service
consequences for users. These include:
•
Some lack of connectivity for walking and cycling activities.
•
Deterioration of residential streetscapes.
•
Increase in area maintenance costs in residential streets.
5.7.3
Risk consequences
The operations and maintenance activities and capital projects that cannot be undertaken may maintain or create risk
consequences for the organisation. These include:
•
Increased trip hazards in residential streets.
•
Increased customer complaints regarding lack of renewal of paths.
These risks have been included with the Infrastructure Risk Management Plan summarised in Section 5.2 and risk
management plans actions and expenditures included within projected expenditures.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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6.
FINANCIAL SUMMARY
This section contains the financial requirements resulting from all the information presented in the previous sections
of this Asset Management Plan. The 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 are shown in Fig 7 for projected operating (operations and maintenance) and capital
expenditure (renewal and upgrade/expansion/new assets). Note that all costs are shown in real values.
The current budgeted figures (solid black line) show renewals expenditure peaking in 2024, at the peripheral of this
plan. Construction dates for this period are 1964 or earlier and often are not fully known. The projected Capital
Renewal is based on a condition rating until 2024 and a smoothed year of construction. Essentially the condition
rating and unknown year of construction in the first 10 years have bought forward the 2024 peak into earlier years of
the program
Fig 7: Projected Operating and Capital Expenditure
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 Ratio
12
12
104% over the whole of life of this Asset Management Plan.
AIFMG, 2009, Financial Sustainability Indicator 8, Sec 2.6, p 2.18
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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The Asset Renewal Funding Ratio is the most important indicator and reveals that over the next 10-years, the
organisation is forecasting that it will have 104% of the funds required for the optimal renewal and replacement of its
assets.
Long term - Life Cycle Cost
The life cycle costs 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 that 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 organisations in providing services to their communities in a financially sustainable manner. This is
the purpose of the Asset Management Plans and long term financial plan.
Life cycle costs (or whole of life cost) are the average costs that are required to sustain the 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 Asset Management Plan is $3,669,000 per year (average
operations and maintenance expenditure plus depreciation expense).
The projected expenditures in this 20-year Asset Management Plan is 209% of the cost of the assets for their whole
life. This is due to the “lumpy” nature of development in the 50’s, 60’s and 70’s, with these paths representing 50% of
asset base and being due for renewal in this 20 year period.
This is explained by looking at Figure 2 Age Profile of Paths. This clearly shows that the majority of paths were
constructed in the period 1960 to 1975 and are due for renewal in the current Asset Management Plan 10-year
horizon. Beyond this period, renewal activity is expected to decrease significantly.
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 provides input into 10year financial and funding plans aimed at providing 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
$7,439,000 on average per year.
The currently endorsed Long Term Financial Plan (2014/15) for operation, maintenance and capital renewal funding
for the paths assets is $7,664,000 on average per year giving a 10-year average funding surplus of $2,250 per year.
This indicates that the Council expects to have 103% of the projected expenditures needed to provide the services
documented in this revision of the Asset Management Plan.
Short term – 5-year financial planning period
These projected expenditures may be compared to budgeted expenditures in the 5-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 5-year planning period is
$6,927,000 on average per year.
The currently endorsed Long Term Financial Plan (2014/15) for operation, maintenance and capital renewal funding
for the paths assets is $6,990,000 on average per year giving a 10-year funding surplus of $12,600 per year. This
indicates that the Council expects to have 101% of the projected expenditures needed to provide the services
documented in this revision of the Asset Management Plan.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
Note: This graph illustrates the short to medium term planned expenditure exceeds the long term (all of life)
expenditure requirement by approximately 1.5 times. The expectation is after the medium term (life of this Path Asset
Management Plan); the expenditure requirements for Path assets will decrease.
Providing services from infrastructure 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
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Figure 8: Projected and LONG TERM FINANCIAL PLAN Budgeted Renewal Expenditure
Table 6.1.1 shows the shortfall between projected renewal and replacement expenditures and expenditure
accommodated in the Current 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 LONG TERM FINANCIAL PLAN Budgeted Renewals and Financing Shortfall
Year End
June 30
Projected
Renewals
($'000)
LTFP Renewal
Budget
($'000)
Renewal Financing
Shortfall (- gap,
+ surplus) ($'000)
Cumulative Shortfall
(- gap, + surplus)
($'000)
2015
$4,765
$4,847
$82
$82
2016
$5,765
$5,887
$122
$204
2017
$6,765
$6,871
$106
$310
2018
$7,765
$8,019
$254
$564
2019
$7,765
$7,899
$134
$698
2020
$7,765
$7,907
$142
$840
2021
$7,765
$7,890
$125
$965
2022
$7,765
$7,844
$79
$1,044
2023
$7,315
$7,844
$529
$1,573
2024
$7,315
$8,777
$1,462
$3,035
2025
$6,970
$8,844
$1,874
$4,909
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2026
$6,970
$9,844
$2,874
$7,783
2027
$6,970
$9,844
$2,874
$10,657
2028
$6,970
$9,844
$2,874
$13,531
2029
$6,970
$9,844
$2,874
$16,405
2030
$6,970
$9,844
$2,874
$19,279
2031
$6,970
$9,844
$2,874
$22,153
2032
$6,970
$9,844
$2,874
$25,027
2033
$6,970
$9,844
$2,874
$27,901
2034
$6,970
$9,844
$2,874
$30,775
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.
A gap between projected asset renewal/replacement expenditure and amounts accommodated in the LONG TERM
FINANCIAL PLAN indicates that further work is required on reviewing service levels in the Asset Management Plan
(including possibly revising the LONG TERM FINANCIAL PLAN) before finalising the Asset Management Plan to manage
required service levels and funding to eliminate any funding gap.
The LTFP is providing just sufficient funding over the term of this plan to manage Path and Ramp renewal at current
service levels.
We 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.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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 2013 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)
2015
$112
$248
$4,765
$200
$0
2016
$112
$249
$5,765
$200
$0
2017
$112
$250
$6,765
$200
$0
2018
$112
$250
$7,765
$200
$0
2019
$112
$251
$7,765
$200
$0
2020
$113
$252
$7,765
$200
$0
2021
$113
$253
$7,765
$200
$0
2022
$113
$253
$7,765
$200
$0
2023
$113
$254
$7,315
$200
$0
2024
$113
$255
$7,315
$200
$0
2025
$113
$256
$6,970
$200
$0
2026
$113
$257
$6,970
$200
$0
2027
$113
$257
$6,970
$200
$0
2028
$114
$258
$6,970
$200
$0
2029
$114
$259
$6,970
$200
$0
2030
$114
$260
$6,970
$200
$0
2031
$114
$260
$6,970
$200
$0
2032
$114
$261
$6,970
$200
$0
2033
$114
$262
$6,970
$200
$0
2034
$114
$263
$6,970
$200
$0
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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.
We currently consider two sets of criteria to prioritise our budget bids for any capital project:
Benefit
To ensure capital works projects that deliver significant benefit to the community proceed, a benefit ranking is
applied to determine the priority of all projects. This criteria is detailed in Table 5.4.2. Applying the benefit ranking
criteria produces a score out of 35.
Table 6.2.1: Budget Bid Priority Ranking Criteria
Benefit
Scale
Corporate Plan
Alignment
0
1
2
3
4
5
None
Associated
initiative
Implied
Asset
Management
Plan Alignment
None
Associated
initiative
Implied
Specifically
mentioned
Specifically
mentioned x 2
Specifically
mentioned > 2
Specifically
mentioned
Specifically
mentioned x 2
Specifically
mentioned > 2
Note Benefit Scale 5 has the greatest impact
Legislative
Requirement
Community
Benefit
Environmental
Benefit
None
None
Potential
of Risk
Reduction
None
Low
None
< 25 people
None
Insignificant
Economic
Development
Benefit
None
Insignificant
Good practice
Moderate
Minor
Minor
Australian
standard
Contractual
obligation
Legal
requirement
High
25 – 50
people
50 – 100
people
100 – 250
people
> 250 people
Moderate
Moderate
Significant
Significant
Major
Major
Extreme
Almost
certain
Asset Condition and Performance
The Council must ensure the appropriate condition and performance standards are maintained throughout our
network of assets. Priority is therefore given to projects delivering renewal works over building upgrades and new
assets.
Capital projects are submitted for approval having considered both the above criteria and individual asset ranking
criteria. This in turn assists the Asset Management Committee in its decision making process.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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6.3
Valuation Forecasts
Asset values are forecast to increase as additional assets are added to the asset stock from construction and
acquisition by the organisation and from assets constructed by land developers and others and donated to the
organisation. Figure 9 shows the projected replacement cost asset values over the planning period in real values.
Figure 9: Projected Asset Values
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
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.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
Forecasted on “today’s” dollars, Local Government Price
Index (LGPI) is added in the financial budgeting cycle
Staffing needs are resourced adequately
No significant changes in Legislation
Growth as forecast
Risks of Change to Assumptions
If LGPI is not accurate, then over time, the forecast will be
inaccurate
Unable to resource planned asset management activities
Changes may demand unplanned/unbudgeted asset
management activities
Forecasted growth may demand unplanned/unbudgeted
asset management activities
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
13
scale in accordance with Table 6.5.
Table 6.5: Data Confidence Grading System
Confidence Grade
A Highly reliable
B Reliable
C Uncertain
D Very Uncertain
E Unknown
Description
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%
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%
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%
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%
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
Demand drivers
Growth projections
Confidence Assessment
Reliable
Uncertain
Operations expenditures
Maintenance
expenditures
Projected Renewal exps.
- Asset values
- Asset residual values
- Asset useful lives
- Condition modelling
Reliable
Uncertain
- Network renewals
Uncertain
- Defect repairs
Uncertain
Upgrade/New
expenditures
Disposal expenditures
Uncertain
Well researched and up-dated yearly
Well researched
Recently implemented works and assets system will allow
better modelling
Recently implemented works and assets system will allow
better modelling
Recently implemented works and assets system will allow
better modelling
Many competing projects
Reliable
Well researched and up-dated yearly
Reliable
Reliable
Reliable
Uncertain
Comment
Existing demand drivers are reliably researched
Based on State Government 30 year plan and known
increases in the short medium term
Based on known expenditure and type of issue
Dependent on industry wide cost structure. Recently
decreased, but long term average is still increasing.
Many competing projects.
Over all data sources, the data confidence is assessed as medium confidence level for data used in the preparation of
this Asset Management Plan.
13
IPWEA, 2011, IIMM, Table 2.4.6, p 2|59.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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7.
PLAN IMPROVEMENT AND MONITORING
7.1
Status of Asset Management Practices
7.1.1
Accounting and financial systems
The organisation implemented the TechnologyOne Finance One ERP module during 2002 and 2003. The system has
been capturing all operating and capital expenses since that time. In the absence of a job costing application, the chart
of accounts was developed to track all of the required information of a project as identified at the time by the project
managers.
The capital works chart structure identifies the project, subproject, object and activity codes, and contained within the
project and subproject numbers are codes to identify the manager, asset category, new/renew/upgrade and the
project objective. The project and subproject define the location and objective of the project, the object code
identifies the inputs into it, and the activity code identifies the nature of work being carried out.
The budgets for all our projects are also stored in Finance One at the project and subproject level. Reports are
generated on a monthly basis from Finance One comparing actual to estimate. Once works have been completed, the
subproject numbers are closed off, and the balance of the subproject is either capitalised into the Finance One Fixed
Asset Register, or into a current Asset Management Services Fixed Asset Register, provided it meets the Threshold of
Materiality.
Accountabilities for financial systems
The Finance One Fixed Asset Register stores all of the financial information relating to buildings, land, plant and
equipment and furniture and fittings. It is used for the generation of depreciation, revaluations and disposal in these
asset categories. Other asset categories including Roads, Drainage and Bridges were previously managed in standalone systems such as RoadPak, Excel, and GIS. A new consolidated Works and Assets system will be implemented
during 2013 and 2014.
Finance One (TechnologyOne “Financials”) is also the organisation’s solution for Accounts Payable, General and
Project Ledgers, Inventory Management and Purchasing. All Receipting, Accounts Receivable, Land Information and
Bank Reconciliations are carried out in the Property and Rating solution. Human Resources is managed in the People
One ERP module of the TechnologyOne application.
Plant and Equipment, Land and Buildings, Furniture and Fittings asset information in the Finance One application is
managed by the Finance Department, and is done so based on information supplied by the asset managers and
owners and in accordance with the Asset Accounting Policy. All other assets are managed by the asset owners in their
stand-alone systems.
Accounting standards and regulations
There are many Regulations and Accounting Standards that we must comply with; however, those that are specifically
related to Asset Management are:
South Australian Local Government Act 1999
AASB 116 Property Plant and Equipment
AASB 1021 Depreciation
AASB 1045 Land Under Roads
Capital/maintenance threshold
The organisation has an Asset Accounting Policy that is reviewed annually by the Manager Financial Services. This
policy details the expenditure that is to be capitalised, and the associated accounting treatment for non-current
assets. It also sets the Threshold of Materiality for all asset categories; these values can be summarised as Land and
Buildings at $5,000, Computer Equipment $1,000, Furniture and Fittings $500, Roads, Drains and Bridges $5,000,
Mechanical Equipment $1,000 and Vehicles $5,000.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Where an individual asset falls below the threshold, but the assets form part of a network, such as park furniture on a
reserve, then consideration will be given to capitalising the aggregated value providing they exceed the threshold.
Acquisition costs of less than these thresholds will be expensed.
Required changes to accounting financial systems arising from this Asset Management Plan
The preparation and ongoing review and maintenance of Asset Management Plans has highlighted the need for the
organisation to implement an Asset Management System. A contract for the implementation of a system was released
in August of 2012 The basic system has now been implemented and data up-loaded. The system is being optimised as
new data becomes available.
The Asset system data base has been integrated with the Financial database under the recently introduced Works and
Asset system. This system is now operational and being monitored for performance and need for additional personnel
training. Output of data regarding maintenance work on assets will allow fine tuning of the Long Term Financial Plan
as well as regular up-dating of the Long Term Financial Plan.
7.2.1
Asset management system
Assets were previously managed using a variety of systems and tools. In 2012 we commenced a project to consolidate
asset data and works scheduling to reduce the risk of using disparate systems and processes. This has now resulted in
an asset database which has been “cleansed” of duplicate and out of date data. This will be an on-going process.
Asset registers
The master asset data sits within the TechnologyOne works and assets system. The TechnologyOne core enterprise
suite includes the existing Financials module resulting in a consolidated asset register.
Linkage from asset management to financial system
The consolidated asset register sits within the TechnologyOne core enterprise suite. The asset data is stored in the
works and assets module with linked asset book data (financial data) in the financials module. Additional asset data,
captured from activities such as condition audits, will be loaded and modelled against this core asset data in the
Assetic predictive modelling tool. The results will then be loaded back to the consolidated register in the form of
summary condition data, estimated useful lifes and valuations.
Accountabilities for asset management system and data maintenance
Asset Manager and Asset Officer (Data Owner) in liaison with the Asset Management Planning Business Unit. Works
related data is the responsibility of the Field Service Manager and their respective business units.
Required changes to asset management system arising from this Asset Management Plan
Refinement of the Business Rules used in modelling may be required to help inform the management of a likely
budget shortfall
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
Adopt auditing processes that will ensure the integrity of
the Asset Management Plan so Council can meet its
legislative obligations.
AM
AO
Management
Accountant
Coordinator Asset
Management
On-going
2
Improve processes to keep the Asset Register and
financial General Ledger consistent with each other and
up to date.
AM
AO
Management
Accountant
Coordinator Asset
Management
Has
been
partially
achieved To
be finalised
Nov 2016
3
Introduce a process to write off assets due to strategic
decision, or impacting works, causing need to bring
forward the renewal of a path.
AO
Management
Accountant
Coordinator Roads
Completed
4
Improve processes that support the path renewal
program to focus on condition 5 and 4 paths that could be
a risk to public safety.
AO
AO
Coordinator
Engineering Works
Partially
achieved.
Recent update
indicates a
reduction to
3%
of
Condition 4
and 5 Paths.
5
Establish an Environmental Framework applicable to
paths that delivers objectives of ‘Toward One Planet
Living”.
AM
AO
Coordinator
Sustainability
Programs
Coordinator Roads
Coordinator
Engineering Works
TBA Ongoing
6
Review and implement improved design and construction
standards applying to paths to reduce maintenance and
extend useful life.
AM
Coordinator Design
Progress
achieved
with
development
of Standards
7
Review progress toward establishing a fully disability
compliant path network.
AM
AO
On-going
8
Review the process for recording, monitoring, and
actioning reported hazards.
AM
AO
Coordinator
Engineering Works
Ongoing
9
Review the process for recording, monitoring, and
actioning requests for path maintenance/repairs to
reduce its complexity.
AM
AO
Coordinator
Engineering Works
Ongoing
10
Investigate the relationship between the time that a path
is identified as not being safe and serviceable and
potential hazards or risks.
AM
AO
Coordinator
Engineering Works
Ongoing
11
Improve the integration of paths in our project and
business planning in accordance with the Walk 12
Charter.
AM
AO
Coordinator
Transport Projects
& Assets
Ongoing
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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The improvement plan timeframe established in the 2014 Path Asset Management Plan has been revised to reflect
actual outcomes achieved and projected dates to complete parts of this improvement plan.
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 if required 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 update, if required, will be triggered via an annual review meeting that encompasses all of the afore mentioned
inputs.
The Local Government Act 1999 sets out the requirements for the organisation in relation to preparing and reviewing
its Asset Management Plans.
Chapter 8 – Administrative and financial accountability Part 1 Strategic management plans
‘(1a) A Council must, in conjunction with the plans required under subsection (1), develop and adopt –
a) a long term financial plan for a period of at least 10-years and
b) an infrastructure and Asset Management Plan, relating to the management and development of infrastructure and
major assets by the council for a period of at least 10-years.
(4) A council may review its strategic plans under this section at any time but must –
(a) undertake a review of
(i) its long term financial plan; and
(ii) any other elements of its strategic management plans prescribed by regulations for the purposes of this paragraph,
As soon as practicable after adopting the council’s annual business plans for a particular financial year and
(b) in an event, undertake a comprehensive review of its strategic management plans within 2 years after each general
election cycle.’
Should the annual review cycle identify material changes that either have a significant financial or service delivery
impact then the document will be resubmitted to the Asset Management Committee for review and update.
A comprehensive review of the Asset Management Plan will be conducted every four years within 2 years of each
general election cycle as prescribed in the LG Act 1999 unless required before that time. Once again, a revision will be
issued for approval and publishing should material changes be identified through the trigger review process.
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.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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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
TechnologyOne - FinanceOne, Corporate Financial System
City of Charles Sturt, Community Plan 2013-2027
City of Charles Sturt, Corporate Plan 2013-2017
City of Charles Sturt, Towards One Planet Living: Greening the Western Suburbs 2008-2013
City of Charles Sturt, Engineering & Open Space Guidelines
City of Charles Sturt, Environmental Sustainability Policy
City of Charles Sturt, Asset Accounting Policy
City of Charles Sturt, Asset Fund Policy
City of Charles Sturt, Walking and Cycling Strategy
World Commission on Environment and Development. (1987). Our Common Future. The Bruntland Commission,
UNESCO.
Ajuntament de Barcelona and United Cities and Local Governments. (2004). Agenda 21 for culture. United Cities and
Local Government-Working Group on Culture. http://agenda21cultura.org/
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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9.
APPENDICES
Appendix A
Maintenance Response Levels of Service
Appendix B
Projected 2-year Capital Renewal and Replacement Works Program
Appendix C
Projected 10-year Capital Upgrade/New Works Program
Appendix D
Budgeted Expenditures Accommodated in Long Term Financial Plan
Appendix E
Abbreviations
Appendix F
Glossary
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Appendix A Maintenance Response Levels of Service
10005 Footpath Maintenance
Outcomes (at a corporate level)
Report Frequency: Calendar Month
Customer Satisfaction
Improved asset and financial management
Maintain footpaths to an appropriate standard
Sub Activity
Financial
Budget
024 Path Repairs
Concrete
Performance
Specification
Job No.
Unit
Rate
100050024
Monthly KPI reporting.
Information to be
Reported:
Qty
Performance
Intervention Criteria
Scope of Work
Response Times
Outcomes (Unit Level)
Request or referral through CRM, RRT
or internal audit
Reconstruct affected slabs including, Footpaths,
Laneways, Walkways and Reserve Paths;
Reduction in risk from hazards to
pedestrians/path users;
Vertical Displacement > 20mm; or
Infill concrete to median islands, roundabouts etc.
Where RRT respond
–RRT make safe
within 3 days or
RRT repair within
10 business days.
Failed Slabs > 30 % by area; or
Improved works programming.
Failed reinstatements.
2
Quantity of Work (m );
Where RRT have
made the area safe
and not repaired –
place in program
for repair within 21
days.
Value of Work.
020 Path Repairs Brick
Paving
Improving integrity and condition of
asset;
100050020
Monthly KPI reporting.
Information to be
Reported:
Quantity of Work (m2);
Value of Work.
Request or referral through CRM, RRT
or internal audit
Re-lay affected area including Vehicular Pavements,
Footpaths and Reserve Paths;
Vertical Displacement > 20mm; or
(Includes brick, segmental and concrete pavers)
Failed pavers > 30% by area; or
Where RRT respond
–RRT make safe
within 3 days or
RRT repair within
10 business days.
Improving integrity and condition of
asset ;
Improved works programming.
Failed reinstatements.
Where RRT have
barricaded area
and not repaired –
place in program
for repair 12 to 18
months’ time.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Reduction in risk from hazards to
pedestrians/path users;
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006 Unmade PathsArea Patching
100050006
Not recorded separately.
(Note Includes
Footpaths & reserve
paths)
Information to be
Reported:
Quantity of Work (m2);
Value of Work;
Number of days to
respond.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Request or referral through CRM, RRT;
or
Any Holes; or
Undulating surface > 30mm under 3m
straight edge.
Re-sheeting with imported granular material;
Repair potholes;
Undulations, water ponding & rutting - regrade
surface;
Spay or remove weeds;
Remove groundcover vegetation.
Where RRT respond
–RRT make safe
within 3 days. or
RRT repair within
10 business days.
Reduction in risk from hazards to
pedestrians/path users;
Improving integrity an condition of
asset;
Pavements uniform in shape with
surface free from damage holes
undulation, disruptions or
displacements;
Improved Works programming.
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Appendix B Draft Projected 2-year Capital Renewal and Replacement Works Program (Subject to change)
Foster St
Estimated
Area m²
27
Renewal
Year
2015/2016
Drayton
Gibson
166
2015/2016
Bowden
Gibson
Trembath St
227.2
2015/2016
Second Street Brompton
Brompton
Wood Ave
Coglin St
315
2015/2016
Collins Reserve - Outer Fulham Gardens
Fulham Gardens
377
2015/2016
Charles Sturt Avenue Grange
Grange
Lane 14
Lane 16
210
2015/2016
Frederick Road Grange
Grange
Sunset Cr
Railway
40
2015/2016
Grange Road Grange
Grange
Kirkcaldy Av
Michael St
166
2015/2016
Avro Avenue Hendon
Hendon
Sopwith Av
Andrew St
166
2015/2016
De Haviland Avenue Hendon
Hendon
Sopwith Av
Andrew St
73
2015/2016
De Haviland Avenue Hendon
Hendon
End
Farman
148
2015/2016
De Haviland Avenue Hendon
Hendon
Andrew St
Vickers Av
218
2015/2016
Avro Avenue Hendon
Hendon
22M From Dead End
Farman Av
304
2015/2016
Tapleys Hill Road Hendon
Hendon
22M Sth. Of Denton St
Denton St
101
2015/2016
Stewart Street Henley Beach
Henley Beach
Lane 37
Grange Rd
53
2015/2016
Military Road Henley Beach
Henley Beach
Lane 39
Reedie St
77
2015/2016
Bitumen - South Street Henley Beach
Henley Beach
No. 4
Military Rd
151
2015/2016
Military Road Henley Beach
Henley Beach
Marlborough S
Foord Av
109
2015/2016
Victoria Street Henley Beach
Henley Beach
East Tc
Wright St
164
2015/2016
East Terrace Henley Beach
Henley Beach
Lane 44
Chester St
48
2015/2016
Grange Road Henley Beach
Henley Beach
Seaview Rd
Military Rd
131
2015/2016
Bitumen - River Street Hindmarsh
Hindmarsh
Adam West
Adam East
297
2015/2016
Orsmond Street Hindmarsh
Hindmarsh
George St
43M East Of George St
58
2015/2016
Hindmarsh Avenue West Hindmarsh
Hindmarsh
Dead End
Young Av
54
2015/2016
Bertie Street West Hindmarsh
Hindmarsh
39M Sth Of Port Rd
Port Rd
126
2015/2016
Albemarle Street West Hindmarsh
Hindmarsh
37M Sth Of Port Rd
Port Rd
99
2015/2016
Adam Street Hindmarsh
Hindmarsh
168
2015/2016
Adam Street Hindmarsh
Hindmarsh
145
2015/2016
Adam Street Hindmarsh
Hindmarsh
78
2015/2016
Path Renewal
Suburb
From
To
Morrell Street Allenby Gardens
Allenby Gardens
East
Tenth Street Bowden
Bowden
Ninth Street Bowden
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Findon Road Kidman Park
Kidman Park
Keele Pl
Adele Av
473
2015/2016
Grange Road Kidman Park
Kidman Park
No. 374A
Milford St
214
2015/2016
Kelsey Street Kidman Park
Kidman Park
Morris St
Hoskin Av
106
2015/2016
Collins Reserve - Outer Kidman Park
Kidman Park
496
2015/2016
Collins Reserve - Outer
Kidman Park
11
2015/2016
Torrens Road Kilkenny
Kilkenny
68M East Of Regency Rd
99M East Of Regency Rd
34
2015/2016
Goodall Avenue Kilkenny
Kilkenny
Bollen St
Regency
341
2015/2016
Share Street Kilkenny
Kilkenny
David Tc
7M West Of End
68
2015/2016
David Terrace Kilkenny
Kilkenny
Railway Line
Kilkenny Road
40
2015/2016
David Terrace Kilkenny
Kilkenny
Share Street
20m Nth of Share Street
44
2015/2016
Pennington Gardens Reserve Pennington
Pennington
42
2015/2016
Risely Avenue Royal Park
Royal Park
Opp. No. 1/16
No. 7-21
183.75
2015/2016
Tapleys Hill Road Royal Park
Royal Park
Dixon St
Verge Narrows
137.7
2015/2016
Tapleys Hill Road Royal Park
Royal Park
Verge Widens
Old Port
109.35
2015/2016
Wilson Street Royal Park
Royal Park
Bend
Brandwood St
114
2015/2016
Tapleys Hill Road Royal Park
Royal Park
Poplar St
No. 22
67.2
2015/2016
Allan Street Royal Park
Royal Park
Crighton Av
No. 45
82.8
2015/2016
Tapleys Hill Road Royal Park
Royal Park
Kauper St
Old Port
52.44
2015/2016
Tapleys Hill Road Royal Park
Royal Park
North Pde
Old Port
55.35
2015/2016
Selkirk Avenue Seaton
Seaton
No. 20
No. 18
212.4
2015/2016
Clark Terrace Seaton
Seaton
Tapleys Hill Rd
Clark Tce Est(Service Rd)
102.6
2015/2016
Green Avenue Seaton
Seaton
Raymond
Alfred Av
150
2015/2016
Green Avenue Seaton
Seaton
Alfred Av
End
123
2015/2016
Buchan Street Seaton
Seaton
Squires
Janet St
216
2015/2016
Minns Street East Seaton
Seaton
Hallville St
Lot. 83
86.4
2015/2016
Pioneer Street Seaton
Seaton
Findon Av
Flavel St
137.7
2015/2016
Tapleys Hill Road Seaton
Seaton
Shandon Av
Wilford Av
113.4
2015/2016
Commane Avenue Seaton
Seaton
Gregory Cr
Trimmer
117.5
2015/2016
Corio Avenue Seaton
Seaton
Grange
Willcocks
162
2015/2016
Tapleys Hill Road Seaton
Seaton
Russ Av
Raymond Av
43.2
2015/2016
Findon Avenue Seaton
Seaton
Owen St
Beatrice Av
143.1
2015/2016
Trimmer Parade Seaton
Seaton
Foot St
Pioneer
160.65
2015/2016
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
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Tapleys Hill Road Seaton
Seaton
Carley Reserve Seaton
Seaton
Gordon Street Semaphore Park
Semaphore Park
Trust Reserve - Outer Semaphore Park
Sir Alex Ramsey Reserve Semaphore Park
Ballater Av
137.7
2015/2016
65.76
2015/2016
117.45
2015/2016
Semaphore Park
261.9
2015/2016
Semaphore Park
214.65
2015/2016
Sir Alex Ramsey Reserve Semaphore Park
Semaphore Park
304.5
2015/2016
Sir Alex Ramsey Reserve Semaphore Park
Semaphore Park
93.15
2015/2016
Sir Alex Ramsey Reserve Semaphore Park
Semaphore Park
93.15
2015/2016
Brocas Avenue St Clair
St Clair
Actil Av
11M East Of Actil
13.75
2015/2016
Audrey Street Tennyson
Tennyson
Seaview
Military
58.8
2015/2016
Moredun Street Tennyson
Tennyson
Seaview
Military
121.2
2015/2016
Military Road Tennyson
Tennyson
Moredun St
Hillview Av
247.05
2015/2016
Military Road Tennyson
Tennyson
No. 81
Moredun St
70.8
2015/2016
Frederick Street Welland
Welland
Hindmarsh Av
Gawler Av
319.2
2015/2016
Grange Road Welland
Welland
Frederick St
Welland Av
172.8
2015/2016
Hindmarsh Avenue Welland
Welland
Frederick
Welland Av
147.6
2015/2016
Rockingham Street West Beach
West Beach
No. 1
No. 11
99.6
2015/2016
Military Road West Beach
West Beach
Burbridge Rd
21M Nth Of Burbridge Rd
62.7
2015/2016
Newlands Drive West Beach
West Beach
Winston Cr
Burbridge Rd
118.8
2015/2016
No. 4
Reedbeds Ct
Granville St
Bitumen - RTLP - Opie Reserve West Beach
West Beach
363
2015/2016
Robert Street West Croydon
West Croydon
Brown
Croydon
268.65
2015/2016
Robert Street West Croydon
West Croydon
Brown
Croydon
267.3
2015/2016
Brown Street West Croydon
West Croydon
Herbert Rd
Westbourne St
122.4
2015/2016
Brown Street West Croydon
West Croydon
Robert St
Henry St
116.4
2015/2016
Alfred Road West Croydon
West Croydon
Carlyle Av
Clarence St
108
2015/2016
Alfred Road West Croydon
West Croydon
Lincoln St
Boston St
112.05
2015/2016
Turner Drive West Lakes
West Lakes
Car Park Entrance 4
W/L Boulevard
24
2015/2016
Footpath - Misc - Design
Woodville
500
2015/2016
Owen Street Woodville North
Woodville North
York
Thirteenth Av
120
2015/2016
York Place Woodville North
Woodville North
Woodmore St
Hanson
82
2015/2016
Davis Street Woodville South
Woodville South
Haynes Cr
Ledger
178.8
2015/2016
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 70 -
May Street Albert Park
Albert Park
Grace St
Port
27
2016/2017
Coombe Road Allenby Gardens
Allenby Gardens
Maclagan Av
Leane Av
110
2016/2017
Coombe Road Allenby Gardens
Allenby Gardens
Leane Av
Price Weir Av
113
2016/2017
Coombe Road Allenby Gardens
Allenby Gardens
Maclagan Av
Leane Av
112
2016/2017
Morrell Street Allenby Gardens
Allenby Gardens
Foster St
Barham
117
2016/2017
East Avenue Allenby Gardens
Allenby Gardens
Brand Av
Maclagan Av
269
2016/2017
East Avenue Allenby Gardens
Allenby Gardens
Leane Av
Price Weir Av
131
2016/2017
Knight Street Allenby Gardens
Allenby Gardens
East
Lewanick St
123
2016/2017
MacLagan Avenue Allenby Gardens
Allenby Gardens
East
Coombe Rd
27
2016/2017
Reserve Allenby Gardens Reserve
Allenby Gardens
12
2016/2017
Alison Street Athol Park
Athol Park
Alfreda St
Adele St
125
2016/2017
Cooke Street Athol Park
Athol Park
Lavinia
Athol
223
2016/2017
Woodlands Crescent Beverley
Beverley
Ledger
Olveston Av
134
2016/2017
Main Street Beverley
Beverley
109M Nth Of Grange Rd
92M Sth Of George St
27
2016/2017
Howards Road Beverley
Beverley
No. 8
Port
24
2016/2017
East Avenue Beverley
Beverley
Hubbard St
Spring St
40
2016/2017
East Avenue Beverley
Beverley
Jeanes St
Port
61
2016/2017
Gibson Street Bowden
Bowden
Thirteenth St
Fourteeth
143
2016/2017
Drayton Street Bowden
Bowden
Fifth St
Church St
85
2016/2017
Second Street Brompton
Brompton
Brown St
Opp. Pickering St
211
2016/2017
Brown Street Brompton
Brompton
Second St
Thornes Lane West
155
2016/2017
Chief Street Brompton
Brompton
Hawker
Fifth St
27
2016/2017
Chief Street Brompton
Brompton
Ethelbert Sq
Hawker
26
2016/2017
Coglin Street Brompton
Brompton
Hawker
Fifth St
46
2016/2017
Seventh Avenue Cheltenham
Cheltenham
Colston
Stroud St Sou
410
2016/2017
Buccleuch Avenue Findon
Findon
Centenary Av
Lucerne
108
2016/2017
Field Court Findon
Findon
Reserve Pde
Trimmer
169
2016/2017
Almond Avenue Findon
Findon
Amanda Av
Lillian
104
2016/2017
McAllan Avenue Findon
Findon
Mill
Buccleuch
109
2016/2017
Angley Avenue Findon
Findon
Mill
Buccleuch
126
2016/2017
Winona Street Findon
Findon
Rondo Ave
Findon Rd
24
2016/2017
Buccleuch Avenue Findon
Findon
Angley
Mcallan
27
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 71 -
Drummond Avenue Findon
Findon
Angley
Matheson Av
24
2016/2017
Beatty Street Flinders Park
Flinders Park
Holbrooks
Laperouse
132
2016/2017
Jellicoe Street Flinders Park
Flinders Park
Torres Av
Craddock St
129
2016/2017
Holbrooks Road Flinders Park
Flinders Park
74M Nth Of Baudin Av
40M Sth Of Banks Av
112
2016/2017
Teak Street Flinders Park
Flinders Park
Hartley
Collingwood
24
2016/2017
Tracey Avenue Flinders Park
Flinders Park
Belgrave
Lilac
24
2016/2017
Blake Street Flinders Park
Flinders Park
Hartley
Collingwood
30
2016/2017
Tapleys Hill Road Fulham Gardens
Fulham Gardens
Marlborough S
Kent Av
127
2016/2017
Cheadle Street Fulham Gardens
Fulham Gardens
No. 27
Camillo Wy
24
2016/2017
Moore Drive Fulham Gardens
Fulham Gardens
Murphy St
Gail
24
2016/2017
Shannon Street Fulham Gardens
Fulham Gardens
No. 24
Westminster
24
2016/2017
Porter Crescent Fulham Gardens
Fulham Gardens
Bolingbroke
Murray St
108
2016/2017
Westminster Avenue Fulham Gardens
Fulham Gardens
Murray
Shannon St
114
2016/2017
Everest Street Fulham Gardens
Fulham Gardens
Gault Av
Hughes Av
127
2016/2017
Jamaica Avenue Fulham Gardens
Fulham Gardens
Joseph Av
Debney St
379
2016/2017
Charles Sturt Avenue Grange
Grange
Lane 3
Terminus St
24
2016/2017
Sonia Street Grange
Grange
Rapson St
Medallion Dr
47
2016/2017
Swan Street Grange
Grange
Lane 16
Jetty St
24
2016/2017
Derby Street Grange
Grange
Lane 23
Westmoreland
27
2016/2017
Surrey Street Grange
Grange
Lane 25
No. 2/47-49
24
2016/2017
Grange Road Grange
Grange
No. 659
Wilson Ct
50
2016/2017
Jetty Street Grange
Grange
No.10
Charles Sturt
24
2016/2017
Military Road Grange
Grange
No. 320
Terminus St
32
2016/2017
Gurner Terrace Grange
Grange
Lane 2
Fort St
24
2016/2017
Charles Sturt Avenue Grange
Grange
Lane 2
Fort St
27
2016/2017
Trimmer Parade Grange
Grange
Fort St
No. 243
24
2016/2017
Yacht Place Grange
Grange
Galleon St
Frederick Rd
27
2016/2017
Clayton Drive Grange
Grange
C/Sac End W
Frederick St
24
2016/2017
Sopwith Avenue Hendon
Hendon
Tapleys Hill
Dehavilland Av
24
2016/2017
Andrew Street Hendon
Hendon
Tapleys Hill
Dehavilland Av
269
2016/2017
Avro Avenue Hendon
Hendon
Farman
Sopwith Av
121
2016/2017
De Haviland Avenue Hendon
Hendon
Farman
Sopwith Av
126
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 72 -
Vickers Avenue Hendon
Hendon
59M East Of Dehavilland
Avro
108
2016/2017
Marlborough Street Henley Beach
Henley Beach
Mitton Av
No. 58
24
2016/2017
Anthony Street Henley Beach
Henley Beach
Reedie St
Lane 31
24
2016/2017
Stewart Street Henley Beach
Henley Beach
Lane 38
Lane 37
24
2016/2017
Cudmore Terrace Henley Beach
Henley Beach
Marlborough S
Grange Rd
27
2016/2017
Mitton Avenue Henley Beach
Henley Beach
Marlborough
Margaret St
479
2016/2017
East Terrace Henley Beach
Henley Beach
Beck St
Victoria St
128
2016/2017
Mitton Avenue Henley Beach
Henley Beach
Bolingbroke
Murray St
109
2016/2017
Reedie Street Henley Beach
Henley Beach
Stewart St
East Tc
109
2016/2017
Mitton Avenue Henley Beach
Henley Beach
Margaret St
Belfast St
109
2016/2017
Grange Road Henley Beach
Henley Beach
Military Rd
Anthony St
337
2016/2017
Hoy Crescent Henley Beach
Henley Beach
Cudmore Tc
Bend
112
2016/2017
Cudmore Terrace Henley Beach
Henley Beach
Varcoe St
Hoy Cr
102
2016/2017
Harrison Street Henley Beach
Henley Beach
Chambers St
Cudmore Tc
130
2016/2017
Franklin Street Henley Beach
Henley Beach
East Tc
No. 8
118
2016/2017
Henley Beach Road Henley Beach South
Henley Beach South
65M East Of Military Rd
No. 6/35
24
2016/2017
Burford Road Henley Beach South
Henley Beach South
No. 13
Gilmore Rd
24
2016/2017
Lexington Road Henley Beach South
Henley Beach South
No. 28
Burnley St
24
2016/2017
Burford Road Henley Beach South
Henley Beach South
Gilmore Rd
32M Sth Of Hmas Aust. Rd
24
2016/2017
Henley Beach Road Henley Beach South
Henley Beach South
Rodgers Av
Yeomans Av
106
2016/2017
Susan Street Hindmarsh
Hindmarsh
Bacon St
Holden
27
2016/2017
Mary Street Hindmarsh
Hindmarsh
Manton
Orsmond St
252
2016/2017
Drayton Street Hindmarsh
Hindmarsh
Port Rd
D/End
113
2016/2017
Margaret Street Kidman Park
Kidman Park
Frogmore
Opal St
24
2016/2017
Grange Road Kidman Park
Kidman Park
Frogmore Rd
53M West Of Findon Rd
24
2016/2017
Miller Street Kidman Park
Kidman Park
Walter
Sydney
24
2016/2017
Morris Street Kidman Park
Kidman Park
Sydney
Kelsey
24
2016/2017
Sydney Avenue Kidman Park
Kidman Park
Miller St
Kidman
27
2016/2017
Hoskin Avenue Kidman Park
Kidman Park
Bend
Kidman Av
107
2016/2017
Valetta Road Kidman Park
Kidman Park
Stokes Cr
Park Dr
113
2016/2017
Bollen Street Kilkenny
Kilkenny
End
Goodall
24
2016/2017
Downer Street Kilkenny
Kilkenny
Coles St
Copley St
121
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 73 -
Hassell Street Kilkenny
Kilkenny
Poplar St
Ash St
126
2016/2017
Hanson Road Kilkenny
Kilkenny
Torrens Rd
Blackburn Ct
359
2016/2017
Noble Street Ovingham
Ovingham
Gilbert
Telford St( West)
103
2016/2017
Park Avenue Pennington
Pennington
Torrens Cr
Windsor Av
27
2016/2017
Grand Junction Road Pennington
Pennington
Price Av
Ariel St
27
2016/2017
Boyd Street Pennington
Pennington
Clay Ct
Grand Junction Rd
27
2016/2017
Grand Junction Road Pennington
Pennington
67M East Of Addison
No. 180
62
2016/2017
Princess Street Pennington
Pennington
Torrens
Wynette
27
2016/2017
Tulloch Avenue Pennington
Pennington
Butler
Arthur
24
2016/2017
Alfred Street Pennington
Pennington
Helen
Hodgeman
124
2016/2017
Addison Road Pennington
Pennington
No. 46
Butler
120
2016/2017
Price Avenue Pennington
Pennington
No. 24
Grand Junction Rd
117
2016/2017
Bell Street Pennington
Pennington
Butler
Arthur
247
2016/2017
Price Avenue Pennington
Pennington
Arthur
Stonehaven
117
2016/2017
Butler Avenue Pennington
Pennington
Addison
Gilligan St
119
2016/2017
McQuillan Avenue Renown Park
Renown Park
Swan Ct
Cavan Av
27
2016/2017
St Johns Avenue Renown Park
Renown Park
Gosport
Mcquillan Av
27
2016/2017
Exeter Terrace Renown Park
Renown Park
Gosport St
Mcquillan Av
123
2016/2017
Palmer Court Renown Park
Renown Park
No.36
No.30
120
2016/2017
Stacey Place Renown Park
Renown Park
Ashman Av
D/End North
107
2016/2017
Bishop Street Renown Park
Renown Park
Wright St
Harrison Rd
267
2016/2017
Baker Street Renown Park
Renown Park
Torrens
Mcquillan
126
2016/2017
Risely Avenue Royal Park
Royal Park
Opp. No. 7-21
Oak
24
2016/2017
Cedar Avenue Royal Park
Royal Park
Bend
Tapleys Hill
138
2016/2017
Maple Avenue Royal Park
Royal Park
Myrtle St
Pine
222
2016/2017
Frederick Road Royal Park
Royal Park
Cooke Cr
54M Sth Of Wilson St
123
2016/2017
Tapleys Hill Road Royal Park
Royal Park
Pine
No. 58
103
2016/2017
Royal Terrace Royal Park
Royal Park
Frederick
Cook
121
2016/2017
Grange Road Seaton
Seaton
Leven Av
Montrose Av
27
2016/2017
Airdrie Avenue Seaton
Seaton
Kingborn
Falkirk
24
2016/2017
Parkhouse Avenue Seaton
Seaton
Leven
Fortrose
24
2016/2017
Matthews Avenue Seaton
Seaton
Small St
Tapleys Hill
24
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 74 -
Prior Avenue Seaton
Seaton
Wilford Av
No. 5
24
2016/2017
Meakin Terrace Seaton
Seaton
Reserve Path
Meakin Tce (E)
24
2016/2017
Gleneagles Court Seaton
Seaton
Opp. No 18
End
24
2016/2017
Frederick Road Seaton
Seaton
No. 4/2
Middleton Dr
24
2016/2017
Willcocks Avenue Seaton
Seaton
Corio Av
No. 33
27
2016/2017
Carley Crescent Seaton
Seaton
Fairway
No. 15
24
2016/2017
Parker Avenue Seaton
Seaton
Childs Av
Slade Pl
24
2016/2017
Trimmer Parade Seaton
Seaton
No. 1/86-96
Todville
27
2016/2017
Rositano Avenue Seaton
Seaton
Kingborn
Falkirk
24
2016/2017
Todville Street Seaton
Seaton
Honeyton St
Levistone
27
2016/2017
Winser Avenue Seaton
Seaton
Selkirk
Fortrose
24
2016/2017
Elaine Avenue Seaton
Seaton
Bend
Shandon Av
24
2016/2017
Findon Avenue Seaton
Seaton
Tapleys Hill
Commane
27
2016/2017
Fourth Avenue Seaton
Seaton
Morley
Stevens
115
2016/2017
Commane Avenue Seaton
Seaton
Findon Av
Gregory Cr
123
2016/2017
Findon Avenue Seaton
Seaton
Commane
Foot St
143
2016/2017
Gregory Crescent Seaton
Seaton
Jennifer St
Gurrs Rd
115
2016/2017
Frederick Road Seaton
Seaton
Glenburnie St
Matthews Av
107
2016/2017
Tapleys Hill Road Seaton
Seaton
Matthews
Pedlar
117
2016/2017
Seaton Terrace Seaton
Seaton
Frederick
Lily Av
116
2016/2017
Squires Avenue Seaton
Seaton
Tapleys Hill
Selkirk Av
138
2016/2017
Squires Avenue Seaton
Seaton
Fortrose Av
Kinross Av
143
2016/2017
Squires Avenue Seaton
Seaton
Kinross Av
Kingborn
104
2016/2017
Tomkinson Road Semaphore Park
Trust Reserve Link Bartley Terrace Semaphore
Park
Bartley Terrace Semaphore Park
Semaphore Park
Granville St
Fairford
24
2016/2017
Semaphore Park
152M Nth Of Eagle Ct
70M Sth Of Lower
270
2016/2017
Semaphore Park
70M Sth Of Lower
Lower
86.4
2016/2017
Bartley Terrace Semaphore Park
Semaphore Park
Eagle Ct
152M Nth Of Eagle Ct
184.8
2016/2017
Bartley Terrace Semaphore Park
Semaphore Park
Lower
Bower
235.2
2016/2017
Bartley Terrace Semaphore Park
Semaphore Park
Dotterel Dr
Pelican
127.2
2016/2017
Bartley Terrace Semaphore Park
Semaphore Park
Kingfisher Dr
Bower
102
2016/2017
Bartley Terrace Semaphore Park
Semaphore Park
Pelican
Kingfisher Dr
552
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 75 -
Arlington Terrace Welland
Welland
Grange
Bond St
27
2016/2017
Arlington Terrace Welland
Welland
Fischer St
Port
27
2016/2017
Seaview Road West Beach
West Beach
Mellor St
Bridge(Sth)
24
2016/2017
Robert Street West Croydon
West Croydon
Brown
Croydon
267
2016/2017
Brown Street West Croydon
West Croydon
Robert St
Henry St
116
2016/2017
Carlyle Avenue West Croydon
West Croydon
Bend
Clarence St
108
2016/2017
Kingsley Avenue West Croydon
West Croydon
Clarence St
17M East Of Clarence St
19
2016/2017
Port Road West Croydon
West Croydon
224M West Of Jane St
201M West Of Jane St
78
2016/2017
Rosetta Street West Croydon
West Croydon
Port Rd
23M Nth Of Port Rd
55
2016/2017
Rosetta Street West Croydon
West Croydon
40M Sth Of Euston Tce
Euston Tce
50
2016/2017
Port Road West Croydon
West Croydon
90M East Of Garnet St
94M West Of Minnie St
82
2016/2017
Musgrave Avenue West Hindmarsh
West Hindmarsh
123M West Of Mcdonnell Av
Mcdonnell Av
RTLP - John Keeley Reserve West Hindmarsh
West Hindmarsh
Eildon Court West Lakes
West Lakes
Lakeview
Sir John Marks Drive West Lakes
West Lakes
Walkway - West Lakes
163
2016/2017
39
2016/2017
No. 1
36
2016/2017
Opp. No. 59
Opp. No. 53-55
110
2016/2017
West Lakes
Mariners Cr
Frederick St
31
2016/2017
Walkway - West Lakes
West Lakes
Sims Cr
Sportsmans Dr
73
2016/2017
Walkway - West Lakes
West Lakes
Frome Cr
Lakeview Av
425
2016/2017
Frederick Street West Lakes
West Lakes
Windemere Av
Crampton
165
2016/2017
Lakeview Avenue West Lakes
West Lakes
Eildon Ct
Yampi Pl
112
2016/2017
Lochside Drive West Lakes
West Lakes
Woodlake Av
Frederick St
271
2016/2017
Lochside Drive West Lakes
West Lakes
Tiranna Way
Kamo Wy
29
2016/2017
Mary Ann Street West Lakes
West Lakes
Lord Hobart
Hero
41
2016/2017
Reserve Woodlake Reserve West Lakes
West Lakes
18
2016/2017
Reserve Maramba East Reserve West Lakes
West Lakes
14
2016/2017
Reserve Martinique Court Walkway West Lakes
West Lakes
7
2016/2017
Reserve West Lakes
West Lakes
21
2016/2017
Reserve Eights Reserve West Lakes
West Lakes
18
2016/2017
Reserve Scullers Reserve West Lakes
West Lakes
90
2016/2017
Reserve Fisher Reserve West Lakes
West Lakes
23
2016/2017
Reserve West Lakes
West Lakes
18
2016/2017
Corcoran Drive West Lakes
West Lakes
24
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Keppel Gr
Harbour Ct
- 76 -
Reserve Annie Watt Reserve West Lakes Shore
West Lakes Shore
201
2016/2017
Military Road West Lakes Shore
West Lakes Shore
The Annie Watt Cct
West Lakes Bvd
29
2016/2017
Dawe Court West Lakes Shore
West Lakes Shore
Newcombe
End
35
2016/2017
Newcombe Avenue West Lakes Shore
Varram Way West Lakes Shore
West Lakes Shore
Bartley Tce
Laver Cr
105
2016/2017
West Lakes Shore
Kiama
Edwin St
16
2016/2017
Reserve Midcourse Reserve West Lakes Shore
West Lakes Shore
38
2016/2017
Neighbourhood Reserve South West Lakes Shore
West Lakes Shore
16
2016/2017
Reserve West Lakes Shore
West Lakes Shore
85
2016/2017
Fairford Terrace Walkway West Lakes Shore
West Lakes Shore
28
2016/2017
Military Road West Lakes Shore
West Lakes Shore
Opp Lakeside
Elanora
24
2016/2017
Military Road West Lakes Shore
West Lakes Shore
Dune Ct
Shore Ct
24
2016/2017
Newcombe Avenue West Lakes Shore
West Lakes Shore
Boyd Cr
Dawe Ct
24
2016/2017
Lambert Avenue West Lakes Shore
West Lakes Shore
Nw Bend
No. 23
24
2016/2017
Bartley Terrace West Lakes Shore
West Lakes Shore
Varram Wy
Hawkesbury
24
2016/2017
Bartley Terrace West Lakes Shore
West Lakes Shore
Greenfield Cr
Eagle Ct
405
2016/2017
Hughes Street North Woodville
Woodville
Florence St
Leslie St Eas
119
2016/2017
Hughes Street North Woodville
Woodville
Stanley St
Beaufort St
116
2016/2017
Rowley Terrace Woodville
Woodville
Port Rd
34M East Of Port Rd
58
2016/2017
Woodville Road Garden Beds Woodville
Woodville
5
2016/2017
Woodville Road Garden Beds Woodville
Woodville
94
2016/2017
McColl Street Woodville
Woodville
Dead End
Hughes North
30
2016/2017
Park Street North Woodville
Woodville
Belmore
Stanley St
268
2016/2017
Footpath - Misc - Design
Woodville
100
2016/2017
Maramba Avenue West Lakes
Woodville Lakes
Marlee Ct
Frederick St
13
2016/2017
Woodville Road Woodville North
Woodville North
Vee Dr(Sth)
Vee Dr(Nth)
20
2016/2017
Hanson Road Woodville North
Woodville North
26M Sth Of Lincoln St
Lincoln St
35
2016/2017
Hanson Road Woodville North
Woodville North
No. 107
Thirteenth Av
55
2016/2017
Burwood Avenue Woodville North
Woodville North
Torrens
80M Nth Of Torrens
94
2016/2017
Burleigh Avenue Woodville North
Woodville North
184M West Of Audley St
58M West Of Audley St
150
2016/2017
Hanson Road Woodville North
Woodville North
Ninth
No. 171-171A
65
2016/2017
Burwood Avenue Woodville North
Woodville North
80M Nth Of Torrens
Sheridan
366
2016/2017
Hanson Road Woodville North
Woodville North
No. 11
Leo St
105
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 77 -
Burwood Avenue Woodville North
Woodville North
Torrens
Reserve Sparrow Reserve Woodville North
Woodville North
Audley Street Woodville North
Woodville North
124M Sth Of Burleigh Av
Tenth Avenue Woodville North
Woodville North
Twelfth Avenue Woodville North
Woodville North
Park Street North Woodville Park
Adit St
370
2016/2017
4
2016/2017
Burleigh Av
121
2016/2017
Thirteenth
Ninth
28
2016/2017
Fourteenth Av
Ninth
24
2016/2017
Woodville Park
Beaufort St
Ranelagh St
128
2016/2017
Curtis Street Woodville South
Woodville South
Cedar
Church
95
2016/2017
Findon Road Woodville South
Woodville South
Woodville Rd
Evans St
737
2016/2017
Reserve Woodville Oval Woodville South
Woodville South
24
2016/2017
Lucas Street Woodville South
Woodville South
Esk
Cheviot St
27
2016/2017
Cedar Avenue Woodville South
Woodville South
Curtis St
Oval
28
2016/2017
Claire Street Woodville West
Woodville West
Levi St
James St
143
2016/2017
May Street Woodville West
Woodville West
Lewis
Calendar Pl
102
2016/2017
Lawton Crescent Woodville West
Woodville West
Alma South
Alma North
178
2016/2017
Todville Street Woodville West
Woodville West
Bend(West)
Elizabeth St
103
2016/2017
May Street Woodville West
Woodville West
Elizabeth St
Pitman Av
27
2016/2017
Jean Street Woodville West
Woodville West
No. 10
Patricia
24
2016/2017
Findon Road Woodville West
Woodville West
No. 3/ 86-94
Patricia St
27
2016/2017
Ryan Avenue Woodville West
Woodville West
Jean St
Findon
27
2016/2017
Sage Crescent Woodville West
Woodville West
Ryan
Findon
24
2016/2017
Truro Place Woodville West
Woodville West
Trimmer
End
24
2016/2017
Went Street Woodville West
Woodville West
End
Lachlan Av
34
2016/2017
Beryl Street Woodville West
Woodville West
Lewis
Calendar Pl
24
2016/2017
Claire Street Woodville West
Woodville West
James St
Green Rd
143
2016/2017
May Street Woodville West
Woodville West
Shirley Av
Holden Av
103
2016/2017
Nicholls Terrace Woodville West
Woodville West
Ryan
Elizabeth
105
2016/2017
Sportsmans Drive West Lakes
West Lakes
Trimmer
Beeston Wy
1115
2016/2017
Tapleys Hill Road Seaton
Seaton
Reedbeds Ct
275.4
2016/2017
Torrens Road St Clair
St Clair
Cheltenham Pd
Squires Av
371M Est Of Cheltenham
Pd
Tapleys Hill Road Fulham Gardens
Fulham Gardens
Sharpes Av
Cheadle St
376.65
2016/2017
Findon Road Kidman Park
Kidman Park
273M Sth Of Valetta Rd
Valetta Rd
325.2
2016/2017
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
499.5
2016/2017
- 78 -
Jamaica Avenue Fulham Gardens
Fulham Gardens
Keith Av
Craig
372.6
2016/2017
Actil Avenue St Clair
St Clair
Leslie St Wes
Torrens
135
2016/2017
Port Road Median 3 Albert Park
ALBERT PARK
255
2017/2018
Port Road Median 3 Albert Park
ALBERT PARK
255
2017/2018
Farman Avenue Albert Park
ALBERT PARK
112.05
2017/2018
Port Road Median 2 Allenby Gardens
ALLENBY GARDENS
Coombe Road Allenby Gardens
Avro Av
Spad St
344
2017/2018
ALLENBY GARDENS
Knight St
Brand Av
416.4
2017/2018
Birdwood Avenue Allenby Gardens
ALLENBY GARDENS
Coombe Rd
Way
264
2017/2018
Leane Avenue Allenby Gardens
ALLENBY GARDENS
East
Coombe
224.1
2017/2018
Coombe Road Allenby Gardens
ALLENBY GARDENS
Price Weir Av
Port
291.6
2017/2018
Grange Road Allenby Gardens
ALLENBY GARDENS
Torres Av
Hallett St
209.25
2017/2018
Lewanick Street Allenby Gardens
ALLENBY GARDENS
Knight
Brand Av
291.6
2017/2018
Charles Street Allenby Gardens
ALLENBY GARDENS
Torres
Maude
117.6
2017/2018
Glenroy Street Athol Park
ATHOL PARK
Park
Millicent
508.8
2017/2018
Lavinia Street Athol Park
ATHOL PARK
William St
Hanson
313.2
2017/2018
Howards Road Beverley
BEVERLEY
No. 52-54
No. 20
400.8
2017/2018
Main Street Beverley
BEVERLEY
Jeanes
West St
200.4
2017/2018
Wodonga Street Beverley
BEVERLEY
Woolgina St
End
123.6
2017/2018
Toogood Avenue Beverley
BEVERLEY
Ledger Rd
Charles Rd
592.8
2017/2018
Lancelot Street Beverley
BEVERLEY
Pope
Charles
122.4
2017/2018
East Avenue Beverley
BEVERLEY
Mclean St
George St
338.85
2017/2018
East Avenue Beverley
BEVERLEY
Watson St
Willsmore St
90.45
2017/2018
Gibson Street Bowden
BOWDEN
Eleventh St
Hawker St
161.2
2017/2018
Drayton Street Bowden
BOWDEN
Tenth St
Eleventh St
112.2
2017/2018
Eighth Street Bowden
BOWDEN
Gibson
Trembath St
223.5
2017/2018
Wattle Street Brompton
BROMPTON
Fifth
Torrens
232.2
2017/2018
Drayton Street Brompton
BROMPTON
East
Bike Path
152
2017/2018
First Avenue Cheltenham
CHELTENHAM
Woodstock St
Tewkesbury
167.4
2017/2018
Haddy Street Cheltenham
CHELTENHAM
Cricksdale
Wotten
163.35
2017/2018
Buller Terrace Cheltenham
CHELTENHAM
73M East Of High St
Cheltenham
103.75
2017/2018
Woodstock Street Cheltenham
CHELTENHAM
First Av
Second
94.5
2017/2018
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 79 -
Woodstock Street Cheltenham
CHELTENHAM
Stroud St Sou
First Av
94.5
2017/2018
Stroud Street North Cheltenham
CHELTENHAM
45M Nth Of Buller Tce
Torrens
522.45
2017/2018
Port Road Cheltenham
CHELTENHAM
81M West Of Stroud Sth
Stroud St Sou
109.35
2017/2018
South Road Croydon
CROYDON
Port
Princes St
99.9
2017/2018
Queen Street Croydon
Croydon
Princes St
Euston
139.05
2017/2018
Thomas Street Croydon
Croydon
Day Tce
Robert St
106.65
2017/2018
Scotia Street Croydon
Croydon
Ellen
South Rd
162
2017/2018
Elizabeth Street Croydon
Croydon
Cedar Av
Harriet
126.9
2017/2018
Thomas Street Croydon
Croydon
William St
Cedar Av
129.6
2017/2018
Thomas Street Croydon
Croydon
Harriet St
Hurtle St
128.25
2017/2018
Queen Street Croydon
CROYDON
Princes St
Euston
145.8
2017/2018
Port Road Croydon
CROYDON
Minnie St
King St
93.15
2017/2018
King Street Croydon
CROYDON
Port Rd
Princes St
89.1
2017/2018
Henry Street Croydon
CROYDON
Elizabeth St
South Rd
209.25
2017/2018
Findon Road Findon
FINDON
Angley Av
Chapman St
176.85
2017/2018
Findon Road Findon
FINDON
Chapman St
Matheson Av
332.1
2017/2018
Crittenden Road Findon
FINDON
Bernard St
Birch St
113.4
2017/2018
David Avenue Findon
FINDON
Adamson Av
Dunn
105.6
2017/2018
Balcombe Avenue Findon
FINDON
Tyrie Av
Findon
260.4
2017/2018
Chapman Street Findon
FINDON
David
Findon
111.6
2017/2018
Reserve Parade Findon
FINDON
Judith Av
Tweed Av
186
2017/2018
Trimmer Parade Findon
FINDON
Pioneer
Arooma St
108
2017/2018
Trimmer Parade Findon
FINDON
Cameron Av
Cul-D-Sac
95.85
2017/2018
Trimmer Parade Findon
FINDON
Cul-D-Sac
Judith Av
97.2
2017/2018
Trimmer Parade Findon
FINDON
Judith Av
Cul-D-Sac
94.5
2017/2018
Bardia Avenue Findon
FINDON
No. 6
Findon
92.4
2017/2018
Dominion Avenue Findon
FINDON
Buccleuch Av
Bend
87.6
2017/2018
St Albyns Street Findon
FINDON
Telford Av
Rondo
193.2
2017/2018
Angley Avenue Findon
FINDON
Mill
Ruth St
86.4
2017/2018
Washington Crescent Findon
FINDON
Bend
Findon
102.6
2017/2018
Holbrooks Road Flinders Park
FLINDERS PARK
Beatty St
Jellicoe St
240.3
2017/2018
Flinders Parade Flinders Park
FLINDERS PARK
Thistle Av
Greville Av
242.4
2017/2018
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 80 -
Flinders Parade Flinders Park
FLINDERS PARK
Douglas St
Van Dieman St
84
2017/2018
Kanbara Street Flinders Park
FLINDERS PARK
Parukala St
Hartley
216
2017/2018
Nelson Avenue Flinders Park
FLINDERS PARK
Frobisher Av
Franklin Av
120
2017/2018
Catherine Avenue Flinders Park
FLINDERS PARK
Belgrave
Lilac
236.4
2017/2018
Parana Street Flinders Park
FLINDERS PARK
Kanbara
Culdesac
226.8
2017/2018
Hartley Road Flinders Park
FLINDERS PARK
Howard St
Greville Av
132.3
2017/2018
Jellicoe Street Flinders Park
FLINDERS PARK
Holbrooks
Laperouse Av
118.8
2017/2018
Malcolm Street Flinders Park
FLINDERS PARK
Dillon
Grange
382.8
2017/2018
Belgrave Avenue Flinders Park
FLINDERS PARK
Jarman Tce
Brentwood
133.65
2017/2018
Ingrid Avenue Flinders Park
FLINDERS PARK
Lilac
Abelia
76.8
2017/2018
Torres Avenue Flinders Park
FLINDERS PARK
Mountbatten
Beatty St
118.5
2017/2018
Holbrooks Road Flinders Park
FLINDERS PARK
Baudin Av
74M Nth Of Baudin Av
98.55
2017/2018
Marlborough Street Fulham Gardens
FULHAM GARDENS
Lancaster Av
Marlborough P
217.2
2017/2018
Marlborough Street Fulham Gardens
FULHAM GARDENS
Marlborough P
Tapleys Hill
200.4
2017/2018
Madeline Crescent Fulham Gardens
FULHAM GARDENS
Little Av
Pandil Ct
270
2017/2018
Coppins Terrace Fulham Gardens
FULHAM GARDENS
Somerset Av
Jasmine Gr
300
2017/2018
Grange Road Fulham Gardens
FULHAM GARDENS
Messenger Rd
Kidman Av
272.7
2017/2018
Dorset Avenue Fulham Gardens
FULHAM GARDENS
Devonshire
York Av
186
2017/2018
Murray Street Fulham Gardens
FULHAM GARDENS
Mitton Av
Westminster A
307.2
2017/2018
Marlborough Street Fulham Gardens
FULHAM GARDENS
No. 58
Marlborough C
195.6
2017/2018
Coppins Terrace Fulham Gardens
FULHAM GARDENS
Tapleys Hill
Somerset Av
120
2017/2018
Motley Avenue Fulham Gardens
FULHAM GARDENS
Debney St
67M East Of Debney St
89.1
2017/2018
Fort Street Grange
GRANGE
Cannes Av
Trimmer
144
2017/2018
Frederick Street Grange
GRANGE
Hogben St
Jetty St
297.6
2017/2018
Brogan Court Grange
GRANGE
End (West)
Sunset Cr
286.4
2017/2018
Cannes Avenue Grange
GRANGE
Monaco
Fort
82.8
2017/2018
Pierce Street Grange
GRANGE
Matthew St
Beach St
182.25
2017/2018
Military Road Grange
GRANGE
Connaught St
Albany St
66
2017/2018
Monaco Crescent Grange
GRANGE
No. 2
No. 8
105.6
2017/2018
Pine Lodge Reserve Grange
GRANGE
98.75
2017/2018
Military Road Grange
GRANGE
82.8
2017/2018
Old Port Reach Reserve Grange
GRANGE
182.4
2017/2018
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
Albany St
Lane 1
- 81 -
Avro Avenue Hendon
HENDON
Andrew St
Vickers Av
111.25
2017/2018
Avro Avenue Hendon
HENDON
Vickers Av
Davidson
107.5
2017/2018
De Haviland Avenue Hendon
HENDON
Sopwith Av
Andrew St
117.6
2017/2018
North Street Henley Beach
HENLEY BEACH
East Tc
Wright St
170.4
2017/2018
Thompson Street Henley Beach
HENLEY BEACH
Jeanes St
Gale St
142.8
2017/2018
Whibley Street Henley Beach
HENLEY BEACH
Mitchell St
Griffiths St
80.4
2017/2018
White Street Henley Beach
HENLEY BEACH
Henley Beach
Charles St
204
2017/2018
White Street Henley Beach
HENLEY BEACH
South St
Atkin St
175.2
2017/2018
Varcoe Street Henley Beach
HENLEY BEACH
Cudmore Tc
North St
186
2017/2018
Mitton Avenue Henley Beach
HENLEY BEACH
Murray St
Shannon St
86.4
2017/2018
Stewart Street Henley Beach
HENLEY BEACH
Lane 36
Lane 34
289.2
2017/2018
Henley Beach Road Henley Beach
HENLEY BEACH
No. 12-14
White St
74.4
2017/2018
Hoy Crescent Henley Beach
HENLEY BEACH
Cudmore Tc
Bend
100.8
2017/2018
White Street Henley Beach
HENLEY BEACH
Atkin St
Reserve
80.4
2017/2018
South Street Henley Beach
No. 286
Military Rd
203
2017/2018
Hazel Tce
Burford Rd
127.2
2017/2018
Aylwin St
Sims St
108
2017/2018
Esplanade
Lexington Rd
392.85
2017/2018
Bode St
Burnley St
101.25
2017/2018
Canberra St
Aylwin St
106.65
2017/2018
Fletcher Road Henley Beach South
HENLEY BEACH
HENLEY BEACH
SOUTH
HENLEY BEACH
SOUTH
HENLEY BEACH
SOUTH
HENLEY BEACH
SOUTH
HENLEY BEACH
SOUTH
HENLEY BEACH
SOUTH
Yorktown Cr
Burnley St
110.7
2017/2018
Richard Street Hindmarsh
HINDMARSH
Holden St
Chapel St
248.4
2017/2018
Nile Street Hindmarsh
HINDMARSH
Adam
Richard
100.1
2017/2018
Orsmond Street Hindmarsh
HINDMARSH
South Rd
George St
321.3
2017/2018
Richard Street Hindmarsh
HINDMARSH
Nile St
Manton St
315.9
2017/2018
First Street Hindmarsh
HINDMARSH
Station
Gibson St
118.4
2017/2018
Alfrina Street Kidman Park
KIDMAN PARK
Dean
Frogmore
235.2
2017/2018
Kidman Avenue Kidman Park
KIDMAN PARK
Hart Av
Kidman Av C/S
105.3
2017/2018
Gilmore Road Henley Beach South
Halsey Road Henley Beach South
Seaview Road Henley Beach South
Halsey Road Henley Beach South
Halsey Road Henley Beach South
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 82 -
Keele Place Kidman Park
KIDMAN PARK
End
Findon
156
2017/2018
Lock Street Kidman Park
KIDMAN PARK
Hoskin
Kidman
109.35
2017/2018
Olympia Street Kidman Park
KIDMAN PARK
Frogmore
End
439.2
2017/2018
Walkway - Concrete - Kidman Park
KIDMAN PARK
Olympia St
Fergusson Av
230.75
2017/2018
Bryan Avenue Kilkenny
KILKENNY
Tarcowie
Myponga
187.2
2017/2018
Mundulla Street Kilkenny
KILKENNY
Arkaba Rd
Aroona North
218.4
2017/2018
Yallum Terrace Kilkenny
KILKENNY
Grayson
Copley St
177.6
2017/2018
Port Road Kilkenny
KILKENNY
David Tc
Aroona Rd
121.5
2017/2018
Wilpena Terrace Kilkenny
KILKENNY
Pinda St
Mundulla St
83.7
2017/2018
Copley Street Kilkenny
KILKENNY
Downer St
Torrens
87.6
2017/2018
Reynell Street Kilkenny
KILKENNY
Shearer St
Aroona
98.4
2017/2018
Noble Street Ovingham
OVINGHAM
Telford St( East)
Park
88.8
2017/2018
Stonehaven Street Pennington
PENNINGTON
Price Av
No. 41
225.45
2017/2018
Gilligan Street Pennington
PENNINGTON
Butler
Sinclair Sq(Sth)
98.55
2017/2018
Boyd Street Pennington
PENNINGTON
Stonehaven St
Clay Ct
94.5
2017/2018
Arthur Street Pennington
PENNINGTON
Bell St
Alderman Av
105.3
2017/2018
Butler Avenue Pennington
PENNINGTON
No. 20-20A
Butler Ct
91.2
2017/2018
Cavan Avenue Renown Park
RENOWN PARK
Mcquillan
End
148.5
2017/2018
Lamont Street Renown Park
Renown Park
Tait St
South Rd
324
2017/2018
Ferris Street Renown Park
RENOWN PARK
Tait
Bishop
203.85
2017/2018
Ashman Avenue Renown Park
RENOWN PARK
Stacey
Exeter
177.6
2017/2018
Monmouth Street Ridleyton
RIDLEYTON
Henry Moss Ct
Wood Av
109.35
2017/2018
Wilson Street Royal Park
ROYAL PARK
Frederick
Symonds St
319.2
2017/2018
Maple Avenue Royal Park
ROYAL PARK
Poplar St
Clovelly
325.2
2017/2018
Wilson Street Royal Park
ROYAL PARK
Brandwood St
Port
427.2
2017/2018
Maple Avenue Royal Park
ROYAL PARK
Gum St
Myrtle
148.8
2017/2018
Crighton Avenue Royal Park
ROYAL PARK
Frederick
Arnold St
159.6
2017/2018
Amos Way Royal Park
ROYAL PARK
No. 7
Risley
97.2
2017/2018
Frederick Road Royal Park
ROYAL PARK
North Pde
Crighton Av
87.6
2017/2018
Poplar Street Royal Park
ROYAL PARK
Crown
Palm Av
87.75
2017/2018
Pine Street Royal Park
ROYAL PARK
Palm Av
Maple Av
78
2017/2018
Wattle Avenue Royal Park
ROYAL PARK
Kauper St
Dixon
110.7
2017/2018
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 83 -
Raymond Avenue Seaton
SEATON
Green Av
Raymond Lane
222
2017/2018
Squires Avenue Seaton
SEATON
Buchan St
Owen St
247.05
2017/2018
Findon Avenue Seaton
SEATON
Tapleys Hill
Commane
136.35
2017/2018
Grange Road Seaton
SEATON
Milvera Tce
Tapleys Hill Rd
292.95
2017/2018
Kingborn Avenue Seaton
SEATON
Singleton Av
Lanark
114.75
2017/2018
Milvera Terrace Seaton
SEATON
Willcocks
Elaine Av
84
2017/2018
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 84 -
Appendix C Projected Upgrade/Exp/New 10-year Capital Works Program
Charles Sturt CC
Projected Capital Renewal Works Program - Path_Ramps_Aug2015_S2_V1
($000)
Year
Item
Description
Network Renewals
2015
1
Paths - kerb ramp renewal DDA
$450
2
Paths - large area renewal slabs
$897
3
Paths - large area renewal pavers
$418
4
Paths - renewal as identified in Asset Register
2015
Defect Repairs
2015
Total
2016
Network Renewals
$4,765
Paths - kerb ramp renewal DDA
$450
2
Paths - large area renewal slabs
$897
3
Paths - large area renewal pavers
$418
4
Paths - renewal as identified in Asset Register
Defect Repairs
2016
Total
Item
2017
$4,000
$5,765
Description
Estimate
Network Renewals
1
Paths - kerb ramp renewal DDA
$450
2
Paths - large area renewal slabs
$897
3
Paths - large area renewal pavers
$418
4
Paths - renewal as identified in Asset Register
2017
Defect Repairs
2017
Total
2018
Network Renewals
$5,000
$6,765
Estimate
1
Paths - kerb ramp renewal DDA
$450
2
Paths - large area renewal slabs
$897
3
Paths - large area renewal pavers
$418
4
Paths - renewal as identified in Asset Register
2018
Defect Repairs
2018
Total
Year
$3,000
1
2016
Year
Estimate
Item
2019
$6,000
$7,765
Description
Estimate
Network Renewals
1
Paths - kerb ramp renewal DDA
$450
2
Paths - large area renewal slabs
$897
3
Paths - large area renewal pavers
$418
4
Paths - renewal as identified in Asset Register
2019
Defect Repairs
2019
Total
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
$6,000
$7,765
- 85 -
Appendix D Budgeted Expenditures Accommodated in LONG TERM FINANCIAL PLAN
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 86 -
Appendix E Abbreviations
AAAC
Average annual asset consumption
AM
Asset management
Asset
Management
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
LONG TERM
FINANCIAL
PLAN
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
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 87 -
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, and
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. Infrastructure 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, e.g. extending a drainage or road
network, the provision of an oval or park in a new
suburb for new residents.
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016
- 88 -
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, e.g. 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, e.g.
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 noncritical 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 arm’s 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.
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, e.g. 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.
Impairment Loss
The amount by which the carrying amount of an asset
exceeds its recoverable amount.
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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.
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 nondisclosure 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.
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, e.g 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.
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
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.
Operating expenditure
Recurrent expenditure, which is continuously required
to provide a service. In common use the term typically
includes, e.g power, fuel, staff, plant equipment, oncosts and overheads but excludes maintenance and
depreciation. Maintenance and depreciation is on the
other hand included in operating expenses.
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 e.g 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, e.g. parks and playgrounds,
footpaths, roads and bridges, libraries, etc.
Operations
Regular activities to provide services such as public
health, safety and amenity, e.g street sweeping, grass
mowing and street lighting.
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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 (e.g 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, e.g 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/subcomponents 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.
Additional and modified glossary items shown *
CITY OF CHARLES STURT – PATHS/ACCESS RAMPS ASSET MANAGEMENT PLAN 2016