Stormwater Drainage Asset Management Plan - District Council of ...

Stormwater DrainageAsset Management PlanVersion 0.2 October 2008

Document ControlDocument ID: 59_04_070905_lgasa_iamp template v11© Copyright 2007 – All rights reserved. This Infrastructure and Asset Management Plan template was prepared for the LocalGovernment Association of South Australia by the Institute of Public Works Engineering Australia, (IPWEA), Jeff Roorda &Associates (JRA) and Skilmar Systems for the use of South Australian councils only under the LGA’s Sustainable AssetManagement in SA Program.Rev No Date Revision Details Author Reviewer Approver0.1 16/09/08 Initial draft PGB ACEAM0.2 14/10/08 Feedback from Field Services PGB NJDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

TABLE OF CONTENTSTABLE OF CONTENTS .......................................................................................................................3FIGURES AND TABLES......................................................................................................................4ABBREVIATIONS................................................................................................................................. IGLOSSARY ...........................................................................................................................................II1. EXECUTIVE SUMMARY ...........................................................................................................12. INTRODUCTION .........................................................................................................................22.1 BACKGROUND .........................................................................................................................22.2 GOALS AND OBJECTIVES OF ASSET MANAGEMENT .................................................................32.3 PLAN FRAMEWORK..................................................................................................................52.4 CORE AND ADVANCED ASSET MANAGEMENT.........................................................................63. LEVELS OF SERVICE ................................................................................................................83.1 CUSTOMER RESEARCH AND EXPECTATIONS ............................................................................83.2 LEGISLATIVE REQUIREMENTS..................................................................................................83.3 CURRENT LEVELS OF SERVICE.................................................................................................83.4 DESIRED LEVELS OF SERVICE................................................................................................114. FUTURE DEMAND ....................................................................................................................124.1 DEMAND FORECAST ..............................................................................................................124.2 CHANGES IN TECHNOLOGY....................................................................................................134.3 DEMAND MANAGEMENT PLAN..............................................................................................134.4 NEW ASSETS FROM GROWTH.................................................................................................145. LIFECYCLE MANAGEMENT PLAN .....................................................................................155.1 BACKGROUND DATA .............................................................................................................155.1.1 Physical parameters .........................................................................................................155.1.2 Asset capacity and performance.......................................................................................175.1.3 Asset condition..................................................................................................................185.1.4 Asset valuations ................................................................................................................185.2 RISK MANAGEMENT PLAN.....................................................................................................195.3 ROUTINE MAINTENANCE PLAN..............................................................................................195.3.1 Maintenance plan .............................................................................................................195.3.2 Standards and specifications ............................................................................................205.3.3 Summary of future maintenance expenditures..................................................................205.4 RENEWAL/REPLACEMENT PLAN............................................................................................215.4.1 Renewal plan ....................................................................................................................215.4.2 Renewal standards............................................................................................................225.4.3 Summary of future renewal expenditure ...........................................................................225.5 CREATION/ACQUISITION/UPGRADE PLAN .............................................................................235.5.1 Selection criteria...............................................................................................................235.5.2 Standards and specifications ............................................................................................235.5.3 Summary of future upgrade/new assets expenditure.........................................................235.6 DISPOSAL PLAN .....................................................................................................................236. FINANCIAL SUMMARY ..........................................................................................................256.1 FINANCIAL STATEMENTS AND PROJECTIONS .........................................................................256.1.1 Sustainability of service delivery ......................................................................................256.2 FUNDING STRATEGY..............................................................................................................266.3 VALUATION FORECASTS........................................................................................................266.4 KEY ASSUMPTIONS MADE IN FINANCIAL FORECASTS ............................................................287. ASSET MANAGEMENT PRACTICES....................................................................................297.1 ACCOUNTING/FINANCIAL SYSTEMS.......................................................................................297.2 ASSET MANAGEMENT SYSTEMS ............................................................................................29District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

7.3 INFORMATION FLOW REQUIREMENTS AND PROCESSES .........................................................307.4 STANDARDS AND GUIDELINES...............................................................................................318. PLAN IMPROVEMENT AND MONITORING ......................................................................338.1 PERFORMANCE MEASURES ....................................................................................................338.2 IMPROVEMENT PLAN .............................................................................................................338.3 MONITORING AND REVIEW PROCEDURES..............................................................................34REFERENCES .....................................................................................................................................36APPENDICES ......................................................................................................................................36APPENDIX A - MAP: DISTRIBUTION OF STORMWATER ASSETS ACROSS THE DISTRICT.......................37FIGURES AND TABLESTABLE 2.1 ASSETS COVERED BY THIS PLAN AS AT JUNE 30, 2008.............................................................2TABLE 2.2 COUNCIL GOALS AND HOW THESE ARE ADDRESSED IN THIS PLAN ...........................................4TABLE 3.1 COMMUNITY SATISFACTION SURVEY LEVELS .........................................................................8TABLE 3.2 LEGISLATIVE REQUIREMENTS..................................................................................................8TABLE 3.3 CURRENT SERVICE LEVELS......................................................................................................9FIGURE 3.3A DISTRIBUTION OF CUSTOMER REQUESTS PER ASSET CLASS.................................................9FIGURE 3.3B CUSTOMER REQUESTS PER ANNUM ....................................................................................10FIGURE 3.3C CUSTOMER REQUEST RESPONSIVENESS..............................................................................10TABLE 4.1 DEMAND FACTORS, PROJECTIONS AND IMPACT ON SERVICES ...............................................13TABLE 4.2 CHANGES IN TECHNOLOGY AND FORECAST EFFECT ON SERVICE DELIVERY .........................13TABLE 4.3 DEMAND MANAGEMENT PLAN SUMMARY ............................................................................14TABLE 4.4 VALUE OF NEW ASSETS PER ALLOTMENT .............................................................................14FIGURE 5.1.1 ASSET AGE PROFILE ..........................................................................................................17TABLE 5.1.2 KNOWN SERVICE PERFORMANCE DEFICIENCIES.................................................................17FIGURE 5.1.3A ASSET CONDITION PROFILE.............................................................................................18TABLE 5.1.3B CONDITION RATING DESCRIPTION....................................................................................18TABLE 5.2 CRITICAL RISKS AND TREATMENT PLANS..............................................................................19TABLE 5.3.1 MAINTENANCE EXPENDITURE TRENDS...............................................................................20FIGURE 5.3.3 PLANNED MAINTENANCE EXPENDITURE ...........................................................................21TABLE 5.4.1 RENEWAL PRIORITY RANKING CRITERIA............................................................................22FIGURE 5.4.3 PROJECTED CAPITAL RENEWAL EXPENDITURE*................................................................22TABLE 5.5.1 NEW ASSETS PRIORITY RANKING CRITERIA .......................................................................23TABLE 5.6 ASSETS IDENTIFIED FOR DISPOSAL.........................................................................................24FIGURE 6.1 PLANNED OPERATING AND CAPITAL EXPENDITURE .............................................................25FIGURE 6.3A PROJECTED ASSET VALUES ................................................................................................27FIGURE 6.3B PROJECTED DEPRECIATION EXPENSE .................................................................................27FIGURE 6.3C PROJECTED DEPRECIATED REPLACEMENT COST ................................................................28TABLE 8.2 IMPROVEMENT PLAN .............................................................................................................34District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- i -ABBREVIATIONSAAACARIBODCRCCWMSDADoHEFIAMPIRMPMMSPCIRVSSvphAverage annual asset consumptionAverage recurrence intervalBiochemical (biological) oxygen demandCurrent replacement costCommunity wastewater management systemsDepreciable amountDepartment of HealthEarthworks/formationInfrastructure asset management planInfrastructure risk management planMaintenance management systemPavement condition indexResidual valueSuspended solidsVehicles per hourDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- ii -GLOSSARYAnnual service cost (ASC)An estimate of the cost that would be tendered, perannum, if tenders were called for the supply of a serviceto a performance specification for a fixed term. TheAnnual Service Cost includes operating, maintenance,depreciation, finance/ opportunity and disposal costs,less revenue.Asset classGrouping of assets of a similar nature and use in anentity's operations (AASB 166.37).Asset condition assessmentThe process of continuous or periodic inspection,assessment, measurement and interpretation of theresultant data to indicate the condition of a specific assetso as to determine the need for some preventative orremedial action.Asset managementThe combination of management, financial, economic,engineering and other practices applied to physicalassets with the objective of providing the required levelof service in the most cost effective manner.AssetsFuture economic benefits controlled by the entity as aresult of past transactions or other past events.Property, plant and equipment including infrastructureand other assets (such as furniture and fittings) withbenefits expected to last more than 12 month.Average annual asset consumption (AAAC)*The amount of a local government’s asset baseconsumed during a year. This may be calculated bydividing the Depreciable Amount (DA) by the Useful Lifeand totalled for each and every asset OR by dividing theFair Value (Depreciated Replacement Cost) by theRemaining Life and totalled for each and every asset inan asset category or class.Brownfield asset values**Asset (re)valuation values based on the cost to replacethe asset including demolition and restoration costs.Capital expansion expenditureExpenditure that extends an existing asset, at the samestandard as is currently enjoyed by residents, to a newgroup of users. It is discretional expenditure, whichincreases future operating, and maintenance costs,because it increases council’s asset base, but may beassociated with additional revenue from the new usergroup, eg. extending a drainage or road network, theprovision of an oval or park in a new suburb for newresidents.Capital expenditureRelatively large (material) expenditure, which hasbenefits, expected to last for more than 12 months.Capital expenditure includes renewal, expansion andupgrade. Where capital projects involve a combination ofrenewal, expansion and/or upgrade expenditures, thetotal project cost needs to be allocated accordingly.Capital fundingFunding to pay for capital expenditure.Capital grantsMonies received generally tied to the specific projects forwhich they are granted, which are often upgrade and/orexpansion or new investment proposals.Capital investment expenditureSee capital expenditure definitionCapital new expenditureExpenditure which creates a new asset providing a newservice to the community that did not exist beforehand.As it increases service potential it may impact revenueand will increase future operating and maintenanceexpenditure.Capital renewal expenditureExpenditure on an existing asset, which returns theservice potential or the life of the asset up to that which ithad originally. It is periodically required expenditure,relatively large (material) in value compared with thevalue of the components or sub-components of the assetbeing renewed. As it reinstates existing service potential,it has no impact on revenue, but may reduce futureoperating and maintenance expenditure if completed atthe optimum time, eg. resurfacing or resheeting amaterial part of a road network, replacing a materialsection of a drainage network with pipes of the samecapacity, resurfacing an oval. Where capital projectsinvolve a combination of renewal, expansion and/orupgrade expenditures, the total project cost needs to beallocated accordingly.Capital upgrade expenditureExpenditure, which enhances an existing asset toprovide a higher level of service or expenditure that willincrease the life of the asset beyond that which it hadoriginally. Upgrade expenditure is discretional and oftendoes not result in additional revenue unless direct usercharges apply. It will increase operating andmaintenance expenditure in the future because of theincrease in the council’s asset base, eg. widening thesealed area of an existing road, replacing drainage pipeswith pipes of a greater capacity, enlarging a grandstandat a sporting facility. Where capital projects involve acombination of renewal, expansion and/or upgradeexpenditures, the total project cost needs to be allocatedaccordingly.Carrying amountThe amount at which an asset is recognised afterdeducting any accumulated depreciation / amortisationand accumulated impairment losses thereon.Class of assetsSee asset class definitionComponentAn individual part of an asset which contributes to thecomposition of the whole and can be separated from orattached to an asset or a system.Cost of an assetThe amount of cash or cash equivalents paid or the fairvalue of the consideration given to acquire an asset atthe time of its acquisition or construction, plus any costsDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- ii -necessary to place the asset into service. This includesone-off design and project management costs.Current replacement cost (CRC)The cost the entity would incur to acquire the asset onthe reporting date. The cost is measured by reference tothe lowest cost at which the gross future economicbenefits could be obtained in the normal course ofbusiness or the minimum it would cost, to replace theexisting asset with a technologically modern equivalentnew asset (not a second hand one) with the sameeconomic benefits (gross service potential) allowing forany differences in the quantity and quality of output andin operating costs.Current replacement cost “As New” (CRC)The current cost of replacing the original servicepotential of an existing asset, with a similar modernequivalent asset, i.e. the total cost of replacing anexisting asset with an as NEW or similar assetexpressed in current dollar values.Cyclic Maintenance**Replacement of higher value components/subcomponentsof assets that is undertaken on a regularcycle including repainting, building roof replacement,cycle, replacement of air conditioning equipment, etc.This work generally falls below the capital/ maintenancethreshold and needs to be identified in a specificmaintenance budget allocation.Depreciable amountThe cost of an asset, or other amount substituted for itscost, less its residual value (AASB 116.6)Depreciated replacement cost (DRC)The current replacement cost (CRC) of an asset less,where applicable, accumulated depreciation calculatedon the basis of such cost to reflect the already consumedor expired future economic benefits of the assetDepreciation / amortisationThe systematic allocation of the depreciable amount(service potential) of an asset over its useful life.Economic lifeSee useful life definition.ExpenditureThe spending of money on goods and services.Expenditure includes recurrent and capital.Fair valueThe amount for which an asset could be exchanged, or aliability settled, between knowledgeable, willing parties,in an arms length transaction.Greenfield asset values **Asset (re)valuation values based on the cost to initiallyacquire the asset.Heritage assetAn asset with historic, artistic, scientific, technological,geographical or environmental qualities that is held andmaintained principally for its contribution to knowledgeand culture and this purpose is central to the objectivesof the entity holding it.Impairment LossThe amount by which the carrying amount of an assetexceeds its recoverable amount.Infrastructure assetsPhysical assets of the entity or of another entity thatcontribute to meeting the public's need for access tomajor economic and social facilities and services, eg.roads, drainage, footpaths and cycleways. These aretypically large, interconnected networks or portfolios ofcomposite assets The components of these assets maybe separately maintained, renewed or replacedindividually so that the required level and standard ofservice from the network of assets is continuouslysustained. Generally the components and hence theassets have long lives. They are fixed in place and areoften have no market value.Investment propertyProperty held to earn rentals or for capital appreciation orboth, rather than for:(a) use in the production or supply of goods or servicesor for administrative purposes; or(b) sale in the ordinary course of business (AASB 140.5)Level of serviceThe defined service quality for a particular serviceagainst which service performance may be measured.Service levels usually relate to quality, quantity,reliability, responsiveness, environmental, acceptabilityand cost).District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- iii -Life Cycle Cost **The life cycle cost (LCC) is average cost to provide theservice over the longest asset life cycle. It comprisesannual maintenance and asset consumption expense,represented by depreciation expense. The Life CycleCost does not indicate the funds required to provide theservice in a particular year.Life Cycle Expenditure **The Life Cycle Expenditure (LCE) is the actual orplanned annual maintenance and capital renewalexpenditure incurred in providing the service in aparticular year. Life Cycle Expenditure may becompared to Life Cycle Expenditure to give an initialindicator of life cycle sustainability.Loans / borrowingsLoans result in funds being received which are thenrepaid over a period of time with interest (an additionalcost). Their primary benefit is in ‘spreading the burden’of capital expenditure over time. Although loans enableworks to be completed sooner, they are only ultimatelycost effective where the capital works funded (generallyrenewals) result in operating and maintenance costsavings, which are greater than the cost of the loan(interest and charges).Maintenance and renewal gapDifference between estimated budgets and projectedexpenditures for maintenance and renewal of assets,totalled over a defined time (eg 5, 10 and 15 years).Maintenance and renewal sustainability indexRatio of estimated budget to projected expenditure formaintenance and renewal of assets over a defined time(eg 5, 10 and 15 years).Maintenance expenditureRecurrent expenditure, which is periodically or regularlyrequired as part of the anticipated schedule of worksrequired to ensure that the asset achieves its useful lifeand provides the required level of service. It isexpenditure, which was anticipated in determining theasset’s useful life.MaterialityAn item is material is its omission or misstatement couldinfluence the economic decisions of users taken on thebasis of the financial report. Materiality depends on thesize and nature of the omission or misstatement judgedin the surrounding circumstances.Modern equivalent asset.A structure similar to an existing structure and having theequivalent productive capacity, which could be builtusing modern materials, techniques and design.Replacement cost is the basis used to estimate the costof constructing a modern equivalent asset.Recurrent expenditure, which is continuously requiredexcluding maintenance and depreciation, eg power, fuel,staff, plant equipment, on-costs and overheads.Pavement management systemA systematic process for measuring and predicting thecondition of road pavements and wearing surfaces overtime and recommending corrective actions.Planned Maintenance**Repair work that is identified and managed through amaintenance management system (MMS). MMSactivities include inspection, assessing the conditionagainst failure/breakdown criteria/experience, prioritisingscheduling, actioning the work and reporting what wasdone to develop a maintenance history and improvemaintenance and service delivery performance.PMS ScoreA measure of condition of a road segment determinedfrom a Pavement Management System.Rate of annual asset consumption*A measure of average annual consumption of assets(AAAC) expressed as a percentage of the depreciableamount (AAAC/DA). Depreciation may be used forAAAC.Rate of annual asset renewal*A measure of the rate at which assets are being renewedper annum expressed as a percentage of depreciableamount (capital renewal expenditure/DA).Rate of annual asset upgrade*A measure of the rate at which assets are beingupgraded and expanded per annum expressed as apercentage of depreciable amount (capitalupgrade/expansion expenditure/DA).Reactive maintenanceUnplanned repair work that carried out in response toservice requests and management/supervisorydirections.Recoverable amountThe higher of an asset's fair value less costs to sell andits value in use.Non-revenue generating investmentsInvestments for the provision of goods and services tosustain or improve services to the community that arenot expected to generate any savings or revenue to theCouncil, eg. parks and playgrounds, footpaths, roadsand bridges, libraries, etc.Operating expenditureDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- iv -Recurrent expenditureRelatively small (immaterial) expenditure or that whichhas benefits expected to last less than 12 months.Recurrent expenditure includes operating andmaintenance expenditure.Recurrent fundingFunding to pay for recurrent expenditure.RehabilitationSee capital renewal expenditure definition above.Remaining lifeThe time remaining until an asset ceases to provide therequired service level or economic usefulness. Age plusremaining life is economic life.RenewalSee capital renewal expenditure definition above.Residual valueThe net amount which an entity expects to obtain for anasset at the end of its useful life after deducting theexpected costs of disposal.Revenue generating investmentsInvestments for the provision of goods and services tosustain or improve services to the community that areexpected to generate some savings or revenue to offsetoperating costs, eg public halls and theatres, childcarecentres, sporting and recreation facilities, touristinformation centres, etc.Risk managementThe application of a formal process to the range ofpossible values relating to key factors associated with arisk in order to determine the resultant ranges ofoutcomes and their probability of occurrence.Section or segmentA self-contained part or piece of an infrastructure asset.Service potentialThe capacity to provide goods and services inaccordance with the entity's objectives, whether thoseobjectives are the generation of net cash inflows or theprovision of goods and services of a particular volumeand quantity to the beneficiaries thereof.Service potential remaining*A measure of the remaining life of assets expressed as apercentage of economic life. It is also a measure of thepercentage of the asset’s potential to provide servicesthat is still available for use in providing services(DRC/DA).Strategic Management Plan (SA)**Documents Council objectives for a specified period (3-5yrs), the principle activities to achieve the objectives, themeans by which that will be carried out, estimatedincome and expenditure, measures to assessperformance and how rating policy relates to theCouncil’s objectives and activities.Sub-componentSmaller individual parts that make up a component part.Useful lifeEither:(a) the period over which an asset is expected to beavailable for use by an entity, or(b) the number of production or similar units expected tobe obtained from the asset by the entity.It is estimated or expected time between placing theasset into service and removing it from service, or theestimated period of time over which the future economicbenefits embodied in a depreciable asset, are expectedto be consumed by the council. It is the same as theeconomic life.Value in UseThe present value of estimated future cash flowsexpected to arise from the continuing use of an assetand from its disposal at the end of its useful life. It isdeemed to be depreciated replacement cost (DRC) forthose assets whose future economic benefits are notprimarily dependent on the asset's ability to generatenew cash flows, where if deprived of the asset its futureeconomic benefits would be replaced.Source: DVC 2006, GlossaryNote: Items shown * modified to use DA instead of CRCAdditional glossary items shown **District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 1 -1. EXECUTIVE SUMMARYBackgroundThe District Council of Mount Barker is on journey toimplement contemporary best practice asset management.As part of this journey, Council is developing a number ofasset management plans. These include:• Stormwater Drainage• Transport• CWMS• Buildings• Recreation and Open SpaceThis is a first generation ‘core’ asset management plan thatreflects Council’s current competency in this area. Thereare a number of assumptions that have been made in thepreparation of this plan and the confidence level overall ofthe asset data is XX. This plan will be reviewed regularlyand updated as Councils maturity in asset managementincreases. Council’s current maturity level for themanagement of stormwater drainage assets isWhat Council ProvidesCouncil provides a stormwater drainage infrastructureasset network across the district to mitigate risksassociated with flooding to protect private property andpersonal safety of its residents. It works in partnership withthe water catchment management boards to protect andenhance our waterways which facilitate an effectivedrainage system.Council’s stormwater drainage network consists of thefollowing asset types:Asset TypePipesQuantity94.7kmsPits 2782Inlets/Outlets 350Structures 16Open Channels5.3kmsStorage Basins 42What does it Cost?There are two key indicators of cost to provide thestormwater drainage service. The life cycle cost being theaverage cost over the life cycle of the asset and the totalmaintenance and capital renewal expenditure required todeliver existing service levels in the next 10 years coveredby Council’s long term financial plan.The life cycle cost to provide the stormwater drainageservice is estimated at $1.14M per annum. Council’splanned life cycle expenditure for year 1 of theinfrastructure asset management plan is $0.95M whichgives a life cycle sustainability index of 83%.The total maintenance and capital renewal expenditurerequired to provide the stormwater drainage service in thenext 10 years is estimated at $11.43M. This is an averageof $1.14M per annum.Plans for the FutureCouncil plans to operate and maintain the stormwaternetwork to achieve the following strategic objectives.1. Ensure the stormwater network is maintained at asafe and functional standard as set out in thisinfrastructure asset management plan.2. Ensure the network is planned appropriately to caterfor future growth3. Maximise an assets useful life whilst minimisinglifecycle expenditure4. Maintain a high level of community satisfaction in thedelivery of stormwater drainage servicesMeasuring our PerformanceQualityStormwater drainage assets will be maintained in areasonably usable condition. Defects found or reportedthat are outside our service standard will be repaired. Seeour maintenance response service levels for details ofdefect prioritisation and response time.FunctionOur intent is that an appropriate stormwater drainagenetwork is maintained in partnership with other levels ofgovernment and stakeholders to provide a safe andeffective system that minimises the risk of flood damagewhilst enhancing the natural environment.Stormwater drainage assets will be maintained to ensureefficient operation and protect public safety. We need toensure key functional objectives are met:• Free flowing drainage system• Assets in good condition• Repairs are made in a timely manner• Effective flood protection is provided to themajority of residents• The service is cost effective and sustainable inthe long-termSafetyCouncil will routinely inspect critical stormwater assets andprioritise the repair of defects in accordance withmaintenance standards to ensure they are safe.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 2 -The Next StepsThe actions resulting directly from this asset managementplan are:• Asset condition audit (using CCTV)• Documented maintenance standards• Capital works programming• Maintenance management plans for structuressuch as GPTs• Improved asset performance monitoring• Stormwater network modelling and masterplanning to ensure capacity is suitable now andinto the future• Tying stormwater needs back to developers• Highlight asbestos containing assets• Identify maintenance costs planned, unplannedand cyclic.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 2 -2. INTRODUCTION2.1 BackgroundThis infrastructure asset management plan is designed to demonstrate responsive management ofassets (and services provided from assets), compliance with regulatory requirements, and tocommunicate funding required to provide the required levels of service.The infrastructure asset management plan is to be read with the following associated planningdocuments:• Risk Management Framework• Asset Management Policy• Asset Management Strategy• Engineering Design Standards• Community Strategic Plan• Development Plan• Long-Term Financial PlanThis infrastructure asset management plan covers the following infrastructure assets:• All stormwater pipes, culverts and• All inlets and outlets• All stormwater pits including junctions boxes, sumps• All stormwater structures such as outlet controls, tanks and gross pollutant traps• All open channels which are either lined or un-lined• All storage basins and wetlandsThis infrastructure asset management plan excludes the following infrastructure assets:• Creeks and natural water coursesAsset category Dimension Replacement Value ($M)Pipes 94.7kms $17.3Pits 2782 $4.3Inlets/Outlets 350 $0.4Structures* 16 -Storage Basins & Wetlands* 42 -Open Channels* 5.3kms -Other (Flood Mitigation) - $1.7TOTAL $23.7Table 2.1 Assets covered by this Plan as at June 30, 2008* Council has yet to reliably identify these assets so therefore no asset value has been stated.Key stakeholders in the preparation and implementation of this infrastructure asset management planare:District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 3 -CouncilSenior ManagementCorporate Services DepartmentField Services StaffACEAM Pty LtdEndorsement of the asset management policy, strategy and plans. Set high leveldirection through the development of asset management principles in the CommunityStrategic Plan.Endorse the development of asset management plans and provide the resourcesrequired to complete this task. Set high level priorities for asset managementdevelopment in Council and raise the awareness of this function among Council staffand contractors. Support the implementation of actions resulting from this plan andprepared to make changes to a better way of managing assets and delivering services.Support for an asset management driven budget and LTFP.Consolidating the asset register and ensuring the asset valuations are accurate.Development of supporting policies such as capitalisation and depreciation.Preparation of asset sustainability and financial reports incorporating asset depreciationin compliance with current Australian accounting standards. AM and GIS support andadmin.Provide local knowledge level detail on all infrastructure assets. They verify the size,location and condition of assets. They can describe the maintenance standardsdeployed and Council’s ability to meet technical and customer levels of service.Provide support for the development of asset management plans and theimplementation of effective asset management principles within Council. Alsoindependently endorse asset revaluation methodology.2.2 Goals and Objectives of Asset ManagementThe Council exists to provide services to its community. Some of these services are provided byinfrastructure assets. Council has acquired infrastructure assets by ‘purchase’, by contract, constructionby council staff and by donation of assets constructed by developers and others to meet increased levelsof service.Council’s goal in managing infrastructure assets is to meet the required level of service in the most costeffective manner for present and future consumers. The key elements of infrastructure assetmanagement are:• Taking a life cycle approach,• Developing cost-effective management strategies for the long term,• Providing a defined level of service and monitoring performance,• Understanding and meeting the demands of growth through demand management andinfrastructure investment,• Managing risks associated with asset failures,• Sustainable use of physical resources,• Continuous improvement in asset management practices. 1This infrastructure asset management plan is prepared under the direction of Council’s vision, mission,goals and objectives.Council’s vision is:“Our community is the heart of our district. We value our natural and rural environment, and throughleadership and community spirit, we strive to achieve a positive, safe and sustainable future”Council’s does not have a mission statement.The Community Strategic Plan 2008-2018 consists of the following five goal areas:1 IIMM 2006 Sec 1.1.3, p 1.3District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 4 -• People and Communities• The Natural Environment• Enterprise, Business and Industry• Infrastructure and Human Settlements; and• Council LeadershipRelevant Council goals and objectives and how these are addressed in this infrastructure assetmanagement plan are:Goal Objective How Goal and Objectives are addressed in IAMPGoal Area 2- The NaturalEnvironmentA leading and action-focused Councilfor the environment.Water resources and ecosystemsprotected and conserved.Sustainable use of energy.A District renowned for its trees.Improving storm water quality runoff into creeks and streamsRe-use of stormwater wherever possible.Appropriate construction of infrastructure to minimise loss ofnatural habitat and enhance the environment.Goal Area 4 – Infrastructureand Human SettlementsPreservation of rural atmosphere,open spaces and natural resources ofthe District.Accessible and safe communities.Environmentally sustainabledevelopment.Minimise risk of flooding that may result in personal or propertydamage or loss.Maintain overland flow rates pre and post development.Encourage stormwater detention systems which in themselvescreate new habitats for wildlife as well as recreational areas.Improved transportation services witha safe transport network.Stormwater and wastewater assetsthat meet needs and environmentaloutcomes.Well maintained and utilisedcommunity land, buildings and otherassets.Minimise nuisance flooding on roadways.Risk based approach to maintenance management.Identification of assets in their lifecycle with programs for assetrenewal and replacement at appropriate intervals to maintainservice delivery expectations.Goal Area 5 – CouncilLeadershipSustainable community finances andassets.Effective delivery of services to thecommunity.Long term planning for the future operation, maintenance,renewal and disposal of assets.Setting levels of service, both technical and customer focussed,to ensure services are delivered effectively.Table 2.2 Council Goals and how these are addressed in this PlanWith reference to the Mount Barker Development Plan (2008), the following objective is also consideredrelevant:District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 5 -Objective 41: The construction of drainage works with minimum intrusion on areas of naturalbeauty.A means of implementing such a policy could be to hold surplus stormwater by the use ofretention dams, thus preserving creeks in their natural form as drainage channels. Someretention dams could be incorporated into recreation areas, but they should not be constructedon any of the main watercourses feeding reservoirs.The State Strategic Infrastructure Plan has the following strategic priorities that relate to stormwatermanagement:• Continue to support the program of comprehensive floodplain mapping along the naturalwatercourses that transverse the Adelaide metropolitan area and other significant towns in thestate.• Determine appropriate flood management standards, based on the results of comprehensivefloodplain mapping and appropriate mitigation studies where the costs and benefits (damageavoided) are adequately calculated.• The State Government, working closely with local government, is to prioritise a future workprogram including accounting for emerging trends of urban consolidation, and achievingimproved quality of stormwater discharged to the environment supported by appropriateharvesting of stormwater flows for urban amenity or beneficial reuse, where economicallyfeasible.2.3 Plan FrameworkKey elements of this plan are:• Levels of service – specifies the services and levels of service to be provided by council.• Future demand – how this will impact on future service delivery and how this is to be met.• Life cycle management – how Council will manage its existing and future assets to provide therequired services• Financial summary – what funds are required to provide the required services.• Asset management practices• Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives.• Asset management improvement planA road map for preparing an infrastructure asset management plan is shown hereafter.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 6 -CORPORATE PLANNINGConfirm strategic objectives and establish AMpolicies, strategies & goals.Define responsibilities & ownership.Decide core or advanced AM Pan.Gain organisation commitment.REVIEW/COLLATE ASSET INFORMATIONExisting information sourcesIdentify & describe assets.Data collectionCondition assessmentsPerformance monitoringValuation DataAM PLANREVIEW ANDAUDITINFORMATION MANAGEMENT, and DATA IMPROVEMENTESTABLISH LEVELS OF SERVICEEstablish strategic linkagesDefine & adopt statementsEstablish measures & targetsConsultationLIFECYCLE MANAGEMENT STRATEGIESDevelop lifecycle strategiesDescribe service delivery strategyRisk management strategiesDemand forecasting and managementOptimised decision making (renewals, new works,disposals)Optimise maintenance strategiesDEFINE SCOPE &STRUCTURE OF PLANIMPLEMENTIMPROVEMENTSTRATEGYFINANCIAL FORECASTSLifecycle analysisFinancial forecast summaryValuation DepreciationFundingIMPROVEMENT PLANAssess current/desired practicesDevelop improvement planIS THE PLANAFFORDABLE?ITERATIONReconsider service statementsOptions for fundingConsult with CouncilConsult with CommunityANNUAL PLAN /BUSINESS PLANFigure 2.3 Road Map for preparing an Asset Management PlanSource: IIMM Figure 1.5.1, p 1.112.4 Core and Advanced Asset ManagementThis infrastructure asset management plan is prepared as a ‘core’ asset management plan in accordancewith the International Infrastructure Management Manual. It is prepared to meet minimum legislative andDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 7 -organisational requirements for sustainable service delivery and long term financial planning andreporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or‘network’ level.Future revisions of this infrastructure asset management plan will move towards ‘advanced’ assetmanagement using a ‘bottom up’ approach for gathering asset information for individual assets to supportthe optimisation of activities and programs to meet agreed service levels.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 8 -3. LEVELS OF SERVICE3.1 Customer Research and ExpectationsCouncil participates in the Local Government Association of South Australia Comparative PerformanceMeasures in Local Government Customer Satisfaction survey. This telephone survey polls a sample ofresidents on their level of satisfaction with Council’s services. The most recent customer satisfactionsurvey reported satisfaction levels for the following services:Performance MeasureSatisfaction Level (Mean score out of 10)Mt BarkerMt BarkerMt BarkerState AverageDifference200620072008Importance that Council provides & maintainsstorm drainage facilitiesPerformance in providing & maintaining stormdrainage facilities9.16 9.36 8.96 8.97 -0.016.33 6.18 6.15 6.30 -0.15Table 3.1 Community Satisfaction Survey LevelsCouncil uses this information in developing its Community Strategic Plan and in allocation of resources inthe budget.3.2 Legislative RequirementsCouncil has to meet many legislative requirements including Australian and State legislation and Stateregulations. These include:LegislationLocal Government ActRequirementSets out role, purpose, responsibilities and powers of local governments including thepreparation of a long term financial plan supported by infrastructure asset managementplans for sustainable service delivery.Various technical and accounting standards The South Australian Local Government (Financial Management) Regulations 1999requires that Council prepare and maintain all accounting records, accounts andfinancial statements in accordance with all relevant Australian Accounting StandardsOccupational Health, Safety and Welfare ActEPA Stormwater Pollution ControlsRequires every employer to ensure, so far as is reasonably practicable, that eachemployee is safe from injury and risks to health whilst at work.Watercourse management guidelinesNRM – water catchment authoritiesTable 3.2 Legislative RequirementsSection 8(h) of the Local Government Act states that a “council must, in the performance of its roles andfunctions manage its operations and affairs in a manner that emphasises the importance of service to thecommunity.”3.3 Current Levels of ServiceCouncil has defined service levels in two terms:• Community Levels of Service relate to how the community receives the service in terms of safety,quality, quantity, reliability, responsiveness, cost/efficiency and legislative compliance.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 9 -• Supporting the community service levels are operational or technical measures of performancedeveloped to ensure that the minimum community levels of service are met.Council’s current service levels are detailed in Table 3.3.KeyPerformanceMeasureLevel of ServicePerformanceMeasure ProcessPerformance TargetCurrent PerformanceCOMMUNITY LEVELS OF SERVICEQualityPerformance in providingand maintainingstormwater drainagefacilities- LGA AnnualCustomer Survey- Customerrequests- Above state average- < 150 per annum-0.15 (2007)161 (2007)SafetyProvide a stormwaterdrainage system that islow risk to the communityNo. of injuries 0 injuries per annum 0 (2007)ResponsivenessResponse time tocustomer requestsTime taken toclose stormwatercalls> 80% of all requestsadequately responded towithin target.49% (2007)TECHNICAL LEVELS OF SERVICEOHS&WOperate a stormwaterdrainage network that hasa low level of OHS&W riskNo. of days lostdue to workplaceinjuries0 days lost due to injuries 0 (2007)ConditionMajority of pipe assets inreasonable conditionCondition score< 5% of all pipes in poorcondition (condition 5)0% (2007)Table 3.3 Current Service LevelsIn regard to the Community level of service for responsiveness, further analysis has been undertaken ofCouncil’s Customer Request Management system. This analysis has borne the following statistics:Stormw ater Drainage11%Transport53%Recreation and OpenSpace23%CWMS1%Buildings12%Figure 3.3a Distribution of Customer Requests per Asset ClassThe above chart indicates that over half of all customer requests logged since 2003 relate to transportassets. This is a predictable result as it roughly reflects the proportion of asset value across classes.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 10 -Customer Requests Per Annum180160140No. of Requests120100806014011412516140752002003 2004 2005 2006 2007Stormwater DrainageYearFigure 3.3b Customer Requests per AnnumFigure 3.3b shows no clear trend in customer requests for stormwater drainage assets. It is likely that thenumber of requests received in any one year depends greatly on the number of high intensity rainfallevents over the same time. With the impact of climate change we know that there will be less rainfall butmore storm events but what this means for resultant customer request levels is yet to be determined.It is also likely that the recent increase in customer requests reflects the increased commitment ofCouncil staff in managing requests in its Customer Request Management (CRM) system. In some cases,CRM is used as a pseudo works management tool to manage internal work activities leading to anexaggerated level of requests. Council intends to improve its customer request reporting over time.Customer Requests Within Target Response Times350300No. of Requests250200150100500Buildings CWMS Recreationand OpenSpaceStormwaterDrainageTransportAsset ClassWithin TargetExceeded TargetFigure 3.3c Customer Request ResponsivenessDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 11 -Figure 3.3c indicates that the response rate for stormwater is on-target for only around 50% of the time.This low response rate most likely reflects Council’s past behaviour in using the Customer RequestManagement system itself rather than their ability to complete the work. With the introduction of a newrecording system in the middle of 2008, these statistics are likely to be more reliable in the future.3.4 Desired Levels of ServiceAt present, indications of desired levels of service are obtained from various sources including theLGASA Customer Satisfaction survey, residents’ feedback to Councillors and staff, customer servicerequests and correspondence. Council has yet to fully quantify desired levels of service. This will bedone in future revisions of this infrastructure asset management plan.In the interim, the following desired levels of service are proposed:KeyPerformanceMeasureLevel of ServicePerformanceMeasure ProcessPerformance TargetCurrent PerformanceCOMMUNITY LEVELS OF SERVICEAvailabilityEffective stormwaterdrainage in urban areasAppropriatedrainage facilitieson sealed built-uproads> 90% of all sealed built-uproads have effective drainage-TECHNICAL LEVELS OF SERVICEQualityHigh quality stormwaterdischarge to creeks andriversNo. of reportedcontaminateddischarges< 1 reported contaminateddischarge-QualityPeriodic visual inspectionto determine conditionCCTV Inspection> 2% of all assets inspectedper annum-FunctionEnsure stormwaterdrainage system hasappropriate designcapacityNo. of propertiesprotected from 1in 20 yr floodinundation< 5% of all properties inurban areas-FunctionProvide stormwaterservices that protect theenvironmentFrequency ofcleaning GPTs100% of all GPTs cleaned atleast annually.-Operations Pit cleaning No. of pits cleaned 90% of high risk pitsinspected and cleaned perannum-CostEffectivenessProvide a cost effectivestormwater drainagesystemOperational costper metre$ / m -District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 12 -4. FUTURE DEMAND4.1 Demand ForecastFactors affecting demand include population change, changes in demographics, seasonal factors, vehicleownership, consumer preferences and expectations, economic factors, agricultural practices,environmental awareness, etc.Perhaps the biggest influence on future stormwater drainage networks in the District is the expected rateof development and population increase, and the resulting stormwater runoff increases. Recent Censuspopulation figures for the District illustrate an annual population growth rate of approximately 3%. Thishas resulted in an average of over 300 extra dwellings per annum over the past eight years. Assumingthis level of development will continue in the coming years, this is expected to greatly increase the totalimpervious area within the urbanised areas of the District.Demand factor trends and impacts on service delivery are summarised in Table 4.1.Demand factor Present position Projection Impact on servicesPopulation 29,294 (based on 3% growth from 2006Census recorded population)39,368 by 2018 (based on 3% growth from2006 Census recorded population)Population growth willbe mostly supported bygreen-field developmentmeaning a greaternumber of gifted assetsto Council.Demographics - - Demographics will havelittle of no effect onstormwater drainageservice delivery.Higher densitydevelopmentsCustomerPreferencesLarge allotments Smaller allotments Increased imperviousareas leading to agreater requirement forstormwater drainageinfrastructure. Improvedaccess to waterwaysleads to more illegaldumping of rubbish.Open swales and channels To be replaced with underground pipes Additional assets toconstruct and maintain.CustomerExpectationStormwater is channelled and piped to thenearest creek i.e. it is a nuisance, get rid ofit.Greater re-use of stormwater for irrigation.Treat it as a commodity – harness anddistribute to areas that most require it.Larger areas of landrequired to build basinsand wetlands and anincrease in operationalcosts to pump wateraround the district.CustomerExpectationStormwater plumbed to the street.People will install tanks to collect and reusetheir own rain water.Positive impact –stormwater capacitymay be reduced if morewater is contained onsite.EnvironmentalAwarenessTrees are removed and banks widenedalong creeks and waterways to aid the flowof stormwater.Creeks are considered a place of naturalbeauty and more importance will be placedon the existing structure and vegetationalong waterways making it politically moredifficult to modify.Places more pressureon the pipe system andthe need for alternativestorage assets.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 13 -EnvironmentalAwarenessMinor control of pollutants entering streamsand waterways.Greater restriction on the quality of run-offwater particularly from roads and reserveareasIncreased use of filters,possible change inmaintenance practises– more street sweepingand a different regimefor maintenance inreserves adjacentwaterways.EnvironmentMany European street trees which dropleaves over a short periodMove to native street trees which dropleaves and flowers all year roundMore consistent streetsweeping program withpotentially greaterquantities of material.Table 4.1 Demand Factors, Projections and Impact on Services4.2 Changes in TechnologyTechnology changes are forecast to affect the delivery of services covered by this plan in the followingareas.Technology ChangeWater Sensitive Urban Design (WSUD)Water course management techniquesNew pipe materialsAquifer storageNew side entry pitsEffect on Service DeliveryReduced flow rates from new developmentsHigher quality runoffGreater detention storage and re-use of stormwaterRemoval of trees along water coursesPoly pipe is lighter and can bend around corners making it easier andcheaper to lay but harder to capture the location of. Only used in noncommercial/industrialareas and areas of low load forces eg. Parks andgardens. Poly pipe has cleaning/maintenance implications and possibly ashorter economic life (25-30 years)Reinforced concrete fibre – lighter and easier to install, more costeffectiveWater as a commodity can be harvested and stored underground only tobe retrieved at a later time when required to irrigate reserves, etc.Groundwater studies would need to be undertaken to determine thesuitability of this and additional infrastructure (pipes, pumps, etc.)required to replenish and extract water from underground aquifers.New pits come with grates to make it easier and more cost effective toinspect, maintain and clean. Life-cycle costs could be greatly reduced.Table 4.2 Changes in Technology and Forecast effect on Service Delivery4.3 Demand Management PlanDemand for new services will be managed through a combination of managing existing assets, upgradingof existing assets and providing new assets to meet demand and demand management. Demandmanagement practices include non-asset solutions, insuring against risks and managing failures.Opportunities identified to date for demand management are shown in Table 4.3. Further opportunitieswill be developed in future revisions of this infrastructure asset management plan.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 14 -Service ActivityPipes and pitsStorage BasinsDemand Management PlanWSUD – More overland flow, green swales, local detention basins, less imperviousareas on new developmentsRe-lining old pipes with poly inserts to prolong life.Greater compliance for surface water runoff pollution particularly on newdevelopments to reduce the silting up of pits, pipes and other water ways.Greater cleaning and flushing of the underground system to ensure full capacity isrealised.Clearing and widening of natural waterways to increase capacity and therefore theirrole in the stormwater drainage network.More use of GPTs on private property to arrest pollutants before they reach theCouncil network.Increased use of stormwater to wetlands as a ‘natural’ recreational asset.Increased re-use of stormwater in localised areas i.e. where it falls is where it is used.Local retention – water tank subsidy in-line with SA Water model.Table 4.3 Demand Management Plan Summary4.4 New Assets from GrowthThe majority of new assets required to meet growth will be acquired from land developments. The valueof new assets per new allotment are summarised in Table 4.4 below.Note: These values have been calculated using the 2007/08 Ascent Estate residential development as acase study and have been compared to other Councils in South Australia. As future developments in theDistrict are completed, these values will be reviewed and updated.Estate Name:AscentNo. of New Allotments: 116Average Allotment Size:680 sq.mMin and Max Range:512 sq.m to 1370 sq.mAsset Type Quantity DimensionReplacementValueValueper LotPipes 1786m $328,187 $2,829Pits 48 $85,248 $735Inlets/Outlets 2 $2,264 $20GPT 1 $17,250 $149TOTALS: $432,949 $3,732Table 4.4 Value of New Assets Per AllotmentAcquiring these new assets will commit council to fund ongoing operations and maintenance costs for theperiod that the service provided from the assets is required. These future costs are identified andconsidered in developing forecasts of future operating and maintenance costs.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 15 -5. LIFECYCLE MANAGEMENT PLANThe lifecycle management plan details how Council plans to manage and operate the assets at theagreed levels of service (defined in section 3) while optimising life cycle costs.5.1 Background Data5.1.1 Physical parametersThe assets covered by this infrastructure asset management plan are shown below:PipesAll pipes and minor culverts that are

- 16 -Township areas have an extensive network of pipes and pits that are largely buried underground and outof sight. The only evidence of an underground stormwater drainage network in most cases is wherewater either enters or exits from the man-made system or where pits such as junction boxes are raised tothe surface to enable inspection and maintenance to occur more readily. As such, the condition ofunderground assets is difficult to ascertain without the use of CCTV technology which is both expensiveand time consuming.Typically a stormwater networks comprises a number of side entry pits (un-grated) in residential areasand heavier duty side entry pits in commercial and industrial areas. These pits come in various sizes toaccommodate the quantity of overland flow entering the system at any one time which is largelydetermined by the catchment area, the slope of the land, the impervious area and the local rainfallintensity. Stormwater then enters the pipes which can vary greatly in diameter from 90mm PVC pipes toalmost 2000mm reinforced concrete pipes. Both pipe types have a similar design life but concrete pipesare more susceptible to cracking, disjointing and spalling in the longer term.The majority of pits across the district have been constructed in-situ. This has resulted in a networkcontaining pits of varying quality and sizes. This construction practise still continues today butdevelopers now seem to prefer the use of pre-cast concrete pits.Typically side entry pits on sealed roads are connected above ground by a network of concrete kerb andchannel which can take various forms; upright, roll over, etc. The condition of the kerb and channel andthe cleanliness to which they maintained has a direct influence on the ability for Council to meet itsservice level objectives. Poorly constructed kerb and channel can cause water ponding to occur, leadingto premature failure of the asset and expensive repair works. Similarly, where rubbish and leaf litter is leftto accumulate, rainfall can wash this into the underground pits and pipes creating a risk of pipe blockageand further flooding. It is far more cost effective to remove the rubbish and leaf litter from the roadsurface using a street sweeper before it enters the underground system. Council has a street sweepingprogram which proactively cleans streets to prevent this from occurring.Pipe ages are estimated to be up to 50 years old. Newer pipes are almost always constructed frommaterials such as reinforced concrete, PVC and recently some small sections of poly. The benefits ofthese latter materials over concrete include they are easier and cheaper to construct because of thelighter weight and size, easier to join, are less prone to cracking and root intrusion and have a lowercoefficient of friction so better hydraulic performance. However, their relative durability and longevity isstill in question.Although it has yet to be confirmed, some of the older pipes, pre-dating 1976, may contain asbestos. Therisks associated with this material are well documented elsewhere and needless to say, extreme careand all necessary precautions need to be taken when repairing or replacing these particular assets. It isCouncil’s intention to clearly highlight those pipe assets that may contain asbestos so that Field Servicesstaff can be kept well informed of the hazards that they may face in their daily activities.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 17 -Length of Stormwater Pipes by Estimated Year Built45,00040,00035,00030,000Length (m)25,00020,00015,00010,0005,00001960-69 1970-79 1980-89 1990-99 2000-09Year BuiltFigure 5.1.1 Asset Age ProfileThe age profile of stormwater drainage assets has been derived from the average age of development ofthe land immediately surrounding the asset. This technique was developed using Council’s own GIS andknowledge of land divisions derived from the digital cadastral database (DCDB). The outcomes from theanalysis should be interpreted with some caution as they are inferred and are an estimate at best. Theydo however enable an age profile of assets to be established where prior to this no age data existed.The estimated construction year is now populated for each and every asset.The age profile reflects a stormwater drainage network that parallels the history of urbaniseddevelopment in the District of Mount Barker. Major infrastructure has been established as townshipsexpanded and this is evident no more so than with the recent expansion to Mount Barker, Nairne andLittlehampton. New large scale developments are bringing with them new infrastructure which in thecase of stormwater drainage is long lived. It is the assets in the older more established areas of urbancentres that will first reach failure due to age related condition defects and/or capacity related issues.5.1.2 Asset capacity and performanceCouncil’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.LocationMorphett StreetBald Hills Rd – Mount Barker CkWestern Flat CreekService DeficiencyCapacityCapacityFunctionalityTable 5.1.2 Known Service Performance DeficienciesThe above service deficiencies were identified from:District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 18 -• Discussions with staff• Analysis of stormwater network data• Previous history of high rainfall events leading to flooding5.1.3 Asset conditionThe condition profile of Council’s assets is shown below.22%2%12376%Figure 5.1.3a Asset Condition ProfileCondition is measured using a 1 to 5 rating system as described below:ConditionIndexAge or Visual ConditionRemaining Life(Yrs)Condition Description1 Very Good 75 Brand New or Very Good. Providing a Very High Level ofService.2 Good 55 Good condition with no indicators of any future obsolescence andproviding a good level of service3 Fair 40 Aged and in fair condition providing an adequate level of service.No signs of immediate or short term obsolescence.4 Poor 15 Will need to renew, upgrade or dispose in near future. Is reflectedvia inclusion in the 5 year Capital Works Plan.5 Very Poor 5 Below an acceptable level of service. Requires renewal/upgradeimmediately within the following year or so.5.1.4 Asset valuationsTable 5.1.3b Condition Rating DescriptionThe value of assets as at June 30, 2008 covered by this infrastructure asset management plan issummarised below. Assets were last revalued at June 30, 2008. Assets are valued at green-field ratesCurrent Replacement Cost $23.71MDepreciable Amount$23.71MDepreciated Replacement Cost $20.73Annual Depreciation Expense $0.27MDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 19 -Council’s sustainability reporting reports the rate of annual asset consumption and compares this to assetrenewal and asset upgrade and expansion.Asset Consumption 87%Asset Renewal100% (estimated target)Annual Upgrade/expansion -Council is currently undertaking flood mapping of the district to determine network capacity issues andsubsequent asset upgrade requirements. Until this master planning is complete, Council is unable toprovide any further detail on expansion plans.Based on current growth rates, Council expects an estimated gifted asset value of $814K per annum overthe next six years.5.2 Risk Management PlanAn assessment of risks 2 associated with service delivery from infrastructure assets has identified criticalrisks to Council. The risk assessment process identifies credible risks, the likelihood of the risk eventoccurring, the consequences should the event occur, develops a risk rating, evaluates the risk anddevelops a risk treatment plan for non-acceptable risks.Critical risks, being those assessed as ‘Very High’ - requiring immediate corrective action and ‘High’ –requiring prioritised corrective action identified in the infrastructure risk management plan aresummarised in Table 5.2.Asset at Risk What can Happen RiskRating(VH, H)Risk Treatment PlanGPTs Blockage H Identify the location and cleaning frequencies of all GPTs asper manufacturer’s instructions. Allocate resources to thetask.Pipes Exceed capacity H Undertake stormwater master planning to determine areasin need of critical upgrade.5.3 Routine Maintenance PlanTable 5.2 Critical Risks and Treatment PlansRoutine maintenance is the regular on-going work that is necessary to keep assets operating, includinginstances where portions of the asset fail and need immediate repair to make the asset operational again.5.3.1 Maintenance planMaintenance includes reactive, planned and cyclic maintenance work activities.Reactive maintenance is unplanned repair work carried out in response to service requests andmanagement/supervisory directions.Planned maintenance is repair work that is identified and managed through a maintenance managementsystem (MMS). MMS activities include inspection, assessing the condition against failure/breakdownexperience, prioritising, scheduling, actioning the work and reporting what was done to develop amaintenance history and improve maintenance and service delivery performance.2 District Council of Mount Barker’s Infrastructure Asset Risk Management PlanDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 20 -Cyclic maintenance is replacement of higher value components/sub-components of assets that isundertaken on a regular cycle including repainting, building roof replacement, etc. This work generallyfalls below the capital/maintenance threshold.Maintenance expenditure trends are shown in Table 5.3.1YearMaintenance Expenditure ($’000s)Operational Maintenance TOTAL2004/05 58 498 5562005/06 50 474 5242006/07 79 428 5072007/08 98 562 6602008/09 (Budget) 89 590 679Table 5.3.1 Maintenance Expenditure TrendsAlthough Council’s current costing practise does not yet identify the break down of maintenance costsinto planned, unplanned or cyclic, it is estimated that planned and cyclic maintenance work is the majority(70%) of total maintenance expenditure.Maintenance expenditure levels are considered to be adequate to meet required service levels at thepresent time for the given quantity of stormwater assets. Future revisions of this infrastructure assetmanagement plan will include linking required maintenance expenditures with required service levels.Assessment and prioritisation of reactive maintenance is undertaken by Field Services using experienceand judgement. Council uses a Customer Request Management System to manage the recording andresponse to reactive maintenance issues. Response levels of service are currently being reviewed.5.3.2 Standards and specificationsCurrently Council has not formally documented the Standards and Specifications for maintenance work.Maintenance standards are intuitive to staff who have had a number of years undertaking this type ofwork. Council will endeavour to create these standards in future revisions of this plan.All maintenance work is carried out in accordance with legislative requirements and various codes ofpractise.5.3.3 Summary of future maintenance expendituresFuture maintenance expenditure is forecast to trend in line with the value of the asset stock as shown inFigure 4. Note that all costs are shown in current 2008 dollar values.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 21 -Planned Maintenance Expenditure ($'000s)1,2001,000800$'000s60040020002009-10 2007-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18MAINTENANCE 614 639 664 691 718 747 777 808 840 874 909OPERATIONAL 93 97 101 105 109 113 118 122 127 132 138YearFigure 5.3.3 Planned Maintenance ExpenditureDeferred maintenance i.e. works that are identified for maintenance and unable to be funded are to beincluded in the risk assessment process in the infrastructure risk management plan.Maintenance is funded from Council’s operating budget and grants where available. This is furtherdiscussed in Section 6.2.5.4 Renewal/Replacement PlanRenewal expenditure is major work which does not increase the asset’s design capacity but restores,rehabilitates, replaces or renews an existing asset to its original service potential. Work over and aboverestoring an asset to original service potential is upgrade/expansion or new works expenditure.5.4.1 Renewal planAssets requiring renewal are identified from estimates of remaining life obtained from the asset registerthrough the ‘Renewal Model’. Candidate proposals are inspected to verify accuracy of remaining lifeestimate and to develop a preliminary renewal estimate. Verified proposals are ranked by priority andavailable funds and scheduled in future works programmes. The priority ranking criteria is detailed inTable 5.4.1.Council intends to use MyPredictor to develop these renewal plans in the future.CriteriaWeightingPerceived Risk Factor 40%Pipe Size (Catchment Area) 20%Previous Performance History 20%Customer Requests 20%Total 100%District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 22 -Table 5.4.1 Renewal Priority Ranking CriteriaRenewal will be undertaken using ‘low-cost’ renewal methods where practical. The aim of ‘low-cost’renewals is to restore the service potential or future economic benefits of the asset by renewing theassets at a cost less than replacement cost.Council will identify the optimal intervention point for each asset type to ensure serviceability at minimalcost.Examples of low cost renewal include:• Deepening storage basins.5.4.2 Renewal standardsRenewal work is carried out in accordance with the following Standards and Specifications.• Council’s Engineering Design Standards• AS/NZS4058 Precast concrete pipes, and• AS/NZS3725 Design for installation of buried concrete pipes5.4.3 Summary of future renewal expenditureProjected future renewal expenditures are forecast to increase over time as the asset stock ages. Thecosts are summarised in Figure 5. Note that all costs are shown in current 2008 dollar values.Planned Capital Renewal - Stormwater Drainage ($'000s)360350340$'000s3303203103002009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18Capital Renewal $ 320 324 328 331 335 339 344 348 352Year* Based on depreciation.Figure 5.4.3 Projected Capital Renewal Expenditure*Deferred renewal, i.e. those assets identified for renewal and not scheduled for renewal in capital worksprograms are to be included in the risk assessment process in the risk management plan.Renewals are to be funded from Council’s capital works program and grants where available. This isfurther discussed in Section 6.2.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 23 -5.5 Creation/Acquisition/Upgrade PlanNew works are those works that create a new asset that did not previously exist, or works which upgradeor improve an existing asset beyond its existing capacity. They may result from growth, social orenvironmental needs. Assets may also be acquired at no cost to the Council from land development.These assets from growth are considered in Section 4.4.5.5.1 Selection criteriaNew assets and upgrade/expansion of existing assets are identified from various sources such ascouncillor or community requests, proposals identified by strategic plans or partnerships with otherorganisations. Candidate proposals are inspected to verify need and to develop a preliminary renewalestimate. Verified proposals are ranked by priority and available funds and scheduled in future worksprogrammes. The priority ranking criteria is detailed below.CriteriaWeightingPotential for Stormwater Reuse 10%Safety/Risk Factor 40%Flooding 20%Customer Requests 10%External Funding 20%Table 5.5.1 New Assets Priority Ranking Criteria5.5.2 Standards and specificationsStandards and specifications for new assets and for upgrade/expansion of existing assets are the sameas those for renewal shown in Section 5.4.2.5.5.3 Summary of future upgrade/new assets expenditureCouncil is yet to determine its planned capital upgrade expenditure.New assets and services are to be funded from Council’s capital works program and grants whereavailable. This is further discussed in Section 6.2.5.6 Disposal PlanDisposal includes any activity associated with disposal of a decommissioned asset including sale,demolition or relocation.Council has identified a limited number of assets for possible decommissioning and disposal in thestormwater drainage network. Any assets identified will be further investigated to determine the requiredlevels of service and see what options are available for alternate service delivery, if any.Asset Reason for Disposal Timing Cash flow from disposalMorphett Street Capacity issues 2008/09 NilDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 24 -Table 5.6 Assets identified for DisposalWhere cash flow projections from asset disposals are not available, these will be developed in futurerevisions of this infrastructure asset management plan.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 25 -6. FINANCIAL SUMMARYThis section contains the financial requirements resulting from all the information presented in theprevious sections of this infrastructure asset management plan. The financial projections will beimproved as further information becomes available on desired levels of service and current and projectedfuture asset performance.6.1 Financial Statements and ProjectionsThe financial projections are shown in Figure 7 for planned operating (operations and maintenance) andcapital expenditure (renewal and upgrade/expansion/new assets).1,4001,2001,00080060040020002008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18Maintenance 680 707 735 765 795 827 860 895 930 968Renewal 296 320 324 328 331 335 339 344 348 352Figure 6.1 Planned Operating and Capital ExpenditureNote that all costs are shown in current 2008/09 dollar values.6.1.1 Sustainability of service deliveryThere are two key indicators for financial sustainability that have been considered in the analysis of theservices provided by this asset category, these being long term life cycle costs and medium term costsover the 10 year financial planning period.Long term - Life Cycle CostLife cycle costs (or whole of life costs) are the average costs that are required to sustain the servicelevels over the longest asset life. Life cycle costs include maintenance and asset consumption(depreciation expense). The annual average life cycle cost for the services covered in this infrastructureasset management plan is $1.15M.Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in serviceprovision. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycleexpenditure will vary depending on the timing of asset renewals. The life cycle expenditure at the start ofthe plan is $0.95M (based on spending 100% of depreciation).A gap between life cycle costs and life cycle expenditure gives an indication as to whether presentconsumers are paying their share of the assets they are consuming each year. The purpose of thisstormwater drainage infrastructure asset management plan is to identify levels of service that theDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 26 -community needs and can afford and develop the necessary long term financial plans to provide theservice in a sustainable manner.The life cycle gap for services covered by this infrastructure asset management plan is XX per annum.The life cycle sustainability index is 83%.Medium term – 10 year financial planning periodThis infrastructure asset management plan identifies the estimated maintenance and capital expendituresrequired to provide an agreed level of service to the community over a 20 year period for input into a 10year financial plan and funding plan to provide the service in a sustainable manner.This may be compared to existing or planned expenditures in the 20 year period to identify any gap. In acore infrastructure asset management plan, a gap is generally due to increasing asset renewals.Projected asset renewals in the 20 year planning period are derived from the asset register. Theprojected asset renewals are compared to planned renewal expenditure in the capital works program andcapital renewal expenditure in year 1 of the planning period. From this information, the annual andcumulative funding gap between projected and planned renewals can be derived.Council intends to undertake the calculation of this funding gap in future revisions of this plan.Stormwater assets are typically a long lived asset and much of Council’s assets are in the early stage oftheir life. Therefore, very few renewals are planned for the medium term.Providing services in a sustainable manner will require matching of projected asset renewals to meetagreed service levels with planned capital works programs and available revenue.A gap between projected asset renewals, planned asset renewals and funding indicates that further workis required to manage required service levels and funding to eliminate any funding gap.Council will manage the ‘gap’ by developing this infrastructure asset management plan to provideguidance on future service levels and resources required to provide these services. Council is yet todetermine the implications of managing the funding gap and will do so in future revisions of this plan.Council’s long term financial plan covers the first 10 years of the 20 year planning period. The totalmaintenance and capital renewal expenditure required for stormwater drainage over the 10 years is$11.43M.This is an average expenditure of $1.14M. Estimated maintenance and capital renewal expenditure inyear 1 is $0.95M. The 10 year sustainability index is 83%.6.2 Funding StrategyProjected expenditure identified in Section 6.1 is to be funded from Council’s operating and capitalbudgets. The funding strategy is detailed in the Council’s 10 year long term financial plan and fundingpolicy.6.3 Valuation ForecastsAsset replacement values are forecast to increase in this asset class as additional assets are added tothe asset stock from construction and acquisition by Council and from assets constructed by landdevelopers and others and donated to Council. Figure 9 shows the projected replacement cost assetvalues over the planning period in current 2008/09 dollar values.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 27 -Projected Asset Replacement Value - Stormwater Drainage40,00035,00030,00025,000$'000s20,00015,00010,0005,0002009 2010 2011 2012 2013 2014 2015 2016 2017 2018YearFigure 6.3a Projected Asset ValuesDepreciation expense values are forecast in line with asset values as shown in Figure 10.Projected Asset Depreciation - Stormwater Drainage450400350300$'000s250200150100502009 2010 2011 2012 2013 2014 2015 2016 2017 2018YearFigure 6.3b Projected Depreciation ExpenseThe depreciated replacement cost (current replacement cost less accumulated depreciation) will varyover the forecast period depending on the rates of addition of new assets, disposal of old assets andconsumption and renewal of existing assets. Forecast of the assets’ depreciated replacement cost isshown in Figure 11.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 28 -Projected Depreciated Replacement Cost - Stormwater Drainage35,00030,00025,000$'000s20,00015,00010,0005,0002009 2010 2011 2012 2013 2014 2015 2016 2017 2018YearFigure 6.3c Projected Depreciated Replacement Cost6.4 Key Assumptions made in Financial ForecastsThis section details the key assumptions made in presenting the information contained in thisinfrastructure asset management plan and in preparing forecasts of required operating and capitalexpenditure and asset values, depreciation expense and carrying amount estimates. It is presented toenable readers to gain an understanding of the levels of confidence in the data behind the financialforecasts.Key assumptions made in this infrastructure asset management plan are:• All pipe depth assumed to be 1.5 metres• All unknown pipe material assumed to be reinforced concrete.• All unknown pipe diameter assumed to be 375mm• All pits assumed to be of the same standard size• All assets to be in a condition commensurate with their age profile• All unknown pit types have been classified as light duty.• Current spend is sufficient to maintain current service level. This will need to be challenged overthe next few years.Accuracy of future financial forecasts may be improved in future revisions of this infrastructure assetmanagement plan by the following actions:• Further visual inspection and audit of assets• Measurement of asset dimensions such as pipe diameters, pit depths, etc.• CCTV of pipe internals to validate condition rating• Tracking maintenance expenditure type i.e. planned, reactive, etc.• Monitoring asset decay over time to establish a suitable lifecycle profile for each asset type.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 29 -7. ASSET MANAGEMENT PRACTICES7.1 Accounting/Financial SystemsCouncil’s finance system is Authority from CIVICA. This system has been utilised as Council’s primaryfinance system for a number of years. It currently manages all financial transactions and holds theGeneral Ledger. It includes a Capital Value Register (CVR) for storing asset valuation details andcomputing depreciation expenses.The Senior Finance Officer and Senior Accountant are responsible for operating the finance system. ASystems Analyst provides technical support for the systems operation and maintenance.The South Australian Local Government (Financial Management) Regulations 1999 requires that Councilprepare and maintain all accounting records, accounts and financial statements in accordance with allrelevant Australian Accounting Standards. The following accounting standards and guidelines must becomplied with• AASB 116 Property, Plant & Equipment – prescribes requirements for recognition anddepreciation of property, plant and equipment assets• AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are notin excess of their recoverable amounts• AASB 1021 Depreciation of Non-Current Assets – specifies how depreciation is to be calculated• AAS 1001 Accounting Policies – specifies the policies that Council is to have for recognition ofassets and depreciation• AASB 1041 Accounting for the reduction of Non-Current Assets – specifies the frequency andbasis of calculating depreciation and revaluation basis used for assets• AAS 1015 Accounting for acquisition of assets – method of allocating the value to new assets onacquisition• AAS 27 Financial reporting by Local Government• AAS 1010 Recoverable Amounts of Non-Current Assets – specifies requirement to test thereasonableness of valuationsCouncil has prepared a draft capitalisation and depreciation policy which is currently being reviewed.Financial thresholds and activities have been developed to assist in determining when expenditure iscapital or maintenance.7.2 Asset Management SystemsCouncil has a number of systems that when combined provide effective asset management. These are:• Assetic’s MyValuer – asset register holding inventory data, condition data, valuation data andrelated documents such as photos.• Assetic’s MyPredictor – modelling to determine long-term forecast expenditure programs, bothcapital works and maintenance.• MapInfo’s GIS – the location of all assets and in some cases the point of entry for new assets.• CIVICAS Authority – CRM and possibly works managementAsset Management systems are linked to the finance system in the following ways:• Asset valuation and depreciation is calculated in MyValuer and then exported to Authority to beentered at the asset class level.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 30 -• Capital treatments and maintenance expenditure are determined from Authority and used asinputs into the modelling in MyPredictor.In 2007, Council began to implement financial work orders to compliment the current ledger structure andprovide the necessary detail to measure asset performance over it’s life. This was also regarded as away to record the different kinds of maintenance expenditure on each asset i.e. planned, unplanned andcyclic. Work orders have only been partially implemented and further investigation is needed to identifythe most suitable costing model and then proceed to change the current work practises of staff.Responsibilities for administering asset management systems are as follows:• Manager Assets and Contracts – Assetic software (MyValuer, MyPredictor)• GIS Officer – MapInfo• Systems Analyst – AuthorityAs a result of this stormwater drainage asset management plan, the following changes are proposed forthe asset management system:• Tighter integration with the GIS so that all assets can be located easily with some accuracy• Transition to work order system for work planning and control• Add additional asset data to the asset register to make the system more useful for staff• Link customer requests with specific assets or asset types.7.3 Information Flow Requirements and ProcessesThe key information flows into this infrastructure asset management plan are:• The asset register data on size, age, value, remaining life of the network;• The unit rates for categories of work/material;• The adopted service levels;• Projections of various factors affecting future demand for services;• Correlations between maintenance and renewal, including decay models;• Data on new assets acquired by council.The key information flows from this infrastructure asset management plan are:• The assumed Works Program and trends;• The resulting budget, valuation and depreciation projections;• The useful life analysis.These will impact the Long Term Financial Plan, Strategic Business Plan, annual budget anddepartmental business plans and budgets.The asset management system holds the entire asset register for all infrastructure assets. MyValuerrecords the unit rate, economic life, remaining useful life, replacement value, annual depreciation andwritten down value for each and every asset in the register. Authority too has an asset register called theCapital Value Register or CVR. The CVR has a high level summary of the asset values stored inMyValuer. For example, MyValuer has valuation information on every component (surface, pavement,kerbing, footpath, etc.) of every segment of every road whereas the CVR only records the value at thehighest level – the road.The purpose of this integration is to ensure that current asset values are accurately presented in financialstatements from Authority without the need to duplicate entire asset registers.The asset management system will be able to inform the finance system as to what capital work ordersare required to be created in any one year. By using MyPredictor to generate capital works programs,District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 31 -this information can be easily migrated to Authority to create the work orders so that expenditure can betracked against that job.Currently Council is developing it processes for recognising the creation of infrastructure assets. Councilhas embarked on a journey to capture the back log of asset inventory data primarily for the purposes ofasset revaluation. This is ion the threshold of being completed and Council recognises the importance ofnow maintaining the asset register as has been reflected in the asset management policy.New assets can be realised in any one of the following ways:• Gifted to Council from developers• Constructed as part of a project, and• Installed by Field Services staffThe number of gifted stormwater assets to Council is on the increase. With the majority of these assetsbeing buried, it is important that good as-constructed information is supplied by the developer. Councilhas developed its own digital as-constructed information standards to ensure that this occurs. Thisstandard, when partnered with the Engineering Design Standards, provides the developer with all theinformation needed to deliver high quality assets and information relating to those assets to thesatisfaction of Council. Council’s own Developer Interface Engineer ensures that developers follow thecorrect process for recognising new assets.Similarly for major projects, the Project Manager is responsible for ensuring that the informationpertaining to any new stormwater assets is provided to Council in adherence with the standards and in atimely manner.Lastly, Council is working on procedures for internal staff to follow when installing new assets. This willinvolve recording some detail about the new asset and its location and then passing this information tothe officer responsible for updating the asset register. Currently this process is very informal.Council recognises the sensitivity of new asset creation as opposed to maintenance or repair. Council’scapitalisation policy describes in financial and non-financial terms what is considered to be a new asset(capital expenditure) and what is considered to be just maintenance. For example; a pipe replacement isconsidered capital in nature if the pipe length replaced is greater than 6 metres or the entire task costmore than $5,000 to complete.7.4 Standards and GuidelinesCouncil has an asset management policy and strategy which prescribe how asset management is to beutilised by Council to achieve it strategic outcomes defined in its Community Strategic Plan.In summary the purpose of the Asset Management Policy is to guide Council in the delivery of needsbased services to the residents, businesses and visitors of the District. It is based on a set of policyprinciples that relate to:• Asset Planning & Budgeting• Asset Operations & Maintenance• Risk Assessment & Management• Asset Accounting & Costing• Information Systems• Data ManagementDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 32 -The objective of this Asset Management Strategy is to develop a structured set of strategies aimed atenabling Council to improve its asset management practices in line with Council’s Community StrategicPlan 2008-2018 and Asset Management Policy. Combined with the subsequent asset management plansfor each asset class, these documents will provide Council with a set of comprehensive information and aframework to assist both short and long-term service delivery planning.A key benefit of implementing this strategy is the resultant ability for Council to align its resources andneeds against a key set of actions to implement asset management planning techniques that can bemonitored for their performance and cost effectiveness.The IIMM provides an international best practice context to the development of asset managementcapability within Council. The maturity level of this Council to undertake best practice is reported in theasset management strategy and will be reviewed regularly by an independent source.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 33 -8. PLAN IMPROVEMENT AND MONITORING8.1 Performance MeasuresThe effectiveness of the infrastructure asset management plan can be measured in the following ways:• The degree to which the required cashflows identified in this infrastructure asset managementplan are incorporated into council’s long term financial plan and Strategic Management Plan;• The degree to which 1-5 year detailed works programs, budgets, business plans andorganisational structures take into account the ‘global’ works program trends provided by theinfrastructure asset management plan;8.2 Improvement PlanThe asset management improvement plan generated from this infrastructure asset management plan isshown in Table 8.2.TaskNoTask Responsibility ResourcesRequiredTimeline1. Set response levels of service for reactivemaintenance.Infrastructureand ProjectsStaff,ACEAMDec20082. Modify finance system to captureexpenditure against all types of maintenance– reactive, planned and cyclic.CorporateServicesSystemsAnalystJune20093. Undertake condition audits of a smallpercentage of stormwater pipes to validateconsumption profile.ManagerAssetsContractsandFieldServicesJune20104. Monitor asset performance. ManagerAssetsContractsandSeniorAccountant,FieldServicesDec20095. Modify Customer Request reporting to collectthe necessary data for measuring customersatisfaction and responsiveness.CorporateServicesSystemsAnalystJune20096. Document maintenance management Infrastructureand ProjectsFieldServices,ACEAMMar20097. Define maintenance and capital renewalstandards and specificationsInfrastructureand ProjectsStormwaterEngineerMar20098. Continue to capture the remainingstormwater asset detail into the corporateasset registerCorporateServicesGIS Officer,FieldServicesJune20099. Implement procedures for the handover ofnew asset information from developersincluding as-constructed plans.CorporateServicesGIS Officer,InterfaceEngineerDec200810. Undertake further planning on therequirements for upgrade of stormwaterassets.Infrastructureand ProjectsStormwaterEngineerJune2009District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 34 -Table 8.2 Improvement Plan8.3 Monitoring and Review ProceduresThis infrastructure asset management plan will be reviewed during annual budget preparation andamended to recognise any changes in service levels and/or resources available to provide those servicesas a result of the budget decision process.The Plan has a life of 4 years and is due for revision and updating within 2 years of each Council election.District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 35 -District Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 36 -REFERENCESDistrict Council of Mount Barker, ‘Draft Community Strategic Plan 2008 – 2018,District Council of Mount Barker, Annual Budget ReportsDistrict Council of Mount Barker, Transport Master PlanDistrict Council of Mount Barker, Long Term Financial PlanDVC, 2006, ‘Asset Investment Guidelines’, ‘Glossary’, Department for Victorian Communities, LocalGovernment Victoria, Melbourne,http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocumentIPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works EngineeringAustralia, Sydney, www.ipwea.org.auMount Barker Development Plan (2008), http://www.planning.sa.gov.au/edp/pdf/MTB.PDFState Infrastructure PlanStormwater Industry Association of South Australia, http://www.stormwater.asn.au/sa/Natural Resource Management BoardsAPPENDICESDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan

- 37 -Appendix A - Map: Distribution of Stormwater Assets Across the DistrictDistrict Council of Mount Barker – Stormwater Drainage Infrastructure Asset Management Plan