Annual Report 2014-15

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ASSET MANAGEMENT Asset Management Policy and Strategy The City’s Asset Management Policy (AM Policy), which was first developed in 2006, guides the strategic management of the City’s diverse asset portfolio. This Policy was last updated on 28 May 2013. The City’s first Asset Management Strategy (AM Strategy) was prepared in 2013 in alignment to the City’s Integrated Planning & Reporting Framework. Together with the AM Policy, they provide the framework and direction for the management of the City’s diverse asset portfolio. Both the AM Policy and AM Strategy are due to be reviewed and updated in 2015/2016. Asset Management Plans (AMPs) The City’s first set of AMPs were adopted by Council in 2010 and 2011 which covered three of the five categories of assets which were Transportation Infrastructure, Buildings and Stormwater Drainage. These plans largely focused on establishing a sustainable long term strategy to manage the asset renewal funding gap and long term asset renewal demand. The review of these plans is under way, including the preparation of AMPs for the remaining two asset categories, which are Parks and Natural Area assets. Finalisation of the plans is anticipated in 2015/2016. Asset Renewal Gap The City manages and maintains a diverse infrastructure asset portfolio, which has a total renewal value in excess of $1.6 billion. The current predicted value of unfunded renewals (renewal backlog) is $12.4 million. The City continues its challenge in balancing its budgets to maintain and replace assets and infrastructure and managing the ongoing asset renewal backlog, while also building new assets and capital investments, providing excellent facilities for the wellbeing of the growing community. ASSET CATEGORY ASSET REPLACEMENT VALUE ($ MILLION) CURRENT PREDICTED UNFUNDED RENEWAL - BACKLOG ($ MILLION) Transport Infrastructure 945 4.900 Building Assets 202 0.400 Park Assets 179 6.900 Stormwater Drainage Assets 248 0 Coastal & Natural Areas Assets 41 0.200 Total 1,615 12.400 Asset Management System The City has plans to invest in dedicated Asset Management System software. This will commence with an update to the financial system currently being considered. Following the update to this system, the City will commence the procurement of compatible dedicated Asset Management System software. In the upcoming year, the following activities are planned: 1. Development of a 20-year Long Term Capital Works Programme. 2. Development of a project prioritisation tool in support of decision making around project criticality in substantiating capital project spend prioritisation. 3. Undertake a maturity assessment of the City’s asset management systems approach. 4. Review and update of the City’s existing Strategic Asset Management Framework. 5. Development of a strategy for the City adopting a systematic approach to Asset Management such as implementing an ISO 55001 based approach. ENTERPRISE RISK MANAGEMENT Risk Management Framework and Methodology An enterprise approach to managing risks underpins the way in which the City conducts its business and makes decisions. A Council approved, robust and consistently applied risk management methodology, aligned with current best practice and AS/NZS 1SO31000:2009 Risk Management – Principles and Guidelines, is used to identify, prioritise and respond to risk management issues which may impact the achievement of the City’s business objectives. Throughout 2014/15, the following was accomplished, in further supporting the City’s approach to managing risk: • The City’s Risk Methodology was adopted in June 2014. • The City’s Risk Management Framework was endorsed in January 2015. • Risk assessments were carried out at Strategic, Corporate and Operational levels. • Risk management is embedded in the City’s Project Management Framework. • Development of Business Continuity Plans at Directorate level. 48 | ANNUAL REPORT 2014/2015 | CITY OF WANNEROO | GOVERNANCE
Kingsway indoor stadium Strategic Risks The Management Team conducts a quarterly review of the City’s strategic risks. The table below depicts the City’s current Strategic Risk profile: RISK TYPE EXTERNAL RELATIONS ASSETS INFORMATION FINANCE/ COMMERCIAL PEOPLE/ ORGANISATION PRODUCT/ SERVICE QUALITY Governance Risks Decision Making Long Term Financial Planning Strategic Risks Integrated Infrastructure & Utility Planning Water Availability Economic Growth Strategic Community Plan Fossil Fuel Availability Climate Change Productive Communities Stakeholder Relationships Inherited Parks & Streetscape Assets Activity Centres Viability | ANNUAL REPORT 2014/2015 | CITY OF WANNEROO | GOVERNANCE 49
Page 1 and 2: CITY OF WANNEROO ANNUAL REPORT 2014
Page 3 and 4: CONTENTS A message from the Mayor .
Page 5 and 6: The Annual Report charts our progre
Page 7 and 8: One important measure of our achiev
Page 9 and 10: WELCOME TO THE ANNUAL REPORT 2014/1
Page 11 and 12: THE CITY OF WANNEROO’S VISION AND
Page 13 and 14: CITY PROFILE The City of Wanneroo i
Page 15 and 16: The majority of this growth is expe
Page 17 and 18: FINANCIAL HEALTH OVERVIEW 2014/15 R
Page 19 and 20: OPERATING EXPENSES Operating expens
Page 21 and 22: Regional Sporting Complex Baseball
Page 23 and 24: Capital Expenditure Per Programme T
Page 25 and 26: FINANCIAL POSITION Assets ASSETS 20
Page 27 and 28: Operating Surplus Ratio This ratio
Page 29 and 30: SERVICE DELIVERY OVERVIEW The City
Page 31 and 32: City Council GOVERNANCE As one of A
Page 33 and 34: YOUR COUNCIL Mayor Tracey Roberts J
Page 35 and 36: Statement of Business Ethics The Ci
Page 37 and 38: Council Meetings Dates during 2014/
Page 39 and 40: DISBANDED COMMITTEES AND WORKING GR
Page 41 and 42: Community Engagement Why We Engage
Page 43 and 44: Local Business in Wanneroo Economic
Page 45 and 46: 2015 JAN FEB MAR APRIL MAY JUNE Glo
Page 47: Corporate Governance Corporate gove
Page 51 and 52: INTERNAL AUDIT The City's internal
Page 53 and 54: INJURY MANAGEMENT The focus for Inj
Page 55 and 56: The Organisational Structure The Ci
Page 57 and 58: OUR EMPLOYEES The City of Wanneroo
Page 59 and 60: Staff by employment type (Number of
Page 61 and 62: OUR PERFORMANCE Lenore Road | ANNUA
Page 63 and 64: Level 1 provides for the 10-year St
Page 65 and 66: PILLARS AND STRATEGIC OBJECTIVES EN
Page 67 and 68: Community Satisfaction KPI 2012 201
Page 69 and 70: Koondoola Community Centre construc
Page 71 and 72: Proposed Yanchep Surf Live Saving C
Page 73 and 74: PROJECT DESCRIPTION Project Status
Page 81 and 82: OPERATIONAL ACTIONS PERFORMANCE The
Page 83 and 84: INTERESTING FACTS INTERESTING FACTS
Page 85 and 86: Our major achievements in 2014/15 S
Page 87 and 88: SERVICE KEY PERFORMANCE INDICATOR S
Page 89 and 90: CBP REF NO. CBP ACTIONS PROJECT DEL
Page 91 and 92: PILLAR: SOCIETY Aspiration: Healthy
Page 93 and 94: ACHIEVEMENTS, CHALLENGES AND FUTURE
Page 95 and 96: Clarkson Library Libraries Almost 1
Page 97 and 98: Integrated Infrastructure & Utility
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• Launch the Live Work Play Wanne
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SERVICE KEY PERFORMANCE INDICATOR S
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4TH QUARTER (APRIL - JUNE 2015) CBP
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PILLAR: ECONOMY Aspiration: Progres
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Looking Ahead - 2015/16 CBP Operati
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3.4 Smart communities Our major ach
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City Council PILLAR: CIVIC LEADERSH
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Tri Cities Alliance with Hon. Julie
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Customer Relations Centre at City C
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CBP OPERATIONAL ACTIONS The table b
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CBP REF NO. CBP ACTIONS PROJECT DEL
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CBP REF NO. CBP ACTIONS PROJECT DEL
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CBP REF NO. 4.3 u 4.3 v 4.3 x 4.3 y
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Other land transactions DATE Septem
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in implementing its social communit
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FINANCIAL REPORT | ANNUAL REPORT 20
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Financial Statements 2015 City of W
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Financial Statements 2015 Financial
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In making those risk assessments, t
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Annual Report 2014-15

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