infrastructure services committee agenda · 2020-06-19 · report to infrastructure services...

A Quality Rural Lifestyle - in a vibrant, caring and sustainable community

Infrastructure Services

Committee Agenda

23 June 2020

Upper Hunter Shire Council – Infrastructure Services Committee Agenda – 23 June 2020 Page 1

To All Councillors You are hereby notified that the next meeting of the Infrastructure Services Committee will be held on 23 June 2020 in the COUNCIL CHAMBERS and/or ZOOM at 12.00pm, for the purpose of transacting the undermentioned business. This meeting will be audio recorded and those in attendance should refrain from making any defamatory statements. There are to be no other recordings of this meeting without the prior authorisation of the committee. The Infrastructure Services Committee consists of

Cr Lorna Driscoll, Cr Ron Campbell, Cr James Burns and Cr Maurice Collison

STEVE MCDONALD

GENERAL MANAGER

1. APOLOGIES

2. DECLARATION OF INTEREST

3. PUBLIC PARTICIPATION

4. BUSINESS ITEMS

INFRASTRUCTURE SERVICES REPORTS .................................................................................. 1

ISC.06.1 ASSET MANAGEMENT PLAN ................................................................................................. 1

ISC.06.2 ASSET MANAGEMENT STRATEGY AND ASSET MANAGEMENT POLICY ..................................... 8

5. COUNCILLOR QUESTIONS

Report To Infrastructure Services Committee 23 June 2020



INFRASTRUCTURE SERVICES REPORTS ISC.06.1 ASSET MANAGEMENT PLAN

RESPONSIBLE OFFICER: Nicholas Havyatt - Director Infrastructure Services AUTHOR: Jeff Bush - Manager Strategic Assets PURPOSE The purpose of this report is to seek Council’s approval of the updated draft Roads, Bridges, Stormwater, Open Space, Buildings, Saleyards, Airport & Swimming Pools, Water and Sewer Asset Management Plans (AMP’s).

RECOMMENDATION That Council receive the report and adopt the following revised Asset Management Plans:

1. Asset Management Plan - Roads; 2. Asset Management Plan - Bridges; 3. Asset Management Plan - Stormwater & Drainage; 4. Asset Management Plan - Open Spaces; 5. Asset Management Plan - Building Assets; 6. Asset Management Plan - Swimming Pools, Aerodrome & Saleyards; 7. Asset Management Plan - Water Services; and, 8. Asset Management Plan - Sewer Services.

BACKGROUND Council has an Asset Management Strategy that sets the guidelines for implementing consistent asset management processes throughout Council. Asset Management Plans (AMP’s) were prepared using the Institute of Public Works & Engineering Australia “NAMS PLUS” system which is based on the International Management System. There is a requirement that the activities associated with all of Council’s Asset Classes be reported on an annual basis and therefore the information needs to be easily updated without significantly altering the AMP document every year. Asset Management Plans are part of Council’s IP&R framework. As part of the IP&R framework Section 403 of the Local Government Act 1993 requires Council to have a Resourcing Strategy that includes AMP’s to implement the strategies identified in the Community Strategic Plan. Asset management planning is a comprehensive process to ensure that the delivery of services from infrastructure is provided in a financially sustainable manner. An AMP provides detailed information about infrastructure assets including the actions required to provide an agreed level of service in the most cost effective manner. AMP’s define the services to be provided, how the services are provided and what funds are required to provide the services.




REPORT/PROPOSAL Updated draft AMP’s have been prepared and are provided under separate cover. The draft AMP’s have been arranged generally in accordance with the National Asset Management System (NAMS) Template in that they retain the traditional AMP structure and text, however have been tailored to be more specific to Upper Hunter Shire Council. Key information that needs to be updated on an annual basis such as asset valuation, performance information and financial forecasts are located in a new section at the back of the document before the appendices. The AMP’s show the total cost of maintenance and renewal over a ten year period to identify the required funding to be factored into Council’s long term financial planning. The plans also identify:

Community and technical levels of service; Funding levels determined using life cycle cost analysis principles; Potential new assets required to cater for demographic changes; Renewal/Replacement Plan; Asset creation, acquisition and upgrade plans.

The key inputs to the AMP’s development include:

Latest asset valuations, asset attributes and condition information; Latest performance information from benchmarking reports; Actual expenditure for operational and capital works; Planned financial forecasts for operational and capital works at activity level; Identified capital improvements by asset class and Actual performance for achieving levels of service.

The key deliverables for the AMP’s are:

Ten year financial forecasts based on the agreed capital projects and optimized operational expenditure forecasts;

Risk registers for the water and sewerage services activity in the NAMS PLUS risk template and

Levels of service tables to industry practice. As the plans will go out on public exhibition with the Community Strategic Plan, the report is to note that these have been reviewed and are in draft form ready for exhibition. OPTIONS

1. adopt the revised Asset Management Plans. 2. To reject all or individual revised Asset Management Plans.

Option 1 is preferred




CONSULTATION An internal steering group of Council officers was established to ensure wide input and review was obtained in updating the AMP’s. This group comprised:

Director Infrastructure Services Director Corporate Services Manager Strategic Assets Manager Finance

Supervisors and operational staff from all of Council’s locations were consulted during the preparation of the plans. STRATEGIC LINKS a. Community Strategic Plan 2027 This report links to the Community Strategic Plan 2027 as follows: COMMUNITY LIFE Goal 1 A supported Community.

CS1 Advocate for, develop and implement programs, services and facilities for our ageing Community.

CS3 Advocate for, support and provide series and facilities for young people, children, families and people with a disability.

Goal 2 Promote wellbeing and a connected, healthy and happy Community.

CS7 Provide and support a broad range of sport, recreation, health and wellness programs to target age specific needs of residents including younger children older children, adolescents, families, seniors and people with a disability.

BUILT & NATURAL ENVIRONMENT Goal 3 Protect the natural Environment

CS10 Advocate for, facilitate and support programs that protect and sustain our diverse environment for our future generations.

CS11 Encourage and support active Community participation within our Community to care for our environment and provide for a sustainable future.

Goal 4 Plan for a sustainable future.

CS13 Implement and regularly review Strategic Land Use Plans, Environmental Planning Instruments and Development Controls, which reflect the needs and expectations of the broad Community.

CS15 Plan, facilitate and provide for a changing population for current and future generations.

ECONOMY & INFRASTRUCTURE Goal 5 A sustainable and prosperous economy.

CS18 Encourage a diverse economy whilst promoting and preserving our agriculture and equine industries.




CS19 Encourage retail and commercial business to locate and prosper within our Shire. CS20 Encourage and support innovative industry and a diversity of businesses that

provide a range of services and employment opportunities for current and future generations.

CS22 Provide attractive and functional town centres and support revitalisation of towns and villages including investment in built heritage and improvement of existing buildings.

Goal 6 Increase, enhance and maintain civil infrastructure, Community assets and open

spaces to meet the needs of current and future generations. CS24 Provide for replacement, improvement and additional Community and open space

infrastructure through investment, best practice and risk management. CS25 Provide inviting public spaces that are clean, green, properly maintained, well

designed, encourage active participation, family friendly and accessible to all.

Goal 7 Enhance and improve the road network and bridges to meet the needs of current and future generations and communicate priorities and progress to the Community.


CS27 Maintain and upgrade the road network and bridges. CS28 Increased Community engagement and updates on infrastructure planning, road

priorities, works and improvements. CS29 Advocate, facilitate and/or provide traffic management and public transport

facilities to meet the needs of the Community.

LEADERSHIP Goal 8 Provide Community leadership.

CS30 Effectively and efficiently manage the business of Council, while encouraging an open and participatory Council with an emphasis on transparency, Community engagement, action and response.

CS33 Utilise emerging innovative communication technologies and techniques to increase awareness of Council’s activities and services.

Goal 9 Advocate for the Community.

CS40 Encourage and build strong partnerships between the Community, business and all levels of government support implementation of the CSP 2027 and to deliver the Community priorities.

CS41 To participate and encourage regional coordination and planning between Councils and other generations.

CS42 Provide timely and effective advocacy and leadership on key community issues and priorities.

We are working to achieve the following Community Priorities:




b. Delivery Program The 2019/20 DPOP objectives for the Asset Management Plans are outlined below: Roads and Bridges – ‘To undertake road and bridge maintenance and construction

works to an acceptable standard in a cost-effective, cost efficient and safe manner.’ Stormwater – ‘To provide stormwater drainage systems to manage flows.’ Open Space – ‘To facilitate the provision of recreational and cultural facilities to meet

identified community need.’ Aerodrome – provide a CASA approved airport. Saleyards – operate a quality livestock selling facility. Buildings – effectively manage and monitor Council’s property portfolio. Water – provide adequate and secure potable water to recognized standards. Sewer – maintain sewer systems for transport and treatment of sewerage to meet

licenced requirements. The major activity is to implement Asset replacement programs to minimise failures and ensure provision of assets at a satisfactory level of service. c. Other Plans In addition, Council’s previously Water and Sewer Services AMP’s have been revised and updated to the same structure to ensure there is consistency and ease for Council staff to update the documents and use the information for reporting purposes as required. IMPLICATIONS a. Policy and Procedural Implications The AMP’s will introduce renewal criteria to assist in assessing the priority of asset renewal works. A number of specific internal procedures have been revised to improve data capture of asset conditions and record works undertaken.




b. Financial Implications The revised allocations for renewals being proposed in the plans will not impact adversely on the financial sustainability of the Councils general, water and sewer funds. However, the financial risk associated with the provision of major new infrastructure, as has been identified, will require action to ensure affordability of those projects overall. While the draft AMP’s do not have direct financial implications they do highlight the potential deteriorating position of the asset network due to capital replacement shortfalls in the adopted Long Term Financial Plan. c. Legislative Implications Section 403 of the Local Government Act 1993 requires Council to have a long-term strategy (called it’s “resourcing strategy”) for the provision of the resources required to implement the strategies established by the community strategic plan that the Council is responsible for. The resourcing strategy includes asset management planning (along with long term financial planning and workforce management planning). There is no legislative requirement for the resourcing strategy to be placed on public exhibition. d. Risk Implications Risks include public health and economic costs if funding levels for asset maintenance and renewal are not adequate, leading to increased potential asset failures. e. Sustainability Implications Nil.

f. Other Implications Nil CONCLUSION The updated AMP’s are more concise, strategic and structured, with information that flows logically in the documents and is easily updated for future revisions. The AMP’s are more appropriate for Council in relation to Council’s size and recognizing that it is a rural Council. The establishment and updating of sound AMP’s is both a legislative requirement and an essential tool to ensure that services are provided in an efficient and sustainable way for the long term. These plans will be a valuable tool in the management of Roads, Bridges, Stormwater and Open Space services to the Shire’s residents.




ATTACHMENTS

1 Asset Management Plan - Roads Excluded 2 Asset Management Plan - Bridges Excluded 3 Asset Management Plan - Stormwater & Drainage Excluded 4 Asset Management Plan - Open Spaces Excluded 5 Asset Management Plan - Building Assets Excluded 6 Asset Management Plan - Swimming Pools, Aerodrome & Saleyards Excluded 7 Asset Management Plan - Water Services Excluded 8 Asset Management Plan - Sewer Services Excluded




ISC.06.2 ASSET MANAGEMENT STRATEGY AND ASSET

MANAGEMENT POLICY

RESPONSIBLE OFFICER: Nicholas Havyatt - Director Infrastructure Services AUTHOR: Jeff Bush - Manager Strategic Assets PURPOSE The purpose of this report is to seek Council’s approval of the updated Asset Management Strategy and Asset Management Policy.

RECOMMENDATION That Council adopt the updated Asset Management Strategy and Asset Management Policy.

BACKGROUND Council is required to maintain a set of policies that are current and meet the requirements for Council to operate under. Council must review all policies within 12 months of a new Council being formed, but also needs to review and update policies as required. REPORT/PROPOSAL Council provides services to the community and many of these services are supported and provided through infrastructure assets. The provision of assets maintained to meet community needs and expectations is fundamental to the economic, social and cultural vibrancy of the Upper Hunter Shire. Council’s overall goal in managing infrastructure assets is to provide the required level of service in a sustainable manner for present and future consumers. The policy addresses legislative requirements under the Local Government Act 1993 and its associated amendments. The current policy has had some minor changes made to reflect current practice. The Asset Management Strategy (AMS) is designed to provide a plan to manage Councils physical infrastructure assets over the long term including setting parameters for asset selection, maintenance, inspection and renewal which plays a key role in determining the operational performance and sustainability of Council. The Asset Management Strategy is included as part of the Council Resourcing Strategy as required by the Local Government Integrated Planning and Reporting framework. Asset Management Planning incorporates an Asset Management Strategy, Asset Management Policy and Asset Management Plans. OPTIONS

1. To adopt the modified strategy and policy. 2. To amend the modified strategy and policy.




CONSULTATION

Director Infrastructure Services. Manager Financial Services. Asset Manager.

STRATEGIC LINKS a. Community Strategic Plan 2027 This report links to the Community Strategic Plan 2027 as follows: COMMUNITY LIFE Goal 1 A supported Community.

CS1 Advocate for, develop and implement programs, services and facilities for our ageing Community.

CS3 Advocate for, support and provide series and facilities for young people, children, families and people with a disability.

Goal 2 Promote wellbeing and a connected, healthy and happy Community.

CS7 Provide and support a broad range of sport, recreation, health and wellness programs to target age specific needs of residents including younger children older children, adolescents, families, seniors and people with a disability.

BUILT & NATURAL ENVIRONMENT Goal 3 Protect the natural Environment


CS11 Encourage and support active Community participation within our Community to care for our environment and provide for a sustainable future.

Goal 4 Plan for a sustainable future.

CS13 Implement and regularly review Strategic Land Use Plans, Environmental Planning Instruments and Development Controls, which reflect the needs and expectations of the broad Community.

CS15 Plan, facilitate and provide for a changing population for current and future generations.

ECONOMY & INFRASTRUCTURE Goal 5 A sustainable and prosperous economy.

CS18 Encourage a diverse economy whilst promoting and preserving our agriculture and equine industries.

CS19 Encourage retail and commercial business to locate and prosper within our Shire. CS20 Encourage and support innovative industry and a diversity of businesses that

provide a range of services and employment opportunities for current and future generations.

CS22 Provide attractive and functional town centres and support revitalisation of towns and villages including investment in built heritage and improvement of existing buildings.




Goal 6 Increase, enhance and maintain civil infrastructure, Community assets and open spaces to meet the needs of current and future generations.

CS24 Provide for replacement, improvement and additional Community and open space infrastructure through investment, best practice and risk management.

CS25 Provide inviting public spaces that are clean, green, properly maintained, well designed, encourage active participation, family friendly and accessible to all.

Goal 7 Enhance and improve the road network and bridges to meet the needs of current

and future generations and communicate priorities and progress to the Community.


CS27 Maintain and upgrade the road network and bridges. CS28 Increased Community engagement and updates on infrastructure planning, road

priorities, works and improvements. CS29 Advocate, facilitate and/or provide traffic management and public transport

facilities to meet the needs of the Community.

LEADERSHIP Goal 8 Provide Community leadership.

CS30 Effectively and efficiently manage the business of Council, while encouraging an open and participatory Council with an emphasis on transparency, Community engagement, action and response.

CS33 Utilise emerging innovative communication technologies and techniques to increase awareness of Council’s activities and services.

Goal 9 Advocate for the Community.

CS40 Encourage and build strong partnerships between the Community, business and all levels of government support implementation of the CSP 2027 and to deliver the Community priorities.

CS41 To participate and encourage regional coordination and planning between Councils and other generations.

CS42 Provide timely and effective advocacy and leadership on key community issues and priorities.

We are working to achieve the following Community Priorities:




b. Delivery Program

Effectively manage the business of Council within its Charter. c. Other Plans Asset Management Plans IMPLICATIONS a. Policy and Procedural Implications The strategy and policy is due for ratification by Council. b. Financial Implications Nil c. Legislative Implications This strategy and policy address legislative requirements under the Local Government Amendment (Planning and Reporting) Act 2009. d. Risk Implications Nil e. Sustainability Implications Nil

f. Other Implications Nil CONCLUSION That the amended Asset Management Strategy and Policy be adopted. ATTACHMENTS

1 Risk Management - Asset Management Policy 2 Asset Management Strategy

ATTACHMENT NO: 1 - RISK MANAGEMENT - ASSET MANAGEMENT POLICY ITEM NO: ISC.06.2




To set guidelines for implementing consistent asset management processes throughout Upper Hunter Shire Council (UHSC).

To ensure adequate provision is made for the future long-term renewal and expansion of major infrastructure assets by:

Ensuring that Council’s services and infrastructure are provided in a sustainable manner, with the appropriate levels of service to residents, visitors and the environment.

Safeguarding Council assets including physical assets and employees by implementing appropriate asset management strategies and appropriate financial resources for those assets.

Creating an environment where all Council employees take an integral part in overall management of Council assets by creating and sustaining an asset management awareness throughout the organisation by training and development.

Meeting legislative requirements for asset management. Ensuring resources and operational capabilities are identified and responsibility for asset

management is allocated. Demonstrating transparent and responsible asset management processes that align with

demonstrated best practice.

This policy applies to all physical assets owned or controlled by Council, assets which are critical to Council’s service delivery and assets which are incorporated in the Community Strategic Plan and Delivery Program and Operational Plan.

Background 1. Council is committed to implementing a systematic asset management methodology in order to apply

appropriate asset management best practices across all areas of the organisation. This includes ensuring that assets are planned, created, operated, maintained, renewed and disposed of in accordance with Council’s priorities for service delivery.

2. Council owns and uses a range of physical assets of substantial value to support its core business of delivery of services to the community.

3. Asset management practices impact directly on the core business of the organisation and appropriate asset management is required to achieve our strategic service delivery objectives.

4. Adopting assets management principles will assist Council in achieving its Strategic Long –Term Financial Plan.

5. Asset management relates directly to Council’s Strategic Plan. All of Council’s guiding principles in its Community Plan contain an element of asset management. The guiding principles are: Supporting the community and promote wellbeing with a connected, healthy and happy

community.

Protecting the natural environment and planning for a sustainable future

Encourage investment in business and tourism through a diverse economy whilst promoting and preserving our agricultural and equine industries. Provide for enhancement, renewal and maintaining of Council’s infrastructure assets to meet the needs of current and future generations.

Provide effective advocacy and leadership to deliver the key priorities and expectations of the



community as identified through consultation and engagement.

Community Life

o Advocate for, develop and implement programs, services and facilities for our ageing Community.

o Advocate for, support and provide services and facilities for young people, children, families and people with a disability.

o Advocate for, support and facilitate the provision of facilities for health and health related services.

o Support existing education facilities and enhance learning opportunities.

Built & Natural Environment

o Advocate for, facilitate and support programs that protect and sustain our diverse environment for our future generations.

o Ensure that all actions, decisions and policy response to natural hazards and climate change remain current and reflect capacity, Community expectations and changes in environmental and climate change information.

o Plan, facilitate and provide for a changing population for current and future generations.

o Provide efficient and effective waste and recycling services and support improved waste minimisation and recycling practices.

Economy & Infrastructure

o Provide attractive and functional town centres and support revitalisation of the towns and villages including investment in built heritage and improvement of existing buildings.

o Provide for replacement, improvement and additional Community and open space infrastructure through investment, best practice and risk management.

o Provide inviting public spaces that are clean, green, properly maintained, well designed, encourage active participation, family friendly and accessible to all.

o Provide safe and reliable water and sewerage services to meet the demands of current and future generations.

o Maintain and upgrade the road network and bridges.

o Increased Community engagement and updates on infrastructure planning, road priorities, works and improvements.

o Advocate, facilitate and/or provide traffic management and public transport facilities to meet the needs of the Community.

Leadership

o Council is focused on innovation and continuous improvement to ensure a high quality of service which is aligned with business needs and Community priorities.

o Encourage and build strong partnerships between the Community, business and all levels of government to support implementation of the CSP 2027 and to deliver the Community priorities.

6. A strategic approach to asset management will ensure that the Council delivers the highest appropriate level of service through its assets. This will provide positive impact on:



Members of the public and staff; Council’s financial position; The ability of Council to deliver the expected level of service and infrastructure; The political environment in which Council operates; and The legal liabilities of Council.

Principles

1. A consistent Asset Management Strategy must exist for implementing systematic asset management and appropriate asset management best-practice throughout all Departments of Council.

2. All relevant legislative requirements, together with political, social, economic and environmental aspects are to be taken into account in asset management.

3. Asset management principles will be integrated within existing planning and operational processes. 4. Asset management plans will be developed for major service/asset categories. The plans will be

informed by community consultation and financial planning and reporting. 5. An inspection regime will be used as part of asset management to ensure agreed service levels are

maintained and to identify asset renewal priorities. 6. Asset renewals required to meet agreed service levels and identified in adopted asset management

plans and long term financial plans will be fully funded in the annual budget estimates. 7. Service levels agreed through the budget process of identified in adopted Asset Management Plans

will be fully funded in the annual budget estimates. 8. Asset renewal plans will be prioritised and implemented progressively based on agreed service levels

and the effectiveness of the current assets to provide that level of service. 9. Where there is an identified backlog of works for a group of assets, Council will identify the backlog

and acknowledge in the level of service that a backlog exists and develop a strategy to deal with the backlog.

10. Systematic and cyclic reviews will be applied to all asset classes and are to ensure that the assets are managed, valued and depreciated in accordance with appropriate best practice and applicable Australian Standards.

11. Future life cycle costs will be reported and considered in all decisions relating to new services and assets and upgrading of existing services and assets; and incorporated into Council’s ten year plan.

12. Future service levels will be determined in consultation with the community. 13. Training in asset and financial management will be provided for Councillors and relevant staff.

General Manager

The General Manager will consider the advice of the Senior Management Group, the responsible officer, and any other stakeholders (such as committees or other members of staff) prior to approving any controlled document, in accordance with this policy.

Councillors

The Councillors will consider the advice of the General Manager, Senior Management Group, the responsible officer, and any other stakeholders (such as committees or other members of staff) prior to approving any controlled document, in accordance with this policy.

Directors

Each of the directors will ensure that all controlled documents in their areas of responsibility are reviewed and maintained as required by the timed review date or as a result of legislative or organisational change.

Supervisors/Coordinators and Managers

Supervisors, coordinators and managers will ensure that all controlled documents in their areas of responsibility are reviewed and maintained as required by the timed review date or as a result of legislative or organisational change.



Asset Management Strategy and associated Asset Management Plans. Integrated Planning and Reporting requirements. Content Manager UHSC-349/20

Scheduled review

ATTACHMENT NO: 2 - ASSET MANAGEMENT STRATEGY ITEM NO: ISC.06.2




To manage and operate the appropriate mix of sustainable community infrastructure at the

lowest life cycle cost that supports communities in the Upper Hunter Shire Council



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infrastructure services committee agenda · 2020-06-19 · report to infrastructure services...

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