asset management plan part a - general … ranges shire council asset management plan – part a –...

MACEDON RANGES SHIRE COUNCIL

ASSET MANAGEMENT PLAN

PART A - GENERAL INFORMATION

Adopted – 27 June 2012

Revision History

Issue Date Details By

A March 2012 Draft for comment from Asset Management Committee TG, AM

B May 2012 Draft for comment from Council Staff AM

C May 2012 For Councillor Briefing AM

D 27 June 2012 Adopted Council

CONTENTS

1 EXECUTIVE SUMMARY ............................................................................................... 1

2 INTRODUCTION.......................................................................................................... 2

2.1 Background ............................................................................................................. 3

2.1.1 Plan Format ...................................................................................................... 3

2.1.2 Purpose of the plan .......................................................................................... 3

2.1.3 Relationship with other planning documents ................................................... 4

2.1.4 Assets Included in the Plan ............................................................................... 6

2.1.5 Key Stakeholders .............................................................................................. 7

2.1.6 Organisation structure ..................................................................................... 7

2.2 Goals & Objectives of Asset Ownership ................................................................... 9

2.2.1 Reasons and justification for Asset Ownership ................................................. 9

2.2.2 Links to organisation vision, mission, goals and objectives ............................... 9

2.3 Plan framework ..................................................................................................... 11

2.3.1 Key Elements to the Plan ................................................................................ 11

3 LEVELS OF SERVICE ................................................................................................... 12

3.1 Community Engagement and Expectations ........................................................... 12

3.1.1 Background and Customer Engagement Undertaken ..................................... 12

3.1.2 Customer Service Charter ............................................................................... 13

3.1.3 Community Satisfaction Survey ...................................................................... 13

3.1.1 Pathway - CRM ............................................................................................... 14

3.1.2 Consultation Process ...................................................................................... 14

3.2 Legislative Requirements ....................................................................................... 14

3.3 Community and Technical Levels of Service ........................................................... 15

4 FUTURE DEMAND .................................................................................................... 16

4.1 Demand Forecast .................................................................................................. 16

4.1.1 Municipal Population Forecasts ...................................................................... 16

4.1.2 Population Density along Growth Corridors ................................................... 19

4.1.3 Development Contribution Plans .................................................................... 19

5 RISK MANAGEMENT................................................................................................. 21

5.1 Introduction .......................................................................................................... 21

5.2 Risk Assessment Procedure ................................................................................... 22

5.2.1 Risk Context ................................................................................................... 23

5.2.2 Risk Identification ........................................................................................... 23

5.2.3 Risk Analysis and Evaluation ........................................................................... 23

5.2.4 Risk Treatment ............................................................................................... 23

5.2.5 Consult and Communicate ............................................................................. 23

5.2.6 Monitor and Review Risk ................................................................................ 24

5.3 Risk Register .......................................................................................................... 24

5.4 Risk Management Policy ........................................................................................ 24

5.5 Roles and Responsibilities ..................................................................................... 25

6 LIFECYCLE MANAGEMENT PLANS ............................................................................. 26

6.1 Introduction .......................................................................................................... 26

6.2 Work Category Definitions .................................................................................... 27

6.2.1 Operations ..................................................................................................... 27

6.2.2 Routine Maintenance ..................................................................................... 27

6.2.3 Renewals ........................................................................................................ 28

6.2.4 Upgrades ........................................................................................................ 29

6.2.5 New Works ..................................................................................................... 29

6.2.6 Asset Disposal ................................................................................................ 29

6.3 Asset Hierarchy ..................................................................................................... 30

7 FINANCIAL PLAN ...................................................................................................... 31

7.1 Financial Statements and Projections .................................................................... 31

7.2 Funding Strategy ................................................................................................... 31

7.3 Key Assumptions Made in Financial Forecast ......................................................... 31

8 ASSET MANAGEMENT PRACTICES ............................................................................. 32

9 MONITORING AND REVIEW PROCEDURES ................................................................ 33

10 APPENDICES ............................................................................................................. 34

Appendix A - Organisational Chart ....................................................................................... 34

Appendix B - Consultation Matrix ........................................................................................ 35

Macedon Ranges Shire Council Asset Management Plan – Part A – General Information

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1 EXECUTIVE SUMMARY

The Macedon Ranges Shire Council is responsible for the provision of many community

focussed services and, in doing so, must ensure that its infrastructure assets and community

facilities are maintained in accordance with well-developed asset management programs

and strategic forward plans to enable these services to meet the community needs. Asset

management is seen as a practical and financially responsible means of managing council’s

assets by ensuring that the assets continue to provide a specified level of service delivery to

defined standards over their entire life.

Asset Management Plans (AMP’s) form the centrepiece of council’s business planning

framework. The aim of an asset management plan is to set out how the Council delivers

services to the community on a long term sustainable basis and the infrastructure required

underpinning the service delivery.

The Asset Management Plan is the best place to capture and document corporate

knowledge about assets and importantly service delivery. It influences the future

Operational, Maintenance, Renewal and Capital Investment requirements which in turn

influences the future service delivery. This document addresses high level strategic

objectives facing Council and is a key document to the sustainable management of

community infrastructure.

The Plan has been broken into several parts.

• Part A - General Information - Information common to all assets (this plan)

• Part B - Roads

• Part C - Buildings

• Part D - Drainage

• Part E - Open Space

Part A, this document, covers what would otherwise be repetitive content in the asset

specific plans.

Each of these parts will have their own Executive Summary highlighting issues specific to that

asset group. Most importantly the AMP’s are intended to provide advice to Council on the

financial requirements for long-term sustainability of each asset group. This means

understanding the impact of any funding gap and a plan to manage that gap where it exists.

In addition each part will provide outcomes of financial modelling used to determine long-

term funding requirements for asset renewal and maintenance.


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2 INTRODUCTION

Macedon Ranges Shire is located approximately an hour’s drive north of Melbourne’s

Central Business District. It is renowned for its semi-rural lifestyle, unique natural features

such as Hanging Rock, and for the character and heritage of the local townships. An

estimated 38,3601 people were living in the Shire as recorded in 2006 and this is growing.

The Shire has a diverse economic base. Townships in the Shire’s south, including Gisborne,

New Gisborne, Riddells Creek, Romsey, Woodend, Macedon and Mt Macedon, are a focus

for commuters to Melbourne.

In the north, the townships of Kyneton, Lancefield, Malmsbury and Tylden are characterised

by agricultural and manufacturing enterprises. These are based around the Shire’s many

wineries and speciality farms, as well as sheep and cattle grazing, and broad acre cropping.

Other significant industries include light industrial manufacturing, specialty service industries

and tourism-associated enterprises.

Tourism is a growing industry in the Macedon Ranges. Key features include gourmet food,

fine wine, art, major events, natural attractions, the gardens of Mt Macedon, historic

townships and special places to stay. A map of the Shire is provided in Figure 1.

Figure 1: Macedon Ranges Shire Map

Council's main administration centres are located at Kyneton and Gisborne with two service

centres located at Romsey and Woodend and an Operations Centre (Depot) at Woodend.

12006 Census of Population and Housing, Basic Community Profile for Macedon Ranges (Local Government

Area) which remains the copyright of the Australian Bureau of Statistics (ABS)


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2.1 Background

2.1.1 Plan Format

The plan is sectioned into separate parts based on Asset Class:

• Part A - General Information - Information common to all assets (this plan).

• Part B - Roads




2.1.2 Purpose of the plan

Council’s infrastructure represents a significant investment by the community and is vital to

its health and well-being. Stewardship of infrastructure is a core Council function. Sound

asset management is necessary to enable Council to meet its responsibilities to:

• Provide services to current and future generations;

• Provide and maintain community infrastructure within the Shire, and;

• Encourage and support the economic and social development of the Shire.

Outputs provided by the management and development of the Council Infrastructure

contribute to the economy and health and safety of the community. This enables orderly and

safe use of roads, buildings, parks and supporting infrastructure throughout the Shire.

The overall objective of Asset Management (AM) is:

“The efficient management of infrastructure assets in a sustainable and planned manner

that supports the delivery of services to the community and its visitors”

The specific purpose of this plan is to:

• Demonstrate responsible stewardship;

• Define and articulate how the infrastructure is and will be managed to achieve Council’s

objectives;

• Provide a basis for customer consultation to determine the appropriate levels of service;

• Manage risk of asset failure;

• Achieve savings by optimising whole of life costs; and

• Support long term financial planning.

The outcomes of the plan will identify the future funding requirements for service delivery

accounting for the following factors:

• Adopted Levels of Service;

• Future demand for infrastructure;

• Current asset performance;


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• Asset Failure;

• Risk;

• Required works; and

• Funding constraints.

This Asset Management Plans are living documents that will be formally reviewed and

improved every three years.

2.1.3 Relationship with other planning documents

The relationship of this plan to other plans and policies is outlined in Table 1. This asset

management plan has strong linkages particularly with Councils Vision 2025, Council Plan

2009-2013, Strategic Resource Plan, Annual Report, Asset Management Policy and Asset

Management Strategy.

Table 1: Relationship with Other Plans

Plan Description

Vision 2025

The Macedon Ranges Vision 2025 is a plan for how we want our community to be in 2025. It has been developed over a two-year-period with input from a range of people through a variety of forums and activities. It expresses the fundamental values and beliefs of our citizens in relation to their community and environment and sets out a vision for what our community wants and needs, projected well into the future.

Council Plan 2009-2013

The Council Plan outlines many of the major activities that the Macedon Ranges Shire Council will undertake to ensure that the work and priorities set by Council align with the Macedon Ranges 2025 Vision Statement. This Asset Management Plan review process is a key action identified in Outcome 3.2. Sustainable Asset Management.

Strategic Resource Plan The Strategic Resource Plan describes the resources and long-term financial strategies that Council needs to achieve its Vision, Goals and Outcomes that are defined in the Council Plan.

Long Term Financial Plan

The Long Term Financial Plan sets the high level financial parameters that guide the development of service levels, revenue levels and budgets in line with long term strategies and objectives in a financially sustainable manner.

Annual Report The Annual Report outlines the specific actions to which Council has committed to in the coming financial year and performance statements for the current financial year.

Asset Management Policy Broadly outlines the relevance of asset management to Council and provides the framework for which Council will undertake the long-term management of its assets.

Asset Management Strategy

Outlines Council’s strategic approach to asset management and discusses the future direction of Council through identification of asset management goals and initiatives. Also identifies the actions required to improve asset management within Council over a five-year-period.

Risk Management Policy This policy was updated in September 2011, it defines risk, sets the policy statement and outlines risk responsibilities across the organisation.


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Plan Description

Risk Management Strategy The purpose of this document is to set out the strategy ensuring that Risk Management is incorporated both within the corporate planning framework and day-to-day operations of the Council.

Capital Investment Guidelines

This document provides a framework by which Macedon Ranges evaluates its list of proposed capital projects. The guidelines assess the risk of doing/not doing the work as well as allowing users to detail the benefits and the ongoing annualised service and operating cost of specific projects. The project list is then prioritised based on the outcomes of business case evaluation.

Asset Handover procedure for Infrastructure Assets

The purpose of this document is to ensure that all Council infrastructure assets, whether gifted from private developers, Council Capital Works or Development Contribution Plan works, are handed over to Council and maintenance activities commence promptly after completion of works.

Asset Responsibility Matrix This matrix identifies the general responsibilities for various stages of the asset life cycle at an asset sub-class level.

Occupational, Health and Safety (OH&S) Policy

Outlines the objectives, responsibilities and application of this policy, directed at providing a safe and healthy work environment for all.

Settlement Strategy

The Settlement Strategy responds to Macedon Ranges Shire Council’s identified need for an integrated long term plan to manage the growth and development of the Shire. The Strategy provides the overall direction for urban growth – consistent with environmental constraints, community aspirations and government policy – until 2036.

Information & Communications Technology

Strategy

This outlines the utilisation of technology to assist Departments within Council to operate more efficiently. The use of the Asset Management System and the Infra-Active system are central to Council’s I.T. strategy for assets.

Community Infrastructure Contribution Policy

To ensure the community’s social wellbeing and health, economy and environment through provision of infrastructure, Council in partnership with the development industry has a responsibility to ensure adequate resources are provided. This policy is therefore written to achieve a shared responsibility for our community’s future between Council and the development industry.

Engineering Requirements for Infrastructure

Construction

These guidelines detail the engineering requirements associated with infrastructure construction resulting from development within the Shire. Key areas for consideration include requirements for roads and drainage, landscaping, street lighting, developer contributions to infrastructure and community infrastructure levy, and property owner contributions towards road and footpath construction in unconstructed or partially constructed road reserves.

Customer Service Charter This document has been developed in consultation with all staff and reflects the standards of customer service that have been adopted by Council and accepted by its staff.

Community Plans Developed on a town-by-town basis each community action plan identifies priority actions that are in line with the town’s direction: “Where does the town want to be?”.


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Plan Description

Small Town Strategy

The study was prepared in conjunction with local communities, Council and key service authorities. It attempts to balance the aspirations of the community against any physical or servicing constraints to identify what aspirations can be realised. The Study looks at land use planning issues in:

• Carlsruhe;

• Darraweit Guim;

• Lancefield;

• Lauriston;

• Macedon;

• Malmsbury;

• Monegeetta – Bolinda;

• Mount Macedon;

• Newham; and

• Tylden.

Other documents with a direct relationship to specific assets are listed in that specific Asset

Management Plan.

2.1.4 Assets Included in the Plan

Council’s asset classification is described in Table 2.

Table 2: Assets Included in the Plan

Part Asset Class Assets Groups

A General Information All Asset Groups

B Roads

Road Pavement

Paths

Kerb & Channel

Bridges & Major Culverts

Road Furniture

C Buildings

Community Facilities

Recreation, Leisure and Cultural

Tourism

Municipal

Open Space

D Drainage

Underground Drainage

Surface Drainage

Water Quality Devices

Flood Prevention

E Open Space

Open Space Infrastructure

Sportsgrounds

Playgrounds

Trees


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2.1.5 Key Stakeholders

Assets are provided to support the services Council delivers to the community. Table 3

shows the key stakeholders with an interest in infrastructure service and performance.

Table 3: Key Stakeholders

Government

Victorian Government having responsibility for Local

Government. Victorian and Australian Governments fund

infrastructure developments.

Councillors As stewards of Council’s assets.

Ratepayers/Residents Value for money, standards, levels of service. Expect to be

provided with efficient, reliable and safe services that meet

agreed levels of service. Visitors Having expectations as temporary users of Council services.

Council Staff Having responsibility for the implementation of asset

management strategies to ensure effective and efficient

management of assets.

Contractors/Suppliers As providers of services required to undertake management

activities.

Insurers Integral to risk management strategies that require sound

AM practice.

User Groups Having expectations as temporary users.

Committees of Management (CoM)

As providers of services required to undertake management

activities.

Stakeholders with an involvement with specific assets are detailed in each AMP.

2.1.6 Organisation structure

2.1.6.1 Organisational Chart

The organizational chart details the relationship and lines of authority within Council. This

chart is included in Appendix A.

2.1.6.2 Roles & Responsibilities

Council has set out general responsibilities for various stages of the asset life-cycle at an

Asset Sub-Class Level. The responsibilities and allocation of the roles are listed in the Asset

Responsibility Matrix which forms part of the Asset Management Strategy. Table 4 shows

the various stages of the asset life-cycle. For the roles allocated under the Asset

Responsibility Matrix refer to the Asset Management Strategy.


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Table 4: Various Stages of Asset Life-cycle

Element Description

OWNER The Asset Owner is a Director who is ultimately responsible for the asset.

CLIENT The Client is a Manager or Director who requires the asset to deliver

services.

PLANNING Asset Planners are responsible for planning to meet the needs of the

community through the use of specific assets. Asset planning covers the

following items:

Consultation with users

Identifying users' needs

Setting service levels

Identifying future demand

Risk identification

DESIGN Asset design covers the preparation of concept, preliminary and

construction drawings. Where asset designs are prepared by external

entities the officer responsible for Asset Design is responsible for their

specification and procurement.

CONSTRUCTION Construction deals with the physical acquisition of an asset, either by

construction or purchase. The Asset Constructor is responsible for

managing the acquisition and ensuring that the Council Tendering and

Purchasing Guidelines are adhered to during that process.

OPERATION Asset operation covers the day-to-day use of the asset. The officer

responsible for Asset Operations uses the asset to provide a service to the

community. Actions by asset operators could include:

Setting and managing lease arrangements

Monitoring and reviewing service levels

Responding to Citizen/user enquiries

Requesting additional capital works to increase the level of service

MAINTENANCE The Maintenance Manager is responsible for maintenance of the asset.

This includes contact with citizens when requests for maintenance are

received from users.

RENEWAL The Manager responsible for Asset Renewal plans and executes major

works to the asset that either result in a significant extension of its

operating life or replacement of the asset at the end of its life.

DISPOSAL The Manager responsible for Disposal of an asset arranges for its disposal

according to Council policy and statutory requirements.


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2.2 Goals & Objectives of Asset Ownership

2.2.1 Reasons and justification for Asset Ownership

The Local Government Act 1989 prescribes the objectives and functions of a municipal

council. Section 3C(1) of the Act states:

“The primary objective of a Council is to endeavour to achieve the best

outcomes for the local community having regard to the long term and

cumulative effects of decisions.”

Section 3C(2) of the Act then adds more substance to the primary objective by specifying a

number of facilitating objectives such as:

a. To promote the social, economic and environmental viability and

sustainability of the municipal district;

b. To ensure that resources are used efficiently and effectively and services are

provided in accordance with the best value principles to meet the needs of

the community;

c. To improve the overall quality of life of people in the community;

d. To ensure that services and facilities provided by Council are accessible and

equitable.

Section 3E(1) of the Act prescribes a number of council functions, the ones particularly

relevant to asset management being:

a. Planning for and providing services and facilities for the local community; and

b. Providing and maintaining community infrastructure in the municipal district.

The objectives and functions set out in the Local Government Act 1989 also closely accord

with the overall goals and principles of asset management. This plan will therefore seek to

establish a balance between meeting the level of service required by the community with

the level of funding available to operate and maintain the infrastructure.

2.2.2 Links to organisation vision, mission, goals and objectives

The operation and development of the Council owned infrastructure will be guided by and

consistent with Council’s vision and key objectives as stated in the Council Plan, Asset

Management Policy and Asset Management Strategy.

Council’s key strategic goal that overarches this asset management plan is ‘Sustainable

Environment and Infrastructure’. As stated in the Council Plan 2009-2013 this goal is defined

below and outlines Councils intentions in regard to Macedon Ranges Shire’s built and natural

environments:

“Safe, functional assets and a protected natural environment.”

“To promote responsible and sustainable planning, open space and environmental

practices when developing and maintaining community and natural assets.”

The four outcomes supporting this goal are set out in Table 5.


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Table 5: Outcomes supporting Council’s Strategic Infrastructure Goal

No. Outcome Details

1 Enhanced and Protected

Natural Environment

Protect the area’s natural environment through strategies and actions that address roadsides, waterways, remnant

vegetation, fire prevention, volunteer/land care initiatives, recycling and waste minimisation.

2 Effective and Sustainable

Maintenance of Assets and Open Space

Ensure that asset management strategies for our built environment are sustainable and funding is reflective of our objective to reduce the asset renewal and maintenance gap

whilst meeting current and future community needs.

3 Sustainable Asset

Management

Ensure that our infrastructure assets are maintained in a manner that is sustainable whilst minimising risk and our open

space is presented in a safe condition that encourages participation.

4 Infrastructure that meets

Community Needs

Ensure infrastructure Planning and Major Project delivery is co-ordinated and driven by clear strategic planning and

sustainable funding.

This asset management plan is supported by Council’s vision, mission and goals as identified

in the Asset Management Policy:

Council’s vision is to:

“Provide leadership in this inspired region by providing the opportunity for all to live a

fulfilling life, whilst protecting our heritage, environment and a sense of community

through our shared commitment to a sustainable Macedon Ranges.”

One of Council’s missions is to:

“Provide physical assets such as roads, footpaths, drains, buildings and public

amenities which are the fundamental infrastructure of a community and facilitate

safe, healthy and equitable access and service delivery for our community and

visitors.”

The goals as identified in the Asset Management policy are:

• To maintain an accurate, consistent and consolidated register, which records all of our

assets, purchases, sales, as well as depleted or redundant assets;

• To undertake a life cycle approach to the management of infrastructure assets and

utilise asset management tools to assist in life cycle modelling;

• To regularly maintain and renew assets to assist in the delivery of the required level of

service and to ensure assets continue to function as built, for their full life; and

• To prioritise funding for the maintenance, operation and renewal of existing assets

above the funding of new assets.

• To develop and implement guidelines for the allocation of financial resources, both

Capital and Recurrent, over short and long term timelines to meet projected growth due

to new development. New development includes Development Contribution Plan

works, Council Capital Works and gifted works from private developers.


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2.3 Plan framework

2.3.1 Key Elements to the Plan

The plan format is consistent with that recommended in the International Infrastructure

Management Manual (IIMM) developed jointly by the NZ National Asset management

Steering Group and the Institute of Public Works Engineering of Australia.

The key elements of the Asset Management Plan are:

• Levels of Service

This outlines the levels of service required based on customer research and

expectations, statutory requirements and strategic and corporate goals. It also

contains tables detailing expected and current performance measures.

• Future Demand

This section details the future growth trends, the impact of these trends on

infrastructure and demand management strategies to deal with the projected

growth.

• Risk

This section outlines Council’s risk management framework. It also contains tables of

risk events, their severity and consequence.

• Lifecycle Management

This gives an overview of the whole life management of each asset type. For each

asset type it details (where applicable) it’s current performance, maintenance plan,

renewal plan, replacement plan, disposal plan, creation plan and development plan.

• Financial Summary

This section details the 20 year financial forecast with its associated assumptions and

sensitivity analysis. It contains an asset valuation for each asset type and their

associated confidence levels. It also outlines the Council’s funding strategy.

• Plan Monitoring & Improvement

This section deals with methods of monitoring performance by detailing asset

management processes, systems and data. It outlines an asset management

improvement plan and details procedures for monitoring and review.


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3 LEVELS OF SERVICE

The levels of service will be refined over a period of time to respond to the expectations of

customers (users and other stakeholders). This will require a clear understanding of

customers’ needs, expectations and preferences, and their willingness to pay for any

increase in levels of service.

The levels of service (LOS) defined in this section will be used to:

• Inform customers of the level of service offered by assets;

• Formulate life cycle asset management strategies to deliver these defined levels of

service;

• Measure performance of the asset management strategies; and

• Enable customers to assess suitability, affordability and equity of the services offered.

The LOS reflects Council’s current service delivery and are based on:

• Customer Research and Expectations.

Information gained from customers on expected quality and price of services.

• Strategic and corporate goals.

Provide guidance for the scope of current and future services offered, the manner of

service delivery and defines the specific levels of service, which the organisation wishes

to achieve.

• Legislative Requirements.

Legislation, regulations, environmental standards and Council Local Laws that impact on

the way assets are managed (e.g. regulations, health and safety legislation etc.). These

requirements set the minimum level of service to be provided.

• Australian Standards for design and construction of infrastructure.

In providing infrastructure, the Professional Engineer is required to take into account the

relevant standards developed by the profession. These standards will set the minimum

design parameters for infrastructure delivery.

3.1 Community Engagement and Expectations

3.1.1 Background and Customer Engagement Undertaken

Council’s customer research into infrastructure needs and satisfaction includes:

• One-on-one contact (letters, phone calls etc.);

• Annual community satisfaction survey; and

• Implementation of the Pathway – CRM (customer request system).

The annual customer survey measures satisfaction with the overall service. These give a

broad understanding of current customer satisfaction and do not attempt to determine LOS

desired by customers or the reasons behind various satisfaction levels.


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Council’s annual customer survey outputs can be used as a tool for:

• Giving a broad view of user demographics;

• Targeting broad areas of asset performance; and

• Targeting focus groups.

3.1.2 Customer Service Charter

Council’s Customer Service Charter expresses Council’s commitment to providing a high

standard of service and ensuring consistency and sustainability in service delivery.

With a commitment to partnering with the community through extensive consultation and

participation, the community is invited to:

• Attend Council meetings and other formal decision making meetings;

• Attend other consultative and community forums involving council to meet and talk

with Councillors and Shire staff and hear about our projects and programs;

• Contact your local Councillor;

• Contact our staff to discuss Council services and projects; and

• Participate in processes that will assist us to measure, evaluate and improve our

customer service performance.

3.1.3 Community Satisfaction Survey

The community satisfaction survey is an independent state-wide survey of local Councils

which measures residents’ satisfaction with the service and performance of their local

Councils. The community satisfaction survey is undertaken annually and the latest results

are for 2011. For each measure, residents indicated their level of satisfaction by means of a

five-point-scale as shown in Table 6:

Table 6: Survey Scoring System

Score Scale Results

5 Excellent – outstanding performance

4 Good – a high standard

3 Adequate – an acceptable standard

2 Needs some improvement

1 Needs a lot of improvement

A number of areas were measured including:

• Overall performance generally of the Council;

• Council’s advocacy and community representation on key local issues;

• Council’s engagement in decision-making on key local issues.

• Council’s interaction and responsiveness in dealing with the public; and

• Overall performance in key service areas and responsibilities.


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3.1.1 Pathway - CRM

All customer complaints, requests and enquiries, whether in person, by phone or by mail, are

logged in Pathway – CRM, Council’s customer request system. The request is categorised by

asset type and location, automatically assigned to a department and sends an e-mail

notification to the appropriate actioning officer. An appropriate response time for

responding to the customer and dealing with the issue is built into the system for escalation

and reporting purposes.

This system has been in operation since November 2011 when it replaced the previous Infra-

Active Customer Request System. Reports on Customer Request information can be

extracted for some asset groups.

3.1.2 Consultation Process

Public consultation is undertaken in accordance with Council’s Community Consultation

Framework and associated consultation matrix.

The Community Consultation Framework provides clear guidelines for both the community

and Council on how and when the community will be consulted on matters being considered

by Council.

The consultation matrix looks at the consultation methods against the consultation type as

detailed in Appendix B.

The outcomes of public consultation are used to identify issues of concern to the community

and to assess the satisfaction of the community with the performance of Council.

3.2 Legislative Requirements

Background legislation of regulations which impacts on the asset operation and performance

or specifies a certain level of service are listed in the asset specific plans and include a brief

explanation of the requirement.

Legislation or regulations which may impact on all assets includes:

• Local Government Act, 1989

• Local Government (Best Value Principles) Act 1999

• Occupational Health and Safety Act 2004

• Equal Opportunity Act 1995

• Environment Protection Act 1970

• Emergency Management Act 1986

• Planning and Environment Act 1987


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3.3 Community and Technical Levels of Service

There are two types of service levels required:

• Community based; and

• Technical based.

Council has acknowledged and recognised results from Community Satisfaction Surveys and

requests within Council’s Pathway System and used these to established Community Levels

of Service.

The next step for Council in defining the Community Levels of Service is to have a good

understanding of the cost to deliver the ‘current’ Levels of Service. This will enable Council

to undertake Community Consultation and negotiate the agreed level of service targets.

Technical based service levels define the measures and targets in place to allow Council to

manage its infrastructure to a standard ensuring satisfactory achievement of the community

levels of service. The technical levels of service support the processes engaged to meet

community expectations.

Council has a commitment to establishing individual Service Plans for the services it provides.

Customer Levels of Service and the Technical Levels which support them, will be stated in

the relevant Service Plans.

Council’s current levels of service for asset based indicators will be detailed in asset specific

plans and will be developed further as Service Plans are completed.


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4 FUTURE DEMAND

4.1 Demand Forecast

Demand management is all about understanding the changes occurring within the Shire and

managing these changes into the future. Such changes can be population, demographic,

industry, climate change, technological etc.

With this in mind MRSC plans for future infrastructure requirements by considering:

• Population Growth;

• Proposed Township Development Programs; and

• Demographic profiles.

By understanding the growth trends and demographic changes occurring within the Shire,

Council can make decisions that address demand and support the need to undertake

improvement works or to build a new asset.

Improvement works or new infrastructure may be funded by:

• Council;

• Developers; or

• Committees of Management through Government grants.

Understanding population growth and demographic profiles allows the need for

improvement works and new infrastructure to be predicted. MRSC in turn considers the

impact of demand on existing infrastructure as well as the need for new facilities to support

changes in demand.

The impact of trends on infrastructure is examined and demand management strategies are

available, if required, as a technique to manage demand without compromising customer

expectations.

This section provides details of municipal population and growth forecasts which may affect

the management and utilization of assets.

4.1.1 Municipal Population Forecasts

The population of Macedon Ranges Shire is growing. An estimated 38,3602 people were

living in the Macedon Ranges Shire in 2006. This is an increase of 2,103 persons from 2001.

Gisborne is the largest township in the Macedon Ranges Shire with a 2006 population of

6,248 in the core town and 8,900 if surrounding Rural Living Zone land is included.

22006 Census of Population and Housing, Basic Community Profile for Macedon Ranges (Local Government Area) which remains the

copyright of the Australian Bureau of Statistics (ABS)


P a g e | 17

Population growth for each major town within Macedon Ranges Shire is identified in Table 7.

The data is taken from the Settlement Strategy 2011 and portrays the growth areas within

the municipality. Note that these figures relate to a town and its rural living surrounds.

Table 7: Macedon Ranges Settlement Strategy - Recommended Population Projections for Macedon Ranges Shire 3

2006

Population Recommended population 2036

Increase in population 2006

to 2036

Est. lot supply required to

accommodate 2036 population

Theoretical vacant lot supply

(lower) @ 85% take-up 4

Larg

er S

ettle

men

ts &

S

urro

unds

Gisborne 5 8,900 14,700 5,800 2,200 3,320

Kyneton 5,700 8,600 2,900 1,310 1,3106

Lancefield 2,000 3,000 1,000 480 590

Macedon 1,400 1,400 0 0 n/a

Malmsbury 700 900 200 90 230

Mt Macedon 1,100 1,100 0 n/a n/a

Riddells Creek 3,500 6,100 2,600 950 520

Romsey 4,100 6,000 1,900 760 760

Woodend 3,700 5,000 1,300 530 520

Rur

al S

ettle

men

ts

Ashbourne 320 320 0 0 0

Benloch 430 430 0 0 0

Bullengarook 710 710 0 n/a n/a

Carlsruhe 7 460 460 0 n/a n/a

Clarkefield 8 0 50 50 20 20

Darraweit Guim 700 720 20 10 10

Tylden 360 500 140 60 60

Newham 590 600 10 5 5

Lauriston 4 560 560 0 0 0 Balance 4,770 4,770 0 0 0 Total 40,000 55,920 15,920 6,415 7,345

3 Project figures subject to change depending on the outcome of Planning Scheme Amendment C84

4For assumption refer to Appendix 4 of the Settlement Strategy

5This generally represents 12,100 people within the Gisborne ODP area, as projected by the ODP, plus the surrounding rural living

population

6Includes increased density in-fill opportunities within 400m of the town centre

7Theoretically land supply could accommodate growth however Coliban Water has indicated that no additional population growth

should be accommodated. Some development subject to resolution of waste water and other constraints

8Refer p. 24 for discussion of issues relating to Clarkefield

Note: Numbers subject to rounding


P a g e | 18

Source: Macedon Ranges Settlement Strategy 2011 page 6

The population expectations between 2006 and 2036 show Gisborne, Kyneton and Riddells

Creek as the primary growth areas. Macedon, Mount Macedon, Ashbourne, Benloch,

Bullengarook, Carlsruhe and Lauriston show no change in population.

Based on the recommended change for 2036 the townships experiencing significant growth

are expected to be, in order of magnitude:

• Gisborne;

• Kyneton;

• Riddells Creek;

• Romsey;

• Woodend and

• Lancefield.

For this reason it is likely that the most improvement to or additional facilities will be

required in these areas. Gisborne is proposed to almost double in size and will most likely

need additional assets to cater for this increase in population.


P a g e | 19

4.1.2 Population Density along Growth Corridors

The population density information is taken from ‘Macedon Ranges Shire Demographic

Profile October 2008’ and identifies that the population of Macedon Ranges Shire is

concentrated in towns along two corridors as identified in Figure 2:

Figure 2: Population Density within the Shire of Macedon Ranges

Macedon Ranges Shire Council have prepared Outline Development Plans (ODP’s) or

structure plans for two of the shire’s major urban centres, Gisborne and Romsey. The aim of

an ODP is to prepare a detailed plan that provides for the future residential, commercial and

industrial growth within each township. It includes a range of information such as location of

community facilities, road networks, indicative development patterns and issues to consider

when assessing new developments. Objectives for infrastructure are stated at a high level

indicating the growth and needs of the township. Similar structure planning will be

undertaken for Kyneton Riddells Creek and Woodend in the 2012-2014 period.

4.1.3 Development Contribution Plans

To ensure the protection and enhancement of the community’s social wellbeing and health,

economy and environment through provision of infrastructure, Council in partnership with

the development industry, has a responsibility to ensure adequate resources and

infrastructure are provided.

As a general planning principal it is considered reasonable that new developments

contribute to the establishment of facilities and services that result from new community

growth.

It is planned that Development Contributions Plans (DCP’s) will be produced to articulate

future infrastructure requirements and financial contributions to be paid at the time of

development. When the DCP becomes a formal and legally operative part of Macedon

Ranges planning scheme this will provide a particular legal mechanism that may be used to

raise (by levy) funds from landowners/developers towards the planned infrastructure

needed by the future community.


P a g e | 20

A number of Councils have incorporated legally operative DCP’s into their planning schemes

and have been able to levy several thousand dollars per residential lot in the particular

subdivision towards the provision of community facilities and open space.

To have the DCP approved and incorporated into the Macedon Ranges Planning Scheme

detailed strategic planning work is required. The DCP must include a clear time horizon and

detailed justification and apportionment methods. Macedon Ranges Shire Council will

progressively develop full Development Contribution Plans.

DCP’s are being prepared for Gisborne and Romsey with the DCP for Romsey well advanced

and submitted to the Minister for Planning for final approval in April 2012.

At the time of writing, the Development Contribution Plans are not yet complete and are as

yet not operative. At present developers do not contribute a levy for community

infrastructure.


P a g e | 21

5 RISK MANAGEMENT

5.1 Introduction

The risk management process is consistent with the Australian Standards AS/NZS ISO

31000:2009, which defines the risk assessment and management process. This is shown in

Figure 3.

Figure 3: Risk Management Process (AS/NZS:ISO 31000:2009)

Co

mm

un

ica

tio

n &

Co

nsu

lta

tio

n

Establish the Context

Risk Identification

Risk Treatment

Risk Evaluation

Risk Analysis

Mo

nit

ori

ng

& R

ev

iew


P a g e | 22

The major elements of the risk process are:

• Establishing the context – Agreeing and articulating the organisations risk management

objectives and setting the scope and risk criteria.

• Risk assessment – Risk assessment is the overall process of risk identification, analysis

and evaluation.

• Risk identification – The aim of risk identification is to generate a comprehensive list of

risk based on those events that might create, enhance, prevent, degrade, accelerate or

delay the achievement of objectives.

• Risk analysis – Risk analysis involves identifying the likelihood and consequences of an

event and assessing the existing controls to provide a sound basis for evaluation.

• Risk evaluation – Risk evaluation is the rating of risks on a hierarchy of low to very high

to enable informed decisions to be made on the priority of the risk and the risk

treatments required.

• Risk treatment – Risk treatment involves selecting appropriate methods to reduce the

risk to a tolerable level. This may include actions to reduce the likelihood of events,

mitigate the consequences, eliminate the risk or reduce exposure through insurance.

• Communication and consultation – Internal and external stakeholders need to be

informed of the process, consulted and engaged in the identification and mitigation of

risks if Council is to achieve its risk management objectives.

• Monitoring and review – Monitoring and review are essential in risk management to

ensure that controls are effective, changes to risks are identified and controls adjusted

accordingly and new emerging risks are identified.

5.2 Risk Assessment Procedure

At present Council have not yet undertaken significant work in the five steps of risk

assessment, however work is currently being undertaken to develop these. In this process

Council intends to make its staff more aware of risk management issues.

The Macedon Ranges Shire Council’s Risk Management Strategy was approved by the Risk

Management Committee and signed off by Council’s Chief Executive Officer in March 2006.

The Strategy outlines Councils strategic risk approach. The strategic approach taken by

Council to manage risk is to approach it from three levels:

• Proactive staff involvement;

• High level management focus; and

• Independent 3rd

party assessments.

The Risk Management Strategy also outlines the risk management process, via the

incorporation of seven steps undertaken in Risk Management. Each of these steps and

Council’s associated progress are described in the following sub-sections.


P a g e | 23

5.2.1 Risk Context

The establishment of risk management criteria is one of the most important steps in the risk

management process as it sets the framework for consistent risk decision making.

The key criteria for assessing the consequences of identified risks, adopted by Macedon

Ranges Shire Council, are:

• Direct Repair Cost – cost to repair failure;

• Ecological Impact – cost to rectify damage;

• Safety and Health – payout resulting from injury to people;

• Public Image – cost to rectify bad publicity;

• Liability or Property Damage – cost to repair damaged property;

• Community Service– cost of impact to utilities; and

• Loss of Service – cost of disruption to customers.

5.2.2 Risk Identification

Council are in the process of compiling a list of all infrastructure assets in the appropriate

asset classifications and apply a criticality scoring to each based on a number of relevant

criteria. Once the list of critical assets has been compiled, risk assessments will then be

undertaken and input to Council’s risk register for ongoing monitoring.

5.2.3 Risk Analysis and Evaluation

The risk analysis considers both the likelihood and consequence of events and asset risks.

The risks to be identified by Council in Step 2 above will be evaluated.

5.2.4 Risk Treatment

Once the risks have been assessed and rated, action plans for these risks will be determined

based on the level of risk. This may involve the treatment or control, acceptance or

transference of the risk. The actions will be documented and reported on through the Risk

Management Committee.

This process is currently being developed by Council with roll out and implementation

occurring over the next 2 years.

5.2.5 Consult and Communicate

Internal and external stakeholders need to be informed and consulted if an organisation is to

be responsible for its own risks. Council have a consultation procedure which outlines how

and when consultation should occur. As far as reasonably practicable, consultation and

communication relating to infrastructure risks will be undertaken when determining the

following:

• What are the high risks;

• Controls or treatments in place to manage the risks;

• The continual monitoring and reviewing process that is in place to ensure additional

risks or changes to risk are managed and accounted for; and

• What the risk strategies are moving forward.


P a g e | 24

5.2.6 Monitor and Review Risk

Performance of the risks and management systems may change; and new risks may be

identified. For this reason continuous monitoring and reviewing of infrastructure risks is vital

to ensure any changes or additions to the risk register are managed as these modifications

may potentially affect the overall risk outcomes. The risk register will be reviewed and

reported on bimonthly at the risk management committee meeting.

5.3 Risk Register

An Organisational Risk Register has been developed and extends to cover risk type,

likelihood, consequence, existing controls and residual risk. Infrastructure risk is currently

only input on an ad hoc basis as individual risks are identified.

5.4 Risk Management Policy

The Risk Management Policy has recently been reviewed and adopted by Council on 13

September 2011. The risk policy statement states:

“...............Macedon Ranges Shire Council will ensure the identified risks are within

acceptable levels for them to help us achieve our objectives, support sustainability, and

safeguard Councils assets, infrastructure, people, finances and reputation.”

The Risk Management Policy identifies Council’s objectives towards risk management. Table

8 lists those objectives that have specific relevance to Council’s infrastructure:

Table 8: Risk Policy Objectives

No. Category Objective

4.1 Council’s activities

Risk Management is to be integrated into Council’s planning, values and culture, operational activities and practices, rather

than being viewed as a separate program.

4.3 Hazard

identification

Hazards and all incidents are to be reported and investigated and remedial action taken to prevent recurrence of the

incident and to eliminate or reduce the hazard.

4.4 Contracts Contracts will have the appropriate risk management

responsibilities clearly allocated consistent with the primary purpose of the Contract.

4.5 Training The development of appropriate risk management skills for

Staff will be developed through education and training.

4.6 Risk

Register

Matters identified in the Risk Register and classified as ‘major risk’ will be reviewed by Council’s Risk Management

Committee.


Safe and secure systems of work procedures are to be developed, implemented, maintained and reviewed.


Relevant Acts, Regulations, Codes and Standards are to be applied to Council’s activities and practices.


The Risk Management Standard AS/NZS ISO 31000:2009 Risk management – Principles and guidelines is to be applied

to Council’s activities and practices and adhered to.

A Risk Management Committee will ensure that the policy is reviewed within two years of

the commencement date.


P a g e | 25

5.5 Roles and Responsibilities

The responsible parties for risk management within Council as outlined in Council’s Risk

Management Policy are:

• The Chief Executive

Has the ultimate responsibility for ensuring that risk is managed across the Council.

Without changing this general accountability, the Chief Executive may delegate

specific responsibilities and accountabilities regarding risk management however

shall monitor the risk management performance of those concerned.

• Directors

Responsible for:

� establishing the organisations risk appetite;

� monitoring risks outside of Councils risk appetite and ensuring risk controls are in

place and effective;

� development and implementation of a risk management culture;

� ensuring appropriate allocation of resources for risk management strategy

development, implementation, monitoring and actions and;

� monitoring risk management performance.

• Risk Management Committee

Responsible for:

� activities outlined within the Risk Management Committee Charter.

• Managers, Co-ordinators and Team Leaders

Accountable for:

� implementing the Risk Management Policy through appropriate actions in their

area of responsibility;

� insuring that the corporate Risk Register is reviewed, updated and approved

annually;

� consulting with their staff to ensure the reporting, updating and review of the

risks within their unit are updated in the appropriate risk register

� liaising with the Risk Management Unit on any significant risks or changes to risk

profiles and;

� supporting the implementation of a risk management culture.

• Co-ordinator Risk & OH&S

To provide quarterly reports on the corporate Risk Register profiles of all units and

contribute to the development of the corporate Risk Management Strategy through

consultation. This includes ensuring the related actions, plans and systems are in

place.

• All Employees and Service Providers

Responsible for applying risk management practices in their area of work and

ensuring that Macedon Ranges Shire Council management is aware of all types of

risks associated with Council’s operations. This extends to recommending suitable

plans to manage risks and obtaining appropriate approval prior to action.


P a g e | 26

6 LIFECYCLE MANAGEMENT PLANS

6.1 Introduction

The life-cycle management plan outlines the following:

• The asset hierarchy;

• Management Arrangements;

• Supporting data, including:

- Key life-cycle management issues;

- Asset performance;

- Renewal Gap;

- Asset value; and

- Historical expenditure.

• The management tactics used to achieve the levels of service, identified under the

following work categories:

- Operations;

- Maintenance;

- Renewals;

- Upgrades;

- New Works; and

- Disposals.

These works categories must be separately identified and accounted for because, broadly:

• Operational expenditure must be expensed in the financial year it is incurred. It can be a

‘life-cycle’ asset cost in that it may influence the timing of renewals, but unlike

maintenance, the activity does not physically alter the condition of the asset;

• Routine Maintenance expenditure must also be expensed in the financial year it is

incurred, and is a ‘life-cycle’ asset cost as it physically changes the asset and is a

determinant to the timing of renewals;

• Renewal expenditure is capitalised, replaces the existing asset base, and is directly

related to the ongoing replenishment of ‘service potential’;

• Upgrades are capitalised, and the asset base modified (as appropriate);

• New assets are also capitalised, and added to the asset base; and

• Disposals reduce the asset base.


P a g e | 27

6.2 Work Category Definitions

Definition of work categories are provided as follows.

6.2.1 Operations

“Asset operation has no effect on asset condition but is necessary to keep the asset

appropriately utilised.”

Operational expenditure is not distinguished from maintenance expenditure in Council

financial systems.

Typical operational activities include:

• Asset cleaning i.e. facilities;

• Graffiti removal;

• Security patrols and alarm monitoring;

• Line marking;

• Drainage pit cleaning;

• Street sweeping;

• Pest Control; and

• Weed Control.

6.2.2 Routine Maintenance

“Routine Maintenance is the day-to-day work required to keep assets operating at

required service levels.”

Routine Maintenance falls into two broad categories:

• Planned (proactive) Maintenance: Proactive inspection and maintenance works planned

to prevent asset failure.

• Unplanned (reactive) Maintenance: Reactive action to correct asset malfunctions and

failures on an as-required basis (i.e. emergency repairs).

Maintenance is carried out as a result of customer complaints, audits or routine inspections.

Typical maintenance activities include:

• Building Repairs;

• Painting;

• Road pothole repairs;

• Spraying, aeration, dressing and seeding patches of ovals;

• Repairs to playground equipment;

• Tree pruning; and

• All other repairs and maintenance which are not classified as renewals.


P a g e | 28

Maintenance is carried out in response to:

• Defects observed through inspections; and

• Requests via the customer request system.

A key element of advanced AM planning is determining the most cost-effective mix of

planned and unplanned maintenance.

6.2.3 Renewals

“Renewal work is the substantial replacement of the asset or a significant asset

component to its original size and capacity.”

Renewal works are alternatively defined as being:

• The renewal and rehabilitation of existing assets to their original size and capacity, or,

• The replacement of the entire component of the asset with the equivalent size or

capacity, or,

• The replacement component of capital works undertaken to increase the capacity of an

asset (i.e. that portion of the work which restores the assets to its original size and

capacity).

Typical Renewal activities may include:

• Building rehabilitation;

• Resealing (spray seals) of sealed pavements;

• Pavement rehabilitation / reconstruction of sealed pavements;

• Replacement of park seating; or

• Footpath segment replacement.

Replacement of assets shall be on a prioritised basis and determinations may be made in

response to:

• The age of the asset;

• Risk assessments;

• Safety audits;

• Maintenance histories;

• Condition;

• Compliance with current standards; or

• Customer Requests.


P a g e | 29

6.2.4 Upgrades

“Upgrade work is related to the extension or augmentation of an asset in response to

growth or an increase in the defined levels of service.”

Upgrades are alternatively defined as being:

• Works which improves an asset beyond its original size or capacity; or

• Works which increase the capacity of an asset; or

• Works designed to produce an improvement in the standard and operation of the asset

beyond its original capacity.

Typical Upgrade activities may include:

• Increasing the size of a building (extension);

• Converting an unsealed road to sealed pavement;

• Installing more advanced technology;

• Replacing an existing pipe with one of greater capacity; or

• Improvement works that improve the asset in some way.

Upgrade works shall be on a prioritised basis and determinations may be made in response

to:

• Growth/capacity;

• Social and Environmental needs;

• Compliance with current standards;

• Safety audits;

• Risk assessments;

• Technology; and


6.2.5 New Works

“New works create an asset that did not previously exist.”

New works include new assets inherited as a result of subdivision as well as new assets

created by Council in response to demand requirements, community expectations and

strategic planning.

6.2.6 Asset Disposal

“Sale, removal or decommissioning of an asset.”

The lifecycle management plan provides information about assets, including particular

actions and costs to provide a defined (current and/or target) level of service in the most

cost effective manner.


P a g e | 30

Assets may become surplus to requirements for any of the following reasons:

• Under-utilisation;

• Obsolescence;

• Provision exceeds required level of service;

• Uneconomic to upgrade or operate;

• Policy change;

• Service provided by other means; and

• Potential risk of ownership.

6.3 Asset Hierarchy

The objective of developing an asset hierarchy is to divide the asset base into appropriate

classifications providing the framework in which data is collected, information is reported

and decisions are made. The hierarchy used in this plan is defined in Table 9.

Table 9 : Definitions of the hierarchy used in this plan

ASSET CLASS An Asset Class is a logical grouping of assets at its highest

functional level within the Asset Hierarchy.

ASSET GROUP

An Asset Group is the most general grouping of the asset

types within the Asset Class that allows for reporting of like

Asset types.

ASSET TYPE An Asset Type is the lowest level of grouping for similar assets

or similar assets that provide similar services.

ASSET

Infrastructure elements (such as an asset component) which

provide services that the community requires or expects in

order to carry out their normal business, private, community

or recreational pursuits.

In most cases, organisations work with an informal asset hierarchy. This often leads to data

being collected to inappropriate levels creating situations where costs escalate with minimal

increases in benefit or insufficient information is available to make informed decisions.

The asset hierarchy is used to improve the understanding of the levels at which decisions

take place and to highlight the levels at which actions such as data collection occur and

outputs are generated.


P a g e | 31

7 FINANCIAL PLAN

7.1 Financial Statements and Projections

10 year projections based on the practices listed in the Lifecycle Management section for

operations, maintenance, renewal, upgrade, new and disposal costs are included in the

Financial Projections Summary in the asset specific plans

7.2 Funding Strategy

In order to manage and fund various projects within the Shire, Council relies on several

funding sources.

Current funding sources vary and are detailed in the asset specific plans.

7.3 Key Assumptions Made in Financial Forecast

Financial forecasts are an estimate of cash flow requirements to deliver the defined Levels of

Service and cover all expenditure categories (Maintenance, Operations, Renewal, Upgrade

and New).

Financial modelling enables predictions for future funding requirements to be made based

on available data and recent trends in asset life expectancies, condition, replacement costs,

etc. Modelling outcomes are very much dependent on the accuracy of the input data and

how assets are grouped for modelling. It is not a precise process but does provide a degree

of certainty in the outcomes.


P a g e | 32

8 ASSET MANAGEMENT PRACTICES

Current asset management practices are identified and assessed in the Asset Management

Strategy. Refer Asset Management Strategy July 2009 for detail.

Each asset specific plan will detail the Asset Management Practices associated with the asset

class.


P a g e | 33

9 MONITORING AND REVIEW PROCEDURES

The format and content of the Asset Management Plan shall be reviewed on the following

three yearly basis.

The review process is:

Step Description Responsibility Timeframe

1 Review AMP content and report

to Asset Management

Committee, relevant Managers

and staff

Asset Management Analyst in

conjunction with relevant

Asset Providers, Maintenance

Providers, Service Managers

3 year cycle (next

review 2014/15)

2 AMP amended and reported to

Council

Asset Management Analyst /

Relevant Director

June of each cycle

3 AMP amendment adopted Council June of each cycle

4 Review improvement actions in

asset specific plans and report to

Executive

Asset Management Committee Annually

5 Amendments to Improvement

Plan adopted

Executive Annually

Macedon Ranges Shire Council

10 APPENDICES

Appendix A - Organisational

Director Assets and Operations

Manager

Community Safety

Manager Engineering, Infrastructure

& Projects

Manager Operations

Co-ordinator Engineering

Planning

Director Community Wellbeing

Manager Community

Development

Manager Community

Services

Manager Recreation &

Cultural Development

Asset Management Plan – Part A – General Information

Organisational Chart

Chief Executive Officer

Manager Community

Development

Manager Community


Development

Director Corporate Services

Manager Finance

Manager Information &

Communications

Director Planning and Environment

Manager Economic

Development & Tourism

Manager Staturory

Planning & Development

Manager Strategic

Planning & Environment

Manager Council & Customer

Service

General Information

P a g e | 34

Manager Council & Customer

Service

Manager Organisational Development


P a g e | 35

Appendix B - Consultation Matrix

Consultation Category/Methods Matrix

The following are recommended methods for each type of issue. However, it is acknowledged that: • Some methods, such as a survey, can take various forms, • The timeframes for the consultation may not coincide with the deadlines of some

newsletters, • Some issues may not warrant a meeting or there may be insufficient interest expressed in

participating in a meeting/discussion, • There may be occasions when council does not consult on a matter due to circumstances/

requirements beyond its control, such as statutory requirements, funding requirements or policy requirements of other levels of government/agencies,

• Specific consultation requirements apply in relation to statutory consultation and land use planning matters.

The reasons for departing from this matrix should be outlined in the implementation plan and/or the report to council.

One-off

issues

Changes to

current

arrangements

on a single site

Area or

neighbourhood

impacts

Service

planning

with

shire-wide

impacts

Major plans

with

shire-wide

impacts

Major

projects

with

shire-wide

impacts

A

Write to every affected

household/group

√

√

√

B

Survey/other forms of formal

market research *

+/-

+/-

+/-

C

Council’s shire-wide ‘Update’

newsletter

+/-

√

√

√

D

Community-based newsletters

+/-

+/-

√

√

√

√

E

Council’s website

+/-

+/-

√

√

√

√

F

Letter/flier to specific area

including community

noticeboards

+/-

G

Council-organised meeting

+/-

√

√

√

√

H

Media release/advertisement

+/-

√

√

√

√

J

Input via advisory committee (if

a relevant committee exists)

√

√

√

√

√

√


P a g e | 36

One-off

issues

Changes to

current

arrangements

on a single site

Area or

neighbourhood

impacts

Service

planning

with

shire-wide

impacts

Major plans

with

shire-wide

impacts

Major

projects

with

shire-wide

impacts

K

Personal contact or meetings on

site

√

√

√

+/- +/- +/-

L

Attendance at community-

organised meetings (if organised)

√

√

√

√

√

√

M

Feedback at council offices/

service centres

√

√

√

√

√

√

N

Pubic exhibition with

submissions invited

√

√

√

O

Feedback formally requested

+/-

√

√

√

√

√

P

Notification on-site (if

appropriate)

√

√

√

√

Re: Statutory Planning matters, refer to the section of Council’s Consultation Framework, titled Consultative Protocol for

Planning Permits.

√ Method to be used

+/- Method will be used when appropriate

* Note: Matters that are identified as requiring surveys/other forms of formal market research will be determined

on a case-by-case basis, when the scoping of the matter and full consultative program is developed.



PART B – ROADS

Adopted – 28 September 2011

Review History


A 10 March 2009 Final draft submitted to MRSC for review Gary Rykers

B 25 June 2009 Final RAMP updated after consideration of submissions received AM Co‐ord

C 22 July 2009 Road Asset Management Plan Adopted Council

D April 2011 Review of Road Asset Management Plant TBG / AM

E 24 June 2011 Final Review updated after staff consultation AM Co‐ord

F 19 August 2011 Final Review after public consultation AM Co‐ord

G 28 Sept 2011 Road Asset Management Plan Adopted Council

F 9 October 2012 Current Plan placed in new format to be approved by Executive AM Co‐ord

CONTENTS 1 EXECUTIVE SUMMARY ................................................................................................. 1

2 INTRODUCTION............................................................................................................ 3

2.1 Background ................................................................................................................. 3

2.1.1 Plan Format ......................................................................................................... 3 2.1.2 Relationship with Other Planning Documents .................................................... 3 2.1.3 Assets included in the plan ................................................................................. 4 2.1.4 Asset Ownership and Control ............................................................................. 5 2.1.5 Key Stakeholders in the Plan ............................................................................... 6 2.1.6 Asset Responsibility ............................................................................................. 6

3 LEVELS OF SERVICE ....................................................................................................... 7

3.1 Community Engagement and Expectations ............................................................... 7

3.1.1 Annual Community Satisfaction Survey May 2010 ............................................. 7 3.1.2 Infra‐Active System ............................................................................................. 9

3.2 Legislative Requirements .......................................................................................... 10

3.3 Current Levels of Service .......................................................................................... 14

4 FUTURE DEMAND ...................................................................................................... 19

4.1 Demand Forecast ...................................................................................................... 19

4.1.1 Outline Development Plans .............................................................................. 19 4.1.2 Demographic Profile .......................................................................................... 21 4.1.3 Impact of Trends on Infrastructure ................................................................... 28 4.1.4 New Infrastructure ............................................................................................ 32

4.2 Demand Management Strategies ............................................................................. 33

5 RISK MANAGEMENT .................................................................................................. 34

5.1 Risk Identification ..................................................................................................... 34

6 LIFECYCLE MANAGEMENT PLANS ............................................................................... 35

6.1 Physical Parameters .................................................................................................. 35

6.1.1 Current Issues .................................................................................................... 35 6.1.2 Asset Quantities ................................................................................................ 37

6.2 Asset Capacity/Performance .................................................................................... 37

6.2.1 Performance monitoring ................................................................................... 37

6.3 Asset Condition ......................................................................................................... 38

6.3.1 Condition Monitoring – Asset Condition Survey ............................................... 38 6.3.2 Condition Rating ................................................................................................ 38 6.3.3 Asset Useful Lives & Intervention Levels .......................................................... 38 6.3.4 Current Condition .............................................................................................. 39 6.3.5 Historical Asset Condition ................................................................................. 47

6.4 Asset Valuations ....................................................................................................... 47

6.5 Historical Data .......................................................................................................... 48

6.6 Operations ................................................................................................................ 49

6.7 Inspections ................................................................................................................ 50

6.8 Maintenance ............................................................................................................. 52

6.9 Renewal .................................................................................................................... 53

6.9.1 Renewal Gap ..................................................................................................... 55

6.10 Upgrades ................................................................................................................... 57

6.11 New Works ............................................................................................................... 59

6.12 Disposal Plan ............................................................................................................. 61

7 FINANCIAL PLAN ........................................................................................................ 62

7.1 Financial Statements and Projections ...................................................................... 62

7.2 Funding Strategy ....................................................................................................... 64

7.3 Key Assumptions Made in the Financial Forecast .................................................... 65

7.3.1 Accuracy of the Information ............................................................................. 65 7.3.2 Confidence Levels .............................................................................................. 66

8 ASSET MANAGEMENT PRACTICES .............................................................................. 67

8.1 Asset Management Systems .................................................................................... 67

8.1.1 Current Practices ............................................................................................... 67

9 PLAN IMPROVEMENTS AND MONITORING ................................................................ 68

9.1 Improvement Program ............................................................................................. 68

10 APPENDICES ............................................................................................................... 69

10.1 Road Management Plan Intervention Levels ........................................................... 69

10.2 Improvement Actions ............................................................................................... 85

Macedon Ranges Shire Council Part B-Road Asset Management Plan

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1 EXECUTIVE SUMMARY

Council’s road infrastructure represents a significant investment by the community and is vital to its health and well‐being. Stewardship of road infrastructure is a core Council function. Outputs provided by the management and development of the road network and parking facilities contribute to the economy and health and safety of the community. This enables the orderly and safe access to transport throughout the Shire.

The operation , maintenance and development of the road infrastructure will be guided by and consistent with Council’s vision and key objectives as stated in the Council Plan, Asset Management Policy and Asset Management Strategy. This Road Asset Management Plan is intended to demonstrate to stakeholders that Council is managing the road assets responsibly.

Macedon Ranges Shire Council has developed Community based and Technical based Levels of Service. Community based service levels concentrate on customer satisfaction. Intervention levels support the service levels provided to the community as they define the trigger points in determining the type of works to be carried out. They are also very useful in the development of ongoing maintenance programs. Intervention levels are defined in the Macedon Ranges Shire Council Road Management Plan, which forms the framework around which Technical Levels of Services can be established and documented. Relevant extracts from the Macedon Ranges Shire Council Road Management Plan are shown in Appendix 10.1.

The population of Macedon Ranges Shire is growing. An estimated 38,360 people were living in the Shire in 2006. This is an increase of 2,103 persons from 2001. The population growth may impact on the number of roads required within the Shire as well as upgrades to the existing network. Proposed Township Development allows the impacts on infrastructure to be assessed at a township level. Macedon Ranges Shire Council is currently preparing Outline Development Plans for the shire’s major urban centres. The Outline Development Plans document the potential impacts a growing population will have on the townships road network. The aim of these Outline Development Plans is to prepare a detailed plan that provides for the future residential, commercial and industrial growth within each township. The Macedon Ranges Shire Council’s Risk Management Policy and Risk Management Strategy have recently been reviewed. These two documents were approved by the Risk Management Committee and signed off by Council’s Chief Executive Officer in March 2009. The Risk Management Policy identifies Council’s objectives towards risk management. The Risk Management Strategy also outlines the risk management process, via the incorporation of seven steps undertaken in Risk Management. The Engineering Planning Department are responsible for the strategic management and planning of the infrastructure and the Engineering, Infrastructure & Projects Department are responsible for the design of the infrastructure. The ‘roads hierarchy’ has been developed to divide the infrastructure asset base into appropriate classifications, providing the framework in which data is collected, information is reported and decisions are made. The roads hierarchy separates infrastructure assets, within the roads asset class, into five distinct road asset groups, being:


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Road Pavements (sealed and unsealed);

Paths;

Kerb and Channel;

Bridges and Major Culverts; and

Road Furniture. Expenditure is identified for each of the five asset groups, under the following headings: Operations;

Maintenance;

Renewals; and

Upgrades and New Works.

Section 5 of this Plan reports the outcomes of an analysis undertaken for each of the five road asset groups, as assessed using the Renewal Gap Model. The Renewal Gap Model predicts 20‐Year future funding requirements for the renewal of road asset infrastructure. The requirements of the Moloney Model Renewal Gap are considered in developing the 10 year capital program which supports the financial projections contained in this plan. The 10 year predicted expenditure is contained in Section 6.0 of this plan. The key features of the financial projections are: Councils commitment to renewal expenditure increases over time;

Upgrade/new works expenditure peaks in year 2016/17 due to the Aitken St‐Willowbank to Melton Rd upgrade (GMNS); and

Operations and maintenance show a gradual increase over time as the expenditure forecasts are growing in line with the predicted growth of the Macedon Ranges Shire Council asset stock.

The total infrastructure asset replacement value is expected to increase over the next 10 years, from approximately $368 million to $380 million. Furthermore, there is a total loss of service potential of approximately $35 million over the next 10 years, with the current level of planned renewal expenditure. In order to manage and fund various projects within the Shire, Council relies on several funding sources. The current funding sources available for road asset infrastructure include: Roads to Recovery – this is a fixed amount allocated by the Australian Government in

four year blocks with no guarantee of continuance;

Grants Commission – roads component of grant commission funding;

Rate Revenue;

Black Spot/Length funding;

Special Charge Schemes for Infrastructure Works; and

Private developer funded works.


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2 INTRODUCTION

2.1 Background

2.1.1 Plan Format

This plan is part of Council’s overall asset management plan as described below:

Part A ‐ General Information: Background and information common to all assets

Part B – Roads (this plan)

Part C – Buildings

Part D ‐ Drainage

Part E ‐ Open Space

2.1.2 Relationship with Other Planning Documents

The relationship of this plan to other specific strategies and plans is outlined in Table 1.

Table 1: Relationship with other Plans

Plan Description

Budget Report 2010/11

Adopted by Council on the 30th June the Budget Report provides the community with a comprehensive description of the revenue, expenditure and resources that Council will require to deliver the complex mix of projects, services, and facilities to our citizens. It also represents the activities and initiatives that are supportive of, and contribute to, the achievement of the goals we have defined in the Council Plan.

Road Management Plan

Adopted in May 2008 the road management plan introduced under the Road Management Act 2004 identifies Council’s current management tactics, responsibilities, processes and activities associated with responsible management of Macedon Ranges' road infrastructure. This plan is currently under review.

Romsey ODP, 2009 The Romsey Outline Development Plan (ODP) aims to provide a detailed plan for the future residential, commercial and industrial growth of Romsey, with planning horizons to 2021 and 2031.

Gisborne ODP, 2009

The outcomes of this project will provide Council and the community with a clear overall structure plan that sets out main road networks, open space areas, location of community facilities, land use directions and details of issues that need to be considered when assessing subdivision applications.

Gisborne Urban Design Framework (UDF), 2008

The Shire of Macedon Ranges has prepared an Urban Design Framework (UDF) to guide the future of Gisborne. The UDF builds upon work already undertaken by the Council in preparing an Outline Development Plan for Gisborne and New Gisborne. The UDF will ensure that future streetscape works, commercial development and public sphere projects throughout the Gisborne Activity Centre are delivered in a planned, efficient and orderly fashion. The process of preparing a UDF is an opportunity for Council and the community to discuss the future of Gisborne, addressing social and economic issues, future development, housing opportunities, transport options and the education and recreation role of the centre. The UDF has received funding from the Department of Planning and Community Development as a part of the Creating Better Places Program.


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Plan Description

Natural Environment Strategy Provides an ideological and strategic framework to direct the Shire towards ecologically sustainable development. This strategy is currently under review.

Open Space Strategy This outlines Council’s Open Space visions and goals. It also outlines strategies to achieve these goals.

Road Safety Strategy (Adopted 2008)

Identifies the strategies proposed to ensure safety on all roads within the Shire is maintained/improved.

Tourism Policy

(Adopted 27 July 2005)

This outlines Council’s vision, mission and key values for tourism in the Macedon Ranges Shire.

Special Charge Scheme for Infrastructure Works

Adopted in 2004 this policy details the intention of road construction, path construction and drainage construction contributions under a special charge scheme.

Contracts Identifies the requirements under a contract for the provision of works undertaken for Council.

Bicycle Strategy This outlines bicycle strategies based on cyclist’s requirements and existing routes.

Weed Strategy Identifies Council’s responsibilities for weed control and provides actions to address these responsibilities.

Fire Operation Manual The Fire Operation Manual includes maps showing designated fire breaks and fire access tracks and describes the works to be carried out for fire prevention purposes.

2.1.3 Assets included in the plan

The assets included in this plan are shown in Figure 1

Figure 1: Roads – Asset Hierarchy


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2.1.4 Asset Ownership and Control

Council has the option of owning road assets or supporting private sector developers/landowners in the provision of roads through development of private access roads and right‐of‐ways in accordance with engineering standards and planning objectives. Transportation is generally regarded as the most essential activity associated with enhancing the Shires economy and accessibility. According to the Local Government Act 1989 the purposes of a Council are to: Provide for the peace, order and good government of its municipal district;

Facilitate and encourage appropriate development of its municipal district in the best interests of the community;

Provide equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively; and

Manage, improve and develop the resources of its district efficiently and effectively.

Schedule 10 of the Act outlines the powers of Council over roads under the headings of: Power to construct and maintain roads;

Power to deviate roads;

Power to discontinue roads;

Power to take road‐making materials;

Power to name roads, erect signs and require premises to be numbered;

Power to establish survey marks;

Power to fix road alignment;

Power to narrow or widen roads;

Power to provide for temporary roads;

Powers concerning fences, gates and by‐passes;

Power concerning holes and other dangers; and

Powers concerning crossings over paths and channels.

Schedule 11 of the Act outlines the powers of Council over traffic under the headings of: Powers concerning parking;

Power to issue special parking permits;

Power to remove unregistered or abandoned vehicles;

Power to move obstructing vehicles;

Power to move other obstructions;

Power to restrict traffic near a construction site;

Power to close road on seasonal basis;

Power to erect and remove works and structures;


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Power to place obstructions or barriers on a road permanently;

Power to place obstructions or barriers on a road temporarily;

Powers concerning shopping malls;

Power to restrict use of road by vehicles of a certain size etc.;

Power to determine speed limits; and

Power to prohibit traffic on unsafe roads.

2.1.5 Key Stakeholders in the Plan

This plan is intended to demonstrate to stakeholders that Council is managing the road assets responsibly. In addition to the key stakeholders identified in Part A, Table 2 shows stakeholders having interests and/or expectations specific to roads:


Utilities/Developers As non-road infrastructure providers.

Special Interest Groups Their own interests in road infrastructure.

2.1.6 Asset Responsibility

Many departments play a role in the management of Council’s road portfolio. The directorates and supporting departments involved are listed below: Assets and Environment Directorate

− Engineering, Infrastructure & Projects;

− Operations; and

− Engineering Planning.

Community Wellbeing Directorate

− Community Development;

− Community Services; and

− Recreation and Cultural Development.

Planning & Environment Directorate

- Economic Development and Tourism;

- Strategic Planning and Environment; and

- Planning and Development.

The Asset Responsibility Matrix is contained within the Asset Management Strategy. The Asset Responsibility Matrix is reviewed regularly and as changes are made the matrix in the strategy is updated.


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3 LEVELS OF SERVICE


Transport related levels of service are driven by both customer expectation and legislative requirements. Changes to levels of service are inspired by customer dissatisfaction gained through customer survey feedback or customer requests.

3.1.1 Annual Community Satisfaction Survey May 2010

The community satisfaction survey is an independent state‐wide survey of local Councils which measures residents’ satisfaction with the service and performance of their local Councils. The last community satisfaction survey was undertaken in 2010. For each measure, residents indicated their level of satisfaction by means of a five‐point‐scale as shown below:

Score Scale Results

5 Excellent – outstanding performance

4 Good – a high standard

3 Adequate – an acceptable standard

2 Needs some improvement

1 Needs a lot of improvement

A number of areas were measured including: Overall performance generally of the Council;

Council’s advocacy and community representation on key local issues;

Council’s engagement in decision making on key local issues.

Council’s interaction and responsiveness in dealing with the public; and

Overall performance in key service areas and responsibilities.

The measures specifically relating to roads and road infrastructure assets are: Overall performance of local roads and paths; and

Overall performance of traffic management and parking facilities. Figure 2 indicates the trend in satisfaction levels for local roads and paths over the last 7 years and shows a decrease in satisfaction levels from 2004 of 6%.


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Figure 2: Customer Satisfaction Survey – Local Roads and Paths

207 respondents identified areas that ‘needed improvement’ and all of the reasons given related directly to the provision of local roads and paths as shown in Figure 3.

Figure 3: Reasons Needs Improvement – Local Roads and Paths

Figure 4 indicates the trend in satisfaction levels for traffic management and parking facilities over the last 7 years and shows a decrease in satisfaction levels from 2004 of 9%.

Figure 4: Customer Satisfaction Survey – Traffic Management and Parking Facilities


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103 respondents identified areas that ‘needed improvement’ and all of the reasons given related directly to the provision of traffic management and parking facilities as shown in Figure 5.

Figure 5: Reasons Needs Improvement – Traffic Management and Parking Facilities

The reasons for dissatisfaction are not addressed directly after the survey is undertaken but are addressed through the course of normal Council duties.

3.1.2 Infra‐Active System

All customer complaints/enquiries to Council, whether in person, by phone or by mail are inputted manually to the Infra‐Active computer system. This system requires the complaint/fault/enquiry to be categorised by asset type and location. It automatically assigns a department responsible and sends an e‐mail notification to the appropriate person. An appropriate response time for responding is built into the system for escalation purposes. This system has been in operation since September 2002. Council can report customer

request information against some asset groups. Common trends can therefore be

understood in relation to road asset groups such as sealed roads, unsealed roads and paths


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Legislative Requirements, Standards and Codes of Practice to be taken into account with respect to levels of service are listed in Table 3.

Table 3: Legislative Requirements, Standards and Codes of Practice

Reference Details

Road Management Act 2004

The principles of the new Act include: Set out the powers, duties and functions of highway

authorities in relation to the inspection, maintenance and repair of roads

Establish the legal framework for the management of roads and define the rights, powers and duties of road authorities and other persons and bodies (such as utilities) which install, maintain or operate infrastructure on roads or carry out such works on roads

Enable authorities to develop and publish management plans to incorporating the performance of their duties in relation to the inspection, maintenance and repair of roads, having regard to the type of road, the resources available to the authority and its budgetary and policy priorities.

Transport Act 1983

Provides for Council to be responsible for main roads within its municipal district. (Clause 5(4) of Schedule 5) Empowers Council to carry out ‘permanent works’, which shall be to the satisfaction of VicRoads. (Clause 16 of Schedule 5)

Road Safety Act 1986

Provides Council with the power to erect major traffic control items (MTCI’s) on roads other than declared main roads and the power to erect minor traffic control items on minor roads. (Section 91). Empowers Council with regard to parking.

Flora and Fauna Guarantee Act 1988

Is the key piece of Victorian legislation for the conservation of threatened species and communities and for the management of potentially threatening processes.

Environment Protection and Biodiversity Conservation Act

Is the Australian Government’s central piece of environmental legislation. It provides a legal framework to protect and manage nationally and internationally important flora, fauna, ecological communities and heritage places – defined in the Act as matters of national environmental significance.

Victoria’s Native Vegetation Management: A Framework for

Action

Was developed to implement the objectives of Victoria’s Biodiversity Strategy and the National Strategy for the Conservation of Australia’s Biological Diversity.

Catchment and Land Protection Act 1994

Sets out responsibility for control of weeds on roadsides.


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Reference Details

Local Government Act 1989

Section 6 outlines the purposes of a Council. The purposes of a Council are:

To provide equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively.; and

To manage, improve and develop the resources of its district efficiently and effectively.

Section 7 outlines the objectives of Council to seek its purposes. In seeking to achieve its purposes, a Council has the following objectives:

To facilitate the involvement of members of the community, users of facilities and services and Council staff in the development, improvement and co‐ordination of local government;

To co‐ordinate with other public bodies to ensure that services and facilities are provided and resources are used effectively and efficiently;

To ensure adequate planning for the future of its municipal district;

To represent and promote the interests of the community and to be responsive to the needs of the community;

To formulate comprehensive policies and set performance targets; and

To develop, implement and monitor its strategic plans and budgets.

Section 205 outlines Councils care and management, however this has changed with the new Road Management Act 2004 which will place a duty of care on Council with regard to its role as a road authority.

Environment Protection Act 1970 The legislative framework for the protection of the environment in Victoria. Legal requirements in relation to stormwater quality from building and construction work sites.

Occupational Health and Safety Act 1985

Legal requirements for employers/employees in relation to workplace safety. Requirements on those who design, manufacture, import or supply any plant for use in the workplace.

Subdivisions Act 1988 Provides for engineering plans to be provided for developments in accordance with relevant standards.

Macedon Ranges Shire Council’s Planning Scheme

Provides for protection of native vegetation on roadsides and may require planning approval for specific roadside activities.


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Reference Details

No. S267, Road Management Act 2004, Codes of Practice,

Operational Responsibility for Public Roads

The purpose of this Code is: To provide practical guidance by clarifying or determining

how the operational responsibility for different parts or elements of a road reserve is to be allocated between road authorities; and

To establish principles giving practical guidance for determining the boundary between a “roadway”, “pathway” or “shoulder” in any particular case and for determining which road authority is responsible for road‐related infrastructure.

This Code is intended to:

Support responsible road authorities in the performance of their road management functions with respect to the provision of a safe and efficient road network for use by road users and the community; and

Recognise that VicRoads, other State road authorities and local government are partners in managing Victoria’s road network.

No. S269, Road Management Act, Code of Practice, Management of Infrastructure in Road Reserves

The purpose of this Code is to provide practical guidance and identify benchmarks of good practice for utilities and road authorities, who are expected to work together cooperatively to facilitate the installation, maintenance and operation of road and non‐road infrastructure within road reserves.

Rail Safety Act 2006

The Act addresses:Safety interface assessment by relevant road manager of public roadway or pathway: A relevant road manager in relation to a public roadway or

public pathway must:

Identify and assess, so far as is reasonably practicable, risks to safety that may arise from the existence or use of any rail or road crossing that is part of the road infrastructure of that public roadway or that is a public pathway because of, or partly because of, rail infrastructure operations;

Determine measures to manage, so far as is reasonably practicable, any risks identified and assessed.

A relevant road manager must have regard to:

The principal object of road management; and

The works and infrastructure management principles; and

The functions, powers and duties of infrastructure managers under the Road Management Act 2004 ‐

When determining measures to manage risks identified under subsection (1).

A relevant road manager must seek to enter into a safety interface agreement with any rail infrastructure manager whose rail infrastructure operations are identified as contributing to a risk identified under subsection (1) for the purposes of managing that risk.


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Reference Details

Austroads Road Design Guidelines

Design guidelines published by the Australasian Association of Road and Traffic Authorities.

Australian Standards and other references

Design and development standards and guidelines relating to civil infrastructure.

Road Design Standards: Traffic Engineering Manual Vol.1

Traffic Management

Details the standards to which traffic engineering works may

be undertaken. Designed to reflect the requirements of “Road Rules – Victoria” and the Road Safety (Road Rules) Regulations 1999.

Traffic Engineering Manual Vol.2.

Signs and Markings

The primary reference for road signs, markings and delineation in Victoria. Incorporates the Australian Standard Manual of Uniform Traffic Control Devices AS 1742.

VicRoads Worksite Traffic Management (Roadworks Signing). Code of Practice.

Adopts the Manual of Uniform Traffic Control Devices AS 1742.3 Traffic Control Devices for Works on Roads.

VicRoads Road Design Guidelines Parts 1 – 12

Incorporates VicRoads Road Design Standards


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3.3 Current Levels of Service

Transportation assets serve the community and enable: The movement of people and goods;

Access to properties;

Provision for non‐vehicular users (pedestrians and cyclists); and

Provision for parking space.

With the use of this broad description of service as a guide, a key objective of this Plan is to define the levels of service covering key service areas such as safety, quality and availability. There are two types of service levels required:

Community based; and

Technical based.

Council has acknowledged and recognised results from Community Satisfaction Surveys and requests within Council’s InfraActive System and used these to established Community Levels of Service.

The next step for Council in defining the Community Levels of Service is to have a good understanding of the cost to deliver the ‘current’ Levels of Service. This will enable Council to undertake Community Consultation and negotiate the agreed level of service targets.

Technical based service levels define the measures and targets in place to allow Council to manage its infrastructure to a standard ensuring satisfactory achievement of the community levels of service. The technical levels of service support the processes engaged to meet community expectations. The Macedon Ranges Shire Council’s Road Management Plan forms the framework around which Technical Levels of Services can be established and documented. Relevant extracts from the Macedon Ranges Shire Council Road Management Plan are shown in Appendix 10.1. Council’s current service levels are shown in Tables 4 to 7.


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Table 4: Levels of Service – Unsealed Roads

Asset: Unsealed Roads Services utilised: Transport

Indicator Category Customer

Expectation Service Indicator

Community Levels of Service Technical Levels of Service

Community Measure Community Target Technical Measure Council Target

Safety “I want a smooth driving surface free of corrugations and potholes.”

Maintain unsealed roads to satisfy customer expectations.

Number measure for Customer Requests – Request Type Roads‐Gravel/Maintenance/PotholesOr Maintenance/Grading.

Less than 210

Comply with RMP Unsealed Road Maintenance intervention levels as detailed in Council's Road Management Plan(table 3.1 No. 3.1).

100% compliance annually.

“Will I have a trafficable non‐slippery surface to drive on?”

Maintain unsealed roads to satisfy customer expectations.

Number measure for Customer Requests – Request Type Roads‐Gravel/Maintenance/Slippery.

Less than 40 requests per year.

Comply with minimum inspection frequencies as detailed in Schedule 3 (unsealed Roads & Car parks) of Council’s Road Management Plan


“Will I have a clear view with no obstructions?”

Remove vegetation to satisfy customer expectations.

Number measure for Customer Requests – Request Type Roads‐Trees/Rural/Overhanging Limbs or Sight Distance Clearance.


Comply with RMP Unsealed Road Maintenance Intervention levels as detailed in Council’s Road Management Plan (table 3.6)



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Table 5: Levels of Service – Sealed Roads

Asset: Sealed Roads Services utilised: Transport

Indicator Category Customer

Expectation Service Indicator


Community Measure Community Target Technical Measure Council Target

Safety “I need a two lane road.”

Amenity and safety of the network.

Number measure for Customer Requests – Request Type Roads Sealed/Widening


Seal widths to at least 6 metres

At times of renewal or upgrade.

“I feel unsafe with deep edge drop‐offs.”

Safety condition of edge drop‐offs.

Number measure for Customer Requests – Request Type Roads Sealed/Maintenance/Shoulder Maintenance

Less than70 requests per year

Comply with RMP Sealed Road Maintenance Intervention levels as detailed in Council’s Road Management Plan (table 5.4)

100% compliance.

“I expect a smooth road with.”

Roughness of the road due to potholes or failures.

Number measure for Customer Requests – Roads Sealed/Maintenance/Potholes


Comply with RMP Sealed Road Maintenance intervention levels as detailed in Council’s Road Management Plan (table 5.1 & 5.2

100% compliance.

“I want lines on the road.”

Line marking on sealed roads.

Number measure for Customer Requests – Roads Sealed/Line marking


Comply with RMP Line marking Maintenance intervention levels as detailed in Council’s Road Management Plan (table 6.1).

100% compliance.


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Table 6: Levels of Service – Footpaths

Asset: Footpaths Services Utilised: Transport

Indicator Category

Customer Expectation

Service Indicator


Community Measure Community

Target Technical Measure Council Target

Safety “No trip hazards or uneven footpaths.”

Maintain footpaths to satisfy customer expectation.

Number measure for Customer Requests – Request Type Footpaths/Footbridges/Maintenance/ Concrete Damage – Gravel Path – Asphalt Damage ‐ Potholes

Less than 150 requests per year

Comply with RMP Urban Streets Maintenance intervention levels as detailed in Council's Road Management Plan(table 2.1 No.2.3).


Connectivity “Will I have a footpath in my street?”

Availability of footpaths

Number measure for Customer Requests ‐ Request Type Footpaths/Footbridges/Request for New


Develop ‘Shire Wide Footpath Plan’

Ensure 100% of works as outlined in Shire Wide Footpath Plan are completed annually.

Accessibility “I need crossings accessible by wheelchair or pram.”

Accessibility of the footpath, DDA access

Number measure for Customer Requests – Request Type Footpaths/Footbridges/Disability Access – Pram Crossings


Number of crossings with DDA / Ramp

100% by 2020


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Table 7: Levels of Service – Bridges & Major Culverts

Asset: Bridges & Major Culverts Services Utilised: Transport

Indicator Category

Customer Expectation

Service Indicator


Community Measure Community

Target Technical Measure Council Target

Safety “Will I feel safe driving over a bridge or major culvert crossing.”

Maintain bridges to satisfy customer expectation.

Number measure for Customer Requests – Request Type Roads Sealed or Gravel//Bridges/General Maintenance.


Comply with RMP Bridges & Major Culverts maintenance intervention levels as detailed in Council’s Road Management Plan (table 1.1)


Connectivity “Will I have appropriate connection?”

Bridges are at appropriate locations

Number measure for Customer Requests – Bridges‐New.

Less than 5 requests.

Ensure bridges are at convenient locations to minimise travel time.

100% compliance.

Accessibility “Bridges are open to traffic.”

Bridges are accessible at all times

Number measure for Customer Requests – Request Type Roads Sealed or Gravel/Bridges/Major Works.


1. Maximum length of detour at time of closure.

2. Temporary bridge crossing in place where appropriate.

15 kms. 100% compliance.

“I need large vehicles to be able to access bridges.”

Bridges are accessible to high mass vehicles (buses, emergency vehicles, wide vehicles)

Number measure for Customer Requests – Request Type Roads Sealed or Gravel/Bridges/Major Works.


Number of bridges on designated heavy vehicle or bus routes with load restrictions.

0 bridges.


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4 FUTURE DEMAND

4.1 Demand Forecast

4.1.1 Outline Development Plans

Outline Development Plans (ODP’s) have been developed for the Gisborne/New Gisborne and Romsey townships. The aim of an ODP is to prepare a detailed plan that provides for the future residential, commercial and industrial growth within each township. Objectives for road infrastructure are stated at a high level indicating the growth and needs of the township. Romsey ODP The Romsey township area is located within the Macedon Ranges Shire approximately 63km north‐west of Melbourne. The township forms the major urban centre in the east of the municipality and is located within the Melbourne–Lancefield Road corridor. Current road infrastructure issues and requirements as identified in the Romsey ODP are as follows: Indicate the likely future need for an upgraded intersection at Barry Street/Melbourne‐

Lancefield Road and investigate upgrading Portingales and Greens Lanes to provide alternative access between the industrial area and areas to the south of Romsey;

Footpath provision is generally poor and there are a number of missing links to footpath connection. This can force residents to walk on the roadway, particularly people with prams, pushchairs or mobility scooters;

The span of peak hours for commuting traffic is spread due to differing employment locations and differing hours of work. However, congestion is an issue on roads around the primary school at school drop‐off and pick‐up times;

Bicycle facilities are generally poor with currently no significant provision of cycling facilities in road reserves or elsewhere;

Consultants for the Council have recently completed the Romsey Movement Network Infrastructure Study. The Study recommends measures such as right turn lanes on the highway, provision of lighting at key crossing points, improvements to bus stops, new cycle lane connections, key footpath improvements and improvements to signage; and

Major issues raised by the Movement Study include the likely future need for a signalised intersection at Barry Street/Melbourne‐Lancefield Road; and potential to upgrade Portingales and Greens Lanes as an alternative access between the industrial area and areas south of Romsey.

Gisborne and New Gisborne ODP Gisborne and New Gisborne are currently experiencing growth and development pressures. Macedon Ranges Shire Council recognises this, and has prepared an overall framework plan to ensure future development within the area is managed in an orderly, co‐ordinated and sustainable way.


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The Gisborne township area, comprising the settlements of Gisborne and New Gisborne, is located within the Macedon Ranges Shire, approximately 52km north‐west of Melbourne. The township forms the major urban centre in the southern end of the municipality and is located within the Melbourne– Bendigo regional fast rail corridor. The Calder Freeway passes between the townships, with New Gisborne to the north and Gisborne to the south. The ODP highlights the following road infrastructure principles for Gisborne and New Gisborne townships: Investigate alternative transport networks west and east of Station Road and south of

Ferrier Road;

Ensure pedestrian and bicycle networks are improved and form key components of the ODP;

Continue to improve bus and pedestrian links to the train station; and

Prepare a Developer Contributions Plan to ensure new development provides appropriate funding for transport infrastructure.

Key features of the ODP roads and public transport are: Identification of key traffic management issues raised by VicRoads including:

− Providing only one vehicle access from Jacksons Creek Estate to Station Road via

Wallaby Run; − Truncating McKim Road, Radiata Road/Oakwood Close/Government Road at

Station Road; − Providing a local connector road to link Morrow Road with The Boulevard; − Investigating the need to realign Ross Watt Road northerly to intersect with

Morrow Road as a major controlled intersection; and − Provision of future curve alignment improvements at Melbourne

Road/Calthorpe Street intersection. Retention of Station Road as the key north‐south road;

Development of a key collector street within the new development front west of Station Road. Connection points to Station Road are identified immediately north of Colwyn Estate, and immediately south of the Whistle Stop Tavern;

An indicative road layout be provided for the expanded industrial area, including the

possible provision of an additional east – west connection to Payne Road. The intersection of Barry Road and Saunders Road will require reviewing prior to any further development off Barry Road;

An indicative road layout be provided for the Low Density Residential area between Kilmore Road and Saunders Road; and

Indicative road networks are provided for all new development areas. Each of these will be subject to further investigation and design at the PSP or Development Plan (DP) stage.


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Key features of the ODP walking and trails plan are: Identification of bicycle and pedestrian networks, utilising public open spaces and road

networks;

The provision of bicycle paths on Station Road is limited due to its narrow road reservation with little prospect of it being widened. An alternative shared bicycle/pedestrian network is proposed through the new residential area west of Station Road, utilising the new road network and linear open space corridor. This path will connect Gisborne to the train station;

A key bicycle and pedestrian network is to be developed along the Mt Gisborne Road/Aitken Street spine through Gisborne. This network currently partially exists, primarily north of Jackson’s Creek; and

New bicycle and pedestrian networks are to be provided through all new linear links, particularly through South Gisborne.

4.1.2 Demographic Profile

Demographic information provides an indication of the age profiles and tourism factors that drive asset management decision‐making within the shire.

Road infrastructure within the Macedon Ranges Shire is impacted on by the growth within the area. The following information is from Macedon Ranges Shire Council’s ‘Macedon Ranges Shire Demographic Profile October 2008’: Alongside the ODP’s sits the Macedon Ranges Settlement Strategy (DSS) that is still in Draft form but is due to be finalised before the end of the 2010/11 financial year. This section will also consider the potential future township requirements identified within this document.

Household Numbers ‘Macedon Ranges Shire Demographic Profile October 2008’, states that the average household size in Macedon Ranges Shire was 2.8 in 2006 (compared to the Victorian average of 2.6). This figure has been used within the demand analysis and results from the analysis are reported in Section 3.1.1.

Household Income and Affordability As of the 2006 census the median gross weekly household income in Macedon Ranges was $1,113. This was higher than the Victorian median of $1,022. The median rental in Macedon Ranges was $170 per week. This was slightly lower than the Victorian median of $185. Lower than average rental prices may pose to be an incentive for residents to live in the Shire of Macedon Ranges however Macedon Ranges had a higher proportion of homes being purchased than did Victoria (46% compared to 35%) and a lower proportion of homes being rented (15% compared to 25%). The higher proportion of houses being purchased may be an indication of more affordable housing. Affordable housing is a great incentive for families and individuals to move into the Shire.


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Tourism The Macedon Ranges is a vibrant growing tourism region, located right on the city's doorstep, less than an hour's drive from Melbourne along the Calder Freeway (or 30 minutes from Melbourne Airport). The region is dotted with a delightful mix of thriving businesses, relaxed villages and heritage charm. It offers a variety of attractions from Hanging Rock and Mount Macedon to the historic townships of Gisborne, Kyneton, Lancefield, Macedon, Mount Macedon, Malmsbury, Riddells Creek, Romsey and Woodend.

Tourism is rich in Macedon Ranges Shire and as this increases, the demand for adequate tourist roads will continue well into the future. Residential Land Supply Residential development will provide increased need for road infrastructure within the Shire. Land supply information is available for Gisborne, Romsey and Kyneton as discussed below: Gisborne ODP An assessment of existing residential land finds that 210 hectares of vacant Residential 1 Zone land currently exists. These calculations are raw land areas only and do not take into account any site constraints such as environmental, heritage, engineering, current land use etc. Therefore the area of land actually available is likely to be less than this. While physical constraints and current land use will affect the area of developable land to some extent, the available land is expected to yield well in excess of 30 years supply of residential land. For the purpose of the ODP, the existing zoned land supply is likely to more than adequately cater for the future population as projected until 2031. Romsey ODP The Romsey ODP seeks to promote a planning approach that protects the character of the town. To this end the ODP does not envisage that a large proportion of the town will be subject to redevelopment or wholesale infill, but is premised on the basis that the majority of medium density development will be located within easy walking distance (200‐300m) of the town core. The balance of new dwellings are planned to be provided in new growth areas identified by the ODP. This approach seeks to maximise the efficiency of redevelopment of large lots in close proximity to town services and facilities. This strategy will also allow available capacity in water, sewer, drainage and road infrastructure to be utilised and contain the extent of areas where infrastructure upgrading is required. In terms of accommodating expected growth, approximately 62 ha of land is required to meet the future residential land needs of Romsey to 2026. This additional land is proposed to be provided through Planning Scheme Amendment C66 which is being exhibited until 31 May 2011.


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As previously discussed, there is also an expectation that the majority of medium density land needs will be taken up in close proximity to the town centre as infill development opportunities. Thus, limited medium density development is expected to occur in the new growth areas. The Draft Macedon Ranges Settlement Strategy recommends that further growth beyond that provided by C66 should not be facilitated, largely due to the comparatively limited transport infrastructure available. Expansion of the Existing Commercial and Industrial Areas Gisborne/New Gisborne Commercial (ODP) The Gisborne Commercial Assessment 2009 identifies that Gisborne/New Gisborne currently has approximately 46,900sqm of commercial floor space including 4,700sqm of vacant floor space. In the period to 2031, approximately 19,600 sqm of additional commercial floor space is required to meet demand, equating to between 4 and 6 hectares of additional land being required to accommodate commercial development in Gisborne to 2031. Commercial Land Provision (DSS) The Draft Settlement Strategy relies on the Commercial Assessments undertaken by Tim Nott: Economic Analysis and Strategy for Gisborne (2009). This assessment suggests that, in the period to 2031, between 4 ha and 6 ha of additional development land will be required to accommodate commercial development in the Gisborne town centre. This assessment allows for the development of local activity centres in New Gisborne, West Gisborne and South Gisborne. Industrial (ODP) Gisborne area’s industrial land is focussed in New Gisborne. There is currently 41.5 hectares of land zoned for industrial purposes, including 11.5 hectares of vacant land. The Industrial Land Analysis 2009 identifies 53.1 hectares of land is required within Gisborne/New Gisborne to support existing industrial jobs. An additional 23.3 hectares of industrial land is required between 2009 and 2021 and an additional 24 hectares is required between 2021 and 2031 to support local employment requirements. Industrial Land Provision (DSS) The Gisborne ODP and Planning Scheme Amendment C67 identify a 42 ha area for future industrial expansion in New Gisborne. This will meet the demand identified by Urban Enterprise in their analysis of industrial land.


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Romsey Commercial (ODP) Romsey contains a total area of land zoned for retail/commercial purposes of 12.2 hectares: The town centre in the Business 1 Zone comprises the majority of this area, generally

bounded by Woodend‐Wallan Road (south side), Pohlman Street (west), Five Mile Creek (north) and the rear of properties fronting Main Street (east). This area is occupied by shops, commercial premises, community facilities and remnant dwellings; and

There are two separate areas south of Woodend‐Wallan Road in the Business 4 Zone. These sites are occupied by a service station and plant nursery/display businesses.

There is approximately 1.5ha of vacant land in the Romsey town centre and perhaps a further 2ha of land that contains dwellings or industrial activities, or which is substantially under‐utilised. Romsey has a small number of offices that service the local population including professional business services and health services. Whilst it is not anticipated that Romsey would attract large office based business enterprises, Romsey could play an increasing role in the provision of professional services and health and other services for the eastern part of the Shire. Taking Council population growth projections of 2.96% per annum into account, as well as standard growth in expenditure and visitation (around 1% per annum), an estimated 8,116m2 of retail floor space will be required by 2021. The current retail floor space in Romsey is approximately 5,000m2, indicating that there is an existing undersupply of retail floor space of around 2,000m2. In the period between 2009 and 2021, a further 1,000m2 of retail floor space will be required in Romsey, resulting in a total demand for an extra 3,000m2 by 2021. It should be noted that this estimate of floor space is considered conservative and is based on low to medium expenditure containment rates. Industrial (ODP) There is a limited supply of industrial land in Romsey, reflecting Romsey’s rapid growth from a small population base. There are currently approximately 13.3 hectares of land zoned for industrial purposes, located in two areas: A small industrial estate in Mitchell Court close to town centre of Romsey; and

A small industrial subdivision in Portingales Road, adjacent to the wastewater treatment plant.

There have been a total of 20 lots approved for industrial development in Romsey in the past three years. The largest of these is an industrial subdivision and development of 15 factories in Mitchell Court. The building approvals data highlights continued industrial land consumption, even though land supply is constrained. This indicates that there is likely to be continued demand for industrial land in Romsey if new development opportunities were provided.


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Real estate agents have reported that they have experienced a consistently high demand for industrial land. Some businesses have been in need of appropriate industrial zoned land for a number of years, but have been unable to find a ready supply in Romsey. Most demand has originated from trade businesses and large format retailers such as garden supply businesses. These uses require an area with good access and visibility. The population of working age Romsey and surrounding residents (ages 15‐65), is projected to increase by 36% by 2021. This creates further demand for 6.9 hectares of industrial land between 2006‐2021. Based on existing levels of employment, and the unmet supply to meet job containment targets, 12.7 hectares of new industrial land supply is therefore required by 2021. Amendment C66 provides for a new 21ha business and industrial area on the corner of Melbourne Lancefield Road and Greens Lane. Kyneton Commercial Land Provision (DSS) Kyneton is an attractive activity centre with an extensive mix of retail, other commercial and community uses. The centre draws heavily on the spending of people from outside the immediate area – people from the wider region and visitors travelling on the Calder Freeway. Currently the centre provides a successful retail mix, managing to accommodate a variety of comparison goods as well as local convenience goods. This assessment suggests that the town centre can continue to provide this central role for its trade area in the period to 2031. Over that time up to 1 ha of land will be required to accommodate additional retail and other development. This assessment allows for the development of local activity centres in east and south Kyneton, modest development of peripheral sales on the edge of town and minor additions to retail floor space elsewhere in the Kyneton trade area. There is sufficient vacant land and buildings to accommodate the expected growth in the town centre, although developers of larger format uses may need to spend time in assembling sites for redevelopment. Industrial Land Provision (DSS) Industrial provision identified by Urban Enterprise indicates that Kyneton is forecast to have a substantial oversupply of industrially zoned land, even at 2031. This analysis was based on servicing a population of some 6,400 people (Macedon Ranges Social Development Unit). Kyneton’s vacant industrially zoned land more than meets the demand for local job containment. The extent to which Kyneton should be providing the industrial zoned land needs of neighbouring towns will be considered further in the recommendations.


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Lancefield Commercial Land Provision (DSS) While the work undertaken by Tim Nott: Economic Analysis and Strategy provides an estimate of 0.25 ha of land required to accommodate the forecast additional activity space in the Lancefield town centre over the period to 2036, this assessment is made on an expectation of an increase in the population to almost 3,700 people by 2036. The population estimates relied upon in the DSS are in the order of 2,300 (based on historical growth numbers) to 3,200 people (applying the VIF extrapolated growth) with the limited growth likely to be encouraged given the lack of public transport and inadequacy of the road provision to the town. On this basis, together with the economic role of Lancefield within the broader economic hierarchy, it is not anticipated that any significant retail and commercial provision will be required to support the population of Lancefield out to 2036. Tim Nott’s report indicated that even the notional space requirement of 2,500 sq. m by 2036 can readily be accommodated on Main Street, through redevelopment of existing housing. Industrial Land Provision (DSS) Lancefield has an existing area of vacant Industrial 3 Zone land of approximately 6 hectares. Urban Enterprises’ assessment of Industrial Land needs in Lancefield was that given the size, location and nature of the town, Lancefield is not considered an appropriate location for future industrial activity. Macedon Commercial Land Provision (DSS) The population estimates relied upon in the DSS are in the order of a resident population of 1,500 to 2,000 people with the minimal scope for growth in light of environmental constraints. On this basis, together with the nominal economic role of Macedon within the broader economic hierarchy, it is not anticipated that any additional retail and commercial provision will be required to support the population of Macedon out to 2036. Industrial Land Provision (DSS) Macedon currently has no land zoned for industry. Urban Enterprises’ assessment of Industrial Land needs in Macedon was that given the size, location and nature of the town, Macedon is not considered an appropriate location for future industrial activity. Malmsbury Commercial Land Provision (DSS) The resident population estimates relied upon in the DSS are in the order of 900 to 1,500. On this basis, together with the economic role of Malmsbury within the broader economic hierarchy, it is not anticipated that any additional retail and commercial provision will be required to support the population of Malmsbury out to 2036. Even if additional land were required, the existing town centre already carries large areas of vacant land (including on the corner of Barker Street and the Calder Highway) where there are opportunities for more intensive development of existing premises.


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Industrial Land Provision (DSS) Urban Enterprises’ assessment of Industrial Land needs in Malmsbury is that no land should be zoned for industrial uses given the significant industrial land supply in Kyneton. Mount Macedon Commercial Land Provision (DSS) The existing town centre of Mount Macedon sits in the Rural Conservation Zone, which does not provide for business purposes. Tim Nott reported that in order to allow the Mt Macedon activity centre to grow to its full potential as a local centre serving residents and visitors, a potential solution would be to change the zoning of the existing town centre precinct to Township Zone. The boundaries of this Zone would require further discussion and consultation with land‐holders but should include some land capable of being further developed (including land on the west side of Mt Macedon Road for example). The Township Zone would allow development of commercial activities with a permit. Industrial Land Provision (DSS) Urban Enterprises’ assessment of Industrial Land needs in Mount Macedon was, that given the size, location and nature of the town, Mount Macedon is not considered an appropriate location for future industrial activity. Riddells Creek Commercial Land Provision (DSS) Riddells Creek has a small town activity centre providing local convenience services, some professional services and a strong range of community service activities. The centre principally serves the people of Riddells Creek Township and immediate surrounds. A major development has been proposed for the centre which would provide a larger supermarket and further specialty shops. This would expand the centre from a small neighbourhood activity centre to a more substantial neighbourhood centre that could cater for most of the weekly shopping requirements of trade area residents. In addition to the proposed development, in the period to 2031, around a further 1 ha of land will be required to accommodate the growth of the centre. One option is that some or all of the 2.1 ha of vacant land currently zoned B3 adjacent to the centre could be rezoned for town centre purposes to meet this need. Such a rezoning should only be undertaken following the preparation of an urban design framework that provides for the future shape and integration of the centre. Industrial Land Provision (DSS) Industrial provision identified by Urban Enterprise indicates only a modest additional provision will be required to support demand out to 2036. Urban Enterprise note that considering the constrained existing supply of industrial land and the local population base, it may be appropriate to set aside a small amount of land for industrial use to cater for small service industrial businesses with any larger scale industrial businesses located in New Gisborne.


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It should be noted that the Business 3 zoned land (3.4 ha) referred to in the commercial assessment above can also accommodate some industrial uses and hence, the relative demands for commercial and industrial land will need to be balanced. Out to 2036 the additional industrial land provision in Riddells Creek is expected to be in the order of 2‐3ha. Woodend Commercial Land Provision (DSS) While the work undertaken by Tim Nott: Economic Analysis and Strategy provides an estimate of the 2.7 ha of land required to accommodate the forecast additional activity space in the Woodend over the period to 2036, this assessment is made on an expectation of an increase in the population based on a trade area population of 15,500 by 2036. The population estimates relied upon in this strategy are in the order of 4,400 to 5,900. Even allowing for the tourism demand, it is not anticipated that the level of additional retail and commercial provision forecast in the Tim Nott work will be required to support the population of Woodend out to 2036. A more realistic provision in light of the projected population would be in the order of 0.7‐1 ha of land which may be able to be accommodated at the rear of the existing strip shopping area. Industrial Land Provision (DSS) Industrial provision identified by Urban Enterprise indicates an additional 12 hectares is required to support demand to 2031 which could be extrapolated to an overall increase of 18.1ha to 2036 to support a population of some 4,950 people. While the population estimates relied upon in this strategy are in the range of that relied upon by Urban Enterprise (in the order of 4,400 to 5,900), given the expectation that Kyneton will carry an excess supply of Industrially zoned land, together with the potential lack of fit between the tourist role of Woodend and industrial uses, it is not expected Wooded should re‐zone any additional land for industrial use. Further research into the road infrastructure requirements associated with the predicted commercial and industrial land use requirements above is required in order to understand the impacts of growth on MRSC’s road network into the future.

4.1.3 Impact of Trends on Infrastructure

Macedon Ranges Shire Council’s ‘Outline Development Plans’ document the potential impacts a growing population will have on the townships road network. Key issues and recommendations identified from the ODP’s are detailed below:

Romsey Transport and Movement issues within Romsey related to road infrastructure are: Existing road formations throughout residential areas and road side drainage works

utilize soft engineering techniques. Decision as to whether new development maintains this standard or up graded standard to be considered in line with heritage and existing character attributes of the town;


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Congestion on roads around the primary school at school drop off and pick up times;

Path connectivity is poor and there exists a number of missing links to path connection;

Limited public transport services continue to impact on commuters, youth and the aged. This issue has been the focus of on‐going work for over 2 years and bus service improvements were introduced in late 2007. Growth in the non‐driving ‘population’ is likely to continue to provide pressure for the development of public transport options. Limitations on this service are also felt at times of higher petrol prices;

Ensure pedestrian and bicycle networks are improved; and

Provide for bus stops to service new development area along Melbourne–Lancefield Road.

Residential, commercial and industrial growth within Romsey will be influenced by the Planning Scheme Amendment C66 that will be publicly exhibited in April and May 2011. The Amendment implements the Romsey ODP and Romsey Residential Character Study.

The key outcomes of the Amendment are:

Rezones 62 ha of land on the southern edge of the town, at 68 Knox Road, and ‘Silverdale’ Lots 2 PS506812P, and 262 Melbourne Lancefield Road; from Rural Living to Residential 1. This will facilitate an additional 400 houses;

Rezones 21 ha of land at 2598 Melbourne‐Lancefield Road, (south of the town, on the corner of Greens Lane) from Farming Zone to Business 4 and Industrial 1. This will facilitate retail and wholesale businesses, service industry, manufacturing, transport and storage businesses;

Rezones the area around Stuartfield Ave, Bentley Court and Dowie Court (approximately 56 ha) from Residential 1 to Low Density Residential Zone, reflecting the absence of sewerage in this area;

Rezones land on the western side of the Melbourne‐Lancefield Road at 51 to 79 Main Street, Romsey, from Business 4 Zone (1.19 ha) and Residential 1 Zone (2.41 ha), to Business 1 Zone. This is likely to facilitate additional retail development in this area;

Applies a new Design and Development Overlay to existing and proposed residential areas as identified in the Romsey Residential Character Study; and

The effect on development trends will be a concentration of infill residential development in an identified medium density area around the town centre. Subdivision of existing lots outside this area will be restricted to a 1200m2 minimum lot size, unless part of a comprehensive medium density proposal.

New Gisborne Impacts of growth on road, pedestrian and bicycle networks within New Gisborne are as follows:

Retention of Station Rd as the key north – south road;

Development of a key collector street within the new development front west of Station Rd to alleviate traffic pressure on Station Road. A collector street collects traffic from the access places and access streets and carries higher volumes of traffic. A detailed


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traffic assessment will be a requirement of a schedule to the Development Plan Overlay to be applied to this Area;

Where relevant, roads are encouraged to front open space to provide passive surveillance and an active interface;

An indicative road layout is provided for the Barry Rd industrial area, including the possible provision of an additional east – west connection to Payne Rd. The intersection of Barry Rd and Saunders Rd will require reviewing prior to any further development off Barry Rd. This could be required with a rezoning request for expansion of this area south to Saunders Rd (i.e. as a requirement of a schedule to the Development Plan Overlay);

An indicative road layout is provided for the Low Density Residential area between Kilmore Rd and Saunders Rd;

Providing road infrastructure to cater for new business/industrial areas in New Gisborne; and

The provision of bicycle paths on Station Rd is limited due to its narrow road reservation with little prospect of it being widened. An alternative shared bicycle/pedestrian network is proposed through the new residential area west of Station Rd, utilising the new road network and linear open space corridor. This path will connect Gisborne to the train station.

Gisborne Impacts of growth on road, pedestrian and bicycle networks within Gisborne are as follows: The existing key road network is to remain the same in Gisborne, though the following

intersections will ultimately need review and possible upgrade: Willowbank Rd/Aitken St/Mt Gisborne Rd; Willowbank Rd/Gisborne – Melton Rd; Brady Rd/Willowbank Rd;

Indicative road networks are provided for all new development areas. Each of these will be subject to further investigation and design at the Development Plan stage;

A key bicycle and pedestrian network is to be developed along the Mt Gisborne Rd/Aitken St spine through Gisborne. This network currently partially exists, primarily north of Jackson’s Creek. Some works were completed in 2010/11 and more are to be undertaken 2011/12;

New bicycle and pedestrian networks are to be provided through all new linear links, particularly through South Gisborne; and

Where relevant, roads are encouraged to front open space to provide passive surveillance and an active interface.

In addition, the Gisborne Movement Network Study 2006 identifies the following additional upgrades to the pedestrian network: Kilmore Road – install gravel footpath on one side in the next 5 – 10 years;

Aitken Street between Willowbank Road and the Town Centre – install a sealed shared pathway (2.5m min) on one side in the short term (1‐3 years);

Ferrier Road – install footpaths on both sides when abutting land is developed;

Willowbank Road – install footpaths on both sides when abutting land is developed;


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Brady Road – install footpaths on both sides when abutting land is developed;

Brooking Road – install footpaths on both sides when abutting land is developed;

Fersfield Road – install gravel footpath on one side in the next 5 – 10 years; and

Fisher Street – upgrade existing footpath on south side to provide a 1.5m minimum pavement width in the short term (1‐3 years).

Identification of the intersections to be upgraded, as recommended in the Gisborne Movement Network Study are as follows: Ferrier Road and a new cross road intersection – roundabout to be constructed when

new cross road is built;

Station Road and Saunders Road/new subdivision access point – roundabout to be constructed when new access road is constructed;

Station Road and Wallaby Run intersection – protected left and right turn lanes when Wallaby Run is connected to Station Road;

Station Road and Robertson Street intersection – signalise when traffic volumes exceed 10,000 vehicles per day at this point;

Melbourne Road and Kilmore Road intersection – roundabout and possible road realignment when traffic volumes exceed 9,000 vehicles per day on Melbourne Road;

Willowbank Road and Gisborne‐Melton Road intersection – roundabout to be constructed when Willowbank Road is extended west of Gisborne‐Melton Road;

Willowbank Road and Mt Gisborne Road – roundabout or protected right‐turn and left turn slip lanes as traffic volumes on Willowbank Road east of Aitken Street approach 2,000 vehicles per day; and

Willowbank Road and Brady Road – intersection upgrade to provide a standard T‐intersection when abutting land is developed.

Identification of the roads to be upgraded, as recommended in the Gisborne Movement Network Study are as follows: Aitken Street between Gisborne‐Melton Road and Willowbank Road – upgrade to

include 6m through lane and 2m wide sealed shoulders on both sides when volumes exceed 4,000 vehicles per day;

Brady Road – upgrade to include 6m through lane and 2m wide sealed shoulders on both sides when abutting land is developed;

Station Road between Melbourne Road and Calder Freeway – duplication as traffic volumes approach 16,000 vehicles per day;

Willowbank Road ‐ upgrade to include 6m through lane and 2m wide sealed shoulders on both sides when abutting land is developed; and

The Boulevard/Oakwood Close/Station Road – connection of Wallaby Run through to Station Road when abutting land is developed.


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4.1.4 New Infrastructure

From the population statistics taken from the 2006 Census (outlined in Part A), it is anticipated that the population of Macedon Ranges Shire will reach 47,956 by 2028. The average person per household is typically expected to be 2.8 persons per household1 (this compares with a figure of 2.6 per household in the state). Using these statistics, and making a number of assumptions on the typical characteristics of new roads and developments, an analysis was undertaken on the predicted road infrastructure assets required by 2028. The assumptions made are listed below. Please note that these assumptions are based on the urban areas only. The average number of residences per property will be 1.00;

Each new house will have a street frontage of 13 ‐ 17 m (15m used as average);

There will be a new house on each side of a road;

Each metre of new road will have 1m of path associated with it;

The length of major stream culverts will be 20m;

There will be 10 new signs (of various types) for every new km of road;

The length of new kerb and channel is twice that of the length of new road built;

There will be one new street lantern every 60‐100m (80m used as average);

The average person per household will be 2.8;

There is a linear annual growth increase in population figures; and

The cost of new infrastructure is based on the unit rate of the current replacement cost.

The results of the analysis showed that the following would be required (approximate figures only): 25.7 km of new roads at a cost of $8.6M

25.7 km of new paths at a cost of $2.2M

22 new stream culverts

51 km of new kerb and channel at a cost of $4.6M

321 new streetlights

257 new signs

The Shire is currently experiencing a number of subdivisions. As can be seen in Table 8 Gisborne is, by far, experiencing the most growth with 15 individual subdivisions occurring within the Shire. The status of subdivision is identified in Table 8.

1 2006 Census of Population and Housing, Basic Community Profile for Macedon Ranges (Local Government Area) which remains the copyright of the Australian Bureau of Statistics (ABS)


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Table 8: Current Subdivisions within Macedon Ranges Shire

Defects Liability Period Over – March 2010

Defects Liability Period about to End

Defects Liability Period Commenced

Works in Progress

Works about to Commence.

Gisborne (3) Kyneton (1) Riddells Creek (1) Woodend (2)

Gisborne (2) Kyneton (1) Riddells Creek (2) Lancefield (1)

Gisborne (4) Riddells Creek (6) Woodend (1)

Lancefield (1)

Gisborne (3) Kyneton (1) Lancefield (1)

Gisborne (3) Woodend (1)

Lancefield (1) Romsey (1)

4.2 Demand Management Strategies

Demand management strategies provide alternatives to the creation of new assets in order to meet demand and look at ways of modifying customer demands in order that the utilisation of existing assets is maximised and the need for new assets is deferred or reduced. Non‐asset solutions include:

Transportation Strategies;

Traffic Controls;

Traffic Local Laws;

Road Safety Strategy; and

Reduced Level of Service.

Council could implement the following demand management strategies to modify demand for traffic services and minimise the need for capital road infrastructure improvements:

Transportation strategies: The Council will promote alternative forms of transport and review the road hierarchy and linkages to allow the road network to develop in an efficient manner.

Traffic controls: The increased development of urban areas may create the need to implement traffic control strategies. Examples of traffic control strategies include the installation of roundabouts and intersection improvements. Roundabouts are considered a preferable option to traffic signals.

Traffic Local Laws: Council have applied limits to the type of vehicles that may be parked on private land in residential areas. There are also load limit and B Double restrictions on some roads within the Shire.

Road Safety Strategy: Council has recently completed a road safety strategy for the area. The Road Safety Strategy includes a number of non‐engineering solutions such as education as well as engineering solutions such as line marking and road safety audits.

Reduced level of service: Level of service in the Shire tends to be very good due to the low traffic volumes when compared to metropolitan Melbourne. However residents appear to expect a high level of service and concern is raised for minor delays in traffic flow.

It should be noted that Council is reluctant to restrict traffic movement unnecessarily and will develop the road network in a way that ensures the least amount of disturbance to traffic flow.


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5 RISK MANAGEMENT

5.1 Risk Identification

The objective of risk management is to identify the business risks associated with the ownership and management of the road infrastructure and identify the direct and indirect costs associated with these risks. Risk assessment with respect to road assets is addressed specifically within the context of the Road Management Plan (RMP). For specific strategies used to address risk refer to the RMP.


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6.1 Physical Parameters

6.1.1 Current Issues

Current issues influencing the assets included in this plan are:

Road Pavements

Increased traffic flows due to growth increases the frequency of heavier traffic e.g. buses, garbage trucks, large vehicles;

Some areas are experiencing problems due to the movement of tree roots;

Macedon Ranges Shire Council has some rural roads and residential streets, that as growth continues, will need to be upgraded;

Development in formerly semi‐urban areas is leading to traffic loadings unsuitable for the road pavement;

The emphasis on predictive modelling of pavement deterioration needs to be continued, to enable understanding of pavement lives and justify planned increases in renewal/rehabilitation expenditure;

The quality of road reinstatement by other organisations has a significant effect on road quality, in particular the quality of sealed road reinstatement by service authorities;

The harsh seasons of the area cause problems. The winter can be very wet causing more rapid deterioration of roads. The summer can be very dry and water resources required for continual maintenance are limited;

The underlying soil is expansive clay which swells when wet and contracts when dry. This causes problems such as cracking and is accentuated by the wet conditions described above;

Pavement materials that were available locally and used in the past may be of a lesser quality than present day available materials; this can result in a higher cost of road rehabilitation / reconstruction to ensure structural integrity of the pavement; and

Extreme weather conditions, such as flash flooding, cause more rapid deterioration of roads.

Paths The quality of path reinstatement by other organisations has a significant effect on path

quality;

The underlying soil is expansive clay, which swells when wet and contracts when dry. This causes problems such as cracking;

Some paths are experiencing problems due to the movement of tree roots, this is particularly evident in asphalt paths;

More demand for paths, including bicycle and shared paths, due to an ageing population and current trends;

The condition of paths is adversely affected by construction traffic;


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Extreme weather conditions, such as flash flooding, cause more rapid deterioration of paths; and

Construction of paths by Community Groups is often not undertaken according to Council standards and deterioration is more rapid.

Kerb & Channel Extreme weather conditions;

The quality of reinstatement by other organisations has a significant effect on kerb and channel quality;

The underlying soil is expansive clay, which swells when wet and contracts when dry. This causes problems such as cracking;

Increased traffic flows due to growth increases the frequency of heavier traffic e.g. buses, garbage trucks, and large vehicles. Road widths are narrower and large heavy vehicles do not have the turning capacity of domestic vehicles; and

Some areas are experiencing problems due to the movement of tree roots.

Bridges & Major Culverts Harsh weather conditions, including extended periods of both wet and dry, have

adverse effects on timber bridges. Abutment backfilling shrinks in these conditions causing a drop to the bridge approach. There is also a problem with flooding during these periods;

There is a need to increase the lifecycle modelling of bridges and major culverts and this has been identified in the improvement plan;

Increased traffic flows due to growth increases the frequency of heavier traffic e.g. buses, garbage trucks, large vehicles;

Vegetation issues in sensitive areas; and

There is currently no formal procedure for identifying renewals or upgrades for major bridges and culverts. Renewal works are reactive and potential renewals are assessed on an individual basis.

Major culverts are defined in Council’s Road Management Plan as having a cross sectional area of greater than 6m2. All culverts with a cross sectional area of less than 6m2 are treated separately. A separate drainage asset management plan is currently being prepared and will document the requirements of underground drainage assets not categorised as major culverts. Road Furniture Problems with vandalism including assets being broken and damaged;

Regulation changes for signs which means that a large number of assets may become obsolete at the same time;

Aging of assets without a defined replacement strategy; and

Occupational Health and Safety issues such as accidental damage of signs by heavy goods vehicles.


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6.1.2 Asset Quantities

The quantity of assets are listed in Table 9.

Table 9: Asset Quantities

ROAD PAVEMENT

PATHS

KERB & CHANNEL

BRIDGES

Asset Type

Quantity (km)

Asset Type

Quantity (km)

Asset Type

Quantity (km)

Asset Type

Quantity (No.)

Sealed 833 Concrete 60 Kerb & Channel

281 Road

Bridges 63

Unsealed 913 Brick

Paved 2

Major Culverts

73

Sealed Surface

833 Sealed 22 Foot

bridges 65

Other 17

TOTAL 1,746 TOTAL 101 TOTAL 281 TOTAL 201

6.2 Asset Capacity/Performance

6.2.1 Performance monitoring

Information regarding the performance of Council’s road pavements, paths, kerb & channel and bridges and major culverts are obtained from InfraActive, Council’s Customer Request System. Through the analysis of condition profiles and through defects and hazards observed from routine inspection programs, Council is able to gain an overall understanding of the performance of its assets. Details of other performance monitoring activities are provided in Table10 .

Table 10 : Details of performance monitoring activities

Asset Group Performance Monitoring Activities

Road Pavement

Traffic counts are undertaken on nominated roads in each category on a cyclic basis as follows: Category 1 – Every 4 years Category 2 – Every 6 years Category 3 – as required Category 4 – Every 6 years Category 5 – as required This information is used to investigate traffic management requests and plan road upgrades/new works.

Road Furniture Night time inspections of street lighting are undertaken quarterly to ensure required LOS is being provided by the utility provider.


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6.3 Asset Condition

6.3.1 Condition Monitoring – Asset Condition Survey

Asset Condition Surveys are undertaken on road assets, including paths and kerb & channel, every three years. The last survey was undertaken in 2009/10 and is due again in 2012/13.

The next Bridges & Major Culverts Condition Survey is also due in 2012/13 and will be undertaken on a five year cycle.

6.3.2 Condition Rating

The scale used for assessment of condition is shown in Table 11. 0‐1 = Excellent ‐ 10 = Poor.

Table 11: Condition Rating

CONDITION RATING

DEFINITION

0‐1 New asset 2 As new condition. No visible signs of wear and tear or defects

3 Good condition with some signs of wear and tear commensurate with the age and use of the asset

4 More significant wear and tear but no evidence of degradation of the asset 5 Some minor degradation of the asset which could potentially shorten life 6 Significant degradation of the asset which could lead to failure 7 Evidence of minor isolated failure in an asset which will reduce future life

8 Evidence of multiple failures and the inability of the asset to continue to satisfactorily service the original intended purpose

9 Significant evidence of failure of the asset and failure to provide design purpose

10 Total failure of the asset

The overall condition of the sealed pavement, unsealed pavement, sealed surface, paths, kerb & channel and bridges is weighted against certain criteria individual to each asset type. These criteria are outlined in the Moloney Asset Management Systems Operation Manual for Roads and Streets.

6.3.3 Asset Useful Lives & Intervention Levels

The current useful lives and intervention levels for the road asset components are shown in Table 12.

Table 12: Useful Lives & Intervention Levels

Asset Component Intervention Level

Physical Life (Years)

Useful Life (Years)

Sealed Pavement 8 80 76

Unsealed Pavement 8 16 15.2

Spray Seal Surface 8 15 14.6

Asphalt Surface 8 30 28.8

Paths – Concrete 8 50 48.5

Paths – Brick Paved 8 40 38.8

Paths – Other 8 15 14.6

Bridges – Long Life 7 120 106.8

Bridges – Short Life 7 70 62.3


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6.3.4 Current Condition

Sealed Pavement The current condition profiles for the sealed pavement are shown in Figures 6 to 9. Sealed Pavement condition is recorded for the following categories: Pavement (High Traffic) Urban;

Pavement (Low Traffic) Urban;

Pavement (High Traffic) Rural; and

Pavement (Low Traffic) Rural.

Figure 6: Current Condition Distribution for Pavement (High Traffic) Urban

Figure 7: Current Condition Distribution for Pavement (Low Traffic) Urban

0.0

5.0

10.0

15.0

20.0

25.0

30.0

0 1 2 3 4 5 6 7 8 9 10

% of Asset Base within Condition

Current Condition ‐ Pavement (High Traffic) Urban

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Pavement (Low Traffic) Urban


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Figure 8: Current Condition Distribution for Pavement (High Traffic) Rural

Figure 9: Current Condition Distribution for Pavement (Low Traffic) Rural

Unsealed Pavement The current condition profile for the unsealed pavements are shown in Figures 10 & 11. Unsealed pavement condition is recorded for the following categories:

Unsealed Pavement (High Traffic); and

Unsealed Pavement (Low Traffic).

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Pavement (High Traffic) Rural

0.00

5.00

10.00

15.00

20.00

25.00

30.00

1 2 3 4 5 6 7 8 9 10 11


Current Condition ‐ Pavement (Low Traffic) Rural


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Figure 10: Current Condition Distribution for Unsealed Pavements (High Traffic)

Figure 11: Current Condition Distribution for Unsealed Pavement (Low Traffic)

Sealed Surface The current condition profile for sealed surfaces are shown Figures 12 to 17. Sealed surface condition is recorded for the following categories: Asphalt Seal (High Traffic) Urban; Asphalt Seal (Low Traffic) Urban; Spray Seal (High Traffic) Urban; Spray Seal (Low Traffic) Urban; Spray Seals (High Traffic) Rural; and Spray Seals (Low Traffic) Rural.

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Unsealed Pavement (High Traffic)

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Unsealed Pavement (Low Traffic


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Figure 12: Current Condition Distribution for Asphalt Seal (High Traffic) Urban

Figure 13: Current Condition Distribution for Asphalt Seal (Low Traffic) Urban

Figure 14: Current Condition Distribution for Spray Seal (High Traffic) Urban

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Asphalt Seal (High Traffice) Urban

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Asphalt Seal (Low Traffic) Urban

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Spray Seal (High Traffic) Urban


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Figure 15: Current Condition Distribution for Spray Seal (Low Traffic) Urban

Figure 16: Current Condition Distribution for Spray Seal (High Traffic) Rural

Figure 17: Current Condition Distribution for Spray Seal (Low Traffic) Rural

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Spray Seal (Low Traffic) Urban

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Spray Seal (High Traffic) Rural

0.002.004.006.008.0010.0012.0014.0016.0018.0020.00

0 1 2 3 4 5 6 7 8 9 10% of Asset Base within Condition

Current Condition ‐ Spray Seal (Low Traffic) Rural


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Paths The current condition profile for paths are shown in the Figures 18 to 21. Path condition is recorded for the following categories:

Concrete Paths;

Brick Paved Paths;

Sealed Paths; and

All other Paths.

Figure 18: Current Condition Distribution for Concrete Paths

Figure 19: Current Condition Distribution for Brick Paved Paths

0.00

5.00

10.00

15.00

20.00

25.00

30.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Concret Paths

0.00

10.00

20.00

30.00

40.00

50.00

60.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Brick Paved Paths


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Figure 20: Current Condition Distribution for Sealed Paths

Figure 21: Current Condition Distribution for All other Paths

Kerb & Channel The current condition profile for kerb & channel is shown in Figure 22.

Figure 22: Current Condition Distribution for Kerb & Channel

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

0 1 2 3 4 5 6 7 8 9 10


Current Condtion ‐ Seald Paths

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ All Other Paths

0.00

5.00

10.00

15.00

20.00

25.00

1 2 3 4 5 6 7 8 9 10 11


Current Condition ‐ Kerb & Channel


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Bridges & Major Culverts The current condition profile for bridges and major culverts are shown in Figures 23 and 24. Bridges and major culvert condition is recorded for the following categories: Long life bridges and major culverts; and

Short life bridges and major culverts.

Figure 23: Current Condition Distribution for Long Life Bridges & Major Culverts

Figure 24: Current Condition Distribution for Short Life Bridges and Major Culverts

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Long Life Bridges & Major Culverts Rating

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

0 1 2 3 4 5 6 7 8 9 10


Current Condition ‐ Short Life Bridges & Major Culverts


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6.3.5 Historical Asset Condition

Moloney Asset Management Systems has been undertaking condition assessments of Council’s road related assets tri‐annually since 1999. Consistent methodology used has now produced good historic data which is used to assist with the planning of renewal and capital works programs.

6.4 Asset Valuations

The replacement value of the road assets are shown in Table 13.

Table 13: Road Asset Valuations

PAVEMENTS Road Pavement Replacement Value ($,000)

Written Down Value ($,000)

Sealed 256,002 185,382

Unsealed 21,493 18,640

Sealed Surface 29,421 19,007

TOTAL $306,916 $223,029

PATHS Asset Type Replacement Value ($000)

Written Down Value ($000)

Concrete 9,173 7,246

Brick Paved 672 470

Sealed 921 569

Other 427 249

TOTAL $11,193 $8,534

KERB & CHANNEL

Asset Description Replacement Value ($000)


Kerb & Channel $24,556 $17,690

BRIDGES Asset Type Replacement Value ($000)


Road Bridges 16,126 10,175

Major Culverts 7,565 4,264

Foot bridges 1,687 914

TOTAL $25,378 $15,353

It should be noted that replacement values, not market values, are used for determining costs associated with renewal, upgrade and new works. The replacement values are also used for renewal gap modelling.


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6.5 Historical Data

Historical expenditure in Tables 14 to 18 shows the expenditure for the period 2005/06 to 2010/11.

Table 14: Historical Expenditure for Road Pavement Assets

Expenditure category

2005/06 ($,000)

2006/07 ($,000)

2007/08 ($,000)

2008/09 ($,000)

2009/10 ($,000)

Maintenance 1,402 1,518 1,687 1,519 1,648

Renewal 1,858 2,010 2,085 1,966 2,707

Upgrade 649 1,253 1,236 1,003 1,104

New 0 72 30 2 885

TOTAL 3,909 4,853 4,811 4,490 6,380

Table 15: Historical Expenditure for Paths

Expenditure Category

2005/06 ($,000)

2006/07 ($,000)

2007/08 ($,000)

2008/09 ($,000)

2009/10 ($,000)

Maintenance 72 201 44 107 51

Renewals 150 131 156 91 118

Upgrades 36 191 0 8 111

New 0 0 81 74 387

TOTAL 258 523 150 280 667

Table 16: Historical Expenditure for Kerb and Channel


2005/06 ($,000)

2006/07 ($,000)

2007/08 ($,000)

2008/09 ($,000)

2009/10 ($,000)

Maintenance 10 21 11 15 2

Renewals 0 95 94 85 60

Upgrades 36 0 0 0 0

New 0 0 9 0 0

TOTAL 46 116 88 100 62

Table 17: Historical Expenditure for Bridges and Major Culverts


2005/06 ($,000)

2006/07 ($,000)

2007/08 ($,000)

2008/09 ($,000)

2009/10 ($,000)

Maintenance 135 127 49 40 38

Renewals 270 0 287 0 613

Upgrades 5 0 0 80 9

New 0 0 135 0 1,050

TOTAL 410 127 625 120 1,710


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Table 18: Historical Expenditure for Road Furniture


2005/06

($,000)

2006/07

($,000) 2007/08 ($,000)

2008/09 ($,000)

2009/10 ($,000)

Maintenance 156 126 139 146 166

Renewals - - 29 154 35

Upgrades - - 15 6 1

New - - 58 94 28

TOTAL 156 126 241 400 230

6.6 Operations

Operational activities for road related assets include:

Inspections including hazard, defect and condition identification;

Administration;

Line marking;

Vegetation Control / Removal;

Street Sweeping; and

Cleaning.

The frequencies of operational activities vary depending on the location where the activity is taking place. Table 19 identifies operational activities and their frequencies (dependant on location).

Table 19: Operational Activities and Frequencies

Activity Frequency Location

Line marking

6 monthly School Crossings

Annually Centreline, car parks, parking bays,

Every Two Years Statcon

Weed Spraying / Vegetation Clearance

Annually Around road side furniture e.g. guide posts,

guard rail, signs etc.

Street Sweeping

Twice Weekly

Gisborne Township – Business District

Kyneton Township – Business District

Woodend Township – Business District

Weekly

Lancefield Township – Business District

Riddells Creek Township – Business District

Romsey Township – Business District

Fortnightly Lancefield Township

Monthly

Kyneton Township – Township Entrance Gisborne Townships

Gisborne Car Park areas

Woodend Car Parks areas

Romsey Car Parks areas

Quarterly Kyneton Car Parks (1 additional in autumn)

All remaining kerb areas


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6.7 Inspections

Inspections of the road network are managed by the Operations Department and completed by the in‐house Council works crew. Any defects or hazards observed as part of the inspections are recorded and scheduled as part of the maintenance program. Inspections will result in the programming of maintenance work, asset renewals or changes to processes where the intervention levels are not met. Details of all inspections carried out for the road network are outlined in Table 20 The inspection frequencies are shown in Appendix 10.1.

Table 20 : Inspection Type and Responsibilities

Asset Group Inspection Type Frequency Outcomes Responsibility

Road Pavement

Local sealed road inspection

Refer to the Road Management Plan

Maintenance / renewals programmed

Managed by Operations Department, works completed in‐house

Local unsealed road inspection

Refer to the Road Management Plan

Maintenance / renewals programmed

Managed by Operations Department, works completed in‐house

Sealed road condition assessment

3‐yearly Maintenance / renewals programmed

Engineering Planning Department

Unsealed road condition assessment



Kerb and Channel

Visual inspection

Annually Maintenance / renewals programmed

Operations Department

Condition assessment



Visual inspection


Operations Department

Paths Condition assessment




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Asset Group Inspection Type Frequency Outcomes Responsibility

Bridges and Major Culverts

Level 1 Bridge Inspection

Annually

Maintenance works programmed Any need for level 2 inspections identified

Managed by Operations Department, works completed by Operations Department


As required

Capital works programmed Any need for level 3 inspections identified

Managed by Engineering Infrastructure & Projects Department, works completed by contractor


As required

Input to detailed design specification Capital works programmed

Managed by Engineering Infrastructure & Projects Department, works completed by contractor

Pedestrian Bridges


Managed by Operations Department, works completed by Operations Department/ contractor

Road Furniture (includes Signs)

By request As requested Maintenance / renewals programmed

Managed by Operations Department, works completed by Operations Department/ contractor


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6.8 Maintenance

Maintenance of the road network is managed by the Operations Department and the majority of the routine maintenance works are undertaken by the in‐house crews. Some activities, such as vegetation control, are contracted out on an as‐required basis. Additionally, some rehabilitation works are undertaken in‐house, with decisions being made on a case‐by‐case basis depending on the amount and complexity of the works. Maintenance intervention criteria are detailed in Councils Road Management Plan (RMP). Council’s RMP is currently under review. Maintenance items are most commonly programmed in response to defects observed as part of Council’s routine inspection program.

Routine maintenance activities for road assets include:

Road Pavement Pothole repairs;

Surface defect repairs;

Edge break repairs;

Pre‐seal repair work (hot mix surfacing, milling high lips, re‐levelling surface boxes, patch stabilisation);

Maintenance grading (unsealed);

Surface and shape restoration (unsealed);

Graffiti removal; and

Emergency works (repair to storm damage, removal of dead animals, accident clean‐ups).

Paths Repair of potholes;

Surface defects;

Edge breaks;

Grinding or filling of trip hazards;

Replacement of individual bays or pavers; and

Upgrades from unsealed to sealed (spray seal or asphalt).

There is a capital program for renewal of paths, but not for upgrades. If a path is to be upgraded from unsealed to sealed (spray seal) these works are undertaken by the maintenance crew using the maintenance budget. For this reason path upgrade works are considered a maintenance activity.

Kerb & Channel Repair of surface defects; and

Minor replacement.


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Bridges & Major Culverts Rust removal;

Painting;

Vegetation clearance;

Minor decking replacement;

Replacing guardrails;

Guidepost replacement; and

Other minor works as required.

Road Furniture Repairs (e.g. vandalism);

Replacement (e.g. signs, bus shelter enclosures);

Upgrades; and

Removal (e.g. graffiti).

6.9 Renewal

Road Pavement Renewal activities essentially involve:

Resealing (spray seals) of sealed pavements;

Pavement rehabilitation / reconstruction of sealed pavements (E.g. stabilisation works); and

Re‐sheeting of unsealed pavements.

The selection of road sections to be treated each year and the treatment used is initially based on the Moloney Asset Management System. The selected sections are then validated using other relevant information at hand such as customer consultation, staff knowledge and traffic volumes.

Renewal projects planned for the next 10 years include:

Road Rehabilitation Program;

Road Improvement Program;

Gravel Road Resheeting Program;

Reseal/Final Seal incl. prep. Work;

Asphalt Resurfacing Program;

Intersection Rehabilitation Program; and

Car parking.


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Paths Renewal works for paths consist of complete reconstruction and they are generally replaced like‐for‐like. Renewal works are programmed based on condition‐data using the Moloney Asset Management System. The selected paths are then validated using other relevant information at hand such as customer consultation and staff knowledge. A once‐off payment has been granted by the federal government as part of its plan to strengthen the economy. It is likely a significant amount of this money will go towards path renewals. Renewal projects planned for the next 10 years will be undertaken as part of the Footpath Renewal Program.

Kerb & Channel

Renewal works for kerb and channel consist of complete reconstruction. Kerb and channel are generally replaced like‐for‐like over the full length of the street.

Renewal works are programmed based on condition data collected using the Moloney Asset Management System. Scheduling of kerb and channel renewals considers the timing of any adjacent planned road pavement works. Renewal projects planned for the next 10 years will be undertaken as part of the Kerb and Channel Renewal Program Bridges Renewal works for bridges and major culverts are programmed based on results from Level 2 inspections. Further bridge works are planned for 2010/11 at a total cost of $90,000. These works include rust treatment and painting and are funded by Macedon Ranges Shire Council.

Renewal projects planned for the next 10 years include:

Bridge Renewal Program;

Wedge St Kyneton Bridge Refurbishment;

Jeffrey St Woodend Bridge Replacement;

Malmsbury Botanic Gardens Bridge Replacement;

Forest St Woodend Bridge Replacement;

Woodend Football Ground 2 bridge Replacement;

Woodend Football Ground 1 bridge Replacement;

Station St R/Creek Bridge Replacement;

Sutherlands Rd R/Creek Bridge Replacement;

Hennebergs Rd Bridge Replacement;


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Mooneys Lane Bridge Replacement; and

Lauriston Road Bridge Replacement.

Road Furniture There are no specific renewal criteria for road furniture although the following general guidelines apply:

Road Furniture is generally replaced when it is reported that it is missing or badly damaged either by a member of Council or a member of the general public; and

Requests for new bus shelters are generally provided for by relocating existing shelters.

There are no major renewal activities expected in the next ten years.

Capital expenditure on road furniture and signage is not currently itemised in the budget with most activities included within the maintenance budget.

6.9.1 Renewal Gap

An analysis of the road network is undertaken annually using the Renewal Gap Model. The modelling requires information on:

Asset condition (rating 0 good – 10 poor);

Asset Lives;

Intervention points for renewal activity;

Asset replacement cost;

Average annual maintenance expenditure; and

Average annual renewal expenditure.

The Renewal Gap Model predicts future funding requirements for the renewal of road related infrastructure. The outcomes of the model are shown in Table 21:


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Table 21: 2011 Renewal Gap

ROAD PAVEMENT

Type

Average Annual

Renewal Expenditure

Renewal Gap (2011)

Cumulative Gap over 20

Years

Sealed Pavement (High Traffic) Urban $168,301 $134,479 $3,270,733 Pavement (Low Traffic) Urban $32,000 $107,548 $4,026,802

Pavement (High Traffic) Rural $388,326 $1,135,588 $31,913,500

Pavement (Low Traffic) Rural $406,408 $558,397 -$268,664

Sub Total $995,035 $1,936,012 $38,942,371

Unsealed Pavement (High Traffic) Unsealed $345,000 -256,946 2,666,955

Pavement (Low Traffic) Unsealed $405,000 -268,077 268,648

Sub Total $750,000 ‐$525,023 $2,935,603

Sealed Surface Asphalt Seal (High Traffic) Urban $59,400 -$21,363 $37,878

Asphalt Seal (Low Traffic) Urban $236,600 -$79,355 -$2,381,550

Spray Seal (High Traffic) Urban $279,199 $65,329 -$1,543,169

Spray Seal (Low Traffic) Urban $175,000 -$27,968 -$366,851

Spray Seals (High Traffic) Rural $343,295 $595,581 $10,405,879

Spray Seals (Low Traffic) Rural $169,192 $38,485 $147,184

Sub Total $1,262,686 $570,709 $6,299,371

TOTAL FOR ROAD PAVEMENT $3,007,721 $1,981,698 $48,177,345

PATHS Type

Average Annual

Renewal Expenditure

Renewal Gap (2011)


Years

Concrete Pathways & Areas $52,500 $8,321 $867,771

Brick Paved Pathways & Areas $3,000 -$3,000 $353,952

Sealed Pathways $30,000 -$9,211 $110,048

All other Pathways $15,000 $22,045 $42,397

TOTAL $100,500 $18,155 $1,374,168

KERB & CHANNEL

Type

Average Annual

Renewal Expenditure

Renewal Gap (2011)


Years

Kerb & Channel $24,556 $17,690

BRIDGES & MAJOR

CULVERTS Type

Average Annual

Renewal Expenditure

Renewal Gap (2011)


Years

Long life Bridges & Major culverts $56,000 $2,500 $1,928,541

Short life Bridges & Major culverts $44,000 $29,118 $76,567

TOTAL $100,000 $31,618 $2,005,108


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6.10 Upgrades

Road Pavement Sealed pavement upgrade activities essentially consist of works such as widening an existing road, sealing road shoulders on spray sealed roads, converting a spray sealed road to an asphalt surface.

Unsealed roads may be sealed through Council’s upgrade program or as part of a special charge scheme. Council’s policy ‘Special Charge Schemes for Infrastructure Works’ details the following:

Council’s process for implementing a special charge scheme; and

Contribution information and requirements for:

- Roads;

- Paths; and

- Drainage.

Upgrade projects planned for the next 10 years include:

Road Construction Special Charge Scheme;

Intersection Upgrade Program;

Fisher St Gisborne – widening;

Aitken St‐Willowbank to Melton Rd upgrade (GMNS);

Road Improvement Program;

Car parking;

Macedon Car parking Permit P209;

Minor Road Works; and

Minor Traffic Management.

Paths Path upgrade activities essentially consist of works such as widening an existing path or sealing an existing unsealed path.

Paths may be upgraded through Council’s upgrade program or as part of a special charge scheme. Council’s policy ‘Special Charge Schemes for Infrastructure Works’ details the following:

Council’s process for implementing a special charge scheme; and


- Roads;

- Paths; and

- Drainage.

A once‐off payment has been granted by the federal government as part of its plan to strengthen the economy. Some of this money will go towards path upgrades.

No Upgrade projects are planned for the next 10 years.


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Kerb & Channel Kerb and channel upgrade activities essentially consist of works such as converting the kerb type for example from a spoon drain to kerb and channel or to change the material used e.g. bluestone to concrete. Kerb and channel may be upgraded through Council’s upgrade program or as part of a special charge scheme. Council’s policy ‘Special Charge Schemes for Infrastructure Works’ details the following: Council’s process for implementing a special charge scheme; and


- Roads;

- Paths; and

- Drainage.

No Upgrade projects are planned for the next 10 years. Bridges Upgrade activities for bridges and major culverts consist predominantly of bridge widening. Increasing the capacity of major culverts is also classified as an upgrade. Funding for bridges and major culvert upgrades has been limited, with only $5,000 being spent in the last 3 years on bridge and major culvert upgrades. No Upgrade projects are planned for the next 10 years. Road Furniture Upgrade works for road furniture are limited and capital funding is allocated only to bus shelters and guard rail. The majority of road furniture upgrades will be funded through the road maintenance budget. Upgrade projects planned for the next 10 years will be undertaken as part of the Guardrail Upgrade/Renewal Program.


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6.11 New Works

In new subdivisions the developer pays for and constructs any roads, paths and kerb & channel that are required in accordance with Council’s ‘Engineering Requirements for Infrastructure Construction’ policy. This requirement is specified by Council’s Planning and Development Department via referral to the Engineering, Infrastructure & Projects Department as a condition on the permit. Council is currently preparing a Developer Contribution Plan for Gisborne and New Gisborne and it is anticipated that this plan will be incorporated into the Planning Scheme by June 2010. Gisborne is a major growth centre in the Shire and Council seeks to collect $650 per new lot created. This will be replaced by the change set out in the Developer Contribution Plan. Council does not currently have a forward plan in place for roads, paths and kerb & channel capital works. One method used is the demand analysis which identifies new road infrastructure requirements over the next 20‐Years based on assumptions as identified in Section 4. It is common practice that most new road assets are constructed by developers and Council will be responsible for the ongoing maintenance of those assets. Council will typically not contribute to the initial construction cost of new road assets. It is uncommon practice that Council will build new road assets in rural areas and therefore Council funded expenditure for new works is limited within the Shire. Road Pavement As identified in Section 4, demand analysis estimates a total of 25.7 km new road pavement will be required by 2028, at an estimated cost of $8.6M. Analysis is based on growth rates and the current population of the Shire. New Works projects planned for the next 10 years include:

Minor Traffic Management; and

Station/Saunders Rd Roundabout. Paths As identified in Section 4, demand analysis estimates a total of 25.7 km of new path will be required by 2028, at an estimated cost of $2.2. Analysis is based on growth rates and the current population of the Shire. A once‐off payment has been granted by the federal government as part of its plan to strengthen the economy. It is likely a significant amount of this money will go towards new works.


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New paths may also be constructed in line with the ‘Special Charge Schemes for Infrastructure Works’ policy that details the contribution options for path construction through a special charge. New Works projects planned for the next 10 years include: Footpath Construction Program; and

Footpath Works Gisborne (GMNS).

Kerb & Channel As identified in Section 4, demand analysis estimates a total of 51 km of new kerb and channel will be required by 2028, at an estimated cost of $4.6M. Analysis is based on growth rates and the current population of the Shire. No New Works projects are planned for the next 10 years. Bridges $47,000 has spent on new bridges and major culverts in the last three years. From this it can be seen that very little funding is allocated to new bridges and major culverts. However this year, 2010/11, a major project in conjunction with Hume City Council is planned. The new bridge, Konagaderra Road Bridge, Clarkefield, is to be constructed adjacent to an existing heritage bridge that will be decommissioned. The bridge is on the boundary of Hume and Macedon Ranges and for this reason both Councils are working together to achieve the construction of the new bridge. The total cost of the bridge, estimated at $2 million dollars, will be split 50/50 with both Councils. Macedon Ranges Shire Council’s half of the fee will be funded as follows: $200,000 funded by Council;

$440,000 funded by the Roads to Recovery budget; and

$360,000 funded by the Roads to Recovery Supplementary budget.

No New Works projects are planned for the next 10 years. Road Furniture Capital works funding is only allocated for bus shelters and guard rail. New works on any other road furniture is funded through the road maintenance budget. Council records requests that are made for new bus shelters and this information is considered as part of the capital project decision making process. New Works projects planned for the next 10 years include: School Bus Shelter Works

Signage Program


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6.12 Disposal Plan

There is currently no policy to dispose of road assets within Council’s boundaries. Disposal costs will only be recognised in the 10‐Year plan once a management strategy is in place to deal with their disposal. In the past bridges have been decommissioned but not demolished. This has occurred with at least three bridges, one was formally a traffic bridge and is now used for pedestrian access, the other two have been closed to the public. Another historic bridge is about to be decommissioned.


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7 FINANCIAL PLAN


Expenditure is identified by asset group, under the following headings and shown in Figure 25. Operations;

Maintenance;

Renewals; and

Upgrades and New Works. Figure 25: 10‐Year Financial Forecast

The key features of the financial projections are: Councils commitment to renewal expenditure increases over time;

Upgrade/new works expenditure peaks in year 2016/17 due to the Aitken St‐Willowbank to Melton Rd upgrade (GMNS); and

Operations and maintenance show a gradual increase over time as the expenditure forecasts are growing in line with the predicted growth of the Macedon Ranges Shire Council asset stock.

Table 22 summarises the 10‐year financial forecast for road assets (from 2011/12 to 2020/21) based on the forecasts for each asset group contained in Section 5. These costs exclude inflation and GST.


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Table 22: 20‐Year Financial Forecast


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In order to manage and fund various projects within the Shire, Council relies on several funding sources. The current funding sources available for road assets include: Roads to Recovery – this is a fixed amount allocated by the Australian Government in

four year blocks with no guarantee of continuance;

Grants Commission – roads component of grant commission funding;

Rate Revenue;

Black Spot/Length funding;

Special Charge Scheme for Infrastructure Works; and

Private developer funded works.

The Road Improvement Program and Road Rehabilitation Program receive funding from Roads to Recovery (R2R). Typically $1M a year is received and split between the two projects mentioned above. This funding is not guaranteed, however, the assumption has been made that it will continue. Grants Commission Road Funding is available each year and is spread across all the road projects. Table 23 shows the predicted Grants Commission Road Funding for the next 10 years. It has been increased by CPI each year.

Table 23: Predicted Grants Commission Road Funding

Year Predicted Road Funding from Grants Commission

2011/12 $1,899,603

2012/13 $1,956,591

2013/14 $2,015,289

2014/15 $2,075,748

2015/16 $2,138,020

2016/17 $2,202,161

2017/18 $2,268,226

2018/19 $2,336,272

2019/20 $2,406,361

2020/21 $2,478,551

TOTAL $21,776,822


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7.3 Key Assumptions Made in the Financial Forecast

7.3.1 Accuracy of the Information

The following general assumptions have been made in preparing the 20‐year expenditure forecasts. All expenditure is stated in present day dollar values with no allowance made for

inflation over the 10‐Year planning period;

Renewal costs have been taken from the 10 year capital program that is reflected within the Strategic Resource Plan 2011;

Maintenance costs were calculated by using maintenance expenditure figures for 2007/08 and extrapolating by an estimated growth rate of 1.02% as determined in the demand analysis. This assumption will need to be closely monitored to ensure that sufficient maintenance funds are available to optimise long term expenditure and not create a maintenance backlog;

Upgrade / new works costs (council funded) were based on the 10 year capital works program;

New works costs (non‐council funded) are included for upgrades and new work and mainly consist of Roads to Recovery and special charge scheme funding;

Replacement Cost (RC), Depreciated Replacement Cost (DRC) and Annual Depreciation are calculated for the 10‐Year period. The values are taken from the June 30, 2010 valuation and the formulae below are used for the ensuing years:

- RC (08/09) = RC (07/08) + new works (08/09)

- DRC (08/09) = DRC (07/08) + new works (08/09) + renewals (08/09) – Depreciation (08/09)

- Depreciation (08/09) = RC (08/09) / Average Asset Life

The factors outlined below may influence the forecasts given in this plan. Costs may be offset slightly by reductions in maintenance costs for the assets involved in

renewals and savings achieved through competitive tendering of road infrastructure work;

Assumptions have been made as to the average remaining lives of the asset groups based on the Moloney Model, current local knowledge and historical trends. These should be reviewed, and the accuracy improved, based on real time assessments of asset deterioration. Review of the asset life of pavement surfacing has the potential for greatest variance in future cost predictions;

Grants Commission Road Funding is available each year and is spread across all the road projects (as the spread and specific project allocation is unknown this is not portrayed as external funding);

Changes in development needs associated with the rate and location of growth; and

Changes in the desired level of service and service standards from those identified in

this Plan.


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7.3.2 Confidence Levels

The matrix in Figure 26 has been used to estimate the confidence level of the Road Asset Management Plan input data. This confidence level estimate is a function of ‘data availability’ and ‘data completeness’.

Figure 26: Data Confidence

Data Completeness

Data Availability 1 2 3 4 5

Primary data located across Macedon

Ranges Shire Council in hardcopy format

available to a few staff


Ranges Shire Council in

hardcopy and electronic format



Ranges Shire Council in electronic format


Primary data recorded in electronic format

throughout Macedon

Ranges Shire Council

available to most staff

Primary data recorded in a computer system

available to all relevant staff

1

Primary data for limited number of assets

POOR (4)

POOR (8)

POOR (12)

POOR (16)

POOR (20)

2

Primary data for limited number of major and minor assets

POOR (8)

POOR (16)

FAIR (24)

FAIR (32)

FAIR (40)

3 Primary data for some assets

POOR (12)

FAIR (24)

FAIR (36)

GOOD (48)

GOOD (60)

4 Primary data for most assets

POOR (16)

FAIR (32)

GOOD (48)

VERY GOOD (64)

VERY GOOD (80)

5 Complete

data sets for all assets

POOR (20)

FAIR (40)

GOOD (60)

VERY GOOD (80)

EXCELLENT (100)

The data availability has been assessed as a rating 3, which is described as ‘primary data located across Macedon Ranges Shire in electronic format available to a few staff’. The Macedon Ranges Shire Council data completeness has been assessed as a rating 4, which is described as primary data for most assets’. Based on available information, Macedon Ranges Shire Council has been assessed as having a good (48%) level of confidence, for the Road Asset Management Plan input data. Therefore, there is a good level of confidence in the plan outputs. Improvement opportunities have been outlined in Section 7 that is intended to result in a greater confidence level for future Road Asset Management Plan outputs.


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8.1 Asset Management Systems

8.1.1 Current Practices

The Moloney Pavement Management System is a series of Excel spreadsheets used to record road assets. The following road sub‐assets are included:

sealed pavements

unsealed pavements

sealed surfaces

kerb & channel

footpaths

Bridge assets are recorded in the Moloney Asset Management System in a series of Excel spreadsheets. Information recorded includes:

The Moloney Asset Management Systems are used to calculate replacement values, written down values and depreciation of road and bridge assets. It is also used to determine the reseal, renewal, upgrade and reconstruction programs. Maintenance inspections for bridges, kerb & channel and unsealed roads are documented manually using a paper system of inspections. Required repairs for bridges and kerb & channel are documented on Council’s Customer Request System. Required repairs for unsealed roads are scheduled on Council’s maintenance grading program. The AXIM Maintenance Management System is currently being used for footpaths and sealed roads and maintenance inspections are recorded. Required repairs are recorded and work orders are logged within the system, undertaken in the field and closed off within the system. These systems are not integrated and have no link to the financial/accounting system. Council is in the process of implementing an integrated asset register called MyData for all infrastructure assets. In the future Council will implement a Maintenance and Management System integrated with the asset register.


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9 PLAN IMPROVEMENTS AND MONITORING

9.1 Improvement Program

Through the development of the Building Asset Management Plan, improvement actions have been identified and are attached as Appendix 10.2. The improvement actions will be reviewed and reported to the Executive annually. Any amendments or additions to the improvement plan will be approved by the Executive.


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10 APPENDICES

10.1 Road Management Plan Intervention Levels

Schedule 1: Bridges and Culverts

Schedule 2: Urban Streets

Schedule 3: Unsealed Roads and Carparks

Schedule 4: Signs and Guardrails

Schedule 5: Sealed Roads and Carparks

Schedule 6: Linemarking


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10.2 Improvement Actions

AMP Reference

Improvement Action Responsibility Timeframe Status

Part B ‐ Roads Improvement Action 1: Renewal Gap Strategy. Produce a strategy detailing how Council intends to respond to current funding levels, the predicted renewal gap and future revenue raising activities. This document needs to address what Council intends to do if the required funding is not available. This may lead to a drop in service potential.

Relevant Service Mangers / Co‐ordinator Engineering Planning

2012/13 Programmed to commence 2012/13

Part B ‐ Roads Improvement Action 2: Asset Hierarchies. Produce a document that identifies and details Council’s asset hierarchies for all infrastructure assets. Use Council’s asset hierarchies to assist in the:

Recording and reporting of inventory, condition, performance and

treatment history data;

Prioritisation of asset expenditure; and

Identification of critical assets. Using GIS functionality to map asset hierarchies will provide a visual aid, thus making the above business critical activities more efficient and effective.

Relevant Service Managers / Co‐

ordinator Engineering Planning


Part B ‐ Roads Improvement Action 3: Condition Assessment Policy. Develop Council policy documenting the condition assessment approach and survey frequency for all infrastructure asset groups. Identify the asset groups for which Council will not be collecting condition information and the associated reason(s) why.

Relevant Service Managers / Coordinator

Engineering Planning

2011/12

Part B ‐ Roads Improvement Action 4: Condition Rating Manual. Document the repeatable methodology used to assess the condition of Council’s infrastructure assets. The condition rating manual(s) should identify the condition assessment criteria to be used, including the condition rating range and associated definitions. The condition rating manual(s) should be used by all condition assessors (internal or external to the business) to ensure a consistent and repeatable methodology.



2011/12


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AMP Reference


Part B ‐ Roads Improvement Action 5: Asset Handover Process. Review the Asset Handover Process which should include all steps required for a successful handover of assets (internally or externally) including the information required to be transferred. The document needs to detail how and where the information will be stored.



2011/12 Commenced –

Member of ASpec Consortium.

Part B ‐ Roads Improvement Action 6: Identify Specific Growth Impacts. Use ODP’s and other planning documentation to identify the specific impacts growth will have on existing infrastructure. Spreadsheet the demand parameter including the asset affected as well as works proposed and costs involved. Once the projection of works is complete incorporate this into the financial forecasts.



Ongoing Commenced

Part B ‐ Roads Improvement Action 7: Refine Asset Lives. Undertake a research activity (potentially working with neighbouring Council’s and other large shires) to increase the level of confidence in the asset lives contained within the Moloney Renewal Gap Model. Gaining confidence in the asset lives used within this plan will allow Council to have increased confidence that the service potential loss (or gain) is accurate and that depreciation is not over‐stated.

Co‐ordinator Engineering Planning


Part B ‐ Roads Improvement Action 8: Define Community Levels of Service. Define the current service levels received by the community in line with Council’s current technical levels of service. Define and set targets based on what Council can deliver to the community given the current level of funding.



2012/13

In Progress – Service Managers to develop service

plans.

Part B ‐ Roads Improvement Action 9: Monitor Levels of Service. Develop Key Performance Indicators (KPIs) to monitor Levels of Service provided in the management of network infrastructure. Establish a time based target for each KPI, to monitor Levels of Service. Report on KPIs / Levels of Service and whether targets are achieved.

Relevant Service Manager


Part B ‐ Roads Improvement Action 10: Undertake a Criticality Assessment. Produce a criticality process document outlining the parameters that define an asset as critical and the criticality scoring system and weightings applied to each parameter. Undertake the assessment using this method.

Relevant Service Managers / Manager

Organisational Development

2011/12


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AMP Reference


Part B ‐ Roads Improvement Action 11: Identify Road Infrastructure Risks. Assess the risk of all critical assets and record these within the relevant risk register. Identify actions that can be implemented to manage risk. Cost these actions and incorporate the total costs in the financial forecasts.

Relevant Service Managers / Manager

Organisational Development

From 2011/12

Part B – Roads Improvement Action 12: Disposal / Rationalisation Policy. Develop a Disposal / Rationalisation policy that details the process undertaken to rationalise or dispose of infrastructure assets. Use flowcharts to show the process steps.

Relevant Service Managers / Manager Finance / Co‐ordinator Engineering Planning

2011/12

Part B – Roads Improvement Action 13: AM Plan Update. Update this Road Asset Management Plan every 3 years to monitor the rolling effect current funding levels have on the predicted required expenditure and infrastructure renewal gap.

Co‐ordinator Engineering Planning

2013/14

Part B – Roads Improvement Action 14: Enhance Financial Forecasts. Incorporate the 8‐year capital works program into the financial forecast of this Plan. Compare current funding levels with those identified in the Moloney Renewal Gap Model. Develop KPI’s to monitor the level of the renewal gap. Incorporate realistic funding opportunities within the financial forecasts.


2011/12

Part B – Roads Improvement Action 15: Data Framework Development. Produce a data framework document for all asset groups within this plan. The framework should identify the required attributes to be collected against each asset to effectively manage and make day‐to‐day decisions about its infrastructure. All data collected should be recorded in Council’s asset management system and be available to all parties within Council. The Data Framework should be inherently linked to the Asset Hierarchies and the Asset Handover Process.

Relevant Services Managers / Co‐



Part B – Roads Improvement Action 16: Bridge Performance Modelling. Use the information from the bridge condition data collected in 2009/10 to support capital works expenditure decisions.



2011/12

Complete Information used to determine

works for 2012/13


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AMP Reference


Part B – Roads Improvement Action 17: Operations & Maintenance Cost Capture.

Separately record operational and maintenance costs within a system so that it is understood where all costs are going. Once this is known, cost reduction and efficiency strategies can be developed.


2012/13

Part B – Roads Improvement Action 18: Financial Outputs. Include the financial outputs of this Asset Management Plan within Council’s Strategic Resource Plan.

Manager Finance / Co‐ordinator

Engineering Planning 2011/12

Part B – Roads Improvement Action 19: Use Asset Management Systems to Monitor

Asset Performance. Use Asset Management systems within Council to:

Record traffic counts;

Record asset condition;

Record treatment history;

Analyse maintenance and asset performance trends and utilise in decision making;

Record condition; and

Undertake pavement management modelling.

Manager Engineering Infrastructure and

Projects / Co‐ordinator Engineering Planning

Ongoing In progress

MACEDON RANGES SHIRE


PART

Review History

Issue Date

A March 2012 Draft for comment to Asset Management Committee

B May 2012 Draft for comment to relevant staff

C May 2012 Draft for

D 27 June 2012 Adopted



PART C – BUILDINGS

Adopted

Details

for comment to Asset Management Committee

Draft for comment to relevant staff

Councillor Briefing


Adopted - 27 June 2012

By

TG, AM

AM

AM

Council

CONTENTS


2 INTRODUCTION.......................................................................................................... 2

2.1 Background ............................................................................................................. 2

2.1.1 Plan Format ...................................................................................................... 2

2.1.2 Relationship with Other Planning Documents .................................................. 2

2.1.3 Assets included in the plan ............................................................................... 4

2.1.4 Asset Ownership and Control ........................................................................... 4

2.1.5 Assets not included in this plan ........................................................................ 5

2.1.6 Key Stakeholders in the Plan ............................................................................ 5

2.1.7 Asset Responsibility .......................................................................................... 5

2.1.8 Building User Agreements ................................................................................ 6

2.1.8.1 Leased Buildings ........................................................................................ 6

2.1.8.2 Committee of Management (CoM) ............................................................ 6

3 LEVELS OF SERVICE ..................................................................................................... 8

3.1 Community Engagement and Expectations ............................................................. 8

3.1.1 Annual Community Satisfaction Survey May 2011 ............................................ 8

3.1.2 Community Access and Inclusion Plan 2009-2013 Survey ................................. 9

3.2 Legislative Requirements ....................................................................................... 10

3.3 Current Levels of Service ....................................................................................... 13

3.3.1 Asset Based Community and Technical Levels of Service ................................ 13

4 FUTURE DEMAND .................................................................................................... 15

4.1 Demand Forecast .................................................................................................. 15

4.1.1 Outline Development Plans ............................................................................ 15

4.1.2 Demographic Profile ....................................................................................... 15

4.1.3 Impact of Trends on Infrastructure ................................................................. 16

4.2 Demand Management Strategies .......................................................................... 16

5 RISK MANAGEMENT................................................................................................. 17

5.1 Risk Identification .................................................................................................. 17


6.1 Physical Parameters .............................................................................................. 19

6.1.1 Current Issues ................................................................................................ 19

6.1.2 Asset Quantities ............................................................................................. 19

6.2 Asset Capacity/Performance ................................................................................. 20

6.2.1 Performance monitoring ................................................................................ 20

6.3 Asset Condition ..................................................................................................... 20

6.3.1 Condition Monitoring – Asset Condition Survey ............................................. 20

6.3.2 Condition Rating ............................................................................................. 21

6.3.3 Asset Useful Lives & Intervention Levels ......................................................... 22

6.3.4 Historical Asset Condition ............................................................................... 22

6.4 Asset Valuations .................................................................................................... 23

6.5 Historical Data ....................................................................................................... 23

6.6 Operations ............................................................................................................ 24

6.7 Inspections ............................................................................................................ 25

6.8 Maintenance ......................................................................................................... 26

6.9 Renewal ................................................................................................................ 27

6.9.1 Renewal Gap Model ....................................................................................... 28

6.10 Upgrades ............................................................................................................... 29

6.11 New Works ............................................................................................................ 30

6.12 Disposal Plan ......................................................................................................... 31

6.13 Heritage Buildings ................................................................................................. 32

7 FINANCIAL PLAN ...................................................................................................... 33

7.1 Financial Statements and Projections .................................................................... 33

7.2 Funding Strategy ................................................................................................... 35

7.3 Key Assumptions Made in the Financial Forecast .................................................. 35

7.3.1 Accuracy of the Information ........................................................................... 35


8.1 Asset Management Systems .................................................................................. 36

8.1.1 Current Practices ............................................................................................ 36

9 PLAN IMPROVEMENTS AND MONITORING ............................................................... 37

9.1 Improvement Program .......................................................................................... 37

10 APPENDICES ............................................................................................................. 38

10.1 Heritage Buildings ................................................................................................. 38

10.2 Improvement Actions ............................................................................................ 44

Macedon Ranges Shire Council Part C-Building Asset Management Plan

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1 EXECUTIVE SUMMARY

Council’s building assets represent a significant investment by the community and are vital

to its health and well-being. Stewardship of building assets is a core Council function.

Outputs provided by the management and development of buildings and facilities contribute

to the economy and health and safety of the community.

The operation, maintenance and development of the building infrastructure will be guided

by and consistent with Council’s vision and key objectives as stated in the Council Plan, Asset

Management Policy and Asset Management Strategy.

Council has a commitment to establishing individual Service Plans for the services it provides

which are reliant on Infrastructure assets. Customer Levels of Service and the Technical

Levels which support them, will be stated in the relevant Service Plans.

The Engineering Infrastructure and Projects Department is responsible for the strategic

management, planning and design of the infrastructure. The ‘buildings hierarchy’ has been

developed to divide the infrastructure asset base into appropriate classifications for the

purpose of this plan. The building hierarchy separates infrastructure assets, within the

buildings and facilities asset class, into five building asset groups:

• Community Facilities;

• Recreation, Leisure and Cultural Facilities;

• Tourism Facilities;

• Municipal Facilities; and

• Open Space Facilities.

Expenditure is identified for each of the asset groups, under the following headings:

• Operations;

• Maintenance;

• Renewals; and

• Upgrades and New Works.

Section 6 of this Plan reports the findings of a condition audit undertaken in 2008 for

Council’s building portfolio. This condition audit is currently under review. An overall

statement is included regarding Councils Building Renewal Gap which portrays the gap in

renewal expenditure over a 10-year period. This is a high level view and is used as an

indication of funding shortfalls.

As part of this plan a 10-year financial forecast has been developed that portrays the funding

requirements identified within the 10-year capital program and planned funding

requirements beyond this timeframe. Based on these forecasts the service potential is

modelled to provide an indication of the renewal funding that may be required over the next

10 years.

As part of this asset management plan production many gaps have been identified relating

to processes, data and systems. An improvement plan has been developed to support

Council to improve its asset management practices and capabilities in relation to building

asset management.


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2 INTRODUCTION

2.1 Background

2.1.1 Plan Format


• Part A - General Information: Background and information common to all assets

• Part B - Roads

• Part C – Buildings (this plan)




The relationship of this plan to other specific strategies and plans is outlined in Table 1.

Table 1: Relationship with other Plans

Plan Description

Open Space Strategy This outlines Council’s open space visions and goals. It also outlines strategies to achieve these goals.

Tourism Industry Strategic Plan 2011-2016

The Tourism Strategy includes a detailed analysis of the tourism strengths, opportunities, threats & weaknesses while looking at the long-term vision for the development of tourism in the Macedon Ranges. It also assesses and aligns local directions to regional, state, national and international strategies as well as determines business activities, existing and potential, that will provide a Macedon Ranges with a truly sustainable industry.

Community Access & Inclusion Plan 2009-2013

This plan represents the Council’s commitment to improving access for all residents, workers and visitors within the Macedon Ranges Shire, especially those living with a disability and the aged. It also demonstrates a whole of Council (and community) approach to effectively work towards creating a more accessible and inclusive environment in the Shire. The plan aims to improve the accessibility and inclusion of those that may have previously been restricted in accessing Council’s services and facilities

Aquatic Strategy The primary purpose of the strategy is to develop an integrated strategic approach to planning and provision of affordable aquatic facilities across the Shire.

Cultural Development Strategy 2011-2013

This strategy sets the goal for Cultural Development within Macedon Ranges Shire and identifies the strategic objections and actions required to achieve this end goal.

Early Years Infrastructure Plan 2009-2019

This report presents a profile of early-year’s services, a demographic profile for the main towns in the Shire and recommends actions to address the current and anticipated service needs and their associated infrastructure requirements.


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Plan Description

Family and Children’s Services Strategy

The Family & Children’s Strategy 2009-2012 is a high-level strategic plan for the development, support and coordination of health care and education services for children aged from birth to 8 years and their families in the Macedon Ranges Shire.

Health & Well Being Plan 2009-2013

Identifies the following strategic action 3.2a:‘Plan and provide a range of sport and recreation facilities’. This strategy is in support of Objective 3.2: ‘Maximise access to a wide range of leisure and recreation activities and services that satisfy the needs of all interests’.

Housing Strategy, 2007

(to be reviewed)

The Housing Strategy outlines the legislation and policy context of housing, changing community demographics and needs and the implications of Victorian and Australian Government retreating from funding and provision of social housing. The issues and challenges facing council are outlined. The Strategy articulates the vision and goals for housing in the Shire and the specific activities that will be implemented to accomplish these.

Leisure Strategy Plan, 2006 This 10 year strategy considers current and future population and demographic profiles to project the requirements for improving old or creating new leisure facilities

Youth Strategy, 2005-2008 (to be reviewed)

The plan provides a strategic framework to guide all future decision making processes in the youth area. It documents Council’s commitment to young people, and ensures the needs and interests of young people are incorporated into Council’s planning for existing and future communities.

Living Art Strategy, 2005-2008 (to be reviewed)

This strategy outlines Council’s key directions and initiatives in supporting the arts for the past 3 years. This document is currently being reviewed and is now called the Cultural Development Strategic Plan.

Older People’s Future Service Needs

This report shows service need projections for older people across a range of core aged care services. As well as the services projected in this report, Council and other local providers offer many other services for older residents, people with disabilities and their careers and families.

Macedon Ranges Shire Tourist Impact Study

This report provides an analysis of the economic impact of tourism and performance of the tourism industry in Macedon Ranges Shire.

Interim Leasing and Licensing Policy

The purpose of the policy is to promote responsible stewardship to ensure that Council owned or managed premises are appropriately and responsibly maintained, developed and occupied.


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2.1.3 Assets included in the plan

The assets included in this plan are shown in Figure 1

Figure 1: Buildings – Asset Hierarchy

2.1.4 Asset Ownership and Control

Council has the option of owning and occupying property assets or entering into a lease

arrangement for the occupancy. This allows various community groups to operate within the

Shire.

This plan includes all building and structure assets where Council has a ‘control’ of that

asset. This includes public facilities such as senior citizens centres, public toilets,

kindergartens, public halls, libraries, swimming pools and barbeque shelters. The plan also

includes buildings located at Council offices, saleyards and transfer stations.

This plan may also address assets where council has an ‘interest’ in the asset which may

place council in some form of risk exposure or maintenance responsibility. This may result

from circumstances due to:

• Council land occupied by others;

BUILDINGS HIERARCHY

Asset Group

Community Facilities

Recreation, Leisure and Cultural

Tourism

Municipal

Open Space

Community Centres

Towers

Museums

Club Social Rooms

Aquatic Centres

Halls

Art Facilities

Old Court Houses

Pools

Gardener's Cottage

Leisure Centres

Community Hubs

Shelters

Ticket Boxes

Rotundas

Sale Yards

Asset Class Asset Type

Maternal Child Health

BUILDINGS

Libraries

Indoor Sports Courts

GrandstandsChange Rooms

Visitor Information Centres

Playgroups

Child CareToy Libraries

Hanging Rock Facilities

MemorialsClock tower

Occasional Care

Sheds

Offices

Transfer Stations

Toilet Blocks

Pre-schools

Housing

Neighbourhood HousesYouth Service Centres

Senior Citizen Centres


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• Facility management and/or maintenance responsibility for buildings on land owned

by others; and

• Some other form of possible exposure to liability.

2.1.5 Assets not included in this plan

Assets excluded from this plan include:

• Buildings on Crown land for which Council is not the Committee of Management

• Buildings on private land (may be council depending on lease conditions)

• Buildings on council land or road reserves occupied by individuals or single clubs

where council does not have control.


This plan is intended to demonstrate to stakeholders that Council is managing the building

assets responsibly. In addition to the key stakeholders identified in Part A, Table 2 shows

stakeholders having interests and/or expectations specific to buildings:


Visitors Having expectations as temporary users of the building services.

Committees of Management (CoM)

Having a responsibility to the community to ensure buildings on Crown land reserves provide efficient, reliable and safe services.

Facility User Groups Having expectations as temporary users of the building services.


Many departments play a role in the management of Council’s building portfolio. The

directorates and supporting departments involved are listed below:

Community Wellbeing Directorate

− Community Development – including Housing Stock, Neighbourhood Houses, Youth

Services;

− Community Services – including Maternal Child Health, Playgroups, Pre-schools,

Community Hubs and Community Centres; and

− Recreation and Cultural Development – including Indoor Sports Centres, Leisure

Centres, Aquatic Centres, Art Facilities, Museums and Hanging Rock.

Chief Executive Directorate

− Council and Customer Service – Municipal Offices and Town Halls.


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Assets and Environment Directorate

− Operations – Municipal buildings such as Transfer Stations, Sale Yards; Open Space

facilities such as Toilet Blocks;

− Engineering, Infrastructure & Projects – Building Maintenance, New and Upgrade

Building Projects; and

− Engineering Planning – Asset Management.

Planning & Environment Directorate

- Economic Development and Tourism – including Visitor Information Centres; and

- Heritage Advisor – including Heritage listed buildings.

The Asset Responsibility Matrix is contained within the Asset Management Strategy. The

Asset Responsibility Matrix is reviewed regularly and as changes are made the matrix in the

in strategy is updated.

2.1.8 Building User Agreements

Usage agreements/leases/licences need to be executed between council and community

groups/facility users and/or Committees of Management for the ongoing use of specific

Council buildings & facilities. The arrangements in these agreements will cover the actual

usage permitted, maintenance and housekeeping responsibilities as well as any potential

reporting requirements.

Typical agreements include:

• Section 86 (LG Act) agreements

• Leases

• Occupancy agreements

• Exchange of letters allowing permissive occupancy

• Other agreements entered into by council

2.1.8.1 Leased Buildings

Council has several buildings leased to community groups and others for private purposes.

Council has some lease arrangements in place for these building types and is developing

standardised leases covering non-profit and for-profit users, e.g. scout halls, tennis club

rooms etc. These standardised leases will clearly define the maintenance arrangements that

should apply to the ongoing management by the lessee. This will ensure Macedon Ranges

Shire Council is not caught with run down facilities when such leases end.

2.1.8.2 Committee of Management (CoM)

Macedon Ranges Shire Council appoints Committees of Management to act for Council for

its buildings under Section 86 of the Local Government Act 1989 and the Crown Land

(Reserves) Act 1978 for a number of Council and Crown land reserves throughout the

municipality. This includes buildings such as community halls and sports stadiums which play

an important part in recreational, social and cultural activities within the community.


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Council is responsible for the operational, maintenance and capital improvements of the

buildings on Council and Crown land reserves managed by a S86 Committee of Management

appointed by Council. These buildings are included in Council’s list of building assets and

form part of this Building Asset Management Plan.

The only buildings that are the exception are those managed by the Department of

Sustainability & Environment (DSE) or their appointed Committees of Management. The

buildings associated with these Committees of Management are not the responsibility of

Council and therefore not included in Council’s list of building assets and do not form part of

this Building Asset Management Plan.

Examples of Committee of Management (CoM) buildings are listed below:

• Lancefield Park (DSE Land) – DSE owned buildings and DSE managed via DSE CoM

Reserve;

• Riddells Creek Recreations Reserve (DSE Land) – DSE owned buildings, Council

managed;

• Community Halls (Council Land) – Council owned buildings – Section 86 CoM; and

• Hanging Rock Reserve (DSE Land) 0 Council owned buildings – Council CoM.

Often a Committee of Management will request a review of their facility when they have

identified defects, there is a required change in function or improvements have been

identified. Council will respond to this request by inspecting the building to ascertain the

urgency and need for work to be carried out.


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3 LEVELS OF SERVICE


Building related levels of service are driven by both customer expectation and legislative

requirements. Changes to levels of service are inspired by customer dissatisfaction gained

through customer survey feedback or customer requests.

3.1.1 Annual Community Satisfaction Survey May 2011

Macedon Ranges Shire Council surveys two areas that relate to this building asset

management plan:

• Health and Human Services; and

• Recreation Facilities.

Figure 2 shows the trend in satisfaction levels for health and human services over the past 7

years and shows an overall increase in satisfaction levels.

Figure 2: Customer Satisfaction Survey – Health & Human Services

Figure 3 shows the trend in satisfaction levels for recreation facilities over the past 7 years

and shows an increase in satisfaction levels over the longer term.

Figure 3: Customer Satisfaction Survey – Recreational Facilities


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Respondents identified areas that ‘needed improvement’ and some of the reasons given

related to the provision of facilities. The reasons for dissatisfaction are addressed through

the course of normal Council activities.

3.1.2 Community Access and Inclusion Plan 2009-2013 Survey

Council’s strategic goals for community access and inclusion cover four areas:

1. Whole of Council;

2. Community Wellbeing;

3. Assets and Environment; and

4. Corporate Services.

Of the above four strategic goals, Assets and Environment presents two strategic goals

specific to buildings:

“3.1 – To ensure that people of all abilities are able to access and utilise premises

including buildings, facilities and public outdoor spaces provided by Council.”

“3.2 – To develop consistent and appropriate, internal and external consultation

processes to ensure that Council’s built and natural environments are accessible to

all.”

Overall Facilities and Services

Respondents were asked to give a rating of 1 to 10 for the level of overall access and

inclusion of facilities and services in the Macedon Ranges Shire. Results are shown in Table 3.

Table 3: Rating of Overall Access and Inclusion of Facilities and Services

Rating of Overall Access and Inclusion

of Facilities and Services No. %

Poor to very poor (Score 1-4) 31 36%

Reasonable (Score 5-7) 36 41%

Good to excellent (Score 8 – 10) 20 23%

Total 87 100%

Building and Facilities

Respondents were asked to give a rating of 1 to 10 based on their perception of disability

access to buildings and facilities in the Macedon Ranges Shire. Results are shown in Table 4.

Table 4: Rating of Disability Access to Buildings and Facilities

Rating of Disability Access to

Facilities and Services No. %

Poor to very poor (Score 1-4) 11 13%

Reasonable (Score 5-7) 39 45%

Good to excellent (Score 8 – 10) 36 42%

Total 87 100%


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Many people participating in the survey made comments and provided feedback relating to

buildings. The feedback is addressed through the course of normal Council activities.


Legislative Requirements, Standards and Codes of Practice specific to buildings which have

an impact on levels of service are listed in Table 5.

Table 5: Legislative Requirements, Standards and Codes of Practice

Reference Details

Building Regulations 2006 Building Act 1993

Part 3, Permits; Part 5, Occupation of buildings and public venues; Part 7, Protection of adjoining properties; and Part 8, Enforcement of safety standards.

Building Code Australia (BCA)

The BCA (Building Code of Australia) is the definitive regulatory

resource for the domestic and non-domestic building

construction industries, providing a nationally accepted and

uniform approach to technical requirements for the building

industry. It is routinely called up in legislation and cited in building

contracts, making it an important document for everyone in the

building industry.

Disability Act 2006

The objects of this Act are:

(a) to eliminate, as far as possible, discrimination against

persons on the ground of disability in the areas of: (i) work, accommodation, education, access to premises,

clubs and sport; and (ii) the provision of goods, facilities, services and land;

and (iii) existing laws; and (iv) the administration of Commonwealth laws and

programs;

(b) to ensure, as far as practicable, that persons with

disabilities have the same rights to equality before the

law as the rest of the community; and

(c) to promote recognition and acceptance within the

community of the principle that persons with disabilities

have the same fundamental rights as the rest of the

community.


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Reference Details

Victorian Disability Act 2006

The purpose of the Disability Act 2006 is to enact a new legislative

scheme for persons with a disability which reaffirms and

strengthens their rights and responsibilities and which is based on

the recognition that this requires support across the government

sector and within the community. Under Section 38 of the Act,

the Victorian Government makes it a legal requirement for public

sector bodies to develop Disability Action Plans (DAP) and that

each DAP should address the following outcomes:

(d) reducing barriers to persons with a disability accessing

goods, services and facilities;

(e) reducing barriers to persons with a disability obtaining

and maintaining employment;

(f) promoting inclusion and participation in the community

of persons with a disability; and

(g) achieving tangible changes in attitudes and practices

which discriminate against persons with a disability.

Commonwealth Disability

Discrimination Act 1992

Makes it unlawful to discriminate in the provision of goods,

services or facilities, against people on the basis that they have or

may have, a disability. It also makes it unlawful to discriminate

against a person on the basis that one of their associates has, or

may have, a disability.

Essential Services Act 1958 Determines how interruption or dislocation to essential services

such as light, power, water, sewer etc. is managed.

Equal Opportunity Act 1995 Provision of equitable services.

Children’s Services Act 1996 Provides for the licensing and regulation of children’s services.

Health Act 1958 Controls public health standards i.e. food handling.

Heritage Act 1995 Part 4, Permits and Covenants

All Local Laws and relevant policies of

the Council

Local Laws are adopted to protect public health, safety, or

amenity in a municipality. They are designed to ensure that the

actions of an individual or group do not have a negative or

undesirable impact on the rest of the community.

Charter of Human Rights and

Responsibilities Act 2006

Provides a legislative framework that states that human rights are

essential in a democratic and inclusive society that respects the

rule of law, human dignity, equality and freedom. The Charter

imposes an obligation on all public authorities to act in a way that

is compatible with human rights.


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Reference Details

All other relevant Australian

Standards and Codes of Practice

State Environment Protection Policies (SEPPs) SEPP is subordinate legislation made under the provisions of the

Environment Protection Act 1970 to provide more detailed

requirements and guidance for the application of the Act to

Victoria.

SEPP aims to safeguard the environmental values and human

activities (beneficial uses) that need protection in the State of

Victoria from the effect of waste. Such as:

• Human health and well-being;

• Ecosystem protection;

• Visibility;

• Useful life and aesthetic appearance of buildings, structures,

property and materials;

• Aesthetic enjoyment; and

• Local amenity.

SEPP expresses in law the community’s expectations, needs and

priorities for using and protecting the environment.

The National Pollutant Inventory (NPI) was developed as a

National Environment Protection Measure (NEPM) by the

National Environment Protection Council (NEPC), and is a

statutory instrument under the National Environment Protection

Council Act (Australia) 1994. It was incorporated into Victorian

law as an Industrial Waste Management Policy. This applies to all

industries regardless of whether facilities are licensed by EPA or

not.

Children's Services Regulations 1998, Version No. 003, S.R. No.

59/1998 Version incorporating amendments as at 1 November 2002. The objective of these Regulations is to regulate the licensing and

operation of children's services.

AS 2555-1982: Supervised adventure playgrounds - Guide to

establishment and administration The standard aims to draw attention to potential hazards and to

ways in which these can be minimised so that children may have

a feeling of confidence and security in the use of the structures,

which they themselves build or cooperate in building.

AS/NZS 4486.1:1997: Playgrounds and playground equipment –

Development, installation, inspection, maintenance and

operation This Standard specifies requirements for the development,

installation, inspection, maintenance and operation of

playgrounds and playground equipment to ensure a continuing

level of function and safety.

Design and development standards and guidelines relating to civil

infrastructure.


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Community based levels of service are defined in terms of key performance indicators (KPI’s)

that are of importance to the community. Once defined these indicators can be measured

and monitored to ensure performance targets are achieved. Typical customer service KPI’s

for buildings:

• Capacity

• Safety

• Affordability

• Quality

• Responsiveness

• Accessibility

• Maintenance

Technical based levels of service are also defined using key performance indicators (KPI’s)

however the KPI’s identified as technical are often in support of those customer KPI’s. For

instance to ensure that the ‘quality’ of a building is sustained, Council staff co-ordinate

frequent cleaning of buildings. It is the technical duties and activities that take place to

ensure that customers are satisfied.

The technical levels of service support the processes engaged to meet community

expectations. Key performance indicators that may apply to technical measures for buildings

are:

• Compliance

• Condition/Performance

• Maintenance

• Environmental Impacts

• Costs

• Quantity

Council has a commitment to establishing individual Service Plans for the services it provides

which are reliant on building assets. Customer Levels of Service and the Technical Levels

which support them, will be stated in the relevant Service Plans.

3.3.1 Asset Based Community and Technical Levels of Service

Current asset based service levels are outlined in Table 6. These will be further developed

as individual Service Plans are completed.


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Table 6: Current Asset Based Service Levels

Asset: Buildings Services Utilised: All

Indicator

Category Customer

Expectation

Service

Indicator


Community

Measure

Community

Target

Technical

Measure Council Target

Safety “I want the

building to

be safe”

Maintain

Essential

Services to

satisfy

customer

Number

measure for

Customer

Requests

Less than 50

requests per

year

Comply

with

Essential

Services

100% compliance

annually.

Amenity

“I want the

building to

be clean”

Building

should be

clean to

satisfy

customer

Number

measure for

Customer

Requests

Less than 30

requests per

year

Cleaning

schedules are

adequate

100% compliance

daily/weekly/fortni

ghtly depending on

schedules.

“I need the

building to

be well lit”

Amenity of

the building

– lighting

Number

measure for

Customer

Requests

Less than 30

per requests

per year

Ambient

lighting lux

levels at

reading

stations

300 lux minimum

at all times.

Accessibility

“I want

disability

access”

Accessibility

of the

building,

DDA access

Number

measure for

Customer

Requests

Less than 40

requests per

year Number of

buildings

with DDA /

ramp

Ensure 100% of

’Disability Access

Council Facilities’

capital works

projects

completed

annually.

Community

Access and

Inclusion Plan

Survey

Less than 13%

dissatisfaction

rating


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4 FUTURE DEMAND

4.1 Demand Forecast


Outline Development Plans (ODP’s) have been developed for the Gisborne/New Gisborne

and Romsey townships. The aim of an ODP is to prepare a detailed plan that provides for

the future residential, commercial and industrial growth within each township. Objectives

for building infrastructure are stated at a high level indicating the growth and needs of the

township.

The Gisborne/New Gisborne ODP highlighted that youth facilities are required in the

township areas. An indoor sports facility is currently being proposed on the Gisborne

Secondary College site. This is planned for and identified within the 10-year capital works

program.

The Romsey ODP identified that the existing building infrastructure i.e. kindergarten,

Maternal & Child Health service and Community Hub should be able to meet the needs of

the population for the next 25 years.


Demographic information provides an indication of the age profiles and tourism factors that

drive asset management decision-making within the shire.

Building infrastructure is mainly impacted by the age profile changes within the Shire.

Whilst age profiles are considered when planning for township development any decisions

made on infrastructure requirements must consider the current service provision within the

areas.

Macedon Ranges is a vibrant growing tourism region dotted with a mix of thriving

businesses, relaxed villages and heritage charm. It offers a variety of attractions from

Hanging Rock and Mount Macedon to the historic townships of Gisborne, Kyneton,

Lancefield, Macedon, Mount Macedon, Malmsbury, Riddells Creek, Romsey and Woodend.

As tourism increases the demand for adequate tourist facilities to support growing services

will continue into the future and a Tourism Industry Strategic Plan (2011) has been prepared.


P a g e | 16

4.1.3 Impact of Trends on Infrastructure

Council has developed many planning documents over the past years that identify

infrastructure requirements for existing and new infrastructure. The plans, which are listed

below, have considered population and demographic changes across the Macedon Ranges

Shire:

• Leisure Strategy Plan, 2006;

• Community Access & Inclusion Plan 2009-2013;

• Early Years Infrastructure Plan 2009-2019;

• Outline Development Plan’s; and

• Community Plans.

Existing and new infrastructure requirements identified in these Plans are listed in the

Lifecycle Management Section of this plan.


Demand management strategies provide alternatives to the creation of new assets in order

to meet demand and look at ways of modifying customer demands so to maximise the

utilisation of existing buildings and reduce or defer the need for new facilities.

Non-asset solutions include:

• Multi-use facilities;

• Offers of more convenient opening hours; and

• Reduced levels of service.

Multi-use Facilities: Combining several services within the one building could be the answer

to resolving under-utilised and under capacity facilities. If demand issues are known for

each facility then Council can make executive and coordinated decisions around successive

time slots. As well as addressing performance issues this approach promotes social

integration and community interaction.

Offer more convenient opening hours: To analyse the feasibility of offering abnormal or

varied opening hours on certain days within the week to allow those who work late and

commute to work the opportunity to use the facility.

Reduced level of service: In the long term Council may reduce the level of service provided

by the building facilities, however it is not recommended that this option be implemented at

this time. A process of negotiation with the community regarding service levels should

consider reduction in levels of certain services only when there are unsustainable

alternatives. If agreed with the community then reduction can be implemented.


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5 RISK MANAGEMENT

5.1 Risk Identification

As owner of the land, Council will be subject to a number of obligations imposed on building

owners. In cases where Council has leased the land, including the building, to another, it

cannot wholly escape liability.

Council can minimise its exposure by:

• Insuring against any legal liability as the property owner by effecting and maintaining

a Public Liability Policy of Insurance;

• Insisting upon the lessee or tenant holding a current Public Liability Policy of

Insurance noting Council as a co-insured which provides cover for the lessee for legal

liability and costs incurred in defending any claim made against the occupant, or

jointly against the property owner and the occupant;

• Insuring council owned and/or managed buildings against property damage; and

• Imposing under the terms of a lease a deductible payable by the occupant in the case

of damage to buildings.

Council is yet to implement an Infrastructure Risk Register however the identified risks

associated with the building assets included in this plan are outlined in Table 7.

Table 7: Identified Risks

Risk Event Cause Main Area of

Impact Controls

Building catching fire • Electrical fault in high use

building

• Occupant behaviour

Public Health &

Safety

• Fire protection

equipment inspected

• Fire protection

equipment provided in

accordance with code

Theft from high use

building

• Burglary

• Occupant or visitor

behaviour

Financial

• Risk assessment

(security measures,

locks, alarms, barriers

CCTV) and upgrade

program

Damage to building

• Falling tree or limbs

• From poor equipment

and emergency

procedures

Service Delivery Financial

• Maintenance

inspections and work’s

programming

Fall from height to

maintenance

personnel

• Barriers, fall equipment

inadequate.

Public Health &

Safety

• Risk assessment and

barrier upgrade

program

Ill health of building

occupants tradesmen • Asbestos in building

Public Health &

Safety

• Risk assessment

(asbestos) and removal

program

User Injury • Poor lighting in building

• Poorly controlled

Public Health &

Safety • Lighting to standard

• Maintenance


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Risk Event Cause Main Area of

Impact Controls

dangerous goods

• Falling limbs or trees

• Poor emergency

procedures

• Fall or trip


programming

• Occupant

housekeeping

Injury to building

occupant from

building structural

failure

• Poor building condition

• Inadequate maintenance

• Extreme weather event

• Terrorism

Public Health &

Safety

• Condition surveys and

renewal program

• Maintenance

inspections and works

programs

Lack of provision of

essential services • Absence of compliance

audit

Public Health &

Safety Legislation

• Audit and compliance

with legislation

program

Manual handling

injury by building

occupant

Public Health &

Safety • OH&S training

programs

Poor cleanliness of

high use building • Cleaning schedule

inadequate

Image and

reputation • Cleaning contract

specifications review

Poor comfort level in

building

• Temperature/humidity in

highly used offices and

meeting places

Service Delivery

• Level of service

appropriate

• Undertake review of

heating/cooling

equipment

Poor visual

presentation of

prominent building

• Maintenance inadequate

• Architectural design

• Age of building

Image and

reputation

• Maintenance


programming

Staff member

assaulted in council

building • Customer behaviour

Public Health &

Safety

• Barriers between

public and staff areas

• Visitor accreditation

• CCTV

Stormwater damage

to building – High

value of contents

• Inadequate drains

• Extreme weather event Financial

• Maintenance

inspections (gutters)

and work’s

programming

User electrocuted • Faulty electrical

equipment

Public Health &

Safety • Electrical testing and

tagging program

Damage to

infrastructure • Vandalism Financial • CCTV

Poor access for all • No disabled access Service Delivery Legislative

• Risk assessment and

access upgrade

program


P a g e | 19





• Aging;

• Reactive maintenance focus;

• Lack of resources does not allow for periodic proactive inspections;

• Lack of Council commitment to fund and resource the 2008 building audit items;

• Poor up-keep of heritage buildings in the past has now resulted in more expense for

repairs and general maintenance;

• Planning for future infrastructure requirements are often not identified as part of plan

development i.e. Older Peoples Future Service Needs (Has identified future service

needs however needs to extend the plan to incorporate infrastructure requirements to

support future service needs);

• Various individual building registers;

• Lack of ongoing commitment to fund consumption of our building portfolio through

investment in renewals;

• Ability to report and analyse customer requests for buildings; and

• Building audit does not include design life and construction date therefore preventing

the prediction of renewal expenditure requirements using condition results.


The quantity of assets are listed in Table 8.

Table 8: Building Asset Quantities

Asset Groups Unit Quantity

Community Facilities No. 106

Recreation, Leisure and

Cultural Facilities No. 106

Tourism No. 16

Municipal No. 20

Open Space No. 104

Total 352

Note: The asset quantities listed are taken from the 2008 Condition Audit which were the only available quantities at the time of the development of this plan. The 2011/12 Condition Audit is about to commence.


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6.2.1 Performance monitoring

Performance monitoring of Council buildings includes:

• Condition;

• Utilisation; and


Utilisation figures can assist sound decision making by justifying:

• Effective building rationalisation;

• The need to decommission a facility;

• The need to increase the capacity of a building through improvement works; or

• The need to build a new facility to cater for demand.

Utilisation figures are collected and in most cases are used to support funding requests.

Customer requests can be used as an indicator of performance for buildings. At this point

there is no process in place to analyse the different types of requests recorded through the

system. If a request is issued and is deemed ‘urgent’ then the works will be arranged

immediately and carried out as soon as possible.

Assets which are not achieving the current level of service will be identified from the levels

of service developed in the relevant Service Plans. Identified assets will be referred for

consideration in the 10-year Capital Works Program.

6.3 Asset Condition

6.3.1 Condition Monitoring – Asset Condition Survey

A formal condition assessment was carried out for all buildings in 2008. A condition audit is

scheduled for 2011/12 and is about to commence.

A condition audit /survey should be conducted every 3 to 4 years.


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The scale used for assessment of condition is shown in Table 9. 1 = Excellent - 10 = Poor.

Table 9: Condition Criteria

CONDITION

RATING DEFINITION

1 New Building

2 As new condition. No visible signs of wear and tear or defects

3 Good condition with some signs of wear and tear commensurate with the age

and use of the building

4 More significant wear and tear but no evidence of degradation of the element

5 Some minor degradation of the element which could potentially shorten life

6 Significant degradation of the element which could lead to failure

7 Evidence of minor isolated failure in an element which will reduce future life

8 Evidence of multiple failures and the inability of the element to continue to

satisfactorily service the original intended purpose

9 Significant evidence of failure of the element and failure to provide design

purpose

10 Total failure of the element

Physical condition assessments were undertaken for the element groups shown in Table 10.

Table 10: Elements Assessed

ELEMENT GROUP ASSESSMENT

CONSIDERATIONS ELEMENTS INCLUDED

Structural Structural integrity, evidence of

movement of walls, floor, other

structural elements

External walls, floors, structural

elements of roof

External Fabric Operation, deterioration of

paintwork, evidence of rot or

corrosion

External cladding, doors, windows,

trim, fascias

Roofing Integrity, evidence of leaks

and/or damage, general

deterioration

Roof, flashings, spouting,

downpipes, eaves, insulation

Internal Fabric &

Fitments General condition, obvious

hazards (trips, slips, falls)

Internal walls, ceilings, floor

coverings, doors, benches,

cupboards

Health and Amenity Hygiene, serviceability,

deterioration

Kitchens & equipment, sanitary

accommodation, evidence of

vermin

Building Services

(general) Standards, deterioration,

function,

Includes electrical switchboards &

fittings; standard heating,

ventilating, cooling; cold water

supply, hot water service

Building Services

(mechanical)

General condition,

effectiveness, maintenance

records

Major air conditioning systems, hot

water boilers, lifts,


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ELEMENT GROUP ASSESSMENT

CONSIDERATIONS ELEMENTS INCLUDED

Compliance and Safety

Comparison of actual standard

with current standards and

Regulations, maintenance of

Essential Services, obvious

hazards

Building Code of Australia, Essential

Services, disabled access & facilities,

hazardous materials, OH&S

Regulations, Food Safety Standards

Hazardous Building

Materials

Visual assessment compared to

condition at last audit,

age/type of materials used in

building

Asbestos, PCBs, Lead paint,

synthetic mineral fibres

Building Environs

Condition in relation to

ongoing maintenance, obvious

hazards, potential effect on

building

Approaches to/immediate

surrounds of building (paths,

roadways, hardstands, retaining

walls, trees, vegetation)

Malicious Damage

Access under building, break-

and-enter through skylights

etc, combustible materials

(rubbish, long grass/weeds)

Opportunity for Arson, burglary,

unauthorised access,

Other Considerations Leave blank if not relevant Heritage, special needs/uses

Structural Structural integrity, evidence of

movement of walls, floor, other

structural elements

External walls, floors, structural

elements of roof

External Fabric Operation, deterioration of

paintwork, evidence of rot or

corrosion

External cladding, doors, windows,

trim, fascias


The current useful lives and intervention levels for the building asset components are shown

in Table 11.

Table 11: Poor Overall Building Condition

Asset Component Intervention

Level

Physical Life

(Years)

Useful Life

(Years)

Structure Long Life 8 120 111.6

Structure Short Life 8 50 46.5

Roof 8 50 46.5

Mechanical 8 20 18.6

Fit-out 8 25 23.3


The 2008 Condition Audit was the first condition audit undertaken on all Council buildings

therefore there is no historical data available.


P a g e | 23


The replacement value of the building assets are shown in table 12.

Table 12: Building Valuations

Asset Groups 2007/08

Replacement Value

Indexed 2009/10

Replacement Value

Indexed 2011/12

Replacement Value

2011/12 Written Down

Value

Community Facilities $14,181,000 $15,044,623 $15,960,840 $8,044,263 Recreation, Leisure and Cultural Facilities $43,085,000 $45,708,877 $48,492,547 $19,629,483

Tourism $2,507,000 $2,659,676 $2,821,650 $1,410,825 Municipal $11,485,000 $12,184,437 $12,926,469 $6,527,866 Open Space $5,397,000 $5,725,677 $6,074,370 $2,265,740

Total $76,655,000 $81,323,290 $86,275,876 $37,878,177

It should be noted that replacement values, not market values, are used for determining

costs associated with renewal, upgrade and new building works. The replacement values are

also used for renewal gap modelling.

6.5 Historical Data

Historical Expenditure in table 13 shows the building asset expenditure for the period 2006/07

to 2011/12. The table shows:

• Significant increase in operations and maintenance expenditure over the last 6 years;

• A defined increase in renewal expenditure however peaking in year 2007/08 due to

major building works;

• Fluctuating spend on upgrades catering for the need in each given year; and

• Quite a large fluctuation every year for new works spend having just $368,000 in

2008/09 and $6.7M in 2009/10.

Table 13: Historical Expenditure

(000’S) 2006/07 2007/08 2008/09 2009/10 2010/11 PROPOSED

2011/12

Operations $245,857 $374,524 $577,036 $437,732 $457,720 $637,771

Maintenance $444,000 $682,000 $808,000 $793,166 $526,371 $570,100

Renewal $37,000 $2,326,000 $339,000 $478,292 $749,951 $1,805,315

SUBTOTAL $726,857 $3,382,524 $1,724036 $1,709,190 $984,091 $3,013,086

Upgrade $759,000 $3,199,000 $193,000 $1,266,405 $659,858 $377,767

New asset $2,515,000 $354,000 $368,000 $6,758,140 $1,063,11 $3,548,046

TOTAL $4,000,857 $6,935,524 $2,285,036 $9,733,735 $3,457,011 $6,938,999


P a g e | 24

6.6 Operations

Common operational activities for buildings include:

• Public Toilet Cleaning;

• Community Facilities Cleaning;

• Municipal Offices Cleaning;

• Recreational Facilities Cleaning;

• Tourist Facilities Cleaning;

• Leisure & Aquatics Cleaning;

• Town Halls Cleaning;

• Utilities; and

• Security patrols and alarm monitoring of Municipal Offices.

The frequencies of operational activities vary depending on the location where the activity is

taking place. Table 1 14 identifies operational activities and their frequencies (dependent on

location). Table 14: Operational Activities and Frequencies

Activity Frequency Location Budget Funding

Department

Public Toilet Cleaning

Daily Townships Operations

2-3 times / week Country Areas Operations

Daily Tourist Areas Operations

Community Facilities Cleaning

Daily or As Required

Townships Community Services /

Community Development

Municipal Offices Cleaning

Daily Townships Council and Customer

Service

Recreational Facilities Cleaning

As Required Townships Recreation & Culture

Tourist Facilities Cleaning

Daily Townships/Hanging

Rock

Council and Customer Service / Recreation &

Culture

Leisure & Aquatics Cleaning

Daily Townships Recreation & Culture

Town Halls Cleaning

As Required Townships Council and Customer

Service

Security patrols and alarm

monitoring of Municipal Offices

24 hours / day Townships Council and Customer

Service


P a g e | 25

Additional operational activities may include:

• Minor maintenance (equipment servicing);

• Equipment purchases;

• Septic pumping;

• Web page provision;

• Internet;

• Electricity, Gas; and

• Rubbish Removal.

Operational activities are not funded through the building maintenance budget as each

department has an operational budget used to fund cleaning and other activities within their

responsible buildings.

6.7 Inspections

Inspections are designed to identify defects that have the potential to create a risk of

damage or inconvenience to the public. The types of inspections carried out for buildings are

as follows:

• Essential Services inspections – shown in Table 15:

Table 15: Essential Services Inspections

Essential Service Inspection Frequency

Fire Services 6 monthly

Exit/Emergency Lighting, Doors,

Signage 6 monthly

Testing and Tagging Annually

Ventilation / Air Conditioning 6 monthly

Thermostatic Mixing Valves Annually

Emergency Power Supply (Heaters &

Boilers) 6 monthly

• Building condition audit;

• DDA Compliance audits;

• Housing inspections; and

• Asbestos Audits.

Council will appointed a consultant in 2012/13 to review the Essential Services Inspection

frequency to ensure compliance with current Legislation.

Inspections result in the programming of maintenance work, asset renewals or changes to

processes where the service levels are not met. The works identified are prioritised based

on the facilities usage, safety and environs. Any ‘quick-win’ type works are completed first,

then minor issues and then capital projects as an order of priority. Capital projects require

funding approval and for this reason the process may be lengthy.


P a g e | 26

It is planned to introduce a regular formal defect inspection regime for buildings in 2012/13.

Recreation buildings have an OH&S and Essential Services audit undertaken on a monthly

basis. There is a strong working relationship between the OH&S department and the Building

Maintenance Co-ordinator and an understanding exists to ensure that all OH&S issues are

actioned accordingly.

Council is working towards introducing a 6-monthly audit process to be undertaken by

Section 86 Committee of Management groups which would include the following:

• Essential services inspection;

• OH&S inspection; and

• Identification of maintenance issues.

Any items of concern identified through this audit would be channelled back to the manager

responsible for that building type and issued to the maintenance co-ordinator for

prioritisation and programming of the works.

In accordance with Council’s annual audit plan, a review of the adequacy of processes and

procedures surrounding Building Maintenance – Essential Safety Measures (ESM) is currently

being undertaken. The objectives of the audit are to:

1. Identify and assess the adequacy of policies and procedures regarding Council’s building

Essential Safety Measures (ESM) inspections and management;

2. Review the adequacy of Council’s ESM inspection program;

3. Review the adequacy of Council’s ESM annual reporting program; and

4. Identify and assess how Council manages its ESM responsibilities for its tenanted

buildings.

6.8 Maintenance

Macedon Ranges Shire Council manages and co-ordinates all building maintenance with the

majority (approx 95%) of activity being undertaken on a reactive basis.

Typical building maintenance includes the following type of works:

• Plumbing – issued under a current contract with Council;

• Electrical – issued under a current contract with Council;

• Carpentry – issued under a current contract with Council;

• Painting – issued on an as-need basis;

• Timber Floor – a new condition maintenance contract;

• Mechanical Plant – service provider used to service plant on a 6-monthly basis e.g.

servicing of air con/heating systems prior to winter and prior to summer seasons; and

• Graffiti Removal – Council has a Graffiti Trailer used to remove graffiti from Council

owned and operated buildings and property.


P a g e | 27

Currently building maintenance costs are not distributed back to individual buildings

therefore the cost of a building, or the service utilising the building is not known.

Maintenance is most commonly carried out in response to:

• Defects observed by user groups or Committee of Management; and

• Requests via the customer request system (internal or external requests).

Routine maintenance activities carried out include:

• Gutter and Downpipe Cleaning – monthly and yearly programs depending on need; and

• Gutter screening program.

General maintenance strategies are considered as part of work prioritisation such as

deferring minor maintenance work if a building is due for rehabilitation.

6.9 Renewal

Renewal activities typically include:

• Renovation of Council housing stock;

• Refurbishment of public toilets; and

• Renewal of existing buildings such as pavilion renewal program identified through

department driven building plans or identified through the customer request system.

Prioritisation of works is based on location and use of the facility and typically undertaken in

response to complaints made by the user, cleaners or the general public.

In the instance of public halls, Committees of Management may put in a request for a

renewal activity to take place and Council considers the feasibility and options of the request

and act accordingly. Requests are commonly submitted in the form of a business case that is

either approved or declined based on the benefits identified within the business case. A

capital evaluation framework (business case process) exists by which capital projects are

identified in a consistent manner allowing all nominated projects to be analysed equitably.

This is essential when many user groups/Committees of Management are competing for

funding.

Renewal projects that have been identified as part of the 10 year capital works program are

as follows:

• Recreation, Leisure and Cultural Facilities

- Woodend Indoor Stadium

- Gisborne Library

- Gisborne Aquatic Centre

- Woodend Community Arts Precinct Stage 1, 2 and 3

- Kyneton Museum Redevelopment


P a g e | 28

• Open Space Facilities

- Public Toilet Renewal Program

• General

- Council Building Renewal

6.9.1 Renewal Gap Model

An analysis of the building portfolio is undertaken yearly using the Renewal Gap Model.

The modelling requires information on:

• Asset condition (rating 0 good – 10 poor);

• Asset lives;

• Intervention points for renewal activity;

• Asset replacement cost; and

• Average annual renewal expenditure.

The Renewal Gap Model predicts future funding requirements for the renewal of building

infrastructure.

The condition audit on Council’s buildings was completed in 2008 and the data used for the

Renewal Gap is outdated.

Table 16 shows the current replacement cost of Council’s buildings based on the 2008

condition audit and the budgeted maintenance and renewal expenditure for 2011/12.

Table 16: Replacement Cost based on 2008 Condition Audit

Buildings – 2011/12

Current Replacement Value $77,772,000

Renewal Expenditure $1,805,315

Maintenance Expenditure $570,100

The renewal gap for buildings is shown in Figure 4.


P a g e | 29

Figure 4: Total Annual Renewal Gap for Buildings 2011/12

The renewal gap for Council is still showing a significant net deficit.

6.10 Upgrades

Building upgrade activities essentially consist of works such as building extensions or

improvements.

Upgrade works are commonly triggered by high demand and utilisation of buildings, poor

condition, risk or change in building function.

In line with renewal, the capital evaluation framework equally applies to upgrade works.

Again user groups/CoM may put forward a business case to request funding for a building

extension or improvement.

Council has prepared many planning documents that identify infrastructure required to cater

for aspects of a growing community with changing needs.

The following documents have provided useful information in regard to the upgrade life-

cycle plan:


• Community Access & Inclusion Plan;

• Early Years Infrastructure Plan 2009-2019; and

• Outline Development Plans.

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030Year Ahead

(The Predicted Renewal Expend. To Maintain Asset Cond. - Less the Propsed Renewal Exp)

Total Annual Renewal Gap in $ - Buildings …


P a g e | 30

Projects that have been identified from the above documentation and that are additional to

those found in the Capital Works Program include:

• Upgrade the facilities at the Hurry Reserve velodrome estimated at $17,000; and

• Complete the fit out of the Lancefield Indoor Centre by constructing appropriate

indoor sports floor.

Upgrade projects that have been identified as part of the 10 year capital works program are

as follows:

• Recreation, Leisure and Cultural Facilities

- Pavilion Upgrade Program

- Building Accessibility Works

- Woodend Indoor Stadium

- Gisborne Library

- Gisborne Aquatic Centre Project

- Woodend Community Arts Precinct Stage 1,2 and 3

- Kyneton Museum Redevelopment

• Open Space Facilities

- Public Toilet Upgrade Program

• General

- OH&S Building Code Compliance

- Building Sewerage Connection Works

- Essential Services

Plans for future upgrades (beyond the 10 year capital works program) are currently based on

the Shire’s growth rate of 0.09% per annum, this has been forecast out using the average

upgrade and new works expenditure forecast over the 10 year capital works program period.

As capital funding acquired through external sources is not guaranteed for any year this

funding source cannot be relied on and for this reason has not been projected out past the

capital works program 10 year period.

6.11 New Works

Council has prepared many planning documents such as strategic plans that identify

infrastructure required to cater for aspects of a growing community with changing needs.

The following documents have provided useful information:


• Community Access & Inclusion Plan;

• Early Years Infrastructure Plan 2009-2019; and

• Outline Development Plans.


P a g e | 31

In line with renewal and upgrade, the capital evaluation framework equally applies to new

works. User groups/CoM’s may put forward a business case to request funding for a new

building.

New works projects that have been identified as part of the 10 year capital works program

are as follows:

• Community Facilities

- Gisborne Preschool Additional Unit

- Kyneton Early Years Hub

- Riddells Creek Extra Preschool Unit/Hub

- Lancefield Early Years & Community Hub

- Kyneton Integrated Hub

• Recreation, Leisure and Cultural

- Romsey Sports Precinct

- Gisborne Aquatic Centre Project

- Gisborne Indoor Sports Centre

• Municipal

- Archives Storage Area

- Small Business Support

Plans for future new works (beyond the 10 year capital works program) are currently based

on the Shire’s growth rate of 0.09% per annum, this has been forecast out using the average

upgrade and new works expenditure forecast over the 10 year capital works program period.

As capital funding acquired through external sources is not guaranteed for any year this

funding source cannot be relied on and for this reason has not been projected out past the

10-year capital works program period.

6.12 Disposal Plan

There is currently no policy to close or dispose of buildings. Council has a fixed asset policy

however it does not strictly cover the disposal of buildings.

Building disposal costs will be recognised in the 10-Year Financial Forecast as an operational

cost if available and deemed appropriate.

The buildings planned for disposal are:

• Woodend Racecourse Reserve, Shed adjacent to Storage Shed (to be removed)

• Malmsbury Recreation Reserve, Jack Bates Shelter (fell over and not replaced);

• Woodend Racecourse Reserve, Jockeys Shed (to be demolished); and

• Woodend Racecourse Reserve, Storage Shed (building to be relocated).


P a g e | 32

6.13 Heritage Buildings

Council has an obligation to appropriately care for and maintain places which have been

identified as being of Cultural Heritage Significance to the State (Victorian Heritage Register)

and/or to the Shire (Heritage Overlay). A list of buildings which are either individually listed

or within a heritage precinct is attached as Appendix 10.1.

It is important that the appropriate Council staff and building tenants are aware of the

heritage status of these buildings and understand the permit requirements that may

exist. All capital works will require a permit but maintenance and repairs are permit exempt

if the works are 'like for like'. However, any visual change (e.g. changing profile of guttering,

painting a different colour) does require a permit regardless of whether it is considered

maintenance or repairs.

Council's Heritage Advisor should be consulted when proposing works to these heritage

listed places. The Heritage Advisor will be able to advise on appropriate materials,

methodologies and scopes of work as well as provide assistance with heritage and planning

permit applications.


P a g e | 33

7 FINANCIAL PLAN


Expenditure is identified by asset group, under the following headings:

• Operations;

• Maintenance;

• Renewals; and

• Upgrades and New Works.

Figure 5: 10-Year Financial Forecast

The key features of the financial projections are:

• Councils commitment to renewal expenditure increases over time;

• Upgrade/new works expenditure peaks in year 2021/22 due to the Woodend

Community Arts Precinct Stage 1, 2 and 3; and

• Operations and maintenance show a gradual increase over time as the expenditure

forecasts are growing in line with the predicted growth of the Macedon Ranges Shire

Council asset stock.

Figure 6 summarises the 10-year financial forecast for building assets (from 2012/13 to

2021/22) based on the forecasts for each asset group contained in Section 5. These costs

exclude inflation and GST.


P a g e | 34

Figure 6: 10-Year Financial Forecast


P a g e | 35



funding sources.

The Community Grants Funding Scheme has three levels of available funding as follows:

1. Operational Grant – Max $500;

2. Service and Delivery – Max $3,000; and

3. Establishment and Development – Max $6,000.

The current funding sources available for buildings include:

• Department of Education & Early Childhood Development (DEECD);

• Regional Development Victoria (RDV);

• Department of Planning and Community Development (DPCD);

• Sports and Recreation Victoria (SRV);

• Office for Youth (part of DPCD);

• Rate Revenue;

• User / Public Contributions;

• Reserves and loan income;

• Developer Contributions (Open Space Reserve Fund); and

• Australian Government Funding.



The following assumptions have been made in developing the financial forecast:

• All information provided is current and representative of Council’s current and future

plans;

• Values used in the forecasting i.e. replacement costs, quantities and asset lives are

representative of the best available data;

• The model that calculates the asset expenditure growth and service potential is only

a model, used to serve a purpose and indicate the current funding position of Council

based on information provided;

• Council will commit to the funding included in the 10 year Capital Plan; and

• Operations and maintenance expenditure is forecast to increase by 3% per/annum.


P a g e | 36




Council uses an Access Database commonly known as the Buildings Asset Management

System to house the current register of buildings. This system is currently being driven by

the Building Maintenance Co-ordinator. The system was created in 2008 in response to the

2008 buildings audit, after it was identified that a system was needed to provide

functionality for work instruction generation for building renewal and maintenance.

This system has no link to the financial/accounting system.

Council is in the process of implementing an integrated asset register called MyData for all

infrastructure assets. Building assets will be the first asset class configured and migrated

into the asset register. In the future Council will implement a Maintenance and

Management System integrated with the asset register.


P a g e | 37



Through the development of the Building Asset Management Plan, improvement actions

have been identified and are attached as Appendix 10.2. The improvement actions will be

reviewed and reported to the Executive annually. Any amendments or additions to the

improvement plan will be approved by the Executive.


P a g e | 38

10 APPENDICES

10.1 Heritage Buildings

LOCALITY BUILDING NAME MAINTENANCE

RESPONSIBILITY ADDRESS HERITAGE SIGNIFICANCE

Bolinda Hall - Bolinda Shire 5 Mullalys Road Proposed

Gisborne Courthouse (Museum) Shire 2 Hamilton St Yes Local HO86

Gisborne Lock-up (Courthouse) Shire 2 Hamilton St Yes Local HO86

Gisborne Mechanics-Community

Centre Shire 18 HAMILTON ST Proposed

Gisborne Museum - Stables Shire 2 Hamilton St Yes Local HO86

Gisborne Museum - toilets Shire Hamilton St Yes Local HO86

Kerrie SCHOOL Shire 7 CHEROKEE RD Yes State HO53 (H1631)

Kerrie SCHOOL (original shelter) Shire 7 CHEROKEE RD Yes State HO53 (H1631)

Kerrie SCHOOL (Shelter Shed) Shire 7 CHEROKEE RD Yes State HO53 (H1631)

Kerrie School (Toilet Block) Shire 7 CHEROKEE RD Yes State HO53 (H1631)

Kyneton ARTS CENTRE - Bluestone Shire HUTTON ST Yes State HO256 (H1989)

Kyneton ARTS CENTRE - Red Brick Shire 23 YALDWYN ST Yes Local HO119

Kyneton ARTS CENTRE-TOILETS Shire HUTTON ST Yes State HO256 (H1989)

Kyneton Caravan Park-Amenities

(Red brick) Shire CLOWES ST Yes State HO165 (H1994)


(South Eastern) Shire CLOWES STREET Yes State HO165 (H1994)


(Yellow Brick) Shire CLOWES ST Yes State HO165 (H1994)

Kyneton Caravan Park-

Office/Kiosk/House Shire CLOWES ST Yes State HO165 (H1994)

Kyneton Caravan Park-Rotunda Shire CLOWES ST Yes State HO165 (H1994)

Kyneton Caravan Park-Shed Shire CLOWES ST Yes State HO165 (H1994)

Kyneton Caravan Park-Shelter Shire CLOWES ST Yes State HO165 (H1994)

Kyneton GARDENER'S COTTAGE Shire CLOWES STREET Yes State HO165 (H1994)

Kyneton Kyneton Town Hall Shire 129 Mollison St Yes Local HO170

Kyneton HOUSE (Adj Museum) Shire 75 PIPER STREET Yes Local HO196

Kyneton Kyneton Macedon

Maternal & Child Health Shire 3 HUTTON ST Yes Local HO119

Kyneton Kyneton Pre-School Shire 5 HUTTON ST Yes Local HO119

Kyneton Mechanics Res-

Library/Senior Citz Shire 81 Mollison St Yes State HO254 (H1904)


P a g e | 39



Kyneton MINERAL SPRINGS -

PUBLIC TOILETS Shire 200 BURTON AVE Yes Local HO25

Kyneton MINERAL SPRINGS

SHELTER Shire 200 BURTON AVE Yes Local HO25

Kyneton MINERAL SPRINGS-

ROTUNDA Shire 200 BURTON AVE Yes Local HO25

Kyneton MUSEUM - BLUESTONE Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-(old cottage) Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-HOUSE Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-KITCHEN Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-MYSTERY

BUILD Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-SHED Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton MUSEUM-STABLE Shire 67 PIPER ST Yes State HO202 (H0308)

Kyneton OFFICE/GARAGE Shire Mollison St

(Botanic Gardens Yes State HO165 (H1994)

Kyneton PUBLICTOILETS-

CARAVANPARK Shire CLOWES ST Yes State HO165 (H1994)

Kyneton Public Toilets-Hutton St Shire HUTTON STREET Yes Local HO119

Kyneton PUBLIC TOILETS-JEAN

HAYNES PLAYGROUND Shire HIGH ST Yes Local HO89

Kyneton Public Toilets-Mechanics

Res Shire 81 Mollison St Yes State HO254 (1904)

Kyneton Rotunda-Kyneton

Gardens Shire Mollison St Yes State HO165 (H1994)

Kyneton Shelter (Jean Haynes) Shire HIGH STREET Yes Local HO91

Kyneton Shire Office Shire 129-141 Mollison

St Yes Local HO162

Kyneton Shire Office (Youth

Services) Shire

129-141 Mollison

St Yes Local HO162

Kyneton Shire Office Annexe Shire 125-127 Mollison

St Yes Local HO162

Kyneton Showgrounds

(Clubrooms) Shire Mollison St Proposed

Kyneton

Showgrounds

(Grandstand, Change

rooms)

Shire Mollison St Proposed

Lancefield Kiosk Other HIGH ST Yes Local HO92


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Lancefield Lancefield Museum

(Courthouse) Shire

MELB-

LANCEFIELD RD Yes Local HO157

Lancefield Lancefield Rotunda Shire HIGH ST Yes Local HO92

Lancefield Lancefield Swimming

Pool-Change rooms Shire CHAUNCEY ST Yes Local HO52

Lancefield Lancefield Swimming

Pool-Plant Room Shire

CHAUNCEY

STREET Yes Local HO52

Lancefield Lancefield Tennis

Clubrooms Other CHAUNCY ST Yes Local HO52

Lancefield Public Toilets (adj Tennis

Club) Other CHAUNCY ST Yes Local HO52

Lancefield Public Toilets-The

Crescent Shire THE CRESCENT

Yes Local (not

contributory)

Malmsbury Malmsbury Hall Shire 91 Mollison St Yes State HO253 (H1993)

Malmsbury Malmsbury Mechanics

Institute Hall Shire Mollison St Yes Local HO148

Malmsbury Malmsbury Recreation

Reserve Change rooms Shire MOLLISON ST Yes Local HO148

Malmsbury Malmsbury Recreation

Reserve Shed Shire Mollison St Yes Local HO148

Malmsbury

Malmsbury Recreation

Reserve Shelter (Jack

Bates)

Shire Mollison St Yes Local HO148

Malmsbury Malmsbury Tennis Shed Shire Ellesmere St Yes Local HO148

Malmsbury Public Toilets Malmsbury Shire MOLLISON ST Yes Local HO148

New

Gisborne

Ross Watt Res Public

Toilets Shire Station Rd Proposed

New

Gisborne

Ross Watt Reserve

(Tennis) Shed Shire Station Rd Proposed

Newham Hanging Rock-Café Shire SOUTH ROCK RD Yes Local HO88

Newham Hanging Rock-Change

rooms/Pavilion Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Cricket

Clubrooms Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Discovery

Centre Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Ex

Kiosk/First Aid Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Machinery

Shed Shire

SOUTH ROCK

ROAD Yes Local HO88


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Newham Hanging Rock-Public

Toilet (Car park) Shire

SOUTH ROCK

ROAD Yes Local HO88


Toilet (N of Race track) Shire

SOUTH ROCK

ROAD Yes Local HO88


Toilet (near BBQ E side) Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham

Hanging Rock-Public

Toilet (near Tennis

courts)

Shire SOUTH ROCK

ROAD Yes Local HO88


Toilet (w of Café) Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Racing

Clubrooms Other

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Shelter

(East) Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Shelter

(West) Shire

SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Staff Room Shire SOUTH ROCK

ROAD Yes Local HO88

Newham Hanging Rock-Tennis

Clubrooms Shire

SOUTH ROCK

ROAD Yes Local HO88

Riddells

Creek Lions Park Rotunda Shire 63A MAIN RD Yes Local HO230

Riddells

Creek Montessori Kindergarten Other 59 MAIN RD Proposed

Riddells

Creek

Public Toilets-Jackson's

Creek Res Shire 57 MAIN RD Yes Local HO84

Riddells

Creek Public Toilets-Lions Park Shire 63A MAIN RD Yes Local HO230

Riddells

Creek

Public Toilets-

Sutherlands Rd Shire

SUTHERLANDS

ROAD Proposed

Riddells

Creek

Riddells Creek

Community Centre Shire 59 MAIN RD Proposed

Riddells

Creek

Riddells Creek

Community House Other 59 MAIN RD Proposed

Riddells

Creek

Riddells Creek Rec

Centre-Football

Clubrooms

Other SUTHERLANDS RD Proposed

Riddells

Creek

Riddells Creek

Recreation Centre Shire

SUTHERLANDS

ROAD Proposed


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Riddells

Creek

Riddells Creek Toy

Library Other 59 MAIN RD Proposed

Romsey Library/Community Hub Shire 96-100 MAIN RD Yes Local HO144

Romsey Public Toilets-Lions Park

(adj creek-N) Shire MAIN RD Yes Local

Romsey Public Toilets-Lions Park

(adj Skate Park-S) Shire MAIN RD Yes Local

Romsey Recreation Centre Shire PARK LANE Yes Local HO195

Romsey Romsey Park Football

/cricket Clubroom Shire PARK LANE Yes Local HO195

Romsey Romsey Park Visitors'

Change rooms Shire PARK LANE Yes Local HO195

Romsey Romsey Park-Bowls

Clubrooms Other PARK LANE Yes Local HO195

Romsey Romsey Park-Golf Club

Shed Other PARK LANE Yes Local HO195

Romsey Romsey Park-Lions Pump

Shed Other BARRY STREET Yes Local HO195

Romsey Romsey Park-Play Hut Shire BARRY STREET Yes Local HO195

Romsey Romsey Park-Public

Toilets (adj bowls Club) Shire PARK LANE Yes Local HO195

Romsey Romsey Park-Public

Toilets (adj Scout Hall) Shire BARRY STREET Yes Local HO195

Romsey Romsey Park-Rotunda Shire PARK LANE Yes Local HO195

Romsey Romsey Park-Scorers Box Other PARK LANE Yes Local HO195

Romsey Romsey Park-Scout Hall Shire BARRY STREET Yes Local HO195

Romsey Romsey Park-Ticket Box Shire PARK LANE Yes Local HO195

Romsey Rotunda-Lions Park (adj

Skate Park-S) Shire MAIN RD Yes Local

Woodend Campaspe Park-Rotunda Shire 144 HIGH STREET Yes Local HO103

Woodend Clock tower Shire HIGH ST Yes Local HO105

Woodend Community Hub (Cobaw

Health) Other 47 FOREST ST Proposed

Woodend Keating’s Memorial Shire 142 HIGH ST Yes Local HO103

Woodend Museum Woodend

(Courthouse) Shire 43 FOREST STREET Yes State HO78 (H1489)

Woodend Neighbourhood House Other 47 FOREST ST Proposed

Woodend Race Res-Coaches Box

(Home) Other

1-29 FOREST

STREET Proposed


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Woodend Race Res-Coaches Box

(Visitors) Other

1-29 FOREST

STREET Proposed

Woodend Race Res-Covered Way

(ex ped entry) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-ex Pigeon Club Shire 1-29 FOREST

STREET Proposed

Woodend Race Res-ex Toy Library Shire 1-29 FOREST

STREET Proposed

Woodend Race Res-Grandstand Shire 1-29 FOREST

STREET Proposed

Woodend Race Res-Jockeys' Shed Shire 1-29 FOREST

STREET Proposed

Woodend Racecourse Res-Judges

Tower Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Shed (adj ex

Little Aths) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Shelter (Pony

Club) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Stables (Pony

Club store) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Stewards

Tower (North) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Stewards

Tower (South) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Store Shed (ex

Little Aths) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Store Shed (ex

Vet) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Toilets (adj

Pony Club) Shire

1-29 FOREST

STREET Proposed

Woodend Race Res-Toilets (small) Shire 1-29 FOREST

STREET Proposed

Woodend Race Res-Youth/Athletics Shire 1-29 FOREST

STREET Proposed

Woodend Woodend Indoor Sports

Stadium (Buffalo) Shire

1-29 FOREST

STREET Proposed


P a g e | 44

10.2 Improvement Actions

AMP Reference Improvement Action Responsibility Timeframe Status

Part C - Buildings Improvement Action 1: Ensure lease agreements exist

for all Council leased buildings defining specific

requirements for building maintenance responsibilities.

Relevant Service

Mangers 2012/13

Commenced – Standardised

Lease/Licence Agreement

template complete

Part C – Buildings Improvement Action 2: Develop Individual Service Plans

defining Customer & Technical Levels of Service for those

services relevant to building assets.

Relevant Service

Managers 2012/13

Programmed to commence

2012/13

Part C - Buildings Improvement Action 3: As Service Plans are completed

review the levels of service, identify assets under-

capacity and add to Building Asset Management Plan.

Relevant Service

Managers / Coordinator

Engineering Planning

2012/13 Programmed to commence

2012/13

Part C – Buildings Improvement Action 4: Develop and implement an

Infrastructure Risk Register or incorporate into existing

Risk Register.

Manager Organisational

Development 2012/13

Programmed to commence

2012/13

Part C - Buildings Improvement Action 5: Assess the risk of all critical

assets and record these within the relevant risk register

identifying actions that can be implemented to manage

the risk.

Manager Engineering

Infrastructure &

Projects / Manager

Organisational Develop.


2012/13

Part C - Buildings Improvement Action 6: Undertake cyclic Condition

Assessment Surveys for Building Assets to ensure

accuracy of data

Manger Engineering

Infrastructure &

Projects

Tri-annually Commenced

Part C - Buildings Improvement Action 7: Investigate the opportunity to

distribute operational and maintenance costs to

individual buildings to identify the true costs associated

with the building and the service it provides.

Finance Manager /

Manager Engineering

Infrastructure &

Projects / Service

Managers


2012/13

Part C - Buildings Improvement Action 8: Separate renewal costs from the

existing maintenance budget so that reports reflect

capital verses operational expense.

Finance Manager /

Manager Engineering

Infrastructure &

Projects


2013/14


P a g e | 45


Part C - Buildings Improvement Action 9: Define request types in

Council’s CRM specific to buildings to enable the ability

to report and analyse customer requests This will assist

with defining Levels of Service and planning maintenance

and renewal programs.

Manager Engineering

Infrastructure &

Projects / Manager

Council & Customer

Service


2012/13

Part C- Buildings Improvement Action 10: Implement a building register

that is integrated with relevant applications within

Council and that captures all specified building

information in a central location.

Coordinator Engineering

Planning / Manger

Engineering

Infrastructure &

Projects

2012/13

Commenced – Integrated

asset register purchased and

implementation about to

commence.

Part C – Buildings Improvement Action 11: Annual inspections,

assessments or reports required under legislation should

be undertaken and continually monitored.

Manager Engineering

Infrastructure &

Projects

Annually Commenced


Part D - Drainage

Adopted 25 September 2013

Review History


A 19 April 2013 Review AM/DP

B 28 June 2013 Final Draft AM

C 4 July 2013 Final for Public Consultation after further staff comment AM

D 9 August 2013 Final Draft for Councillor Briefing AM

E 25 September 2013 Adopted Council

3

CONTENTS


2 INTRODUCTION.......................................................................................................... 2

2.1 Background ................................................................................................................. 2

2.1.1 Plan Format ......................................................................................................... 2

2.1.2 Relationship with Other Planning Documents .................................................... 2

2.1.3 Assets included in the Plan .................................................................................. 3

2.1.4 Assets not Included in this Plan .......................................................................... 4

2.1.5 Key Stakeholders in the Plan ............................................................................... 4

2.1.6 Asset Responsibility ............................................................................................. 4

2.2 Goals & Objectives of Asset Ownership ..................................................................... 5

2.2.1 Links to Organisation Vision, Mission, Goals & Objectives ................................. 5



3.1.1 Background and Customer Engagement Undertaken ........................................ 6

3.1.1.1 Annual Community Satisfaction Survey ....................................................... 6

3.1.1.2 Pathway – Customer Request Management System (CRM) ....................... 6

3.1.2 Details of How Engagement Translates into Levels of Service ........................... 9

3.2 Legislative Requirements.......................................................................................... 10


3.3.1 Asset Functional Hierarchy ................................................................................ 11

3.3.2 Community and Technical Service Levels ......................................................... 12

4 FUTURE DEMAND .................................................................................................... 13

4.1 Demand Forecast ...................................................................................................... 13

4.1.1 Water Sensitive Urban Design........................................................................... 13

4.1.2 Outline Development Plans .............................................................................. 13

4.1.3 Demographic Profile .......................................................................................... 13


5 RISK MANAGEMENT................................................................................................. 14

5.1 Hazard Identification ................................................................................................ 14

5.2 Asset Criticality ......................................................................................................... 14

5.2.1 Critical Assets .................................................................................................... 14

5.2.1.1 List of Critical Assets: ................................................................................. 15

5.2.2 High Risk Assets ................................................................................................. 15

5.2.2.1 List of High Risk Assets ............................................................................... 15


6.1 Physical Parameters.................................................................................................. 16

4

6.1.1 Current Issues .................................................................................................... 16

6.1.2 Asset Quantities ................................................................................................ 16


6.2.1 Stormwater Drainage Studies / Flood Studies .................................................. 17

6.2.2 Levels of Service ................................................................................................ 17

6.3 Asset Condition ......................................................................................................... 17

6.3.1 Condition Rating ................................................................................................ 18

6.3.2 Current Asset Condition .................................................................................... 19

6.3.3 Deterioration Curves ......................................................................................... 20

6.3.4 Asset Useful Lives & Intervention Levels .......................................................... 20

6.3.5 Historical Asset Condition ................................................................................. 20

6.4 Historical Data .......................................................................................................... 20


6.6 Routine Maintenance ............................................................................................... 21

6.6.1 Defect Inspections ............................................................................................. 21

6.6.2 Prioritisation of Maintenance Works ................................................................ 22

6.6.3 Defect Response Times ..................................................................................... 22

6.6.4 Standards and Specifications ............................................................................ 23

6.6.5 Basis for Future Maintenance Costs ................................................................. 23

6.7 Renewal Plan ............................................................................................................ 23

6.7.1 Renewal Capital Works Programs ..................................................................... 23

6.7.2 Drainage Renewal Program ............................................................................... 23

6.7.3 Treatment Options ............................................................................................ 23

6.7.4 Basis for Future Renewal Costs ......................................................................... 24

6.7.4.1 Renewal Modelling - Renewal Rates ......................................................... 24

6.7.5 Renewal Demand and Renewal Gap ................................................................. 24

6.8 Upgrades & New Works ........................................................................................... 24

6.8.1 Drainage Upgrade ............................................................................................. 24

6.8.2 Drainage New Works ......................................................................................... 24

6.8.3 Summary of New & Upgrade Works ................................................................. 24

6.9 Operations ................................................................................................................ 26

6.9.1 Operations Future Costs.................................................................................... 26

6.10 Disposal Plan ............................................................................................................. 26

7 FINANCIAL PLAN ...................................................................................................... 27


7.1.1 Expenditure History ........................................................................................... 27

7.1.2 Financial Projections ......................................................................................... 27



5

7.3.1 Accuracy of the Information ............................................................................. 28



8.1.1 Available Data .................................................................................................... 29

8.2 Standards & Guidelines ............................................................................................ 29

8.2.1 Construction Standards ..................................................................................... 29



9.2 Monitoring and Review Procedures ......................................................................... 30

9.2.1 AMP Review Procedure ..................................................................................... 30

10 APPENDICES ............................................................................................................. 31

10.1 Improvement Action Plan ......................................................................................... 31

10.2 Attachment #1 – Budgeted Capital Works Statement ............................................. 32

10.3 Attachment #2 – Infrastructure Financial Projections ............................................. 33

Asset Management Plan

Macedon Ranges Shire Council Part D – Drainage

Page | 1

1 EXECUTIVE SUMMARY

The drainage network represents a significant investment by Council and its ongoing

development, management and maintenance is an important commitment. The purpose of

this commitment is to protect, maintain and enhance the public health and safety, and to

care for the general welfare of the community by safe guarding against the water damage

aspect from storms and flooding.

The operation, maintenance and development of the drainage infrastructure will be guided

by and consistent with Council’s vision and key objectives as stated in the Council Plan, Asset

Management Policy and Asset Management Strategy. This Drainage Asset Management Plan

is intended to demonstrate to stakeholders that Council is managing the drainage assets

responsibly.

The population of Macedon Ranges Shire is growing which may impact on the amount of

drainage infrastructure required within the Shire as well as upgrades to the existing network.

Proposed Township Development allows the impacts on infrastructure to be assessed at a

township level.

The Macedon Ranges Shire Council’s Risk Management Policy identifies Council’s objectives

towards risk management. The Risk Management Strategy also outlines the risk

management process, via the incorporation of seven steps undertaken in Risk Management.

The Assets and Operations Directorate is responsible for the strategic management, planning

and design of the infrastructure. The ‘drainage hierarchy’ has been developed to divide the

infrastructure asset base into appropriate classifications for the purpose of this plan. The

drainage hierarchy separates infrastructure assets, within the drainage asset class, into four

drainage asset groups, being:

• Underground Drainage;

• Surface Drainage;

• Water Quality Devices; and

• Flood Prevention.


• Operations;

• Maintenance;

• Renewals;

• Upgrades;

• New Works.

The financial projections, Attachment #2, have been developed based on the funding

requirements identified from the Moloney Renewal Gap Model.

As part of this asset management plan production, many gaps have been identified relating

to processes, data and systems. As such an improvement plan has been developed to

support Council to improve its asset management practices and capabilities in relation to

drainage asset management.



Page | 2

2 INTRODUCTION

2.1 Background

2.1.1 Plan Format



• Part B - Roads


• Part D – Drainage (this plan)



The relationship of this plan to other specific strategies and plans is outlined below:

Plan Description

Urban Stormwater

Management Plan (USWMP)

The USWMP has been developed in a number of stages as guided by

the requirements of the Victorian Stormwater Action Program (VSAP)

and involved close consultation with Council, North Central Catchment

Management Authorities and other stakeholders.

Gisborne Flood Study, 2006

The Gisborne Flood Study investigated the flood behaviour of Jacksons

and Howey Creeks within the township of Gisborne, in four major

stages; hydrology, hydraulics, existing flood risk assessment, mitigation

options risk assessment. Key findings of these four stages are included

in the report.

Gisborne /New Gisborne

Drainage Study – 2011

Kyneton Township

Stormwater Drainage Study -

2011

Riddells Creek Drainage

Study - 2011

Romsey Township

Stormwater Drainage Study,

2009

Council commissioned Aurecon Australia in 2009 to prepare a

stormwater drainage study for Romsey. This study (s5.1) indicates that

“the stormwater network is generally still in good condition.” However,

it identifies a substantial need for upgrading of infrastructure that does

not have the capacity to convey flows from a ten year storm event.

Romsey ODP

The Romsey Outline Development Plan (ODP) aims to provide a

detailed plan for the future residential, commercial and industrial

growth of Romsey, with planning horizons to 2021 and 2031.

Gisborne ODP, 2009

The outcomes of this project will provide Council and the community

with a clear overall structure plan that sets out main road networks,

open space areas, location of community facilities, land use directions

and details of issues that need to be considered when assessing

subdivision applications.



Page | 3

Plan Description

Draft Flood Management

Plan for MRSC Melbourne

Water and North Central

CAM

Aimed at assisting MRSC, North Central CMA, Victoria SES and

Melbourne Water undertake their flood management responsibilities

and ensuring that suitable flood management measures are being

implemented in order to reduce flood risk where possible. It is also

aimed at fostering preparedness for flood events and ability to respond

in an informed and appropriate manner within the Municipality and its

communities.

Road Management Plan

2.1.3 Assets included in the Plan

The assets included in this plan are:



Page | 4

2.1.4 Assets not Included in this Plan

Assets specifically excluded from this plan are:

• Kerb and channel

• Pipes providing driveway access to private property;

• Drainage within private property and to the point of connection to the council system

including the connection itself;

• Drainage within property not within a Council easement;

• VicRoads pits and pipes that drain only VicRoads roads as defined in the Operational

Responsibility for Public Roads Code of Practice; and

• Grass urban table drains not providing continuity of the network or not subject to

council maintenance.


This plan is intended to demonstrate to stakeholders that Council is managing the drainage

assets responsibly. In addition to the key stakeholders identified in Asset Management Plan

Part A – General Information, stakeholders having interests and/or expectations specific to

drainage are:

Stakeholder Interest

Melbourne Water As responsible owners of drainage infrastructure.

Northern Central Catchment Authority As responsible owners of drainage infrastructure.

Developers Reasonable rules to drainage consistently applied.

Environmental groups, e.g. Individual

reserve friends groups, LandCare groups.

Conservation of the environment.

Consultation about changes that have

environmental impacts.


Local government is responsible for drainage areas smaller than 60 hectares and for ongoing

drainage management including operations and maintenance. This includes providing a

drainage system connected to the main system and ensuring the legal point of discharge, for

each property. Local Government also has a role in setting required building floor heights in

relation to flood levels and declaring areas subject to flooding in which special designs are

necessary to respond to potential flood conditions.

Many departments play a role in the management of Council’s drainage portfolio. The

directorates and supporting departments involved are listed below:

Assets and Operations Directorate

• Operations – Drainage construction, operations and maintenance;

• Engineering, Infrastructure & Projects – Drainage infrastructure planning, design,

renewal and disposal; and

• Engineering Planning – Asset Management



Page | 5

Planning and Environment Directorate

• Strategic Planning & Environment – Wetlands.




Council services which utilise the assets included in this plan are:

• Stormwater Management

• Flood Mitigation

• Environment

Improvement Action: 1 Develop individual service plans defining the responsibilities and

levels of service for those services relevant to the assets included in this plan


Drainage within the Shire assists in protecting community property and assets from flooding.

As custodians of drainage it is Council’s responsibility to provide a safe, clean and free-

flowing drainage network that is adequate to cater for peak storm water events.

2.2.1 Links to Organisation Vision, Mission, Goals & Objectives

Document Section Goal Objective Action

Council Plan

2013-2017

Action Plan

1

Our infrastructure

supports the needs

of future

generations.

To plan for, develop

and maintain

community facilities

that meet its

changing needs

Deliver prioritised

projects from

Council’s Capital

Works Programs on

time and on budget.



Page | 6

3 LEVELS OF SERVICE



Drainage related levels of service are driven by customer survey feedback, customer

requests/expectation and legislative requirements.

3.1.1.1 Annual Community Satisfaction Survey

The community satisfaction survey is an independent state-wide survey of local Councils

which measures residents’ satisfaction with the service and performance of their local

Councils. The last community satisfaction survey was undertaken in 2013. No specific

drainage satisfaction results were identified as part of this process.

3.1.1.2 Pathway – Customer Request Management System (CRM)

All customer complaints/enquiries to Council, whether in person, by phone or by mail are

registered in the Pathway CRM. This system requires the complaint/fault/enquiry to be

categorised by asset type and location. It automatically assigns a department responsible

and sends an e-mail notification to the appropriate person. An appropriate response time

for responding is built into the system for escalation purposes.


Active Customer Request System. Customer requests are captured against the following

drainage related request types:

• Aboveground

• Car Parks

• New or Upgrade

• Private Property

• Stormwater

• Underground

• Pits – Concrete

• Pits – Grated



Page | 7

The results of these requests are as follows:

Pathway Request Type 1-11-11 to

30-6-12

1-7-12 to

31-3-13

Aboveground

• Bluestone Gutters 11 13

• Concrete Gutters 22 17

• Effluent 3 1

• Open Drains 187 156

Car Parks 1 0

Total

New or Upgrade 39 24

Total

Private Property

• Flooding 55 21

• Easement (Right Of Way) 10 5

Total

Stormwater

• Inspection 59 86

• Legal Point of Discharge 8 2

• Maintenance 201 87

Total

Underground

• Culvert (covered pipes) 95 82

Total

Pits - Concrete

• Lid Missing 0 5

• Lid Dislodged 5 11

• Damaged 31 18

• Surrounds 1 6

Total

Pits – Grated

• Lid Missing 1 0

• Lid Dislodged 1 2

• Damaged 1 3

• Surrounds 0 1

Total

Note: Key issues are highlighted.

Some of the request type categories in the pathway CRM and Infra-Active Customer Request

System are too general and provide no useful information on the key issues relating to

maintenance.



Page | 8

The previous Infra Active System captured requests against the following request types:

• Easement Drains;

• Culverts;

• Open Table Drains;

• Stormwater Drains; and

• Pits.

The results for the above request types have been included in the tables below:

Request Type 2008/09 2009/10 2010/11 1-7-11 to

30-10-11

Easements

• Overgrown 0 1 8 0

• Easement Drains 7 2 3 0

• Blocked 3 4 21 4

• Maintenance 14 7 32 9

• Insufficient Drain 6 9 36 8

Total

Culverts

• Roadside Culvert 114 99 173 45

Total

Open Table Drains

• Overgrown 10 7 13 2

• Insufficient Drain 6 13 46 4

• Blocked 13 18 29 8

• Flooding 10 30 74 18


Total

Stormwater Drains

• Stormwater Drain 13 7 36 10


Pits

• Missing Grate/Lid 9 6 2 0

• Blocked Grate/pit 1 6 7 1

• Damaged 10 25 21 1

• Dislodged 4 11 7 3

Note: Key issues are highlighted.

The customer request numbers include internal inspection referrals. These would generally

not be used to assess community issues.

2010/11 had some extreme weather events resulting in flash flooding and a massive increase

in the number of maintenance and flooding requests received from both customers and

internal staff.

Historic information taken from the previous Infra-Active Customer Request System has

been utilised to determine current customer needs.



Page | 9

Improvement Action: 2 Introduce ability to categorise customer requests between internal

(inspections) and external (community) requests

The community engagement proposed for the assets included in this plan is:

Audience/Technique

Customer requests

Community Satisfaction Survey

The outcomes from the engagement are summarised below:

Audience/ Technique /Date Needs/comments/outcomes/issues

Draft needs developed from the

Regional Asset Service project

Not to be flooded

Open drains being untidy

Open drains are a drowning risk

Too much litter is getting into the river

Customer request

Open table drains – flooding

Open table drains – maintenance

Stormwater drains – maintenance

Pits – damaged pit lid

Community Satisfaction Survey No specific drainage issues identified

3.1.2 Details of How Engagement Translates into Levels of Service

From the engagement process the key customer expectations relating to the assets included

in this plan are:

Customer Needs (outcome of customer engagement)

• Not to be flooded

• Open drains require maintenance (clearing, mowing)

• Damaged pit lids



Page | 10


Legislative Requirements, Standards and Codes of Practice specific to drainage assets which

have an impact on levels of service are listed in the table below:

Reference Details

Water Act 1989 Provides for the liability of any person who causes unreasonable flows, which

result in damage or injury. (Section 16(1)).

Subdivisions Act

1988

Provides for engineering plans to be provided for developments in accordance

with relevant standards.

Road Management

Act 2004

The principles of the Act include:

• Set out the powers, duties and functions of highway authorities in relation to

the inspection, maintenance and repair of roads

• Establish the legal framework for the management of roads and define the

rights, powers and duties of road authorities and other persons and bodies

(such as utilities) which install, maintain or operate infrastructure on roads

or carry out such works on roads

Enable authorities to develop and publish management plans to incorporating

the performance of their duties in relation to the inspection, maintenance and

repair of roads, having regard to the type of road, the resources available to the

authority and its budgetary and policy priorities.

Building Regulations

1994

PART 6 - BUILDING WORK IN SPECIAL AREAS

Sect 6.2. Flood areas

Sect 6.6. Uncontrolled overland drainage

Catchment and Land

Protection Act 1994

Includes setting up a framework for the integrated management and protection

of catchments (S1).

The Act establishes the catchment management authorities (S11).

Melbourne and

Metropolitan Board

of Works Act 1958

For the operation of main drains and floodplain management.

Building Act 1993

and Building

Regulations 2006

To provide for the regulation of building and building standards (S1) Provides

for:

• Consent from council to build over easements vested in Council (reg. 310)

• A report to be gained from Council on the point of discharge (reg. 610)

• Control of building in flood prone areas (reg. 802)

All Local Laws and

relevant policies of

the Council

Local Laws are adopted to protect public health, safety, or amenity in a

municipality. They are designed to ensure that the actions of an individual or

group do not have a negative or undesirable impact on the rest of the

community.

All other relevant

Australian Standards

and Codes of

Practice

State Environment Protection Policies (SEPPs)

SEPP is subordinate legislation made under the provisions of the Environment

Protection Act 1970 to provide more detailed requirements and guidance for the

application of the Act to Victoria.

SEPP aims to safeguard the environmental values and human activities

(beneficial uses) that need protection in the State of Victoria from the effect of

waste. Such as:

• Human health and well-being;

• Ecosystem protection;

• Visibility;

• Useful life and aesthetic appearance of buildings, structures, property and

materials;



Page | 11

Reference Details

• Aesthetic enjoyment; and

• Local amenity.

SEPP expresses in law the community’s expectations, needs and priorities for

using and protecting the environment.

The National Pollutant Inventory (NPI) was developed as a National Environment

Protection Measure (NEPM) by the National Environment Protection Council

(NEPC), and is a statutory instrument under the National Environment Protection

Council Act (Australia) 1994. It was incorporated into Victorian law as an

Industrial Waste Management Policy. This applies to all industries regardless of

whether facilities are licensed by EPA or not.

Design and development standards and guidelines relating to civil infrastructure.

Australian Rainfall and Runoff Guidelines.

National Plumbing and Drainage Code.


3.3.1 Asset Functional Hierarchy

Functional hierarchies applicable to assets included in this plan are:

Underground Drainage Functional Hierarchy

Hierarchy Description

1 Intensely developed business and industrial where flooding would cause serious

damage or inconvenience

2 Other business and industrial areas, developed residential

3 Sparsely populated residential such as parks, playing fields

Pits by Importance

Type Description

Critical Pits Pits with a high likelihood of blockage and risk of flooding

CBD pits Located within the Central Business District

Other All other pits



Page | 12

3.3.2 Community and Technical Service Levels

Community Level of

Service (Customer Need)

Service Indicator Technical Level of Service

Measure Target

Not to be flooded Safety and

financial

Occurrence of flooding

above floor level of dwelling,

shop, factory

0/year

Average recurrence interval 1 in 100 - ARI

Open drains require

maintenance

(clearing, mowing)

Amenity Safety

Responsiveness

Regular defect inspections

Number of identified defects

outside intervention

corrected within the

response time as defined in

the RMP

100% completed in

compliance with RMP

100% in compliance

with RMP

Damaged pit lids Safety

Regular defect inspections

Number of identified defects

outside intervention corrected

within the response time as

defined in the RMP

100% completed in

compliance with RMP

100% in compliance

with RMP

Note: RMP: Road management Plan

Improvement Action: 3 Review current design standards for pit lids load capacity



Page | 13

4 FUTURE DEMAND

4.1 Demand Forecast

4.1.1 Water Sensitive Urban Design

All new developments should implement Water Sensitive Urban Design (WSUD) treatment

measures (e.g. wetlands) in both the main and local drainage network.


Outline Development Plans (ODP’s) have been developed for the

• Gisborne/New Gisborne and

• Romsey townships.

The aim of an ODP is to prepare a detailed plan that provides for the future residential,

commercial and industrial growth within each township. Objectives for drainage

infrastructure are stated at a high level indicating the growth and needs of the township.


Demand for new and improved drainage systems in the future will be dependent on

activities currently under consideration and future developments, including:

a) New Dwellings;

b) Residential Land Supply; and

c) Expansion of the existing commercial and industrial areas.



to meet demand and look at ways of modifying customer demands so to maximise the

utilisation of existing drainage assets and reduce or defer the need for new assets.

Council has not yet identified demand management strategies for drainage assets.



Page | 14

5 RISK MANAGEMENT

5.1 Hazard Identification

Hazards associated with the assets covered by this plan include:

Hazard Cause Main Area of

Impact Controls

Personal and

property damage

due to flooding

• Pipe pit condition

• Pipe failure

• Blockages

• Pipe pit capacity

• Poor design

• Climate change

Financial

• Design standards for ARI

and pit design appropriate

and affordable.

• Effective customer request

system.

• Maintenance inspections

and work’s programming.

• Risk assessment to Identify

high risk (critical)

pipes/areas develop

monitoring program and

upgrade/mitigation

program

• Insurance

Road damage from

flooding

• Pipe pit condition

• Blockages

• Pipe pit capacity

• Poor design

Financial

• Design standards for ARI

and pit design appropriate

and affordable.

Unauthorised pipe

or channel entry

• Lack of barriers

• Missing pit lids Public health

and safety



Trip or fall accident

• Missing damaged

pit lids

• Exposed pies or

pits

Public health

and safety

• Effective customer request

system.



Fall from endwalls • Fall height Public health

and safety



5.2 Asset Criticality

Asset criticality addresses assets that are:

• Critical Assets: Assets with a high consequence (impact Major or Catastrophic) of

failure

• High Risk Assets: Assets with a high likelihood of failure. Mode of failure

5.2.1 Critical Assets

Description Area of Impact Actions to Address

• Habitable buildings, shops, services that

would be flooded by overland flow above

floor levels.

Public Health &

Safety

Higher priority in

capital works

programs



Page | 15

5.2.1.1 List of Critical Assets:

• Woodend levee

Council will continue to identify critical areas as the issue arises.

Improvement Action: 4 Investigate commencement of program of drainage modelling in

known areas where flooding may occur with a high consequence

5.2.2 High Risk Assets

Asset Description Mode of Failure Actions to Address

Pipes

• Failure is considered imminent

• Pipe material is prone to sudden

failure. E.g. brick pipes,

corrugated steel pipes

Structural failure Increased condition

survey frequency

Pipes The design flow is known to exceed

the drain capacity Design failure

Inclusion in Drainage

Upgrade Program

(refer to Levels of

Service, New &

Upgrade section)

Pits

Pits prone to collecting sediment,

particularly at junction pits (Critical

Pits)

Service failure

Increased pit cleaning.

Program to

hydraulically improve

pit design

5.2.2.1 List of High Risk Assets

• Unknown

Improvement Action: 5 Commence recording of high risk drainage assets



Page | 16





• Swale drains and rain gardens are not performing as intended typically due to

damage and poor location;

• The drainage maintenance budget does not increase to reflect the increasing life-

cycle costs when Council inherits drainage assets from new developments; and

• Current program to replace older rectangular pit lids with stronger round type


The quantity of assets are:

Drainage Asset Group Drainage Asset Type Unit Quantity

Underground Drainage

Pits No. 8478

Pipes metres 236,043

Roadside Culverts No. Approx

4,000

Surface Drainage Open Drains kms 2,732

Water Quality Devices

Swale Drains No. 2

Wetlands No. 2

Gross Pollutant Traps No. 4

Rain Gardens1 No. Unknown

Flood Prevention

Retarding Basins No. Unknown

Sediment Pits/Ponds No. Unknown

Underground Retention

System No. 1

Flood Walls No. 2

Pump Wells No. 1

Pumps No. 2

Non-Return Valves No. 3

Improvement Action: 6 Determine unknown drainage asset quantities (rain gardens,

retarding basins and sediment ponds)

1 Also known as urban sensitive drainage systems



Page | 17


6.2.1 Stormwater Drainage Studies / Flood Studies

Stormwater Drainage Studies have been undertaken as follows:

• Gisborne Flood Study – 2006

• Gisborne / New Gisborne Drainage Study – November 2012

• Kyneton Township Storm Water Drainage Study – March 2012

• Riddells Creek Drainage Study – November 2011

• Romsey Township Stormwater Drainage Study – May 2009

• Woodend Township Drainage Study – February 1997

The recommendations provided by the consultants are listed within the relevant documents

for each town. These recommendations are assessed and considered for inclusion in the

Capital Works Program annually.

6.2.2 Levels of Service

Assets which are not achieving the current level of service are listed are:

Technical Level of Service

Measure

Technical Level of Service

Target Current Assets Under-Capacity

Council has not identified drainage assets which are not achieving the current level of

service.

6.3 Asset Condition

Council does not undertake condition surveys of the drainage assets on the basis that:

Pipes

• Are out of sight

• Generally small and inaccessible.

• Unsafe to enter.

There is the opportunity to assess pipes by remote camera. However this is expensive.

Pits

• Require special attention to lift pit lids.

• Being long lasting, simple strong construction and relatively new are unlikely to fail

and represent a low risk.

Other assets:

• Flood prevention, Water quality and Natural surface Open Drains assets: Are

typically treated with maintenance work and do not require renewal, hence there is

no necessity to condition rate.



Page | 18


Industry discussions have indicated that the greatest factor influencing the forecast useful

life of a pipe is the quality of construction. The age of the pipe may not be the critical factor,

however, in the absence of other data age is used as the indicator of performance of the

pipe over time.

The current condition used for the pits and pipes renewal forecast is based on age

distribution as described below:

Condition

Rating Current Age

(years)

1 10

2 20

3 30

4 40

5 50

6 60

7 70

8 80

9 90

10 100

Council will continue to use age based approach until further data is available.



Page | 19

6.3.2 Current Asset Condition

The current condition of the assets is:

Pits:

Pipes:

Note: The quantities listed are correct only at the time of the development of this plan. Up to date information is obtained

from the asset register.



Page | 20

6.3.3 Deterioration Curves

The basis for the adoption of the deterioration curves are:

Asset Type Basis for Adoption of Deterioration Curve

Pits Custom

Pipes Custom

Open drains

Not modelled Water quality devices

Flood


The current useful lives and intervention levels for the drainage asset components are

shown in the table below:

Asset Type Intervention

Level

Physical Life

(Years)

Useful Life

(Years)

Pits 10 100 100

Intervention of 10 reflects lack of

condition data and the reactive

response.

Asset lives are based on industry

benchmarking

Pipes 10 100 100

Open drains N/a

Not specified

Water quality

devices N/a

Flood N/a


Data collection of Council’s stormwater network was completed in December 2010 with an

assessment made on functionality rather than condition. There is no historical asset

condition data available for drainage assets.

6.4 Historical Data

Important or relevant historical data applicable to the assets included in this plan are:

• Nil


The valuation, or replacement cost, of the assets used for financial reporting are:

Asset

Component

Quantity

(No.)

Quantity

(metres)

Replacement

Value

Written Down

Value

Pits 8478 $10,334,609 $7,769,005

Pipes 213,684 $30,166,636 22,538,882

TOTAL $40,501,245 $30,307,888



Page | 21

Replacement costs are based on supply costs and an installation component depending on

depth. The replacement cost rates have been based on a Greenfield site and therefore do

not include the cost of having existing assets removed.

The Brownfield rate may be significantly more expensive to allow for costs such as service

relocation, road and driveway reinstatement, stormwater and traffic control. This may also

vary to minimal difference. Council has not yet researched actual Brownfield rates.

6.6 Routine Maintenance

Maintenance is most commonly carried out in response to:

• Defects observed by Macedon Ranges personnel; and

• Requests via the customer request system (internal or external requests).

Macedon Ranges Shire Council manages and co-ordinates all drainage operations and

maintenance within the municipality. Contractors are used on an-as needed basis.

Drainage maintenance includes the following type of works:

• Pits – Pit lid replacement and internal wall rendering and repairs;

• Pipes – Root cutting, jet blasting and small lengths of pipe replacement;

• GPT’s – Repairs including broken lids, cage repairs, erosion and scouring; and

• Flood Walls – Wall reinstatement due to erosion.

6.6.1 Defect Inspections

Inspections are designed to identify defects that have the potential to create a risk of

damage or inconvenience to the public. The types of inspections carried out for drainage are

as follows:

Inspection Name Defects Recorded Frequency/Hierarchy Responsibility

Roadside Pits

Broken lids, blockages,

cracked walls, rubbish,

sediment build-up,

positioning of pit and

surrounds (drop-offs and

displacement)

Critical Pits: Monthly as part

cleaning schedule.

CBD Pits: Year

Other pits: 2 year

Operations

Department

Minor Roadside

Culverts

Broken, blocked and

separated pipe sections.

The municipality is divided

into twelve areas of which

six areas are inspected in

any given year

Operations

Department

Table Drains Checking the mitres for

blockages

As part of the minor

roadside culvert inspection

Operations

Department

Flood Walls,

Pumps and NRV’s

Flood walls are subject to

visual assessment, pumps

and NRV’s are tested to

confirm operability

Four times per year

Operations

Department

Easement Pits N/a Not inspected

Operations

Department



Page | 22


Critical assets Blockages

To be developed once

identified refer improvement

action

Operations

Department

Pipe camera Blockages, tree roots,

plumbing errors. As required

Operations

Department

Other assets N/a As identified Operations

Department

Incident Inspection:

Instances of advice

of flooding event

Blockages, tree roots,

plumbing errors. Upon notification

Operations

Department

CCTV inspections are undertaken on a reactive basis. Council own a small CCTV camera unit

which is used for all small pipe length investigations. Large pipe length investigations are

undertaken by a contractor who uses a large CCTV unit.

6.6.2 Prioritisation of Maintenance Works

Maintenance works are prioritised:

1. Emergency maintenance: refer to Road Management Plan

2. Intervention maintenance: refer to Road Management Plan

3. Programmed maintenance

In assessing the priority of programmed maintenance works the inspector, in developing a

works program, shall take into account:

• Extent

• Severity

• Component

• Hierarchy

• Public safety

• Location

6.6.3 Defect Response Times

Defect response times are applicable to the following defects:

Defect Response Times Apply

1. Emergency Works Refer to Road Management Plan

2. Intervention level Refer to Road Management Plan

3. Programmed Nil. Works are undertaken as funds and resources allow.



Page | 23

6.6.4 Standards and Specifications

The standards for maintenance are described by:

• Intervention Levels:

Defect Intervention Level

1. Emergency Works Refer to RMP. Otherwise not specified

2. Intervention levels Refer to RMP. Otherwise not specified

3. Programmed Not specified, as determined by the inspector

6.6.5 Basis for Future Maintenance Costs

Proposed maintenance expenditure is assessed on an annual basis.

6.7 Renewal Plan

6.7.1 Renewal Capital Works Programs

Drainage renewal activities typically include the replacement of an asset such as pipe-

segment replacement, pit replacement, pump replacement etc.

In the absence of any condition surveys being undertaken Council is typically reactive to any

capital renewal works. Projects are added as identified.

6.7.2 Drainage Renewal Program

Renewal projects are ranked by a sort of:

1. Failure has occurred and renewal is the most efficient life cycle cost alternative.

2. Condition, taking into account High Risk pipes

In finalising the program the timing of any road reconstruction or development works will be

considered.

6.7.3 Treatment Options

Treatment options that are available are summarised below:

Asset Type Treatment Option Comments (why used, not used)

Pipes Plastic lining Not used – too expensive

Pipes Rubber ring joint pipes Effective - prevents water seepage

which deters tree root invasion



Page | 24

6.7.4 Basis for Future Renewal Costs

6.7.4.1 Renewal Modelling - Renewal Rates

The Moloney Asset Sets used and the renewal rate are detailed below.

Asset Type Corresponding Standard

Moloney Set

Renewal

Rate/unit Comments

Pits Storm Water - Pits $1,219 Based on an analysis industry rates and

new works (Council and developers) rates. Pipes Storm Water - Pipes $141.20

The following assets are not modelled:

• Natural open drains due to very long useful life of the formation of the drain

• Water quality devices and flood prevention are immaterial in renewal cost

6.7.5 Renewal Demand and Renewal Gap

An analysis of the drainage portfolio is undertaken yearly using the Renewal Gap Model.

The current renewal demand and renewal gap is detailed in the Asset Management Plan Part

A – General Information, Attachment #2 – Infrastructure Financial Projections.

6.8 Upgrades & New Works

New and Upgrade programs identified:

• From a relevant Service Strategy,

• Current issues discussion,

• Under-capacity analysis,

• Assessment of future demand, and

• Risk assessment.

6.8.1 Drainage Upgrade

Drainage upgrade activities consist of works undertaken on the drainage infrastructure that

enhances the current size or capacity of the asset such as increasing the size of a pipe,

installing a larger pit, or replacing an existing pump with a greater one.

6.8.2 Drainage New Works

New work drainage activities include the creation of new drainage infrastructure often

undertaken in relation to growth, development works including urban sensitive design

principles, risk mitigation strategies and environmental management improvements.

New works may include the following:

• New assets such as pits, retarding basins, GPTs; or

• Creation/addition of a new pipe segment.

6.8.3 Summary of New & Upgrade Works

Asset Program/Project Details Source Timing Cost

Flood

Prevention

Gisborne and New Gisborne ODP: Retarding basin in

New Gisborne to the west of Station Road -This

retarding basin has been located and sized in

accordance with Melbourne Water’s ultimate

development scenario, and as such may be larger and

more extensive than what is required for the

No date set Funded by

developers



Page | 25


development allowed by the Structure Plan

Underground

Drainage

Gisborne and New Gisborne ODP: Drainage scheme

for Central Creek, both north and south of

Willowbank Road. The drainage scheme has been

located and sized in accordance with Melbourne

Water’s ultimate development scenario and as such

may be larger and more extensive than what is

required for the development allowed by the

Structure Plan

No date set Funded by

developers

Underground

Drainage

Gisborne Flood Study, 2006: Relocation of the

discharge point for the Skyline Estate drain to the

east of Aitken Street into Sankey Reserve. Beech

Court is a local depression with a small catchment to

the north. Under existing conditions it is inundated

very early in a large storm event due to the runoff

from the local catchment and poor drainage.

2013/14 $200,000

Flood

Prevention

Gisborne Flood Study, 2006: Frith Road Estate Levee

Project - scheduled for and to be undertaken by

Melbourne Water.

2013/14

Funded by

Melbourne

Water

Flood

Prevention

Gisborne Flood Study, 2006: Howey Creek Retarding

Basin - A number of retarding basins on Howey Creek

were initially proposed in a drainage investigation in

1996 by Coomes Consulting. The preferred option

was to install a detention basin upstream of Fersfield

Road. A block of land on the corner of Fersfield Road

and Aitken Street has been acquired by Macedon

Ranges Shire Council and set aside for the

construction of a flood retarding basin.

2016/17

2018/19

$367,000

$450,000

Flood

Prevention

Quahlee Estate Woodend – Insufficient drainage.

Council and Developer to share cost. 2013/14 $298,000

Flood

Prevention

Woodend Flood Study, 1997: Quarry Road Woodend

– detention basin upgrade 2014/15 $400,000

Flood

Prevention

Howey Street Gisborne – required works to ensure

embankment holds 2014/15 $30,000

Flood

Prevention

Woodend Flood Study 1997: Washington Lane &

Quarry Road Woodend – upgrade of drainage system

between Washington Lane and Quarry Road

2017/18 $800,000

Unspecified

Minor Drainage Works – identified: This program is

undertaken each year. Projects are identified and a

works program put in place at the commencement of

each financial year. $250,000 is allocated each year

for the next 10 years

2013/14

To

2022/23

$250,000

Annually

Unspecified

Minor Drainage Works – unplanned: This program is

undertaken each year and funds are allocated as

unplanned projects are identified.

2013/14

To

2022/23

$50,000

Annually

Programs & Projects listed beyond 2013/14 are a guide only and have not been approved.



Page | 26

6.9 Operations

Common operational activities and frequencies for drainage are identified in the table

below:

Activity Frequency Method

Pit Cleaning As identified through

inspections

Using a jet blaster and street sweeper to

pick silt

Minor Roadside Culvert

Cleaning

As identified through

inspections Cleaned using a backhoe

Table Drains Cleaning Reactive Cleaned in response to customer

requests

GPT Cleaning 5 times per year Cleaned as part of ongoing program

Swale Drains/Rain Gardens

Cleaning Reactive

Cleaned in response to customer

requests

Wetlands Cleaning Reactive Cleaning and removal of blockages

Sediment Pits/Ponds Cleaning Reactive Cleaning sediment out of pits and ponds

using a backhoe

Electric Pumps Testing 4 times per year On/off test

6.9.1 Operations Future Costs

Proposed operational expenditure is assessed on an annual basis.

6.10 Disposal Plan

There is currently no policy to close or dispose of drainage assets within the Shire of

Macedon Ranges. Council has a fixed asset policy however it does not strictly cover the

disposal of drainage assets.



Page | 27

7 FINANCIAL PLAN



• Operations;

• Maintenance;

• Renewals;

• Upgrades; and

• New Works.

7.1.1 Expenditure History

The table below summarises the drainage asset expenditure from 2009/10 to 2011/12 and the

budgeted expenditure for 2012/13.

Activity 2009/10 2010/11 2011/12 Budgeted

2012/13

Operations 52,914 34,954 36,998 22,760

Maintenance 374,000 437,567 768,713 237,185

Operations &

Maintenance - Sub Total 426,914 472,521 805,711 259,945

Renewal 76,000 67,438 88,124 209,584

Upgrade 0 0 264,375 68,333

New asset 17,186 0 125,633 568,133

Capital – Sub Total 93,186 67,438 478,132 846,050

Total Expenditure $520,100 $539,959 $1,283,843 $1,105,995

Comments:

• The high maintenance expenditure in 2011/12 was attributable to the flood events of

September 2010 and January 2011.

The substantial drop in maintenance expenditure proposed for 2012/13 is due to

wages costs being moved to a single, higher level line item.

Improvement Action: 7 To allow calculation of the full cost of service delivery, review the

recent changes to centralising maintenance wages costs.

7.1.2 Financial Projections

Projections are developed from:

• Short term: Capital works programs, summarised in Attachment #1 Budgeted Capital

Works Statement.

• Long term: Moloney renewal forecast which is summarised in Attachment #2

Infrastructure Financial Projections.



Page | 28



funding sources.

The current funding sources available for drainage include:

• Rate Revenue;


• Developer Contributions; and

• State and Federal Funding.

An example of the type of funding received for drainage infrastructure is the Regional Flood

Mitigation Program through DSE. This is a shared cost program and was used for the

Woodend Levy Bank Project. Council had to contribute one third of the cost of the project,

DSE provided two thirds of the cost.

The funding strategy is documented in Attachment #2 Infrastructure Financial Projections.



The following general assumptions have been made in preparing the 10-year expenditure

forecasts.

• All expenditure is stated in present day dollar values with no allowance made for

inflation over the 10-year planning period;

• It should be noted that the figures exclude costs such as corporate administration

charges, interest costs, inflation and GST and other indirect overheads

The factors outlined below may influence the forecasts given in this plan:

• Changes to budget allocations; and

• Changes in the desired level of service and service standards from those identified in

this Plan.



Page | 29



Details on Asset Management Systems used by Council are summarised below:

Asset Type Software/Asset Management

System Data Collection/Review

All

Council is in the process of

implementing an integrated asset

register called MyData for all

infrastructure assets.

Current asset data is considered to be

of a reasonably high accuracy.

Nil reviews of the data are undertaken

apart from random desktop reviews as

required and identified

The asset systems have the following link to the financial/accounting system:

• Nil

8.1.1 Available Data

Data which is available on assets to help decision making:

• Align with D-Spec

Other information includes:

• Depth to invert

• Pit internal and external dimensions

8.2 Standards & Guidelines

8.2.1 Construction Standards

Standard drawings and technical standards applicable to the assets included in this plan are:

• Council standard drawings

• VicRoads Design Manual Section 6 Drainage

• VicRoads Standard Drawings

• Australian rainfall & Runoff

• Water Sensitive Urban Design manual

• Infrastructure Design Manual

• Manufacturers recommendations.

The WUSD Engineering Procedures; Stormwater manual identifies a number of work

elements including:

• Sediment basins

• Bio-retention swales and basins

• Sand filters

• Swale buffer systems

• Constructed wetlands

• Ponds

• Infiltration measures

• Rainwater tanks

• Aquifer storage and recovery.



Page | 30



Through the development of the Drainage Asset Management Plan, improvement actions




9.2 Monitoring and Review Procedures

9.2.1 AMP Review Procedure

This Asset Management Plan is relevant and integral to daily Asset Management activity. To

ensure the plan remains useful and relevant the following on-going process of monitoring

and review activity will be undertaken.

• Formal adoption of the plan by the Council:

• A complete revision of the AM plan will be carried out every three years and

presented to Council for adoption.

The next review is due on 2015/16.

DRAFT Asset Management Plan

Macedon Ranges Shire Council Part D - Drainage

Page | 31

10 APPENDICES

10.1 Improvement Action Plan


Part D - Drainage

Improvement Action 1: Develop individual

service plans defining the responsibilities and

levels of service for those services relevant to the

assets included in this plan.

Relevant Service Managers 2013/14 Programmed to

commence 2013/14

Part D - Drainage

Improvement Action 2: Introduce ability to

categorise customer requests between internal

(inspections) and external (community) requests.

Manger Operations / Manager

Engineering Infrastructure &

Projects / Manager Council &

Customer Service

2014/15

Part D - Drainage Improvement Action 3: Review current design

standards for pit lid load capacity.

Manager Engineering

Infrastructure & Projects 2014/15

Part D - Drainage

Improvement Action 4: Investigate

commencement of program for drainage

modelling in known areas where flooding may

occur with a high consequence.

Manger Operations /


Planning 2015/16

Part D - Drainage Improvement Action 5: Commence recording of

high risk drainage assets.

Manager Operations / Manager

Engineering Infrastructure &

Projects

2013/14

Ongoing Programmed to

commence 2013/14

Part D - Drainage

Improvement Action 6: Determine unknown

drainage asset quantities (rain gardens, retarding

basins and sediment ponds).

Manager Operations /


Planning 2013/14

Part D - Drainage

Improvement Action 7: Allow calculation of the

full cost of service delivery and review the recent

changes to centralise maintenance wages costs.

Manager Finance / Manager

Operations 2013/14

DRAFT Asset Management Plan

Macedon Ranges Shire Council Part D - Drainage

Page | 32

10.2 Attachment #1 – Budgeted Capital Works Statement


2013-14

ATTACHMENT #1 – BUDGETED CAPITAL WORKS STATEMENT

Macedon Ranges

Budgeted Standard Capital Works Statement

Strategic Resource Plan Projections

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Capital works areas

Land & Buildings

4,081 6,820 5,380 4,555 620 1,485 2,890 2,090 5,100 4,810

Roads

5,410 5,287 4,574 5,078 5,556 7,243 6,788 7,900 7,932 6,968

Footpaths

550 426 450 498 506 516 527 532 542 551

Bridges

540 450 125 125 160 130 160 160 160 160

Drainage

862 760 700 767 1,200 950 800 800 800 800

Furniture & Equipment

767 722 323 388 655 290 355 280 345 350

Plant & Machinery

791 815 897 692 725 825 825 875 875 875

Recreation

3,804 1,285 1,865 845 2,205 1,585 754 1,108 496 325

Other Infrastructure

537 - - - - - - - - -

Total capital works

17,342 16,565 14,314 12,947 11,627 13,024 13,098 13,745 16,250 14,839

Represented by:

Asset renewal

5,664 6,853 7,277 6,565 6,204 7,292 8,437 8,447 9,998 10,186

New assets

5,120 5,882 3,348 2,570 1,479 1,232 484 1,688 2,274 2,073

Asset expansion/upgrade

6,558 3,830 3,689 3,813 3,944 4,500 4,178 3,610 3,977 2,580

Total capital works

17,342 16,565 14,314 12,947 11,627 13,024 13,098 13,745 16,250 14,839

DRAFT - Asset Management Plan


Page | 33

10.3 Attachment #2 – Infrastructure Financial Projections


2012-13

ATTACHMENT #2 - INFRASTRUCTURE FINANCIAL PROJECTIONS

1. Introduction

This report provides the annual result for infrastructure asset renewal forecasts in

accordance with the principles stated in Section 7 of the Asset Management Plan Part A

General Information.

Assets are reported at Asset Component level, utilising the following information provided

in Parts B – G Asset Management Plans:

Input Data Source

Intervention level Asset Specific AMP’s – section 6

Useful life Asset Specific AMP’s – section 6

Condition rating distribution Asset Register

Annual renewal expenditure Annual budget

Annual maintenance expenditure Annual budget

Asset quantity Asset register

Renewal rates AMP section 6

Deterioration graph profile Asset Specific AMP’s – section 6

2. Renewal Demand and Renewal Gap Forecast

2.1 Results The following results are extracted from the Moloney model dated November 2012.

Total Renewal Value All Assets $ $461,255,453

Total Present Renewal Exp $ $4,940,401 Av Annual rate of Asset Consumption to Cond.10 $8,324,611 Av Annual rate of Asset Consumption to Intervention Cond. $9,429,262.79

% of Long Term Av Consumption being met 52.39%

The Average Annual rate of Asset Consumption to Intervention Condition of $9,429,262

represents the funding target Council must be able to achieve.



Page | 34

2.2 Moloney Model Graphs For the next 20 year period following reports are attached:

• Total Annual Renewal Gap

• Cumulative Total Renewal Gap

• Annual Renewal Gap Separated by Asset Group

• Proposed Renewal/Predicted Renewal/% of Asset base above Intervention

Comments:

1. A backlog of around $7.5M exists. The backlog is primarily in the Rural Roads asset

group.

2. Renewal demand increases relatively sharply over the next 10 years then increases

at a slower rate.

Backlog



Page | 35

Comments:

1. The total predicted cumulative renewal gap is approx $80M after 20 years.

Comments:

1. The renewal gap is an approx average of $4M/year

2. The major impacts on the renewal gap are:

• Buildings, and

• Rural Roads

3. More specifically

• Rural Roads – Pavement (approx average $1.0M/year)

• Buildings –Structure (approx average $2.0M/year)

• Buildings – Fit Out (approx average $0.5M/year)



Page | 36

Comments:

1. The Average Annual Rate of Asset Consumption to Intervention of $9.4M is reached

in 2027.

2. The % of renewal demand being met is:

• Current 55%

• 2027 52%

3. On current funding approx 18% of assets will be over intervention by 2032.

3. Level of Confidence/Accuracy of Results

Buildings Structure – Low: Issues remain as to whether an overall building condition

properly reflects the future expenditure profile and asset life as often the building is subject

minor renewal throughout its life.

Buildings Fit-out – Low: Investigations at other Councils indicates that the fit-out renewal is

overestimated due to the very high level rating approach to describe a larger, complicated

building, and possible under-estimation of life and over-estimation of value.

Rural Roads Pavements - Good: Council and the industry have a longer history of road

assessments and a higher level of accuracy would be expected.



Page | 37

4. Funding Strategy

Council faces a significant renewal funding challenge over the next 10 years. At some time in

the future Council must have the ability to fund the Average Annual rate of Asset

Consumption to Intervention Condition of $9.4M. Funding must almost double to meet the

projected renewal demand.

In responding to the forecast and developing a funding strategy Council must be mindful of

the low level of accuracy which may influence the timing of when this funding target must

be achieved.

Based on the current input data Council must introduce a funding strategy which:

1. Addresses the backlog works.

2. Progressively increases renewal expenditure from current $4.9M to $9.4M by 2027.

Two options on how this could be achieved are:

• An annual $300,000 increase in renewal funding over that period or:

• An annual rate increase of 1% based on a rate income of $31.585M over that period.

5. Improvement Actions

Future financial forecasts may be improved by the following Improvement Actions:

Improvement Action: 1 Review the current accuracy and methodologies for condition

rating, in particular rural roads, building structure and building fit-out, particularly assets

nearing or past intervention

Improvement Action: 2 Describe levels of service and discuss potential of lowering

standards (an increase in intervention levels) to decrease the asset renewal demand

Improvement Action: 3 Decrease the asset renewal demand by identifying possible

disposal of over-servicing assets

ASSET MANAGEMENT PLAN Part E – Open Space

Adopted 25 September 2013

Review History


A 19 April 2013 Review AM/DP

B 28 June 2013 Final Draft AM

C 4 July 2013 Final for Public Consultation after further staff comment AM

D 9 August 2013 Final Draft for Councillor Briefing AM

E 23 September 2013 Final Amendments after Councillor Briefing AM

F 25 September 2013 Adopted Council

CONTENTS


2 INTRODUCTION.......................................................................................................... 2

2.1 Background ................................................................................................................. 2

2.1.1 Plan Format ......................................................................................................... 2

2.1.2 Relationship with Other Planning Documents .................................................... 2

2.1.3 Assets included in the Plan .................................................................................. 3

2.1.4 Assets not included in this Plan ........................................................................... 4

2.1.5 Key Stakeholders in the Plan ............................................................................... 4

2.1.6 Asset Responsibility ............................................................................................. 5

2.1.6.1 Committees of Management ....................................................................... 5

2.2 Goals & Objectives of Asset Ownership ..................................................................... 5

2.2.1 Links to Organisation Vision, Mission, Goals & Objectives ................................. 5



3.1.1 Background and Customer Engagement Undertaken ........................................ 6

3.1.1.1 Annual Community Satisfaction Survey ....................................................... 6

3.1.1.2 Pathway - Customer Requests Management System (CRM)....................... 6

3.1.1.3 Committees of Management Meetings ....................................................... 7

3.1.1.4 Community Plans ......................................................................................... 7

3.1.1.5 Community Engagement Plan ..................................................................... 7

3.1.2 Details of How Engagement Translates into Levels of Service ........................... 9

3.2 Legislative Requirements............................................................................................ 9


3.3.1 Asset Functional Hierarchy ................................................................................ 10

3.3.1.1 Open Space ................................................................................................ 10

3.3.1.2 Sports Facility ............................................................................................. 11

3.3.1.3 Playgrounds ................................................................................................ 12

3.3.1.4 Trees ........................................................................................................... 12

3.3.2 Community & Technical Levels of Service......................................................... 13

3.3.2.1 Open Space ................................................................................................ 13

3.3.2.2 Sports Grounds .......................................................................................... 14

3.3.2.3 Playgrounds ................................................................................................ 15

4 FUTURE DEMAND .................................................................................................... 16

4.1 Demand Forecast ...................................................................................................... 16

4.1.1 New Developments ........................................................................................... 16


5 RISK MANAGEMENT................................................................................................. 17

5.1 Hazard Identification ................................................................................................ 17

5.2 Asset Criticality ......................................................................................................... 18

5.2.1 Open Space ........................................................................................................ 19

5.2.2 Sports Grounds .................................................................................................. 19

5.2.3 Playgrounds ....................................................................................................... 19

5.2.4 Trees .................................................................................................................. 20


6.1 Physical Parameters.................................................................................................. 21

6.1.1 Current Issues .................................................................................................... 21

6.1.1.1 Parks Current Issues ................................................................................... 21

6.1.1.2 Sportsgrounds Current Issues .................................................................... 21

6.1.1.3 Playgrounds Current Issues........................................................................ 21

6.1.1.4 Trees Current Issues ................................................................................... 21

6.1.2 Asset Quantities ................................................................................................ 22

6.1.2.1 Open Space Asset Quantities ..................................................................... 22

6.1.2.2 Sportsgrounds Asset Quantities................................................................. 23

6.1.2.3 Playgrounds Asset Quantities .................................................................... 24

6.1.2.4 Trees Asset Quantities ............................................................................... 24


6.2.1 Assets Under-Capacity ...................................................................................... 24

6.3 Asset Condition ......................................................................................................... 25

6.3.1 Condition Monitoring - Asset Condition Survey Frequency & Responsibility .. 25

6.3.2 Condition Rating ................................................................................................ 25

6.3.2.1 Open Space, Sports Grounds and Playgrounds ......................................... 25

6.3.2.2 Trees Condition Rating ............................................................................... 25

6.3.3 Current Asset Condition .................................................................................... 26

6.3.4 Deterioration Curves ......................................................................................... 27

6.3.5 Asset Useful Lives & Intervention Level & Basis for Adopting Useful Lives ...... 27

6.3.6 Historical Asset Condition ................................................................................. 27

6.3.7 Age Profile ......................................................................................................... 27


6.5 Historical Data .......................................................................................................... 28

6.6 Routine Maintenance Plan ....................................................................................... 28

6.6.1 Defect Inspections ............................................................................................. 29

6.6.2 Prioritisation of Maintenance Works ................................................................ 31

6.6.3 Defect Response Times ..................................................................................... 31

6.6.4 Standards and Specifications ............................................................................ 31

6.6.5 Basis for Future Maintenance Costs ................................................................. 31

6.7 Renewal Plan ............................................................................................................ 32

6.7.1 Renewal Capital Works Programs ..................................................................... 32

6.7.1.1 Open Space Renewal ................................................................................. 32

6.7.1.2 Sportsgrounds Renewal ............................................................................. 32

6.7.1.3 Playgrounds Renewal ................................................................................. 32

6.7.1.4 Trees Renewal ............................................................................................ 32

6.7.2 Renewal Priority Ranking .................................................................................. 32

6.7.3 Summary of Renewal Works ............................................................................. 33

6.7.4 Basis for Future Renewal Costs ......................................................................... 34

6.7.4.1 Renewal Modelling – Renewal Rates ......................................................... 34

6.7.4.2 Renewal Gap .............................................................................................. 34

6.8 New & Upgrade Plan ................................................................................................ 35

6.8.1 Future New and Upgrade Programs Identified in this Plan .............................. 35

6.8.2 Summary of New and Upgrade Works .............................................................. 35

6.9 Operations Plan ........................................................................................................ 36

6.9.1 Operations Future Costs.................................................................................... 37

6.10 Disposal Plan ............................................................................................................. 37

7 FINANCIAL PLAN ...................................................................................................... 38


7.1.1 Historical Expenditure ....................................................................................... 38

7.1.1.1 Open Space ................................................................................................ 38

7.1.1.2 Sportsgrounds ............................................................................................ 38

7.1.1.3 Playgrounds ................................................................................................ 39

7.1.1.4 Trees ........................................................................................................... 39

7.1.2 Financial Forecast .............................................................................................. 40



7.3.1 Accuracy of the Information ............................................................................. 40



8.1.1 Current Practices ............................................................................................... 41

8.1.2 Available Data .................................................................................................... 41

8.2 Standards & Guidelines ............................................................................................ 41

8.2.1 Construction Standards ..................................................................................... 41

8.2.1.1 Playgrounds ................................................................................................ 41

8.2.1.2 Tree Planting .............................................................................................. 42



9.2 Monitoring and Review Procedures ......................................................................... 43

9.2.1 AMP Review Procedure ..................................................................................... 43

10 APPENDICES ............................................................................................................. 44


10.2 Attachment #1 – Budgeted Capital Works Statement ............................................. 46

10.3 Attachment #2 – Infrastructure Financial Projections ............................................. 47


Macedon Ranges Shire Council Part E – Open Space

Page | 1

1 EXECUTIVE SUMMARY

Open space makes an important contribution to the outdoor lifestyle of residents, attracts

visitors, protects important natural values and is a major component of the attractive rural

landscapes and topography in the Shire. Open spaces range from major parks such as

Macedon Regional Park and Hanging Rock Reserve to smaller town and local parks, botanic

gardens, nature reserves, stream sides, trails and sporting grounds.

The operation, maintenance and development of the open space infrastructure will be

guided by and consistent with Council’s vision and key objectives as stated in the Council

Plan, Asset Management Policy and Asset Management Strategy. This Open Space Asset

Management Plan is intended to demonstrate to stakeholders that Council is managing the

open space assets responsibly and to demonstrate that Macedon Ranges Shire Council

intends to develop Community based and Technical based Levels of Service.

The population of Macedon Ranges Shire is growing which may impact on the number of

open spaces and facilities required within the Shire as well as upgrades to the existing stock.

Proposed Township Development allows the impacts on infrastructure to be assessed at a

township level. The Macedon Ranges Shire Council’s Risk Management Policy identifies Council’s objectives

towards risk management. The Risk Management Strategy also outlines the risk

management process, via the incorporation of seven steps undertaken in Risk Management.

Asset management risks have been identified and included into the Corporate Risk Register.

The Community Wellbeing and Assets and Operations Directorates have a shared

responsibility for the strategic management, planning and design of the infrastructure.` The

‘open spaces hierarchy’ has been developed to divide the infrastructure asset base into

appropriate classifications for the purpose of this plan. The open space hierarchy separates

infrastructure assets, within the open spaces asset class, into four distinct open space asset

groups, being:

• Open Space Infrastructure;

• Sportsgrounds;

• Playgrounds; and

• Trees.


• Operations;

• Maintenance;

• Renewals;

• Upgrades; and

• New Works.

The financial projections have been developed based on the funding requirements identified

from the Moloney Renewal Gap Model.

As part of this asset management plan production, many gaps have been identified relating

to processes, data and systems. An improvement plan has been developed to support

Council to improve its asset management practices and capabilities in relation to open space

asset management.



Page | 2

2 INTRODUCTION

Provision of and access to a reasonable amount of open space is essential for the general

spiritual and physical health of communities. It is also vital for providing environmental

values related to clean air, water quality, protection of biodiversity and general visual

amenity.

The community has different demands and expectations of their open space so the provision

of a wide diversity of open space experiences is necessary.

2.1 Background

2.1.1 Plan Format



• Part B - Roads



• Part E - Open Space (this plan)


The relationship of this plan to other specific strategies and plans is outlined in the table

below.

Plan Description

Open Space

Strategy

This outlines Council’s open space visions and goals. It also outlines strategies

to achieve these goals.

Playground

Strategy, 2009-

2014

This report provides a strategic direction for the future planning and

development of playground facilities across the municipality over the next 5

years.

Street Tree Policy The Street Tree Policy and the guidelines within aim to ensure that a cost

effective management program and maintenance guide is balanced with

environmental sensitivity. Consideration must be given by Council to the

number of street trees planted and Council’s ability to maintain the assets.

Contracts Identifies the requirements under a contract for the provision of works

undertaken for Council.

Leisure Strategy

Plan, 2006

This strategy considers current and future population and demographic profiles

to project the requirements for improving old or creating new leisure facilities.

Romsey ODP The Romsey Outline Development Plan (ODP) aims to provide a detailed plan

for the future residential, commercial and industrial growth of Romsey, with

planning horizons to 2021 and 2031.

Gisborne ODP The outcomes of this project will provide Council and the community with a

clear overall structure plan that sets out main road networks, open space

areas, location of community facilities, land use directions and details of issues

that need to be considered when assessing subdivision applications.



Page | 3

2.1.3 Assets included in the Plan

The assets included in this plan are:

Asset Ownership and Control

This plan includes all recreation and open space assets where Council has a ‘control’ of that

asset. Where ‘control’ is defined as: Council has the controlling interest, the final say, in

decision making.

This plan may also address assets where council has an ‘interest’ in the asset which may

place council in some form of risk exposure or maintenance responsibility. This may result

from circumstances due to:

• Council land occupied by others

• Facility management and/or maintenance responsibility for buildings on land owned

by others

• Some other form of possible exposure to liability



Page | 4

These circumstances will be addressed in the plan under the risk, operations or maintenance

sections.

2.1.4 Assets not included in this Plan

Facilities and the accompanying assets excluded from this plan are:

• Assets on Crown land for which Council is not the Committee of Management

• Assets on private land (may be council depending on lease conditions)

• Assets on council land or road reserves occupied by individuals or single clubs where

council does not have control (with a lease in place)

Assets specifically excluded from this plan are:

• Paths which are a part of the Road AMP

• Structures such as coaches boxes, rotundas, scoreboards which are part of the

Buildings AMP

• Internal roads which are part of the Road AMP

• Council owned vacant land


This plan is intended to demonstrate to stakeholders that Council is managing the open

space assets responsibly. In addition to the key stakeholders identified in Asset Management

Plan Part A – General Information, the following table shows stakeholders having interests

and/or expectations specific to open space assets:

Stakeholder Interest

Sports clubs, administrators, referees,

players and spectators

Players can perform to the best of their ability.

Provides spectators with an entertaining experience.

Comfortable environment, appropriate amenities

Park users, walkers, picnickers,

families, dog walkers, cyclists

Safe, clean and comfortable environment.

Opportunity for different activities, (organised sport,

passive recreation, walking, picnicking).

Business in general Visually appealing areas, amenity for customers and staff.

Key events within reserves to bring increased business to

MRSC.

Schools Use area for educational/fitness purposes.

Event organisers Visually appealing areas, opportunities to hold events.

Developers Reasonable rules to open space consistently applied.

Authorities, e.g. DSE, Environment

Protection Authority, VicRoads, Parks

Victoria, service authorities.

Systems and procedures, which meet statutory obligations.

Involvement in decision-making.

Environmental groups, e.g. Individual

reserve friends groups, LandCare

groups.

Conservation of the environment.

Consultation about changes that have environmental

impacts.

Special interests groups, e.g. residents

groups, disability awareness groups,

Rotary.

Inclusion on decision making and the need to be heard.

Flexibility.

Indigenous groups Recognition of status in the community, consultation on

cultural aspects or environmental impacts.



Page | 5


Many departments play a role in the management of Council’s Open Space portfolio.




At this time some responsibilities for the development and reporting of capital renewal

programs rests outside the asset management area. This can result in an inconsistent

approach to renewal planning.

Improvement Action 1: Review Renewal Planning and Long Term Financial Plan

Development processes in particular in relation to open space assets to ensure consistent

approach and knowledge of responsibilities.

Council services which utilise the assets included in this plan are:

• Parks

• Playgrounds

• Recreation

2.1.6.1 Committees of Management

Council has varying arrangements and involvement with committees of management. These

are currently being documented in service agreements.


2.2.1 Links to Organisation Vision, Mission, Goals & Objectives

Document Section Goal Objective Action

Council Plan

2013-2017

Action Plan

1

Our lifestyle, culture

and sense of place

are strengthened by

best practice

planning and

development.

To develop and

maintain inclusive

public open spaces

and enhance access

Open Space Strategy

presented to Council

by 31 December

2013.

Our infrastructure

supports the needs

of future

generations.

To plan for, develop

and maintain

community facilities

that meet its

changing needs

Complete Romsey

Spots Precinct by 30

June 2014

Action Plan

2

Our community is

inclusive and

connected and enjoys

strong mental and

physical health and

wellbeing

To create a more

healthy, active

community and

reduce the incidence

of obesity-related

conditions.

Continue to provide

aquatic, structured

and passive

recreation

opportunities

across the Macedon

Ranges



Page | 6

3 LEVELS OF SERVICE



Open Space related levels of service are driven by customer survey feedback, customer

requests/expectation and legislative requirements.

3.1.1.1 Annual Community Satisfaction Survey

Macedon Ranges Shire Council surveys two areas that relate to this open space asset

management plan:

• Appearance of Public Places; and

• Recreation Facilities.

The survey provides a high level indication of the communities satisfaction with the services

covered by the assets within this plan. The 2013 Community Satisfaction Survey showed

that Council has performed well in relation to the appearance of public areas and recreation

facilities.

3.1.1.2 Pathway - Customer Requests Management System (CRM)

All customer complaints/enquiries to Council, whether in person, by phone or by mail are

registered in the Pathway CRM. This system requires the complaint/fault/enquiry to be

categorised by asset type and location. It automatically assigns a department responsible

and sends an e-mail notification to the appropriate person. An appropriate response time

for responding Is built into the system for escalation purposes.


Active Customer Request System. Customer requests are captured against the following

Open Space related request types:

• BBQ’s – Parks/Reserves

• Grass Cut & Mow – Parks/Reserves

• Litter – Parks/Reserves

• Rec Facility – Parks/Reserve

• Rec Facility – Playgrounds

• Rec Facility – Hanging Rock

• Rec Facility – Skate Park

• Street Furniture

• Trees – Township

• Trees – Parks/Reserves

• Weeds – Parks/Reserves

The request type categories are too general (i.e. complaint, maintenance, request for new)

to be able to provide reports from the system, however responsible officers are aware of the

issues and prioritise works accordingly.



Page | 7

Improvement Action 2: Review current request type categories for ‘maintenance’ and

‘complaint’ to better define customer expectations.

3.1.1.3 Committees of Management Meetings

On a more informal basis attendance at committee of management meetings and other

events provides opportunities for customer feedback.

3.1.1.4 Community Plans

Macedon Ranges Shire Council has assisted members of the community to put together

Community Plans for their respective townships. The plans outline projects/actions that are

a priority to the community and not necessarily priorities for Council. Where possible and if

budget allows these projects will fit in with other Council Plans or may be referred to the 10

year Capital Works Program.

3.1.1.5 Community Engagement Plan

The community engagement proposed for the assets included in this plan is:

Audience/Technique

Customer requests

Community Satisfaction Survey

Community Plans

Committees of Management meetings

The outcomes from the engagement process are summarised below:

Open Space

Audience/ Technique / Expectations/comments/outcomes/issues

Draft expectations developed

from the Regional Asset

Service project

A park/open space nearby

Rubbish lying about

Untidy and hazardous long grass

Provide seats and tables, shade and BBQs

The park should be available to a range of uses, dogs, event

Customer requests Not evaluated – request types too general

Community Satisfaction

Survey (2010 & 2013) Appearance of public areas are important to the community.

Committees of Management Not evaluated



Page | 8

Sportsgrounds

Audience/ Technique Expectations/comments/outcomes/issues



Service project

An open space/competition facility for my community

Surface dimensions are suitable and run-off distances are

compliant

The playing surface is in good condition. Not to dry, hard or rough.

The facility is available for play.

Off field facilities to support the user operations. Such as change,

spectator, parking.

Lighting suitable for training, matches



Survey (2010 & 2013)

Recreation facilities are important to the community (2013)

Better maintenance of sporting facilities (2010)


Playgrounds

Audience/ Technique /Date Expectations/comments/outcomes/issues



Service project

A playground nearby

Access to the playground

Variety and a good and different experience

Fully accessible equipment

A safe playground



Survey (2010) More/better/safer playground facilities with sunshade (2010)


Trees

Audience/ Technique /Date Expectations/comments/outcomes/issues



Service project

Not evaluated



Survey (2010)

More/better pruning of street trees

Better care of street trees – watering, staking, removal (2010)




Page | 9

3.1.2 Details of How Engagement Translates into Levels of Service

From the engagement process the key customer needs relating to the assets included in this

plan are:

Asset Component Customer Needs (outcome of customer engagement)

Open space • A park/open space nearby

Sports Grounds • An open space/competition facility for my community

Playgrounds • A playground nearby

• Safer playground facilities

Trees • New tree


Legislative Requirements, Standards and Codes of Practice specific to open space assets

which have an impact on levels of service are listed in the table below.

Reference Details

Water Act 1989 Provides for the liability of any person who causes unreasonable

flows, which result in damage or injury. (Section 16(1)).

Subdivisions Act 1988 Provides for engineering plans to be provided for developments in

accordance with relevant standards.

Disability and

Discrimination Act

(a) to eliminate, as far as possible, discrimination against persons on

the ground of disability in the areas of:

(i) work, accommodation, education, access to premises, clubs

and sport; and

(ii) the provision of goods, facilities, services and land; and

(iii) existing laws; and

(iv) the administration of Commonwealth laws and programs;

and

(b) to ensure, as far as practicable, that persons with disabilities have

the same rights to equality before the law as the rest of the

community; and

(c) to promote recognition and acceptance within the community

of the principle that persons with disabilities have the same

fundamental rights as the rest of the community.

Litter Act 2004 Regulates the depositing of litter, or other material that may

become litter; and facilitates the removal of litter

Public Health Act 1997 With respect to water quality of lakes, ponds, rivers and pools.

Electricity Safety Act 1998 With respect to Electric Line Clearance.

Electrical Safety (Electric

Line Clearance)

Regulations 2010

With respect to Electric Line Clearance.

Australian Rainfall and

Runoff Guidelines

Guidelines for design flood estimation.

AS 4685 Playground

Equipment

AS 4685.1

AS 4685.2

AS 4685.3

General safety requirements and test methods

Particular safety requirements and test methods for swings

Particular safety requirements and test methods for slides

Particular safety requirements and test methods for runways

Particular safety requirements and test methods for carousels



Page | 10

AS 4685.4

AS 4685.5

AS 4685.6

Particular safety requirements and test methods for rocking

equipment

AS/NZS 4486.1 1997

Playgrounds and

Playground Equipment

Part 1: Development,

installations, inspection,

maintenance and

operation.

Development, inspection maintenance and operation of playground

Equipment.

It defines the requirements of the development and installation of

new playgrounds. It describes a “Playground Safety Management

System” that must be adopted by all operators of playgrounds.

AS 4373:2007 Pruning

Amenity Trees

Prescribed techniques for pruning amenity trees.

AS 2550.10 1994 Elevated

working platforms

Work Safe guidelines for working at elevated heights adopted, and

procedures for using elevated working platforms adopted.

AS/NZS 4422 1996

Playground Surfacing

Specifications,

requirements and test

methods.

This standard gives general requirements for surfacing to be used in

children’s playgrounds and specific requirements for areas where

impact energy attenuation is necessary. All operators of playgrounds

must ensure that the size and the performance of surfacing meet the

requirements of this standard.


3.3.1 Asset Functional Hierarchy

3.3.1.1 Open Space

Open Space Functional Hierarchy:


1 High use particularly from visitors.

Major parks.

High quality plants and fixtures with a comprehensive, programmed

maintenance

CBD streetscape or major town entrances

2 Other formal parks

Major street streetscape or minor town entry

Higher standard of maintenance. e.g. mowing

3 Generally open space only with no formal planting

Local street streetscapes

Lower level of maintenance e.g. slashing, trimming.

Open Space Classification by Type

Classification Description

Park Developed land, highly maintained with formal features such as

gardens, paths, seating, parks fixtures

Streetscape Located within local streets, town entrances and within the

commercial precincts

Reserve Generally undeveloped open space, minimal features and fixtures



Page | 11

3.3.1.2 Sports Facility

Sports Ground Functional Hierarchy


Level 1 • Used all year with multiple users.

• A high quality surface

• A comprehensive maintenance program

• All off field facilities are available at an excellent standard

• Facilities for night time local competition would be available

Level 2 • Used all year round but usually with single user at a time.

• A good standard of playing surface

• Regular but often with maintenance only as required.

• All off-field facilities would be available but some may only be at a basic

level.

• May have facilities for night competition

Level 3 • A facility would be used only part of the year with a single user.

• It would only have a low standard laying surface with reactive

maintenance.

• Off-field facilities are simple and minimal.

• Night time use would be unavailable.

Sport facilities by Irrigation

Classification

Irrigated

Non-irrigated

Sporting surfaces classification by type:

Classification Description

Active reserves Football grounds,

Manicured Bowling greens

Synthetic playing surfaces Concrete, asphalt, artificial grass

Sporting surfaces classification by use:

Classification

Ovals

Cricket wickets (hard)

Cricket wickets (turf)

Athletics tracks

Equestrian Facilities

Netball Courts

Tennis Courts

Multipurpose Courts

Velodrome



Page | 12

3.3.1.3 Playgrounds

Playground Functional Hierarchy

Hierarchy Features

Local Generally located in local / neighbourhood settings and serve the general day to

day playground needs of the local surrounding neighbourhood. Intended for local

play and provide a basic level of play equipment and associated support facilities.

Are accessible within a 500m radius of intensively developed residential urban

areas (taking into consideration barriers such as major roads, waterways, railway

lines) Visits to local playground facilities are generally short in duration.

District District playgrounds are generally located in large open space areas with

established infrastructure and facilities for a range of recreation activities. District

park settings generally cater for family or group activities, and may include

sporting activities, BBQ and picnic facilities and toilet facilities.

District playgrounds provide for a more extensive play experience, and have a

greater number of play elements than you would see in a local playground setting.

District playground settings often attract visitors from several kilometres away and

generally longer visits are spent due to the range of activities and facilities

provided.

Major Major playground sites generally serve a Regional or Shire-wide purpose and are

likely to be visited by people across the Shire, as well as attract visitors from

outside the municipality. Major playgrounds are generally located in large well

developed open spaces that provide a focal point for large gatherings of people.

Major playgrounds provide a diversity of play opportunities and play themes,

offering residents and visitors with a highly accessible environment which

supports the inclusion and participation of children of all ages and all abilities.

Major playground sites also feature a higher level of support facilities which may

include car parking, toilets, shelter, picnic settings, BBQ’s and drinking fountains to

cater for the higher level of use and the longer period spent at the site.

Playgrounds Classification by Location/Management

Description

Preschool playgrounds

Park playgrounds and reserves

3.3.1.4 Trees

Trees Functional Hierarchy:


1 High CBD trees

2 Medium Parks and reserves trees

3 Low Other street trees



Page | 13

Trees Classification by Importance

Classification

National Trust Registered

Not Registered

Trees Classification by Location:

Classification

Declared Area

Non-declared Area

Classification Trees in Declared Area by risk:

Type

HV power lines

LV power lines

Overhead Service lines

Non-powerline

3.3.2 Community & Technical Levels of Service

Current asset based service levels are outlined below:

These will be further developed as individual Service Plans are completed.

3.3.2.1 Open Space

Customer Need Service

Indicator


Community

Measure

Community

Target

Technical Measure Technical Target

A park/open

space nearby Availability

Number

measure for

customer

requests

0/year

Ensure park/open

space is provided

where appropriate

100% compliance with

planning permit

requirements.

No rubbish

lying about Amenity

Number

measure for

customer

requests

Less than 20

requests per

year

Ensure litter is

removed

Establish program for

litter removal by June

2014

No long grass

that is untidy

and hazardous

Safety and

amenity

Number

measure for

customer

requests

Less than 50

requests per

year

Grass length

Mowing frequency


mowing schedule

annually

Seats and

tables, shade

and BBQs

Quality

Number

measure for

customer

requests

Less than 10

requests per

year

Ensure

infrastructure is

provided where

appropriate

100% compliance

annually



Page | 14

3.3.2.2 Sports Grounds

Customer Need Service

Indicator

Community Levels of

Service

Technical Levels of Service

Community

Measure

Community

Target

Technical

Measure

Technical Target

An sportsground/

competition

facility for my

community

Availability Number

measure

for

customer

requests

Less than 10

requests per

year

Number and

location of

recreation

facilities where

appropriate

Provide a:–

Level 1 facility within the

municipality.

Level 2 facility where active

sports such as competition

football, soccer, hockey or

similar is played.

Level 3 facility where i)

seasonal only competition

other than football or ii) where

a non-competition facility

services a town to provide for

active recreational pursuits.

Lighting suitable

for training,

matches

Accessibility Number

measure for

customer

requests

Less than 10

requests per

year

Minimum lux

level

Training:

Level 1 Sportsfields: 50 lux

over whole oval.

Netball/Tennis 350 lux.

Level 2 Sportsfields: 50 lux

over part oval. Other nil.

Level 3 Sportsfields: nil

Match

Level 1 Sportsfield: 100 lux

Netball 200 lux. Tennis 350 lux

Level 2 & 3 Sportsfields: Nil

Off field facilities

that support the

user operations”

Quality.

Amenity

Number

measure for

customer

requests

Less than 15

requests per

year

Where

appropriate

refer to AFL

'Preferred

Facilities

Requirements'

100% compliance to refer,

where appropriate, to AFL

‘Preferred Facilities

Requirements’

Dimensions and

run-off

Quality:

Safety

Number

measure for

customer

requests

Less than 10

requests per

year

Where

appropriate

refer AFL

'Preferred

Facilities

Requirements'

Undertake ground checks

twice per year.


Australian Standards for

various sports.

Playing surface

condition

Quality Number

measure for

customer

requests

Pre-match

checklists

Less than 10

requests per

year

Grass surface

minimum

rating

Drainage,

reticulation,

100% compliance with mowing

to standard heights.

Ground checks twice per year.

90% passing/year

Ground is

available for play

Accessibility No. games

abandoned

or

relocated

Less than 5

per year

Pre-match

checklists

90% of grounds available for

play.



Page | 15

3.3.2.3 Playgrounds

Customer Need Service Indicator Community Levels of Service Technical Levels of Service

Community

Measure

Community

Target

Technical Measure Technical Target

A playground

nearby

Availability of

playgrounds,

location &

distribution

Number measure

for customer

requests

Less than 10

requests per

year

Number of

playgrounds

Distance to

playground

• One Major in

Gisborne, Kyneton,

Romsey &

Woodend by 2018.

• One District within

a 2+km radius or

per town.

• One Local within

500m radius of

intensely developed

residential/urban

area.

Access to the

playground

Accessibility of

playground

Number measure

for customer

requests

Less than 20

requests per

year

Footpath access

Shared path for direct

access to major &

district

Variety and a

good

experience

Amenity of

playground,

types of

equipment

Number measure

for customer

requests

Feedback, survey

Less than 10

requests per

year

80% satisfied

with

equipment

variety,

number

Meet guidelines in

Playground

Strategy

100% within 10 years

Accessible

equipment

Accessibility to

the equipment,

Disability

Discrimination

Act (DDA)

Number measure

for customer

requests

Less than 10

requests per

year

Playgrounds with

accessible

equipment/Internal

paths

100% Major and

District by 2018

A safe

playground

Safety of the

equipment

Number of

Accidents

No accidents Identified defects

(defined, priority)

corrected within

specified time


AS 4685

Improvement Action 3: Develop individual service plans defining the responsibilities and

levels of service for those services relevant to the assets included in this plan.



Page | 16

4 FUTURE DEMAND

4.1 Demand Forecast

Demand Drivers for Open Space Infrastructure:

Driver Impact

Age Profiles Influences the type of open spaces required depending on the age profile

trends i.e. young population

Tourism Indicates the need for improvement to existing open space tourist areas or the

need for additional tourist open spaces

New Developments As more people build within the Shire there will be an increased need to

provide more open spaces for the growing community

4.1.1 New Developments

The 1988 Subdivision Act requires developers to provide 5% of land as open space unless

there is adequate open space already in which case they provide a monetary contribution for

the development/maintenance of the existing open space.



to meet demand and look at ways of modifying customer demands to maximise the

utilisation of existing open space assets and reduce or defer the need for new assets.

Council has not yet identified demand management strategies for open space assets.



Page | 17

5 RISK MANAGEMENT

5.1 Hazard Identification

Open Space

Hazard Cause Main Area of Impact Potential Controls

Vehicle damage or injury • Mowing Public health and

safety

Financial

• Plant and equipment

inspections undertaken

• Insurance

• Site inspections for hazards

Accident in lakes • Uncontrolled access

• Drop offs and edges

• Inadequate

supervision

Public health and

safety

• Signage

• Insurance

Hazard from parks

furniture

• Poor condition

• Lack of maintenance

Public health and

safety

• Maintenance inspections and

works programming

• Insurance

Hazard from wildlife

• Uncontrolled

‘visiting’ wildlife

Public health and

safety

• Provision of fencing

Trip or fall hazard • Obstacles. Public health and

safety


works programming

Personal assault • Personal behaviour. Public health and

safety

• Provision of security lighting

Conflict with adjacent

uses

• Events Image and reputation • Events procedures.

Playgrounds

Hazard Cause Main Area of

Impact

Controls

Fall from height, striking

or catch accident

• Poor condition

• Poor maintenance

• Protruding items

• Trip hazards

Public health and

safety


and work’s programming

undertaken.

• Signage

• Insurance

Sun safe • Lack of shade Public health and

safety

• Risk assessment

Non-compliance with

Disability Discrimination

Act (DDA) legislation

• Lack of DDA access Service delivery

Legislative

• Level of service for DDA

access appropriate.

Damage to playgrounds • Vandalism

• Inappropriate use

Financial • Effective customer request

system.

• Insurance

Sharps • Inadequate site

security.

Public health and

safety


and works programming

undertaken.



Page | 18

Sports Grounds

Hazard Cause Main Area of Impact Controls

Play prevented

ground unsuitable for

play

• Surface to dry, hard

• Surface to wet

• Surface to rough,

uneven

Service delivery

Financial

Image and reputation

• Pre-match inspections

• Level of service for

drainage and reticulation

appropriate for location

and use.

• Maintenance works

programming.

Accident from run-off

areas

• Inadequate run-off

distances

• Fences not protected

Public health and safety • Compliance with ruling

body standards

• Pre-match inspections

Claim from

unauthorised use

• Inadequate security Financial • Signage

• Lighting upgrade program

undertaken.

• Facility booking

procedures.


and works programming.

• Seasonal hire agreements

Injury from use

• Rough playing surface

• Sprinkler covers

• Inadequate lighting

Public health and safety • Pre-match inspections

• Safety padding

• Run-off areas

• Conformance with

match/training lighting

standards

• Insurance

Conflict with

adjacent uses

• Hours of use

• Parking

• Noise

• Lighting

Image and reputation • Provision of off-street

parking.

• Level of service for hours of

operation appropriate for

location.

Trees

Hazard Cause Main Area of Impact Potential Controls

Injury from falling limbs • Type, condition, size

of trees

Public health and

safety


works programming

Damage to trees from

pests

• Pests Service delivery

Financial


works programming

Damage to infrastructure

(heritage) trees

• Vandalism Service delivery • Security lighting provided.

5.2 Asset Criticality

Asset criticality addresses assets that are:

• Critical Assets: Assets with a high consequence (major or catastrophic) of failure;

• High Risk Assets: Assets with a high likelihood of failure.



Page | 19

5.2.1 Open Space

Critical Assets


• Nil

List of Critical Assets:

• Nil

High Risk Assets

Description Mode of Failure Actions to Address

• Nil

List of High Risk Assets:

• Nil

5.2.2 Sports Grounds

Critical Assets


Nil


• Nil

High Risk Assets


• Nil


• Nil

5.2.3 Playgrounds

Critical Assets


Nil


• Nil

High Risk Assets


• Equipment at condition rating of

greater than 7

Structural failure Higher priority in renewal

programs


• Refer to most recent Risk Audit.



Page | 20

5.2.4 Trees

Critical Assets


Nil


• Nil

High Risk Assets


• Very poor health, large trees in heavy

pedestrian areas

Structural Increased monitoring


• Refer to most recent tree inspections

Improvement Action 4: Commence recording of Critical and High Risk open space assets.



Page | 21




6.1.1.1 Parks Current Issues

The key issues related to the management of MRSC park infrastructure are:

• Limited resources to manage the asset base;

• No assigned staff for litter cleanup in parks and reserves;

• No irrigation audits are undertaken;

• Maintenance and management practices are reactive rather than proactive;

• Contractors are not maintaining infrastructure under the defect period before

handover to Council;

• Roles and responsibilities in regard to the management of open space infrastructure

are unclear in some instances; and

• No consistent guidelines in relation to styles/colours for new open space

infrastructure.

6.1.1.2 Sportsgrounds Current Issues

The key issues related to the management of MRSC sportsgrounds are:

• Unwillingness of community to pay for facility use;

• Roles and responsibilities in regard to the velodrome are unclear;

• Increasing turf maintenance issues due to ageing assets, no condition assessments

and no formal renewal program in place ; and

• Synthetic athletic tracks require a high level of maintenance (cleaning) to ensure the

full life of the surface is achieved, and replacement costs are high.

6.1.1.3 Playgrounds Current Issues

The key issues related to the management of MRSC playgrounds are:

• Vandalism;

• Managing wear and deterioration of older equipment;

• Meeting the requirements of playground standards and safety compliance as

standards are subject to change; and

• Providing playground equipment that is safe and compliant without jeopardising the

play experience for children.

6.1.1.4 Trees Current Issues

The key issues related to the management of MRSC trees are:

• Pest and Disease;

• Drought;

• Hedge management is intensive;. and

• Senescence (ageing tree population)



Page | 22


6.1.2.1 Open Space Asset Quantities

There are many public parks, gardens, and recreation reserves located within the Macedon

Ranges Shire, including botanic gardens at Malmsbury, Kyneton and Gisborne.

One of the Macedon Ranges' most famous reserves is Hanging Rock, which caters for a wide

range of activities from the racecourse, ovals and tennis courts to wide expanses of lawns.

Parks in Macedon Ranges with tourist or community significance are follows:

Park Name Significance

Hanging Rock Reserve Tourist

Kyneton Botanic Garden Tourist

Malmsbury Botanic Gardens Tourist

Gisborne Adventure Playground Community

Woodend Children’s Park Community

A summary of the park infrastructure by asset type is shown in the table below:

Asset Type Unit Quantity

Retaining & Feature Walls No. 6

Irrigation Systems No. 14

Garden Beds No. 337

BBQs No. 48

Bin Stands No. 58

Park Furniture &Equipment No. 821

Lighting No. 226

Fencing Meters 78,418 m

Recycled Water Tanks No. 2

Basketball Facilities (slab, pole and ring) No. 1

Hit Up Walls No. 1

Signage No. Unknown

Ornamental Fountains No. 3

Monuments No. 8

These figures are from 2010 / 2011 Opens Space Data Collection project and do not include

infrastructure located within streetscapes.

Improvement Action 5: Undertake open space asset inventory update and condition

assessment as required.



Page | 23

6.1.2.2 Sportsgrounds Asset Quantities

Council’s sportsgrounds provide the play surfaces and surrounds required for the provision

of many popular sports such as football, cricket, tennis, basketball, netball, skateboarding,

soccer, rugby, athletics, softball, equestrian and BMX riding.

Sportsgrounds

MRSC manages various sportsgrounds as identified below:

No. Sports Parks / Grounds Playing Area M2

1 Bullengarook Recreation Reserve 1.4 ha

2 Clarkefield Recreation Reserve Committee of Management

3 Gardiner Reserve 1.6 ha

4 Sankey Reserve 1.3 ha

5 Dixon Field - Field 1 - includes athletics track 1 ha

6 Dixon Field - Field 2 1 ha

7 Dixon Field - Field 3 1.1 ha

8 Kyneton Showgrounds No.1 Oval 1.7 ha

9 Kyneton Showgrounds No. 2 Oval 1.3 ha

10 Barkly Square 1.8 ha

11 Lancefield Park Committee of Management

12 Tony Clarke Reserve 1.9 ha

13 JD Clifford Reserve 1.3 ha

14 Malmsbury Sportsground 1.3 ha

15 Riddells Creek Recreation Reserve 1.7 ha

16 Riddells Creek School Oval 1.1 ha

17 Romsey Park 1.8 ha

18 Romsey Park 2 (new oval) 1.7 ha

19 Tylden Recreation Reserve 1.5 ha

20 Woodend Racecourse Reserve 1.6 ha

21 Gilbert Gordon Oval 1.5 ha

A summary of sportsgrounds by asset type is shown in the table below:

Asset Type Quantity (No.)

Ovals 21

Cricket wickets (hard) 15

Cricket wickets (turf) 2

Athletics tracks 1

Equestrian Facilities 7

Netball Courts 6

Tennis Courts 74

Multipurpose Courts 5

Irrigation Systems 14

Recycled Water Tanks 15

Water Tanks 3

Ground Water Bores and Pumps 4

Velodrome 1

Skate Parks 6

BMX Tracks 4



Page | 24

6.1.2.3 Playgrounds Asset Quantities

Macedon Ranges Shire has a total of 56 playground sites located across the municipality in

public open space settings and kindergartens. This includes 2 locations providing fitness

equipment.

A summary of playgrounds owned by Council by asset type is shown in the following table:

Asset Type Quantity

Local – including Preschools 40

District 14

Major 2

Total 56

6.1.2.4 Trees Asset Quantities

A summary of trees by asset type is shown in the table below:

Asset Type Quantity (No.)

Street Tress 28,116

Park and Reserve Trees

Total Unknown

however approx.

5,900 identified

with risk issues

Hedges 8

Total 34,063


Performance monitoring includes:

• Assets under-capacity v Levels of Service

6.2.1 Assets Under-Capacity

Assets which are not achieving the current level of service are listed are:

Technical Measure Technical Target Current Assets Under-Capacity

Open Space

Sports Grounds

Playgrounds

Trees

Council has not identified open space assets which are not achieving the current level of

service.



Page | 25

6.3 Asset Condition

6.3.1 Condition Monitoring - Asset Condition Survey Frequency & Responsibility

Condition surveys are conducted in accordance with the following program:

Survey Name Frequency/

Hierarchy

Responsibility Dates

Previously

Completed

Open Space Infrastructure Nil N/A Nil

Sportsgrounds, skate parks

and dirt jumps: Risk

assessment

Nil Manager Recreation &

Cultural Development Nil

Playground Condition Survey Nil Manager Recreation &

Cultural Development Nil

Trees Condition (Safe Useful

Life)

1 High: Annual

2 Medium: 3 years

3 Low: 3 year s

Operations Department 2012

Open space (parks fixtures and landscaping) are not condition surveyed. Parks fixtures on the

basis that the effort is not justified against the small value of the asset and landscaping on

the basis this asset is not renewal modelled or renewal works undertaken.

Grassed Sports facilities surfaces are not condition surveyed on the basis that works on the

surface are maintenance based not capital renewal. E.g. for this plan top dressing is

considered a maintenance activity.

Playgrounds are currently not condition survey.


6.3.2.1 Open Space, Sports Grounds and Playgrounds

During the 2010 asset data collection project a condition rating was applied to all assets. The

rating was based on the following factors:

• General condition

• Functionality

• Safety

• Age

A matrix then converts the above factors with weightings to an overall 0-10 score.

6.3.2.2 Trees Condition Rating

Trees are rated 0-10 utilising the general rating descriptions, taking into account the

following factors, including:

• Health

• Safety



Page | 26

6.3.3 Current Asset Condition

The current condition of the assets is:

Active Reserves

Playgrounds

Improvement Action 6: Undertake an analysis of the 2010 and 2011 data collection to

report on asset condition.

0.00

10.00

20.00

30.00

40.00

50.00

60.00

109876543210% Within Cond in Year 2012 0.000.000.0022.7617.7552.197.310.000.000.000.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G

0 Good - Condition - 10 Poor

PRESENT CONDITION DISTRIBUTION BY % OF ASSET BASE

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

45.00

109876543210% Within Cond in Year 2012 0.000.000.000.001.063.532.6544.7613.8434.160.00

% W

ITH

IN C

ON

DIT

ION

RA

TIN

G

0 Good - Condition - 10 Poor

PRESENT CONDITION DISTRIBUTION BY % OF ASSET BASE



Page | 27

6.3.4 Deterioration Curves

The basis for the adoption of the deterioration curves are:

Asset Type Basis for Adoption of Deterioration Curve

Playgrounds Default

Active Reserves Default

6.3.5 Asset Useful Lives & Intervention Level & Basis for Adopting Useful Lives

The adopted intervention levels and useful life of the asset components are stated below,

including the basis by which each was adopted:

Asset Type Intervention

level

Physical Life

(years)

Useful Life

(years)

Basis for Useful Life

Playgrounds 8 20 18.6

Industry benchmarks

Active reserves 8 30 27.9

Manicured N/A

Synthetic playing

surfaces

Parks Fixtures N/A

Improvement Action 7: Undertake a research activity to identify the asset lives of all

assets contained within this open space asset management plan.

Improvement Action 8: Add synthetic playing surfaces and parks fixtures into the long

term renewal forecast.


Open Space Historical Asset Condition

Council does not currently hold any historical asset condition information in regard to open

space infrastructure.

Playgrounds Historical Asset Condition

Council does not currently hold any historical asset condition information in regard to

playgrounds.

Sportsgrounds Historical Asset Condition

Council does not currently hold any historical asset condition information in regard to

sportsgrounds.

Trees Historical Asset Condition

Council does not currently hold any historical asset condition information in regard to trees.

6.3.7 Age Profile

Age profile graphs are provided:

• N/A

Note: The quantities listed are correct only at the time of the development of this plan. Up to date information is obtained

from the asset register.



Page | 28


The valuation, or replacement cost, of the assets used for financial reporting are:

Asset Component Replacement

Value $000

Written Down

Value $000

Active Reserves (Ovals) $4,790,000 $4,789,799

Playgrounds $3,396,000 $3,395,857

Total $8,186,000 $7,832,000

6.5 Historical Data

Important or relevant historical data applicable to the assets included in this plan are:

• Nil

6.6 Routine Maintenance Plan

Operations and maintenance activities are co-ordinated by the Parks Development Officer

and undertaken by the in-house team using a range of contractors on an as need basis.

Open Space

Maintenance in response to Parks Officer notification or customer requests include:

• Garden bed repairs including repairs to edging and replanting of plant material;

• BBQ maintenance including repairs to electrical faults;

• Park furniture and equipment repairs, component replacement and painting;

• Bulb replacement on park lighting;

• Recycled water tank repairs;

• Park signage and pole replacement;

• Repairs and sealing of ornamental fountains;

• Fencing repairs;

• Maintenance of irrigation systems including repairs and fitting replacement, filter

cleaning and pump repairs; and

• Repairs to any other open space related infrastructure.

No maintenance on monuments or bin stands is currently undertaken.



Page | 29

Sportsgrounds

Current proactive maintenance activities undertaken include:

• Spraying, aeration, dressing and seeding patches of ovals;

• Repairs to concrete and matting of cricket wickets (clubs responsibility);

• Scheduled repairs to turf cricket wickets (clubs responsibility);

• Filling pot holes and levelling jumps at skate and BMX parks (undertaken by a

contractor);

• Synthetic track repairs and brushing. Fertilising of ovals quarterly unless deemed

otherwise; and

• Basketball facility repairs including general repairs, painting, pole replacement, ring

replacement, and backboard replacement.

Maintenance in response to Parks Officer notification or customer requests include repairs

to:

• Oval irrigation;

• Maintenance of practice wicket enclosures and synthetic cricket wickets;

• Recycled water tanks;

• Water tanks; and

• Ground water bores and pumps.

No maintenance is undertaken by Council at the equestrian facilities.

Playgrounds

Maintenance activities undertaken in response to customer requests, defect inspections or

risk audit inspections consist of:

• Repairs to equipment;

• Graffiti removal: and

• Top up of soft fall.

Trees Maintenance

Maintenance activities undertaken in response to customer requests or defect inspections

commonly consist of:

• Pruning;

• Mulching;

• Cabling and bracing;

• Corrective and repair treatments;

• Control of insect/disease;

• Hedge Trimming; and

• Tree root pruning/removal and root barrier installation works.

6.6.1 Defect Inspections

Works are identified in response to the following factors:

• Customer Requests;

• Tree inspections;

• Park Officer identification; and

• Risk assessments



Page | 30

Maintenance defect inspections are scheduled as below:


Open Space

BBQ’s Tested for operability

and any defects reported

back to Council

As part of cleaning

schedule

Otherwise reactive

basis

Manager Operations

Other open space

infrastructure

N/A Reactive basis Manager Operations

Sportsgrounds

Skate park

inspections • Trip and other

hazards

• Safety

Monthly Manager Recreation &


Ovals State of the turf, identify

any holes and to check

the overall safety of the

ground including cricket

wicket inspections

Weekly Manager Recreation &


Ground hardness

risk assessments

Ground Hardness six monthly – at the

start of the summer

and winter seasons



Sports reserve

risk assessments

Including playing surfaces 6 monthly Manager Recreation &


Equestrian facility

inspections

N/A Regular basis Committee of

Management

Other

Sportsground

Infrastructure

N/A reactive basis Manager Recreation &


Sporting

competition pre-

match

Pre-match Checklist Prior to each match Competing clubs Council

however the works are

passed onto the club for

implementation

Playgrounds

Playground

Defects Visual

Inspection

• Entrapment openings

• Graffiti

• Standards Non-

compliance

• Under surfacing

• Faulty equipment

Major: Weekly

Other: Monthly

Manager Operations

Playground Risk

Assessment

6 monthly External Consultant: Ray

Hutchinson

Trees

Street &

park/reserve

Trees

• Crown height

• Crown width

• General condition

High: Annual

Others : 3 year (in conjunction with

condition survey)

Manager Operations

Declared area

Powerline

inspection

Encroachment Annual

Legislated



Page | 31

6.6.2 Prioritisation of Maintenance Works

Playgrounds

Playground defects are prioritised on the basis of the Functional Hierarchy and Council’s risk

rating:

• Extreme

• High

• Moderate

• Low

Sportsgrounds

Sportsgrounds defects are prioritised based on the level of risk nominated through the

assessment process.

Trees

Trees defects are prioritised on the basis of:

• High risk

• Medium risk

• Low risk

Works identified from the tree inspections are prioritised using a ranking based on tree

importance.

6.6.3 Defect Response Times

Defect response times are applicable to the following defects:

Playgrounds

Defect Response Times Apply

1. Extreme Immediate action, manager notified within 2 hours

2. High Same day action required (within 24hrs), manager notified

3. Moderate Rectify within 7 days

4. Low Manage within routine processes, action within 30 days

6.6.4 Standards and Specifications

If the risk assessment deems the sportsground unsafe due to a high risk rating then it will not

be used until the necessary works required to make the ground safe are undertaken.

Defects shall be repaired to ensure:

• Fit for use

• Safety

• Standards are met

6.6.5 Basis for Future Maintenance Costs

Proposed maintenance expenditure is assessed on an annual basis.



Page | 32

6.7 Renewal Plan

6.7.1 Renewal Capital Works Programs

6.7.1.1 Open Space Renewal

Renewal activities within parks infrastructure are undertaken in response to:

• Issues identified through customer requests;

• Aging open space infrastructure that requires replacing;

• Open space issues as identified by a parks officer; and

• Vandalism.

Renewal activities typically consist of:

• Replacement of seating;

• Replacement of bollards; and

• Fence Replacement.

BBQ’s and bin stand replacement is reactive and only undertaken if funds are available from

another source as there is no capital budget for these infrastructure types.

6.7.1.2 Sportsgrounds Renewal

Renewal projects are identified in the Leisure Strategy Plan, 2006 and have been identified

considering the following:

• State of the assets;

• Demand for the sports;

• Community consultation; and

• Participation rates.

6.7.1.3 Playgrounds Renewal

A playground strategy has been developed that identifies the renewal activities planned for

playgrounds between 2010 and 2014.

6.7.1.4 Trees Renewal

Tree replacement works are funded from the tree planting budget.

6.7.2 Renewal Priority Ranking

Renewal projects are prioritised on the basis of:

• Condition/Risk

• Hierarchy



Page | 33

6.7.3 Summary of Renewal Works


Open Space

Infrastructure

Parks Infrastructure Renewal Program: Consists

of replacement of seating, bollards, fencing etc.

2013/14 –

2016/17

2017/18 –

2018/19

2019/20

2020/21 -

2022/23

$50,000

annually

$60.000

annually

$70,000

$75,000

annually

Playgrounds

Playground Development Program: Renewal

and development of current playgrounds.

2013/14 –

2016/17

2017/18 –

2018/19

2019/20 –

2022/23

$40,000

annually

$45,000

annually

$50,000

annually

Sportsgrounds Reconstruction Multi Purpose Courts Tylden:

Renewal of courts. 2013/14 $200,000

Sportsgrounds Woodend Oval Upgrade: Renewal portion of

upgrade works – total cost of project is $764,000 2013/14 $250,000

Sportsgrounds Gardiner Reserve Netball Courts: Renewal of

netball courts 2013/14 $140,000*

Sportsgrounds Lancefield Skatepark: Renewal works to

skatepark 2013/14 $200,000*

Sportsgrounds Renewal of Gisborne Athletics Track: Renewal

works to athletics track 2014/15 $65,000*

Sportsgrounds

Gardiner Reserve Redevelopment: Renewal

portion of redevelopment works – total cost of

project is $800,000

2015/16 $400,000

Open Space Community Parks: Renewal portion of works –

total cost of project is $100,000 2015/16 $50,000

Open Space Community Parks: Renewal portion of works –


Note: Costs marked with *indicates grant or other funding may be available.




Page | 34

6.7.4 Basis for Future Renewal Costs

6.7.4.1 Renewal Modelling – Renewal Rates

The Moloney Asset Sets used and the renewal rate and the basis and assumptions by which

the rate has been adopted are detailed below.

Asset Component Corresponding Standard

Moloney Set

Renewal

Rate/unit

Basis for Renewal Rate

Playground Recreation Group - Play Equipment $60,642.90 In-house estimates

based on individual

asset cost

Sports grounds Recreation Group - Active Reserves

(Footy Ovals etc) $281,764.70

The following assets are not modelled:

• Trees: No ‘real’ renewal cost. Replace with small inexpensive trees.

• Open space: Minimal renewal work undertaken, similar to formation in roads,

therefore minimal cost

The Moloney Asset Sets are not used:

Standard Moloney Sets Not Used Reasons for Not Being Used

Recreation Group - Manicured Turf

(Bowling Greens etc) N/a

Recreation Group - Synthetic Playing

Surfaces N/a

Recreation Group - Street & Park

Furniture N/a

Recreation Group - Bores, Pumps Included in Active Reserves/Manicured Turf/Synthetic

Playing Surface Recreation Group - Reticulation

Recreation Group - All Lighting

Refer to improvement actions for future modelling of other assets.

6.7.4.2 Renewal Gap

The current renewal demand and renewal gap is detailed in the Asset Management Plan Part

A – General Information, Attachment #2 – Infrastructure Financial Projections.



Page | 35

6.8 New & Upgrade Plan

6.8.1 Future New and Upgrade Programs Identified in this Plan

New and Upgrade programs are identified:

• From a relevant Service Strategy,

• Current issues discussion,

• Under-capacity analysis,

• Assessment of future demand, and

• Risk assessment

6.8.2 Summary of New and Upgrade Works


Sportsgrounds Woodend Oval Upgrade: Upgrade portion of works –


Playgrounds Kyneton Community Park: Playground works at Botanic

Gardens 2013/14 $400,000*

Playgrounds Greater Romsey All Abilities Park: New playground

facility for Romsey

2013/14

2018/19

$400,000*

$300,000

Sportsgrounds Oval Lighting Upgrade Kyneton Showgrounds (Football

Club): Upgrade of sports lighting 2014/15 $230,000*

Sportsgrounds Gardiner Reserve Redevelopment: Upgrade portion of

redevelopment works – total cost of project is $800,000 2015/16 $400,000

Sportsgrounds Kyneton Skatepark Upgrade: Upgrade of existing

skatepark 2015/16 $200,000*

Sportsgrounds

Oval Lighting Upgrade Barkley Square (Soccer Club):

Upgrade of sports lighting. 2015/16 $150,000

Open Space Community Parks: Upgrade portion of works– total cost

of project is $100,000 2015/16 $50,000

Sportsgrounds Oval Lighting Upgrade Riddells Creek Recreation

Reserve: Upgrade of sports lighting 2016/17 $230,000*

Open Space Community Parks: Upgrade portion of works – total cost

of project is $100,000 2016/17 $50,000

Sportsgrounds Gisborne Dixon Field extension: Upgrade works – two

ovals 2017/18 $1,000,000

Sportsgrounds Lancefield Sports Ground: Upgrade works 2017/18 $400,000*

Sportsgrounds Third Oval at Woodend soccer athletics: Upgrade of 3rd

oval at Racecourse Reserve 2017/18 $500,000*

Sportsgrounds Multi Purpose Courts Malmsbury: Construction of

multipurpose court 2018/19 $300,000*

Sportsgrounds Oval Lighting Upgrade – Kyneton Football Club:

Upgrade of sports lighting 2018/19 $250,000*

Open Space Open Space System Eastern Residential Area: New

works / Development Contribution Plan funds - Romsey 2019/20 $254,003

Open Space

Fersfield Rd-Willowbank Rd Open Space Works: New

works from Development Contribution Plan funds –

Gisborne

2020/21 $230,000

Open Space Open Space System Western Drainage Reserve: New

works / Development Contribution Plan funds – Romsey 2020/21 $283,095

Note: Costs marked with *indicates grant or other funding may be available.




Page | 36

6.9 Operations Plan

Open Space Operations

The operational activities involved in the ownership and management of the MRSC open

space infrastructure include:

• Gardening duties in all public open space including, mulching, weeding, pruning,

planting, litter and debris removal, pest and disease control;

• Programmed mowing throughout all public open space areas:

− Town centre - fortnightly;

− All other areas - monthly in the peak season and fortnightly in off peak season;

• Irrigation and hand watering;

• Inspections of public open space and hazard management;

• Inspection and risk reporting of playground equipment;

• BBQ cleaning;

• Rubbish bin pickup; and

• Vandalism removal.

Sportsgrounds Operations

The regular and on-going operations and maintenance of the sportsgrounds is necessary to:

• Maintain a safe playing surface for all users;

• To optimise the state and usability of sportsgrounds;

• Provide clean, quality and appealing infrastructure to support recreation and leisure

services; and

• Continually provide the best possible service in line with defined service levels.

The operational activities involved in the ownership and management of the MRSC

sportsgrounds include:

• Reactive mowing of ovals as required up to 3 times per week in peak seasons;

• Pest and disease control; and

• Irrigating turf.

Playgrounds Operations

The regular and on-going maintenance of the playgrounds is necessary to:

• To manage and minimise Council’s exposure to risk;

• Maintain a safe environment for the users of the playgrounds;

• Preserve the condition of the playground within agreed service levels; and

• Meet the requirements of playground standards.

The operational activities involved in the ownership and management of the MRSC

playgrounds include:

• Cleaning;

• Litter removal; and

• Inspections.



Page | 37

Trees Operations

The operational activities involved in the ownership and management of the MRSC trees

include:

• Street sweeping undertaken by Council’s works crew (cleans up debris and leaves);

• Irrigation of street and park/reserve trees;

• Pruning, including electric line clearance pruning; and

• Inspection of trees

6.9.1 Operations Future Costs

Proposed operational expenditure is assessed on an annual basis.

6.10 Disposal Plan

Open Space

There is currently no policy to close or dispose of open space infrastructure within the Shire

of Macedon Ranges. Council has a fixed asset policy however it does not strictly cover the

disposal of open space infrastructure.

Sportsgrounds

There is currently no policy to close or dispose of sportsgrounds within the Shire of Macedon

Ranges. Council has a fixed asset policy however it does not strictly cover the disposal of

sportsgrounds.

Playgrounds

There is currently no policy to close or dispose of playgrounds within the Shire of Macedon

Ranges. Council has a fixed asset policy however it does not strictly cover the disposal of

playgrounds.

Trees

There is currently a policy for the removal of trees within the Shire of Macedon Ranges. This

information is detailed in the Street Tree Policy.

Note: In 2013/14 Council has resolved to dispose of a number of blocks of vacant land with reserve status.

As per Section 2.1.4, this vacant land is excluded from the assets in this plan.



Page | 38

7 FINANCIAL PLAN



• Operations;

• Maintenance;

• Renewals;

• Upgrades; and

• New Works.

7.1.1 Historical Expenditure

7.1.1.1 Open Space

The table below summarises the open space infrastructure historical expenditure over the

period 2010/11 to 2011/12 and the budgeted expenditure for 2012/13.

Activity 2010/11 2011/12 Budgeted

2012/13

Operations $762,736 $877,861 $1,648,979

Maintenance $339,152 $347,179 $80,230

Operations &

Maintenance – Sub Total $1,101,888 $1,225,040 $1,729,209

Renewal $20,716 $102,331 $55,000

Upgrade $29,601 $0 $5,500

New Assets $105,756 $56,608 $600,000

Capital – Sub Total $156,073 $158,939 $660,500

Total Expenditure $1,257,961 $1,383,979 $2,389,709

7.1.1.2 Sportsgrounds

The table below summarises the sportsgrounds historical expenditure over the period

2010/11 to 2011/12 and the budgeted expenditure for 2012/13.

Operational and maintenance expenditure for sportsgrounds only includes active reserves

(sports ovals). Operational and minor maintenance activities for tennis courts, netball

courts, skate parks, BMX tracks, equestrian facilities are generally undertaken by the

relevant clubs or associations.



Page | 39


2012/13

Operations $79,011 $18,977 $87,110

Maintenance $232,087 $264,078 $46,975

Operations &

Maintenance – Sub Total $311,098 $283,055 $134,085

Renewal $377,884 $72,169 $672,494

Upgrade $136,518 $122,440 $50,000

New Assets $633,811 $1,504,670 $2,551,445

Capital – Sub Total $1,148,213 $1,699,279 $3,273,939

Total Expenditure $1,459,311 $1,982,334 $3,408,024

7.1.1.3 Playgrounds

The table below summarises the playgrounds historical expenditure over the period 2010/11

to 2011/12 and the budgeted expenditure for 2012/13.


2012/13

Operations $21,714 $13,584 $6,230

Maintenance $37,545 $39,332 $17,180

Operations &

Maintenance – Sub

Total

$59,259 $52,916 $23,410

Renewal $0 $0 $28,526

Upgrade $6,794 $22,947 $28,526

New Assets $6,794 $10,000

Capital – Sub Total $13,588 $22,947 $67,052

Total Expenditure $72,847 $75,863 $90,462

7.1.1.4 Trees

Historical operations and maintenance expenditure for the period 2010/11 to 2011/12 and

the budgeted expenditure for 2012/13 for trees is as follows. Please note that new plantings

are not capitalised and are included in the operational budget.


2012/13

Operations $112,610 $98,820 $170,510

Maintenance $665,418 $664,577 $378,345

New Plantings $24,190 $0 $18,780

Operations &

Maintenance – Sub Total $802,218 $763,397 $567,635

Renewal $0 $0 $4,545

Upgrade $0 $0 $0

New Assets $0 $35,393 $0

Capital – Sub Total $35,393 $4,545

Total Expenditure $802,218 $798,790 $572,180



Page | 40

The substantial drop in maintenance expenditure proposed for 2012/13 is due to wages costs

being moved to a single, higher level line item.

Improvement Action 9: To allow calculation of the full cost of service delivery, review the

recent changes to centralising maintenance wages costs.

7.1.2 Financial Forecast

Projections are developed from:

• Short term: Capital works programs summarised in Attachment #1 Budgeted Capital

Works Statement.

• Long term: Moloney renewal forecast which is summarised in Attachment #2

Infrastructure Financial Projections.



funding sources.

It has been estimated that 70% of Councils activities are supported by grant funding. The

current funding sources available for open spaces include:

• Small town development fund;

• Sports and Recreation Victoria (SRV);

• Rate Revenue;


• Developer Contributions (Open Space Reserve Fund); and

• Various Federal and State Funding.

The funding strategy is documented in Attachment #2 Infrastructure Financial Projections.



The following general assumptions have been made in preparing the 20-year expenditure

forecasts.

• All expenditure is stated in present day dollar values with no allowance made for

inflation over the 10-Year planning period;

• It should be noted that the figures exclude costs such as corporate administration

charges, interest costs, inflation and GST and other indirect overheads

The factors outlined below may influence the forecasts given in this plan:

• Changes to budget allocations; and

• Changes in the desired level of service and service standards from those identified in

this Plan.



Page | 41




Details on Asset Management Systems used by Council are summarized below:

Asset Type Software/Asset Management System Data Collection/Review

All Council is in the process of

implementing an integrated asset

register called MyData for all

infrastructure assets.

Current asset data is considered to be of a

reasonable accuracy.

Nil reviews of the data are undertaken apart

from random desktop reviews as required

and identified

The asset systems have the following link to the financial/accounting system:

• Nil

8.1.2 Available Data

Data which is available on assets to help decision making:

• To be aligned with O-Spec

Other information includes:

• Nil

8.2 Standards & Guidelines

8.2.1 Construction Standards

Standard drawings and technical standards applicable to the assets included in this plan are:

8.2.1.1 Playgrounds

• AS 4422:1996 Playground Surfacing – Specification’s requirements & test method.

• AS 4486:1987 Playground Equipment – Development, installation inspection

maintenance and operation

• AS1924 Part 2: 1981 Design & Construction – Safety Aspects

• AS4685.1: 2004 General Safety Requirements & test methods

• AS4685.2: 2004 Particular Safety Requirements & test methods for swings

• AS4685.3: 2004 Particular Safety Requirements & test methods for slides

• AS4685.4: 2004 Particular Safety Requirements & test methods for runways

• AS4685.5: 2004 Particular Safety Requirements & test methods for carousels

• AS4685.6: 2004 Particular Safety Requirements & test methods for rocking

equipment



Page | 42

8.2.1.2 Tree Planting

Tree replacement planting (as identified in the Street Tree policy) needs to consider the

following when replacing trees:

• All trees removed from the streetscape are to be replaced as quickly as possible

depending on the season. Trees should not generally be planted in the summer

months or during periods of prolonged drought. These plantings are to take priority

over new plantings.

• Individual tree requests by residents must be fully assessed for suitability. If deemed

appropriate the request will be placed on the street tree planting list for action when

appropriate. If a request is received before and deemed appropriate planting will

take place between May and September of that year.

• The selection of an appropriate planting site is crucial in regard to the long term

visual aspects and maintenance of the tree. A poorly positioned tree can cause

property and infrastructure damage and diminish the streetscapes visual appeal.

Planting sites should be selected to allow for functional limitations imposed by the

street environment while complying with the existing streetscape.



Page | 43



Through the development of the Open Space Asset Management Plan, improvement actions




9.2 Monitoring and Review Procedures

9.2.1 AMP Review Procedure

This Asset Management Plan is relevant and integral to daily Asset Management activity. To

ensure the plan remains useful and relevant the following on-going process of monitoring

and review activity will be undertaken.

• Formal adoption of the plan by the Council:

• A complete revision of the AM plan will be carried out every three years and

presented to Council for adoption.

The next review is due in 2015/16.



Page | 44

10 APPENDICES



Part E – Open Space

Improvement Action 1: Review renewal planning and

Long Term Financial Plan Development processes in

particular in relation to open space assets to ensure

consistent approach and knowledge of responsibilities.


Cultural Development /

Manager Operations

2013/14


Improvement Action 2: Review current request type

categories for ‘maintenance’ and ‘complaint’ to better

define customer expectations.




Manager Council &

Customer Service

2013/14


Improvement Action 3: Develop individual service plans

defining the responsibilities and levels of service for those

services relevant to the assets included in this plan.

Relevant Service Managers 2014/15

Part E – Open Space Improvement Action 4: Commence recording of Critical

and High Risk open space assets.



Manager Operations

2013/14

Part E – Open Space Improvement Action 5: Undertake open space asset

inventory update and condition assessment as required.





Planning

2014/15

Part E – Open Space Improvement Action 6: Undertake an analysis of the 2010

/ 2011 data collection to report on asset condition.


Planning 2013/14


Improvement Action 7: Undertake a research activity

to identify the asset lives of all assets contained

within this open space asset management plan.

Manger Operations /




2014/15



Page | 45


Planning

Part E – Open Space Improvement Action 8: Add synthetic playing surfaces

and parks fixtures into the long term renewal forecast.



Manager Operations

2015/16


Improvement Action 9: To allow calculation of the full

cost of service delivery, review the recent changes to

centralising maintenance wages costs.


Finance Manager 2013/14



Page | 46

10.2 Attachment #1 – Budgeted Capital Works Statement


2013-14

ATTACHMENT #1 – BUDGETED CAPITAL WORKS STATEMENT

Macedon Ranges

Budgeted Standard Capital Works Statement

Strategic Resource Plan Projections

2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

$'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

Capital works areas

Land & Buildings

4,081 6,820 5,380 4,555 620 1,485 2,890 2,090 5,100 4,810

Roads

5,410 5,287 4,574 5,078 5,556 7,243 6,788 7,900 7,932 6,968

Footpaths

550 426 450 498 506 516 527 532 542 551

Bridges

540 450 125 125 160 130 160 160 160 160

Drainage

862 760 700 767 1,200 950 800 800 800 800

Furniture & Equipment

767 722 323 388 655 290 355 280 345 350

Plant & Machinery

791 815 897 692 725 825 825 875 875 875

Recreation

3,804 1,285 1,865 845 2,205 1,585 754 1,108 496 325

Other Infrastructure

537 - - - - - - - - -

Total capital works

17,342 16,565 14,314 12,947 11,627 13,024 13,098 13,745 16,250 14,839

Represented by:

Asset renewal

5,664 6,853 7,277 6,565 6,204 7,292 8,437 8,447 9,998 10,186

New assets

5,120 5,882 3,348 2,570 1,479 1,232 484 1,688 2,274 2,073

Asset expansion/upgrade

6,558 3,830 3,689 3,813 3,944 4,500 4,178 3,610 3,977 2,580

Total capital works

17,342 16,565 14,314 12,947 11,627 13,024 13,098 13,745 16,250 14,839



Page | 47

10.3 Attachment #2 – Infrastructure Financial Projections


2012-13

ATTACHMENT #2 - INFRASTRUCTURE FINANCIAL PROJECTIONS

1. Introduction

This report provides the annual result for infrastructure asset renewal forecasts in accordance with

the principles stated in Section 7 of the Asset Management Plan Part A General Information.

Assets are reported at Asset Component level, utilising the following information provided in Parts B

– G Asset Management Plans:

Input Data Source

Intervention level Asset Specific AMP’s – section 6

Useful life Asset Specific AMP’s – section 6

Condition rating distribution Asset Register

Annual renewal expenditure Annual budget

Annual maintenance expenditure Annual budget

Asset quantity Asset register

Renewal rates AMP section 6

Deterioration graph profile Asset Specific AMP’s – section 6

2. Renewal Demand and Renewal Gap Forecast

2.1 Results The following results are extracted from the Moloney model dated November 2012.

Total Renewal Value All Assets $ $461,255,453

Total Present Renewal Exp $ $4,940,401

Av Annual rate of Asset Consumption to Cond.10

$8,324,611

Av Annual rate of Asset Consumption to Intervention Cond.

$9,429,262.79

% of Long Term Av Consumption being met 52.39%

The Average Annual rate of Asset Consumption to Intervention Condition of $9,429,262

represents the funding target Council must be able to achieve.



Page | 48

2.2 Moloney Model Graphs For the next 20 year period following reports are attached:

• Total Annual Renewal Gap

• Cumulative Total Renewal Gap

• Annual Renewal Gap Separated by Asset Group

• Proposed Renewal/Predicted Renewal/% of Asset base above Intervention

Comments:

1. A backlog of around $7.5M exists. The backlog is primarily in the Rural Roads asset

group.

2. Renewal demand increases relatively sharply over the next 10 years then increases

at a slower rate.

Backlog



Page | 49

Comments:

1. The total predicted cumulative renewal gap is approx $80M after 20 years.

Comments:

1. The renewal gap is an approx average of $4M/year

2. The major impacts on the renewal gap are:

• Buildings, and

• Rural Roads

3. More specifically

• Rural Roads – Pavement (approx average $1.0M/year)

• Buildings –Structure (approx average $2.0M/year)

• Buildings – Fit Out (approx average $0.5M/year)



Page | 50

Comments:

1. The Average Annual Rate of Asset Consumption to Intervention of $9.4M is reached

in 2027.

2. The % of renewal demand being met is:

• Current 55%

• 2027 52%

3. On current funding approx 18% of assets will be over intervention by 2032.

3. Level of Confidence/Accuracy of Results

Buildings Structure – Low: Issues remain as to whether an overall building condition properly reflects

the future expenditure profile and asset life as often the building is subject minor renewal

throughout its life.

Buildings Fit-out – Low: Investigations at other Councils indicates that the fit-out renewal is

overestimated due to the very high level rating approach to describe a larger, complicated building,

and possible under-estimation of life and over-estimation of value.

Rural Roads Pavements - Good: Council and the industry have a longer history of road assessments

and a higher level of accuracy would be expected.



Page | 51

4. Funding Strategy

Council faces a significant renewal funding challenge over the next 10 years. At some time in the

future Council must have the ability to fund the Average Annual rate of Asset Consumption to

Intervention Condition of $9.4M. Funding must almost double to meet the projected renewal

demand.

In responding to the forecast and developing a funding strategy Council must be mindful of the low

level of accuracy which may influence the timing of when this funding target must be achieved.

Based on the current input data Council must introduce a funding strategy which:

1. Addresses the backlog works.

2. Progressively increases renewal expenditure from current $4.9M to $9.4M by 2027.

Two options on how this could be achieved are:

• An annual $300,000 increase in renewal funding over that period or:

• An annual rate increase of 1% based on a rate income of $31.585M over that period.

5. Improvement Actions

Future financial forecasts may be improved by the following Improvement Actions:

Improvement Action: 1 Review the current accuracy and methodologies for condition

rating, in particular rural roads, building structure and building fit-out, particularly assets

nearing or past intervention

Improvement Action: 2 Describe levels of service and discuss potential of lowering

standards (an increase in intervention levels) to decrease the asset renewal demand

Improvement Action: 3 Decrease the asset renewal demand by identifying possible

disposal of over-servicing assets