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Infrastructure

& Asset

Management

Plan

2015-2024

Version: 1.3

Presented to Council for

Adoption 16

th

June 2014

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Photo 1 Tasman Tce Then & now

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Version Control

Date References Council Resolution &

Meeting Date

Author Comments

1.1 March 2014 First Draft of combined asset group plan Presented to Council Workshop Monday 28th April 2014 KA 7.7.1.3 v1.6 Not progressed as unable to verify the required data.

Decision to scale back the content of the AMP to enable completion of the LTFP in 2014

Asset Data assistance from Two Minds Consulting

1.2 May & June 2014

Revised Draft following workshop

To Workshop June 3rd 2014 KA Amendments from workshop 28th April and adjustment to London Street Bridge Asset useful life 1.3 11th June 2014 FINAL FOR ADOPTION Council Meeting on 16th June 2014

KA Final version for adoption as aligned with the Long Term Financial Plan

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1.

CONTENTS

2. EXECUTIVE SUMMARY ... 8

2.1. WHAT COUNCIL PROVIDES ... 8

2.1.1. Buildings, Recreational & Other Community Assets ... 8

2.1.2. Water Reuse Scheme Infrastructure Assets ... 8

2.1.3. Stormwater Infrastructure Network of Assets ... 8

2.1.4. Transport Assets... 8

2.2. WHAT DOES IT COST? ... 8

2.3. STRATEGIC OBJECTIVES FOR ASSET MANAGEMENT ... 9

2.4. MEASURING OUR PERFORMANCE ... 10

2.4.1. Quality ... 10

2.4.2. Function ... 10

2.4.3. Safety ... 11

2.5. THE NEXT STEPS ... 11

3. STRATEGIC INFRASTRUCTURE AND ASSET MANAGEMENT PLANNING ...12

3.1. BACKGROUND ... 12

3.2. KEY STAKEHOLDERS IN THE PREPARATION AND IMPLEMENTATION OF THIS ASSET MANAGEMENT PLAN ARE: ... 13

3.3. GOALS AND OBJECTIVES OF ASSET MANAGEMENT ... 14

3.4. INTEGRATED STRATEGIC MANAGEMENT PLANNING ... 15

3.4.1. Strategic Plan Key Areas, Goals and Objectives ... 16

3.5. PLAN FRAMEWORK ... 20

3.6. CORE AND ADVANCED ASSET MANAGEMENT ... 20

4. LEVELS OF SERVICE ...22

4.1. CUSTOMER RESEARCH AND EXPECTATIONS ... 22

4.2. CURRENT LEVELS OF SERVICE ... 24

4.3. DESIRED LEVELS OF SERVICE ... 24

4.4. LEGISLATIVE REQUIREMENTS ... 25

5. FUTURE DEMAND ...27

5.1. DEMAND FORECAST ... 27

5.2. GREATER PORT LINCOLN &LOWER EYRE PENINSULA FORECASTS OF GROWTH ... 28

5.3. OPTIMUM USE OF EXISTING ASSETS ... 29

5.4. DEMAND FACTORS,PROJECTIONS AND IMPACT ON SERVICES ... 29

5.4.1. Population Projections ... 29

5.4.2. Ageing Demographic Changes ... 30

5.4.3. Changes in Technology ... 31

5.4.4. Demand Management Plans ... 31

5.4.5. Demand management strategies will be based on the following principles: ... 32

5.4.6. New Assets from Growth ... 35

6. STRATEGY ...36

6.1. CURRENT SITUATION ... 36

6.1.1. Physical Parameters ... 36

6.1.2. Asset Condition ... 36

6.2. ASSET CAPACITY AND PERFORMANCE ... 48

6.3. ASSET VALUATIONS ... 50

6.4. RISK MANAGEMENT PLAN ... 51

6.5. MAINTENANCE PLAN ... 51

6.5.1. Standards and Specifications ... 52

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6.6.3. Summary of future renewal expenditure ... 52

6.6.1. Disposal Plan ... 53

6.7. ACQUISITION AND UPGRADES OF ASSETS ... 54

6.7.1. Selection criteria ... 54

6.7.2. Standards and specifications ... 54

6.7.3. Summary of future upgrade/new assets expenditure... 54

6.8. FINANCIAL SUMMARY ... 54

6.8.1. Sustainability of Service Delivery ... 54

6.8.2. Long term - Life Cycle Cost ... 54

6.8.3. Medium term – 10 year financial planning period ... 55

6.9. FUNDING STRATEGY ... 55

6.10. VALUATION FORECASTS ... 56

6.11. KEY ASSUMPTIONS MADE IN FINANCIAL FORECASTS ... 56

7. ASSET MANAGEMENT PRACTICES ...57

7.1. FINANCIAL ASSET MANAGEMENT SYSTEM ... 57

7.2. ASSET MAINTENANCE SYSTEMS ... 58

7.3. INFORMATION FLOW REQUIREMENTS AND PROCESSES ... 59

7.4. ASSET RECOGNITION AND CAPITALISATION PROCESS ... 59

7.4.1. Physical Assets Received Free of Charge ... 59

7.4.2. Capitalisation and Addition of Council Funded assets ... 59

8. FUTURE DIRECTION ...60

8.1. WHERE DO WE WANT TO BE? ... 60

8.2. PERFORMANCE MEASURES ... 60

8.3. IMPROVEMENT PLAN ... 61

8.4. MONITORING AND REVIEW PROCEDURES ... 62

9. GLOSSARY ...63

10. ABREVIATIONS ...66

11. REFERENCES, STANDARDS & GUIDELINES ...66

CHAPTER 1 BUILDINGS AND OTHER COMMUNITY ASSETS ...67

12. BUILDINGS AND OTHER COMMUNITY ASSETS ...68

12.1. STANDARDSERVICELEVELS ... 72

12.2. MAINTENANCEEXPENDITURE ... 74

12.3. ASSETSIDENTIFIEDFORNON-RENEWAL ... 75

12.4. CAPITALPROJECTSANDFORECASTS ... 76

CHAPTER 2 STORM WATER INFRASTRUCTURE ASSETS...78

13. STORMWATER INFRASTRUCTURE ASSETS ...79

13.1. STANDARDSERVICELEVELS ... 83

13.2. MAINTENANCEEXPENDITURE ... 84

13.3. CAPITALPROJECTSANDFORECASTS ... 85

CHAPTER 3 TRANSPORT INFRASTRUCTURE ASSETS ...86

14. ROAD TRANSPORT INFRASTRUCTURE ASSETS ...87

14.1. STANDARDSERVICELEVELS ... 91

14.2. MAINTENANCEEXPENDITURE-ROADS ... 93

14.3. CAPITALPROJECTSANDFORECASTS ... 94

15. FOOTPATH INFRASTRUCTURE ASSETS ...95

15.1. STANDARDSERVICELEVELS ... 99

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15.3. CAPITALPROJECTSANDFORECASTS ... 101

16. KERBING INFRASTRUCTURE ASSETS ... 102

16.1. STANDARDSERVICELEVELS ... 106

16.2. MAINTENANCEEXPENDITURE-KERBING ... 107

16.3. CAPITALPROJECTSANDFORECASTS ... 108

APPENDIX A: ANTICIPATED UPGRADE AND NEW CAPITAL WORKS PROJECTS ... 109

APPENDIX B TO F: EXTRACTS FROM CITY OF PORT LINCOLN ASSET REGISTER TO 2025 ... 112

APPENDIX G: ... 132

PLEC PROGRAM PARTNERSHIP WITH STATE GOVERNMENT ... 133

APPENDIX H: ... 134

STORMWATER MANAGEMENT PROGRAM OF WORKS SCHEDULE ... 135

Chart 1 Demographics ... 30

Chart 2 Buildings & OCA Current vs Written Down Values ... 69

Chart 3 Buildings & OCA Consumption Profile ... 70

Chart 4 Building & OCA Age Profile ... 71

Chart 5 Maintenance Expenditure Trend Forecasts ... 74

Chart 6 Stormwater Assets Current vs Written Down Value ... 80

Chart 7 Stormwater Consumption Profile ... 81

Chart 8 Stormwater Assets Age Profile ... 82

Chart 9 Stormwater Maintenance Expenditure Trend Forecasts ... 84

Chart 10 Road Assets Current vs Written Down Value ... 88

Chart 11 Road Assets Consumption Profile ... 89

Chart 12 Road Assets Age Profile... 90

Chart 13 Road Transport Assets Maintenance Expenditure Trend Forecasts ... 93

Chart 14 Footpath Assets Current vs Written Down Value ... 96

Chart 15 Footpath Assets Consumption Profile ... 97

Chart 16 Footpath Assets Age Profile ... 98

Chart 17 Footpaths Assets Maintenance Expenditure Trend Forecasts ... 100

Chart 18 Kerbing Assets Current vs Written Down Value ... 103

Chart 19 Kerbing Assets Consumption Profile ... 104

Chart 20 Kerbing Assets Age Profile ... 105

Chart 17 Kerbing Assets Maintenance Expenditure Trend Forecasts ... 107

Figure 1 Road Map for Asset Planning ... 21

Photo 1 Tasman Tce Then & now ... 2

Photo 2 Civic Hall Nautilus Theatre Then & Now ... 2

Photo 3 Aerial View of Port Lincoln ... 27

Photo 4 Flinders Theatre ... 35

Photo 5 City of Port Lincoln Councillors and Mayor 2010 to 2014 ... 53

Table 1 Type of Assets covered by this Plan ... 12

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Table 6 Condition Rate Scale ... 37

Table 7 Building and Other Community Assets Condition Rating by Category ... 38

Table 8 Known Service Performance Deficiencies ... 48

Table 9 Responsibilities of Key Personnel... 57

Table 10 Accounting Standards ... 58

Table 11 Improvement Plan for City of Port Lincoln Assets ... 61

Table 12 Building & OCA Key Data ... 68

Table 13 Standard Service Levels Building and Other Community Assets ... 72

Table 14 Standard Service Levels Water Reuse Assets ... 73

Table 15 Maintenance Expenditure Trends ... 74

Table 16 Building & OCA Capital Expenditure ... 76

Table 17 Building and Other Community Assets Maintenance, Planned and Projected Expenditure ... 77

Table 18 Stormwater Key Data ... 79

Table 19 Standard Service Levels Stormwater Drainage Assets ... 83

Table 20 Standard Service Levels Stormwater Pump Station Assets ... 83

Table 21 Stormwater Maintenance Expenditure Trends ... 84

Table 22 Stormwater Capital Expenditure ... 85

Table 23 Stormwater Infrastructure Maintenance, Planned and Projected Expenditure ... 85

Table 24 Roads Key Data ... 87

Table 25 Standard Service Levels Unsealed Road Assets ... 91

Table 26 Standard Service Levels Sealed Road Assets – Collectors/Distributor & Heavy Vehicle Routes – High Volume AADT>2000Vpd ... 91

Table 27 Standard Service Levels Sealed Road Assets Low Volume Residential <2000Vpd ... 92

Table 28 Road Transport Maintenance Expenditure Trends ... 93

Table 29 Road Assets Capital Expenditure... 94

Table 30 Road Transport Assets Maintenance, Planned and Projected Expenditure ... 94

Table 31 Footpaths Key Data ... 95

Table 32 Standard Service Levels Footways (Footpath) Assets ... 99

Table 33 Footpath Maintenance Expenditure Trends ... 100

Table 34 Footpath Assets Capital Expenditure ... 101

Table 35 Footpath Assets Maintenance, Planned and Projected Expenditure ... 101

Table 36 Kerbing Key Data ... 102

Table 37 Standard Service Levels Kerbing Assets ... 106

Table 38 Footpath Maintenance Expenditure Trends ... 107

Table 39 Kerbing Assets Capital Expenditure ... 108

Table 40 Kerbing Assets Maintenance, Planned and Projected Expenditure ... 108

Table 41 New & Upgraded Assets for inclusion in the IAMP and LTFP... 110

Table 42 PLEC Program ... 114

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2.

EXECUTIVE SUMMARY

2.1.

What Council Provides

The City of Port Lincoln has a significant portfolio of community assets under its care and control. Council is the custodian of buildings, recreation and other community assets in partnership with government, community, private groups and other external parties. Through its assets, Council aims to provide quality public infrastructure and amenities that are safe, functional and meet the needs of the local community, visitors, tourists, industry and commerce and Council employees.

Community assets, in the broadest sense, are infrastructure, buildings and pieces of land that are an essential part of the social fabric of the area. Where they are in existing use, the loss of assets for community use, would significantly affect that community’s well-being. The continuity, upgrade and creation of assets should fulfil a real need in the community.

This Infrastructure and Asset Management Plan, incorporates the assets groups in chapters of:

2.1.1. Buildings, Recreational & Other Community Assets

incorporates office buildings, sheds, sporting fields and clubrooms, aged home units, museums and public amenities as well as other community assets such as playgrounds, boat ramps, foreshore infrastructure, car parks and waste disposal and recycling facilities

2.1.2. Water Reuse Scheme Infrastructure Assets

2.1.3. Stormwater Infrastructure Network of Assets

Council aims to provide a Stormwater network in conjunction with the Department for Planning, Transport & Infrastructure and the Natural Resource Management Board to:

 enable the control of stormwater sufficient to prevent flooding of properties during a 1 in 5 storm event,

 minimise damage to properties during a 1 in 100 storm event, and  provide pollution control.

This group of assets include a combination of underground stormwater systems, (including drainage pipe network, box culverts, inlets & outlets) drainage pits, pumping stations, wetlands & detention basins and open channel systems which combine to provide flood prevention and protection to the City of Port Lincoln.

2.1.4. Transport Assets

Council provides a Transport network in partnership with the Department of Planning, Transport & Infrastructure and private road owners to enable the delivery of a transport network that is safe, reliable and enables access to/from key modes within the City of Port Lincoln with minimal of delays.

The Transport asset group includes Sealed Surfaces, Unsealed surfaces, Road Base, Kerbing, Footways and Bridges.

2.2.

What does it Cost?

There are two key indicators of cost to provide community assets. The life cycle cost, being the average cost over the life cycle of the asset and the total maintenance and capital renewal expenditure required to deliver existing service levels.

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the current service levels over the longest asset life. Life cycle costs include maintenance and asset consumption (depreciation expense).

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Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision through assets. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals.

A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying for their share of the assets they are “consuming” each year. The purpose of this Asset Management Plan is to identify levels of service that the community needs and can afford and to enable informed development of the necessary long term financial plans to provide the service in a sustainable manner.

Of concern to Council is the future cost implications when assets such as stormwater infrastructure that were constructed in the 1970’s and 1980’s reaches the end of their useful life. Forward planning strategies need to be investigated during the life of this and subsequent plans to minimise the impacts of future high renewal costs. Future land developments may also have an adverse affect on the current stormwater infrastructure capacity.

Councils road network overall is in reasonable condition, however over recent years reduced budget allocations have caused some roads to deteriorate further than the identified service levels.

2.3.

Strategic Objectives for Asset Management

Council plans to operate and maintain its community assets to achieve the following strategic objectives:  The quality and functionality of assets and their associated services is aligned to on-going service

delivery programs and Council’s Strategic Directions

 Buildings, recreation and other community assets are maintained in a safe and functional condition consistent with the planned levels of service

 Accessibility, sustainability and risk management principles are integrated into the management of assets and infrastructure

 10 year infrastructure and asset management plans are utilised in Council budget decision making process.

 Recreation assets meet the identified needs of the community and visitors for pedestrian paths and trails, playgrounds, swimming facilities and boating facilities

 Upgraded and new assets meet the needs of the City’s growth at planned service levels and deliver Strategic Directions priorities.

 Catchment of stormwater throughout the City.

 Incorporate water reduction strategies and storage facilities into Council’s development requirements.  Stormwater assets are managed in accordance with the Stormwater Management Plan prepared by Tonkin Consulting (reference N20142952 14.20.2.2) as adopted by Council on 3rd of February 2014 CO 14/018

 Transport Assets provide a safe and accessible transport network to meet the needs of industry, tourists and the community

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2.4.

Measuring our Performance

2.4.1. Quality

Community assets will be maintained in a safe and functional condition. Defects found or reported that are outside adopted service standards will be repaired. Levels of service that the Council is delivering on behalf of the community are determined by considering the needs and desires of those affected by the asset. These levels of service and a risk assessment determine the inspection regimes and maintenance and renewal program. The financial implications of this asset management plan define the long term financial requirements for the management of the assets.

The plan includes an improvement program to continually refine and improve asset management practices and processes.

Transport assets will be maintained in a fit for use condition. Defects found or reported that are outside our service standard will be repaired.

2.4.2. Function

Council’s intent is to maintain appropriate buildings, recreation and other community assets in partnership with other levels of government and stakeholders to deliver facilities that meet the needs of associated stakeholders.

Asset Management Planning has the following key functional objectives:

 levels of service are maintained, regularly reviewed and revised if required  demand for the use of assets is monitored and asset/facility management is

reviewed when required

 assets are maintained in a strategic way from planning and creation, through the lifecycle of use, maintenance and repair, to renewal, upgrade or disposal

 financial commitments are identified for asset management at planned levels of service for the full asset life cycle

 information and systems support the optimum management of assets, allocation of required funding and continuous improvement of practices.

Our intent is that an appropriate Transport network is maintained in partnership with other levels of government and stakeholders to improve the provision and maintenance of public infrastructure and facilities to support the growth of the City.

Transport asset attributes will be maintained at a safe level and associated signage and equipment be provided as needed to ensure public safety. We need to ensure key functional objectives are met:

 Transport network does not endanger the safety of the general public.

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2.4.3. Safety

Buildings, recreation and other community and infrastructure assets will be maintained at a safe level and associated signage and equipment provided, to ensure public safety. Council will undertake inspections regularly and prioritise and repair defects to ensure assets are adequately maintained to meet their design standards.

Council has various policies, procedures and systems in place to minimise risk to the community by ensuring that:

 Building work undertaken is compliant with the Development Act and Regulations, the National Construction Code and Australian Standards

 Risks are identified and effectively managed

 Contractors engaged to undertake work on buildings are licensed and managed via stringent contractor management processes

 Procurement practices are in place and include risk management principles  Water Reuse Scheme infrastructure is maintained within the guidelines of the

relevant management plans endorsed by the EPA

 Transport Asset defects are monitored through the use of a software system known as Road Surface Manager (RSM)

 Council inspects its Transport assets regularly and prioritises the repair of defects in accordance with risk management principles to ensure they are safe.

2.5.

The Next Steps

The actions resulting from the development and then adoption of this Infrastructure and Asset Management Plan are:

 The preparation, sustainability testing and adoption of Council’s Long Term Financial Plan  Implement actions outlined in the Improvement Plan

 Actions to address key risks identified in the Risk Management Plan

 Regular review and refinement of this plan to reflect asset portfolio changes and inform Council’s Long Term Financial Plan.

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3.

STRATEGIC INFRASTRUCTURE AND ASSET MANAGEMENT PLANNING

3.1.

Background

The purpose of this Infrastructure and Asset Management Plan is to demonstrate responsive management of assets (and services provided implicitly from assets) in compliance with regulatory requirements, and to communicate funding required to provide and maintain the required levels of service.

The Asset Management Plan is to be read with the following associated planning documents:  City of Port Lincoln “Strategic Directions” Strategic Management Plan 2012 Review  City of Port Lincoln Community Survey 2011

 City of Port Lincoln Long Term Financial Plan (pending as at April 2014)  City of Port Lincoln Playground Review Report – February 2006  City of Port Lincoln Asset Management Policy Document 7.63.10.

This Asset Management Plan covers the following assets as categorised below: Table 1 Type of Assets covered by this Plan

BBQ FACILITIES

BIKE TRACK

BOAT RAMP

BRIDGES

BUILDING - STRUCTURE

BUILDINGS

BUS SHELTERS

CARAVAN PARK

CARPARKS

HOCKEY

IRRIGATION

JETTY

KERBING AND GUTTERING

LIGHTING STRUCTURES

LOOKOUT

MONUMENT

MUSEUM

NETBALL COURTS

OTHER COMMUNITY ASSETS

OVAL

PLAYGROUND

RESERVE

RESERVE - DRAINAGE

RESERVE - PLAYGROUND

RESERVE - SPORTING

RESERVE - UNCLEARED

RESERVE - WALKWAY

RESOURCE RECOVERY CENTRE

ROAD BASE

ROAD SURFACE

SHEDDING

SHELTER / GAZEBO

SIGNAGE

SPORTING - MISC

STORM WATER DRAINAGE

STREET FURNITURE

TENNIS

TOILETS

TREES

UNSEALED ROADS

WALKWAY

WATER TANKS

* NOTES:

1. Other Community Assets

This class includes community assets that are not defined within the other classes of assets such as retaining and revetment walls, paving along Tasman Terrace, swimming enclosure, electrical works, CCTV Cameras and decking on the foreshore.

2. Ovals

The oval represented within this report is Ravendale as it is on land that is owned by council. Other ovals (Centenary, Poole, Kirton) are based on Crown Land and do not come within the scope of this Asset Management Plan

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3.2.

Key stakeholders in the preparation and implementation of this Asset

Management Plan are:

City of Port Lincoln The legal owner and custodian of the assets Elected Members of

Council

The Elected Members have a stewardship responsibility for the care and control of the assets

Operations Manager and Manager Community Infrastructure

Responsible for development and implementation of the capital works program and maintenance programs

Assists with the delivery and maintenance of building, recreation and other community assets

External Stakeholders Council recognises there are many varied external stakeholders. These include but are not limited to:

 EPLGA and LGA

 Sporting Communities of interest  General Community Groups  Government agencies

 Tourism Eyre Peninsula and Regional Development Australia Whyalla and Eyre Peninsula

 Environment Protection Authority (EPA)

 Small business operators (such as personal trainers, dog trainers etc.) who are licensed to use some of Council’s recreation assets in the course of their business

 Department of Planning, Transport & Infrastructure

Ratepayers Council recognises that Ratepayers are a stakeholder as primary users of the buildings, recreation and other community assets portfolio.

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3.3.

Goals and Objectives of Asset Management

Council exists to provide services to its community. Some of these services are supported by the provision of buildings, recreational facilities and other community assets. Council has acquired these community assets by ‘purchase’ – by contract, construction by council staff and by donation of assets constructed by developers and others – to meet the levels of service deemed desirable, appropriate, and sustainable at the time of acquisition. Council’s goal in managing infrastructure assets is to meet the planned levels of service in the most cost effective manner for present and future consumers. The key elements of this infrastructure and asset management plan are:

 Taking a life cycle approach

 Developing cost-effective management strategies for the long term

 Providing and managing defined levels of service and monitoring of asset management performance  Understanding and meeting the demands of growth through demand management and infrastructure

investment

 Managing risks associated with asset failures  Sustainable use of physical resources

 Guiding sustainable long term financial planning for future management of existing and planned assets  Continuous improvement in asset management practices.1

 Provide safe open spaces to meet community needs Improve safety & overall standards of open space through a comprehensive review of land under the care & control of Council

 Maintain recycled water infrastructure so that council reserves and ovals can be irrigated throughout the year and during periods of water restrictions

 Sustainable management of water & energy sources

 Develop & implement strategies that will reduce water usage on public open spaces  Provision & maintenance of water reuse plant, pipework & associated assets  Develop and implement a traffic management plan for the City

 Provide improved and upgraded parking facilities in the CBD, including parking for businesses, shoppers and tourists

 Pedestrian crossings meet the needs of the community

 Improved heavy vehicle access through the Lower Eyre Peninsula region

 To explore and maximise funding opportunities from State and Federal funding programs for transport infrastructure

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3.4.

Integrated Strategic Management Planning

Strategic Management Planning is vital for Council to ensure it remains financially sustainable into the future. The success of these planning processes is dependent upon clear and consistent strategically based direction by management and the elected Council. Integrated Strategic Management Planning, including Asset Management Plans that inform Council’s financial budgets and Long Term Financial Plans (LTFP), gives the community and ratepayers confidence that decision making is based on a common pathway to achieving Council’s community vision.

In July 2012, the City of Port Lincoln reviewed its 2009 strategic plan and adopted “Strategic Directions

-Council Strategic Plan 2012 Review”.

This Asset Management Plan is prepared under the direction of Council’s vision, goals and objectives as set out in the document Strategic Directions 2012.

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3.4.1. Strategic Plan Key Areas, Goals and Objectives

Council’s Strategic Plan is aligned with the seven key areas of focus of the State Government, and supports the Targets of the South Australian Strategic Plan 2011.

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Council goals and objectives detailed in the Strategic Directions -Council Strategic Plan 2012, and relevant to this Asset Management Plan are:

Recreation and Open Space

Goal 1.1 Recreation & Sporting Activities & Facilities

Provide and support both structured and non structured recreation and sporting activities and quality facilities for all members of the community

Objectives / Strategies

 Provide safe and accessible multi use pedestrian trails for all members of the community in accordance with Walk21 Charter.

 To ensure playgrounds and associated infrastructure meet current design and maintenance standards.

 Encourage wider community participation at Ravendale Sporting Complex to ensure a sustainable future for the facility.

 Complete the upgrade of tennis facilities at Stevenson St and Tennyson Terrace.  Improve recreational boating facilities.

 Improve facilities at sporting grounds.

 Encourage sporting bodies to be self sufficient and adopt “business model” for management of their clubs.

 Provide a safe swimming environment that m eets the needs of the community and visitors.

Recreation and Open Space Goal 1.2 Open spaces

Provide safe open spaces to meet community needs Objectives / Strategies

 Review Community Land Management Plans to guide the use of open spaces in the City Of Port Lincoln.

 Improve the safety and overall standards of open space through a comprehensive review of land under the care and control of Council.

Recreation and Open Space Goal 1.3 Funding and Resources

Provide funding and resources to achieve goals Objective / Strategy

 Explore partnering and funding arrangements for key infrastructure development projects.

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City Image

Goal 2.1 Public Places and Facilities Enhance the image of public places. Objectives / Strategies

 Improve the cleanliness of public places through the provision of litter bins and the control of vandalism.

 Implement planned maintenance and construction program of public amenities.  Continuous improvement of cemetery facilities.

 Maintenance program for the city’s parks and gardens.

Infrastructure

Goal 3.1 Public Infrastructure and facilities

Improve the provision and maintenance of public infrastructure and facilities to support the growth of the City.

Objectives / Strategies

 10 year infrastructure and asset management plans are utilised in C ouncil budget decision making process.

 Community buildings meet the required standards and needs of the community.

Infrastructure

Goal 3.2 Funding and Resources

Funding and resources are provided to achieve goals Objective / Strategy

 Assist community groups to construct and maintain quality infrastructure and facilities.

Transport

Goal 4.1 Traffic Management

Provide a safe and accessible transport network to meet the needs of industry, tourists and the community Objectives / Strategies

 Develop and implement a traffic management plan for the City.

 Provide improved and upgraded parking facilities in the CBD, including parking for businesses, shoppers and tourists.

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Environment

Goal 5.3 Water and Energy Reso urces

Sustainable management of water and energy sources Objectives / Strategies

 Develop and implement strategies (for example mulching, water tolerant species etc) that will reduce water usage on public open spaces.

 Reduce Council’s energy consumption.

Community Projects Goal 6.1 Infrastructure

Provide facilities that support our community and visitors to our City. Objectives / Strategies

 Development of a joint use Civic Centre in the CBD.  Planning undertaken for community recreation facility.

 The redevelopment of the Nautilus Theatre and Civic Hall complex enables a sustainable future.

 Maximise community use of Arteyrea Gallery and Workshop.  Maximise use of all community buildings.

 Development of new animal shelter and kennel facility.  Implementation of the Animal Management Plan. .

Community Projects Goal 6.2 Community

Encourage the Provision of activities and programs for the City’s community Objectives / Strategies

 Community event support through the use of Council services and facilities  Provide support for Crime Prevention Initiatives.

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Economic Development

Goal 7.2 Sustainable Business Investment and Growth

Facilitate and encourage sustainable business investment and growth in the City Objectives / Strategies

 Facilitate and support initiatives to attract new industry to the City.  Continue to support the growth of existing local business.

 Investigate open space consolidation/development for housing projects

 Commercial opportunities to assist Sporting and community gr oups in becoming financially sustainable.

Economic Development

Goal 7.3 Regulatory Framework

Council’s regulatory framework supports sustainable economic growth

Objective / Strateg y

1. Ensure council provides a regulatory and planning framework that encourag es and supports sustainable economic development.

3.5.

Plan Framework

Key elements of this Asset Management Plan are:

 Levels of service – specifies the services and levels of service to be provided by Council  Future demand – how this will impact on future service delivery and how this is to be met

 Life cycle management – how Council will manage its existing and future assets to provide the required services

 Financial summary – what funds are required to provide the required services  Asset management practices

 Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives  Asset management Improvement Plan.

3.6.

Core and Advanced Asset Management

This Infrastructure and Asset Management Plan is prepared as a ‘core’ Asset Management Plan in accordance with the International Infrastructure Management Manual. It is prepared to meet minimum legislative pursuant to Local Government Act 1999 Section 122 (1a)(b) and organisational requirements for sustainable service delivery and long term financial planning and reporting. Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or ‘network’ level.

Future revisions of this Asset Management Plan will move towards ‘advanced’ asset management using a ‘bottom up’ approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

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A typical road map for preparing an Infrastructure and Asset Management Plan is shown below. Figure 1 Road Map for Asset Planning

Source: IIMM Fig 1.5.1, p 1.11

IS THE PLAN AFFORDABLE? CORPORATE PLANNING

Confirm strategic objectives and establish AM policies, strategies & goals.

Define responsibilities & ownership. Decide core or advanced AM Pan. Gain organisation commitment.

REVIEW/COLLATE ASSET INFORMATION Existing information sources

Identify & describe assets. Data collection Condition assessments Performance monitoring Valuation Data

ESTABLISH LEVELS OF SERVICE Establish strategic linkages Define & adopt statements Establish measures & targets Consultation

LIFECYCLE MANAGEMENT STRATEGIES Develop lifecycle strategies

Describe service delivery strategy Risk management strategies Demand forecasting and management

Optimised decision making (renewals, new works, disposals)

Optimise maintenance strategies

FINANCIAL FORECASTS Lifecycle analysis Financial forecast summary Valuation Depreciation Funding

IMPROVEMENT PLAN Assess current/desired practices Develop improvement plan

ITERATION

Reconsider service statements Options for funding Consult with Council Consult with Community

DEFINE SCOPE & STRUCTURE OF PLAN INFORMATI ON MANAGEMENT, a nd DATA IMPROVEMENT AM PLAN REVIEW AND AUDIT IMPLEMENT IMPROVEMENT STRATEGY ANNUAL PLAN / BUSINESS PLAN INFORMATI ON MANAGEMENT, a nd DATA IMPROVEMENT

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4.

LEVELS OF SERVICE

4.1.

Customer Research and Expectations

Council undertook community consultation in 2011. The following table summarises survey responses in in regard to numerous buildings, recreational and other community assets. The survey data excludes some Council owned buildings, recreational and other community assets, such as aged care units and museums. There were 725 community responses for most of the performance measures in the table below.

Table 2 Community Satisfaction Levels

(based on 2011 Community Survey responses indicating usage and/or an opinion of the facility).

Performance Measure Not used/No

opinion Above Expectation Satisfactory Below Expectation Boat Ramps 46.10% 11.40% 38.80% 3.70%

Aged Care support services &/or

facilities 56.60% 4.50% 26.70% 12.10%

Arteyrea Gallery 44.80% 11.20% 34.90% 9.10%

Bike lanes 59.30% 2.30% 26.10% 12.30%

BMX Bike track 77.5% 0.08% 10.5% 11.2%

Civic Hall - Art Gallery & Shop 27.2% 22.1% 49.1% 1.7%

Civic Hall (Nautilus Theatre) 15.60% 23.60% 54.20% 6.60%

Flinders Theatre 18.50% 3.80% 42.70% 35%

Footpaths - CBD 2.50% 10.50% 66.90% 20.10%

Footpaths - residential 4.80% 2.50% 44.30% 48.40%

Foreshore Lawns 8.40% 39.30% 49.80% 2.50%

Foreshore swimming enclosure 37.1% 2.9% 27.0% 33.0%

Leisure Centre pool 31.80% 7.60% 39.10% 21.50%

Leisure Centre Stadium 47.90% 3.40% 36.70% 12%

Parks & Reserves 11.60% 24.30% 58.60% 5.50%

Playgrounds 31.30% 16.00% 43.70% 9.00%

Public Toilets (CBD) 13.20% 4.00% 43.40% 39.30%

Public Toilets (other areas) 21.20% 1.10% 26.90% 50.80%

Ravendale Community Sports

Centre Building 21.50% 27.70% 44.80% 5.90% Skate Park 67.90% 9.10% 18.30% 4.70% Sporting Ovals 33% 11.90% 49.10% 6.10% Street Bins 9.90% 8.00% 69.70% 12.40% Street Furniture 12.80% 6.90% 65% 15.30% Street landscaping 11% 15.20% 58.20% 15.60% Street Signage 9.20% 6.30% 70.90% 13.50%

Swimming - foreshore beach 28.70% 6.80% 50.30% 14.30%

Swimming - other local areas 32.90% 8.10% 51.80% 7.20%

Tennis Courts 51.60% 14.30% 27.70% 6.30%

Visitor Information Centre 19.20% 32.40% 44.40% 4.00%

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The survey comments and results suggested the following:

 The combined average satisfaction level with all assets listed above was 79.90%

 The foreshore swimming enclosure was unsatisfactory, with the need to enlarge it to 50m, bring it closer to the beach and provide a shelter and diving equipment

 Public Toilets in the CBD and in other areas were not satisfactory, impacting negatively on the city image, in poor condition and requiring upgrades with 81.8% of respondents supporting provision of additional facilities in the CBD

 The BMX facility was unsatisfactory and required an upgrade

 The boat ramps were satisfactory, albeit slippery, with the need to upgrade the Proper Bay and foreshore ramps and provide fish cleaning facilities

 Walking trails were satisfactory, with the requirement for more to be sealed, disabled access, linkages to residential areas and more seating, rubbish bins and doggy bags provided

 Playgrounds were satisfactory, with the Nelson Square playground requiring an upgrade and the need to provide better shade and shelters and equipment in all playgrounds

 Ravendale Community Centre was satisfactory, with the need to better utilise the facility

 The ovals, tennis and netball facilities were satisfactory with the need to provide more seating and shelters at the netball and seating, a grandstand and more lighting structures at centenary

 Arteyrea workshop was satisfactory although underutilised and requiring refurbishment

 Civic Hall was satisfactory and well utilised with a need to upgrade, air condition, update the appearance and the equipment

 Visitor Information Centre was satisfactory, with the requirement to upgrade and modernise to improve the appearance and to improve visitor parking.

 Council road network was satisfactory - additional resources and attention to maintenance of pot holes etc

 Some footpaths were not up to standard or non existent. CBD upgrades to footpaths were good  Need more crossovers for prams and disability access

Notes:

No questions were specifically asked about community satisfaction with Filtration assets, only the areas irrigated by recycled water.

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4.2.

Current Levels of Service

Service levels have been developed for this IAMP using two parameters:

Community

Technical

Community levels of service are performance measures developed from the customer’s perspective (how they receive the service).

Technical service levels are performance measures used in providing the service using technical terms. These are planned, implemented and controlled in order to influence the customer service levels.

The customer and technical dimensions are usually (but not always) dependent on each other, such that high technical quality contributes to high service quality.

Community Levels of Service

Technical or Operational Measures of Service

Legislative Compliance

Condition

Safety

Performance

Customer Satisfaction

Design and Capacity

A table outlining the standard Levels of Service for Council assets is included in each Chapter of this IAMP. Council is yet to develop detailed measures and targets relating to this Asset Management Plan’s Levels of Service.

4.3.

Desired Levels of Service

At present, indications of desired levels of service are obtained from various sources including the City of Port Lincoln Community survey undertaken in 2011, public consultation relating to specific projects, residents’ feedback to Elected Members and Council employees, service requests and correspondence.

Whilst Council has adopted the Service and Program Reviews Policy 18.63.7, Council is yet to quantify desired levels of service on a comprehensive and integrated basis. This will be included in a future revision of this Asset Management Plan, in accordance with the LGA ‘Financial Sustainability’ Information Papers No. 26: Service Range and Levels and No. 6: Infrastructure and Asset Management.

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4.4.

Legislative Requirements

Council must comply with many legislative requirements including Australian and State legislation and State regulations. These include:

Table 3 Legislative Requirements

Legislation Requirement

Australian Guidelines for Water Recycling Managing Health and Environmental Risks (Phase 1) - 2006

Provides quality standards for treatment of effluent for “Municipal Use – Unrestricted Access and Application”

Australian Standards as applicable

Specifications and procedures designed to ensure that a material, product, method or service is fit for its purpose and consistently performs in the way it was intended and establishes safety criteria.

Building Code of Australia

The goal of the BCA is to enable the achievement of nationally consistent, minimum necessary standards of relevant, health, safety (including structural safety and safety from fire), amenity and sustainability objectives efficiently.

Community Titles Act 1996

An Act to provide for the division of land into lots and common property; to provide for the administration of the land by the owners of the lots; and for other purposes.

Council Development Plan

Council Development Plan is arranged with the objectives and principles of development control for the Eyre Peninsula, appearing first, followed by the Council Wide policies and in turn more detailed policies relating to particular zones, and areas.

Development Act 1993

An Act to provide for planning and to regulate development in the State; to regulate the use and management of land and buildings, and the design and construction of buildings; to make provision for the maintenance and conservation of land and buildings where appropriate; and for other purposes.

Disability Discrimination Act (Cth) 1992

 eliminate discrimination against people with disabilities 

 promote community acceptance of the principle that people with disabilities have the same fundamental rights as all members of the community, and 

 ensure as far as practicable that people with disabilities have the same rights to equality before the law as other people in the community  Environment Protection Act

An Act to provide for the protection of the environment; to establish the Environment Protection Authority and define its functions and powers; and for other purposes.

Food Act 2001 An Act to provide for the safety and suitability of food; and for other purposes.

Highways Act 1926

An act to provide for the appointment of a Commissioner of Highways and to make further and better provision for the construction and maintenance of roads and works; and for other purposes

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Legislation Requirement

Housing Improvement Act 1940

An Act to provide for the improvement of sub-standard housing conditions, to provide for housing of persons of limited means, to regulate the rentals of sub-standard dwelling/houses in the metropolitan area and in certain other parts of the State, and for other purposes.

Land and Business (Sale and Conveyancing) Act 1994

An Act to regulate the sale of land and businesses and the preparation of conveyancing instruments; and for other purposes.

Liquor Licensing Act 1997 An Act to regulate the sale, supply and consumption of liquor; and for other purposes.

Local Government Act 1999

Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by infrastructure and Asset Management Plans for sustainable service delivery.

Native Vegetation Act

An Act to provide incentive and assistance to landowners in relation to the preservation and enhancement of native vegetation; to control the clearance of native vegetation; and for other purposes.

Natural Resources Management Act 2004

An Act to promote sustainable and integrated management of the State’s natural resources; to make provision for the protection of State’s natural resources; and for other purposes.

Road Traffic Act 1961 Consolidates and amends certain enactments relating to road traffic and other purposes

South Australian Public Health Act 2011

An Act dealing with public and environmental health; to repeal the Health Act 1935, the Noxious Trades Act 1934 and the Venereal Diseases Act 1947; and for other purposes.

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5.

FUTURE DEMAND

5.1.

Demand Forecast

The City of Port Lincoln is the largest regional city within the “West Coast” of South Australia. It has developed significantly from its earliest settlement in the mid-nineteenth century into the premier business hub, administrative centre, and tourist destination within western South Australia.

The City of Port Lincoln measures 30 square kilometres in size and has a population of 15,682 people (Australian Bureau of Statistics 3235.0 Population by Age and Sex, Regions of Australia, Port Lincoln (C), 30 June 2011).

Factors influencing demand for services and assets will include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, changes in our productive economy, agricultural practices, technological change, climate change, environmental awareness and changes to legislation.

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5.2.

Greater Port Lincoln & Lower Eyre Peninsula Forecasts of Growth

In 2012 the City of Port Lincoln and the District Council of Lower Eyre Peninsula jointly developed the Greater Port Lincoln Structure Plan. The aim of the Structure Plan was to guide the future planning and development of the Greater Port Lincoln region over the next 10 to 20 years. Whilst the Structure Plan was not formally adopted by Council, the analysis and the information collected is sound and the Structure Plan will be used to guide Council’s planning policy initiatives.

The following extracted sections of the Structure Plan provide general guidance on likely growth and hence demand for services and assets, within the City of Port Lincoln and the Lower Eyre Region. Although these are regionally based statements, the information is relevant to the context of the City of Port Lincoln IAMP. “The economic drivers for the City of Port Lincoln are primarily focused on the fishing, aquaculture, tourism and agricultural sectors. The expansion of the mining and mineral resource industry within the West Coast Region is anticipated to have a positive effect on both economic and population growth in the future.

There are four key drivers of change in future demand for the Lower Eyre Region. These are: • Mining sector

• Tourism industry

• Farming/Agricultural production • Aquaculture and Fishing industry Mining

There is a growing mining industry in the Eyre Region, with several mining projects identified within or near the Greater Port Lincoln area. For example, there is currently a 1.6 million tonne ore deposit being exported from Port Lincoln that will operate for 10 years, and generate local employment for its processing. The mine is located 30 kilometres south-east of Lock. There are also opportunities for Graphite mining in proximity to Port Lincoln. Detailed studies and significant exploration is expected to place over the next few years as part of the potential development or expansion of mines in the region. Subject to the level of development, there is significant scope for employment, infrastructure, social, environmental and other effects on the region. Tourism

The Eyre Region has a number of tourist attractions in areas such as scenery, nature reserves, beaches, coast and islands. Tourism for the Eyre Region generates over $168 million per annum. Tourism is largely focussed around coastal activities such as big game fishing, surfing, shark cage diving and world-class seafood.

Opportunities for the future growth of tourism will build on sustainable tourism, and will be assisted by improved airport facilities such as the Port Lincoln Airport upgrade. Additional tourist accommodation and facilities are identified as high priority by Regional Development Australia.

Agriculture and Farming

In the past, agriculture in the region has focussed on large-scale general farming though this is now supplemented by a growth in viticulture and intensive animal keeping. The Eyre region currently produces over 45% of SA’s wheat crops and 20% of barley crops. It is expected that grain production will increase by over 30% by 2020 – over 3 million tonnes of this will be exported. The region is also seeing growth of the horticulture industry and ‘value-adding’ industries. In future, the region will see the retention of primary production land for continued economic development and food security. There is a need to identify key primary production areas and develop the policies to support their retention, particularly to minimise conflict and encroachment from other land uses.

Aquaculture and Fishing Industry

Marine-based aquaculture is largely tuna and oysters, whilst land-based aquaculture is predominately abalone farming. Wild fisheries provide tuna for farming and 66% of the feedstock for the tuna farms in the Eyre region.

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5.3.

Optimum Use of Existing Assets

Whilst there may be factors that impact on demand, the current asset utilisation is yet to be formally measured to determine the extent to which Council’s asset are being productively used to their full capacity. This is typically measured as a percentage of an asset’s total capacity.

Future amendments to the Development Plan and planning decisions for specific new developments that will generate increased demand for services and assets, will consider associated demands for community services and assets together with existing infrastructure capacity, so that future infrastructure requirements can be identified and where relevant included in future Asset Management Plans.

Development and population growth will be linked to increased numbers and/or values of rateable properties, which in turn will generate new rates revenue, and hence the capacity to invest in and manage new and upgraded assets to meet the needs of the growing community.

5.4.

Demand Factors, Projections and Impact on Services

5.4.1. Population Projections

The Age-Sex Population Projections by Local Government Area, 2006-2026, prepared by the Department of Planning, Transport and Infrastructure predict the Population of Port Lincoln will be 16,131 persons in 2026. Measured from the original 2011 projections, this represents an 8.5% total growth rate over a 15 year period, compared to the forecast State growth rate over the same period, estimated to be 16%. The actual population in 2011 exceeded the original estimates by 5.5%, suggesting that the 2026 population is likely to exceed the current projection.

Population projections are simply estimates of the future size, age structure and geographic distribution of populations, based on particular assumptions about future fertility, mortality and migration. In particular it should be noted that policy, economic and societal changes may result in population outcomes different from those presented here. Population growth within the District Council of Lower Eyre Peninsula, adjacent to the City of Port Lincoln boundaries is likely to create additional demand for services and assets, unmatched by new rate revenue. While this demand growth emanating from just beyond the City’s boundaries is recognised, it is not yet clearly quantified, nor has an equitable and sustainable funding solution been established.

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5.4.2. Ageing Demographic Changes

The following chart, based on the data within the Age-Sex Population Projections by Local Government Area, 2006-2026, reflects the projected movement in demographics for the Port Lincoln area.

Chart 1 Demographics

As in all of the States and Territories around Australia and in all other developed countries, the population is ageing, with the key drivers being low fertility rates and increased life expectancy. The projections reflected in the chart above show an increase in the age groups within the 65 – 80 year old age range and a decrease in all of the age groups within the 15 – 55 year old age range. Facilities and management regimes will be required to meet the needs of a generally older population with less demand for “active recreation” facilities from a younger population.

The requirement to identify changing future service and asset needs, including a “growth scenario” and an “ageing scenario” is included in the Improvement Plan to inform future strategic planning.

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+

Port Lincoln City Council

Projected Changes in Distribution of Ages per Population

2011 Persons 2016 Persons 2026 Persons

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5.4.3. Changes in Technology

Technology changes are forecast to have some impact on the delivery of services covered by this plan.

New construction methods and systems

Including automated construction techniques and modular building systems will have a significant impact on the construction of council assets in the future. Given the long lives of some civil assets it is feasible that by the time they are due to be replaced, automated construction techniques will enable them to be replaced for considerably less than their current replacement cost.

Advances in material science

Could see huge increases in the useful lives of many civil assets. Carbon nanotubes and grapheme, for example, have far greater tensile strengths than steel and structures built from them will be much lighter.

Environmentally Sustainable Power

The cost of solar power has been dropping consistently over the past three decades and should this trend continue, solar power should become cheaper than coal before 2020. Advances in Technology

Are likely to continue at a rapid pace. Three advances – virtualisation, grid computing and Web services – are of particular importance.

Together with high-capacity, fibre-optic communication networks, they can turn a fragmented, unwieldy set of hardware and software components into a single, flexible infrastructure that numerous councils can share, creating consistency of data application, economies of scale and operating efficiencies.

Reduce risks of equipment failure and potential water quality issues

5.4.4. Demand Management Plans

Demand for increased services will be managed through a combination of

 managing existing assets, upgrading of existing assets and providing new assets to meet demand and

 implementing demand management practices, including non-asset solutions, proactively managing risks and addressing failures.

A key principle in responding to growth based service demand will be the maintenance of current (or otherwise specifically agreed) service levels while meeting the needs of a larger population.

Opportunities for demand management will be developed in future revisions of this Asset Management Plan.

Demand management strategies provide alternative ways of meeting community service needs without the creation of new assets, thus deferring or reducing the need for new asset acquisitions. These strategies will need to maximise the utilisation of existing assets through consolidating services and activities and / or divesting assets that are surplus to requirements.

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5.4.5. Demand management strategies will be based on the following principles:

The use of existing facilities should be optimised to provide ratepayers with a value for money service. Options to dispose of certain assets or consolidate, co-locate services and/or user groups will be explored to reduce demand on Council’s limited resources and funds.

A building asset should be retained where it supports the delivery of Council’s core services. If Council has a particular asset that is more aligned to the responsibility (and means) of another tier of government, the private sector or a particular community group, then opportunities to transfer the responsibility (and/or the asset) to the relevant entity will be considered.

Assets that are in a poor condition and/or unsafe will be demolished and not replaced if there is no demonstrated ongoing need

Where an asset with a high condition rating is required and the asset is not approaching the end of useful life, intervention (repair and part renewal) is preferred instead of complete replacement

For assets requiring renewal with a value greater than $100,000, an evaluation and whole of life cost benefit analysis may be undertaken to determine whether an intervention option or full replacement is the most cost effective measure, when works are being considered for the Annual Business Plan and Budget.

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Table 4 Demand Factors, Projections and Impact on Services

Demand factor Present position Projection Impact on services

Population Growth

14,086

2

Increase 1.5% to 2% each year continuously.

Expansion of residential area generally located to west of existing development.

Increased runoff into existing developed areas, increasing pressure on existing stormwater systems. Additional community

infrastructure may be required, including pedestrian and bicycle pathway linkage between new residential areas and existing infrastructure Increase in demand for transport assets, particularly distributor roads which will, in turn, increase maintenance costs

Demographics Even distribution of ages Increasing ageing population, attracted by additional facilities available in Port Lincoln, particularly with hospital upgrades

Provision for more footpaths & “gopher” friendly trails

Climate Change Developing awareness in community and professions.

Less frequent, more intensive rainfall. Increased temperatures

Reduction in stormwater system capacity.

Coastal revetments may be affected

Road surfaces may be impacted Environmental

Awareness and Legislation

Awareness in community increasing

Increased public awareness and increased legislation regarding stormwater pollution.

Increased utilities expenses incurred

Improved pollution control measures required to be implemented.

Community buildings may require energy efficiency installations (eg solar panels) Limited pollution control

devices.

Economic Climate

Strong aquaculture and agriculture industries with freight route dissecting the City

Increased activity to main wharf should ore from mining activity be

exported/transported from Port Lincoln

Higher maintenance costs, potential diversion of other traffic, increased rail use

Tourism Regional growth due to availability of Sealink ferry and Cruise Ship visits

Increase in visitors to the area,

particularly self contained motor homes Development of Cruise Ships as a new tourism industry for the State, with Port Lincoln identified as a key destination..

Additional CBD parking requirements for large vehicles Improved tourism and visitor information services. Urban

Consolidation/ Development

Large undeveloped blocks of land

As economy improves, increased subdivision of land into residential and light industrial lots

Development of new Transport assets to be transferred to Council for ongoing maintenance

2

http://www.censusdata.abs.gov.au/census_services/getproduct/census/2011/quickstat/LGA46300?o pendocument&navpos=220

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Table 5 Demand Management Plan Summary

Service Activity Demand Management Plan

Building Use All new buildings (and renovations of existing buildings) to consider opportunities for multipurpose facilities. Gifting of assets to clubs.

Tourism Work with RDAWEP, Tourism EP and Visitor Information Centre to ensure Council is providing adequate services and facilities to meet the needs of visitors to the city. Sporting Clubs and

Facilities

Assist clubs to increase memberships of players and training of umpires, coaches and officials. Investigate club amalgamations for benefits to the community. Encourage clubs to take responsibility for their assets and enforce maintenance requirements under their leases.

Administration, Library & Community Centre

Investigate opportunities to consolidate Council Chambers, administration, library and other community services

Strategic Planning Encourage wider community participation at Ravendale, as a regional sporting complex. Improve facilities at other sporting grounds. Provision of safe and accessible multi-use pedestrian trails. Provision of a safe swimming environment that meets the needs of the community & visitors

Playgrounds Review and implement playground renewal and upgrade program within the context of a City-wide Open Space Strategy

Irrigation of Council ovals and reserves

Key reserves identified and connected to scheme in Stages 1, 2 & 3 Additional users, (eg.

sporting groups & schools)

Cost recovery via charge per kilolitre – based on operating costs including depreciation (to capture asset renewal)

Consider connection charge to recover cost of expanding treatment plant in future should demand warrant

Commercial use Price in line with SA water charges Stormwater

Management

Implement recommendations of City Of Port Lincoln Stormwater Management Plan Development and

Planning

Develop planning controls to limit outflow for new developments via on site retention/detention.

Requirement for rainwater tanks to be installed on all new properties. Reduce Environmental

Impacts

Implement water quality improvements.

Strategic Planning Development Plan & Strategic Plan to have consideration for future growth & demand – regional cooperation/coordination

Footpaths Review and update residential footpath program in line with community demands, priority areas and affordability.

Tourism & Growth Continued monitoring & maintenance programs, strategic development of commercial areas.

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5.4.6. New Assets from Growth

New buildings and other community assets required to meet needs generated by the City’s growth will be acquired either through land developments or contributions to Council’s Community Infrastructure Fund. Where possible, Council will endeavour to meet demand by renewing, optimising the use of or upgrading existing assets.

Council also appreciates the importance of strategic land purchases for future generations. In 2014 Council resolved to make such a purchase of key parcels of land in the Central Business District, with the acquisition of the Flinders Theatre and Baptist Church sites.

Photo 4 Flinders Theatre

It is not expected that Council will acquire new filtration infrastructure through growth. Where possible, Council will endeavour to meet demand by renewing or upgrading existing assets.

Under the Development Act 1993 certain developments must make a contribution to the Open Space Contribution Fund. This contribution can be either monetary or via contribution of a portion of land within the development to provide for open spaces for community use, guided by both the Development Plan and Council’s open space strategic plan/s.

Figure

Figure 1  Road Map for Asset Planning  Source: IIMM Fig 1.5.1, p 1.11
Table 2 Community Satisfaction Levels
Table 3 Legislative Requirements
Table 4 Demand Factors, Projections and Impact on Services
+7

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