ASSET MANAGEMENT PLAN – IRRIGATION SYSTEMS

Asset Management Plan for Irrigation Systems

May 2007

Prepared by

Anna Osman, Asset Management Coordinator

Janet Willoughby, Coordinator Parks & Arboriculture

Asset Management Plan for Irrigation Systems (Open Space & Recreation)

Approval and Sign-off Process

REVISION A – PRELIMINARY DRAFT ASSET MANAGEMENT PLAN Coordinator Parks & Arboriculture Janet Willoughby

Approve

Revise

Comments or signature

Date: …………….

Manager Open Space & Recreation Jan Cornish

Approve

Revise


Date: ……………. General Manager AMS Bob Fidock

Approve

Revise


Date: ……………. REVISION B – DRAFT ASSET MANAGEMENT PLAN Coordinator Parks & Arboriculture Janet Willoughby

Approve

Revise


Date: …………….

Manager Open Space & Recreation Jan Cornish

Approve

Revise


Date: ……………. General Manager AMS Bob Fidock

Approve

Revise


Date: ……………. ASSOCIATED ASSET AREAS Acting Manager Engineering & Construction

Stan Robb


Date: ……………. Manager Open Spaces & Recreation

Jan

Cornish


Date: ……………. Coordinator Property Management & Maintenance, RR

Perry Nesbitt


Date: …………….

ASSET MANAGEMENT PLAN Asset Management Steering Committee

Date Presented to Steering Committee

Asset Management Committee of Council

Date Presented to Council

NOTES:

Revision A Preliminary Draft Asset Management Plan must be revised with comments or approved by the Asset Manager, Team Leader and General Manager with all comments back prior to any changes. If the Preliminary Draft is approved without changes from all three (3) Operatives, no need for Revision B – report goes straight to ‘Asset Management Plan’ stage to be presented to Committee then Council.

Revision B Draft Asset Management Plan to be revised and approved by the Asset Manager, Team Leader and General Manager prior to going to Asset Management Steering Committee.

Associated Asset Areas Should it be identified that the Asset Management Plan be associated or co-

located with another asset area, the relevant Manager of that area should read and note the Asset Management Plan.

AMP Upon approval from the Asset Management Steering Committee the Asset Management Plan is then presented to the Asset Management Committee of Council for ‘Acceptance’.

JWI: B2344

CONTENTS

1.0 Executive Summary..................................................................................1

1.1 Introduction...................................................................................1 1.2 Objectives of this Plan ..................................................................1 1.3 Scope of this Plan.........................................................................2 1.4 Asset Details ................................................................................4 1.5 The Asset Management plan ........................................................6 1.6 Plan Format..................................................................................7 1.7 Key Stakeholders .........................................................................7 1.8 Relationship with Other Plans.......................................................8 1.9 Roles and Responsibilities............................................................8

2.0 Levels of Service.......................................................................................9

2.1 Introduction...................................................................................9 2.2 Levels of Service Requirements .................................................10 2.3 Legislative Requirements, Standards and Codes of Practice......11 2.4 Community Research and Expectations .....................................11 2.5 Strategic and Corporate Goals ...................................................12 2.6 Current and Target Levels of Service .........................................13

3.0 Demand Management .............................................................................15

3.1 New Irrigation Systems...............................................................15 3.2 Demand for Upgrade to Existing Infrastructure ...........................15

4.0 Lifecycle Management............................................................................16

4.1 Operations and Maintenance......................................................16 4.2 Renewal .....................................................................................17 4.3 Upgrades.................................................................................. 178 4.4 Central Controllers......................................................................20 4.5 New Works .................................................................................26 4.6 Disposal .....................................................................................26

5.0 Risk Management Framework................................................................27

5.1 Risk Management Framework ....................................................27 6.0 Financial Forecast ..................................................................................28

6.1 Notes to Financial Projections ....................................................28 6.2 Irrigation system - Depreciation and Future Renewal .................31

7.0 Asset Management Practices.................................................................32

7.1 Existing Systems ........................................................................32 7.1 Improvement Plan ......................................................................32

8.0 Appendices .............................................................................................34 9.0 Reference ................................................................................................35 10 Acknowledgement ..................................................................................35

City of Charles Sturt May 2007

Asset Management Plan - Irrigation Systems

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1.0 EXECUTIVE SUMMARY

1.1 INTRODUCTION The City of Charles Sturt as a local government authority is in the business of providing a whole range of services to the community. One of these services is managing and maintaining 345 hectares of ‘Open Space’ area, of which an estimated 203 hectares is irrigated. This includes reserves, sporting facilities, parks, roundabouts and median strips. The City of Charles Sturt has an obligation to its ratepayers to manage these physical assets so that an acceptable level of service is maintained and improvement initiatives implemented in an efficient and cost-effective manner. In addition Council has the obligation to manage their assets in an environmentally friendly and sustainable way. To fulfil this role and responsibility of providing a long term cost effective management of the assets, Council must develop an asset management plan to be the vehicle by which Council can provide a long term management framework. The Irrigation Systems Asset Management Plan links long term investment to Council’s strategic goals and desired service level standards.

1.2 OBJECTIVES OF THIS PLAN The overall objectives of this plan reflect the Council’s strategic drivers: Community Drivers

1 Provide services which support and respond to community need.

2 Improve the community’s infrastructure.

3 Adapt to population growth and demographic change.

4 Create high quality public places and spaces.

Internal Drivers

5 Provide a high standard of customer service.

6 Manage the Corporation efficiently and effectively.

The specific purpose of this plan is to:

• Demonstrate responsible stewardship;

• Define and articulate how the infrastructure is and will be managed to achieve the organisation’s objectives;

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

• Manage the risk of asset failure;

• Achieve savings by optimising whole of life costs; and

• Support long term financial planning.



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The outcomes of the asset management plan will identify the future funding requirements based on the following factors:

• Adopted levels of service.

• Future demand for infrastructure.

• Current asset performance.

• Asset failure.

• Risk.

• Required works; and

• Funding constraints.

1.3 Scope of this Plan This plan will address the management of an estimated 624 irrigation system assets, covering 203 ha across the city. For the purpose of this plan irrigation systems are classified by the type of operation and location as below:- Operational classification:

• Turf Irrigation • Drip Irrigation • Turf and Drip Irrigation

Location Classification:

The Location Classifications are derived from the Open Space Strategy (2006).

Location Title Samples of irrigated open space assets • District Foreshore Reserve

Tennyson Heights Beach St Clair Reserve Charles Sturt House Hindmarsh Cemetery

• Local Cheltenham Race Course Reserve Beverly Centre Civic Centre Newlands Drive Tatura Reserve

• Neighbourhood Gleneagles Reserve Peddler Reserve Bunker Reserve Sunningdale Reserve

• Regional Pt Malcolm Reserve Jubilee Park Blamey Reserve BASA Reserve



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Table 1 provides a snap shot of the asset inventory and valuation.

Location No. of Systems by Operational Classification

Replacement Value

Drip

Turf

Turf & Drip

District

21

3

59

$ 2,552,633

Local

215

27

205

$ 2,763,425

Neighbourhood

14

2

71

$ 2,051,500

Regional 4

5

16

$ 1,751,463

Backflow Prevention Devices1

81

$ 48,600

Total

254

37

351

$ 9,167,621

Table 1: Irrigation System Inventory and Estimated Replacement Value Scope of the plan includes:

• Reticulation • Controllers • Sprinklers • Pumps and associated equipment • Power supply panel • Bore pumps • Bore well structures • Backflow prevention devices

Scope of the plan does not include:

• Power supply infrastructure up to irrigation power panel (from the mains). • Building infrastructure associated with irrigation systems.

For complete details on the Irrigation system Inventory refer to Appendix 5 – Irrigation Asset Register & Financial Projections.

1 As at the time of writing this report backflow prevention devices had not been allocated to individual reserves with the majority of the 81 devices located off the reserve near SA Water meter. Irrigation Systems have 81 back flow prevention devices at an average replacement cost of $600 each.



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1.4 ASSET DETAILS District Irrigation Systems

Current Total Replacement Cost $2,552,633 Types of Systems Drip 21 Turf 3 Turf & Drip 59 Irrigation System Above $20,000 27 $10,000 - $19,999 3 $5,000 - $9,999 16 Below $5,000 37 Sports Grounds 14 Bores 8 Replacement Forecast (Renewal) next 5 years 2007/08 $ 145,000 2008/09 $ 27,000 2009/10 $ 40,000 2010/11 $ 75,000 2011/12 $ 127,000

Local Irrigation Systems

Current Total Replacement Cost $2,763,425 Types of Systems Drip 215 Turf 27 Turf & Drip 205 Irrigation System Above $20,000 32 $10,000 - $19,999 68 $5,000 - $9,999 71 Below $5,000 276 Sports Grounds 0 Bores 0 Replacement Forecast (Renewal) next 5 years 2007/08 $ 96,000 2008/09 $ 35,000 2009/10 $ 86,000 2010/11 $ 64,000 2011/12 $ 165,000



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Neighbourhood Irrigation Systems Current Total Replacement Cost $2,051,500 Types of Systems Drip 14 Turf 2 Turf & Drip 71 Irrigation System Above $20,000 25 $10,000 - $19,999 33 $5,000 - $9,999 6 Below $5,000 23 Sports Grounds 9 Bores 1 Replacement Forecast (Renewal) next 5 years 2007/08 $ 0 2008/09 $ 17,000 2009/10 $ 44,000 2010/11 $ 12,000 2011/12 $ 229,000

Regional Irrigation Systems

Current Total Replacement Cost $1,751,463 Types of Systems Drip 4 Turf 5 Turf & Drip 16 Irrigation System Above $20,000 14 $10,000 - $19,999 3 $5,000 - $9,999 1 Below $5,000 7 Sports Grounds 5 Bores 4 Replacement Forecast (next 5 years) 2007/08 $ 30,000 2008/09 $ 0 2009/10 $ 180,000 2010/11 $ 22,000 2011/12 $ 24,000



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Bores The City of Charles Sturt has thirteen (13) bores across the Council areas that are drawn from to irrigate some of our reserves. As at April 2007 the City of Charles Sturt is not being charged or restricted for the use of bore water. The Department of Water, Land and Biodiversity Conservation requested an ‘Application for a Water Licence as an Existing User’ to be submitted by 20th April 2006 which has been done (Trim Reference 06/56408). It is not clear at this stage if we will be restricted on bore water use in the future as the Department is currently writing Management Plans (Water Allocation Plans) based on data including that which was sent through with the licence application.

1.5 THE ASSET MANAGEMENT PLAN The Asset Management Plan is a tool combining management, financial, and technical practices to assist in the strategic management of an asset. This asset management plan will endeavour to provide answers to the following questions in regard to irrigation systems:

• What do we own or manage? (ASSET INVENTORY) • What is the condition of the asset? (ASSET CONDITION) • What service do we provide to the asset to ensure it is fit for purpose? (LEVELS OF

SERVICE) • What are the demands over the next 20 years on the asset? (DEMAND

FORECASTING) • What are the risks associated with the asset and how do we propose to manage the

risk?(RISK MANAGEMENT) • What are the Costs associated with managing the asset over the next 20 years?

(LIFE CYCLE COSTING) • What will be the financial impact on community over the next 20 years to sustain the

current service and to cater to the anticipated demand? (FINANCIAL PROJECTIONS)



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1.6 PLAN FORMAT The figure below is the generic logic used in preparing this asset management plan.

DEFINE LEVEL OF SERVICE SERVICE Section 2

L .O .S INPUTS • S tra teg ic • Environmental • Leg is lative • Customer • F inancial • Politica l PREDICT DEMAND

Section 3

DECIS ION TOOLS

•

AM systems • Data • P rocesses • Ana lysis techn iques Section 7

PREPARE ASSET LIFE CYCLE PLANS

•

Eva lua te asset condition/ perfo rmance

• Identify management tactics

•

Identify, evaluate & select op tions •

Develop work programmes Section 5

PREPARE FINANCIAL FORECASTS Section 6

MONITOR PERFORMANCE & AM PLAN IMPROVEMENTS

Section 7

XX

CONSIDER R ISKS

Section 4

Chart 1: Generic asset management plan process

This is a basic asset management plan and the following principles will apply

• Keep it simple and sensible. • The asset management plan has been developed using available data. • Levels of service are documented based on current levels. • Basic risk management approaches have been adopted.

1.7 KEY STAKEHOLDERS This asset management plan is intended to demonstrate to stakeholders that the organisation is managing the assets responsibly. Key stakeholders include:

• Public; • Elected Members; • Staff of Open Space and Recreation Portfolio; • Government; • Community; • Visitors; • Sporting Clubs; • Employees & Volunteers; • Contractors & Suppliers; and • Insurers.



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1.8 RELATIONSHIP WITH OTHER PLANS The Asset Management Plan is the medium by which the organisation articulates its management of infrastructure to achieve the required outcomes linking together the following plans and documents:

• Strategic Drivers 2002 - 2007 – ‘Improve Community Infrastructure’.

• Asset Management Policy, Strategy and Implementation Plan.

• City of Charles Sturt Development Plan Consolidated March 2005.

• Corporate Business Plan and Budget.

• Water Consumption Policy 2005.

• The City of Charles Sturt Open Space Strategy Findings and Opportunities Paper 2006 prepared by Hassell Ltd and Sutter & Associates.

1.9 ROLES AND RESPONSIBILITIES

Irrigation systems are managed by Council’s Parks and Arboriculture Business Unit within the portfolio of Open Space & Recreation. A copy of the organisation chart is available on Council’s Intranet by following the link “People > Organisation Development > Organisational Structure”. Appendix 1 provides an overview of the roles and responsibilities in managing and maintaining irrigation systems within the City of Charles Sturt.



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2.0 LEVELS OF SERVICE

2.1 INTRODUCTION The levels of service in this section will be used:

• to inform customers and stakeholders of the type and current level of service currently being offered;

• to identify the costs and benefits of the irrigation system assets;

• to enable the assessment of the sustainability and affordability of the services of the irrigation systems;

• as a tool for measuring effectiveness of the asset management plan;

• as a focus for the development of asset management strategies to deliver the required level of service; and

• to provide guidance for the scope of current and future systems and define the appropriate levels of service.

The levels of service outlined in this section are based on:

• Discussions held with key Council staff (as identified in ‘Roles and Responsibilities’ - Appendix 1);

• Strategic and Corporate Goals;

• Legislation, Regulations, Environmental Standards, Industry and Australian Standards that impact on the way irrigation assets are managed; and

• Design Standards and Codes of Practice.

• CRM requests for maintenance.

• Internal staff requests for maintenance.



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2.2 LEVELS OF SERVICE REQUIREMENTS Levels of Service requirements can be broadly classified as Legislative, Customer and Corporate Goal orientated.

LEGISLATIVE Key Performance Indicator Reference

1. Providing and maintaining Irrigation systems so that water usage complies with legislation

2. Provide services that assist in sustainability

Occupational Health, Safety and Welfare Act 1986

Environment Protection Act 1993

South Australian Water Corporation Act 1994

Natural Resources Management Act 2004

Local Government Act 1999

Water Resources Act 1997

Irrigation Act 1994

CUSTOMER Key Performance Indicator Reference

1. Provide irrigation systems in a condition that result in fit for purpose parks, playing surfaces and landscapes.

Turf maintains the appropriate, consistent level of “Greenness” for the site.

All turfed playing surfaces are maintained to a safe and appropriate standard.

Wastage of water is minimised.

Response time to complaints on water wastage (eg. due to breakage, ponding).

Works on irrigation systems have minimal impact on reserve users and works are coordinated and communicated.

STRATEGIC / CORPORATE GOALS Key Performance Indicator Reference

1. Create high quality public places and spaces

2. Community and Customer Satisfaction

3. Funding Asset Replacement

4. Improve the Communities Infrastructure

.

City of Charles Sturt – Our Strategic Drivers.

Asset Management Policy and Implementation Plan.

Corporate Plan.

Table 2: Levels of Service Key Performance Indicators



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2.3 LEGISLATIVE REQUIREMENTS, STANDARDS AND CODES OF PRACTICE The following legislative requirements, Standards and Codes of Practice, with respect to levels of service, are to be taken into account:

REFERENCE DETAILS Local Government Act 1999 An Act to provide for local government; and for other

purposes. Environment Protection Act 1993 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.

South Australian Water Corporation Act 1994

An Act to provide for the provision of water and sewerage services.

Natural Resources Management Act 2004

Act that ensures a strategic, integrated sustainable management of natural assets which include soils, water, plants, animals, diversity of landscapes and eco systems.

Water Resources Act 1997 An Act to provide for the management of the State's water resources.

Occupational Health, Safety and Welfare Act 1986

An Act to provide for the health, safety and welfare of persons at work; and for other purposes.

All other relevant Australian Standards and Codes of Practice,

Code of Practice for Irrigation.

City of Charles Sturt Policies and Procedures

Open Space Strategy Water Consumption Policy Maintenance Guidelines

Water Restrictions Level 3 water restrictions commence in Adelaide on Monday 1st January 2007. For further information on water restrictions and refer to www.sawater.com.au/SAWater/

Water Proofing Adelaide A State Government initiative that contains 63 specific strategies to be implemented by 2025. They three key areas of the strategies are:

• Managing our Existing Resources • Responsible Water Use • Additional Water Supplies

For further information on Water Proofing Adelaide strategies refer to www.waterproofingadelaide.sa.gov.au

Table 3: Legislative Requirements, Standards and Codes of Practice

2.4 COMMUNITY RESEARCH AND EXPECTATIONS Irrigation systems are assets that are not directly used by the Community and therefore community research and expectations for this asset is not applicable. However outcomes of community research and community expectations from ‘Open Space’ surveys is likely to impact on the management of irrigation systems. Irrigation systems are major assets that assist in providing ‘well maintained and looked after reserves’ and therefore the levels of service need to be tested and reviewed where appropriate to enable irrigation system assets to be well managed.

http://www.sawater.com.au/SAWater/

http://www.waterproofingadelaide.sa.gov.au/



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A report was commissioned by Council in 2005 for Social Survey Consulting Group to prepare a Social Research Report for Sport, Recreation and Open Space for the City of Charles Sturt. Key findings relating to irrigation systems are as follows:-

• The top priority for expenditure on Open Space was for reducing the amount of water needed to maintain Parks, followed by developing coastlines.

• The most popular venues for Charles Sturt residents were the foreshore/beach areas, local parks located within 1km of their homes and the River Torrens Linear Park.

For further details on the survey refer to Trim 05/186805.

2.5 STRATEGIC AND CORPORATE GOALS Council’s Vision Council has as its Vision a clear statement of intent:

“The place where people make the difference.” To achieve and maintain this Vision Council needs to develop its asset management practices to the extent that it delivers:

• Support for environmentally responsible and sustainable management of its assets in the short, medium and long term;

• Maintain a strategic lifecycle process for the planning, provision, maintenance and disposal of infrastructure;

• Appropriate funding for asset renewal and maintenance; • Support for the service delivery requirements articulated by the community; • Be responsive to stakeholder requirements; • Manage community expectations; and • Implement continuous improvement processes.

This strategy is intended to establish the effort required to improve the management of assets to the extent that the vision can be achieved and sustained. Asset Management Policy The purpose of the asset management policy is to set a broad framework for undertaking asset management in a structured and co-ordinated manner. The asset management vision as defined by Council is:

“To ensure the provision of the right range of public assets in a cost effective manner to facilitate the economic, social, environmental and recreational services for our community by maintaining sustainable infrastructure”.

The policy establishes the context for asset management, sets the objectives for providing asset management, identifies broad responsibilities for asset management across the organisation and provides broad timeframes for achieving the objectives.



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The broad goals identified by Council are as follows:

• To ensure the right assets are provided to meet the community needs; • To provide sustainable infrastructure through leadership and vision; • To be financially responsible by providing appropriate resources for the delivery of

services; • To continually improve our knowledge of Council’s assets and their lifecycles; and • To manage our assets in a manner that is fair for present and future users in terms of

benefits and cost.

2.6 CURRENT AND TARGET LEVELS OF SERVICE In general, service levels are divided into two types:-

• Community based, and • Operations based.

COMMUNITY based levels of service relate to the function of the service provided and how the customer receives the service in terms of:-

• Appearance; • Legislative Requirements; • Safety.

Appearance relates to the presentation of our open space areas and more particularly the ‘greenness’ of turf, trees and shrubs. Legislative Requirements are detailed in Section 2.3. One of the major considerations for irrigation systems are water restrictions and the impact on our open space assets. Safety particularly relates to the turfed sportsgrounds where there is an ongoing management issue of scarce water resources and the safety of athletes using the playing surfaces. OPERATIONS based levels of service relate to the technical measures and the outputs the customer receives in terms of:

• Reactive Maintenance • Programmed Maintenance

Reactive Maintenance The Council’s CRM system and internal requests capture the majority of the maintenance issues. Reactive maintenance is undertaken during the watering season (November to April) and programmed maintenance is undertaken from May to October. A brief overview of the number of issues logged over the past three (3) years is as follows:-

Period CRM Internal 2004/05 163 35 2005/06 172 51 2006/07 281 28



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Routine and Programmed Maintenance The ‘Winter Maintenance Programmes’ are determined at the end of each watering season. Audits are undertaken of the irrigation systems and information collated to prioritise work to ensure systems are fit for purpose. Appendix 2 contains operational service levels of Irrigation systems.



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3.0 DEMAND MANAGEMENT Demand for assets arises due to various factors including population growth, demographic changes, development and technology changes. 3.1 NEW IRRIGATION SYSTEMS In the near future there are new developments planned for the City of Charles Sturt that will require new irrigation systems to be installed. The development sites are:-

• Cheltenham Racecourse (19,000m2 or 19 ha) • Westwood Precinct 6 development in Athol Park (8,000 m2 or 0.8 ha) • Flinders Park section of River Torrens Linear Park (4,000 m2 or 0.4 ha) • New City Edge site at Brompton (5,000 m2 or 0.5 ha) • Telstra site at Kidman Park (2,000 m2 or 0.2 ha)

Currently the Council has approximately 203 ha of irrigation open space area and the new developments represent an increase in irrigated area of 10.3% (20.9 ha). 3.2 DEMAND FOR UPGRADE TO EXISTING INFRASTRUCTURE Upgrading existing irrigation systems to be centrally monitored and managed via a central controller is one of the significant demands for upgrade identified. Refer to section 4.4 Central Controller for information on the proposed system and payback period calculations.



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4.0 LIFECYCLE MANAGEMENT The lifecycle management plans outline tactics to achieve the levels of service defined in Section 2, identified in the following work categories: - Operations and maintenance - Renewals - Upgrades - New works - Disposal

4.1 OPERATIONS AND MAINTENANCE Table 3 shows the costs incurred in operation and maintenance of irrigation systems during the period 2002 - 2006.

Activity 2005/2006 2004/2005 2003/2004 2002/2003

51 - Sprinkler Replacement $ 70,611 $ 121,370 $ 119,696 $ 129,744 52 - Bore Maintenance $ 42,241 $ 26,506 $ 44,937 $ 13,233 60 - Vandalism Repairs $ 718 $ 5,690 $ 1,474 $ 7,603 78 - Weather - $ 18 $ - $ - 87 - System Maintenance $ 215,140 $ 133,903 $ 112,064 $ 107,134 53 - Backflow Maintenance $ 4,131 $ 3,496 $ 3,667 Maintenance $ 328,710 $ 291,617 $ 281,667 $ 261,380 05 - Linemarking $ 1,514 $ 1,142 $ 1,132 $ 1,795 34 - Inspection $ 26,068 $ 37,573 $ 42,179 $ 53,926 57 - Electrical $ 13,043 $ 13,430 $ 14,391 $ 18,411 77 - Training $ 66 $ - $ - 79 - Data Collection $ 14,694 $ 12,903 $ - $ - Operations $ 55,319 $ 65,114 $ 57,702 $ 74,132 TOTAL $ 384,029 $ 356,730 $ 339,369 $ 335,511

Table 4 – Historical Costs of Operations and Maintenance Projected annual cost of Operations and Maintenance of existing irrigation systems over the next 5 years is as follows:- 2007/08 2008/09 2009/10 2010/11 2011/12 Maintenance $ 346,000 $ 354,000 $ 361,000 $ 369,000 $ 378,000 Operations $ 58,000 $ 60,000 $ 61,000 $ 62,000 $ 64,000 Total $ 404,000 $ 414,000 $ 422,000 $ 431,000 $ 442,000

Table 5 – Projected annual Operations and Maintenance Costs Notes to Operational and Maintenance Costs:- 1 Costs are as of July 2006 and have been CPI adjusted for subsequent years. CPI

adjustment figures have been provided by Access Economics Pty Ltd. 2 Costs do not include Overheads. 3 Costs are based on the current infrastructure.



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4.2 RENEWAL In the past (prior to 2002) renewal work on irrigation systems was undertaken on reactionary and ad-hoc basis. In the last three (3) years renewal works are undertaken based on • Condition audit reports; • System efficiency and effectiveness (area covered and water consumption); • Rationalising irrigated areas in reserves; and • Budget allocations. Typically irrigation systems comprise several components with varying estimated useful lives. Table 6 shows typical components and renewal schedules for the various components. Irrigation System Components Estimated Useful Life 1 Reticulation (PVC pipe work) 30 years 2 Sprinklers 5 years 3 Controllers 10 years 4 Wiring 10 years 5 Backflow Prevention Device 15 years 6 Pumps 15 years 7 Bore well structures 35 years

Table 6 - Irrigation System components & estimated useful life

Renewal works undertaken in the last three years (2003/04 – 2005/06) are listed below:

2003/04 2004/05 2005/06 Allenby Gdns Rsve - Oval Area $ 43,210 Collins Rsve - Irrigation Syst $ 7,964 Fawk Rsve - Irrigation Syst $ 4,418 Flinders Park Oval - Irrigation Syst $ 6,690 Freshwater Lakes Rsve - Irrigation Syst $ 4,382 Garden Res Green Street $ 5,751 Gleneagles Rsve - Irrigation Syst $ 3,630 Grange Oval $ 15,203 Hawker St Drippers $ 40,900 Henley Mem'l Oval - Land $ 3,960 Inlet Rsve - Irrigation Syst $ 392 Ledger Oval Rsve - Irrigation Syst $ 4,740 Ledger Reserve $ 2,200 Matheson Rsve - Irrigation Syst $ 3,220 Neighbourhood Rsve - Irrigation Syst $ 2,350 Neighbourhood Rsve - Land $ 29,500 no asset ID $ 981 $ 8,966 $ 9,750 Ozone St Carpark $ 9,135 River Torrens Linear Park $ 492 Sam Johnson Rsve - Irrigation Syst $ 55,968 Sam Johnson sports Grnd Noarlunga Pump $ 20,464 St Clair Rec'n Rsve - Irrigation Syst $ 6,800 TOTAL $ 104,748 $ 85,397 $ 100,919

Table 7 – Renewal works 2003/04 – 2005/06



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Renewal projections for the next 20 years have been forecast based on installation date and estimated useful life. Further commentary on the projections is located in Section 6 Financial Forecast. All financial data is located in Appendix 5.

4.3 UPGRADES Upgrade to irrigation systems becomes essential due to the following:- • Technological improvements. • Legislative requirements including Occupational Health and Safety. Renewal costs deal with like for like replacement without additional service benefits, where as upgrades deals with improved means of monitoring (central controllers) and improved compliance with Legislative requirements. In 2003/04 and 2004/05 a program to convert manual watering practices over to automated irrigation systems was rolled out. Manual watering practices included watering via a vehicle (truck or motorbike) carrying water in a tank or by attaching a hose and placing/moving sprinklers around the grounds. Upgrade works carried out over the 2003/04 to 2005/06 financial years are as follows:-

2003/04 2004/05 2005/06 Bartley Tce $ 654 Chiropractor Corner $ 1,656 Collins Rsve - Irrigation Syst $ 64,390 Condon Reserve $ 6,500 Corcoran Drive $ 4,811 Cudmore Terrace Median $ 15,350 $ 1,150 David Reserve $ 275 Dawe Court $ 262 Drainage North Rsve - Irrigation Syst $ 23,460 Drainage Reserve $ 1,260 Drainage Reserve South $ 1,260 Drainage South Rsve – Irrigation Syst $ 16,730 Fisher Reserve $ 421 Fleetwood Crescent $ 3,450 Fort Street $ 147 Gleneagles Rsve - Irrigation Syst $ 297 Gleneagles Rsve - Oval $ 47 Grange Lakes Reserve $ 14,560 Grange Lakes Rsve - Irrigation Syst $ 319 $ 1,303 Grange Oval $ 2,695 Griffiths Rsve - Land $ 3,577 Halsey East Reserve $ 5,600 Halsey Road $ 9,520 Hawker St $ 4,950 Hayes Court $ 149 Henley Square $ 199 Hillview Rsve - Irrigation Syst $ 240 HMAS Australia Drive $ 27,070

In 2005/06 a program was rolled out to install battery operated controllers at sites that were still being watered manually however did not have an electricity supply. These sites are predominantly median strips, roundabouts and street scapes.



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Inlet Rsve - Irrigation Syst John Mitchell Res $ 14,200 King Street Pennington $ 527 Kirkcaldy Rsve - Irrigation Syst $ 1,445 Lexington Road $ 13,752 Manly Circuit $ 232 May St Island $ 252 McInerney Rsve - Irrigation Syst $ 240 McMahon Reserve $ 5,200 no asset ID $ 72,448 $ 59,669 Port Rd Median - Irrigation Syst - {All} $ 243 Port Road median $ 271 Railway Rsve - Land $ 10,642 -$ 38 Sinclair Reserve $ 5,300 Sparrow Reserve $ 467 STA Reserve $ 820 $ 473 Sunset Reserve $ 344 Torrens North Side $ 213 Trimmer Pde Screen $ 356 Tulloch Island $ 151 Turnbull Reserve $ 181 Valetta Reserve $ 224 Walter Kidman Rsve - Irrigation Syst $ 333 West Beach Foreshore $ 531 West Beach Rd Median $ 262 Woodlands Crs Island - Land $ 275 Wrights Street Henley Beach $ 11,920

TOTAL $ 272,385 $ 140,848 $ 17,239 Table 8 – Upgrade works 2003/04 – 2004/05 As at the end of the financial year in 2006, all City of Charles Sturt irrigation systems were operating via automated controllers being either 240v mains, battery operated or solar.



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4.4 CENTRAL CONTROLLER The major upgrade project identified for irrigation systems is the installation of a central controller. Currently, the control boxes for each irrigation system are programmed during the ‘Winter Maintenance Programs’ as identified in Section 2.6 Current and Target Levels of Service by the Parks and Arboriculture Team in accordance with water restrictions and Council policy in relation to water reduction. The control boxes are stand alone units that water according to the program set at the beginning of the watering season and changes to that program can only be made by visiting the site and manually changing the program or shutting it down. Should a rain event come over Adelaide, the current irrigation system control boxes take 12 days to manually change the programmed watering or to turn them off. The existing control boxes will water regardless of the weather leading up to the programmed watering and therefore the moisture levels in the ground have no influence on watering times. Another issue with the existing control boxes, should there be a leak (particularly underground) or a sprinkler head is knocked off there is no mechanism in place to detect this water wastage unless it is noticed and reported by either a member of the public or someone from the Parks and Arboriculture team. A sprinkler head being knocked off is relatively easy to see as water will jet out of the reticulation pipe work when the irrigation system is watering. However a leak in underground reticulation may not be noticed until the escaping water creates a bog and someone comes across it and reports it, which can be up to several weeks if the leak is in a far corner of a park area that is rarely accessed. A central controller allows all irrigation system programs to be adjusted according to weather conditions from one location. Another advantage of a central controller is the system will only deliver enough water during an irrigation cycle to maintain the specified level of soil moisture, as opposed to the current method of irrigation which provides the same amount of water to the irrigated site regardless of weather conditions. This is achieved by two (2) sensors that are integral with the central controller.

• Sensor (A) equals the total litres recorded on flow sensors installed and therefore the amount of water being irrigated.

• Sensor (B) equals the rainfall recorded and therefore the moisture levels in the ground and evaporation rates.

Essentially Sensor B levels are deducted from Sensor A, the balance is the irrigation time for that single irrigation event and the difference is the savings. Should Sensor A be recording water flow outside the programmed watering times, the central controller will identify the problem and shut down the system so that no further water is wasted. A central controller will allow for

• the identification of leaks or blow outs immediately rather than wait for problems to be reported after the fact,

• allow automatic shut down of sites where problems occur with the system, and • allow accurate, immediate water management thus reducing our water consumption.

The central controller will allow us to understand at any time exactly what our level of water consumption is, automatically shut off a cycle where any 'blow outs' occur or where



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vandalism occurs (sprinkler heads knocked or kicked off). This will result in considerable savings in both water and labour resources. Parks and Arboriculture Unit have been trialling the use of a central controller to monitor and manage existing irrigation systems since 25th July 2006. These trial units have been installed at:-

• Carnegie South • Ledger • Gleneagles

Results of the trial period are briefly commented on as follows:- Notes to Calculations The calculations below are for the period 25/7/06 to 12/4/07. 25/7/06 to 8/8/06 2 weeks water 1 per week 2 watering events 9/8/06 to 1/1/07 22 weeks water 2 per week 44 watering events 2/1/07 to 12/4/07 14 weeks water 3 per week 42 watering events 88 watering events Carnegie South

No Central Controller One irrigation event = 12 hours 47 mins Total irrigation events in period = 88 Water usage 10,930 kilo litre (kl) Water charged at $1.03 per kilo litre (kl) Total water cost 10,930 kl x $1.03/kl = $11,258 Water savings on Central Controller Determined on the difference between the two (2) sensors on the central controller being:- Sensor (A) = total litres recorded on flow sensor/s installed Sensor (B) = total rainfall recorded from ‘rain can’. Difference between the two = 2,238 kilo litres (kl) saved Total water cost saved 2,238 x $1.03 = $2,305 (20% water saving).



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Ledger

No central controller One irrigation event = 12 hours 46 mins Total irrigation events in period = 88 Water usage 11,991 kilo litres (kl) Water charged at $1.03 per kilo litre (kl) Total water cost 11,991 kl x $1.03/kl = $12,351 Water savings on Central Controller Determined on the difference between the two (2) sensors on the central controller being:- Sensor (A) = total litres recorded on flow sensor/s installed Sensor (B) – total rainfall recorded from ‘rain can’. Difference between the two = 4,500 kilo litres (kl) saved Total water cost saved 4,500 kl x $1.03 = $4,635 (38% water saving)

Gleneagles

No central controller One irrigation event = 12 hours 46 mins Total irrigation events in period = 88 Water usage 12337 kilo litres (kl) Water charged at $1.03 per kilo litre (kl) Total water cost 12,337 x $1.03 = $12,707 Water savings on Central Controller Determined on the difference between the two (2) sensors on the central controller being:- Sensor (A) = total litres recorded on flow sensor/s installed Sensor (B) – total rainfall recorded from ‘rain can’. Difference between the two =1,412 kilo litres (kl) saved Total water cost saved 1,412 kl x $1.03 = $1,454 (11% water saving) Notes to Gleneagles calculations • Cricket pitch usage is included in total water consumption, however is NOT on central controller (pitch watered by Club).

• Water meter at this site also supplies the Clubrooms and is NOT on central controller.

It needs to be noted that the most significant savings with central control come from the lead up to peak irrigation and drop down from peak. This season (summer 2007) there have been exceptionally high evaporation rates and well below average rainfall and as such the greenness of our reserves has been dependent on irrigation. However, even in these extreme conditions, there has still been significant savings on water consumption on all three sites. The roll-out of central controllers will allow for accurate, sophisticated management of our water resources with the ultimate outcome being significant savings in relation to water expenditure and responsible management of this precious, finite resource resulting in positive outcomes for the environment. It will also allow for improved staff productivity as



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irrigation control boxes will no longer need to be manually operated and as such this resource can be allocated to another area of the irrigation system’s maintenance schedule. The proposed roll out program for central controllers includes sportsgrounds and reserves over 15,000 square metres in area that are ‘high use’ reserves with picnic areas and playgrounds. Payback period calculations have been determined as follows:- EXPENSES Purchase & Installation of equipment

• Rainbird ESP Site Satellite controller, GSM modem & sim card ($9,000). • Power supply for modem, antenna & surge arrester ($450 – pole mounted cabinet

with RCD). • Flow metres ($500 ea). • Trenched cable from water meter to controller ($12.25 / lm).

Note: water meters and controller are sometimes up to 200 metres apart, particularly large reserves with sportsgrounds. If ‘Expenses’ are increased to $12,400 for installation to account for additional trenching distance, payback period is 7.5 years and is therefore still viable. Equipment purchase = $ 9,000 Installation Power supply $ 450 Flow metre $ 500 Trenched cable $ 245 (assume 20 lm of trenching) TOTAL $ 1,195

SAVINGS Water Consumption $680,949 2005/06 financial year watering actual. 2,030,000 square metres of irrigated area (203 ha). $0.34 cost of water per square metre per annum (consumption/area). Sportsgrounds - 17,119m2 average area @ $0.34/m2 = $5,820. 25% saving = $1,455. Reserves over 15,000m2 in area @ $0.34/m2 = $5,100. 25% saving = $1,275. Labour cost savings Labour costs have been determined for a ME6 Irrigation Plumber. Standard rate per hour is $27.39 and overtime (double time rate) is $46.20. Shutdown The current system takes twelve (12) working days to shut down all irrigation systems in a rain event. This is calculated as follows:- 300 automated sites 18 mins per site to shut down automated irrigation system (inc. travel time in between sites). 7.5 hours per working day divided by 18 mins per site = 25 sites shut down per working day 300 sites divided by 25 sites per day = 12 working days Labour rate $27.39 per hour x 90 hours (7.5 hours per day x 12 working days) = $2,465 per shut down for all 300 automated sites ($8.22 per site).



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Quarterly programming Each site is to be manually programmed at each site each quarter, therefore annual projected cost for programming automated irrigation systems is determined as follows:- 300 automated sites 125 hours (16.7 days x 7.5 hours) 25 mins per site to re-program irrigation system (including travel time in between sites). Labour rate $27.39 per hour x 125 hours = $3,423.75 per quarter for all 300 automated sites. Total annual cost = $13,695 per annum ($45.65 per site). Meter Readings Further reduction in labour costs due to water meters being read via the Central Controller as opposed to five (5) irrigation plumbers working 2 days per month on weekends (overtime rates apply) reading water meters to ensure accurate tracking of water usage. Labour rate $46.20 per hour (overtime rate) x 15 hours x 5 personnel x 12 months = $41,580 per annum. ($138.60 per site per annum). Total Labour costs for shutdown (assume 2 per year), programming and meter reading is determined as follows based on the previous workings Shutdowns (say 2 per year) $2,465 x 2 = $ 4,930 Quarterly programming $ 13,695 Meter Readings $ 41,580 Total labour costs per annum $ 60,205 This equates to $200 per site labour cost savings per annum ($60,205 / 300 sites). Payback Period (per site) Expenses Equipment purchase per site $ 9,000 Installation of Central Controllers on each site $ 1,195 Total $ 10,195 per site Savings Sportsgrounds Total water consumption savings per annum $ 1,455 Total labour cost savings per site $ 200 Total $ 1,655 per site per annum Reserves over 15,000m2 Total water consumption savings per annum $ 1,275 Total labour cost savings per site $ 200 Total $ 1,475 per site per annum Payback Period Sportsgrounds ($10,195 / $1,655) 6.2 years Reserves over 15,000m2 ($10,195 / $1,475) 6.9 years



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Water consumption savings have been determined at the lower level of the manufacturers product specifications. It must be noted that water savings increase as rainfall increases. At the time of writing this report Adelaide was experiencing a drought and the greenness of our sportsgrounds and reserves is totally dependent on irrigation. The suggested three (3) year roll out program for central controllers is as follows:- Year 1 3‘District’ sportsgrounds $ 30,585

Fawks Reserve Finsbury Reserve Henley Oval 5 ‘Regional’ sportsgrounds $ 50,975 Collins Reserve Woodville Oval (Croquet) Jubilee Park Woodville Complex Woodville Tennis TOTAL YEAR 1 $ 81,560

Year 2 6 ‘Neighbourhood’ sportsgrounds $ 61,170

Allenby Gardens Carnegie North Matheson Pedler Reserve Pennington Oval Woodville Soccer 2 ‘District’ reserves over 15,000m2 $ 20,390

Kirkcaldy Park M J McInerney Reserve 2 ‘Regional’ reserves over 15,00m2 $ 20,390 BASA Point Malcolm Reserve TOTAL YEAR 2 $101,950

Year 3 1 ‘Local’ reserve over 15,000 m2 $ 10,195 Shelley Reserve 4 ‘Neighbourhood’ reserves over 15,000 m2 $ 40,780 Lines Reserve Neighbourhood Reserve STA Reserve Sunningdale Reserve 3 ‘Regional’ reserves over 15,000 m2 $ 30,585

Blamey Reserve RTLP Mountbatten RTLP Tedder RTLP TOTAL YEAR 3 $ 81,560



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It should be noted that the suggested roll out program excludes sportsgrounds and reserves over 15,000m2 that are watered with bore water. However, should Legislation change in the future as briefly described in Section 1.4 Asset Details under the sub heading ‘Bores’ it may become viable to upgrade the irrigation systems to be on the central controller. The sportsground bore sites are as follows:

Findon Oval ‘District’ classification Flinders Park Oval ‘District classification Grange Oval ‘District’ classification Sam Johnson Oval ‘District’ classification St Clair Ovals 1 & 2 ‘District’ classification West Lakes Shore Oval ‘District’ classification John Mitchell Reserve ‘Neighbourhood’ classification Fresh Water Lake ‘District’ classification

The suggested roll out program above also excludes reserves over 15,000m2 that are drip irrigators only (ie street screens) as their water usage is much less than turf irrigators and the payback period is likely to exceed the estimated useful life of the central controller. Also excluded are reserves over 15,00m2 that have not mains power supplied and their existing control boxes are battery operated (BOC). These reserves are Riverway Reserve River Torrens Linear Park (RTLP) and Hindmarsh (adjacent Cemetery) RTLP.

4.5 NEW WORKS As per Section 3.1 New Irrigation Systems, there are new open space developments planned for the City of Charles Sturt where new irrigation system will need to be installed. The development sites are:-

• Cheltenham Racecourse (19,000m2 or 19 ha) • Westwood Precinct 6 development in Athol Park (8,000 m2 or 0.8 ha) • Flinders Park section of River Torrens Linear Park (4,000 m2 or 0.4 ha) • New City Edge site at Brompton (5,000 m2 or 0.5 ha) • Telstra site at Kidman Park (2,000 m2 or 0.2 ha)

Development plans for these sites were still being developed at the time of writing this report and as such it was unclear what the requirements will be for irrigation systems.

4.6 DISPOSAL Irrigation systems become redundant or get disposed as a result of change of land use. Rationalisation of irrigated area occurs on a regular basis however from a life cycle management perspective disposal of assets will have a minimal impact on the management of irrigation systems.



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5.0 RISK MANAGEMENT FRAMEWORK The City of Charles Sturt has adopted a Risk Management Policy and Risk Management Template to educate and undertake a risk management approach to its business practices. The overall objectives of a formal risk management approach are to:-

• outline the process by which the Organisation will manage risk associated with its assets, so that all risks can be identified and evaluated in a consistent manner,

• identify operational and organisational risks at a broad level, • allocate responsibility for managing risks to specific staff to improve accountability,

and • prioritise the risks to identify the highest risks that should be addressed in the short to

medium term.

5.1 RISK MANAGEMENT FRAMEWORK Appendix 3 provides details of the Risk Management framework adopted by Council in October 2005. 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. Based on the established criteria, they are next used to determine the “consequence” of the risk in the “Risk Consequence Ratings Table”. Risk assessment of irrigation systems was undertaken in a structured workshop involving key personnel from the Asset Management Division and Risk and Governance Business Unit. Appendix 4 shows the outcomes of the risk analysis. Areas of note identified in the risk assessment of irrigation systems are increased water restrictions and the cost of water. At the time of writing this report, the metropolitan Adelaide area was under Level 3 water restrictions. Should water restrictions increase, the Council may not be able to turn on irrigation systems that are fed from mains water. There is no indication from State Government on when and if there will be changes to the restriction levels. Should the cost of mains water increase, this will have a significant impact on our irrigation systems. If the cost of water increases many of our small district parks will not have their irrigation systems used as it will be cost prohibitive to operate the systems and therefore they will become obsolete. It was also identified that there is a possibility of water restrictions applying to bore water. Currently the Council has thirteen (13) bores operating that are not restricted on usage nor are we charged. An ‘Application for a Water Licence as an existing User’ was submitted in April 2006 to the Department of Water, Land and Biodiversity Conservation. The Department is in the process of writing Management Plans (Water Allocation Plans) based on data submitted by existing bore water users. The outcomes of these plans and therefore implications on Council are unclear at this time, however there is a likelihood of bore water being restricted based on current usage levels and significant charges may apply for going over the allocation. The risks associated with irrigation systems and other asset groups will be analysed from a corporate perspective and action plans determined based on priorities in the near future.



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6.0 FINANCIAL FORECAST

6.1 NOTES TO FINANCIAL PROJECTIONS Appendix 5 Asset Data Costs and Financial Projections details the asset register for irrigation systems and calculates the financial projections for this asset group. Below is a guide to aid navigation through the worksheets and calculations. Tab 1: Financial Summary March 2007 Operations & Maintenance Projection - based on actual costs detailed in Tab 4: Op&Maint Cost from

Fin One and CPI adjusted for a 20 year forecast period.

Renewal - based on Estimated Useful Life for each of the irrigation system components (as per Table 6 - Irrigation System components & estimated useful life) and replacement value that is CPI adjusted for a 20 year forecast period.

Depreciation - determined on a component basis (as per Table 6) where straight line depreciation method is used being replacement value divided by estimated useful life.

Upgrades - based on Section 3.2 Demand for Upgrade to Existing Infrastructure and 4.3 Upgrades - Return on Investment analysis.

Total Expenditure - Operations & Maintenance plus Renewal plus Upgrades.

Tab 2: Forecast Chart Graphical representation of the 20 year financial forecast for Irrigation Systems. Graph also depicts average renewal over the period as compared to depreciation as per Council's 10 Year Financial Plan to achieve a Sustainability Index of 1.00. (Refer to Section 6.1 for Further Information). Tab 3: Irrigation Asset Register March 2007 Asset Register Each row represents an irrigation system in the Charles Sturt council area. Rows A - AF Asset Register information (details components and replacement values). Financial Forecasting summary Rows AG - AU Remaining useful life workings for each irrigation system component.

EUL (Estimated Useful Life) = Irrigation systems estimated useful life.

Age = audit year less date of construction.

RSL (Residual Service Life) = if the estimated useful life less the Age is greater than or equal to 1 then the Age times the ISO Adjustment Factor less Estimated Useful Life, if less than 1, cell to equal ‘0’.

IF(AG639-AH639>=1,AG639-(AH639/$BC639),0)



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Rows AV - BC ISO Adjustment Factors (formerly Condition Rating)

Given the range of irrigation system components and the range of influences that can have an effect on component effective lives, it is important that the model have a mechanism to adjust the effective useful life to allow for these influences. Applying a ‘Condition Rating’ from 1 – 5 is subjective and does not allow for any ‘reasoning’ or ‘justification’ for components that are given a low condition rating. Also some components that old, however still operating effectively, are given low condition ratings due to appearance which does not reflect how the component is operating for its age. The International ISO 15686-1:2000, “Building and constructed assets – service life planning Part 1” has been selected to provide a recognised method for adjusting the expected life for irrigation system components. Inherent Quality Characteristics Quality of Components Design level Work execution level Environment Indoor Environment Outdoor Environment Operation Conditions In Use Conditions Maintenance Level

Rows BD - BI Depreciation calculations for each irrigation system component and

overall depreciation.

Straight Line Deprecation is the method used however is determined for each irrigation system component and not as an overall average figure (component replacement value divided by component estimated useful life).

Rows BL - IJ : Financial forecast calculations for 20 period, Based on estimated useful life for each irrigation system component.

When the remaining estimated useful life of a component is equal to ‘0’ then the replacement cost as at 2006 is multiplied by accumulative projected CPI for the replacement year.

Tab 4: Op&Maint Cost from Fin One Operations and Maintenance cost extracted from Finance One. Chart 2 summarises the financial forecast for irrigation system assets for the next 20 year period (2007 – 2027). Expenditures are identified as:-

• Operations and Maintenance • Renewal • Upgrades • Depreciation

Background data for Chart 2 is contained in Appendix 5.

City of C

harles Sturt

April 2007

Asset Man

agem

ent P

lan - Irrigation Systems

____

____

____

____

____

____

____

____

____

____

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JWI: B2344

30

/32

Irrigation Systems Finan

cial Foreca

st

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

2007

/0820

08/09

2009

/1020

10/11

2011

/1220

12/13

2013

/1420

14/15

2015

/1620

16/17

2017

/1820

18/19

2019

/2020

19/21

2019

/2220

19/23

2019

/2420

19/25

2019

/2620

19/27

Aver

age

Operations & Maintenance

Renew

alDepreciation

Upgrade

Chart 2: Irrigation system Funding foreca

st 2007 - 2020

Sustainab

ility

Index In

dicator

(renewal v

depreciation as

an average

across the

period).



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In 2012/2013 the renewal expenditure is well above average predominantly due to ‘Local’ reserves Control Boxes reaching the end of their estimated useful lives (estimated expenditure $911,742). Many of these control boxes will service beyond their estimated useful life and a rationalisation exercise should be undertaken by relevant Parks and Arb staff to determine in more detail when exactly the controllers were installed and stagger the renewal program. In 2014/15 there is significant renewal expenditure anticipated due to systems installed in 1985 reaching the end of their useful life (30 years old) and are scheduled for replacement. The preceding financial year also has higher then average expenditure anticipated as further irrigation systems were installed in 1986 that will reach the end of their useful lives at that time. When looking at Chart 2, it is evident that the ‘spikes’ as briefly described above are preceded and followed by low projected costs. It is over these periods that the asset team need to examine and ratify the projected expenditure and rationalise the costs over the period.

6.2 IRRIGATION SYSTEM - DEPRECIATION AND FUTURE RENEWAL One of the key performance indicators in Council’s 10 year Financial Plan is to achieve a sustainability index of 1.00. This means Council is aiming to fund capital works equivalent to the yearly consumption or depreciation of the asset. Fundamentally this will enable Council to retain/sustain condition and service levels at their current levels as provided by each asset group in the long term. To accurately reflect how the irrigation systems are performing in relation to the sustainability index, renewal and depreciation need to be considered as an average. Capital replacement decisions are based on age and condition rather than annual consumption. Capital requirements for one financial year may out weigh depreciation however the following year(s) may be under. Please refer to Chart 2 for graphic indication of the sustainability index on average over 20 year forecast. Renewal only marginally outweighs depreciation over the period. The renewal program figures will become more accurate over the next few years with additional data input and rationalisation, it is anticipated that the irrigation systems asset ground will meet the Council’s sustainability index.



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7.0 ASSET MANAGEMENT PRACTICES

7.1 EXISTING SYSTEMS Asset Audit and Condition Data Irrigation systems are audited annually during June – September (winter program) and asset data base is updated. Condition data is updated based on renewal works undertaken on the network during the year. Programmed Maintenance Programmed maintenance is undertaken in winter months based on the condition audit. Individual component of each irrigation system (eg sprinkler heads, solenoids, cabling etc.) is checked and a data base is created on items to be repaired or replaced. This data base is maintained by Project Planner Open Space and Recreation and is located in W drive: Park and Gardens and Arboriculture/ Park and Arb Depot/ Irrigation/ Winter Program and is maintained and updated by Toni Hinton. Components are ordered based on the entire network and work is undertaken in July – September based on priority. Reactive Maintenance Reactive maintenance is managed through CRM – the Customer Request Management system. All maintenance issues raised by rate payers, elected members, contractors and non Parks and Council staff is recorded, managed and actioned via CRM. Reactive maintenance issues raised by Park and Arboriculture staff are managed via ‘General Internal Request’ form. Cost Data Costs associated with routine maintenance and capital upgrades are captured in Finance One, the Corporate Accounting system. Costs pertaining to maintenance are allocated to individual reserves and therefore costs incurred on any reserve over a period of time (since 2003) can be tracked. Geographic Information Systems (GIS) Council’s GIS information is being managed using Arcgis software. A user friendly front end called E-view is also available to many Council staff for accessing information at their desktop. E View has a specific layer dedicated to Council reserves with the location of battery operated irrigation systems (over 400 systems) currently available in the corporate GIS system. Data on water metres is also available via E view with this data being linked to scheduled watering programs on the site for each meter. Long term plans are to link E view to irrigation system design plans. Irrigation system plans/ Drawings Design plans and ‘As Built’ drawings for irrigation systems are stored predominantly in TRIM and available as hard copies. Some hard copy plans are yet to be trimmed and are located in local sub depots located at Jubilee Park and Inlet Reserve.



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7.2 Improvement Plan The Asset Management Strategy, Implementation Plan and activities associated with the plan along with discussions with key staff involved in the management of irrigation systems have identified measures that could assist in improved management of assets. It should be noted that such improvements cannot occur in isolation and there is a need for a coordinated approach to aid development and implementation. Task Priority Timeframe Responsible Resource

Needed Irrigation system data management To develop a process for keeping the Irrigation system database updated for condition and other data.

High Aug 2007 Work Group, Leader/ Team Leader

Need for Data entry operations

Irrigation systems Level of Service/Demand Performance Measures New projects arising out of Master plans (eg. Reserve development), landscape renewal projects may require improved irrigation systems and increase water usage.

This will result in increased maintenance, operational costs and impact on Council’s water policy.

Initiative at departmental level is required to analyse life cycle impact of new works arising out of master plans, new developments and similar.

High Aug 2007

Manager – Open Space and Recreation

To be determined

Asset Management Practices Need for better integration and consolidation of asset related information.

A corporate asset management system that is able to link between other corporate systems such as Proclaim, Finance One, TRIM, CRM, Corporate GIS system needs to be investigated.

Medium AMS Steering Committee

To be determined

Linking Asset Management and Environmental Management Develop systems and processes that enable regular measurement, audit and review of environmental performance

Pursue and implement effective ways of minimising waste and ensure efficient and sustainable use of energy and resources

Seek to prevent or minimise pollution and manage waste in ways to safeguard community, workplace and environment. Where systems are being substantially upgraded and/or replaced, opportunities to create less water dependent landscapes should be explored.

Medium

Table 9: Improvement Plan



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8.0 APPENDICES Appendix 1 TRIM Reference 07/93718 Container Number B4313 Document Name Irrigation Systems Appendix 1 Roles & Responsibilities

Appendix 2 TRIM Reference 07/39719 Container Number B4313 Document Name Irrigation Systems Appendix 2 Service Activity Schedule

Appendix 3 TRIM Reference 06/61122 Container Number B2344 Document Name Risk Management Framework October 2005

Appendix 4 TRIM Reference 07/93735 Container Number B4313 Document Name Irrigation Systems Appendix 4 Risk Assessment Appendix 5 TRIM Reference 07/93755 Container Number B4313 Document Name Irrigation Systems Appendix 5 Asset Register and Financial Forecast



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9.0 REFERENCE

1. International Infrastructure Manual

2. The City of Charles Sturt Open Space Strategy Findings and Opportunities Paper 2006 prepared by Hassell Ltd and Sutter & Associates.

3. Various Corporate documents available in TRIM and Intranet.

4. Australian Institute of Quantity Surveyors (2002), Australian Cost Management Manual Volume 1, Australian Institute of Quantity Surveyors, Deakin ACT.

5. Rawlinsons (2005), Construction Cost Guide 2005, Rawlhouse Publishing, Perth, WA.

6. IVS (2003) International Valuation Standards, International Valuation Standards Committee, London.

10.0 ACKNOWLEDGEMENT

Significant effort has been invested by officers in Parks and Arboriculture business unit in preparing this Asset Management Plan. The irrigation systems’ asset register and condition data were incomplete 12 months ago when initial investigations into data availability were undertaken. The commitment of Parks and Arboriculture team in completing the asset register has been exemplary and their efforts are acknowledged especially that of:-

• Toni Hinton, Project Planner Open Space and Recreation

• James Baum, Work Group Leader- Irrigation

• Chris Davey, Team Leader Park and Arboriculture

Documents

ASSET MANAGEMENT PLAN – IRRIGATION SYSTEMS