SHIRE OF ESPERANCE · The systematic allocation of the depreciable amount (service potential) of an asset over its useful life. Economic life See useful life definition. Expenditure

SHIRE OF ESPERANCE Footpath & Cycleway Asset Management Plan Footpaths_Plan_2010_V3_Final

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Document Control

Document ID: 59_07_070909_nams.plus_amp template v11

Rev No Date Revision Details Author Reviewer Approver

V1 August 2010 1st Draft BP SAM Group

V2 January 2011 Revised Register Data and text BP SAM Group

V3 February 2011 Text update for Final BP

© Copyright 2007 – All rights reserved.

The Institute of Public Works Engineering Australia.

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TABLE OF CONTENTS

ABBREVIATIONS.................................................................................................................................................................................. iv GLOSSARY ............................................................................................................................................................................................ v 1. EXECUTIVE SUMMARY ........................................................................................................................................................... 1

What the Shire Provides ............................................................................................................................................................ 1 What does it Cost? ..................................................................................................................................................................... 1 Plans for the Future ................................................................................................................................................................... 1 Measuring our Performance ...................................................................................................................................................... 1 The Next Steps .......................................................................................................................................................................... 1

2. INTRODUCTION........................................................................................................................................................................ 2 2.1 Background ...................................................................................................................................................................... 2 2.2 Goals and Objectives of Asset Management .................................................................................................................. 3 2.3 Plan Framework ............................................................................................................................................................... 4 2.4 Core and Advanced Asset Management ......................................................................................................................... 6

3. LEVELS OF SERVICE .............................................................................................................................................................. 6 3.1 Customer Research and Expectations ............................................................................................................................ 6 3.2 Legislative Requirements ................................................................................................................................................ 6 3.3 Current Levels of Service ................................................................................................................................................ 7 3.4 Desired Levels of Service ................................................................................................................................................ 8

4. FUTURE DEMAND .................................................................................................................................................................... 8 4.1 Demand Forecast ............................................................................................................................................................ 8 4.2 Changes in Technology ................................................................................................................................................... 8 4.3 Demand Management Plan ............................................................................................................................................. 8 4.4 New Assets from Growth ................................................................................................................................................. 9

5. LIFECYCLE MANAGEMENT PLAN ....................................................................................................................................... 10 5.1 Background Data ........................................................................................................................................................... 10 5.1.1 Physical parameters .......................................................................................................................................... 10 5.1.2 Asset capacity and performance ....................................................................................................................... 11 5.1.3 Asset condition ................................................................................................................................................... 12 5.1.4 Asset valuations ................................................................................................................................................. 13 5.2 Risk Management Plan.................................................................................................................................................. 13 5.3 Routine Maintenance Plan............................................................................................................................................. 14 5.3.1 Maintenance plan ............................................................................................................................................... 14 5.3.2 Standards and specifications ............................................................................................................................. 14 5.3.3 Summary of future maintenance expenditures .................................................................................................. 14 5.4 Renewal/Replacement Plan .......................................................................................................................................... 15 5.4.1 Renewal plan ..................................................................................................................................................... 15 5.4.2 Renewal standards ............................................................................................................................................ 16 5.4.3 Summary of future renewal expenditure ............................................................................................................ 16 5.5 Creation/Acquisition/Upgrade Plan ................................................................................................................................ 16 5.5.1 Selection criteria ................................................................................................................................................ 17 5.5.2 Standards and specifications ............................................................................................................................. 17 5.5.3 Summary of future upgrade/new assets expenditure ........................................................................................ 17 5.6 Disposal Plan ................................................................................................................................................................. 17

6. FINANCIAL SUMMARY .......................................................................................................................................................... 18 6.1 Financial Statements and Projections ........................................................................................................................... 18 6.1.1 Sustainability of service delivery ........................................................................................................................ 18 6.2 Funding Strategy ........................................................................................................................................................... 21 6.3 Valuation Forecasts ....................................................................................................................................................... 21 6.4 Key Assumptions made in Financial Forecasts ............................................................................................................. 23

7. ASSET MANAGEMENT PRACTICES .................................................................................................................................... 25 7.1 Accounting/Financial Systems ....................................................................................................................................... 25 7.2 Asset Management Systems ......................................................................................................................................... 25 7.3 Information Flow Requirements and Processes ............................................................................................................ 26 7.4 Standards and Guidelines ............................................................................................................................................. 26

8. PLAN IMPROVEMENT AND MONITORING .......................................................................................................................... 26 8.1 Performance Measures ................................................................................................................................................. 26 8.2 Improvement Plan .......................................................................................................................................................... 26 8.3 Monitoring and Review Procedures ............................................................................................................................... 27

REFERENCES ...................................................................................................................................................................................... 28 APPENDICES ....................................................................................................................................................................................... 29

Appendix A Maintenance Response Levels of Service ............................................................................................. 29 Appendix B Projected 20 year Capital Renewal Works Program .............................................................................. 29 Appendix C Planned Upgrade/Exp/New 20 year Capital Works Program ................................................................ 34

Appendix D Footpath Works Program 5 Year............................................................................................................35

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ABBREVIATIONS

AAAC Average annual asset consumption

AMP Asset management plan

ARI Average recurrence interval

BOD Biochemical (biological) oxygen demand

CRC Current replacement cost

CWMS Community wastewater management systems

DA Depreciable amount

DoH Department of Health

EF Earthworks/formation

IRMP Infrastructure risk management plan

LCC Life Cycle cost

LCE Life cycle expenditure

MMS Maintenance management system

PCI Pavement condition index

RV Residual value

SS Suspended solids

vph Vehicles per hour

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GLOSSARY

Annual service cost (ASC) An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operating, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset class Grouping of assets of a similar nature and use in an entity's operations (AASB 166.37).

Asset condition assessment The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset management The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Assets Future economic benefits controlled by the entity as a result of past transactions or other past events (AAS27.12).

Property, plant and equipment including infrastructure and other assets (such as furniture and fittings) with benefits expected to last more than 12 month.

Average annual asset consumption (AAAC)* The amount of a local government‟s asset base consumed during a year. This may be calculated by dividing the Depreciable Amount (DA) by the Useful Life and totalled for each and every asset OR by dividing the Fair Value (Depreciated Replacement Cost) by the Remaining Life and totalled for each and every asset in an asset category or class.

Brownfield asset values** Asset (re)valuation values based on the cost to replace the asset including demolition and restoration costs.

Capital expansion expenditure Expenditure that extends an existing asset, at the same standard as is currently enjoyed by residents, to a new group of users. It is discretional expenditure, which increases future operating, and maintenance costs, because it increases the Shire‟s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditure Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital funding Funding to pay for capital expenditure.

Capital grants Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital investment expenditure See capital expenditure definition

Capital new expenditure Expenditure which creates a new asset providing a new service to the community that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operating and maintenance expenditure.

Capital renewal expenditure Expenditure on an existing asset, which returns the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time, eg. resurfacing or resheeting a material part of a road network, replacing a material section of a drainage network with pipes of the same capacity, resurfacing an oval. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital upgrade expenditure Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Shire‟s asset base, eg. widening the sealed area of an existing road, replacing drainage pipes with pipes of a greater capacity, enlarging a grandstand at a sporting facility. Where capital projects involve a combination of renewal, expansion and/or upgrade

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expenditures, the total project cost needs to be allocated accordingly.

Carrying amount The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Class of assets See asset class definition

Component An individual part of an asset which contributes to the composition of the whole and can be separated from or attached to an asset or a system.

Cost of an asset The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, plus any costs necessary to place the asset into service. This includes one-off design and project management costs.

Current replacement cost (CRC) The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Current replacement cost “As New” (CRC) The current cost of replacing the original service potential of an existing asset, with a similar modern equivalent asset, i.e. the total cost of replacing an existing asset with an as NEW or similar asset expressed in current dollar values.

Cyclic Maintenance** Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, cycle, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Depreciable amount The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6)

Depreciated replacement cost (DRC) The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset

Depreciation / amortisation- The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic life See useful life definition.

Expenditure The spending of money on goods and services. Expenditure includes recurrent and capital.

Fair value The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arms length transaction.

Greenfield asset values ** Asset (re)valuation values based on the cost to initially acquire the asset.

Heritage asset An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss The amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assets Physical assets of the entity or of another entity that contribute to meeting the public's need for access to major economic and social facilities and services, eg. roads, drainage, footpaths and cycleways. These are typically large, interconnected networks or portfolios of composite assets The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no market value.

Investment property Property held to earn rentals or for capital appreciation or both, rather than for: (a) use in the production or supply of goods or services or for administrative purposes; or (b) sale in the ordinary course of business (AASB 140.5)

Level of service The defined service quality for a particular service against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental, acceptability and cost).

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Life Cycle Cost ** The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises annual maintenance and asset consumption expense, represented by depreciation expense. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure ** The Life Cycle Expenditure (LCE) is the actual or planned annual maintenance and capital renewal expenditure incurred in providing the service in a particular year. Life Cycle Expenditure may be compared to Life Cycle Expenditure to give an initial indicator of life cycle sustainability.

Loans / borrowings Loans result in funds being received which are then repaid over a period of time with interest (an additional cost). Their primary benefit is in „spreading the burden‟ of capital expenditure over time. Although loans enable works to be completed sooner, they are only ultimately cost effective where the capital works funded (generally renewals) result in operating and maintenance cost savings, which are greater than the cost of the loan (interest and charges).

Maintenance and renewal gap Difference between estimated budgets and projected expenditures for maintenance and renewal of assets, totalled over a defined time (eg 5, 10 and 15 years).

Maintenance and renewal sustainability index Ratio of estimated budget to projected expenditure for maintenance and renewal of assets over a defined time (eg 5, 10 and 15 years).

Maintenance expenditure Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset‟s useful life.

Materiality An item is material is its omission or misstatement could influence the economic decisions of users taken on the basis of the financial report. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances.

Modern equivalent asset. A structure similar to an existing structure and having the equivalent productive capacity, which could be built using modern materials, techniques and design. Replacement cost is the basis used to estimate the cost of constructing a modern equivalent asset.

Non-revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Shire, eg. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operating expenditure Recurrent expenditure, which is continuously required excluding maintenance and depreciation, eg power, fuel, staff, plant equipment, on-costs and overheads.

Pavement management system A systematic process for measuring and predicting the condition of road pavements and wearing surfaces over time and recommending corrective actions.

Planned Maintenance** Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

PMS Score A measure of condition of a road segment determined from a Pavement Management System.

Rate of annual asset consumption* A measure of average annual consumption of assets (AAAC) expressed as a percentage of the depreciable amount (AAAC/DA). Depreciation may be used for AAAC.

Rate of annual asset renewal* A measure of the rate at which assets are being renewed per annum expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of annual asset upgrade* A measure of the rate at which assets are being upgraded and expanded per annum expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

Reactive maintenance Unplanned repair work that carried out in response to service requests and management/supervisory directions.

Recoverable amount The higher of an asset's fair value, less costs to sell and its value in use.

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Recurrent expenditure Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operating and maintenance expenditure.

Recurrent funding Funding to pay for recurrent expenditure.

Rehabilitation See capital renewal expenditure definition above.

Remaining life The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining life is economic life.

Renewal See capital renewal expenditure definition above.

Residual value The net amount which an entity expects to obtain for an asset at the end of its useful life after deducting the expected costs of disposal.

Revenue generating investments Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, eg public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segment A self-contained part or piece of an infrastructure asset.

Service potential The capacity to provide goods and services in accordance with the entity's objectives, whether those objectives are the generation of net cash inflows or the provision of goods and services of a particular volume and quantity to the beneficiaries thereof.

Service potential remaining* A measure of the remaining life of assets expressed as a percentage of economic life. It is also a measure of the percentage of the asset‟s potential to provide services that is still available for use in providing services (DRC/DA).

Strategic Management Plan (SA)** Documents Shire objectives for a specified period (3-5 yrs), the principle activities to achieve the objectives, the means by which that will be carried out, estimated income and expenditure, measures to assess performance and how rating policy relates to the Shire‟s objectives and activities.

Sub-component Smaller individual parts that make up a component part.

Useful life Either: (a) the period over which an asset is expected to be

available for use by an entity, or (b) the number of production or similar units expected to

be obtained from the asset by the entity. It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the Shire. It is the same as the economic life.

Value in Use The present value of estimated future cash flows expected to arise from the continuing use of an asset and from its disposal at the end of its useful life. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate new cash flows, where if deprived of the asset its future economic benefits would be replaced.

Source: DVC 2006, Glossary Note: Items shown * modified to use DA instead of CRC Additional glossary items shown **

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1. EXECUTIVE SUMMARY

What the Shire Provides

The Shire of Esperance provides a Footpath & Cycleway network in partnership with internal and external stakeholders to enable the safe and efficient use by both cyclists and pedestrians.

There are approximately 114 km‟s of pedestrian and dual use paths within the Shire.

What does it Cost?

The Shire‟s sustainability reporting compares the rate of annual asset consumption to the asset renewal and asset upgrade and expansion.

Asset Consumption 3.19%

Asset Consumption is a measure of the annual utilisation of the asset expressed as a percentage of the depreciable amount

Asset renewal 1.28%

Asset Renewal is a measure of the rate of renewal expressed as a percentage of the depreciable amount. In a healthy asset class the Asset Renewal rate is higher than the Asset Consumption rate

Annual Upgrade/Expansion 1.80%

Annual Upgrade/Expansion is a measure of the rate of upgrade expressed as a percentage of the depreciable amount.

The other key indicators of cost to provide the Footpath & Cycleway network service.

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 in the next 10 years covered by the Shire‟s long term financial plan.

The life cycle cost to provide the Footpath & Cycleway network service is estimated at $451,480 per annum. The Shire‟s planned life cycle expenditure for year 1 of the asset management plan is $210,510 which gives a life cycle sustainability index of 0.47.

The total maintenance and capital renewal expenditure required to provide the Footpath & Cycleway network service the in the next 10 years is estimated at $1,044,730. This is an average of $104,473 per annum.

Plans for the Future

The Shire plans to operate and maintain the Footpath & Cycleway network to achieve the following strategic objectives.

1. Ensure the Footpath & Cycleway network is

maintained at a safe and functional standard as set

out in this asset management plan.

2. Ensure Footpaths and Cycleways meet the required

level of service.

3. Ensure maximum life without compromising safety.

Measuring our Performance

Quality Footpath & Cycleway assets will be maintained in good and usable condition. Defects found or reported that are outside our service standard will be repaired. See our maintenance response service levels for details of defect prioritisation and response time.

Function Our intent is that an appropriate Footpath & Cycleway network is maintained in partnership with other levels of government and stakeholders to ensure a safe and effective pathway system is available at all times.

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

Ensure the safety of all users

Ensure the maintenance and availability of the network

Safety Footpaths & Cycleways are inspected routinely with maintenance and repairs programmed to ensure they are safe.

The Next Steps

Actions resulting from this asset management plan are:

General Ledger restructure to allow capture of Renewal and Maintenance expenditure

Review Community Levels of Service for Footpaths and Cycleways

Implement New/Upgrade Works Plan in line with planned expenditures

Future review of the “Strategic Action Plan 2007-2027” to consider item 29. relating to provision of Footpaths to every Residential and Urban Street.

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2. INTRODUCTION

2.1 Background

This asset management plan is to demonstrate responsive management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to provide the required levels of service.

The asset management plan is to be read in conjunction with the following associated planning documents:

Shire of Esperance Strategic Action Plan 2007 – 2027

Asset Management Policy (Corp 008 May 2009)

Financial Management Policy (Corp 002 September 2007)

Footpath Construction Policy (Eng 004 September 2007)

Paving Bricks in Footpath Policy (Man 010 October 2006)

Shire of Esperance Annual Adopted Budget (2010/11)

Shire of Esperance Plan for the Future 2010/11 to 2012/13

Records Management Policy (Corp 009 July 2010) Disability Access and Inclusion Plan 2010-2012

Shire of Esperance – 2010/11 5 Year Construction Plan - Footpaths

This asset management plan covers the following infrastructure assets:

Table 2.1. Assets covered by this Plan

Asset category Dimension Estimated Replacement Value ($M)

Footpaths & Cycleways No of Paths 651

Total length 114.365 km‟s

Total area 242,786 sqm

12,119,414

TOTAL 12,119,414

Key stakeholders in the preparation and implementation of this asset management plan are:

Elected Council Community Representation Executive Management Group Steering and Administration Operational Managers Initial Planning and data collection Asset Team members Implementation and application of Policy Finance Department Application of Accounting and Financial Services Operational Departments Operational assistance Shire of Esperance Community End user involvement Visitors to the Shire End user involvement Pathway users End user involvement LGIS Disabled users

Risk Management End user involvement

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2.2 Goals and Objectives of Asset Management

The Shire exists to provide services to its community. Some of these services are provided by infrastructure assets. The Shire has acquired infrastructure assets through construction and by donation of assets constructed by developers.

The Shire‟s goal in managing infrastructure assets is to meet the required level of service in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are:

Taking a life cycle approach,

Developing cost-effective management strategies for the long term,

Providing a defined level of service and monitoring 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,

Continuous improvement in asset management practices.

This asset management plan is prepared under the direction of the Shire‟s vision, mission, goals and objectives.

The Shire‟s vision is:

The spirit of Esperance is unique; we take pride in being a creative, caring and supportive community. We live in a diverse and dynamic region with outstanding opportunities for all. As custodians, we are committed to protect our spectacular natural environment. Esperance has a sense of community ownership with a commitment to determine its own direction. “We make it happen”.

The Shire‟s mission is:

The Shire of Esperance will listen to its people and provide services in a caring, responsive and consultative manner through Councillors and staff that are well equipped to meet community needs, and show leadership in development at regional and higher levels.

Table 2.2. Shire Goals and how these are addressed in this Plan

Goal Objective How Goal and Objectives are addressed

Develop and implement the Shires Asset Management strategy, policies and objectives.

To set out a broad framework to ensure a co-ordinated corporate approach to asset management within the Shire of Esperance

The Shire‟s Footpath Construction Policy details standards with regard to Permits, Maintenance, Construction, location and size.

Identify current and future levels of service.

Provide clear direction in the provision and management of all assets to ensure sustainable outcomes and agreed levels of service for present and future stakeholders.

The Shire‟s Asset Management Policy details it‟s undertaking with regard to involving and consulting the community to determine the Level of Service and service standards required.

Meet current and future service delivery standards

Manage infrastructure assets to deliver services that meets community expectations of time, quality and value for money.

The Shire through its Policy undertakes to maintain the agreed level of service through inspection and condition rating systems and through application of appropriate Life Cycle management processes.

Identify elements from the Strategic Action Plan 2007-2027 that relate to Footpaths and Cycleways.

Incorporate relevant strategic actions into current and future reviews of the Asset Management Plan

Strategic actions (5.e, 27.a, 29.a & b, 58.a) have been identified below.

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Shire of Esperance “Strategic Action Plan 2007-2027” elements relating to Pathways:

5. Endeavour to ensure all buildings and infrastructure are accessible for people with disabilities and special needs, and included in activities and services. e) Support the needs of seniors and people with disabilities when planning pedestrian crossings, footpaths, and crossovers.

27. Continue with the development of the Dual Use Path system in Esperance in a manner that complements the environment through which it passes. a) Plan the extension of the DUP system from Bandy Creek to Twilight Beach.

29. Aim to provide every residential and urban street with a footpath of a high standard on at least one side. a) Identify Urban and Residential Streets that do not have any footpaths with a view to having them programmed for construction in a forward works plan. b) Undertake an audit of the current condition of footpaths and identify those that require upgrade or replacement with a view to having them programmed for construction in a forward works plan.

58. Preserve and enhance the natural environment of Dempster Head. a) Construct pathways and barriers to manage pedestrian access and eliminate vehicle access to Dempster Head in accordance with the Dempster Head Management Plan.

Shire of Esperance “Plan for the Future 2010/11/ to 2012/13” Operational Objective Asset Management

The Shire of Esperance has been involved in the Western Australian Asset Management Improvement (WAAMI) program for the past two years. The program is designed to ensure that the awareness of asset management principles is increased and that the capability of Local Governments to manage their infrastructure assets is improved.

During its strategic planning review in November 2009, Council determined that Asset Management will be a key operational priority for 2010 and beyond, and will seek to build on the work that has previously been undertaken as part of the WAAMI program. This work will initially include the development of a conceptual framework for Asset Management for the Shire of Esperance, as well as the undertaking of condition assessments of all Shire-owned built assets.

A more diligent approach to Asset Management will ensure that the longevity of Council-owned assets is maximised. This will be achieved through prioritisation and appropriate allocations of maintenance funds, as well as the development of structured maintenance programs.

2.3 Plan Framework

Key elements of the plan are

Levels of service – specifies the services and levels of service to be provided by the Shire.

Future demand – how this will impact on future service delivery and how this is to be met.

Life cycle management – how the Shire 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 the Shire‟s objectives.

Asset management improvement plan

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A road map for preparing an asset management plan is shown below.

Road Map for preparing an Asset Management Plan 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

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REVIEW AND

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IMPROVEMENT

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ANNUAL PLAN /

BUSINESS PLAN

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2.4 Core and Advanced Asset Management

This 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 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.

3. LEVELS OF SERVICE

3.1 Customer Research and Expectations

The Shire has not yet carried out any research on customer expectations regarding Footpaths and Cycleways. This will be investigated for future updates of the asset management plan

3.2 Legislative Requirements

The Shire has to meet many legislative requirements including Australian and State legislation and State regulations. These include:

Table 3.2. Legislative Requirements

Legislation Requirement

Local Government Act 1995 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Environmental Protection Act 1986 R Require permit and flora survey prior to vegetation removal, relates to the prevention of pollution - either to land air or water. Defines two types of harm - material environmental harm or serious environmental harm.

Aboriginal Heritage Act 1972 Preservation of the community places and objects used by traditional owners

Aboriginal Heritage Regulations 1974

Preservation of the community places and objects used by traditional owners

Health Act 1911 Discharging causing pollution to waterways

Wildlife Conservation Act 1950 Provides for the conservation and protection of native flora and fauna

Health (Pesticides) Regulations 1956 Regulates the possession and use of pesticides

Road Traffic Act 1974 Laws and legislations surrounding road networks

Main Roads Act 1930 The power to legislate the maintenance and works on public roads

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Disability Services Act (1993) An Act for the establishment of the Disability Services Commission and the Ministerial Advisory Council on Disability, for the furtherance of principles applicable to people with disabilities, for the funding and provision of services to such people that meet certain objectives, for the resolution of complaints by such people, and for related purposes

Disability Services Regulations (2004)

Current amendments to Disability Services Act (1993)

OSH Act 1984 The guidelines for employees and employers to undertake within the work environment

OSH Regulations 1996 The guidelines for employees and employers to undertake within the work environment

3.3 Current Levels of Service The Shire has defined service levels as either Community or Technical.

Community Levels of Service relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost/efficiency and legislative compliance.

Supporting the Community Levels of Service are operational or technical measures to ensure that the minimum community levels of service are met

Table 3.3. Current Service Levels – Footpaths & Cycleways

Key Performance Measure

Level of Service Performance Measure Process

Performance Target Current Performance

COMMUNITY LEVELS OF SERVICE

Quality Provide adequate path network

Requests for additional pathways

<3 per year 2010 - 2 received 2009 – 3 received

Function Suitable network

Adequate width

Strategic Planning goals

Customer feedback

Meets goals

Meet guidelines for all designated shared paths

Works Program developed to meet objectives

Survey to be undertaken

Safety Provide safe suitable paths with appropriate condition rating

Accident / injury statistics <2 per year 2010 – 0 received 2009 – 1 received

TECHNICAL LEVELS OF SERVICE

Quality Manage maintenance and renewal to achieve the desired LOS

Maintain a suitable Path Condition Rating

<1% Condition 5 0.02%

Function Ensure paths are accessible to cyclists and pedestrians and suitable for aged and disability users.

Ensure compliance with Standards required for Shared Paths.

95% within 5 years

Review Guidelines for Shared Paths and identify compliance requirements.

Safety Provide appropriate Dual Use signage.

Meet design requirements AS 1742.9-2000 uniform traffic control devices.

100% within 5 years Review standards and identify compliance requirements.

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3.4 Desired Levels of Service

Indications of desired levels of service may be obtained from various sources including Customer Satisfaction surveys, residents‟ feedback to Councillors and staff, service requests and correspondence. The Shire undertakes to involve and consult with the community and key stake holders to determine Levels of Service and asset service standards required. The results of any consultation may be included in future revisions of this asset management plan.

4. FUTURE DEMAND

4.1 Demand Forecast

Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, economic factors, agricultural practices, environmental awareness, etc.

Demand factor trends and impacts on service delivery are summarised in Table 4.1.

Table 4.1. Demand Factors, Projections and Impact on Services

Demand factor Present position Projection 2031

Impact on services

Population ABS Esperance Regional Population @ 30-June 2009 is an estimated 14553 persons. This represents a change over the previous 5 year period of 1.3% per annum

Based on growth of 1.3% per annum the population is expected to reach 18600 by 2028

Network development should be restricted largely to growth areas and managed through the process of subdivision development. Inherited assets will impact on maintenance resources and renewal funds

Demographics ABS shows the median age in WA at 36.2 in 2009 however above average ages are typical for all Great Southern regions in WA

26.1% of the population is predicted to be over the age of 60 in 2031, an increase of almost 6%.

Path networks surrounding aged living may need to be reviewed for mobility and accessibility.

4.2 Changes in Technology

Other than for storage and security of data, Technology changes are forecast to have little effect on the delivery of services covered by this plan.

4.3 Demand Management Plan

Demand for new services will be managed through a combination of managing existing assets, upgrading of existing assets and providing new assets to meet demand. Demand management practices include non-asset solutions, insuring against risks and managing failures.

Opportunities identified to date for demand management are shown in Table 4.3. Further opportunities will be developed in future revisions of this asset management plan.

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Table 4.3. Demand Management Plan Summary

Service Activity Demand Management Plan

Planning Further develop maintenance plan based on condition ratings and risk. Review upgrade and construction plan based on changing population and demographics. Further develop plans based on changing use, recreational and lifestyle developments. Review the need for change based on changing legislative requirements

4.4 New Assets from Growth

The new assets required to meet growth will be acquired from land developments and constructed by the Shire. The new asset values are summarised in Fig 1.

Fig 1. New Assets from Growth

Acquiring these new assets will commit the Shire to fund ongoing operations and maintenance costs for the period that the service provided from the assets is required. These future costs are identified and considered in developing forecasts of future operating and maintenance costs.

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5. LIFECYCLE MANAGEMENT PLAN

The lifecycle management plan details how the Shire plans to manage and operate the assets at the agreed levels of service (defined in Section 3) while optimising life cycle costs.

5.1 Background Data

5.1.1 Physical parameters

The assets covered by this asset management plan are shown below.

Footpaths & Cycleways Asphalt 183,382 m2 Bitumen seal 1,872 m2 Brick Pavers 1,505 m2 Concrete Slab Pavers 3,430 m2 Gravel 13,728 m2 Insitu Concrete 18,912 m2 Interlocking concrete pavers 17,926 m2 Other 1,639 m2 Timber 306 m2

The Path network is generally in very good condition (% by area June 2010)

Condition 1 Condition 2 Condition 3 Condition 4 Condition 5

61.5 % 15.0% 20.0% 3.4% 0.1%

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Explanatory Note: Dates of Footpath construction between 2002 and 2010 are based confidently on physical Engineering records. Prior to 2002, the date of construction is based on condition ratings as per NAMS guidelines. The resulting age profile shows an over-representation of construction in years 2010, 2002 and 1995. These represent an opportunity for improvement in future revisions of this plan.

The path network is represented spatially using Cadcorp SIS & represents the location, length and direction of paths. The file Q:\Asset Management\Footpath Asset Management\Cadcorp Files\Paths Final 20100909.swd and associated tables provide the raw data. The access database file Access Files\Footpath Assets 2010.accdb holds data captured for condition ratings between April and June 2010.

5.1.2 Asset capacity and performance The Shire‟s services are generally provided to meet design standards where these are available.

Locations where deficiencies in service performance are known are detailed in Table 5.1.2.

Table 5.1.2. Known Service Performance Deficiencies

Service area Deficiency

Path construction materials

5.7% of all paths consist of Gravel surface, this represents an opportunity to improve the Level of Service in some cases.

Paths not yet constructed

As detailed in Goals and Objectives, the Shire of Esperance Strategic Action Plan 2007-2027 contains initiatives relating to Path access and development and have been addressed as follows:

5. e) Support the needs of seniors and people with disabilities when planning pedestrian crossings, footpaths, and crossover.

The preferred material for general residential paths is Asphalt which provides a smooth surface for pedestrian use. Paths are generally installed and renewed with a 2 metre width to meet Guidelines for Shared Paths. Paths in the CBD and Foreshore areas may be constructed using Interconnected Concrete Pavers for aesthetic benefit but are constructed and maintained using the same criteria.

27. a) Plan the extension of the DUP system from Bandy Creek to Twilight Beach. Completed with the exception of Castletown to Bandy Creek section which is subject to future development. 29. a) Identify Urban and Residential Streets that do not have any footpaths with a view to having them programmed for construction in a forward works plan. A Works Program has been developed to meet this criteria with a proposed 5 year plan to complete the network. b) Undertake an audit of the current condition of footpaths and identify those that require upgrade or replacement with a view to having them programmed for construction in a forward works plan. Path Upgrade and Replacement is Budgeted and managed on an annual basis. 58. a) Construct pathways and barriers to manage pedestrian access and eliminate vehicle access to Dempster Head in accordance with the Dempster Head Management Plan. The Dempster Head Pathway network is now complete.

Cadcorp%20Files/Paths%20Final%2020100909.swd

Cadcorp%20Files/Paths%20Final%2020100909.swd

Access%20Files/Footpath%20Assets%202010.accdb

Access%20Files/Footpath%20Assets%202010.accdb

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5.1.3 Asset condition

The condition profile of the Shire‟s assets is shown below.

Fig 3. Asset Condition Profile

Condition was measured using a 1 – 5 rating system.1

Rating Description of Condition 1 Excellent condition: Only planned maintenance required. 2 Very good: Minor maintenance required plus planned maintenance. 3 Good: Significant maintenance required. 4 Average: Significant renewal/upgrade required. 5 Poor: Unserviceable.

The file Q:\Asset Management\Footpath Asset Management\Footpath & Cycleway Condition Guidelines May 2010.pptx has been produced to provide a practical guide to Footpath assessment within the Shire.

1 IIMM 2006, Appendix B, p B:1-3 („cyclic‟ modified to „planned‟)

Footpath%20&%20Cycleway%20Condition%20Guidelines%20May%202010.pptx

Footpath%20&%20Cycleway%20Condition%20Guidelines%20May%202010.pptx

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5.1.4 Asset valuations

The value of assets as at June 2010 covered by this asset management plan is summarised below. Assets are valued at brownfield rates.

Current Replacement Cost $12.119 M (Identified in the Footpath Asset Register)

Depreciable Amount $12.119 M (CRC less Residual Value)

Depreciated Replacement Cost $10.186 M (Identified in the Footpath Asset Register)

Annual Depreciation Expense $386,970 (Identified in the Footpath Asset Register)

The Shire‟s sustainability reporting compares the rate of annual asset consumption to the asset renewal and asset upgrade and expansion.

Asset Consumption 3.19% (Annual Dep. Expense / Depreciable amount)

Asset Consumption is a measure of the annual utilisation of the asset expressed as a percentage of the depreciable amount

Asset renewal 1.28% (Planned renewal / Depreciable amount)

Asset Renewal is a measure of the rate of renewal expressed as a percentage of the depreciable amount. In a healthy asset class the Asset Renewal rate is higher than the Asset Consumtion rate

Annual Upgrade/Expansion 1.80% (Planned upgrade / Depreciable amount)

Annual Upgrade/Expansion is a measure of the rate of upgrade expressed as a percentage of the depreciable amount.

5.2 Risk Management Plan

An assessment of risks associated with service delivery from infrastructure assets has identified critical risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.

Critical risks, being those assessed as „Very High‟ - requiring immediate corrective action and „High‟ – requiring prioritised corrective action identified in the infrastructure risk management plan are summarised in Table 5.2.

Table 5.2. Critical Risks and Treatment Plans

Asset at Risk What can Happen Risk Rating (VH, H)

Risk Treatment Plan

Pathway Hazard created when path is damaged by tree roots

H Inspection of known risk areas on a more frequent basis, change tree policy, continue reactive maintenance

Pathway Washaway following heavy rains

H Inspection of known high risk areas following significant rainfall

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5.3 Routine Maintenance Plan

Routine maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.

5.3.1 Maintenance plan

Maintenance includes reactive, planned and cyclic maintenance work activities.

Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions.

Planned maintenance is repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Cyclic maintenance is replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, etc. This work generally falls below the capital/maintenance threshold.

Maintenance expenditure trends are shown in Table 5.3.1

Table 5.3.1. Maintenance Expenditure Trends

Year Approx. Maintenance Expenditure

Reactive

2005/6 $50,340

2006/7 $65,934

2007/8 $68,668

2008/9 $69,871

2009/10 $49,566

Assessment and prioritisation of reactive maintenance is undertaken by Shire staff using experience and judgement. Feedback and suggested areas for maintenance are routinely received from the Community.

Reactive maintenance is carried out in accordance with response levels & service details in Appendix A.

5.3.2 Standards and specifications

Maintenance work is carried out in accordance with the following Standards and Specifications.

Shire of Esperance – Policy ENG 004: Footpath Construction

Australian Asphalt Paving Association publish National Asphalt and Spray Sealing Specifications which incorporate Australian Standards, Bitumen Contractors Assoc. and Austroads Specifications. Collectively these will cover maintenance and construction works undertaken by the Shire. Copies can be found at the following website: http://www.aapa.asn.au/publication/specifications-a-codes-of-practice.html

5.3.3 Summary of future maintenance expenditures

Future maintenance expenditure is forecast to trend in line with the value of the asset stock as shown in Fig 4. Note that all costs are shown in current 2010/11 Financial year dollar values.

http://www.aapa.asn.au/publication/specifications-a-codes-of-practice.html

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Fig 4. Planned Maintenance Expenditure

Deferred maintenance, ie works that are identified for maintenance and unable to be funded are to be included in the risk assessment process in the infrastructure risk management plan.

Maintenance is funded from the Shire‟s operating budget and grants where available. This is further discussed in Section 6.2.

5.4 Renewal/Replacement Plan

Renewal expenditure is major work which does not increase the asset‟s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original service potential. Work over and above restoring an asset to original service potential is upgrade/expansion or new works expenditure.

5.4.1 Renewal plan

Assets requiring renewal are identified from estimates of remaining life obtained from the asset register worksheets on the „Planned Expenditure template. Candidate proposals are inspected to verify accuracy of remaining life estimate and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. The priority ranking for Renewal works may be based on criteria including intended use, proximity to community services including Schools, Aged Care, Hospitals and Shopping precincts and location and may vary depending on location.

Renewal will generally be undertaken with the aim of restoring the service potential at a cost less than replacement cost.

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5.4.2 Renewal standards

Renewal Standards will apply as per 5.3.2 Maintenance Standards.

5.4.3 Summary of future renewal expenditure

Due to the misrepresentation of date of construction, the projected future renewal chart is not representative of the anticipated actual spread of expenditure. Where practical, Renewal Gap expenditure is spread across adjoining years.

The costs are summarised in Fig 5. Note that all costs are shown in current 2010/11 financial year dollar values.

Fig 5. Projected Capital Renewal Expenditure

Deferred renewal, ie those assets identified for renewal and not scheduled for renewal in capital works programs are to be included in the risk assessment process in the risk management plan.

Renewals are to be funded from the Shire‟s capital works program and grants where available. This is further discussed in Section 6.2.

5.5 Creation/Acquisition/Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost to the Shire from land development. These assets from growth are considered in Section 4.4.

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5.5.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Candidate proposals are inspected to verify need and to develop a preliminary renewal estimate.

A Works Program for New and Upgraded Paths has been developed and indicates it is possible to complete the Path network within 5 years from the date of implementation. The plan identifies all paths required to meet Council‟s strategic objectives and with some practical exclusions, arrives at a definitive list of works. The works have been costed in 2010 dollars and applied to the the expenditure model commencing 2011. The Footpath Works Program 5 year is attached as Appendix D Page 35.

5.5.2 Standards and specifications Standards and specifications for new assets and for upgrade/expansion of existing assets are the same as those for renewal shown in Section 5.3.2.

5.5.3 Summary of future upgrade/new assets expenditure

The planned upgrade/new capital works program is shown in Appendix C. All costs in 2010/11 dollars.

Fig 6. Planned Capital Upgrade/New Asset Expenditure

New assets and services are to be funded from the Shire‟s capital works program and grants where available. This is further discussed in Section 6.2.

5.6 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation.

Footpath asset disposals are minimal and costed in conjunction with annual maintenance & renewals therefore no independent cash flow projections have been prepared.

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6. FINANCIAL SUMMARY

This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.

6.1 Financial Statements and Projections

The financial projections are shown in Fig 7 for planned operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets).

Fig 7. Planned Operating and Capital Expenditure

Note that all costs are shown in current 2010/11 financial year dollar values.

6.1.1 Sustainability of service delivery

There are two key indicators for financial sustainability that have been considered in the analysis of the services provided by this asset category, these being long term life cycle costs and medium term costs over the 10 year financial planning period.

Long term - Life Cycle Cost

Life cycle costs (or whole of life costs) are the average costs that are required to sustain the service levels over the longest asset life. Life cycle costs include maintenance and asset consumption (depreciation expense). The annual average life cycle cost for the services covered in this asset management plan is $451,480.

Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision. Life cycle expenditure includes maintenance plus capital renewal expenditure. Life cycle expenditure will vary depending on the timing of asset renewals. The life cycle expenditure at the start of the plan is $210,510.

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A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of the assets they are consuming each year. The purpose of this Footpath & Cycleway asset management plan is to identify levels of service that the community needs and can afford and develop the necessary long term financial plans to provide the service in a sustainable manner.

The life cycle gap for services covered by this asset management plan is $240,970 per annum. The life cycle sustainability index is 0.47

Medium term – 10 year financial planning period This asset management plan identifies the estimated maintenance and capital expenditures required to provide an agreed level of service to the community over a 20 year period for input into a 10 year financial plan and funding plan to provide the service in a sustainable manner.

This may be compared to existing or planned expenditures in the 20 year period to identify any gap. In a core asset management plan, a gap is generally due to increasing asset renewals.

Fig 8 shows the projected asset renewals in the 20 year planning period from the asset register. The projected asset renewals are compared to planned renewal expenditure in the capital works program and capital renewal expenditure in year 1 of the planning period as shown in Fig 8. Table 6.1.1 shows the annual and cumulative funding gap between projected and planned renewals.

The following Table shows data used to calculate the Sustainability of Service Delivery

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Fig 8. Projected and Planned Renewals and Current Renewal Expenditure

Providing services in a sustainable manner will require matching of projected asset renewals to meet agreed service levels with planned capital works programs and available revenue. A gap between projected asset renewals, planned asset renewals and funding indicates that further work is required to manage required service levels and funding to eliminate any funding gap.

The Shire will manage the „gap‟ by developing this asset management plan to provide guidance on future service levels and resources required to provide these services.

The Shire‟s long term financial plan covers the first 10 years of the 20 year planning period. The total maintenance and capital renewal expenditure required over the 10 years is $1,044,730.

This is an average expenditure of $104,473. Estimated maintenance and capital renewal expenditure in year 1 is $210,510. The 10 year sustainability index is 2.01.

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Table 6.1.1 Projected and Planned Renewals and Expenditure Gap

Year End Projected Planned Shortfall in Cumulative

Jun-30 Capital Capital Renewal Expenditure Renewal

Renewal Renewal (Projected - Planned) Funding

Expenditure Expenditure ($'000) Shortfall

($'000) ($'000)

($'000)

2010 $0.98 $146.00 -$145.03 -$145.03

2011 $0.00 $100.00 -$100.00 -$245.03

2012 $0.00 $100.00 -$100.00 -$345.03

2013 $29.82 $100.00 -$70.18 -$415.21

2014 $0.00 $100.00 -$100.00 -$515.21

2015 $15.54 $100.00 -$84.46 -$599.67

2016 $0.00 $100.00 -$100.00 -$699.67

2017 $147.43 $100.00 $47.43 -$652.24

2018 $0.00 $100.00 -$100.00 -$752.24

2019 $0.00 $100.00 -$100.00 -$852.24

2020 $120.07 $100.00 $20.07 -$832.17

2021 $26.16 $100.00 -$73.84 -$906.01

2022 $0.00 $100.00 -$100.00 -$1,006.01

2023 $8.28 $100.00 -$91.72 -$1,097.73

2024 $3.48 $100.00 -$96.52 -$1,194.25

2025 $751.76 $100.00 $651.76 -$542.49

2026 $0.00 $100.00 -$100.00 -$642.49

2027 $6.32 $100.00 -$93.68 -$736.17

2028 $80.80 $100.00 -$19.20 -$755.37

2029 $25.64 $100.00 -$74.36 -$829.73

6.2 Funding Strategy

Projected expenditure identified in Section 6.1 is to be funded from the Shire‟s operating and capital budgets. The funding strategy will be detailed in the Shire‟s 10 year long term financial plan once it is developed.

6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by the Shire and from assets constructed by land developers and donated to the Shire. Fig 9 shows the projected replacement cost asset values over the planning period in current 2010/11 dollar values.

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Fig 9. Projected Asset Values

Depreciation expense values are forecast in line with asset values as shown in Fig 10.

Fig 10. Projected Depreciation Expense

The depreciated replacement cost (current replacement cost less accumulated depreciation) will vary over the forecast period depending on the rates of addition of new assets, disposal of old assets and consumption and renewal of existing assets. Forecast of the assets‟ depreciated replacement cost is shown in Fig 11.

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Fig 11. Projected Depreciated Replacement Cost

6.4 Key Assumptions made in Financial Forecasts

This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions used in developing the Asset Register data are:

Unit Rates

Row Labels

Unit Asphaltic concrete

Bituminous seal

Brick pavers

Concrete slab

pavers Gravel

Insitu concrete

I/locking concrete pavers

Other Timber

Total $ /m2 $50.00 $35.00 $48.50 $45.50 $15.00 $42.00 $85.50 $50.00 $100.00

Renewal Cost

ratio 0.50 0.43 1.12 1.12 1.20 1.19 1.12 1.20 1.20

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Donated Assets – Footpaths 18m frontage

2m wide 36m2 per allotment $50/m2

$1,800 1 side of street only

$900

10% overheads

$990

Condition Condition Remaining Life Factor

1 1 2 0.75 3 0.5 4 0.25 5 0

Date of Construction Data reviewed for asset register

1980 - 1999 year of construction based on condition using NAMS calcs

2000 - 2010 year of construction using actual with confidence in data

Expenditure Reactive & Planned Renewal figures are current 3 year average

Planned Upgrade/New incorporates the proposed Footpath 5 Year Capital Works program

A variation to Renewal and Maintenance spend has been adopted in V2 incorporating the Works Program

Overlay of Bitumen with Asphalt is considered Renewal Planned Upgrade/New does not include approx. $40k of annual funding from Lotteries for Footpath construction

Population 2009 Pop 14553

2028 Pop 18600

4047 divided by avg density of 2.5

1618 New lots required /20 years

81 Avg lots per year required

An assessment of Footpath Useful life was conducted November 2010. The recommendations have been adopted in Version 2. Refer to "Assessment of Remaining Life" report December 2010.

V1 V2

Asphaltic Concrete 30 30 Bituminous seal 20 25 Brick Pavers 30 40 Concrete Slab Pavers 20 20 Gravel 15 30 Insitu Concrete 40 50 Interlocking Concrete Pavers 30 40 Timber 15 15

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Accuracy of future financial forecasts may be improved in future revisions of this asset management plan by the following actions.

Further refining estimates of Renewal and Maintenance Expenditure

Further refining expenditure breakdown by year

Further refining the date of construction of assets

Annual review of Rates and variables used throughout Asset Register and Plan

7. ASSET MANAGEMENT PRACTICES

7.1 Accounting/Financial Systems

The current financial package provided by Civica is Authority – Version 5. The Shire will embark

on a major upgrade to Authority – Version 6 during 2011.

Accountability for the finance system resides within the Corporate Services Directorate with the

Manager of Financial Services having prime responsibility for system maintenance and

development.

All local governments in Western Australia are required to prepare financial statements in accordance with the Local Government Act 1995, Local Government (Financial Management) Regulations 1996 and applicable Australian Accounting Standards (as they apply to local governments and not-for-profit entities).

Council has adopted a capitalisation materiality level of $5,000 for all asset classes. (Resolution

S0308-1269)

There are no proposed changes to the accounting/financial systems resulting from this asset

management plan however improvement opportunities are being identified and included in the

Shires Asset Management Improvement Plan and will be the subject of future asset management

plan revisions. The likely necessity to restructure the existing general ledger/chart of accounts to

facilitate improved asset management reporting has been identified.

7.2 Asset Management Systems

The Shire of Esperance has adopted the NAMS.Plus format for Asset Management and has undertaken the relevant training modules as a base for managing infrastructure asset data and the production of Asset Management Plans. Moloney Software is being used in conjunction with CT Management in the development of Funding Gap and Long Term Financial Plans.

The Accounting and Corporate Services financial systems are not intrinsically linked to the Asset Management data. It is anticipated that the asset registers as they are created and the resultant re-valuations will be utilised by accounting and finance once Fair Value Accounting has been adopted and implemented.

The Asset Management system and processes are managed through a Strategic Group within the Shire who give direction to Asset Management and other Officers to ensure assets are audited, associated plans are developed and Asset Management processes are further developed and implemented.

As the Asset Management systems and processes are still being developed there are no direct changes resulting from the AMP

It is envisaged that the Shire will ultimately adopt an integrated Asset Management System such as the “Authority AIM” package, however this will be dependent on the future transition to Fair Value Accounting.

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7.3 Information Flow Requirements and Processes The key information flows into this asset management plan are:

The asset register data on size, age, value, remaining life of the network;

The unit rates for categories of work/material;

The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including decay models;

Data on new assets acquired by the Shire.

The key information flows from this asset management plan are:

The assumed Works Program and trends;

The resulting budget, valuation and depreciation projections;

The useful life analysis.

These will impact the Long Term Financial Plan once developed, Strategic Business Plan, annual budget and departmental business plans and budgets.

7.4 Standards and Guidelines

IPWEA “International Infrastructure Management Manual”

Australian Standards

8. PLAN IMPROVEMENT AND MONITORING

8.1 Performance Measures

The effectiveness of the asset management plan can be measured in the following ways:

The degree to which the required cashflows identified in this asset management plan are incorporated into the Shire‟s long term financial plan and Strategic Management Plan;

The degree to which 1-5 year detailed works programs, budgets, business plans and organisational structures take into account the „global‟ works program trends provided by the asset management plan;

8.2 Improvement Plan Improvements arising from this plan are included in the attached Table 8.2. A separate “Asset Management Improvement Strategy 2010 to 2012” has been adopted by Council. This document details the status and goals for Asset Management and sets out an action plan to achieve them.

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Table 8.2 Improvement Plan

Task No

Task Responsibility Timeline

1. Further Develop Maintenance, Renewal & Capital expenditure projections over the life of the plan

Engineering Services

Annually

2. Application of the New/Upgrade Works Program.


Annually

3. Further develop Levels of Service based on Community responses


2012

4. Review plans based on changing legislative requirements

Corporate and Engineering Services

Ongoing

5. Adapt Financial systems to track Maintenance, Renewal, Upgrade and New expenditure

Corporate Services

2012/13

6. Improve quality of data for Footpath construction dates where possible


Next Condition Rating inspection

7. Implement a cultural change to ensure changes to Asset data are documented and updated periodically.

Corporate and Engineering Services

Ongoing

8. Further develop AMP to incorporate future Integrated Strategic Planning requirements.

Engineering and Executive Services

Ongoing

8.3 Monitoring and Review Procedures

This asset management plan will be reviewed prior to annual budget preparation and amended to recognise any significant changes in service levels, finances or Asset Management practices.

It is anticipated that Registry data will be reviewed on a 2-3 year cycle

A full review of this Asset Management Plan is expected within 5 years.

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REFERENCES

Shire of Esperance „Strategic Action Plan 2007 – 2027‟

Shire of Esperance „Annual Plan and Budget‟

Shire of Esperance „Plan for the Future 2010/11 to 2012/13‟

Shire of Esperance „Asset Management Policy‟

DVC, 2006, „Asset Investment Guidelines‟, „Glossary‟, Department for Victorian Communities, Local Government Victoria, Melbourne, http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

IPWEA, 2006, „International Infrastructure Management Manual‟, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

http://www.dvc.vic.gov.au/web20/dvclgv.nsf/allDocs/RWP1C79EC4A7225CD2FCA257170003259F6?OpenDocument

http://www.ipwea.org.au/

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APPENDICES

Appendix A Maintenance Response Levels of Service

The Shire do not currently have a policy regarding Level of Service, intervention or response times.

Current procedures require administration staff to prioritise maintenance requests and notify the appropriate Engineer, Manager or Supervisor etc. Response times are normally within 36 hours dependent upon demand, available resources and nature of repair.

A formal maintenance management system has not been proposed however a Database driven semi automated Works Request system is currently in operation.

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Appendix B Projected 20 year Capital Renewal Works Program

Asset ID

Sub

Asset Name From To

Rem Planned Renewal Useful

Category Life Renewal Cost Life

(Years) Year ($) (Years)

805 Asphaltic concrete MOORE STREET ROGERS STREET HICKS ST SALMON GUMS

0 2010 $975.00 30

$975.00

754 Other PATH DEMPSTER STREET THE ESPLANADE 3 2013 $5,040.00 15


245 Other PATH DEMPSTER STREET THE ESPLANADE 3 2013 $600.00 15




$29,820.00

430 Concrete slab pavers GULL STREET COLEMAN STREET PADBURY STREET 5 2015 $9,017.12 20

12 Concrete slab pavers TAYLOR STREET THE ESPLANADE DEMPSTER STREET 5 2015 $2,444.40 20

727 Concrete slab pavers WILLIAM STREET DEMPSTER STREET LAYTON STREET 5 2015 $869.12 20

727 Concrete slab pavers WILLIAM STREET DEMPSTER STREET LAYTON STREET 5 2015 $706.16 20

727 Concrete slab pavers WILLIAM STREET DEMPSTER STREET LAYTON STREET 5 2015 $2,498.72 20

$15,535.52

433 Asphaltic concrete ANDREW STREET WINDICH STREET COLEMAN STREET 7 2017 $10,350.00 30

570 Asphaltic concrete BIRCH STREET PINK LAKE ROAD LEAKE STREET 7 2017 $10,925.00 30

274 Asphaltic concrete BLACK STREET PADBURY STREET JANE STREET 7 2017 $5,500.00 30



10 Asphaltic concrete CORRY STREET TAYLOR STREET EMILY STREET 7 2017 $1,550.00 30

294 Asphaltic concrete DEMPSTER STREET ANDREW STREET JAMES STREET 7 2017 $1,575.00 30

294 Asphaltic concrete DEMPSTER STREET ANDREW STREET JAMES STREET 7 2017 $675.00 30

810 Asphaltic concrete HICKS ST SALMON GUMS

MANN STREET MOORE STREET 7 2017 $225.00 30


MOORE STREET LEWIS STREET 7 2017 $850.00 30


7 2017 $2,625.00 30


7 2017 $6,225.00 30

785 Asphaltic concrete PATH DEMPSTER STREET THE ESPLANADE 7 2017 $1,700.00 30

50 Asphaltic concrete PATH MCGLADE WAY CABBLE CLOSE 7 2017 $2,575.00 30

438 Asphaltic concrete PATH TWILIGHT BEACH ROAD

PATH 7 2017 $1,050.00 30

342 Asphaltic concrete PINK LAKE ROAD FREEMAN STREET CONNOLLY STREET 7 2017 $2,800.00 30



362 Asphaltic concrete PINK LAKE ROAD PINK LAKE SERVICE ROAD (B)

FREEMAN STREET 7 2017 $1,150.00 30

808 Asphaltic concrete ROGERS STREET MOORE STREET MANN STREET 7 2017 $11,250.00 30

822 Asphaltic concrete SHEPHERD STREET PATH RICHARDSON STREET 7 2017 $500.00 30

215 Asphaltic concrete WINDICH STREET BRAZIER STREET GLADSTONE STREET 7 2017 $8,375.00 30

215 Asphaltic concrete WINDICH STREET BRAZIER STREET GLADSTONE STREET 7 2017 $900.00 30

29 Asphaltic concrete WINDICH STREET STUBBING STREET ANDREW STREET 7 2017 $3,500.00 30

428 Other CROSSLAND STREET CORRY STREET WEGNER DRIVE 7 2017 $960.00 15

428 Other CROSSLAND STREET CORRY STREET WEGNER DRIVE 7 2017 $720.00 15

- 31 -










792 Timber PATH BOSTOCK STREET PANORAMA PLACE 7 2017 $1,680.00 15


792 Timber PATH BOSTOCK STREET PANORAMA PLACE 7 2017 $960.00 15

792 Timber PATH BOSTOCK STREET PANORAMA PLACE 7 2017 $720.00 15


241 Timber PATH DEMPSTER STREET THE ESPLANADE 7 2017 $1,680.00 15

$147,430.00

480 Bituminous seal DOUGLAS STREET WISEMAN STREET PATH 10 2020 $2,483.25 25

535 Bituminous seal FULLERTON STREET SCOTT STREET PATH 10 2020 $2,061.85 25

276 Bituminous seal JANE STREET HAMERSLEY STREET BLACK STREET 10 2020 $1,354.50 25

739 Bituminous seal JANE STREET LEAKE STREET HAMERSLEY STREET 10 2020 $1,806.00 25

815 Bituminous seal MANN STREET HICKS ST SALMON GUMS

ROGERS STREET 10 2020 $2,558.50 25

817 Bituminous seal ROGERS STREET MANN STREET KERR STREET 10 2020 $2,724.05 25

311 Bituminous seal ROWSE STREET PINK LAKE ROAD DALYUP DRIVE 10 2020 $12,852.70 25

767 Concrete slab pavers ANDREW STREET THE ESPLANADE ANDREW STREET 10 2020 $1,955.52 20


767 Concrete slab pavers ANDREW STREET THE ESPLANADE ANDREW STREET 10 2020 $977.76 20

188 Concrete slab pavers CHAPLIN STREET MITCHELL STREET WALMSLEY STREET 10 2020 $4,562.88 20

232 Concrete slab pavers DEMPSTER STREET HICKS STREET KEMP STREET 10 2020 $7,822.08 20

232 Concrete slab pavers DEMPSTER STREET HICKS STREET KEMP STREET 10 2020 $434.56 20

726 Concrete slab pavers DEMPSTER STREET TAYLOR STREET WILLIAM STREET 10 2020 $1,575.28 20

726 Concrete slab pavers DEMPSTER STREET TAYLOR STREET WILLIAM STREET 10 2020 $760.48 20

230 Concrete slab pavers HICKS STREET DEMPSTER STREET WINDICH STREET 10 2020 $6,083.84 20

434 Concrete slab pavers PATH TWILIGHT BEACH ROAD

PATH 10 2020 $1,629.60 20

360 Concrete slab pavers PINK LAKE ROAD MILNER STREET BACKLAND STREET 10 2020 $2,824.64 20

360 Concrete slab pavers PINK LAKE ROAD MILNER STREET BACKLAND STREET 10 2020 $3,041.92 20

539 Concrete slab pavers PINK LAKE ROAD PINK LAKE SERVICE ROAD (A)

PINK LAKE SERVICE ROAD (B)

10 2020 $325.92 20

539 Concrete slab pavers PINK LAKE ROAD PINK LAKE SERVICE ROAD (A)

PINK LAKE SERVICE ROAD (B)

10 2020 $597.52 20

9 Concrete slab pavers TAYLOR STREET DEMPSTER STREET SAMPSON STREET 10 2020 $5,323.36 20

427 Concrete slab pavers TAYLOR STREET SAMPSON ROAD CORRY STREET 10 2020 $2,064.16 20

427 Concrete slab pavers TAYLOR STREET SAMPSON ROAD CORRY STREET 10 2020 $1,520.96 20

12 Concrete slab pavers TAYLOR STREET THE ESPLANADE DEMPSTER STREET 10 2020 $6,192.48 20

210 Concrete slab pavers THE ESPLANADE BALFOUR STREET BRAZIER STREET 10 2020 $14,340.48 20

214 Concrete slab pavers THE ESPLANADE BRAZIER STREET KEMP STREET 10 2020 $13,525.68 20

44 Concrete slab pavers THE ESPLANADE DEMPSTER STREET BALFOUR STREET 10 2020 $3,259.20 20

464 Concrete slab pavers THE ESPLANADE PATH THE ESPLANADE 10 2020 $1,249.36 20


122 Concrete slab pavers WILDCHERRY AVENUE

NORTH ROAD WHITEGUM AVENUE 10 2020 $1,249.36 20

122 Concrete slab pavers WILDCHERRY AVENUE

NORTH ROAD WHITEGUM AVENUE 10 2020 $1,846.88 20

727 Concrete slab pavers WILLIAM STREET DEMPSTER STREET LAYTON STREET 10 2020 $1,466.64 20

123 Timber PARK EASTON ROAD SOUTHERN WAY 10 2020 $3,840.00 15

$120,069.33

- 32 -



7 Timber PATH TWILIGHT BEACH ROAD

COLLIE STREET 11 2021 $6,480.00 15


PATH 11 2021 $1,200.00 15


PATH 11 2021 $5,040.00 15

$26,160.00

717 Timber PATH HOCKEY PLACE PHILLIPS STREET 13 2023 $480.00 15

717 Timber PATH HOCKEY PLACE PHILLIPS STREET 13 2023 $720.00 15

717 Timber PATH HOCKEY PLACE PHILLIPS STREET 13 2023 $3,600.00 15

203 Timber PATH PARK CASTLETOWN QUAYS 13 2023 $3,480.00 15

$8,280.00

664 Timber PARK EASTON ROAD SOUTHERN WAY 14 2024 $3,480.00 15

$3,480.00

212 Asphaltic concrete BRAZIER STREET THE ESPLANADE DEMPSTER STREET 15 2025 $7,350.00 30

546 Asphaltic concrete BRAZIER STREET WINDICH STREET DEMPSTER STREET 15 2025 $4,875.00 30

294 Asphaltic concrete DEMPSTER STREET ANDREW STREET JAMES STREET 15 2025 $4,950.00 30

209 Asphaltic concrete DEMPSTER STREET BALFOUR STREET THE ESPLANADE 15 2025 $9,850.00 30

211 Asphaltic concrete DEMPSTER STREET BRAZIER STREET BALFOUR STREET 15 2025 $11,300.00 30

232 Asphaltic concrete DEMPSTER STREET HICKS STREET KEMP STREET 15 2025 $400.00 30

232 Asphaltic concrete DEMPSTER STREET HICKS STREET KEMP STREET 15 2025 $1,250.00 30

229 Asphaltic concrete EYRE STREET KEMP STREET EYRE STREET 15 2025 $3,225.00 30

263 Asphaltic concrete HARBOUR ROAD BRAZIER STREET BLACK STREET 15 2025 $23,800.00 30


MANN STREET MOORE STREET 15 2025 $8,750.00 30


MOORE STREET LEWIS STREET 15 2025 $6,300.00 30


MOORE STREET LEWIS STREET 15 2025 $2,700.00 30


MOORE STREET LEWIS STREET 15 2025 $650.00 30

256 Asphaltic concrete HICKS STREET PATH HICKS STREET 15 2025 $450.00 30

573 Asphaltic concrete JANE STREET COUNCIL PLACE FORREST STREET 15 2025 $3,550.00 30

283 Asphaltic concrete JANE STREET PATH COUNCIL PLACE 15 2025 $4,950.00 30

48 Asphaltic concrete MAPLE STREET NORTH ROAD CAMELIA CRESCENT 15 2025 $400.00 30

48 Asphaltic concrete MAPLE STREET NORTH ROAD CAMELIA CRESCENT 15 2025 $250.00 30

278 Asphaltic concrete PADBURY STREET HAMERSLEY STREET LEAKE STREET 15 2025 $500.00 30

282 Asphaltic concrete PATH ANDREW STREET JANE STREET 15 2025 $2,225.00 30

789 Asphaltic concrete PATH DOUST STREET TWILIGHT BEACH ROAD

15 2025 $72,250.00 30

206 Asphaltic concrete PATH THE ESPLANADE PATH 15 2025 $1,525.00 30

714 Asphaltic concrete PATH TRAVERS AVENUE PINK LAKE ROAD 15 2025 $8,250.00 30


PATH 15 2025 $3,450.00 30


PATH 15 2025 $850.00 30


PATH 15 2025 $4,300.00 30


PATH 15 2025 $239,200.00 30


PATH 15 2025 $245,800.00 30


PATH 15 2025 $2,550.00 30

435 Asphaltic concrete PATH TWILIGHT BEACH PATH 15 2025 $1,875.00 30

- 33 -

ROAD

216 Asphaltic concrete RANDELL STREET BRAZIER STREET HICKS STREET 15 2025 $550.00 30

820 Asphaltic concrete SHEPHERD STREET RICHARDSON STREET FREEMAN STREET 15 2025 $1,000.00 30

445 Asphaltic concrete THE ESPLANADE ANDREW STREET TAYLOR STREET 15 2025 $3,450.00 30

445 Asphaltic concrete THE ESPLANADE ANDREW STREET TAYLOR STREET 15 2025 $400.00 30

445 Asphaltic concrete THE ESPLANADE ANDREW STREET TAYLOR STREET 15 2025 $750.00 30

497 Asphaltic concrete THE ESPLANADE DEMPSTER STREET THE ESPLANADE 15 2025 $250.00 30

497 Asphaltic concrete THE ESPLANADE DEMPSTER STREET THE ESPLANADE 15 2025 $6,150.00 30

771 Asphaltic concrete THE ESPLANADE EMILY STREET HARBOUR ROAD 15 2025 $3,100.00 30

473 Asphaltic concrete THE ESPLANADE JAMES STREET ANDREW STREET 15 2025 $1,075.00 30

446 Asphaltic concrete THE ESPLANADE JAMES STREET PATH 15 2025 $20,100.00 30

741 Asphaltic concrete THE ESPLANADE PATH PATH 15 2025 $1,250.00 30

251 Asphaltic concrete THE ESPLANADE PATH THE ESPLANADE 15 2025 $875.00 30

447 Asphaltic concrete THE ESPLANADE PATH THE ESPLANADE 15 2025 $450.00 30

448 Asphaltic concrete THE ESPLANADE TAYLOR STREET EMILY STREET 15 2025 $3,500.00 30

8 Asphaltic concrete THE ESPLANADE TAYLOR STREET HARBOUR ROAD 15 2025 $13,275.00 30

215 Asphaltic concrete WINDICH STREET BRAZIER STREET GLADSTONE STREET 15 2025 $4,750.00 30

534 Asphaltic concrete WINDICH STREET STUBBING STREET ANDREW STREET 15 2025 $7,850.00 30

427 Bituminous seal TAYLOR STREET SAMPSON ROAD CORRY STREET 15 2025 $105.35 25



$751,761.43

776 Interlocking concrete pavers

DEMPSTER STREET WILLIAM STREET ANDREW STREET 17 2027 $6,320.16 40

$6,320.16

516 Concrete slab pavers OLYMPIAN WAY PATH PATH 18 2028 $9,397.36 20

800 Gravel MOORE STREET DUNN STREET JOHN STREET 18 2028 $6,048.00 30

850 Gravel MOORE STREET HICKS ST SALMON GUMS

DUNN STREET 18 2028 $5,886.00 30

799 Gravel MOORE STREET JOHN STREET LEWIS STREET 18 2028 $12,474.00 30

792 Gravel PATH BOSTOCK STREET PANORAMA PLACE 18 2028 $216.00 30






788 Gravel PATH TWILIGHT BEACH ROAD

PATH 18 2028 $5,130.00 30

825 Gravel REYNOLDS STREET WALKER STREET STARR STREET 18 2028 $10,530.00 30






245 Other PATH DEMPSTER STREET THE ESPLANADE 18 2028 $600.00 15

$80,797.36

562 Concrete slab pavers PATH WESTMACOTT STREET WALMSLEY STREET 19 2029 $25,639.04 20

$25,639.04

$1,216,267.84

- 34 -

Appendix C Planned Upgrade/Exp/New 20 year Capital Works Program

Year End

Total Total Projected Planned Planned Planned Shortfall in Cumulative

Jun-30 Operations Maintenance Capital Capital Disposals Capital Renewal

Expenditure Renewal

Expenditure Expenditure Renewal Upgrade/New ($'000) Renewal (Projected - Planned) Funding

($'000) ($'000) Expenditure Expenditure Expenditure ($'000) Shortfall

($'000) ($'000) ($'000) ($'000)

2010 $15.36 $64.51 $0.98 $202.00 $0.00 $146.00 -$145.03 -$145.03

2011 $15.83 $66.50 $0.00 $293.00 $0.00 $100.00 -$100.00 -$245.03

2012 $16.27 $68.35 $0.00 $265.00 $0.00 $100.00 -$100.00 -$345.03

2013 $16.53 $69.44 $29.82 $119.00 $0.00 $100.00 -$70.18 -$415.21

2014 $16.84 $70.74 $0.00 $158.00 $0.00 $100.00 -$100.00 -$515.21

2015 $17.07 $71.71 $15.54 $94.00 $0.00 $100.00 -$84.46 -$599.67

2016 $17.19 $109.19 $0.00 $0.00 $0.00 $100.00 -$100.00 -$699.67

2017 $17.30 $109.68 $147.43 $0.00 $0.00 $100.00 $47.43 -$652.24

2018 $17.42 $110.17 $0.00 $0.00 $0.00 $100.00 -$100.00 -$752.24

2019 $17.54 $110.67 $0.00 $0.00 $0.00 $100.00 -$100.00 -$852.24

2020 $17.66 $111.17 $120.07 $0.00 $0.00 $100.00 $20.07 -$832.17

2021 $17.78 $111.67 $26.16 $0.00 $0.00 $100.00 -$73.84 -$906.01

2022 $17.90 $112.18 $0.00 $0.00 $0.00 $100.00 -$100.00 -$1,006.01

2023 $18.02 $112.69 $8.28 $0.00 $0.00 $100.00 -$91.72 -$1,097.73

2024 $18.14 $113.21 $3.48 $0.00 $0.00 $100.00 -$96.52 -$1,194.25

2025 $18.27 $113.73 $751.76 $0.00 $0.00 $100.00 $651.76 -$542.49

2026 $18.39 $114.25 $0.00 $0.00 $0.00 $100.00 -$100.00 -$642.49

2027 $18.52 $114.78 $6.32 $0.00 $0.00 $100.00 -$93.68 -$736.17

2028 $18.65 $115.31 $80.80 $0.00 $0.00 $100.00 -$19.20 -$755.37

2029 $18.77 $115.85 $25.64 $0.00 $0.00 $100.00 -$74.36 -$829.73

Footpath Works Program

Street Suburb ID From To Side Location Length

Original

width

Design

width

Design

area Current Proposed New/Upgrade 20011/12 2012/13 2013/14 2014/15 2015/16

Cook St Esperance 20 Emily Warrington Right Road Verge 106.4 2.0 212.8 Asphalt New $10,639

Hamersley St Esperance 25 Jane Padbury Left Road Verge 203.2 2.0 406.4 Asphalt New $20,318

Hamersley St Esperance 24 Padbury Foy Left Road Verge 231.5 2.0 462.9 Asphalt New $23,146

Sampson St Esperance 26 Emily Taylor Left Road Verge 185.1 2.0 370.2 Asphalt New $18,509

Wegner Drive Esperance 18 Brockman Crossland Right Road Verge 100.6 2.0 201.1 Asphalt New $10,057

Wegner Drive Esperance 17 Crossland Mungan Right Road Verge 102.1 2.0 204.1 Asphalt New $10,207

Wegner Drive Esperance 19 Warrington Brockman Right Road Verge 82.0 2.0 164.0 Asphalt New $8,201

CROSSLAND STREET Esperance 428 CORRY STREET WEGNER DRIVE Left Road Verge 8.0 2.0 2.0 16.0 Other Asphalt Upgrade $800

CROSSLAND STREET Esperance 428 CORRY STREET WEGNER DRIVE Left Road Verge 6.0 2.0 2.0 12.0 Other Asphalt Upgrade $600

DEMPSTER STREET Esperance 232 HICKS STREET KEMP STREET Left Road Verge 48.0 3.0 3.0 144.0 Slab ICP Upgrade $12,960

DEMPSTER STREET Esperance 232 HICKS STREET KEMP STREET Left Road Verge 7.0 1.2 3.0 21.0 Slab ICP Upgrade $1,890

EMILY STREET Esperance 725 THE ESPLANADE DEMPSTER STREET Right Road Verge 18.0 1.0 2.0 36.0 Slab ICP Upgrade $3,240

HICKS STREET Esperance 230 DEMPSTER STREET WINDICH STREET Right Road Verge 93.5 1.2 2.0 187.0 Slab ICP Upgrade $16,830

THE ESPLANADE Esperance 210 BALFOUR STREET BRAZIER STREET Right Road Verge 219.8 1.2 3.6 791.3 Slab ICP Upgrade $71,215

THE ESPLANADE Esperance 214 BRAZIER STREET KEMP STREET Right Road Verge 207.1 1.2 3.6 745.6 Slab ICP Upgrade $67,100

THE ESPLANADE Esperance 44 DEMPSTER STREET BALFOUR STREET Right Road Verge 50.0 1.2 3.8 190.0 Slab ICP Upgrade $17,100

Freeman St Sinclair 12 School Pink Lake Rd Left Road Verge 70.9 2.0 141.8 Asphalt New $7,089

Pink Lake Rd Sinclair 74 Backland Pink Lake Service Rd (A) Right Road Verge 118.0 2.0 236.0 Asphalt New $11,800

Pink Lake Rd Sinclair 75 Pink Lake Service Rd (A) Pink Lake Service Rd (B) Right Road Verge 128.0 2.0 256.0 Asphalt New $12,800

Pink Lake Rd Sinclair 76 Pink Lake Service Rd (B) Freeman St Right Road Verge 41.6 2.0 83.2 Asphalt New $4,160

Velentine Way Sinclair 14 Milner Backland Left Road Verge 158.7 2.0 317.5 Asphalt New $15,874

PATH Sinclair 527 BEGONIA PLACE SHERWOOD PLACE Not Applicable Row 71.1 1.0 2.0 142.2 Gravel Asphalt Upgrade $3,555

PINK LAKE ROAD Sinclair 360 MILNER STREET BACKLAND STREET Left Road Verge 13.0 4.5 4.5 58.5 Slab ICP Upgrade $5,265

PINK LAKE ROAD Sinclair 360 MILNER STREET BACKLAND STREET Left Road Verge 28.0 1.8 1.8 50.4 Slab ICP Upgrade $4,536

PINK LAKE ROAD Sinclair 539 PINK LAKE SERVICE ROAD (A) PINK LAKE SERVICE ROAD (B) Left Road Verge 11.0 1.0 2.0 22.0 Slab Asphalt Upgrade $1,210

PATH West Beach 788 TWILIGHT BEACH ROAD PATH Not Applicable Other Reserve 95.0 3.0 2.0 190.0 Gravel Asphalt Upgrade $4,750

Alexander Dr Castletown 46 Butler Ormonde Right Road Verge 362.3 2.0 724.6 Asphalt New $36,232

Maple St Castletown 38 Camelia Wildcherry Left Road Verge 127.8 2.0 255.6 Asphalt New $12,782

Nugent St Castletown 35 Baseden Norseman Left Road Verge 397.1 2.0 794.1 Asphalt New $39,705

Osborne St Castletown 43 Burton Easton Left Road Verge 86.8 2.0 173.7 Asphalt New $8,683

Saison St Castletown 44 Lyon Dauphin Right Road Verge 312.4 2.0 624.8 Asphalt New $31,242

Sommet St Castletown 45 Baleine Cannes Right Road Verge 179.2 2.0 358.5 Asphalt New $17,924

Stowe St Castletown 41 Goldfields Burton Left Road Verge 87.9 2.0 175.9 Asphalt New $8,794

CHAPLIN STREET Castletown 188 MITCHELL STREET WALMSLEY STREET Right Road Verge 105.1 0.8 2.0 210.2 Slab Asphalt Upgrade $11,561

PARK Castletown 153 EASTON ROAD SOUTHERN WAY Not Applicable Park 30.0 2.0 2.0 60.0 Gravel Asphalt Upgrade $1,500



PATH Castletown 481 DOUGLAS STREET GOLDFIELDS ROAD Not Applicable Row 88.6 2.0 2.0 177.2 Gravel Asphalt Upgrade $4,430

PATH Castletown 854 MAGNOLIA CRESCENT CHESTNUT STREET Not Applicable Row 86.5 2.0 2.0 173.0 Gravel Asphalt Upgrade $4,325

WILDCHERRY AVENUE Castletown 122 NORTH ROAD WHITEGUM AVENUE Right Road Verge 34.0 1.0 2.0 68.0 Slab Asphalt Upgrade $3,740

WILDCHERRY AVENUE Castletown 122 NORTH ROAD WHITEGUM AVENUE Right Road Verge 8.0 1.0 2.0 16.0 Slab Asphalt Upgrade $880

WILDCHERRY AVENUE Castletown 122 NORTH ROAD WHITEGUM AVENUE Right Road Verge 23.0 1.0 2.0 46.0 Slab Asphalt Upgrade $2,530

CAREY STREET Condingup 827 EYRE STREET SUTCLIFFE STREET Right Road Verge 67.0 2.5 2.0 134.0 Gravel Asphalt Upgrade $3,350

CAREY STREET Condingup 830 EYRE STREET SUTCLIFFE STREET Left Road Verge 180.2 3.0 2.0 360.4 Gravel Asphalt Upgrade $9,010

EYRE STREET Condingup 829 CAREY STREET PARISH ST Left Road Verge 94.0 2.5 2.0 188.0 Gravel Asphalt Upgrade $4,700

PATH Condingup 848 SUTCLIFFE STREET PATH Not Applicable Road Verge 10.4 2.0 2.0 20.8 Gravel Asphalt Upgrade $520

PATH Condingup 849 SUTCLIFFE STREET PATH Not Applicable Road Verge 10.8 2.0 2.0 21.6 Gravel Asphalt Upgrade $540

SUTCLIFFE STREET Condingup 842 BANKSIA DRIVE PATH Right Road Verge 539.5 3.0 2.0 1079.0 Gravel Asphalt Upgrade $26,975

SUTCLIFFE STREET Condingup 831 CAREY STREET BANKSIA DRIVE Left Road Verge 303.7 2.5 2.0 607.4 Gravel Asphalt Upgrade $15,185

REYNOLDS STREET Gibson 825 WALKER STREET STARR STREET Left Road Verge 195.0 3.0 2.0 390.0 Gravel Asphalt Upgrade $9,750

REYNOLDS STREET Gibson 825 WALKER STREET STARR STREET Left Road Verge 98.0 3.0 2.0 196.0 Gravel Asphalt Upgrade $4,900

Shepherd St Grass Patch 59 Freeman Oval Right Road Verge 112.4 2.0 224.7 Asphalt New $11,237

Nulsen St Salmon Gums 65 Salmon Gums East Rd Caravan Park Right Road Verge 262.7 2.0 525.4 Gravel New $7,881

Salmon Gums E. Rd Salmon Gums 64 Rogers Nulsen Right Road Verge 102.1 2.0 204.1 Gravel New $3,062

MANN STREET Salmon Gums 815 HICKS ST SALMON GUMS ROGERS STREET Right Road Verge 84.8 2.0 2.0 169.6 Bitumen Asphalt Upgrade $4,240

MOORE STREET Salmon Gums 800 DUNN STREET JOHN STREET Left Road Verge 112.0 3.0 2.0 224.0 Gravel Asphalt Upgrade $5,600

MOORE STREET Salmon Gums 850 HICKS ST SALMON GUMS DUNN STREET Left Road Verge 109.0 3.0 2.0 218.0 Gravel Asphalt Upgrade $5,450

ROGERS STREET Salmon Gums 817 MANN STREET KERR STREET Right Road Verge 90.3 2.0 2.0 180.6 Bitumen Asphalt Upgrade $4,515

ROGERS STREET Salmon Gums 808 MOORE STREET MANN STREET Right Road Verge 35.0 4.0 2.0 70.0 Gravel Asphalt Upgrade $1,750

Dempster St Future 28 Harbour Emily Right Road Verge 117.7 2.0 235.5 ICP New $20,014

Hardy St Future 29 Smith Twilight Left Road Verge 219.05 2.0 438.1 Asphalt New $21,905

Hardy St Future 30 TWILIGHT BEACH ROAD Watson Left Road Verge 128.94 2.0 257.9 Asphalt New $12,894

Twilight Beach Rd Future 31 Smith Hardy Left Road Verge 157.90 2.0 315.8 Asphalt New $15,790

PINK LAKE ROAD Future 508 DOWNES STREET FILL ROAD Left Road Verge 427.5 2.0 2.0 855.0 Gravel Asphalt Upgrade $21,375

PINK LAKE ROAD Future 676 FILL ROAD GARDEN ROAD Left Road Verge 678.1 2.0 2.0 1356.2 Gravel Asphalt Upgrade $33,905

PINK LAKE ROAD Future 681 GARDEN ROAD PATH Left Road Verge 205.2 2.0 2.0 410.4 Gravel Asphalt Upgrade $10,260

ROWSE STREET Future 311 PINK LAKE ROAD DALYUP DRIVE Left Road Verge 427.0 2.0 2.0 854.0 Bitumen Asphalt Upgrade $21,350

PATH Period Village 240 DEMPSTER STREET THE ESPLANADE Not Applicable Other Reserve 60.0 1.6 2.0 120.0 Other Asphalt Upgrade $6,000









PATH Period Village 245 DEMPSTER STREET THE ESPLANADE Not Applicable Other Reserve 6.5 1.6 2.0 13.0 Other Asphalt Upgrade $650








New $101,079 $207,086 $22,179 $70,603 $0

Upgrade $191,736 $57,292 $96,485 $86,890 $93,500

Total $292,814 $264,378 $118,664 $157,493 $93,500

Path Dimensions Material Program Year