Strategic Asset Management Plan 2024-2030

Karen Finzel11:59

Thank you. Well thank you for taking that on board. I think we're all going to benefit from having you observe around the table and bring that back to Council through our CDF process which gives us opportunity to create change where needed or develop further policies or whatever so I think it's really good also for our community to have trust that when they travel on public transport that they can do so with confidence that they can do that with safety and security to the best of our ability. So Thank you. You're welcome. We'll take it to the vote then. Don't wish to close. Oh, you don't wish to close. Thank you, Mr. Mayor. We'll take it to the vote. All in favour? Yes, that's it. All in favour of that? So that's Councillor Councillor Wilkie, Councillor Wilson, Councillor Phillips. Councillor Finzel, Finzel. You're unanimous. Thank you. Sean. Thanks, Sean. Then we're moving on to the strategic asset management plan 2024. Thank you to the staff. Welcome to the table.

Yes, sure. So this report is seeking. Adoption of the strategic asset management plan, and we've got a small presentation that we would like to put up, if that's okay. Thanks, Catherine. And just in ways of providing a bit about how we got to this point.

Oh, come on, that's my finishing don't line. Okay, get ahead of it. Okay, next slide, thanks. So, just in providing a bit of a background, Council's legislated to produce detailed asset management plans, and developing a strategic asset management plan and updating it is definitely part of that legislative requirements. We started our asset management framework in building it in 2015, when we did a capability assessment of our asset management activities, and it was really a gap analysis of where we're at and the continual improvement that we required to get to where we are today. Through that process in 2017, we drafted our first strategic asset management plan and from that point, we built some really strong governance around our asset management activities across Council, and that enabled us to produce a suite of detailed asset management plans for our asset classes, including our transport infrastructure assets, our parks and playgrounds, our buildings and facilities, and our stormwater drainage. And since then, we've done a number of really strong gut good governance activities, including proactive condition assessments and programs for our bridges, which has really given us great opportunities for funding for bridge renewal programs, our road continual road surveys where we run our reseal and heavy patching programs. We're 90% through our stormwater CCTV inspection programs and we have other in-house condition assessment condition activities with pathways, buildings and facilities, playgrounds and beach accesses as well to build and in the future to produce long-term renewal programs around those. Over the last so of years, moving forward in 2022, we had an asset management audit. Commissioned, which was done by KPMG. And from that audit, it was really another means of time to have a review of from the first time when we did our capability assessment and look at where we needed to update and improve our asset management framework for Council. So that review came with 38 recommendations and got us to the point where we are today in drafting a strategic asset management plan and that draft document I really need to acknowledge devin Wilson our asset systems coordinator who's pulled this all together. It is very an exhaustive document an exhaustive document and concise with from those recommendations and I'm going to hand over to devin now and she's going to go through a little bit of what she's done in updating the strategic asset management plan and what's different from the old one fantastic, thank you.

Over to you. So the 38 recommendations the key piece was actually the revision and update of the strategic asset management plan and the associated Roadmap. It shows our commitment to continual improvement. And it's kind of the starting point from which all the other improvements were generated because we needed that for the building block before we could move on. And the strategic asset management plan is part of a hierarchy of documents and the top of the hierarchy is the asset management policy which presents the guiding principles for our asset management implementation and our asset management framework from that we create this or the strategic asset management plan which defines the asset management objectives of Noosa Council and how we were going to implement those and to detail of exact tasks and make key measurables as well so there's a lot of scope translating that. It also defines the scope, direction and details of our asset management plans and for Noosa Council we have revised our asset management plans to become total asset management plans in asset management classes and we have another hierarchy now which are the site-specific asset management plans. So we've revised our structure to get another level in there of the site-specific plans, the operational plans at that time, thank you. So all these documents are the framework for asset management. In Noosa Council and tell us how we can integrate asset management throughout the organisation for all of our activities. And some of the key things we've done of that how of the task so we can actually progress with asset management plan is firstly revised the asset management policy and that was endorsed earlier this year and was revised in line with the restructure the new Corporate Plan and our existing strategies and plans because the key is that everything needs to align with the Corporate Plan and our other key strategies and plans and that's the asset management framework makes sure we do have that alignment. We've also revised the governance structure to streamline it a little bit and the asset management steering committee are the decision-makers for anything to do with the asset management. Decisions so the rest with the asset management steering committee and under them are the asset specific working groups you can make decisions and escalate those to the asset management steering committee. We've also revised the responsibility matrix so we have an asset class responsibility matrix so at each stage of the asset life cycle know we who is responsible every single stage and that's been revised in cycle we know been revised in line with the strategies Corporate Plan and the restructure as well so a lot of line with the strategies Corporate Plan and the restructure updating but in addition to that then feeds into the creation of new Charters for the asset and into the creation of new Charters for the asset committee working group Charters and working group responsibility matrices for the working groups as well so everything leads into the other one so this you can see how the strategic asset management plan is then generating all of the additional work in the correct order so everything is aligned we have also looked at maturing our risk which is a risk management strategy for asset management in line with the corporate strategic risk and a risk management framework and we've done that by defining a risk management register for management a strategic asset management and the items in the Roadmap or the tasks that we're addressing as part of the Roadmap they're the controls or measures to minimise or reduce or eliminate those risks so that's particularly important in our risk management maturity another key item we've completed is the asset management communication and stakeholder engagement plan and that's also documented in the SAMP and that's because there's no point in developing all these things if you don't clearly indicate how you're going to communicate our framework our practices procedures and documents and any updates or feedback from stakeholders on that. So it's about having feedback on the document itself and also feedback from working groups and feeding to say other key stakeholders and contacts and consultants and that sort of thing so it's about setting that framework so that we there's better awareness communication updates and also training it also encompasses training as well so there's a lot of work here and these are just some of the key things already implemented and documented in the strategic asset management plan and of course there's then another five-year plan of some key tasks that we're going to complete in the next five years to address some of our the gaps in our asset management. Practices. The kit.

Okay. Yeah. Councillor with that the strategic asset management plan sets us up for our individual asset classes and that's and those total asset management plans are the outward facing documents that would be better for our community in speaking and how we maintain and for example if we look at transportation how we maintain our roads bridges and pathways and that will be detailed in those documents so the strategic asset management plan sets up how often we should be providing and producing those documents and reviewing them and ensuring how we and making sure that we include all the financial and the condition elements of that asset so the strategy is really giving us the framework to produce those documents that will inform the community of our status of that each asset class.

So that can the main key with the strategic asset management plan is identifying what we're committing to proactive maintenance and renewal programs for each of our asset classes deliver exactly that. Yes part the of the elements of the individual asset classes is more detail about defining the levels of service and how frequently and how much funding we've got it's to enable us to do that and smooth those renewals out over time so to raise it or lower our levels of service depending on funding sources and opportunities for us as well and expanding our networks of assets as well could be the challenges there.

Guess one of the key takeouts take-outs from the strategic asset management plan is our commitment to continual improvement as a Council in our asset management practices and so part of the what we've come up with is a 10-year improvement plan for asset management and that begins with the strategic asset now once that's approved then we'll move on to doing the total asset management plans as a management information strategy and then we'll look at continually improving that so in 2028 we will have a new Corporate Plan so then 2029 we will request an additional internal audit of our asset management practices and our maturity level so that the recommendations from that internal audit could once again feed into a vision of the SAMP in 2030 and following that revision of the SAMP in 2030 that will move on to then another iteration of the total asset management plans etc so it's commitment over a long term to continue improvement and reviewing and updating our material as our community and our requirements change. So that's part of that commitment to continue improvement for Noosa Council.

So our next steps in our asset management journey is obviously after we've got the strategic asset management plan adopted is developing our asset management information system and that's really our record-keeping of how we structure our asset software and our data management and the way we collect it so that it can be I suppose extrapolated or reused. Or reloaded into other systems should we ever decide to change from our technology our corporate systems across giving us good solid foundations in our data management going forward well as our activities that we do in our practices for collecting condition assessment managing work orders and the like should be all be documented in that asset management information system and coinciding with that work will be doing our total asset management plans and developing them and on an a annual basis we'll also commence to start reporting state of the asset reporting that will be able to pull out of our system to give you Council and our community an understanding of the knowledge that we have on our assets on and the remaining lives and what our renewal programs will be over forecasting those for the 5-10 year periods and as I mentioned and met yet we're just starting to work on the Hastings Street precinct plan as one of those site-based plans that's more of an operational document that we use for in-house and collaborating across the different areas of responsibility in that precinct.