Transcript Asset Management Data & Systems Jim Wilkin Asset Management at Bayside • Asset management a corporate function • Asset Management group • Centralised asset management.

Asset Management
Data & Systems
Jim Wilkin
Asset Management at Bayside
• Asset management a corporate function
• Asset Management group
• Centralised asset management database,
Asset Infrastructure Management System
(AIM)
• AIM links to financial reporting and has ability
to link to EDMS, GIS and CSR
All maintenance is carried out by external
service providers:
• Citywide looks after our Roads, Footpaths,
Drains, Parks and Trees
• UMS (Urban Maintenance Systems)
maintains Council Building Assets
FACILITIES
MAINTENANCE
PAVEMENT
MANAGEMENT
SYSTEM
INFRASTRUCTURE
MAINTENANCE
AIM
PARKS
MAINTENANCE
TREES
MAINTENANCE
Recording through mobile computing
What is the challenge ?
• Each service provider uses a different system
to the Corporate Asset Information
Management System (AIM)
• Integration of systems
Service providers systems
• Citywide use TRAX
• UMS have WSM
WSM
The one thing that each of these systems have
in common with the Bayside AIM system is
the Asset ID, which is consistent.
This ID becomes the key in sending information
back to the AIM system
GIS integration
• All Bayside Council Assets have been located
in GIS
• The AIM system can be linked to GIS, the
CSR system and also the EDMS “TRIM”
Benefits of a corporate system
• Centralised information
• Each asset can have stored actual invoicing
costs, condition data, inspections, attribute data,
floor plans, lease agreements, etc
• Asset financial information can be capitalised
seamlessly into the Capital Value Register
Building condition data
Buildings have been itemised by element (ie. air
system, roof, doors, floors etc) and have been
condition assessed individually using the 0-10
Moloney rating system
Life cycle renewal planning
Condition audits and Life cycle costing audits
undertaken by the service provider are
audited by Council and captured in AIM
+
Renewal modelling based on LOS
=
Long term capital renewal program linked to
Council Long Term Financial Plan and
Council Plan
Defects and programmed maintenance
• In addition we carry out defect inspections
using mobile computing
• Defects outside intervention levels are
repaired within the specified contract
timeframes
• From defect inspections, AIM produces
maintenance programs
Bayside vision for the future
• Knowing everything about our assets
• Maintaining assets to meet community needs
• Long term renewal planning that is
sustainable
• Service driven asset management plans
Case Study – Pavilion Renewal Strategy
Peter Drummy, CT Management
• Peter presents an example of how Bayside is
moving forward in establishing a Pavilion
Renewal Strategy (PRS)
• PRS uses information from AIM, renewal
modelling and service strategies
• PRS informs the Asset Management Plan
and long term program for delivery
Peter Drummy
Project Objective – Develop Long
Term Service Plan for Pavilions
Key Project Steps
1. Establish Cross Functional PRT
2. Develop pavilion categories
3. Develop “standards” for each category:
1. Regional
2. District
3. Local
4. Jointly assess each pavilion against
standards to identify:
1. Upgrade
2. Renewal (fit out related)
Assessment against Required Standards
Individual Pavilion Summary
1
Component
Pavilion Access
Castlefield Reserve Pavilion
Local
Proposed Works
Priority RenewalUpgrade ~ Cost
RenewalRequirements
Upgrade
Access & egress to be DDA
Modify door entry.
High
1,200
1,200
Priority compliant
Sum
Sum
CostFuture
Sumworks subject to DDA audit
Multipurpose/ Change Provide Multi- purpose space
Allow 25m2 expansion to meet AFL needs
Medium
100,000 100,000
Rooms Space
within some of current undercover
High
$31,000
$54,200
$85,200
area
Toilets and Showers Provide shared showers and
within expansion
N/A
0
(for Changerooms)
toilets. Min. of 1 toilet and
Low
$1,500
shower per change$1,500
room.
Public Toilets (Internal Provide min. 1 internal all abilities Refurbish existing toilets +
High
25,000 47,000 72,000
& External)
Build
new toilet multi use DDA.
Medium toilet
$113,000
$113,000
1 External DDA compliant
OfficialsGrand
Change Area
Provide min. single
cubicle with Modify
existing area
High
6,000
6,000
Total$31,000
$168,700
$199,700
change bench and basin
Social/Meeting Room Within Multi Purpose Area
N/A
0
Storage
Requires additional storage
Allow 4m2 additional area for Council
Medium
13,000 13,000
Council equipment
equipment
Cleaners Store
Provide secure storage cupboard Add in as part
of toilet upgrade Renewal
Low
1,500
1,500
Priority
Upgrade
Total Cost
Kiosk/Kitchen
Adequate
0
High
$1,614,000N/A $3,084,400 $4,698,400
Waste Storage Area Provide secure external area for Build new enclosed area as per Bayside
High
6,000
6,000
Medium
$343,500
$1,031,000
$1,374,500
bins and recycling.
standard
Low
$162,000N/A $944,000 $1,106,000
Shelter
Maintain a shelter area(some may
0
be lost in providing enclosed
Grand Total
$2,119,500
$5,059,400 $7,178,900
gathering space)
Summary All Pavilions
Next Key Step – Validation with
Council Renewal LT $ Plan
1. Model renewal for only
Pavilions
2. Compare latest field
results against model
3. Ensure renewal funding
“matched” model & $
Plan
Year No.
1
2
3
4
5
Asset Set Name
2010
2011
2012
2013
2014
Structure Long Life
0
22,250
50,713
83,143
117,742
0
0
0
0
0
15,387
22,865
36,523
51,036
63,660
37,077
60,605
93,731
104,636
106,443
262,362
439,864
803,139
964,199
939,154
Annual Total All Asset
Sets
314,873
545,637
984,158
1,203,065
1,227,051
Less Allowance Pavilion
Strategy
223,008
373,884
682,668
839,940
0
91,866
171,753
301,490
363,125
1,227,051
Structure Short Life
Roof Structure
Mechanical Services
Building Fit Out
Net Other Pavilion
Renewal
Conclusions
• Cross Functional approach imperative –
“ownership of outcomes”
– (Rec, Finance, Asset Man and Build Mtce)
• LT $ Plan for Pavilion Renewal “no surprises”
• Pavilion standards needed to reflect
community & sport needs
• Council now has ability to compare/validate
standards against cost