Asset management data and systems

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18 Νοε 2013 (πριν από 3 χρόνια και 11 μήνες)

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Asset Management

Data & Systems

Jim Wilkin


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

Asset Management at Bayside

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


AIM

PAVEMENT

MANAGEMENT

SYSTEM

TREES

MAINTENANCE

FACILITIES

MAINTENANCE

INFRASTRUCTURE

MAINTENANCE

PARKS

MAINTENANCE

What is the challenge ?


Each service provider uses a different system
to the Corporate Asset Information
Management System (AIM)



Integration of systems

Recording through mobile computing

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


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

Defects and programmed maintenance

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

1
Component
Requirements
Proposed Works
Priority
Renewal
Upgrade
~ Cost
Pavilion Access
Access & egress to be DDA
compliant
Modify door entry.
Future works subject to DDA audit
High
1,200
1,200
Multipurpose/ Change
Rooms Space
Provide Multi- purpose space
within some of current undercover
area
Allow 25m2 expansion to meet AFL needs
Medium
100,000
100,000
Toilets and Showers
(for Changerooms)
Provide shared showers and
toilets. Min. of 1 toilet and
shower per change room.
within expansion
N/A
0
Public Toilets (Internal
& External)
Provide min. 1 internal all abilities
toilet
1 External DDA compliant
Refurbish existing toilets +
Build new toilet multi use DDA.
High
25,000
47,000
72,000
Officials Change Area
Provide min. single cubicle with
change bench and basin
Modify existing area
High
6,000
6,000
Social/Meeting Room
Within Multi Purpose Area
N/A
0
Storage
Requires additional storage
Council equipment
Allow 4m2 additional area for Council
equipment
Medium
13,000
13,000
Cleaners Store
Provide secure storage cupboard
Add in as part of toilet upgrade
Low
1,500
1,500
Kiosk/Kitchen
Adequate
N/A
0
Waste Storage Area
Provide secure external area for
bins and recycling.
Build new enclosed area as per Bayside
standard
High
6,000
6,000
Shelter
Maintain a shelter area(some may
be lost in providing enclosed
gathering space)
N/A
0
Local
Castlefield Reserve Pavilion
Priority
Renewal
Sum
Upgrade
Sum
Cost Sum
High
$31,000
$54,200
$85,200
Low
$1,500
$1,500
Medium
$113,000
$113,000
Grand Total
$31,000
$168,700
$199,700
Individual Pavilion Summary

Priority
Renewal
Upgrade
Total Cost
High
$1,614,000
$3,084,400
$4,698,400
Medium
$343,500
$1,031,000
$1,374,500
Low
$162,000
$944,000
$1,106,000
Grand Total
$2,119,500
$5,059,400
$7,178,900
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
Structure Short Life
0
0
0
0
0
Roof Structure
15,387
22,865
36,523
51,036
63,660
Mechanical Services
37,077
60,605
93,731
104,636
106,443
Building Fit Out
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
Net Other Pavilion
Renewal
91,866
171,753
301,490
363,125
1,227,051
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