Alongside the Community Strategic Plan and the Long-Term FinancialPlan,thisAssetPlanservesasastrategicroadmapfor managing and utilising resources to maximise value and efficiency. It aligns assets with organisational goals, ensuring sustainabilityandmitigatingrisksforratepayers.Byaddressing intergenerational equity, it ensures future generations benefit fairly. The plan aids decision-making and optimises resource allocation, enhancing operational efficiency and supporting long-termsuccess.
Hindmarsh Shire Council is located in the Wimmera region of western Victoria, approximately 375 km northwest of Melbourne Covering an area of 7,527 square kilometres, the Shire is home to approximately 5,700 residents who live across four main townships Dimboola, Jeparit, Nhill, and Rainbow, as well as smallerruralcommunities.
Hindmarsh is characterised by its rich agriculturallandscapes,historictownships, and close-knit communities. The region’s economy is primarily driven by broadacre farming, particularly grain and sheep production, with growing opportunities in tourism, renewable energy, and small business development. The area is also renowned for its natural attractions, including the Wimmera River, Little Desert National Park, and Lake Hindmarsh, Victoria’slargestfreshwaterlake
Hindmarsh Shire Council plays a critical role in managing a diverse portfolio of community assets valued at approximately $418 Million to support liveability, economic growth, and service delivery. These assets include roads, bridges, footpaths, buildings, drainage systems, transfer stations, recreational facilities, and open spaces Maintaining andinvestingintheseassetsisessentialto ensuring safe, sustainable, and resilient infrastructure that meets the current and futureneedsofthecommunity.
This Asset Plan outlines how Council intends to manage its infrastructure over the next 10 years, with a focus on sustainability, financial responsibility, and community wellbeing This ensures our assets support the services and amenities our community needs and expects, both now and in the future, providing sustainablebenefitsforallresidents.
Ourassetsarethethingsyoucanseeorusewhenyou’reoutandaboutinthemunicipalitythatplayan integral role in supporting the effective delivery of services and public amenity. Including heritage and new,builtandnatural.Allthethingsthatbelongtoallofusthathelpmakelifebetterandricherforeach ofus
Long-TermDecision Making
FinancialPlanning
Challenges& Opportunities
Strategic Improvement Initiatives
AgeingInfrastructure
Balancingcommunityexpectationsagainstavailable budgetsandaffordability
ClimatechangeImpacts Populationgrowthanddemographicshift
Strengtheningdataaccuracy,reviewingservicelevels, embeddingsustainability,anddevelopinginternalasset managementskills
DeliberativeCommunityEngagement
EnsuringAssetsareutilised,fitforpurposeand sustainable
newpossibilitiesandcreatevibrant nitiesandopportunitiesforall.”
an in compliance with Victoria’s Local scouncilstointegrated,long-term,and the best outcomes for the community GovernmentAct hebroaderCouncilplanningframework.
rlong-termaspirations medium-termpriorities sustainability.
t management decisions support our compliantwithlegislativerequirements.
on Engagement Policy, we will engage decisions that affect asset and service gagementpracticesinthedevelopment strategies gement
A systematic process to guide the planning and design, creation and acquisition, maintenance and operations, renewal, and disposal and rationalisation of assets to balance available funds with communityneeds.
Our community expects assets to be provided to a standard that ensures public safety, amenity and accessibilityandtosupportthedeliveryofqualityservicesandprograms.
We need to balance delivering what our community needs and expects with what our community can afford.
Overtime,ourcommunityneeds,andexpectationsareboundtochange–withdemographics,climate andtechnologyconstantlyevolving
Withafinitebudgetforinvestmentinassets,aplannedandmeasuredapproachtoassetmanagement isnecessarytoensureafairandfiscallyprudentlong-termfinancialplan.
Hindmarsh Shire Council is a vibrant and progressive rural Council, rich in history, natural wonders and a strong community spirit, offering opportunities for local and large businesses to participate in its procurement activitiesinmutuallybeneficialterms
Hindmarsh Shire is located in the Wimmera region in western Victoria and covers an area of 7,527km2. Situated on the Western Highway, 375km west of Melbourne and 350km east of Adelaide With that, the Shire is alive with business opportunities as it lies on the second-busiest freight corridor in Australia. Hindmarsh Shire has a resident population of 5,698 (2021 Census). AccordingtotheVictoriainFuture2023(VIF2023)report, the Wimmera Southern Mallee region, which includes Hindmarsh Shire, is projected to experience population declineby2051.ThissuggeststhatHindmarshShiremay alsoseeagradualdecreaseinpopulationoverthenext decade. By 2036 this report suggests Hindmarsh Shire willdecreaseinpopulationto5650(-084%)
HindmarshShireCouncil’sCouncilPlan2025-2029outlinesacomprehensivesetofinitiativesacrossfour strategicthemes(listedbelow)toguideservicedeliveryandcommunitydevelopment Theseinitiatives aredetailedintheCouncilPlananditsannualactionplans,aligningwiththeCommunityVision.
StrategicThemes:
OurCommunity
BuiltandNaturalEnvironment
CompetitiveandInnovativeEconomy
GoodGovernanceandFinancialSustainability
TheassetsownedandoperatedbyourCouncilcrossfour(4)assetportfolios:totallingover$418Million inreplacementcosts.
The mix of infrastructure is detailed in the diagram below as a percent of the total replacement value. Theseinfrastructureassetssupportnearlyeveryaspectofourday-to-dayactivities.Theykeepussafe, healthy, connected, and employed Maintaining existing infrastructure is just as important as building newinfrastructure
ThedistributionofCouncilassetportfoliobyassetcategoryandreplacementvalueisshownbelow.
Notes:
Under the Local Government Act 2020, Council is legislatively required to establish a suite of Strategic Management Plans, which guide Council’s future planning, asset management and financial sustainability.
Setstheprinciplesforconsistentand appropriateassetmanagementpractices, processesandsystemsacrosstheportfolio andsetsthestrategicintentforthe sustainablemanagementofCouncilsassets
DetailstheStrategicActionsandAsset ManagementIndicatorsthatprovidefor DeliberativeCommunityEngagementinline withtheVictorian2020regulation
andAnnualReview
10yearsofscenario planningwithengaged Review-signoffby MayorandCEO
Foreachmajorclass–Transport,Buildings, OpenSpaceandStormwaterDrainage,it detailsthefundingneedformaintenance andcapitalforarangeofservicelevels
10-20yearsandwitha comprehensiveupdate everyre-valuation cycle
Council takes a lifecycle management approach to asset management planning, considering the resourcing requirements to operate, maintain, rehabilitate and renew assets to meet service level requirementsandassetusefullifeexpectancy.
Toensurewegetthebestpossiblereturnonourassetspending,wetakealifecycleapproachtoasset managementthatconsidersthecostsofanassetoveritsusefullife–thatisfromthetimeanewasset isbuiltoracquiredtothetimeitisreplacedordisposedof Thisapproachallowsustogetthemostout ofourassetsbymeetingrequiredlevelsofserviceinthemostcost-effectiveway.
Council’s Asset management practices are also governed internally by the Asset Management Policy, theAssetPlanandsupportingdocuments,strategies Thewholeprocessissupportedbyenablerssuch astechnology,data,processesandpeopleandisinformedbykeycorporateandstrategicdocuments Council’sAssetManagementFrameworkisoutlinedbelow.
Council takes a lifecycle management approach to asset management planning, considering the resourcing requirements to operate, maintain, rehabilitate and renew assets to meet service level requirements and asset usefullifeexpectancy
Toensurewegetthebestpossiblereturn onourassetspending,wetakealifecycle approach to asset management that considers the costs of an asset over its useful life – that is from the time a new asset is built or acquired to the time it is replaced or disposed of. This approach allows us to get the most out of our assets by meeting required levels of serviceinthemostcost-effectiveway
Council’s Asset management practices are also governed internally by the Asset Management Policy, the Asset Plan and supporting documents, strategies The whole process is supported by enablers such as technology, data, processes and people and is informed by key corporate and strategic documents. Council’s Asset Management Framework is outlined below
Whenidentifyingassetrequirementsthatmeetservicedeliveryneedsoverthelongterm, whole-of-lifecostsandotherfactorssuchasaffordability,equity,accessibility,maintainability andtheenvironmentareconsidered
Creationandacquisition
Beforeconstructing,expanding,upgradingoracquiringanewasset,alternativeservice deliverysolutionsareconsideredsuchasleasingorstrategicpartnerships Anynewbuild shouldaligntoanendorsedmanagementplanorstrategyandissupportedbyalifecycle costthatinformstheFinancialPlanforlongtermmaintenanceandrenewalneeds. 3
Maintenanceandoperations
Eachasset’soperationsaremonitoredconsistentlyovertheirusefullife.Aprogramofplanned conditionassessments,maintenanceandservicingisundertakentominimiseongoingcosts andtheriskofassetfailureandtoensuretheassetremainsoperational,safeandcompliant, andmeetcurrentmaintenancelevelsofservice.
Renewalandupgrade
4
5
Existingassetsarereplacedonlywhentheyhavereachedtheirinterventionstate–thatis,they nolongersupporttherequiredlevelofservicedelivery Prioritisationofsuchworksisbasedon criticalityoftheserviceandassociatedassets.
Disposalandrationalisation
Whereanassetnolongerdirectlysupportstherequiredlevelofservicedelivery, decommissioningorrationalisationoftheassettoreducelifecyclecostsisconsideredaspart oflong-termfinancialplanning
Asset information – inventory, condition, functionality and capacity are recorded in our enterprise systems.Ourfundingisbasedonscenarioplanningusingaservicelevel-basedapproach.
Disposaland rationalisation
The Hindmarsh community plays an integral role in Council’s asset management processes. Through structured deliberative engagement, including surveys, communitypanels,townmeetings,andpublicconsultation periods, residents provide direct input into asset priorities, service levels, and long-term planning The community’s feedback shapes strategic documents such as the Community Vision, Council Plan, and Asset Plan, ensuring infrastructure decisions align with local needs and aspirations. Ongoing community engagement during the implementation of asset management strategies enables Council to remain responsive to emerging needs while fostering shared ownership of assets and services. SuccessfulassetmanagementinHindmarshShireisbased onthisstrongpartnershipbetweenCouncil,thecommunity, andotherkeystakeholders.
We are committed to engaging with our community and ensuringtransparencyinourdecision-makingbyproviding opportunities to provide input into decisions that affect assetandservicedelivery.
IncompliancewiththeLocalGovernmentAct2020,weseek feedbackfromthecommunityatkeypointsinthedecisionmaking process to ensure we provide services and assets thataresustainableandavailableforfuturegenerations.
To inform Council planning, Hindmarsh Shire Council conducted extensive community engagement activities between2023and2025 Theseincluded:
Onlinesurveysanddetailedcommunityquestionnaires supportingthe2025–2029CouncilPlan. Communityworkshopsandroundtablediscussions withCouncillorsandstaffaspartofearlierCouncilPlan andCommunityVisiondevelopment Drop-insessionsandpop-upengagementsacross townshipstogatherfeedbackonassetandservice priorities.
Targetedconsultationswithlocalfarmersheldin Rainbow,Jeparit,Yanac,NhillandDimboola(June2023) RegularCEOdrop-insessionsatCouncillibraries startingApril2024tomaintainongoingdialogue.
These activities helped identify community priorities and informed Council’s long-term planning and asset managementapproach
Hindmarsh Shire Council's community engagement principles are outlined in their Community Engagement Framework, which emphasizes the importance of involving the community in decisionmakingprocesses Thekeyprinciplesinclude:
These principles are designed to guide the Council in fostering effective, transparent, and accountable governancethroughactivecommunityparticipation.
As part of the development of the Council Plan 2025–2029, Hindmarsh Shire Council undertook an extensivecommunityconsultationprocessthroughthe“HaveYourSay”survey,conductedbetweenMay 2024andMarch2025 Thesurveyattracted65responses,withparticipantsrepresentingacross-section ofthecommunity.RespondentscamepredominantlyfromNhill,Dimboola,Jeparit,andRainbow,witha smallnumberfromsurroundingareas.Theagerangewasbroad,withmostparticipantsagedbetween 26–74 years, and a near-even split between male and female respondents (44.4% M, 47.6% F and 7.9% preferred not to say) This feedback has provided valuable insight into the community’s expectations and priorities regarding Council-owned assets and infrastructure, directly informing the strategic directionofthisAssetPlan
Theme
RoadsasaPrimary InfrastructurePriority
Communityfeedbackstronglyemphasisedtheimportanceofroad infrastructure,withroadsbeingthemostfrequentlynominatedtop priority(68%rankedasno.1priority).Thishighlightsthecommunity’s relianceonasafeandwell-maintainedroadnetworkforconnectivity, economicactivity,anddailyliving
FocusonEssential InfrastructureandCore AssetServices
StrategicManagementof UnderutilisedAssets
Thecommunityidentifiedfootpaths,kerbs,channels,waste management,andrecreationfacilitiesaskeyprioritiesforservice deliveryandimprovement.Assetmanagementitselfwasratedasa high-priorityfunction,reflectingbroadcommunityunderstandingofthe importanceofplanningandmaintainingCouncil’sinfrastructure portfolio.
Therewasclearsupportfortherationalisationorreducedinvestmentin low-usecommunityassets,suchasseldom-usedhallsandpublic buildings RespondentsencouragedCounciltofocusresourceson assetswithhighusageandbroadcommunitybenefit,enablingmore efficientallocationoflimitedfinancialresources.
SupportforResourcing PriorityAreas
AlignmentwithBroader AdvocacyPriorities
Whenpresentedwithresourcingtrade-offs,residentsfavoured increasinginvestmentinpublicplaygrounds,recreationareas,andcofundedcommunityprojects Conversely,servicessuchascaravanpark operationsandnon-essentialcommunityeventsweremorecommonly identifiedasareaswhereservicereductionscouldbeconsidered.
Thecommunity’sasset-relatedprioritiesarecloselyalignedwiththeir broaderadvocacyconcerns Roadfunding,accessibleandinclusive infrastructure,affordablehousing,andtheretentionofruralhealth serviceswerefrequentlyidentifiedaskeyareasrequiringexternal supportorinvestment.
Council’s assets play an essential role in delivering services that strengthen our community and support daily life. Our network of roads, bridges, and pathways ensuresresidents,visitors,andbusinesses canmovesafelyandefficientlyacrossthe Shire Community buildings, including libraries, recreation reserves, early years facilities, and public amenities, provide spaces for learning, social connection, health,andwellbeing.Parks,gardens,and open spaces support active lifestyles, community events, and environmental stewardship. Stormwater infrastructure helps protect our towns from flooding, while waste management facilities enable responsible recycling and waste disposal
Through careful management and investment, Council’s assets enable the delivery of critical services, enhance community life, and help create a resilient, vibrant, and sustainable Hindmarshforthefuture.
Our community expects assets to be provided to a standard that ensures public safety, amenity and accessibility, and to support the delivery of quality servicesandprograms.
We need to balance delivering what our community needs and expects with what ourcommunitycanafford.
Over time, our community needs, and expectations are bound to change – with demographics, climate and technology constantlyevolving.
With a finite budget for investment in assets, a planned and measured approach to asset management is necessary to ensure a fair and fiscally prudentlong-termfinancialplan. Whyisassetmanagement important?
For the purposes of this Asset Plan, ‘assets’ refers to the portfolio of public assets that Council is responsibleformanaging.Tomakeiteasierforourcommunitytounderstandwhattheseassetsare,we have grouped them according to their services they provide and the functions they belong to in the tablebelow Whatassetsarecoveredinthisplan?
Theseassetsarevitalfor connectingtowns, supportingdailytravel, andenabling agriculturalandfreight movementacrossthe Shire.
Thelocationsandareas weutilisewhen accessingcommunity servicesorparticipating inrecreational,cultural, orsocialactivities Provideresidentswith localaccesstowaste disposalandrecycling services
Theinfrastructurewe needtohelpmanage rainwater,protect properties,andreduces floodriskinurbanareas
Thelocationsand environmentsthat promoteactiveliving, communitygathering, andsocialwellbeing
Includesroads,bridges, footpaths,trails,traffic managementdevices, kerbandchannel.
Includescommunity halls,recreation facilities,aquatic centres,libraries, transferstationsand earlyyearscentresand otherbuildingsthat housecommunity services,publictoilets andshelters
Includesdrains,pipes andpits.
Includesparks, playgrounds,sports reserves,swimming pools,andpublicopen spaces
Our assets exist to support the delivery of Council services and public amenity that, in turn, support our community’s social andeconomicneeds.
When making decisions about renewal or maintenance of our assets and/or prioritising our new asset investments, we always undertake life cycle analysis and what the appropriate levels of service are for an asset prior to setting budgets.
Agrowing population thatrequires newand expanded assets
Anexisting assetbase thatrequires renewaland upgrade funding
OurServiceLevelsaredefinedbyourexpectationsofthestandardatwhichanassetneedstoperform. Wedefineourservicelevelswithrespecttoavailabilityoftheservice,qualityoftheservice,riskposedby service deficiency, accessibility of the service and comfort level of the service This is illustrated in the examples below. We acknowledge that where a higher service level provision is required due to higher utilisationandneed,willmeanhigherthecriticalityoftheassetprovidingtheservice.
Poor
Hindmarsh Shire Council defines service levels to ensure that our assets meet community needs, comply with legal and safety standards, and are maintained in a sustainable way We consider communityexpectations,feedbackonthequalityandcostofservices,strategicpriorities,andrelevant legislationanddesignstandardswhensettingservicelevels.Weacknowledgethatserviceleveldatais stillbeingdevelopedforsomeassetclasses.Wherequantitativedataisnotyetavailable,servicelevels and assessments may be informed by operational knowledge and input from subject matter experts within Council This pragmatic approach ensures that asset management decisions continue to reflect localprioritiesandcommunityexpectationsevenwheredataislimited
Ourservicelevelsaredividedintotwoparts:
Community (Customer) Levels of Service: These describe what the community experiences when using Council assets, such as the availability, quality, and safety of roads, footpaths, parks, and publicfacilities
TechnicalLevelsofService:Thesesetmeasurablestandardsfortheperformanceandmaintenance of assets, such as how often inspections are done, how quickly repairs are completed, or the minimumconditionstandardsforroads,buildings,anddrainagesystems.
ThisapproachensuresthatCouncilcandeliverservicesthatareresponsivetocommunityneeds,costeffective,andsupportthelong-termhealthofHindmarsh’sinfrastructure.
Council is responsible for delivering services to the community Many of these services rely on a large anddiverseportfolioofphysicalassetsfordelivery.Understandingthecurrentstateoftheseassets,their serviceperformance,costs,andrisks,enablesustoplanandprioritisemaintenanceandmanagement to best meet the needs of the community. To better manage their unique characteristics and challenges,assetsarecategorisedintoassetclasses.
ThisAssetPlanpresentsahigh-levelsummaryofthestateoftheassetsandtheirsustainability Detailed data on each asset class, as well as intervention levels and service monitoring, future financial sustainabilityoptionsandconsequences,canbefoundintherelevantassetmanagementplan.
Whenweconsiderassetperformance,weconsidercurrentstatebut,mostimportantly,takealong-term viewinordertoensurefuturesustainabilityandminimiseanyburdenonfuturegenerations Thissection presentstheanticipatedperformanceofour$418millionassetportfoliooverthenext10years.
AssetHealthisameasureoftheremainingusefullifeoftheassetportfolio.Thefigurebelowdisplaysthe currentassethealthbyassetclass.
AssetHealth(%Remaininglife)byAssetClass
Theconditionforallassetclassesisreportedusinga1to5ratingsystem(IPWEA,2015,IIMM,Sec2.5.4,p 2|80)asshownbelow:
responsible and sustainable stewardship of our assets, we mitted to balancing our community’s needs and aspirations saffordableforratepayers.
ecisions about funding our assets requires ongoing of service levels, risk and the need to adequately maintain assets Ouraimistoachievelong-termassetsustainability
theresourcesneededtomanageourassetsareprovidedin ial planning instruments, integration of the Asset Plan and ialPlaniscritical.
nce between maintaining and renewing our assets and dating funding for improvement and growth is a constant – underfunding the renewal of an asset can lead to lower ervice,anddeferringanimportantassetupgradecanmean ssetisnolongerfit-for-purpose.
Plan has considered a minimum of two options, linked to ty Levels of Service The adopted expenditure included in Plan is consistent with our affordability after considering at cenariosperservice/class.
requirementsidentifiedforeachassetportfoliohavebeen ntheFinancialPlan ForecastsincludedinthisAssetPlanfor ted asset expenditure is consistent with our Financial Plan theplannedassetactivitiesforthenextten(10)years.This e future monitoring and further analysis as new asset n becomes available such as new asset condition data. requirements may potentially change and require nttoboththisAssetPlanandtheLong-TermFinancialPlan
h Shire Council carefully plans how we invest in community make sure they are safe, reliable, and ready to meet future e have developed a long-term plan that outlines when assets like roads, buildings, parks, and drainage systems renewal, upgrades, or new investment. Projects are based on factors such as how much they are used, how ortcommunityservices,andwherefundingcanbesecured okatthefullcostofanassetoveritslife,fromconstruction nanceandeventualreplacementtomakesureweareusing wisely. This planning helps Council keep services running manage costs over time, and deliver infrastructure that hewellbeingandgrowthofourcommunities
Scheduledworktokeepassetsoperatingattherequiredlevel ofservice,orreactiveworktorepairdefectsandensurethat assetsmeettheirservicelifeanddon’trequireearlyrenewal.
Recurrentexpenditurethatisrequiredtouseanassetsuchas utilitycosts,auditandinspectionprograms,cleaningorfees paidtootherorganisations.
Worksonassetsthatareattheendoflifethatrestoretheir abilitytodeliverorfacilitatethedeliveryofthedesiredservice
Worksthatincreasethequalityoftheexistingservicethatcan bedeliveredthroughanexistingasset.
Worksthatgenerateanassetthatcanprovideaservicethat doesnotcurrentlyexist
function over the next 10 years is
Whatassetsareincluded?
Includesroads,bridges,footpaths,trails,trafficmanagementdevices,kerbandchannel
Whatdoesourworkinvolve?
Maintenanceand repairstoroadssuchas patchingpotholes, cracksealingandpath grinding Operationalservicing suchasstreet
sweeping,vegetation managementand weedspraying
Resurfacingofexisting roads
Roadreconstructionor majorpatchingof roadfailures
Replacementof sectionsofexisting pathwaystoan equivalentstandard
Howisfundingprioritised?
Newconstructedandgiftedassetsby developers
Roadsafetyimprovementssuchas installationofcrashbarriers,intersection upgrades,etc
Wideningorduplicationofexistingroads Trafficcalmingtreatmentssuchas constructionofroundabouts,installation ofspeedhumps,etc
Extensionofexistingpathwaynetworkto addressgapsinconnectivity
Thisfundingallocationisinformedbystrategicmodellinganalysisthatpredictsthedeteriorationofour Transportassetsandtheimpactofvariousrenewalfundingscenariosonfutureassetcondition
FreightPressure& Wear
Demographic Change
ClimateChange Impacts
Heavyfreightvehicles,especially duringharvest,accelerateroad degradation.
Populationdeclineandageing communitiesreducerevenueand shiftinfrastructureneeds.
Hottertemperaturesandintense stormsthreatenroadsurfacesand
Strengthenhigh-userouteswithdurable materialsandprioritisefreightcorridorsin renewalplanning.
Focusinvestmentoncoreroutesand improveaccessibilitytosupportolder residentsandessentialservices.
Designforresilience useheat-resistant materialsandimprovedrainagetoprotect
Whatassetsareincluded?
Includes community halls, recreation facilities, aquatic centres, libraries, and early years centres and otherbuildingsthathousecommunityservices,publictoiletsandshelters.
Whatdoesourworkinvolve?
Recurrent Renewal
Minorrepairstobuilding componentsdueto failure,vandalism,etc. Unblockingdrains, servicechecks,carpet repairs,etc
Safety,compliance,and conditioninspections
Majorstructural repairs
Replacementofroofor wallcladding
Replacementof bathroomsand kitchens
Howisfundingprioritised?
UpgradeandGrowth
Buildingextensions
Sustainabilityimprovements(e.g.PV systems,waterharvestingandreuse systems,etc.)
Constructionofanewbuildingtocaterfor increasedorchangingdemand
ReplacementofamenitieswithDDA compliance
Thisfundingallocationisinformedbystrategicmodellinganalysisthatpredictsthedeteriorationofour Buildingsassetsandtheimpactofvariousrenewalfundingscenariosonfutureassetcondition
Ageing Infrastructure
LowUtilisation
Climate&Energy Pressure
Financial Constraints
Data&Planning Gaps
Manybuildingsarereachingorpast theirusefullifeandneed modernisation.
Somefacilities,likesmallhalls,are underusedrelativetotheirupkeep costs.
Olderbuildingsoftenlackinsulation orcooling,increasingoperating costsanduserdiscomfort
Maintainingandrenewingallassets ischallengingwithlimitedfunding.
Limitedorinconsistentcondition datamakeslong-termplanning moredifficult.
Prioritiserenewalsforsafety,accessibility andenergyefficiencyimprovements.
Undertakeastrategicreviewandconsider rationalisation orrepurposingtomatch currentdemand.
Upgradetoenergy-efficientdesigns, insulation,andpassivecoolingsystems
Leveragepartnershipswithcommunity groupsandseekgrantstosupplement councilinvestment.
Improveassetdataandimplementregular assessmentstoguidecapitalworks priorities.
Whatassetsareincluded?
Includesdrains,pipesandpits
Whatdoesourworkinvolve?
Pitcleaning
Pipecleansingand removalofdebris, sediment,etc.
Removaloflitterfrom GrossPollutantTraps Programmedinspections
ofpitsand pipes
capacity
Extensionofthestormwaterdrainagenetwork Installationofstormwaterqualityimprovement devices,suchasraingardens,littertraps,etc Stormwaterharvestinginitiatives
Thisfundingallocationisinformedbystrategicmodellinganalysisthatpredictsthedeteriorationofour Stormwater Drainage assets and the impact of various renewal funding scenarios on future asset condition Howisfundingprioritised?
Projectedexpenditure2025-2035: Howmuchdoweplantospendoverthenext10years? Recurrent
AssetCondition& DataGaps
System Performance&
Flooding
ClimateResilience
Manyolderpipesandpitslack detailedconditiondata,making forecastingdifficult.
Someareasexperiencelocalised floodingduetooutdatedor undersizedinfrastructure.
Morefrequentandintensestormsare expectedtoincreasetheriskof overflowandfailure
Investinimprovedassetmapping, digitisation,andregularinspectionsto supportbetterplanningandprioritisation.
Usefloodriskdatatoguidetargeted upgradeswhereprotectionofcommunity andcommercialareasiscritical.
Integrateresiliencemeasures,suchas upsizingkeynetworkcomponentsorusing backflowprevention,intorenewalplans
Maintenance Challenges
LandUse&Growth Management
Drainageassetsareoften undergroundorhardtoaccess, makingissuesdifficulttodetectearly.
Someexistingdrainagedoesn’talign withnewerdevelopmentor intensifyingrainfallevents.
Implementremotesensingorinspection programstoimproveearlydetectionand reducereactivemaintenance.
Integratestormwaterplanningwithland useandopenspacestrategiestoreduce loadthroughgreeninfrastructure.
Whatassetsareincluded?
Includesparks,playgrounds,sportsreserves,swimmingpools,publicopenspacesandweirs
Whatdoesourworkinvolve?
Hazard/defectinspections
Mowing,vegetation/weed control
Gardenbedmaintenance
Littercollectionandcleaning
Graffitiremoval
Replacementofplayground equipment
Replacementofparkfurniture Rejuvenationorreplacement ofentireplayingcourtsor sportsfieldstoanequivalent standard
Playingcourtextension
Replacementofplayground equipmenttoahigher standard
Developmentofanewparkor reserve
Howisfundingprioritised?
Council recognises the important role that open space and recreation assets play in supporting community wellbeing, social connection, and active lifestyles Investment in these assets is carefully plannedtoensuretheyremainsafe,accessible,andalignedwithlocalneeds.
While there is no fixed annual capital budget allocated specifically for Recreation & Open Space, new and upgrade projects are regularly considered as part of Council’s annual planning and budget process These proposals are assessed alongside other priorities across the Shire, with a focus on community benefit, safety, and long-term value. Council also actively seeks external grant funding to supportdeliveryofneworupgradedfacilities.
Renewal funding is guided by strategic modelling that forecasts asset condition and helps identify where investment will have the greatest impact This ensures that limited resources are used wisely to maintainkeyassetsandsupportsustainableservicedelivery
Maintenance and operational funding for open space is delivered across several Council service areas including:
TownBeautification
RecreationFacilities
EnvironmentalManagement
This enables a coordinated approach to managing parks, playgrounds, reserves, and public amenities across the Shire. Council is committed to ensuring that Recreation & Open Space assets continue to supportvibrant,liveablecommunitiesnowandintothefuture
Ageing Infrastructure
UnevenUsage& Demand
ClimateExposure
Somerecreationfacilities(e.g.play equipment,poolstructures)are ageingandnearingrenewal.
Usagevariessignificantlyacrosssites someparksandpoolsarewell-used, othersinfrequently.
HighertemperaturesandUV exposurecandegradeequipment fasterandreduceuseduringheat events.
Prioritisesafetyupgradesand replacementsalignedwithcontemporary designandcompliancestandards.
Usedataonvisitationandcommunity feedbacktoguiderationalisation, upgrades,oralternativeuses.
Incorporateshadestructures,tree planting,andwater-efficientlandscaping toincreasecomfortandusability
OperatingCosts
InclusiveAccess& Equity
Funding&Resource Constraints
Poolsandlargerecreationalspaces havehighmaintenanceandenergy costs
Someolderassetslackfeaturesthat supportallagesandabilities.
Limitedbudgetsmakeitdifficultto maintainallsitestoaconsistent
Exploreenergy-efficientsystems,seasonal operations,orpartnershipswith communitygroupstoreduceoverheads
Upgradeforinclusiveaccess-install ramps,sensoryplayareas,andaccessible pathstosupportdiverseusers.
Seekco-fundingthroughgrants,develop shared-useagreements,andexplorelow-
e a life of four years in line hey are fully reviewed and h council election. They are udgetplanningprocessand changesinservicelevelsor ose services as a result of erperformancemeasuresis eport
nt annual expenditure is n our existing infrastructure maintaining high-level skills are delivered economically committed to continuously dge, skills and operational estpractice
tions in this Asset Plan are es, systems, processes and identifyingwaystoachieve analysis, and to improving e of the keys to this will be establish optimised service ongterm. dates
Reviewandfinalisethedraftresponsibilitymatrixwithaviewto identifyandstreamlinerolesandresponsibilities.
Developandimplementanassethandoverprocesstoenable100% assetdatacaptureofnewassetsgiftedorconstructedbyothersto becapturedinCouncil’sassetregisteronanannualbasis.
Undertakeanalysistoidentifyfinancialandaccomplishmentdata onmaintenanceworkstoimprovealignmentwithannualcapital fundingprocess,ensuringallocationofappropriateannual maintenancefunding UpdateMaintenancefundingexpenditurein futureAssetManagementPlanrevisions
Developandimplementframeworkstoimproveandfurtherdevelop itslifecycleAssetManagementprocessestoensurethatalllifecycle costsareidentifiedandincludedinallcapitalinvestmentdecisions
Ensureinformationrelatingtocapacity,functionalityandfitfor purposefromCouncil'sCommunityInfrastructurePlanisusedto informrenewalplanningforallinfrastructureassets.
Undertakeregularassetmaturityassessmentandasset performancemonitoring.
Futurecommunitysurveysshouldincludespecificquestionstothe communityregardingunsealedroadsandbridges,toidentifyand measureperformanceindeliveringthisservicetothecommunity
Reviewstrategicpredictionmodelsannuallyandrenewalcosts annuallytoensurethatapprovedrenewalbudgetswillcontinueto coverthecostoflikeforlikereplacements
ReviewandformallydocumentthecurrentmaintenanceLevelsof Serviceregardingallbuildingassetsownedormaintainedby Council.
ReviewthecurrentmaintenanceLevelsofServiceregardingallopen spaceassetsownedormaintainedbyCouncil.IncorporateRisk Assessment.
EnsurethatnewassetneedsidentifiedfromthePSPsand masterplansarereflectedintheandLong-TermFinancialPlan
typessuchopendrainsandbasinsandincorporateintofutureAsset ManagementSystemreviews.
InfrastructureAssets
CapitalExpenditure
Maintenance
Long-TermFinancialPlan (LTFP)
LifecycleIndicator
AssetHealth
InterventionLevel
Stationarysystemsforminganetworkandservingwholecommunities wherethesystemasawholeisintendedtobemaintainedindefinitelyby continuingreplacementandrefurbishmentofitscomponents,e.g.roads, facilities,footpaths,drains,parks.
Expenditurefornewinfrastructureandfortherenewalorupgradeof existingassetsthatenhancestheservicepotentialoftheassets
Expenditurethatisincurredtoensurethattheassetcontinuestoprovide itspre-determinedservicecapacityandqualityandachievesits expectedusefullife.Maintenanceexpenditureisofaregularand ongoingnature.
AFinancialPlanbasedonaServiceLevelTargetthatproducesayearby-yearforecastoftheinvestmentneededincapitalrenewals,capital upgrades,newinfrastructureandongoingmaintenance.
Planned10-yearLTFP/Desired10-yearLTFPcosts(maintenance,renewal, upgradeandnewexpenditurefordesiredservicelevel).Recommended target=85-115%.
AssetHealthreferstotheremaininglifeexpectancyandserviceabilityof theassetportfolio
Aphysicalstateofanassetdefinedbyitscondition,capacityor functionalityatwhichCouncilwilldetermineatreatmentaction.
