Asset Management Plan 2025-35 - Property

DocumentControl

1.0 28/2/2025 Draft T.Blefari 2025Revision ofAMP.

1.1 2/4/2025 Final Draft T.Blefari Updatesfollowingstakeholdercomments.

1.2 30/5/2025 Final T.Blefari Updatesfollowingfurtherstakeholdercomments.

Definitions

Explanationofdefinitionsandacronymsusedinthis plan.

Term/Acronym Definition

AASB

AM Strategy

AMSC

AustralianAccountingStandardsBoard

AssetManagementStrategy

AssetManagementSteeringCommittee

Backlog The quantumofassetsthatmeetthe levelsof service reflected inthe modellingrule base andhence due foracapital treatment, however, fundingisnotenoughto treatthese assets. The currenthypothetical costofrecoupingthisbacklog(i.e.funding requiredtobringevery assetinconditionstate 5, VeryPoor, backtoa conditionstate 1, beingVeryGood) byimmediate capital renewal.

CANS

Conditionor Service State

Inner WestCommunityAssetNeedsStrategy

The service state involvesthe use ofasingle integer between1and5to describethe abilityforthe assetinquestionto fulfill itsfunction;where 1is verygoodand5isverypoor.

IIMM International Infrastructure ManagementManual

IP&R IntegratedPlanning& Reporting

IPWEA

Institute ofPublic Works EngineeringAustralasia

ISO55000 55000Series, International Suite ofAssetManagementStandards

LTFP

OCI

Long-TermFinancial Plan

Overall conditionindex

PAMP PropertyAssetManagement Plan

Net Strategy Cost

Non-current assets

Total costlifecycle scenariostrategy. Calculation;Total Capital Costover 20Years+Total Maintenance & Operational Cost over 10 Years –Backlog MovementOver 20Years.

Physical andintangible infrastructure assets, includinginformationand communicationtechnology(ICT) assets, controlledbythe organisation

SAM Strategic AssetManagement

Property Asset Management Plan

1 ExecutiveSummary

11 Thepurpose of thePlan

ThepurposeofthisPropertyAssetManagementPlan(PAMP)istoinformInnerWestCouncil’s (Council) commitment to best practice asset management and provide principles for soundbuildingassetinvestmentdecisionmaking.

The PAMPdocuments the overall integrated planning framework to guide and improve Council’s long-term strategic management of its buildings and major structures (property building assets) in order to cater for the community’s required levels of service into the future as detailed in Section 3.6Level of Service. The PAMP defines the state of Council’s building assets as at the 2025Financial Year, the 10-year funding required to achieve Council’s adopted asset performance targets and planned asset management activities over a10-yearplanning period.

This PAMPistobereadinconjunctionwithCouncil’s AssetManagement Strategy.

1.2 Current Stateof Council’sAssets

Thevalueofbuildingassetscoveredbythis PAMPisestimatedat$597.981M,asat30thJune 2024 (an increase of over $120M when compared to the 2021 financial values)and summarisedinthe table below:

Table1-AssetsValuationsasat30thJune20241

Property Asset Management Plan 2025-2035

The2022–2023buildings condition audit resulted in updated condition data which has enhanced Council’s asset register and informed more accurate asset componentisation and lifecycle modelling. As a result, the 2023revaluation exercise produced significantly revised asset quantities, replacement costs, and depreciation estimates, explaining the notable differences between the data in Table 1of this plan and the figures reported in the previous2022AssetManagementPlan.

Figure 1provides a high-level overview of the current condition score(OCI-asset health) of allbuildingsandlandimprovementassetsownedandmaintainedbyCouncil.Thecondition is a numerical score assigned to each major building component (asset) to represent its current performance (i.e. where is the asset on its lifecycle path). Utilising predictive modelling software and techniques, Council is able tosimulate each assets degradation (the way it moves from one condition state to another throughout its lifecycle) to predict whenassetswill fail andrequire future treatment intervention.

RefertoFigure 9 –AssetConditionRatingGuidelinesforconditiondefinitions.

(ServiceState) AllBuildingAssetComponentCondition Distribution Component Condition Distribution by ReplacementValue

Figure1–StateofAssets SnapshotasatFY2025

Thefollowing diagramprovidesaconditionsnapshotofCouncil’s buildingsassetsbyasset function.

Property Asset

Community

Commercial Lease

Childcare - OSHC

Childcare - leased out

Childcare - council operated

Caretaker

Aquatic Centre

0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%100.00% Administration

1.3 AssetFundingLevels

Council has adopted a strategic, evidence-based approach to assessing the long-term renewal and upgrade needs of its buildings and land improvement assetnetwork, using Modelve©predictive modellingsoftware.Thismodellingunderpinsthefinancialallocations setoutinCouncil’scurrentLong-TermFinancialPlan(LTFP)andensuresalignmentwithbest practice assetmanagementasdetailedintheFinancial Summary.

The model simulates asset deterioration over a 10-year period (2025–2035), applying lifecycletreatmentsandcondition-basedrulestoforecastnetworkperformanceunderthe proposed funding scenario. It considers both renewal needs and upgrade requirements arising from condition of the assets, Councillor requests, strategic plans / studies and Council’s operational knowledge.

As of 2025, the average condition of the asset network is 2.1out of 5. Predictive modelling confirms that the funding levels allocated in the currentLTFPare sufficient to sustain the network and meet service delivery needs over the next 10 years. While the model forecasts a slight decline in average condition to 2.7by 2035, this change reflects the condition degradationofassetsinconditionsgood,transitioningtofair,andisnotconsideredacause for concern. The planned investment remains adequate to maintain overall functionality

Figure2–ConditionDistributionbyAssetFunctionasatFY2025

Property Asset Management Plan 2025-2035

and service levels, with the network continuing to perform within acceptable condition thresholds.

Over the next 10 years, Councilwill invest $408.6million to keep our assets safe, functional, and fit-for-purpose, while also enhancing service standards through targeted new and upgradeworks.Thisinvestmentcomprises:

Renewal:$205million

New/Upgrade:$50.9million

Total CapitalInvestment:$255.9million

Maintenance& Operations:$152.6million

$90,000

$80,000

$70,000

$60,000

Thousands

$50,000

$40,000

$30,000

$20,000

$10,000

$0

LTFP 2025-2035 Condition

Figure3–Forecast10-YearCapital FundingAnalysisand Average ConditionbyYear

Thisfundingisexpected to:

Maintainoverall network condition.

Progressivelyaddresskey buildingcapacityandfunctionalityissues.

Support communitysatisfactionbyrespondingtoknownproblemareas.

ThemodellingconfirmsthatcurrentLTFPallocationsareappropriatelyinformed,financially sustainable, andaligned withCouncil’s buildingservice goals.

While the current 10-year funding is sufficient, Council will continue to refine and update funding forecasts as asset condition, performance data, and community expectations evolve.Thisongoingreview isidentifiedasanimprovementpriorityinthisPAMP.

14 MonitoringandImprovementProgram

The improvementactionitemsidentifiedcanbe foundinSection7.2ofthisPlan.

Property Asset Management

2 AssetClassInformation

2.1 Background

The building and property asset portfolio of Inner West Council(Council) provides a vital service to the local community. Council is widely known for its diverse, engaged,and creativecommunity. Supporting this identity is a network of public and private community assets(includinglibraries,socialandculturalassets)thatsupportthelocalcommunityand attractpeople fromthe widerSydneyregion.

These building assets represent a significant investment by Council and are of vital importance toproviding itsresidentsandneighbouringcommunities withqualityservices. Council’s buildings have been constructed over time and serve a range of purposes from civic administration, town hallsand depot facilities to libraries, childcare and amenities. These buildings may be owned by Council, leased or managed in order to facilitate the deliveryofrequiredservicestothe community.

Changing patterns of use and demand with differing maintenance practices and techniques have resulted in a complex network of buildings in varying conditions. As the responsible authority for the provision and maintenance of this infrastructureasset base, Council recognises the need to ensure the management of this valuable asset portfolio, to ensure that the current and future benefit to the community is delivered at a cost that the communitycanafford.

2.1.1 BuildingsIncludedinthisAMPlan

Inall,thisPropertyAssetManagementPlan(PAMP)covers348buildingsandstructuresand 2,591land improvement itemsas classified by their asset subclass(building function)and setoutinTable 2–BuildingQuantitiesbyAssetSubclass.

This PAMPcovers all buildings and structures (building assets) which are owned or controlledbyCouncil. BuildingsforwhichCouncil isthe responsible authorityare classified under the Building Code of Australia (BCA) as Class 1 through to Class 10a2with enclosing walls. Other structures included in this PAMPare classified under the BCA as class 10a non2

habitable structures with open walls such as park shelters, and class 10b3structures such asswimmingpools.

Property Asset Management Plan 2025-2035

The Inner West Council Land and Property Strategy August 2019(reviewed annually)states thatthe propertyportfolioisgroupedintothree maincategories:

Category Type Description

Corporate Service Delivery

PremisesoccupiedbyCouncil forthe purpose of Council operations.

e.g.DepotsandAdministrationServices.

Propertymaybe Council-ownedorleased4 toCouncil.

CommunityServices OpenSpace & Recreationfacilities occupiedbyCouncil e.g. Libraries,CommunityCentres.

PropertymaybeCouncil-ownedorleasedtoCouncil.

Tenanted Spaces

Premisesoccupiedbyexternal parties thatmaydeliver community services;and/orprovideincome to Council.

PropertymaybeCouncil-ownedorleasedtoCouncil andsubleasedtoexternal party.

Table3–PropertyCategories

Adetailedlistofall buildingsandstructuresforwhichCouncil hasincludedinthis PAMPare recordedinCouncil’s AssetRegister.

212 Buildings&StructuresExclusions

The PAMPexcludesbuildingassetswhichare ownedandmaintainedby the Departmentof PlanningandEnvironment, NSW(DPIE)andother privateorganisations.

Other class 10a and 10b5structures such as sports field lighting poles, retaining walls etc. are classified under a separate asset portfolio entitled “Other Structures” and included as partofparkinfrastructurewhicharemanagedviaCouncil’s ParksandSportingFieldsAsset ManagementPlan.

4Maintenance and Renewal responsibilitiesand funding requirementsfor each leased propertyare typically defined within each lease.All new leasescontain maintenance schedules which identify maintenance activity items, frequency and responsibility for each item. It is envisaged that Council willprogressively incorporate maintenance schedules into existing leases as they fall due for renewal.

5 Class 10b a structure being a fence, mast, antenna, retaining or free-standing wall, swimming pool or the like, not associated to abuilding site.

Property Asset

2.2 Current Stateof theAssets

Since 2022, Council has made significant advances in improving the quality, consistency, and completeness of its asset data. A major milestone in this journey was the comprehensiveconditionauditprogramconductedin2022–2023,whichincludedbuildings, aquatic centres and land improvement assets. These inspections were undertaken using standardised condition rating frameworks aligned to IPWEA guidelines, and the outcomes have substantially improved Council’s understanding of the current performance and remaininguseful life ofassets.

The distributionofCouncil buildingassetportfoliobyquantities isillustratedbelowinFigure 4.

221 CurrentReplacementCosts

The total value of buildings and structures for which Council is responsible for is currently estimatedat$597.9MasdetailedintheFinancialStatements30June2024.Thebreak-upof the assetsubclass by modelled replacementvalue asat 2025, isillustratedin Figure 5.

Figure4–Distributionof BuildingAssetsby Function

Property Asset Management Plan

Figure5–Distributionof BuildingAssetEstimatedReplacementValuesbyFunction

Table4-AssetsValuationsasat30thJune20246

The2022–2023condition audit resulted in updated condition data which has enhanced Council’sassetregisterandinformedmoreaccurateassetcomponentisationandlifecycle modelling. As a result, the 2023revaluation exercise produced significantly revised asset quantities, replacement costs, and depreciation estimates, explaining the notable differencesbetweenthedatainTable4ofthisplanandthefiguresreportedintheprevious 2022AssetManagementPlan.

Property Asset Management Plan 2025-2035

Table4identifiestheannualassetdepreciationofCouncil’sbuildingassetstobeintheorder of$10.95Mperannum.Theaverageannualdepreciation(assetconsumption)isconsidered a measure of the wearing out or other loss of value of the asset that arises from its use, passingoftime orobsolescence due toenvironmental changes. It should be acknowledged that depreciation is not an ideal measure and is seldom recommended now in modern practice with the focus more on sustainability-based analysis of asset service level (long term financial plans based on strategic lifecycle modelling& planning).

222 BuildingInformationManagement

All information pertaining to asset type and function, location, constructed year and condition of these building and structure assetsare recorded and stored in Council’s asset register which is a module of the Enterprise Asset Managementsystem. At the time of preparing this PAMP, it is estimated that Council’s Asset Register is 99% complete with regards to the buildings list and around 95% up to date. The 2022 Improvement Plan identified actions to further enhance and improve Council’s asset register information, by collecting and maintaining additional asset attribute details such as criticality, function, capacity, materials andasset quantities, whichare being progressively updated within the assetregister since 2023.

223 CurrentAssetPerformance

The following dashboard provides a high-level overview of the current condition (asset health) ofall buildingassetsownedandmaintainedbyCouncil.The conditionstate (OCI) is a numerical score assigned to each major building component (asset) to represent its current performance (i.e. where is the asset on its lifecycle path), with condition 1 representing avery good/as newcondition and condition 5 representing a very poor condition.

RefertoFigure 9forconditiondefinitions.

Property Asset Management Plan 2025-2035

Property Asset Management Plan 2025-2035

Building asset condition audits and inspections were carried out by Council consultantsin 2023 with asset data updated within the asset register. Since these inspections further updates have been made to reflect improvements to the asset condition data as a result ofcapital worksundertakenin2023 (postinspections) and2024.

Council’s building assets (inspected at the component level) are estimated to be in good condition as shown in Figure 6, with 72% in goodor better condition. The average network portfolioconditionis 2.2outof5.

Council’sbuildinglandimprovementassetsareestimatedtobeingoodconditionasshown inFigure 7, with 66% in good or better condition. The average network portfolio condition is 2.4outof5.

Figure 8 providesaconditionsnapshotofCouncil’s buildingassetcomponentsbyfunction. Notably,theCaretakerResidenceappearstohavethehighestproportionofcomponentsin Condition 5 (very poor), at around 30%, followed closely by Residential (also near 30%) and Commercial Lease (around 20%). Meanwhile, Operational, Administration, and Storage propertieseachhaveroughly40%ormoreoftheircomponentsinCondition3(fair)orworse. By contrast, categories such as SES, Carpark, and Childcare-related buildings show larger proportionsinCondition 1or2,indicatingrelativelybetteroverall states.

Property Asset Management Plan

Figure8–BuildingComponentCondition DistributionbyAssetFunctionasatFY2025

Changing patterns of use and demand with differing maintenance practices and techniques have resulted inacomplex networkofbuildingsinvaryingconditions.

Figure 8shows that several buildings already have a significant portion of components in poor condition, indicating they willneed repair or replacement sooner rather than later. Planning for the next 10 years is essential: if Councildelaysspending on maintenance or renewals, these assets will likely deteriorate further and become more expensive to renew.

Aproactiveapproachtoinvestintheseassetsnearingtheendoftheirassethealthnowwill mitigatelong-termcostsandpreserves current service levels.

2.2.4 ConditionAssessment

Council hasformally documenteda detailed building condition assessment manual that has beenused to assess the building network conditionin 2023. TheBuilding Service Framework providesfurther information on the methodology for rating and assessing the condition/performance ofthese assets.

Typically, network wide condition assessments are undertaken on a three-to-five-year cycle (coinciding with the financial revaluations) and used to identify where building asset components are within their defined useful lives at any given point in time. The latest conditionauditcoveringallbuildingsthatCouncilisresponsibleforwas completedin2023.

The condition rating system, which has been normalised for the purposes of this PAMP is summarisedinFigure 9,basedonIPWEAPractice Notes.

2.3 LifecycleManagement

Lifecycle management of Council's buildingassets ensures assets remain functional, sustainable, and aligned with community needs. This involves planning for acquisition, maintenance, renewal, and disposal based on condition assessments and service demands.

Some ofthe Key ActionsforLifecycle Managementdetailedinthe PAMPinclude:

Implement data-driven decision-making using property condition assessments to guideassetrenewal andupgrades.

Ensure proactive disposal and repurposing of underutilised properties in line with Council’s LandandPropertyStrategy(LPS2019)objectives.

Enhance sustainabilityinpropertymanagement, adoptingenergy-efficientdesigns andadaptive reuse strategies.

Alignfinancial planning withlong-termfunding strategies setinthe LPS

By integrating these elements, lifecycle management will not only maintain asset quality butalsooptimise propertyuse, financial sustainability, andcommunitybenefit.

2.3.1 Operations&MaintenancePlan

Operations activities can be described as activities that are delivered on a day-to-day basis necessary to meet levels of service delivery requirements. Operational activities can

Figure9–AssetConditionRatingGuidelines

Property Asset Management Plan 2025-2035

include service delivery items such as security key/lock updates, proactive and reactive inspections, undertaken by in-house technical staff and/or specialist contractors. Operationsactivities do notimprove the conditionofassets.

Overtime,minorfaultscanoccurwithinthebuildingportfolio.Counciladdressestherepairs andmaintenanceofthesefaults(e.g.leakingtapordamagedwindoworsectionofcarpet) onthebasisofdefinedinterventionlevelsandresponsetimes.Theinterventionleveldefines thecondition,stateorrisklevelassociatedwithanasset/component,i.e.thepointintimeat which the asset is considered to be below an acceptable level of service where maintenance isscheduledassoonasthe assetreaches thispoint.

Operations and maintenance activities do not improve the condition of the building but ratherenable the buildingtodeliver itsservice levelsasrelatedtoitsbuildingfunction

For the Levels of Service delivered on a day-to-day basis (i.e. responding to customer requests for maintenance faults and responding to localised asset failures), these intervention levels7 are currently documented in Council’s maintenance management system. At present, Council considers that these current operations and maintenance service levelsmeetthe community’sneedsand expectations.

As part of the 2022 Improvement Plan, Council has commenced a formal review of these operations and maintenance activities which are being formally documented in a Building Service Framework.

232 Renewal/ReplacementPlan

Activities such as renewal, rehabilitation, reconstruction and replacement will return the degraded service of the asset back to its original condition. Renewal activities such as replacement of a building’s roof claddingor replacing the floor coverings, will return the degradedservicecapabilityoftheassetbacktoitsoriginaldesignedcapabilityormodernday equivalent.

Renewal and replacement strategies are based on the most current asset condition inspectionsavailabletoCouncilatthetimeofdevelopingtheforwardworksprograms.The rule bases which reflect the policy decisions that Council will employ to determine when they will select building assets for inclusion intheir capital works program will be documented inaBuildingService Framework.

7

Property Asset Management Plan 2025-2035

The built nature of new, upgrade and renewedbuildings assets will always be provided in accordance with Council’s design standards, relevant Australian Standards, industry guidelines /bestpracticesandthe BuildingCode ofAustralia.

233

Upgrade/ExpansionPlan

Upgrade and expansion works are associated with improving service levels beyond the original designed capability or modern-day equivalent. Additionally, expansion works include activities that extends the capacity of an existing asset, to provide higher levels of service and/or meet changes in asset resilience requirements. Upgrade/expansion is different to renewal/replacement which only improves the degraded service capability withinthe boundaries of the original designedcapability.

Building upgrades are usually undertakenwhere the building has been identified as deficient with regards to providing its intended function such as being fit for use and fit for purpose. Council assesses the building’s capability of catering for the current and near future user numbers and also assesses the buildings’ ability to be adapted or reconfigured to provide for changing user needs and service requirements (such as a building originally usedasasenior citizensbuildingtonow providingmaternal childandhealthservices).

Typically,upgrade/expansion works are identified from a combination of methods which include Councillor and/or community requests, project candidates identified via Council’s CommunityAssetNeedsStrategyoridentifiedviaotherStrategicPlansand/orfrombuilding conditionaudits.

Council utilises the followingmethodology framework to prioritise andschedule identified projectcandidates forthe 10-YearWorks Program.

Criteria

WorksproposedarereferencedinorsupporttheCouncilPlan.

Worksproposedhavebeenlisted,endorsedoridentifiedfrom Council’sCommunityAssetNeedsStrategyorotherssuchas StrategicPlansandMasterPlans.

Worksproposedwillenhancethequalityofserviceto community.

Worksproposedarerequiredduetorisk,legislativeand/orto mitigatecontractualrisks.

Property Asset Management Plan 2025-2035

Criteria

Externalfundingprovidedoravailableandtotallifecyclecosts areconsideredtonotadverselyimpactfuturebudgets.

Table5–Building PriorityRanking Criteria

Presently, there are plans to spend approximately$50.9 million8 over the following 10 years to upgrade Council’s buildings and these have been documented in Council’s current 10YearWorksProgram.

2.3.4 Creation/AcquisitionPlan

Newworksarethoseworksthatcreateanewassetthatdidnotpreviouslyexist.Councilcan acquire existing built assets or new assets from developers or new assets via capital projects to meet community needs. Typically, new building asset candidates are identified from a combination of methods which include development application consent conditions, Councillor and/or community requests, project candidates identified via Council’s Community Asset Needs Strategy (CANS) or identified via other Strategic Plans and/orfrombuildingconditionaudits.

It is envisaged that Council will acquire from developers 6 units and 24 car spaces as part ofthe redevelopmentof the former RSLsite.

235 DisposalPlan

Disposal includes any activity associated with disposal of a decommissioned asset includingsale, demolition, relocationortransfer ofownership.

Atpresent,therearenoplanstodisposeofanybuildingassets.However,Counciliscurrently intheprocessofdevelopingaLong-Termhousingstrategywhichaimstoreviewifthereare opportunities torationalise some ofitscurrentdepotsandadministrationcentres.

2.4 LeadershipandAccountability

Council’s Asset Management Policy reviewed in 2025, defines the roles and responsibilities withinCouncil for assetmanagement.

Inaddition,anAssetManagementSteeringCommittee(AMSC)hasbeendrawnfromacross Council administration to coordinate asset management related matters. Meetings are

Property Asset Management Plan 2025-2035

held regularly and chaired by the Director Infrastructure. As part of the 2022 Improvement Plan, the development of an Asset Management Responsibility Assignment Matrix is currently underway. This matrix, which will detail the organisational relationships and lines of responsibility regarding asset management over the asset lifecycle, is planned to be implemented progressivelyover the life ofthis AMPlan.

3 LevelsofService

3.1 SocialInfrastructurePlanning

Council provides over 100 services, where our building assets support the provision of servicessuchaslibraries,recreationalfacilitieslikeaquaticcentres,communitycentresand children&familyservices.Aservicecentricapproachstartswithdeterminingwhatservices we need and then connecting assets to those services. It ensuresthat our assets are inthe most appropriate locations for future community use, that they are functionally adequate for future demographics and considerdemand and Council’s vision. It also ensures that there is a clear prioritisation of capital and maintenance based on criticality of the service and considers repurposing, redundancy or relocation of services when balancing future budgets.

In 2021, Council completed theInner West Community Asset Needs Strategy (CANS) 20212036.Thestrategyprovidesanassessmentofcommunityassetneedsbasedonarangeof indicators (refer to Figure 10) to identify priorities for existing and future community asset needsto2036.

The CANS is also one of the key documents that will inform the new IWC contributions plan that will enable IWC to levy appropriate developer contributions for community asset investment(landandinfrastructure)tomeettheneedsoftheInnerWestLGAovera15-year time frame. This includes the needs of residents, businesses/workers (who may also be residentsofthe Inner WestLGA) while alsohavingsome considerationforvisitors.

Inaddition,CouncilalsohasaLandandProperty Strategy(LPS)developedin2019toensure thecommunity’sassetsarebeingproperlymanagedandprotectedforthelong-termbest interestsofthe community.

The CAN, the LPSand this PAMP are complementary documents that together set out Council’s service targets, and how these targets will be achieved. The role of each of these elementsinthe long-termassetplanningisasfollows:

Asset Provision (CANS) -Determining the size, footprint and numbers of buildings neededtoservice currentandfuture demand;

Asset Performance (LPS) – provides a framework to ensure equity, consistency, accountabilityandtransparencyinCouncil’s propertyassetdecision-making;and

Asset Performance (PAMP) -The required capital and maintenance performance standardsfor the assets Councilprovidesthat will ensure services are delivered at the desiredlevels.

Figure10–CANS NeedsIndicatorDiagram

3.2 CustomerResearchandExpectations

Council undertakes customer surveys to understandand identify community priorities for the Inner West and identify the community’s overall level of satisfaction. The most recent customer satisfaction survey9, which was conducted in 2024offers Council a long-term measure ofhow theyare performing.

Thecommunity’ssatisfactionwiththeprovisionofCouncilmanagedbuildingsandfacilities, such as swimming pools, community centres, childcare services, libraries, and heritage buildings, remains positive. Satisfaction in these areas has shown improvement since 2017, with 2024 survey data indicating that residents are generally satisfied with the services provided. The importance of these services is high, particularly for pools and childcare services (around 83%), with satisfaction levels ranging from 75% to 80%. Despite their importance,thereremainsroomforimprovementinareasliketheupkeepofcivicbuildings and the renovation of heritage sites, where satisfaction levels are slightly lower, hovering near70%.

Figure11illustratesthesatisfactionwithCouncil’soverallperformancebetween2017to 2024. Figure11 –Inner WestCommunitySatisfactionSurveyOverallPerformance Ascore of1representsnotatall satisfied, whileascoreof5representsverysatisfied. 9

Inner West Council Community Research –Micromex Research July 2024

Property Asset Management Plan

The funding commitments detailed in this PAMP reflect Council’s ongoing commitment to maintaining and upgrading building infrastructure to meet community needs. While building-related services have remained relatively stable in satisfaction since 2021, there is an opportunity to improve outcomes, particularly through better management of aged or under-utilised buildings. Targeted investment in asset upgrades, more frequent condition assessments,andtimelymaintenancewillhelppreservefunctionality,extendassetlife,and improve service levels.

A key area for improvement is communication and transparency. Community feedback consistently highlights a desire for clearer information and greater influence over Council decisions, yet satisfaction in this area remains low. Addressing this through proactive engagement,transparentreporting,andregularupdatesonbuildingprojectsandpriorities will strengthencommunitytrust.

By combining effective building management practices with improved communication, Council can increase satisfaction with its building services and demonstrate its commitmentto meetingbothcurrentandfuture communityexpectations.

Property Asset Management Plan 2025-2035

SD1.3 –Healthy waterways Implementwatersensitive policies, plans andprojects

SD1.4 -Zero emissions Implementstrategies to reduce andmitigate greenhouse gas emissions.

Buildlocal resilience and adapttoclimate change.

SD4.1–Welcoming, connected and inclusive

SD4.2–Health andactive

Buildinclusivity, resilience andparticipationin communitylife

Providefacilities, spaces andprograms for participationinactive recreation.

Provideandsupport communityservices and centres.

SD4.3–Lifelong learning

Table6- Council’sStrategic Directionsandhowtheseareaddressed inthisPlan Strategic Direction(SD)

Providequalitychildren’s educationandcare services.

Providelibraries and technology.

Where possible, Council facilities when renewedwill bedesignedtoutilise grey& harvestedwatertominimise reliance on potable water.Additionally, stormwater managementconsiderationswill beintegrated intopropertyplanning, includingpermeable surfaces, raingardens, andWater-Sensitive UrbanDesign(WSUD) principles toreduce runoffandenhance sustainability.

Where possible, Council facilities when renewedwill bedesignedtoutilise solarpower toreduce ourcarbonfootprint.Further, new andupgradedbuildings will incorporate passive designprinciples, energy-efficient upgrades, sustainable materials, andimproved insulationtoenhance resilience andreduce environmental impact.

Provision ofcommunityfacilities thatare fitfor purpose, accessible, safe, andwell-maintained. Assetmanagementwill prioritise DDA compliance, sensory-friendly spaces, and multi-use communityareastopromote inclusivityandengagementacrossdiverse communitygroups.

Provision ofcommunityfacilities thatare fitfor use andpurpose, accessible, safe, andwellmaintained.Infrastructure upgradeswill includesportsfieldlighting, improvedseating, andupgradedchangeroomstoenhance accessibilityandencourage active recreation. Facilities will bedesignedandbuiltto accommodate growth, diverse needs, and future flexibility.

Provision ofmodern, accessible, andwellequippedlibraries,learninghubs, andchildcare facilities tosupportlifelonglearning.Asset renewal programswill ensure education spaces remainuptodatewithtechnology advancements, adaptable layouts, and inclusive designfeaturestosupportevolving communitylearningneeds.

Property Asset Management Plan

3.3 Strategicand CorporateGoalsAlignment

This PAMP is prepared and aligned with Council’s vision, mission, goals and objectives and has been aligned to deliver cost-effective, transparent, realistic and affordable service levelsinaccordancewithcommunityexpectations,whicharereflectedinthefivestrategic directionsdetailedinthe CommunityStrategic Plan2041(CSP).

Relevant Council CSP strategic directions, outcomes and strategiesand how these are addressedinthisPAMPare detailedinTable 6.

34 KeyStakeholders

Assets controlled by Council are utilised by a broad cross-section of the community. It is critical that assets are maintained and renewed based on need and fit for purpose. Asset users are key stakeholdersofthis PAMP.

Table 7identifies stakeholders where consultationisnecessarywhenCouncil seeks inputin relationtothe determinationofLevelsofService andinterventionlevels.

StakeholderGroup Role orInvolvement

Internal Stakeholders

Elected Council

Executive Team

Managers ofthe various Building& Property assets

Custodian of the asset, with Council representing the residents and settingstrategic directionasperthe CSP.

To ensure that the Asset Management policy and strategy are being implemented as adopted, and to ensure that long-term financial needs to sustain the assets for the services they deliver are advised toCouncil foritsstrategic & financial planningprocesses.

AsthedesignatedStrategicCustodianofpropertyassets,responsible for the overall management of the assets from planning, design, maintenance, capital works and monitoring and updating the plan andensuringitsoutcomesarerealisedtoachievethelevelsofservice beingrequiredfromutilisationofthe assets;

EngineeringDepartment

Finance Department

Maintaining Council’s asset registers and performing strategic predictive modelling analysis works to inform Council’s Long Term Financial Plans and Capital Works Program. Responsible for coordinating the development and implementation of asset managementprocessesandframeworkswithin the Council.

Ensuring that the asset valuations are accurate. Development of supporting policies such as capitalisation and depreciation. Preparationofassetsustainabilityandfinancialreportsincorporating

Property Asset Management Plan

StakeholderGroup Role orInvolvement

assetdepreciationincompliance withcurrentAustralianaccounting standards, AM, GISsupportandadmin.

Maintenance Department (Internal)

InformationTechnology Managers

Risk Managers

Internal Auditors

External Stakeholders

Community

To ensure provision of the required/agreed level of maintenance services forassetcomponents.

To ensure that the relevant IT systems are functioning and that any data within the systems aresecure, and its integrity is not compromised.

To ensure that risk management practices are conducted as per Council policy and assist operations managers with advice on risk issues.

To ensure that appropriate policy practices are carried out and to advise andassist inimprovements

General users ofthe variousfacilities.

CommunityUserGroups Users of facilities that have been dedicated to the provision of a specific service (e.g.Clubs, ChildCare, SeniorCitizens).

Service Providers

Maintenance Personnel (contractors)

UtilityService Providers

State& Federal GovernmentDepts

Council’s Insurer

Those external bodies or agencies that provide services to the community utilisingcouncil ownedbuildings& facilities.

To ensure provision of the required/agreed level of maintenance services forassetcomponents.

Agencies that provide utility services such as electricity, gas, water, sewerage and telecommunications necessary to facilitate services fromabuilding.

Periodic provision of advice, instruction and support funding to assist withmanagementofthe drainage network.

Insurance andriskmanagementissues.

Table7–KeyStakeholders

Property Asset

3.5 LegislativeRequirements

There are many legislative requirements relating to the management of Council assets. Legislative requirements that impactthe delivery ofCouncil buildingservices include:

Legislation

Local GovernmentAct 1993

Requirement

Setsoutthe role, purpose, responsibilities andpowersoflocal governments.The purposesofthisActare asfollows:

a) toprovidethe legal frameworkforaneffective, efficient, environmentallyresponsible andopensystemoflocal governmentinNew SouthWales, b)toregulate the relationshipsbetweenthe people andbodies comprisingthe systemoflocal governmentinNew SouthWales, c) toencourage andassist the effective participationoflocal communities inthe affairs oflocal government, d) togive councils: the abilitytoprovidegoods, services andfacilities, andto carryoutactivities, appropriate tothe currentandfuture needsoflocal communities andofthe widerpublic the responsibilityforadministeringsome regulatory systems underthisAct

arole inthe management, improvementanddevelopment ofthe resources oftheir areas,

e)torequire councils, councillors andcouncil employeestohave regard tothe principles ofecologicallysustainable development incarryingouttheirresponsibilities.

The land management provisionsofthe Actrequire thatCouncil prepare plansof management forall communityland.The planof managementidentifies themanagementobjectives forthe land category, performance indicators andperformance measuresto meetthe objectives identified.

Local Government Amendment(Planning andReporting) Act2009

Local GovernmentAct –Annual ReportingSection 428(2)(d)

Local Government Amendment(Planningand Reporting) Act2009 includesthe preparationofa long-term financial plansupportedby assetmanagementplansforsustainable service delivery.

Areportofthe condition ofthe public works(includingpublic buildings, public roadsandwatersewerage and drainage works) underthe control of Council asat the endofthat year;together with Anestimate (atcurrentvalues) ofthe amountof money requiredtobringthe worksuptoasatisfactory standard;and Anestimate (atcurrentvalues) ofthe annual expense of maintainingthe worksatthatstandard;and

Property Asset Management Plan

Legislation

DisabilityDiscriminations Act, 1992

BuildingAct1993& BuildingRegulations2018

Requirement

The Council’s programme formaintenance forthatyearin respectofthe works.

The DisabilityActestablishes aframeworkforprovidingsupportand services topeople withdisabilities throughoutNew SouthWales.

The Actsetsoutthe legal frameworkforthe regulationof constructionofbuildings, buildingstandards andmaintenance of specific buildingsafety.

The Regulationsare derivedfromthe Actandcontain, amongst other things, the requirementsrelatingtobuildingpermits, building inspections, recordsofmaintenance inspectionsandservice & repairworksforessential safety, occupancypermits, and enforcementofthe Regulationsand maintenance ofbuildings.

The Regulationscall upthe BCAasatechnical reference that must becompliedwith.

BuildingCodeofAustralia (BCA)

WorkHealth& SafetyAct 2011

Auniformsetoftechnical provisionsforthe designandconstruction ofbuildingsand other structures. Itisfullyperformance basedand allowsforstate variationstoprovideadditional requirementsor caterforspecific communityexpectations. A performance-based approach defines the wayofachievingaspecifiedoutcomewithout prescribingaparticularmethod. Thiscodehasdirectrelevance for buildingmaintenance, renewalsandupgrades.

Setsoutrolesandresponsibilities tosecure the health, safetyand welfare ofpersonsatworkandcoveringinjurymanagement, emphasisingrehabilitationofworkers particularlyforreturntowork. Council istoprovideasafeworking environmentandsupply equipmenttoensure safety.

Environmental Planning and AssessmentAct1979

Environmental Protection Act1994

Public Works and ProcurementAct1912

AnActtoinstitute asystemofenvironmental planningand assessmentforthe State ofNew SouthWales.Amongother requirementsthe Actoutlines the requirementforthe preparationof Local Environmental Plans(LEP), Development Control Plans(DCP), Environmental ImpactAssessments(EIA) andEnvironmental Impact Statements.

Thisactsetsoutrequirements withrespecttoenvironmental protection.

Setsoutthe role of Council inthe planningandconstructionofnew assets.

Property Asset Management Plan

Legislation

Heritage Act1977

Inner WestDevelopment Control Plan

Inner WestLocal Environmental Plan2020

Residential Tenancies Act 2010

Requirement

Providesforthe protectionandconservationofplaces andobjects ofcultural heritage significance andthe registrationofsuchplaces andobjects.

The primary purposeofaDevelopmentControl Plan(DCP) istoguide developmentaccording tothe aimsofthe corresponding Local Environmental Plan(LEP).

The LEPisalegal documentthatprovidescontrolsandguidelines for developmentinanarea. Itdetermines whatcanbebuilt,where it canbebuilt, andwhatactivities canoccuronland.

Thislegislationdefines the roles, responsibilities andobligationsof landlordsandtenantswithrespecttolease andhire ofbuildings.

Table8:LegislationRelevanttoManagementof Building Assets

Regulations, Standards & Guideline requirements that impact the delivery of Council’s buildingservices are outlinedbelow.

Regulation/ Standard / Guide Requirement

Integrated Planningand Reporting(IP&R) framework

Environmental Planningand Assessment Regulation2000

ISO 55000Suite, 2014

All councilsinNSWare requiredtoworkwithinthe IP&Rframeworktoguide theirplanningandreportingactivities.

IP&Rprovidesapathway forelected representatives to: workdirectlywiththeircommunitytoidentify long-termpriorities for local identity, growthandlifestyle; understandthe range of services the community wants, the service standardsthey expectandthe infrastructure thatwillberequired; reporttothe community ontheirsuccessinachievingthese goals;and beassuredthattheircouncil ismeetingplanning, consultingand reportingrequirements underother laws.

Fire safetysystemsare requiredincommercial, industrial & publicbuildingsto ensure the safetyofoccupantsinthe eventofafire oremergency.

The Act includesprovisionsrelatingtofire safety andmatters concerning the BuildingCodeofAustralia(Part9).

The International OrganizationforStandardization's ISO55000:2014 Asset Management (ISO55000) providesaglobal guidetobetterpractice inasset management, includingassetinformation management.

ISO55000specifies that entities shouldaligninformationrequirementsto assetmanagementneedsandrisks, alongwithrequirementsforcollecting,

Property Asset Management Plan

Regulation/ Standard / Guide

Requirement

managing, evaluating, andensuringconsistency andavailabilityof informationforassetmanagementdecision-making.

Australian Accounting Standards Board (AASB)

Providesdirectionandguidance onthe financial andreportingexpectations ofentities, toensure aconsistentapproachtoaccountingrecords.The followingregulationsapplytoCouncil:

AASB116 Property, Plant& Equipment –prescribesrequirementsforrecognition anddepreciationofproperty, plantandequipmentassets.

AASB136 ImpairmentofAssets –aimstoensure thatassetsare carriedat amountsthatare not more thantheirrecoverable amounts.

AASB1021 DepreciationofNon-CurrentAssets –specifies how depreciationis tobecalculated.

AAS1001AccountingPolicies –specifies the policies thatanorganisationisto have forrecognition ofassetsanddepreciation.

AASB1041Accountingfor the reductionofNon-CurrentAssets –specifies the frequencyandbasisof calculatingdepreciationandrevaluationbasisused forassets;and

AAS1015Accounting for the acquisitionofassets –methodofallocatingthe value tonew assetsonacquisition.

All other relevant

Australian Standards

All Local Laws andrelevant policies ofthe Organisation

International Infrastructure Management Manual, Sixth Edition, IPWEA, V6.0, 2020

AS/NZ StandardssuchasRiskManagementStandard.

Constructionstandards, Maintenance contracts, etc.

The IIMMhasbeendevelopedwithpublic andprivate sectorindustryinput fromAustralia, New Zealand, the UnitedStates Canada, SouthAfricaand the UnitedKingdomtopromote best asset managementpractice forall infrastructure assets.

Table9:Regulations&StandardsRelevanttoManagementof BuildingAssets

Property Asset Management Plan

Thefollowingisasummaryofpoliciesrelevanttothisassetclass.Manyofthesepoliciesare available fromCouncil.

Policy Requirement

Infrastructure, Plant, Property andEquipment Determination

Protocol 2019

Asset Management Policy2022

Todefine Inner WestCouncil’s assetclassesandassociatedmethodologies in capturingandrecordingassetrelatedinformation, guidedbyrelevant accountingand industry standards aswell aslegislation.

The PolicyacknowledgesCouncil’s commitment toassetmanagement and providesaconsistentassetmanagementapproachwithclearprinciplesand guidelines inordertomanage Council’s assetsforthe currentandfuture community.Itestablishesaframeworktoensure astructured,coordinated, costeffective andfinanciallysustainable approachtoassetmanagement acrossthe organisation.

Table10:Policies RelevanttoManagementofBuildingAssets

3.6 Level of Service

ItisconsideredthatthisPAMPhasimprovedthelevelofsophisticationinthedocumentation ofthelevelsofservicethatwillbedeliveredbyCouncil’sbuildingassets.Thelevelsofservice delivered by Council’s buildings have been documented consideringthe expectations of Council’s residents/customers.Thishasrequiredaclearunderstanding ofcustomer needs, expectationsandpreferencesthatwillbeexploredinthisSectionandcontinuallyreviewed andupdatedasrequiredinfuture PAMPiterations.

The levelsofservice definedare intended:

to inform customersand Council of the proposed type and level of service to be offered; toenablecustomersandCounciltoassesssuitability,affordabilityandequityofthe services offered; tomeasure the effectivenessofthe services providedby Council;and toidentifythe costsand benefitsofthe services offered.

Council hasdefinedtwo tiersoflevelsofservice, whichare basedon:

Property Asset Management Plan

Community Levels of Service – what Council expects to provide in terms of key customer outcomesbasedonperceptionsofexpected qualityandfuture financialallocations:

Appropriatenessofservice;

Accessibilitytousers 24hours aday, 7days aweek;

Affordability –acknowledgingthat Council canonlydeliver whatitcanafford;and

Relevanceoftheservicebeingprovided–intermsofdemandcharacteristics,future demographics, currentbacklogsandwhere the pressure pointsare.

Technical Levels ofService –whichrelatestothe outputsthe customer receives:

What Council will do in real terms, i.e. reliability, functionality and adequacy of the services provided. Typically, this PAMP has documented Council’s standards – i.e. at what point will Council repair, renew or upgrade to meet the customer outcomes listedinthe strategic levels;and

Technical LevelsofService have beendefinedforeachofthe following:

New asset – If Council provides new Building assets, then what design and maintainability standards shall apply to make them meet Council’s strategic outcomes;

Upgraded or renewedasset to original standard -If Council upgrades or renews buildingsassets, components and/or land improvement items, what design and maintainability standards shall apply to make them meet Council’s strategic outcomes;and

Maintenance–WhenwillCouncilintervenewithamaintenancerepairandwhatwill beCouncil’s responsivenessintermsofcustomer requestsformaintenance faults.

The levels of service that have been adopted are considered reasonable as demonstrated byindustrystandardsandbenchmarks.

Property Asset Management

361 CustomerLevels ofService

Council’s Customer Levels of Service that have been adopted forthis PAMPare detailed as follows:

COMMUNITYLEVELSOFSERVICE

Safety Legislative Compliance

Ensure all Council buildingscomplywith all relevantregulatory requirements

Safety Buildingsare routinely inspected forhazards andrisk

Safety Legislative Compliance - Asbestos

Regular Compliance Auditsincluding: AFSS(Annual Fire Safety Statements)

Backflow testing

TMV’s testing

EmergencyLightingand ExitSignsaudits

No.ofreportable incidentsdue tobuilding defectsperyear<= 2

Anup-to-date Asbestos Registerisavailable for eachbuildingin accordance withthe applicable Occupational HealthandSafety Regulations.

Datatobe collected.

Datatobe collected.

Datatobe collected.

Datatobe collected.

Quality Well maintainedand suitable Buildings <4.000requestsper annuminrelationto maintenance requests. 3,78710

Quality Heritage Preservation

EachCouncil building listedonthe NSW Heritage Registeris preservedand maintainedperits Conservation ManagementPlan.

Datatobe collected.

Datatobe collected.

11

Baseline audityet tobeundertaken. Baseline audityetto be undertaken.

10 Data from July 2020to June2021

11 Data from 2024 WO Calendar Year

Property Asset Management Plan

Availability and Accessibility

Buildingassetswill be available and accessible during normal operating businesshours

Environment Acommitmentto continuallyimprove environmental efficiencies, reduce dependence onforeign oil andfossil fuelsthat emitsgreenhouse gasesandpromote sustainability

Utilisation

Buildingsare usedto theirfull potential (high volume service provider)

95%Compliance.Inthe instance where abuilding isclosedtousers for reasonssuchas maintenance, upgrading, renewal oraCouncil relatedpublic eventor non-Council events, then appropriate notification shall begiventorelevant users inaccordance with Council’s public informationpolicy. Data

Reductioninpower consumptionbyusing solarpanelsandLED lighting.

All highuse energy consumptionbuildings will befittedwithsolar panelsandLED lighting by 2030, wherever possible.

Annual assessmentof usage levelsand buildingsusedwithin capacity

Table11-CustomerLevelsof Service

Baseline audityet tobeundertaken.

Baseline audityetto be undertaken.

Baseline audityet tobeundertaken. Baseline audityetto be undertaken.

Property Asset Management Plan 2025-2035

Over time these standards and levels of service will be further enhanced and may differ betweencustomer segmentsandbetweenbuildings.

It is therefore important to consider for future PAMP revisions, ifdifferent customer groups need to beidentified and ifthe results of futurecustomer surveys need to beaggregated bycustomer types.

362 TechnicalLevels ofService

Supportingthe communityservice levelsare technical measuresofperformance.

As Council is responsible for a large number and range of property types it has been determined that different standards are necessary for different building functions. For example,theserviceprovidedatanoperationalbuildingwouldbelowerthanthatprovided byalibraryorchildcarefacility.EachofthepropertieswithinCouncil’sbuildingportfoliohas been assigned to one of these fivecategoriesas documented in Table 16-Asset Criticality forBuildings.

Technical service measures are linked to annual budgets covering operations, maintenance, renewal and upgrade activities as defined in the Lifecycle Management Section.

AssetCriticality 4and 5Conditionassessmentof Buildingnetworkevery34years

AssetCriticality1to3 -

34

Table12-TechnicalLevelsof Service

Property Asset Management

4 FutureDemand

This section identifies the effect of expected growth and consequent demand on Council’s buildingassetinfrastructure.Forecastingfuturedemandisessentialindetermininglifecycle management for assets. The management of building and facilities assets is directly affected both by growth in the number of assets and growth in the resident as well as visitingpopulations.

4.1 Demand Drivers

Drivers affecting building assets demand include factors such as population change, changes in demographics, technological changes and environmental changes. Building assets within the Council area must serve both the local resident population needs as well asthe commuter andvisitorneeds.

42 DemandForecasts

ThecurrentstateandfuturedemandforCouncil-ownedcommunityfacilitiesandbuildings are summarised inTable 13. This analysis considers not only population growth but also evolving demographic trends, changing community expectations, and emerging sustainabilityandtechnologyinitiatives.

Population Growth

The Council’s 2023 populationis188,325, witha forecasttogrow to 191,026 by2025 and204,742by 2046 a7.18% increase over the next21years

12 Source; https://profile.id.com.au/inner-west

Populationgrowthwill increase demand for communitybuildingsandfacilities, requiring scalable andflexible designs that accommodate higher usage forcommunity events, healthservices, recreation, andcultural programs.Expansionplansmustprioritise multiuse spaces tomaximise efficiencyinhighdensityenvironments.

Property Asset Management Plan

Demand Factor PresentPosition12

Changing Demographics and Community Needs

The Inner Westhasa growingproportionofolder adults(70–84age group) andyoungfamilies (25–49 age group), alongwitha highlyeducatedand culturallydiverse community.

Impact onServices

Facilitydesignmustadapttoaccommodate ageingpopulations (improvedaccessibility, aged-care services) and family-friendlyspaces. Public buildingsshouldsupport community engagement, social cohesion, anddiverse cultural activities

Utilisation Patternsand Community Engagement

Sustainability andEnergy Efficiency

Communitycentres and public buildingsexperience highutilisation, particularly for cultural events, recreational programs, andsocial services However, some facilities show lower engagement due toaccessibilityor outdateddesigns.

The Council isprioritising energy-efficientretrofits, but manyolderbuildings still requireupgradesto meetmodernsustainability standards.

Future planning mustensure facilities remain relevantandinclusive, incorporating digital connectivity, hybridservice models, andflexible layouts tosupportchangingcommunity expectations

Incorporatinggreenbuildingmaterials, solar panels, andenergy-efficientsystemsduring refurbishmentswill reduce operatingcosts and improve environmental performance, ensuring long-termfinancial and ecological benefits.

The analysis indicates that the demand for community facilities and buildings in the Inner West is set to grow alongside population increases and evolving community needs. A combination of demographic change, rising expectations for flexible and sustainable spaces, and heightened climate risks is driving the need for more adaptable, energyefficient, andresilientcommunityassets.

By integrating these factors into the asset management strategy, Council can ensure that its facilities remain fit for purpose, support vibrant community engagement, and continue todeliver high-qualityservices wellintothe future.

Table13-Demand Factors,Projections and ImpactonServices

Property Asset Management

4.3 ChangesinTechnology

Counciliscontinuouslymonitoringnewassettreatmentsthatmaybeavailabletoincrease the life of its assets. Table 14details technology changes that are forecasted to affect the deliveryofservices coveredbythisplan.

Technology Change EffectonService Delivery

Improvement in techniques andmaterials

Low energy design

Changes in methodology, longer life materials and better rehabilitation techniques enable building assets to be maintained and managed more cost effectively, with a potentially longer useful life.

Increased efficiencies of low energy design therefore certain new building designs for example lights can incorporate energy efficient andsustainable practices.

SolarPower Installation of buildings with solar power panels will reduce greenhouse gasemissions.

AssetInformationSystem

Improved information systems for mapping, recording information and managing assets. Adjustment of the building inspection regime to match the amount of public usage and deterioration on certain components for example kitchen and toilet fitouts and floor coverings.

Material Moving away from timber especially CCA treated products to materialswithalonger assetlife suchasrecycledplastic.

Table14 –ChangesinTechnologyand ForecastonServiceDelivery

These technological factors need to be assessed in determining the scoping requirements for maintenance works, renewal, upgradeandnew buildingprojects.There will bechanges to asset management technology, in particular the monitoring and data collection roles. These upgrades in technology may require consideration of modifications to service levels asandwhenappropriate.

44NewAssetsfrom Growth

At present, the Council’s portfolio of buildings, including community facilities, libraries, administrative offices, and recreational centres, is well established and integral to service delivery across the region. While the existing building stock meets current community needs, evolving demographics, technological advances, and shifting community expectations necessitate ongoingenhancementsandstrategic acquisitions.

Property Asset Management Plan 2025-2035

Over the next 10 years, Council envisages expanding its building portfolio through a combination of direct construction, strategic partnerships, and contributions from State Government or private developers. Priority will be given to assets that are flexible, energy efficient, and resilient, to accommodate diverse community functions. Key focus areas include:

Multi-Use community facilities: Upgrading and designing buildings that support a broad range of activities from cultural and recreational programs to digital and hybrid service delivery ensuring they remain adaptable to future community needs.

Sustainable and resilient designs: Incorporating state-of-the-art sustainability technologies and resilient design principles to improve energy efficiency, reduce environmental impacts, andsafeguardagainstthe impactsofclimate change.

Modernised amenities and infrastructure: Enhancing existing assets with contemporary amenities and improved accessibility features to better serve an increasinglydiverse and ageingpopulation.

The precise scope, cost, and locations of these new assets have yet to be fully determined. As new growth and community development areas are identified, Council will continue to assess and update community building needs through ongoing engagement, detailed studies, and master planning initiatives. These findings will be integrated into future revisions of thePAMPto ensure that the portfolio remains aligned with best practices and evolving service delivery requirements. Council will also seek to negotiate with developers toprovidemore affordable housingwiththe management ofthese properties outsourced.

Itisalsoimportanttoacknowledgethatacquiring,expanding,orupgradingbuildingassets will lead to increased annual commitments for operational and maintenance funding. These investments are essential to ensure that the enhanced assets deliver consistent, high-quality service over their entire lifecycle, supporting Council’s long-term goals for communitywell-being, sustainability, andresilience.

45 DemandManagementPlan

The demand for building assets at Council will increase proportionally with the predicted population growth and predicted demographic changes. This is also in line with the community expectation where the provision of swimming pools and aquatic centres, community centres and facilities, childcare services, libraries and protection of heritage buildingsisofimportance tothe community.

Property Asset Management Plan 2025-2035

Demand for new services will be managed through a combination of managing existing assets, upgrading existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures. Opportunities identified to date for demand management are shown in Table 15. Further opportunities will be developed in future revisions ofthis PAMP.

Service Activity

Increase indemandfor all services

DemandManagementPlan

Encourage sharing ofexistingbuildingstomaximise the utilisation allowsplanningforoptimumuse of all buildings. Review existingfacilities toensure continuingsuitability.

Regularlyreview the CANtoidentifyareas andassessneeds. DocumentaSocial Infrastructure Planframeworkthat will drive future CAN reviews.

Improvedaccessto services required

Increasedneedfor maintenance and renewal costs

Changingservice needs andchangingbuilding requirements, particularlyrelatingto accessibility.

Community expectations

Upgrade existingbuildingaccessover time and ensure new or upgradedbuildingsare DisabilityDiscrimination Actcompliant.

Review anddocumentlevelsofservices after consultationwiththe Service Managers andthe community.

Incorporate total assetlifecycle costingsintoasset management. Procure large services contractstogetbettereconomies ofscale to minimise costs.

Plannew projectstoincorporate bestpractice andreview complianceandaccessibilityneedsforexistingsites.Prioritise upgradeprojectswhich have the mostpositive impact.

Monitorcommunityexpectationsthroughannual andtargeted community surveysordeliberative engagement.

Table15-DemandManagementPlanSummary

5 Risk ManagementPlanning

5.1 Asset Criticality

To manage Council’s building assets more effectively, they have been categorised based onthe level ofimportance byapplyingthemwithacriticalityrating.

Property Asset Management Plan 2025-2035

Council’s Criticality Framework ensures that building and land improvementassets are assessed based on their importance to service delivery, emergency preparedness, and overall community impact. This framework updatedin 2025, applies a structured scoring system to classify assets into different levels of criticality, enabling informed decisionmakingfor maintenance, renewal, andstrategicinvestment.

Assetsare evaluatedusingtwokey CriticalityFactors:

Connectivity and Access – Determines the importance of the assetin delivering communityservices.

Health& Safety –Assessesthe riskandimpactofassetfailureonpublicsafety and emergencypreparedness.

Each asset is scored based on predefined Criteria, Sub-Criteria, and Weighted Scores, producing a Total Criticality Score between 1 (Non-Critical) and 5 (Extremely Critical).This structured approach ensures that Council assets are evaluated consistently, enabling prioritisation of maintenance and renewal activities based on their impact on service delivery, communitysafety, andfinancial sustainability.

ThebuildingandlandimprovementcriticalityadoptedbyCouncilconsidersthevaryingrisk andservicelevelsassociatedwiththebuildingassetportfolioandissummarisedasfollows:

5–Extremely Critical Assetsthatare essential forpublic safety, emergencyresponse, andhighcommunity usage.Theirfailure wouldresultin catastrophic consequences orextreme service disruptions.

4–Critical High-importance assets thatplayakey role incommunityservices andemergency preparedness.Theirfailure would significantlyimpactservice deliveryorpose highrisks.

3 –Moderately Critical Assetsthatprovideessential community functionsbutare notcritical toemergency response.Theirfailure wouldhave moderate service disruptionorsafety risks.

Large CommunityCentres, Libraries, Aquatic Centres, EmergencyResponse Facilities, Adventure Playgrounds, High RetainingWalls, Jetties

SportsPavilions, Affordable Housing, Mechanics Workshops, Water Parks, Public Lighting, Fencing

Clubrooms, Public Halls, Recreational Facilities, Childcare Centres, StormwaterPits, Paved Areas

2–PartiallyCritical Assetswithlower publicservice demand andminimal safetyconcerns.Theirfailure wouldcause minordisruption.

1 –Non-Critical Minorstructureswithnegligible community impactandnoemergencyrelevance.Their failure wouldnotdisruptservices.

Storage Facilities, Utility Buildings, Public BBQs, Benches, Shelters, Public Artwork, Pergolas

Garages, Sheds, Miscellaneous Structures, Waste Facilities, Subsoil Drainage Table16-Asset

5.2 RiskManagementPlan

Councilhas identified the need to develop acorporateRisk Management Policy which will setthe overall framework for addressing risk within the contextof International Standard ISO31000-2018, Riskmanagement –Principles and Guidelines. RiskManagementisdefinedinISO31000:2018as: ‘coordinatedactivitiestodirectandcontrol withregard torisk’.

Thedevelopment and adoption of thisPolicy will outline Council’s commitment to manage its resources and responsibilities in a manner which is intended to minimise harm or loss. The elementsofthisframeworkare illustratedin Figure 12.

Figure12 –RiskManagementProcess,Source:ISO31000:2018

Property Asset

5.3 RisksAssessment

Council has developed an asset criticalityrating, giving higher importance to risk assessment and the appropriate levels of inspection and maintenance for each classification.

Critical assets are those which have a high consequence of failure causing significant loss or reduction of service. Similarly, critical failure modes are those which have the highest consequences. By identifying critical assets and failure modes, investigative activities, condition inspection programs, maintenance and capital expenditure plans can be targeted at the critical areas. Activities may include items such as increased inspection frequencyandhigher maintenance interventionlevels.

531 RiskPlan

AsaresultofthisPAMPrevision,anassessmentofrisksassociatedwithservicedeliveryfrom Council’s building assets has identified the critical risks that will result in significant loss, ‘financial shock‘orareductioninservice.

Critical risks are those assessed with ‘Very High’ (requiring immediate corrective action), and ‘High’ (requiring corrective action) risk ratings identified in the Infrastructure Risk ManagementPlan.Theresidualriskandtreatmentcostaftertheselectedtreatmentplanis implemented isshowninTable 17.

Childcare facilities Closureof facilities and alternate care requireme ntsfor infants. Failure to provide Service Delivery

High Ensure facilities are maintained and comply withrelevant Legislationand AustralianStandards. Medium Routinemaintenance and inspectionsarecarriedout. Reactive maintenance requestsarereviewedand actionedwithin appropriate timeframes.

Property Asset Management Plan

Tempe Leachate Treatment Plant

Environm ental Pollution

All Buildings Fire

High Ensure thatthe leachate plantisable tooperate atfull capacityasrequired. Undertakeregular& routinemaintenance ofthe leachate treatmentsystem.

High Ensure thatall Councilbuildings complywithrelevant Legislationand AustralianStandards relatingtoFire Safety & Evacuation Procedures.

Medium On-going operational and maintenanceexpenditure ofapproximately$270K per annum.

All Buildings Electrical Fault/ Electrocut ion

High Anyknownelectrical faultsand deficiencies are repairedasaHigh Priority.

RegularTagging& TestingofElectrical equipmentinhostile environmentsto complywith requirementsof AustralianStandards.

Upgrade all switchboards and install Residual CurrentDevices (RCD's)onall power circuits(tomeet WH&Srequirement1 Jan2013).

Medium Undertakeannual fire equipmentmaintenance and buildingfire certificationusingannual operatingbudgets.Seek additional capitalfunds to support anyidentified additionalrequirements.

Estimatedcostperannum

$25k.

Medium Annual taggingandtesting ofequipmentcarried out byexternal service providers.

Estimatedcostperannum

$15k.

Property Asset Management

All Building Structural Failure High Adoptasystematic inspectionregime to regularlyassessthe structural integrityof critical building elements.

All Building Flooding High Identify buildings that are impacted by severe floodingand planforremediation workswhere possible and/or prepare evacuationplans.

Medium Undertake buildingasset inspections every3to5 years.Estimatedcostper inspectioncycle $120k.

Medium Undertakeanalysis of criticalimpacts, building RLs andareas.

Costs tobedetermined. Table17–CriticalRisksandTreatmentPlan

5.4ClimateImpactandAdaptability

The Intergovernmental Panel on Climate Change (IPCC) Special Report on Global Warming of 1.5°C, released in 2018, warned of the severe consequences if global temperature increases exceed 1.5°C above pre-industrial levels13. Given that current global temperatures have already risen by approximately 1.2°C, it is critical for Inner West Council tointegrateclimateadaptationandmitigationstrategiesintoAssetManagementPlanning (AMP) tosafeguardinfrastructure, public services, andcommunitywell-being.

13 https://www.climatecouncil.org.au/resources/infographic-the-difference-between-1-5-and-2-degrees-warming/

Inner West is a highly urbanised area with a diverse portfolio of aged buildings, many of whichwerenotoriginallydesignedtowithstandcurrentandfutureclimateconditions,such as extreme heat, severe storms, and energy demands. Climate change, combined with increasing usage and service expectations, places added pressure on these assets. This necessitates targeted upgrades to improve energy efficiency, climate resilience, and adaptive use ofbuilding infrastructure.

Aspartofthisplan, Council willexplore opportunities to:

Improve building design standards with a focus on passive cooling, ventilation, and insulation

Incorporate renewable energy technologies, suchassolarpower

Use climate-resilientmaterialsandconstructionmethods

Enhance the sustainabilityofcommunityfacilities toreduce environmental impact

Embedding these strategies into long-term planning ensures that Council buildings continue to meet service needs while supporting broader goals for environmental sustainability, public health, andoperational efficiency.

Council has undertaken several buildings and propertyinfrastructure resilience initiatives, includingLeichhardt Park Aquatic Centre (LPAC), Leichhardt Oval, Balmain Library & Town

Figure13–Climate Impactsdue toTemperatureIncreases

Property Asset Management Plan

Hall, Newtown Town Hall Pride Centre, Elkington Cottage Roof repairs, Leichhardt Depot buildings, PrattenParkThirningVilla, KingGeorge ParkAmenities.

541 ClimateChangeImpactson BuildingAssets

Theimpactsofclimatechangeonbuildingsvariesdependingonbuildingtype,construction age,designquality,materialsused,andexposuretoextremeweatherevents.Councilmust assess future climate risks, prioritise building upgrades, and implement adaptive asset managementstrategies toensure facilities remainsafe, functional, andsustainable. New AssetDescription

IncreasedUHI (increased temperature)

Operational Buildingsand Depots

Childcare andLearning Facilities

Permeable Surfaces and GreenInfrastructure

ChangeImpact

IncreasingUHI will resultin temperature increase which will decreasesthe life expectancyofthe building material requiringCouncil to increase the renewal frequency.

Disruptiontoservices and operationsduringextreme weather events, including stormdamageor power outages.

Sensitive usergroupsrequire temperature-controlled environmentsandgood air quality, whichare threatened byhigher heatandair pollution.

Higher urbantemperatures andheatislandeffects accelerating evaporation ratesandreducingsoil moisture retention

Resilience Response

Monitorandassessuseful lives.

Install backuppower systems andimprove building envelopestowithstand storm events.Enhance emergency access, drainage, and communicationsystems.

Install indoorairquality monitoringsystems, shaded outdoorplayareas, and thermal comfortupgrades. Incorporate biophilic designto improve wellbeingand environmental performance.

Expandthe use of permeable pavements, vegetated swales, andraingardenstoincrease natural infiltration, reduce heat impacts, andslow runoff

Increase tree plantingalong stormwatercorridors to cool urbanareasandreduce rapid waterflow.

Property Asset Management Plan

New AssetDescription

Increase inextreme weather events

Climate ChangeImpact

Climate changewill seean increasedriskofextreme weather eventsincluding stormevents, heatwave, flooding, sea-level rise and fire events.

There will beanincrease in structural damage causedby extreme eventsandan increase indeterioration rates ofbuildingassets. Riskofsea-level rise and/or floodingwill increase deteriorationandreduce serviceability.

AssetResilience Response

Climate riskassessment will determine the impactonasset useful lives

Investigate mitigation strategies

Introducingnew resilient technologywhenrenewingand upgradingfacilityassets will ensure climate resilient infrastructure isputinplace.

Irregularrainfall/drought (Oftenincoincidingwith the El Niñoclimate cycle)

Higher Global temperaturesleadingto extreme weather events.

Adrier climate isanticipated over the longterm.

Extremeweather events have the capacitytonegatively impactassetsandservices acrosscouncil’s entire asset portfolio.

6 FinancialSummary

Includeincreasedcostofwater inthe operationsbudget. Includewaterharvesting& waterstorage infrastructure as optional extras when considering future capital renewal works.

Council islookingatwaysto reduce ouroverall carbon footprintbyinstallingalternate cleanenergy sources topower buildingassets(Solarand battery storage solutions)

The provision of adequate financial resources ensures that Council’s building assets are appropriately managed and preserved. Financial provisions below requirements impacts directlyoncommunitydevelopmentandifprolonged,resultsinsubstantialneedsfor“catch up” expenditure imposed on the community in the future. Additionally, deferred renewal results in increased and escalating reactive maintenance as aged assets deteriorate at increasingrates.

Property Asset Management

6.1 ForecastedFundingRequirements

TheobjectiveofthisSectionhasbeentomodelthedeteriorationofCouncil’sbuildingassets portfolio, by developing a predictiveinfrastructure modelsusing Modelve’s© modelling software.

Thisprocesstypicallyinvolvessettinguplifecyclepathsforeachasset/component,along with their inspected condition, identifying the appropriate treatments and unit rates to deliver these treatments and configuring the treatment rule base (matrices based on selected condition criteria that when matching will drive a treatment based on the condition).

6.2 RenewalFundingandStrategicForecasting

By applying defined criteria and logic within predictive modelling software, it is possible to forecast the future condition and renewal needs of the buildingsasset portfolio under the currentfundingcommitmentsoutlinedinthe Long-TermFinancial Plan(LTFP).

The modelling simulates the condition of assets over a 10-year period, from 2025 to 2035, usingcurrentassetdata(asof2025)andcapitalfundinglevelscommittedthroughtheLTFP

The results of the analysis have been graphed inFigure 14.The analysis focuses on renewal fundingandupgrade,orexpansionworksidentifiedviaCouncillorrequests,knowncapacity issues, studies,and/orbyCouncil officers.

As of 2025, the average condition of Council’s buildingnetwork is 2.1out of 5, based on the standard asset condition rating scale (see Table 5 – Asset Condition Rating Guidelines). Predictive modelling confirms that the funding levels allocated in the currentLTFPare sufficient to sustain the network and meet service delivery needs over the next 10 years While the model forecasts a slight decline in average condition to 2.7by 2035, this change reflects the condition degradationof assets in conditions good, transitioning to fair, and is not considered a cause for concern. The planned investment remains adequate to maintain overall functionality and service levels, with the network continuing to perform withinacceptableconditionthresholds.

The condition graph inFigure 14, illustrates the predicted results of the buildingsasset portfolio modelling analysis under the current proposed 10-year capital works funding allocation. This modelling reflects the impact of the LTFP funding on asset condition and associatedservice levelsover time.

Property Asset Management Plan 2025-2035

The proposed funding detailed in the LTFP supports the progressive renewal and upgrade of Council’s building assets, addressing known issues and enhancing overall network resilience. In some cases, such as the Leichhardt Park Aquatic Centre (LPAC), funding has been allocated not solely due to asset condition butbased on a comprehensive business case.Thiscase identifiedthe needforsignificantcapital works onexistingfacilities andthe opportunitytoconsolidateandimprovebuildingswithinthesitetobettermeetcurrentand future service needs. These targeted investments are expected to contribute to improved functionalityandincreasedcommunitysatisfaction.

$90,000

$80,000

$70,000

$60,000

$50,000

$40,000

$30,000

$20,000

$10,000

Figure14 –Forecast10-YearCapitalFunding Analysisand Average ConditionbyYear

LTFP 2025-2035 Condition

Property Asset Management Plan 2025-2035

14

Table18–PredictiveModelling Funding Options -NetStrategyComparison

Council acknowledges that additional work is required to improve its understanding of future new and upgrade funding requirements, and this has been identified as an improvementiteminthis PAMP.

As part of the previous planning cycle, it was identified that additional investment was necessarytoaddresskeybuildingperformanceissues.Inresponse,theseneedshavebeen reflected in the current LTFPthrough increased funding allocations for both renewal and upgradeworks.

In the interim, the renewal and upgrade expenditure currently documented in the LTFP is consideredadequateforthenextfouryears,supportingprogressiveimprovementsinasset conditionandcapacity.

14

Property Asset Management Plan

6.3 FinancialRatios

Asset management ratios provide insight into an organisation’s performance and success inmanagingitsassets.Council’s assetmanagementratiosforitsassetportfolioare shown inTable 19 –Key AssetManagementRatios. Ratio

Asset Renewal Funding Ratio

Remaining Service Index Ratio

The extentwithregardsto how the organisationis funding theircapital works programwhencomparing allocatedcapital works expenditure withthe desiredexpenditure which hasbeenderivedfrom predictionmodelling and/orservice level agreements.

The overall healthofthe organisation’s assetstock intermsofmeasuringpast assetconsumption, viathe amountofaccumulated depreciation.The lower this ratiois, the more the asset stockhasbeenconsumed, whichalsoindicatesthat notenoughcapital expenditure hasbeen allocatedtothe asset.

Maintena nce Sustainability Ratio

Fundedcapital expenditure on renewals dividedbythe planned/ desiredcapital expenditure.

Writtendown value (fair value ofthe portfolio) dividedbythe total current replacement value.

Measuresthe level of maintenance funding spentperannum, asa% of assetreplacementvalue onthe asset portfolio. Total maintenance fundingper annum/Total Replacement Value, expressedasa percentage.

Table19 –KeyAssetManagementRatios

Property Asset

7 PlanImprovementand Monitoring

This section outlines how Council will measure its asset management performance. The identified action items in Table 21will enable Council to improve its asset management capability, to enhance asset value and deliver more for stakeholders while balancing cost, riskandperformance.

71 Assumptions

Thekey assumptionsmadeinthis PAMPandrisksthatthese maychangeareshownbelow.

Buildingasset andcomponentconditionsreflectthe assets currentconditionasat2023. Medium

The allocationofrenewal funds has beenbased onthe asset replacementcosts developedaspartofthe valuationsin 2023.

Maintenance fundinglevelswill beprogressively increasedto representasaminimum, 2%oftheassetbase replacement value.

The fundingneedsfor new &/orupgradebuildingassetswill be identifiedvia CANSandmasterplansandfundingsoughtfrom grantsand/ordeveloper contributions.Asidentified, these willbe incorporatedinto future PAMPrevisions.

Capital renewal treatmentsare likeforlikeanddonotaccount foradditional costs toupgradeand/orutilise new technologies andmaterials.

CurrentLevelsofService are consideredappropriate andmeet communityneeds.

Existing Essential Safety inspectionsand maintenance contracts will notchange.

Assetregistercurrencypertainingtoassetquantities.

Networkstrategic conditioninspectionswill befundedona 3–4yearcyclicbasisandincorporatedintothe Operational budget.

Currenthumanresource planwill notchangein the nearfuture.

MediumtoLow

Medium

Medium

MediumtoLow

Medium

Medium

Low

Low

Low

Table20–KeyAssumptions made inPAMPandRisks of Change

Property Asset Management Plan

7.2 ImprovementPlan

The Asset Management Improvement Plan which is set outin Table 21below details the key improvement tasks. Completion of these tasks will improve Council’s asset management capabilities forthisassetclass.

1. Formallydocumentthe rule baseswhichreflect the policydecisionsthat Council employsto determine whenthey will selectbuildingassets forinclusion ontheircapital worksprogram.

2. Review andformallydocumentthe current operationsandmaintenance LevelsofService withregard toall buildingassetsownedor maintainedbyCouncil.

3. Progressivelydevelop operationsand maintenance managementplansforkey buildingassets(i.e.Marrickville Library, Balmain TownHall) acrossthe portfolio.

4. Review andupdate activities withinthe Customer RequestManagementSystem followingdevelopmentofmaintenance service levelsanddevelopreportstomeasure performance inaccordance withthe levelsof service documentedinSection3.5.1.

5. Ensure thatnew assetneedsidentifiedfromthe CANS, LandandProperty Strategyandother studies are reflected infuture PAMPandthe LTFP.

6. Progressivelyincorporate Maintenance Schedules intoexistingleasesasthey fall due for renewal toidentifyasset lifecycle responsibilities.

7. Implementand schedule networkwidebuilding conditionauditona3yearlycycle tocoincide withCouncil’s buildingrevaluationrequirements.

EngineeringServices Manager& Facilities Manager& Strategic Investmentsand PropertyManager& Financial Partneringand AnalyticsManager On-going

Facilities Manager& Strategic Investments andPropertyManager On-going

EngineeringServices Manager& Facilities Manager& Financial On-going

Property Asset Management Plan

Task

No ImprovementItems

Considerthe inclusionof capacity, functionality & utilisationassessmentsaspartofthe audit.

8. Explore opportunities for future community surveys toincorporate additional specific questionstothe communityregardingbuilding assets, toidentifyand measure the importance andperformance indeliveringthisservice tothe community.

9. Review financial forecastsannuallyasbetter data becomesavailable, update andsubmit anysupportingbudgetbids.

10. Review resourcingplantoensure adequate humanresources are available todeliver this PAMP.

11. Ensure thatinformation pertainingto building hierarchies andcriticalityare updatedin Council’s AssetRegister.

12. Update the registerinreal time basedonasset handover process.

13. Documentcapacity, functionality& Utilisation assessmentguidelines.

Table21 –ImprovementActions

7.3 MonitoringandReviewProcedures

PartneringandAnalytics Manager

Facilities Manager On-going

Facilities Manager& Financial Partneringand AnalyticsManager On-going

DirectorInfrastructure & DirectorCorporate & DirectorPlanning On-going

EngineeringServices Manager Dec-25

EngineeringServices Manager On-going

EngineeringServices Manager Dec-25

The PAMPhas a planning horizon of 10 years, and it is based on details documented within the Asset Management Strategy. The PAMPwill be reviewed and updated in the year followingCouncil Local Governmentelections.

This PAMPwillbereviewedandamendedtorecognise anychangesinservice levels,needs arising from PSP and master plans and/or resources available to provide those services as aresultofthe budgetdecisionprocess.

7.4 PerformanceMeasures

The effectiveness of this PAMPwill be measured and monitored on the basis of annual strategic Council indicators asfollows:

The performance of Council against the Levels of Service documented in this PAMP; and Performance againstthe AssetManagementRatios.

DocumentAssetManagementPlan-Property(Buildings)2025-2035

Custodian DirectorEngineeringVersion#Version2

AdoptedBy June2025 ECMDocument#40798564

NextReviewDate June2026

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