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DocumentHistory
1.0 28/2/2025 Draft T.Blefari 2025Revision ofAMP.
1.1 2/4/2025 FinalDraft T.Blefari Updatesfollowingstakeholdercomments.
1.2 30/5/2025 Final T.Blefari Updatesfollowingfurtherstakeholdercomments.
Definitions
Explanationofdefinitionsandacronymsusedinthis plan.
Term/Acronym Definition
AASB
AustralianAccountingStandardsBoard
AM Strategy AssetManagementStrategy
Backlog The quantumofassetsthat are belowthe levelsofservice reflected inthe modellingrule base andhencedue foracapital treatment, however, fundingis notenoughtotreatthese assets.
The currenthypothetical costofrecoupingthisbacklog(i.e. TAMPfunding requiredtobringevery assetinconditionstate 5, VeryPoor, backtoacondition state 1, beingVeryGood) byimmediate capital renewal.
Transport Strategy GoingPlaces -AnIntegratedTransportStrategyforInner West2020
Conditionor Service State
The service state involvesthe use ofasingle integer between1and5to describethe abilityforthe assetinquestionto fulfill itsfunction;where 1isvery goodand5isverypoor.
IIMM International Infrastructure ManagementManual
IP&R IntegratedPlanning& Reporting
IPWEA Institute ofPublic Works EngineeringAustralasia
ISO55000 55000Series, International Suite ofAssetManagementStandards
LTFP Long-TermFinancial Plan
Net Strategy Cost
Non-current assets
Total costlifecycle scenariostrategy.Calculation;Total Capital Costover20 Years+Total Maintenance & Operational Costover 10 Years –Backlog MovementOver 20Years.
Physical and intangible infrastructure assets, includinginformationand communicationtechnology(ICT) assets, controlledbythe organisation
OCI Overall conditionindex
SAM Strategic AssetManagement
TAMP TransportAssetManagement Plan
1. ExecutiveSummary
11 Thepurpose of thePlan
The purpose of this TransportAsset Management Plan (TAMP) is to inform Inner West Council’s (Council) commitment to best practice asset management and provide principles forsoundassetinvestmentdecision makinginitstransportationnetwork
The TAMPdocuments the overall integrated planning framework to guide and improve Council’s long-term strategic management of its roads, paths, kerbs, bridges, traffic management devices and street furniture in order to cater for the community’s required levels of service into the future as detailed in Section 3.6Level of Service. The TAMPdefines the state of Council’s transportassets as at the 2025Financial Year, the 10-year funding required to achieve Council’s adopted asset performance targets and planned asset managementactivities over a10-yearplanning period.
This TAMPistobereadinconjunctionwithCouncil’s AssetManagement Strategy.
1.2 Current Stateof Council’sAssets
The value of transportassets covered by this TAMPisestimated at $1.56Bas at30th June 2024andsummarisedin Table 1.
Table1-AssetValuationsas at30thJune20241
Figure 1provides a high-level overview of the current condition (OCI-asset health)of all transport assets owned and maintained by Council. The service state is a numerical score assignedtoeachmajor transportcomponent(asset) torepresentitscurrentperformance (i.e. where is the asset on its lifecycle path). Utilising predictive modelling software and associated pavement management techniques, Council is able tosimulate each asset's degradation (the transition from one condition state to another through its lifecycle) to predictwhenassetswill reachinterventionandrequire future treatmentintervention.
RefertoFigure 6 –AssetConditionRatingGuidelinesforconditiondefinitions.
$981.9M
$500.00
$450.00
$400.00
$350.00
$300.00
$250.00
$200.00
$150.00
$100.00
$50.00
$0.00
1.3 AssetFundingLevels
Council has adopted a strategic, evidence-based approach to assessing the long-term renewal, upgrade, and new asset needs of its transport asset portfolio, using Modelve© predictive modelling software. This modelling informs the financial allocations set out in Council’scurrentLong-TermFinancialPlan(LTFP) andensuresalignmentwithbestpractice assetmanagement, asoutlinedinthe Financial Summary.
The model forecasts asset condition over a 10-year period (2025–2035), applying lifecycle treatments and condition-based rules to assess performance under the proposed LTFP funding. It incorporates renewal, upgrade, and new investment needs, drawing on asset condition data, strategic planning initiatives, and operational knowledge from across Council.
The funding outlined in the LTFP supports the progressive renewal and enhancement of transportassets,includingroads,footpaths,kerbsandgutters,bridges,carparks,andtraffic management infrastructure. These investments aim to improve the resilience,safety, and
Figure1–StateofAssets SnapshotasatFY2025
accessibility of the transport network and contribute to increased community satisfaction byaddressingkey infrastructure issues andimprovingconnectivity.
As of 2025, the average condition of Council’s transport asset network is 2.3out of 5. The model confirms that the funding levels allocated in the LTFP are sufficient to maintain this average condition over the next 10 years, providing confidence that current investment levelswillsustainessential service outcomes.
Overthenext10years,Councilwillinvest$484milliontokeepourassetssafe,functional,and fit-for-purpose,whilealsoenhancingservicestandardsthroughtargetednewandupgrade works.Thisinvestmentcomprises:
Renewal:$164.6million
New/Upgrade:$63.1million
Total Capital Investment:$227.7million
Maintenance & Operations: $256.2million
Thisfundingisexpected to:
Maintain the overall condition of roads, footpaths, bridges, and related transport infrastructure, over the following10 years.
Progressively address key issues such as assets in poor condition, network connectivitygaps, and traffic calming measures.
Enhancetheresilience,safety,andefficiencyofthetransportnetworkinresponseto growingdemandandclimate-relatedimpacts.
Support community satisfaction by addressing known problem areas and prioritisinginvestmentin high-use andhigh-risktransportcorridors.
ThemodellingconfirmsthatcurrentLTFPallocationsareappropriatelyinformed,financially sustainable, andaligned withCouncil’s transportinfrastructure andservice deliverygoals.
1.4 MonitoringandImprovementProgram
The improvementactionitemsidentifiedcanbe foundin Section7.2ofthisPlan.
Figure2–TotalCapitalRenewal CostandConditionbyYear
2. AssetClassInformation
21 Background
InnerWestisoneofthemostliveableplacesinGreaterSydney.Thetransportassetportfolio ofInnerWestCouncil(Council)providesavitalservicetothelocalcommunity.Mostservices withinCouncil canbeaccessedwithinwalkingdistance.
AhighnumberofInnerWestresidentswalkandusepublictransporttogettoplacesofwork, leisure and other destinations compared to the Greater Sydney average. However,the growthofSydneyandInnerWestisimpactingupontheusers'abilitytomovearound.Roads are generally congested during weekday peak periods and weekends, competition for parkingishigh,therearelimitedseparatedcyclepathsandthereis alackofbuspriorityon certainroads.
Issues facing Councilinclude increasing traffic numbers at certain intersections exacerbated to some degree by major motorway projects in the area, crowding on a numberofpublictransportservicesinpeakperiodsandpoorfrequencylevelsforanumber of bus services, competition for different forms of parking on local streets, busy roads and poor-qualitywalkingpathsonsome roadsections(suchasParramatta Road).
These transportassets represent a significant investment byCouncil and are of vital importance toprovidingitsresidentsand businesseswithqualityservices.
New and upgrade transport needs are identified through Council’s integrated planning framework and various master plans, strategies and studies (such as theIntegrated TransportStrategy, forInner West2020).
Council’s transportassets range in age and designandhave been constructed over time toserve a range of purposes from vehicular and pedestrian access, bike tracks, bridges, footpaths and various street furniture and traffic management devices that complete the networkintotalitytoprovideatransportationexperience.Thesetransportassetsmayhave beenbuilt by Councilor giftedby a developer tofacilitate the delivery of required services tothe community.
Changing patterns of use and demand with differing maintenance practices and techniques have resulted in a complex network of transportin 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.
211 TransportAssetsIncludedinthis AMPlan
The TAMP includes all transport assets which serve Council’s transportation needs by providing an effective transport network to support safe and efficient movement, connectingpeople, industryandplaces.
In all, this TAMPcovers over 32,000individual asset elementsas classified by their asset subclass(transportfunction)andsetoutinTable 2–TransportQuantitybyAssetSubclass.
2
This TAMPcoversall transportassets whichare ownedorcontrolledbyCouncil
AssetSubclass (Function) Quantity
Roads
Carparks
KerbandChannel
Footpaths
LATMs
StreetFurniture
Bridges
Regional 319,672 sqm
Local 3,246,252sqm
Laneways 286,752sqm
Total 3,852,677 sqm
143,266sqm
865.9km
844.2km
4,885count
5,972count
9 RoadBridges
31 Road ShortSpanBridges 18PedestrianBridges
Table2–TransportQuantitybyAssetSubclass
Adetailedlistofall transportassets forwhichCouncil hasincludedinthis TAMPisrecorded inCouncil’s AssetRegister.
212 Transports AssetsExclusions
The TAMP excludes all transportation assets owned and maintained by other authorities suchasRoadsandMaritime Services.
It should also be noted that vehicular crossingsare not maintained by Council. These are maintainedbythe propertyowners.
2.2 Current Stateof theAssets
The distributionofCouncil’stransportassetportfoliobyquantities2 isillustratedinFigure 3.
Road Segments Carpark Segments
Footpath Segments
2.2.1 CurrentReplacementCosts
Kerb and Gutter Segments
BridgesTraffic Management Devices Street Furniture
The total value of transportassetsand structures for which Council is responsible for is currently estimated at $1.38B. The break-up of the asset typesby replacement value is illustratedin Figure 4.
RoadsCarparksKerb & GutterFootpathsTraffic Management Devices
3 Note that non-depreciable assets have been excluded as these assets are considered to have an indefinite useful life.
Bridges
3
Figure3–Distributionof TransportAssets TypesbyCount
Figure4–Distributionof TransportAssetEstimatedReplacementValuesbyFunction
4
Table3-Assets Valuationsasat30thJune2024
Table 3 identifies the annual asset depreciation of Council’s transportassets to be in the order of $14M per annum. The average annual depreciation (asset consumption) is consideredameasureofthewearingoutorotherlossofvalueoftheassetthatarisesfrom itsuse, passingoftime orobsolescence due toenvironmental changes.
It should be acknowledged that depreciation is not an ideal measure and is seldom recommended now in a modern practice with the focus more on sustainability-based analysis of asset service level (long term financial plans based on strategic lifecycle modelling& planning).This TAMPisbasedonservice level basedLTFP.
2.2.2 TransportInformationManagement
All information pertaining to asset typeand function, location, constructed yearand condition of these transport assets are recorded and stored in Council’s Asset Register which is a module of the Finance System. At the time of preparing this TAMP, it is estimated thatCouncil’sAssetRegisterisGeneration4whichmeansthattheasset dataiscurrent,itis based on modern practicesof IPWEA practice notes for condition assessment and is therefore consideredareliable assetregisterfor assetvaluationsandAM plans.
CurrentAssetPerformance
The following dashboard provides a high-level overview of the current condition (asset health) of all transport assets owned and maintained by Council. Each asset is assigned a numerical conditionscore torepresentitscurrentperformance andlifecycle stage, where:
Condition1representsan assetinverygoodor excellent condition.
Condition5representsanasset inverypoorcondition.
RefertoFigure 6 –AssetConditionRatingGuidelinesforconditiondefinitions.
Based on the most recent condition audits and inspectionsconducted by Council, the condition distributions(Figure 5) indicates that many transport assets remain in good condition, while some high-use infrastructure such as roads and footpaths are showing signsofagingandwill require targeted investmentinthe comingyears.
$9819M
Street Furniture ConditionDistribution
Street Furniture Condition Distribution by Replacement Value
Figure5–State ofAssetsSnapshotasatFY2025
Council’s assessment shows that 79% of bridges, 88% of traffic management devices, and 86% of carparks are in good to very good condition (Condition 1 or 2). These assets remain safe, functional, and well-maintained, reflecting Council’s ongoing commitment to asset preservationandrenewal programs.
While mostroadsremaininserviceable condition, the data showsthat:
28% ofroadsare inCondition3, meaningvisible wearispresent.
16%oftheroadnetworkhasbeenclassifiedasCondition4or5,highlightingtheneed forresurfacingandrehabilitation.
67% of footpaths are in Condition 3 or worse, impacting pedestrian access and safety.
Council recognises these challenges and is proactively working to address areas of concernthroughplannedmaintenance andrenewal programs.With over 30,000transport assets across the network, Council’s approach to investment considers both community priorities andthe overall value ofassetclasses.Currently:
Roads make up approx. 40% of the total Transport asset value, footpaths28%, and kerbs23%, ensuringfundingisproportionallyallocated. Changing usage patterns, increased traffic volumes, and climate-related impacts have influencedinfrastructure demandandthe needforresilience.
This TAMP, alongside theAsset Management Policy and Strategy, will guide funding decisions to ensure that every dollar spent is targeted at the most critical areas.By combining proactive maintenance, strategic investment, and long-term planning, Council is committed to keeping the local transport network safe, accessible, and functional for all residentsandvisitors.
2.2.4 ConditionAssessment
Council conducts technical inspections of its transport assets using industry-standard defect-based assessment criteria, ensuring a detailed and accurate evaluation of infrastructure conditions. These assessments are based on recognised condition assessment guides to identify structural integrity, safety risks, and long-term performance. However, to simplify reporting for the community, Council has adopted a normalised condition ratingsystem.By adopting this simplified condition guide, Council ensures that the community can easily interpret asset conditions, while still maintaining the technical integrityofasset managementassessments.
Typically, network wide condition assessments are undertaken on a three-to-five-year cycle (coinciding with the financial revaluations) and used to identify where transport assetsare withintheirdefineduseful lives atany givenpointintime.
The condition rating system, which has been normalised for the purposes of this TAMPis summarisedinFigure 6,basedonIPWEAPractice Notes.
Figure6–AssetConditionRatingGuidelines
2.3 LifecycleManagement
Lifecycle Management is an essential component of any good asset management plan This section of the TAMPidentifies the processes required to effectively manage, maintain, renew andupgradeCouncil’s transportassets.
231 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 include service delivery items such as street sweeping, scupper cleaning and verge mowing.Operationalactivitiesalsoincludeproactiveandreactiveinspections, undertaken byin-house technical staffand/orspecialistcontractors.
Over time, minor faults can occur within thetransportportfolio. Council addresses the repairsand maintenance of these faults (i.e. pot-hole patching, crack sealing, trip hazards on paths)on the basis of defined intervention levels andresponse times. The intervention level definesthe condition, state or risk level associated withan asset/component, i.e. the point in time atwhich the asset is considered to be below anacceptable level of service. Maintenance isscheduledassoonasthe assetreaches thispoint.
Operations and maintenance activities do not improve the condition of assets butrather enable the transportnetwork todeliver itsservice levelsasrelatedtoits transportfunction.
For the Levels of Service delivered on a day-to-daynature (i.e. responding to customer requests for maintenance faults and responding to localised asset failures), these intervention levels5 are currently documented in Council’s maintenance management system.At present, Council considers that these current operations and maintenance service levels meetthe community’sneedsand expectations.
As part of the 2022Improvement Plan, Council has commenceda formal review of these operations and maintenance activities which are beingformally documented in a TransportService Framework.
2.3.2 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 resurfacing of the road wearing surfaces, reconstructionof footpaths or replacement of roundaboutsor bollards, will return the degraded service capability of the asset back to its original designedcapabilityormodern-dayequivalent.
Renewal and replacement strategies are based on the most current asset condition rule base available to Council at the time of developing the forward works programs. The rule bases which reflect the policy decisions that Council will employ to determine when they will select transportassets for inclusion intheir capital works program will bedocumented inafuture improvement itemfor TransportService Framework.
5 Intervention level incorporatestheTransportService Area, activityor defectand response time to attendance or repair.
6
The built nature of new, upgrade and renewedtransportassets will always be provided in accordance with Council’s design standards, relevant Australian Standards, industry guidelines andbestpractices.
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 extend the capacity of an existing asset, to provide higher levels of service and/or meet changes in asset resilience requirements. Upgrade/expansion is different torenewal/replacement which only improves the degraded service capability withinthe boundaries of the original designedcapability.
Transportupgrades are usually undertakenwhere the transporthas been identified as deficient with regards to providing its intended function such as being fit for use and fit for purpose. Council assesses the transportcapability of catering for the current and near futureusernumbersandalsoassessestheabilitytobeadaptedorreconfiguredtoprovide forchanginguserneedsandservicerequirements(suchasabridgeoriginallydesignedfor 20T loadlimit now requires a 60T passage or a footpath in a highly trafficked CBD requires sharedpathstatuswideningtocaterforbothpedestriansandcyclists).
Typically,upgrade/expansion works are identified from a combination of methods which include Councillor and/or community requests, project candidates identified via Strategic Plans, MasterPlans orStudiesand/or roadsafetyaudits.
Council utilises the followingmethodology framework to prioritise andschedule identified projectcandidates forthe 10-YearWorks Program.
Criteria
Worksproposedare referencedinorsupportthe Council Plan.
Worksproposed have beenlisted, endorsedor identifiedfrom Council’sStrategic Plans, MasterPlansStudies and/orRoadSafety Audits.
Worksproposedwill enhance the qualityofservice tothe community.
Worksproposedare requireddue torisk,legislative and/ortomitigate contractual risks.
Externalfundingprovidedoravailable andtotal lifecycle costs are consideredtonot adverselyimpactfuture budgets.
Table4–TransportPriorityRanking Criteria
Presently, there are plans to spend approximately $21.6 million6 over the following 10 years to upgrade footpaths, intersectionsand local area traffic management device (LATMs) assets andthese have beendocumented inCouncil’s current10-YearWorksProgram.
234 Creation/AcquisitionPlan
Newworksarethoseworksthatcreateanewassetthatdidnotpreviouslyexist.Councilcan acquire existingbuiltassets ornew assetsfrom other authorities, developersornew assets via capital projects to meet community needs. Typically,new transportasset candidates are identified from a combination of methods which include Councillor and/or community requests, project candidates identified via Strategic Plans, Master Plans or Studies and/or fromroadsafety audits.
ItisnotedthatthereissignificantinfrastructureworkcurrentlybeingundertakenbytheNSW Government within Inner West, which will include constructionof new assets and modificationofexistingCouncilassets.Theextentofthesenewandmodifiedassetshasnot been quantified at present.Council will have further information once the projects are completed, and Councilisprovidedwith‘WorksAsExecuted’ documentation.
235 DisposalPlan
Disposal includes any activity associated with disposal of a decommissioned asset includingsale, demolition, relocationortransfer ofownership.
Council is not expecting to dispose of any transport assetsin the current term of this TAMP. There mayhowever bepartial disposals due tothe large-scaleNSWGovernmentprojects.
24 LeadershipandAccountability
Council’s Asset Management Policy reviewed in 2025defines the roles and responsibilities withinCouncil forassetmanagement.
Inaddition,anAssetManagementSteeringCommittee(AMSC)hasbeendrawnfromacross Council administration to coordinate asset management related matters. Meetings are 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
31 SocialInfrastructurePlanning
Council provides over 100 services whereour transportassets support the provision of several of these services such asvehicular access (roads), pedestrian thoroughfares (paths), travel across water bodies (bridges and over-pass) and active recreation (cycle pathsandsharedpaths).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 the criticality of the
service and considers repurposing, redundancy or relocation of services when balancing future budgets.
In 2020, Council completed the Going Places -An Integrated Transport Strategy for Inner West(Transport Strategy).The Transport Strategy aims to address transport challenges currentlyfacingCouncil andprovidestrategiesandactionsthatmovetowardsatransport future focusing on active and sustainable modes of transport, and land-use planning approaches tosupportthese modesoftransport.
The Transport Strategy, Master Plans and Studiesand this TAMPare complementary documents that together set out Council’s service targets, and how these targets will be achieved.The role ofeachofthese elementsinthe long-termassetplanningisasfollows:
Asset Provision (Transport Strategy, Other Strategies, Masterplans andStudies)Determining the type, location and creationof transportassetsneeded to service currentandfuture demand;and Asset Performance (TAMP) -The required capital and maintenance performance standardsfor the assets Councilprovidesthat will ensure services are delivered at the desiredlevels.
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 survey7, which was conducted in 2024offers Council a long-term measure ofhow theyare performing.
The results of the survey indicated that generally, the provision of traffic management and roadsafety,maintainingfootpaths,accesstopublictransport,andmaintaininglocalroads areof importance to the community. The community is generally somewhat satisfied with the provisionofthese services.
Figure7illustratesthesatisfactionwithCouncil’soverallperformancebetween2017to2024.
Maintaining local roads (excluding major
Maintaining footpaths
Ascore of1representsnotatall satisfied, whileascoreof5representsverysatisfied. Trafficmanagementandroadsafetyremainhighlyimportanttoresidents(86%importance rating), yet satisfaction levels score only around 77%, resulting in a moderate performance gap of 9%. Footpath maintenance also holds significant importance (89% rating) but satisfaction lags at just 70%, resulting in a performance gap of 19%. Similarly, local roads (excluding major routes) are valued highly by the community (88% importance rating), but satisfaction is lower at approximately 67%, producing one of the largest gaps at 21%. The survey results indicate that since 2017, overall community satisfaction has remained relatively stable, with residents generally "somewhat satisfied" with Council's service delivery across these areas. These findings suggest that while residents appreciate the currentefforts,thereremainsacleardemandforimprovedassetmanagementpractices particularly through more capital worksand proactive maintenance, to address ongoing issues intraffic managementand currentservice delivery.
Addressing these concerns and improving communication and transparency with residentsaboutdecisionsmadeinthecommunity’sinterestwillbekeytobuildingtrustand improvingoverall satisfactionwithCouncil’s transportservices.
Additionally, the funding commitments outlined in this TAMP, particularly those targeting footpath, bicyclefacilities andtraffic infrastructure upgrades,willsupportimprovementsin network condition, safety, and connectivity. These investments are expected to address known issues such as pavement deterioration, poor accessibility, and traffic safety concerns, ultimately enhancing user experience and reinforcing community confidence in Council’s long-termtransportstrategy.
33 Strategicand CorporateGoalsAlignment
This TAMP 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
Figure7–Inner WestCommunitySatisfactionSurveyOverallPerformance
levelsinaccordancewithcommunityexpectations,whicharereflectedinthefivestrategic directionsdetailedinthe CommunityStrategic Plan2041(CSP).
Relevant Council CSP strategic directions, outcomes and strategiesand how these are addressedinthisTAMPare detailedinTable 5.
Strategic Direction(SD) Outcome
SD1.4- Zero emissions
SD 1.5–Zero waste
Implementstrategies to reduce andmitigate greenhouse gasemissions. Buildlocal resilience andadapt toclimate change.
Support operationsand maintenance toavoidwaste, reuse, repairrecycle andshare transporttreatmentmaterials. Providelocal reuse and recyclinginfrastructure waste andby-products
How CSP outcomes andstrategies are addressedinTAMP
Where possible, Council transportassets will berenewedandmaintainedwith climate resilienttreatmentsusingclean energy treatmentswith the lowestcarbon footprint.
Use ofrecyclingwith transporttreatments suchasconcrete andasphaltrepair, bridge componentsand streetfurniture recyclingwhere possible.
SD 2.2–Sustainable development
Integrate planningandurban designforpublic andprivate spaces.
SD 2.3–Integrated transport
Manage the roadnetwork. Advocate forimprovedpublic transportservices to, through andaroundInner West.
Advocate for, andprovide, transportinfrastructure that aligns withpopulationgrowth.
Council willensure thatroadandtransport infrastructure developmentsalignwith urbandesignprinciples thatpromote walkability, accessibility,andcommunity character.
Provision ofinfrastructurethat isfitforuse andpurpose, accessible, safeandwell maintained.
Provision of10-yearcapital improvement programstoreduce assetrenewal gap andtoensure thatassetsare fitforthe purposethey were intendedforincluding demographic andpopulationdemandsof the future.
Council willfacilitate andpartner withkey stakeholders toenhance active transport infrastructure, ensuringsafeand connected walkingand cyclingnetworks. The roadnetworkwill bemanaged strategicallytobalance safety, andasset longevity, aligninginvestmentwith networkdemand.
SD 3.2–A diverse and strong economy
SD 4.2–Health andactive
Manage andplanforfuture industrial andemployment landsandactivities
SD 5.2–Responsible, transparent management andfuture planning
Providefacilities, spacesand programsforparticipationin active recreation
Provideandsupport communityservices and centres
SD 5.4–Engagedand informed community
Deliver financial sustainability tomanage public resources responsibly
Council willensure thattransport infrastructure supports economic activity bymaintainingefficientroadnetworks, bridges, andtraffic managementsystems tofacilitate businessoperationsand freightmovement.
Investmentinaccessible andwellmaintainedroads, footpaths, andparking areaswill enhance businessdistricts, commercial areas, andindustrial zones.
Council willsupportactive lifestyles by investinginsafeandaccessible pedestrianpathways, sharedpaths, and pedestrianbridgesthat encourage walkingandcycling.
The renewal andexpansionofpathways andfootbridgeswill improve connectivity betweenparks, playgrounds, andopen spaces, ensuringseamlesslinksfor recreationandactive transport.
ThisTAMPisintegratedwiththe Long-Term Financial Plan(LTFP) toensure responsible allocationofresources for transportasset renewalsandmaintenance.
Council willcontinue toapplyevidencebasedfinancial planningtoprioritise transportassetinvestmentandensure sustainabilityofservices.
Supportlocal democracy throughinclusive participatory communityengagement
Deliver evidence-based Council decision-making
ThisTAMPalignswiththe Integrated Planning& Reporting(IP&R) framework, ensuringthattransportplanningisguided bycommunityconsultationandevidencebaseddecision-making.
Council willcontinue toengage withthe communitytoidentifytransport infrastructure priorities, service expectations, andinvestment needs, ensuringthatfundingdecisionsreflect long-termcommunitygoals.
Table5-Council’sGoalsand howtheseare addressed inthis Plan
How CSP outcomes andstrategies are addressedinTAMP
3.4 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 TAMP.
Table6identifiesstakeholderswhereconsultationisnecessarywhenCouncilseeksinputin relationtothe determinationofLevelsofService andinterventionlevels.
StakeholderGroup Role orInvolvement
Internal Stakeholders
Elected Council
Custodianofthe asset, with Council representingtheresidentsandsetting strategic directionasperthe CSP.
Executive Team Toensure that the Asset Managementpolicyand strategy arebeing implemented asadopted, andtoensure thatlong-termfinancial needsto sustainthe assetsforthe services they deliver are advisedto Council for its strategic & financial planningprocesses.
Managersofthe various Transport assets
Engineering Department
Finance Department
Maintenance Department (Internal)
Information Technology Managers
Asthe designatedStrategic Custodianof Transport assets, responsible for the overall managementofthe assetsfromplanning, design, maintenance, capital worksandmonitoringandupdatingthe planandensuringits outcomes are realisedtoachievethe levelsofservice beingrequiredfrom utilisationof the assets;
MaintainingCouncil’s assetregisters andperformingstrategic predictive modellinganalysisworkstoinformCouncil’s LongTermFinancial Plansand Capital Works Program. Responsible forcoordinatingthe development and implementationofasset managementprocessesandframeworkswithin the Council.
Ensuringthatthe assetvaluationsare accurate.Developmentofsupporting policies suchascapitalisationanddepreciation. Preparationofasset sustainabilityandfinancial reportsincorporating assetdepreciationin compliance withcurrentAustralianaccountingstandards, AM, GISsupport andadmin.
Toensure provisionofthe required/agreedlevelofmaintenance servicesfor assetcomponents
Toensure thatthe relevantITsystemsare functioningandthatanydata withinthe systems aresecure,anditsintegrityisnotcompromised.
Risk Managers Toensure thatriskmanagementpractices areconducted asperCouncil policyandassistoperations managers withadvice onriskissues.
Internal Auditors
Toensure thatappropriate policypractices arecarriedoutandtoadvise and assist inimprovements
StakeholderGroup Role orInvolvement
External Stakeholders
Community General users ofthe variousfacilities.
CommunityUser Groups Users oftransportnetworkthathave beendedicatedto the provisionof a specific service (e.g. Cyclists, Heavyvehicles andlocal groups).
Maintenance Personnel (contractors)
UtilityService Providers
State& Federal GovernmentDepts
Toensure provision ofthe required/agreedlevelof maintenance services for assetcomponents
Agencies thatprovideutilityservices suchaselectricity,gas, water,sewerage and telecommunicationsnecessarytofacilitate services andtypically constructed/locatedwithinthe roadreserve.
Periodic provisionof advice,instructionandsupportfundingtoassistwith managementofthe transportnetwork.
Council’s Insurer Insurance andriskmanagementissues.
Table6–KeyStakeholders
3.5 LegislativeRequirements
There are many legislative requirements relating to the management of Council assets. Legislative requirements thatimpactthe delivery ofCouncil transportservices include:
Legislation
Local Government Act 1993
Requirement
Setsoutthe role, purpose, responsibilities andpowersoflocal governments.The purposesofthisActare asfollows:
a)toprovidethe legal frameworkforaneffective, efficient, environmentally responsible andopensystemoflocal governmentinNew SouthWales,
b)toregulate the relationshipsbetweenthe people andbodies comprising the system oflocal governmentinNew SouthWales,
c)toencourage andassist the effective participationoflocal communities in the affairs oflocal government,
d)togive councils:
the abilitytoprovidegoods, services andfacilities, andtocarryout activities, appropriate to the currentandfuture needsoflocal communities andthe wider public
the responsibilityforadministeringsome regulatory systemsunderthis Act
arole inthe management, improvementanddevelopment ofthe resources oftheirareas,
e)torequire councils, councillors andcouncil employeestohave regard to the principles ofecologicallysustainable developmentincarryingout theirresponsibilities.
Legislation
Requirement
The land management provisionsofthe Actrequire thatCouncil prepare plansof managementforall communityland.The planofmanagement identifies the managementobjectives forthe landcategory, performance indicators and performance measurestomeetthe objectives identified.
IP&RLocal Government Amendment (Planningand Reporting) Act2009
Local Government Act –Annual
ReportingSection 428(2)(d)
Local GovernmentAmendment(Planningand Reporting) Act2009 includesthe preparationofa long-term financial plansupportedbyasset managementplansfor sustainable service delivery.
Areportofthe condition ofthe public works(includingpublic transport, public roadsandwatersewerage anddrainage works) underthe control ofCouncil asatthe endofthatyear;together with
Anestimate (atcurrentvalues) ofthe amountof money requiredto bringtheworksuptoasatisfactory standard;and
Anestimate (atcurrentvalues) ofthe annual expense ofmaintaining the worksatthatstandard;and
The Council’s programme formaintenance forthatyearinrespectof theworks.
RoadTransport (Safety andTraffic Management) Act 1999
RoadsAct1993
Local Government (Highways) Act 1982
Disability DiscriminationsAct, 1992
WorkHealth& Safety Act2011
Facilitatesthe adoptionof nationallyconsistentroadrules inNSW, the AustralianRoadRules.Italsomakesprovisionfor safetyandtraffic managementonroadsandroadrelatedareasincludingalcohol and other druguse, speedingandotherdangerousdriving, traffic control devices andvehicle safety accidents.
Setsoutrightsofmembersofthe public topass alongpublic roads, establishes proceduresforopeningandclosingapublic road, and provides forthe classificationofroads.Italsoprovidesfor declarationof the RTAandother public authorities asroadsauthorities forbothclassified andunclassifiedroads, andconferscertainfunctions(inparticular, the functionofcarrying out roadwork)onthe RTAandother roadsauthorities. Finally, itprovidesfordistributionoffunctionsconferredbythisAct betweenthe RTAand other roads authorities and regulatesthe carrying outofvariousactivities onpublic roads.
AnActtoconsolidate with amendmentscertain enactmentsconcerning the functionsofthe corporationsofmunicipalities withrespectto highwaysandcertainother waysandplaces opentothe public.
The DisabilityActestablishes a frameworkforprovidingsupportand services topeople withdisabilities throughoutNew SouthWales.
Setsoutrolesandresponsibilities tosecure the health, safetyandwelfare ofpersonsatworkandcoveringinjurymanagement, emphasising rehabilitation ofworkersparticularlyforreturntowork.Council isto
Legislation Requirement
provideasafeworking environmentandsupplyequipmenttoensure safety.
Environmental Planningand AssessmentAct1979
Environmental ProtectionAct1994
Public Works and ProcurementAct1912
Inner West DevelopmentControl Plans
Inner WestLocal Environmental Plan 2020
PlantProtectionAct 1989
ThreatenedSpecies Conservation Act, 1995
Fire andRescue Service Act1990
Public RecordsAct 2002
Civil LiabilityAct,2002
Rural Fires Act, 1997
AnActtoinstitute asystemofenvironmental planningandassessmentfor the StateofNew South Wales.Amongother requirementsthe Actoutlines the requirement forthe preparationofLocal Environmental Plans(LEP), DevelopmentControlPlans(DCP), Environmental ImpactAssessments (EIA)andEnvironmental ImpactStatements.
Thisactsetsoutrequirements withrespecttoenvironmental protection.
Setsoutthe role of Council inthe planningandconstructionofnew assets.
The primary purposeofaDevelopmentControl Plan(DCP) istoguide developmentaccording tothe aimsofthe corresponding Local Environmental Plan(LEP).
The LEPisa legal documentthatprovidescontrolsandguidelines for developmentinanarea. Itdetermines whatcanbebuilt,where itcanbe built, andwhatactivities canoccuronland.
Thisactsetsoutrequirements withrespecttoFloraProtection.
AnActtoconserve threatenedspecies, populationsandecological communities ofanimalsandplants.
Underthe termsofthisActCouncil isrequiredtoensure the long-term survival ofthe species identified.
Thisactsetsoutrequirements withrespecttoEmergencyServices forFire andRescue.
Thisactsetsoutrequirements withrespect tomaintainingPublic Records.
AnActtomakeprovisioninrelationtothe recoveryofdamagesfordeath orpersonal injurycausedbythe faultofaperson
AnActtoestablishthe NSWRural Fire Service anddefine itsfunctions;to makeprovisionforthe prevention, mitigationandsuppressionofrural fires.
Underthe termsofthisActCouncil isrequiredtomitigate anyfire that emanatesfrombushland.
Table7:LegislationRelevanttoManagementof TransportAssets
Regulations, Standards & Guideline requirements that impact the delivery of Council’s transportservices are outlinedbelow.
Regulation/Standard /Guide Requirement
IntegratedPlanning andReporting(IP&R) framework
Environmental Planningand Assessment
Regulation2000
All councilsinNSWare requiredtoworkwithinthe IP&Rframeworktoguide theirplanningandreportingactivities.
IP&Rprovidesapathway forelected representatives to: workdirectlywiththeircommunitytoidentifylong-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 safetysystemsarerequiredincommercial, industrial & public transport toensure the safety ofoccupantsinthe eventofafire or emergency.
The Act includesprovisionsrelatingtofire safety andmatters concerning the TransportCode ofAustralia(Part9).
ISO55000Suite, 2014 The International OrganizationforStandardization's ISO55000:2014 Asset Management (ISO55000) providesaglobal guidetobetterpractice in assetmanagement, includingassetinformation management.
ISO55000specifies that entities shouldaligninformationrequirementsto asset managementneedsandrisks, alongwithrequirementsfor collecting, managing, evaluating, andensuringconsistencyand availabilityofinformationforasset managementdecision-making.
Australian Accounting Standards Board (AASB)
Providesdirectionandguidance onthe financial andreporting expectations ofentities, toensure aconsistentapproachtoaccounting records.The followingregulationsapplytoCouncil:
AASB116 Transport, Plant & Equipment –prescribesrequirementsfor recognitionanddepreciationof Transport, plantandequipmentassets.
AASB136 ImpairmentofAssets –aimstoensure thatassetsare carriedat amountsthatare not more thantheirrecoverable amounts.
AASB1021 DepreciationofNon-CurrentAssets –specifies how depreciation istobecalculated.
AAS1001AccountingPolicies –specifies the policies thatanorganisationis tohave forrecognitionofassetsanddepreciation.
AASB1041Accountingfor the reductionofNon-CurrentAssets –specifies the frequencyandbasis ofcalculatingdepreciationandrevaluationbasis usedforassets;and
Regulation/Standard /Guide
All other relevant AustralianStandards
All Local Lawsand relevantpolicies of the Organisation
International Infrastructure Management Manual, SixthEdition, IPWEA, V6.0, 2020
Requirement
AAS1015Accounting for the acquisitionofassets –methodofallocating the value tonew assets onacquisition.
AS/NZ Standardssuchas AustRoads, RiskManagementStandard.
Constructionstandards, Maintenance contracts, etc.
The IIMMhasbeendevelopedwithpublic andprivate sectorindustryinput fromAustralia, New Zealand, the UnitedStates Canada, SouthAfricaand the UnitedKingdomtopromote best asset managementpractice forall infrastructure assets.
Table8:Regulations &StandardsRelevanttoManagementof TransportAssets
The followingisasummary ofpolicies relevanttothisassetclass.Manyofthese policies are available fromCouncil.
Policy Requirement
Infrastructure, Plant, Property and Equipment Determination
Protocol 2019
AssetManagement Policy2022
Todefine Inner WestCouncil’s assetclassesandassociated methodologies incapturingandrecordingasset relatedinformation, guidedbyrelevantaccountingandindustrystandardsaswell as legislation.
The PolicyacknowledgesCouncil’s commitment toassetmanagement andprovidesaconsistentassetmanagementapproachwithclear principles andguidelines inordertomanage Council’s assetsforthe currentandfuture community.Itestablishes aframeworktoensure a structured, coordinated, costeffective andfinanciallysustainable approachtoassetmanagementacrossthe organisation.
Table9:Policies RelevanttoManagementof TransportAssets
36 LevelofService
ItisconsideredthatthisTAMPhasimprovedthelevelofsophisticationinthedocumentation of the levelsof servicethat will bedelivered by Council’s transportassets. The levels of service delivered by Council’s transports have been documented consideringthe expectations of Council’s residents/customers.This has required a clear understanding of customer needs, expectations and preferences that will be explored in this Section and continuallyreviewedandupdatedasrequiredinfuture TAMPiterations.
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. toidentifythe costsand benefitsofthe services offered.
Council hasdefinedtwo tiersoflevelsofservice, whichare basedon:
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 canonly deliver whatitcanafford.
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 TAMP has documented Council’s standards – i.e. at what point will Council repair, renew or upgrade to meet the customer outcomes listedinthe strategic levels.
Technical LevelsofService have beendefinedforeachofthe following:
o New asset – If Council provides new Transportassets, then what design and maintainabilitystandardsshallapplytomakethemmeetCouncil’sstrategic outcomes.
o Upgraded or renewedasset to original standard -If Council upgrades or renewstransportassets, what design and maintainability standards shall applytomakethem meet Council’s strategic outcomes.
o Maintenance – When will Council intervene with a maintenance repair and what will be Council’s responsiveness in terms of customer requests for maintenance faults.
The levels of service that have been adopted are considered reasonable as demonstrated byindustrystandardsandbenchmarks.
CustomerLevels ofService
Council’s Customer Levels of Service that have been adopted forthis TAMPare detailed as follows:
COMMUNITY
Customer
Satisfaction
LEVELSOFSERVICE
ManagementofParking Cycleways
MaintainingLocal Roads
Traffic ManagementandRoadSafety
MaintainingFootpaths
Table10-CustomerLevelsof Service
3.6.2
TechnicalLevels ofService
Supportingthe communityservice levelsare technical measuresofperformance.
AsCouncil isresponsible foralarge numberandrangeof transportasset typesithasbeen determined that different standards are necessary for different transportfunctions. For example, the service provided by a local road would be lower than that provided by a regional road. Each of the transport assets within Council’s transportportfoliohas been assignedtoone ofthese fivecategoriesasdocumentedin Table 15-AssetCriticalityfor .
Technical service measures are linked to annual budgets covering operations, maintenance, renewal and upgrade activities as defined in the Lifecycle Management Section.
Technical Levels ofService
Condition
Regional Roads - Condition assessmentofSealedRoad& Kerbnetworkevery 3-4years
Average network condition<= 2.5outof5 andwith<5%ofstockin conditionstate 5.
Local Roads -Condition assessmentofSealedRoad& Kerbnetworkevery 3-4years Average network condition<= 3outof5and with<10% ofstockin conditionstate 5.
Carparks -Condition assessmentofSealedRoad& Kerbnetworkevery 3-4years Average network condition<= 3outof5and with<5%ofstockin conditionstate 5.
Kerb& Gutter -Condition assessmentofkerbnetwork every 3-4years
Footpaths -Condition assessmentofFootpath networkevery3-4years
Average network condition<= 3outof5and with<5%ofstockin conditionstate 5.
network condition<= 3outof5and with<5%ofstockin conditionstate 5.
Bridges -Condition assessmentofBridge network every 3-4years Average network condition<= 3outof5and with<5%ofstockin conditionstate 5.
Traffic ManagementDevicesConditionassessmentof Traffic ManagementDevice networkevery3-4years
RetainingWalls - Street Furniture -Condition assessmentofStreetFurniture networkevery3-4years
Street Furniture All OtherConditionassessmentof StreetFurniture network every 3-4years
Average network condition<= 3outof5and with<5%ofstockin conditionstate 5.
Average network condition<= 3outof5and with<5%ofstockin conditionstate 5.
Average network condition<= 3.5outof5 andwith<10% ofstockin conditionstate 5.
4. FutureDemand
This section identifies the effect of expected growth and consequent demand on Council’s transportasset infrastructure. Forecasting future demand is essential in determining lifecycle management for assets. The management of transportassets is directly affected both by growth in the number of assets and growth in the resident as well as visiting populations.
41 Demand Drivers
Drivers affecting transportassets demand include factors such as population change, changes in demographics, technological changes and environmental changes. Transport assets within the municipality must serve both the local resident population needs as well asbusinessindustries, tourism, commuter and visitorneeds.
4.2 DemandForecasts
The currentpositionand future demanddriversfortransportationinfrastructure assetsare outlined in Table 12. These drivers not only include population growth but also reflect the evolvinglivingandworkingpatternsofInnerWestresidents,aswellasthebroaderimpacts ofclimate changeandsustainabilityconsiderations.
Demand Factor PresentPosition8
Population Growth The EstimatedResidentPopulation (ERP) forthe Inner WestCouncil areawas 188,325asofJune2023. The populationisprojectedto reach191,026 by2025and204,742 by2046 a7.18% increase over the next21years.
Changing Travel Habits& Employment Patterns
Local employmentremainsstrong, with31.3% ofresidentsbothliving andworkinginthe area, while 68.7% worklocallybutresideelsewhere. Public transportuse ishigh 37,798 residentsrelyontrains, buses, trams, orferries, comparedto 39,405whotravel byprivate vehicle.
8 Source; https://profile.id.com.au/inner-west
Impact onServices
Agrowingpopulationwill increase demandfortransportinfrastructure, particularlyinhigh-densityareas.Asset renewal planningmust accountfor increasingcommuter movementsand shiftingtravel behaviourswhile ensuring sustainable public transportintegration.
Withabalancedsplitbetweenpublic and private transport, transportnetworks mustbemulti-modal andadaptable. Future investmentsshouldprioritise public transportconnectivity, active transportinfrastructure (cycling, walking), androad networkefficiencytosupport bothlocal commutersandregional travel demands.
Car Ownership Trends
28% ofhouseholdshave twoor more vehicles, while 16.3% of householdsdonot own acar, reflectingastrongreliance on alternative transport.In comparison, GreaterSydney’s car ownershipratesare significantly higher
Emerging Environmental andClimate Risks
Sustainability Initiatives
The Inner Westisvulnerable to flooding, extreme heat, and infrastructure weardue toclimate change.Increasedrainfall and heatwaves are accelerating pavementdeteriorationandasset degradation, impacting the lifespan ofroads, bridges, andstormwater systems.
Council isprioritising energyefficientinfrastructure upgrades, sustainable urbandesign, and increaseduse ofrecycledmaterials intransportassets.There isalsoan increasedfocuson electric vehicle (EV) infrastructureandintegrating renewable energy sources.
Impact onServices
The relativelylower carownership comparedtothe broader Sydney area underscoresaneedtobalance road investmentswithenhancementsto public transportandactive travel infrastructure.Thisdiversityintransport modesshouldbefactoredintoasset planning, ensuringthatroadupgrades, parkingstrategies, andtraffic managementsystems are designedto accommodate bothvehicle andnonvehicle users.
Climate adaptationstrategies mustbe incorporatedintoasset planning, including resilientroadmaterials, improveddrainagesystems, andheatmitigatingdesigns Emergencyresponse planningmustalsoensure roadsremain accessible duringextreme weather events.
Sustainable initiatives will drive long-term costsavingsandassetlongevity. Upgrades must ensure transportassets supportgreentransportoptionssuchas EV chargingstations, improved pedestrianaccess, andsustainable road materials.
The emerging needs driven by population growth, evolving commuting patterns, and increased environmental risks underscore the importance of a flexible and resilient transport network. In the Inner West, where residents are increasingly reliant on public transport and local employment hubs, a balanced approach that upgrades roads while enhancingmulti-modalconnectivityisessential.Thesefactors,combinedwiththeneedfor sustainability and climate resilience, will shape the demand for transportation assets over the comingdecade and beyond.
This integrated approach ensures that asset management strategies not only address current usage patterns but also proactively prepare for future challenges, delivering enhancedservice deliveryandlong-termsustainabilityforthe region.
Table12 –DemandDrivers,Projections and ImpactsonServices
4.3 ChangesinTechnology
Counciliscontinuouslymonitoringnewassettreatmentsthatmaybeavailabletoincrease the life of its assets. Table 13details technology changes that are forecasted to affect the deliveryofservices coveredbythisplan.
Technology Change
Roadwearingsurface quality
EffectonService Delivery
Bitumen manufacturers are constantlydevelopingnew productsto suit modernday applicationsandtocopewithincreasedtraffic volumesand changing environmental conditions.These improvements maymeanroads have alongeruseful life and require lessmaintenance.The use ofproductssuchaswarmasphaltmixes will alsohave the benefit ofreducedenvironmental impact.
Recycled materials
Trenchless technology
Low energy design
AssetInformationSystem
Byexploringoptionstouse recycledmaterials, there willbeabenefit intermsofreductioningreenhouse gasemissionsandreliance on ournaturalresources.
Trenchless methodologies willhave apositive impactonCouncil’s assets, asthe integrityofthe roadorpathwayisnotcompromised wheninstalling/replacingservices withinthe roadreserve.
Increasedefficiencies of low energy design ontraffic calmingand streetfurniture assets therefore certainnew transportdesignsfor example lightscanincorporate energy efficient andsustainable practices.
Improvedinformationsystemsformapping, recordinginformation andmanagingassets.Adjustmentofthe transport inspectionregime tomatchthe amount of public usage anddeteriorationoncertain componentsforexample highprioritypathsand roads.
Table13 –ChangesinTechnologyand ForecastonServiceDelivery
These technological factors need to be assessed in determining the scoping requirements formaintenanceworks,renewal,upgradeandnewtransportprojects.Therewillbechanges 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.
4.4NewAssetsfrom Growth
At present, Council’s transportation network is well established, comprisinga mature road system, extensive footpaths, dedicated cycle lanes, and integrated public transport services. Given the urban density of the area, opportunities for constructing entirely new roadsarelimited.However,anticipatedchangesinpopulationgrowth,commutingpatterns, and evolving community expectations necessitate targeted enhancements to existing infrastructure.
Over the next 10 years, the Council envisages acquiring new transportation assets through a variety of mechanisms, including direct construction9, partnerships, and contributions from State Government and private developers. Priority will be given to assets that support multi-modalconnectivityandenhancepublicsafetyandcommunityamenity.Keyareasof focusinclude:
Upgraded footpaths and cycleways: Improvements to existing pedestrian and cyclingnetworkstosupportactive travel andsafer communityaccess. Advanced traffic management devices: Deployment of modern traffic control technologies tooptimise mobility, reduce congestion, andimprove roadsafety. Modernised street furniture: Installation of sustainable, community-friendly street furniture that integrates with the overall transport network and enhances public spaces.
The precise scope and location of these new assets have yet to be fully quantified. As new growth and development areas are identified, Council will continue to refine community transport needs through the ongoing Transport Strategy, supplementary studies,and masterplans. These findings will be integrated into future revisions of the Transport Asset Management Plan (TAMP) to ensure alignment with contemporary best practices in sustainable andresilient transportplanning.
It is also important to recognise that the acquisition, expansion, or upgrade of transportation assets will resultinincreased annual operational and maintenance funding commitments. These additional investments are essential to ensuring that the enhanced assets deliver reliable, high-quality service over their entire lifecycle, ultimately supporting the Council’s long-term objectives for community connectivity, safety, and environmental sustainability.
4.5 DemandManagementPlan
The demand for transportassets at Council is not expected toincrease proportionally with the predicted population growth and predicted demographic changesunlike facilities or open space. This is also in line with the future strategies outlined in Council’s vision and corporateplantoshifttowardslesserrelianceonroadtransportandhighlyintegratedcycle andpedestrianconnectivity.
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 14. Further opportunities will be developed in future revisions ofthis TAMP.
9 Council has allocated $20.5 million in its funding to deliver the Cycleway Strategy which will result in the construction of new assets.
Service Activity
Increase indemandfor all services
DemandManagementPlan
Networkanalysisand modellingofidentifiedhightraffic areas. Performanalysisand modellingtodetermine impacts onthe currentnetwork.ResultsincorporatedintoForwardCapital WorksFive-YearProgramprioritisationcriteria.
Promote anddeveloppublic andalternative transportoptions aroundresidentialandcommercial areas.
Encourage sharing ofexisting transportmethods and the use of public transport tomaximise the utilisationallowsplanning for optimumuse ofall transportmodes.
Review existing roadandfootpathnetworkstoensure continuingsuitability.
Regularlyreview the Strategies andPlanssuchas the Transport Strategytoidentifyareas andassessneeds.
DocumentaSocial Infrastructure Planframeworkthat will drive future TransportStrategyreviews.
Improvedaccessto services required
Increasedneedfor maintenance andrenewal costs
Upgrade existing transport accessover time andensure new orupgraded transport modes are DisabilityDiscriminationAct compliant, particularlypramramps, accessways, restareas andsteps.
Review anddocumentlevelsofservices after consultationwith the Service Managers andthe community.
Incorporatetotal assetlifecycle costingsintoasset management.
Procure large services contractstogetbettereconomies of scale tominimise costs.
Changingservice needs andchangingtransport requirements, particularly relatingtoaccessibility.
Increasedneedfor maintenance andrenewal costs
Providingasafe network
Plannew projectstoincorporate bestpractice andreview complianceandaccessibilityneedsforexisting sites.Prioritise upgradeprojectswhich have the mostpositive impact.
Review anddocumentlevelsofservices after consultationwith the Service Managers andthe community.
Incorporate total assetlifecycle costingsintoasset management.
Continue traffic managementinitiativesandprocessesto addresshigh-riskintersectionsand other locationsinthe road andpathwaysnetwork.
Table14-Demand ManagementPlanSummary
5. Risk ManagementPlanning
51 Asset Criticality
To manage Council’s transport assets more effectively, they have been categorised based onthe level ofimportance byapplyingthemwithacriticalityrating.
Council’sCriticalityFrameworkensuresthatitstransportassetsareassessedbasedontheir importance to service delivery, emergency preparedness, and overall community impact. This framework updatedin 2025, applies astructured scoring system to classify assets into different levels of criticality, enabling informed decision-making for maintenance, renewal, andstrategic investment.
Assetsare evaluatedusingtwokey connectivity andaccess CriticalityFactors:
Road Hierarchy – Focuses on the usage & social dependence on the asset, which considersthe roadhierarchysuchasregional, arterial, collectorandlocal streets.
AccessImportance–Assessesanasset’simportanceinprovidingessentialaccess for regional movement, supporting critical facilities, and driving economic activity through business and tourism. Focuses on an asset’s role in providing essential accesstocriticalfacilities anditsimportance forgeneral regional connectivity.
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.
The transport criticalityadopted by Council considersthe varying risk and service levels associatedwiththe transportassetportfolioand issummarisedasfollows:
5
critical asset.Potentially extreme disruption orcatastrophic consequences shouldthe assetfail.
Roadbridge, kerb &/ortraffic managementdevice servicinga Regional Road
Pathway servicingschools, universities, andmajor hospitals
Foreshore roadswithsignificantpublic access
Pedestrianbridge locatedona principal cycle network.
Single ormultistoreycar parks thatprovideprimary accesstohigh-activityareaswhere large volumes of vehicles converge.
4–Critical Critical asset. Potential major disruptionor consequences shouldthe assetfail.
3 –Moderately Critical Moderatelycritical asset.Potentially moderate disruption orconsequences shouldthe assetfail.
Arterial Roads
Footpathsandsharedpathsinurbanareaslinkingto railwaystations, busstops, schools, commercial or communityfacilities orother pedestrian generators
Pedestrianbridge locatedonafootpathorpathway classedassharedpathwaysforpedestriansand cyclists.
Single ormultistoreycar parks thatsupportlarge-scale orimportantdestinationsandplayamajorrole inlocal economic activityandpublic safety.
CollectorRoads
Roadbridge, kerb&/ortraffic managementdevice servicingaCollectorRoad
AFootpathor PathwayclassedasMediumActivity areassuchasminorshoppingcentres, shopping strips
Pedestrianbridge locatedonafootpathorpathway classedasMedium
Carparksthatservelocal communities, business districts, andmoderate-traffic areas.
2–Partially Critical Partiallycritical assetwithminor disruptionor consequences, shouldthe assetfail.
1 –Non-Critical Non-critical asset withinsignificant disruptionor consequences, shouldthe assetfail.
Local Roads
Roadbridge, kerb&/ortraffic managementdevice servicingaLocal Road
Anurbanresidential areaFootpathor Pathwayonboth sidesofa residential street
Pedestrianbridge locatedonafootpathorpathway classedasall otherfootpaths.
Carparksinresidential andsmall-scale commercial areas
AccessRoads
Roadbridge, kerb&/ortraffic managementdevice servicing anAccessRoad
ATrackorUnformedaccess pathway
Pedestrianbridge locatedonafootpathorpathway on aminortracksuchasbridgingaculvert.
Carparksreceivinglimited orinfrequentuse, providing accesstolow-activityareas.
Table15-AssetCriticalityfor TransportAssets
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 8.
53 RisksAssessment
Councilhasdevelopedanassetcriticality,givinghigherimportancetoriskassessmentand the appropriate levelsof inspectionand maintenance foreachclassification.
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.
5.3.1 RiskPlan
AsaresultofthisTAMPrevision,anassessmentofrisksassociatedwithservicedeliveryfrom Council’s transportassets has identified the critical risks that will result in significant loss, ‘financial shock‘orareductioninservice.
Criticalrisksarethoseassessedwith‘VeryHigh’(requiringimmediatecorrectiveaction)and ‘High’ (requiring corrective action) risk ratings identified in the Infrastructure Risk
Figure8–RiskManagementProcess,Source:ISO31000:2018
Management Plan. The residual risk and treatment cost after the selected treatment plan areimplemented isshownin Table 16.
Service or AssetatRisk
Bridges Structural deterioration due to increased mass limits.
Retaining Walls Structural deterioration/ collapse.
Footpaths Triphazards
Treatment Plan Residual Risk Treatment/Costs
High Monitorand undertake loading assessmentsofall roadbridge structures.
High Continue with cyclicvisual inspectionsevery 4-5years
Medium Continue with cyclicvisual inspectionsevery 4-5years. Introduce proactive annual inspections on highriskpathways.
Table16 –Critical RisksandTreatmentPlan
6. FinancialSummary
Medium Ongoingstaff time and new budget.
Medium Ongoingstaff time andexisting budget.
Low Ongoingstaff time andexisting budget.
The provision of adequate financial resources ensures that Council’s transportassets are appropriately managed and preserved. Financial provisions below requirements impact 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.
6.1 ForecastedFundingRequirements
The objective of this Section has been to model the deterioration of Council’s transport assets portfolio, by developing a predictive infrastructure models using Modelve’s© modellingsoftware.
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 forecastthefutureconditionandrenewalneedsofCouncil’stransportassetportfoliounder the currentfundingcommitmentsoutlinedinthe Long-TermFinancial Plan(LTFP).
The modelling simulates asset condition over a 10-year period, from 2025 to 2035, using current asset data (as of 2025) and capital funding levels committed through the LTFP. The analysis includes renewal funding and upgrade,or expansion works identified through Councillorrequests,knownnetworkcapacityissues,strategicplans,andinputfromCouncil officers.
Asof2025,theaverageconditionofCouncil’stransportnetwork(includingroads,footpaths, kerbs, bridges, and traffic infrastructure) is 2.3out of 5, based on the standard asset condition rating scale (seeFigure 6 – Asset Condition Rating Guidelines). Under current capital funding levels, the model predicts that this average condition can be maintained over the 10-yearperiod.
The condition graph in Figure 9illustrates the predicted outcomes of the transport asset modelling analysis under the proposed 10-year capital works funding allocation. This modelling reflects the impact of the LTFP investment on overall asset condition and associatedservice levelsovertime.
ThefundingdetailedintheLTFPsupportstheprogressiverenewalandupgradeoftransport assets, addressing known issues such as asset deterioration, accessibility challenges, and safety risks. This investment is expected to improve network resilience, connectivity, and functionality, and in turn, contribute to greater community satisfaction with Council’s deliveryoftransportinfrastructure andservices.
Thenew,renewalandupgradeexpenditurecurrentlydocumentedintheLTFPisconsidered adequate for the next four years, supporting progressive improvements in asset condition andcapacity.
6.3 FinancialRatios
Asset management ratios provide insight into an organisation’s performance and success inmanagingitsassets.Council’sassetmanagementratiosforitsassetportfoliocalculated asat30June2024are shownin Table 18 –Key AssetManagement Ratios.
The extentwithregardsto how the organisationis fundingtheircapital worksprogramwhen comparingallocated capital worksexpenditure withthe desired expenditure whichhas beenderivedfrom predictionmodelling
Fundedcapital expenditure on renewals dividedbythe planned/desire dcapital expenditure.
and/orservice level agreements.
Remainin gService Index Ratio
Maintena nce
Sustainabi lityRatio
The overall healthofthe organisation’s assetstock intermsofmeasuring past assetconsumption, viathe amountof accumulated depreciation.The lower thisratiois, the more the assetstockhasbeen consumed, whichalso indicatesthatnotenough capital expenditure has beenallocatedtothe asset.
Measuresthe level of maintenance funding spentperannum, asa% ofassetreplacement value onthe asset portfolio.
Writtendown value (fair value ofthe portfolio) dividedbythe total current replacement value.
Total maintenance fundingper annum/Total Replacement Value expressedasa percentage.
7. PlanImprovementand Monitoring
This section outlines how Council will measure its asset management performance. The identified action items in Table 20will enable Council to improve its asset management capability,enhanceassetvalueanddelivermoreforstakeholderswhilebalancingcost,risk andperformance.
Table18–KeyAssetManagementRatios
7.1 Assumptions
The key assumptionsmade inthis TAMPandrisksthatthese maychange are shownbelow.
Key Assumption
Transportassetconditionsreflecttheassets' currentconditionasat2022and2023.
Theallocationofrenewalfundshas beenbasedon theassetreplacementcostsdevelopedaspartof thevaluationsinJune2022andJune2024for bridges.
Maintenancefundinglevels willbeprogressively increasedtorepresentasaminimum,2%ofthe assetbasereplacementvalue.
Thefundingneedsfornew&/orupgradetransport assetswillbeidentifiedvia transportstrategies, studiesandmasterplansandfundingsoughtfrom grantsand/ordevelopercontributions.Asidentified, thesewillbeincorporatedintofuture TAMP revisions.
Capitalrenewaltreatmentsarelikeforlikeanddo notaccountforadditionalcoststoupgradeassets.
CurrentLevels ofServiceareconsidered appropriateandmeetcommunityneeds.
Assetregistercurrencypertainingtoasset quantities.
Networkstrategicconditioninspectionswillbe fundedona3–4-yearcyclicbasisand incorporatedintotheOperationalbudget.
Currenthumanresourceplanwillnotchangeinthe nearfuture.
RiskofChangetoAssumption/ ImpacttoModel
Low(basedonIPWEAPractice Notes)
Lowasthefinancialsand engineeringrateshavebeen reconciledandannually indexed
Medium
Medium
MediumtoLow
Medium
Low
Low
Low
Table19 –KeyAssumptionsmadein TAMPandRisksofChange
7.2 ImprovementPlan
TheAssetManagementImprovementPlanwhichissetoutin Table20belowdetailsthekey improvement tasks. Completion of these tasks will improve Council’s asset management capabilities forthisassetclass.
1. Formallydocumentthe rule baseswhich reflectthe policydecisionsthatCouncil employstodetermine whentheywill select transportassetsforinclusionintheircapital worksprogram.
EngineeringServices Manager& Senior ManagerCapital Works Jun-27
2. Review andformallydocumentthe current operationsandmaintenance LevelsofService withregard toall transportassetsownedor maintainedbyCouncil. These activities should consider the transport function, legislative requirementsand utilisationneedswhendocumentingactivities andresponse times. EngineeringServices Manager& Senior ManagerOperations
3. Review andupdate activities withinthe Customer Request ManagementSystem followingthe developmentof maintenance service levelsanddevelopreportstomeasure performance inaccordance withthe levelsof service documentedinSection3.5.1.
4. Ensure thatnew assetneedsidentifiedfrom TransportStrategy, PedestrianAccessand MobilityPlanand other studies are reflected in future TAMPandthe LTFP.
5. Plan, schedule andseekfundingfornetwork widetransportcondition assessmentsona3-5 yearlycycle,tocoincidewithCouncil’s transportrevaluationrequirements. Considerthe inclusionof capacity, functionality & utilisationassessmentsaspartofthe audit.
6. Explore opportunities for future community surveys toincorporate additional specific questionstothe communityregarding transportassets, toidentifyandmeasure the importance andperformance indeliveringthis service tothe community.
Dec-25
EngineeringServices Manager& Senior ManagerOperations Dec-26
Services Manager& Financial Partneringand AnalyticsManager
EngineeringServices Manager& Financial Partneringand AnalyticsManager On-going
Manager
7. Review financial forecastsannuallyasbetter data becomesavailable, update andsubmit anysupportingbudgetbids. Financial Partnering andAnalytics Manager, & EngineeringServices Manager& Senior ManagerOperations On-going
8. Review resourcingplantoensure adequate humanresources are available todeliver this TAMP. DirectorInfrastructure On-going
9. Ensure thatinformation pertainingto transportationhierarchies andcriticalityare updatedinCouncil’s AssetRegister.
10. Documentcapacity, functionality& Utilisation assessmentguidelines
11. Developaprocessto spatiallyrecordcapital worksprojectsafter completionofscoping documentation.
12. Update the registerinreal time basedonasset handover process.
Table20–ImprovementActions
7.3 MonitoringandReviewProcedures
Manager
Services Manager
Services Manager
EngineeringServices Manager On-going
The TAMPhas a planning horizon of 10 years, and it is based on details documented within the Asset Management Strategy. The TAMPwill be reviewed and updated in the year followingCouncil Local Governmentelections.
This TAMPwill bereviewedandamendedtorecognise anychangesinservice levels, needs arising from PSP and master plans and/or resources available to provide those services as aresultofthe budgetdecisionprocess.
74 PerformanceMeasures
The effectiveness of this TAMPwill 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 TAMP; and Performance againstthe AssetManagementRatios.
DocumentAssetManagementPlan-Transport2025-2035
Custodian DirectorEngineeringVersion#Version2
AdoptedBy June2025ECMDocument# 38384418
NextReviewDate June2026
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