City of Stirling Transport Asset Managment Plan

Transport Asset Management Plan 2018 – 2028

Acknowledgement of Country Ngalak kaadatj Nyoongar nedingar wer birdiya, baalap barn boodja-k wer kaaratj boodja-k koora koora wer yeyi. Ngalak kaadatj baalabang malayin wer nakolak baalap yang ngalany-al City of Stirling dandjoo Nyoongar moort-al kolbang koorliny. City of Stirling kaadatj Nyoongar moort Nyoongar boodja-k Wadjak boodja-k, Mooro boodja-k. The City of Stirling acknowledges the Wadjak People of the Nyoongar Nation as the traditional custodians of Mooro Country. We pay our respects to Aboriginal and Torres Strait Islander Elders past and present for they hold the memories, the traditions, the culture and hopes for Aboriginal Australia. The City is committed to forging stronger relationships and a deeper respect for Aboriginal and Torres Strait Islander Australians. By acknowledging and respecting the diversity and history of our Aboriginal and Torres Strait Islander community, we will continue to realise our vision for reconciliation.

Contents

1.0 Executive summary

5

2.0 Introduction

9

3.0 Levels of service

19

4.0 Future demand

27

5.0 Lifecycle management plan

33

6.0 Risk management plan

49

7.0 Financial summary

55

8.0 Asset management practices

63

9.0 Plan improvement and monitoring

67

10.0 References

70

11.0 Appendices

73

Appendix A

74

Appendix B

93

4

1.0 Executive summary

1.1 Plan purpose The fundamental purpose of this Transport Asset Management Plan (TAMP) is to improve the City’s long-term strategic management of its infrastructure transport assets. This will enable the City to provide a defined level of service in the future in keeping with the City’s key strategic documents. It will also be in line with management of the City’s assets with available financial and human resources. This TAMP achieves this by setting standards, service levels and programs that the City has developed and will deliver. These standards and service levels have been set in accordance with community needs, regulations, industry practices and legislative codes of practice. 1.2 Asset description The City provides a transport network in partnership with Main Roads WA, adjoining local authorities and numerous other external stakeholders, to enable efficient and safe vehicular and pedestrian movement across the City. The assets in this network that the City manages include: • Road network • Kerbing • Car parks • Pathways in road reserves and Pedestrian Access Ways (PAWs) • Traffic management devices 1 • Vehicle and pedestrian bridges. This plan covers roads and pathways. Other asset types will be included in future updates to this TAMP. The quantity and approximate replacement value of these transport assets as at 30 June 2018 are:

1.3 Plans for the future The City will operate and maintain the transport network to achieve the following strategic objectives: • Ensure the transport network is maintained at a safe and functional standard as set out in this asset management plan • Develop an integrated approach to the long-term provision of infrastructure, ensuring the network is planned accounting for future growth and the needs of the City and its stakeholders • Provide asset management expectations and its ability to pay • Maximise the transport assets’ useful life while minimising lifecycle expenditures by using appropriate materials and innovative products. practices which reflect the community’s service levels

Roads

1075 km $1,617M

Pathways

942 km $104M

Car Parks

$51.9M

441,810m 2

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1.4 Measuring our performance

1.5 The next steps The City of Stirling is committed to service quality and continuous improvement. Sustainability and road safety are recognised as two significant issues and the City acknowledges the vital role it plays in ensuring and promoting sustainable development while providing a safe environment for all users. This asset management plan recommends the following actions to be undertaken to improve the current provision of transport services: • Implement and update Transport Business Process Manual • Improve performance measuring and monitoring between works performed and individual assets.

Safety Transport assets are regularly

Quality Transport assets will be maintained in a usable condition. Defects found or reported that are outside our service

inspected. Defects are prioritised and scheduled for repairs to ensure the assets are safe. The main consequences of the failure to deliver the desired outcomes are: • Increased maintenance and operational costs • Increased litigation • Unsatisfactory service levels and standards • Increased resident complaints • Negative effect on the City’s public image • Compromised corporate and operational objectives.

standard will be repaired. The City has developed

maintenance response service levels and performance indicator targets are monitored. Function An appropriate transport network will continue to be maintained in partnership with other levels of government and stakeholders to meet all statutory requirements and guidelines in relation to safe and efficient vehicular, bicycle and pedestrian travel. Transport asset attributes will be maintained at a safe level while ensuring key functional objectives are met: • Transport assets must be fully operational • Assets must meet service levels and standards.

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8

2.0 Introduction

2.1 Background The City of Stirling covers an area of 104 square kilometres and is located eight kilometres north of Perth’s CBD. A population of 219,918 in 2016 makes it the largest local government area by population in Western Australia.

This TAMP achieves this by outlining standards, service levels and programs that the City has developed and will deliver. The standards and services have been set in accordance with user needs, regulations, industry practices and legislative codes of practice. The assets included in this TAMP are all those directly associated with the transport service for which the City is responsible. The assets to be covered in this version of the plan and approximate values are noted in Table 2.1.

network is to allow users to safely reach their desired destinations in the City or elsewhere either by driving, walking, cycling, using public transport, or a combination thereof. The fundamental purpose of this Transport Asset Management Plan (TAMP) is to improve the City’s long- term strategic management of its transport network in order to cater for the community’s desired levels of service in the future. This should be done in accordance with the City’s key strategic documents and demonstrate management in the context of the City’s available human and financial resources.

Rapid urbanisation and increasing population have created a high demand for a safe and efficient transport network. Some major transport corridors, such as the Mitchell Freeway, Reid Highway, Wanneroo Road, Karrinyup Road/ Morley Drive and West Coast Highway, crisscross the City, and are controlled by Main Roads WA. The City controls a significant number of roads with traffic volumes in excess of 20,000 vehicles per day. The transport network is provided to allow efficient and safe travel for vehicles, bicycles and pedestrians across the City. The primary purpose of the transport

Asset type

Quantity 1075 km

Replacement value as at 30 June 2018

Roads

$1,617 million $104 million $51.9 million

942 km

Pathways (1)

Car parks

441,810 m 2

Table 2.1 Transport assets

This asset management plan is to be read in conjunction with the following associated planning documents:

• City of Stirling Asset Management Policy • City of Stirling Rights of Way Management Strategy • New Footpath Policy • Non-Current Asset Accounting Management Practice • Standards and Requirements for Design, Construction

• City of Stirling Strategic Community Plan 2018-2028 • City of Stirling Corporate Business Plan 2017/18 – 2020/21 • City of Stirling Yearly Capital Delivery Program

• City of Stirling Transport Business Process Manual • City of Stirling Risk Management Policy

and Development of Infrastructure Assets.

(1) Pathways within Road reserves and PAWs. Pathways within reserves not included in this TAMP.

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2.2 Stakeholders As the recognised owner of

The City recognises the varying needs of external and internal stakeholders. Key stakeholders in the preparation and implementation of this asset management plan are detailed in Table 2.2 and Figure 2.1 below.

City-controlled public roads and associated transport assets in the City of Stirling, the elected members of the City accept a stewardship responsibility for the care and control of these assets. Accordingly, as asset custodian, the responsibility for the management of these assets rests with the Director Infrastructure.

Key stakeholders

Responsibilities

Adjoining local authorities

Work jointly and constructively with the City to ensure that transport assets function effectively from region to region and maintenance and service provision are not compromised

Community and residents

Key role in communicating expectations on standards of service to the City

Main Roads WA

Ownership and maintenance of approximately 50 km of primary roads and bridges across the City Work with the City to ensure that the transport network meets the requirements of Transperth’s public and school bus services Obligations to provide assets constructed to approved standards and provide timely and accurate information on constructed assets Endorse the development of asset management plans and provide the resources required to complete this task. Set high-level priorities for asset management development in the City. Support the implementation of actions resulting from this plan Provide support for the development and implementation of effective asset management principles within Infrastructure Services Undertake a ‘stewardship’ role of the assets and related services

Public Transport Authority

Developers

Elected Councillors

City Executive team

Service providers

Tourists and visitors

Provide feedback on the experiences with the services provided

Table 2.2 Key stakeholders

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Responsibilities across the asset lifecycle

Asset stage

Directorate

Responsibilities

Infrastructure

Ensure asset is the most effective solution to meet customer needs

Asset planning

Planning and Development

Corporate Services

Supervises the construction of donated assets

Asset planning, construct and update asset registers, operation and maintenance cost provision in budgets

Infrastructure

Design assets to design standards

Asset creation/ acquisition

Create and update GIS layers

Update asset in financial register

Manage and upload assets in GIS

Corporate Services

Project creation and capitalisation, valuation, preparations of financial reports

Infrastructure

Financial management

Consolidates fixed asset register, develops supporting policies (eg, capitalisation and depreciation)

Corporate Services

Iterative

Day-to-day running and upkeep of assets, implement and update maintenance management system

Asset operation and maintenance

Infrastructure

Collect, access and monitor asset inventory and condition, set target levels of service, monitor performance throughout the asset lifecycle.

Asset condition/ performance

Infrastructure

Asset rehabilitation and performance

Identify optimum long-term solution through a formal decision-making process

Infrastructure

Asset disposal/ rationalisation

Dispose related assets

Infrastructure

Asset audit/ review

Carry out regular audits to ensure a continuous asset management improvement cycle

Infrastructure

Figure 2.1 Directorate responsibility for transport assets lifecycle

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2.3 Goals and objectives of asset management The City of Stirling exists to provide services to its community.

Infrastructure assets provide some of these services. The City has acquired infrastructure assets by purchase, construction by City staff or contract, and by gifting of assets constructed by developers. Asset management delivers benefits that are realised in the areas of improved accountability, sustainable service delivery, risk reduction, financial management and forecasting. Specific benefits can include: • Better alignment of community needs with services provided • Improved analysis and understanding of service-level options, costs and risks • Improved decision making based on better understanding of the benefits and costs of alternative asset provision • Enhanced customer satisfaction • Improved long-term financial forecasting and management • Optimisation of costs • Innovative application of sustainable best practices to Council’s assets.

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The City’s Corporate Business Plan demonstrates the City’s commitment to asset management through its vision and mission statements.

Our vision The City of Stirling will be a place where people choose to live, work, visit and invest. We will have safe and thriving neighbourhoods with a range of housing, employment and recreational opportunities. We will engage with our diverse community to help shape our future into the City of Stirling – City of Choice.

Our mission To serve the City’s diverse community through delivering efficient, responsive and sustainable services.

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The City’s Strategic Community Plan describes five key result areas that the City aims to achieve. The provision of transport falls under the Liveable neighbourhoods key result area. Asset management falls under the governance and leadership key result area. A summary of the liveable neighbourhoods and governance and leadership key result area relevant to this TAMP is summarised in the following Table 2.3.

Objective What the City aims to achieve B2.1 Connect the community through sustainable and integrated transport networks

Strategy How will we get there? B2.1.1 Provide and maintain safe, accessible roads, parking, cycleways and pathways B3.1.1 Provide quality, well-maintained facilities, roads and open spaces for the benefit of the community G4.1.1 Plan for the future, manage resources and measure progress based on the community’s vision (IPR Framework) G4.1.2 Provide responsible financial and asset management to ensure the City’s long-term sustainability

Measures How will you know our progress? Satisfaction with the provision of roads, parking, cycleways and pathways

Key result area Liveable neighbourhoods Outcome B2: Accessible and connected City

B3.1. Ensure our assets meet future community needs

City’s performance against statutory asset management related measures

G4.1 Optimise use of the City’s resources and build organisational capability

Governance and Leadership Outcome G4: Capable and efficient organisation

Associated informing strategies are implemented and progress is monitored.

Table 2.3 The City’s Corporate Goals and how these are addressed in this plan

2.4 Plan framework Key elements of the plan are: • Levels of service – specifies the services and levels of service to be provided by Council • Future demand – how this will impact on future service delivery and how this is to be met • Lifecycle management – how Council will manage its existing and future assets to provide the required services • Financial plan – what funds are required to provide the desired level of service • Asset management practices – current systems and practices in place • Improvement and monitoring – how the plan will be monitored and improved to ensure it is meeting the City’s objectives. A road map for preparing an asset management plan is shown in Figure 2.2.

2.5 Core and advanced asset management This asset management plan is prepared as a ‘core’ asset

This TAMP has been prepared under the direction of the City’s Strategic Community Plan and the Corporate Business Plan. As a result, this TAMP is aligned to deliver the City’s Vision and Goals in terms of providing cost- effective, transparent, high-quality and affordable service levels in accordance with community expectations.

management plan in accordance with the International Infrastructure Management Manual (IIMM). It is prepared to meet minimum legislative and organisational requirements for sustainable service delivery and long- term financial planning and reporting. Core asset management is a ‘top down’ approach, where analysis is applied at the ‘system’ or ‘network’ level. It starts with the big picture and then proceeds to break down the network into smaller segments. This asset management plan is moving from core asset management to more advanced asset management using a ‘bottom up’ approach. This new approach will be used for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.

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A road map for preparing an asset management plan is shown below.

Corporate planning • Confirm strategic objectives and establish AM policies, strategies and goals

• Define responsibilities and ownership • Decide core or advanced AM Plan • Gain organisation commitment

Review/collate asset information • Existing information sources • Identify and describe assets • Data collection

• Condition assessments • Performance monitoring • Valuation data

Define scope and structure of plan

Establish levels of service • Establish strategic linkages • Define and adopt statements • Establish measures and targets • Consultation

AM Plan review and audit

Lifecycle management strategies • Develop lifecycle strategies • Describe service delivery strategy • Risk management strategy • Demand forecasting and management • Optimised decision making (renewals, new works, disposals) • Optimise maintenance strategies

Information management and data improvement

Financial forecasts • Lifecycle analysis • Financial forecast summary • Valuation depreciation • Funding

Implement improvement strategy

Improvement plan • Assess current/desired practices • Develop improvement plan

Iteration • Reconsider service statement • Options for funding • Consult with Council • Consult with community

Annual Plan/ Business Plan

Is the plan affordable?

Figure 2.2 Road map for the preparation of an asset management plan

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3.0 Levels of service

Levels of service relate to outcomes the community receives in terms of quality, quantity, responsiveness and performance provided by the assets.

In developing the levels of service documented in the TAMP, the City has given due regard to the strategic goals and objectives in the Corporate Business Plan. The City has also given due regard to legislative requirements, relevant Australian Standards and stakeholder expectations in the form of community satisfaction surveys. The levels of service documented in the TAMP therefore reflect the current levels of service provided.

To achieve and sustain acceptable levels of service, the City’s transport network requires an annual commitment of funds. These funds provide for regular and responsive maintenance and for timely renewal or replacement of assets. The provision of adequate financial resources ensures that the transport network is appropriately managed and preserved. Financial provisions below the required amounts impact directly on community development and, if prolonged, result in the need for ‘catch-up’ expenditure, ultimately at a cost to the community. Additionally, deferred renewals result in increased and escalating reactive maintenance costs as aged assets deteriorate at higher rates.

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3.1 Customer research and expectations The City of Stirling, since 1999, has undertaken yearly customer

The following figures 3.1, 3.2 and 3.3 show the results of the City’s annual customer survey for each of the three areas since 2011/12. It is important to note that under the heading of ‘provision and maintenance of roads’, residents include both the physical condition of the network and its traffic management function.

satisfaction surveys. These surveys canvass a sample of residents on their level of satisfaction with the City’s services. The goal of the City is to understand customers’ expectations and perceptions of levels of service and ensure asset management plans reflect the changing needs of the community. The survey covers three areas related to the transport network: • The provision and maintenance of roads • The provision and maintenance of pedestrian path ways • The provision and maintenance of cycle ways.

10

9

8

7

6

7.7

9.2

7.8

9.0

7.3

8.4

7.5

8.5

7.7

8.8

7.6

8.9

5

Score

4

3

2

1

0

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Year

Performance

Importance

Min Performance Target

Figure 3.1 Customer survey – Provision and maintenance of roads

20

10

9

8

7

6

7.4

9.0

7.5

8.9

7.0

8.4

7.1

8.4

7.4

8.7

7.2

8.9

5

Score Score

4

3

2

1

0

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Year

Performance

Importance

Min Performance Target

Figure 3.2 Customer survey – Provision and maintenance of pedestrian ways

10

9

8

7

6

7.0

8.7

7.0

8.5

6.7

7.9

6.8

8.0

6.9

8.2

6.9

8.3

5

4

3

2

1

0

2011/12

2012/13

2013/14

2014/15

2015/16

2016/17

Year

Performance

Importance

Min Performance Target

Figure 3.3 Customer survey – Provision and maintenance of cycle ways

The City uses this information in developing the Corporate Business Plan and in allocation of resources in the budget to highlight many of the issues, and close the gap between importance and performance rating by the customers.

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3.2 Legislative requirements In addition to using asset management as a tool to manage the community’s assets and provide better services to the community, there are also legislative requirements that the City must comply with in relation to the management of its transport assets. The TAMP is governed by many legislative and statutory requirements including Australian and State legislation and regulations. Some of these are listed on Table 3.1 below.

Legislation/standard

Requirement

Western Australia Local Government Act 1995

This Act sets out the role, purpose, responsibilities and powers of local governments, including the preparation of a long-term financial plan supported by asset management plans for sustainable service delivery. Part 3, Division 3, Subdivision 5 establishes certain provisions about thoroughfares. Division 3 referring to Section 5.56 of the Act requires that each local government is ‘to plan for the future of the district’ by developing and adopting a strategic community plan and a corporate business plan. Part 6 establishes the local government’s functions with respect to secondary roads. This Act prescribes processes for minimised impact on heritage sites as a result of roadworks. Together, these Acts prescribe processes in the management and creation of roads and laneways. These set out the financial reporting standards relating to infrastructure assets. Standards of particular relevance to infrastructure assets include: • AASB 116 Property, Plant and Equipment – prescribes requirements for recognition and depreciation of property, plant and equipment assets • AASB 136 Impairment of Assets – aims to ensure that assets are carried at amounts that are not in excess of their recoverable amounts • AASB 13 – Fair Value Measurement – defines a market-based measurement system for ‘Fair Value’ measurement of assets. Asset management plans should be developed as informing strategies to allow a local government to set its priorities within its resourcing capacity and deliver short, medium and long-term community priorities and aspirations in their corporate business plan. This framework was developed to assist local governments plan and manage assets so that the long-term aspirations of their communities can be reached. These Acts provide for the safety and health of employees, contractors and the public utilising the City’s assets.

Local Government (Administration) Regulations 1996

Main Roads Act 1930

Aboriginal Heritage Act 1972 and Heritage Act of WA 1990 Town Planning and Development Act 1928, Land Administration Act 1997, Transfer of Land Act 1893 Occupational Safety and Health Act 1984 and Occupational Safety and Health Regulations 1996

Australian Accounting Standards

Integrated Planning and Reporting Framework and Guidelines

Asset Management Framework and Guidelines for Western Australian Local Governments

Table 3.1 Legislative requirements

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3.3 Current levels of service (LOS) The City of Stirling has defined three tiers of levels of service as shown in Figure 3.4 below.

Functional and safe transport network that meets the needs of our community Measure: community survey/customer request

Corporate levels of service

Strategic levels of service (renewals)

Defining transport network’s service levels Measure: condition, utilisation, functionality and risk

Service targets against individual activities Measure: performance against set service targets

Operation and maintenance service targets (operations and maintenance)

Figure 3.4 Levels of service

The City has also defined levels of service in two terms: • Community levels of service relate to how the community receives the service in terms of safety, quality, quantity, reliability, responsiveness, cost/efficiency and legislative compliance. • Supporting the community levels of service are operational or technical measures of performance

The first level, ‘corporate levels of service’, represents what the City expects to provide in terms of key customer outcomes, including: • Appropriateness of service • Accessibility to users 24 hours a day, seven days a week. • Relevance of the service being provided, in terms of demand characteristics, future demographics and where the pressure points are. The second level, ‘strategic levels of service’, encompasses what the City measures in terms of the quality, functionality, affordability and reliability of the services provided. The third level, ‘operation and maintenance levels of service’, represents what the City will do in real terms, ie, at what point the City will repair, renew or upgrade to meet the customer outcomes listed in the corporate and strategic levels. Typically, this has been documented in a Business Process Manual.

developed to ensure that the minimum community levels of service are met.

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The City’s current service levels are detailed as follows:

Key performance measure

Performance measurement process

Level of service

Performance target

Current performance

Community levels of service

Quality and function

7.6 average perceived performance on Provision of Roads 7.2 average perceived performance on provision of pathways 6.9 average perceived performance on provision of cycle ways

7.0 average perceived performance on provision of roads 7.0 average perceived performance on provision of pathways 7.0 average perceived performance on provision of cycle ways In alignment with corporate KPI >80% of all requests adequately responded to within target for asset and request type

Transport assets meet community needs

City of Stirling’s annual customer research in provision of roads and provision of pedestrian ways

Responsiveness

>80%

Response time to customer requests

Time taken to close road and pathways related requests

Safety

<24

12

Number of injuries and

Transport assets are safe to residents and users

damage claims attributable to transport assets condition

Technical levels of service

Quality

Condition of road network known

Condition survey Whole-of-network

Entire survey completed once every five years Survey due 2018

survey completed once every 5 years

Quality

Pathways: 0.01%. Roads: 4.48%

Assets renewed before the end of their useful life

Condition of road seal surface

Percentage of assets outside intervention level is less than 5% of total length

Function

All gifted assets meet construction specifications

All gifted assets meet construction specifications

Minimum widths as part of design and construction specifications Value of maintenance undertaken as a percentage of asset value

Adequate road and pathway widths for traffic demands Maintain assets by preventative maintenance Traffic management and Blackspot program to improve high-risk areas

Cost effectiveness

Roads <0.2% of value Pathways <2% of value

Roads 0.002% Paths 1.3%

Safety

Treatments completed

>10 projects per year

13 in 2017/18 FY

Table 3.2 Current levels of service

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Action plans for immediate high-risk situations with respect to transport assets is initially assessed or undertaken by the operations staff or the after-hours response team. Given the outcomes of an internal review with respect to the City’s transport maintenance services, the standards of maintenance detailed in this TAMP are considered reasonable and meet community expectations in the context of responsible and reasonable asset management.

The City is in the process of documenting its transport assets service targets, including: • The schedule of inspections to be undertaken • Tasks or work expected to be undertaken, eg, patching potholes • The conditions under which intervention action is to be taken with respect to repair or maintenance needs for defects reported or recorded during inspections • The priority given to the asset • Assessment of resources required to deliver the specified maintenance service. undertaken. The consultations with the community identified the importance of considering sustainability in our decision making. In terms of asset management, this translates to the following key principles: • Making informed decisions with a long-term view – aiming to balance current community needs and expectations with the future needs of our community • Integrating social, economic and environmental criteria in the management and assessment of our assets – aiming for a more holistic, systems-based approach. The City is in the process of determining community expectations in relation to each service criterion. The consultation will be based on a range of service level options and the associated cost of each option. 3.4 Desired levels of service In preparation of the City’s Strategic Community Plan, extensive community consultation was

The process will involve: • Setting minimum levels of

service, based on the minimum technical, environmental and legal requirements applicable to the service • Setting maximum levels of service, based on best practice and taking into account the condition and capability of the assets to deliver the service • Developing a range of service levels between the maximum and minimum levels selected • Calculating the cost of each option (ie, the average cost per rate payer). The above process will enable the City to set desired levels of service from assets based on long-term affordability.

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4.0 Future demand

The City’s fundamental role is to provide services to the community and its transport assets are a means to support this.

Transport asset management plans are critically driven by the needs of the services to be delivered and therefore meaningful transport asset strategies cannot be developed in isolation or in the absence of comprehensive service strategies. Maintaining the City’s transport assets without adequate regard for service needs may result in a well-maintained portfolio of assets, but it may also result in an asset portfolio which does not meet the needs of the community.

Consequently, future demand for roads and pathways assets is tied to the demand for the City’s services. This is a more complex consideration than simply ties to population growth. Issues such as changing demands for particular services, changing mixes in the balance between public and private service provisions, and changing community expectations of service levels all affect the need for transport assets.

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4.1 Demand forecast Factors affecting the demand of transport assets and services include population increase as well as changes in demographics, climate, service standards, land use, community preferences and expectations, travel patterns,

Table 4.1 below summarises the demand trends identified by the City and their impacts on service delivery.

Forecasting demand factors and trends and recognising service strategies assist the City in understanding the transport network portfolio needs across the City. Further specifics are detailed in the Local Planning Strategy.

government policy and increased urbanisation.

Demand factor

Present position Projection

Impact on services

Population

219,918 (2016 Census)

Increased population of 294,997 in 2031

Increased number of dwellings and customers expecting appropriate road network performance and provision An increase in the aged population has the potential to increase demand on services specific to that demographic

Demographics (2016 Census)

0-15

39,145 As the population continues to age, the percentage of residents over 65 years is forecast to increase

15-64 146,686 65+ 34,087 9 km of Additional laneways since 2013-14 Current network of 942 km

Laneways initiative

Additional 60 km of assets over 20 years

Maintenance regime of these assets needs to be defined and implemented Increase in the number of footpath assets requiring ongoing maintenance

Footpath project

Increase to 1,050 km by 2036

Stirling – Osborne Park (including industrial area) – Project: Stirling City Centre Innaloo – Doubleview – Projects: Scarborough Beach Road Corridor and Stirling City Centre Scarborough – Projects: Scarborough Beach Road Corridor

Identified growth area

Population increase in area to 21,067 by 2031 (14% growth expected)

Construction of new assets and upgrade to existing network will be required

Identified growth area

Population increase in area by 2031 to 30,589 (16% growth expected)

Construction of new assets and upgrade to existing network will be required

Identified growth area

Population increase in area by 2031 to 25,025 (10% growth expected)

Construction of new assets and upgrade to existing network will be required

and Metropolitan Redevelopment Agency area

Nollamara – Westminster

Identified growth area

Population increase in area by 2031 to 31,152 (10% growth expected)

Construction of new assets and upgrade to existing network may be required

– Project: part of Better Suburbs

Table 4.1 Demand drivers, projections and impact on services

• Remaining useful life of existing infrastructure • Early failure of some donated assets.

For capital and maintenance works, the demand drivers include: • Rapid asset growth • Increased age of existing assets • Increased community expectation of accountability of asset maintenance

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4.2 Changes in technology and processes The City is continuously monitoring new asset treatments or changes

within the industry that may be available to increase the life of its assets. Technological changes that could affect the delivery of services covered by this TAMP are documented in Table 4.2.

Technological change

Effect on service delivery

Bitumen quality

Bitumen manufacturers are constantly developing new products to suit modern- day applications and to cope with increased traffic volumes, solar radiation and environmental cracking. These improvements may mean roads have a longer useful life and require less maintenance. Cold asphalt mixes will also have the benefit of reduced environmental impact By exploring options to use recycled materials, there will be a dual impact in terms of reduction in greenhouse gas emissions and reduction in asset reconstruction costs, thereby enabling more assets to be renewed with the same allocation of funds Trenchless methodologies will have a positive impact on the City’s assets, as the integrity of the road or pathway is not compromised when installing new services within the road reserve Better models will help prioritise works and reach a lower lifecycle cost for the assets Savings in resources will be realised by using improved GIS technologies for data collection and management The capacity of the network will be extended by ensuring a more efficient utilisation of the network

Recycled materials

Trenchless technologies

Road and path deterioration and predictive modelling

Geospatial information systems (GIS)

Intelligent transport systems

Table 4.2 Changes in technology and forecasted effect on service delivery

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4.3 Demand management plan The City manages demand for new services through a combination of existing assets, upgrades to the existing assets and provision of new assets, along with non-asset solutions like insuring against risks and managing failures. The City currently implements the following demand management techniques: • Passive traffic management devices to restrict vehicle speeds, access to large vehicles and to encourage the use of alternative routes

• Signals and traffic management devices to manage traffic movement • Education and promotion of alternative modes of transport through the improvement of the pathway network • Integrated intelligent

transport system to improve the efficiency and reliability of traffic management systems.

Key opportunities to manage the demand of transport assets are listed in Table 4.3.

Activity

Demand management plan

Providing a transport network with sufficient capacity

Network analysis and modelling of identified high traffic area Perform analysis and modelling of proposed new developments to determine impacts to the current network Results incorporated into Forward Capital Works Five-Year Program prioritisation criteria Promote and develop public and alternative transport options around residential and commercial areas Risk criticality incorporated into Forward Capital Works Five-Year Program and Preventive Maintenance Programs prioritisation criteria Develop deterioration models for roads and pathways that fit empirical data and improve lifecycle management Continue traffic management initiatives and processes to address high-risk intersections and other locations in the road and pathways network Implement long-term plan for ROW dedication and upgrade based in approved funding and prioritisation matrix

Maintaining physical level of service

Providing a safe network

Rights of Way (ROW) initiative

Table 4.3 Demand management plan

The development of detailed demand management plans will be required to provide more accurate forecasts for: • Asset maintenance and rehabilitation

• New and in-fill development • Customer service demands.

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4.4 New assets from growth All new assets required to meet growth will be acquired from land developments or constructed by the City in accordance with the City’s design standards and industry guidelines. The City’s officers supervise all works to ensure compliance to the City’s specifications.

The growth for pathway assets is forecasted to be one per cent to two per cent each year. The pathway network is expected to extend to 1050 kilometres. This translates to an additional replacement cost of approximately $500,000 per year. Acquiring these new assets will commit the City to fund ongoing operations and maintenance costs for the period that the service provided from the assets is required. These new assets will require additional maintenance and operational funds in the order of $1.2 million per annum by 2028.

When the works are completed, the developers hand these assets over to the City for ownership and maintenance for the remainder of their useful life. However, a defect liability period of 12 months is applicable to all assets created by developers. Growth in the network can be linked to the development areas flagged as structured plan areas and to projects such as the Rights of Way initiative, New Footpath Strategy, the Stirling City Centre, Scarborough Beach Redevelopment, Scarborough Beach Rd Activity Corridor, Better Suburbs, and Stephenson Avenue extension/interchange and bus lanes implemented by Transperth. The forecast growth for roads can be derived from the sum of the planned laneway dedication and upgrade and the acquisition of new roads from developments based on an average from the last four years. This translates to an additional replacement cost of approximately $680,000 per year. This growth will continue to significantly impact on rehabilitation and renewals expenditure over time.

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5.0 Lifecycle

management plan

The lifecycle management plan details how the City will manage and operate its transport assets at the agreed levels of service while optimising lifecycle costs. Lifecycle management is recognised by the City as an essential component of this TAMP. This section of the TAMP provides details of the City’s data and processes required to effectively manage, maintain, renew and upgrade the City’s transport network. It also documents the analysis that the City undertakes regularly to predict and monitor expected future expenditure required to effectively manage the City’s transport network. Figure 5.1 (right) provides a graphical representation of the asset lifecycle including each of the stages an asset passes through during its life. Lifecycle asset management, means considering all management options and strategies as part of the asset lifecycle, from planning to disposal. The objective of managing the assets in this manner is to look at the long-term cost impacts (or savings) when making asset management decisions.

Figure 5.1 Asset lifecycle diagram

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Identify asset need

Plan

Disposal

Lifecycle Management Plan

Construct / acquire

Monitor and review need

Operate/ maintain

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5.1 Background data Effective lifecycle management relies on: • Accurate and up-to-date data on the asset base • Suitable processes and systems to collect, store, update and analyse the information • Forecasts, planning and management strategies based on the agreed levels of service • Appropriate operational activities to support the management of the assets and services.

• Road and pathways segmentation business rules • Condition data collection and analysis • Decision matrix and prediction modelling setup • Asset valuation setup.

To be able to manage the asset lifecycle effectively requires a sound understanding of the actual assets and their current condition, as well as ongoing performance. The City is reviewing and updating the Transport Business Process Manual. The manual documents: • The City’s system and data flow overview • Asset inventory and navigation structure

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5.1.1 Physical parameters The asset groups covered by this TAMP are shown in Table 5.1 below. Information on the asset base has been drawn from existing asset registers and information systems.

Asset type

Quantity

Description

Road – length

1,075 km Urban roads under control of the City

Pathways – length

942 km Paths to cater for pedestrian and cycle movements 441,810 m2 City-maintained car parks, on street and accessed off roadway

Car parks

Table 5.1 Inventory of assets

Roads are classified as per Main Roads WA’s Road Network Hierarchy. Table 5.2 lists the distribution of roads controlled by the City according to this hierarchy.

Hierarchy

Length (km)

Road network %

District distributor A (DDA)

135

12.6

District distributor B (DDB)

51

4.7

Local distributor (LD)

91

8.5

Access road

763

71.0

Laneways

35

3.3

Grand Total

1,075

100.0

Table 5.2 Road hierarchy inventory

There are almost 50 kilometres of primary distributor roads located within the City of Stirling. Responsibility for primary distributor roads falls with Main Roads WA, so they are not covered by this asset management plan. Record keeping of road information improved considerably with the introduction of the Road Management System (ROMAN I) in the 1980s and processes put in place in the City to capture and record road information. Construction information prior to implementation is not readily available. This TAMP covers the City’s pathways located within the road reserve and public access ways. Approximately 98 per cent of pathways are concrete construction. Other materials used in footpaths and cycle ways include brick paving, red asphalt, black asphalt and, in some areas, designated special pavers.

3%

13%

5%

8%

71%

Access Road

DDB

DDA

Laneway

LD

Figure 5.1 Road hierarchy inventory

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5.1.2 Asset capacity and performance Transport assets tend to have long useful lives, up to 50-60 years for some components. However, allowances for replacement due to deficiencies in capacity and performance must be made in any program. The City’s services are generally provided to meet design standards where these are available. The design standards ensure that the asset is capable of reaching its design life.

Strategy. Other deficiencies are shown in Table 5.3. The City continuously monitors and evaluates the condition, capacity, and safety of the road and pathway network. Service deficiencies are identified from: • Analysis of the capacity and safety performance of the transport network • Previous history of asset failure and historical performance of treatments.

Generally, with transport assets, this relates to: • The ability of the asset to convey the required volume of traffic • The durability of the asset to withstand the traffic within the design life. Areas where deficiencies in service performance exist have been included in the Rights of Way Management Strategy, the New Footpath Policy, the Traffic Management Warrants Policy and the Integrated Transport

Location

Service deficiency

Overall road network

With regards to the current growth being experienced within the City, some roads will require upgrading to cater for increased vehicle loads and traffic volumes. Some shared pathways are suspected to be running at capacity during peak hours and analysis is required on these areas of the network. In other areas, gaps in the network need to be reviewed which will encourage the uptake of cycling.

Key shared pathways

Table 5.3 Known service performance deficiencies

5.1.3 Asset condition The process of condition rating of transport assets is detailed in the City’s Transport Business Process Manual. The condition of the road network is assessed taking into account the pavement and wearing surface of the road and measure the severity and extent of cracking, pavement defects, pavement rutting, surface texture and asphalt condition.

The condition of the pathway network is assessed by measuring the severities and extents of cracking, distortion and displacement. The condition is measured using a five-tier rating system as described in Table 5.4.

Condition index

Rating

Description

1

Very Good Asset in sound physical condition. Insignificant deterioration visible. Only planned maintenance required Acceptable physical condition with minor deterioration. Minor maintenance required plus preventative maintenance Moderate to significant deterioration evident but asset still functions safely and at adequate level of service. Minor to moderate maintenance required to address defects Serious deterioration and significant. Substantial work required in short term to keep asset safe and operational Asset structure failed or failure is imminent. Possibly presenting safety risk. Major work or replacement required Fair Poor Very Poor Good

2

3

4

5

Table 5.4 Condition ratings

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