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Asset Management Data & Systems

Asset Management Data & Systems. Jim Wilkin. Asset Management at Bayside. Asset management a corporate function Asset Management group Centralised asset management database, Asset Infrastructure Management System (AIM)

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Asset Management Data & Systems

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  1. Asset ManagementData & Systems Jim Wilkin

  2. Asset Management at Bayside • Asset management a corporate function • Asset Management group • Centralised asset management database, Asset Infrastructure Management System (AIM) • AIM links to financial reporting and has ability to link to EDMS, GIS and CSR

  3. All maintenance is carried out by external service providers: • Citywide looks after our Roads, Footpaths, Drains, Parks and Trees • UMS (Urban Maintenance Systems) maintains Council Building Assets

  4. FACILITIES MAINTENANCE INFRASTRUCTURE MAINTENANCE PAVEMENT MANAGEMENT SYSTEM AIM TREES MAINTENANCE PARKS MAINTENANCE

  5. Recording through mobile computing What is the challenge ? • Each service provider uses a different system to the Corporate Asset Information Management System (AIM) • Integration of systems

  6. Service providers systems • Citywide use TRAX • UMS have WSM

  7. WSM

  8. The one thing that each of these systems have in common with the Bayside AIM system is the Asset ID, which is consistent. This ID becomes the key in sending information back to the AIM system

  9. GIS integration • All Bayside Council Assets have been located in GIS • The AIM system can be linked to GIS, the CSR system and also the EDMS “TRIM”

  10. Benefits of a corporate system • Centralised information • Each asset can have stored actual invoicing • costs, condition data, inspections, attribute data, • floor plans, lease agreements, etc • Asset financial information can be capitalised • seamlessly into the Capital Value Register

  11. Building condition data Buildings have been itemised by element (ie. air system, roof, doors, floors etc) and have been condition assessed individually using the 0-10 Moloney rating system

  12. Life cycle renewal planning Condition audits and Life cycle costing audits undertaken by the service provider are audited by Council and captured in AIM + Renewal modelling based on LOS = Long term capital renewal program linked to Council Long Term Financial Plan and Council Plan

  13. Defects and programmed maintenance • In addition we carry out defect inspections using mobile computing • Defects outside intervention levels are repaired within the specified contract timeframes • From defect inspections, AIM produces maintenance programs

  14. Bayside vision for the future • Knowing everything about our assets • Maintaining assets to meet community needs • Long term renewal planning that is sustainable • Service driven asset management plans

  15. Case Study – Pavilion Renewal Strategy Peter Drummy, CT Management • Peter presents an example of how Bayside is moving forward in establishing a Pavilion Renewal Strategy (PRS) • PRS uses information from AIM, renewal modelling and service strategies • PRS informs the Asset Management Plan and long term program for delivery

  16. Peter Drummy

  17. Project Objective – Develop Long Term Service Plan for Pavilions

  18. Key Project Steps • Establish Cross Functional PRT • Develop pavilion categories • Develop “standards” for each category: • Regional • District • Local • Jointly assess each pavilion against standards to identify: • Upgrade • Renewal (fit out related)

  19. Assessment against Required Standards Individual Pavilion Summary Summary All Pavilions

  20. Next Key Step – Validation with Council Renewal LT $ Plan Model renewal for only Pavilions Compare latest field results against model Ensure renewal funding “matched” model & $ Plan

  21. Conclusions • Cross Functional approach imperative – “ownership of outcomes” • (Rec, Finance, Asset Man and Build Mtce) • LT $ Plan for Pavilion Renewal “no surprises” • Pavilion standards needed to reflect community & sport needs • Council now has ability to compare/validate standards against cost

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