Asset Management Plan - Sewer

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Revision: 20120801114849

Published: September 2011


Executive Summary

What does the Organisation provide?

The fundamental purpose of this Asset Management Plan (AMP) is to apply the principles of Strategic Asset Management in Council’s long-term planning of its sewerage assets. Council's philosophy is to cater for community needs in line with future demand, current trends and provide desired levels of service within available resources and funding.

What does it cost?

Corowa Shire's sewerage asset stock has been valued at a gross replacement cost of $49.6M with these assets compromising of gravity mains and equipment with treatment plants.

With an annual depreciation rate (consumption over a twelve month period), of $693.0K, the Shire recognises the need to provide adequate renewal funding to compensate for this consumption over a 5-10 year period. There is also a requirement for funding the ongoing maintenance of approximately $385.2K per annum, as detailed in Section 6.2 of this Asset Management Plan.

Based on future demand modelling with data obtained from the Australian Bureau of Statistics (ABS), Council has earmarked upgrade funding, over and above normal maintenance and renewal funding of existing sewer infrastructure. This funding includes the Corowa Tree Lot Upgrade in 2012 ($900K), Corowa Treatment Plant Upgrade in 2021/22 ($15M) and Howlong Treatment Plant Upgrade in 2026/27 ($7M).

The current modeling for 10 years, as shown in Section 6.1.1, illustrates that current funding levels of on average $1.8M per annum in asset maintenance and renewal is considerably short of the optimal funding levels to achieve the desired level of service output over this time period.

Plan Framework

At a meeting focussed on the financial sustainability of local government in May 2006, the Local Government and Planning Ministers' Council (LGPMC) agreed that a nationally consistent mechanism for reporting the sustainability of local government authorities was required. At a subsequent meeting in March 2007, the Council endorsed three nationally consistent frameworks designed to tackle the issue of sustainability [1].

The Asset Planning and Management Framework was one of the frameworks that resulted from this process. This framework aims to strengthen strategic focus, streamline the planning and reporting processes and encourage integration between the various Council strategic documents and plans. It is designed to allow councils more autonomy in responding to their community’s various needs, and encourages elected representatives to play a leading role in developing long term plans.

The recommendations provided through this Asset Management Plan are essentially equipping Council to take a strategic approach to comply with the National Framework.

This AMP is prepared as a "Core" Asset Management Plan in accordance with the requirements of the National Framework and NSW Division of Local Government mandates. 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. The levels of service documented in this Asset Management Plan therefore reflect the best assumptions of current levels of service provided by Council, for the benefit of the community, in the context of Council's financial and human resources.

Future revisions of this Asset Management Plan will move towards "advanced" asset management using a "bottom up" approach for gathering asset information for individual assets to support the optimisation of activities and programs to meet agreed service levels.



This Asset Management Plan is designed to:

  • Demonstrate responsive management of assets and services provided by assets
  • Demonstrate compliance with regulatory requirements
  • Communicate funding required to provide the required levels of service

The Shire of Corowa is a rural community centrally located on the Murray River in southern New South Wales and covers an area of 2,329 km2, within easy travelling distance to the regional cities of Albury and Wodonga. Corowa Shire is bounded by the Victorian border to the south, Greater Hume Shire to the east, Urana Shire in the north and Berrigan Shire to the west. The Shire covers an area of 2,327 km2 and includes the towns of Corowa, Mulwala, and Howlong, the villages of Balldale and Daysdale and the rural localities of Rennie, Coreen and Lowesdale.

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On the 30th June 2010, Corowa Shire had an estimated population of 11,773[1] with a forecast population of 14,002 by 2031[2]. Around 85% of the population lives in the major townships of Corowa, Howlong and Mulwala[1].

The economy of Corowa Shire is based on manufacturing, agriculture and tourism. The agricultural industry is based on grazing, cropping and intensive irrigation activities. Major food processing facilities are located adjacent to Corowa and also at Wahgunyah in Victoria. In September 2010, Corowa Shire's total gross regional product was valued in excess of $1,200 million[3].

This Asset Management Plan is to be read in conjunction with the following associated planning documents:

  1. Australian Council of Local Government's National Asset Management Framework
  2. NSW Division of Local Government's Integrated Planning and Reporting Framework
  3. Corowa Shire Council's Asset Management Policy
  4. Corowa Shire Council's Asset Management Strategy
  5. Corowa Shire Council's Community Strategic Plan
  6. Corowa Shire Council's Long Term Financial Plan
  7. Corowa Shire Council's Strategic Business Plan for Sewerage Services

Key stakeholders in the preparation and implementation of this Asset Management Plan are:

  • Council Staff
  • Councillors
  • Local Residents
  • Local Businesses
  • Management Committees of the Environment
  • Council Business Units - Operational Delivery, Local Laws, Land Use & Development Planning
  • Developers

Levels of Service

Customer Research and Expectations

Corowa Shire is a small council that relies on customer interaction through a dedicated Customer Request Management Process. Hence the Shire has not carried out any detailed research on customer expectations. This will be investigated for future updates of the Asset Management Plan, in line with Division of Local Government requirements.

Legislative Requirements

In accordance with this plan, Corowa Shire has to meet many legislative requirements including Federal and State legislation, and State regulations. These include:

Table 1: Legislative Requirements
Legislation Purpose
NSW Local Government Act 1993 This Act provides the purpose, objectives, functions and powers of Local Government in relation to the management of community infrastructure.
Local Government Code of Accounting Practice and Financial Reporting NSW Division of Local Government code that documents fair value legislation introduced in 2007 in accordance with Australian Accounting Standard 116 for property, plant and equipment.
Protection of the Environment Operations Act 1997 This Act places a 'duty of care' on people not to undertake activities that will cause environmental harm.
Occupational Health and Safety Act 2000 The objects of this Act are to secure and promote the health, safety and welfare of people at work and hence when Council employees undertake works, must do so with regards to the various requirements of this act.
Public Health Act 1991 This Act consolidates previous Acts relating to Public Health and provides for the prevention and spread of disease.

Current and Target Levels of Service

Corowa Shire Council has defined service levels 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 service levels are operational or technical measures of performance developed to ensure that at least the minimum community levels of service are met.

At present, indications of current and target levels of service are obtained from various sources including:

  • Residents' feedback to Council and staff.
  • Operations staff feedback to management.
  • Feedback from other stakeholders.
  • Service requests and related correspondence entered in Council's Customer Request System.
  • Physical measurements of quality standards.
  • Legislative standards (minimum requirements).

In future, it is also expected that Council will undertake specific customer surveys to validate these levels of service. The current and desired Level of Service Matrix presented below is reproduced from Council's Strategic Business Plan For Sewerage Services.

Table 2: Levels of Service
Description Unit Level of Service
Current Target#
Availability of Service
Extent of area serviced Serviced area 100% within the defined service area 100% within the defined service area
Frequency of System Failures
Category 1 - Failure due to rainfall and deficient capacity No / 5 years 1 0
Category 2 - Failure due to pump or other breakdown including power failure No / year 2 0
Category 3 - Failures due to blockages No / year +50 <10
Response Times to System Failures - (Defined as the maximum time to have staff on site to commence rectification after notification)
Priority 1 (Major spill, significant environmental or health impact, or affecting large number of consumers ie a major main)
Response time during working hours Minutes 60 60
Response time after hours Minutes 60 60
Priority 2 (Moderate spill, some environmental or health impact, or affecting small number of consumers ie other mains)
Response time during working hours Hours 3 2
Response time after hours Hours 4 3
Priority 3 (Minor spill, little environmental or health impact, or affecting a couple of consumers)
Response time during working hours Hours 4 3
Response time after hours Hours 6 4
Response Times to General or Minor Customer Complaints and Inquiries - (Times for 95% of complaints)
Written complaints Working Days 10 5
Oral complaints Working Days 2 1
Odour Complaints
Treatment works No / year 5 <2
Pumping station No / year 5 <2
Effluent and Biosolids Management
Meet license requirements Meet license requirements
Discharge Effluent Quality - (90 percentile licence limits)
Biochemical oxygen demand mg/L 10 10
Suspended solids mg/L 34 15
Total nitrogen mg/L 22 10
Ammonium nitrogen mg/L 2 2
Oil and grease mg/L 6 2
Total phosphorus mg/L 8 0.3
80 percentile faecal coliforms cfu/100mL 657 200

Note: The Levels of Service are the targets, which Council aims to meet; they are not intended as a formal customer contract.

Future Demand

The Shire's planning for future infrastructure is based on future demand and demographics. This is in essence a service-centric philosophy, ie. service needs drive asset creation and renewal strategies.

Demand Forecast

The table and graph below represent future demographic projections for Corowa Shire. These projections show modest growth in population and development within the region over the coming 10 to 20 years. Most categories stay reasonably static over the reporting period, the only demographic with significant growth is the 65+ age bracket. An increasingly aged population has minimal direct effect on the demand for infrastructure assets maintained by Corowa Shire Council. As shown in Section 5.4 and Section 5.5, the focus of Council is on continuing asset renewal rather than upgrade for the foreseeable future.

Table 3: Corowa Shire Future Demographic Projections[2]
Forecast Year 2006 2011 2016 2021 2026 2031
Population 11,432 11,883 12,426 12,940 13,457 14,002
Average Annual Change (%) 0.78 0.9 0.81 0.79 0.8
Households 4,750 4,999 5,272 5,546 5,821 6,096
Average Household Size (persons) 2.38 2.35 2.32 2.3 2.28 2.27
Population in non private dwellings 143 143 193 193 193 193
Dwellings 5,191 5,463 5,763 6,063 6,363 6,663
Dwelling occupancy rate 91.5 91.51 91.48 91.47 91.48 91.49

Figure 1: Projected Population for Corowa Shire by Age [4]


Lifecycle Management Plan

Background Data

This section of the plan describes the funding strategies for the long term management of this asset class. It includes "what-if" scenarios to articulate the relationship between "desired level of service", and "required funding" to action that level of service.

Physical Parameters

The table below shows the asset stock and the gross replacement value as of 12th May 2016.

Table 4: Assets Covered By This Asset Management Plan
Asset Category Replacement Value Quantity / Asset Stock
Gravity Sewer Main $18,349,797 117.4 km
Rising Sewer Main $2,701,663 37.8 km
Sewer Manhole $4,298,935 1,714 item(s)
Sewer Pump Station $2,301,804 400 item(s)
Sewer Pump Station Well $1,938,079 65 item(s)
Sewer Treatment Works $19,969,154 119 item(s)

Average Consumption of Council’s Infrastructure

The figure below shows the average health (remaining life) of Council's sewerage stock. The remaining life is based on an assessment of the condition of sewer assets.

Figure 2: Asset Health


Asset Capacity and Performance

Locations where there are deficiencies in service performance have not been formally identified in 2012. Council aims to undertake a functionality/safety audit to determine compliance with standards over the next three years. Upgrades included in the Financial Plan of this Asset Management Plan have been included as a result of recommendations made in Council's Strategic Business Plan for Sewerage Services.

Asset Condition

Condition is measured using a 1 – 5 rating system as suggested in the NSW Division of Local Government's Integrated Planning and Reporting Framework Manual.

Table 5: Condition Rating System
Rating Condition Description
1 Excellent Only cyclic maintenance required.
2 Very Good Minor maintenance required plus cyclic maintenance.
3 Good Significant maintenance required.
4 Average Major maintenance required.
5 Poor Significant renewal/upgrade required.

The condition distribution of Corowa Shire's sewerage assets is shown below.

Figure 3: Current Condition Distribution







The maps below spatially represent the condition of sewer mains, manholes and pump station wells in Corowa, Howlong and Mulwala.

Figure 4: Condition Maps of Corowa Shire's Sewer Assets
South Corowa

Asset Valuations and Sustainability

In line with NSW Division of Local Government Fair Value, Corowa Shire has determined gross values and depreciation for its assets on the basis of Australian Accounting Standard 116. The methodology of valuations including the key parameters shown below are referenced in Council's Asset Valuation Manual.

The asset values and sustainability ratios shown below are calculated based on asset valuations as at 12th May 2016. A full revaluation of these assets was last performed in the 2011-12 financial year.

Table 6: Asset Valuations
Asset Category Replacement Value Depreciable Amount Written Down Value Annual Depreciation
Gravity Sewer Main $18,349,797 $18,349,797 $13,151,310 $123,313
Rising Sewer Main $2,701,663 $2,701,663 $2,095,347 $21,705
Sewer Manhole $4,298,935 $4,298,935 $2,794,063 $53,721
Sewer Pump Station $2,301,804 $2,301,804 $1,127,842 $65,346
Sewer Pump Station Well $1,938,079 $1,938,079 $1,522,176 $27,888
Sewer Treatment Works $19,969,154 $19,969,154 $13,648,674 $401,002
Total $49,559,432 $49,559,432 $34,339,410 $692,975

The following table reports Corowa Shire's sustainability ratios as per the National Framework - Criteria for Assessing Financial Sustainability. Sustainability is measured on the basis of the ability of the organisation to fund the ongoing replacement of assets being consumed.

Three ratios are used to measure asset sustainability:

Asset Sustainability Ratio
Annual capital renewal expenditure divided by annual depreciation.
Asset Consumption Ratio
Written down value as a percentage of replacement value.
Asset Renewal Funding Ratio
Capital renewal budget in the Long Term Financial Plan compared to the optimal budget detailed in this plan.

These figures should be viewed in conjunction with the asset quantities in Section 5.1.1. If there is a relatively small number of assets covered by a certain asset type, renewals and upgrades are likely to occur relatively infrequently and as a consequence sustainability ratios will often be either zero or unrealistically large.

Table 7: Asset Sustainability
Asset Category Sustainability Ratio Consumption Ratio Renewal Funding Ratio
Sewer Equipment 194.7% 64.8% 107.1%
Sewer Mains 86.5% 64.8% 77.0%
Sewer Pits 70.5% 66.2% 62.0%
Total 144.5% 65.0% 95.8%

Risk Management Plan

A risk register framework and risk management for future capital works will be developed in the next iteration of the Asset Management Plan.

Maintenance Planning

Maintenance as described in Corowa Shire's Asset Management Policy includes reactive and planned maintenance work activities.

Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions.

Planned maintenance is repair work that is identified and managed through a Maintenance Management System (MMS). Planned maintenance activities include inspection, assessing the condition against failure/breakdown experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

The maintenance plan showing inspection frequencies and locations for the three townships is shown in:

Summary of Future Costs

Future maintenance costs are forecast to increase with inflation over the planning period.

Figure 5: Projected Maintenance Costs




Deferred maintenance, ie. required maintenance works identified but unable to be funded, are to be included in the risk assessment process in the Risk Management Plan.

Renewal/Replacement Plan

Renewal expenditure is major work which does not increase an asset's design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity. Work over and above restoring an asset to original capacity is upgrade/expansion or new works expenditure. Council has modeled three scenarios for determining the optimal renewal budget over 10 years.

Service Level Scenarios

Scenario 1 - Affordable Funding
Impact on service levels if funding levels are maintained due to budget constraints. This model also includes some renewal and upgrade projects that are considered compulsory by Council, but may have been omitted if budget was the only constraint.
Scenario 2 - Optimal Funding
Maintain asset stock at current service levels. The current condition of asset stock is determined and then the budget required to maintain this condition is calculated.
Scenario 3 - Compromise Funding
A compromise between the Affordable and Optimal model. The current condition of asset stock is determined (using the five point condition scale), the required condition is set at half a point less than the current condition, and then the budget needed to maintain the new required condition is calculated.

The results of each scenario are shown below in an integrated combined model. This analysis has been derived in Council's modelling using Assetic's MyPredictorTM software.

Figure 6: Projected Renewals & Replacements Costs













Future sewerage asset renewals are summarised below.

Table 8: Future Asset Renewal Projects
Ledger No Description Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
04-29-05-01 Sewer Mains $125,000 $128,125 $131,328 $134,611 $137,977 $141,426 $144,962 $148,586 $152,300 $156,108
04-29-05-01 Sewer Pump Stations $175,000 $179,375 $183,859 $188,456 $193,167 $197,996 $202,946 $208,020 $213,221 $218,551
04-29-05-01 Sewer Treatment Plant $50,000 $51,250 $52,531 $53,845 $55,191 $56,570 $57,985 $59,434 $60,920 $62,443
  • Total project cost may be split into renewal and upgrade components. If the project affects assets in more than one asset class, the cost can also be split across Asset Management Plans.
  • Projects often do extend over multiple years.
  • Renewal costs will not marry up exactly between the above graph and table. The graph uses values calculated through the modelling process which usually does not take into account individual capital works projects, but instead attempts to optimise the work completed with the available budget.
  • For a complete understanding of how project cost has been split up, please see the table here.

Adopted Renewal Planning Funding

The adopted renewal planning funding is Scenario 1, the Affordable Funding model. There were two main reasons that this model was chosen over the Optimal Funding and Compromise Funding models.

  1. The primary reason was cost. With the funding sources that are currently available to Council the Optimal and Compromise Funding models would stretch the budget too far. Loans could be obtained to fund some of the capital works, however this is an unsustainable practice.
  2. Related to the issue of cost, there are a number of key community projects that are considered compulsory by Council. In order to seriously consider the other models these projects would need to be scrapped. Subsequently Council has decided to accept a decrease in level of service in exchange for the completion of these key projects.

Creation/Acquisition/Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs.

Future new/upgrade/expansion forecasts, including the year of commissioning are summarised below.

Figure 7: Projected Upgrade Costs


Table 9: Future Asset Upgrade Projects
Ledger No Description Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
04-29-05-01 Corowa Sewer Treatment Plant - Upgrade $450,000 $450,000 $0 $0 $0 $0 $7,500,000 $7,500,000 $0 $0
  • Total project cost may be split into renewal and upgrade components. If the project affects assets in more than one asset class, the cost can also be split across Asset Management Plans.
  • Projects often extend over multiple years.
  • For a complete understanding of how project cost has been split up, please see the table here.

The criteria and justification for the upgrade plans and associated costs are specified in Council's Strategic Business Plan for Sewerage Services.

Disposal Plan

Disposal is any activity associated with disposal of a decommissioned asset including sale, demolition or relocation.

Currently there are no assets for planned disposal.

Financial Summary

Financial Statements and Projections

The financial projections are shown below for projected maintenance and capital expenditure (renewal and upgrade/expansion/new assets).

Figure 8: Projected Total Costs


Life Cycle Costs (Current Funding Scenario)

Life cycle costs (or whole of life costs) are the average annual costs that are required to sustain the service levels. Life cycle costs include maintenance and renewal expense.

Table 10: Life Cycle Costs
Budget Year Adopted Optimal Budget Gap
1 $2,105,291 $1,478,206 $627,085
2 $882,318 $1,512,647 $-630,328
3 $710,246 $1,065,648 $-355,402
4 $868,136 $957,236 $-89,100
5 $1,045,222 $1,122,918 $-77,697
6 $860,321 $909,902 $-49,581
7 $1,045,871 $1,770,589 $-724,717
8 $1,062,245 $1,837,893 $-775,648
9 $7,078,516 $1,895,088 $5,183,428
10 $7,097,002 $1,955,609 $5,141,393
11 $1,114,814 $2,017,503 $-902,689
12 $1,133,488 $2,081,590 $-948,103
13 $1,152,600 $2,147,433 $-994,834
14 $1,172,667 $1,769,630 $-596,963
15 $1,892,124 $2,284,953 $-392,829
16 $1,917,082 $2,356,773 $-439,692
17 $1,235,167 $2,431,974 $-1,196,807
18 $1,257,338 $2,508,762 $-1,251,424
19 $1,280,132 $2,587,595 $-1,307,463
20 $1,303,476 $2,670,197 $-1,366,720
Total $36,214,056 $37,362,147 $-1,148,092

Corowa Shire will manage the life cycle 'gap' by developing this Asset Management Plan to provide guidance on future service levels and resources required to provide these services. This includes future consultations with stakeholders and community in line with NSW Division of Local Government's Integrated Planning and Reporting Framework.

Funding Strategy

Projected expenditure identified in Section 6.1 is to be funded by Council's Sewer Fund and various Government Grants. For a detailed breakdown of the funding strategy, please refer to Council's Long Term Financial Plan and Strategic Business Plan for Sewerage Services.

Key Assumptions made in Financial Forecasts

Key assumptions made in this Asset Management Plan are:

  • Many assumptions have been made when splitting the budget of various jobs across asset classes and work type (maintenance, renewal, and/or upgrade). Most capital works jobs are complex and do not necessarily slot neatly into individual categories.
  • Modelling asset renewal programs requires that intervention triggers, treatment costs, treatment effects, condition-life profiles, and maintenance costs to be entered along with all relevant assets and their attributes. While models are not meant to exactly replicate the real-world situation at a detailed level, it is hoped that the information entered is close to the average allowing an accurate overview of the given scenario.
  • Current service levels for the Shire's infrastructure assets are generally satisfactory. In the future community consultation will be used to more accurately gauge this. With present budgets most asset classes will see a reduction in service level over the financial planning period. As the Council shifts it's focus from asset upgrade to asset renewal it is hoped that this can be addressed.
  • Maintenance cost does not increase with decreased asset condition. In most cases this is not true, as a result this will be addressed in future iterations of this Plan.

The following table summarises the confidence levels of information contained in this Asset Management Plan.

Table 11: Confidence Rating
Asset Category Inventory Condition Age Performance Overall
Sewer Equipment B B A D B
Sewer Mains A C B D B
Sewer Pits A C B D B

Table 12: Confidence Definitions
Confidence Grade General Meaning
A Highly Reliable < 2% Uncertainty
Data based on sound records, procedure, investigations and analysis which is properly documented and recognised as the best method of assessment.
B Reliable 2-10% Uncertainty
Data based on sound records, procedures, investigations, and analysis which is properly documented but has minor shortcomings’ for example the data is old, some documentation is missing and reliance is placed on unconfirmed reports or some extrapolation.
C Reasonably Reliable 10 – 25 % Uncertainty
Data based on sound records, procedures, investigations, and analysis which is properly documented but has minor shortcomings’ for example the data is old or incomplete, some documentation is missing and reliance is placed on unconfirmed reports or significant extrapolation.
D Uncertain 25 –50% Uncertainty
Data based on uncertain records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolation from a limited sample for which grade A or B data is available.
E Very Uncertain > 50% Uncertainty
Data based on unconfirmed verbal reports and/or cursory inspection and analysis.

Note that uncertainty is cumulative. Therefore the uncertainty limits in financial forecasts will be the sum of the inaccuracies of the data and quality of assumptions that is used to produce it.

Asset Management Practices

Figure 9: Asset Management Practices
Asset Management Practices.png

Plan Improvement and Monitoring

Improvement Plan

The asset management improvement plan generated from this Asset Management Plan is shown in the table below.

Table 13: Strategic Actions
Section Task Responsibility Timeline
Levels of Service Council will undertake specific customer surveys to validate current levels of service where these have been documented and endorsed as part of Council's policy. These surveys are to be Corowa Shire specific. For asset classes that currently do not have documented Levels of Service, Council will develop these in consultation with key stakeholders. Asset Management Unit / Engineering Department 2014-15
Future Demand In future, Council will aim to link demand modelling and future upgrade modeling through a science based approach. Asset Management Unit / Engineering Department 2015-16
Risk Management To develop a corporate risk management framework based on AS3760. Further develop a specific operational risk register for each asset class based on its individual requirements. Asset Management Unit 2014-15
Maintenance Plan For those asset classes that do not have a detailed Maintenance Plan the current maintenance procedures will be documented. Asset Management Unit / Engineering Department 2013-14
Maintenance Cost Recording To record maintenance expenditure into planned and reactive categories. Asset Management Unit / Finance Department 2015-16
Program Condition Assessment To improve the efficiency of condition assessment by incorporating it with each planned inspection. Asset Management Unit 2013-14
Renewal Modelling Improve modelling methods to better represent real-world conditions and long term outcomes, including relating maintenance expense with condition, add hierarchy as a treatment trigger and improved budget estimates. Asset Management Unit / Finance Department 2013-14
Program Capacity & Functionality Assessment To enable Council to determine future upgrades and expansions, Council will develop an assessment framework that measures the asset's capacity and functionality using industry standards and legislative requirements. Asset Management Unit 2015-16

Monitoring and Review Procedures

This Asset Management Plan will be reviewed during annual budget preparation and amended to recognise any changes in service levels and/or resources available to provide those services as a result of the budget decision process.

This Plan will be reviewed at a frequency as stipulated in the Division of Local Government's Integrated Planning and Reporting Framework, ie. at least every 3 years.


  1. ^ a b Australian Bureau of Statistics (2012), National Regional Profile: Corowa Shire (A) (Local Government Area), 
  2. ^ a b (June 2011), Riverina Cities - Population and Household Forecasts (2006 to 2031) - Corowa Shire, .id 
  3. ^ Compelling Economics (September 2010), REMPLAN 
  4. ^ NSW Department of Planning and Infrastructure (2010), Population and Housing Projections, 
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