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2012 International Local Government and Asset Management Conference Gary Van Driel, General Manager – City Services Wed

2012 International Local Government and Asset Management Conference Gary Van Driel, General Manager – City Services Wednesday 2 May – Thursday May 3 2012. Greater Geelong City Council

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2012 International Local Government and Asset Management Conference Gary Van Driel, General Manager – City Services Wed

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  1. 2012 International Local Government and Asset Management Conference Gary Van Driel, General Manager – City Services Wednesday 2 May – Thursday May 3 2012

  2. Greater Geelong City Council • Geelong is located on Corio Bay, 75 kilometres south-west of Melbourne and is a region of contrasts with coastal, rural, urban and natural environments defining a landscape rich in diversity. Geelong Geelong Melbourne

  3. Geelong Today… • Victoria’s 2nd Largest City • 12th Largest urban centre in Australia • Population of around 220,000 • Rural, urban and coastal lifestyles • Labour force 110,000 (10% commute to Melbourne) • Manufacturing, Education, Research & Development, Health, Hospitality and Tourism

  4. Geelong Assets Operating Budget $260 million Capital Budget $84 million Total Replacement Value $1.7 Billion

  5. Roles and Responsibilities

  6. Roles and Responsibilities

  7. The Journey • Key Messages • Engineering professionals are geared to the “Asset Management” concept whereas Non engineering professionals were aligned more towards “Service Management”. (The Challenge was to combine these). • Asset Management at Geelong - a corporate supported– decentralized model supported by various Work Units. • There is a need to drill down into the organisation to get good “Buy In” at practitioner level. • It is most important to maintain protocols and even some sacrosanct rules for managing assets. • Black and white – negotiate away the grey.

  8. The Journey Key Reflections Landlord Analogy – helped understanding and “buy-in” from Non Engineering Asset Owners. Financials – automation of depreciation has been a real winner. Triggers to Act – Capitalization of Assets. Geographic Location was the Initial determinate of accountability. Followed by agreements.

  9. Special Roles Councillors Potential to set up a Project Control Group. Greater involvement is desirable. Layman's Language – Pictorial messages. New Capital vs Renewal Capital – the political imperative. Community Road related survey of community – statistical sample. Levels of Service.

  10. Successes at Geelong • In 1997 the Asset Steering Committee was formed and included three General Managers – three subgroups report upwards (Buildings, Land related, and Civil Infrastructure). • A central Asset Management Unit performs roles such as Asset Reporting and facilitation of Strategic AM across the City. • All of the City’s assets are in one system. This is mandatory. • Asset management reporting to Government is centralised. • A Support structure is in place. • Asset inventory officers. • Creation of - Polygons in GIS, Plans Scanning, Images created, Textural attributes.

  11. Conclusions • What has been learnt? • The Asset Management discipline is continuing to evolve and improve • AM Roles and responsibilities must be accurately defined • Relevant managers must make decisions on the ‘grey’ areas • Good Asset Systems are essential • Continuous improvement – eg “Service” is now the big ticket item • Keep looking at the big picture • Remember the 3 R’s

  12. Questions?

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