TABLE OF CONTENTS
1 Introduction 5
1.1 Why Asset Management is Important? 5
1.2 Organisational Commitment 5
1.3 Progress Made 6
1.4 Strategic Linkages 6
1.5 Organisational Asset Management Linkages 6
1.6 Key Stakeholders 7
1.7 Issues 7
2 Demand management 7
2.1 Overview 7
2.5 Teaching Spaces 10
2.6 Consideration of Capacity – Supply vs Demand 11
3 Levels of service 12
3.1 Overview 12
3.2 Strategic Levels of Service 12
3.3 Tactical Levels of Service 13
3.4 Operational Levels of Service 13
3.5 External Level of Service Requirements 14
4 Asset description – knowing what we have 14
4.1 Overview 14
It explains the importance of asset management, the level of organisational commitment, and progress made to improve the quality of the information. It also summarises the key linkages with strategic and other asset planning documents, and the main issues.
1 Why Asset Management is Important?
The tertiary education sector currently manages in excess of $7 billion of public capital assets. It provides a unique service and requires capital assets that support excellent educational outcomes, including facilities, base infrastructure and specialist teaching equipment. The effective management of assets is therefore an essential business process, providing the opportunity for organisational efficiencies, improved asset utilisation, reduced operating costs, more effective use of capital.
An Asset Management Plan (AMP) is a key part of the asset management process. It provides a description of the overall system components, and summarises key asset and planning information at a single point in time. Its primary purpose is to identify the financial consequences of delivering education services through physical assets, describing:
• the importance of physical assets to delivering organisational objectives and outcomes;
• the quality of existing physical assets in terms of condition and asset performance;
• the assets needed to meet or sustain current levels of service, and to address current and future shortfalls;
• the feasible asset and non-asset solutions to address identified shortfalls; and
• the level of organisational commitment and planned improvements.
2 Organisational Commitment
• Describe the Council involvement in capital asset management and the associated reporting requirements.
• Identify the primary management positions with specific capital asset management responsibilities, including the CAM ‘champion’.
• Identify the members of the Asset Management Steering Group and describe its activities and links with other management groups.
3 Progress Made
• Briefly document the history of asset management planning for the organisation and service.
• Shows evidence that progress is being made and the organisation is committed to implementing asset management planning as a ‘business as usual’ process.
4 Strategic Linkages
• Briefly describe direction from the following perspectives:
o Organisation vision and objectives
o Service planning, i.e. strategic direction for the service being delivered
o Investment Plan
o Annual or business plans
o Key planning assumptions and constraints
• Linkages between Asset Plans within the organisation
• Linkages between Asset Plans on a regional and national perspective
• Linkages with community, government and industry
5 Organisational Asset Management Linkages
Describe the linkages with other organisational asset...