1. Considera usted que los controles físicos y sistemáticos, que se utilizan actualmente sobre la producción de los productos elaborados en empresa son:
2.1 MARCO CONTEXTUAL.
2.2.2 Conceptualización de la Propuesta de Solución
The objective of the Manawatu District Council’s Asset Management policy for the Roading activity is to ensure that Council’s service delivery is optimized to deliver the purpose of local government (as defined in the Local Government Act 2002), agreed community outcomes and levels of service, manage related risks, and optimize expenditure over the entire lifecycle of the service delivery, using appropriate assets as required.
2.10.2
Principles
The following principles will be used by Council to guide Asset Management Planning and decision making:
Effective consultation to determine appropriate Levels of Service.
Ensuring service delivery needs form the basis of asset management.
Integration of asset management with corporate, financial, business and budgetary planning using asset/Asset Management Plans and Council’s LTP to demonstrate this.
Integration with neighbouring authorities and other agencies including NZ Transport Strategy, National Land Transport Programme, and the Regional Land Transport Strategy, and shared services agreements.
Integration of asset management within Council’s strategic, tactical and operational planning frameworks.
Informed decision making taking a lifecycle management and inter-generational approach to asset planning.
Transparent and accountable asset management decision-making.
Sustainable management providing for present needs whilst sustaining resources for future generations.
2.10.3
Linkages
This Asset Management Policy links to Council’s LTP, the Horizons Regional Land Transport Strategy, and Roading Asset Management Plan. New Zealand Transport Agency asset management requirements form this Policy’s minimum asset management practice requirements.
2.10.4
Practice Assessment
Council has undertaken a structured assessment of the appropriate level of asset management practice for the Roading assets. This structured assessment follows the guidance provided in Section 2.1.3 of the International Infrastructure Management Manual. The results of this assessment was that the Roading was considered Intermediate.
2.10.5
Implementation and Review
This Asset Management Policy has been implemented in conjunction with the 2015 Asset Management Plans and 2015 LTP.
Council staff have completed a detailed analysis of appropriate asset management practice within the guidance offered by this Policy. This analysis has examined asset description, levels of service, managing growth, risk management, asset lifecycle decision making, financial forecasts, planning assumptions and confidence levels, improvement programmes, use of qualified persons and Council commitment to asset managing planning.
The next full review of this Asset Management Policy shall be completed in June 2017 prior to completing Asset Management Plan updates to support the 2018 LTP.
2.10.6
Compliance Status
Roads and footpaths are vital network for MDC, and the tourist, agricultural and forestry economies of the District rely on this service.
There are a range of issues affecting the network, particularly changes in demand due to land use, traffic composition and demographics. These are not described or illustrated in sufficient detail to develop solutions and consider options or funding requirements. Asset condition and performance
discussion is fairly limited; it is likely that as funding becomes more constrained that robust lifecycle planning and funding requirements will be essential.
While there is a focus on pavements, there is a minimum level of understanding required for management of other asset groups. In particular, footpaths are an issue in centres where there is higher pedestrian use and an aging population.
Safety is not well integrated in to the AMP. Alignment of objectives and regional initiatives should be reflected in the AMP.
A lack of supporting information and references has affected the peer review scoring of the AMP. The consequence is that the score is lower than the true level of AM practice, as is solely based on what is presented in the AMP. Fortunately it is relatively easy to improve the quality of the AMP by better referencing of supporting documents, and describing actual practices in places where this increases confidence in the AMP.
Figure 2-3: Peer Review Scoring – October 2013
0% 20% 40% 60% 80% 100% Description of Assets Levels of Service Managing Demand Risk Management Lifecycle Decision Making Financial Forecasts Planning Assumptions and Confidence Levels Outline Improvement Programmes Councils Commitment Sustainability Planning by Qualified Persons AMP Format Existing Status Appropriate Level With Improvement Items Fully Comprehensive
3
Description of Assets
3.1
Overview
Roading is a significant essential service for Manawatu District Council. The transportation function represents around 18 % of Council’s overall annual operating expenditure, with capital works also making up a large proportion of the Council’s expenditure.
The following information provides an overview of the assets involved in the Manawatu District transportation activity. The information shown is collated here as a reference resource of the extent of the assets involved.
3.1.1
Asset Register
The Roading assets are managed in a RAMM (Road Assessment and Maintenance Management) Database. Over 85,500 individual asset components are detailed in the database which provides the functionality to undertake following activities
Forward Works planning.
Valuation.
Remaining Useful life monitoring.
Maintenance Task Dispatching.
Aggregating Data for reporting.
Cost code management.
Forecasting.
Limited access is provided to the RAMM database to licensed users of the database, to manage and control data integrity.
3.1.2
Data Collection
Existing assets – the assets contained in the database, with useful life remaining are managed both in the field with electronic collection devices, and in-house with desktop application. Modifications consist of maintenance cost inputting, updating replacement information and work programme management.
Vested assets – New assets, that are constructed by Council initiated work programmes or new land development is uploaded into the RAMM database. Pre-established default unit rates and useful lives automate and simplify the process for future data management. Specific requirements are required as part of construction projects and subdivision development to provide the data in an electronic format complying with Council’s requirement to simplify and ensure quality data uploads.
Disposal of assets – Any surplus asset that is removed from service, is deleted from the RAMM database.
3.1.3
Condition Monitoring
The inspections of roads, bridges and structures, culvert inspection, traffic facilities (signs and lights), is undertaken on a regular cycle by both the road network maintenance contractor and Council’s Roading engineers to monitor and evaluate the asset conditions. Specific inspections are initiated after weather events to ensure road closures and damage is managed in a timely manner.
Specialist inspections of roads are conducted annually on specified roads to assess the condition rating (roughness) of pavements and footpaths. External service providers provide the resource to complete these surveys.
The condition of the assets are linked to the levels of service specified in the LTP, this Asset plan and the road network maintenance contract.
3.2
Asset Description
The Manawatu District is diverse in terms of the geographic and topographic nature of the area. Land use is diverse from forestry, beef and sheep farming in the upper elevated northern portion, and widespread dairy agricultural land use in the central and southern areas. The economic productivity of the region is supported by a number of processing facilities in the District plus access to regional ports in neighbouring Districts/regions. The transport network is a vital role to the ongoing economic productivity of the District.
We provide a Roading network of 1,368 km of roads and 380 bridges and structures. This enables transportation and access throughout the District.
An inventory of the Roading services and assets owned by the Manawatu District Council is shown below. It does also include the land value associated with the assets.
Table 3-1: Asset Components
Figure 3-1: Assets by Type
Berm
0.5% Large Culvert1.2% Bridge 11.8% Vehicle Crossing 0.9% Drainage 6.1% Footpath 2.4% Traffic Island 0.4% Land Under Roads (rural) 8.1% Land Under Roads (urban) 6.8% Marking 0.0% Railing 0.1% Retaining Wall 3.2% Shoulder 0.6% Sign 0.3% Streetlight 0.5% SW Channel 2.9% Traffic Facility 0.0% Road Formation 28.3% Road Pavement 16.6% Road Surface 9.0%
Roading is a significant service for Manawatu District. The annual operating expenditure represents 18 % of Councils overall operating expenditure, while capital works are also a large portion of the District’s spend.
Figure 3-2: Asset Valuation
3.3
Terminology
Item Description
Legislation The Asset Management Plan must comply with all relevant legislation and provide the means of meeting legislative requirements
LTP The Long Term Plan. The primary instrument for the Council to report on its intentions on delivering its services to the community.
The LTP is supplemented by Annual Plans in “non-LTP” years Asset Management
Plan These documents provide a detailed account of the rationale, management practices, processes, and responsibilities of the Council and others directly involved in management of the Asset. The Asset Management Plan links the long term strategy of the Council to the operational resources and directs them in how they deliver a level of service required to meet community expectations as defined by the desired community outcomes. Detailed financial information relating to the management of the activity resides in these documents and is summarized at the Council level in the LTP
Strategic Plan Strategic plans set out broad strategic direction for the next 30 years. Asset Management Plans reflect the strategies outlined in this document and confirm tactics to achieve strategic goals.
2008 2009 2010 2011 2012 2013 ORC $579,716,8 $631,947,3 $642,470,2 $677,906,5 $640,736,5 $661,224,2 ODRC $423,073,6 $442,456,0 $449,010,4 $469,910,1 $442,516,9 $440,123,8 AD $5,783,961 $6,316,636 $6,495,822 $7,158,792 $6,717,653 $6,841,334 0 2,000,000 4,000,000 6,000,000 8,000,000 10,000,000 12,000,000 14,000,000 16,000,000 18,000,000 20,000,000 0 100 200 300 400 500 600 700 800 A n n u al Dep re ci ation ( $) Val u e ( $m )
Item Description
Annual Plan Annual Plans update budgets and allow the Council to react to new issues Financial and
Business Plans The financial and business plans requirement by the Local government amendment Act. The expenditure projections will be taken directly from the financial forecasts in the Asset Management Plan.
The service levels, policies, processes and budgets defined in Asset Management Plans are incorporated into business plans as activity budgets, management strategies and performance measures
Contracts The service levels, strategies and information requirements contained in Asset Management Plans are the basis for performance standards, contract
specifications and reporting requirements in maintenance and professional services contracts
Operational Plans Operating and maintenance guidelines to ensure that the network operates reliably and that it is maintained in a condition that will maximize useful service lives of its components
Corporate
Information Quality Asset management is dependent on suitable information and data and the availability of Asset Management systems that are fully integrated with the wider corporate information systems (e.g. financial, property, GIS, customer service, etc.).
Table 3-2: Plan Descriptions
3.4
Network Hierarchy
3.4.1
Road Hierarchy
The road network is shown by road hierarchy in the following map.
The District’s roads can be categorized in many ways, road hierarchy is one of these. These are based on the current District Plan hierarchies.
The hierarchy was reviewed in 2013 as part of the Manawatu District Council/Palmerston North City Council boundary change, and the Feilding Growth Precinct work.
The purposes of the hierarchy are:
To provide an aid to residents and road users that will assist them in determining the relative importance of a section of road and thus gain some understanding of the volume and type of traffic that can reasonably be expected to use it.
Ensure that the hierarchy of roads reflects both the current functions of roads, while ensuring that adequate corridor management controls are in place to protect strategic routes of importance for the future Roading hierarchy.
To aid the Council in managing its network, and in particular in establishing relevant standards, monitoring activities and in setting priorities.
Figure 3-3: Roading Network
National Routes – They are high capacity and high speed roads of national strategic importance providing inter-District and regional links between towns, cities, ports and other places of significance. State highways are under the control of the New Zealand Transport Agency.
Major Arterial Roads – Major Arterial Roads are of strategic importance to the Region. They provide interconnections between areas within the District and distribute traffic from major intercity links. Access is generally at grade but may be limited. Urban traffic volumes are typically greater than 20,000 vpd and rural 5,000 vpd with a significant number of heavy vehicles. Typical urban operating speeds are 50 to 70 km/h and rural 80 to 100 km/h.
Minor Arterial Roads - Minor Arterial Roads provide access between Collector and Major Arterial Roads. These roads have a dominant through vehicular movement and carry the major public transport routes. Access to property may be restricted and rear servicing facilities may be required. Urban traffic volumes are typically 8,000 to 20,000 vpd and rural from 1,000 to 5,000 vpd with a higher proportion of heavy vehicles. Typical urban operating speeds are 40 to 60 km/h and rural 80 to 100 km/h.
Collector Roads - Collector Roads provide circulation in local areas and links to arterial roads, while balancing these needs with pedestrian and local amenity values. These roads provide access for all modes of transport including public transport. Typical traffic flows are between 3,000 and 10,000 vpd.
Collector Road (tourist) - Collector Roads (Tourist) are those roads that currently carry traffic volumes below that of a Collector Road, but serve a similar function in that they link areas of population together.
Local Roads - Local Roads provide access and connectivity within a local area. Local Roads in urban areas typically carry up to 3,000 vpd, have low vehicle speeds, have two lanes and provide
for on-street parking, property access and pedestrian needs. Local Roads in rural areas typically carry less than 1,000 vpd
3.4.2
One Network Road Classification
Current works undertaken by Local Government, and the NZTA, will soon see a One Network road classification system introduced across all roads and state highways in New Zealand. The objective is to provide consistent levels of service for road users across New Zealand. To meet this objective a standard set of road hierarchy categories, with specific customer outcomes will be applied to all roads and state highways. By 2018, it is required that all road controlling authorities have reviewed there networks, identified level of service gaps, and be fully implemented with the new hierarchies.
3.4.3
Road Hierarchy Lengths
The lengths of roads within each road hierarchy category are illustrated in the figure below:
Figure 3-4: Hierarchy Lengths
3.5
Other Facets
In providing transportation services to Manawatu District, Council manages assets and delivers programmes that support effective and safe use of the transport network.
‘Non-asset’ solutions focus on improving the use of existing assets and supporting behaviour change to achieve better outcomes for the community.
MDC is actively involved in the following areas.
Strategic Arterial Collector Local Total
Urban 0 7 10 114 131 Rural 17 48 163 1009 1237 0 200 400 600 800 1,000 1,200 1,400 Km
3.5.1
Road Safety
Implementing national, regional and local road safety initiatives involves the co-ordination of activities within the Roading team. Road Safety Action Plan forums are operational and include involvement of external stakeholders such as NZ Police, Regional Road Safety coordinator, ACC and NZTA.
3.5.2
Walking and Cycling
Encouraging walking and cycling (active transport) provides positive benefits for health and efficient use of the transportation system. A Manawatu Active Transport Strategy (MATS) is operative with Palmerston North City Council. This strategy outlines programmes and initiatives focused on safety, and walking and cycling.
3.5.3
Transportation Planning
The transportation sector is highly regulated and planning is required to ensure:
Long Term Planning and consultation occurs as required under the Local Government Act 2002.
NZTA requirements are met in terms of funding applications and reports along with compliance with rules and guidance.
Development is managed effectively within the Resource Management Act 1991 and the Regional/District Planning Framework.
The asset is managed effectively and efficiently through the use of technology, information management and wise decision making.
Roading planning is undertaken by the Asset Manager –Roading with support from internal transport staff, and consultants.
4
Levels of Service
The Levels of Service for the Roading activity are defined in this section and the performance measures by which the service levels will be assessed. The service levels are aimed at supporting the community outcomes and meeting the strategic goals.
4.1
Overview
The Manawatu District Council aims to provide sustainable levels of service to the community in all areas including for the Roading activity.
The Local Government Act (2002) requires each local authority to describe the outcomes it is seeking for its community in its Long Term Plan. Five years after our community outcomes were last updated (2005-2006), in 2011 Manawatu District Council set about reviewing its community outcomes.
In previous years the community outcomes were shaped by the community. However, amendments to the Local Government Act in 2010 changed the definition of community outcomes from outcomes belonging to and achieved by the community, to “outcomes that a local authority aims to achieve”. This is a significant change in emphasis from a community wish-list to a set of outcomes owned – and actively worked towards – by Council. Council believes it is also helpful for the public to understand what Council does and why, and for other stakeholders, including the private sector who both benefit from and contribute to Council activity.
In order to develop a set of outcomes that would take Manawatu into a successful future, Council in 2012 invested a significant amount of time to develop a Vision statement. This expression of the desired future state of Manawatu has been consulted on through the Long Term Plan.
Recognising the different character of its communities, Council has developed Vision statements for the District, its villages, rural community and Feilding urban township. The Vision statement both guides Council in its activity and provides a clear compelling picture of the future.
This New Vision Is:
Connected, vibrant and thriving Manawatu – the best rural lifestyle in New Zealand. Rural Area Vision Statement:
The food basket of New Zealand within a sustainable rural landscape that offers outstanding recreational opportunity.
Villages Vision Statement:
Attractive and prosperous communities that offer lifestyle choices and business opportunities within a unique environment.
Feilding Urban Vision Statement:
A thriving community enjoying the most vibrant country town in New Zealand, servicing the regional rural sector.
Outcomes and Levels of Service are developed to reflect the expectations of the community and regulators. Targets are established which indicate the standard that should be met. Outcomes are relevant across the Roading activity while Levels of Service statements are more specific. The following diagram details the structured and linkage via legislative, strategies, sustainability and the community outcomes.
4.2
Council Outcomes
A number of key concepts underpinned the Vision statements. These were grouped together and a number of themes emerged: the environment, economic sustainability, connectedness and organizational performance.
These were reviewed alongside the statutory Council requirements to provide for the social, environmental, economic and cultural wellbeings.
A set of outcomes was developed, which show the priorities council is working towards.
Manawatu District will improve the natural environment, stewarding the District in a