Strategic Asset Plans[1]

Strategic Asset Plans EXPOSURE DRAFT DEPARTMENT OF TREASURY AND FINANCE 21 March 2005 EXPOSURE DRAFT TABLE OF CONTENTS Printed 30/03/2005 Chapter 1: Introduction ......................................................................................................... 2 1.1 1.2 1.3 1.4 Background ........................................................................................................... 2 Steps in Strategic Asset Planning ....................................................................... 2 Scope....................................................................................................................... 3 Reporting Requirements...................................................................................... 3 Chapter 2: Identify the Ideal Asset Mix............................................................................... 5 Chapter 3: Review the Existing Asset Mix .......................................................................... 6 3.1 3.2 3.3 3.4 Introduction........................................................................................................... 6 Asset Management Systems................................................................................ 6 Evaluation Framework ........................................................................................ 7 Outcome of the Evaluation................................................................................ 10 Chapter 4: Undertake a Gap Analysis ............................................................................... 11 4.1 4.2 4.3 Introduction......................................................................................................... 11 Gap Analysis Issues ........................................................................................... 11 Results of the Gap Analysis .............................................................................. 12 Chapter 5: Developing the Strategic Asset Plan............................................................... 13 Appendix 1: Strategic Asset Plan Format......................................................................... 14 Appendix 2: Roles and/or Responsibilities of Stakeholders......................................... 18 TABLE OF FIGURES Figure 1: Strategic Asset Planning Process ......................................................................... 2 Figure 2: Key Factors in Evaluating Asset Performance (Buildings) .............................. 8 Figure 3: Asset Evaluation Process .................................................................................... 10 Figure 4: Developing the Strategic Asset Plan.................................................................. 13 Strategic Asset Plans i EXPOSURE DRAFT Printed 30/03/2005 Executive Summary Each agency should have a thorough knowledge and understanding of its existing asset portfolio and the capability of those assets in terms of producing and sustaining service delivery at an optimal level, with a view to adjusting that portfolio to achieve an optimal mix of assets. This document outlines the broad steps that an agency should undertake in its asset planning processes. The broad steps are to identify the agency’s ideal asset mix, review its existing asset mix and conduct a gap analysis between the two. The agency should summarise the results of the planning process in a brief Strategic Asset Plan. A Strategic Asset Plan is a brief overview document that highlights the capital investment, maintenance and asset disposal implications for an agency to achieve Government desired outcomes. Strategic Asset Plans 1 EXPOSURE DRAFT Printed 30/03/05 Chapter 1: Introduction 1.1 Background Each agency needs to have a thorough knowledge and understanding of its existing asset portfolio and the capability of those assets in terms of producing and sustaining service delivery at an optimal level. Furthermore, an agency should seek to maintain existing assets to an appropriate standard and maximise use of these assets before seeking to invest in new assets, with a view to achieving an optimal mix of assets. This document outlines the broad steps that an agency should undertake in its asset planning processes. A format for presenting the results of asset planning processes, in the form of a Strategic Asset Plan, is provided. A Strategic Asset Plan is a brief overview document that highlights the capital investment, maintenance and asset disposal implications for an agency for the next 5-10 years to achieve Government desired outcomes. As assets should exist to facilitate the efficient delivery of services, it is vital that an agency undertakes regular planning for service delivery at an appropriate level of detail. 1.2 Steps in Strategic Asset Planning The strategic asset planning process is illustrated in the figure below: CORPORATE PLANNING IDENTIFY IDEAL ASSET MIX REVIEW EXISTING ASSET MIX GAP ANALYSIS STRATEGIC ASSET PLAN Figure 1: Strategic Asset Planning Process Each agency needs to undertake detailed corporate planning annually with the objective of improving its performance and to identify the extent of any changes to resources required to enhance service delivery. These resources are: • • • • financial; human; information; and physical. An agency needs to formulate the ideal mix of all assets required to meet the service delivery objectives identified in the corporate planning stage. An agency should then determine whether its existing asset portfolio matches the ideal asset mix. Strategic Asset Plans 2 EXPOSURE DRAFT Printed 30/03/05 An agency then compares its current asset portfolio with its ideal asset mix to identify any gaps. The outcome of this gap analysis should then form the basis to develop an effective Strategic Asset Plan that considers a range of alternatives, including reducing dependency on assets, and must also take into consideration the affordability of each alternative. 1.3 Scope This policy is to be applied by all general government agencies, public financial corporations and public non-financial corporations in accordance with all relevant legislation, Treasurer’s Instructions and related government policies. However, agencies that are required by legislation to produce Statements of Corporate Intent (SCIs) and Strategic Development Plans (SDPs) are not bound by this policy but are expected to adopt the key principles of the framework in meeting their statutory obligations. In addition, as agencies vary widely in terms of their size and nature, this policy may have limited application to some agencies. In this context, each agency should adopt a common sense approach towards implementation. Any document that is developed to meet external reporting requirements should be clear and concise and prepared to an appropriate length and level of detail. If there is any doubt about the applicability of any aspect of this policy, or how to address the reporting requirements (see Section 1.4), please contact your Department of Treasury and Finance analyst. Where an Information and Communications Technology (ICT) project is being considered, the agency should also consult with the Office of e-Government in the Department of the Premier and Cabinet, and the Government Procurement Division of the Department of Treasury and Finance. 1.4 Reporting Requirements Each general government agency, public financial corporation and public nonfinancial corporation that is not bound by legislation to prepare SCIs and SDPs is required to develop a Strategic Asset Plan as a summary of its internal asset planning processes. The agency should: • • • review the Strategic Asset Plan annually; seek approval of the Strategic Asset Plan from the Minister; and submit the approved plan to the Department of Treasury and Finance as part of the annual capital works budget process. Strategic Asset Plans 3 EXPOSURE DRAFT Printed 30/03/05 The Strategic Asset Plan should be brief, i.e. generally not more than four to six pages, including attachments, and may be even more concise for agencies with minimal asset holdings. It should address the capital investment, asset retention and disposal implications identified from the asset planning process. For guidance to complete the supporting attachments to the Strategic Asset Plan, it is strongly recommended that the agency consult other relevant policies and guidelines within the Strategic Asset Management Framework, including the Capital Investment Policy, Business Case Guidelines, Maintenance Policy, and Asset Disposal Policy. Strategic Asset Plans 4 EXPOSURE DRAFT Printed 30/03/05 Chapter 2: Identify the Ideal Asset Mix The ideal asset mix is the combination of assets, along with other resources, that best supports the agency’s service delivery outcomes. The steps to identify the ideal asset mix may include: • breaking down the results of corporate planning processes into succinct service delivery elements (eg. by region, service type, areas of growth); reconfirming the service delivery objectives and standards for each element; identifying the possible asset mix options; analysing the asset types to select the option that affords the best value for money; and detailing the assets that should comprise the preferred option. • • • • The asset mix may include both tangible assets such as buildings and intangible assets such as software licenses, applications and information (eg. database content). The agency may need to review and redefine its ideal asset mix if the results and the resourcing implications are not affordable to Government. In undertaking this initial needs analysis, an agency should project changes in its service demand profile, consult with community groups and other stakeholders, detail standards and take into consideration changes in technology. For example, involving the community in the asset planning process where community support is crucial is an important step towards achieving good outcomes. Guidance on consultation processes is available from the Citizens and Civics Unit of the Department of the Premier and Cabinet. In the event that it is not deemed feasible to provide a particular asset dependent service, the agency should consider alternative options such as the outsourcing of the service to affiliated agencies or to subcontract the service. The agency should also consider non-asset solutions to service delivery issues. For further information, refer to the Strategic Asset Management Framework and the Department of the Premier and Cabinet policy Better Planning: Better Services1. 1 Better Planning: Better Services. Department of the Premier and Cabinet, 2003. Strategic Asset Plans 5 EXPOSURE DRAFT Printed 30/03/05 Chapter 3: Review the Existing Asset Mix 3.1 Introduction An agency should conduct regular strategic evaluations of its existing asset mix, as part of its asset planning and broader strategic planning processes, to determine the extent to which its assets continue to support service delivery. For example, the performance of property assets can decline as buildings become less suitable for their purpose, inefficient to operate or over-capitalised due to under-utilisation or rising property values. To facilitate the strategic evaluation in terms of asset holdings, an agency should: • accurately identify and value all assets under its control, and maintain a register (the Government Property Register (GPR) may assist with the inventory of real property); only hold assets that directly contribute to the agency’s core business; and allocate the full costs of occupation to the cost center occupying the space. • • 3.2 Asset Management Systems Appropriate asset management systems should be maintained in accordance with Treasurer’s Instructions (eg. TI 410) to: • • confirm what assets are owned and/or controlled by the agency (including leased assets); clearly identify the profile of the asset portfolio in terms of asset classification (eg. land, building, infrastructure, information technology including computers and other ICT equipment, and other assets); and clarify the asset profile in terms of: quantity; date of acquisition and original cost; depreciation; current costs of operation; condition; functionality and strategic purpose; and location of asset. • This information may be useful for identifying which existing assets require immediate maintenance and which assets may have maintenance issues in the long term. Maintenance costs should be considered when assessing the feasibility of retaining an asset. For further information in relation to the assessment of an agency’s maintenance needs, please refer to the Maintenance Policy. Ageing assets requiring Strategic Asset Plans 6 EXPOSURE DRAFT Printed 30/03/05 high maintenance costs with potential for disposal should be identified in this process. 3.3 Evaluation Framework Government assets should be evaluated periodically to determine whether they are under-performing and whether the assets continue to be ‘fit for purpose’, and to predict performance trends for planning purposes. The information gained from asset performance evaluation will assist in answering the following questions: • • • • • Is the asset relevant to my future service delivery needs? How well is the asset performing in supporting current service delivery? What areas need improvement? What are the options for improving performance? What options should be selected? The performance of an asset portfolio may be evaluated against its strategic relevance, its service performance, its technical performance, and it financial performance. Issues that should be evaluated against each of these four broad criteria, using building assets as an example, are outlined in Figure 2. This evaluation framework can be applied by the agency to identify assets that are performing at, above or below the expected optimum capacity. The Department of Housing and Works can assist with reviewing asset performance on a fee-for-service basis. Similar evaluation frameworks may be developed and applied to other types of assets. In the event that the agency is holding onto a surplus asset that is not used substantially in the provision of services, the agency should recognise the costs associated with the holding of surplus or under-utilised assets and consider strategies to dispose of the asset or improve its performance. Strategic Asset Plans 7 EXPOSURE DRAFT Printed 30/03/05 Performance Criteria Strategic Relevance Performance Factors Business needs Issues to be Evaluated • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Stakeholder needs Service provider strategy Business strategy Purpose Location Capacity Accessibility Proximity Environmental appropriateness Capacity Layout Image Standard Ambience Thermal comfort Visual comfort Acoustic comfort Ergonomics Safety Security Amenities Compliance with laws and codes Conformance to benchmark standards Maintenance requirements Reliability of services Level of capitalisation Output supported Operating cost Utilisation Service delivery needs Service Performance Location Functionality Comfort Technical Performance Standard Condition Financial Performance Cost-Benefit Efficiency Figure 2: Key Factors in Evaluating Asset Performance (Buildings) 3.3.1 Strategic Relevance Strategic relevance is the need for the asset in supporting the delivery of the agency’s business and service delivery strategies. Strategic relevance of assets may be assessed as part of the agency’s corporate planning processes or as a separate activity. Issues that impact on the strategic relevance of an asset may include: • public interest considerations which may influence the decision to retain assets, such as those that have symbolic significance to the State, have strategic significance for future infrastructure development, with highly specialised uses 8 Strategic Asset Plans EXPOSURE DRAFT Printed 30/03/05 that would significantly inhibit commercial provision, significant heritage and environmental requirements, or significant public image; • changes to the agency’s policy or service priorities, transfer of government function or budget constraints; the long-term costs and benefits of holding an asset, such as vacant land, or vacant or partially vacant buildings; and whether it is appropriate to retain any assets that are leased. • • 3.3.2 Financial Performance Financial performance is the value for money delivered by the asset in terms of return on investment and managing operating costs and utilisation rates (if applicable). A property’s financial performance may be considered using measures such as the long-term yield on property investment (expected rate of return from the net cash flow generated from the property over a specified time), compared with the benchmark rate. The benchmark rate is based on: • the cost of funds (Western Australian Treasury Corporation long term borrowing rate); plus a premium to allow for risk; plus a further premium that reflects scarcity of capital funds and the availability of other capital investment projects that demonstrate higher internal rates of return. • • Please consult the Department of Treasury and Finance for advice on selecting an appropriate benchmark rate. 3.3.3 Service Performance Service performance represents the suitability of the asset in supporting the delivery of the agency’s business and service delivery activities. In the case of buildings this could be assessed in terms of its functionality and liveability. By comparing trends in operating costs, utilisation rates and user satisfaction with the asset’s performance through survey tools, change strategies can be implemented that improve the functionality and comfort afforded by the asset. Facilitators may also be used with groups to identify service performance issues such as location, functionality and comfort. Strategic Asset Plans 9 EXPOSURE DRAFT Printed 30/03/05 3.3.4 Technical Performance Technical performance focuses on conformity to standards, the asset’s condition and its operational performance. Specialist consultants systematically evaluate aspects of the asset’s conformity to standards and operational performance of individual systems using building condition assessments or other appropriate techniques. The results of the evaluation are used to recommend repair and upgrade strategies. 3.4 Outcome of the Evaluation The outcome of the evaluation may identify assets that are performing adequately, under performing or no longer contribute to service delivery at all. Strategies to improve the performance of poor performing assets should be considered in the first instance. Strategies to deal with surplus assets, which may include disposal, should be developed. The evaluation process is summarised in Figure 3 below. Asset Does not contribute to agency business Contributes to agency business Under performing Performing ok Consider disposal Improve performance Unable to improve Performance Retain Consider disposal Figure 3: Asset Evaluation Process Strategic Asset Plans 10 EXPOSURE DRAFT Printed 30/03/05 Chapter 4: Undertake a Gap Analysis 4.1 Introduction It may be obvious at this stage that the agency’s existing asset portfolio is not consistent with its ideal asset mix (as identified in Chapter 2). In these circumstances the agency should undertake a gap analysis to contrast the agency’s ideal mix against its existing portfolio and: • assess the capability of the existing assets to deliver an optimum level of service over a certain period; identify any opportunities to divest; and seek options for new investments in the event that all non-asset alternatives have been exhausted. • • 4.2 Gap Analysis Issues In undertaking this gap analysis, the agency should determine whether the existing asset portfolio is suitable for optimal delivery of the services that the assets are intended to support by undertaking the following analyses: • asset/service utilisation analysis to establish if existing assets are fully utilised in service delivery and/or are aligned to service and agency service delivery objectives; and determine whether the existing asset portfolio has sufficient capacity to provide the required services. • The agency should also consider asset location to establish whether it is appropriate and feasible to move any assets to another location to optimise their use. The agency should also take into consideration: • • • the type and nature of asset(s) and the impact on the total asset portfolio; the business risk assessment; and the details of recurrent cost implications including depreciation, operating and maintenance costs. This information should be supported by: • non asset solutions – describe non-asset solutions available as alternatives to asset based solutions (eg. demand management); current level of service – define current levels of service being provided by the agency’s assets, identify related performance of the agency’s assets; and 11 • Strategic Asset Plans EXPOSURE DRAFT • Printed 30/03/05 desired level of service – provide details on the level of service desired, if it is different from what is currently being provided by the agency’s assets. 4.3 Results of the Gap Analysis As a result of the gap analysis, the agency should clearly identify: • expenditure needed to optimise the service potential of existing assets (including investment needed to replace and upgrade existing assets); which new assets should be acquired to enhance service delivery of outputs; and under-performing or surplus assets to be scheduled for disposal. • • The agency may need to review and redefine its ideal asset mix if the gap analysis indicates an unprecedented and/or unaffordable demand for new capital. Strategic Asset Plans 12 EXPOSURE DRAFT Printed 30/03/05 Chapter 5: Developing the Strategic Asset Plan The agency must summarise the results of the planning process in a Strategic Asset Plan. The Strategic Asset Plan is intended to be a brief strategic document that addresses the capital investment, asset retention and disposal implications identified from the asset planning process (see Figure 4 and suggested template at Appendix 1). This short summary and strategies should form the basis of a whole-of-agency view for the responsible Minister, the Department of Treasury and Finance and the Expenditure Review Committee. The agency should identify issues in relation to its ideal mix of assets, potential new assets, existing assets and disposal. Strategies to deal with these issues, over the short, medium and long term, should also be identified. This may include difficult asset management issues, such as deferred maintenance, disposal of surplus assets and the potential for new capital investment. The agency must document and retain supporting information to justify the asset management strategies identified in the Strategic Asset Plan. The Department of Treasury and Finance will request the Strategic Asset Plan annually. However, agencies are encouraged to consult with the Department of Treasury and Finance at any time of the year to discuss asset management issues. Agencies are encouraged to discuss potential ICT projects with the Office of eGovernment in the Department of the Premier and Cabinet and the Government Procurement Division of the Department of Treasury and Finance. Formulate Strategic Asset Plan (Refer to Appendix 1) Capital Investment Plan Maintenance Plan Asset Disposal Plan Figure 4: Developing the Strategic Asset Plan Strategic Asset Plans 13 EXPOSURE DRAFT Printed 30/03/05 Appendix 1: Strategic Asset Plan Format Summary The Strategic Asset Plan should be brief, that is, not more than four to six pages including attachment, providing an analysis of the following: • key issues that may influence the agency’s requirements for assets over the medium term; appropriateness of existing assets in relation to the agency’s strategic plan and needs of its clients; and the need for new assets. • • Strategies Based on the analysis, the Strategic Asset Plan should also identify strategies to: • • meet any need for new assets; achieve and maintain the appropriate level of operational performance for assets, including budget forecasts; maintain physical assets in an appropriate condition; dispose of assets that are surplus to the agency’s requirements; and address asset issues that have high levels of community interest. • • • Tables, graphs and supporting financial data should be included where appropriate. Plans This plan will be supported by the following attachments, where appropriate: • the 10-year Capital Investment Plan, supported by o o • • applications for concept approval; and business cases for projects over $1 million; four-year maintenance expenditure estimates; and four-year asset disposal plan for assets in excess of $50,000 (usually real property). A nil response should be provided if the agency has no significant asset management issues. For further information, please consult the Capital Investment Policy, Maintenance Policy and the Asset Disposal Policy. Strategic Asset Plans 14 EXPOSURE DRAFT Printed 30/03/05 Appendix 1.1 – Capital Investment Plan Attachment The table below (or similar) should be used to indicate the agency’s proposed new capital investment over the next ten years, including an indication of the proposed method of financing. The capital investment plan may be submitted electronically using the Department of Treasury and Finance’s Investment Management Module (IMM). For further guidance on completing Capital Investment Plans to attach to the Strategic Asset Plan, please consult the Capital Investment Policy. Further assistance to prepare supporting business cases is available from the Business Case Guidelines and Project Evaluation Guidelines. Department of Strategic Services (Financial Year 2004/05) Agency Capital Investment Plan Report Agency Capital Investment Plan Report Financial Year 2004/05 Department of Strategic Services Project Title No. Est.Total Cost New Works Sustainability Action Plan Asset Replacement Program - Information Technology Other Works Total New Works Works in Progress Total Works in Progress Completed Works Asset Replacement Program - Information Technology - 2003-04 Program - 2004-05 Program Prev Year Actual Completed Works Total Completed Works Total Capital Works Program Recommended New Projects Total Recommended New Projects Total CWP + Recommended New Projects Sought Unfunded New Projects Sustainability Action Plan Asset Replacement Program - Information Technology Online Business Delivery Strategy - Web Development Total Sought Unfunded New Projects Sought Unfunded Adjustments to Approved Projects Total Sought Unfunded Adjustments to Approved Projects Total Sought Unfunded Capital Works Program Source of Funds Department of Strategic Services Equity Contribution from Consolidated Fund Less: Loan and Other Repayments Equity Contribution for CWP Asset Sales Borrowings Commonwealth Grants Drawdowns from the Holding Account Funding Included in Service Appropriations Internal Funds and Balances Other Total Program Actual 2003/04 42 0 42 0 0 0 258 0 -10 0 290 0 0 300 10 0 310 Budget 2004/05 137 0 137 0 0 0 163 EOT 2004/05 137 0 137 0 0 0 163 Budget 2005/06 397 0 397 0 0 0 163 550 0 0 1110 Forward Estimate 2006/07 2007/08 2008/09 240 0 240 0 0 0 0 0 0 0 240 0 0 0 0 0 0 390 0 0 0 390 0 0 0 0 0 0 0 0 0 0 0 0 6371 0 0 0 0 0 0 0 0 0 0 0 0 0 985 0 668 0 858 0 752 0 664 14774 821 6371 0 0 0 0 0 0 0 0 0 0 0 0 485 985 168 668 168 858 0 752 0 664 11006 9809 4500 1050 0 0 0 0 0 0 0 0 0 500 0 500 0 500 190 500 252 500 164 0 2240 0 500 0 190 0 190 0 300 0 310 0 1110 0 240 0 390 0 0 0 0 0 0 9804 9805 200 300 100 500 2240 500 500 190 190 190 190 300 300 310 310 0 1110 0 240 0 390 0 0 0 0 0 0 200 300 190 0 190 0 0 300 10 300 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11004 9806 12388 550 930 260 1740 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 550 300 260 1110 0 240 0 240 0 390 0 390 0 0 0 0 0 0 0 0 0 0 0 0 t.Exp to 30/06/ ctual To Date A Actual 2003/04 Budget 2004/05 EOT 2004/05 Budget 2005/06 orward Estimate 2006/07 2007/08 2008/09 Amount ($000's) Notional Estimate 2009/10 2010/11 Amount ($000's) 2009/10 0 0 0 0 0 0 0 0 0 0 0 2010/11 0 0 0 0 0 0 0 0 0 0 0 Strategic Asset Plans 15 EXPOSURE DRAFT Printed 30/03/2005 Appendix 1.2 – Maintenance Plan Attachment The table below (or similar) should be used to indicate the total anticipated maintenance expenditure for the forward estimates, as well as provide a breakdown of the sources of maintenance funding. 2004/05 $'000 Deferred Maintenance b/fwd New/emerging Maintenance Req Total Maintenance Needs Funding Allocation (Capital) Funding Allocation (Recurrent) Total Funding Maintenance Expenditure (Capitalised) Maintenance Expenditure (Expensed) Total Maintenance Funding Carried Forward Deferred Maintenance at year end 0 0 0 0 0 0 0 0 0 0 0 0 2005/06 $'000 0 0 0 0 0 0 0 0 0 0 0 2006/07 $'000 0 0 0 0 0 0 0 0 0 0 0 2007/08 $'000 0 0 0 0 0 0 0 0 0 0 0 2008/09 $'000 0 0 0 0 0 0 0 0 0 0 0 2009/10 $'000 0 0 0 0 0 0 0 0 0 0 0 For further guidance on completing this table to attach to the Strategic Asset Plan, please consult the Maintenance Policy. Strategic Asset Plans 16 EXPOSURE DRAFT Printed 30/03/2005 Appendix 1.3 – Asset Disposal Plan Attachment The table below (or similar) should be used to indicate the proposed schedule of assets for disposal across the forward estimates. For further guidance on completing the Asset Disposal Plan to attach to the Strategic Asset Plan, please consult the Asset Disposal Policy. AGENCY NAME Surplus Asset Disposal Forward Estimates Date _____________________ Asset Description 2004/05 2005/06 2006/07 2007/08 2008/09 amt paid to Amount to be amt paid to Amount to be amt paid to Cons Fund appropriated Cons Fund appropriated Cons Fund via DPI back to agency via DPI back to agency via DPI Amount to be amt paid to Amount to be amt paid to Amount to be appropriated Cons Fund appropriated Cons Fund appropriated back to agency via DPI back to agency via DPI back to agency 0 0 0 0 0 0 0 0 0 0 Strategic Asset Plans 17 EXPOSURE DRAFT Printed 30/03/2005 Appendix 2: Roles and/or Responsibilities of Stakeholders The following outlines the role and/or responsibility of stakeholders involved in this process. • Expenditure Review Committee – Is a sub-committee of Cabinet responsible for providing financial and economic advice to Government, including formulation of the annual Budget. Department of Housing and Works - Has a responsibility for creating new building assets required by Government for agencies and will perform all commercial interface roles in architecture and building engineering, where appropriate. The Department of Housing and Works is also able to provide building condition assessments (BCAs), portfolio maintenance analysis services, and other maintenance related expertise on a fee-for-service basis. • Department for Planning and Infrastructure – The Land Asset Management Services Branch is responsible for achieving whatever form of land tenure is acceptable (eg. freehold, reserve) to an agency's specific requirements, including the acquisition of land for those agencies that do not have the legislative authority to acquire and deal in land. Native Title clearances are also part of this process where applicable. Department of the Premier and Cabinet – The Office of e-Government is responsible for advising Government on how to transform the operations of government, using technology as a tool to improve internal efficiency, service delivery to citizens and community participation. Department of Treasury and Finance – The Agency Resources Business Unit is responsible for advising the Expenditure Review Committee and Government on agency funding requirements. It also co-ordinates the involvement of the private sector in the provision of Government infrastructure. The Government Procurement Division provides procurement advice and services to government agencies to implement government procurement policy. • • • Strategic Asset Plans 18