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WILLOUGHBY CITY COUNCIL

PARKS – PASSIVE RECREATION

ASSET MANAGEMENT PLAN

Version 3.0 DRAFT FOR COMMENT

July 2012

WILLOUGHBY CITY COUNCIL ASSET MANAGEMENT PLAN i

Document Control

Document ID: Passive Recreation Asset Management Plan Rev No Date Revision Details Author Verifier Approver

1 24/02/2011 First draft for approval in principle by Council Liz Paterson & Kellie Adlam

Steven Head Steven Head & Tracey Crouch

2 25/08/2011 Second draft resulting from compilation of detailed capital works program

Kellie Adlam

3 29/05/2012 Updated financial figures for 2011 version Kellie Adlam 4 16/07/2012 Final draft for web publishing, following review by

relevant managers/directors Kellie Adlam Liz Paterson Julie Whitfield

This Asset Management Plan was prepared by WILLOUGHBY CITY COUNCIL’S Asset Management Controller, Kellie Adlam, and the Parks and Reserves Technical Officer, Liz Paterson.

WILLOUGHBY CITY COUNCIL ASSET MANAGEMENT PLAN ii

TABLE OF CONTENTS:

1. EXECUTIVE SUMMARY .......................................................................................................1

1.1 What Council Provides ...................................................................................................1

1.2 What does it Cost? .........................................................................................................1

1.3 Plans for the Future ........................................................................................................1

1.4 Measuring our Performance ...........................................................................................1

1.5 Community Consultation.................................................................................................1

DEFINITIONS.........................................................................................................................2

2. INTRODUCTION....................................................................................................................4

2.1 Background.....................................................................................................................4

2.2 Goals and Objectives of Asset Management .................................................................7

2.3 Plan Framework............................................................................................................10

2.4 Core and Advanced Asset Management......................................................................10

3. LEVELS OF SERVICE.........................................................................................................11

3.1 Customer Research and Expectations .........................................................................11

3.2 Legislative Requirements .............................................................................................12

3.3 Current Levels of Service .............................................................................................12

3.4 Desired Levels of Service.............................................................................................14

4. FUTURE DEMAND ..............................................................................................................15

4.1 Demand Forecast .........................................................................................................15

4.2 Changes in Technology ................................................................................................18

4.3 Demand Management Plan..........................................................................................19

4.4 New Assets from Growth ..............................................................................................20

5. LIFECYCLE MANAGEMENT PLAN ...................................................................................22

5.1 Background Data ..........................................................................................................22

5.1.1 Physical parameters.............................................................................................22

5.1.2 Asset capacity and performance..........................................................................23

5.1.3 Asset condition.....................................................................................................23

5.1.4 Asset valuations ...................................................................................................25

5.2 Risk Management Plan.................................................................................................25

5.3 Asset Expenditure Plan ................................................................................................27

5.3.1 Standards and specifications ...............................................................................28

WILLOUGHBY CITY COUNCIL ASSET MANAGEMENT PLAN iii

5.3.2 Maintenance Expenditure Projections .................................................................29

5.3.3 Renewal Expenditure Projections ........................................................................31

5.3.4 Creation, Acquisition and Upgrade Expenditure Projections...............................32

5.3.5 Disposal Plan .......................................................................................................33

5.3.6 Summary of future costs ......................................................................................34

6. FINANCIAL SUMMARY ......................................................................................................36

6.1 Financial Statements and Projections ..........................................................................36

6.1.1 Life Cycle Costs and Sustainability......................................................................36

6.2 Funding Strategy ..........................................................................................................37

6.3 Valuation Forecasts ......................................................................................................37

6.4 Key Assumptions made in Financial Forecasts............................................................38

7. ASSET MANAGEMENT PRACTICES ................................................................................38

7.1 Accounting/Financial Systems......................................................................................38

7.2 Asset Management Systems........................................................................................40

7.3 Information Flow Requirements and Processes...........................................................41

7.4 Standards and Guidelines ............................................................................................42

8. PLAN IMPROVEMENT AND MONITORING ......................................................................43

8.1 Performance Measures ................................................................................................43

8.2 Improvement Plan.........................................................................................................43

8.3 Monitoring and Review Procedures..............................................................................45

9. REFERENCES.....................................................................................................................46

10. Appendix A – Risk Management.......................................................................................47

11. Appendix B – Projected 20 Year Asset Renewals Program...........................................51

12. Appendix C – Projected 20 year Capital Works Program ..............................................53

13. Appendix D – Current v Desired Service Levels .............................................................59

14. Appendix E – Prioritisation Methodology........................................................................62

WILLOUGHBY CITY COUNCIL ASSET MANAGEMENT PLAN Page 1 of 68

1. EXECUTIVE SUMMARY

1.1 What Council Provides

Council provides Open Space areas for passive recreation in partnership with adjoining local government entities, progress associations and the community to meet the leisure and recreational needs of the community. Willoughby Council is responsible for a variety of assets within 81 passive recreation areas across approximately 70 hectares. Assets provided to enhance the enjoyment of these spaces include picnic tables and shelters, BBQs, footpaths, skate parks, dirt bike tracks, fencing, water features and extensive landscaping.

1.2 What does it Cost?

Since Council is not yet able to link current expenditure with asset condition or levels of service on an individual asset bases due to a lack of detailed information, asset replacement values were estimated on a whole asset class basis. In some cases sufficient information was available for whole asset classes. For those remaining, data was collected for a representative sample of parks and extrapolated for remaining parks.

Three scenarios have been considered in projections of expenditure over the next 20 years: (i) maintain the current level of funding; (ii) meet a minimum “acceptable” level of service; and (iii) exceed a minimum level of service.

Projected expenditure for maintenance of assets within passive recreation areas is $1.3M + CPI. This increases as a proportion of any new asset stock in scenarios 2 & 3. Projected renewal expenditure under each scenario is: (i) A$180k + CPI; (ii) $612k + CPI + proportion of new works; and (iii) $816k + CPI + proportion of new works. The differences are mainly due to target levels of service.

The total value of planned new and upgrade works is $13.5M over the 20 year planning period, however the projected capital expenditure for scenarios 1 & 2 results in $6.6M of unfunded works. The full cost of these is only captured in Scenario 3, as not all are formally approved.

Scenario Life Cycle Cost p.a.

Life Cycle Expenditure p.a.

Life Cycle Gap p.a.

1 $3,406,702 $2,030,568 $1,376,134

2 $3,315,300 $3,315,300 $0

3 $4,200,863 $4,200,863 $0

1.3 Plans for the Future

Council plans to operate and maintain passive recreation assets to achieve the following strategic objectives:

Ensure the assets provided within passive recreation areas meet the needs of all user groups within the community and cater for future growth and changes in demographics and usage trends.

Maximise the assets’ useful life whilst minimising lifecycle expenditure.

To provide services in a cost-effective manner that is sustainable over the long-term.

1.4 Measuring our Performance

Quality

Passive recreation assets in parks will be maintained in a reasonably usable condition. An acceptable condition level has been defined in Council’s Level of Service manual. Defects found or reported that are outside thresholds for acceptable condition will be repaired within the response times laid out in Council’s customer service charter and the Level of Service Manual. Thresholds are regularly revised in line with available funding.

Function

Passive recreation assets will be maintained at a safe level and associated signage and equipment provided as needed to ensure public safety. Council needs to ensure key functional objectives are met:

To ensure all assets within passive recreation areas are maintained at a safe and functional standard;

Passive recreation facilities are accessible to all minority groups of the community;

To manage the risk of personal injury within passive recreation areas;

To investigate customer service requests and, where appropriate, make safe and repair in a timely manner;

Safety

Council undertakes a large portion of maintenance works in a proactive manner through regular, scheduled site visits, cleanups and inspections in passive recreation areas. Whenever possible, defects are addressed on site, and otherwise these are prioritised and attended to in a timely manner in order to ensure safety for members of the community. When funds are not available to repair defects, an interim “make safe” measure may be taken and works scheduled for a later date.

1.5 Community Consultation

At the time of preparation of this Plan, community consultation specifically relating to asset management within passive recreation areas had not been undertaken. This has been incorporated into the questionnaire for Council’s next community satisfaction survey, and will be further developed in the future as part of Council’s community engagement strategy, including a significant education component. However, Council has a broad understanding of community expectations and levels of satisfaction generally in the context of Open Space service provision.

Community consultation will include explanations of proposed service levels, associated costs and impacts on users of passive recreation users.


DEFINITIONS

Asset A resource controlled by an entity as a result of past events, from which future economic benefits are expected to flow to the entity, and whose cost can be measured reliably (AASB 116).

Asset Consumption Rate The annual rate at which the service potential of an asset is consumed. This may vary throughout the expected useful life of the asset, but is calculated as a percentage of the asset’s depreciable amount. Under Fair Value legislation, depreciation must reflect the consumption of the asset. The rate of consumption can therefore be expressed as: Depreciation Expense / Depreciable Amount.

Asset Renewal Rate The annual rate at which assets are renewed in any given year, expressed as a percentage of the depreciable amount: Capital Renewal Expenditure / Depreciable Amount. Renewal involves restoring the service potential or expected life of the asset through either refurbishment of the existing asset or replacement with a modern equivalent. If the service potential or total expected life of the asset is increased in any way then the work is classified as an Asset Upgrade.

Asset Upgrade Rate The annual rate at which assets are upgraded and/or expanded, expressed as a percentage of the depreciable amount: Capital Upgrade & Expansion Expenditure / Depreciable Amount. An upgrade is any kind of extension/expansion work resulting in a higher service potential.

Capital Expenditure Significant (material) expenditure with benefits expected to last more than 12 months that either increases the service potential of the asset (upgrade or expansion) or extends the life of the asset (renewal). Where capital project involve a combination of renewal, expansion and/or upgrade expenditure, the total project cost should be distributed accordingly.

Carrying Amount The dollar amount at which an asset is recognised in the annual financial statements after deducting any accumulated depreciation/amortisation and accumulated impairment losses (AASB 116). Also referred to as Written Down Value or Depreciated Replacement Cost.

Current Replacement Cost The theoretical cost to acquire the asset in its current state on the reporting date, measured by reference to either (a) the minimum cost at which the same gross future economic benefits or service potential could be obtained in the normal course of business, or (b) the minimum cost to replace the existing asset with a technologically modern equivalent providing the same economic benefits or service potential.

Depreciable Amount The cost of an asset, or other amount substituted for its cost, less its residual value (AASB 116.6).

Depreciated Replacement Cost See entry for Carrying Amount.

Depreciation Expense The systematic allocation of the depreciable amount of an asset over its useful life (AASB 116.6).

Fair Value The amount for which an asset could be exchanged between knowledgeable, willing parties in an arm’s length transaction.

Level of Service The criteria against which performance in service provision are to be measured. Criteria usually relate to quality, quantity, capacity, functionality, responsiveness and legislative compliance. The defined level of service provides information on what customers can expect for each of these criteria.

Life Cycle Cost Life cycle costs, or whole of life costs, are the costs associated with an asset to provide a desired level of service throughout its life. This includes planning, design, construction, acquisition, operation, maintenance, rehabilitation, and disposal costs. The life cycle cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure Life cycle expenditure includes actual and planned expenditure on the assets, including operational, rehabilitation, maintenance and new asset construction. Life cycle expenditures will vary depending on the timing of asset renewals. Life cycle expenditure may be compared to life cycle cost to give an indicator of sustainability in service provision.

Operating Expenditure Recurrent expenditure which is continuously required, excluding maintenance and depreciation costs. Examples include power, fuel, staff, plant equipment, on-costs and overheads.

Residual Value The estimated amount that an entity would currently obtain from disposal of the asset, after deducting the estimated costs of disposal, if the asset were already of the age and in the condition expected at the end of its useful life (AASB 116.6).


Service Potential The service provided by a new asset at the beginning of its life. Also referred to as Future Economic Benefits. As time passes and the asset deteriorates, it is expected that only a portion of the service potential will be realised. At the end of its useful life and asset has zero remaining service potential but may still have a Residual Value.

Useful Life The period over which an asset is expected to be available for use by an entity (AASB 116.6).


2. INTRODUCTION

2.1 Background

The purpose of this asset management plan (referred to henceforth as the Plan) is to demonstrate sustainable management of assets (and services provided from assets), compliance with regulatory requirements, and to communicate funding required to meet Council’s target levels of service.

The asset management plan is to be read with the following associated planning documents:

Willoughby City Strategy – Together Towards Tomorrow (Community Strategic Plan 2010-2025);

Asset Management Policy;

Asset Management Improvement Strategy;

Open Space and Recreation Plan; and

Plans of Management.

The relationship between these additional documents and this Plan is schematised in Figure 2.3.

Willoughby City Council is responsible for the maintenance of open space areas throughout a total of 134 parks and reserves, the locations of which are shown in Figure 2.1. Of these, 54 consist exclusively of bushland and an additional two contain only playgrounds and are therefore not treated in this Plan. Of the remaining parks and reserves, large portions are occupied by bushland. Areas of bushland have been subtracted from these parks for the purposes of this Plan.

Figure 2.1 Locations of Parks and Reserves (including bushland reserves)


The parks and reserves covered in this Plan have been classified according to a three level hierarchy developed for prioritisation purposes. Table 2.1 provides definitions for each of these classifications, whilst Figure 2.2 provides photographic examples of parks within each hierarchy. 12 parks and reserves have been placed in category A, 41 in category B 25 in category C.

Table 2.1 Council’s park classification hierarchy

Hierarchy Description Examples

A – High Large parks with high visitation rate, in continuous use for most of the day, servicing region or district. A wide range of facilities and services are provided. High maintenance service levels.

Chatswood Park, Garden of Remembrance, Willoughby Park

B – Medium Medium sized parks with medium visitation rate, in use for part of every day, servicing district or local area. A selection of services and facilities are provided. Medium maintenance service levels.

Castle Cove Park, Rotary War memorial Athletics Field, Wickham Park

C – Low Small local parks with low, infrequent visitation rate. Basic facilities provision. Lower maintenance service levels.

Elizabeth Park, Mowbray Rd Reserve

Figure 2.2 Examples from each level of the hierarchy (left = A, middle = B, right = C)

Four distinct uses of open space have been defined by Council, and assets relating to each of these are treated in separate asset management plans. The categories of use are:

playgrounds;

sportsgrounds;

bushland; and

passive recreation.

Any assets that relate specifically to the first three uses of open space in the above list have been treated in dedicated asset management plans (see Table 2.3 for specific open space asset types not treated by this Plan). All remaining assets within open space (i.e. within passive recreation areas and not any of the other three usage areas) are treated in this Plan. Asset types include: furniture such as park benches, picnic tables and BBQs; landscaping such as turf and garden features; pathways; fencing; and signage.

More generally, this Plan covers those assets within open space that can not be specifically related to sportsgrounds, playgrounds or bushland. The assets covered by this Plan, their total quantities and replacement values are summarised in Table 2.2.


Figure 2.3 Context of Open Space and Recreation Planning in Willoughby (adapted from Willoughby Open Space and Recreation Issues Paper, 2009, Parkland Environmental Planners)

Table 2.2 Assets covered by this Plan

Asset type Total Quantity Cost per unit Total cost

Fencing (m) 3,178 $270 $858,060

Footpaths (sqm) 27,366 $86 $2,365,985

Benches 547 $1,668 $912,396

Picnic settings 150 $2,618 $392,700

Gazebo/shelter 52 $6,727 $349,804

Gardens (sqm) 84,117 $130 $10,935,210

BBQ single burner 13 $6,000 $78,000

BBQ double burner 16 $8,800 $140,800

Bins 132 $330 $43,560

Bubblers 35 $1,100 $38,500

Flagpoles 7 $1,500 $10,500

Natural turf (ha) 21.78 $65,000 $1,415,700

Irrigation (# sites) 4 $40,000 $160,000

Plaques 450 $90 $40,500

Local Environmental

Plan

Willoughby City Strategy

4 year Delivery Program

Development Control Plan

Council Polices and Plans

Operational Plan

Section 94 Contribution Plans

Open Space and Recreation Plan

Playground Development Plan

Plans of Management Aquatic Needs Study

Bike Plan

Tennis Courts Review

Bowling Clubs Review

Skateboard & Rollerblades Plan

Walking Trails Plan

Disability Action Plan

Long Term Financial Plan

Workforce Plan

Asset Management Plan

Resourcing Strategy

Integrated Planning and Reporting Framework

Landscape Improvement Plans

Reserve Action Plans

Sports ground Development Plan


Asset type Total Quantity Cost per unit Total cost

Plaques (wall plaque, Garden of Remembrance) 1 $5,000

$5,000

Signs 700 $267 $186,760

Skate park 1 $300,000 $300,000

Dirt bike track 2 $31,500 $63,000

TOTAL $18,296,475

Some overlap exists between asset classes and planning and budgeting responsibility within Council. For example, playgrounds that fall within parks and reserves are the sole responsibility of the Open Space branch, whereas playgrounds associated within building facilities are funded and maintained by either the Community Services division. A number of other asset types, such as pathways and bench seats, may be present within playgrounds; however these will be treated in the Passive Recreation (Parks) Asset Management Plan, grouped with other assets of the same type within parks, since distinctions cannot always be drawn easily between parks and playgrounds where these asset types are concerned.

Table 2.3 Assets NOT covered by this plan

Asset category Plan covering asset category Division/Branch responsible for maintenance

Sports facilities and other assets directly related with those facilities within Open Space

Sportsgrounds Asset Management Plan

Open Space (Organised Sport)

Playgrounds and other assets directly associated with playgrounds within Open Space areas

Playgrounds Asset Management Plan Open Space (Passive recreation)

Sports facilities and playgrounds within Council-owned buildings

Buildings Asset Management Plan Property Construction and Maintenance

Buildings within Open Space areas, including those directly associated with passive recreation areas


Footpaths, garden features, fencing and signage on Council-owned properties that are not Parks or Reserves


Furniture, signage and other assets within bushland areas

Bushland Asset Management Plan Open Space (Bushland)

Footpaths, signage, garden features and other assets within Road Reserves not identified as Open Space areas

Not covered in detail at present but will be included in a Road Reserves Miscellaneous Plan

Open Space and Engineering Services

Key stakeholders in the preparation and implementation of this asset management plan are:

Asset Management Controller Preparation of Asset Management Plan Open Space Branch, Infrastructure Services Director

Data collection, preparation of Asset Management Plan, PIP decision making, maintenance scheduling & supervision.

Open Space Branch, Contract Staff Maintenance, construction. Progress Associations, Community Levels of Service determination, new/upgraded assets Councillors Financial decisions, PIP decision making, community representation Financial Services Branch Financial reporting and budget preparation Council’s Insurers & Risk Management Staff Risk Management

2.2 Goals and Objectives of Asset Management

The Council exists to provide services to its community. Some of these services are provided by infrastructure assets. Council has acquired infrastructure assets by purchase by contract, construction by


council staff and by donation of assets constructed by developers and others to meet increased levels of service.

Council’s goal in managing assets is to meet target levels of service in the most cost effective manner for present and future consumers. The key elements of asset management are:

Long-term financial planning including a life-cycle approach,

Strategic planning based on defined levels of service,

Monitoring of asset performance and service delivery,

Prioritisation of asset improvement, acquisition and disposal,

Understanding and meeting the demands of growth,

Managing risks associated with asset failures,

Sustainable use of physical resources,

Continuous improvement in asset management practices

This asset management plan is prepared under the direction of Council’s vision, mission, goals and objectives as laid out in the Community Strategic Plan, Willoughby City Strategy: together towards tomorrow’.

Council’s vision is:

Willoughby, the vital hub of the region, where residential, cultural, economic and environmental interests are respected and balanced, and our communities enjoy a diversity of lifestyles.

Council’s mission is:

Willoughby City Council will use its regional profile to forge partnerships and actively lead the region to strengthen and further develop sustainable communities.

The main relevant Council goals and objectives and how these are addressed in this asset management plan are listed in Table 2.4 and Table 2.5:

Table 2.4 Broad Council Goals and how these are addressed in this Plan

Goal Objective Relevance to asset management plan

4.2 Infrastructure 4.2.1 Efficiently operated and managed infrastructure assets 4.2.2 Sustainable provision and use of infrastructure

Effective asset management means maximising the service provided to the community by all Council assets over the asset’s life, given the funding available. This first generation asset management plan is the first step to ensuring this happens. The Plan ensures that a life-cycle costs approach is taken in asset management planning, and that the service potential of all assets is maximised


Table 2.5 Specific Council Goals and how these are addressed in this Plan


1.1 Celebrating diversity and community spirit

1.1.6 Public spaces are attractive and inclusive and offer a variety of recreational and creative experiences

Monitoring of performance against levels of service and acceptable condition ratings, and assessment of asset management practices help to provide attractive public spaces. Analysis of demand including demographics & inventory of current assets allows provision of suitable spaces for an appropriate range of ages and abilities. Financial planning will maximise opportunities to meet the demand for a wider range of recreational activities.

1.2 Community services and facilities

1.2.1 Available relevant services and facilities for all members of the community

Demand forecasts help ensure parks are maintained and upgraded to levels appropriate to their hierarchy category. The specific needs and characteristics of the community surrounding each park are considered. A prioritisation model guides the decision making process for upgrades of current assets.

1.3 Healthy lifestyles and life long learning

1.3.3 Council’s works and services programs are current and appropriate to the recreational needs of the community 1.3.5 Affordable and accessible open space and recreational facilities for all members of the community 1.3.7 Existing open space, recreation areas and sportsgrounds are protected and enhanced 1.3.9 Safe buildings, public domain, open space areas and facilities

See 1.1 & 1.2. The decision making matrix refers to existing strategic plans. The value of park assets is demonstrated, and required enhancements identified. Asset classes recorded in Council Asset Management Plans include lighting, directional signage and pathways. Levels of service (e.g. frequency of site cleanup visits) and condition ratings (e.g. for park furniture structural integrity) are determined, which result in acceptable safety standards. Management of risks associated with asset failures is a key element of asset management.

2.2 Sustainable practices

2.2.2 Willoughby City Council leads by adopting sustainable practices

An aim of the plan is to maximise sustainable use of physical resources. Monitoring of asset performance, services and levels of service help optimise performance. Long term financial planning and whole of life costs analysis assists economic sustainability. Provision of relevant passive recreation facilities increases involvement in recreational and social activities, improving social sustainability.

3.1 Housing demand and diversity

3.1.3 New housing is located in areas where housing densities are appropriate to the infrastructure and services and where quality living amenity for residents is ensured.

Understanding and meeting the demands of growth is a key element of asset management. See 1.2

4.1 Transport and mobility

4.1.1Increased use of active and alternative transport

Pedestrian and cycling pathways through parks are identified, their condition monitored and upgrades prioritised. Assets are assessed for accessibility to facilitate pedestrian mobility.

5.2 Central Business Districts

5.2.3 Our CBDs are attractive and safe with a high standard of sustainable urban design. 5.2.4 Our CBDs are supported by provision of utilities, public transport, road upgrades, open space infrastructure and pedestrian linkages.

Chatswood Park and the Garden of Remembrance are located in the Chatswood CBD. Monitoring of performance against levels of service and acceptable condition ratings, and assessment of asset management practices at these parks help keep them attractive and safe. Prioritisation of asset improvement and meeting the demands of growth will help ensure appropriate parks infrastructure is provided in these CBD parks.

6.1 Open Government 6.1.1 A Council that is open and honest and represents its constituents

The plan exhibits to users and constituents the costs associated with varying levels of service, the current service provision considered acceptable and resource allocation decision making methods. Future developments to Council’s Community Engagement Strategy will address the asset management plan more specifically.



6.2 Community Engagement

6.2.3 An engaged, participatory community with knowledge of local community services, activities and events

See 6.1

6.3 Business Efficiency and Service Delivery

6.3.1 Council maintains a strong and sustainable financial position 6.3.3 Council services are delivered to a high quality standard and are responsive to community needs

See 4.2 & 1.2 Monitoring of performance against levels of service and acceptable condition ratings, and assessment of asset management practices help deliver services to an appropriate quality standard.

2.3 Plan Framework

Key elements of the plan are

Levels of service – specifies the services and levels of service to be provided by council

Future demand – how changes in demand will impact on future service delivery and how they are to be addressed

Life cycle management – how Council will manage its existing and future assets to provide the required services

Financial summary – the funds required to provide the required services

Asset management practices – systems and processes currently in place in Council

Monitoring – how the plan will be monitored to ensure it is meeting Council’s objectives

Asset management improvement plan – how Council will improve asset management practices

2.4 Core and Advanced Asset Management

This asset management plan is prepared as a ‘core’ asset management plan in accordance with the International Infrastructure Management Manual. 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.

Where available, information regarding individual assets has been used in the preparation of this Plan. Future revisions of the Plan will move further 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. Information from Council’s Asset Management System (AMS) will increasingly inform the Plan as system implementation progresses.


3. LEVELS OF SERVICE

3.1 Customer Research and Expectations

Council has not carried out any research on customer expectations specifically relating to asset management. Community consultation carried out to date has related to the preparation of the Community Strategic Plan. Future developments to Council’s existing Community Engagement Strategy will address the asset management plan more specifically.

Information collected through Council’s customer request system provides a general indicator of the community’s level of satisfaction with, and interest in, service provision in specific areas. Figure 3.1 shows the distribution of asset-related customer service requests amongst the various broad asset classes. Requests relating to Council’s Open Space areas constitute the greatest percentage of all customer service requests, demonstrating the importance of these areas to the community. This figure is not intended to be used for planning decisions, however, since it is skewed by the large volume of street tree pruning requests submitted by the public. The figure also includes very few requests relating to sports facilities, since most of these are made directly to the Sportsground Coordinator by the various Clubs and Associations.

Figure 3.1 Asset-related customer service requests, 2009/10 financial year

Buildings and

Properties

11%

Stormwater

Drainage

17%

Footpaths

12%

Kerb and Gutter

1%Open Space

32%

Streets and Roads

27%

Customer service satisfaction surveys were carried out in 2003 and 2008 for Open Space areas within the Willoughby LGA. Table 3.1 presents the results of these surveys (extracted from PEP, 2009). The survey showed the highest level of satisfaction with parks, reserves and bushland, and the lowest satisfaction level with youth activities and bike paths. All aspects of service provision showed consistent improvement in customer satisfaction between 2003 and 2008, and all results from the latest survey showed greater than 50% satisfaction (Original Source: Direction First, 2003, 2008).

Table 3.1 Customer service satisfaction survey results in 2003 and 2008

Performance rating (mean score) Aspects of service provision

2003 2008

Parks and reserves cared for 63% 70%


Performance rating (mean score) Aspects of service provision

2003 2008

Bushland protected 62% 70% Natural environment cared for 61% 68% Sufficient bushland maintained 59% 66% Sports facilities cared for 62% 66% Sufficient open space 58% 64% Sufficient sports and recreation facilities 59% 63% Sufficient youth activities 51% 55% Sufficient bike paths 48% 54%

Questions regarding the importance and quality of service provision within specific asset categories were incorporated into the last community satisfaction survey which had not been completed at the time of preparation of this Plan, and these results will be included in future revisions of the Plan.

3.2 Legislative Requirements

Council has to meet many legislative requirements including Australian and State legislation and State regulations. These are listed in Table 3.2.

Table 3.2 Legislative Requirements

Legislation Requirement

Local Government Act 1993 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan and resourcing strategy in conjunction with asset management plans for sustainable service delivery.

Disability Discrimination Act 1992 The DDA requires all employers, educators and providers of services in the public and private sectors to make whatever adjustments are necessary and reasonable to allow people with disabilities to use those services to the same extent as other people.

Crown Lands Act 1989 & Crown Land Regulation 2006

Environmental protection principles must be observed, natural resources conserved, public use and enjoyment, and multiple use encouraged, land and its resources should be sustained in perpetuity and land should be occupied, used, sold, leased, licensed or otherwise dealt with in the best interests of the State consistent with these principles.

Environmental Planning and Assessment Act 1979

Provides the basis for preparing land use planning instruments, and sets out processes for development and building approvals. Section 94A enables Councils to levy developers for a contribution towards the costs of providing community infrastructure.

Noxious Weeds Act The Noxious Weeds Act 1993 (amended 2006) defines the roles of government, councils, private landholders and public authorities in the management of noxious weeds.

Companion Animals Act Requires local Councils to designate at least one unleashed dog exercise area in their LGA.

3.3 Current Levels of Service

Community Levels of Service relate to how the community perceives the service in terms of quality, quantity, capacity, functionality, responsiveness, and legislative compliance. These have not yet been established but will constitute the outcome of community engagement being undertaken in 2012. These could include:

Condition of garden beds

Provision of parks within a certain radius

Functionality of picnic/BBQ areas

Technical Levels of Service support the community levels of service. They are operational indicators or technical measures for performance monitoring that have been developed to ensure the minimum community levels of service are met by Council. Indicators of quality, capacity, functionality and


legislative compliance are explained in more detail in Council’s asset assessment manuals. Some examples of these indicators and how they relate to level of service criteria are provided in Table 3.3.

Table 3.3 Level of service criteria and technical indicators used in typical Council operations

Service Criteria Technical indicators (examples)

Quality Signs of aging or defects Quantity Area of parks per resident Capacity Width of footpath appropriate to pedestrian traffic Functionality Playground equipment appropriate to demographic Responsiveness Make-safe time and complete repair time Legislative compliance Building adheres to accessibility standards

The level of service provision deemed appropriate for most of the criteria listed in Table 3.3 are defined in detail for each asset class according to a hierarchical system, whilst some criteria are still under development. These can be found in Council’s level of service manuals and are summarised in Table 3.4.

Table 3.4 Current Service Levels

Service criteria

Level of Service

Measurement Scale

Technical Performance Target

Current Performance (estimated)

Asset class: Fences

Quality Physical condition % assets within condition threshold as per level of service manual

80% 80%

Quantity Number of services * * * Capacity Appropriate to

demand * * *

Functionality Fitness for purpose * * * Responsiveness Inspect, make-safe

or repair % responses within defined time period

Make safe/initial inspection within 24 hrs 90%. Repair 1-2 weeks 80%.

90%

Legislative compliance

Compliant or not % sites compliant with relevant standards

90% Not audited.

Asset class: Furniture

Quality Physical condition % assets within condition threshold

80% 80%

Responsiveness Inspect, make-safe or repair

% responses within defined time period

Make safe/initial inspection within 24 hrs 90% Repairs 80%

Make safe 90%, repairs 80%



90% <90%

Asset class: Irrigation


80% 100% (4 sites only)



Make safe 90%, repair 80% Make safe 90%, repair 80%


Compliant or not Y, N or N/A Compliance with Australian Standards

Unknown

Asset class: Memorial Plaques


80% 90%



Make safe/initial inspection 90%, repair 80%

90%


Service criteria

Level of Service

Measurement Scale

Technical Performance Target

Current Performance (estimated)



N/A N/A

Asset class: Garden Features


80% 65-70%



Make safe/initial inspection within 24 hrs 90% Maintenance 80%

Make safe 90%, repairs 80%



N/A N/A

Asset class: Turf


80% 70%






N/A N/A

Asset class: Signage


80% 70%




Make safe 90%, repair 80%



N/A N/A

Asset class: Skate Park


100% 100% (1 site only)






90% Unknown

Asset class: Bike Track


100% (2 sites only) 50% (Northbridge acceptable condition, Castle Cove maintenance required)




90%



90% Unknown

* Criteria to be formally addressed in future asset management plans for all asset classes listed in this table, and therefore only listed once.

3.4 Desired Levels of Service

At present, indications of desired levels of service are obtained from various sources including the Customer Satisfaction survey, residents’ feedback to Councillors and staff (especially when community consultation is undertaken before parks are upgraded), service requests and correspondence. These have been estimated for use in renewal models and expenditure forecasting, but will be refined and formalised following a period of community education and consultation. This will be reflected in future revisions of this asset management plan.


4. FUTURE DEMAND

4.1 Demand Forecast

Factors affecting demand include population change, changes in demographics, seasonal factors, vehicle ownership, consumer preferences and expectations, economic factors, agricultural practices, environmental awareness, etc. National trends in recreation participation rates are discussed below and related to forecast demographics for the Willoughby Local Government Area (LGA).

Key factors that will influence the needs and demands for open space and recreation in Willoughby include (Source: PEP, 2009):

an increasing population, which will result in increased use of existing open spaces and recreation facilities, demand for additional recreational opportunities and expectation for more/better facilities;

changing demographics of the community, particularly an increasingly aging and multi-cultural population;

increasing residential density, which results in an increasing population of residents and workers who use open space and recreation facilities resulting in pressure on existing spaces, competition for limited space, and potential conflicts;

increasing fuel costs which will affect transport modes used to access open space and recreation facilities;

recent trends to a wider range of recreational activities such as mountain bike riding, skate boarding, linked walking and cycling, water play, adventure play and exercising and personal fitness activities;

changes to legislation and strategic recreation and open space planning at State and regional levels;

the widespread adoption of “access for all” principles in open space and recreation facility planning, design and construction;

increasing concentration on health promotion and education, especially in response to concerns about childhood obesity and a growing interest and awareness in physical fitness and healthy living among all age groups;

new activities are constantly emerging as a result of overseas trends and cultural diversity.

Table 4.1 shows participation rates of adults in Australia in a wide variety of recreation activities and organised sports. Those participation levels that could indicate a large demand on, or a change in usage of, existing passive recreation facilities provided by Council are highlighted in the table. The participation levels for sports such as soccer that are played on associated sportsgrounds will also affect demand for park assets such as seating, bubblers and BBQs. It should be noted, however, that these figures relate to national participation rates, and local rates are likely to vary.

Table 4.1 Sport & recreation participation by Australian adults in 2006 by age

Activity Total Participation % 15-24 % 25-34 % 35-44 % 45-54 % 55-64 % 65+ %

Rugby union 1.0% 4.3 0.6 0.5 0.3 0.1 - Athletics / track and field 0.6% 2.7 0.1 0.3 0.1 - 0.1 Indoor hockey 0.2% 0.8 0.1 0.1 - - - Basketball 3.3% 11.5 3.5 2.4 1.1 0.2 0.1 Cricket (outdoor) 3.2% 9.0 4.1 3.0 1.5 0.4 0.2 Australian football 2.7% 9.4 3.2 1.9 0.7 0.2 - Soccer (indoor) 1.9% 6.5 2.5 1.2 0.4 0.1 - Martial arts 1.8% 3.8 2.2 1.4 1.0 1.0 1.5 Rugby league 1.3% 5.3 1.4 0.5 0.1 - - Rugby league 1.3% 5.3 1.4 0.5 0.1 - - Volleyball 1.2% 4.0 1.3 1.0 0.6 0 - Cricket (indoor) 0.9% 1.9 2.2 0.6 0.3 0.1 0


Activity Total Participation % 15-24 % 25-34 % 35-44 % 45-54 % 55-64 % 65+ %

Boxing 0.7% 2.0 1.0 0.6 0.4 0 0 Orienteering 0.5% 1.6 0.5 0.3 0.2 0 0 Rock climbing 0.5% 0.9 1.2 0.4 0.3 0 0 Scuba diving 0.5% 0.7 1.0 0.3 0.5 0.2 0.1 Water polo 0.2% 0.9 0.2 0.1 0 - - Running 7.4% 12.3 11.5 10.5 5.3 2.5 0.6 Netball 3.6% 10.0 5.9 3.6 0.9 0.2 0.1 Weight training 3.1% 3.7 4.6 3.8 2.3 2.5 1.3 Touch football 2.4% 5.4 4.2 3.0 1.1 0.1 0.1 Badminton 0.9% 2.2 1.1 0.9 0.2 0.5 0.2 Roller sports 0.6% 1.4 1.2 0.6 0.2 0.1 - Table tennis 0.5% 0.9 0.5 0.7 0.3 0.4 0.1 Softball 0.3% 0.8 0.3 0.3 0.2 - - Triathlon 0.3% 0.5 0.7 0.6 0.1 0.1 - Swimming 13.6% 13.6 17.0 17.3 15.4 11.0 6.1 Tennis 6.8% 9.4 8.0 6.7 8.1 5.5 2.6 Surf sports 2.3% 4.2 3.2 2.8 2.4 0.5 0.3 Squash / racquetball 1.3% 1.4 2.5 2.0 1.4 0.3 0 Horse riding/equestrian/polocrosse 1.3% 2.2 1.5 1.6 1.3 0.5 0.3 Waterskiing / power boating 0.9% 1.1 1.4 1.2 0.9 0.3 - Tenpin bowling 0.7% 0.8 0.7 0.8 0.8 0.5 0.6 Soccer (outdoor) 4.2% 13.7 3.9 4.4 1.8 0.3 0 Hockey (outdoor) 1.0% 2.8 0.7 1.2 0.5 0.2 0.1 Gymnastics 0.2% 0.7 0 0.3 0.2 0.1 0.1 Rowing 0.4% 1.1 0.3 0.2 0.5 0.2 0.1 Dancing 2.4% 5.6 1.5 1.3 1.7 2.8 1.7 Shooting sports 0.5% 0.7 0.3 0.8 0.2 0.7 0.2 Cycling 10.1% 8.1 13.2 17.0 9.8 8.6 3.1 Bushwalking 4.7% 1.8 5.1 5.6 7.1 5.9 2.5 Yoga 2.9% 1.6 3.7 4.1 2.9 3.4 1.9 Canoeing / kayaking 0.7% 0.6 0.9 0.7 1.1 1.1 0.1 Golf 4.2% 3.8 5.7 7.2 7.7 10.2 6.9 Fishing 2.1% 0.9 1.7 3.0 2.6 3.2 1.6 Sailing 0.5% 0.4 0.2 0.8 0.5 1.0 0.5 Walking 36.2% 13.7 30.3 34.9 47.0 49.5 45.2 Lawn bowls 2.1% 0.5 0.8 0.8 0.7 2.8 7.6 Carpet bowls 0.2% 0 0 0 0 0.1 1.4

Source: Standing Committee on Recreation and Sport (2007)

Demand factor trends that are relevant to the type of services covered in the Plan, and impacts on service delivery are summarised in Table 4.2.

Table 4.2 Demand Factors, Projections and Impact on Services

Age group 2010 2030 % change

Impact on services

0 to 4 years 4,878 5,055 +3.6 Accessibility for strollers – pathway upgrades.

5 to 11 years 5,519 6,010 +8.9 Provision of flat grassy areas for running around and ball games. This age group needs small parks within walking or cycling distance from their homes. Passive open space and areas for both organised and informal junior team sports is essential.

12 to 17 years 4,294 4,857 +13.1 Bike paths, BMX, skateboard, rollerblading, “hang out” spaces for young people. 18 to 24 years 6,330 7,249 +14.5


Age group 2010 2030 % change

Impact on services

25 to 34 years 11,206 12,109 +8.1 35 to 4 9 years

16,467 17,252 +4.8

50 to 59 years 8,248 9,517 +15.4

60 to 69 years 5,773 7,195 +24.6

70 to 84 years 4,954 7,404 +49.5

85 and over years 1,462 1,532 +4.8

Increase in demand for services such as perimeter walking paths with ramps and layback kerbs, seating in shade, shelters, recreation information for seniors, colourful seasonal garden beds, exercise stations (many retirees have the time, energy and commitment to improve their physical fitness once they no longer work), reflexology paths, petanque, chess, car parks, smooth pathways, accessible furniture, lighting, play spaces where seniors can take young relatives while visiting, lower impact activities that cater for the needs of older age groups. Pedestrian connections between homes and passive recreation areas. Walking and use of parks by seniors may also be encouraged by incorporating Crime Prevention Through Environmental Design principles in design and maintenance of paths and parks.

Total Population

69,133 78,181 +13.1

An increasing population will result in increased use of existing open spaces and recreation facilities, and demand for additional recreational opportunities. Facility capacity and opportunities will need to keep pace with population and employment growth. There is potential for overuse of facilities. Services will need to meet the needs of a variety of age groups.

The NSW Government Metropolitan Strategy 2005 set a target for the City to accommodate an extra 6800 new dwellings by 2031. The increase in population will continue to place demands on all existing open space areas, especially sporting facilities, bikeways/ shared paths, playgrounds and aquatic centres. The new Local Environmental Plan (due for gazettal in 2011) reflects the expected increase in dwelling densities in selected locations along main transport corridors. Accompanying the increased density of residential development will be a need for groups to socialise and enjoy the outdoors in public open spaces. Undercover picnic areas, more amenities and park furniture will be needed.

Chatswood was the suburb with the highest population in 2006 and is forecast to have the highest growth in 2031, mostly within the CBD as shown in Figure 4.1 and Table 4.3. Northbridge, Willoughby and Artarmon are suburbs with the next highest populations in 2006, with second highest populations forecast for 2031. St Leonards has the second highest predicted growth rate to 2031. The areas of large projected change in Figure 4.1 may be compared with locations of existing open space in Figure 2.1.

Figure 4.1 Forecast population change in Willoughby City between 2006 and 2031


Table 4.3 Forecast population change in Willoughby City between 2006 and 2031

Willoughby City Council's small areas (Persons aged 0-85 years)

2006 2031 Change 2006 to 2031

Artarmon 8,797 9,949 1,152 Castle Cove - Middle Cove 3,798 3,976 178 Castlecrag 2,888 2,901 13 Chatswood Suburb (Total) 20,651 25,339 4,688 Chatswood (CBD) 6,270 9,532 3,262 Chatswood (balance) 14,382 15,807 1,425 Chatswood West - Lane Cove North 3,450 3,970 520 Naremburn 5,131 5,865 734 North Willoughby - Willoughby East 5,618 5,691 73 Northbridge 6,134 7,005 871 Roseville 2,307 2,972 665 St Leonards 2,224 3,423 1,199 Willoughby 5,893 7,305 1,412 Willoughby City Total 66,891 78,397 11,506

To meet the needs of an increasing and changing population, open space and recreation opportunities should be:

diverse, incorporating settings and facilities to meet the needs of various age groups;

accessible, particularly near public transport;

high quality and durable;

flexible, allowing for multiple users at different times.

The social target groups that have been identified in Council’s Social Plans as requiring special attention in terms of recreation needs are: children, young people, elderly people, people with disabilities, people from a culturally and linguistically diverse (CALD) background, and women and girls.

4.2 Changes in Technology

Technology changes are forecast to affect the delivery of services covered by this plan as specified in Table 4.4, whilst other changes that may affect service delivery are listed in Table 4.5.

Table 4.4 Changes in Technology and Forecast effect on Service Delivery

Technology Change Effect on Service Delivery

Implementation of asset management system Key areas of concern in service delivery will be identified and addressed as implementation progresses and more data becomes available on level of service criteria. Service provision is also expected to become more efficient, enabling increased service delivery.

Water harvesting, Water Sensitive Urban Design (WSUD), irrigation system technologies, water use management

High installation costs v environmental benefits. Service provision improved if water available for maintenance during future drought periods. More efficient irrigation systems available for replacements (eg Beauchamp Park garden beds, KISS system Garden of Remembrance).

GPS interpretive systems Interpretive signage may be replaced with electronic systems. Improvements in solar lighting May be possible to provide lighting in areas where power is not currently

accessible. Improved lighting quality. Other non carbon technologies replacing fossil fuels Effect on price of utilities will affect service delivery. Some assets relying on older

technologies may become obsolete.


Technology Change Effect on Service Delivery

Technological changes in general community life Provision of high quality outdoor recreation services to attract people outdoors becomes more important.

New activities are constantly emerging as a result of the increasing impact of technology on leisure choices, including computer games and new equipment such as scooters.

Modification or provision of new assets required to cater for new activities, equipment e.g. paths for scooters

Table 4.5 Other Changes Affecting Service Delivery

Change Effect on Service Delivery

Focus on sustainable planning, design and construction Use of different materials, local suppliers. Materials price fluctuations e.g. price of steel and concrete has significantly increased the cost of assets such as

picnic shelters and pathways. Labour shortage Availability of skilled staff affects the quality and timing of service delivery. Perceptions and incidences of crime Design of recreation spaces, particularly through adopting Crime Prevention through

Environmental Design principles, increased maintenance costs for repairs and graffiti removal.

4.3 Demand Management Plan

Demand for new services will be managed through a combination of managing existing assets, upgrading of existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures.

Opportunities identified to date for demand management are shown in Table 4.6. Further opportunities will be developed in future revisions of this asset management plan.

Table 4.6 Demand Management Plan Summary

Service Activity Demand Management Plan

The Concourse and Market Gardens Park. These 2 new park areas are in Chatswood, the suburb with the highest forecast population in 2031. Gore Hill Park Masterplan + St Leonards Strategy – a joint strategy by Willoughby, Lane Cove and North Sydney Councils & Department of Planning to guide future development of St Leonards as an employment centre. The implications of the strategy will result in demand for recreation opportunities. Creation of the “Gore Hill Parklands” will incorporate pedestrian and cycle connections and new public open spaces for workers. Recreational facilities for young people for activities such as skateboarding, rollerblading and basketball could be incorporated into new developments in the Chatswood CBD or in industrial areas, and / or on rooftops (Parkland Environmental Planners 2010). Investigate opportunities for small local parks in industrial areas in East Roseville and Artarmon. Actively pursue opportunities for additional public open space in redevelopments, especially in high density areas along the Pacific Highway corridor in Chatswood, Artarmon, St Leonards; and areas adjacent to main roads.

Providing new parks

Support and pursue opportunities for additional youth recreation facilities in new developments in the Chatswood CBD and in industrial areas.

Upgrading existing parks Masterplans, Landscape Improvement Plans, Reserve Action Plans. Beauchamp Park, Artarmon Reserve, Northbridge Park and Willoughby Park are large parks in the four suburbs with the highest forecast populations in 2031. There are currently Masterplans for each of these parks which are currently being implemented in stages.

Managing existing parks Scheduling of maintenance visits to ensure resources are allocated appropriately as increased use of parks results in more wear and tear and maintenance requirements.


4.4 New Assets from Growth

The new assets required to meet growth will be constructed by Council or acquired from land developments as appropriate. The projected values of required new assets are summarised in Figure 4.2.

Table 4.7 shows the total costs of incomplete actions from existing Master plans for major parks. A breakdown of the cost and work description for each action is provided in Appendix C – Projected 20 year capital works program. Whilst these works do not relate exclusively to growth and may, for example, relate instead to improved accessibility, many actions incorporate upgrade and expansion simultaneously with improved accessibility. Actions relating exclusively to disability are funded from an existing recurrent budget and have therefore not been included in this list. All remaining actions from Master plans and other planning sources such as Landscape Improvement Plans and Reserve Action Plans have been included in Table 4.7.

Table 4.7 Summary of actions from Master Plans and other plans

Park Name Cost Park Name Cost

Artarmon Reserve $448,000 Kingsford Smith Park $144,000

Bales Park $265,000 Lowanna Park $40,000

Beauchamp Park $972,000 Marlow Street Reserve $15,000

Cambridge Park $55,000 Muston Park $512,000

Campbell Park $35,000 Naremburn Park $1,062,000

Castle Cove Park $55,000 Northbridge Park $1,915,000

Cleland Park $50,000 OH Reid Reserve $275,540

Cortile Reserve $8,000 Robert St Reserve $120,000

Fig Tree Point Reserve $55,000 Scott Crescent Reserve $80,000

Gore Hill Reserve $3,400,000 Taylors Lane Reserve $55,000

Greville Street Reserve $125,000 The Bailey $30,000

Harden Park $65,000 Thomson Park $195,000

Hemsley Estate Reserves $10,500 Wallace Park Reserve $35,000

Hotham Street Reserve $144,000 Warrane Reserve $200,000

Jersey Road Reserve $35,000 Willoughby Park $702,000

Kenneth Slessor Park $165,000

TOTAL $11,268,040

Additional funding may be required for recommended Master plan actions that are yet to be costed as these will require further investigation. Examples include water harvesting and installation of water tanks at Beauchamp Park. Plans are yet to be formulated for several other parks; however any new assets identified will require funding. These are also identified in Appendix C with estimated projected costs.

The Concourse in Chatswood CBD, which was completed in 2011, includes passive recreation areas. A new passive recreation park called Market Gardens Park will be constructed as part of the residential land development at “Willoughby Paddocks”.

The public open space areas of Willoughby City have not substantially changed in quantity or total area since the Council’s first Open Space Plan in 1996. A firm direction from the Government’s Strategy (NSW Govt Metropolitan Strategy 2005) is that councils need to improve their existing open spaces. This approach supports the long term shift away from quantity based provision of open space in established areas to a needs- and service-based approach. Community preference has been expressed for improving and upgrading existing parks rather than establishing new parks. Opportunities for the creation of new parks are limited by the high cost of purchasing land in the City and its highly developed nature. The few existing parks without playgrounds are not considered suitable for the addition of a playground


due to factors such as access problems (eg Hallstrom Point), small size and close proximity to other facilities (eg Hemsley Estate Reserves).

Figure 4.2 shows the projected expenditure on all upgrades and new assets to meet demand. It is assumed that the total cost of the actions listed in Appendix C has been distributed evenly from one year to the next until such time as the total for all actions has been reached, after which time expenditure is expected to continue at 50% of the previous rate. Assuming an initial funding rate of $400,000 per year, all current incomplete actions would not be addressed until 2020. A higher funding level would allow these actions to be completed earlier, and a lower funding level would stretch the completion date beyond the present planning horizon. Inflation has been taken into account at a rate of 3% per annum.

Figure 4.2 20 Year Projected New Assets to meet Demand

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Year

Pro

ject

ed e

xpen

ditu

re f

or u

pgra

des

and

new

wor

ks

Acquiring these new assets will commit council to fund ongoing operations and maintenance costs for the period that the service provided from the assets is required. These whole-of-life costs are identified and considered in developing forecasts of future operating and maintenance costs (see lifecycle management plan).


5. LIFECYCLE MANAGEMENT PLAN

The lifecycle management plan details how Council plans to manage and operate the assets at the agreed levels of service (defined in section 3) while optimising life cycle costs.

5.1 Background Data

5.1.1 Physical parameters

A comprehensive asset inventory for Open Space areas has not yet been collected. For the purposes of this Plan, therefore, a representative sample of Parks from each of three hierarchies was selected, and the quantities and dimensions of assets within those parks recorded. For some asset classes, the total quantities throughout all parks are known. For the remaining asset classes, the data collected for each Park was used to calculate a quantity per square metre for each hierarchy and then extrapolated by the total area of park within each hierarchy. The extrapolated data set is summarised in Table 5.1 .

Table 5.1 Details of assets covered by this plan

Asset type

Total Quantity

Data confidence %

Comments

Expected Life (yrs)

Fencing (m) 3,178 20 Measured for a sample of parks and extrapolated 70

Footpaths (sqm) 27,366 70 Comprehensive data set exists but may be slightly out of date

20

Benches 547 20 Counted for a sample of parks and extrapolated 20

Picnic settings 150 20 Counted for a sample of parks and extrapolated 20

Gazebo/shelter 52 20 Counted for a sample of parks and extrapolated 20

Gardens (sqm) 84,117 20 Measured for a sample of parks and extrapolated 50

BBQ single burner 13 80 Known due to BBQ cleaning schedule 20

BBQ double burner 16 80 Known due to BBQ cleaning schedule 20

Bins 132 80 Known due to bin cleaning and replacement schedule 5

Bubblers 35 80 Known 20

Flagpoles 7 80 Known 30

Natural turf (ha) 21.78 70 Based on total surface area of all parks from annual mowing contract

100

Irrigation (# sites) 4 50 Known 20

Plaques 450 50 Counted for a sample of parks and extrapolated, then added to number of plaques at memorials

50

Plaques (memorial garden)

1 100 Known 50

Signs 700 20 Measured for a sample of parks and extrapolated 20

Skate park (# sites) 1 100 Known 100

Dirt bike track (# sites)

2 100 Known 100

Since garden features represent the highest total replacement cost of all asset classes and the data confidence for that class is quite low, a more accurate measurement will be prioritised in future revisions of this plan. The next most costly asset type is footpaths, followed by turf; however the data confidence for these classes is considerably higher. The combined cost of bench seats, picnic settings and picnic shelters is also significant, and the associated data confidence is low. Since this data was extrapolated from a small sample of parks, an audit of seating and picnic settings within parks will improve data confidence.


Council monitors its asset stock using condition ratings, rather than age as an indicator of consumption. When combined with information such as the expected total life of assets and their assumed patterns of consumption, this gives an indication of long-term renewals costs. Age may also be used as a secondary indicator of future renewal expenditure in the absence of further information; however age data is not available for all assets or asset types, as Council did not have a formal methodology for recording asset renewals or replacements prior to 2011. As implementation of Council’s asset management system progresses, and all asset works are recorded, the reliability of this data will increase. Age data is not available at this stage for sufficient assets in Open Space areas to justify an analysis of the data.

5.1.2 Asset capacity and performance

Council’s services are generally provided to meet design standards where these are available.

Deficiencies in the supply of usable open space were identified in the mid 1990s in Artarmon, South Willoughby, Naremburn, North Chatswood and South Chatswood. To attempt to address these deficiencies, in recent years Council has:

acquired land through Section 94 contributions to construct parks such as Mashman Park and Whitton Park.

purchased land as part of The Concourse development in Chatswood CBD.

improved the recreational condition of parklands such as Bicentennial Reserve and Flat Rock Gully.

More accessible parks, reserves and sporting facilities with access ramps, accessible toilets, and improved pathways have been identified as needs for people with disabilities. An additional recurrent Priorities Improvement Program (PIP) budget of $20,000 per annum has been introduced called “DDA Action Plans/Disability Access-Actions”. These funds are used to implement Access Improvement Plans at Willoughby Park and Bicentennial Reserve, and fund modifications and new assets at Chatswood Park, Bales Park and other parks as opportunities arise. These sites are summarised in Table 5.2.

Table 5.2 Known Service Performance Deficiencies

Location Service Deficiency

Willoughby Park Disability access Bicentennial Reserve Disability access Chatswood Park Disability access Bales Park Disability access

Other deficiencies include BMX style bike tracks and Skateboard and Rollerblade Facilities. Recommendations in the Open Space and Recreation Plan Issues Paper include a review and update of the Skateboard and Rollerblade Facility Development Plan (1998), and preparation of an action plan for BMX and mountain biking. More children’s bike tracks and additional designated unleashed dog exercise areas are also identified in the Paper as being required to meet demand.

5.1.3 Asset condition

The condition distribution of Council’s assets has been estimated based on the condition of the various asset types in the sample data set. The total replacement value of assets that fall into each condition rating is shown in Figure 5.1.


Figure 5.1 Condition Distribution of Council’s assets by replacement value

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

1 2 3 4 5

Condition rating

Re

pla

cem

en

t va

lue

Based on extrapolation from the sample data set, the average condition rating of assets within passive recreation areas is 3, which is considered to be adequate in the short term but raises concerns over the long term if intervention does not take place. This is also the condition rating category with the largest proportion of the asset stock, and these will require careful monitoring as they continue to deteriorate, so that future renewals can be staged in a financially sustainable manner. A significant portion is rated 2 and is therefore in good condition. Very few assets are in brand new or very good condition and even fewer have reached the end of their lives. A small portion is rated 4 and is below the acceptable condition threshold according to Council’s Level of Service manual, requiring intervention in the immediate future.

Condition is measured using a 0-5 rating system, where a rating of zero applies to a brand new asset and five indicates that no service is being provided by the asset. The condition rating scale used for assets within Open Space areas is shown in Table 5.3.

Table 5.3 Rating scale used by Council to assess physical condition of assets

Rating Description

0 Brand new or very good condition. Providing full service potential.

1 Not new but in very good condition with no indicators of any future obsolescence and providing a high level of service.

2 Aged but in good condition. Providing an adequate level of service.

3 Providing an adequate level of service but some concerns over the ability of the asset to continue to provide an adequate level of service in the medium term. May be signs of obsolescence in medium term.

4 Indicators that Council will need to renew, upgrade or decommission in near future. May need to be included in the capital works plan over the short term. Very low level of service.

5 At intervention point. No longer providing an acceptable level of service. Action must be taken immediately by Council to renew, upgrade or decommission asset.

End of life Theoretical end of life – asset is either decommissioned or deemed obsolete and scheduled for future closure.


5.1.4 Asset valuations

Assets within passive recreation areas will be recognised at Fair Value from June 30, 2011 using Council’s asset valuation methodology. Until this date the values obtained from extrapolation of the sample data set will be used. Depreciation expense is estimated using a straight-line methodology and assuming an average expected life of 24 years with zero residual value. This does not conform to Council’s asset valuation methodology for Fair Value reporting. Council’s valuation methodology will be implemented for these assets closer to the Fair Value reporting deadline.

Current Replacement Cost $18,296,475*

Depreciated Replacement Cost $7,318,590*

Current Year Depreciation Expense $489,968*

A comparison of annual asset consumption and asset renewal, upgrade and expansion is an indicator of the financial sustainability of Council. Since Council follows a consumption-based valuation methodology, the annual depreciation expense also reflects the annual consumption of service potential.

For the current year, depreciation/consumption is expressed as a percentage of the depreciable amount for the total asset class, in order to provide an average rate of asset consumption. The annual rates of asset renewal and upgrade/expansion are expressed as the current year’s maintenance and capital expenditure, respectively, as a percent of the total depreciable amount. Given that these assets are not currently reported at Fair Value and that no residual values have been identified, however, the below rates are not applicable at this stage. This section is retained and the current rates provided as indicators only, however accurate figures are expected to become available closer to the Fair Value reporting deadline.

Asset Consumption 2.68 %

Asset renewal 0.98%

Annual Upgrade/expansion 3.46%

*Financial figures have been estimated from extrapolated sample data and will change upon completion of parks asset inventory

5.2 Risk Management Plan

Regular site cleanups and inspections are carried out by park maintenance staff. Site inspections include identifying hazards such as broken glass, sticks, trip hazards, overhanging dead tree branches and damage to assets. Hazards are eliminated at the time of the inspection if possible, or made safe until such time as required materials or time are available. The frequency of the inspections varies according to the hierarchy of the park e.g. inspections are completed every day at the Garden of Remembrance in Chatswood, and once per month at Elizabeth Park, Northbridge.

Of particular note from the list of standards listed in Section 0 are the Safer By Design principles, the use of which aims to minimise crime and anti social behaviour including vandalism and graffiti, and help to ensure park and playground users feel that they are in a safe environment. The principles include fostering a strong sense of community ownership of parks, provision of security lighting in appropriate locations, maximising casual surveillance from surrounding properties and providing clear entrances, exits and pathways through the parks.


An assessment of risks associated with service delivery from infrastructure assets has identified critical risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.

Critical risks, being those assessed as ‘Extreme’ or ‘Very High’, requiring immediate corrective action, and ‘High’, requiring prioritised corrective action, are summarised in Table 5.4.

Table 5.4 Risk analysis for park assets

Asset Risk Category Risk – what can happen?

Consequence score

Likelihood score

Risk rating

Risk Treatment Plan

Community wellbeing Sunburn 2 4 High Provision of shade (from trees, picnic shelters) is considered when parks are designed and upgraded, and when locations for new assets are being determined.

Community wellbeing Crime/anti-social behaviour

4 3 Very High

Use of Safer By Design principles, night patrols by security contractors, lighting.

Community wellbeing Injury from low or falling tree branches, fruit

4 2 High Dead wood removed from trees in high use areas, trees under-pruned to remove low branches that may be a hazard, access ways are kept clear. Bunya cones removed from trees each year in January.

Strategic Financial Political Service Delivery Community Wellbeing

Financial crisis, funding not available for renewals or upgrades.

3 3 High None at present.

Financial Regulatory

Changes to Australian Standards or legislation result in modifications required.

3 3 High Maintenance budget prioritisation of work, application for PIP funding if more significant modifications required.

Parks General

Community Wellbeing Health effects of passive smoking

3 2 High No smoking in open space areas policy adopted, signage installed.

Footpaths Community wellbeing Trip/fall 3 3 High Hazards identified in regular maintenance

staff site inspections. Handrails/fencing installed where significant drop or slope.

Turf

Community wellbeing Trip/fall due to hidden objects or uneven surface.

3 3 High Mow turf areas keeping grass to appropriate height. Maintenance run sheets include turf repairs and repair uneven areas.

BBQs

Community Wellbeing Burn 3 2 High Installed in plain view to ensure any children near the BBQ can be clearly seen. Safety Push Button Delay Systems fitted to prevent young children from starting BBQs. BBQs have bench top with 100mm protection zone around the hotplate to reduce the risk of small children burning themselves if they grasp the edge of the bench.



Consequence score

Likelihood score

Risk rating

Risk Treatment Plan

Community Wellbeing Falls, collisions, property damage.

3 3 High Regular “site cleanup” and inspections of skate park by Chatswood Park maintenance staff. Weekly bike track inspections/cleanups by contract staff. Appropriate warning signage in place, including instructions for riders to check the entire area before using, consider their skill level, wear appropriate protective clothing including helmets, knee and elbow guards and to be aware of others in the area. Children are to be supervised at all times. Bike tracks designed to IMBA standards. Perform regular site meetings with user group delegates to address issues with the tracks.

Bike Tracks/Skate Parks

Environment Unofficial tracks constructed through bushland areas damaging vegetation and disturbing fauna habitat.

3 3 High Provide official bike tracks and liaise with riders.

Council will develop a more comprehensive Risk Management Plan as asset management practices become more advanced and the asset management system is implemented. This rating will also be incorporated into Council’s works prioritisation methodology.

5.3 Asset Expenditure Plan

Asset expenditure includes routine maintenance, renewals, upgrades/expansions, acquisitions and disposals. These may be defined as follows:

Maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again. This does not include day-to-day operational costs.

Renewal expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity. This does not imply replacing an asset with another identical asset, but rather replacing a service with an identical service, which may be delivered by the modern equivalent of the previous asset.

Upgrade/expansion includes work carried out on existing assets to increase capacity or provide an additional service that could not be provided previously. This is over and above restoring an asset to original capacity.

Construction/acquisition covers all assets either constructed by council or acquired from a third party that were not previously part of Council’s asset stock.

Disposals are those assets that will be removed from service because they no longer provide a service, do not meet the needs of the community, have become obsolete or because their removal may provide a strategic advantage. Disposals may require expenditure or generate significant revenue. Upgrades/expansions and construction may inherently involve an element of disposal that needs to be quantified.

Projected expenditure for the next 20 years for all of these is discussed in this section, including the assumptions and calculation methods used. Three scenarios have been considered in projections of expenditure over the next 20 years. The broad assumptions for these three scenarios are identical for all asset classes and are explained in Table 5.5.


Table 5.5 Modelling scenarios used for projected 20 year expenditure

Scenario name Assumptions

Scenario 1 – Base Case Funding levels remain unchanged from the current trend, except for inflation Scenario 2 – Meeting levels of service Funding is sufficient to meet the minimum level of service deemed acceptable by staff Scenario 3 – Exceeding levels of service Funding is sufficient to meet a slightly higher than acceptable level of service

5.3.1 Standards and specifications

Maintenance, renewal and upgrade/expansion work is carried out in accordance with the following Standards and Specifications.

Safer By Design/CPTED (Crime Prevention through Environmental Design) Principles

The following standards and specifications apply to fencing

AS 1725-2003 Chain-link fabric security fences and gates

AS 2423-2002 Coated steel wire fencing products for terrestrial, aquatic & general use

BCA 1996 2.5.1-3.9

AS 2156.2-2001 - Walking tracks Part 2:Infrastructure Design section 3 Safety from falling

The following standards and specifications apply to litter/ sulo bins:

AS 4123 - Mobile waste containers

DIN EN 840 - European standard for the manufacture of mobile waste containers.

RAL quality mark

The following standards and specifications apply to BBQs:

AS 4417 - Marking of electrical and electronic products to indicate compliance with regulations

The following standards and specifications apply to furniture:

AS 1428 Design for Access and Mobility Parts 1-4

The following standards and specifications apply to bubblers:

5200 Technical specification for plumbing and drainage products.

3718 Water supply - Tap ware

The following standards and specifications apply to signage:

AS 1428 Design for access & mobility

AS 2416 Design and application of water safety signs

AS 2342 Development, testing and implementation of information and safety symbols and symbolic signs

Jardine Group for State-wide Mutual (2007), Best Practice Manual - Signs as Remote Supervision


The following standards and specifications apply to water supply/water features:

AS 3500 Plumbing and drainage

AS 3000 Electrical installations (known as the Australia/NZ Wiring Rules)

60598.2.18:1998 Luminaires

The following standards and specifications apply to BMX bike tracks:

International Mountain Bike Association (IMBA) track design standards/ guidelines

5.3.2 Maintenance Expenditure Projections

Maintenance includes reactive, planned and cyclic maintenance work activities, which are defined as follows:

Reactive maintenance is unplanned repair work carried out in response to service requests and management/supervisory directions. It is subject to the response times detailed in Council’s Customer Service Charter and Open Space Level of Service manual.

Planned maintenance is repair work that is identified and managed before a failure takes place. It takes place according to Council’s maintenance and inspection schedule, which is outlined in Council’s Open Space Level of Service manual. Activities include inspections, assessing the condition against failure/breakdown experience, prioritising between required maintenance activities, scheduling and carrying out the work. Records of work carried out provide a maintenance history which, when combined with condition and failure information, improves maintenance programs and service delivery performance. At present, this maintenance history has informed the production of an internal asset assessment manual, and a corresponding works prioritisation manual. In the future, implementation of Council’s AMS will provide more detailed maintenance histories.

Cyclic maintenance is replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, building roof replacement, etc. This work generally falls below the capital/maintenance threshold, however is treated as Renewal

Council’s current reporting system does not permit the break-up of maintenance expenditure into the above categories of reactive, planned and cyclic. This will only be possible with implementation of the asset management system and its integration with the finance system.

Maintenance expenditure trends for the previous four complete financial years are shown in Table 5.6. These figures include operational expenditure, which is budgeted for in the same expense type as maintenance in Council’s accounts structure. Future implementation of Council’s AMS will enable the separation of expenditure into much more detailed categories.

Table 5.6 Maintenance Expenditure Trends

Year Maintenance Expenditure

2006/07 $970,088 2007/08 $1,204,510 2008/09 $1,187,923 2009/10 $1,190,715

Population increase and improved facilities following park upgrades have resulted in increased asset stock and popularity of the parks. This has then resulted in more wear and tear and increased maintenance requirements, and existing staff levels are considered inadequate to meet required service levels. A table showing current and desired maintenance visit service levels was compiled to determine resources required to meet the required service levels (Appendix D – Current v Desired Service Levels).


In response an additional recurrent Priorities Improvement Program (PIP) budget of $50,000 was introduced in 2008/2009 called “Enhanced service levels park maintenance”. This funding was used to employ a casual agency staff member 5 days per week. In subsequent budgets, this amount was added to the general maintenance budget rather than as a separate recurrent PIP budget, and has been used for the same purpose. The cost of employing a casual agency staff member is currently $1,199 per week. The appendix table shows a requirement for the equivalent of 18 extra days work per week. With the addition of the agency staff member this requirement has been reduced, but there is still a deficiency of 13 extra days per week.

Current resources are therefore stretched to meet service levels considered appropriate for parks in each hierarchy. Parks in categories A and B are given priority when scheduling maintenance, but the frequency of maintenance visits is still not considered adequate. The natural areas of some of the category C parks require more attention, and contractors funded from the Bushland budget work in some of these areas to assist in meeting the required service levels.

Formulation of Reserve Action Plans which rely on maintenance budgets for implementation has been postponed due to the unlikely availability of adequate funding.

In Council’s projections of maintenance costs, the possibility of savings on existing maintenance due to increased efficiency has been taken into account, but cannot be quantified. For the purpose of this plan, therefore, it is assumed that those efficiency savings will, over the forecast period, balance the currently identified deficiency in resources for maintenance of Park assets. Projected maintenance expenditure is therefore expected to increase only as a result of inflation under the current funding situation. A second, more sustainable, scenario was also compiled in which maintenance expenditure increased at a rate proportional to any new assets arising from capital expenditure. Both are shown in Figure 5.2. It should be noted that if additional capital expenditure takes place (as, for example, occurs in Scenario 3), maintenance expenditure would be expected to increase proportionally with increases in the value of the asset stock.

Figure 5.2 Projected maintenance expenditure under Scenario 1 (current funding) and Scenario 2 (sustainable expenditure)

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Future revision of this asset management plan will include linking projected maintenance expenditure with target service levels. This is important because maintenance expenditure is likely to be less than projected if asset renewals are frequent and timely, and more if assets are allowed to degrade towards the end of their expected useful lives.


5.3.3 Renewal Expenditure Projections

Renewals will be investigated on a year-by-year basis so that all works are undertaken at the lowest cost possible while still meeting all quality, service and longevity requirements. Where it is discovered that the original asset was over-specified, a lower capacity asset will be utilised as its replacement. The majority of renewals take place as part of capital upgrade projects, and the cost of these renewals is therefore generally absorbed by the planned capital works.

A preliminary renewal modelling procedure has been developed by Council using Microsoft Excel which will be superseded by a corporate system in the future. Unfortunately Council has not been able to apply this modelling technique to its Park assets, as data collection was incomplete at the time of preparation of this Plan. The next revision of the Plan will include detailed renewal modelling of Park assets.

In lieu of the modelling techniques used for other asset classes with complete asset inventories, projections of renewal funding were based on a sample set of parks. Their asset inventories and conditions were extrapolated by total park area, to all parks and an expectation that all assets would be replaced at the end of their expected lives, or at some fixed portion of their lives. A separate extrapolation exercise was applied for each of the three park hierarchies, because of the very different levels of service within each. The total number of assets for some classes, such as bubblers and bins, were already known as the information is required for day-to-day operations. The level of confidence in the data for each asset class within parks is indicated in Table 5.1.

Three projections for renewal expenditure were compiled in accordance with those listed in Table 5.5. The results of those modelling scenarios are provided in Table 5.7, and it should be noted that since precise timing of individual asset renewals could not be calculated in the absence of a complete asset inventory, the average annual renewal expenditure was calculated based on desired park upgrade frequencies. The consequences of under-funding asset renewals cannot be seen in terms of degrading asset condition, but rather in terms of assets being expected to last well beyond their expected lives.

Table 5.7 Projected average annual renewal expenditure under various service level scenarios

Number complete park renewals per year Scenario description

First year funding and future trends

Service level target Service level achieved (renewal cycle, asset condition or both)

Category A Category B Category C

1 – Current funding

$180,000 + CPI thereafter

20 yr cycle for park upgrades

102 year renewal cycle, assets expected to last 2.5 x expected life

0.1 0.4 0.3

2 – Meet acceptable service level

$612,461 + CPI + new asset stock thereafter

20 yr cycle for park upgrades (i.e. all assets rated cond. 4 or better)

30 year renewal cycle – most assets within 20 years, some longer-lived assets increase average to 30 yrs

0.4 1.4 0.9

3 – Exceed acceptable service level

$826,614 + CPI + new asset stock thereafter

All assets rated cond. 3 or better

All assets rated condition 3 or better, 22 year renewal cycle including longer-lived assets.

0.6 1.9 1.2

Under Scenario 1, it is clear that if current trends in renewal expenditure continue into the future, many assets within passive recreation are unlikely be replaced in a timely fashion. Under this scenario, a greatly increased emphasis would need to be placed on risk management and prioritisation so that limited funding could be directed to the most important renewals, which may include structural assets such as picnic shelters and assets affecting public health and safety such as bubblers. Options for reduced service provision would also need to be explored.

Scenario 2 represents more than a tripling of renewal funding in order to continue to conduct park upgrades on the preferred 20 year cycle. Some longer lived asset types such as skate parks and footpaths would not fall into this renewal cycle and therefore increase the average renewal cycle to 30 years. This scenario would enable all assets to be replaced at a condition rating of 4 (See condition rating scale in Table 5.3). It is important to note that renewal funding would need to increase in the future in line


with any increases in the total value of the asset stock arising from new or upgrade capital works. The same must be said for Scenario 3, which provides a slightly improved level of service than Scenario 2.

The projected renewal expenditure associated with Scenarios 1 and 2 is displayed in Figure 5.3. First year funding is as listed in Table 5.7, with inflation accounted for thereafter. In addition, based on current rates of new/upgrade/renewal expenditure, projected renewal expenditure under Scenario 2 includes allowances for an increase in asset stock.

Figure 5.3 Projected renewal expenditure under Scenario 1 (current funding) and Scenario 2 (sustainable expenditure)

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As with maintenance expenditure, it should be noted that if additional capital expenditure takes place (as, for example, occurs in Scenario 3), maintenance expenditure would be expected to increase proportionally with increases in the value of the asset stock.

Given the variation in data confidence throughout the different asset classes, with a weighted average of only 33% confidence in terms of estimated value, the above expenditure projections are rough estimates at best. They may be significantly over- or under-estimated. Finalisation of parks data collection and valuation needs to be a priority in the immediate future.

5.3.4 Creation, Acquisition and Upgrade Expenditure Projections

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, and hereafter refer to all of the expenditure types covered in this section (creation, acquisition and upgrade). They may result from growth, social or environmental needs (assets from growth are considered in Section 4.4), or maybe acquired at no cost to the Council from land development.

New works in passive recreation areas currently take place according to the relevant Park’s Masterplan or other associated planning documents and are entirely dependent on available funding. The actions contained within the relevant planning documents are identified from various sources such as Councillor or community requests (in particular from targeted community consultation performed during formulation of the plan), staff experience, scheduled inspections, proposals identified by strategic plans or partnerships with other organisations.


The total projected expenditure for new works does not alter between Scenario 1 and Scenario 2, and is therefore presented as a single series in Figure 5.4. A second series has been added to show the proposed distribution of additional funds, if these were to be made available, to complete all action items within the forecast period.

Figure 5.4 Projected expenditure for asset creation/acquisition/upgrades

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At last calculation, the total estimated value of incomplete actions from existing Park Master Plans and other planning documents is $13,504,000. The parks involved in these upgrades are summarised in Section 4.4 and individual action items listed in Appendix C. It is unlikely that all currently identified action items from these planning documents will be implemented by the end of the forecast period if current expenditure trends continue. According to the funds approved in Council’s Long Term Financial Plan, by 2031 $6.6M of action items already identified from Park Master Plans and other planning documents would remain unfunded. This situation has the potential to create issues if further actions are identified during that period. However from a more strategic perspective, it is also possible that stretching the existing action items beyond the 20 year time frame is acceptable, or alternatively that additional sources of revenue can be found to fund these projects in a more timely fashion.

An objective prioritisation scoring method is under development and is expected to be calibrated during the budget period for the 2013/2014 financial year (see proposed methodology in Appendix E). This will enable the methodology to be included in future Asset Management Plans, and for limited funding to be directed towards the most important projects in terms of risk management, accessibility, community demand and any other factors identified in the prioritisation development process.

5.3.5 Disposal Plan

Disposal is any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. Assets identified for possible decommissioning and disposal are shown in Table 5.8. These assets will be further reinvestigated to determine the required levels of service and see what options are available for alternate service delivery, if any.

Table 5.8 Assets identified for Disposal

Asset Reason for Disposal Timing Cash flow from disposal

Narrow strip of land on the northern boundary of Currey Park

Extension of the Westfield car park. Conversion to car parking spaces is dependent on equivalent area/value of open space being made available in the Currey Park to Chatswood Park area.

Unknown Unknown


Spectator seating and paths at Beauchamp Park north of the pavilion

Site to be redeveloped to include stepped spectator seating and universal access path

Unknown Cost - $15,000

Upper car park at Gore Hill Reserve to be removed

Site to be redeveloped in the future, area to be grassed in the interim.

Unknown – high priority

Cost - $150,000

Small car park at Gore Hill Reserve, behind pavilion, to be removed

New playground to be constructed on the site in the future Unknown – high priority

Cost - $70,000

Car park at Naremburn Park to be reduced by 8 spaces

Partial disposal to allow for new entrance to bocce courts Unknown Cost - $10,000

Numerous disposals are likely to take place as part of the new and upgrade works, since these often involve removing assets. Cost estimates for new and upgrade works generally take the cost of removal into account, however at present the reduction in forecast asset valuations and related maintenance and renewals cannot be quantified, so these are likely to be overstated.

Where cash flow projections from asset disposals are not available, these will be developed in future revisions of this asset management plan.

Regarding land used for passive recreation purposes, Council’s preference is to retain all areas of open space regardless of size as they contribute to the City’s visual and environmental landscape. It is recommended that there should be no reduction in the total amount of open space, given the NSW Government’s Metropolitan Strategy population projection for Willoughby City.

5.3.6 Summary of future costs

For each of the three funding scenarios, the total projected expenditure is displayed in Figure 5.5, Figure 5.6 and Figure 5.7. For a detailed description of each funding scenario, please see 5.3. These summarised projections have been divided into the following types of expenditure: (i) Maintenance & Operational; (ii) Renewal; (iii) Upgrade; and (iv) New Works.

Figure 5.5 Projected 20 Year Asset Expenditure under Scenario 1

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The difference in funding between each of the scenarios is due to differing levels of service and is mainly observed in the Renewal component of all expenditure (Section 5.3.3). For a detailed description of the differences between each funding scenario, please see Section 5.3 (and subsections therein).


6. FINANCIAL SUMMARY

This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections will be improved as further information becomes available on desired levels of service and current and projected future asset performance.

6.1 Financial Statements and Projections

Financial projections are shown in Figure 6.1 for projected operating, maintenance, renewal and capital expenditure (renewal and upgrade/expansion/new assets). Projections for each of the three scenarios described in Section 5.3 are shown on the same axis for ease of comparison, and are inclusive of The Concourse expenses.

Figure 6.1 Projected 20 year operating & maintenance, upgrade and new expenditure

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Note that inflation has been applied at a rate of 3% per annum but no allowance for discount rates has been made, resulting in a likely overstatement of expenditure in 2011 dollar terms.

6.1.1 Life Cycle Costs and Sustainability

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 asset consumption (renewal) expense.

In the absence of accurate life cycle maintenance costs, Council will consider asset replacement costs and distribute these over an asset’s expected life. As the asset management system is implemented, accurate annual maintenance costs will become available

The predicted life cycle cost, which varies with the levels of service for each scenario, can then be compared to actual or recommended life cycle expenditure to give an indicator of sustainability in service provision. Life cycle expenditure includes maintenance plus capital renewal expenditure.

A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of assets they consume. The purpose of this asset management plan is to identify levels of service that the community needs and can afford and develop the necessary funding plans to provide the services. Life cycle costs, actual expenditure and resulting gap vary for each of the three scenarios listed in Section 5.3 and are listed in Table 6.1. Life cycle costing will be refined


with every revision of this Plan for some years to come as knowledge about asset inventories, treatment costs, levels of service and asset degradation are continually improved.

Table 6.1 Life cycle costing analysis for the three funding scenarios

Scenario Life cycle cost (annual) Life cycle expenditure (annual) Life cycle ‘Gap’

1 $3,406,702 $2,030,568 $1,376,134 2 $3,315,300 $3,315,300 $0 3 $4,200,863 $4,200,863 $0

Council 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

6.2 Funding Strategy

Projected expenditure identified in Section 6 is to be funded from Council’s operating and capital budgets. The funding strategy is detailed in Council’s 10 year long term financial plan.

The main sources of funds for capital projects available to Local Government for passive recreation are as follows:

recurrent / general revenue;

Property Reserves/ business plans;

Partnerships with others ;

Section 94 Open Space Trust Fund contributions; and

Grants.

In 1995/1996 Council allocated $3,160,000 towards the administration, maintenance and improvement of open space. In 2009/ 2010 the allocation has now doubled to $6,240,800 to cover the administration, maintenance and improvement of sportsgrounds, parks, bushland and streetscapes.

Since 1995/96 the Section 94 Open Space Trust Fund has been an important source of additional funding to provide new facilities and improvements to existing open space. However these funds dwindle once economic activity and development slow down in an unsure financial market. Alternate sources of funds will need to be considered for the implementation of the new Open Space Plan over the next 10 year period.

6.3 Valuation Forecasts

Asset values are forecast to increase as additional assets are added to the asset stock from construction and acquisition by Council and from assets constructed by land developers and others and donated to Council. Forecast values vary with each of the scenarios described in Section 5.3, since under-funding of asset renewal can result in greater rates of depreciation under Council’s asset valuation methodology.

Council is currently unable to forecast valuations for parks assets due to an incomplete asset inventory. Current condition, dimensions, replacement costs, expected lives, degradation patterns and residual values are required for individual assets in order to forecast valuations. As this data collection is nearing completion for assets within passive recreation areas, however, these forecasts will be possible in the next revision of this Plan.


6.4 Key Assumptions made in Financial Forecasts

This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure and asset values, depreciation expense and carrying amount estimates. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions made in this asset management plan are:

The sample data extrapolated to all parks is representative of the true asset distribution;

All assets within passive recreation areas follow a straight-line degradation pattern;

Population changes and usage of passive recreation facilities occur as predicted in Community Forecasts;

Discount rates have not been taken into account at this stage, but will be in future revisions;

Useful life expectancies are accurate;

No residual value is applicable to asset values;

Assets costs will rise at the same rate as inflation rates index;

All upgrades, renewals and new works take place over the proposed timeframe at the estimated costs; and

No additional new works will be identified until existing incomplete actions are carried out.

Accuracy of future financial forecasts may be improved in future revisions of this asset management plan by the following actions:

Review of activity numbers and financial accounts structures;

Calculation of Fair Value and consumption-based depreciation;

Comprehensive asset data collection, including condition;

Refine replacement costs, expected lives, patterns of consumption and residual values for each asset type; and

Apply discount rates to expenditure plan.

7. ASSET MANAGEMENT PRACTICES

7.1 Accounting/Financial Systems

Council’s Accounting/ Financial systems and the roles they play in Council’s overall business are summarised here:

SmartStream – main financial system for processing and statutory reporting

- general ledger

- project ledger

- purchasing and stores

- accounts payable

- bank reconciliations

- BAS reporting

Pathway – main property based system

- land information

- rates

- accounts receivable


- applications

- name and address register

BIS – Business Intelligence Solutions – main reporting and enquiry system

- general ledger enquiry & reporting

- project enquiry & reporting

- budgeting

- labour budgeting and ELE reporting

On-line requisition System – main purchasing and requisition system

Chris 21 Payroll – payroll system that interfaces with Smartstream

Hansen Asset Management System – asset database (register) and management system

Responsibilities surrounding Council’s financial system are as follows:

The Corporate Support Director and the IT Manager has the responsibility to supply and manage the organisational suite of IT tools and systems

The Financial Services Director and Senior Management Accountant have responsibility for the accounting and financial processes within those systems.

Specific staff have responsibilities for applications

- Chris 21 – Payroll Supervisor

- On line requisition – Purchasing Supervisor

- Pathway – Module Coordinators

- Hansen Asset Management System – Asset Management Controller

- Smartstream – Senior Management Accountant

- BIS – Senior Management Accountant

Accounting Standards & Guidelines that apply to Council financial systems are as follows:

Local Government Code of Accounting Practice and Financial Reporting – Update No. 18

Division 2 of Chapter 13 of the Local Government Act, 1993

Clause 214 of Local Government General regulation

Australian Accounting Standards and professional announcements

The threshold at which asset expenditure will be deemed to be capital is summarised in Table 7.1. This is extracted from council’s formal asset valuation methodology and can also be found in Council’s annual financial statements. These thresholds are currently under review, but had not been finalised at the time of preparation of this Plan.

Table 7.1 Council’s capitalisation thresholds for asset construction and upgrades

Asset Class Asset Category Capital threshold

Council Land 100 %

Open Space 100 % Land

Land Under Roads (acquired after 30/6/08) 100 %

Office Furniture > $1,000

Office Equipment > $1,000 Plant & Equipment

Other Plant & Equipment > $1,000

Building constructions/ extensions 100 % Buildings & Land Improvements Building renovations 100 %


Asset Class Asset Category Capital threshold

Park Furniture & Equipment 100 %

Other Structures 100 %

Drains & Culverts 20-30% Stormwater Assets

Other 20-30 %

Road construction & reconstruction 20-30 %

Re-seal, re-sheet & major repairs 20-30 %

Bridge construction & reconstruction 20-30 %

Footpath construction & reconstruction 20-30 %

Transport Assets

Kerb & gutter construction & reconstruction 20-30 %

This asset management plan is being developed in parallel to the implementation of the Asset Management System. As such, any impacts on other council systems are addressed through interfaces with those systems. More information on these interfaces can be found in the following section.

7.2 Asset Management Systems

Council is currently implementing Hansen8 as its corporate Asset Management System. Once fully implemented, this software will be used for:

Storage of asset inventory data such as:

- Location

- Dimensions/quantity

- Condition

- Valuations (including depreciation)

Asset inspections

Work management

- Issue of work instructions

- Historical record of completed works

- Associated costs

Advanced asset management

- Risk management

- Life-cycle analysis

Asset data is replicated in GIS and available to view spatially. A GIS interface will synchronise the two systems (GIS and Hansen8) and eventually eliminate the need for duplicate data entry. Currently Council’s GIS-viewing software, Exponare, allows users to combine the spatial view of all assets with their attributes in the Hansen system.

Currently inventory data is only stored for land parcels, buildings, road pavements, footpaths, kerb and gutter and park areas. Asset information within parks, playgrounds and sportsgrounds will constitute the next phase of implementation, and data collection is already underway.

Asset inspections and work management are to be implemented in the immediate future, with the advanced asset management modules (risk management and life-cycle analysis) to follow after completion of all other modules listed above.

The asset management system has been integrated with Council’s financial system in two directions. Expenditure is transferred from the finance system to the asset management system so that costs


relating to labour, materials, contractors and other items may be associated to both works activities and individual assets. In the reverse direction asset valuations, including capital values, revaluations and depreciation, will be carried from the asset management system to the finance system. The latter integration concerning asset valuations will be developed in the future, but can be achieved in the meantime via reporting from the valuations module within the asset management system.

Responsibility for maintenance of inventory data relating to any individual class of asset will fall with the division or branch who has responsibility for that asset class, once the system is fully implemented. Responsibilities around inspections and work management have not yet been established, but will be formalised when these modules are implemented.

This Plan will have no immediate effects on the implementation of the asset management system at this stage, but is expected to strongly drive modelling procedures in the advanced asset management module in the future. Methods of condition rating, managing risks and prioritising capital works, as well as life-cycle costing and level of service scenarios, will all be based around information collected for, and included in this Plan.

7.3 Information Flow Requirements and Processes

The key information flows into this asset management plan are:

The asset register data on size, age, value, condition, remaining life;

The unit rates for treatments/replacements;

The adopted service levels;

Projections of various factors affecting future demand for services;

Correlations between maintenance and renewal, including consumption models;

Data on new assets acquired by council.

The key information flows from this asset management plan are:

The assumed Works Program and trends;

The resulting budget, valuation and depreciation projections;

The useful life analysis.

These will impact the Long Term Financial Plan, Workforce Plan, 4 year Delivery Plan, annual Operational Plan and budget and division/branch business plans.

Asset valuation, capitalisation and depreciation information will flow from the asset management system to Council’s finance system. At present this is achieved through a combination of asset inventory and condition data from the asset management system, reports, and application of Council’s valuation methodology outside the system. In the future the entire valuation and depreciation process will occur within the asset management system and will be transferred to the finance system via either reports or integration of the two systems.

Recognition of new assets is currently tracked via skeletal records in the purchasing system, with additional information about the purchase from the invoice or any relevant contracts. Confirmation of payment is also stored in the purchasing system. Asset details are manually added to spreadsheets and updated annually for the purposes of valuation. Capital additions are tracked in a similar manner.

Implementation of the asset management system will bring significant changes to this process. All of the same types of records will still be available from Council’s existing systems, however new assets will need to be added to the asset inventory. Any work carried out on an asset will be recorded in the asset


management system, including the full cost of the work (including labour, materials, contractors, etc.). Where relevant, assets will have a corresponding GIS entry to display their location.

7.4 Standards and Guidelines

This Plan has been prepared under the Division of Local Governments Integrated Planning and Reporting Framework and the 2007 position paper, Asset Management Planning for NSW Local Government.

This Plan is informed by Council’s overarching asset management policy, and is to be considered in conjunction with Council’s workforce plan and long term financial plan.

A large number of supporting documents capture the knowledge, processes and strategic planning decisions necessary to produce this plan. For each class of assets, these include an asset assessment manual, a level of service manual, and branch-specific planning documents.


8. PLAN IMPROVEMENT AND MONITORING

8.1 Performance Measures

The effectiveness of this asset management plan can be measured in the following ways:

the degree to which the required cash flows identified in this asset management plan are incorporated into Council’s long term financial plan and Strategic Management Plan;

the degree to which 1-4 year detailed works programs, budgets, business plans and organisational structures take into account the ‘global’ works program trends provided by the asset management plan.

Improvement in asset management practices for the types of assets covered by this Plan can be measured in the following ways:

the data confidence level for asset quantities;

the ability to report on expenditure in terms of planned and reactive maintenance, renewals, upgrades, new assets and disposals;

the change in the ratio between planned and reactive maintenance;

the prioritisation of capital works according to an objective scoring system;

the decrease in the life cycle funding “gap” highlighted in the sustainability index

8.2 Improvement Plan

The preparation of this plan has highlighted several deficiencies in the current planning, budgeting and implementation of works relating to Council’s passive recreation assets within Open Space areas. The majority of these deficiencies are derived from a lack of knowledge about the current status of Council’s vast pool of assets and the service provided by them.

Improvement in Council-wide asset management practices, workflows and systems is provided in detail in Council’s asset management improvement strategy.

Implementation of Council’s AMS will significantly increase data confidence and reporting ability, however there is much to be done regarding this particular asset class before system implementation can take place. An improvement plan has been compiled and is presented in Table 8.1. The actions in the improvement plan are intended to continuously increase data confidence and decrease the uncertainty of projected expenditure and funding scenarios.

Table 8.1 Improvement Plan

Task # Task description Responsibility Resources Required

Timeline

1. Collect partial asset inventory for a large, high priority Open Space area (suggest Willoughby Park) using hand-held GPS units (configuration of units required).

Parks & Reserves Technical Officer, GIS Coordinator, AM Controller

1 consulting day for configuration, 2 staff days for data collection

Mar-Apr 2011

2. Assess the validity of spatial data by weighing up its usefulness as a visual tool against the effort required in maintaining a large quantity of data.

Parks & Reserves Technical Officer, AM Controller

Half-day workshop with potential users

Mar-Apr 2011

3. Refine assumptions for expected lives, residual values and pattern of consumption for all asset types by consulting with external valuers.

AM project team Valuers included in AM budget for 2010/11

Apr-Jun 2011



Timeline

4. Based on decision from task # 2, complete asset inventory for all parks including asset type, dimensions, material, year of installation and maintenance responsibility.

Parks & Reserves Technical Officer

3-4 weeks, data by engineering interns?

August 2012 (in progress)

5. Collect physical condition data for all assets based on the Open Space asset assessment manual.

As above As above August 2012 (in progress)

6. Conduct field validation of existing footpath data within open space for inclusion in open space asset register

Student engineers?

Late 2012

7. Arrange for a full-time resource within the Open Space branch to take care of strategic asset planning and asset management system implementation/data maintenance.

Infrastructure Services Director

1 new FTE Mid-late 2012

8. Handover of asset planning and documentation responsibilities from asset management controller and officer to new full-time open space resource

AM controller - Mid-late 2012

9. Seek involvement in the formulation of the community engagement strategy to quantify desired levels of service and to ensure the community is aware of the asset management practices employed by Council, including in particular long-term planning and objective prioritisation.

AM Controller, Open Space representative

Attendance at 2-3 meetings and/or workshops

Mid-late 2012

10. Repeat gap analysis for maintenance of existing park assets (i.e. update Appendix D – Current v Desired Service Levels)

11. Develop capital thresholds for all major types of work in Open Space to facilitate capital additions and disposals, as an interim to a formula-based capitalisation threshold in the asset management system. Thresholds to be documented in Asset Valuation Methodology document.

AM project team, Open Space representative, Finance director

- Mid 2012

12. Improve estimates for asset replacement costs using recent quotes and expenses where available, and seeking local or regional benchmarks when they are not

Parks & Reserves supervisor & tech officer

- August 2012

13. Calculate Fair Value for all asset classes covered by this Plan using completed data set and refined assumptions. Preferably complete this task in conjunction with external Valuers and obtain certificate of valuation.

AM project team Valuers included in AM budget for 2010/11

Late 2012

14. Continue to investigate using the Valuations module in Council’s AMS to store valuations and calculate depreciation and revaluations in the future (Valuations module does not currently permit users to alter the pattern of asset consumption).

AM project team - Ongoing

15. Load all asset inventory data and conditions to Council’s AMS and customise system as required to ensure data integrity is maintained.

AM project team - Late 2012

16. As part of forming a working group for all potential AMS users, delegate responsibilities for maintaining Open Space asset data. Depends upon completion of task #7.

AM project team - Late 2012

17. Those responsible for maintaining asset data to receive training so that hand-over of responsibility can occur. “Go live” for Open Space asset inventory.

AM project team & responsible officers

- Late 2012

18. Review presentation format of cost estimates of future new and upgrade works so that maintenance, operational expense, renewals, upgrades, new works and disposals can be clearly identified and reflected in projected expenditure and valuations.

Open Space Manager & Director of Infrastructure

- Jul-Oct 2012

19. Trial the objective prioritisation scoring system for all projects submitted for the 2011/2012 budget and calibrate the scoring system to reflect true priorities. Document preferred scoring system and submit to Council for adoption.

Open Space manager & relevant supervisors

- Early 2013

20. Finalise draft intervention thresholds based on asset condition and, where relevant, functionality, capacity, accessibility and compliance. When routine inspections show that a threshold has been reached, a treatment or replacement should take place.


- Jul-Oct 2012

21. Ensure current inspection schedule is adequate to capture assets that might reach intervention thresholds within an acceptable timeframe (to be determined), particularly in priority areas. Adjust schedule where necessary and document any additional resources required.


- Late 2013



Timeline

22. Begin directing all Open Space customer service requests to Council’s asset management system, where they can be associated with an asset, in preparation for implementation of Work Orders

AM project team - April 2013

23. Continue scoping of AMS work orders for Open Space including links between service requests and work orders, scheduled maintenance, contractor maintenance, standard work practices, safety checklists, responsibilities and any required workflows. Whenever work is typically performed on a schedule basis, automate as much of the workflow as possible to minimise the desk-time for supervisors.

AM project team with relevant officers and supervisors

- Sep 2012 - Aug 2013

24. Implement work orders for Open Space assets AM project team administration needs to be estimated during scoping

June 2014

25. Scope requirements for AMS inspections for Open Space assets. This may involve identifying inspections with different levels of detail, calculation of indexes based on defect information and other observations, and the need for hand-held devices in the future.

AM project team - Jan 2015

8.3 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.

As a first generation asset management plant, The Plan has a life of 1 year and is due for revision and updating in 2013.


9. REFERENCES

NSW DLG Integrated Planning and Reporting Guidelines

NSW DLG Integrated Planning and Reporting Manual

Willoughby City Strategy, together towards tomorrow, Community Strategic Plan 2010 – 2025,

Willoughby City Council Delivery Program 2010-2014

Operational Plan and Budget 2010-2011

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney, www.ipwea.org.au

Recreation Planning Consultants (2000) Willoughby Parks Access Audits

PEP (Parkland Environmental Planners) with Willoughby City Council Infrastructure Services Division, 2009. Open Space and Recreation Plan Issues Paper.

PEP (Parkland Environmental Planners) with Willoughby City Council Infrastructure Services Division, 2010. Open Space and Recreation Action Plan.

DA Christie Pty Ltd (2008), Recommendations for Risk Management of Public Cooking Facilities.

http://www.ipwea.org.au/�


APPENDICES 10. Appendix A – Risk Management

Risk Management Process

Willoughby Council has undertaken a High Level Risk Assessment to assist in the development of an appropriate internal Audit Plan. The framework for this risk management is still under development. The risk management approach adopted within the context of Asset Management will seek to be consistent with other organisational approaches to risk management wherever possible.

The framework will define levels of likelihood and consequence and how each of these contributes to an overall risk score for each risk identified. The risk score is useful not only for identifying immediate risks, but will also be incorporated into capital works prioritisation systems, by contributing to an overall ranking of projects within any single asset class.

In the context of risk management, the definitions of risk, consequence and likelihood are as follows (ISO 31000):

Risk – the effect of uncertainty on objectives

- An effect is a deviation from the expected – positive and/or negative

- Objectives can have different aspects(such as financial or health and safety) and can apply at different levels (such as strategic, organisation-wide, project)

- Risk is often characterised by reference to potential events, consequences, and the associated likelihoods of occurrence

Event – occurrence or change of a particular set of circumstances and can:

- Consist of one or more occurrences and can have several causes

- Consist of something NOT happening

- Be referred to as an “incident” or “accident”

Consequence – the outcome of an event affecting objectives and can:

- Be certain OR uncertain

- Have positive or negative effects on objectives

- Be expressed qualitatively or quantitatively

Likelihood – chance of something happening

The risk management process adopted in this Asset Management Plan complies with the Australian Standard ISO 31000 for Risk Management. As stated in the Standard, however, the design and implementation of the framework must take into account the specific needs of Council. These are driven by service provision and defined levels of service, and constrained by finite resources. All of these factors are taken into account in combination with a risk analysis in the prioritisation of works.

The approach defined here is a basic, initial approach to risk management. Council seeks to be consistent in the approach to risk management for all asset classes as this component of asset management is developed, however risk management for some asset classes is already well developed and these will therefore differ from this basic approach. An example is footpath assets, for which a comprehensive risk and needs map has been developed and is used to prioritise works programs.

The major elements of the risk management process are:


Establishing the Context – defining the criteria against which risk can be evaluated

Risk Identification – the risks that Council may encounter and their impacts

Risk Assessment – allocating a risk rating to all assets and determining which assets represent the greatest risk to Council

Risk Treatment – identifying actions that may be taken to reduce risk to an acceptable level and determining the most effective treatment option

Monitor and Review – the ongoing process to ensure risk levels remain acceptable even if risks change

For this first generation Plan only the first two points, above, will be addressed in detail, and even these will become more detailed as risk management processes become more advanced. Council will identify the assets that pose the highest risk to Council (third point) and the actions that may be taken to reduce these risks (fourth point), however reliable data is not available for all assets or asset groups, and is expected to become available as Council’s asset management practices mature.

Figure 10.1 illustrates the cyclic risk management process, where each element of the process is defined in the list above.

Figure 10.1 Risk management process

Risk management criteria

The criteria for risk management relate to both the consequence and the likelihood of the risk. Risks are divided into categories according to the high level risk assessment already undertaken within Council.


The consequences of each category of risk are rated according to a scale from 1 (insignificant) to 5 (extreme). Risk categories are as follows:

Financial – Risks that impact revenue, expenses, assets, liabilities, reserves

Regulatory – Risks that impact compliance with or enforcement of various legislation and regulatory requirements

Staff safety – Risks that impact staff well being, working conditions and the working environment

Community wellbeing – Risks that impact on community and people

Environment – Risks that impact the natural environment

Service delivery – Risks that impact expected service level and/or service delivery

Political – Risks that have an impact at the political level including those which impact on the organisation’s reputation

Strategic – Risks that impact the development and execution of mid to long term plans

Table 10.1 provides the ratings applicable to risk consequence. For this first generation plan, the ratings remain subjective. These ratings will be quantified for each risk category in future Plans as Council’s Risk Management Framework matures.

Table 10.1 Consequence ratings for risk

Risk categories Consequence Ratings

1

2

3

4

5

Financial Regulatory Staff safety Community wellbeing Environment Service delivery Political Strategic

Insignificant Minor Moderate Major Extreme

The likelihood of occurrence for each risk is also defined according to the scale in Table 10.2, with scores ranging from 1 (rare) to 5 (almost certain). As for consequence ratings, quantification of these scores will be set in the future to be consistent with Council’s organisational approach to Risk Management.

Table 10.2 Likelihood ratings for risk

Likelihood Ratings

Rating Likelihood Description

1 Rare The event may occur but only in exceptional circumstances. No past event history.

2 Unlikely The event could occur in some circumstances. No past event history.

3 Possible The event may occur sometime. Some past warning signs or previous event history.

4 Likely The event will probably occur. Some recurring past event history.

5 Almost certain The event is expected to occur in normal circumstances. There has been frequent past history.

An overall risk rating is allocated to each risk based on the combination of likelihood and consequence scores, according to the matrix in Table 10.3. Again, this matrix will be subject to change in future Plans to ensure consistency with Council’s Risk Management Framework.


Table 10.3 Risk ratings based on consequence and likelihood

LIKELIHOOD

CONSEQUENCES 1 Rare

2 Unlikely

3 Possible

4 Likely

5 Almost certain

1 Insignificant Low Low Low Medium Medium

2 Minor Low Medium High High Very High

3 Moderate Low High High Very High Extreme

4 Major Medium High Very High Extreme Extreme

5 Extreme Medium Very High Extreme Extreme Extreme

A comprehensive listing of risks applicable to parks can be found in Table 10.4. Risks that receive a rating of High, Very High or Extreme are addressed in the body of this Plan with treatment strategies as appropriate to the relevant asset or group of assets (see Section 5.2).

Table 10.4 Risk analysis for park assets


Consequence score

Likelihood score

Risk rating

Community wellbeing Sunburn 2 4 High Community wellbeing Crime/anti-social

behaviour 4 3 Very High

Community wellbeing Injury from low or falling tree branches, fruit

4 2 High

Strategic Financial Political Service Delivery Community Wellbeing

Financial crisis, funding not available for renewals or upgrades.

3 3 High

Financial Regulatory

Changes to Australian Standards or legislation result in modifications required.

3 3 High

Parks General

Community Wellbeing Health effects of passive smoking

3 2 High

Footpaths Community wellbeing Trip/fall 3 3 High

Turf Community wellbeing Trip/fall due to hidden

objects or uneven surface.

3 3 High

BBQs Community Wellbeing Burn 3 2 High Community Wellbeing Falls, collisions, property

damage. 3 3 High Bike

Tracks/Skate Parks Environment Unofficial tracks

constructed through bushland areas damaging vegetation and disturbing fauna habitat.

3 3 High


11. Appendix B – Projected 20 Year Asset Renewals Program

As a starting point, the average annual expenditure required on all parks was calculated by dividing the estimated total replacement cost for each class of asset by the expected life for that asset type. Using this method, the average annual expenditure represents the total expenditure required over the long term (10+ years) to replace all existing assets at the end of their expected useful lives (i.e. when the condition rating is expected to be 5 – refer to Table 5.3 for Council’s rating scale). Note that data confidence for some asset classes is quite low, as shown in Table 5.1 of Section 5.1.

Asset type Dimensions or # Total cost Expected life Average annual spend = total cost / expected life

Fencing (m) 3,178 $858,060 70 $12,258.00

Footpaths (sqm) 27,366 $2,365,985 20 $118,299.25

Benches 547 $912,396 20 $45,619.80

Picnic settings 150 $392,700 20 $19,635.00

Gazebo/shelter 52 $349,804 20 $17,490.20

Gardens (sqm) 84,117 $10,935,210 50 $218,704.20

BBQ single burner 13 $78,000 20 $3,900.00

BBQ double burner 16 $140,800 20 $7,040.00

Bins 132 $43,560 5 $8,712.00

Bubblers 35 $38,500 20 $1,925.00

Flagpoles 7 $10,500 30 $350.00

Natural turf (ha) 21.78 $1,415,700 100 $14,157.00

Irrigation (# sites) 4 $160,000 20 $8,000.00

Plaques 450 $40,500 50 $810.00 Plaques (memorial garden) 1 $5,000 50 $100.00

Signs 700 $186,760 20 $9,338.00

Skate park (# sites) 1 $300,000 100 $3,000.00

Dirt bike track (# sites) 2 $63,000 100 $630.00

TOTAL $18,296,475 $489,968

Since Council would normally intervene before the end of an asset’s useful life, however, the average annual renewal expenditure required to meet an acceptable level of service would almost certainly be higher than those listed above. The shorter the time between renewals, the higher the average annual renewal spend. The method of calculating the average annual renewal spend required over the long term to keep all existing assets above certain condition ratings is shown below. This represents the first year budget in Scenario 2 (intervention point of condition 4) and Scenario 3 (intervention point of condition 3) of Council’s projected renewal expenditure, with projected expenditure increasing each year thereafter to account for inflation and increases in overall asset stock.

Asset type Intervention point

Yrs btn renewal

Cost of renewal

Annual spend

Intervention point

Yrs btn renewal

Cost of renewal

Annual spend

Fencing 4 56 $858,060 $15,323 3 42 $858,060 $20,430 Footpaths 4 16 $2,365,985 $147,874 3 12 $2,365,985 $197,165 Benches 4 16 $912,396 $57,025 3 12 $912,396 $76,033 Picnic settings 4 16 $392,700 $24,544 3 12 $392,700 $32,725 Gazebo/shelter 4 16 $349,804 $21,863 3 12 $349,804 $29,150 Gardens (sqm) 4 40 $10,935,210 $273,380 3 30 $10,935,210 $364,507 BBQ single burner 4 16 $78,000 $4,875 3 12 $78,000 $6,500 BBQ double burner 4 16 $140,800 $8,800 3 12 $140,800 $11,733 Bins 4 4 $43,560 $10,890 3 3 $43,560 $14,520 Bubblers 4 16 $38,500 $2,406 3 12 $38,500 $3,208


Asset type Intervention point

Yrs btn renewal

Cost of renewal

Annual spend

Intervention point

Yrs btn renewal

Cost of renewal

Annual spend

Flagpoles 4 24 $10,500 $438 3 18 $10,500 $583 Natural turf 4 80 $1,415,700 $17,696 3 60 $1,415,700 $23,595 Irrigation 4 16 $160,000 $10,000 3 12 $160,000 $13,333 Plaques 4 40 $40,500 $1,013 3 30 $40,500 $1,350 Plaques (memorial garden) 4 40 $5,000 $125 3 30 $5,000 $167 Signs 4 16 $186,760 $11,673 3 12 $186,760 $15,563 Skate park 4 80 $300,000 $3,750 3 60 $300,000 $5,000 Dirt bike track 4 80 $63,000 $788 3 60 $63,000 $1,050 TOTAL (YEAR 1) $612,461 $816,614

The total annual renewal spend was then apportioned to each of the three hierarchies of park based on their proportional total areas. This gives a clearer picture of how frequently complete park renewals can be carried out.

Number complete park renewals per year Category/hierarchy

Number of parks

Proportion of total, by area

Replacement cost for whole category

Scenario 1 Scenario 2 Scenario 3

A 13 0.30 $5,482,472 0.1 0.4 0.6

B 42 0.58 $10,548,388 0.4 1.4 1.9

C 26 0.12 $2,265,616 0.3 0.9 1.2

When data collection for assets within passive recreation areas is complete, cost estimates of renewals for specific parks will be made, rather than the average figures used above. This will allow more robust programming of open space asset renewals and nomination of specific parks to be targeted in each budget year.


12. Appendix C – Projected 20 year Capital Works Program

Descriptions of planned upgrade and new works are listed with approximate costs and the budget year in which works are expected to be undertaken (i.e. financial year beginning 1st July in the year indicated). An attempt has been made to distribute costs as evenly as possible over the 20 year period and to address higher priority actions from Park Master Plans earlier than lower priority actions. It should be noted that under current trends of expenditure, not all capital items listed will be implemented. Please refer to Section 5.3.4 for detail on how the below program has been incorporated into expenditure projections under each of the three scenarios.

Table 12.1 Detailed 20 year passive recreation capital works program

Asset description Work type

Works description Cost of works

Financial Year (starting July)

Artarmon Reserve New Circuit path around oval. Stage 2 $30,000 2011 Beauchamp Park Renewal BBQ and Seating placements in the picnic area near the playground. $10,000 2011 Beauchamp Park Upgrade Upgrade of garden beds on western boundary of park. $5,000 2011 Cortile Reserve New Identified in Reserve Action Plan 2009. Actions being completed as funds allow.

Stage 2. $8,000 2011

Harden Park Upgrade Landscape Improvement Plan underway 2010/2011. Capital funding for actions will be required. Stage 1.

$30,000 2011

Hemsley Estate Reserves

New Install name/local history signs with new park names. $10,500 2011

Hotham Street Reserve

Upgrade Work currently underway. New Pathways, levels, furniture new BBQ, upgrade planting renew and new seating (incl playground). Stage 1b.

$60,000 2011

Kingsford Smith Park

Upgrade Work currently underway. New Pathways, levels, renew and new seating, furniture new BBQ, planting – new garden beds 2011/2012 60k (includes playground upgrade stage 2)

$80,000 2011

Marlow Street Reserve

New Work identified in Reserve Action Plan 20072011/2012 15k $15,000 2011

Muston Park Renewal New deck for bridge $12,000 2011 Naremburn Park New Provide a circuit track that winds its way through the trees and into the park - part 1 $70,000 2011 Naremburn Park New Provide a circuit track that winds its way through the trees and into the park - this

half funded by Access Grant $70,000 2011

Northbridge Park Upgrade Existing pavilion replaced with a new group pavilion with BBQ facilities near the Men’s Shed - part 1

$8,000 2011

Parks general New DDA Action plan items $20,000 2011 Naremburn Park New Provide a circuit track that winds its way through the trees and into the park - other

half funded by Access Grant $70,000 2011

Artarmon Reserve New Circuit path around oval. Stage 1 & 2 completed. Cost estimate is for stages 3 & 4 $0 2012 Bicentennial Reserve

Upgrade Replace steps next to Leisure Centre building from top level outdoor netball courts to lower level courts with ramp.

$0 2012

Hotham Street Reserve

Upgrade Work currently underway. New Pathways, levels, furniture new BBQ, upgrade planting renew and new seating (incl playground). Stage 2

$144,000 2012

Kenneth Slessor Park

Upgrade Landscape Improvement Plan required 2011/2012 15k $0 2012

Kingsford Smith Park

Upgrade Work currently underway. New Pathways, levels, renew and new seating, furniture new BBQ, planting – new garden beds 2011/2012 60k (includes playground)

$0 2012

Parks general Upgrade Access improvements $20,000 2012 Warrane Reserve Upgrade Landscape Improvement Plan implementation Stage 1. $50,000 2012 Beauchamp Park New Sensory garden $15,000 2012 Cortile Reserve Renewal Miscellaneous works $5,000 2012 Artarmon Reserve Upgrade Bike path - final stage $30,000 2012 Harden Park Upgrade Stage 2 upgrade works $20,000 2012 Kingsford Smith Park

New Bike path works $20,000 2012


Asset description Work type Works description Cost of

works Financial Year (starting July)

Naremburn Park New Provide a circuit track that winds its way through the trees and into the park - half funded by Access Grant - Part 2

$15,000 2012

Marlow Street Reserve

Renewal Repair Sydney St access path $5,000 2012

Muston Park New Implementation of Masterplan - Part 1 $50,000 2013 Naremburn Park Upgrade Relocate and upgrade existing seating to be asssociated with the track. $20,000 2013 Naremburn Park New Provide a path link to the circuit track from Dalleys/Station Street entrance. $10,000 2013 Naremburn Park Upgrade Provide accessible parking at entrance to accessible paths. $0 2013 Naremburn Park New Install removable bollards at Dalleys Road entrance. $5,000 2013 Naremburn Park Upgrade Widen Dalleys Road entrance and install ramp. $15,000 2013 Naremburn Park New New fence along Ella Street boundary to match the existing playground fence. *may

need to move before perimeter path constructed $40,000 2013

Naremburn Park New Provide a picnic shelter for the playground. $15,000 2013 Northbridge Park Upgrade Existing pavilion replaced with a new group pavilion with BBQ facilities near the

Men’s Shed - part 2 $50,000 2013

Willoughby Park Upgrade Reinforce existing entrance cnr Robert/Warrane Roads with new paving and pedestrian ramp

$30,000 2013

Artarmon Reserve New Landscaping beside circuit path. $20,000 2013 Beauchamp Park New Construct new paths linking the playground with Rose St/Beauchamp Ave. $70,000 2013 Beauchamp Park Upgrade Repair existing diagonal path and the path behind the proposed spectator seating $100,000 2013 Cambridge Park Renewal Renewal and upgrade of parks assets associated with playground: furniture,

pathways, fencing and signage. $30,000 2013

Kenneth Slessor Park

Upgrade Implementation of LIP $150,000 2013

Naremburn Park New Provide a circuit track that winds its way through the trees and into the park - part 3 $155,000 2013 Naremburn Park New Define access zones from car park to circuit track $10,000 2013 Naremburn Park Renewal Redirect Ella Street entrance path into the park. $50,000 2013 Parks general Upgrade Access improvements $20,000 2013 Warrane Reserve Upgrade Landscape Improvement Plan implementation Stage 2. $75,000 2013 Willoughby Park Renewal Relocate existing supports to chainwire fence to allow new perimeter path to follow

fenceline $5,000 2013

Bicentennial Reserve

New Remediation of site around incinerator and coversion into sculpture park - part 1 $800,000 2014

Muston Park Upgrade Implementation of Masterplan - Part 2 $100,000 2014 Parks general New Access improvements $20,000 2014 Scott Crescent Reserve

Upgrade Renewal and upgrade of parks assets associated with playground: furniture, pathways, fencing and signage.

$50,000 2014

Willoughby Park New Path extension linking Robert St and the Bowling Club to main perimeter path. Stage 1.

$100,000 2014

Warrane Reserve Upgrade Landscape Improvement Plan implementation Stage 3. $50,000 2014 Warrane Reserve Upgrade Landscape Improvement Plan implementation Stage 2. $75,000 2014 Beauchamp Park Upgrade Repair existing diagonal path and the path behind the proposed spectator seating $50,000 2014 Bicentennial Reserve


Cleland Park Upgrade Work identified in Landscape Improvement Plan for park area completed 2008. Additional plan needed for adjoining tennis courts, Scout/Girl Guide Hall, carpark areas.

$50,000 2015

Parks general Upgrade Access improvements $20,000 2015 Willoughby Park New Path extension linking Robert St and the Bowling Club to main perimeter path. Stage

2. $100,000 2015

Muston Park Upgrade Implementation of Masterplan - Part 3 $100,000 2015 Willoughby Park Upgrade Seal western access road $12,000 2016




Beauchamp Park Upgrade Resurface the existing bitumen to the access road and the area between the pavilion and oval to denote a shared pedestrian/vehicle zone. Reduce carpark to 10 carspaces. Provide more grass in front of pavilion and reduce impact of cars.

$80,000 2016

Bales Park New Formulation of Masterplan 15k 2011/2012. Work will be identified from plan following community consultation.

$15,000 2016

Bicentennial Reserve


Castle Cove Park New Install all access drinking fountain with links to pathway. $10,000 2016 Parks general Upgrade Access improvements $20,000 2016 Robert Street Park Upgrade Renewal and upgrade of parks assets associated with playground: furniture,

pathways, fencing, garden features and signage. $20,000 2016

Willoughby Park New Path extension linking Robert St and the Bowling Club to main perimeter path. Stage 3.

$100,000 2016

Bales Park New Implementation of Masterplan - stage 1 $100,000 2017 Campbell Park Upgrade Renewal and upgrade of parks assets: furniture, pathways, fencing, garden features

and signage. $35,000 2017

Castle Cove Park Upgrade Replace treated pine picnic tables with hardwood tables. $15,000 2017 Castle Cove Park Upgrade Increase spectator seating at Oval edge $6,000 2017 Fig Tree Point Reserve

Upgrade Landscape Improvement Plan required. $5,000 2017

Naremburn Park Upgrade Improve lighting along pathway for security $20,000 2017 Naremburn Park New Exercise station no.2 $40,000 2017 Northbridge Park New Develop pedestrian accessways as part of a larger system to provide access across

the site. $200,000 2017

Northbridge Park New Three clear entry points to create a stronger identity for the park $30,000 2017 Parks general Upgrade Access improvements $20,000 2017 Willoughby Park Upgrade Repair brick wall at Robert Street and raise by two courses. $60,000 2017 Fig Tree Point Reserve


Gore Hill Reserve New Reduce traffic noise and the visual impact of cars within the park by constructing a low wall (1200mm high) supported by hedge planting along the top of the earthberm

$150,000 2018

Gore Hill Reserve Disposal Remove the existing upper carpark near the hospital - break up bitumen and returf $150,000 2018 Parks general Upgrade Access improvements $20,000 2018 Taylors Lane Reserve

Upgrade Landscape Improvement Plan required $5,000 2018

Thomson Park New Masterplan required $15,000 2018 Muston Park New Implementation of Masterplan - Part 3 $250,000 2018 Artarmon Reserve New Revegetate surrounding slope for screening and to reduce mown areas. $10,000 2019 Artarmon Reserve New Seating. $15,000 2019 Beauchamp Park Upgrade Place existing power lines underground and upgrade lighting. $120,000 2019 Gore Hill Reserve Disposal Remove the small carpark behind the pavilion. $70,000 2019 Gore Hill Reserve New Construct a new minor entry from the end of the laneway which runs down the

western side of the hospital. $50,000 2019

Gore Hill Reserve New Formalise 2 existing minor entry points between the cemetery and the park. $100,000 2019 Gore Hill Reserve New Construct combined main entry to park and cemetery with curved low walls and

screen planting set back from the highway $150,000 2019

Parks general Upgrade Access improvements $20,000 2019 Taylors Lane Reserve


Thomson Park New Implementation of Masterplan - Part 1 $100,000 2019 Artarmon Reserve New Stone sculptures. $15,000 2020 Bales Park New Implementation of Masterplan - stage 2 $100,000 2020




Beauchamp Park New Define the existing waterway through the playground and lower part of the park with new wetland planting. Plant out the corner of Darling and Nicholson St to provide enclosure but not obstruct views into the park.

$20,000 2020

Castle Cove Park Upgrade Remove galvanised fence along Holly St and replace with hardwood bollards. Extend bollards along grass verge with layback kerb

$20,000 2020

Chatswood Park Upgrade New park LIP $5,000 2020 Gore Hill Reserve New Construct a new trellis with vines for overhead shelter to the interpretive display. $50,000 2020 Gore Hill Reserve Upgrade Construct upgraded main entry between the park and the cemetery at the junction of

the 3 pedestrian routes. $100,000 2020

Lowanna Park Upgrade New LIP $5,000 2020 Parks general Upgrade Access improvements $20,000 2020 Thomson Park New Implementation of Masterplan - Part 2 $80,000 2020 Willoughby Park Renewal Plan preparation-renewal $5,000 2020 Beauchamp Park New Engage an ornithologist to ensure new lighting is compatible with bird habitat. $2,000 2021 Chatswood Park Renewal Implement LIP $50,000 2021 Lowanna Park Renewal Implement LIP $50,000 2021 Naremburn Park New Construct retaining and seating wall with "Naremburn Park" sign on face at Dalleys

Road entrance. $10,000 2021

Naremburn Park New Continue planting of indigenous trees to link with central pathway and circuit track. $10,000 2021 Parks general Upgrade Access improvements $20,000 2021 Willoughby Park New New wide staircase behind bowling club giving direct access to park $100,000 2021 Beauchamp Park Upgrade Replace grass between beds with dwarf buffalo $10,000 2022 Beauchamp Park New Plant local trees to provide shade for the carpark and basketball court. $1,500 2022 Gore Hill Reserve New Construct a new healing bush garden. $200,000 2022 Greville Street Reserve

New Reserve Action Plan required $5,000 2022

Naremburn Park Upgrade Extend indigenous planting to the footpath along Dalleys Road. $15,000 2022 Naremburn Park Upgrade Improve lighting at the Station Street Access. $30,000 2022 Naremburn Park Upgrade Improve lighting for pedestrians and bocce players. $20,000 2022 Naremburn Park New Provide BBQ at Ella Street entrance. $15,000 2022 Naremburn Park Disposal Reduce car parking by 8 cars to allow for new entrance to bocce courts $10,000 2022 Parks general Upgrade Access improvements $20,000 2022 Beauchamp Park New Construct new stepped spectator seating with possible shade structures $250,000 2022 Bales Park New Implementation of Masterplan - stage 3 $50,000 2023 Beauchamp Park Upgrade Demolish steps in SW corner of basketball court and provide universal access $5,000 2023 Greville Street Reserve

New Implementation of RAP $120,000 2023

Naremburn Park New Define entrance to bocce courts with a covered open pavilion, indigenous planting and painted bitumen.

$50,000 2023

Naremburn Park New Install path linking car park and netball courts. $20,000 2023 Naremburn Park New Link bush corridor and habitat through the park as part of Wilksch Walk. Position

large trees to avoid overhead wires. Select trees less than 6m in mature height below O/H wires and stage replacement of existing trees that are too tall. Plant low vegetation (less than 1m) with trees to maintain visibility

$20,000 2023

Naremburn Park New Plant a combination of low indigenous vegetation with large trees $5,000 2023 Naremburn Park New Install seating and a covered picnic table in the extended play area. $20,000 2023 Naremburn Park New Plant indigenous grasses and trees in front of existing Park Road storeroom. $5,000 2023 Naremburn Park Upgrade Render pipe retaining wall to match Scout hall and include park signage. $10,000 2023 Parks general Upgrade Access improvements $20,000 2023




Gore Hill Reserve New Provide new main entry to the park from the corner of Herbert St. and the Pacific Hwy which allows pedestrian access (via steps) and disabled access (via ramps) from St Leonards station and Greenwich. Provide additional crossing in Herbert St. Clean runoff from oval in a curved channel and circular pool before releasing into the stormwater system at Herbert St. Construct a large new shelter on earthberm which has good views over oval and provides a stopping point along the main path. Stage 1

$500,000 2024

Jersey Road Reserve

New New LIP $5,000 2024

Jersey Road Reserve

New Implementation of LIP $30,000 2024

Naremburn Park New Link new bocce courts entrance to circuit track. $10,000 2024 Parks general Upgrade Access improvements $20,000 2024 Beauchamp Park New Underplant existing trees on embankment on east side of oval to reduce

maintenance. $20,000 2025

Gore Hill Reserve New Create main entry and road crossing from the upper part of Reserve Rd to align with the proposed pedestrian access way through the redeveloped hospital land. Construct timber decking over root zone of remnant blue gum high forest trees.

$200,000 2025

Naremburn Park New Provide a covered timber viewing deck at the Station Street entrance. $100,000 2025 Northbridge Park Upgrade Current BBQ Area extended, Possible new shelter, to act as a new pedestrian entry

to the park. $60,000 2025

Parks general Upgrade Access improvements $20,000 2025 Willoughby Park New New tiered seating in grassed bank $50,000 2025 Beauchamp Park New Construct a new path for universal access between pavilion and Rose St. $15,000 2026 Beauchamp Park New Construct new path to proposed oval viewing platform. $15,000 2026 Beauchamp Park New Plant out existing embankment next to oval with local trees, shrubs and

groundcovers to reduce maintenance - stage 1. $30,000 2026

Beauchamp Park Removal Demolish existing spectator seating and paths north of the pavilion $15,000 2026 Beauchamp Park Upgrade Replace existing Cotoneaster hedge with a Dwarf Lilly Pilly Hedge and shade trees $20,000 2026 Gore Hill Reserve New Create main entry from the hospital to the park on 2 levels through the proposed

recreational pavilions. $100,000 2026

Gore Hill Reserve New Install new railings and hedge planting 1000mm high between the cemetery and park to define boundary while still allowing views over

$80,000 2026

Naremburn Park New Provide positive signage for activities to do in the park. $5,000 2026 Naremburn Park New Provide seating walls along the path, rendered to match the Scout Hall and

proposed pavilion. $30,000 2026

Naremburn Park Upgrade Upgrade picnic area with covered picnic shelters. $30,000 2026 Naremburn Park New Use rainwater harvested from pavilion to establish plantings. $30,000 2026 Northbridge Park New Dedicated parking provided for 12 spaces along the access road to the Men's Shed $15,000 2026 Northbridge Park New Night lighting to provide additional security in carpark. $30,000 2026 Parks general Upgrade Access improvements $20,000 2026 Gore Hill Reserve New Provide new rollerblade and skateboard facilities for youth informally alongside the

new paths and walls throughout the park. Construct a new path system linking the park to the cemetery, hospital, St Leonards Station and surrounding streets. Provide porous gravel paving in sitting and stopping areas as well as to minor paths in flat areas.Stage 1.

$500,000 2027

Parks general Upgrade Access improvements $20,000 2027 Wickham Park Renewal New park LIP $5,000 2027 Gore Hill Reserve New Harvest rainwater from new hospital development adjoining park to irrigate oval and

supply water play areas. Overflow feeds ephemeral pools and a channel leading to water play area.Stage 1

$125,000

2027 Artarmon Reserve New Proposed skate facility on eastern slope of oval. Subject to further review of

skateboard requirements through the district. $150,000 2028

Artarmon Reserve Upgrade Stormwater upgrade at southern end of reserve running parallel to freeway. ? 2028 Cleland Park Renewal New park LIP $5,000 2028 Parks general Upgrade Access improvements $20,000 2028




Wickham Park Renewal Implement park LIP $50,000 2028 Gore Hill Reserve New Provide new main entry to the park from the corner of Herbert St. and the Pacific

Hwy which allows pedestrian access (via steps) and disabled access (via ramps) from St Leonards station and Greenwich. Provide additional crossing in Herbert St. Clean runoff from oval in a curved channel and circular pool before releasing into the stormwater system at Herbert St. Construct a large new shelter on earthberm which has good views over oval and provides a stopping point along the main path. Stage 2

$500,000 2028

Gore Hill Reserve New Harvest rainwater from new hospital development adjoining park to irrigate oval and supply water play areas. Overflow feeds ephemeral pools and a channel leading to water play area.stage 2

$125,000

2028 Artarmon Reserve Upgrade Upper carpark increase lighting $90,000 2029 Beauchamp Park New Construct new stairs on the eastern side of the oval to improve access. $100,000 2029 Beauchamp Park Upgrade Replace existing casuarinas on either side of the structure with local trees and low

shrubs/ground covers to allow clear views from the viewing platform $20,000 2029 Castle Cove Park New Construct a small roofed picnic shelter containing one table in the picnic area. $10,000 2029 Castle Cove Park Upgrade Put roof over BBQ $10,000 2029 Cleland Park Renewal Implement LIP $50,000 2029 Cortile Reserve Renewal Park new RAP & implementation $20,000 2029 Parks general Upgrade Access improvements $20,000 2029 Sanders Park Renewal New park LIP $5,000 2029 Sutherland Park Renewal New park LIP $5,000 2029 Gore Hill Reserve New Provide new rollerblade and skateboard facilities for youth informally alongside the

new paths and walls throughout the park. Construct a new path system linking the park to the cemetery, hospital, St Leonards Station and surrounding streets. Provide porous gravel paving in sitting and stopping areas as well as to minor paths in flat areas.Stage 2

$500,000 2029

Northbridge Park Upgrade Reconstruct existing sandstone retaining wall with wide steps for grandstand seating Stage 1.

$750,000 2030

Parks general Upgrade Access improvements $20,000 2030 Sanders Park Renewal Implement park LIP $50,000 2030 Sutherland Park Renewal Implement park LIP $50,000 2030 Northbridge Park Upgrade Reconstruct existing sandstone retaining wall with wide steps for grandstand seating

Stage 2. $750,000 2031

Parks general Upgrade Access improvements $20,000 2031


13. Appendix D – Current v Desired Service Levels

The below analysis of resources required for maintenance of open space areas was completed ahead of the 2008/9 financial year, and contributed to an additional budget item of $50,000 per year to employ a casual staff member 5 days per week. The below table shows that a shortage of 13 days per week still exists after the opening of that casual position. This analysis will be repeated for future revisions of this plan.

Location Hierarchy Current Landscape Maintenance Services Level

Desired Landscape Maintenance Service Level

Current Labour Hrs/month

Desired Labour Hrs/ month

Recommendation

Anglo St Res B 1 visit per month & bush care group

1 visit per month & bush care group

2 2

Artarmon Station A 1 visit per week 1 visit per week 24 24

Artarmon Play. B 1 visit per month 1 visit per month 6 6

Bales Pk A 1 visit per month Site Attendant 2 days/ week

6 64 New position 2 days/week

Barambah Res C 1 visit per month 1 visit per month 6 6

Barcoo Res C 1 visit per month 1 visit per month 6 6

Beauchamp Pk A Site Attendant 5 days/ week

Site Attendant 5 days/ week

38 38

Bicentennial Res A Site Attendant 4 days/ week


32 32

Cambridge B 1 visit per month 1 visit per month 6 6

Castle Cove PK B 1 visit per month 1 visit per month 6 6

Campbell Pk B 1 visit per month 1 visit per month 6 6

Cawarrah Pk C 1 visit per month 1 visit per month 6 6

Chatswood Pk A Site Attendant 1day/ week


24 96 New position 3 days /week

Cleland Pk B 1 visit per month 1 visit per week 6 24 Review Maint Schedule

Cortile Res B 1 visit per month Investigate options with Tennis Club

6 6 Review Maint Schedule

Clive PK B Maintained by Bush Crews

Maintained by Bush Crews

N/A N/A

Edgar St Res B 1 visit per month 1 visit per month 6 6

Denawin Res B 1 visit per month 1 visit per month 6 6

Elizabeth Pk C 1 visit per month 1 visit per month 6 6

Edinburgh Rd Play

B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Fig Tree Point B 1 visit per month 1 visit per month 6 6

Fleming Pk B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

GOR A Site Attendant 5 days/ week


38 38

Gore Hill Pk A 2 visits per month Site Attendant 3 days/ week


Gorman/ Borlaise B 1 visit per month 1 visit per month 6 6

Greville St Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Hallstrom PK A Site Attendant 5 days/ week


38 38






Recommendation

Harden Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Heights Cres C 1 visit per month 1 visit per month 6 6

Carlson PK B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Hotham Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Jersey Rd Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Kenneth Slessor B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Kinsford Smith Pk B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Lowanna Pk B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Mc Burney Res C 1 visit per month 1 visit per month 6 6

Marlow St Res B 1 visit per month 1 visit per month 6 6

Mashman Pk B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

Muston Pk A 2 visits per month Site Attendant 2 days/ week


Naremburn Pk A 2 visits per month Site Attendant 2 days/ week


Northbridge Kids B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

OH Reid Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Parkes Ave C 1 visit per month 1 visit per month 6 6

Robert St Play. B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Rotary Athlectic B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Sanders Pk B 1 visit per month 1 visit per week 6 24 Review Maint Schedule

Scott Ck Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

St Stephens C 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Sutherland Pk B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

Talus St B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

The Bulwark PL B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

Thomson Pk A 2 visits per month Site Attendant 2 days/ week


Currey Pk A 2 visits per month Site Attendant 2 days/ week

12 64 New position 1 day/week

Wallace PK C 1 visit per month 1 visit per month 6 6

View St Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

Warners PK B 2 visits per month 1 visit per week 12 24 Review Maint Schedule






Recommendation

Warrane Res B 1 visit per month 2 visits per month 6 12 Review Maint Schedule

West St Res B 1 visit per month 1 visit per month 6 6

Wickham PK B 1 visit per fortnight 1 visit per week 12 24 Review Maint Schedule

Whitton Pk B 2 visits per month 1 visit per week 12 24 Review Maint Schedule

Willoughby PK A 3 days/ 2 hours Parks Crew




14. Appendix E – Prioritisation Methodology

Council is in the process of developing a prioritisation scoring methodology. This methodology aims to objectify the prioritisation process by assigning scores to factors that are already considered. The existing factors include:

Comments from community

Demographics – community profile/community forecast

Hierarchy, level of service, current provision

Age, condition of furniture and equipment

Risk management/safety issues

Opportunities that arise – eg Market Gardens

Grant funds availability

New trends e.g. popularity of exercise stations

Other facilities available in the area

Needs identified/objectives in other planning documents eg. Open Space/Rec Plan, Plans of Management, Masterplans, DDA Action Plan, Playground Development Plan, Assets management plan

Quarterly safety audits by independent auditor

Table 14.1 shows the proposed scoring methodology, which is still under development, including the weighting assigned to each question and all possible answers and their respective scores. This methodology will be employed during the budget period for 2011/2012 and adjusted as required.

Table 14.1 Renewal/Upgrade/Creation Prioritisation worksheet

Criteria Sub-Headings Questions Weighting Possible Answers Scores

Proposed Works Type a brief description of the proposed work - N/A -

Maintenance or repair 5

Replacement or renewal of existing 4

Upgrade or extension 3

Type of work Is the work: - maintenance/repair - replacement of existing - upgrade/extension - a brand new asset

3.5%

New 1

Yes it is part of another project 5

Work details

Existing Projects Does this work follow on from another project or form part of an existing project?

3.5%

No it is a new project 1

Asset ID Asset ID from Hansen - N/A -

Asset Description Asset description from Hansen - N/A -

Asset Address Asset address from Hansen - N/A -

Local 1

District 3

Classification Classification of the playground from Hansen 7.5%

Regional 5

A 5

B 3

Asset Details

Hierarchy Hierarchy of the park/playground from Hansen

7.5%

C 1

Priority 5 5

Priority 3 - 4 3

Condition Physical condition of the playground equipment (or priority ranking listed in inspections reports)

5.0%

Priority 1 - 2 1

Older than expected useful life 5

Assessment Scores

Age What is the age of the facility? 5.0%

Within 12 months of expected useful life

3



Younger than expected useful life 1

C1 (under capacity) 1

C2 (at capacity) 3

Capacity Capacity rating of the playground 5.0%

C3 (over Capacity) 5

F1 (fit for purpose) 1

F2 (mostly fit for purpose) 3

Functionality Functionality rating of playground 5.0%

F3 (not fit for purpose) 5

Yes, all, and project has no effect on this

3

Not compliant and project will have no effect on this

1

Yes, some and project has no effect on this

2

Yes, some and project will increase compliance

4

Compliance Does the playground currently comply with all relevant standards?

2.5%

Not compliant and project will increase compliance

5

Yes, within 12 months 1

Yes, within 5 years 2

Yes, within 10 years 3

Yes, within 12 months but the project addresses a safety concern

4

Yes, within 10 years but the project addresses a safety concern

5

Obsolescence Is the playground due for removal? 3.5%

Not within the next 10 years 5

Yes, several strategic directions 5

Yes, at least one strategic direction 3

Link to City Strategy

Can the project be directly linked to key strategic directions in the Willoughby City Strategy?

3.5%

None 1

High priority in several documents 5

High priority in at least one document

3

Other relevant planning documents

Is this project identified in any other Council planning documents such as the OS Recreation Plan, Plans of Management, Master Plans, DDA Action Plan or the Playground Development Plan?

3.5%

Not listed in other documents 1

Target population increase 5

Target population static 3

Demographic forecasts

What are the forecast changes to the population that would normally use this facility?

3.5%

Target population decrease 1

Yes for all members of the community

5

Yes for some members of the community

3

Accessibility Will the project increase the accessibility of the facility to all in the community, as per the DDA Action Plan? (Consider aspects such as public transport and access for disabled persons)

2.5%

No effect on accessibility 1

High 5

Medium 3

Healthy Lifestyles To what level will the project encourage the community to be more involved in recreational and social activities?

3.5%

Low 1

Better than acceptable condition 1

Equal to acceptable condition 3

Levels of service How does the current condition rating compare to the acceptable condition rating specified for the asset hierarchy?

3.5%

Worse than acceptable condition 5

Reduces highly negative impacts 5

Reduces medium impacts 3

Environemntal Sustainability

Does the project reduce negative impacts on the natural environment?

5.0%

No effect on environmental impacts 1

Strategic Planning

Financial What is the effect of the project on Council's 5.0% Reduces Costs 5



No effect on maintenance costs 4

Adds to costs but additional funding available

3

Adds to costs but absorbed into current funding

2

Sustainability ongoing maintenance costs?

Adds to costs and will impact negatively on other assets/projects

1

Yes, $100,000 or more 5

Yes, up to $100,000 3

Funding Source Are there opportunities to share projet planning and/or funding?

5.0%

No opportunities to share funding 1

Mitigates High - Very High Risks 5

Mitigates Medium - Low Risks 3

No risk present 1

Community Does the project minimise asset-related risks to the community?

5.0%

Does not mitigate any risks 0

Yes, affects other assets 5

Risk management

Other assets Does the condition of the assets adversely affect other investments? (E.g irrigation system maintaining new plants/turf)

5.0%

No effect on other assets 1

None 0

1 - 2 requests 1

3 - 6 requests 3

Number of related CSRs in 12 months prior

How many Customer Service Requests have been received about this specific issue in the last 12 months?

3.5%

More than 6 requests 5

Community objects to project 0

No community consultation undertaken

1

Documented community support 3

Community interest

Community Support

What is the level of community support for this work?

3.5%

Consistent campaigning from community

5

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