ASSET MANAGEMENT PLAN THE NEW WAGGA …€¦ ·  · 2017-06-19ASSET MANAGEMENT PLAN THE NEW WAGGA...

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Transcript of ASSET MANAGEMENT PLAN THE NEW WAGGA …€¦ ·  · 2017-06-19ASSET MANAGEMENT PLAN THE NEW WAGGA...

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

ASSET MANAGEMENT PLAN

THE NEW WAGGA WAGGA PCYC CLUB

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

Executive Summary Objectives of this Document The objective of this Asset Management Plan is to align the management of the PCYC Wagga Wagga facility to its youth and community needs. Specifically this plan includes the identification of the; Financial forecasts and funding needed for the life of the building to provide the

required level of service. This includes operations, maintenance (preventive, breakdown and routine) and life cycle renewals based on risk analysis;

Indicators needed for ongoing performance monitoring and improvement Corporate Strategy PCYC’s mission is to support the disadvantaged in NSW and in particular youth disadvantage. Our mission statement is to be; Australia’s pre-eminent youth organisation working with Police and community to

empower young people to reach their potential. “A charity empowering young people through Police and community partnership”

The operating principles for this Club is for PCYC to provide and manage; A safe and secure environment; A variety and flexible list of programs and activities; Well maintained facilities; Community engagement at all levels; Youth services coordination; Recognition at local, regional and state levels.

Capacity and Utilisation The capacity of this building relates to its ability to maintain the delivery of PCYC services over the next 20 years. Typically, this includes its ability to accommodate current and future member numbers (assuming population growth and increased demand). With a gross floor area (GFA) of approximately 9,324 sqm (5,769 sqm ground and first floor + 3,335 sqm basement carpark) , the capacity of this building is expected to meet future youth and community needs over the long term. Life Cycle Management The life cycle asset management expenditure expected over the next 20 years amounts to approximately $9,000,000. This amounts to an average of approximately $449,000 per annum over this period. These life cycle costs are summarised as follows;

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

Note: all costs are in today’s dollars and exclude GST and escalation. Key Performance Indicators This Asset Management Plan proposes to establish the principal of continuous improvement. Initially Key Performance Indicators (KPI) will be limited to between 3 to 5 indicators and will be reviewed and updated every 12 months. These will allow a greater focus on the asset management deliverables and are as follows;

1. Ensuring that 80% of preventive maintenance is completed on time and within budget 2. Establishing and maintaining the ratio of 80%: 20% programmed maintenance

(preventive and cyclic maintenance) versus corrective maintenance; 3. Establishing the full utilisation of PCYC’s asset maintenance system; 4. Implementing improved cost management of service contractors

Benefits Some benefits of this Asset Management Plan include:

Establishing a clear identification of PCYC’s funding needs to support the level of

service required of the assets and facilities; Establishing a greater accountability and transparency in expenditure associated with

this club’s assets and facilities; Completing maintenance with a focus on a preventative rather than corrective

management of its facilities and assets; Compliance with PCYC’s policy to pursue financial sustainability and achieve value for money by

providing maintenance, refurbishment works and operating expenditure in the areas of greatest need;

Identifying opportunities to improve performance by benchmarking this club’s asset management performance with other clubs within the PCYC portfolio.

Ref Description PCYC ContributionYears 1 to 5

PCYC ContributionYears 1 to 10

PCYC ContributionYears 1 to 20

Average PCYC

Per Year

Asset Management

1 EstablishmentA004 Software POS 40,000 60,000 120,000 6,000 A004 Software FM 30,000 50,000 110,000 5,500

- 2 Facilities Management -

FM Cleaning 387,165 774,330 1,548,660 77,433 FM Waste Management 83,825 167,650 335,300 16,765 FM Pest Control 7,211 14,423 28,845 1,442 FM Maintenance - Preventative 313,290 626,580 1,253,160 62,658 FM Maintenance - Corrective 93,987 187,974 375,948 18,797 FM Insurance 14,930 29,860 120,000 6,000 FM External Works 30,000 60,000 59,720 2,986 FM Utilities 250,000 500,000 1,000,000 50,000

3 Whole of Life CostsC001 Building - Routine Maintenance & Life Cycle $14,000 $610,960 1,596,345 79,817 C002 Furniture and Fittings $435,250 520,000 26,000 C002 Equipment $971,500 $901,125 1,915,750 95,788

Total Asset Management Costs 2,235,908 4,418,152 8,983,728 449,186

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

Table of Contents INTRODUCTION .................................................................................................................. 1

Objectives of this Document .............................................................................................. 1

Key Deliverables ............................................................................................................ 1

Approach and Methodology ............................................................................................... 1

Information Referenced ..................................................................................................... 1

Assumptions ...................................................................................................................... 1

Exclusions ......................................................................................................................... 2

CORPORATE STRATEGY ................................................................................................... 3

Strategic Direction ............................................................................................................. 3

PROPERTY DETAILS .......................................................................................................... 4

Property Details ................................................................................................................. 4

Capacity ......................................................................................................................... 4

Proposed Activities ........................................................................................................ 4

ASSET MANAGEMENT PRACTICES .................................................................................. 6

Organisation Structure ....................................................................................................... 6

Proposed Structure ........................................................................................................ 6

Process and Procedures ................................................................................................... 6

Proposed Process and Procedures ................................................................................ 6

Service Provision ............................................................................................................... 7

Project Control Group .................................................................................................... 7

Sinking Fund .................................................................................................................. 7

Proposed Service Provision ........................................................................................... 7

Recent Initiatives ............................................................................................................... 8

LIFE CYCLE MANAGEMENT ............................................................................................... 9

Life Cycle Asset Management ........................................................................................... 9

Summary Life Cycle Costs ............................................................................................. 9

Asset Management Software ......................................................................................... 9

Facilities Management ................................................................................................. 10

Whole of Life Costs ...................................................................................................... 10

Sustainability ................................................................................................................ 11

Information Technology ................................................................................................ 11

Implementation Strategy .................................................................................................. 11

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

Risk Management ........................................................................................................... 11

IMPROVEMENT ................................................................................................................. 13

Summary – Overview ...................................................................................................... 13

Benefits of Proposed Asset Management Plan ................................................................ 13

Benefits - Generally ..................................................................................................... 13

Benefits - Specifically ................................................................................................... 13

Proposed Performance Improvements ............................................................................ 14

Key Performance Indicators ......................................................................................... 14

Appendix A: Facilities Management Life Cycle Details Appendix B: Maintenance Schedule

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1 Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

INTRODUCTION Objectives of this Document The objectives of this Asset Management Plan is to demonstrate that the new PCYC Wagga Wagga facility; has a strategic focus of PCYC’s mission and this club’s specific needs for the

provision of asset management services; has aligned and prioritised a 10 year life cycle management to these needs; has identified the funding requirements and future improvements needed to support

this life cycle asset management approach. It is intended that this plan will be updated annually to reflect changes in youth and community demands and expectations as well as other ongoing State and local Council strategies and changes. Key Deliverables Key deliverables of this AMP include the identification of the; Financial forecasts and funding needed for the life of the building to provide the

required level of service. This includes operations, maintenance (preventive, breakdown and routine) and life cycle renewals based on risk analysis;

Indicators needed for ongoing performance monitoring and improvement Approach and Methodology To achieve the key deliverables outlined above, the approach and methodology used for the development of this AMP included; The calculation of building areas (gross floor areas) of this building to assist in the

subsequent benchmarking of current costs; The assessment of existing asset management processes and procedures and the

identification of gaps to identify a number of improvements to current asset management practices and processes;

The development of long term 20 year life cycle budgets needed for the operation and maintenance of this building.

Information Referenced The following information has been referenced by PCYC for the completion of this AMP; PCYC Overarching Asset Strategy Plan 2016 to 2025; DA Design drawings prepared by Allen Jack & Cottier Architects (AJC) Cost plan prepared by Altus Group Consulting Group (9/9/2016) .

Assumptions Assumptions used for the development of this AMP are that;

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This document will be updated on an annual basis to reflect youth and community

demand changes; Police and general staff numbers will not dramatically increase or decrease to

support future community services demands; Utilisation and participation times of the building may increase.

Exclusions Items excluded from this maintenance and refurbishment budgets are: Costs of replacement of Information Technology and office equipment eg computers,

photocopiers etc. These are managed by Corporate Services and form part of separate asset management plans.

Costs associated with sporting and recreation equipment (eg gym and gymnastics ). These are managed by Operations Services.

Current or future structural defects to the facilities Professional fees generally, associated with design, procurement and management

of refurbishment works (engineering, project management and the like) GST Contingency Annual inflation (ie costs are included in present day dollars)

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CORPORATE STRATEGY Strategic Direction PCYC’s mission is to support youth and community in NSW and in particular youth disadvantage. Our mission statement is to be; Australia’s pre-eminent youth organisation working with Police and community to

empower young people to reach their potential. “A charity empowering young people through Police and community partnership”

This mission is further summarised as; Getting young people active in life; Developing young people’s skills, character and leadership; Reducing and preventing crime by and against young people.

The operating principles for this Club is for PCYC to provide and manage; A safe and secure environment; A variety and flexible list of programs and activities; Well maintained facilities; Community engagement at all levels; A productive Council partnership; Youth services coordination; Recognition at local, regional and state levels.

With a proud 80 year history, PCYC understands the need to continually evolve to meet youth needs of today. Accordingly, PCYC’s corporate direction summarised as; Refocusing on its youth mission: to maintain Commissioner John Mackay’s legacy to

develop children and young people during their formative years; Sustainability: seeking improved funding from corporate and community sources and

less reliance on Government funding; Community and other engagement: to enable more organisation involvement in the

youth improvement journey; Building great clubs; to meet today’s unique youth needs.

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PROPERTY DETAILS Property Details The proposed facility will be located at 11 Fitzhardinge Street, Wagga Wagga. This facility will provide youth sporting and recreating facilities, Police and staff office accommodation as well as general amenities. The building also has basement car parking facilities for both public and staff and is surrounded by Wagga City Council playing fields at Bolton Park. Capacity The capacity of this building relates to its ability to maintain the delivery of PCYC services over the next 20 years. Typically, this includes its ability to accommodate current and future member numbers (assuming population growth and increased demand). With a gross floor area (GFA) of 9,324 sqm metres, the capacity of this building is expected to meet future youth and community needs over the long term. Property capacity details include; Site area of 7,656 sqm Gross floor area of 9,324 sqm

o Basement area of 3,555 sqm o Ground and First Floor of 5,769 sqm

Indoor courts area of 2,416 sqm General building area of 3,353 sqm

Proposed Activities Proposed activity spaces and operational areas include; 3 indoor sports courts 1 external sport court

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Enterprise café 6 multi- purpose rooms Meeting rooms Integrated youth hub spaces After school and vacation care Flexible indoor spaces for larger groups and activities including;

o Dance o Martial arts o Music and study areas o Indoors sports including basketball, fusball

Secure underground car parking

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ASSET MANAGEMENT PRACTICES Organisation Structure Proposed Structure A revised structure has recently been implemented based on the establishment of an improved skilled resources across the many facets of property. Subsequently, a property group has been established to assist all PCYC clubs. These resources will provide services in relation to capital works delivery, project development and asset maintenance management and is summarised as follows;

Process and Procedures Proposed Process and Procedures PCYC has recently implemented its computerised asset maintenance system (AssetMPS). This system will be used to assist with the transparent management of; Preventive and predictive maintenance; Backlog maintenance; Work cost tracking; Asset register management; Lease management; Key performance indicator recording and reporting; Project Control Group reporting

Additionally, asset management policies and procedures have now been documented to enable asset management best practice to be established and maintained. Examples of these procedures include;

Chart of Accounts – Asset Management Planned Maintenance – Backlog

General ManagerProperty

Contract Management& Support

ExternalService Providers

(Project Managers)

Grants Delivery

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Planned Maintenance – Routine Planned Maintenance – Scheduled Planned Equipment - Replacement Unplanned Maintenance – Corrective Unplanned Replacement – Equipment

Service Provision Project Control Group A Project Control Group(PCG) will be established for the management and reporting of asset management issues. This group is deemed a critical component to ensure ongoing asset management improvement. This group will consist of senior PCYC staff, Council and other personnel who will meet on a quarterly basis for the purposes of reporting and monitoring agreed reporting measures. Examples include; Participation rates including program initiatives and types; Risk management issues; Asset maintenance Marketing and promotion activities Business planning and associated updates

Personnel to be included with this PCG will be determined prior to operation of the facility. However, the following PCYC personnel is proposed for inclusion within this PCG; Regional General Manager Club Manager Youth representative

Additionally, all meeting minutes will be copied to key PCYC management staff including;

General Manager – Operations General Manager - Property

Sinking Fund A sinking fund is likely to be established for the purposes of establishing and maintaining adequate funds for the ongoing asset management of this club. Details, including PCYC contributions, available funds and planned expenditure included in this sinking fund may be shared with Council as part of the PCG reporting requirements described above. Proposed Service Provision For this facility, asset and maintenance will be established based on current local contractor relationships. For the purposes of possible improved service provision and reduced management cost, PCYC will also assess opportunities to establish efficiencies through the merging of similar

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services into one performance based maintenance contract across a number of PCYC clubs. For example, a number of options exist including;

1. Establishing electrical, mechanical, fire and security services as one maintenance contract

2. Formulating single maintenance and operating contracts across regional or local PCYC properties

This is being assessed as part of PCYC’s overall asset management strategy currently being completed.

Benefits The benefits of the above options include; Appropriate funding for the maintenance and operation of this facility; Greater accountability and transparency for facilities and asset management; Reduced costs associated with the management of fewer contracts eg financial

management, administration etc; Improved service through the use of a quality improved company with greater

opportunities for the introduction of improved work practices; Opportunities for improved benchmarking of services between PCYC properties,

other Councils and other property owners; Establishing an efficient use of PCYC computerised asset management system for

the recording and reporting of critical asset information ; Opportunities to establish long term contracts to assist in establishing improved cash

flow management across all PCYC properties; Recent Initiatives PCYC has identified the need to address its asset management responsibilities as part of its Asset Strategy Plan across its property portfolio. Recent asset management initiatives that are relevant to this club include; PCYC Overarching Asset Strategy Plan 2016 to 2025; “Clubs as Hubs” strategy (Starfish Initiatives, November 2015); Asset maintenance system procurement and implementation (AssetMPS); Point of Sale system procurement and implementation (Link Modular Solutions)

PCYC is currently assessing the procurement of a locational and demographic spatial analysis software. This will provide geo demographic analysis and reporting including property asset management capability.

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9 Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

LIFE CYCLE MANAGEMENT Life Cycle Asset Management Summary Life Cycle Costs The life cycle asset management expenditure expected over the next 20 years amounts to approximately $9,000,000. This amounts to an average of approximately $449,000 per annum over this period. These life cycle costs are summarised as follows;

Note: all costs are in today’s dollars and exclude GST and escalation. Note: the above costs exclude project management fees required for the management of the works Asset Management Software A budget of $38,000 in year 1 and $230,000 over 20 years is included for the establishment. licencing and maintenance of an asset management software system and point of sales (POS) system. This software has recently been implemented for other PCYC clubs to provide accurate recording and reporting of;

planned maintenance and asset replacement; asset maintenance and management expenditure; • revenues and member and visitor numbers

Ref Description PCYC ContributionYears 1 to 5

PCYC ContributionYears 1 to 10

PCYC ContributionYears 1 to 20

Average PCYC

Per Year

Asset Management

1 EstablishmentA004 Software POS 40,000 60,000 120,000 6,000 A004 Software FM 30,000 50,000 110,000 5,500

- 2 Facilities Management -

FM Cleaning 387,165 774,330 1,548,660 77,433 FM Waste Management 83,825 167,650 335,300 16,765 FM Pest Control 7,211 14,423 28,845 1,442 FM Maintenance - Preventative 313,290 626,580 1,253,160 62,658 FM Maintenance - Corrective 93,987 187,974 375,948 18,797 FM Insurance 14,930 29,860 120,000 6,000 FM External Works 30,000 60,000 59,720 2,986 FM Utilities 250,000 500,000 1,000,000 50,000

3 Whole of Life CostsC001 Building - Routine Maintenance & Life Cycle $14,000 $610,960 1,596,345 79,817 C002 Furniture and Fittings $435,250 520,000 26,000 C002 Equipment $971,500 $901,125 1,915,750 95,788

Total Asset Management Costs 2,235,908 4,418,152 8,983,728 449,186

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Facilities Management A facilities management budget of approximately $4,721,000 over 20 years (average $236,000 per annum) has been identified. This equates to approximately $41 per sqm/annum based on a Gross Floor Area of 5,769 sqm.

Note: the above cost per sqm rates are based on a functional area of 5,769 sqm and exclude the basement area of 3,555 sqm. Further details of the above budgets are included in Appendix A. Whole of Life Costs Whole of life costs represent routine maintenance and requirements for the replacement or overhaul of building plant and equipment. A budget of approximately $4,032,000 over 20 years (average $201,000 per year) has been identified. Typical examples of items within this budget include;

Routine Maintenance

Painting to walls and ceilings; Sealing of sports courts

Life Cycle Replacement

Replacement of carpet Replacement of fire doors, hardware, etc; Part repairs/replacement of roof sheeting Replacement of fire extinguishers Replacement of program equipment Fitout/overhaul of operational spaces

Further details of the above budgets are included in Appendix A.

Item Budget Cost per SqmCleaning $1,548,660 $13.42Waste Management $335,300 $2.91Pest Control $28,845 $0.25Maintenance - Preventative $1,253,160 $10.86Maintenance - Corrective $375,948 $3.26External Works $59,720 $0.52Insurance $120,000 $1.04Utilities $1,000,000 $8.67

$4,721,633 $40.92

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Sustainability PCYC recognises its obligations to contribute to sustainable facilities management that focuses on providing its services on an economically viable basis. Issues associated with this include the utilisation of water, electricity and general materials. Budgets associated with improved sustainability planning are included within the facilities management plan. Information Technology PCYC proposes to use the asset and maintenance management system currently being implemented throughout PCYC. This system will improve the recording and reporting of facilities management costs and assist in identifying further opportunities for more efficient service delivery. Budgets associated with IT infrastructure, computers and the like are included with a separate Corporate Services budget in accordance with PCYC policy. Implementation Strategy The completion of the above facilities management works will be procured on a competitive tender basis in accordance with PCYC’s existing processes and procedures. Risk Management In the Australian and New Zealand Standard – AS/NZS ISO 310000:2009, risk is defined as;

“the effect of uncertainty on objectives” Identifying the adequate funding to manage the risks associated with this Club’s “objectives” is an integral part of this AMP. This is demonstrated by the need for this strategy to align with the risks associated with business continuity, business process and business control over the next 10 years. Typical principals of effective operational risk management relating to asset management include; Creating and protecting value through continued review of policies and procedures; Integrating risk management practices across the organisation within a strategic and

day to day context; Being consistent based on accurate data and information; Being transparent and inclusive of all stakeholders in identifying and managing risk; Flexibility to adjust to new risks or to risks that no longer apply; Staff accountability to enable continual improvement.

Accordingly, a number of findings have been identified for this facility and are summarised as follows; The risk associated with access, child protection and Police operations;

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o CCTV installation; o Maintenance of large trees to entrance area to increase person and visitor

visibility; o Improved procedures for the arrival and subsequent departure of members

from the property; o Maintaining the master key system throughout the property.

Injury to youth, staff and general community; o Provision of staff duress alarms; o Maintenance of non slip floor fixings on staircases; o Removal of all rubbish to external areas; o Improved car park signage, line marking and general movement of cars within

trafficable areas Injury through fire;

o Ongoing review/update of fire evaluation plans; o Monitoring of fire doors; o Procedures associated with the maximum number of person per space;

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13 Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

IMPROVEMENT Summary – Overview The completion of this Asset Management Plan has identified a number of separate findings in relation to the Wagga Wagga Club. The main findings are that; Future changes in local demographics indicate an increasing demand for PCYC

youth and community services in Wagga Wagga and surrounding areas; With a new building effective asset management is required to maintain a building

standard over the next 20 years;. Sufficient funding has been identified and committed to support the program and

operational needs of the facility Asset management and point of sales systems and procedures will enable PCYC

accountability and accurate recording and reporting of the facility performance Benefits of Proposed Asset Management Plan Benefits - Generally Benefits of this asset management plan include:

Greater certainty for the planning of facilities management funding needs over the

next 20 years Improved asset management decision making with services and expenditure now

being focused on youth and community service needs The identification and appropriate management of risks associated this facility; Facilities services to allow increased youth and community utilisation and

participation over the next 20 years

Benefits - Specifically Specific benefits of this Asset Management Plan include:

Establishing a clear identification of PCYC’s funding needs to support the level of

service required of the assets and facilities; Establishing a greater transparency in expenditure associated with this club’s assets

and facilities; Completing maintenance with a focus on a preventative rather than corrective

management of its facilities and assets; Compliance with PCYC’s policy to pursue financial sustainability and achieve value for money by

providing maintenance, refurbishment works and operating expenditure in the areas of greatest need;

Identifying opportunities to improve performance by benchmarking this club’s asset management performance with other clubs within the PCYC portfolio.

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Proposed Performance Improvements This Asset Management Plan proposes to establish the principal of continuous improvement. These are outlined below. Key Performance Indicators Initially Key Performance Indicators (KPI) will be limited to between 3 to 5 indicators and will be reviewed and updated every 12 months. These will allow a greater focus on the asset management deliverables and are as follows;

5. Ensuring that 80% of preventive maintenance is completed on time and within budget 6. Maintaining the ratio of 80%: 20% programmed maintenance (preventive and cyclic

maintenance) versus corrective maintenance; 7. Establishing the full utilisation of PCYC’s asset maintenance and point of sales

system; 8. Implementing improved cost management of service contractors

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APPENDIX A

Facilities Management and Life Cycle Budget 20 Year Life Cycle

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Summary of Facilities & Asset Management BudgetAsset & Facilities Management

5,769.00 0.04 FM Life Cycle for Infrastructure & Services 3,353.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 11.00 12.00 13.00 14.00 15.00 16.00 17.00 18.00 19.00 20.00

3,555.00 Year 1 Year 2 Year 3 Year 4 Year 5Item Description Notes Year 1-5 Years 1-10 Year 11-20

Asset & Facilities Management - -

Cleaning - 1 Cleaning - Ground & Level 1 1,341,200.00 387,165.00 774,330.00 774,330.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 67,060.00 1,341,200.00 2 Cleaning Basement Carpark 71,100.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 3,555.00 71,100.00 2 Cleaning - Internal Glazing 57,120.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 2,856.00 57,120.00 3 Cleaning - External Glazing 79,240.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 3,962.00 79,240.00 4 - - 5 Waste Management - - 6 Waste Management - Wagga City Council 335,300.00 83,825.00 167,650.00 167,650.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 16,765.00 335,300.00 7 - - - - 8 Pest Control - - - - 9 Generally 28,845.00 7,211.25 14,422.50 14,422.50 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 1,442.25 28,845.00

10 - - - - 11 Hard Landscaping and Improvements - - - - 12 Hard Landscaping - - - - - - - - - - - - - - - - - - - - - - - - - 13 Tree Management - - - - - - - - - - - - - - - - - - - - - - 14 - - 15 Maintenance - Preventative - 313,290.00 626,580.00 626,580.00 - 16 - - 17 Building - - 18 Doors - Roller Door 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 18 Floors - Polished Floor to Entries 21,660.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 1,083.00 21,660.00 18 Doors - Double, glass door, Hall Entry 10,500.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 525.00 10,500.00 ` Court Net Dividing System - Motorised 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00 21 - - 22 Fire Services - - 25 Control & Indicating Equipment Panel 60,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 3,000.00 60,000.00 26 Diesel Booster Pump - - - - - - - - - - - - - - - - - - - - - - 27 Electric Booster Pump - - - - - - - - - - - - - - - - - - - - - - 28 Emergency Warning Speaker - - - - - - - - - - - - - - - - - - - - - - 30 Fire Extinguisher 70,000.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 3,500.00 70,000.00 32 Fire Hose Reel 40,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 40,000.00 33 Fire Hydrant 16,000.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 800.00 16,000.00 34 Fire Doors 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00 39 Smoke Detector 4,000.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 200.00 4,000.00 41 Fire Indicator Panel 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00 42 EWIS Panel 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 43 Break Glass Alarm 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 44 - - - - - - - - - - - - - - - - - - - - - - 45 Electrical Services - - - - - - - - - - - - - - - - - - - - - - 46 Main Switchboard 40,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 40,000.00 47 Scoreboard - Electric 45,000.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 2,250.00 45,000.00 48 Distribution Switchboards - Hydraulic 40,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 40,000.00 49 Distribution Switchboard - Light & Power 40,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 40,000.00 50 Emergency Lights 40,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 2,000.00 40,000.00 51 Security Lighting 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 52 General Lights and Power 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 53 RCD's 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 54 - - 55 Communications & Audio Visual - - 56 MATV System 30,000.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 30,000.00 57 Intercom System 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 58 Building Management System 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 59 Other - - - - - - - - - - - - - - - - - - - - - - 60 Other - - - - - - - - - - - - - - - - - - - - - - 61 - - 62 Mechanical Services - -

63 Air conditioning 200,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 200,000.00 64 Boiling Water Unit 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 65 Computer Room Cooling Units 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00 66 Mechanical Ventilation - Carpark 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00 67 Exhaust Fans - Kitchen 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 68 Exhausts - Roof 15,000.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 750.00 15,000.00

62 Hydraulic Services - -

63 On Site Detention Tank (OSDS) 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 64 Gross Pollutant Trap 10,000.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 500.00 10,000.00 69 - - 70 Security - - 71 Card Reader - - - - - - - - - - - - - - - - - - - - - - 72 CCTV Dome Camera 24,000.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 24,000.00 73 External Camera 24,000.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 24,000.00 74 Intercom - handsets/monitors - - - - - - - - - - - - - - - - - - - - - - 75 CCTV Monitor 24,000.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 24,000.00 76 Duress Alarm - Staff/Police 24,000.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 1,200.00 24,000.00 77 Security Management System - - - - - - - - - - - - - - - - - - - - - - 78 - - 79 Lifts - - 80 Passenger Lift 240,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 12,000.00 240,000.00 81 - 82 Maintenance - Corrective - - - - - - - - - - - - - - - - - - - - - - 83 Generally 375,948.00 93,987.00 187,974.00 187,974.00 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 18,797.40 375,948.00 84 - - 85 External Works - 14,930.00 29,860.00 29,860.00 - 86 - - 87 Generally - - 88 Childrens Equipment - - - - - - - - - - - - - - - - - - - - - - 89 Carpark/Road Signs - - - - 90 - - 91 Roads, Footpaths and Paved Areas - - 92 Generally - Footpaths, paved areas (egress) - - - - - - - - - - - - - - - - - - - - - - 93 Generally - Carparking - - - - - - - - - - - - - - - - - - - - - - 94 Graffitti 20,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 1,000.00 20,000.00 95 - - 96 Soft Landscaping - - 97 Street Furniture - Benching - - - - - - - - - - - - - - - - - - - - - - 98 Garden Beds/shrubs - Planting 11,430.00 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 571.50 11,430.00 98 Trees - Pruning 16,500.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 825.00 16,500.00 99 Lawn - Mowing verge & frontage 11,790.00 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 589.50 11,790.00

100 - 101 Other -

- 102 Insurance - - 103 Insurance 120,000.00 30,000.00 60,000.00 60,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 6,000.00 120,000.00 104 - 105 Utilities - - 106 Gas 200,000.00 250,000.00 500,000.00 500,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 10,000.00 200,000.00 107 Electricity 800,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 40,000.00 800,000.00

4,721,633 1,180,408 2,360,817 2,360,817 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 236,082 4,721,633

Year 17 Year 18 Year 19 Year 20 TotalYear 11 Year 12 Year 13 Year 14 Year 15 Year 16Year 6 Year 7 Year 8 Year 9 Year 10Sub - Total (Carried to Summary)

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16 Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community Club Asset Management Plan February 28th, 2017, Version 1

APPENDIX B

Maintenance Schedule

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PCYC Wagga Wagga Maintenance Schedule

Page 1 of 4

Preventative Maintenance Plan

The preventative maintenance program must be maintained and managed correctly to achieve the life cycle and legal requirements for the facilities.

Maintenance Activity Routine Maintenance

Maintenance Category

Element Group

Sub Element or

System

Maintenance Activity

Description

Reference Document

Inspection Group

Task Number

W M 1

M 2

M 3

M 4

M 5

M 6

M 7

M 8

M 9

M 10

M 11

M 12

Yearly

Landscaping Pavements Pavements

6 monthly service inspection pavements checklist

Facilities Manager

Building Fabric Doors Other

6 monthly service all door furniture checklist

Lock Smith / Facilities Manager

Walls Other

12 monthly inspection External Walls checklist

Facilities Manager

Walls Other

12 monthly inspection External Timber checklist

Facilities Manager

Roof Other

12 monthly inspection External Roofs & Gutters checklist

Facilities Manager

Walls Other

6 monthly inspection Internal Wall Paint checklist

Facilities Manager

Ceiling Other

6 monthly inspection Internal Ceiling Paint checklist

Facilities Manager

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PCYC Wagga Wagga Maintenance Schedule

Page 2 of 4

Maintenance Category

Element Group

Sub Element or

System

Maintenance Activity

Description

Reference Document

Inspection Group

Task Number

W M 1

M 2

M 3

M 4

M 5

M 6

M 7

M 8

M 9

M 10

M 11

M 12

Yearly

Walls Other

6 monthly inspection Internal Wall Timber checklist

Facilities Manager

Ceiling Other

6 monthly inspection Internal Ceiling Timber checklist

Facilities Manager

Ceramics Other

12 monthly inspection Internal Ceramics checklist

Facilities Manager

Glass Other

12 monthly inspection Internal Glass checklist

Facilities Manager

Carpet Other

12 monthly inspection Internal Carpet checklist

Facilities Manager

Vinyl Other

12 monthly inspection Internal Vinyl checklist

Facilities Manager

Joinery Fitments

Joinery Fitments

12 monthly service inspect all fixed units checklist

Facilities Manager

Electrical Services

Electrical Supply

Switch Boards Main,Dist,

3 monthly service electrical switchboards manual

Electrical Technician

Electrical Supply

Switch Boards Main,Dist,

12 monthly service electrical switchboards checklist

Electrical Technician

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PCYC Wagga Wagga Maintenance Schedule

Page 3 of 4

Maintenance Category

Element Group

Sub Element or

System

Maintenance Activity

Description

Reference Document

Inspection Group

Task Number

W M 1

M 2

M 3

M 4

M 5

M 6

M 7

M 8

M 9

M 10

M 11

M 12

Yearly

Electrical Supply

Earth Leakage, RCD

Monthly service RCD (earth leakage device) manual

Facilities Manager / Handy Man

Lighting Exit Lighting

6 monthly service emergency evacuation lighting systems AS 2293.2

Electrical Technician

Lighting Exit Lighting

12 monthly service emergency evacuation lighting systems AS 2293.2

Electrical Technician

Power Testing Leads

12 Monthly inspection test small appliances AS

Electrical Technician

Power Testing GPO 12 Monthly Service GPO checklist

Electrical Technician

Fire Services

Fire Protection

Extinguishers

6 yearly service portable fire extinguishers AS1851.1

Fire Technician

Fire Protection Extinguisher

3 yearly service portable fire extinguishers AS1851.1

Fire Technician

Fire Protection Extinguisher

12 monthly service portable fire extinguishers AS1851.1

Fire Technician

Fire Protection Extinguisher

6 monthly service portable fire extinguishers AS1851.1

Fire Technician

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PCYC Wagga Wagga Maintenance Schedule

Page 4 of 4

Maintenance Category

Element Group

Sub Element or

System

Maintenance Activity

Description

Reference Document

Inspection Group

Task Number

W M 1

M 2

M 3

M 4

M 5

M 6

M 7

M 8

M 9

M 10

M 11

M 12

Yearly

Fire Protection Hydrants

12 monthly service fire hydrant systems AS1851.4

Fire Technician

Fire Protection Hydrants

Monthly service fire hydrant systems AS1851.4

Fire Technician

Hydraulic Services Hydraulics

Storm Water Reticulation

12 monthly service storm water system manual Plumber

Hydraulics Water Reticulation

6 monthly service water system manual Plumber

Hydraulics Fixtures

12 monthly service fixtures and fitments checklist Plumber

Pest Control Pest Control Pest Control

4 month service pest control checklist

Pest Technician

Mechanical Services

Air Conditioning

Air Conditioning Packaged Units

Monthly service air conditioning system

manual AS3666

Air Conditioning Technician

Air Conditioning

Air Conditioning Packaged Units

12 month service air conditioning system

manual AS3667

Air Conditioning Technician

Lift Services Lift Lift

6 month service lift system

manual AS3666

Lift Technician

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VALUE PROPOSITION

NEW WAGGA WAGGA PCYC CLUB for

WAGGA WAGGA CITY COUNCIL

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Police Citizens and Youth Clubs NSW New Wagga Wagga Youth and Community PCYC January 31, 2017 Version 1.5

A NEW PCYC CLUB FOR WAGGA WAGGA 2

PCYC BACKGROUND 5

PARTNERSHIP PROPOSAL 5

FUNDING MODEL 6

SOCIAL BENEFIT 7

ECONOMIC BENEFIT 10

DEMAND ANALYSIS 11

REGIONAL FOCUS 12

ALIGNMENT TO COMMUNITY NEEDS 13

RETURN ON INVESTMENT 20

OPPORTUNITY COST 21

SUMMARY 22

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A New PCYC Club for Wagga Wagga PCYC is seeking a one-off financial contribution from Wagga Wagga City Council towards the cost of constructing a new PCYC Club in the City. This document outlines the value proposition for Wagga Wagga City Council, identifies the economic and social benefits of the new PCYC Club for the City and demonstrates the Club’s alignment with the strategies and outcomes that Council is proposing in its draft Community Strategic Plan, 2016. PCYC NSW is proposing to develop a state-of-the-art indoor sports complex and community service hub with capability for conferencing on the disused bowling club site in Bolton Park, in the Wagga Wagga City Centre. The functional spaces in this $18m development include: • A completely inclusive and accessible multi-purpose facility • 3 competition standard, multi-purpose sports courts including a show court with spectator

seating. • 3 x Multi-purpose program rooms, divisible into smaller activity rooms/break out spaces • Event capability for conferences, functions and exhibitions that can provide collaboration

and innovation • Outdoor sports court and activity zone • Youth hub for your youth to socialise in a safe and harmonious environment • NSW Police Youth Command – Zone Commander and 2 Youth Case Managers • Study / homework space • Community meeting and activity rooms • Office space to accommodate co-located community service providers such as

Headspace. • Child care centre with outdoor play space • Café – for social enterprise hospitality training and community node • Onsite parking.

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PCYC has attained the crown lease for the Bowling Club Site in Bolton Park, with the development approved by the Joint Regional Planning Panel in December 2016. The project is ‘shovel ready’, with PCYC NSW now seeking Council, State and Federal Government support to fund construction. Construction will take 12 – 14 months, with the complex planned to open before the end of 2018. The new Club will be operated by PCYC NSW in conjunction with NSW Police. It will be open 7 days per week, from 6 am to 10 pm. Over the life of the building, the estimated financial benefits to the Wagga Wagga City Council (WWCC) and the local and regional communities are summarised in the following Tables.

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Annual Cost Savings to Council and Community

Operational Management

Facilities Management

Asset Maintenance and

Life Cycle

Total annual Savings to Council

and Community Annual Cost

Savings $1.1m $0.25m $0.2m $1.55m / year

Cost Savings to Council and Community - Accumulative

Years after completion

Operational Management

Facilities Management

Asset Maintenance

and Life Cycle

Total Savings to Council and

Community Year 0 < $3.0m>

5 $5.5m $1.25 m $1.0m $4.75m 10 $11.0m $2.5m $2.0m $12.75m 20 $22.0m $5.0m $4.0m $26.0m 30 $33.0m $7.5 $6.0m $43.5m 40 $44.m $10.0m $8.0m $59.0m

Operational Management – includes salaries and on-costs Facilities Management – includes utilities and cleaning Asset Maintenance and Life Cycle – includes repairs and maintenance, servicing of plant and equipment and progressive refurbishment and up-dates. Community Involvement

Year Membership Participation Employment Volunteers Social Enterprise

Training in Construction, Maintenance and Hospitality

0# 1700 20000 10-12 10 10 construction period

1 3000 50000 20-25 25 50 2 3500 80000 25-30 40 65 3 4000 120000 30-35 60 80 4 4500 160000 35-40 80 100 5 5000 200000 35-40 100 120

# Year 0 pre-construction

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Our Feasibility Study projects that membership, participation and volunteers will grow by 5% per annum to Year 5. From Year 5 onwards growth will be in-line with population growth. The projected growth in Social Enterprise Training participants will be subject to student demand.

PCYC Background PCYC NSW operates in 64 Clubs across NSW, currently serving over 90,000 members. We provide an extensive range of sport, recreation and social services and activities designed to achieve our mission. PCYC NSW’s vision is to be Australia’s pre-eminent youth organisation working with Police and community to empower young people to reach their potential. The mission of PCYC NSW is to get young people active in life, develop their skills, character and leadership while reducing and preventing crime by and against young people. Allied to this is our goal for social engagement and inclusion across all age groups and ability levels. The direction of PCYC as an organisation has recently been re-invigorated and re-calibrated. We are now focused on developing integrated sporting and community hubs, which combine sport, fitness, leadership and personal development and education programs with a range of community facilities and services. Our programs and services are designed to deliver significant and on-going social and economic benefits. As a strong growth area and major regional city, Wagga Wagga has been identified by the PCYC as a priority for our ‘new model’ facility. PCYC has been a pillar of the Wagga Wagga community for over 50 years, with the current facility on Gurwood Street opening in 1963. This facility is dated, does not meet current building standards, and has significant capacity constraints with no potential for growth. It does not fit our vision for delivering the space, programs and activities that will engage and empower youth. To deliver the short term and long term benefits in the most effective and efficient way, the right tools must be at the organisation’s disposal. To provide this PCYC NSW is developing the new Club within the Wagga Wagga City Centre. As part of our renewal strategy, in the past 12 months, PCYC NSW has introduced new activities and programs at Wagga Wagga PCYC. This has resulted in an 70% increase in membership. PCYC is proud of our commitment and long standing service to the youth and community in Wagga Wagga and are intending to take this momentum into the new club.

Partnership Proposal The development of new Wagga Wagga PCYC Club delivers economic benefit both during and post-construction, exhibits strong community support, and will significantly strengthen the social fabric of the City and the broader Riverina region. PCYC are proposing a partnership with Wagga Wagga City Council to assist with the development costs of the new Club.

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The new facility will achieve the following outcomes: • Provide a safe, welcoming and positive social gathering place for young people and

broader community. • Enable a range of health, wellbeing, education, personal development, recreation,

leisure and cultural programs and services to be delivered in an integrated manner. • Provide an organised and receptive platform to support existing competitions and

clubs that require a new home and facilities. • Deliver a high quality, flexible and adaptable facility meeting the needs of Wagga

Wagga and the broader regional community, both now and well into the future. • Provide a base enabling PCYC to deliver outreach programs and services to the

Riverina region. • Provide an operationally viable and sustainable facility. • Recognition of Wagga Wagga PCYC alumni sports champions. • Provide a cost effective facility design and build solution, both during construction and

over the life of the asset.

Funding Model The capital required for the development will be funded through a partnership between Government and the PCYC. On-going operating costs, including staff, management and maintenance, will be funded by the PCYC in partnership with the NSW Police / State Government as per our existing funding agreement. The design, construction cost of the proposed facility is $18.0million (m). From a State Government grant 2011, PCYC NSW has invested $1.0m to date to acquire the site, undertake relevant studies, prepare the plans and obtain development approval. PCYC is also funding the demolition of the buildings on the site in March - April 2017. PCYC is proposing that the capital required for the development be funded through a partnership between the State and Federal Government, Wagga Wagga City Council, surrounding Councils and the PCYC. PCYC $1m* City of Wagga Wagga $3m* NSW Government $7m Federal Government (BBRF) $7m

Total $18m *The funding model may include the financial benefit for the sale (est. $1.5m - $2.0m) from the consolidation of the existing PCYC site (4500sqm) with WWCC’s Spring Street site (2100) to the rear. PCYC proposes a pro rata of gross area for contribution.i.e PCYC 2/3 and WWCC 1/3 from the sale.

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PCYC will contribute in excess of $60m over the following 40 years through dedicated and professional management and maintenance of the facility. PCYC will ensure the facility is heavily utilised, financially viable and sustainable in the long term through the delivery and development of a wide range of programs and services to meet demand. The funding secured for the development will determine the scale and timeframe of the development. Securing $18m will enable the new Club to be developed to its full potential with 18 months. Without the funding, PCYC will be staging the development as funds are secured and consequently it will take a number of years to complete the building, with a far more limited range of programs and activities able to be offered during this time. Should the funding not be received, the potential economic and social benefits that will flow to the City from having a large, contemporary facilities, will also not be fully realised. PCYC believes a funding partnership with Council is essential to ensure the connection between our Organisaton and the community remains strong, and the community leaders advocate and support the benefits that PCYC will bring to Wagga Wagga and the broader region.

Social Benefit The development of the new PCYC Club will contribute to delivering social outcomes and improving social cohesion within the City. The PCYC will provide an activity node within the City Centre, that is accessible to all age groups. It will be safe and family and youth friendly. As part of its Community Strategic Planning, Wagga Wagga City Council is committed to the principles of an engaged and involved community, and a safe and healthy community. One of Council’s key directions is to use sports, recreation, arts and leisure as a way of staying connected. The proposed new PCYC Club is strongly aligned with these principles, providing increased access to recreation, sporting and other facilities and services as well as opportunities for social engagement and inclusion. Wagga Wagga is a growth area. The estimated population of 65,537 is forecast to increase by 22.7% to 80,410 over the next 20 years1. Additional recreational and sporting facilities, including those proposed by the PCYC, are needed to accommodate growth. Currently, Wagga Wagga has relatively high overall levels of social disadvantage. Wagga Wagga is ranked 373 on the Socio-Economic Indexes for Areas (SEIFA), out a total 564 local government areas nationally. In terms of welfare dependency, Wagga Wagga is rated 410 from 564. At the 2011 Census, 21.8% of households were low income, earning less than $600 per week. Social housing accounted for 5.8% of the City’s dwellings. Wagga Wagga has a growing Aboriginal community, with high unemployment within this community

1 Wagga Wagga City Council – Population Forecasts – ID Profile

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(16.5%). There is also high youth unemployment (10.5%), with 8.6% of youth being disengaged, neither in education or seeking work2. Wagga Wagga has a relatively youthful population, with the average age (34) being lower than the State average (38). This section of the population is critically over represented in crime statistics, with people aged between 10 and 17 representing the highest percentage of offenders in 6 of the 10 crime categories within the Wagga Wagga Local Government Area. The PCYC will have two youth case managers and senior sergeant based in the new club, with these Officers supported by School Liaison Police, Youth Liaison Police and supervising officers from the Local Area Command. These positions are unique to PCYC and provide significant social benefits available only through PCYC management. The Police team focuses on local youth crime prevention and work hands-on in case managing identified young offenders and other young people at risk. For example, 19 young people were case managed through the Wagga PCYC in 2016 and this is expected to grow substantially through the new facility. The Police presence in the new club will also provide direct access to and interaction with the Police in a friendly, non-intimidating environment, building rapport, mentoring youth in good behaviors and citizenship. In addition to creating a very safe environment, this has the added benefits of breaking down barriers, changing perceptions and building trust between the Police and the community. Officers based within PCYC Clubs have played as significant role in identifying and addressing bullying, domestic violence, child abuse, self-harm and suicide issues. The new Club will also include a Youth Hub supported by youth services, such as Headspace. Through the provision of targeted programs and activities, the PCYC will encourage participation by disadvantaged and disaffected youths and facilitate development of the social and leadership skills required to make a positive contribution to society. The provision of a place for people to engage in physical activity in an environment that demands socially acceptable behavior will ultimately result in long-term benefits for the community through the development of more engaged citizens. Our programs help to reduce crime committed by young people and ultimately result in a reduction in crime across all age categories. Wagga Wagga has a high transient population, generated largely by the Army and Airforce bases, University, Hospital and Research facilities. Strong economic growth is also attracting new residents to the City, while the expansion of health services and facilities for the aged, is attracting retirees. Participating in sport and recreation programs is one of the quickest and most effective pathways for new residents to meet people and assimilate into the community. Due to its central location, high visibility and accessibility, quality facilities and range of programs and activities on offer, the proposed PCYC club will quickly become a social hub, which will foster social inclusion and cohesion. 2 Wagga Wagga City Council, Community Profile, 2011 Census.

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Obesity is an issue within the City and surrounding region. Over 60% of Australian adults are currently overweight or obese and a third of all residents in the Riverina are considered obese - one of the highest proportions in NSW. Through the development of the proposed facility, PCYC will broaden the scope of sports related activities and programs available within Wagga Wagga, which will contribute to a more active and healthy community. While the PCYC alone cannot reduce obesity, the provision of accessible facilities and access to information and programs, is an important part of an integrated solution to address the issue on a regional level. PCYC has in place a number of volunteer and related programs that will also deliver social benefits to the City. Our youth programs are targeted to building confidence and developing social, communication and leadership skills. Other programs focus on social inclusion and engagement. Our volunteer numbers will increase tenfold over the first 5 years of operations.

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The new Club will include a homework – study centre providing students with access to trained mentors and resources, including computer facilities and the internet. This will provide a safe, affordable option for after school care, and help to improve education outcomes. PCYC plan to work with local public transport providers to establish and potentially subsidise targeted transport options around the City to ensure the Youth hub is accessible. In addition, PCYC plan to operate a specific service with their own vehicle fleet to cover any locations missed by the public services. PCYC also plan to implement social enterprise training and employment models in construction, facilities maintenance and hospitality. We will be providing opportunities for youth involvement and learning through our construction and maintenance contractors. Our on-site café will be used as a hospitality training facility with structured courses in food preparation, safety and handling, business practices and customer service. PCYC also provide driver training courses and these will expand with the new facility.

Economic Benefit The proposed PCYC club will generate a range of economic benefits for Wagga Wagga, including: • The PCYC will be developed on a significantly under-utilised site within the City’s central

business district. Development of the site will enhance the streetscape and realise the potential of a highly visible, presently unattractive site that currently reflects poorly on the City. Vacant land has the effect of lowering business and community confidence, lowering the value of adjacent properties and increasing crime. The proposed development will reverse these factors.

• The proposed facility is located within the City Centre and will attract both residents and visitors into the Centre, increasing opportunities for expenditure.

• Direct and flow-on economic benefits from the demand for trades, goods and services

during the construction period. It is acknowledged that the economic contribution of construction activity is the equivalent to a multiplier of three - that is for the $18M development it can be considered the project will inject approximately $35M into the local economy. The impact on Gross Regional Product will benefit through direct, industrial and consumption is estimated at $11.5m with an additional $7.5m towards the Australian economy. *1

• Employment will benefit through the creation of almost 40 jobs from the local construction

sector along with nearly 50 jobs from associated sectors and 15 jobs through consumption impacts. Also, an additional 60 jobs created outside of Wagga Wagga this totaling some 150 jobs.*1

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• Ongoing contribution once the facility becomes operational includes the employment of 8-10 full-time staff and in the order of 30-35 part-time and casual staff. Our wages bill will be in the order of $1.1m per annum. In addition, we have a local procurement policy and estimate that we will spend around $450-500k per annum on local contractors, goods and services.

• PCYC has a range of trainee and volunteer programs and offers personal development

and leadership skills programs. These provide a pathway to employment by building confidence, providing participants with ‘work ready’ skills and nurturing a work ethic. The new PCYC in Wagga Wagga will generate an opportunity for further 70 volunteer positions at PCYC.

• PCYC programs and activities will increase the likelihood that people who participate in

will develop into active citizens and engage in employment. The economic contribution of an employed person is highly valuable to both the local and national economy. When employed, a person is not on welfare, is paying taxes, has disposable income and therefore contributes to the local economy and is less likely to commit crime and be a burden on society

• The new facility will have the capacity to host large-scale events, including high level

sporting competitions for basketball, netball, boxing and other indoor sports. It can also be used to support events and activities hosted by the other venues within the Bolton Park precinct. In addition, the facility can be utilised for community events, entertainment, business events, exhibitions, functions, community meetings and conferences, all with the potential to drive significant visitation to and economic benefits for the City.

• Active and passive surveillance of the Bolton Park precinct which will help to minimize

anti-social behavior, increase safety and reduce the costs of vandalism. *1 Source: National Institute of Economic and Industry Research (NIEIR)

Demand Analysis A comprehensive analysis of the demand for full size, indoor sports courts was undertaken as part of the PCYC Feasibility Study 2016. The analysis identified that up to 7.5 courts are needed to meet the City’s current demand and up to 10 courts will be required to support the forecast growth in population (14,973 additional people by 2036). The analysis complimented a study undertaken in 2012 by Coffey Sport and Leisure for Wagga Wagga City Council, identifying demand for up to 6 indoor sports courts over the next 15 years. It should be noted that the PCYC analysis has accounted for latent demand for indoor courts by emerging sports such as Futsal (a state-wide growth indoor sports activity) and the impact the existing poor quality courts has on further development and participation of sports such as Basketball and Netball.

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The City currently offers 3 full size indoor courts (2 located at Bolton Park albeit not standard sizes, 1 located at CSU, Estella) with a further 3 are planned at the Multi-Purpose Stadium at the Exhibition Centre. With the addition of the 3 full size indoor courts located within the PCYC, the City will meet current demand and accommodate future demand. It should be noted, the 3 existing courts require refurbishment or complete replacement and are not considered satisfactory for competition. The change in the direction and focus of the PCYC has resulted in a significant broadening of the organisation’s market base. Demand for PCYC services and facilities is now coming from people of all ages and backgrounds with PCYC known for delivering a range of affordable, quality activities and programs. In Wagga Wagga we are seeing strong growth in the adult market, as well as growth in the number of people from multicultural backgrounds and minority groups. Our current centre in Gurwood Street does not have the capacity to accommodate current demand and cater for growth.

Regional Focus Equipped with a purpose built facility and the necessary resources to service demand, PCYC will adopt a regional focus and act as a central hub to a catchment area of approximately 185,000 people. Wagga Wagga PCYC will also interact with and support PCYC Clubs in Griffith, Young and Albury and is in the process of re-introducing inter-club competitions and activities.

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Development of the new PCYC club will result in both short and long term social benefits to the region, positively affecting surrounding communities including Lockhart, Tumut, Narrandera, Temora, Junee and Coolamon, in addition to the immediate population of Wagga Wagga. The existing PCYC facility is operating at an average occupancy of 65% or approximately 112 people per day and is constrained by small, poor quality spaces. The increase in size and scope of services will allow the PCYC to significantly increase use and effectively deliver programs to a larger catchment, including providing more programs and activities for disadvantaged and disaffected young people. The new facility will be made available to Councils, community groups, business and the general public to access and use as a multi-purpose space. This will sit alongside PCYC programs and activities, with hire revenue providing an additional revenue stream and contributing to the viability of the Centre.

Alignment to Community Needs It is important to recognize that PCYC is more than just a sporting venue manager. In addition to sport and recreation, our programs and activities have a strong social benefit focus that contributes to community and individual development; reduces crime and increases safety; and enhances health, wellbeing, education, employment and economic outcomes. As demonstrated below, PCYC can make a significant contribution to the outcomes being sought by Wagga Wagga City Council (as articulated in its draft Community Strategic Plan, 2016) over the next two decades. COMMUNITY LEADERSHIP AND COLLABORATION Objective: Community leadership and collaboration

Outcome: We have leaders that represent us Strategy: Empower and equip Community groups to promote leadership. PCYC Contribution: PCYC’s flagship youth empowerment program is Blue Star. Blue Star is a bespoke leadership program which leverages our Regional Training Organisation status to provide a life changing leadership course with accredited certificate qualifications and Duke of Edinburgh Bronze. PCYC has also run a targeted Blue Crescent leadership program to target a specific youth need. These programs will be adjusted to suit the community and provide a depth to the existing leadership credentials inherent in our sporting and activity base. PCYC sponsors a youth engagement committee at Board level which is aimed at allowing youth provide direction to the CEO and Board to design programs for the community and youth. PCYC completely aligns with and complements this Council strategy.

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Objective: We are Active Community Members

Outcome: Provide opportunities to be involved Strategy: Participate in volunteering Programs. PCYC Contribution: PCYC offers an extensive range of programs to encourage involvement. It also has volunteer programs for both young people and adults. With the new facility PCYC will be able to train and manage significantly more volunteers. PCYC completely aligns with and complements this Council strategy.

Objective: We are safe

Outcome: We create safe spaces and places Strategy: Create a crime prevention plan. Contribution: PCYC is a Police organisation sponsored by the Minister of Police and partnered with NSW Police Youth Command. In addition to an active and collaborative relationship with the NSW Police Local Area Command (LAC), every Club has at least one Police Officer present. It is a requirement that all staff and volunteers have Police and Working with Children Checks before commencing work at PCYC. Providing a safe environment is a fundamental principle for PCYC. One of PCYC’s most basic and historic mission outcomes is to prevent crime by and against youth. Every Youth Case Manager (Police) at the Club works directly with young offenders and the School Liaison Police are continually out at schools presenting the crime prevention and safety message. PCYC’s also conduct Safe Driver Courses and Traffic Offender’s Programs to address road safety. Through the established relationship between PCYC and the LAC, the two organisations can link with Council to develop a robust and collaborative plan to address crime in the City, specifically within the ages of 10-17. PCYC completely aligns with and complements this Council strategy. Outcome: We promote safety and safe behaviors PCYC Contribution: PCYC provides a very safe environment for families and children. We promote safety and safe behaviors and are an ideal location for distribution of information on services relating to safety and wellbeing. Located in Bolton Park and adjacent to the City centre, the Club provides both passive and active surveillance and is also a refuge for people in trouble. PCYC completely aligns with and complements this Council strategy. Outcome: We feel safe Strategy: Promote opportunities for vulnerable community members to report incidents where they feel unsafe.

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PCYC contribution: PCYC has Police Officers based on site. One of our strengths is that community members, across all age groups, have access to Police in a safe, supportive and non-intimidating environment. PCYC completely aligns with and complements this Council strategy.

Objective: We Promote a Healthy Lifestyle

Outcome: Recreation is a part of everyday life Strategy: Create inclusive play spaces and recreation facilities Strategy: Provide active over 50’s health programs PCYC contribution: The new PCYC will be a state-of-the-art recreation and sporting facility. It will include inclusive play spaces and offer a broad range of activities and programs, including play-based programs for young children and health-based active programs for older community members. PCYC completely aligns with and complements this Council strategy. Outcome: We promote participation across a variety of sports and recreation Strategies: • Provide a variety of sporting events • Identify the need to expand and create new sporting clubs to service future

growth. • Provide opportunities to increase participation in sports programs for Aboriginal

and Multicultural community members. • Provide opportunities to increase participation in refereeing programs for

Aboriginal and Multicultural community members. • Provide opportunities for year-round sports participation. • Improve and enhance sports ground facilities. • Increase youth participation in sport. • Provide all abilities sporting programs and events • Increase participation of 35+ age groups • Increase participation of women and girls • Provide opportunities and support for workplaces looking to promote healthy

workplace activities • Provide opportunities to people to trial sports • Provide opportunities for people with a disability to participate in sports • Provide opportunities for youth volunteers involvement in sports • Provide opportunities for the Multicultural community to experience and have

exposure of sports. PCYC Contribution: The new PCYC Club will deliver on each of these strategies. We provide targeted programs and activities for different age groups, gender, ability level and ethnicity. We provide opportunities for people to trial different sports as well as the opportunity for people to volunteer. The new club facilities will be accessible to external sporting and community clubs and organisations, which will

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enable them to grow their programs and activities. It will also be used to host a variety of events. Membership at the current Wagga Wagga PCYC has increased to 1,700 in December 2016, a 70% increase over the last 12 months. Occupancy at the current facility is high, with over 41,000 visits per annum or 112 people per day on average. The development of a new facility and broadening the scope of PCYC’s programming and services will result in a significant boost to participation numbers. It is anticipated that by the fifth year of operation the PCYC will attract 200,000 visits per annum, averaging 547 visits per day. Projections across a ten-year period estimate that the PCYC will experience 210,000 visits pa. The new facility includes the provision of 3 full size indoor sports courts with multiple sporting, entertainment, conference, exhibition and function applications. The City is currently experiencing high demand for all-weather recreation space and the development’s design will ensure that the growing demand from sports such as Netball, Basketball and Futsal is met within a suitable, high quality facility. More than just a hall for hire, PCYC intends to enhance sporting club activities by providing full time staff to coordinate season draws and game day activities, commence and host sports such as Futsal and Netball and work with Schools and clubs to provide weight training facilities to enhance fitness and well-being. PCYC will also provide a range of other health related activities such as Yoga, Pilates and fitness classes to augment sporting activities. PCYC completely aligns with and complements this Council strategy.

Outcome: We have a variety of events, festivals and activities Strategy: Attract regional sporting events and carnivals. PCYC Contribution: The new Club will host large-scale events, including high level sporting competitions for basketball, netball, boxing and other indoor sports. In addition, music concerts, business events, community meetings, exhibitions and conferences can utilise the space, all with the potential to drive significant visitation and economic benefit to the city. PCYC completely aligns with and complements this Council strategy.

Objective: We have access to health and support services that cater for all our needs.

Outcome: We have services that support us PCYC Contribution: PCYC forms part of the service delivery network for health services, providing a touch point for people needing assistance. The proposed facility will include office space for service providers such as Headspace which delivers mental health services for young people. PCYC completely aligns with and complements this Council strategy.

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GROWING ECONOMY Objective: We are a Regional Capital

Outcome: We are enabled by technology Strategy: Improve access to internet PCYC Contribution: PCYC will have internet access in the proposed Youth Hub and Homework – Study Centre, providing internet access for young people who may not have access at home. PCYC completely aligns with and complements this Council strategy. Outcome: We attract and support local businesses and industry Strategy: Encourage growth in our business precinct PCYC Contribution: The new PCYC Club will be part of the business precinct. As a major activity node the Club will bring both residents and visitors into the City centre, 7 days per week. This will have spin-off benefits for local businesses. Establishing a modern fit for purpose vibrant sporting facility that will attract investment into the city centre. PCYC completely aligns with and complements this Council strategy.

Objective: We are a tourist destination

Outcome: We have a variety of events, festivals and activities Strategy: Promote our capacity and facilities to hold events. Strategy: Attract regional sporting events and carnivals. PCYC Contribution: The new facility will host large-scale events, including high level sporting competitions for basketball, netball, boxing and other indoor sports. It will be suitable for exhibition sports, business events, entertainment including concerts, exhibitions, functions, festivals and community meetings. The facility can also be used as a support / staging area for events held in Bolton Park. The PCYC facility will increase the City’s capacity to bid for and host major conference, sporting and other events. As such, it has the potential to drive significant visitation and economic benefit to the city. PCYC completely aligns with and complements this Council strategy.

Objective: We are a centre for education and training

Outcome: We have a variety of education opportunities Strategy: Provide opportunities for informal training and lifelong learning Strategy: Improve access to education for our Community. PCYC Contribution: PCYC runs personal development, traineeship and volunteer programs that improve both education and employment outcomes. We also run

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education through play and sport programs designed to teach, engage and motivate young people to learn. Our homework-study centre will provide a learning space and resources to assist young people complete their homework. Other PCYC programs with an education focus include Driver and Hospitality training. PCYC is a Registered Training Organisation(RTO) and will continue to develop educational and training benefits designed to suit the needs of the community. PCYC completely aligns with and complements this Council strategy.

Objective: We have employment opportunities

Outcome: We have career opportunities Strategy: Encourage opportunities to volunteer Strategy: Provide apprenticeship and traineeship programs PCYC Contribution: PCYC runs volunteer programs for both youth and adults. We also offer traineeship and other training and personal development opportunities. Our programs and activities also help to build confidence and social skills, providing some of the ‘soft skills’ needed to transition from school to the work. PCYC currently has over 4000 volunteers on its books, some who have served for over 40 years. Volunteering is a pillar of the PCYC operations and this will only grow with this new facility. PCYC completely aligns with and complements this Council strategy.

Objective: We are a Hub for Activity

Outcome: We have vibrant business precincts Strategy: Provide opportunities for activities within the CBD. PCYC Contribution: The new PCYC facility will be a major activity hub within the CBD that will bring residents and visitors into the City centre. The new facility is forecast to generate over 200,000 visits per annum. PCYC completely aligns with and complements this Council strategy. Outcome: We have a vibrant nightlife Strategy: Provide opportunities for live entertainment Strategy: Provide opportunities for night events PCYC Contribution: The new PCYC facility will be suitable for entertainment events, including concerts. PCYC also runs entertainment events for youth (eg blue light discos style activities) and for families with young children. In other localities, our Clubs are popular for multicultural festivals and events. PCYC completely aligns with and complements this Council strategy.

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COMMUNITY PLACE AND IDENTITY Objective: We are proud of where we live and our identity

Outcome: We are a family friendly city Strategy: Provide services to support families Strategy: Provide family friendly events Strategy: Promote available child care services PCYC Contribution: The new facility will be a family friendly space, that provides programs and activities across all age groups, as well as family friendly events and child care facilities. PCYC completely aligns with and complements this Council strategy. Outcome: We are a multicultural community PCYC Contribution: PCYC, through its social inclusion policies, activities and programs will contribute to delivering on the strategies to deliver an inclusive community that celebrates multiculturalism PCYC completely aligns with and complements this Council strategy. Outcome: We are a City with the benefit of a country lifestyle Strategy: Promote the City as a great lifestyle choice. PCYC Contribution: The proposed PCYC facility contribute to the City’s lifestyle ‘offer’, enhancing its ability to attract new residents. PCYC completely aligns with and complements this Council strategy. Outcome: We are a City of good sports Strategy: Deliver sporting events Strategy: Attract premier sporting events to the City PCYC Contribution: PCYC are proposing to organize a number of major sporting competitions and events. In addition, the venue will be available to host events that the City attracts. PCYC will work with Council, the various school sports associations and sporting organisations to attract premier sporting events to the City. PCYC completely aligns with and complements this Council strategy.

Objective: We have opportunities to connect with others

Outcome: Groups, programs and activities bring us together Strategy: Provide public art workshops and programs Strategy: Promote social and special interest groups and opportunities to be involved.

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Strategy: Create events, programs and activities to encourage participation.

PCYC Contribution: The proposed PCYC facility will be a social hub / meeting place. It will provide a range of events, programs and activities, including arts based programs, that will provide opportunities for people to connect. It will also have activity and meeting spaces available for community and special interest groups to use. The venue will also be available for groups looking to run events. PCYC completely aligns with and complements this Council strategy.

Return on Investment The financial contribution sought from the City of Wagga Wagga is a one-off investment towards a facility that will deliver short and long term benefits to the community. The facility will be considered a PCYC asset, Council will not be required to contribute staff or resources for its management, operating costs or maintenance. PCYC has the experience, capacity and financial security to manage the facility. We will receive operating subsidies funded by the NSW Government, of approximately $300,000 per year. These subsidies allow for the provision of resources required to run a successful club, including the employment of the Club Manager and two Police Youth Case Workers. Revenue will also be generated from the operation of the new Club and through PCYC NSW fund-raising activities. Our revenue streams will ensure the new facility is viable and sustainable. Our operating model includes accounting for asset depreciation, providing a sufficient budget to fund renewal of the asset and ongoing upkeep and maintenance. Council’s investment in the construction of the new Club will contribute to: • Stimulating economic development within the City • Developing an under-utilised parcel of land that currently reflects negatively on the City • Addressing critical social issues such as crime committed by youths • General reduction in crime and anti-social behavior in the city • Encouraging the development of young community leaders and more active members

of society • Increasing participation in a variety of sports, with flow-on social, health and well-being

benefits. • Supporting and facilitating growth of established and emerging sports, providing

residents with increased diversity and choice (Basketball, Futsal etc.) • Developing a modern, multi-purpose facility that meets existing demand and will assist

in catering for future demand. • Contribute to Wagga Wagga’s role as a key regional city in NSW. • Building a key partnership between all levels of Government and PCYC.

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Opportunity Cost The opportunity cost of either not developing the facility or reducing the project scope is significant and should be strongly considered. Without full funding support, PCYC will be staging the development, with each stage being funding dependent. Programs and activities offered will be determined by the facilities available. The full social and economic benefits will not be realised until all stages are complete. The facility design has taken into consideration part funding scenarios to enable staging. The outcomes and benefits identified in this value proposition are only achievable with the full compliment of funding contributions from all partners. A reduced scope will result in the following negative outcomes: • Significant reduction in the capacity or capability to provide the required quality and

quantity of services, to meet current demand.

• Diminished ability to provide a cohesive, collaborative solution to issues relating to social disadvantage. The scope of works allows for co-location with organisations sharing similar missions and objectives to PCYC, such as Headspace. The successful and effective collaboration is only achievable within the full scope of works.

• Reduced or eliminated potential to encourage economic development through the

facilities ability to host conferences, sporting competitions and others events at a central location featuring public transport, parking and pedestrian linkages to retail precincts.

• Without sufficient funding forthcoming from the funding partners, Wagga Wagga is less

likely to be recognised and acknowledged as a regional hub for PCYC. This will ultimately result in a reduced focus through the PCYC regional investment strategy.

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SUMMARY Key social benefits of the new Wagga Wagga PCYC facility will: • align with WWCC strategic directions and community needs,

• provide a safe and harmonious social environment, • provide for both formal and informal sports and recreation activities and programs

for up to and estimated 200,000 participation days p.a • take up to an estimated 5000 members, • promote health and wellbeing, • grow leaders from the community, • provide for new and exciting events, conferencing and exhibitions • provide new opportunities for education and training, • provide new opportunities for employment and, • volunteering for up to 100 people, • enhance pride within the community and with;

Key economic benefits to the WWCC and local community, being to:

• provide employment to 90 local workers during construction phase

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• provide long term full time and part time employment to a minimum 14 (FTE) Full time equivalent roles and casual employment to local workers during operations for at least 30 people,

• substantial savings from volunteering opportunities for up to 100 people • economic impact from developing an $18.0m facility in Wagga Wagga that is

calculated to inject some $45.5m into the local economy, • save WWCC operational management cost of $1.1m p.a from year 1, • provide facility management contracts p.a of a total estimated $250k from year 1, • provide maintenance contracts p.a of a total estimated $200k from year 1 • save WWCC $14.0m from developing a similar facility to meet demand for sports,

recreation and events in Wagga Wagga, • save WWCC the risk in construction delivery, • and operational delivery including management, FM and maintenance over the life

of the asset, estimated at $59.0m, • develop trained personnel that will enhance local skills to work across most sectors

within the Wagga Wagga economy, • provide the opportunity to large scale events, like trade shows etc; that will inject

substantial commercial opportunities to Wagga Wagga and the region. The proposed new PCYC Club provides WWCC and the community with a substantial opportunity to offer quality contemporary indoor sporting, recreation and community facilities which deliver significant social and economic benefits for the City during both the construction and operational phases. PCYC looks forward to continuing to deliver services from a major new facility in Wagga Wagga and working with Council to ensure its objectives are considered and delivered through this facility.

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OPERATIONAL PLAN

THE NEW WAGGA WAGGA PCYC CLUB

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Table of Contents 1  An Improved Management Model .................................................................................... 3 

1.1  Management Plans ................................................................................................... 3 1.2  Our Vision, Goals & Objectives ................................................................................ 3 

2  Management & Staffing Structure .................................................................................... 4 2.1  Police Presence ........................................................................................................ 5 2.2  Operation hours ........................................................................................................ 5 2.3  Customer Service ..................................................................................................... 5 2.4  Priority facility components ....................................................................................... 6 

3  Membership and Access ................................................................................................. 7 3.1  Activities/Usage Targets ........................................................................................... 7 3.2  Closing the Gap ........................................................................................................ 8 3.3  Nations of Origin ....................................................................................................... 8 3.4  Policies & Procedures .............................................................................................. 9 

4  Operating Budget ........................................................................................................... 10 4.1  Management/Staffing Budgets ............................................................................... 10 4.2  Pricing / Fee Structure ............................................................................................ 10 4.3  Operational Budget ................................................................................................. 11 

5  Risk Management .......................................................................................................... 12 5.1  Activity Risk Assessment and Safety Checklist ...................................................... 12 5.2  Risk Identification and Assessment Matrix ............................................................. 13 5.3  Risk Register and Controls ..................................................................................... 13 

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1 An Improved Management Model PCYC NSW has been restructured, with the organisation embarking on a new directions which ensures that our mission is delivered in a strategic and functional manner. Our mission statement remains:

Australia’s pre-eminent youth organisation working with Police and community to empower young people to reach their potential. “A charity empowering young people through Police and community partnership”

PCYC is committed to ensuring we engage effectively with stakeholders and work with communities to foster engagement and inclusion, invest in our youth and to ultimately build better citizens and stronger communities. 1.1 Management Plans ALL PCYCs across NSW draft an Operational Management plan to ensure processes are in place and criteria are implemented so PCYC can achieve its aims and objectives. These management plans are developed on a yearly basis to guide the operations with specific goals and targets set around finances, participation – activities and membership, community engagement and compliance.

Each goal is written in a SMART format. S – Specific M – Measurable A –

Achievable R – Realistic T – Time Bound They are written in the format of “(verb) (measure) from X to Y by WHEN”. E.g.

(Increase) (Kidzcare Numbers) from (10) to (30) by (Sept, 30)

Club Managers are encouraged to display their goals on the wall and refer to them daily. A discipline should be introduced to ask the question “what is the one thing I can do today to progress these goals?”

It is preferable to have short, medium and long-term goals that see something achieved every quarter.

Goals should be “Wildly Important”. That is, the goals should list the most important things you can do to achieve your KPIs in that area.

1.2 Our Vision, Goals & Objectives PCYC’s vision to provide a safe, vibrant, interactive, sustainable community based club open to all. Goals & Objectives:

To work with the community to provide equity in access and program delivery. To work in partnership with stakeholders to meet community expectations. To provide safe environments for all, especially our youth. To focus on building healthy outcomes through the varied programs offered.

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To be socially inclusive to all members of the community. To manage all aspects of the Club professionally. To be environmentally conscious in all our business decisions.

2 Management & Staffing Structure The core management team for the Club will consist of PCYC staff plus Police Officers:

Club Manager Assistant Manager Senior Activity Officers Activity Officers Police Officers

The daily operations of the Club will be under the control of a full time Club Manager. This person will be assisted by an Assistant Club Manager, Senior Activity Officers and other Activity Officers. Police Officers will be based at the Club and be supported by the Local Area Command, School Liaison and Youth Liaison Units. Staff will be assisted by volunteers in the delivery of sporting, recreation, education and social programs and activities. The Manager will be tertiary qualified or highly experienced in club management, financial acumen and staff leadership. Other staff will be appropriately qualified or experienced in program and activity provision. An Advisory Committee will be established with representatives drawn from business and community. The Committee will be involved in community consultation, strategic planning, overseeing performance and assisting with the volunteer program and fund-raising. The Committee will meet monthly and will receive reports from the Club Manager and Police, with the reports to including information on the Club operations, progress of projects and the financial position. The CEO of PCYC NSW will meet with the Chair of the Advisory Committee at least twice a year to discuss the management and performance of the Club. Where needed, the day to day operations will be strengthened by other agency staff and community service placements to deliver the range of services and activities needed to meet the needs of the Wagga Wagga community.

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All staff and volunteers will receive the following training:

First aid Advanced customer service Cultural awareness training Conflict resolution training POS operation Risk management Emergency response and evacuation Site specific property training

PCYC is a Registered Training Organisation. Staff and volunteers will receive regular training via on-line and face to face courses to provide continual professional development. 2.1 Police Presence A Police Officer responsible for Youth Case Management is located within the Club with this Officer supported by School Liaison Police, Youth Liaison Police and supervising officers from the Local Area Command. This team is focused on local youth crime prevention and work hands-on in case managing identified young offenders and other young people at risk. The Police presence in the Club provides access to and interaction with the Police in a friendly, non-intimidating environment. In addition to creating a very safe environment, this has the added benefits of breaking down barriers, changing perceptions and building trust. This is extremely important in for engaging with and supporting young people and ‘educating’ people from ethnically diverse communities about the role and integrity of policing in Australia, which can be very different from policing in other countries. 2.2 Operation hours PCYC will conduct programs and activities in response to community need. This club will have dedicated space for a range of passive and active sport and recreational options. It is anticipated the club will be open from; Monday to Friday: 8am to 10pm Saturdays & Sundays: 8am to 8pm

With additional hours of operation scheduled to meet youth, sport and community needs. The hours vary across the main indoor facility components – Indoor Sports Facilities, Lease Areas, Youth Hub, Café and Function areas depending on programming and events. 2.3 Customer Service  PCYC is committed to providing quality customer service that is welcoming, helpful, efficient and professional. We recognise that the image and representation of PCYC is affected by every staff interaction with every young person, Club user and member of the community.

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All staff and volunteers will receive customer service training – both at part of the induction process and on-going. Staff and volunteers also receive cultural awareness and conflict resolution training. We have in place procedures for ‘meet and greet’ including:

Staff are expected to answer the phones within 3 rings where possible and answer with a greeting such as “good morning/good evening”, and state the Club’s name and who is speaking: for example “Good morning, PCYC Wagga Wagga, empowering young people, Mary speaking, how I may assist you?”

Anybody who walks into the Club will be greeted with a smile and an appropriate acknowledgement of their presence. Staff are to use “active listening” and respond to requests in a prompt manner.

A complaints policy will be in place and a complaints register will be maintained. All complaints will be acted on as required and the complainant advised of the outcome. 2.4 Priority facility components  The new PCYC Regional Sport and Youth Centre facility in Wagga Wagga will enable the PCYC NSW to deliver its traditional range of programmes and services as well as vast array of new programmes and services, through direct programming or organisational partnerships. The facility has been designed to maximise multi-use, flexibility and scalability to meet the changing needs and requirements of the Wagga Wagga community overtime. The following priority facility component list has been developed to meet the future regional youth and sports facility provision aims & objectives. Key Facilities and Services will include:

Youth Hub - including indoor/outdoor youth activity and social spaces, education and learning spaces, consulting suites and administrative spaces for a range of youth and community outreach services providers.

Commercial lease area – to accommodate Police youth case workers and Headspace as the anchor tenant.

Indoor Multi-Sports Courts – 3 Courts (plus expansion capacity), with scalable and flexible spectator seating options to enable “showcourt” set-up, and allow the facility to host local to regional significant sporting events/trade shows and events.

Boxing Studio/Functional Training Gym – including small boxing show ring, training, weights and program spaces.

Multi-use Program Spaces – high quality multi-functional and scalable program spaces that will allow for sport, health, wellness, arts and cultural programming.

KidzCare – a dedicated children’s care space for afterschool and vacation care programs.

Meetings/Conferences/events – a range of small and medium sized meeting/function spaces, supported by a commercial kitchen. In addition, the entire facility is designed with an ethos of scalability, ensuring the facility has the capacity to host larger scale events as required.

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Social enterprise café – the proposed on-site café will provide hospitality services to both facility patrons and visitors to the precinct and area. It is proposed the café be operated as a social enterprise providing an alternative to the current welfare approach to youth unemployment and together with the Youth Hub will encourage and facilitate youth engagement.

Facilities and services that may be considered in the future include gymnastics and health and fitness.

3 Membership and Access Membership is a $20 adult and $10 junior annual fee that is used to subsidise PCYC core programs for youth at risk and our Blue Star program. The membership includes a variety of free activities and free Wi-Fi to members throughout the course of the year. Program costs vary depending on demand and program type. Pricing per week is generally between $5-$10 per session with options for casual rates or discounts on term bookings. The aim of every PCYC facility is to provide services to local community at a reasonable fee so that part of the profits made can be invested back into the community youth. This is achieved through various methods including Youth at risk engagement programs, Education programs, breakfast and dinner programs for multicultural and indigenous youth. Consultation within local communities can assist with determining the type of programs delivered. The new facility is a community based facility and is there to provide services based on community needs. 3.1 Activities/Usage Targets  This Section identifies estimated program usage for the Indoor Sports Court, Multi-Use Program, Boxing & Functional Training Gym and Meeting/Function areas.

Component Program Existing PCYC Use 2015

New Facility Usage Target @ Yr 3

Indoor Courts

Sports School Use 17,350 visits/pa 10% increase, 18,900 visits/pa

Basketball N/A Basketball Competition – 26 crt hrs per week (Tues/Wed Comp) Basketball Training - 12 Crt hrs per week 21,800 visits/pa

Futsal N/A 24 hrs per week 17,300 visits/pa

Netball N/A 24 hrs per week 17,300 visits/pa

Other Sports (Table Tennis, Indoor Hockey, Badminton, Roller Derby etc)

3,040 visits/pa 8,400 visits/pa

Commercial Sport Programs

N/A Not included at this stage

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Community Sport Programs (Autism, Disability Sports)

720 visits/pa 2,400 visits/pa

Police Programs 8 participants, 320 visits/pa

12 participants, 480 visits/pa

Driver Education 940 visits/pa 940 visits/pa Events N/A 4 x 2 Day Events, 14 Local Sport Events

16,000 visits/pa Boxing/Functional Gym

Members N/A 300 members/50,000 visits/pa

Multi-Use Program Rooms

Martial Arts 1,840 visits/pa 200% increase existing PCYC Programs or 6,000 visits/pa MMA Hirers (11 hrs p/wk, 220 visits or 11,000 v/pa)

Kinder Gym 3,200 visits/pa 6,000 visits/pa Boxing Fitness 1,288 visits/pa 4000 visits/pa Casual Hirer’s N/A 6 hires, 4,800 visits/pa Kidzcare After School Care 27 participants,

5,400 visits/pa 60 participants, 12,000 visits/pa

Vacation Care 38 participants, 1,900 visit/pa

60 participants, 6,000 visits/pa

The new facility will have the capacity to host large-scale events, including high level sporting competitions for basketball, netball, boxing and other indoor sports. It can also be used to support events and activities hosted by the other venues within the Bolton Park precinct. In addition, the facility can be utilised for community events, entertainment, business events, exhibitions, functions, community meetings and conferences, all with the potential to drive significant visitation to and economic benefits for the City. 3.2 Closing the Gap Closing the Gap is a government strategy that aims to reduce disadvantage among Aboriginal and Torres Strait Islander people with respect to life expectancy, child mortality, access to early childhood education, educational achievement, and employment outcomes. PCYC has a long history of working with Aboriginal and Torres Strait Islander youth and is committed to playing a part achieving the desired outcomes of the Closing the Gap strategy. Our current flagship program, Nations of Origin is an example of an initiative that would be promoted through the Wagga Wagga club. 3.3 Nations of Origin Nations of Origin is a multifaceted sport, cultural, education and leadership program which culminates during NAIDOC week annually. The program has 4 main components:

reconciliation, education, cultural identity and sport.

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It is aimed at increasing school retention with all participants required to have an 80 per cent school attendance to be eligible to participate. All participating sporting teams must consist of Aboriginal and non-Aboriginal young people with a ratio of 70:30 in the formation of the teams. Cultural identity is a focal point of the project with all teams representing their community under their traditional local Aboriginal nation name from their area, with uniforms adorned with totems of their Aboriginal nation. This provides an opportunity for non-Aboriginal young people to learn about their local Aboriginal culture and foster relationships and understanding between local cultures. Held over the past four years, Nations of Origin has quickly became the largest Aboriginal youth sporting event in NSW with more than 3500 participants since the inception of the program. 3.4 Policies & Procedures  Compliance PCYC will ensure full compliance with relevant Government legislation in relation to child protection and workplace health and safety. Key operational policies and procedures include: License (venue hire) agreements for use of our club facilities by other groups or

businesses, which include documentation such as staff screening, proof of insurance, risk management assessments and qualifications.

Service agreements for tradespeople and others who provide services. Daily banking and Point of Sale (POS) procedures. Safety and compliance audits – daily inspection and reporting checklists plus monthly

workplace health, safety and risk checks by space / room, activity and equipment. Staff and volunteer screening – including mandatory ‘Working with Children’ checks. Manager and Youth Case Manager fortnightly meetings. Individual club membership forms, which must be completed by all club users and

signed by parents for young members, annually. The need for members to be ‘swiped in’ when attending activities. Emergency response (eg fire, robbery etc) and evacuation procedures.

Child Protection PCYC’s commitment to respecting and protecting the rights and dignity of children and young people enhances our awareness of our obligations in the area of child protection. PCYC requires all staff members and volunteers to assist us to fulfil our responsibilities in this area, and to take their own legal obligations seriously. We describe our legal obligations, and our requirements of our staff and volunteers, in detail in our Risk, Safety and Protection Policies. Staff and volunteers must comply with these Policies at all times. Our staff employment contract or volunteer agreement includes details of: (a) personal obligations in respect of checks and warranties relating to child protection, and

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(b) PCYC’s rights to terminate employment, appointment or engagement where child protection issues are involved. This policy extends to all venue hirers, their staff, helpers, volunteers and tradespeople (that PCYC may contract from time to time). Venue Use & Service Agreements include requirements that appropriate insurances, police checks and Working With Children Checks are provided for all staff who provide services within or to PCYC premises. PCYC has a no tolerance policy to child protection issues and a mandatory reporting procedure is in place to ensure our obligations under law are met.

4 Operating Budget 

The primary focus of PCYC NSW is to operate sustainable facilities which engage young people in low-cost activities and crime prevention programs. Each club operates as a separate business and is expected to cover all other costs, (staff wages, utilities, costs of activities, administration, vehicles, etc.). A business model is developed which focuses on a safe and sustainable operation which must generate a surplus which is then used for building maintenance, equipment/asset replacement and Police programs.

4.1 Management/Staffing Budgets Staff and management allowances are based on operating hours, level of use and statutory requirements and programs offered in the new facilities. Salary rates are based on industry average salaries and are impacted by CPI annually. Currently the financial model in Year 1 allows for 11.5 EFT positions (Effective full time employed) as follows:

Centre Management/Overheads 3.2 Indoor Stadium 2.7 Multi-Use Program/Childcare 4.1 Boxing/Functional Training Gym 1.3

4.2 Pricing / Fee Structure To encourage social inclusion, PCYC endeavours to set fees for activities that are affordable and offer value-for-money. The fee schedule detailed below provides a guide to the revenue generated for the activity space. With increased activity space, PCYC will be able to generate more revenue from sports programs as well as establishing new income streams for Traffic Education Intervention Programs and Safer Driver programs. PCYC will also seek to generate income from fund-raising, donations, grants applications and other philanthropic sources.

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Component Program Charge Type $ @ Yr 1 Indoor Sports Courts School Use Per Child, Per hour $2.60 Indoor Sports Court Hire, Per Hour $50 peak-times

$35 off-peak, $25-$35 training

Commercial Sport Programs

Not included at this stage N/A

Community Sport Programs (Autism, Disability Sports)

Per Child, Per hour $3.00

Police Programs N/A $0 Driver Education Per Participant $150 - $350 Events Court Hire, Per Hour $400 per court, per day Boxing/Functional Training Gym

Members Annual Membership $500

Casual Visits Casual Participant, Per Class $9-$12 Multi-Use Program Rooms

Martial Arts Per Participant, Per Class $6

Kinder Gym Per Participant, Per Class $8 Boxing Fitness Casual Participant, Per Class $9-12 Health & Wellness Casual Participant, Per Class $9-12 Room Hirer’s Per Hour $35 Childcare After School Care Per Child, Per day $20 Vacation Care Per Child, Per day $40 Meeting/Conference Board Room Per Hour $25 Function Room Per Hour $80-100 Catering Yield Per Participant $2-12 Cafe Café Yield per club visitor @ 50%

penetration $0.50

Merchandise Yield per club visitor @ 1% penetration

$3

Commercial Lease Office Lease Per Sqm, Per annum $140 4.3 Operational Budget The model includes fully documented business and management assumptions across:

(i) Operating Hours (ii) Program Pricing & Hire Charges (iii) Management & Staffing (iv) Usage Targets (v) Direct Operating Expenses (vi) Salaries & Oncosts (vii) Asset Management – including Repairs & Maintenance (reactive &

preventative) and Asset Management Life Cycle Costs (Cyclical Building Management & Contemporising)

(viii) Global Impacts Including CPI, Business Growth and Real Price Increases The operating budget model is intended to highlight projected operating performance only. It excludes:

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GST, Council Rates & Charges & Taxes Specific Operating Arrangements (ie Management and/or Lease Fees) Whole of Life Costs including Depreciation, Building Asset Renewal Costs,

Contemporising or Cost of capital (shown below the line). Based on these assumptions and scenarios a likely next 10-year base facility operating budget is summarised in the table below.

5 Risk Management As part of the 2015 review, PCYC now has in place comprehensive risk assessment and management practices. We use a ‘Risk Analysis Matrix’ as part of developing out Risk Management Plan. Risk is assessed by evaluating the likelihood of any risk and the consequences of that risk should it come about. By considering each activity against likelihood and consequence, risks are rated as low, moderate, high and extreme. Appropriate strategies and actions are then developed to mitigate / respond to the risk. An Activity Risk and Safety Checklist will be completed for each activity held at the Club. 5.1 Activity Risk Assessment and Safety Checklist A sample of PCYC’s Activity Risk Assessment (which is completed prior to each activity) is given below.

Year 1 2 3 4 5 6 7 8 9 10 10yr Avg.

$1,100 $1,150 $1,200 $1,250 $1,300 $1,350 $1,400 $1,450 $1,500 $1,550

195 206 217 217 217 214 212 210 208 206 210

Expenditure ($,000) $1,325

Visitation (‘000)

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5.2 Risk Identification and Assessment Matrix 

The following risk controls are used:

Likelihood Consequence

1.Insignificant 2.Minor 3.Moderate 4.Major 5.Catastrophic a. Almost Certain (100%) b. Likely > 50%

c. Possible > 30% d. Unlikely < 30% e. Rare exceptional circumstance

E Extreme Risk – stop activity immediately and fix within 24 hours H High Risk – action required ASAP (repair / change within 7 days) M Moderate Risk – Use appropriate controls (permanent repair within 31 days) L Low risk – Inform and monitor (permanent repair within 60 days)

Risk Consequence Description

1 Insignificant No injury, no reduced output, small financial loss, internal system review, user compliant

2 Minor No lost time injury, disruption to working systems, financial loss, systems review 3 Moderate Lost time injury, disruption to users, high financial loss, possible litigation, systems

review, management concerns 4 Major Permanent injury, major loss of service to users, major financial loss, possible

litigation and fines, systems review by external agency, possible industrial action, public concern, ministerial media attention

5 Catastrophic Death, complete loss of service or output, huge financial loss, possible fine and compensation, likely litigation, systems review by external agency, impact on morale, industrial intervention, loss of public support, negative media attention

5.3 Risk Register and Controls  

A Club risk register of findings will be implemented at the Club. Risk examples are summarised as follows:

Risk Consequence Likelihood Controls Unauthorised Site access, child protection and Police operations

Depends on event d. Unlikely < 30%

CCTV installation Monitors to main office Procedures in place for the arrival and subsequent departure of members from the property Police presence on site

Injury to youth, staff and general community

Depends on event c. Possible > 30%

Provision of staff duress alarms; Installation of protective netting – upper balcony Installation of non-slip fixings on staircases Replacement of carpet and other flooring (trip hazards) Removal of all rubbish to external areas

Injury through fire

Depends on event e. Rare exceptional circumstance

Review/update of fire evaluation plans; Replacement of fire doors;

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Risk Consequence Likelihood Controls Procedures associated with the maximum number of person per space

Audit failures

Insignificant e. Rare exceptional circumstance

Regular internal audits Financial external audits

Volunteers not turning up

Insignificant b. Likely > 50%

Maintain list of ‘on call’ staff Borrow staff from other PCYC locations

Damage to club

Depends on event c. Possible > 30%

CCTV installation Monitors to main office Procedures in place for the arrival and subsequent departure of members from the property Police presence on site

Unable to use facility causing inability to operate

Depends on event d. Unlikely < 30%

Virtual networks Use of other Service Providers’ facilities

Technology failure

Insignificant c. Possible > 30%

Technology upgrade Use of staff mobile devices

Inaccessible Depends on event e. Rare exceptional circumstance

Multiple (alarmed) entrances Multiple approaches – walking, train, car

Vandalism & graffiti

Depends on event b. Likely > 50%

CCTV installation Monitors to main office Procedures in place for the arrival and subsequent departure of members from the property Police presence on site

Bullying & anti-social behaviour

Depends on event c. Possible > 30%

CCTV installation Monitors to main office Police presence on site

Fraudulent events

Depends on event e. Rare exceptional circumstance

Regular audits Police presence on site