Parks and Sport Fields Asset Management Plan

Parks and Sport s Fields Asset Management Plan 2018-2038

Adopted June 2018

INNER WEST COUNCIL – PARKS AND SPORTS FIELDS ASSET MANAGEMENT PLAN

Document Control Asset Management Plan

Document ID : NAMSPLUS Concise Asset Management Plan Template_V2_170508

Rev No Date Revision Details Author Reviewer Approver

01 22 May 2018 Draft for Implementation Strategy PB MS CED


TABLE OF CONTENTS

1 EXECUTIVE SUMMARY .................................................................................................................... 1 1.1 The Purpose of the Plan ............................................................................................................ 1 1.2 Asset Description ...................................................................................................................... 1 1.3 Levels of Service ....................................................................................................................... 1 1.4 Future Demand ........................................................................................................................ 1 1.5 Lifecycle Management Plan ...................................................................................................... 2 1.6 Financial Summary ................................................................................................................... 2 1.7 Asset Management Practices .................................................................................................... 3 1.8 Monitoring and Improvement Program..................................................................................... 3

2. INTRODUCTION .............................................................................................................................. 2 2.1 Background ............................................................................................................................ 2 2.2 Goals and Objectives of Asset Ownership ............................................................................... 3 2.3 Core and Advanced Asset Management .................................................................................. 3

3. LEVELS OF SERVICE ......................................................................................................................... 3 3.1 Customer Research and Expectations ..................................................................................... 3 3.2 Strategic and Corporate Goals ................................................................................................ 7 3.3 Legislative Requirements ........................................................................................................ 9 3.4 Community Levels of Service ................................................................................................ 11 3.5 Technical Levels of Service .................................................................................................... 16

4. FUTURE DEMAND......................................................................................................................... 18 4.1 Demand Drivers ................................................................................................................... 18 4.2 Demand Forecasts ................................................................................................................ 18 4.3 Demand Impact on Assets .................................................................................................... 18 4.4 Demand Management Plan .................................................................................................. 19 4.5 Asset Programs to meet Demand ......................................................................................... 21

5. LIFECYCLE MANAGEMENT PLAN ................................................................................................... 22 5.1 Background Data .................................................................................................................. 22 5.2 Operations and Maintenance Plan ........................................................................................ 25 5.3 Renewal/Replacement Plan .................................................................................................. 26 5.4 Creation/Acquisition/Upgrade Plan ...................................................................................... 28 5.5 Disposal Plan ........................................................................................................................ 31

6. RISK MANAGEMENT PLAN ............................................................................................................ 32 6.1 Critical Assets ....................................................................................................................... 32 6.2 Risk Assessment ................................................................................................................... 32 6.3 Infrastructure Resilience Approach ....................................................................................... 35 6.4 Service and Risk Trade-Offs .................................................................................................. 35

7. FINANCIAL SUMMARY .................................................................................................................. 36 7.1 Financial Statements and Projections ................................................................................... 36 7.2 Funding Strategy .................................................................................................................. 38 7.3 Valuation Forecasts .............................................................................................................. 38 7.4 Key Assumptions Made in Financial Forecasts ....................................................................... 39 7.5 Forecast Reliability and Confidence ...................................................................................... 40

8. PLAN IMPROVEMENT AND MONITORING ..................................................................................... 41 8.1 Status of Asset Management Practices ................................................................................. 41 8.2 Improvement Plan ................................................................................................................ 41 8.3 Monitoring and Review Procedures ...................................................................................... 44 8.4 Performance Measures ........................................................................................................ 44

9. REFERENCES ................................................................................................................................. 45 10. APPENDICES...................................................................................................................................... 46

Appendix A: Capital Program (4 years) ......................................................................................... 46 Appendix B: Budgeted Expenditures Accommodated in LTFP ........................................................ 47 Appendix C: Glossary ............................................................................................................... 48 Appendix D: List of Parks .......................................................................................................... 56


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1 EXECUTIVE SUMMARY

1.1 The Purpose of the Plan Asset management planning is a comprehensive process to ensure delivery of services from infrastructure is provided in a financially sustainable manner.

This asset management plan details information about infrastructure assets including actions required to provide an agreed level of service in the most cost effective manner while outlining associated risks. The plan defines the services to be provided, how the services are provided and what funds are required to provide the services over a 20-year planning period.

This plan covers the infrastructure assets that provide parks and sports fields services to the community.

Council provides parks and sports fields assets to enable active, healthy, safe, functional and accessible community recreation. Parks and sports fields assets contribute to the social and economic well-being of the community and to ecological sustainability by providing a place for structured and informal recreation and through management of natural and landscape park environments and systems.

1.2 Asset Description Parks and Sports fields assets include:

Outdoor furniture (591 assets)

Park footpaths and paved area (969 assets)

Lighting and solar (1271 assets)

Playgrounds (732 assets)

Sports fields (79 assets)

Community BBQs (59 assets)

Site Structures (175)

Irrigation System (70 assets)

Fencing and gates (824 assets)

Walls – retaining & others (354 assets)

Signs (158 assets)

Gardens (474 assets)

Marine - Seawalls, Jetties, Wharves (214 assets)

Other park assets (2051 assets)

These infrastructure assets have significant gross replacement value estimated at $142,609,000.

1.3 Levels of Service Our present funding levels are somewhat insufficient to continue to provide existing services at current levels in the medium to long term.

The main services consequences that need to be considered are:

loss of service levels for the community anddeclining condition of park assets

personal injury and public liability claims

reputational damage

1.4 Future Demand The main demands for new services are created by:

significant increase in population and housingdensity

changing demographics including increases in theaged and youth populations

Community expectations for lifestyle andrecreation services and quality environments

Increasing costs in provision of infrastructureassets

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

To manage future demand Council will:

Develop well planned, targeted and cost effectiveasset maintenance, renewal and upgrade/newprograms including asset inspection programs andimproved data.

Complete a Council wide recreation strategybased on Recreation Needs Study findings andpriority park plans of management, including fullycosted plans for improvements. Communicateservice levels and financial capacity to thecommunity and determine priorities as part ofpark planning community engagement programs.

Utilise government programs, developer contributed assets and lobby for adequate funding to meet increased service levels and asset lifecycle costs associated with urban renewal and increased population.

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1.5 Lifecycle Management Plan

What does it cost? The Long Term Financial Plan does consider a funding scenario over a 10 year period to address the infrastructure renewal backlog, being the value of assets rated as poor (condition 4) and very poor condition (condition 5). As the assets predominantly have long useful lives, the analysis applied in this Plan refines the relatively coarse condition rating by considering renewal to occur in the year at the end of the assets useful life.

It is important to note that asset management projections are carried out in present value or today’s dollars with no indexing for future inflation, material or labour increases. Council’s Long Term Financial Plan uses future values which include assumed increases in the cost of services.

The analysis prepared for this Plan considers the following provisions of funding:

Scenario 1: Long Term Financial Plan: Business as Usual Applying existing asset data and the planned funding provided in Council’s Long Term Financial Plan.

In this scenario the projected renewal expenditure is aligned to Special Schedule 7 in the 2016/17 Inner West Council Annual Report which identifies condition 4 and 5 assets as an infrastructure backlog and are partially addressed as a part of this scenario.

Scenario 2: Infrastructure Renewal Backlog Scenario 2 in Council’s Long Term Financial Plan aims to address Council’s infrastructure renewal shortfall (aligned with Special Schedule 7) within the life of the LTFP. This scenario is not modelled in this iteration of this Asset Management plan. Unconstrained Funding This iteration of funding modelling presumes that all asset expenditure shortfalls (operational, maintenance, Renewal, upgrade and new) will be funded. This is not modelled in the current iteration of Council’s Long Term Financial Plan The projected outlay necessary to provide the services covered by this Asset Management Plan (AM Plan) including operations, maintenance, renewal and upgrade of existing assets over the 10-year planning period is $489,051,000 or $48,905,000 on average per year.

1.6 Financial Summary

What we will do Estimated available funding for this period is $425,276,000 or $42,528,000 on average per year as per the long term financial plan or budget forecast. This is 87% of the cost to sustain the current level of service at the lowest lifecycle cost.

The infrastructure reality is that only what is funded in the long term financial plan can be provided. The emphasis of the Asset Management Plan is to communicate the consequences that this will have on the service provided and risks, so that decision making is “informed”.

The allocated funding leaves a shortfall of $6,378,000 on average per year of the projected expenditure required to provide services in the AM Plan compared with planned expenditure currently included in the Long Term Financial Plan. This is shown in the figure below.

Projected Operating and Capital Expenditure

Scenario 1: Long Term Financial Plan

Unconstrained:

:

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Figure Values are in current (real) dollars.

We plan to provide parks and sports fields services for the following:

Operation, maintenance, renewal and upgrade of parks and park facilities to meet service levels set by annual budgets

Renewal and upgrade programs for parks, playgrounds and sports fields in the delivery program, including major park projects such as the Greenway Missing Links and Cooks River Parklands Upgrade.

What we cannot do

We currently do not allocate enough funding to sustain these services at the required standard or to provide all new services being sought. Works and services that cannot be provided under present funding levels include:

increasing the current levels of service for parks and sports fields

increasing the level of park and sports field upgrades and new facilities above that included in the delivery program

maintenance and renewal of significantly increased levels of new assets included in the delivery program, particularly those funded through grant programs, provided by developers or provided by residual land (WestConnex or other State Government projects)

Managing the Risks Our present funding levels are insufficient to continue to manage risks in the medium term.

The main risk consequences are:

loss of service levels for the community

personal injury and public liability claims

reputational damage We will endeavour to manage these risks within available funding by:

reactive and planned asset inspection programs

targeted maintenance and renewal of condition 4 and 5 assets

targeted asset investigation and upgrade programs for known asset issues and risks such as sports lighting control systems.

communicating funding capacity and risk priorities to the community

revaluing current assets and improving asset data

1.7 Asset Management Practices Our systems to manage assets include:

Legacy systems of former Councils including Technology One financial and Asset Master asset management systems.

Technology One asset management system currently in development and planned to go live in 2018.

1.8 Monitoring and Improvement Program The next steps resulting from this asset management plan to improve asset management practices are:

Complete data migration and launch of Technology One asset management system including staff training.

Develop inspection programs and data collection to address risks and data gaps.

Improve processes and systems to update asset data and whole of life cycle costs upon completion of capital works.

Improve asset management planning through further investigation of demand drivers, review of service levels and improved life cycle cost planning and asset data capture for the capital works program.

Develop integrated asset renewal and capital works program that is informed by improved asset data, recreation and park plans, community engagement and Council programs for environment, community and the arts.

Continue to monitor how well the assets meet the needs of users.

Continue to source funding to eliminate infrastructure short falls.

Where new or upgraded facilities are proposed, the ongoing renewal costs will be taken into consideration.

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2. INTRODUCTION

2.1 Background This asset management plan communicates the actions required for the responsive management of assets (and services provided from assets); compliance with regulatory requirements, and funding needed to provide the required levels of service over a 20-year planning period.

Long term planning can be difficult but it gives Council the opportunity to investigate how it might progress in the coming years and the potential challenges that might arise. There are also some elements of the future that can be unpredictable. This is why we have identified a number of scenarios that will inform and drive our priorities towards achieving the goals and priorities.

These scenarios will be reviewed regularly and asset management plan updated to reflect the changes.

Scenario 1, Long Term Financial Plan, is a long term plan to implement asset upgrade, renewal, operation and maintenance within available budgets.

Scenario 2, Unconstrained, is a plan that assumes sufficient budgets are available to implement all asset upgrade, renewal, operation and maintenance requirements based on current service levels.

The asset management plan is to be read with the Inner West Council planning documents. This should include the Asset Management Policy and Asset Management Strategy along with the following key planning documents:

Community Strategic Plan Creating Our Inner West 2036

Inner West Council Operational Plan and Budget 2018-2019

Inner West Council Delivery Program 2018 - 2022

The infrastructure assets covered by this asset management plan are shown in Table 2.1. These assets are used to provide land and facilities for a wide range of community recreation ranging from unstructured activities such as picnics, walking the dog and playing in parks to organised sport and fitness.

Buildings and trees in parks are covered by separate asset management plans and are not included in this plan.

Table 2.1: Assets covered by this Plan

Asset Category Dimension (number) Replacement Value

Fencing 637 $4,781,000

Footpaths 723 $8,714,000

Paved Areas 246 $5,625,000

Furniture 591 $985,000

Garden 474 $2,840,000

Gates 187 $237,000

Irrigation 70 $3,891,000

Lights 1271 $16,326,000

Marine (Wharfs, Jetty & Sea Walls) 214 $55,732,000

Playgrounds 732 $10,536,000

Signs 158 $106,000

Community Barbeques 59 $411,000

Site Structures 175 $6,532,000

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Asset Category Dimension (number) Replacement Value

Sports field assets 79 $4,408,000*

Wall, Retaining Wall 354 $19,047,000

Other Assets 2051 $1,438,000

19,554,462

TOTAL 8767 $142,609,000

Sports fields assets are cricket wickets, nets, goal post, synthetic surface etc. Assets such as lights, signs, fencing, gates, irrigation and paved areas within Sports fields are included in those asset categories.

2.2 Goals and Objectives of Asset Ownership Our goal in managing infrastructure assets is to meet the defined level of service (as amended from time to time) in the most cost effective manner for present and future consumers. The key elements of infrastructure asset management are:

Providing a defined level of service and monitoring performance,

Managing the impact of growth through demand management and infrastructure investment,

Taking a lifecycle approach to developing cost-effective management strategies for the long-term that meet the defined level of service,

Identifying, assessing and appropriately controlling risks, and

Linking to a long-term financial plan which identifies required, affordable expenditure and how it will be allocated.

Other references to the benefits, fundamentals principles and objectives of asset management are: • International Infrastructure Management Manual 2015 1 • ISO 550002

2.3 Core and Advanced Asset Management This asset management plan is prepared as a ‘core’ asset management plan over a 20 year planning period in accordance with the International Infrastructure Management Manual3. Core asset management is a ‘top down’ approach where analysis is applied at the system or network level. An ‘advanced’ asset management approach uses a ‘bottom up’ approach for gathering detailed asset information for individual assets.

3. LEVELS OF SERVICE

3.1 Customer Research and Expectations This ‘core’ asset management plan is prepared to facilitate consultation prior to adoption by the Inner West Council. Future revisions of the asset management plan will incorporate community consultation on service levels and costs of providing the service. This will assist the Inner West Council and stakeholders in matching the level of service required, service risks and consequences with the community’s ability and willingness to pay for the service.

Inner West Community Satisfaction Research

The Inner West Council Community Satisfaction Research survey conducted in July and August 2017 explored responses to 41 service areas.

The results of the survey indicated that generally, the maintenance of local parks and sports fields is of high importance to the community. The community is satisfied with the maintenance of local parks, with the level of satisfaction ranking above LGA benchmarks and increasing since the 2016 community satisfaction survey.

1 Based on IPWEA 2015 IIMM, Sec 2.1.3, p 2| 13 2 ISO 55000 Overview, principles and terminology 3 IPWEA, 2015, IIMM.

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The results also indicated that residents were convinced that the critical challenge for the local area over the next 10 years will be development and population growth and the effects these have on infrastructure, public transport, traffic and the local environment.

Top priority areas for council to focus on included providing adequate infrastructure to cater for the growing population (32% of respondents) and environmental protection/managing pollution/ maintaining green open spaces (22%).

Survey results relevant to parks and sports fields infrastructure management are summarised in Tables 3.1a-3.1d below.

Tables 3.1a-3.1c: Community Satisfaction Survey Results

a: Living in the Inner West Strongly Agree

Agree Neither Agree or Disagree

Disagree Strongly Disagree

The Inner West area is a good place to live

72% 22% 5% 1% 1%

I have enough opportunities to participate in sporting or recreational activities

22% 35% 33% 7% 3%

I have enough opportunities to participate in Council’s community consultation

8% 26% 37% 17% 12%

b: LGA Benchmarks Service/Facility Scale: 1= not at all satisfied, 5=very satisfied

IWC Satisfaction Score Benchmark Variance

Maintenance of local parks and sporting fields 3.94 0.21 above benchmark

Safe public spaces 3.68 0.20 above benchmark

Availability of sporting ovals, grounds and facilities 3.82 0.09 on par

Protecting the natural environment 3.46 -0.10 on par

Maintaining footpaths 3.08 0.04 on par

c: Quadrant Analysis Improve Higher

importance, lower satisfaction

Maintain Higher

importance, higher satisfaction

Niche Lower importance, lower satisfaction

Community Lower importance, higher satisfaction

Community’s ability to influence Council decision making

X

Managing development in the area

X

Long term planning for X

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council area

Maintaining footpaths X

Tree management X

Provision of services for older residents

X

Protecting the natural environment

X

Safe public spaces X

Encouraging recycling X

Appearance of your local area

X

Maintenance of local parks, playgrounds and sporting fields

X

Youth programs and activities

X

Environmental education programs

X

Cycleways X

Graffiti removal X

Supporting local artists and creative industries

X

Stormwater management and flood mitigation

X

Availability of sporting ovals, grounds and facilities

X

Recreation Needs Study and Recreation Strategy

The Inner West Council Recreation Needs Study, A Healthier Inner West was competed in May 2018 and researches the current and future recreation needs of the Inner West Council area. The study will form the basis for the preparation of a Recreation Strategy in 2018-2019 that will help guide priorities and service levels for future recreation facilities and programs in Council parks and sports fields and community and aquatic centres. Community engagement for the study was completed between 27 October 2017 and 6 March 2018. Approximately 2000 people broadly representing Inner West community, with residents, workers and visitors from range of ages, suburbs, genders, and cultures participated in engagement process through multiple communication channels. Across all the engagement, people identified 10 key needs for recreation in the Inner West:

1. Improved footpath and active street network for walking

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2. Connected cycling networks and safer shared paths for pedestrians

3. Information and promotion of recreation opportunities, and better communication

4. New facilities or creation of new green spaces

5. Places to play for all ages and abilities

6. Addressing urban heat and providing shade

7. Providing and managing recreation with dogs

8. Increasing the capacity of existing sportsgrounds to optimise use

9. Safety – improved lighting and design of parks , safer paths and shared paths

10. Improving park amenities for social and passive uses such as picnic, BBQ etc., and connection to nature

The study recommends the following 10 principles for Inner West Council’s future planning for recreation needs:

1. Supporting sharing of recreation spaces through generosity in design, delivery and management

2. Multi-use of recreation spaces for diverse formal and informal uses and recreation needs

3. Increasing utilisation and capacity of existing recreation spaces

4. Comfortable connections to recreation spaces

5. Innovative use of non-traditional spaces for recreation

6. Using a range of indicators to assess need, including a hierarchy approach, benchmarking, and community demographics and engagement

7. Regional approach to planning and delivery of formal recreation spaces

8. Facilitating participation in recreation by all genders, ages, and cultural groups

9. Planning to make the most of growth to support recreation outcomes

10. Addressing environmental and climate change outcomes

Park Plans of Management

The Inner West Council and former Marrickville, Leichhardt and Ashfield Councils have prepared a range of park plans of management and masterplans in consultation with the community. The implementation and review of these plans guides park and sports field asset service levels and renewal and upgrade priorities.

Community Engagement Programs for Infrastructure

The former Marrickville, Leichhardt and Ashfield Councils undertook community engagement for special rates variations (SRVs) for infrastructure improvements which will continue to be implemented by the Inner West Council as follows:

The Marrickville Infrastructure Jury 2014 determined the quality of infrastructure the community expected and priorities for new infrastructure. The jury agreed condition 5 ‘very poor’ infrastructure should be repaired, replaced and/or decommissioned and that the acceptable infrastructure quality for specific assets is as shown in Table 3.1e below, with footpaths being specifically relevant to parks and sports fields assets. The Jury resulted in a Special Rate Variation (SRV) being approved in 2016. Under the SRV, $1m funding is allocated to the renewal of park footpaths in the former Marrickville LGA. To date $600,000 of park footpath renewal works have been completed through the SRV scheme.

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Table 3.1e Marrickville Infrastructure Jury 2014 standard of asset condition

Condition Roads Footpaths Kerb and Gutters

Excellent 51% 10% 9%

Good 17% 12% 5%

Average 12% 78% 69%

Poor 20% 0% 0%

Very Poor 0% 0% 0%

Ashfield Council Special Rate Variation (SRV) involved community engagement and Yardstick surveys to determine specific renewal priorities and projects which have been incorporated into the delivery program. The Delivery program incorporates $500,000 per year for 10 years up to 2026 for capital renewal of parks and sports fields within former Ashfield LGA.

Tomorrow’s Dulwich Hill 2015-2016 is a place planning project to develop a 10 year program for infrastructure improvements based on detailed community engagement and integration of infrastructure programs for different asset types. The results of the project were not adopted by the former Marrickville Council due to amalgamation but provide useful information on community service levels for the Dulwich Hill area.

3.2 Strategic and Corporate Goals This asset management plan is prepared under the direction of the Inner West Council Community Strategic Plan, Creating Our Inner West.

The strategic directions of Creating Our Inner West 2036 are:

1. An ecologically sustainable Inner West;

2. Networked, diverse and liveable neighbourhoods;

3. Creative communities and strong economy;

4. Resilient, caring and healthy communities; and

5. Progressive local leadership.

The strategies of Creating Our Inner West 2036 that influence asset management service levels and priorities are:

1.1 Utilise innovation, technology and collaborative problem solving to achieve leadership and excellence in environmental performance

1.3 Ensure policies, planning and decision making supports ecologically sustainable development

1.8 Implement water sensitive initiatives

1.9 Provide green infrastructure to support ecosystems

2.10 Ensure public domains and open spaces are connected, diverse, accessible, enjoyable, creative, clean and safe

3.10 Deliver unique, vibrant, safe and accessible day and night-time economies and precincts

3.13 Provide technology and infrastructure that supports future ways of working

4.5 Provide the facilities, green and open spaces and programs that support active and healthy communities

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4.12 Plan for future service needs, and impacts of, a changing and ageing population

5.3 Undertake visionary, integrated, long term planning and decision making, reflective of community needs and aspirations

5.4 Develop Inner West Council as an organisation of innovation and excellence in service delivery

Council has adopted a Vision and a supporting statement for the future in the Council Strategic Plan “Our Inner West 2036”.

Creative

Sustainable

Liveable

Healthy

We are the Inner West, land of the Gadigal and Wangal peoples, whose rich cultures, heritage and history we acknowledge and respect.

We are defined by our diversity of people, places and ideas. We are an inclusive, caring and progressive community where everyone is welcome, people and nature live in harmony and creativity is a way of life.

Table 3.2: Goals and how these are addressed in this Plan

Strategic Direction Strategy How Strategic directions are addressed in AM Plan

An ecologically sustainable Inner West

1.1 The people and

infrastructure contribute

positively to the

environment and tackle

climate change

1.3 Inner West is a water

sensitive community, with

clean, swimmable

waterways

1.4 Inner West is a zero-emissions community generating and owning clean energy

The AM Plan takes into account current capital, operational and maintenance programs. In general these services support ecological sustainability through implementation of existing Council climate change and water sensitive community strategies and integration into park planning, design and operations of energy efficiency, water sensitive urban design and water efficiency principals and actions.

Unique, liveable and networked neighbourhoods,

2.1 Development makes life

better and is designed for

sustainability

2.2 The unique character

and heritage of

neighbourhoods is retained

and enhanced

2.3 Public spaces are high quality, welcoming and enjoyable places, seamlessly connected with their surroundings

The AM Plan takes into account works and services required to ensure Council’s parks and sports fields are clean and well maintained and upgraded in accordance with relevant park plans and renewal programs. Park plans of management guide park upgrade and include community engagement, place making and urban design that integrate heritage, arts environment, recreation and other values. Park and recreation planning should inform required service levels to be provided by new development.

Creative

communities and

strong economy,

3.5 Urban hubs and main streets are distinct, attractive and lively

The place making approach to park design and upgrade described above supports the creation of urban hubs.

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Caring, happy,

healthy

communities,

4.3 People have access to the services and facilities they need at all stages of life

Strategies to provide accessible park facilities for all ages are included in park plans of management and masterplans and the proposed recreation strategy. The AM Plan also takes into account works and services required to ensure Council’s open spaces are clean and well maintained

Progressive local

leadership

5.1 People are well informed and actively engaged in local decision-making and problem solving

The AM Plan takes into account current community engagement programs for parks planning, capital and maintenance programs.

Council’s Asset Management Policy defines the council’s vision and service delivery objectives for asset management in accordance with legislative requirements, community needs and affordability

The Inner West Council will exercise its duty of care to ensure public safety in accordance with the infrastructure risk management plan prepared in conjunction with this AM Plan. Management of infrastructure risks is covered in Section 6.

3.3 Legislative Requirements There are many legislative requirements relating to the management of park assets. These include:

Table 3.3: Legislative Requirements

Legislation Requirement

Local Government Act 1993 Sets out role, purpose, responsibilities and powers of local governments including the preparation of a long term financial plan supported by asset management plans for sustainable service delivery. The purposes of this Act are as follows: (a) to provide the legal framework for an effective, efficient, environmentally responsible and open system of local government in New South Wales,

(b) to regulate the relationships between the people and bodies comprising the system of local government in New South Wales,

(c) to encourage and assist the effective participation of local communities in the affairs of local government,

(d) to give councils:

• the ability to provide goods, services and facilities, and to carry out activities, appropriate to the current and future needs of local communities and of the wider public

• the responsibility for administering some regulatory systems under this Act

• a role in the management, improvement and development of the resources of their areas; and

(e) to require councils, councillors and council employees to have regard to the principles of ecologically sustainable development in carrying out their responsibilities.

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Local Government Amendment (Community Land Management) Act 1998

Sets out provisions for the classification and management of community land (parks and reserves) including the preparation of community land plans of management.

Local Government Amendment (Planning and Reporting) Act 2009

Local Government Amendment (Planning and Reporting) Act 2009 includes the preparation of a long term financial plan supported by asset management plans for sustainable service delivery.

Public Works Act 1912 Sets out the role of Council in the planning and construction of new assets, but does not mandate the preparation of Asset Management Plans.

Environmental Planning and Assessment Act 1979

An Act to institute a system of environmental planning and assessment for the State of New South Wales. Among other requirements the Act outlines the requirement for the preparation of Local Environmental Plans (LEP), Development Control Plans (DCP), Environmental Impact Assessments (EIA) and Environmental Impact Statements.

Roads Act 1993 Sets out rights of members of the public to pass along public roads, establishes procedures for opening and closing a public road, and provides for the classification of roads. It also provides for declaration of the RTA and other public authorities as roads authorities for both classified and unclassified roads, and confers certain functions (in particular, the function of carrying out roadwork) on the RTA and other roads authorities. Finally, it provides for distribution of functions conferred by this Act between the RTA and other roads authorities, and regulates the carrying out of various activities on public roads.

This act applies to a small number of parks located on road closures or other road land.

Disability Discrimination Act 1992 Disability Discrimination and Other Human Rights Legislation Amendment Act 2009

The Federal Disability Discrimination Act 1992 (D.D.A.) provides protection for everyone in Australia against discrimination based on disability. It encourages everyone to be involved in implementing the Act and to share in the overall benefits to the community and the economy that flow from participation by the widest range of people.

Civil Liability Act 2002 and Civil Liability Amendment (Personal Responsibility) Act 2002

Protects the council from civil action by requiring the courts to take into account the financial resources, the general responsibilities of the authority and the compliance with general practices and applicable standards.

Work Health & Safety Act 2011 Work Health & Safety Regulation 2011

Sets out roles and responsibilities to secure the health, safety and welfare of persons at work and covering injury management, emphasising rehabilitation of workers particularly for return to work. Council is to provide a safe working environment and supply equipment to ensure safety.

Protection of the Environment Operations Act 1997

Council is required to exercise due diligence to avoid environmental impact and among others is required to develop operations emergency plans and due diligence plans to ensure that procedures are in place to prevent or minimise pollution.

Contaminated Lands Management Act 1997

This Act and related regulations sets out requirements for the management and remediation of contaminated lands.

Native Vegetation Act 2003 This Act regulates the clearing of native vegetation on all land in NSW, except for excluded land listed in Schedule 1 of the Act. The Act outlines what landowners can and cannot do in clearing native vegetation.

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Threatened Species Conservation Act 1995

This Act sets out provisions for the assessment and protection of threatened species populations and ecological communities of animals and plants.

National Parks and Wildlife Act (1974)

This Act relates to the establishment, preservation and management of national parks, historic sites and the protection of certain fauna, native plants and Aboriginal objects.

Plant Protection Act 1989 This act sets out requirements in respect to Flora Protection

Environmental Protection Act 1994 This act sets out requirements in respect to environmental protection

Valuation of Land Act 1916 This act sets out requirements in respect Land Valuation

Crown Lands Act, 1989 An Act to provide for the administration and management of Crown land in the Eastern and Central Division of the State of NSW including the preparation of plans of management for Crown Lands under Council’s care control and management.

Heritage Act, 1977 This Act sets out provision for the assessment, classification and protection of the environmental heritage of the State.

Electrical Safety Act 2002 This act sets out the installation, reporting and safe use with electricity

Building Regulation 2003 This act sets out requirements in respect to Building Requirements

Plumbing and Drainage Act 2002 This act sets out requirements in respect to Plumbing Requirements

Infrastructure work is also carried out in accordance with the following Codes and Standards:

the Building Code of Australia which aims to provide a nationally consistent, minimum necessary standards of relevant, health, safety (including structural safety and safety from fire), amenity and sustainability objectives for construction.

Australian Standards covering a wide range of design, construction, trades and service provision requirements including standards for playgrounds, accessibility.

the Code of Practice for Irrigated Public Open Space (IPOS) - The Code of Practice for Irrigated Public Open Space (IPOS) provides a template which can be used by park managers to ensure the planning, management and reporting of water consumption in the urban environment is based on sound principles applied consistently at all levels of management.

3.4 Community Levels of Service Service levels are defined in two terms, community levels of service and technical levels of service. These are supplemented by organisational measures.

Community Levels of Service measure how the community receives the service and whether value to the community is provided.

Community levels of service measures used in the asset management plan are:

Quality How good is the service … what is the condition or quality of the service?

Function Is it suitable for its intended purpose …. Is it the right service?

Capacity/Use Is the service over or under used … do we need more or less of these assets?

http://www.austlii.edu.au/au/legis/nsw/consol_act/cla1989134/s3.html#crown_land

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The current and expected community service levels are detailed in Tables 3.4 and 3.5. Table 3.4 shows the expected levels of service based on resource levels in the current long-term financial plan.

Organisational measures are measures of fact related to the service delivery outcome e.g. number of occasions when service is not available, condition %’s of Very Poor, Poor/Average/Good, Very good.

These Organisational measures provide a balance in comparison to the community’s perception that may be more subjective.

A review of levels of service is required to reflect community levels of service for the Inner West Council area. This will be achieved in part through the proposed recreation strategy preparation in 2018-2019. The service levels indicated below are based on the pre-amalgamation former Council service levels.

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Table 3.4: Community Level of Service

Expectation Performance Measure Used

Current Performance

Expected Position in 10 Years based on the current budget.

Service Objective: High quality parks and sports fields services are delivered to the community

Quality Park facilities are clean and appropriate for users

Gardens look attractive, grass not too long, healthy trees

Appealing to use and in useable condition.

Playable surface, adequate lighting

Even surfaces for pedestrians

Adequate lighting in appropriate areas

Fences look good and are of appropriate height

Good quality park design

Customer service requests relating to service quality. Requests received should not increase annually

Community Survey satisfaction results

The community is at least satisfied with park quality

Community continues to be satisfied, subject to funding adequate to address maintenance and operations for expected increase in new and upgraded assets

Organisational measure % parks in good (1,2,3) or poor (4,5) condition

Play equipment 89% in condition 1,2 or 3

Park footpaths 91% in condition 1,2 or 3

Play equipment condition:

Condition 1 - 17%

Condition 2 - 38%

Condition 3 - 45%

Condition 4 – 0%

Condition 5 - 0% Park footpath condition:

Condition 1 - 10%

Condition 2 - 12%

Condition 3 - 78%

Condition 4 - 0%

Condition 5 - 0%

Confidence levels Low/Medium/High

Low (Data based, data requires review)

High (based on future improved data)

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Current Performance


Function Facilities meet users’ and program delivery needs including:

Facilities are available, usable and meet users’ needs.

Parks create a pleasant experience and provide natural environments within urban areas.

Sports fields are of adequate dimension and quality for sport to be played.

Lighting is adequate and appropriate for use.

Park facilities meet inclusion plan objectives.

Footpaths are easy to access, are free of obstructions and meet users’ needs for accessibility.

Playgrounds and fitness equipment meet target age groups and objectives for play and fitness.

Fences provide suitable barrier.

Customer service requests relating to function should not increase on previous year

Measured in Community Survey

Current Customer Request Management system request statistics.

Council is unlikely to meet the performance measure. Customer requests are likely to increase due to increased demand for additional and upgrade facilities.

Organisational measure Recreation needs study, community survey and community engagement for park plans and projects

The community is satisfied with park maintenance and access to sport facilities. Recreation needs study results and recreation strategy to be included in the next AMP revision.

The community is satisfied that parks meet community needs.

Possible drop in satisfaction if maintenance and renewal programs do not meet requirements for increase in new and upgraded assets

Maintenance, renewal and upgrade programs are aligned with recreation and park plans


High (evidence based)

High (evidence based)

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Current Performance


Capacity and Use

Parks and park facilities have sufficient capacity to meet community and park program needs including:

Surfaces kept in good condition to suit sporting code played and playground use

Lighting is appropriate for level of use

Parks are appropriate for use

Adequate furniture at the right locations

Footpaths appropriate for level of use

Fences are provided where required to keep people and pets isolated, park access safe and to restrict access.

Customer service requests or surveys relating to over or under use should not increase annually

Community is satisfied with access to sports facilities.

Customer service requests received to be confirmed

Council is unlikely to meet the performance measure. Customer requests are likely to increase due to increased demand for utilisation of the park facilities, particularly sporting grounds

Organisational measure Surfaces and facilities are in good condition and cater for agreed use levels Recreation needs study and community engagement for park plans and projects

Varies. Detailed assessment required. Recreation needs study and recreation strategy results to be included in the next AM Plan revision

Council may not meet the performance measure. Condition may deteriorate due to increased demand and insufficient renewal budgets Maintenance, renewal and upgrade programs are aligned with recreation and park plans


Low (data/evidence based, data requires review)

High (data based, using future improved data and evidence)

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3.5 Technical Levels of Service Technical Levels of Service - Supporting the community service levels are operational or technical measures of performance. These technical measures relate to the allocation of resources to service activities to best achieve the desired customer outcomes and demonstrate effective performance.

Technical service measures are linked to the activities and annual budgets covering:

Operations – the regular activities to provide services (e.g. opening hours, cleansing, mowing grass, energy, inspections, etc.)

Maintenance – the activities necessary to retain an asset as near as practicable to an appropriate service condition. Maintenance activities enable an asset to provide service for its planned life (e.g. furniture and equipment and structure repairs and tree, turf and garden maintenance),

Renewal – the activities that return the service capability of an asset up to that which it had originally (e.g. replacement of paths, equipment, furniture, surfacing, trees and turf),

Upgrade/New – the activities to provide a higher level of service (e.g. updating or expanding playgrounds, paths, picnic areas or sports facilities) or a new service that did not exist previously (e.g. a new playground, shade structure, fitness station or lighting).

Service and asset managers plan, implement and control technical service levels to influence the customer service levels.

4

Table 3.5 shows the technical levels of service expected to be provided under this AM Plan. The ‘Desired’ position in the table documents the position being recommended in this AM Plan.

Table 3.5: Technical Levels of Service

Service Attribute

Service Activity Objective

Activity Measure Process

Current Performance *

Desired for Optimum Lifecycle Cost **

TECHNICAL LEVELS OF SERVICE

Operations Park facilities meet users’ needs

Parks are clean

Lawns mowed, weeded, pruning completed.

Value for money.

Scheduled condition and safety inspections

Major parks inspected weekly Playgrounds inspected quarterly

All parks inspected ad hoc as resources are available and in response to community requests

Asset register data not up to date

Former Ashfield – mowing cycle time is 2 weeks in Summer and 4 weeks in Winter.

Former Leichhardt – mowing cycle

Park classes and inspection frequency confirmed and implemented

Mobile functionality enables live updating of asset register

The appropriate mowing cycles will be determined by the outcomes of the Parks Operations service review.

4 IPWEA, 2015, IIMM, p 2|28.

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Service Attribute

Service Activity Objective

Activity Measure Process

Current Performance *

Desired for Optimum Lifecycle Cost **

time is 20 working days.

Former Marrickville – mowing cycle time is three weeks.

Budget 18/19 $31,145,000 See below**

Maintenance Parks are suitable for purpose

Maintenance and replacement programs for trees, turf, surfaces, equipment, lighting, footpaths and other park infrastructure implemented

Reactive service requests are completed within adopted time frames

Current performance to be confirmed

Expected to increase to meet increased upgrade/ new asset maintenance requirements

Budget 18/19 $239,000 See below**

Renewal Park facilities meet users’ needs

Park renewals required are funded in the budget

% of park elements in condition 4 or 5 that can be renewed within the next 10 years to be confirmed

90% of park elements in condition 4 or and all assets in condition 5 can be renewed within the next 10 years

Budget 18/19 $449,000 See below**

Sub-Total $ 31,833,000 **$40,984,000

Upgrade/New Park Upgrade/New program

85% of park capital projects are completed within the approved budget

85% of park projects delivered within the approved budget

Upgrade / new projects are completed to deliver improved services that meet community needs within approved budgets and planned time frames

Greenway Missing Links

Greenway Missing Links completed on time and within budget

Residents are unable to access potential active transport, ecological, recreation and cultural corridor

Significantly enhanced park and active transport resource provided to the community in 3 years (Priority A works) with master planning for remaining development of the Greenway completed to enable future completion of the corridor.

Budget 18/19 $18,583,000 $9,082,900

TOTAL $50,416,000 $50,066,900

** NAMS.PLUS Report 3 - Life Cycle Cost [average 10 years projected operations, maintenance expenditures and depreciation. Current renewal budgets include some maintenance costs.

It is important to monitor the service levels provided regularly as these will change. The current performance is influenced by work efficiencies and technology, and customer priorities will change over time. Review and establishment of the agreed position which achieves the best balance between service, risk and cost is essential.

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4. FUTURE DEMAND

4.1 Demand Drivers Drivers affecting demand include things such as population change, regulations, changes in demographics, seasonal factors, community preferences and expectations, technological changes, economic factors and environmental awareness.

4.2 Demand Forecasts The present position and projections for demand drivers that may impact future service delivery and use of assets were identified and are documented in Table 4.3.

The major demand drivers for the Inner West Council area are population increase and development related public open space requirements, changing demographics and implementation of policies such as those relating to inclusion and the environment.

4.3 Demand Impact on Assets The impact of demand drivers that may affect future service delivery and use of assets are shown in Table 4.3.

Table 4.3: Demand Drivers, Projections and Impact on Services

Demand drivers Present position Projection Impact on services

Population Existing relatively low per capita provision of recreation assets. Move towards higher density living and introduction of State Government urban renewal strategies such as Sydenham Bankstown and Parramatta Road urban renewal programs.

Significant population and population density increases particularly around nodes identified in State Government strategies over next 20 years.

Increased users Increased demand for use of existing parks and for additional open space. Reduce ability to meet service levels due to increase maintenance intensity, frequency and cost. Additional renewal, upgrade and new assets required. Opportunity to increase park resources through development, provided new parks are of good quality and meets community needs.

Demographics

Ageing Population Increase in babies and young children

The population over 65 years of age will increase significantly in next 20 years and become almost double of the current number in NSW. Projected increase in population of older children and teenagers.

Higher demand for passive recreation and improved accessibility. Council may need to change some assets to cater for the needs of older people. Increased demand for recreational facilities for older children and teenagers. Increased demand for facilities for people of all ages in parks

Community Expectations

Varied socio-economic profiles across the LGA and increasing community demand for recreation, lifestyle and services supporting wellbeing.

Increased affluence and increasing population density and apartment living will increase this demand.

Increased demand for higher quality assets. Reduced community satisfaction and ability for Council to achieve long term

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Demand drivers Present position Projection Impact on services

sustainability.

Increasing infrastructure costs

The cost to construct, maintain and renew infrastructure is increasing at a rate greater than council’s revenue.

Anticipated to continue.

The service that can delivered within funding levels is under pressure.

Environment, Climate Change

It is widely accepted that climate is changing. Policies support ecological sustainability including energy efficiency and enhancement of biodiversity. Community expresses desire for increase in natural settings for recreation and play.

It is likely that climate change and associated policy and community preferences will continue to impact on the delivery of the services provided by infrastructure

Additional costs for environmental initiatives to improve energy efficiency, water management and biodiversity in parks. Opportunities to utilise Government programs for environmental initiatives Impacts of severe weather events and rising sea levels for parks, planning, development and management, particularly for harbour and river foreshore parks.

Government Policies and regulations

Current policy and regulations Changing governments and policies Instability of grant funding

More pressure on councils to provide, maintain and sustain assets and services. Urban infill and consolidated mixed use development creates increase pressure on park resources. Increased cost of providing, operating, maintaining and renewing infrastructure. Residual land assets from State Government (e.g. WestConnex) are likely to increase maintenance and renewal costs.

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

Opportunities identified to date for demand management are shown in Table 4.4. Further opportunities will be developed in future revisions of this asset management plan.

Table 4.4: Demand Management Plan Summary

Demand Driver Impact on Services Demand Management Plan

Population Increased users. Reduce ability to meet service levels due to increase maintenance intensity, frequency and cost. Additional renewal, upgrade and new assets required.

Utilise government programs to increase services and lobby for adequate funding to support population increase and increased ongoing costs of maintenance and renewal. Opportunity to increase park resources through development provided new parks are of good quality and meets community needs.

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Demand Driver Impact on Services Demand Management Plan

Opportunity to increase park resources through residual land assets from State Government (e.g. WestConnex) provided new parks are of good quality and meets community needs.

Demographics

Higher demand for passive recreation and improved accessibility and inclusion. Council may need to change some of the assets to reflect aged population. Increased demand for recreational facilities for teenagers and older children Increased demand for higher quality assets.

Plan for increased park facilities for older people and youth including ‘all age’ facilities suited to a range of users. Identify programs that support the aged and youth as alternatives to infrastructure related activities. Consider inclusion for all users in park design and development.

Community Expectations

Reduced community satisfaction and ability for Council to achieve long term sustainability.

Prepare recreation strategy based on recreation needs study findings, including full costs for recommended improvements. Monitor community expectations. Balance priorities for infrastructure with what the community is prepared to pay for. Communicate service levels and financial capacity with the community. Prioritise and stage improvements to meet projected funding.

Increasing infrastructure cost

The service that can deliver within funding levels is under pressure.

Develop programs that carefully target, plan and deliver cost effective infrastructure. Improve understanding of costs and capacity to maintain current service levels. Continue to seek grant funding for projects identified in the Inner West Council Community Strategic Plan and Asset Management Plans

Environment, Climate Change

Additional costs for environmental initiatives to improve energy efficiency and biodiversity in parks. Possible changes such as carbon trading, higher water charges may impact budgets. Water availability for park use may be restricted. Impacts of severe weather events and rising sea levels for parks, planning, development and management.

Include environmental policies and considerations in park planning and capital works. Utilise Government environmental subsidy and funding programs. Monitor developments and potential impacts on asset management. Identify opportunities for water harvesting and recycling for irrigation purposes.

Government policies and regulation

More pressure on councils to provide, maintain and sustain assets and services. Urban infill and consolidated mixed use development creates increase pressure on park resources. Increased cost of providing, operating, maintaining and renewing infrastructure. Changes in requirements for water management, development and use of alternative energy and fuels, zoning and land use.

Lobby Government to provide support for government initiatives impacting asset management. Utilise government programs where applicable. Acquire residual land assets from State Government (e.g. WestConnex) provided new parks are of good quality and meets community needs. Whole of life costs are to be reported to the Leadership Team and/ or Council as appropriate.

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4.5 Asset Programs to meet Demand The new assets required to meet demand can be acquired, donated or constructed. Additional assets are discussed in Section 5.5. The summary of the cumulative value of additional asset is shown in Figure 1.

Typically new and upgraded parks and sports fields facilities are funded from contributions from developers (Section 94 funding), special rate variation programs and government grants. A significant capital works program to develop the Cooks River to Iron Cove Greenway (Cooks to Cove Greenway) and implement the Cooks River Parklands Plan of Management is included in the current program and is funded through Section 94 and government grants.

New park assets may be acquired through residual land assets from the State Government (e.g. WestConnex). The details of what this land may be the timing of receiving these assets and the level of capital investment provided by the State Government to activate these lands is unknown. For these reasons, these assets have not been considered in the calculations. Future plan revisions will consider recreation strategy and park planning along with longer term environmental and urban planning considerations.

Figure 1: Upgrade and New Assets to meet Demand – (Cumulative)

Figure Values are in Figure current (real) dollars.

Fig 1 displays the Upgraded and New Assets required maintaining current service levels and meeting new demand for addition of new assets. 0% is assumed for increased assets value due to the development contribution and/ or State Government residual lands for this model.

Acquiring these new assets will commit ongoing operations, maintenance and renewal costs for the period that the service provided from the assets is required. These future costs are identified and considered in developing forecasts of future operations, maintenance and renewal costs for inclusion in the long term financial plan further in Section 5.

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5. LIFECYCLE MANAGEMENT PLAN The lifecycle management plan details how the Inner West Council plans to manage and operate the assets at the agreed levels of service (defined in Section 3) while managing life cycle costs.

5.1 Background Data 5.1.1 Physical parameters

The assets covered by this asset management plan are shown in Table 2.1.

Parks and sports fields assets include playground and fitness equipment, play surfacing, picnic facilities, furniture, structures and fences, skateparks, courts, sports field and park lighting, sports field drainage and irrigation, turf, trees and landscaping, footpaths, decks and stairs, and marine assets such as seawalls and wharfs.

The age profile of the assets included in this AM Plan are shown in Figure 2.

Figure 2: Asset Age Profile

Figure Values

are in current

(real) dollars.

This graph shows

the year of

acquired vs

current

replacement cost. The majority of parks and sports field assets have been acquired in last 35 years with increased investment in the past 7 years. This recent period accounts for the majority replacement of costs of the parks and sports fields assets.

Note: This chart is indicative and requires review once asset data migration, categorisation and review is completed. Significant assets indicated in 2014 include data collection for assets created in preceding years. This is to be corrected as part of the asset data review.

5.1.2 Asset capacity and performance

Assets are generally provided to meet design standards where these are available.

Locations where deficiencies in service performance are known are detailed in Table 5.1.2.

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Table 5.1.2: Known Service Performance Deficiencies

Location Service Deficiency

Playgrounds

Maintenance of playgrounds and play equipment is a high priority activity to manage risk and meet safety standards. Playground damage can result from vandalism, inappropriate use, poor quality equipment and general wear and tear.

Rubber and synthetic grass playground surfacing installed in the past 10 years is reaching the end of its useful life well before play equipment installed at the same time. Planning and budgeting for renewal of this relatively high cost surface is required. This should be coordinated with renewal of equipment that is reaching end of useful life where relevant.

Sports Lighting Control

Differing sports lighting control systems have been installed in the former Council parks prior to amalgamation. Some of these systems are not performing to the standard required by sports users. Rectification of deficiencies is required in the short term and longer term establishment of an effective unified system that is coordinated with park booking systems is required to meet service level requirements.

Park lighting fittings

Due to changes in technology, park light fittings are becoming unavailable before the end of their useful life. A targeted program of lighting replacement and review of viable lighting options is required to ensure service levels and improve energy efficiency.

Irrigation Manually operated irrigation systems should be upgraded to automated systems with programmable options to improve water efficiency.

Lighting towers, poles and other structures

Instances of structural failure of lighting poles and towers have occurred in recent years. Structural audits of these assets do not cover all assets across the amalgamated Council area. Review of existing information and new audits are required to address data gaps and guide renewal and maintenance programs.

Park Furniture Some park furniture selections e.g. bubblers, water stations and seating are more easily damaged by misuse and vandalism or have high cost maintenance requirements that others. Rationalisation of furniture selections to reduce maintenance is required.

The above service deficiencies were identified from customer requests, condition inspections and maintenance requests.

Service deficiencies identified in park buildings (such as amenities blocks, kiosks, grandstands) are included in the Building Asset Management Plan.

5.1.3 Asset condition

Asset condition is monitored through inspections and maintenance on a regular basis. Network wide condition assessments are carried out by Council’s Asset Officers and/or contractors on a periodic basis.

The majority of parks and sport fields assets are in very good to fair condition. Generally funds will be allocated to target the condition ranges from very poor to poor in the next delivery program.

The condition profile of our assets is shown in Figure 3.

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Fig 3: Asset Condition Profile

Figure Values are in current (real) dollars (in 1000).

The graph shows the replacement value of assets for 1-5 condition grading. Parks assets in very good, good and fair conditions have 93% replacement value which exceeds current service levels. The planned review of asset data in the near future will assist in verification of asset condition.

Condition description of the park assets using the 1-5 condition grading system detailed in Table 5.1.3 below.

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Table 5.1.3: Simple Condition Grading Model

Condition Grading

Description of Condition

1 Very Good: only planned maintenance required

2 Good: minor maintenance required plus planned maintenance

3 Fair: significant maintenance required

4 Poor: significant renewal/rehabilitation required

5 Very Poor: physically unsound and/or beyond rehabilitation

5.2 Operations and Maintenance Plan Operations include regular activities to provide services such as public health, safety and amenity, e.g. cleaning and mowing.

Routine maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again, e.g. maintenance and repair of equipment, furniture, structures, surfaces and lighting.

Maintenance includes all actions necessary for retaining an asset as near as practicable to an appropriate service condition including regular ongoing day-to-day work necessary to keep assets operating.

Maintenance expenditure is shown in Table 5.2.1.

Table 5.2.1: Maintenance Expenditure Trends

Year Maintenance Budget $*

2017-2018 $233,000**

2018-2019 $239,000**

*budget excludes CPI increases and is averaged over 10 years

** Total maintenance expenditure for 2017-18/18-19 is not accurately represented due to inconsistencies in categorisation of maintenance, renewal and upgrade works of the former three Councils. Operating budgets currently partly fund maintenance activities. The improvement plan includes budget review and structuring that more accurately reflects operations, maintenance, and renewal & upgrade activities.

Summary of future operations and maintenance expenditures

Future operations and maintenance expenditure is forecast to trend behind the value of the asset stock as shown in Figure 4. Note that all costs are shown in current 2017 dollar values (i.e. real values).

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Figure 4: Projected Operations and Maintenance Expenditure


In figure 4, maintenance expenditure is low and is not accurately represented. See ** Table 5.2.1 above. The graph also shows that investment in new and upgraded park infrastructure in future years results in increased maintenance and operation costs.

Assessment and prioritisation of reactive maintenance is undertaken by Council staff using experience and judgement. Deferred maintenance, i.e. works that are identified for maintenance and unable to be funded are to be included in the risk assessment and analysis in the infrastructure risk management plan. Maintenance is funded from the operating budget where available. This is further discussed in Section 7.

Further analysis is required to clarify the specific impacts of funding shortfalls on service levels so that this risk can be communicated clearly and strategies proposed to minimise impacts. A Greenway Operations Management Plan needs to be developed.

5.3 Renewal/Replacement Plan Renewal and replacement expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original service potential. Work over and above restoring an asset to original service potential is considered to be an upgrade/expansion or new work expenditure resulting in additional future operations and maintenance costs.

5.3.1 Renewal ranking criteria

Asset renewal and replacement is typically undertaken to either:

Ensure the reliability of the existing infrastructure to deliver the service it was constructed to facilitate (e.g. replacing damaged park footpaths, or

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To ensure the infrastructure is of sufficient quality to meet the service requirements (e.g. compliance with playground standards.

5

It is possible to get some indication of capital renewal and replacement priorities by identifying assets or asset groups that:

Have a high consequence of failure,

Have high use and subsequent impact on users would be greatest,

Have a total value representing the greatest net value,

Have the highest average age relative to their expected lives,

Are identified in the AM Plan as key cost factors,

Have high operational or maintenance costs, and Have replacement with a modern equivalent asset that would provide the equivalent service at a savings.

6

The ranking criteria used to determine priority of identified renewal and replacement proposals is detailed in Table 5.3.1.

Table 5.3.1: Renewal and Replacement Priority Ranking Criteria

Criteria Weighting

Fits with strategic longer-term plan objectives 20%

Percentage of useful life 20%

Condition 20%

Risk/ Demand/ Standard 40%

Total 100%

5.3.2 Summary of future renewal and replacement expenditure

Projected future renewal and replacement expenditures are forecast to increase over time when the asset stock increases. The expenditure required is shown in Fig 5. Note that all amounts are shown in current (real) dollars.

The projected capital renewal and replacement program is shown in Appendix B.

5 IPWEA, 2015, IIMM, Sec 3.4.4, p 3|91. 6 Based on IPWEA, 2015, IIMM, Sec 3.4.5, p 3|97.

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Fig 5: Projected Capital Renewal and Replacement Expenditure

Source: Asset register


The renewal forecast (Figure 5 above), based on the asset data, and generates a highly variable profile of between $0.5m and $11m annual renewal costs in the next 20 years. Development of asset data is required to provide accurate renewal profiles for assessment against the available funding. This indicates that further refinement of the asset register is required before it is valuable as a capital renewal planning tool. This should be given a high priority in the asset management improvement plan.

Deferred renewal and replacement, i.e. those assets identified for renewal and/or replacement and not scheduled in capital works programs are to be included in the risk analysis process in the risk management plan.

Renewals and replacement expenditure in the capital works program will be accommodated in the long term financial plan. This is further discussed in Section 7.

5.4 Creation/Acquisition/Upgrade Plan New works are those that create a new asset that did not previously exist, or works which will upgrade or improve an existing asset beyond its existing capacity. They may result from growth, social or environmental needs. Assets may also be acquired at no cost. These additional assets are considered in Section 4.4.

5.4.1 Selection criteria

New assets and upgrade/expansion of existing assets are identified from various sources such as community requests, proposals identified by strategic plans or partnerships with others. Candidate proposals are inspected to verify need and to develop a preliminary cost estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes. The priority ranking criteria is detailed below.

The improvement plan should include development of criteria weighting. These are to be endorsed by the Inner West Council Asset Management steering committee.

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Table 5.4.1: New Assets Priority Ranking Criteria

Criteria Weighting

Strategic Plans TBA

Demand TBA

Age/condition TBA

Access and Safety TBA

Lifecycle costs TBA

Total 100%

5.4.2 Summary of future upgrade/new assets expenditure

Projected upgrade/new asset expenditures are summarised in Fig 6. The projected upgrade/new capital works program is shown in Appendix C. All amounts are shown in real values.

Fig 6: Projected Capital Upgrade/New Asset Expenditure

Figure Values are in current

(real) dollars.

Expenditure on new assets and services in the capital

works program will

be

accommodated in the long term financial plan but only to the extent of the available funds. The unconstrained scenario is developed anticipating funds are sufficient to deliver these entire capital works program.

Significant increased investment in new assets is planned for 2018 and 2019 and includes the Greenway Missing Links project and Cooks River Parklands Upgrade as well as a range of other park upgrade projects. Acquiring these new assets will commit the funding of ongoing operations, maintenance and renewal costs for the service period of the asset.

The improvement plan should include further analysis of the impact on service levels and risk profiles of not meeting additional renewal costs, including detailed planning for the Greenway maintenance, renewal and operation. This should also inform future capital upgrade and new programs to achieve sustainability.

Planning for future capital upgrade and new projects to meet levels of service should include:

Planning and scheduling capital upgrade and new projects to deliver the defined level of service in the most efficient manner,

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Undertake project scoping for all capital upgrade/new projects to identify:

o the service delivery ‘deficiency’, present risk and required timeline for delivery of the upgrade/new asset;

o the project objectives to rectify the deficiency including value management for major projects;

o the range of options, estimated capital and life cycle costs for each option that could address the service deficiency;

o management of risks associated with alternative options;

o evaluation of the options against criteria adopted by Council; and

o select the best option to be included in capital upgrade/new programs,

Review current and required skills base and implement training and development to meet required construction and project management needs; and

Review management of capital project management activities to ensure Council is obtaining best value for resources used.

5.4.3 Summary of asset expenditure requirements

The financial projections from this asset plan are shown in Fig 7 for projected operating (operations and maintenance) and capital expenditure (renewal and upgrade/expansion/new assets). Note that all costs are shown in real values.

The bars in the graphs represent the anticipated budget needs required to achieve lowest lifecycle costs, the budget line indicates what is currently available. The gap between these informs the discussion on achieving the balance between services, costs and risk to achieve the best value outcome.

Fig 7(Scenario 1 – LTFP): Projected Operating and Capital Expenditure

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Fig 7(Unconstrained): Projected Operating and Capital Expenditure

Figure Values are in current (real) dollars

Figure 7 (Scenario 1-LTFP) shows increased capital expenditure and adequate budget allocation in first 2 years because ongoing projects such as Greenway Missing Links and Cooks River Parks Land Projects.

Budget will only be sufficient for maitenanance and capital renewal for upto next 7 to 8 years, then it will not meet operational as well as renewal requirements upto the end of the planning period. Average of $48,905,000 is required annually for 10 years, however avarage of $42,528,000 funded annually which creating a average short fall of $6,378,000 for 10 years period.

Cost intensive projects such as Greenway Missing Links and Cooks River Parkland Upgrade will contribute Operational and maintenace cost towards end of planning period. A Greenway Operations Management Plan needs to be developed.

Figure7 (Uncontrained) is the scenario anticipating the funds available are adequate to deliver operational, renewal and upgrade requirements upto the end of planning period.

5.5 Disposal Plan Disposal includes any activity associated with the disposal of a decommissioned asset including sale, demolition or relocation.

There are no parks and sports fields assets currently identified for disposal.

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6. RISK MANAGEMENT PLAN The purpose of infrastructure risk management is to document the results and recommendations resulting from the periodic identification, assessment and treatment of risks associated with providing services from infrastructure, using the fundamentals of International Standard ISO 31000:2009 Risk management – Principles and guidelines.

Risk Management is defined in ISO 31000:2009 as: ‘coordinated activities to direct and control with regard to risk’7.

An assessment of risks8 associated with service delivery from infrastructure assets has identified critical risks that will result in loss or reduction in service from infrastructure assets or a ‘financial shock’. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.

6.1 Critical Assets Critical assets are defined as those which have a high consequence of failure causing significant loss or reduction of service. Similarly, critical failure modes are those which have the highest consequences.

Critical assets have been identified and their typical failure mode and the impact on service delivery are as follows:

Table 6.1 Critical Assets

Critical Asset(s) Failure Mode Impact

Sport field lighting and lighting control system

Lighting operational failure during park booking times

Loss of service, impact on community, loss of income

Playgrounds Non-compliance with standards, equipment failed or damaged

Loss of service, impact on community, injury

All park assets Inadequate renewal due to accelerated growth in assets and insufficient maintenance funds Inadequate design Damage from inappropriate use

Loss of service, impact on community, reputational damage, injury, legal action

By identifying critical assets and failure modes investigative activities, condition inspection programs, maintenance and capital expenditure plans can be targeted at the critical areas.

6.2 Risk Assessment The risk management process used in this project is shown in Figure 6.2 below.

It is an analysis and problem solving technique designed to provide a logical process for the selection of treatment plans and management actions to protect the community against unacceptable risks.

The process is based on the fundamentals of the ISO risk assessment standard ISO 31000:2009.

7 ISO 31000:2009, p 2 8 REPLACE with Reference to the Corporate or Infrastructure Risk Management Plan as the footnote

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Fig 6.2 Risk Management Process – Abridged

TREAT RISKS

- Identify options

- Assess options

- Treatment plans

ANALYSE &

EVALUATE RISKS

- Consequences

- Likelihood

- Level of Risk

- Evaluate

IDENTIFY RISKS

- What can happen ?

- When and why ?

- How and why ?

The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks.

An assessment of risks9 associated with service delivery from infrastructure assets has identified the critical risks

that will result in significant loss, ‘financial shock’ or a reduction in service.

Critical risks are those assessed with ‘Very High’ (requiring immediate corrective action) and ‘High’ (requiring corrective action) risk ratings identified in the Infrastructure Risk Management Plan. The residual risk and treatment cost after the selected treatment plan is implemented is shown in Table 6.2. These risks and costs are reported to management and Council.

Table 6.2: Critical Risks and Treatment Plans

Service or Asset at Risk

What can Happen Risk Rating (VH, H)

Risk Treatment Plan Residual Risk *

Treatment Costs

Park Maintenance

Maintenance costs increasing due to inadequate renewal program

High Continue to improve data

Ensure maintenance is managed appropriately at an operational level.

Future planning improvements can be made by documented service level risks and utilisation of these in establishing future maintenance priorities.

Medium Ongoing staff time and existing budget

Park Renewal Parks deteriorate to a lesser service standard and higher risk situation due to insufficient renewal works

High Continue to improve data

Communicate achievable levels of service with Council and community to establish a sustainable level with available funding

Prioritise renewal requirements to best maintain community

Medium Ongoing staff time and existing budget

9 Inner West Council Infrastructure Risk Management Plan reference to be confirmed.

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Service or Asset at Risk

What can Happen Risk Rating (VH, H)

Risk Treatment Plan Residual Risk *

Treatment Costs

satisfaction and reduce risk

Incorporating funding for renewal backlogs into the LTFP

Increase emphasis on renewal works, regular proactive inspections and prompt response to hazards within our parks

Future planning improvements can be made by further documented service level risks and utilisation of these in establishing future renewal priorities.

Increasing financial pressure to adequately maintain the park portfolio

Growth in park portfolio due to provision of grants and Council funding, developer provided park assets, State Government residual land assets and changing community preferences.

High Although grants and other funding may be made available for the capital cost of new or expanded facilities, due consideration should be made to ensure sufficient ongoing operation and maintenance funds can be provided to support these additional assets

Whole of life costs are to be reported to the Leadership Team and/ or Council as appropriate.

Medium Ongoing staff time

All parks Park defects or non - compliance with regulations resulting in injury e.g. playgrounds, lighting and park structures

High Regular inspection programme targeted and prioritised based on risk, levels or use and types of use.

Maintenance and defects rectification program implemented.

Low Ongoing staff time, existing budgets

Utilisation Parks not suiting community needs and inclusion targets

Medium Continue to monitor not only the condition of parks, but how well they suit the needs of users

Complete the Recreation User Needs Study and the Recreation Strategy to inform decisions on which facilities suit community needs.

Respond to user needs with well-considered measures and communicate needs that cannot be met within existing budgets.

Low Ongoing staff time

Note * The residual risk is the risk remaining after the selected risk treatment plan is operational.

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6.3 Infrastructure Resilience Approach The resilience of our critical infrastructure is vital to our customers and the services we provide. To adapt to changing conditions and grow over time we need to understand our capacity to respond to possible disruptions and be positioned to absorb disturbance and act effectively in a crisis to ensure continuity of service.

Resilience is built on aspects such as response and recovery planning, financial capacity and crisis leadership.

Our current measure of resilience is shown in Table 6.4 which includes the type of threats and hazards, resilience assessment and identified improvements and/or interventions.

Table 6.4: Resilience

Threat / Hazard Resilience LMH Improvements / Interventions

Park assets do not meet service levels or are unsafe, potentially resulting in injury to the public or staff

Medium Improve data and renewal planning Improve response times for making safe and rectifying non-performing or unsafe assets.

6.4 Service and Risk Trade-Offs The decisions made in adopting this AM Plan are based on the objective to achieve the optimum benefits from the available resources.

6.4.1 What we cannot do

There are some operations and maintenance activities and capital projects that are unable to be undertaken within the next 10 years. These include:

Increasing the current levels of service for parks and sports fields maintenance

Increasing the level of park upgrades

Purchase of additional land and facilities

6.4.2 Service trade-off

Operations and maintenance activities and capital projects that cannot be undertaken will maintain or create service consequences for users. These include:

Increasing the current level of service for parks and sports fields to accommodate significant increases in new assets and new parks

6.4.3 Risk trade-off

The operations and maintenance activities and capital projects that cannot be undertaken may maintain or create risk consequences. These include:

Public injury and public liability claims, particularly for playgrounds

Loss of service for high use recreational facilities such as sports fields and playgrounds

Reputational damage

Financial shock to address infrastructure backlog These actions and expenditures are considered in the projected expenditures, and where developed are included in the Risk Management Plan.

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

7.1 Financial Statements and Projections

7.1.1 Asset valuations

The best available estimate of the value of assets included in this Asset Management Plan are shown below. Assets are valued at Fair Value model in accordance with the Australian Infrastructure Management Guideline (AIFMG 2010), Australian Accounting Standards (AASB116) and the Local Government Code of Accounting Practice and Financial Reporting (Guideline update 20).

Gross Replacement Cost $142,609,000

Depreciable Amount $140,736,000*

Depreciated Replacement Cost10 $111,253,000

Annual Average Asset Consumption $2,242,000 (1.59%)

*$1,873,000 of non –depreciable assets

The asset valuation is around 30% of the total expected value of assets due to incomplete revaluation and consolidation process for Inner West Council and former Marrickville, Leichhardt and Ashfield Council assets. Completion of the data consolidation and review is included in the improvement plan.

Table 7.1.1a: Summary – 10 year total/average funding & projected expenditure ($000)

10 year total cost [10 yrs. operations, maintenance, renewal & upgrade Projected Expenditure] $489,051

10 year average cost $48,905

10 year total LTFP budget [10 yrs. operations, Maintenance, renewal & upgrade LTFP Budget] $425,276

10 year average LTFP budget $42,528

10 year average funding shortfall $6,378

Table 7.1.1b Summary - 10 year Operations, Maintenance and Renewal funding & projected expenditure ($000)

10 yrs. operations, maintenance & renewal projected expenditure $39,822

10 yrs. operations, maintenance & renewal LTFP budget $33,445

10 yrs. financing shortfall [10 yrs. projected expenditure - LTFP budget] $6,378

10 yrs. financing indicator [LTFP budget / 10 yrs. projected expenditure] 84%

7.1.1 Sustainability of service delivery

The key indicator for service delivery sustainability that has been considered in the analysis of the services provided by this asset category, this being the:

medium term budgeted expenditures/projected expenditure (over 10 years of the planning period).

10 Also reported as Written Down Value, Carrying or Net Book Value.

Residual

Value

Depreciable

Amount

Useful Life

Gross

Replacement

Cost

End of

reporting

period 1

Annual

Depreciation

Expense

End of

reporting

period 2

Accumulated

Depreciation Depreciated

Replacement

Cost

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Medium term – 10 year financial planning period

This asset management plan identifies the projected operations, maintenance and capital renewal expenditures required to provide an agreed level of service to the community over a 10 year period. This provides input into 10 year financial and funding plans aimed at providing the required services in a sustainable manner.

These projected expenditures may be compared to budgeted expenditures in the 10 year period to identify any funding shortfall. In a core asset management plan, a gap is generally due to increasing asset renewals for ageing assets.

The projected operations, maintenance and capital renewal expenditure required over the 10 year planning period is $39,822,000 on average per year.

Estimated (budget) operations, maintenance and capital renewal funding is $33,445,000 on average per year giving a 10 year funding shortfall of $6,378,000 per year. This indicates 84% of the projected expenditures needed to provide the services documented in the asset management plan. This excludes upgrade/new assets.

Providing services from infrastructure in a sustainable manner requires the matching and managing of service levels, risks, projected expenditures and financing to achieve a financial indicator of approximately 1.0 for the first years of the asset management plan and ideally over the 10-year life of the Long Term Financial Plan.

7.1.2 Projected and LTFP Budgeted Renewals and Financing Shortfall

Table 7.1.2a shows the projected and LTFP budgeted renewals and financing short falls for the 10 year long term financial plan for scenario 1 and Table 7.1.2b shows unconstrained scenario for the 10 year long term financial plan

Expenditure projections are in 2018-2019 real values.

Table 7.1.2a: Projected and LTFP Budgeted Renewals and Financing Shortfall ($000) (Scenario 1 LTFP)

Year End June 30

Projected Renewals ($'000)

LTFP Renewal Budget ($'000)

Renewal Financing Shortfall (- gap,

+ surplus) ($'000)

Cumulative Shortfall (- gap, + surplus) ($'000)

2019 $3,120 $449 $-2,670 $-2,670

2020 $708 $2,612 $1,904 $-766

2021 $127 $1,386 $1,259 $492

2022 $817 $2,732 $1,915 $2,407

2023 $2,306 $1,730 $-576 $1,831

2024 $984 $2,323 $1,339 $3,170

2025 $587 $1,638 $1,051 $4,221

2026 $2,543 $1,761 $-782 $3,439

2027 $1,013 $2,002 $989 $4,428

2028 $1,550 $1,859 $309 $4,737

*The cumulative surplus of $4.7 million identified at the end of the 2028 year is attributed to the reduction of the infrastructure backlog of assets in poor or very poor condition.

Table 7.1.2b: Projected and Budgeted Renewals and Financing Shortfall ($000) (Unconstrained)

Year End June 30

Projected Renewals ($'000)

LTFP Renewal Budget ($'000)

Renewal Financing Shortfall (- gap,

+ surplus) ($'000)

Cumulative Shortfall (- gap, + surplus) ($'000)

2019 $3,120 $3,120 $0 $0

2020 $708 $708 $-0 $0

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2021 $127 $127 $0 $0

2022 $817 $817 $-0 $0

2023 $2,306 $2,306 $-0 $-0

2024 $984 $984 $0 $-0

2025 $587 $587 $-0 $-0

2026 $2,543 $2,543 $0 $0

2027 $1,013 $1,013 $-0 $-0

2028 $1,550 $1,550 $-0 $-0

7.1.2a Expenditures for long term financial plan

Table 7.1.2c shows projected expenditure for long term financial plan.

Expenditure projections are in 2018-2019 real values.

Table 7.1.2c: Projected Expenditures for Parks and Sports Fields portfolio

Year Operations Maintenance Projected

Capital Renewal Capital

Upgrade/New Disposals

2019 $31,145 $239 $3,120 $18,583 $0

2020 $33,946 $259 $708 $13,363 $0

2021 $35,755 $273 $127 $9,329 $0

2022 $37,476 $283 $817 $5,742 $0

2023 $38,887 $290 $2,306 $5,298 $0

2024 $38,973 $295 $984 $7,870 $0

2025 $40,048 $304 $587 $8,060 $0

2026 $40,693 $313 $2,543 $7,831 $0

2027 $41,780 $321 $1,013 $7,818 $0

2028 $42,857 $329 $1,550 $6,935 $0

7.2 Funding Strategy Funding for assets is provided from the budget and long term financial plan.

The financial strategy of the entity determines how funding will be provided, whereas the asset management plan communicates how and when this will be spent, along with the service and risk consequences of differing options.

7.3 Valuation Forecasts Asset values are forecast to increase as additional assets are added to service.

Additional assets will generally add to the operations and maintenance needs in the longer term, as well as the need for future renewal. Additional assets will also add to future depreciation forecasts.

Figure 9: shows the projected assets values.

Fig 9: Projected Asset Values

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Figure 9 shows the asset value increase is attributable to the high value of new assets being constructed. The extent of new assets being created should be reviewed in the next update of this asset management plan.

7.4 Key Assumptions Made in Financial Forecasts This section details the key assumptions made in presenting the information contained in this asset management plan. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.

Key assumptions made in this asset management plan are:

Table 7.4: Key Assumptions made in AM Plan and Risks of Change

Key Assumptions Risks of Change to Assumptions

Life cycle costs are based on projections for 20 years. This is the extent of the NAMS. PLUS modelling

There is a risk that the life cycle costs may change but this cannot be evaluated as the NAMS.PLUS modelling is for a period of 20 years.

Planned expenditures for the first 10 years are referenced from the Long Term Financial Plan without price index. The same rates of increase each year are applied to estimate expenditures from Year 11 to Year 20.

There is a risk that the rates of increase for expenditure may change in Year 11 to Year 20 but this cannot be evaluated in the NAMS.PLUS model.

No increase to existing service levels There is a risk that the service levels may increase for certain assets; however his cannot be evaluated in the NAMS.PLUS model.

Use of the existing inventory data There is a risk that the inventory data could contain inaccuracies.

Use of existing valuations, useful lives and remaining lives determined from the condition rating

There is a risk that the existing valuations, useful lives and remaining lives could contain inaccuracies.

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

Developing and maintaining the Asset Register

Reviewing useful lives for assets in conjunction with developing suitable hierarchies within the asset categories

Higher detail and definition in relation to the current expenditures by type eg operating, maintenance, renewal, upgrade/new (expansion)

Continue to improve replacement cost assumptions

Redevelopment of asset sub classes to improve asset identifications and improve financial predictions

Improved tracking of operation / maintenance and rehabilitation costs.

7.5 Forecast Reliability and Confidence The expenditure and valuations projections in this AM Plan are based on best available data. Currency and accuracy of data is critical to effective asset and financial management. Data confidence is classified on a 5 level scale11 in accordance with Table 7.5.

Table 7.5: Data Confidence Grading System

Confidence Grade

Description

A Highly reliable Data based on sound records, procedures, investigations and analysis, documented properly and agreed as the best method of assessment. Dataset is complete and estimated to be accurate ± 2%

B Reliable Data based on sound records, procedures, investigations and analysis, documented properly but has minor shortcomings, for example some of the data is old, some documentation is missing and/or reliance is placed on unconfirmed reports or some extrapolation. Dataset is complete and estimated to be accurate ± 10%

C Uncertain Data based on sound records, procedures, investigations and analysis which is incomplete or unsupported, or extrapolated from a limited sample for which grade A or B data are available. Dataset is substantially complete but up to 50% is extrapolated data and accuracy estimated ± 25%

D Very Uncertain Data is based on unconfirmed verbal reports and/or cursory inspections and analysis. Dataset may not be fully complete and most data is estimated or extrapolated. Accuracy ± 40%

E Unknown None or very little data held.

The estimated confidence level for and reliability of data used in this AM Plan is considered to be Uncertain. This data requires further development to complete the data migration, consolidation and revaluation process being undertaken following Council amalgamation and the adoption of the Technology One asset management platform. The confidence level for data sources from the three former Councils prior to amalgamation ranged from Uncertain to Highly Reliable.

11 IPWEA, 2015, IIMM, Table 2.4.6, p 2|71.

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8. PLAN IMPROVEMENT AND MONITORING

8.1 Status of Asset Management Practices12 8.1.1 Accounting and financial data sources

Accounting and financial data is sourced from Council budget and long term financial plan.

8.1.2 Asset management data sources

Asset management data is consolidated through a revaluation process from variable sources developed by the three former Councils prior to amalgamation.

8.2 Improvement Plan The asset management improvement plan generated from this asset management plan is shown in Table 8.1.

Table 8.1: Improvement Plan

Ref Practice Area Task Responsibility Target Date

1 Strategic

Longer Term

Plan

Council adopt a Community Strategic Plan Executive June 2018

2 Annual Budget Annual Budget based on the Delivery Program,

AM Plans and LTFP

Deputy General

Manager Asset &

Environment

July 2018

3 Annual Report Annual Report reviews performance against

strategic objectives

Deputy General

Manager Asset &

Environment

September 2019

4 AM Policy AM Policy Deputy General

Manager Asset &

Environment

June 2018

5 AM Strategy AM Strategy Deputy General

Manager Asset &

Environment

June 2018

6 AM Plans AM Plans Group Managers July 2018

Planning forecasts of renewal, new assets and

upgrades, maintenance and operational costs,

rationalisation and disposal, performance and

utilisation,

Managers of

Assets, Asset

Management

Steering

Committee

June 2019

7 Governance

and

Management

AM practices link to service delivery Managers of

Assets

June 2020

Asset Management improvement planning Managers of

Assets

December 2019

8 Levels of Processes for determining current and target Managers of June 2020

12 ISO 55000 Refers to this the Asset Management System

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Service levels of service and costs

Assets

Levels of service measured, monitored and

performance reported

Managers of

Assets

June 2020

Develop Service Plans, based on community

consultations;

Managers of

Assets

June 2020

9 Data and

Systems

Assessments of asset service Risk and Criticality

Managers of

Assets

December 2019

Life cycle costs for assets, Asset

Management

Steering

Committee

June 2019

Consolidated integrated, accurate asset

database and analytical capability to monitor

and predict performance

Asset

Management

Steering

Committee

September 2019

A methodology for, and predictions of asset life

based on condition and asset consumption

rates

Managers of

Assets

June 2019

Documented data standards and

methodologies for asset condition surveys and

defect identification identified in an Asset

Knowledge Management Plan

Managers of

Assets

June 2019

10 Skills and

Processes

Documented process for planning needs for

renewal and upgrade

Managers of

Assets

June 2019

Documented service rationalisation process,

and service delivery reviews.

Asset

Management

Steering

Committee

June 2020

Documented structure of business case

justifications of capital projects.

Asset

Management

Steering

Committee

December 2019

Asset custodianship handover procedures

Asset

Management

Steering

Committee

September 2019

Documented processes for planning operations

and maintenance

Managers of

Assets

September 2019

Documented procedures for determining asset

treatment and replacement cost rates;

Managers of

Assets

September 2019

Analysis of asset failures, considering causes

and identifying trends

Managers of

Assets

June 2020

11 Evaluation Review and improvement processes Managers of December 2019

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Assets

Parks and Sports Fields Asset Management Improvement Activities:

12 Asset

management

system

Complete migration of data to Technology One Asset Management system and mobility solutions including staff training.

TPS

ICT

May - August 2018

13 Asset data Identify data gaps and critical risks and develop and implement prioritised data collection and review program, including reviewing useful lives, replacement cost assumptions and redevelopment of asset sub classes.

TPS July - December

2018

14 Renewal

forecasting

Improve renewal forecasting and budget planning for planned increased capital/new expenditure. Review detail and definition in relation to the current expenditures by type eg operating, maintenance, renewal, upgrade/new (expansion)

Identify and implement prioritised proactive inspection program for mitigation of critical risks.

If required renewal works will not be funded, update the risk profile

TPS Ongoing

15 Asset

management

planning

Improve asset management planning including use of asset management systems, detailed maintenance and operations planning, particularly for the Greenway, and analysis of population/demographic trends and climate change impacts.

TPS Ongoing

16 Levels of

service

Review and monitor levels of service including integration of completed recreation strategy. Clarify and quantify targets and measures for monitoring of performance.

TPS

ARF

June 2019

17 Integrated

capital works

planning

Improve capital works program planning including integration of park strategies and plans, Council programs for park buildings, environment, community and arts and audit of existing forward works programs included in S94 and SRV plans

TPS

Ongoing

18 Park plans of

management

Develop prioritised program for review of park plans of management. Implement reviews including costed and prioritised upgrade and renewal proposals. Audit existing Plans of Management to identify completed and outstanding asset related actions.

TPS Program by June

2018,

implementation

ongoing

19 Asset handover

and

Improve processes and systems to update asset data and whole of life cycle costs upon

TPS

ICT

Interim TPS

process to August

- 44 -



capitalisation completion of capital works.

Improve information access for completed renewal and capital works to inform maintenance and operational programs.

Finance 2018

Tech One process

from August 2018

20 Funding Continue to source funding to eliminate infrastructure short falls.

Identify operation, maintenance, renewal and capital costs and improve budget structure to reflect activities and costs.

TPS

Finance

Ongoing

21 New assets Develop weighted criteria to assess the priority for delivery of new capital works assets.

Project scoping should identify the range of options, including estimated capital and life cycle costs. Where necessary, this should be reported to the Leadership Team and/ or Council as appropriate.

TPS

Steering

Committee

June 2019

Ongoing

TPS – Trees Parks and Sports Fields ICT – Information Communications Technology ARF – Aquatic and Recreation Facilities ES – Environment and Sustainability CE – Community and Engagement

8.3 Monitoring and Review Procedures This asset management plan will be reviewed during annual budget planning processes and amended to show any material changes in service levels and/or resources available to provide those services as a result of budget decisions.

The AM Plan will be updated annually to ensure it represents the current service level, asset values, projected operations, maintenance, capital renewal and replacement, capital upgrade/new and asset disposal expenditures and projected expenditure values incorporated into the long term financial plan.

The AM Plan has a life of 4 years and is due for complete revision and updating within nine months of each Council election.

8.4 Performance Measures The effectiveness of the asset management plan can be measured in the following ways:

The degree to which the required projected expenditures identified in this asset management plan are incorporated into the long term financial plan,

The degree to which 1-5 year detailed works programs, budgets, business plans and corporate structures take into account the ‘global’ works program trends provided by the asset management plan,

The degree to which the existing and projected service levels and service consequences (what we cannot do), risks and residual risks are incorporated into the Strategic Plan and associated plans,

The Asset Renewal Funding Ratio achieving the target of 1.0.

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9. REFERENCES

IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/IIMM

IPWEA, 2008, ‘NAMS.PLUS Asset Management’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/namsplus.

IPWEA, 2015, 2nd edn., ‘Australian Infrastructure Financial Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/AIFMM.

IPWEA, 2015, 3rd edn., ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australasia, Sydney, www.ipwea.org/IIMM

IPWEA, 2012 LTFP Practice Note 6 PN Long Term Financial Plan, Institute of Public Works Engineering Australasia, Sydney

Community Strategic Plan Creating Our Inner West 2036 – final draft

Inner West Council Operational Plan and Budget 2018-20222 – final draft

Asset Management Strategy 2018 - draft

Asset Management Policy -Version CSP Ccl 24 Apr 2018

http://www.ipwea.org/AIFMM

http://www.ipwea.org/IIMM

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10. APPENDICES

Appendix A: Capital Program (4 years)

- 47 -


Appendix B: Budgeted Expenditures Accommodated in LTFP

- 48 -


Appendix C: Glossary Annual service cost (ASC)

1) Reporting actual cost

The annual (accrual) cost of providing a service including operations, maintenance, depreciation, finance/opportunity and disposal costs less revenue.

2) For investment analysis and budgeting

An estimate of the cost that would be tendered, per annum, if tenders were called for the supply of a service to a performance specification for a fixed term. The Annual Service Cost includes operations, maintenance, depreciation, finance/ opportunity and disposal costs, less revenue.

Asset

A resource controlled by an entity as a result of past events and from which future economic benefits are expected to flow to the entity. Infrastructure assets are a sub-class of property, plant and equipment which are non-current assets with a life greater than 12 months and enable services to be provided.

Asset category

Sub-group of assets within a class hierarchy for financial reporting and management purposes.

Asset class

A group of assets having a similar nature or function in the operations of an entity, and which, for purposes of disclosure, is shown as a single item without supplementary disclosure.

Asset condition assessment

The process of continuous or periodic inspection, assessment, measurement and interpretation of the resultant data to indicate the condition of a specific asset so as to determine the need for some preventative or remedial action.

Asset hierarchy

A framework for segmenting an asset base into appropriate classifications. The asset hierarchy can be based on asset function or asset type or a combination of the two.

Asset management (AM)

The combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost effective manner.

Asset renewal funding ratio

The ratio of the net present value of asset renewal funding accommodated over a 10 year period in a long term financial plan relative to the net present value of projected capital renewal expenditures identified in an asset management plan for the same period [AIFMG Financial Sustainability Indicator No 8].

Average annual asset consumption

The amount of an organisation’s asset base consumed during a reporting period (generally a year). This may be calculated by dividing the depreciable amount by the useful life (or total future economic benefits/service potential) and totalled for each and every asset OR by dividing the carrying amount (depreciated replacement cost) by the remaining useful life (or remaining future economic benefits/service potential) and totalled for each and every asset in an asset category or class.

Borrowings

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A borrowing or loan is a contractual obligation of the borrowing entity to deliver cash or another financial asset to the lending entity over a specified period of time or at a specified point in time, to cover both the initial capital provided and the cost of the interest incurred for providing this capital. A borrowing or loan provides the means for the borrowing entity to finance outlays (typically physical assets) when it has insufficient funds of its own to do so, and for the lending entity to make a financial return, normally in the form of interest revenue, on the funding provided.

Capital expenditure

Relatively large (material) expenditure, which has benefits, expected to last for more than 12 months. Capital expenditure includes renewal, expansion and upgrade. Where capital projects involve a combination of renewal, expansion and/or upgrade expenditures, the total project cost needs to be allocated accordingly.

Capital expenditure - expansion

Expenditure that extends the capacity of an existing asset to provide benefits, at the same standard as is currently enjoyed by existing beneficiaries, to a new group of users. It is discretionary expenditure, which increases future operations and maintenance costs, because it increases the organisation’s asset base, but may be associated with additional revenue from the new user group, eg. extending a drainage or road network, the provision of an oval or park in a new suburb for new residents.

Capital expenditure - new

Expenditure which creates a new asset providing a new service/output that did not exist beforehand. As it increases service potential it may impact revenue and will increase future operations and maintenance expenditure.

Capital expenditure - renewal

Expenditure on an existing asset or on replacing an existing asset, which returns the service capability of the asset up to that which it had originally. It is periodically required expenditure, relatively large (material) in value compared with the value of the components or sub-components of the asset being renewed. As it reinstates existing service potential, it generally has no impact on revenue, but may reduce future operations and maintenance expenditure if completed at the optimum time, e.g. resurfacing of an oval or resurfacing of park footpaths.

Capital expenditure - upgrade

Expenditure, which enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset beyond that which it had originally. Upgrade expenditure is discretionary and often does not result in additional revenue unless direct user charges apply. It will increase operations and maintenance expenditure in the future because of the increase in the organisation’s asset base, e.g. widening the footpaths, enlarging a grandstand at a sporting facility.

Capital funding

Funding to pay for capital expenditure.

Capital grants

Monies received generally tied to the specific projects for which they are granted, which are often upgrade and/or expansion or new investment proposals.

Capital investment expenditure

See capital expenditure definition

Capitalisation threshold

The value of expenditure on non-current assets above which the expenditure is recognised as capital expenditure and below which the expenditure is charged as an expense in the year of acquisition.

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Carrying amount

The amount at which an asset is recognised after deducting any accumulated depreciation / amortisation and accumulated impairment losses thereon.

Component

Specific parts of an asset having independent physical or functional identity and having specific attributes such as different life expectancy, maintenance regimes, risk or criticality.

Core asset management

Asset management which relies primarily on the use of an asset register, maintenance management systems, job resource management, inventory control, condition assessment, simple risk assessment and defined levels of service,

in order to establish alternative treatment options and long-term cashflow predictions. Priorities are usually established on the basis of financial return gained by carrying out the work (rather than detailed risk analysis and optimised decision- making).

Cost of an asset

The amount of cash or cash equivalents paid or the fair value of the consideration given to acquire an asset at the time of its acquisition or construction, including any costs necessary to place the asset into service. This includes one-off design and project management costs.

Critical assets

Assets for which the financial, business or service level consequences of failure are sufficiently severe to justify proactive inspection and rehabilitation. Critical assets have a lower threshold for action than noncritical assets.

Current replacement cost (CRC)

The cost the entity would incur to acquire the asset on the reporting date. The cost is measured by reference to the lowest cost at which the gross future economic benefits could be obtained in the normal course of business or the minimum it would cost, to replace the existing asset with a technologically modern equivalent new asset (not a second hand one) with the same economic benefits (gross service potential) allowing for any differences in the quantity and quality of output and in operating costs.

Deferred maintenance

The shortfall in rehabilitation work undertaken relative to that required to maintain the service potential of an asset.

Depreciable amount

The cost of an asset, or other amount substituted for its cost, less its residual value.

Depreciated replacement cost

The current replacement cost (CRC) of an asset less, where applicable, accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset.

Depreciation / amortisation

The systematic allocation of the depreciable amount (service potential) of an asset over its useful life.

Economic life

See useful life definition.

Expenditure

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The spending of money on goods and services. Expenditure includes recurrent and capital outlays.

Fair value

The amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties, in an arm’s length transaction.

Financing gap

A financing gap exists whenever an entity has insufficient capacity to finance asset renewal and other expenditure necessary to be able to appropriately maintain the range and level of services its existing asset stock was originally designed and intended to deliver. The service capability of the existing asset stock should be determined assuming no additional operating revenue, productivity improvements, or net financial liabilities above levels currently planned or projected. A current financing gap means service levels have already or are currently falling. A projected financing gap if not addressed will result in a future diminution of existing service levels.

Heritage asset

An asset with historic, artistic, scientific, technological, geographical or environmental qualities that is held and maintained principally for its contribution to knowledge and culture and this purpose is central to the objectives of the entity holding it.

Impairment Loss

The amount by which the carrying amount of an asset exceeds its recoverable amount.

Infrastructure assets

Physical assets that contribute to meeting the needs of organisations or the need for access to major economic and social facilities and services, e.g. roads, drainage, footpaths and cycle ways. These are typically large, interconnected networks or portfolios of composite assets. The components of these assets may be separately maintained, renewed or replaced individually so that the required level and standard of service from the network of assets is continuously sustained. Generally the components and hence the assets have long lives. They are fixed in place and are often have no separate market value.

Investment property

Property held to earn rentals or for capital appreciation or both, rather than for:

(a) use in the production or supply of goods or services or for administrative purposes; or

(b) sale in the ordinary course of business.

Key performance indicator

A qualitative or quantitative measure of a service or activity used to compare actual performance against a standard or other target. Performance indicators commonly relate to statutory limits, safety, responsiveness, cost, comfort, asset performance, reliability, efficiency, environmental protection and customer satisfaction.

Level of service

The defined service quality for a particular service/activity against which service performance may be measured. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental impact, acceptability and cost.

Life Cycle Cost

Total LCC The total cost of an asset throughout its life including planning, design, construction, acquisition, operation, maintenance, rehabilitation and disposal costs.

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Average LCC The life cycle cost (LCC) is average cost to provide the service over the longest asset life cycle. It comprises average operations, maintenance expenditure plus asset consumption expense, represented by depreciation expense projected over 10 years. The Life Cycle Cost does not indicate the funds required to provide the service in a particular year.

Life Cycle Expenditure

The Life Cycle Expenditure (LCE) is the average operations, maintenance and capital renewal expenditure accommodated in the long term financial plan over 10 years. Life Cycle Expenditure may be compared to average Life Cycle Cost to give an initial indicator of affordability of projected service levels when considered with asset age profiles.

Maintenance

All actions necessary for retaining an asset as near as practicable to an appropriate service condition, including regular ongoing day-to-day work necessary to keep assets operating, eg road patching but excluding rehabilitation or renewal. It is operating expenditure required to ensure that the asset reaches its expected useful life.

Planned maintenance

Repair work that is identified and managed through a maintenance management system (MMS). MMS activities include inspection, assessing the condition against failure/breakdown criteria/experience, prioritising scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Reactive maintenance

Unplanned repair work that is carried out in response to service requests and management/ supervisory directions.

Specific maintenance

Maintenance work to repair components or replace sub-components that needs to be identified as a specific

maintenance item in the maintenance budget.

Unplanned maintenance

Corrective work required in the short-term to restore an asset to working condition so it can continue to deliver the required service or to maintain its level of security and integrity.

Maintenance expenditure

Recurrent expenditure, which is periodically or regularly required as part of the anticipated schedule of works required to ensure that the asset achieves its useful life and provides the required level of service. It is expenditure, which was anticipated in determining the asset’s useful life.

Materiality

The notion of materiality guides the margin of error acceptable, the degree of precision required and the extent of the disclosure required when preparing general purpose financial reports. Information is material if its omission, misstatement or non-disclosure has the potential, individually or collectively, to influence the economic decisions of users taken on the basis of the financial report or affect the discharge of accountability by the management or governing body of the entity.

Modern equivalent asset

Assets that replicate what is in existence with the most cost-effective asset performing the same level of service. It is the most cost efficient, currently available asset which will provide the same stream of services as the existing asset is capable of producing. It allows for technology changes and, improvements and efficiencies in production and installation techniques

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Net present value (NPV)

The value to the organisation of the cash flows associated with an asset, liability, activity or event calculated using a discount rate to reflect the time value of money. It is the net amount of discounted total cash inflows after deducting the value of the discounted total cash outflows arising from eg the continued use and subsequent disposal of the asset after deducting the value of the discounted total cash outflows.

Non-revenue generating investments

Investments for the provision of goods and services to sustain or improve services to the community that are not expected to generate any savings or revenue to the Council, e.g. parks and playgrounds, footpaths, roads and bridges, libraries, etc.

Operations

Regular activities to provide services such as public health, safety and amenity, e.g. street sweeping, grass mowing and street lighting.

Operating expenditure

Recurrent expenditure, which is continuously required to provide a service. In common use the term typically includes, e.g. power, fuel, staff, plant equipment, on-costs and overheads but excludes maintenance and depreciation. Maintenance and depreciation is on the other hand included in operating expenses.

Operating expense

The gross outflow of economic benefits, being cash and non-cash items, during the period arising in the course of ordinary activities of an entity when those outflows result in decreases in equity, other than decreases relating to distributions to equity participants.

Operating expenses

Recurrent expenses continuously required to provide a service, including power, fuel, staff, plant equipment, maintenance, depreciation, on-costs and overheads.

Operations, maintenance and renewal financing ratio

Ratio of estimated budget to projected expenditure for operations, maintenance and renewal of assets over a defined time (e.g. 5, 10 and 15 years).

Operations, maintenance and renewal gap

Difference between budgeted expenditures in a long term financial plan (or estimated future budgets in absence of a long term financial plan) and projected expenditures for operations, maintenance and renewal of assets to achieve/maintain specified service levels, totalled over a defined time (e.g. 5, 10 and 15 years).

Rate of annual asset consumption

The ratio of annual asset consumption relative to the depreciable amount of the assets. It measures the amount of the consumable parts of assets that are consumed in a period (depreciation) expressed as a percentage of the depreciable amount.

Rate of annual asset renewal

The ratio of asset renewal and replacement expenditure relative to depreciable amount for a period. It measures whether assets are being replaced at the rate they are wearing out with capital renewal expenditure expressed as a percentage of depreciable amount (capital renewal expenditure/DA).

Rate of annual asset upgrade/new

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A measure of the rate at which assets are being upgraded and expanded per annum with capital upgrade/new expenditure expressed as a percentage of depreciable amount (capital upgrade/expansion expenditure/DA).

Recoverable amount

The higher of an asset's fair value, less costs to sell and its value in use.

Recurrent expenditure

Relatively small (immaterial) expenditure or that which has benefits expected to last less than 12 months. Recurrent expenditure includes operations and maintenance expenditure.

Recurrent funding

Funding to pay for recurrent expenditure.

Rehabilitation

See capital renewal expenditure definition above.

Remaining useful life

The time remaining until an asset ceases to provide the required service level or economic usefulness. Age plus remaining useful life is useful life.

Renewal

See capital renewal expenditure definition above.

Residual value

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

Revenue generating investments

Investments for the provision of goods and services to sustain or improve services to the community that are expected to generate some savings or revenue to offset operating costs, e.g. public halls and theatres, childcare centres, sporting and recreation facilities, tourist information centres, etc.

Risk management

The application of a formal process to the range of possible values relating to key factors associated with a risk in order to determine the resultant ranges of outcomes and their probability of occurrence.

Section or segment

A self-contained part or piece of an infrastructure asset.

Service potential

The total future service capacity of an asset. It is normally determined by reference to the operating capacity and economic life of an asset. A measure of service potential is used in the not-for-profit sector/public sector to value assets, particularly those not producing a cash flow.

Service potential remaining

A measure of the future economic benefits remaining in assets. It may be expressed in dollar values (Fair Value) or as a percentage of total anticipated future economic benefits. It is also a measure of the percentage of the asset’s potential to provide services that is still available for use in providing services (Depreciated Replacement Cost/Depreciable Amount).

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Specific Maintenance

Replacement of higher value components/sub-components of assets that is undertaken on a regular cycle including repainting, replacement of air conditioning equipment, etc. This work generally falls below the capital/ maintenance threshold and needs to be identified in a specific maintenance budget allocation.

Strategic Longer-Term Plan

A plan covering the term of office of councillors (4 years minimum) reflecting the needs of the community for the foreseeable future. It brings together the detailed requirements in the Council’s longer-term plans such as the asset management plan and the long-term financial plan. The plan is prepared in consultation with the community and details where the Council is at that point in time, where it wants to go, how it is going to get there, mechanisms for monitoring the achievement of the outcomes and how the plan will be resourced.

Sub-component

Smaller individual parts that make up a component part.

Useful life

Either:

(a) the period over which an asset is expected to be available for use by an entity, or

(b) the number of production or similar units expected to be obtained from the asset by the entity.

It is estimated or expected time between placing the asset into service and removing it from service, or the estimated period of time over which the future economic benefits embodied in a depreciable asset, are expected to be consumed by the Council.

Value in Use

The present value of future cash flows expected to be derived from an asset or cash generating unit. It is deemed to be depreciated replacement cost (DRC) for those assets whose future economic benefits are not primarily dependent on the asset's ability to generate net cash inflows, where the entity would, if deprived of the asset, replace its remaining future economic benefits.

Source: IPWEA

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Appendix D: List of Parks

S/N Parks Name Type Category Suburb Area Unit

0 Paringa Reserve South Local park Foreshore Balmain 2134.19 m2

1 Badu Park Pocket park Creek corridors Annandale 1428.24

m2

2 Buruwan Park Neighbourhood park Creek corridors Annandale 7487.72

m2

3 Cahill Street Playground Playground pocket park

Creek corridors Annandale 346.65

m2

4 Cohen Park Local park Creek corridors Annandale 14400

m2

5 Douglas Grant Memorial Park Local park Creek corridors Annandale 1798.82

m2

6 Gray Street Reserve Playground pocket park Annandale 917.83

m2

7 Hinsby Park Neighbourhood park Annandale 3679.66 m

2

8 Hudson Street Reserve Pocket park Annandale 928.15 m2

9 Mathieson Street Reserve Pocket park Creek corridors Annandale 1147.05

m2

10 Mayes Street Reserve Pocket park Creek corridors Annandale 1223.06

m2

11 Piper Street Reserve Neighbourhood park Annandale 3054.88 m2

12 Pritchard Street Reserve Pocket park Annandale 1641.25 m

2

13 Rose Lane Reserve Pocket park Creek corridors Annandale 132.95

m2

14 Rose Street Reserve Pocket park Creek corridors Annandale 218.75

m2

15 Smith Hogan Spindlers Park Local park Creek corridors Annandale 19200

m2

16 Whites Creek Valley Park Neighbourhood park Creek corridors Annandale 43700

m2

17 132a Elizabeth Street Reserve Local park Ashfield 498.74

m2

18 88 Park Avenue Local park Ashfield 306.85 m

2

19 Albert Parade Reserve Local park Ashfield 3657.63 m2

20 Allman Park Neighbourhood park Ashfield 6103.81 m2

21 Ashfield Park Neighbourhood park Ashfield 61700 m2

22 Ashford Street Reserve Pocket park Ashfield 801.78 m

2

23 Banks Street Reserve Pocket park Ashfield 2079.71 m2

24 Beatrice Street Reserve Local park Ashfield 1708.95 m2

25 Benalla Avenue Reserve Pocket park Ashfield 91.7 m2

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26 Bill Peters Reserve Local park Ashfield 1584.52 m

2

27 Bruce Street Reserve Local park Ashfield 3027.21 m2

28 Brunswick Parade Reserve Local park Ashfield 2608.03 m

2

29 Cecile Herman Park Local Park Ashfield 1590.72 m

2

30 Explorers Park Neighbourhood park Ashfield 3462.86 m

2

31 Gough Reserve Local park Ashfield 8960.54 m

2

32 Graham Reserve Local park Ashfield 1780.5 m2

33 Hammond Park Neighbourhood park Ashfield 16800 m2

34 J G Mccartney Reserve Local park Ashfield 581.28 m2

35 John Pope Reserve Pocket park Creek corridors Ashfield 1649.81

m2

36 John Street Reserve Pocket park Ashfield 161.04 m2

37 Lewis Herman Reserve Local Park Ashfield 3687.27 m2

38 Pratten Park Neighbourhood park Ashfield 34700 m

2

39 Robert St Reserve Pocket park Ashfield 394.55 m2

40 Rose St Playground Reserve Local park Ashfield 494.58 m2

41 Rotary Park Local park Ashfield 972.47 m2

42 Taringa Street Reserve Pocket park Ashfield 416.6 m2

43 The Esplanade Reserve Pocket park Ashfield 758.96 m2

44 Thomas Street Reserve Local Park Ashfield 1948.53 m2

45 Victoria St Reserve Local park Ashfield 4450.29 m

2

46 Wallace St Reserve Pocket park Ashfield 403.15 m2

47 William Street Reserve Local park Ashfield 1121.75 m

2

48 Yeo Park Neighbourhood park Ashfield 26300 m2

49 Ann Cashman Reserve Neighbourhood park Balmain 3458.69 m

2

50 Birrung Park Local park Foreshore Balmain 17100 m2

51 Campbell Street Reserve Pocket park Foreshore Balmain 197.25 m2

52 Clontarf Cottage Pocket park Balmain 366.44 m2

53 Colgate Avenue Reserve Pocket park Balmain 537.19 m

2

54 Colgate Reserve Neighbourhood park Foreshore Balmain 3186.72 m2

55 College Street Playground Playground pocket park Balmain 1761.78

m2

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56 Dick Street Reserve Pocket park Balmain 379.18 m

2

57 Dockside Local park Foreshore Balmain 7573.81 m2

58 Elkington Park District park Foreshore Balmain 24200 m

2

59 Ewenton Park Local park Foreshore Balmain 7746.56 m

2

60 Fitzroy Avenue Reserve Neighbourhood park Foreshore Balmain 6450.47 m

2

61 Gladstone Park District park Balmain 18000 m

2

62 Hyam Street Reserve Local park Balmain 2212.31 m2

63 Issy Wyner Reserve Playground pocket park Balmain 272.48

m2

64 Jane Street Reserve Pocket park Balmain 404.71 m

2

65 Loyalty Square Pocket park Balmain 627.7 m2

66 Macquarie Terrace Pocket park Balmain 1553.77 m2

67 Paringa Reserve Neighbourhood park Foreshore Balmain 3477.32 m2

68 Punch Park Local park Balmain 8677.24 m

2

69 Punch Street Reserve Pocket park Balmain 530.23 m2

70 Somerset Mews Local park Balmain 4372.78 m2

71 Stephen Street Reserve Playground pocket park Balmain 245.58

m2

72 Vanardi Green Local park Foreshore Balmain 2900.4 m2

73 2-8 Weston Street Local park Foreshore Balmain East 1494.02 m2

74 Broadside Street Reserve Pocket park Balmain East 258.54 m2

75 Datchett Street Reserve Pocket park Balmain East 1715.31 m

2

76 Gallimore Reserve Pocket park Balmain East 539.05 m2

77 Hoskins Street Reserve Pocket park Foreshore Balmain East 1132.28 m2

78 Illoura Reserve Local park Foreshore Balmain East 12800 m2

79 Johnston Street Reserve Pocket park Balmain East 476.64 m2

80 Jubillee Place (Water Police) Park Local park Foreshore Balmain East 8918.36

m2

81 Lookes Avenue Reserve Pocket park Foreshore Balmain East 1374.91 m2

82 Origlass Park Playground pocket park Balmain East 2324.87

m2

83 Peacock Point Local park Foreshore Balmain East 1922.25 m2

84 Propeller Park Neighbourhood park Foreshore Balmain East 6973.98 m2

85 Simmons Point Reserve Pocket park Foreshore Balmain East 1495.73 m2

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86 Ternan Street Reserve Pocket park Balmain East 187.66 m

2

87 Thornton Park Neighbourhood park Foreshore Balmain East 2897.09 m2

88 Zig Zag Reserve Pocket park Foreshore Balmain East 762.76 m

2

89 Ballast Point Park - Walama District park Foreshore Birchgrove 25800 m

2

90 Ballast Point Reserve Pocket park Birchgrove 829.96 m

2

91 Bay Street Reserve Pocket park Birchgrove 157.78 m

2

92 Birchgrove Park District park Foreshore Birchgrove 56300 m2

93 Brownlee Reserve Pocket park Foreshore Birchgrove 772.66 m2

94 Cove Street Reserve Pocket park Foreshore Birchgrove 489.97 m2

95 Miklouho Maclay Park Pocket park Foreshore Birchgrove 952.86 m2

96 Mort Bay Park Neighbourhood park Foreshore Birchgrove 53900 m2

97 Ronald Street Reserve Pocket park Foreshore Birchgrove 962.9 m2

98 Water Street Reserve Pocket park Foreshore Birchgrove 2447.25 m

2

99 Yerroulbin Street Reserve Pocket park Foreshore Birchgrove 371.04 m2

100 Yurulbin Park Neighbourhood park Foreshore Birchgrove 6239.34 m2

101 Yurulbin Point Reserve Pocket park Foreshore Birchgrove 748.78 m2

102 Camperdown Park Neighbourhood park Camperdown 46600 m2

103 O’Dea Reserve Neighbourhood park Camperdown 18400 m2

104 Peter Cotter Reserve Pocket park Camperdown 135.1 m2

105 10 Lion Street Reserve Local park Croydon 384.12 m2

106 Anthony Street Reserve Playground pocket park

Creek corridors Croydon 713.28

m2

107 Bailey Park Local Park Creek corridors Croydon 1298.66

m2

108 Bede Spillane Gardens Reserve Local park Croydon 2955.41

m2

109 Bridges Reserve Playground pocket park Croydon 1680.06

m2

110 Centenary Sportsground Reserve Neighbourhood park Croydon 33700

m2

111 Mills St Reserve Pocket park Croydon 392.33 m

2

112 Sutherland Reserve Playground pocket park Croydon 751.3

m2

113 Watson Ave Reserve Local park Croydon Park 2550.74 m2

114 Allison Playground Local park Dulwich Hill 1963.53 m2

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115 Arlington Recreation Reserve Neighbourhood park Dulwich Hill 15200 m

2

116 Constitution Reserve Pocket park Dulwich Hill 172.47 m2

117 Denison Playground Pocket park Dulwich Hill 332.9 m

2

118 Herbert St Reserve Pocket park Dulwich Hill 560.75 m

2

119 Hoskins Park Local park Creek corridors Dulwich Hill 5651.4

m2

120 J.F. Laxton Reserve Local park Dulwich Hill 5924.26 m2

121 Jack Shanahan Park Neighbourhood Park Dulwich Hill 13100 m2

122 Johnson Park Neighbourhood park Dulwich Hill 14500 m2

123 Kintore Street Closure Pocket park Dulwich Hill 433.8 m

2

124 Mallam Reserve Pocket park Dulwich Hill 523.33 m2

125 Parade Playground Pocket park Dulwich Hill 2140.52 m2

126 Rowe Playground Playground pocket park Dulwich Hill 449.75

m2

127 Tennyson Street Reserve Playground pocket park

River corridors Dulwich Hill 981.26

m2

128 Bugler Playground Playground pocket park Enmore 342.69

m2

129 Enmore Tafe Park Local park Enmore 4607.64 m2

130 Eve Sharpe Reserve Pocket park Enmore 809.51 m2

131 Francis Street Playground Playground pocket park Enmore 218.19

m2

132 Ryan Park Local park Enmore 3280.26 m2

133 284 Hawthorne Parade Reserve Local park Haberfield 1509.25

m2

134 7 Tillock Street Reserve Pocket park Haberfield 556.19 m2

135 78-80 Dalhousie Street Reserve Local park Haberfield 354.44

m2

136 Algie Park Neighbourhood park Haberfield 18300 m2

137 Dobroyd Parade Reserve Local Park Foreshore Haberfield 22800 m

2

138 Federation Plaza Reserve Local park Haberfield 3203.02 m2

139 Jegarow Reserve Neighbourhood park Creek corridors Haberfield 16300

m2

140 Reg Cody Reserve Neighbourhood park Creek corridors Haberfield 23600

m2

141 Richard Murden Reserve Neighbourhood park Creek corridors Haberfield 66100

m2

142 Robson Park Neighbourhood park Foreshore Haberfield 42800 m2

143 Tillock Street Reserve Pocket park Haberfield 666.78 m

2

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144 36th Battalion Park Neighbourhood park Leichhardt 5465.9 m

2

145 Blackmore Park Local park Leichhardt 18600 m2

146 Darley Road Reserve Pocket park Leichhardt 1610.64 m

2

147 Elswick Street Reserve Pocket park Leichhardt 503.47 m

2

148 Evan Jones Playground Neighbourhood park Creek corridors Leichhardt 4264.02

m2

149 Falls Street Reserve Pocket park Leichhardt 1002.83 m2

150 Hawthorne Canal Reserve Neighbourhood park Creek corridors Leichhardt 25300

m2

151 Hearn Street Reserve Playground pocket park Leichhardt 476.11

m2

152 Ibrox Park Pocket park Leichhardt 890.59 m2

153 Lambert Park Local park Leichhardt 18800 m2

154 Leichhardt Street Reserve Pocket park Leichhardt 778.42 m2

155 Marlborough Street Playground

Playground pocket park Leichhardt 657.13

m2

156 Marr Reserve Playground pocket park Leichhardt 2317.73

m2

157 North Street Playground Playground pocket park Leichhardt 442.21

m2

158 Pine Square Reserve Playground pocket park Leichhardt 854.14

m2

159 Pioneers Memorial Park Neighbourhood park Leichhardt 44800 m

2

160 Shields Playground Neighbourhood park Leichhardt 6933.48 m2

161 SRA Lease Local park Creek corridors Leichhardt 17300

m2

162 Styles Street Reserve Pocket park Creek corridors Leichhardt 1684.61

m2

163 Wangal Nura Park Playground pocket park Leichhardt 1960.97

m2

164 War Memorial Park Local park Leichhardt 14400 m

2

165 Jubilee Street Reserve Pocket park Lewisham 321.92 m2

166 Morton Park Neighbourhood park Lewisham 11700 m

2

167 Atkins Square Lilyfield 433.41 m2

168 Callan Park District park Foreshore Lilyfield 610200 m2

169 Canal Road Reserve Pocket park Creek corridors Lilyfield 4362.93

m2

170 Leichhardt Park District park Foreshore Lilyfield 141100 m

2

171 Orange Grove Plaza Playground pocket park Lilyfield 1007.24

m2

172 Ryan Street Reserve Pocket park Lilyfield 338.57 m

2

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173 Trevor Street Reserve Playground pocket park Lilyfield 1055

m2

174 A.b. Crofts Playground Playground pocket park Marrickville 872.86

m2

175 Alex Trevallion Plaza Pocket park Marrickville 608.39 m

2

176 Amy Street Playground Playground pocket park Marrickville 605.84

m2

177 Barclay Street Reserve Pocket park Marrickville 109.58 m2

178 Bourne Street Closure Pocket park Marrickville 122.14 m2

179 Braddock Playground Pocket park Marrickville 664.25 m2

180 Cooks River Foreshore Local park River corridors Marrickville 4147.03

m2

181 Day Street Reserve Pocket park Marrickville 1576.59 m

2

182 Debbie And Abbey Borgia Recreation Centre Local park

River corridors Marrickville 3546.36

m2

183 Dibble Avenue Waterhole Local park Marrickville 3109.6 m2

184 Enmore Park Neighbourhood park Marrickville 40200 m2

185 Fraser Park District park Marrickville 33800 m2

186 Gilbert Barry Reserve Pocket park Marrickville 695.62 m2

187 H.j. Mahoney Memorial Reserve Neighbourhood park

River corridors Marrickville 44300

m2

188 Henson Park District park Marrickville 58500 m

2

189 Jarvie Park Local park Marrickville 7457.43 m2

190 Leicester Street Closure Pocket park Marrickville 109.09 m2

191 Louisa Lawson Reserve Local park Marrickville 2245.76 m2

192 Mackey Park District park River corridors Marrickville 61500

m2

193 Marrickville Golf Course District park River corridors Marrickville 203900

m2

194 Marrickville Park Neighbourhood park Marrickville 44900 m2

195 McNeilly Park Neighbourhood park Marrickville 11400 m

2

196 Murdoch Playground Pocket park Marrickville 259.66 m2

197 Ness Park Local park Marrickville 2067.38 m

2

198 Newington Rd Playground Playground pocket park Marrickville 343.48

m2

199 O'hara Street Playground Playground pocket park Marrickville 1079.58

m2

200 Petersham Rest Area Local park Marrickville 982.34 m

2

201 Premier Street Reserve Pocket park Marrickville 935.97 m

2

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202 Princes Street Playground Pocket park River corridors Marrickville 793.35

m2

203 Richardson Lookout Local park River corridors Marrickville 7495.94

m2

204 Silver Street Playground Pocket park Marrickville 174.2 m

2

205 Steel Park District park River corridors Marrickville 60500

m2

206 Tom Kenny Reserve Local park Marrickville 1104.04 m2

207 Warren Park Neighbourhood park River corridors Marrickville 15300

m2

208 Wicks Park Local park Marrickville 8870.49 m

2

209 Alice Street Playground Playground pocket park Newtown 299.72

m2

210 Camperdown Memorial Rest Park Neighbourhood park Newtown 33900

m2

211 Collyer Playground Playground pocket park Newtown 588.34

m2

212 Darley Street Playground Playground pocket park Newtown 235.37

m2

213 Fleming Playground Playground pocket park Newtown 513.36

m2

214 Garavel Playground Playground pocket park Newtown 621.92

m2

215 George Smith Playground Playground pocket park Newtown 280.74

m2

216 Laura Street Closure Pocket park Newtown 62.68 m2

217 Matt Hogan Reserve Local park Newtown 2079.6 m2

218 Norton Russel Playground Playground pocket park Newtown 264.15

m2

219 Oxford Street Reserve Pocket park Newtown 155.8 m2

220 Peace Reserve Pocket park Newtown 557.68 m

2

221 Pearl Street Playground Pocket park Newtown 261.87 m

2

222 Salmon Playground Local park Newtown 1455.05 m2

223 Wells Street Closure Pocket park Newtown 143.59 m

2

224 Brighton Street Park Local park Petersham 3079.57 m2

225 Marr Playground Local park Petersham 2092.34 m

2

226 Maundrell Park Local park Petersham 5970.42 m2

227 Petersham Park Neighbourhood park Petersham 49500 m

2

228 Petersham Public School Local park Petersham 2789.69 m2

229 Quinn Playground Playground pocket park Petersham 1088.88

m2

230 Terminus Street Reserve Pocket park Petersham 346.77 m2

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231 Trafalger Street Reserve Pocket park Petersham 240.07 m

2

232 Balmain Cove Local park Foreshore Rozelle 7289.9 m2

233 Bridgewater Park Local park Foreshore Rozelle 19700 m

2

234 Dickson Green Pocket park Rozelle 1086.47 m

2

235 Easton Park Local park Rozelle 20400 m

2

236 Elliott Park Local park

Rozelle 13900 m

2

237 Goodsir Street Reserve Playground pocket park Rozelle 1901

m2

238 Hannan Reserve Pocket park Rozelle 3007.3 m2

239 King George Park District park Foreshore Rozelle 44900 m

2

240 O'Connor Reserve Neighbourhood park Rozelle 4466.14 m2

241 Rozelle Common Playground pocket park Rozelle 1664.06

m2

242 Stimson Reserve Playground pocket park Rozelle 1004.65

m2

243 Terry Street Park Pocket park Rozelle 571.19 m2

244 Waterdale Reserve Local park Foreshore Rozelle 4555.17 m2

245 Camdenville Park Neighbourhood park St Peters 34600 m2

246 Mary Street Playground Playground pocket park St Peters 495.71

m2

247 May Street Playground Playground pocket park St Peters 161.79

m2

248 May Street Reserve Pocket park St Peters 594.91 m2

249 Simpson Park Local park St Peters 8889.31 m2

250 St Peters Plaza Pocket park St Peters 85.11 m

2

251 Bain Playground Playground pocket park Stanmore 908.51

m2

252 Crammond Park Local park Stanmore 1360.31 m2

253 Montague Gardens Local park Stanmore 3085.86 m

2

254 Stanmore Reserve Local park Stanmore 1835.67 m2

255 Weekley Park Local park Stanmore 8208.2 m2

256 Whitely Reserve Pocket park Stanmore 453.72 m2

257 4 Liverpool Road Reserve Local park Summer Hill 445.86 m2

258 64 Kensington Road Reserve Local park Summer Hill 1161.8 m2

259 78 Kensington Road Reserve Local park Summer Hill 924.19 m2

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260 Bogan Street Reserve Pocket park Summer Hill 445.96 m

2

261 Cadigal Reserve Local park Creek corridors Summer Hill 2285.17

m2

262 Carrington Street Playground Local park Summer Hill 1863.84 m2

263 D J Gardens Neighbourhood park Summer Hill 15100 m2

264 Edward St Reserve Pocket park Summer Hill 821.62 m2

265 Eora Gardens Local park Summer Hill 630.37 m2

266 John Paton Reserve Local park Summer Hill 3320.72 m2

267 Summer Hill Plaza Car Park Local park Summer Hill 783.01 m2

268 Underwood Reserve Neighbourhood park Summer Hill 3440.98 m

2

269 Francis Playground Playground pocket park Sydenham 321.03

m2

270 Memory Reserve Pocket park Sydenham 903.93 m2

271 Sydenham Green Neighbourhood park Sydenham 41800 m2

272 Fatima Island Pocket park River corridors Tempe 248.28

m2

273 Green Street Playground Pocket park Tempe 276.14 m2

274 Kendrick Park Neighbourhood park River corridors Tempe 18100

m2

275 Station Street Reserve Pocket park River corridors Tempe 284.86

m2

276 Tempe Lands District park River corridors Tempe 105100

m2

277 Tempe Reserve District park River corridors Tempe 179400

m2

278 Tillman Park Neighbourhood park Creek corridors Tempe 16300

m2

279 Toyer Street Reserve Playground pocket park Tempe 404.82

m2

Total Area 328.00 Ha

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Parks and Sport Fields Asset Management Plan

Documents

Transcript of Parks and Sport Fields Asset Management Plan