Separate cover attachment rp 1 (7) draft asset management recreational assets by Wagga Wagga City Council

recreational assets.

recreational

assets.

airport.

Asset Management

PLAN

AIRPORT.

AIRPORT This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Airport Supporting Section of Council’s Asset Management Plan. It is based on the most current data as at June 2012.

Current Asset Base

The following map provides details of the Wagga Wagga airport.

AIRPORT Size of the Airport The following table provides details about the assets Council manages at the airport.

The airport is estimated to be valued at $15,816,919 (in 2012 dollars).

Challenges of the Livestock Marketing Centre The maintenance of the airside assets at the airport is challenging as airport maintenance crews have limited windows of operating times due to aircraft movements. This makes significant routine inspections and auditing challenging as well. There are a high number of people who use the airport each year, in 2011/12 there were 207,701 passengers pass through the terminal and 26,236 aircraft movements. However, the total numbers of people accessing the terminal is significantly higher than this, contractors, people meeting and farewelling travellers, suppliers and other visitors all add to the total visitations. The high throughput puts pressure on assets such as the terminal building, roads and car parks, and can make inspections and maintenance very difficult. This high traffic volume leads to the need for increased inspections and maintenance to ensure assets are kept at a satisfactory standard. For example, a reseal in the car park could take many weeks to complete due to the need to have all cars vacate the car park. Not only is this difficult as there are insufficient all-weather overflow parking areas, but some vehicles are left in the car park for long periods of time and it can be very difficult to contact the owner. Airport pavements are not subject to the high traffic that public roads are. Also the point loads of aircraft are much higher than road going vehicles due to the wheel loadings. This results in pavements having very different wear characteristics to roads.

AIRPORT 2

Condition Assessment

Condition Ratings Reference Sheet

The condition of each asset type managed by Council at the airport is audited against a rating scale which ranges from excellent to very poor. Council’s Surveillance Team uses this scale as the basis of all assessments of the airport assets managed by Council. The Condition Rating Reference Sheets for the following asset types are used to rate each type of asset managed by Council at the airport: • Buildings • Carparks • Fences • Footpaths • Kerb and Gutter • Linemarking • Sealed Roads • Sewer and • Stormwater.

Inspection Regime The condition of assets at the airport will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each asset type against the appropriate Condition Rating Reference Sheet. Each asset managed by Council at the airport will be inspected in accordance with the inspection regime for the asset type as detailed in the relevant sections of the Asset Management Plan. The inspections will be in the form of a GPS audit routine for all assets managed by Council at the airport. Airport staff inspect the airport daily to ensure it is fit for purpose.

AIRPORT Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to unforeseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s Asset Management System. Risks associated with the airport are indentified on an ad hoc basis by Council staff who work at the facility and the community members who use it, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

AIRPORT 3

Life Cycle Management

Life cycle management details how Council plans to manage and operate the asset category at the agreed level of service while minimising life cycle costs throughout the useful life of the asset. For most local government assets there are four key phases to the life cycle, namely: acquisition, operation and maintenance, renewal, and disposal. Further information about life cycle management and the processes used by Council to manage each stage of the life cycle can be found in the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/assetmanagement-introduction/asset-management-plan .

Maintenance Target Maintenance Events The airport, is a commercial entity and operates on a cost recovery basis. The maintenance of the airport is not financed by Council’s General Purpose Reserve, but from the income generated by the airport, which is held in the Airport Reserve. For this reason, maintenance events of the airport are not included in this Asset Management Plan. However, this information will be considered in future revisions of the Plan as Council moves towards strategic asset management. The target maintenance events for the following asset categories are used as a guide for each type of asset at the airport: • Buildings • Carparks • Fences • Footpaths • Kerb and Gutter • Linemarking • Open Space • Sealed Roads • Sewer and • Stormwater.

AIRPORT Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The reactive triggers, intervention and target response times for unscheduled maintenance of the following asset types are used for each asset managed by Council at the airport: • Buildings • Carparks • Fences • Footpaths • Kerb and Gutter • Linemarking • Sealed Roads • Sewer and • Stormwater. However response times at the airport are as short as possible as they are governed by the need to provide a service which is in a satisfactory condition to ensure shows that are booked are delivered. The response times are generally shorter at the airport than the recommended times in the above sections.

Renewal A detailed works program for the renewal of airport assets managed by Council is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the airport, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. Once an asset at the airport is renewed the data is captured in Council’s asset management system.

AIRPORT Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types. When the airport disposes of an asset, an income often results. The income varies depending on the asset type and the market for the asset at the time.

Level of Service

The level of service for each asset category defines what Council intends to deliver to the community with respect to its assets and the level of service the community can afford. The level of service for each asset category is being developed in the coming years and will be based on community expectations, legislative requirements and internal Council policy. When developed, the level of service for each asset category will focus on how the community experiences the asset (relating to factors such as condition, quality, reliability, responsiveness, sustainability, timeliness, accessibility, cost and functionality) and technical characteristics required to deliver the asset. There is a direct relationship between the level of service provided by an asset and the cost to provide it. As the level of service becomes higher, the cost to provide it also increases. As Council moves towards strategic asset management, Council will consider these two factors in relation to each asset category and for the infrastructure network as a whole. In 2012 the level of service for each asset category is based on the satisfactory condition of the asset, coupled with Councilâ&#x20AC;&#x2122;s target response times and actions for unscheduled maintenance activities as contained in this Asset Management Plan section. For more details about the level of service for asset categories please see the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

AIRPORT 5

Financial Considerations

Current Liability Council’s current liability of each asset type is the expenditure required to ensure the condition of the infrastructure is average or above. The current liability of the airport is estimated to be nil, based on the condition audit performed by Council’s Surveillance Team in 2012. This means that all the components of the Airport have a condition rating of average or above (as at 2012).

Projected Annual Maintenance The airport is not financed by Council’s General Purpose Reserve, but from the income of the facility, the Airport Reserve. For this reason, projected maintenance costs of the Airport are not included in this Asset Management Plan. This information will be developed and included in future revisions of this Plan. However, the projected annual maintenance costs for the following asset categories are used as a guide for each type of asset at the airport: • Buildings • Carparks • Fences • Footpaths • Kerb and Gutter • Linemarking • Sealed Roads • Sewer and • Stormwater.

AIRPORT Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. As the airport is not financed by Council’s General Purpose Reserve, the required increase to the annual maintenance budget for additional assets is not included in this Asset Management Plan. This information will be developed and included in future revisions of this Plan. However the required increase to the annual maintenance budget per additional unit for the following asset categories is used as a guide for each type of asset at the airport: • Buildings • Carparks • Fences • Footpaths • Kerb and Gutter • Linemarking • Sealed Roads and • Sewer.

Assumptions

buildings.

Asset Management

PLAN

buildings.

BUILDINGS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/ asset-management-introduction/asset-management-plan. This is the second edition of the Buildings Supporting Section of the Asset Management Plan and is based on the most current data available as at October 2012.

Current Asset Base

The following table highlights the proportion of the buildings network in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012, compared to June 2010.

BUILDINGS Network Map as at October 2012

BUILDINGS Size of the Network Council owns and manages 508 buildings which are located throughout the Wagga Wagga urban area and in the nine rural villages of the Wagga Wagga LGA. The network includes community halls and centres, amenities buildings, BBQ areas, childcare centre buildings, rest areas, commercial premises, residential buildings, sporting ground club houses, park buildings, shelters, Council’s training centre, the RFS Control Centre, animal shelter buildings, the crematorium and cemetery buildings, Willans Hill Museum buildings, the Fernleigh Road Depot, the Visitor’s Information Centre and the Civic Centre. A list of the buildings forms Attachment 1 of this Asset Management Plan. The building network has increased by 29 since 2010. These new buildings have been in the form of 17 shelters at the netball courts, 2 new community halls, a chemical storage shed and 10 miscellaneous buildings. The following table provides details for the types of buildings managed by Council as at 2010 and 2010.

* Miscellaneous buildings include pump station sheds, ** Shelters in parks and open spaces like picnic shelters, not bus and taxi shelters on the road reserve ***WWCC Operational buildings include those where Council operations and services are located, for example Council’s depot, animal shelter, Visitor Information Centre

BUILDINGS Challenges of the Network The challenges facing public buildings in the Wagga Wagga LGA include: • the building network is ageing • communities across the LGA expect to have community buildings as they have had access to them for many years • the community buildings network is large and has limited funding, this makes prioritising maintenance and renewal challenging • degrading external paint reduces the protection to the building’s façade • in high volume areas carpets and floor coverings can degrade in condition quickly, if not checked these can easily become trip hazards • community buildings are prone to vandalism and the resulting maintenance is challenging to manage and prioritise • as Council moves towards strategic asset management the data collected on the buildings network has and will continue to improve to support decision making. The condition of a building was assessed overall when Council was in the early stages of developing the asset management framework; currently the floors, walls, roofing and façade are assessed against the Condition Rating Reference sheets to give the building an overall condition rating. As Council moves towards strategic asset management more details may be required to be included in the condition assessments. The challenge is to find the balance between the collection of data and ensuing the data is useful to support decision making, how much data is enough or how much is too much.

BUILDINGS 2

Condition Assessment

Condition Rating Reference Sheet The condition of buildings is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of the recreation assets by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheets below.

BUILDINGS Condition Rating Reference Sheet - Walls

BUILDINGS Condition Rating Reference Sheet - Floors

BUILDINGS Condition Rating Reference Sheet - Roofing

BUILDINGS Risk and Condition Rating Indicators Council also uses Risk Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Ratings Reference Sheet to enable further analysis of the worst sections of the asset class. The indicators assist in assessing the risk the condition of the asset poses to the community based on location and usage. The following table details the Risk Rating Indicators for the community buildings asset base.

The results of the Risk Rating Indicators give an individual asset or section of the asset a Works Schedule Priority Rating. These ratings are ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the community building network.

Condition Inspection Regime The condition of the building network will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each community building against the Condition Rating Reference Sheet. The entire building network will be audited every two years. The inspections will be in the form of a GPS audit routine for all community buildings in the Wagga Wagga LGA. The inspections will identify: • condition • areas of damage • untidiness and • graffiti

BUILDINGS Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS). Risks of the building network are indentified on an ad hoc basis by Council staff who attend to the buildings and the community members who use the shelters, through Council’s Customer Request System. The information gathered in the annual condition inspection of each building in the network provides Council with sufficient information to develop works schedules, with the aim to reduce the risk resulting from a building in poor condition. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-ofwagga-wagga/engineeringservices/asset-management-introduction/assetmanagement-plan.

BUILDINGS 3

Life Cycle Management

Acquisition When the building network expands details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with the community centres, halls, amenities, commercial premises, depots, the Visitorâ&#x20AC;&#x2122;s Information Centre and rest areas annually.

BUILDINGS The following table details the annual target maintenance events to ensure the Civic Theatre can deliver cultural services to the community.

Unscheduled Maintenance To guide Councilâ&#x20AC;&#x2122;s response to registered requests in Councilâ&#x20AC;&#x2122;s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Councilâ&#x20AC;&#x2122;s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network.

BUILDINGS The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the buildings network.

Renewal A detailed works program for the renewal of the buildings network is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the bus shelter network, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a building could be in the form of a complete replacement or the replacement of a component of the shelter. This level of detail is captured during the condition audits of the network and included in the works program. Once a building is renewed the data is captured in Council’s asset management system.

Disposal Currently, Council includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types. This disposal cost in relation to buildings is associated with those assets which have no resale value, for example when an asset is damaged. However, in most cases the disposal of a building by Council results in an income. The income varies depending on the asset type and the market for the asset at the time of sale.

BUILDINGS 4

Level of Service

BUILDINGS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the buildings network was set at average. The following graph details the proportion of the buildings network in each condition. The graph is based on condition data from the asset management system as at 2009/10, 2010/11 and 2012/13.

As indicated on the graph above the proportion of the network in each condition has remained almost constant since 2010, even though the size of the network has increased by 29 buildings. The largest variation between 2010 and 2012 is the 4% increase in the buildings rated to be in good condition. As the level of service for this asset category is average, the percent of the network not meeting the level of service has remained constant at 6% since 2010.

BUILDINGS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of less than average and therefore deemed as unsatisfactory. The current liability of the buildings network is estimated to be $1,718,213 (in 2012 dollars), down from $1,811,258 in 2010. The following table provides the details of the building network current liability in 2010 and 2012.

NB the current liability included in the above table and graph relates to all buildings captured in Councilâ&#x20AC;&#x2122;s ArcGIS and Asset Management Plan.

NB projected maintenance costs included in this table relate only to the buildings managed by the Council Businesses Section of Council.

BUILDINGS 6

Assumptions

There are some generic assumptions made in the management of assets in Wagga Wagga City Council, these are found in the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/assetmanagement-introduction/asset-management-plan. • This Asset Management Plan relates to all buildings managed by Council. The following Sections of Council are involved in the management of one or more or of these buildings: o Council Businesses o Parks and Gardens and o Waste and Stormwater Services • The target maintenance events and projected annual budget costs have been developed for buildings managed by Council Businesses only, so are not the costs for the entire building network. These costs will be captured in the subsequent reviews of this Plan. • The current liability costings relate to the entire building network. • The information contained in the Asset Management Plan, including the costs relate only to the management of buildings not to the services provided by Council within the buildings. • The challenges listed in this Asset Management Plan relate only to the management of the building, not to the services operating within the building. • The increase in annual cost per additional asset for the building network has been calculated based on the information gathered from the Council Businesses Section of Council in 2010. It is the average annual maintenance cost associated with each type of building managed by this section of Council. • As part of the continuous improvement of the asset management documentation, a gap analysis of Council’s Asset Management Plan and the Supporting Sections was conducted by the Asset Management Team and the relevant Business Owners. o An outcome of the analysis is to treat the assets managed under the framework at the airport and the Livestock Marketing Centre as part of the appropriate asset category. For example buildings at the airport and the Livestock Marketing Centre will be managed under the same framework as all buildings in the network. The level of service at these facilities may or may not be the same as the rest of the network due to different operational or legislative requirements or customer expectations. The buildings at these Council businesses will now form part of the Buildings Supporting Section of the Asset Management Plan.

BUILDINGS 7

Attachemnt 1

The following list details the buildings included in this Asset Management Plan.

BUILDINGS

civic theatre.

Asset Management

PLAN

civic theatre.

CIVIC THEATRE This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Civic Theatre Supporting Section of the Asset Management Plan and is based on the most current data available as at December 2012.

Current Asset Base

Size of the Civic Theatre The Wagga Wagga Civic Theatre is part of the Civic Precinct on the banks of the Wollundry Lagoon. The Theatre is a main focus of cultural activities within the community and attracts a great variety of national and international touring shows as well as many local events. The Theatre boasts a 488 seat auditorium, lighting and sound systems, spacious foyers, fully appointed bar and balcony overlooking the beautiful Wollundry Lagoon. The booking office, located in the lower foyer provides a comprehensive ticketing facility for local shows and events. The value of the Civic Theatre is estimated to be $6,418,125 (in 2012 dollars).

CIVIC THEATRE Map as at June 2012

Civic Theatre Ground Floor Plan

CIVIC THEATRE Civic Theatre First Floor Plan

The Civic Theatre facilitates cultural activities in the form of shows, conferences and productions. It is a unique building in the Wagga Wagga Local Government Area (LGA). For this reason it is treated as an individual asset class, like the Airport, Livestock Marketing Centre and Oasis. While all the assets are managed within the Theatre, this Asset Management Plan is primarily concerned with the building as an infrastructure asset. In this Asset Management Plan there are also details which relate to some assets which enable the building to offer the cultural services to the community.

Challenges of the Civic Theatre The challenges of the Civic Theatre infrastructure include: • Ensuring technical equipment stays abreast with Industry and other Theatres to be able to accommodate touring performances and remain regionally competitive. • The proscenium arch (width of stage) is one of the smallest in Australia, this will limit the shows which can perform on the stage. For example, a main stage Sydney Theatre Company show would not be able to come to Wagga unless designed for the Wagga stage. • The manual fly systems will become an issue due to OH&S as systems for safety are all automated now. • The height of the fly tower is below industry standard. • The scaffolding orchestra pit will become an issue due to OH&S as they are now all automated.

CIVIC THEATRE 2

Condition Assessment

Condition Rating Reference Sheet The condition of each asset type at the Civic Theatre is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of the Civic Theatre by Council’s Surveillance Team. The Condition Rating Reference Sheets for Buildings are used to rate the Civic Theatre building.

Condition Inspection Regime The condition of the infrastructure assets at the Civic Theatre will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the Civic Theatre building against the Buildings Condition Rating Reference Sheets. The Civic Theatre assets will be inspected in accordance with the Buildings inspection regime as detailed in the Buildings Section of the Asset Management Plan. The inspections will be in the form of a GPS audit routine for all assets at the Civic Theatre.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS). Civic Theatre staff inspect the facility to identify potential hazards before and after each performance to ensure the building is fit for purpose. These inspections are conducted almost daily. Risks are also indentified on an ad hoc basis by community members who use the Theatre, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

CIVIC THEATRE 3

Life Cycle Management

Maintenance Target Maintenance Events The following table details the annual target maintenance events of the Civic Theatre building. These maintenance events relate to the management of the infrastructure asset.

CIVIC THEATRE

The following table details the annual target maintenance events to ensure the Civic Theatre can deliver cultural services to the community.

CIVIC THEATRE Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The reactive triggers, intervention activities and response times for the building asset type are used as a basis for the Civic Theatre. However response times at the Civic Theatre are as short as possible as they are governed by the need to provide a Theatre which is in a satisfactory condition to ensure shows that are booked are delivered. The response times are generally shorter at the Civic Theatre than the recommended times in the Building Section.

Renewal A detailed works program for the renewal of the components of the Civic Theatre included in this Section of the Asset Management Plan is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the Civic Theatre, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. Once a component of the Civic Theatre captured within this Section of the Asset Management Plan is renewed the data is captured in Council’s asset management system.

Disposal Where the disposal of the asset incurs a cost, Council currently includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types

CIVIC THEATRE 4

Level of Service

CIVIC THEATRE 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability of each asset type is the expenditure required to ensure the condition of the entire network of infrastructure is average or above. The current liability of the Civic Theatre is estimated to be nil, based on the condition audit performed by Councilâ&#x20AC;&#x2122;s Surveillance Team in 2012. This means that all the components of the Civic Theatre have a condition rating of average or above (as at 2012). This current liability does not relate to the industry specific assets which ensure the building can operate as a theatre.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the Civic Theatre is estimated to be $176,756 (in 2010 dollars). It is a first principle estimate and is expected to vary as Council continuously develops its asset management process and strategies. The following table provides further details of the projected maintenance costs associated with maintaining the Civic Theatre building as an infrastructure asset each year.

CIVIC THEATRE The following table continues to provide further details of the projected maintenance costs associated with maintaining the Civic Theatre building as an infrastructure asset each year.

The following table provides further details of the projected maintenance costs associated with the Civic Theatre providing cultural services to the community asset each year.

CIVIC THEATRE The following table continues to provide further details of the projected maintenance costs associated with the Civic Theatre providing cultural services to the community asset each year.

Assumptions

livestock marketing centre.

Asset Management

PLAN

livestock marketing centre.

LIVESTOCK MARKETING CENTRE This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Livestock Marketing Centre Supporting Section of the Asset Management Plan and is based on the most current data available as at June 2012.

Current Asset Base

The following map provides details of the Livestock Marketing Centre.

The value is the Livestock Marketing Centre is estimated to be $18,710,714 (in 2012 dollars).

LIVESTOCK MARKETING CENTRE Challenges of the Livestock Marketing Centre The expansion of the Livestock Marketing Centre complex is limited by the size of land Council owns. There is a need to expand the complex and this expansion will exhaust all available land. The Centre is designed and approved to provide access for B double trucks. The changes to land zones and local regulations mean that there is a potential for the Centre to be accessed by road trains and vehicles operating at higher mass limits.

Size of the Livestock Marketing Centre The following tables detail the assets at the Livestock Marketing Centre:

LIVESTOCK MARKETING CENTRE 2

Condition Assessment

Condition Rating Reference Sheet The condition of each asset type included in Council’s asset management system at the Livestock Marketing Centre is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all asset assessments at the Livestock Marketing Centre by Council’s Surveillance Team. The Condition Rating Reference Sheets for the following asset categories are used to rate each type of asset at the Livestock Marketing Centre included in the asset management system: • Buildings • Carparks • Footpaths • Kerb and Gutter • Sealed Roads • Sewer and • Stormwater. For details see appropriate Sections of this Asset Management Plan. The following asset types will also be audited and rated against the Code of Practice: • delivery yards • fences stock yards and rural fencing • internal water system – wash down bays, storage ponds, pipes • ramps (including 23 winches) • sale yard area and • weighing system.

Risk and Condition Rating Indicators Council also uses Risk and Condition Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Rating Reference Sheet to enable further analysis of the worst sections of the asset class. Risk and Condition Rating Indicators have not been developed for the Livestock Marketing Centre in this Asset Management Plan. However, as Council moves towards strategic asset management indicators may be developed for large assets classes at the Centre, for example fencing.

LIVESTOCK MARKETING CENTRE Condition Inspection Regime The condition of the Livestock Marketing Centre assets included in the asset management system will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of each asset type against the appropriate Condition Rating Reference Sheet. Each asset will be inspected in accordance with the inspection regime for the asset type as detailed in the relevant Sections of the Asset Management Plan. The inspections will be in the form of a GPS audit routine for all assets at the Livestock Marketing Centre. In addition, Livestock Marketing Centre staff inspect the facility for potential hazards after each sale to ensure the Livestock Marketing Centre is fit for purpose. These inspections are conducted twice per week.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS). Risks are also indentified on an ad hoc basis by staff who work at the facility and the community members who use the Livestock Marketing Centre, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

LIVESTOCK MARKETING CENTRE 3

Life Cycle Management

Maintenance Target Maintenance Events The Livestock Marketing Centre is a commercial entity and operates on a cost recovery basis. The maintenance of the facility is not financed by Council’s General Purpose Reserve, but from the income of the Centre, the Livestock Marketing Centre Reserve. For this reason, maintenance events of the Centre are not included in this Asset Management Plan. This information will be considered in future revisions of the Plan as Council moves towards strategic asset management. However the target maintenance events for the following asset categories are used as a guide for each type of asset at the Livestock Marketing Centre: • Buildings • Carparks • Footpaths • Kerb and Gutter • Sealed Roads • Sewer and • Stormwater.

LIVESTOCK MARKETING CENTRE Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The reactive triggers, intervention activities and response times of the following asset types are used for assets at the Livestock Marketing Centre: • Buildings • Carparks • Footpaths • Kerb and Gutter • Sealed Roads • Sewer and • Stormwater. The response times to intervention levels are generally shorter at the Livestock Marketing Centre than are recommended in the relevant Asset Management Plan Sections. The response times are as short as possible as they are governed by the need to ensure animal welfare and provide a selling facility which is in a satisfactory condition to ensure sales are conducted twice a week.

Renewal A detailed works program for the renewal of the components of the Livestock Marketing Centre included in this Section of the Asset Management Plan is developed annually. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the Livestock Marketing Centre, who decides the works to be implemented. Once a component of the Livestock Marketing Centre included in this Section of the Asset Management Plan is renewed the data is captured in Council’s asset management system.

LIVESTOCK MARKETING CENTRE Disposal When the Livestock Marketing Centre disposes of an asset, an income often results. The income varies depending on the asset type and the market for the asset at the time.

Level of Service

LIVESTOCK MARKETING CENTRE 5

Financial Considerations

Current Liability Council’s current liability of each asset type is the expenditure required to ensure the condition of entire network of infrastructure is average or above. Based on the condition audit performed by Council’s Surveillance Team, the current liability of the Livestock Marketing Centre is estimated to be nil, as at June 2012. This means that all the components of the Livestock Marketing Centre included in Council’s asset management system have a condition rating of average or above (as at 2012).

Projected Annual Maintenance

The Livestock Marketing Centre is not financed by Council’s General Purpose Reserve, but from the income of the facility, the Livestock Marketing Centre Reserve. For this reason, projected maintenance costs of the Centre are not included in this Asset Management Plan. This information will be developed and included in future revisions of this Plan. However, the projected annual maintenance costs for the following asset categories are used as a guide for each type of asset at the Livestock Marketing Centre: • Buildings • Carparks • Footpaths • Kerb and Gutter • Sealed Roads • Sewer and • Stormwater.

LIVESTOCK MARKETING CENTRE Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. As the Livestock Marketing Centre is not financed by Council’s General Purpose Reserve, the required increase to the annual maintenance budget for additional assets is not included in this Asset Management Plan. This information will be developed and included in future revisions of this Plan. However the required increase to the annual maintenance budget per additional unit for the following asset categories is used as a guide for each type of asset at the Livestock Marketing Centre: • Buildings • Carparks • Footpaths • Kerb and Gutter • Sealed Roads • Sewer and • Stormwater.

Assumptions

oasis.

Asset Management

PLAN

oasis.

OASIS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw. gov.au/city-of-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Oasis Supporting Section of the Asset Management Plan and is based on the most current data available as at June 2012.

Current Asset Base

The following map provides details of the Oasis Complex.

OASIS Size of the Oasis Complex The Oasis Complex has seven pools, both indoor and outdoor, including the Wave Ball pool, which is unique to Wagga Wagga. The complex uses approximately 6ML of water each year and is approximately 6,000m2 in area. The complex includes a 350m2 playground, a liberty swing, BBQ area and picnic tables. There is approximately 250m2 of shade sails surrounding the outdoor pools. There are traditional amenity type shower rooms and 3 family change rooms with a shower. There is a cafĂŠ (which is leased) within the complex where food is stored, prepared, cooked and sold. There is a dining area out the front of the cafĂŠ. Bolton Park Stadium, which is part of the complex is a 2 basketball court stadium. The value is the Oasis Complex is estimated to be $17,148,519 (in 2012 dollars).

Challenges of the Oasis Complex Air Conditions The requirement to heat pools and maintain an acceptable air temperature and quality in the Oasis complex is an ongoing challenge because of the fine balance between the pool temperature being too hot or cold and this temperature affecting the humidity, temperature and conditions throughout the complex. Slippery tiles are also an ongoing challenge facing staff and customers.

Maintenance Planning The specialised equipment used in the Oasis complex makes maintenance and even minor repairs a challenge. Some parts can only be sourced from overseas or from one supplier in Australia. This means the technical expertise required on many occasions is not in Australia. Long opening hours and the complex being open every day except Good Friday and Christmas Day makes large scale maintenance on the pools and plant a challenge. To perform large scale maintenance, for example replacing pump seals and expansion joins and pulling apart boilers, the Oasis or at least part of the complex needs to be closed to the public. It is challenging to manage the maintenance requirement and balance customer expectations.

Corrosion The chemicals used in the pool water are increasing the rate of corrosion in the building and facilities. The best methods and strategies to manage this are a challenge for management.

OASIS 2

Condition Assessment

Condition Ratings Reference Sheet The condition of each asset type included in Council’s asset management system at the Oasis complex is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all asset assessments of the Oasis complex conducted by Council’s Surveillance Team. The Condition Rating Reference Sheets for the following asset categories are used to rate each type of asset at the Oasis complex included in the asset management system: • Buildings • Carparks and • Recreational Assets. For details see appropriate Sections of this Asset Management Plan. The following assets types will also be audited and rated against industry standards: • diving tower • pools • plant • pool deck • solar panels and • wave balls.

Condition Inspection Regime The condition of the assets included in the asset management system at the Oasis complex will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of the Oasis complex assets included in the asset management system against the Condition Rating Reference Sheets form the above mentioned asset types. Inspections will be in accordance with the buildings, recreational assets and carpark inspection regimes as detailed in the relevant sections of the Asset Management Plan. The inspections will be in the form of a GPS audit routine for all assets at the Oasis complex.

OASIS Each day Oasis complex staff inspect the facility to ensure it is fit for purpose. This inspection includes the following assets: • fences • playground • plant • diving boards • emergency equipment and • change rooms (are inspected several times per day).

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to un-foreseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s electronic mapping system (ArcGIS). Risks are also indentified on an ad hoc basis by community members who use the complex, through Council’s Customer Request System and staff who work at the complex. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-waggawagga/engineering-services/asset-management-introduction/asset-managementplan.

OASIS 3

Life Cycle Management

Life cycle management details how Council plans to manage and operate the assets at the agreed level of service while minimising life cycle costs throughout the useful life of the asset. For most local government assets there are four key phases to the life cycle, namely: acquisition, operation and maintenance, renewal, and disposal. Further information about life cycle management and the processes used by Council to manage each stage of the life cycle can be found in the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineering-services/assetmanagement-introduction/asset-management-plan.

Maintenance Target Maintenance Events The following tables detail the target maintenance events associated with the Oasis complex annually.

OASIS

* Maintenance performed as required

OASIS

OASIS Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the Oasis complex.

Renewal A detailed works program for the renewal of the infrastructure assets included in Council’s asset management system at the Oasis complex is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section and is based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of the Oasis, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. Once an asset is renewed the data is captured in Council’s asset management system.

OASIS Disposal Where the disposal of an asset incurs a cost, Council currently includes the cost to dispose of an asset in the unit rate of that asset type. As Council moves towards strategic asset management this cost will be captured separately. The Asset Management Plan will be updated to reflect this change as it occurs across the asset types. When the Oasis complex disposes of an asset, an incomes often results. The income varies depending on the asset type and the market for the asset at the time.

Level of Service

The level of service for each asset category defines what Council intends to deliver to the community with respect to its assets and the level of service the community can afford. The level of service for each asset category is being developed in the coming years and will be based on community expectations, legislative requirements and internal Council policy. When developed, the level of service for each asset category will focus on how the community experiences the asset (relating to factors such as condition, quality, reliability, responsiveness, sustainability, timeliness, accessibility, cost and functionality) and technical characteristics required to deliver the asset. There is a direct relationship between the level of service provided by an asset and the cost to provide it. As the level of service becomes higher, the cost to provide it also increases. As Council moves towards strategic asset management, Council will consider these two factors in relation to each asset category and for the infrastructure network as a whole. In 2012 the level of service for each asset category is based on the satisfactory condition of the asset, coupled with Council’s target response times and actions for unscheduled maintenance activities as contained in this Asset Management Plan section. For more details about the level of service for asset categories please see the Asset Management Plan at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/engineeringservices/asset-management-introduction/asset-management-plan. In Council’s first Asset Management Plan of 2011 the satisfactory condition for the Oasis was set at average. The Oasis has engaged the users of the facility in a variety of ways since it began operation. The data gathered relates to the amenity of the facility but are worthy of note in this Asset Management Plan. The following issues are raised as concerns of customers consistently throughout the engagement processes: • tile surface • lack of shade outside and • internal atmosphere.

OASIS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability of each asset type is the expenditure required to ensure the condition of entire network of infrastructure is average or above. The current liability of the Oasis complex is estimated to be $4,828,000 (in 2012 dollars). This relates to the Bolton Park Stadium which currently has sections of the building which have a condition rating of poor and very poor. This cost has been constant since 2010.

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the assets Oasis complex is estimated to be $434,337 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning Team and the Management of the Oasis complex in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management process and strategies. The following table provides further details of the costs associated with maintaining the Oasis complex each year:

OASIS Required Increase to Annual Maintenance Cost per Additional Unit As the asset base increases it is important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for the Oasis complex would need to increase if more assets were added to the facility (in 2010 dollars).

OASIS The following table continues to detail how much per unit the annual maintenance budget for the Oasis complex would need to increase if more assets were added to the facility (in 2010 dollars).

OASIS 6

Assumptions

recreational assets.

Asset Management

PLAN

recreational assets.

RECREATIONAL ASSETS This Supporting Section should be read in conjunction with Council’s Asset Management Plan, the Asset Management Policy (which sets out Council’s philosophy of asset management) and Council’s Asset Management Strategy and Strategic Direction documents (which provides Council with a clear direction and goal for managing the community’s $1.168 billion (as at June 2012) worth of assets). These documents can be found at http://www.wagga.nsw.gov.au/cityof-wagga-wagga/engineering-services/asset-management-introduction/assetmanagement-plan. This is the second edition of the Recreational Assets Supporting Section of the Asset Management Plan and is based on current data as at March 2013.

Current Asset Base

How many Recreational Assets does Council manage? The below table lists the recreational assets managed by Council in the Wagga Wagga Local Government Area (LGA).

RECREATIONAL ASSETS

The value of the playgrounds network is estimated to be $4,215,589 (in 2012 dollars). The value of the fences network is estimated to be $7,489,771 (in 2012 dollars). The value of the other recreational assets is estimated to be $8,801,000 (in 2012 dollars).

Condition The below tables detail the percent of recreational assets condition rated in the Wagga Wagga Local Government Area (LGA) in each condition ranging from excellent to very poor as at June 2012 compared to June 2010. Barbeques

Bins

RECREATIONAL ASSETS Fences

Gates

Picnic Seating

RECREATIONAL ASSETS Playgrounds

Seats

Sporting Equipment

NB Sporting equipment includes basketball courts, bike racks, BMX tracks, cricket pitches, cricket nets and sight screens, fitness elements, goal posts, hockey fields, netball courts, rugby fields, skateparks, soccer fields, softball fields, spectator stands and tennis courts.

RECREATIONAL ASSETS Network Map as at March 2013

RECREATIONAL ASSETS Major Challenges for Recreational Assets The challenges facing recreational assets and facilities include: • The constant pressure to provide green space and safe sports fields with limited water resources, this is exacerbated in times of prolonged low rainfall. • Often sporting grounds are also stormwater detention basins, it can be challenging to manage community expectations when these grounds are closed due to water logging. • Keeping the grass well maintained at some parks, especially in the suburbs and rural villages can pose a challenge to maintenance staff, this is highlighted in wet seasons where the growth rate increases. • Vandalism is an issue across all recreational assets, the damage caused by vandals may result in the condition of the asset decreasing or becoming a safety risk. It is a challenge for Council to know where this is occurring as well as managing the ad hoc nature of the maintenance required to repair the asset. • Many recreational assets in the Wagga Wagga LGA are ageing and their condition is deteriorating, this presents a challenge to Council.

RECREATIONAL ASSETS 2

Condition Assessment

Condition Rating Reference Sheet

The condition of recreational assets is audited against a rating scale which ranges from excellent to very poor. This scale is used as the basis of all assessments of recreational assets by Councilâ&#x20AC;&#x2122;s Surveillance Team. The rating scale forms the Condition Rating Reference Sheets below for barbeques, bins, fences, fitness equipment, playgrounds and seating (including tables). Condition Rating Reference Sheet - Barbeques

RECREATIONAL ASSETS Condition Rating Reference Sheet - Bins

NB This Condition Rating Reference Sheet is also used to assess the condition of bin enclosures.

RECREATIONAL ASSETS Condition Rating Reference Sheet - Fences

NB This Condition Rating Reference Sheet is also used to assess the condition of net/cage mesh structures.

RECREATIONAL ASSETS Condition Rating Reference Sheet - Fitness Equipment

RECREATIONAL ASSETS Condition Rating Reference Sheet - Playgrounds

RECREATIONAL ASSETS Condition Rating Reference Sheet - Seating (including tables)

RECREATIONAL ASSETS The Sealed Roads Condition Rating Reference Sheet is used to assess the condition of the asphalt cycle tracks by Council’s Surveillance Officers. The Footpaths Condition Rating Reference Sheet is used to assess the condition of the lagoon boardwalk by Council’s Surveillance Officers. The condition of the following recreational assets will be assessed against the Buildings Condition Rating Reference Sheets by Council’s Surveillance Officers: • picnic shelters and • indoor basketball courts.

Miscellaneous Recreational Assets There are a number of recreational assets which are assessed against the phases of the asset life cycle, as detailed in the following table:

The following recreational assets will be assessed against the asset life cycle phases by Council’s Surveillance Officers: • long jump pits • long jump run-up • discus/shot put pad • concrete ponds and waterfalls • cricket pitch • drinking fountains • fountains • flag posts • pumps • sprinkler heads • indoor backboards • shade sails • skate parks • irrigation pipe fittings

RECREATIONAL ASSETS The list of recreational assets continues below: • irrigation control unit • irrigation valves • sportsground lighting • park lighting • sportsground • hockey fields • open space signage • sporting grounds • goal posts • retaining walls • water tanks • military items (planes, tanks, cannons, guns) and • memorials. A generic condition rating reference sheet relating to these assets will be developed and the Asset Management Plan will be updated to include this additional information. If required, a condition rating reference sheet for individual asset types will also be developed and included in future revisions of the Asset Management Plan.

Risk Ratings Indicators Council also uses Risk Rating Indicators to determine a prioritised works schedule for the maintenance, renewal and replacement of large asset categories. These indicators are used in addition to the Condition Ratings Reference Sheet to enable further analysis of the worst sections of the asset class. The indicators assist in assessing the risk the condition of the asset poses to the community based on location and usage. The following table details the Risk Rating Indicators for the recreational asset network. It is based on the park hierarchy developed as part of the Recreation and Open Space Strategy 2005 – 2015.

RECREATIONAL ASSETS The results of the Risk Rating Indicators give an individual recreational asset a Works Schedule Priority Rating in addition to the condition rating. These ratings are ranked from highest to lowest to produce prioritised schedule of works for maintenance, replacement and renewal of the recreational asset network.

Condition Inspection Regime The condition of identified recreational assets, including playgrounds and sporting facilities will be assessed as part of the Condition Inspection Regime. This inspection will audit the condition of recreational assets against the Condition Rating Reference Sheet. The entire recreational asset network will be audited every two years. The inspections will be in the form of a GPS audit routine for all recreational assets in the Wagga Wagga LGA. The inspections will identify: • condition • areas of damage • need for repainting and • breakages.

Unscheduled Inspection Regime Ad hoc inspections will be conducted in response to customer requests, on a needs basis and where the asset degrades due to unforeseen or unusual circumstances, like a storm event. These inspections are done onsite by trained Surveillance Officers and the results are captured in Council’s Asset Management System. Risks associated with the bus and taxi shelter network are indentified on an ad hoc basis by Council staff who attend to the shelter and the community members who use the shelters, through Council’s Customer Request System. More information regarding Council’s risk management practices can be found in the Asset Management Plan, at http://www.wagga.nsw.gov.au/city-of-wagga-wagga/ engineering-services/asset-management-introduction/asset-management-plan.

RECREATIONAL ASSETS 3

Life Cycle Management

Acquisition The acquisition of recreational assets is in response to the strategic documents developed by Council relating to sporting and leisure activities, as a result of new land release areas and where a community need exists. When a recreational asset is built details are recorded in Councilâ&#x20AC;&#x2122;s asset management system and the new asset is included in the appropriate inspection regimes.

Maintenance Target Maintenance Events The following table details the target maintenance events associated with the recreational assets network annually.

RECREATIONAL ASSETS

Unscheduled Maintenance To guide Council’s response to registered requests in Council’s Customer Request System, reactive triggers (based on the level of risk) have been developed for each asset category. These triggers include intervention activities and target response times. Whilst Council aims to achieve these target response times, situations can arise that hamper Council’s efforts and response times may be extended for reasons including, but not limited to resource availability, excessive workloads and emergency events which impact the network. The following table details the reactive triggers, intervention and target response times for unscheduled maintenance of the recreational assets network.

RECREATIONAL ASSETS Renewal A detailed works program for the renewal of the recreational assets which are condition rated is developed annually to support this Asset Management Plan. This renewal program is prioritised based on the results of the condition audits. The renewal plan is developed by Council’s Asset Integrity Section based on the data in Council’s asset management system. The renewal plan is recommended to the Business Owner of recreational assets, who decides the works to be implemented. The implementation of the works program depends on the level of funding available in Council’s budget, as detailed in the Long Term Financial Plan or grant funding received. The renewal of a recreational asset, a playground for example could be in the form of a complete replacement or the replacement of a component of the playground. This level of detail is captured during the condition audits of the network and included in the works program. Once a recreational asset is renewed the data is captured in Council’s asset management system.

RECREATIONAL ASSETS 4

Level of Service

RECREATIONAL ASSETS Satisfactory Condition In Councilâ&#x20AC;&#x2122;s first Asset Management Plan of 2011 the satisfactory condition for the recreational asset network was set at average. Playgrounds The following graph details the proportion of the playground network in each condition. The graph is based on condition data from the asset management system as at 2008/09, 2010/11 and 2012/13.

As indicated on the graph the overall condition of the playground network has decreased between 2010/11 and 2012/13. The number of playgrounds in excellent condition has decreased from 25% to 19% since 2010. Playgrounds in good condition have also decreased by 5% during the same period, while the proportion of the network in average condition has increased from 27% to 31%. The largest shift in condition is in the poor category, where the proportion of the network has increased by 7% since 2010. The proportion of the network in very poor condition has remained constant. Therefore as the level of service for this asset category is average, the percent of the playground network not meeting the level of service has increased from 3% to 10% since 2010.

RECREATIONAL ASSETS Barbeques The following graph details the percent of barbeques in each condition. The graph is based on the results of the condition audits of 2009/10, 2011/12 and 2012/13.

As indicated on the graph the proportion of the network in excellent condition has decreased from 30% in 2010 to 14% in 2012. During the same period the proportion of the network in good condition increased by 20%. The percent of the network in average condition remained the same and there was a 2% change in the proportion of the network in very poor condition. The percent of the barbeques in poor condition decreased from 17% to 11%. Therefore as the level of service for barbeques is average, the percent of the network not meeting the level of service has decreased from 20% to 16% since 2010.

RECREATIONAL ASSETS Bins The following graph details the proportion of the bins in each condition. The graph is based on results of condition audits of 2008/09, 2011/12 and 2012/13.

As indicated on the graph the condition of the bins network has remained constant since 2008. Fences The following graph details the proportion of the fences in each condition. The graph is based on results of 2008/09, 2011/12 and 2012/13 condition audits

RECREATIONAL ASSETS Seating The following graph details the proportion of seating in each condition. The graph is based on the results of the condition audits conducted in 2008/09, 2011/12 and 2012/13.

As indicated on the graph the overall condition of the seating network has remained constant, while the size of the network has increased. As the level of service for this asset category is average, the percent of the network not meeting the level of service has increased from 10% to 12% since 2010.

RECREATIONAL ASSETS Sporting Equipment The following graph details the proportion of the sporting equipment network in each condition. The graph is based on the results of the condition audits conducted in 2009/10, 2011/12 and 2012/13.

As indicated on the above graph the overall condition of the sporting equipment network has remained fairly constant, with the only significant change being an increase in the proportion of the network in good condition since 2011. NB Sporting equipment includes basketball courts, bike racks, BMX tracks, cricket pitches, cricket nets and sight screens, fitness elements, goal posts, hockey fields, netball courts, rugby fields, skateparks, soccer fields, softball fields, spectator stands and tennis courts.

RECREATIONAL ASSETS 5

Financial Considerations

Current Liability Councilâ&#x20AC;&#x2122;s current liability in relation to the infrastructure network is the sum of all asset units which have a condition rating of less than average and therefore deemed unsatisfactory. The current liability of the playground network is estimated to be $132,812 (in 2012 dollars). The current liability of the fencing network is estimated to be $482,467 (in 2012 dollars). The current liability of all other recreational assets included in this plan is estimated to be $305,393 (in 2012 dollars).

Projected Annual Maintenance Costs For Council to achieve the target maintenance events as detailed in Section 3 of this Asset Management Plan, the projected annual maintenance budget for the recreational asset network is estimated to be $4,328,964 (in 2010 dollars). This estimate was developed by Councilâ&#x20AC;&#x2122;s Asset Management Planning and Parks and Recreation Sections in 2010. It is a first principle estimate and is expected to vary as Council improves its asset management processes and strategies. The table on the following page provides further details of the maintenance costs associated with maintaining the recreational asset network each year.

RECREATIONAL ASSETS

RECREATIONAL ASSETS Required Increase to Annual Maintenance Cost per Additional Unit As the asset based increases is it important to ensure that the annual maintenance budget also increases. The following table details how much per unit the annual maintenance budget for recreational assets should increase as the network expands (in 2010 dollars).

RECREATIONAL ASSETS

RECREATIONAL ASSETS 6

Assumptions