open space asset management plan 2020 - 2039

Open Space– Asset Management Plan

2020 - 2039

2019-20 Public Open Space Asset Management Plan

Orange City Council Page 1

TABLE OF CONTENTS

1. Executive Summary ....................................................................................................................... 2

2. Strategic Objectives....................................................................................................................... 5

3. Services Provided & Classification .............................................................................................. 6

4. Levels of Service & Key Performance Measures ........................................................................ 7

Key Performance Measures ................................................................................................................. 7

5. Condition of Our Assets .............................................................................................................. 11

6. Operations .................................................................................................................................... 14

7. Maintenance ................................................................................................................................. 14

8. Capital Upgrades & New Assets ................................................................................................. 20

9. Asset Rationalisation and Disposal Plan .................................................................................. 21

10. Financial Plan ............................................................................................................................... 21

11. Risk Management Plan ................................................................................................................ 22

11.1 Critical Assets ....................................................................................................................... 23

12. Performance Review and Proposed Improvement Plan .......................................................... 24

13. Appendix A: Mowing Scope of Works and Service Levels...................................................... 25

13.1 Parks and Open Space Maintenance list ............................................................................. 25

13.2 Service maintenance levels – Activity frequency schedule .................................................. 30

14. Appendix B: Rolling Four Year Renewal Programs ................................................................. 31

14.1 Barbeques ............................................................................................................................ 31

14.2 Playgrounds ......................................................................................................................... 31

14.3 Fencing ................................................................................................................................. 32

14.4 Seating ................................................................................................................................. 33

14.5 Tables ................................................................................................................................... 34

14.6 Shelters ................................................................................................................................ 35

14.7 Active Play Areas ................................................................................................................. 35

14.8 Sports Equipment ................................................................................................................. 37

14.9 Park Signage ........................................................................................................................ 38

15. Appendix C: Upgrade / New Capital Works Program ............................................................... 39

15.1 Lighting ................................................................................... Error! Bookmark not defined.

15.2 Structures ............................................................................... Error! Bookmark not defined.

15.3 Master Plan ............................................................................ Error! Bookmark not defined.

16. Appendix D: 20 Year Financial Plan ........................................................................................... 41

Document Control

Rev No Date Revision Details Author Verifier Approver

1 15/05/2019 First Draft AL NH SM

2 30/06/2019 Final AL NH SM



1. Executive Summary

Council’s intention is to provide the City with a network of Public Open Space areas, ranging from regional and local sports grounds, regional attractions, passive parks, drainage reserves and precinct linkages that are serviced and maintained to a consistent level service that reflects the community’s expectations whilst operating in a functional and cost effective manner. The replacement cost for the Parks and Open Space assets covered in this plan is $21.5M. Parks and Open Space Assets were re-valued in 30 June 2016.

This plan assists Council in the decision making process and is presented at a high level to provide key information that can be used in the determination of levels of service and funding required.

Table 1.1 below shows the value of the asset groups covered in this plan, the asset expenditure allocated in the 2019/20 budget and the effect this planned expenditure is forecast to have on asset performance.

Figures in Table 1.1 below are extracted from the 2019/20 asset renewal modelling and allocated from the 2019/20 budget. Renewal modelling compares the proposed renewal expenditure over the next 20 years to the renewal funding allocated in the budget and identifies any gaps. The 2019/20 budget delivers a renewal backlog of $1.6M for Year 1 of this plan (2019/20) and is projected to increase to $10.8M in year 20, and a renewal gap of $541K pa.

Table 1.1: What is provided & what does it cost ($, 000)?

Asset Replacement Cost

Operation & Maintenance

Renewal Upgrade & New

Funding Gap

Backlog Year 1

Backlog Year 20

Barbeques 180 57 - - 23 91 457

Fencing 3,173 1,013 - - 75 18 1,490

Playground 1,490 533 3 - 146 750 2,920

Seating 341 115 - - 26 67 528

Shelter 284 90 - - 4 0 75

Structures Walls & Paths 402 128 - - 4 0 71

Tables 154 49 - - 8 8 163

Internal Roads 5,185 1,651 1 - 60 295 1,206

Active Play Areas 3,318 1,060 - - 182 360 3,641

Sporting Equipment 172 55 - - 12 0 249

Park Signage 245 78 30 - -12 -23 -233

Pedestrian Bridges 1,176 374 6 - 13 0 262

Other 5,380 1,713 0 860 0 0 0

Total 21,500 6,916 40 860 541 1,565 10,828

Notes: 1. Budget Figures are the 20 year annual average amounts indexed by 0.9% p.a. for growth; 2. The Upgrade and New works figure of $860K pa represents the 20 year average. The five year projected total spend on new works is $12.3M. 3. Fencing figures include Council wide fencing assets. 4. “Other” refers to non-modelled Open Space assets such as lighting, gardens, monuments, internal services, irrigation etc.

Table 1.1 suggests the drivers of the annual average renewal backlog is shared between active play area

renewals and playground renewals, accounting for approximately 61% of the Parks and Open Space backlog.

This plan does not attempt to address the projected renewal backlog nor its implications to ratepayers.

Any negative figures indicate a surplus in the first year which will be required in subsequent years. The

projected budget amounts are based on 2019 dollars increased in real terms for growth by 0.9% per annum.



Figure 1.1: What will we spend over the next 10 years? ($,000)

The current condition of our assets is shown in the following graph based on the value of each asset in each of

10 conditions ranging from 1 to 10, with 1 being near new and 10 as a completely failed asset.

Figure 1.2: What condition are our assets in?

Council’s levels of service and performance measures have been merged to make it easier to reference what the community is asking for, how Council will deliver these services which also includes the key performance measures and how these K.P.I’s are measured. This service level reflects what is outlined in the Community Strategic Plan to meet the community’s expectations of Council’s ability to deliver these services.

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Operations Maintenance Renewal Upgrade / Expansion Rolling Backlog

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Active Play Areas Barbeques Fencing Internal Roads

Pedestrian Bridges Playground Seating Shelter

Park Signage Sporting Equipment Structures Walls & Paths Tables



What is the Breakup of our Planned Capital New/Upgrade expenditure?

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Park and Reserve Enhancements Wade Park - Facility Development Rectangular Playing Field

Sports Fields Enhancements Playground Installations Wade Park - Indoor Cricket Centre

SJBP - Huntley Road Community Building Orange Cemetery Capital Works Capex Masterplan - Clifton Grove

Capex Masterplan - Spring Hill Capex Master Plan - Lucknow



2. Strategic Objectives

Council manages and maintains Public Open Space assets to achieve the following strategic objectives.

1. Ensure that areas of public open space are maintained at a safe and functional standard as set out in this asset management plan.

2. To provide services to current and future generations.

3. To promote wider community participation and engagement in local community activities such as sport, recreation, leisure and arts.

Orange City Council developed a comprehensive community engagement strategy to ensure a broad range of

opinions; ideas and visions were captured to help shape the Orange Community Strategic Plan. The outcomes

& strategies supported by that plan are detailed in the Asset Management Strategy.

To assist in the delivery of the objectives in this plan, a number of key documents & systems have been

prepared and should be referred to in considering the findings presented:

Table 2.1: Where can I find additional information?

Document / System Content

Community Strategic Plan Outcomes and Strategies identified by the community

Council Asset Policy How we manage assets

Asset Management Strategy

Overall direction of asset management and portfolio summary

Asset Management Manual

Procedures and Processes the guide the management of assets

Condition Assessment Manual

Details on the process of assessing condition, including photographic examples of various conditions

Enterprise Risk Management Plan

The identification and management of risks across Council operations

Civica Asset Management System (AM)

Electronic system that contains the asset register, condition ratings and used to model future renewals

Enlighten GIS Geographical information system that produces maps of assets

Recreational Needs Study Study based on existing facilities and anticipated future needs. To be reviewed once Open Space Strategy is adopted.

Play Strategy Draft – guide to the installation of play facilities across the LGA based on spatial and demographic studies.

Orange Outdoors Strategy (2015-2020)

Draft - guide the management of the public domain in the Orange LGA, with a holistic, stream-lined approach that will better provide for the Community’s needs into the future.

The 2018 Orange Community Strategic Plan Outcomes supported by the Public Open Space AMP include:

Theme Live – A liveable city that is connected through open spaces: o 1.1 Engage with the community to ensure recreation opportunities and facilities meet changing

needs. o 1.2 Maintain and renew recreational spaces and infrastructure to encourage an active and healthy

lifestyle. o 2.1 Identify and deliver sport and recreational facilities to service the community into the future o Partner with key stakeholders to deliver infrastructure that improve the safety and security of the

community.



3. Services Provided & Classification

Public Open Spaces have been categorised into 8 classes to assist in the determination of Levels of Service. Table 3.1 identifies the characteristics that assist in identifying which class an open space will fit into. The overall rating will determine how frequently maintenance is carried out and to what standard.

The establishment of a hierarchy for open spaces provides a useful tool for the planning and provision of active and passive recreation spaces and ensuring the efficient allocation of resources based on maintaining levels of service appropriate to their function within the hierarchy.

Table 3.1: Public Open Space Classification

Class Description

Regional Park A reserve that residents and visitors are willing to travel to from the community that they live in. High frequency of inspections, cleaning and maintenance.

Neighbourhood Park A developed urban reserve designed for ease of pedestrian access. Medium frequency of inspections, cleaning and maintenance.

Local/Pocket Park A local reserve within the urban community that may be partly developed for aesthetic / amenity purposes. Low frequency of inspections, cleaning and maintenance.

Reserves Includes undeveloped Crown land for which Council is Trust Manager and other underdeveloped reserves. Low frequency of inspections, cleaning and maintenance.

Regional Sports Grounds A sports ground that is designed for and used for active sport on a regular basis. High frequency of inspections, cleaning and maintenance.

Local Sports Grounds A reserve that has been primarily developed for activities within the City. Medium frequency of inspections, cleaning and maintenance.

Corporate/Community Building Reserves

A reserve or open space that is mainly dedicated to hosting community facilities such as a community hall Low frequency of inspections, cleaning and maintenance.

Streetscape Perennial and annual gardens in roundabouts, kerb side blisters, street trees and landscape elements.

Utilising these classifications, typical renewal frequencies are currently being developed that will maintain the elements of each public open space at a mix of condition rating of 5 (An asset in fair overall condition.– i.e. only reactive and cyclic maintenance required) and condition 6 (An asset in fair to poor overall condition).

Growth and Demand:

In addition to assets constructed by Council, new Open Space assets are acquired from land developments. These new areas require additional maintenance and operational expenditure to maintain community standards.Council allocates an additional $100k pa to be used to offset some of the costs associated with these additional open space acquisitions.



4. Levels of Service & Key Performance Measures

One of the basic tenets of sound asset management practice is to provide the level of service the current and

future community want and are prepared to pay for, in the most cost effective way (NZ NAMS 2007)

Public Open Spaces and their assets have been categorised into classes to assist in the determination of Levels

of Service (LOS) which are grouped into:

Community LOS – relates to how the community receives the service in terms of safety, quality,

quantity, reliability responsiveness, cost efficiency and legislative compliance; and

Technical LOS – these are the technical measures of performance developed to ensure the minimum

community levels of service are met.

Table 4.1 outlines what the community desires for each asset Category and how Council will deliver it.

Table 4.1: What does the Community want?

CSP Category The Community Wants (Community LOS)

How we Deliver this (Technical LOS)

5.1 5.2

Regional Park Amenity provisions such as toilets, passive recreational opportunities, shelter. Clean, tidy open spaces with healthy lawns and vibrant garden beds

Construction and maintenance of appropriate amenity infrastructure for Regional Parks and commensurate levels of service to ensure that soft landscape elements and presentation of public open space meets the classification.

5.2 Neighbourhood Park

Aesthetically pleasing landscape, passive recreational opportunities

Maintenance of appropriate infrastructure, parks mown, cleaning and litter removed

5.2 Local/Pocket Park Aesthetically pleasing landscape Parks mown and litter removed

5.2 12.1

Reserves Clean and tidy open spaces Surrounds maintenance, control of weeds, litter removed

5.2 6.1

Regional Sports Grounds

Sports fields with suitable playing surfaces, line marking and goal posts, amenity provisions

Mowing frequencies, control of weeds that affect the playing surface quality, implement spring renovation works

5.2 6.1

Local Sports Grounds

Playing surface suitable for the level of competition/training to be undertaken

Mowing frequencies

5.2 Corporate/ Community Building Reserves

Clean, presentable maintained surroundings to building reserves

Mowing frequencies, control of weeds, litter collection

5.2 Streetscape Vibrant, healthy soft landscape areas that are visually appealing

Regular inspection and maintenance of streetscape gardens and street trees to ensure weed and litter free areas and good health and vigour of soft landscape elements.

Key Performance Measures

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

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

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

The degree to which improvement plans are implemented and reviewed.

Council has developed key performance measures for Parks and Public Open Space assets in terms of maintaining open space to deliver a general level of service to the community and users of our facilities grouped into:

Quality

Function

Safety



Condition; and

Accessibility

While a number of the measures have not been assessed it is anticipated that they can be incorporated into the next stage of development of this Asset Management Plan, once community consultation has been completed with the Community Strategic Planning process.

Development of Key Performance Measures based on condition have been developed by considering

Table 4.2 Performance Measures - Playgrounds

Key Performance Measure

Level of Service Target Current

Quality Provide quality playground equipment that is adventurous, entertaining and stimulating.

Less than 10 requests / month Meets targets

Function To provide a diverse range of playgrounds within the City which ensures that user requirements are met

100% subject to budget Not currently measured

Sustainability Playgrounds are managed for future generations Forward program to meet future requirements

Not currently measured

Safety To provide a safe hazard free environment < 5 / month Meets targets

Condition To ensure all components are operational Respond to CRM within 1 working day

Meets targets

Cost effectiveness The playgrounds are managed efficiently for the required level of service

Within -/+ 5% of budget Meets targets

Accessibility To maintain current DDA Accessible and integrated playgrounds 100% Not currently measured

Safety To provide safe hazard free equipment Monthly inspections Monthly inspections

Table 4.3 Performance Measures – Sports Ground Infrastructure

Key Performance Measure

Level of Service Target Current

Quality To ensure all equipment is operating efficiently. 70 to 80% efficient Not currently measured

Function To ensure an area meets service function 100% subject to budget Not currently measured

Sustainability Sports grounds are managed for future generations Forward program to meet future requirements

Not currently measured

Safety To provide a safe hazard free environment < 5 / month per sportsground Meets targets

Condition To provide appropriate sustainable infrastructure 100% CRM

Cost effectiveness The sports grounds are managed efficiently for the required level of service for the total life of the asset

Within -/+ 5% of budget Meets targets

Accessibility To maintain current DDA Accessible and integrated sportsgrounds

100% Not currently measured

Safety To provide safe hazard free equipment Monthly inspections Monthly inspections

Phase up – Phase down

For each asset type, the “intervention level” condition is the condition at which renewal of the asset is proposed to be undertaken. Minimising the life cycle cost and indications of the desired level of service obtained through community engagement have been considered in setting intervention level conditions.



As an example, the intervention level adopted for fencing is 8 and for playgrounds is 6. Assets are rated on a 1 (Near New) to 10 (Completely Failed) scale. Refer to the following Section 5 - Condition of Our Assets for more details.

Evaluating “phase up” and “phase down” scenarios provides information on costs or savings and other impacts to the community based on higher and lower Levels of Service (LoS) options.

A phase up scenario may mean that fencing is renewed at condition level 7 and playgrounds at condition 5 and a phase ramp down scenario could be where fencing renewed at condition level 9 and playgrounds at condition 7.

For playgrounds there needs to be consideration relating around the quality and function of the asset. A clearer indication would be to base phase up/down around the usage of a playground. For example. If a playground is 20yrs old in condition 4 (due to maintenance) but it does not provide the quality of play in current times and not being used, then the utilisation may actually be a 9, therefore requiring replacement.

The average annual renewal costs under each of these scenarios are listed in Table 4.4a and 4.4b below.

Table 4.4a: Phase-Up Scenarios

Asset Scenario Phase-Up Cost $000 Base Case $000 Movement $000

Active Play Areas Phase Up - Con 6 200 182 18

Barbeques Phase Up - Cond 5 27 23 4

Fencing Phase Up - Cond 7 75 75 0

Internal Roads Phase Up - 6-7-8 106 62 44

Playground Phase Up - Cond 5 222 149 73

Seating Phase Up - 6&5 28 26 1

Shelter Phase Up - Cond 7 4 4 1

Park Signage Phase U - Cond 7 20 18 1

Sporting Equipment Phase Up - Cond6 16 12 3

Structures Walls & Paths Phase Up - Cond 6 5 4 2

Tables Phase Up - Cond 6&5 8 8 -

Pedestrian Bridges Phase Up - Cond 7 26 13 13

Total Phase-Up Scenarios – Additional$161K pa 737 576 161

Table 4.4b: Phase-Down Scenarios

Asset Scenario Phase-Down Cost $000 Base Cost $000 Movement $000

Active Play Areas Phase Down - Cond 8 164 182 -18

Barbeques Phase Down - Cond 7 23 23 -0

Fencing Phase Down - Cond 9 67 75 -8

Internal Roads Phase Down - 8-9-10 32 62 -30

Playground Phase Down - Cond 7 149 149 0

Seating Phase Down - 8&7 26 26 -0

Shelter Phase Down - Cond 7 3 4 -1

Park Signage Phase Down - Cond 9 18 18 -1

Sporting Equipment Phase Down - Cond 8 9 12 -4

Structures Walls & Paths Phase Down - Cond 8 3 4 -0

Tables Phase Down - Cond 8&7 8 8 0

Pedestrian Bridges Phase Down - Cond 8 7 13 -6

Total Phase-Down Scenarios – Saving of $68K pa 508 576 -68



Table 4.4a above indicates that if Council were to renew each asset component more frequently by lowering the renewal intervention level for each Parks and Open Space Asset component, Council would save approximately $68K pa in total.

Conversely, if Council were to reduce the rate of asset renewal by increasing the renewal intervention level by one condition point, Table 4.4b indicates that it would cost Council an additional $161K pa.

The financial renewal costs are identified in Tables 4.4a and 4.4b, however, the extra maintenance costs that would be required because of renewal delay under the phase down option have not been captured.



5. Condition of Our Assets

Council maintains a Condition Assessment Manual that details the frequency of inspection and condition rating

to be used for all assets. This data is recorded in the Council Asset Management System and used to predict

the timing of renewal / maintenance requirements in the Long Term Financial Plan.

Assets are rated on a 1 (Near New)to 10 (Completely Failed) scale consistent with the Maloney model and

advanced asset management practices as outlined in the IPWEA International Infrastructure Management

Manual. Details on how Council assesses condition and further information on the rating scale are contained in

the Condition Assessment Manual.

The intent of Council is not to undertake renewal on an asset until it reaches its ‘Intervention Level’, that is the

condition at which the community has determined renewal is required based on the LOS analysis. Typically

assets will be renewed between condition 6 & 8 which ranges from fair/poor to very poor depending on their

classification.

Deterioration profiles have been developed that track the rate of deterioration expected over time for each

material type in each asset group. This information is used in our models to determine when an asset is

expected to be due for renewal, noting that assets will only be renewed when they reach their intervention

condition, not based on their age.

Figure 5.1 provides examples of several deterioration profiles used with the vertical column showing the years

remaining at a particular condition. A Barbeque in a Premier park (Series 1) at condition 3 is expected to last for

another 7 years, until complete failure at condition 10.Figure 5.1: At what rate do we expect our assets to

deteriorate?



Using the information from the curves above and the intervention level set for the class of an asset we can determine the expected useful lives of our assets as detailed in table 5.1 below.

Table 5.1: What are our Intervention Levels to Renew an Asset?

Component Class Intervention Level Useful Life

BBQ’s Neighbourhood/Regional 7/6 14/12

Seats Local/Neighbourhood/Regional 7/7/6 57/18

Tables Local/Neighbourhood/Regional 7/7/6 60/16

Fencing Local/Neighbourhood/Regional 8 75/40

Other Structures Local/Neighbourhood/Regional 7 35/25

Each asset group’s condition is maintained in the Asset Register. The graphs below give the condition profile

based on the replacement cost of the top 4 valued asset groups.

021426384

105

1 2 3 4 5 6 7 8 9 10

Fencing

Masonary FencingTimber FencingSteel Fencing

048

121620

1 2 3 4 5 6 7 8 9 10

Playground

Premier Playground Standard Playground

0

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24.8

37.2

49.6

1 2 3 4 5 6 7 8 9 10

Seating

Timber Seating

Steel Seating

021426384

105

1 2 3 4 5 6 7 8 9 10

Pedestrian Bridges

ConcreteSteelTimber



Figure 5.2: What Conditions are our top 4 assets in?

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6. Operations

Operational activities are those regular activities that are required to continuously provide the service including asset inspection, electricity costs, fuel and overheads.

Table 6.1: When do we undertake Inspections?

Inspection Frequency

Regional Parks and Regional Sports grounds Annually

Neighbourhood Parks Biannually

Local Pocket Parks Biannually

Reserves Triennially

Local Sports Grounds Biannually

Corporate/Community Building Reserves Biannually

Streetscapes Annually

The operational costs are detailed in Table 6.2 and exclude the annual depreciation expense.

Table 6.2: What are our Operational Costs?

Item Budget

Employee Costs 2,895

Rates, Fees and Charges 1,021

Materials, Stationery and Equipment 208

Local Event/Program Support & Promotion 256

Cleaning/Garbage Removal/Hygiene 202

Other/Unspecified 57

Total 4,639

Figure 6.1: What is the breakup of our Operational Costs?

7. Maintenance

Routine maintenance is the regular on-going work that is necessary to keep assets operating to ensure they

reach their useful life. It includes work on an asset where a portion may fail and need immediate repair to make

62%

22%

5%6%

4% 1%

Employee Costs

Rates, Fees and Charges

Materials,Stationery And Equipment

Local Event/Program Support &PromotionCleaning/Garbage Removal/Hygine



it operational again. It may be either planned where works are programmed in or cyclic in nature or reactive in

response to storm damage, vandalism etc.

Maintenance is either planned or reactive, defined as:

Reactive maintenance – unplanned repair work carried out in response to service requests.

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 experience, prioritising, scheduling, actioning the work and reporting what was done to develop a maintenance history and improve maintenance and service delivery performance.

Maintenance expenditure levels are considered to be adequate to meet required service levels. Future revision of this asset management plan will include linking required maintenance expenditures with required service levels in the CSP. The level of service and standards of care for maintenance is carried out in accordance with Council’s Defined Asset Management Policy (DAMP).

Table 7.1: What are our Maintenance Activities and the frequency we undertake them?

Activity Regional Parks/Sports Grounds

Neighbourhood Parks

Local/Pocket Parks

Reserves

Mowing Weekly 2 to 3 weekly 4 to 6 weekly 4 weekly

Playground Inspections – Visual Fortnightly Fortnightly NA NA

Playground Inspections – Safety Checklist Monthly Monthly NA NA

Repainting/oiling of timber infrastructure items including seats, fences, bridges

Annually Biannually Five yearly Five yearly

Pathway resurfacing/grading Annually Three yearly Five yearly 10 yearly

The opportunity for a reduction in levels of service is primarily through decreasing the mowing and maintenance cycles or frequencies for public open space, or the area of open space maintained. This obviously impacts on the quality of the asset in the short-term as well as creating a cumulative impact on the long-term desirability of the open space.

Through the review and development of a third generation of this POSAMP, in conjunction with the ‘Orange Outdoors’ Strategy, it is proposed to more clearly define the function of each open space parcel with the potential to reduce the level of service standard where the focus is not on public recreation. In essence, reducing the level of service where a function, such as stormwater management, is the primary or only use of a public open space asset.

The opportunity to achieve major cost savings though a reduced level of service appear not to be in reducing the actual level of service but by reducing the amount (ha) of public open space maintained. This can be achieved through further consideration of the disposal of public open spaces that do not provide substantial community benefits.

Table 7.2: What are our Maintenance Costs?

Item Budget

Weed Spraying - Pest & Vegetation Control 413

Miscellaneous 53

Unspecified Park Maintenance 696

Tree Maintenance 397

Sportsground Maintenance 509

Irrigation 73

Playground Maintenance 34

Garden Maintenance 103

Total 2,277



Figure 7.1: What is the breakup of our Maintenance Costs?

Continual review of operations to ensure efficiencies and improvements are gained is undertaken. For example

to undertake sports field renovation works involving specialised equipment, contractors have historically been

engaged; the sports field renovation market now has many items of plant that are suitable for general renovation

works and these are being trialled for efficiency and fit for purpose for future acquisition.

Similarly with public open space maintenance, a review of levels of service, operational resourcing and ‘can we

do it’ thinking is resulting in gains which enable the expanding network of open space to be managed to meet

community expectations whilst enable resources to be allocated to maintain assets within regional facilities at a

consistently higher condition level.

18%

2%

31%17%

22%

3% 2% 5%Weed Spraying - Pest & Veg Control

Miscellaneous

Unspecified Park Maintenance

Tree Maintenance

Sportsground Maintenance

Irrigation

Playground Maintenance

Garden Maintenance



Capital Renewal / Rehabilitation

This includes work on an existing asset to replace or rehabilitate it to a condition that restores the capability of the asset back to that which it had originally. This rehabilitation is generally required as a result of expected aging or “wearing out” of the asset. The intervention level and estimated useful lives are contained in Table 5.1.

Renewal will be undertaken using ‘low-cost’ renewal methods where practical. The aim of ‘low-cost’ renewals is to restore the service potential or future economic benefits of the asset by renewing the assets at a cost less than the full replacement cost.

This Asset Management Plan contains an analysis based on broad assumptions and best available knowledge to date. Asset Renewal Modelling is not an exact science, so we deal with long term averages across the entire asset stock. Work will continue on improving the quality of our asset registers and systems to increase the accuracy of our renewal models.

Verified renewal proposals are ranked by priority using the following criteria and scheduled in future works programmes.

Assets requiring renewal will be generally identified from estimates of remaining life and condition assessments obtained from the asset register and models. Candidate proposals will be inspected to verify the accuracy of the remaining life estimate and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes.

Details of planned renewal activities proposed over the next 4 years are contained in Appendix B for all asset categories. The first year of the program will be considered in the development of the next Operational Plan and the remaining 3 years of work will be assessed each year to confirm that the asset has reached its intervention level prior to the work being scheduled.

The costs presented in the following table identifies the current level of funding for the required renewal programs and the funding required to maintain the asset to what is considered an appropriate standard. The required funding in that table is based on the intervention specified in Section 5.

For this asset group, an analysis has been undertaken to determine assets that are already at or above intervention level that are not able to be funded in the next Operational Plan. This work is quantified in the ‘Backlog’ column and is a reflection of allocated renewal expenditure contained within both past budgets and the current budget. The budget figures refer to the annual average for the 20 years of the plan.

Table 8.1: What are our Renewal Costs, Gap and Backlog (2015 $,000)?

Activity Budget Required Gap Backlog Year 1 Backlog Year 20

Barbeques - 23 23 91 457

Fencing - 75 75 18 1,490

Playground 3 149 146 750 2,920

Seating - 26 26 67 528

Shelter - 4 4 0 75

Structures Walls & Paths - 4 4 0 71

Tables - 8 8 8 163

Internal Roads 1 62 60 295 1,206

Active Play Areas - 182 182 360 3,641

Sporting Equipment - 12 12 0 249

Park Signage 30 18 -12 -23 -233

Pedestrian Bridges 6 19 13 0 262

Total 40 582 541 1,565 10,828

Figure 8.1 below highlights both the planned renewal expenditure contained within this budget and its impact on the asset stock backlog across all Parks and Open Space asset categories. Table 8.2 shows the backlog split.



Figure 8.1: What will we spend over the next 10 years on Renewal?

Figure 8.2: What effect will the projected Renewal Expenditure have on Backlog?

As can be seen from Table 8.2 above, the backlog is dominated by Playground renewals and Active Play Area renewals.

Lifecycle costs

The lifecycle costs are determined based on the total cost of ownership of each asset including operations, maintenance, renewal and disposal costs. The twenty (20) year average annualised lifecycle costs for each component is presented in table 8.2.

If not appreciated, Lifecycle Costs are a hidden impairment to Council when acquiring additional assets. It is important to recognise that there are significant ongoing operational, maintenance and eventual renewal costs associated with every asset acquisition which are often not considered nor budgeted for.

Table 8.2: What are our Lifecycle Costs?

Asset Quantity Units O&M Renewal Disposal Average Annual $/Unit p.a

Barbeques 27.0 Each 57.3 20,562.5 1,028.1 21,647.9 801.8

Fencing 46.4 Length (km) 1,013.4 68.0 10.2 1,091.7 23.5

Playground 33.0 Each 532.5 149,000.0 14,900.0 164,432.5 4,982.8

Seating 636.0 Each 114.6 18,355.3 917.8 19,387.7 30.5

Shelter 748.3 Area (sqm) 90.4 4,261.2 426.1 4,777.7 6.4

0

1

2

3

4

5

6

7

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (M

illio

ns)

Playground Internal Roads Park Signage Pedestrian Bridges Rolling Backlog

0

1

2

3

4

5

6

7

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (M

illio

ns)

Barbeques Fencing Playground

Seating Shelter Structures Walls & Paths

Tables Internal Roads Active Play Areas

Sporting Equipment Park Signage Pedestrian Bridges



Asset Quantity Units O&M Renewal Disposal Average Annual $/Unit p.a

Structures Walls & Paths 382.0 Length (m) 128.0 5,471.6 547.2 6,146.8 16.1

Tables 140.0 Each 49.0 5,272.0 263.6 5,584.6 39.9

Internal Roads 28.7 Length (km) 1,650.7 17.9 1.8 1,670.4 58.3

Active Play Areas 46.1 Area (Ha) 1,059.7 17.5 0.9 1,078.1 23.4

Sporting Equipment 102.0 Each 54.8 12,251.4 612.6 12,918.8 126.7

Park Signage 881.0 Each 78.0 16,502.9 825.1 17,406.1 19.8

Pedestrian Bridges 44.0 Each 374.4 29,380.7 4,407.1 34,162.2 776.4

Total 5,202.9 261,161.1 23,940.5 290,304.5 6,905.4



8. Capital Upgrades & New Assets

Council, with input from the community, has developed a range of landscape master plans for regional facilities, including Wade and Moulder Parks, the Orange Botanic Gardens, Cook Park, Gosling Creek and Lake Canobolas Reserves. A number of the master plans require review and updating to reflect current community expectations and needs and each master plan should have their implementation strategies identified in the next version of the POS AMP.

Upgrades enhance an existing asset to provide a higher level of service, for example removing an existing rural fence and replacing it with a steel nudge rail type fence. New assets are those created to meet an additional service level requirement or increase the size of a network, for example, the addition of a playground in an area that demand is high due to demographics.

The requirements for new assets may result from growth, social or environmental needs. The impact from growth is included in the demand analysis within the Asset Management Strategy.

Section 94 Contributions will be reviewed prior to the next adaptation of POS AMP 2018/19. Both capital types may be funded at least in part through Developer Contributions in the form of a Sec 94 Contribution, a Voluntary Planning Agreement, or as part of a subdivision development.

New assets and upgrade/expansion of existing assets are identified from various sources such as councillor or community requests, proposals identified by strategic plans or partnerships with other organisations. Concept proposals are inspected to verify need and to develop a preliminary renewal estimate. Verified proposals are ranked by priority and available funds and scheduled in future works programmes.

Council has developed a framework for the prioritisation of capital projects and that information is used in the consideration of all new projects above the threshold set in the framework. Included in the analysis is the identification of life cycle costs as outlined in the Asset Management Strategy.

Council has an adopted strategy for the expansion of POS with the following new / upgraded assets proposed over the next 10 years to meet demand and safety improvement requirements. Table 9.1 indicates the major projects and groups of new / upgraded assets proposed, a complete list is contained in Appendix C.

Table 9.1: What are the top 6 upgraded / new assets proposed over the next 5 years?

Description of Capital project 2019-20 2020-21 2021-22 2022-23 2023-24

Lake Canobolas -Primitive camping sites $25,000 $25,000 $25,000 $25,000

Lake Canobolas - Enhance dugout area $110,000 $110,000

Wade Park Development $2,000,000

Rectangular Playing Fields Development $4,500,000

Mt Canobolas - Mountain Bike Trail Centre $100,000 $2,000,000

Max Stewart Oval – renovation. $292,500

SJBP - Playground $60,000

Wade Park Indoor Cricket Centre $1,794,653

OBG - Koori Walk $80,000

SJBP - Huntley Road Community Building $714,223

Cemetery – New Road Construction - Extension $250,000

Cemetery - Plinths New Section $20,000 $20,000 $20,000 $20,000 $20,000

Cemetery - Landscaping/Irrigation New Section $5,000 $5,000 $5,000 $5,000 $5,000

Clifton Grove - Master Plan $25,000

Spring Hill - Master Plan Capital Works $25,000

Lucknow - Master Plan Implementation $25,000

$5,153,876 $240,000 $342,500 $50,000 $6,525,000



Figure 9.1: What will we spend over the next 10 years on Upgraded or New Assets?

9. Asset Rationalisation and Disposal Plan

Disposal is any activity associated with disposal of a decommissioned asset including sale, demolition or

relocation. Assets with a condition rating of 9 (poor condition), where Council has received no contact through

the Customer Request System indicating that the community require the asset (as they have raised concerns or

complaints about the asset condition) may be considered to be a redundant asset or not utilised and therefore

decommissioned and disposed.

Table 10.1: What assets are we planning to dispose of?

Asset Reason Year Cost

Orange Showground – Fence – Concrete/mesh – old trotting track Condition and function failed 2019/20 $1,000

Total 2019/20 $1,000

Note: Costs represent cost of disposal only.

10. Financial Plan

As part of its funding strategy, Council has the option to supplement any or all of the current or new public open

space proposals that come into consideration for construction with borrowings. This strategy is heavily

influenced by the monitoring of Councils Debt Service Ratio. Council currently limits this ratio at 10%.

A summary of the funding requirements and expenditure over the next 20 years is included in Appendix D, with the projected budget amounts being based on 2015 dollars increased for growth by 0.9% per annum.

Funding for management of assets can come from a variety of sources as detailed in the table below.

Table 11.1: Where does our Income come from?

Item Budget

General Fund 260

Grants 153

Other Income 37

User Fees & Charges 28

Section 94 Contributions 88

Potential Future Funding 325

Total 890

0

2

4

6

8

2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29

$ (M

illio

ns)

Park and Reserve Enhancements Wade Park - Facility Development Rectangular Playing Field

Sports Fields Enhancements Playground Installations Wade Park - Indoor Cricket Centre

SJBP - Huntley Road Community Building Orange Cemetery Capital Works Capex Masterplan - Clifton Grove

Capex Masterplan - Spring Hill Capex Master Plan - Lucknow



Figure 11.1: What is the breakup of our income streams?

11. Risk Management Plan

Council is committed to the identification and elimination or reduction of risks associated with hazards that arise

throughout Council operations as far as reasonably practicable. To facilitate this process an Enterprise Risk

Management Plan has been developed which includes the management of risks for each of its assets. From this

Plan the following key Risks have been identified: (data from Pulse .Date)

Table 12.1 Critical Risks and Treatment Plans

Risk Category Risk Description Residual Risk Level (1-5

rating)

Service Delivery Image & Reputation Political

Loss of use of contractors 1

Service Delivery Image & Reputation Financial management

Lack of input into Building AMP 2


Open Space AMP assets condition inspections, asset register maintenance and improvement program for AMP deferred due to staff resourcing

2


Outdated and unachievable Plans of Management/Master Plans 2


Council’s Capital Value Register not correlating with Council’s Asset Register 2


Lack of prioritisation of projects 2

Image & Reputation Environmental

Reduction of natural plantings, and aesthetic quality being compromised to achieve maintenance levels (eg. increased removal of shrubs, increased use of artificial turf, gravel)

2

Service delivery Lack of budget to achieve current expected levels of service 2

Financial Management Missed funding opportunities 2

Image & Reputation Poorly run events by associations impacting Council's image and rep 2

29%

17%

4%3%

10%

37%General Fund

Grants

Other Income

User Fees & Charges

Section 94 Contributions

Potential Future Funding



Risk Category Risk Description Residual Risk Level (1-5

rating)

Health & Safety Image & Reputation

Injury arising from public event held on council land (also negative impact on image/rep eg. Taste Orange events in Robertson Park eg. presentation, waste removal, toilets etc)

2

Health & Safety Injury due to working at distance from each other (staff, apprentices and volunteers) 2

Image & Reputation Corporate Governance

Lack of compliant signage as remote supervision 2

Employees Service Delivery Lack of communication of goals to staff (ie what is in next budget, capital works program etc) 3

Financial Management Image & Reputation

Poor planning of new assets coming onto maintenance schedules 3

Corporate Governance Legislative non-compliance (Department of Planning and Infrastructure open space guidelines; Disability Discrimination Act; Building Code of Australia; Kids Safe NSW Best Practice Guidelines; Australian Standards 4685 (Playground Equipment) and AS/NZS4486

3

Corporate Governance Not delivering on Community Strategic Plan (2012-2022), namely key objectives of: providing community open spaces, social and healthy childhood development opportunities

3

Health & Safety Injury/damage due to unlocked toilets overnight 3

Health & safety Injury due to lack of lighting (or lights not meeting standards in parks - including parks with water bodies) open after dusk

3

Health & Safety Image & Reputation

Injury sustained in play space 3

11.1 Critical Assets

One of the outcomes of the Risk assessment process is the determination of Critical Assets. Critical assets are specific assets which have a high consequence of failure but not necessarily a high likelihood of failure by identifying critical assets and critical failure modes, Council can appropriately target and refine inspection regimes, maintenance plans and capital expenditure plans.

Operations and maintenances activities may also be targeted to mitigate critical assets failure and maintain service levels. These activities may include increased inspection frequency, higher maintenance intervention levels, etc.

Critical Park assets and Treatment Plans are detailed in Table 12.2 below:

Table 12.2 Critical Open Space Assets

Critical Assets Critical Failure Mode Treatment Plan

Premier Sports-field - Wade Park Playing Surface

Loss of natural playing surface from disease or pest attack

Implementation of pest/disease inspection/identification program.

Implement “Contingency Venues” list.



12. Performance Review and Proposed Improvement Plan

Improvement Plan

Task No

Task Responsibility Timeline

1 Continue to expand and improve the accuracy and completeness of the Parks Asset Register encompassing all Open Space and Recreation assets and develop renewal models for all Park & Garden assets.

City Presentation

2 Introduce scenarios based on LOS if we increase/decrease the intervention levels of asset classes and how the community might react.

City Presentation

3 Address demand forecast based on the Open Space Strategy and landscape master plans, for what we currently provide and Community expectations

City Presentation

4 Build on current renewal models for asset components, selecting one high value (based on maintenance costs) asset per new AMP

City Presentation

5 Implement the condition inspection regime based on asset hierarchy. City Presentation

Achievements

The following actions have been completed since the development of the last AMP

The alignment of budget and Asset Management Plans



13. Appendix A: Mowing Scope of Works and Service Levels

13.1 Parks and Open Space Maintenance List

Location Suburb Total Area m2 Mowing Regional District Local Sportsground Park Linear-Ancillary-

Natural

Maintenance Level

Agland Park Calare 29,740 • • 3

Alua Park Calare 1,301 • • 3

Amana Circuit Reserve Bletchington 1,281 • 4

Anson to Anson Reserve Bletchington 10,431 • 4

Anzac Park Bowen 96,299 • • • 2

Banjo Paterson Memorial Park

Narrambla 24,220 •

•

4

Beech Crescent (Reservoir) Walkway

Calare 605

•

4

Beech Crescent Park Calare 2,521 • • 3

Beverly Park Calare 2,791 • • 3

Blaxland Walk Warrendine 19,866 • • 4

Bletchington Oval Bletchington 21,480 • • 3

Bletchington Street vacant land (behind Spring St)

Bowen 6,873

•

4

Bloomfield Park Bloomfield 211,733 • • 4

Blowes Reserve Glenroi 16,039 • • 4

Bouffler Park Warrendine 4,200 • • 3

Bowen Park Bowen 3,412 • • 3

Bowie Reserve Bletchington 6,407 • 4

Bowman Avenue Reserve Calare 507 • 4

Brendon Sturgeon Oval Bletchington 42,740 • • • 2

Brooklands Reserve Bletchington 92,819 • 4

Buckland Drive Drainage Service

March 219

• 4

Burrendong Way Road Reserve

Bletchington 2,035 •

•

4

Campbell’s Corner Canobolas 1,598 • 4

Carcoar St / Worboys St Reserve

Spring Hill 1,176

•

4

Carwoola Drive Public Reserve

Calare 7,144 •

•

4

Cemetery Bowen 98,950 • • 1

Centenary Park Glenroi 8,670 • • 3

Civic Centre Precinct Orange 38,036 • 1

Clergate Road Reserve Bletchington 111,895 • • 4

Clifton Grove Mud Hut Clifton Grove 33,710 • • • 3

Clinton Street Public Pathway

Bletchington 139

•

4

Colvin Park Bowen 9,347 • • 3

Coogal Park Calare 124,996 • • • 3

Cook Park Orange 40,470 • • • 1

Cootes Park 13,630 • • 3

Coulson Park Bowen 3,473 • 4




Natural

Maintenance Level

Courallie Park Bletchington 93 • • 3

Cutcliffe Park Calare 6,303 • • • • 3

Cypress Park Calare 1,777 • • 3

Dalton Street Reserve Bowen 10,120 • • 4

Daydawn Place Reserve Bowen 23,820 • 4

Diamond Drive Reserve Bletchington 8,127 • • 3

Dimboola Way (Footpath) March 5,127 • 4

Dobbin Park Warrendine 947 • • 3

East Orange Channel Bowen 1,327 • 4

Ebber Vale (Part NOB Road)

Bowen 18,480 •

•

4

Edye Park Glenroi 4,905 • • 3

Elonera Park Glenroi 2,163 • • 3

Endsleigh Park Glenroi 689 • • 3

Esso Park Orange 7,843 • • 3

Eurawillah Street Bletchington 2,943 • 4

Farrell Road Bletchington 1,482 • 4

Flanagan Park Orange 1,526 • • 3

Frost Park Bowen 4,585 • • 3

Garema Park Glenroi 364 • • 3

Gateway Park - Bulky Goods Site

Summer Hill 202,450 •

•

4

George Weily Reserve Calare 823 3

Glenroi Oval Glenroi 168,900 • • • 2

Governor Phillip Reserve Bletchington 2,567 • • 4

Greengate Park Orange 1,562 • • 3

Greenleigh Walk Glenroi 16,186 • 4

Hargraves Reserve Bletchington 2,022 • 4

Harold Nicholas Walk Calare 24,169 • • 3

Hawke Lane Reserve Bloomfield 39,820 • 4

Hill Park Bowen 65,401 • • • 3

Hill Street Road Reserve Bletchington 28,622 • 4

Honeyman Drive Narrambla 25,218 • 4

International Gardens Warrendine 21,943 • • • • 3

Jaeger Reserve Bletchington 15,520 • • • 2

Kearneys Drive Reserve & Residential Stormwater


•

4

Kearneys Drive Reserve Wetland


•

4

Keith Thomas Park Bletchington 31,550 • • 3

Ken Rawle Park Calare 16,334 • • • 3

Kerr's Place Playground Bletchington 1,087 • • 3

Koolangarra Playground Calare 2,495 • • 3

Kylie Park Calare 1,315 • • 3

Larance Park Warrendine 3,307 • • 3




Natural

Maintenance Level

Laurel Reserve (connected to Ken Rawle Park)

Calare 769 •

• •

3

Leeds Parade Narrambla 1,137 • • 4

Leewood Drive Reserve Glenroi 5,737 • 4

Leewood Park Glenroi 5,010 • 4

Leonie Healy Park Glenroi 27,620 • • • 3

Lilac Park Calare 3,962 • • 3

Lords Place retention basin Warrendine 6,939 • 4

Lucknow Drainage Reserve

Lucknow 4,894

•

4

Lucknow Walking Trail & Wentworth Mine

Lucknow 840

• •

3

Machin Park Warrendine 8,938 • • • • 3

Mangowa Close Warrendine 229 • 4

Margaret Stevenson Park Bowen 13,370 • • 3

Matthews Park Orange 33,195 • • 3

Max Stewart Oval Calare 27,020 • • • 2

Memory Park Bowen 12,174 • • 3

Millard Park Bowen 1,062 • • 4

Minali Playground Calare 1,062 • • 3

Mitchell Highway Reserve (Lone Pine)

Bowen 710 •

4

Molong Road Reserve Calare/Bletchington

6,965 •

•

4

Molong Road Residential (Cnr. Royle Drive)

Calare 336

•

4

Moulder Park Precinct Orange 120,552 • • • • • 1

Mount Lindsay Rotary Park Bowen 5,824 • • • 2

Mulga Bill Place Orange 4,820 • 4

Mulholland Park Bowen 13,230 • • 3

Narrambla Estate- Open Space

Narrambla 105,039 •

•

4

Nelson Park Warrendine 41,032 • • • 3

Newman Park Bowen 24,280 • • • • 2

Oleander Park Calare 1,556 • • 3

Ooranga Playground Calare 2,359 • • 3

Ophir Road (total) Suma Park 31,591 • • 4

Panpande Park Calare 500 • • 3

Pasadena Walk Calare 1,333 • • 3

Paul Park Bletchington 25,630 • • 4

Peisley Street Road Reserve (Dalton Street)

Bletchington 40

•

4

Perry Oval Bletchington 22,328 • • • 2

Phillip Street Retention Basin (Quinlan Run)

Narrambla 1,680

•

4

Phillip Street Road Reserve/Drainage Reserve

Narrambla 4,676

•

4




Natural

Maintenance Level

Pilcher Park Warrendine 67,290 • • • 3

Pines Lane Reserve Calare 25,330 • 4

Ploughman Lane Land/Wetlands

Calare 121,529 •

•

4

Ploughman’s Drainage Reserve

Calare 2,973 •

•

4

Plowman Park Bowen 4,986 • • • 3

Racecourse Road Reserve Calare 3,807 • • 4

Ratcliffe Park Bletchington 2,574 • • 3

Riawena Oval Calare 25,390 • • 3

Ridley Oval Glenroi 89,345 • • • • 3

Rose Park Glenroi 1,177 • • 3

Sieben Drive (Cherrywood lots)

Calare 1,720

•

4

Sieben Drive Road Reserve

Calare 28

•

4

Sieben Park Calare 3,327 • • 3

Sir Jack Brabham Park Warrendine 216,640 • • • 1

Sir Neville Howes Park Warrendine 13,060 • • • 3

Smith Park Calare 7,834 • • • 3

Somerset Park Bletchington 124,369 • • • 3

Sophie Drive Reserve Bowen 54,649 • • 4

Speet Place Reserve Bletchington 3,500 • • 3

Spring Hill Park (Alf Reed Park)

Spring Hill 1,530

• •

3

Spring Hill Oval Spring Hill 67,931 • 3

Stirling Avenue Reserve Calare 15,041 • • • 3

Sullivan Circuit North Orange 14,430 • 4

Sundew Circuit Reserve Warrendine 8,740 • • 3

Tanderra Park Calare 15,420 • • 3

Tanner Park Warrendine 2,194 • • 3

Teamsters Walkway Bletchington 16,366 • 4

The Escort Way Calare 64,860 • 4

Thorpe Place Reserve Bletchington 21,326 • 4

Torulosa Park & Reserve Glenroi 8,799 • • 4

Total Park Glenroi 16,245 • • • 3

Uonga Playground Calare 1,065 • • 3

Valencia Drive Parkland Calare 17,659 • • 3

Walkway - Sieben to Lyrebird

Calare 584

•

4

Warrigal Place Bletchington 32 • 4

Warrigal Reserve Bletchington 8,561 • 4

Warrigal/Distributor Power Lines


•

4

Watts Reserve Clifton Grove 25,265 • • 4

Weily Park Bowen 7,450 • • 3




Natural

Maintenance Level

Wentworth Lane Reserve Calare 310 • 4

Wentworth Walkway Calare 21,180 • 4

Wiare Reserve Calare 16,500 • • • • 2

Wilima Walk Calare 17,781 • • • 3

William Maker Drive March 6,948 • • 3

Winter Street Reserve Bowen 1,596 • • 4

Withington Park Calare 3,500 • • 3

Woraninta Park Warrendine 2,732 • • 3

Footpaths - Orange Urban

Railway Carpark, Peilsey Street

•

4

Windred Street – road closure

•

4

Cargo Rd Corner – road verge

•

4

Endsleigh Avenue – road verge near railway crossing

•

4

Lone Pine Avenue – footpath

•

4

Peisley & Dalton Street – road verge

•

4

Beaurepairs & IGA Corners – road verge

•

4

Cultural Centre - footpath • 4

Woodward Street – road verge

•

4

Diamond Dr to Waratah Sports field - walkway

•

4

Valencia Way - walkway • 4

Robinson Court - verge • 4

Cnr Anson & Phillip - verge • 4

Pippin Way – roadside reserve

•

4

Kurim Avenue Shopping Complex - footpath

•

4

East Fork Railway - footpath

•

4

Old Muirs Shed - footpath • 4

Manning Road – road closure

•

4

NDR - Anson, Telopea - footpaths

•

4

Hill Park (Margaret St op Jilba)

•

4

Footpaths - Spring Hill

Spring Hill – unoccupied road verges

•

4




Natural

Maintenance Level

Footpaths - Lucknow

Lucknow– unoccupied road verges

•

4

Chainmen’s Bend • 4

Miners Walk - below Wentworth Mine

•

4

Wentworth Mine • 3

NOT IN CONTRACT

13.2 Service maintenance levels – Activity frequency schedule

- Parks and open space areas are to be visited per their service level, with maintenance performed as

required to meet the performance criteria specified.

- Parks that are indicated as sportsgrounds are to receive surrounds maintenance only, as Orange City

Council staff will maintain the sports field.

- Artificial cricket wickets are to have edge strips, one mower width wide, mown to the performance

requirements for Cricket Ovals listed in 1420.

- The Recreation Ground at Spring Hill is to be maintained to the performance requirements for Cricket Ovals

in Season.

- Spring Hill and Lucknow village mowing includes mowing of verges that are not maintained by residents.

Service Level Corresponding Park Category Activity Maintenance frequency

1 Regional All activities as specified and required. Weekly Visitation

2 District All activities as specified and required Visit Every Two Weeks

3 Local All activities as specified and required Visit Every Four Weeks

4 Linear/Ancillary/Natural Area All activities as specified and required Visit Every Six Weeks



14. Appendix B: Rolling Four Year Renewal Programs

The following programs are based on best available information with the first year of works expected to be delivered within budgetary constraints. The following years will be validated each year with a review of the condition so that assets are only renewed at the intervention level. Works that can’t be funded within the 4 years but which are expected to be due based on modelling, are grouped as ‘unfunded works’.

Appendix B – Renewal Program (2017-18 to 2020-21)

14.1 Barbeques

Asset Facility Barbeques Unit Rate Condition

Intervention

Budget Year Due

56104 Pinnacle Reserve and Lookout BBQ - bluestone - camp oven

$ 6,000 7.81 6.0 $ 12,000 2020

150810 Moulder Park Precinct - Park Area (Oval)

BBQ - double plate - electric $ 8,500 6.81 6.0 $ 17,000 2020

56097 Newman Park BBQ - double plate - electric $ 8,500 6.83 6.0 $ 8,500 2020

56098 Gosling Creek Reserve BBQ - double plate - gas $ 7,500 6.81 6.0 $ 15,000 2020


BBQ - single plate - electric $ 5,200 6.81 6.0 $ 10,400 2020

56096 Matthews Park BBQ - single plate - electric $ 5,200 6.81 6.0 $ 5,200 2020

56103 Pinnacle Reserve and Lookout BBQ - steel - hotplate $ 6,000 6.81 6.0 $ 18,000 2020

151113 Clifton Grove Mud Hut BBQ - single plate - electric $ 5,200 6.83 6.0 $ 5,200 2020

56101 Lake Canobolas Reserve BBQ - double plate - electric $ 7,500 6.91 6.0 $ 7,500 2022

56105 Orange Adventure Playground BBQ - double plate - electric $ 8,500 6.81 6.0 $ 34,000 2022

151259 Gateway Park - Bulky Goods Site BBQ - single plate - electric $ 5,200 6.83 6.0 $ 5,200 2022

56100 Lake Canobolas Reserve BBQ - single plate - electric $ 5,200 6.91 6.0 $ 10,400 2022

56102 Lake Canobolas Reserve BBQ - triple plate - electric $ 10,000 6.91 6.0 $ 10,000 2022

150879 Lake Canobolas Reserve BBQ - single plate - gas $ 5,200 6.91 6.0 $ 15,600 2024

Total $ 174,000

14.2 Playgrounds

This schedule may alter pending adoption of the Play Strategy

Asset Facility Playground Unit Rate Condition Intervention

Cost Year Due

56086 Lake Canobolas Reserve Apex Playground $ 150,000.00 6.85 6.0 $ 150,000 2020

189617 Lake Canobolas Reserve Cableway $ 40,000.00 9.43 6.0 $ 40,000 2020

56090 Orange Adventure Playground Playground $ 130,000.00 6.85 6.0 $ 130,000 2020

56057 Keith Thomas Park Playground $ 40,000.00 10.00 6.0 $ 40,000 2020

56059 Leonie Healy Park Playground $ 60,000.00 8.86 6.0 $ 60,000 2020

56061 Margaret Stevenson Park Playground $ 60,000.00 6.86 6.0 $ 60,000 2020

56069 Sieben Park Playground $ 60,000.00 7.79 6.0 $ 60,000 2020

56071 Somerset Park Playground $ 40,000 6.86 6.0 $ 40,000 2020

56076 Sir Neville Howes Park (Cnr Forest & Sharp Rds)

Playground $ 60,000 10.00 6.0 $ 60,000 2020

56077 Spring Hill Park Playground $ 60,000 6.85 6.0 $ 60,000 2020

56080 Newman Park Playground $ 60,00 6.86 6.0 $ 60,000 2020



Asset Facility Playground Unit Rate Condition Intervention

Cost Year Due

151153 Glenroi Oval Precinct - Hockey Playground - Orchard Grove Rd

$ 30,000 6.86 6.0 $ 30,000 2020

56051 Coogal Park Playground - swing

$ 10,000 9.40 6.0 $ 10,000 2020

56053 Elonera Park Playground - swing

$ 10,000 9.40 6.0 $ 10,000 2020

151277 Alua Park Playground - swing

$ 10,000 6.79 6.0 $ 10,000 2021

56084 Gosling Creek Reserve Playground $ 60,000 6.79 6.0 $ 60,000 2021

56055 Glenroi Oval Precinct - Hockey Playground - Maxwell Ave

$ 30,000 6.79 6.0 $ 30,000 2021

189618 Lake Canobolas Reserve Swings - Playspace

$ 30,000 6.85 6.0 $ 30,000 2021

56067 Ratcliffe Park Playground $ 40,000 6.20 6.0 $ 40,000 2022

56091 Moulder Park Precinct - Elephant Park

Playground $ 60,000 6.86 6.0 $ 60,000 2022

151246 Lucknow Walking Trail & Wentworth Mine

Playground $ 40,000 6.86 6.0 $ 40,000 2022

56082 Esso Park Playground - swing

$ 10,000 6.86 6.0 $ 10,000 2022

56079 Memory Park Playground - swings

$ 10,000 6.86 6.0 $ 10,000 2022

151116 Clifton Grove Mud Hut Playground $ 30,000 6.86 6.0 $ 30,000 2022


Fitness Stations $ 60,000 6.77 6.0 $ 60,000 2023

56074 Wiare Reserve Playground $ 60,000 6.84 6.0 $ 60,000 2023

56085 Gosling Creek Reserve Fitness Stations $ 30,000 6.79 6.0 $ 30,000 2023

56072 Somerset Park Fitness Stations $ 30,000 6.75 6.0 $ 30,000 2023

56088 Cook Park Junior and Senior Swing

$ 30,000 6.82 6.0 $ 30,000 2023

56089 Riawena Oval Playground $ 40,000 6.83 6.0 $ 40,000 2023

Total $ 1,380,000

14.3 Fencing

Asset Facility Location Unit Rate Condition Intervention Cost Year Due

Length

193007 Cemetery Rear Boundary Fence $ 24.24 9.15 8.0 $ 3,025 2020 104

150600 Orange Showground

Fence - Concrete/mesh - drainage swale

$ 24.24 8.93 8.0 $ 3,636 2020 125

55327 Lake Canobolas Reserve

Fence - Rural $ 24.24 8.93 8.0 $ 8,799 2020 300


Fence - Rural - Cattle Pavilion

$ 24.24 8.93 8.0 $ 2,123 2020 73

150421 Gosling Creek Reserve

Rural - 1.2m - old $ 24.24 8.26 8.0 $ 2,933 2022 100



Asset Facility Location Unit Rate Condition Intervention Cost Year Due

Length

196686 Lake Canobolas - Mountain Bike Park

Perimeter 1.7m Security Fencing

$ 24.24 8.30 8.0 $ 134,544 2024 3265

196622 Ophir Resource Recovery Centre (ORRC)

Fencing to main Building/Office

$ 24.24 8.30 8.0 $ 20,459 2024 469

Total $ 175,519

14.4 Seating

Asset Facility Seating Unit Rate Condition Intervention Cost Year Due

151157 Perry Oval Seating - Bench - timber $ 300 9.82 7.0 $ 1,800 2020

55381 Larance Park Seating - Block + wood slat seat

$ 350 8.41 7.0 $ 795 2020

55387 Max Stewart Oval Seating - Steel $ 135 7.41 7.0 $ 1,620 2020

55372 Glenroi Oval Precinct - Hockey

Seating - timber - bench $ 300 9.81 7.0 $ 3,297 2020

55421 Orange Botanic Gardens

Seating - timber/bluestone - bench

$ 250 6.81 6.0 $ 1,750 2020

149411 Cook Park Seating - timber/concrete - seat

$ 350 6.81 6.0 $ 3,822 2020

55443 Orange Adventure Playground

Seating - timber/steel -seat

$ 350 6.81 6.0 $ 1,260 2020

55445 Bloomfield Park Seating - timber/steel - bench

$ 300 9.81 7.0 $ 900 2020


Seating - timber/steel - bench

$ 300 6.81 6.0 $ 6,000 2020

55375 Sir Jack Brabham Park

Seating - timber/steel - bench

$ 300 6.81 6.0 $ 18,600 2020

55436 Robertson Park Seating - timber/steel - seat

$ 350 6.81 6.0 $ 21,368 2020

55440 Cook Park Seating - timber/steel - seat

$ 350 6.81 6.0 $ 2,590 2020

55379 Keith Thomas Park Seating Steel powdercoated bench

$ 135 7.41 7.0 $ 2,449 2020

55383 Machin Park Seating Steel powdercoated bench

$ 135 7.41 7.0 $ 1,224 2020

55453 Pilcher Park Seating - Iron & wood slat park bench - no arms

$ 350 7.41 7.0 $ 795 2021

55455 Moulder Park Precinct - Elephant Park

Seating - timber - seat $ 350 7.81 7.0 $ 3,780 2021

149363 Wirraburra Walk Seating - timber - seat $ 350 7.81 7.0 $ 2,590 2021

150705 Moulder Park Precinct - Anson St Netball Courts






Asset Facility Seating Unit Rate Condition Intervention Cost Year Due

55407 Matthews Park Seating - timber/concrete

$ 350 7.81 7.0 $ 746 2021

55411 Memory Park Seating - timber/concrete - seat

$ 350 7.81 7.0 $ 1,400 2021

55414 Newman Park Seating - timber/concrete - seat

$ 350 7.84 7.0 $ 795 2021

55408 Matthews Park Seating - timber/metal $ 350 7.81 7.0 $ 2,100 2021

55431 Pinnacle Reserve and Lookout

Seating - Wood bench (2.0m long)

$ 450 7.41 7.0 $ 21,425 2021

55396 Sieben Park Seating - Wooden seat + concrete legs

$ 350 7.41 7.0 $ 1,586 2021

55398 Total Park Seating - Wooden seat + concrete legs

$ 350 7.41 7.0 $ 795 2021

14805 Public Carparks - CBD

Site Furniture $ 450 7.41 7.0 $ 1,022 2021

55370 Edye Park Seating - Concrete $ 270 7.15 7.0 $ 1,836 2022




Seating - timber - single seat

$ 350 6.81 6.0 $ 420 2023


Seating - timber - tree surround

$ 350 6.81 6.0 $ 630 2023

149410 Cook Park Seating - timber/steel (Furphy) - bench

$ 300 6.81 6.0 $ 15,456 2023

55441 Cook Park Seating - timber/steel (Furphy) - seat

$ 350 6.81 6.0 $ 18,620 2023

149409 Cook Park Seating - timber/steel (Furphy) - seat + plaque

$ 350 6.81 6.0 $ 5,985 2023


Seating - aluminium - bench

$ 135 6.82 6.0 $ 5,940 2024

151087 Wade Park Seating - aluminium - bench

$ 135 6.82 6.0 $ 1,080 2024


Seating - steel - bench $ 135 6.82 6.0 $ 6,048 2024

55438 Wade Park Seating - steel - bench $ 135 6.82 6.0 $ 7,830 2024

14817 Spring Street Child Care

Timber Park bench $ 450 7.41 7.0 $ 1,022 2024

Total $ 216,889

14.5 Tables

Asset Facility Tables Unit Rate Condition Intervention Budget Year Due

55856 Sir Jack Brabham Park Table - timber $ 475 6.79 6.0 $ 1,169 2020


Table - timber $ 475 6.79 6.0 $ 4,750 2020

55894 Campbells Corner Table - timber $ 475 9.80 7.0 $ 1,729 2020

150425 Gosling Creek Reserve Combined table/seating - Modwood

$ 475 7.80 7.0 $ 17,100 2021

55878 Banjo Paterson Memorial Park

Table - steel $ 555 7.84 7.0 $ 2,664 2021



Asset Facility Tables Unit Rate Condition Intervention Budget Year Due

55855 Centenary Park Table - steel $ 555 7.80 7.0 $ 1,332 2021

55877 Banjo Paterson Memorial Park

Table - timber $ 475 7.84 7.0 $ 865 2021

55866 Matthews Park Table - timber $ 475 7.80 7.0 $ 865 2022

55887 Cook Park Table - timber $ 475 6.80 6.0 $ 7,738 2022

151112 Clifton Grove Mud Hut Table - timber $ 475 7.84 7.0 $ 2,461 2022

151095 Anzac Park Precinct Combined table/seating - Modwood

$ 475 7.80 7.0 $ 15,200 2024

149258 Riawena Oval Table - steel $ 555 7.82 7.0 $ 1,332 2024

55874 Newman Park Table - steel $ 555 7.84 7.0 $ 3,996 2024

55859 Ratcliffe Park Table - steel $ 555 7.80 7.0 $ 1,332 2024

55871 Newman Park Table - timber $ 475 7.84 7.0 $ 1,729 2024

Total $ 64,262

14.6 Shelters

Asset ID Facility Shelter Unit Rate Condition Intervention Budget Year Due

55237 Cootes Park Shelter $ 350.00 6.10 6.0 $ 7,875 2022

Total $ 7,875 2022

14.7 Active Play Areas

Asset Facility Park Unit Rate Condition Intervention Cost Year Due

55205 Anzac Park Precinct BMX Track $ 4.50 9.75 7.0 $ 4,793 2020


BMX Tracks $ 4.50 8.79 7.0 $ 42,827 2020

55204 Spring Hill Park BMX Tracks $ 4.50 9.79 7.0 $ 864 2020

151061 Brendon Sturgeon Oval Cricket Pitch $ 65.00 7.79 7.0 $ 3,055 2020

55189 Sir Jack Brabham Park Cricket Pitches - Synthetic

$ 65.00 8.79 7.0 $ 5,070 2020

55182 Cutcliffe Park Cricket wicket $ 65.00 7.86 7.0 $ 3,510 2020


Sportsground $ 4.50 7.78 7.0 $ 54,315 2020

55129 Anzac Park Precinct Sportsground $ 4.50 7.47 7.0 $ 101,250 2021

150718 Moulder Park Precinct - Anson St Netball Courts

Netball Courts - Rebound

$ 40.00 7.77 7.0 $ 227,040 2021

188533 Anzac Park Precinct Cricket Wicket - Synthetic Surface

$ 65.00 7.20 7.0 $ 4,615 2023

55192 Margaret Stevenson Park

Concrete Cricket Pitch

$ 150.00 7.76 7.0 $ 5,100 2023

55198 Ridley Oval Cricket Pitches $ 150.00 7.80 7.0 $ 7,500 2023

55181 Courallie Park Cricket Pitches $ 150.00 7.80 7.0 $ 7,200 2023

55201 Bloomfield Park Cricket Wicket $ 150.00 7.80 7.0 $ 8,100 2023

199339 Bletchington Oval Cricket Wicket - synthetic

$ 65.00 7.84 7.0 $ 3,185 2023

188532 Max Stewart Oval Cricket Wicket - synthetic

$ 65.00 7.20 7.0 $ 52,000 2023

151250 Ridley Oval Sportsground $ 4.50 7.80 7.0 $ 53,325 2023



Asset Facility Park Unit Rate Condition Intervention Cost Year Due

55131 Courallie Park Sportsground $ 4.50 7.80 7.0 $ 32,571 2023

55143 Sir Jack Brabham Park Sportsground $ 4.50 7.80 7.0 $ 618,390 2023

55145 Jaeger Reserve Sportsground $ 4.50 7.80 7.0 $ 66,915 2023

55156 Perry Oval Sportsground $ 4.50 7.80 7.0 $ 81,000 2023


Cricket Wicket - Synthetic Surface

$ 65.00 7.17 7.0 $ 59,800 2023

151251 Ridley Oval Basketball Court $ 150.00 7.28 7.0 $ 29,550 2024

Total $ 1,717,255

14.8 Internal Roads

Asset ID Facility Description Asset Section Asset Unit Rate

Condition Intervention Cost Year

193147 Anzac Park Precinct

March Street - BMX Access Road

From March Street to Rear of BMX Track

Pavement - Gravel

$ 5.00 8.13 8.0 $ 3,280 2020

190282 Orange Aerodrome

Internal Access Road (New)

Internal Access Rd Pavement

$ 15.00 7.19 7.0 $ 70,200 2020

190283 Orange Aerodrome

Internal Access Road (New)

Internal Access Rd Surface

$ 9.00 7.49 7.0 $ 2020


ORRRC - Internal Road - Section 9

Pavement $ 15.00 10.00 8.0 $ 39,300 2020

196464 Phillip Street Quarry

Phillip St Quarry Entrance (Sealed Section Only)

Phillip St Quarry Entrance - Surface

$ 10.00 8.58 8.0 $ 21,700 2020


OSG - Margaret St - Unsealed Rd

OSG - Pavement

$ 15.00 8.28 8.0 $ 17,370 2020


OSG - Rodeo - Unsealed Rd

OSG - Pavement

$ 15.00 8.28 8.0 $ 18,090 2020


SJBP - Huntly Rd North Access

110 From Path to End

Pavement

$ 5.00 8.16 8.0 $ 2020


SJBP - Huntly Rd South Access

110 From Carpark to Works Compound

Pavement

$ 5.00 8.17 8.0 $ 4,120 2020

196031 Works Depot DIR06-East End Machinery Shed

Surface $ 10.00 8.59 8.0 $ 11,860 2020

196032 Works Depot DIR06-East End Machinery Shed

Pavement $ 15.00 8.27 8.0 $ 17,790 2020



Asset ID Facility Description Asset Section Asset Unit Rate

Condition Intervention Cost Year

196043 Works Depot DIR09-Records Shed - South East

Surface $ 10.00 9.59 8.0 $ 20,800 2020

196044 Works Depot DIR09-Records Shed - South East

Pavement $ 15.00 8.27 8.0 $ 31,200 2020

196051 Works Depot DIR11-Top Yard

Surface $ 10.00 9.59 8.0 $ 38,913 2020

195496 Colour City Caravan Park

CCCP - North 3 Rd

CCCP - Surface $ 10.00 8.03 8.0 $ 2,066 2021


CCCP - North-East 1 Rd

CCCP - Surface $ 10.00 8.04 8.0 $ 5,546 2021

193193 Esso Park Esso Park Internal Road

100 From Hamer Street to End

Pavement

$ 5.00 8.16 8.0 $ 700 2022


OBG - Carpark Compound Exit

120 From Works Compound to Orchard Path

Pavement

$ 5.00 8.16 8.0 $ 1,200 2022


OBG - Carpark South Entrance

110 From Gates to Function Centre Car Park

Pavement

$ 5.00 8.16 8.0 $ 1,482 2022


ORRRC - Internal Road - Section 7

Surface $ 10.00 8.02 8.0 $ 8,487 2022


OSG - North 2 Rd

OSG - Surface $ 10.00 8.01 8.0 $ 6,871 2022


CCCP - East 2 Rd

CCCP - Surface $ 10.00 8.03 8.0 $ 4,134 2023

196047 Works Depot DIR10-Records Shed - North East

Surface $ 10.00 8.19 8.0 $ 15,650 2023

Total $ 340,759

14.9 Sports Equipment

Asset No

Facility Asset/Area Unit Rate Condition Intervention Cost Year

55481 Spring Hill Park Cricket - Nets $ 50 7.40 7.0 $ 4,050 2021

151253 Ridley Oval Goal Posts - Basketball $ 200 7.40 7.0 $ 400 2021

151117 Anzac Park Precinct SNHS Outdoor Netball Courts – Goal Posts

$ 220 7.40 7.0 $ 3,520 2023

55459 Anzac Park Precinct Anzac Oval Active Play Areas – League Goal Posts

$ 650 7.40 7.0 $ 2,600 2023

149256 Riawena Oval Cricket Practice Net - Junior

$ 100 7.42 7.0 $ 8,100 2023



Asset No

Facility Asset/Area Unit Rate Condition Intervention Cost Year

55465 Sir Jack Brabham Park Goal Post - Soccer (Juniors)

$ 650 7.40 7.0 $ 5,200 2023

55466 Sir Jack Brabham Park Goal Post - Soccer (Seniors Alloy)

$ 500 7.40 7.0 $ 3,500 2023

55464 Sir Jack Brabham Park Goal Post - Soccer (Seniors)

$ 650 7.40 7.0 $ 5,200 2023

151062 Brendon Sturgeon Oval Goal Posts $ 650 7.40 7.0 $ 1,300 2023


Goal Posts - Hockey $ 700 7.40 7.0 $ 7,000 2023


Goal Posts - League $ 650 7.40 7.0 $ 1,300 2023

151084 Wade Park Goal Posts - League $ 650 7.40 7.0 $ 1,300 2023

151085 Wade Park Goal Posts - Soccer $ 650 7.40 7.0 $ 1,300 2023

55472 Newman Park Goal posts - Soccer $ 650 7.38 7.0 $ 1,300 2023

151086 Wade Park Goal Posts - Soccer Nets

$ 200 7.40 7.0 $ 400 2023

55467 Sir Jack Brabham Park Goal Posts - Softball Nets

$ 50 7.40 7.0 $ 26,000 2023

151148 Sir Jack Brabham Park Softball - Pitching Mat $ 100 7.40 7.0 $ 500 2023

Total $ 72,970

14.10 Park Signage

Asset ID Facility Park Unit Rate Condition

Intervention Cost Year Due

55673 Bowen Park Signage - Wooden - naming $ 600.00 9.01 8.0 $ 600 2020

55724 Oleander Park Signage - Wooden - naming $ 600.00 9.01 8.0 $ 600 2020

149355 Barrett Park Sign - Naming $ 600.00 8.83 8.0 $ 600 2021

149365 Wirraburra Walk Sign - SARS $ 151.40 8.83 8.0 $ 454 2021

55780 Newman Park Signage - Naming $ 600.00 8.75 8.0 $ 600 2021

55774 Matthews Park Signage - Naming - Timber $ 600.00 8.75 8.0 $ 600 2021

55839 Alua Park Sign - Naming - timber $ 600.00 8.76 8.0 $ 600 2022

55756 Woraninta Park Sign - SARS $ 151.40 8.47 8.0 $ 454 2022

55760 Blaxland Walk Sign - SARS $ 151.40 8.47 8.0 $ 908 2022

151093 Anzac Park Precinct Sign - Naming $ 151.40 8.79 8.0 $ 303 2023

55745 Tanderra Park Sign - SARS $ 151.40 8.83 8.0 $ 303 2023

55660 Agland Park Sign - SARS $ 151.40 8.83 8.0 $ 1,060 2023

55662 Anzac Park Precinct Sign - SARS $ 151.40 8.79 8.0 $ 908 2023

55722 Mulholland Park Sign - SARS $ 151.40 8.84 8.0 $ 303 2023


Signage - Directional - steel $ 151.40 8.78 8.0 $ 757 2023

151268 Pinnacle Reserve and Lookout

Signage - Directional - timber

$ 600.00 8.75 8.0 $ 600 2023

55809 Cook Park Signage - Naming $ 600.00 8.79 8.0 $ 600 2023

55837 Cootes Park Signage - Old SORS $ 151.40 8.01 8.0 $ 151 2023

151156 Perry Oval Signage - Prohibition $ 151.40 8.79 8.0 $ 151 2023

55816 Bloomfield Park Signage - SARS $ 151.40 8.79 8.0 $ 151 2023



Asset ID Facility Park Unit Rate Condition

Intervention Cost Year Due

55768 Spring Hill Park Signage - SARS $ 151.40 8.79 8.0 $ 303 2023

55783 Ridley Oval Signage - SARS $ 151.40 8.79 8.0 $ 757 2023

55727 Perry Oval Signage - SARS $ 151.40 8.79 8.0 $ 757 2023


Signage - SARS $ 151.40 8.79 8.0 $ 1,060 2023

55714 Margaret Stevenson Park

Signage - SARS $ 151.40 8.75 8.0 $ 454 2023

55683 Courallie Park Signage - SORS $ 151.40 8.79 8.0 $ 454 2023

55808 Wade Park Signage - SORS $ 151.40 8.79 8.0 $ 454 2023

55832 Hinton Reserve Signage - Wooden - naming $ 600.00 8.01 8.0 $ 600 2023

55693 Frost Park Signage - Wooden - naming $ 600.00 8.01 8.0 $ 600 2023

55664 Lilac Park Signage - Wooden - naming $ 600.00 8.01 8.0 $ 600 2023


Signs $ 151.40 8.78 8.0 $ 606 2023

55729 Ratcliffe Park Sign $ 151.40 8.20 8.0 $ 151 2024

55677 Centenary Park Sign - Prohibition $ 1,500.00 8.24 8.0 $ 1,500 2024

55728 Ratcliffe Park Signage $ 151.40 8.20 8.0 $ 151 2024

151082 Wade Park Signage - Commemorative $ 1,000.00 8.80 8.0 $ 1,000 2024


Signage - Prohibition $ 204.00 8.80 8.0 $ 204 2024

55818 Bloomfield Park Signage - Prohibition $ 204.00 8.80 8.0 $ 204 2024

55821 Moulder Park Precinct - John Lomas Skate Park

Signage - Prohibition $ 204.00 8.78 8.0 $ 204 2024


Signage - Recycled Plastic $ 509.00 8.80 8.0 $ 2,036 2024

151059 Brendon Sturgeon Oval

Signs - Monument $ 1,000.00 8.80 8.0 $ 1,000 2024

149012 Mulholland Park Signs - Prohibition $ 204.00 8.85 8.0 $ 204 2024

Total $ 24,002 82936

15. Appendix C: Upgrade / New Capital Works Program


Lake Canobolas -Primitive camping sites $25,000 $25,000 $25,000 $25,000

Lake Canobolas - Enhance dugout area $110,000 $110,000

Wade Park Development $2,000,000

Rectangular Playing Fields Development $4,500,000

Mt Canobolas - Mountain Bike Trail Centre $100,000 $2,000,000

Max Stewart Oval – renovation. $292,500

SJBP - Playground $60,000

Wade Park Indoor Cricket Centre $1,794,653

OBG - Koori Walk $80,000

SJBP - Huntley Road Community Building $714,223

Cemetery – New Road Construction - Extension $250,000

Cemetery - Plinths New Section $20,000 $20,000 $20,000 $20,000 $20,000

Cemetery - Landscaping/Irrigation New Section $5,000 $5,000 $5,000 $5,000 $5,000




Clifton Grove - Master Plan $25,000

Spring Hill - Master Plan Capital Works $25,000

Lucknow - Master Plan Implementation $25,000

$5,153,876 $240,000 $342,500 $50,000 $6,525,000



16. Appendix D: 20 Year Financial Plan

Item 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 Average

Income

General Fund (29) (29) (30) (31) (2,282) (2,282) (33) (34) (35) (36) (36) (36) (37) (37) (37) (38) (38) (38) (39) (39) (260)

Grants (2,140) (41) (42) (43) (44) (45) (46) (47) (48) (50) (50) (51) (51) (51) (52) (52) (53) (53) (54) (54) (153)

Other Income (96) (56) (40) (43) (39) (55) (37) (26) (27) (27) (27) (28) (28) (28) (29) (29) (29) (29) (30) (30) (37)

User Fees & Charges (99) (20) (20) (21) (22) (22) (23) (23) (24) (24) (25) (25) (25) (25) (25) (26) (26) (26) (26) (27) (28)

Section 94 Contributions (1,464) 0 (293) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (88)

Potential Future Funding 0 0 0 0 (4,250) (2,250) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 (325)

Total Income (3,828) (146) (424) (137) (6,637) (4,655) (139) (130) (134) (137) (138) (140) (141) (142) (143) (145) (146) (147) (149) (150) (890)

Operations

Employee Costs 2,388 2,447 2,507 2,568 2,631 2,695 2,761 2,829 2,898 2,970 2,996 3,023 3,051 3,078 3,106 3,134 3,162 3,190 3,219 3,248 2,895

Rates, Fees and Charges 850 869 889 910 931 953 975 998 1,020 1,044 1,054 1,063 1,073 1,083 1,092 1,102 1,112 1,122 1,132 1,142 1,021

Materials, Stationery And Equipment 171 175 180 184 189 193 198 203 208 213 215 217 219 221 223 225 227 229 231 233 208

Local Event/Program Support & Promotion 288 250 237 244 244 263 248 240 245 249 251 254 256 258 260 263 265 268 270 272 256

Cleaning/Garbage Removal/Hygiene 166 170 174 179 183 188 192 197 202 207 209 211 213 215 217 219 221 223 225 227 202

Other/Unspecified 48 49 50 51 52 53 55 56 57 58 59 59 60 60 61 61 62 62 63 63 57

Total Operations 3,910 3,960 4,037 4,135 4,230 4,346 4,430 4,524 4,631 4,742 4,784 4,828 4,871 4,915 4,959 5,004 5,049 5,094 5,140 5,186 4,639

Maintenance

Weed Spraying - Pest & Veg Control 339 348 356 365 374 384 393 403 413 424 427 431 435 439 443 447 451 455 459 463 413

Miscellaneous 109 42 43 44 45 46 48 49 50 51 52 52 53 53 54 54 55 55 56 56 53

Unspecified Park Maintenance 572 586 601 616 631 647 663 680 697 714 721 727 734 740 747 754 761 767 774 781 696

Tree Maintenance 326 344 342 351 360 369 378 388 397 407 411 414 418 422 426 430 433 437 441 445 397

Sportsground Maintenance 418 429 440 451 462 473 485 497 510 523 527 532 537 542 546 551 556 561 566 572 509

Irrigation 64 65 66 67 68 69 70 71 73 74 75 75 76 77 77 78 79 79 80 81 73

Playground Maintenance 28 28 29 30 30 31 32 33 34 34 35 35 35 36 36 36 37 37 37 38 34

Garden Maintenance 84 87 89 91 93 96 98 100 103 105 106 107 108 109 110 111 112 113 114 115 103

Total Maintenance 1,940 1,929 1,966 2,015 2,064 2,115 2,168 2,221 2,276 2,333 2,354 2,375 2,396 2,418 2,440 2,462 2,484 2,506 2,529 2,551 2,277

Renewals

Park Signage 25 25 26 26 27 28 29 29 30 31 31 31 32 32 32 32 33 33 33 34 30

Playground 60 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3

Internal Roads 0 7 0 8 0 8 0 8 0 0 0 0 0 0 0 0 0 0 0 0 1

Pedestrian Bridges 60 60 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6

Total Renewal 145 92 26 34 27 35 29 37 30 31 31 31 32 32 32 32 33 33 33 34 40

Upgrade / Expansion

Park and Reserve Enhancements 235 215 25 25 2,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 125

Wade Park - Facility Development 2,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100

Rectangular Playing Field 0 0 0 0 4,500 4,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 450

Sports Fields Enhancements 0 0 293 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 15

Playground Installations 60 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3

Wade Park - Indoor Cricket Centre 1,795 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 90

SJBP - Huntley Road Community Building 714 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36

Orange Cemetery Capital Works 275 25 25 25 25 25 25 25 25 25 25 25 26 26 26 26 27 27 27 27 38

Capex Masterplan - Clifton Grove 25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1

Capex Masterplan - Spring Hill 25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1

Capex Master Plan - Lucknow 25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1

Total Upgrade / Expansion 5,154 240 343 50 6,525 4,525 25 25 25 25 25 25 26 26 26 26 27 27 27 27 860

Total Expenditure 11,149 6,221 6,371 6,234 12,846 11,021 6,651 6,807 6,962 7,130 7,194 7,259 7,325 7,390 7,457 7,524 7,592 7,660 7,729 7,799 7,816

open space asset management plan 2020 - 2039

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