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2019-07-09 S&O Agenda - Item 5 - Attachment 1 - Building and Facilities Asset Management Plan
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Committee Agenda
9 July 2019
Item 5 - Attachment 1
Asset Management Plan
Buildings and Facilities
July 2019
Revision 1.0
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Section 2
Table of Contents
1. Executive Summary ............................................................................................................. 3
2. Introduction .......................................................................................................................... 4
2.1 Asset Management Plan Definition and Purpose...................................................... 4
2.2 Scope ....................................................................................................................... 4
2.3 Buildings and Facilities ............................................................................................. 4
2.4 Buildings and Facilities Asset Management Objectives ............................................ 5
2.5 Levels of Service ...................................................................................................... 5
2.6 Legislative & Standards Requirements..................................................................... 5
2.7 Current Levels of Service ......................................................................................... 6
2.8 Measured Levels of Service ..................................................................................... 7
3. Future Demand .................................................................................................................... 8
3.1 Demand Drivers ....................................................................................................... 8
3.2 Demand Impacts on Assets...................................................................................... 8
3.3 Climate Change Adaptation...................................................................................... 8
4. Lifecycle Management Plan ................................................................................................ 9
4.1 Assets ...................................................................................................................... 9
4.2 Asset Valuation ........................................................................................................ 9
4.3 Asset Condition ........................................................................................................ 9
4.4 Buildings and Facilities Operations & Maintenance Plan ........................................ 14
4.5 Asset Renewals ..................................................................................................... 15
4.6 Capital Upgrades, Expansion and New Assets....................................................... 16
4.7 Capitalisation of Assets .......................................................................................... 17
4.8 Disposal and Replacement of Assets ..................................................................... 17
5. Risk Management .............................................................................................................. 18
5.1 Critical Assets ........................................................................................................ 18
5.2 Risk Assessment.................................................................................................... 18
6. Financial Summary ............................................................................................................ 19
6.1 Financial Statements and Projections .................................................................... 19
6.2 Funding Strategies ................................................................................................. 19
6.3 Budget Forecasts ................................................................................................... 19
7. Plan Improvement and Monitoring ................................................................................... 21
7.1 Status of Asset Management Practices .................................................................. 21
7.2 Improvement Program............................................................................................ 21
7.3 Monitoring and Review Processes for the Asset Management Plan ....................... 22
7.4 Asset Management Effectiveness .......................................................................... 22
Asset Management Plan: Buildings and Facilities Page 1
Section 3
8. ANNEX A: Levels of Service ............................................................................................ 23
8.1 Public Amenities (Toilets) ....................................................................................... 23
8.2 Sport & Recreation ................................................................................................. 26
8.3 Lifeguards .............................................................................................................. 29
8.4 Holiday Parks ......................................................................................................... 32
8.5 Libraries ................................................................................................................. 34
8.6 Noosa Leisure Centre ............................................................................................ 40
9. ANNEX B: Buildings and Facilities Stakeholders ............................................................ 44
10. ANNEX C: Document Management .................................................................................. 45
11. ANNEX D: Buildings & Facilities Renewal Program ........................................................ 46
12. ANNEX E: Buildings & Facilities Upgrade & Expansion Program .................................. 49
Asset Management Plan: Buildings and Facilities Page 2
Section 4
1. Executive Summary Noosa Council is responsible for a diverse and extensive range of community assets which represents a major investment over many years. To fulfil its objectives in delivering a variety of services to the community, Council must ensure that the assets supporting these services are managed in a way that guarantees an optimal balance of cost, risk and performance. Council’s buildings and facilities play a vital role in the services provided to the community across the Noosa Shire. There are approximately 1,279 building component assets on Council’s financial register considered in this Asset Management Plan (AMP). The building and facility assets have a current replacement value of $82m, equating to approximately 8% of Council’s financial assets. Operational and maintenance activities are fundamental for the ongoing management of the buildings and facilities; it is considered an investment not a liability. The buildings and facilities assets rely on operational and maintenance costs for the serviceability of the assets identified in this plan. These activities are a significant annual investment that directly influence the potential for buildings and facilities assets to reach its intended service life. The ongoing development of asset knowledge through asset inspections, improved maintenance activities, subsequent defect monitoring and repairs are fundamental in developing sustainable intervention levels for renewals and replacement of buildings and facilities assets. The capital, operational and maintenance expenses for buildings and facilities make up approximately 7% of the $90m annual budget. The capital works program fluctuates from year to year, however, the 2018/19 capital works program the capital investment of $5m for buildings and facilities equates to 17% of the $29.5m capital works program. The mitigation of risks is fundamental in the management of buildings and facilities assets for Council to make informed decisions. With the focus placed on consistent cyclical inspections across all buildings and facilities and condition data accurately recorded in the Technology One - asset management system (T1). This will be achieved by reconciling financial asset data, operational data and inspection data to have a single point of truth for all buildings and facilities assets. This buildings and facilities asset management plan (AMP) meets the objectives of the Noosa Corporate Plan. Key focus areas under the Corporate Plan’s Theme 4: Long term planning for Noosa Shire – includes: undertaking long term financial sustainability planning identifying asset management outcomes and establishing functional Asset Management Plans for all Council asset classes. These focus areas have been a major driver in the development of this AMP. The buildings and facilities AMP provides the relevant information and organisational activities to ensure the organisational objectives for asset management have been achieved and that the pathway for continual improvement across all management activities for buildings and facilities has been established. The provision of buildings and facilities is, therefore, a significant pillar of the infrastructure services provided by Council. Asset Management Plan: Buildings and Facilities Page 3
Section 5
2. Introduction
2.1 Asset Management Plan Definition and Purpose
“Documented information that specifies the activities, resources and timescales required for an
individual asset, or a grouping of assets, to achieve the organisation’s asset management
objectives.”1
The purpose of the buildings and facilities asset management plan is to define the whole of life
activities associated with operating and maintaining buildings and facilities for the Noosa Community.
The plan identifies the assets and the levels of service to meet the expectations of the Noosa
Community. A key outcome of the asset management plan is the identification of the current state of
the asset conditions and the development of renewal and maintenance plans. Importantly, the
identification of future costs and potential risks to the assets that support the service for operating
buildings and facilities is fundamental in achieving the asset management objectives for Noosa
Council.
2.2 Scope
The scope of this asset management plan is to ensure the buildings and facilities meets,
demonstrates and incorporates the following key asset management objectives:
• A description of assets and the services provided;
• Links to Councils long term financial plan through:
o An asset renewal program reflecting Council’s Capital works program.
o A maintenance program.
• Levels of service and demand are identified and determined.
• The assets are identified with a condition.
• Life cycle costs are addressed.
• Long-term cash-flow requirements are forecasted for asset renewals, maintenance and
operations.
• Asset rationalisation and disposal is addressed.
• The risk management activities associated with the buildings and facilities.
2.3 Buildings and Facilities
There are many different asset types within the buildings and facilities asset management plan, with
various units and components of measurement. The assets included in this AMP are summarised
below:
o Council Office & Depots
o Sporting facilities
o Community Facilities
o Holiday Parks
o Public Amenities
o Leased buildings and facilities - Council owned
o Community Halls
o Libraries and Galleries
o Waste Management – buildings and facilities
1 ISO 55000:2014 (3.3.3) Asset Management – Overview, principles and terminology
Asset Management Plan: Buildings and Facilities Page 4
Section 6
Buildings and facilities assets are vital assets to the variety of services provided across the Noosa
Shire. This asset management plan (AMP) consolidates Councils available data and analysis on the
Buildings and facilities assets. It also presents the output of how systematic approaches are applied
by Council to optimally balance cost, risk and performance. This is essential to meet forecasted
demand and the levels of service required.
2.4 Buildings and Facilities Asset Management Objectives
The AM objectives detailed in the AMP include:
• A consolidated asset register that identifies:
o Asset description;
o Asset condition;
o Useful life and renewal dates; and
o Replacement costs.
• The levels of service provided by buildings and facilities to the Noosa Community;
• Current and future maintenance expenditure;
• Identifying any future demand forecasts for the buildings and facilities;
• Identifying any legislative considerations necessary in the management of the buildings and
facilities;
• Documenting the financial forecasts for the buildings and facilities;
• Identifying all risks and opportunities related to management of the buildings and facilities; and
• Documentation of any future actions identified to improve the asset management objectives of
the buildings and facilities.
2.5 Levels of Service
The levels of service that are currently being maintained for Council’s buildings and facilities are
aligned to the Corporate Plan and Branch Plan objectives. The continuous development and
implementation of the asset management objectives that include good asset governance and asset
knowledge are also aligned to the Corporate Plan objectives. The service delivery is provided
internally with external specialists and technical consultants engaged as required.
Any changes in the levels of service to the buildings and facilities will be required to demonstrate the
benefit and be approved by Council. Changes in levels of service should be addressed through the
asset management governance framework prior to the approval by Council.
2.6 Legislative & Standards Requirements
The legislative and Standards requirements relative to buildings and facilities are:
• Building Act 1975
• Disability Discrimination Act (Commonwealth) 1991
• National Construction Code 2015
• The National Construction Code of Australia (NCC)
• Coastal Protection & Management Act
• Queensland Heritage Act
• Nature Conservation Act
• Aboriginal Cultural Heritage Act
• Workplace Health and Safety Act
Asset Management Plan: Buildings and Facilities Page 5
Section 7
2.7 Current Levels of Service
The current levels of service for buildings and facilities is to support the services that are operated
from or within these assets to the Noosa community. Council’s buildings and facilities assets are
designed and constructed to suit the function of the service being provided which determines the
levels of service. The overall management of Council’s buildings and facilities are in accordance with
the Building Act 1975 and the various Codes of Practice and Australian Standards that support the
specific asset types of the buildings and facilities.
Regular inspections are critical to the management of buildings and facilities and the inspections
undertaken by Council, and by third party providers will meet the standards and statutory
requirements to ensure all assets remain safe to all users of Council’s buildings and facilities. The
scheduled maintenance activities will be within the defined timeframes to ensure that all potential or
identified defects are rectified.
Levels of service must be readily measurable and preferably from available data sources. Each level
of service should be stated in terms of appropriateness and understood by the community for whom
the service is provided. The levels of service in this AMP are intended to:
Measure of the effectiveness of this AMP;
Inform the Noosa community of the proposed type and level of service to be offered by Council;
Assist with identification of the expenditure and benefits of the Noosa Council services being
offered;
Inform the Noosa community to assess the affordability and suitability of the Noosa Council
services being offered;
Provide focus for the development of future buildings and facilities asset management strategies;
Provide guidance for current and future services to be offered; and
Define the specific levels of service provided by Noosa Council.
The levels of service outlined in this buildings and facilities AMP are also aligned to:
Statutory, legislative and relevant code requirements.
Information obtained from asset condition assessments and maintenance analysis; and
Noosa Council’s Corporate Plan.
The current levels of service for Council’s buildings and facilities have been defined at Annex A. It is
recommended that the future detailed asset management plans will provide this information against
the specific buildings and facilities.
Asset Management Plan: Buildings and Facilities Page 6
Section 8
2.8 Measured Levels of Service To demonstrate the levels of service of the buildings and facilities assets, Noosa Council undertook an exercise to define the service outputs for the significant services that the buildings and facilities assets support against the Community level of service and the Technical level of service criteria. 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 – are the technical measures of performance developed to ensure the minimum community levels of service are met. There are currently six separate service catalogues developed that relate to services provided with buildings and facilities assets and these include: Sporting Facilities Noosa Leisure Centre Public Amenities Libraries and Galleries Lifeguard facilities Holiday Parks These service outputs are tabled at Annex A. The service output documents are to be utilised to inform responsible staff of their obligations in maintaining the current levels of service. When targets are not achieved, they should be escalated and reported through the Asset Management Governance Framework. Further development of levels of service across all buildings and facilities assets is required and has been identified as an improvement initiative within this document. Asset Management Plan: Buildings and Facilities Page 7
Section 9
3. Future Demand 3.1 Demand Drivers There is currently an inconsistent approach of demand management applied to the management of the buildings and facilities through the monitoring of the asset conditions, changes in the service delivery and usage levels. Increases in patronage and operational changes are key demand drivers on the current and future levels of serviceability for buildings and facilities. Significant changes in the services provided and the monitoring of these activities should act as an indicator to reviewing demand management for a specific building and facility. It is Council Policy that any change in the level of service due to demand is reported to Council in accordance with current guidelines and practices. The major drivers of capital upgrade for buildings and facilities will be: external funding opportunities to improve the current levels of service, risk management – including safety and compliance, changes in usage levels, climate change adaptation, re-purposing of a facility, changes in technologies, Impacts on operational and maintenance activities. The various and regular buildings and facilities inspection programs will act as a trigger for any need to improve on preventative maintenance activities to preserve the life of the assets. In addition, the development of programs such as the guiding principles for upgrading, new or renewing public amenities and facility specific master plans i.e. Noosa Aquatic Centre Masterplan will determine the priority of upgrade works required on these assets into the future. 3.2 Demand Impacts on Assets Impacts affecting demand include changes in demographics, seasonal factors, consumer preferences and expectations, technological changes, economic factors, environmental awareness, legislation changes, and historical importance. Council will respond to demand for new services by ensuring that a combination of managing existing assets (including upgrades/renewals of components) and by providing new assets to meet these current and predicted future demands. Other demand impacts on building and facilities relate to periods of scheduled closures for asset repairs/refurbishment or maintenance works. These scheduled activities should ideally be undertaken outside of the peak demand periods where patronage of these assets is most prevalent. Where practical, after-hour works for scheduled maintenance and capital works may be necessary to reduce the impacts on the services these assets support. 3.3 Climate Change Adaptation Climate Change Adaptation initiatives will be another demand driver that will affect assets that are located in coastal and foreshore areas. Consideration for tidal surge, rising sea levels and erosion must be taken into consideration for future upgrades for those affected assets. Those assets can be identified in the new coastal hazard layers created as part of Council’s development of a Climate Change Adaptation Plan and viewed on Intramaps. They are located in the Development Assessment module, under the ‘Coastal Hazards’ folder. Consultation with Council’s Program Coordinator - Climate Change Adaptation should be undertaken for any assets within these zones. Asset Management Plan: Buildings and Facilities Page 8
Section 10
4. Lifecycle Management Plan
4.1 Assets
Council’s buildings and facilities plays a vital role in the services provided to the community across
the Noosa Shire. There are many different asset types within the buildings and facilities asset
management plan, with various units of measurement.
These assets included in this AMP are summarised below:
o Council Office & Depots
o Sporting facilities
o Community Facilities
o Holiday Parks
o Public Amenities
o Leased buildings and facilities - Council owned
o Community Halls
o Libraries and Galleries
o Waste Management – buildings and facilities
4.2 Asset Valuation
The value of the buildings and facilities Assets, at the end of the financial year 2016/2017 for the
purposes of this AMP is summarised below.
Asset Values at 2017/18 Buildings and Facilities
Current replacement cost $ 82,034,000
Depreciable amount $ 82,034,000
Depreciated replacement cost $ 61,958,000
Annual depreciation expense $ 1,463,000
Table 1: Buildings and facilities Asset Valuation
4.3 Asset Condition
Levels of service and asset management decision making is directly linked to asset condition; this
determines what condition the asset should be in before an asset management intervention. The
intent of current and future Condition Assessments (CA) is to:
• Provide a robust and repeatable process for carrying out condition assessments on Council’s
buildings and facilities assets;
• Use condition assessments to develop programs for intervention with regards to further
inspection, monitoring, maintenance and renewals;
• Provide a basis for information for the modelling of condition data for likelihood of asset failure
for those assets not inspected.
A consistent condition ranking scale has been chosen by Council as the framework for measuring
buildings and facilities assets, based on the 1 to 5 ranking according to the International
Infrastructure Management Manual (IIMM). Any asset scoring 4 (fair) to 5 (poor) will be considered
and prioritised under an asset specific renewal program.
Asset Management Plan: Buildings and Facilities Page 9
Section 11
Building condition assessments are undertaken by contracted services due to the volume of asset data attributes that are collected across the Shire. The data collected is utilised to create a renewal program. Condition assessments are cyclic and are staged across a 3-year period to cover all of Council’s buildings and facilities to ensure the continued development of the renewal programs. In addition to the above contracted condition assessments, Council staff undertake visual condition assessments for requests that have been reported for facilities in poor condition. These assessments are undertaken on a “reactive” approach to determine if the request warrants the need for future renewals. The majority of asset classes within the buildings and facilities have had a physical condition assessment undertaken with approximately 10% of the building and facilities assets NOT having a physical condition assessment. For the purpose of this AMP, the assets that have not had physical condition assessments, the condition has been assigned as an age-based condition which is determined on the remaining useful life of the asset and is referred to as the “modelled condition”. Ongoing development and prioritisation will ensure that all buildings and facilities assets are reconciled within the asset system and condition assessments are undertaken. When undertaking condition assessments, the asset attributes are updated prior to the next asset evaluation. The condition assessments will enable the development of renewal programs for the specific assets. In asset reporting an approach to componentisation of the assets to the specific asset class has been undertaken. This breakdown and componentisation of buildings to this level is in accordance with the financial asset standards and enables more detailed condition information at the building component level. These components are detailed below and reported consistently throughout the AMP: Substructure Superstructure Roof Floor Coverings Fit-out and fittings Lighting HVAC Electrical Services Hydraulic Services Mechanical Services Security and Communication Services Specialised Equipment Figure 1 details the total number of building and facility assets by both physical condition and modelled conditions. Any buildings and facilities assets that have reached condition 5 will be included in the relevant renewal programs of the 10-year Capital Works Program. The graph highlights that the majority of our assets are in a good to very good condition. There is a small quantity of assets that have reached condition 5 and these assets have been identified for future renewals. Asset Management Plan: Buildings and Facilities Page 10
Section 12
Figure 1: Total Condition (physical and modelled conditions) by Number of Assets Figure 2 provides a detailed breakdown by component for the physical condition assessments undertaken on these buildings and facilities. The graph below highlights the high volume of assessed assets in a good to very good physical condition. The assets that are poor or have major condition issues are reflected in the conditions 4 and 5. This information is utilised in determining priority for developing robust asset renewal programs. Figure 2: Physical Condition of building components Asset Management Plan: Buildings and Facilities Page 11
Section 13
Figure 3 identifies all buildings and facilities assets that have a modelled condition based on their remaining life and does not reflect the physical condition of those assets. Undertaking physical condition assessments of the assets represented in Figure 2 is required. Physical condition knowledge will assist in developing a more realistic approach to developing renewal plans that are prioritised and planned. This information is utilised in prioritising the physical condition assessments. Figure 3: Modelled condition of building components by quantity The breakdown of replacement costs by asset condition is depicted in the graphs below (figures 4, 5 & 6). The importance of these graphs are to identify the value of each asset classes’ condition and where future investments are required to renew or rehabilitate the buildings and facilities assets. The importance of the financial value against each condition enables Council to identify the necessary funding requirements of each asset class into the future. Once an asset is rehabilitated or renewed the condition rating will be adjusted within the asset management system (T1). The timing and renewal of the assets will be addressed in the annual review of the renewal program and will be reflected in Council’s 10-year Capital Works Program. Asset Management Plan: Buildings and Facilities Page 12
Section 14
Figure 4: Total Asset Condition (physical and modelled conditions) by Replacement Costs The above graph in figure 4 indicates that the majority of Council’s building and facility assets are in a good to very good condition. The continued approach to having good sustainable asset renewal interventions will ensure this level of condition is achieved across future generations. Figure 5: Asset Physical Condition by Replacement Costs Asset Management Plan: Buildings and Facilities Page 13
Section 15
Figure 5 identifies the assets and the relevant value of each condition. The significance of the above graph is that there is a very low value of assets in a poor condition and a very high value of our assets in a very good condition. Those assets that have been identified as condition 4 & 5 will be identified for renewal in the 10-year Capital Works Program. Figure 6 identifies the modelled condition and the value of the building and facilities components that have not had a physical condition. The significance of the graph below is that value of these assets is very low in comparison to the majority of assets with a physical condition. and that the fit-out component is our oldest asset component with the highest units in condition 4 with a value at $807k. The current condition is based on the remaining life of the asset. It is recommended to reconcile this asset information and undertake physical condition inspections to develop a suitable renewal program for these assets. The development of these renewal programs for each asset class is essential in further improving the 10-year Capital Works Program. Figure 6: Modelled Condition by Replacement Costs 4.4 Buildings and Facilities Operations & Maintenance Plan Operational and maintenance activities are fundamental for the ongoing management of the buildings and facilities; it is considered an investment rather than a liability. The buildings and facilities assets rely on operational and maintenance costs for the serviceability of the assets identified in this plan. These activities are a significant annual investment that directly influence the potential for buildings and facilities assets to reach their intended service life. The ongoing development of asset knowledge through asset inspections, improved maintenance activities, subsequent defect monitoring and repairs are fundamental in developing sustainable intervention levels for renewals and replacement of buildings and facilities assets. Asset Management Plan: Buildings and Facilities Page 14
Section 16
Budget Forecast Forecast Forecast Forecast Forecast
Year 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
O&M $1,397,060 $1,435,241 $1,463,946 $1,493,225 $1,523,089 $1,553,551
Forecast Forecast Forecast Forecast Forecast Forecast
Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30
O&M $1,584,622 $1,616,315 $1,648,641 $1,681,614 $1,715,246 $1,749,551
Table 2: Annual Operational & Maintenance Costs across buildings and facilities
Maintenance and operational costs are identified to ensure council understands the whole of life
costs associated with the day-to-day management of buildings and facilities assets. Figure 7 below,
identifies the long term financial commitment required in maintaining assets. In order to maintain
assets to an acceptable level, the cumulative costs over a ten-year period will equate to $16m. It is
proposed to develop a more detailed list of operational and maintenance activities per annum by
service program and utilises the T1 asset management system to identify maintenance by the
breakdown of asset classes within the buildings and facilities asset classes. In addition, more
detailed and longer term planning for maintenance has been identified as an improvement from this
AMP.
Figure 7: Buildings and facilities Operating & Maintenance Costs & Forecast
4.5 Asset Renewals
The purpose of developing a renewal plan is to identify assets that need to be replaced to maintain
the current level of service. Asset failure due to lack of renewal will affect the capacity to deliver
future renewals of buildings and facilities and subsequently the service these facilities provides to
the Noosa Community.
Buildings and facilities asset renewals are condition based. Condition assessments provide staff the
ability to develop capital renewal programs. The ongoing asset management maturity relies heavily
on the continued development of the condition assessments and subsequent maintenance and
renewal plans.
Asset Management Plan: Buildings and Facilities Page 15
Section 17
Renewal expenditure is work which does not increase the buildings and facilities design capacity but restores, rehabilitates, replaces or renews an existing asset to its original service capacity. Improved condition assessment data capture is currently being developed to include asset renewal considerations based on physical conditions and estimates of remaining useful life of assets to guide and improve renewal programs. Renewal plans are developed to maintain levels of service to ensure assets achieve their optimal useful life before they reach the asset condition range of 5. Staff continue to work through the various asset classes to develop renewal programs for the specific asset classes. As previously stated - In the absence of condition data, an age-based approach to identify when Council’s buildings and facilities will reach their useful life has been developed to determine an overall renewal plan. Priority is required across all the assets classes that have not had physical condition assessments to develop a suite of renewal programs. The graph below depicts the past and planned renewals by capital program including the next 10 years. There are major renewals undertaken in the 2018/19 financial year that related to Noosa River Holiday Park Amenities and Noosa Library renewals. It is expected that through ongoing and detailed physical condition assessments that more defined renewals will replace the traditional “bucket” allocations that are currently identified and replaced with asset specific renewal programs within the 10-year capital works program. As the buildings and facilities assets age, continued condition assessments are required to monitor the assets deterioration profiles and will produce the more defined renewal plans. The graph below enables Council to identify and plan for these significant renewal activities for the next 10 years. Figure 8: Buildings and Facilities Asset Renewal Costs 4.6 Capital Upgrades, Expansion and New Assets There is a need to develop more maturity in the overall assessment and management of our buildings and facilities assets before there is a consideration for further upgrades and expansion of the buildings and facilities assets. Changes in demographics, increased patronage, cost benefits, sustainability, environmental impacts and overall community benefit are key indicators when planning for capital upgrades and new buildings and facilities assets. Asset Management Plan: Buildings and Facilities Page 16
Section 18
The graph below identifies the 2019/2020 financial year as the most significant investment for upgrade and expansion projects over the next 10 years. These projects are the expansion works of the Rufous Street development and the upgrade of the North Shore Campground facility. These projects are a good indicator of the commitment from Council to further develop the services it provides to the community as well as promote future economic development to the tourism and business sectors. Figure 9: Buildings and facilities proposed upgrades Costs A public amenities priority program has been proposed to identify and prioritise public amenities considered for future upgrading and will define a set of guiding principles for the decision to provide any additional public toilets to the community. It is planned to have this program developed by the end of the 2019 calendar year. The above graph highlights the various proposed upgrade and expansion projects currently identified in Council’s draft 10-year capital works program. On the establishment of the public amenities priority program, it is anticipated there will be more upgrades required into the future development of the 10- year capital program. 4.7 Capitalisation of Assets All new and renewed assets will be acquired and commissioned in accordance with the Noosa Council Capital Delivery Framework. 4.8 Disposal and Replacement of Assets Disposal of assets will be consistent with statutory and regulatory requirements. The replacement of assets will be driven from the condition assessments. The disposal and commissioning of assets from the asset register is undertaken in the capitalisation and asset write-on/off process. This process is being delivered via the Asset Management Branch and Finance Branch. Asset Management Plan: Buildings and Facilities Page 17
Section 19
5. Risk Management Risk management is a coordinated approach to the management and control of risk by Noosa Council. 5.1 Critical Assets The identification of critical assets based on the consequence of failure multiplied by the likelihood of failure; as adapted from the International Infrastructure Manual 2015 Section 3.2.4 has been undertaken to enable the prioritization of asset management and financial resources. Buildings and facilities are a critical asset class to the Noosa Community and has significant asset value on Council’s asset register. The management of Council’s buildings and facilities assets should continue to be prioritised to ensure any significant risks are mitigated before they escalate further and impact on the Community. 5.2 Risk Assessment It is important to have a good understanding of the risks associated with the operation of the buildings and facilities assets. Council continues to develop its buildings and facilities management activities to ensure that the buildings and facilities are meeting the intended design life, and where necessary work on the optimised intervention for undertaking rehabilitation and renewal activities. The key risks associated with achieving the above objectives of Council’s buildings and facilities management activities and associated levels of service have been identified throughout this AMP and are outlined below: 1. Unanticipated asset deterioration and structural failure possibly accelerated by the increasing severity in weather and climate change conditions; 2. Asset Performance – No asset failures that influence the service levels. A complete understanding of all buildings and facilities assets and their relevant asset condition will assist in mitigating potential risks. 3. Asset Knowledge - The need to understand the performance of all the band facilities assets at component level is essential in mitigating risks. Assets such as retaining walls, carparks, lighting and signage are assets that require more detailed inspections and improved maintenance activities to ensure assets do not become a risk to the community. 4. Funding – the ongoing operational and maintenance costs for buildings and facilities will continue to rise and efficiencies and cost savings are reviewed regularly. Grant opportunities for renewals/upgrades must always be considered. These risks and all other current risks will be regularly reviewed and if necessary, they can be documented in the annual Branch Plan – Buildings and Facilities. Should there be a need for them to be further escalated they can be addressed for consideration by the Asset Management Working Group, Executive Team, and Audit and Risk Committee. To mitigate these risks there are resulting actions from this AMP. For Council to make informed decisions, it is understood that focus must be placed on consistent cyclical inspections across all buildings and facilities assets with condition data accurately recorded in T1 asset management system. This then supports the reconciling of financial asset data, GIS data and inspection data to have a single point of truth for all buildings and facilities assets. Asset Management Plan: Buildings and Facilities Page 18
Section 20
6. Financial Summary 6.1 Financial Statements and Projections Council’s buildings and facilities play a vital role in the services provided to the community across the Noosa Shire. There are approximately 1,279 building component assets on Council’s financial register considered in this Asset Management Plan (AMP). The building and facility assets have a current replacement value of $82m, equating to approximately 8% of Council’s financial assets. The capital, operational and maintenance expenses for buildings and facilities make up approximately 7% of the $90m annual budget. The capital works program fluctuates from year to year, however, the 2018/19 capital works program the capital investment of $5m for buildings and facilities equates to 17% of the $29.5m capital works program. The annual operating plan details the financial statements and projections associated with the operational and maintenance expenses for the services the buildings and facilities support on an annual basis. The capital investments including renewals, upgrades and expansions are highlighted in the annual capital works program which is reflected in the 10-year capital works program. 6.2 Funding Strategies The immediate improvements to funding requests for maintenance and renewals in the budget process are now evidence based and are supported from the condition assessments that have been carried out. The funding strategy, key assumptions, reliability and confidence levels are detailed in the Council’s long-term financial plan. More detailed funding strategies that promote the long-term sustainability of the buildings and facilities will be further developed and defined in future asset management plans. 6.3 Budget Forecasts Budget forecasts will continue to be developed as information is captured and reported from the Technology One (T1) financial system. Through the annual review of actuals, maintenance and renewal activities against budget will initiate further development and identify trends that are reportable and reflect future year forecasts. Figure 10 below identifies the current forecasts for the operational, maintenance upgrade and renewal expenses to demonstrate the whole of life costs over a 10-year period for the buildings and facilities by program, in the amount of $65.1m. There will be further asset renewal, upgrades and maintenance activities to be developed over coming years that will influence this current forecast. To achieve good asset knowledge of all buildings and facilities assets it is important to continue with undertaking asset data reconciliation and physical condition assessments to make well informed asset decisions. The buildings and facilities assets have varying useful lives for the asset classes maintained by Council. The buildings and facilities useful lives vary, based on construction, material type and have estimated lives between 15 – 60 years. Asset Management Plan: Buildings and Facilities Page 19
Section 21
Figure 10: Buildings and facilities 10-Year forecasted expenditures
Development of ongoing maintenance activities will ensure that future asset failure will be minimised
with a “no-surprises” approach for future funding forecasts. This will be supported through the initial
development of condition monitoring to predict potential maintenance and renewal requirements. In
compiling the current forecasts the following general assumptions have been identified.
• Proposed Capital Renewal Program will be funded in accordance with the current Council
model adopted;
• Renewal works will be prioritised according to asset condition;
• The condition of the assets reflect what is reported within this document;
• Current maintenance funding levels will meet service level requirements;
• Renewals, maintenance and isolated failure replacement is generally ‘like for like’;
• Where a renewal must be provided to a higher standard, the difference in cost between a ‘like
for like’ renewal and the higher standard is to be treated as an asset upgrade.
• Depreciation is in accordance with Council Policy;
• There is no allowance for CPI as the continuing revaluation and condition inspection process
will make adjustments for current rates.
Asset Management Plan: Buildings and Facilities Page 20
Section 22
7. Plan Improvement and Monitoring
7.1 Status of Asset Management Practices
Currently all Asset Management activities are managed within the Noosa Council Asset
Management Governance Framework and enabled through Technology One (T1) asset information
management system. The establishment of a buildings and facilities working group will enable the
improvement program to set priorities and targets that are aligned to Council.
7.2 Improvement Program
The following initiatives are recommended:
1. Asset Inventory – Ensure that there is one single asset register/hierarchy that captures all
parent and child (component) assets; at a level of the lowest or appropriate repairable unit. All
other duplicated asset lists/registers should be eliminated. T1 is the Enterprise Asset
Management repository. Prior to the revaluation, it is recommended a detailed asset register
and data reconciliation project establishes a single point of truth for asset data within T1.
2. Asset Responsibility – Infrastructure Services Director is responsible for the corporate
buildings and depots. However the asset managers are various across the organisation as
they are based on the services provided from the facility to the community. A detailed Asset
responsibility matrix is required and will be developed over coming months by the buildings
and facilities working group and is expected to be completed by December 2019.
3. Condition Assessments – In consideration of more detailed and regular condition
assessments, priority should be given to the high value and critical components/assets such
as roofs, Electrical/Mechanical Services, Super Structure etc. to ensure development of
renewal programs for individual asset classes.
4. Renewal Plans - The establishment of renewal plans for all assets considered in this AMP is
considered essential to achieving good asset management outcomes. Renewal plans are
based on understanding the condition of Council’s assets and modelling to ensure that the
intervention for renewal achieves the assets useful life. The establishment and review of these
renewal plans will be a focus for the buildings and facilities Working Group to develop and
implement into Council’s processes and procedures.
5. Capital Planning – The development of upgrade programs will support maintaining the levels
of service and expectations of the community. The Public Amenity Priority Program is being
developed for completion by the end of the 2019 calendar year. Further renewal and upgrade
programs across all buildings and facilities is required. The ongoing condition assessments
will enable the development of capital programs across all buildings and facilities. These
programs will improve prioritisation and strategy around the delivery of capital works.
6. Asset Systems – There is an initial implementation of operational work orders for planned,
reactive work and inspections to date. There are a number of functions of the T1 system that
would improve the operational and maintenance activities and further improve the asset
management objectives of the organisation. These include:
i. Planned maintenance work orders;
ii. Costings via work orders;
iii. Inspections and defects logged within T1;
iv. Asset performance reporting from T1;
v. Data capture – asset validation and updating.
Asset Management Plan: Buildings and Facilities Page 21
Section 23
7. Levels of Service - The current levels of service for buildings and facilities is to support the
services that are operated from or within these assets to the Noosa community. Council’s
buildings and facilities assets are designed and constructed to suit the function of the service
being provided which determines the levels of service. The measurement of these levels is at
present very high level and focused on the services provided by Council. Future levels of
service need to be more detailed and look atan both Customer and Technical service
measures.
8. Maintenance Plans – Plans must be regularly reviewed and incorporated into the annual
budget process. Continued inspections and recording of asset condition and maintenance
activities are key to achieving this initiative. This will be a key outcome for the buildings and
facilities Working Group to develop site specific maintence plans and review the buildings and
facilities maintenance plan for all the assets considered in this AMP.
7.3 Monitoring and Review Processes for the Asset Management Plan
This first edition of AMP for the buildings and facilities refers to current levels of services that have
existed over recent years. This AMP is to be a ‘living’ document reflecting actual practices used in
managing the buildings and facilities. In accordance with this, Council will balance cost, risk and
performance needs for the buildings and facilities.
The AMP will have a high-level annual review for developing the annual budget from the
maintenance and renewal plans. A full document review will occur on a four-year cycle, in line with
the completion of detailed condition assessments and the financial asset revaluation of the buildings
and facilities assets.
7.4 Asset Management Effectiveness
The effectiveness of this AMP will be measured in terms of:
1. Adoption of the buildings and facilities AMP by Council.
2. The ongoing development of good asset knowledge through a commitment to recording
information against assets and undertaking cyclic condition assessments at the facility.
3. Maintenance and renewal plans that are robust and initiate the annual budget process.
4. Historical asset activities that are recorded and located in Council’s asset management
system.
5. Limited reactive work and more planned maintenance activities.
6. The buildings and facilities AMP becomes the reference point for all information and enables
good decision making for asset related activities and investments.
7. Documented levels of service that complement the buildings and facilities assets that support
the services provided by Council.
Asset Management Plan: Buildings and Facilities Page 22
Section 24
8. ANNEX A: Levels of Service 8.1 Public Amenities (Toilets) Asset Management Plan: Buildings and Facilities Page 23
Section 25
Asset Management Plan: Buildings and Facilities Page 24
Year e SERVICE LEVEL TARGET
(Cleaning activities, secunty patrols, pest control, servicing of holding/septic tanks, supply of consumables, sharps
containers and sanitary/nappy disposal facilities, graffiti and vandalism repairs, utility costs etc.
Availability Service is predominately provided during normal business hours.
Cleaning activities normal hours between 7 am & 4 pm.
Security patrols — out of hours.
Emergencies only — after hours.
Cyclic Inspections Cleaning contracts audit (sites selected | Monthly
ad hoc)
Scheduled work Contract cleaning & supply of Frequency ranges from once per
consumables* week to 3 times per day depending
on location and time of year
Security patrols:
e Noosa Woods, Noosa Spit Locked 7 nights per week
e Lake St, Tewantin Locked 7 nights per week
e Girraween Sportsground Locked & opened 7 days per week
Holding/septic tanks (contract servicing | Fortnightly for all sites where holding
under Liquid Waste Contract) tank/septic tank is provided in lieu of
connection to sewer
Sanitary, nappy & sharps bins - supply | Frequency ranges from weekly to
& servicing (contractor) monthly depending on location and
time of year
Hire and cleaning of relocatable toilet at | Christmas/New Year School Holiday
First Cutting, Noosa North Shore period. Cleaning frequency is every
(contractor/s) 2™ day between Christmas Day and
end of first week of January and then
every 3” day to end of school
holidays.
Ce
Reactive work (customer |Issue ss Firstresponse | Target for completion |
mes) eens | conractorbeingnotied |
contractor being notified
Graffiti Note: Council endorsed Graffiti 5 business days
Policy dated 24 August 2014
provides that upon notification of a
graffiti incident a graded approach is
taken to removal: 24 hours
- Obscene, racist & other
offensive matenal 3 business days
- Large areas of graffiti or in
highly visible 14 business days
- Minor graffiti incidents
Vandalism Hazardous — Within 4 hours 20 business days
Otherwise within 24 hours or next
business da
pumMmp-oO
SERVICE DELIVERY MODEL
Asset Management Plan: Buildings and Facilities Page 24Section 26
Asset Management Plan: Buildings and Facilities Page 25
KEY SERVICE METRICS
CEST go Witte Benchmark Comparison
Average cost of maintaining and operating a public $22,587 per FY 2016/17 Cost Centre 1521
toilet per annum facility (approx.) | Actuals = $423,382 + estimated
cleaning costs $258,893 = 39) =
FY 2017/18 Cost Centre 1521 Actuals = $490,542 + $17,494 per facility (approx.)
cleaning costs $390,341 = 39
Cost per rateable property to clean public toilets $29 perrateable | FY 2016/17 Cost Centre 1521
property approx. | Actuals = $423,382 + estimated
FY 2017/18 Cost Centre 1521 Actuals = $490,542 + cleaning costs $258,893 / 30,000
estimated cleaning costs $390,341 / 30,000 rateable rateable properties) = $23 per
properties rateable property approx.
PERFORMANCE MEASURE
|Service | Indicator______—| Performance Measure | Methodology
Public amenities Satisfaction Noosa community satisfaction Community satisfaction mean
(toilets) mean rating score compared to | performance rating from the LGAQ
the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Community Lifestyle
rating (2019) | rating (2017) =| Services
Function: Environment Protection &
3.73 3.30 Conservation
4.00 3.85 Function: Parks, Playgrounds &
Public Amenities
1 Refer to Asset Responsibility Matrix for specific areas of responsibility.
? Includes Council owned toilets within Noosa Junction Transit Centre which is under lease to Translink with cost
sharing arrangements for maintenance and cleaning (costs funded by Property Branch).
* Works are prioritised and subject to available budget.
* Source Cleaning of Public Open Spaces & Amenities Contract 1617T113
Asset Management Plan: Buildings and Facilities Page 25Section 27
8.2 Sport & Recreation
Asset Management Plan: Buildings and Facilities Page 26
8.2 Sport & Recreation
MENON copvicc eve! cat ~1 IE
we wee SERVICE LEVEL CATALOGUE
Service Listing 1 of 3
Service Output SPORT & RECREATION
Providing direction and support for development and operation of
sporting and recreation activities and provision of facilities including
sports fields, aquatic centre and indoor recreation facilities.
Service Activity Planning, Programs & Support
Development and delivery of action plans for the future direction of
sport & active recreation in the Shire; delivery of sports & active
recreation initiatives; land tenure negotiations for Council or Trust land;
and provision of support and financial assistance to eligible not-for-
profit community organisations to provide, maintain and operate
community sporting facilities.
Responsible Area [Department Branch
Corporate Services Property Branch
Infrastructure Services Parks & Gardens
Cost Centres Community Grants 2599
Community, Culture & Sport 2600
Community Properties 1511
Sportsgrounds (Common Area 2304
Maintenance by Parks & Gardens for
nominated locations only)
Key statistics' Total available facilities
Includes:
e 39x Commercial/privately owned
(incl. Not For Profit Freehold sites)
e 29x Council controlled
(trustee/freehold). Includes 3 multi-
use sports complexes.
e 18x Other Government
controlled/managed
eee
ACTIVITY SERVICE LEVEL TARGET
Planning, program initiatives and support
[Activities include development, review and implementation of actions from the Sport & Active Recreation Plan;
providing on ground support to community not for profit sport & active recreation organisations to manage their
activities].
Scheduled activities Tenure to community not-for-profit sporting & active recreation community
organisations terms & renewals are subject to the Community Purpose Land
& Infrastructure Tenure Policy with tenure arrangements as follows:
e Freeholdland—permit | Upto3years
e Freehold land — lease 5 to 10 years
eTrust land — lease
"ets
Review of Sport & Active
Recreation Plan (2018)
Asset Management Plan: Buildings and Facilities Page 26Section 28
Asset Management Plan: Buildings and Facilities Page 27
ACTIVITY SERVICE LEVEL TARGET
Implementation of the Sport & Ongoing — prionties determined
Active Recreation Plan (2018) annually.
Note: Plan includes ongoing
activities as well as special
projects.
Reporting on Sport & Active Annual.
Recreation Plan implementation
Updates also included in departmental
quarterly report.
Reactive activities Enquiries from community Initial response within 2 days — final
organisations (planning, response dependent on complexity of
management and administrative the request and availability of
issues) resources
Grant applications to extemal Ongoing.
bodies to fund Sport & Active Applications submitted as opportunities
Recreation Plan initiatives become available.
Enquiries and negotiations — No defined level of service.
new/existing tenure arrangements.
Subject to assessment of warrant and
Note: Community leasing/permit determination of availability/options.
negotiations also involve Property
Branch who manage and
administer the contractual
arrangements.
Sports field - maintenance & operations
[Activities include financial support through the grants program for routine maintenance activities as per individual
lease arrangements; and maintenance by Council of common areas at Sports Complexes
inspections
Multi Sports complex management | Every 4 months (Tewantin & Cooroy)
committee meetings - Noosa
(Girraween), Tewantin & Cooroy. Every 6 months (Noosa - Girraween)
Sports field maintenance grants Every 3 years
Grant acquittals (checking & Annual or as required
verification)
Water & sewer charges — on- Quarterly or Annually.
charging (costs over & above grant
level) Dependent upon Unity Water billing
practices.
Reactive activities Maintenance requests (where No defined level of service — generally
outside lessee/permit/licence responded to within 5 business days.
holder obligations
yaa) ee aes A leak
Predominately in-house with contractors utilised for routine maintenance activities as appropriate.
Asset Management Plan: Buildings and Facilities Page 27Section 29
Asset Management Plan: Buildings and Facilities Page 28
KEY SERVICE METRICS
CEI gs Ca tele Benchmark Comparison
Participation rates for top 5 Noosa Shire Top 5? National Top 5
physical activities for Noosa Shire | 1. Swimming at beach/ waterway | 1. Walking (recreational) 42.6%
adults over 15 years of age 50.9% 2. Fitness/qym 32.1%
compared to the National 2. Walking (recreational) 50.0% 3. Athletic, track and field 15.8%
participation rates. 3. Mountain Biking 46.9% 4. Swimming 14.5%
4. Bushwalking 40.3% 5. Cycling 11.7%
5. Cycling 37.8%
Achieving sufficient physical 66.5% State 59.6%
activity >
Obesity rate (adults)* 14.3% Noosa Shire obesity rate is 40% lower
than the prevalence for Queensland.
PERFORMANCE MEASURE
|Service si Indicator __| Performance Measure __| Methodology
Sportsgrounds Satisfaction Noosa community Community satisfaction mean
satisfaction mean rating performance rating from the LGAQ
score compared to the Community Satisfaction Tracking
State mean rating score Survey for Provincial areas for:
(out of optimum rating of
5). Theme: Community Lifestyle Services
Function: Sporting & Recreational
Facilities
NSC mean | State mean
rating rating
2019 2017
1405 378
' Source: Noosa Sport & Active Recreation Plan 2018.
? Source: Ausplay survey done to support Noosa Sport and Recreation Plan 2018 — see page 23, 24.
3 Source: Queensland Govemment. Queensland survey analytic system (QSAS), physical activity in Queensland —
regional detailed data. Release date: 16 November 2016.
+ Source: Queensland Government. Queensland survey analytic system (QSAS), overweight and obesity in
Queensland — regional detailed data. Release date: 16 November 2016.
Asset Management Plan: Buildings and Facilities Page 28Section 30
8.3 Lifeguards
Asset Management Plan: Buildings and Facilities Page 29
8.3 Lifeguards
MING ccpyic | As :
mw mteetey SERVICE LEVEL CATALOGUE
Service Listing 1 of 1
Service Output LIFEGUARDS
Provision of beach patrols and lifesaving support services to ensure the
local community and visitors can safely enjoy our beaches.
Service Activity Operations
Includes contract management, fixed site patrols, roving patrols and
support services such as communications and jet-ski patrols.
serene:
Corporate Services Property
Infrastructure Services Buildings & Facilities
conten
Key Statistics! FY 2017/18
Total beach attendances 4,015,427
Total rescues 292
Number of drowning’s 1
First Aid Treatments 6,752
Preventative actions 123,690
Legislative responsibility to No — service was traditionally provided by volunteers but that model could no
provide this service longer meet requirements for a 7 day week service.
ACTIVITY SERVICE LEVEL TARGET
Provision and maintenance of life saving towers and utility services
Cyclic inspections Lifesaving Towers - WHS Hazard 3 per year as follows:
Inspections include structure « Feb &MaybySLSQ
condition visual checks representative
e November by NSC WHS Advisor
and contract manager
Scheduled works As identified from inspections (defects & proactive interventions) to maintain
asset serviceability. Asset maintenance is Council responsibility.
Provision of patrols and lifesaving services, contract management & administration
Scheduled services (varies depending on level of utilisation of the beach area) as detailed below.
Location Type Total =| Contract | Volunteer Patrol
be
Peregian Beach All year 290 5 7 days/week Weekdays
Public Hols &
Weekends Sept- 7:30am-4:30 pm 7:30 am-5:00 pm
May
7:00 am-6:00 pm Qld.
Xmas School Hols (6
weeks
schoo! holidays
8:00 am-5:00 p
Asset Management Plan: Buildings and Facilities Page 29Section 31
Asset Management Plan: Buildings and Facilities Page 30
ACTIVITY SERVICE LEVEL TARGET
Sunrise Beach Seasonal 121 NA Weekends, public &
school holidays
8:00 am-5:00 pm
Sunshine Beach All year 75 7 days/week Weekdays
Public Hols &
Weekends Sept | 7:30am-4:30 pm 7:30 am-5:00 pm
May
7:00 am-6:00 pm Qid.
Xmas School Hols (6
weeks)
Noosa Main Beach | All year 15 J days/week Weekdays
Public Hols &
Weekends Sept- | 7:30am-4:30 pm 7:30 am-5:00 pm
May
7:00 am-6:00 pm Qld.
Xmas School Hols (6
weeks.
Noosa West All year 5 days/week Weekdays
Public Hols &
Weekends Sept- 9:30am-4:30 pm 9:30 am-5:00 pm
May
7:00 am-6:00 pm Qld.
Xmas School Hols (6
weeks
Scheduled activities (Cont'd) Minimum quarterly (ad hoc audit inspections also occur)
WHS Hazard 3 per year as follows:
Inspections « Feb & May by SLSQ representative
e November by NSC WHS Advisor and contract manager
Monthly Meetings / | SLSQ provide present suite of reports reporting on previous
Reports month's activities as per Lifeguard Services Agreement.
Annual Report SLSQ provide annual report on activities as per Lifeguard
Services Agreement.
Support Services
Provision of roving supervision, roving patrols, communication services etc.
Scheduled work provided as part of the contract includes:
service
Public Holida
aia
schedule schedule
Roving patrols (Waverunner Various - Includes | Sept-May Weekends 7:00 am — 5:00 pm
/rescue craft) Marcus Beach and Public Holidays
Noosa North Shore
(Note: subject to change — (campground) School Holidays - 7 | 9:00 am — 5:00 pm
weather dependent) days week
SERVICE DELIVERY MODEL
The service is provided externally. Contract management and WHS audit provided internally.
Asset Management Plan: Buildings and Facilities Page 30Section 32
Asset Management Plan: Buildings and Facilities Page 31
KEY SERVICE METRICS
WCET gs Wate Benchmark Comparison
Cost of service for each beach attendance p.a. $0.32 per visit Queensland Department of Local
(Actuals all costs inclusive of overheads FY2017/18 Government comparative data not
$1,279,700 / 4,015,427 visits for 2017/18) available.
Not easy to benchmark due to
variables in service demand at
comparative locations / size local
governments.
Cost of service for each rateable property p.a. $42.65 per
(Actuals all costs inclusive of overheads FY2017/18 rateable property
$1,279,700 / 30,000 rateable properties)
PERFORMANCE MEASURE
Beach Lifeguards Satisfaction Noosa community satisfaction | Community satisfaction mean
mean rating score compared to | performance rating from the LGAQ
the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
rating (2019) | rating (201 Services
Function: Community Safety
—_—_—_—
' Source — Australian Lifeguard Service Noosa Region Annual Report 2017-2018
2 Source - Sunshine Coast Council and SLSQ Agreement Lifeguard Services Transition employees and assets — 11" October
2012. The Agreement and service components relating to Noosa Shire Council beaches transferred to Noosa Council as
legislated under Local Government (De-amalgamation Implementation) Regulation 2013.
> Commencing first Monday in May each year.
Asset Management Plan: Buildings and Facilities Page 31Section 33
8.4 Holiday Parks
Asset Management Plan: Buildings and Facilities Page 32
8.4 Holiday Parks
am NOOSA <— BD» ~ \ ~ = ™~
a wee SERVICE LEVEL CATALOGUE
Service Listing 1 of 1
Service Output HOLIDAY PARKS
Provision and operation of holiday parks including caravan parks and
campgrounds
Service Activity Holiday Parks Contract Management & Administration
The activities include advertising for public tenders, tender evaluation &
award, contract management & administration, asset management and
dealing with customer complaints.
Responsible Area [Department Branch
Cost Centres Management Property & Facilities 1500
Boreen Point Campground 1503
Noosa River Holiday Park 1504
North Shore Beachfront Campground 1505
Key Statistics Location Capacity Occupancy FY2017/18
Boreen Point 98 sites (340 persons) 36.30%
Noosa River 137 sites 90.76%
North Shore 250 persons (no site 43.04%
controls in place)'
Legislative responsibility to Land Act 1994
provide this service State Caravan Park/Campground Planning Policy PUX901/102
ACTIVITY SERVICE LEVEL TARGET
Contract management & administration
[The activities include advertising for public tenders, tender evaluation & award, contract management &
administration, and dealing with customer complaints]
Availability (delete if not relevant
Cyclic Inspections Contractor (WHS & maintenance Weekly
issues) Twice-yearly
Contractor (full site compliance check) | Annual
Council (WHS
Scheduled Work Tender recall, evaluation and contract
award:
Boreen Point - 3 year term expires 6-
4-2019 (Going to Tender) Every 3 to 5 years (fresh tenders
Noosa River — 3 year term expires 31- | invited)
May-20 (with 1 x 1 year option to
extend)
North Shore Campground - expired-
currently under interim management
arrangements until upgrade
completed
Financial audit (spot check —
additional to formal audit process
—_ Oe
Asset Management Plan: Buildings and Facilities Page 32Section 34
Asset Management Plan: Buildings and Facilities Page 33
ACTIVITY SERVICE LEVEL TARGET
Operations
[Dealing with maintenance requests from site managers and other issues such as booking software, web content
maintenance, marketing and customer complaints
Reactive work Dealing with maintenance requests * No defined service level (see note).
Customer complaints No defined service level — generally
dealt with in 10 business days
depending on complexity.
laa ae ee ed eae
KEY SERVICE METRICS
WUE cs ute ee Le Me ee ecel
Return per rateable property/per annum Return of $30 per | Queensland Department of Local
rateable property | Government comparative data not
(FY2017/18 Operating Surplus $911,639 / 30,000 available.
rateable properties)
PERFORMANCE MEASURE
|Service si Indicator __| Performance Measure__—'| Methodology
Holiday Parks Satisfaction Noosa community satisfaction | Community satisfaction mean
mean rating score compared _ | performance rating from the LGAQ
to the State mean rating score | Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean | Statemean | Theme: Managing the Shire
rating (2019) | rating (2017) | Function: Development of Tourism
(includes caravan parks)
1 This site is subject to a Material Change of Use approval. Once the upgrade is complete site numbers will be limited
to 200.
? Currently only applies to Noosa River Holiday Park (yet to be rolled out to other sites).
*.Work is prioritised having regard to available budget. All management contracts require the contractor to provide
consumables (toilet paper, cleaning products, own office needs etc.). Noosa River Caravan Park contract requires
site manager to undertake minor maintenance activities.
Asset Management Plan: Buildings and Facilities Page 33Section 35
8.5 Libraries
Asset Management Plan: Buildings and Facilities Page 34
8.5 Libraries
MENG ccpyic =VWEI CAS .
a wesem SERVICE LEVEL CATALOGUE
Service Listing 1 of 7
Service Output LIBRARIES
Provision of access to information, recreational reading and learning for life
through branch, online and mobile libraries, collections and resources, and
learning programs.
Service Activity Library Operations
The activities include the provision and management of the physical and digital
library collections, provision of lending, information and research services,
preservation of local heritage materials, access to information technology
resources, as well as provision of programs and events that support literacy and
lifelong learning.
Responsible Area [Department Branch
Libranes & Gallenes
Cost Centres Management (Libraries & Galleries) 2514 (Partial)
Library Management 2512
Noosaville Library 2501
Cooroy Library 2502
Mobile Library 2503
Library Collections 2705
Library Programs & Services 2706
Key Statistics! Library Membership 37,224 registered members
Annual Visits
Note - Noosaville closed March to June for 2017/18 2016/17
refurbishment — figures reflect 8 months* Noosaville: 130,763* 216,589
Cooroy-: 113,363 117,469
Mobile: 36,407 38,780
Total: 280,533 372,837
Annual Loans — items* 552,185 572,444
Collection Size — physical and electronic 100,002 94,007
Programs - programs run 584 745
Programs — attendees 14,663 13,258
Legislative responsibility | Libraries Act 1988
to provide the service Local Government Act 2009
ACTIVITY SERVICE LEVEL TARGET
Lending Services (static & mobile)
[The activities include lending library matenals, inter-library loans, renewals, reservations, retums, transfer between
branches & management of items for loan]
Availability Noosaville Library Monday to Friday 9:00 am — 5:30 pm
Saturday 9:00 am — 3:00 pm
Sunday 10:00 am — 2:00 pm
(Closed public holidays)
Cooroy Library Monday to Friday 9:00 am — 5:30 pm
Saturday 9:00 am — 1:00 pm
(Closed public holidays)
**Mobile Library roster (subject to change due to weather or other factors) :
Asset Management Plan: Buildings and Facilities Page 34Section 36
Asset Management Plan: Buildings and Facilities Page 35
ACTIVITY SERVICE LEVEL TARGET
[Location s/s | Day Time
10:00 am — 1:00 pm
[Sunrise Beach | Tuesday | 1-30pm—500pm—S~—S
|Cooran | Wednesday |: 9:30 am — 12:00 noon
no service school holida’
Thursday 9:30 am — 12:00 noon
reduced hours school holida
1:30 pm — 4:00 p
1:00 pm — 5:00 p
——_
Scheduled Home library service (housebound residents | 3 week delivery rotation for Home
& bulk loans to aged care facilities) Service clients (prerequisites for
application)
~— oo
line)
STS SS
Reference & information services Response generally same day — unless
complexity or availability of research
materials requires longer
Book club applications/registration Same day, depending on availability of
vacancies in existing book clubs.
Inter-library loans (upon request) Requests submitted at the time of
request. Completion of request may
take up to 8 weeks or more depending
on item availability if lending institution.
Collection management for items on loan and | Daily, weekly, monthly procedures in
missing, or available and missing place
Lending services (digital e-library)
[Delivery of library services through the online website including management of access arrangements, member
access to subscription and open access online resources— incl. downloadable collection items such as e-books, e-
audio, e-music, e-film, as well as access to databases and borrower services (renewals, reservations, bookings)]
Availability Online lending of digital resources through 24/7 — Year round
contracted suppliers and platforms
Reactive Customer support for online service Same or next day unless issue is out of
our control and with external
platform/website
Reader purchase requests for e-titles Assessed and assigned within 5
working days
rcorddeltons of exped Wet
record deletions of expired titles
Library Collections
[All activities related to the selection, purchase, cataloguing and physical processing of items for the library collections]
Scheduled activities Vendor contracts to supply shelf ready items | Weekly, fortnightly, monthly
based on profiles provided by library service
Receiving and receipting new items, Weekly, fortnightly, monthly
checking into Library Management System
LMS
Asset Management Plan: Buildings and Facilities Page 35Section 37
Asset Management Plan: Buildings and Facilities Page 36
ACTIVITY SERVICE LEVEL TARGET
a
Receiving, receipting and checking in serials | Weekly, fortnightly, monthly
Reader requests including interlibrary loans | Daily
and purchase requests
Public Library System (PLS) bulk loans of Twice yearly
Language Other than English (LOTE)
material
CEES
Stock assessment — for weeding and repairs | Average 3 times per week
Stock selection — physical and e-resource Average 3 times per week
Reactive activities Customer request to purchase individual Daily, assigned on average within 5
items working days
Identified gaps in subject areas by As required — response time subject to
staff/customers assessment and determination of
requirements
aaa as
Customer feedback or complaints about Same day or next day
collection content
Programs & Services
[Provision of learning programs and events across all ages promoting literacy development & lifelong learning through
information sessions and practical workshops]
Availability Varying program with some activities conducted after hours to suit community needs.
Scheduled activities Computer & internet access Daily during opening hours (bookings
available - sessions cease 15 minutes
before closing time)
Wi-Fi access Wi-Fi access 24/7
Technology learning program: Varied monthly timetable, see library
- One on one computer help events calendar
- One on one tech help https://www libraries. noosa.qid.gov.au/e
- Tech Savvy Seniors vents
- Group technology classes for
devices (iPad, tablets, phones, social
media platforms)
- Makerspace — sewing, 3D design
printing and virtual reality
- STEM-—Science and Tech learning
and FPV drone programs
Digital programs: Vanied monthly timetable, see library
- Makerspace events calendar
- Robotics & Coding for kids https ://www libraries. noosa.qld.gov.au/e
vents
Justice of the Peace (Partnership program):
- Cooroy Library Tuesday 12:30 pm — 4:00 pm
Thursday 9:00 am — 12:00 noon
-___ Noosaville Libra
Asset Management Plan: Buildings and Facilities Page 36Section 38
Asset Management Plan: Buildings and Facilities Page 37
ACTIVITY SERVICE LEVEL TARGET
Tuesday 9:30 am — 12:00 noon
Saturday 9:30 am — 12:00 noon
Literacy development program (Adult) Varying activities for adult leamers by
appointment
Printing, photocopying and scanning (fee Opening hours — all branches.
based service
Meeting room hire - Cooroy only (fee based | Availability- 7am to 10pm, 7 days a
service) week
Community display space - Cooroy & By application, 2 or 4 week display
Noosaville Aimed at local community period
organisation informational displays (free
service)
Story time program (pre-schoolers; toddlers; babes in arms) :
|Actity S| Location | Frequency
Pre-schoolers Weekly - Tuesday 10:00 am — 10:45 am
Weekly - Wednesday 10:00 am — 10:45
am
a ee
am
(030an
10:30 am
Cooroy Bi-monthly - Thursday 10:00 am —
10:30 am
School holiday program Varying activities — all Queensland
school holidays see library events
calendar
https ://www libraries. noosa.qid.gov.au/e
vents
First 5 Forever (grant funded early literacy Activities aimed at children under 5
program) years old. Varied monthly timetable,
see library events calendar
https ://www libraries. noosa.qid.gov.au/e
vents
Community Outreach program - Planned By arrangement
visits to childcare centres, schools, Child
Health Centres, Pop-up library in parks,
beach, shopping centres, festivals etc.
Reactive activities Technology assistance to public within library | Demand based
branches
Institutional visits e.g. schools, nursing By arrangement
homes
Extemal/internal Council supported events By arrangement
LGAQ or LGMA workshops or events hosted
by Council, events supported/hosted by
Community Development etc.
Asset Management Plan: Buildings and Facilities Page 37Section 39
Asset Management Plan: Buildings and Facilities Page 38
ACTIVITY SERVICE LEVEL TARGET
Library Operations
[includes activities such as WHS inspections for static & mobile libraries, building maintenance, volunteer
coordination, contract manageme
Cyclic inspections WHS inspections (static & mobile)
a
ST
—_—_Ey
Planned Building maintenance - As required, | Subject to work area response time
work order requests to relevant Council dept. | frames.
SSE
Security - Managed Council contracts with
Naskam (Alarms and CCTV) and Complex
random patrols
Air conditioning service - Managed Council Monthly.
contract
Wallace Park Precinct meetings ((incl. Noosa | Quarterly.
Leisure Centre, Noosa Community Support,
Endeavour, Meals on Wheels, Wallace
House, Environment Centre, Bridge Club)
Libraries Customer Service - Coordination, Opening hours.
provision and delivery of front line customer
service — in person, online and by phone
Reactive activities Reactive building maintenance - As required, | Subject to work area response time
work order requests to relevant Council dept. | frames.
Volunteer coordination includes applications, | Generally initial application and phone
assessment and inductions for Friends of contact processed within five business
Noosa Library, Friends of Mill Place to days.
undertake volunteering activities in service
areas of Home Service program, Adult Full process may take up to 8-12 weeks
Literacy, Technology tutorials, Reader's (involves face-to-face meeting,
Group, Genealogy, Local Studies & Heritage. | assessment, application for Blue Card
to be completed and received from
Govt, induction and introduction to
volunteer activity).
General enquiries/complaints (in person, by | No defined service level — response
phone or online) generally provided within 2 business
days (subject to complexity of issue)
eee ea eae
Noosa Library Service has four branches operating as a networked library service; two static branches at hinterland
and coastal locations, a mobile branch servicing remote and fringe areas of Noosa Shire and an 24/7 online branch.
Staff have multi-faceted roles working across customer service, programming and collections. Collection procurement
balanced between staff selection and outsourced processing. Services and programming supported by external
resourcing such as grants, sponsorship and volunteers.
Asset Management Plan: Buildings and Facilities Page 38Section 40
Asset Management Plan: Buildings and Facilities Page 39
Ca 2a) Oe ad
CET cs State Benchmark Comparison
Metrics below are 2016/17 (not updated for
2017/18 due to closure of the Noosaville
Library)
Loans/issues per capita 7.53 (Queensland Average)
(The number of library items loaned per head of
population. This is a key benchmark of libraries
at a state and national level
Visits per capita 6.97 4.57 (Queensland Average)
(The number of library visits per head of
population. This is a key benchmark of libraries
at a state and national level
Cost per rateable property (inclusive of $145.62 Accurate comparative data not readily
depreciation and internal charges) available due to variance in financial
reporting to State Library of
This is the full extent that each rateable property Queensland
is funding arts venues & programs.
(FY2016/17 actuals $4,368,824/30,000 rateable
properties)
Cost per rateable property (exclusive of $90.05 Accurate comparative data not readily
depreciation and internal charges) available due to variance in financial
reporting to State Library of
This is the extent that each rateable property is Queensland
funding Noosa Library Service as a whole.
(FY2016-17 Depreciation $329,141; Internal
charges $1,338,078 Exclusive Actuals
$2,701,605/30,000 rateable properties)
Cost per visit Accurate comparative data not readily
(inclusive of depreciation and internal charges) | $11.72 available due to variance in financial
(exclusive of depreciation and intemal charges) | $7.24 reporting to State Library of
Queensland
Cost per loan Accurate comparative data not readily
(inclusive of depreciation and internal charges) | $7.63 available due to variance in financial
(exclusive of depreciation and intemal charges) | $4.72 reporting to State Library of
Queensland
PERFORMANCE MEASURE
| Service| Indicators Performance Measure | Methodology
Libraries Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared to performance rating from the LGAQ
the State mean rating score (out | Community Satisfaction Tracking
of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Community Lifestyle Services
rating (2019) rating (2017) Function: Libraries & Other Information
Access
' Data FY2016-17 — as submitted to State Library of Queensland as part of our annual retum
Asset Management Plan: Buildings and Facilities Page 39Section 41
8.6 Noosa Leisure Centre
Asset Management Plan: Buildings and Facilities Page 40
8.6 Noosa Leisure Centre
ae NOOSA ~ Lp ~ \ ~ 7 ~
a wee ~SERVICE LEVEL CATALOGUE
Service Listing 3 of 3
Service Output SPORT & RECREATION
Providing direction and support for development and operation of sporting
and recreation activities and provision of facilities including sports fields,
aquatic centre and indoor recreation facilities.
Service Activity Noosa Leisure Centre
Multi-purpose stadium comprising 2 indoor courts, indoor rock wall,
children’s soft play room, group fitness room, conference rooms, café and
creche supporting a range of recreational sport and exercise activities and
programs.
Responsible Area’ [Department Branch
al
aa
Key statistics? 2017/18 2016/17
Centre visits per annum 109,108 101,877
Total Group Fitness Members 459 460
(incl. visit pass holders)
Casual group fitness visits 1,875 1,379
Legislative responsibility No
Service is traditionally provided by local govemment as a community service.
vem ad SERVICE LEVEL TARGET
Recreation programs & events
Includes court hire management, set-up and pull down for team sports and group fitness program
Opening hours? Monday to Thursday 8 am— 10 pm
Sunday (roller skating) 10 am — 12 noon
Note:
Closed public holidays.
Opening hours subject to change due to bookings and school holiday periods).
Some group fitness classes start earlier than the normal opening time.
Scheduled activities Group fitness (incl. Active Mums Monday to Friday - 6:30 am to 7:15 pm
Program) - vaned program with all Saturday 7 — 10am
classes 60 minutes duration. Sunday 9.30 — 10.30am
Sa TST A
Volleyball Wednesday 6.30 - 10pm
Table Tennis Monday, Wednesday and Fnday 10-12pm
Wednesday 6.30 — 10pm
Asset Management Plan: Buildings and Facilities Page 40Section 42
Asset Management Plan: Buildings and Facilities Page 41
Pome SERVICE LEVEL TARGET
Basketball (Noosa District Basketball Monday 3.30 - 6pm
Association) Tuesday 3 - 10pm
Thursday 3 — 8pm
Friday 3-9pm
Saturday 8 — 12.30pm
Netball Monday 6-10pm
Thursday 9-11am
Thursday 4.45 — 7.45pm (Terms 3 and 4)
ee
Futsal Wednesday 3.30 - 6pm
Thursday 6 — 10pm
Pickleball Tuesday & Thursday 7.30am-9.30am
Friday 11.30am-1.30pm
Sunday (comp) 9.30am — 12p
Allied activities
(Activities include operation of the Café and créche,
Opening hours/availability As per facility opening hours
Créche (subject to bookings) Monday to Friday 9 — 11:30am
Kids Play Room As per facility opening hours
Retail Shop As per facility opening hours
Venue Hire
(includes: school groups, sporting As per facility opening hours
clubs, casual court bookings and
meeting room hire
Venue Hire/events Subject to assessment of impact on
(includes: exhibitions, trade shows, recreation and other programs.
workshops, large theatre productions,
porting tournaments, boxing events
(Activities include regular facility inspections and routine maintenance works etc.
Cyclic Inspections Physical site checks Daily
Weekly
Monthly (comprehensive check)
Scheduled work Preventative maintenance of basketball | Annually
structures and stadium floor (recoating)
es
2 x Large Fans in Stadium Annually
Rockwall Inspection / certfication [Annually
a
Seas
Reactive activities As identified from inspections (defects & proactive interventions) to maintain
asset serviceability.
Asset Management Plan: Buildings and Facilities Page 41Section 43
Asset Management Plan: Buildings and Facilities Page 42
Pome SERVICE LEVEL TARGET
Operations
(Activities include venue bookings and hire arrangements, regular newsletter, WHS inspections, cleaning, security
patrols, pe control etc.
Scheduled activities Long term hire arrangements — rock Ongoing
wall (open ended agreement — monthly
fee ee
Security patrols Nightly
Fire testing (emergency lighting, fire Monthly
extinguishers, fire blankets, fire panels)
RCD (electrical) testing Twice yearly
Enquiries/management of venue No defined service level — usually
bookings incl. court hire; conference completed same business day.
rooms)
complexity up to 10 business days.
ja a') aed) e ee eae
NLC is a full service facility, operated “in-house” by Noosa Council, with the exception of the rock wall service, which
is outsourced to private contractors.
KEY SERVICE METRICS
CELT cs Metric Benchmark Comparison
This is the extent that each rateable property is funding
the NLC.
2017/18 net costs $207 ,844/ 30,000 rateable properties 2016/17 net cost $240,840 / 30,000 =
exclusive of depreciation and internal charges $7 per rateable $8 per rateable property
property
2017/18 net costs $596,677 / 30,000 rateable properties 2016/17 net cost $466,798 / 30,000 =
inclusive of depreciation and internal charges $20 perrateable | $16 per rateable property
property
2017/18 cost per visit - 109,108 2016/17 cost per visit - 101,877
exclusive of depreciation and internal charges $1.90 per visit $2.36 per visit
inclusive of depreciation and internal charges) $5.47 per visit $4.58 per visit
Asset Management Plan: Buildings and Facilities Page 42Section 44
Asset Management Plan: Buildings and Facilities Page 43
PERFORMANCE MEASURE
|Service si Indicator | Performance Measure _—'| Methodology
Noosa Leisure Centre Satisfaction | Kids’ Playroom — Score 79 Surveys using Net Promoter Score
Café — Score 70. (NPS) rating. A NPS that is positive
(i.e., higher than zero) is felt to be
good and an NPS of >50 is excellent.
Noosa community satisfaction | Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score | Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
[| Frame Commun este Serves
NSC mean State mean punction: Sporting & Recreational
rating (2019) | rating (2017)
(405 378
1 Refer to Asset Responsibility Matrix for specific areas of responsibility.
? Data for FY2016-17
> Timetables for specific programs vary.
Asset Management Plan: Buildings and Facilities Page 43Section 45
9. ANNEX B: Buildings and Facilities
Stakeholders
The internal and external stakeholders for the buildings and facilities are detailed below:
Role Function
Internal
Council Staff Council officers play a major role in managing assets to ensure that they
provide a level of service that meets the needs of both residents and
visitors to the area. Council officers implement the components identified
in the buildings and facilities asset management plan.
Elected Council Officers This stakeholder group includes Councilors and the Mayor for the Council.
They are primarily responsible to ensure that their decisions represent and
reflect the needs of the wider Noosa community.
Buildings and facilities Provides technical advice to improve decision making across all internal
Working Group stakeholders. The group must ensure the asset management planning
covers the whole of life and optimally balances cost, risk and performance
of the buildings and facilities where possible.
Asset Manager (Various) Infrastructure Services Director responsible for the corporate buildings
and depots. However the asset managers are various across the
organisation based on the services provided to the community. A detailed
Asset responsibility matrix is required and will be developed over coming
months by the buildings and facilities working group and has been defined
within this AMP improvement plan.
Buildings & Facilities Responsible for the day-to-day maintenance activities and delivering
Branch minor capital works programs.
Asset Planning Manager Responsible for the condition assessments in developing renewal
programs.
Finance Ensures that the appropriate level of financial information is made
available to Infrastructure Services branch management.
External
Community & Residents Residents are the core users of buildings and facilities. Their needs, wants
and expectations are conveyed to Council, which should be reflected in
the levels of service for maintaining a good building and facility assets.
Councils Insurer Ensures that all insurance and risk are adequately addressed.
Visitors Visitor’s wants, needs and expectations drive the development in areas of
the highest tourism usage.
It is important that the defined roles have the capability and capacity within their management
responsibility to make good on the responsibilities assigned to them. From stakeholder discussions
held during development of the Asset Management Improvement Roadmap, some of these
responsibilities may be centralised in the first instance and then transferred to other parts of the
Organisation when the appropriate capability and/or capacity is developed.
Asset Management Plan: Buildings and Facilities Page 44
Section 46
10. ANNEX C: Document Management Document Owner Revision Date Document Owner Date Approved 1.0 01/06/19 Asset Planning Manager Document History Revision Date Reviewed By Approved By Date Approved 1.0 14/06/19 Asset Planning Manager Asset Planning Manager Distribution of Copies Revision No. of Copies Issued to 1st draft 1 x electronic copy Asset Planning Manager Noosa Council Associated Asset Management Documents Document Date Approved By Strategic Asset Management Plan (SAMP) 2017 Council Noosa Council Asset Management Roadmap 2016 Council Abbreviations Abbreviations Meaning AM Asset Management AMP Asset Management Plan CA Condition Assessment ISO International Standards Organisation KPI Key Performance Indicators (LoS) Level of Service SAMP Strategic Asset Management Plan Proposed Amendments No Section Proposed Amendment Asset Management Plan: Buildings and Facilities Page 45
Section 47
11. ANNEX D: Buildings & Facilities Renewal Program Program Budget Year Description LifeCycle Project Total Commercial Land & Property 2029/2030 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2030/2031 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2024/2025 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2021/2022 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2023/2024 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2024/2025 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2025/2026 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2026/2027 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2027/2028 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2028/2029 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Commercial Land & Property 2022/2023 Shire Commercial Properties Annual Renewal Program Renewal $ 150,000 Community Facilities 2029/2030 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2030/2031 Sunshine Beach NAC - 50m Pool Filtration System Renewal $ 150,000 Community Facilities 2024/2025 Shire Lifeguard Towers Annual Rehabilitation Program Renewal $ 25,000 Community Facilities 2024/2025 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2025/2026 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2026/2027 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2027/2028 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2028/2029 Shire Community Centres and Halls Annual Renewal Program Renewal $ 100,000 Community Facilities 2022/2023 Tewantin Childcare Centre Annual Renewal Program Renewal $ 30,000 Community Facilities 2021/2022 Tewantin Childcare Centre Annual Renewal Program Renewal $ 50,000 Community Facilities 2019/2020 Noosaville Wallace House Restumping Renewal $ 85,000 Community Facilities 2024/2025 Noosa Heads The J Deck Refurbishment Renewal $ 250,000 Corporate Buildings 2029/2030 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2020/2021 Tewantin Administration Building Construction Renewal $1,000,000 Corporate Buildings 2022/2023 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2023/2024 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2024/2025 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2025/2026 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2026/2027 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2027/2028 Corporate Building Renewal Program Renewal $ 250,000 Asset Management Plan: Buildings and Facilities Page 46
Section 48
Program Budget Year Description LifeCycle Project Total Corporate Buildings 2028/2029 Corporate Building Renewal Program Renewal $ 250,000 Corporate Buildings 2021/2022 Tewantin Administration Building Construction Renewal $ 500,000 Corporate Buildings 2022/2023 Tewantin Administration Building Construction Renewal $ 500,000 Holiday Parks 2029/2030 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2030/2031 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2025/2026 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2020/2021 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2021/2022 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2022/2023 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2023/2024 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2024/2025 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2025/2026 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2026/2027 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2027/2028 Holiday Park Renewal Program Renewal $ 60,000 Holiday Parks 2028/2029 Holiday Park Renewal Program Renewal $ 60,000 Libraries & Galleries 2030/2031 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2021/2022 Tewantin Noosa Gallery - Shop Refurbishment Renewal $ 45,000 Libraries & Galleries 2029/2030 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2021/2022 Cooroy Library - Outdoor Nature Play and Learning Space Renewal $ 90,000 Libraries & Galleries 2020/2021 Cooroy Library Renewal of CCTV Cameras - Shop Refurbishment Renewal $ 25,000 Libraries & Galleries 2021/2022 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2022/2023 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2023/2024 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2024/2025 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2025/2026 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2026/2027 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2027/2028 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2028/2029 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2029/2030 Shire Libraries and Galleries Renewal Program Renewal $ 287,000 Libraries & Galleries 2019/2020 Cooroy Butter Factory Arts Centre (The Pottery) Louvre Replacement Renewal $ 15,000 Public Amenities 2030/2031 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2029/2030 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2021/2022 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2022/2023 Shire - Public Amenities Renewal Program Renewal $ 500,000 Asset Management Plan: Buildings and Facilities Page 47
Section 49
Program Budget Year Description LifeCycle Project Total Public Amenities 2023/2024 Shire - Public Amenities Renewal Program Renewal $ 303,000 Public Amenities 2024/2025 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2026/2027 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2027/2028 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2028/2029 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2023/2024 Stan Topper Park Public Amenties Upgrade Renewal $ 197,000 Public Amenities 2020/2021 Shire - Public Amenities Renewal Program Renewal $ 500,000 Public Amenities 2019/2020 Peregian Beach Public Amenities Renewal Construction Renewal $ 577,000 Waste Management 2029/2030 Waste Management Renewals Renewal $ 100,000 Waste Management 2020/2021 Pomona Waste Transfer Station Asphalt Resurfacing Renewal $ 125,422 Waste Management 2022/2023 Waste Management Renewals Renewal $ 100,000 Waste Management 2023/2024 Waste Management Renewals Renewal $ 100,000 Waste Management 2024/2025 Waste Management Renewals Renewal $ 100,000 Waste Management 2025/2026 Waste Management Renewals Renewal $ 100,000 Waste Management 2026/2027 Waste Management Renewals Renewal $ 100,000 Waste Management 2027/2028 Waste Management Renewals Renewal $ 100,000 Waste Management 2028/2029 Waste Management Renewals Renewal $ 100,000 Waste Management 2021/2022 Waste Management Renewals Renewal $ 100,000 Asset Management Plan: Buildings and Facilities Page 48
Section 50
12. ANNEX E: Buildings & Facilities Upgrade & Expansion Program
Program Budget Year Description LifeCycle Project Total
Commercial Land & Property 2019/2020 Peregian Beach 5 Rufous St Redevelopment Stage 3 Construction Upgrade $3,420,000
(Community Centre, Park)
Commercial Land & Property 2020/2021 Peregian Beach 5 Rufous St Redevelopment Stage 3 Construction Expansion $1,200,000
(Community Centre, Park)
Community Facilities 2020/2021 Noosaville Wallace Park Master Plan Upgrade $ 50,000
Community Facilities 2021/2022 Noosaville Noosa Leisure Centre Master Plan Stage 1 Upgrade to Upgrade $ 382,700
Facilities LGIP
Community Facilities 2026/2027 Noosa Yacht & Rowing Club Lease Expansion Expansion $ 200,000
Corporate Buildings 2020/2021 Tewantin Emergency Generator Roof Upgrade $ 15,000
Holiday Parks 2019/2020 Noosa North Shore Beachfront Campground Redevelopment Upgrade $2,410,000
Libraries & Galleries 2021/2022 Tewantin Noosa Gallery - Access and Disability Compliance Upgrade Upgrade $ 115,000
Public Amenities 2025/2026 Noosa Heads Lions Park Upgrade Public Amenities Upgrade $ 500,000
Public Amenities 2025/2026 Noosa Woods Park Upgrade Public Amenities Upgrade $ 207,000
Sports Ground and Facilities 2020/2021 Cooroy Sports Complex Master Plan Implementation (Planning and Upgrade $ 50,000
Design)
Sports Ground and Facilities 2024/2025 Chris Kenny Oval & Straker Park Upgrade Facilities & Field Upgrade $ 952,200
Resurfacing
Sports Ground and Facilities 2025/2026 Kin Kin Sportsground Upgrade to Oval Facilities & Amenities Upgrade $ 307,800
Sports Ground and Facilities 2025/2026 Kin Kin Tennis Club Upgrade Facilities & Carparking Upgrade $ 200,000
Sports Ground and Facilities 2026/2027 Perigian Beach Sportsground Field Development & Upgrade to Upgrade $ 817,560
Facilities & Amenities
Sports Ground and Facilities 2026/2027 Sunshine Beach Precinct Plan - Upgrade to Facilities Ovals Entry Upgrade $ 368,690
and Formalise Carparking
Sports Ground and Facilities 2028/2029 Read Park Upgrade to Facilities & Amenities Oval Resurfacing & Upgrade $ 461,640
Additional Cricket Net
Sports Ground and Facilities 2030/2031 Boreen Field Park Development of Fields Amenities & Facilities Expansion $ 577,080
Waste Management 2019/2020 Noosa Heads "The Woods" Bin Storage Enclosure Upgrade $ 100,000
Waste Management 2019/2020 Noosaville Eumundi Rd Transfer Station Sealing of Gravel Road Expansion $ 135,000
Waste Management 2019/2020 Noosaville Eumundi Road Landfill Design Stormwater Controls for Expansion $ 220,000
Cell 2.3
Waste Management 2020/2021 Noosaville Eumundi Rd Landfill Outbound Weighbridge Upgrade $ 550,000
Waste Management 2020/2021 Noosaville Eumundi Rd Landfill Sealing of Staff Carpark Upgrade $ 56,000
Waste Management 2021/2022 Noosaville Eumundi Road Landfill Cell 2.3 Construction Expansion $2,800,000
Asset Management Plan: Buildings and Facilities Page 49