Meeting papers

3. Future Demand
3.1    Demand Drivers
There is currently an inconsistent approach of demand management applied to the management of
the parks and playgrounds 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 parks and playgrounds. 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 parks and playgrounds will be:
• external funding opportunities to improve the current levels of service,
• risk management – including safety and compliance,
• changes in usage levels
• accessibility (including all abilities & access requirements),
• climate change adaptation,
• re-purposing of a facility,
• changes in technologies,
• Impacts on operational and maintenance activities.

The regular parks and playgrounds 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 establishing the guiding principles for upgrading,
new or renewing parks and playgrounds and specific strategies such as the cycling and walking
strategy and transport strategy 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. The
development of a new Parks and Playgrounds Strategy combined with the overarching business
plan will be fundamental in identifying demand impacts on the parks and playgrounds network.

Other operational demand impacts on parks and playgrounds 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.




Asset Management Plan: Parks and Playgrounds                                                  Page 9

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