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2018-03-12 GC Agenda - Attachment 1 to Item 5 - Noosa Aquatic Centre Asset Management Plan
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Asset Management Plan
Noosa Aquatic Centre
FUTURE DEMAND
Demand Drivers
There is currently an adhoc approach of demand management being applied to the management of
the NAC through, the recognition of patron numbers, current programs being offered and customer
surveys. The KPI’s/targets that have been initiated to assist in monitoring various activities across
the NAC should act as an indicator to reviewing demand management. 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.
It is unlikely that population growth will drive capital upgrade investments for the NAC. Therefore,
the major driver of capital upgrade investments will be changes in legislative/statutory requirements
or compliance with WH&S policies. The recent NAC Condition Audit Report 2 for this facility
highlighted that the non-renewable expenditure was related to compliance.
In addition, future surveys, that are conducted across the various operations of the facility, will
identify and act as measuring tools to assess the patron’s expectations. The NAC was constructed
as a state of the art facility in 1999. Since that time there have been many changes made to the
original assets in order to maintain and improve the facility.
Demand Impacts on Assets
The most significant impact on assets from demand relate to periods of scheduled closures for major
refurbishment or maintenance works. Closure of lanes and/or pool(s) impact on the many programed
activities scheduled at the NAC; including any events such as carnivals, training camps or private
bookings.
2 Roejen Noosa Aquatic Centre Pool Plant Condition & Maintenance Audit August 2016
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