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Draft Parks and Playgrounds Asset Management Plan
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Asset Management Plan
Parks and Playgrounds
April 2023
Revision 1.0
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Page 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 Parks and Playgrounds Asset Types ..........................................................................4
2.4 Parks and Playgrounds 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........................................................................................6
2.9 Future Levels of Service .............................................................................................7
2.10 Hierarchy.....................................................................................................................7
2.11 Maintenance and Operations Management Approach ...............................................8
3. Future Demand........................................................................................................................9
3.1 Demand Drivers ..........................................................................................................9
3.2 Demand Impacts on Assets ........................................................................................9
3.3 Climate Change Adaptation ......................................................................................10
4. Lifecycle Management Plan .................................................................................................10
4.1 Assets .......................................................................................................................10
4.2 Asset Valuation .........................................................................................................10
4.3 Asset Condition.........................................................................................................10
4.4 Parks and Playgrounds Operations & Maintenance Plan .........................................13
4.5 Asset Renewals ........................................................................................................14
4.6 Capital Upgrades, Expansion and New Assets ........................................................15
4.7 Capitalisation of Assets.............................................................................................16
4.8 Disposal and Replacement of Assets .......................................................................16
5. Risk Management .................................................................................................................17
5.1 Critical Assets ...........................................................................................................17
5.2 Risk Assessment ......................................................................................................17
6. Financial Summary ...............................................................................................................18
6.1 Financial Statements and Projections.......................................................................18
6.2 Funding Strategies....................................................................................................18
6.3 Budget Forecasts......................................................................................................18
7. Plan Improvement and Monitoring......................................................................................20
7.1 Status of Asset Management Practices ....................................................................20
7.2 Improvement Program ..............................................................................................20
7.3 Monitoring and Review Processes for the Asset Management Plan ........................21
7.4 Asset Management Effectiveness.............................................................................21
8. ANNEX A: Levels of Service ...............................................................................................22
Asset Management Plan: Parks and Playgrounds Page 1
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9. ANNEX B: Parks and Playgrounds Stakeholders ..............................................................26 10. ANNEX C: Document Management .....................................................................................27 11. ANNEX D: Parks & playgrounds Renewal Program ..........................................................28 12. ANNEX E: Parks & Playgrounds Upgrade & Expansion Program ...................................29 Asset Management Plan: Parks and Playgrounds Page 2
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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 parks and playgrounds play a vital role in the services provided to the community across the Noosa Shire. There is approximately 2,000 parks and playgrounds assets on Council’s financial register considered in this Asset Management Plan (AMP). These assets have a current replacement value of $25m, equating to approximately 2% of Council’s financial assets. Operational and maintenance activities are fundamental for the ongoing management of the parks and playgrounds; it is considered an investment not a liability. The parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds assets. The capital, operational and maintenance expenses for parks and playgrounds make up approximately 3% of the $94m annual budget. The capital works program fluctuates from year to year, however, the 2021/22 capital works program the capital investment of $4.6m for parks and playgrounds equates to 14% of the $31.1m capital works program. The mitigation of risks is fundamental in the management of parks and playgrounds assets for Council to make informed decisions. With the focus placed on consistent cyclical inspections across all parks and playgrounds 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 parks and playgrounds assets. This parks and playgrounds 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 parks and Playgrounds 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 parks and playgrounds has been established. The provision of parks and playgrounds is, therefore, a significant pillar of the infrastructure services provided by Council. Asset Management Plan: Parks and Playgrounds Page 3
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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 parks and playgrounds asset management plan is to define the whole of life
activities associated with operating and maintaining parks and playgrounds 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
parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds.
2.3 Parks and Playgrounds Asset Types
There are many different asset types within the parks and playgrounds asset management plan, with
various units and components of measurement. The assets included in this AMP are summarised
below:
o Park Furniture
o Park Infrastructure
o Playground Equipment
o Park Structures
Parks and playgrounds 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
parks and playgrounds 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.
1 ISO 55000:2014 (3.3.3) Asset Management – Overview, principles and terminology
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2.4 Parks and Playgrounds 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 parks and playgrounds to the Noosa Community;
• Current and future maintenance expenditure;
• Develop proactive and preventative maintenance strategies;
• Identifying any future demand forecasts for the parks and playgrounds;
• Development of renewal and upgrade programs for all parks and playgrounds across the Shire;
• Identifying any legislative considerations necessary in the management of the parks and
playgrounds;
• Documenting the financial forecasts for the parks and playgrounds;
• Identifying all risks and opportunities related to management of the parks and playgrounds;
and
• Documentation of any future actions identified to improve the asset management objectives of
the parks and playgrounds.
2.5 Levels of Service
The levels of service that are currently being maintained for Council’s parks and playgrounds 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 parks and playgrounds 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 Parks and playgrounds 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
• AS 4685.1:2021 Playground equipment and surfacing (Parts 1 to 3)
• AS 4422:2022 Playground Surfacing
• AS 16630:2021 Permanently installed outdoor fitness equipment
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2.7 Current Levels of Service
The current levels of service for parks and playgrounds is to support the services that are operated
from or within these assets to the Noosa community. Council’s park and playgrounds 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 parks and playgrounds 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 parks and playground equipment.
Regular inspections are critical to the management of parks and playgrounds 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 parks and playgrounds. 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 Parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds have been defined at Annex A. It
is recommended that the future detailed asset management plans will provide this information
against the specific parks and Playground equipment and the relevant hierarchy of facilities across
the Shire.
2.8 Measured Levels of Service
To demonstrate the levels of service of the parks and playgrounds assets, Noosa Council undertook
an exercise to define the service outputs for the significant services that the parks and playgrounds
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 achieved.
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 Parks and Playground
assets is required and has been identified as an improvement initiative within this document.
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2.9 Future Levels of Service
Ongoing development of the levels of service for maintenance and inspections has been undertaken
with the development focused on a hierarchy criteria approach. Each asset is assigned a hierarchy
level based on the specific criteria and the ongoing level of service is determined based on this
hierarchy level. The future levels of service will be incorporated within the 2024/25 Parks and
Playgrounds service catalogue, that is reviewed as part of the annual budget process.
2.10 Hierarchy
The parks and playground network has been classified in accordance with the service it provides.
This classification covers the entire open space area. The hierarchy applies to all new and existing
parks and playgrounds wholly or partly controlled by council.
Hierarchy Level Criteria Description Example
Highly significant, heritage or cultural reasons
Hinterland Playground, Cooroy
Serves wider community including beyond Noosa
Pirate Park Playground, Noosaville
region (Visitors)
Level 1 Apex Park Noosa Heads
Used extensively every day of the week
Community expects high standards of maintenance
High population areas
Noosa Heritage significant
Memorial Park, Tewantin
Ed Webb Park, Sunshine Beach
Serves Noosa region community Peregian Beach Park
Level 2
Used frequently most days of each week
Community expects reasonable standards of
maintenance
Parklands Park, Tewantin
Serves the community within a town or suburb
Rainbow Park, Sunrise Beach
Level 3
Used several times each week
Community expects parks and playgrounds to be safe
and presentable
Serves a local neighbourhood
Level 4
Infrequent use each week
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2.11 Maintenance and Operations Management Approach
Activity Activity examples Prioritisation Factors Challenges/deficiencies Improvement strategy
category with current practices
Operations • Inspections • Maintaining the • There is parks and • Develop
• Vegetation amenity and playground maintenance and
control appearance of operating operational
(overhanging parks, open management plan, schedules and plan
vegetation) space and street and therefore the that are aligned to
• Debris/litter scapes management of the hierarchy of the
removal • Continued asset these asset classes park and
• Response to functionality is based on safety playgrounds assets.
incidents • The health and related matters to
• Watering safety of the mitigate risk to
gardens community or Council.
Council staff has • The current
the potential to schedules are not
be compromised aligned to asset
hierarchy.
Reactive • Responding to • Prioritising and • The current • Development of the
maintenance issues raised via planning response to reactive T1 asset system for
customer according to maintenance is not more defect and risk
requests severity of documented or management
• Repair of hazard aligned to asset practices across the
watering • Responding in a hierarchy. parks and
systems Interim timely matter to • There is a lack of playgrounds
repairs made to restore water documented infrastructure.
preserve safety systems and knowledge around • Develop priority
until further other structures the maintenance assessments for the
works are into operation responsibilities on response to reactive
undertaken individual maintenance
• Fallen branch playground activities.
removal equipment. • Development of a
maintenance and
operating plan for
parks and
playground
infrastructure.
Planned or • Lawn mowing, • Maintenance of • No preventive • Implement cyclic
preventative edging and assets for safety maintenance condition
maintenance slashing and amenity strategies or plans assessments across
• Weed control • Meeting have been all parks.
and eradication community documented or • Develop an asset
Leaf and general expectations developed. renewal program
litter removal • The current across all parks and
Tree schedules are not playgrounds assets.
maintenance aligned to asset • Develop well defined
• Vandalism hierarchy. proactive and
maintenance • No condition preventative
• Maintenance of assessments have maintenance
playground been recorded for schedules for all
equipment, park the development of parks and
furniture, BBQ renewal plans. playgrounds asset
cleaning, and management plans.
park structures
Regardless of any specific intervention standard or guideline nominated, Council will take
reasonable actions necessary to maintain safety and compliance of its parks, open space and
streetscape assets.
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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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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.
4. Lifecycle Management Plan
4.1 Assets
Council’s Parks and playgrounds plays a vital role in the services provided to connecting the
community across the Noosa Shire. There are a number of different asset types within the parks and
playgrounds asset management plan, with various units of measurement.
These assets included in this AMP are summarised below:
o Park Furniture (Seats, tables)
o Park Infrastructure (BBQs)
o Playground Equipment
o Other Structures (Shelters)
4.2 Asset Valuation
The value of the parks and playgrounds Assets, at the end of the financial year 2021/2022 for the
purposes of this AMP is summarised below.
Asset Values at 2021/22 Parks and playgrounds
Current replacement cost $25,908,210
Depreciable amount $25,908,210
Depreciated replacement cost $12,262,692
Annual depreciation expense $1,210,444
Table 1: Parks and playgrounds 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
parks and playgrounds 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.
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A consistent condition ranking scale has been chosen by Council as the framework for measuring parks and playgrounds 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. Condition assessments will be undertaken by internal staff and are planned to commence throughout the 2020/21 financial year. The data collected will be utilised to create a renewal program. Condition assessments are cyclic and are proposed to be staged across a 3-5year period based on the hierarchy of the assets, to cover all of Council’s Parks and playgrounds to ensure the continued development and priorities of the renewal programs. In addition to the above condition assessments, Council staff undertake visual condition assessments for requests that have been reported for assets 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 parks and playgrounds have not had a physical condition assessment undertaken on them. 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 parks and playgrounds 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 the development of the asset system and the inspection program, there is a number of park and playground assets that have been discovered and are yet to be commissioned on Council’s financial asset register. These assets are currently being commissioned through the Asset Data Management project and are being prioritised against other asset data management activities within the project. In asset reporting an approach to componentisation of the assets to the specific asset class has been undertaken. This breakdown and componentisation of assets to this level is in accordance with the financial asset standards and enables more detailed condition information at the component level. These components are detailed below and reported consistently throughout the AMP: o Park Furniture o Park Infrastructure o Playground Equipment o Structures Figure 1 details the total number of assets by both physical condition and modelled conditions that have been commissioned on our financial asset register. Any parks and playgrounds assets that have reached condition 5 will be included in the relevant renewal programs of the 10-year Capital Works Program. Parks and playgrounds assets 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 is programmed to commence throughout the 2023/24 financial year. 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. Asset Management Plan: Parks and Playgrounds Page 11
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Figure 1: Total Condition by Number of Parks and Building Assets The graph above highlights that the majority of our assets are in a good to very good condition based on their age. There is a large quantity of park furniture that are condition 5 and these assets will be prioritised for physical condition assessments in the near future to determine if the asset is maintaining the level of service. Figure 2: Parks and playgrounds value by asset type Figure 2 identifies the assets and the relevant value of each condition. The significance of the graph below 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 conditions 4 or 5 will be identified for renewal in the 10-year Capital Works Program. The continued approach to having good sustainable asset renewal interventions will ensure this level of condition is achieved across future generations. 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 Asset Management Plan: Parks and Playgrounds Page 12
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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.
4.4 Parks and Playgrounds Operations & Maintenance Plan
Operational and maintenance activities are fundamental for the ongoing management of the parks
and playgrounds; it is considered an investment rather than a liability. The parks and playgrounds
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 parks
and playgrounds 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 parks and playgrounds assets.
Budget Forecast Forecast Forecast Forecast
Year 2020/21 2021/22 2022/23 2023/24 2024/25
O&M $5,397,945 $3,576,801 $4,133,796 $4,216,472 $ 4,346,164
Budget Forecast Forecast Forecast Forecast
Year 2025/26 2026/27 2027/28 2028/29 2029/30
O&M $ 4,432,180 $ 4,519,917 $ 4,609,408 $ 4,700,689 $ 4,793,795
Table 2: Annual Operational & Maintenance Costs across Parks and Playgrounds
Maintenance and operational costs are identified to ensure council understands the whole of life
costs associated with the day-to-day management of parks and playgrounds assets. Figure 3 below,
identifies the long-term financial commitment required in operating and maintaining parks and
playground assets. In order to maintain assets to an acceptable level, the cumulative costs over a
ten-year period will equate to $44.8m.
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Figure 3: Parks and playgrounds Operating Costs & Forecast Significant increase in operational and maintenance in 2021 was due to the large volume of activities required during the early stages of the COVID-19 Pandemic. 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 parks and playgrounds and subsequently the service these assets provide to the Noosa Community. Parks and playgrounds 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 implementation of maintenance and renewal plans. Renewal expenditure is work which does not increase the parks and playgrounds 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 physical condition data, an age-based approach to identify when Council’s parks and playgrounds 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 ongoing renewals across pathways across the span of the 10 years. It is expected Asset Management Plan: Parks and Playgrounds Page 14
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that through the establishment of 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 parks and playgrounds 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 4: Parks and playgrounds 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 parks and playgrounds assets before there is a consideration for further upgrades and expansion of the parks and playgrounds 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 pathways and boardwalk assets. The graph below identifies the 2021/2022 financial year as the most significant investment for upgrade and expansion projects for the next 10 years. These works related to the completion of the Cooroy Adventure Park. This project is a good indication 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 in the provision of such an iconic piece of infrastructure. Asset Management Plan: Parks and Playgrounds Page 15
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Figure 5: Parks and playgrounds proposed upgrades Costs The new development/implementation of the parks and open spaces strategy will be fundamental in the ongoing development of the upgrade program. As a result, it is anticipated there will be more upgrades required into the future development of the 10-year capital program for the parks and playgrounds infrastructure. The development of the parks and open spaces strategy will further improve the priority of upgrades, expansions and new parks and playgrounds infrastructure and enable greater planning and potential for obtaining external funding opportunities. Once the parks and open spaces policy is adopted by Council this plan will be updated to reflect the projects identified within the strategy to ensure the AMP and the parks and open spaces strategy remain aligned. 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 Civil & Asset Operations Branch and Finance Branch. Asset Management Plan: Parks and Playgrounds Page 16
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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. parks and playgrounds are a critical asset class to the Noosa Community and has significant asset value on Council’s asset register. The management of Council’s parks and playgrounds 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 parks and playgrounds assets. Council continues to develop its parks and playgrounds management activities to ensure that the parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds assets and their relevant asset condition will assist in mitigating potential risks. 3. Asset Knowledge - The need to understand the performance of all the assets at component level is essential in mitigating risks. Assets such Furniture, play equipment and structures 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 parks and playgrounds 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. 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 parks and playgrounds 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 parks and playgrounds assets. Asset Management Plan: Parks and Playgrounds Page 17
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6. Financial Summary 6.1 Financial Statements and Projections Council’s parks and playgrounds play a vital role in the services provided to the community across the Noosa Shire. There is approximately 2000 parks and playground assets on Council’s financial register considered in this Asset Management Plan (AMP). These assets have a current replacement value of $25, equating to approximately 2% of Council’s financial assets. The capital, operational and maintenance expenses for parks and playgrounds make up approximately 3% of the $94m annual budget. The capital works program fluctuates from year to year, however, the 2022/23 capital works program the capital investment of $1.5m for parks and playgrounds equates to 5% 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 parks and playgrounds 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 parks and playgrounds 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. The development of the Walking and Cycling Strategy will impact the current budget forecast within the AMP, based on the proposed upgrades, expansions and new pathway and boardwalk infrastructure identified within the strategy. When the Walking and Cycling Strategy is adopted by Council this plan and the budget forecast will be updated to ensure the AMP and the Walking and Cycling Strategy remain aligned. Figure 6 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 parks and playgrounds by program, in the amount of $79m. 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 parks and playgrounds assets it is important to continue with undertaking asset data reconciliation and physical condition assessments to make well informed asset decisions. The parks and playgrounds assets have varying useful lives for the asset classes maintained by Council. The parks and playgrounds useful lives vary, based on construction, material type and have estimated lives between 10 – 60 years. Asset Management Plan: Parks and Playgrounds Page 18
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Cumulative Total Maintenance, Renewal and Upgrade Costs
O&M Total (Annual) Renewal Total (Annual)
$90,000,000.00
Combined Total (Cumulative) Upgrade Total (Annual)
Linear (Combined Total (Cumulative))
$80,000,000.00
$70,000,000.00
$60,000,000.00
$50,000,000.00
$40,000,000.00
$30,000,000.00
$20,000,000.00
$10,000,000.00
$-
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Figure 6: Parks and playgrounds 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.
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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 parks and playgrounds 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
pathway and boardwalk 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 parks and
playgrounds. However, the asset managers are various across parks and playgrounds assets
due to the different locations and the structures and materials of the parks and playgrounds
assets. A detailed asset responsibility matrix is required and will be developed over coming
months by the parks and playgrounds working group and is expected to be completed by
December 2023.
3. Condition Assessments – Condition assessments have commenced and whilst there is good
knowledge of the defects of these assets there is no condition ratings on these assets. A
consistent inspection regime combined with consistent condition scoring will enable the
development of renewal plans and programs.
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 parks and playgrounds 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. Further renewal and upgrade programs across
all parks and playgrounds are required. The commencement of condition assessments will
enable the development of capital programs across all parks and playgrounds. These
programs combined with a new Parks and Open Spaces Strategy will improve prioritisation
and strategy around the delivery of capital works.
6. Asset Systems – There is the 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:
• Planned maintenance work orders;
• Costings via work orders;
• Inspections and defects logged within T1;
• Asset performance reporting from T1;
• Crew management;
• Data capture – asset validation and updating.
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7. Levels of Service - The current levels of service for parks and playgrounds is to support the
services that are operated from or within these assets to the Noosa community. Council’s
parks and playgrounds 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
ongoing, to monitor if the assets are either under or over serviced. The levels of service that
have been developed in Section 2.9 of this document serve the purpose of how the parks and
playground assets will be managed into the future. In addition, as result of adopting the service
levels defined in Section 2.9, the annual service levels catalogues that are prepared for budget
must be updated to reflect these activities and levels of service.
8. Maintenance Plans – must be regularly reviewed and incorporated into the annual budget
process and aligned to the levels of service activities defined in Section 2.9. Continued
inspections and recording of asset condition and maintenance activities are key to achieving
this initiative. This will be a key outcome for the parks and playgrounds Working Group to
develop site specific maintenance plans and develop the parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds. In accordance with this, Council will balance cost, risk and
performance needs for the parks and playgrounds.
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 parks
and playgrounds assets.
7.4 Asset Management Effectiveness
The effectiveness of this AMP will be measured in terms of:
1. Adoption of the parks and playgrounds 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 parks and playgrounds 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 parks and playgrounds assets that support
the services provided by Council.
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8. ANNEX A: Levels of Service Asset Management Plan: Parks and Playgrounds Page 22 af.) NOOSA i : | eat . = wiesete SERVICE LEVEL CATALOGUE Service Listing 1 of 1 Service Outp RECREATION PARKS Provision and maintenance of recreation parks, botanical gardens and associated facilities Service Activity Maintenance & Operations The activities include maintenance of turf & landscaping and hard infrastructure such as picnic shelters, barbeques, playground equipment, and exercise facilities together with operational activities such as mowing and cleaning. Responsible Area’ [Department Brame 3¢ clure Services Civi & Asse Operations (Parks & Gardens) Civi & Asset Operations (Bridge Community Services Crew) Buikiings & Facilities p ire Parks and arcene 301 Arborist Services 2303 Hastings Street Maintenance Levy 2303 Sunshine Beach Skate Park 2609 Management Civil Operations 2000 Works Operations Coordination 2021 r Statistic: Recreation Parks 220 approx. 364 ha Playgrounds 84 locations Playground installations 252 units Shelters 167 Exercise equipment 5 installations Sport surfaces (basketball etc.) 37 Skate bowls/ramps 17 units at 8 locations Barbecues 103 Legislative responsibility to The Land Act 1994 (as trustee of reserves) provide this service iat ee eae lee oe Pves sv aay SERVICE LEVEL TARGET Maintenance Routine activities include inspections and maintenance activities such as spot weed spraying, removal of eccumulsted leaf litter, pruning to maintain canopy / tree or shrub shape, turf maintenance, tree maintenance, mulching and re-planting as required. Also includes works to maintain park infrastructure such as fencing/bollards, electrical and irrigation systems, water fountains, shelters, seating, barbeques, playground & recreation facilities such as exercise equipment, spray park/s, skate, BMX facilities, and outdoor basketball courts. Explanatory note: The asset management system provides for a 6 monthly and an annual formal inspection regime for developed recreational parks. In addition, playground & fitness equipment instalations at high prionty locations are inspected fortnightly and ail other playare 0 installations are inspected every two months fas per AS/NZS 4486 Asset Management Plan: Parks and Playgrounds Page 22
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Asset Management Plan: Parks and Playgrounds Page 23 vos a Ee SERVICE LEVEL TARGET When the playground inspection is done a quick visual scan is also done of the immediate area to pick up any &pparent maintenance issues. Similarly where @ reactive maintenance request is received the same visual checks occur. Essentially this resufts in 8 higher level of inspection than captured in Council's systems. >yche inspections Developed Ps Inspectic 5 month lormal spect program (except for Noosaville Foreshore which ts inspected by the Roads Landscaping crew at same frequency 88 program for road landscaping activities). Note: The six monthly inspection is based on 8 checklist that covers landscaping, trees, turf and hard infrastructure items (other than Playgrounds which have a different nes feet Playgrounds — Priority locations Fortnightly Note: Exceptions that are not captured in the Asset Management system: e Pirate Park, Noosaville (Almost daily in peak periods of use) . Skate facility, Peregian Beach (Twice weekly) Playgrounds — comprehensive (detailed check/bolts removed/foundations checked etc.) WHS inspections: ~ Botanical Gardens ~ Tewantin Splash Park Scheduled work Generall as identified 0 inspections o nased on site conditic Special Precincts - Wedding groves (5 sites at Main Beach, Noosa Twice weekly (contract work) Coconut trees at Noosaville Twice yearly (not a documented Foreshore, Noosa Heads Main inspection regime) Beach & Noosa Waters (remove flowering sterns/fruit) Asset Management Plan: Parks and Playgrounds Page 23
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Asset Management Plan: Parks and Playgrounds Page 24 ACTIVITY SERVICE LEVEL TARGET Cyclic Inspections Turf maintenance (mowing) contract Monthly — based on approx. 30 sites generated ad hoc by Work Order system. Open space cleaning contracts Mont fem Scheduled 0 : lenance mowing contract)> atege 1 — 32 cuts (very hag orotile — only 2 parks sites) Category 2 - 22 cuts per annum (high profile areas) Category 3 — 18 cuts per annum (local roads/rural) Category 4 -— 10 cuts per annum (site specific) Cleaning & litter pick-up (includes 85Q cleaning Peregian Beach; Sunshine Beach; Sunrise Beach; Noosa Junction Noosa Heads; Noosaville & Tewantin commercial area precincts Boreen Point & Cooroy - commercial | 3 x week area precincts Cooran & Kin Kin - commercial area 2x week precincts SSB Skatepark — cleaning & bins emptied ———— See requests] Graffit / Vandalism 10 business days Note: Counci endorsed Graffiti Policy dsted 24 August 2014 provides that upon notification of 8 graffit! incident a graded approach is taken to removal: - Obscene, racist & other 24 hours offensive material - Large areas of graffiti or in 3 business days nightly visible - Minor graffiti incidents 14 business days a a Asset Management Plan: Parks and Playgrounds Page 24
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Asset Management Plan: Parks and Playgrounds Page 25 KEY SERVICE METRICS Lt Rael e iials eT Peer eee eae) ee [Service ——~—C* indiicator _—_—s| Performance Measure —| Methodology Recreation Parks Satisfaction Noosa community Community satisfaction mean Satisfaction mean rating performance rating from the LGAQ Shwe mean rating score (out of Survey for Provincial areas for: optimum rating of 5). Theme: Community Lifestyle Services rating (2019) | rating (2017) | Function: Parks, Playgrounds & Public Amenities | 400 8S ' Refer to Asset Responsibility Matrix. ? Source — Asset Register as at Nov 2017 and Recreation Parks Count from mapping layer open spaces classified as Parks & Gardens — subject to further validation. 3 Source Road Landscaping Maintenance Contracts - 1718Q014 * Reactive maintenance requests are assessed as to warrant for work and available budget — emergencies responded to same day. ® This work fe done under Local Buy Contract LBNAGS “Mowing, Slashing and Vegetation Control Services” ® Source - Contract Cleaning Open Public Spaces & Amenites 16171113. Category 1 Parks - Noosaville Foreshore & Peregian Village Square. Asset Management Plan: Parks and Playgrounds Page 25
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9. ANNEX B: Parks and Playgrounds
Stakeholders
The internal and external stakeholders for the parks and playgrounds 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 parks and playgrounds 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.
Parks and playgrounds 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 Parks and playgrounds where possible.
Asset Manager (Various) Infrastructure Services Director responsible for the parks and playgrounds
assets. 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 parks and playgrounds working group and has been defined within
this AMP improvement plan.
Operational Works Responsible for the day-to-day maintenance activities and delivering
minor capital works programs.
Asset Planning Manager Responsible for the facilitation of 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 parks and playgrounds. 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: Parks and Playgrounds Page 26
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10.ANNEX C: Document Management
Document Owner
Revision Date Document Owner Date Approved
1.0 01/04/2023 Civil & Asset Operations Manager
Document History
Revision Date Reviewed By Approved By Date Approved
1.0 01/04/2023 Civil & Asset Operations Council Services
Manager Committee Meeting
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: Parks and Playgrounds Page 27
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11. ANNEX D: Parks & playgrounds Renewal Program
Program Project Classification Project 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032
Renewal Black Mountain - Cudgerie Common Playground Renewal $184,912.23
Cooroy - Lake MacDonald Drive - Wedding Chapel Renewal $45,043.94
Gympie Terrace Foreshore Pathway LED Lighting Renewal (Yaght club to Boathouse) $120,000.00
Noosaville - Apex Park Fitness Equip - Upgrade - LGIP $131,829.50
Noosaville Apex Park Swing Relocation & Replacement Renewal $39,000.00
Noosaville Gympie Terrace Park Furniture Renewal $110,000.00 $115,000.00 $115,000.00
Shire BBQ Renewal Program $80,000.00 $81,700.00 $83,400.00 $85,200.00 $87,000.00 $88,800.00 $90,700.00 $92,600.00 $94,500.00
Shire Park Furniture Renewal Program $100,000.00 $102,100.00 $104,200.00 $106,400.00 $108,600.00 $110,900.00 $113,200.00 $115,600.00 $118,000.00
Shire Park Shelter Renewal Program $45,000.00 $46,000.00 $47,000.00 $48,000.00 $49,000.00 $50,100.00 $51,200.00 $52,300.00 $53,400.00
Shire Playground Renewal Program $0.00 $159,000.00 $162,000.00 $165,000.00 $168,000.00 $171,000.00 $174,000.00 $150,000.00 $177,000.00
Renewal Total $586,785.67 $537,800.00 $516,600.00 $404,600.00 $412,600.00 $420,800.00 $544,100.00 $525,500.00 $442,900.00
Parks & Playgrounds Total $1,309,534.47 $1,269,800.00 $917,600.00 $1,760,600.00 $412,600.00 $970,800.00 $544,100.00 $525,500.00 $442,900.00
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12. ANNEX E: Parks & Playgrounds Upgrade & Expansion Program
Program Project Classification Project 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032
Parks & Playgrounds New, Exp, Upgrade Cooran Straker Park Upgrade $97,000.00
Cooroora Creek Park Upgrade Fitness Equipment $151,000.00
Cooroy - Noosa Botanic Gardens - Staff Toilet Facility $74,148.80
Noosa Heads Lions Park Playground Upgrade $266,000.00
Noosa Heads Pinaroo Park Pathway Lighting $20,000.00
Noosaville Chaplain Park Upgrade $655,000.00
Noosaville Lions Park Playground Upgrade Pirate Park $407,000.00
Peregian Beach Park Upgrade of Shelters and Furniture $115,000.00
Pomona & Boreen Point SES Bathroom Amenities $139,600.00
Shire Parks & Playgrounds Trunk Network Upgrade - LGIP $550,000.00 $550,000.00
Sunrise Beach Foreshore Reserve Picnic Shelters/ BBQ -LGIP $228,000.00
Sunshine Beach Ed Webb Park Upgrade - LGIP $509,000.00
New, Exp, Upgrade Total $722,748.80 $732,000.00 $401,000.00 $1,356,000.00 $550,000.00
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