Reserves Asset Management Plan - Section 1: Level of Service - 1.1 Strategic Objectives - 1.2 Community Outcomes (16/99)

Reserves Asset Management PlanReserves Asset Management Plan - Section 1: Level of Service - 1.1 Strategic Objectives - 1.2 Community Outcomes (16/99)Reserves Asset Management Plan - (1/99)Reserves Asset Management Plan - (2/99)Reserves Asset Management Plan - (3/99)Reserves Asset Management Plan - (4/99)Reserves Asset Management Plan - (5/99)Reserves Asset Management Plan - Executive Summary - Purpose of the Plan - What we do (6/99)Reserves Asset Management Plan - Reserves and Amenities Expenditure 2013/14 - Why we do it (7/99)Reserves Asset Management Plan - How we measure it - Levels of Service - Asset Management Systems - Demand Management - Financial Summary (8/99)Reserves Asset Management Plan - (9/99)Reserves Asset Management Plan - Key Issues - Growth Management - Development decrease - Marlborough Outdoor Sports Facilities Plan - Trends in leisure activities - Affordability - Building on Community Strength - Key Assumptions and Uncertainties - Assumptions - Uncertainties (10/99)Reserves Asset Management Plan - Improvement Programme (11/99)Reserves Asset Management Plan - Introduction - Why reserves? (Activity description) - What is asset management? - Asset management plan objectives (12/99)Reserves Asset Management Plan - Reserves Categories - Sport and Recreation - Neighbourhood - Public Gardens - Nature - Cultural Heritage - Outdoor Adventure - Civic Space - Recreation and Ecological Linkages - Other reserves (13/99)Reserves Asset Management Plan - Benefits analysis - Who benefits from reserves, sportsgrounds and cycle and walkway provision? - Period of Benefit (14/99)Reserves Asset Management Plan - Who creates need for the activity? - Who benefits from the provision of cemeteries? - Period of Benefit - Who Creates Need for the Activity? - Who benefits from public toilet provision? - Period of benefit - Who creates need for the activity? (15/99)Reserves Asset Management Plan - Section 1: Level of Service - 1.1 Strategic Objectives - 1.2 Community Outcomes (16/99)Reserves Asset Management Plan - 1.3 Legislative Requirements - Local Government Amendment Act (LGA) 2002 - Water and Sanitary Services Assessment, LGA 2002: - Resource Management Act, 1991 (17/99)Reserves Asset Management Plan - Reserves Act 1977 - Burial and Cremation Act 1964 - Building Act 2004 - Health and Safety Employment Act 1992 - Walking Access Act 2008 - Dog Control Act 1996 - 1.4 Customer expectations (18/99)Reserves Asset Management Plan - Consultation - How do we Access all of these People and Groups for Consultation? - 1.5 How are we doing? (19/99)Reserves Asset Management Plan - Survey Results (20/99)Reserves Asset Management Plan - Service Level Reviews - Table 1 (21/99)Reserves Asset Management Plan - (22/99)Reserves Asset Management Plan - Section 2: Asset Description - 2.1 Reserve Categories - 2.2 Sport and Recreation (23/99)Reserves Asset Management Plan - 2.2.1. Description - Table 2 – Total Sports Grounds - 2.2.2 District Sportsgrounds – Mixed Use (24/99)Reserves Asset Management Plan - Table 3 - District Sportsgrounds - 2.2.3 Local Sportsgrounds – Mixed Use - Table 4 - Local Sportsgrounds – Mixed Use - 2.2.4 Sportsgrounds – Exclusive Use (25/99)Reserves Asset Management Plan - Table 5 - Exclusive Use Sportsgrounds - Table 6 – Total Sports Parks Provision (26/99)Reserves Asset Management Plan - 2.2.5 Sport Park Buildings - 2.2.6 Provision - How does the Council provide this Service (27/99)Reserves Asset Management Plan - Are there any Negative Effects from Sportsgrounds? - 2.2.7 Significant Assumptions, Uncertainties and Risk Management - Assumptions include: - 2.3 Neighbourhood (28/99)Reserves Asset Management Plan - 2.3.1 Description - Table 7 - Neighbourhood (29/99)Reserves Asset Management Plan - 2.4 Public Gardens - 2.4.1 Description (30/99)Reserves Asset Management Plan - Table 8 – Public Gardens - 2.5 Natural - 2.5.1 Description (31/99)Reserves Asset Management Plan - Table 9 Natural Reserves - 2.6 Cultural Heritage - 2.6.1 Description (32/99)Reserves Asset Management Plan - 2.6.2 Sub-categories - 2.6.2.1 Cemeteries - MDC Cemeteries (33/99)Reserves Asset Management Plan - Table 10 - Marlborough Cemeteries - 2.6.2.2 Provision - 2.6.2.3 How does the Council provide this Service? - 2.6.2.4 Are there any Negative Effects from Cemeteries? - 2.6.2.5 Significant Assumptions, Uncertainties and Risk Management - 2.6.3 Memorials (34/99)Reserves Asset Management Plan - Table 11 - Memorials - 2.7 Outdoor Adventure - 2.7.1 Description (35/99)Reserves Asset Management Plan - Table 12 – Outdoor Adventure - 2.8 Civic Space - 2.8.1 Description (36/99)Reserves Asset Management Plan - 2.9 Recreation and Ecological Linkages - 2.9.1 Description - 2.9.2 Walking and Cycling Routes (37/99)Reserves Asset Management Plan - Table 13 - Walkways/Paths and Cycleways - 2.9.3 Provision - 2.9.4 How does the Council provide this Service? - 2.9.5 Significant Assumptions, Uncertainties and Risk Management (38/99)Reserves Asset Management Plan - 2.10 Other Reserves (Berms) - Table 14 - Other Reserves (Berms) - 2.11 Major Asset Categories - 2.12 Public Conveniences (39/99)Reserves Asset Management Plan - (40/99)Reserves Asset Management Plan - 2.12.1 Provision - 2.12.2 How we provide this Service - 2.12.3 Are there any Negative Effects from Public Toilets? - 2.12.4 Significant Assumptions, Uncertainties and Risk Management - 2.13 Aquatic Facilities (41/99)Reserves Asset Management Plan - 2.13.1 Asset - 2.13.2 Provision - 2.13.2.1 How can Aquatic Facilities be provided for the Community? - 2.13.2.2 How the Council provides this Service? - 2.14 Community Building Reserve (42/99)Reserves Asset Management Plan - Table 15 – Community Halls - 2.14.1 Provision - 2.14.2 How does the Council provide the Service? - 2.14.3 Are there any Negative Effects from Community Buildings? - 2.14.4 Significant Assumptions, Uncertainties and Risk Management - 2.15 Street Trees and Garden Plots (43/99)Reserves Asset Management Plan - Table 16 - Street Trees and Garden Plots - 2.15.1 Provision - 2.15.2 How does the Council provide this Service? (44/99)Reserves Asset Management Plan - 2.15.3 Are there any Negative Effects from Street Trees and Garden Plots? - 2.15.4 Significant Assumptions, Uncertainties and Risk Management - 2.15.5 Asset Management - 2.16 Playgrounds and Youth Facilities - Table 17 - Playgrounds and Youth Facilities (45/99)Reserves Asset Management Plan - 2.16.1 Provision - How can Playgrounds be provided for the Community? - 2.16.2 Significant Assumptions, Uncertainties and Risk Management - Different Types of Playground and Youth Facilities - 2.16.3 Other Major Asset Groups - Table 18 – Other Major Asset Groups (46/99)Reserves Asset Management Plan - (47/99)Reserves Asset Management Plan - Section 3: Asset Management - 3.1 Asset Lifecycle Management - 3.2 Asset Condition and Performance Monitoring - 3.3 Asset Data - 3.4 Asset Condition - 3.5 Asset Condition Assessment - 3.6 Sportsgrounds Condition (48/99)Reserves Asset Management Plan - 3.7 Asset Condition Records - 3.8 Asset Performance - 3.8.1 Asset Performance Levels - 3.8.2 Asset Performance Assessment - 3.9 Asset Maintenance - 3.9.1 Maintenance Strategies - 3.9.1.1 General Maintenance (49/99)Reserves Asset Management Plan - (50/99)Reserves Asset Management Plan - Community Building Reserves - Public Toilets (51/99)Reserves Asset Management Plan - 3.9.2 Asset Replacement Programmes - 3.9.3 Renewal and Replacement - 3.9.4 Risk Management - Health and Safety - Failure Consequences (risks) used to identify Critical Assets and Maintenance Priority Ratings (52/99)Reserves Asset Management Plan - Table 19 - Major Asset Group Criticality Assessment (53/99)Reserves Asset Management Plan - Section 4: Demand Assessment - 4.1 The drivers behind the change - 4.1.1 Marlborough Demographic Dynamics (54/99)Reserves Asset Management Plan - (55/99)Reserves Asset Management Plan - 4.2 Residential Development, Greenfield Infill, and Increasing Population Density - 4.3 Further to Population Driver - 4.3.1 User Trends – Sportsgrounds and Recreation Facilities - 4.3.2 Visitor Populations (56/99)Reserves Asset Management Plan - 4.3.3 Infrastructure advancements - 4.3.4 Industry standards - 4.3.5 National legislation - 4.3.6 Sports Programming - 4.3.7 Cemetery Use (57/99)Reserves Asset Management Plan - 4.3.8 Public Toilets - 4.4 Demand Management - 4.4.1 Strategies for Managing Demand Include: - Acquiring Land and Financial Contributions - Increased or Improved Service Provision - Education - Provision Synergies - User Group Synergies (58/99)Reserves Asset Management Plan - 4.5 Quantifying Demand - Significant Provision Changes in the Next 10 Years - 4.5.1 Sport and Recreation Capital Works Programme - Sportsgrounds - Lansdowne Park - Horton Park - Rewi Murray Polo Park (59/99)Reserves Asset Management Plan - Marlborough Equestrian Park - Endeavour Park Picton/Waikawa (60/99)Reserves Asset Management Plan - Table 20 - Sportsground Capital Works Programme Cost Projections (61/99)Reserves Asset Management Plan - 4.5.2 Neighbourhood Reserves - 4.5.2.1 Reserve Development - Sheps’ Park: - Rutledge Drive: - Stadium Pocket Park: - Boulevard on Taylor Access Reserve: (62/99)Reserves Asset Management Plan - Table 21 – Neighbourhood Reserve Capital Works Programme Cost Projections - 4.5.3 Public Gardens (63/99)Reserves Asset Management Plan - 4.5.3.1 Picton Foreshore - 4.5.4 Cemeteries - 4.5.4.1 Land – Capacity - 4.5.4.2 Component Assets - 4.5.4.3 Denominational Cemeteries - 4.5.4.4 Other Cemeteries (64/99)Reserves Asset Management Plan - Table 22 - Cemetery Capital Works Programme Cost Projections - Table 23 – Monuments Capital works programme Cost projections (65/99)Reserves Asset Management Plan - 4.5.5 Outdoor Adventure - 4.5.5.1 Wither Hills Farm Park - 4.5.6 Public Toilets - 4.5.6.1 Provision Levels - 4.5.6.2 Disabled Accessible Toilets (66/99)Reserves Asset Management Plan - Table 24 - Public Conveniences Capital Works Programme Cost Projections - Table 25 - Community Building Reserves Capital Works Programme Cost Projections (67/99)Reserves Asset Management Plan - 4.5.7 Community Building Reserves - Table 26 – Other Capital Work Cost Projections (68/99)Reserves Asset Management Plan - Section 5: Financial Summary - what it costs and how we will pay for it - 5.1 Funding Strategy - Operating Expenditure 2014-15 (69/99)Reserves Asset Management Plan - Capital Expenditure 2014-15 - 5.1.1 Reserves Funding Strategy - Operational Funding as at 2014/15 (70/99)Reserves Asset Management Plan - 5.1.2 Cemetery Funding Strategy - Operational Funding as at 2014/15 - 5.1.3 Public Toilet Funding Strategy - 5.1.4 Asset Valuation and Depreciation (71/99)Reserves Asset Management Plan - Table 27 - Summary of Reserve and Amenity Assets and Re-valued Land and Building Values - 5.1.5 Financial Statements and Projections (72/99)Reserves Asset Management Plan - Table 28 – 2015-2025 Operating and Capital Costs and Funding forecasts (73/99)Reserves Asset Management Plan - Section 6: Processes and Improvement Planning - Our Commitment to Excellence - 6.1 Management Processes - Performance Monitoring - The Customer Interface - Service Level Review - Contracts and Operations Management (74/99)Reserves Asset Management Plan - Project Management - Optimal decisions - 6.1.1 Asset Management Practices - Data Capture (75/99)Reserves Asset Management Plan - Asset Classification - Condition and Maintenance Data - Projections - Life Cycle Costs - Asset Utilisation - 6.1.2 Key Systems - AM Information Systems (76/99)Reserves Asset Management Plan - (77/99)Reserves Asset Management Plan - Section 7: Assumptions/Uncertainties/Risks - 7.1 Change in the Social, Environmental and Economic Priorities Facing Marlborough - 7.2 Growth Assumptions - 7.3 Capital Expenditure Timing - 7.4 Changes in Council Direction following Triennial Elections - 7.5 Capital Costing - 7.6 Asset Renewal (78/99)Reserves Asset Management Plan - 7.7 Unpredictable Disasters - 7.8 Development Contributions Policy (79/99)Reserves Asset Management Plan - Appendix 1: List of Reserves (80/99)Reserves Asset Management Plan - (81/99)Reserves Asset Management Plan - (82/99)Reserves Asset Management Plan - (83/99)Reserves Asset Management Plan - (84/99)Reserves Asset Management Plan - (85/99)Reserves Asset Management Plan - (86/99)Reserves Asset Management Plan - (87/99)Reserves Asset Management Plan - Appendix 2: Asset Groups (88/99)Reserves Asset Management Plan - (89/99)Reserves Asset Management Plan - (90/99)Reserves Asset Management Plan - Appendix 3: Marlborough Public Convenience Schedule (91/99)Reserves Asset Management Plan - (92/99)Reserves Asset Management Plan - (93/99)Reserves Asset Management Plan - (94/99)Reserves Asset Management Plan - Appendix 4: Capital Works Programme (95/99)Reserves Asset Management Plan - (96/99)Reserves Asset Management Plan - (97/99)Reserves Asset Management Plan - (98/99)Reserves Asset Management Plan - References (99/99) Section 1: Level of Service Section 1: Level of Service Service Statements keep Reserves and Amenities provisions on target and assist the Council to not over or under provide these valuable community services. The levels of service in this AMP have been derived from four key drivers: • Strategic Objectives and Community Outcomes • Legislative Requirements • Customer Expectations • NZRA Guidelines Photo: Harling Park 1.1 Strategic Objectives MDC mission statement of “Enabling social and economic development in balance with environmental and community needs” can in part be achieved by the delivery of community facilities. The MDC Draft Open Space Strategy 2008 sets out Council’s long-term goals for the provision and management of open space and recreation resources in Marlborough. The vision for the district is that “Marlborough’s communities and visitors experience the benefits of the District’s open spaces.” The Strategy also outlines how the vision will be achieved focusing on integration of open space assets and other Council activities, stakeholder relationships, changing community needs, promotion of open space assets and consistent application of the planning framework. 1.2 Community Outcomes The MDC LTP records community outcomes that describe the sort of place we all want Marlborough to be. The provision of Reserves and Amenities makes positive contributions to all of the following community outcomes: Attribute Sub-attribute Major linkages Secondary linkages Cemeteries Environment Attractive Cemeteries are provided for They also need to be Control over pollution many reasons including environmentally cultural, religious, coping with managed. Living Health grief. People have a respectful and comforting environment to remember those they have lost. Memorials Environment Attractive Society values past history. - Living Cultural facilities and events Contributes towards the commemorative needs of the community. Page 11