Asset Management Plan 2025-35 - Parks and Sporting Grounds by RK_IWC

DocumentControl

DocumentHistory

1.0 28/2/2025 Draft T.Blefari 2025Revision ofAMP.

1.1 2/4/2025 Final Draft T.Blefari Updatesfollowingstakeholdercomments.

1.2 30/5/2025 Final T.Blefari Updatesfollowing further stakeholdercomments.

Inner WestCouncil|Parksand Sporting GroundsAssetManagementPlan|2025-2035 1

Definitions

Explanationofdefinitionsandacronymsusedinthis plan.

Term/Acronym Definition

AASB

AustralianAccountingStandardsBoard

AM Strategy AssetManagementStrategy

AMSC AssetManagementSteeringCommittee

Backlog

The quantumofassets that meetthe levelsofservice reflected inthe modellingrule base andhence due foracapital treatment, however, fundingisnotenoughto treatthese assets.

The currenthypothetical costofrecoupingthisbacklog(i.e.PSGAMPfunding requiredtobringevery assetinconditionstate 5, VeryPoor, backtoa conditionstate 1, beingVeryGood) byimmediate capital renewal.

CANS Inner WestCommunityAssetNeedsStrategy

DPIE DepartmentofPlanning andEnvironment, NSW

Conditionor Service State

The service state involvesthe use ofasingle integer between1and5to describethe ability ofthe assetinquestiontofulfill itsfunction;where 1is verygoodand5isverypoor.

ICT InformationandCommunicationTechnology

IIMM International Infrastructure ManagementManual

IP&R

IntegratedPlanning& Reporting

IPWEA Institute ofPublic Works EngineeringAustralasia

ISO55000 55000Series, International Suite ofAssetManagementStandards

LTFP Long-TermFinancial Plan

Net Strategy Cost

Non-current assets

OCI

Total costlifecycle scenariostrategy.Calculation;Total Capital Costover20 Years+Total Maintenance & Operational Costover 10 Years –Backlog MovementOver 20Years.

Physical andintangible infrastructure assets, includinginformationand communicationtechnology(ICT) assets, controlledbythe organisation

Overall conditionindex

PoM PlanofManagement

PSGAMP ParksandSportingGroundsAssetManagement Plan

SAM

Strategic AssetManagement

UHI Urbanheatisland

1 ExecutiveSummary

11 Thepurpose of thePlan

The purpose of this Parks and Sporting GroundsAsset Management Plan (PSGAMP) is to informInnerWestCouncil’s(Council)commitmenttobestpracticeassetmanagementand provideprinciples forsound openspaceassetinvestmentdecision making.

The PSGAMPdocuments the overall integrated planning framework to guide and improve Council’s long-term strategic management of its parks and sporting grounds (open spaces) in order to cater for the community’s required levels of service into the future as detailedinSection3.6LevelofService.ThePSGAMPdefinesthestateofCouncil’sopenspace assetsas at the 2025Financial Year, the 10-year funding required to achieve Council’s adopted asset performance targets and planned asset management activities over a 10yearplanningperiod.

This PSGAMPistobereadinconjunctionwithCouncil’s AssetManagementStrategy.

1.2 Current Stateof Council’sAssets

The value ofopenspaceassetscoveredbythis PSGAMPisestimatedat$282.726M, asat30 June2024andsummarisedinthe followingtable:

Table1-AssetsValuationsasat30thJune20241

Figure1providesahigh-leveloverviewofthecurrentcondition(OCI-assethealth)ofallopen spaceassetswithin Parks and Sporting Groundsowned and maintained by Council. The conditionis a numerical score assigned to each item of open spaceasset to represent its current performance (i.e.where is the asset on its lifecycle path). Utilising predictive modelling software and techniques, Council cansimulate each asset’s degradation (the

way it moves from one condition state to another throughout its lifecycle) to predict when assetswill fail andrequire future treatmentintervention.

RefertoFigure 8 –AssetConditionRatingGuidelinesforconditiondefinitions.

Figure 2providesaconditionsnapshotof Council’s openspaceassetsbyasset type.

2 The value and asset quantity exclude non-depreciable assets

Figure1–StateofAssets SnapshotasatFY2025

13 AssetFundingLevels

Council has adopted a strategic, evidence-based approach to assessing the long-term renewal and upgrade needs of its Parks and Sporting Groundsasset portfolio, using Modelve©predictive modellingsoftware.Thismodellingunderpinsthefinancialallocations setoutinCouncil’scurrentLong-TermFinancialPlan(LTFP)andensuresalignmentwithbest practice assetmanagementasdetailedinthe Financial Summary.

The model forecasts asset condition over a 10-year period (2025–2035), using lifecycle treatments and condition-based rules to assess performance under the current LTFP. It considers both renewal and upgrade needs based on asset wear, overuse, ageing infrastructure,andissuesidentifiedthroughCouncil’soperationalknowledge.Theproposed LTFP funding supports the progressive renewal and enhancement of parks and sporting ground assets, aiming to improve their resilience, accessibility, and functionality. These investmentsareexpectedtostrengthenCouncil’sabilitytodeliverhigh-qualitypublicopen spaces and recreational services, ultimately contributing to greater community satisfaction.

Figure2–AssetConditionDistributionbyAsset TypeasatFY2025

Asof2025,theaverage conditionofthe openspaceassetnetworkis2.3outof5.The model confirms that the funding levels allocated in the current LTFP are sufficient to maintain this average condition over the next 10 years. This provides a strong evidence base that the plannedinvestmentisadequate tosustaincurrentservice levels.

Over the next 10 years, Councilwill invest $346.7million to keep our assets safe, functional, and fit-for-purpose, while also enhancing service standards through targeted new and upgradeworks.Thisinvestmentcomprises:

Renewal:$108.2million

New/Upgrade: $46.5million

Total Capital Investment:$154.7million

Maintenance & Operations:$191.9 million

Thisfundingisexpected to:

Maintainthe overall conditionofparkandrecreational assets.

Progressively address key issues such as infrastructure ageing, overuse, and accessibilitygaps.

Enhance the resilience and usability of parks and sporting grounds in response to changingcommunityneedsandclimate impacts.

Support community satisfaction by responding to known problem areas and prioritisinghigh-use, high-value sites.

ThemodellingconfirmsthatcurrentLTFPallocationsareappropriatelyinformed,financially sustainable, andaligned withCouncil’s parks andopenspace service goals.

Whilethecurrent10-yearfundingisconsideredsufficient,Councilwillcontinuetorefineand update funding forecasts as asset condition data, usage trends, and community expectations evolve. This ongoing review is identified as a priority improvement action in thisPSGAMP.

Figure3–Total CapitalRenewal CostandConditionbyYear

14 MonitoringandImprovementProgram

TheimprovementactionitemsidentifiedcanbefoundinSection7.2ofthisplan.

2 AssetClassInformation

2.1 Background

Council has 2643 parks, ranging from regionalparks which attract visitors from outside the Inner West Council local government area to small pocket parksthat cater to the local residents.

The Parks and Sporting Ground assets (open spaceassets)of Inner West Council(Council) providesa vital service to the community. Council plays an active role in encouraging participation in recreation activities by providing, planning, facilitating and advocating for recreation spaces and activities. Supporting this serviceis a network of public and private community assets (including but not limited to sportinggroundsand playing surfaces, outdoor fitness/playequipmentand networks of shared pathways) that support the local community andattractpeople from the widerSydneyregion.

These Parks and SportingGround assetsrepresentasignificantinvestmentby Council and areofvitalimportancetoprovidingitsresidentsandneighbouringcommunitieswithquality services.Inrecenttimes,ourpublicopenspaceshavebeenidentifiedasbeingmorevalued by communities, with increasing proportions of people using their local parks and streets for walking, cycling, social interaction and fitness. The way people use public open spaces and recreation facilities will continue to change over time for individual and small group activities,socialcohesionandconnection,healthandwellbeing,andforinformalrecreation andaccesstonature.

New and upgradeofopen spaceassetneeds,and project candidatesare summarisedin the‘RecreationNeedsStudy–AHealthierInner West20214’. Thisstudyprovidesasummary of LGA-wideasset needs and opportunities based on a range of indicators (such as populationgrowthandcharacteristics, bestpractice trendsandbenchmarking) toidentify priorities forexistingand future openspaceassetrequirements.

As the responsible authority for the provision and maintenance of this asset base, Council recognises the need to ensure the management of this valuable assetportfolio, to ensure that the current and future benefit to the community is delivered at a cost that the communitycanafford.

11 ParksandSportingGroundassetsIncludedinthis AMPlan

There are 264Council-owned or controlled parks, totalling 3.2millionsquare meters. This equates tojust over 9% of the total land area of the Inner West. Council has 28sporting

3 Source: Council Register Listing-Parks Consolidated_Master list

4 Due for review in 2026 / 2027

grounds, 11 outdoor gyms, 130play spaces, 18 community gardens, 16 creek corridor parks, 2 indoorrecreationfacilities, and5aquatic centres (including3withwarm-waterpools).

Thereare4StateGovernment-ownedparksandsportinggrounds,specifically:BallastPoint Park, CallanPark, Enmore DogParkandFraserPark.

Inadditiontothese openspace areas, this ParksandSportingGroundsAssetManagement Plan(PSGAMP)covers over 16,000openspaceassetsasclassifiedbytheirasset type (open spacefunction)and set out inFigure 4 – Asset Distribution by Countas at FY202. This PSGAMPcoversall open space assetswhichare ownedorcontrolledbyCouncil.

Pedestrian

Figure4–AssetDistributionby CountasatFY2025

A detailed list of all open spaceinfrastructure assetsfor which Council has included in this PSGAMPare recordedinCouncil’s AssetRegister

2.1.2 OpenSpaceAssetExclusions

The PSGAMPexcludes Parks and Sporting Ground assetswhich are owned and maintained by the Department ofPlanningand Environment, NSW (DPIE)and other private organisations.

2.2 Current Stateof theAssets

Over the past four years, Council has made significant advances in improving the quality, consistency, and completeness of its asset data. A major milestone in this journey was the comprehensive condition audit program conducted in 2023–2024, which included parks and sporting grounds assets, seawalls and wharves. These inspections were undertaken using standardised condition rating frameworks aligned to IPWEA guidelines, and the outcomes have substantially improved Council’s understanding of the current performance andremaininguseful life ofassets.

The distribution of Council’s open spaceasset portfolio by quantities is illustrated inFigure 5.

The mostexpensive assets byfunctionare seawall assetsworth$73.9M inthe replacement costbeingmodelledandrepresentingonly2.4%oftheassetbaseintermsofquantities.The secondmostexpensiveassetsbyfunctionarelightingassetsworth$40Mandrepresenting only 11.7% ofthe assetbase intermsofquantities.

221 CurrentReplacementCosts

The modelled replacement value of open space assetsfor which Council is responsible is estimatedat $282.1M, as at March2025.The break-upofthe asset functionbyreplacement value isillustratedin Figure 6.

Figure5–Distributionof Parks andSportingGroundassetsbyFunction

Figure6–DistributionofOpen SpaceAssetsbyFunction

5 Table2-AssetsValuationsasat30thJune2024

The2023–2024condition auditresulted in updated condition data which has enhanced Council’sassetregisterandinformedmoreaccurateassetcomponentisationandlifecycle modelling. As a result, the 2024 revaluation exercise produced significantly revised asset quantities, replacement costs, and depreciation estimates, explaining the notable differencesbetweenthedatainTable2ofthisplanandthefiguresreportedintheprevious 2022AssetManagementPlan.

Table 2 identifies the annual asset depreciation of Council’s Parks and Sporting Ground assetsto be in the order of $5.1M per annum. The average annual depreciation (asset

consumption)isconsideredameasureofthewearingoutorotherlossofvalueoftheasset thatarisesfromitsuse,passingoftime orobsolescence due toenvironmental changes. It should be acknowledged that depreciation is not an ideal measure and is seldom recommended now in a modern practice with the focus more on sustainability-based analysis of asset service level (long term financial plans based on strategic lifecycle modelling& planning).

2.2.2 OpenSpaceAssetInformationManagement

All information pertaining to asset typeand function, location, constructed yearand condition of these Parks and Sporting Ground assets are recorded and stored in Council’s Asset Register which is a module of the Finance System. At the time of preparing this PSGAMP, it is estimated that Council’s Asset Register is 85% completewith regards tothe open spacelist and around 90% up to date.The Improvement Plan identifies actions to further enhance andimprove Council’s Asset Register information, by collecting and maintainingadditional asset attribute details such as hierarchy, materialsand asset quantities.

223 CurrentAssetPerformance

The following dashboard provides a high-level overview of the current condition (asset health) of all open spaceassets owned and maintained by Council. The condition state (OCI)isanumericalscoreassignedtoeachmajorbuildingcomponent(asset)torepresent its current performance (i.e. where is the asset on its lifecycle path), with condition 1 representing avery good/as new condition and condition 5 representing a very poor condition.

RefertoFigure 8 –AssetConditionRatingGuidelinesforconditiondefinitions.

Figure7–StateofAssetsSnapshotasatFY2025

As shown in Figure 7,the modelled replacement cost of Council’s open spaceassetsare valued at $193.8M and consist of 15,852 individual assets. The latest condition assessment indicates that a significant proportion of these assets are in good to very good condition, with:

49.94% inCondition1(verygood)

35.57% inCondition2(good)

This means that 85.51% of the open space asset portfolio is in good or better condition, contributingtoanetwork-wideaverageconditionratingof2.3outof5.However,someasset typesexhibitsignsofdeterioration, with:

4.41% (or$3.71M inassetvalue) ratedasCondition 4(poor)

9.06% rated as Condition 5 (very poor), requiring renewal or replacementin the immediate nearfuture.

Seawalls (valued at $73.9M) are generally in good condition, with 58.39% in Condition 2 and 31.06% in Condition 3. However, 7.45% of seawalls are rated as Condition 4 (poor), and there are noassetsrates asCondition5(very poor).

Wharves (valued at $14.4M) have 31.39% in Condition 2 and 33.58% in Condition 3, but 16.79% in Condition 4 (poor) and 5.11% in Condition 5 (very poor), indicating a need for targeted maintenance andpotential renewal strategies.

Some key challenges and considerations are that open space assetssuch as play equipmentand softfall, fencing, lighting, and furniture generally have shorter useful lives than assets like road pavements and stormwater pipes, requiring more frequent maintenance andrenewal.

Changesinusagepatterns,publicexpectations,andrecreationaltrendsareinfluencingthe lifecycleandrenewalprioritiesofopenspaceassets.Whilevaryingmaintenancepractices,

environmental exposure, and wear patterns have contributed to a diverse range of asset conditionsacrossthe network.

The framework documented in Council’s Asset Management Policy, and the Strategies documented in the Asset Management Strategy and supported by this PSGAMPwill place Council inagoodpositiontoaddressthe assetissues currently faced.

224 ConditionAssessment

Council conducts technical inspections of its Parks and Sporting Grounds assets using industry-standard defect-based assessment criteria, ensuring a detailed and accurate evaluation of infrastructure conditions. These assessments are based on recognised condition assessment guides to identify structural integrity, safety risks, and long-term performance. However, to simplify reporting for the community, Council has adopted a normalised condition rating system. By adopting this simplified condition guide, Council ensuresthatthecommunitycaneasilyinterpretassetconditions,whilestillmaintainingthe technical integrityofasset managementassessments.

Typically, network wide condition assessments are undertaken on a three-to-five-year cycle (coinciding with the financial revaluations) and used to identify where Parks and SportingGroundassets are withintheirdefined useful lives atanygivenpointintime.

The condition rating system is summarised in Figure 8 – Asset Condition Rating Guidelines, basedonIPWEAPractice Notes.

Figure8–AssetConditionRatingGuidelines

Assetswhere deficiencies inservice performance are knownare detailedin Table 3.

AssetType Service Issue

Playgrounds Maintenance ofplaygroundsandplayequipmentisahighpriorityactivityto manage riskandmeetsafety standards.Playgrounddamagecanresult fromvandalism, inappropriate use, poorqualityequipmentandgeneral wear andtear.

Rubberandsynthetic grass playgroundsurfacinginstalledinthe past 10 yearsare reachingthe endoftheiruseful life wellbefore playequipment installedatthe same time.Planningand budgetingforrenewal ofthis relatively high-costsurface isrequired.Thisshouldbecoordinatedwith renewal ofequipmentthatisreachingendofuseful life where relevant.

Parklighting fittings

Irrigation

Due tochangesintechnology, parklightfittings are becomingunavailable before the endoftheiruseful life.Atargetedprogramoflightingreplacement andreview ofviable modernLED lighting options isrequiredtoensure service levelsandimprove energyefficiency.

While manuallyoperatedirrigationsystemswere previouslyidentifiedasa service limitation, mostofCouncil’s irrigationinfrastructure isnow automated, allowingfor programmable control toimprove waterefficiency andreduce manual intervention.Afewremainingsites are notyetconnected tothe centralisedsystem, primarilydue tobudgetconstraintsand compatibilityissues atthe time ofearlier upgrades.

These sites have beenearmarkedforinclusioninfuture sportingground upgradesscheduledover the next3–4years, whichwillenable full automationacrossthe network.Assuch, the issue isbeingprogressively addressed.

Lighting towers, poles and other structures

ParkFurniture

Instances ofstructural failure oflightingpoles andtowershave occurredin recentyears.

Structural auditsofthese assetsdonotcover all assetsacrossthe amalgamated Councilarea.Review ofexistinginformationandnew audits are requiredtoaddressdata gapsand guiderenewal andmaintenance programs.

Some parkfurniture selections e.g.bubblers, waterstationsandseating are more easily damagedbymisuse andvandalism orhave higher maintenance cost requirementsthanothersimilarassets.

Rationalisationoffurniture selectionstoreducemaintenance isrequired.

Sporting grounds

Sportinggroundsare heavilyover-utilised, withthe recommendedusage being24-26 hours perweek, but many groundsare beingusedforover 40 hours perweek.Thismakes itchallengingtomanage and maintainthe grounds.

Caninstall all-weather playingsurfaces toincrease the number ofhours that the communitycanplaysports, however there are challengesinusingall-

AssetType Service Issue

weather surfaces onthe sportinggrounds, which canbecostlytoinstalland maintain.These surfacescanalsobecontroversial intermsoftheir environmental impact, asthey cangetveryhot.Couldexplore differenttypes ofinfill materials, suchascorkandsand, thatcanbeusedtomitigate some ofthese issues.

There isalsoa highcost ofrecyclingthe synthetic materialsusedinthe allweather surfaces, which have alifespanoflessthan10 years.

Table3–KnownService PerformanceDeficiencies

The above service deficiencies were identified from customer requests, condition inspectionsandmaintenancerequests.

2.3 LifecycleManagement

Lifecycle Management is an essential component of any good asset management plan. This section of the PSGAMPidentifies the processes required to effectively manage, maintain, renew andupgrade Council’s ParksandSportingGroundassets. CouncilisprogressivelydocumentingPlansofManagement(PoM)foritsparksandreserves, and these are available on Council’s website, along with the Parks Plan of Management Priority List.A PoM is a strategic document providing a planning and management frameworkforthefutureuse,developmentandmaintenanceofmultipleorindividualareas of community land in accordance with the Local Government Act 1993.PoMs may also includeotherlandandopenspaceunderCouncil’smanagement,careandcontrolsuchas Crown Land.The Improvement Plan recognises that Council will need to progressively review andcomplete PoMforall parksandreserves.

2.3.1 Operations&MaintenancePlan

Operationsactivities canbedescribedas actions thatare deliveredonaday-to-day basis necessary to meetthelevels of service delivery requirements. Operational activities can include service delivery items such as mowing sportinggrounds and park areas. Operational activities alsoinclude proactive and reactive inspections,undertaken by inhousetechnicalstaffand/orspecialistcontractors.Operationsactivitiesdonotimprovethe conditionofassets.

Over time, minor faults can occur within theopen spaceassetportfolio. Council addresses the repairsand maintenance of these faults (i.e.faulty BBQ or broken swing)based on definedinterventionlevelsandresponse times.The interventionlevel defines the condition, state or risk level associated withan asset/component, i.e.the point in time atwhich the asset is considered to be below anacceptable level of service. Maintenance isscheduled assoonasthe assetreaches thispoint.

Operations and maintenance activities do not improve the condition of the Parks and Sporting Ground assetsbutrather enable the open spaceassetto deliver its expected service levelsasrelatedtoitsfunction.

For the Levels of Service delivered on a day-to-daynature (i.e.responding to customer requests for maintenance faults and responding to localised asset failures), these intervention levels6 are currently documented in Council’s maintenance management system.Grass mowing standards and weed content standards aredocumented on Council’s website. At present, Council considers that these current operations and maintenance service levels meetthe community’sneedsandexpectations.

As part of the 2022 Improvement Plan, Council has commenced a formal review of these operations and maintenance activities which are being formally documented in a Parks andSportingGrounds Service Framework.

232 Renewal/ReplacementPlan

Activities such as renewal, rehabilitation, reconstruction and replacement will return the degraded service of the asset back to its original condition. Renewal activities such as replacement ofplay equipment or re-turfingof a sporting groundwill return the degraded service capability of the asset back to its original designed capability or modern-day equivalent.

Renewal and replacement strategies are based on the most current asset condition inspectionsavailabletoCouncilatthetimeofdevelopingtheforwardworksprograms.The rule bases which reflect the policy decisions that Council will employ to determine when theywillselectParksandSportingGroundassetsforinclusionintheircapitalworksprogram will bedocumentedinanopenspaceService Framework.

Thebuiltnatureofnew,upgradeandrenewedParksandSportingGroundassetswillalways be provided in accordance with Council’s design standards, relevant Australian Standards, industryguidelines andbestpractices.

233 Upgrade/ExpansionPlan

Upgrade and expansion works are associated with improving service levels beyond the original designed capability or modern-day equivalent. Additionally, expansion works include activities that extend the capacity of an existing asset, to provide higher levels of service and/or meet changes in asset resilience requirements. Upgrade/expansion is different to renewal/replacement which only improves the degraded service capability withinthe boundaries of the original designcapability.

Openspaceassetupgradesareusuallyundertakenwheretheassethasbeenidentifiedas deficientwithregardstoprovidingitsintendedfunctionsuchasbeing ‘fitforuse’and‘fitfor purpose’.Councilassessestheopenspaceasset’scapabilityofcateringforthecurrentand near future user numbers and also assesses the open space asset’s ability to be adapted or reconfigured to provide for changing user needs and service requirements (such as a park which catered forpre-school play and nowshould be catering to teens due to changingdemographics).

6 Intervention level incorporatesthepark or open space type, activityor defectand response time to attendance or repair.

Typically,upgrade/expansion works are identified from a combination of methods which include Councillor and/or community requests, project candidates identified via the Recreation Needs Study -A Healthier Inner West 2021(RN Study) or identified via other Strategic orMaster Plans7 and/orfromopenspaceconditionaudits.

Council applies a structured prioritisation framework to assess and schedule project candidates for inclusion in the 10-Year Works Program. This framework ensures that investmentdecisionsarealignedwithstrategicpriorities,riskmanagement,servicequality, andfinancial sustainability.

Additionally, asset criticality is a key consideration in project prioritisation, ensuring that assets with the highest impact on community safety, service delivery, and compliance receive priority.

Criteria

Worksproposedare referencedinorsupportthe Council Plan.

Worksproposed have beenlisted, endorsedoridentifiedfrom Council’s RecreationNeedsStudy -AHealthier Inner West2021orotherssuchas Strategic PlansorMasterPlans.

Projectsthatsignificantlyimprove assetusability, accessibility, or communitysatisfaction are rankedhigher.Critical assetssuchashigh-use parks, playgrounds, andsporting fieldsreceive prioritisation.

Projectsaddressinglegislative compliance, contractual obligations, and risk mitigationare prioritised, particularlythose involvinghazardous conditions, public safetyconcerns, ordeterioratedcritical assets.

Projectswithsecuredexternal funding, cost-effective lifecycle sustainability, orminimal long-termfinancial burdenare rankedhigher toensure fiscal responsibility.

Table4–OpenSpacePriorityRanking Criteria

Presently, there are plans to spend approximately $46.5 million8 over the following 10 years to upgrade Council’s open space assets and these have been documented in Council’s current10-YearWorksProgram.

234

Creation/AcquisitionPlan

Newworksarethoseworksthatcreateanewassetthatdidnotpreviouslyexist.Councilcan acquire existing built assets or new assets from developers or new assets via capital projectsto meetcommunityneeds.

7 Such asthe Public Toilet Strategy and Playground Strategy which require review and revision.

8 The upgrade funding plan will be reviewed in conjunction with the next PSGAMPupdate in 2029. As new information becomes available on growth demand needs and asset lifecycle, these will be reflected in the 10-Year Funding Strategy.

Typically,new open spaceasset candidatesare identified from a combination of methods which include Councillor and/or community requests, project candidates identified via the RN Study2021oridentifiedviaother Strategic or Master Plans9

ItisnotedthatthereissignificantinfrastructureworkcurrentlybeingundertakenbytheNSW Government within Inner West, which will include construction of new assets and modificationofexistingCouncilassets.Theextentofthesenewandmodifiedassetshasnot been quantified at present. Council will have further information once the projects are completed, and Councilisprovidedwith‘WorksAsExecuted’ documentation.

235 DisposalPlan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition, relocation or transfer of ownership. There are no open space assetscurrently identifiedfordisposal.

2.4 LeadershipandAccountability

Council’s Asset Management Policy reviewed in 2025 defines the roles and responsibilities withinCouncil forassetmanagement.

Inaddition,anAssetManagementSteeringCommittee(AMSC)hasbeendrawnfromacross Council administration to coordinate asset management related matters. Meetings are held regularly and chaired by the Director Infrastructure.As part of the 2022 Improvement Plan, the development of an Asset Management Responsibility Assignment Matrix is currently underway. This matrix, which will detail the organisational relationships and lines of responsibility regarding asset management over the asset lifecycle, is planned to be implemented progressivelyover the life ofthisAMPlan.

3 LevelsofService

3.1 SocialInfrastructurePlanning

Council provides over 100 services at a strategic level including roads, pathways, libraries, maternalandchildhealthservicesandparksandsportinggrounds.OurParksandSporting Groundsassets exist to meet a range of recreational pursuits in a predominantly informal setting, such as children’s and adult play, walking, cycling, socialising, exercising dogs, picnicking, sightseeing and relaxing. Parks and Sporting Groundsare also the locations for manyofoursocial andcultural events.

A service centric approach starts with determining what services we need and then connectingassetstothoseservices.Ourassetsneedtobelocatedinthemostappropriate locations for future community use, they are functionally adequate for future demographics and consider demand and Council’s vision. It also ensures that there is a

clear prioritisation of capital and maintenance based on criticality of the service and considers repurposing, redundancy or relocation of services when balancing future budgets.

In 2021, Council completed theRecreation Needs (RN)Study. Overall, this RNStudy has identified that Council aspires to continue to deliver increased and improved open space and recreation facilities to meet growth and change, and to maintain, where possible, the current provision rates for open space and recreation facilities. It aims to ensure that its communitycanleadahealthylifestyle andbesociallyconnected andresilient.

Arangeofdriverssuchasthe UnitedNation’s Sustainable DevelopmentGoals, the National SportandActiveRecreationPolicyFramework2011,NSWPremier’sPriorities,DraftNSWPublic Spaces Charterand NSW Disability Inclusion Plan 2016have been used in the development ofthisstudyandtoidentifypriorities forexisting andfuture communityassetneeds.

The Recreation Needs Study, Strategies (such as the Playground Strategy to be developed) and this PSGAMP are complementary documents that together set out Council’s service targets, and how these targets will be achieved. The role of each of these elements in the long-termassetplanningisasfollows:

Asset Provision (RNStudy, Strategies such as the Playgrounds Strategy)Determining the size, footprint and numbers of open spacesand assetsneeded to service currentandfuture demand;and

AssetPerformance(PSGAMP)-Therequiredcapitalandmaintenanceperformance standardsfor the assets Councilprovidesthat will ensure services are delivered at the desiredlevels.

32 CustomerResearchandExpectations

Council undertakes customer surveys to understandand identify community priorities for the Inner West and identify the community’s overall level of satisfaction. The most recent customer satisfaction survey10, which was conducted in 2024offers Council a long-term measure ofhow theyare performing.

The 2024 survey highlights that maintaining local parks, playgrounds, and sporting fields is a top priority for residents. While overall satisfaction remains in the “somewhat satisfied” range, there has been a modest improvement since 2018 park maintenanceis edging closer to being rated as “satisfied.” In contrast, satisfaction with tree management and protecting the natural environment has experienced a slight decline. With rapid developmentandpopulationgrowthidentifiedasmajorchallenges,residents expectmore proactive upkeepandengagementregardingthese greenspaces.

Figure9illustratesthesatisfactionwithCouncil’soverallperformancebetween2017to2024.

Figure9–InnerWestCommunitySatisfactionSurveyOverallPerformance

Ascore of1representsnotatall satisfied, while ascore of5representsvery satisfied.

Many residents expressed concerns about the condition of playgrounds and sports facilities, particularly ageing infrastructure and the need for more modern, accessible amenities. This highlights the importance of continued capital investment in renewing and upgradingparkassetstomeetevolvingcommunityneeds.

Safetywasarecurringtheme,withcallsforimprovedlightingandclearerpathwaysinsome parks to enhance security especially during evening hours. Addressing these concerns through targeted upgrades, such as park and feature lighting, can help create safer, more welcomingspaces forall users.

Residents also showed strong support for environmentally sustainable practices in parks, including water-efficient irrigation, the use of native planting, and waste reduction initiatives. These preferences present opportunities for Council to incorporate more ecologically responsible approaches into everyday park management, benefiting both communitywellbeingandthe environment.

Byrespondingtothesecommunityinsights,alongsidegeneralmaintenanceneeds,Council can improve satisfaction and deliver parks and sporting groundspaces that are safe, accessible, and environmentally conscious. Strengthening communication about planned worksandprioritieswillalsoenhancetransparencyandbuildtrustinCouncil’sapproachto managing these openspace assets.

Additionally, the funding commitments outlined in this PSGAMP, particularly those supporting upgrades and renewals, will contribute to a more resilient, accessible, and better-maintained asset portfolio. These investments will help address key community concerns and support the long-term functionality and enjoyment of parks and public spaces.

33 Strategicand CorporateGoalsAlignment

ThisPSGAMPispreparedandalignedwithCouncil’svision,mission,goalsandobjectivesand has been aligned to deliver cost-effective, transparent, realistic and affordable service levelsinaccordancewithcommunityexpectations,whicharereflectedinthefivestrategic directionsdetailedinthe CommunityStrategic Plan2041(CSP).

Relevant Council CSP strategic directions, outcomes and strategiesand how these are addressedinthisPSGAMPare detailedinTable 5.

Strategic Direction(SD)

SD1.2–Resilient biodiversity

SD1.3–Healthy waterways

Outcome

Maintainandincrease Inner West’stree canopy andurbanforestand enhance biodiversity corridors.

Protect, conserve and enhance existingnatural areasites forspecies richnessanddiversity.

Implementwatersensitive policies, plans andprojects

Expandriver swimming sites

How CSP outcomes andstrategies are addressedinPSGAMP

Needsrecognised andreflected in future Service Frameworks.

Adoptionofriskmanagement principles inthe developmentof maintenance standards.

SD 2.2–Sustainable development

SD2.4–Safe, cleanand accessible public places

Integrate planningand urbandesignforpublic andprivate spaces.

Manage public spaces andcommunitysafety

Where possible, Council will harvest and utilise recycledwater tominimise reliance onpotable water.

Levelsofservice allow Council tobetter define itsservice requirementsand ensure they are met bynew developments.

Council willensure thatdevelopments alignwithurbandesign principles that promote walkability, accessibility, and communitycharacter.

Establishalinkbetweenthis PSGAMPand PoMs.PoMsguideparkupgradesand includecommunityengagement, place makingandurbandesignthatintegrate heritage, arts environment, recreation andother values.

Establishalinkbetweenthis PSGAMPand strategies suchasthe Playground Strategy.

Establishalinkage betweenthe PSGAMP andRecreationNeedsStudy - AHealthier Inner West2021.

Strategic Direction(SD)

Outcome

SD4.1–Welcoming, connected and inclusive

SD4.2–Health andactive

Buildinclusivity, resilience andparticipationin communitylife

How CSP outcomes andstrategies are addressedinPSGAMP Maintenance standards are documented andreflectcommunity needs.

Documentsstepstowardsfurther implementationofanevidence-based approachtoassetmanagement.

SD 5.2–Responsible, transparent management andfuture planning

Providefacilities, spaces andprograms for participationinactive recreation

Provideparks, playgroundsandopen spaces

Provideandsupport communityservices and centres

Deliver financial sustainabilitytomanage public resources responsibly

Provision ofparks andsportinggrounds thatare fitforuse andpurpose, accessible, safeandwell maintained.

Supportsthe provisionof openspaces andassetsthatfosterandfacilitate positive healthandwellbeingoutcomes.

Provision ofparks andsportinggrounds thatare fitforuse andpurpose, accessible, safeandwell maintained.

Provision of10-yearcapital improvement programstoreduce assetrenewal gap andtoensure thatassetsare firforthe purposethey were intendedfor.

SD 5.4–Engagedand

Supportlocal democracy throughinclusive

This PSGAMPisintegratedwiththe LongTermFinancial Plan(LTFP) toensure responsible allocationof resources for parks andsportinggroundsasset renewalsandmaintenance.

Council willcontinue toapplyevidencebasedfinancial planningtoprioritise parks andsportinggroundsasset investmentandensure sustainabilityof services.

This PSGAMPalignswith the Integrated Planning& Reporting(IP&R) framework, ensuringthat parks and sportinggrounds

Strategic Direction(SD)

Outcome

How CSP outcomes andstrategies are addressedinPSGAMP informed community participatorycommunity engagement

Deliver evidence-based Council decision-making planningisguidedbycommunity consultationandevidence-based decision-making.

Council willcontinue toengage withthe communitytoidentify parksandsporting groundsassetpriorities,service expectations, andinvestment needs, ensuringthatfundingdecisionsreflect long-termcommunitygoals.

Table5-Council’sGoalsand howtheseare addressed inthis Plan

34 KeyStakeholders

Assets controlled by Council are utilised by a broad cross-section of the community. It is critical that assets are maintained and renewed based on need and fit for purpose. Asset users are key stakeholdersofthis PSGAMP.

Table6identifiesstakeholderswhereconsultationisnecessarywhenCouncilseeksinputin relationtothe determinationofLevelsofService andinterventionlevels.

Stakeholder Group Role orInvolvement

Internal Stakeholders

Elected Council Custodian of the asset, with Council representing the residents and setting strategic directionasperthe CSP.

Executive Team To ensure that the Asset Management Policy and Strategy are being implemented as adopted, and to ensure that long-term financial needs to sustain the assets for the services they deliver are advised to Council for its strategic & financial planningprocesses.

Managers of the various Parksand Sporting Grounds As the designated Strategic Custodian of Parks and Sporting Grounds, responsible for the overall management of the assets from planning, design, maintenance, capital works and monitoring and updating the plan and ensuring its outcomes are realised to achieve the levels of service being requiredfromutilisation ofthe assets.

Engineering Services Department

Maintaining Council’s asset registers and performing strategic predictive modelling analysis works to inform Council’s Long Term Financial Plans and Capital Works Program. Responsible for coordinating the development and implementationofassetmanagementprocesses,GISsupport,administration andframeworkswithinthe Council.

Stakeholder Group Role orInvolvement

Finance Department

Maintenance Department (Internal)

Information Technology Managers

Ensuring that the asset valuations are accurate. Development of supporting policies such as capitalisation and depreciation. Preparation of asset sustainability and financial reports incorporating asset depreciation in compliance withcurrentAustralianaccountingstandards.

To ensure provision of the required/agreed level of maintenance services for assets.

ToensurethattherelevantITsystemsarefunctioningandthatanydatawithin the systems aresecure,anditsintegrityisnotcompromised.

Risk Managers To ensure that risk management practices are conducted as per Council policyandassistoperations managers withadvice onriskissues.

Internal Auditors Toensure thatappropriate policypractices are carriedoutandtoadvise and assist inimprovements

External Stakeholders

Community General users ofthe various parks andsporting grounds.

SportingClubs Users of sporting groundsthat have been dedicated to the provision of a specific service (e.g.football, soccer).

Maintenance Personnel (contractors)

UtilityService Providers

State& Federal Government Depts

To ensure provision of the required/agreed level of maintenance services for assets.

Agencies that provide utility services such as electricity, gas, water, sewerage andtelecommunicationsnecessarytofacilitate services.

Periodic provision of advice, instruction and support funding to assist with managementofthe parksandsportinggrounds.

Council’s Insurer Insurance andriskmanagementissues.

Table6–KeyStakeholders

35 LegislativeRequirements

There are many legislative requirements relating to the management of Council assets. Legislative requirements that impact the delivery of Council Parks and Sporting Grounds services include:

Legislation

Local Government Act 1993

Requirement

Setsoutthe role, purpose, responsibilities andpowersoflocal governments.The purposesofthisActare asfollows:

a) toprovidethe legal frameworkforaneffective, efficient, environmentally responsible andopensystemoflocal governmentin New SouthWales,

b) toregulate the relationshipsbetweenthe people andbodies comprisingthe systemoflocal governmentinNew SouthWales,

c) toencourage andassist the effective participationoflocal communities inthe affairs oflocal government,

d) togive councils:

the abilitytoprovidegoods, services andfacilities, andtocarryout activities,appropriate to the currentandfuture needsoflocal communities and ofthe widerpublic the responsibilityforadministeringsome regulatory systemsunder thisAct

arole inthe management, improvementanddevelopment ofthe resources oftheirareas,

e)torequire councils, councillors andcouncil employeestohave regard tothe principles ofecologicallysustainable developmentincarrying outtheirresponsibilities.

The land management provisionsofthe Actrequire thatCouncil prepare plansofmanagementforall communityland.The planofmanagement identifies themanagementobjectives forthe landcategory, performance indicators andperformance measurestomeetthe objectives identified.

Local Government Amendment (Planningand Reporting) Act2009

Local Government Amendment (CommunityLand Management) Act 1998

Disability DiscriminationsAct, 1992

WorkHealth& Safety Act2011

Local GovernmentAmendment(Planningand Reporting) Act2009 includes the preparationofa long-termfinancial plansupportedbyasset managementplansfor sustainable service delivery.

Setsoutprovisionsforthe classificationandmanagementofcommunity land(parksandreserves) includingthe preparationofcommunityland plansof management.

The DisabilityActestablishes aframeworkforprovidingsupportand services topeople withdisabilities throughoutNew SouthWales.

Setsoutrolesandresponsibilities tosecure the health, safetyandwelfare ofpersonsatworkandcoveringinjurymanagement, emphasising rehabilitation ofworkersparticularlyforreturntowork.Council istoprovide asafeworking environmentandsupplyequipmenttoensure safety.

Legislation Requirement

Environmental Planningand AssessmentAct1979

Environmental ProtectionAct1994

Public Works and ProcurementAct 1912

Heritage Act1977

AnActtoinstitute asystemofenvironmental planningandassessmentfor the StateofNew South Wales.Amongother requirementsthe Actoutlines the requirement forthe preparationofLocal Environmental Plans(LEP), DevelopmentControlPlans(DCP), Environmental ImpactAssessments(EIA) andEnvironmental ImpactStatements.

Thisactsetsoutrequirements withrespecttoenvironmental protection.

Setsoutthe role of Council inthe planningandconstructionofnew assets.

Inner West Development ControlPlans

Inner WestLocal Environmental Plan 2020

Civil LiabilityAct 2002and Civil Liability Amendment (Personal Responsibility) Act 2002

Contaminated LandsManagement Act1997

Native Vegetation Act2003

ThreatenedSpecies ConservationAct 1995

Providesforthe protectionandconservationofplaces andobjectsof cultural heritage significance andthe registrationofsuchplaces and objects.

The primary purposeofaDevelopmentControl Plan(DCP) istoguide developmentaccording tothe aimsofthe corresponding Local Environmental Plan(LEP).

The LEPisalegal documentthatprovidescontrolsandguidelines for developmentinanarea. Itdetermines whatcanbebuilt,where itcanbe built, andwhatactivities canoccuronland.

Protectsthe council fromcivil actionbyrequiringthe courtstotake into accountthe financial resources, the general responsibilities ofthe authority andthe compliance withgeneral practices andapplicable standards.

ThisActandrelatedregulationssetoutrequirementsforthe management andremediation ofcontaminated lands.

ThisActregulatesthe clearingof native vegetationonall landin NSW, exceptforexcludedlandlistedinSchedule 1ofthe Act.The Actoutlines whatlandownerscanandcannotdoinclearing native vegetation.

ThisActsetsoutprovisionsforthe assessmentandprotectionof threatenedspecies populationsandecological communities ofanimals and plants.

Legislation Requirement

National Parksand Wildlife Act (1974)

PlantProtectionAct 1989

CrownLandsAct, 1989

ThisActrelatestothe establishment, preservationandmanagementof national parks, historic sites andthe protectionofcertainfauna, native plantsandAboriginal objects.

Thisactsetsoutrequirements withrespecttoFloraProtection.

AnActtoprovideforthe administrationandmanagementof Crownland inthe EasternandCentral Divisionofthe State of NSWincludingthe preparationofplansof managementforCrown LandsunderCouncil’s carecontroland management.

Electrical Safety Act 2002

Plumbingand Drainage Act2002

BuildingAct1993& BuildingRegulations 2018

BuildingCodeof Australia(BCA)

Thisactsetsoutthe installation, reportingandsafe use withelectricity

Thisactsetsoutrequirements withrespecttoPlumbingRequirements

The Actsetsoutthe legal frameworkforthe regulationofconstructionof buildings, buildingstandards andmaintenance ofspecific buildingsafety.

Auniformsetoftechnical provisionsforthe designandconstructionof buildingsandother structures. Thiscodehasdirectrelevance forbuilding maintenance, renewalsandupgrades.

Table7:LegislationRelevanttoManagementof ParksandSportingGroundassets Regulations,Standards&GuidelinerequirementsthatimpactthedeliveryofCouncil’s Parks andSportingGroundsservices are outlinedbelow.

Regulation/ Standard /Guide

IntegratedPlanning andReporting (IP&R) framework

Requirement

All councilsinNSWare requiredtoworkwithinthe IP&Rframeworkto guidetheirplanningand reportingactivities.

IP&Rprovidesapathway forelected representatives to: workdirectlywiththeircommunitytoidentifylong-termpriorities for local identity, growthandlifestyle; understandthe range of services the community wants, the service standardsthey expectandthe infrastructure thatwillberequired; reporttothe community ontheirsuccessinachievingthese goals; and beassuredthattheircouncil ismeetingplanning, consultingand reportingrequirements underother laws.

ISO55000Suite, 2014

The International OrganizationforStandardization's ISO55000:2014 Asset Management (ISO55000) providesaglobal guidetobetterpractice in assetmanagement, includingassetinformation management.

Regulation/ Standard /Guide

Requirement

ISO55000specifies that entities shouldaligninformationrequirements toassetmanagementneedsandrisks, alongwithrequirements for collecting, managing, evaluating, andensuringconsistencyand availabilityofinformationforasset managementdecision-making.

Australian Accounting Standards Board (AASB)

Providesdirectionandguidance onthe financial andreporting expectations ofentities, toensure aconsistentapproachtoaccounting records.The followingregulationsapplytoCouncil:

AASB116 ParksandSportingGrounds, Plant& Equipment –prescribes requirementsforrecognitionanddepreciationof ParksandSporting Grounds, plantandequipmentassets.

AASB136 ImpairmentofAssets –aimstoensure thatassetsare carried atamountsthatare not more thantheirrecoverable amounts.

AASB1021 DepreciationofNon-CurrentAssets –specifies how depreciationistobecalculated.

AAS1001AccountingPolicies –specifies the policies thatanorganisation istohave forrecognitionofassetsanddepreciation.

AASB1041Accountingfor the reductionofNon-CurrentAssets –specifies the frequencyandbasis ofcalculatingdepreciationandrevaluation basisusedforassets;and

AAS1015Accounting for the acquisitionofassets –methodofallocating the value tonew assets onacquisition.

All other relevant Australian Standards

All Local Lawsand relevantpolicies of the Organisation

International Infrastructure Management Manual, Sixth Edition, IPWEA, V6.0, 2020

AS/NZ StandardssuchasRiskManagementStandard.

Constructionstandards, Maintenance contracts, etc.

The IIMMhasbeendevelopedwithpublic andprivate sectorindustry inputfromAustralia, New Zealand, the UnitedStates Canada, South Africaandthe UnitedKingdomtopromote best asset management practice forall infrastructure assets.

Table8:Regulations &StandardsRelevanttoManagementof ParksandSportingGround assets

Thefollowingisasummaryofpoliciesrelevanttothisassetclass.Manyofthesepoliciesare available fromCouncil.

Policy Requirement

Infrastructure, Plant, Propertyand Equipment

Determination

Protocol 2019

AssetManagement Policy2022

Todefine Inner WestCouncil’s assetclassesandassociated methodologies incapturingandrecordingasset relatedinformation, guidedbyrelevantaccountingandindustrystandardsaswell as legislation.

The PolicyacknowledgesCouncil’s commitment toassetmanagement andprovidesaconsistentassetmanagementapproachwithclear principles andguidelines inordertomanage Council’s assetsforthe currentandfuture community.Itestablishes aframeworktoensure a structured, coordinated, costeffective andfinanciallysustainable approachtoassetmanagementacrossthe organisation.

Table9:Policies RelevanttoManagementof ParksandSporting Ground assets

3.6 Level of Service

It is considered that this PSGAMPhas improved the level of sophistication in the documentationofthelevelsofservicethatwillbedeliveredbyCouncil’sParksandSporting Groundassets.ThelevelsofservicedeliveredbyCouncil’sparksandsportinggroundshave been documented consideringthe expectations of Council’s residents/users.This has required a clear understanding of customer needs, expectations and preferences that will be explored in this Section and continually reviewedand updated as requiredin future PSGAMPiterations.

The levelsofservice definedare intended:

to inform customersand Council of the proposed type and level of service to be offered.

toenablecustomersandCounciltoassesssuitability,affordabilityandequityofthe services offered.

tomeasure the effectivenessofthe services providedby Council. toidentifythe costsand benefitsofthe services offered.

Council hasdefinedtwo tiersoflevelsofservice, whichare basedon:

Community Levels of Service – what Council expects to provide in terms of key customer outcomesbasedonperceptionsofexpected qualityandfuture financialallocations:

Appropriatenessofservice.

Accessibilitytousers 24hours aday, 7days aweek.

Affordability –acknowledgingthat Council canonlydeliver whatitcanafford.

Relevanceoftheservicebeingprovided–intermsofdemandcharacteristics,future demographics, currentbacklogsandwhere the pressure pointsare.

Technical Levels ofService –whichrelatestothe outputsthe customer receives:

What Council will do in real terms, i.e.reliability, functionality and adequacy of the services provided. Typically, this PSGAMP has documented Council’s standards – i.e.

atwhatpointwill Council repair, renew orupgrade tomeetthe customer outcomes listedinthe strategic levels.

Technical LevelsofService have beendefinedforeachofthe following:

o New asset – If Council provides new Parks and Sporting Ground assets, then what design and maintainability standards shall apply to make them meet Council’s strategic outcomes.

o Upgraded or renewedasset to original standard -If Council upgrades or renewsParks and Sporting Ground assets, what design and maintainability standardsshall applytomakethem meetCouncil’s strategic outcomes.

o Maintenance – When will Council intervene with a maintenance repair and what will be Council’s responsiveness in terms of customer requests for maintenance faults.

The levels of service that have been adopted are considered reasonable as demonstrated byindustrystandardsandbenchmarks.

361 CustomerLevels ofService

Council’s Customer Levels of Service that have been adopted forthis PSGAMPare detailed asfollowsinTable 10-Customer LevelsofService:

Availabilityand Accessibility OpenSpaces and associatedassetsare available andeasily accessible tousers.

95%Compliance.Inthe instance where anOpen Space (e.g., parkor sportingground) isclosed tousers forreasonssuch asmaintenance, upgrading, renewal ora Council relatedpublic eventor non-Council events, thenappropriate notificationshall begiven torelevantusers in accordance with Council’s public informationpolicy.

Quality Well maintainedand suitable passive and active openspace infrastructure assets.

and

<400requests/ complaintsperannumfor tree maintenance

<400requests/complaints perannumfor mowing andgardening

<1,000requests/ complaintsforpark infrastructure maintenance /renewals

<100 requests/complaints forplayequipment maintenance and/or repair

Safety Providesafeand accessible public Parks andSportingGround assets.Parksand SportingGroundassets are routinelyinspected forhazards andrisk No.ofreportable incidents due toassetdefectsper year<= 2

Table10-CustomerLevelsof Service

362 TechnicalLevels ofService

Supportingthe communityservice levelsare technical measuresofperformance.

AsCouncil isresponsible foralarge numberandrangeof ParksandSportingGroundtypes it has been determined that different standards are necessary for different open space functions. For example, the service provided at a Pocket Parkwould be lowerthan that provided by a District Park. Each of the Parks and Sporting Grounds within Council’s open spaceportfoliohas been assigned to one of these fivecategoriesas documented in Table 15-AssetCriticalityfor .

Technical service measures are linked to annual budgets covering operations, maintenance, renewal and upgrade activities as defined in the Lifecycle Management Section.

The technical levelsofservicesare outlinedinTable 12. Key

TECHNICALLEVELSOFSERVICE

Accessibility Parksandplay equipmentcomplywith relevantminimum accessibilitystandards relative toopenspace function

Condition

Criticality4and5Conditionassessment ofParksandSporting Groundsnetworkevery 3-4years

Compliance of available parks and playequipmentwith currentstandards relative toopen space function

Baseline audityetto beundertaken

Baseline audit yettobe undertaken

Average network condition<= 2.5outof 5andwith<5%of stockincondition state 5. 1.8outof5 1.8% incondition state 5 Atpresent, the currentasset registerhasnot beenassigned criticality.The resultshence are at the entire asset portfoliolevel.The improvementplan addressesthis.

2.3outof5 0.7% in condition state 5

Criticality1to3Conditionassessment ofParksandSporting Groundsnetworkevery 3-4years

Wharves

Average network condition<= 3outof5 andwith<5%ofstock inconditionstate 5.

Table11-TechnicalLevelsof Service

Refertoabove 2.4outof5 1.1% in condition state 5

Refertoabove 2.8 outof5 0% incondition state 5

Refertoabove 2.4outof5 0% incondition state 5

Seawalls

4 FutureDemand

This section identifies the effect of expected growth and consequent demand on Council’s Parks and Sporting Ground assets. Forecasting future demand is essential in determining lifecycle managementforassets.The management of ParksandSportingGroundassetsis directly affected both by growth in the number of assets and growth in the resident populationaswell asvisitingpopulations.

4.1 Demand Drivers

Drivers affecting open spaceasset demand,include factors such as population change, changes in demographics, technological changes and environmental changes. Parks and sporting groundswithin the municipalitymust serve both theneeds ofthe local resident populationaswell asthe visitors.

42 DemandForecasts

Thepresentpositionandprojectionfordemanddriversduetopopulationgrowththatmay impact future service delivery and utilisation of assets are identified and documented in Table 12.

Demand Factor PresentPosition11

Population Growth

Changing Demographics

The Council’s 2023populationis 188,325, withaforecasttogrowto 191,026 by2025 and204,742by 2046 a7.18% increase over the next21years

Impact onServices

Growthwill drive higher demandfor parks andopenspaces, requiring improvedcapacityand better accessibility.Giventhe high-density urbanenvironment, ensuringequitable accesstoqualityrecreational spaces is essential for community well-beingand mental health.

UrbanDensity andLimited Space

The 35–49 age group (parents/homebuilders), 70–84 age group(ageingpopulation), andyoungeradults(18–34cohort) are expected togrowsignificantly.

Diverse demographicsrequire multi-use, adaptable parkfacilities.Thisincludes accessible pathwaysandseatingfor olderresidents, family-friendly spaces, andsocial activityhubs foryounger adults.Investmentin inclusive design (e.g., all-abilitiesplaygrounds, shade structures) isessential.

The Inner Westisone of Sydney’s mostdenselypopulated areas, Space constraintsmean existingparks andsportingfacilities mustbeoptimised. Multi-functional designs, efficientland

11 Source; https://profile.id.com.au/inner-west

Demand Factor PresentPosition11

withadensityof5,347personsper square km

Impact onServices

use, andsharedrecreational zones will berequiredtoaccommodate competing userneeds(sports, play,relaxation, events).

Climate Changeand Extreme Weather Events

Sustainability Initiatives

The areaisexperiencing increasedheatwaves, flooding, andstormevents, leadingto faster deteriorationofParksand SportingGroundassets

Sustainability-focusedupgrades are emerging, includingwatersensitive urbandesign(WSUD), renewable energy installations, andbiodiversityenhancements.

Parksmustintegrate heat-mitigating measures(e.g., increasedtree canopy, water-efficientlandscaping), stormwater management, andclimate-resilient infrastructuretosustain usabilityand reduce damage fromextreme weather events.

Future parks andrecreationupgrades mustfocusonenergy-efficientlighting, recycledwaterirrigation, permeable surfaces, andnative planting. These initiatives will improve long-termcost savings, ecological resilience, and environmental sustainability.

Table12-Demand Factors,Projections and ImpactonServices

ThedemandforparksandParksandSportingGroundassetsintheInnerWestissettogrow as a result of population increases, evolving demographic trends, and heightened urban density.Thesignificantgrowthinkeyagegroups especiallyparents/homebuilders(35–49), olderadults(70–84),andyoungadults(18–24and25–34) necessitatesthedevelopmentof flexible, multi-use recreational spaces that cater to diverse community needs. Moreover, the challenges posed by extreme weather events and the imperativefor sustainable infrastructure furtherdrive the needforresilient, adaptive designandregularupgrades.

By integrating these demand drivers into asset management and planning, Council can ensure that parks and open spaces not only remain accessible and high quality but also evolve tomeetthe changingneedsofthe communitywell intothe future.

43 ChangesinTechnology

Counciliscontinuouslymonitoringnewassettreatmentsthatmaybeavailabletoincrease the life of its assets. Table 13details technology changes that are forecasted to affect the deliveryofservices coveredbythisplan.

Technology Change

Improvementintechniques andmaterials

EffectonService Delivery

Changesinmethodology, longerlife materialsandbetter rehabilitationtechniquesenable ParksandSportingGround assets tobemaintained andmanagedmore cost effectively, withapotentiallylongeruseful life.

Low energy design

AssetInformationSystem

Material

Time Flow TapWear

Smart CityTechnologies

Increasedefficiencies of low energy designtherefore certainnew openspacedesignsforexample lightscan incorporate energy efficientandsustainable practices.

Improvedinformationsystemsformapping, recording informationandmanagingassets.Adjustmentof the playgroundinspectionregime tomatchthe amountof public usage andfatigue onplayequipment.

Movingawayfromtimber especiallyCCA(Chromated copperarsenate) treatedproductstomaterials witha longerassetlife suchasrecycledplastic.

Byupgradingand/orrenewing irrigationsystems totime flow, thistechnology will reduce evaporationand keepall playingfieldsandparks adequatelyirrigated.

Smart Citytechnologies will alsocontinue tobefurther investigatedandtrialledwhere appropriate.

Table13 –ChangesinTechnologyand ForecastonServiceDelivery

These technological factors need to be assessed in determining the scoping requirements for maintenance works, renewal, upgrade and new parks and sporting groundsprojects. There will be changes to asset management technology, in particular the monitoring and data collection roles. These upgrades in technology may require consideration of modificationstoservice levelsasandwhenappropriate.

44ClimateAdaptation

Council has identified the following potential climate change impacts and Council’s response tothemwithrespectto the parks and sportinggroundsasset portfolio.

Climate Impact

IncreasedUHI (increased temperature)

Increase inextreme weather events

Climate Changeimpacton service CouncilsResponse

IncreasingUHI will resultin temperature increase whichwill decreasesthe life expectancyof the assetmaterial requiring Council toincrease the renewal frequency.

Climate changewill seean increasedriskofextreme weather eventsincludingstormevents, heatwave, flooding, sea-level rise andfire events. There will beanincrease in structural damage causedby extreme eventsandanincrease in deteriorationratesofassets. Riskofsea-level rise and/or floodingwill increase deterioration andreduce serviceability.

Increase renewal frequency. Investigate UHI mitigation strategies includingmore robust materials.

Climate riskassessment will determine the impactonasset useful lives.

Investigate mitigationstrategies. Introducingnew resilient technologywhenrenewingand upgrading ParksandSporting Groundassetswill ensure climate resilientinfrastructure isputin place.

Irregular rainfall/drought (Oftenincoinciding withthe El Niño climate cycle)

Higher global temperatures leadingtoextreme weather events

Adrier climate isanticipatedover the longterm.

Includeincreasedcostofwaterin the operationsbudget.

Includewaterharvesting& water storage infrastructure asoptional extras whenconsidering future capital renewal works.

Extremeweather events have the capacitytonegativelyimpact assetsandservices across council’s entire assetportfolio.

Sealevel rise

Higher sealevelscouldpotentially impactexistingopenspace and openspace infrastructure and marine infrastructure.

Council islookingatwaysto reduce ouroverall carbon footprintbyinstallingalternate cleanenergy sources topower ParksandSportingGroundassets (Solarandbattery storage solutions)

Identifyareasthatare likelytobe negativelyaffected, establisha strategic plantoconstruct resilientinfrastructure assetsto

mitigate the effectsofsealevel rise intothe future.

45 NewAssetsfrom Growth

Council envisages that over the following 10 years, it will acquirenew open spaceassets and/orbuildnewopenspaceassetstomeetdemandneeds,however,thesehaveyettobe quantifiedandwill bereflected infuture PSGAMPrevisionsasdetailsbecome available.

It is envisaged however, that the new Playground Strategy (currently in development) will recognisetheneedtobuildanaccessibleplaygroundineachofthefiveCouncilwards.The KingGeorgeParkplaygroundupgradeprojectwasrecentlycompletedandis Council’sfirst inclusive design playground. Work has commencedto design and plan for upgrading another fourplaygroundstobeinclusive playspaces.

Asadditionalinformationbecomesavailablewithregardstonewgrowthanddevelopment areas,Councilwillcontinuetoidentifythecommunityinfrastructureneedsvia theRNStudy 2021, strategies and masterplans and these will be included in future revisions of this PSGAMP.

It is important to note that when new assets are acquired, or assets are expanded or upgraded, this results in an increase in commitment of annual operational and maintenance fundingto ensure continuedservice deliveryofthe assetover itslifecycle.

46DemandManagementPlan

It has been identified that demand for Parks and Sporting Groundswithin Inner West,will increase proportionally with the predicted population growth and predicted demographic changes. This is also in line with the community surveyswhich identify that bush care, park maintenance and tree managementareof importance to the community.The RN Study 2021foundthatthemostcommontypesoffacilitiesthatpeoplevisitedforrecreationinthe Inner West wereparks at 80% at least weekly, footpaths at 75% at least weekly, sporting fields/courtsat38% atleastweekly and children’s playgroundsat36% atleastweekly.

Demand for new services will be managed through a combination of managing existing assets, upgrading existing assets and providing new assets to meet demand and demand management. Demand management practices include non-asset solutions, insuring against risks and managing failures. Opportunities identified to date for demand management are shown in Table 14. Further opportunities will be developed in future revisions ofthis PSGAMP.

Service Activity

Increasedpatronage and usage ofParksandSporting Groundassetswill beexpected, proportional topopulation growth.

DemandManagementPlan

Plantoidentifyanddevelopstrategicallylocated Parks andSportingGroundassets toaccommodate growing communities.

Monitorpopulationgrowththroughcensusdata and traffic countsanduse the data asinputintodeveloping future worksprograms

Investigate construction ofmulti-use assetswhere possible andencourage sharingofexisting Parks and SportingGroundassetstomaximise utilisationand allowsplanningforoptimumuse ofall Parksand SportingGroundassets.

Increasedpopulationdensity will resultinincreasedusage of ParksandSportingGround assets

Undertakestrategic planningtoidentifythe changein service demandacrossall services, whowill usethe services, andidentifythe bestlocationfor future services.

Service Planningisusedtoidentifythe best mixof provisionanddevelopmenttoprovidethe bestpossible services atasustainable level;whichcanincludesome shiftsinservice levels, bothupanddownacross the municipality.

Identifyprogramsthatsupportthe agedandyouthas alternatives toinfrastructure relatedactivities.

Considerinclusionforall users inparkdesignand development.

Communityawareness

Supportsportingclubs

There are several waysCouncil caninformthe communityof passive andactive open space availabilitywithinthe municipality.These include:

Improvedsignage tosupportwalkingandcycling throughthe networkofopenspace sites;

Constructionof missing pathwaysthatlinkparks and other public spaces sothatpeople can more easily move throughthe municipality;

Inclusionofinformation brochureswithother correspondence providedtothe community, suchas ratesnotices, orthe website.

Sportingclubscanbesupportedto more effectively use sportinggroundsto whichthey have access.There are opportunities forCouncil tocontinue toassistwith timetablingtrainingsessionsandmatches between, andwithin, clubstomaximise the usage ofall facilities

Service Activity

Partnerships

Passive surveillance

There will beanincrease in structural damage causedby extreme eventsandan increase indeterioration rates ofParksandSportingGround assets

Climate riskassessment will determine the impactonasset useful lives.

DemandManagementPlan

while minimisingthe damage thatcanoccurdue to overuse.

Council continue toseek opportunities toshare open space facilities withprivate landownersandother levelsofgovernmenttomaximise the numberof sporting ovals, andotherfacilities available forpublic use andtomeetshortto mediumtermdemands in a sustainable manner.

Itisgenerallyaccepted thatcommunityperceptions regardingthe safety of aparkhave animpacton people’sdesire tovisit.Itistherefore importantthat Council seektoimprove perceptionsofthe safetyof openspace sites.Opportunities formaximisingpassive surveillance shouldbeactionedwherever possible. Clearlines ofsightfromroadwaysandadjoining properties canbemaximisedbyremovingvisual obstructionssuchassolidfences orthickvegetation.

DevelopaCouncil specific Climate ChangeAdaption Toolkit.

Includeenvironmental policies andconsiderationsin parkplanningandcapital works.

Utilise Governmentenvironmental subsidyandfunding programs.

Monitordevelopmentsandpotential impactsonasset management.

Identifyopportunities for waterharvestingand recyclingforirrigationpurposes.

Table14-Demand ManagementPlanSummary

5 Risk

ManagementPlanning

51 Asset Criticality

To manage Council’s Parks and Sporting Groundassets within these open spaces more effectively, they have beencategorisedbasedonthe level ofimportance andcriticality.

Council’sCriticalityFrameworkensuresthatitstransportassetsareassessedbasedontheir importance to service delivery, emergency preparedness, and overall community impact. This framework updatedin 2025, applies astructured scoring system to classify assets into

different levels of criticality, enabling informed decision-making for maintenance, renewal, andstrategic investment.

Assets are evaluated using connectivity and access and health and safety Criticality Factors:

ParkHierarchy – Focuses on the usage & social dependence on the asset, which considers the parkhierarchy such as regional, district, local, neighbourhood/plaza andpocketparks.

Wellbeing and Safety – Considers the extent of personal injury in the event of an assetfailure.

Each asset is scored based on predefined Criteria, Sub-Criteria, and Weighted Scores, producing a Total Criticality Score between 1 (Non-Critical) and 5 (Extremely Critical).This structured approach ensures that Council assets are evaluated consistently, enabling prioritisation of maintenance and renewal activities based on their impact on service delivery, communitysafety, andfinancial sustainability.

TheParksandSportingGroundcriticalityadoptedbyCouncilconsidersthevaryingriskand service levelsassociatedwiththe assetportfolio andissummarised inTable 15asfollows:

5–ExtremelyCritical Extremelycritical asset. Potentiallyextreme disruptionorcatastrophic consequences shouldthe assetfail.

4–Critical Critical asset.Potential majordisruption or consequences shouldthe assetfail.

HensonPark, Marrickville AshfieldPark, Ashfield Adventure playground, Gym equipment, Children'splayground, high Retainingwall, Seawalls,Marine structures,(i.e.jetty's.)Pool

EastonPark, Rozelle Marrickville Park, Marrickville Water park(nopool), Sportingfacilities (Basketballhoop, cricketnets etc).Gatesandfencing, Public lighting. Stairs/Handrail/ramp, Grandstand,dogpark

3 –Moderately Critical Moderatelycritical asset. Potentiallymoderate disruptionorconsequences shouldthe assetfail.

2–PartiallyCritical Partiallycritical assetwith minordisruptionor consequences, shouldthe assetfail.

1 –Non-Critical Non-critical assetwith insignificantdisruptionor

McNeillyPark, Marrickville PunchPark, BalmainDrinkingwaterfeature, Low retainingwall, Stormwater pit, Paved Areas, Path, Sign, landscaping, water tank.Irrigation,

FederationPlazaReserve, Haberfield, Wangal NuraPark, LeichhardtPublic BBQ, Benches, Shelter, Pergola, Public Artwork, Shed, storage, seat, Umbrella, bench, monument, flagpole

Darley StPlayground, Newtown, Ashford StReserve, Ashfield Waste facilities. Stormwaterpipe, Subsoil drainage.

Criticality

consequences, shouldthe assetfail.

MiscellaneousStructures(Bike rack, Structure, bin, gardenBed/Edging, bollard)

Table15-AssetCriticalityfor Parksand SportingGround Assets

5.2 RiskManagementPlan

Councilhas identified the need to develop acorporateRisk Management Policy which will setthe overall framework for addressing risk within the contextof International Standard ISO31000-2018, Riskmanagement –Principles and Guidelines.

RiskManagementisdefinedinISO31000:2018as:‘coordinatedactivitiestodirectandcontrol withregard torisk’.

Thedevelopment and adoption of thisPolicy will outline Council’s commitment to manage its resources and responsibilities in a manner which is intended to minimise harm or loss. The elementsofthisframeworkare illustratedin Figure 10.

5.3 RisksAssessment

Councilhasdevelopedanassetcriticality,givinghigherimportancetoriskassessmentand the appropriate levelsof inspectionand maintenance foreachclassification.

Critical assets are those which have a high consequence of failure causing significant loss or reduction of service. Similarly, critical failure modes are those which have the highest consequences. By identifying critical assets and failure modes, investigative activities, condition inspection programs, maintenance and capital expenditure plans can be targeted at the critical areas. Activities may include items such as increased inspection frequencyand higher maintenance interventionlevels.

Figure10–RiskManagementProcess,Source:ISO31000:2018

5.3.1 RiskPlan

As a result of this PSGAMPrevision, an assessment of risks associated with service delivery from Council’s Parks and Sporting Ground assetshas identified the critical risks that will resultinsignificantloss, ‘financial shock‘orareductioninservice.

Critical risks are those assessed with ‘Very High’ (requiring immediate corrective action), and ‘High’ (requiring corrective action) risk ratings identified in the Infrastructure Risk ManagementPlan.Theresidualriskandtreatmentcostaftertheselectedtreatmentplanis implemented isshowninTable 16.

Park Maintenance Maintenance costs increasing due to inadequate renewal program

High Continue toimprove data.Ensure maintenance is managedappropriately atanoperationallevel. Future planning improvementscanbe made bydocumented service level risksand utilisation ofthese in establishingfuture maintenance priorities.

Medium Ongoing stafftime andexisting budget

Increasing financial pressureto adequately maintainthe parkportfolio

Growthinpark portfoliodue toprovisionof grantsand Council funding, developer providedpark assets, State Government residual land assetsand changing community preferences.

All parks Parkdefects ornoncompliance with regulations

High Althoughgrantsand otherfunding maybe made availableforthe capital costofnew or expandedfacilities, due considerationshouldbe made toensure sufficient ongoingoperationand maintenance fundscan beprovidedtosupport theseadditional assets. Whole oflife costs are to be reportedtothe LeadershipTeamand/or Council asappropriate.

High Regularinspection programmetargeted andprioritisedbasedon risk, levelsofuse and typesofuse.

Medium Ongoing stafftime

Low Ongoing stafftime, existing budgets

Service or AssetatRisk

Whatcan Happen

Risk Rating RiskTreatmentPlan

Maintenance anddefects rectificationprogram implemented.

Residual Risk Treatment / Costs resultingin injury e.g. playgrounds, lightingand park structures.

Utilisation Parks do not suit community needsand inclusion targets.

High Continue to monitornot onlythe conditionof parks buthow wellthey suitthe needsofusers.

Monitorandreviewthe RecreationNeedsStudy andthe Recreation Strategytoinform decisionson which facilities suitcommunity needs.

Respondtouserneeds withwell-considered measuresand communicateneedsthat cannotbemet within existingbudgets.

Table16 –Critical RisksandTreatmentPlan

5.4ClimateImpactandAdaptability

Low Ongoing stafftime

The Intergovernmental Panel on Climate Change (IPCC) Special Report on Global Warming of 1.5°C, released in 2018, warned of the severe consequences if global temperature increases exceed 1.5°C above pre-industrial levels12. Given that current global temperatures have already risen by approximately 1.2°C, it is critical for Inner West Council tointegrateclimateadaptationandmitigationstrategiesintoAssetManagementPlanning (AMP) tosafeguardinfrastructure, public services, andcommunitywell-being.

12 https://www.climatecouncil.org.au/resources/infographic-the-difference-between-1-5-and-2-degrees-warming/

Figure11 –ClimateImpactsduetoTemperatureIncreases

Council is actively working on developing a Climate Change Management Guide, outlining best practices for asset resilience, sustainability initiatives, and adaptation strategies acrossparks, openspaces, buildings, stormwatersystems, andtransport assets.

Council has already undertaken significant efforts in the climate adaptation space, including:

Ensuring new assets incorporate climate-resilient materials and low-carbon technologies.

Increasing tree canopy cover to mitigate urban heat and improve stormwater absorption.

Promoting stormwater harvesting, permeable surfaces, and drought-resistant landscaping.

Incorporating flood-resilient, heat-resistant, and biodiversity-supporting infrastructure inpublic parksandsportinggrounds.

Upgradingcommunitybuildingsandopenspaceswithsolarpower,batterystorage, andenergy-efficientlighting.

These initiatives align with Council’s climate action commitments and support the integrationofclimatechangeconsiderationsinallfutureassetplanningandmanagement strategies.

5.4.1 ClimateChangeImpactson Parks& SportingGroundassets

TheimpactsofclimatechangeonParksandSportingGroundassetswillvarydependingon asset category, function, and exposure to environmental risks. Council must assess future climate trends, their effects on existing assets, and how to manage risks while maximising opportunities forresilience.

New ParksandSporting Groundassets

New Assets

All-weather sporting surfaces

Increasedriskofdamage and service disruptionsdue to extreme weather events(e.g., storms, heatwaves, flooding).

Overusednatural turf sportsgrounds

Increased riskofdrought affectinggreenspaces, gardens, andrecreational areas.

Elevatedsurface temperaturesduringhotter periodsmayreduce user comfortandusability. Considerationshave also beenraisedaboutthe environmental performance ofsynthetic materials.

Excessive use (>40hrs/week) leadstorapiddeterioration, especiallyduringdroughtsor after heavyrain.

Incorporate solarpanels and battery storage foroff-grid power solutionsinparks and openspaces where feasible. Council’s Environmental and Resilience Teamiscurrently exploringbattery storage integrationintoexisting open space infrastructure.

Implement waterharvesting systemsand on-site water storagetoreduce reliance on potable waterfor irrigationand landscape maintenance.

Explore alternative infill options suchascorkorsandto improve heatperformance and environmental outcomes. Considerapplyingsurface technologies anddesign solutions, includingimproved shading, toenhance usability duringwarmerconditions.

Considerastrategic mixof natural turfupgradesand targetedinstallationof allweather surfaces toreduce overuse.Continue engagement withusergroupstobalance schedulingneeds.

These measures ensure that Council’s public assets remain resilient, supporting environmental sustainability and community health despite increasing climate-related pressures.

6 FinancialSummary

TheprovisionofadequatefinancialresourcesensuresthatCouncil’sopenspaceassetsare appropriately managed and preserved. Financial provisions below requirements impact directlyoncommunitydevelopmentandifprolonged,resultsinsubstantialneedsfor“catch up” expenditure imposed on the community in the future. Additionally, deferred renewal

results in increased and escalating reactive maintenance as aged assets deteriorate at increasingrates.

61 ForecastedFundingRequirements

The objective of this Section has been to model the deterioration of Council’s Parks and Sporting Groundassets portfolio, by developing predictive infrastructure models using Modelve’s© modellingsoftware.

Thisprocesstypicallyinvolvessettinguplifecyclepathsforeachasset/component,along with their inspected condition, identifying the appropriate treatments and unit rates to deliver these treatments and configuring the treatment rule base (matrices based on selected condition criteria that when matching will drive a treatment based on the condition).

62 RenewalFundingandStrategicForecasting

By applying defined criteria and logic within predictive modelling software, it is possible to forecast the future condition and renewal needs of the open spaceasset portfolio under the currentfundingcommitmentsoutlinedinthe Long-TermFinancial Plan(LTFP).

The modelling simulates the condition of assets over a 10-year period, from 2025 to 2035, usingcurrentassetdata(asof2025)andcapitalfundinglevelscommittedthroughtheLTFP. The results of the analysis have been graphed in Figure 12Error! Reference source not found.The analysis focuses on renewal funding and upgrade or expansion works identified via Councillor requests, known capacity issues, strategies and plans, and/or by Council officers.

As of 2025, the average condition of Council’s open spacenetwork is 2.3out of 5, based on the standardassetconditionratingscale (see Table 5 –AssetConditionRatingGuidelines). Undercurrentcapital fundinglevels, the model predictsthatthisaverage conditioncanbe maintainedintothe future.

The condition graph in, illustrates the predicted results of the Parks and Sporting Grounds portfolio modelling analysis under the current proposed 10-year capital works funding allocation. This modelling reflects the impact of the LTFP funding on asset condition and associatedservice levelsover time.

The proposed funding detailed in the LTFP supports the progressive renewal and upgrade of parks and sporting ground assets, helping to address known issues such as asset wear, overuse, and ageing infrastructure. This investment is expected to improve the resilience, accessibility, and functionalityof open space and recreational facilities, and in turn, contribute to greater community satisfaction with Council’s delivery of public open space andrecreational services.

$30,000

$25,000

$20,000

$15,000

$10,000

$5,000

Total Capital

Figure12 –Forecast10-YearCapitalRenewal FundingAnalysisandAverageConditionbyYear

Table17–Desired 10-Year FundingStrategy

The renewal and upgrade expenditure currently documented in the LTFP is considered adequate for the next four years, supporting progressive improvements in asset condition andcapacity.

Asset management ratios provide insight into an organisation’s performance and success inmanagingitsassets.Council’sassetmanagementratiosforitsassetportfoliocalculated asat30June2024are shownin Table 18 –Key AssetManagement Ratios. Ratio

Asset Renewal Funding Ratio

Remaining Service Index

Ratio

The extentwithregards tohow the organisation isfundingtheircapital worksprogramwhen comparingallocated capital works expenditure withthe desiredexpenditure whichhasbeenderived fromprediction modellingand/orservice level agreements.

The overall healthofthe organisation’s asset stockintermsof measuringpast asset consumption, viathe amountofaccumulated depreciation.The lower thisratiois, the more the assetstockhasbeen consumed, whichalso indicatesthatnot enoughcapital expenditure hasbeen allocatedtothe asset.

expenditure on renewals dividedbythe planned/desired capital expenditure.

Writtendown value (fair value ofthe portfolio) dividedbythe total current replacement value.

- Seawalls

- Wharves andOther Marine structures

- Land Improvements NonDepreciable

- Seawalls

- Wharves andOther Marine structures

Table18–KeyAssetManagementRatios

7 PlanImprovementand Monitoring

This section outlines how Council will measure its asset management performance. The identified action items in Table 20will enable Council to improve its asset management capability, to enhance asset value and deliver more for stakeholders while balancing cost, riskandperformance.

71 Assumptions

The key assumptions made in this PSGAMPand risks that these may change are shown below.

Key Assumption

Openspace asset andcomponentconditionsreflectthe assets' currentconditionasat2023-2024.

The allocationofrenewal fundshasbeenbased onthe asset replacementcosts developedaspartof pastvaluations.

Currentmaintenance fundinglevels are consideredadequate.

The fundingneedsfor new &/orupgrade ParksandSporting Groundassets will beidentifiedvia studies and masterplansand fundingsoughtfromgrantsand/ordeveloper contributions.As identified, these will beincorporatedintofuture PSGAMPrevisions.

Capital renewal treatmentsare likeforlikeanddonotaccountfor additional costs toupgradeand/orutilise new technologies and materials.

CurrentLevelsofService are consideredappropriate andmeet communityneeds.

Existing inspectionsand maintenance contractswill notchange.

Assetregistercurrencypertainingtoassetquantities.

Networkstrategic conditioninspectionswill befundedona 3–4yearcyclicbasisandincorporatedintothe Operational budget.

RiskofChangeto Assumption/Impactto Model

MediumtoLow

Medium

MediumtoLow

Medium

MediumtoLow

Medium

Currenthumanresource planwill notchangein the nearfuture. Low

Table19 –KeyAssumptionsmadeinPSGAMPandRisksof Change

7.2 ImprovementPlan

TheAssetManagementImprovementPlanwhichissetoutin Table20belowdetailsthekey improvement tasks. Completion of these tasks will improve Council’s asset management capabilities forthisassetclass.

whenthey will selectParksandSportingGround assetsforinclusion ontheircapital worksprogram.

2. Ensure thatinformation pertainingtoparks and sportinggrounds hierarchies andcriticalityare updatedinCouncil’s AssetRegister.

3. Review andformallydocumentthe current operationsandmaintenance LevelsofService with regard toall ParksandSportingGroundassets ownedor maintainedby Council.

4. These activities shouldconsiderthe openspace function, legislative requirementsandutilisation needswhendocumentingactivities andresponse times.

5. Ensure thatnew assetneedsidentifiedfromthe RecreationNeedsStudy - AHealthier Inner West2021 andother strategies andstudies are reflected in future PSGAMPandthe LTFP.

6. Progressivelydevelop/update PoMs.

7. Implementandschedule networkwideopenspace conditionassessments ona5yearlycycle, to coincidewithCouncil’s openspace revaluation requirements.

Considerthe inclusionof capacity, functionality& utilisationassessments aspartofthe audit.

8. Explore opportunities for future communitysurveys toincorporate additional specific questionstothe communityregardingparksandsportinggrounds assets, toidentifyand measure the importance and performance indeliveringthisservice tothe community.

9. Review financial forecastsannuallyasbetterdata becomes available, update andsubmitany supportingbudgetbids.

ManagerCapital Works

EngineeringServices Manager Dec-25

EngineeringServices Manager& Senior ManagerOperations Jun-28

10. Review resourcingplantoensure adequate human resources are available todeliver thisPSGAMP.

EngineeringServices Manager& Financial Partneringand AnalyticsManager Ongoing

SeniorManagerSport andRecreation Ongoing

EngineeringServices Manager& Financial Partneringand AnalyticsManager Ongoing

EngineeringServices Manager Ongoing

EngineeringServices Manager& Financial Partneringand AnalyticsManager& SeniorManager Operations Ongoing

DirectorInfrastructure Ongoing

11. Review andupdate activities withinthe Customer RequestManagementSystemfollowing developmentof maintenance service levelsand developreportstomeasure performance in accordance withthe levelsofservice documentedin Section3.5.1.

EngineeringServices Manager& Senior ManagerOperations Jun-29

12. Documentcapacity, functionality& Utilisation assessmentguidelines EngineeringServices Manager Dec-25

13. Developaprocesstospatiallyrecordcapital works projectsafter completionofscopingdocumentation.

Services Manager Dec-26

14. Ensure thatinformation pertainingtoparks & sportingground hierarchies andcriticalityare updatedinCouncil’s AssetRegister. EngineeringServices Manager Dec-25

15. Update the registerinreal time basedonasset handover process

Table20–ImprovementActions

7.3 MonitoringandReviewProcedures

EngineeringServices Manager Ongoing

ThePSGAMPhasaplanninghorizonof10years,anditisbasedondetailsdocumentedwithin the Asset Management Strategy. The PSGAMPwill be reviewed and updated in the year followingCouncil Local Governmentelections.

This PSGAMPwill be reviewed and amended to recognise any changes in service levels, needsarisingfromtheRNStudy2021,strategies,studiesandmasterplansand/orresources available toprovidethose services asaresultofthe budgetdecisionprocess.

74 PerformanceMeasures

The effectiveness of this PSGAMPwill be measured and monitored on the basis of annual strategic Council indicators asfollows:

The performance of Council against the Levels of Service documented in this PSGAMP;and Performance againstthe AssetManagementRatios.

DocumentAssetManagementPlan -ParksandSportingGrounds2025-2035

Custodian DirectorEngineeringVersion#Version2

AdoptedBy June2025ECMDocument#36868532

NextReviewDate June2026

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Asset Management Plan 2025-35 - Parks and Sporting Grounds

TableofContents

DocumentControl

Definitions

1 ExecutiveSummary

11 Thepurpose of thePlan

1.2 Current Stateof Council’sAssets

13 AssetFundingLevels

14 MonitoringandImprovementProgram

2 AssetClassInformation

2.1 Background

11 ParksandSportingGroundassetsIncludedinthis AMPlan

2.1.2 OpenSpaceAssetExclusions

2.2 Current Stateof theAssets

221 CurrentReplacementCosts

Figure6–DistributionofOpen SpaceAssetsbyFunction

2.2.2 OpenSpaceAssetInformationManagement

223 CurrentAssetPerformance

224 ConditionAssessment

AssetType Service Issue

AssetType Service Issue

2.3 LifecycleManagement

2.3.1 Operations&MaintenancePlan

232 Renewal/ReplacementPlan

233 Upgrade/ExpansionPlan

Criteria

Creation/AcquisitionPlan

235 DisposalPlan

2.4 LeadershipandAccountability

3 LevelsofService

3.1 SocialInfrastructurePlanning

32 CustomerResearchandExpectations

Figure9–InnerWestCommunitySatisfactionSurveyOverallPerformance

33 Strategicand CorporateGoalsAlignment

Strategic Direction(SD)

Outcome

34 KeyStakeholders

Legislation

Requirement

Legislation Requirement

Legislation Requirement

Regulation/ Standard /Guide

Requirement

Policy Requirement

3.6 Level of Service

361 CustomerLevels ofService

TECHNICALLEVELSOFSERVICE

4 FutureDemand

4.1 Demand Drivers

42 DemandForecasts

Demand Factor PresentPosition11

Impact onServices

Impact onServices

43 ChangesinTechnology

Technology Change

EffectonService Delivery

44ClimateAdaptation

45 NewAssetsfrom Growth

46DemandManagementPlan

Service Activity

DemandManagementPlan

5 Risk

ManagementPlanning

51 Asset Criticality

5.2 RiskManagementPlan

5.3 RisksAssessment

5.3.1 RiskPlan

5.4ClimateImpactandAdaptability

5.4.1

ClimateChangeImpactson Parks& SportingGroundassets

6 FinancialSummary

61 ForecastedFundingRequirements

62 RenewalFundingandStrategicForecasting

7 PlanImprovementand Monitoring

71 Assumptions

7.2 ImprovementPlan

7.3 MonitoringandReviewProcedures

74 PerformanceMeasures

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