Facilities Strategic Asset Management Plan Template

Community
Facilities
Strategic Asset
Management
Plan
2015-2025
Table of contents
Foreword .................................................................................................................... 7
1 Introduction ......................................................................................................... 8
1.1 About this plan .............................................................................................. 8
1.2 Key principles ................................................................................................ 8
1.3 What this plan covers .................................................................................... 9
2 Why this plan was developed ............................................................................ 10
2.1 Fit with the Long-term Plan ......................................................................... 10
2.2 Purpose ....................................................................................................... 11
2.3 Challenges and opportunities ...................................................................... 12
Identified risks, issues and improvement initiatives for this section ...................... 14
3 The assets this plan covers ............................................................................... 15
3.1 What the assets provide .............................................................................. 15
3.2 Overview of the assets ................................................................................ 16
3.3 Critical assets .............................................................................................. 16
3.4 Our current and changing network .............................................................. 16
4 Current and future demand ............................................................................... 25
4.1 Factors that affect demand ......................................................................... 25
4.1.1 Population............................................................................................. 25
4.1.2 Demographics ...................................................................................... 25
4.1.3 Sustainability ........................................................................................ 26
4.1.4 Urban infrastructure .............................................................................. 26
4.1.5 Resilience ............................................................................................. 26
4.1.6 User expectations ................................................................................. 27
4.1.7 Other factors ......................................................................................... 27
4.2 Current use ................................................................................................. 27
4.3 Barriers to use ............................................................................................. 30
4.4 Future provision .......................................................................................... 31
4.4.1 Parks depots and utility buildings ......................................................... 31
4.4.2 Toilets and Changing Rooms ............................................................... 32
5 How we measure asset performance ................................................................ 34
5.1 Levels of service ......................................................................................... 34
5.1.1 Challenges with level of service statements ......................................... 34
5.2 Asset performance criteria .......................................................................... 35
5.2.1 Functionality ......................................................................................... 35
5.2.2 Use ....................................................................................................... 35
5.2.3 Condition profile .................................................................................... 36
5.2.4 Financial performance .......................................................................... 36
5.3 Proposed baseline service standards ......................................................... 37
6 How we manage our assets .............................................................................. 39
6.1 Decisions we make about assets ................................................................ 39
6.1.1 Optimising return on investment ........................................................... 39
6.1.2 Delivering agreed levels of service ....................................................... 39
6.1.3 Meeting anticipated demand for service ............................................... 39
6.2 Key considerations ...................................................................................... 39
6.3 Approaches to managing assets ................................................................. 40
6.3.1 Asset acquisitions and major upgrades ................................................ 41
6.3.2 Asset renewals ..................................................................................... 41
6.3.3 Maintenance activities .......................................................................... 41
6.3.4 Asset disposal ...................................................................................... 41
6.3.5 Lifecycle management by asset type .................................................... 41
6.4 Optimisation project .................................................................................... 51
7 Financial implications ........................................................................................ 53
7.1 Projected 30 year expenditure .................................................................... 53
7.2 Forecast capital spend for the next 10 years............................................... 54
7.3 Capital spend by local board ....................................................................... 58
7.4 Strategic CAPEX funds ............................................................................... 59
7.5 Maintenance and repairs: 10-year operational budget ................................ 60
Renewals .......................................................................................................... 61
7.6......................................................................................................................... 61
Community Facilities Strategic Asset Management Plan | 5

7.7 Condition and renewal modelling ................................................................ 62
7.8 Renewals funding gap ................................................................................. 64
7.9 Financial assumptions ................................................................................. 68
8 Major projects comparison ................................................................................ 69
8.1 Growth projects ........................................................................................... 69
8.2 Levels of service projects ............................................................................ 72
9 Improvement plan ............................................................................................. 75
Appendix 1: Glossary ............................................................................................... 79
Appendix 2: Risk management ................................................................................ 82
Risk register .......................................................................................................... 82
Issues register ...................................................................................................... 84
Foreword
I am pleased to present the first Community Facilities Strategic Asset Management Plan 2015–2025.
Creating strategic asset management plans for Community Facilities has provided the opportunity for
Auckland Council to develop integrated and coordinated asset planning across departments allowing
us to form an overview for the Parks Community and Lifestyle theme.
Why is it important?
The Community Facilities Strategic Asset Management Plan 2015–2025 outlines our direction and
priorities for building and land assets that play a significant role in delivering a vibrant and attractive
city, which competes as a visitor destination on the world-wide stage while promoting a sense of
identity, pride and belonging in our local communities.
What’s different?
Working together to develop the plan has allowed us to gain greater knowledge and understanding of
our assets, and has provided an opportunity to better leverage the scale of our asset network, with the
aim of producing the best outcomes for Auckland.
This strategic asset management plan has been an ambitious task, which is not only a first for
Auckland Council, but for New Zealand.
By creating one strategic asset management plan rather than 10, as in in previous years, this
Community Facilities Strategic Asset Management Plan 2015–2025 helps the council to continue to
develop and optimise its asset management capabilities in a way that aligns to international best
practices, in an effort towards making Auckland the world’s most liveable city and delivering
Aucklanders great value for money.
Ian Maxwell
Community Facilities Strategic Asset Management Plan Owner
General Manager- Parks, Sport and Recreation

1 Introduction
be a living document. We will continue to

“Community facilities are an important
refine and develop it, as we use it, and as new
part of realising the vision of Auckland to asset management approaches, needs and
become the world’s most liveable city. thinking emerge.
They contribute to building strong, healthy
This plan also forms an important part of
and vibrant communities by providing
Auckland Council’s broader strategic planning
spaces where Aucklanders can connect,
framework. In particular, it sits alongside and
socialise, learn and participate in a wide should be read in conjunction with the
range of social, cultural, art and council’s Draft Community Facilities Network
recreational activities. These activities Plan and Open Space Strategic Asset
foster improved lifestyles and a sense of Management Plan.
belonging and pride among residents”1 The community facilities assets covered by
this plan include art facilities; changing rooms;
1.1 About this plan
chapels, crematoria and parks public buildings;
This plan guides how Auckland Council will community centres and houses; community
plan for and manage its community facilities facilities leases; housing for older persons;
for the next 10 years. The Community libraries; parks depots and utility buildings;
Facilities Strategic Asset Management Plan pools and leisure centres; rental
2015–2025 specifies how organisational accommodation; toilets and venues for hire.
objectives are to be converted into asset
When combined with the assets covered by
management objectives, and the approach
the Open Space Strategic Asset Management
that the council will adopt for developing its
Plan these represent all building and land
asset management plans.
assets within the council’s parks, community
Asset management planning in Auckland and lifestyle theme.
Council is carried out within the parameters set
down by the Asset Management Framework 1.2 Key principles
(2011) and the Asset Planning Standard Our key principles are to:
(2014). Work across key asset types has
improved asset data and our understanding of 1. Effectively maintain, improve and optimise
performance in relation to delivering outcomes, our existing portfolio, in the first instance
before acquiring more assets, by:
against benchmarks of similar asset types.
• implementing an effective asset
The Community Facilities Strategic Asset renewal regime
Management Plan 2015–2025 seeks to build
• harmonising levels of service
on these achievements and to provide a provision across asset portfolios
“strategic asset response” for the period 2015- and geographic locations
2025.
• ensuring that asset provision meets
This plan has been developed following a local boards’ and the communities’
collaborative planning approach, in actual needs.
consultation with key internal stakeholders. It 2. Take a holistic, coordinated and evidence-
is the first time we have developed a strategic based approach to planning, by:
asset management plan for the council’s • ensuring there is a consistent
community facilities assets, and is intended to process in place for asset planning
before we allocate funding and
1 resources
Draft Community Facilities Network Plan, 2015
8
• disposing of under-performing Overviews the assets covered by this plan,
assets that are no longer meeting and the outcomes they provide for Auckland.
community needs (see Section 5.3 Also outlines the current number, location and
Proposed baseline service state of these assets, and the projects we
standards for more information)
have planned with respect to them, for the
• recognising spatial prioritisation future.
areas
Section 4: Current and future demand
• improving the value realised from
assets by using a whole-of-life Describes the key factors that affect demand
value approach. for our community facilities assets and the
3. Focus investment on developing fit-for- current levels of use. It also identifies barriers
purpose, integrated and connected to use and frameworks for future provision for
community facilities by: our assets.
• ensuring assets are fit for purpose
Section 5: How we measure asset
for their defined activity, including
lifting levels of service (where performance
required to allow greater use) Outlines how levels of service have been
• identifying opportunities to provide defined for community facilities assets in the
flexible, integrated and connected past and proposes a new approach based on
facilities, where possible. establishing a baseline standard for each of
4. Consider non-asset solutions and our community facilities asset types.
partnerships by:
Section 6: How we manage our assets
• exploring opportunities to leverage
and support partnerships with other This section considers the information
providers presented in the previous sections and
• developing service solutions that do outlines the approaches we use to manage our
not require assets, where possible. assets accordingly.
These principles are consistent with the Section 7: Financial implications
objectives in the Community Facilities Network
Plan, and with the council’s Asset Describes the financial implications of
Management Framework (2011) and Asset investment in capital projects within the current
Planning Standard (2014). financial constraints and identifies priorities for
asset renewals, levels of service and meeting
1.3 What this plan covers growth.
The plan is organised into the following Section 8: Major projects comparison
sections. Together, they describe why the plan
Compares the major growth & levels of service
was developed, what assets it covers, why
projects identified in the Long-term Plan 2012-
these assets are important, and how we will
2022 and the Long-term Plan 2015–2025.
manage them for the future to help achieve the
council’s vision and strategic outcomes for Section 9: Improvement Plan
Auckland.
Presents the full improvement plan for the
Section 2: Why this plan was developed document. The initiatives have been identified
Explains how this plan sits within the council’s throughout the document and are also
Long-term Plan, its purposes and principles, presented at the conclusion of each section,
and the challenges and opportunities we face where they are linked to the relevant risk or
in managing community facilities assets. issue (see Appendix 2 for risk & issues
registers) and the four key principles of this
Section 3: The assets this plan covers
plan (Section 1.2).

2 Why this plan was developed
2.1 Fit with the Long-term Plan For asset management planning purposes,
this theme is split into two areas: community
In its Long-Term Plan 2015–2025, Auckland facilities, and open space.
Council divides its business activities into
seven broad themes: The Community Facilities Network Plan and
the Open Space Policy provide high-level
• Auckland development strategic direction for managing assets in the
• economic and cultural development two areas. Below these sit this Community
Facilities Strategic Asset Management Plan
• environmental management and
regulation 2015–2025, and the corresponding Open
Space Strategic Asset Management Plan
• governance and support
2015–2025.
• parks, community and lifestyle
These strategic asset management plans set
• transport
principles and priorities for how we will
• water supply and wastewater. manage these assets, and how they change
Taking a theme-based approach supports over time. They are also used to inform and
different council departments to work together guide our renewal and maintenance
to provide integrated and coordinated programmes.
planning. This hierarchy of plans, and the relationships
Community facilities sit within the parks, between them, is illustrated in Figure 1.
community and lifestyle theme, which
incorporates community services, libraries,
parks, recreation and leisure activities.
Figure 1 Hierarchy and relationship between council asset management plans
Open space policies and strategies
10
Management Plan 2015–2025 include:
At a higher level, this Community Facilities • the asset demand implications
Strategic Asset Management Plan 2015–2025 flowing from special housing areas
is one of a number of plans, policies and
• the growth impacts of the Forward
strategies that have been developed to Land and Infrastructure Programme
support the Auckland Plan, as shown in Figure
• the Community Facility Network
2.
Plan, in particular the actions
Key strategic documents that inform this plan identified for the first three years,
include: 2016–2018, which will inform the
next long-term planning round
• Arts and Culture Strategic Action • the 30-year Infrastructure Strategy.
Plan
• Thriving Communities: Community 2.2 Purpose
and Social Development Action
The purpose of this plan is:
Plan
• Auckland Libraries: Te Kauroa – to improve strategic alignment and provide
Future Directions 2013–2023 a coherent and integrated approach to
• Housing for Older Persons: managing building assets to realise
Property portfolio review opportunities from efficient and improved
asset performance.
• Public Open Space Strategic Action
Plan 2013 In particular, this plan:
• Auckland Sport and Recreation
• covers community facilities assets
Strategic Action Plan 2014–2024
from all of the council’s
• Parks and Open Space Acquisition departments
Policy
• identifies limitations with the content
• Sport NZ National Facilities of this plan, and initiatives to
Strategy for Aquatic Sports address them, through the
• Pools and Leisure Renewals improvement plan
Strategy • signals the risks and consequences
• State of the pan. of current financial and planning
constraints
Community facilities play a significant role in
achieving the outcomes detailed in the • is intended to be a current, living
document – to remain accurate,
Auckland Plan.
reflect business activities and
Other influences that have shaped this promote progress on the identified
improvement initiatives
Community Facilities Strategic Asset
Figure 2 Plans supporting the Auckland Plan

• when combined with the Open Table 1 sets out the challenges and
Space Strategic Asset Management opportunities we have identified that relate
Plan, represents all council assets specifically to demand for community facilities
that relate to the parks, community and how we provide them.
and lifestyle theme.
2.3 Challenges and opportunities

Auckland is facing a period of significant
change, which will affect how, where and why
the council provides assets and services.
Table 1 Challenges and opportunities
Challenges Opportunities Relevant section
Boundaries Taking a network approach Section 2: Why this plan

was developed
At present, internal and political boundaries By providing integrated community
make it difficult to view the council’s facilities, we will be able to meet the
community facilities as a network. In needs of a broad catchment of
addition, ways of operating based on communities that extend beyond local
distinct groups of assets hinder our ability board boundaries.
to unlock the potential of the council’s
assets across the entire region or for
multiple asset types.
Uneven distribution Increased integration Section 3: The assets this

plan covers
At present, there are gaps and duplication There are opportunities for greater
in the community facilities that the council integration in how we plan for and deliver Section 6: How we manage
provides across the region. community facilities. Increased our assets
integration will enable us to provide a
wide range of activities and services
more efficiently and conveniently for the
community.
Underperforming assets Asset transfer Section 5: How we

measure asset
The community facilities portfolio varies in There are opportunities for the council to
performance
age and condition. A significant proportion transfer the ownership of some of its
of the council’s community facilities are not community facilities assets (for example
fit for purpose. This is partly due to venues for hire) to community
Section 6: How we manage
significant investment in new assets in organisations.
our assets
recent years, which has reduced the
This should be part of a suite of tools and
funding available to maintain and upgrade
policies to empower Auckland.
existing assets.
12
Challenges Opportunities Relevant section
A growing and diversifying population Partnerships Section 4: Current and

future demand
Auckland’s growing population means that Auckland has a variety of providers of
the council’s community facilities will need community facilities, which creates
greater capacity and flexibility in some opportunities for partnerships. This could
Section 6: How we manage
parts of the region. Although the facilities include the council partnering with
our assets
operate as a network, their provision is another provider to develop new facilities
based on local need and varying or providing funding to external providers
investment is required across the city. so that the public can access existing
facilities.
Land availability Community governance Section 6 : How we

manage our assets
To develop new community facilities, Some community facilities could
suitable land must be available. Ideally, potentially be governed by community
facilities should be developed at highly organisations. Community governance
visible and accessible locations in order to can increase community ownership and
maximise their ongoing use. empower local communities.
This should be part of a suite of tools and

policies to empower Auckland.
Financial sustainability Design Section 5: How we

measure asset
Short-term Community-led
performance
The cost of maintaining the council’s Many Auckland communities are
existing community facilities is increasing, interested in helping develop and plan
due to ongoing deferred maintenance as a local facilities. Community led-design or Section 6: How we manage
consequence of budget constraints. The co-production will enable communities to our assets
council’s aging building stock further be involved in planning for and designing
contributes to the rising cost of facilities, from inception to completion.
maintenance. The council has also failed to Section 7: Financial
Standardised
invest sufficiently in new technologies that implications
could improve the energy efficiency of its Using standardised designs for facilities
built assets. creates opportunities to reduce
construction costs. However, we need to
Long-term
balance this against the need to cater for
The council needs to improve the financial local needs and character.
sustainability of many community facilities.
Local revitalisation
This includes considering the whole-of-life
operating costs during the early planning Upgrading existing, or developing new,
stages for new facilities. Sometimes, community facilities can revitalise local
making a greater up-front investment in a and town centres and contribute to local
facility will make it more cost-efficient to economic development.
operate in the long-term.
Development contributions Section 6: How we manage

our assets
The definition of community infrastructure
was revised in the Local Government Act
2002 Amendment Act 2014. This has
significantly reduced the amount of funding
that the council receives from development
contributions for new community facilities.

Identified risks, issues and improvement initiatives for this section
Risks and issues that we have identified for this section have been linked to our key principles as
outlined in Section 1.2.
Improvement initiatives to address these issues and risks are itemised in Section 9.
Key principle
Risk or issue identified
Improvement initiative
Key principle 2:
Take a holistic, coordinated and evidence-based approach to planning
• Deliver integrated planning across all types of community

facilities(1)
Inconsistent processes for asset • Ensure there is integrated planning within the parks, community
planning across the parks, and living theme, as articulated in the community facilities and
community and lifestyle theme open space strategic asset management plans(10)
• Ensure evidence-based options are considered alongside
Issue 5
operational requirements(20)
• Define roles and expectations for asset planning functions within
departments and across divisions(23)
Analysis of the alignment of the

Community Facilitities Strategic
Asset Management Plan to other • Ensure the Community Facilities Strategic Asset Management
high-level strategic documents has Plan aligns with relevant asset strategies (27)
not been completed
Issue 6
14
3 The assets this plan covers
3.1 What the assets provide

The council’s vision is for our customer facing Community facilities are public venues, for
community facilities to be: people of all ages, backgrounds and cultures
to access, use and enjoy. Some of the many
vibrant and welcoming places at the heart
activities that take place in them are:
of where and how people connect and
participate. • community activities, such as youth and
senior programmes, holiday
Community facilities help achieve the
programmes, play groups, religious and
outcomes in the Auckland Plan. They do this cultural activities, and community events
by providing places for:
• community services delivered by the
• connection – places where people visit, community, social services and support
meet and interact with others, building a groups, who may use the facilities for
sense of belonging and pride office space, meetings and storage
• participation – places where people • support for the community, as civil

participate in life-long learning, and defence centres in times of crisis
recreational, cultural, creative and fun • sport, recreation, health and wellbeing
activities that are relevant to Auckland’s programmes
diverse communities, and foster
• reading, education, access to
personal growth, health and wellbeing
information, training and development
• community-led action – places where programmes
people come together to pursue
• arts, crafts and hobbies programmes
initiatives that will create positive
and groups
change in their communities
• informal activities, such as community
• community organisations – places
barbecues and parties
where resources and spaces are
provided for community organisations to • subsidised accommodation
use to achieve their goals. • public amenities.

to a centre providing complete support for
3.2 Overview of the assets people who either cannot return home or for
Table 2 shows the assets covered by this whom there is no other accommodation
Community Facilities Strategic Asset available.
Management Plan 2015–2025. Descriptions Table 2 Community facilities asset types
for each of these asset types are included in
ASSET TYPE QUANTITY
Appendix 1: Glossary.
This plan only covers those facilities that the Art facilities 32
council retains renewal responsibility for; some
buildings that the council does not own have Changing rooms 69
been excluded from this plan.
Some of the community facilities are located Chapels, crematoria and parks 53
on parks. These land assets – parks, open public buildings
spaces, cemeteries, volcanic cones etc. – are

covered by the Draft Open Space Strategic Community centres and houses 50
Asset Management Plan.
Some facilities have other groups of assets
Community facilities leases 176
associated with them, for example libraries
and art facilities have library books and art
Housing for older persons 1412
collections. These associated assets will also
be covered by asset management plans,
Libraries 55
developed by the council department that is
responsible for them. This Community
Parks depots and utility 200
Facilities Strategic Asset Management Plan
buildings
will be a key reference document for those
plans, and vice-versa.
Pools and leisure centres 42 (2 are not
The Public Art Asset Management plan has council owned)
also been developed which covers Councils
Public Art collection. Although this plan covers Rental accommodation 164
vertical assets, they are not community facility
based assets and therefore not included in this Toilets (parks and 684
plan. streetscapes)
3.3 Critical assets

Venues for hire 130
This strategic asset management plan has 41
community facilities that are used as Civil
Defence Centres in times of crisis and 3.4 Our current and changing
therefore deemed to be critical assets. network
Table 3 details the assets that make up our
Civil Defence Centres are used during the
community facilities network by asset type,
response phase of a civil defence emergency
including the location of these facilities by local
to manage the immediate support provided to
board. The table also shows the planned
communities; and during the recovery phase to
projects that relate to each asset type, as set
support communities to get back to business-
out in the council’s Long-Term Plan 2015–
as-usual after an emergency.
2025. These projects will shape how the
These uses could range from a short-term network changes and develops over the next
evacuation centre, through to a one-stop-shop 10 years. We have also detailed the top 12
for access to welfare support services, through growth & LoS projects in Section 7.3.
16
Table 3 Community facility asset types current state & planned projects
Facilities Current state Planned projects (long-term plan)

– number, size and location
Provision There are a mixed range of art facilities across the region, with a mixed • Develop Te Oro music and arts centre – scheduled for
Art facilities
Number of (sqm) per

Local Board facilities 1000 people range of functions. completion in 2015.
Albert-Eden Some arts facilities are owned and operated by the council. Others are • Review the potential future use of 3 Ponsonby Road as an
Devonport-Takapuna 5 27
Franklin 1 1 governed and managed by independent community organisations, while artist studio space, and its relationship to Studio One –
Great Barrier located in council buildings or, through a community lease, on council land. scheduled for completion in 2015.
Henderson-Massey 1 3
Hibiscus and Bays 2 10 • Redevelop Uxbridge Art Centre – scheduled for completion in
Howick 3 9 A considerable amount of local arts and culture activity also happens in the
2016.
Kaipatiki 1 2 council’s other facilities.
Mangere-Otahuhu 2 31
Manurewa 1 5
Maungakiekie-Tamaki
The average size of art facilities is 439sqm. Facilities vary in condition and
Orakei age.
Otara-Papatoetoe 4 13
Papakura 2 11
Puketāpapa 1 6
Rodney 1 4
Upper Harbour
Waiheke 2 22
Waitakere Ranges 2 54
Waitemata 3 18
Whau 1 4
Total 32 Average 9
Provision Changing rooms are customer-facing facilities, which the council provides Growth and levels of service projects for changing rooms are:
Changing rooms
Number of (sqm) per

Local Board facilities 1000 people to support the services provided by parks and open space.
• Greenslade Reserve, combined toilet and changing room –
Albert-Eden 5 5 The average size of changing rooms is 139sqm. scheduled for completion in 2016.
Devonport-Takapuna -
Franklin 3 4
Great Barrier -
Renewals projects for changing rooms are:
Hibiscus and Bays - • Lloyd Elsmore Park, cricket ground 1
Howick 8 10
Kaipatiki 2 2
Mangere-Otahuhu 12 22 • Ti Rakau Park
Manurewa 7 22
Maungakiekie-Tamaki
Orakei
2
3
3
7
• These renewals are scheduled in the 2015/16- 2024
Otara-Papatoetoe 2 9 programme.
Papakura 5 12
Puketāpapa 1 1
Rodney 2 4
Upper Harbour 1 1
Waiheke -
Waitakere Ranges -
Waitemata 3 2
Whau 8 7
Regional
Total 69 Average 6

Provision The council owns and operates the following chapels, crematoria and parks Renewals projects for chapels, crematoria and parks public
Chapels, crematoria and
parks public buildings
Number of (sqm) per

Local Board facilities 1000 people public buildings: buildings are:
Albert-Eden
Devonport-Takapuna • three grandstands • Manukau Memorial Gardens Cremator 1
Franklin
Great Barrier
• seven chapels, crematoria and cremators • Waikumete Cemetery Crematorium Office & Chapels
Henderson-Massey • two cafes or restaurants • North Shore Memorial Park Crematorium Building
Hibiscus and Bays
Howick • two kitchens • Botanic Garden Huakaiwaka Visitor Centre.
Kaipatiki 1
Mangere-Otahuhu • 10 public display or education buildings
Manurewa • 18 shade or shelter areas These renewals are scheduled in the 2015/16- 2024 programme.
Maungakiekie-Tamaki 1
Orakei • four sports facilities
Otara-Papatoetoe
Papakura • eight visitor or information centres.
Puketāpapa
Rodney The average size of chapels, crematoria and parks public buildings is
Upper Harbour
Waiheke 1
currently unavailable, varying in condition and age.
Waitakere Ranges
Waitemata 1 Provision challenges associated with cemetery capacity issues:
Whau
Regional 49
• development of the southern part of North Shore Memorial Park,
Total 53 including its timing
• long-term provision of burial space in the region where population is
significantly increasing and available land is becoming scarce
• issues associated with the development of ecologically significant
areas at Waikumete.
This asset type largely sits at a regional, rather than local board level, with
the exception of grandstands and sports facilities, which can cause the
distribution of this asset type to appear uneven.
18
Provision Community centres and houses vary in size and age, from small • Construct Westgate library and community centre.
Community centres and houses
Number of (sqm) per

Local Board facilities 1000 people bungalows to large multi-use facilities.
• Develop small community hubs in Glendene and West
Albert-Eden 4 34 Some of these are owned and operated by the council. Others are Harbour.
Franklin - - governed and managed by independent community organisations, while • Construct the Hobsonville Point Community House
Great Barrier - - located in council buildings or, through a community lease, on council land.
(redevelopment of the Forces Headquarters).
Hibiscus and Bays 1 10
Howick 2 2 The distribution of these facilities reflects past investment and placement, • Redevelop the Pioneer Women’s Hall in the central city to
Kaipatiki 5 15 with some local board areas having more facilities than others. There are become a fully functioning community centre – planned
Mangere-Otahuhu 3 54 completion 2016.
Manurewa 3 4 existing gaps in the current network both in the urban and growth areas. In
Maungakiekie-Tamaki 4 17
Orakei
general, there are few community centres in the rural areas, as community • Develop a new community centre in Albany – planned
2 7
Otara-Papatoetoe 2 15 halls often fulfil this function (as venues for hire). completion 2016.
Papakura - -
Puketāpapa 2 10 Condition assessments have yet to be undertaken, however it is estimated • Redevelop the Ranui Community House to incorporate the
Rodney - - vacated library area – planned to start in 2015.
Upper Harbour 1 7 over half of the facilities are in ‘good’ condition.
Waiheke - -
Waitemata 1 5
Whau 5 27
Total 50 Average 16
Provision The council owns 176 sites and facilities, of varying size, age and No major projects.
Community facilities leases
Number of (sqm) per

Local Board facilities 1000 people condition.
Albert-Eden 14 These assets are leased (or licence to occupy) to various organisations
Devonport-Takapuna 9
Franklin 10 across Auckland. Typically, each site or facility has multiple leases
Great Barrier 1 attached to it.
Henderson-Massey 9
Hibiscus and Bays 14
Howick 8 The information and data we have for this asset type is limited. We need to
Kaipatiki 12 complete a full assessment of the asset type, to improve the information
Mangere-Otahuhu 12
Manurewa 14 and data we hold, including:
Orakei 1
Otara-Papatoetoe 8
• asset condition
Papakura 6 • size
Puketāpapa 3
Rodney 5 • council and lessee responsibilities.
Upper Harbour 5
Waiheke 4
Waitakere Ranges 13
Waitemata 9
Whau 2
Total 176

No of units The council owns and operates 1412 social housing rental units, which Major refurbishment ($32.5 million) work is planned during the
Number of per 1000
Local Board facilities people 65+ equates to nine units for every 1000 people in Auckland aged over 65 long-term plan period. This involves 555 units being refurbished at
Housing for older persons
years. This includes facilitating ownership (through ordinarily ground a cost of $45,000 per unit.
Albert-Eden - -
Devonport-Takapuna 274 38 leases) of 150 own-your-own units.
Franklin 99 16
Great Barrier - - Approximately half of these units are one-bedroom bedsits, with the other
Hibiscus and Bays 18 1 half being one bedroom units (single and double bedrooms in equal
Howick 71 6
Kaipatiki 148 19
portions). The configuration of the units differs across the region.
Manurewa 126 24 There is uneven distribution across the region with no rental provision in
Maungakiekie-Tamaki - -
Orakei
the areas of Central, Rodney or Waiheke and Great Barrier.
- -
Papakura 72 17 The average age of the units is 45 years with a higher proportion of rental
Puketāpapa - units in the North above this average age.
Rodney - -
Upper Harbour 18 5
Waiheke - - The majority of the Housing for older persons villages are well located
Waitakere Ranges 64 19 close to amenities and public transport.
Waitemata - -
Whau 113 14
Total 1412 Average 9
Provision The council manages and operates 55 libraries, providing a total library Build new libraries at:
Libraries
Number of (sqm) per

Local Board facilities 1000 people floor space that is equivalent to 33m2 per 1000 people.
• Wellsford, Waiheke, Te Atatu, Ranui, and Devonport – recently
Albert-Eden 3 24 The current network of facilities, including the new libraries that are nearing completed
Franklin 2 31 completion, is sufficient to cater for Auckland’s current needs. However,
Great Barrier 1 53
• Otahuhu – scheduled for completion in 2015
with projected population growth, there will be reduction in the level of
Hibiscus and Bays 3 38 library facilities provided (based on current levels) by 2020. • Massey – scheduled for completion in 2016
Howick 4 28
Kaipatiki 3 35 This situation will be exacerbated by the lack of major initiatives planned for • Flatbush – scheduled for completion in 2018
Manurewa 2 30 library facilities in the outer years of the long-term plan. • Takanini – scheduled for completion in 2019.
Orakei 2 15 At present, the network is in good condition, although there is significant
Papakura 1 29 variation in the facilities’ age, and some of the heritage buildings in the
Puketāpapa 1 15 network present some seismic risks.
Rodney 5 35
Upper Harbour 1 9
Waiheke 1 91 Current challenges that we face include adequately renewing the
Waitakere Ranges 2 25 mechanical services within the facilities, and delivering a refurbishment
Waitemata 4 60
Whau 3 27 programme that ensures the facilities are welcoming and accessible for all.
Total 55 Average 33
20
Provision Parks depots and utility buildings include: Growth and levels of service projects identified in the long-term
Parks depots and utility buildings
Number of (sqm) per

Local Board facilities 1000 people plan for parks depots and utility buildings are:
• six council offices and service centres
Albert-Eden 1
Devonport-Takapuna • 41 farm buildings • Warkworth, show grounds – – scheduled for completion in 2017
Franklin
Great Barrier
• 11 horticulture buildings and glasshouses • World Masters Games, facilities upgrades –– scheduled for
Henderson-Massey • 11 pump houses completion in 2017
Hibiscus and Bays
Howick • 131 works depots and utility buildings.
Kaipatiki
• Onetangi, sports park pavilion extensions – – scheduled for
Mangere-Otahuhu The average age of Parks depots and utility buildings is 41 years, with completion in 2022.
Manurewa
varying conditions and sizes. Renewals projects identified for parks depots and utility buildings
Orakei 1
Otara-Papatoetoe 3 The bulk of these assets are located in regional parks, due to the size of are:
Papakura
the parks and the extensive areas of farmland they encompass.
Puketāpapa • Botanic Garden parks depot and utility buildings
Rodney
Upper Harbour 2 Facilities on Auckland’s volcanic cones are included in the regional asset • Wenderholm Regional Park, parks depot and utility buildings.
Waiheke 1
Waitakere Ranges type, as they are part of the region-wide network of assets that reports to
These renewals are scheduled in the 2015/16- 2024 programme.
Waitemata 3 the Governing Body, rather than to specific local boards.
Whau 1
Regional Parks 187
Total 200
Provision The council currently provides: Projects we are already committed to include:
Pools and leisure centres
Number of (sqm) per

Local Board facilities 1000 people
• 16 leisure centres • Albany Stadium Pool – scheduled for completion 2016
Albert-Eden 2 33
Devonport-Takapuna 1 30 • six swimming pools • Otahuhu Swimming Pool development – scheduled for 2015
Franklin 3 167 • 20 combined leisure centres and swimming pools.
Great Barrier -
These facilities are located throughout the Auckland region, with some
• Stanmore Bay Leisure Centre extension – scheduled for 2015-
Hibiscus and Bays 2 82
2016.
Howick
gaps in existing urban and growth areas.
4 66 Other projects we have planned include:
Kaipatiki 4 129 We also:
Manurewa 4 93
• manage 15 funded-relationships with a value of $2 million • North West Corridor (Whau) Leisure Centre – scheduled for
Maungakiekie-Tamaki 5 159 2020-2025
Orakei 1 30
Otara-Papatoetoe 3 178 • manage four facility partnership grants schemes with a value of $4 • Flatbush pool and leisure centre – scheduled for 2020
Papakura 2 72 million
Puketāpapa 2 79
Rodney - • lead five partnership capital expenditure projects with a combined value • West Wave Aquatic Centre comprehensive upgrade – planned
Upper Harbour - for 2015/16.
Waiheke - of $24 million, including the Millennium Swimming Pool development
Waitakere Ranges -
Waitemata 5 93 • lead partnership programmes that attract external (generally central
Whau - government) funding, including the Sport Partnerships Project and the
Total 42 Average 80 Sport Beyond School Project.
The average age of pools is 42 years and leisure centres 28 years. A
quarter of the pools and leisure centre network has condition or fit-for-
purpose issues.

Provision Rental accommodation assets are customer-facing facilities and include: Renewals projects identified in the long-term plan for rental
Rental accommodation
Number of (sqm) per

Local Board facilities 1000 people accommodation assets are:
• one laundry
Albert-Eden
Devonport-Takapuna • 37 camp, hut or lodge buildings • Muriwai Regional Park, motor camp main compound and office
Franklin
Great Barrier
• one commercial investment building
• Waikumete Cemetery, Sexton’s Cottage
Henderson-Massey • one community facility
Hibiscus and Bays
Howick • 68 residential units • Waikumete Cemetery, Sexton’s Cottage laundry
Kaipatiki
Mangere-Otahuhu • 57 residential baches. • Tapapakanga Regional Park, including woolshed and office
Manurewa
Maungakiekie-Tamaki The average age of rental accommodation is 58 years, and in varying
Orakei conditions and sizes. • Botanic Gardens Regional Park, Everglade Drive
Otara-Papatoetoe
Papakura • Botanic Gardens Regional Park, Hill Road staff house –
Puketāpapa
Rodney
Upper Harbour These renewals are scheduled in the 2015/16- 2024 programme.
Waiheke
Waitakere Ranges
Waitemata 2
Whau
Regional 162
Total 164
Provision Toilets are customer-facing facilities that have been split into two Growth and levels of service projects for parks toilets are:
Number of (sqm) per
Toilets (parks and streetscape)
Local Board facilities 1000 people categories, based on which council group has management responsibility
for them: • Piha Domain, toilet and camp ablution block – $73,368
Albert-Eden 23 7
Franklin 62 26
• Greenslade Reserve, combined toilet and changing room -
Great Barrier 14 95
• parks toilets – 588 scheudled for completeion in 2016
Hibiscus and Bays 45 22 • streetscape toilets – 96. • Matakawau Domain toilet refurbishment - scheudled for
Howick 27 6
Kaipatiki 26 7 The average size of toilets is 30sqm and the average age of the portfolio is completeion in 2016
Manurewa 10 6 21.3 years. Renewals projects for parks toilets are:
Orakei 21 9 The overall condition of the network is very good with approximately 97
Otara-Papatoetoe 15 5 • Browns Bay Beach, toilet refurbishment
Papakura 15 4 percent of assessed components in moderate to very good condition.
Puketāpapa
Rodney
20
61
18
36
• Wenderholm Regional Park, main entrance toilet
Upper Harbour 20 6
Waiheke 25 44 • Mahurangi Regional Park, information centre toilet
Waitemata 60 12 These renewals are scheduled in the 2015/16- 2024 programme.
Whau 18 6
Regional 108 33
22
Provision The council’s venues for hire range from small one-room facilities to larger • Build a new hall in Stillwater – scheduled for completion in
Venues for hire
Number of (sqm) per

Local Board facilities 1000 people facilities with staged areas, kitchens, and rooms for sizeable meetings and 2015.
events.
Albert-Eden 7 27 • Upgrade Warkworth Town Hall – scheduled for completion in
Franklin 33 201 Over 40 per cent of these venues are located in Rodney and Franklin (in 2016.
Great Barrier - - the form of community halls).
Henderson-Massey 2 3 • Purchase the Sunderland Lounge at Hobsonville Point
Hibiscus and Bays 5 19 (Hobsonville Community Hall) and replace its roof.
Howick 5 11 The average age of these facilities is 60 years old, and the average size is
Kaipatiki 4 12 426sqm (ranging from 81sqm to 1,450sqm).
Manurewa 3 11
Orakei 5 18
Papakura 5 28
Puketāpapa 3 29
Rodney 24 125
Upper Harbour 3 15
Waiheke 6 93
Waitemata 5 27
Whau 2 3

Key principle
Key principle 2:
Lack of data for some asset types • Complete network assessments for asset types within
limits the application of consistent existing scope of the Communities Facilities Network
planning practice across the Plan (24)
portfolio • Address issues with inconsistent or missing base data to
Issue 2 improve its accuracy and analysis (6)
There is a lack of analysis of the

network view of community • Improve network analysis of community facilities to
facilities assets inform planning (4)
Issue 7
24
4 Current and future demand
4.1 Factors that affect demand 4.1.2 Demographics
In this section we discuss the key factors that There are patterns to where older people
affect demand for the council’s community reside across Auckland, with the highest
facilities: population, demographics, proportions of elderly in the Orakei, and
sustainability, urban infrastructure, resilience, Hibiscus and Bays local board areas. These
user expectations and other factors. patterns are likely to continue as the
population ages.
We also look at the current levels of use of
these facilities, the barriers that may prevent A corollary to this is that some local board
people using them, and how we intend to areas have, and will continue to have,
manage future growth in demand. relatively youthful populations, for example
Henderson–Massey and Manurewa.
4.1.1 Population
Auckland is also highly ethnically-diverse with
Auckland’s population grew by approximately approximately 35 per cent of the 2013
400,000 people between 1995 and 2013 (from population born overseas.
1.1 to 1.5 million), and is expected to grow by
a further 500,000 between 2013 and 2031 (to As with age distribution, there is also
2 million). While some of this growth is due to significant variation in ethnic distribution
net migration into Auckland (both internal and across the region as illustrated in Figure 3.
external to New Zealand), the main driver of These demographic factors will have
Auckland’s growth is natural increase, implications for the quantity, type and location
particularly as a result of greater longevity. of community facilities that will be sought
throughout Auckland over the long term.
Figure 3 Auckland’s population breakdown by ethnicity

4.1.3 Sustainability space), which will in turn increase
demand for community facilities close to
How Auckland’s built spaces are constructed where people live.
and used contributes to the city’s carbon • Infrastructure Strategy – sets out how
footprint. We can manage this by providing we will manage the major drivers of
less or smaller spaces in buildings, focusing demand for Auckland’s infrastructure
on buildings that have a less negative impact over the next 30 years within a
on the natural environment, and building future constrained funding environment.
spaces according to green principles. • Local board plans – outline local place-
making objectives and priorities.
National and local demand for more
sustainable buildings may increasingly require
Figure 4 Auckland Plan’s priority growth areas
community facilities to be located so that they
can be accessed by public transport and
walking routes.
4.1.4 Urban infrastructure

Auckland’s urban landscape, which includes
the infrastructure provided by Auckland
Council, central government and the private
sector, is another significant factor that affects
the demand for the council’s community
facilities. So, for example, roads and public
transport networks provide access to facilities,
while availability of housing creates residents
who use the facilities.
The main instruments that direct how, where
and why the council provides infrastructure are
as follows.
• The Local Government Act 2002

Amendment Act 2014 – under the Local
Government Act 2002, we are obliged to
provide good-quality infrastructure to
meet the current and future needs of
Auckland’s communities in the most
cost-effective way. This amendment to 4.1.5 Resilience
the act has restricted access to funding
for developing infrastructure to particular The potential or actual failure of Auckland’s
community facilities. infrastructure will affect demand.
• The Auckland Plan – supported by the Infrastructure failure can result from network
Unitary Plan, indicates that up to 70 per
failures, such as the 1998 Auckland city centre
cent of Auckland’s future growth will be
accommodated through urban power outage caused by the failure of a cable,
intensification (see Figure 4 for the or as a result of natural hazards, as highlighted
Auckland Plan’s priority growth areas). by the 2010 and 2011 Canterbury
Special Housing Areas have also been earthquakes.
identified across the region where
development of affordable housing is The vital role that infrastructure plays in
fast-tracked to deliver more homes and Auckland’s communities means we must plan
address the under-supply of housing in for and invest in measures to make it resilient.
Auckland. As a result, an increasing (See Section 6.3 for Councils approach to
number of homes will have limited managing our assets)
private space (particularly outdoor
26
4.1.6 User expectations retrofit current community facilities to
accommodate these technologies.
Use of the council’s community facilities
depends to a large degree on whether those • Māori outcomes – Auckland Council is
committed to working with Māori and to
facilities meet users’ expectations. To assess
valuing te ao Māori. Responding to
this, we monitor the performance of our Māori communities’ needs and
community facilities, and user satisfaction (see aspirations, by providing appropriate
Section 4.2). assets, is a means of lifting their social
and economic wellbeing. This
4.1.7 Other factors commitment is likely to have
implications for future use of the entire
Other factors that affect demand for
community facilities network, particularly
community facilities, and how we provide those facilities located in areas with
them, include the following. relatively high Māori populations.
• Economic factors – economic factors 4.2 Current use
affect demand for council services in a
number of ways. For example, demand Table 4 summarises who uses the council’s
for libraries typically increases when community facilities (the user profile), and their
services such as the internet become current levels of use and satisfaction with the
more expensive.
facilities.
• Technological factors – community
facilities in the future will need to be able The results given are based on a 2014 survey
to cope with and cater for changing of the council’s community facilities.
technology (for example, Wi-Fi
capabilities). We may also need to
Table 4 Community facilities use and satisfaction
Asset type User profile Levels of use Satisfaction
Art facilities 71 per cent are female. 48 per cent of respondents Visitor satisfaction is high –
had used an arts facility over 80 per cent for most
40 per cent are aged over 55 between one and four times facilities surveyed, although
years. in the six months prior to the levels were lower for Asian
68 per cent are New Zealand survey. and other ethnicities.
European. There is demand for more
All other ethnicities are under- opportunities to participate in
represented. other art forms (music, film,
photography, literary arts),
and for access to affordable
studios and rehearsal space.
Changing Casual parks visitors. No usage data is available. No satisfaction data is

rooms available.
Formal and informal recreation
parks users.
Age profile is similar to the
Auckland age profile.
Ethnicity unknown.
Chapels, Casual parks visitors. No usage data is available. No satisfaction data is

crematoria and available.
parks public parks users.
buildings Age profile is similar to the
Ethnicity unknown.

Community 77 per cent are female. 69 per cent of respondents Satisfaction is high and most
centres and had not used a community have been visiting for a long
38 per cent are aged over 50 centre in the six months prior time.
houses years. to the survey.
63 per cent are New Zealand
European.
All other ethnicities are under-
represented.
Community Data unavailable. Data unavailable. Data unavailable.

facilities leases
Housing for People over the age of 60 years Consistently high occupancy Data unavailable
older persons with limited income and assets rates (97 per cent), with a
waiting list of approximately
340 people in 2013.
Turnover is generally low,
but does vary between
villages.
Libraries 60 per cent of members are 41 per cent of respondents Overall satisfaction with
female had used a library five or library facilities is high, with
more times in the six months 89 per cent of users
Age profile is similar to the prior to the survey. satisfied.
Auckland age profile
26 per cent of respondents
Ethnicity unknown had used a library between
one to four times in the six
months prior to the survey.
Parks depots Internal and external staff. No usage data is available. Agreed service levels are
and utility achieved.
Ethnicity unknown.
buildings
Pools and Pools 64 per cent of respondents 81 per cent of respondents

leisure had not used a council pool are satisfied with the overall
58 per cent are female. in the six months prior to the experience at a pool or
56 per cent are aged under 15 survey. leisure centre
years. 19 per cent of respondents
26 per cent are aged between 30 had used a council pool five
and 50 years. or more times in the six
months prior to the survey.
Leisure centres
57 per cent of respondents
50 per cent are male, and 50 per had not used a council
cent female. leisure centre in the six
45 per cent are aged between 20 months prior to the survey.
and 50 years. 24 per cent of respondents
There is a slight over- had used a council leisure
representation of Maori, Pacific centre five or more times in
and Asian users. the six months prior to the
survey.
28
Rental Age profile is similar to the Overall, holiday No formal satisfaction

accommodation Auckland age profile. accommodation is booked surveys have been carried
for between 80 and 95 per out since 2012.
Ethnicity unknown. cent of its available bookable
time. However, demand remains
high during peak season and
The total number of no complaints have been
bookings varies between recorded.
venues.
Peak usage times are during
the summer months,
between October and April.
Rental accommodation is for
parks staff, such as rangers
and caretakers.
Toilets (parks Casual parks visitors. No usage data is available. No satisfaction data is
and available.
streetscapes) parks users.
Age profile is similar to the
Ethnicity unknown.
Venues for hire 67 per cent of hirers are female. Overall, venues for hire are Hirers are generally highly
used between 30 to 40 per satisfied with their facility
74 per cent of hirers are aged cent of their available and have been booking the
over 40 years. bookable time. facility for a long time.
69 per cent of hirers are New The total number of visits
Zealand European. varies significantly between
venues, from hundreds to
over 20,000 per month.
Peak use times are between
9am and 11am, and in the
evening between 6pm and
8pm.

4.3 Barriers to use
The Draft Community Facility Use and Non-
use: Results from the New Zealand Attitudes
and Values Study is a preliminary report that
analyses the New Zealand Attitudes and
Values Study. In its draft form, the report
presents un-weighted summary statistics.
Figure 5 shows the reasons cited in the report
why respondents did not use each type of
community facility.
The most common reason given, across all the
facility types, was a lack of interest or need to
use them. This was particularly the case for
venues for hire (69 per cent), community
centres and houses (68 per cent), pools (55
per cent) and leisure centres (50 per cent).
Insufficient time was another common reason
given for not using parks (48 per cent),
libraries (46 per cent) and art facilities (42 per
cent).
These results indicate a need to improve, or
potentially stop providing the services these
facilities offer, and to review whether the
opening times align with when potential users
may want to use them.
Figure 5 Why survey respondents did not use each type of facility
30
It is important to note that, while different
4.4 Future provision
criteria apply to each type of space, our
Section 4 of the Community Facilities Network intention for the future is to provide integrated
Plan sets out provision frameworks for and connected community facilities (refer
community facilities. The frameworks outline principle 3 Section 1.2). This may involve
the objectives, functions and provision building new facilities, or changing the purpose
approach needed for the council to deliver fit- and optimising the use of existing facilities.
for-purpose facilities. They also identify the
For the financial implication of our future
types of spaces required in the community
provision see Section 7.
facilities network and how we will fill an
identified gaps. 4.4.1 Parks depots and utility buildings
Some community facilities assets do not fall Objective: To support agreed service delivery
within the scope of the Community Facilities levels through a combination of externally and
Network Plan. Provision frameworks for three internally focussed buildings, such as service
of these asset types are outlined in this centres, depots, glasshouses and farm
section. Frameworks for the remaining assets buildings.
groups have yet to be developed.
Table 5 Provision framework for parks depots and utility buildings
Local Destination Regional
Functions Full facility levels of service are Full facility levels of service are Full facility levels of service
maintained. maintained. are maintained.
Provision Limited number of facilities to Limited number of facilities to Limited number of facilities to
approach serve catchments up to 5km. serve catchments of 10km plus. serve the region.
Ideal Use affordable facility design as a Use affordable facility design as Design determined by
schedule of base, customised in accordance a base, customised in evidence of need and
space with a needs assessment of the accordance with evidence of assessment of viability.
service delivery required. need and assessment of
Must be of a standard
viability.
sufficient to meet agreed
levels of service.
Approach for Use existing facilities. Use existing facilities. Use existing facilities.
filling
Assessed on case-by-case Assessed on a case-by-case
identified
basis, based on clear evidence basis, based on clear
gaps
of demand and a viable evidence of demand and a
business case. viable business case.
Rural None. None. None.

4.4.2 Toilets and Changing Rooms
Objective: To support agreed service delivery
levels to provide clean, safe and accessible
public convenience buildings.
Table 6. Provision framework for toilets and changing rooms
Toilets
Functions Public conveniences. Public conveniences. Public conveniences.
Provision Network to serve local Limited number of facilities to One to three facilities to serve
approach catchments of up to 5km. serve catchments of 10km plus. the region.
Ideal Use affordable, standard facility Use affordable, standard facility Use affordable, standard
schedule of design as a base, customised in design as a base, customised in facility design as a base,
space accordance with a needs accordance with a needs customised in accordance
assessment. assessment. with a needs assessment.
Approach for Recognise other providers in Use existing facilities. Assessed on a case-by-case
filling areas outside the catchments of basis, based on clear
Assessed on a case-by-case
identified existing facilities. evidence of demand and a
basis, based on clear evidence
gaps viable business case.
of demand and a viable
business case. Recognise national facility
policies.
Recognise national facility
policies.
Rural Within 30 minute drive-time of a None. None.

satellite town.
Changing rooms
Functions Public conveniences. Public conveniences. Public conveniences.
Provision Network to serve local parks. Network to serve destination Network to serve region-wide
approach parks. parks.
Ideal Use affordable facility design as a Design determined by evidence Design determined by
Schedule of base, customised in accordance of need and assessment of evidence of need and
Space with a needs assessment. viability. assessment of viability.
Approach for In areas outside catchments of Use existing facilities. Assessed on a case-by-case
filling existing network. basis, based on clear
Assessed on a case-by-case
identified evidence of demand and a
basis, based on clear evidence
gaps viable business case
of demand and a viable
business case. Recognise national facility
policies.
Recognise national facility
policies.
Rural None. None. None.
32
Key principle
Key principle 1:
Effectively maintain, improve and optimise our existing portfolio in the first instance before acquiring
more assets
Failure to manage current assets to

meet future demand • Investigate the scale of growth and its impact on demand
and levels of service (26)
Risk A7
• Consider standardisation of methods for capturing and

Inconsistent use data for recording utilisation for community facilities (5)
community facilities assets • Undertake further research into the use of services and
Issue 8 the value or importance our customers and stakeholders
place on our community facilities(12)
Key principle 2:
Under or over-provision due to

growth and demand predictions
being too high or low, if actual
patterns differ from the projected • Use the updated growth model (once available) to
growth model analysis future network requirements (11)
Risk A11
Failure to meet the objectives in the

long-term plan • Use key messages or themes gained from long-term
plan community engagement to inform prioritisation(13)
Risk A6
Provision frameworks don't

specifically refer to the potential
impact of technology on changes in • Ensure provision frameworks refer to the potential
use of physical assets impact of technology on how the use of physical assets
may change(14)
Risk A12
Some asset types do not have • Review current provision frameworks for all community
provision frameworks facilities asset types and develop new where necessary
Issue 9 (29)

5 How we measure asset performance
5.1 Levels of service 5.1.1 Challenges with level of service

To achieve the standards of service our statements
customers are seeking, the council articulates Some current level of service statements for
how it expects its community facilities assets community facilities are proving difficult to
to perform through levels of service quantify clearly, from an individual asset
statements, and their associated performance perspective. This can make them challenging
measures. to measure accurately or regularly.
Levels of service statements provide a In order to better understand the performance
mechanism to: of our assets and provide more meaningful
• ensure we target our renewals targets, further development of levels of
investment at the right projects service attributes will be developed. This will
• allow the trade-offs between costs, risks be in the form of baseline service standards
and service levels to be appropriately which will clearly define the target level of
considered and managed. functionality and condition required to meet
There are currently 37 performance measures customer requirements (see section 5.3).
relating to the delivery of community facilities
services and are summarised in Table 7. The
majority of these measures relate to customer
satisfaction with service delivery or asset
provision, rather than specific asset attributes.
Table 7 Performance measures
Asset types Performance

measures
Art facilities, community

centres and houses, social
14
housing, and venues for
hire
Libraries 9
Facilities in parks 9
Pools and leisure facilities 5
34
• quality – well-maintained, safe and
5.2 Asset performance criteria provide an enjoyable customer
experience
Asset performance determines how well a
facility accomplishes a given delivery • sustainable – balance the needs of
present and future generations, minimise
requirement. Measurements of performance are
their impact on the environment, and
qualitative or quantitative, and are based on deliver value for money for ratepayers
actual performance against a set standard or and users.
target. With regards to community facilities, these
The overall performance of an asset is attributes need further development. In
measured using four key criteria, as shown in particular, we need to be able to set appropriate
Table 8. targets and measures for each asset type, so
that we can measure functionality improvements
Table 8 Performance criteria
over time. However, at present, they offer
Performance Descriptor guidance on what is required of a facility for it to
criteria be considered functional and therefore fit for
Functionality Ability to meet service delivery purpose.
and customer requirements
Use Frequency of customer usage 5.2.2 Use
Condition Physical state of the asset Usage data for community facilities ranges from
Financial Cost to operate, maintain and good to poor. For example, collecting and
performance renew modelling usage data about unstaffed public
toilets requires a different approach to that taken
for leisure facilities where staff are onsite and
In this section we discuss how we collect data multiple activities take place at the same time.
about and measure these criteria for the
council’s community facilities assets, as well as Lack of consistent usage data is a risk. The
current issues in relation to them. improvement plan for this strategic asset
management plan outlines initiatives that we will
5.2.1 Functionality take to address this risk, as part of improving
Functionality measures how well an asset is our asset management planning.
performing against service delivery and
customer requirements.
The key attributes that describe and measure an
asset’s functionality are:
• accessible – universally accessible and

affordable for all
• best-placed – easy to find and get to, and
well-placed to serve their communities
and catchment
• flexible – able to respond and adapt to the
changing needs of the community, and
support increased participation
• functional – designed to accommodate
their intended range of functions and
activities, and use outdoor environments
to support participation
• local character – contribute to place-
making by reflecting the character of the
community in their building fabric and
design

5.2.3 Condition profile 5.2.4 Financial performance
We use condition surveys to assess and record The council’s current community facilities asset
component-based data for some of our facilities. portfolio requires continued investment (refer to
The surveys inform both our long-term and Infrastructure Strategy section 4.1.2) to ensure
renewals programme planning. Figure 6 shows the assets can meet current and future capacity,
that the majority of community facilities asset are fit for purpose, resilient, are of a suitable
components surveyed are in very good (70 per standard and are cost efficient. However,
cent) and good (17 per cent) condition. delivering cost efficiencies is not solely about
However, this does not include building cutting costs, but identifying opportunities for
structures or major plant (such as roofs, wall doing more for less.
cavities, pool pumps), which require more
This means we take a long-term view and
invasive surveying & represent a significant
consider impacts over the next 30 years and
portion of the value of an asset.
beyond. For our existing assets, this also means
To support the proposed Baseline Standards of that instead of only focusing on the best time to
Service approach (see Section 5.3) we will need renew or replace and dispose of assets, we
to redesign our condition survey practice to develop plans that consider how these assets
make it more effective and sustainable. work together as part of an integrated network.
For our 30 year financial forecast see Section
7.1.
Figure 6 Condition grade profile of community facilities
1200
70%
Pools and Leisure
1000 Toilets
Libraries
Number of facilities
800
Housing for Older Persons
Venues for Hire

600
400
17%
200 9%
4%
0
Very Good Good Good to Average Poor to Very Poor
(CGI <1.5) (CGI 1.5-1.9) (CGI 2.0-2.5) (CGI >2.5)
Condition Grade
36
• the level of investment required to reach
and maintain target levels for each asset
type.
5.3 Proposed baseline service Using a consistent approach and language
standards across the asset types will also enable us to
prioritise and consider trade-offs across the
We are currently developing a new entire network, in line with the council’s strategic
performance-based approach for how we objectives.
manage and allocate resources for community
The standards will also enable us to critically
facilities assets – the Baseline Service
analyse our community facilities asset portfolio
Standards Framework. This will initially focus on
to answer questions such as:
renewals, but over time will be further developed
for use in all aspects of asset lifecycle planning. • What assets are fit for purpose in our
network?
The purpose of the framework is to simply and
clearly articulate how we need our assets to • How well suited is the asset to the
perform in order to deliver services. activities and services it supports?
• What is the current functional capability of
In the first instance, we will develop a baseline
our asset portfolio?
standard for each of our community facilities
• Has the asset exceeded its use-by date?
asset types, in order to understand those assets’
current position. • Which assets only require minimal spend
if there is no longer strategic alignment?
We will then appraise the assets’ performance
• What is the best way to optimise the value
against four overarching criteria (see Section
of individual and portfolio assets through
5.2). renewal investment?
The focus will be on how well the assets are • Where are the trade-off, divestment and
performing their intended use based on service disposal opportunities?
delivery and functionality requirements. It is also proposed the Baseline Service
The Baseline Service Standards Framework will Standards Framework will help address some of
clearly define the target level of functionality, the challenges the community facilities portfolio
usage and condition required from our assets. faces for example:
This will be done by asset type, based on key • What does fit for purpose look like?
asset attributes that determine whether a
• What is the performance level of our
community facility is fit for purpose.
network of assets?
By developing specific targets and measures for • What underperforming assets do we have
assets we will improve our understanding of: and where are they in the network?
• individual community facilities • Which of our assets are unlikely to be
financially viable in the short and long
• the current level of service they provide to term?
the community
We will retain our current levels of service as a
• the overall performance of the community
measure of performance for our community
facilities portfolio
facilities until the Baseline Service Standards
Framework has been formally adopted.

Risks and issues that we have identified for this section have been linked to our key principles as outlined in
Section 1.2.
Key principle
Key principle 1:
Effectively maintain, improve and optimise our existing portfolio in the first instance before
acquiring more assets
• Consider an appropriate, affordable cycle for condition

Lack of overall building condition assessments (18)
grade creates reliance on • Undertake condition assessments for leased facilities to
individual knowledge to assist in inform planning (19)
prioritisation inputs • Complete condition assessments for remaining asset
Risk A14 types (cemeteries, crematoria and parks public buildings)
(21)
Key principle 2:
Seismic risk of community facilities

portfolio • Participate in prioritisation of seismic remedial work
towards the optimisation of community facilities (7)
Risk A9
• Develop and implement Baseline Service Standards

methodology(8)
Exposure due to lack of asset • Reassess the asset performance and capacity needs of
information and disconnect with the community facilities network following
renewals planning (for visitor implementation of the Baseline Service Standards(15)
centres, ancillary buildings, and • Identify options for a prioritisation framework to enable
holiday accommodation) better decision-making (16)
Risk A13 • Develop timeframes for surveys to assess the current
condition and performance of assets to support the
Baseline Service Standards approach(9)
Asset data is not centralised or

stored consistently. Heavy reliance
on individuals to source and • Agree on a central asset data management process that
provide data so no limited ability to provides shared access to a single source of information
establish key connections (22)
Issue 3
38
6 How we manage our assets
that the council’s strategic goals influence all of

6.1 Decisions we make about
our decisions.
assets
6.1.3 Meeting anticipated demand for
Having a good understanding of how the
service
council’s community facilities perform (which we
get through measuring and monitoring their The factors that affect demand for service from
performance: see Section 5), enables us to make the council’s community facilities assets, and the
informed decisions about how best to manage methods we use to cater for this demand are
those assets. These include decisions about discussed in Section 4.
whether assets should be renewed, replaced,
upgraded or disposed of. 6.2 Key considerations
The decisions that we make to manage assets The council uses various approaches to make
throughout their lifecycles aim to: decisions about and manage community facilities
assets throughout their lifecycles.
• optimise the council’s return on its
investment in the assets a) Condition monitoring – as detailed in section
• deliver agree levels of service for the 5.2.3
assets b) Optimised decision-making – Section 1.3 of
• meet anticipated demand for service from the Community Facilities Network Plan
the assets. outlines a holistic approach to planning that
See section 7.5 for the Maintenance and we propose to use for community facilities
repairs budget and section 7.6 for the renewals assets. The new approach will promote
budget for the next 10 years. innovation in responding to community
6.1.1 Optimising return on investment needs.
Optimising the council’s return on its investment In addition, the network plan requires the
involves: investigative phase of asset planning to
consider the possibilities for community
• considering the total costs of providing and provision of assets (by others) and non-
maintaining an asset over its entire asset solutions.
lifecycle
c) Managing risk – the council uses a
• achieving the best outcomes from assets,
in the context of long-term funding consistent risk identification process across
constraints. all its activities and asset types (refer
Appendix 2). While the council is generally
6.1.2 Delivering agreed levels of service risk adverse, in some instances a low level
It is difficult to deliver the optimal programme of of risk across an asset portfolio is
services from the council’s community facilities appropriate and acceptable.
assets in the current constrained financial d) Project prioritisation – Section 5 of the
environment. Community Facilities Network Plan outlines
To manage this, planners and decision-makers a multi-criteria project prioritisation
share information, so that the implications of framework, which will ensure that all
delivering a lesser programme are understood projects align with the council’s strategic
and managed. outcomes.
We also plan holistically across all the different The framework will ensure that projects are
groups of community facilities, and aim to ensure funded based on evidence and transparent
decision-making.

It also provides a consistent framework for each other in Council-wide programmes (for
assessing gaps in the network alongside example optimisation and seismic
existing facilities. remediation).
e) Continuous improvement – the development
6.3 Approaches to managing
of this Community Facilities Strategic Asset
Management Plan has highlighted the need
assets
to create some baseline standards for our We manage our community facilities by:
asset data.
1) Making greater use of existing facilities.
This is needed to support a coordinated
We do this by:
holistic approach to managing all the assets
within the parks, community and lifestyle • proactively managing bookings for
theme. In particular, we need to identify and facilities, and carefully scheduling the
consider those areas that offer best value programmes of services they offer
for the theme, while not compromising the • proactively managing any surplus space,
service outcomes. by offering and promoting these spaces to
facility users
To this end, the improvement plan for
community facilities assets is extensive and • reconfiguring facilities in order to provide
flexible or multi-purpose spaces for greater
identifies numerous initiatives, which have
adaptability.
been categorised as either strategic,
business or asset planning improvements.
See section 9 for the full improvement plan. 2) Providing additional capacity.
If the demand for additional space exceeds what
f) Financial sustainability – as part of the
is currently available within the network, then we
Community Facilities Network Plan and the
consider various other asset and non-asset
Long-Term Plan 2015–2025, we assessed
solutions in order to add more capacity. These
the community facilities network’s ability to
may include:
cater for current and future demand.
There will be a constrained financial • reconfiguring existing floor space to
meet the service requirements of the
environment throughout the period covered
business
by the long-term plan. The renewals funding
gap this has created is outlined in section • extending the floor area of existing
facilities
7.7, and the impact on major projects is
outlined in section 8. This means we will • acquiring additional buildings (either
by purchase or lease)
need to review our service provision
frameworks to: • building new fit-for-purpose facilities
• leverage and support community
• ensure development occurs in the right
partnerships models
place at the right time
• alternative methods for service
• maximise the use of facilities, while
delivery (for example programmes &
maintaining people’s access to the
events)
network.
g) Value management – in the future, all new
These options are only considered after we have
asset development initiatives will need to
completed a thorough investigation process,
demonstrate an evidence-based using the council’s Community Facilities
assessment of value, before they can Development Guidelines (as found in the
progress. Community Facilities Network Plan: Appendix 2).
Value or return becomes the common The Community Facilities Network Plan identifies
ground when facilities performing very where and when additional capacity in the
different functions are assessed against community facilities network is likely to be
40
required for the future. The associated Action The rest of our planned and response
Plan contains recommended investigations, and maintenance programmes are managed by our
associated prioritisation results, to indicate those preferred contractors.
actions that should be advanced in the short
term. 6.3.4 Asset disposal
Section 4.4 provides further information on the A number of factors trigger decisions about asset
provision frameworks for community facilities. disposal, such as:
• an asset’s systemic failure as a result of

6.3.1 Asset acquisitions and major its age and condition
upgrades
• a change in the required service level for
The prioritisation process set out in the an asset
Community Facilities Network Plan ensures that • an asset’s inability to handle increasing
planning for proposed asset acquisition or major or changing demand
upgrade projects starts by focusing on the • an asset’s misalignment with service
desired outcome, not the response or solution. objectives.
The proposed actions are assessed against a Where an asset no longer meets the needs of the
number of criteria, to ensure their strategic services being provided we will consider
alignment and to prioritise them against each divesting or otherwise disposing of it.
other. In this way, we can ensure that acquisition We will explore opportunities for optimisation with
and upgrade programmes progress the highest the local boards for assets no longer fit for
priority actions across the network. purpose.
Because of the changes in development
6.3.5 Lifecycle management by asset type
contribution funding, not all community facility
asset types can draw on this funding for The following tables summarise the lifecycle
acquisitions and major upgrades in the future. management approaches that we use by asset
type; and identify areas where we already use a
6.3.2 Asset renewals consistent approach across types. They also
For the 2015/16 financial year, the council‘s identify (in red) areas where improvement is
renewals programme has been developed for needed.
each asset type and can be found in section 7.6. Table 9 shows the approaches we use to assess
For the future, we intend that the renewals the capacity, performance and condition of
programmes for community facilities assets will existing assets, and acquire new ones.
reflect and deliver the expectations in the Table 10 shows the approaches we use to
Baseline Standards of Service, as described in prioritise new works and refurbishment projects,
section 5.3. set renewals strategies and programmes, and
Where a renewal is triggered by significant fit-for- assess the associated building risk.
purpose or performance issues, there should be
an investigation, using the guidance in the
Community Facilities Network Plan, to establish if
a major upgrade is required (see Section 6.5).
6.3.3 Maintenance activities

Building inspections are carried out by the
council’s Property department and external
contractors, in accordance with industry
standards and specifications.

Table 9 Approaches we use to assess the capacity, performance and condition of existing assets, and acquire new ones
Asset type Asset capacity and performance Asset condition Asset acquisition
Art facilities Measured by: Condition survey for all facilities (ideally every three Additions to the network are normally new
years), including an estimate of the components that asset builds, based on evidence-based
• floor space per capita
need replacement. identification of provision gaps or business
• visitor numbers
• visitor satisfaction need.
Condition assessments are yet to be undertaken.
• renewals required to maintain levels of However, it is estimated that only 60 per cent of the A business case outlining whole-of-life
service.
facilities are in good condition. investment costs and benefits is required.
Data is saved in the SPM asset management system and Development contributions are not available
maintained by the Property department. for growth investment in this asset type.
Changing rooms Measured by: A condition survey is ongoing for the parks component for Additions to the network are normally new
this asset type. asset builds, based on evidence-based
• service delivery required to maintain
identification of provision gaps or business
levels of service Data is saved in SPM and maintained by the Property
• renewals required to maintain levels of need.
department.
service.
A business case outlining whole-of-life
investment costs and benefits is required.
Development contributions are not available

for growth investment in this asset type.
Chapels, Measured by: Condition surveys are required for this asset type. Additions to the network are normally new
crematoria and asset builds, based on evidence-based
• service delivery required to maintain Data will be saved in the SPM asset management
parks public identification of provision gaps or business
levels of service system.
buildings • renewals required to maintain levels of need.
service. Data will be updated and maintained by the Property
department, in a way that is consistent with community
facilities data, wherever possible.
Community Measured by: Condition surveys are required for this asset type. Additions to the network are normally new
centres and asset builds, based on evidence-based
• floor space per capita Data will be saved in the SPM asset management
houses identification of provision gaps or business
• health and safety incidents system.
service Data will be updated and maintained by the Property
• customer satisfaction surveys. department, in a way that is consistent with the
community facilities data already available.
42
Community Under review. Condition survey for all facilities (ideally every three Additions to the network are normally new
facilities leases Assessment of these assets needs to years), including an estimate of the components needing asset builds, based on evidence-based
consider the nature of the services replacement. identification of provision gaps or business
provided as these are not council- need.
Data is saved in the SPM asset management system and
operated facilities.
maintained by the Property department. A business case outlining whole-of-life

Housing for older Measured by: Condition survey for all units (ideally every three years), Typically, new sites can be built, based on a
persons including estimate of the components needing business case outlining their initial Capex and
• use of units
replacement. ongoing consequential Opex requirements.
• tenant satisfaction
• renewals required to maintain levels of Data is saved in the SPM asset management system and
service. maintained by the Property department.
Libraries Measured by: Condition survey for all facilities (ideally every three Additions to the network are normally new
years), including an estimate of the components needing asset builds, based on evidence-based
levels of service replacement. identification of provision gaps or business
service.

Parks depots and Measured by: Condition surveys are required for this asset type. Additions to the network are normally new
utility buildings asset builds, based on evidence-based
• service delivery required to maintain Data will be saved in the SPM asset management
levels of service identification of provision gaps or business
system.
service. Data will be updated and maintained by the Property
department, in a way that is consistent with Community
Facilities data already available.

Pools and leisure Measured by: Condition survey for all facilities (ideally every three Additions to the network are normally new
centres years), including an estimate of the components needing asset builds, based on evidence-based
replacement – completed 2014. identification of provision gaps or business
levels of service
service.
Additional information has been requested from the
facilities management contractors, to give an overall Development contributions are not available
assessment on a more regular basis, with the contractors for growth investment in this asset type.
to compile plant information at the time of pool shutdown.
A dashboard has been completed by pools and leisure

centres to enable Opex and Capex spend to be analysed
against budget, and work orders to be tracked.
Further detailed surveys of major pool plant and

structures are to be undertaken before any major
refurbishment works are scheduled, as set out in the
Leisure Renewals Strategy.
Rental Measured by: Condition surveys are required for this asset type (ideally Additions to the network are normally new
accommodation every three years). asset builds, based on evidence-based
identification of provision gaps or business
levels of service Data will be saved in the SPM asset management
renewals required to maintain levels of need.
system.
service. A business case outlining whole-of-life
Data will be updated and maintained by the Property
Department, in a way that is consistent with community
facilities data already available. Development contributions are not available
Toilets Measured by: A condition survey is ongoing for the parks component for Additions to the network are normally new
(parks and this asset type. asset builds, based on evidence-based
• health and safety
streetscapes) identification of provision gaps or business
• provision agreements. Data is saved in the SPM asset management system and
need.
maintained by the Property department.

44
Venues for hire Measured by: Condition survey are required for all facilities (ideally Additions to the network are normally new
every three years), including an estimate of the asset builds, based on evidence-based
• floor space per capita
components that need replacement. identification of provision gaps or business
• usage rates – peak and off peak
• visitor numbers need.
• hirer satisfaction maintained by the Property department. A business case outlining whole-of-life
• revenue/return on expenditure
investment costs and benefits will be required
renewals requirements to maintain levels
for consideration.
of service.

Table 10 Approaches we use to prioritise new works and refurbishment projects, set renewals strategies and programmes, and assess the associated building risk
Asset type Asset prioritisation Renewal strategies Renewal programme Building risk
Art facilities For new works and major Depending on funding levels in Developed in conjunction with the • Infrastructure not capable of
refurbishments, as prioritised each year, priority may need to be Property department to: supporting future requirements.
in the Communities Facilities given to renewals to cover health • Heritage buildings not designed
• deliver maximum value for investment
Network Plan. and safety and compliance issues, for current or future planned use.
• reconcile within envelopes for the
and to allow continued service • Condition of the structure
For renewals, as determined governing body and local boards
provision. degrades, as insufficient funding
by the Action Plan and the • only set minimum levels of renewals
renewals prioritisation criteria. Comprehensive renewals will be is available to deliver the
investment for those assets with an
undertaken where funding and refurbishment programme.
associated priority investigation in the
priority allow. • Earthquake compliance.
Community Facilities Network Plan and
draft Open Space Policy
• maintain a minimum level of service.
Changing rooms For new works and major Developed to deliver infrastructure Developed in conjunction with the • Infrastructure not capable of
refurbishments, as prioritised renewals in a timely manner, and Property department to: supporting future requirements.
in the draft Open Space Policy refurbishments as part of a regular • Heritage buildings not designed
and Community Facilities cycle, depending on the levels of for current or future planned use.
Network Plan. funding available through the • Condition of the structure
governing body and local boards
planning cycles. degrades, as insufficient funding
For renewals, as determined • only set minimum levels of renewals
by individual business cases Needs assessment is based on is available to deliver the
and renewals prioritisation condition, performance and network refurbishment programme.
criteria. capability. • Old infrastructure systems being
overloaded.
Chapels, For new works and major Needs to deliver infrastructure Needs to be developed in conjunction • Infrastructure not capable of
crematoria and refurbishments, as prioritised renewals in a timely manner, and with the Property department to: supporting future requirements.
parks public in the draft Open Space refurbishments as part of a regular • Heritage buildings not designed
buildings Policy. cycle, depending on the levels of for current or future planned use.
funding available through the • Condition of the structure
planning cycles. degrades, as insufficient funding
by individual business cases • only set minimum levels of renewals
from operating staff and Needs assessment is based on is available to deliver the
renewals prioritisation criteria. condition, performance and network refurbishment programme.
capability. • Old infrastructure systems being
overloaded.
46
Community For new works and major Depending on funding levels in Developed in conjunction with the • Infrastructure not capable of
centres and refurbishments, as prioritised each year, priority may need to be Property department to: supporting future requirements.
houses in the Communities Facilities given to renewals to cover health • Heritage buildings not designed
Property department’s Comprehensive renewals will be is available to deliver the
renewals prioritisation criteria. undertaken where funding and refurbishment programme.
Community For new works and major Depending on funding levels in Needs to be developed in conjunction • Infrastructure not capable of
facilities leases refurbishments, as prioritised each year, priority may need to be with the Property department to: supporting future requirements.
Property department’s Comprehensive renewals will be is available to deliver the
investment pending a network review
renewals prioritisation criteria. undertaken where funding and refurbishment programme.
of assets, with the flexibility of
addressing reactive maintenance
requirements.
Housing for For new works and major A full 10-year renewal schedule is in A full 10-year renewal schedule is in • Infrastructure not capable of
older persons refurbishments, as prioritised place, based on site refurbishment place, based on site refurbishment plans supporting future requirements.
in the Social Housing Action plans. • Condition of the structure
Plan. degrades, as insufficient funding
is available to deliver the
refurbishment programme.
• Earthquake compliance.

Libraries For new works and major Developed to deliver infrastructure Developed in conjunction with the • Infrastructure not capable of
refurbishments, as prioritised renewals in a timely manner, and Property department to: supporting future requirements.
in the Communities Facilities refurbishments as part of an • Heritage buildings not designed
Network Plan. intended 10-year cycle. Actual for current or future planned
refurbishment cycles vary between use.
11 and 13 years due to funding • Condition of the structure
constraints. degrades, as insufficient
renewals prioritisation criteria. investment for those assets with an
funding is available to deliver
the refurbishment programme.
• Old infrastructure systems
being overloaded.
• Problems with the fire
suppression systems designed
to protect collections.
• Earthquake compliance.
• Customer use decreases if
facilities are not well maintained
or attractive.
Parks depots For new works and major Needs to deliver infrastructure Needs to be developed in conjunction • Infrastructure not capable of
and utility refurbishments, as prioritised renewals in a timely manner, and with the Property department to: supporting future requirements.
buildings in the draft Open Space refurbishments as part of a regular • Heritage buildings not designed
Policy. cycle, depending on levels of for current or future planned
funding available through the use.
planning cycles. • Condition of the structure
by individual business cases • only set minimum levels of renewals
and renewals prioritisation Needs assessment is based on degrades, as insufficient
criteria. condition, performance and network funding is available to deliver
capability. the refurbishment programme.
• maintain a minimum level of service
being overloaded.
48
Pools and As part of the Leisure The Leisure Renewals Strategy, As of 2015/16, the prioritisation Although no facilities have a rating
leisure centres Renewals Strategy, each of aims to: framework has informed renewals of 5, those rated as 4 are outlined in
the 40 facilities has been given planning so resources are directed to the Community Facilities Network
• prioritise work in one facility, do it
a rating from 1 (highest highest priority facilities. Plan and require further
once and do it right, with only one
priority) to 5. A draft closure, minimising any disruption investigation and action in the short-
prioritisation framework (also to operations to-medium term.
part of the strategy) then • review the renewals needed
determines an individual across the programme to identify
opportunities to maximise
renewals project rating. This
purchasing power.
priority ranking is then cross-
referenced against a facility The strategy categorises projects as
ranking, which is based on the follows:
facility’s community
• comprehensive upgrades – over
participation and revenue.
the course of the long-term plan
each facility receives a
comprehensive upgrade
• strategic renewals – strategic
replacement of key assets to
bring long-term energy and
maintenance savings and enable
strategic procurement
• return on investment initiatives –
specific funding for projects that
have a strong return on
investment.
Rental For new works and major Needs to deliver infrastructure Needs to be developed in conjunction • Infrastructure not capable of
accommodation refurbishments, as prioritised renewals in a timely manner, and with the Property department to: supporting future requirements.
in the Communities Facilities refurbishments as part of a regular • Heritage buildings not designed
Network Plan and the draft cycle, with the duration depending for current or future planned
Open Space Policy. on levels of funding available use.
governing body and local boards
through the planning cycles. • Condition of the structure
For renewals, as determined • only set minimum levels of renewals
by business cases from Needs assessment is based on degrades, as insufficient
investment pending a network review
operating staff and renewals condition, performance and network funding is available to deliver
of assets, with the flexibility of
prioritisation criteria. capability. the refurbishment programme.
addressing reactive maintenance
requirements
being overloaded.

Toilets For new works and major Developed to deliver infrastructure Developed in conjunction with the • Infrastructure not capable of
(parks and refurbishments, as prioritised renewals in a timely manner, and Property department to: supporting future requirements.
streetscapes) in the Communities Facilities refurbishments as part of a regular • Heritage buildings not designed
Network Plan and the draft cycle, with the duration depending for current or future planned
Open Space Policy. on levels of funding available governing body and local boards use.
through the planning cycles. • only set minimum levels of renewals • Condition of the structure
For renewals, as determined
investment for those assets with an degrades, as insufficient
by business cases from Needs assessment is based on associated priority investigation in the
operating staff and renewals condition, performance and network funding is available to deliver
prioritisation criteria. capability. draft Open Space Policy the refurbishment programme.
• maintain a minimum level of service. • Old infrastructure systems
being overloaded.
Venues for hire For new works and major Depending on funding levels in Developed in conjunction with the • Infrastructure not capable of
refurbishments, as prioritised each year, priority may need to be Property department to: supporting future requirements.
Network Plan. and safety and compliance issues, for current or future planned
and to allow continued service governing body and local boards use.
For renewals, as determined
provision. • only set minimum levels of renewals • Condition of the structure
by the Action Plan and the
investment for those assets with an degrades, as insufficient
Property department’s Comprehensive renewals will be associated priority investigation in the
renewals prioritisation criteria. undertaken where funding and funding is available to deliver
priority allow. draft Open Space Policy the refurbishment programme.
• maintain a minimum level of service. • Earthquake compliance.
50
finalise a programme of governance, processes,
6.4 Optimisation project
roles and business rules that will guide and
The council’s current organisation-wide improve non-service asset sale processes and
optimisation project aims to expand, direct and service optimisation activities.
accelerate the council’s non-service asset sales;
The aim is for the programme to become a
and where appropriate, enable service property
business-as-usual way of operating for all council
optimisation. For the purposes of the
departments, which will ensure:
Optimisation Project non-service refers to
properties where no funded service is involved. • non-service assets are identified and
dealt with in a timely and efficient
The project has come about as a result of a manner
critical review of the council’s expenditure, with
• long-term plan asset sales targets are
the intention of materially reducing its costs. This collectively planned for and met
is to be achieved by, among other measures,
• the optimisation philosophy is developed,
making efficiencies, reducing Capex and
formalised and adopted across council
divesting non-strategic assets. businesses
The Long-term Plan 2015–2025 has indicated • underperforming service assets are
that asset sales of around $66 million a year will optimised to deliver suitable levels of
occur over the life of the plan. service, thereby maximising their value,
use, efficiency and realising their wider
As part of the project, the council is exploring a strategic value
new method of dealing with service property, • optimisation activity supplements the
called optimisation. potential costs of future demand for
service activities, and the implications of
Essentially, optimisation seeks to deliver optimal
these on affordability and council
levels of service from the council’s property budgets
assets (including community facilities) by
• a programme is available to assist
releasing strategic and commercial value from
decision-makers prioritise asset sales,
underperforming properties, for direct
optimisation and investment decisions,
reinvestment into other service properties or
ensuring that these decisions are well
activities (rather than, as at present, being
informed.
directed to general council revenue).
At present, a number of cross-council teams are
contributing to the project. Together they will

Risks and issues that we have identified for this section have been linked to our key principles as outlined
in Section 1.2.
Key principle
Key principle 2:
Exposure due to lack of asset

information and disconnect with
renewals planning [Visitor Centres, • Identify options for a prioritisation framework to enable
Ancillary Buildings, Holiday better decision-making (16)
Accommodation]
Risk A13
Key principle 3:
Focus investment on developing fit -for-purpose, integrated and connected community facilities
• Implement processes for investigating the potential

optimisation and divestment of facilities that are no
Inadequate internal and external longer meeting community needs (2)
stakeholder and governance • Develop an agreed approach for establishing
engagement throughout the sustainable partnerships with community and private
property optimisation and disposal organisations to provide community facilities(3)
process
• Review of the Optimisation Project’s execution plan to
Risk A17 identify any implementation opportunities, issues and
risks for the community facilities portfolio (17)
52
7 Financial implications
7.1 Projected 30 year expenditure The approximate total expenditure of $14.9

As discussed in Section 5.2.4 we take a long- billion, includes 5 per cent allocated to growth
term view of our assets and consider impacts and level of service improvements; 18 per cent
over the next 30 years and beyond. Figures 7 allocated to asset renewals; and 78 per cent
and 8 show the projected 30-year capital and allocated to operational and maintenance costs.
operational expenditure (inflationary adjusted)
associated with managing the council’s
community facilities infrastructure assets to 2045.
Figure 7 Community facilities 30-year Capex and Opex spend
Please note: the graph above includes all capital costs associated with the assets (e.g. library collections, technology and arts assets).
Figure 8 Community facilities total 30-year Capex and Opex spend

7.2 Forecast capital spend for the
next 10 years
Section 4 discussed the various factors affecting
demand for our assets and section 6 presented
our approaches to managing this demand. We
now show below the financial implication of our
asset management strategies in relation to
captial spend by asset type.
The council has made a strategic commitment to

ensuring existing assets are fit for purpose and
capable of delivering quality levels of services for
our customers and staff who use them.
Given the limited capital resources available over

the next 10 years, we have prioritised asset
renewal over both growth and level of service
improvements.
In total we plan to spend $428 million over the 10

year period form 2015/16 to 2024/25 (see Figure
9).
Figure 9 Ten-year spend on combined asset types (uninflated)
54
Table 10 and Figures 10 to 18 show the proposed 10-year spend on Capex growth, level of service
improvements and renewals funding by asset type.
Table 10 Ten-year capital funding for growth, level of service improvements and renewals for the community facilities asset
types
Level of
Community facilities asset type Growth service Renewals Total budget
Art facilities $386,170 $5,113,905 $7,469,772 $12,969,847
Community centres and houses $12,479,217 $4,014,752 $7,251,826 $33,745,795
Community facility leases $18,447,103 $18,447,103
Housing for older persons $36,267,979 $36,267,979
Libraries $20,818,770 $40,902,704 $61,721,474
Other parks facilities $72,479,886 $1,507,577 $36,109,194 $110,096,657
Pools and leisure centres $33,169,050 $30,055,951 $64,078,998 $127,303,999
Toilets and changing rooms $89,744 $9,871,619 $9,961,363
Venues for hire $2,236,337 $15,746,326 $17,982,663
Total $139,333,093 $53,018,266 $236,145,521 $428,496,880
Note:
• ‘Other parks facilities’ includes chapels, crematoria, parks public buildings, parks depots and utility buildings, and rental accommodation.
• A number of capital projects are a mix of growth, renewals and/or levels of service investment. Where this is the case, we have allocated the
full spend against the main investment driver.
Figure 10 Ten-year spend on community centres and houses (uninflated)
Figure 11 Ten-year spend on venues for hire (uninflated)

Figure 12 Ten-year spend on arts facilities (uninflated)
Figure 13 Ten-year spend on libraries (uninflated)
Figure 14 Ten-year spend on leisure centres and pools (uninflated)
56
Figure 15 Ten-year spend on toilets and changing rooms (uninflated)
Figure 16 Ten-year spend on other parks facilities (uninflated)
Note: Other Parks Facilities includes Chapels, crematoria, parks public buildings, Parks depots and utility buildings and rental accommodation
Figure 17 Ten-year spend on Housing for older persons (uninflated)

Figure 18 Ten-year spend on community leases (uninflated)
7.3 Capital spend by local board

The council plans to spend $255 million on local
board renewals, new build and level of service
improvement projects over the next 10 years.
Of this, 28 per cent ($57.7 million) will be

allocated to Howick-based projects, including five
key development projects in the Flatbush and
Uxbridge area (see Figure 19 and Table 11)
.
Figure 19 Ten-year Capex spend by local board
58
Table 11 Top 12 growth and level of service projects for community facilities
Capital project Type Local board Capital Start End Department

budget
Flatbush pool and leisure Growth Howick $25m 2020/21 2020/21 Parks, Sports and
centre Recreation
Stadium pool (Albany) Growth Upper $12.1m 2015/16 2016/17 Parks, Sports and
Harbour Recreation
Library development (Flat Growth Howick $11.5m 2016/17 2017/18 Libraries
Bush)
Community centre (Massey Growth Henderson– $7.7m 2015/16 2015/16 Community
North) Massey Development, Arts
and Culture
Recreation centre Growth Whau $6.5m 2015/16 2016/17 Parks, Sports and
development Recreation
Multipurpose facility Growth Papakura $5.8m 2017/18 2018/19 Libraries
(Takanini)
Community centre Level of Whau $5m 2016/17 2017/18 Community
replacement (Avondale) service Development, Arts
and Culture
Art centre redevelopment Level of Howick $4.8m 2015/16 2015/16 Community
(Uxbridge) service Development, Arts
and Culture
Multi-use community facility Growth Howick $4.4m 2017/18 2017/18 Community
(Flat Bush) Development, Arts
and Culture
Stanmore Bay Leisure Level of Hibiscus and $3.8m 2015/16 2015/16 Parks, Sports and
Centre extension service Bays Recreation
Multi-sport facility (Ngati Growth Otara– $3.6m 2016/17 2019/20 Parks, Sports and
Otara Park) Papatoetoe Recreation
Community centre Level of Orakei $3.1m 2020/21 2020/21 Community
development (Meadowbank) service Development, Arts
and Culture
So far, $9.8 million of this has been allocated,

7.4 Strategic CAPEX funds leaving $110.2 million in case prioritised capital
There are a number of funds available to support investment is required.
prioritised investment, the two most relevant to
this strategic asset management plan are:
• Local Board Discretionary Capex

Fund - In addition to the funding
identified in this strategic asset
management plan, this separate fund is
available for local boards to apply to
capital projects at their discretion. The
fund is $30 million for every three years
of the Long-term Plan 2015–2025.
• Parks, Community and Lifestyle

Capex Fund - This fund of $120 million
is available to fund priority growth and
level of service projects for community
facilities assets, or to address a gap in
renewals funding where alternative
options are exhausted.

7.5 Maintenance and repairs: 10-
year operational budget
In order to meet our levels of service as detailed
in Section 5 the proposed 10-year operational
budget for community facilities assets, across the
four department portfolios, is:
• $4,805,871 for scheduled (proactive)

repairs and maintenance
• $7,500,670 for responsive (reactive)
repairs.
See Figures 20 and 21. Operational costs

exclude staff and utilities expenses.
Figure 20 Scheduled (proactive) repairs and maintenance funding over next 10 years
Figure 21 Responsive (reactive) repairs and maintenance funding over next 10 years
60
7.6 Renewals
Figure 22 shows the amount and proportion of
renewals capital expenditure by asset type.
The total of $236 million over 10 years equates to
55 per cent of all capital expenditure for
community facilities (see Figure 23).
Figure 22 Ten-year renewals budget by asset type (uninflated)
Note: ‘Other parks facilities’ includes chapels, crematoria, parks public buildings, parks depots and utility buildings, and rental accommodation.
Figure 23 Ten-year budget as a proportion of total renewals budget (uninflated)

7.7 Condition and renewal modelling
Condition profiles (as detailed in section 5.2.3) are one of the many
considerations used when producing renewal models. Figures 24 to 26 are
examples of this, showing the distribution of condition with the cost to replace
poor to very poor components (yellow line), and the renewal model based on
the strategies for each asset type (blue line). Key contributors to the variance
include:
• additional funding required for structural elements (e.g. roof) and

plant is not covered by a standard condition survey
• some upgrades relate to levels of service improvements.
Section 7.8 explains the gap between the renewal model and the LTP
approved budget for each asset type.
Figure 24 Condition and renewal cost for Housing for older persons
The renewals model aims to reduce long-term vacancies by undertaking

minor refurbishment (less than $10,000 per unit) and to prioritise more
extensive systematic refurbishment particularly in the North
(approximately $55,000 per unit) based on suitability of the site for HfOP
and level of amenity. The large variance in 2015/16 is due to a major
renewal project at Wilsher Village.
62
Figure 25 Condition and renewal cost for Libraries
The renewals model is made up of significant infrastructure renewals

(based on condition profiles), and 12 year cyclical full refurbishments
(rather than component based renewals). Minor infrastructure renewals
have been aligned to the cyclical full refurbishments.
The large variance in 2015/16 and 2017/18 is due to major plant
renewals for HVAC systems and electrical work not covered in the
condition surveys.
Figure 26 Condition and renewal cost for Pools and Leisure
The condition and renewals profile highlights significant investment in

the first three years. This is driven by the Leisure renewals strategy and
prioritisation framework which outlines two to three facilities per year will
receive a comprehensive upgrade. This could include pool plant and
equipment, building structure and cladding, the addressing of long
standing deferred maintenance issues and bringing all sites up to an
agreed baseline service standard.
To make best use of facility shutdowns some renewals projects where
components are due for replacement in 2020-2023 have been brought
forward to 2015-2020 to coincide with major upgrades.

7.8 Renewals funding gap
The council has completed an extensive asset facilities, community facility leases, and toilets
management planning exercise for all assets and changing rooms.
within the parks, community and lifestyle theme.
To help close the renewals gap and ensure we
The exercise aimed to identify the capital
have sufficient budget to meet growth and level
investment needed to renew the full portfolio of
of service improvement demands, we have
assets over a 10-year period – $247 million in
introduced the following initiatives.
total.
Renewals are funded from a mix of borrowing • Asset optimisation – seeks to deliver
optimal levels of service from community
and depreciation reserves, which are paid for
facilities assets, by releasing strategic
through rates. In the current economic climate,
and commercial value from
we need to make efficiency savings, in order to
underperforming assets, which can then
help reduce the costs of new capital works and of
be reinvested directly into other service
maintain and renewing our existing asset
assets or activities. This will include
portfolio. This has resulted in a reduction in
reviews of clusters of community
renewals funding for seven of the nine
facilities, which could lead to asset
community facilities asset types, with an overall
divestment, or divestment to fund level of
reduction of 6 per cent: see Table 12.
service improvements or new multi-
Table 12 Renewals funding gap by asset type purpose facilities (see Section 6.9 for
more details).
Asset type Reduction
• A dedicated Parks, Community and
Community houses and
-19% Lifestyle Capex Fund worth $120 million
centres
Venues for hire -18% (see Section 7.4).
Community facility leases -23%
Some of the reductions in renewals funding for
Art facilities -13%
specific assets are linked to asset reductions
Libraries -13%
made through the optimisation initiative.
Pools and leisure centres No reduction
However, a number of other factors could also
Toilets and changing
-20% influence funding requirements, as we implement
rooms
Other parks facilities -20% some of the improvements covered in this plan,
Housing for older for example by:
No reduction
persons
• improving asset information and
Combined funding gap -6%
condition data
The reductions in funding relate to the cumulative • introducing a star rating for facilities
10-year renewals budget for each asset type, • developing baseline service standards
and will total $11 million across all the types. (see Section 5).
To ensure the most urgent renewals are carried Figure 27 Process for addressing the funding gap
out within the first four years, funding was
increased for the early years, and allocated using
asset condition data – in particular for art
64
Figures 28 to 37 provide a 10-year overview of
the renewals funding gap, including any related
.
impacts that might occur.
Figure 28 Combined community facility assets funding gap (uninflated)
Figure 29 Libraries renewals (uninflated)
Impacts of the reduced funding

Infrastructure renewals have been prioritised
ahead of the planned refurbishment
programme, so the quality of some facilities
and associated customer experience could
decline over time. It may also impact on our
ability to maintain service levels in some
cases.
Deferral of the Furniture Fittings and

Equipment programme will also impact on
the quality of customer experience within our
libraries.
Figure 30 Pools and leisure centres renewals (uninflated)

No impacts are anticipated, as the full
required renewals budget for pools and
leisure centres has been allocated.

Figure 31 Community houses and centres renewals (uninflated)

We will need to focus renewals spending on
Figure 32 Venues for hire renewals (uninflated) critical functional areas for community
houses and centres to ensure they can
continue to operate. As a result, we may be
unable to keep buildings at the
contemporary standard required to achieve
performance targets for some facilities. This
could result in reductions in utilisation, visitor
numbers, customer satisfaction and reduced
revenue from hire/programme fees.
In a few extreme cases, the reduced funding

could lead to closure (temporary or
permanent) of some facilities. It may also
lead to problems meeting health and safety
standards and other building compliance
issues. We plan to address this through
renewals prioritisation to ensure all critical
Figure 33 Art facilities renewals (uninflated) work is done, through redirected funding
from decisions to extend scheduled
renewals for other facilities.
Local board targets (facility use, customer

satisfaction and visitor numbers) have been
revised to reflect the level of renewal
investment available.
Any reduction in levels of service or the

standard of facilities may have the
consequential impact of affecting the ability
of community groups, stakeholders and
users to meet their own use, engagement
and revenue targets, which, in turn,
increases reliance on and demand for
Figure 34 Community facility leases renewals (uninflated) council financial support.
66
Figure 35 Other parks facilities renewals (uninflated)

Failure of the exterior components of other
parks facilities may increase and could
increase the likelihood of weather-
tightness-related issues, resulting in
damage to weather sensitive components.
This could also affect levels of service for
some facilities.
Figure 36 Toilets and changing rooms renewals (uninflated)

Failure of the exterior components of
toilets and changing rooms may
increase. This could increase the
likelihood of weather-tightness-related
issues, resulting in damage to weather
sensitive components. Levels of service
may not be met as a result.
In extreme cases buildings could be

forced to close.
Figure 37 Housing for older persons renewals (uninflated)

No impacts are anticipated, as the full
required funding has been provided.
Renewals funding has more than
doubled from previous years to address
the poor condition of many units across
the housing portfolio. This will also be
used to bring vacant units back into use
as the Council has a waiting list of
potential tenants.
It should be noted, however, that the

increased funding is based on basic
renewals at $45,000 per Housing for
older persons unit, rather than the
$75,000 per unit required for full
refurbishment.

7.9 Financial assumptions
factored in when the cost projections
The key assumptions relevant for this plan are as were developed.
follows:
• The book value of assets, as at 30 June
• All revenue and expenditure is stated in 2014, provides a reasonable basis for
2013/2014 dollar values, with no understanding the value of the assets
allowance under our management.
made for inflation or future asset • Capital expenditure that will ultimately be
revaluation. funded from general rates or
• Renewal programmes are based on depreciation is stated as funded by
available data about asset condition, risk “Borrowings” in the year that the
and performance. expenditure is incurred. Similarly,
• The planned capital expenditure development contribution funding is
programme can be fully delivered in the shown based on when the capital
timeframes shown. expenditure is incurred.
• Operating cost projections assume that
growth in demand has been adequately
68
8 Major projects comparison
8.1 Growth projects

Table 13 compares the major growth projects (projects above the $1 million significance threshold) identified in the Long-term Plan 2012-2022 and the Long-
term Plan 2015–2025. It identifies the gap between the projects identified, the impact of the gap and the actions needed to address this gap.
Table 13 Major growth projects comparison
Asset type Long-term Plan 2012-2022 Long-term Plan 2015-2025 Gap Impact of gap Action to address gap
Description Cost Description Cost
Building Albany Northern $21.6m Project due for Funding Demand arising Implications: Provide a 25 metre swimming pool
Aquatic Centre - completion value from growth • Underserved population facility; with learn to swim and
planned for 2015 2016/17 same as • Inequitable access to children’s water play and social areas,
stated in facilities for population and the addition of fitness facilities,
catchment
LTP 2012- subject to available funding to make
22 both a wet and dry leisure facility
Benefits of progressing:
Caters to demand arising from growth
Building Multi-use $4m Start delayed until Original No major gap – town Project need will be satisfied in
community facility 2017/18 budget centre (by external 2017/18
in Flatbush - $4m contractor) has not
planned for 2014- been built yet
2016 Change in
budget
+$0.4m
New
budget
$4.4m
Building New library in $11.7m Start delayed until Funding No major gap – town n/a n/a
Flatbush - 2016-2018 value centre (by external
planned for same as contractor) has not
2015/16 stated in been built yet
LTP 2012-
22

Furniture Furniture and $3.3m Start delayed until Funding No major gap – town n/a n/a
Fittings and fittings associated 2018 value centre (by external
Equipment with new library in same as contractor) has not
Flatbush stated in been built yet
LTP 2012-
22
*Building Aquatic facility in $18.6m Planned for 2020 Original Demand arising Implications: Development of new library, multi-use
Flatbush - budget from growth, gap in • Underserved population community space, and pools and
planned for 2015- $18.6m the network • Impact on existing network leisure space
2017 of facilities Benefits of progressing:
Change in • Inequitable access to Caters to demand arising from growth
facilities for population
budget catchment
+$6.4m
Options:
New Change (decrease) levels of
budget service, timing
$25m
Building Massey North $6.1m Start delayed until Original No major gap – Project completion expected in 2015/16
Community 2015/16 budget urgency to build this
Centre - planned $6.1m has dissipated
for 2013-2015
Change in
budget
+$1.6m
New
budget
$7.7m
70
Building Leisure centre in $7.7m Leisure centre in Original Demand arising Implications: Investigate options for pool and leisure
the north-west the north-west budget from growth, current • Impact on existing network space in the north-western area to
corridor (Whau) corridor (Whau) - $7.7m gaps in provision of facilities address potential gap in provision and
planned for • Inequitable access to population growth, recognising
2020-2025 Change in opportunities for co-location with other
catchment
budget community and sport facilities
+$12.3- Options: Benefits of progressing:
17.3m • Change (decrease) levels of • Caters to demand arising from
service, timing growth
New • Addresses current gap in provision
budget
$20-25m
Building Otahuhu $24m Works nearing Funding Demand arising Implications: Development of new aquatic centre as
Recreation completion, value from growth and fit • Underserved population part of the wider precinct development
Precinct - planned opening mid same as for purpose • Inequitable access to
for 2015 2015/16 stated in facilities for population
catchment
LTP 2012-
22
Building Pool and leisure $8.8m Not proposed in NIL Demand arising Implications: Investigate need for aquatic and leisure
centre in new long-term from growth, current • Impact on existing network space in the wider Pukekohe area
Pukekohe plan gaps in provision of facilities
• Inequitable access to Benefits of progressing:
Address demand arising from growth
catchment
• Underserved population
Options:
Change (decrease) levels of
service, timing
Building New library in $5.5m Start delayed until Original No major gap – n/a n/a
Takanini - 2018-2019 budget works will still align
planned for $5.5m to projected growth
2015/16 in the area
Change in
budget
+$0.3m
New
budget
$5.8m

8.2 Levels of service projects
Table 14 compares the major level of service projects (projects above the $1 million significance threshold) identified in the Long-term Plan 2012–2022 and the
Long-term Plan 2015–2025. It identifies the gap, the impact of the gap and the actions needed to address this gap.
Table 14 Major levels of service projects comparison
Building New library in Albany $8.3m Deferred beyond 2025 Original Library service provision Library is a leased Investigate provision of
- planned for 2019 budget does not meet agreed level building with lease expiry library services in this area
$8.3m of service date of October 2019. giving consideration to
Growth is also a contributing Beyond the lease’s tenure and suitability
Change in factor to provision expiry, future service Negotiations required to
budget requirements in this local provision will not be met. address lease expiring in
-$8.3m board Decrease in LOS due to 2019
this library serving the
New budget highest head of
$0m population per sqm in the
library network (AB or RB
– standardisation of
library hours)
Building Community centre $2.8m Start delayed until Original No major gap in service Project and need will be
development in 2020/21 budget provision as a result of delay satisfied in 2020/21
Meadowbank - $2.8m
planned for 2017/18
Change in
budget
+$0.3m
New budget
$3.1m
72
Building New community $2m No change in delivery Original No major gap in service
house at Hobsonville timeframe budget $2m provision as a result of delay
Point - planned for
2015/16
Change in
budget
-$0.5m
New budget
$1.5m
Building Redevelopment of $6m No change Funding

Uxbridge Arts Centre value same
planned for 2015- as stated in
2017 LTP 2012-22
Building Museum and arts $3m Deferred beyond 2025 Original No change to existing None. However, future Could be mitigated by a
facility in Papatoetoe budget $3m provision or service levels. arts and culture provision non-asset solution
- planned for 2015- in the Papatoetoe area
2017 could potentially not meet
Change in needs
budget -$3m
New budget
$0

Building Community centre Original Current facility is beyond
replacement in Avondale budget $0 repair. If it is not replaced,
- planned for 2016-2018 service levels will be
impacted.
Change in
budget +$5m
New budget
$5m
Building Community centre in Original If the project is not delivered,

Manurewa local board budget $0 growth needs may not be
area - planned for met.
2019/20
Change in
budget
+$2.5m
New budget
$2.5m
74
9 Improvement plan
Associated references
Community
Regional &
Related
Specialist
Facilities
Libraries
strategic
Pools &
Local &
Leisure
Sports
CFNP
Asset asset
Parks
Parks
AMP
AMP
AMP
management management Person Timeframe Resources Associated
No. attribute plan section Improvement required Comment or explanation Action responsible Priority for action required risk/issue
1 Capability Section 2 Deliver integrated planning Requires development and Monitor, promote and support Jane Taylor High 3 months To confirm Strategic Issue 4,
across all types of community implementation of internal establishment of internal Kataraina through Improvement Issue 5
facilities processes, most critically steering group to guide Maki delivery of 2
coordination of effort and integrated planning action
shared information
2 Process Section 6 Implement processes for Through partner project of Determine appropriate Jane Taylor High 3 months To confirm Strategic Risk A17
Capability investigating the potential ACPD and ACPL, defined participants to realise Kevin through Improvement
optimisation and divestment of process for divestment and optimisation and divestment Marriott delivery of 3
facilities that are no longer optimisation should be objectives Allison action
meeting community needs approved and implemented Dobbie
as a priority
3 Capability Section 6 Develop an agreed approach Dependent on development Consider appropriate Kevin High 12 months To confirm Strategic Y Risk A17
for establishing sustainable of best practice approaches participation in development Marriott through Improvement
partnerships with community from Community & Social and promote progress delivery of 4
and private organisations to Policy action
provide community facilities
4 Process Section 3 Improve network analysis of Will provide evidence base Consider appropriate High 6 months To confirm Strategic Y Issue 7
Data community facilities to inform for advancing needs participation in development through Improvement
planning assessments for Community and promote progress delivery of 6
Facilities action
5 Process Section 4 Consider standardisation of Will provide evidence base Consider appropriate High 12 months To confirm Business Y Issue 8
Systems methods for capturing and for advancing needs participation in development through Improvement
recording utilisation for assessments for Community and promote progress delivery of 116
community facilities Facilities action
6 Data Section 3 Address issues with Will improve asset based a) Identify key participants ADBS - PSR High 6 months To confirm Y Y Issue 2
Systems inconsistent or missing base planning to inform renewals b) Identify key information through
data to improve accuracy and planning and long term sources (present) delivery of
analysis planning c) Identify key requirements action
d) Explore options for
enhancement
7 Process Section 5 Participate in prioritisation of Will advance required Consider appropriate Medium Ongoing To confirm NEW Risk A9
Data seismic remedial work towards remedial work for the participation in development through
the optimisation of community portfolio and promote progress delivery of
facilities action
8 Process Section 5 Develop and implement Requires significant a) Identify key participants High 9 months NEW Risk A13,
Data Baseline Service Standards modelling and stakeholder b) Identify key information Risk A5
Capability methodology engagement to understand sources (present)
and measure implications of c) Identify key requirements
implementation (stakeholders)
d) Explore options for
enhancement
e) Seek feedback and
endorsement

Community
Related
Regional &
Specialist
Facilities
Libraries
strategic
Pools &
Local &
Leisure
Sports
CFNP
Asset asset
Parks
Parks
AMP
AMP
AMP
9 Data Section 5 Develop timeframes for Condition surveys are still a) Identify key participants High 6 months NEW Risk A13,
Capability surveys to assess the current required for some facilities b) Identify key information Risk A14,
condition and performance of and need updating for others. sources (present) Risk A15
assets to support the Baseline Before new surveys are c) Identify key requirements
Service Standards approach undertaken a thorough (stakeholders)
review of process and data d) Explore options for
captured needs to be enhancement
completed to ensure it e) Seek feedback and
supports the Standards of endorsement
Service approach in a robust
manner
10 Capability Section 2 Ensure there is integrated Streamline inputs and co- a) Identify key participants Medium Other related NEW Issue 5,
planning within the parks, ordinate approach to b) Identify key information SAMPS's Risk A16
community and lifestyle theme, planning to ensure all asset sources (present) and AMP's
as articulated in the community types are captured, aligned c) Identify key requirements within Parks,
facilities and open space and optimised (stakeholders) Community
strategic asset management d) Explore options for and Lifestyle
plans enhancement theme
e) Seek feedback and
endorsement
11 Process Section 4 Use the updated growth model 3.0 Growth 10.3 Key Issue 1
Data (once available) to analysis and Demand Improvements Risk A11
future network requirements for Recreation
Facilities 3.1
12 Process Section 4 Undertake further research into The value of particular 2.0 Issue 8
Data the use of services and the clients, and what that means Managing
value or importance our for service provision should Performance
customers and stakeholders be strengthened and well-
place on our community articulated. The role of
facilities community facilities in the
service offer for customers
should be clear.
13 Process Section 4 Use key messages or themes NEW Risk A6

Data gained from the long-term plan
community engagement to
inform prioritisation
14 Process Section 4 Ensure provision frameworks Future Risk A12

refer to the potential impact of Provision
technology and how the use of
physical assets may change
15 Process Section 5 Reassess the asset NEW Risk A13

Data performance and capacity
Systems needs of the community
Capability facilities network following
implementation of the Baseline
Service Standards
16 Process Section 6 Identify options for a NEW Risk A13

Data prioritisation framework to
Systems enable better decision-making
Capability
76
Community
Related
Regional &
Specialist
Facilities
Libraries
strategic
Pools &
Local &
Leisure
Sports
CFNP
Asset asset
Parks
Parks
AMP
AMP
AMP
17 Process Section 6 Review of the Optimisation This new process arising out Identify key participants from High Risk A17
Project’s execution plan to of the Long Term Plan will theme in the identification and
identify any implementation need to be well understood, prioritisation of opportunities
opportunities, issues and risks in particular the implication of being considered.
for the community facilities Local Board assets that
portfolio serve a catchment beyond
their local board boundaries
18 Process Section 5 Consider an appropriate, Risk A14

affordable cycle for condition
assessments
19 Process Section 5 Undertake condition Risk A14

Data assessments for leased
facilities to inform planning
20 Process Section 2 Ensure evidence-based Issue 5

Capability options are considered
alongside operational
requirements
21 Process Section 5 Complete condition Property Underway, Risk A14

Data assessments for remaining completion
asset types (cemeteries, end of
crematoria and parks public 2015
buildings)
22 Data Section 5 Agree on a central asset data Issue 3

Systems management process that
Process provides shared access to
source(s) of information
23 Capability Section 2 Define roles and expectations Participate in the Operations Issue 5
for asset planning functions divisional reshape project
within departments and across
divisions
24 Process Section 3 Complete network Issue 2

Data assessments for asset types
within existing scope of the
Communities Facilities
Network Plan
25 Capability ALL Develop an information pack

for individual local boards that
includes key information from
the Community Facilities
Strategic Asset Management
Plan
26 Process Section 4 Investigate the scale of growth Particular emphasis needs to Risk A7
Data and its impact on demand and be given to different
levels of service communities across
Auckland eg youthful South
27 Process Section 2 Ensure the Community Issue 6

Capability Facilities Strategic Asset
Management Plan aligns with
relevant asset strategies
28 Capability ALL Complete asset management To be completed once the

maturity matrix assessment full CFSAMP improvement
plan has been assessed
29 Process Section 4 Review current provision Issue 9

frameworks for all community
facilities asset types and
develop new where necessary
78
Appendix 1: Glossary
Term Definition
Acquisition The process of engaging the use of an asset, from identification of needs through to hand-
over. Acquisition includes ensuring an asset is ready for service, as well as documentation
and protocols around record keeping and management. Acquisition is not solely about
outright purchase, but also encompasses alternative methodologies such as construction,
leasing, vesting, and partnerships with external parties
Annual Plan The plan that sets out what the council will be working to achieve in a financial year, how it
will spend its money, the level of service provided, and the level of rates and other revenue
sources required to fund that spending
Area (Spatial) Plan Spatial planning at a more local scale that translates Auckland Plan directions and local
board aspirations into local spatial outcomes and intended land uses. In turn, it gives
direction to the Unitary Plan, previously referred to as a District Plan or some other name
Art facilities Provide opportunities for the community to learn, experience, create and appreciate arts
and culture. They also provide opportunities for art-making at community, emerging artist
and professional artist levels. They include facilities for visual and performing arts, literature,
and for cultural activities (both cultural expression and cultural heritage). These facilities
have on-site staff, coordinated programming and some have performance and exhibition
spaces, teaching facilities, studio spaces for hire and maker spaces.
Asset An item of value, usually of a physical nature and that has future economic benefits.
Infrastructural assets provide the basic facilities, services and installations needed for a
community or society to function, such as stormwater drainage pipes. Non-infrastructural
assets are those that provide either administrative or operational functions, such as
computer software, office equipment, etc
Asset Condition The physical state of an asset, which determines its ability to deliver required services
Asset Management The Asset Management Framework is the overarching document, as defined in the Long
Framework Term Plan, that articulates the council's commitment to ensure that asset management
(AM) is undertaken in a structured and coordinated way across the organisation
underpinned by core principles
Asset Management Plan An Asset Management Plan (AMP) is a medium to long term (10-50 years or more) plan
(AMP) that outlines the asset activities and programmes for each service area, as well as the
resources to be applied to provide a defined level of service in the most cost effective way.
It supports Council's Long Term Plans, the Auckland Plan, CCOs' Strategic Plans and Local
Board Agreements
Asset Management This document sets out the high-level, long-term approach to asset management, including
Strategy asset management action plans and objectives for the management of assets. It also
includes information about capability enhancement projects
Auckland (Spatial) Plan A spatial plan for Auckland as mandated in S79 and S80 of the Local Government
(Auckland Council) Act 2009. Now called the Auckland Plan (see also Masterplan)
Asset Register A record of asset information, typically held in a spreadsheet, database, or software system,
including asset attribute data such as quantity, type, and construction cost, primarily for
asset management purposes
Asset Value The assessed value of an asset, which may be either the amount for which an asset could
be exchanged between knowledgeable, willing parties in an arm's length transaction, or the
amount at which an asset is recognised after deducting any accumulated depreciation and
accumulated impairment losses
Capital expenditure (Capex) Expenditure used to create new assets or to increase the capacity of existing assets beyond
their original design capacity or service potential. Capital expenditure increases the value of
an asset.
Catchment The geographic area that the facility serves. This can be specified as a local, destination or
regional catchment.
Changing rooms Facilities usually on or near a beach or sports park. They often include a toilet facility. Their
purpose is to serve as a changing area for sports and recreation activities.
Chapels, crematoria and Grandstands, Cafe/Restaurants, Kitchens, Public Display/Education Buildings,
parks public buildings Shade/Shelters, Sports Facilities, Visitor/Information centres, chapels, crematoria and parks
public buildings
Community centres and Provide opportunities for social interaction, arts and recreation, events, programmes and
houses interest-based groups or activities. These facilities generally have meeting spaces which
can be booked, coordinated programming and are often staffed by an on-site manager.
They may also include other associated amenities like early childhood education centre,
Cititzens Advice Bureau or Plunket.

Term Definition
Community facilities In this SAMP, community facilities refers to arts and culture facilities, community centres,
libraries, leisure facilities, pools and venues for hire.
Community facility Local – these facilities generally serve a local geographic area and are accessible within a
hierarchy certain walking or driving distance. Some users may come from further afield but this likely
to be the exception rather than the rule. These facilities generally have a local profile and
may not be well known beyond the local community. There is a similar range of activities
undertaken at local facilities. There will be a number of local facilities to serve the region.
Destination – the design and functionality of these facilities attracts users from a wider
geographic area, where users are prepared to travel to use the special features on offer.
Destination facilities are often a larger size and therefore have greater capacity. However, it
is mostly due to the specialised or bespoke amenities or fulfilling a niche activity that make
them a destination facility. Destination facilities are likely to have a sub-regional profile, for
example, the facility is well-known in the west, south, central or north of Auckland. There will
be a limited number of destination facilities as they serve a wide geographic area.
Regional – specialised facilities that serve the entire Auckland Region. These facilities will
generally be large and have sufficient capacity to serve regional demand. Regional facilities
will contain specific and specialised amenities or spaces. These facilities will have a
regional profile. Given the specialised nature and level of demand, there will only be a small
number of regional facilities required to serve the region.
Community facilities leases For the purposes of this CFSAMP, lease facilities refer to leases or hire agreements for
groups using Council owned buildings. In this SAMP, individual sites and buildings had
been taken into account rather than the active leases in the asset. This is to ensure the
building is counted only once even though it may include multiple leases within that building.
Council Controlled An organisation in which the council controls 50 per cent or more of the votes or has the
Organisation (CCO) right to appoint 50 per cent (or more) of directors or trustees.
Disposal Disposal refers to the actions necessary to decommission and dispose of assets that are no
longer required
Divestment Disposing of an asset that is no longer required or capable of meeting community needs,
which is determined following an investigation involving the local board and stakeholders.
Disposal may involve selling or transferring the entire site or removing the building from the
site.
Efficiency Assets are performing to their full potential with the right balance of functionality, utilisation,
physical condition and financial performance to meet business and community needs.
Fit for purpose The design, layout and condition of the space enables the outcomes sought for the facility to
be delivered. In the future we will aim for fit for purpose facilities to be accessible, best
placed, flexible, reflective of local character, quality and sustainable.
Forward Land and The staged and orderly delivery of serviced land across Auckland to meet Auckland Plan
Infrastructure Programme (long-term 30 year targets) and Auckland Housing Accord targets (short-term 3 year targets)
Leisure facilities Provide a range of indoor sport, recreation and fitness activities and may include an indoor
stadium, fitness suite, programme rooms and other associated amenities like a café,
physiotherapy, early childhood education, community services or meeting rooms. These
facilities typically have on-site staff that deliver recreation programmes but the spaces can
also be used or booked for a variety of other activities which may be non-recreational.
Level of Service A Level of Service is the degree of performance required of a particular activity. For
example, the performance measure might be the level of customer satisfaction with a
particular service, and the required Level of Service might be 90%. Levels of Service are
linked to funding and development programmes
Libraries Connect Auckland’s diverse communities and individuals with opportunities for reading,
browsing, relaxing, access to information, lifelong learning and democratic participation,
based on print and online collections, public computing networks and access to expert staff
assistance. They are trusted places that deliver a wide range of literacy skill and other
programmes which help develop individual and community potential, equity of access to
information, inspiration and creativity for people of all ages. Libraries spaces are changing
to become multipurpose community facilities that contribute to place-making and community
connection.
Long Term Plan This sets out the council’s vision, activities, projects, policies, and budgets for a 10-year
period. Also commonly referred to as the LTP, LTCCP, and the 10-year plan
Masterplan A detailed plan for a defined area, e.g. a centre or a new urban development. It involves the
integration of all elements (including social, cultural, economic and environmental
considerations) into one overall design and can include the final expected physical form of
the buildings and spaces within the defined area
80
Term Definition
National Facilities Strategy Developed by Sport New Zealand to provide direction on the international, national and
for Aquatic Sport local facility requirements for aquatic sports. For Auckland the strategy indicates:
• International requirements will be met by the development of the Millennium Institute of
Sport and Health (MISH) in Auckland and a proposed facility in Christchurch.
• National requirements – prioritise access to existing facilities, especially those with
spectator capacity and specialist amenities.
• Local – benchmark estimates for community pools in Auckland at 70 people per square
metre of pool (equivalent to 35,000 people for standard 500m2 pool).
National Facilities Strategy Developed by Sport New Zealand to provide direction on the international, national and
for Indoor sports local facility requirements for indoor sports, including volleyball, gym-sports, badminton,
basketball, futsal and netball. For Auckland the strategy indicates:
• There is sufficient supply of international facilities in New Zealand.
• There is a requirement for additional national and regional competitive facilities in
Auckland, as an extension of community level provision
• Local – benchmark estimates of one indoor court for 9,000 people (including school
and public provision). On this basis there is significant shortfall of indoor courts in
Auckland.
Operational Expenditure Operating expenditure refers to the costs incurred in running and managing assets, such as
(Opex) administration support (e.g. staff, contractors, consultants), occupancy costs (e.g. rent,
rates, insurances), regulatory and compliance costs (e.g. WASSA, BWOF, accreditation,
etc.), and other costs relating to performance (e.g. cleaning, customer surveys, feasibility
studies, condition assessment, etc.)
Optimisation Improving the delivery of community facilities to achieve better financial and community
outcomes, for example selling an asset(s) to reinvest in the upgrade or development of new
asset(s), repurposing an asset for a different use or taking advantage of commercial
opportunities to generate funding that can be invested into asset(s).
Parks depots and utility Council Office/Service Centres, Farm buildings Horticulture/Glasshouses, Pumphouses and
buildings Works Depot/Utility Buildings
Pools and Leisure centres Buildings or fenced outdoor areas, incorporating indoor and/or outdoor swimming pools for
swimming for fun, learning, sport or relaxation. These facilities have on-site staff and require
user supervision and management of water quality in accordance with national standards.
They may also include a fitness suite, programme rooms and other associated amenities
like a café, physiotherapy and early childhood education.
Rental accommodation Camp/Hut/Lodge Buildings, Laundries (usually in Holiday Parks), Camp/Hut/Lodge
Buildings, Commercial/Investment Buildings, Community Facilities, Residential houses and
Residential Garages (usually for Park Rangers), and Baches.
Housing for older persons The provision of rental or owner-occupier units for older people provides safe, secure,
accessible and affordable housing to low income older people supporting them to be active,
healthy, safe, and independent allowing older members of the community to stay close to
friends and family. Although the provision of social Housing for older people is a
discretionary activity it is a recognised as a significant activity under the Local Government
Act 2002.
Special Housing Areas Locations identified for growth in the Auckland Plan and the Proposed Auckland Unitary
Plan where fast-track development of affordable housing can take place
Toilets (Parks and Provided as a public amenity. Management of the Auckland Council public toilet network
Streetscapes) falls under the responsibility of two distinct and separate departments of council. In their
capacity as ‘manager’ they act as owner on behalf of Auckland Council.
- Parks, Sport and Recreation (PSR) – toilets and change sheds located on parks, reserves,
esplanades, beach or sports grounds and that service users and visitors to these locations.
- Auckland Council Property Department (ACPD) – toilets that service users and visitors to
business town centres and are not located on a park, reserve, esplanade, beach or sports
ground. These are commonly referred to as streetscape toilets.
Underperforming assets An asset’s overall performance is measured by its functionality, utilisation, physical
condition and financial performance based on the service delivery requirements of the
business and community. These requirements are generally described in levels of service
statements or service standards.
An underperforming asset does not meet these criteria either in part or full.
Venues for hire Spaces available for hire on a regular or casual basis for public and private meetings,
activities, programmes or events. These facilities have no on-site manager or coordinated
programming. In most cases users hire and access the spaces through a centralized
booking system.

Appendix 2: Risk management
Risk register
Risk Status
(After treatment)
Risk
Ref ID #
Additional Control(s)
Treatment Open /
Revised Risk rating

Risk Description Impact required Risk Owner Review Date
Consequence
Plan Closed
Risk Score
Likelihood
Summary Relevant SAMP
(RAG)
section
A1 Failure of climate control systems (including drying Damage to Library heritage and Art Back-up climate control 2 2 4 Libraries: Senior Dept specific 2016 Closed
equipment and cold storage facilities) collections systems will be able to protect Library Management
heritage and art assets Art facilities: Facilities
Managers
Failure of heritage and art facility security system Damage to Library heritage and Art Back-up security systems will 2 2 4 Libraries: Senior Dept specific 2016 Closed
collections be sufficient to protect Library Management
heritage and art assets Art facilities: Facilities
Managers
A2
A3 Referral of customers to 2 2 4 Libraries: Library Dept specific 2016 Closed
alternative library with internet Administrators/ Library
services intact. Secondary Staff/ Information
power source services staff
Failure of internet services Not able to operate internet service
C1 Operational services could 1 2 2 Libraries and Council-wide 2016 Closed
Inability to respond to, or effectively still be provided off-site Community Centres:
manage and recover from disaster or Operations managers
emergency; Inability to operate council
Unavailability of normal workplace resources for council business under normal conditions; Poor
personnel public perception / Negative image
A4 Refer improvement plan initiative Continue to form a robust end 2 2 4 Asset management Section 6: How we will 2016 Closed
23 to end process of information planning and manage community
management e.g. Operations staff facilities for the future
standardised data entry
forms; Improve use of filing
systems; Define
responsibilities more clearly;
Operational loss; Financial costs; Failure Provide appropriate training
to meet compliance requirements (e.g. for staff; Protocols for update
asset inventory and condition information, and ongoing auditing;
unable to forecast renewals Ongoing customisation of
requirements); Poor public perception / Asset Management systems
Loss of asset information Negative image to meet needs
A5 Refer improvement plan initiative 3 3 9 Operational Lead Section 5 Regular Open
8 Teams
Ensure asset descriptions and
condition data is accurate
prior to valuation exercise;
Annual Plan budgets to be
based on condition data;
Improved asset planning
Decline in integrity and service capacity of processes linked to project
assets due to under-funding of renewals; delivery and asset
Failure to secure renewals funding - funding constraints Insufficient depreciation funding replacement
82
Risk Status
(After treatment)
Risk
Ref ID #
Additional Control(s)
Treatment Open /
Revised Risk rating

Risk Description Impact required Risk Owner Review Date
Consequence
Plan Closed
Risk Score
Likelihood
Summary Relevant SAMP
(RAG)
section
A6 Refer improvement plan initiative 2 2 4 Operational staff, Section 4 Regular Open

13 Property staff
Improve levels of service
measures through
benchmarked costing and
performance ratings; Improve
councillor understanding of
levels of service and cost
Failure to meet objectives in Long Term Plan Service Levels not met options
A7 Refer improvement plan initiative 2 2 4 Operational Lead Section 4 Annually Open
26 Teams, Property
Expensive reconfigurations and upgrades;
Lower usage rates; Financial viability;
Failure to manage current assets to meet future demand Poor public perception / Negative image Demand management
A8 2 2 4 Operational staff, Dept specific Annually Closed
Property staff
Loss of core operations (customer experience, visiting, Community facilities unavailable to public,
lending, organised events, support functions) failure of information services Demand management
A9 Seismic risk of community facilities portfolio Structural integrity of buildings in the Refer improvement plan initiative Organisational buy-in and 2 3 6 Property, Strategy and Section 5 Quarterly Open
event of an earthquake 7. resourcing (underway) Asset Planning
A10 Physical safety of staff, users and contractors Injury or harm to affected persons 1 3 3 Property operational Council-wide Annually Closed
staff
A11 Under or over provision due to growth and demand Under of over provision in particular areas Refer improvement plan initiative Organisational buy-in and 1 4 4 RIMU staff, Financial Section 4 Quarterly Open
predictions being too high or low, if actual patterns differ of Auckland 11 resourcing (underway) Policy and Planning
from projected growth model staff
A12 Provision frameworks don't specifically reference the Demand may differ from past trends as a Refer improvement plan initiative Organisational buy-in and 2 2 4 Operational staff Section 4 Regular Open
potential impact of technology on changes in use of result of changing behaviour 14 resourcing (underway)
physical assets
A13 Exposure due to lack of asset information and disconnect Refer improvement plan initiative Organisational buy-in and 2 2 4 Asset Planning Section 5 Regular Open
with renewals planning [Visitor Centres, Ancillary Buildings, 8, 9, 15, 16 resourcing (underway)
Holiday Accommodation] Decline in integrity and service capacity of
assets due to under-funding of renewals;
Insufficient depreciation funding
A14 Lack of overall building condition grade creates reliance on Inconsistency in knowledge could give Refer improvement plan initiative Organisational buy-in and 1 2 2 Asset Planning Section 5 Regular Open
individual knowledge to assist in prioritisation inputs. inaccurate results 9, 18, 19, 21 resourcing (underway)
A15 Lack of current building condition information creates Inconsistency in knowledge could give Refer improvement plan initiative Organisational buy-in and 2 2 4 Asset Planning Section 5 Regular Open
reliance on modelling to inform planning of some asset inaccurate results leading to under- 9 resourcing (underway)
types funding of renewals
A16 Lack of cohesion between Open Space and Community Gaps or duplication in asset information Refer improvement plan initiative Organisational buy-in and 1 2 2 Asset Planning Section 2 Regular Open
Facilities SAMPS 10 resourcing (underway)
A17 Inadequate internal and external stakeholder and Delays in delivering project outcomes Refer improvement plan initiative 2 4 8 Section 6 Open
governance engagement through implementation of Dissatisfaction may prevent realising 2, 3, 17
property optimisation and disposal process project outcomes
A18 Decline in integrity and service capacity of Support requests for 2 3 6 Section 6 Open
Failure to secure adequate operational funding - funding
assets due to inadequate maintenance additional funding as required
constraints

Issues register
Issue
Ref ID #
Additional Control(s) Treatment Open /

Issue Description Impact Existing Control(s) Issue Owner Review Date
required Plan Closed
Summary
1 Growth model data is still based on High Continued use of Auckland Ensure regular updates are Improvement Justine Haves Section 4 Monthly
2006 Census data. Updated models Council growth model to received from Financial initiative 11
will need to be used to refine data ensure consistency across Policy and Planning
modelling for future network planning regarding revised version of
configuration. the model
Lack of data for some asset types Medium Participation across theme to Implementation of Improvement Jane Taylor Section 3 Monthly
limits application of consistent ensure source data comes improvement initiatives to initiative 6, 24
planning practice across portfolio from key departments realise opportunities
2
3 Asset data is not centralised or Medium Participation across theme to Implementation of Improvement Jane Taylor Section 5 Monthly
stored consistently. Heavy reliance ensure source data comes improvement initiatives to initiative 22
on individuals to source and provide from key departments realise opportunities
data so no limited ability to establish
key connections
4 Lack of background information on Medium Implementation of Improvement Jane Taylor Section 2 Monthly
how Parks renewals budgets for improvement initiatives to initiative 1
2016- 2025 have been completed realise opportunities
5 Inconsistent processes for asset Medium Implementation of Improvement Jane Taylor Section 2 Monthly
planning across the PCL theme improvement initiatives to initiative 1
realise opportunities Improvement
initiative 10
Improvement
initiative 20
Improvement
initiative 23
6 Analysis of alignment of CF SAMP Medium Implementation of Improvement Jane Taylor Section 2 Monthly
to other high level strategic improvement initiatives to initiative 27
documents not completed realise opportunities
7 Lack of analysis of network view of Medium Implementation of Improvement Jane Taylor Section 3 Monthly
CF assets improvement initiatives to initiative 4
realise opportunities
8 Inconsistent utilisation data for CF Medium Implementation of Improvement Jane Taylor Section 4 Monthly
assets improvement initiatives to initiative 5
realise opportunities Improvement
initiative 12
9 Some asset classes do not have Medium Implementation of Improvement Jane Taylor Section 4 Monthly
provision frameworks improvement initiatives to initiative 29
realise opportunities
84
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Community

Community Facilities Strategic Asset Management Plan | 5

Community Facilities Strategic Asset Management Plan | 7

be a living document. We will continue to

Community Facilities Strategic Asset Management Plan | 9

Figure 1 Hierarchy and relationship between council asset management plans

Open space policies and strategies

Figure 2 Plans supporting the Auckland Plan

Community Facilities Strategic Asset Management Plan | 11

2.3 Challenges and opportunities

Table 1 Challenges and opportunities

Challenges Opportunities Relevant section

Boundaries Taking a network approach Section 2: Why this plan

Uneven distribution Increased integration Section 3: The assets this

Underperforming assets Asset transfer Section 5: How we

A growing and diversifying population Partnerships Section 4: Current and

Land availability Community governance Section 6 : How we

This should be part of a suite of tools and

Financial sustainability Design Section 5: How we

Development contributions Section 6: How we manage

Community Facilities Strategic Asset Management Plan | 13

• Deliver integrated planning across all types of community

Analysis of the alignment of the

3.1 What the assets provide

• participation – places where people • support for the community, as civil

Community Facilities Strategic Asset Management Plan | 15

spaces, cemeteries, volcanic cones etc. – are

3.3 Critical assets

Facilities Current state Planned projects (long-term plan)

Number of (sqm) per

Number of (sqm) per

Community Facilities Strategic Asset Management Plan | 17

Number of (sqm) per

Number of (sqm) per

Number of (sqm) per

Community Facilities Strategic Asset Management Plan | 19

Total 1412 Average 9

Number of (sqm) per

Number of (sqm) per

Number of (sqm) per

Community Facilities Strategic Asset Management Plan | 21

Number of (sqm) per

Total 684 Average 13

Number of (sqm) per

Total 130 Average 28

Community Facilities Strategic Asset Management Plan | 23

There is a lack of analysis of the

4.1 Factors that affect demand 4.1.2 Demographics

Community Facilities Strategic Asset Management Plan | 25

4.1.4 Urban infrastructure

• The Local Government Act 2002

Table 4 Community facilities use and satisfaction

Asset type User profile Levels of use Satisfaction

Changing Casual parks visitors. No usage data is available. No satisfaction data is

Chapels, Casual parks visitors. No usage data is available. No satisfaction data is

Community Facilities Strategic Asset Management Plan | 27

Community Data unavailable. Data unavailable. Data unavailable.

Pools and Pools 64 per cent of respondents 81 per cent of respondents

Rental Age profile is similar to the Overall, holiday No formal satisfaction