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BUSINESS PLAN 2019 - P|1 BUSINESS PLAN 2019 RUAKAKA RESERVE BOARD BUSINESS PLAN
BUSINESS PLAN 2019 - P|1
BUSINESS PLAN
2019
RUAKAKA RESERVE BOARD BUSINESS PLAN
BUSINESS PLAN 2019 - P|1
TABLE OF CONTENTSLegislative Framework P|1Background P|2Reserve Board 2019 P|4Camp Governance Structure P|5 Vision & Mission P|6Objectives P|7Policies & Procedures P|8Risks P|9Human Resources P|10Marketing P|11Annual General Meeting P|12Open Days P|13Seasonal Sites P|14 Caravan Storage P|15Sustainability Initiatives P|16Supporting Local Voluntary Groups P|17Income & Expenditure P|18Projects Completed Over The Last 5 Years P|19Opportunities For New Income P|20Major Upgrade/Repair Projects Required P|21Facilities At Present P|22Ten Year Plan Moving Forward P|24Camp Map - Facilities 2019 P|26Camp Map - Proposed Facilities 2029 P|27
Released for public submission August 2019Published September 2019
BUSINESS PLAN 2019 - P|1
Legislative FrameworkThe role of the Ruakaka Reserve Board is to govern the Ruakaka Reserve for the Department of Conservation under the Recreation Reserves and is set apart as a Camping Ground.
The legislative impetus for preparing a Management Plan is contained in the Reserves Act 1977.
The Management plan is expected to be under continuous review, to be adaptable to change due circumstances and increased knowledge.
The following is a brief outline of this Act:
Reserves Act 1977The Reserves Act 1977 is designed to protect public land, identify and protect natural and cultural values and ensure as far as possible the preservation of access for the public.
Ruakaka Reserve is classified as a Recreational Reserve.
Under the Act, the primary purpose of a Recreational Reserve is to:
“Provide areas for the recreation and sporting activities and the physical welfare and enjoyment of the public, and for the protection of the natural environment and beauty of the countryside, with emphasis on the retention of open spaces and on outdoor recreational activities, including recreational tracks in the countryside”.
The Act also governs what and how things are done within the reserve; ie: use, activities, management, preservation.
Legal Status:Legal Description Area Owners
Allotment 90 PSH of Ruakaka 10.798ha Department of Conservation
Pt. Allotment 140 PSH of Ruakaka 2.1647 Department of Conservation
BUSINESS PLAN 2019 - P|2
BACK GROUNDThe land is public conservation land in Ruakaka South, was declared a Reserve in 1917 and brought under Part II of the Public Reserves and Domains Act 1908 by NZ Gazette 1917. It was originally controlled by the Waipu North Board but passed to Whangarei County Council in 1921 when the two merged. The Domain Board was formed in 1928 and was appointed to control and manage by Gazette 1928. Three and a half acres of the domain was officially gazetted as a camping ground in 1937 and it slowly grew to 32 acres.
Today, a voluntary Board administers Ruakaka Reserve Motor Camp on behalf of the Department of Conservation (DOC). It has always been a family-focussed camp, and generations of families have enjoyed the facility. In the last 10 years, the Reserve Board has improved fiscal management, which allowed it to make substantial improvements to what was a fairly run-down Camp. These improvements have been carefully planned and the Board has a strong and ambitious long-term vision – however, progress has often been difficult by lack of access to external funding.
Improvements such as roading, ablution block upgrades, and vital capital expenditure such as new tractor, ride-on mower and farm gators have been completed. Three family cabins were purchased, and a small house was purchased from WDC in 2010, which accommodates a full-time staff member.
An adventure playground was added in 2012 and in 2014 a new ablution block ($160,000) which was required to service the large camper influx at peak times, was also completed. In late 2012, the Camp was obliged to connect its wastewater to the Ruakaka sewage plant (WDC) – stepped payments for this have been stretched out over 10 years, $17,000pa over the first four years, then $55,000 pa. It is critical that the Board and Management work on increasing revenue for the medium and long term and consider cost reduction initiatives.
While revenue has grown, running and compliance costs continue to soar and erode surplus profit. The Board recognises the opportunities available to it, but these opportunities require a substantial capital injection; however, although our local Westpac Bank has shown a willingness to lend, as a Crown entity we cannot borrow without special dispensation from a Minister of The Crown.
Due to this the Board and Management have had to work diligently on increasing revenue and consider cost reduction initiatives but within mind that the camp and surrounding area are kept to a high standard for years to come. In addition an increased costs of compliances is making it difficult for the Camp to retain staff.The viability of private camps in this country is very much under threat as land values and costs escalate. The importance of this facility such as ours is becoming more and more important to the generations to follow.
We are aware that DOC Northland has spent a considerable amount of money on its camps, of recent note the Uretiti Camp just south of Ruakaka; it has also been suggested that DOC may be looking to open new camps to keep up with demand. To the best of our knowledge, DOC has not invested in the administration costs of our Camp, and our impression is that they expect that we remain self-sufficient. While self-sufficiency is an important goal for us, without the ability to build additional revenue, the camp will struggle to develop further and achieve that goal. In our view, it would be sound economics for DOC to look at how it can increase the capacity of large camps such as Ruakaka (Share of sewage connection $270,000). This Camp, in particular, has the potential to increase capacity to meet peak demand, as well as generate more off-peak demand, and we are ideally located on the Northland tourist
BUSINESS PLAN 2019 - P|3
route less than two hours from Auckland.
Our facility is valuable to the local community and Northland as a whole. According to Tourism NZ, statistics for a Camp our size, customers (and the Camp) generate approximately $6.5 million to the Northland economy.
Clearly, there is potential to improve and grow to become a more sort-after destination – but we need to secure funding to cover the cost of WDC wastewater connection and capital investment to increase capacity and income, which will give us a more sustainable, self-sufficient, long-term future. A significant amount of investment will be required to increase capacity and revenue; of the major projects:
BUSINESS PLAN 2019 - P|4
RESERVE BOARD 2019The Ruakaka Reserve Board is a voluntary board (elected every three years) that fulfils the management role, on land that is owned by the Department of Conservation.
The Reserve Board operates under the powers vested to it by the Department of Conservation and follows the power, duties and functions of an administrative body under the Reserves Act 1977.
MEMBERSPhil Halse Retired Farmer, Bream Bay Ward Councilor, Chairman of Ruakaka Reserve Board
John van Pomeren Retired Police Officer
Ron McFarlane Retired Police Officer
Janette Spyve Administrator
John Kearney Creative Director - Graphic Design
Anthony Clark International Trading Manager
John Quayle Sales Representative
ExecutiveManea Bignell Treasurer/Secretary
Anne-Marie Abel Camp Manager
This plan has beendeveloped to lay down the
foundations to preserve theenvironment and wellbeing
of the Ruakaka ReserveMotor Camp for
future generations.
BUSINESS PLAN 2019 - P|5
CAMP GOVERNANCE STRUCTURE
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Office
Environmenal
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MaintenanceBuildings/Grounds
Health & Safety
BOARD
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Guidence for Management
Employmentof Manager
Treasurer/Secretary
All Governance MattersBudgetsPlanningPolicies
Campers
CommunityRelations
All Staff
OUR PHILOSOPHY
Every one has equal opportunity to camp and enjoy our environment –
whether it be in a tent, car, camper, caravan or cabin.
BUSINESS PLAN 2019 - P|6
OUR VISION
Continue to operate as an affordable, family orientated campground.
Preserve the character of the camp for future generations.
Provide facilities that are acceptable to today’s campers and compatible with other camps.
Increase capacity for peak periods in order to take advantage of growing demand.
Increase off-peak occupancy rate.
Improve facilities to cater for the wider community.
Become more self-sufficient.
Become a greener, sustainable camp.
OUR MISSION‘Best family camp in the north’.
A place to enjoy generations of family fun.
BUSINESS PLAN 2019 - P|7
OBJECTIVESTo be the best family camp in the North.
Increase peak and off-peak revenue.
Reduce operational costs by the best use of energy and water.
To reduce our carbon footprint to become recognised for having a truly green, sustainable policy.
Converting our water heating from diesel to LPG; more cost-effective and efficient.
Continue to provide exemplary management and governance, with carefully defined budgets and operational guidelines, and allow the Managers to manage and the Board to govern.
To be transparent in our governance - Open Days.
Everyone has an equal opportunity to enjoy our camping environment.
Maximise recycling.
Reducing paper footprint from our office.
BUSINESS PLAN 2019 - P|8
POLICIES & PROCEDURES
Reserves Act 1977 www.legislation.govt.nz/act/public/1977/0066/latest/DLM444305.html
Important Informationwww.motorcamp.co.nz/important-information/
Site Set Up www.motorcamp.co.nz/important-information/#setup
Cancellation Policy & Procedurewww.motorcamp.co.nz/important-information/#cancel
CCTV Policy www.motorcamp.co.nz/cctv-policy/
BUSINESS PLAN 2019 - P|9
RISKSWDC loan instalments for connection to Ruakaka Wastewater Treatment Plant have increased to $55,000 in 2017 and beyond. Therefore, the Camp must generate at least that much more surplus to sustain the Camp.
Climate change affects weather patterns, which can be detrimental to the business in several ways:
Poor weather influences customers’ decisions to shorten or cancel stays; severe storms damage the natural environment, and tents and awnings.
Low lake levels reduce the supply of power and increase costs.
Poor water supply (drought) may necessitate water-saving restrictions by authorities and increase costs (supply and demand).
Drought affects economic conditions and peoples’ decision to have a holiday.
Erosion – a sea wall protects Camps 2, 3 & 4 from storm damage and high tides. However, it has been undermined on the eastward side, has partially collapsed around the perimeter of Camp 2, and continues to do so. We have had quotes up to $70,000 to repair/replace this. Failure to do so in the next couple of years may cause safety issues, and lead to losing valuable land.
Lack of Capital.
BUSINESS PLAN 2019 - P|10
HUMAN RESOURCEA full-time manager lives on site.
A full-time assistant lives on site.
A full-time grounds-person lives off-site.
A full-time office person lives off-site.
6-12 Seasonal Staff as required over holidays.
Ongoing training.
ORDER OF PRIORITIES:
Meet with managers on a quarterly and annual basis to discuss progress, performance, needs etc
Managers provide a comprehensive report whenever Board meets
Managers keep maintaining and developing board/management policies
Managers employ all staff
Managers have Day-to-Day responsibilty of running the Camp
BUSINESS PLAN 2019 - P|11
MARKETINGThere are road signs indicating the distance to the Camp on State Highway 1, 4 kms north and south of the Ruakaka turn-off. A sign at the entrance depicts the waterfront view.
In 2014 our web site gained a face-lift. The Camp needs to keep information and forthcoming events up to date at all times to maintain interest. On-line booking is now available which is working very well.
In 2011 we established a Facebook page and put it to regular use to keep campers informed.
Advertising in targeted publications has been occurring. We need to market to camper van tourists.
Managers write seasonal newsletters.
In April 2012, the Board approved Managers’ request to market the Camp as Ruakaka Beach Holiday Park.
The Grey market continues to grow as baby-boomers retire. We must look at an effective marketing program, couple with special off-peak rates to appeal to this group.
Recommended by friends and family.
BUSINESS PLAN 2019 - P|12
ANNUAL GENERAL MEETINGIn January we hold a General Meeting welcoming the community and campers to attend.
This meeting is to show our progress in the camp to date from the last meeting, our plans for the next coming year and our Financial Reports.
The floor is also opened for discussion or ideas from attendees to contribute.
This meeting is held in our Camp Hall and advertised in our Newsletter, Website and Facebook page.
Board elections are subject to a three year period under the guidance of D.O.C.
BUSINESS PLAN 2019 - P|13
OPEN DAYSWe hold regular Open Days’, inviting campers and locals to come along to this event.
We make it a fun day with free activities:
• Sausage sizzle
• Water bottles
• Ice creams
• Games & activities – water-slides, face painting, bouncy castle
We take this opportunity to show everyone our “Future Plan’ of where we are at, what we propose to do and how we are tracking to date with progress.
There are also white boards where people can write down their ideas/suggestions for the future or to help us improve or add to what they think would make the camp or their stay better for everyone.
From this we do get a lot of wonderful ideas that often we hadn’t thought of and are able to put most of these in place within a short period of time.
BUSINESS PLAN 2019 - P|14
SEASONAL SITESWe have Seasonal Sites in some allocated areas of the campground. At present these areas are in Camp 1, Camp 4 and Camp 9.
Seasonal sites are mostly on low demand areas.
Seasonal Site period is from Labour Weekend to 1st May.
Seasonal sites must be applied for every year, this enabling everyone to have equal opportunity to be allocated a site for this purpose.
Seasonal Site holders have a new signed contract every year.
Seasonal sites are to be used on a regular basis.
If Seasonal site is not stayed in enough nights to warrant site used properly then contract can be cancelled at any time.
Caravans on Seasonal sites must be towable at all times with non-fixed structures and only canvas awnings.
Seasonal sites can be used by friends or family of the site holder.
Enables everyone – families, couples and older generation to enjoy camping in our environment.
Reserves Act 1977; - Section 44 (2) Maximum stay per site is any four week period from 1st November to 31st March as of 2024-2025 season (5 years transition period).
BUSINESS PLAN 2019 - P|15
CARAVAN STORAGEWith the size of our Holiday Park, we can offer Caravan Storage.
This is in an area that is not suitable for camp sites and it is not prohibiting campers from using this area.
A daily fee is charged for this service.
Caravans can be stored short-term or long-term.
While your caravan is in storage with us, we do require your caravan to be used on one of our sites, there is a minimum nightly stay requirement as agreed upon in the Caravan Storage Contract period.
You can also tow your van away and use at other camping areas and return it to storage on your journey home.
Offering Caravan storage is another way in which we create an opportunity for those owners who may not have been able to tow or store their caravan at home are still be able to enjoy camping.
BUSINESS PLAN 2019 - P|16
SUSTAINABILITY INITIATIVESRecycle rainwater and washing water for flush toilets
Energy program – cost-efficient lighting (e.g. LED and solar), solar power, gas heating
Maintain green areas for children
Improve recycling opportunities
BUSINESS PLAN 2019 - P|17
SUPPORTING LOCAL VOLUNTARY GROUPS• Ruakaka Voluntary Fire Brigade – they sell meat raffles over the Christmas/New Years period to help fund-
raise for their daily operations
• Ruakaka Scouts – do cake stalls through out the year for fund-raising
• Ruakaka Lions Club – sell hotdogs and chips over the Christmas/January period for fund-raising to go towards helping other local community groups or individuals
• Ruakaka Surf Lifesaving – do a blanket appeal over the summer period to fund-raise to help with their daily operations
• Local fishing clubs - use our Camp for social events
It is nice to be able to support local volunteer groups to come and fund-raise in the camp selling either produce or raffles enabling them to help with their daily operations or go towards supporting others in our community.
BUSINESS PLAN 2019 - P|18
INCOME & EXPENDITUREAccording to data from Statistics NZ and HAPNZ (Holiday Parks Assn.) NZMCA (itself and its customers) generates around $6.5M to in the local and Northland communities.
Broadening our customer base and increasing business is essential, both at peak and off-peak. We cannot meet demand in the busy Xmas-January period because:
We have insufficient campsites, as land would have to be developed to facilitate this.
Insufficient unserviceable cabins – large capital would be required.
We do not cater for those requiring self-contained cabins – retirees and travellers has been identified as viable markets. According to feedback from other holiday parks, each unit could return $20,000 pa – capital required The new ablution block gives us the ability to substantially increase capacity and will provide greater comfort for tenters.
Our research indicates a shortage of bulk back-packer facilities in Northland. While we have managed to accommodate small groups using our cabins and hall, we have lost sales through not having back-packers, which would bring significant off-peak business from schools and sports teams.
An effective marketing program and smart utilisation of the web would raise awareness of wider Bream Bay and its attractions.
Before 2005 there were rare increases in fees and the Camp struggled to allocate funds for necessary equipment replacement or expensive R&M. This Board has introduced stepped fee increases and continues to benchmark other camps to ensure we are meeting the market.
As compliance costs and operating costs increase, the gap between income and expenditure is closing – it is therefore critical that the Camp looks for new income streams.
Total income exceeds $550,000 and over the last five years, average growth has been up to 10% p.a.
Over 90% of income occurs between Labour weekend and Easter, and nearly 75% comes in the 3 months December to February.
Operating expenditure ranges between $350-450,000 depending on special projects, while capital expenditure averages around $100,000 pa.
Any surplus is spent on improvements and R&M.
A nonprofit organisation, any increase surplus is reinvested in camp facilities
BUSINESS PLAN 2019 - P|19
PROJECTS COMPLETED OVER THE LAST 5 YEARSWith managed increases in fees, along with grants when applicable, the camp has made significant improvements in the past five years.
Fifty non-powered tent sites in camp eight. $20,000
Ablution blocks in camp 2, 5 & 6, have been updated. $202000
Two small cabins replaced. $40,000
Camp 8 has a new ablution block including a kitchen. $250,000
Upgraded the Managers Accommodation. $60,000
BBQ area. $32,000
Shade Sail over playground. $18,000
Replacement of the Camp 2 jetty $10,000
Connection of the entire Camp to the Ruakaka Wastewater Treatment Plant $270,000
BUSINESS PLAN 2019 - P|20
OPPORTUNITIES FOR NEW INCOMEThe Board and management have scoped a large educational camp facility; this venture is absolutely crucial to the long term revenue stream required to service debt and develop the Camp, Funding of $400,000 would be required, which is expected to pay for itself in 6~8 years. A large facility would appeal to schools, sports clubs, budget tourists, Marsden point maintenance staff), as well as self-contained cabins. According to Statistics NZ, backpackers is one-fifth the size (separately) of the Holiday Park market. Potentially that may represent a 20% increase in custom for us. The Managers report that lost sales for large groups are about 15 (groups) and 6-10 schools, and the average stay is 2-4 nights, with groups being up to 40. This would reflect approximately $26,000 of potential income from lost sales alone. There are few large backpackers providers in the Bream Bay and greater Northland region. Whangarei Heads and Mangawhai Baptist Camps require two years booking in advance. That coupled with Statistics NZ data regarding the size of the market, leads us to believe that income would be approximately $100,000.
Self-contained cabins would generate about $20,000 pa creating equal opportunity in the camping environment.
We plan to add at least 50 more non-powered tent sites, which would require earthworks and water reticulation at an estimated cost of $20,000 and payback in 2 years.
Applications to the NZ Government Tourism Fund and/or Provincial Growth Fund..
BUSINESS PLAN 2019 - P|21
MAJOR UPGRADE/REPAIR PROJECTS REQUIREDReplacement of the small office with a larger facility, Consideration needs to be given to accommodation for temporary/relief staff, meeting room and office showroom. Coupled with this we envisage designing a safer, more practical entrance for campers, who at Christmas form a queue, which extends toward the bridge. Estimated cost $300,000.
Blocks 5&6, are the most utilised, and toilet and shower cubicles in need of replacement to meet health regulations.
Transformer upgrade - $20,000
Road and tennis court repairs – est $50,000
Sewage line from self-contained Camp 4 cabins to Camp 8 sewage tank
Hall
Revamp vehicle/pedestrians/office flow
Camp 2 boiler upgrade from diesel to LPG
Camp 8 ablution block interior upgrade
BUSINESS PLAN 2019 - P|22
FACILITIES AT PRESENTUntil recently there were only two fully equipped ablution blocks in the Camp (5 & 2), containing kitchen, laundry, toilets and showers. In late 2011, the Camp spent $250,000 on adding a laundry, kitchen and boiler room to Camp 4. A $100,000 loan from WDC was essential for this project.
Camp 2 block has been upgraded, and some aluminium joinery work done on Camp 5 & 6 blocks – however an additional $180,000 is required to bring them up to an acceptable standard, in line with Health Dept. regulations.
The office setup is inefficient and pokey and does not fit in with future planning. It is poorly located outside the entry and has poor visibility of the camp and entrance.
There is a two-bedroom self-contained unit, which was purchased in 2010, to accommodate assistants to the Managers and seriously needs a kitchen replacement.
The Managers House has no view of the camp entrance.
To improve efficiency, consideration has been given to installing a two-storey house and office similar to Waipu Cove on the inside edge of the camp entry. Downstairs is office and reception/showroom, internet café, meeting room and commercial laundry. Also downstairs could be temporary staff accommodation, with kitchenette and bathroom. Not only would this improve efficiency, but also the managers would have a great view of the entry and other parts of the camp.
The commercial laundry is situated in a cramped area of the workshop, which is unsuitable. It is some distance from the office, and in off-peak times, the full-time staff are expected to clean cabins and do the laundry. The clothesline is even further away at the back of the workshop.
There are a number of wastewater dump stations at the main ablution blocks, but only one accessible to camper vans.
Several years’ ago the camp road was resealed; however, this is displaying signs of wear and requires repairs and maintenance.
There is a hall on the hill in Camp 1 which is used regularly by the school and sports groups. The hall toilets serve the campers on the hill; however, there are no shower facilities here so these campers have a long walk to the main ablution blocks. It is also used in the wet period for a lounge/meeting room. The hall needs relining and insulating, and the windows are beyond repair.
There is a small tennis court in Camp 1 which is in regular use, which will need surface repairs when roads are upgraded.
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Five small cabins sleeping up to three generate income all year round. Upgrading with deck and awning will make them more appealing and valuable.
Three larger cabins sleep up to five.
In 2014, a second-hand ablution block, purchased from another camp, was upgraded and installed in Camp 8. This block cost $200,000 and facilitates our drive to have a large back-packers facility in future.
Main workshop and covered storage area upgrading
8 x Ablution blocks in the Camp
4 x Kitchens
Large Hall in Camp 1
4 x Laundries
Managers House at the entrance of the camp – upgraded
Assist Managers House behind camp 5
Main Office at the entrance of the camp
Storage facilities behind camp 5
Tennis Court in Camp 1
Playground between camp 1 and camp 6
BBQ area adjacent to the playground - new
5 x Cabins Small
3 x Cabins Large
1 x Kitchen Cabin
BUSINESS PLAN 2019 - P|24
TEN YEAR PLAN MOVING FORWARDClearly, there is potential to improve and grow to become a more sort-after destination – but we need to secure funding to cover the cost of WDC wastewater connection and capital investment to increase capacity and income, which will give us a more sustainable, self-sufficient, long-term future. A significant amount of investment will be required to increase capacity and revenue of the major projects:
The Board and management have scoped a large Educational facility catering for at least 50 students; this venture is absolutely crucial to the long term revenue stream required to service debt and develop the Camp, investment of $400,000. Through the summer period, the facility can be used for Backpackers etc.
Camp 8 becoming an area for groups and schools
Move Hall to Camp 8 area to become classroom
Construct Lodge in Camp 8 area -to cater for groups/schools
Self-contained cabins on waterfront (this enabling everyone to have equal opportunity to stay and enjoy our environment)
Kitchen cabins – Camp 3 area – enabling equal opportunity
Family wash rooms where Hall was – enabling families and elder people to assist each other
Upgrade tennis court
Solar lighting – roads and walkways
New office/staff room/laundry room
Entrance in to camp driveway – widen/improve
Office/accommodation entrance off Bream Bay drive?
Plant more trees for shelter to support wildlife refuge and everyone to enjoy
Plant fruit trees
Landscape and tier banks
Fitness circuit/confidence course
Road repairs/upgrade
Transformer upgrade
Sewer line extension from Camp 4 to Camp 8 for new self-contained cabins
BUSINESS PLAN 2019 - P|25
Camp 8 shower/toilets internal upgrade
Camp 8 kitchen upgrade to cater for larger groups
Camp 8 upgrade to powered sites
Camp 5 toilets internal upgrade
Camp 4 toilets/showers internal upgrade
Work in partnership with WDC developing car parking opportunities
BUSINESS PLAN 2019 - P|26
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6
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CAMP MAP - Facilities 2019
BUSINESS PLAN 2019 - P|27
21 R
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each
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d -
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kaka
011
6
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dry
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7 Be
ach
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s1
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2322
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1918
1716
451
12
3738
34
56
7
39 40 41 42
89
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32
7
12
3332
3130
34
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11
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67
1716
1514
1312
2019
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1615
1413
12
2122
2324
2526
2728
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54
32
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16171819
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MP
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MP
9
Mem
oria
lG
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n
13 14
12 11
15
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16
118
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55 54 53
19 20 21 22
17 18 19 20
13 14 15 16 17 18
47 46 45 44 43 42
41 40 39 38 37 36 35 34 33 32
25 24 23 22 21 20 19 18 17 16
15
15a
33 32
35 34
31 30 29 28 271 2
34
5
26
19 20 21 22 23 24 25 26 27
21 22 23
5 6 7 8 952 51 50 49 48
10 11 12
23 24 25 2627
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10 9 8 7 6 5 4 3 2 1
36 36a
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tor
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ark
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oria
lG
arde
n
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STO
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n Fl
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TWIN PINES
48 4950
5556
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51 52 53 54
6059
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3C
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P3
CA
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2C
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4C
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MP
3C
AM
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MP
1
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RA
GE
CA
RA
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STO
RA
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MP
1
CA
MP
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OFF
ICE
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bish
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RE
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ar P
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HA
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CAMP MAP - Proposed Facilities 2029
