bellingen shire council buildings asset …...lifecycle asset management process. the inspections...

Bellingen Shire Council Buildings Asset Management PlanJune 2012

Bellingen ShireCOUNCIL

Contents

1.0 Executive Summary 2

2.0 Introduction 3

2.1 Background 3

3.0 Levels of Service 4

3.1 Legislative Requirements 4

3.2 Community Expectations 5

3.3 Current Level of Service 7

3.4 Affordable Level of Service 7

4.0 Strategic and Corporate Planning 8

5.0 Future Demand 8

5.1 Demand Forecasts 8

5.2 Demand Management Plan 9

6.0 Risk Management 9

7.0 Lifecycle Management Plan 11

7.1 Current Asset Condition 11

7.2 Asset Replacement Valuation 11

7.3 Routine Maintenance Planning 11

7.4 Maintenance Service Standards 12

7.5 Renewal Plan Costs 13

7.6 Creation/Acquisition/Augmentation Plan 13

7.7 Disposal Planning 13

7.8 Maintenance Renewal and Augmentation Accounting 13

8.0 Improvement and Monitoring 13

Tables

1 Key Building Assets 3

2 Condition Assessment Ratings 4

3 Levels of Service – Community Expectations 5

4 Building Asset Key Performance Indicators 6

5 Risk Assessment 10

6 Lifecycles of BSC Building Asset Types 13

7 Annual Maintenance Costs 12

8 Building Asset Service Standards 12

9 Action Plan 14

1Buildings Asset Management Plan 2012

Executive Summary

The Buildings Asset Management Plan is structured along the lines recommended in the Institute of Public Works Engineering Australia’s (IPWEA) International Infrastructure Management Manual (2002) Section 2.5.4. The plan covers buildings associated with Council depots, Council offices, public halls, public toilets, recreation reserve buildings, Rural Fire Service Sheds, SES sheds, pools, Visitor Information Centres, libraries, senior citizens centres, museums, saleyards, shops, cemeteries and other miscellaneous buildings.

Buildings are an important component of Council’s larger asset portfolio that facilitates the delivery of Council’s services to the community. Council owns or manages 193 buildings across the Shire on more than 100 different sites.

Our asset management practices are designed to achieve the following strategic objectives:

• Ensure buildings are maintained at a safe and functional standard• Optimise the provision and management of physical assets and public facilities to meet the

social, environmental and economic goals of Council• Meet community expectations in a financially responsible manner• Provide a building network from which Council can deliver services to the community• Ensure we have the facilities and services needed to have a healthy and active community

The replacement value of Council owned or controlled buildings stands at $35,819,809 and the annual maintenance costs associated with the building assets are $280,110.

One of the key challenges facing Council in relation to its building assets is the ongoing need to respond to high levels of vandalism of our buildings. Although vandalism is considered in the budget, there continues to be blow outs in this area because of the high number of incidents. Council responds to vandalism repairs swiftly in order to maintain the assets at appropriate standards for community use.

Council does not have the financial ability to fund all of the maintenance works necessary to keep the building asset base in serviceable condition. The funds that are available will be targeted to gain the most community benefit while ensuring that all community buildings with a demonstrated use remain as safe and viable assets.

Council does not have the financial ability to fund all of the maintenance works necessary to keep the building asset base in serviceable condition. The funds that are available will be targeted to gain the most community benefit while ensuring that all community buildings with a demonstrated use remain as safe and viable assets.

To date, Council has not had an integrated software system for the management of its assets. It is therefore difficult to fully appreciate and analyse the assets of Council in terms of appropriate management. It is envisaged that during the life of this plan, this issue will be rectified.

Some of the key actions of this Buildings Asset Management Plan include:

• Introduction of a revised ledger system and an asset management software package to improve our asset management planning capabilities

• Community buildings will undergo a review process to identify those that are under-utilised. These assets will be considered for disposal and removal from the Building Asset Register

• Update the replacements costs of existing buildings • Integration of the Asset Management Plan into Council’s Resourcing Strategy• Ongoing assessment of condition and function of Council owned and controlled buildings• Periodic review of this plan


2. Introduction

Bellingen Shire Council is strives to ensure that its assets and infrastructure are provided and managed in an appropriate, affordable, and equitable manner which meets community service delivery needs.

This plan is an integral part of Council’s resourcing strategy. It will be used and refined over time so that recognition and outcomes are achieved in managing assets that are:

• vital to the importance and growth of the local, State and National economy• a positive impact on future generations• optimising the investment resources provided by the community; and• ensuring that the Council resources are wisely spent

The key building assets covered in this plan are set out in the table below.

Table 1: Key building assets

Asset Category Number of Buildings Replacement Value ($)

Halls 9 6,146,928

Shops 8 1,056,510

Rural Fire Service Sheds 18 907,193

Libraries 3 2,316,703

Museums 3 749,070

Council Chambers 1 3,297,151

Visitor Information Centres 3 1,839,395

Saleyards 1 150,990

Public Amenities 28 1,142,675

The Council currently owns the vast majority of the building assets for which it has direct control. Historically, the Council’s have been encouraged to own buildings assets, or to take over ownership. This was a means to ensure that the ongoing maintenance needs and addressing of risks associated with the ownership and use of buildings by the public were clearly identified. The future ownership of buildings must be challenged as to whether this is financially sustainable, and if Council ownership is in the best interests of the Council and the community.

2.1 Background

The Building Asset Management Plan is designed to provide a way forward for the Council to improve the stewardship of this group of assets in an environment where the expectations of the community are rapidly changing.

In 2008, Bellingen Council undertook a Building Condition Review as part of the ‘Fair Value Asset Report’ process and incorporated detailed condition assessments, at the time, of some 193 buildings that were under the ownership or direct management of the Council. The assessments were undertaken in the form of four major components of the buildings, being:

• structure (short life and long life);• roof cladding;• mechanical plant; and• fit out.


The information included photographic data, as well as internal and external assessments. The report was produced in December 2008. This investigation formed the nucleus of Council’s information database and consolidated register of all buildings.

Table 2: Condition Assessment Ratings

0Poor Fair Good Excellent Not Stated

20

40

60

80

10

30

50

70

90

100

As can be seen in the table above, approximately 65% of Council’s building assets are in the poor or fair category. Buildings with a remaining life of 15 years of less will be prioritised for inspection under a new lifecycle asset management process. The inspections will determine if they are suitable for component renewal, functional upgrading or decommissioning.

3.0 Levels of Service

Levels of Service (LoS) are the required performance from the asset. Level of service determines an asset’s development, operation, maintenance, replacement and disposal.

Factors that determine LoS are primarily :

• Legislative Requirements. Guidelines and standards enshrined in statutes set by State or Federal governments.

• Customer Requirements. These are the functions the users expect to be provided by the asset.• Strategic and Corporate Goals. Council’s goals and values as stated in policies, strategies, and

the Bellingen Shire 2030 Community Strategic Plan.

3.1 Legislative Requirements

The relevant legislation governing building operations are listed below:

• Local Government Act 1993• Development Act 1993• Disability Discrimination Act 1992• Australian Standard AS1891 Fire Services• AS/NZS 2293:3 1995 Emergency Evacuation Lighting• Environment Planning and Assessment Act• Protection Of Environment Operations Act 1997• Essential Services Act 1988 No.41• Work Health and Safety Act 2011• Building Code of Australia 1993


Council has a responsibility to consider, adhere to and/or fulfil the requirements of the abovementioned legislative documents in its activities related to building asset management.

3.2 Community Expectations

Community service levels are supported by operational or technical measures of performance developed to ensure that the minimum community levels of service are met. Customer requirements that influence the council’s buildings operations are:

Table 3: LoS Community Expectations

Requirement Example Measurement

Safety Condition of structure Condition inspections, consumer feedback

Security Night Patrol Customer feedback

Aesthetics Elevation, landscape Consumer feedback

Condition Condition of Building Consumer feedback

Comfort and Suitability Air Conditioning Consumer feedback

Accessibility Ramps and Disabled Access Consumer feedback

Availability Ease of Availability Consumer feedback

Capacity Accommodation Size Consumer feedback

Functional Utility Swimming Pool Consumer feedback

Environmental, Ecological Non polluting Data collected by Council, Council inspections and consumer feedback

Reliability, Performance Continuous desired performance Consumer feedback

Maintainability Regular Maintenance Council inspections, consumer feedback

Quantity Number of facilities Review of demographic data, consumer feedback

Quality Condition for use, value for money Consumer feedback

Affordability Cost for service Consumer feedback

Cleanliness Hygiene Consumer feedback

Future adaptability Withstand future growth Review of demographic data, Planning

To date Council has not conducted user surveys of the Building Assets within the Shire. With the introduction of Integrated Planning and Reporting, systems will be developed to receive feedback on levels customer satisfaction.

Levels of service may also be established by using criteria against certain indicators for various classes of buildings. Key performance indicators for Bellingen’s buildings have been set as follows:


Table 4: Building Asset Key Performance Indicators

KPI Levels ofService

PerformanceMeasurementProcess

TargetPerformance

Actions tomeet TargetPerformance

Resources

Safety Buildingscomply with legislation

Safety audits 100% compliance

Regular audit In-house staff

Assets safefor use. Respond to unsafe conditions

Time taken to respond

Urgent safety issuesresponded to within four hours

Monitor &document

In-house staff

Security Provided inaccordance with building category

Security checks, audits

Security intent achieved

Monitoring,periodic reviews to be documented

Contractors

Condition,aesthetics, accessibility

Maintain atagreed levels for each category

Condition appraisals

Targets levels setand documented to be met

Regularcondition appraisals and actions completed

In-house staff andexperienced consultants

Reliability,performance, functionality

Essentialservices available and functioning

Audits documented

Compliance withlegislation, maintenance standards set

Plannedmaintenance, monitoring

In-house staff andexperienced consultants

Availability,comfort, capacityand suitability

Users requirements

Customersurveys, legislative requirements

Set to meet results of surveys. Audit against legislation

Developcustomer surveys, schedule audits

In-house andconsultants

Environment Minimisedimpact on environment

Legislative requirements

Compliance withlegislation, targets to be set to reduce carbon footprint

Environmentalaudits of significant buildings

ExperiencedConsultant

Affordability, quality

To deliveroptimal service at reasonable cost to users

Customer surveys, audits

Set targets usingsurvey results, audits

Developcustomer surveys, check levels against industry practice

In-house staff orconsultants

Adaptability toFuture requirements

To cater forfuture demand (or lack of demand)

Customersurveys, usage data, demographic statistics

Alterations/changesto suit results of investigations

Developsuitable surveys, research ABS and demographic data

In-house staff and consultants

These KPI’s will be phased in from July 2012 and reported against annually thereafter.


3.3 Current Level of Service

Some of the older buildings are not always suited to their current use. Further, a number of them are infrequently used. Nonetheless, they have close historic links that are valued by their local communities. A strategy will be mapped out where these buildings may be retired from public use, yet kept for their heritage links to local communities.

Given the condition assessments indicated 65% of Council’s building assets were in the poor to fair category, it can be assumed that a number of these buildings will be showing signs of structural problems. These issues will need to be addressed in a systematic way on order to optimise the levels of service of the buildings. Council inspections indicate that there are some highly reactive soils (clays) e.g. the Dorrigo area but due to the prevalent climatic conditions of the area, excessive shrinkage and swelling is not widespread. Buildings built prior to 1985 in the Dorrigo area are more vulnerable, as the footing designs up to that point in time were less robust for buildings built on clay soils.

Council, over the past years, has focussed on providing essential maintenance activity to ensure that the buildings continue to operate as they were originally built to function. The majority of maintenance is reactive due to the limited budget for routine and cyclic maintenance.

3.4 Affordable Level of Service

The elements required to be considered for every individual building are as follows:

• What level of service will be required in the short term, in the medium term, and in the long term for the users of the facility

• How often will it be used, and by how many and for what purpose/s?• Are there other, alternative means of providing the service? • Can the building be owned/maintained by others? • Can it be downsized? • Can it be combined with other facilities at a different location? • Can it be converted to meet the suitability requirements of the future?• What are the long term cash flow forecasts? • How do they compare with the history of cash flows? • Can the Council meet the aggregate costs in the medium to long term of this plus others within

similar categories?

The industry standard has a minimum funding benchmark of 1% of current replacement value to be allocated for the annual maintenance budget of building assets. Bellingen Shire Council expends approximately 0.78% of the replacement value of the building assets per year on maintenance. This shortfall impacts on Council’s ability to maintain buildings at a serviceable level and therefore the affordability of levels of service needs to be considered as a means of rationalising expenditure on building assets.


4.0 Strategic and Corporate Planning

Council must account for and plan for all of the existing assets under its ownership, and any new asset solutions proposed in its Community Strategic Plan and Delivery program. The asset management plans are required to cover a minimum timeframe of 10 years. Individual asset management plans are prepared for each class of assets. The overarching document that guides the asset management planning process is the Bellingen Shire Council Asset Management Policy.

Council has adopted an Asset Management Policy which recognises the responsibility for an extensive range of community infrastructure assets. The task of allocating Council’s available resources, to ensure that these assets provide the required service for the community, is ongoing and is subject to regular review. There is a constant need to balance the available resources to optimise the outcomes and use of these assets. An Asset Management Strategy has been developed to guide this process.

The Bellingen Shire Council Asset Management Strategy includes information on the actions required to improve council’s asset management capability as well as risk management strategies employed to protect Council’s assets.

This Asset Management plan is to be read with the following associated planning documents:

• Bellingen Shire Council Asset Management Policy• Bellingen Shire Council Asset Management Strategy• Bellingen Shire Council 2030 Community Strategic Plan

Council must account for, and plan for, all of the existing assets under its ownership, and any new asset acquired.

5. Future Demand

Financial forecast models can assist in predicting the future financial requirements based upon the presumption that the buildings or elements will be replaced when the condition ratings reach a predetermined condition when the Council must act. Preceding the use of such a model, discussion needs to be held about what conditions will be acceptable, and for what classes or uses of buildings will the condition ratings, and intervention levels differ. Also decisions will need to be made about affordable levels of service (refer to Section 3.4 above) in order to use the predictive model of financial requirements with a better degree of accuracy.

5.1 Demand Forecasts

In order to develop future works programs based on demand forecasts for renewal (replacement) of buildings, there is a need to review and critically analyse the anticipated replacement date for each building and its major component elements. As part of this review, the future demand issues as well as the affordability arguments have to be accounted for. Optimisation of the building asset life (or constraints caused by the potential failure of a particular major element) must also have a significant influence on decisions to be made when forecasting demand.

Consideration of what would happen should failure occur, and what would be the consequences upon the community, must be undertaken as part of the demand forecasting exercise.

Bellingen Shire is not expecting significant population increases in the next 10 years; however the demographic make up of our community is expected to change with the ageing of our population. Increase in demand on facilities is likely to occur for those facilities that are largely utilised by the 45 years and older cohorts. This is also likely to change the accessibility requirements of building infrastructure. These elements will need to be integrated into demand forecasting.


5.2 Demand Management Plan

The Bellingen Council will be required to work with its local community to establish alternatives to the use of buildings assets in some circumstances where the relative demand cannot justify the replacement of some of the building stock for what it was originally intended.

As well, removal of some building stock from the Council register will have to be undertaken where it can be demonstrated that the building/s would be better managed and controlled by others.

Demand for new services will be managed through the management of existing assets, upgrading of existing assets and providing new assets to meet demand. Non-asset solutions will also be considered in our demand management practices.

6.0 Risk Management

The Shire of Bellingen has acknowledged that Risk Management is an integral part of its organisation. The Risk Management Policy is a statement of commitment to ensure that the interests of the community, its employees, and contractors are protected by minimising loss arising from Councils activities and services. The recognised objectives of risk management are to:

• Outline the process by which an organisation will manage risk associated with its assets, so that all risks can be identified and evaluated in a consistent manner,

• Identify operational and organisational risks at a broad level,• Allocate responsibility for managing risks to specific staff to improve accountability; • Prioritise the risks to identify the highest risks that should be addressed in the short to medium

term.

The following table outlines the risks that have been identified in relation to Council’s building assets and provides an assessment of each identified risk.


Table 5: Risk Assessment

Risk DetailsRisk Assessment

Treatment StrategyValues after treatment

Likelihood Consequence Risk Rating Likelihood Consequence Risk Rating

Inadequate funding for renewal and maintenance resulting in deterioration of structures and decrease in levels of service

Possible High High Ensure priority given through budget process. Develop 10 year renewal and maintenance plans for parks assets.

Unlikely Medium Medium

Inappropriate technical practices employed for maintenance and renewal resulting in an increased rate of deterioration of asset

Possible High High Document best practice technical standards and monitoring procedure to ensure these standards are maintained and used through employee change.


Inadequate values and/or incomplete list of assets used for insurance purposes

High High High Include annual consultation with Technical Services directorate within insurance renewal procedures.

Unlikely High Medium

Inappropriate renewal and maintenance methods expose work personnel to unacceptable risks

Possible High High Compliance with requirements of WHS legislation. Adoption and documentation of safe systems of work. Staff training.


Buildings contain hazards that may injure employees or community members

Possible High High Formalise and document inspection frequency and findings. Formalise elevation flowchart for risks to ensure high and extreme risks are brought to the attention of senior management.


Destruction or damage by fire especially for buildings made from flammable materials

Possible High High Manage building surrounds to exclude fire hazards (rubbish, long grass, overhanging trees etc.) Ensure fire safety equipment is available and accessible at each facility.

Unlikely High Medium

Damage caused by vandalism High High High Report of acts of vandalism to police. Review maintenance tasks related to vandalism to identify high risk assets and consider alternative management regimes.

Likely High High

Inundation and damage from flood events High High High Identify high risk assets and review life cycle plans with a view to relocation

Likely Medium High

Failure to meet DDA building standards Possible High High Audit buildings in the community building review to identify any adjustments that are required to meet DDA building standards.



7.0 Lifecycle Management Plan

7.1 Current Asset Condition

Once the condition rating of each of the elements has been established, it is possible to attribute a whole of building condition rating (Refer to BSC Fair Value Asset Report December 2008). However, it must be borne in mind that the primary elements that have structural significance, being primarily the roof, walls frames, floor and foundations shall govern priorities for renewal/replacement.

7.2 Asset Replacement Valuation

Council’s Fair Value Asset Report (2008) valued the total replacement cost of the buildings that it inspected at $35,819,809.

The following lifecycles are based on the IPWEA’s “International Infrastructure Management Manual” (2002) but adjusted to better reflect the local environment of Bellingen Shire Council:

Table 6: Lifecycles of BSC Building Asset Types

ELEMENT TYPE YEARS LIFE

Short Life Structures

Long Life Structures

Timber framed wallsTimber floors

Timber roof frame Timber/metal cladding

Steel/masonry walls Concrete floor

Steel/timber roof frame

40 years (average)

60 years (average)

Roof Cladding

Fitout

Steel

Concrete tiles

Various – kitchens, storage

25 years

80 years

25 years

Plant Various – air-conditioning, heating units 15 years

7.3 Routine Maintenance Planning

The maintenance strategies for building and facility assets, along with factors that govern or influence them, are listed below:

Reactive (unplanned) maintenance strategy: This is governed by the urgency of what is required, and is influenced by public perception.

Planned (scheduled) maintenance strategy: This largely depends on the balance between legislative requirements and funding allocations.

Backlog maintenance strategy: This refers to an accumulation of uncorrected or deferred deficiencies in an asset that represent a liability in both physical and financial terms. This is governed by available funding and any future plans for a particular asset.

Cyclic maintenance strategy: This type of periodic maintenance having a cycle of more than one year is largely governed by legislative requirements, public perception, and available funding.

As a “first‐cut” initial program, it is suggested that any discrete set of works planned for a particular building that are estimated to cost over, say, $5,000, be treated as a capital works project, and attempts be made to describe the strategy that these works will fit under. This would assist the Council with a greater degree of certainty to establish what commitments will be required in the future for each of the above strategies.


Table 7: Annual Maintenance Costs *(Unaudited financial statements)

Year Estimated cost to bring up to satisfactory condition

standard ($)

Required Annual Maintenance

($)

Current Annual Maintenance

($)

June 2011 4,869,000 325,000 186,000

June 2010 3,525,000 332,000 241,000

June 2009 3,335,000 658,000 477,000

As the building assets age, the estimated cost to return to satisfactory condition is increasing whilst the required annual maintenance costs have decreased. The actual maintenance costs have significantly decreased over the past three years, contributing to the significant increase in the required funding to bring our building assets up to a satisfactory condition.

7.4 Maintenance Service Standards

The following are regarded as current levels of building maintenance service standards at Bellingen:

Table 8: Building Asset Service Standards

Asset Category

Maintenance Actions

Frequency Levels Of Service

All ElectricalMaintenance

Ongoing(scheduled) and as required

Assets comply with legislative requirements, essential services available and in working order

All Mechanical maintenance

Ongoing(scheduled) and as required

Assets comply with legislative requirements, essential services available and in working order

All Fire protection maintenance

Six monthly Assets comply with legislation

All Security equipment

Ongoing(scheduled)

In working order

All Cleaning Ongoing(scheduled)

Assets comply with legislative requirements,maintained to acceptable level for appearance, condition

All Pest control Annually(scheduled)

Assets comply with legislative requirements, to acceptable level for condition

All Maintenance of floor coverings

Frequency varies Assets comply with legislative requirements, to acceptable level for condition

All Internal painting Frequency varies Assets to acceptable appearance level

All External painting 7 year cycle Assets to acceptable condition, appearance

All Structural maintenance

As required Assets comply with legislative requirements, safe for all users, unsafe conditions responded to immediately, essential services available & in working order

All Plumbing Ongoing(scheduled)

Assets comply with legislative requirements, to acceptable levels for appearance, condition, meets users requirements

All Vandalism, graffiti, minor repair work

Varies Assets comply with legislative requirements, safe for all users, unsafe conditions responded to immediately, essential services available & in working order

The above maintenance service standards should be formally reviewed every twelve months, prior to budget deliberations.


7.5 Renewal Plan and Costs

Buildings renewals should be included within any planned capital works programme. A longer term 10 year strategic financial plan is also advocated so as to ensure that any major buildings replacements can be picked up and the necessary steps taken to have the required resources in place when the building/s are due for renewal.

7.6 Creation/Acquisition/ Augmentation Plan

All new buildings planned to be added to the Council buildings register will undergo a critical

‘whole‐of‐life’ analysis that considers the impact of longer term maintenance, as well as operating costs of the building stock upon the Council’s financial viability in the medium to long term. Where decisions are made by the Council to proceed with additional buildings, provision has to be built in to the Council’s future budgets to accommodate the new stock.

Whole of life analysis will not be available to Council until the appropriate software upgrades are undertaken.

7.7 Disposal Planning

A disposal/decommissioning plan will be put into place once surplus building assets have been identified and the affordability considerations discussed and agreed upon by Council. Those building assets that are surplus to Council and community requirements will undergo a disposal/decommissioning planning review.

7.8 Maintenance, Renewal and Augmentation Accounting

As a consequence of this Buildings Asset Management Plan, it is advocated that Bellingen Shire Council introduce a revised ledger system that groups the following expenditures and incomes:

• Operations and Maintenance‐Planned• Operations and Maintenance‐Reactive• Renewal, Rehabilitation and Replacement Costs• New and Augmentation Works (inclusive of “as constructed” costs reconciliation)• Additional operating costs as a result of new works• Disposal

Once a detailed history of the expenditures on buildings assets has been established, future budget lines could be shown as summary lines (that can be backed up with projected estimates of particularly regular utilities costs, etc.) so that trends can be more easily tracked, and timely investigations and remedial actions can be undertaken as problems/issues occur.

8.0 Improvement and Monitoring

Outlined below are the key activities for the improvement and monitoring of Building assets. A review of the plan and the key activities will be undertaken to determine if any changes are required for service levels, maintenance regimes, or building renewals.


Table 9: Action Plan

Task Resources Resources Required

Timeline

Purchase and establish an integrated asset management system

EngineeringIT / Finance

Internal funding

September 2012

Conduct annual audits of all Council managed buildings Engineering Internal By March 30 each year commencing 2013

Review building valuations on a 5 year cycle External Valuer

External/Corporate Services

September 2013 and September 2018

Asbestos audit and management plan Engineering External To be conducted in the 2014 annual audit

Annual review of Buildings Asset Management Plan Engineering Internal 2012 - 2022

Introduce customer satisfaction surveys across all building asset types

Engineering Internal Commencing 2013 and encompassing all asset types by 2016

Develop and implement a Demand Forecasting financial model

IT / Finance External 2014 - 2015

Development of 10 yr strategic financial plan for major building replacements

Finance internal 2013

Investigate alternatives to Council ownership of buildings where appropriate

EngineeringFinance

Internal 2014

Devise strategies to retire buildings that are little-used but are of historical and/or heritage significance to local communities

EngineeringEH&PFinance

Internal 2012

Gather data to determine population and demographic shifts impacting on public buildings use and relevance to future needs

Internal Ongoing (using data provided in the ID Profile)

Investigate ability of the community to meet whole of life costs of targeted public buildings that no longer are used as much as first thought

EngineeringFinance

Internal 2014

Undertake detailed analysis of each building to establish whether they may meet affordability criteria as set out in Section 3.4 of the Buildings Asset Management Plan

EngineeringFinance

Internal 2013

Restructure ledgers so as to separate out routine and cyclic maintenance costs, renewal costs of roof cladding, mechanical plant, fit out and structure of buildings

Finance Internal 2013

Establish a hierarchy buildings and affordable levels of service for each category

EngineeringFinance

Internal 2013

Review and critically analyse anticipated replacement date for each building and its major component elements. Consider the consequences of failure for each building and impact of failure on community

EngineeringFinance

Internal 2013

Introduce a revised ledger system that groups expenditures and incomes in order to analyse trends.


Budget to engage a skilled and experienced buildings professional to assess in detail buildings listed for major refurbishment


Investigate possible funding sources from other levels of Government to assist BSC in its endeavours to close the gap in funding shortfalls

Engineering Internal 2013

Phase in Building Asset KPI’s and associated annual reporting mechanisms

Engineering Internal 2012 - 2022

This plan covers a 10 year timeframe with annual reviews and updates.


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bellingen shire council buildings asset …...lifecycle asset management process. the inspections...

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