Maitland City Council - Buildings Asset Management Plan August 2016, Revision 2
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Maitland City Council
Buildings Asset Management Plan
August 2016, Revision 2
Executive summary
Introduction
This Asset Management Plan (AMP) encompasses the asset management requirements for
Maitland City Council’s (MCC) community buildings.
The AMP outlines requirements to deliver expected services to the community including Levels
of Service; Future Demand and Lifecycle Management activities, informing specific asset
investment decisions.
This AMP builds upon the previous buildings AMP (completed in 2010) as well as planning work
defined in other City documents. This plan has been prepared by GHD in close consultation with
MCC staff.
What Council provides
MCC is expected to provide functional access to community facilities in a way that is:
Safe and suitable
Of appropriate quality
Reliable
Compliant with relevant legislation
Delivered in a cost efficient and sustainable manner
To meet these expectations, MCC manage a range of building assets totalling 214 individual
buildings with a 2015 replacement value of $184m:
Building Asset Category Quantity $ Cost Breakdown % of Total
District Buildings 5 $52,614,000 28.6%
Libraries 4 $12,008,000 6.5%
Child Care Centres 4 $5,824,000 3.2%
Community Halls 15 $18,709,000 10.2%
Amenities Buildings 35 $19,895,000 10.8%
Toilet Blocks 25 $2,040,000 1.1%
Grandstands 9 $3,755,000 2.0%
Kiosks 14 $947,000 0.5%
Council Works Depots 16 $6,751,000 3.7%
Equipment Sheds 24 $1,557,000 0.8%
Nursery 2 $137,000 0.1%
Mt Vincent Waste Depot 2 $145,000 0.1%
Miscellaneous Buildings 11 $1,343,000 0.7%
Residence 10 $3,199,000 1.7%
RFS Buildings 11 $7,671,000 4.2%
Walka Water Works 7 $5,602,000 3.0%
Maitland Gaol 20 $42,041,000 22.8%
TOTAL 214 $184,238,000 100.00%
MCC informally measures performance of these assets against technical levels of service
targets including: Safety (zero incidents/accidents); Availability (opening times, capacity); and
Fit for Purpose (compliance, condition, user access).
Maitland City Council - Buildings Asset Management Plan | i
Current asset status
Not every asset is of equal importance to MCC or presents the same failure risk. It is therefore
important to know which assets are most critical to service delivery. Understanding which assets
are critical, and why, helps to focus investment decisions.
Critical assets are those assets that have high consequences or impacts if they fail and a high
probability or likelihood of failing. As an indication of probability of failure, the following graph
represents the consumption of buildings based on condition and capacity data available or
opinions of MCC buildings staff. This data illustrates that just over $5m worth of building assets
are 100% consumed (i.e. need to be demolished, replaced or renewed) and therefore have a
high probability of failure. Note that the Maitland Gaol and Walka Water Works are included in
the following figure for information; however, the remainder of the data presented in this
Executive Summary excludes these facilities.
Figure E-1 Asset consumption distribution
MCC’s corporate risk management framework has been used to determine the risk exposure.
This data highlights the following:
From the 188 MCC buildings (excluding the Gaol and the Walka Water Works), 19
buildings (~10%) are performing below their target level of service
Of the 19 buildings performing below their target, almost all of these buildings present a
“high” business risk exposure, as illustrated in Figure E-2.
This risk exposure equates to around $21.2m in renewal costs
The buildings in this “high” risk category are listed in Table E-1.
ii | Maitland City Council - Buildings Asset Management Plan
P5 Almost Certain 0% 0% 68% 0% 0%
Probability of Failure
P4 Likely 0% 4% 18% 9% 0%
P3 Possible 1% 0% 0% 0% 0%
P2 Unlikely 0% 0% 0% 0% 0%
P1 Rare 0% 0% 0% 0% 0%
Insignificant Minor Moderate Major Catastrophic
C1 C2 C3 C4 C5
Consequence of Failure
Figure E-2 Asset business risk exposure Matrix (Buildings Total, excluding
Gaol and Walka Water Works)
Table E-1 Most Critical Buildings by BRE ranking (excl. Maitland Gaol and
Walka Water Works)
Rank Category Building BRE Renewal
1
District Buildings Administration Building 19 $2,126,000
2
District Buildings Town Hall 16 $11,313,000
3
Libraries Maitland Library 16 $1,079,000
4
Libraries Thornton Library 16 $1,207,000
5
District Buildings Art Gallery 16 $3,178,000
6
Community Halls East Maitland Community Centre 16 $510,000
7
Community Halls Morpeth School of Arts 16 $104,000
8
Community Halls Scout Hall (Close Street) 16 $147,000
9
Libraries East Maitland Library 15 $84,000
10
Libraries Rutherford Library 15 $1,489,000
Sustaining the Asset Portfolio
The estimated cost over time to renew MCC’s building assets to the target condition or capacity
is shown in the figure below. As indicated by the horizontal red line, the average cost to renew
the building portfolio (based on long term replacement cycles) is estimated to be in the order of
$2.12m, in 2015$.
Maitland City Council - Buildings Asset Management Plan | iiiFigure E-3 Financial projections (excluding Gaol and Walka Water Works)
The analysis detailed in this report also indicates that MCC has a manageable backlog of
renewal work over a short-term planning window (5 years) of $11.9m. The highest priority
buildings (those with the highest BRE) requiring renewal investment is provided in the above
table.
This information now provides MCC a target for prioritising further detailed assessment for the
short-term investments required. Risk exposure can be reduced through applying appropriate
reduction measures, and obtaining more accurate condition data that confirms extending asset
life is practical.
However, each year that adequate investment is not made through risk reduction measures, the
renewal (and risk exposure) quantity will compound. Based on the most recent 2015 operations
and maintenance data, MCC are, however, investing an appropriate amount to manage these
risks. For example:
2015 Operations and Maintenance Spend: $1.34m
2015 Minor Capital Works Spend: $0.89m
2015 TOTAL Spend: $2.22m
Predicted Average Annual Renewal Costs: $2.12m
Plans for the future
Short term plans to assist in improving the outputs of MCC’s asset management planning
processes include the following:
Validate consumption and probability of failure information on “very high” and “high” risk
assets through targeted data collection activities (e.g. condition assessments), and
detailed cost estimation for actual renewal works required.
Detailed assessment of the outcomes of this analysis in light of the Conservation
Management Plans, where available, for each building.
Implement short-term maintenance and renewal plans, prioritising “very high” and “high”
risk assets.
iv | Maitland City Council - Buildings Asset Management Plan Define and implement data management processes to facilitate AM planning decision
making including:
– Centralising data and reporting
– Aligning financial and maintenance activities/reporting with the agreed hierarchy
Identify additional or alternate funding sources and mechanisms to assist in meeting the
average annual sustainable renewal target.
Additional AM Planning improvement activities are discussed further in Section 7 of this Plan.
Maitland City Council - Buildings Asset Management Plan | vTable of contents
1. Introduction ...............................................................................................................................1
1.1 Content of this Asset Management Plan ..........................................................................1
1.2 Relationship to other city documents/outputs ...................................................................1
1.3 Overview of Facility service delivery ................................................................................2
1.4 Purpose of this Asset Management Plan .........................................................................3
2. Levels of service .......................................................................................................................4
2.1 Introduction .....................................................................................................................4
2.2 Customer research and expectations...............................................................................4
2.3 Key stakeholders .............................................................................................................6
2.1 Strategic and corporate goals ..........................................................................................6
2.2 Legislative requirements..................................................................................................8
3. Current levels of service ............................................................................................................9
3.1 Common levels of service................................................................................................9
3.2 Facility specific target levels of service – condition based ................................................9
3.3 Known service deficiencies............................................................................................12
3.4 Known operating and maintenance costs....................................................................... 12
4. Future demand........................................................................................................................13
4.1 Introduction ...................................................................................................................13
4.2 Demand drivers .............................................................................................................13
4.3 Current capacity ............................................................................................................14
4.4 Demand forecast ...........................................................................................................15
4.5 Demand management ...................................................................................................15
5. Lifecycle management plan .....................................................................................................16
5.1 Introduction ...................................................................................................................16
5.2 Asset hierarchy .............................................................................................................16
5.3 Asset profiles.................................................................................................................19
5.4 Asset lifecycle activities and cost data ........................................................................... 20
5.5 Asset failure modes and consumption estimates............................................................ 22
5.6 Asset risk data and risk exposure estimates .................................................................. 26
5.7 Routine maintenance plans ........................................................................................... 33
5.8 Creation/acquisition/upgrade plan.................................................................................. 33
5.9 Disposal plan.................................................................................................................33
6. Financial summary ..................................................................................................................34
6.1 Financial projections for asset replacement ................................................................... 34
6.2 Financial projections for full lifecycle .............................................................................. 37
6.3 Long term funding mechanisms ..................................................................................... 37
7. Plan improvement and monitoring ........................................................................................... 38
7.1 Overview .......................................................................................................................38
vi | Maitland City Council - Buildings Asset Management Plan7.2 Status of asset management practices .......................................................................... 38
7.3 Improvement program ...................................................................................................40
7.4 Monitoring and review procedures ................................................................................. 41
Table index
Table E-1 Most Critical Buildings by BRE ranking (excl. Maitland Gaol and Walka Water
Works) ........................................................................................................................... iii
Table 2-1 Typical customer expectations for building facility management .......................................4
Table 2-2 Strategic and corporate goals summary table ..................................................................6
Table 2-3 Legislative requirements..................................................................................................8
Table 3-1 Facility specific condition levels of service...................................................................... 10
Table 3-2 Current operating & maintenance service levels as expenditure..................................... 12
Table 4-1 Demand drivers .............................................................................................................13
Table 4-2 Current available capacity and usage data.....................................................................14
Table 5-1 Asset hierarchy – building facility services ..................................................................... 16
Table 5-2 Maximum Potential Life and Usage Target by asset class .............................................. 18
Table 5-3 Asset class assignment to building hierarchy ................................................................. 18
Table 5-4 Replacement costs by asset category ............................................................................ 19
Table 5-5 Maximum potential life ...................................................................................................22
Table 5-6 Condition rating scale ....................................................................................................23
Table 5-7 Condition rating residual life factors ............................................................................... 23
Table 5-8 Buildings with asset consumption >90% ........................................................................ 24
Table 5-9 Value of asset at target condition ................................................................................... 26
Table 5-10 Minimum condition rating by building category ............................................................... 27
Table 5-11 PoF determination for LoS(Condition) ............................................................................ 28
Table 5-12 PoF determination for LoS(Capacity) ............................................................................. 28
Table 5-13 Probability of failure scale ..............................................................................................29
Table 5-14 Consequence of failure scale......................................................................................... 29
Table 5-15 ‘Top 15’ BRE buildings ..................................................................................................31
Table 5-16 Top 15 BRE ranking buildings requiring renewal (excl. Maitland Gaol and Walka
Water Works) ................................................................................................................32
Table 7-1 Recommended improvement program ........................................................................... 40
Maitland City Council - Buildings Asset Management Plan | viiFigure index
Figure E-1 Asset consumption distribution ........................................................................................ ii
Figure E-2 Asset business risk exposure Matrix (Buildings Total, excluding Gaol and Walka
Water Works) ................................................................................................................. iii
Figure E-3 Financial projections (excluding Gaol and Walka Water Works) ...................................... iv
Figure 1-1 AM plan relationship to other Maitland City Council documents........................................2
Figure 2-1 Excerpt from MCC Community Research Report, Nov 2014 ............................................5
Figure 5-1 Replacement cost profile ...............................................................................................19
Figure 5-2 Asset installation profile .................................................................................................20
Figure 5-3 Asset consumption distribution, by building categories ................................................... 24
Figure 5-4 BRE matrix and risk ranking .......................................................................................... 26
Figure 5-5 Renewal costs, by BRE (all buildings excluding Gaol and Walka Water Works) ............. 31
Figure 6-1 Replacement costs financial projection .......................................................................... 35
Figure 6-2 Replacement costs financial projection, excluding Maitland Gaol and Walka
Water Works .................................................................................................................36
Figure 7-1 Confidence level rating - maturity................................................................................... 38
Appendices
Appendix A – Asset Consumption Distributions
Appendix B – BRE Matrices of Renewal Costs
Appendix C – Sequenced BRE and Renewal Costs for all Buildings
Appendix D – Replacement Cost Financial Projections
viii | Maitland City Council - Buildings Asset Management Plan1. Introduction
1.1 Content of this Asset Management Plan
This asset management plan (AM Plan) seeks to: demonstrate responsive management of
assets and associated services, comply with regulatory requirements, and communicate the
level of funding necessary to provide the required levels of service for community facility assets.
Maitland City Council (MCC) own and operate a number of buildings (214 assessed within this
AM Plan) varying in age from new to over 100 years of age (such as the Town Hall). The
buildings have a wide range of uses such as libraries, office buildings, community buildings,
childcare centres, historic and heritage buildings (such as Morpeth Court House), and sporting
facilities (inclusive of amenities blocks, sporting oval buildings, and grandstands).
The AM Plan outlines the general approach and methodology taken in preparing the Plan, as
well as a discussion on key outputs. The specific sections included in the Asset Management
Plan are as follows:
Levels of service – specifies the services and levels of service to be provided by council.
Future demand – how this will impact on future service delivery and how this is to be
met.
Lifecycle management – how Council are/will manage its existing and future assets to
provide the required services.
Financial summary – what funds are required to provide the required services.
Improvement and monitoring plan – Next steps required to enable continuous
improvement of AM Planning outputs.
Council also owns a number of buildings and complexes which are managed by other divisions
within Council or externally and subsequently are not covered by this Plan. These facilities
include:
Rangers Headquarters
Aquatic Centres
Playground equipment
Tennis courts, grounds and other sporting facilities
Fencing
External lighting and associated equipment
Some minor Miscellaneous buildings not otherwise covered in this assessment
1.2 Relationship to other city documents/outputs
The relationship of this AM Plan to other MCC documents and planning outputs is illustrated in
the figure below. The AM Plan is the base framework to assist MCC in developing appropriate
direction and inputs to budget forecasts, master plans, and associated studies/outputs for
maintaining and operating the various facilities.
Maitland City Council - Buildings Asset Management Plan | 1Figure 1-1 AM plan relationship to other Maitland City Council documents
The AM Plan is to be read with the following associated planning documents:
Maitland City Councils Annual Report 2013/14
Maitland City Council Operational Plan 2014-15
Maitland +10 Community Strategic Plan 2013
Maitland Delivery Program 2013-2017 (Revised)
Asset Management Policy 2014
Asset Management Strategy 2014
NSW 2021 (NSW Strategic Business Plan)
Hunter Local Action Plan
Maitland City Council’s Strategies and Plans
Review of Open Space and Recreation
Building specific conservation management plans
1.3 Overview of Facility service delivery
1.3.1 Overview
MCC is responsible for providing a range of building facility services to its community under the
portfolio of assets. To support the goals of meeting increased levels of service council engages
the necessary resources to meet the community needs and has adopted key infrastructure
asset management practices that satisfy the facility requirements. These are broadly specified
throughout this plan including:
Taking a life cycle approach in managing the building facility assets.
Developing cost-effective long term, risk-based management strategies.
Defining level of service and monitoring performance of the building facilities against this
level.
Understanding and meeting the demands of growth through demand management and
upgrade investment priorities.
Proactively managing risks associated with the assets.
2 | Maitland City Council - Buildings Asset Management Plan Sustainable use of physical resources.
Continuous improvement in asset management practices.
This AM plan is prepared under the direction of Council’s vision, mission, goals and objectives.
1.3.2 Service Delivery Program
To meet the strategic outcomes of delivering adequate services to the community each asset is
rated in terms of criticality. Criticality assists lifecycle management by defining which assets are
most important to the service delivery program. The AM plan provides:
Details of the community expectations and known policy requirements.
Lifecycle management strategies and/or suggestions on the building facilities (capital
rehabilitation or replacement projects and/or maintenance works) commensurate with
asset data available.
High level recommendations for short term actions based on asset criticality.
Indications of long-term sustainable funding amounts for maintaining adequate services.
1.4 Purpose of this Asset Management Plan
The purpose of the AM plan is to demonstrate responsive management of building facility
assets (and services provided from those assets), compliance with regulatory requirements, and
to communicate risks to the required levels of service.
It provides a rational framework that enables systematic and repeatable processes to manage
costs, risks and levels of service for each asset or asset group. The AM Plan identifies expected
future costs and assists in predicting future barriers to efficient and effective service delivery.
1.4.1 Core and advanced asset management
This AM plan is prepared as a ‘core’ AM plan in accordance with the International Infrastructure
Management Manual. It is prepared to meet minimum legislative and organisational
requirements for sustainable service delivery and long term financial planning and reporting.
Core asset management is a ‘top down’ approach where analysis is applied at the ‘system’ or
‘network’ level.
Future revisions of this asset management plan will improve the quality of asset information to
provide optimised long term planning and implementation of the building facilities asset
management strategy.
Maitland City Council - Buildings Asset Management Plan | 32. Levels of service
2.1 Introduction
One of the basic cornerstones of sound asset management is to provide the level of service
that current and future communities want and are prepared to pay for.
To achieve this, the Council needs to plan for the provision of desired service levels, for the
least cost, over the life span of its assets. Establishing levels of service requires knowledge of
customers and stakeholders, and an understanding of their expectations and requirements in
terms of the building facilities services.
This section of the AM Plan covers the following:
Customer Research and Expectations
Strategic and Corporate Goals
Legislative Requirements
Current Levels of Service
Desired Levels of Service
Known/Suspected Service Deficiencies
2.2 Customer research and expectations
An understanding of MCC’s building facility customers and their expectations is a key input into
determining the required levels of service. This understanding will be balanced against
legislative requirements and the customers’ ability/willingness to pay. The following table
summarises what community levels of service expectation are based on available data.
Table 2-1 Typical customer expectations for building facility management
Community LOS Community expectation
Safety Facility providers take safety seriously with measures in place to provide safe
facilities/services.
Quality Appropriate comfort features for patrons are made available as appropriate to
the type of building. Such as seating, landscaping, change rooms, fresh water,
ventilation systems, lighting/sound/communication facilities, car parking, locality
to public transport, accessibility options, etc.
All building facilities have a minimum standard for cleanliness,
upkeep/maintenance and are aesthetically attractive in their landscape.
Quantity Facilities have sufficient capacity to serve the communities current and future
needs.
Reliability Facilities are able provide the service that has been advertised and/or paid for
by the respective patrons at the time. That all repairs/breakdowns are dealt with
in a timely manner and patrons expecting to use facilities are notified (as far as
practicable) if there is impediment to their use of the facility.
Cost Efficiency Life cycle costs are managed effectively and efficiently to deliver services within
known budget constraints and in areas that are most critical to the community.
Legislative Compliance Compliance with all applicable legislation.
Sustainability and Long term plans are prepared, maintained and implemented to makes sure
4 | Maitland City Council - Buildings Asset Management PlanCommunity LOS Community expectation
Heritage facilities and services are delivered for future generations.
Recognition of local, state and or nationally significant buildings is made and
appropriate plans are put in place to manage accordingly.
Facilities operate in a way that minimizes impact to the environment.
The Maitland City Report available on the MCC website published by Micromex Research in
September 2014 provides a range of community survey results. Results shown in the graphic
below, courtesy of this report, indicate some aspects of the community survey are related to the
building facilities owned, operated and/or maintained by MCC.
Figure 2-1 Excerpt from MCC Community Research Report, Nov 2014
It should be noted that a range of interpretive and statistical analysis was subsequently
completed and reported on in this referenced report. In general terms, the community research
implies that majority of the building facility assets (considered in the referenced report) are of
relatively lower importance to the community (compared to other factors), and they are already
relatively satisfied with the service(s) being provided.
Maitland City Council - Buildings Asset Management Plan | 52.3 Key stakeholders
Key stakeholders in defining level of service are:
Community, Recreational Groups and Visitors
Residents and Tenants
Developers
Indigenous and European Heritage Bodies
Council Departments (Community and Recreation Services, Assets and Infrastructure,
Planning, City Works and Services)
For future iterations of this AM Plan, additional consultation with these stakeholders will be
required to re-confirm and/or define levels of services expectations based on the changing
needs of the community.
2.1 Strategic and corporate goals
The management of facilities is undertaken within the context of the MCC Community Strategic
Plan (“Maitland + 10”), dated March 2013. An outline of the themes as they relate to the building
facilities is provided in Table 2-2.
Table 2-2 Strategic and corporate goals summary table
Theme What Our Community How we will get there
Would Like
Proud People, Our growing community Growth and change in the city will be identified,
Great Lifestyle retains our sense of place planned for and respected by the community. The
and pride in our city whilst provision of community services remains effective
welcoming diversity and and meets identified and anticipated needs within our
change. community
We are focussed on lifelong learning and
collaborating to deliver a range of innovative
programs and services.
Our Built Space Our infrastructure is well New development and infrastructure provision is
planned, integrated and aligned and meets community needs
timely, meeting community
needs now and into the
future
Our unique built heritage is Adaptive and creative uses for heritage sites and
maintained and enhanced, buildings across the city will be explored and
coupled with sustainable promoted.
new developments to meet
Our iconic Town Hall will be revitalised to maximise
the needs of our growing
the potential benefits of the building to the
community.
community.
6 | Maitland City Council - Buildings Asset Management PlanTheme What Our Community How we will get there
Would Like
Out Natural Local people are aware of Sustainability and environmental education programs
Environment their personal impacts on will be implemented across the city, from community
the environment and take groups to schools.
steps to prevent or As a community, we are aware of our own
minimise native impacts requirements for food, water and energy and make
and promote positive environmentally friendly choices.
action
A Prosperous A unique sense of identity We will maintain and develop a network of vibrant
and Vibrant City and place is found mixed use centres, creating opportunities for
business growth and new services for the community
Maitland is seen as a We will work in partnership to enhance and
desirable place to live, an strengthen our events and tourism sector.
easy place to work, a We will work to enhance accommodation offerings
welcoming place to visit across the city, in particular our city centre.
and a wise place to invest.
Central Maitland is the We will see the CBD reclaim its place as the heart of
vibrant heart of our city, the city, through changes to the built form and
engendering a strong streetscapes, along with active partnerships.
sense of pride within the
A diverse mix of residential, retail, cultural, and other
community.
services will be found in the City Centre – a vibrant
place to visit during the day or night.
Connected and Maitland City Council is Council’s planning is integrated and long term, based
Collaborative efficient and effective in its on community desires expressed in the ten year
Community operations, actively community strategic plan.
Leaders listening to the community
Council’s decision making is transparent, accessible
and anticipating and
and accountable.
responding to community
needs.
A sustainable Council for a A strong focus on financial, economic, social and
sustainable City environmental sustainability will flow through all of
Council’s strategies, plans and decision making
The management of Council’s assets will be long
term and focused on meeting the needs of the
community now, and into the future
Council’s workforce, systems and processes will
support high performance and optimal service
delivery for our community.
Maitland City Council - Buildings Asset Management Plan | 72.2 Legislative requirements
Council has to meet many legislative requirements including Australian and State legislation and
State regulations. Priority regulations include:
Table 2-3 Legislative requirements
Legislation Objective/Intent
Local Government Act 1993 Sets out role, purpose, responsibilities and powers of local
Local Government Regulation governments including the preparation of a long term financial plan
2005 supported by asset management plans for sustainable service
delivery
Building Code of Australia (and Uniform set of technical provisions for the design and construction of
supporting codes) buildings and other structures
Aust/NZ Standards General compliance to required standards
Occupational Health and Safety Defines responsibilities of employers and workers to ensure safety
Act 2000 is maintained.
Occupational Health and Safety
Regulation 2001
Disability Discrimination Act To ensure that the persons with disabilities have the same rights as
1992 the rest of the community
Heritage Act 1977 Protection of historic buildings, structures and precincts
Electricity Act 2004 Electricity safety provisions in NSW
Hunter Water Act 1991 Provision of water, sewerage and drainage services in the Hunter
region by the Hunter Water Board
Gas Supply Act 1996 Provisions to regulate the supply of gas in NSW
Gas Supply Regulation 2002
Occupational Health and Safety Provisions to protect the health and safety of the public from
Amendment (Dangerous Goods) hazards arising from the storage and handling of dangerous goods
Act 2003
Occupational Health and Safety
Amendment (Dangerous Goods)
Regulation 2005
Crowns Lands Act 1989 Sets out requirements for work and leases on Crown Land
8 | Maitland City Council - Buildings Asset Management Plan3. Current levels of service
3.1 Common levels of service
Levels of service that are common to all facilities and subsequent performance targets are as
follows.
Service Criteria Technical measures may Typical Performance Target
relate to
Safety Number of injuries or Zero incidents and accidents
accidents
Availability General opening times Opening times/availability are established
for each facility.
Information is readily available for
patrons/customers via Website and/or
Service Centre.
Capacity – number of people Maximum Capacity under legislation and
allowed in the nominated recommended capacity for differing uses
facility to safely deliver are established for each facility.
services. Information is readily available for
patrons/customers via Website and/or
Service Centre.
Facility availability within Less than 10% of booking/usage requests
established opening times have to be rejected
User Access Public Use – Regular (Daily) Wheelchair Accessible
Available car parking
Reception/ Staff on site
Public Use – Wheelchair Accessible
Weekly/Monthly
Available car parking
Staff presence/availability over
phone during booking/usage times
Fit For Purpose Regulatory Compliance No non-compliances recorded
Breakdowns and repairs System in place to report and record
(Building) breakdowns and repair required.
Equipment included/ Notifications to be provided to
provided is in good working users/bookings of known issues and
condition proposed times for repair.
Condition of facility Facility Dependent and is maintained to the
appropriate standard for its intended use
3.2 Facility specific target levels of service – condition based
To assist in prioritising asset management activities over the spectrum of the MCC’s buildings,
the following target level of service categories were applied. Levels of Service assessed within
this iteration of the AM plan are focused around the ‘condition’ of the building only. These
categories and the subsequent allocation of buildings within these categories has been agreed
with applicable Council staff and managers.
Maitland City Council - Buildings Asset Management Plan | 9Table 3-1 Facility specific condition levels of service
Category Description Service/Condition Facilities
A - Superior High profile facility with Building to be in the Town Hall
local or regional best possible
significance and high condition
public interface/services Minimal
Very important to core deterioration only
Council operations (minimum condition
National or State heritage rating: 5)
status
Specialist maintenance
requirements
Generates revenue
B – Above Very important to core Building to be in a Art Gallery
Average Council operations good condition to
Council Administration
Facilities with high public meet
interface/services functional/operation Building
Require good public al requirements Council Visitors Centre
presentation (minimum condition Libraries (x4)
State heritage status rating: 4)
Council Works Depot
Generates revenue
Administration Building
RFS Zone Fire Control
Centre
Walka Water Works Pump
House
Walka Water Works Coal
Chute
Maitland Gaol (x16)
C - Average Important to core Council Building to be in a Morpeth Court House
operations/services reasonable
Museum
Facilities with some public condition whilst still
interface/services meeting service Child Care Centres (x4)
Local heritage status requirements Community Halls (x15)
(minimum condition Amenities Buildings (x2)
rating: 3)
Grandstands (x3)
Council Works Depot (x9)
Town Hall Café
Stockade Hill Heritage
Park Rotunda
Rotunda Maitland Park
Residences (x5)
RFS Buildings (Lochinvar
and Thornton)
Maitland Gaol (x4)
10 | Maitland City Council - Buildings Asset Management PlanCategory Description Service/Condition Facilities
D - Basic Not important to core Building to meet Amenities Buildings (x33)
Council minimum
Toilet Blocks (x24)
operations/services operational/function
Facilities where basic al requirements Grandstands (x3)
functional performance is (minimum condition Kiosks (x13)
acceptable rating: 2) Council Works Depot (x6)
Equipment Sheds (x23)
Nursery
Mt Vincent Waste Depot
Miscellaneous buildings
(x5)
RFS Buildings (x6)
Walka Water Works (x5)
E - Dispose Building is non Not fit for public or Toilet Blocks-Lena O'Brien,
operational, dormant or operational use Kenneth Street
pending (condition rating: 1)
disposal/demolition Grandstands-Maitland
Sports Ground (x3)
Kiosks-Maitland Sports
Ground Kiosk
Equipment Sheds-
Tenambit Oval
Nursery-Workshop 2
Mt Vincent Waste Depot-
Gate house
Miscellaneous Buildings-
Maitland Sports Ground
Ticket
Miscellaneous Buildings-
Maitland Park Gardeners
Residence
Miscellaneous Buildings-
Rangers Cottage
Miscellaneous Buildings-
Maitland Sports Ground
Media
Residence-Abbot Street 1
Residence-Abbot Street 2
Residence-Abbot Street 3
Residence-Elgin Street
Maitland Park
Residence-High Street
Retail Office
RFS Buildings-Thornton
RFS Buildings-Lochinvar
Maitland City Council - Buildings Asset Management Plan | 113.3 Known service deficiencies
Known and/or perceived service deficiencies affect the current and future performance of
facilities. The known deficiencies have been incorporated into this iteration of the AM Plan in the
course of the assessment through the current condition rating provided for each facility.
Comitted expenditure for known deficiencies or works programs is not included in this
assessment.
The resulting work programs should be managed in accordance with asset priorities (based on
criticality) provided within this report and as part of the wider Assets and Facilities works
program.
For the purpose of this assessment, a series of workshops were held with MCC staff to
ascertain a current and relative Condition Ranking for each of the assessed buildings. These
Condition Rankings are documented in the AM data model. MCC staff also provided
“Judgement Residual Life” timeframes based on their knowledge of the relevant facility which
were also key inputs into the AM data model and subsequent timing of renewal.
Note that renewal timelines were also smoothed in this analysis to avoid a spike of renewal
investment in any given year.
3.4 Known operating and maintenance costs
The known annualised Operating and Maintenance (O&M) costs for the assessed buildings is
shown in Table 3-2. A number of the building facilities (those marked with * in the table below)
did not have a complete data set. As such it should be considered that the overall costs to MCC
for O&M would be marginally higher overall.
Table 3-2 Current operating & maintenance service levels as expenditure
Building Category Annual O&M Costs (2015)
District Buildings $415,912
Libraries $69,637
Child Care Centres $34,867
Community Halls $438,859
Amenities Buildings $70,286
Toilet Blocks $191,474
Grandstands $11,986
Kiosks $7,170
Council Works Depots $44,800
Equipment Sheds $8,758
Nursery (included in Miscellaneous)* $0
Mt Vincent Waste Depot $4,670
Miscellaneous Buildings $20,054
Residence $10,573
RFS Buildings $12,807
Sub Total: O&M $1,341,852
Average Annual Capital investment $885,000
Total average annual investment $2,226,852
*Not included in the financial projections
12 | Maitland City Council - Buildings Asset Management Plan4. Future demand
4.1 Introduction
Future demand is a measure of how much customers will need the future services provided by
the assets. Understanding and predicting demands enable asset managers to plan ahead and
identify the best way to meet future conditions. MCC expects to enter a period of growth over
the coming years placing a demand on the capacity of services and infrastructure.
4.2 Demand drivers
Factors affecting demand include population change, changes in demographics, consumer
preference regional tourism, technology changes, operational efficiency, education initiatives
and economics. Multiple interconnected factors will continue to influence demand for assets that
as outlined below:
Table 4-1 Demand drivers
Factor Discussion
Development and population Development and population growth are significant factors influencing the
growth demand of recreation and sporting facilities in the City. The City has
identified 5 key elements within its current 10 year strategy which includes
making sure “recreation services and facilities meet the needs of our
growing and active communities.”
Consumer Preference Consumer preference is linked to user attitudes and behaviours, which can
influence demand. Understanding consumer preference is critical to
understanding the potential for which demand management techniques
can be used to influence consumers and subsequently control future
demand.
Legislation and Policy Refer to section 2.4 for the legislative requirements including Australian
and State legislation and State regulations applicable to MCC Building
Facilities.
Legislation and policy changes can have far reaching impacts to demand.
However, there are no known legislative changes anticipated that will
impact the demand of facilities services.
Technology changes Technology changes increasing efficiency and sustainability can result in
the obsolescence or substitution of some assets. Future technologies
should be considered for facilities such as new materials and methods to
deliver cheaper, more efficient and more effective asset repair and renewal
solutions
Economics and competition MCC Building Facilities include user pay facilities. The balance of meeting
customer preferences at a sustainable cost to the City and the user must
driver operational decision making.
With newer more contemporary facilities being available in surrounding
LGA’s, sustainable revenue streams need to be challenged/identified.
Operational efficiency Business improvement initiatives such as performance monitoring, risk
management and process improvements can be expected to result in a
reduction of asset demand.
Maitland City Council - Buildings Asset Management Plan | 134.3 Current capacity
4.3.1 Capacity and usage Data
Not all facilities that are the subject of this AM Plan have readily accessible/available booking
and/or usage history information.
Those facilities that do have this information are provided in the table below, along with the
calculated percentage of available usage time utilised.
In all cases, the ‘Target Usage’ figure was applied to each building category, per Table 5-2.
Current data provided by MCC was compared to this target to determine the difference, and the
resulting Level of Service with respect to Capacity.
Note that the usage information detailed in the table below is a ‘current’ usage rating only.
Future capacity demand data through population growth, or lifestyle changes/advancements
within the population (e.g.: aging population and capacity demand for Senior Citizens Centre, or
increased availability of technology to homes meaning lowered need for community supplied
services etc.) is unavailable at this point in time.
Also note that usage data for the libraries shows a significant capacity issue. Additional data
and analysis of this issue is required to validate this finding. For most other facilities, the data
indicates that there is capacity for current usage requirements.
Table 4-2 Current available capacity and usage data
Facilities with Usage Rates applied Target Usage by Usage ∆ from Target
Usage hours by m2
Town Hall 100% 74% - -26%
Maitland Library 90% - 176% 86%
Thornton Library 90% - 550% 460%
East Maitland Library 90% - 194% 104%
Rutherford Library 90% - 274% 184%
Metford Community Centre 80% 71% - -9%
Rutherford Community Centre 80% 64% - -16%
Thornton Community Hall 80% 68% - -12%
Morpeth School of Arts 80% 63% - -17%
Tenambit Community Hall 80% 45% - -35%
Shamrock Hill Multi Purpose Centre 80% 88% - 8%
Woodberry Community Hall 80% 36% - -44%
Woodberry Family Centre 80% 56% - -24%
4.3.2 Capacity methodology
Three methods for determining the Facility Capacity have been used in this iteration of the AMP.
Facility usage by available hours
– Data for the facility usage by available hours was used from recorded bookings and
leases. The figures used are at a facility level only. Where data was available at a
more granular level (e.g.: a ‘usage %’ for individual rooms within a building) the
numbers were averaged across for entire building.
14 | Maitland City Council - Buildings Asset Management Plan Facility usage by floor area
– This method of calculation was used for the Libraries with data current as at 19 Feb
2016. The usage of the facility confirmed by MCC was determined by ‘benchmarking’
against recommended floor area per capita of the population within the facility
‘catchment area’. That is, the current floor area and catchment area population was
compared to the recommended floor area for the current population, resulting in a
‘current usage’ rate.
Judgement facility usage
– This option has been allowed for in data modelling, however, in this iteration of the
plan it has been assumed that a building ‘Meets’ its ‘Target usage’ if no data is
available or known.
4.4 Demand forecast
Development and population forecasts, along with future demand projections within the
Maitland City area are currently included as part of the Maitland 2021 +10 Community Strategic
Plan 2013.
Demand factors, projected forecasts and how these impacts on the Building Facilities operation
will require analysis in future AM Plans.
4.5 Demand management
Consideration of the future growth and impact on services drives the planning and demand
management strategies. These are managed through a combination of maintaining existing
assets, upgrading existing assets and providing new assets to meet demand. Demand
management practices include non-asset solutions, insuring against risks and managing
failures.
Specific Demand Management planning will be addressed in future plans.
Maitland City Council - Buildings Asset Management Plan | 155. Lifecycle management plan
5.1 Introduction
The Lifecycle Management Plan details assets owned and broad plans required to manage and
operate the assets at the agreed levels of service (defined in section 3) while optimising life
cycle costs. This section includes:
Asset details and age profiles
Maintenance and renewal planning
Asset lifecycle activities and cost data
Asset failure modes and consumption estimates
Asset risk data and risk exposure estimates
5.2 Asset hierarchy
5.2.1 Asset hierarchy
Asset information is needed to support decision making. The asset hierarchy provides the
framework for segmenting MCC’s facility portfolio into appropriate classifications to assist with
lifecycle management planning and management.
Separating the hierarchy into these levels enables planning, reporting and forecasting of
facilities at a detailed component level as well as at a high facility level. The level to which any
one facility is disaggregated into area elements varies depending on the complexity of the
facility and asset data available.
The asset hierarchies applied for this AM Plan is shown in the table below. For this iteration of
the AM Plan, the hierarchy has only been considered down to Level 2 due to the limited amount
of quality data available. Lifecycle assessments have therefore only been completed to this
level. As more consistent data becomes available, lifecycle assessments can be completed at a
much lower level resulting in more targeted outputs.
Table 5-1 Asset hierarchy – building facility services
Level 1 Level 2 Level 3 Level 4
Building
Category
Building/Facility
Name
Substructure
Foundations
Basement Construction
Shell
Superstructure
Exterior Closure
Roofing
Interiors
Interior Construction
Staircases
16 | Maitland City Council - Buildings Asset Management PlanLevel 1 Level 2 Level 3 Level 4
Interior Finishes
Services
Conveying Systems
Plumbing
HVAC
Fire Protection
Equipment and Furnishings
Equipment
Furnishings
Special Systems
Site Works
Site Preparation
Site Improvement
Site Civil/Mech Utilities
Site Elec Utilities
Other
5.2.2 Building categories
MCC buildings are divided into 17 categories as follows.
Building Category (Hierarchy Level 1)
District Buildings
Libraries
Child Care Centres
Community Halls
Amenities Buildings
Toilet Blocks
Grandstands
Kiosks
Council Works Depots
Equipment Sheds
Nursery
Mt Vincent Waste Depot
Miscellaneous Buildings
Residence
RFS Buildings
Walka Water Works
Maitland Gaol
Maitland City Council - Buildings Asset Management Plan | 175.2.3 Asset class
Each category of building was assigned an ‘Asset Class’ (i.e.: each Level 1 Hierarchy). The
assigned Asset Class derives the maximum potential life of the overall building which is used for
the Estimated Effective Remaining Life.
The Asset Class also provides a ‘Usage Target’ figure for each building.
The ‘Maximum Potential Life’ figures and the ‘Usage Target’ figures assigned to each Asset
Class are aligned to industry experience and are agreed/confirmed with MCC staff and
managers. Where required, MCC staff have provided judgement figures that override these
targets.
Table 5-2 Maximum Potential Life and Usage Target by asset class
Asset Class Maximum Potential Life Usage Target
Commercial 100 100%
Storage 100 100%
Public Use - Regular (daily) 40 90%
Public use - intermittent (weekly) 60 80%
Public Use - Irregular (monthly) 60 60%
Industrial 50 90%
Residential 50 90%
Both of these figures are instrumental in the determination of actual LoS for both Condition and
Capacity. In this iteration of the AM Plan, both condition and capacity (where data was
available) were assessed. Each of these aspects were considered equally weighted in the
determination of a Probability of Failure.
The assigned Asset Class to each building category is shown in Table 5-3.
Table 5-3 Asset class assignment to building hierarchy
Building Category (Hierarchy Level 1) Asset Class
District Buildings Commercial
Libraries Public Use - Regular (daily)
Child Care Centres Public Use - Regular (daily)
Community Halls Public use - intermittent (weekly)
Amenities Buildings Public use - intermittent (weekly)
Toilet Blocks Public Use - Regular (daily)
Grandstands Public use - intermittent (weekly)
Kiosks Public Use - Irregular (monthly)
Council Works Depots Industrial
Equipment Sheds Storage
Nursery Commercial
Mt Vincent Waste Depot Commercial
Miscellaneous Buildings Storage
Residence Residential
RFS Buildings Commercial
Walka Water Works Public Use - Irregular (monthly)
Maitland Gaol Public Use - Irregular (monthly)
18 | Maitland City Council - Buildings Asset Management Plan5.3 Asset profiles 5.3.1 Replacement costs To focus and understand the need for investment, it is helpful to understand the number of assets and replacement value of assets against the hierarchy. MCC currently manage 214 building facilities with a total 2016 replacement value of $184,2m. The detail of these replacement costs against each Building Category is illustrated in Figure 5-1 and also in Table 5-4. Figure 5-1 Replacement cost profile The below table also provides a summary of the quantity of buildings that fall within each category, as well as the percentage of the total replacement cost represented by each category. Table 5-4 Replacement costs by asset category Building Asset Category Quantity $ Cost Breakdown % of Total District Buildings 5 $52,614,000 29% Libraries 4 $12,008,000 7% Child Care Centres 4 $5,824,000 3% Community Halls 15 $18,709,000 10% Amenities Buildings 35 $19,895,000 11% Toilet Blocks 25 $2,040,000 1% Grandstands 9 $3,755,000 2% Kiosks 14 $947,000
Building Asset Category Quantity $ Cost Breakdown % of Total
Residence 10 $3,199,000 2%
RFS Buildings 11 $7,671,000 4%
Walka Water Works 7 $5,602,000 3%
Maitland Gaol 20 $42,041,000 23%
TOTAL 214 $184,238,000 100.00%
5.3.2 Installation profile of assets
To assist MCC with asset management decision making including future funding needs
analysis, it is helpful to understand the installation profile of the asset portfolio. The following
graphs show the replacement value of the assets by year of installation, in 2015$. Note that the
Maitland Gaol and Walka Water Works buildings are included in this Asset Installation Profile.
Figure 5-2 Asset installation profile
5.3.3 Maitland Gaol and Walka Water Works
Together, the Maitland Gaol and Walk Water Works make up almost quarter of MCC’s
replacement costs at ~$47m. As these facilities are funded separately from other council
buildings, they are not included in the following lifecycle analyses.
5.4 Asset lifecycle activities and cost data
Lifecycle activities are categorized into the following main areas:
Create or Acquire: Activities that provide new or donated/gifted assets that increase
service potential, performance capability or capacity.
Operate: The active process of using an asset which may consume resources such as
manpower, energy, chemicals, and materials.
Maintain: Activities necessary to retain an asset as near as practicable in its original
condition, but excluding refurbishment/rehabilitation or replacement.
Refurbish or Rehabilitate: Activities to sustain the original service potential or
substantially extend the life of existing assets by replacing component systems or
assemblies without increasing service potential, performance capability or capacity.
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