BUILDING ASSET MANAGEMENT PLAN - Shire of Indigo€¦ · Building Asset Management Plan V1.0 Page 2 Table of Contents 1. EXECUTIVE SUMMARY

INDIGO SHIRE COUNCIL

BUILDING ASSET MANAGEMENT PLAN

Version 1.0

June 2011

Building Asset Management Plan V1.0 Page 2

Table of Contents

1. EXECUTIVE SUMMARY .................................................................................................................................... 5

1.1 Purpose of the Plan ...................................................................................................................................... 5

1.2 Asset Description.......................................................................................................................................... 5

1.3 Levels of Service .......................................................................................................................................... 6

1.4 Future Demand............................................................................................................................................. 6

1.5 Lifecycle Management Plan.......................................................................................................................... 6

1.6 Financial Summary....................................................................................................................................... 7

1.7 Asset Management Practices ....................................................................................................................... 8

1.8 Monitoring and Improvement Programme .................................................................................................... 8

2. INTRODUCTION................................................................................................................................................. 9

2.1 Background .................................................................................................................................................. 9

2.1.1 Building Categories ............................................................................................................................... 9

2.1.2 Building Assets and Asset Hierarchy................................................................................................... 11

2.1.3 Stakeholders ....................................................................................................................................... 12

2.2 Goals and Objectives of Asset Management.............................................................................................. 13

2.3 Plan Framework.......................................................................................................................................... 14

2.4 Core and Advanced Asset Management .................................................................................................... 14

3. LEVELS OF SERVICE ..................................................................................................................................... 15

3.1 Customer Research and Expectations ....................................................................................................... 15

3.2 Strategic and Corporate Goals ................................................................................................................... 16

3.3 Legislative Requirements ........................................................................................................................... 17

3.4 Current Levels of Service ........................................................................................................................... 17

3.5 Desired Levels of Service ........................................................................................................................... 19

4. FUTURE DEMAND........................................................................................................................................... 20

4.1 Demand Forecast ....................................................................................................................................... 20

4.2 Changes in Technology .............................................................................................................................. 21

4.3 Demand Management Plan ........................................................................................................................ 21

5. LIFECYCLE MANAGEMENT PLAN ................................................................................................................ 22

5.1 Management and Ownership Structure ...................................................................................................... 22

5.1.1 Building Ownership ............................................................................................................................. 22

5.1.2 Strategic and Operational Management.............................................................................................. 22

5.1.3 Community Facility Support ................................................................................................................ 24

5.2 Background Data........................................................................................................................................ 24

5.2.1 Physical Parameters ........................................................................................................................... 24


5.2.2 Asset Capacity/ Performance.............................................................................................................. 25

5.2.3 Asset Condition ................................................................................................................................... 25

5.2.4 Asset Valuations.................................................................................................................................. 26

5.2.5 Historical Data ..................................................................................................................................... 26

5.3 Risk Management Plan............................................................................................................................... 26

5.3.1 Risk Assessment................................................................................................................................. 26

5.3.2 Insurance............................................................................................................................................. 27

5.4 Routine Maintenance Plan.......................................................................................................................... 28

5.4.1 Maintenance Plan................................................................................................................................ 28

5.4.2 Standards and Specifications.............................................................................................................. 30

5.4.3 Summary of Future Costs ................................................................................................................... 30

5.5 Renewal/ Replacement Plan ...................................................................................................................... 31

5.5.1 Renewal Plan ...................................................................................................................................... 31

5.5.2 Renewal Standards ............................................................................................................................. 32


5.6 Creation/Acquisition/Upgrade Plan............................................................................................................. 35

5.6.1 Selection Criteria ................................................................................................................................. 35

5.6.2 Standards and Specifications.............................................................................................................. 35


5.7 Disposal Plan.............................................................................................................................................. 36

6. FINANCIAL SUMMARY ................................................................................................................................... 37

6.1 Financial Statements and Projections ........................................................................................................ 37

6.1.1 Life Cycle Costs .................................................................................................................................. 39

6.2 Funding Strategy ........................................................................................................................................ 39

6.3 Valuation Forecasts .................................................................................................................................... 42

6.4 Key Assumptions Made in Financial Forecasts .......................................................................................... 42

7. ASSET MANAGEMENT PRACTICES ............................................................................................................. 44

7.1 Accounting/Financial systems .................................................................................................................... 44

7.2 Asset Management Systems ...................................................................................................................... 44

7.3 Information Flow Requirements and Processes ......................................................................................... 45

7.4 Standards and Guidelines .......................................................................................................................... 45

8. PLAN FOR IMPROVEMENT AND MONITORING ........................................................................................... 46

8.1 Performance Measures .............................................................................................................................. 46

8.2 Improvement Programme........................................................................................................................... 46

8.3 Monitoring and Review Procedures............................................................................................................ 47

9. REFERENCES.................................................................................................................................................. 48


10. APPENDICES................................................................................................................................................. 49

Appendix A: Building Register: by Location, Function, Ownership, and Historic Nature

Appendix B: Community Facility Support Guidelines – DRAFT

Appendix C: 10 Year Building Renewal Program – DRAFT

Appendix D: 10 Year Building New & Upgrade Program – DRAFT

Appendix E: 10 Year Building Disposal Program – DRAFT

Document Control

Title: Building Asset Management Plan

Rev Version Date Details Authorship Approved

1 Draft V1.0 January 2011 Council Briefing Mgr Assets Mgr Assets

2 Draft V1.1 March 2011 Council Meeting Mgr Assets Indigo Shire Council – Draft approved and advertised for Public Submissions

3 V1.0 (Final) June 2011 Council Meeting Mgr Assets Indigo Shire Council – Adopted 14 June 2011

4

5

6


1. EXECUTIVE SUMMARY

1.1 Purpose of the Plan

In order to facilitate the provision of its services to the community, Indigo Shire Council manages an extensive range of community assets. One of the more significant asset groups are buildings. In developing this plan, it was identified that Council’s interests historically (and in line with community’s expectations) extended beyond Council owned assets to other community facilities.

The purpose of this Buildings Asset Management Plan is to:

• Acknowledge the important role the community’s use of services provided by buildings play within Indigo Shire.

• Provide a clearly defined and consistent approach to the way Indigo Shire manages buildings, both Council owned buildings and community facilities owned by others

• Define the community’s key role and responsibility in Council’s provision of relevant and sustainable building services and service levels

• Provide a framework for the sustainable management of Indigo Shire’s buildings in support of the Council Plan, Council’s Asset Management Policy and Asset Management Strategy, and regulatory requirements

• Assist Indigo Shire in determining priorities for building maintenance, renewal programs, new buildings, upgrades, and building disposal.

This Building Asset Management Plan is structured along the lines recommended in the International Infrastructure Management Manual - Version 3.0, 2006. The plan borrows format, context and material from various other Council asset management plans, including Wodonga City Council’s asset management plan template. The plan aims at providing a core level for Council’s building asset management practices. For the purposes of community consultation and community input into the plan, the Draft version of this plan was advertised and public submissions invited before the current version was finalised in June 2011.

1.2 Asset Description

This plan relates to both Council and certain community building assets. This asset base facilitates the delivery of Council and community services, with the use of 232 buildings across Council’s strategic management areas of (1) Sustainable Communities, including community planning, community services, recreation and community strengthening; (2) Corporate Services, including tourism and Director Burke Museum and Historic Precinct, and (3) Major Projects and Programs, including civil operations and assets. As part of this asset base, Council is responsible for managing a significant number of historic buildings, both owned by Council and owned by others.

The projected replacement cost of Council’s building assets for June 2011 totals approximately $64,000,000. Of this total facility base, 147 buildings with a replacement cost of approximately $41,000,000 are Council owned.

A summary of the various types and numbers of buildings, building values and building ownership is detailed in Table 1.2.1 following.


Table 1.2.1 Building Assets Covered by this Plan – By Function Category

Building Function Description Inventory Replacement Value ($)

All Buildings

Council Buildings

All Buildings

Council Buildings

Beechworth Historic Precinct Buildings 11 0 4,257,400 -

Caravan Park Buildings 16 16 1,863,500 1,863,500

Community Halls 23 14 12,992,500 9,282,,500

Council Administration Buildings/ offices 8 8 3,244,750 3,244,750

Council Depots and Operations Buildings (including pounds) 18 18 1,003,000 1,003,000

Kindergartens/ Preschools and Child Care Centres 8 8 2,571,000 2,571,000

Libraries 2 2 1,163,000 1,163,000

Maternal and Child Health Care Centres 2 2 387,000 387,000

Museums and Athenaeums (includes historic buildings) 10 6 4,999,000 2,846,000

Senior Citizens Buildings 6 5 1,980,000 1,827,000

Sporting and Recreational Pavilions and Clubrooms 85 27 22,666,290 10,470,640

Swimming Pool Buildings 15 15 2,400,000 2,400,000

Public Toilets and Amenities 21 20 2,156,600 2,129,000

Visitor Centres 3 3 1,732,750 1,732,750

Waste Management Buildings 3 3 133,000 133,000

Youth Centres 1 0 385,000 -

TOTAL 232 147 $ 63,934,790 $ 41,053,140

1.3 Levels of Service

Council plans to operate and maintain the building network to maintain the current levels of service. This plan quantifies (1) community levels of service in the areas of quality, function/ capacity, safety and cost effectiveness; and (2) technical levels of service in the areas of condition, function/ accessibility, cost effectiveness, and safety; and defines performance targets in these areas.

Council’s building strategic managers are responsible for communication and consultation with operational managers, user groups, committees of management, and occupiers of Council and community buildings. Issues affecting the function or levels of service of the building are to be resolved, prioritised or programmed for by Council’s relevant building strategic manager within Council.

1.4 Future Demand

Future demand for building services is not expected to exceed current facility capacity for many years to come. This is the result of (1) low population growth of approximately 1%, (2) a large number of townships and regional nodes, (3) facility development undertaken historically within pre-amalgamation Shire boundaries, and (4) significant upgrade, renewal and new facility works undertaken in 2007-2011 as part of Federal and State funded project initiatives. This plan advocates that existing asset utilisation and non-asset based service delivery solutions be explored at every opportunity in order to cater for future demand. This will allow the community’s service requirements to be met within Indigo’s existing asset portfolio.

1.5 Lifecycle Management Plan

This plan documents the management structure that Council will use in managing the services providing by building assets. Council seeks to promote community ownership and involvement in facility management and levels of service as outlined in this plan. Typically a building’s strategic building manager will belong to a Council service unit and is responsible for the ongoing community consultation and service delivery for that facility.


The strategy to manage a building over its life cycle as outlined in this plan is to: • clearly document ownership and management responsibilities • clearly outline the process for maintenance, renewal, new/ upgrade and disposal activities • summarise the forecast costs in each of these activity areas to ascertain the total life cycle cost of the

asset. Lifecycle management focuses on management options and strategies, and considers economic and physical consequences as part of an assets life cycle, from initial planning to disposal. This plan documents the available building asset information and the management plans covering the four key work activities necessary to manage the portfolio, these being:

1. Routine Maintenance Plan – outlines maintenance processes and summarises future maintenance costs. The maintenance cost summary indicates ongoing expenditure of $206,000 annually, comprising of $149,400 operational expenditure, $46,000 (est.) Building Maintenance Support Grant expenditure, and $10,600 caravan park leasee expenditure.

2. Renewal/ Replacement Plan – outlines renewal/ replacement processes and models future renewal costs. The renewal cost summary forecasts a renewal demand expenditure of:

• $677,000 per annum on average in the next 10 years 2012-2021, followed by $1,182,000 per annum on average in the next 10 years 2022-2031 for Scenario A where All Buildings are considered

• $398,000 per annum on average in the next 10 years 2012-2021, followed by $730,000 per annum on average in the next 10 years 2022-2031 for Scenario B where Council Owned Buildings only are considered.

3. Creation/ Acquisition/ Upgrade Plan – outlines creation/ acquisition/ upgrade processes and forecasts future new and upgrade costs. There is only one significant new building works project that has been identified in this plan. With a large expenditure on new and upgraded buildings in recent years, and demand forecasts indicating minimal additional service demand, the only forecast major expenditure taken into account for 2012-31 is the Barnawartha multi-purpose facility proposed for construction in 2012-13. Total cost for this project (including renewal and new/ upgrade works) is estimated at $1.36M.

4. Disposal Plan – outlines potential opportunities for asset disposal and rationalisation. This part of the plan refers to the 10 Year Building Disposal Program-DRAFT which identifies several buildings for potential disposal. Some of these buildings are not owned by Council or are located on land owned by others. The net cash flow from asset disposal activities outlined in the plan is forecast as Nil or insignificant.

The summary of future maintenance costs provided in the plan indicates that a larger portion of Council’s maintenance spend should be directed to the Beechworth Historic Precinct buildings. The improvement plan in Section 8 identifies the engagement of a building restoration consultant to provide a report on maintenance and renewal programs for Council managed historic buildings as a recommended action to support this.

1.6 Financial Summary

This section of the plan contains a summary of the financial parameters provided in previous sections of the plan and an example funding strategy for reference purposes.

Two financial scenarios are presented in the plan to outline costing options available: • Scenario A – includes costs for all Council owned and non-council owned community buildings. The

modelled average 20 year operating and capital expenditure cost for this scenario is $1,202,185 per annum;

• Scenario B – includes costs for Council owned buildings only, and ignores the maintenance and renewal costs associated with caravan park buildings. The modelled average 20 year operating and capital expenditure cost for this scenario is $801,260 per annum.

Council’s expenditure in the building renewal and new/ upgrade areas has been considerable over the last 2-3 years and has approximated $2M per annum average. This recent expenditure is not indicative of historical


funded amounts in the buildings area and is due to the significant and unusual Federal and State grants received in recent years.

This plan outlines one funding strategy for Scenario B Council Owned Buildings only. This strategy:

• allocates $330,000 for building renewal in 2012-13

• increases this allocation by 10% for 7 years and keeps it steady after this time. This would result in a renewal allocation of $643,000 in 2019-20 and thereafter (in 2010 dollar terms).

This option overfunds the renewal requirements (meaning that there is nil or a negative renewal gap) to 2020 and then underfunds the renewal requirements to 2031. The modelled cumulative total renewal gap over the 20 year period to 2031 is a minimal 141,000. However, the modelled percentage of asset base above intervention reaches a significant 14% by 2031 using this approach.

Council’s overall funding strategy is to be formulated and detailed as part of Council’s 10 year financial plan. The Building Asset Management Plan outlines the quantum of funding necessary to sustain Council’s building portfolio over the long term. This financial summary can be readily incorporated into Council’s 10 year financial plan as required.

1.7 Asset Management Practices

Council currently uses PowerBudgets and Lynx software to manage its corporate financial systems. Council uses Conquest software and the MapInfo GIS system for building asset management purposes. The Conquest asset management system is also used as a customer request and works order system for a range of assets including buildings, roads, bridges and pathways.

The Moloneys modelling system is used by Council for long term financial forecasting purposes. Assumptions used in the Moloneys building renewal model are outlined in the plan. This model is also used in the annual submission of Council’s renewal requirements to the MAV for state wide benchmarking purposes.

1.8 Monitoring and Improvement Programme

The effectiveness of this Building Asset Management Plan may be measured largely by the degree to which the required renewal funding or funding strategies identified in this plan are incorporated into Council’s long term financial plan, forward capital works program and Strategic 2030 Plan.

The proposed actions to improve this plan include (1) continuous data improvement, (2) review of Council’s building depreciation inventory, (3) communication and acceptance of the roles and responsibilities of the community , a facility’s strategic manager, and a facility’s operational manager, (4) investigating alternatives to Council ownership of buildings where appropriate, (5) review of service plans and resultant levels of service in consultation with the community, (6) defining Essential Safety Measures (ESM) costs and integration of these costs into future budgets, (7) completing a Council DDA building facility audit, (8) engagement of a building restoration consultant to provide a report on maintenance and renewal programs for all of Council managed historic buildings, (9) review of maintenance and Essential Safety Measures obligations of S.86 committees, and associated committee funding arrangements, (10) validation of building maintenance and renewal needs with appropriate budgeting, (11) ongoing review of forward programs for building renewal, new and upgrade, and rationalisation/ disposal, and (12) continuous review of demand management to identify and cater for increased demand in any applicable areas. The Building Asset Management Plan will be subject to continuous improvement with revision and updating of the plan required on a four yearly basis with this review to occur within 2 years of each Council election.


2. INTRODUCTION

2.1 Background

Indigo Shire was formed in 1995 as a result of the amalgamation of Beechworth, Yackandandah, Chiltern and Rutherglen Shires (or parts thereof). This process saw Indigo Shire inherit the property portfolios of each of these former Councils. Further to Council amalgamation, a building asset register was completed and inputted into the new Conquest asset management software system in 2004. This was followed by a condition assessment of Council buildings undertaken in 2008. The formulation of this Building Asset Management Plan in 2010 included extensive investigations into asset inventory, ownership and condition to review and update Council’s building asset register. The plan is the first major review of Indigo Shire’s building portfolio since amalgamation. This Building Asset Management Plan is to be treated as a living document and is subject to continuous improvement and periodic review on a maximum four yearly basis. The plan has been primarily formulated to document:

• the building assets Council owns or has an active interest in on behalf of the community • what funding is required to maintain these buildings at their current levels of service • facility demand and how building facilities are best managed over the long term.

This plan is one of a suite of asset management plans that Indigo is developing as part of its commitment to achieving a core level of asset management as outlined in its Asset Management Strategy Version 1.0 Dec 2010. The building asset management plan is a vital component of Indigo’s strategic planning process. It forms the basis of short, medium and long term planning for capital, operations and maintenance budgets and links to key corporate strategies including the following documents:

• Indigo Shire Council Plan 2010-13 • Indigo Shire’s Asset Management Policy and Asset Management Strategy • Indigo Shire’s Strategic Long Term 2030 Plan and Long Term Financial Plan (both currently in progress) • Annual budget • Indigo Shire’s Risk Register.

2.1.1 Building Categories

The primary rationale for Council owning or managing buildings is to:

• provide a service to local Indigo communities • provide an operational base for Council activities • allow appropriate preservation of Council’s owned or managed historic buildings.

In line with this rationale, buildings have been categorised in Council registers according to their:

1. Locality, and therefore the local community they principally service 2. Building Function, and therefore how they service the community 3. Strategic and Operational Management, to allow definition of who manages what 4. Ownership, with buildings categorised as ‘Council owned’ or ‘Owned by others’ 5. Heritage content, with buildings categorised as ‘Historic’ or ‘Non Historic’.


Categorisation within the Locality area is in accordance with the township or district in which the building is located, for instance, Council buildings in Rutherglen. Categorisation within the Building Function area is dictated by the primary use of the facility and is outlined in Table 2.1.1.1.

Table 2.1.1.1 Building Categorisation – By Function and By Council Strategic Manager

Function Description Council Strategic Manager Beechworth Historic Precinct Buildings Corporate Services: Director Burke Museum & Historic Precinct

Caravan Park Buildings Corporate Services: Economic Development

Community Halls Sustainable Communities: Community Planning-Rec. & Comm. Streng.ing

Council Administration Buildings/ Offices Corporate Services

Council Depots and Operations Buildings (incl. pounds) Major Projects & Programs: Civil Operations

Kindergartens/ Preschools and Child Care Centres Sustainable Communities: Community Planning-Community Services

Libraries Sustainable Communities: Community Planning

Maternal and Child Health Care Centres Sustainable Communities: Community Planning-Community Services

Museums and Athenaeums (includes historic buildings) Corporate Services: Tourism & Director Burke Museum & Historic Precinct

Senior Citizens Buildings Sustainable Communities: Community Planning-Community Services

Sporting and Recreational Pavilions and Clubrooms Sustainable Communities: Community Planning-Rec. & Comm. Streng.ing

Swimming Pool Buildings Sustainable Communities: Community Planning-Rec. & Comm. Streng.ing

Public Toilets and Amenities Major Projects & Programs: Assets

Visitor Centres Corporate Services: Tourism

Waste Management Buildings Major Projects & Programs: Civil Operations

Youth Centres Sustainable Communities: Community Planning

The Strategic Manager of a building is defined as the relevant Council unit and sub-unit that has the overall strategic management role for that type of facility – i.e. the Corporate Services, Sustainable Communities, or Major Projects and Programs unit. Table 2.1.1.1 outlines the range of Strategic managers and what function of buildings they manage. The Operational Manager of a building is the applicable organisation that manages the day to day operation of the building and, in many cases, may be the relevant committee of management. The Ownership of a building is simply categorised as ‘Council owned’ or ‘Owned by others’. There are many community and sports buildings that are owned by the Department of Sustainability and Environment (DSE) and managed through committees of management, or, owned and managed by local community trusts. Buildings are categorised in the Heritage area as either ‘Historic’ or ‘Non Historic’. Many of the historic buildings registered on Indigo Shire’s register are owned by others, with some of these being managed by Council. Tourists are attracted to the Indigo region because of the uniqueness of its townships and the relative intactness of the heritage buildings that form a significant part of the built environment.


2.1.2 Building Assets and Asset Hierarchy

The Building Asset Management Plan has been prepared to include all the buildings that Council owns, manages, or has an interest in on behalf of the community.

Indigo townships and precincts contain a rich heritage of historic buildings that tell a story of pioneering communities built on wealth from gold and agriculture. Many of these buildings have been wonderfully preserved and continue to dominate much of Indigo’s urban landscape. A number of historic buildings are owned or managed by Council and will require appropriate maintenance and renewal in perpetuity. Recent community surveys indicate that the community rank the protection and enhancement of historic buildings as of high priority.

This plan covers the building infrastructure assets outlined in Table 2.1.2.1. Table 2.1.2.1 shows the split between all buildings covered by this plan (indicated as All Buildings), and the proportion of these buildings owned by Council (indicated as Council Buildings). The number of buildings and replacement values shown are based on the forecast asset inventory as of June 2011 with valuation in 2010 dollar values.

Table 2.1.2.1 Assets Covered by this Plan – By Function Category

Building Function Description Inventory Replacement Value ($)

All Buildings

Council Buildings

All Buildings

Council Buildings

Beechworth Historic Precinct Buildings 11 0 4,257,400 -

Caravan Park Buildings 16 16 1,863,500 1,863,500

Community Halls 23 14 12,992,500 9,282,,500

Council Administration Buildings/ offices 8 8 3,244,750 3,244,750

Council Depots and Operations Buildings (including pounds) 18 18 1,003,000 1,003,000

Kindergartens/ Preschools and Child Care Centres 8 8 2,571,000 2,571,000

Libraries 2 2 1,163,000 1,163,000

Maternal and Child Health Care Centres 2 2 387,000 387,000

Museums and Athenaeums (includes historic buildings) 10 6 4,999,000 2,846,000

Senior Citizens Buildings 6 5 1,980,000 1,827,000

Sporting and Recreational Pavilions and Clubrooms 85 27 22,666,290 10,470,640

Swimming Pool Buildings 15 15 2,400,000 2,400,000

Public Toilets and Amenities 21 20 2,156,600 2,129,000

Visitor Centres 3 3 1,732,750 1,732,750

Waste Management Buildings 3 3 133,000 133,000

Youth Centres 1 0 385,000 -

TOTAL 232 147 $ 63,934,790 $ 41,053,140

The assets covered in this plan are also shown rolled up into Strategic Management categories in Table 2.1.2.2.

Table 2.1.2.2 Assets Covered by this Plan – By Council Strategic Manager

Building Strategic Manager Inventory Replacement Value ($)

All Buildings

Council Buildings

All Buildings

Council Buildings

Sustainable Communities: Community Planning-Community Services 19 17 6,486,000 5,948,000

Sustainable Communities: Community Planning-Rec. & Comm. Str. 123 56 38,058,790 22,153,140

Corporate Services: 8 8 3,244,750 3,244,750

Corporate Services: Economic Development 16 16 1,863,500 1,863,500

Corporate Services: Tourism & Director Burke Museum & Hist. Prec. 24 9 10,989,150 4,578,750

Major Projects & Programs: Assets 21 21 2,156,600 2,129,000

Major Projects & Programs: Civil Operations 21 21 1,136,000 1,136,000

TOTAL 232 148 $ 63,934,790 $ 41,053,140


These buildings are further classified and managed in accordance with an asset hierarchy to provide a framework to assist in the prioritisation of capital and maintenance works. The factors of building function, level of use, strategic importance to the operation of Council services, and building ownership were considered in the development of a simple building hierarchy. Higher ranked buildings are considered to be of greater significance and therefore attract higher levels of service to maintain them in an appropriate condition.

The proposed hierarchy ratings to be applied to building assets are described in Table 2.1.2.3.

Table 2.1.2.3 Building Hierarchy Classification

Hierarchy Classification

Description

Level 1 (Highest Priority)

Community Halls – High Use Council Administration Buildings/ Offices Kindergartens/ Preschools and Child Care Centres – High Use Maternal and Child Health Care Buildings – High Use Museums and Athenaeums (includes buildings of historic nature) – Council Owned and/ or High Use Beechworth Historic Precinct Buildings Senior Citizens Buildings - High Use and/ or Council owned Public Toilets and Amenities – High Use

Level 2 Council Depots and Operations Buildings (includes pounds) Libraries Museums and Athenaeums (includes buildings of historic nature) – Owned by others and/ or Low Use Sporting and Recreational Pavilions and Clubrooms – High Use and/ or Council owned Swimming Pool Buildings Visitor Centres Waste Management Buildings Youth Centres – High Use

Level 3 Caravan Park Buildings Community Halls – Low Use and/ or owned by others Kindergartens/ Preschools and Child Care Centres – Low Use Maternal and Child Health Care Buildings – Low Use Sporting and Recreational Pavilions and Clubrooms - Low Use and/ or owned by others Public Toilets and Amenities – Low Use Senior Citizens Buildings - Low Use and/ or owned by others Youth Centres – Low Use

Level 4 (Lowest Priority)

Non-Core service, little or no usage – unoccupied or surplus to requirements

2.1.3 Stakeholders

A stakeholder represents any groups or individuals having an interest in the service provided by Council’s buildings and facilities. This plan is a base document for all stakeholders to provide details of how Council is undertaking management of the community’s building assets. This document is open to input and comment by all stakeholders, with the document scheduled for periodic review on a four yearly basis. The relevant key stakeholders to the Building Asset Management Plan are shown in Table 2.1.3.1.

Table 2.1.3.1 Key Stakeholders in this Plan

Stakeholder

Council

Community, Committees Of Management, User Groups, Heritage committees and other Organisations

General Public

Employees, Volunteers

Visitors to the Shire

Government

Insurers

Contractors, Suppliers


2.2 Goals and Objectives of Asset Management

Local Government exists primarily to provide core services to meet the needs of its community. The Local Government Act 1989 Sec 3C(1) states: “ The primary objective of a Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.” Section 3E(1) of the Act prescribes several Council functions, the ones more relevant to asset management being: (b) Planning for and providing services and facilities for the local community; and (c) Providing and maintaining community infrastructure in the municipal district. The objectives and functions set out in the Local Government Act 1989 align with the key principles of asset management. Assets exist essentially to support the services provided by Council. In view of this, asset management planning must be linked to the service planning that supports Council’s vision and objectives. Council’s vision is: INDIGO: A great place to live, work and visit. Council’s Mission statement is: To support and develop a sustainable, thriving and resilient community through leadership and partnerships. The Council Plan 2010-2013 provides the following objective supporting asset management: Objective: 2.2 Improve the quality and maximise the long-term sustainability of the built environment: Ensure that Council’s asset management practices are clearly defined and in accordance with a strong Asset Management Policy and Strategy. Council recognises that sound asset management is essential to the quality and sustainability of the built environment. Indigo’s Asset Management Policy and Asset Management Strategy reinforces Council's commitment to manage and care for its assets in a sustainable way and to assist in the achievement of its vision and meet the service and infrastructure needs of the community. This plan is intended to outline how Council will support its objective to plan, develop and maintain a network of sustainable infrastructure. The purpose of the plan is to:

• improve the understanding of levels of service • identify long term life cycle costs associated with the provision of current levels of service • better understand and forecast asset related costs and management options • improve decision making based on costs and benefits • provide the ability to balance out forward funding demands • justify forward works programs and expenditure • manage risk associated with asset failures • provide a framework to continuously improve asset management practices.


2.3 Plan Framework

Table 2.3.1 outlines the framework and key elements of this asset management plan.

Table 2.3.1 Asset Management Plan Structure

Section Outline

1. Executive Summary Summary of the key details of the plan. 2. Introduction Background, purpose and scope of the plan. 3. Levels of Service Define factors relevant to determining the levels of service. Identify current and target levels of

service.

4. Future Demand Identifies the factors affecting future demand and outlines the demand management plan.

5. Lifecycle Management Plan

Provides asset information. Identifies maintenance and capital development needs. Identifies management strategies and work programs.

6. Financial Summary Identifies long term financial forecasts. Notes key assumptions and financial policies/ strategies.

7. Asset Management Practices

Identifies asset and financial management systems, processes and standards.

8. Plan for Improvement and Monitoring

Describes current AM practice underpinning the plan. Identifies enhancements scheduled to improve asset management planning.

2.4 Core and Advanced Asset Management

Core asset management uses an asset register, maintenance management systems, simple condition and performance monitoring, and defined levels of service, in order to establish alternative management options. Advanced asset management uses prediction modelling, risk management, and optimised renewal decision making techniques to evaluate options and identify the optimum long term plan to deliver a particular level of service. This Building Asset Management Plan is the first detailed consideration of Council’s building assets and has been prepared as a core asset management plan in accordance with the International Infrastructure Management Manual (2006) and the National Asset Management Assessment Framework (2010). The levels of service outlined in this plan indicate the existing levels of service that Council provides to the community. The plan provides a framework for how Council may best manage its buildings at the current levels of service into the future.

Advanced asset management requires a substantial level of community consultation to optimise the balance

between service level and the cost the community is prepared to pay. It is envisaged that future revisions of this

asset management plan will move towards advanced asset management, using a bottom up approach for

gathering asset and service level information to support the optimisation of the long term financial plan.


3. LEVELS OF SERVICE

3.1 Customer Research and Expectations

Council participates in the Victorian Local Government Customer Satisfaction survey. This telephone survey polls a sample of residents on their level of satisfaction with Council’s services. Recent customer satisfaction survey results are outlined in Table 3.1.1. The only specific building assets that are measured are recreation facilities. These make up approximately 35% of the building portfolio’s replacement value.

Table 3.1.1 Victorian Community Satisfaction Survey Levels and Comparison of Overall Result

Indigo Shire Satisfaction Score

(Indexed mean)

Median Result for Small Council Group

(Vic.)

Median Result for All Councils

(Vic.)

Performance Measure

2008 2009 2010 2010 2010

Recreation Facilities 62 78 77 80 82

Indigo Overall 73 77 72 79 79

Council has recently undertaken its own community surveys to mirror the questions asked in the Victorian wide survey. These surveys were first undertaken in early 2009 in association with community consultation for the 2009-2012 Council Plan. The 2010 Community Survey closed in March 2010 with feedback received then incorporated into the 2010-2013 Council Plan update.

The Council community survey results for 2010 showed 40% of respondents providing a good or excellent response for Recreation Facilities, with 14% indicating ‘adequate’ and the remainder indicating ‘needs some improvement’, ‘needs a lot of improvement’, or ‘don’t know’. The survey also highlights the need to preserve and enhance historic buildings across the Shire as follows:

• 15% of respondents liked the history and heritage aspect most about living in Indigo

• historical buildings were ranked third behind natural environment and town streetscapes as the most important characteristic to be preserved and enhanced in Indigo

• maintenance of town streetscapes followed by protection of historical buildings were ranked as the highest priorities that the community and Council should focus on to preserve and enhance the heritage aspects of Indigo towns.

Council also undertook Staff Climate Surveys in 2008, 2009 and 2010. These surveys show mediocre levels of staff satisfaction with Council administration and operational buildings. Staff rated buildings and premises at 2.9 in each survey year. This rating equates to staff having ‘mixed feelings’ about the condition, maintenance and Council’s general performance in the area of buildings and premises. Overall, customer research using both external and internal community and staff satisfaction surveys indicate that the community and Council staff have a medium level of satisfaction with community and Council building facilities. Community consultation in relation to building facilities is undertaken in various ways. In addition to satisfaction surveys, community feedback is received through Councillors, user groups, committees of management, consultative facility master planning, Council unit and officer liaison with users and committees, and Council’s annual budget process. In relation to future direction in the area of customer research, community input into quantifying and prioritising service delivery needs is required. These inputs must then be considered in relation to the community’s willingness to fund a desired level of service within the context of limited Council revenue.


3.2 Strategic and Corporate Goals

The maintenance, operation and development of building assets are guided by Council’s mission statement:

To support and develop a sustainable, thriving and resilient community through leadership and partnerships.

And the Council Plan 2010-2013 which provides the following objectives under Managing our Built Environment :

Objective 2.1: Protect the Shire’s Heritage Assets: Continue to foster a strong culture of support for the historic assets in our communities.

Objective 2.2: Improve the quality and maximise the long-term sustainability of the built environment: Ensure that Council’s asset management practices are clearly defined and in accordance with a strong Asset Management Policy and Strategy.

Other related sections of the Council plan that affect the management of building assets include: • Objective 3.1 – Optimise financial sustainability. • Objective 4.1 – Effective and efficient service delivery.

These Council Plan objectives with the requirement to strategise Council’s asset management have driven the documentation of this plan with the intent of long term sustainability of the built environment and preservation of Indigo’s heritage buildings. The plan has strategic links and is born out of Council’s Asset Management Policy and Asset Management Strategy (V1.0 Dec 2010), and will feed into Indigo’s Strategic Long Term 2030 plan and long term financial plan.


3.3 Legislative Requirements

Statutory requirements set the framework for minimum levels of service that building structures are required to meet. An outline of legislative requirements is shown in Table 3.3.1. Council endeavours to maintain its building facility assets according to legislative requirements, with these endeavours balanced against available budget provisions.

Table 3.3.1 Legislative Requirements

Legislation Details

Local Government Act 1989 Sets out role, purpose, responsibilities and powers of local governments, including:

• providing equitable and appropriate services for the community and ensuring efficient and effective management of services/ facilities

• to manage, improve and develop the resources of its district efficiently and effectively.

Building Act 1993

Building Regulations 2006

Building Code of Australia 2005

Relevant Australian Standards and Codes of Practice

Victorian building policy

Victorian building regulations, including Essential Safety Measures

Australian code of building practice

Covers details for design and other standards and codes of practice

Disability Discrimination Act 1992 To ensure that persons with disabilities have the same rights as the rest of the community

Environment Protection Act 1970 Framework for aspects such as noise, sustainability, land fills, septic tank systems, etc

Occupational Health & Safety Act 2004

Occupational Health & Safety Regulations 2007

Occupational Health & Safety Codes of Practice

To provide a safe working environment

Health and safety in relation to workplaces, including hazards and activities

Codes of practice for health and safety

Heritage Act 1995 Protection of historic buildings, structures and precincts

Children’s Services Act 1996

Children’s Services Regulations 1998

Licensing and regulation of children’s services

Building requirements such as security, safety, hygiene, facilities, etc

All other State and Federal Acts and Regulations :

For example Financial Management Act 1994, Victorian State Disability Plan 2002-12

3.4 Current Levels of Service

Building service levels have been defined in two ways in this plan:

1. Community Levels of Service - relate to how the community receives the service in terms of quality, function/ capacity, safety, and amenity of the facility/ service provided.

2. Technical Levels of Service – deal with parameters such as condition, cost-effectiveness, statutory compliance, and security. These parameters support the community levels of service to ensure that minimum community levels of service are met.

Council’s current levels of service are detailed in Table 3.4.1.


Table 3.4.1 Building Levels of Service

Key Performance Measure

Level of Service Performance Measure Process

Performance Target Current Performance

Community Levels of Service

Quality Provide clean and serviceable facilities

Customer requests Less than 10 per month 18 per month (2010 average)

Function/ Capacity

Meet user requirements and available when needed

Customer requests relating to user requirements and/or availability

Less than 2 per month 1 per month (2010 estimate only)

Safety Facilities are free from hazards, accessible to All groups

Customer requests community surveys Reported accidents/ incidents

< 10 pa Satisfaction increases Zero incidents pa

6 pa (2010 estimate only) 77 (recreational facilities) Several reported in 2010

Cost Effectiveness

Provide service in cost-effective manner

Community Surveys Customer complaints to Council relating to cost

Satisfaction increases Zero complaints pa

77 (recreational facilities) Compliant with target

Technical Levels of Service

Condition Provide timely maintenance Undertake condition assessments every 3 years

Outstanding defects from customer requests Assessments completed and outstanding defects logged

Zero outstanding defect actions/ work orders 4 weeks after logging Assessments completed. Defect work orders issued within 2 weeks of logging

Not measured Assessments completed. 2010. Outstanding defects logged with this process.

Function/ Accessibility

Provide access and services for all user groups

Complete Council DDA building facility audit Develop schedule of upgrades to provide DDA legislative compliance by 2018 New or upgraded buildings to be DDA compliant Outstanding defects from customer requests

Completion 2012 Schedule completed for budget allocation in 2013-2014 annual budget 100% of new or upgraded buildings reviewed/ approved by Rural Access at concept and design stages Zero outstanding defect actions/ work orders 4 weeks after logging

Target Some moneys allocated to DDA issues in 2011-12 draft budget New/ upgrades are reviewed with Rural Access, but not always in a timely manner Not measured.

Cost Effectiveness

Provide service in cost-effective manner

Facility maintenance cost within budget $/ facility pa

Meet budget expenditure with 100% planned maintenance completed

2009-10 maintenance budget minimally overspent

Safety Provide safe suitable facilities free from hazards

Outstanding defects from customer requests and/ or incidents Legislative Compliance

- Essential Safety Measures

- OH&S

Zero incidents Zero outstanding defect actions/ work orders 2 weeks after logging Meet legislative requirements

Several incidents 2010. Not measured Not currently meeting Essential Safety Measure compliance 2010


3.4 Desired Levels of Service

Council has yet to fully quantify desired levels of service for buildings. This Building Asset Management Plan seeks to establish current and target service levels, and the costs associated with maintaining current service levels in order that the true cost of service delivery may be better understood by the community. This understanding will allow informed decision making by the community in balancing the levels and type of service delivery desired with sustainable financial management of the facilities providing these services. At present, indications of desired levels of service are obtained from various sources including the community satisfaction surveys, residents’ feedback to Councillors and staff, service requests and correspondence. Council determines levels of service for building facilities primarily through (1) community feedback and requests to the relevant building strategic manager and operational manager, and (2) liaison between the building’s operational and strategic managers (refer section 5.1.2 for a full definition of Strategic and Operational management as it relates to this plan).

Council’s building strategic managers are responsible for communication and consultation with operational

managers, user groups, committees of management, and occupiers of Council and community buildings. Issues

affecting the function or levels of service of the building are to be resolved, prioritised or programmed for by the

relevant building strategic manager within Council. This approach requires the community, strategic managers,

operational managers and Council units to have a consultative and integrated communication process with all

stakeholders.


4. FUTURE DEMAND

4.1 Demand Forecast

Indigo Shire is situated in North East Victoria and covers a geographical area of 2,016km2. The Shire is predominantly rural and has a population of 15,945 (2009 estimate). The larger district population centres are Beechworth (4,183 people), Rutherglen (2,502 people), Yackandandah (2,103 people), Chiltern (1,063 people), Wahgunyah (809 people), and Kiewa/ Tangambalanga (704 people). Indigo Shire’s economy is based on farming (beef, sheep, dairy, fruit and viticulture), the processing of local primary produce, and the provision of services to people. The economy relies largely on its rural and tourism base and its regional association with Albury-Wodonga and Wangaratta. Factors affecting demand for building facility services include population change, changes in demographics, economic factors, recreation/ leisure activities, and demand for increased services. Significant demand factor trends and impacts on service delivery are summarised in Table 4.1.1.

Table 4.1.1 Demand Factors - Projections and Impact on Services

Demand Factor Present Position Projection Impact on Services

Population 15,945 (2009) 17,253 (2021) Increase in demand for all services

Demographics 14.3 % over age 65 (2006) 27.1% over age 65 (2026)

Improved Access to services required. Change in usage of recreation services - less growth in active sport, greater growth in passive recreation. Change in usage of child care/ kindergartens.

Customer Expectations

Not all facilities effectively air-conditioned

All high and medium use facilities to be air-conditioned

Increased cost to install, maintain and renew mechanical ventilation units.

Tourism Visits 152,000 Visitor Information centre visits (2009) – an increase of 7% 2006-2009

199,000 Visitor Information centre visits (2021) – based on + 7% per 3 years

Increased traffic to and through historic buildings and precincts may necessitate increased building amenity for visitors, and may result in higher maintenance costs.

Population growth in Indigo Shire is approximately 1% per annum with a figure of 1.3% provided by the Australian Bureau of Statistics for the year to June 2008. This is equivalent to the average growth for regional Victoria. In line with the relatively low population growth, general community demand for building facilities is relatively slow-moving across the Shire. In many cases, Indigo Shire’s facility capacity will exceed normal demand for many years to come. This is the result of:

• many Indigo townships and regional nodes having facilities that may have catered for higher demand in past years.

• the Shire having a significant number of duplicate facilities because of (1) a large number of townships and regional nodes, (2) these townships and nodes being often not far apart, and (3) facility development undertaken historically in isolation within pre-amalgamation Shire boundaries.

• significant upgrade, renewal and new facility works in 2007-2011, including projects completed with funding input by Regional Development Victoria, Heritage Victoria, Department of Planning & Community Development, and the 2009-10 Federally funded Regional and Local Community Infrastructure Program, and Regional and Local Community Infrastructure Program -Strategic Projects.

Historic Buildings are not usually subject to facility demand due to their nature and function. These buildings require conservation, maintenance and renewal in perpetuity, so they can remain a permanent part of Indigo's built environment.


4.2 Changes in Technology

It is anticipated that current technology trends will affect delivery of services from Council’s building assets in the areas outlined in Table 4.2.1. These technological factors need to be assessed in determining the scoping requirements for new buildings and building upgrade or replacement projects.

Table 4.2.1 Technological Factors - Impact on Serv ice Delivery

Technological Factor Impact on Service Delivery Changes in efficiency and economic viability of solar electricity, solar hot water services, water saving methods and water storage methods

Buildings can increasingly incorporate sustainable energy and water saving measures in new and replacement projects.

Increased efficiencies of low energy building design New building designs can incorporate energy efficient and sustainable practices.

Changes in building methodology and longer life building materials and building rehabilitation techniques

Buildings can be maintained and managed more cost effectively, with potentially longer useful life.

4.3 Demand Management Plan

Demand management may be defined as the active intervention in the market to influence demand for services and assets with forecast consequences, usually to avoid capital expenditure. Demand management is based on the notion that as needs are satisfied expectations rise automatically and almost every action taken to satisfy demand will stimulate further demand. Demand management components include:

• Operation – modification of access to an asset • Regulation – restriction on type of use of an asset • Incentives – influence the use of an asset • Education – promotion of alternatives.

It is planned that the demand for new services will be managed through a combination of modifying the operation methodology of existing assets, promoting alternatives to the use of Council building assets for service provision, and upgrading of existing assets to allow optimum usage. Council’s strategic building managers will be responsible for the on-going development of a close working relationship with the community in order to manage expectations and demand in a planned way. Opportunities identified for demand management are shown in Table 4.3.1.

Table 4.3.1 Demand Management Plan - Summary

Impact on Service from Demand Demand Management Plan

1. Increased demand for all Services

Encourage sharing and user group planning for optimum use of all facilities.

2. Change in usage of recreation services - less growth in active sport, greater growth in passive recreation

Upgrade existing facilities to provide multiple-purpose use. Advocate transport options to alternate facilities where applicable.

3. Change in usage of child care/ kindergartens, Maternal & Child Health Care (low or negative growth in usage)

Encourage use of alternate non-Council building assets to provide services.

4. Improved Access to building services Upgrade existing building access over time and ensure new or upgraded buildings are DDA compliant.

5.Increased building amenity Upgrade high use buildings by priority over time.

6. Increased traffic through historic buildings Increase maintenance funding and improve building amenity by priority over time.


5. LIFECYCLE MANAGEMENT PLAN

The lifecycle management plan outlines what management options and strategies are planned in order to manage the assets at an agreed level of service while optimising overall life cycle costs.

5.1 Management and Ownership Structure

5.1.1 Building Ownership

A community building may be Council owned and/or managed or non-Council owned and/or managed. The facility owner is ultimately the manager of the facility and responsible for that facility’s:

• strategic and operational management • level of service • risk management • lifecycle management, including upgrade and disposal • financial management.

In relation to ownership: 1. A non-Council owned community building is not listed as a Council asset and thus not included as part

of Council’s financial depreciation reporting. 2. Council does not manage facilities owned by others but may support these facilities in areas such as

building maintenance, grant applications/ project management for building upgrades, and building asset insurance.

5.1.2 Strategic and Operational Management

A community building facility requires management by that facility’s owner. Community facilities are generally located on Council owned land or Department of Sustainability and Environment (DSE) owned land. Council manages its owned Shire facilities and may support the management of community facilities owned by others in the framework outlined below.

The levels of management that work together to manage a Council owned building facility are:

1. Strategic Management – a facility is managed strategically by the Council officer/ unit responsible for the function and service provision of that facility. For instance, Council’s Recreation and Community Strengthening team leader (Sustainable Communities unit) is responsible for the strategic management of the recreational buildings at Baarmutha Park Beechworth. At an upper strategic level, Council’s building assets as a whole are managed by the Assets area within Major Projects and Programs unit.

2. Operational Management – a facility is managed operationally by (1) committees of management/ community groups (e.g. the Coulston Park Committee of Management, Tangambalanga), (2) Council officers/ units (e.g. the Civil Operations area of the Major Projects and Programs unit manage Council depots), or (3) a facility leasee/ manager by agreement (e.g. the operator of a Council caravan park).

Similarly, levels of management that work together to manage a non-Council owned community facility are:

1. Strategic Management – a facility is managed strategically by the owner(s) of the facility who are responsible for the function and service provision of that facility. For instance, the Barnawartha Soldiers Memorial Hall has a community Committee of Management which as the hall owner are responsible for the strategic management of this hall. The strategic management function is normally supported by Council when requested by the owner(s). This Council support may be in the form of Council applications for grant funding to bodies such as Regional Development Victoria (RDV), and management of a building upgrade, for instance.

2. Operational Management – a non-Council owned community facility is managed operationally by the party appointed by the facility owner and may be, for instance, a DSE appointed committee of management. In most cases the facility owner is both the strategic and operational manager. The operational management is often supported by Council through building maintenance support grants.


The general management responsibilities of Strategic Management and Operational Management are outlined in Table 5.1.2.1.

Table 5.1.2.1 Building Strategic Management and Operational Management Responsibilities

Strategic Management Responsibility Operational Management Responsibility

• Review facilities levels of service in conjunction with feedback from operational manager

• Major building repairs, building alterations, upgrades, new facilities – liaise and undertake in conjunction with operational management

• Facility Master Planning in conjunction with operational manager, user groups and the community

• Review facilities level of service with user groups and liaise with strategic manager

• Day-to-day running of facility including cleaning, bookings, services costs, and maintenance works

Operational management responsibilities and the responsible party for operational management of various community facilities are further defined in Indigo Shire – Community Facility Support Guidelines –DRAFT which forms an appendix to this plan. There are a number of Council Officers and units that are involved in building strategic management. One of the key roles of strategic management is the liaison with the facility’s operational management group. Council’s strategic building manager by building function is outlined in Table 5.1.2.2.

Table 5.1.2.2 Council’s Strategic Building Manager - Building Facility/ Function Managed by Unit

Council Strategic Building Manager(s) - Unit & Area/ Officers

Building Facility/ Function

Sustainable Communities: Manager Community Planning – (a)Team Leader Community Services, (b) Youth Development Officer

Libraries, (a) Senior Citizens buildings, Kindergartens/ Preschools and Childcare Centres, Maternal and Child Health Care Centres, (b)Youth Centres

Sustainable Communities: Manager Community Planning – Team Leader Recreation & Community Strengthening

Community Halls, Sporting and Recreational pavilions and Clubrooms, Swimming Pool buildings

Corporate Services: GM Corporate Services, Corporate Services Coordinator

Council Administration buildings/ Offices

Corporate Services: Economic Development Officer Caravan Park buildings

Corporate Services: (a)Manager Tourism, (b)Director Burke Museum & Historic Precinct

(a) Visitor Centres, Museums and Athenaeums, (b) Beechworth Historic Precinct buildings, Burke Museum

Major Projects & Programs: Manager Assets Public Toilets and Amenities

Major Projects & Programs: (a) Manager Civil Operations, (b) Civil Works & Waste Management Coordinator, (c) *Team Leader Enforcement Services, Sustainable Communities unit:- for animal pounds)

(a) Council Depots and Operations buildings, (b) Waste Management buildings, (c) *animal Pounds

There is vital liaison required between (1) a facility’s user groups/ the community, (2) its operational manager, and (3) its strategic manager, in order to effectively manage a building’s useful and relevant service level provision to the community over the long term. The community is encouraged to be active participants in a building’s operational and strategic management and the key driver in providing services that are relevant and connected to its constituents.


5.1.3 Community Facility Support

Council supports the operational management of a range of facilities through building maintenance support grants. Council provides support to community facilities under the Support Categories outlined in Table 5.1.3.1.

Table 5.1.3.1 Community Facility Support Categories

Category Description of Type of Community Facility

A Council Owned Facilities on Council Owned/Managed land which are directly managed or occupied exclusively by Council.

B Council Owned Community Facilities on Council Owned or Managed Land under the control of an appointed Section 86 Committee of Management (Section 86 refers to a section of the Victorian Local Government Act which allows for Councils to delegate some of its functions, duties or powers under this or any other Act to a special committee).

C Council Owned Facilities on Council Owned or Managed Land (other than detailed in Category B) as detailed in a lease or occupation agreement.

D Non-Council Owned Community Facilities on Crown Land under the control of an appointed DSE Committee of Management

E Non-Council Owned Community Facilities not listed in Categories A, B, C or D (e.g. privately owned community facilities or facilities managed by a community committee).

A full description of each of the above categories and the extent of Council support is outlined in Indigo Shire Council’s Community Facility Support Guidelines-DRAFT included as an appendix to this plan.

5.2 Background Data

5.2.1 Physical Parameters

The assets covered by this Building Asset Management Plan are summarised in Table 5.2.1.1.

Table 5.2.1.1 Building Asset Summary

Asset Type Inventory: All Buildings in this Plan

Inventory: Council Owned Buildings Only

Beechworth Historic Precinct Buildings 11 0

Caravan Park Buildings 16 16

Community Halls 23 14

Council Administration Buildings/ Offices 8 8

Council Depots and Operations Buildings (including animal pounds) 18 18

Kindergartens/ Preschools and Child Care Centres 8 8

Libraries 2 2

Maternal and Child Health Care Centres 2 2

Museums and Athenaeums (includes buildings of historical nature) 10 6

Senior Citizens Buildings 6 5

Sporting and Recreational Pavilions and Clubrooms 85 27

Swimming Pool Buildings 15 15

Public Toilets and Amenities 21 20

Visitor Centres 3 3

Waste Management Buildings 3 3

Youth Centres 1 0

Total 232 147

Indigo’s townships and regional communities all have long established community building infrastructure. Many of these older buildings (1850’s-1930) are constructed from brick or masonry and have high heritage value.


Newer buildings (1950-2000) are normally of brick veneer construction with later buildings incorporating modern building techniques with a range of cladding materials. Many of Indigo’s older facilities are mid-way through their lifecycles. In the coming years, these facilities will require targeted resources directed into building renewal to ensure that they remain serviceable for the community’s needs. The Indigo Shire - Building Photographic Register is an internal document compiled in 2010 to gives a visual snapshot of Council’s building fabric.

Council’s current building stock is detailed on Council’s Conquest asset management system. Conquest is used as the fundamental database and includes applicable building asset details and fields. The database is used to generate building registers and reports for building valuations, condition assessments and asset registers. The Conquest asset management system has been used to generate the Building register associated with this plan.

5.2.2 Asset Capacity/ Performance

Council’s building assets generally have the capacity to meet or exceed current demand and defined levels of service. This is largely the result of historic service development within smaller pre-amalgamation Shire boundaries and Indigo’s steady population growth.

The performance provided by Council’s older building assets do not always comply with current building standards and statutory legislation. Performance deficiencies typically relate to access compliance, essential safety measures, building egress, electrical standards, and energy efficiency.

5.2.3 Asset Condition

Periodic building condition assessments are critical in keeping a grasp on the condition of a facility’s various building elements. Council undertakes asset condition inspections on a 3 yearly basis to give a snap shot of the condition of each of the following building elements:

- Wall Structure external - Roof external - Floor structure - Floor coverings - Wall structure internal - Ceiling - Mechanical items - Electrical items - Exit Furniture - Guttering and downpipes - External paint condition - Internal paint condition.

These building elements are scored on a 0 to 10 scale, with condition 0 representing a new asset element while 10 is an asset with no remaining life. This scale is in line with current condition rating practises, including Moloney modelling formats. Building condition assessments are recorded electronically in the Conquest database using a tablet computer in the field which is then uploaded to the office systems server. Any defects requiring urgent attention are noted for action as part of these assessments. The asset condition information is used for (1) programming maintenance on building facilities, and for (2) input into the Moloneys software used to model Councils’ itemised renewal gap for all asset categories. Indigo Shire conducted an initial condition assessment of Council buildings and facilities in 2008. Figure 5.2.3.1 shows the building condition profile for long life structures (useful life set at 100 years) pursuant to a building assessment snapshot undertaken in 2010. The condition profile shown is typical of the other Moloneys modelled building components of structure- short life, roof cladding, mechanical services and building fit-out.


Figure 5.2.3.1 Building Condition Profile by Value: Structure – Long Life

Asset Condition Distribution by % Value and Number within Condition Range

0.0

5.0

10.0

15.0

20.0

25.0

30.0

35.0

40.0

45.0

50.0

109876543210

0 Good - Asset Condition Raitng - 10 Poor

% o

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et B

ase

With

in C

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5.2.4 Asset Valuations

Asset replacement value, insurance value and asset life are assessed by independent valuers every 3 years in accordance with depreciation and insurance requirements.

This plan takes into account current works in progress to provide a forecast replacement valuation of building assets as of June 2011. This information is reflected in relevant asset replacement values given in this plan.

Assets were last re-valued in June 2009. The accounted value of Council’s building assets as of June 2010 is summarised below:

• Current Replacement Cost $69.499 M • Depreciated Replacement Cost $44.375 M • Annual Depreciation Expense $1.032 M

5.2.5 Historical Data

Historical data relating to asset inventory and valuations can be found in the AW Male Valuers revaluation spreadsheet completed in 2009. The revaluation spreadsheet also includes details from the previous 2006 revaluation completed by AW Male Valuers.

Historical financial information on building replacement cost, depreciated replacement cost, annual depreciation expense, capital works and operational expenditure can be found within Council’s annual reports and associated financial archives.

5.3 Risk Management Plan

5.3.1 Risk Assessment

An assessment of risks associated with Council’s service delivery including risks associated with infrastructure assets has identified critical risks to Council. The risk assessment process identifies credible risks, the likelihood of the risk event occurring, the consequences should the event occur, develops a risk rating, evaluates the risk and develops a risk treatment plan for non-acceptable risks. Critical risks are identified in Council’s corporate risk management plan and Risk Register. Relevant building related risks included in Council’s Risk Register (Oct 2010) are summarised in Table 5.3.1.1.


Table 5.3.1.1 Critical Building Risks and Treatment Plans

Risk Rating Risk Description What can Happen

Inherent Residual

Risk Treatment Plan

Poor security of buildings Asset loss or damage High High Define building ownership and responsibilities

Committees managing buildings

Poor understanding and inappropriate actions, esp. in the area of OH&S

High Significant Committee of management handbook to be reviewed, appropriate training

Poor contractor management

Contractors not managed in areas of insurance requirements, quality, licensing, etc

Significant Significant Formulate and implement contractor policy and procedures

Poor management of assets Structural damage, risk of failure, OH&S risks,

High Significant Undertake condition assessments, meet legislative requirements, priority funding for safety and renewal requirements, implement Essential Safety Measures

Poor response to climate change

Assets are poorly designed with future liabilities/ life cycle costs

Significant Significant Undertake building construction in accord with principles of Environmental Strategy

Poor contract budgeting process

Inaccurate cost estimations leading to budget over-expenditure

Significant Medium Consultant to undertake independent review of capital works costings and scope

Lack of or inadequate insurance

Financial loss from claims for under-insured or non-insured buildings

Low Low Undertake audits and reviews, implement audit recommendations

Buildings, like other structures, have risks associated throughout their lifecycle. These include risks associated with initial construction, operation, maintenance works, building structural adequacy over time, and possible demolition works. A major tool for managing building risk is property and public liability insurances. Insurance companies, to a large extent, drive the way Councils manage the property loss and public liability risks associated with their buildings by conducting regular risk audits that score how well a Council manages its risk in these areas. The resulting audit score is then benchmarked against other Councils and used as a factor in determining insurance premium liabilities for coming year(s).

5.3.2 Insurance

Council insures its buildings for: 1. Property Risk – includes arson, fire, theft, water and storm damage risks (2011 insurer is Jardine

Lloyd Thompson Municipal Assets Protection Plan - JMAPP) 2. Public Liability Risk – includes areas such as operational risk to the public and Essential Safety

Measures (2011 insurer is Civic Mutual Plus - CMP).

Audits on Indigo Shire’s risk management procedures in the above areas are routinely undertaken by the insurers every two years with audit results impacting on insurance premiums paid by the Shire. Council’s risk manager has an overall responsibility for continuous improvement in Councils risk management procedures to enable audit results to improve over time.

Building valuations for insurance and asset revaluation purposes are undertaken by an accredited building valuer on a 3 yearly basis. The Building Construction Index or current building contract rates are used as a basis for indexing insurance values in-between building revaluations.


Review of the building insurance register on an annual basis as required by insurers should not only aim to update the register with new or upgraded buildings, but also to review building ownership/ management to keep the register up to date. Council’s building insurance register does not include perceived low arson and storm damage risk structures such as public toilet blocks with Council carrying the insurance risk for these structures.

In 2009-2010 year Council insured a total of 158 buildings and structures for a building value of $65.2M and a total declared value of $78.2M (including contents and other). For the 2010-11 year Council’s insurer requested groupings of buildings with structures less than 15m apart and a collective building value greater than $3M in order to further determine Council’s risk factor.

Council insures many non-Council owned community facilities to manage the risk associated with a building that is critical to the community being destroyed and then not being able to be rebuilt. Moving forward, all buildings insured by Council must have processes put in place (for instance, Essential Safety Measures) to comply with relevant legislation and/ or risk mitigation measures required by the insurer.

5.4 Routine Maintenance Plan

Routine maintenance is the regular on-going work that is necessary to keep assets operating, including instances where portions of the asset fail and need immediate repair to make the asset operational again.

5.4.1 Maintenance Plan

Maintenance includes reactive, planned and cyclic maintenance work activities: • Reactive maintenance is unplanned repair work carried out in response to service requests and

management/ supervisory directions, and often impacts on service, safety or corporate function of the building

• Planned maintenance includes items that are found through routine inspections and general operation, and have high priority or impact, but pose no immediate threat to service, safety or corporate function

• Cyclic maintenance is the service/ replacement of an asset’s components that is undertaken on a regular cycle, including items such as mechanical ventilation servicing, gutter cleaning, and repainting.

Council is responsible for funding building maintenance on its owned buildings through its operational budget. The operational budget includes Building Maintenance Support Grants which help community organisations maintain community buildings not owned and/or not managed by Council. Council's building maintenance funding is spread across a number of strategic management units in Council’s operational budgets. The strategic manager of a relevant building facility(s) will generally have a corresponding maintenance budget in that area and is the responsible manager for planning and recommending on-going budget maintenance funding requirements. The building's operational manager is the responsible party for managing, allocating and expending this maintenance funding.

Council’s maintenance plan is shown in Table 5.4.1.1 following.


Table 5.4.1.1 Maintenance Plan

Building Maintenance Process/ Item

Maintenance Plan/ Strategy

Reactive Maintenance Requests – logged on to Conquest asset works order system

Request allocated to relevant building strategic manager for action and/ or prioritisation. Strategic manager to liaise with committee of management, operational manager and/ or Council’s building maintenance officer, as required to action request in a timely manner.

Planned Maintenance – value < $3,000

Planned maintenance identified by building strategic manager, operational manager, the community, or during Council condition assessments, with works prioritisation by strategic manager within available operational budget or reallocation to relevant operational manager (committee of management (COM) or other).

Planned Maintenance – value > $3,000

Planned maintenance identified by building strategic manager, operational manager, the community, and/ or during Council condition assessments, with prioritisation by strategic manager within capital works budget and in accordance with the Capital Works Evaluation tool.

Cyclic Maintenance Building strategic manager to liaise with Council’s building maintenance officer and/ or contractor to ensure cyclic maintenance is undertaken for critical building items (relevant to owned buildings only) and costed within available operational budget.

The maintenance management process for building maintenance across the various strategic management units is outlined in additional detail below:

Sustainable Communities: Community Planning- Community Services, Youth Development

1. Kindergartens, Maternal & Child Health Care, and Senior Citizens – minor maintenance by management committees plus liaison to arrange larger maintenance works with Team Leader Community Services (with liaison as required with Council building maintenance officer)

2. Libraries – maintenance managed by Manager Community Planning (with liaison as required with Council building maintenance officer)

3. Youth Centres - maintenance managed by Youth Development Officer (with liaison as required with Council building maintenance officer).

Sustainable Communities: Community Planning- Recreation & Community Strengthening:

1. Community Halls:

(a) Council owned or managed – maintenance managed by operational manager, usually being S. 86 committees of management

(b) Owned by Others - maintenance managed by operational manager, generally a Department of Sustainability & Environment (DSE) committee of management

2. Sporting & Recreational Pavilions & Clubrooms:

(a) Council owned or managed – maintenance managed by operational manager, usually being S.86 committees of management (COM)

(b) Owned by Others – maintenance managed by operational manager, generally a Department of Sustainability & Environment (DSE) committee of management

3. Swimming Pool Buildings – maintenance managed by Team Leader Recreation & Community Strengthening

Corporate Services: GM Corporate Services- Corporate Services Coordinator

1. Council Administration Offices - maintenance managed by Corporate Services Coordinator (with liaison as required with Council building maintenance officer).

Corporate Services: Economic Development

1. Caravan Park Buildings - maintenance managed by Caravan Park operators in accordance with lease agreements under the overall management of the Economic Development Officer.


Corporate Services: Tourism, Director Burke Museum & Historic Precinct

1. Beechworth Historic Precinct, Burke Museum – maintenance managed by Director Burke Museum and Historic Precinct (with liaison as required with Council building maintenance officer)

2. Chiltern Athenaeum – maintenance managed by operational committee

3. Visitor Centres – maintenance managed by Manager Tourism (with liaison as required with Council building maintenance officer).

Major Projects & Programs: Assets

1. Public Toilets – maintenance managed directly by Council building maintenance officer, with maintenance issues generally reported by facility contract cleaners

Major Projects & Programs: Civil Operations

1. Council Depots – maintenance managed by Manager Civil Operations

2. Waste Management Buildings - maintenance managed by Civil Works & Waste Management Coordinator

3. Animal Pounds(generally located at Council Depots) - maintenance managed by Team Leader Enforcement Services.

Customer requests have been recorded on Council’s Conquest system in a consistent manner in 2009 and 2010. Total building related requests recorded on the Conquest system have been approximately 220 for each year. In light of the minimal data available, other than a consistent number of requests each year, there is no evident trend in reactive maintenance requests. Council’s general level of service has anecdotally increased in the past 4 years, as evidenced by consecutive 10% plus increases in Building Cyclic Maintenance funding over the 2008-2009, 2009-2010, and 2010-2011 financial years.

5.4.2 Standards and Specifications

Maintenance work is carried out in accordance with the following standards and specifications: • Building Code of Australia • Australian Standards relevant to the works being undertaken • Manufacturer’s requirements for proprietary products.

The person(s) undertaking the works are to have appropriate insurance cover and be experienced and licensed as required for the type of works being undertaken. The use of any person(s) for works outside of these requirements, and/ or not working in accordance with relevant standards and work practices, would create significant risks for Council.

5.4.3 Summary of Future Costs

Council’s building maintenance funding is separated into three main areas:

1. Council operational budget allocations for maintenance to building strategic managers (approx. $129,000 in 2009-10).

2. Support from Council to building committees of management and user groups with annual Building Maintenance Support Grants (approx. $91,000 in 2009-10).

3. Funding from operators/ leasees (applies to Caravan Parks only – approx. $10,600 in 2009-10).

Allocations in these areas provide for maintenance works on Council owned and non-owned buildings, including buildings managed by Council and managed by others. Future maintenance costs have been forecast on the following basis:

• There is no net increase to the value of building assets as of June 2011 in 2010 dollar value terms

• Building Maintenance Support Grants remain unchanged in 2010 dollar value terms, with 50% of the grant value spent on building maintenance


• Buildings not receiving Building Maintenance Support Grants receive annual maintenance funds equivalent to 0.5% of building replacement value from Councils operational budget.

Current and forecast future maintenance costs are shown in 2010 dollar values in Table 5.4.3.1.

Table 5.4.3.1 Maintenance Costs – Current and Future

Council Strategic Building Manager

2009-10 Maintenance Cost (approx.)

(funding source shown in brackets)

Forecast Future Maintenance Cost and Strategic Building Unit Split (funding source shown in brackets)

Sustainable Communities: Community Planning – Community Services, Youth Development Officer

$9,600 (operational)

$4,350 (Bldg Maint. Sup. Grants)



Sustainable Communities: Mgr Community Planning – Recreation & Community Strengthening





Corporate Services: GM Corporate Services, Corporate Services Coord.

$16,000 (operational) $16,000 (operational)

Corporate Services: Economic Development

$10,600 (leasee) $10,600 (leasee)

Corporate Services: Tourism, Director Burke Museum & Historic Prec.


Major Projects & Programs: Assets $5,100 (operational) $10,800 (operational)

Major Projects & Programs: Civil Operations


Totals $185,000 $206,000

Using the assumptions outlined, the forecast future cost to Council increases approximately 16% from approximately $129,000 to $149,400 in the operational maintenance cost area, with other funding costs remaining static. The forecast cost split between strategic building management areas has changed from the current split in the areas of:

• Sustainable Communities: Community Planning – Community Services, Youth Development Officer – increased allocation for maternal and child health care centres, libraries, kindergartens

• Sustainable Communities: Mgr Community Planning – Recreation & Community Strengthening – decreased allocation for community halls and increased allocation for pool buildings

• Corporate Services: Tourism, Director Burke Museum & Historic Precinct – increased allocation for Beechworth Historic Precinct buildings.

• Major Projects & Programs: Assets – increased allocation for public toilets.

5.5 Renewal/ Replacement Plan

Renewal expenditure is major work which does not increase the asset’s design capacity but restores, rehabilitates, replaces or renews an existing asset to its original capacity. Work over and above restoring an asset to original capacity is upgrade/ expansion or new works.

5.5.1 Renewal Plan

Building assets or their components requiring renewal are identified from 3 yearly condition assessments, requests or proposals from building strategic managers, and the investigation of customer requests. Building asset condition assessments form the basis of the renewal expenditure forecasts within this Building Asset Management Plan.


Council may also support renewal of building elements for community buildings not owned or managed by Council through requests to the relevant Council strategic building manager. This process involves the facility's strategic manager/ owner contacting and liaising with Council's strategic manager responsible for that building's function within the Shire. Council's strategic manager will assist the facility's strategic manager/ owner in scoping the project, grant funding applications, and listing the project for the annual capital works budget process (if eligible). Typically, applications for project grant funding and the end delivery of adopted capital works (including renewal works) is the responsibility of Council's Major Projects and Programs unit. The general renewal plan is to renew or replace assets when justified by (1) risk of failure, (2) poor asset performance, (3) economics in relation to replacement cost being more economic than continuous repair costs, or (4) efficiency of new technology or management practices. Renewal works are prioritised or programmed using the Capital Works Evaluation tool as part of the annual capital works budget process. Renewal works identified in accordance with the renewal strategy may be deferred if the cost is beyond the community’s ability to fund it. This may occur when higher priority works are required on other infrastructure assets, there are short term peaks in expenditure, or an inadequate revenue base exists. Deferred works are registered within the long term capital works program. Renewal works are normally funded within the capital works budget process by a combination of grant and Council funding, and are often encompassed as part of building upgrade project works.

5.5.2 Renewal Standards

Renewal work is carried out in accordance with the following standards and specifications: • Building Code of Australia • Australian Standards relevant to the works being undertaken • Manufacturer’s requirements for proprietary products.

The person(s) undertaking the works are to have appropriate insurance cover and be experienced and licensed as required for the type of works being undertaken. The use of any person(s) for works outside of these requirements, and/ or not working in accordance with relevant standards and work practices, would create significant risks for Council.


Future building renewal funding projections have been determined by using the Moloney asset management modelling software. The model has been set up to forecast the future funding requirements of Council and community building assets as outlined under ‘All Buildings’ in the Building Register forming Appendix A to this plan.

The Moloney model:

• is a network based model that examines the expected financial performance of the asset group

• commences with the present condition distribution of an asset group as a model input

• degrades the asset group over time in accordance with predetermined asset degradation curves. The degradation curves are based on long term monitoring of asset performance and technical assumptions.

Proposed capital expenditure can then be input assuming constant or profiled future expenditure (Model 1), or by defining asset condition to provide forecasted capital expenditure to achieve this condition (Model 2).

The adopted intervention level used in the Moloney model was ‘8’, indicating that the asset would be 80% into its useful life before renewal occurs. The model examines future funding requirements for building facilities by dividing them into four major components. These building components and the adopted useful life and valuation distributions used in the model are detailed in Table 5.5.3.1.


Table 5.5.3.1 Modelling Components - Adopted Life and Valuation Distribution Used

Building Component Type Useful Life (years)

Valuation Distribution %

Structure – Long Life or Concrete Floor/ Structure Masonry Walls Steel or solid roof frames

100 65%

Structure – Short Life

Timber floor Timber/ Metal cladding

70 65%

Roof Cladding Steel Concrete Tile

60 5%

Mechanical Services Air Conditioning Heating units

25 10%

Building Fit Out Various – Kitchens, Bathrooms

25 20%

100%

Renewal funding requirements were modelled using two scenarios:

Scenario A: Modelled building inventory includes all Council owned buildings and community buildings that are in the community’s interest to renew (shown as ‘All Buildings’ in the Building Register forming Appendix A to this plan). The output from the Scenario A ‘All Buildings’ model is shown in Figure 5.5.3.1. Based on the renewal forecast identified in this Figure, the renewal demand requirement is predicted to be $677,000 per annum on average in the next 10 years 2012-21, followed by $1,182,000 per annum on average in the next 10 years 2022-31.

Scenario B: Modelled building inventory includes Council owned buildings only (shown as ‘Council Owned Buildings’ in the Building Register forming Appendix A to this plan). Council owned caravan park buildings are not included as management agreements with leasees require the leasee to manage and renew these buildings. The output from the Scenario B ‘Council Owned Buildings’ model is shown in Figure 5.5.3.2. Based on the renewal forecast identified in this Figure, the renewal demand requirement is predicted to be $398,000 per annum on average in the next 10 years 2012-21, followed by $730,000 per annum on average in the next 10 years 2022-31. Modelled outcomes are provided in 2010 dollar values. The historic average renewal funding over the 2008-09 and 2009-10 financial years in the building area was approximately $787,500 per annum. This funding was higher than in previous years due to the Federal funded Regional and Local Community Infrastructure Program and the Regional and Local Community Infrastructure Program – Strategic Projects.


Figure 5.5.3.1 Scenario A – Modelled Renewal Funding Requirement for All Buildings

PREDICTED ANNUAL RENEWAL EXPENDITURE REQUIREMENT IN $ To Treat All Assets that Reach Intervention - Separated by Asset Class

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Building Fit Out

MechanicalServices

Roof Structure

Structure ShortLife

Structure LongLife

Figure 5.5.3.2 Scenario B – Modelled Renewal Funding Requirement for Council Owned Buildings (excludes caravan parks)

PREDICTED ANNUAL RENEWAL EXPENDITURE REQUIREMENT IN $ To Treat All Assets that Reach Intervention - Separated by Asset Class

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Building Fit Out

MechanicalServices

Roof Structure

Structure ShortLife

Structure LongLife


5.6 Creation/ Acquisition/ Upgrade Plan

New works are those works that create a new asset that did not previously exist, or works which upgrade or improve an asset beyond its existing capacity or performance. These improvements may result from supply needs and changes in service provision or levels of service. Within the context of building facilities, these works are generally enlargement, reconfiguration, major refurbishment, or new facilities.

5.6.1 Selection Criteria

New assets and the upgrade/ expansion of existing assets are identified from various sources such as community and Councillor requests, proposals identified by strategic plans and strategic building managers, and partnerships with other organisations. Council is responsible for funding new facilities and facility upgrades for its owned buildings through its capital works budget process. The strategic manager of a building facility is the responsible party to undertake consultative master planning, scoping, concept planning, and business case formulation for new and upgraded facilities in conjunction with the facility's operational management, facility users and the community. New and upgrade works are prioritised or programmed using the Capital Works Evaluation tool as part of the annual capital works budget process. Council may also support the construction of new or upgraded community buildings which are not owned and/ or managed by Council through its capital works budget. This process involves the facility's strategic manager/ owner contacting and liaising with Council's strategic manager responsible for that building's function within the Shire. Council's strategic manager will assist the facility's strategic manager/ owner in scoping the project, grant funding applications, and listing the project as part of the annual capital works budget process (if eligible). Typically, applications for project grant funding and the end delivery of adopted capital works projects is the responsibility of Council's Major Projects & Programs unit. An example of a new Council owned/ managed building facility is the Baarmutha Park Multi-Purpose facility. An example of a replacement and upgraded non-Council owned community facility is the proposed Barnawartha Recreation Reserve pavilion. New and upgrade building projects are selected using Council’s Capital Works Evaluation tool. Selection criteria should include issues such as:

1. Relevance to Council’s goals and community priorities 2. Alignment to core business 3. Community need 4. Anticipated benefits 5. Environmental impacts 6. ‘Whole of Life’ costs 7. Impact on and relationship to existing services/ infrastructure 8. Analysis of non-asset solutions 9. Forecast utilisation rates 10. Disability access 11. Construction, materials and design standards 12. Value for money.

5.6.2 Standards and Specifications

Standards and specifications for new assets and for upgrade/ expansion of existing assets are the same as those shown for renewal in Section 5.5.2.



The average expenditure for new and upgrade building works over the 2008-09 and 2009-10 financial years was approximately $1,310,000 per annum. This funding was significantly higher than in previous years due to the Federal funded Regional and Local Community Infrastructure Program – Strategic Projects grant received for building upgrades and new building projects.

Future costs for new and upgrade works are projected to be minimal in relation to this recent average spend of $1,310,000 per annum over the 2008-09 and 2009-10 financial years.

There is only one significant new building works project that has been identified in this plan. With a large expenditure on new and upgraded buildings in recent years, and demand forecasts indicating minimal additional service demand, the only forecast major expenditure taken into account for 2012-31 is the Barnawartha multi-purpose facility proposed for construction in 2013. Total cost for this project (including renewal and new/ upgrade works) is estimated at $1.36M. The proposed facility is essentially an upgrade to the existing services provided and will include replacement of existing change and meeting rooms. The project’s cost estimate is based on facility planning and scoping undertaken with the Barnawartha community in 2009-10.

A 10 Year Building New and Upgrade Program - DRAFT is included as an appendix to this plan.

5.7 Disposal Plan

Disposal includes any activity associated with disposal of a decommissioned asset including sale, demolition or relocation. The disposal option requires careful consideration in service reviews and consideration of non-asset based service delivery. Rationalisation of assets in this way eliminates future life-cycle costs associated with building assets. The strategic building manager is responsible for investigating and actioning disposal strategies in consultation with the community Assets identified for possible decommissioning and disposal are shown in the 10 Year Building Disposal Program - DRAFT included as an appendix to this plan. The net cash flow from asset disposal activities indicated in this plan is forecast to be Nil or insignificant.


6. FINANCIAL SUMMARY

This section contains the financial requirements resulting from all the information presented in the previous sections of this asset management plan. The financial projections are based on the available information and are subject to continuous review.

6.1 Financial Statements and Projections

Council’s expenditure in the building renewal and new/ upgrade areas has been considerable over the last 2-3 years. This recent expenditure is not indicative of recent funding trends due to the significant and unusual Federal grants received in 2009-10. These grants included the Federal funded Regional and Local Community Infrastructure Program and the Regional and Local Community Infrastructure Program – Strategic Projects funding received for new and upgrade building projects. Council’s recent budget expenditure in the areas of building (1) maintenance, (2) renewal/ replacement, and (3) new and upgrade, is shown in Table 6.1.1. Table 6.1.1 Building Expenditure – 2009-10

Budget Year

Maintenance Renewal / Replacement

New/ Upgrade Total (approximate Council budget expenditure)

2009-10 $185,000 $787,500 (av. 2008-09 & 2009-10)

$1,309,500 (av. 2008-09 & 2009-10)

$2,282,000

The financial projections incorporating future costs identified in Section 5.4 Routine Maintenance Plan, Section 5.5 Renewal/ Replacement Plan, and Section 5.6 Creation Acquisition/ Upgrade Plan, are detailed in Table 6.1.2 and Table 6.1.3 for the following two scenarios:

• Scenario A in Table 6.1.2. Assumptions include: o Modelled building inventory includes all Council owned buildings and community buildings that

are in the community’s interest to renew o Upgrade and new works are regarded as discretionary and additional to the program except for

the planned Barnawartha multi-purpose facility renewal and new works o Income or expenditure from asset disposal is not considered.

• Scenario B in Table 6.1.3. Assumptions include:

o Modelled building inventory includes all Council owned buildings except for caravan park buildings

o Renewal works on community buildings not owned by Council are discretionary and additional to the program

o Upgrade and new works are regarded as discretionary and additional to the program except for the planned Barnawartha multi-purpose facility renewal and new works

o Income or expenditure from asset disposal is not considered.

Note that all costs are shown in 2010 dollar values.


Table 6.1.2 Scenario A - Projected 20 Year Operating and Capital Expenditure – All Buildings

Budget Year

Maintenance

(includes Building Maint.. Support Grants)

Asset Revaluations/ Condition

Assessments

Renewal Upgrade & New Totals

2012-13 $ 206,000 $5,000 $337,200 $15,000 $563,200 2013-14 $ 206,000 $5,000 $317,600 $916,000 $1,444,600 2014-15 $ 206,000 $40,000 $313,000 $50,000 $609,000 2015-16 $ 206,000 $5,000 $374,300 - $585,300 2016-17 $ 206,000 $5,000 $509,000 - $720,000 2017-18 $ 206,000 $40,000 $668,200 - $914,200 2018-19 $ 206,000 $5,000 $851,700 - $1,062,700 2019-20 $ 206,000 $5,000 $1,015,400 - $1,226,400 2020-21 $ 206,000 $40,000 $1,146,600 - $1,392,600 2021-22 $ 206,000 $5,000 $1,239,600 - $1,450,600 2022-23 $ 206,000 $5,000 $1,294,200 - $1,505,200 2023-24 $ 206,000 $40,000 $1,314,100 - $1,560,100 2024-25 $ 206,000 $5,000 $1,305,400 - $1,516,400 2025-26 $ 206,000 $5,000 $1,275,100 - $1,486,100 2026-27 $ 206,000 $40,000 $1,230,400 - $1,476,400 2027-28 $ 206,000 $5,000 $1,178,000 - $1,389,000 2028-29 $ 206,000 $5,000 $1,124,000 - $1,335,000 2029-30 $ 206,000 $40,000 $1,073,200 - $1,319,200 2030-31 $ 206,000 $5,000 $1,029,800 - $1,240,800 2031-32 $ 206,000 $5,000 $996,700 - $1,207,700

Total $24,004,500 Per Annum Average $1,200,225

Table 6.1.3 Scenario B - Projected 20 Year Operating and Capital Expenditure – Council Owned Buildings

Budget Year

Maintenance

(includes Building Maint.. Support Grants)

Asset Revaluations/ Condition

Assessments

Renewal Upgrade & New Totals

2012-13 $ 206,000 $5,000 $227,000 $15,000 $453,000 2013-14 $ 206,000 $5,000 $218,600 $916,000 $1,345,600 2014-15 $ 206,000 $40,000 $213,900 $50,000 $509,900 2015-16 $ 206,000 $5,000 $249,400 - $460,400 2016-17 $ 206,000 $5,000 $317,900 - $528,900 2017-18 $ 206,000 $40,000 $395,200 - $641,200 2018-19 $ 206,000 $5,000 $482,900 - $693,900 2019-20 $ 206,000 $5,000 $563,100 - $774,100 2020-21 $ 206,000 $40,000 $631,500 - $877,500 2021-22 $ 206,000 $5,000 $686,000 - $932,000 2022-23 $ 206,000 $5,000 $725,800 - $936,800 2023-24 $ 206,000 $40,000 $751,300 - $997,300 2024-25 $ 206,000 $5,000 $763,900 - $974,900 2025-26 $ 206,000 $5,000 $765,500 - $976,500 2026-27 $ 206,000 $40,000 $758,100 - $1,004,100 2027-28 $ 206,000 $5,000 $744,400 - $955,400 2028-29 $ 206,000 $5,000 $726,600 - $937,600 2029-30 $ 206,000 $40,000 $707,100 - $953,100 2030-31 $ 206,000 $5,000 $688,200 - $899,200 2031-32 $ 206,000 $5,000 $671,800 - $882,800

Total $16,699,200 Per Annum Average $834,960


6.1.1 Life Cycle Costs

Life cycle costs (or ‘whole of life’ costs) are the average annual costs that are required to sustain the levels of service provided over the asset’s life. The 2009-10 life cycle costs are an addition of maintenance costs of $185,000, plus asset consumption (depreciation) expense of $1,031,502. By adding these values, the annual average life cycle cost for the services covered in this Building Asset Management Plan are approximately $1,216,500.

Life cycle costs can be compared to life cycle expenditure to give an indicator of sustainability in service provision. Life cycle expenditures will vary depending on the timing of asset renewals. Indigo’s life cycle expenditure included maintenance of $185,000 plus capital renewal expenditure of $787,500 for the 2009-10 financial year. By adding these values, the life cycle expenditure for buildings in 2009-10 was $972,500.

A gap between life cycle costs and life cycle expenditure gives an indication as to whether present consumers are paying their share of assets they consume. The purpose of this plan is to develop asset management strategies to provide current service levels in a sustainable manner.

The life cycle gap for buildings in the 2009-10 year was $1,216,500 – $972,500 = $244,000 per annum. It should be noted that the life cycle gap is the average gap over the life of the asset and differs from the renewal gap which is the profiled gap for each year and dependent on condition and the degradation curve of the asset.

The life cycle sustainability index is life cycle expenditure/ life cycle cost = $972,500/ $1,216,500 = 80%.

This indicates that the life cycle of building assets was 80% sustainable in 2009-10, with spending needing to increase by 25% to achieve sustainability. However, as outlined previously, the funding provided in 2009-10 for building assets was significantly greater than usual due to considerable Federal grant monies being received.

6.2 Funding Strategy

Sources for funding expenditure on buildings and community facilities include:

• Council rate revenue • Federal Government funding (e.g. Regional and Local Community Infrastructure Program) • State Government grants( Regional Infrastructure Development Fund) • Community Groups • The community user group of the facility • Kindergartens – State grants and kindergarten fund raising committees • Rent and other user charges • Donations.

In general Council has the following priorities with respect to expenditure on building assets:

1. Maintain existing buildings in a functional, reasonable, and safe condition. These activities include asset maintenance and asset renewal

2. Upgrade of existing assets to meet service demands. The funding strategy to achieve the above priorities is to be confirmed and detailed in the Council’s 10 year long term financial plan. The funding required in the building assets area requires assessment within the global context of all of Council’s assets and community service delivery requirements as part of the formulation of the long term financial plan. What this Building Asset Management Plan does indicate is:

1. The need for significant annual committed Council funding in the building maintenance and renewal areas.


2. The good/ relative new condition of a significant number of Council buildings This element gives a renewal profile where short term (0-5 years) renewal requirements are low compared with growing requirements in the medium term (6-15 years).

If Council chooses to adopt a Scenario B approach to building assets (refer Section 6.1 for assumptions of this approach), one option to address the renewal requirements is as follows:

• allocate $330,000 for building renewal in 2012-13

• increase this allocation by 10% for 7 years and keep it steady after this time. This would result in a renewal allocation of $643,000 in 2019-20 and thereafter (in 2010 dollar terms).

If we call this Scenario B: Renewal Funding Option 1, the modelled renewal funding gap using this approach is shown in Figure 6.2.1; and modelled renewal expenditure/ renewal requirement/ percentage of asset base above intervention is shown in Figure 6.2.2. This option overfunds the renewal requirements (meaning that there is nil or a negative renewal gap) to 2020 and then underfunds the renewal requirements to 2031. The modelled cumulative total renewal gap over the 20 year period to 2031 is a minimal 141,000. However, the modelled percentage of asset base above intervention reaches a significant 14% by 2031 using this funding approach. There are any number of options that may be modelled to enable building asset renewal funding requirements to be controlled or profiled in accordance with desired outcomes. The overall requirements in this area will be reviewed in a Council wide/ global context as part of formulating the long term financial plan.


Figure 6.2.1 Scenario B: Renewal Funding Option 1- Modelled Renewal Funding Gap

(The Predicted Renewal Expend. To Maintain Asset Cond. - Less the Propsed Renewal Exp)

-$200,000

-$150,000

-$100,000

-$50,000

$0

$50,000

$100,000

$150,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Total Annual Renewal Gap in $ - Buildings Group

Figure 6.2.2 Scenario B: Renewal Funding Option 1- Modelled Renewal Funding, Renewal Expenditure and % of Asset Base Above Intervention

$0

$100,000

$200,000

$300,000

$400,000

$500,000

$600,000

$700,000

$800,000

$900,000

2012 2014 2016 2018 2020 2022 2024 2026 2028 2030

Year Ahead

Ren

ewal

Exp

endi

ture

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

Pre

dict

ed %

of A

sset

Bas

e ab

ove

Inte

rven

tion

Proposed Renewal Exp. $ - Buildings Group

Predicted Renewal Expenditure Requirement - Buildings Group

% of Asset Base Above Intervention - Prop Renewal Exp. Model - Buildings Group


6.3 Valuation Forecasts

As part of the annual accounts and reporting process Council is required to declare the value of its asset base. This includes Council’s owned building facilities. Council’s total building facility base (owned and non-owned) is assessed on a 3 yearly interval for replacement value, depreciated replacement value (replacement value less accumulated depreciation) and insurance value by an independent valuer. Values are ascertained between valuations by using construction index values with the addition of new capital building works ‘at cost’ to the accounts.

Asset replacement values and depreciation values are forecast to increase in line with (1) any additional assets being added to the Council owned asset stock, and (2) increase in construction indices. For the purposes of this forecast it has been assumed that the construction index will remain at a value of +1% above CPI, no new Council owned buildings are constructed, and that depreciation is 1.66% allowing a net 60 year building life. This forecast assumes that the proposed Barnawartha Multi-Purpose Facility does not become a Council depreciable asset.

The values forecast in this section relate to Council owned buildings only and are shown in 2010 dollar values. Forecast values are shown in Table 6.3.1.

Table 6.3.1 Projected 20 Year Replacement Cost and Depreciation Cost

Budget Year Replacement Cost

New Building Works – Council Owned

Depreciation Cost at 1.66%

2011-12 $ 41.46 M - $0.688 M

2012-13 $ 41.88 M - $0.695 M

2013-14 $ 42.30 M - $0.702 M

2014-15 $ 42.72 M - $0.709 M

2015-16 $ 43.15 M - $0.716 M

2016-17 $ 43.58 M - $0.723 M

2017-18 $ 44.01 M - $0.731 M

2018-19 $ 44.45 M - $0.738 M

2019-20 $ 44.90 M - $0.745 M

2020-21 $ 45.35 M - $0.753 M

2021-22 $ 45.80 M - $0.760 M

2022-23 $ 46.26 M - $0.768 M

2023-24 $ 46.72 M - $0.776 M

2024-25 $ 47.19 M - $0.783 M

2025-26 $ 47.66 M - $0.791 M

2026-27 $ 48.14 M - $0.799 M

2027-28 $ 48.62 M - $0.807 M

2028-29 $ 49.11 M - $0.815 M

2029-30 $ 49.60 M - $0.823 M

2030-31 $ 50.09 M - $0.832 M

A key item in the improvement plan for this Building Asset Management Plan is a review of Council’s building depreciation inventory. This review is required to provide consistency in depreciation principles and methodology between the finance and assets units.

6.4 Key Assumptions Made in Financial Forecasts

This section details the key assumptions made in presenting the information contained in this asset management plan and in preparing forecasts of required operating and capital expenditure, asset values and depreciation expense. It is presented to enable readers to gain an understanding of the levels of confidence in the data behind the financial forecasts.


Key assumptions made in this Building Asset Management Plan are:

• Current levels of service remain unchanged in the forecast period

• Unit rates, building valuations, asset life, and asset component valuation split are reflective of average construction parameters in these areas

• Assets degrade at a rate consistent with the Moloneys model degradation curves

• All dollar figures given are based on 2010 values with no adjustment for building price indices (except for depreciation costs shown in Table 6.3.1)

• Financial data obtained is accurate

• Information is based on current knowledge

• This is the current position of asset management in Indigo Shire and represents the starting point of the building asset management journey.


7. ASSET MANAGEMENT PRACTICES

This section outlines the information available on assets, the information systems used, and the processes used to make decisions on how the assets will be managed.

7.1 Accounting/ Financial Systems

The accounting and financial systems currently used at Indigo Shire are:

• PowerBudgets software – for budget formulation, budget forecasting and control, accounting and cash flow monitoring, to feed financials into the annual report and financial audit purposes

• Lynx and Axis One software – for rating management and collection, processing of accounts for debtors and creditors

• Moloneys Modelling software – for modelling of required long term funding to meet renewal demand from the assets.

Responsibilities for the outputs from the financial accounting system and compliance with the Australian accounting standards, regulations and guidelines resides with the Manager Finance.

The Moloneys Modelling is used in the formulation of asset management plans, required annual modelling for state wide MAV benchmarking, and input into the MAV Sustainability program. Inputs into the modelling software are the responsibility of the Manager Assets.

The capitalisation threshold for buildings is $3,000. Building maintenance expenses are allocated within the annual operational budget, with building renewal and new works allocated within the annual capital works budget.

Indigo’s Asset Management Strategy V1.0 Dec 2010 includes a review of asset financial reporting processes (such as depreciation calculations, unit rates and asset acquisition and disposal) as part of an asset management improvement plan to December 2012. There are no direct changes in current accounting and modelling systems required as a consequence of this plan.

7.2 Asset Management Systems

The Conquest asset management system is the central source for all of Indigo’s building information. The system details parameters including locality, function, strategic and operational management, ownership, physical characteristics, condition, value, and heritage content for each building asset. Building condition assessments are fed directly into the Conquest system from tablet computers used in the field for data collection. The system can provide reporting in various formats and combinations of the parameter inputs, with report data being compatible for downloading into Excel spreadsheets.

The Conquest system has the capability to manage all the planned and reactive maintenance of the building assets and produce reports to confirm that works and requests have been actioned. Customer requests from the Merit customer service system feed into the Conquest system to allow all building related requests to be logged, actioned using work orders, and monitored.

The current data set in the Conquest system is considered to be of good quality and reliability, with a full review and update completed in 2010 in conjunction with the formulation of this plan. The Conquest system has the ability for full integration into MapInfo, Council’s Geographical Information System (GIS).

Indigo’s Asset Management Strategy V1.0 Dec 2010 contains an asset management improvement plan to December 2012 including:

• review asset management data systems and integration with finance systems

• provide asset management systems with function to generate maintenance and renewal programs, with cash flow forecasts

• implement, refine and maintain asset data with integration into Council’s GIS system

• develop methodologies for asset condition surveys/ defects, and fund in the budget process


• develop a formal process for asset handover and recording of new asset data.

There are no direct changes in current asset management systems required as a consequence of this plan.

7.3 Information Flow Requirements and Processes

The key information flows into this asset management plan are:

• Asset management system data, including physical parameters, condition, ownership, value and heritage content;

• Building replacement values/ cost, including unit rates for categories of work/ material; • Documented service levels; • Projections of various factors affecting future demand for services; • Maintenance and renewal projections and modelling; • Council strategies and data that impact on provision of new or upgraded assets.

The key information flows from this asset management plan are:

• Definition of ‘Who manages what’ and the responsibilities of strategic and operational management of buildings

• Definition of the community’s key role/ input in balancing the services and service levels provided by buildings with available resources;

• Forecast/ modelled medium and long term expenditure requirements for asset maintenance, renewal and new assets;

• The basis for expenditure decisions, including asset hierarchy, the Capital Works Evaluation tool, renewal and maintenance requirements for the current asset portfolio, non-asset based service alternatives, and ownership.

These outputs will help define ‘how Council does business’ in the building asset management area, and provide input into the Long Term Financial Plan, annual budgets and Council unit plans and budgets.

Council’s decision making process is outlined by the following:

1. A building’s strategic manager consults with the community to document the case for non-asset based service delivery, asset acquisition or disposal, upgraded or new assets, increased maintenance funding, capital works renewal funding, or other service strategy.

2. The strategic manager is responsible for presenting the documented proposal as part of the annual operational and capital works budget process.

3. Council to consider available funding and modelled asset life cycle costs, with renewal projects taking precedence over funding new assets. Works projects to be prioritised in accord with Council’s Asset Management Policy and Capital Works Evaluation tool.

4. Changes in asset base resulting from adopted projects to be fed into the asset management system as required in keeping a current data base.

7.4 Standards and Guidelines

The following asset management policies, procedures and references were used in the preparation of this plan:

• IPWEA, 2006, ‘International Infrastructure Management Manual’, Institute of Public Works Engineering Australia, Sydney

• IPWEA, 2009, ‘Building Condition & Performance Assessment Guidelines: Practice Note 3 Buildings’, Institute of Public Works Engineering Australia – NAMS.AU

• MAV, 2010, ‘National Asset Management Assessment Framework’ • Indigo Shire Asset Management Policy (V1.0 Dec 2010) • Indigo Shire Asset Management Strategy (V1.0 Dec 2010).


8. PLAN FOR IMPROVEMENT AND MONITORING

8.1 Performance Measures

The effectiveness of the Building Asset Management Plan can be measured in the following ways:

1. The degree to which the required renewal funding or funding strategies identified in this asset management plan are incorporated into Council’s long term financial plan and Strategic 2030 Plan

2. The degree to which proposed works programs, budgets, and organisational structures take into account the ‘global’ building works program and trends provided by this asset management plan

3. Achieving the target levels of service identified in the plan. These performance measures may be reviewed at any time and will be periodically reviewed as part of the revision process of the plan.

8.2 Improvement Programme

The building asset management improvement plan generated from this document is shown in Table 8.2.1.

Table 8.2.1 Improvement Plan

Task No

Task Responsibility Resource Required

Timeline

1 Continuously improve accuracy of building data Mgr Assets Staff time Ongoing

2 Review Council’s building depreciation inventory Mgr Finance, Mgr Assets Staff time ($2,000 est.)

Feb 2012

3 Communication and acceptance of the roles and responsibilities of the community , a facility’s strategic manger and a facility’s operational manager

All strategic building/ service managers & operational building managers, with community communication

Staff time ($5,000 est.)

Ongoing

4 Investigate alternative to Council ownership of buildings where appropriate

All strategic building/ service managers

Staff time – part of consultation process

Ongoing

5 Review service plans and resultant levels of service with the community


Staff time – part of consultation process

Ongoing

6 Define Essential Safety Measures (ESM) costs & build into future budgets

Mgr Assets Staff time ($5,000 est.)

Feb 2012

7 Complete Council DDA building facility audit. Develop schedule of upgrades to provide DDA legislative compliance by 2018 as part of facility audit process

Mgr Sustainable Communities Mgr Sustainable Communities

t.b.a. t.b.a.

Dec 2012 Feb 2013

8 Engage building restoration consultant to provide report on maintenance and renewal programs for all of Council’s historic buildings

Dir. Burke Museum & Historic Precinct Mgr Assets

$10,000 est. Mar 2012

9 Review maintenance & ESM obligations of S.86 committees & associated committee funding arrangements

Mgr Sustainable Communities Community Planning – Rec. & Comm.ty Strengthening

Staff time ($10,000 est.)

Sep 2012

10 Validate building maintenance & renewal needs & budget appropriately

All strategic building/ service managers Mgr Assets

Staff time – part of budget process

Mar 2012 Ongoing

11 Review forward programs for building renewal, new & upgrade, & rationalisation/ disposal

All strategic building/ service managers Mgr Assets

Staff time – part of budget process

Yearly

12 Review demand management to identify and cater for increased demand in any applicable areas


Staff time – part of asset management plan review process

Ongoing


8.3 Monitoring and Review Procedures

The Building Asset Management Plan is a living document which is integral to Council’s asset management activities. To ensure the plan remains useful and relevant the following ongoing process of monitoring and review activities are proposed to be undertaken:

• review contents of the plan annually and incorporate new knowledge, including any changes in service levels and/ or resources available to provide those services, during annual budget preparation and decision process

• revision and updating of the plan on a four yearly basis with this review to occur within 2 years of each Council election.


9. REFERENCES

1. Indigo Shire, Council Plan 2010-2013

2. Indigo Shire, Asset Management Policy V1.0 Dec 2010

3. Indigo Shire, Asset Management Strategy V1.0 Dec 2010

4. Indigo Shire, Annual Report 2010

5. Indigo Shire, Council Risk Register October 2010

6. Indigo Shire, Community Facility Support Guidelines –DRAFT

7. Indigo Shire, Access and Inclusion Plan 2011-2014 - DRAFT

8. IPWEA, 2006, International Infrastructure Management Manual

9. IPWEA, 2009, Building Condition & Performance Assessment Guidelines

10. MAV, 2010, National Asset Management Assessment Framework

11. Moloney Asset Management Systems, Moloney Modelling Manual


10. APPENDICES

Appendix A: Building Register: by Locality, Function, Value, Ownership and Historic Nature


ALL BUILDINGS COUNCIL OWNED BUILDINGS

Building Description Locality Replacement No. Building Description Locality Replacement No.

Key:- Historic Buildings Shaded as follows:

Beechworth Historic Precinct Value 2009-10

Beechworth Historic Precinct Value 2009-10

Beechworth Police Lock Up (timber) Beechworth 50,000 Beechworth Chinese Protectors Office (former) Beechworth 275,000 Beechworth Courthouse (former) Beechworth 1,542,000 Beechworth Historic Precinct - Reserve Toilet Block Beechworth 26,000 Beechworth Police Lockup (stone) Beechworth 158,000 Beechworth Police Stables (former) Beechworth 225,000 Beechworth Police Station (old) Building Beechworth 563,000 Beechworth Powder Magazine Beechworth 384,000 Beechworth Slabhut Replica Beechworth 128,400 Beechworth Sub-Treasury (Gold Wardens Office) Beechworth 202,000 Beechworth Telegraph Station (Former Lands Office) Beechworth 704,000 Beechworth Historic Precinct 4,257,400 11 Beechworth Historic Precinct 0 0 Caravan Park Buildings Caravan Park Buildings Beechworth Lake Sambell Caravan Park - Amenities Block

Beechworth 287,000

Beechworth Lake Sambell Caravan Park - Amenities Block

Beechworth 287,000

Beechworth Lake Sambell Caravan Park - Cabins x2 Beechworth 90,000 Beechworth Lake Sambell Caravan Park - Cabins x2 Beechworth 90,000 Beechworth Lake Sambell Caravan Park - Garage and Carport Beechworth 37,000

Beechworth Lake Sambell Caravan Park - Garage and Carport Beechworth 37,000

Beechworth Lake Sambell Caravan Park - Residence Beechworth 208,000 Beechworth Lake Sambell Caravan Park - Residence Beechworth 208,000 Chiltern Caravan Park - BBQ Building Chiltern 27,500 Chiltern Caravan Park - BBQ Building Chiltern 27,500 Chiltern Caravan Park - Laundry / Rec Room Chiltern 103,000 Chiltern Caravan Park - Laundry / Rec Room Chiltern 103,000 Chiltern Caravan Park - Toilet Block Chiltern 210,000 Chiltern Caravan Park - Toilet Block Chiltern 210,000 Rutherglen Caravan Park - Amenities Block & Laundry Rutherglen 243,000 Rutherglen Caravan Park - Amenities Block & Laundry Rutherglen 243,000 Rutherglen Caravan Park - BBQ Shelter Rutherglen 54,000 Rutherglen Caravan Park - BBQ Shelter Rutherglen 54,000 Rutherglen Caravan Park - Care Takers Residence Rutherglen 140,000 Rutherglen Caravan Park - Care Takers Residence Rutherglen 140,000 Rutherglen Caravan Park - Store and Office Rutherglen 29,000 Rutherglen Caravan Park - Store and Office Rutherglen 29,000 Yackandandah Caravan Park - BBQ Shelter Yackandandah 36,000 Yackandandah Caravan Park - BBQ Shelter Yackandandah 36,000 Yackandandah Caravan Park - Cabin 2 Yackandandah 36,000 Yackandandah Caravan Park - Cabin 2 Yackandandah 36,000 Yackandandah Caravan Park - Storage Rooms Yackandandah 90,000 Yackandandah Caravan Park - Storage Rooms Yackandandah 90,000 Yackandandah Caravan Park- Cabin 1 (Former Caretakers)

Yackandandah 98,000

Yackandandah Caravan Park- Cabin 1 (Former Caretakers)

Yackandandah 98,000

Yackandandah Caravan Park-Toilet Block Yackandandah 175,000 Yackandandah Caravan Park-Toilet Block Yackandandah 175,000 Caravan Park Buildings 1,863,500 16 Caravan Park Buildings 1,863,500 16 Community Halls Community Halls Barnawartha Hall Barnawartha 792,000 Beechworth Council Chambers and Hall Complex - Hall: Allow Hall as 50% Total Building Value Beechworth 1,285,500

Beechworth Council Chambers and Hall Complex - Hall: Allow Hall as 50% Total Building Value Beechworth 1,285,500

Beechworth Neighbourhood Centre - Church Hall Beechworth 519,000 Beechworth Neighbourhood Centre - Church Hall Beechworth 519,000 Beechworth Neighbourhood Centre - Former Methodist Church

Beechworth 485,000

Beechworth Neighbourhood Centre - Former Methodist Church

Beechworth 485,000

Beechworth Neighbourhood Centre - Toilet Beechworth 82,000 Beechworth Neighbourhood Centre - Toilet Beechworth 82,000 Beechworth Neighbourhood Centre Shed Beechworth 6,000 Beechworth Neighbourhood Centre Shed Beechworth 6,000 Bruarong Community Centre - Hall Bruarong 134,000 Bruarong Community Centre - Toilet Block Bruarong 30,000 Chiltern Community Offices Chiltern 282,000 Chiltern Community Offices Chiltern 282,000 Chiltern Memorial Hall Complex - Hall Chiltern 1,216,000 Chiltern Memorial Hall Complex - Hall Chiltern 1,216,000 Cornishtown Hall Cornishtown 244,000 Kergunyah Public Hall Complex - Main Hall Kergunyah 768,000 Osbornes Flat Community Centre Osbornes Flat 391,000 Rutherglen Memorial Hall Complex - Hall Rutherglen 2,701,000 Rutherglen Memorial Hall Complex - Hall Rutherglen 2,701,000 Rutherglen Memorial Hall Complex - Vehicle Shelter Rutherglen 19,000 Rutherglen Memorial Hall Complex - Vehicle Shelter Rutherglen 19,000 Sandy Creek Hall - Main Hall Sandy Creek 383,000 Sandy Creek Hall - Meeting Hall Sandy Creek 248,000 Stanley Memorial Hall Stanley 441,000 Stanley Memorial Hall Stanley 441,000 Wahgunyah School of Arts - Main Hall Wahgunyah 720,000 Wooragee Community Centre - Hall Wooragee 265,000 Wooragee Community Centre - Hall Wooragee 265,000 Wooragee Community Centre - Toilets Wooragee 77,000 Wooragee Community Centre - Toilets Wooragee 77,000 Yackandandah Community Education Centre Yackandandah 288,000 Yackandandah Community Education Centre Yackandandah 288,000 Yackandandah Public Hall Yackandandah 1,616,000 Yackandandah Public Hall Yackandandah 1,616,000 Community Halls 12,992,500 23 Community Halls 9,282,500 14 Council Administration/ Offices Council Administration/ Offices Beechworth Council Chambers and Hall Complex - Hall: Allow Offices as 25% Total Building Value Beechworth 642,750

Beechworth Council Chambers and Hall Complex - Hall: Allow Offices as 25% Total Building Value Beechworth 642,750

Beechworth Memorial Hall Complex - Offices Beechworth 984,000 Beechworth Memorial Hall Complex - Offices Beechworth 984,000 Yackandandah Ardsville - Portable Toilet Block Yackandandah 36,000 Yackandandah Ardsville - Portable Toilet Block Yackandandah 36,000 Yackandandah Ardsville Office Yackandandah 548,000 Yackandandah Ardsville Office Yackandandah 548,000 Yackandandah Office- Meeting shed and stroarge Yackandandah 114,000 Yackandandah Office- Meeting shed and stroarge Yackandandah 114,000 Yackandandah Offices - Main Building Yackandandah 675,000 Yackandandah Offices - Main Building Yackandandah 675,000 Yackandandah Wellsford Street Office Yackandandah 184,000 Yackandandah Wellsford Street Office Yackandandah 184,000 Yackandandah Wellsford Street Portable Office Yackandandah 61,000 Yackandandah Wellsford Street Portable Office Yackandandah 61,000 Council Administration/ Offices 3,244,750 8 Council Administration/ Offices 3,244,750 8


ALL BUILDINGS COUNCIL OWNED BUILDINGS Building Description Locality Replacement No. Building Description Locality Replacement No. Council Depots & Operational Buildings Council Depots & Operational Buildings Beechworth Depot - Animal Pound Beechworth 38,000 Beechworth Depot - Animal Pound Beechworth 38,000 Beechworth Depot - Lunch Room Beechworth 24,000 Beechworth Depot - Lunch Room Beechworth 24,000 Beechworth Depot - Sign Store Hut Beechworth 4,000 Beechworth Depot - Sign Store Hut Beechworth 4,000 Beechworth Depot - Storage Shed Beechworth 22,000 Beechworth Depot - Storage Shed Beechworth 22,000 Chiltern Depot - Garage/Store shed Chiltern 25,000 Chiltern Depot - Garage/Store shed Chiltern 25,000 Chiltern Depot - Lunch/Change Chiltern 59,000 Chiltern Depot - Lunch/Change Chiltern 59,000 Chiltern Depot - Plant Shed Chiltern 66,000 Chiltern Depot - Plant Shed Chiltern 66,000 Chiltern Depot - Toilet Block Chiltern 18,000 Chiltern Depot - Toilet Block Chiltern 18,000 Rutherglen Depot - Small Store Rutherglen 8,000 Rutherglen Depot - Small Store Rutherglen 8,000 Rutherglen Depot - Truckport / Store shed Rutherglen 106,000 Rutherglen Depot - Truckport / Store shed Rutherglen 106,000 Rutherglen Depot - Store Shed Rutherglen 127,000 Rutherglen Depot - Store Shed Rutherglen 127,000 Yackandandah Depot - Amenities Building Yackandandah 111,000 Yackandandah Depot - Amenities Building Yackandandah 111,000 Yackandandah Depot - Animal Pound Shed Yackandandah 7,000 Yackandandah Depot - Animal Pound Shed Yackandandah 7,000 Yackandandah Depot - Fuel and Oil Storage shed Yackandandah 28,000 Yackandandah Depot - Fuel and Oil Storage shed Yackandandah 28,000 Yackandandah Depot - Main Shed Yackandandah 170,000 Yackandandah Depot - Main Shed Yackandandah 170,000 Yackandandah Depot - Pre-mix shed Yackandandah 51,000 Yackandandah Depot - Pre-mix shed Yackandandah 51,000 Yackandandah Depot - Storage Shed Yackandandah 61,000 Yackandandah Depot - Storage Shed Yackandandah 61,000 Yackandandah Depot - Vehicle Garage Yackandandah 78,000 Yackandandah Depot - Vehicle Garage Yackandandah 78,000 Council Depots & Operational Buildings 1,003,000 18 Council Depots & Operational Buildings 1,003,000 18 Kindergartens/ Pre-Schools, Childcare Kindergartens/ Pre-Schools, Childcare Beechworth Preschool Beechworth 1,123,000 Beechworth Preschool Beechworth 1,123,000 Chiltern Pre-school Chiltern 322,000 Chiltern Pre-school Chiltern 322,000 Rutherglen Preschool Centre - Preschool Rutherglen 374,000 Rutherglen Preschool Centre - Preschool Rutherglen 374,000 Rutherglen Preschool Centre Store Shed Rutherglen 15,000 Rutherglen Preschool Centre Store Shed Rutherglen 15,000 Tangambalanga Kiewa Valley Early Childhood Centre - Preschool & Maternal Child Health Tangambalanga 393,000

Tangambalanga Kiewa Valley Early Childhood Centre - Preschool & Maternal Child Health Tangambalanga 393,000

Tangambalanga Kiewa Valley Early Childhood Centre - Store Shed Tangambalanga 6,000

Tangambalanga Kiewa Valley Early Childhood Centre - Store Shed Tangambalanga 6,000

Yackandandah Pre-School Center - Preschool Yackandandah 333,000 Yackandandah Pre-School Center - Preschool Yackandandah 333,000 Yackandandah Pre-School Centre - Store shed Yackandandah 5,000 Yackandandah Pre-School Centre - Store shed Yackandandah 5,000 Kindergartens/ Pre-Schools, Childcare 2,571,000 8 Kindergartens/ Pre-Schools, Childcare 2,571,000 8 Libraries Libraries Beechworth Library Beechworth 328,000 Beechworth Library Beechworth 328,000 Rutherglen Memorial Hall Complex - Office and Library Rutherglen 835,000 Rutherglen Memorial Hall Complex - Office and Library Rutherglen 835,000 Libraries 1,163,000 2 Libraries 1,163,000 2 Maternal & Child Health Care Maternal & Child Health Care Beechworth Maternal & Child Health Centre Beechworth 150,000 Beechworth Maternal & Child Health Centre Beechworth 150,000 Rutherglen Memorial Hall Complex - Maternal and Child Health Centre

Rutherglen 237,000

Rutherglen Memorial Hall Complex - Maternal and Child Health Centre

Rutherglen 237,000

Maternal & Child Health Care 387,000 2 Maternal & Child Health Care 387,000 2 Museums/ Athenaeums/ Historic Nature Museums/ Athenaeums/ Historic Nature Beechworth Burke Museum Building Beechworth 1,707,000 Beechworth Burke Museum Building Beechworth 1,707,000 Beechworth Depot - Burke Museum Store Shed Beechworth 42,000 Beechworth Depot - Burke Museum Store Shed Beechworth 42,000 Chiltern Athenaeum Chiltern 616,000 Chiltern Athenaeum Chiltern 616,000 Chiltern Athenaeum John McEwen Annexe Chiltern 240,000 Chiltern Athenaeum John McEwen Annexe Chiltern 240,000 Chiltern Courthouse (Former) Chiltern 563,000 Chiltern Police Lock Up (Former) Chiltern 80,000 Rutherglen Common School Museum Rutherglen 773,000 Stanley Athenaeum Stanley 227,000 Stanley Athenaeum Stanley 227,000 Yackandandah Courthouse Yackandandah 737,000 Yackandandah Skate Park Log Hut Yackandandah 14,000 Yackandandah Skate Park Log Hut Yackandandah 14,000 Museums/ Athenaeums/ Historic Nature 4,999,000 10 Museums/ Athenaeums/ Historic Nature 2,846,000 6 Senior Citizens Senior Citizens Beechworth Senior Citizens Club Rooms Beechworth 406,000 Beechworth Senior Citizens Club Rooms Beechworth 406,000 Beechworth Harper Ave Senior Citizens Residence Beechworth 153,000 Chiltern Senior Citizens Club Rooms Chiltern 356,000 Chiltern Senior Citizens Club Rooms Chiltern 356,000 Rutherglen Senior Citizens Club Rooms Rutherglen 566,000 Rutherglen Senior Citizens Club Rooms Rutherglen 566,000 Yackandandah Senior Citizens Club - Rooms Yackandandah 487,000 Yackandandah Senior Citizens Club - Rooms Yackandandah 487,000 Yackandandah Senior Citizens Store Building Yackandandah 12,000 Yackandandah Senior Citizens Store Building Yackandandah 12,000 Senior Citizens 1,980,000 6 Senior Citizens 1,827,000 5 Sporting & Recreational/ Clubrooms Sporting & Recreational/ Clubrooms Barnawartha Indigo Creek Barbecue Shelter Barnawartha 9,000 Barnawartha Indigo Creek Barbecue Shelter Barnawartha 9,000 Barnawartha Rec Reserve - Toilet and Change Barnawartha 155,000 Barnawartha Recreation Reserve - Meeting Hall Barnawartha 231,000 Barnawartha Recreation Reserve - Multi Purpose Pavilion Barnawartha 640,000

Beechworth Baarmutha Park - Football Change and Clubrooms Beechworth 640,000

Beechworth Baarmutha Park - Football Change and Clubrooms Beechworth 640,000

Beechworth Baarmutha Park - Grandstand Beechworth 1,150,000 Beechworth Baarmutha Park - Grandstand Beechworth 1,150,000 Beechworth Baarmutha Park - Multi-Purpose Facility & Clubrooms

Beechworth 2,000,000

Beechworth Baarmutha Park - Multi-Purpose Facility & Clubrooms

Beechworth 2,000,000

Beechworth Baarmutha Park - Netball Shelter Beechworth 15,000 Beechworth Baarmutha Park - Netball Shelter Beechworth 15,000 Beechworth Baarmutha Park - Toilet Female Beechworth 55,000 Beechworth Baarmutha Park - Toilet Female Beechworth 55,000 Beechworth Baarmutha Park - Toilet Male Beechworth 67,000 Beechworth Baarmutha Park - Toilet Male Beechworth 67,000 Beechworth Croquet Shed Beechworth 8,000 Beechworth Lake Sambell - Chinese Gardens Pavillion Beechworth 40,000 Beechworth Lake Sambell - Chinese Gardens Pavillion Beechworth 40,000 Beechworth Lawn Bowling Club - Club Rooms Beechworth 388,000 Beechworth Lawn Bowling Club - Storage Shed Beechworth 14,000 Beechworth Memorial Hall Complex - RSL Club Beechworth 569,000 Beechworth Newtown Park - BBQ Shelter Beechworth 17,000 Beechworth Newtown Park - BBQ Shelter Beechworth 17,000 Beechworth Queen Vic Park - Guide Hall Beechworth 145,000 Beechworth Queen Victoria Park - BBQ Hut Beechworth 111,000 Beechworth Queen Victoria Park - BBQ Hut Beechworth 111,000 Beechworth Queen Victoria Park - Rotunda Beechworth 23,000 Beechworth Queen Victoria Park - Rotunda Beechworth 23,000 Beechworth Rail Goods Shed (old) Beechworth 167,000 Beechworth Town Hall Gardens Gazebo Beechworth 102,000 Beechworth Town Hall Gardens Gazebo Beechworth 102,000 Chiltern Bowling Club - Clubrooms Chiltern 179,000 Chiltern Bowling Club - Shed Chiltern 11,000


ALL BUILDINGS COUNCIL OWNED BUILDINGS Building Description Locality Replacement No. Building Description Locality Replacement No. Sporting & Recreational/ Clubrooms (Continued) Sporting & Recreational/ Clubrooms (Continued) Chiltern Golf Club - Clubhouse Chiltern 332,000 Chiltern Gollf Club - Worshop Chiltern 28,000 Chiltern Lake Anderson Reserve - Scouts Hall Chiltern 147,000 Chiltern Martin Park - Music Bowl Chiltern 98,000 Chiltern Martin Park - Music Bowl Chiltern 98,000 Chiltern Recreation Reserve - Grandstand (Historic) Chiltern 84,000 Chiltern Recreation Reserve - Netball Store Sheds (2) Chiltern 32,000 Chiltern Recreation Reserve - Pavilion & Grandstand/Change Chiltern 801,000

Chiltern Valley recreation Reserve - Clubrooms Chiltern Valley 15,000 Chiltern Valley recreation Reserve - Clubrooms Chiltern Valley 15,000 Chiltern Valley Recreation Reserve - Toilets Chiltern Valley 21,000 Chiltern Valley Recreation Reserve - Toilets Chiltern Valley 21,000 Gundowring North Tennis Club - Clubrooms Gundowring 68,000 Gundowring North Tennis Club - Clubrooms Gundowring 68,000 Kiewa Memorial Park - Cricket Pavilion Kiewa 63,000 Kiewa Memorial Park - Tennis Pavilion Kiewa 15,000 Rutherglen Apex Park - Shelter Rutherglen 13,000 Rutherglen Barkley Park - Ticket Box & Entrance Rutherglen 41,000 Rutherglen Barkly Park - Change/Toilets Rutherglen 134,000 Rutherglen Barkly Park - Netball Shelter Rutherglen 5,000 Rutherglen Barkly Park - Pavilion & Change Rooms Rutherglen 1,154,000 Rutherglen Barkly Park - Scoreboard Rutherglen 34,000 Rutherglen Barkly Park - Spectator Stand Rutherglen 35,000 Rutherglen Memorial Hall Complex - RSL Clubrooms Rutherglen 296,000 Rutherglen Memorial Hall Complex - RSL Clubrooms Rutherglen 296,000 Rutherglen Park - Cattle Pavilion Rutherglen 173,000 Rutherglen Park - Golf Club Implement Shed Rutherglen 29,000 Rutherglen Park - Golf Clubrooms Rutherglen 341,000 Rutherglen Park - Multi Purpose Sporting Complex Rutherglen 2,247,000 Rutherglen Park - Poultry Pavilion Rutherglen 178,000 Rutherglen Park - Secretary Office Rutherglen 111,000 Rutherglen Park - Sheep Pavilion Rutherglen 130,000 Rutherglen Park - Toilet Block Rutherglen 129,000 Rutherglen Racecourse Public Reseserve - Pavilion Rutherglen 43,000 Rutherglen Railway Station (old) - Clubrooms Rutherglen 134,000 Sandy Creek Reserve - Football Changerooms Sandy Creek 522,000 Sandy Creek Reserve - Football Shelter Sandy Creek 22,000 Sandy Creek Reserve - Football Toilet Block Sandy Creek 109,000 Sandy Creek Reserve - Tennis Pavilion Sandy Creek 34,000 Stanley Rec Reserve - BBQ shelter Stanley 15,000 Stanley Rec Reserve - Pavilion Stanley 139,000 Stanley Rec Reserve - Pavilion (new) Stanley 130,000 Stanley Rec Reserve - Toilet Block 2 Stanley 90,000 Stanley Rec Reserve - Toilets Stanley 82,000 Tangambalanga Coulston Park - Bowling Clubrooms Tangambalanga 426,840 Tangambalanga Coulston Park - Bowling Clubrooms Tangambalanga 426,840 Tangambalanga Coulston Park - Community Centre Tangambalanga 1,345,000 Tangambalanga Coulston Park - Community Centre Tangambalanga 1,345,000 Tangambalanga Coulston Park- Netball Shelter Tangambalanga 14,000 Tangambalanga Coulston Park- Netball Shelter Tangambalanga 14,000 Tangambalanga Coulston Park - Toilet Tangambalanga 145,000 Tangambalanga Coulston Park - Toilet Tangambalanga 145,000 Tangambalanga Coulston Park- Football Clubrooms and Community Activity Centre Tangambalanga 1,054,800

Tangambalanga Coulston Park- Football Clubrooms and Community Activity Centre Tangambalanga 1,054,800

Upper Sandy Creek Reserve - Tennis Club House Sandy Creek 22,000 Upper Sandy Creek Reserve - Toilets Sandy Creek 11,000 Wahgunyah Cemetery Shelter Wahgunyah 30,000 Wahgunyah Recreation Reserve - Netball Shelter Wahgunyah 10,000 Wahgunyah Recreation Reserve - Pavilion/Change Wahgunyah 860,000 Wahgunyah Recreation Reserve - Playground Shelter Wahgunyah 10,000 Wahgunyah Recreation Reserve - Toilet Blocks (2) Wahgunyah 164,000 Yackandandah Butson Park - Change Rooms Yackandandah 263,500 Yackandandah Butson Park - Netball Clubrooms/Shelter

Yackandandah 58,100

Yackandandah Butson Park - Pavillion & Clubrooms Yackandandah 417,100 Yackandandah Butson Park - Toilets Yackandandah 120,000 Yackandandah Golf Club - Clubrooms Yackandandah 127,000 Yackandandah Sir Isaac Park - Rotunda Yackandandah 16,000 Yackandandah Sir Isaac Park - Rotunda Yackandandah 16,000 Yackandandah Soldiers Memorial Garden - Rotunda Yackandandah 83,000 Yackandandah Soldiers Memorial Garden - Rotunda Yackandandah 83,000 Yackandandah Sports Park - Large Pavillion / Changerooms/Stadium Yackandandah 2,500,000

Yackandandah Sports Park - Large Pavillion / Changerooms/Stadium Yackandandah 2,500,000

Yackandandah Sports Park - Pony Clubrooms Yackandandah 19,950 Yackandandah Sports Park - Scout Shed Yackandandah 34,000 Yackandandah Sports Park - Scout Shed Yackandandah 34,000 Yackandandah Sports Park - Tennis Clubrooms Yackandandah 125,000 Yackandandah Sports Park - Tennis Clubrooms Yackandandah 125,000 Sporting & Recreational/ Clubrooms 22,666,290 85 Sporting & Recreational/ Clubrooms 10,470,640 27 Swimming Pools Swimming Pools Beechworth Swimming Pool - Changerooms Beechworth 619,000 Beechworth Swimming Pool - Changerooms Beechworth 619,000 Chiltern Swimming Pool - Amenities Chiltern 303,000 Chiltern Swimming Pool - Amenities Chiltern 303,000 Chiltern Swimming Pool - Pump Shed Chiltern 23,000 Chiltern Swimming Pool - Pump Shed Chiltern 23,000 Chiltern Swimming Pool - Store Shed Chiltern 4,000 Chiltern Swimming Pool - Store Shed Chiltern 4,000 Rutherglen Swimming Complex - Plant Room Rutherglen 53,000 Rutherglen Swimming Complex - Plant Room Rutherglen 53,000 Rutherglen Swimming Pool - Change Areas & Kiosk Rutherglen 490,000 Rutherglen Swimming Pool - Change Areas & Kiosk Rutherglen 490,000 Rutherglen Swimming Pool - Clubrooms Rutherglen 102,000 Rutherglen Swimming Pool - Clubrooms Rutherglen 102,000 Tangambalanga Swimming Pool - Change Rooms Tangambalanga 334,000 Tangambalanga Swimming Pool - Change Rooms Tangambalanga 334,000 Tangambalanga Swimming Pool - Pump Shed Tangambalanga 32,000 Tangambalanga Swimming Pool - Pump Shed Tangambalanga 32,000 Tangambalanga Swimming Pool - Shelter Tangambalanga 28,000 Tangambalanga Swimming Pool - Shelter Tangambalanga 28,000 Yackandandah Swimming Pool - Female Toilet Yackandandah 69,000 Yackandandah Swimming Pool - Female Toilet Yackandandah 69,000 Yackandandah Swimming Pool - Kiosk Yackandandah 247,000 Yackandandah Swimming Pool - Kiosk Yackandandah 247,000 Yackandandah Swimming Pool - Male Toilet Yackandandah 68,000 Yackandandah Swimming Pool - Male Toilet Yackandandah 68,000 Yackandandah Swimming Pool - Pump Shed Yackandandah 18,000 Yackandandah Swimming Pool - Pump Shed Yackandandah 18,000 Yackandandah Swimming Pool - Store Shed Yackandandah 10,000 Yackandandah Swimming Pool - Store Shed Yackandandah 10,000 Swimming Pools 2,400,000 15 Swimming Pools 2,400,000 15


ALL BUILDINGS COUNCIL OWNED BUILDINGS Building Description Locality Replacement No. Building Description Locality Replacement No. Public Toilets/ Amenities Public Toilets/ Amenities Allans Flat Female & Male Change/Toilet Allans Flat 27,600 Barnawartha Indigo Creek Park Toilet Barnawartha 72,000 Barnawartha Indigo Creek Park Toilet Barnawartha 72,000 Beechworth Kiosk Building Beechworth 18,000 Beechworth Kiosk Building Beechworth 18,000 Beechworth Lake Sambell - Rotary Park Toilets Beechworth 79,000 Beechworth Lake Sambell - Rotary Park Toilets Beechworth 79,000 Beechworth Lake Sambell - Sandy Beach Toilet Beechworth 110,000 Beechworth Lake Sambell - Sandy Beach Toilet Beechworth 110,000 Beechworth Lake Sambell - Toilet Female Beechworth 86,000 Beechworth Lake Sambell - Toilet Female Beechworth 86,000 Beechworth Lake Sambell - Toilet Male Beechworth 86,000 Beechworth Lake Sambell - Toilet Male Beechworth 86,000 Beechworth Memorial Hall Outside Toilet Block Beechworth 233,000 Beechworth Memorial Hall Outside Toilet Block Beechworth 233,000 Beechworth Newtown Park - Toilet Block Beechworth 77,000 Beechworth Newtown Park - Toilet Block Beechworth 77,000 Beechworth Queen Victoria Park - Toilet Beechworth 89,000 Beechworth Queen Victoria Park - Toilet Beechworth 89,000 Chiltern Lake Anderson Reserve - Toilets Chiltern 58,000 Chiltern Lake Anderson Reserve - Toilets Chiltern 58,000 Chiltern Martin Park Toilet Chiltern 129,000 Chiltern Martin Park Toilet Chiltern 129,000 Huon Reserve Toilets Huon 102,000 Huon Reserve Toilets Huon 102,000 Kiewa Memorial Park - Toilets Kiewa 135,000 Kiewa Memorial Park - Toilets Kiewa 135,000 Rutherglen Apex Park -Toilets Rutherglen 75,000 Rutherglen Apex Park -Toilets Rutherglen 75,000 Rutherglen Fig Park - Toilets Rutherglen 230,000 Rutherglen Fig Park - Toilets Rutherglen 230,000 Rutherglen Lions Park Toilets Rutherglen 98,000 Rutherglen Lions Park Toilets Rutherglen 98,000 Stanley Memorial Hall Reserve Public Toilet Stanley 92,000 Stanley Memorial Hall Reserve Public Toilet Stanley 92,000 Wahgunyah School of Arts - Public Toilets Wahgunyah 136,000 Wahgunyah School of Arts - Public Toilets Wahgunyah 136,000 Yackandandah High St Toilet Block Building Yackandandah 148,000 Yackandandah High St Toilet Block Building Yackandandah 148,000 Yackandandah Sir Isaacs Park - Toilet Block Yackandandah 76,000 Yackandandah Sir Isaacs Park - Toilet Block Yackandandah 76,000 Public Toilets/ Amenities 2,156,600 21 Public Toilets/ Amenities 2,129,000 20 Visitor Centres Visitor Centres Beechworth Council Chambers and Hall Complex - Hall: Allow Visitor Centre as 25% Total Building Value

Beechworth 642,750

Beechworth Council Chambers and Hall Complex - Hall: Allow Visitor Centre as 25% Total Building Value

Beechworth 642,750

Chiltern Tourist Information Centre Chiltern 94,000 Chiltern Tourist Information Centre Chiltern 94,000 Rutherglen Wine Experience - Toilet Block Rutherglen 73,000 Rutherglen Wine Experience - Toilet Block Rutherglen 73,000 Rutherglen Wine Experience - Visitor Centre : 50% owned by Council

Rutherglen 923,000

Rutherglen Wine Experience - Visitor Centre: 50% owned by Council

Rutherglen 923,000

Visitor Centres 1,732,750 3 Visitor Centres 1,732,750 3 Waste Management Waste Management Beechworth Transfer Station Store Shed Beechworth 25,000 Beechworth Transfer Station Store Shed Beechworth 25,000 Rutherglen Transfer Station - Amenities Building Rutherglen 22,000 Rutherglen Transfer Station - Amenities Building Rutherglen 22,000 Rutherglen Transfer Station - Shed Rutherglen 86,000 Rutherglen Transfer Station - Shed Rutherglen 86,000 Waste Management 133,000 3 Waste Management 133,000 3 Youth Centres Youth Centres Beechworth Railway Station (Old) - Youth Centre Beechworth 385,000 Youth Centres 385,000 1 Youth Centres 0 0

GRAND TOTALS 63,934,790 232 41,053,140 147

Key:- Historic Buildings Shaded as follows: ALL BUILDINGS COUNCIL OWNED BUILDINGS Strategic Management Categories Value No. Strategic Management Categories Value No. Sustainable Communities: Sustainable Communities: - Community Planning, Community Serv., Youth Serv. 6,486,000 19 - Community Planning, Community Serv., Youth Serv. 5,948,000 17 - Community Planning, Rec. & Comm. Strengthening 38,058,790 123 - Community Planning, Rec. & Comm. Strengthening 22,153,140 56 Corporate Services: Corporate Services: - Corporate Services 3,244,750 8 - Corporate Services 3,244,750 8 - Economic Development 1,863,500 16 - Economic Development 1,863,500 16 - Tourism, Dir. Burke Museum & Hist. Prec. 10,989,150 24 - Tourism, Dir. Burke Museum & Hist. Prec.. 4,578,750 9 Major Projects & Programs: - Assets 2,156,600 21 Major Projects & Programs - Assets 2,129,000 20 - Civil Operations 1,136,000 21 Major Projects & Programs – Civil Operations 1,136,000 21 63,934,790 232 41,053,140 147


Appendix B: Community Facility Support Guidelines –DRAFT


DRAFT

COMMUNITY FACILITY

SUPPORT GUIDELINES


INDEX

Page No. in Appendix B to the

Building Asset Management Plan

V1.0 Jun 2011:

PART 1: LEVEL OF FACILITY SUPPORT 57

PART 2: COUNCIL ASSET MAINTENANCE GRANTS SCHEDULE 66

PART 3: BUILDING MAINTENANCE 69

PART 4: SPORTS GROUNDS AND PLAYING SURFACES 74


PART 1: LEVEL OF FACILITY SUPPORT

OBJECTIVE: To provide an equitable level of support for community facilities throughout the Indigo Shire. Please note that these Guidelines relate only to the level of facility maintenance/ management support provided by Council. Please refer to other policies/guidelines/plans in regards to Council support for areas such as insurance cover. Council may provide support to community facilities under the following support Categories: Category A: Council Owned Facilities on Council Owned/ Managed land which are directly managed or occupied

exclusively by Council Category B: Council Owned Community Facilities on Council Owned or Managed Land under the control of an

appointed Section 86 Committee of Management Category C: Council Owned Facilities on Council Owned or Managed Land (other than detailed in Category B) as

detailed in a lease or occupation agreement Category D: Non - Council Owned Community Facilities on Crown Land under the control of an appointed DSE

Committee of Management Category E: Non - Council Owned Community Facilities not listed in Categories A, B, C or D e.g. privately owned

community facilities or facilities managed by a community committee REVIEW & RESOURCING These guidelines seek to provide a documented framework on how Indigo Shire supports community facilities. The guidelines are open to continuous review and amendment and are dependent on the availability of appropriate funding and resourcing within Council’s operational budget. GUIDELINES The following guidelines have been developed for each of the above Categories to clarify the level and type of support available to committees of management/ community groups managing community facilities.


Category A

Council Owned Facilities on Council Owned/ Managed land which are directly Managed or Occupied exclusively by Council

Council Responsibilities

� To provide maintenance support to buildings as per Schedule 1 in Part 3: Building Maintenance.

Note: in this case Council is also the Occupier. Comment This category includes facilities constructed by the Shire and managed solely by the Shire. No detailed list of facilities is provided, however it would include such public facilities and operational facilities such as: � Bus shelters � Public Libraries � Shire offices, depots etc � Public toilets/ amenities and shelters � Shire Waste Management Facilities � Senior Citizens Centres* � Swimming Pools and associated buildings � Visitor information centres � Burke Museum

* Note: Senior Citizens Centres also receive support from other government sources


Category B

Council Owned Community Facilities on Council Owned or Managed Land under the control of an appointed Section 86 Committee of Management.

Council will provide maintenance support for facilities as listed which have a reasonable and consistent level of community use on Council land under the control of an appointed committee of management.


� To establish a Council appointed Section 86 Committee of Management where appropriate � To provide building maintenance support as per Schedule 1 of Part 3 of this Policy. � To provide sports ground maintenance support as per Schedule 2 of Part 4 of this Policy � To provide an annual Asset Maintenance Grant to the Committee based on the appropriate guidelines and criteria. LISTING OF CATEGORY B FACILITIES Note: COM = Committee of Management S86 = Section 86 Council Committee of Management Committee of Management

Type of Facility and Location

Type of Committee

Baarmutha Park Reserve/Grandstand Committee of Management

Sporting Reserve, Balaclava Road, Beechworth

Crown Land - Council COM - S86 COM

Beechworth Lake Sambell Reserve Committee of Management

Park and Lake Reserve, McConville Avenue, Beechworth

S86 COM

Beechworth Memorial Hall Committee of Management

Public Hall, 101 Ford Street, Beechworth

S86 COM

Chiltern Athenaeum Trust Committee of Management

Athenaeum, Conness Street, Chiltern

S86 COM

Chiltern Community Offices Committee of Management

Meeting Rooms, 52 Main Street, Chiltern

S86 COM

Chiltern Courthouse Committee of Management Meeting Rooms, 58-60 Main Street, Chiltern


Chiltern Memorial Hall Committee of Management

Public Hall, 86 Conness Street, Chiltern

S86 COM

Chiltern Valley Recreation Reserve Committee of Management

Sporting Reserve, Chiltern Valley Road, Chiltern Valley


Newtown Park Committee of Management Tennis Courts, Beechworth Wangaratta Rd

S86 COM

Stanley Soldiers Memorial Hall and Stanley Athenaeum Committee of Management

Public Hall and Athenaeum, Stanley Road, Stanley

S86 COM

Tangambalanga Coulston Park Committee of Management

Sporting Reserve, 29 Kiewa East Road, Tangambalanga

S86 COM

Wooragee Community Centre Committee of Management

Public Hall and Tennis Courts, Beechworth Wodonga Road

S86 COM

Yackandandah Public Hall & Courthouse Committee of Management

Public Hall and Museum, 36 High St, Yackandandah

S86 COM

Yackandandah Sports Reserve Committee of Management

Sporting Reserve, Wellsford Street, Yackandandah

S86 COM


Category C

Council Owned Facilities on Council Owned or Managed Land (other than detailed in Category B) as detailed in a Lease or Occupation Agreement.


� It may provide maintenance support for buildings as per Schedule 1 of Part 3 of this Policy. Examples of Category 3 Facilities include:

- Camping parks - Service club facilities - Visitor centres - Children’s centres.

Comment There are a wide range of buildings with different management circumstances on Council managed land. These require that the tenure and the level of ongoing council support be detailed. It is considered that a lease is the most appropriate management agreement for this. Not all these facilities will receive maintenance support. Important considerations will be: • who owns the facility • who is responsible for its replacement • equity with similar type uses and their maintenance elsewhere in the shire. e.g. a sole use type club in a building owned by them would not receive support. Note: In circumstances that do not fall clearly into any of the Categories, or where Council considers it unreasonable,

Council may nominate an appropriate Category as deemed necessary for a particular facility. Committees or groups seeking support should make an application to the Community Services Officer detailing their circumstances and the level of support they are seeking.

Committee of Management


Type of Committee

Beechworth Community Child Care Committee of Management

Child Care Facility, LaTrobe University Beechworth

Lease/occupation arrangement

Beechworth Croquet Club Croquet Club, Harper Ave Beech Railway Land, Council managing authority

Beechworth Neighbourhood Centre Committee of Management

Neighbourhood Centre, 24 Ford Street, Beechworth

Leased to Neighbourhood Centre

Beechworth Pre-School Committee of Management

Pre-School, La Trobe University Beechworth

Community Committee, site leased from La Trobe

Beechworth RSL Committee of Management RSL Club, 101 Ford Street, Beechworth Council land leased to RSL

Chiltern Pre-School Committee of Management

Pre-School, 55 Main Street, Chiltern Occupation arrangement

Chiltern Tennis Club Tennis Club, Conness Street, Chiltern Council land - Memorandum

of Understanding

Harper Avenue Residence Residence, Harper Avenue, Beechworth Lease

Rutherglen Apex Park Committee of Management

Public Park, Main Street, Rutherglen Crown Land - Council COM -

agreement with Apex


Committee of Management (continued)


Type of Committee

Rutherglen Winemakers Board-50% owned Indigo Shire-50% owned

Rutherglen Wine Experience Centre, Main St, Rutherglen

Centre jointly owned

Rutherglen RSL RSL Club, Douglas Road, Rutherglen Council land leased to RSL

Tangambalanga Kiewa Valley Early Childhood Centre Committee of Management

Pre-School, 41 Kiewa East Road, Tangambalanga

Council owned – management contracted out

Yackandandah Courthouse Committee of Management

Historic Courthouse, William St Yackandandah

Council leases from Heritage Council - S86 COM

Yackandandah Pre-School Committee of Management

Pre-School, 30 Isaacs Avenue, Yackandandah

Council – leased to Pre-School


Category D

Non - Council Owned Community Facilities on Crown Land under the control of an appointed DSE Committee of Management

Council will provide maintenance support for facilities as listed which have a reasonable level of community use on Crown Land under the control of an appointed Committee of Management.


� It may provide building maintenance support as per Schedule 1 of Part 3 of this Policy. � To provide sports ground maintenance support as per Schedule 2 of Part 4 of this Policy � To provide an annual Asset Maintenance Grant to the Committee based on the appropriate guidelines and criteria. Comment The key objective is to ensure equity for similar type uses across the shire, regardless of whether the facility is on Crown or Council managed land.

Note: DSE = Department of Sustainability & Environment Committee of Management


Type of Committee

Allans Flat Reserve Committee of Management

Sporting/Recreational Reserve, Cnr Gap Flat Road & Osbornes Flat Road, Allans Flat

DSE

Barkly Park Rutherglen Committee of Management

Sporting Reserve, Reid Street, Rutherglen DSE

Barnawartha Recreation Reserve Committee of Management

Sporting Reserve, High Street, Barnawartha DSE

Beechworth Lawn Bowling Club Committee of Management

Lawn Bowls Club, Harper Avenue, Beechworth

DSE

Beechworth Public Recreation Reserve (Pony Club)

Open Space Reserve, South of Lake Sambell Caravan Park, McConville Ave

DSE

Bruarong Community Hall Committee of Management

Public Hall and Tennis Courts, Barlow/Bruarong Lane

DSE

Butson Park Committee of Management Sporting Reserve, Butson St, Yackandandah

DSE

Carlyle Community Centre Committee of Management

Public Hall, Up River Road DSE

Chiltern Park Recreation Reserve Committee of Management

Sporting Reserve, Conness Street, Chiltern DSE

Chiltern Racecourse Reserve Committee of Management

Sporting Reserve, Nickless, St, Chiltern DSE

Christmastown Cricket Reserve Committee of Management

Sporting Reserve, Christmastown Road, Cornishtown

DSE

Cornishtown Community Hall Committee of Management

Public Hall, 130 Hall Road, Cornishtown DSE




Type of Committee

Gooramadda Public Tourist & Camping Reserve Committee of Management

Open Space Reserve, Police Paddocks Road, Gooramadda

DSE

Gundowring North Tennis Club Committee of Management

Tennis Club, Gundowring Rd DSE

Huon Tennis Club Committee of Management Tennis Club, Murray Valley Highway, Huon DSE

Kergunyah Memorial Hall Committee of Management

Public Hall, Kergunyah Rd, Kergunyah DSE

Kergunyah Streamside Reserve Committee of Management

Open Space Reserve, Kergunyah Rd, Kergunyah

DSE

Kiewa Memorial Park & Public Reserve Committee of Management

Sporting/Recreational Reserve, Kiewa East Road, Kiewa

DSE

Lilliput Public Recreation Reserve Committee of Management

Sporting/Recreational Reserve, Withers Road, Lilliput

DSE

Rutherglen Bowling Club Reserve Committee of Management Inc

Bowls Club, Murray Street, Rutherglen DSE

Rutherglen Common School Museum Committee of Management

Museum, Murray St, Rutherglen DSE

Rutherglen Park & Recreation Reserve Committee of Management

Sporting Reserve and Showgrounds, High St, Rutherglen

DSE

Rutherglen Pre-School Committee of Management

Pre-School, 136 High St, Rutherglen DSE

Rutherglen Racecourse Public Reserve Committee of Management

Sporting Reserve, Chiltern Rutherglen Road

DSE

Sandy Creek Memorial Hall Committee of Management

Public Hall, Next to Sandy Creek Reserve DSE

Sandy Creek Recreation Reserve Committee of Management

Sporting Reserve, Reserve Rd, Sandy Creek

DSE

Stanley Recreation Reserve Committee of Management

Sporting Reserve, Stanley Road, Stanley DSE

Stanley Spring Ditch & Wetlands Reserve Committee of Management

Open Space Reserve, Mount Stanley Rd DSE

Upper Sandy Creek Water Recreation Reserve

Open Space Reserve, Sandy Creek Road, Sandy Creek

DSE

Wahgunyah GreenTrail Association Rail Reserve, various locations DSE

Wahgunyah Playground Committee of Management

Public Playground, Foord Street, Wahgunyah

DSE

Wahgunyah Recreation Reserve Committee of Management

Sporting Reserve, Recreation Reserve Road, Wahgunyah

DSE

Wahgunyah School of Arts Committee of Management

Public Hall, Foord St Wahgunyah DSE

Wahgunyah Willows Reserve Open Space Reserve, Murray River DSE




Type of Committee

Woolshed School Reserve Committee of Management

Open Space Reserve, Woolshed Road, near Beechworth

DSE

Yackandandah Golf Course Reserve Committee of Management

Golf Club, Racecourse Road, Yackandandah

DSE

Yackandandah Pistol Club Committee of Management

Pistol Club, Sandy Gully Rd DSE


Category E

Non - Council Owned Community Facilities not listed in Categories A, B, C or D e.g. privately owned community facilities, facilities on public land other that DSE or facilities managed by a community committee

Council may provide maintenance support for facilities as listed which have a reasonable level of community use. The key objective is to ensure equity for similar type uses across the shire, regardless of whether the facility is on Crown or Council managed land.


� It may provide building maintenance support as per Schedule 1 of Part 3 of this Policy. � To provide sports ground maintenance support as per Schedule 2 of Part 4 of this Policy � To provide an annual Asset Maintenance Grant to the Committee based on the appropriate guidelines and criteria. Committee of Management


Type of Committee

Barnawartha Soldiers Memorial Hall Committee of Management

Public Hall, Cnr High St and Havelock St, Barnawartha

Community Committee

Beechworth Community Recreation Centre Committee of Management

School Stadium at Beechworth High School, Sydney Road, Beechworth

Dept of Education Land

Beechworth Golf Club Golf Club, Part of Baarmutha Park, Balaclava Rd, Beechworth

Crown Land - Council COM - S86 COM and part owned by

club

Beechworth Tennis Club Tennis Club, 8 Tanswell St, Beechworth Privately Owned by Club

Chiltern Golf Club Committee of Management Golf Club, Main Street, Chiltern Club Committee - Land owned by Club? Leased?

Osbornes Flat Community Centre Committee of Management

Public Hall and Tennis Court, Osbornes Flat Rd, Osbornes Flat

Community Committee

Yackandandah Bowling Club

Lawn Bowls Club, Railway Ave, Yackandandah

Privately Owned by Club

Yackandandah Historic Bank Museum Committee of Management

Museum, 21 High Street, Yackandandah Owned by Yackandandah & District Historical Society


PART 2: COUNCIL ASSET MAINTENANCE GRANTS SCHEDULE

OBJECTIVES To provide a basis for the equitable maintenance of community facilities within the Indigo Shire Council located on either Crown land or Council owned land. CRITERIA FOR COUNCIL SUPPORT Indigo Shire Council has in place an annual grants program known as the Asset Maintenance Grants which is provided to all committees/organisations that manage community facilities within the Shire. There is no application process as part of these grants, however, each recipient must provide an annual acquittal to Council which details expenditure for the previous year. The funds can be spent on any aspect of maintaining or improving the facility as approved by the committee. For example, the grant can pay for day to day expenses such as electricity, cleaning, water consumption etc or be used to complete specific projects at the facility. The funds do not have to be fully expended each year, a committee may wish to ‘save’ some or all of the grant to fund a future major project or upgrade. The criteria for which these grants are provided are based on the following: (Note: Increments from 2003 to 2009 have been primarily based on CPI increases) Base Allocation Facility Type 2003 Allocation 2009 Allocation Single Use Sports Facilities $300 or $500 $500 (Bowls, Croquet, Golf, Pistol, Pony, Tennis) Child Care $1,000 $1,250 Hall/Community Centre – Small $500 $750 Hall/Community Centre – Large $1,000 $1,250 Museum/Athenaeum $500 $650 Neighbourhood Centre $1,000 $1,250 Public Reserve – Small $300 $400 Public Reserve – Large $500 $650 Recreation Reserve – Small $300 or $500 $750 Recreation Reserve – Large $1,000 $1,400 Recreation Reserve – Major $1,500 $2,400 RSL $300 $400 Stadium $1,000 $1,250 Other Council Funding/Support Reduction in Grant based on individual assessment. Ability to Generate User Fees 2003 Allocation 2009 Allocation Yes No allocation No allocation Some $250 $325 No $500 $650


Facility Size 2003 Allocation 2009 Allocation Small $0 $0 Medium $50 $0 Large $100 $0 * Note – Allocation for facility size included in Base Allocation Facility Condition/Age 2003 Allocation 2009 Allocation Poor $100 $120 Fair $50 $60 Good $0 $0 Other Funding Sources Reduction in Grant based on individual assessment. Risk Management 2003 Allocation 2009 Allocation Low $0 $0 Medium $150 $200 High $300 $400 Strategic/Business Plan in Place 2003 Allocation 2009 Allocation No $0 $0 Yes $100 $400 Heritage Listed 2003 Allocation 2009 Allocation No $0 $0 Yes $200 $250 User Numbers 2003 Allocation 2009 Allocation Low $0 $0 Medium $100 $120 High $200 $250 Special Considerations Reduction or increase in Grant based on individual assessment. FUTURE INCREASES FOR ASSET MAINTENANCE GRANTS – Recreation Plan

Indigo Shire Council’s Recreation Plan highlighted that:

“The Assets Maintenance Program budget, in some cases, is no longer adequate to enable Committees to maintain facilities at a consistent standard and effectively over the life of assets, let alone address pressing issues such as lack of water, risk management and additional regulatory and sporting code requirements, aging infrastructure and senescing trees. Few Committees have substantive income streams and yet Committees are often being required to make capital contributions to facility upgrades.”


As a result the recommendation from the Recreation Plan is that: “….. funds distributed through the Assets Maintenance Program should be increased by 7% annually for the next five years until this Plan is reviewed.” The Recreation Plan also recommended that an Incentive Base Allocation also be implemented based on the following: “Additional funds will be provided where a Committee initiates service enhancements or minor projects that:

• Enhance accessibility

• Encourage older people or wider range of people to participate

• Are marketing and information initiatives (including signage)

• Encourage walking/ cycling

• Increase utilisation of the facility, number of users or length of season

• Address water / energy saving/harvesting/recycling objectives.”


PART 3: BUILDING MAINTENANCE

INTRODUCTION Council has a responsibility to adequately maintain buildings it owns and/or operates. Council responsibility may be extended to community facilities on non-Council owned public land e.g. Crown land. Generally, the purpose of maintenance is to ensure buildings remain structurally sound and safe for their intended purpose and to maximise their life cycle. OBJECTIVES To provide a basis for the equitable maintenance of community buildings within the Indigo Shire located on either Crown land or Council owned land. CRITERIA FOR COUNCIL SUPPORT Council will provide support for building maintenance, for those buildings eligible under Part 1 of this Policy, as per the following Schedule which outlines the relevant responsibilities for maintenance between the owner (Council) and the operator (occupier) and subject to the following: 1. No guarantee can be given that works required can be funded by Council in any given year.

2. On-going support for any building is subject to review based on use and need.

3. Where insufficient funding is available, an occupier may choose to proceed with works on its own accord, subject to

all works being approved by Council. GUIDELINES Requests for Work � All requests for major maintenance work on community buildings should be directed to Council’s relevant Strategic

Building Manager (refer Table 1 and Table 2 following). It should be noted that works on community buildings located on Crown land require written permission from the appropriate authority eg DSE.

� Council operates a register of contractors for miscellaneous building maintenance works and will normally select the appropriate contractor for the works in accordance with this register.

� No directions should be given direct to contractors to undertake works. � Council will not accept requests for payment for works if prior approval is not obtained. Table 1 Building Strategic Management and Operational Management Responsibilities

Strategic Management Responsibility Operational Management Responsibility

• Review facilities levels of service in conjunction with feedback from operational manager

• Major building repairs, building alterations, upgrades, new facilities – liaise and undertake in conjunction with operational management

• Facility Master Planning in conjunction with operational manager, user groups and the community

• Review facilities level of service with user groups and liaise with strategic manager

• Day-to-day running of facility including cleaning, bookings, services costs, and maintenance works


Table 2. Council’s Strategic Building Manager - Building Facility/ Function Managed by Unit

Council Strategic Building Manager(s) - Unit & Area/ Officers

Building Facility/ Function

Sustainable Communities: Manager Community Planning – (a)Team Leader Community Services, (b) Youth Development Officer

Libraries, (a) Senior Citizens buildings, Kindergartens/ Preschools and Childcare Centres, Maternal and Child Health Care Centres, (b)Youth Centres

Sustainable Communities: Manager Community Planning – Team Leader Recreation & Community Strengthening

Community Halls, Sporting and Recreational pavilions and Clubrooms, Swimming Pool buildings

Corporate Services: GM Corporate Services, Corporate Services Coordinator

Council Administration buildings/ Offices

Corporate Services: Economic Development Officer Caravan Park buildings

Corporate Services: (a)Manager Tourism, (b)Director Burke Museum & Historic Precinct

(a) Visitor Centres, Museums and Athenaeums, (b) Beechworth Historic Precinct buildings, Burke Museum

Major Projects & Programs: Manager Assets Public Toilets and Amenities

Major Projects & Programs: (a) Manager Civil Operations, (b) Civil Works & Waste Management Coordinator, (c) *Team Leader Enforcement Services, Sustainable Communities unit:- for animal pounds)

(a) Council Depots and Operations buildings, (b) Waste Management buildings, (c) *animal Pounds


SCHEDULE 1: BUILDING MAINTENANCE - RESPONSIBILITIES OF OCCUPIER (COMMITTEE OF MANAGEMENT OR EQUIVALENT) AND COUNCIL

Item Occupier’s Responsibility Council’s Responsibility Air conditioning and Heating Appliances

� Service and repair when required. � Replacement of unit.

Building � Determine and document the specific need of the building relating to any requests to Council for building alterations.

� Prepare plans and obtain quotes for requests for minor improvements.

� Assess all requests submitted. � Undertake works required to bring

premises and surrounds to appropriate standards to meet the required regulations. This excludes items identified as the lessee’s responsibility in a lease or other document.

� Preparation of long-term development plans

� Design of major building alterations or major structural works.

Cleaning Keep premises in clean, sanitary and tidy condition.

Ceilings, walls and skylight (internal)

� Cost of repairs due to major or continual misuse.

� Regular cleaning.

� Major repair and/or replacement due to structural faults/age.

Curtains/Drapes/Blinds � Repair costs.

� Replacement costs. � Supervision of installation of

replacement items. � Regular cleaning.

Disposable/consumables eg toilet paper, soap, paper toweling etc

� Committee responsibility to replace as required.

Doors, (including cupboard doors) � Regular cleaning and repair of internal/external doors due to major or continual misuse.

� Minor adjustments

� Replace whole of facility locks, upgrade to master key system.

Electrical wiring, fittings and lights. � Additional or security lighting. � Cost of repair and replacement of

electrical wiring if damage is due to major or continual misuse.

� Repair and replacement of all light globes.

� Regular cleaning of all light fixtures.

� Replacement of all building wiring from main supply to switchboard

� switchboard replacement / upgrade � Replacement of light fittings.

Fire Extinguishers � Fill when discharged and replace if stolen.

� Service/annual inspection and

maintenance charge.

Floor surfaces and coverings � All regular cleaning and maintenance of floor coverings, carpet and tiles.

� Floor stripping and resurfacing.

� Replace to essential areas when

excessively worn or dangerous.

Fly screens � Maintain and replace flywire. � Install additional fly screens.

Garbage

� Normal fee for service waste

collection.


Item Occupier’s Responsibility Council’s Responsibility Glass

� Replace broken or cracked windows

arising from misuse. � Regular cleaning.

� Replace due to breakage arising from

structural fault, age.

Emergency Lights and exit signs

� Inspection and replacement of

globes.

� Replacement of fittings. � Required testing under essential

services measures. Grounds and pathways

� Keep all entry/exit areas clear and

sweep regularly. � Maintain paths in a safe condition

free of trip points. � Maintain all grounds associated with

building by cutting the grass, minor pruning, replacing bushes and flowers if required.

� Repair fences. � Remove dead foliage. � Seed grassed areas. � Provide and replace sand and

tanbark. � Seek Council approval for any

modification to the grounds. � Supply and apply mulch. � Weed garden beds. � Maintenance of garden hoses, and

sprinklers, etc; � Cleaning and weeding of pavement

and driveway.

� Replacement of essential pavement,

driveway, and car park; retaining walls and ramps.

� Replacement of essential/ required fences.

Internal electrical equipment, lighting and appliances e.g. fans, kettles, food processors, stage lighting

� Replacement as required of minor

kitchen appliances. � Required test and tagging.

Keys and locks

� Replacement of lost or damaged

keys. � Supply of keys for user groups. � Repair and replacement of locks

including new master key system if required.

� Replace whole of facility locks,

upgrade to master key system

Painting

� Internal painting if damaged through

major or continued misuse or colour scheme changes etc.

� Touch up painting of damaged areas – internal and external.

� Decorative painting.

� Internal and external painting for

structural integrity reasons.

Permanent fixtures

� Regular cleaning of all fixtures. � Repair and/or replace if damaged

through major or continual misuse. � Repair and replace pergolas,

sandpits and playground equipment.

� Replace when required the following

items – − hot water service − sinks and toilets − verandahs attached to building.


Item Occupier’s Responsibility Council’s Responsibility Pest control

� Keep all areas in a clean and hygienic state.

� All pest control as required both internal and external.

� Termite inspection and treatment (major damage to be reported to Council).

Plumbing

� Repair leaking cisterns, pans, urinals. � Replacement and minor repair of

internal surface plumbing fittings such as toilet seats, taps and washers etc.

� Replacement of damaged or corroded major plumbing fittings, toilet bowls and cisterns.

� Replacement works required for drainage purposes, including sewerage, drains, water pipes and pits.

� Replacement of gas pipes. � Replacement of water supply systems.

Roof, skylight, external walls, spouting and down pipes

� Remove leaves from guttering and roof.

� Maintain storm water pipes and clear minor blockages.

� Repair minor roof leaks.

� Reflash all roof penetrations � Replace gutter/downpipes. � Replace large sections of stormwater

pipes. � Replace whole roof.

Security and fire alarm system.

� System bills and operating costs. � Manage usage and costs of the

system. � Installation costs of new system. � Call out and service costs.

� Replacement costs of existing systems

if deemed required by Council.

Signage

� Maintain and replace all

internal/external signs relating to the committee.

� Identification signage to be provided

by Council where required.

Smoke detectors

� Repair and replacement of batteries

as required.

� Installation where hard wire system is

required. Telecommunications, systems (fax, photocopiers, phones).

� Purchase, service and maintenance cost.

� Replacement costs.

Trees

� Tree pruning and lopping. � Inspections to identify and report

hazards/risks to Council.

• Large trees lopped to meet security/safety requirements where considered dangerous and as identified by occupier.

Whitegoods eg. refrigerator, dishwasher

� Service and maintenance costs. � Replacement costs. � Testing and tagging.

Windows

� Repair minor window damage.

� Replace windows as structurally required.

Vandalism � Repair incidental building damage from vandalism up to a value of $1,000.

Note: Generally in cases where the repair is over $1,000, an insurance claim will be made. The excess, currently at $1,000 will be the responsibility of the Committee.

� Repair major building damage from vandalism over a value of $1,000.

Note: Generally in cases where the repair is over $1,000, an insurance claim will be made. The excess, currently at $1,000 will be the responsibility of the Committee.

NOTE: When the failure of an asset is due to the lack of, or improper maintenance by the Occupier/Committee, the cost of replacement of the asset is the responsibility of the Occupier/Committee.


PART 4: SPORTS GROUNDS AND PLAYING SURFACES

INTRODUCTION The day to day management and maintenance of sporting grounds in the Shire is controlled by the appropriate Committee of Management for that facility. The long term planning for sporting facilities is the joint responsibility of the relevant Committee of Management and Council. OBJECTIVES To provide a basis for the equitable maintenance of sporting facilities within the Indigo Shire located on either Crown land or Council owned land.


SCHEDULE 2: SPORTSGROUND MAINTENANCE – RESPONSIBILITIES OF OCCUPIER (COMMITTEE OF MANAGEMENT OR EQUIVALENT) AND COUNCIL

The following table provides a detailed list of maintenance responsibilities. Committees of Management should develop their own list of tasks in conjunction with Council, and use it as a basis for scheduling works and reporting back to Council.

Maintenance Task Occupier Responsibility

Council Responsibility

Comments

Playing Surfaces: Grassed (eg ovals, lawn tennis courts, lawn bowling green)

Mowing �� All playing surfaces

Watering �� Seasonal, as required

Fertilizing �� “ “

Aeration �� “ “

Top Dressing �� “ “

Seeding �� “ “

Weed Control �� “ “

Covering/Uncovering Wicket �� Seasonal

Line marking �� As required

Major renovation works �� Joint responsibility

Irrigation or bore system repairs �� Replacement of system will be joint responsibility

Minor maintenance of boundary fencing, goal posts, coaches boxes etc

��

Playing Surfaces: Hard court (eg netball, synthetic tennis courts and bowling greens)

Maintenance, minor repairs, line marking, including maintenance and replacement of goal posts, fencing etc

�� As required

Replacement of surface �� Joint responsibility

Reserve Surrounds:

Non playing surface - grassed areas within Reserve

��

Nature Strips ��

In accordance with standards agreed between Council & Contractor, includes trees.


Maintenance Task (continued) Occupier Responsibility

Council Responsibility

Comments

Playground facilities - Maintenance ��

Minor maintenance of equipment is responsibility of Occupier. Council is responsible for soft fall, risk inspections

Playground facilities - Major replacements �� Joint responsibility

Rubbish Removal �� Includes clean up and removal of surrounds rubbish.

Vandalism Repair �� (up to $1,000) �� As required, up to agreed Council limit

Road / Carpark Maintenance �� Includes grading of access roads, general drainage

Pathways maintenance ��

Tree Trimming/Removal �� Includes removal of trees identified as safety hazards. Joint responsibility.

Fire Prevention �� Joint responsibility

REPORTING • The Committee of Management should maintain records of all maintenance works conducted at the reserve. These

records are to include details pertaining to the nature and date of works undertaken, location of works and associated costs. A copy of these records is to be forwarded to Council as part of the annual Acquittal of the Asset Maintenance Grant.


Appendix C: 10 Year Building Renewal Program – DRAFT


10 Year Building Renewal Program - 2012-2021: DRAFT

*Note: This program is indicative ONLY and is dependent o n Council funding allocations – Program will be added to and taken aw ay from accordingly.

Year Item Building Name Project Scope Comments Cost Estimate

2012 12.01 Allans Flat Female & Male Change/ Toilet Replace existing short life amenities Replace with longer life amenities 50,000 12.02 Bruarong Community Centre Hall External Paint and roof/ gutter repairs 15,000 12.03 Chiltern Athenaeum John McEwen Annexe External paint and repairs 12,000 12.04 Chiltern Depot - Toilet Block External & internal paint 3,000 12.05 Cornishtown Hall Replace roof, gutters & downpipes, and fascias 30,000 12.06 Huon Toilets Replace ageing toilet structure with composting unit 60,000 12.07 Kiewa Memorial Park - Tennis Pavilion Paint fascia, doors & roof repairs 3,000 12.08 Rutherglen Depot - Truckport/ Store Shed Replace/ renew fascia purlins, gutter, downpipes as required 4,000 12.09 Rutherglen Library Internal Paint & fixture refurb. 35,000

12.10

Stanley Athenaeum

Remove remaining external paint & whitewash, restoration works to external & internal

27,000

12.11 Yackandandah Preschool Centre - Preschool External & internal paint, replace floor coverings 30,000 12.12 Yackandandah Senior Citizens Clubrooms External & internal paint; gutter repairs; floor surface 35,000 12.13 Yackandandah Senior Citizens Store Building External paint; gutter repairs 6,000 12.14 Yackandandah Sir Isaacs Park - Toilet Block External & internal paint; roof/ gutter repairs; fixture refurb 10,000 12.15 Yackandandah Swimming Pool - Store Shed External paint; roof & gutter repairs 3,000 12.16 Yackandandah Wellsford Street Office External Paint 15,000 12.17 12.18 12.19 12.20 2012 Sub-Total 338,000

2013

13.01

Barnawartha Recreation Reserve - Toilet & Change

Demolish existing & replace as part of Barnawartha Rec. Res. Multipurpose Facility

Replacement cost of existing in cost estimate. Project upgrade component in New/ Upgrade Program- total est. cost $1,360,000.

178,300

13.02

Barnawartha Recreation Reserve - Meeting Hall

Demolish existing & replace as part of Barnawartha Rec. Res. Multipurpose Facility

Replacement cost of existing in cost estimate. Project upgrade component in New/ Upgrade Program- total est. cost $1,360,000.

265,700

13.03

Barnawartha Recreation Reserve - Multi Purpose Pavilion

(Refurbished as part of development - refer New & Upgrade Program)

n.a.

13.04 Beechworth Kiosk Building External & Internal paint 5,000 13.05 Beechworth Neighborhood Centre Toilet External paint & roof/ gutter maintenance 5,000 13.06 Beechworth Railway Station (Old)-Youth Centre External & Internal paint, roof repairs 25,000 13.07 Beechworh Town Hall Gardens Gazebo Paint & roof repairs 10,000 13.08 Chiltern Senior Citizens Fixture refurb, external & internal paint 30,000 13.09 Chiltern Swimming Pool - Pump Shed External paint 6,000

13.10

Chiltern Tourist Information Centre

Replace gutters, roof repairs, fixture refurb, external & internal paint

30,000

13.11 Rutherglen Apex Park - Toilets Gutter, fascia & doors paint external & internal, fixture repairs 8,000 13.12 Rutherglen Wine Experience - Toilet Block Internal paint 5,000 13.13 Tangambalanga Coulston Park - Toilet Paint & fixture refurb 12,000

13.14

Tangambalanga Coulston Park - Football Clubrooms & Multipurpose Activity Centre

Refurbish/ replace floor

30,000

13.15 Yackandandah Depot - Amenities Building External & Internal paint, fit out refurb 25,000 13.16 Yackandandah Depot - Fuel & Oil Storage Shed External paint, roof repairs 2,000 13.17 Yackandandah Depot - Main Shed External paint; repair/ refix gutters, roof & wall sheeting 35,000 13.18 Yackandandah Depot - Premix Shed External paint (roof); repair/ refix gutters, roof & wall sheeting 4,000 13.19 Yackandandah Depot - Storage Shed Repaint fascia; repair/ refix gutters & wall sheeting 4,000 13.20 2013 Sub-Total 680,000

2014 14.01 Beechworth Council Chambers & Hall Complex-Offices Replace floor coverings, internal paint 40,000

14.02

Beechworth Depot - Lunch Room

Replace lunchroom/ amenities with portable sandwich panel unit

Current building 40m2 @ Est. $1,250/m2 cost

50,000


14.03 Beechworth Lake Sambell Toilet External & internal paint 5,000 14.04 Beechworth Police Lock Up (stone) External paint to eaves/ fascia, doors/ bars 3,000 14.05 Beechworth Police Stables (former) External paint to eaves/ fascia, doors/ window sills/ shutters 7,000 14.06 Beechworth Powder Magazine External paint to roof capping/ gates/ doors 6,000 14.07 Chiltern Depot Lunch/ Change External & internal paint 7,000 14.08 Chiltern Martin Park Toilet External & internal paint, post repairs, plumbing fixture refurb 20,000 14.09 Chiltern Pre-school External paint & air conditioner replacement 25,000 14.10 Chiltern Recreation Reserve - Pavilion & Grandstand/ Change Internal paint & general refurbishment 80,000 14.11 Gundowring North Tennis Club - Clubrooms Replace roof, external & internal paint 15,000 14.12 Rutherglen Lions Park Toilets External fascia/ doors & internal paint, repairs 7,000 14.13 Rutherglen Memorial Hall Complex - Office & Library Internal paint & repairs 15,000 14.14 Tangambalanga Coulston Park - Bowling Clubrooms External & internal paint, fit-out refurb 40,000 14.15 Tangambalanga Kiewa Valley Early Childhood Cente - Preschool External & internal paint 30,000 14.16 Tangambalanga Swimming Pool - Change Rooms External & internal paint 25,000 14.17 Tangambalanga Swimming Pool - Shelter Paint Steelwork 3,000 14.18 Yackandandah Wellsford Street Office Internal Paint 25,000 14.19 Yackandandah Office - Meeting Shed & Storage Demolish Storage lean-to Adjacent to Shed & replace with new shed, internal paint to Shed 40,000 14.20 2014 Sub-Total 443,000

2015

15.01

Barnawartha Hall

Kitchen refurbishment & internal/ external paint

Fefurbish kitchen est. $25,000, painting est. $55,000

80,000

15.02 Beechworth Police Lock Up (Timber) External Paint No internal work required 4,000 15.03 Beechworth Chinese Protectors Office (former) External paint, roof/ gutter/ downpipe & verandah maintenance 10,000 15.04 Beechworth Courthouse (former) Internal paint 35,000 15.05 Beechworth Library External & internal paint, gutter/ roof repairs 35,000 15.06 Beechworth Newtown Park - Toilet Block External paint to verandah, eaves, fascia 3,000 15.07 Beechworth Police Station (old) External paint, roof/ gutter/ downpipe & verandah maintenance 10,000 15.08 Beechworth Sub-Treasury (Gold Wardens Office) External paint, roof/ gutter/ downpipe & verandah maintenance 10,000 15.09 Beechworth Telegraph Station (Former Lands Office) External paint, roof/ gutter/ downpipe & verandah maintenance 10,000

15.10

Huon Reserve Toilets

Demolish & replace existing toilets with composting units (2 cubicle unisex)

Toilets have drainage, water supply & power issues

80,000

15.11

Kergunyah Public Hall Complex

External & internal paint (include part old roof)/ fit-out fixture refurb/ floor surfacing

80,000

15.12 Rutherglen Depot - Store Shed Roof refix, replace gutters As required 5,000 15.13 Rutherglen Preschool Centre - Preschool External & internal paint, floor coverings, roof repairs 30,000 15.14 Rutherglen Swimming Pool - Change Areas & Kiosk External & internal paint, floor coverings as required 40,000 15.15 Stanley Rec Reserve - Toilets External paint & fixture refurb 6,000 15.16 Yackandandah Golf Club - Clubrooms External & internal paint, gutter/ roof repairs 20,000 15.17 Yackandandah Soldiers Memorial Garden - Rotunda Paint & floor refurb 8,000 15.18 Yackandandah Public Hall External paint and roof restoration to historic front section 25,000 15.19 15.20 2015 Sub-Total 491,000

2016 16.01 Beechworth Baarmutha Park - Grandstand Restore & paint roof and painted external fabric Refurbish roof & paintwork 60,000 16.02 Beechworth Memorial Hall Outside Toilet Block External & internal paint 7,000 16.03 Beechworth Preschool Internal Paint & repair works 80,000

16.04

Beechworth Queen Victoria Park-BBQ Shelter

External & internal paint (including roof) as required/ roofing repairs

8,000

16.05

Beechworth Queen Victoria Park-Toilet

External & internal paint (including roof) as required/ roofing repairs

8,000

16.06 Kiewa Memorial Park - Cricket Pavilion External & internal paint, repairs 10,000 16.07 Rutherglen Barkly Park - Spectator Stand Paint Steelwork 3,000

16.08

Rutherglen Memorial Hall Complex – Hall

Replace part roof; replace gutter, eave lining; repaint external extents

Approx. 500m2 roof to replace

120,000

16.09 Rutherglen Memorial Hall Complex - Vehicle Shelter Paint Steelwork, roof repairs & refix 4,000 16.10 Stanley Memorial Hall Internal Paint & repair works 25,000 16.11 Tangambalanga Coulston Park - Community Centre Floor surfacing 10,000 16.12 Yackandandah Ardsville Office Restump Floors Floor levels require rectification 15,000 16.13 Yackandandah Ardsville Office Internal Paint 30,000 16.14 Yackandandah High St Toilet Block External and internal paint, fixture refurb 12,000


16.15 Yackandandah Public Hall Floor surfacing 4,000 16.16 Yackandandah Swimming Pool - Female Toilet Paint & fixture refurb 5,000 16.17 Yackandandah Swimming Pool - Male Toilet Paint & fixture refurb 5,000 16.18 Yackandandah Swimming Pool - Kiosk External and internal paint, fit out refurb 20,000 16.19 16.20 2016 Sub-Total 426,000

2017 17.01 Beechworth Burke Museum Building External and internal paint 80,000 17.02 Beechworth Council Chambers & Hall Complex-Hall Renovate and seal/ oil floor 7,000 17.03 Beechworth Memorial Hall Complex - Offices Internal paint & floor coverings 20,000 17.04 Beechworth Swimming Pool Changerooms External and internal paint 35,000 17.05 Chiltern Community Offices External paint & roof repairs 15,000 17.06 Chiltern Courthouse (former) External paint to fascia & doors, internal paint & repairs 25,000 17.07 Chiltern Police Lock Up (former) External paint to fascia, eaves, doors, & roof/ gutter repairs 8,000 17.08 Chiltern Swimming Pool - Amenities External and internal paint 25,000

17.09

Rutherglen Memorial Hall Complex - M&CHC

Replace box gutters, gutters & downpipes; external & internal paint

$20,000 gutter work, $25,000 painting

45,000

17.10 Wahgunyah School of Arts - Main Hall External paint; floor surface & fit out repairs 40,000 17.11 Wahgunyah School of Arts - Meeting Rooms External & internal paint; floor surface & fit out repairs 40,000 17.12 Wahgunyah School of Arts - Public Toilets External and internal paint, fixture refurb 10,000 17.13 Yackandandah Community Education Centre External and internal paint, fit out refurb, floor coverings 40,000

17.14

Yackandandah Sports Park - Large Pavilion/ Changerooms/ Stadium

Floor surfacing

8,000

17.15 17.16 17.17 17.18 17.19 17.20 2017 Sub-Total 398,000

2018 18.01 Beechworth Baarmutha Park - Multipurpose Centre Floor Surfacing 5,000 18.02 Beechworth Council Chambers & Hall Complex-Hall Renovate and seal/ oil floor Part of 2010-11Cap Wks 7,000 18.03 Beechworth Queen Victoria Park-Rotunda External & internal paint 8,000 18.04 Chiltern Lake Anderson Reserve Toilets Roof repairs & fixture replacement 10,000 18.05 Chiltern Memorial Hall Complex - Hall External & internal paint/ plumbing fixture refurb 45,000 18.06 Kiewa Memorial Park - Toilets External & internal paint as required/ plumbing fixture refurb 15,000 18.07 Rutherglen Barkly Park - Change/ Toilets External & internal paint, renew fixtures 30,000 18.08 Stanley Memorial Hall Reserve Toilets Plumbing refurbishment & roof repairs 10,000 18.09 Stanley Rec Reserve - BBQ Shelter Paint exposed timber eaves & posts 1,000 18.10 Wahgunyah Recreation Reserve - Pavilion/ Change External & internal paint as required; fit-out refurb 60,000 18.11 Wahgunyah Recreation Reserve - Toilet Blocks (2) Paint as required; plumbing refurb 20,000 18.12 Yackandandah Butson Park - Changerooms External & internal paint, renew fixtures 35,000 18.13 Yackandandah Butson Park - Pavilion & Clubrooms External & internal paint as required; fit-out refurb 40,000 18.14 Yackandandah Sir Isaac Park - Rotunda Repaint & replace roof with colorbond 4,000 18.15 Yackandandah Sports Park - Tennis Clubrooms External & internal paint as required; fit-out refurb 12,000 18.16 18.17 18.18 18.19 18.20 2018 Sub-Total 302,000

2019 19.01 Chiltern Martin Park Music Bowl Repaint painted surfaces including roof structure 12,000 19.02 Beechworth Senior Citizens Kitchen & fixture refurb, external & internal paint 60,000 19.03 Rutherglen Apex Park - Shelter Repaint steelwork 2,000 19.04 Rutherglen Fig Park Toilets Internal paint & repairs 3,000 19.05 Rutherglen Memorial Hall Complex - RSL Clubrooms External & internal paint, fit-out repairs, roof & gutter repairs 30,000

19.06

Rutherglen Senior Citizens Clubrooms

External & internal paint as required/ plumbing fixture & fit-out refurb

50,000

19.07 Stanley Rec Reserve - Toilet Block 2 Fixture refurb 5,000


19.08 Tangambalanga Coulston Park - Community Centre External & internal paint 40,000 19.09 Tangambalanga Kiewa Valley Early Childhood Cente - Store Shed Replace gutters 2,000 19.10 Wahgunyah Cemetery Shelter Repaint, roof repairs 4,000 19.11 Wooroogee Community Centre - Hall External & internal paint 25,000 19.12 Wooroogee Community Centre - Toilets External paint, fixture re-furb 6,000 19.13 19.14 19.15 19.16 19.17 19.18 19.19 19.20 2019 Sub-Total 239,000

2020 20.01 Beechworth Council Chambers & Hall Complex-Hall Roof & gutter/ downpipe refurbishment 35,000 20.02 Beechworth Telegraph Station (Former Lands Office) Air conditioner (2) replacement 8,000 20.03 Chiltern Pre-school Internal paint 15,000 20.04 Chiltern Tourist Information Centre Replace Roof 20,000 20.05 Rutherglen Barkly Park - Pavilion & Change Rooms External & internal paint, fit-out refurbishment 80,000 20.06 Rutherglen Memorial Hall Complex - Office & Library Internal paint & repairs, general refurbishment 30,000 20.07 Yackandandah Courthouse External & internal paint, fit-out repairs 30,000 20.08 20.09 20.10 20.11 20.12 20.13 20.14 20.15 20.16 20.17 20.18 20.19 20.20 2020 Sub-Total 218,000

2021 21.01 Chiltern Athenaeum External & internal paint Painted internal/ external 2009 30,000 21.02 Chiltern Community Offices Internal paint Internal paint 2009 10,000 21.03 Chiltern Pre-school External painting 12,000 21.04 Osbornes Flat Community Centre External & internal paint, repairs 55,000 21.05 Rutherglen Memorial Hall Complex - Hall Internal paint & kitchen/ toilets refurb as required 70,000 21.06 Rutherglen Wine Experience - Visitor Centre External painting 15,000 21.07 Stanley Athenaeum External paint 12,000 21.08 Yackandandah Butson Park - Toilets Plumbing and partition refurbishment 10,000

21.09

Yackandandah Sports Park - Large Pavilion/ Changerooms/ Stadium

Internal painting; floor surfacing

25,000

21.10 21.11 21.12 21.13 21.14 21.15 21.16 21.17 21.18 21.19 21.20 2021 Sub-Total 239,000

2012-2021 GRAND TOTAL $3,774,000


Appendix D: 10 Year Building New & Upgrade Program – DRAFT


10 Year Building New & Upgrade Program - 2012-2021: DRAFT

Year Item Building Name Project Scope Comments Cost

Estimate

2012 12.01 Beechworth Railway Station (Old)-Youth Centre Install internal Toilets 15,000 12.02 12.03 12.04

2013

13.01

Barnawartha Receration Reserve Multipurpose Facility

Demolish existing toilets and meeting buildings & incorporate and enlarge into Barnawartha Rec. Res. Multipurpose Facility

New & upgrade works cost estimate. Project replacement component in Renewal Program- total est. cost $1,360,000.

916,000

13.02 13.03 13.04

2014 14.01 Yackandandah Sir Isaacs Park - Toilet Block Upgrade toilet block to cater for disabled use 50,000 14.02 (Council Offices Project - Status to be determined) 14.03 14.04

2015 15.01 15.02 15.03 15.04

2016 16.01 16.02 16.03 16.04

2017 17.01 17.02 17.03 17.04

2018 18.01 18.02 18.03 18.04

2019 19.01 19.02 19.03 19.04

2020 20.01 20.02 20.03 20.04

2021 21.01 21.02 21.03 21.04

2012-2021 GRAND TOTAL $981,000


Appendix E: 10 Year Building Disposal Program – DRAFT


10 Year Building Disposal Program - 2012-2021: DRAF T

Year Item Building Name Project Scope Comments Cost

Estimate

2012

12.01

Beechworth Harper Av Senior Citizens Residence

Determine ownership - if Council owned sell, if owned by others relinquish management of building or demolish

Building is in dilapidated state & not liveable

Neutral revenue

12.02 12.03 12.04

2013

13.01

Depot Sites at Beechworth/ Yackandandah/ Chiltern/ Rutherglen

Review possible rationalisation of 4 depots to 2 depot sites (Manager Civil Operations)

Opportunity may exist for rationalisation with property sale

Positive revenue

13.02

Beechworth Slabhut Replica

Hand back management to Parks Vic. Currently owned by others & leased out/ managed by Council

Slabhut is not suitable for habitation & is a replica only

Neutral revenue

13.03 13.04

2014

14.01

Beechworth Maternal & Child Health Care

Demolish existing building; landscape/ restore area into gardens/ path & restoration to Town Hall side steps

Requires scoping in context of historical restoration

120,000

14.02

Kiewa Valley Early Childhood Centre, Tangambalanga

Rationalise uses to Primary School (new kindergarten facility?), sale of building (GM Sustainable Comm.)

Dependent on kindergarten facility constructed at school

Positive revenue

14.03 14.04

2015

15.01

Caravan Parks at Beechworth/ Yackandandah/ Chiltern/ Rutherglen

Review purchase of DSE land with subsequent sale of Caravan Park property assets (Eco. Dev. Officer)

Requires on-going advocacy with DSE

Positive revenue

15.02 Chiltern Depot - Garage/ Store Shed Demolish building to mitigate risk - in dilapidated condition 5,000

15.03

Stanley Rec Reserve Pavilion (old)

Owned by others- recommend to owners - demolish building to mitigate risk as in dilapidated condition

10,000

15.04 2016 16.01

16.02 16.03 16.04

2017 17.01 17.02 17.03 17.04

2018 18.01 18.02 18.03 18.04

2019

19.01

Caravan Parks at Beechworth/ Yackandandah/ Chiltern/ Rutherglen

Review purchase of DSE land with subsequent sale of Caravan Park property assets (Eco. Dev. Officer)

Requires on-going advocacy with DSE

Positive revenue

19.02 19.03 19.04

2020 20.01 20.02 20.03 20.04

2021 21.01 21.02 21.03 21.04

Documents

BUILDING ASSET MANAGEMENT PLAN - Shire of Indigo€¦ · Building Asset Management Plan V1.0 Page 2 Table of Contents 1. EXECUTIVE SUMMARY