Bridgend County Borough Council

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1 Appendix C Bridgend County Borough Council Development of the Corporate Property Database Business Case Prepared by: Phil Turner, E-Gov & GIS Project Manager Sally Elliott, Asset Management Team Leader Paul Cottrell, Asset Management Surveyor 113

2 Executive Summary The development of BCBC s Corporate Property Database (CPD) has been informed by 7 key documents as approved by the AMWG. Many of the recommendations of these reports have been implemented but others remain un-actioned. This Business case supports the resourcing and implementation of these recommendations to further develop and populate the CPD through 35 identified actions. The identified benefits to be yielded include: Potential financial savings and capital receipts Supporting the asset challenge process for area and service reviews to: o inform stock rationalisation/ investment o Facilitate identification of under performing and surplus property (The Capital Programme for the two year period 06 to 08 identifies projected receipts of 8.8m) Production of maintenance back-log reports to inform budget assessments and investment decisions. Energy monitoring/ benchmarking (links with UPRNS have already saved an estimated 5000 p.a. in respect of energy procurement and insurance) Support the prioritisation of the limited capital expenditure between projects Support project justifications for any capital bid whether funded wholly or partly by the council. Facilitate reporting on national and local Performance indicators. Satisfying external requirements Health and Safety legislation DDA Acts Asbestos/ Legionella/ Fire Prudential Borrowing Sustainability/ Energy Directives ODPM Guidance WAG Making the Connections Gershon The business case identifies that do nothing is not an option. Some of the actions can be achieved within existing resources whilst others can be achieved through resource savings e.g. IT systems support for 114

3 building maintenance software. However there is a cost implication to the actions. The following table identifies a summary of the additional resource requirement: Year 1 Year 2 Year 3 125,789 56,848 28,424 The business case justifies the resourcing of the programme for development of the CPD on not only a spend to save argument but also to satisfy wider external drivers and requirements. 115

4 Contents 1 Purpose of the Business Case Background The Integrating Spine (2002) GIS for Asset Management: PID (2003) Asset Management Plan (2004) Property Data Availability (2004a) Incorporating Financial Data (2004b) Formation of the Corporate Property Database (2005) Asset Management Plan - Update (2006) Summary of Adopted Approach Progress on the development of the Corporate Property Database Options & Recommended Approach Data Acquisition Property Identification Property Details Asset Valuation Surveys Property Terrier Building Maintenance Operational Data Service Plans Finance Systems Corporate Property Database (CPD) BridgeMAPS Content Management System - Stellent Floor Plans - CAD Drawings Management Expected Benefits Links to Corporate Objectives Timescales Costs Resources AMP / Terrier Team CAD Floor Plans Capture IT Systems Team Web Development Team Software Conclusions Recommendations Appendix A - Recommendations from M squared Report Appendix B - Relevant Recommendations from the report "The Incorporation of Financial Data Into The Corporate Property Database" Appendix C - Generic Data Sources Appendix D - Recommendations from report "On The formation of the Corporate Property Database" Appendix E - Current Availability of Asset Management Related Data

5 1 Purpose of the Business Case This business case documents the justification for ongoing development and population of BCBC s Corporate Property Database (CPD) to meet internal and external requirements and achieve business efficiencies. 2 Background Seven key documents as approved and adopted by the AMWG inform the current development of the Corporate Property Database, these are given in the following table. Ref Title Source Date "Asset Management Planning: Identifying a framework for an asset management planning database" "Geo-spatial Data Management Systems for Asset Management Planning: Project Initiation Document" Property Supporting Services - Asset Management Plan M squared Consulting May 2002 BCBC IT May 2003 BCBC April a "A Survey of Property Data Availability Conducted During June 2004" Tony Crowhurst July b "The Incorporation of Financial Data Into The Corporate Property Database" Tony Crowhurst Oct "The Formation of The Corporate Property Database" Tony Crowhurst & BCBC Feb "Property Supporting Services: Draft Asset Management Plan Update" BCBC May 2006 The main concepts of each of these documents as they affect the holding and accessing of asset management data within a Corporate Property Database (CPD) are outlined below. 2.1 The Integrating Spine (2002) The May 2002 report from the consultants M squared, suggested two 'fundamentally different' approaches to maintaining an asset management database: "A homogeneous approach bringing together all the data for asset management plans into a single database." 117

6 "A heterogeneous approach relying on a number of functional systems each with their own databases and an ability to transfer data through an integrating spine." The heterogeneous approach was recommended with the corporate Geographic Information System (GIS) to be used as the integrating spine., allowing a phased implementation. The recommendations from the M squared report relevant to the holding of asset management data are included in Appendix A. 2.2 GIS for Asset Management: PID (2003) As a result of the M squared report of 2002 a project was initiated to develop the GIS 'integrating spine' for asset management data as described in that report's recommendations. The project deliverables were: 1. A logical data model describing the information requirements for Asset Management Planning in Bridgend CBC. 2. An Asset Management Database operating as a look-up within the envisaged Integrating Spine to effect the integration of data held in application databases through Unique Asset Identifiers (UAI) for individually identifiable asset units. 3. An initial geo-spatial dataset with a spatial reference (address, location or extents based) and a UAI for each asset unit. 4. A GIS interface to asset and property data, allowing all relevant information on an asset to be accessed in an integrated manner. 5. A methodology, with relevant documentation for the maintenance of the Asset Management Database and the related geo-spatial dataset. These were implemented as indicated below: 1. The 'data model' was detailed within the report on the "Formation of the Corporate Property Database" (2005). 2. The 'Asset Management Database' has been developed as the Corporate Property Database (CPD). 3. The 'initial geo-spatial dataset' has been created and made available through all corporate Geographical Information Systems. 4. The 'GIS interface to asset and property data' has been delivered as an intranet application, BridgeMAPs, and also through the corporate desktop GIS, SwiftMap. A MapInfo Professional interface has additionally been developed to allow maintenance of the spatial aspects of the CPD by the Asset Management Team. 5. The 'methodology... for the maintenance of the Asset Management Database' is laid out within the document, the "Formation of the Corporate Property Database" (2005). 118

7 2.3 Asset Management Plan (2004) The AMP 2004 identified in further actions the requirement for development of an AMP database. The plan also included linked actions relating to condition surveys, sufficiency and suitability surveys, DDA works, geographical and service reviews. 2.4 Property Data Availability (2004a) The report on the survey of property data availability (2004a) highlighted the following conclusion concerning data availability: "Much information relating to property either Does not exist Is in someone's head Is more likely to be in hard copy Is not presented in a uniform way across the council" This led to the following recommendations on acquiring and managing property data: "That a major exercise be undertaken to gain property data not currently held by the Council. This would include floor plans, room areas and heights." "That an exercise be conducted with Finance to ascertain how best to reconfigure the Council's financial coding structure in order that property and user data is differentiated" "That all property data currently held in hard copy be converted, in the most cost effective way to soft copy" "That an Intranet application be started to broadcast all property data across the Council" 2.5 Incorporating Financial Data (2004b) The 2004 report "The Incorporation of Financial Data Into The Corporate Property Database" recommended seven actions, six of which concerned access to property related financial data, these are given in Appendix B. Key points within the recommendations are that "a definitive list of property types be produced" "the Asset Management Team find the resources to analyse the property related expenditure for which there is no property reference" 119

8 "the Finance Team give consideration to adopting a standard coding structure across the entire Council in order that expenditure on property related issues is easily identifiable against particular properties" "That the CPD Implementation Team give consideration to the suggestions concerning [the tables necessary for] inclusion of financial data within the CPD and agree a database format for financial data." "the Asset Management Team and the Accountants complete the linking of data in their two disparate databases" 2.6 Formation of the Corporate Property Database (2005) The report "The formation of the Corporate Property Database" (2005) detailed the design of the CPD in the following key areas Unique identification of property including buildings, external areas and internal spaces. Strategic Asset Management Data verses Operational Data Generic Data Sources Primary Data held only on the Corporate Property Database Output from Commissioned Surveys Integration of existing data from operational systems Spatial Data Data Access Acceptance Criteria and Metadata Of particular interest here is the concept of 'Generic Data Sources'. The M squared report of 2002 had listed 57 electronic or paper based property related information systems. No attempt had been made to analyse the usefulness or relevance of these systems or to provide a structured categorisation of them. The 'Generic Data Sources' concept categorises data sources into 9 areas: Address and Contacts data Legal data Building descriptions data Valuation data Survey data Data from Service Delivery plans Details of capital bids Financial outturn data Facilities management data A full list of data sources within these categories is given in Appendix C. These represent the data required to support asset management planning. The report also recommended that the corporate asset UPRN be incorporated into operational systems either in addition to or in the place of the pre-existing property referencing method. In this way the integration of data becomes a simplified task. Previously the use of database look-up tables had been proposed to effect the linking of data, this methodology was rejected as unworkable. The full recommendations from this report are given in Appendix D 120

9 2.7 Asset Management Plan - Update (2006) The 2006 update of the Asset Management Plan contains various actions relating to the development of the Corporate Property Database including: Ongoing population and maintenance in line with the Geographical reviews for 06/07 to be completed as follows: o Valleys gateway Area Nov 06 o Bridgend West March 07 Data to be collected includes: o Condition o Suitability and Sufficiency o Financial o Energy o DDA Promotion of the UPRN On-going (Energy Link Dec 06) Further development of (Intranet GIS) BridgeMAPs for AMP 2.8 Summary of Adopted Approach Recognises a distinction between operational and strategic asset related data Defines a list of property identified by unique property reference numbers (UPRN) Categories properties by type Utilises a heterogeneous or modular database linking operational systems into a strategic view of asset related data Make strategic asset management data held in the Corporate Property Database available over the corporate intranet. Make unstructured property related data, such as images and floor plans available over the corporate intranet. Recognises that definitive sources of data must be identified Establishes and maintains the relationships between the corporate asset register and financial cost centres Identifies 9 generic data source areas consisting of 53 datasets required for asset management planning Encourages the use of asset UPRN in operational systems to enable the easy transfer of data Recognises that some 'primary' data does not have an operational existence outside of the role of Asset Management Planning, for instance Condition Grades, Suitability Grades, etc. Structures for the handling of such data do not exist and therefore will need to be created prior to the inclusion of the strategic element of this data in the CPD. Recognises the need for floor plans in CAD format of all principal assets. Adopts a system of data collection by geographical area, the first of which is due for completion in November

10 3 Progress on the development of the Corporate Property Database A definitive list of council property assets is maintained by the property department on the Corporate Property Database, which includes: o Unique Property Reference Number (UPRN) - based on Local Forum Area o Property Name o Address - BS7666 Local Land and Property Gazetteer (LLPG) address o Category - multi-tiered categorisation based on CIPFA standard o Record Status - information about the property record The property assets GIS dataset is derived from the same source with all corporate Geographic Information Systems updated daily with changes to asset location. The corporate desktop GIS, SwiftMap is linked to the CPD allowing users to access property attribute data dynamically. The integration of Unique Property Reference Numbers (UPRN) into new and preexisting systems within the building maintenance section, for example new Asbestos and Legionella databases and the existing energy usage database. Collection of data as part of first geographical review o Condition Assessments - held on spreadsheets per property o Suitability Assessments - held on spreadsheets per property o Sufficiency Assessments - held on spreadsheets per property o Energy Usage - extracted from building maintenance Energy Usage database o Running Costs - information requested from Finance on a per property basis o DDA Assessments - held on a spreadsheet The development of an Intranet mapping service, BridgeMAPS, which makes property asset related information available to all BCBC desktops. BridgeMAPS also acts as an interface to the corporate Content Management System (CMS) which can hold unstructured data such as images, floor plans, text documents, etc. 4 Options & Recommended Approach The options for the development of systems to manage data for Asset Management Planning have been established in the reports outlined above. The utility of the current approach, originally agreed to by the Asset Management Working Group following the report of M squared in 2002 has been reinforced by the work done to date. Notably work in Building Maintenance in integrating UPRN into their systems; work around data collection for the first Geographic Area Review and the use of Intranet GIS and the CMS have pointed the way forward. The areas of action highlighted below will consolidate this approach and facilitate a seamless mechanism for the continued access to information to support Asset Management Planning in Bridgend County Borough Council. The work required falls into the following areas: Data Acquisition o Property Identification o Property Details o Asset Valuation Data o Survey Data o Property Terrier o Building Maintenance Operational Data o Service Plans o Financial Data Systems 122

11 o o o o Corporate Property Database Intranet GIS - BridgeMAPS Content Management System - Stellent Floor Plans - CAD Drawings Management 4.1 Data Acquisition The full list of data identified for asset management planning is included in appendix E. The appendix includes a description of the current availability of each dataset and the work required in order to fulfil asset management requirements. This is summarised below with the actions required: Property Identification Unique Property Reference Numbers (UPRN) and definitive Names are maintained for all properties. Action Required: 1. Maintenance of current system of property identification and continued promotion of Unique Property Reference Numbers Property Details Addresses and categories are maintained for all properties and some contact details are known. There is no systematic methodology for naming or numbering of buildings, rooms or external areas and there is no central management for CAD floor plans. The Council has accurate plans and drawings of a few of its buildings. Some drawings are outdated, or poor quality, or both. This means that service managers may not be able to plan their use of premises effectively, some Health and Safety requirements may be compromised and the Council may fail to meet statutory obligations. Specifically there is no method for recording the location of mechanical and electrical plant such as lifts, pressure vessels etc. While some asset details are collected as part of the asset valuation schedule this only covers assets of value over 10,000. The asset valuation survey also includes property photographs and additional photographs are being collected during site visits, however, there is no central management and dissemination of this resource. Action Required: 2. Establishment of contact details to be held on CPD for all assets. 3. Establish resources for the production and maintenance of CAD plans for all BCBC building assets 4. Prioritised collection of floor plans for each property asset. 5. Central management of floor plans to allow managed editing and read only viewing over the Intranet via specialist CAD management tool. 6. Methodology for naming and numbering of buildings, internal, and external spaces that meets both local and corporate requirements. 7. Definitive naming and numbering of buildings, internal, and external spaces on CAD drawings 8. Central management of asset photographs to allow managed update and read only viewing over the Intranet using the CMS. 123

12 4.1.3 Asset Valuation The valuation of the council s significant property assets (value in excess of 10,000) is undertaken on a rolling program. Future Asset Valuation Surveys will be based on the asset register and use the unique property reference numbers described above. Action Required: 9. Property UPRN to be incorporated into future Asset Valuation Surveys. 10. Results of surveys to be made available corporately via the Intranet Surveys The following survey information is being captured as part of the scheduled Geographical Area Reviews: Condition Sufficiency Suitability, including o Staff numbers o Public / Pupil numbers Usage in hours per day DDA This information is being collated on spreadsheets and is available only to Property Department staff. Action Required: 11. Overall property grades to be held on the CPD and made available via the Intranet. 12. Full surveys to be made available via the intranet using the CMS Property Terrier The property terrier is maintained separately in, CAPS Uniform Estates Management (text based), in conjunction with Map info (GIS) holding spatial information on property ownership. The terrier and asset management GIS data can be used together to establish the ownership status of the managed assets. Currently the property terrier GIS data consists of layers of land acquisitions and disposals; there is no GIS dataset of property ownership. Action Required: 13. Creation and maintenance of a Property Ownership GIS layer in the property terrier. 14. Property Ownership information made available via the Intranet GIS service Building Maintenance Operational Data Within the building maintenance section property UPRNs are being incorporated into new and existing systems. This approach has already been adopted in the case of the asbestos, legionella and energy costs databases. The Atrium / IBS system for building maintenance uses a different asset list; some assets have been identified as missing from this list. Financial cost codes have to be manually entered into the Atrium system. 124

13 Action Required: 15. Continued expansion of UPRN into building maintenance systems. 16. Incorporation of the asset list and UPRNs into the Atrium / IBS Building Maintenance system supported by established links to financial cost codes (see below) to allow automatic allocation of expenditure to assets. 17. Investigate the way to hold and make available building maintenance information corporately. 18. Building maintenance information made available via the Intranet Service Plans Services plans do not currently include details of any property implications resulting from their plans. Action Required: 19. Requirement for services to include a tabulated summary of property implications as part of their service plans Finance A great deal of property related financial data exists, and has been incorporated into Geographical Area Reviews on an ad hoc basis, however there is no relationship between cost codes and property UPRN. In some cases property related expenditure is not allocated to a single property reference but is spread across groups of property. Action Required: 20. Analysis of property related expenditure for which there is no property reference. 21. Adoption of a standard financial coding structure across the entire Council (in order that expenditure on property related issues is easily identifiable against particular properties). 22. Inclusion of financial data within the CPD through the linking of Asset Management and Financial data (UPRN). 4.2 Systems Corporate Property Database (CPD) The Corporate Property Database currently holds just asset identification and location details, such as UPRN, Address, Category, and the spatial GIS element. The only interface to the CPD currently is through a MapInfo GIS interface this severely restricts the ability of asset management staff to interact with the database. Action Required: 23. Further development of the Corporate Property Database to hold strategic data from surveys and operational systems as identified in Appendix E. 24. Development of interface to CPD to allow Property Department staff to update data. 25. Linking of appropriately referenced operational systems into CPD. 26. Reporting mechanisms for AMP and external PIs. 125

14 4.2.2 BridgeMAPS The corporate Web Browser based GIS BridgeMAPS was launched in March 2006 and is available to all desktops. The service includes all property assets and has the ability to search, both spatially and textually, view details and link to external data held on the Content Management System, Stellent. The initial release of the site provided generic tools for data retrieval; there are no specifically programmed tools for retrieval of asset management related data. Action Required: 27. Development of Intranet GIS application BridgeMAPS to a customised interface for asset management data from the CPD. 28. Linking to detailed data - surveys and photographs held on the Content Management System Stellent. 29. Linking to CAD floor plans viewed through a browser based CAD viewer Content Management System - Stellent The Stellent Content Management System has proved to be an efficient way of managing unstructured data, such as photographs, Word, PDF documents, etc. Currently this data can be accessed from BridgeMAPS using the standard Stellent interface. Action Required: 30. Development of a customised interface to Stellent to provide a seamless link from asset data on BridgeMAPS to related information held on Stellent. 31. Procurement of additional Stellent licence for asset management team Floor Plans - CAD Drawings Management It is proposed (see above) that CAD floor plans are captured for all property assets. These will provide a valuable asset to the Council and it is essential that these are then managed centrally and made available corporately. Action Required: 32. Provision of central role of CAD drawings management with appropriate processes 33. Procurement of drawings management system. 34. Procurement of Intranet CAD viewing application. 35. Link of Intranet CAD viewing application to Intranet GIS BridgeMAPS Most of the actions highlighted above are project based, the programme of work comprising of these projects is outlined in the initial draft programme plan below. 126

15 ASSET CHALLENGE DATA REQUIREMENTS RECOMMENDATIONS ACTIONS BASE DATA ACCURACY / CONSISTENCY? -UPRN -NAME -ADDRESS -BUILDING ROOM / NAMES -CATEGORY -ASSET VALUATION -CONTACTS -CAD PLANS -PHOTOS -TERRIER RECORDS CONTINUED MAINTENANCE (ie. Maintain (may include minor improvements/ Extensions)) NORMAL / USUAL MANAGEMENT AND MAINTENANCE IMPLEMENTATION FIT FOR PURPOSE -CONDITION GRADE -PRIORITY MAINTENANCE COSTS -SUITABILITY GRADE -SUFFICENCY GRADE -CURRENT & FUTURE SERVICE PLAN REQUIREMENTS -DDA AUDIT -DDA COSTS -ASBESTOS / LEGIONELLA / HEALTH & SAFETY -GLAZING -SPACE STANDARDS -CURRENT USE / USAGE -PREFERRED LOCATION / RIGHT LOCATION -AGE & LIFE EXPECTENCY -BENCH MARK DATA BETTER UTILISATION 1 (ie. Explore options such as Change of use, partnership, Flexible working) DEVELOPMENT BUSINESS CASE AMWG REQUIRED IMPLEMENTATION RUNNING COSTS / CAPITAL EXPENDITURE -RATES -RENTAL -ENERGY -REPAIRS -MAINTENANCE -CLEANING -SECURITY -INSURANCE -BUILDING MANAGEMENT -BENCH MARK DATA -CAPITAL EXPENDITURE -CAPITAL BIDS BETTER UTILISATION 2 (ie. explore options such as major refurbishment or extensions, relocation, Acquisitions) BUSINESS CASE / AMWG CAPITAL PROG PROGRAMME TENURE (ie. most appropriate tenure -lease / freehold / sublet?) -EXISTING STATUS -ALTERNATIVE TENURE OPTIONS -USE / OCCUPATION ON ISSUES LONGER TERM DEVELOP- MENT OPPORTUNITY (ie. sell when appropriate, Long term commerciality) OPPORTUNITIES (ie. short or long term Development opportunity?) -ADJOINING LAND OWNERSHIP -PARTNERING OPPORTUNITIES -LOCAL PLAN CONSTRAINTS & OPPORTUNITIES -COULD THERE BE A MORE APPROPRIATE USE? -OPPORTUNITIES FOR INTENSIFICATION OF CURRENT USE AMWG CAPITAL RECEIPTS PROGRAMME (identify prospective year and value) IMPLEMENTATION SURPLUS (ie. sell) 127

16 5 Expected Benefits The proposed project will enable BCBC to proceed with the development and implementation of an integrated corporate property data base enabling functionality well beyond that currently available. This will enhance the ability to share and analyse property information and meet the challenges of both the internal and external drivers including the efficiency agenda, equal opportunities, health and safety and energy initiatives (Making the Connections WAG 2004, Gershon 2004, ODPM guidance 2005, DDA Acts, Prudential Borrowing, Energy Performance of Buildings Directive, etc.) The project will result in significant benefits for the effectiveness and efficiency of asset management including: Supporting the asset challenge process for area and service reviews (see above) Reports on Maintenance back log Maintenance budget assessments Energy monitoring Performance of the property portfolio including performance in respect of outcomes in relation to benchmarking PIs Support the prioritisation of the limited capital expenditure between projects Support project justifications for any capital bid whether funded wholly or partly by the council. Facilitate identification of under performing and surplus property Facilitate reporting on national and local Performance indicators. In Summary the database will support the process of continuous improvement in asset management in meeting the challenge of the internal and external drivers and inform the monitoring of that process through national and local PIs 6 Links to Corporate Objectives. The development of the CPD as identified in the benefits above will facilitate good asset management. The strategic asset management of the Council s assets will help to drive forward the aims and priorities of the council. As supported by the ODPM guidance 2005 this will result in the following outcomes: 1. Customer and Stakeholder Satisfaction - Enhanced customer satisfaction from improved performance and control of service delivery to the required standards along with improved corporate image. This is relevant in both how the public view BCBC, value and rank of the services as well as in staff morale and performance. 2. Affordability - Clear processes for assessing prudence, affordability and sustainability including the effective use of capital for new projects, capital release and redeployment and efficient and effective running costs. 3. Compliance re: Statutory/Regulatory Codes - Health and Safety, Asbestos, Legionella, accommodation minimum standards. 128

17 4. Improved Corporate Management - For Wales Improvement Programme and other purposes, the ability to demonstrate clear linking between corporate and service goals and objectives on the one hand and the management of assets crucial to their delivery on the other. 5. Environment Sustainability, CO2 emissions, Green energy etc. 7 Timescales The estimated timescales for each project within the program are given in the following table. All timescales assume a start date of 1 st November 2006 followed by a one-month program initiation period. Project Name From To Duration Program Initiation 01/11/06 28/11/06 20 days CAD Floor Plans 29/11/06 26/05/ days Property Terrier 29/11/06 22/05/ days Development of CPD 29/11/06 06/03/07 70 days Development of BridgeMAPS 29/11/06 03/04/07 90 days Development of Stellent 29/11/06 06/02/07 15 days Survey Data Access 29/11/06 24/04/ days Building Maintenance Systems 18/04/07 11/12/ days Service Plans 29/11/06 26/12/06 20 days Incorporation of Financial Data 29/11/06 27/11/ days The draft initial program plan is given below. 129

18 Draft Initial Program Plan 130

19 131

20 8 Costs 8.1 Resources Eight resources are identified within the initial program plan these are: Asset Management Team Property Terrier Team CAD Floor Plans Capture e-government Team GIS Team IT Systems Team Web Development Team Finance Of these areas, four require additional resources or reallocation of existing resources these are in AMP / Terrier Team CAD Floor Plans Capture IT Systems Team Web Development Team It is anticipated that work within the remaining four resource areas will be absorbed into the team's normal workload AMP / Terrier Team Work required in the AMP/ Terrier Team amounts to approximately 52 weeks work. It is therefore proposed to employ a resource for a period of one year at scale 1/2. Element Number Cost Each Year 1 Costs Year 2 Year 3 AMP /Terrier Clerk (Sc1/2) on costs (27.5%) Total 18, CAD Floor Plans Capture Work has been undertaken by the Asset Management Team to estimate costs for capturing CAD drawings of all the Councils property assets, these are. Element Number Cost Each Year 1 Costs Year 2 Year 3 Surveyor (Sc 5-6) 2 22,293 44,586 44,586 22,293 on costs (27.5%) 2 6,131 12,262 12,262 6,131 Set-up costs 2 6,000 12, Total Costs per year 68,848 56,848 28,

21 The year 3 figure of will be an ongoing resources requirement to manage the centralisation of CAD Plans of property assets IT Systems Team Work required in the IT Systems Team amounts to 52 weeks work. It is therefore proposed to employ a systems developer resource for a period of one year. Element Number Cost Each Year 1 Year 2 Year 3 Costs Costs Costs Software Engineer (Sc 5-6) 1 22,293 22, on costs (27.5%) 1 6,131 6, Set-up costs 1 Total 28, There is no bid for maintenance as this will be resourced through efficiencies achieved Web Development Team Specialist work is required from the Web Development Team, it is proposed that one Web technician be allocated to the project for a period of 7 weeks to be carried out within existing resources. 8.2 Software The following software is required Item Capital Cost Maintenance CAD Management Software 10,000 9 Conclusions Total 10,000 The CPD needs to be developed to meet both internal and external requirements Do nothing is not an option This programme will facilitate the strategic management of BCBC property portfolio to support the corporate objectives in terms of the identified ODPM Outcomes of good asset management: The programme will support the process of continuous improvement in asset management in meeting the challenge of the internal and external drivers and inform the monitoring of that process through national and local PIs 10 Recommendation That the AMWG endorse this Business case for consideration by Corporate Management Board, and submission into the budget process. 133

22 Appendix A - Recommendations from M squared Report That BCBC adopt a heterogeneous approach to asset management planning. 8. The MapInfo GIS acts as the integrating spine of a heterogeneous asset management database, physically defining and identifying (with a common identifier such as a UPRN) each property. 9. That BCBC investigate whether to hold the property details in GIS or AutoCAD and that this investigation considers the interfaces to service departments property related systems. 10. We recommend that the working group looking at the overlap of the Atrium and IBS functionality and data, consider the asset management planning requirements in their evaluation and decision. The essential asset management requirement is: maintenance and works data for all orders (both direct labour and external contractor) are recorded by type of work (reactive maintenance, planned maintenance and minor capital works), property (NB this is not the same as cost centres) and building element (which should link through to attributes and condition). The ideal asset management requirements are: the building attribute data is integrated; the building condition data is integrated; and the energy consumption data is integrated. 11. A single asbestos database is maintained and that the data is compatible with the property data. 12. That adequate resources are devoted to: identifying the content and relationship of the data to be held in each of the systems; and developing an appropriate common identifier hierarchy for all of BCBC s property related systems. 134

23 Appendix B - Relevant Recommendations from the report "The Incorporation of Financial Data Into The Corporate Property Database" 2004 Recommendation 1 That data relating to the following heads of expenditure be obtained in order to provide the most complete set of property related expenditure caretakers (0000 range?) site management expenditure (0000 range?) security (4000 range?) other sub-contracted services such as sanitary services (4000 range?) any apportionment of inter-departmental recharges (6000 range?) property related income (8000 range?) Recommendation 3 That the Asset Management team, in concert with the Accountants, assess the coding used on all expenditure categorized as being against either Undefined groups of property Management and Service charges Non-property items (and in particular how non-properties can have premise related expenditure) Where the total expenditure (and budget allocation) over 5 years is in excess of 10,000 with a view to determining in as many cases as possible, the property benefiting from the expenditure. Recommendation 4 That a definitive list of property types be produced Recommendation 5 That The Asset Management and Accountancy Teams consider the data presented in the above table and in the table included under Appendix H. The purpose will be to identify and find ways of correcting or accommodating anomalies identified. In particular, the additional information in the untitled column in the expenditure records previously referred to should be investigated as that data may assist in property identification. The Asset Management Team decides at which level it requires to collect cost information (eg either at individual or group level) for each property type By completing these last 2 items, the Asset Management Team and the Accountants complete the linking of data in their 2 disparate databases. Recommendation 6 135

24 That the CPD Implementation Team give consideration to the suggestions concerning the tables necessary for inclusion of financial data within the CPD and agree a database format for financial data. Recommendation 7 That the Asset Management Team find the resources to analyse the property related expenditure for which there is no property reference the Asset Management Team consider the resource implications of bringing expenditure data into the CPD by the start of the next financial year the Finance Team give consideration to adopting a standard coding structure across the entire Council in order that expenditure on property related issues is easily identifiable against particular properties 136

25 Appendix C - Generic Data Sources Address and Contacts Data Addresses Relevant people Phone numbers addresses Legal Data Deeds Leases in Leases Out Licences Other hirings Building Descriptions Data Plans Photos Building materials Age and life expectancy Floor and room areas and heights Meter numbers Room names and usage details Building alternative names Details of external spaces Valuation Data Details of last valuation Full market valuations of sites Surveys and Actions Legionella DDA Condition PAT testing Glazing Sufficiency Suitability Fire Asbestos Health and Safety Energy efficiency Structural Environmental Health Service Delivery Plans Tabulation of all property implications Capital Bids Details of all bids linked to properties 137

26 Historic Financial Data Outturn statements Facilities Management Data Reactive maintenance Annual maintenance (servicing) Planned maintenance Grounds maintenance Energy usage (eg kwhr) Current rent Current rates Staff numbers Pupil numbers Public numbers Usage in hours per day Security Charging regime for informal lettings Caretaking Building Management Insurance Cleaning 138

27 Appendix D - Recommendations from report "On The formation of the Corporate Property Database" That the Asset Management team identify relevant strategic property data in the databases of other departments in order to restrict data to that of an essential nature (refer to clause 4.3). That consideration is given to setting up procedures for data to both replace existing data in the CPD and be appended (added) to existing data in order to ensure the currency of data (refer to clause 4.4). That the Acceptance Criteria detailed in the Appendix be adopted (refer to clause 9.1) That the Metadata Check List (MCL) be adopted in order to standardise and provide uniform assessment criteria (refer to clause 9.3 and the Appendix). That the 9 generic data areas be adopted in order to provide a structure to data collection (refer to clause 10.2 and Appendix) That the importance of corporate UPRNs is widely explained to all levels of staff in other departments That live data held in existing applications be re-formatted to include UPRNs, and that required fields are identified and copied to the CPD in order to achieve automatic links between datasets (refer to clause 11.5). That all departments are circulated with a set of criteria which should be used when they propose to gather property data (refer to section 12). 139

28 Appendix E - Current Availability of Asset Management Related Data Dataset Type Current Extent Work Required UPRN Name Address Category identification All Properties Maintenance identification All Properties Maintenance Details All Properties Maintenance Details All Properties Maintenance Contact Details Some Properties Acquire for all properties CAD Plans Details Very few - No consistent system Building Names Details No consistent system Acquire for all properties Room names and usage details Floor and room areas and heights Details of external spaces Photos Details No consistent system Acquire for all properties Details None Acquire for all properties Details Details Properties over 10,000 as part of Asset Valuation Survey Some Properties as part of Asset Valuation Survey - No consistent system Acquire for all properties, establish management process and maintain Maintain as part of Asset Valuation schedule Establish management process and make available corporately Age and life expectancy Asset Valuation Properties over 10,000 as part of Asset Valuation Survey Maintain as part of Asset Valuation schedule 140

29 Dataset Type Current Extent Work Required Details of last valuation Full market valuations of sites Building Materials Asset Valuation Asset Valuation Asset Valuation Properties over 10,000 as part of Asset Valuation Survey Properties over 10,000 as part of Asset Valuation Survey Properties over 10,000 as part of Asset Valuation Survey Maintain as part of Asset Valuation schedule Maintain as part of Asset Valuation schedule Maintain as part of Asset Valuation schedule Condition Sufficiency Suitability Staff numbers Public / Pupil numbers Usage in hours per day DDA Survey Survey Survey Survey (Suitability) Survey (Suitability) Survey (Suitability) Survey Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Currently being collected for Geographical Area Reviews Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Continue programmed collection, establish management and dissemination processes Terrier record Asbestos Operational Operational Maintained as separate system linked through geographical relationship Database maintained in Building Maintenance with UPRN Maintenance Maintenance, establish links to CPD 141

30 Dataset Type Current Extent Work Required Legionella Energy usage Operational Operational Energy efficiency Operational Database maintained in Building Maintenance with UPRN Database maintained in Building Maintenance with UPRN Maintenance, establish links to CPD Maintenance, establish links to CPD Meter numbers Operational Non Available Establish existence and relationship to CPD Glazing Operational Non Available Establish existence and relationship to CPD Fire Operational Non Available - Exists Establish existence and relationship to CPD Structural Operational Non Available - Exists Establish existence and relationship to CPD Health and Safety Operational Non Available - Exists Establish existence and relationship to CPD Service Plans - Tabulation of all property implications Operational Non Available - Does Not Exist Each departmental service plan to include a statement of property implications Annual maintenance (servicing) Finance Exists Planned maintenance Finance Exists Grounds maintenance Finance Exists Reactive maintenance Finance Exists Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property 142

31 Dataset Type Current Extent Work Required Current rent Finance Exists Current rates Finance Exists Details of all capital bids linked to properties Finance Exists Security Costs Finance Exists Caretaking Costs Finance Exists Building Management Costs Finance Exists Insurance Costs Finance Exists Cleaning Costs Finance Exists Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property Alignment of finance and asset management systems with respect to property 143

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