BEST PRACTICE GUIDANCE

Building Asset
Performance Framework
A best practice guideline for the performance
assessment of Queensland Government buildings

Department of Housing and Public Works

 Building Asset Performance Framework
First Edition
Queensland Department of Housing and Public Works
(Includes minor updates as at December 2017)

ISBN 978-0-9804681-6-8

© The State of Queensland

(Department of Housing and Public Works)
First published in 2008

Enquiries should be directed to:

The Manager
Building Policy and Practice
Building Industry and Policy
Department of Housing and Public Works

GPO Box 2457 Brisbane Qld 4001

Email [email protected]
This document is available online at www.hpw.qld.gov.au.

Building Asset Performance Framework

Contents

1.0 Introduction ......................................................... 2

2.0 Scope of application ................................................ 2

3.0 Roles and responsibilities .......................................... 2

4.0 Purpose of the Building Asset Performance Framework.......... 3

5.0 Performance management ........................................ 3

6.1 Key principles ....................................................... 3

6.2 Clarity of purpose ................................................................ 3
6.3 Context of performance information ......................................... 3
6.4 Quality of performance data ................................................... 4
6.5 Cost and value of performance information .................................. 4
6.6 Continuity and consistency of performance measurement................. 4

7.1 Building Asset Performance Framework elements ............. 4

7.2 Classifying building assets ...................................................... 4
7.2.1 Building asset categories 5
7.2.2 Building asset criticality 5

7.3 Establishing performance areas, indicators and measures ................. 6

7.3.1 Performance area 7
7.3.2 Performance indicators 7
7.3.3 Performance measures 9

7.4 Linking performance to service delivery.....................................11

7.5 Establishing performance targets or benchmarks ..........................11
7.6 Managing performance .........................................................11
7.7 Reviewing performance ........................................................11
7.8 Using performance information...............................................12

Appendix A
Building asset performance assessment template .................. 13

Appendix B
List of key policies ....................................................... 23

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Building Asset Performance Framework
 1.0 Introduction
The Building Asset Performance Framework (BAPF) is a Queensland Government best practice guideline
which provides departments with a systematic approach to managing the performance of building assets
to meet service delivery requirements. It establishes the broad scope and application of building asset
performance management, and the key principles and elements necessary for achieving effective
management of buildings. Additionally, it focuses on having the necessary capability to assist in aligning
the supply of building assets with demand in response to service delivery objectives and Queensland
Government priorities.
The BAPF adopts a contemporary approach to performance management by including consideration
of social and environmental aspects as additional dimensions to the traditional functional and
financial performance assessment approach.
The BAPF forms part of the suite of whole-of-Government building policies and guidelines promoting best practice
building asset management and complements the Maintenance Management Framework (MMF), the Capital Works
Management Framework (CWMF), and the Queensland Procurement Policy. It will assist agencies to undertake much of
the analysis necessary to comply with the Project Assessment Framework and the Total Asset Management Plan
Framework

2.0 Scope of application

The BAPF should be applied when a department requires information on how its building portfolio is
performing, particularly to inform the following asset management processes and decisions:
• strategic asset planning to meet whole-of-Government requirements and departmental priorities
• planning decisions prior to procurement and investment, including the development of business cases
for funding bids
• disposal and rationalisation decisions
• replacement and maintenance decisions
• renewal/refurbishment decisions
• benchmarking and continuous improvement.

The principles and elements of the BAPF should be integrated with departments’ building asset
management policies, processes and systems which support core business functions and service
delivery.

The BAPF can be applied at a floor, building or portfolio level depending on the performance
information required.

3.0 Roles and responsibilities

The Department of Housing and PublicWorks will:
• assist departments to implement the BAPF by providing advice where requested, and facilitating
information sharing between departments.

Departments are encouraged to:

• implement a performance-based approach in relation to planning, decision-making and
management of building assets in line with this framework
• demonstrate the use of performance indicators and measures in monitoring the performance of their
building assets
• have the capacity to provide reports on the performance of their building assets to the
Government, when required, to guide strategic decisions and future policy development.

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Building Asset Performance Framework
4.0 Purpose of the Building Asset Performance Framework
The purpose of the BAPF is to:
• support the Government’s commitment to managing the performance of its significant
investment in its portfolio of building assets, in order to optimise their contribution to service
delivery outcomes
• provide departments with a clear direction in terms of a systematic approach to managing
building asset performance
• assist departments in adopting a performance-based approach to the alignment of the supply of
building assets with the demand arising from service delivery needs
• enhancetheaccountabilityofdecision-makingandgovernancearrangementspertainingto the
management of building assets through the use of robust performance information
• provide a context and guidance on the type of performance data to be used in key departmental
and whole-of-Government management requirements such as strategic assetplanning
submissions under the Total Asset Management Plan (TAMP) Framework.

5.0 Performance management

Performance management is a means of objectively evaluating the achievement of policy and
program objectives and outcomes, and the effective use of resources. Performance management
that is based on reliable and timely performance information provides a foundation for informed
decision-making, planning, implementation and review.
Performance assessment and management of building assets should be a part of overall
performance management within an organisation. This will assist in ensuring that building assets,
which generally incur significant capital and recurrent costs, effectively support service delivery
requirements and are used in a cost effective and sustainable manner.

6.0 Key principles

The following key principles underpin the effective use of building asset performance information as
part of strategic asset management.

6.1 Clarity of purpose

Prior to commencing the collection of data, departments should clearly identify:
• the purpose for collecting performance information
• the end users of the information
• how the information will be used.
This will ensure that performance information is relevant and targeted at the appropriate areas so
that the benefits of performance measurement are optimised.

6.2 Context of performance information

Asset performance information should be complemented with other appropriate qualitative and
statistical contextual information relevant to service delivery objectives and operating environments
to ensure that valid and reliable conclusions are drawn from the analysis of the performance
information. Building asset performance information used in isolation from other contextual
information may lead to incorrect or misleading conclusions.

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Building Asset Performance Framework
 6.3 Quality of performance data
The quality of outcomes obtained through performance measurement and analysis is dependent upon
the quality of the data upon which the performance information is based.
Performancedatashouldbe:
• valid (actually measures or is an acceptable assessment of the designated performance
indicator)
• reliable (does not vary significantly under set conditions)
• accurate (provides a true representation of the unit of measure)
• timely (available when required)
• current (up-to-date for the purpose).

Departments should establish appropriate quality assurance procedures to ensure the quality of data.
Consideration should also be given to the volatility of data and its possible impact on reliability, and the
ability to aggregate data to provide performance perspectives at various levels.

6.4 Cost and value of performance information

The cost to collect, analyse and report on performance information can be significant. The value
and benefits of collecting and pursuing optimal levels of reliable and accurate performance
information should be carefully weighed against the cost of doing so. In instances where the costs
outweigh the benefits, departments may need to consider and apply alternative performance
information within appropriate cost-benefit parameters to determine the performance of their
building portfolio.

6.5 Continuity and consistency of performance measurement

Continuity is an important aspect of performance measurement as the performance of a physical asset
changes over its life cycle. While ‘snapshots’ of performance for specific purposes are useful, the
monitoring of trends over time is also important, especially for assessing the performance
of buildings overall as opposed to individual components (which may have shorter life spans).
Maintaining the continuity of performance information through trend monitoring enables
assessment of the outcomes of asset decisions.
The consistency of data is critical to the effective evaluation of performance information.
Inconsistencies may lead to misleading interpretations and loss of credibility in the results of any
analysis.

7.0 Building Asset Performance Framework elements

Departments should incorporate the following elements of the BAPF into their departmental asset
performance management systems.

7.1 Classifying building assets

As a minimum means of differentiation for performance assessment, departments should
classify their building assets into specific asset types or categories.

Individual building assets play different roles in supporting departmental objectives and have varying
degrees of importance or criticality. As such, building assets should be classified in terms of
operational roles and their criticality to service delivery in order to provide a focus for priorities in asset
performance measurement.

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Building Asset Performance Framework
This differentiation assists in:
• providing a means of analysing performance information by type and criticality of building assets
• enabling departments to target specific buildings for performance assessment and monitoring
• establishing priorities for the allocation of resources
• achieving a balance between the costs and benefits of performance measurement.

7.1.1 Building asset categories

Building assets should be assigned to categories that reflect their role in supporting service
delivery or other objectives. Performance information should be considered in the context of the asset’s
operational role in order to assist in the prioritisation of performance improvement across a portfolio of
building assets. Table 1 shows the minimum categories to be used when classifying departmental
building assets.

Table 1: Building asset categories

Category Description of building asset role

Operational asset Used for delivery of core departmental services (e.g. teaching block, police
station, hospital).

Ancillary asset Used for support functions (e.g. storage sheds, administration, training).

Non-operational asset Surplus or de-commissioned (e.g. assets awaiting disposal).

Administered asset Administered on behalf of the Government (e.g. heritage and cultural assets).

7.1.2 Building asset criticality

Within each category, building assets may be of varying levels of importance to achieving service delivery
objectives. Determining the criticality of building assets establishes another level of differentiation and
relativity to allow for better interpretation of performance information and to focus attention on priority
action areas. Table 2 shows the criticality rating scale to be used when classifying departmental building
assets.
The assessment of criticality should consider:
• the importance of the building asset to the delivery of core departmental services
• the consequences of failure of the building in terms of the risk to service delivery and the ease of
replacement.

Table 2: Building asset criticality rating scale

Rating Criticality (importance to service delivery)

5 Vital to service delivery operations. High profile and extremely difficult to replace or find short-
term service delivery alternative if damaged or otherwise adversely affected.

4 Important to service delivery operations but can be reasonably quickly replaced with
alternative.

3 Service delivery will be affected, with no major implications, and alternative asset is readily
available.

2 Support function only and has no direct impact on service delivery. Alternative is readily
available.

1 No impact on service delivery. Asset may be surplus or administered only.

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Building Asset Performance Framework
 7.2 Establishing performance areas, indicators and measures
Departments should establish specific performance areas, performance indicators and
performance measures for assessing building asset performance, and integrate them with their existing
assetmanagementpracticesand systems.

Theperformanceareas,performanceindicatorsand performancemeasuresoutlined in Diagram1

represent the framework for assessing building asset performance. Detailed information on the
framework is outlined in sections 7.2.1 to 7.2.3.

Diagram 1: Framework for assessing building asset performance

Performance area Performance indicator Performance measure

(Refer 7.2.1) (Refer 7.2.2) (Refer 7.2.3)

Appropriateness Capacity Department-specific measure or BAPF rating scale

Functionality Department-specific measure or BAPF rating scale

Location Department-specific measure or BAPF rating scale

Condition MMF Condition Index rating scale

or Facility Condition Index

Remaining life Estimated years to end of useful or economic life

Financial Operating cost Quantitative department-specific measure

Maintenance cost Quantitative department-specific measure

Deferred maintenance Quantitative department-specific measure

cost

Statutory Extent of Department-specific measure

compliance risk non-compliance

Effective use Utilisation rate Level of utilisation as a % of available capacity or

department-specific measure

Environmental Impact of building asset Department-specific measure

impact on environment

Social significance Significance in meeting Department-specific measure

government priorities or
community obligations

Note: The choice of performance measures should be based on the purpose of the analysis, relevance
to service delivery objectives and the type of building asset. As a guide, examples of units of measure
for each performance indicator are outlined in section 7.2.3.

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Building Asset Performance Framework
7.2.1 Performance area
Performance area refers to the specific aspect of performance that is to be assessed. Departments
should assess the performance of their building assets against the following performance areas:
• appropriateness of the building asset in meeting service delivery requirements
• financial impact of the building asset
• statutory compliance risk of the building asset
• effective use of the building asset as a resource
• environmental impact of the building asset
• social significance of the building asset.

Each performance area is defined by a number of key performance indicators (refer to section 7.2.2).

7.2.2 Performance indicators

Performance indicators are gauges of performance relevant to the performance area concerned.
Departments should assess the performance of their building assets against the following key
performance indicators. A brief description of each performance indicator is provided below under the
relevantperformanceareaheading.

Appropriateness
Capacity: the
t physical capacity of the building asset to support the level of current and future
service activity.

t suitability and flexibility of the building asset for current and future service
Functionality: the
delivery.
Location: the
t physical location of the building asset, relative to current and future demand for
services. In the context of dynamic demographics and infrastructure planning, this indicator is an
important consideration.
Condition: he
t physical condition of the building asset appropriate for current and future service
activity.
Remaining life: an estimate of the remaining useful or economic life of the building asset in
terms of either its future potential to sustain the delivery of services or the costs of ownership
and use not being viable.

Financial

Operating cost: the annual operating cost of the building asset, which includes the following:
• ICT services
• utilities, including:
- electricity supply
- water supply
- waste management services
- gas and fuel supplies
• miscellaneous services, including:
- cleaning and hygiene services
- security
- health and safety
- landscaping and gardening services
- rates and statutory charges
- building management services.

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Building Asset Performance Framework
 Maintenance cost: the annual maintenance expenditure on a building asset, including:

• agency management/administration (including computerised maintenance

management systems)
• condition assessment
• statutory maintenance
• preventative maintenance
• condition-based maintenance
• unplanned maintenance.
Deferred maintenance cost: the estimated cost of all maintenance work that has not been carried
out within a financial year and which is deemed necessary to bring the condition of the building
asset to a required standard or acceptable level of risk.

Statutory compliance risk

Extent of non-compliance: the degree of non-compliance with Australian Standards, codes, laws and
regulations, which is identified as a result of an audit, discovery or the introduction of new
legislation.

Effective use
Utilisation rate: the extent of utilisation expressed as a percentage of available capacity based
on department-specific measures.

Environmental impact
Impact of building asset on the environment: due to the presence of hazardous materials, site
contaminationorconsumptionofnon-renewableresources(e.g.waterandenergy).

Social significance
Significance in meeting government priorities or community obligations: the significance of the
building asset in terms of cultural heritage significance, community attachment, or other
government priorities.

Use of optional indicators

Departments may choose to supplement the above key performance indicators with the optional
indicators listed below if they add value to the assessment being undertaken.
Net return on asset value (optional indicator): net revenue as a percentage of gross book value of the
building asset. This indicator relates to the ‘financial’ performance area and is only applicable to
departmentswhichhaverevenue-generatingbuildingassets.
Compatibility of use (optional indicator): the compatibility of use of the building asset compared with the
design purpose of the asset. This indicator relates to the ‘effective use’ performance area.

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Building Asset Performance Framework
Environmental rating system assessment (optional indicator): reflecting achievement in meeting
the objectives and specific criteria of a particular environmental rating system suitable to the type
of building asset and the department’s and Government’s priorities. This indicator relates to the
‘environmental impact’ performance area.
Note: This indicator has been provided for those departments wishing to further assess the
environmental impacts of their building assets through the use of an environmental rating system.
In relation to building assets that may have been previously assessed and rated against an environmental
rating system (either at the design stage or upon completion), it is important to ensure that the achieved
rating is being maintained during operation. Therefore, an assessment of occupant operation and
maintenance service provider practices may be undertaken as a means of identifying whether the
environmental initiatives incorporated into the building asset are
beingmaintained.

7.2.3 Performance measures

Performance measures are qualitative or quantitative methods of assessment that are relevant to a particular
performance indicator.
Departments should use appropriate performance measures that are relevant to their service delivery
needs to ensure that the performance data obtained is useful and meaningful for their specific
requirements.
Some examples of units of measure for each performance indicator are outlined in Table 3 as a guidefor
departments.
Further information is provided in Appendix A — Building asset performance assessment template.
The template is provided to assist departments to undertake a performance assessment and can be
customised to suit a department’s particular requirements.

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Building Asset Performance Framework
 Table 3: Performance indicators and performance measures

Performance indicator Performance measure

Capacity For example, square metre per person, student workspaces/

places, prisoner numbers, other department-specific measure,
or generic rating scale as provided in Appendix A (section
2.1 — Capacity).

Functionality For example, percentage of spaces appropriate for purpose,

housing overcrowding, other department-specific measure,
or generic rating scale as provided in Appendix A (section
2.2 — Functionality).
Appropriateness

Location For example, percentage of occupants/clients satisfied with

dwellingproximitytoservices,centralitywithincatchmentarea,
other department-specific measure, or generic rating scale as
provided in Appendix A (section 2.3—Location).

Condition Maintenance Management Framework’s Condition Index or

FacilityConditionIndex(FCI).TheFCIiscalculatedbydividing the
cost of deferred maintenance by the Asset Replacement Value
of the building asset, expressed as a percentage—the higher the
percentage, the poorer the condition of the building asset.

Remaining life Estimated years to end of useful or economic life.

Operating cost For example, cost per square metre of gross floor area or other
department-specific measure.

Maintenancecost For example, cost per square metre of gross floor area,
expenditure as a percentage of gross book value of the building asset
Financial

or other department-specific measure.

Deferred maintenance cost Forexample,estimatedcostofdeferredmaintenance as a

percentage of gross book value of asset or other
department-specific measure.

Net return on asset value Net revenue as a percentage of gross book value of asset.
(Note: optional indicator)
compliance

Extent of non-compliance Qualitative assessment of any gaps in compliance based on

Statutory

department-specific measures, including an estimate of the

risk

costtoremedythenon-compliance.

Utilisation rate For example, level of utilisation as a percentage of available

capacity, percentage of occupied student workstations to capacity
Effective use

of workstations, student numbers to available teaching spaces,

vacant square metre of floor area to net lettable area or other
department-specific measure.

Compatibility ofuse (Note: Rating scale provided in Appendix A (section 5.2—Compatibility of

optional indicator) use).

Impact of building asset Qualitative and quantitative assessment based on department-

Environmental impact

on environment specific measures. Measurement of this indicator can be split

between presence of hazardous materials/site contamination
issues and consumption of energy and water.

Environmental rating Description of environmental rating system used to evaluate the

system assessment (Note: environmental impacts of the building asset and the rating
optional indicator) achieved.
significance

Significance in meeting Qualitative assessment based on department-specific

Social

government priorities or measures.

community obligations

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Building Asset Performance Framework
7.3 Linking performance to service delivery
Departments should ensure that performance measures applied to each performance indicator are
relevantto servicedelivery.

Performance indicators and measures should be relevant to service delivery objectives and provide information on
the match or gaps between actual performance and the performance required for optimum service delivery
outcomes (refer to section 7.2.3 for examples of units of measure for performance indicators).

7.4 Establishing performance targets or benchmarks

Departments should establish building asset performance targets or benchmarks to drive
improvementefforts which are appropriate for their individualrequirements.

Building asset performance targets or benchmarks should be established which take into consideration
the nature of the building assets, their service delivery role and relative importance. Targets and
benchmarks can also be used for comparisons at building, facility, district/regional, program and portfolio
level to assist in decision-making and to drive improvement efforts.
It is important that departments establish benchmarks or targets that are appropriate and relevant so that
monitoring and comparison of building assets against these targets produces meaningful informationfor
assetmanagementpurposes.

7.5 Managing performance

Departments should establish and maintain the capacity to manage the performance of their building
assets.

Departments should establish and maintain appropriate resources, processes, management structures,
systems and competencies to assess, review and evaluate building asset performance.

7.6 Reviewing performance

Departments should undertake periodic reviews of building asset performance.

Departments should undertake periodic reviews of building asset performance as part of their
asset management practices. Reviews should also be undertaken for specific planning purposes
such as business cases for new projects and strategic asset planning.

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Building Asset Performance Framework
 7.7 Using performance information

Departments should use performance information to inform asset management decisions.

A performance assessment will provide a status report or profile summarising the performance of
a particular building asset. The information gained will assist departments to answer the following
questions:
• How well is the building asset performing in supporting current service delivery?
• Is the building asset relevant to future service delivery needs?
• What areas need improvement?
• What are possible options for improving performance? What is the best option?
Further analysis of this information should inform asset management decisions in relation to which assets to retain,
refurbish or renew, rationalise or dispose, and also identify the need for
new assets.
Application of the BAPF will assist departments to adopt a performance-based approach to strategic planning to
maximise the potential for their building asset base to better align with service delivery needs.
Asset performance information also assists departments to anticipate issues related to the management and
operation of building assets and to address these issues before they become of concern or impact on service
delivery.

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Building Asset Performance Framework
 Appendix A

Building asset performance assessment template

Department

Building asset details

Building asset name Description

Region/District Date assessed

Address Assessor’s name

Assessor’s telephone number

Note: This template is intended as a guide only. Departments may customise it to suit their particular requirements and the application of specific measures
against performance indicators.

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Building Asset Performance Framework
 1.0 Building asset classification

1.1 Category of building asset

Category Description of role Tick Comments
one only

Operational Used for delivery of core departmental services (e.g. teaching block,
police station, hospital).

Ancillary Used for support functions (e.g. storage sheds, administration, training).

Non-operational Surplus or de-commissioned (e.g. assets awaiting disposal).

Administered Administered on behalf of the Government (e.g. heritage and cultural

assets).

1.2 Building asset criticality

Rating Criticality (importance to service delivery) Tick Comments
one only

5 Vital to service delivery operations. High profile and extremely difficult to replace
or find short-term service delivery alternative if damaged or otherwise adversely
affected.

4 Important to service delivery operations but can be reasonably quickly replaced

with alternative.

3 Service delivery will be affected with no major implications and alternative asset
is readily available.

2 Support function only and has no direct impact on service delivery. Alternative is
readily available.

1 No impact on service delivery. Asset may be surplus or administered only.

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Building Asset Performance Framework
 2.1 Appropriateness

2.1 Capacity
• Factors to consider include: nature of services delivered; space or other standard based on service delivery requirements; capacity to accommodate people and
equipment; and demand projections for services based on demographics.

Rating Performance measure Tick Comments

one only
5 Exceeds service delivery needs/expectations (e.g. there is potential for sharing with
other departments).

4 Meets all service delivery needs for current and foreseeable future (3-5 years).

3 Meets all current service delivery needs.

2 Below service delivery requirements. Some impact on service delivery. Action

required.

1 Significantly below service delivery requirements. Significant action required.

2.2 Functionality
• Factors to consider include: size, shape and configuration; services and facilities; suitability of building asset or space for intended purpose; and flexibility to
be changed to suit a new purpose.

Rating Performance measure Tick Comments

one only
5 Exceeds service delivery needs/expectations (e.g. there is potential for sharing with
other departments).

4 Meets all service delivery needs for current and foreseeable future (3-5 years).

3 Meets all current service delivery needs.

2 Below service delivery requirements. Some impact on service delivery. Action

required.

1 Significantly below service delivery requirements. Significant action required.

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Building Asset Performance Framework
 2.3 Location
• Factors to consider include: location relative to current and future demand for services; dynamic population demographics; and accessibility of location for occupants
and clients/visitors.

Rating Performance measure Tick Comments

one only
5 Suitably located to meet current demand and in the foreseeable future (3-5 years).

4 Suitable for current demand but site has potential for better use. Demand can be met
throughanalternativelocation.

3 Location is marginally suitable. Demand at this location needs to be monitored.

2 Demand is changing rapidly and location needs review.

1 Location is very unsuitable for meeting demand.

2.4 Condition
Rating Performance measure Tick Comments
one only
5 No defects; as new condition and appearance.

4 Minor defects; superficial wear and tear; some deterioration to finishes; major
maintenance not required.

3 Average condition; significant defects are evident; worn finishes require

maintenance;servicesarefunctionalbutneedattention;deferredmaintenance work
exists.

2 Badlydeteriorated;potentialstructuralproblems;inferiorappearance;major
defects;componentsfailfrequently.

1 Building has failed; not operational; not viable; unfit for occupancy or normal use;
environmental/contamination/pollutionissues exist.

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Building Asset Performance Framework
 2.5 Remaining life
• Factors to consider include: overall age and condition compared with design life projections; impact of technological changes on future usefulness; need for upgrades to
meet future requirements; type of construction; and operating and maintenance costs.

Indicator Performance measure Result Comments

Remaining life Estimated years to end of useful or economical life

3.0 Financial
Indicator Performance measure Result Comments

Operating cost $ per square metre

Maintenancecost $ per square metre

Deferred maintenance cost Estimated cost of deferred maintenance as a % of gross book value
of asset

Net return on asset value Net revenue as a % of gross book value of asset
(Note: This is an optional
indicator for departments with
revenue-generating assets)

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Building Asset Performance Framework
 4.0 Statutory compliance risk
Indicator Performance measure Tick one Comments
or more
Extent of non-compliance Workplacehealthandsafety

(Identifytheareaof Fire protection

non-compliance that exists)
Environmental

Building Act

Electrical

Other (provide details)

Estimatedcosttoremedynon-compliance $

5.0 Effective use

5.1 Utilisation rate

Indicator Performance measure Result Comments

Utilisation rate Level of utilisation as a percentage of available capacity

based on department-specific measure

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Building Asset Performance Framework
 5.2 Compatibility of use (compared with the design purpose of the asset)
Note: This is an optional indicator which may be used by departments if it is considered relevant to the performance assessment being undertaken.
Rating Performance measure Tick Comments
one only
5 Compatible with design purpose in all aspects of use

4 Mainly compatible with design purpose but used for other purposes as well

3 Multi-use including design purpose (e.g. residence used as office, used as a

residence and other purposes also)

2 Not compatible—higher level use (e.g. storage shed used as workshop)

1 Not compatible—lower level use (e.g. teaching block used as a store or vacant space)

6.0 Environmental impact

6.1 Impact on environment (hazardous materials/contamination issues)

Indicator Performance measure Tick one Comments
or more

Impact of building asset on Asbestos

environment
Sewage and contaminated water
(Identifythetypeofhazardous
material/contamination issue Hazardouschemicals
present)
Odours and fumes

Land contamination

Other (provide details)

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Building Asset Performance Framework
 6.2 Impact on environment (consumption)
Indicator Performance measure Result Comments

Impact of building asset on Waterconsumption($persquaremetre)

environment
Energyconsumption($persquaremetre)

Environmental rating system assessment (optional indicator): reflecting achievement in meeting the objectives and specific criteria of a particular environmental
rating system suitable to the type of building asset and the department’s and Government’s priorities.

7.0 Social significance

7.1 Significance of building asset— Method A

Indicator Performance measure Tick one Comments
or more

Significance in meeting Cultural heritage significance

government priorities or
community obligations Heritage listed (Queensland Heritage Register)

Community attachment

Iconic (community pride)

Government commitment

Other (provide details)

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Building Asset Performance Framework
 7.2 Significance of building asset— Method B (see note below)
Indicator Performance measure Achievement or Com
future potential
to achieve
(yes/no)
Significance in meeting Whole-of-Government outcome (department-specific)
government priorities or
community obligations Government priority (department-specific)

Outputs being delivered (department-specific)

Goals being met (department-specific)

Service-related performance indicator applicable to the

building/facility (department-specific)

Note: This is an alternative approach which examines whether the building asset:
• still supports, and will continue to support, the whole-of-Government outcome and government priority to be delivere
• continues to deliver the outputs it was intended to deliver, in line with the whole-of-Government outcome and governm
• still meets, and will continue to meet, the goals established
• meets targets in terms of specific service-related performance indicators (e.g. number of escapes from a custo
outpatients department).

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Building Asset Performance Framework
 Assessor’s comments

Assessor’s signature Date

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Building Asset Performance Framework
Appendix B

List of key policies

Key policies applying to the planning, decision-making and management of building assets are listed
below.

Capital Works Management Framework

(DepartmentofHousingandPublicWorks)

Is the whole-of-Government policy for managing risks in the delivery planning and programming of
government building construction and maintenance projects.

Project Assessment Framework

(Queensland Treasury)

Provides tools and techniques to assess projects throughout the project lifecycle.

Queensland Government Asbestos Management Policy for its Assets

(DepartmentofHousingandPublicWorks)

Provides aframeworkfor identifying, documenting, managing and controlling (including the safe removal
of) asbestos containing material in a building, when undertaking a government building project such as
refurbishment,alteration,extensionorimprovement.

Queensland Indigenous (Aboriginal and Torres Strait Islander) Procurement Policy

(Department of Aboriginal and Torres Strait Islander Partnerships)

Provides a whole-of-government framework to increase procurement with Indigenous businesses to

be three percent of the value of government procurement contracts by 2022. Under this policy, an
Indigenous business is at least fifty per cent owned by Aboriginal and Torres Strait Islander peoples.

Queensland Procurement Policy

(Department of Housing and Public Works)

Puts the procurement strategy into practice to support Backing Queensland Jobs.

Total Asset Management Plan Framework

(Department of State Development, Manufacturing, Infrastructure and Planning)

Facilitates a coordinated approach to asset management. The TAMP Framework will ensure that
asset planning is transparent and consistent across the Queensland Government.
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Building Asset Performance Framework

Building Asset Performance Framework

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