COM 0279.000 2010-2012 - Laserfiche WebLink

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P&R Does Not Have Reliable Estimates of Building Replacement Values Recommendation 3.3: P&R should calculate the current costs to replace each building and record this data in its facilities inventory. P&R Does Not Have Accurate Cost Estimates for Deferred Maintenance Backlog Recommendation 3.4: P&R should calculate current cost estimates to return each facility to a "safe, clean, enjoyable, accessible and aesthetically pleasing" condition that is one of its strategic goals for facilities. A condition assessment and cost analysis for repairs, hazardous materials abatement, and ADA improvements should be completed for each facility in order to evaluate whether it would be more cost-effective to rehabilitate or replace the facility. FINDING FOUR: P&R OPERATIONAL PROCESSES FOR FACILITIES MAINTENANCE AND REPAIRS ARE INSUFFICIENT Inventory of Facilities is Missing Key Components Recommendation 4.1: P&R should develop a complete facilities inventory that includes the essential inventory information recommended by the Government Finance Officers Association (GFOA) and National Research Council (NRC), and sufficient detail to assess current condition of facilities and their major components. Insufficient Periodic Maintenance and Repair Operations Recommendation 4.2: The Parks Maintenance Division should develop a list and schedule of critical maintenance and repair activities. All maintenance and repair activities should be tracked to completion in the Maintenance Work Request System maintained by the Division. The County Administration should also evaluate the possibility of supplementing Parks Maintenance Division manpower and equipment with any capacity from other departments, and clarify any resource-sharing responsibilities of the departments in written policies and procedures. Insufficient Recognition of the Impact of Deferring Maintenance and Repair is a Root Cause of Deteriorating Facilities Recommendation 4.3: The County Administration and Council could facilitate the success of P&R's asset management efforts by setting a "Tone at the Top"establishing the highest priority for performance of and accountability for maintenance of existing recreational assets and infrastructure by: • Establishing and communicating the priority for maintaining existing assets and infrastructure. • Requiring the development of CIP and Operating Budgets funded with County-generated revenues to be based on long-term plans that recognize the priority for routine and preventative maintenance and major rehabilitation or replacement. • Requiring that all proposed CIP project data sheets (Financial Impact Statements) include the analysis and disclosure of: o Ongoing maintenance costs, including full-time employee (FTE) requirements. o Life cycle cost estimates and plans to reduce life cycle costs through the use of alternative materials and construction methods. • Requiring the establishment of and reporting on relevant and quantifiable performance measures for long-term asset and infrastructure maintenance. 4