building repairs
TRANSCRIPT
£15
Building Repairs and Maintenance Study in theHigher Education SectorManagement Review Guide
June
98/
31
Value for Money Initiative
HIGHER EDUCATION FUNDING COUNCIL FOR WALESCYNGOR CYLLIDO ADDYSG UWCH CYMRU
Building Repairs andMaintenance Study in theHigher Education Sector
Management Review Guide
Contents Page
1. Introduction 2 - 5
2. Building Maintenance – Planned and Reactive 6 - 9
3. Benefits of a Building Maintenance Review 10 - 11
4. Building Maintenance Review Process 12 - 15
5. Building Management Review Group 16 - 19
6. Building Maintenance Matrix 20 - 23
6.1 Strategic Framework 24 - 27
6.2 Condition Assessment 28 - 31
6.3 Maintenance Planning 32 - 35
6.4 Resource Planning 36 - 39
6.5 Managing the Workload 40 - 43
6.6 Getting Good Prices 44 - 47
6.7 Evaluating Quality 48 - 53
7. Building Maintenance Data 54 - 57
8. Legislation, Statutory Regulations and British Standards 58 - 63
9. Management Action Plan 64 - 66
10. Appendices 67
1. Introduction
BackgroundThe building maintenance study is one of a number of initiatives bythe Higher Education Funding Councils to support highereducation institutions (HEIs) in managing their estates, throughidentifying and disseminating good practice.
The outputs of the study provide HEIs with an opportunity toenhance their current building maintenance arrangements and savecosts. They recommend a management approach based on asking:‘What are the appropriate levels of service delivery required forbuilding maintenance arrangements, in order to achieve value formoney?’ The emphasis is one of upward initiative, rather thandownward control. The checklist-driven approach indicated in thisguide can be used directly; it will also help institutions identify andimplement complementary approaches, where appropriate.
Findings of the StudyAfter its staff and students, the estate is the most important asset ofthe institution. It directly supports the delivery of teaching andresearch; it also provides a stimulating and supportive environmentfor students and staff alike. An appropriate and well-maintainedestate is therefore critical to delivering the institution’s core businessobjectives in a cost-effective way.
The findings of the Building Repairs and Maintenance Study in theHigher Education Sector readily acknowledge the work alreadyundertaken by institutions to manage planned and reactive buildingmaintenance. However, further strategic and operationalopportunities, as well as cost benefits, do exist for institutions toenhance their current practices.
The principal messages of the study are that:
• building maintenance arrangements can make a strategic
contribution to the core business activities of institutions
• budget cuts in building repairs and maintenance are not cost-
effective savings
• institutions have obligations as trustees to maintain assets and to
operate in compliance with legislation
2
3
• a structured and co-ordinated management framework,
incorporating agreed user priorities, is needed to deliver value for
money
• comprehensive and up-to-date information on the estate provides
institutions with indicators to prompt management actions.
The outputs of this study provide a set of tools and ideas for allinstitutions, within a framework that enables management optionsto be considered, in order to deliver value for money. It is theresponsibility of the institution to identify and to implement themost appropriate management arrangements to match itsrequirements.
Outputs of the StudyThis Management Review Guide is one of two publications arisingfrom the study; the other is the National Report.
The National Report focuses on management issues regardingbuilding repairs and maintenance, and identifies key actions to beconsidered by people in the corporate and management structure ofthe institution. Together, the National Report and ManagementReview Guide illustrate and support an approach wherebyinstitutions are able to identify structured managementarrangements for the upkeep of their academic and other buildings,and the mechanical and electrical services installed within them.
Purpose of the GuideThe Management Review Guide aims to enable individual HEinstitutions to undertake periodic management reviews of theirbuilding maintenance arrangements. By so doing, an institution willbe able to assess the effectiveness of those arrangements andidentify any further actions necessary.
Such reviews could either be part of a management initiativeinstigated by the institution over a three-year period; or be based ondiagnostic reviews undertaken by its professional advisers orauditors, over a similar time scale. Following the review, a formalmanagement action plan could then be agreed to implement theactions identified.
The process enables considered input by both users and managers.It should focus attention upon existing arrangements, and identifyspecific outputs that will contribute to the development of theinstitution’s aims and objectives.
The National Report and Management Review Guide are a sourceof ideas and actions. They are designed to encourage the seniormanagement team of the institution to adopt a resourceful andimaginative approach in reviewing and updating the buildingmaintenance arrangements.
Scope of the GuideFor the purposes of the guide, building maintenance includes allwork undertaken by the institution in maintaining the fabric andassociated services of its campus buildings. Operational servicessuch as grounds maintenance, cleaning, caretaking, security and soon have not been specifically considered as part of this study.
For management information purposes, building repairs andmaintenance work should be considered as either planned orreactive. This definition of building maintenance enables theinstitution to evaluate the balance of its current arrangements andmake changes as required. Equally, staff not directly involved in thedelivery of building maintenance are able to appreciate its totalresource implications for the institution.
Users of the GuideA review of building maintenance arrangements is best undertakenby a project team in order to co-ordinate the work of technical,financial, advisory and other staff. The exact arrangements mayallow some actions to be considered by two or more members ofthe team (or nominated staff) working in partnership; while othersmay be pursued by an individual member; and some may beundertaken by the institution’s professional advisers and auditors,in conjunction with member(s) of the team.
The Management Review Guide has been developed for use byeveryone involved: members of the management team, othernominated staff of the institution, its professional advisers andauditors. The membership of the project team, and of any workinggroup or sub-committee, is considered in a subsequent section ofthis guide: Building Management Review Group.
Format of the GuideThe guide has been divided into the key aspects that need to beconsidered in developing effective management arrangements.Further guidance is indicated in the Appendices at the back.
4
The exact nature and scope of the management arrangements canvary considerably. The checklists in the following sections are forguidance only as to some of the matters that need to be considered.They may be used and adapted as necessary by the institution.
Notes
5
2. Building Maintenance – Planned and Reactive
6
Institution(Adoption of maintenancestandards)
Academic andAdministrativeDepartments
(Identification ofmaintenancestandards)
EstatesDepartment
(Management ofmaintenancestandards)
Institution’s StrategicPlan
Estates Strategy
Maintenance Strategy
Planned and Reactive Maintenance
Building Repairs and Maintenance
Arrangements
SERVICE LEVELSTATEMENTS(agreed service standards)
Planned MaintenanceFor example:
Day-to-day (or routine) maintenance
Periodic (or cyclical) maintenance
Maintenance contracts (scheduledand condition-based maintenance)
Preventative (also plannedpreventative and forward)maintenance
Regular statutory inspections
Painting/redecoration programmes
Long-term (irregular or backlog)maintenance
Reactive MaintenanceFor example:
Unplanned maintenance
Emergency (or breakdown)maintenance
Responsive maintenance
Performance Benchmarks
2. Building Maintenance – Planned andReactive
IntroductionBuilding maintenance is an important service within the overallfacility arrangements of the institution. It was identified as being asubject of concern by all HE institutions, in terms of theirmanagement priorities. It is delivered within a statutory frameworkthat is becoming increasingly strict and demanding, with the risk ofsanctions being applied in cases of non-compliance. It also hassignificant cost implications, for all institutions, if ignored.
In maintaining the estate, a framework is required which:
• recognises the interests of different stakeholders through servicedelivery arrangements
• ensures compliance with statutory regulations
• enables the institution to achieve value for money through themanagement and funding of agreed maintenance priorities withinits strategic and operational plans.
Building MaintenanceIn the context of the study, building maintenance is considered to bework undertaken to keep, restore or improve every part of abuilding, its services and surrounds. This work will be determinedby:
• core business needs – assessment of priority and risk in relation tocore business activities
• adopted standards – included within service level statements andagreed by both user and provider
• planned financial resources – identified within costed maintenanceplans.
Planned building maintenance is any work done with forethoughtand control to a predetermined plan, even on a day to day basis.Reactive building maintenance is carried out in response to defectsand emergencies. An example of how different categories ofbuilding maintenance may be grouped is given overleaf.
7
8
Planned Maintenance
• Day-to-day (or routine) maintenance
• Periodic (or cyclical) maintenance
• Maintenance contracts (scheduled and condition-basedmaintenance)
• Preventative maintenance (also planned preventative and forwardmaintenance)
• Regular statutory inspections
• Painting/redecoration programmes
• Long-term maintenance (irregular or backlog maintenance)
Reactive Maintenance
• Unplanned maintenance
• Emergency (or breakdown) maintenance
• Responsive maintenance.
Within institutions, different funding and planning time scales mayapply to each of the above. However, the guide proposes that thefunding and planning outcomes should be co-ordinated to securethe best use of limited funds; and that the overall maintenancecontribution should be identified and monitored for managementinformation purposes.
Definitions of other terms used in considering building maintenancearrangements are in the Glossary at the back of the guide.
Estates and Maintenance StrategiesThe focus of the estates strategy should be the quantity and qualityof provided and maintained space, in relation to the core businessactivities of the institution.
The framework for the delivery of the building maintenance servicerequired should be clearly stated within a maintenance strategy.
PlanningTo maximise the use of capital and revenue, it is important that theoutcomes delivered by each process are co-ordinated. The specificneeds for building maintenance work will be identified fromarrangements which inform the institution’s management of thepresent condition of the estate and the effectiveness of thearrangements in place.
9
FundingThe balance between funding and need should be robust. Theimplications of deferring maintenance should be made known tothe senior management team, and there should be a plannedapproach to addressing identified priorities and needs. Theapproach should clearly identify both benefits and costs, includingvalue for money.
StandardsMaintenance service standards, agreed between user and provider,should be the element within the strategic framework thatdetermines service delivery.
Performance BenchmarksThe standards identified should be capable of being measured andmonitored. Performance benchmarks could be identified atsupplementary levels, for example by core business activity, bybuilding, by department, by student, and so on.
Notes
3. Benefits of a Building MaintenanceReview
IntroductionThe foremost objective of the management review is to ensure thatthe building maintenance arrangements comprehensively supportthe strategic objectives of the institution.
As the institution’s estate changes (because of changes in academicrequirements, student and other services-led developments, and soon), mechanisms should be in place to ensure that the managementarrangements meet those changing needs.
There are, therefore, resource implications for the institution.However, these are not solely financial: time, staff commitment andother skills are also required. The review process requiresconsideration of both financial and non-financial costs and benefits.
Costs and BenefitsSome savings in building maintenance costs should arise from co-ordinating construction, building maintenance and energymanagement. Institutions should bear this in mind when planningthe use of resources in the short, medium and longer terms.However, further savings should also accrue if linked to definedlevels of service standards.
The benefits that could result from a management review by theinstitution of its building maintenance arrangements aresummarised below. Cost-benefits could be ongoing, year on year, asa result of the actions identified.
Strategic Framework Formulation of a maintenance strategy (Section 6.1) that defines the overall framework and
the approach to be adopted in support ofits core business activities, throughbuilding maintenance arrangements.
Condition Assessment Confirmation and/or re-assessment of (6.2) building maintenance priorities.
Maintenance Planning Making savings by co-ordinating (6.3) outcomes and resources for capital
building and maintenance programmes.
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11
Resource Planning (6.4) Identifying and balancing the ‘peaks’ and‘troughs’ in building maintenanceexpenditure, in line with availableresources.
Managing the Workload Identification of the levels of (6.5) management and mix of trade skills
required to meet adopted service levelstandards.
Getting Good Prices Provision of a cost-effective mix of (6.6) contract arrangements, such as
dayworks, measured term contracts andminor works arrangements, to matchstated requirements more closely.
Evaluating Quality (6.7) Achievement of shared responsibilitiesfor building maintenance with users.
The above benefits require appropriate investment. The investmentshould form part of the institution’s overall strategy, with cost-benefits, cashflows and so on being determined as part of theinstitution’s medium to long-term planning processes. The principalbenefits may be identified immediately, or could be realisedprogressively and have a cumulative effect. For example, energymanagement savings can often provide the funding for futureenergy and building maintenance projects, as part of a phasedprogramme. The identification and prioritisation of buildingmaintenance initiatives should form part of an institution’smanagement arrangements.
Issues for Smaller HE InstitutionsSmaller institutions that wish to respond to the study findings maybe particularly concerned about the engagement of suitablyqualified professional staff, access to external advisers, and the levelof financial resources available.
Within each of the key sections (6.1 to 6.7), specific matters havebeen indicated as appropriate to smaller institutions. However, thesenior management team is responsible for ensuring that suitablearrangements are in place.
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4. Building Maintenance Review Process
Stages within Review Process
Initial Actions
Assignment of Responsibilities
Implementation andDocumentation
Periodic Review
Elements of the Review Process
Commencement of Building Maintenance Management
Review Process
Governing Committee
Building ManagementReview Group
Management ReviewGuide
Building Maintenance Matrix
Management Action Plan
Governing Committee
Annual Report
ON-GOING BUILDINGMAINTENANCE REVIEW PROCESS
(THREE-YEAR REVIEW CYCLE)
4. Building Maintenance Review Process
IntroductionThe review process outlined here, and summarised in the diagramopposite, is based on the outcomes of the study. The process hasbeen subdivided, where appropriate, into the following stages:
• initial actions
• assignment of responsibilities
• implementation and documentation
• periodic review.
Governing CommitteeThe institution should nominate a group of individuals with anoverall collective and long-term responsibility to ensure that themaintenance of its buildings and installed services is managedefficiently, effectively and economically. For the purposes of theguide, such a group is referred to as the governing committee. Itsrole and responsibilities differ from that of the buildingmanagement review group described later.
The governing committee should be either an existing managementworking group, such as the senior management team, or an existingcommittee, such as the estates committee (or similar governingbody/resources committee). This avoids creating a further andunnecessary tier in the institution’s management and committeestructure. The terms of reference of the governing committee shouldbe clear, and enable sufficient time to be given to matters in hand(see Appendices).
The governing committee should receive and consider regularreports on building maintenance from the estates department;monitor any subsequent actions considered necessary; and ensurethat information on building maintenance is disseminated in atimely and effective way to the staff in user departments.Monitoring should include performance management againstagreed targets, as well as considering progress and actions forspecific management initiatives and other measures.
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The review of existing arrangements may be part of a managementinitiative instigated by the institution, or based on diagnosticreviews by the institutions’ professional advisers or its auditors, or acombination of the two. In all cases the governing committeeshould receive reports from the building management review group(see below) and/or the advisers.
Building Management Review GroupThe appointment of the building management review group isshort-term. Its role is that of a project team or sub-committee, withresponsibility for undertaking periodic management reviews of theinstitution’s building maintenance arrangements. The initial reviewcould form part of a management initiative instigated by theinstitution over a three-year period.
Working arrangements should be flexible, to achieve the bestcombination of existing management and staffing resources. Forexample, some actions may be considered by two or more membersof the management team (or nominated staff); others may bepursued by individuals; and some may be undertaken by theinstitution’s professional advisers and auditors, with or withoutmembers of the management team, as appropriate.
The process should allow considered input by both users andmanagers. It should focus on existing arrangements and provideadded value to any future arrangements identified.
The membership and other matters relating to the working groupare considered in more detail in Section 5.
Building Maintenance MatrixTo provide an overview of building maintenance within anintegrated framework of management arrangements, the keyelements have been presented as a matrix (see Section 6). Eachelement is supported by checklists to be completed by the buildingmanagement review group or the institution’s professional advisers,as appropriate.
An institution can use the matrix to track and plan its progress inthe review process. As each section of the matrix is completed –that is when the issues have been considered and the actionsidentified have been implemented – so a profile of progress is builtup, which may then be shared within the institution as an annualreport.
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Annual ReportThe findings of the review group should form the basis of a reportpresented to the governing committee. The report will include theobjectives and actions identified from completing each stage of thebuilding maintenance matrix.
Recommendations highlighted by the review group should besummarised in a management action plan. The outcomes of thereview process will be enhanced if they have the full support of theinstitution’s management team.
Notes
15
5. Building Management Review Group
IntroductionA building management review group should be appointed toreview the institution’s management arrangements for buildingmaintenance. This group must have the appropriate delegatedauthority, commitment and resources to carry out its business. Inaddition, its membership should include representatives drawn frommanagement, staff and students so that they can contribute to thereview process.
The findings of the review group should be approved and adoptedby the governing committee (that is, the senior management teamor similar governing body/resources committee), on behalf of theinstitution.
Terms of ReferenceThese should be approved by the governing committee. A checklistof objectives is available on the Internet, for further details see theAppendices. The terms of reference should enable the workinggroup to establish how the institution:
• ensures a strategic dimension to building maintenance – StrategicFramework (Section 6.1)
• undertakes systematic condition surveys of its estate using in-housestaff and professional advisers – Condition Assessment (6.2)
• plans future maintenance provision for all its buildings and installedservices, including minor works, major refurbishments and newbuildings/extensions – Maintenance Planning (6.3)
• assesses – for budgetary, planning and monitoring purposes – thecosts of delivering the actions and priorities identified by theplanned maintenance programme – Resource Planning (6.4)
• manages the planned and reactive maintenance work identified inthe planned maintenance programme and arising day-to-day –Managing the Workload (6.5)
• assesses the cost-competitiveness of all jobs carried out by bothinternal and external maintenance staff – Getting Good Prices (6.6)
• manages service standards for the delivery of building maintenancework – Evaluating Quality (6.7).
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The management arrangements should allow changes to beidentified in the institution’s building maintenance requirements.The working group may, therefore, continue to be involved toensure that the institution maintains in-house expertise and that themanagement arrangements for building maintenance are effectivelymonitored and controlled.
MembershipThe review group members should aim to ensure that themanagement requirements of the institution are correctly andcomprehensively identified. The commitment and time of theindividuals involved is essential.
However, a management review of an institution’s buildingmaintenance arrangements involves a number of skills. Ininstitutions where estate management, internal audit and otherprofessional services are provided in-house, the review group mayconsist of representatives of the departments concerned. Wherethese services are provided on a contract basis, the institution maydecide to instruct its professional advisers to undertake some or allof the work. Alternatively, institutions may make jointarrangements involving another HE/FE institution. Sucharrangements could be provided on the basis of its membership of afacilities management consortium or other co-operative grouping.
Where the review involves both in-house and externally providedskills, the arrangements must be effectively co-ordinated.
Building Maintenance UsersConsultation with users is important to ensure that any proposedchanges have the support of all those affected by them. Inparticular, the involvement of people representing academic andadministrative staff and students will enable their requirements tobe understood and reflected in the management arrangements.
A user survey report may be considered either as an alternative oras complementary to direct participation by users in a workinggroup.
Building Maintenance StaffThe appointment of dedicated building maintenance staff, whetherfull-time or part-time, ensures that core business activities are
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continued in accordance with agreed service standards that takeaccount of risk and priority. In smaller institutions, a buildingmaintenance manager can ensure that building maintenancearrangements are co-ordinated. A priority rating should be given toall building maintenance jobs reported by members of staff andstudents.
The activities of the working group may benefit from theappointment of a co-ordinator, such as the building maintenancemanager or another member of the working group, as necessary.
Building Maintenance AdvisersAlternatively, an external consultant may be appointed as buildingmaintenance manager. In this case, their terms of reference and levelof delegated authority should always be formalised in writing.
The institution may also decide to employ a consultant to assist inthe review and assessment of building maintenance arrangements.
AuditorsThe building management review group should have access to thereports prepared by the institution’s auditors relating to buildingmaintenance arrangements.
The institution should consider carefully whether to involve theauditors further. Such involvement might compromise theindependence of the auditors in subsequently reviewing anyarrangements put in place. In practice, this is unlikely if theauditors’ brief is restricted to collecting, analysing and evaluatinginformation and preparing recommendations for consideration bythe institution.
Building Maintenance MatrixThe maintenance matrix (Section 6) should be used by the reviewgroup to assess the effectiveness of the management arrangementsfor building maintenance. Each element within the matrix issupported by checklists.
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Notes
19
20
Stag
es w
ithi
nR
evie
w P
roce
ssSt
rate
gic
Fram
ewor
k(6
.1)
Con
diti
onA
sses
smen
t (6
.2)
Mai
nten
ance
Plan
ning
(6.
3)R
esou
rce
Plan
ning
(6.
4)M
anag
ing
the
Wor
kloa
d (6
.5)
Get
ting
Goo
d Pr
ices
(6.6
)E
valu
atin
g Q
ualit
y(6
.7)
Per
iodi
cR
evie
w(R
evis
ions
iden
tifi
ed w
ithi
nea
ch e
lem
ent
of t
hem
atri
x ar
e pa
rt o
fth
e on
goin
g re
view
proc
ess,
sta
rtin
g –
Init
ial A
ctio
ns,
etc.
).
Mai
nten
ance
str
ateg
yre
gula
rly
revi
ewed
and
upda
ted
by t
he in
stit
utio
n.A
nnua
l est
ates
rep
ort
cons
ider
ed b
y th
ego
vern
ing
com
mit
tee.
Plan
ning
sys
tem
sco
mpu
teri
sed
to f
acili
tate
the
upda
ting
and
man
ipul
atio
n of
dat
afo
llow
ing
cond
itio
nsu
rvey
s, a
nd t
o en
able
the
re-a
sses
smen
t of
mai
nten
ance
pri
orit
ies.
Rep
orts
sub
mit
ted
to t
hego
vern
ing
com
mit
tee
and
seni
or m
anag
emen
t te
am.
Plan
ned
mai
nten
ance
pla
nsup
date
d fo
llow
ing
cond
itio
n su
rvey
s. R
epor
tssu
bmit
ted
to t
he g
over
ning
com
mit
tee
and
seni
orm
anag
emen
t te
am.
Prov
isio
n of
man
agem
ent,
trad
e an
d pr
ofes
sion
alse
rvic
es b
ased
on
agre
edse
rvic
e le
vel r
equi
rem
ents
,an
d su
bjec
t to
per
iodi
cm
anag
emen
t re
view
s by
the
inst
itut
ion.
Bui
ldin
g m
aint
enan
ceco
ntra
ct a
nd p
urch
asin
gar
rang
emen
ts a
llow
the
inst
itut
ion
to r
espo
nd t
om
arke
t co
ndit
ions
.
Peri
odic
rev
iew
s of
com
plet
ed jo
bs u
nder
take
nto
con
firm
tha
t ag
reed
serv
ice
leve
l sta
ndar
ds h
ave
been
met
, and
tha
t as
sess
edle
vels
of
risk
and
pri
orit
yfo
r co
re b
usin
ess
acti
viti
esar
e co
rrec
t. B
uild
ing
mai
nten
ance
per
form
ance
benc
hmar
ks d
evel
oped
.
Impl
emen
tati
onan
dD
ocum
enta
tion
Fund
ed a
nd s
tand
ards
-led
leve
ls o
f se
rvic
e de
liver
yim
plem
ente
d fo
r bu
ildin
gm
aint
enan
ce a
rran
gem
ents
.
Com
preh
ensi
ve a
ndsy
stem
atic
con
diti
onsu
rvey
s of
its
esta
teun
dert
aken
by
the
inst
itut
ion
over
a f
ive-
year
peri
od. C
ondi
tion
sur
vey
repo
rts
prio
riti
se a
nd p
rice
mai
nten
ance
wor
kre
quir
ed t
o as
sist
res
ourc
epl
anni
ng.
Plan
ning
cyc
les
cons
iste
ntw
ith
othe
r st
rate
gic
and
polic
y do
cum
ents
, suc
h as
the
corp
orat
e bu
sine
ss p
lan
and
esta
tes
stra
tegy
. Co-
ordi
nati
on o
f ca
pita
lbu
ildin
g an
d m
aint
enan
cepr
ogra
mm
es.
Est
ates
man
agem
ent
info
rmat
ion
syst
ems
inte
rfac
ed w
ith
othe
rsy
stem
s su
ch a
s fi
nanc
e,pu
rcha
sing
, ene
rgy,
ass
et a
ndsp
ace
man
agem
ent,
tim
etab
ling,
etc.
Est
ates
sys
tem
s us
ed t
o up
date
mai
nten
ance
pla
ns, m
onit
orm
aint
enan
ce w
ork,
and
to
extr
apol
ate
mai
nten
ance
tre
nds
and
repo
rt p
erfo
rman
ce. B
udge
tar
rang
emen
ts s
houl
d be
bas
ed o
nco
sted
and
co-
ordi
nate
d ca
pita
lbu
ildin
g an
d m
aint
enan
ce p
lans
.A
ccou
ntin
g po
licie
s an
dpr
oced
ures
rev
iew
ed f
or c
apit
albu
ildin
g an
d m
aint
enan
cepr
ojec
ts.
Est
ates
man
agem
ent
info
rmat
ion
syst
ems
enab
lem
aint
enan
ce jo
bs t
o be
cost
ed in
ter
ms
of la
bour
,m
ater
ials
and
oth
erex
pens
es.
Proc
urem
ent
arra
ngem
ents
for
mai
nten
ance
goo
ds a
ndse
rvic
es c
ompl
y w
ith
UK
and
EU
legi
slat
ion.
Tend
erin
g an
d fi
nanc
ial
regu
lati
on p
roce
dure
sup
date
d re
gula
rly.
Serv
ice
leve
l sta
ndar
ds f
orbu
ildin
g m
aint
enan
ceid
enti
fied
and
agr
eed
wit
hus
er d
epar
tmen
ts. B
uild
ing
mai
nten
ance
pro
cedu
res
docu
men
ted
to s
uppo
rtst
aff
trai
ning
and
hea
lth
and
safe
ty c
onsi
dera
tion
s.
Ass
ignm
ent
ofR
espo
nsib
iliti
esR
oles
and
res
pons
ibili
ties
iden
tifi
ed a
nd in
clud
ed in
the
term
s of
ref
eren
ce o
fth
e go
vern
ing
com
mit
tee,
and
the
job
desc
ript
ions
of
key
staf
f.
Inpu
t fr
om in
-hou
se s
taff
to a
ssis
t st
rate
gic
and
oper
atio
nal p
lann
ing,
and
to in
crea
se k
now
ledg
e of
the
esta
te. A
ppoi
ntm
ent
ofpr
ofes
sion
al a
dvis
ers.
Term
s of
ref
eren
cees
tabl
ishe
d; t
imin
g, s
cope
,co
vera
ge a
nd p
rici
ng o
fm
aint
enan
ce w
ork
requ
ired
agr
eed.
Bui
ldin
g m
aint
enan
cem
anag
ed f
or p
lann
ing
purp
oses
as
eith
er p
lann
edor
rea
ctiv
e m
aint
enan
ce.
Plan
ned
and
reac
tive
mai
nten
ance
pro
gram
mes
cost
ed t
o id
enti
fy t
hefi
nanc
ial r
esou
rce
requ
irem
ent.
Dep
artm
enta
lre
spon
sibi
lity
esta
blis
hed
for
build
ing
data
colle
ctio
n, a
naly
sis
and
diss
emin
atio
n.
Rol
es a
nd li
aiso
n ar
rang
emen
tsbe
twee
n es
tate
s an
d fi
nanc
e st
aff
esta
blis
hed
for
iden
tify
ing
and
eval
uati
ng b
uild
ing
proj
ects
. The
inpu
t of
mai
nten
ance
sta
ff a
ndus
ers
refl
ecte
d in
new
bui
ld a
ndm
ajor
ref
urbi
shm
ent
proj
ects
.
Spec
ific
rol
es a
nd d
utie
sid
enti
fied
for
bui
ldin
gm
aint
enan
ce s
taff
. Sta
ff jo
bde
scri
ptio
ns a
ndor
gani
sati
onal
cha
rts
upda
ted.
Int
rodu
ctio
n of
rout
ine
safe
ty c
heck
s to
be
unde
rtak
en b
y no
n-m
aint
enan
ce s
taff
(su
ch a
sca
reta
kers
, por
ters
and
clea
ners
) co
nsid
ered
.
Rol
es a
nd li
aiso
nar
rang
emen
ts id
enti
fied
for
the
nego
tiat
ion
and
mon
itor
ing
of b
uild
ing
mai
nten
ance
con
trac
ts,
betw
een
esta
tes
and
purc
hasi
ng s
taff
.
Bui
ldin
g m
anag
ers
and
depa
rtm
enta
l mai
nten
ance
liais
on r
epre
sent
ativ
esap
poin
ted.
Tra
inin
g of
in-
hous
e st
aff
to d
evel
opsk
ills,
and
to
ensu
re c
o-or
dina
tion
and
con
sist
ency
of a
ppro
ach,
inun
dert
akin
g co
ndit
ion
surv
eys.
Init
ial A
ctio
nsA
mai
nten
ance
str
ateg
ydr
afte
d by
the
inst
itut
ion
topr
ovid
e lin
ks b
etw
een
its
acad
emic
pla
ns, e
stat
est
rate
gy a
nd p
lann
edm
aint
enan
ce p
rogr
amm
es.
Spec
ific
str
ateg
ic,
oper
atio
nal,
tech
nica
l and
cust
omer
obj
ecti
ves
defi
ned
in t
he s
trat
egy
for
plan
ned
and
reac
tive
mai
nten
ance
arra
ngem
ents
.
Def
init
ion
of t
erm
s fo
rco
ndit
ion,
ris
k an
d pr
iori
tyas
sess
men
t id
enti
fied
for
key
build
ing
fabr
ic a
ndse
rvic
e el
emen
ts a
ndco
mpo
nent
s. C
olla
tion
of
build
ing
and
inst
alle
dse
rvic
es d
ata
from
est
ate
reco
rds,
‘as-
built
’ pla
ns a
ndse
rvic
e m
anua
ls, e
tc.
Def
init
ion
of t
erm
s, f
orpl
anni
ng p
urpo
ses,
of
risk
and
prio
rity
ass
essm
ent
and
expe
cted
life
-cyc
les,
iden
tifi
ed f
or k
ey b
uild
ing
fabr
ic a
nd s
ervi
ce e
lem
ents
and
com
pone
nts.
Lon
g-te
rm m
aint
enan
ce p
lans
deve
lope
d fo
r ac
adem
ican
d ot
her
area
s.
Join
t tr
aini
ng a
rran
gem
ents
and
proc
edur
es e
stab
lishe
d fo
r es
tate
san
d fi
nanc
e st
aff
rega
rdin
gin
vest
men
t ap
prai
sal (
cost
-ben
efit
anal
ysis
) an
d lif
e-cy
cle
cost
ing,
proj
ect
mon
itor
ing
and
docu
men
tati
on in
res
pect
of
capi
tal b
uild
ing
and
mai
nten
ance
proj
ects
.
Staf
f an
d m
anag
emen
ttr
aini
ng a
rran
gem
ents
inpl
ace
so t
hat
mai
nten
ance
wor
k m
ay b
e ca
rrie
d ou
tsa
fely
, com
ply
wit
hle
gisl
atio
n, a
nd d
eliv
erva
lue
for
mon
ey t
o th
ein
stit
utio
n.
Proc
urem
ent
arra
ngem
ents
ensu
re t
hat
valu
e fo
rm
oney
can
be
deliv
ered
for
agre
ed le
vels
of
serv
ice
deliv
ery
for
plan
ned
and
reac
tive
mai
nten
ance
, for
the
inst
itut
ion
and
indi
vidu
al d
epar
tmen
ts.
Plan
ned
and
reac
tive
mai
nten
ance
arr
ange
men
tsen
able
use
rs’ v
iew
s to
be
canv
asse
d an
d re
flec
ted
wit
hin
serv
ice
deliv
ery
stat
emen
ts.
Bas
e L
ine
Pos
itio
nSt
arti
ng p
oint
for
the
inst
itut
ion
befo
re s
peci
fic
man
agem
ent
acti
ons
rela
ting
to
build
ing
mai
nten
ance
are
iden
tifi
ed. (
Prog
ress
can
be
show
n by
sha
ding
box
es w
hen
acti
ons
have
bee
n im
plem
ente
d.)
The
impl
icat
ions
of
defe
rrin
g or
not
fund
ing
build
ing
mai
nten
ance
shou
ld b
e as
cert
aine
d, u
sing
cos
t-in
-use
tec
hniq
ues;
and
the
fin
ding
sre
port
ed t
o th
e go
vern
ing
com
mit
tee.
Per
form
ance
benc
hmar
ks r
epor
ted
to t
hein
stit
utio
n’s
seni
or m
anag
emen
tun
der
stan
dard
s, in
vest
men
t,pl
anni
ng a
nd s
taff
. Est
ate
syst
ems
revi
ewed
to
ensu
re t
hat
man
agem
ent
info
rmat
ion
need
sar
e be
ing
met
.
6. Building Maintenance Matrix
6. Building Maintenance Matrix
IntroductionThe building maintenance matrix was developed to help institutionsassess the effectiveness of their building maintenance arrangements,and identify matters that need to be considered further.
Scope of the MatrixThe elements of the matrix are:
• Strategic Framework (Section 6.1)
• Condition Assessment (6.2)
• Maintenance Planning (6.3)
• Resource Planning (6.4)
• Managing the Workload (6.5)
• Getting Good Prices (6.6)
• Evaluating Quality (6.7).
Use of the Building Maintenance MatrixThe building management review group can use the matrix, withthe checklists and schedules provided (see Sections 6.1 to 6.7 andthe Appendices), to obtain a comprehensive overview of the currentbuilding maintenance arrangements.
The matrix will allow the institution to review progress over timeand establish a profile based on actions implemented to date. Theinstitution should aim for a balanced profile with progress in allareas. As an example, in the matrix opposite, some boxes have beenshaded to illustrate how a profile representing progress to date maybe shown. Within this guide, specific actions have been identifiedover a three-year period, as part of a management review (seeAppendices: A Way Forward (Key Tasks)– Checklist).
The review group may also use the matrix to provide a quick initialassessment of the current building maintenance arrangements,before undertaking a more comprehensive review of the matterslisted under each element of the matrix. Equally, the matrix may beused to prioritise the areas covered by the group. The above can beachieved by considering each box in turn.
21
Reports to the Governing CommitteeAs part of the review, the results of such exercises should bereported to the institution’s governing committee – in the form ofan annual report and management action plan, for considerationand approval.
The working group will need to repeat the review periodically toensure that the institution’s building maintenance arrangementsremain effective as circumstances change.
Notes
22
23
Notes
24
6.1 Strategic FrameworkReview Objective:To establish whether the institution provides a strategic dimension to building maintenance.
The Need for a Maintenance StrategyTo achieve an effective and co-ordinated approach to building maintenance, the institution should implementan approved maintenance strategy.
Potential benefits of a strategy are that it:
• determines the corporate strategic objectives to be met by the institution’s building maintenancearrangements
• provides a quality and performance-based framework for the delivery of building maintenance, in order tomaximise the use of limited resources
• enables management responsibilities and objectives to be clearly defined
• supports the institution in providing an effective working environment for staff and students.
Good Practice Framework for a Maintenance Strategy (See also Checklist A)
• A formal, written policy should be adopted by the institution stating the strategic objectives to be achievedby its building maintenance arrangements.
• An effective link is needed between the institution’s academic plans, estates strategy and plannedmaintenance plans.
• Funded and standards-led levels of service delivery should be established for all building maintenancearrangements.
• The review and monitoring process should be based upon reported performance against quality, quantity,time and price.
Issues for Smaller HE Institutions Actions
Adoption of a maintenance strategy. (See Checklist A.)
Links between the maintenance strategy and other strategic andoperational documents (eg, corporate business plan, academic plans,estates strategy, environmental and energy management policies, plannedmaintenance programmes etc).
Consideration of the role and responsibilities of the governing committee (ie, the senior management team or similar governingbody/resources committee) regarding building maintenance arrangements.(See Checklist B.)
25
Data to be Requested in Advance/Desk Research Obtained
• Copy of the institution’s overall committee structure and terms ofreference in summary.
• Membership and terms of reference of the governing committeeresponsible for building maintenance.
• Copy of the maintenance strategy.
Copies or extracts of the following documents:
• corporate business plan
• estates strategy
• new build/project specifications
• capital building and planned maintenance programmes
• service level standards.
Suggested matters for review
• Governing committee’s terms of reference, minutes, reports etc. (See Checklist B – GoverningCommittee Terms of Reference.)
• Co-ordination of environmental and maintenance policy objectives. (See Checklist A – MaintenanceStrategy.)
• Identification, setting and monitoring of performance indicators etc for building maintenance. (See Section 7 and Schedule M – Performance Benchmarks.)
• Job descriptions of the estates department’s staff. (See Checklist H – Building Maintenance Staff – Job Description.)
• Implementation of the actions identified following completion of the building maintenance matrix. (See Section 6.)
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• Checklist A – Maintenance Strategy (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
26
Present ArrangementsIssue Actions
What strategic policy objectives have been identified by the institutionregarding the management of its building maintenance arrangements? (SeeChecklist A – Maintenance Strategy.)
If there is a strategy, is it:
• documented and formally adopted by the institution? If YES, when wasit last reviewed and by whom was it approved?
• written but unadopted? If YES, when was it produced and who hasagreed it?
• an unwritten set of guidelines? If YES, is it implicitly contained in otherstrategic policy documents – such as the estates strategy orenvironmental and energy policies?
What are the arrangements for ensuring that the estates strategyspecifically incorporates the institution’s strategic aims regarding buildingmaintenance?
What are the arrangements for ensuring that the objectives and outcomesof the maintenance strategy are clearly linked to those contained in othercorporate statements and plans, such as:
• corporate business plan
• environmental policy
• specifications policy for new design/build and refurbishment projects
• condition survey arrangements (see Checklist C)
• capital building and planned maintenance programmes (see Checklist D)
• repair and replace procedures (see Checklist F)
• building maintenance manuals (see Checklists K and L).
What are the arrangements for formulating, monitoring, reviewing andupdating the objectives in the maintenance strategy? (See Checklist N – A Way Forward.)
What plans and processes does the institution have in place to support thedelivery of the maintenance strategy (eg, condition assessment surveys,planned maintenance programmes, long-term maintenance funding, estatesmanagement information systems, service level standards etc)? (SeeAppendices.)
Is there a governing committee which considers and approves all mattersregarding the institution’s estate? (See Checklist B – Governing CommitteeTerms of Reference.)
Do the governing committee’s responsibilities include consideration of bothcapital and revenue expenditure on buildings? (This will enable it to co-ordinate capital building and maintenance plans and programmes, and toconsider the maintenance contribution arising from both capital andrevenue funded building programmes.)
Is the governing committee responsible for health and safety, fire safety andother legislative compliance so that actions may be co-ordinated with otherbuilding work programmes? (See Section 8.)
27
Present Arrangements (continued)
Issue Actions
Does the governing committee’s role include setting building maintenanceperformance benchmarks, project/job cost-benefit monitoring, and thepublication of an annual report? (See Section 7 and Schedule M –Performance Benchmarks.)
When were the governing committee’s terms of reference last reviewed?
What are the estates department staff’s roles and responsibilities forformulating, monitoring, reviewing and updating the policy objectives ofthe institution as regards building maintenance? Are these formally stated?(See Checklist H – Building Maintenance Staff – Job Description.)
What are the processes for enhancing the delivery of policy objectives andoutcomes, as a result of input by other staff and students? (For example,input could be through the introduction of building managementcommittees and building liaison managers for each campus, faculty,department, or hall of residences.) (See Checklist I – Safety Checklist –Non-Estates Staff.)
Maintenance Strategy – Management Action PlanThe following are suggested matters regarding the maintenance strategy to be considered by the buildingmanagement review group. The results should be consolidated in a management action plan (see Section 9).Other matters should be identified by the institution, as appropriate.
Actions
Governing committee for building maintenance – appointment terms.
Building management review group (project team/sub-committee) –appointment terms.
Strategic plans – links with maintenance strategy.
Estates strategy – links with maintenance strategy.
Environmental policy – links with maintenance strategy.
Maintenance strategy – adoption.
Specifications policy for new design/build and refurbishment projects –adoption.
Capital building and planned maintenance programmes – links withmaintenance strategy.
Condition surveys – links with maintenance strategy.
Notes
6.2 Condition AssessmentReview Objective:To establish whether the institution undertakes systematic condition surveys of its campusbuildings.
The Need for a Condition SurveyEffective building maintenance arrangements should enable the institution to update its maintenance plans,following periodic and systematic condition surveys of its campus buildings (ie, inspection of the buildingfabric and the testing of the mechanical and electrical services installed).
A condition survey has several benefits. For example, it:
• helps to confirm building maintenance priorities
• supports the short to medium-term financial planning of building maintenance arrangements
• provides valuable information regarding the effectiveness to date of existing arrangements.
Good Practice Framework for a Condition Survey (See also Checklist C)
• Documented review arrangements, agreed by the institution, will enable it to undertake a comprehensiveand systematic condition survey of its estate over a five-year period.
• Arrangements should enable input from the institution’s in-house staff and professional advisers, to assiststrategic and operational planning and increase knowledge of the estate.
• A review and monitoring process is needed, based on priority and risk to core business activities.
• The format of the survey results should facilitate updating the institution’s planned maintenanceprogrammes.
Issues for Smaller HE Institutions Actions
Implementation of condition survey arrangements. (See Checklist C.)
Instructions when using in-house staff, and identification of terms andconditions when appointing external advisers.
Development of in-house expertise, supporting record systems and plans,etc, to retain and enhance staff knowledge of the institution’s estate; forexample, appointment of building maintenance manager and departmentalliaison staff, use of spreadsheet and non-CAD applications).
Data to be Requested in Advance/Desk Research Obtained
• Copies of previously completed surveys by internal staff and externaladvisers.
• Details of the terms of reference, scope, outputs and definitions (basisof condition assessment, priority, risk, costs etc) for both selective andcomprehensive surveys.
• Copies of updated capital building and maintenance plans andprogrammes of work.
28
29
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• Checklist C – Condition Surveys (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 239 – Condition AssessmentSurveys.
• RICS Building Maintenance Information publication Special Report No 249 – Legislation Non-Compliance and Condition Appraisal Systems.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
Suggested matters for review
• Terms of appointment and reference for internal staff/external advisers, scope and coverage of surveyetc. (See Checklist C – Condition Surveys.)
• Definitions of condition, priority and risk ratings, etc, to be used with condition survey assessments.(See Glossary.)
• Updating of condition surveys and capital building and maintenance programmes in terms of priority,risk and outputs. (See Checklist D – Planned Maintenance Programme.)
• Implementation of the actions identified following completion of the building maintenance matrix. (See Section 6.)
Present Arrangements
Issue Actions
Has the institution undertaken a comprehensive condition assessmentsurvey of its buildings and associated mechanical and electrical serviceswithin the last five years?
Has the institution undertaken a selective condition assessment survey ofindividual buildings and/or associated mechanical and electrical serviceswithin the last five years?
What arrangements does the institution have for carrying out selective andcomprehensive condition surveys? (See Checklist C – Condition Surveys.)For example:
• How does the institution determine whether these are to be undertakenby external advisers, or by in-house maintenance staff, or by acombination of the two?
• Are the terms and conditions of appointment, scope and approach forthe survey clearly stated for the external and internal providers?
Present Arrangements (continued)
Issue Actions
• How does the institution ensure consistency in undertaking andanalysing the results of the survey?
• Are all external advisers professionally qualified and/or do the in-housestaff receive appropriate training and instruction?
• What arrangements are in place to ensure that over a stated period oftime all campus buildings and installed services have been covered by aplanned survey or other form of assessment?
• How does the institution capture the results of the survey in asystematic and comprehensive way, to facilitate disseminatingmanagement information, updating existing maintenance plans, andconfirming or re-assessing risk and priority to core business activities?
• Are the results of the survey available to the institution in suitableformats: eg, hard copy, floppy disk, spreadsheet, with detail by campus,by department, by building, by element, by component etc?
• How is the information stored and updated? Is it costed?
• How are the above arrangements reviewed and revised in accordancewith changed circumstances? (As part of trying to assess theeffectiveness of the arrangements in place, ascertain whether there havebeen instances when the survey(s) or other appropriate arrangementshave been reactive or of limited value to the institution. How did themanagement team respond? Are better arrangements now in place?)
How are the planned maintenance programmes updated by the institutionfollowing comprehensive and selective condition assessment surveys?
Does the institution have planned maintenance programmes for all itscampuses, buildings and installed services? (See Checklist D – PlannedMaintenance Programme.)
Condition Assessment – Management Action PlanThe following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
Condition surveys – appointment of advisers and use of internal staff.
Management information – dissemination of results/conclusions/actionstaken.
Building maintenance programmes – updating of plans based on surveyresults and maintenance work-monitoring processes.
30
31
Notes
6.3 Maintenance PlanningReview Objective:To establish whether the institution has appropriate planning arrangements to facilitate futuremaintenance provision for its buildings and associated mechanical and electrical services,including minor works, major refurbishments and new buildings/extensions.
The Need for Maintenance PlanningMaintenance planning can save money for institutions if there are effective processes to identify maintenancerequirements; to assess risk and priority in relation to the core business activities of the institution; to co-ordinate capital and revenue building programme outcomes and resources; and to monitor maintenanceworks.
Good planning will:
• ensure the effective identification of building maintenance needs
• establish the criteria and arrangements to address the risk to core business activities, prioritise the deliveryof maintenance work and underpin the service standards adopted
• enable arrangements to be put in place to support the management and procurement of buildingmaintenance work and services, at the most cost-effective rates.
Good Practice Framework for Maintenance Planning (See also Checklist D)
• Building maintenance should be managed for planning purposes as either planned or reactivemaintenance. Sub-divisions of maintenance work should be consolidated under these two headings formanagement information purposes.
• Planning cycles should be consistent with other strategic and policy documents such as the corporatebusiness plan, academic plan and estates strategy.
• Planning systems should be computerised databases (or spreadsheets) to facilitate updating andmanipulation of data following condition surveys and the re-assessment of maintenance priorities.
• Planned and reactive maintenance programmes should be costed to identify the financial resourcerequirements.
Issues for Smaller HE Institutions Actions
Introduction of integrated planned and reactive maintenance programmes.(See Checklist D.)
Implementation of service level standards.
Establishment of repair or replace procedures. (See Checklist F.)
Data to be Requested in Advance/Desk Research Obtained
• Details of current capital building and maintenance plans.
• Details of building maintenance planning procedures and arrangements.
• Details of risk and priority assessment procedures for buildingmaintenance works.
• Details of monitoring arrangements for building projects and plans.
32
Present Arrangements
Issue Actions
Does the institution have planned maintenance programmes for allcampuses, buildings and the associated mechanical and electrical servicesinstalled within them? (See Checklist D – Planned MaintenanceProgramme.)
Are the institution’s maintenance plans and work schedules developed onthe basis of planned and reactive maintenance priorities?
How does the institution sub-classify building work to be undertaken in itsplanned maintenance programmes for major building fabric elements andmain mechanical and electrical services (eg, roof, walls, electrical etc)? (SeeChecklist D – Planned Maintenance Programme.)
How are future maintenance life-cycle considerations incorporated into thedesigns and specifications of all new buildings and extensions, majorrefurbishments and minor refits, and mechanical and electrical serviceequipment upgrades or replacements? (See Schedule E – Component LifeCycle and Checklist F – Repair or Replace Decision.)
33
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• Checklist D – Planned Maintenance Programme (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
Suggested matters for review
• Current planning arrangements for all building maintenance works. (See Checklist D – PlannedMaintenance Programme.)
• Criteria used for the selection, prioritisation and investment funding of building projects. (See ChecklistD – Planned Maintenance Programme.)
• Roles of in-house staff regarding building maintenance planning. (See Checklist H – BuildingMaintenance Staff – Job Description.)
• Implementation of the actions identified following completion of the building maintenance matrix. (SeeSection 6.)
• Definitions of risk and priority assessment to be used for maintenance planning purposes.
34
Present Arrangements (continued)
Issue Actions
How are building maintenance projects prioritised? Is a list of proposedbuilding maintenance projects prepared by the institution? Are the buildingmaintenance projects included in the planned maintenance programmes?
What factors are used to evaluate and prioritise building maintenance-related projects? Are costs and benefits identified?
Are milestones identified and monitored within maintenance project worksduring the following stages:
• planning
• implementation
• post-completion review?
How are the planned maintenance programmes updated by the institutionfollowing comprehensive and selective condition-assessment surveys? (SeeChecklist C – Condition Surveys.)
How are ‘as-built’ drawings and maintenance manuals prepared, storedand updated for buildings and installed mechanical and electrical services?(See Checklists K and L – Building Maintenance Manuals.)
What management information is reported to monitor current and futuremaintenance planning? (See Section 7 and Schedule M – PerformanceBenchmarks.)
Are building maintenance plans computerised? (See Checklist G –Computer Databases.)
Who provides advice to the institution on maintenance planning?
Maintenance Planning – Management Action PlanThe following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
Building maintenance programmes – updating of plans based on surveyresults and maintenance work-monitoring processes.
Management information – dissemination of results/conclusions/actionstaken.
Planning assessment criteria – introduction of building maintenance projectdocumentation for risk, priority and investment appraisal purposes.
Notes
35
6.4 Resource PlanningReview Objective:To establish how the institution provides funding for the delivery of prioritised buildingmaintenance work, as disclosed in its planned maintenance programme.
The Need for Resource PlanningInvestment in building maintenance is required to support the core activities of the institution. The level ofinvestment should deliver the defined levels of service standards adopted by the institution.
Potential benefits of resource planning are that it:
• enables the ‘peaks’ and ‘troughs’ in building maintenance expenditure to be identified and balancedaccording to available resources
• ensures that building maintenance work is effectively prioritised, costed and funded by the institution
• provides feedback to the senior management team and others on the cost-effectiveness of the buildingmaintenance arrangements.
Good Practice Framework for Resource Planning (See also Checklists D, G and M)
• Budget arrangements should be based on co-ordinated and costed, planned and reactive maintenanceprogrammes.
• The implications of deferring or not funding building maintenance work should be ascertained, using cost-in-use techniques.
• Financial planning systems in the estates department should be computerised. This will facilitate theupdating and manipulation of data following condition surveys, as well as the confirmation and re-assessment of building maintenance priorities, other planning changes, and making datacompatible/transferable with finance department systems.
• Reporting and monitoring systems should include the calculation of performance benchmarks forstandards, investment, planning and staff; and the identification of maintenance life-cycle costs funded bycapital and revenue expenditure.
Issues for Smaller HE Institutions Actions
Implementation of planned maintenance programme. (See Checklist D.)
Identification of performance benchmarks for standards, investment,planning and staff. (See Section 7.)
Review of budget arrangements for planned and reactive maintenance.
Data to be Requested in Advance/Desk Research Obtained
• Details of investment appraisal methods.
• Details of budgetary control arrangements for building maintenancecosts.
• Details of financial monitoring procedures for building maintenance.
36
37
Present Arrangements
Issue Actions
What arrangements does the institution have to assess the required level ofbuilding maintenance funding? Are these arrangements based on thecurrent depreciated value of buildings stock and/or agreed levels of servicestandards?
How does the institution prioritise its spending on maintenance whenallocating resources?
Does the institution use for financial forecasting and budgeting forbuilding maintenance:
• zero-based budgeting
• life-cycle costing?
Does the institution base the current year’s maintenance budget on lastyear’s actual, plus or minus a percentage variation?
Are budget underspends for building maintenance available to be carriedforward to the next financial year? If some building maintenance workcannot be funded in the current year, are arrangements in place to reflectthe deferred expenditure in the budget for the following year, if it is still apriority?
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• Checklist D – Planned Maintenance Programme (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
Suggested matters for review
• Budgetary control arrangements for building maintenance costs.
• Departmental maintenance budgets and re-charging arrangements.
• Re-charging arrangements to students for deliberate damage, tenant repairing leases, etc.
• Investment appraisal methods and the criteria used for recent building maintenance projects.
• Reporting for management information purposes, computer systems, use of performance benchmarks,etc. (See Section 7.)
• Implementation of the actions identified following completion of the building maintenance matrix. (See Section 6.)
38
Present Arrangements (continued)
Issue Actions
Are building maintenance budgets devolved to academic andadministrative departments? If so, what arrangements are in place toensure that all buildings work identified in the planned maintenanceprogramme is funded and undertaken in compliance with legislation?
What arrangements are in place for charging departments for buildingmaintenance work (ie, non-estates budgets)? What arrangements are inplace for charging students for damage, vandalism, etc, (eg, use of deposits,or direct charging via student residential services)?
For management information purposes, are building maintenance costscompared to budget for individual or groups of buildings; and/or forcampuses or other major operating areas; and/or analysed against corebusiness activities?
Are the comparisons of building maintenance costs with the budgetscommunicated to departmental users on a regular basis?
What arrangements are in place for the long-term funding of buildingmaintenance? Are accounting policies and procedures updated regardingasset valuation, depreciation, creation and use of specific reserves?
What was the total value of long-term building maintenance reserves andprovisions, in both monetary terms and as a percentage of the total estatesbudget, for the previous, the current and following years?
How are cases made and justified for investment in building maintenance-related projects?
Is pro-forma project documentation used for the investment appraisal ofbuilding maintenance projects? What is the preferred method forinvestment appraisal?
What arrangements are in place to identify equipment with highmaintenance operating and service costs? (See Schedule E – ComponentLife Cycle and Checklist F – Repair or Replace Decision.)
Are building maintenance costs reflected in charging arrangements fordepartmental activities, and business trading outlets such as tenantedbusiness units and shops?
Are the institution’s information systems for estates data computerised?How is information collected and disseminated? (See Schedule G –Computer Database.)
Are the institution’s information systems for work measurement, jobplanning, etc, computerised? How is information collected anddisseminated?
Are the institution’s information systems for labour, materials and servicescosting and re-charging, computerised? How is information collected anddisseminated?
What arrangements are in place for landlord or tenant-based charges (ie,where the institution may be either landlord or tenant)?
Are regular financial system reports produced and reviewed by thegoverning committee, senior management team, building managementreview group, head of estates, user departments, etc?
39
Present Arrangements (continued)
Issue Actions
What arrangements are in place regarding participation in external and HEsector databases for maintenance and utility cost comparisons (eg,Association of University Directors of Estate, Association of UniversityEngineers and the RICS – Building Maintenance Information Service)? (See Section 7.)
Resource Planning – Management Action Plan The following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
• Establishment of building maintenance budget and performance targets,etc.
• Introduction of building maintenance project documentation for risk,priority and investment appraisal.
• Evaluation of arrangements for charging building maintenance costs toend users, landlord and tenant based arrangements, etc.
• Management information needs, software systems, identification ofcapital and revenue maintenance cost-in-use/contribution.
• Arrangements for funding projects and opportunities under the PrivateFinance Initiative (PFI), third-party financing, loan and leasingarrangements, etc.
Notes
40
6.5 Managing the WorkloadReview Objective:To establish whether the institution has effective management arrangements for co-ordinatingand undertaking planned and reactive building maintenance work.
The Need for Managing the WorkloadThe institution has a choice in the mix of internal and external contracted skills, as part of its arrangementsto deliver and manage building maintenance. Effective arrangements should combine flexibility, to respond tochanging needs, with cost-effectiveness, whereby resources are committed on the basis of identifiedmanagement and trade skill requirements, linked to defined and agreed service standards.
Potential benefits from managing the workload are:
• it provides clear lines of delegated authority for building maintenance management
• service level standards for defined levels of service provision and delivery can be agreed by the institution
• it enables the institution to set quality and performance-based targets and monitor progress of buildingmaintenance work.
Good Practice Framework for Managing the Workload (See also Appendices – Checklistsand Schedules – Section 10.4)
• Provision of management, trade and professional services should be based on agreed service levelrequirements, and subject to periodic management reviews by the institution.
• Service delivery arrangements should enable maintenance jobs to be costed in terms of labour, materialsand other expenses, to assist in assessing the service performance and cost-effectiveness of existingarrangements.
• Job management systems should be computerised. This will facilitate the reporting and management ofplanned and reactive maintenance (eg, materials stock and ordering, and job costing and departmentalrecharging); and periodic management reviews of cost delivery and service performance.
• Staff and management training arrangements should be in place so that maintenance work may be carriedout safely, comply with legislation, and deliver value for money to the institution.
Issues for Smaller HE Institutions Actions
Development of computer databases. (See Checklist G.)
Establishment of risk, priority, service standards and investment criteria.
Appointment of a building maintenance manager. (See Checklist H.)
Staff and management training arrangements. (See Section 8 and ChecklistsI, K and L.)
Data to be Requested in Advance/Desk Research Obtained
• Details of organisational structure for building maintenancemanagement at institutional and departmental levels.
• Job descriptions of management staff with building maintenance role.
• Details of existing contracts for building maintenance.
• Details of estates maintenance information systems (EMIS) inoperation.
• Details of financial/budgeting management information and reportingsystems (FMIS) in operation.
41
Present Arrangements
Issue Actions
Has the institution appointed a dedicated building maintenance manager?If other arrangements apply, what are they? Does the manager responsiblehave the appropriate professional skills and time to act effectively in themanagement of building maintenance? (See Checklists H and I.)
Are some management responsibilities for building maintenance delegatedto campus/building managers? How are the overall arrangements forbuilding maintenance work co-ordinated?
What actions have been taken by building maintenance staff regardingliaison arrangements with user departments, the dissemination ofmanagement information, etc?
What is the spread of professional skills of staff responsible for buildingmaintenance? What is the total cost for externally contracted skills? Is thelevel of cost such that some professional skills could be taken on in-house?
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• Checklist G – Computer Databases (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured TermContracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
Suggested matters for review
• Existing contracts, and cost-benefit options for the following:
dayworks, measured term contracts, minor works contracts. (See Schedule J.)
• Finance/budget reports – analyse costs, trends, etc.
• Job descriptions of staff involved in building maintenance management – roles and responsibilities,training needs etc. (See Checklist H – Building Maintenance Staff – Job Description.)
• Management information databases for comparing maintenance and utility costs within the HE sector.(See Section 7.)
• Implementation of the actions identified following completion of the building maintenance matrix. (See Section 6.)
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Present Arrangements (continued)
Issue Actions
What arrangements are in place to rotate staff duties in order to promotegood practice? Has the institution considered multi-skilling (flexibleworking) arrangements?
How are maintenance strategy objectives reflected in design and build,major refurbishment and maintenance projects?
Are building maintenance projects prioritised? What opportunities existduring the year to smooth peak workloads for building maintenance? Arecost premiums incurred for work carried out at short notice, or in thevacation periods?
What proportion of the institution’s building maintenance work, byvolume and value, is undertaken by:
• in-house maintenance team (ie, directly employed professional,technical and operative staff)?
• external contractors/consultants?
• facilities management or other externally contracted arrangements?
What is the approximate percentage split, by volume and value, betweendirectly employed in-house maintenance staff and externalcontractors/consultants?
How much of the total estates budget, in both monetary terms and as apercentage, relates to building maintenance work undertaken for theprevious, current and following year(s)?
What arrangements does the institution have in place to ensure compliancewith statutory legislation, EU regulations, Health and Safety Executive andCOSHH requirements for building maintenance? How are thesearrangements regularly reviewed and updated? (See Section 8.)
Managing the Workload – Management Action PlanThe following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
Organisational arrangements – appointment of building maintenancemanager, allocation of responsibilities, etc.
Contractual arrangements – appointment of external contractors, etc.
Notes
43
6.6 Getting Good PricesReview Objective:To establish whether the institution assesses the market cost-competitiveness of buildingmaintenance work, undertaken by both internally and externally contracted providers, as partof satisfying agreed levels of service delivery.
The Need for Getting Good PricesProcurement and costing arrangements should enable the institution to achieve value for money throughidentifying building maintenance requirements, conducting contractual arrangements, undertaking contractreviews, assessing contractor/consultant performance, and carrying out cost comparisons.
The institution should ensure that any arrangements are supported by appropriate sections within itsFinancial Regulations and comply with EU legislation.
Potential benefits of getting good prices are:
• building maintenance contracts can be let competitively, to meet agreed levels of service delivery
• periodic contract reviews can confirm that the institution’s requirements are being met
• the institution can demonstrate value for money.
Good Practice Framework for Getting Good Prices (See also Checklists G, J and K)
• Procurement arrangements should ensure that value for money can be delivered for agreed levels of servicedelivery for planned and reactive maintenance.
• Procurement arrangements for core maintenance needs should be consolidated, to achieve economies ofscale for the institution and individual departments.
• Procurement systems should be computerised to facilitate the reporting and management of planned andreactive maintenance contracts; and to support periodic management reviews of service, cost, delivery andperformance.
• Procurement arrangements for maintenance goods and services should be documented, should complywith UK and EU legislation, and be updated, as necessary.
Issues for Smaller HE Institutions Actions
Review of purchasing and contract arrangements. (See Schedule J.)
Establishment of contract and costing reviews against published schedulesof priced building rates.
Data to be Requested in Advance/Desk Research Obtained
• Details of present building maintenance contracts.
• Details of procurement arrangements and processes.
• Details of job costing processes.
• Copies of job descriptions of the purchasing officer and other staffresponsible for building maintenance purchasing and contracting.
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45
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• HE Funding Councils, CVCP, SCOP and COSHEP – Benchmarking Procurement (September 1997).
• HE Funding Councils, CVCP, SCOP and COSHEP – Building and Engineering Contracts Guide (1997).
• Checklist F – Repair or Replace Decision (see Section 10.4).
• Schedule J – Building Maintenance Contracts (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured TermContracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
Suggested matters for review
• Current contract arrangements for all building maintenance supplies. (See Schedule J.)
• Purchasing arrangements regarding:
- management of procurement – scope of arrangements
- specification – identification of requirements, tender procedures and documentation
- selection – sourcing of suppliers, contract documentation
- suitability – supplier performance monitoring.
• Review procedures for the repair and replacement of equipment with high maintenance operating andservice costs. (See Checklist F – Repair or Replace Decision.)
• Purchasing consortia and consultancy arrangements for purchasing reviews, building maintenanceadvice and other services provided.
• Roles of in-house staff regarding building maintenance purchasing arrangements. (See Checklist H.)
• Implementation of the actions identified following completion of the building maintenance matrix (SeeSection 6.)
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Present Arrangements
Issue Actions
What arrangements does the institution have to undertake workmeasurement assessments or estimate job time and material costs for in-house and external contracts, before commissioning the work?
Does the institution use published schedules of priced building rates tocompare internal and external costs (eg, Building Maintenance InformationService, Spon’s, Laxtons, Griffiths, Hutchin’s, Wessex)?
How often are contract terms and costs reviewed?
Who provides advice to the institution on purchasing and contractingmatters and opportunities?
What arrangements does the institution have to undertake post-completionreviews of job times, materials and costs? Are these undertaken on asample basis, for each category of building maintenance work completed?
Does the institution use a list of approved contractors and consultants? If so, are the lists kept updated?
Does the institution use contract standard forms for its maintenance work,as published by professional bodies and other building and constructionindustry lead bodies (for example, IEE, JCT 80, JCT Minor Works, and soon)? (See Schedule J.)
How is a short-list of potential suppliers drawn up and who is involved?Does the institution carry out post-tender negotiations?
How does the institution ensure that the purchasing and contractingarrangements comply with its Financial Regulations?
Do the purchasing and contracting arrangements comply with EUlegislation?
Getting Good Prices – Management Action PlanThe following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
Staff responsibility for purchasing – consider responsibility for contractreviews and management, etc.
Professional advisers – consider range of services required, selection andappointment.
Building maintenance supply arrangements – consider generalarrangements relating to supplier selection, monitoring of supplierperformance and prices.
Tender arrangements – review of procedures.
Service arrangements – review call-out arrangements and charges.
Contracts clauses – review terms and conditions.
Building maintenance consortia membership – consider.
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Notes
6.7 Evaluating QualityReview Objective:To establish whether the institution has in place arrangements regarding service standards forthe delivery of building maintenance work.
The Need for Evaluating QualityBuilding maintenance arrangements should meet agreed service level standards that reflect considerations ofpriority, quality of service and the continuation of core business activities. Effective processes for managingenergy (heating, lighting, etc) can also reduce maintenance costs and minimise deterioration to buildingfabric.
Potential benefits of evaluating quality are that it:
• enables the institution to set an affordable level of service investment for planned and reactivemaintenance
• helps to manage users’ expectations regarding the service delivery of planned and reactive maintenance
• enables defined standards of service delivery, performance-based targets and measures of output to beestablished
• enables shared responsibilities for building maintenance to be developed with users.
Good Practice Framework for Evaluating Quality (See also Checklists G to M)
• Planned and reactive maintenance arrangements should enable users’ views to be canvassed and reflectedwithin service delivery statements.
• Planned and reactive maintenance arrangements should facilitate periodic reviews of completed jobs, toconfirm that agreed service level standards have been met, and that assessed levels of risk and priority inrelation to core business activities were correct.
• Reporting and monitoring systems should include performance benchmarks in terms of standards,investment, planning and staff.
• Planned and reactive maintenance arrangements should be documented to support staff and managementtraining arrangements, health and safety considerations, and the management of future maintenance onthe ‘hand-over’ of new facilities, etc.
Issues for Smaller HE Institutions Actions
Undertaking customer satisfaction surveys.
Creation of building maintenance database of completed jobs. (SeeChecklist G.)
Establishment of liaison arrangements for building maintenance. (SeeChecklist H.)
Maintenance procedures for staff training, health and safety,commissioning of new facilities, etc. (See Section 8 and Checklists I, K and L.)
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49
Data to be Requested in Advance/Desk Research Obtained
• Details of service level standards.
• Details of customer satisfaction surveys and building maintenanceawareness campaigns.
• Details of liaison meetings between building maintenance managementstaff and building users.
• Details of building maintenance targets established with building users.
• Copies of institutional publications (eg, prospectus, handbooks,newsletters).
• Details of building maintenance management training for staff andusers.
• Details of estates management information systems (EMIS) and otheroperational software.
• Copies of planned maintenance programmes.
• Details of building maintenance projects that have been implementedand those awaiting approval.
Additional sources of information
PublicationsAdditional guidance regarding building maintenance arrangements is provided in the Appendices andunder the following:
• HE Funding Councils, CVCP, SCOP and COSHEP – Benchmarking Procurement (September 1997).
• HE Funding Councils, CVCP, SCOP and COSHEP – Building and Engineering Contracts Guide (1997).
• Checklist F – Repair or Replace Decision (see Section 10.4).
• Schedule J – Building Maintenance Contracts (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured TermContracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
• Department for Education and Employment (Architects and Buildings Branch) publications –Maintenance of Mechanical Services.
• Department for Education and Employment (Architects and Buildings Branch) publications –Maintenance of Electrical Services.
Internet Sites• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm
50
Present Arrangements
Issue Actions
What arrangements does the institution have to undertake periodiccustomer satisfaction surveys on building maintenance?
Has the institution established service level standards for its buildingmaintenance work?
Do the service level standards cover all buildings? Have the servicestandards been defined, agreed and adopted by the institution? How arethey adapted to changing circumstances?
How does the institution’s maintenance job recording system facilitatequality reviews, (eg, by providing an audit trail of completed jobs)?
What arrangements does the institution have to measure productivity forits directly employed maintenance staff and external contractors andconsultants?
Does the institution use building maintenance and service manuals? (SeeChecklists K and L – Building Maintenance Manuals.)
Does the institution regularly monitor plant efficiency performance? (SeeChecklist F – Repair or Replace Decision; Checklist H – BuildingMaintenance Staff – Job Description; and Checklists K and L – BuildingMaintenance Manuals.)
Has the institution established performance benchmarks for buildingmaintenance work? How is performance monitored and reported to thesenior management team?
Has the institution established methods by which responsibility forbuilding maintenance management may be devolved to users for thebuildings that they occupy? Are health and safety compliance issues andmanagement of planned maintenance programmes addressed?
Suggested matters for review
• Level of involvement of users in the maintenance of buildings that they occupy, and in design and build,and major refurbishments projects.
• Liaison arrangements between users and building maintenance staff.
• Outcomes and frequency of building maintenance customer satisfaction surveys.
• Use of student handbooks, prospectuses, newsletters, etc, for guidance and advice on buildingmaintenance procedures.
• Arrangements for the inspection of building maintenance equipment to ensure proper and effectiveoperation. (See Checklist H – Building Maintenance Staff – Job Description; and Checklist I – SafetyChecklist- Non-Estates Staff.)
• List of completed building maintenance projects undertaken by the institution.
• Compliance and training arrangements for legislation, EU regulations, Health and Safety Executive,COSHH requirements, etc, in respect of building maintenance. (See Section 8.)
• Implementation of the actions identified following completion of the building maintenance matrix. (SeeSection 6.)
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Present Arrangements (continued)
Issue Actions
What arrangements are in place for cleaning, security and maintenancestaff to notify building maintenance work required? Similarly, whatarrangements are in place for building users? (See Checklist I.)
How are users’ views and involvement obtained at the start of majordesign and build/refurbishment projects?
Which publications of the institution are used to promote environmentaland building maintenance issues for staff and students? Are all staff andstudents reminded of their building maintenance responsibilities at the startof each academic year (eg, notification of maintenance requests, chargingfor repair of wilful damage in student residences, etc)?
What arrangements does the institution have for compliance withlegislation, EU regulations, Health and Safety Executive, COSHHrequirements, etc, in respect of building maintenance? How regularly arethese arrangements reviewed and updated? (See Section 8.)
What arrangements does the institution have for keeping building staffupdated about maintenance matters (eg, provision of staff training,subscriptions to professional journals regarding statutory and EUregulations, technical innovations, etc)? How regularly are thesearrangements reviewed?
Evaluating Quality – Management Action PlanThe following are suggested matters to be considered by the building management review group. The resultsshould be consolidated in a management action plan (see Section 9). Other matters should be identified by theinstitution, as appropriate.
Actions
Identify target audiences within the institution:
• senior academic and administrative management
• catering, library, leisure staff
• caretaking, cleaning, security and maintenance staff
• finance and administrative staff
• building maintenance staff
• building maintenance user liaison staff (academic staff)
• students.
For target audiences identified:
• Agree shared goals for building maintenance for:
- environmental objectives
- service level standards
- risk and priority assessment
- management information reports.
• Formulate awareness plans for building maintenance procedures.
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Evaluating Quality – Management Action Plan (continued)
Actions
• Establish training plans and policies for building maintenance.
• Publicise building maintenance cost-benefits identified to date and theiruse within the institution.
• Ensure that new build, refurbishment and maintenance arrangementsare co-ordinated.
• Prioritise building maintenance projects and formulate appropriatemaintenance programmes.
• Establish compliance arrangements for legislation, EU regulations,Health and Safety Executive, COSHH requirements, etc, for buildingmaintenance.
Notes
Notes
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7. Building Maintenance Data
IntroductionAs part of the study, the intention was to outline a framework toidentify a set of performance benchmarks for building maintenance,for the UK HE sector. In turn, it was envisaged that the buildingmanagement review group would identify additional performancebenchmarks appropriate to the institution’s managementinformation needs.
The Higher Education Funding Councils have subsequentlycommissioned a study of estates management statistics that willdevelop the framework below.
Purpose and Scope of Data ManagementThe data arrangements should enable the institution’s requirementsfor estates management information to be met. Estates data that arerelevant, reliable and robust will provide the institution with abalanced spread of information about the effectiveness of itsbuilding maintenance arrangements.
Management InformationPerformance benchmarks are often part of the service levelarrangements between support services and user departments. AllHEIs should identify institution-specific benchmarks, as part of aservice standards approach.
The data should be obtained from the institution’s financial andbudgetary systems, supported where necessary by departmentaldatabases, spreadsheets, etc, used by the finance (includingpurchasing) and estates departments.
Against this background, the following approach is put forward forconsideration.
StandardsObjective
To monitor the effectiveness of the building maintenancearrangements that are linked to supporting core business objectivesthrough service level delivery.
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55
For example:
Building and services condition1 Percentage of estate = Condition APercentage of estate = Condition BPercentage of estate = Condition CPercentage of estate = Condition D
InvestmentObjective
To monitor the level of investment applied to maintain theinstitution’s estate to specified standards.
For example:
Investment percentage =Actual maintenance spend
× 100Total revenue spend2
PlanningObjective
To monitor the actual level of building maintenance undertakenagainst planned levels of maintenance.
For example:
Planned maintenance=
Actual planned maintenance spend× 100
percentage Planned maintenance spend
StaffObjective
To monitor the delivery of planned and reactive buildingmaintenance by a trained work force.
For example:
In-house work force=
In-house maintenance spend× 100
percentage Total maintenance spend3
Examples of how specific performance indicators could bedeveloped for building maintenance arrangements are given in Checklist M.
1 Condition Categories – Royal Institution of Chartered Surveyors (RICS).2 Alternatively, depreciated replacement values, insurance values or existing use market
values could be used, but the institution should choose one.3 Alternatively, depreciated replacement values, insurance values or existing use market
values could be used, but the institution should choose one.
Additional Sector SourcesAn analysis of maintenance and utility costs should enablecomparisons to be made with information obtained from externaldatabases relevant to the education section, such as the Associationof University Directors of Estates and the Association of UniversityEngineers. The findings for the estates management statistics studywill be an additional source. A subscription-based building costsurvey and report service is also available to institutions from theBuilding Maintenance and Cost Information Service – a subsidiaryof the RICS.
Building Maintenance Reporting ArrangementsThe data management arrangements outlined above should enablethe institution to disseminate appropriate information to thegoverning committee, the senior management team, academic andadministrative departments, staff and students, to support theobjectives of building maintenance management. As part of theirbrief, the building management review group should review theinformation needs of respective target audiences.
Notes
56
Notes
57
58
8. Legislation, Statutory Regulations andBritish Standards
IntroductionThe legal requirements for buildings are being up-datedcontinuously by the EU, local and national governments and otherregulatory bodies. The institution should consider engaging theservices of an external specialist or appointing a member of staff toadvise it on the relevant changes in legislation. Some of the mainrequirements are listed below.
Health & Safety Executive (HSE)The regulations issued by the Health & Safety Executive –Workplace (Health, Safety and Welfare)/(Approved Code ofPractice and Guidance L24) Regulations 1992 – establish consistentstandards for most workplaces, including those in the educationsector.
Specific regulations for the education sector are as follows:
• Maintenance (Regulation No 5)
• Working Environment (Regulation Nos 6 - 10)
• Floors and Traffic Routes (Regulation Nos 1 and 17)
• Falls and Falling Objects (Regulation No 13)
• Windows, Doors, Gates and Walls (Regulation Nos 14 - 16 and 18)
• Welfare Provisions (Regulation Nos 20 - 25).
Further details, and a list of useful references and publications (seepage 61) are available from the HSE web site:http://www.open.gov.uk/hse/
Relevant Legislation and Regulations• Town and Country Planning Acts (1971 Act and Listed Buildings
Provisions).
• Town and Country Amenities Act 1974 (and Listed BuildingsProvisions).
• Town and Country General Development Order 1981.
• Building Act 1984.
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• Building Regulations 1985. (To be read in conjunction with:Manual to Regulations and Approved Documents – RegulationsNos 7 and A to L.)
• Housing Act 1985. (Consolidation and re-enactment of provisionswithin Housing Acts – 1957, 1969 and 1974 – amended 1980.)
• Factories Act 1961 and Offices, Shops and Railway Premises Act1963. (Main provisions were replaced by the Health and Safety atWork Act 1974 and Workplace (Health, Safety and Welfare)Regulations 1992 and Approved Code of Practice and GuidanceL24 1992.
• Fire Precautions Act 1971.
• Defective Premises Act 1972.
• Control of Pollution Act 1974.
• Health and Safety at Work Act 1974.
• Workplace (Health, Safety and Welfare) Regulations 1992.
• Management of Health and Safety at Work Regulations 1992.
• Approved Code of Practice and Guidance L21 et seq 1992.
• Asbestos Regulations.
• Control of Substances Hazardous to Health (COSHH) (SI1657/1988).
• Control of Substances Hazardous to Health Regulations(COSHHR) 1994.
• Approved Codes of Practice 1995 (COSHHR).
• Electricity at Work Regulations 1989 (SI 635/1989).
• Testing of Electrical Systems and Portable Appliances at WorkRegulations 1989.
• IEE Wiring Regulations 1991 (16th Edition).
• Pressure Systems and Transportable Gas Regulations 1989.
• Gas Safety (Installation and Use) Regulations 1994.
• Construction (Design and Management) (CDM) Regulations 1994.
• The New Construction Regulations 1996.
• Signpost to Health and Safety (Safety Signs and Signals)Regulations 1996.
• Fire Precautions (Workplace) Regulations 1997 (SI 1840/1997).
Other Sources of GuidanceBelow are other sources of guidance with their web site addressesand details of the areas covered.
British Standards Institute
http://www.bsi.org.uk/
BS 3811 – Glossary of Maintenance Management Terms inTerotechnology
BS 5304 – Code of Practice for Safety of Machinery
BS 5760 (Parts 1 to 3) – Reliability of Systems, Equipment andComponents
BS 5655 – Lifts and Service Lifts
BS 6396 – Electrical Systems in Office Furniture and Office Screens
BS 6423 – Maintenance of Electrical Switchgear and Control Gear
BS 1363/BS 4343 – Specifications for plugs, socket-outlets andcouplers etc.
BS 5266 (Part 1) – Emergency Lighting
BS 5839 – Fire Detection and Alarm Systems for Buildings (Part 1)– System Design, Installation and Servicing
BS 4737 – Intruder Alarm Systems (Section 4.2) – Maintenance andRecords
BS 6651 – Protection of Structures Against Lightning
BS 6180 – Code of Practice for Protective Barriers in and aboutbuildings
BS 6206 – Impact performance requirements – Flat safety glass andplastics
BS 6262 – Code of Practice for Glazing in buildings.
Standards Database – ILI
http://www.ili.co.uk/
Internet ordering service of standards published by ASHRAE, BS,IEEE, SAE, etc.
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The Stationery Office (HMSO)
http://www.hmso.gov.uk/
Various publications including copies of acts, statutory instruments,etc.
Health and Safety Executive
http://www.open.gov.uk/hse/
Various publications and guidance notes, includes: Construction;Entry into confined spaces; Prevention of falls to window cleaners;Suspended access equipment; Use of ladders, step ladders andtrestles; Legionellosis; Personal protective equipment; Provision anduse of work equipment; Manual handling operations; Displayscreen equipment; Pressure systems and transportable gascontainers; Steam and hot water boilers etc; Inspection, monitoringand auditing of health and safety management in higher and furthereducation; Safety policies in the education sector.
CIBSE
http://www.cibse.org/
Various publications and guides, technical reports, and codes ofpractice.
CIOB
http://www.ciob.org.uk/hs.htm
Health and safety issues.
Fire Net
http://www.fire.org.uk/
Fire Net is the electronic homepage of the British Fire Service. Alsogives a directory of British fire-related associations and trainingestablishments, and UK fire safety legislation.
Architects and Buildings Branch (DfEE)
http://www.open.gov.uk/dfee/
Various publications, building bulletins and design notes includingthe Maintenance and Renewal in Educational Buildings Series:Maintenance of mechanical services (BB70); Maintenance ofelectrical services (BB76); Flat roofs (DN46).
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Department of Trade & Industry (DTI)
http://www.dti.gov.uk/
Business support services – advice and guidance.
Publications on LegislationDetails of additional guidance on building maintenance legislationand related guidance is provided in the Appendices and under thefollowing:
• Croner publication – Premises Management Handbook
Notes
Notes
63
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9. Management Action PlanA management action plan should be prepared by the buildingmanagement review group following the review of existingarrangements at the institution. The plan should be agreed with thegoverning committee and senior management team and it should bereviewed and updated periodically.
The following checklist gives suggested headings that could formthe basis of the management action plan. The checklist should beadapted as necessary, according to the circumstances of theinstitution, and any additional items should be identified by thereview group.
Action Plan Present Arrangements Action Required
Building Maintenance Matrix Results(See Section 6)
• Strategic Framework (6.1)
• Condition Assessment (6.2)
• Maintenance Planning (6.3)
• Resource Planning (6.4)
• Managing the Workload (6.5)
• Getting Good Prices (6.6)
• Evaluating Quality (6.7)
Statutory Legislation and OtherArrangements (See Section 8)• UK Regulatory Bodies
• EC Requirements
• Other Matters (eg, FinancialRegulations)
Management Structure Arrangements
• Building Maintenance Staff (SeeChecklists H and I)
• Building Liaison Representatives
Estate Management InformationSystems (EMIS) (See Checklist G)
• Building Maintenance
• Financial/MIS Systems (See RICSBuilding Maintenance Informationpublication Special Report No 260 –Commercial Facilities Managementand Maintenance ManagementPackages.)
Building Maintenance Manual
(See Checklists K and L)
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Building Maintenance ManualInstitutions should consider co-ordinating all the relevant buildingsmaintenance arrangements in a manual. The manual should meetthe following requirements:
• act as a record of current practice and procedures
• specify the matters to be contained in technical service (operationand maintenance) manuals
• identify procedures covered by legislation, and the records to bemaintained
• provide a link with other data/arrangements contained in assetregisters, planned maintenance programmes, maintenance workrecords, financial records, financial regulations, health and safetystaff manuals, and so on.
Various Acts, such as the Health and Safety at Work Act, requirethat buildings and installed services are maintained in a safecondition. However some legislation, such as the Electricity atWork Act, also requires that the work undertaken is recorded.
A list of suggested contents for the manual is given in theAppendices (see Checklists K and L – Building MaintenanceManuals).
Notes
Notes
66
67
10. Appendices10.1 Glossary 68 - 71
10.2 Useful References 72 - 81
10.3 Internet Information Sites and Other Sources 82 - 88
10.4 Checklists and Schedules 89
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10.1 GlossaryThis section explains some of the terms in current use. However, for the purposes of the guide it is suggestedthat building maintenance is considered in terms of planned and reactive maintenance, and that othercategories of maintenance should be subsumed under one of these two headings.
Component A specific item within the fabric, services or finishes of a building whosebreakdown or decay would lead to a failure or progressive deterioration inperformance in the element of which it forms a part.
Condition Assessment A technical examination by survey of the condition of properties, bothinternally and externally, with a view to identifying the principal componentswhere repairs or renewals are likely to be required over a given period of time.
Condition-Based Maintenance initiated as a result of knowledge of the condition of an item Maintenance from routine or continuous monitoring.
Corrective Maintenance Maintenance carried out after a failure has occurred and intended to restorean item to a state in which it can perform its required function.
Costs-in-Use The total costs of providing and running premises under the four groups ofexpenditure below:
A: The capital cost as an annual amortised sum, plus the loss of interest on the capital or the rent, rates and insurances on the premises.
B: The utility costs on the premises for water, gas, electricity and heating.
C: The repairs and maintenance costs on the premises, including alterations and additions to the fabric and installed services.
D: The costs of any ancillary services on the premises.
Day-to-Day Maintenance Maintenance that involves the routine or day-to day repair or replacement ofdefective items.
Dayworks A method of reimbursing the cost of repairs, which may be too small orcomplex to warrant valuation by measurement. The total cost includes labourat an hourly or daily rate; plant and materials at prevailing rates; plus apercentage for overheads and profit.
Defect An unexpected deviation from requirements which would require consideredaction regarding the degree of acceptability.
Economic Life That period of effective life before replacement.
Element The major parts of a building that are recognisable as performing a keyfunction within the structure, services, finishes and surrounds into which theyare built.
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Emergency Maintenance Maintenance which must be put in hand immediately to avoid seriousconsequences.
Functional Life That period of effective life before adaptation to another function.
Joint Contracts Tribunal A series of contracts issued by the Joint Contracts Tribunal. They are suitable (JCT) Contracts for different types of building works that are subject to competitive tendering.
They include the following:
Standard Form of Building Contract (JCT80)
Intermediate Form of Building Contract (IFC84)
Agreement for Minor Works (1980)
Standard Form of Tender and Agreement, Conditions of Contract for Building Works of a Jobbing Character 1990.
Life-Cycle Costing A technique for assessing the total costs-in-use of an asset over its operatinglife, including initial acquisition and running costs.
Major Repairs Work involving the repair of a major component or element of a building.
Measured Term Contract A contract used principally for the jobbing of repairs in conjunction with aschedule of rates, where there are variable quantities of work to a number ofsmall but frequently recurring items over an agreed fixed period – usuallybetween one and three years.
Minor Works Isolated items of work that can be undertaken more cost-effectively as a singlecontract rather than on a jobbing basis, and which cannot be delayed forinclusion in a major repairs programme.
Physical Life That period of effective life before the cessation of cost-effective maintenance.
Planned Maintenance Maintenance organised and carried out with forethought, control and the useof records to a predetermined plan. Note: preventative maintenance is alwayspart of planned maintenance; corrective maintenance may not be.
Planned Preventative A programmed schedule of preventative maintenance works.Maintenance
Preventative Maintenance Maintenance carried out at pre-determined intervals, or corresponding toprescribed criteria, which is intended to reduce the probability of failure or theperformance degradation of an item.
Reactive Maintenance Maintenance that is essentially reactive, in that its purpose is to deal with theunforeseeable jobs (resulting from breakages, breakdowns, vandalism, etc)which will inevitably be needed in the course of the year.
Repair The restoration of an item to an acceptable condition by the renewal,replacement or mending of decayed or damaged parts.
Responsive Maintenance Maintenance which is not pre-planned or organised (even on a day-to-daybasis).
Restoration Maintenance actions intended to bring back an item to its original appearanceor state.
Routine Maintenance Maintenance that involves the routine or day-to day repair or replacement ofdefective items.
Running Maintenance Maintenance which can be carried out while an item is in service.
Schedule of Rates (or Prices) A document or set of documents listing items of repair works or tasks, withprovision for the insertion of prices per unit of measurement as a basis fortendering by contractors and payment for work carried out. The rates orprices can be given either by the contractor or the maintenance manager. Ifprovided by the maintenance manager, the contractor adds/deducts apercentage against each trade section to cover overheads, travelling and profit.
Scheduled Maintenance Maintenance carried out at pre-determined intervals of time, or number ofoperations, etc.
Service Contract Agreement A form of contract, accompanied by a schedule of works and specification,used primarily for the regular maintenance of mechanical and electricalequipment.
Unplanned Maintenance Maintenance carried out to no pre-determined plan.
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Notes
71
10.2 Useful ReferencesThe following are given as possible useful references for members of the building management review group.This does not imply any recommendation by the Higher Education Funding Councils. Space has been left toadd further contact references.
Higher Education Funding Councils and Sector Organisations
Committee of Vice-Chancellors and Principals (CVCP)
Woburn House
20 Tavistock Square
London WC1H 9HQ
Tel 0171 419 4111
http://www.cvcp.ac.uk/
Higher Education Funding Council for England (HEFCE)
Tel 0117 931 7317
http://www.hefce.ac.uk/
Higher Education Funding Council for Wales (HEFCW)
Tel 01222 761861
http://www.niss.ac.uk/education/hefcw/
Higher Education Statistics Agency (HESA)
Tel 01242 255577
http://www.hesa.ac.uk/
NISS Information Gateway
http://www.niss.ac.uk/
Scottish Higher Education Funding Council (SHEFC)
Tel 0131 313 6500
http://www.shefc.ac.uk/shefc/welcome.htm
Standing Conference of Principals (SCOP)
Woburn House
20 Tavistock Square
London WC1H 9HB
Tel 0171 387 7711
http://www.scop.ac.uk/
Teacher Training Agency (TTA)
Tel 0171 925 3700
http://www.teach-tta.gov.uk/
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HE Sector Discussion Groups
Association of University Directors of Estates (AUDE)
Scottish Association of University Directors of Estates (SAUDE)
Higher Education Directors of Estates for Wales (HEDEW)
http://www.mailbase.ac.uk/lists/aude-general/
Association of University Engineers (AUE)
http://www.mailbase.ac.uk/lists/eng-managers/
Admin-planning (academic, financial or space planning)
http://www.mailbase.ac.uk/lists/admin-planning/
Built Environment
http:/www.mailbase.ac.uk/lists/building-care/
Building Services
http://www.mailbase.ac.uk/lists/buildingservices/
Energy Management
http://www.mailbase.ac.uk/lists/energy-management/
Estates Management
http://www.mailbase.ac.uk/lists/estate-management/
Facilities Management
http://www.mailbase.ac.uk/lists/facilities-management/
Total Quality Construction
http://www.mailbase.ac.uk/lists-p-t/total-quality-construction/
Directory for UK Higher Education Administrators
http://www.mailbase.ac.uk/juga/
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Professional Bodies
Association of Building Engineers (ABE)
Jubilee House
Billing Brook Road
Weston Favell
Northampton NN3 8NW
Tel 01604 404121
http://www.abe.org.uk/abe/
Association of Consulting Engineers (ACE)
Alliance House
12 Caxton Street
London SW1H 0QL
Tel 0171 222 6557
http://www.acenet.co.uk/
British Institute of Architectural Technicians (BIAT)
397 City Road
London EC1V 1NE
Tel 0171 278 2206
http://www.biw.co.uk/BIW/register/47.htm
British Institute of Facilities Management (BIFM)
67 High Street
Saffron Walden
Essex CB10 1AA
Tel 01799 508608
http://www.bifm.org.uk/
Chartered Institute of Building (CIOB)
Englemere
Kings Ride
Ascot
Berks. SL5 7TB
Tel 01344 630700
http://www.ciob.org.uk/
Chartered Institution of Building Services Engineers (CIBSE)
Delta House
222 Balham High Road
London SW12 9BS
Tel 0181 675 5211
http://www.cibse.org/
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Institute of Building Control (IBC)
92-104 East Street
Epsom
Surrey KT17 1EB
Tel 01372 745577
http://www.demon.co.uk/instobc/
Institute of Civil Engineers (ICE)
1 Great George Street
London SW1P 3AA
Tel 0171 222 7722
http://www.ice.org.uk/
Institute of Maintenance and Building Management (IMBM)
Keets House
30 East Street
Farnham Surrey GU9 7SW
Tel 01252 710994
http://www.ukbusiness.com/imbm/
Institution of Civil Engineering Surveyors (ICES)
26 Market Street
Altrincham
Cheshire WA14 1PF
Tel 0161 928 8074
http://www.icesurco.demon.co.uk/CES.html/
Institution of Electrical Engineers (IEE)
2 Savoy Place
London WC2R 0BL
Tel 0171 240 1871
http://www.iee.org.uk/
Institution of Mechanical Engineers (IMECHE)
1 Birdcage Walk
London SW1H 9JJ
Tel 0171 222 7899
http://www.imeche.org.uk/
Institution of Structural Engineers (ISE)
11 Upper Belgrave Street
London SW1X 8BH
Tel 0171 235 4535
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Royal Incorporation of Architects in Scotland (RISA)
15 Rutland Square
Edinburgh EH1 2BE
Tel 0131 229 7545
http://www.rias.org.uk/
Royal Institute of British Architects (RIBA)
66 Portland Place
London W1N 4AD
Tel 0171 580 5533
http://www.riba.org/
Royal Institute of Ulster Architects (RIUA)
2 Mount Charles
Belfast BT7 1NZ
Tel 01232 323760
Royal Institution of Chartered Surveyors (RICS)
12 Great George Street
London SW1P 3AD
Tel 0171 222 7000
http://www.rics.org.uk/
Advisory Organisations, Government Agencies and Departments
Asbestos Information Centre Limited (AIC)
PO Box 69
Widnes
Cheshire WA8 9GW
Tel 0151 420 5866
British Standards Institution (BSI)
British Standards House
389 Chiswick High Road
London W4 4AL
Tel 0181 996 9000
http://www.bsi.org.uk/
Building Research Establishment (BRE)
Bucknalls Lane
Garston
Watford WD2 7JR
Tel 01923 664000
http://www.bre.co.uk/
Building Services Research and Information Association (BSRIA)
Old Bracknell Lane West
Bracknell
Berks. RG12 7AH
Tel 01344 426511
http://www.bsria.co.uk/
Construction Industry Research and Information Association (CIRIA)
6 Storeys Gate
London SW1P 3AU
Tel 0171 222 0445
http://www.ciria.org.uk/
Department for Education and Employment (DfEE)
(Architects and Buildings Branch)
Sanctuary Buildings Caxton House
Great Smith Street 6 - 12 Tothill Street
London SW1P 3BT London SW1H 9FN
Tel 0171 925 5000 Tel 0171 273 3000
http://www.open.gov.uk/dfee/
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Department of the Environment, Transport and the Regions (DETR)
2 Marsham Street
London SW1P 3EB
Tel 0171 276 4613
http://www.open.gov.uk/detr/
Department for Trade and Industry (DTI)
Tel 0171 215 5000
http://www.dti.gov.uk/
Electrical Contractors Association (ECA)
32/34 Palace Court
London W2 4HY
Tel 0171 229 1266
Environment Agency of England and Wales
Tel 0645 333111
http://www.environment-agency.gov.uk/
European Commission
Information Service Unit
8 Storey’s Gate
London SW1P 3AT
Tel 0171 973 1992
http://europa.eu.int/index.htm
Federation of Master Builders (FMB)
Gordon Fisher House
14/15 Great James Street
London WC1N 3DP
Tel 0171 242 7583
http://www.fmb.org.uk/
Health and Safety Executive (HSE)
Rose Court
2 Southwark Bridge
London SE1 9HS
Tel 0171 717 6000
http://www.open.gov.uk/hse/
Heating and Ventilating Contractors Association (HVCA)
Esca House
34 Palace Court
London W2 4JG
Tel 0171 229 2488
http://www.hvca.org.uk/
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Maintenance and Utility Costs Databases and Publications
Association of University Directors of Estates (AUDE)
Estates Development Officer
University of Hull
Estates Officer
53 Salmon Grove
Hull HU6 7SZ
Tel 01482 465084
Association of University Engineers (AUE)
Chief Engineer
University of Cambridge
Estate Management and Building Service
74 Trumpington Street
Cambridge CB2 1RW
Tel 01223 337770
Barbour Index Enquiry Service
New Lodge
Drift Road
Windsor
Berks. SL4 4RQ
Tel 01344 884121
Building Cost Information Service Limited (BCIS) and Building Maintenance Information Service (BMIS)
12 Great George Street
London SW1P 3AD
Tel 0171 222 7000
http://www.bcis.co.uk/
Laxton’s Building Price Book
Butterworth-Heinemann Limited
Linacre HouseJordan HillOxford OX2 8DP
Tel 01865 314456
http://www.bh.com/
Spon’s Architects’ and Builders’ Price Book
Spon’s Contractors’ Handbook
The Promotion Department
E & F Spon
2 - 6 Boundary Row
London SE1 8HN
Tel 0171 865 0066
http://www.efnspon.com/
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Magazines, Reference Books and Other Publications
Building Centre Group Ltd
The Building Centre
26 Store Street
London WC1E 7BT
Tel 0171 637 1022
http://www.buildingcentre.co.uk/
Chartered Institute of Purchasing and Supply (CIPS)
Easton House
Church Street
Easton on the Hill
Stamford, Lincs. PE9 3NZ
Tel 01780 756777
http://www.cips.org/
Croner Publications
Croner House
London Road
Kingston upon Thames
Surrey KT2 6SR
Tel 0181 547 3333
http://www.croner.co.uk/
NHS Estates Library and Information Service
1 Trevelyan Square
Boar Lane
Leeds, LS1 6AE
Tel 0113 254 7091
Notes
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Notes
10.3 Internet Information Sites and Other SourcesThe following are some additional reference sources for consideration by the building management reviewgroup.
Discussion GroupsThe following sites are maintained by common-interest groups, to discuss maintenance-related issues.
Mailing Lists – list of all HE mailbase discussion groups.
http://www.mailbase.ac.uk/
Association of University Directors of Estates (AUDE)
Scottish Association of University Directors of Estates (SAUDE)
Higher Education Directors of Estates for Wales (HEDEW)
http://www.mailbase.ac.uk/lists/aude-general/
Association of University Engineers (AUE)
http://www.mailbase.ac.uk/lists/eng-managers/
Admin-planning (academic, financial or space planning)
http://www.mailbase.ac.uk/lists/admin-planning/
Built Environment
http://www.mailbase.ac.uk/lists/building-care/
Building Services
http://www.mailbase.ac.uk/lists/buildingservices/
Energy Management
http://www.mailbase.ac.uk/lists/energy-management/
Estates Management
http://www.mailbase.ac.uk/lists/estate-management/
Facilities Management
http://www.mailbase.ac.uk/lists/facilities-management/
Total Quality Construction
http://www.mailbase.ac.uk/lists-p-t/total-quality-construction/
Directory for UK Higher Education Administrators
http://www.mailbase.ac.uk/juga/
Information Technology and SoftwareThe following sites are maintained by shared-interest groups, to discuss and to promote the use and researchof IT in design, construction and property.
Construct IT
http://www.mailbase.ac.uk/lists/construct-it/
BRE – Centre for Construction IT
http://www.bre.co.uk/
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Sources of Internet Links – HE Sector, Advisory and CommercialList of world-wide construction sites of HE, advisory and commercial sector organisations.
HE Sector
UK University Web Sites
http://www.bham.ac.uk/documents/ukuwww.html
Edinburgh Engineering Virtual Library – listing of building engineering and surveying internet sites.
http://www2.eevl.ac.uk/browsepage
Heriot-Watt University, Edinburgh – listing of construction industry internet sites.
http://www.hw.ac.uk/bdgWWW/intlink.htm
Napier University, Edinburgh – listing of construction industry internet sites.
http://www.bs.napier.ac.uk/www/construction.html
BIDS – Bath Information and Data Services
http://www.bids.ac.uk/
ICONDA – International Construction Database
http://www.hw.ac.uk/libWWW/irc/datasets/iconda.html
Advisory Organisations
BRE – American and Canadian Construction-related Organisations
http://www.bre.co.uk/org/usa.html
BRE – Australasian Construction-related Organisations
http://www.bre.co.uk/org/austral.html
BRE – European Construction-related Organisations
http://www.bre.co.uk/org/europe.html
BRE – International Construction-related Organisations
http://www.bre.co.uk/org/intl.html
BRE – Middle Eastern Construction-related Organisations
http://www.bre.co.uk/org/mideast.html
BRE – UK Construction-related Organisations
http://www.bre.co.uk/org/uk.html
Other Construction Sources
http://www.bre.co.uk/org/inf/bld.html
Other General Sources
http://www.bre.co.uk/org/inf/sci.html
Other Organisations
http://www.bre.co.uk/org/default.html
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Commercial
Building Information Warehouse – various listings, including a professional register, contracting index andproduct manufacturers’ index.
http://www.biw.co.uk/
Construction Information Signpost –index of architecture and construction internet sites.
http://helios.bre.co.uk/
UK Building Resources – listing of UK building internet resources.
http://www.ukbrp.co.uk/
Facilities Management
HE Sector
Centre for Facilities Management
http://www.cfm.strath.ac.uk/
Fmeducation – facilities management site for education sector
http://www.fmed.org.uk/
Unit for Facilities Management Research
http://www.shu.ac.uk/schools/urs/ufmr/resource.htm
Professional and Commercial
British Institute of Facilities Management – details of Institute activities and membership.
http://www.bifm.org.uk/
Facilities Management Directory – classified directory of UK facilities management companies and relatedservices.
http://www.fmd.co.uk/
Books and References
The Construction Net – written guide to on-line information sources for the construction industry.
http://www.efnspon.com/spon/construnet.html
Updates of web sites since publication located on:
http://www.efnspon.com/spon/construction.html
On-line Electronic Publications
Estates Today – directory of property and construction industry professionals, news, reference materials andservices.
http://www.estatestoday.co.uk/
On-line Database Sources
BIDS – Bath Information and Data Services
http://www.bids.ac.uk/
ICONDA – International Construction Database
http://www.hw.ac.uk/libWWW/irc/datasets/iconda.html
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Standards and Guidance Notes
Central Unit on Procurement – various guidance notices relating to building procurement issues.
http://www.hm-treasury.gov.uk/pub/html/docs/cup/main.html
Discipline Network in Building Management – sponsored by the DfEE to promote techniques and practices toimprove standards in building education.
http://info.lboro.ac.uk/departments/cv/research/building/ciob/contents.html
Fire Net – electronic homepage of the British Fire Service. Directory of British fire-related associations andtraining establishments. Guidance on UK fire safety legislation is also provided.
http://www.fire.org.uk/
Health & Safety
http://www.ciob.org.uk/hs.htm
Health and Safety in the Workplace – guidance and advice on health and safety issues.
http://www. open.gov.uk/hse/pubns/workplac.htm
National Building Specification (NBS) – a directory of products and services.
http://www.nbsservices.org.uk/
Quality Network – directory of resources covering quality, environmental and safety management.
http://www.quality.co.uk/
Standards Database – ILI – internet ordering service of standards published by ASHRAE, BS, IEEE, SAE, etc.
http://www.ili.co.uk/
Stationery Office (HMSO) – list of enactments and statutory instruments
http://www.hmso.gov.uk/
Government and Agency Bodies
The Buying Agency – details of product groups and services.
http://www.open.gov.uk/tba/menu.htm
CCTA Government Information Service – organisational and functional links to central and localgovernment, government agencies and other organisations.
http://www.open.gov.uk/
Department for Trade & Industry (DTI) – business support services.
http://www.dti.gov.uk/
Environment Agency
http://www.environment-agency.gov.uk/
Stationery Office (HMSO)
http://www.hmso.gov.uk/
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Research GroupsCurrent research areas and links to other sites.
Centre for Facilities Management
http://www.cfm.strath.ac.uk/
Database of Research on Energy Use in Buildings – site sponsored by the Department of the Environment,Transport and the Regions (DETR).
http://helios.bre.co.uk/erdb/doe.html
Unit for Facilities Management Research
http://www.shu.ac.uk/schools/urs/ufmr/resource.htm
Non-UK Sources
Professional Bodies
American Society-Heating, Refrigerating, Air-Conditioning Engineers (ASHRAE)
http://www.ashrae.org
Association of Higher Education Facilities Officers (APPA)
http://www.appa.org/
HE Sector Sources
Lund University – Lund Institute of Technology – listing of building and civil engineering journals and weblinks.
http://www.ldc.lu.se/lthvbibl/tidskr-www.htm
Master List of Physical Plant WWW Pages
http://www.pp.okstate.edu/plants/index.htm
University of Alaska Fairbanks – example of a mission statement for building services, and buildingmaintenance request documentation.
http://gilligan.uafadm.alaska.edu/pplant/
Missouri University – example of building services departmental newsletter.
http://www.missouri.edu/~cfwww/pub.htm
University of Nevada – listing of architecture and building web resources.
http://www.nscee.edu/unlv/Libraries/arch/rsrce/webrsrce/index.html
Other Sources
Environmental Building News – on-line environmental design, construction and building managementjournal.
http://www.ebuild.com/
FM Datacom – information and data for facilities planning and management; including facilities projectprofiles (a searchable database of over 1000 building projects, giving details of owners, locations, costs, types,construction dates, sizes, uses and consultants).
http://www.fmdata.com/
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Facilities Management Link - on-line information and data service for facilities planning and management.
http://www.fmlink.com/
FacilitiesNet – on-line building management information, including building maintenance journals.
http://www.facilitiesnet.com/
Today’s Facilities Manager – monthly magazine with links to other web sites.
http://www.tfmgr.com/tfm/index.html
Green Building Information Council – a Canadian non-profit organisation which disseminates informationabout energy and environmental issues in the building sector.http://greenbuilding.ca
Public Private Partnering- Canadian web site for information on public and private partnering. Database ofover 400 projects, with links to other web sites.
http://www.ppp.beyondgov.ca/
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Notes
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10.4 Checklists and SchedulesThe following checklists and schedules also form part of this guide and are available to institutions on theHEFCE’s web site at http://www.hefce.ac.uk/docs/initiat/current/vfm.htm.
A. Maintenance Strategy – Checklist 90 - 93
B. Governing Committee Terms of Reference – Checklist 94
C. Condition Surveys – Checklist 95 - 97
D. Planned Maintenance Programme – Checklist 98 - 99
E. Component Life Cycle – Schedule 100 - 105
F. Repair or Replace Decision – Checklist 106 - 109
G. Computer Databases – Checklist 110 - 111
H. Building Maintenance Staff (Job Description) – Checklist 112 - 115
I. Safety Checklist (Non-Estates Staff) 116 - 119
J. Building Maintenance Contracts – Schedule 120 - 123
K. Building Maintenance Manual – Checklist 124 - 127
L. Building Maintenance Operating Manual – Checklist 128 - 131
M. Performance Benchmarks – Schedule 132 - 133
N. A Way Forward (Key Tasks) – Checklist 134 - 144
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Checklist AMaintenance StrategyThe institution should consider whether its maintenance strategy is adequate by comparing it with thefollowing checklist. The following are only some suggested matters that could be included as part of amaintenance strategy. The checklist should be modified, as necessary, to meet the specific requirements of theinstitution, and any additional items should be identified by the building management review group.
Matters Present Arrangements Actions
Maintenance Policy
• A mission statement by theinstitution that defines the overallframework and the approach to beadopted in support of its corebusiness activities through buildingmaintenance arrangements.
• Key objectives identified within thecorporate business plan, the estatesstrategy and other relevant strategicdocuments, to be delivered bybuilding maintenance arrangementsapproved by the institution.
• Standards to be adopted by theinstitution for maintaining thebuilding fabric and installed servicesfor each academic, social andresidential area, in order to supportthe core business activities.
• Arrangements to identify andintegrate the maintenancecontribution deliverable by otherbuilding works (ie, both major andminor, planned and reactive) andstatutory and other health and safetyrequirements.
• The governing committee’s structure and terms of reference (see Checklist B – GoverningCommittee’s Terms of Reference).
Condition Assessment (see Checklist C)
• Definitions of condition to be used inthe planned maintenanceprogramme.
• Identification of priority issues forbuilding maintenance works.
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Maintenance Strategy (continued)
Matters Present Arrangements Actions
Maintenance Planning (see Checklist D)
• Co-ordination of buildingmaintenance objectives where majorrefurbishment, renewal orreplacement is planned.
• Arrangements regarding thereplacement of key building fabricand installed service elements, takinginto account life expectancy periods.(See Checklist E – Component Life-Cycle Schedule.)
• Impact of space and energymanagement and design criteria onfuture maintenance costs.
• Appropriate frequencies for plannedand reactive building maintenanceworks.
• Identification of the period betweenformal planned buildingmaintenance programme dates (eg, 5 or 10 years).
• Schedule of current and futureproposals for each building andidentified building maintenanceworks.
• Priorities for building maintenancework.
Resource Planning
• Current budget resource allocationmethodology, investment appraisalcriteria, etc.
• Arrangements for the flexing andcarry-over of maintenance budgets inaccordance with the financialrequirements of the institution.
• Arrangements for the carry forwardand reinstating of buildingmaintenance work omitted due tobudgetary or other demands.
• Identification of lease terms forbuilding maintenance on any non-freehold property.
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Maintenance Strategy (continued)
Matters Present Arrangements Actions
Resource Planning (continued)
• Identification of any potentialconflicts over maintenance betweenthe requirements of the institutionand any third parties (eg, landlordswhere leases are held).
• Arrangements regarding buildingworks specified and financed by userdepartments.
Managing the Workload
• Current management responsibilitystructure for building maintenance.
• Arrangements for buildingmaintenance works during termtime.
• Arrangements for reactive buildingmaintenance, including acceptableresponse times.
• Procedures for liaison and noticewhen areas are to be taken out of useduring building maintenancecontracts.
• Arrangements for buildingmaintenance work done by the directlabour force, and work outsourced.
• Arrangements for using consultants,and contracting professional servicesfor condition assessment surveys,maintenance planning, etc.
Getting Good Prices
• Current contract management andpurchasing arrangements forbuildings maintenance supplies andservices (dayworks, term contracts,etc).
• Review of contract managementprocesses, etc.
• Cross-references to the institution’sfinancial regulations and policy ontendering, etc, in respect of buildingmaintenance.
Maintenance Strategy (continued)
Matters Present Arrangements Actions
Evaluating Quality
• Responsibility for monitoring thequality of building maintenancework carried out.
• Performance monitoring criteria, andservice level standards for buildingmaintenance.
• Staff training and guidancearrangements for buildingmaintenance.
The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997(Planned Maintenance Programmes – Guidance Note).
Notes
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Checklist BGoverning Committee’s Terms of ReferenceThe governing committee may be either an existing committee or a management working group, such as thesenior management team, that will undertake responsibility for all building works and related matters such ashealth and safety requirements. The institution should consider whether its present arrangements areadequate. The checklist should be modified, as necessary, to meet the specific requirements of the institution,and any additional items should be identified by the building management review group.
The following objectives should form part of the terms of reference of the governing committee.
Matters Present Arrangements Actions
• To have responsibility for all formsof building work, includingmaintenance and other relatedmatters, such as health and safety.
• To introduce, and update asnecessary, the institution’s buildingmaintenance strategic policy.
• To formulate and fund an investmentprogramme for the undertaking ofall building maintenance worksbased on agreed service levelstandards.
• To introduce and maintain cost-effective ways of providing anddisseminating managementinformation about all buildingmaintenance projects, service levelstandards performance, maintenancecost-benefits, etc.
• To introduce and maintain reviewprocedures to demonstrate value formoney from building maintenancemanagement arrangements.
• To produce an Annual Report.
Notes
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Checklist CCondition SurveysThe institution should consider whether its present arrangements are adequate by comparing them with thefollowing checklist. The checklist should be modified, as necessary, to meet the specific requirements of theinstitution, and any additional items should be identified by the building management review group.
To ensure that the institution obtains adequate information on the existing condition of all its campusbuildings and installed services, it should consider the following.
Matters Present Arrangements Actions
Management and Organisation
• Overall responsibility for thearrangements/process should lie withthe senior management team and/orgoverning committee.
• One project manager should beidentified as responsible for ensuringthe consistency and accuracy of thedata collected.
• Those responsible for inspectionsand collation of data must besuitably experienced people, capableof making accurate judgements ofpresent condition, period to nextmaintenance, life expectancy, cost ofworks, etc.
• All surveyors and engineers shouldfully understand the institution’smaintenance policy in respect of itsimpact on standards, periodsbetween maintenance, etc.
• Training sessions should be set up toensure consistency of approach.
Initial Actions
• An assessment of the cost of thecondition survey should be made,which would also include the costfor special facilities, etc.
• The institution should determinewhether survey assessment will bepart of a rolling conditionassessment process orcomprehensive.
• Access should be provided to allareas and, where necessary, specialfacilities provided for inspection.
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Condition Surveys (continued)
Matters Present Arrangements Actions
Initial Actions (continued)
• Any testing or opening up to becarried out as part of the surveyshould be identified at an early date.
• The likely effect on the use ofbuildings during any investigationwork should be ascertained.
Scope and Coverage
• All properties should be included,even if only minimal work isproposed.
• All external areas should beincluded.
• Foreseeable issues such as disabledaccess, fire precautions, health andsafety measures, etc, should beincluded.
• Basic property information shouldform part of the survey.
• A suitable form for recording sitedata, or by electronic data capture,must be developed and tested.
• The form (or data capture format)should be designed with the plannedmaintenance programme database inmind to minimise input time and thelikelihood of errors.
Collection and Format
• The form should contain a list ofelemental headings to ensureconsistency across all properties andminimise the chances of sectionsbeing overlooked (see RICS – BMICondition Survey 1988).
• Information on building servicesshould be captured in an identical(or at least similar) format.
• The form should identify:
- each element of fabric and services
- present condition (see RICS – BMIcodes)
- remedial work required
- any priority tag.
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Condition Surveys (continued)
Matters Present Arrangements Actions
Collection and Format (continued)
• In addition, information must begathered on:
- unit of measurement
- number or quantity
- frequency of task
- year of execution.
• The form (or an attached checklist)should identify the life expectancy ofeach element.
• The individual specialisms ofbuilding fabric, and mechanical andelectrical services all need to beadequately resourced.
• Attempts should be made on site to identify budget constraints.
The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997(Planned Maintenance Programmes – Guidance Note).
Notes
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Checklist DPlanned Maintenance ProgrammeThe institution should consider whether its present arrangements are adequate. The checklist should bemodified, as necessary, to meet the specific requirements of the institution, and any additional items should beidentified by the building management review group.
The following key guidelines should be encompassed within the planned maintenance programme.
Matters Present Arrangements Actions
• The allocation of items within therolling 10-year programme will bedetermined by:
- present condition (see RICS – BMI codes)
- priority
- cyclical nature of work
- relationship to other items
- need to spread costs
- integration with major refurbishment plans
- availability of labour
- backlog repair and maintenance work.
• General property information shouldbe included, with references to otherrelevant data such as plans,photographs and CAD records.
• The presentation of informationshould follow a standard format fora rolling 10-year period and includethe following:
- building name, reference and location
- element and component details
- condition code
- description of work required
- priority tag identified
- value
- year that work is to be executed.
• Assessment of condition must be consistent and refer to a standard measure defined in the institution’s maintenance strategy.
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Planned Maintenance Programme (continued)
Matters Present Arrangements Actions
• The priority column can be used toidentify:
- urgent items
- cyclical items
- items included in service contracts
- backlog repairs
- legislation compliance.
• Priority assessments should bestandardised by reference to themaintenance strategy and establishedlife expectancy periods.
• The planned maintenanceprogramme should clearly identifypriority work which must be done atall costs.
• Value judgements must be madefrom inspection of the data toensure, for example, that all elementsrequiring access scaffold areprogrammed for the same time.
• A schedule of rates (or other methodof pricing) will be necessary toensure consistency across allbuildings on the estate.
• Links to a cost database will facilitateregular updating of financialinformation.
• Development of the programme willbe a result of considering each itemof repair in the light of the abovedeterminants and the requirementsof the maintenance strategy.
The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997(Planned Maintenance Programmes – Guidance Note).
Notes
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Checklist EComponent Life Cycle ScheduleThe following checklist has been developed with the help of building maintenance staff at the variousinstitutions participating in the study.
The expected economic life of a component can vary in practice because of the interaction between a numberof physical, environmental and operating factors. Higher education institutions may, therefore, find theschedule useful in putting in place planning and financing arrangements that meet their own requirements.
ComponentThe items shown represent the key components to be considered for the building fabric and installedmechanical and electrical services. Institutions may add to the items identified, as necessary, but there isalways a ‘trade off’ between the level of detail in such a schedule – and the time and cost in updating it – andthe practical benefit obtained by the institution.
Expected Life-Cycles (H E Sector)The life expectancy figures shown in the schedule are based on results from feasibility and pilot sitesparticipating in the study. As such, they should be of value and interest to institutions because they are ‘sectorspecific’.
Expected Life-Cycles (Institution)Within this column, institutions may record their own life-cycle intervals, which should help them whendeciding their planning and financing arrangements. This information should be considered with the periodsrecorded by the institution under the next column, Repair or Replace Interval.
Repair or Replace IntervalThe information under this column is ‘institution specific’, and should be considered with the periods in theprevious column. Although not shown separately, the institution should incorporate consideration of risk andpriority in implementing actions to maintain core business activities. Checklist F has been developed to helpinstitutions decide whether to repair or replace.
Expected Expected Life-Cycles Life-Cycles Repair or
Component (HE Sector) (Institution) Replace Interval
Structure
Frame 50-60 years
Pointing/Cladding 25 years
Roofs
Pitched 40 years
Flat 15 years
Windows 30 years
Doors
Power operated 20 years
Cold room 20 years
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Component Life Cycle Schedule (continued)
Expected Expected Life-Cycles Life-Cycles Repair or
Component (HE Sector) (Institution) Replace Interval
Ceilings 20 years
Floor finishes 10 years
Fittings 15 years
Kitchen Equipment
Industrial 15 years
Domestic 10 years
Painting
Exterior 5 years
Interior 6 years
Lifts 30 years
Gas Installations 30 years
Pipework in ducts 20 years
Pipework above ground 25 years
Electrical Installations
Mains (External)
Underground cables, MICC or 30-35 yearsarmoured cables, etc
Overhead lines, PVC sheathed 25 yearscables, etc
Internal Electrics 30 years
Switchgear (Distribution)
Indoor (wiring, distribution 30 yearsboards, sub-circuits, etc)
MCB consumer units, rewirable 25 yearsunits, etc.
Outdoor 25 years
Local isolators, 3-pin socket 15 yearsoutlets, shower sockets, switches, cooker controls, etc
Ductwork, metal 30 years
Electrical rotating machines 25 years
Component Life Cycle Schedule (continued)
Expected Expected Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval
Electrical Installations (continued)
Sewerage ejectors 20 years
Sewerage ejectors (macerator) 5 years
Electrical motors 30 years
Motor control gear and contractor panels 15 years
Machine tools (generally) 30 years
Mechanical equipment controls 10 years(digital and mechanical programmers)
Lights
Internal fittings 20 years
Fluorescent 15 years
Tungsten fitting 10 years
Street fittings 20 years
Bollards, columns and 15 yearsstandards
Globes, spheres and domes 10-15 years
Floodlights 10-15 years
Batteries
Lead acid (static) 8 years
Nickel alkaline 20 years
Alarm Systems 5-10 years
Call points, break glass, etc 15 years
Bells 15 years
Sirens 10 years
Detectors – smoke, 10 yearstemperature, ionisation, etc
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Component Life Cycle Schedule (continued)
Expected Expected Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval
Building Energy 7-10 yearsManagement Control Systems
Water Installations
Pipework in ducts 20 years
Pipework above ground 25 years
Pipes, ABS 30 years
Pipes, PVC, GRP, copper 35 yearstube, stainless steel, plastic, blue poly, etc
Hot Water Supply 20 years
Tanks
Water, galvanised steel 15 years
Water, plastic 25 years
Water, GRP 30 years
Water, stainless steel, copper 35 years
Oil storage, steel 25 years
Drainage/plumbing 25 years
Heating Installations 30 years
Boilerhouse Installations
Cast iron sectional boilers 25-30 years
Mild steel welded boilers 15-25 years
Mild steel welded boilers 10-15 years(light design)
Boilers
Cast iron sectional boilers 20-25 years
Mild steel welded boilers 15-20 years
Mild steel welded boilers 10-15 years(light design)
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Component Life Cycle Schedule (continued)
Expected Expected Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval
Heating Installations (continued)
Burners
Pressure jet 15-20 years
Atmospheric 20 years
Automatic stokers 10-15 years
Boiler refractories 8 years
Boiler tubes 8 years
Flues
Mild steel 8-15 years
Stainless steel 25 years
Pumps
Centrifugal 20-25 years
In-line 10 years
Submersible 20 years
Controls 10 years
Pipework and Fittings
Internal steel 20-30 years
External steel buried 10-15 years
Internal copper 25-30 years
Cast iron 40 years
Insulation and Coatings
Mineral wool/glass fibre – 35 yearsslabs/quilts
Polystyrene, etc 35 years
Internal 25 years
External 15 years
Buried 10 years
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Component Life Cycle Schedule (continued)
Expected Expected Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval
Heating Installations (continued)
Valves
Iron 20 years
Hand/servicing valves 25 years
Bronze 25 years
Air admittance valves – 20 yearsPVC(U), ABS
Glanded 20 years
Glandless 25 years
Float valves 10-15 years
Space Heating
Cast iron radiators 20-25 years
Steel panel radiators 10-15 years
Fan convectors 15-20 years
Calorifiers/Heat 20 yearsExchangers (copper)
Ventilation Installations 25 years
Fans
Axial 15 years
Centrifugal 20 years
Propeller 10 years
Site Roads 12 years
Notes
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Checklist FRepair or Replace DecisionThis checklist is designed to help institutions decide whether to repair or replace building fabric, installedequipment and service elements and components. The checklist should be modified, as necessary, to meet thespecific requirements of the institution, and any additional items should be identified by the buildingmanagement review group.
Considerations Options Repair* Replace*
Age: Consider the age of the element/component in relation to its expected economic life.
Age is less than expected economic Consider repair, if condition is very life (2-5 years)/(5-10 years) satisfactory.
Age is at or close to expected Consider repair and/or partial economic life (+/− 18 months) replacement, if condition is satisfactory
in part.
Age is more than expected Consider replacement, if condition is economic life (2-5 years)/ very unsatisfactory.(5-10 years)
Condition:
Assess the current condition, as well as any underlying trend in condition, of the element/component in relation to its operating performance.
Current overall condition, and the Continue to repair as necessary. Priority underlying condition trend, is very is low.satisfactory and consistent
Current condition, and the Consider repair and/or partial underlying condition trend, is replacement. Priority is medium satisfactory in part and therefore to high. Repair as generally subject to qualification (which required, but consider replacing should be stated, either in regard worst parts and, if appropriate, to the element’s/ component’s start to plan for replacement in condition and/or its rate of part, or complete. If the rate of deterioration) deterioration indicates, then
appraise condition more frequently. If repair is not cost-effective, then replace.
Current overall condition, and the Replace as a high priority.underlying condition trend, is very unsatisfactory (giving cause for concern that the trend in the rate of deterioration is rapid and/or hazardous and/or liable to contravene legislation)
* Tick one box only, per section
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Repair or Replace Decision (continued)
Considerations Options Repair* Replace*
Maintenance costs:Ascertain the current level of maintenance expenditure on the element/component as a proportion of its capital cost, and whether life-cycle costs indicate that replacement provides clear cost-benefits.
Maintenance costs are low Continue to repair.
Maintenance costs are average Consider repair and/or partial replacement. Repair as generally required, but consider replacing worst parts and, if appropriate, start to plan for replacement in part, or complete. If the rate of deterioration indicates, then appraise condition more frequently. If repair is not cost-effective, then replace.
Maintenance costs are high Replace, if life-cycle costing indicates positive cost-benefits.
Energy cost-benefits:Identify the current level of energy consumption cost of the element/component as a proportion of its operating costs, and whether energy cost-savings indicate that overall replacement is cost-effective.
Energy cost-benefits are high Replace, if positive cost-benefits indicated.
Energy cost-benefits are average Consider repair and/or partial replacement, as appropriate.
Energy cost-benefits are low Continue to repair.
Technology and design opportunities:Evaluate the continued ‘fitness for purpose’ of the element/component and whether developments in technology and design indicate that overall replacement provides clear cost-benefits.
Fitness for purpose is very Continue to repair.satisfactory
Fitness for purpose is satisfactory Consider repair and/or partial replacement, as appropriate.
Fitness for purpose is unsatisfactory Replace.
* Tick one box only, per section.
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Repair or Replace Decision (continued)
Considerations Options Repair* Replace*
Spare parts availability and cost:
Confirm that spare parts for the element/component are readily available at a reasonable cost.
Spare parts are readily available at Consider repair, if other factors indicatea reasonable cost cost-benefits.
Spare parts are not readily Replace, even if other factors indicate available at a reasonable cost otherwise. Circumstances would indicate
that advances in technology, etc, have taken place.
Other Comments:
* Tick one box only, per section.
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Summary
FinalConsiderations Findings1 Risk2 Priority3 Decision
Age
Condition
Maintenance costs
Energy costs
Technology and design
Spare parts
Actions
Supplier
Purchase Order No
Date
Signed: Date:
Notes
1 Indicate findings, whether repair or replace, for each of the completed sections above.2 On a scale of 1-5, where 5 is greatest.3 On a scale of 1-9, where 9 is highest.
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Checklist GComputer DatabasesThe institution should consider whether its present arrangements are adequate by comparing them with thefollowing checklist. The checklist should be modified, as necessary, to meet the specific requirements of theinstitution, and any additional items should be identified by the building management review group.
The requirements of a database-driven planned maintenance programme should include the ability to do thefollowing tasks.
PresentFuture Requirements
Matters Arrangements Essential Necessary Desirable
• Give a unique reference for each element (eg, roofs, walls, boilers, etc).
• Group items by element and within locations, (eg, campus, building, faculty, school, department).
• Indicate a ‘priority’ tagging.
• View on screen and in hard copy form the planned maintenance programme, and manipulate the data as required.
• Produce information in a range of graphic formats against a variety of reports.
• Analyse and profile information.
• Manipulate data easily in order to ‘smooth’ peaks and troughs of expenditure or to react in other ways to financial pressures.
• Pose ‘what if’ scenarios when constructing budgets or when indicating priorities.
• Extract financial information and other data by element or by location.
• Extract unit costs for benchmarking purposes and express as a percentage or ratio, in relation to the gross internal area of a building or complex, or to student numbers, etc.
• Update all information held within related multiple files easily from single file input sources.
Computer Databases (continued)
PresentFuture Requirements
Matters Arrangements Essential Necessary Desirable
• Provide links to update the schedule(s) of rates (prices) separately and then to update the planned maintenance programme automatically – as and when required.
• Ability to update all other costs on a consistent basis.
• Ability to store historic data for monitoring and feedback, and to inform future budgeting and management information.
The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997(Planned Maintenance Programmes – Guidance Note).
Notes
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Checklist HBuilding Maintenance Staff (Job Description)The following is a broad listing of roles and responsibilities for the institution’s building maintenance team,based on the requirement for an appropriate blend of specialist technical expertise, practical knowledge andgeneral management skills. Also, the need for team members to liaise with other staff will vary, depending ontheir specific roles and responsibilities.
The institution should consider whether its present arrangements are adequate by comparing them with thefollowing checklist. The checklist should be modified, as necessary, to meet the specific requirements of theinstitution, and any additional items should be identified by the building management review group.
Part of PresentKey Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Maintenance Policy
• Overseeing the formulation andimplementation of a strategicmaintenance framework andfunded building maintenancepolicy. Ensuring that such adocument is integrated with theaims and objectives of otherstrategic documents covering corebusiness activities, spacemanagement and theenvironment.
• Introduction of service levelstandards relating to key buildingmaintenance arrangements andprocedures.
Condition Assessment
• Maintenance of comprehensiveand up-to-date property registersand surveys and record systems.
• Organisation of comprehensiveand selective conditionassessment surveys of campusbuildings and installed services,as and when required.
• Analysis of survey data,dissemination of timelymanagement information andupdating of maintenanceprogrammes.
• Introducing and updating operational proceduraldocuments and statements ofgood practice regarding capitalbuilding and maintenance work.
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Building Maintenance Staff (Job Description) (continued)
Part of PresentKey Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Maintenance Planning
• Administration of arrangementsrelating to single and multi-project building programmes,including design considerations,new build, etc.
• Identifying suitable opportunitiesfor cost-effective buildingmaintenance projects, whether innew or existing premises.
Resource Planning
• Use of financial, planning, spacemanagement and buildingdevelopment systems; includingthe indication of building workpriorities.
• Use of diagnostic and problem-solving systems and techniques;including the establishment ofinvestment appraisal criteria anddocumentation; and theassessment of risk to corebusiness activities.
• Formulating an investmentprogramme for the funding ofcost-effective buildingmaintenance works, to satisfy theshort, medium and long-termobjectives of the institution.
• Provision of timely managementinformation about buildingmaintenance performance andcost-benefits.
Managing the Workload
• Implementation of maintenancesystems for all buildings andinstalled services for bothplanned and reactivemaintenance.
• Introduction of building andengineering control systems.
• Compliance with legislation relating to contracts, property, working conditions and employment.
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Building Maintenance Staff (Job Description) (continued)
Part of PresentKey Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Managing the Workload(continued)
• Introducing and maintainingeffective ‘good housekeeping’ andplant operating practicesthroughout the institution.
Getting Good Prices
• Management of environmental,energy, freehold and leaseholdinterests, insurances, building andsupply procurement contracts formaterials and services; andrelated processes/systems.
• Undertaking periodic contractmanagement and procurementreviews of building works.
• Introducing and maintainingreview procedures to demonstrateto the institution’s seniormanagement and other relevantstaff, that building maintenancearrangements give value formoney.
Evaluating Quality
• Identifying the institution’straining needs for buildingmaintenance-related skills andunderstanding.
• Identification and introduction ofbuilding maintenance trainingpolicy and programmes.
• Possession of interpersonal,communications, man-management and risk evaluationskills.
• Promotion of buildingmaintenance guidance and adviceto staff and students.
• Undertaking audit and validation functions regarding quality, standards, and compliance with legislation, statutory regulations and procedures.
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Building Maintenance Staff (Job Description) (continued)
Part of PresentKey Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Evaluating Quality (continued)
• Identifying and reporting tomembers of the governingcommittee and seniormanagement team, performancebenchmarks for planned andreactive maintenance relating tostandards, investment, planningand staff.
Summary
Team Post-holder(s) Review Findings* Actions
Estates management team
Building surveyors and designproject staff
Mechanical and electricalengineers
Maintenance managers andsupervisors
Maintenance, caretaking,cleaning, porters, security andother support staff
* Comparison of team post-holders’ responsibilities and duties with key tasks, and updating job descriptions.
Actions
Team Post-holder(s)
Job Descriptions
Notes
Signed: Date:
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Checklist ISafety Checklist (Non-Estates Staff)This checklist is designed for non-maintenance staff, such as caretakers, cleaners and so on, to help themundertake periodic visual, aural and physical safety and operation checks of mechanical and electricalservices, in the place of more qualified maintenance staff. As a result, the maintenance staff are available totackle other tasks requiring their professional training. Appropriate training must be given to the non-maintenance staff involved.
The checklist should be modified, as necessary, to meet the specific requirements of the institution, and anyadditional tasks should be identified by the building management review group.
Checks Daily Weekly Monthly Comments
Boilerhouse/Plant Room
Safety/Security Checks
- Work access/environment (maintenance)
- Safety guards, panel doors/coverings
General Checks
- Noise levels (excessive/abnormal)
- Pressure/temperature gauges (settings/movements)
Control Panels
- Indicator lamp failures
- Selector switches status
Timing Devices
- Correct settings, rotation of operating plant in service
Thermostats
- Correct settings
Operating Plant
- Boilers, pumps, fans, calorifiers
- Insulation (covers, jackets)
- Overheating (pumps, fan motors)
- Ventilation (grilles/louvres)
- Vibration (pumps, fan motors)
- Leaks/Staining (storage tanks, hoses, joints, seals, glands, connections)
Safety Checklist (Non-Estates Staff) (continued)
Checks Daily Weekly Monthly Comments
Boilerhouse/Plant Room(continued)
Operating Plant (continued)
- Drive belts (tension, wear,alignment)
- Pipework (drainage, venting,support brackets)
Storage Tanks
- Operation of float valves,vents/overflows,
- Check expansion tanks, fluid levels, gauges
System Checks
Safety Checks
- Leaks (pipework, valves,radiators)
- Security of fixings/fittings
- Corrosion
- Operation of safety valves,thermostats
- Component Damage
Operating Plant
- Positive shut-off on taps andvalves
Doors Security
- Boilerhouse
- Control panels/coverings
- Fan convectors
Inspection and Tests
Functional Tests
- Alarms (fire, intruder)
- Emergency lighting
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Safety Checklist (Non-Estates Staff) (continued)
Checks Daily Weekly Monthly Comments
Inspection and Tests (continued)
Functional Tests (continued)
- Miniature circuitbreakers/residual currentdevices
- ‘Stop’ button systems
- Lifts, mechanical services andother control systems
Safety Checks/DamageInspections
- Portable appliances
- Emergency power (batteries)
- Lifts
Notes
Notes
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Checklist JBuilding Maintenance Contracts – ScheduleThe institution should consider whether its present arrangements are adequate by comparing them with thefollowing checklist. The checklist should be modified, as necessary, to meet the specific requirements of theinstitution, and any additional items should be identified by the building management review group.
Variation Suitable for Contractof Contract Building Building Values
Issuing Contract Form Contract Maintenance used by the Body Contract Form Type Available Values Work Institution
JCT Joint Contracts Tribunal Lump sum Yes AnyStandard Form of Building Contract 1980
JCT JCT Intermediate Form of Lump sum Yes £ 2MBuilding Contract for Works of Simple Content (1984)
JCT JCT Agreement for Minor Lump sum Yes £ 250K YesBuilding Works 1980
JCT JCT Standard Form of Tender Lump sum £ 10K Yesand Agreement, Conditions of Contract for Building Works of a Jobbing Character 1990
JCT JCT Standard Form of Measured YesBuilding Contract with Approximate Quantities 1980
JCT JCT Standard Form of MeasuredMeasured Term Contract 1989
JCT JCT Prime Cost Contract Cost plus1992
JCT JCT Standard Form of Design/ £ 5MBuilding Contract with BuildContractor’s Design 1981
JCT JCT Standard Form of Design/Building Contract with BuildQuantities 1980, Contractor’s Designed Portion Supplement 1981
JCT JCT Standard Form of ManagedManagement Contract 1987
JCT JCT Standard Works Contract Managedbetween the Management Contractor and the various Works Contractors
Building Maintenance Contracts – Schedule (continued)
Variation Suitable for Contractof Contract Building Building Values
Issuing Contract Form Contract Maintenance used by the Body Contract Form Type Available Values Work Institution
JCT JCT Construction ManagedManagement Agreement 1996
ICE Institution of Civil Engineers MeasuredConditions of Contract and Forms of Tender, Agreement and Bond for use in connection with Works of Civil Engineering Construction
ICE Institution of Civil Engineers Measured YesConditions of Contract for Minor Works 1988
ICE Institution of Civil Engineers Design/Design and Construct Build
ICE Institution of Civil Engineers Variable Yes YesEngineering and Construction Contract
GC/W General Conditions of Lump sumGovernment Contracts for Building and Civil Engineering Standard Form of Contract – Lump Sum with Quantities GC/Works/1 (1989)
GC/W General Conditions of Lump sumGovernment Contracts for Building and Civil Engineering Works GC/Works/2
ACA Association of Consultant Lump sum YesArchitects Form of Building Agreement 1982
ASI Architects and Surveyors Lump sum Yes YesInstitute FAS Forms of Contract
BPFS Forms of Contract adapted Design/for use with the British BuildProperty Federation System for Building Design and Construction
121
122
Building Maintenance Contracts – Schedule (continued)
Variation Suitable for Contractof Contract Building Building Values
Issuing Contract Form Contract Maintenance used by the Body Contract Form Type Available Values Work Institution
SBCC Scottish Building Contract Lump sum YesCommittee Forms of Contract
JCLI Joint Council for Landscape Lump sum YesIndustries Agreement for Landscape Works
NFDC National Federation of Lump sumDemolition Contractors Standard Form of Contract
Notes
123
Notes
124
Checklist KBuilding Maintenance ManualThe following are some items to be included in a building maintenance manual. The checklist should beadapted as necessary, according to the circumstances of the institution, by the building management reviewgroup.
Suggested Contents Present Arrangements Actions Required
Introduction• Scope and coverage of the manual
• Users of the manual
• Amendments and revisions to the manual
Strategic Policy Arrangements (Checklist A)
Maintenance Strategy
• Mission statement
• Aims and objectives
• Service level standards – definitions
• Co-ordination of capital building andmaintenance programmes
• Legislation, statutory regulations andstandards – impact
• Governing committee – terms of reference(Checklist B)
Condition AssessmentArrangements (Checklist C)
• Condition surveys – scope/definition
• Periodic inspections – coverage/definition
• Condition survey – data collection/analysis
• Validation arrangements – review process
• Risk assessment – categories/definition
• Priority evaluation – categories/definition
Maintenance PlanningArrangements(Checklist D)
• Planned maintenance programme – process
• Design, space management, legislation andstatutory regulations, service levelstandards – co-ordination of imperatives
• Identification of current and futurebuilding works – processes
• Maintenance records – sources, seeChecklist L – Operating Manual
125
Building Maintenance Manual (continued)
Suggested Contents Present Arrangements Actions Required
Resource Planning ArrangementsEstates Management Information Systems
• Systems descriptions, input/outputprocesses, report writer
Budgetary Control
• Budget resource allocation process, long-term maintenance funding, investmentappraisal
Managing the WorkloadArrangementsStaff
• Delegated authority levels
• Roles and responsibilities
• Job descriptions
Consultants
• External surveyors and property servicesadvisers – terms of appointment, briefings
Contractors
• Terms of appointment, works orders
Landlord/Tenant/User Department Relations
• Liaison and reporting processes
Getting Good Prices ArrangementsTenders and Quotations
• Code of practice on tendering
• Guidance on quotations
• Supplier appraisal
• Review of processes
Contracts
• Guidance on contract law
• EC legislative requirements
• Types of contract
• Purchase order – standard terms andconditions
• Contract reviews
• Review of processes
Purchasing Database
• Purchasing research
• Supplier database
126
Building Maintenance Manual (continued)
Suggested Contents Present Arrangements Actions Required
Getting Good Prices Arrangements(continued)Contract and Purchasing Management –Maintenance
• Negotiation
• Monitoring
Capital Equipment and Building Works
• Specialist terms and conditions –maintenance
Documentation
• Equipment requisition
• Research project costs
• Contracts
• Tenders
Evaluating Quality ArrangementsService Level Standards
• Customer surveys, liaison arrangements
• Notification of maintenance works, reviewof processes
Performance Monitoring – Maintenance
• Performance criteria
• Reporting arrangements
Staff Training
• Training objectives, departmental andindividual training programmes and plans,review of arrangements
Notes
127
Notes
128
Checklist LBuilding Maintenance Operating ManualThe following are some items to be included in a building maintenance operating manual. The checklist isprimarily intended for the maintenance of mechanical and electrical installations, but could be extended toother maintenance items. It should be adapted as necessary, according to the circumstances of the institution,by the building management review group.
Suggested Contents Present Arrangements Actions Required
IntroductionScope and coverage of the manual
Overview description of the installation
Users of the manual
External contractors
In-house maintenance staff
Caretaking and other support staff
User department staff
Amendments and revisions to the manual
Authorisation of amendments
Timing of updates
Description of InstallationLocation
Names, addresses and other details – designer, manufacturer, supplier, installation contractor and subcontractors
Defects liability period – details of known hazards
Safety precautions requirements
Date of practical completion
Design and Operating Specification and Requirements
Operating specifications
Interlocks between plant equipment items
Utility services connections/requirements
Anticipated economic life
Planned operating efficiency
Life-cycle costs and maintenance considerations
Equipment ScheduleEquipment details
Control system details
Serial numbers of parts
129
Building Maintenance Operating Manual (continued)
Suggested Contents Present Arrangements Actions Required
Operation of PlantControl data – location, set points, control sequence of equipment
Starting-up, shutting down, running under normal and emergency conditions – procedures and instructions
Testing, adjustments, calibration and overhauls
Lubrication – operations and frequency cycles
Special tools and test equipment
Safety checks and precautions
Lubrication –SchedulePlant and equipment items
Lubricant type
Frequency of lubrication
Method of application
MaintenanceMeans of isolating ,disconnecting and returning to service operation – plant equipment
Maintenance operations and frequency cycles
Lubrication operations and frequency cycles
Testing, adjustments, calibration and overhauls
Special tools and test equipment
Safety checks and precautions
InspectionsSafety checks, testing, adjustments, calibration, lubrication, overhauls, etc by:
- External contractors
- In-house maintenance staff
- Caretaking and other support staff
- User department staff
Fault FindingNature of deterioration/defects to be identified
Guidance/diagnosis and correction instructions
Safety checks and precautions129
130
Building Maintenance Operating Manual (continued)
Suggested Contents Present Arrangements Actions Required
Emergency ProceduresEmergency procedures and instructions – fire, storms, flooding
Contact names and addresses, telephone/fax numbers
Emergency services
Location of safety equipment
Rendering equipment safe
Index of Installation Maintenance Plans, Drawings and Records
Manufacturer/supplier – equipment and other installation and services details
Guarantees – period for warranty, other conditions
Drawings – design and ‘as fitted’ data
Settings – technical ratings and control points
Commissioning and test records
Details of local and public authority consents
Insurance inspection, safety and fire certificates
Maintenance logbooks
Work (job/cost) records
Parts identification/spare parts list
Notes
131
Notes
Checklist MPerformance BenchmarksTo support the strategic framework outlined in the National Report and Management Review Guide,institutions should identify performance indicators for their planned and reactive maintenance arrangements.The following schedule gives examples of how specific performance indicators could be developed forbuilding maintenance.
The checklist should be modified, as necessary, to meet the specific requirements of the institution, and anyadditional indicators should be identified by the building management review group. A separate study hasbeen commissioned by the Funding Councils (Estates Management Statistics), to provide further guidance andexamples to institutions of performance indicators for estates services.
StandardsObjective
• To monitor the effectiveness of the building maintenance arrangements, which are linked to supportingcore business objectives through service level delivery.
Examples
Building and services condition Percentage of estate – Condition A (RICS)percentage analysis Percentage of estate – Condition B
Percentage of estate – Condition C
Percentage of estate – Condition D
Maintenance job percentage analysis By job priority
By number of days outstanding
Statutory work ratio = Ratio of statutory work spend to total maintenance spend*
Measured term contract ratio = Ratio of measured term contract spend to total maintenance spend*
InvestmentObjective
• To monitor the level of investment applied to maintain the institution’s estate to specified standards.
Examples
Investment percentage =Actual maintenance spend
× 100Total revenue spend*
Investment per m2 =Actual maintenance spend
Gross internal area
Investment per student =Actual maintenance spend
Student FTEs
Investment per staff = Actual maintenance spend
Staff
132
* Alternatively, depreciated replacement values, insurance values or existing use market values could be used, but choose one only
133
PlanningObjective
• To monitor the actual level of building maintenance undertaken against planned levels of maintenanceactivity.
Examples
Planned maintenance percentage =Actual planned maintenance spend
× 100Planned maintenance spend
Planned maintenance ratio = Ratio of planned maintenance spend to reactive maintenance spend
StaffObjective
• To monitor the allocation of human resources appropriate to delivering the planned level of buildingmaintenance by a trained workforce.
Examples
Direct labour organisation percentage =DLO maintenance spend
× 100Total maintenance spend*
Maintenance Workforce Ratio = Ratio of DLO maintenance spend to external contractors maintenance spend
Estates staff training Number of training days
Number of staff FTEs
Cost of Training Days
Number of staff FTEs
Notes
* Alternatively, depreciated replacement values, insurance values or existing use market values could be used, but choose one only
134
Checklist NA Way Forward – Key Tasks
Init
ial A
ctio
nsB
oth
the
key
task
san
d th
e ti
me
peri
ods
iden
tifi
ed a
re in
dica
tive
onl
y. I
nsti
tuti
ons
may
fin
d th
em h
elpf
ul in
sup
port
ing
the
revi
ew a
ctio
ns a
nd p
roce
sses
out
lined
in t
he M
anag
emen
t R
evie
w G
uide
.
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 0
- 3
Mon
ths
Init
iate
a m
anag
emen
t re
view
of
the
inst
itut
ion’
s cu
rren
t ar
rang
emen
ts a
nd
proc
edur
es f
or b
uild
ing
mai
nten
ance
usi
ng t
he g
uida
nce
prov
ided
by
the
Hig
her
Edu
cati
on F
undi
ng C
ounc
ils (
ie, t
he N
atio
nalR
epor
t an
d M
anag
emen
t R
evie
wG
uide
).
Peri
od 3
- 6
Mon
ths
Ens
ure
that
a s
tand
ing
com
mit
tee
and/
or m
anag
emen
t gr
oup
has
long
-ter
m t
rust
ee
and/
or e
xecu
tive
res
pons
ibili
ty f
or b
uild
ing
mai
nten
ance
mat
ters
. (T
his
is r
efer
red
to
as t
he g
over
ning
com
mit
tee,
and
may
be
the
seni
or m
anag
emen
t te
am o
r ot
her
sim
ilar
gove
rnin
g bo
dy o
r re
sour
ce c
omm
itte
e.)
For
exam
ple,
rev
iew
and
upd
ate
as
nece
ssar
y it
s m
embe
rshi
p an
d te
rms
of r
efer
ence
.
Est
ablis
h a
build
ing
man
agem
ent
revi
ew g
roup
(B
MR
G)
to u
nder
take
a s
hort
-ter
m
man
agem
ent
revi
ew o
f th
e in
stit
utio
n’s
build
ing
mai
nten
ance
arr
ange
men
ts. F
or
exam
ple,
det
erm
ine
its
mem
bers
hip
and
term
s of
ref
eren
ce –
to
be a
ppro
ved
by t
he
gove
rnin
g co
mm
itte
e. I
dent
ify
any
need
for
inpu
t by
the
inst
itut
ion’
s pr
ofes
sion
al
advi
sers
.
Eva
luat
e th
e pr
esen
t ar
rang
emen
ts f
or t
he p
erio
dic
cond
itio
n as
sess
men
t of
the
inst
itut
ion’
s es
tate
(ie
, the
sur
veyi
ng, b
y in
spec
tion
and
tes
ting
, of
the
build
ing
fabr
ic
and
the
inst
alle
d m
echa
nica
l and
ele
ctri
cal s
ervi
ces)
. For
exa
mpl
e, o
btai
n an
d
cons
ider
pre
viou
s su
rvey
rep
orts
, ter
ms
of r
efer
ence
, com
preh
ensi
vene
ss o
f su
rvey
,
pres
enta
tion
of
resu
lts,
etc
. Con
side
r th
e de
fini
tion
s ap
plie
d to
ris
k, p
rior
ity,
mai
nten
ance
sta
ndar
ds, c
ondi
tion
cat
egor
ies
for
build
ing
elem
ents
and
com
pone
nts
wit
hin
the
docu
men
t. H
ow e
asily
can
pla
nned
mai
nten
ance
pro
gram
mes
be
upda
ted?
Con
side
r th
e us
e of
the
sur
vey
resu
lts
for
man
agem
ent
info
rmat
ion
purp
oses
and
rep
orts
mad
e to
the
sen
ior
man
agem
ent
team
.
135
A Way Forward – Key Tasks (continued)In
itia
l Act
ions
(con
tinu
ed)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 3
- 6
Mon
ths
(con
tinu
ed)
Con
side
r th
e ef
fect
iven
ess
and
adeq
uacy
of
curr
ent
fund
ing
leve
ls f
or b
uild
ing
mai
nten
ance
. Ide
ntif
y im
prov
emen
ts t
o ex
isti
ng a
rran
gem
ents
reg
ardi
ng s
hort
to
long
-ter
m f
undi
ng o
f m
aint
enan
ce. T
hese
cou
ld in
clud
e im
plem
enti
ng c
oste
d
plan
ned
mai
nten
ance
pro
gram
mes
; the
con
side
rati
on o
f su
ch p
rogr
amm
es in
rela
tion
to
budg
et b
ids
and
allo
cati
on; a
nd r
epor
ts t
o th
e go
vern
ing
com
mit
tee
and
othe
rs b
y th
e he
ad o
f es
tate
s on
the
impa
ct o
f de
ferr
ing
build
ing
repa
irs
and
mai
nten
ance
.
Rev
iew
est
ates
man
agem
ent
info
rmat
ion
syst
ems
(EM
IS)
and
the
inte
rfac
e w
ith
fina
nce
man
agem
ent
info
rmat
ion
syst
ems.
For
exa
mpl
e, u
nder
take
a S
WO
T
anal
ysis
of
pres
ent
EM
IS, s
uch
as jo
b co
stin
g, p
lann
ing,
fix
ed a
sset
, spa
ce
man
agem
ent
and
fina
nce
mod
ules
, and
sum
mar
ise
opti
ons.
Con
side
r fi
nanc
ing
upgr
ades
fro
m f
utur
e m
aint
enan
ce s
avin
gs id
enti
fied
by
havi
ng b
ette
r m
anag
emen
t
info
rmat
ion,
etc
.
Asc
erta
in w
heth
er t
here
are
eff
ecti
ve li
aiso
n an
d m
anag
emen
t ar
rang
emen
ts f
or
build
ing
mai
nten
ance
bet
wee
n th
e es
tate
s de
part
men
t an
d ac
adem
ic a
nd
adm
inis
trat
ive
depa
rtm
ents
. For
exa
mpl
e, c
onsi
der
staf
f ro
les
and
trai
ning
opt
ions
and
upda
ting
job
desc
ript
ions
to
deliv
er a
ny c
hang
es r
equi
red.
Rev
iew
the
pre
sent
arr
ange
men
ts f
or p
urch
asin
g an
d co
ntra
ctin
g bu
ildin
g
mai
nten
ance
wor
ks. F
or e
xam
ple,
com
pare
the
cos
t-ef
fect
iven
ess
of e
xist
ing
cont
ract
ing
arra
ngem
ents
wit
h al
tern
ativ
e fo
rms
(suc
h as
the
ben
efit
s of
cha
ngin
g
from
day
wor
k to
mea
sure
d te
rm c
ontr
acts
). A
lso
iden
tify
any
mai
nten
ance
ser
vice
arra
ngem
ents
tha
t co
uld
be d
eliv
ered
mor
e co
st-e
ffec
tive
ly in
-hou
se.
136
A Way Forward – Key Tasks (continued)In
itia
l Act
ions
(con
tinu
ed)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 3
- 6
Mon
ths
(con
tinu
ed)
Iden
tify
val
ue f
or m
oney
opt
ions
for
pre
sent
ser
vice
leve
l del
iver
y ar
rang
emen
ts f
or
build
ing
mai
nten
ance
. For
exa
mpl
e, c
onsi
der
deve
lopi
ng s
ervi
ce le
vel s
tate
men
ts
and
cond
ucti
ng c
usto
mer
-sat
isfa
ctio
n su
rvey
s. S
ervi
ce le
vel s
tate
men
ts s
houl
d
enco
mpa
ss t
echn
ical
, ope
rati
onal
and
cus
tom
er c
onsi
dera
tion
s in
ord
er t
hat
serv
ice
stan
dard
s ar
e cl
earl
y st
ated
, aff
orda
ble
and
assi
st c
ompl
ianc
e w
ith
legi
slat
ion.
Prep
are
draf
t m
aint
enan
ce s
trat
egy
docu
men
t fo
r bu
ildin
g m
aint
enan
ce, t
o su
ppor
t
the
inst
itut
ion’
s st
rate
gic
and
oper
atio
nal o
bjec
tive
s (i
e, c
orpo
rate
bus
ines
s pl
an,
esta
tes
stra
tegy
, spa
ce a
nd e
nerg
y m
anag
emen
t po
licie
s).
Peri
od 6
- 1
2 M
onth
s
Prep
are
firs
t an
nual
est
ates
rep
ort
for
the
inst
itut
ion,
and
upd
ate
the
man
agem
ent
acti
on p
lan.
Peri
od 1
2 -
24 M
onth
s
Init
iate
re-
run
of b
uild
ing
mai
nten
ance
mat
rix
for
curr
ent
build
ing
mai
nten
ance
arra
ngem
ents
.
Prep
are
seco
nd a
nnua
l est
ates
rep
ort
for
inst
itut
ion,
and
upd
ate
the
man
agem
ent
acti
on p
lan.
Peri
od 2
4 -
36 M
onth
s
Init
iate
re-
run
of b
uild
ing
mai
nten
ance
mat
rix
for
curr
ent
build
ing
mai
nten
ance
arra
ngem
ents
.
Prep
are
thir
d an
nual
est
ates
rep
ort
for
inst
itut
ion,
and
upd
ate
the
man
agem
ent
acti
on p
lan.
137
A Way Forward – Key Tasks (continued)A
ssig
nmen
t of
Res
pons
ibili
ties
Bot
h th
e ke
yta
sks
and
the
tim
epe
riod
sid
enti
fied
are
indi
cati
ve o
nly.
Ins
titu
tion
s m
ay f
ind
them
hel
pful
in s
uppo
rtin
g th
e re
view
act
ions
and
pro
cess
es o
utlin
ed in
the
Man
agem
ent
Rev
iew
Gui
de.
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 0
- 3
Mon
ths
Obt
ain
auth
orit
y fr
om t
he g
over
ning
com
mit
tee
and
com
mit
men
t fr
om t
he
inst
itut
ion’
s se
nior
man
agem
ent
to im
plem
ent
a co
mpr
ehen
sive
and
str
uctu
red
revi
ew o
f th
e bu
ildin
g m
aint
enan
ce a
rran
gem
ents
. Con
firm
wit
h th
e se
nior
man
agem
ent
team
tha
t a
build
ing
mai
nten
ance
man
agem
ent
revi
ew w
ill b
e
unde
rtak
en o
ver
the
next
thr
ee y
ears
.
Peri
od 3
- 6
Mon
ths
Des
igna
te a
gov
erni
ng c
omm
itte
e to
be
resp
onsi
ble
for
the
inst
itut
ion’
s m
aint
enan
ce
stra
tegy
.
Bui
ldin
g m
anag
emen
t re
view
gro
up a
ppoi
nted
to
revi
ew t
he m
anag
emen
t
arra
ngem
ents
for
bui
ldin
g m
aint
enan
ce a
nd t
o pr
esen
t a
repo
rt s
umm
aris
ing
the
find
ings
to
the
gove
rnin
g co
mm
itte
e.
Agr
ee m
embe
rshi
p of
the
rev
iew
gro
up a
nd it
s te
rms
of r
efer
ence
.
App
oint
Cha
ir o
f th
e re
view
gro
up.
Rev
iew
gro
up t
o fo
rmul
ate
mai
nten
ance
str
ateg
y.
Gov
erni
ng c
omm
itte
e to
und
erta
ke r
espo
nsib
iliti
es a
s tr
uste
es a
nd f
or p
olic
y
appr
oval
of
build
ing
mai
nten
ance
arr
ange
men
ts.
Hea
d of
inst
itut
ion
to u
nder
take
ong
oing
exe
cuti
ve r
espo
nsib
ility
for
bui
ldin
g
mai
nten
ance
arr
ange
men
ts.
Dep
artm
enta
l res
pons
ibili
ty(i
es)
for
build
ing
mai
nten
ance
est
ablis
hed
wit
hin
the
seni
or m
anag
emen
t te
am.
138
A Way Forward – Key Tasks (continued)A
ssig
nmen
t of
Res
pons
ibili
ties
(con
tinu
ed)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 3
- 6
Mon
ths
(con
tinu
ed)
Hea
d of
est
ates
to
unde
rtak
e cy
clic
al r
evie
ws
of e
xist
ing
build
ing
mai
nten
ance
cont
ract
s.
Hea
d of
est
ates
to
ensu
re t
hat
all f
utur
e bu
ildin
g pr
ojec
t/re
furb
ishm
ent
spec
ific
atio
ns c
ompl
y w
ith
mai
nten
ance
str
ateg
y pr
ovis
ions
.
Mem
ber
of e
stat
es d
epar
tmen
t to
be
part
of
desi
gn a
nd b
uild
pro
ject
tea
ms
and
to
advi
se o
n bu
ildin
g m
aint
enan
ce a
nd e
nerg
y m
anag
emen
t.
Rev
iew
job
desc
ript
ions
of
all s
taff
res
pons
ible
for
bui
ldin
g m
aint
enan
ce.
Con
side
r th
e ap
poin
tmen
t of
bui
ldin
g m
aint
enan
ce li
aiso
n te
ams
for
each
cam
pus/
build
ing.
Iden
tify
key
gro
ups
of p
eopl
e w
ithi
n th
e in
stit
utio
n th
at c
an c
ontr
ibut
e to
impr
oved
build
ing
mai
nten
ance
arr
ange
men
ts.
Con
side
r ro
le, r
espo
nsib
iliti
es a
nd in
volv
emen
t of
sta
ff a
nd s
tude
nts
in s
uppo
rtin
g
impr
oved
bui
ldin
g m
aint
enan
ce a
rran
gem
ents
wit
hin
the
inst
itut
ion.
Ens
ure
that
both
sta
ff a
nd s
tude
nts
are
advi
sed
of b
uild
ing
mai
nten
ance
cos
t-be
nefi
ts a
chie
ved,
and
that
the
y re
ceiv
e ap
prop
riat
e ad
vice
reg
ardi
ng b
uild
ing
mai
nten
ance
pro
cess
es
invo
lvin
g th
em.
Peri
od 6
- 1
2 M
onth
s
Gov
erni
ng c
omm
itte
e to
rev
iew
pro
gres
s to
dat
e by
bui
ldin
g m
anag
emen
t re
view
grou
p.
Aud
it c
omm
itte
e to
invi
te in
tern
al a
udit
or t
o re
view
bui
ldin
g m
aint
enan
ce
arra
ngem
ents
.
A Way Forward – Key Tasks (continued)
139
Ass
ignm
ent
of R
espo
nsib
iliti
es (c
onti
nued
)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 6
- 1
2 M
onth
s (c
onti
nued
)
Gov
erni
ng a
nd a
udit
com
mit
tees
to
rece
ive
copy
of
annu
al e
stat
e re
port
pre
pare
d by
head
of
esta
tes.
Gov
erni
ng a
nd a
udit
com
mit
tees
to
rece
ive
copy
of
firs
t in
tern
al a
udit
rep
ort
of
man
agem
ent
revi
ew o
f bu
ildin
g m
aint
enan
ce a
rran
gem
ents
. Int
erna
l aud
itor
to
follo
w u
p re
port
issu
ed, a
fter
an
agre
ed p
erio
d.
Bui
ldin
g m
anag
emen
t re
view
gro
up t
o re
view
pla
nned
mai
nten
ance
pro
gram
mes
.
Peri
od 1
2 -
24 M
onth
s
Bui
ldin
g m
anag
emen
t re
view
gro
up (
BM
RG
) to
rev
iew
and
upd
ate
mai
nten
ance
stra
tegy
, as
nece
ssar
y.
Aud
it c
omm
itte
e to
invi
te in
tern
al a
udit
or t
o re
view
bui
ldin
g m
aint
enan
ce
purc
hasi
ng a
nd c
ontr
acti
ng a
rran
gem
ents
.
BM
RG
to
revi
ew t
he a
rran
gem
ents
reg
ardi
ng p
arti
cipa
tion
in t
he U
nive
rsit
y of
Hul
l
and
Uni
vers
ity
of C
ambr
idge
mai
nten
ance
and
uti
lity
data
base
s.
BM
RG
to
revi
ew t
he a
rran
gem
ents
reg
ardi
ng p
arti
cipa
tion
in R
ICS
– B
uild
ing
Mai
nten
ance
Inf
orm
atio
n Se
rvic
es’ M
aint
enan
ce C
ost
Surv
eys
and
othe
r pu
blis
hed
sche
dule
s of
bui
ldin
g pr
ices
(eg
, Spo
ns, L
axto
ns, W
esse
x, e
tc).
BM
RG
to
revi
ew m
etho
ds o
f lif
e-cy
cle
cost
ing
and
inve
stm
ent
appr
aisa
l for
bui
ldin
g
mai
nten
ance
pro
ject
s.
BM
RG
to
cons
ider
arr
ange
men
ts f
or t
he r
epai
r an
d re
plac
emen
t of
equ
ipm
ent
and
othe
r in
stal
led
serv
ices
wit
h hi
gh m
aint
enan
ce c
osts
.
A Way Forward – Key Tasks (continued)
140
Ass
ignm
ent
of R
espo
nsib
iliti
es (c
onti
nued
)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 1
2 -
24 M
onth
s (c
onti
nued
)
BM
RG
to
revi
ew p
lann
ed m
aint
enan
ce p
rogr
amm
es.
Hea
d of
est
ates
to
unde
rtak
e cy
clic
al r
evie
ws
of e
xist
ing
build
ing
mai
nten
ance
cont
ract
s.
Gov
erni
ng c
omm
itte
e to
rev
iew
pro
gres
s to
dat
e by
BM
RG
.
Gov
erni
ng a
nd a
udit
com
mit
tees
to
rece
ive
copy
of
seco
nd a
nnua
l est
ates
rep
ort
prep
ared
by
head
of
esta
tes.
Peri
od 2
4 -
36 M
onth
s
BM
RG
to
revi
ew t
he d
evol
utio
n of
bui
ldin
g m
aint
enan
ce b
udge
ts, a
nd t
he c
harg
ing
of b
uild
ing
mai
nten
ance
cos
ts t
o ac
adem
ic a
nd a
dmin
istr
ativ
e de
part
men
ts, a
s pa
rt
of a
wid
er s
pace
man
agem
ent
init
iati
ve.
BM
RG
to
revi
ew p
lann
ed m
aint
enan
ce p
rogr
amm
es.
Hea
d of
est
ates
to
unde
rtak
e cy
clic
al r
evie
ws
of e
xist
ing
build
ing
mai
nten
ance
cont
ract
s.
Gov
erni
ng c
omm
itte
e to
rev
iew
pro
gres
s to
dat
e by
BM
RG
.
Gov
erni
ng a
nd a
udit
com
mit
tees
to
rece
ive
copy
of
thir
d an
nual
est
ates
rep
ort
prep
ared
by
head
of
esta
tes.
Gov
erni
ng a
nd a
udit
com
mit
tees
to
rece
ive
copy
of
seco
nd in
tern
al a
udit
rep
ort
of
man
agem
ent
revi
ew o
f bu
ildin
g m
aint
enan
ce a
rran
gem
ents
. Int
erna
l aud
itor
to
follo
w u
p re
port
issu
ed, a
fter
an
agre
ed p
erio
d.
Gov
erni
ng c
omm
itte
e to
con
side
r th
e fu
ture
rol
e of
BM
RG
.
A Way Forward – Key Tasks (continued)
141
Impl
emen
tati
on a
nd D
ocum
enta
tion
Bot
h th
e ke
yta
sks
and
the
tim
epe
riod
sid
enti
fied
are
indi
cati
ve o
nly.
Ins
titu
tion
s m
ay f
ind
them
hel
pful
in s
uppo
rtin
g th
e re
view
act
ions
and
pro
cess
es o
utlin
ed in
the
Man
agem
ent
Rev
iew
Gui
de.
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 0
- 3
Mon
ths
Lau
nch
of b
uild
ing
mai
nten
ance
man
agem
ent
revi
ew –
pub
licis
e ar
rang
emen
ts
wit
hin
inst
itut
ion
to s
taff
and
stu
dent
s
Peri
od 3
- 6
Mon
ths
Obt
ain
agre
emen
t an
d ap
prov
al f
rom
the
gov
erni
ng c
omm
itte
e of
the
mai
nten
ance
stra
tegy
.
Est
ablis
h th
e te
rms
of r
efer
ence
of
the
gove
rnin
g co
mm
itte
e.
Form
ulat
e th
e te
rms
of r
efer
ence
of
the
build
ing
man
agem
ent
revi
ew g
roup
(BM
RG
) fo
r ap
prov
al b
y th
e go
vern
ing
com
mit
tee.
Agr
ee a
n an
nual
tim
etab
le o
f m
eeti
ngs
for
the
gove
rnin
g co
mm
itte
e an
d B
MR
G.
Iden
tify
app
ropr
iate
bui
ldin
g m
aint
enan
ce a
dvic
e an
d tr
aini
ng f
or s
tude
nts
and
staf
f.
Ens
ure
that
all
futu
re d
esig
n an
d bu
ild p
roje
cts
inco
rpor
ate
build
ing
mai
nten
ance
and
ener
gy m
anag
emen
t co
nsid
erat
ions
.
Upd
ate
fina
ncia
l reg
ulat
ions
fol
low
ing
build
ing
mai
nten
ance
pur
chas
ing
and
cont
ract
ing
arra
ngem
ents
rev
iew
.
Peri
od 6
- 1
2 M
onth
s
Upd
ate
esta
tes
stra
tegy
and
obt
ain
appr
oval
of
the
gove
rnin
g co
mm
itte
e.
Doc
umen
t ag
reed
inve
stm
ent
appr
aisa
l pro
cess
and
pre
pare
pro
form
a
docu
men
tati
on.
A Way Forward – Key Tasks (continued)
142
Impl
emen
tati
on a
nd D
ocum
enta
tion
(con
tinu
ed)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 6
- 1
2 M
onth
s (c
onti
nued
)
Est
ablis
h pe
rfor
man
ce m
anag
emen
t in
dica
tors
for
bui
ldin
g m
aint
enan
ce.
Peri
od 1
2 -
24 M
onth
s
Gov
erni
ng c
omm
itte
e to
rec
eive
reg
ular
rep
orts
fro
m B
MR
G.
Prep
are
and
publ
ish
annu
al e
stat
es r
epor
t.
Peri
od 2
4 -
36 M
onth
s
Gov
erni
ng c
omm
itte
e to
rec
eive
reg
ular
rep
orts
fro
m B
MR
G.
Prep
are
and
publ
ish
annu
al e
stat
es r
epor
t.
A Way Forward – Key Tasks (continued)
143
Peri
odic
Rev
iew
Bot
h th
e ke
yta
sks
and
the
tim
epe
riod
sid
enti
fied
are
indi
cati
ve o
nly.
Ins
titu
tion
s m
ay f
ind
them
hel
pful
in s
uppo
rtin
g th
e re
view
act
ions
and
pro
cess
es o
utlin
ed in
the
Man
agem
ent
Rev
iew
Gui
de.
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 0
- 3
Mon
ths
Inte
rnal
aud
itor
und
erta
kes
a fi
rst
stag
e re
view
of
the
inst
itut
ion’
s bu
ildin
g
mai
nten
ance
arr
ange
men
ts.
Aud
it a
nd g
over
ning
com
mit
tees
con
side
r th
e re
port
sub
mit
ted
by in
tern
al a
udit
or.
Peri
od 3
- 6
Mon
ths
Gov
erni
ng c
omm
itte
e es
tabl
ishe
s th
e re
port
ing
arra
ngem
ents
to
be m
ade
to it
by
the
build
ing
man
agem
ent
revi
ew g
roup
(B
MR
G).
BM
RG
init
iate
s m
anag
emen
t re
view
pro
cess
of
the
inst
itut
ion’
s bu
ildin
g
mai
nten
ance
arr
ange
men
ts.
BM
RG
impl
emen
ts a
ctio
ns f
ollo
win
g th
e us
e of
the
bui
ldin
g m
aint
enan
ce m
atri
x,
for
the
curr
ent
build
ing
mai
nten
ance
arr
ange
men
ts.
Peri
od 6
- 1
2 M
onth
s
Gov
erni
ng c
omm
itte
e co
nsid
ers
the
firs
t an
nual
est
ates
rep
ort
prod
uced
by
the
head
of e
stat
es, a
nd a
n up
date
of
the
man
agem
ent
acti
on p
lan
prod
uced
by
the
BM
RG
.
Peri
od 1
2 -
24 M
onth
s
BM
RG
impl
emen
ts a
ctio
ns o
n bu
ildin
g m
aint
enan
ce, f
ollo
win
g th
e re
-run
of
the
build
ing
mai
nten
ance
mat
rix.
Gov
erni
ng c
omm
itte
e co
nsid
ers
the
seco
nd a
nnua
l est
ates
rep
ort
prod
uced
by
the
head
of
esta
tes,
and
an
upda
te o
f th
e m
anag
emen
t ac
tion
pla
n pr
oduc
ed b
y th
e
BM
RG
.
A Way Forward – Key Tasks (continued)
144
Peri
odic
Rev
iew
(con
tinu
ed)
Act
ions
Cha
ir o
f G
over
ning
Com
mit
tee
and
Mem
bers
of
the
Hea
ds o
fB
uild
ing
Aca
dem
ic a
ndM
anag
emen
tV
ice-
Cha
ncel
lors
,A
dmin
istr
ativ
e R
evie
w G
roup
Prin
cipa
ls, D
irec
tors
Dep
artm
ents
Hea
ds o
f E
stat
eH
eads
of
Fina
nce
Peri
od 2
4 -
36 M
onth
s
BM
RG
impl
emen
ts a
ctio
ns o
n bu
ildin
g m
aint
enan
ce, f
ollo
win
g th
e re
-run
of
the
build
ing
mai
nten
ance
mat
rix.
Gov
erni
ng c
omm
itte
e co
nsid
ers
the
thir
d an
nual
est
ates
rep
ort
prod
uced
by
the
head
of
esta
tes,
and
an
upda
te o
f th
e m
anag
emen
t ac
tion
pla
n pr
oduc
ed b
y th
e
BM
RG
.
Inte
rnal
aud
itor
und
erta
kes
a se
cond
sta
ge r
evie
w o
f th
e in
stit
utio
n’s
build
ing
mai
nten
ance
arr
ange
men
ts.
Aud
it a
nd g
over
ning
com
mit
tees
con
side
r th
e re
port
sub
mit
ted
by in
tern
al a
udit
or.
Gov
erni
ng c
omm
itte
e co
nsid
ers
the
cont
inua
tion
of
the
man
agem
ent
revi
ew o
f
build
ing
mai
nten
ance
by
the
BM
RG
.
145
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