asset management plan template - q shelter · web viewasset management plan example cover page...

[COMPANY NAME]

ASSET MANAGEMENT PLAN

EXAMPLE COVER PAGE

Prepared by [Asset Manager’s name], Asset Manager

Version 1.0 – insert date

For Period [month, year] to [month, year]

Logo

CONTENTS

1 Organisational Purpose and Overview..........................................................................................................4

1.1 Asset Management Plan Purpose.............................................................................................4

1.2 Organisation’s Mission, Strategic Goals and Asset Management Goals.....................4

1.3 Asset Management Obligations................................................................................................4

1.4 Timeframes......................................................................................................................................5

1.5 Asset Management Governance..............................................................................................5

1.6 Measuring performance and review.......................................................................................5

2 Property Portfolio Details.............................................................................................................................5

2.1 Portfolio Overview.........................................................................................................................5

2.2 Property Register...........................................................................................................................6

2.3 Property Condition Data..............................................................................................................6

2.4 Inspection Regime.........................................................................................................................7

3 Maintenance.................................................................................................................................................7

3.1 Maintenance exemptions............................................................................................................7

3.2 Contractor Engagement..............................................................................................................8

3.3 Responsive Maintenance............................................................................................................8

3.4 Statutory and Cyclical Maintenance.......................................................................................8

3.4.1 Smoke Alarms........................................................................................................................9

3.4.2 Residual Current Devices...................................................................................................9

3.4.3 Other statutory requirements – insert as applicable................................................9

3.4.4 Other Cyclical Elements...................................................................................................10

3.5 Planned Maintenance.................................................................................................................10

3.6 Vacant Maintenance/Tenant Damage..................................................................................11

4 Maintenance Budgets and Forecast Summary...........................................................................................11

4.1 Budget Forecast Overview.......................................................................................................11

4.2 Budget Development.................................................................................................................12

4.3 Budget Review..............................................................................................................................12

Asset Management Plan [Version and Date] [Company name] 2

4.4 Funding future maintenance liabilities.................................................................................12

5 Life Cycle Management..............................................................................................................................12

6 Risk and Disaster Management..................................................................................................................13

7 Insurance....................................................................................................................................................13

8 KPIs, reporting and record keeping.............................................................................................................13

8.1 Example internal Key Performance Indicators:.................................................................13

8.2 External reporting requirements:..........................................................................................14

8.3 Record keeping............................................................................................................................16

Attachment 1: Property Portfolio details - example tables..................................................................................17

Attachment 2: Property Type..............................................................................................................................19

Attachment 3: Condition standards.....................................................................................................................20

Attachment 4: Statutory maintenance for fire systems, lifts, TMVs and BPDs....................................................21

Attachment 5: Example Maintenance budget tables...........................................................................................25

Version Control

Version

Date Status Key changes made

Author/s Approved by Board/Management Committee

Date of next review: (insert date of next scheduled review)


1 ORGANISATIONAL PURPOSE AND OVERVIEW

1.1 ASSET MANAGEMENT PLAN PURPOSE

Set out the overall purpose of this Plan, for example:

The purpose of this Plan is to set out the organisation’s approach to the effective asset management of its property portfolio for the period of x to x. The Plan will guide the organisation’s asset management and maintenance activities, and will also be provided to appropriate external stakeholders eg funders and regulators to satisfy their requirements.

1.2 ORGANISATION’S MISSION, STRATEGIC GOALS AND ASSET MANAGEMENT GOALS

Provide a summary of:

The organisation’s mission and purpose The organisation’s strategic goals for the relevant period; and the specific asset management goals of the organisation that relate to the

strategic goals and service delivery aims of the organisation. Outline how the Asset Management Plan (‘the Plan’) is related to other key

planning documents, including the Strategic Plan and/or Business Plan (including financial forecasts), and/or the Risk Management Plan.

1.3 ASSET MANAGEMENT OBLIGATIONS

This section should summarise your organisation’s asset management obligations. This should include:

The scope of your property portfolio, for example organisation-owned, department-owned, headleased from the private rental market or a mix.

The maintenance responsibilities including what the organisation is responsible for and what is done by the Department of Housing and Public Works (DHPW) etc.

Any maintenance exemptions in place, for which properties, timeframes and items covered by the exemption.

Statutory, regulatory and contractual requirements under:o the Housing Act 2003 and Housing Regulation 2015o relevant legislation, including the Residential Tenancies and Rooming

Accommodation Act 2008, Fire and Emergency Services Act 1990 and Building Fire Safety Regulation 2008 (see link to Queensland legislation website)

o the funding agreement/s under which your organisation operates, such as a capital assistance agreement, lease or service agreement (for recurrent grant funding)

o the Social Housing Program Specifications and other policies, guidelines or specifications enforced by legislation or the funding agreement


o the National Regulatory System for Community Housing (NRSCH) – for organisations required to be registered

You could include a reference to section 2.1 for further details of the profile of your property portfolio.

1.4 TIMEFRAMES

This section will detail the time period the Plan will be implemented. In addition this section could reference key dates related to approval and the details related to any periodic review of the Plan.

1.5 ASSET MANAGEMENT GOVERNANCE

This section should detail who has key responsibilities within your organisation for ensuring key activities are implemented and delivered as per the Plan, including

measuring Key Performance Indicators and outputs budget setting and monitoring risk management

Describe the governance arrangements – ie whether the Board/Management Committee and/or Sub Committee oversight, and management arrangements – ie key responsibilities of staff.

1.6 MEASURING PERFORMANCE AND REVIEW

The Plan should include Key Performance Indicators (KPIs) your organisation is required to meet and committed to achieving in the management of your property portfolio These will be linked to your asset management goals.

This section can set out these KPIs, or reference where they are set out (for example, in your funding agreement or the KPIs, reporting and record keeping section below).

If not already covered above, the arrangements for review of this Plan (eg annual review, in line with planning and budget setting process for the organisation) can be included here.

2 PROPERTY PORTFOLIO DETAILS

This section provides an overview of the organisation’s property portfolio, including data captured for each property asset as well as outlining how the organisation manages its key portfolio data to keep it complete, timely and accurate.

2.1 PORTFOLIO OVERVIEW

This section should provide an overview of your organisation’s property portfolio including details on the following:

Total number of properties in the portfolio A breakdown of the portfolio as organisation-owned, department-owned or

headleased from the private rental market The usage and age of the housing stock


The bed count (the number of people that can be housed by the organisation) Condition of the property

A series of summary tables is provided in Attachment 2: Property Portfolio details - example tables as a guide. You should consider and amend these as necessary to fit your organisation and how best to represent your property portfolio. However you choose to provide your portfolio overview e.g. a series of tables or a single table, it should provide an indication of the size of the portfolio, different types of properties and yield/bed count, age and ownership profile and condition.

Attachment 3: Property Type provides guidance regarding defining property types and Attachment 4: Condition standards provides guidance regarding to the DHPW Condition Standards.

2.2 PROPERTY REGISTER

A property register is a comprehensive record of property details for each individual dwelling.

In this section you should describe the management of the organisation’s property register. The management of your register should be fit for purpose for the size of your organisation. A larger provider is likely to have a Property Register as part of an integrated Property and Tenancy Management IT system; for a smaller portfolio, the details may be held in a standalone document eg an excel spreadsheet.

Providers registered under the NRSCH are required to maintain a property list that contains the information in the Community Housing Asset Performance Report.

For larger portfolios, an extract of the property register could be provided as an example, as an appendix to the Asset Management Plan. For smaller portfolios, eg where the property register can fit onto a few pages, the whole register could be provided as an appendix.

However you choose to provide this information, as a minimum this section should specify the type of information recorded in your Property Register:

o Physical attributes e.g. address, age, building type, highset/lowset, age, materials

(brick/timber) etc. Disability modifications or considerations Register of contaminants

o Other property related information e.g. insurances, rates, funding contracts/mortgages

o Ownership arrangements in relation to land and buildings e.g. owned, leased (term of lease, lessor etc)

It should also state where and how the information is stored, and who is responsible for entering and maintaining data.

2.3 PROPERTY CONDITION DATA

Similar to section 2.2 above, in this section you should describe and provide examples of the Property Condition Data your organisation manages for each property. This could include:


http://www.nrsch.gov.au/__data/assets/file/0003/284007/Community_Housing_Asset_List.xls

Examples of the type of building attribute data held such as product type, heights and lengths; pipe and chain wire fence; 1.2m high 14 metres long or Gas Hot Water System; 225 litre storage

How your organisation assesses and records the condition of single attributes, functional areas (kitchen, bathroom, laundry, dining room etc.) and the overall property rating e.g. Maintenance Management Framework S1-S5 rating.

Provide details on how condition data is captured (e.g. periodic property condition inspections, entry and exit reports, contractor assessment, tenancy inspections) and where and how the information is stored.

Large organisations should consider providing details on how the data is quality assured. Provide a small extract or example of the data.

Provide a small extract or example as an appendix of the condition data which is captured.

If your organisation does not currently collect property condition data, e.g. for department-owned properties where DHPW carries out 3 yearly Property Condition Audits, describe any arrangements in place to obtain this information from them, or set out the organisation’s plan to obtain this information.

2.4 INSPECTION REGIME

In this section you should describe in detail and provide examples of what inspections your organisation undertakes.

Differentiate between different types of inspections, for example regular inspections carried out by tenancy management staff, a more detailed ‘annual inspection’ that will check for health and safety issues, and a full property condition inspection that is carried out by a qualified person.

As part of the description, you should include details related to:

The different types of inspections completed and their purpose, including quality assurance inspections for larger organisations

How often the inspections are undertaken and what information is recorded. There should be a link here to the information provided at section 2.3

Who completes property inspections and any training and qualification requirements your organisation requires.

Where templates exist reference the templates and these can be included as an appendix.

If your organisation has existing business process maps, and/or policies and procedures, which demonstrate your inspection processes, reference these.

Alternatively if your organisation has an inspections policy or procedures document you could introduce this document and include as an appendix.

If DHPW is responsible for the property condition inspection (carried out every 3 years), describe any arrangements in place to accompany DHPW on the inspection, and/or to obtain the reports from these inspections.

3 MAINTENANCE


This section describes the maintenance procedures, including how all types of maintenance activities for all owned and non-owned properties are undertaken and how maintenance is prioritised.

If your organisation has maintenance policies and procedures, or standard maintenance guidelines, you can reference these documents, and indicate the approval and review cycle for these documents.

If your organisation has an annual maintenance plan, or similar planning document, reference to this document can be made throughout this section.

3.1 MAINTENANCE EXEMPTIONS

Outline any current maintenance exemptions from DHPW – if so: for which properties; period of exemptions; items covered by exemption. This section will need to be updated annually.


3.2 CONTRACTOR ENGAGEMENT

Provide details regarding how trade based contractors are engaged to complete repairs and maintenance works. This section should demonstrate how your organisation validates that contractors are licenced/accredited and have the appropriate insurances. Further, this section should reference how often the contracting arrangements are reviewed to ensure quality of work and value for money is being achieved. In addition, you could include information regarding if and how your organisation administers its maintenance contractor register.

Where appropriate, specify any quality control processes, including quality assurance inspections and or tenant feedback sourced regarding contractor workmanship and general behaviour your organisation employs. You may cross reference section 2.4 regarding any specific quality assurance inspections completed.

Information provided should take into account the maintenance responsibilities for properties that are organisation-owned, departmentowned or headleased from the private rental market.

If these processes are set out in policy and procedure documents, reference the relevant documents.

3.3 RESPONSIVE MAINTENANCE

Responsive maintenance, also known as ‘reactive maintenance’, is day-to-day maintenance or repair works that is carried out to restore an item or component to its working condition.

Provide an overview of how responsive maintenance activities are managed in your organisation. For example, how tenants notify maintenance requests, any assessment and prioritising processes which are undertaken, including any subsidiary process for after-hours requests, issuing work orders, works being completed and updates made to your records. How are these activities documented? For example policies, procedures, business process maps etc.

Supporting evidence should be referenced and could be included as an appendix:

Existing business process maps which demonstrate your responsive maintenance processes

Priority assessment decision matrix/tool Response times for different types of jobs and priorities, noting Division 3, 214 of

the RTRAA, and DHPW response time requirements in any lease or other agreements;

An example of a responsive maintenance work order

If these processes are set out in policy and procedure documents, reference the relevant documents.

3.4 STATUTORY AND CYCLICAL MAINTENANCE

Statutory maintenance, for the purpose of this guide, refers to the regular maintenance of systems that have a legislative or regulatory component such as safety systems. This would include fire systems and smoke detectors, electrical components


e.g. Residual Current Devices, plumbing components e.g. thermostatic mixing valves and backflow prevention devices.

Cyclical maintenance includes other regular, planned and servicing activities e.g. cleaning and refuse services, grounds maintenance, pest control inspections, servicing of equipment e.g. air conditioners.

Detail how statutory and cyclical maintenance activities are managed in your organisation. This can include:

how the statutory and cyclical maintenance items are identified in your asset management system;

how a schedule of works (for example an annual program) is drawn up and actioned in accordance with the maintenance requirements;

Where appropriate specify any quality control processes, including tenant feedback on workmanship and general behaviour.

Supporting evidence could include, and could be referenced as an appendix:

Existing policies and procedures, business process maps which demonstrate your statutory and cyclical maintenance processes

Extract of your organisation’s statutory and cyclical maintenance schedule of works

For those organisations who have fire systems equipment (e.g. alarm system, fire hydrants etc), lifts, thermostatic mixing valves, and backflow prevention devices, example sections for inclusion in the Asset Management are given in Attachment 5: Statutory maintenance.

Included below are those statutory responsibilities that most or all organisations have – for smoke alarms, residual current devices.

3.4.1 SMOKE ALARMS

This section deals with residential smoke alarms in buildings that don’t have a fire alarm system. What arrangements does your organisation have in place to test and or clean smoke alarms? Details provided should include the categories below and details of (or references to) the related policies and procedures.

3.4.1.1 STANDARDS AND LEGISLATION

Provide the Australian standards the smoke alarms meet and the legislation that is being complied with.

3.4.1.2 OUTSOURCING DETAILS

Some organisations will outsource to dedicated smoke alarm contractors and some will handle smoke alarms on as ‘as required’ basis using electricians or other service agents. The methodology used should be provided.

3.4.1.3 OVERSIGHT

Details of the record keeping and the processes in place to ensure smoke alarms are not overlooked should be included.


3.4.2 RESIDUAL CURRENT DEVICES

This section will detail your approach to meeting electrical safety requirements in relation to Residual Current Devices (RCDs).

3.4.3 OTHER STATUTORY REQUIREMENTS – INSERT AS APPLICABLE

Sections relating to any requirements for other statutory items your organisation may be responsible for. (See Attachment 5).

3.4.4 OTHER CYCLICAL ELEMENTS

Add other cyclical elements as required by your portfolio e.g. evaporative air coolers,

Other cyclical maintenance activities can also be detailed here, including cleaning, grounds maintenance, pest control.

3.5 PLANNED MAINTENANCE

General planned maintenance can include the refresh or replacement of items at fixed intervals, but it also covers the anticipated replacement of items that are only replaced when they fail.

Provide details on how your organisation’s schedule of planned maintenance is developed, prioritised, procured, delivered and recorded in your asset management system. This may be by referencing an annual maintenance plan if the organisation has one.

This Plan must reflect what the organisation actually does and provide an audit trail which demonstrates how preventative maintenance is identified, prioritised and carried out to prevent premature and or uncorrected deterioration of attributes within a property. Where appropriate specify any quality control processes, including tenant feedback on workmanship and general behaviour.

Best practice asset management principles state planned maintenance activities should be based on condition data and actual remaining life estimates. This section should draw a link to sections 2.3 and 2.4 and how condition information is used in the formulation of budgets and the scheduling of planned maintenance. For example, the condition data or ‘remaining life’ data for exterior painting can be used to determine which properties will be repainted in each year of the forecast period.

Supporting evidence could include the following and could be referenced an appendix to the Plan:

Existing business process maps which demonstrate the development and delivery of planned maintenance

Priority assessment decision matrix/tool

Explain how your organisation’s schedule of planned maintenance is developed, prioritised, procured, delivered and recorded in your asset management system below and delete these instructions.


3.6 VACANT MAINTENANCE/TENANT DAMAGE

Detail how vacant maintenance activities are managed in your organisation. This should start with how tenants notify their leaving, identification of an abandoned property, completion of exit reports, identification of unfair wear and tear, how the scope of vacant works is determined, works completed and updates to your records.

Supporting evidence could include the following and should be referenced as an appendix to the Plan:

Existing business process maps which demonstrate your vacant maintenance processes

Vacant maintenance or reletting standard applied Turnaround times and KPIs (as per section 1.6)

Explain your organisation’s vacant maintenance process below and then delete these instructions. Alternatively, these processes may be set out in the relevant policies and procedures, which can be referenced in this document.

4 MAINTENANCE BUDGETS AND FORECAST SUMMARY

This section outlines the maintenance budget forecasts as well as information about the process for estimating each of the budgets and how they will be reviewed annually.

If your organisation has an annual maintenance plan, or similar planning document, reference to this document is likely to be relevant in this section.

4.1 BUDGET FORECAST OVERVIEW

This section could provide a number of summary budget forecasts. Ideally 3 years budget forecasts will be provided, in line with the period of the Plan, however a minimum of two years budget forecast should be provided.

The format will depend on your organisation’s budgeting system. Several summaries can be provided to display the budgets, based on your organisation’s preferences and working requirements. If annual reviews of the Asset Management Plan are undertaken, a review of actual expenditure for the previous year(s) could also be included.

The following table suggests budget line items, but this will vary between organisations (for example vacant maintenance may not be separately budgeted):


Table 4.1 Summary budgets for current financial year and one out year by maintenance category

Maintenance Class 2016-17 2017-18 2018-19

Responsive $ $ $

Planned $- $ $

Statutory and Cyclical $- $ $

Vacant $- $ $

Upgrades (to owned properties) $

$$

TOTALS $- $ $

Further example budget tables are given in Attachment 6: Example maintenance budget tables.

If available, a longer term forecast should be provided, for example a budget forecast for ten years, detailing all key assumptions made and indexation rates applied. Note that the Community Housing Annual Financial Return (CHAFR) currently requires 3 years forecast for planned maintenance.

4.2 BUDGET DEVELOPMENT

This section details the process which is followed to develop the budgets for each maintenance category (e.g. responsive, planned, and vacant maintenance). For example, use of historic costs for responsive and vacant maintenance, use of property condition data for forward planned maintenance requirements.

4.3 BUDGET REVIEW

This section should explain how the maintenance budgets will be monitored. This could include the frequency of reporting and who has responsibility for oversight of budget vs expenditure or other criteria relevant to the organisation, including any escalation processes.

4.4 FUNDING FUTURE MAINTENANCE LIABILITIES

This should outline how the financial liabilities associated with the immediate, medium and long term maintenance of your organisation property portfolio will be managed and funded.

If your organisation holds reserves for future maintenance liabilities, detail how the level of the fund is set and maintained.


Note that under section 12 of the Housing Regulation your asset management plan must include financial strategies for the plan’s implementation. There are also provisions in the DHPW Allowable Expenditure and Surplus Policy relevant to maintenance reserves.

A summary of the anticipated contributions to, and expenditure from, the reserve can be included for a forward period of, e.g. five to ten years.

5 LIFE CYCLE MANAGEMENT

In this section explain the processes and procedures your organisation has to flag that a property remains fit for its service delivery purpose. Detail the criteria your organisation considers when assessing if a property remains fit for purpose. Noting these could include both service delivery and property issues e.g. property condition, age, neighbourhood fatigue, proximity to services, changing service needs, outstanding maintenance liability etc. In addition where your organisation owns property assets you should detail the full criteria or factors considered when making a decision to retain or dispose of a property and how those factors are developed or qualified e.g. property value and how the value is determined or estimated. This section should also detail who makes the decision to retain and or dispose of an owned property.

If this is set out in separate policy and procedures, reference this.

5.1 MAJOR PROJECTS OR PLANNED REFURBISHMENTS

If your organisation is planning any major projects or refurbishments during the period of the plan, details of how the project will be funded and managed, including monitoring processes, should be included.

6 RISK AND DISASTER MANAGEMENT

This section should demonstrate your organisation is managing the risks associated with owning and managing a property portfolio. In addition you should also demonstrate your organisation is prepared in the case of disaster. Further, include information regarding the review timeframes for these two items.

Supporting evidence could include and should be referenced:

Risk Management Plan, Risk Matrix Disaster Management Plan or Business continuity Plan

7 INSURANCE

Include details of insurance policies and cover for properties,.

8 KPIS, REPORTING AND RECORD KEEPING

8.1 EXAMPLE INTERNAL KEY PERFORMANCE INDICATORS:


http://www.hpw.qld.gov.au/SiteCollectionDocuments/AllowableExpenditureAndSurplusPolicy.pdf

The following table contains example goals and KPIs, for your reference.

Example Asset Management Goal

Key Performance Indicators

Target Reporting to Method of reporting

Review

Annual budget and 3 year forecast produced

Budget agreed prior to financial year

Budget and forecast based on property condition data

3 year forecast produced

Budget and forecast agreed in advance of reporting period

Management Committee As per

budget setting process (e.g. monthly management reports)

Separate budget report for responsive and planned maintenance

Performance against budget

Actuals within budget

+/- 10% budget variance

Management Committee Monthly

reports against budget

Quarterly review of planned maintenance program

Schedule of planned maintenance works is adhered to

Planned maintenance works performed as per schedule

100% Management Committee

Quarterly report

Quality of service:

Repairs on time

Tenant feedback

Repairs on time: as per DHPW requirement – or insert own organisation KPIs

Tenant feedback: as per NRSCH requirement plus organisation own indicators

100 % immediate faults responded to within 1 hour

100% urgent faults responded to within 4 hours

75% tenants satisfied with condition of property

75% tenants satisfied with maintenance of property

Management Committee

Quarterly report


8.2 EXTERNAL REPORTING REQUIREMENTS:

The table below can be used to fill in external reporting requirements – those below are provided as examples.

Reporting to

Report KPIs/metrics Target Method of reporting

Review

Depart-ment of Housing and Public Works

Quarterly reports

Funded department-owned properties inspected meet the S4 ratings

95% As per DHPW reporting template

Immediate faults are responded to within 1 hour

100%

Urgent faults are responded to within four hours

100%

Changes to properties are advised to the DHPW.

100%

The minimum head lease quota range is achieved

100%

Average time to complete vacant maintenance

11 days

Monthly report

Maintenance works are recorded

100% As per DHPW reporting template

Annual Community Housing Annual Financial Return (CHAFR)

3 years planned maintenance forecast

Annual CHAFR return

Capital upgrades

Qld Registrar, NRSCH

NRSCH Registration and Compliance Returns

Properties inspected

Properties inspected at least every 3 years (Tier 1 and Tier 2)

Online CHRIS portal

Properties meeting condition S4

At least 70% all community housing assets meet S4 standard or equivalent

Number of properties


Reporting to

Report KPIs/metrics Target Method of reporting

Review

brought to standard

Repair response times

At least 90% urgent repair response times met

At least 80% non urgent repair response times met

Tenant satisfaction

At least 75% tenants satisfied with repairs service

At least 75% tenants satisfied with condition of property

8.3 RECORD KEEPING

Include details of what records are kept and how information is stored – e.g. property files, inspections, maintenance records against each property, planned maintenance undertaken etc.


ATTACHMENT 1: PROPERTY PORTFOLIO DETAILS - EXAMPLE TABLES

The following tables are provided as examples of the way in which your organisation can provide an overview of the property portfolio in Section 2: Property Portfolio Details.

Property Age

Property Type

0-5 5-15 15-25 25-35 35-45 45+

D/House

Duplex

Dual Occupancy

Attached Housing

Apartment

Boarding House

TOTAL

Property UseProperty Type

Long Term Community Housing (LTCH)

Affordable Housing

Community Managed Studio Units (CMSU)

Community Rent Scheme (CRS)

Crisis Accomodation Program (CAP)

Same House Different Landlord (SHDL)

D/House

Duplex

Dual Occupancy

Town-house

Apart-ment

Boarding House

TOTAL

Bed Count


Property Type 1 Bed 2 Bed 3 Bed 4 Bed 5 Bed

D/House

Duplex

Dual Occupancy

Townhouse

Apartment

Boarding House

TOTAL

Owned/Not Owned

Property Type Owned Not Owned

D/House

Duplex

Dual Occupancy

Townhouse

Apartment

Boarding House

TOTAL

Condition

Property Type

S1 S2 S3 S4 S5

D/House

Duplex

Dual Occupancy

Townhouse

Apartment

Boarding House

TOTAL


ATTACHMENT 2: PROPERTY TYPE

Detailed below are some of the various types of homes available for rent.

HOUSES - DH

Detached houses with 2 to 5+ bedrooms with a front and back yard. One dwelling on a lot on plan. Excludes lots in a Community Title Scheme.

DUPLEX - DU

Two dwellings sharing a common wall or roof (without a gap / air space) and contained in 1 lot on plan. (Lots in a Community Title Scheme will have their own lot on plan). Dwellings usually have a fenced front and back yard and 2 – 4 bedrooms.

DUAL OCCUPANCY - DO

Similar to Duplexes, however the two dwellings are not physically connected.

ATTACHED HOUSING - AH

Attached houses with 1 – 4 bedrooms, in a row of three or more, either single or double storey usually with a small fenced yard.


APARTMENTS - AP

Apartments (flats) with 1-3 bedrooms in a row of three or more, in buildings of one or more storeys. No separate yard. The whole unit is contained in one level. May have communal laundry facilities.

ATTACHMENT 3: CONDITION STANDARDS

Department of Housing and Public Works (DHPW) require department- owned dwellings to be assessed according to the following standards:

Functional purpose Specified standard Rating

Highly sensitive purpose with critical results (e.g. hospital operating theatre) or high profile public building (e.g. Parliament House).

Building to be in the best possible condition. Only minimal deterioration will be allowed.

S5

Good public presentation and a high quality working environment are necessary (e.g. modern multi-storey CBD building).

Building to be in good condition operationally and aesthetically, benchmarked against industry standards for that class of asset.

S4

Functionally-focused building (e.g. laboratory).

Building to be in reasonable condition, fully meeting operational requirements.

S3

Ancillary functions only with no critical operational role (e.g. storage) or building has a limited life.

Building to meet minimum operational requirements only.

S2

Building is no longer operational—it is dormant, pending disposal, demolition, etc.

Building can be allowed to deteriorate, however, must be marginally maintained to meet minimum statutory

S1


requirements.

Source: Government Maintenance Management Framework


http://www.hpw.qld.gov.au/SiteCollectionDocuments/MMF.pdf

ATTACHMENT 4: STATUTORY MAINTENANCE FOR FIRE SYSTEMS, LIFTS, TMVS AND BPDS

For organisations with statutory maintenance responsibility for fire systems, lifts, thermostatic prevention devices, backflow prevention devices, here are example sections for inclusion in the Asset Management Plan under section

Fire Systems

Fire systems include all items used to detect, fight and protect people and property from fires and smoke. Domestic smoke alarms are handled differently and are therefore not included in this section. The fire systems section can include:

Fire alarm systems Extinguishers Hydrants Hose reels Fire blankets Fire penetrations Fire doors Emergency lighting Fire drills and documentation (Evacuation plans) Occupier Statements

Details provided should include the categories below and details of (or references to) the related policies and procedures.

Standards and Legislation

Provide the Australian standards to which the equipment is maintained and the legislation that is being complied with.


Scope

A list or a summary of the fire systems in place will help provide context to the section.

Example table of fire systems

Building Location Fire

Doo

rs

Hydr

ants

Emer

genc

y Lig

htin

g

Fire

Hos

e Re

els

Fire

Ala

rm

Pane

l

Extin

guish

ers Bl

anke

ts

Fire

Pe

netra

tion

s

Building 1

Building 2

Building 3

Building 4

Building 5

Building 6

Building 7

Outsourcing Details

Fire system maintenance is usually outsourced to a licensed provider. Details of this relationship and the processes behind it can be provided.

Oversight

The processes to ensure the work of the contractor is monitored should be provided to demonstrate diligence in ensuring the compliance of the systems and the safety of the people they protect. This can include:

Record keepingo Inspections logo Inspection certificateso Log of remedial action for failed items

Process to flag overdue inspections

Lifts

As with fire systems, lift maintenance will be outsourced to a suitably qualified maintainer, often, but not always the manufacturer of the lift. With lifts there is the added responsibility of emergency telephones to take into account. Details provided should include the categories below and details of (or references to) the related policies and procedures.


Standards and Legislation

Provide the Australian standards the lifts are maintained to and the legislation that is being complied with.

Outsourcing Details

Provide details of the outsourcing agreement and associated processes.

Emergency Telephones

Provide details of the processes in place for emergency telephones, including the actions to ensure the telephones will continue to work following the rollout on NBN in the area.

Example table of lift phones

Lift Location In NBN Area?

Date Registered with NBN

Building 1 lift 1 Yes 23/04/2016

Building 1 lift 2 Yes 23/04/2016

Building 2 Lift 1 No N/A

Oversight

Details of the record keeping and the systems in place to ensure lifts are maintained and the emergency telephones remain connected should be included.

Thermostatic Mixing Valves and Backflow Prevention Devices

Thermostatic Mixing Valves (TMV) are usually present in buildings intended for seniors, disabled people and facilities caring for children, but they can be present in any building. Organisations just starting the maintenance of these devices should ideally provide details of the work to locate and record the devices. Inspections and maintenance must be carried out by a licensed plumber who will also submit the associated documentation to the relevant authorities.

Backflow Prevention Devices (BPD) are generally found in unit complexes and are usually registered with the local council. The process for inspections will vary from council to council, so the methodology in the organisation’s local areas should ideally be provided. Again, BPDs must be inspected and maintained by a suitably qualified plumber who will submit the associated documentation to the relevant authorities.

For both TMVs and BPDs, details provided should include the categories below.


Standards

The standards to which the devices are inspected and maintained.

Processes

The processes in place for carrying out the inspections and maintenance, and maintaining compliance with the local council regulations. Details of policies or references to then can be provided here.

Scope

The quantity and locations of the devices.

Oversight and Record Keeping

How records are kept and the processes in place to ensure none are overlooked.


ATTACHMENT 5: EXAMPLE MAINTENANCE BUDGET TABLES

The following tables are provided as examples of what may be included:

A breakdown of the responsive and planned budgets by key activities for the current year and two years out:

Table 4.1 Summary budgets for current financial year and two years out by maintenance category

2016-17 2017-18 2018-19Item Res-

ponsive

Planned

Res-ponsive

Planned

Res-ponsive

Planned

Electrical $ $ $ $ $ $

Plumbing $ $ $ $ $ $

General Repairs $ $ $ $ $ $

Painting/Decorating $ $ $ $ $ $

Building and Major Works $ $ $ $ $ $

Floor Coverings $ $ $ $ $ $

Appliances $ $ $ $ $ $

Thermostatic Mixing Valves

$ $ $ $ $ $

Backflow Prevention Device

$ $ $ $ $ $

Fire Systems/Smoke Alarms

$ $ $ $ $ $

Lifts $ $ $ $ $ $

TOTALS $ $ $ $ $ $

GRAND TOTALS $ $ $

Budget summary by housing program:


Example table of summary budget forecast by maintenance class by housing program over 3 years

2016-17 2017-18 2018-19Housing Program

Res-ponsive

Planned Res-ponsive

Planned Res-ponsive

Planned

Crisis Accommodation Program

$ $ $ $ $ $

Supportive Housing

$ $ $ $ $ $

Community Managed Studio Unit

$ $ $ $ $ $

Community Rent Scheme

$ $ $ $ $ $

Same House Different Landlord

$ $- $- $ -

$ $

Long Term Community Housing

$ $ $ $ $ $

Affordable Housing

$ $ $ $ $ $

TOTAL (Ex. GST)

$ $ $ $ $ $

GRAND TOTAL

$ $ $
