building repairs

£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.

10

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.

12

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.

13

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.

14

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).

16

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

17

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.

18

Notes

19

20

Stag

es w

ithi

nR

evie

w P

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rate

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.1)

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onA

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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)

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ting

Goo

d Pr

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(6.6

)E

valu

atin

g Q

ualit

y(6

.7)

Per

iodi

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evie

w(R

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of t

hem

atri

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goin

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view

proc

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sta

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ial A

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ns,

etc.

).

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str

ateg

yre

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and

upda

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he in

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ates

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cons

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ego

vern

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.

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.


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).


• 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



• Checklist C – Condition Surveys (see Section 10.4).



• 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.






• 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.)


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?


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.


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.)


• 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


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



• Checklist D – Planned Maintenance Programme (see Section 10.4).


• RICS Building Maintenance Information publication Special Report No 260 – Commercial FacilitiesManagement and Maintenance Management Packages.






• 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


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.


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.


• Details of investment appraisal methods.

• Details of budgetary control arrangements for building maintenancecosts.

• Details of financial monitoring procedures for building maintenance.

36

37


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?



• Checklist D – Planned Maintenance Programme (see Section 10.4).








• 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.)


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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?

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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

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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.


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.)


• 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.

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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?



• Checklist G – Computer Databases (see Section 10.4).



• RICS Building Maintenance Information publication Special Report No 231 – Measured TermContracts.







• 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.)


42


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

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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.


Review of purchasing and contract arrangements. (See Schedule J.)

Establishment of contract and costing reviews against published schedulesof priced building rates.


• 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



• 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).










• 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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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.


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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• 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.



• 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).






• 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.




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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?


• 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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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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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

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Notes

57

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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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61

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

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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

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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.

69

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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73

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)


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


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


Estates Development Officer

University of Hull

Estates Officer

53 Salmon Grove

Hull HU6 7SZ

Tel 01482 465084


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)


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/


Scottish Association of University Directors of Estates (SAUDE)

Higher Education Directors of Estates for Wales (HEDEW)

http://www.mailbase.ac.uk/lists/aude-general/


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/


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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83

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/


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

85

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


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.


Environment Agency

http://www.environment-agency.gov.uk/

Stationery Office (HMSO)


86

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/

87

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/

88

Notes

89

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

90

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.

91

Maintenance Strategy (continued)


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.

92



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.



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

93

94

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.


• 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

95

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.


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)


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.

97

Condition Surveys (continued)


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.


Notes

98

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.


• 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.

99

Planned Maintenance Programme (continued)


• 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.


Notes

100

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

101

Component Life Cycle Schedule (continued)


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 (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

102

103




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)

104




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

105




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

106

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

107

Repair or Replace Decision (continued)


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.

108

Repair or Replace Decision (continued)


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.

109

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.

110

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.


Notes

111

112

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.

113

Building Maintenance Staff (Job Description) (continued)



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.

114




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.

115




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:

116

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)


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

117

118

Safety Checklist (Non-Estates Staff) (continued)


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

119

120

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)



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)



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)


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)


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.


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)


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)


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

.


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

.


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.


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.


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

.


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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