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Issue No. 1 Issue Date: 9/1/03

MAINTENANCE POLICY

PROPERTY AND FACILITIES DIVISION

THE UNIVERSITY OF QUEENSLAND



Issue No. 1 Issue date: 9/1/03 Page 1

PROPERTY AND FACILITIES

MAINTENANCE POLICY

1.0 INTRODUCTION

The University of Queensland owns and uses an extensive portfolio of land and building assets indelivering its teaching and research programmes. This document provides a policy and management framework to ensure that these assets are maintained appropriately to support theUniversity’s strategic objectives. The deterioration of buildings due to lack of maintenance canlead to future financial burdens, pose legal and other industrial relations issues and affect thedelivery of teaching and research.

2.0 OBJECTIVES

The objectives of this policy are to:

• clarify maintenance responsibilities for land and building assets;

• specify the minimum requirements for the management of maintenance;

• ensure that assets are adequately maintained;

• ensure that associated risks are effectively managed;

• ensure that land and building assets perform effectively and efficiently throughout their service life;

• appropriate decisions are made in selecting maintenance strategies;

• ensure that a sound basis exists for the allocation of maintenance funds.

3.0 SCOPE AND RESPONSIBILITIES

Property and Facilities Division (P&F) generally is the sole provider of maintenance services for University-owned facilities. As the University is the owner of land and building assets, P&F isresponsible for:

(a) acting as ‘building owner’ in respect of asset management and compliance with statutoryand regulatory building requirements;

(c) the maintenance and repair of the plant, equipment and services set out in Column 2 of Schedule 1 of this document.

Facilities that fall outside P&F’s responsibility are :• facilities not owned by the University;

• some domestic residences;

• Student Union Facilities;

• UQ Staff and Graduates Club;

• Private child care centres.

Building occupants are responsible for:

• Ensuring that facilities are kept in a safe and tidy condition;

• Reporting building related faults to P&F Works Control Centre;

• Funding building related work that falls outside the scope of this maintenance policy.




4.0 POLICY

4.1 Preamble

Maintenance funds will be used to achieve the greatest benefit for University buildings and associated infrastructure. Within the constraints of available resources, University facilities will bemaintained to the best standard possible while meeting statutory obligations and the operationalneeds of the University community. Choosing between the many competing demands on thesemaintenance funds is a difficult and demanding task, especially in a climate of increasing costs

brought about by factors such as more stringent legislation, rapid growth in the building stock,extended academic programmes and the increasing ratio of research space to teaching space.

Maintenance funding is prioritised within budget levels and will be allocated in consideration of thefollowing factors:

• Statutory compliance.

• Workplace health and safety.

• Risk management.

• Asset life cycles.

• Impact on teaching and research programmes.

• Public appearance.

• Property loss/damage.

4.2 Maintenance Standards

Each facility will be allocated an Importance Rating of 1- 5 (refer AAPPA Guidelines for Strategic

Asset Management). Maintenance standards will vary depending on the importance of the facilityas per the guide below:

1 Not important Carry out only essential maintenance2 Low importance Defer non-essential maintenance where possible3 Fair importance Carry out maintenance based on risk assessment4 Important Maintain to the best standard that resources allow5 Very important Maintain to a very high standard

In relation to rating 5, there will always be some buildings and facilities which, because of their

importance, their prominence, aesthetic value or historical significance, must be maintained at ahigher standard than that prevailing elsewhere in the University.




4.3 Maintenance Strategies

In delivering maintenance services, P&F will structure their activities to ensure workplace health

and safety is not compromised and disruptions to University activities are minimised where practicable. Maintenance work is made up of the following categories:

• Preventive maintenance (PM) is maintenance which is carried out to prevent an itemfailing or wearing out by providing systematic inspection, detection and prevention of incipent failure. PM is usually programmed.

• Statutory maintenance is when plant such as lifts, fire systems, fume hoods and air conditioning systems are serviced and maintained in accordance with legislativerequirements.

• Corrective maintenance can be defined as maintenance that is required to bring an item

back to working order when it has failed or worn out.• Backlog maintenance is maintenance that is necessary to prevent the deterioration of an

asset or its function but which has not been carried out. The University’s backlog

maintenance liability is estimated each year by P&F. An annual Deferred Maintenance

programme has been set up to address high priority backlog maintenance items. TheDeferred Maintenance programme is normally used to replace building elements that are atan end of their life cycle e.g., air conditioning systems, leaking and rusted roofs etc.

4.4 Funding Responsibilities

P&F are responsible for funding building repairs and maintenance that is due to fair wear and tear.

Where possible, maintenance work resulting from misuse and vandalism will be charged to theappropriate party.

Work identified as legitimate maintenance items will be prioritised and programmed within fundinglevels. Building occupants may choose to fund maintenance work if they require the work sooner than normal maintenance programmes can provide.

Appendix A illustrates how building works are normally funded.

4.5 Facilities Condition Assessment

A facilities condition audit will be carried out on University owned facilities each year. Audits will be carried out in accordance with AAPPA “Guidelines for Strategic Asset Management – How toundertake a Facilities Audit, Edition 1 : October 2000”. Where resources are available, audits will

be carried out as follows:

Level 3 Detailed auditLevel 2 Walk through auditLevel 1 Desktop audit

Each facility should undergo a Level 2 or Level 3 audit every 5 years and a Level 1 audit each

intervening year.




Table 1

Priority 1 Response: Within 1 hour (during normal working hours)

Within 2 hours (after hours)

Categories are:Serious safety hazard/incidentIrreplaceable/catastrophic loss to teaching and researchSerious asset damage (e.g. fire / major leaks which may include water, gas)Widespread loss of power

The objective for priority 1 is: Make safe and minimise damage. In all cases P&F will attend ASAP.

Priority 2 Response: Within 48 hours or 2 working days

Categories are:Low risk safety hazardsReplaceable loss to teaching and research (consult academics)Malfunction of equipment

Priority 3 Response: Within 72 hours or 3 working days

Categories are:Asset require maintenance – not urgentMinimal risk to teaching and research and operations

Priority 4 Response: No specified response time

Categories are:Routine maintenanceProgrammed work Work scheduled as per agreement with customer

4.8 Maintenance Performance Management

Key Performance Indicators (KPIs) will be monitored to ensure that the delivery of maintenanceservices meets desired standards. These KPIs are detailed in Table 2.




Table 2

KPI Measure Target

Response Time Time responded as per Table 1 Achieve minimum of 95% of specified response times.

Outstanding Work Orders No. over 30 days No. over 60 days No. over 90 days

15% total work orders10% total work orders5% total work orders

Maintenance Index % of maintenance budget/ totalasset replacement value (ARV)

No less than 1.0%

Facilities Condition Index % of total portfolio liabilities /total ARV

Minimum 85%

Health Safety and Environment No. of serious incidentsreported to authorities.

0

Condition Auditing % of buildings audited by due

date.

100%

Maintenance Customer ServiceRating

% score from customer surveys.

Minimum 80%

4.9 Works Control Centre

All maintenance requests/faults are to be reported to the P&F Works Control Centre (WCC) via:

• ext.: 52222 (St Lucia)

• ext.: 50226 (Gatton/Ipswich)

• email: [email protected] (St Lucia)

• email: [email protected] (Gatton/Ipswich)

The WCC is open from 7.30am to 4.00pm Monday to Friday. Outside these hours, Security receiveall phone requests and if required, call out the relevant on-call staff member/contractor (as per callout register PF137). If no call-out is required, Security email WCC with relevant work requestinformation.

The maintenance work flow is summarised in the attached flow chart in Appendix B.

Customers are able to follow-up the status of work requests via www.pf.uq.edu.au/wcc.html or by

calling WCC on ext. 52222 (St Lucia) or ext. 50226 (Gatton/Ipswich).

WCC is committed to maintaining a high level of customer service. Feedback is welcomed via our customer services questionnaire located at www.pf.uq.edu.au/wcc.html or by contacting theOperations Coordinator on ext 52156 or email [email protected]. Service complaints should in thefirst instance be directed to the Operations Coordinator.

4.10 Charges for extra services

Charges will apply for services provided by P&F maintenance that fall outside the parameters of this maintenance policy. Schedule 1 details funding responsibilities for building related works.

mailto:[email protected]









Work that is categorised by Column 3 of Schedule 1 will be charged in the following manner:

• Where external contractors are used, the actual invoice amount will be recovered plus P&Foverhead costs. These overhead costs will only be included where the balance incurred for

supervision and co-ordination is one full hour or more.• For work carried out by P&F maintenance staff, a flat hourly rate equivalent to the top

increment level of HEW 4 will apply. This rate will be reviewed and updated to coincidewith salary increases. At November 2002, this rate was $30/hr.

All recovery work requests submitted to WCC must be accompanied by an account number.

4.11 Property and Facilities Maintenance Contacts

Operations

Manager 52233

Maintenance

Officer

St Lucia

59148

Environmental

Services

51587

Operations

Coordinator

52156

Maintenance

Officer Qld

Biosciences

Precinct

62255

Maintenance

Officer

Other Sites

52948

Maintenance

Officer

Gatton/Ipswich

50545

St Lucia

Works Control

Centre

52222

Gatton/Ipswich

Works Control

Centre

50226

Operations

Manager 52233

Maintenance

Officer

St Lucia

59148

Environmental

Services

51587

Operations

Coordinator

52156

Maintenance

Officer Qld

Biosciences

Precinct

62255

Maintenance

Officer

Other Sites

52948

Maintenance

Officer

Gatton/Ipswich

50545

St Lucia

Works Control

Centre

52222

Gatton/Ipswich

Works Control

Centre

50226

5.0 Glossary

Asset management – A systematic approach to the procurement, maintenance, operation,

rehabilitation and disposal of one or more assets which integrates the utilization of assets and their performance with the business requirements of asset owners or users.

Facility – A complex of buildings, structures, roads and associated equipment, such as a hospital,school, shopping centre, or the like, which represents a single management unit for financial,operational, maintenance or other purposes.

Facilities Condition Index (FCI) – The current condition of the Asset measured relative to its as-new condition. The FCI is determined by the formula: FCI = 1 – (Backlog Maintenance/ARV)

Maintenance Index – Recurring maintenance expenditure as a percentage of asset value.



Preventive Maintenance – The actions performed to retain an item or asset in its original conditionas far as practicable by providing systematic inspection, detection and prevention of incipientfailure. Preventive maintenance is normally programmed, for example as “Predetermined

preventive maintenance’.

Corrective Maintenance – The actions performed, as a result of failure, to restore an item or assetto its original condition, as far as practicable. Corrective maintenance may or may not be

programmed.

Deferred Maintenance – Maintenance which is due to be carried out in the current financial year but which will not be carried out because of a shortage of funds or unavailability of parts. Deferred maintenance should be added to the backlog of maintenance items awaiting attention.

Backlog Maintenance – Maintenance that is necessary to prevent the deterioration of an asset or itsfunction but which has not been carried out.

Statutory Maintenance – Maintenance that must be carried out to meet statutory requirements.

Alasdair McClintock _________ 20/1/03 _______

Director, Property and Facilities Division Date





Schedule 1

Funding Responsibilities for Maintenance Services

Column 1 Column 2 Column 3 Column 4

Responsibilities

Funding Account P&F Faculty/

Other

Comments / Examples

Building Element

Sub-structure 9 Building Footings, inground serviceslocated under building

Building structure 9

Internal Fittings 9 Photo frames, clocks, whiteboards,mirrors, curtains, drapes, blinds,internal plants

Internal Fittings – public areas Toilets, Corridors etcInternal Finishes 9 Toilet roll holders, carpets, floor

coverings, painting, wall coverings

Fixed Furniture 9

Service Elements

Electrical Lighting and Power Systems

9

Building Reticulated Services 9

Special Reticulated Services(gases, RO water etc)- fixed supply lines- gas bottles- filling of gas bottles

9 9 9

Air conditioning/ventilation 9

Fire Protection Systems 9

Security Systems 9

Asbestos Materials 9

Lock Repairs 9

Key Replacement 9

Site Elements Site Works 9 Roads

External Structures 9 Fences, fixed garden furniture

External Services 9 Drainage, power distribution

Landscaping / GroundsMaintenance

9 Includes irrigation

Other

Fixed Plant 9 Fume cupboards, registered autoclaves, walk-in

freezers/coldrooms/growth cabinets




Department Equipment – Fixed 9 Biohazard units, laminar flow,workshop equipment & plant,scientific test rigs

Portable Equipment (including

testing and tagging)

9

Telephones & Data, AVEquipment, TV outlets, antennae,satellite dishes

9

Loose Furniture/Seating 9

Signs Fixed Directional 9

Signs Loose and Corporate 9

Kitchen equipment 9




Appendix A

Funding for Building Works

The funding for Property and Facilities related work can sometimes be confusing because differenttypes of work are funded from different sources. This confusion often creates conflict as variousgroups compete to obtain funds for their particular areas and interests. The main areas of conflictare between maintenance and new works (capital and minor works projects), and between Facultyand P&F funded minor works projects. To help overcome this problem, the model below illustrateshow funds are allocated in relation to building works.

P&FOperating

Budget

Deferred

Maintenancee.g.

Life cycle

replacement• Roofs

• Air conditioning plant

• Fume cabinets

• Fire systems• Electrical systems

Corrective

Maintenance

Projects• Major repairs

• Road repairs

• Plant overhauls

General

Maintenance

e.g.• grounds

AssetManagement

Plan

FacultyOperatingBudget

University

Improvement

Fund &

Minor Works

Capital Works

e.g.

• new buildings• major building

rehabilitations

• major engineering

servicesinfrastructure

upgrades• major maintenance

projects

Departmental Minor

Works

e.g.• accommodation

fitouts

• installation,

removal,relocation,

upgrading of departmental

equipment• improvements to

accommodation

• additional facilities• departmental

security upgrades

Other Minor Works

e.g.• asbestos

management

• energymanagement

• OHS projects• disabled access• infrastructure

upgrades- chilled water

- hydraulics

- lighting- electrical etc.

• environmental

management• security

infrastructure

• fire safety

• fault response

• service contracts

such as fire &air conditioning

• minor repairs• preventive

maintenance• statutory

compliance

MAINTENANCE

• Repairing, maintaining &replacing existing assets

CAPITAL

• Creating new assets

• Improving or extendingexisting assets

• Bringing items up to

statutory compliance

MINOR

• Creating new assets• Improving or extending

existing assets

• Bringing items up tostatutory compliance