Building Repairs and

Maintenance Study in the

Higher Education Sector
June 98/31

Management Review Guide

HIGHER EDUCATION FUNDING COUNCIL FOR WALES

CYNGOR CYLLIDO ADDYSG UWCH CYMRU

Value for Money Initiative

£15
Building Repairs and
Maintenance Study in the
Higher 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
Background
The building maintenance study is one of a number of initiatives by
the Higher Education Funding Councils to support higher
education institutions (HEIs) in managing their estates, through
identifying and disseminating good practice.
The outputs of the study provide HEIs with an opportunity to
enhance their current building maintenance arrangements and save
costs. They recommend a management approach based on asking:
‘What are the appropriate levels of service delivery required for
building maintenance arrangements, in order to achieve value for
money?’ The emphasis is one of upward initiative, rather than
downward control. The checklist-driven approach indicated in this
guide can be used directly; it will also help institutions identify and
implement complementary approaches, where appropriate.

Findings of the Study

After its staff and students, the estate is the most important asset of
the institution. It directly supports the delivery of teaching and
research; it also provides a stimulating and supportive environment
for students and staff alike. An appropriate and well-maintained
estate is therefore critical to delivering the institution’s core business
objectives in a cost-effective way.
The findings of the Building Repairs and Maintenance Study in the
Higher Education Sector readily acknowledge the work already
undertaken by institutions to manage planned and reactive building
maintenance. However, further strategic and operational
opportunities, as well as cost benefits, do exist for institutions to
enhance 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

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• 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 all
institutions, within a framework that enables management options
to be considered, in order to deliver value for money. It is the
responsibility of the institution to identify and to implement the
most appropriate management arrangements to match its
requirements.

Outputs of the Study

This Management Review Guide is one of two publications arising
from the study; the other is the National Report.
The National Report focuses on management issues regarding
building repairs and maintenance, and identifies key actions to be
considered by people in the corporate and management structure of
the institution. Together, the National Report and Management
Review Guide illustrate and support an approach whereby
institutions are able to identify structured management
arrangements for the upkeep of their academic and other buildings,
and the mechanical and electrical services installed within them.

Purpose of the Guide

The Management Review Guide aims to enable individual HE
institutions to undertake periodic management reviews of their
building maintenance arrangements. By so doing, an institution will
be able to assess the effectiveness of those arrangements and
identify any further actions necessary.
Such reviews could either be part of a management initiative
instigated by the institution over a three-year period; or be based on
diagnostic reviews undertaken by its professional advisers or
auditors, over a similar time scale. Following the review, a formal
management action plan could then be agreed to implement the
actions identified.
The process enables considered input by both users and managers.
It should focus attention upon existing arrangements, and identify
specific outputs that will contribute to the development of the
institution’s aims and objectives.

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 The National Report and Management Review Guide are a source
of ideas and actions. They are designed to encourage the senior
management team of the institution to adopt a resourceful and
imaginative approach in reviewing and updating the building
maintenance arrangements.

Scope of the Guide

For the purposes of the guide, building maintenance includes all
work undertaken by the institution in maintaining the fabric and
associated services of its campus buildings. Operational services
such as grounds maintenance, cleaning, caretaking, security and so
on have not been specifically considered as part of this study.
For management information purposes, building repairs and
maintenance work should be considered as either planned or
reactive. This definition of building maintenance enables the
institution to evaluate the balance of its current arrangements and
make changes as required. Equally, staff not directly involved in the
delivery of building maintenance are able to appreciate its total
resource implications for the institution.

Users of the Guide

A review of building maintenance arrangements is best undertaken
by a project team in order to co-ordinate the work of technical,
financial, advisory and other staff. The exact arrangements may
allow some actions to be considered by two or more members of
the team (or nominated staff) working in partnership; while others
may be pursued by an individual member; and some may be
undertaken 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 by
everyone involved: members of the management team, other
nominated staff of the institution, its professional advisers and
auditors. The membership of the project team, and of any working
group or sub-committee, is considered in a subsequent section of
this guide: Building Management Review Group.

Format of the Guide

The guide has been divided into the key aspects that need to be
considered in developing effective management arrangements.
Further guidance is indicated in the Appendices at the back.

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The exact nature and scope of the management arrangements can
vary considerably. The checklists in the following sections are for
guidance 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

Institution Institution’s Strategic SERVICE LEVEL

Plan STATEMENTS
(Adoption of
maintenance (agreed service standards)
standards)

Estates Strategy Planned Maintenance

For example:
Day-to-day (or routine) maintenance
Periodic (or cyclical) maintenance
Maintenance contracts (scheduled
and condition-based maintenance)
Maintenance Strategy
Preventative (also planned
Academic and preventative and forward)
Administrative maintenance
Departments Regular statutory inspections
(Identification of Painting/redecoration programmes
maintenance
standards) Planned Long-term (irregular or backlog)
and Reactive maintenance
Maintenance

Reactive Maintenance
For example:
Unplanned maintenance
Emergency (or breakdown)
Building Repairs maintenance
and Maintenance
Arrangements Responsive maintenance

Estates
Department
(Management of Performance Benchmarks
maintenance
standards)

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2. Building Maintenance – Planned and
Reactive
Introduction
Building maintenance is an important service within the overall
facility arrangements of the institution. It was identified as being a
subject of concern by all HE institutions, in terms of their
management priorities. It is delivered within a statutory framework
that is becoming increasingly strict and demanding, with the risk of
sanctions being applied in cases of non-compliance. It also has
significant cost implications, for all institutions, if ignored.
In maintaining the estate, a framework is required which:
• recognises the interests of different stakeholders through service
delivery arrangements
• ensures compliance with statutory regulations
• enables the institution to achieve value for money through the
management and funding of agreed maintenance priorities within
its strategic and operational plans.

Building Maintenance
In the context of the study, building maintenance is considered to be
work undertaken to keep, restore or improve every part of a
building, its services and surrounds. This work will be determined
by:
• core business needs – assessment of priority and risk in relation to
core business activities
• adopted standards – included within service level statements and
agreed by both user and provider
• planned financial resources – identified within costed maintenance
plans.
Planned building maintenance is any work done with forethought
and control to a predetermined plan, even on a day to day basis.
Reactive building maintenance is carried out in response to defects
and emergencies. An example of how different categories of
building maintenance may be grouped is given overleaf.

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 Planned Maintenance
• Day-to-day (or routine) maintenance
• Periodic (or cyclical) maintenance
• Maintenance contracts (scheduled and condition-based
maintenance)
• Preventative maintenance (also planned preventative and forward
maintenance)
• 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 may
apply to each of the above. However, the guide proposes that the
funding and planning outcomes should be co-ordinated to secure
the best use of limited funds; and that the overall maintenance
contribution should be identified and monitored for management
information purposes.
Definitions of other terms used in considering building maintenance
arrangements are in the Glossary at the back of the guide.

Estates and Maintenance Strategies

The focus of the estates strategy should be the quantity and quality
of provided and maintained space, in relation to the core business
activities of the institution.
The framework for the delivery of the building maintenance service
required should be clearly stated within a maintenance strategy.

Planning
To maximise the use of capital and revenue, it is important that the
outcomes delivered by each process are co-ordinated. The specific
needs for building maintenance work will be identified from
arrangements which inform the institution’s management of the
present condition of the estate and the effectiveness of the
arrangements in place.

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Funding
The balance between funding and need should be robust. The
implications of deferring maintenance should be made known to
the senior management team, and there should be a planned
approach to addressing identified priorities and needs. The
approach should clearly identify both benefits and costs, including
value for money.

Standards
Maintenance service standards, agreed between user and provider,
should be the element within the strategic framework that
determines service delivery.

Performance Benchmarks
The standards identified should be capable of being measured and
monitored. Performance benchmarks could be identified at
supplementary levels, for example by core business activity, by
building, by department, by student, and so on.

Notes

9
 3. Benefits of a Building Maintenance
Review
Introduction
The foremost objective of the management review is to ensure that
the building maintenance arrangements comprehensively support
the strategic objectives of the institution.
As the institution’s estate changes (because of changes in academic
requirements, student and other services-led developments, and so
on), mechanisms should be in place to ensure that the management
arrangements meet those changing needs.
There are, therefore, resource implications for the institution.
However, these are not solely financial: time, staff commitment and
other skills are also required. The review process requires
consideration of both financial and non-financial costs and benefits.

Costs and Benefits

Some savings in building maintenance costs should arise from co-
ordinating construction, building maintenance and energy
management. Institutions should bear this in mind when planning
the use of resources in the short, medium and longer terms.
However, further savings should also accrue if linked to defined
levels of service standards.
The benefits that could result from a management review by the
institution of its building maintenance arrangements are
summarised below. Cost-benefits could be ongoing, year on year, as
a 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 of
its core business activities, through
building maintenance arrangements.
Condition Assessment Confirmation and/or re-assessment of
(6.2) building maintenance priorities.
Maintenance Planning Making savings by co-ordinating
(6.3) outcomes and resources for capital
building and maintenance programmes.

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Resource Planning (6.4) Identifying and balancing the ‘peaks’ and
‘troughs’ in building maintenance
expenditure, in line with available
resources.
Managing the Workload Identification of the levels of
(6.5) management and mix of trade skills
required to meet adopted service level
standards.
Getting Good Prices Provision of a cost-effective mix of
(6.6) contract arrangements, such as
dayworks, measured term contracts and
minor works arrangements, to match
stated requirements more closely.
Evaluating Quality (6.7) Achievement of shared responsibilities
for building maintenance with users.
The above benefits require appropriate investment. The investment
should form part of the institution’s overall strategy, with cost-
benefits, cashflows and so on being determined as part of the
institution’s medium to long-term planning processes. The principal
benefits may be identified immediately, or could be realised
progressively and have a cumulative effect. For example, energy
management savings can often provide the funding for future
energy and building maintenance projects, as part of a phased
programme. The identification and prioritisation of building
maintenance initiatives should form part of an institution’s
management arrangements.

Issues for Smaller HE Institutions

Smaller institutions that wish to respond to the study findings may
be particularly concerned about the engagement of suitably
qualified professional staff, access to external advisers, and the level
of financial resources available.
Within each of the key sections (6.1 to 6.7), specific matters have
been indicated as appropriate to smaller institutions. However, the
senior management team is responsible for ensuring that suitable
arrangements are in place.

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 4. Building Maintenance Review Process

Elements of the Review Process

Commencement of
Stages within Building Maintenance Management
Review Process Review Process

Initial Actions
Governing Committee

Assignment of
Building Management
Responsibilities
Review Group

Implementation and
Management Review
Documentation
Guide

Building Maintenance Matrix

Management Action Plan

Periodic Review
Governing Committee

Annual Report

ON-GOING BUILDING
MAINTENANCE REVIEW PROCESS
(THREE-YEAR REVIEW CYCLE)

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4. Building Maintenance Review
Process
Introduction
The review process outlined here, and summarised in the diagram
opposite, is based on the outcomes of the study. The process has
been subdivided, where appropriate, into the following stages:
• initial actions
• assignment of responsibilities
• implementation and documentation
• periodic review.

Governing Committee
The institution should nominate a group of individuals with an
overall collective and long-term responsibility to ensure that the
maintenance of its buildings and installed services is managed
efficiently, effectively and economically. For the purposes of the
guide, such a group is referred to as the governing committee. Its
role and responsibilities differ from that of the building
management review group described later.
The governing committee should be either an existing management
working group, such as the senior management team, or an existing
committee, such as the estates committee (or similar governing
body/resources committee). This avoids creating a further and
unnecessary tier in the institution’s management and committee
structure. The terms of reference of the governing committee should
be clear, and enable sufficient time to be given to matters in hand
(see Appendices).
The governing committee should receive and consider regular
reports on building maintenance from the estates department;
monitor any subsequent actions considered necessary; and ensure
that information on building maintenance is disseminated in a
timely and effective way to the staff in user departments.
Monitoring should include performance management against
agreed targets, as well as considering progress and actions for
specific management initiatives and other measures.

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 The review of existing arrangements may be part of a management
initiative instigated by the institution, or based on diagnostic
reviews by the institutions’ professional advisers or its auditors, or a
combination of the two. In all cases the governing committee
should receive reports from the building management review group
(see below) and/or the advisers.

Building Management Review Group

The appointment of the building management review group is
short-term. Its role is that of a project team or sub-committee, with
responsibility for undertaking periodic management reviews of the
institution’s building maintenance arrangements. The initial review
could form part of a management initiative instigated by the
institution over a three-year period.
Working arrangements should be flexible, to achieve the best
combination of existing management and staffing resources. For
example, some actions may be considered by two or more members
of the management team (or nominated staff); others may be
pursued by individuals; and some may be undertaken by the
institution’s professional advisers and auditors, with or without
members of the management team, as appropriate.
The process should allow considered input by both users and
managers. It should focus on existing arrangements and provide
added value to any future arrangements identified.
The membership and other matters relating to the working group
are considered in more detail in Section 5.

Building Maintenance Matrix

To provide an overview of building maintenance within an
integrated framework of management arrangements, the key
elements have been presented as a matrix (see Section 6). Each
element is supported by checklists to be completed by the building
management review group or the institution’s professional advisers,
as appropriate.
An institution can use the matrix to track and plan its progress in
the review process. As each section of the matrix is completed –
that is when the issues have been considered and the actions
identified have been implemented – so a profile of progress is built
up, which may then be shared within the institution as an annual
report.

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Annual Report
The findings of the review group should form the basis of a report
presented to the governing committee. The report will include the
objectives and actions identified from completing each stage of the
building maintenance matrix.
Recommendations highlighted by the review group should be
summarised in a management action plan. The outcomes of the
review process will be enhanced if they have the full support of the
institution’s management team.

Notes

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 5. Building Management Review Group
Introduction
A building management review group should be appointed to
review the institution’s management arrangements for building
maintenance. This group must have the appropriate delegated
authority, commitment and resources to carry out its business. In
addition, its membership should include representatives drawn from
management, staff and students so that they can contribute to the
review process.
The findings of the review group should be approved and adopted
by the governing committee (that is, the senior management team
or similar governing body/resources committee), on behalf of the
institution.

Terms of Reference
These should be approved by the governing committee. A checklist
of objectives is available on the Internet, for further details see the
Appendices. The terms of reference should enable the working
group to establish how the institution:
• ensures a strategic dimension to building maintenance – Strategic
Framework (Section 6.1)
• undertakes systematic condition surveys of its estate using in-house
staff and professional advisers – Condition Assessment (6.2)
• plans future maintenance provision for all its buildings and installed
services, including minor works, major refurbishments and new
buildings/extensions – Maintenance Planning (6.3)
• assesses – for budgetary, planning and monitoring purposes – the
costs of delivering the actions and priorities identified by the
planned maintenance programme – Resource Planning (6.4)
• manages the planned and reactive maintenance work identified in
the planned maintenance programme and arising day-to-day –
Managing the Workload (6.5)
• assesses the cost-competitiveness of all jobs carried out by both
internal and external maintenance staff – Getting Good Prices (6.6)
• manages service standards for the delivery of building maintenance
work – Evaluating Quality (6.7).

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The management arrangements should allow changes to be
identified in the institution’s building maintenance requirements.
The working group may, therefore, continue to be involved to
ensure that the institution maintains in-house expertise and that the
management arrangements for building maintenance are effectively
monitored and controlled.

Membership
The review group members should aim to ensure that the
management requirements of the institution are correctly and
comprehensively identified. The commitment and time of the
individuals involved is essential.
However, a management review of an institution’s building
maintenance arrangements involves a number of skills. In
institutions where estate management, internal audit and other
professional services are provided in-house, the review group may
consist of representatives of the departments concerned. Where
these services are provided on a contract basis, the institution may
decide to instruct its professional advisers to undertake some or all
of the work. Alternatively, institutions may make joint
arrangements involving another HE/FE institution. Such
arrangements could be provided on the basis of its membership of a
facilities management consortium or other co-operative grouping.
Where the review involves both in-house and externally provided
skills, the arrangements must be effectively co-ordinated.

Building Maintenance Users

Consultation with users is important to ensure that any proposed
changes have the support of all those affected by them. In
particular, the involvement of people representing academic and
administrative staff and students will enable their requirements to
be understood and reflected in the management arrangements.
A user survey report may be considered either as an alternative or
as complementary to direct participation by users in a working
group.

Building Maintenance Staff

The appointment of dedicated building maintenance staff, whether
full-time or part-time, ensures that core business activities are

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 continued in accordance with agreed service standards that take
account of risk and priority. In smaller institutions, a building
maintenance manager can ensure that building maintenance
arrangements are co-ordinated. A priority rating should be given to
all building maintenance jobs reported by members of staff and
students.
The activities of the working group may benefit from the
appointment of a co-ordinator, such as the building maintenance
manager or another member of the working group, as necessary.

Building Maintenance Advisers

Alternatively, an external consultant may be appointed as building
maintenance manager. In this case, their terms of reference and level
of delegated authority should always be formalised in writing.
The institution may also decide to employ a consultant to assist in
the review and assessment of building maintenance arrangements.

Auditors
The building management review group should have access to the
reports prepared by the institution’s auditors relating to building
maintenance arrangements.
The institution should consider carefully whether to involve the
auditors further. Such involvement might compromise the
independence of the auditors in subsequently reviewing any
arrangements put in place. In practice, this is unlikely if the
auditors’ brief is restricted to collecting, analysing and evaluating
information and preparing recommendations for consideration by
the institution.

Building Maintenance Matrix

The maintenance matrix (Section 6) should be used by the review
group to assess the effectiveness of the management arrangements
for building maintenance. Each element within the matrix is
supported by checklists.

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Notes

19
20
Stages within Strategic Framework Condition Maintenance Resource Planning (6.4) Managing the Getting Good Prices Evaluating Quality
Review Process (6.1) Assessment (6.2) Planning (6.3) Workload (6.5) (6.6) (6.7)
Periodic Maintenance strategy Planning systems Planned maintenance plans The implications of deferring or Provision of management, Building maintenance Periodic reviews of
regularly reviewed and computerised to facilitate updated following not funding building maintenance trade and professional contract and purchasing completed jobs undertaken
Review updated by the institution. the updating and condition surveys. Reports should be ascertained, using cost- services based on agreed arrangements allow the to confirm that agreed
(Revisions Annual estates report manipulation of data submitted to the governing in-use techniques; and the findings service level requirements, institution to respond to service level standards have
identified within considered by the following condition committee and senior reported to the governing and subject to periodic market conditions. been met, and that assessed
each element of the governing committee. surveys, and to enable the management team. committee. Performance management reviews by levels of risk and priority
matrix are part of re-assessment of benchmarks reported to the the institution. for core business activities
the ongoing review maintenance priorities. institution’s senior management are correct. Building
process, starting – Reports submitted to the under standards, investment, maintenance performance
Initial Actions, governing committee and planning and staff. Estate systems benchmarks developed.
etc.). senior management team. reviewed to ensure that
management information needs
are being met.

Implementation Funded and standards-led Comprehensive and Planning cycles consistent Estates management information Estates management Procurement arrangements Service level standards for
levels of service delivery systematic condition with other strategic and systems interfaced with other information systems enable for maintenance goods and building maintenance
and implemented for building surveys of its estate policy documents, such as systems such as finance, maintenance jobs to be services comply with UK identified and agreed with
Documentation maintenance arrangements. undertaken by the the corporate business plan purchasing, energy, asset and costed in terms of labour, and EU legislation. user departments. Building
institution over a five-year and estates strategy. Co- space management, timetabling, materials and other Tendering and financial maintenance procedures
period. Condition survey ordination of capital etc. Estates systems used to update expenses. regulation procedures documented to support
reports prioritise and price building and maintenance maintenance plans, monitor updated regularly. staff training and health
maintenance work programmes. maintenance work, and to and safety considerations.
required to assist resource extrapolate maintenance trends
6. Building Maintenance Matrix

planning. and report performance. Budget

arrangements should be based on
costed and co-ordinated capital
building and maintenance plans.
Accounting policies and
procedures reviewed for capital
building and maintenance
projects.

Assignment of Roles and responsibilities Input from in-house staff Building maintenance Roles and liaison arrangements Specific roles and duties Roles and liaison Building managers and
identified and included in to assist strategic and managed for planning between estates and finance staff identified for building arrangements identified for departmental maintenance
Responsibilities the terms of reference of operational planning, and purposes as either planned established for identifying and maintenance staff. Staff job the negotiation and liaison representatives
the governing committee, to increase knowledge of or reactive maintenance. evaluating building projects. The descriptions and monitoring of building appointed. Training of in-
and the job descriptions of the estate. Appointment of Planned and reactive input of maintenance staff and organisational charts maintenance contracts, house staff to develop
key staff. professional advisers. maintenance programmes users reflected in new build and updated. Introduction of between estates and skills, and to ensure co-
Terms of reference costed to identify the major refurbishment projects. routine safety checks to be purchasing staff. ordination and consistency
established; timing, scope, financial resource undertaken by non- of approach, in
coverage and pricing of requirement. Departmental maintenance staff (such as undertaking condition
maintenance work responsibility established caretakers, porters and surveys.
required agreed. for building data cleaners) considered.
collection, analysis and
dissemination.

Initial Actions A maintenance strategy Definition of terms for Definition of terms, for Joint training arrangements and Staff and management Procurement arrangements Planned and reactive
drafted by the institution to condition, risk and priority planning purposes, of risk procedures established for estates training arrangements in ensure that value for maintenance arrangements
provide links between its assessment identified for and priority assessment and finance staff regarding place so that maintenance money can be delivered for enable users’ views to be
academic plans, estate key building fabric and and expected life-cycles, investment appraisal (cost-benefit work may be carried out agreed levels of service canvassed and reflected
strategy and planned service elements and identified for key building analysis) and life-cycle costing, safely, comply with delivery for planned and within service delivery
maintenance programmes. components. Collation of fabric and service elements project monitoring and legislation, and deliver reactive maintenance, for statements.
Specific strategic, building and installed and components. Long- documentation in respect of value for money to the the institution and
operational, technical and services data from estate term maintenance plans capital building and maintenance institution. individual departments.
customer objectives defined records, ‘as-built’ plans and developed for academic projects.
in the strategy for planned service manuals, etc. and other areas.
and reactive maintenance
arrangements.

Base Line Starting point for the institution before specific management actions relating to building maintenance are identified. (Progress can be shown by shading boxes when actions have been implemented.)
Position
6. Building Maintenance Matrix
Introduction
The building maintenance matrix was developed to help institutions
assess the effectiveness of their building maintenance arrangements,
and identify matters that need to be considered further.

Scope of the Matrix

The 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 Matrix

The building management review group can use the matrix, with
the checklists and schedules provided (see Sections 6.1 to 6.7 and
the Appendices), to obtain a comprehensive overview of the current
building maintenance arrangements.
The matrix will allow the institution to review progress over time
and establish a profile based on actions implemented to date. The
institution should aim for a balanced profile with progress in all
areas. As an example, in the matrix opposite, some boxes have been
shaded to illustrate how a profile representing progress to date may
be shown. Within this guide, specific actions have been identified
over a three-year period, as part of a management review (see
Appendices: A Way Forward (Key Tasks)– Checklist).
The review group may also use the matrix to provide a quick initial
assessment of the current building maintenance arrangements,
before undertaking a more comprehensive review of the matters
listed under each element of the matrix. Equally, the matrix may be
used to prioritise the areas covered by the group. The above can be
achieved by considering each box in turn.

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 Reports to the Governing Committee
As part of the review, the results of such exercises should be
reported to the institution’s governing committee – in the form of
an annual report and management action plan, for consideration
and approval.
The working group will need to repeat the review periodically to
ensure that the institution’s building maintenance arrangements
remain effective as circumstances change.

Notes

22
Notes

23
 6.1 Strategic Framework
Review Objective:
To establish whether the institution provides a strategic dimension to building maintenance.

The Need for a Maintenance Strategy

To achieve an effective and co-ordinated approach to building maintenance, the institution should implement
an approved maintenance strategy.
Potential benefits of a strategy are that it:
• determines the corporate strategic objectives to be met by the institution’s building maintenance
arrangements
• provides a quality and performance-based framework for the delivery of building maintenance, in order to
maximise 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 achieved
by its building maintenance arrangements.
• An effective link is needed between the institution’s academic plans, estates strategy and planned
maintenance plans.
• Funded and standards-led levels of service delivery should be established for all building maintenance
arrangements.
• 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 and
operational documents (eg, corporate business plan, academic plans,
estates strategy, environmental and energy management policies, planned
maintenance programmes etc).
Consideration of the role and responsibilities of the governing
committee (ie, the senior management team or similar governing
body/resources committee) regarding building maintenance arrangements.
(See Checklist B.)

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Data to be Requested in Advance/Desk Research Obtained
• Copy of the institution’s overall committee structure and terms of
reference in summary.
• Membership and terms of reference of the governing committee
responsible 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.

Additional sources of information

Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under 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

Suggested matters for review

• Governing committee’s terms of reference, minutes, reports etc. (See Checklist B – Governing
Committee Terms of Reference.)
• Co-ordination of environmental and maintenance policy objectives. (See Checklist A – Maintenance
Strategy.)
• 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.)

25
 Present Arrangements
Issue Actions

What strategic policy objectives have been identified by the institution

regarding the management of its building maintenance arrangements? (See
Checklist A – Maintenance Strategy.)
If there is a strategy, is it:
• documented and formally adopted by the institution? If YES, when was
it last reviewed and by whom was it approved?
• written but unadopted? If YES, when was it produced and who has
agreed it?
• an unwritten set of guidelines? If YES, is it implicitly contained in other
strategic policy documents – such as the estates strategy or
environmental and energy policies?
What are the arrangements for ensuring that the estates strategy
specifically incorporates the institution’s strategic aims regarding building
maintenance?
What are the arrangements for ensuring that the objectives and outcomes
of the maintenance strategy are clearly linked to those contained in other
corporate 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 and
updating the objectives in the maintenance strategy? (See Checklist N –
A Way Forward.)
What plans and processes does the institution have in place to support the
delivery of the maintenance strategy (eg, condition assessment surveys,
planned maintenance programmes, long-term maintenance funding, estates
management information systems, service level standards etc)? (See
Appendices.)
Is there a governing committee which considers and approves all matters
regarding the institution’s estate? (See Checklist B – Governing Committee
Terms of Reference.)
Do the governing committee’s responsibilities include consideration of both
capital and revenue expenditure on buildings? (This will enable it to co-
ordinate capital building and maintenance plans and programmes, and to
consider the maintenance contribution arising from both capital and
revenue funded building programmes.)
Is the governing committee responsible for health and safety, fire safety and
other legislative compliance so that actions may be co-ordinated with other
building work programmes? (See Section 8.)

26
Present Arrangements (continued)
Issue Actions
Does the governing committee’s role include setting building maintenance
performance benchmarks, project/job cost-benefit monitoring, and the
publication 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 for
formulating, monitoring, reviewing and updating the policy objectives of
the 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 and
outcomes, as a result of input by other staff and students? (For example,
input could be through the introduction of building management
committees 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 Plan

The following are suggested matters regarding the maintenance strategy to be considered by the building
management 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 with
maintenance strategy.
Condition surveys – links with maintenance strategy.

Notes

27
 6.2 Condition Assessment
Review Objective:
To establish whether the institution undertakes systematic condition surveys of its campus
buildings.

The Need for a Condition Survey

Effective 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 building
fabric 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 comprehensive
and 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 assist
strategic 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 maintenance
programmes.

Issues for Smaller HE Institutions Actions

Implementation of condition survey arrangements. (See Checklist C.)
Instructions when using in-house staff, and identification of terms and
conditions 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; for
example, appointment of building maintenance manager and departmental
liaison staff, use of spreadsheet and non-CAD applications).

Data to be Requested in Advance/Desk Research Obtained

• Copies of previously completed surveys by internal staff and external
advisers.
• Details of the terms of reference, scope, outputs and definitions (basis
of condition assessment, priority, risk, costs etc) for both selective and
comprehensive surveys.
• Copies of updated capital building and maintenance plans and
programmes of work.

28
Additional sources of information
Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• Checklist C – Condition Surveys (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 239 – Condition Assessment
Surveys.
• RICS Building Maintenance Information publication Special Report No 249 – Legislation Non-
Compliance and Condition Appraisal Systems.
• Chartered Institute of Building publication – Maintenance Management.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

Suggested matters for review

• Terms of appointment and reference for internal staff/external advisers, scope and coverage of survey
etc. (See Checklist C – Condition Surveys.)
• Definitions of condition, priority and risk ratings, etc, to be used with condition survey assessments.
(See Glossary.)
• Updating of condition surveys and capital building and maintenance programmes in terms of priority,
risk and outputs. (See Checklist D – Planned Maintenance Programme.)
• Implementation of the actions identified following completion of the building maintenance matrix.
(See Section 6.)

Present Arrangements
Issue Actions
Has the institution undertaken a comprehensive condition assessment
survey of its buildings and associated mechanical and electrical services
within the last five years?
Has the institution undertaken a selective condition assessment survey of
individual buildings and/or associated mechanical and electrical services
within the last five years?
What arrangements does the institution have for carrying out selective and
comprehensive condition surveys? (See Checklist C – Condition Surveys.)
For example:
• How does the institution determine whether these are to be undertaken
by external advisers, or by in-house maintenance staff, or by a
combination of the two?
• Are the terms and conditions of appointment, scope and approach for
the survey clearly stated for the external and internal providers?

29
 Present Arrangements (continued)
Issue Actions
• How does the institution ensure consistency in undertaking and
analysing the results of the survey?
• Are all external advisers professionally qualified and/or do the in-house
staff receive appropriate training and instruction?
• What arrangements are in place to ensure that over a stated period of
time all campus buildings and installed services have been covered by a
planned survey or other form of assessment?
• How does the institution capture the results of the survey in a
systematic and comprehensive way, to facilitate disseminating
management information, updating existing maintenance plans, and
confirming or re-assessing risk and priority to core business activities?
• Are the results of the survey available to the institution in suitable
formats: 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 accordance
with changed circumstances? (As part of trying to assess the
effectiveness of the arrangements in place, ascertain whether there have
been instances when the survey(s) or other appropriate arrangements
have been reactive or of limited value to the institution. How did the
management team respond? Are better arrangements now in place?)
How are the planned maintenance programmes updated by the institution
following comprehensive and selective condition assessment surveys?
Does the institution have planned maintenance programmes for all its
campuses, buildings and installed services? (See Checklist D – Planned
Maintenance Programme.)

Condition Assessment – Management Action Plan

The following are suggested matters to be considered by the building management 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
Condition surveys – appointment of advisers and use of internal staff.
Management information – dissemination of results/conclusions/actions
taken.
Building maintenance programmes – updating of plans based on survey
results and maintenance work-monitoring processes.

30
Notes

31
 6.3 Maintenance Planning
Review Objective:
To establish whether the institution has appropriate planning arrangements to facilitate future
maintenance provision for its buildings and associated mechanical and electrical services,
including minor works, major refurbishments and new buildings/extensions.

The Need for Maintenance Planning

Maintenance planning can save money for institutions if there are effective processes to identify maintenance
requirements; 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 maintenance
works.
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 delivery
of maintenance work and underpin the service standards adopted
• enable arrangements to be put in place to support the management and procurement of building
maintenance 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 reactive
maintenance. Sub-divisions of maintenance work should be consolidated under these two headings for
management information purposes.
• Planning cycles should be consistent with other strategic and policy documents such as the corporate
business plan, academic plan and estates strategy.
• Planning systems should be computerised databases (or spreadsheets) to facilitate updating and
manipulation of data following condition surveys and the re-assessment of maintenance priorities.
• Planned and reactive maintenance programmes should be costed to identify the financial resource
requirements.

Issues for Smaller HE Institutions Actions

Introduction of integrated planned and reactive maintenance programmes.
(See Checklist D.)
Implementation of service level standards.
Establishment of repair or replace procedures. (See Checklist F.)

Data to be Requested in Advance/Desk Research Obtained

• Details of current capital building and maintenance plans.
• Details of building maintenance planning procedures and arrangements.
• Details of risk and priority assessment procedures for building
maintenance works.
• Details of monitoring arrangements for building projects and plans.

32
Additional sources of information
Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• Checklist D – Planned Maintenance Programme (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial Facilities
Management and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

Suggested matters for review

• Current planning arrangements for all building maintenance works. (See Checklist D – Planned
Maintenance Programme.)
• Criteria used for the selection, prioritisation and investment funding of building projects. (See Checklist
D – Planned Maintenance Programme.)
• Roles of in-house staff regarding building maintenance planning. (See Checklist H – Building
Maintenance Staff – Job Description.)
• Implementation of the actions identified following completion of the building maintenance matrix. (See
Section 6.)
• Definitions of risk and priority assessment to be used for maintenance planning purposes.

Present Arrangements
Issue Actions
Does the institution have planned maintenance programmes for all
campuses, buildings and the associated mechanical and electrical services
installed within them? (See Checklist D – Planned Maintenance
Programme.)
Are the institution’s maintenance plans and work schedules developed on
the basis of planned and reactive maintenance priorities?
How does the institution sub-classify building work to be undertaken in its
planned maintenance programmes for major building fabric elements and
main mechanical and electrical services (eg, roof, walls, electrical etc)? (See
Checklist D – Planned Maintenance Programme.)
How are future maintenance life-cycle considerations incorporated into the
designs and specifications of all new buildings and extensions, major
refurbishments and minor refits, and mechanical and electrical service
equipment upgrades or replacements? (See Schedule E – Component Life
Cycle and Checklist F – Repair or Replace Decision.)

33
 Present Arrangements (continued)
Issue Actions
How are building maintenance projects prioritised? Is a list of proposed
building maintenance projects prepared by the institution? Are the building
maintenance 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 works
during the following stages:
• planning
• implementation
• post-completion review?
How are the planned maintenance programmes updated by the institution
following comprehensive and selective condition-assessment surveys? (See
Checklist C – Condition Surveys.)
How are ‘as-built’ drawings and maintenance manuals prepared, stored
and 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 future
maintenance planning? (See Section 7 and Schedule M – Performance
Benchmarks.)
Are building maintenance plans computerised? (See Checklist G –
Computer Databases.)
Who provides advice to the institution on maintenance planning?

Maintenance Planning – Management Action Plan

The following are suggested matters to be considered by the building management 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
Building maintenance programmes – updating of plans based on survey
results and maintenance work-monitoring processes.
Management information – dissemination of results/conclusions/actions
taken.
Planning assessment criteria – introduction of building maintenance project
documentation for risk, priority and investment appraisal purposes.

34
Notes

35
 6.4 Resource Planning
Review Objective:
To establish how the institution provides funding for the delivery of prioritised building
maintenance work, as disclosed in its planned maintenance programme.

The Need for Resource Planning

Investment in building maintenance is required to support the core activities of the institution. The level of
investment 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 balanced
according 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 building
maintenance 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 maintenance
programmes.
• 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 the
updating and manipulation of data following condition surveys, as well as the confirmation and re-
assessment of building maintenance priorities, other planning changes, and making data
compatible/transferable with finance department systems.
• Reporting and monitoring systems should include the calculation of performance benchmarks for
standards, investment, planning and staff; and the identification of maintenance life-cycle costs funded by
capital and revenue expenditure.

Issues for Smaller HE Institutions Actions

Implementation of planned maintenance programme. (See Checklist D.)
Identification of performance benchmarks for standards, investment,
planning and staff. (See Section 7.)
Review of budget arrangements for planned and reactive maintenance.

Data to be Requested in Advance/Desk Research Obtained

• Details of investment appraisal methods.
• Details of budgetary control arrangements for building maintenance
costs.
• Details of financial monitoring procedures for building maintenance.

36
Additional sources of information
Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• Checklist D – Planned Maintenance Programme (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial Facilities
Management and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

Suggested matters for review

• Budgetary control arrangements for building maintenance costs.
• Departmental maintenance budgets and re-charging arrangements.
• Re-charging arrangements to students for deliberate damage, tenant repairing leases, etc.
• Investment appraisal methods and the criteria used for recent building maintenance projects.
• Reporting for management information purposes, computer systems, use of performance benchmarks,
etc. (See Section 7.)
• Implementation of the actions identified following completion of the building maintenance matrix.
(See Section 6.)

Present Arrangements
Issue Actions
What arrangements does the institution have to assess the required level of
building maintenance funding? Are these arrangements based on the
current depreciated value of buildings stock and/or agreed levels of service
standards?
How does the institution prioritise its spending on maintenance when
allocating resources?
Does the institution use for financial forecasting and budgeting for
building maintenance:
• zero-based budgeting
• life-cycle costing?
Does the institution base the current year’s maintenance budget on last
year’s actual, plus or minus a percentage variation?
Are budget underspends for building maintenance available to be carried
forward to the next financial year? If some building maintenance work
cannot be funded in the current year, are arrangements in place to reflect
the deferred expenditure in the budget for the following year, if it is still a
priority?

37
 Present Arrangements (continued)
Issue Actions
Are building maintenance budgets devolved to academic and
administrative departments? If so, what arrangements are in place to
ensure that all buildings work identified in the planned maintenance
programme is funded and undertaken in compliance with legislation?
What arrangements are in place for charging departments for building
maintenance work (ie, non-estates budgets)? What arrangements are in
place 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 costs
compared to budget for individual or groups of buildings; and/or for
campuses or other major operating areas; and/or analysed against core
business activities?
Are the comparisons of building maintenance costs with the budgets
communicated to departmental users on a regular basis?
What arrangements are in place for the long-term funding of building
maintenance? Are accounting policies and procedures updated regarding
asset valuation, depreciation, creation and use of specific reserves?
What was the total value of long-term building maintenance reserves and
provisions, in both monetary terms and as a percentage of the total estates
budget, 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 of
building maintenance projects? What is the preferred method for
investment appraisal?
What arrangements are in place to identify equipment with high
maintenance operating and service costs? (See Schedule E – Component
Life Cycle and Checklist F – Repair or Replace Decision.)
Are building maintenance costs reflected in charging arrangements for
departmental activities, and business trading outlets such as tenanted
business 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, job
planning, etc, computerised? How is information collected and
disseminated?
Are the institution’s information systems for labour, materials and services
costing and re-charging, computerised? How is information collected and
disseminated?
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 the
governing committee, senior management team, building management
review group, head of estates, user departments, etc?

38
Present Arrangements (continued)
Issue Actions
What arrangements are in place regarding participation in external and HE
sector databases for maintenance and utility cost comparisons (eg,
Association of University Directors of Estate, Association of University
Engineers 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 results
should be consolidated in a management action plan (see Section 9). Other matters should be identified by the
institution, 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 to
end users, landlord and tenant based arrangements, etc.
• Management information needs, software systems, identification of
capital and revenue maintenance cost-in-use/contribution.
• Arrangements for funding projects and opportunities under the Private
Finance Initiative (PFI), third-party financing, loan and leasing
arrangements, etc.

Notes

39
 6.5 Managing the Workload
Review Objective:
To establish whether the institution has effective management arrangements for co-ordinating
and undertaking planned and reactive building maintenance work.

The Need for Managing the Workload

The institution has a choice in the mix of internal and external contracted skills, as part of its arrangements
to deliver and manage building maintenance. Effective arrangements should combine flexibility, to respond to
changing needs, with cost-effectiveness, whereby resources are committed on the basis of identified
management 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 building
maintenance work.

Good Practice Framework for Managing the Workload (See also Appendices – Checklists
and Schedules – Section 10.4)
• Provision of management, trade and professional services should be based on agreed service level
requirements, and subject to periodic management reviews by the institution.
• Service delivery arrangements should enable maintenance jobs to be costed in terms of labour, materials
and other expenses, to assist in assessing the service performance and cost-effectiveness of existing
arrangements.
• Job management systems should be computerised. This will facilitate the reporting and management of
planned and reactive maintenance (eg, materials stock and ordering, and job costing and departmental
recharging); 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 carried
out safely, comply with legislation, and deliver value for money to the institution.

Issues for Smaller HE Institutions Actions

Development of computer databases. (See Checklist G.)
Establishment of risk, priority, service standards and investment criteria.
Appointment of a building maintenance manager. (See Checklist H.)
Staff and management training arrangements. (See Section 8 and Checklists
I, K and L.)

Data to be Requested in Advance/Desk Research Obtained

• Details of organisational structure for building maintenance
management 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) in
operation.
• Details of financial/budgeting management information and reporting
systems (FMIS) in operation.

40
Additional sources of information
Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• Checklist G – Computer Databases (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured Term
Contracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial Facilities
Management and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

Suggested matters for review

• Existing contracts, and cost-benefit options for the following:
dayworks, measured term contracts, minor works contracts. (See Schedule J.)
• Finance/budget reports – analyse costs, trends, etc.
• Job descriptions of staff involved in building maintenance management – roles and responsibilities,
training needs etc. (See Checklist H – Building Maintenance Staff – Job Description.)
• Management information databases for comparing maintenance and utility costs within the HE sector.
(See Section 7.)
• Implementation of the actions identified following completion of the building maintenance matrix.
(See Section 6.)

Present Arrangements
Issue Actions
Has the institution appointed a dedicated building maintenance manager?
If other arrangements apply, what are they? Does the manager responsible
have the appropriate professional skills and time to act effectively in the
management of building maintenance? (See Checklists H and I.)
Are some management responsibilities for building maintenance delegated
to campus/building managers? How are the overall arrangements for
building maintenance work co-ordinated?
What actions have been taken by building maintenance staff regarding
liaison arrangements with user departments, the dissemination of
management information, etc?
What is the spread of professional skills of staff responsible for building
maintenance? What is the total cost for externally contracted skills? Is the
level of cost such that some professional skills could be taken on in-house?

41
 Present Arrangements (continued)
Issue Actions
What arrangements are in place to rotate staff duties in order to promote
good practice? Has the institution considered multi-skilling (flexible
working) arrangements?
How are maintenance strategy objectives reflected in design and build,
major refurbishment and maintenance projects?
Are building maintenance projects prioritised? What opportunities exist
during the year to smooth peak workloads for building maintenance? Are
cost premiums incurred for work carried out at short notice, or in the
vacation periods?
What proportion of the institution’s building maintenance work, by
volume 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, between
directly employed in-house maintenance staff and external
contractors/consultants?
How much of the total estates budget, in both monetary terms and as a
percentage, relates to building maintenance work undertaken for the
previous, current and following year(s)?
What arrangements does the institution have in place to ensure compliance
with statutory legislation, EU regulations, Health and Safety Executive and
COSHH requirements for building maintenance? How are these
arrangements regularly reviewed and updated? (See Section 8.)

Managing the Workload – Management Action Plan

The following are suggested matters to be considered by the building management 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
Organisational arrangements – appointment of building maintenance
manager, allocation of responsibilities, etc.
Contractual arrangements – appointment of external contractors, etc.

42
Notes

43
 6.6 Getting Good Prices
Review Objective:
To establish whether the institution assesses the market cost-competitiveness of building
maintenance work, undertaken by both internally and externally contracted providers, as part
of satisfying agreed levels of service delivery.

The Need for Getting Good Prices

Procurement and costing arrangements should enable the institution to achieve value for money through
identifying building maintenance requirements, conducting contractual arrangements, undertaking contract
reviews, assessing contractor/consultant performance, and carrying out cost comparisons.
The institution should ensure that any arrangements are supported by appropriate sections within its
Financial 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 service
delivery for planned and reactive maintenance.
• Procurement arrangements for core maintenance needs should be consolidated, to achieve economies of
scale for the institution and individual departments.
• Procurement systems should be computerised to facilitate the reporting and management of planned and
reactive maintenance contracts; and to support periodic management reviews of service, cost, delivery and
performance.
• Procurement arrangements for maintenance goods and services should be documented, should comply
with UK and EU legislation, and be updated, as necessary.

Issues for Smaller HE Institutions Actions

Review of purchasing and contract arrangements. (See Schedule J.)
Establishment of contract and costing reviews against published schedules
of priced building rates.

Data to be Requested in Advance/Desk Research Obtained

• Details of present building maintenance contracts.
• Details of procurement arrangements and processes.
• Details of job costing processes.
• Copies of job descriptions of the purchasing officer and other staff
responsible for building maintenance purchasing and contracting.

44
Additional sources of information
Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• HE Funding Councils, CVCP, SCOP and COSHEP – Benchmarking Procurement (September 1997).
• HE Funding Councils, CVCP, SCOP and COSHEP – Building and Engineering Contracts Guide (1997).
• Checklist F – Repair or Replace Decision (see Section 10.4).
• Schedule J – Building Maintenance Contracts (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured Term
Contracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial Facilities
Management and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

Suggested matters for review

• Current contract arrangements for all building maintenance supplies. (See Schedule J.)
• Purchasing arrangements regarding:
- management of procurement – scope of arrangements
- specification – identification of requirements, tender procedures and documentation
- selection – sourcing of suppliers, contract documentation
- suitability – supplier performance monitoring.
• Review procedures for the repair and replacement of equipment with high maintenance operating and
service costs. (See Checklist F – Repair or Replace Decision.)
• Purchasing consortia and consultancy arrangements for purchasing reviews, building maintenance
advice 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 (See
Section 6.)

45
 Present Arrangements
Issue Actions
What arrangements does the institution have to undertake work
measurement 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 to
compare internal and external costs (eg, Building Maintenance Information
Service, Spon’s, Laxtons, Griffiths, Hutchin’s, Wessex)?
How often are contract terms and costs reviewed?
Who provides advice to the institution on purchasing and contracting
matters and opportunities?
What arrangements does the institution have to undertake post-completion
reviews of job times, materials and costs? Are these undertaken on a
sample 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 construction
industry lead bodies (for example, IEE, JCT 80, JCT Minor Works, and so
on)? (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 contracting
arrangements comply with its Financial Regulations?
Do the purchasing and contracting arrangements comply with EU
legislation?

Getting Good Prices – Management Action Plan

The following are suggested matters to be considered by the building management 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
Staff responsibility for purchasing – consider responsibility for contract
reviews and management, etc.
Professional advisers – consider range of services required, selection and
appointment.
Building maintenance supply arrangements – consider general
arrangements relating to supplier selection, monitoring of supplier
performance 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.

46
Notes

47
 6.7 Evaluating Quality
Review Objective:
To establish whether the institution has in place arrangements regarding service standards for
the delivery of building maintenance work.

The Need for Evaluating Quality

Building maintenance arrangements should meet agreed service level standards that reflect considerations of
priority, quality of service and the continuation of core business activities. Effective processes for managing
energy (heating, lighting, etc) can also reduce maintenance costs and minimise deterioration to building
fabric.
Potential benefits of evaluating quality are that it:
• enables the institution to set an affordable level of service investment for planned and reactive
maintenance
• 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 be
established
• 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 reflected
within service delivery statements.
• Planned and reactive maintenance arrangements should facilitate periodic reviews of completed jobs, to
confirm that agreed service level standards have been met, and that assessed levels of risk and priority in
relation 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 management
training arrangements, health and safety considerations, and the management of future maintenance on
the ‘hand-over’ of new facilities, etc.

Issues for Smaller HE Institutions Actions

Undertaking customer satisfaction surveys.
Creation of building maintenance database of completed jobs. (See
Checklist G.)
Establishment of liaison arrangements for building maintenance. (See
Checklist H.)
Maintenance procedures for staff training, health and safety,
commissioning of new facilities, etc. (See Section 8 and Checklists I, K
and L.)

48
Data to be Requested in Advance/Desk Research Obtained
• Details of service level standards.
• Details of customer satisfaction surveys and building maintenance
awareness campaigns.
• Details of liaison meetings between building maintenance management
staff 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 and
users.
• Details of estates management information systems (EMIS) and other
operational software.
• Copies of planned maintenance programmes.
• Details of building maintenance projects that have been implemented
and those awaiting approval.

Additional sources of information

Publications
Additional guidance regarding building maintenance arrangements is provided in the Appendices and
under the following:
• HE Funding Councils, CVCP, SCOP and COSHEP – Benchmarking Procurement (September 1997).
• HE Funding Councils, CVCP, SCOP and COSHEP – Building and Engineering Contracts Guide (1997).
• Checklist F – Repair or Replace Decision (see Section 10.4).
• Schedule J – Building Maintenance Contracts (see Section 10.4).
• British Standards publication No 8210 – Building Maintenance Management.
• RICS Building Maintenance Information publication Special Report No 229 – Facilities Audit.
• RICS Building Maintenance Information publication Special Report No 231 – Measured Term
Contracts.
• RICS Building Maintenance Information publication Special Report No 260 – Commercial Facilities
Management and Maintenance Management Packages.
• Chartered Institute of Building publication – Maintenance Management.
• Department for Education and Employment (Architects and Buildings Branch) publications –
Maintenance of Mechanical Services.
• Department for Education and Employment (Architects and Buildings Branch) publications –
Maintenance of Electrical Services.

Internet Sites
• Association of University Directors of Estate (AUDE) – http://www.mailbase.ac.uk/lists/aude-general/
• Association of University Engineers (AUE) – http://www.mailbase.ac.uk/lists/eng-managers/
• Higher Education Funding Councils (UK VfM) – http://www.hefce.ac.uk/docs/initiat/current/vfm.htm

49
 Suggested matters for review
• Level of involvement of users in the maintenance of buildings that they occupy, and in design and build,
and major refurbishments projects.
• Liaison arrangements between users and building maintenance staff.
• Outcomes and frequency of building maintenance customer satisfaction surveys.
• Use of student handbooks, prospectuses, newsletters, etc, for guidance and advice on building
maintenance procedures.
• Arrangements for the inspection of building maintenance equipment to ensure proper and effective
operation. (See Checklist H – Building Maintenance Staff – Job Description; and Checklist I – Safety
Checklist- 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. (See
Section 6.)

Present Arrangements
Issue Actions
What arrangements does the institution have to undertake periodic
customer satisfaction surveys on building maintenance?
Has the institution established service level standards for its building
maintenance work?
Do the service level standards cover all buildings? Have the service
standards been defined, agreed and adopted by the institution? How are
they adapted to changing circumstances?
How does the institution’s maintenance job recording system facilitate
quality reviews, (eg, by providing an audit trail of completed jobs)?
What arrangements does the institution have to measure productivity for
its directly employed maintenance staff and external contractors and
consultants?
Does the institution use building maintenance and service manuals? (See
Checklists K and L – Building Maintenance Manuals.)
Does the institution regularly monitor plant efficiency performance? (See
Checklist F – Repair or Replace Decision; Checklist H – Building
Maintenance Staff – Job Description; and Checklists K and L – Building
Maintenance Manuals.)
Has the institution established performance benchmarks for building
maintenance work? How is performance monitored and reported to the
senior management team?
Has the institution established methods by which responsibility for
building maintenance management may be devolved to users for the
buildings that they occupy? Are health and safety compliance issues and
management of planned maintenance programmes addressed?

50
Present Arrangements (continued)
Issue Actions
What arrangements are in place for cleaning, security and maintenance
staff to notify building maintenance work required? Similarly, what
arrangements are in place for building users? (See Checklist I.)
How are users’ views and involvement obtained at the start of major
design and build/refurbishment projects?
Which publications of the institution are used to promote environmental
and building maintenance issues for staff and students? Are all staff and
students reminded of their building maintenance responsibilities at the start
of each academic year (eg, notification of maintenance requests, charging
for repair of wilful damage in student residences, etc)?
What arrangements does the institution have for compliance with
legislation, EU regulations, Health and Safety Executive, COSHH
requirements, etc, in respect of building maintenance? How regularly are
these arrangements reviewed and updated? (See Section 8.)
What arrangements does the institution have for keeping building staff
updated about maintenance matters (eg, provision of staff training,
subscriptions to professional journals regarding statutory and EU
regulations, technical innovations, etc)? How regularly are these
arrangements reviewed?

Evaluating Quality – Management Action Plan

The following are suggested matters to be considered by the building management 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
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.

51
 Evaluating Quality – Management Action Plan (continued)

Actions
• Establish training plans and policies for building maintenance.
• Publicise building maintenance cost-benefits identified to date and their
use within the institution.
• Ensure that new build, refurbishment and maintenance arrangements
are co-ordinated.
• Prioritise building maintenance projects and formulate appropriate
maintenance programmes.
• Establish compliance arrangements for legislation, EU regulations,
Health and Safety Executive, COSHH requirements, etc, for building
maintenance.

Notes

52
Notes

53
 7. Building Maintenance Data
Introduction
As part of the study, the intention was to outline a framework to
identify a set of performance benchmarks for building maintenance,
for the UK HE sector. In turn, it was envisaged that the building
management review group would identify additional performance
benchmarks appropriate to the institution’s management
information needs.
The Higher Education Funding Councils have subsequently
commissioned a study of estates management statistics that will
develop the framework below.

Purpose and Scope of Data Management

The data arrangements should enable the institution’s requirements
for estates management information to be met. Estates data that are
relevant, reliable and robust will provide the institution with a
balanced spread of information about the effectiveness of its
building maintenance arrangements.

Management Information
Performance benchmarks are often part of the service level
arrangements between support services and user departments. All
HEIs should identify institution-specific benchmarks, as part of a
service standards approach.
The data should be obtained from the institution’s financial and
budgetary systems, supported where necessary by departmental
databases, spreadsheets, etc, used by the finance (including
purchasing) and estates departments.
Against this background, the following approach is put forward for
consideration.

Standards
Objective
To monitor the effectiveness of the building maintenance
arrangements that are linked to supporting core business objectives
through service level delivery.

54
For example:
Building and services condition1 Percentage of estate = Condition A
Percentage of estate = Condition B
Percentage of estate = Condition C
Percentage of estate = Condition D

Investment
Objective
To monitor the level of investment applied to maintain the
institution’s estate to specified standards.
For example:
Actual maintenance spend
Investment percentage = × 100
Total revenue spend2

Planning
Objective
To monitor the actual level of building maintenance undertaken
against planned levels of maintenance.
For example:

Planned maintenance Actual planned maintenance spend

= × 100
percentage Planned maintenance spend

Staff
Objective
To monitor the delivery of planned and reactive building
maintenance 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 be

developed 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.

55
 Additional Sector Sources
An analysis of maintenance and utility costs should enable
comparisons to be made with information obtained from external
databases relevant to the education section, such as the Association
of University Directors of Estates and the Association of University
Engineers. The findings for the estates management statistics study
will be an additional source. A subscription-based building cost
survey and report service is also available to institutions from the
Building Maintenance and Cost Information Service – a subsidiary
of the RICS.

Building Maintenance Reporting Arrangements

The data management arrangements outlined above should enable
the institution to disseminate appropriate information to the
governing committee, the senior management team, academic and
administrative departments, staff and students, to support the
objectives of building maintenance management. As part of their
brief, the building management review group should review the
information needs of respective target audiences.

Notes

56
Notes

57
 8. Legislation, Statutory Regulations and
British Standards
Introduction
The legal requirements for buildings are being up-dated
continuously by the EU, local and national governments and other
regulatory bodies. The institution should consider engaging the
services of an external specialist or appointing a member of staff to
advise it on the relevant changes in legislation. Some of the main
requirements are listed below.

Health & Safety Executive (HSE)

The regulations issued by the Health & Safety Executive –
Workplace (Health, Safety and Welfare)/(Approved Code of
Practice and Guidance L24) Regulations 1992 – establish consistent
standards for most workplaces, including those in the education
sector.
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 (see
page 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 Buildings
Provisions).
• Town and Country General Development Order 1981.
• Building Act 1984.

58
• Building Regulations 1985. (To be read in conjunction with:
Manual to Regulations and Approved Documents – Regulations
Nos 7 and A to L.)
• Housing Act 1985. (Consolidation and re-enactment of provisions
within Housing Acts – 1957, 1969 and 1974 – amended 1980.)
• Factories Act 1961 and Offices, Shops and Railway Premises Act
1963. (Main provisions were replaced by the Health and Safety at
Work Act 1974 and Workplace (Health, Safety and Welfare)
Regulations 1992 and Approved Code of Practice and Guidance
L24 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) (SI
1657/1988).
• 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 Work
Regulations 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).

59
 Other Sources of Guidance
Below are other sources of guidance with their web site addresses
and details of the areas covered.

British Standards Institute

http://www.bsi.org.uk/
BS 3811 – Glossary of Maintenance Management Terms in
Terotechnology
BS 5304 – Code of Practice for Safety of Machinery
BS 5760 (Parts 1 to 3) – Reliability of Systems, Equipment and
Components
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 and
couplers 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 and
Records
BS 6651 – Protection of Structures Against Lightning
BS 6180 – Code of Practice for Protective Barriers in and about
buildings
BS 6206 – Impact performance requirements – Flat safety glass and
plastics
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.

60
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 and
trestles; Legionellosis; Personal protective equipment; Provision and
use of work equipment; Manual handling operations; Display
screen equipment; Pressure systems and transportable gas
containers; Steam and hot water boilers etc; Inspection, monitoring
and auditing of health and safety management in higher and further
education; Safety policies in the education sector.

CIBSE
http://www.cibse.org/
Various publications and guides, technical reports, and codes of
practice.

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. Also
gives a directory of British fire-related associations and training
establishments, and UK fire safety legislation.

Architects and Buildings Branch (DfEE)

http://www.open.gov.uk/dfee/
Various publications, building bulletins and design notes including
the Maintenance and Renewal in Educational Buildings Series:
Maintenance of mechanical services (BB70); Maintenance of
electrical services (BB76); Flat roofs (DN46).

61
 Department of Trade & Industry (DTI)
http://www.dti.gov.uk/
Business support services – advice and guidance.

Publications on Legislation
Details of additional guidance on building maintenance legislation
and related guidance is provided in the Appendices and under the
following:
• Croner publication – Premises Management Handbook

Notes

62
Notes

63
 9. Management Action Plan
A management action plan should be prepared by the building
management review group following the review of existing
arrangements at the institution. The plan should be agreed with the
governing committee and senior management team and it should be
reviewed and updated periodically.
The following checklist gives suggested headings that could form
the basis of the management action plan. The checklist should be
adapted as necessary, according to the circumstances of the
institution, and any additional items should be identified by the
review 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 Other
Arrangements (See Section 8)
• UK Regulatory Bodies
• EC Requirements
• Other Matters (eg, Financial
Regulations)
Management Structure Arrangements
• Building Maintenance Staff (See
Checklists H and I)
• Building Liaison Representatives
Estate Management Information
Systems (EMIS) (See Checklist G)
• Building Maintenance
• Financial/MIS Systems (See RICS
Building Maintenance Information
publication Special Report No 260 –
Commercial Facilities Management
and Maintenance Management
Packages.)
Building Maintenance Manual
(See Checklists K and L)

64
 Building Maintenance Manual
Institutions should consider co-ordinating all the relevant buildings
maintenance arrangements in a manual. The manual should meet
the following requirements:
• act as a record of current practice and procedures
• specify the matters to be contained in technical service (operation
and maintenance) manuals
• identify procedures covered by legislation, and the records to be
maintained
• provide a link with other data/arrangements contained in asset
registers, planned maintenance programmes, maintenance work
records, financial records, financial regulations, health and safety
staff manuals, and so on.
Various Acts, such as the Health and Safety at Work Act, require
that buildings and installed services are maintained in a safe
condition. However some legislation, such as the Electricity at
Work Act, also requires that the work undertaken is recorded.
A list of suggested contents for the manual is given in the
Appendices (see Checklists K and L – Building Maintenance
Manuals).

Notes

65
 Notes

66
10. Appendices
10.1 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

67
 10.1 Glossary
This section explains some of the terms in current use. However, for the purposes of the guide it is suggested
that building maintenance is considered in terms of planned and reactive maintenance, and that other
categories of maintenance should be subsumed under one of these two headings.

Component A specific item within the fabric, services or finishes of a building whose
breakdown or decay would lead to a failure or progressive deterioration in
performance in the element of which it forms a part.

Condition Assessment A technical examination by survey of the condition of properties, both

internally and externally, with a view to identifying the principal components
where 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 restore
an 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 of
expenditure 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 of
defective items.

Dayworks A method of reimbursing the cost of repairs, which may be too small or
complex to warrant valuation by measurement. The total cost includes labour
at an hourly or daily rate; plant and materials at prevailing rates; plus a
percentage for overheads and profit.

Defect An unexpected deviation from requirements which would require considered

action 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 key
function within the structure, services, finishes and surrounds into which they
are built.

68
Emergency Maintenance Maintenance which must be put in hand immediately to avoid serious
consequences.

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 operating
life, 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 a
schedule of rates, where there are variable quantities of work to a number of
small but frequently recurring items over an agreed fixed period – usually
between one and three years.

Minor Works Isolated items of work that can be undertaken more cost-effectively as a single
contract rather than on a jobbing basis, and which cannot be delayed for
inclusion 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 use
of records to a predetermined plan. Note: preventative maintenance is always
part of planned maintenance; corrective maintenance may not be.

Planned Preventative A programmed schedule of preventative maintenance works.

Maintenance

69
 Preventative Maintenance Maintenance carried out at pre-determined intervals, or corresponding to
prescribed criteria, which is intended to reduce the probability of failure or the
performance degradation of an item.

Reactive Maintenance Maintenance that is essentially reactive, in that its purpose is to deal with the
unforeseeable 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-day

basis).

Restoration Maintenance actions intended to bring back an item to its original appearance
or state.

Routine Maintenance Maintenance that involves the routine or day-to day repair or replacement of
defective 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, with
provision for the insertion of prices per unit of measurement as a basis for
tendering by contractors and payment for work carried out. The rates or
prices can be given either by the contractor or the maintenance manager. If
provided by the maintenance manager, the contractor adds/deducts a
percentage against each trade section to cover overheads, travelling and profit.

Scheduled Maintenance Maintenance carried out at pre-determined intervals of time, or number of

operations, 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 electrical
equipment.

Unplanned Maintenance Maintenance carried out to no pre-determined plan.

70
Notes

71
 10.2 Useful References
The 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 to
add 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/

72
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/

73
 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/

74
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

75
 Royal Incorporation of Architects in Scotland (RISA)
15 Rutland Square
Edinburgh EH1 2BE
Tel 0131 229 7545
http://www.rias.org.uk/

Royal Institute of British Architects (RIBA)

66 Portland Place
London W1N 4AD
Tel 0171 580 5533
http://www.riba.org/

Royal Institute of Ulster Architects (RIUA)

2 Mount Charles
Belfast BT7 1NZ
Tel 01232 323760

Royal Institution of Chartered Surveyors (RICS)

12 Great George Street
London SW1P 3AD
Tel 0171 222 7000
http://www.rics.org.uk/

76
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/

77
 Department of the Environment, Transport and the Regions (DETR)
2 Marsham Street
London SW1P 3EB
Tel 0171 276 4613
http://www.open.gov.uk/detr/

Department for Trade and Industry (DTI)

Tel 0171 215 5000
http://www.dti.gov.uk/

Electrical Contractors Association (ECA)

32/34 Palace Court
London W2 4HY
Tel 0171 229 1266

Environment Agency of England and Wales

Tel 0645 333111
http://www.environment-agency.gov.uk/

European Commission
Information Service Unit
8 Storey’s Gate
London SW1P 3AT
Tel 0171 973 1992
http://europa.eu.int/index.htm

Federation of Master Builders (FMB)

Gordon Fisher House
14/15 Great James Street
London WC1N 3DP
Tel 0171 242 7583
http://www.fmb.org.uk/

Health and Safety Executive (HSE)

Rose Court
2 Southwark Bridge
London SE1 9HS
Tel 0171 717 6000
http://www.open.gov.uk/hse/

Heating and Ventilating Contractors Association (HVCA)

Esca House
34 Palace Court
London W2 4JG
Tel 0171 229 2488
http://www.hvca.org.uk/

78
Maintenance and Utility Costs Databases and Publications

Association of University Directors of Estates (AUDE)

Estates Development Officer
University of Hull
Estates Officer
53 Salmon Grove
Hull HU6 7SZ
Tel 01482 465084

Association of University Engineers (AUE)

Chief Engineer
University of Cambridge
Estate Management and Building Service
74 Trumpington Street
Cambridge CB2 1RW
Tel 01223 337770

Barbour Index Enquiry Service

New Lodge
Drift Road
Windsor
Berks. SL4 4RQ
Tel 01344 884121

Building Cost Information Service Limited (BCIS) and Building Maintenance Information Service (BMIS)
12 Great George Street
London SW1P 3AD
Tel 0171 222 7000
http://www.bcis.co.uk/

Laxton’s Building Price Book

Butterworth-Heinemann Limited
Linacre House
Jordan Hill
Oxford 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/

79
 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

80
Notes

81
 10.3 Internet Information Sites and Other Sources
The following are some additional reference sources for consideration by the building management review
group.

Discussion Groups
The following sites are maintained by common-interest groups, to discuss maintenance-related issues.

Mailing Lists – list of all HE mailbase discussion groups.

http://www.mailbase.ac.uk/

Association of University Directors of Estates (AUDE)

Scottish Association of University Directors of Estates (SAUDE)
Higher Education Directors of Estates for Wales (HEDEW)
http://www.mailbase.ac.uk/lists/aude-general/

Association of University Engineers (AUE)

http://www.mailbase.ac.uk/lists/eng-managers/

Admin-planning (academic, financial or space planning)

http://www.mailbase.ac.uk/lists/admin-planning/

Built Environment
http://www.mailbase.ac.uk/lists/building-care/

Building Services
http://www.mailbase.ac.uk/lists/buildingservices/

Energy Management
http://www.mailbase.ac.uk/lists/energy-management/

Estates Management
http://www.mailbase.ac.uk/lists/estate-management/

Facilities Management
http://www.mailbase.ac.uk/lists/facilities-management/

Total Quality Construction

http://www.mailbase.ac.uk/lists-p-t/total-quality-construction/

Directory for UK Higher Education Administrators

http://www.mailbase.ac.uk/juga/

Information Technology and Software

The following sites are maintained by shared-interest groups, to discuss and to promote the use and research
of 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/

82
Sources of Internet Links – HE Sector, Advisory and Commercial
List 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

83
 Commercial
Building Information Warehouse – various listings, including a professional register, contracting index and
product manufacturers’ index.
http://www.biw.co.uk/

Construction Information Signpost –index of architecture and construction internet sites.

http://helios.bre.co.uk/

UK Building Resources – listing of UK building internet resources.

http://www.ukbrp.co.uk/

Facilities Management

HE Sector
Centre for Facilities Management
http://www.cfm.strath.ac.uk/

Fmeducation – facilities management site for education sector

http://www.fmed.org.uk/

Unit for Facilities Management Research

http://www.shu.ac.uk/schools/urs/ufmr/resource.htm

Professional and Commercial

British Institute of Facilities Management – details of Institute activities and membership.
http://www.bifm.org.uk/

Facilities Management Directory – classified directory of UK facilities management companies and related
services.
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 and
services.
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

84
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 to
improve 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 and
training establishments. Guidance on UK fire safety legislation is also provided.
http://www.fire.org.uk/

Health & Safety

http://www.ciob.org.uk/hs.htm

Health and Safety in the Workplace – guidance and advice on health and safety issues.
http://www. open.gov.uk/hse/pubns/workplac.htm

National Building Specification (NBS) – a directory of products and services.

http://www.nbsservices.org.uk/

Quality Network – directory of resources covering quality, environmental and safety management.
http://www.quality.co.uk/

Standards Database – ILI – internet ordering service of standards published by ASHRAE, BS, IEEE, SAE, etc.
http://www.ili.co.uk/

Stationery Office (HMSO) – list of enactments and statutory instruments

http://www.hmso.gov.uk/

Government and Agency Bodies

The Buying Agency – details of product groups and services.
http://www.open.gov.uk/tba/menu.htm

CCTA Government Information Service – organisational and functional links to central and local
government, government agencies and other organisations.
http://www.open.gov.uk/

Department for Trade & Industry (DTI) – business support services.

http://www.dti.gov.uk/

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

Stationery Office (HMSO)

http://www.hmso.gov.uk/

85
 Research Groups
Current 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 web
links.
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 building
maintenance 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 management
journal.
http://www.ebuild.com/

FM Datacom – information and data for facilities planning and management; including facilities project
profiles (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/

86
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 information
about 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 of
over 400 projects, with links to other web sites.
http://www.ppp.beyondgov.ca/

87
 Notes

88
10.4 Checklists and Schedules
The following checklists and schedules also form part of this guide and are available to institutions on the
HEFCE’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

89
 Checklist A
Maintenance Strategy
The institution should consider whether its maintenance strategy is adequate by comparing it with the
following checklist. The following are only some suggested matters that could be included as part of a
maintenance strategy. 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.

Matters Present Arrangements Actions

Maintenance Policy
• A mission statement by the
institution that defines the overall
framework and the approach to be
adopted in support of its core
business activities through building
maintenance arrangements.
• Key objectives identified within the
corporate business plan, the estates
strategy and other relevant strategic
documents, to be delivered by
building maintenance arrangements
approved by the institution.
• Standards to be adopted by the
institution for maintaining the
building fabric and installed services
for each academic, social and
residential area, in order to support
the core business activities.
• Arrangements to identify and
integrate the maintenance
contribution deliverable by other
building works (ie, both major and
minor, planned and reactive) and
statutory and other health and safety
requirements.
• The governing committee’s
structure and terms of reference
(see Checklist B – Governing
Committee’s Terms of Reference).
Condition Assessment (see Checklist C)
• Definitions of condition to be used in
the planned maintenance
programme.
• Identification of priority issues for
building maintenance works.

90
Maintenance Strategy (continued)

Matters Present Arrangements Actions

Maintenance Planning (see Checklist D)
• Co-ordination of building
maintenance objectives where major
refurbishment, renewal or
replacement is planned.
• Arrangements regarding the
replacement of key building fabric
and installed service elements, taking
into account life expectancy periods.
(See Checklist E – Component Life-
Cycle Schedule.)
• Impact of space and energy
management and design criteria on
future maintenance costs.
• Appropriate frequencies for planned
and reactive building maintenance
works.
• Identification of the period between
formal planned building
maintenance programme dates (eg,
5 or 10 years).
• Schedule of current and future
proposals for each building and
identified building maintenance
works.
• Priorities for building maintenance
work.
Resource Planning
• Current budget resource allocation
methodology, investment appraisal
criteria, etc.
• Arrangements for the flexing and
carry-over of maintenance budgets in
accordance with the financial
requirements of the institution.
• Arrangements for the carry forward
and reinstating of building
maintenance work omitted due to
budgetary or other demands.
• Identification of lease terms for
building maintenance on any non-
freehold property.

91
 Maintenance Strategy (continued)

Matters Present Arrangements Actions

Resource Planning (continued)
• Identification of any potential
conflicts over maintenance between
the requirements of the institution
and any third parties (eg, landlords
where leases are held).
• Arrangements regarding building
works specified and financed by user
departments.
Managing the Workload
• Current management responsibility
structure for building maintenance.
• Arrangements for building
maintenance works during term
time.
• Arrangements for reactive building
maintenance, including acceptable
response times.
• Procedures for liaison and notice
when areas are to be taken out of use
during building maintenance
contracts.
• Arrangements for building
maintenance work done by the direct
labour force, and work outsourced.
• Arrangements for using consultants,
and contracting professional services
for condition assessment surveys,
maintenance planning, etc.
Getting Good Prices
• Current contract management and
purchasing arrangements for
buildings maintenance supplies and
services (dayworks, term contracts,
etc).
• Review of contract management
processes, etc.
• Cross-references to the institution’s
financial regulations and policy on
tendering, etc, in respect of building
maintenance.

92
Maintenance Strategy (continued)

Matters Present Arrangements Actions

Evaluating Quality
• Responsibility for monitoring the
quality of building maintenance
work carried out.
• Performance monitoring criteria, and
service level standards for building
maintenance.
• Staff training and guidance
arrangements for building
maintenance.

The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997
(Planned Maintenance Programmes – Guidance Note).

Notes

93
 Checklist B
Governing Committee’s Terms of Reference
The governing committee may be either an existing committee or a management working group, such as the
senior management team, that will undertake responsibility for all building works and related matters such as
health and safety requirements. The institution should consider whether its present arrangements are
adequate. The checklist should be modified, as necessary, to meet the specific requirements of the institution,
and any additional items should be identified by the building management review group.
The following objectives should form part of the terms of reference of the governing committee.

Matters Present Arrangements Actions

• To have responsibility for all forms
of building work, including
maintenance and other related
matters, such as health and safety.
• To introduce, and update as
necessary, the institution’s building
maintenance strategic policy.
• To formulate and fund an investment
programme for the undertaking of
all building maintenance works
based on agreed service level
standards.
• To introduce and maintain cost-
effective ways of providing and
disseminating management
information about all building
maintenance projects, service level
standards performance, maintenance
cost-benefits, etc.
• To introduce and maintain review
procedures to demonstrate value for
money from building maintenance
management arrangements.
• To produce an Annual Report.

Notes

94
Checklist C
Condition Surveys
The institution should consider whether its present arrangements are adequate by comparing them with the
following checklist. 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.
To ensure that the institution obtains adequate information on the existing condition of all its campus
buildings and installed services, it should consider the following.

Matters Present Arrangements Actions

Management and Organisation
• Overall responsibility for the
arrangements/process should lie with
the senior management team and/or
governing committee.
• One project manager should be
identified as responsible for ensuring
the consistency and accuracy of the
data collected.
• Those responsible for inspections
and collation of data must be
suitably experienced people, capable
of making accurate judgements of
present condition, period to next
maintenance, life expectancy, cost of
works, etc.
• All surveyors and engineers should
fully understand the institution’s
maintenance policy in respect of its
impact on standards, periods
between maintenance, etc.
• Training sessions should be set up to
ensure consistency of approach.
Initial Actions
• An assessment of the cost of the
condition survey should be made,
which would also include the cost
for special facilities, etc.
• The institution should determine
whether survey assessment will be
part of a rolling condition
assessment process or
comprehensive.
• Access should be provided to all
areas and, where necessary, special
facilities provided for inspection.

95
 Condition Surveys (continued)

Matters Present Arrangements Actions

Initial Actions (continued)
• Any testing or opening up to be
carried out as part of the survey
should be identified at an early date.
• The likely effect on the use of
buildings during any investigation
work should be ascertained.
Scope and Coverage
• All properties should be included,
even if only minimal work is
proposed.
• All external areas should be
included.
• Foreseeable issues such as disabled
access, fire precautions, health and
safety measures, etc, should be
included.
• Basic property information should
form part of the survey.
• A suitable form for recording site
data, or by electronic data capture,
must be developed and tested.
• The form (or data capture format)
should be designed with the planned
maintenance programme database in
mind to minimise input time and the
likelihood of errors.
Collection and Format
• The form should contain a list of
elemental headings to ensure
consistency across all properties and
minimise the chances of sections
being overlooked (see RICS – BMI
Condition Survey 1988).
• Information on building services
should be captured in an identical
(or at least similar) format.
• The form should identify:
- each element of fabric and services
- present condition (see RICS – BMI
codes)
- remedial work required
- any priority tag.

96
Condition Surveys (continued)

Matters Present Arrangements Actions

Collection and Format (continued)
• In addition, information must be
gathered on:
- unit of measurement
- number or quantity
- frequency of task
- year of execution.
• The form (or an attached checklist)
should identify the life expectancy of
each element.
• The individual specialisms of
building fabric, and mechanical and
electrical services all need to be
adequately resourced.
• Attempts should be made on site to
identify budget constraints.

The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997
(Planned Maintenance Programmes – Guidance Note).

Notes

97
 Checklist D
Planned Maintenance Programme
The institution should consider whether its present arrangements are adequate. 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 key guidelines should be encompassed within the planned maintenance programme.

Matters Present Arrangements Actions

• The allocation of items within the
rolling 10-year programme will be
determined 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 should
be included, with references to other
relevant data such as plans,
photographs and CAD records.
• The presentation of information
should follow a standard format for
a rolling 10-year period and include
the 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.

98
Planned Maintenance Programme (continued)

Matters Present Arrangements Actions

• The priority column can be used to
identify:
- urgent items
- cyclical items
- items included in service contracts
- backlog repairs
- legislation compliance.
• Priority assessments should be
standardised by reference to the
maintenance strategy and established
life expectancy periods.
• The planned maintenance
programme should clearly identify
priority work which must be done at
all costs.
• Value judgements must be made
from inspection of the data to
ensure, for example, that all elements
requiring access scaffold are
programmed for the same time.
• A schedule of rates (or other method
of pricing) will be necessary to
ensure consistency across all
buildings on the estate.
• Links to a cost database will facilitate
regular updating of financial
information.
• Development of the programme will
be a result of considering each item
of repair in the light of the above
determinants and the requirements
of the maintenance strategy.

The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997
(Planned Maintenance Programmes – Guidance Note).

Notes

99
 Checklist E
Component Life Cycle Schedule
The following checklist has been developed with the help of building maintenance staff at the various
institutions participating in the study.
The expected economic life of a component can vary in practice because of the interaction between a number
of physical, environmental and operating factors. Higher education institutions may, therefore, find the
schedule useful in putting in place planning and financing arrangements that meet their own requirements.

Component
The items shown represent the key components to be considered for the building fabric and installed
mechanical and electrical services. Institutions may add to the items identified, as necessary, but there is
always a ‘trade off’ between the level of detail in such a schedule – and the time and cost in updating it – and
the 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 sites
participating in the study. As such, they should be of value and interest to institutions because they are ‘sector
specific’.

Expected Life-Cycles (Institution)

Within this column, institutions may record their own life-cycle intervals, which should help them when
deciding their planning and financing arrangements. This information should be considered with the periods
recorded by the institution under the next column, Repair or Replace Interval.

Repair or Replace Interval

The information under this column is ‘institution specific’, and should be considered with the periods in the
previous column. Although not shown separately, the institution should incorporate consideration of risk and
priority in implementing actions to maintain core business activities. Checklist F has been developed to help
institutions 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

100
Component Life Cycle Schedule (continued)

Expected Expected
Life-Cycles Life-Cycles Repair or
Component (HE Sector) (Institution) Replace Interval
Ceilings 20 years

Floor finishes 10 years

Fittings 15 years

Kitchen Equipment
Industrial 15 years
Domestic 10 years

Painting

Exterior 5 years
Interior 6 years

Lifts 30 years

Gas Installations 30 years

Pipework in ducts 20 years
Pipework above ground 25 years

Electrical Installations
Mains (External)
Underground cables, MICC or 30-35 years
armoured cables, etc
Overhead lines, PVC sheathed 25 years
cables, etc

Internal Electrics 30 years

Switchgear (Distribution)
Indoor (wiring, distribution 30 years
boards, sub-circuits, etc)
MCB consumer units, rewirable 25 years
units, etc.
Outdoor 25 years
Local isolators, 3-pin socket 15 years
outlets, shower sockets,
switches, cooker controls, etc

Ductwork, metal 30 years

Electrical rotating machines 25 years

101
 Component Life Cycle Schedule (continued)

Expected Expected
Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval

Electrical Installations (continued)

Sewerage ejectors 20 years

Sewerage ejectors (macerator) 5 years

Electrical motors 30 years

Motor control gear and contractor
panels 15 years
Machine tools (generally) 30 years
Mechanical equipment controls 10 years
(digital and mechanical
programmers)

Lights
Internal fittings 20 years
Fluorescent 15 years
Tungsten fitting 10 years

Street fittings 20 years

Bollards, columns and 15 years
standards
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 years
temperature, ionisation, etc

102
Component Life Cycle Schedule (continued)

Expected Expected
Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval

Building Energy 7-10 years

Management Control
Systems

Water Installations
Pipework in ducts 20 years
Pipework above ground 25 years
Pipes, ABS 30 years
Pipes, PVC, GRP, copper 35 years
tube, 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)

103
 Component Life Cycle Schedule (continued)

Expected Expected
Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval

Heating Installations (continued)

Burners
Pressure jet 15-20 years
Atmospheric 20 years
Automatic stokers 10-15 years

Boiler refractories 8 years

Boiler tubes 8 years

Flues
Mild steel 8-15 years
Stainless steel 25 years

Pumps
Centrifugal 20-25 years
In-line 10 years
Submersible 20 years

Controls 10 years

Pipework and Fittings

Internal steel 20-30 years
External steel buried 10-15 years
Internal copper 25-30 years
Cast iron 40 years

Insulation and Coatings

Mineral wool/glass fibre – 35 years
slabs/quilts
Polystyrene, etc 35 years
Internal 25 years
External 15 years
Buried 10 years

104
Component Life Cycle Schedule (continued)

Expected Expected
Life-Cycles Life-Cycles Repair or
Component (H E Sector) (Institution) Replace Interval

Heating Installations (continued)

Valves
Iron 20 years
Hand/servicing valves 25 years
Bronze 25 years
Air admittance valves – 20 years
PVC(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 years
Exchangers (copper)

Ventilation Installations 25 years

Fans
Axial 15 years
Centrifugal 20 years
Propeller 10 years

Site Roads 12 years

Notes

105
 Checklist F
Repair or Replace Decision
This checklist is designed to help institutions decide whether to repair or replace building fabric, installed
equipment and service elements and components. 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.

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

106
Repair or Replace Decision (continued)

Considerations Options Repair* Replace*

Maintenance costs:
Ascertain the current level of
maintenance expenditure on the
element/component as a
proportion of its capital cost,
and whether life-cycle costs
indicate that replacement
provides clear cost-benefits.

Maintenance costs are low Continue to repair.

Maintenance costs are average Consider repair and/or partial

replacement. Repair as generally
required, but consider replacing worst
parts and, if appropriate, start to plan
for replacement in part, or complete. If
the rate of deterioration indicates, then
appraise condition more frequently. If
repair is not cost-effective, then replace.
Maintenance costs are high Replace, if life-cycle costing indicates
positive cost-benefits.

Energy cost-benefits:
Identify the current level of
energy consumption cost of the
element/component as a
proportion of its operating costs,
and whether energy cost-savings
indicate that overall replacement
is cost-effective.
Energy cost-benefits are high Replace, if positive cost-benefits
indicated.
Energy cost-benefits are average Consider repair and/or partial
replacement, as appropriate.
Energy cost-benefits are low Continue to repair.

Technology and design

opportunities:
Evaluate the continued ‘fitness
for purpose’ of the element/
component and whether
developments in technology
and design indicate that overall
replacement provides clear
cost-benefits.

Fitness for purpose is very Continue to repair.

satisfactory
Fitness for purpose is satisfactory Consider repair and/or partial
replacement, as appropriate.
Fitness for purpose is unsatisfactory Replace.

* Tick one box only, per section. 107

 Repair or Replace Decision (continued)

Considerations Options Repair* Replace*

Spare parts availability

and cost:
Confirm that spare parts for the
element/component are readily
available at a reasonable cost.

Spare parts are readily available at Consider repair, if other factors indicate
a 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.

* Tick one box only, per section.

Other Comments:

108
Summary

Final
Considerations 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. 109
 Checklist G
Computer Databases
The institution should consider whether its present arrangements are adequate by comparing them with the
following checklist. 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 requirements of a database-driven planned maintenance programme should include the ability to do the
following tasks.

Future Requirements
Present
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.

110
Computer Databases (continued)

Future Requirements
Present
Matters Arrangements Essential Necessary Desirable
• Provide links to update the
schedule(s) of rates (prices)
separately and then to update the
planned maintenance programme
automatically – as and when
required.
• Ability to update all other costs on
a consistent basis.
• Ability to store historic data for
monitoring and feedback, and to
inform future budgeting and
management information.

The above checklist incorporates the findings of a project commissioned by the HEFCW in July 1997
(Planned Maintenance Programmes – Guidance Note).

Notes

111
 Checklist H
Building 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 and
general management skills. Also, the need for team members to liaise with other staff will vary, depending on
their specific roles and responsibilities.
The institution should consider whether its present arrangements are adequate by comparing them with the
following checklist. 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.

Part of Present
Key Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Maintenance Policy
• Overseeing the formulation and
implementation of a strategic
maintenance framework and
funded building maintenance
policy. Ensuring that such a
document is integrated with the
aims and objectives of other
strategic documents covering core
business activities, space
management and the
environment.
• Introduction of service level
standards relating to key building
maintenance arrangements and
procedures.
Condition Assessment
• Maintenance of comprehensive
and up-to-date property registers
and surveys and record systems.
• Organisation of comprehensive
and selective condition
assessment surveys of campus
buildings and installed services,
as and when required.
• Analysis of survey data,
dissemination of timely
management information and
updating of maintenance
programmes.
• Introducing and updating
operational procedural
documents and statements of
good practice regarding capital
building and maintenance work.

112
Building Maintenance Staff (Job Description) (continued)

Part of Present
Key Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Maintenance Planning
• Administration of arrangements
relating to single and multi-
project building programmes,
including design considerations,
new build, etc.
• Identifying suitable opportunities
for cost-effective building
maintenance projects, whether in
new or existing premises.
Resource Planning
• Use of financial, planning, space
management and building
development systems; including
the indication of building work
priorities.
• Use of diagnostic and problem-
solving systems and techniques;
including the establishment of
investment appraisal criteria and
documentation; and the
assessment of risk to core
business activities.
• Formulating an investment
programme for the funding of
cost-effective building
maintenance works, to satisfy the
short, medium and long-term
objectives of the institution.
• Provision of timely management
information about building
maintenance performance and
cost-benefits.
Managing the Workload
• Implementation of maintenance
systems for all buildings and
installed services for both
planned and reactive
maintenance.
• Introduction of building and
engineering control systems.
• Compliance with legislation
relating to contracts, property,
working conditions and
employment.

113
 Building Maintenance Staff (Job Description) (continued)

Part of Present
Key Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Managing the Workload
(continued)
• Introducing and maintaining
effective ‘good housekeeping’ and
plant operating practices
throughout the institution.
Getting Good Prices
• Management of environmental,
energy, freehold and leasehold
interests, insurances, building and
supply procurement contracts for
materials and services; and
related processes/systems.
• Undertaking periodic contract
management and procurement
reviews of building works.
• Introducing and maintaining
review procedures to demonstrate
to the institution’s senior
management and other relevant
staff, that building maintenance
arrangements give value for
money.
Evaluating Quality
• Identifying the institution’s
training needs for building
maintenance-related skills and
understanding.
• Identification and introduction of
building maintenance training
policy and programmes.
• Possession of interpersonal,
communications, man-
management and risk evaluation
skills.
• Promotion of building
maintenance guidance and advice
to staff and students.
• Undertaking audit and validation
functions regarding quality,
standards, and compliance with
legislation, statutory regulations
and procedures.

114
Building Maintenance Staff (Job Description) (continued)

Part of Present
Key Task – Post-holder’s
Responsibilities/Duties Yes/No? Duties – Yes/No? Actions
Evaluating Quality (continued)
• Identifying and reporting to
members of the governing
committee and senior
management team, performance
benchmarks for planned and
reactive maintenance relating to
standards, investment, planning
and staff.

Summary

Team Post-holder(s) Review Findings* Actions

Estates management team

Building surveyors and design

project staff

Mechanical and electrical

engineers

Maintenance managers and

supervisors

Maintenance, caretaking,
cleaning, porters, security and
other 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:
115
 Checklist I
Safety Checklist (Non-Estates Staff)
This checklist is designed for non-maintenance staff, such as caretakers, cleaners and so on, to help them
undertake periodic visual, aural and physical safety and operation checks of mechanical and electrical
services, in the place of more qualified maintenance staff. As a result, the maintenance staff are available to
tackle 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 any
additional 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)

116
Safety Checklist (Non-Estates Staff) (continued)

Checks Daily Weekly Monthly Comments

Boilerhouse/Plant Room
(continued)

Operating Plant (continued)

- Drive belts (tension, wear,

alignment)
- Pipework (drainage, venting,
support brackets)
Storage Tanks

- Operation of float valves,

vents/overflows,
- Check expansion tanks,
fluid levels, gauges

System Checks

Safety Checks

- Leaks (pipework, valves,

radiators)
- Security of fixings/fittings
- Corrosion
- Operation of safety valves,
thermostats
- Component Damage
Operating Plant

- Positive shut-off on taps and

valves
Doors Security

- Boilerhouse
- Control panels/coverings
- Fan convectors

Inspection and Tests

Functional Tests

- Alarms (fire, intruder)

- Emergency lighting

117
 Safety Checklist (Non-Estates Staff) (continued)

Checks Daily Weekly Monthly Comments

Inspection and Tests (continued)

Functional Tests (continued)

- Miniature circuit
breakers/residual current
devices
- ‘Stop’ button systems
- Lifts, mechanical services and
other control systems
Safety Checks/Damage
Inspections

- Portable appliances
- Emergency power (batteries)
- Lifts

Notes

118
Notes

119
 Checklist J
Building Maintenance Contracts – Schedule
The institution should consider whether its present arrangements are adequate by comparing them with the
following checklist. 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.

Variation Suitable for Contract

of 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 Any

Standard Form of Building
Contract 1980

JCT JCT Intermediate Form of Lump sum Yes £ 2M

Building Contract for Works
of Simple Content (1984)

JCT JCT Agreement for Minor Lump sum Yes £ 250K Yes
Building Works 1980

JCT JCT Standard Form of Tender Lump sum £ 10K Yes

and Agreement, Conditions of
Contract for Building Works
of a Jobbing Character 1990

JCT JCT Standard Form of Measured Yes

Building Contract with
Approximate Quantities 1980

JCT JCT Standard Form of Measured

Measured Term Contract
1989

JCT JCT Prime Cost Contract Cost plus

1992

JCT JCT Standard Form of Design/ £ 5M

Building Contract with Build
Contractor’s Design 1981

JCT JCT Standard Form of Design/

Building Contract with Build
Quantities 1980, Contractor’s
Designed Portion Supplement
1981

JCT JCT Standard Form of Managed

Management Contract 1987

JCT JCT Standard Works Contract Managed

between the Management
Contractor and the various
Works Contractors

120
Building Maintenance Contracts – Schedule (continued)

Variation Suitable for Contract

of Contract Building Building Values
Issuing Contract Form Contract Maintenance used by the
Body Contract Form Type Available Values Work Institution

JCT JCT Construction Managed

Management Agreement 1996

ICE Institution of Civil Engineers Measured

Conditions 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 Yes

Conditions of Contract for
Minor Works 1988

ICE Institution of Civil Engineers Design/

Design and Construct Build

ICE Institution of Civil Engineers Variable Yes Yes

Engineering and Construction
Contract

GC/W General Conditions of Lump sum

Government Contracts for
Building and Civil Engineering
Standard Form of Contract –
Lump Sum with Quantities
GC/Works/1 (1989)

GC/W General Conditions of Lump sum

Government Contracts for
Building and Civil Engineering
Works GC/Works/2

ACA Association of Consultant Lump sum Yes

Architects Form of Building
Agreement 1982

ASI Architects and Surveyors Lump sum Yes Yes

Institute FAS Forms of
Contract

BPFS Forms of Contract adapted Design/

for use with the British Build
Property Federation System
for Building Design and
Construction

121
 Building Maintenance Contracts – Schedule (continued)

Variation Suitable for Contract

of Contract Building Building Values
Issuing Contract Form Contract Maintenance used by the
Body Contract Form Type Available Values Work Institution

SBCC Scottish Building Contract Lump sum Yes

Committee Forms of Contract

JCLI Joint Council for Landscape Lump sum Yes

Industries Agreement for
Landscape Works

NFDC National Federation of Lump sum

Demolition Contractors
Standard Form of Contract

Notes

122
Notes

123
 Checklist K
Building Maintenance Manual
The following are some items to be included in a building maintenance manual. The checklist should be
adapted as necessary, according to the circumstances of the institution, by the building management review
group.

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 and
maintenance programmes
• Legislation, statutory regulations and
standards – impact
• Governing committee – terms of reference
(Checklist B)

Condition Assessment
Arrangements
(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 Planning
Arrangements
(Checklist D)
• Planned maintenance programme – process
• Design, space management, legislation and
statutory regulations, service level
standards – co-ordination of imperatives
• Identification of current and future
building works – processes
• Maintenance records – sources, see
Checklist L – Operating Manual

124
Building Maintenance Manual (continued)

Suggested Contents Present Arrangements Actions Required

Resource Planning Arrangements

Estates Management Information Systems
• Systems descriptions, input/output
processes, report writer
Budgetary Control
• Budget resource allocation process, long-
term maintenance funding, investment
appraisal

Managing the Workload

Arrangements
Staff
• Delegated authority levels
• Roles and responsibilities
• Job descriptions
Consultants
• External surveyors and property services
advisers – terms of appointment, briefings
Contractors
• Terms of appointment, works orders
Landlord/Tenant/User Department Relations
• Liaison and reporting processes

Getting Good Prices Arrangements

Tenders 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 and
conditions
• Contract reviews
• Review of processes
Purchasing Database
• Purchasing research
• Supplier database

125
 Building Maintenance Manual (continued)

Suggested Contents Present Arrangements Actions Required

Getting Good Prices Arrangements

(continued)
Contract and Purchasing Management –
Maintenance
• Negotiation
• Monitoring
Capital Equipment and Building Works
• Specialist terms and conditions –
maintenance
Documentation
• Equipment requisition
• Research project costs
• Contracts
• Tenders

Evaluating Quality Arrangements

Service Level Standards
• Customer surveys, liaison arrangements
• Notification of maintenance works, review
of processes
Performance Monitoring – Maintenance
• Performance criteria
• Reporting arrangements
Staff Training
• Training objectives, departmental and
individual training programmes and plans,
review of arrangements

Notes

126
Notes

127
 Checklist L
Building Maintenance Operating Manual
The following are some items to be included in a building maintenance operating manual. The checklist is
primarily intended for the maintenance of mechanical and electrical installations, but could be extended to
other maintenance items. It should be adapted as necessary, according to the circumstances of the institution,
by the building management review group.

Suggested Contents Present Arrangements Actions Required

Introduction
Scope 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 Installation
Location
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 Schedule
Equipment details
Control system details
Serial numbers of parts

128
 Building Maintenance Operating Manual (continued)

Suggested Contents Present Arrangements Actions Required

Operation of Plant
Control 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 –Schedule
Plant and equipment items
Lubricant type
Frequency of lubrication
Method of application

Maintenance
Means 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

Inspections
Safety checks, testing, adjustments,
calibration, lubrication, overhauls, etc by:
- External contractors
- In-house maintenance staff
- Caretaking and other support staff
- User department staff

Fault Finding
Nature of deterioration/defects to be
identified
Guidance/diagnosis and correction
instructions
129
Safety checks and precautions
129
 Building Maintenance Operating Manual (continued)

Suggested Contents Present Arrangements Actions Required

Emergency Procedures
Emergency 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

130
Notes

131
 Checklist M
Performance Benchmarks
To 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 for
building maintenance.
The checklist should be modified, as necessary, to meet the specific requirements of the institution, and any
additional indicators should be identified by the building management review group. A separate study has
been commissioned by the Funding Councils (Estates Management Statistics), to provide further guidance and
examples to institutions of performance indicators for estates services.

Standards
Objective
• To monitor the effectiveness of the building maintenance arrangements, which are linked to supporting
core 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*

Investment
Objective
• To monitor the level of investment applied to maintain the institution’s estate to specified standards.

Examples
Actual maintenance spend
Investment percentage = × 100
Total revenue spend*

Actual maintenance spend

Investment per m2 =
Gross internal area

Actual maintenance spend

Investment per student =
Student FTEs

Investment per staff = Actual maintenance spend

Staff

* Alternatively, depreciated replacement values, insurance values or existing use market values could be used, but choose one only

132
Planning
Objective
• To monitor the actual level of building maintenance undertaken against planned levels of maintenance
activity.

Examples
Actual planned maintenance spend
Planned maintenance percentage = × 100
Planned maintenance spend

Planned maintenance ratio = Ratio of planned maintenance spend to

reactive maintenance spend

Staff
Objective
• To monitor the allocation of human resources appropriate to delivering the planned level of building
maintenance by a trained workforce.

Examples
DLO maintenance spend
Direct labour organisation percentage = × 100
Total 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

133
134
Initial Actions
Both the key tasks and the time periods identified are indicative only. Institutions may find them helpful in supporting the review actions and processes outlined in the Management Review Guide.

Actions

Chair of Governing
Committee and
Members of the Heads of
Checklist N

Building Academic and

Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 0 - 3 Months
A Way Forward – Key Tasks

Initiate a management review of the institution’s current arrangements and

procedures for building maintenance using the guidance provided by the Higher
Education Funding Councils (ie, the National Report and Management Review
Guide).

Period 3 - 6 Months

Ensure that a standing committee and/or management group has long-term trustee
and/or executive responsibility for building maintenance matters. (This is referred to
as the governing committee, and may be the senior management team or other
similar governing body or resource committee.) For example, review and update as
necessary its membership and terms of reference.

Establish a building management review group (BMRG) to undertake a short-term

management review of the institution’s building maintenance arrangements. For
example, determine its membership and terms of reference – to be approved by the
governing committee. Identify any need for input by the institution’s professional
advisers.

Evaluate the present arrangements for the periodic condition assessment of the
institution’s estate (ie, the surveying, by inspection and testing, of the building fabric
and the installed mechanical and electrical services). For example, obtain and
consider previous survey reports, terms of reference, comprehensiveness of survey,
presentation of results, etc. Consider the definitions applied to risk, priority,
maintenance standards, condition categories for building elements and components
within the document. How easily can planned maintenance programmes be
updated? Consider the use of the survey results for management information
purposes and reports made to the senior management team.
 Initial Actions (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 3 - 6 Months (continued)

Consider the effectiveness and adequacy of current funding levels for building
maintenance. Identify improvements to existing arrangements regarding short to
long-term funding of maintenance. These could include implementing costed
planned maintenance programmes; the consideration of such programmes in
relation to budget bids and allocation; and reports to the governing committee and
others by the head of estates on the impact of deferring building repairs and
maintenance.
A Way Forward – Key Tasks (continued)

Review estates management information systems (EMIS) and the interface with
finance management information systems. For example, undertake a SWOT
analysis of present EMIS, such as job costing, planning, fixed asset, space
management and finance modules, and summarise options. Consider financing
upgrades from future maintenance savings identified by having better management
information, etc.

Ascertain whether there are effective liaison and management arrangements for
building maintenance between the estates department and academic and
administrative departments. For example, consider staff roles and training options
and updating job descriptions to deliver any changes required.

Review the present arrangements for purchasing and contracting building

maintenance works. For example, compare the cost-effectiveness of existing
contracting arrangements with alternative forms (such as the benefits of changing
from daywork to measured term contracts). Also identify any maintenance service
arrangements that could be delivered more cost-effectively in-house.

135
136
Initial Actions (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 3 - 6 Months (continued)

Identify value for money options for present service level delivery arrangements for
building maintenance. For example, consider developing service level statements
and conducting customer-satisfaction surveys. Service level statements should
encompass technical, operational and customer considerations in order that service
standards are clearly stated, affordable and assist compliance with legislation.

Prepare draft maintenance strategy document for building maintenance, to support

A Way Forward – Key Tasks (continued)

the institution’s strategic and operational objectives (ie, corporate business plan,
estates strategy, space and energy management policies).

Period 6 - 12 Months

Prepare first annual estates report for the institution, and update the management
action plan.

Period 12 - 24 Months

Initiate re-run of building maintenance matrix for current building maintenance

arrangements.

Prepare second annual estates report for institution, and update the management
action plan.

Period 24 - 36 Months

Initiate re-run of building maintenance matrix for current building maintenance

arrangements.

Prepare third annual estates report for institution, and update the management
action plan.
 Assignment of Responsibilities
Both the key tasks and the time periods identified are indicative only. Institutions may find them helpful in supporting the review actions and processes outlined in the Management Review Guide.

Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 0 - 3 Months

Obtain authority from the governing committee and commitment from the
institution’s senior management to implement a comprehensive and structured
review of the building maintenance arrangements. Confirm with the senior
management team that a building maintenance management review will be
undertaken over the next three years.
A Way Forward – Key Tasks (continued)

Period 3 - 6 Months

Designate a governing committee to be responsible for the institution’s maintenance

strategy.

Building management review group appointed to review the management

arrangements for building maintenance and to present a report summarising the
findings to the governing committee.

Agree membership of the review group and its terms of reference.

Appoint Chair of the review group.

Review group to formulate maintenance strategy.

Governing committee to undertake responsibilities as trustees and for policy

approval of building maintenance arrangements.

Head of institution to undertake ongoing executive responsibility for building

maintenance arrangements.

Departmental responsibility(ies) for building maintenance established within the

senior management team.

137
138
Assignment of Responsibilities (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 3 - 6 Months (continued)

Head of estates to undertake cyclical reviews of existing building maintenance

contracts.

Head of estates to ensure that all future building project/refurbishment

specifications comply with maintenance strategy provisions.

Member of estates department to be part of design and build project teams and to
A Way Forward – Key Tasks (continued)

advise on building maintenance and energy management.

Review job descriptions of all staff responsible for building maintenance.

Consider the appointment of building maintenance liaison teams for each

campus/building.

Identify key groups of people within the institution that can contribute to improved
building maintenance arrangements.

Consider role, responsibilities and involvement of staff and students in supporting

improved building maintenance arrangements within the institution. Ensure that
both staff and students are advised of building maintenance cost-benefits achieved,
and that they receive appropriate advice regarding building maintenance processes
involving them.

Period 6 - 12 Months

Governing committee to review progress to date by building management review

group.

Audit committee to invite internal auditor to review building maintenance

arrangements.
 Assignment of Responsibilities (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 6 - 12 Months (continued)

Governing and audit committees to receive copy of annual estate report prepared by
head of estates.

Governing and audit committees to receive copy of first internal audit report of
management review of building maintenance arrangements. Internal auditor to
follow up report issued, after an agreed period.
A Way Forward – Key Tasks (continued)

Building management review group to review planned maintenance programmes.

Period 12 - 24 Months

Building management review group (BMRG) to review and update maintenance

strategy, as necessary.

Audit committee to invite internal auditor to review building maintenance

purchasing and contracting arrangements.

BMRG to review the arrangements regarding participation in the University of Hull

and University of Cambridge maintenance and utility databases.

BMRG to review the arrangements regarding participation in RICS – Building

Maintenance Information Services’ Maintenance Cost Surveys and other published
schedules of building prices (eg, Spons, Laxtons, Wessex, etc).

BMRG to review methods of life-cycle costing and investment appraisal for building
maintenance projects.

BMRG to consider arrangements for the repair and replacement of equipment and
other installed services with high maintenance costs.

139
140
Assignment of Responsibilities (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 12 - 24 Months (continued)

BMRG to review planned maintenance programmes.

Head of estates to undertake cyclical reviews of existing building maintenance

contracts.

Governing committee to review progress to date by BMRG.

A Way Forward – Key Tasks (continued)

Governing and audit committees to receive copy of second annual estates report
prepared by head of estates.

Period 24 - 36 Months

BMRG to review the devolution of building maintenance budgets, and the charging
of building maintenance costs to academic and administrative departments, as part
of a wider space management initiative.

BMRG to review planned maintenance programmes.

Head of estates to undertake cyclical reviews of existing building maintenance

contracts.

Governing committee to review progress to date by BMRG.

Governing and audit committees to receive copy of third annual estates report
prepared by head of estates.

Governing and audit committees to receive copy of second internal audit report of
management review of building maintenance arrangements. Internal auditor to
follow up report issued, after an agreed period.

Governing committee to consider the future role of BMRG.

 Implementation and Documentation
Both the key tasks and the time periods identified are indicative only. Institutions may find them helpful in supporting the review actions and processes outlined in the Management Review Guide.

Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 0 - 3 Months

Launch of building maintenance management review – publicise arrangements

within institution to staff and students

Period 3 - 6 Months

Obtain agreement and approval from the governing committee of the maintenance
A Way Forward – Key Tasks (continued)

strategy.

Establish the terms of reference of the governing committee.

Formulate the terms of reference of the building management review group

(BMRG) for approval by the governing committee.

Agree an annual timetable of meetings for the governing committee and BMRG.

Identify appropriate building maintenance advice and training for students and
staff.

Ensure that all future design and build projects incorporate building maintenance
and energy management considerations.

Update financial regulations following building maintenance purchasing and

contracting arrangements review.

Period 6 - 12 Months

Update estates strategy and obtain approval of the governing committee.

Document agreed investment appraisal process and prepare proforma

documentation.

141
142
Implementation and Documentation (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 6 - 12 Months (continued)

Establish performance management indicators for building maintenance.

Period 12 - 24 Months

Governing committee to receive regular reports from BMRG.

Prepare and publish annual estates report.

A Way Forward – Key Tasks (continued)

Period 24 - 36 Months

Governing committee to receive regular reports from BMRG.

Prepare and publish annual estates report.

 Periodic Review
Both the key tasks and the time periods identified are indicative only. Institutions may find them helpful in supporting the review actions and processes outlined in the Management Review Guide.

Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 0 - 3 Months

Internal auditor undertakes a first stage review of the institution’s building

maintenance arrangements.

Audit and governing committees consider the report submitted by internal auditor.

Period 3 - 6 Months
A Way Forward – Key Tasks (continued)

Governing committee establishes the reporting arrangements to be made to it by the

building management review group (BMRG).

BMRG initiates management review process of the institution’s building

maintenance arrangements.

BMRG implements actions following the use of the building maintenance matrix,
for the current building maintenance arrangements.

Period 6 - 12 Months

Governing committee considers the first annual estates report produced by the head
of estates, and an update of the management action plan produced by the BMRG.

Period 12 - 24 Months

BMRG implements actions on building maintenance, following the re-run of the

building maintenance matrix.

Governing committee considers the second annual estates report produced by the
head of estates, and an update of the management action plan produced by the
BMRG.

143
144
Periodic Review (continued)
Actions

Chair of Governing
Committee and
Members of the Heads of
Building Academic and
Management Vice-Chancellors, Administrative
Review Group Principals, Directors Departments Heads of Estate Heads of Finance

Period 24 - 36 Months

BMRG implements actions on building maintenance, following the re-run of the

building maintenance matrix.

Governing committee considers the third annual estates report produced by the
head of estates, and an update of the management action plan produced by the
BMRG.
A Way Forward – Key Tasks (continued)

Internal auditor undertakes a second stage review of the institution’s building

maintenance arrangements.

Audit and governing committees consider the report submitted by internal auditor.

Governing committee considers the continuation of the management review of

building maintenance by the BMRG.
Further copies of this document priced £15 are
available from:
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Northavon House
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Telephone 0117 931 7317
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