FACILITIES MANAGEMENT FRAMEWORK
TABLE OF CONTENT
(I) (II) (III)
ACCRONYMS………………………………………………………………………...iii DEFINITIONS…………………………………………………………………………iv LEGISLATION GUIDELINES AND PROGRAMMES…………………………….v 1 Introduction................................................................................................................... 4 2
Effective date................................................................................................................4
3
What is Facilities Management....................................................................................4
4
Facilities Management objectives...............................................................................5
5
Objectives of the facilities management framework.....................................................5
6
Roles and responsibilities.............................................................................................5
7
Elements of facilities management framework.............................................................6 7.1 Facilities Management
Policy.......................................................................................6 7.2 Facilities Management
Strategy...................................................................................7 7.3 Condition
assessment..................................................................................................7 7.4 Strategic facilities management
planning...................................................................10 7.5 Facilities Management
demand.................................................................................11 7.6 Facilities Management
budget...................................................................................11 7.7 Facilities Management annual works
program..........................................................13 7.8 External facilities management
services....................................................................14 7.9 Monitoring and performance
review...........................................................................14 7.10
Building asset
information..........................................................................................15 7.11
Commissioning and
handover....................................................................................16 7.12
IT System (CMMS, GIS, CAFM)………….
………......................................................16 7.13
Facilities Management
reporting................................................................................16
ACCRONYMS C-AMP
Custodian Asset Management Plan
CMMS
Computerised Maintenance Management System
DDG
Deputy Director-General
DG
Director General
DPW
Department of Public Works
EXCO
DPW Executive Committee
FM
Facilities Management
FMF
Facilities Management Framework
MOU
Memory Of Understanding
PFMA
Public Finance Management Act, No1 of 1999
SLA
Service Level Agreement
U-AMP
User Asset Management Plan
WCC
Work Control Centre
DEFINITIONS Authority
The power or control linked to a position enabling the incumbent to take decisions.
Branch
A unit headed by a Deputy Director-General or a unit headed by an employee appointed below the level of Deputy Director-General that reports directly to the Director-General.
Building owner
Refers to department of public works as the landlord for state owned buildings
Document
Refers to facilities management policy
LEGISLATION GUIDELINES AND PROGRAMMES Short Title of the Act Broad Based Black Economic Empowerment Act no 53 of 2003 as amended
Built Environment Professions Act, 2000.
Purpose of the Act To establish a legislative framework for the promotion of black economic empowerment; to empower the Minister to issue codes of good practice and to publish transformation charters; to establish the Black Economic Empowerment Advisory Council; and to provide for matters connected therewith. To provide for the establishment of a juristic person to be known as the Council of the Built Environment; to provide for the composition; functions; powers; assets; rights; duties and financing of such a council; and to provide for matters
Short Title of the Act
Purpose of the Act connected therein.
Construction Industry Development Board Act, Act 38 of 2000. Council for the Built Environment Act, 2000 Disaster Management Act, 57 of 2002
To provide for the establishment of the Construction Industry Development Board; to implement an integrated strategy for the reconstruction, growth and development of the construction industry and to provide for matters connected therewith. To provide for the establishment of the Council for the Built Environment and matters incidental thereto. To provide for an integrated and co-ordinated disaster management policy that focuses on preventing or reducing the risk of disasters, mitigating the severity of disasters, emergency preparedness, rapid and effective response to disasters and post-disaster recovery; the establishment of national, provincial and municipal Disaster management centres; disaster management volunteers; and matters incidental thereto.
Act
To provide for the equitable division of revenue raised nationally among the national, provincial and local spheres of government for the 2011/12 financial year and the responsibilities of all three spheres pursuant to such division; and to provide for matters connected therewith
Engineering Profession of South Africa, 2000
To provide for the establishment of the Council for the Engineering Profession and matters incidental thereto
Division of Revenue
Engineering Professions Act, 2000
Environmental Conservation Act, Act 73 of 1989;
Expanded Public Works Programme
Provide for the establishment of the juristic person to be known as the Engineering Council of South Africa; to provide for the registration of professionals; candidates and specified categories in the engineering profession; to provide for the regulation of the relationship between Engineering Council of South Africa and the Council for the Built Environment; and to provide for matters connected therein. To provide for the effective protection and controlled utilization of the environment and for matters incidental thereto. One of government arrays of programmes aimed at providing poverty and income relief through temporary work for the unemployed to carry out socially useful activities.
Government Immovable Asset Management Act 2007
To provide for a uniform framework for the management of an immovable asset that is held or used by a national or provincial department to ensure the coordination of the use of an immovable asset with the service delivery objectives of a national or provincial department; to provide for issuing of guidelines and minimum standards in respect of immovable asset management by a national or provincial department.
Landscape Architectural Professional Act, 2000
To provide for the establishment of the Council for the Landscape Architectural Profession and matters incidental.
National Environmental
To provide for co-operative, environmental governance by
Short Title of the Act
Purpose of the Act
Management Act 107 of 1998
establishing principles for decision-making on matters affecting the environment, institutions that will promote co-operative governance and procedures for co-ordinating environmental functions exercised by organs of state; and to provide for matters connected therewith.
National Environmental Management: Waste Act 59 of 2008
To reform the law regulating waste management in order to protect health and the environment by providing reasonable measures for the prevention of pollution and ecological degradation and for securing ecologically sustainable development; to provide for institutional arrangements and planning matters; to provide for national norms and standards for regulating the management of waste by all spheres of government; to provide for specific waste management measures; to provide for the licensing and control of waste management activities; to provide for the remediation of contaminated land; to provide for the national waste Information system; to provide for compliance and enforcement; and to provide for matters connected therewith.
National Infrastructure Maintenance Strategy (NIMS of 2006 National Youth Service
To provide for macro budgeting guidelines for maintenance of public sector infrastructure assets in terms of the Government’s National Infrastructure Maintenance Strategy and the move towards more effective infrastructure asset management The National Youth Service (NYS) is a national project that is aimed at engaging young people in a disciplined process of a valued and necessary service to the community in which they live, while increasing their own skills, education and opportunities to generate income.
National Railway Safety Regulator Act (Act 16 of 2002)
To provide for the establishment of a Railway Safety Regulator; to provide for its objects and functions and for the manner in which it is to be managed; to provide for its staff matters; to provide for safety standards and regulatory practices for the protection of persons, property and the environment; and to provide for matters connected therewith.
National Spatial Development Perspective.
• Seeks to focus the bulk of fixed investment of government on those areas with the potential for sustainable economic development. Provides that in areas of limited potential it is recommended that, beyond a level of basic services, government should concentrate primarily on social investment, so as to give people in these areas better information and opportunities to gravitate towards areas with greater economic potential To provide for the health and safety of persons at work and for the health and safety of persons in connection with the use of plant and machinery; the protection of persons other than persons at work against hazards to health and safety arising out of or in connection with the activities of persons at work; to establish an advisory council for occupational health and safety; and to provide for matters connected therewith.
Occupational Health and Safety Act and Regulations (Act 85 of 1993)
Short Title of the Act Project and Construction Management Profession Act, 2000 Public Finance Management, Act 1 of 1999
Parliamentary Village Management Board, 1998 Property Valuers Profession Act no 47 of 2000
Quantity Surveying Profession Act no 49 of 2000
Purpose of the Act To provide for the establishment of the Council for the Project and Construction Management Profession and matters incidental thereto To regulate financial management in the national government and provincial governments; to ensure that all revenue, expenditure, assets and liabilities of those governments are managed efficiently and effectively; to provide for the responsibilities of persons entrusted with financial management in those governments; and to provide for matters connected therewith. To provide for the establishment of a Parliamentary Villages Management Board and matters incidental thereto. To provide for the establishment of a juristic person to be known as the South African Council for the Property Valuers Profession; to provide for the registration of professionals, candidates and specified categories in the property valuation profession; to provide for the regulation of the relationship between the South African Council for the Property Valuers Profession and the Council for the Built Environment; and to provide for matters connected therewith To provide for the establishment of a juristic person to be known as the South African Council for the Quantity Surveying Profession; to provide for the registration of professionals, candidates and specified categories in the quantity surveying profession; to provide for the regulation of the relationship between the South African Council for the Quantity Surveying Profession and the Council for the Built Environment; and to provide for matters connected therewith.
Space Norms and Standards gazette no.27985, Notice 1665 of 2005
This document provides updated norms for public office buildings. It applies to all office space used by organs of State (as defined in section 239 of the Constitution of the Republic of south Africa Act 108 of 1996)
The InterGovernmental Relations Act no13 of 2005
To establish a framework for the national government, provincial governments and local governments to promote and facilitate intergovernmental relations; to provide for mechanisms and procedures to facilitate the settlement of intergovernmental disputes; and to provide for matters connected therewith.
White Paper – Public Works: Towards the 21st Century 1997
The objective is to share the DPW's ideas about the way forward with a larger audience of colleagues in government, the general public, consumers of public works, trade unionists and labourers, private sector agencies and firms, NGOs, academics and professional experts and international advisors.
1. 2.
The objective of this Facilities Management Framework is to give a holistic overview of governance and management of state owned facilities. It will serve as a reference of how facilities management is structured and how it operates. It will give guidance in terms of strategic planning, operational planning, management of government facilities.
3. 4.
By adhering to the requirement in the facilities management framework, departments will have a consistent approach to the management, planning and delivery of building maintenance services and other services.
5. 6.
Effective Date
7.
The effective date of release for FMF rev 0.0 is the 01 April 2014.
8. 9.
What is facilities management
10. 11. Facilities management is the integration of multi-disciplinary processes of built
environment within an organisation to maintain and to develop the agreed services which support and improve the effectiveness of primary activities. 12. 13. Within the context of this framework, facilities management is also defined as work
on existing buildings or equipment undertaken, with the intention of:
Re-instating physical condition to a specific standard
Preventing deterioration or failure
Restoring correct operation within specific parameters
Replacing components at the end of their useful life within modern engineering equivalents
Making repairs after failure has occurred
Assessing buildings and equipment
Ensuring health and safety of occupants
Upgrading to meet new statutory requirements
Major refurbishment and replacement to extend the useful life of the building
Improvement and upgrading to provide additional or new service capabilities or functions
14. 15. The following are not classified as maintenance under this maintenance
management framework:
Restoration of entire building to operational condition after near failure
Work performed under warranty or defects liability period
Operational tasks to enable occupancy and use
Supply of utilities (e.g. Water, Electricity etc)
16. 1.
Facilities Management objectives
17. 18. The maintenance of state owned facilities should:
meet departmental or unit service delivery expectations reflected in the standard to which building are to be maintained.
focus on the impact of the condition of the building on service delivery and risk
minimize life cycle cost of the building
make the best use of maintenance resources
facilitate maintaining relevant and up to date building information
19. 20. The key outcomes to be achieved from undertaking maintenance are:
proper functionality and operational standards
good physical condition of building as classified according to standard
evident statutory compliance and technical operation
21. 2.
Objectives of the facilities Management Framework
22. 23. The main objectives of facility management framework are to ensure:
•
Continuous improvement in building maintenance planning, maintenance procedures and risk management
•
State owned buildings, plants and equipment are adequately maintained
•
The risks that is public works is exposed to are well managed
•
Facilities management take more strategic role in maintenance of state owned facilities
•
DPW has pertinent information for monitoring the maintenance, condition and performance of the facilities.
•
That there is sufficient operational information to perform maintenance, including the ability to review maintenance policy, strategies, analyses of life cycle cost, assess environmental impacts, plan for replacement and improve efficiencies and effectiveness
24. 3.
Role and Responsibilities
25. Facilities Management departments must comply with the FM Framework. Any
deviation to this framework should only occur after consultation and agreement with the appropriate facilities management team member and will depend on the nature/complexity/cost. 26. Facilities management team has a pivot role to play from both the operational
perspective and the policy developments. This role encompasses: •
Services to the departments such as maintenance, condition assessment, planning and program administration
•
Monitoring of maintenance outcomes and building performance
•
Implementation and review of the Facilities Management Framework
•
Provision of assistance and advice to departmental users on maintenance and building management related issues
•
Coordination of dpw facilities management maintenance programs
27. 4.
Elements of the Facilities Management Framework
28. 29. These elements of this framework must form part of the facilities management
departments operations, decision making, process developments etc. 30.
1. Facilities Management Policy
31.
2. Facilities Management
Strategy 3. Condition Assessment
32.
4. Strategic Maintenance
Planning 33.
5. Facilities Management Demand
6. FM Budgeting
34.
7. FM Annual Work Program
8. External FM Services
35.
9. Monitoring and Performance Review
10. Building Asset Information
36.
11. Commissioning & Handover
12. IT System (CMMS)
37.
13. Facilities Management Reporting
38. 39. 7.1
Facilities Management policy
40. 41. The FM policy explain department-specific processes and practices to enable
department personnel responsible for building maintenance to successfully manage their FM programs.
42. 43. 7.2
Facilities Management Strategy
44. FM strategy incorporates a balance of planned and unplanned maintenance 45. Planned Maintenance is:
•
Planned work are at predetermined intervals to meet statutory, health and safety, technical or operational reliability to preserve the asset and prolong it’s economical life
•
Planned maintenance consist of preventive statutory and condition based maintenance
•
Preventive maintenance may be applied to building structures, services, and site improvements but it is predominantly used for maintenance of building.
•
Statutory maintenance is maintenance that must meet the requirements mandated in the act’s, regulations and by-laws
•
Condition based is work driven by the condition assessment or inspection process This work is carried out because the physical condition of a building structure has deteriorated.
46. 47. Unplanned maintenance often referred to as corrective maintenance or day to day
maintenance occurs when any of the building components requires immediate attention due to failure. It is usually limited to rectification for health, safety or security reasons. 48.
7.3
49.
Condition Assessment
50. 51. A structured condition assessment process should be incorporated into the facilities
management planning process. 52. 53. A condition assessment is a technical inspection by the competent assessor to
evaluate the physical state of the building components and services to evaluate maintenance needs of the facility. The assessment should provide sufficient information on building condition to support informed building management decision making. 54. Condition assessment generally comprises of: 55.
Physical inspection of the building and equipment
Assessment of the actual condition of individual components of buildings & assets
involved
Identification of maintenance work required to bring the condition of the building up to the specific condition or standard
Ranking of maintenance intervention requirements in order of priority
Determining action deemed necessary by assessor to mitigate any immediate risk
Frequency of condition assessment
56. 57. Site inspection must be conducted on all state owned buildings at least every five
years, depending on the nature of the building and it’s building components and services. 58. 59. 60. Facilities management department should decide on the appropriate interval in terms
of criticality to service delivery and complexity of the building assets. The more critical and complex an asset is, the more likely it is that condition assessment will be required more often. 61. 62. The following factors should also be taken into account when determining
assessment intervals: •
Intensity of use in terms of number of occupants and the nature of the business activities
•
Robustness of construction and susceptibility to wear and tear
•
Number of days and hours of operations
•
Extent of public use by visitors and other users
•
Exposure to harsh environment condition or malicious damage
•
Age of the building and it’s components
•
Costs, risks and benefits of assessment interval adopted
•
Likelihood or possibility of health and safety or other environmental issues occurring
63. 64.
Result from condition assessment
65. 66. The results from condition assessment should be analysed by the facilities
management department in the context of other building data such as functionality, utilization, and operational cost. 67. 68. The results from the condition assessment should be presented in a report format.
The report should include: •
The desired condition standard rating identified for each building (refer to table 2)
•
An assessed condition index for each building (refer to table 1) which communicates to the building owner the general state of their buildings
•
An itemized, recommended schedule of maintenance work necessary to bring each building up to the condition standard (refer to table 2) as identified by the user
•
Cost estimate of the remedial work identified
•
Advice about the longer term maintenance needs of the building to assist in planning and decision making
69. 70. 71. 72. 73.
Table 1
74. 75. Rati
ng
76. Statu 79. Excell
80. 4
81. Good
•
No defects
• •
New condition and appearance Minor defects
•
Superficial wear and tear
•
Some deterioration to finishes
• •
No major maintenance required Average condition
•
Significant defects are evident
•
Worn finishes require maintenance
•
Services are functional but need attention
• •
Deferred maintenance work exists Badly deteriorated
•
Potential structural problems
•
Inferior appearance
•
Major defects
87. Very
• •
Components fail frequently Building has failed
poor
•
Not operational
•
Not viable
•
Unfit for occupancy
•
Environmental/contamination/pollution issues exist
ent
84. 2
86. 1
Condition of building
s
78. 5
82. 3
77.
83. Fair
85. Poor
88.
Condition Standard Rating
89.
90. The facilities management department must specify the level at which their buildings
are to be maintained. A condition standard rating for each building must be documented, with due regard to the following: •
Building’s physical condition
•
Functional purpose
•
Operating environment and
•
Future plans associated costs in relation to proposed refurbishments, upgrades etc
•
Life cycle cost
91. 92. Where standards are specified at overall building level, detailed descriptions of what is
meant by S1-S5 ratings should be articulated in terms of condition standards of key building elements most critical to delivery of services. This is because more complex and critical building elements will generally have specific performance requirements and these elements therefore may need to be maintained above the standard requirements of the overall building. 93. 94.
Table 2 95. Functional purpose
96. Specific Standard
97. Ra
tin 98. Highly sensitive purpose
with critical results or high
99. Building to be in the best
possible condition, only minimal
profile public building
deterioration will be allowed
101.Good public presentation
102.Building to be in good condition
and high quality working
g 100.S5
103.S4
operationally and aesthetically
environment are necessary 104.Functionally – focused
building 107.Ancillary functions only
with no critical operation
105.Building to be in reasonable
106.S3
condition, fully meeting operational requirements 108.Building to meet minimum
109.S2
operational requirements only
role 110.Building is no longer
operational – it is dormant
111.Building can be allowed to
deteriorate, however it must meet statutory requirements
112.S1
113.
7.4
114.
Strategic Facilities Management Planning
115.The strategic facilities management plan should reflect the maintenance needs of the
department over short and long term goals. 116.Things to considered are:
•
Service delivery plans
•
The age, condition, value, deferred maintenance and functionality of its buildings
•
The performance in-terms of environmental impact
•
Health, safety and security requirements
•
Design, Manufacturing, installation, commissioning, maintenance and operations to disposal plans
•
Emerging issues which may impact on service delivery 7.5
117.
Facilities Management demand
118. 119.FM must assess and financially quantify the demand for facilities management
operations, as the initial step in the planning and delivering of annual facilities management work programs. 120. 121.Conducting a facilities management demand assessment will ascertain the total
facilities management requirements of the building portfolio. 122.The scope of facilities management work in the demand assessment process will be
a combination of:
Preventative maintenance which takes into account expert advice and manufacturer’s recommendations
Condition-based maintenance works identified in maintenance assessment report
Deferred maintenance (Backlog)
Maintenance to meet mandatory statutory, health and safety requirements
Corrective maintenance estimates based on historical information
123.
7.6
124.
Facilities Management budget
125. 126.FM must allocate sufficient funding in their maintenance budget to enable the
buildings in their portfolio to be maintained to the condition standard ratings identified and documented in the maintenance policy 127. 128.When developing the annual facility budget, considerations should also be given
opportunity for cost-effective improvements in the building performance through the adoption of innovative technologies such as energy-efficient lighting, products that reduce waste etc. 129. 130.FM must formulate an annual facility management budget which is realistic
calculation of the quantum of funding requirements to address the facilities management needs. This relies upon reliable data extracted from: 131. •
The facilities management department’s strategies
•
Strategic facility management plan
•
Analysis of facilities management demand
•
Deferred maintenance level
•
Condition assessment report
132. 133.Where the funding allocated is less than the amount required to undertake the
identified maintenance tasks, the FM department may wish to explore the following options: •
Seek more funding from National Treasury
•
Reviewing the performance of the building to identify any opportunities
•
With the exception of statutory, health & safety requirements, may defer some maintenance work after considering all the risk of doing so.
134.The Facilities Management Framework recommends a minimum funding of +- 1% of
the building asset replacement value (ARV) for maintenance per annum as the optimal funding level. 135.Facilities Management budget must exceed the recommended minimum threshold of
5% ARV if the portfolio has: Unfunded or deferred maintenance projects Ageing buildings Highly critical or complex facilities 136.
Risks associated with underfunding of facilities management
137.
138.In many instance fm department will not have sufficient funds available to allow all
identified maintenance tasks to be completed. It is therefore, important that the FM carefully evaluates priorities, risks and focus on condition standards and the most cost effective solutions to maintain the desired building standards. 139. 140.Deferred maintenance is defined as maintenance work that is postponed to the future
budget cycle or until funds become available. It excludes work earmarked in anticipation of a level of deterioration which did not occur. 141. 142.FM department needs to have a strategy in place to keep deferred maintenance to a
manageable level. Some maintenance activities can be postponed without immediate having noticeable effect on the functionality of the building. However a maintenance department that allows their building to decline are not only failing to meet their legislative responsibilities, they are potentially exposing the users and the public to risk. 143. 144.A policy of continuing deferred maintenance will result in a higher cost than if normal
maintenance had occurred. Insufficient funding to perform the needed repair will lead to backlog of maintenance projects which will adversely impact on future maintenance budgets. 145. 146.
7.7
147.
Facilities Management annual work Programs
148. 149.FM department must have an annual facilities management program based on
condition assessments, existing programs, historical data and their strategic facilities management plan. Facilities management work program should support the FM strategy and consists of balanced of planned and unplanned maintenance. 150. 151.It should focus on service delivery obligations, maintenance priorities, availability of
resources and performance management. The scheduling, delivery and control of maintenance work projects should be in accordance with the facilities management work program. 152. 153.Planning should be at least three yearly. However, as the aim of the program is to
identify facilities management activities for each year in the planning period, the minimum duration of maintenance work program is one financial year. Formulation of maintenance work programs allows the fm department to plan, prioritize and allocate sufficient resources for maintenance. 154. 155.In planning and approving work programs, the facilities management should mitigate,
as far as possible, the impact of fluctuating demand on resources. The regions should work closely with their clients so that their programs are prepared with due attention to market conditions and reasonable time-frames.
156. 157.The engagements between regions and the clients will contribute to ensuring:
•
Timely maintenance of the buildings, especially for building designed to achieve high performance
•
Better coordination of maintenance and inspections activities in locations focusing on: o
Optimum use of resources
o
Review of opportunities for integrated and leverage of work with other departments
o
Better coordination of purchasing materials
158. 159. 160. 161. 162.
Table 3
163.
164.Categor
y
165.Sub-
166.Definition
category
167.Planned
168.Preventive
169.Prevents asset failure by systematic
mainten
Maintenan
inspections and monitoring to detect and avoid
ance
ce
deterioration or failure. It also entails testing to confirm correct operation
171.Condition-
172.Programmed maintenance work, based on
based
condition assessment or other priorities, that
maintenan
returns an asset to an acceptable standard
ce 174.Statutory
maintenan 176.Unplann
ed
ce 177.Corrective maintenan
mainten
requirements mandated in Acts, regulation and other statutory instruments. 178.Restores an asset to operational condition following an unforeseen failure
ce 180.Incident
ance
175.Compulsory maintenance to meet
maintenan
181.Brings an asset back to operation or safe
condition following damage, vandalism etc.
ce 182. 183. 184.
7.8
External Facilities Management Services
185.Procurement of external service must be done in accordance with DPW procurement
framework. Service providers must be registered with relevant associations and governing bodies where applicable. Service level agreements, where appropriate, must be signed between the DPW and the contractor involved when a contract is to be awarded. 186. 187.External services should be procured when there are insufficient skills, capacity or
resources available within public works. Procurement of external service provider must give due regard to: 188.•
Occupational Health and Safety policy of public works and OHS Act No.85 of
1993. 189.•
Information stipulated in this policy and other public works policies
190.•
Efficiency and effectiveness in executing work
191.•
Best practice and innovative use of technology
192.•
Retaining adequate departmental capacity to manage facilities
193.•
Achieving maintenance outcomes at the most economical cost
194. 195.
7.9
196.
Monitoring and performance review
197. 198.Monitoring and reviewing of facilities management department performance is crucial
to accomplishing FM outcomes which are in accordance with dpw policy, strategy and underpining service delivery. 199. 200.The following aspects should be periodically reviewed by the fm department:
Facilities Management operations management
201. o
Expenditure against budget
o
Achievement of planned maintenance program (time, cost and quality)
o
Planned and unplanned maintenance as percentage of total expenditure
o
Level of deferred maintenance
202.
Facilities Management should ensure
203.
o
Efficiency and effectiveness use of: 204.
People
205.
Processes
206.
Systems
207.
Management
o
Compliance with Facilities Management Framework
o
Achievement of key result area as stipulated in the Service Level Agreement or Memory of Understanding
208.
Facilities Management outcomes
209.
o
Total maintenance expenditure as a percentage of building portfolio replacement value
o
Reliability of building services
210.
7.10
211.
Building asset information
212.FM department and external service providers must have a protocol and processes
in place for proper collection, updating and use of technical and asset information. The Facilities Management Framework requires that the maintenance department gather data pertaining to maintenance of the buildings, service and site improvements. Technical and asset information related to maintenance should be retained in a useful format and be protected as dpw intellectual property. 213. 214. 215.This is critical to making informed and strategic decision and the ability for the
department to view and analyse information about:
The building portfolio
The condition of buildings
Maintenance expenditure
Functionality
Capability with service delivery
216.
7.11
217.
Commissioning and handover
218. 219.This element serves as the first step when fm receives new/renovated buildings from
projects and properties. New buildings being phased into operations or use must be commissioned and handed over in an appropriate manner. 220. 221.Facilities Management department will be better informed about their assets and
generally improve maintenance practices if comprehensive commissioning and handover processes are instituted. This is fundamental to responsible building maintenance and operation.
222. 223.Handover of technical and asset information (e.g. manuals, warranty information,
building plansa, specification etc) is necessary for the maintenance and safe operation of the building. There should be an emphasis on thorough training and orientation of maintenance personnel. The fm department must have in place adequate systems and processes for the acceptance and retention of technical and asset information from building contractors. Such systems must enable ready access to the information for personnel responsible for operating and maintaining the facility. 224.
7.12
225.
IT System (CMMS, GIS, CAFM)
226. 227.The facilities management department must make use an effective CMMS
adequately to facilitates maintenance planning, implementation and reporting. 228. 229.Such system should reinforce maintenance and service delivery objectives and
facilitate:
Planning
Condition assessment
Scheduling and control
Resource allocation
Program management
Reporting 7.13
230.
Facilities Management Reporting
231. 232.Facilities Management department must be capable of reporting on facilities
management and the condition of the buildings to promote transparency and accountability. In addition to that reporting facilitates effective management of maintenance and drives improvements. 233. 234.SLA’s should clearly specify that maintenance must furnish maintenance reports
which comply with minimum reporting requirement of this framework. 235. 236.Minimum reporting requirements 237.For consistency and to facilitate benchmarking, FM should be capable of reporting
on:
The condition of the building relative to the condition applicable for service delivery
Financial year expenditure in the following categories:
238.
Planned maintenance
239.
Unplanned maintenance
240.
FM management & administration
Deferred maintenance
Statutory compliance
Projected future repairs or replacements
Significant maintenance issues that impact on the capability of the building to delivery
241.