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  • 1. THE UNIVERSITY OF NEW ENGLAND STRATEGIC ASSET MANAGEMENT PLAN Prepared By: Facilities Management Services Date: 13 July 2004 Reference: D04/2918
  • 2. Table of Contents THE UNIVERSITY OF NEW ENGLAND ..................................................................1 STRATEGIC ASSET MANAGEMENT PLAN ........................................................................................................................................1 FACILITIES MANAGEMENT SERVICES MAINTENANCE PLAN THE UNIVERSITY OF NEW ENGLAND...................................................................7 Introduction...........................................................................................................6 Objectives.............................................................................................................6 ...............................................................................................................................7 URGENT..............................................................................................................13 Upon receipt of notification at Help Desk or Safety & Security ........................13 FACILITIES MANAGEMENT SERVICES OPERATIONAL PLAN THE UNIVERSITY OF NEW ENGLAND.................................................................23 2.The FMS Service Delivery Model ...........................................................................26 3.Priorities for 2004 – 2005 .........................................................................................27 FACILITIES MANAGEMENT SERVICES MINOR WORKS PROGRAMME..............................................................................39 2005-2009.....................................................................................................................39 THE UNIVERSITY OF NEW ENGLAND.................................................................39 FACILITIES MANAGEMENT SERVICES BUILDINGS PRIORITY PLAN..................................................................................41 2005-2009 THE UNIVERSITY OF NEW ENGLAND.................................................................41 FACILITIES MANAGEMENT SERVICES SPACE ALLOCATION POLICY THE UNIVERSITY OF NEW ENGLAND.................................................................50 3. ROLES AND RESPONSIBILITIES........................................................................51 1 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 3. Facilities Management Services Strategic Asset Management Plan STRATEGIC ASSET MANAGEMENT PLAN The University’s Strategic Asset Management Plan has been developed by the Director of Facilities Management Services (FMS) against the background of and in conformity with the University of New England’s Strategic Plan 2002-2006. 1.0 University-wide Objectives The University Mission, Culture and Values, Vision and Strategic goals, which inform the thrust and continuity of the Strategic Asset Management Plan, are cited below as follows: 1.1 Mission: “To promote, advance and transmit knowledge and research, and to develop and provide cultural, professional, technical and vocational services to its communities at an internationally recognised University standard”. 1.2 Culture and Values: ‘The University valves and promotes: • the achievement of academic excellence through maintaining a balance between long-standing international University traditions and the pursuit of new opportunities; • a commitment to high quality, relevance and interdependence of teaching, research and professional service; • enhancement of links with employers, industry, the professions and other education providers; • development of effective, efficient and transparent leadership, management and decision making processes across the University; • a commitment to equity in access to education and employment, equal opportunity, occupational health and safety, and affirmative action; • promotion and maintenance of high quality of life and care of the living environment; • active recognition of the interests of our culturally diverse, Indigenous and international population, and regional, national and global communities in all facets of University work; • a University environment where staff and students thrive; and • acknowledgement of the special relationship with our regional partners and responsibilities to lead and contribute to regional development.’ 1.3 Vision: “In 2006, The University of New England will be recognised as a truly open University. We will be open to change, open to challenges, open to our communities”. 2 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 4. Facilities Management Services Strategic Asset Management Plan 1.4 Strategic Goals for 2002-2006: ‘Image The University of New England will be recognised nationally and internationally as the Australian University which provides leadership and has the highest reputation in developing skills and knowledge to support the aspirations and needs of rural and regional Australians as well as of a large metropolitan cohort of off-Campus students. The University will continue to build bridge between these communities and thus contribute to the continuing activity of nation building and social and economic progress. Course Profile The University of New England will offer via flexible teaching and learning a diverse and attractive portfolio of professional courses in education and health, in the general areas of economics, business and law; in the social and behavioural sciences, and the natural, rural and environmental sciences to complement its traditionally attractive generalist degrees serving the needs of school-leavers, of adult students and professionals. Research Excellence The University of New England will be known for its research, particularly through its research centres of world renown in rural and regional issues, in environmental sciences and management and in agricultural and animal sciences and genetics. Partnerships The University of New England will build relationships with local government and communities, and schools and other education providers, with Australian organizations and businesses, and with international University’s and other education providers. Infrastructure The Campus of The University of New England including its colleges and residences will enable staff and students to achieve our goal of being a vibrant living-and-learning community’. 2.0 The Challenge The challenge facing the University is to ensure that its Strategic Asset Management Plan is funded adequately in order to meet the requirements specifics in the ‘UNE Strategic Plan 2002-2006’ and to satisfy community expectations. Non-government funding sources will be necessary to supplement the existing financial framework of the institution and must be matched with the efficient use of resources. Not only will non-government funding sources be necessary to supplement the existing financial framework of the University, but they must also be maximised through the most efficient use of resources. 3 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 5. Facilities Management Services Strategic Asset Management Plan The University’s physical asset base is generally in a poor state with many outdated and poorly constructed building stocks. If the built environment of the institution is to make a positive contribution to the UNE Strategic Plan 2002-2006 it must be matched by a strong commitment to ensure that University assets are adequately maintained and effectively managed. 2.1 The Role of Facilities Management Services (FMS) The University expects FMS to be proactive in facilities management. The University mandate of FMS is to provide advice on asset management in line with the policies and guidelines approved by UNE Council and the Buildings and Grounds Committee for the planning, construction, maintenance and efficient service provision of the University’s built environment. Facilities Management Services is responsible for: • any future Buildings Priority Planning and development including any minor works projects; • the procurement of goods and services that meet the required specification and budget to support UNE’s Strategic Asset Management Plan; • the daily operation and delivery of services required to support the built environment of the University; • maintenance of the built environment to ensure community safety, statutory compliance and the realisation of a ‘vibrant and learning community’; and • the adaptation or disposal of built assets that are no longer capable of contributing to the strategic needs of the University. Facilities Management Services gives effect to these responsibilities through the preparation and execution of the following plans: • The University of New England’s ‘Master Plan Review 2006’. The Master Plan was accepted by University Council in October 2002 after an extensive community consultative process. It outlines a number of projects to enhance the Campus and identifies a number of potential locations for the development of any future capital development (available on request). • The UNE Maintenance Plan outlines the various maintenance policies and procedures for maintaining Campus infrastructure (Attachment One). • FMS Operational Plans set out on a yearly basis the objectives and desirable outcomes for the year. They also outline the various themes that guide these plans. These are: sustainability; OHS principals; an ‘ingrained’ risk management process; and efficient delivery of services (Attachment Two). • The Minor Works programme outlines services of refurbishment aimed to ensure that the existing infrastructure of the University delivers an outcome to support the Strategic Plan and ensure statutory compliance (Attachment Three). • The UNE Buildings Priority Plan 2005-2009. This plan sets out for the immediate future (4-5 years), a programme of Building Works, which are achievable in the current fiscal environment and are necessary to enhance 4 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 6. Facilities Management Services Strategic Asset Management Plan the teaching and research environment of the University (Attachment Four ). • UNE Space Standards and Allocation Policy. (Attachment Five). 5 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 7. FACILITIES MANAGEMENT SERVICES MAINTENANCE PLAN THE UNIVERSITY OF NEW ENGLAND (Attachment One)
  • 8. Facilities Management Services Maintenance Plan FACILITIES MANAGEMENT SERVICES UNIVERSITY MANAGEMENT PLAN Introduction This document provides a policy and management framework for the oversight of land and building assets of the University, to ensure that they are maintained appropriately to support the University’s strategic objectives. The deterioration of buildings and infrastructure due to lack of maintenance can affect the delivery of teaching and research, lead to future financial burdens, pose legal and industrial relations issues, and have direct OHS implications for staff and students. Objectives The objectives of this policy are to: • Clarify the maintenance responsibilities for the University’s land and building assets. • Specify the minium requirements for their maintenance. • Ensure that the assets are adequately maintained. • Ensure that associated risks are effectively identified and controlled. • Ensure that the land and building assets perform effectively and efficiently throughout their service life cycle. • Ensure appropriate process is observed in selecting maintenance strategies. • Ensure that a sound basis exists for the allocation of maintenance funds. Scope and Responsibilities Facilities Management Services (FMS) is funded as the sole provider of maintenance for University-owned facilities, which is administered through its four sections: Construction Services, Infrastructure Services, Campus Services and Directorate Services. Facilities Management Services as a group are responsible for: • Acting as “building owner” in respect of management of the University’s assets and compliance with all statutory and regulatory requirements pertaining to those assets. • The maintenance and repair of all the plant, equipment and services as defined in Column 2 of Schedule 1 pertaining to the University’s assets. • The provision of strategic advise on maintaining statutory compliance on University infrastructure managed by UNE Union, Sports UNE and the UNE Residential College System. Facilities which do not form part of FMS’s funding responsibility are: - • Facilities not owned by the University of New England. • UNE Residential College System. • UNE Union Facilities, as defined by the appropriate leasing arrangements. 6 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 9. Facilities Management Services Maintenance Plan • Sports Union Facilities. • Interiors of buildings covered by commercial lease arrangements as periodically defined. Building Occupants are responsible for: - • Ensuring that facilities are kept in a safe and tidy condition. • Reporting building related faults to FMS Help Desk. • Funding additional building related works which fall outside the scope of this maintenance policy. Definitions1 Asset Management – A systematic approach to the procurement, maintenance, operation, rehabilitation and disposal of one or more assets that is capable of utilising them in line with business requirements and objectives. Asset Replacement Value (ARV) – The asset replacement value for buildings, fixed equipment and infrastructure based on the best estimate of the current cost of designing, constructing and equipping new facilities which are capable not only of providing a service at least equal to the original asset, but also of meeting accepted standards of construction and complying with all current environment and regulatory requirements. Facility – A complex of buildings, structures, roads and associated equipment, which represent a single management unit for financial, operational, maintenance or other purposes. Facilities Audit – A systematic inspection and identification of the physical and functional adequacy of facilities, with particular reference to the building fabric, services and site works components, in order to provide input for life cycle cost analysis, short term maintenance planning, long term planning purposes, and assessment of the extent of backlog maintenance. Facilities Condition Index (FCI) – The condition of the asset measured relative to its as-new condition. The FCI is determined by the formula: FCI=1-(Backlog Maintenance Liability/ARV) Maintenance – All actions necessary for retaining an item or asset, or restoring it to, a condition in which it achieves its originally specified performance. Maintenance Index – Recurring maintenance expenditure as a percentage of ARV. 1 Refer TEFMA (Tertiary Education Facility Management Association) publication ‘Guidelines for Strategic Asset Management’ and the NCRB (National Committee on Rationalised Building 1991) publication ‘Standard Terminology for Facilities Management’ 7 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 10. Facilities Management Services Maintenance Plan 1.1 Preamble Maintenance funds will be allocated, where possible, to achieve the greatest benefit for the University’s buildings and associated infrastructure. Within the constraints of available resources, University facilities will be maintained to the best standard possible, while meeting statutory obligations and the operational needs of the University. Choosing between the many competing demands on the available maintenance funds is a complex and demanding task, especially in a context of increasing costs brought about by factors such as more stringent legislation, aging facilities and extended academic programmes. Maintenance funding is prioritised within budget levels and will be allocated in consideration of the following factors: • Statutory compliance • Occupational Health and Safety • Risk Management • Impact on Teaching and Research programmes • Asset life cycles • Public appearance • Property loss or damage 1.2 Maintenance Standards Each facility will be allocated an Importance Rating of 1 – 5 (refer AAPPA Guidelines for Strategic Asset Management). Maintenance standards will vary depending on the importance of the facility as measured by the qualitative bands below: 1. Not Important – carry out statutory maintenance only. 2. Low Importance – defer non-essential maintenance where possible. 3. Fair Importance – carry out maintenance based on risk assessment. 4. Important – maintain to the best standard that resources allow. 5. Very Important – maintain to a very high standard. In relation to rating 5, there will always be buildings which because of their prominence, aesthetic value or historical significance, must be maintained at a higher standard than that prevailing elsewhere in the University. 1.3 Maintenance Strategies FMS will structure their maintenance activities to ensure that Occupational Health and Safety is not compromised and that disruptions to University core activities are minimised where practicable. 8 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 11. Facilities Management Services Maintenance Plan All maintenance work is to be identified within one of the following categories2: • Preventative maintenance (PM) - Actions performed to retain an item or asset in its original condition as far as practicable by providing systematic inspection, detection and prevention of incipient failure. Preventative maintenance is normally programmed on an annual basis. • Statutory maintenance - Maintenance that must be carried out to meet statutory requirements. This type of maintenance refers to any maintenance that is required by legislation, regulations or codes (eg service of fume hoods). • Corrective maintenance - Actions performed, as a result of failure, to restore an item or asset to its original condition, as far as practicable. Corrective maintenance may or may not be programmed. • Deferred maintenance - Maintenance which is due to be carried out in the current financial year but which intentionally will not be carried out because of a shortage of funds or unavailability of parts. Such maintenance items should be added to the Backlog maintenance awaiting attention. • Backlog maintenance - Maintenance which is necessary to prevent the deterioration of an asset or its function, but which has not been carried out. An annual Backlog Maintenance Report is to be compiled and submitted to the Director FMS together with a funding request to address the backlog situation. 1.4 Funding Responsibilities FMS are funded to undertake all building repairs and maintenance which are due to “fair wear and tear”. Maintenance work, which is clearly a result of misuse or vandalism to the University’s assets and equipment, will be charged to the appropriate party (where possible), or the occupying Faculty or School if the earlier option is not possible. 1.4.1 Funding Accounts Operating Accounts: -the allocated annual budget for maintenance is operated from the University’s Chart of Accounts. Backlog Maintenance Funds: - In conformity with the Higher Education Funding Act section 8 (b) (iii), the University maintains an account for deposit, and accrual, of any annual operating surplus of the Maintenance Budget. This surplus is intended for expenditure solely on the Identified Backlog Liability of the University, on a project by project basis as indicated to and agreed with the Executive Director Business and Finance. These funds in accordance with the Act may only be expended on Backlog Maintenance Liability Items. 1.4.2 Prioritisation of Operating Account Expenditure Work identified as legitimate maintenance items will be prioritised and programmed within the funding available. 2 Refer Tertiary Education Facility Management Association publication “Guidelines for Strategic Asset Management” and the annual TEFMA Benchmarking Guidelines. 9 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 12. Facilities Management Services Maintenance Plan Building occupants may choose to fund maintenance work if they require the work sooner than the normal maintenance programmes can provide. 1.5 Facilities Condition Assessment Facilities condition audits will be carried out each year on University owned facilities for which FMS is funded to maintain. Audits will be carried out in accordance with the TEFMA “Guidelines for Strategic Asset Management – How to undertake a Facilities Audit, Edition 1: October 2000”. To achieve the time frame above resources will be allocated to undertake audits as follows: • Level 1 – Desktop Audit 1/5 of University Campus each year. • Level 2 – Walkthrough Audit 1/5 of University Campus each year. • Level 3 – Detailed Audit 1/2 of University Campus every 5 years. On level 2 or 3 audits any minor adjustments (eg lock maintenance, belt tensioning, etc.) will be undertaken at the time of the audit. All other identified building maintenance requirements will be identified and placed on the appropriate maintenance programme. 1.6 Maintenance Procurement All maintenance services which are provided by an external supplier are to be procured in accordance with the University’s Purchasing Policy. Service contracts are to have measurable performance indicators established and performance reviews carried out on at least a quarterly basis. Service contracts should be bundled so as to achieve optimum market value and reliability. Corrective Maintenance is predominantly carried out by FMS in-house staff; however private contractors may also be used for specialist works or where internal resources cannot undertake the works within a reasonable time. Private contractors will again be engaged on the basis that they strictly follow the University’s Occupational Health and Safety Regulations and the UNE Design Standards. 1.7 Maintenance Priorities 1.7.1 Prioritising of Works All work requests, maintenance and charges, received by the FMS Help Desk are assigned a priority rating. Priorities are assigned by the category the requested work, as informed by the client, falls into. Each priority is linked to a response time, which is the time taken for the tradesperson to attend the site and commence the works – not the actual time taken to complete the works as many factors such as parts availability can affect the completion time. For lower priority works response times can also be affected by the volume of received higher priority works. 10 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 13. Facilities Management Services Maintenance Plan 1.7.2 Emergency Prioritised Works As these works have the potential to endanger life and / or prevent the University from undertaking its core activity, they will always take precedent over all other work prioritisation. 1.7.3 Priority Listings Work priorities are listed in the table on the following pages: 11 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 14. Facilities Management Services Maintenance Plan Priority DEFINITION EXAMPLES Response Response Key Performance Parameters Time Indicator (KPI) Target EMERGENCY Work which if not carried EMERGENCY Within 1 Hour 95% Priority 1 out immediately will: Essential Services of Notification -endanger the health • Upon receipt • Burst Water Pipes of and safety of staff, • Electrical Outages students and general notification • Gas Leaks at Help Desk public; or Safety & or present an unacceptable Health Security risk to the environment, • Blocked Sewer Lines security and/or safety of • Essential Air-conditioning the building fabric; • Essential Ventilation or potentially PREVENT Safety the University from • Electrical faults identified as undertaking its core potentially dangerous activity. • Passengers trapped in lifts Environment • Chemical Spills 12 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 15. Facilities Management Services Maintenance Plan Priority DEFINITION EXAMPLES Response Response Key Performance Parameters Time Indicator (KPI) Target URGENT Essential works which Within 8 95% Priority 2 require attention the same Health & Safety URGENT working day Hours of • Broken external doors • Upon receipt Notification • Broken glass (internal / external) of BUT DO NOT POSE • Air-conditioning (including notification AN IMMEDIATE buildings with inoperable windows) at Help Desk THREAT • Water leaks (excluding dripping or Safety & taps) Security To the health and safety • No water of staff, students and • Flickering fluorescent lights general public (teaching rooms only) • Failed Heating in Teaching Spaces Or • Emergency and exit lighting • Failed Hot Water Services in Any other event which Colleges will potentially IMPEDE the University’s ability to satisfactorily Environmental & Other undertake its core • Blocked Stormwater drains activity • Major roof leaks • Broken external locks, Doors & Windows • Cool / Freezer Room Failure 13 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 16. Facilities Management Services Maintenance Plan Priority DEFINITION EXAMPLES Response Response Key Performance Parameters Time Indicator (KPI) Target ROUTINE Work which if not attended ROUTINE Within 5 90% Priority 3 to could result in the Health & Safety • Upon receipt working Days REDUCTION OF THE of of Notification QUALITY OF THE • Flickering Fluorescent lights (open areas and offices) notification SERVICE PROVIDED. at Help Desk • Toilets running constantly or Safety & • Toilet seat broken Security • Stair lighting • Security lighting (external) • Faulty toilets cisterns • Electrical faults (non dangerous) Environmental & Other • Failed hot water services (other than Priority 2 above) • Minor roof leaks • General Mechanical Faults • Non essential air conditioning TWO WEEK Work of a non-urgent nature TWO WEEK Within 15 90% Priority 4 which can be planned in Miscellaneous Works • Upon receipt working Days advance of of Notification • Dripping taps notification • Failed lights (other than above) at Help Desk • Street & Parking Signs or Safety & • Torn / worn carpets Security • Pest control • Broken door closers 14 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 17. Facilities Management Services Maintenance Plan Priority DEFINITION EXAMPLES Response Response Key Performance Parameters Time Indicator (KPI) Target MONTH Work of a non-urgent nature MONTH Within 30 85% Priority 5 which can be planned in Planned Works • Upon receipt working Days advance and may involve of of Notification additional trades or • Resurfacing bench tops notification subcontractors • Road repairs / resurfacing at Help Desk • Kerb and gutter repairs or Safety & • All footpath repairs Security • Building External Signs • Building Directory Boards • ALL SCHEDULED MAINTENANCE. USER DEFINED Work requested by a client USER Initial Client 85% Priority 6 for which the FMS Construction, Minor & DEFINED contact within supervises the works on • By 5 working behalf of the client Project Works negotiation Days • Refurbishments with the of Notification • Building Room Signs Client • Charged Works • Repairs to colleges • Additional keys. 15 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 18. Facilities Management Services Maintenance Plan 1.8 Maintenance Performance Management 1.8.1 Staff/Client Liaison Trades staff and contractors attending a work site are required:- • To wear appropriate identification at all times. • To notify the building / area contact person; if the contact person is unavailable then they are to leave a calling card notifying the date and time of attendance and any delays in completing the work where this may be necessary. 1.8.2 Service Level Agreements Service Level Agreements will be used as the medium by which both the Client and Facilities Management Services agree to: • Managing customer expectations • Improve level of service to the Customer • Quality of service • Response time of service • Monitor Management initiatives: - • Budgeting, Performance, Benchmarking, etc. • Satisfy the customers desire for ‘value for money’ • Manage cost recovery for services provided, where applicable 1.8.3 Key Performance Indicators Clients of Facilities Management Services should reasonably expect a level of service from requests for maintenance to our Help Desk, which is measurable in terms of the overall performance of the total number of requests made. To measure this performance and for the information of FMS clients, Key Performance Indicators (KPIs) will be used to monitor the delivery of maintenance within FMS. The KPIs for maintenance and charge work requests are nominated in the last column of the table above. KPIs for other FMS maintenance related functions are as per the table below:- KPI Measure Target Outstanding Work Orders No Over 30 days 15% of total work orders No Over 60 days 10% of total work orders No Over 90 days 5% of total work orders Maintenance Index % of total maintenance Not less than 1.0% expenditure / total asset replacement value (ARV) Facilities Condition Index Cost of backlog 95% maintenance/ARV Occupational Heath & No of serious incidents 0 Safety reported to Work Cover Authorities Condition Auditing % of building audits completed 100% by due date Customer Service Rating % score from customer surveys 85% 16 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 19. Facilities Management Services Maintenance Plan 1.9 FMS Help Desk All maintenance requests/faults are to be reported through the FMS Help Desk, this can be done in the following ways: - • Preferred Web Request via http://dumaresq.une.edu.au/pinnacle/index.jsp; or • Preferred Email request to: ef-maint@metz.une.edu.au; or • Emergency and Urgent Service Requests only Phone: ext 2065 The Help Desk is open from 8.00am to 5.00pm Monday to Friday. Outside these hours, Security will receive all Urgent and Emergency requests, ext 2099, and if required will call out the relevant staff. The maintenance work flow chart is summarised in Appendix A. Clients are able to monitor the status of a work request in one of two ways: • Pinnacle Web Request Module – clients with access to this module can simply log in and view the work order status using the available screens. • Phone – by calling the Help Desk on ext. 2065. FMS is committed to maintaining a high level of client service. It welcomes feedback from its clients; via the University website http://www.une.edu.au, the forms section of the FMS home page, the long or short customer survey; by completing the Job Calling Card left by the FMS tradesperson or by contacting the Help Desk direct on ext. 2065. 1.10 Charges for extra services Services requested by clients that fall outside the parameters of this policy will be undertaken on a charge back basis, conditional upon resources/contractors being available to undertake the works. All work requests submitted, for charge back works, must be accompanied by an account number and authorised by a client with appropriate level of financial delegation authority. Appendix B qualifies the policy and procedures for maintenance and custodial obligations regarding Department Equipment. Schedule 1 provides examples of the funding responsibilities for related works. Work that is categorised by Column 3 of Schedule 1 will be charged for in the following manner: • Where external contractors are used, the actual invoice amount will be recovered plus FMS overhead costs. These overhead costs will only be included where the balance incurred for supervision and co-ordination in one full hour or more. 17 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 20. Facilities Management Services Maintenance Plan • For work carried out by FMS in-house staff, a flat hourly rate as determined annually by FMS and approved by the Finance Directorate plus material costs incurred. 18 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 21. Facilities Management Services Maintenance Plan Schedule 1 Funding Responsibilities for Maintenance Services Column 1 Column 2 Column 3 Column 4 Responsibilities Building Element FMS CLIENT Example of Descriptions Sub-Structure  Building Footings, in ground services located under building Building Structure  Internal Finishes & Fittings  Curtains, drapes, blinds, floor coverings Internal Fittings – Public Areas  Toilets, Corridors, etc. Internal Furniture  Photo frames, clocks, whiteboards, mirrors, internal plants Fixed Furniture  Service Elements Electrical Lighting & Power  Building Reticulated Services  Special Reticulated Systems (gases, water, etc.) - fixed supply lines  - gas bottles heating  - gas bottles other  Air conditioning / Ventilation  Fire Protection Systems  Security Systems  Asbestos Management  Lock Systems /Repairs  Key Replacement  Site Elements Site Work  Roads External Structures  Fences, fixed garden furniture External Services  Drainage, Power distribution Landscaping / Grounds  Includes irrigation Other Fixed Plant  Fume cupboards, registered autoclaves Department Equipment - Fixed  Biohazard units, laminar flow, workshop equipment & plant, scientific test rigs Portable Equipment (including  Computers, Power Boards, etc. testing & Tagging) Loose Furniture / Seating -  Internal Loose Furniture / Seating -  External Signs – External Fixed  Directional Signs – External Fixed Corporate  Department Signs, Directory Boards Signs – Internal  Room Occupant Names All Kitchen Equipment  19 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 22. Facilities Management Services Maintenance Plan Appendix A Work Flow for FMS Help Desk Work Request WORK REQUEST REC’D. FROM:- Web Email Pinnacle Phone Corrective Maintenance Preventative & New Works. Maintenance NO – REFER Task Instruction & TO AFTER Is it Job No. issued on HOURS Office Scheduled Date PROCEDURE Hours YES Work Order Raised, Supervisor & Priority Assigned. Supervisor Supervisor to notify confirms Priority Client and Help Desk. & Assigns Job. Staff / NO Delays, Parts required, Contractor ordered by trade staff. to Trade Staff notify complete Supervisor. YES Supervisor carries out check & completes Work Order When all job costs rec’d & entered Supervisor / Help Desk Finalise Work Order. Work Order returned to Help Desk for filing. 20 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 23. Facilities Management Services Maintenance Plan APPENDIX B Maintenance and Custodial Obligation for Departmental Equipment Facilities Management Services is responsible for addressing all physical plant and equipment deficiencies, which may impact adversely on the core business of the University. Departmental budgets (Faculties, Schools, Colleges, etc) presume that financial responsibility for the maintenance, repair and replacement of departmental equipment is lodged with the “owning” department. FMS personnel will provide high-level assessment of departmental equipment deficiencies to the extent that they are qualified to do so. If they can assist departments by making adjustments to or assessments of such deficiencies (± 15 minutes) without sacrificing their building maintenance obligations, they will do so at no charge to the requestor. If more extensive work is required on departmental equipment, Facilities Management Services will perform such work on a time & materials basis upon the issuance of a work order and identification of an appropriate department funding source. One “test” of whether an item is “departmental” or not is, if it needed to be replaced, which budget manager would be responsible for its replacement cost. If an item is clearly not appropriate to be purchased through the FMS Operating Budget, that budget should not bear the cost of maintenance. A more technical test would require an examination of original building construction or renovation project costs. If the item in question were part of the building construction portion of the project budget, it “belongs” and is the responsibility of Facilities Management Services. Items that were included as “furniture, fixtures and equipment” in the initial project (or such items subsequently purchased by the department) are the financial responsibility of the department. Examples of “department” equipment Examples of “building” equipment Mobile furniture and office modules Built-in auditoria and classroom furniture Floor and desk lamps Hard wired lighting fixtures Theatrical lighting equipment and controls Electrical outlets and distribution equipment. Wiring and outlets for telephone and computers. Window air conditioners Central building HVAC systems Lab equipment and cold boxes Fume hoods Non-residential appliances (department coffee pots, refrigerators and microwaves, et. al.) Portable Dance Floors Tile and carpeted areas where installation was part of approved construction or remodel Portable mechanical devices (compressors, Sump pumps and exhaust fans sprayers, electric fans et. al.) 21 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 24. Facilities Management Services Maintenance Plan Examples of “department” equipment Examples of “building” equipment Window treatments not part of original or Window treatments as originally designed approved replacement or subsequently approved by FMS Limitation Departments may be responsible for premature replacement of building equipment as a result of abuse, vandalism or misuse that they could reasonably predict or control. Enforcement If disputes arise regarding the financial obligations with respect to these items, they will be referred to the lowest level department budget manager responsible for the item and the Manager of the Service Provider (e. g. Electrical, Plumbing, Carpentry, Cleaning, etc.) of Facilities Management Services for resolution. If agreement on responsibility cannot be worked out at this level, they should be referred to the Directorate Services Manager, Facilities Management Services and the Department’s Financial Officer for resolution. 22 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 25. FACILITIES MANAGEMENT SERVICES OPERATIONAL PLAN THE UNIVERSITY OF NEW ENGLAND (Attachment Two)
  • 26. Facilities Management Services Operational Plan FACILITIES MANAGEMENT SERVICES OPERATIONAL PLAN 2004 – 2005 Foreword FMS intend that this document will inform its activity and instruct the University’s executive community about its strategic and operational plans and how it will deliver them. The following ‘Operation Plans 2004- 2005’ outlines the objectives and goals for the Directorate for the coming twelve months and will set the overall direction for the immediate future. The Operational Plans are aligned to the new structure and show key service delivery areas. A number of considerations that should be embedded in all FMS’s areas of operation are: Sustainability: A concept that should guide the decisions in all of FMS’s operations, service delivery areas and projects. There will be an on going programme this year to underpin the concept through FMS. Risk Management: The process of managing the University’s risk across all areas. FMS as you are aware have primary responsibility for all infrastructure risks. The process of risk identification and classification is formalised in the University wide software system, ‘KnowRisk’. Mr Col Callum, the FMS Campus Services Manager, is the FMS Risk Co- ordinator to manage and co-ordinate this system. Efficient and Effective Service Delivery: The primary FMS objective. The increasingly tight fiscal environment that UNE finds itself in will mean that all of FMS’s services will have to be reviewed and questioned in terms of ‘how efficient and affective their delivery is?’. Compliance and in particular statutory compliance on UNE’s infrastructure and plant is a key objective of FMS’s ‘Operation Plans 2004’. 24 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 27. Facilities Management Services Operational Plan 1. Purpose Facilities Management Services, stated purpose for 2004 – 2005 is: “Commitment to the University’s vision of enhancing quality living and learning environments. It will deliver effective client service through its valued staff and sustainable allocation of resources” Facilities Management Services is responsible for: • Any future Buildings Priority Planning and development including any minor works projects. • The daily operation and delivery of services required to support an efficient, safe and secure environment for the University. • The maintenance of the built environment to ensure community safety, statutory compliance and to enable the goal of a ‘vibrant and learning community’ to be achieved • The adaptation or disposal of built assets that are no longer capable of contributing to the strategic needs of the University. 25 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 28. Facilities Management Services Operational Plan 2. The FMS Service Delivery Model Director, Facilities Policy Development Management Services Space Management Michael Quinlan Sustainability Deputy Director Administration Environment Management Naomi Nielsen Help Desk Planning Technical Projects DIRECTORATE SERIVCES CAMPUS SERIVCES INFRASTRUCTURE SERIVCES CONSTRUCTION SERIVCES Directorate Services Mgr, Campus Services Manager, Infrastructure Manager, Construction Manager, Ray Scott Col McCallum Brian Munro Graham Johnston Budgeting and Financial Risk Management (Emergency Mechanical Services Minor Works Management Training and Mgt, KnowRisk Electrical Services Capital Works Systems Management Coordination, OH&S, Compliance, Refrigeration Services ‘Do and Charge’ Works Maintenance Scheduling Electronic Security) Asbestos Management Quality Assurance Property (Cleaning, Custodial, Carpentry and Compliance and Design Pest Control Fabric Maintenance, Locksmithing Standards Waste Mgt. Recycling, Disposal) Hydraulics CAD Services Parking ( Parking Administration, Gardens and Grounds Security Contract, Alarm Signage Monitoring, UNEWISE Programs) Fire Services Services ( Mail, Switchboard, Energy Management Relocation Mgt, CB Newling Utility Management Services) FMS OPERATIONAL SERVICE DELIVERY STREAMS 26 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 29. Facilities Management Services Operational Plan 3. Priorities for 2004 – 2005 The strategies of the UNE Strategic Plan 2002-2006 and their interjection with FMS Priorities for 2004 – 2005: 3.1 Adequate student support provisions and facilities • Implementation of approved Building and Minor Works projects • Oorala Centre Project • Development of the Building Works Programme 3.2 Provision of appropriate infrastructure for teaching and research, including library services • Lecture Theatre Upgrade programme 3.3 Review and Implementation of a revised Master Plan, including a transport plan • Central Courtyard construction and upgrade • Commenced the UNE Transport Plan with the introduction of the ticket subsidy scheme 3.4 Adoption of the concept of an environmentally-friendly Campus • Development of the UNE Environmental Management system (EMS) • Educational Programme for all FMS staff on ‘Sustainability’ 3.5 Upgrading of Residential Facilities • To be captured in the development of the Building Works Programme 3.6 Upgrading of IT Infrastructure and Services • Ongoing liaison with Information Technology Directorate (ITD) 3.7 Upgrading of Systems and Services • Integration of FMS Risk Management team with ‘KnowRisk’ software • Ongoing development of effective and efficient Service Delivery model and systems and process to support (Service Level Agreements, Quality Assurance and Records Management) • Implementation of Space Management System 27 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 30. Facilities Management Services Operational Plan 2004-2005 4. Priorities for 2004 – 2005 – Activities and Outcomes 4.1 Directorate Services Strategic action Who will undertake Timeframe for action Outcome expected 2005 operational Resource planning 2005 the action activity implications Outcome FINANCE MANAGEMENT In conjunction with D.D./D.S.M./Fin. Mid 2004  Better ability to Finance Directorate – create budget Develop Budget Load forecasts for Sheet that suit FMS successive year(s) Operations In conjunction with D.D./D.S.M./Fin. End 2004  Provide link Review and refine  1 Person from Finance Directorate – between CMMS process Finance develop method of and Finance 1 to  1 Person from direct transfer of remove current ITD transactions from double entry of  Dir Ser Man CMMS system into Financial  Possible cost for Finance 1 information. linkage between  Better systems management of Budget process  Reduction of resources required under current method. QUALITY ASSURANCE – Total Asset Management To scope, document Directorate Services Scoping by Mid 2004  By the end of the Implement necessary  Line Managers and manage the Manager implementation processes to achieve Input implementation of a Documentation by UNE will be objective.  CAD Operator’s Total Asset Dec 2004 guaranteed Cost Input Management Strategy Efficient Facilities  Dir Ser Man to Commence managed by compile Implementation 2005 predictive Budget  Dir / DD to Processes approve  Financial Considerations 28 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 31. Facilities Management Services Operational Plan Strategic action Who will undertake Timeframe for action Outcome expected 2005 operational Resource planning 2005 the action activity implications Outcome QUALITY ASSURANCE – UNE Building Design Standards Linked with above, D. D. / L.M. / CAD End 2004  Updated to suit Recurrent each year  Approx 24 hrs per review and revise Operator / Workshop agreed standards person UNE Building Design Supervisors for University and  Replacement Standards Building Codes. CD’s  Increase Efficiency of University Buildings SPACE MANAGEMENT In conjunction with Determined by Commencement by  Complete Complete Audit Condition Audit – decision of Condition End 2004 understanding of Undertake Campus Audit Scoping and Complete by Mid available space on wide space audit Estimated costs 2005 Campus allowing for better informed decisions on future needs for space. Space Utilisation CAD Operator Complete by end 2004  Able to Repeat exercise for  Method of Survey – of Major benchmark future statistics. measuring actual common areas (e.g. utilisation rates room usage Lecture Theatres) against booked against booked times, facilitates requests. future planning.  CAD Operator time in measuring and recording 29 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 32. Facilities Management Services Operational Plan 4.2 Campus Services Strategic action Who will undertake Timeframe for action Outcome expected 2005 operational Resource planning 2005 the action activity implications outcome RISK REVIEW Implement  Campus As per  That the current  Restructure Workforce recommendations within Services recommendations: vulnerabilities Security Staffing  Possible extra position Safety & Security as per Manager  6 months facing UNE will  SLA for ITD Non-salary costs the Strategic Security  Safety &  12 months be managed  Implement  Consultancy fees for Risk Review 2003 Security  2 years within the Policies & Design Standards and Operations ‘KnowRisk’ Procedures Strategic Plan Officer system  Design Infrastructure Standards  Project and equipment Electronic costs for CCFT Security installations  Enhancement  Maintenance agreements UNEWISE  Strategic implementation plan for CARDAX CCFT to lecture rooms and interface with Syllabus Plus RISK MANAGEMENT  Ensure Emergency  Campus 12 months and  Training  Establish risk Workforce Services Training is Services ongoing Schedule report management  Emergency Services conducted Manager to OHSSC section within Officer to Risk  Develop FMS  Emergency  Emergency Campus Services Management subordinate Services Management  Re-establish Section/Admin support Emergency Officer Plan FMS Working Non-salary costs Management Plans  Administrative  FMS Risk Committee  Training costs and drill  Manage FMS Risk Support Management  Training costs. Management Process Control Plan assessments  Production of subordinate  ‘KnowRisk’  ‘KnowRisk’ reports plans reporting to Audit & data entered  Population of Infrastructure 30 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 33. Facilities Management Services Operational Plan Compliance ‘KnowRisk’  Evacuation plans Committee  Integrate with EMS  Duty Statement for ESO EFFECTIVE & EFFICIENT SERVICE DELIVERY Decide  Director FMS 6 months Streamlined structure  Workplace Change Workforce organisational  Deputy Director to support FMS Document to manage  Utilisation of the funded structure for FMS Management change of reporting lines position within the Mail Campus Services  Campus Structure providing and duties Room budget Services effective & efficient  Duty Statements where  Multi skilling of the 2 Manager service delivery required Safety & Security Officer  Alignment of budget Positions resources to support new Non-salary costs structure  Resourcing of the .5 FTE Communications Position from within FMS Infrastructure  Building alterations if required RELOCATION MANAGEMENT 31 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 34. Facilities Management Services Operational Plan PROPERTY MANAGEMENT Ensure professional  Campus Services 6 months  Generic  Project Officer to establish Workforce commercial Manager agreement for benchmark  Project Officer management of the  Deputy Director usage of space  SLA with Financial Non-salary costs University’s FMS  Agreed Services  Legal fees for agreements commercial  Financial commercial rate  Formal agreements for Infrastructure property portfolio Services per m2, and fees each area  Maintenance schedule for  Invoicing  Financial reports properties schedule  Financial reporting 2.3 Infrastructure Management Strategic action Who will undertake Timeframe for action Outcome expected 2005 operational Resource planning 2005 the action activity implications outcome STAFF DEVELOPMENT To increase the skill  Infrastructure 12 months and Supervisors managing Not applicable – as per  Infrastructure base of staff within Manager ongoing own budget 2004 Manager the infrastructure allocations.  Supervisors group in the areas of  Directorate budget control, Supervisors preparing Services Manager contract tender documentation management, for outsourcing of external trades work. supervision and work practice evaluation. Supervisors identifying areas for improvement of work processes. 32 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 35. Facilities Management Services Operational Plan RISK MANAGEMENT To increase staff  Infrastructure 12 months and All staff to be aware Organise and  Infrastructure awareness of risk Manager ongoing of the UNE policies on coordinate staff Manager management,  Infrastructure risk management training in the field of  Supervisors sustainability and Supervisors sustainability and risk assessment.  Environmental energy efficiency energy efficiency Hazardous Organise and Substances Officer coordinate staff  Campus Services information sessions Manager on sustainability and  Directorate energy efficiency. Services Manager Identify current practices that fall under the guidelines of sustainability. ENERGY PERFORMANCE CONTRACT To carry out a review  Infrastructure Determine review Establish options for As per 2004  Infrastructure of the Energy Manager scope June 2004. future maintenance of Manager Performance  Energy Project Hot Water Heating,  Energy Coordinator Contract to Coordinator Commence and Space Heating,  Deputy Director determine path Complete Review Ventilation and Air FMS beyond end of EPC Dec 2004. conditioning plant and  Director FMS May 2006. controls documented and on table for review. 33 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 36. Facilities Management Services Operational Plan 4.4 Construction Management Strategic action Who will undertake the Timeframe for Outcome expected 2005 operational activity Resource planning 2005 action action implications outcome MINOR & BUILDING WORKS PROJECTS Develop and  FMS Director 2004- 2005  Completion of  Construction of Workforce complete approved  Construction annual approved Central Courtyard  Mentor personnel prioritised minor Manager Note: programme to high Upgrade from within FMS works and  Minor Works 2004-2008 standard of finish  Refurbishment of to ensure adequate Building Managers plans reviewed within nominated Dixson Library resource development pool  Fire Safety Officer and budget external availability at projects  Cad Operator resubmitted for  End User  Refurbishment of peak loads.  End Users relevant satisfaction Internal Arts bldg Non-salary costs committee  Full integration of  Upgrade fire  Consultancy, approval projects and space safety through Contractor and annually planning activities prioritised hazard specialist supplier based risk costs assessment. Infrastructure  Create an effective  Whole of project churn strategy for cost the temporary relocation of Note: The horizons for resources. resource planning  Seek End User 2005 budget submit Feed back revised costs based on market fluctuations. longer term implications (eg five- year plan to procure adequate funding for backlog legislative upgrades 34 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 37. Facilities Management Services Operational Plan BUILDING WORKS PROGRAMME Develop Building  FMS Director 2004-2008  Prioritised  Meet with Deans of Workforce Works  Construction reviewed and building Faculties and prepare  Allocation of time Programme Manager resubmitted for development prioritised Building from all involved  Deans of Faculties relevant UNE programme to Works programme for Non-salary costs  UNE Committees Council meet UNE approval.  Report production approval strategic costs annually development & core business Note: The horizons for needs resource planning are: 2005 budget submission; and Longer term implications Development of master plan projects to ensure Campus planning meets University strategic planning requirements for living teaching and learning. 35 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 38. Facilities Management Services Operational Plan OORALA CENTRE PROJECT Construct new  Construction Third quarter  Completion on  Construction of New Workforce Oorala Centre Manager 2005 programme within Oorala Centre  Procure external  Project Managers nominated budget  Seek customer feed consultant and  External  Incorporation of back contract labour for Consultants efficient and construction  End User effective Non-salary costs sustainable design  Consultants, solutions which Contractors are compatible Infrastructure with the regional  Building climate  Building Service  End User costs Satisfaction  Effective churn Note: The horizons for strategy applied resource planning are: 2005 adequate budget provision from Building Development Pool submission; and longer term implications savings towards infrastructure purchase and long term maintenance 36 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 39. Facilities Management Services Operational Plan COMPLIANCE & QUALITY ASSURANCE Develop approved  Construction Planning 2004  Compliance with  Central Courtyard Workforce minor works Manager for 2005 relevant Construction/upgrade  Provide training to projects in line  Project Managers construction legislation, codes,  Construction of new ensure adequate with current and  Line Management standards Oorala Centre knowledge of environmental  Environmental  Incorporation of  Refurbishment of Arts sustainable legislation, Officer sustainable design  Seek end user feed development building codes,  Consulting Teams elements back Non-salary costs UNE design  End Users  Project outcomes  Travel, standards and inclusive of conference sustainable efficient development sustainable Note: The horizons for development and resource planning performance are: indicators to end 2005 budget user satisfaction submission; and longer term implications (eg plan to produce savings towards infrastructure and long term maintenance through sustainable construction practices 37 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 40. Facilities Management Services Operational Plan RISK MANAGEMENT Overhaul current  Construction 2004 for  Utilisation of  Review and implement Workforce major & minor Manager inclusion in revised flexible Quality assured  Time work contract  Line Managers 2005 contracts contract contract system management management  Project Managers management planning systems to fully  Environment systems January Non-salary costs incorporate Officer 2005  Legal Officer or current legislative  Legal Office UNE solicitor for amendments and review and sign risk management off controls in relation to on site OH&S Note: The horizons for Act 2000 resource planning are: 2004 budget submission; and longer term implications Risk reduction from litigation from environmental and OHS breaches 38 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 41. Facilities Management Services Operational Plan 4.5 Organisational Structure FMS Organisational Chart Policy Development Director, Facilities Space Management Management Services Michael Quinlan Administration Sustainability Help Desk EMS (1 x HEO 5, 3 x HEO4, 1 x Technical Projects Deputy Director HEO 3) ( 2 x HEO 7) Naomi Nielsen Directorate Services Mgr, Campus Services Manager, Infrastructure Manager, Construction Manager, HEO 8 HEO 8 HEO 8 HEO 8 Ray Scott Col McCallum Brian Munro Graham Johnston Budgeting and Financial Risk Management Mechanical Services Minor Works Management (1 x HEO 6) ( 2 x HEO 4, 1 HEO 5) Capital Works Systems Management Cleaning Electrical Services ‘Do and Charge’ Works Maintenance Scheduling (2 x HEO 2, 1 x HEO 3, 1 x (3 x HEO 4, 1 x HEO 7) (2 x HEO 7, 1 x HEO6) Quality Assurance HEO 5) Refrigeration Services Compliance and Design Mail Services (1 x HEO 5) Standards (2 x HEO 3, 1 x HEO 5) Plumbing Services Switchboard (3 x HEO 4, 1 x HEO 6) CAD Services (2 x HEO 3) Carpentry (1 x HEO 6) Safety & Security (5 x HEO 4, 1 x HEO 6) (2 x HEO 4, 1 x HEO 5) Gardens &Grounds ( 3 x HEO 2, 5 x HEO 3, 2 HEO 5) Energy Management (1 x HEO 7) 39 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 42. FACILITIES MANAGEMENT SERVICES MINOR WORKS PROGRAMME 2005-2009 THE UNIVERSITY OF NEW ENGLAND (Attachment Three)
  • 43. Facilities Management Services Minor Works 2005-2009 UNIVERSITY OF NEW ENGLAND MINOR WORKS PROGRAMME 2005-2009 1.0 The University’s Minor Works Programme This ongoing programme of the University recognises that there is a need for the continuing refurbishment of the University’s infrastructure to ensure that OH&S standards are maintained, that the infrastructure and buildings are refurbished in a way that aligns the buildings to the UNE Strategic Plan, that teaching spaces are equipped to enhance the teaching experience at UNE and that research laboratories contribute to the University’s stated goal of being known for its ‘research excellence’. 1.2 Facilities Management Services is responsible for ensuring that the Minor Works programme complies with all necessary statutory and design requirements while meeting stated user requirements. All projects will allow for adaptive reuse and contribute to the University’s stated goal of being an ‘environmental friendly Campus’. It is also a Facilities Management Services goal to complete projects on time and within budget. 1.3 An indicative five year programme will be submitted to the Vice-Chancellor and the Buildings and Grounds Committee for information and yearly approval. It is recommended that this Minor Works programme be continued with an expected yearly budget of $1.5 million to ensure that the facilities of the University are upgraded on a regular basis and that statutory compliance and the strategic goals of the University are met. 1.4 This indicative five year programme of projects has been proposed in consultation with the staff of Facilities Management Services, the Deans of all Faculties, the Executive Director, the Vice- Chancellor and the Buildings and Grounds Committee. 40 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 44. Facilities Management Services Minor Works 2005-2009 1.5 The Minor Works programme shall generally consist of projects that have a total valve of less than $1 million per project. 2.0 Proposed Minor Works Programme 2005-2009 2005 • Dixson Library external and roof upgrade $500,000 • Funds brought forward for Courtyard upgrade 2004 $950,000 • Fire code upgrades $50,000 41 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 45. Facilities Management Services Minor Works 2005-2009 2006 • Stokes Building level 2 refurbishment $900,000 • Master Plan signage upgrades $100,000 • Botany Laboratory refurbishment $450,000 • Fire code upgrades $50,000 2007 • Roof to ITD plant room $400,000 • Arts Building internal refurbishment $600,000 • Master plan projects – courtyards, signage, $450,000 • Fire codes upgrades $50,000 2008 • Dixson Library internal refurbishment $700,000 • Pat O’Shane Building lift installation and refurbishment $750,000 • Fire codes upgrades $50,000 2009 • Dixson Library internal refurbishment $750,000 • Complete one Eco-Systems lecture theatre $700,000 • Fire codes upgrades $50,000 42 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 46. FACILITIES MANAGEMENT SERVICES BUILDINGS PRIORITY PLAN 2005-2009 THE UNIVERSITY OF NEW ENGLAND (Attachment Four)
  • 47. Facilities Management Services Buildings Priority Plan 2005-2009 UNIVERSITY OF NEW ENGLAND BUILDINGS PRIORITY PLAN 2005-2009 1.0 The University Buildings Priority Plan The University’s Buildings Priority Plan is approved by the Buildings and Grounds Committee and the UNE Council and sets out proposals for the construction and redevelopment of buildings and infrastructure to meet the requirements of the University’s Strategic Plan, and its academic goals. “A capital asset is a tangible asset which in the course of normal operation, would not be consumed in a single account period (Financial year)”3. The Buildings Priority Plan does not include any expenditure for repairs or for maintenance of an existing asset. Refurbishment of any buildings and or specialist internal spaces, for example Lecture theatres, would normally be funded from the approved Minor Works programme. The University Buildings Priority Plan shall support the UNE Strategic Plan 2002-2006 and future Strategic Plans by ensuring that the necessary infrastructure will be provided for in future academic and teaching initiatives. These initiatives and their implications for the physical infrastructure shall be reviewed in the Teaching and Learning Plan, the Research Plans and the Faculty Plans. The Senior Executive of the University shall also be consulted on future initiatives and directions that will influence the Buildings Priority Plan. The Senior Executive shall include; the Vice-Chancellor, the Pro Vice- Chancellor, the Executive Director (Business and Administration), the Deans of all Faculties, the University Librarian, and all Directors. 1.1 Framework Facilities Management Services has the responsibility for ensuring that all Building Works, refurbishment of existing buildings, and ongoing 3 NSW Treasury definition 42 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 48. Facilities Management Services Buildings Priority Plan 2005-2009 maintenance work on the University’s infrastructure, complies with the relevant Legislation and Standards. These include the Building Code of Australia, NSW Occupational Health and Safety requirements, relevant Australian Standards, the NSW Heritage Act, various conditions of the NSW Health Act, Disability Discrimination Act 1999, Local Government Development Application conditions, Local Government planning requirements, Environmental Protection Act and other relevant statutory regulations as necessary. The Facilities Management Services Directorate shall also ensure that the UNE Design Standards are integrated into the Plan to affect the following: • To ensure consistency in the operating features of the buildings and their services. • To ensure that the materials of construction are adequate for their purpose and minimise life cycle costs for maintenance, cleaning and energy. • To ensure that wherever possible the types of equipment are kept reasonably common so that minimum numbers of different space parts are needed. • To ensure that the principles of sustainable design are integrated into the design and construction method of the project. The UNE Design Standards are reviewed yearly in consultation with the Information Technology Directorate and the Language Training Centre to ensure compliance with relevant Standards and Legislation and in order to take advantage of innovative products that will enhance the educational experience. 1.2 Space Utilisation Studies The utilisation of space and its distribution between the various units of the University will be taken into account for the priority rating of any new Building Project. The University manages its space allocation by applying the Space Allocation Policy, continually upgrading Space Audits and 43 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 49. Facilities Management Services Buildings Priority Plan 2005-2009 through the use of utilisation reports from “Syllabus Plus” for common teaching areas. At present FMS has little capability to supply qualitative and quantitative information to support UNE executive management, due to a lack of resources, and to implement a comprehensive Space Allocation Policy. Application for funding to support the implementation of an approved Space Allocation Policy has been made in the 2005-2007 budget process. 1.3 Quality of Accommodation Many of the University buildings built during the 1950s, 1960s and 1970s are now inadequate for teaching and research purposes and have reached a point where major refurbishment and/or replacement are required. These buildings often fail to satisfy the required basic Occupational Health and Safety standards, disabled access requirements are particularly expensive to maintain, especially in terms of energy consumption and fail to contribute to the teaching and research goals of the University. Criteria for replacement are: • built of lightweight materials such as fibro- cement, timber cladding and lacking insulation; • single storey; • no historic value; • occupies a prime building site suitable for redevelopment; • no longer economic to maintain; • restoration costs exceed 75% of the Asset Replacement Value4; and • structure of the building does not lend itself to adaptation. Criteria for refurbishment include: 4 Asset Replacement value for buildings, fixed equipment maintenance and infrastructure is the best estimate of current cost of designing, constructing and equipping for its original use, a new facility providing equal service potential as the original asset and which meets currently accepted standards of construction and statutory requirements. 44 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 50. Facilities Management Services Buildings Priority Plan 2005-2009 • a requirement to upgrade Occupational Health and Safety regulations; • a requirements to install disabled access; • the age of the building, historical value; • excessive maintenance costs; • changing Faculty or University requirements; • changes in building occupants; • suitability of building for refurbishment; and • excessive energy consumption. Facilities Management Services are committed to ensuring that the approved University Building programme complies with all necessary statutory and design requirements. The projects shall reflect the end users’ needs and requirements while allowing for adaptive reuse, contribute to the University’s stated goal of an environmentally friendly Campus, and to be completed on time and within budget. 1.5 Proposed Building Projects 2005-2009 It is the intention of the University Council to approve a Building programme for the period 2005-2009. The attached list of projects was complied after interviews with the following: Professor Ingrid Moses Vice- Chancellor Mr Graeme Dennehy Executive Director (Business and Administration ) Professor Roley Piggott Dean of the Faculty of Economics Business and Law Professor Michael Macklin Dean of the Faculty of Arts Professor Victor Minichiello Dean of the Faculty of Education, Health and Professional Studies 45 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 51. Facilities Management Services Buildings Priority Plan 2005-2009 Professor Peter Flood Dean of the Faculty of The Sciences and Pro Vice- Chancellor (Research) Professor Randall Albury Pro Vice- Chancellor (Academic) Professor Robin Pollard Pro Vice- Chancellor (International) The UNE Building Conditions Audit was also evaluated to access building conditions in a number of projects and information on completed Space Audits was also reviewed. However, the Space Management System at the University is only in the early stages of development due to a lack of relevant resources. This will have to be enhanced if meaningful information is to be convoyed to University Council. Although a Buildings Priority Plan will reduce the growing backlog of deferred maintenance, which currently stands at $33,915,000 (TEFMA 2003 Benchmark Report), there is a need to continue a refurbishment programme for such items as replacement of roofs, (Dixson Library) and the upgrading of chillers, (ITS building), the ongoing removal of asbestos from the Campus infrastructure and the upgrading of various lecture theatres with necessary new seating and audio visual teaching equipment. This ongoing refurbishment programme has been funded for the past six years by the Minor Works programme, which has had the approval of the Buildings and Grounds Committee. It is recommended that this programme be continued at least at its present level of expenditure of between $1-1.5 million per year. The indicative costs for all of the projects as listed within the Buildings Priority Plan are inclusive of all consultant’s costs, upgrade and the supply of all building services to the new projects, the supply of all furniture, a standard suite of audio visual teaching equipment, landscaping and additional car parks. Allowances have been made for specialist areas such as science laboratories and associated fixed equipment. Specialist loose equipment, computers and necessary software have not been 46 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 52. Facilities Management Services Buildings Priority Plan 2005-2009 allowed for and is the responsibility of the relevant Faculty or Directorate to supply these items. These project costs shall be reviewed on a yearly basis for the duration of the plan to ensure that they reflect the present construction market tender conditions. 1.6 Proposed Projects The new Oorala Building is to be the first of the buildings constructed within the UNE Buildings Priority Plan given the grant funds of $1.2million available from 2005 from the Department of Education Science and Training. These funds will make a significant contribution towards this new project but will be inadequate to construct a building of the same size as the existing facility. Given the projected growth in numbers of indigenous students and the University commitment to the these students in the Strategic Plan an application for an additional $0.8-$1.0 million will be made to ensure that this facility supports the University’s commitment to indigenous education in this region. The other project listed for 2005 is the necessary upgrade of disabled access for the Economics Business and Law (EBL) Faculty. Stages two and three of the EBL complex have no disabled access to any of the five levels of this building, which includes a number of lecture theatres and seminar rooms. This is an unacceptable risk to the institution given the popularity of the programmes taught by this Faculty. The major project for 2006 is the rebuilding of the School of Human and Environmental Studies, which is presently accommodated in a weatherboard clad complex of buildings. These buildings have a number of structural problems, and are a high maintenance and energy cost to the University. Their design is such that it detracts from the Strategic Plan’s stated goal of the University of being a “vibrant living and learning community” and presence a very poor image to any potential students. 47 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 53. Facilities Management Services Buildings Priority Plan 2005-2009 The Buildings Priority Plan has allowed for a number of buildings in the Faculty of the Sciences to be replaced and relocated to more appropriate locations eg the Glass houses to be relocated behind the western car park. The planned new Animal House Building would allow for an increased focus on research and on teaching in this specialist field and allow for the demolition of the existing Physiology Building and the ‘old’ AGBU Buildings. The area vacated by these buildings allows for future opportunities for new Building Projects for the Science Faculty. The need for a new administration annex adjacent to the existing Lamble Building will be necessary given the increasing demands from government on compliance issues and the corresponding increase in general staff numbers to accommodate these demands. The building itself is already at capacity with most of the existing floors in open plan layout to meet the accommodation needs. A new annex would allow for this expected increase in staff numbers and allow for the relocation and consolidation of all the administration areas into the one building allowing for the demolition of the ‘Black Rose’ Building (S9), and the opening up of the grounds around Booloominbah. Facilities Management Services have estimated the UNE Residential Colleges have a deferred maintenance liability of approximately $17.4 million; this represents an unacceptable risk to the University. This Buildings Priority Plan does not address this issue and recommends that alternative sources of capital be used to fund a staged refurbishment or rebuilding of college infrastructure. This proposal is the subject of a separate report to the Buildings and Grounds committee of University Council. 48 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 54. Facilities Management Services Buildings Priority Plan 2005-2009 1.6 Proposed Building Works 2005-2009 The proposed Building Works captured for 2005 – 2009 are as follows: Project 2005 2006 2007 2008 2009 Oorala Project Grant 2.2m5 SHES 3.6m 6 Refurbish EBL 0.8m Animal House 3.6m7 Demolish Physiology Bldg 0.65m Demolish Old AGBU 0.20m New Glass Houses 2.2m8 Administrative Annexe 2.5mix Demolish Black Rose Bldg 0.6m I.T. Infrastructure 0.5m 0.5m 0.5m 0.5m 0.5m TOTAL $3.5m $4.1m $4.1m $3.55m $3.60m 5 Oorala Building - C D P Grant-$1.2m, and on additional $1m from Building Priority Plan 6 Additional Law School offices, new offices and disabled access 7 Additional large Animal House, lecture theatre and surgery 8 New Glass Houses-Western car park, demolish existing ix Additions to Lamble Building 49 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 55. IN DRAFT FACILITIES MANAGEMENT SERVICES SPACE ALLOCATION POLICY THE UNIVERSITY OF NEW ENGLAND (Attachment Five)
  • 56. Facilities Management Services Space Allocation Policy SPACE ALLOCATION POLICY 1. RATIONALE AND SCOPE To account accurately for the University’s physical assets and the way they are utilised effectively is a basic challenge for any institution. A University has clear statutory obligations, such as Occupational Health and Safety, which require the comprehensive resource planning of the physical infrastructure. In order for UNE to ensure that the University is effectively and efficiently utilising suitable and available space, the changes resulting from refurbishment, Building Works and ongoing maintenance along with the changing requirements of how space is allocated need to be captured and monitored in a timely and accurate manner. The control of space will be a critical component of how Facilities Management Services allocate space and the planning of future Building Works that are incorporated in the UNE Strategic Assets Management Plan. The Strategic Asset Management Plan will establish the future direction and investment of capital to sustain and improve the physical infrastructure of UNE. To do this, information on such things as occupancy, use and capacity, which relate to the University’s building infrastructure, needs to managed and maintained effectively by the Space Management System. The scope of this system includes the Main, Residential and CB Newling Campuses and all the associated buildings therein. The policy and its procedures will relate to all academic, administrative and research entities that utilise the physical assets at UNE. This document will establish the underlying principles of space allocation, the policy and procedures that underpin the allocation and re-allocation of space. 2. Definitions ‘Building Code of Australia (BCA)’: the University has a statutory obligation to comply with the Building Code of Australia 2004. ‘Building Works’: the construction of major projects over the value of $1,000,000. ‘Disability Discrimination Act (DDA)’: the University has a statutory obligation to comply with the Disability Discrimination Act 1992. ‘Lease Agreement’: a legal contractual registered agreement between the University and a business, educational or community entity which allows excusive use of a space. ‘Licence of Agreement’: a contractual agreement between the University and a business, educational or community entity for ‘a’ or ‘a series’ of spaces defined by an unregistered agreement. ‘Minor Works’: consist individual projects to refurbish or renovate the existing physical assist under the value of $1,000,000 /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 57. Facilities Management Services Space Allocation Policy ‘Occupational Health and Safety (OHS)’: the University has a statutory obligation to comply with the Occupational Health and Safety Act 2000, and Occupational Health and Safety Regulation 2001. ‘Outside Organisations’: the organisations external to the organisational units of the University, including the external entities controlled by the University, such as Sport UNE, UNE Union and UNE Partnerships. ‘Research Coordinator’: a generic definition of an individual that represents a Faculty, Directorate or College who is responsible for the coordination of resources including the space occupied. ‘Space’: the generic definition of a particular closed or contained area, in which activities performed by the University are undertaken which in turn, is managed as physical asset. ‘Space Allocation’: the assignment space by either rank, function or location requirements in accordance with the UNE Design Standard ‘Space Management System’: the technology used to capture, store and analyse space for the purpose of planning and reporting on how the University utilises space. ‘Space Planning and Space Management’: the activities used to plan, manage and document the space held by the University. ‘Strategic Asset Management’: Provides the University with techniques to structure and operate their physical assets in a way that a best supports their service delivery aspirations. ‘Tertiary Education Facilities Management Association (TEFMA)’: the University is an institutional member of this association. ‘UNE Buildings Priority Plan’: the document accepted by UNE Council that outlines the programmed Building Works to be undertaken over a five year period. ‘UNE Design Standards’: the University’s policy on the design and specification of the built environment. ‘UNE Strategic Asset Management Plan’: the document accepted by UNE Council that contains the Strategic Asset Management plan for the University. 3. ROLES AND RESPONSIBILITIES 3.2 Space Planning and Management at UNE UNE Council is the governing body that sets the strategic direction of the University including strategic asset management of the physical environment. The key advisory /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 58. Facilities Management Services Space Allocation Policy committee to Council is the Buildings and Grounds Committee with support from the Space Management Committee. The Facilities Management Services (FMS) Directorate is responsible for the effective and efficient management of all physical assets. The Executive Director, Resources Division, assisted by the Director, FMS, coordinates the capital and financial planning process which is outlined in the Strategic Asset Management Plan. This plan drives key decisions on matters relating to the allocation and re-allocation of space. It is imperative that the space management system be integrated into established business processes and systems such as timetabling as soon as possible. In order to ensure the provision of timely and necessary information the Faculties, Directorates and the Residential Colleges must be directly involved Space Management at the UNE will be undertaken in accordance with the TEFMA Space Planning Guidelines (Edition 2), UNE Master Plan, UNE Strategic Plan, UNE Buildings Priority Plan, UNE Design Standards, UNE Strategic Asset Management Plan and the relevant statutory regulations. 3.3 Responsibilities of the Facilities Management Services Directorate The FMS Directorate on behalf of the Executive Director, Resources Division, is responsible for the allocation of space to organisational units across the University: In relation to the allocation of space, Facilities Management Services is responsible for: 3.3.1 the consultation process with Executive Deans, Heads and Directors regarding future physical resource planning; 3.3.2 advising the Executive Deans, Heads and Directors on compliance with the range of legislative requirements, which includes and is not limited to the Building Code of Australia, the Occupational Health and Safety Act, the Environmental Planning Act and the Disability Discrimination Act; 3.3.3 making recommendations to the Space Management Committee, the Buildings and Grounds Committee, and the Vice-Chancellor concerning requests for space from all organisational units and the integration of this information into the University’s Strategic Asset Management plan; 3.3.4 the continuous coordination of detailed and timely architectural audits of the University’s physical assets; 3.3.5 the development, implementation and maintenance of a system that will provide detailed, timely and accurate information to the Vice-Chancellor and the Space Management Committee; 3.3.6 provide relevant information to the University’s Timetable Officer; 3.3.7 the provision of ad-hoc space analysis reports for organisational units to support physical resource planning; and 3.3.8 allocating space in consultation with Executive Deans, Heads and Directors to outside organisations. /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 59. Facilities Management Services Space Allocation Policy 3.4 Responsibilities of the Executive Deans of Faculties, Heads of Schools, Directors of Directorates and Heads of the Residential Colleges In relation to the allocation of space, Executive Deans, Heads and Directors are responsible for: 3.4.1 assigning responsibility for communication with FMS to the Resource Coordinator of the Faculties, Directorates and Residences to ensure a single point of contact on all matters that relate to space management; 3.4.2 complying with a range of legislative requirements to which the University is subject. These include but are not limited to the Building Code of Australia, Occupational Health and Safety and the Disability Discrimination Act; 3.4.3 notifying the Facilities Management Services Directorate of any change that requires the Space Management System to be updated, such as new positions being filled, space becoming vacant or space no longer being required; and 3.4.4 confirmation that information generated from the system is compatible with direction provided in the Strategic Asset Management Plan. 3.5 Responsibilities of the Planning and Institutional Research In relation to the allocation of space, Planning and Institutional Research are responsible for: 3.5.1 provision of relevant DEST data to assist in the forecasting and reporting of space utilisation and functions, including the historic, current and projected (through trend analysing) internal and external students and staff. 3.6 Decision Making Structure 3.6.1 Space Management Committee All significant requests that impact on the allocation of space to organisational units are to be tabled at the Space Management Committee. The Space Management Committee is a Committee of the University and advises and makes recommendations to the Vice-Chancellor on options and priorities for the allocation of space. Terms of Reference: (i) to advise the Vice-Chancellor on options and priorities for use of space at the University; (ii) to annually review space allocation policy and priorities as well as current use of building space in the light of emergent University needs to make recommendations to the Vice-Chancellor and/or the Buildings and Grounds Committee of Council, as appropriate; (iii) to advise the Director, Facilities Management Services, on any matter regarding changes in use of space involving maintenance or minor new works; /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 60. Facilities Management Services Space Allocation Policy (iv) to consider and report on any matter referred to the Committee by the Academic Board or the Vice-Chancellor; and (v) to ensure that recommendations and/or decisions of the Committee embody appropriate attention to quality assurance and are consistent with the UNE Strategic Plan and other relevant UNE Plans. Chaired by: Executive Director (Business and Administration) Membership: (i) Pro Vice-Chancellor (Teaching and Learning); (ii) Executive Deans or nominees; and (iii) Director, Facilities Management Services or nominees. 3.6.2 Buildings and Grounds Committee The allocation of space to organisational units of the University has a direct impact on the Strategic Asset Management planning of the institution. The Buildings and Grounds Committee, which is a committee of the UNE Council, advises and make recommendations to Council on issues relating to the strategic asset management of the University’s built infrastructure. Terms of Reference: The committee shall consider, review and advise Council on the implementation of: 1. the University’s Master Plan; 2. the University’s Strategic Asset Management Plan, including information technology facilities; 3. the University’s Preventative Maintenance Programme; and 4. the Buildings and Grounds Operational Plan. The Committee shall be responsible for monitoring and reporting to Council on: 1. the establishment of proposals and design standards for building works; 2. the formulation of contracts for building and civil engineering works, including information technology infrastructure; and 3. the management of building and civil engineering contracts, including the tender process, post tender activities and contract administration. The Committee shall make recommendations to Council on: 1. the naming of buildings and areas; 2. the restoration and use of heritage buildings; and 3. the environmental aspects of Campus development. Membership: (i) Chancellor ex-officio; (ii) Deputy Chancellor ex-officio; (iii) Vice-Chancellor ex-officio; (iv) Chair of the Academic Board or nominee: and /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 61. Facilities Management Services Space Allocation Policy (v) Three members elected by and from the Council, not more than two of whom shall be lay members. In Attendance: Secretary to Council or nominee; The Executive Director (Business and Administration); The Director, Facilities Management Services; and The Director, Financial Services. 4. Space Allocation Policy Guidelines 4.2 Principles 4.2.1.That all spaces within the University are deemed to be University space and shall not be controlled by Faculties, Schools, Directorates or Individuals with in the University. 4.2.2.That the allocation of space, not currently occupied by a Faculty, School or Directorate will be the subject of approval by the Vice-Chancellor and/or Council. 4.2.3.That all requests for the use of public spaces must be made to the Director, Facilities Management Services. 4.2.4.That all requests for the allocation of space and the redesignation of type or function of existing space must be made to the Director, FMS. 4.2.5. That the allocation of space to all academic and general staff be subject to the approval of the Space Management Committee. 4.2.6. That Executive Deans, Heads and Directors must consult with the Director of Facilities Management Services on the allocation of space to outside organisations. 3.3. Procedures 4.3.1.Changes in Room Occupancy Changes in room occupancy are generally not of a significant enough nature to warrant immediate reporting to the Space Management Committee. However, Facilities Management Services is responsible for reporting on the University’s room occupancy periodically to this committee. Information of this kind in an accurate and relevant form is a critical requirement to maintaining the University’s Space Management database to provide timely information for strategic resource planning. 4.3.1.1 New Faculty or Staff Employees in Existing Positions /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 62. Facilities Management Services Space Allocation Policy Any new Faculty or Directorate employee filling an existing University position will typically occupy the existing room assigned to the position. Human Resource Services is responsible for notifying Facilities Management Services of the recruitment of an employee by completing the Space Change request form. 4.3.1.2 New Faculty or Staff Employees in New Positions New positions are positions that have never been occupied by any employee, and require a new room assignment with telephone line and technology access. The head of the relevant cost centre must notify HRS if a new room needs to be assigned to it. Once the University’s Classification Committee has classified the position, Human Resource Services is responsible for completing the relevant section in the Space Change Request Form. 4.3.1.3 Changes in Room Occupancy for Existing Positions In most circumstances, Executive Deans, Heads and Directors are free to make changes in room assignments to existing employees within the space allocated to the Faculty or Directorate. However, all changes in room occupancy need to be reported to Facilities Management Services by completing the relevant Space Change Request Form. The Executive Dean, Head or Director will be notified annually of the space allocated to the Faculty and Directorate. 4.3.1.4 Changes in Teaching and Learning area Furniture The change in furniture type and layout in teaching and learning areas can dramatically influence the capacity of the room and the allocation of space via Syllabus Plus and must be thoroughly reviewed when changes are planned. It is the responsibility of the Resource Coordinator to notify the Facilities Management Services by completing the Space Change Request Form. It is the responsibility of Facilities Management Services to notify the University’s Timetabling Coordinator. 4.3.2 Changes in New or Existing or Buildings Any change in existing buildings and/or the construction of a new building will dramatically impact on the ownership or utilisation of space by the University. 4.3.2.1 Changes in Existing Building or Room Use (Do and Charge or Minor Works) Requests for approval to make minor changes in a building or room must be completed and forwarded to FMS by completing the relevant section of the Space Change Request Form. /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 63. Facilities Management Services Space Allocation Policy The Resource Coordinator must secure approval from the delegated level of authority and relevant account codes must be provided before work can commence. FMS is responsible for updating the Space Managements System, advising all relevant organisational units of the changes, and periodically reporting these cumulative changes to the Space Management Committee and the Vice-Chancellor. 4.3.2.2 Refurbishment of Existing Building or Room Use (Minor Works) Requests for approval to make structural changes in a building, which includes multiple rooms, must be completed and forwarded to FMS. It is the responsibility of the Resource Coordinator to notify FMS of the approved request by completing the relevant section of the Space Change Request Form. FMS will complete a space analysis report for any refurbishment request. This analysis will take into account the space required, the space available, compliance with the UNE Design Standards, BCA, OH&S, DDA and other relevant compliance standards. Once the report is complete, FMS will advise on resulting outcomes to the Space Management Committee and the Vice- Chancellor. The Executive Dean, Head, Director and Facilities Management Services must all approve the Internal Transfer Journal (ITJ), with relevant Account codes before work can commence. FMS is responsible for updating the Space Managements System and advising all the relevant organisational units of the changes. FMS will provide periodic reports of the cumulative changes to the Space Management Committee and the Vice- Chancellor. 4.3.2.3 Major Construction of Building (UNE Buildings Priority Plan) The programming of all major construction projects is captured by the UNE Buildings Priority Plan. It is the responsibility of Facilities Management Services to ascertain the future requirements of space that reflect growing and emerging educational and administrative trends. The University’s Building Priority Plan is approved by the University Council on recommendation from the Building and Grounds Committee and the Finance Committee. All the Building Projects nominated are subject to a Space Analysis Report, which will analyse the space requirement, location and compliance considerations, and compare these with the current building stock and highlight opportunities to improve the current building stock. 4.3.2.4 General Maintenance Work (UNE Maintenance Plan) General Maintenance work does not generally include structural changes to an existing building. This work is initiated via Work Order Requests or service requests routinely scheduled by the Maintenance system and handled by Infrastructure Services at Facilities Management Services. Such work /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 64. Facilities Management Services Space Allocation Policy generally does not affect changes in space occupancy, or use of capacity. It is the responsibility of the Infrastructure Services to update the Space Management Database by completing a Space Change Request Form as required. 4 Priorities and Criteria for the Allocation of Space The priorities for the allocation of space are: (i) to ensure the physical assets of the University support a quality teaching and learning environment; and (ii) to ensure that the University is strategically managing its physical assets. All recommendations to the Space Management Committee and the Buildings and Grounds Committee by Facilities Management Services will be made by addressing the following criteria within a Space Analysis Report: (i) that the requests optimises the use of space by adhering to the UNE Design standards; (ii) that the request complies with any licensing and/or leasing agreement that the requesting party may have entered into with the University pertaining to the relevant space impacted by the request; (iii) that the space is suitable for the intended function identified by the request; (iv) that the request encapsulates the stated goals of the UNE Strategic Plan ; (v) that the request is compliant with all relevant statutory obligations; (vi) that any special needs highlighted in the request can be met by the infrastructure; and (vii) that the request complements the UNE Capital Planing and cost benefit analysis has been undertaken with a demonstrated and sustainable funding allocation model 5 Resolution of Space Issues From time to time conflicts may arise over the allocation of space due to a conflict of growth strategies of either Faculties and/or Directorates. In the event of this occurring, Facilities Management Services will compare the Space Analysis Reports for each respective organisational unit and advise the Space Management Committee of its recommendation. The recommendation of the committee will be forwarded to the Vice-Chancellor for approval. /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc
  • 65. Facilities Management Services Strategic Asset Management Plan Document Management Data: The data that relates to the management of the UNE Strategic Asset Management Plan and the associated documents which include; the Maintenance Plan, the Operational Plan, the Minor Works Programme, Buildings Priority Plan, and the Space Allocation Policy. Document Type: Policy and Procedures Administering Entity: Deputy Director, Facilities Management Services Records Management Reference: F04/30, D04/2918 Date of UNE Council Endorsement: Date Approved: Approved by: Indicative time for Review: Annually Responsibility for review: Executive Director and Director Facilities Management Services Related policies or other documents: None /home/pptfactory/temp/20100430093956/strategicassetmanagementplandoc2104.doc