1.

1 PLANNED MAINTENANCE

General planned maintenance can include the refresh or replacement of items at fixed
intervals, but it also covers the anticipated replacement of items that are only replaced
when they fail.

Provide details on how your organisation’s schedule of planned maintenance is

developed, prioritised, procured, delivered and recorded in your asset management
system. This may be by referencing an annual maintenance plan if the organisation has
one.

This Plan must reflect what the organisation actually does and provide an audit trail
which demonstrates how preventative maintenance is identified, prioritised and carried
out to prevent premature and or uncorrected deterioration of attributes within a
property. Where appropriate specify any quality control processes, including tenant
feedback on workmanship and general behaviour.

Best practice asset management principles state planned maintenance activities should
be based on condition data and actual remaining life estimates. This section should draw
a link to sections 2.3 and 2.4 and how condition information is used in the formulation of
budgets and the scheduling of planned maintenance. For example, the condition data or
‘remaining life’ data for exterior painting can be used to determine which properties will
be repainted in each year of the forecast period.

Supporting evidence could include the following and could be referenced an appendix to
the Plan:

 Existing business process maps which demonstrate the development and delivery
of planned maintenance
 Priority assessment decision matrix/tool

Explain how your organisation’s schedule of planned maintenance is developed,

prioritised, procured, delivered and recorded in your asset management system below
and delete these instructions.
1.2 VACANT MAINTENANCE/TENANT DAMAGE

Detail how vacant maintenance activities are managed in your organisation. This should
start with how tenants notify their leaving, identification of an abandoned property,
completion of exit reports, identification of unfair wear and tear, how the scope of vacant
works is determined, works completed and updates to your records.

Supporting evidence could include the following and should be referenced as an

appendix to the Plan:

 Existing business process maps which demonstrate your vacant maintenance

processes
 Vacant maintenance or reletting standard applied
 Turnaround times and KPIs (as per section 1.6)

Explain your organisation’s vacant maintenance process below and then delete these
instructions. Alternatively, these processes may be set out in the relevant policies and
procedures, which can be referenced in this document.

2 MAINTENANCE BUDGETS AND FORECAST SUMMARY

This section outlines the maintenance budget forecasts as well as information about the
process for estimating each of the budgets and how they will be reviewed annually.

If your organisation has an annual maintenance plan, or similar planning document,

reference to this document is likely to be relevant in this section.

2.1 BUDGET FORECAST OVERVIEW

This section could provide a number of summary budget forecasts. Ideally 3 years
budget forecasts will be provided, in line with the period of the Plan, however a minimum
of two years budget forecast should be provided.

The format will depend on your organisation’s budgeting system. Several summaries can
be provided to display the budgets, based on your organisation’s preferences and
working requirements. If annual reviews of the Asset Management Plan are undertaken, a
review of actual expenditure for the previous year(s) could also be included.

The following table suggests budget line items, but this will vary between organisations
(for example vacant maintenance may not be separately budgeted):
 Table 4.1 Summary budgets for current financial year and one out year by maintenance
category

Maintenance Class 2016-17 2017-18 2018-19

Responsive $ $ $

Planned $- $ $

Statutory and Cyclical $- $ $

Vacant $- $ $

Upgrades (to owned $

properties) $ $

TOTALS $- $ $

Further example budget tables are given in Attachment 6: Example maintenance budget
tables.

If available, a longer term forecast should be provided, for example a budget forecast for
ten years, detailing all key assumptions made and indexation rates applied. Note that the
Community Housing Annual Financial Return (CHAFR) currently requires 3 years forecast
for planned maintenance.

2.2 BUDGET DEVELOPMENT

This section details the process which is followed to develop the budgets for each
maintenance category (e.g. responsive, planned, and vacant maintenance). For example,
use of historic costs for responsive and vacant maintenance, use of property condition
data for forward planned maintenance requirements.

2.3 BUDGET REVIEW

This section should explain how the maintenance budgets will be monitored. This could
include the frequency of reporting and who has responsibility for oversight of budget vs
expenditure or other criteria relevant to the organisation, including any escalation
processes.

2.4 FUNDING FUTURE MAINTENANCE LIABILITIES

This should outline how the financial liabilities associated with the immediate, medium
and long term maintenance of your organisation property portfolio will be managed and
funded.

If your organisation holds reserves for future maintenance liabilities, detail how the level
of the fund is set and maintained.
Note that under section 12 of the Housing Regulation your asset management plan must
include financial strategies for the plan’s implementation. There are also provisions in the
DHPW Allowable Expenditure and Surplus Policy relevant to maintenance reserves.

A summary of the anticipated contributions to, and expenditure from, the reserve can be
included for a forward period of, e.g. five to ten years.

3 LIFE CYCLE MANAGEMENT

In this section explain the processes and procedures your organisation has to flag that a
property remains fit for its service delivery purpose. Detail the criteria your organisation
considers when assessing if a property remains fit for purpose. Noting these could
include both service delivery and property issues e.g. property condition, age,
neighbourhood fatigue, proximity to services, changing service needs, outstanding
maintenance liability etc. In addition where your organisation owns property assets you
should detail the full criteria or factors considered when making a decision to retain or
dispose of a property and how those factors are developed or qualified e.g. property
value and how the value is determined or estimated. This section should also detail who
makes the decision to retain and or dispose of an owned property.