COLLEGE OF ENGINEERING, DESIGN, ART AND TECHNOLOGY

SCHOOL OF BUILT ENVIRONMENT

DEPARTMENT OF CONSTRUCTION ECONOMICS AND MANAGEMENT

CMG 3107 MAINTENANCE MANAGEMENT

GROUP TWO

LECTURER: MR. AINOMUGISHA SAFIKI

PROGRAM: BSC. CONSTRUCTION MANAGEMENT

GROUP MEMBERS

S/N NAME STUDENT NO. REG. NO. SIGNATURE

1 KATUMBA ACCRUM 200070447 20/U/0447
SSENTONGO
2 KIRONDE FAITH 2000700685 20/U/0685
3 KYAZZE BENJAMIN 2000702382 20/U/2382/PS
4 MAFABI STEPHEN 20007021387 20/U/21387/PS
5 MIREMBE FLAVIA NDAGIRE 2000702369 20/U/2369/PS
6 NABACWA JOVIA 2000702375 20/U/2375/PS
7 OGWANG JEROME 1900700616 19/U/0616
8 SSENYONGA PRISCILLA 2000700684 20/U/0684
9 TIBAHWA EDGAR 2000700692 20/U/0692

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 TABLE OF CONTENTS
QUESTION: ................................................................................................................................................. 5
APPROACH: ................................................................................................................................................ 5
CHAPTER 1: INTRODUCTION ................................................................................................................. 5
1.1 Objectives of the policy: ..................................................................................................................... 6
1.2 Relevant regulations and technical standards: .................................................................................... 6
1.2.1 The Residential Standards............................................................................................................ 7
1.2.2 The Commercial Standards .......................................................................................................... 8
1.2.3 Industry standards: ..................................................................................................................... 10
CHAPTER 2: MAINTENANCE PLANS AND ACTIVITIES: ............................................................. 11
2.1 Objectives of planning ...................................................................................................................... 11
2.2 The Components of a Maintenance Plan .......................................................................................... 11
2.3 Maintenance Activities ..................................................................................................................... 12
CHAPTER 3: KEY STAKEHOLDERS AND THEIR ROLES AND RESPONSIBILITIES: .............. 13
3.1 Central Government: ......................................................................................................................... 13
3.2 Local Authorities: ............................................................................................................................. 13
3.3 Private Sector: ................................................................................................................................... 14
3.4 Financial Institutions:........................................................................................................................ 14
3.5 Housing Co-operatives and Savings groups: .................................................................................... 14
3.6 Civil Society Organizations: ............................................................................................................. 14
3.7 International Organizations:.............................................................................................................. 15
3.8 Academic Institutions: ...................................................................................................................... 15
3.9 Households and Communities: ......................................................................................................... 15
CHAPTER 4: FINANCING AND COST ASPECT OF THE NATIONAL HOUSING POLICY: ....... 16
4.1 Improving access to mortgages ......................................................................................................... 16
4.2 Collective funds ................................................................................................................................ 16
4.3 Guarantee fund .................................................................................................................................. 16
4.4 Savings plan ...................................................................................................................................... 16
4.5 Microfinance ..................................................................................................................................... 16
4.6 Installment purchase (rent to own).................................................................................................... 17
CHAPTER 5: MAINTENANCE PROGRAM ........................................................................................... 18
5.0 Introduction ....................................................................................................................................... 18
5.1 Forms of a Maintenance Program ..................................................................................................... 18

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 5.1.1 Long-term programming ............................................................................................................ 19
5.1.2 Intermediate or medium-term programs .................................................................................... 20
5.1.3 Short-term programs .................................................................................................................. 22
5.2 Formation of a maintenance program ............................................................................................... 23
5.3 Steps taken to form an effective maintenance program. ................................................................... 23
5.3.1 Set clear goals and prioritize them ............................................................................................. 23
5.3.2 Assess the existing condition of the building, services and external works............................... 23
5.3.3 Set a maintenance schedule........................................................................................................ 23
5.3.4 Create clear work flows ............................................................................................................. 24
5.4 Steps taken to implement an effective maintenance program ........................................................... 24
5.4.1 Involve all the key stake holders ................................................................................................ 24
5.4.2 Develop and implement a training program............................................................................... 24
5.4.3 Track, report and improve .......................................................................................................... 24
5.5 Factors that hinder well formulated effective maintenance programs .............................................. 25
REFERENCES ....................................................................................................................................... 26

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 TABLE OF FIGUES

Figure 1 Showing long term maintenance program .................................................................................... 20

Figure 3 Showing an annual plan ................................................................................................................ 21
Figure 4 Illustrates typical examples of some monthly planning exercises. ............................................... 22

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QUESTION:
A. Based on a maintenance policy/framework of your choice (applied in Uganda) discuss the
main components of a maintenance policy clearly highlighting the organization objectives,
the relevant regulations and technical standards followed, the maintenance plans and
activities, key stakeholders, their roles and responsibilities as well as the financing and cost
aspects of the strategy.
B. Write notes on the formation of a maintenance program.

APPROACH:

CHAPTER 1: INTRODUCTION
Housing is defined as a basic human right and is the basis of stability and security for an individual
or family essential for the well-being of all mankind. The 1995 Constitution of the Republic of
Uganda, under the General Social and Economic Objectives guarantees to fulfil the fundamental
rights of all Ugandans to social justice, economic development, enjoying rights and opportunities
and access to clean and safe water, health and decent shelter amongst others.

This National Housing Policy seeks to promote progressive realization of adequate housing for all.
The Vision of the Policy is “Adequate housing for all” while its goal is “to provide a framework
that promotes adequate housing for all”.

Adequate housing must provide more than four walls and a roof while putting the following
elements into consideration;

• security of tenure
• affordability
• availability of services
• accessibility and location
• cultural adequacy

This National Housing Policy replaces the National Shelter Strategy (NSS) which was adopted in
1992 as a policy framework to guide housing development in the country. The National Shelter
Strategy had been premised on the enabling strategy as the main approach for delivery of housing
in the country. The revised National Housing Policy is intended to address the various critical

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issues and challenges facing the housing sector. These amongst others include problems of
inadequate housing and housing backlog arising from inadequate house construction and the
increasing population as well as growing housing demand. In addition, deterioration in housing
condition as manifested in overcrowding, development of slums and proliferation of informal
settlements characterized with lack of basic infrastructure and services within virtually all the
urban centres.

1.1 Objectives of the policy:

1. Harmonizing the policy, legal and institutional framework for the housing sector, to
promote an efficient and effective housing delivery system.
2. Increasing the production of adequate housing for both rental and owner occupation, so as
to address the housing backlog and housing need.
3. Increasing access to adequate and affordable housing for all income groups.
4. Promoting institutional /employer housing, particularly in hard-to-reach areas and new
districts for specific categories of staff such as those in armed forces, teachers and medical.
5. Improving security of tenure in human settlements especially through programs aimed at
granting land rights to the beneficiaries; vi. Improving the efficiency and quality of housing
through appropriate research in building materials and technologies, repair and
maintenance.
6. Promoting efficient utilization of energy and other resources in housing, so as to address
issues of environmental conservation.

1.2 Relevant regulations and technical standards:

Construction of building in Uganda is an aspect that is regulated by various laws. In order to

construct a house, be it commercial or residential, one has to be cautious of the various
requirements and conditions imposed by different laws.

The following are some of the laws followed; The National Environment Act 2019, the Land Act
and the Occupational Safety and Health Act, the National Physical Planning Standards and
Guidelines 2011, the Building Control Act, 2013, and the Physical Planning Act 2010.

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1.2.1 The Residential Standards
The standards set out below refer to all types of residential developments categorized:

1.2.1.1 Statutory Control

All residential developments are subject to physical planning regulations. In urban areas, the local
authority should have building by – laws which govern the design and construction of permanent
buildings. This is as at Building Control act

For example, under section 34 the law prohibits any person from carrying out a building operation
unless he or she has a valid building permit issued by a Building Committee.

1.2.1.2 Design/Materials

a) All residential developments must be built of permanent materials or any other materials whose
performance has been approved by the relevant authority.

b) All roofs must be permanent and preferably non – reflective. In low and medium density areas
high quality roofing materials are recommended, though this standard may be relaxed in smaller
urban centers.

1.2.1.3 Access to Utilities

1. Water, all residential plots must be served by piped water supply, or any other suitable
supply, as approved by the water authority.

2. Surface Water Drainage, Surface water run-off from buildings and hard surfaces must
drain into the nearby drainage channel or soak – away pit to the approval of the local
authority.

3. Sanitation, in urban areas all permanent developments must have water–borne toilet
facilities drained to a septic tank and soak pit within the plot, connected to a central sewer
line system.

4. Solid Waste Disposal, any refuse must be stored in proper containers for collection.

5. Power Supply, Electricity will be supplied to all permanent developments in urban areas
by the approved entity. Generators, solar and wind systems will be permitted in residences
subject to conditions set by the local planning authority.
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1.2.1.4 Plot Size and Shape

The plot sizes vary for the different types of residential and to minimize cost of construction the
plot should be rectangular in shape.

1.2.1.5 Landscaping

Landscaping can be defined as the addition of plants, manipulation of terrain and the construction
of structures. The categories of landscaping include:

Plants - The addition of ornamental, edible, native or other types of landscaping plants.

Terrain - Changing the shape of the land through grading, backfilling, mounding, terracing, etc.

Structures - Constructing fences, patio covers, walls, decks, raised planters or other built features

1.2.1.6 Plot access

Every plot must have direct vehicular access to a road. Section 28 of the Public Health (Buildings)
Rules SI No. 281 states that “A building shall not be erected on any plot which has no proper and
sufficient access to a road or road reserve, such road or road reserve not being a sanitary lane or
passage”.
Permission for house development will not normally be granted until the access road has been
provided. There should be sufficient turning space at the end of the drive to enable cars turn and
leave the plot in forward gear.
Plot accesses for corner plots should be at the extreme end of the plot away from the corner. Where
there are sharp corners, plots should be accessed through a smaller connector road.
1.2.2 The Commercial Standards
Commercial space can be defined as real estate property constructed or developed to be sold or
rented out for other purposes, it can also be rented out for residential and industrial purposes.

1.2.2.1 Statutory Controls

All commercial buildings must comply with the provisions of the Public Health Act CAP 281.

Hotels and rest–houses must conform to the standards set out in the Hotels and Tourism Act.
Commercial activities may need a license from the Local Authority. Further information on
statutory controls and advice may be obtained from the respective Local Physical Planning Offices,

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Town Clerks, and Chief Administrative Officers. This is set to ensure that the buildings are kept
in a condition suitable.

1.2.2.2 Plot Size and Shape

A standard commercial plot should be 15m wide and 30m long and 7.5m wide and 30m long as
the minimum.

1.2.2.3 Plot Coverage

Buildings may cover up to three quarters (75%) of the plot area subject to all other standards being
met.

1.2.2.4 Landscaping

All off street parking facilities and parking lots should be landscaped in accordance with the local
authority byelaws or be screened within or behind buildings or be sited at the side. This leaves the
front of the building open to view from the street, and gives pedestrians direct and safe access to
the main entrance. Large unbroken expanse of tarmac is unattractive. It is recommended instead
that; all car parks be subdivided into sections which are small in relation to the total size of the
parking area.

1.2.2.5 Design and Materials

Commercial buildings must be constructed of permanent materials. Good quality, well- pointed
facing bricks are preferable to plaster or render as they are cheaper and easier to maintain in urban
areas. The roofing materials must be non-reflective and in major centres, roofs must be of high-
quality finish such as tiles or cooler blocks.

1.2.2.6 Plot Access

All commercial plots must have direct access by road for vehicles and public walkways for
pedestrians. These can be to the front or rear, depending on the location and layout of the
commercial area.

Retail, office and service industry developments should normally have a canopy along the front
for the convenience of customers. Along the main shopping streets of the major centres,
development must be at least two storeys.

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Below are some of the verified uses for commercial space;

1. Wholesale shops – These sell goods on a large scale to retailers

2. Markets- These are for selling consumable goods and mostly perishable goods to the public

3. Supermarkets and shops- These are premises used to sell goods in smaller quantities

4. Offices –These are premises for office space or business space

5. Accommodation- These include lodges, hotels, motels etc

6. Entertainment – These include places for recreational activities such as bars, cinema,
beaches

7. Places of worship –Premises constructed to pray or worship such as churches and mosques

8. Public services – Places constructed to provide public serves by the government such as
police stations, public hospitals

9. Sports facilities- Facilities to accommodate sports activities such as stadiums.

1.2.3 Industry standards:

Industry is defined as the general manufacture, processing, assembly, handling and storage of
products and materials Industrial development is allowed only in designated areas.

1.2.3.1 Legal regulation

Apart from the Public Health Act and other laws, industrial buildings and facilities must comply
with the standards laid down in the Factories Act and all industrial development proposals must
be forwarded to the relevant approval bodies.

1.2.3.2 Design and materials

Industrial buildings should be constructed with durable materials. A good quality tapered brick is
preferable to stucco and high maintenance stucco. Metal frames and non-reflective sheet metal
cladding also work well, but require careful maintenance considerations. The roofing material
should also be durable and preferably non-reflective.

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CHAPTER 2: MAINTENANCE PLANS AND ACTIVITIES:
According to Peter Swallow, (2007), maintenance planning is the first stage of any successful
maintenance management system. During this stage, the organization sets specific maintenance
targets it wishes to achieve and decides how it goes about achieving the set objectives. It is
concerned with determining what has to be done and how it has to be done prior to carrying out
any physical maintenance. Maintenance planning involves the developing of maintenance
performance indicators and all other policy strategies.

Maintenance planning involves;

• Analyzing the current condition of the building,

• Anticipating future requirements and bringing the past into focus.

2.1 Objectives of planning

According to Peter Swallow, (2007), planning is the process of determining future decisions and
actions necessary to accomplish intended goals, and targets. Planning for future actions helps in
achieving goals in the most efficient and effective manner. It minimizes costs and reduces risks
and missing opportunities. It can also increase the competitive edge of the organization.

2.2 The Components of a Maintenance Plan

Four distinct but interrelated components of any plan can be identified;

2.2.1 A number of discrete activities or tasks

Any project will comprise of a series of steps that have to be taken in order to move towards the
attainment of the end goal. In a program these will be represented by a series of what are normally
referred to as activities. The preparation of a maintenance plan, therefore, requires the breaking
down of a project into discrete activities.

2.2.2 Timescales/activity duration

Having broken down the project into a series of activities, the next requirement is to place a
timescale against each of them.

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2.2.3 Sequence of activities

A large part of the mental process of maintenance planning is related to the ordering and
sequencing of activities in a logical manner.

2.2.4 Recording of progress

The final ingredient in a plan or program is a method of recording actual progress against that
which was planned.

2.3 Maintenance Activities

Maintenance activities include;

1. Cleaning internal and external common areas.

2. Garbage separation and disposal.
3. Maintaining utility systems such as plumbing and electrical services.
4. Ensuring doors, roof, walls and windows are in excellent condition.
5. Rodent control and removal.
6. Undertaking repairs on assets for example elevators, HVACs.
7. Gardening and landscaping.

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CHAPTER 3: KEY STAKEHOLDERS AND THEIR ROLES AND RESPONSIBILITIES:
The implementation of the Housing Policy is multi sectoral and multi-disciplinary, which requires
concerted efforts of all stakeholders, if the vision, goal and objectives of the policy are to be
realized. Various stakeholders have various roles and responsibilities to undertake as listed below;

3.1 Central Government:

The government will provide an enabling environment for the implementation of the policy
through undertaking the following activities:

a. Regularly review, monitor and evaluate implementation of all policies, laws, regulations
and programs that directly impact the housing sector at all levels
b. Provision of the necessary infrastructure such as roads, water and sanitation, and electricity
infrastructure in housing estates to make the sector attractive for investment
c. Promote the use of appropriate building materials and technologies, and energy and
resources efficiency in construction.
d. Provision of adequate information to all stakeholders on housing development, put in place
a mechanism to fund research and dissemination of research findings on building materials
and infrastructure technologies.
e. Periodically review the structure of taxation on housing development and its inputs with a
view of reducing the cost impact to the final consumer and thus make the product
affordable to many.
f. Support the Central Bank to establish housing bonds and ensure the interest income arising
from housing bonds is taxed at a rate that will encourage purchase.
g. Interest income accruing from all listed bonds used to raise funds for infrastructure and
social services be exempted from tax provided that the bonds shall have a maturity of at
least three years.

3.2 Local Authorities:

The local Authorities shall;

i. Undertake land-use planning and management.

ii. Secure land under land banking for housing development.
iii. Put in place mechanisms for community participation (partnerships) in the repair and
maintenance of infrastructure services.

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 iv. Initiate and implement programs to improve and maintain shelter conditions.
v. Conduct home improvement and maintenance campaigns.
vi. Conduct awareness campaigns on use of local material and resource efficiency.

3.3 Private Sector:

The Private Sector Shall:

i. Participate in the construction of housing units for all income groups for rent or sale.
ii. Participate in the manufacture and supply of building materials in the housing construction
sector.
iii. Participate in infrastructure development for human settlements.
iv. Participate in public private partnerships targeting housing programs.
v. Build energy and resources efficient housing to leverage the benefits.

3.4 Financial Institutions:

Financial institutions shall:

i. Mobilize financial resources both local and international for housing development.
ii. Establish mechanisms for the creation of special fund to assist developers involved in large
scale housing delivery.
iii. Develop green mortgages and financial incentives for energy efficiency and use of
renewable energy to different layers of income.

3.5 Housing Co-operatives and Savings groups:

These groups shall serve as a channel for mobilizing both human and financial resources for
housing development.

Establish housing cooperative structures in the country. Construct and maintain energy/resources
efficient houses for their members.

3.6 Civil Society Organizations:

Non-Government Organizations (NGOS) and Community Based Organizations (CBOS) Shall:

i. Mobilize and work with communities to improve their housing conditions.

ii. Provide technical assistance to communities on housing development and maintenance.
iii. Mobilize financial resources for housing development.

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 iv. Network and advocate improving the housing sector.

3.7 International Organizations:

International organizations shall:

i. Provide technical and financial support for housing and infrastructure development.
ii. Facilitate research and dissemination of appropriate building materials and technologies.
iii. Facilitate training, capacity building and exchange programs to share experiences and best
practices.

3.8 Academic Institutions:

i. Carry out research related to planning, design, construction and performance of buildings.
ii. Conduct research in the use and development of indigenous and innovative building
materials and construction techniques.
iii. Document and disseminate research findings in a standardized format.
iv. Provide research-based advisory services to the public.
v. Increase capacity of professionals for energy and resources efficiency design.

3.9 Households and Communities:

i. Participate in activities that target the improvement of their own housing and other
community facilities.
ii. Develop a savings culture for housing development.
iii. Regularly carry out repair and maintenance of their house.

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CHAPTER 4: FINANCING AND COST ASPECT OF THE NATIONAL HOUSING
POLICY:
The government works with financial institutions and other private companies to provide the
necessary assistance to provide access to various homebuilding programs and housing finance.
Different systems need to coexist to reliably reach the full diversity of access groups characterized
by different income situations for example;
4.1 Improving access to mortgages
Close cooperation between public institutional investors and developers is needed to make
mortgage financing more widely available.
4.2 Collective funds
A collective approach that pools funds, land, or both is highly recommended. As explained above,
co-financing also leads to lower interest rates, helping to overcome the minimum loan
requirements for participants that are part of the terms of traditional mortgage schemes
4.3 Guarantee fund
A variant of the above support for access to mortgages for homeowners is the establishment of a
guarantee fund by the public or financial and private sectors, which introduces guarantees for
regular payments of personal debts to banks of participating members to do.
4.4 Savings plan
Savings is a key component of successful home ownership and enabling the end user of a
residential unit to make a down payment or have full purchasing power. A range of programs and
initiatives at institutional and cooperative level, including lower-level savings groups, must play
an even more important role Special programs can be designed to appeal to specific groups,
including but not limited to youth and women-headed households Within the system, the Provident
Fund is offered to fund the living space of its members, in times of population growth. As well as
the conditions under which withdrawals can be made before retirement, you must also specify the
age limit at which withdrawals can begin.
4.5 Microfinance
The opportunity to expand your savings plan through microfinance may appeal to individuals or
groups in the area of solar energy, there are already initiatives to extend to other components such
as water connections, sanitation, rainwater reservoir and pipe construction, and residential
buildings. For individuals, access typically requires a good track record as a depositor and

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borrower. A home savings loan can help gradually increase the number of potential borrowers.
Groups can also grant credits for the construction or renovation of buildings. Such scenarios should
be tested with the support of civil society and microfinance organizations
4.6 Installment purchase (rent to own)
Serries of partial payments until the final price is completed are extended to household owners and
are aimed at covering construction investment and operating costs with no extended interest rates.

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CHAPTER 5: MAINTENANCE PROGRAM
5.0 Introduction
A maintenance program is a series of policies, procedures, guidelines, and tools for conducting
regular and routine maintenance on equipment and building services to keep them in good
condition necessary for their continued safe operation so as to avoid failure and costly unplanned
downtime

Maintenance programming should ideally be preventive as far as practicable, based on regular

inspection at intervals designed to prevent trouble from developing or accumulating. Admittedly
not all building defects can be prevented but many can and others will be rectified before they
become more expensive (Ivor.H.Seeley, 1976)

A Preventive Maintenance Program is a document which describes specific maintenance tasks and
their frequency of completion necessary for the continued safe operation of the equipment and
building services (Lateef & Rashid, 2015).

5.1 Forms of a Maintenance Program

The most carefully constructed work programs are subject to disruption from a number of
potential causes. These include;

• withdrawal of resources to deal with emergency work

• climatic conditions
• access problems
• budgetary setbacks.
• Emergency repairs present very specific problems owing to their unpredictable nature,
often allied with the need for a rapid response, thus creating very short lead times.

In view of these difficulties, programs are formulated at a number of different levels and each of
these may be used in a different way. In general, the following categories of maintenance
program can be identified:

1) long term (quinquennial or longer)

2) medium term (annual)
3) short term (monthly, weekly or even daily)

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5.1.1 Long-term programming
To produce a long-term maintenance program only requires a systematized broad survey of the
estate, such as that commonly used in the NHS. In this way a picture of the overall problem can
be obtained for the purposes of developing and putting forward a strategic plan of action, or to
evaluate alternative strategies.

There is no generally accepted industry standard period of study for this exercise, however, there
is a tendency to work in five-year blocks, so that a ten-year program may be produced where one
level of certainty can be placed on the first five years of the program and less on the second five.

Purposes of producing Longer-term programs

1) The determination of the expenditure required for maintenance over a period of time, in
order to put and keep the building stock in an acceptable condition.
2) Major repair programs are often a special case, in that they are more likely to be the result
of a rigorous analysis of a specific problem, and usually lend themselves to a more
precise definition of both the cost and the work content.
3) The broader dictates of facilities management will make use of long-term maintenance
plans, which will need to be integrated with other longer-term ventures such as those
relating to new capital projects, refurbishment, demolition and changes in the use of the
building stock.

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 Figure 1 Showing long term maintenance program
5.1.2 Intermediate or medium-term programs
These will normally be annually based, although updating at intermediate periods should be
accepted as inevitable. The intervals at which this takes place will vary, depending on whether
the maintenance management system fits within the overall organization.

At the outset, annual programs will be set within the framework provided by longer-term
planning. However, at the formulation stage there may well be specific needs that have been
identified for inclusion in the program for that year, leading to revisions in long-term plans.

Information will therefore flow in both directions between medium- and long-term programs,
and this underlines their essential interdependence. At the level of the medium-term timescale
there will be less uncertainty, and it would logically be expected that a greater level of detail
would be built into them, so that they become of much more benefit for operational purposes.

Important uses of medium-term programs

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 1) They assist managers to determine the allocation of the annual maintenance budget, and
to plan the way in which this expenditure will occur in the most effective and appropriate
way, so that good short-term financial planning is achieved.
2) From the operational point of view, money is one resource whose usage has to be
controlled, and hence needs to be planned. The annual program is the essential tool for
planning the optimum usage of the resources that cost money, namely, labor and
materials.
3) If the work is to be executed by contractors, then the planning exercise is still just as
relevant to ensure that a proper time period is available for the preparation of contract
documentation and contractor selection.
4) In terms of materials use, the annual program should be able to provide indications of the
quantities of key materials and components that will be required during the year. This
will enable a buying and storage strategy to be developed, ensuring that materials and
components are always available as required, and that they are obtained on the best
available terms.

Examples of parts of an annual program are shown in Figures 2 and 3, with the expenditure
estimated and allocated to each job, with further subdivision into labor, plant and material costs,
so as to help medium-term resource planning.

Figure 3 Showing an annual plan

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5.1.3 Short-term programs
For operational purposes, and day-to-day management control, it is important that all inputs to a
maintenance operation are properly identified and stated hence when short-term planning is
considered, more detailed aspects become of importance.

At the beginning of each year, monthly programs may be produced by simply breaking down the
annual program into 12 workloads.

Figure 4 Illustrates typical examples of some monthly planning exercises.

Even though the annual program and the short-term program tend to complement each other,
both are necessary to make best use of the workforce. The short-term program, in a sense, puts
into action the forward planning of the annual program, and feedback to it will enable monitoring
and control for the whole year.

The three levels of planning identified above are evidently not mutually exclusive, and the
boundaries between them are indistinct. All three should be viewed as integrated parts of a
comprehensive planning system

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5.2 Formation of a maintenance program
Developing an effective maintenance program involves determining the various maintenance tasks
to be executed for the facility to operate efficiently and effectively.

Forming a maintenance program involves identifying and listing maintenance tasks, establishing
a maintenance schedule, outlining how long it takes to complete the listed tasks and outlining the
departments or personnel responsible for ensuring the maintenance and task completion(Lateef &
Rashid, 2015).

5.3 Steps taken to form an effective maintenance program.

5.3.1 Set clear goals and prioritize them
The first step in building a successful preventive maintenance program is to clearly lay out and
prioritize what you want to achieve. Do you want to reduce downtime, increase reliability or cut
costs?

Tie your goals to broader strategic objectives and determine key performance indicators to track
effectiveness.

5.3.2 Assess the existing condition of the building, services and external works
To prepare a program it is necessary to assess the general condition of the buildings, services and
external works and to consider these against the policy currently adopted.

Perform a clear inventory analysis which may involve counting, costing, prioritizing etc. of the
equipment and facilities.

Develop a budget for each equipment and create work orders for each equipment

5.3.3 Set a maintenance schedule

A Maintenance schedule is a document outlining any maintenance tasks that are given a deadline
and are assigned to a technician.

Setting a maintenance schedule involves taking inventory, careful planning, research, and
establishing a maintenance routine that is easy to understand and facilitate.

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Put together a maintenance schedule and determine which maintenance tasks are seasonal or
cyclical and whether or not a contractor is needed to perform the tasks. An organization can
determine whether a contractor is needed based on whether or not his maintenance staff are
certified and trained to do work such as plumbing, electrical, or heating and cooling.

5.3.4 Create clear work flows

Get the company or organization on the same page regarding the maintenance program. Effective
Preventive Maintenance Strategy requires everyone to chip in, from a maintenance manager or
technician who must input data to a reliability engineer who reads that data and makes decisions
based on it.

Create detailed maintenance checklists for the technicians, refer to manufacturer recommendations
and provide instant technical support to the technicians.

Employ a record keeping process and determine a place to store history of equipment, repairs made
to the equipment and inventory procedures and processes. Create a file system for filing work
orders and inspections.

5.4 Steps taken to implement an effective maintenance program

5.4.1 Involve all the key stake holders
After forming the maintenance program it’s vital to involve all the concerned bodies of the
organization in order to gain the company-wide support and enhance fast track of the
implementation process. This can be through holding company wide meetings, conducting
seminars or workshops.

5.4.2 Develop and implement a training program

Create a training strategy for everyone to get up to speed on proper equipment maintenance. Team
members should be trained on any new technology as well as any processes and procedures that
have come with a shift to preventive maintenance, such as prioritizing work orders, creating failure
codes, and accessing documents digitally.

5.4.3 Track, report and improve

The obvious next step is to implement your preventive maintenance plan. This entails consistently
collecting data and analyzing data to get insights and improve the program.

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5.5 Factors that hinder well formulated effective maintenance programs
• Withdrawal of resources to deal with emergency work. Companies can redirect funds
meant for maintenance to deal with more urgent works. This can be due to a better profit
margin of the emergency works or the obvious urgent need to deal with such works.

• Climatic conditions. Bad weather that destroys constructions works limits the capacity and
potential of key stake holders in implementing the set maintenance programs.

• Access problems. For example on a high rise building where the areas to be maintenance
are very difficult to access. This makes the costs of maintenance exorbitant and hence
failure to implement such programs.

• Budgetary setbacks. Stakeholders of a maintenance program often have to within very

fixed budgets. For example, government may postpone incentives to maintenance due to
it's budgetary constraints hence failing the program.

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REFERENCES
1. Olanrewaju, L.A. (2015). Building Maintenance Processes and Practices. Springer
Science Business Media Singapore.

2. Ivor.H.Seeley(1976).Building maintenance. The Macmillan press ltd.

3. Barrie and Peter Swallow (2007) Building Maintenance Management

4. David S. Watt (2007) Building Pathology Principles and Practice Second Edition

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