64 Building Maintenance Management ~ Formal organisution structures The ofganisation structure may be represented by a chart, or ory the format allocation of responsibititie anogram, showing and the relationships that should exist between them (figure 32). The weaknesses, representationally, of the ofgaNograM musi be recognised as il is clearly unidirectional in nature and is eharse teristic of a classical approach, ‘This may be backed up by a corporate plan, which sets out the general obligations and responsibilities, perhaps accompanied by a policy statement and a clearly defined set of job specifications, or descriptions, for the personnel in the organisation (igure 33) nisation a ieeture and may be an si io cTy of TOE hought Although many of these structure Ray be the result not of a planned process, bul rather one of evolution, itis true that ‘Organograms may be useful, in that they provide an overview of the of major companies often undergo reorganisation exercises that focus on basic principles. This will most fy ntly be part of a response to events in the activities of the busi- , such a§ expansion, merger or take-over tis fairly obvious that an organisational structure, as well as being historically influenced, is Very much a function of the nature of the business, its objectives and the style of management adopted. This may well be a function of pol icy, but the policy itself will be the product of people i may be, for example, that the ethos of a company favours a rigid hierarchical structure, along the lines of the classical or military pattern, and this may, or may Not, be related to the nature of their business. On the other hand, it may be that this cont attitude, so hh is inappropriate, or that senior management endorses a differ ‘owner or boars ean é of directors + ‘general manager ahod MARE DARE DARE Figure 3.2 Developing organisation structure.to identify a number of companies, operating in fi Bard distibuton, that have war diferent orgeiseon tactres and ‘management. The varying approaches that can be taken to construction mt, fox example, are illustrated in figures 3.4a and 3.4. 1 there is little conclusive evidence, in such cases, to imply that one approach yer is the most effective. There are, however, obvious distinetions that may be lic and private sector organisations, where the context within which rks is quite different. Any comparison of performance, under such ; will be difficult. The increasingly complex context of maintenance man- ih intricate systems of relationships, compels us to consider more sophis -students of project management have considered the organisation = in terms of a matrix. This is in fact best illustrated by the scenario where a yutsources FM to an external provider. Maintenance will be part of this gemient so-that the FM provider will subdivide its activites into packages (which ay themselves in turn be ‘sublet’). In a sense, this can be considered as a project, Iya limited but extended timeline vork will effectively be broken down into activities, sometimes represented by Tyreaklown structure. Both the cient organisation and the external provider ssess ain ofganisational hierarchy (probably on a functional basis), which will pe different. © The relationship of the work breakdown structure to these organisational structures _ will probably. pose » number of question, particularly fr the client ergansaton srill bo faced with some hard thinking as to how it deals with these issues within its functional hierarchy. It will almost inevitably have to modify it If the organisational thinking is based on conventional fairly rigid classical thinking then there 1s a faslure to recognise realty. Vf the organisational structures of the respective bodies are overlapped, a matrix ‘emerges in which individuals in the client organisation may have both ‘project’ and Fanctional responsibility. Five types of project organisation emerge from this notion, x F gp (0), Fictional hierociy, where project tasks are ali a exational areas, whose managers take responsibilty for achieving tasks in their area. There is scope TOF TOnFTTcE owingto the differing priorities perceived by individual managers. @) Coa natin, whee = rc eee i eran eke Unies eet e demands ens _ > jerarchy= eg, allocation of resources. Balanced snatrix, sthere a manager is appointed io oversee the_Proeet SNe SEE sibility & shared with operational managers. The project manager SEPON for time and cost and the operational ers for scope and quality. The matrix io difficult to hold together as it depends on the relative ‘strengths of project and ‘operational managers. Power struggles emerge, and it may ultimately default, ‘depending on their outcome, to a co-ordinated or secondment type. ey Par ach : a Na Sy Mba bila’ page ban of ah : Diy gerbe! Negra prod oo B pee a Yon i gap pep 4 ett, fe aeepnn eserational managers assign personnel, full- or part-time as required, The project manager has mote effective control but potential enc-users have lost influence ee sect outcomes. “Daye! Iierarey, whece the manager manages a dedicated project team and opera- tonal managers have no involvement. The project manager has total control but ‘potential isers have lost all influence and the structure is rather inflexible. ea ‘project organisations led to the following conclusions:* For development projects, which can be considered as those required to carry out ateyic changes or developments, for example those that define the purpose of project activity, user involvement is crucial, and balanced and secondment (ix orgaitisations appear to perform most effectively. ition projects are more specific in nature, and a tendency towards more t hierarchies clearly has most potential. s maintenance of buildings, the latter of these two has more relevance in@grated procurement scenario such as PFI, we may have to consider bs, and this emphasises the need for flexible thinking, rrix Style of management worries many theorists who com mibigisty must be tolerated and competing claims accommodated fo tnction’ Matrix structures are high-demand, high-stress environments fd a8 over-complex with many quality-control and operational difficulties: © Alms! any organisation will work if the users accept it, but with the matrix system, jnanagers must have clear definitions of authority and responsibility. They mst be jc fo set aside theie individualism and understand that the essence of a matrix is Miat the [project] group must succeed first, then the individual. The matx system 1s a power-sharing, power-balancing organisation. If all the “power moves to one side of the matrix, the whole organisation loses, Most decisions dre nade at lower levels of management in order to push decision-making, as far ~ own as possible in the organisation and to encourage participation?” yment that ‘much, wr the matrix to and have been The building maintenance organisation Se eek ipsuenece 5 Bach Scope of the naintenance department x cB eet broadest sense, the term ‘maintenance department is used to describi'The person » Gr persons responsible for the planning, control and execution of maintenance opera- ficis. This may be wholly in house of, as is now much more likely, may include inde- perdent bodies, such as consultants and contractors. In considering the maintenance inuanagement systeins to be used, the relationships with these bodies and the rest of “fhe business organisation must therefore be carefully taken into account. The nature ff these interfaces will influence operational methods and management systems profoundly, Invits fme pe akin fronge afroed Benger o7 Gobel 9 wrote ieee sree dmon} [Wetik bark thy fe. fe Posed OT x mois Mee fra Gated on be fe prompts dels wk Bh frm ee phe, bot‘a manager has primary responsibility for tasks and the s assign personnel, full-or part-time as required. The project ‘effective control but potential end-users have lost influence the manager manages a dedicated project team and oper ser has total control but ‘have no involvement. The project manag Ihave lost all influence an the structure rather inflexible. 1d to the following conclusions** red to carry out the purpose of ind secondinent { organisations le: if projets, which can be considered as those reall fof developments, for example those that define fivity, user involvement is crucial, and balances 9 sations appear to perform most effectively. projects are more specific in nature, and at ject hierarchies clearly has most potential ainenance of buildings, the latter of these 10 has “integrated procurement scenario such a8 PFI. We ay a “his emphasises the need for flexible thinking ‘style of management worries many theorists who comment that “much ‘pmust be tolerated and competing claims ‘accommodated for the matrix (© jgh-demand, high-stress environments and have been quality-control and operational difficulties: it, but with the matrix system, itity. They must Be matrix is endency towards more more relevance. nave to consider jon’ Matrix structures are Ni cf as over-complex with many “Almost any organisation will work if the Ae age have clear definitions of authority an eopone Bite te set asic there individualism ane! undertone 10 {he essence of & <7 Fhad te [project] group must succees fies then the individual ~The matrix system is @ power-sharing, power-balancing organisation. If all the power moves to one side of the matrix ithe whole organisation loses. Most decisions fe at Tower levels of management in order to push decision-making, as far are mad - Gown as possible in the organisation and fo encourage participation” users accep! ‘The building maintenance organisation Scope of the maintenance department ance department’ is used to describe the person control and execution of maintenance opers- ‘fons. This may be wholly in house of, as is now ‘much more likely, may include inde- pendent bodies, such as consultants ‘and contractors. In considering, the maintenance ‘management systems to be used, the relationships with these bodies and the rest of - nisation must therefore be carefully taken into account. ‘The nature will influence operational methods and management systems mits broadest Sense, the term ‘mainten: ‘of persons responsible for the planning,Maintenance Organisations 68 “Wi general, each Cae Be the following phases must be considered in structuring mainte generation of maintenance work execution of the work contrat of operations provision of feedback 4 financial control |. evaluation of performance. ‘The organisation set up to deal with maintenance needs must address two major cor cerns. Firstly, it must ensure that an appropriate service is provided within the guise E Tines established by proper consideration of corporate objectives, and becapable of judging its own effectiveness (or that of an external pr ing and controlling its performance. secondly, it m sovider) by monitor “Fite need fo satisfy these two interlinked issues underlines the importance of the nteriace of maintenance with the rest of the organisation, For example, a typical | Fotising association defines a set of performance indicators, amongst which are the following: . actountability G_ sesponse so repairs 3 an indication of the times when properties are unoccupied. Allied to these, it sets clear performance requirements for maintenance operations, as an integral pert oF satisfying a set of target performance indicators The organisation of ‘maintenance department will normally be determined, of the parent organisation and the policy it adopts for its execution, except in cases where fabric maintenance is essential to corporate ob! fives, for example in a housing association. In this case the maintenance dep ment could have a strong influence in determining the nature of the overall by the characteristis | & Types of maintenance department oossible to produce a generalised ¢ assification of maintenance organisations cording to the degree of domination exerted by one or other of the parties involved in the process. Using this approach, four main parties are identified: G_ occupants or tenants the owners or client orgar tion responsible for managing the property 3. the ‘professional’ maintenance team the maintenance workforce and their immediate supervision. hese parties are perceived as likely to have different, and perhaps conflicting, goals Assuming that organisations may sometimes be dominated by one party, four logical types of departmental organisation are thus derived.as possible Properties are let or utilised as soon as possible. F this regime, to concentrate on external painting and repairs during ternal refitting and decorations at changeovers, Management there- ‘of maintenance planning related to occupancy patterns, rather eeds, Frequently, contract labour will be used, owing to extremely hus management will focus heavily on contract control and “"°B) Prolessional dominant type When this group dominates it is most likely that the style of management will reflect 4 sympathetic attiiude to the maintenance needs of the built fabric. For example, there is likely to be a strong emphasis on planned preventive maintenance programmes, vwitich are seer as limiting the amount of random or emergency work theough a proper care regime. If applied rigidly, control will be based on achieving, quality, and in seme cases may result in unnecessary work being carried out. The worklorce Will probably be a highly trained one, working within a carefully laid down pattern (4) Workforce dominant type “Maintenance work, in this case, is influenced largely by operative work groups and their immediate supervisors. Standards will be heavily affected by trade group norms, and there will thus be large variations in the quality of work. Control and management will be a grass-roots affair, with a very minimal professional organisation, and thus low overheads. ‘To this we should perhaps add ‘external agency’; however, it is likely that this will exhibit similar characteristics to the ‘professional’ maintenance team type of organisa- tion, and thus’ there will be low ovetheads. © Within each of these, characteristics of Handy’s cultural approach are clearly appar- ent: Whilst not a very effective classification basis, the foregoing, categories are useful jn terns of what they disclose about maintenance organisations.can be taken is to classify a maintenance dep: ne ¢ € t artment in stics of the building stock and the nature of the organisation, to maintenance within it. This ‘importance, eg. commercial rented ‘al importance, e.g. industrial. characteristics of the organisation racteristics of organisations are extremely varied. There is clearly a of the building stock % -of the building stock can be described by each of the following | structuring a maintenance department, the degree of homogeneity displayed by the building stock will be a significant factor. Where, for example, an organisation's building stock is heterogeneous, the decision may have to be made to sectionalise the aaintenance effort, whereas with a homogeneous stock the need for specialist divi- sions is unlikely to be necessary. ‘The two Variables relating to characteristics of the organisation and the building stock can be combined to give the following categories: ~ @- concentrated homogeneous . & concentrated heterogeneous G_ geographically dispersed homogeneous geographically dispersed heterogeneous © G_ divisionally diverse. Beesfc new buildings, their design and procurement drawings and maintenance manuals nts of new buildings in general ieee other services related to the areas of adapta: /modifications tds to be achieved, and the setting of performance indica- imary needs of the organisation, eg. quality and response to whether to repair, replace or renew relating to maintenance costs, to assist in sensible financial sgement on the organisational needs of maintenance, ‘o ensure sation exists, with the correct relationship to the rest of the ons ged with respect to internal functions, and also with points of ith within and externally, so that each of the following may be relevant. internal administrative system that clearly defines: ~ & roles-and responsibilities @ organisational interzelationships 3. communication channels & chains of command and patterns of accountability standard procedures: The defining, of proper protocols for dealing with external organisations, and other departments within the organisation. Within this function careful consideration will need to be given to the procedures for communicating information, whether written or oral. Increasingly, informetion technology is of critical importance when considering administrative and organisational sys Operational function ‘The relevant operations can be classified under the following headings whether they ‘ate carried out in house or by an external agency: seni the work input D program ae workMaintenance Organisations 73 these operations represent the essential maintenance execu detailed internal organisational aspects, will be dealt with structures discussed below are all summarised by the use 1 formal chart does not always exist, and in many organisations ag relationships that ensure higher levels of service In other words, situations where the sacrifice of formal control may better serve ance organisations roperty maintenance Jon for England and Wales have published a number of repor!s a concise picture of the nature of property management in the local x. The most relevant reports in this respect are two related publications, cifically with management (Local Authority Property — A ‘Managentent Hot Property ~ getting the best from Local Authority Assets). These repor's er property management considerations, but provide some intelligene wich useful conclusions can be drawn with respect to maintenane® MaMaee : | Toy’ exclude specific reference to housing maintenance, presumably because fusing represents a particular set of problems and ‘needs to be considered in relation = fo the everall provision of what is termed social housing, which is not restricted fe Jocal authority propertic OF ihe ho reports, Hot Property is of more current relevance although ons of tS ‘nt of the many changes that had occarred. 3s to review progress in the lig! jament management. The report identified the, following scale of local objectives « in Jocal gowen Suthority owned property in 2000: (assets valued at around £78 billion {cost ol (5 billion a year to run and manage GF jnclucie« over 21000 schools, 3800 libraries, 1800 leisure facilities and 2200 com siunity, centres. It divider! property stock into: the direct provision of services ~ property occupied by Jocal vehi staff for the direct provision ofits services, including elderly persons secon nedation, schools and offices, leisure centres and community centres build) 9p that support the delivery of services = e§ council offices — including both vacant property, assets under construc strial buildings. © (ly. property held for re) (3), non“ rational property fon) commercial and indus s falling into each of these categorie here are also major difference 5 within a given local authorit 5 resulting from peopraphie ‘The mix of properties - varies will: policy andwider props | adequate strategy for managing pr These and to some extent they may all impinge AE ae 29 ‘that are highlighted in bold, however, are of prime - ut property reviews sof holding property not recognised vs for tenanted /vacant property : jintenance policy. B i eden assets that do not support services or are unnecessarily costly | Ye, key front-line buildings fall into disrepai “cy Js unproven - for example, councils own commercial property “hon but fewer than half of councils regularly review the costs and “imting this portfolio "the average civic centre is unused or underused. Sing opportunities to share property with other agencies eee Around GB Coiineils + the 1980s) strongly advocated the formulation of a policy statement arlier rep. inthe corpo, an and the setting up of a property committee, sub-committee or equivatent bo. > determine an effective strategy for managing the resource oF asset legumes 25.4). The latest roport is inherently consistent with this thinking, Ik strongly adv the increasing use of more robust asset planning but is far less to the advice it provides on organisation structures. Additionally, “ucr emphasis on performance measurement and. challenges local “on its practice at every opportunity. wnt responsibilities should also be clearly defined for members, ccupiers, The reports stated that every authority should have a full © 4 this should include the condition of the buildings. From this & ce plan should be prepared, taking account of the age profile of the specific with it encourages authorities £0 ve Property » stoftand bull the maintenance management structure within a Shire county hh it can be seen that the council has a property department 3 umber of assistant directors, each responsible for an area ‘ment. The major interest, in this example, is with the assistant crty maintenance, whose brief extends somewhat beyondSetup property |= Setup evecutve unit ssup-commitee C—susseest Serouprovery | [Useincanwes management Perauade sera to irpcove Fesponsibny id contra property Some ee ye __ ing responsibilities ~ local authority. lit Commission report comments that: © of property by individual committees has been cited as a major barrier _ set management. . . operational departments should be held to account _ ction of property which is a corporate resource. A dilemma exists: the - clain the power to switch property resources between departments but ving, [the original] department of the primary responsibility for asset Authorities need to establish a trade-off... and to spend moneysurveyors ‘echneans opectors Figure 3.7 Local aulhority property management Schoo! buildings ‘These are worthy of specific mention owing to the manner in which school mainte- sjance i funded a8 outlined in Chapter 2 and the stock condition issues identified. A ‘key trend in this sector has been for delegation of responsibilities to local school man- agers ‘The initial delegation for buildings was limited to non-structural elements and ~ very minor works © A wider delegation of maintenance funding to schools, known now 2s devolvet “fanding, came into full effect on 1 April 1999, and represents 100% delegation of struc- maintenance to schools in respect of recurrent work, The one stipulation that nies this is that funds allocated for maintenance cannot now be transferred : support other budget allocations. allocations from the local authority to the schools are based on a formula wedology that takes account of school size, age and condition. The prioritisation of jenance spending is thus in the hands of the local manager but the local education ‘ity remains the landlord.. a number of assumed advantages of del ns ‘is clearly a disadvantage because of the limited ability of i ooh ocal : ty of inexperienced, Be ees 5 make ‘proper professional’ buleing: mime nica s recognised this weakness early on and many developed so-called es where schools can opt to return their money to Ree for recurrent maintenance. Schemes varied, but the ability to act as is only available for money allocated under fair funding and not [under the original local management system. This often creates ‘elationships but it has allowed the potential of asset g, to be exploited more effectively by local authorities. ‘ jance organisations pter 2, housing maintenance is a major problem throughout all the owner-occupied one. Generally, however, the majority of data what we may term social housing with the two major providers : i] authorities and housing associations. “Housing maintenance has also, because of its high political profile, received @ major vattention devoted to maintenance management. As well as tts political Significance, this sector also has structural characteristics, in pasticular the homoge: alos natare of its stock in terms of building type, and a relatively limited geographical dheribution of its stock within a given authority or other managing agency, ‘Some authorities and agencies have aged housing stock, and many housing associa- tions have a large proportion of refurbished property. Both of these situations cause specific maintenance problems, and may influence the organisation of maintenance share of the operations. ‘There ate a num teams ist the public sector, incl ing. This may be a question of total funding, made ©’ difficulty with the social housing sector in general is that, although there may be on the objective of keeping the housing stock in a good state of repair, there ‘has been over the years a great deal of confusion as to how this should be defined. It “hoped that the ‘Decent Homes’ initiative and the Housing Health and Safety spect | y to aid ber of other general problems faced by housing management Juding those related to the provision of sufficient fund- or the way in which allocations are | ating system launched under the 2004 Housing Act (Part 1) will lead to greater con- formance monitoring, There will inevitably, however, always be dif sised by tenants, housing managers, maintenance personnel, s empha: pervisors and operatives.ample, are likely to be concerned with those repairs that seem of most ® to them personally, and naturally want those repairs carried out as The maintenance professional, on the other hand, may prefer a system tenance that reflects a long-term attitude to maintaining the fabric of busing manager will be interested in housing as a social service es ate apportioned, the conflicting demands of different types of er influence than condition factors. has seen many changes in recent years, and constant political pres- xm. There have been substantial moves away from local authority itly increased activity in low-cost rented housing from the housing & ors. Itis possible to identify organisations that are owner-, occupier: orkforce-dominant systems. jor Stated objectives of the diversification of provision has been that of 4 srge bureaucratic organisations into smaller units, on the basis that ter lines of communication — that is, the possibility of a more per- . The attractiveness of this was recognised some years ago, and pts by large local authorities to decentralise operations, and use area~ spS as rapid response teams. This can, arguably, be perceived as the ‘occupant- and workforce-dominant organisation. The approach has its ts to Counteract perceived social problems and tenant dissatisfaction, to : conditions represent one of many contributory factors. This 1s an example, qitite commonly encountered, of housing management taking a stance (hat may have nore to do with social factors than real fabric maintenance, The accepted wisdom amongst maintenance professionals now, however, 1s for the introduction of planned maintenance programmes, and organisational structures reflect this g maintenance management have Over the yearsa set of recommendations for housiny been proposed although there is by no means universal agreement amongst profes sionals. However, the following principles have been established, {) An integtated organisation should exist, with overall responsibility for determin- ing maintenance plans, priorities and customer service standards and for monitor- ing performance, clearly fixed withinthe housing department. Thisrecommendation js, however somewhat in conflict with other arguments supporting a decen- tralised approach on the grounds that, although costs may rise, service quality improves (2) The execution of jobbing repairs should be optimised by careful consideration of the problems faced, and by adopting an organisational strategy to tackle them ~ for example, through the use of: . estate-based repairs G zoned maintenance @_ neighbourhood term contracts.needs 2 clear policy on both current and future mai ‘policy must take into account the needs of future tenants as well as resent, and under the new Housing Association Grant regime this will king, provision for sinking funds to cover the cost of infrequent and pos pected repairs.” “The Housing Corporation is provided with powers under the 1996 Housing Act toissue housing management guidance subject to consultation and approval by the Secretary of State It introduced in April 2002 Regulatory Code, together with associated guid ance, which sets out the obligations of housing associations. The Housing Act 2003 tidied 1p a lot of legislation and the Housing Corporation re-issued the Code in August 05 ‘The code requires that: Housing Associations must be independent ...and properly constituted notfor- proft organisations. They must operate brancially sustainable and efficient bus eeeses and should be committed to and primarily focused upon providing good and tesponsive housing ...1n doing so they will conduct their business according to the follesving principles demonstrating their organisations are: °* @ viable properly governed rnted, elsewhere in housing, wg the need for their opera “These ate rather sweeping guidelines, which are suppleme’ _association literature, by further recommendations regardinsoo and tenant's responsibilities ey ‘operation of policies and procedures | budgetary control. ‘ere now rigorously scrutinised by the Audit Commission, a close relationship with them. In their annual reports, most S will include comment on the condition of their stock and some 2 periormance, Because of their diversity, and despite we is great variation in pecformance levels, which does not always to their organisational style. cing association movement has also directed much of its alten orities, such as inner-city programmes, where it enjoyed access 10 ‘repair aspects of rehabilitation programmes. a | 2.8b illustrate the orgenisation of two housing associations. They d as medium-sized organisations within their sector, having 1000 housing units fon A has a housing stock that is 90% purpose-built, and may loosely be ‘build. Association B, however, has a predominantly refurbished stock hey bath aperate in similar-sized population centres. Whilst A has a more geographi- “cally diverse sinck, with a significant number of properties in semi-rural locations, B works al wvely in an inner-city environment. These differences, particularly nthe their stock, mean that many of the problems they fece ere rather 0 4. as can be seen, has an arm of its organisation specifically dedicated tenance. The section is managed by an estates manager, and is responsible for function for buildings and infrastructure. There is a well-developed maintenance programme, with a comprehensive computer-based property file jabase provides 2n important tool for day-to-day maintenance operations, repairs. It does not at present relate to major renewal (cluding emergency programmes ociation B has a maintenance department that is under the control of the housing naneger, but with important links to the architect and. development sections. The operation of iaitenance is characterised by a strongly informal set of relationships Property records are not computerised, but to quote an employee, ‘the maintenance manager is a welking encyclopaedia’. There is, however, a strong, feeling that major changes will be necessary, if only because of the increasing requirements for housing gssociations to become more seli-sufficient in financial terms. The ad hoc treatment of property records, for example, will not be adequate for future needs. Their major ‘problem is the need for a proper condition survey of their predominantly refurbished stock. Despite this, they do not employ a maintenance surveyor. They do, however, » have their own architects and employ some direct labour.Maintenance Organisations 81 Poa Taig nage! alli ae anage Figure 9.8b Housing association B abour, and uses consultant architects for all it Association A employs only contract I ficant maintenance management group, which Jesign services, but it does have a signil gularly lacking in B clear demonstration that the nee be tempting to comment that if the organisation There is here «ds of an organisation and its structure ays matched. It would vuld be a much closer matching of needs and provision s they exist, are the result of historical factors and re. nol alv charts were reversed there we In both cases, the organisations, a in particular the influence of personalities. tional structures raises an issue with respect to main Comparison of their organise I concern of housing associations, and is the subject y a central lenance, which is cl of much debate in where the maintenance function should be housing management circles. This relates to the question of located in the organisation. Association B.> Building Maintenance Management considers ‘that, because of its central importance in terms of tenant affairs, it should be an integrated part othousing management. Association A, on the other hand, considers tha this approach does not work, as it marginalises maintenance activity Is, there tome convinced that a separate maintenance department, with strong. management _pbrting tightio Bs director, gives maintenance central importance and status that clearly, “ea level as that of other departments. There is an implicit under- ends: lat all departments will compete for funds but should be able to de so on term of: ‘mnaintenance, owing to their high performance requirements and the complex- Nig Se erginecring services needed to sustain proper levels of patient care. ‘The 2005 ise value of the estate is estimated at £23 billion (source: NHS Estates) and ___ at the time of writing this is subject to a massive programme of capital expenditure and moderiiSation. Like school buildings, it is subject to rapid change in response to sigh priority on the political agenda. A consistent theme, however, has been for to be through a range of trusts, self-governing bodies designed to “localise’ y andi set priorities that respond to need close to the point of demand. The past few Years have seen great change in the organisation of these trusts and consequently othe manner in which the estate is managed. The most recent reorganisation has established a structure divided into: 2 primary care O Secondary care. Peimary care is at the heart of the NHS, and Primary Care Trusts control approxi mately 80% of the NHS budget. Their brief is a local one under which they man, health services at a local level. The key component is general practice, and their remit provides for the commissioning of services (eg. from Hospital Trusts) to match local demand. They have been in place since April 2002 and report to local Strategic Health, Authorities. Secondary care (often termed ‘acute care’) usually takes place in an NHS hospital, formally managed as an NHS trust. Secondary care also includes mental health trusts, ambulance trusts and care trusts ‘Not surprisingly, along with this there have been a number of changes to the way in which management of NHS Estate is co-ordinated. Up until recently this task was undertaken by NHS Estates, which was formed in 1991 as an executive agency of the Department of Health. The task is now undertaken by the Department of Health | Estates and Facilities Division. The organisation of maintenance of health buildings is ‘therefore heavily characterised by a number of influences: —G sapid change ee _a varied range of self-governing bodies oaMaintenance Organisations 4 o rapidly changing estate 4 «dominance of Public Private Partnership arrangements. Estate management thinking is a reflection of the massive seorganisation of health: core duciig the 1980s and 1990s, Of all public sector organisations, health is the one ost dominated by a more holistie facilities management approach “aintenance monagement within the health service became largely centred around Phisticated computer-based systems at an early stage and this has continued to svclep in the form of integrated FM systems often driven from a CAD platform. The Production of accurate estate records, including building condition data, was therefore 4 Major priority, but with the continuing modernisation of the estate through the core muction of nev hospitals the quality of estate data has become less problematical. ‘Asin the rest of the public sector, much guidance was aimed at driving estate man- @sers lowards a much more robust planned maintenance approach. However, given {the need to respond to clinical care needs, this is not always easy. Therefore it is not unexpected that much planned maintenance is driven by the need to meet statutory. Provisions, together with the requirements Of insurances, and is dominated by work on plant, equipment and engineering services. Given the complexities, itis difficult to define a typical organisation structure, and in large part the key organisational aspects will be strongly influenced by linkages to ‘external agencies such as PF providers. However, figure 39 indicates a general outline of an estates directorate for a large NHS trust responsible for several hospitals and figure 310 an estates department within this The range of responsibility for the direct Jhole should be noted: this ponds 1 guidance requiring trusts to take a at integrates capital projects, modernisation, busines: ponse and planned is to be ilities projects act as an interface with external ag; tes department reflects this but the divis noted, indicating that the thinking is to recognise th ent characteristics of these pes of maintenance. To manage response maintenance a ‘helpdesk’ approach is used but a declared objective is to reduce the volume of work to it by actively seeking out s into zones, visited at This is effected by dividing hosp & in a proactive wa wut as many response tasks as pos ible. Tt is assumed that st twice a year to cerry 0 this will also provide a regular inspection approach. The essential co-ordination of both areas of maintenance activity is the task of the works superintendent. Fabric maintenance in industrial organisations Company A The company whose organisation structure is summarised in figure 3.11 is divided into several divisions in the UK. It is part of a large diverse company, operating on a ‘multinational basis. It can be seen from the diagram that the fabric maintenance func- tion is under the control of a manager of estate services, who reports to the productionSd sonmpped pur sareasd FO wopeneBIO oe Buseyp.ndBs oa of Estates Department for NHS trust. Pa n er of the machinery manufacturing division. This division represents the mai “Bream activity of the company. The estate services section i Sais cenpcel ie gnaintenanice of buildings and estates for the other divisions. Geographically, within the UK, the company is centralised in the Midlands, where fll the ali isions share the same site. There isa strong policy that requires each vision to be financially independent. De wd sales and finance gs serving all the manufacturing divisions. be considered centralised. ‘pany affords this maintenance function of the divisional managers. In practice, communication. Itis debat- ite this, there are centralise Similarly, for operational purposes fabric maintenance service can tion chart suggests that the comy Jow status, by placing it under the control of one there are also complex lateral and highly informal chains of ‘able whether this can be effective, and the maintenance se ction. thore is-a lack of integration of their fur “There is no planned or preventive maintenance whatsoever and the section responds fo imidiuot requests. This effectively ets up most of the budge! fr building main- a redof the section clearly considers that they are underfunded an ere ‘fs aniple evidence to support his view. In terms of corporate objectives fabric condition ow priority in comparison to production. 1, responsible for building fabric site infrastructure and building ser er uests being logged into a computes and given 2 PHOT) rating 105: here areno systematised rules for allocating priority, although there is, The ory: ction feel very strongly that, Maintenance Management ‘sponsible t0 the manager of estates services, renee he who is not priority item relates to building condition at th Se to ishes, for example in areas where propestneclisns acreewe are treated With some urgency. One consequens fie een Repai Ha MIAIRS tent on iss tt the ssoage: concrete vecoenetce ‘Ass typical in this typeof organisation the individual responsible for meistenance orcas hhe considers necessary to achieve what is, for him, a minimum standard. jainteniance is, in general, carried out by in-house staff, although outside specialists often have to be employed for difficult items. Inthe case of some large items, company policy is that tonders should be obtained s s From figure 3.11 it can be seen that management rests mainly in the hands of the snanager ant his general foreman Only time will tell if this policy is short-sighted. Wheat is certain, however is thata time will come: quite soon, when the senior management will be faced with some very ‘awkward decisions, and may well be forced into a mejor investment of funds. The Amourt required is obviously growing at an increasing rate, and what may be more ‘problematical e-the extensive disruption that will ultimately be caused 1o their wan Corporate dbjeclives: There has already been, quite recently, 9 com @ major maliulscturing facility, as the result of an electrical failure thet could clearly Favebeen avoided by routine maintenance if the section had had the resources to carry e shut-down of Company B is a constituent company of a major multisnational, high-technology SAE” Sear oncenn, based in the East Midlands. It occupies a site with an area of appro eee es eclares, containing more thar 80 buildings, witl a tota) foe ores wemPovuO IE, dating from the 1940s. The organisational structure is shown 1A figars 32 sorte in the previous case, the estates manager aon ae eittance, As can be gen from figure 312, he reports directly 40 Baar avtiging director, has complete responsibiity for maintenance cluding Bi so tal of cver 40, Ir il aloe seen shat hei responsible for éapital works: “lis wotk falls under four main heading: here feels that bis function is and he budgets accordingly _G@). Minor maintenance 4 Fis 6 work he defines as having a low Jevel of material usage, and which is carnied pit of demand by his own labour. There hs, for some time, been in existence a com Paterised record-keeping system, based on accounting procedures, from which be 1s Sie to formulate an annual budget for this area ‘of work. These records also give him jsough mforimation to predict the distribution of expenditure throughout the monthsMaintenance Organisations $7 8) Figure 9.12 Company B.Maintenance Management vs, and thus allow hima ren and tho measure of finanei 4 s heading runs at around £50000 per ne ite 2 rai maintenance wer this heading he organises the & : Lede ee ere ote fe execution of a plannes ro Se eeton and maintenance. This is Shee Bas oe y ith statutory and insurance provisions. It gives a oem E enka {ange of time cycles, much of related eee mn S a a ‘work is identified from maintenance histories and peau © is ee toe SH * ae Wy both direct labour and contract: Haitenae ee ae ietable: given a well-established presi ne ae estas ae Planting is also well established, through past records, and a known oe certain tasks at predetermined times inthe yea Asan example, ell subtatons are always given a regular inspection at Easter, to minimise disruption to ae ‘Under this heading are also a series of larger one-off ‘identified i m = r ger one-off programmes, from ime, that have less to do with deterioration than with the changing nature of ee sree es fue example of these is a complete inspection and overhaul of a Serh ee ee design of which was based ‘on operations ‘that Tonge © ‘company operates in a rapidly changing, and highly = "competitive; international climate, and an important part of the estates manager's role 48 to try and respond to it. (3) Major maintenance fall any other items of a large-scale nature. Whilst the estates Under this headir funding requests under the previous headings are, in general, met in «ll, this area of work often represents things he would like to do, but that are not all supported. He receives a fixed budget forall sections of his work but in this third cat ceory all the items are given a priority rating from ‘essential’ to ‘if affordable, When yency items occur, low-priority items are dropped from this budget t of his total maintenance al flexibility for the management unforeseen eme It thus provides essenti budget. Tike content of this section of his work is continually under review, Where possible, to move what he considers to be very important items to routine m: tenance. For example, painting had in previous years been part of the major mainte- hance section, but for the next and subsequent financial years is being switched to goutine maintenance. He justified this to his managing director on te grounds of more dive planning, and economies of scale efficiency improvernen's 4 ome Hehe budget for whic! ae ore hs ce heats - 4g therefore of the order of % of which can be classed a head of this department considers ee h that the *1t is worth commenting, however, thal . " ue ein a far de: context, and sees all his work as being related ST: i tion to help meet corporate objectives, and that the site in the optimum condit and he has sought, ain: C01 hn the department is respon: f £2 million, aboutMaintenance Organisations 49 uibishment, conversion Work and other ea i ( a alga pital projects are an inte, ‘ Nc . ° i * ue i tite nce budgets are fixed, the largest ete tase ell ajot works section, which is considered i This provides the potential for re hid Where lal for response to charg 1 «ll maintenance work for this type of industrial ongenisatin ee on Major/eapital works This ig the to en Of Wee o ha uurth arva of work that falls under the control of the estates manager, ond aNaual expenditure js, as is to be expected, variable, normally i I 50000 ¥ E7000 Irae » Normally in the range from = {s interesting to note, however, that the estates manager is seen * 8 major generator of proposed capital projects from his overall role as estates co- ‘onthuator, dnd the position of comparative strength from which he appears to work, _. The organisation is characterised by extremely supportive senior management, and on excellent personal working: relationship between the estates manger end the assis: ‘ant nnanaging director, There is also on extremely effective relationship between the ment and the accounts department. The latter operates a computerised. yystem, within which maintenance is fully integrated The system was | suuch a way that constructive maintenance data could be extracted The \ponents of the system were a logical system of numbering all orders, lirect labour or contract execution, and the recording of this number on and invoices. The secret to the successful operation of the system ae » be the ordering system, FPS the data genexatee! provides a historical basis for buelget-lixing, whieh means that there exists a tendency for maintenance programmes to be based on past expenditun rather than on need, There are properly records stored ina database format, and yecort Which are CAD based. There appear to be no systematic attempts to carry Gut full condition surveys Dhegpie this the Hew of department (cls that he yainins 9 good upo-date pictaae tk es conto ats eae ali ob to respon to Bung ees though eee / : : i but not for stems for space utilisation exercises Some use is being made of CAD systems fo { although this development is now in the active Maintenance management purposes, planning stage. References ant, C1OB Technical Information Service Pa re = (1991) Facilities Manageme (1) Powell, C 99) gem Chartered Institute of Building, London , - elaine @ Fa etinmsion (2000) Hot Property ~ Getting the Best From Local Author fi ‘Commission, London. - ee cayen nie Management and Economics o FSi Development Confe he Manag etioaie ie F< Paifls ond Maintenance Maintenance and Economics rence ort Decisions of Owners twho Re — transactions of the Research f Maintenance of Built Assets, ‘ana F. Spon, London.