GUIDELINE

Maintenance Management
Framework

Building Condition Assessment

Department of Housing and Public Works

 The suite of Maintenance Management Framework documents is available online
(www.hpw.qld.gov.au)
1. the Maintenance Management Framework policy document contains the policy
requirements and general information for Queensland Government departments
about relevant asset management principles and practices
2. Guidelines complement the policy by giving a more detailed explanation of a subject
3. Policy advice notes discuss emerging policy issues or topical maintenance matters.

Building Condition Assessment

Second Edition
Queensland Department of Housing and Public Works
(Includes minor updates as at December 2017)
(First published in June 2004)

ISBN 978-0-9804681-7-5
© The State of Queensland
(Department of Housing and Public Works)

Enquiries should be directed to:

The Manager
Building Policy and Practice
Building Industry and Policy
Department of Housing and Public Works

GPO Box 2457

Brisbane Qld 4001

Email [email protected]

Maintenance Management Framework Guideline

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Contents

1.0 Introduction ................................................................................... 2

1.1 Definitions ...................................................................................................................................................2

1.2 Scope ..............................................................................................................................................................2

2.0 Condition assessments .................................................................. 3

3.0 Other building inspections or audits............................................... 3

4.0 Condition assessment process ....................................................... 4

4.1 Scoping of services ...................................................................................................................................5

4.2 Procurement of services ........................................................................................................................8

4.3 Planning the implementation ..............................................................................................................8

4.4 Implementation .........................................................................................................................................9

4.5 Reporting on the condition assessment ....................................................................................... 12

Appendix 1: Definitions ..................................................................... 15

Appendix 2: List of other building inspections or audits ..................... 18

Appendix 3: MMF Tables 1, 2 and 3 ................................................... 21

Appendix 4: Example schedule of maintenance works in a condition

assessment report ............................................................................. 24

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1.0 Introduction
This guideline forms part of the Maintenance Management Framework (MMF). The MMF is the
whole-of-Government policy for managing building maintenance. It was approved by Executive
Government on 28 June 1999 and came into effect on 1 July 1999. The second edition of the
MMF policy document, incorporating enhancements resulting from a comprehensive whole-of-
Government review, was approved on 17 December 2007 and further updated in 2011.

The MMF defines the minimum policy requirements for the maintenance of Queensland
Government buildings. One of these requirements is that departments assess the condition of
their buildings by site inspection at least every three years. Depending on the nature of the
facility, more frequent assessments may be deemed necessary.

The MMF states that “departments should decide on the appropriate interval in terms of
criticality to service delivery and complexity of the building asset”. In addition, the MMF
specifies the type of information that should result from the condition assessment process.

Condition assessments are an important aspect of effective maintenance planning. The

incorporation of condition assessments as part of maintenance processes ensures that there is a
structured, objective process for identifying the demand for condition-based maintenance
works to meet strategic and operational priorities. Such works should form part of any
comprehensive program of maintenance in conjunction with preventative, statutory and
reactive (unplanned) maintenance work, over the immediate, medium and long term.

In addition to condition assessment information, departments require a range of other asset

management information, which is also obtained through inspections or surveys of buildings.
Section 3.0 and Appendix 2 provide further details in relation to other building inspections and
audits that can be coordinated with the MMF condition assessment process.

1.1 Definitions
Definitions of the key terms used in this guideline are outlined in Appendix 1.

1.2 Scope
This guideline provides guidance on the process to be adopted for the planning and
implementation of condition assessments. It also defines the scope of condition assessments
required by the MMF.

The development of an annual condition-based maintenance works program from condition

assessment reports is outside the scope of this guideline.

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2.0 Condition assessments

Condition assessments are technical inspections by competent assessors (refer to Appendix 1
for a definition of competent assessor) to evaluate the physical state of building elements and
services and to assess the maintenance needs of the facility.

Reliable and objective knowledge of the physical state of their buildings and the impacts on
service delivery will enable departments to develop appropriate strategies and actions for
maintenance, major replacements, refurbishments and investment.
A lack of such knowledge could result in:
• unnecessary exposure to legal, social and other risks associated with deteriorated facilities,
statutory non-compliance and hazardous materials
• premature asset failures, shorter useful asset lives, higher repair and replacement costs, all
of which ultimately affect service delivery capacity and quality.

Condition assessment generally comprises:

• physical inspection of a building to assess the actual condition of the building and its
individual elements and services (e.g. air conditioning, fire protection), in comparison to
the asset owner’s specified condition standard
• identification of maintenance works required to bring the condition of the building and its
services up to, or maintain it at, the specified condition standard 1
• ranking of maintenance works in order of priority
• determination by the assessor of actions to mitigate any immediate risk until remedial
works (or other actions) can be taken to address problems.

3.0 Other building inspections and audits

Departments require a broad range of information in addition to that produced by building
condition assessments for effective asset management of their buildings. Much of this
information can be obtained through the building inspections and audits explained in
Appendix 2.

1 Where condition standards are specified at overall building level, detailed descriptions of what is meant by the S1
to S5 ratings (see Appendix 3, MMF Table 1) should be articulated in terms of condition standards of key building
elements most critical to delivery of services. This is because more complex and critical building elements will
generally have specific performance requirements and these elements may therefore need to be maintained above
the standards required of the overall building.

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Given the variety of inspections associated with buildings, appropriate Service Level
Agreements (or other suitable instruments) need to be established between departments and
their service providers undertaking these inspections and audits (as applicable - some
departments use in-house personnel for these tasks). This will ensure that condition
assessments (as required by the MMF) are clearly differentiated from other data gathering
audits and inspections. Prior to the finalisation of Service Level Agreements (or other suitable
instruments), departments need to consider how best to integrate or coordinate such
services/activities to ensure that opportunities for efficiency and effectiveness are maximised.

4.0 Condition assessment process

Table 1 explains the five distinct stages of the condition assessment process which will assist
departments to establish/refine their existing maintenance planning procedures
Table 1: Stages of the condition assessment process

Stage Description Responsibility

Scoping of services • determining the requirements for information (as required Departments
by the MMF) and other data to meet asset management
obligations
• developing service specifications

Procurement of • procuring the condition assessment service from a service Departments

provider using appropriate arrangements, in accordance
services
with MMF policy requirement 9 (Note: Some departments
use in-house personnel to undertake assessments)

Planning the • planning the implementation of condition assessments Departments/service

(including targets and milestones) based on the
implementation providers
requirements established through the scoping stage

Implementation • reviewing data from previous assessments, removing Departments/service

references to completed or redundant works, and making
providers
any other necessary corrections to ensure that appropriate
areas are targeted during condition assessments
• undertaking the assessments in accordance with the agreed
scope and timeframes
• recording the data from the assessments and updating any
existing data from previous assessments

Reporting • providing reports on the results of assessments to enable Service providers

the development of a condition-based works program and
(includes in-house
to support other asset management objectives (refer to the
personnel as
MMF for the prescribed results from the condition
assessments) applicable)

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The stages of the condition assessment process are represented in Diagram 1, together with the
associated maintenance planning activities.
Diagram 1: Condition assessment process

Condition assessment process

Scoping of Procurement Planning the Implementation Reporting

services of services implementation Data review
Condition
assessment
Data
recording
and

Condition
Other maintenance works
assessment
Performance and (preventative, statutory
service delivery data Condition-
and unplanned
performance based works
review program

Annual
maintenance works
program

Strategic Agency Asset Plan

Maintenance Plan

4.1 Scoping of services

During this stage, departments identify and articulate requirements and develop service
specifications to provide guidance to service providers on the department’s objectives,
expectations and constraints. Departments should ensure that:
• appropriate inputs are used in the scoping process, including the:
departmental maintenance policy (refer to MMF policy requirement 1)
Strategic Maintenance Plan (refer to MMF policy requirement 4)
desired condition standards2 (refer to MMF policy requirement 2)
• condition assessment and other data requirements (for example asbestos inspection data)
are carefully considered and defined so that service providers are able to offer and provide
the full scope of services required

2 Guidance for departments on establishing condition standards is provided in the MMF guideline: Building
Maintenance Policy, Standards and Strategy Development.

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• the opportunity for efficiency is explored to ensure coordination with other maintenance
tasks (including tasks of other departments in the same location or region) or assessment
programs/data gathering services, particularly when the services are undertaken in remote
locations.
Departments should determine the objective and scope of service(s) required in terms of the
following elements:
• outputs required from the assessments:
data to meet MMF requirements
data to meet the requirements of other policies, such as the Queensland Government
Asbestos Management Policy for its Assets
any other asset management data to be collected, such as the performance of
buildings in terms of energy consumption
• reporting requirements for the results of assessments
• buildings to be assessed in the relevant period.
The buildings to be assessed in any particular year are determined by the size of the portfolio,
departmental priorities and the frequency of assessments, provided that the 3 year
requirement of the MMF is satisfied. Complex and service-critical buildings3 where workplace
health and safety and risk issues may be present, may require more frequent and thorough
assessments, while other buildings may be inspected less frequently and in less detail.
Buildings which have been impacted by a natural disaster should be fully assessed as soon as
practical after the event.

The frequency of assessments is also determined by building elements. Dynamic elements such
as electrical and mechanical building services and fire services may require more frequent
assessments than more stable elements such as building fabric and structural elements. Such
assessments may be undertaken as part of preventative maintenance routines or other tasks
and the results integrated into the overall program of condition assessments for other building
elements.
Departments should determine the frequency of assessments (subject to the minimum policy
requirements of the MMF, which includes this guideline) by considering the following risk
factors:
• likelihood of workplace health and safety risks to occupants and residents
• nature of the building and its associated engineering services
• criticality and volatility of the assessment information required
• age of the building and its essential components
• actual state and rate of deterioration of the building and the associated risks

3 Service-critical buildings may include residences.

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• operating environment and its impact on the rate of deterioration

• cost and value to the department of more frequent assessments.
Where more frequent assessments are undertaken, departments should ensure that, if not
during each assessment then at least every three years, their condition assessment processes
allow for the identification of maintenance works using the MMF condition assessment priority
ranking scale (rankings 1 - 4), which enables identification of longer term maintenance needs.
The frequency of assessments should be determined, where appropriate, with the assistance of
suitably qualified or technical persons. This way, the condition assessments can be coordinated
with other periodic inspections or monitoring of buildings that may be required such as the
inspection of hazardous materials in the building (e.g. asbestos containing material).
The outcome of the scoping stage contributes to service specifications used for any
procurement arrangements for the provision of condition assessments, and any other
inspections or data collection services which might be undertaken concurrently.
A service specification should: be outcomes focussed, include performance requirements, and
enable a service provider to respond with an effective, innovative and value-for-money
approach. The service specification may be part of a Service Level Agreement or other suitable
instrument which complies with government policy.
Departments should institute appropriate arrangements for service providers to access
building asset data and/or any associated information required to enable the service provider
to respond to the service specification. The data could be provided as part of the service
specification documentation or made accessible through other means (e.g. through direct
electronic access to a database).
The standard of service will generally be measured against the requirements of the service
specification. As a minimum, a service specification should detail the following:
• the scope of the condition assessment and any other data gathering tasks
• the frequency and level of detail of the condition assessment (subject to the minimum
requirement of the MMF, which includes this guideline) and other assessments
• the outputs and outcomes expected, including the level of detail and format of reports
• the desired implementation strategy
• performance and quality requirements.

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4.2 Procurement of services

This stage should be based on Service Level Agreements or other instruments which comply
with the MMF (as applicable - some departments use in-house personnel to undertake
assessments). MMF policy requirement 9 requires departments to enter into appropriate
arrangements with the Department of Housing and Public Works or other maintenance service
providers in accordance with government policy.
Departments not using the Department of Housing and Public Works can obtain condition
assessment services from:
• in-house maintenance personnel (subject to competency requirements being satisfied) or
• other service providers4 that meet the criteria for a competent assessor (refer to Appendix
1).

4.3 Planning the implementation

This is a key task undertaken by departments/service providers (Note: Some departments use
in-house personnel to undertake assessments). A service provider engaged by more than one
department will be expected to coordinate condition assessments with other planned/periodic
assessments and across other departments’ condition assessments, where applicable.
Departments should participate where possible in the coordination of their programs with
other departments to achieve efficiencies.
Planning of condition assessment programs should consider the following:
• type of buildings and building elements to be assessed
• availability of competent resources
• access to information such as asset data, drawings, technical manuals, and data from
previous assessments, including new information from handover and commissioning
• accessibility and logistical issues in relation to geographical location, seasonal weather
conditions and departmental operational constraints
• data collection methods and the use of appropriate technology
• opportunities for whole-of-Government efficiencies (i.e. coordination between departments
for the scheduling of activities, where possible)
• targets and milestones for implementation
• achievement of performance requirements.
The local on-site knowledge and cooperation of building occupants and other facility
management staff is a valuable aid to the personnel undertaking condition assessments because
it improves the cost effectiveness of the assessments, particularly the data gathering aspects. In
addition, appropriate access to the relevant department’s maintenance information and
systems allows for knowledge and patterns to be extracted from past maintenance records.

4 When engaging external service providers, departments should be aware of the provisions of the Queensland
Procurement Policy.

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Departments are responsible for providing building and other information (e.g. from
computerised maintenance management systems) that might impact on the delivery of the
condition assessment service and for ensuring that the service provider is able to deliver the
service as efficiently and effectively as possible.

4.4 Implementation
The key activities associated with implementation of condition assessments include:
• reviewing data from previous condition assessments
• undertaking the condition assessment
• recording and updating condition assessment data.
Departments participate in the implementation stage in a facilitating/monitoring capacity and
are responsible for:
• monitoring and reviewing the progress and the performance of the condition assessment
program
• monitoring and reviewing performance of the service provider (linked to the performance
criteria outlined in the service specification, Service Level Agreement or other suitable
instrument)
• liaising and coordinating at regional and local facility level to assist the service provider to
undertake the assessments efficiently and effectively
• providing access to facilities, including the provision of security and appropriate escorts
where necessary (e.g. for secure or sensitive facilities).
Equivalent arrangements should be established where in-house personnel are used.
Departments need to manage the risks and determine the appropriate course of action to
address critical maintenance items/issues brought to their attention by condition assessors
and/or as a consequence of natural disasters as soon as possible.
Achieving effective implementation of condition assessments depends on the work
management procedures and resources, including the appropriate level of access to
maintenance information and systems.
Key success factors in the implementation of condition assessments are explained below.
Procedures
• Condition assessments should be professionally managed and delivered using appropriate
procedures for work planning, resource allocation, scheduling, coordination and
monitoring.
Competencies
• Integrity and quality of outcomes from the condition assessments depends, amongst other
things, on the ability to match, where possible, the appropriate competency of assessors
with the building elements being assessed.

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• A competent assessor is a person who has relevant training, qualifications, ability, aptitude,
experience and where required by law, the appropriate licence or registration, to undertake
a building condition assessment as defined by the MMF.
Supporting information and systems
• Condition assessments can be carried out more efficiently and cost effectively with access to
local knowledge. Service providers need a wide range of information from departments, as
asset owners, in order to provide a quality service that meets departmental needs. Effective
implementation of condition assessments requires access to:
information on the assets to be inspected, including site and building plans,
photographs, and engineering drawings of building services
condition and asset performance standards and benchmarks
operations and maintenance manuals, maintenance log books and other technical
documentation
maintenance history and records from previous condition assessments
capital investment, refurbishment and asset disposal plans
building management plans
deferred maintenance data.
• Condition assessments should be implemented based on an appropriate computerised
maintenance management system that adequately facilitates planning, implementation and
reporting.

4.4.1 Reviewing existing condition assessment data

The review of condition assessment data from previous assessments enables identification and
removal of any data related to works made redundant by capital improvements and other
programs. Such culling of information ensures that data on deferred maintenance works are not
duplicated and can be updated during the next round of assessments in terms of relevance,
scope, and priorities.

4.4.2 Undertaking the condition assessment

Undertaking a condition assessment involves evaluating the physical condition of building

assets and determining the maintenance works required to bring the condition of the building
up to, or maintain it at, the condition standard (see Appendix 3, MMF Table 1) specified by the
building owner. Any actions deemed necessary by the assessor to mitigate immediate risks until
remedial works (or other actions) can take place, must be communicated promptly to
departments.
The key criterion for decision-making on any corrective works identified is the comparison of
the actual condition of the building against the desired condition standard rating specified by
the building owner.

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An itemised recommended schedule of maintenance work necessary to bring each building up

to the desired condition standard should be developed using the condition assessment priority
ranking scale (refer to Appendix 3, MMF Table 3). Priority rankings to be used by the assessor
are defined through the assessment of risks associated with defects and potential failures.
When preparing a recommended schedule of maintenance work in remote locations, the
assessor should identify (where practical) opportunities for integrating and leveraging of works
with other departments.

In addition, the assessor should provide an assessed overall condition index for each building
(refer to Appendix 3, MMF Table 2) as a means to communicate the general state of buildings
to the building owner.
Defects and risks
Defects include the effects of physical deterioration and other factors (refer to Appendix 1 for a
more detailed definition of defect) and represent the gap between the desired condition
standard and the actual condition. Such defects may have led to the complete or partial failure
of the building element in performing its designated function. Potential failures include
anticipated failures arising from deterioration of elements/components reaching the end of
their foreseeable useful life.
The assessment of risk and priority ranking for the remedial work is subject to the technical
knowledge and experience of a competent assessor. Data collected on defects should include
appropriate information on the cause of defects in a form that will enable analysis of trends and
trigger appropriate action or remedial work. Understanding and addressing the causes of
defects is as important as rectifying them in order to avoid a repetition of the problem.
Remedial work generally consists of:
• corrective maintenance to repair and restore physical condition and operational
effectiveness
• preventative maintenance to prevent further deterioration leading to failure
• replacements and upgrades to comply with standards and regulations, to avoid future
failure (e.g. end of useful life)
• actions to avoid or mitigate the impact of natural disasters
• investigative work where the full extent of defects and their remedial actions cannot be
readily assessed on site by the assessor and further expert engineering investigations are
required (which could lead to any of the above remedial actions).
Cost estimates of remedial work
The cost estimates for remedial work should be reviewed and updated as part of the condition
assessment process to allow for cost escalation and changed circumstances. Care should be
taken with this process because at any given time, such estimates may need to be relied upon by
departments to formulate their annual maintenance works programs and forecast future
liabilities for anticipated replacements or upgrades.

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The estimation of costs should be undertaken by competent personnel with adequate

estimating skills and knowledge about regional differences in building costs and other factors.
For example, cost estimates should include all foreseeable work associated with the remedial
work (e.g. scaffolding, presence of asbestos containing material, removal and reinstatement of
furniture, and alternative accommodation for building occupants).
The interpretation of cost estimates will often require access to contextual data. This enables
the development of work programs to be viewed in a broader perspective. As such, the cost
estimates should be accompanied by:
• an indication of the degree of confidence in the estimate
• an allowance for contingency (where appropriate)
• a cash flow forecast that addresses budgetary and maintenance program requirements,
including consideration of work that extends over more than one financial year
• appropriate allowance for cost escalation, calculated using the escalation rates and data
readily accessible5.
Longer term maintenance needs
Condition assessments should also identify future remedial works in sufficient detail to enable
their associated priorities and cost estimates to be developed. Forecasts of future major repairs,
replacements, natural disaster mitigation and upgrades are essential for departments to plan
future maintenance or capital commitments and make the necessary funding arrangements for
work to be undertaken in a timely manner. Such forecasts contribute to effective strategic asset
planning. Reliability of forecasts decreases as timeframes are extended. Estimates for future
work should be revised after each condition assessment.
Longer term maintenance needs should be reflected in a department’s Strategic Maintenance
Plan. For information on developing a Strategic Maintenance Plan, refer to the MMF guideline:
Building Maintenance Policy, Standards and Strategy Development.
4.4.3 Recording and updating the condition assessment data

Recording and updating all assessment data in a computerised maintenance management

system should occur after condition assessments are completed to ensure that the data can be
used for reporting purposes and development of a maintenance works program. The associated
process may include re-assessment of previous indicative priorities of recommended
maintenance work, aggregation of works, and adjustments of cost estimates (to include
escalation, where appropriate).

4.5 Reporting on the condition assessment

The results from the condition assessment should be presented in a report which includes:

5 Escalation rates and data used may include the CPI and wage price index published by the Australian Bureau of
Statistics (ABS) along with related indices published by other parties (for example, trends within the Queensland
building industry as relevant to the activities of the Department of Housing and Public Work, is available in the
Building Industry Bulletin
(http://www.hpw.qld.gov.au/aboutus/ReportsPublications/Newsletters/BuildingIndustryBulletin/Pages/Default.aspx ).

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• the desired condition standard rating for each building as specified by the department
(refer to MMF policy requirement 2)
• a condition index determined by the assessor for each building, which communicates the
general state of the department’s buildings
• an itemised schedule of recommended maintenance work necessary to bring each building
up to, or maintain it at, the condition standard as nominated by the asset owner (refer to
Appendix 4 for an example schedule of maintenance works that would form part of a
building condition assessment report)
• cost estimates for the remedial work identified (at a level of detail agreed with individual
departments)
• advice about the longer term maintenance needs of the building to assist in planning and
decision-making (e.g. any anticipated major replacements or upgrades).
The condition assessment report is the primary output of the condition assessment process and
provides the information necessary for the development of a condition-based maintenance
program6 within a comprehensive maintenance plan. The report must be analysed by
departments in the context of other building data, such as functionality, utilisation rate,
remaining life and operational cost efficiency; departmental and government priorities (e.g.
environmental sustainability, workplace health and safety commitments and community
service obligations), and budget imperatives.
A condition assessment report should enable a department to:
• form an objective view of the relative condition of its buildings compared to the desired
condition necessary for service delivery, and to undertake any further analysis to refine
that knowledge
• understand the scope, cost and priority of maintenance work required to rectify the defects
identified or to maintain the building to the required condition standard
• plan for future funding requirements for major replacements, natural disaster mitigation,
repairs and upgrades
• develop a maintenance program for the following financial year and beyond, and a longer
term strategic plan by facility and portfolio
• seek and allocate funding for implementation of the maintenance program
• initiate engineering and other investigations, as required, to further define the scope and
severity of defects.
At times, the nature or intent of the work (or parts of the work) identified may extend beyond
restoring an asset to its original condition, capacity or function. In these cases, the expenditure
may be more appropriately classified as a “capital outlay” (i.e. that increases the value of the

6 The condition-based maintenance works program, combined with the anticipated preventative maintenance works,

statutory maintenance works and condition assessments, form the total annual maintenance works program. In
turn, this will inform the development of a Strategic Maintenance Plan, which should reflect the maintenance needs
of a department’s portfolio of buildings over the immediate, medium and long term. The Strategic Maintenance Plan
should link to the department’s Asset Plan (refer to the Strategic Asset Management Framework guideline: Asset
Planning for Buildings), and should address requirements of the Total Asset Management Plan Framework. The Total
Asset Management Plan Framework facilitates a coordinated approach to asset management across Queensland
Government.

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asset on which the expenditure is incurred) and should be either separately identified, together
with a cost estimate, in the report, or further investigations recommended.
Further guidance on determining whether it is more appropriate to classify work as
maintenance expenditure or capital expenditure is provided in the MMF policy advice note
Capital or Expense?: A Guide for Asset and Maintenance Managers.
Depending on the specific services commissioned by the department, the condition assessment
report may also contain information and other data collected in addition to that required for
maintenance purposes.
Table 2 summarises the key results from the condition assessment process and their
application.
Table 2: Building condition assessment results

Result Outcome of results analysis Application

Condition index Assessed portfolio condition profile • Strategic asset planning

• Business cases for maintenance
funding and other purposes

Schedule of maintenance Condition-based maintenance work program • Maintenance planning

work

Cost estimates Condition-based maintenance work program • Maintenance planning

Longer-term maintenance Forecast budgets for future replacements, • Strategic maintenance planning
needs upgrades and natural disaster mitigation • Strategic asset planning

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Appendix 1: Definitions

Building
Refers to all government buildings, including residences, and includes:
• building structures, exterior and foundations
• building interiors and finishes
• site improvements around a building (e.g. sculptures, driveways, footpaths, retaining walls,
car parks, recreational facilities, fences)
• fire detection and other safety systems
• heating, ventilation and air conditioning systems
• electrical power systems, including emergency power generation facilities
• building data and communication facilities
• plumbing and sewerage (above and below ground)
• elevators, escalators and people movers
• enclosed/unenclosed walkways and corridors
• building management and control systems
• access control and surveillance systems
• stage and performance-related facilities
• built-in artworks and sculptures.

Competent assessor
A person that has the relevant training, qualifications, ability, aptitude, experience and, where
required by law, the appropriate licence or registration, to undertake a building condition
assessment as defined by the MMF. These must be relevant to the specific building elements
being assessed (e.g. electrical and mechanical systems, lifts, hydraulics, building structural
elements) or to particular aspects of interest such as asbestos, environmental pollution and
workplace health and safety.

There may be instances where more than one assessor will be required to conduct a full
condition assessment of a building. Where assessments are undertaken on facilities with a low
complexity of services, it may be possible for a person to be trained/upskilled to competently
assess a range of building services, rather than using a number of trade-specific assessors.
However, it is expected that this person will have relevant prior knowledge, skills and licenses
(where required), or will be registered in at least one building-related trade or profession.

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Condition assessment
A technical inspection by a competent assessor to evaluate the physical state of building
elements and services and to assess the maintenance needs of the facility. The process may
include the following:
• visual inspections and assessment of straightforward building elements
• review of on-site building asset management plans to identify building information relevant
to the conduct of condition assessments (e.g. the presence of asbestos containing material
on the site)
• gathering information from maintenance records and communicating with maintenance
personnel and building users to understand the complexity of the facilities to be assessed
and any maintenance issues
• capture of visual images on electronic or other media
• physical measurements of a building, building elements and site elements
• inspections by closed circuit television (e.g. of underground services)
• taking of non-destructive samples for testing
• review of disaster recovery plans, flood lines etc to determine the likely effect of a natural
disaster on the building and its services
• infrared scanning for thermal stress (e.g. of electrical services)
• recordings of sound level, vibration and other operating parameters
• taking location coordinates using a satellite-based global positioning system
• collection or confirmation of asset data
• undertaking load measurements of electrical and other services
• indoor air quality measurements
• determining actions to mitigate any immediate risk until remedial works (or other actions)
can be taken to address problems.

Defect
Refers to:
• the extent of physical deterioration of building elements and services, including the decline
in operational effectiveness, aesthetic appearance and general presentation to occupants,
residents, visitors and the community, compared to the accepted standards appropriate to
the building elements and services
• the presence, deterioration or unintended discharge of materials that present a hazard to
building occupants, residents, visitors and the environment
• signs of distress indicating diminished performance (e.g. excessive heat, vibration or noise)
or the potential for imminent failure
• breaches of workplace health and safety and other regulatory requirements
• illegal or unauthorised construction and installations.

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Department
Has the meaning expressed in s8 of the Financial Accountability Act 2009.

Service provider
Refers to:
• an in-house maintenance unit of a department
• a commercial business unit of the Department of Housing and Public Works
• a private sector organisation capable of providing building condition assessments.

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Appendix 2: List of other building inspections and audits

The following is a list of other building inspections and audits that can be coordinated with the
MMF condition assessment process.

Asbestos surveys1
Refers to:
• asbestos audits undertaken to comprehensively identify the actual location, type, quantity
and condition of asbestos containing material in a building facility
• asbestos inspections into the physical state of asbestos containing material (after it has
been identified), including the validation and updating of existing asbestos containing
material records.

Building asset register data collection

Refers to and includes the review, validation and/or collection of building asset data for the
purpose of asset registration in asset management systems or computerised maintenance
management systems.

Building reviews
Refers to any of the following:
• building code audits – review of existing building facilities for compliance with the
current building code (including the minimum standards under the Building Code of
Australia for the provision of mandatory equitable access to buildings for people with
disabilities), identification of areas of non-compliance, and development of strategies and
recommendations to either comply with the code or seek exemption
• fire safety audits – review of existing building facilities for compliance with current
legislation pertaining to fire safety, identification of areas of non-compliance, and
development of strategies and recommendations to comply
• town planning code audits – review of existing building facilities for compliance with
current legislation pertaining to planning and development, identification of areas of non-
compliance, and development of strategies and recommendations to either comply or seek
exemption
• health and amenity audits – review of existing building facilities for compliance with
current legislation pertaining to health and amenity, identification of areas of
non-compliance and development of strategies and recommendations to either comply or
seek exemption

1 The Queensland Government Asbestos Management Policy for its assets provides a framework for identifying,
documenting, managing and controlling (including the safe removal of) asbestos containing material.

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Building Condition Assessment

• functionality audits2 - review of existing building facilities in terms of their suitability for
current or future functions. This includes identification of options for refurbishment,
redevelopment, or change in usage. Functionality audits can be done for components as
well as whole or parts of buildings, sites and campuses
• utilisation audits2 – review of existing building facilities to assess the current utilisation
levels, identification of areas of non-compliance with performance targets, development of
strategies/options and recommendations to address over/under utilisation
• post-occupancy evaluations3 - a range of post-project reviews for measurement against
set performance criteria, from small project reviews to comprehensive post-occupancy
evaluations. Recommendations resulting from these reviews can inform and influence
future projects, future use of current building facilities, and strategic directions in the
delivery of building facilities.

Data collection for life cycle planning

The collection of data to develop a long term funding plan for facilities by identifying all costs
and other impacts associated with each phase of the asset’s life cycle.

Energy management audit

A review carried out based upon current energy usage and operational practices, including the
development of options for savings based on improved consumption practices and operational,
maintenance and systemic changes.

2
The Building Asset Performance Framework (whole-of-Government best practice guideline) specifies a
range of performance indicators for assessing building asset performance, such as “functionality”,
“utilisation rate”, “extent of non-compliance”. The results of audits outlined above, where relevant to
the purpose of analysis, should provide input in the application of building asset performance
management necessary for achieving the effective management of buildings.
3
The Capital Works Management Framework (Queensland Government’s key policy for managing risks in
the delivery planning and programming of building construction and maintenance projects) provides
further information on post-occupancy evaluations as part of building performance reviews.

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Building Condition Assessment

Engineering investigations
Refers to:
• geotechnical investigations - geotechnical and other survey services to identify potential
issues with ongoing management and development of the site
• structural integrity investigations - a review of assets, including testing of structural
members for any sign of deterioration, failure or corrosion. Service includes preparation of
a report identifying any recommendations for rectification, review or replacement
• electrical/mechanical investigations - specific investigations of electrical or mechanical
service installations in relation to operating performance, failure, upgrading/enhancement,
additions etc.

Environmental audit
A review of existing building facilities for compliance with current legislation pertaining to
environmental protection, identification of areas of non-compliance and development of
strategies and recommendations to either comply or seek exemption.

Risk management audit

A review of existing building facilities5 for identification and prioritisation of risk associated
with the use of the facilities as well as the facility itself. The review can include the audit of
risks to the health and safety of occupants and visitors, the environment and the surrounding
community. Recommendations are provided on how to eliminate, mitigate or manage the risks.

Water management audit

A review carried out based upon current water usage and operational practices, including the
development of options for savings based on improved consumption practices and operational,
maintenance and systemic changes.

5
Building facilities include residences.

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Building Condition Assessment

Appendix 3: MMF Tables 1, 2 and 3

MMF Table 1: Condition standards

Departments should use this table to determine the appropriate standard required at facility
level or individual building level.

Functional Purpose Specified Standard Rating

Highly sensitive purpose with critical results Building to be in the best possible condition. Only S5
(e.g. hospital operating theatre) or high profile minimal deterioration will be allowed.
public building (e.g. Parliament House).

Good public presentation and a high quality Building to be in good condition operationally and S4
working environment are necessary (e.g. aesthetically, benchmarked against industry
modern multi-storey CBD building). standards for that class of asset.

Functionally-focused building (e.g. laboratory). Building to be in reasonable condition, fully S3

meeting operational requirements.

Ancillary functions only with no critical Building to meet minimum operational S2

operational role (e.g. storage) or building has a requirements only.
limited life.

Building is no longer operational - it is Building can be allowed to deteriorate, however, S1

dormant, pending disposal, demolition, etc. must be marginally maintained to meet minimum
statutory requirements.

Where standards are specified at overall building level, detailed descriptions of what is meant
by the S1 to S5 ratings should be articulated in terms of condition standards of key building
elements most critical to delivery of services. This is because more complex and critical
building elements will generally have specific performance requirements and these elements
may therefore need to be maintained above the standards required of the overall building.

Such descriptions should be used to establish a common understanding and agreement with
condition assessors by focusing on building elements most likely to warrant immediate repair
or further assessments. These descriptions can also be used to monitor change in general
condition over time.

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Building Condition Assessment

MMF Table 2: Condition index

This table sets out the ratings to be used by the assessor to represent the general condition of
building assets.

Rating Status Definition of rating/condition of building asset

5 Excellent • no defects
• as new condition and appearance

4 Good • minor defects

• superficial wear and tear
• some deterioration to finishes
• major maintenance not required

3 Fair • average condition

• significant defects are evident
• worn finishes require maintenance
• services are functional but need attention
• deferred maintenance work exists

2 Poor • badly deteriorated

• potential structural problems
• inferior appearance
• major defects
• components fail frequently

1 Very poor • building has failed

• not operational
• not viable
• unfit for occupancy or normal use
• environmental/contamination/pollution issues exist

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Building Condition Assessment

MMF Table 3: Condition assessment priority ranking scale

This table sets out the rankings to be used by the assessor undertaking condition assessments
to provide an indication of recommended maintenance work.

Do not program critical maintenance items which require immediate rectification.

These items warrant urgent actioning as unplanned maintenance.

Priority
Definition
ranking

1 Works needed to:

• meet maintenance related statutory obligation and due diligence requirements
• ensure the health and safety of building occupants and users
• prevent serious disruption of building activities and/or may incur higher costs if not
addressed within 1 year.

2 Works that:
• affect the operational capacity of the building
• are likely to lead to serious deterioration and therefore higher future repair costs if not
addressed between 1 to 2 years.

3 Works that:
• have minimal effect on the operational capacity of the building but are desirable to maintain
the quality of the workplace
• are likely to require rectification within 3 years.

4 Works that:
• can be safely and economically deferred beyond 3 years and reassessed at a future date.

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Appendix 4: Example schedule of maintenance works in a condition assessment report
1 2 3 4 5 6 7 8 9 10 11 12 13 14

Building Building Cond. Actual. Building Defect Work to rectify Recomm. Est.cost Comments Cause Category Reference Priority
ID Std. Cond. asset/ description defect mth/yr ($) on estimates code code
element

04 Teaching S3 S2 IFAB Ceiling grid Repair sagged 2010 $4,800 Needs full C WH&S B123456 1
Block C near entry is ceiling to entry measure
sagging. area. and estimate
Students at risk
if ceiling falls.

Column Legend:
1. Building ID – Building identification code (e.g. WIC number)
2. Building – Building description
3. Condition Standard – MMF condition standard (MMF Table 1) established for the building asset or the key building element
4. Actual Condition – Assessed MMF condition index (MMF Table 2) rating
5. Building asset/element – Building asset or key building element group in which the defect is located (e.g. IFAB = Internal Fabric, ELEC = Electrical, VENT =
Mechanical Ventilation)
6. Defect description – Description of the defect, associated risk and any other additional information to assist the owner to develop work programs
7. Work to rectify defect – Description of the task required to rectify the defect
8. Recomm. mth/yr – Recommended time frame for rectification
9. Est. cost ($) – Estimated cost (inclusive of GST) to rectify the defect, including estimated cost escalation for the recommended year of execution
10. Comments on estimates – Information on the estimated cost, such as the level of confidence, relevant references, date of estimation etc.
11. Cause code – Code to indicate cause of defect (e.g. A=Design fault, B=Overload, C=Age deterioration, D=Hostile environment)
12. Category – Category of the work (e.g. WH&S = Workplace Health and Safety, IAPP = Image and Appearance, BC&S = Building Codes and Standards)
13. Reference code – Service provider’s work reference code (e.g. Work Order Number)
14. Priority – Priority of work as per MMF condition assessment priority ranking scale (1-4) (MMF Table 3). Do not program critical maintenance items that require
immediate rectification! These items warrant urgent action as unplanned maintenance!
Note: The above schedule is a guide only. Departments should choose a format that suits their requirements, however, it should as a minimum include or map
to items 3, 4, 6, 7, 8, 9, 10 and 14. Other items may be considered and adapted to suit the operating methods of departments. The full report provided by a
service provider would contain other information that complements the schedule above to assist the building owner in using the report for maintenance
planning.

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