Facilities As Assets - Effective Building Maintenance: Protection of Capital Assets - page 5

MAINTENANCE PLANNING AND BUDGETING

In establishing (or re-establishing) a maintenance department, spe-
cific maintenance factors for each facility must be evaluated. These fac-
tors include level of maintenance to be provided, how does facility use
affect maintenance requirements, and should maintenance be provided
by outside contractors or “in-house” staff. Once these decisions are made,
a realistic budget for maintenance can be established.
MaintenanceStafingGuidelinesforEducationalFacilities , published in
2002 by the Association of Physical Plant Administrators or APPA (now
the Association of Higher Education Facilities Officers) defines levels of
maintenance in accordance with the following:

Table 1-1
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Description
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MaintenanceLevel

1 Showpiece Facility

2 Comprehensive Stewardship

3 Managed Care

4 Reactive Maintenance

5 Crisis Response
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Formostfacilities,theminimumacceptablemaintenancelevelcorresponds
toAPPA'sLevel2(“ComprehensiveStewardship”). APPA defines this level of
maintenance as follows:
“Maintenance activities appear organized with direction. Equip-
ment and building components are usually functional and in operating
condition. Service and maintenance calls are responded to in a timely
manner. Buildings and equipment are regularly upgraded, keeping them
current with modern standards and usage.”
Obviously, this level of maintenance recognizes that each facility is
an asset that must be maintained in order to achieve maximum return on
investment. This text, then, is based on providing APPA's Level 2 main-
tenance for all facilities .
For maintenance staffing and budgeting purposes, facilities can be
divided into categories based on their “complexity”:

Type 1 facilities include K-12 schools, office buildings, retail build-
ings, hotels, nursing homes, medical clinics, etc. that are generally rela-