Building Maintenance Management

Introduction

The house which is located at 30 Lothian Road, Edinburgh was completed on 12 September 1996. The house, which serves as the headquarter for Standard Life Assurance Company can accommodate up to 4,200 in a net space of more than 250,000ft”. The house consists of ground and seven upper floors. The whole building comprises of two buildings which are joined at the front and basement for operational purposes, but can be separated if need arise. The maintenance functions for all the company assets are carried out indoors. This report provides a maintenance management plan and strategy for the company assets for a period of 10 years. The report provides the management policy for the company for the provided period, maintenance techniques and their reviews, costs of maintenance and outsourcing information for the various Standard Life House maintenance activities. The assets that are covered include the following:

• The whole building, in-ground services under the building, the plot and the surrounding where it is located.
• Fixed furniture; internal fittings including clocks, toilets, corridors, toilet roll holders, all wall coverings, curtains, all floor coverings; all the service elements including the locks, security systems, fire protection systems, all gas supply and distribution systems, water supply and distribution and discharge systems, all the air conditioning facilities, all lighting services and telephone, network and all communication cable facilities fixed or attached to the buildings including the satellite dish, related equipments and cables; fitted generators and refrigeration systems, all cabinets, workshop equipments, and all the kitchen outlet facilities.

Maintenance Policy

A maintenance policy provides the framework through and within which the maintenance activities will be carried and implemented. The policy helps the company to comply with the environmental guidelines established by the UK and the European Union, and seek to mobilize the employees of the Standard Life House towards working to achieve the maximum benefit from the company assets and in a common strategy. The components of the maintenance policy are discussed in the subheadings below;

Maintenance objectives

The maintenance operations carried out on all the company assets, which are stipulated in the maintenance policy will seek to achieve the objectives stipulated below, and which will act as a guideline so as to achieve the maintenance goals for 10 years:

• Maintain the life of all the company’s building assets as much as possible through elimination or minimization of all the possibilities of damages. The possible likelihood of occurrence of these damages to the assets will be carried out for every year to be able to put necessary measures to minimize risks, eliminate or reduce the negative effects and avoid future risks. Activities such as cleaning, painting, adjustment, inspections, and minor repairs will be carried according to the guidelines stipulated not only to meet the set laws and regulations by the local council but to make sure that the assets are effectively maintained
• Increase the life of the company’s assets through the use of established guidelines and practices such as repair for the company assets. The company assets will from time to time be assessed so as to determine the need for repair where maintenance is not the better option and repairing carried out
• Ensure that the company assets are utilized to the best maximum in contributing to the operations of the company through replacement of those assets that can not be repaired or maintained
• Ensure the safety of all the workers through the maintenance policy
• Establishes a maintenance strategy for the Standard Life House, an asset of Standard Life Assurance Limited
• Seek to ensure that appropriate channels of decisions are made concerning maintenance of the building asset and concerning the set strategies
• Ensures that proper measures are implemented in order to minimize the risks associated with the building asset in question
• Ensures that the allocation of funds for maintenance of the building asset is maintained and achieved

Scope and responsibility

In making sure that the company’s land and the Standard Life House asset is effectively maintained the commission for maintenance will be responsible for:

1. The repair of the building and related equipment, the roads assessing the building and the surrounding floor environment, their maintenance and replacement. This covers all the described equipments in the introduction section of this report.
2. Act as the “building owner” as it carries the maintenance operations while complying with necessary regulatory and statutory requirements in the stipulated fields.

Facilities which do not fall under the responsibility of the this professional maintenance commission includes:

1. Facilities contained within the Standard Life House and which do not constitute the building or its components
2. The properties which are not in possession of the Standard Life Assurance Company that owns the building and the plot. These includes assets outside or inside the building
3. The employees facilities and personal equipments located within the building or inside

The employees and managers of Standard Life Assurance working inside or around the building shall be responsible for the following:

1. Collaborating with the workers and managers of the maintenance commission, and amongst themselves in order to work as a team in maintenance activities
2. Report any faults to the control centre of the maintenance commission
3. Make sure that they keep the building in clean and safe condition before, during and after maintenance
4. Avail the necessary information and the funds for the maintenance activities

Policy

Preamble

The Standard Life House and the surrounding assets remains important to the operations of Standard Life Assurance by supporting the activities, hosting the workers and other facilities, making it possible for customers and other people to access the facility and company operations in order to be served, and provide the appropriate working environment for the visitors and shall be maintained to the best possible standard that meets the provided legislations and regulations by the local government or any statutory body established by the government and mandated to guide on and establish regulations on building maintenance quality, environmental conservation and other regional regulatory bodies. The provisions of the Local Government Act 2003 which introduces the Best Value empowering the local council to direct and control on matters of asset management shall also be considered while developing the maintenance program. The maintenance commission hired shall be committed to maintaining the highest possible standards where enough funds shall be channeled to the maintenance of the assets. Additional funds may be availed following the changes in regulatory requirements, extended operations around or inside the Standard Life House, change in the number of employees, and stock level changes. The following will guide the priority of allocation of budgetary fund allocation to maintenance activities of the building, surrounding floors and assess roads and environment:

• Compliance to the statutory legislation and regulations
• The safety and health of the workers accessing the facilities
• Management of the associated risks
• Increment of asset life
• Impact on company’s and related operations
• Property loss or damage
• Public appearance

Maintenance Standards

The commission shall emphasize quality standards on all operations through regular and irregular expertise pieces of advice, equipment testing, and governmental regulations on standards. This is because the standards of the building and the facilities are necessary for proper business performance, either in short or long term. The maintenance standards for the building shall be guided not only by stipulations of the Scottish building regulation 2004, but also the well-being of the whole facility in terms of environmental conservativeness, employee safety, health of workers and appearance. Every operation shall seek to:

1. Increase efficiency for energy through observance of air tightness standards and insulation levels but seek to achieve higher levels above minimum (energy saving trust, 2009). Every operation must make future replacement of heating systems and other services easier and cheaper
2. All the materials used for refurbishment and maintenance shall be durable and fit
3. Protective work shall be availed 3.6 meters away from the building being refurbished if the ground areas are accessible to human according to the established Scotland building regulations 2004 (Scottish Statutory Instrument 2004 No. 406, 2004). This includes barriers, fences and hoardings.
4. Keeping free of debris all the footpaths under maintenance, cleaning them, and ensure satisfaction of the local authorities
5. Ensure that the apartments are closed if no work is going on during the time of major reconstruction or refurbishment so as to ensure that nobody accesses them
6. There shall be supervision always at the place of work to ensure that there is compliance to the above and other guidelines established
7. The commission shall be required to observe high standards in case no provisions cover the issues they are dealing with, to the best wish of the owner, the Standard Life assurance
8. Consultations before and during the time of refurbishments and repairs shall be done among the company engineers, maintenance commission and the local council offices to ensure the there is update compliance to any changes to the regulations
9. The interpretations of the building regulations pertaining to all the maintenance standards shall be to the best of the Standard Life Assurance and any further consultations on standards shall be subject to the approval by the company and the local council. All standards on employee safety and health shall be observed in maintenance of all maintenance standards

Maintenance strategies

There shall be a condition audit for the building, all the fittings, the pathways, and floor to establish compliance with all the guidelines for building and transport regulations of local council and the government. These regulations are those stipulated in the “The building (Scotland) regulations 2004” and other necessary adjustments communicated by the owner to the commission, which must be done in reasonable time and in writing and agreed between the parties. Two levels of audit shall be carried out, namely, walk through audit and the detailed audit. A detailed audit shall be carried every three years whereas the walk through audit shall be carried after every three months. The auditor shall be selected when necessary by the owner of the facilities to be audited and shall carry the duties independently.

All the maintenance activities must be carried to the best wish of all the stakeholder and encourage minimal disruption at work place, adhere to agreed work schedules between the managers and the maintenance commission, and follow the stipulated guidelines below:

1. Preventive maintenance: this will seek to prevent failure of item by ensuring that systematic inspection, detection and preventive measures are put in place and carried out on a regular program. Preventive measures for the Standard Life House include painting, adjustment of fittings and other equipments, inspection, cleaning and minor replacements and repairs. Assessment for usual wear and tear shall be conducted by the commission to identify, evaluate and advise the appropriate corrective measures required. The operations shall be subject to approval by the company according to the established standards. Inspections and assessments for the whole building and apartments and fittings, pathways, and surrounding floors shall be carried every three months to determine any need for minor repairs, painting and minor replacements
2. Statutory maintenance: maintenance of conditioning system, fire system, and lifts should be carried out according to the established guidelines. This will be programmed to be after every three months. Corrective maintenance: this will be carried on the buildings, its fittings, the pathways once a need is identified to make sure that they are corrected to meet original or near-original standards or to resume proper functioning. The correction shall satisfy the management and subject to their approval according to the established guidelines
3. Backlog maintenance: deferred maintenance program shall be used to replace any elements of the building, pathways, or surroundings that are nearly ending its life. The backlog maintenance liability will be estimated every year by the maintenance management committee.

Funding Responsibilities

All the funding responsibilities rests on the owner of Standard Life House, the pathways, the surrounding floor unless under the following exceptions:

1. Where there is misuse of already provided funds: in this case the person or entity including the maintenance commission responsible shall be summoned to pay or fund the maintenance activities which are pending.
2. Illegal demolitions and disruptions that warrant repair or maintenance operations either by an individual, maintenance commission or entity: the responsible aforementioned shall be required to fund the subsequent maintenance operations to satisfactory levels.
3. The owner may wish to provide additional funds for maintenance operations where negotiations for funding with the commission justify that these were not covered in previously provided funds

Maintenance priorities

The maintenance commission shall produce a document indicating priorities for the maintenance practices according to the Standard Life Assurance and which shall be followed to the latter. In absence of the priority guidelines from the company, the maintenance commission shall negotiate the priorities developed for agreement between them and the two parties. It is recommended that the funding shall be allocated according to the priorities outlined before, namely, compliance to the local and central governmental policies among other priorities established in section 1.3.1. However, the commission shall from time to time access the priority need for necessary updates and advice the administration as appropriately.

There shall be established a response time for the maintenance activities within which the maintenance practices need be launched, and the completion time within which the work need be completed. The latter may be affected due to some issues arising than expected but a careful analysis must be launched so as to determine the likelihood of delay and the associated risks, and the mitigating factors put in place to take care of the risks. The priorities in this category shall depend on the amount of risks and need of the arising problems requiring the commission to respond by maintenance. The priorities shall be assigned a number from 1-4 where 1 is the highest and 4 the lowest priority, and shall receive a budget which the commission shall be duly responsible for. The description and response time for the management practice categories is as follows:

• Priority 1: The category shall include issues that need to be attended to on urgency, whether covered in this description or not. The issues comprised include all those that can lead to immediate deterioration of the workers safety and health such as increased risks to fire and health hazards. These includes maintenance of the fire extinguisher equipment for the whole building, all electrical equipments and gadgets, safety equipments; and those that can deteriorate the working environment or lead to delays such as the status of the lifts and all daily occupation areas, toilets, fans, and ventilations, leaking roofs among others. The response time for this category shall be 3 hours or less.
• Priority 2: The category shall comprise of serious issues of compliance to the local council and the government as a whole pertaining to the value of the building, environmental safety such as energy conservation, emission of green gases and safety and risks issues such as natural accidents, fire accidents, quick-fix repairs of the pathways and buildings, and special cleaning. The response time for this type of category is one day.
• Priority 3: This shall include the lowest risk maintenance obligations. The likelihood of occurrence of risks over a long time, whose possibility has been accessed and determined, shall be attended within a response time of five days. They include possible disruption from the outside in the near future. Conditions such as deteriorated conditions of pathways, all building structure’s fittings, short-time repairs, partial paintings of the building, partial special cleaning of the walls of the building, pathways’ refurbishments among other things.
• Priority 4: This include all activities that are programmed to take place, like painting of the whole buildings, special cleaning of the whole building walls, assessment of all the facilities under the responsibility of the maintenance commission and major refurbishments and replacements for all fittings.

Monitoring of the maintenance practices

Performance of the maintenance commission shall be assessed and evaluated according to the actual response time which shall be gauged with an established target. All activities will be required to meet a minimum of 90% of the established response time. Measuring of the actual response time shall be done all the time and proper documentation maintained. The amount of outstanding tasks bundle shall also be accessed every week and weighed against an established target of minimum of not more than 5% of the total tasks in the previous week. The commission shall be required to adhere to a target of 0 for all incidences of environmental compliance issues reported to the authorities. There shall be established a maintenance index of not less than 2%, calculated as a ratio of the percentage of maintenance budget to the total assets replacement value. In order to ensure that all the services are rendered for employee and customer safety and satisfaction, two surveys shall be carried out after every six months; an employee survey to be conducted simultaneous with the customer survey. The minimum score for all the two shall be 90%.

Practice outsourcing

The maintenance commission shall outsource 50% of all the maintenance activities. In such cases, the outsourced contractors shall be bound by all the stipulations of the maintenance policy and the following additions:

• The outsourced contracts shall be under the responsibilities of the maintenance commission. The outsourcing contractor shall therefore be required to make all its negotiations on all issues relating to the maintenance, with the commission.
• Where the contract matters have been disqualified and terminated either planned or unplanned due to issues relating to compliance and quality of services, the outsourced practices shall cease to be under the compliance of the policy.
• Where the budgetary matters are concerned, the commission shall be responsible for all the budgetary obligations agreed upon between them and the owner, The Standard Assurance Life.
• All renegotiations for the contracts covering maintenance practices shall be carried out and agreed between the commission and the owner, and must be carried out in time prior to the commencement of the maintenance practices. All the renegotiations covering financial obligations specifically lobbying for additional funds shall be accompanied with enough evidence and expected performance or improvement. The commission shall be liable for all negotiations and renegotiations on all matters, lobbied by the outsourced contractors for maintenance of the facilities of all the company practices.
• Usage of expertise: it is hereby established that the commission shall conduct all maintenance practices and other related businesses in the required expertise level. The adherence to this will be subject to assessment by the company through any duly recognized method.

Termination of the contract

The commission shall adhere to the regulations of the company on termination of maintenance duties and obligations. The commission and the outsourced contractors shall cease to perform all maintenance operations if the contract formed with the company or owner has been terminated. Although the commission will seek to improve and work out very close relations with the owners to eliminate all disputes, all the disputes shall have been channeled to the owner but not necessarily resolved before the termination of all the maintenance operation. The maintenance policy here establishes that the owner and the commission will settle all the disputes relating to maintenance operations and none shall constitute a legal case unless failure to resolve the parties within a period of six months after termination of operations.

The maintenance program

The maintenance program stipulates the planned maintenance activities, adherence and guidelines and shall be adhered to by the maintenance commission to ensure; The review of the program which will be carried after every two years shall be subject to the property owner who shall consider the recommendations of team of experts selected for these purposes. The commission considers that the following factors will be expected to influence the schedule, the length of schedules and the measures that will be put in place to reduce the related risks will be discussed also.

• The amount of maintenance work to be carried out over the stipulated period: Since the period is ten years, it will be expected that a lot of work shall arise. The commission recognizes that this work shall arise in unexpected manner and therefore will access all areas of possibility to be able to come up with a maintenance program. In addition, because unplanned activities may arise, update to the maintenance program shall also be done after every two years, as the policy is renewed. In order to cover as much areas as possible, the program shall be developed and reviewed by a team of maintenance experts chosen by the commission and shall comprise the commission for all obligations listed in this report. The commission also recognizes that the expected number of maintenance practices shall also be influenced by the company operations in using all the facilities aforementioned and therefore the schedule will require necessary adjustments.
• The number of employees shall also influence the number of maintenance activities since it shall influence the amount of space required from time to time or the number of maintenance activities to be carried out at ago. The schedule for the maintenance operations shall depend on the amount of space required. Rescheduling may also be necessary according to the importance of the schedules. The maintenance commission may require communicating and planning with the management from time to time and in order to determine the prioritized operations and schedules so as to give them priority also.
• The availability of funds shall also determine and influence the work schedule and the program especially in cases where the operations were not procrastinated. The commission will update the responsible persons for the most expected activities and those that are likely so as to take the necessary financial caution before the expected time of the maintenance operations.
• The policy established by local and central authorities may change from time to time and may influence the operation schedule as the facilities may require update. The changes to be expected are those relating to the environment for example regulations on recycling, wastes management, energy conservation, release of emissions among others, as the government seeks to focus more on environment conservation. These updates may require a re-adjustment of the maintenance program in future and the commission will therefore need to liaise with the local authorities in developing and updating the maintenance program. It is recommended here that the need for such liaison shall be carried out after every two months. The commission shall in collaboration with other stakeholders, advice the owner where stringent measures like collaboration with other facility owners to lobby for fair governmental policies on ownership and compliance, are needed. The commission shall advise in time as applies to sound policies when required. Since the interpretation of the legislations may vary and therefore affecting the condition and the quality of maintenance to be carried out, the aforementioned liaison is therefore of value.
• The environmental conditions shall also influence the operational schedule especially for the maintenance of the pathways and other building fittings like the roofing. Rescheduling might be needed so as to be able to achieve maintenance while delays would be minimized by the reliance on whether forecast information where serious environmental conditions like rains would influence the results of the maintenance operations. Rescheduling will make sure that the total time used for maintenance is not adversely affected, and this will be achieved by focusing on carrying out maintenance operations in areas where the prevailing weather conditions would not adversely affect the results. In order to make sure that this plan succeeds, the commission shall analyze and come up with a list of activities that can be quickly rescheduled and the staff made aware and trained for appropriate compliance. This shall be done during the beginning of every review of the program and the policy i.e. after two years.
• All the maintenance work shall be placed under the responsibility of the commission which shall oversee the maintenance operations, make decisions and judge on all matters of maintenance. In addition the committee shall appoint a maintenance officer who shall be directly responsible for the implementation of the maintenance program and the practices suggested by the commission. The officer shall be responsible for preparation of maintenance reviews every two years, update of the program and the policy both after two years, and the monitoring, tracking and control of the operations. The maintenance officer shall be required to develop a maintenance schedule after the establishment of the maintenance program, after every assessment and analysis, and after every review or update, for all painting, cleaning, refurbishments, repair and replacements; the response time and all the regulations covering the operations. The scheduling shall state the number of staff to be deployed and the time of starting the operation.
• In order to minimize the costs for maintenance and increase its efficiency, the commission shall concentrate on preventive maintenance which would reduce reactive maintenance. The need for preventive maintenance shall be assessed every three months, cost analysis carried out, and the operations launched immediately. This covers all issues relating to painting, cleaning, refurbishments, minor repairs and replacements and general maintenance. All the preventive maintenance practices are under the preventive maintenance technician appointed by the maintenance officer. The maintenance officer shall avail the complete instructions and required to follow them to the latter. The technician shall be responsible for all analysis and estimates of all the maintenance operations.
• The maintenance commission shall appoint a supervisor who shall be in charge for all assessment of maintenance operations, and the implementation of all the practices on the ground. He shall liaise with the maintenance officers to identify the need for adjustments for example the number of officers required, the amount of time and the prevailing environmental needs to be considered, and rescheduling (XYZ).
• All material arising from major refurbishments and replacement carried out over a period of six months shall be assessed to determine the waste components that can possibly be recycled. The commission shall dispose all the components identified as wastes by selling to a suitable recycling company agent after identifying the possible actions for recycling. Where the material cannot be recycled it shall be disposed off in line with the recommendations of the manufacturer or established environmental regulations. Since situations where some material would require quicker disposal than the established storage period of up to almost six months, all the material shall be stored where it cannot contaminate, bring health complications and any accident. Where speedy actions for disposal of poisonous material shall arise, no delays shall be considered. The commission will be committed to positively contributing to the company’s effort of taking priority in the maintenance and improvement of the healthy and safety workers and shall therefore consider not dealing at all with unauthorized material components for maintenance, those materials banned for usage in the country and substandard products. The commission through the inventory shall maintain a strict policy on the material quality and compliance. The commission therefore shall establish collaboration with its major suppliers in an attempt to meet the required service standards and quality in health, safety and quantity among other things. By identifying a number of major suppliers, the company shall be able to avoid a scenario where substandard goods supplied are not accounted for by the supplier after they are identified following a supply intake for equipments. During the intake, the commission shall establish a strict testing policy for all its components through statistical sampling to identify compliance and likelihood for defects. The supplier, through an agreement with the company shall be required.

The maintenance work program for Standard Life House and the listed assets shall cover the following (Queensland government, 2009):

• Planned Maintenance: Preventative maintenance which seeks to provide systematic inspection and monitoring to detect failures. This shall be done through testing of the entire component using standardized and satisfied tools and equipments to detect the failures and shortcomings. Programmed condition-based maintenance practices which shall include programmed painting of the whole building on a yearly basis, cleaning all the components and equipments named in this report and on a regular basis according to the type of equipment and manufacturer’s recommendations. Statutory maintenance including those maintenance activities whether preventive or condition-based type, seeking to meet the regulations.
• Unplanned maintenance: Routine and breakdown maintenance which shall involve all the repairs carried out for restoration purposes for all the named assets as reactive actions. Incident maintenance which seeks to restore an item after damage by prevailing weather condition and other practices.

Record maintenance, tracking and maintenance costs

To make sure that all the areas of possible risks are identified and a strategic maintenance planning is possible, a Maintenance Assessment Program (MAP) shall be designed and implemented. Information and decisions on maintenance practices for all the assets listed or described in this report, shall be based on a condition assessment report produced from each process to be carried out after three years. This will further help the commission to renegotiate for additional funds after all reviews are carried out, and to guide the commission on budgeting maintenance and work schedule and rescheduling. The information to be acquired from the condition assessment includes the following:

• Indication of the current condition of the Standard Life House through a condition index rating
• The probable schedule of activities required to upgrade the Standard Life House to the required standard
• The costs estimates of all the activities mentioned above
• A technical assessment that will give a limelight on the requirements on major upgrades and replacements.

Preventive maintenance shall be scheduled by use of manual and computerized forms and report. The documents will include work and service orders prepared by the maintenance officer, the preventive maintenance tracking report and inspection form prepared by the supervisor, purchase and service order prepared by the purchasing staff appointed by the maintenance commission. The requirement is also extended to any outsourced contractors where they shall be required to submit all the documents aforementioned to the maintenance commission, according to their organization.

The commission shall use a life cycle analysis tools when making decision for all maintenance intervals, and their updates for all the equipments in order “to analyze the cost effects of alternative practices over the life of the equipment”.

An inventory is maintained for all the material components and the department sorts out the issues to do with the vendor it was purchased from, usage time, on failure, and establishes whether it is covered by a warranty. If covered, the component is returned to the vendor. A warranty program shall be put in place to ensure that recovery is acquired for items that were purchased on warranty. The inventory department through maintenance officer shall authorize the information to the manufacturer or the vendor on items failed and requiring recovery for warranty.

In order to make sure that there is inventory tracking, all the purchased items are entered into the inventory system through a coded inventory adjustment form. The commission shall make sure that its management for inventory is kept in place for all its stock. The commission shall have an efficient computerized system which allows counting and easier maintenance and tracking of stock. Shortage of frequently used items that are identified through assessment shall be avoided by a “fill rate” for all of the items. To prevent shortage which would occur even in circumstances of high tracking and inventory management, the commission shall establish a system which shall seek to establish network with reliable suppliers especially for the items identified as frequently used. This is also essential because unplanned repairs for house and equipment may unexpectedly be needed. Therefore, the commission shall not only identify the most frequently used items but also those that may be required urgently following unexpected fire or any other incidents. The commission shall from time to time establish the need for adjustment as relates to stocking and establishing a network with suppliers as both carry advantages and disadvantages when compared. The stock mostly kept will therefore comprise of the items that can be required on a very short notice or emergency.

Maintenance reporting

The commission shall emphasize on effective and timely reporting for all departmental and assigned operations so as to make timely decisions and plan effectively for the future. The commission shall ensure that there is sufficient internal reporting to and from the company’s information system covering the following areas:

• Condition index for the building and the facilities listed in this report. This shall help the commission to know the actual standard of the house and the facilities and determine the best cause of action. Late reporting would delay the company’s operations and the commission should make sure that it is avoided.
• Financial expenditure on current, deferred and all future maintenance and related activities. This information shall enable the commission to negotiate and renegotiate budgeting and make appropriate scheduling according to priority.
• All the other functions covering maintenance and related to it including deferred maintenance and recommendations.

Where important information maintenance systems shall be required or upgrades, the commission shall outsource the contractors and the service providers. The inventory software being utilized in the company’s systems are required to contain the register and totalizer records, alternative vending, quantities price structuring, sales traffic, costs, last sale dates and sales prices, inventory tracking and data encryption (Roberson, 1998).

References

Energy saving trust. Housing associations and local authorities. 2009. Web.

Local Government in Scotland Act 2003 – Asset Management under Best Value Advisory NoteAdvisory note. Web.

Maintenance policy: Property and facilities division. The University of Queensland. 2009. Web.

Rockett F. Procedure-Asset Maintenance Program. Queensland Government. 2009. Web.

Robertson Lonnie. (1998). Managing Inventory. Web.

Scottish Statutory Instrument 2004 No. 406: The Building (Scotland) Regulations. Web.

XYZ Transit Asset Management Plan: Sample Plan. 2009. Web.