Maintenance controls In this section, we discuss systems used to plan, schedule, and monitor maintenance. The association should establish two basic schedules: ● Current fiscal year projects and work to be performed routinely. ● Multi-year projects and work, including deferred maintenance (concrete restoration, reroofing, repaving, painting, etc.). For routine work, the manager should develop a checklist on which staff or contractors log progress. A checklist works Work-order systems Establishing a work-order system, to assign and track routine, corrective, preventive, and other types of maintenance, will help the manager and the board track maintenance activities. The association should use the work-order system to receive requests for, assign responsibility to (including identification of in-house or outside contractor), prioritize, and monitor repairs. While the manager can create a work-order system through Excel, Word, or other programs. Quicken, QuickBooks, TOPS, and other work-order software programs are available from a variety of Usually, the manager, maintenance supervisor, or office assistant receives a complaint that requires corrective maintenance. That complaint should generate a work order. Only the manager and maintenance supervisor (through the direction of the board or CAM) should forward complaints to contractors and vendors. The maintenance supervisor usually reviews the work order and determines the materials and staff (or contractor) time that is needed. The manager and/or maintenance supervisor should schedule the work according to its priority and assign a completion date. Contents Preprinted work-order forms are available at most office supply stores and property management supply companies. Here is a list of the basic information that a work order should include: ● Date request received and by whom. ● Name of person who initiated the work order (e.g., manager; director; member; maintenance supervisor). ● Description of problem. ● Assignment date, to whom, and by whom. ● Estimated time to complete. ● Materials and supplies required. ● Completion date, by whom, required and actual time to complete, and materials used. ● Follow-up inspection date, by whom, and results (e.g., approved). ● To what line item(s) or entity work charged (this is completed by the maintenance supervisor or manager). If a problem identified on a work order is one that will be addressed during routine or preventive maintenance activities or during a special project that is currently underway, the maintenance supervisor should note this on the work order. If a member made the complaint that resulted in a work order, the manager should notify them of the date or period in which the issue will be addressed. Supervision The manager should adjust schedules, completion dates, or work assignments based on the progress and workload. The manager should verify that the work and work practices comply with applicable laws and documents. If the manager observes a problem, such as unsafe work conditions, or if the employee or contractor is unable to meet the schedule, the manager should investigate, meet with appropriate parties, and take the steps that are necessary to resolve the problems. companies. Procedure
especially well for janitorial clean-up functions. Sample tasks might include: ● Sweep hallways. ● Check/replace light bulbs. ● Vacuum carpets, mop hard surface flooring. ● Sweep, clean, and pressure wash pool deck, patio, and furniture. ● Clean and polish interior elevator panels. Completion Once the job is complete and the maintenance supervisor has inspected and approved that the work was completed, the supervisor should return a copy of the work order to the manager. Some associations provide a copy of the completed work order to the member if they initiated the complaint. The contractor or staff should periodically provide the association with reports that summarize completed work orders. The manager should periodically observe the work in progress and inspect the completed work to ensure that all work was performed as described in the contract or in accordance with generally accepted maintenance standards. For highly specialized or technical work, a qualified professional must inspect and approve the work. The completed work order should document the cost of labor and materials. It can then provide a basis for budget account charges. While the association should avoid making repairs that are the member’s responsibility, some associations have established programs that specifically address member maintenance obligations. This occurs when not making that repair would increase the association’s maintenance costs or affect another members’ property. Example : In most high-rise buildings, members are not charged separately for water and sewer costs. Members must check their toilets, sinks, etc., for leaks on a regular basis. If the association implements a program where it inspects for leaks and makes repairs for which the member must pay, the association may save the association money and ensure that common elements (CE), limited common elements (LCE), and units are better maintained. Most work-order systems are integrated into the association’s financial management. This is useful in assisting the association in properly coding expenses and planning its budget for future years. Valuable references: The United States General Services Administration (GSA) has an excellent discussion of maintenance work-order systems that can be found online at https://www.gsa.gov/ policyregulations. While these are written for the GSA, many of the principles and practices are equally applicable to community associations. Other references that may assist managers with work-order systems include, but are not limited to: ● Reliable Maintenance Planning, Estimating, and Scheduling (Ralph W. Peters). ● Maintenance Planning and Scheduling Handbook (Doc Palmer). ● Maintenance Planning, Coordinating, and Scheduling (Joel Levitt & Don Nyman). ● Maintenance Best Practices (Ramesh Gulati). ● Lean Maintenance (Joel Levitt).
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Book Code: CAMFL1524
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