The framework specifies key elements of the asset management process including asset management policy, strategy, risk management, enablers and controls, implementation, performance assessment, continuous improvement and management review. UGL Services has identified that PAS 55 is an appropriate asset management framework to provide the required level of asset management sustainability to its Facility Management FM clients during and beyond the contract term. Could PAS 55 be the most appropriate asset management framework to provide the required level of asset management continuity and sustainability to FM clients? In Facility Management, with the exception of Public Private Partnerships PPP , the facility management provider FMP is typically not involved in the asset owner roles related to the concept or design phases of asset management. Before we begin to discuss the operational phase of asset life cycle management, we may want to ask, and hopefully answer, these basic questions,. The relevance of answers to the above questions will depend on the specific service level agreement but without this basic information and data it will be extremely difficult to produce comprehensive "decision making" reports which can potentially influence the organizations strategic plan.
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The framework specifies key elements of the asset management process including asset management policy, strategy, risk management, enablers and controls, implementation, performance assessment, continuous improvement and management review. UGL Services has identified that PAS 55 is an appropriate asset management framework to provide the required level of asset management sustainability to its Facility Management FM clients during and beyond the contract term.
Could PAS 55 be the most appropriate asset management framework to provide the required level of asset management continuity and sustainability to FM clients? In Facility Management, with the exception of Public Private Partnerships PPP , the facility management provider FMP is typically not involved in the asset owner roles related to the concept or design phases of asset management.
Before we begin to discuss the operational phase of asset life cycle management, we may want to ask, and hopefully answer, these basic questions,. The relevance of answers to the above questions will depend on the specific service level agreement but without this basic information and data it will be extremely difficult to produce comprehensive "decision making" reports which can potentially influence the organizations strategic plan.
The specifications and guidelines were first developed in in response to industry need for a common standard for asset management.
The documents were reviewed and updated in following further international interest. This review involved 49 organizations from 15 industry sectors in 10 countries. The PAS 55 specifications and guidelines provide an understandable and standard approach to physical asset management.
This in turn gives asset management practitioners the system tools to be able to explain their organization's asset management strategy to all levels and also provides asset owners and managers with an understandable framework for asset management. The scope of PAS 55 is primarily concerned with the management of physical assets and also takes into account the interdependency of other asset categories such as human assets, information assets, financial assets and intangible assets for example, reputation.
Significantly, PAS 55 also suggests that it can provide guidelines and recommendations on what to do although it does not prescribe mandatory solutions on how to do it.
This approach is a thankful reminder that developing asset management plans can amount to a sizable body of work requiring substantial resource investment from the organizations team specialists.
The culmination of this effort will be sustainable, unique and hopefully rewarding for those involved. A continuous cycle of improvement in service delivery to the client is driven through contract KPIs and supported as an integral organizational culture. This approach is proven and robust and is straightforward to articulate to all levels of FM personnel. Refer to the previously stated definitions of asset management, specifically the phrase, " The FMP should be aware that in developing the Asset Management Plan AMP , the monthly and annual reports should be focused to provide the client, as well as the FMP's own organization, with all relevant data and information which can be used to potentially affect and contribute towards the development of the organizational strategic plans.
This supports compliance by the FMP with the specifics of the service contract. Figure 2 below, further explains the relationship between the OSP, planning and implementation of asset management elements in PAS The above diagram depicts how asset systems, activities and planning are ultimately a consequence of the organization's strategic objectives and a reflection of its organizational values. The PAS 55 framework can demonstrate a similar and corresponding system element framework approach with other key management systems.
To demonstrate this framework compatibility, PAS 55 has listed comparisons with the other key management systems, specifically:. Other comparable national and international standards related to safety, environmental and quality can also be quoted as applicable to the user organization to demonstrate alignment with the PAS 55 framework elements. Figure 3 below shows an extract from PAS indicating alignment with other Standards and comparable management system elements.
We should expect that this compliance requirement will begin with the critical asset owners, such as electrical, water and gas providers, followed by rail and road and then gradually be adopted down the asset critical line. Certain facility categories, including hospitals, airports and data centers are already well progressed in this area. PAS 55 practitioners and user organizations have the option of self assessing the maturity and levels of competence of their system through utilizing and answering the sets of questions in the IAM Assessment Methodology model.
They can also decide to go a step further by being assessed and certified to PAS This service is usually offered by a third party, IAM endorsed training and assessment company who will assess their level of asset management system competency.
PAS 55 system elements were implemented for these projects. Under PPP structures the private sector develops, finances and maintains an asset which is used in the delivery of public services. In return, the public sector pays a monthly or quarterly charge which covers both the repayment of the capital investment and the ongoing service costs Refer to BDO Stoy Heyward for more details.
The PPP encourages both the public and private sector partners to take a whole of life approach to design, build and management of the assets. It is also in the interests of both parties to ensure that the design and construction takes into account the best life cycle value relating to operational refurbishments, replacements and maintenance costs during the forecast life cycle term.
Financial risk mitigation is a significant area that requires a high level of priority in the way we operate PPPs. We are therefore required to develop and implement bedrock processes and systems to mitigate the operational and associated financial abatement risks to ensure consistency and sustainability during the life cycle term of the facility. The PAS 55 framework has also been implemented at other recent non-PPP UGL Services projects and this has proven to be adaptable not only across different facility types, for example hospital, schools, office buildings but also to comply with different contract service specifications.
The hospital has a floor area in excess of 40, m2 and provides comprehensive care to the women of Victoria in a single central location. UGL Services manages the operations and maintenance of the hospital including Hard FM electrical, HVAC, plumbing, hydraulics, building maintenance , Security guards, Electronic security, Cleaning services, Hotel services, Grounds maintenance, Life cycle replacements, Fire protection and safety management maintenance.
The nine storey hospital opened in June This framework also provided an acceptable continuous improvement methodology to comply with the contract performance requirements. The project is a multi-million dollar initiative of the Victorian State Government to design, build, finance and maintain eleven new schools in some of Melbourne's main growth areas.
Five schools opened in January and a further six schools due to open in The Asset Management Plan AMP related to all 11 schools was also developed using the PAS 55 framework guidelines to provide a consistent and sustainable approach over and beyond the term of the contract.
If we were building our own house, or contracting an architect and builder to do so on our behalf, it would be unthinkable for us not to be involved during the design stages. The potential impact we can make to the operational life cycle in relation to best value quality and maintainability is substantial. Similarly, the FMP's influence during the design phases of a PPP will pay significant life cycle dividends in the long term. Drawing on identified opportunities for improvement gained from similar projects, UGL Services was able to optimize and influence the selection and specification of equipment and quality of materials to ensure long term asset maintainability, reliability and project continuity.
UGL Services was actively involved in the design, construction and commissioning of the projects, providing an operational focus as part of the interaction with the design team and the builder. This collaboration led to notable design initiatives.
This centralized service delivery approach improves coordinated cost effective delivery of services and asset management. The service specifications of FM contracts in past years have generally followed a maintenance focused format with limited reference to asset management and specifically life cycle management. This of course is now changing where contract service specifications have a greater emphasis on holistic asset management.
FMPs are now developing sustainable asset management processes and procedures to provide continuity and consistency not only to the client but also in their own service delivery models.
The AMP is developed to primarily comply with the asset management specifications of the client's contract. The AMP includes all applicable documents, processes and procedures which will be referred to during and beyond the term of the contract. Each element of the AMP will be subjected to regular review and to identify opportunities for continuous improvement.
Each element has the potential to include multiple documents appendices, for example, risk management plans, life cycle plans, maintenance plans, standard operating procedures, performance monitoring program and process diagrams. The comparison of both plans reflects the different asset management profiles and also the different service delivery complexities related to hospitals and schools. These UGL Services FM contract case studies have demonstrated how the implementation of the PAS 55 asset management system elements follow a logical framework to allow potential linking with the client organizational strategic plan.
Specific elements of the AMP, i. In identifying, assessing and controlling the risk exposure, UGL Services utilized the AS Risk Management "likelihood and "consequence" risk calculator matrix to provide the initial high level and subsequent lower level assessments.
The application of the risk matrix scorecard as set out in AS provided the additional benefit of an accessible and common standard reference source for all stakeholders in understanding the determination, and rating of a risk score. To determine the operational risk exposure associated with the ongoing maintenance and operation for both case studies we also considered the performance parameters, which are set out by the State against each specific contract service specification.
The parameters are linked into monthly key performance indicators, which report the actual service delivery performance and ensure continuous performance capability and compliance during the full term of the PPP contract. In addition to the overall risk management plan developed for both projects we identified the requirement for three supplementary risk asset management control methodologies, based on our initial risk assessment, these are as follows,.
Pre-Agreed Action Plans provide guidance to all UGL Services site staff, contractors and facility personnel on the agreed steps that will be implemented in the event of failure or outage of any of the assets such as plant, equipment or infrastructure on the property.
The use of PAPs will provide individual Sites with a coordinated approach to asset failure. They will focus attention on those assets identified as critical, and ensure that solutions for potential problems are anticipated and can be efficiently implemented if required. In this way, PAPs can improve business continuity and minimize disruption to site operations and functionality.
The BMS risk management matrix was developed by UGL Services to manage and respond to alarms at a lower priority level, this provided a pre-warning and consequently less disruption to critical facility functions and also reduced the risk of abatement penalties. Equipment Risk Management, where the "equipment" referred to in this category was hospital or school specific equipment groups and where the ongoing maintenance and life cycle management was the responsibility of UGL Services.
These equipment types included, for example, autoclave sterilizers, medical refrigerators, batch washers and electric patient beds. A similar AS approach was adopted to identify, assess and control the risk, where the main control method was the PAP. UGL Services have established procedures to ensure that employees or any relevant third parties including contractors working at each significant service level are aware of and can demonstrate an understanding of:.
An asset management awareness and training program has been established and is relevant to the following areas:. The effectiveness of training and the resulting level of competency will be evaluated to establish whether the appropriate level of competency has been attained. The initial life cycle forecasting by the FMP commences at the bid estimate phase of the project. The State sets out a scope of particular standards relating to fit out, systems, equipment types, quantities, etc.
The life cycle program budget was prepared with provisions for the works program components including major plant and equipment replacement. Life cycle management also includes scheduled planned condition-based maintenance, preventive service maintenance, statutory maintenance and forecast unplanned reactive maintenance. Structured condition assessment of assets is part of the condition-based maintenance strategy and is undertaken as part of the continuous life cycle assessment process.
Annual assessments input regular updates of asset life cycle condition data to either confirm the forecast replacement date or influence review of life cycle replacement or refurbishment dates.
The development and implementation of consistent standards for asset condition, maintenance and performance forms a core part of the strategic approach to asset management. Contract specific asset management strategies, asset registers, asset management plans and periodic condition assessments implemented by UGL Services are all underpinned by established integrated management systems e.
Facility inspections of rooms, offices, reception areas, etc, are managed in the asset information management system with inputs from the UGL Services Facility Inspection Checklist. The Facility Inspection Checklist assesses the condition of the asset and prompts life cycle decisions based on replacing or restoring an asset to ensure fit for task functionality.
The checklist also incorporates relevant Australian Standards and compliance to statutory requirements during maintenance, replacement or restoration of assets. A structured program of condition assessments is undertaken to enable adequate information to be gathered to assist management decisions and capital budget planning. The Facility Inspection Checklist includes generic elements relating to most facilities including, exterior, interior, amenities, services, access and cleaning.
This checklist can be customized to apply to particular facility elements as required. Robust asset maintenance analysis facilitates the optimization of availability, reliability and maintainability of the assets.
Reports are prepared from available data in the asset information management system. Analysis effort will focus on data which can have a significant effect on the operational functionality and life cycle of assets. The collection of data and historic service information with no significant life cycle analysis value is not promoted as part of the asset analysis. The process of continuous analysis and improvement follows a set procedure of prescribed routine checks to provide a sustainable approach.
This procedure is detailed as part of the asset performance assessment process to provide a level of continuity and to ensure the analysis process is ongoing and is not affected in the event of a personnel change.
Applying the Guidelines of BSI PAS 55 to Facility Management
The first version of PAS 55 was published in in response to issues arising from the privatisation of the utilities and transport sectors in the United Kingdom. In particular, some significant asset failures with serious failure consequences called into question whether the asset management systems in place adequately safeguarded the longer term integrity and safety of the privatised assets. As the discipline of asset management developed, issues with this version began to appear and a full revision was released in The version remains current as of writing and is the focus of the remainder of this article. PAS 55 has, however, had the physical asset management area to itself for most of its ten years of existence and has therefore been widely adopted as a de facto international standard.
PAS 55-2 Part 1 (2008).pdf
ISO is an international standard covering management of assets of any kind. PAS 55 was originally produced in by a number of organisations under the leadership of the Institute of Asset Management. It then underwent a substantial revision with 50 participating organisations from 15 industry sectors in 10 countries. PAS available in both English and Spanish versions was released in Dec along with a toolkit for self-assessment against the specification. The PAS gave guidance and a point requirements checklist of good practices in physical asset management ; typically this was relevant to gas, electricity and water utilities, road, air and rail transport systems, public facilities, process, manufacturing and natural resource industries. It was equally applicable to public and private sector, regulated or non-regulated environments.