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Government Employee Housing Management

FrameworkPolicy for the management of Queensland Government employee housing

Government Employee Housing Management Framework

First EditionQueensland Department of Public Works………. ……….

ISBN ...........................© The State of Queensland(Department of Public Works)First published in ………………

Enquiries should be directed to:

The Principal Policy ManagerBuilding Policy UnitWorks DivisionDepartment of Public Works

Telephone 07 322 45482Fax 07 322 45498

GPO Box 2457Brisbane Qld 4001

Email [email protected]

This document is available online at www.build.qld.gov.au.

Government Employee Housing Management Framework

The Government Employee Housing Management Framework is the whole-of-Government policy for managing government employee housing.

The suite of Government Employee Housing Management Framework documents is available online (www.build.qld.gov.au):

1. The Government Employee Housing Management Framework policy document contains the policy requirements.

2. Guidelines complement the policy document by giving a more detailed explanation of a subject, particularly in terms of best practice procedures.

Government Employee Housing Management Framework Prepared by the Department of Public Works

Table of contents

1.0 Introduction

2.0 Scope of application

3.0 Objectives of the Government Employee Housing Management Framework

4.0 Roles and responsibilities

5.0 Elements of the Government Employee Housing Management Framework

5.1 Planning5.1.1 Building asset performance

5.2 Procurement/investment5.2.1 Housing standards5.2.2 Capital works management5.2.3 Environmental sustainability

5.3 Management in-use5.3.1 Maintenance 5.3.2 Asbestos management 5.3.3 Asset reporting5.3.4 Tenancy management5.3.5 Vacant properties

5.4 Disposal/transfer

Appendix A

Performance indicators and measures for government employee housing

Appendix B

Security and safety standard for government employee housing

Appendix C

List of key legislation

Appendix D

List of key policies/guidelines


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The Government Employee Housing Management Framework (GEHMF) is the whole-of-Government policy for managing government employee housing. By adhering to the policy requirements in the GEHMF, departments will have a consistent approach to procurement planning and management of government employee housing necessary for achieving effective management of these buildings.

The GEHMF incorporates customised requirements based on other Queensland Government policies, including the Capital Works Management Framework (CWMF) and the Maintenance Management Framework (MMF). These requirements have been adapted to suit government employee housing.

The GEHMF encompasses this policy document, a suite of supporting guidelines and other documents and tools.

This policy document establishes the key elements that departments must incorporate as part of their management of government employee housing. The supporting guidelines and documents include detailed guidance to assist departments to meet the legislative and policy requirements. References to these resources are made throughout this policy document.

TerminologyFor the purposes of this policy document, the terms “government employee housing”, “residences” and “building assets”, have the same meaning.

Government employee housing is in residential properties (e.g. detached houses, town houses, apartments/flats, multiple staff quarters/hostel or the like) owned or leased by the State, for use by Queensland government employees who deliver government services throughout the State.

These building assets are primarily located in regional, rural and remote locations throughout the State where there is no viable rental market to support employees’ accommodation requirements.

The GEHMF applies to all departments (as defined in s8 of the Financial Accountability Act 2009) that control1 or administer government employee housing.

The application of this framework must be integrated with departments’ building asset management policies, processes and systems.

The main objectives of the GEHMF are to ensure that:

1 The concept, ‘control of assets’, is demonstrated by the ability of a department to use an asset to achieve its objectives; obtain a benefit from the sale of the asset; charge for the use of the asset; or deny use of the asset to others. This term is important for financial and asset management. Specific guidance on determining the control of assets is provided in accounting policies and relevant accounting standards.


1.0 Introduction

2.0 Scope of application

3.0 Objectives of the Government Employee Housing Management Framework

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a supporting mechanism is in place for continuous improvement in the strategic planning/investment decisions, procurement, management and maintenance of government employee housing

government employee housing residences are adequately maintained security and amenity for government employees, as tenants of government

employee housing, are to an acceptable standard the risks to Government are well managed departments take a more strategic role in the management of government

employee housing timely and relevant information for monitoring procurement, maintenance, use

and demand for government employee housing is available to Government consistency and transparency are evident in the management of government

employee housing across Government.

Housing Management Committee

The Housing Management Committee (HMC) was established by decision of Government in 1996 and is responsible for overseeing the Government’s employee housing portfolio. The HMC will: take a broad view of government employee housing giving consideration both to

specific matters before them and matters that concern whole-of-Government identify whole-of-Government opportunities for improving the management of the

Government’s employee housing portfolio develop policy and guidelines to improve the management of the Government’s

employee housing portfolio develop coordinated solutions to emerging management issues deliver whole-of-Government employee housing strategies facilitate benchmarking for departments coordinate an annual whole-of-Government report in relation to government

employee housing. This report should cover key aspects of government employee housing such as procurement, maintenance, use, demand, and security risks.

The HMC comprises representatives from all departments. The Department of Public Works undertakes the role of Chair and the secretariat function for the HMC.

Department of Public Works

The Department of Public Works will: be the sole service provider for the delivery of all capital works projects and

programs associated with government employee housing located in Indigenous communities

be the sole service provider for maintenance of all government employee housing assist departments to implement the GEHMF by providing advice, where

requested, on government employee housing management issues monitor implementation of the GEHMF across Government and undertake minor

amendments to maintain its currency following consultation with departments update supporting guidance material as necessary to reflect changes to

operational/technical/administrative practices.

Departments


4.0 Roles and responsibilities

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All departments (as defined in s8 of the Financial Accountability Act 2009) must comply with this policy document.

Specific responsibilities for particular aspects of the policy are highlighted in this document with further details provided in the suite of supporting guidelines and other documents and tools.

These responsibilities may be altered from time to time by Government to facilitate an integrated and aligned approach to planning, procurement, maintenance, and management and tenancy allocation of government employee housing.

The elements of the GEHMF that departments must incorporate in their government employee housing related processes and practices are shown in Diagram 1.

The GEHMF covers requirements for all stages of the asset life cycle namely, planning, investment/procurement, management-in-use and disposal of government employee housing, to facilitate more effective and consistent management of government employee housing.


5.0 Elements of the Government Employee Housing Management Framework

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Diagram 1 - Elements of the GEHMF

Planning Procurement/Investment Management in-use Disposal

Policy requirement 1 – Government employee housing component of departmental asset management plans

Policy requirement 2 – Asset strategic planning

Policy requirement 3 – Establishing building asset performance areas, indicators and measures

Policy requirement 4 – Reviewing performance

Policy requirement 5 – Using performance information

Policy requirement 6 – Housing standards for government employee housing (construction and upgrading)

Policy requirement 7 – Procurement of government employee housing

Policy requirement 8 – Centralised delivery of all capital works projects and programs for government employee housing located in Indigenous communities

Policy requirement 9 – Environmentally sustainable buildings

Policy requirement 10 – Maintenance of government employee housing

Policy requirement 11 – Asbestos management in government employee housing

Policy requirement 12 – Reporting on government employee housing

Policy requirement 13 - Residential tenancy agreement

Policy requirement 14 – Utilise an electronic tenancy management system

Policy requirement 15 – Safety of tenants

Policy requirement 16 – Utilisation of vacant residences between departments

Policy requirement 17 – Memorandum of Understanding(leasing a property from another department)

Policy requirement 18 – Identifying building assets surplus to requirements

5.1 Planning

Planning requirements for building assets are established by Government policy and guidelines. The key plans related to management of building assets undertaken by departments include: asset strategic plans; strategic maintenance plans; risk management plans; and financial management plans.

Asset strategic plans should complement corporate strategic plans. The requirements for strategic plans, including the consultation and submission/approval requirements, are set out in financial management legislation.

Strategic maintenance plans are required to be developed as part of the departmental asset strategic planning process, in accordance with the requirements prescribed by the Maintenance Management Framework (MMF).

Risk management plans should highlight the responsibilities for risk management and strategies to identify and manage risks. These management plans should address the prevention, detection and management responses to identified risks related to security/safety, access and hazardous materials/environmental issues (e.g. asbestos). The Project Assurance Framework identifies the key activities associated with a risk analysis. These include: identification; qualification; quantification; allocation; and mitigation.

Financial management plans should highlight responsibilities and strategies for funding allocation and reporting requirements and address the approach to asset recognition, asset identification, asset valuation and asset depreciation.

Asset management strategies for government employee housing should be reflected in a department’s Asset Strategic Plan. In accordance with Queensland Treasury’s Financial Accountability Handbook, an Asset Strategic Plan should provide for the: analysis of key issues that influence the need for assets examination of the appropriateness of existing assets development of strategies for achieving and maintaining the appropriate level of

operational performance for the assets

Policy requirement 1 – Government employee housing component of departmental asset management plans

Departments that control or administer government employee housing are responsible for ensuring that associated asset management needs are reflected in their asset strategic plans, strategic maintenance plans, risk management plans, and financial management plans. If government employee housing is a significant component of the building portfolio, separate plans must be prepared.

Policy requirement 2 – Asset strategic planning

Departments must undertake asset strategic planning for government employee housing, addressing medium and long term investment plans and strategies to meet the need for new government employee housing, and plans for disposing of properties that are no longer required.

development of strategies to meet the need for new assets and for disposing of assets that are no longer required.

Information on asset strategy development is outlined in the Department of Public Works’ Strategic Asset Management Best Practice Guideline: Asset Strategic Planning. Consideration should also be given to non-asset solutions, which may include sharing of accommodation and renting from the private sector where an adequate private rental market exists.

Guidance on comparing the net impact of alternative options is available in the Project Assurance Framework’s documents, Preliminary Evaluation Guidance Material and Business Case Development Guidance Material.

Specific information on assessing demand for houses and comparing the alternative procurement options is provided in the GEHMF guideline, Strategic Financial Appraisal. The guideline includes a financial analysis model which considers issues such as: current value of land current value of the built asset(s) availability and cost of a residence(s) for lease from the private sector availability and cost of suitable house and land packages cost of constructing a new asset.

To achieve effective asset planning, departments should have access to appropriate information such as: corporate and service delivery plans; service performance; asset data including performance information related to building’s appropriateness and effective utilisation; recommendations from risk analysis reports; and medium and long term procurement/investment plans. The means to facilitate a performance-based approach to decision-making associated with planning and management of buildings is presented below.

5.1.1 Building asset performance

The Building Asset Performance Framework (BAPF) provides departments with a systematic approach to managing the performance of building assets to meet service delivery requirements. It establishes the broad scope and application of building asset performance management, and the key principles and elements necessary for achieving effective management of buildings.

The Building Asset Performance Framework outlines a framework of specific performance areas, performance indicators and performance measures for assessing building asset performance. The performance areas required by the Framework are:

appropriateness of the asset in meeting service delivery requirements financial impact of the asset statutory compliance risk of the asset


Policy requirement 3 – Establishing building asset performance areas, indicators and measures

Departments must establish specific performance areas, performance indicators and performance measures for assessing the performance of government employee housing.

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effective use of the asset environmental impact of the asset social significance of the asset.

Each of these performance areas is defined by a number of key performance indicators with suggested performance measures.

A modified framework to suit residential buildings is provided in Appendix A for assessing the performance of government employee housing.

The BAPF includes a building asset performance assessment template which will assist departments in undertaking a performance assessment of their assets.

Departments must undertake annual reviews of government employee housing performance, against the previously mentioned performance areas, as part of their asset management practices. Reviews must also be undertaken for specific planning purposes such as business cases for new projects and asset strategic planning.

A performance assessment will provide a status report or profile summarising the performance of a particular building asset.

Further analysis of this information must be used as a basis for government employee housing management decisions in relation to which assets to retain, refurbish or renew, rationalise or dispose, and to identify the need for new assets.

5.2 Procurement/investment

Procurement planning and the decision to invest must be primarily driven by demand, as well as the suitability of existing assets, and be underpinned by a whole of life approach which recognises the importance of sustainable development and whole-of-life costs.

In the design and construction stage, these requirements must include: determining optimal design solutions that meet economic (these would include the costs associated with building maintenance, operation and disposal planning), functional and environmental performance requirements; health, safety and security requirements; and other criteria identified as important.

5.2.1 Housing standards

As a minimum, government employee housing must conform to quality objectives and housing standards (in accordance with the Government Employee Housing Scheme Policy and Conduct


Policy requirement 4 – Reviewing performance of government employee housing

Departments must undertake annual reviews of government employee housing performance.Policy requirement 5 – Using performance information

Departments must use performance information as a basis for government employee housing management decisions.

Policy requirement 6 – Housing standards for government employee housing

Prescribed housing standards, as set by the Housing Management Committee, must be adopted for the

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documentation) set by the Housing Management Committee (HMC). This applies to the construction and upgrading of residences designated for government employee housing and may include an accommodation schedule, functional diagrams and space data sheets and/or details relating to typical buildings and building details.

In regards to the purchase of existing housing, prescribed housing standards are to be followed as closely as possible, to identify suitable properties. It is recognised that in some locations, the community standards for specific housing features may differ to those identified in the prescribed standards set by the HMC.

Government employee housing must also conform with the Security and Safety Standard for Government Employee Housing (refer to policy requirement 15 and Appendix B).

The GEHMF guideline, Standards of Accommodation for Government Employee Housing, provides further information regarding housing standards.

5.2.2 Capital works management

The CWMF is the Queensland Government’s key policy for managing risks in the planning and delivery of government building projects. It identifies the major risk areas and sets out the steps that must be taken to manage those risks and achieve consistency and high quality outcomes in the procurement of government building projects. Further, it supports the State Procurement Policy and the Project Assurance Framework in seeking to achieve value for money on government building projects.

The CWMF outlines the key stages of the capital works management process and prescribes minimum requirements for the initiation, development and

implementation of building projects and programs. Among other things, the CWMF requires that:

departments consult with the Department of Public Works (when developing work programs for all government building projects) regarding the confidence level of estimates, provision for escalation, proposed cash flows and the degree of urgency for each proposed project before any submission is made to Government for funding

standard contracts are used on all government building projects the Prequalification (PQC) System is used to engage building consultants and

contractors where the commission or contract value exceeds the prescribed threshold or service risk rating

commissioning and handover is adequately planned and undertaken.

Capital works and related investment activities associated with the delivery of government employee housing in Indigenous communities include:

the acquisition/leasing of vacant land and existing/new housing the construction of housing upgrades to existing housing.


Policy requirement 7 – Procurement of government employee housing

Procurement of government employee housing must be undertaken in accordance with the Capital Works Management Framework (CWMF) and the State Procurement Policy.

Policy requirement 6 – Housing standards for government employee housing

Prescribed housing standards, as set by the Housing Management Committee, must be adopted for the

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Centralised delivery of capital works projects and programs for government employee housing located in Indigenous communities facilitates improved value-for-money outcomes, including:

efficiencies resulting from opportunities to schedule, bundle, workflow smooth and/or determine appropriate procurement methodologies to be used for the projects and programs,

certainty regarding engagement with industry and the community consistency in relation to safety and security standards.

Bundling of projects can make tender packages more attractive to contractors. Therefore, it is likely that an increased number of tender responses may be received, leading to increased competition and improved value-for-money outcomes.

Further, bundling of projects can provide continuity of work for contractors and local suppliers and create opportunities to develop the capability of local Indigenous employment through training and ongoing employment programs.

5.2.3 Environmental sustainability

Departments must incorporate relevant provisions of building legislation, codes and regulations in their practices, including the Sustainable Planning Act 2009, Building Act 1975, and relevant technical provisions reflected in the Building Code of Australia (see Appendix C). Guidance on leading practices in designing, planning and building houses to make them more socially, environmentally and economically sustainable is available in the Smart and Sustainable Homes Design Objectives (Department of Public Works).

Departments should encourage tenants to follow sustainable housing practices.

5.3 Management in-use

The management in-use phase of a building asset life cycle includes the maintenance and operation (including building occupancy and lease management) stages. These stages generally encompass maintenance planning and delivery,


Policy requirement 8 – Centralised delivery of all capital works projects and programs for government employee housing located in Indigenous communities

Departments must ensure that the delivery of all capital works projects and programs in relation to government employee housing located in Indigenous communities is undertaken by the Department of Public Works.

Departments are required to enter into appropriate arrangements with the Department of Public Works for the provision of capital works delivery services in accordance with relevant Government policy.

Policy requirement 9 – Environmentally sustainable buildings

Departments must ensure that the requirements of legislation and Government policy relating to environmental sustainability are incorporated in planning, project delivery, maintenance and management of government employee housing.

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performance assessment and risk management. The intent of these stages is to ensure that buildings are adequately maintained and operated to support the delivery of services and that the full cost and benefits associated with building ownership are taken into consideration in strategic decisions.

5.3.1 Maintenance

The maintenance of government employee housing is governed by the Maintenance Management Framework (MMF). The MMF applies to all departments that control or administer buildings and have responsibility for maintenance (a term defined under the MMF) as part of the overall asset management of their portfolio.

The MMF requires departments to develop effective policies and strategies for planning, implementation, performance monitoring and reporting of maintenance of their building assets. Specifically, under the MMF, departments are required to:

prepare a departmental maintenance policy and maintenance strategy prepare a comprehensive Strategic Maintenance Plan as part of the

departmental asset strategic planning process undertake condition assessments within the MMF timeframe requirements identify maintenance demand and analyse the required funding and priorities

to ensure that all planned and unplanned maintenance is addressed use appropriate agreements/instruments for procurement of maintenance

services in accordance with Government policy monitor and review maintenance performance in accordance with the

provisions of the MMF collect and retain relevant asset and maintenance information and be capable

to report on maintenance strategies, maintenance performance and building performance.

The GEHMF guideline, Planning for the Maintenance of Government Employee Housing, provides further information regarding maintenance practices for government employee housing.

5.3.2 Asbestos management

The Asbestos Management and Control Policy for Government Buildings provides a framework for


Policy requirement 10 – Maintenance of government employee housing

Departments that control or administer government employee housing are responsible for ensuring that:

maintenance of their housing supports service delivery needs relevant information is available to support medium and long term planning

for maintenance in alignment with departmental and asset management strategies

all maintenance work on government employee housing is undertaken by the Department of Public Works

maintenance implementation is efficient and effective maintenance performance and maintenance expenditure is adequately

monitored.


Departments must ensure that asbestos containing material in

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identifying, documenting, managing and controlling, including the safe removal of, asbestos containing material (ACM) in government buildings.

Departments are required to undertake the following risk management control measures for residential buildings:

identification and recording of ACM assessment of the risk posed by the ACM identified management of in situ ACM based on its assessed level of risk removal of ACM based on its assessed risk profile.

The Asbestos Management and Control Policy for Government Buildings also recognises the duty-of-care and other obligations of the Government as an employer providing managed residential accommodation for its employees, and therefore requires a register of all ACM in residential premises used for this purpose.

To assist departments in meeting their obligations under the aforementioned policy, the Managing Asbestos in Government Employee Housing guideline has been developed. The guideline outlines requirements for departments, including: maintenance of ACM information in a register; and minimising risks associated with building-related work.

5.3.3 Asset reporting

Effective interfacing between asset management systems, tenancy management systems and financial management systems is required to deliver whole-of-Government reporting.

The GEHMF guideline, Asset Reporting for Government Employee Housing, defines whole-of-Government reporting requirements and provides associated tools.

5.3.4 Tenancy management

A residential tenancy agreement (consistent with the Residential Tenancies and Rooming Accommodation Act 2008) must be in place between a department (which owns the property) and a staff tenant (resident).

The GEHMF guideline, Tenancy Management of Government Employee Residences, provides further information regarding tenancy management practices and administration.


Policy requirement 13 - Residential tenancy agreement

Departments are required to ensure that a residential tenancy agreement is in place for leased properties.

Policy requirement 12 – Reporting on government employee housing

Departments must have the capability to report on procurement, maintenance, use, demand and security risks associated with their government employee housing.

Departments are required to provide information to the HMC to facilitate the compilation of an annual whole-of-Government report in relation to government employee housing.


Departments must ensure that asbestos containing material in

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Departments must use an effective electronic tenancy management system that adequately facilitates proper collection, updating and use of tenancy data and reporting functions.

As a minimum, an electronic tenancy management system should include the following information:

general property details such as property identifiers, address, description, number of beds, etc

lease details such as tenant’s name, agent’s name, owner’s name, commencement and term of lease, lease number, anniversary dates for rent rate assessments, rent rate history, rent rate review method, leasable areas, disposal status, etc

general comments on leases and residences.

The provision of appropriate safety and security measures (e.g. security screens, security lighting, and emergency distress alarms) must take into account the physical environment of the community in which the dwelling is located, in accordance with the whole-of-Government Security and Safety Standard for Government Employee Housing (refer to Appendix B).

Regular risk assessments must be undertaken, and improvements effected to properties (as may be necessary) to minimise risks to tenants.

Fire safety requirements (e.g. evacuation notices, smoke alarms) must be in place and maintained in accordance with relevant legislation.

5.3.5 Vacant properties

Details about properties that have been or will be vacant in the short term must be recorded to facilitate utilisation of these properties by other departments.

A Memorandum of Understanding or other suitable instrument must be established between the department which owns the property and department leasing the property.

Responsibility for the property should be clearly identified in documentation, including reference to specific asset management arrangements (e.g. provision of maintenance, payment of outgoings) agreed between departments.


Policy requirement 14 – Utilise an electronic tenancy management system

Departments must use an effective electronic tenancy management system for managing tenancy information.

Policy requirement 16 – Utilisation of vacant residences between departments

Departments (which own government employee housing) must record their vacant properties in the Government Employee Housing Website Portal.

Policy requirement 15 – Safety of tenants

Departments must ensure that appropriate safety and security measures are in place in a residence, before occupancy by tenants, and these measures are maintained during the period of tenancy.

Policy requirement 17 – Memorandum of Understanding

Departments are required to ensure that a Memorandum of Understanding is in place when leasing a property from another department.

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As a minimum, the Memorandum of Understanding (or other suitable instrument) should contain the following information:

roles and responsibilities of parties terms and conditions services to be provided.

A template of a Memorandum of Understanding is available in the GEHMF guideline, Tenancy Management of Government Employee Residences.

5.4 Disposal/transfer

Departments should identify surplus property assets as part of their asset strategic planning processes and develop and implement processes for disposing these assets. The concurrent aim of each department’s identification and disposal process should be to achieve reasonable value for money and best overall use of public property.

The Government Land Policies (refer to Appendix D for details) includes specific requirements for maximising the opportunities for inter-agency transfer of surplus government properties. In this regard, surplus properties must be recorded on the Government Land register (GLR) as soon as is practicable and thereafter be maintained on the GLR for a minimum period of 30 days. This requirement is intended to ensure that other departments have sufficient time to express their interest in the property. In relation to government employee housing, the HMC was given the authority by Government to facilitate information sharing about housing across departments which may assist in identifying opportunities for inter-agency transfers of properties.

Departments should ensure that government employee housing identified as being surplus to requirements are comprehensively assessed to establish whether there are alternative uses for these building assets or, where disposal is necessary, that appropriate disposal management strategies are identified and implemented in accordance with the Government Land Policies. This includes giving considerations to matters such as:

impact of disposals on departmental asset strategic plans potential risks associated with the sale and/or transfer transaction stakeholder engagement (including departmental capital investment and

maintenance planners, internal auditors and the HMC).

Departments should record disposals on financial and asset management systems and appropriately reflect the disposal action in their Asset Strategic Plan.


Policy requirement 18 – Identifying building assets surplus to requirements

Departments are responsible for systematically monitoring the performance of government employee houses (in accordance with the Building Asset Performance Framework) and, where appropriate, identifying building assets surplus to requirements.

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Appendix A

Performance indicators and measures for government employee housing

Performance Indicator Performance Measure

App

ropr

iate

ness

Capacity - the physical capacity of the dwelling to support the level of current and future service needs.

For example, department-specific measure, or generic rating scale as provided in the BAPF.

Functionality – the suitability and flexibility of the dwelling for current and future service delivery.

For example, adaptability of certain building spaces to accommodate increased demand, other department-specific measure, or generic rating scale as provided in the BAPF.

Location – the physical location of the dwelling, relative to current and future demand for services in the context of population demographics and infrastructure planning.

For example, percentage of occupants satisfied with dwelling proximity to services, centrality within catchment area, other department-specific measure, or generic rating scale as provided in the BAPF.

Condition –the physical condition of the dwelling appropriate for current and future occupation.

Maintenance Management Framework’s Condition Index or Facility Condition Index (FCI).

Remaining Life –an estimate of the remaining useful or economic life of the dwelling in terms of either its future potential to sustain the occupation or the costs of ownership and use being unviable.

Estimated years to end of useful/economic life.

Fina

ncia

l

Operating Cost –the annual operating costs of the dwelling, including: electricity, water, waste, gas, cleaning at time of occupancy, rates and statutory charges.

For example, cost per square metre of gross floor area or other department-specific measure.

Maintenance Cost –the annual maintenance expenditure on a dwelling, including: agency management/administration, condition assessment, statutory maintenance, preventative maintenance, condition-based maintenance, unplanned maintenance.

For example, expenditure as a percentage of gross book value of the building asset or other department-specific measure.

Deferred Maintenance Cost –the estimated cost of all maintenance work that has not been carried out within a financial year and which is deemed necessary to bring the condition of the dwelling to a required standard or acceptable level of risk.

For example, estimated cost of deferred maintenance as a percentage of gross book value of asset or other department-specific measure.


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Stat

utor

y C

ompl

ianc

e R

isk Extent of Non-Compliance –

the degree of non-compliance with Australian Standards, Codes, Laws and Regulations, as revealed by an audit, discovery or as the result of the introduction of new legislation.

Qualitative assessment of any gaps in compliance based on statutory compliance associated with:

security, safety of occupants2, access, and other department-specific

measures.

This assessment should include an estimate of the cost to remedy the non-compliance.

Effe

ctiv

e U

se

Utilisation rate –the extent of utilisation expressed as a percentage of available capacity based on department-specific measures.

For example, percentage of occupied residences to capacity of residences or other department-specific measure.

Envi

ronm

enta

l Im

pact

Impact of dwelling on environment –the impact on the environment due to the presence of hazardous materials, site contamination and consumption of water and energy.

Presence of hazardous materials/site contamination issues.Cost of removing asbestos material.

Environmental rating system assessment (new residences) –reflecting achievement of the Energy Efficiency Rating for new residential buildings mandated by the Queensland Development Code.

Minimum energy rating requirements using the performance standard of BCA.(currently 5-star (out of 10) for new residences, using the performance standard of BCA).

Soci

al S

igni

fican

ce

Significance in meeting Government Priorities or Community Obligations –the significance of the dwelling in terms of cultural heritage significance, community attachment, or other government priorities.

Qualitative assessment based on department-specific measures.

2 Note: The whole-of-Government Security and Safety Standard for Government Employee Housing (refer to Appendix B) provides guidance for establishing appropriate performance measures to address security and safety risks.


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Appendix B

Security and safety standard for government employee housing

Government employee housing should have suitable security and safety provisions in accordance with government policy and relevant legislation.

Security and safety standards for Government employee housing should be based on risk assessments undertaken by inspections of the buildings and reviews of the potential for security adverse events and the consequential impacts on the occupants. The outcomes from these processes must be incorporated into the maintenance planning processes and the planning of any new and refurbished facilities.

The scope of assessments undertaken before (and during) occupancy by tenants may include investigation of:

safety measures to ensure adequate protection of tenants in the event of emergencies. Liaison may also be required with police, emergency services and fire and safety authorities for establishing appropriate procedures

security measures to ensure adequate protection of tenants by the means of prevention, detection and response to security adverse events

the extent to which installed safety and security provisions (e.g. security screens, locks glazing) comply with relevant statutory requirements.

Security measures can include:

changes to, or introduction of, new operational or security policies and procedures based on specific requirements of the departments

changes to building layout to improve natural surveillance or inherent separation of public/private spaces

building modifications such as improved glazing, more robust doors, locks or fences

electronic access control, alarm or surveillance systems use of security staff/patrol arrangements.

The practicality of risk treatment measures should be assessed based on the service delivery needs of each department and the community/environment where the residences are located to reduce opportunities for crime.

The minimum standards derived for a normal risk community/environment profile are included in the Government Employee Housing Scheme Policy and Conduct documentation established by the Housing Management Committee.

For a high risk community/environment profile, the minimum standard provisions for government employee housing include:

security screens to all external doors external doors - solid core, fixed with three hinges (new houses) good quality door locks and keys full covering external security screens to all windows


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key lockable garage doors and storages, where appropriate sensor lighting for all external access doors lockable electric meter box (compatible with energy provider) a house/unit number to the front door, where possible appropriate maintenance of landscape to ensure no areas of

concealment for entry – exit access doors to the residences, where possible

areas of access to or from the roof (including skylights) reasonably secured.

Departments should ensure appropriate orientation/training of the tenant on the security and safety features of the government employee housing in the event of an emergency, including: key registration procedures communication, alert and response procedures, where appropriate routine security assessments fire and emergency measures in accordance with relevant legislation.


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Appendix C

List of key legislation

A list of key legislation applying to the planning, delivery and management of government employee housing is provided below.

Building Act 1975

Sustainable Planning Act 2009

Residential Tenancies and Rooming Accommodation Act 2008

Fire and Rescue Service Act 1990

Financial Accountability Act 2009

Financial and Performance Management Standard (2009)


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Appendix D

List of key policies/guidelines

A list of key policies/guidelines applying to the planning, delivery and management of government employee housing is provided below.

Capital Works Management Framework (Department of Public Works) www.build.qld.gov.au

Maintenance Management Framework (Department of Public Works) www.build.qld.gov.au

Building Asset Performance Framework (Department of Public Works) www.build.qld.gov.au

State Procurement Policy (Department of Public Works) www.qgm.qld.gov.au

Asbestos Management and Control Policy for Government Buildings (Department of Public Works)www.build.qld.gov.au

Managing Asbestos in Government Employee Housing (Department of Public Works)http://publicworks.govnet.qld.gov.au/asbestos/00_downloads/geh.pdf

Project Assurance Framework (Department of Infrastructure and Planning) http://www.dip.qld.gov.au/policies/index.php

Value for Money Framework (Department of Infrastructure and Planning)http://www.dip.qld.gov.au/policies/index.php

Non-Current Asset Policies for the Queensland Public Sector (Queensland Treasury) www.treasury.qld.gov.au

Minimum Asset Information Requirements for Non-Current Assets for the Queensland Public Sector (Queensland Treasury) www.treasury.qld.gov.au

Government Land Policies (Department of the Environment and Resource Management)http://www.pmc.qld.gov.au/knowledge/policy/land/


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http://www.pmc.qld.gov.au/knowledge/policy/land/

http://www.treasury.qld.gov.au/

http://www.treasury.qld.gov.au/

http://www.dip.qld.gov.au/policies/index.php

http://www.dip.qld.gov.au/policies/index.php

http://publicworks.govnet.qld.gov.au/asbestos/00_downloads/geh.pdf

http://www.build.qld.gov.au/




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