This text attempts to address, in as much detail as possible, the requirements for designing,

implementing, and managing programs and procedures for the maintenance of major building elements
from the foundation to the roof, including interior and exterior support systems and sitework elements.
However, there are three “maintenance” aspects that this text does not include since there are already
numerous texts available that address these topics in detail: Custodial services: Obviously, routine
indoor housekeeping is needed, but it should not be considered part of the facility maintenance
program—just because the facility is clean, that does not mean it is not suffering from lack of
maintenance needed to protect the facility’s asset value. Landscape services: Landscape services, grass
cutting, etc., is routine outdoor housekeeping that, also, should not be considered part of the facility
maintenance program. Appendix G does include specific maintenance procedures for most facility site
features—berms, swales, retention ponds, etc.—and Chapter 4 offers specific recommendations relative
to outdoor water consumption and site stormwater runoff, which can be addressed by improved
landscaping concepts. Safety and health issues: Maintenance procedures must incorporate appropriate
safety and health considerations including everything from ladders and lifting to confined spaces. The
details of these requirements and procedures to be responsive to them are beyond the scope of this
text. However, every maintenance program must include the required procedures for effective
lockout/tagout (LOTO). For mechanical devices, OSHA Standard 29 CFR 1910.47 must be met, while, for
electrical maintenance, the procedures defined in NFPA Standard 70E are mandatory

ROGRAMMED MAINTENANCE AS ASSET MANAGEMENT Critical infrastructure and industrial facility

owners and operators have adopted the term “asset management” to describe their core role in life—
caring for and obtaining a satisfactory level of service from the physical plant, infrastructure, and
associated facilities. Their concept is that, since facilities represent significant capital assets, they must
be protected through well-planned and appropriately funded programmed maintenance. For industrial
and many commercial facilities (retail, offices, etc.), the level of maintenance can be evaluated as part of
an overall optimization of asset utilization, balancing the cost of maintenance and retained value of the
asset against the overall economics of the business “model.” However, for public and institutional
facilities, the facility itself is often the most important asset and the need for maintenance at a level that
allows the facility design life to be attained and its economic value be retained is paramount. In the
public and institutional environment, “cash flow” rarely supports significant renovation or replacement
of facilities as it does in the industrial and commercial sectors. The starting point for implementing an
asset-based maintenance program is to understand two important concepts. First, as shown in Figure 1-
1, the goal of maintenance is to prevent, or at least reduce, the degradation or deterioration of the
quality of service provided by each building component over its design service life. Maintenance is not a
process of improvement that may be required to meet increased expectations for performance beyond
which the component was originally designed to provide. Second, each building, and the individual
components that make-up that building, has a finite service life. At the end of that life, replacement or
major renovation is required since, in the long run, it is less expensive to replace or renovate than to
continue to make repairs that become increasingly frequent and costly. Programmed maintenance, as
illustrated by Figure 1-2, is a combination of preventative maintenance and planned replacement or
major renovation of building components. Planned replacement or major renovation is the step taken
when a component reaches the end of its design service life and is discussed in Chapter 2 of this text.
Preventative maintenance ensures that facility components actually achieve their service life and
consists of two elements:

1. Routine maintenance, which consists of specific procedures that are performed on a regular schedule.
These procedures are designed to detect, preclude, or mitigate degradation of a facility system (or its
components). The goal of routine, scheduled maintenance is to minimize each component’s degradation
and thus maintain, or even extend, the useful life of the component. 2. Predictive maintenance uses
routine inspection and evaluation, testing, and analysis to augment routine, scheduled maintenance
procedures by detecting the onset of component degradation and to Figure 1-1. Functionality/Quality
vs. Time Figure 1-2. Elements of Programmed Maintenance 4 Effective Building Maintenance address
problems as they are identified. This allows casual stressors to be eliminated or controlled prior to any
significant deterioration in the physical state of the component. Both of these topics are discussed in
Chapter 3. Programmed maintenance does not include the following: 1. Facilities-related operations
such as utilities, custodial work (services and cleaning), snow removal, waste collection and removal,
pest control, grounds care, or fire protection services. 2. Alterations and capital improvements to
change function or utilization. 3. Legislatively mandated activities such as improvements for
accessibility, dealing with hazardous materials, etc. 4. New construction, including additions to or
general renovation of an existing building. 5. Demolition. The goal for any programmed maintenance
program is to address 100% of the maintenance requirements for each building component. However,
things break unexpectedly, a component fails early, or a preventative maintenance procedure proves to
be inadequate. Under any of these conditions, maintenance and repair that has not been programmed
is required. Unprogrammed maintenance can be identified by a building occupant/user, by the
maintenance staff while performing routine preventative maintenance procedures, or by predictive
maintenance tests and evaluations. The result is that a work order must be issued for the necessary
unprogrammed, but needed, maintenance or repair. (At its worse, unplanned component replacement
or major renovation may even be required.) Thus, it is essentially impossible to achieve the goal that
100% of maintenance activities be programmed—a 70-80% goal is more realistic. If unprogrammed
maintenance consumes 30% or more of the available maintenance resources, then there are simply
inadequate resources available to provide the required level of programmed maintenance.