Download Government Employee Housing Management Framework

Government Employee
Housing Management
Framework
Policy for the management of Queensland Government employee housing
Government Employee Housing Management Framework
First Edition
Queensland Department of Public Works
………. ……….
ISBN ...........................
© The State of Queensland
(Department of Public Works)
First published in ………………
Enquiries should be directed to:
The Principal Policy Manager
Building Policy Unit
Works Division
Department of Public Works
Telephone 07 322 45482
Fax 07 322 45498
GPO Box 2457
Brisbane 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-ofGovernment 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 Planning
5.1.1 Building asset performance
5.2 Procurement/investment
5.2.1 Housing standards
5.2.2 Capital works management
5.2.3 Environmental sustainability
5.3 Management in-use
5.3.1 Maintenance
5.3.2 Asbestos management
5.3.3 Asset reporting
5.3.4 Tenancy management
5.3.5 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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1.0 Introduction
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.
Terminology
For 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.
2.0 Scope of application
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 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.
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3.0 Objectives of the Government Employee Housing Management
Framework
The main objectives of the GEHMF are to ensure that:
 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.
4.0 Roles and responsibilities
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
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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
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.
5.0 Elements of the Government Employee Housing Management
Framework
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.
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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 6 – Housing
standards for government employee
housing
(construction and upgrading)
Policy requirement 10 – Maintenance of
government employee housing
Policy requirement 18 –
Identifying building assets
surplus to requirements
Policy requirement 2 – Asset strategic
planning
Policy requirement 7 – Procurement
of government employee housing
Policy requirement 3 – Establishing
building asset performance areas,
indicators and measures
Policy requirement 8 – Centralised
delivery of all capital works projects
and programs for government
employee housing located in
Indigenous communities
Policy requirement 4 – Reviewing
performance
Policy requirement 5 – Using
performance information
Policy requirement 9 –
Environmentally sustainable
buildings
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)
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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.
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.
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.
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.
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
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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 performancebased approach to decision-making associated with planning and management of
buildings is presented below.
5.1.1 Building asset performance
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.
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
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statutory compliance risk of the asset
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.
Policy requirement 4 – Reviewing performance of government employee
housing
Departments must undertake annual reviews of government employee housing
performance.
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.
Policy requirement 5 – Using performance information
Departments must use performance information as a basis for government
employee housing management decisions.
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 wholeof-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.
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5.2.1 Housing standards
Policy requirement 6 – Housing standards for government employee
housing
Prescribed housing standards, as set by the Housing Management Committee,
must be adopted for the construction and upgrade of government employee
housing.
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 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
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.
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:
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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
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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.
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.
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.
Centralised delivery of capital works projects and programs for government
employee housing located in Indigenous communities facilitates improved value-formoney 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.
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5.2.3 Environmental sustainability
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.
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,
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
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.
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.
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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:
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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
Policy requirement 11 – Asbestos management in government employee
housing
Departments must ensure that asbestos containing material in government
employee housing is managed and controlled in accordance with the Asbestos
Management and Control Policy for Government Buildings.
The Asbestos Management and Control Policy for Government Buildings provides a
framework for 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:
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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.
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5.3.3 Asset reporting
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.
Effective interfacing between asset management systems, tenancy management
systems and financial management systems is required to deliver whole-ofGovernment 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
Policy requirement 13 - Residential tenancy agreement
Departments are required to ensure that a residential tenancy agreement is in
place for leased properties.
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 14 – Utilise an electronic tenancy management system
Departments must use an effective electronic tenancy management system for
managing tenancy information.
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:
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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
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rate assessments, rent rate history, rent rate review method, leasable areas,
disposal status, etc
general comments on leases and residences.
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.
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
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.
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.
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.
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.
As a minimum, the Memorandum of Understanding (or other suitable instrument)
should contain the following information:
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roles and responsibilities of parties
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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
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.
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:
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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.
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Appendix A
Performance Indicator
Capacity the physical capacity of the dwelling to
support the level of current and future
service needs.
Performance Measure
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 departmentspecific 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.
Operating Cost –
the annual operating costs of the
dwelling, including: electricity, water,
waste, gas, cleaning at time of
occupancy, rates and statutory
charges.
Maintenance Cost –
the annual maintenance expenditure
on a dwelling, including: agency
management/administration, condition
assessment, statutory maintenance,
preventative maintenance, conditionbased maintenance, unplanned
maintenance.
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, cost per square metre of
gross floor area or other departmentspecific measure.
Financial
Appropriateness
Appropriateness
Performance indicators and measures for government employee housing
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For example, expenditure as a percentage
of gross book value of the building asset
or other department-specific measure.
For example, estimated cost of deferred
maintenance as a percentage of gross
book value of asset or other departmentspecific measure.
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Statutory Compliance Risk
Effective Use
Environmental Impact
Social Significance
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 noncompliance.
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.
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).
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.
Government Employee Housing Management Framework
Prepared by the Department of Public Works
17
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
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
Government Employee Housing Management Framework
Prepared by the Department of Public Works
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

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.
Government Employee Housing Management Framework
Prepared by the Department of Public Works
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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)
Government Employee Housing Management Framework
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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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