0711.handbook of facility assessment by james e. piper

LeoPiper_0932-2_cmyk_VF.jpg

iii

Handbook ofFacility Assessment

James Piper

MARCEL DEKKER, INC.New York and Basel

THE FAIRMONT PRESS, INC.Lilburn, Georgia

iv

Library of Congress Cataloging-in-Publication Data

Piper, James E.Handbook of facility assessment/James Piper

p. cm.Includes index.ISBN 0-88173-321-0 (print) 0-88173-473-X (electronic)

1. Building inspection--Handbooks, manuals, etc. I. Title

TH439.P573 2004658.2--dc22

2003064271

Handbook of facility assessment/Piper, James E.2004 by The Fairmont Press, Inc. All rights reserved. No part of thispublication may be reproduced or transmitted in any form or by anymeans, electronic or mechanical, including photocopy, recording, orany information storage and retrieval system, without permission inwriting from the publisher.

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Distributed by Marcel Dekker, Inc.

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Printed in the United States of America

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While every effort is made to provide dependable information, the publisher, authors,and editors cannot be held responsible for any errors or omissions.

vContents

Chapter Page

1 The Facility Assessment Process ......................................... 1

2 General Forms ...................................................................... 15

3 The Building Site ................................................................. 25

4 The Building Envelope ....................................................... 79

5 The Building Interior ........................................................ 167

6 Mechanical Systems ........................................................... 231

7 Pumbing Systems ............................................................... 295

8 Electrical Systems ............................................................... 347

9 Transportation Systems ..................................................... 393

10 Outdoor Recreational Facilities ....................................... 421

Index ..................................................................................................... 449

THE FACILITY ASSESSMENT PROCESS 1

1

Chapter 1

The FacilityAssessment Process

rom the very moment that a new building is placed into service,its systems and components undergo a process of deterioration.When the building is new, the deterioration process is slow and

goes unnoticed. As the building ages, the process accelerates. In somecases, such as with building finishes, the deterioration is easily noticed.In other cases, the deterioration is not so obvious and may go unnoticedeven by those who are responsible for maintaining the building. Withtime and use, the deterioration process continues and accelerates untileventually steps have to be taken to renew or replace the deterioratingbuilding systems and components. Over the life of a typical facility, thiscycle of deterioration and renewal will be repeated several times. Whilegood maintenance practices can reduce the rate of deterioration andextend the time between renewal efforts, they cannot stop the process. Itis a fact of life that building systems and components wear out and re-quire attention.

Just as good maintenance practices extend the time between re-newal efforts, deferring and neglecting maintenance will shorten theinterval. Deferring maintenance, particularly in mechanical and electricalsystems, frequently turns minor problems into major system failures. Asthe number of system failures increases, building owners and occupantspush to have those systems replaced. Those facilities that have imple-mented comprehensive preventive maintenance programs have foundthat not only are the operation of their systems more reliable, but alsothose systems last longer.

Routine wear and tear is not the only factor that contributes to theneed to replace building systems and components. Buildings and the

F

2 HANDBOOK OF FACILITY ASSESSMENT

functions they support are not static. Change is a way of life for facilitymanagers. Occupant needs are always changing. People are routinelybeing moved from one area in the facility to another. New technology isregularly being introduced that requires changing and upgrading sup-port infrastructures. Building code and life safety requirements may re-quire that significant changes be made to the building and it systems.While many of these changes, when taken individually, are routine anddo not require major renovation or renewal efforts, taken collectively,they typically require that significant alterations be made to the buildingand it systems. In those cases, a major renovation or renewal programmay become the only option.

THE FACILITY ASSESSMENT

One of the problems that facility managers face when trying todetermine if systems or components should be renovated, renewed, orreplaced is that they have no specific standards with which to evaluatethe existing systems and components. At best, systems and componentsmay be subjectively rated as being in good, fair, or poor condition. Morelikely, renovation, renewal, and replacement decisions are made prima-rily on the basis of who is complaining and the available budget. In mostcases, since there is rarely enough funding to correct all problems, thismeans that funding for repairing and replacing building systems andcomponents is allocated on the basis of who is complaining the loudestand how highly they are placed in the organization.

Compounding the problem is the fact that in most cases the rate ofdeterioration is so slow that it will go unnoticed until there is an emer-gency. At this point, the facility manager can only react to the problem.Reactive maintenance is by its nature costly and disruptive. When themaintenance department operates in a reactive mode, everything ishandled as a crisis. There is no time for planning the repairs, schedulingthe work, or for considering options. As a result, some systems and com-ponents are replaced when they could have been repaired. Others arerepaired when they should have been replaced. Even when the correctdecision is made to replace a system, it is usually replaced in kind withlittle or no consideration of alternatives. Failure to consider alternativesolutions simply perpetuates existing problems and eliminates the op-portunity for making long-term improvements.


For example, when a buildings 350-ton chiller fails, it is usuallyreplaced with a new, single 350-ton chiller even though the originalchiller may have been over or under sized. Operating in a crisis mode,there is no time to consider options such as replacing that single chillerwith a 200-ton centrifugal chiller and a 200-ton direct-fired absorptionchiller. Such a combination would reduce peak electrical demand whileproviding system redundancy. Evaluating options such as these requiresplanning and careful consideration, something that is difficult to do in acrisis situation.

To help maintenance managers break free of the crisis mode ofoperation, they need a straightforward, systematic approach that objec-tively evaluates and rates the condition of each system and componentwithin the building. With such a system, facility managers can determinepriorities for repair, renewal, and replacement projects based on need.Cost estimates can be completed and budgets established for futureyears based on those priorities. Facility managers would no longer beforced to operate in a reactive mode. Maintenance activities can beplanned, managed, and budgeted for. One approach that has been usedsuccessfully to provide that information and more is the facility assess-ment.

A facility assessment is a formal process used to identify, evaluate,and report on the condition of a facilitys physical plant. Its purpose isto evaluate existing condition within the facility and to identify exitingdeficiencies. With this information, maintenance managers can identifyexisting maintenance problems, develop budgets for future maintenanceand capital renewal projects, and track deferred maintenance backlogs.

Facility assessments examine all building components and infra-structures, including mechanical equipment, electrical equipment, thebuilding shell, interior structures and finishes, transportation systems,and the building site.

A complete facility assessment provides the facility manager with asnapshot of the conditions that exist within the facility. Having that in-formation available allows the facility manager to quantify the renewaland replacement effort required to put the facility and like new condi-tion. It identifies areas where maintenance attention is needed to preventminor problems from escalating into major headaches and expenses. Itidentifies both long and short-term maintenance and renewal needs. Ithelps in establishing both renewal and replacement priorities. Most im-portantly, it allows the facility manager to switch from a reactive mode


of operation to one where activities are planned and scheduled. And ifthe assessment is repeated on a regular basis, it allows the facility man-ager to track deterioration over time.

THE NEED FOR ASSESSMENTS

Conducting a facility assessment requires a significant investmentof both time and resources. Some would argue that practically all of theinformation provided by the assessment is already available to the main-tenance organization. Maintenance personnel regularly work with thebuilding equipment and systems. Since they already know where thecurrent and developing problems are, why should facility managers in-vest in an assessment?

In many cases maintenance personnel do know the condition of thesystems and equipment that they are responsible for maintaining. How-ever, lacking a formal inspection and assessment process, this informa-tion is widely spread out across the entire maintenance organization.Practically all of it is maintained informally in a mental database. Overtime as the facility changes and maintenance personnel change assign-ments or leave, much of this information becomes lost, distorted, or in-accurate.

One of the most frequently cited reasons for conducting assess-ments is that maintenance has historically been under funded in mostorganizations. In 1994, the National Science Foundation conducted astudy of scientific and engineering space. The study found that for everydollar spent on building repair and renovation, more than four dollars inneeded repairs was being deferred; an increase of approximately 20 per-cent since 1988. Faced with these high deferral rates, maintenance man-agers have learned that only the most critical projects will be funded.Many have simply stopped requesting funding for those projects thathave little chance of being completed. As a result, maintenance organiza-tions themselves are deferring maintenance. Deferred maintenance hasbecome a way of life for them. Deferring maintenance only allows minordeterioration to involve into major repairs were total replacement be-comes the only option.

The lack of proper funding cannot be blamed totally on uppermanagement. While maintenance managers are quick to complain thatupper management does not understand their needs, many have failed


to make the proper case for their budget requests. Few people in uppermanagement have a technical background or a thorough understandingof what it takes to maintain a building. Needs that may be obvious tomaintenance personnel may not be understood by upper management,nor may the consequences of deferring maintenance be understood. Itdoesnt help when maintenance managers have had previous requestsfor funding turned down and the equipment has continued to operate.They do not see that the equipment may not be operating as efficientlyor as reliably as it should be, only that it is still operating. As a resultupper management develops the mindset that maintenance was just cry-ing wolf and their budget requests are always inflated.

If maintenance managers are to change this perception, they mustdo a better job of presenting their requests to upper management.They must learn to speak the language that upper management under-stands, to talk in terms that have meaning to them. Simply stating thatan item needs to be overhauled or replaced is not sufficient. The main-tenance manager must identify what the item is, what function itserves, why it needs overhauled or replaced, what the overhaul or re-placement will accomplish, the economic and maintenance benefits ofthe action, and the consequences of no action. If a return on invest-ment can be determined, it is essential that it be included with the re-quest for funding.

The facility assessment, through its systematic approach to evaluat-ing current conditions, will provide much of the information that main-tenance managers need to present their case to upper management. Butfacility assessments can do much more. Facility assessments provide thefacility manager with a detailed picture of the condition of their facility,including all of the deficiencies and their relative impact on operations.Knowing this information allows facility managers to make decisions onhow best to commit limited resources.

The information provided by facility assessments can also be usedto improve the way in which budgets are prepared. Traditionally futuremaintenance budgets are prepared based on past levels of spendingrather than actual needs. This method of budgeting uses several falseassumptions. First, it assumes that past levels of funding were adequateand no needed maintenance was deferred. As the National Science Foun-dation study demonstrated, more maintenance is being deferred than isbeing performed. Second, it assumes that the building and the operationsit supports are static. Buildings are anything but static. Building occu-


pants are constantly changing the way in which they use the facility,resulting in changing demands on the building systems. Finally, thismethod of budgeting assumes building systems and components havean infinite life. All equipment and building components age, and as theyage, their need for maintenance increases. The net result is that the levelof under funding increases as buildings age resulting in more and moredeferred maintenance.

The alternative to historical budgeting techniques is one based onfacility assessments. By knowing the condition and rate of deteriorationof the systems and components in a building, the facility manager canplan future budgets based on demonstrated need. Data from the facilityassessment can be used to project budget needs anywhere from one toten years in advance.

Finally, the information provided by facility assessments will allowfacility managers to combine a number of small maintenance and re-placement projects into a single, larger renovation effort. Combiningseveral individual projects into one effort provides economy of scale,minimizes the disruption to building occupants, and allows implemen-tation of solutions that might otherwise be impossible.

THE NEED FOR STANDARDS

If assessments are to provide usable and accurate information, theymust be uniform in both their content and the procedures used. In orderfor the data produced by an assessment to be used in ranking renewaland replacement priorities, the system used must be qualitative. Thesystem must be designed to be independent from the prejudices andpreferences of the people conducting the inspections. The system orcomponents rating cannot be influenced by who is conducting the in-spection, when the inspection is being conducted, or where the inspec-tion is being completed. Only by designing the assessment to beindependent as possible of these influences can facility manager be as-sured that the results are uniform.

The most important step that facility manager can take to ensureconsistency in the assessment process is the development and applica-tion of standards. There are two areas where standards must be applied;the data collection forms and the rating system.

Using standardized data collection forms requires that individuals


who are conducting the inspection of building systems and componentsexamine and evaluate specific factors on each item being assessed. With-out the forms, each inspector would examine only those factors that theyfelt were important. Different inspectors would examine different itemsleading to different assessment ratings. There would be no consistencyfrom inspector to inspector, system to system, or year to year. The datacollection forms presented in the following chapters of this book is in-tended to function as the starting point for an assessment program. Fa-cility managers may choose to modify them to match the specific needsof their facility.

The standardized rating system is equally important for producingconsistent results. Without the standardized system, the rated conditionof any building system or component would be subjective not objective.The condition rating given to a particular component would be greatlyinfluenced by who was completing the rating and their personal likesand dislikes. Again, there would be no consistency from inspector toinspector, system to system, or year to year. The data collection formspresented in the following chapters include a standardized rating systemthat can be used to evaluate the condition of the item being assessed.Facility managers may change this system to meet the specific needs oftheir facility as long as the rating system is changed uniformly for allitems of that type.

WHAT TO ASSESS

Facilities consist of a seemingly endless number of components.The more thorough the assessment program, the greater the number ofdifferent systems and components that will be included in the program.Ideally, the assessment program will include items from all buildinginfrastructures, including the building site, the shell, the interior, HVACsystems, plumbing systems, electrical systems, utility service connec-tions, transportation systems, safety systems, and the grounds. Withineach of these infrastructures will be numerous systems and components.Most facilities will even have additional specialized systems that not fallinto these infrastructures. Since it will be difficult or impossible to in-clude all of these systems and components, particularly while the assess-ment program is being established, the facility manager must makedecisions as to what to include in the program.


There are a number of criteria that can be used to help in the de-cision-making process. Consider the nature of the activity performed orsupported by the particular system or component. How critical is it tothe operation of the facility? Would its failure result in extensive down-time or significant financial loss to the facility? Is there a backup systemor component that can be operated in the event of a failure? What hasbeen the operating history of that item? How old is that item? By exam-ining these and other criteria, facility managers can identify the high-priority items that must be included in the assessment program bothinitially and as the program evolves.

In addition to addressing the question of what to assess, facilitymanagers must consider when is the best time to assess a particular item.Some equipment, such building chillers and boilers, can be assessed onlywhen they are operating. In other cases, such as with cooling towers,part of the assessment must be completed while the equipment is oper-ating and part of the assessment must be completed while the equipmentis shut down. Therefore, it is important that facility managers carefullyschedule assessments around the seasonal and daily operating schedulesof equipment.

It should be noted that assessments are typically performed on anannual basis. One exception is for roofing systems. It is recommendedthat roofing systems be inspected twice each year, once in the earlyspring and again in the early fall. Scheduling roof inspections at thesetimes allows roof conditions to be evaluated after the roof has been sub-jected to the stresses of summer heating and winter cooling.

IMPLEMENTING A FACILITY ASSESSMENT PROGRAM

Conducting a facility assessment program requires a significantcommitment of resources. In most cases it will mean reassigning main-tenance personnel from their current duties to assessment duties. If thefacility manager is to justify this lost maintenance time, then steps mustbe taken to help ensure the success of the assessment program. Similarly,if outside consultants are used to complete all or a portion of the assess-ment, the facility manager must carefully plan how those consultantswill be used in order to gain the most value from the investment.

The first step in implementation is to identify the goals and objec-tives for the assessment program. How is information developed by the


program going to be used? Typical uses included quantifying deferredmaintenance needs, prioritizing outstanding maintenance needs, identi-fying maintenance deficiencies, estimating renewal and replacementcosts, evaluating maintenance performance, evaluating the overall condi-tion of a building, determining if a building should be replaced, anddeveloping future budgets. The focus and efforts of the program willdepend to a great extent on how the facility manager intends to use theinformation.

The next step is identifying the scope of the assessment. Ideally, theassessment would be designed to examine all building systems and com-ponents once each year, with the exception of roofs which should beassessed twice each year. However, many facility managers do not havethe resources to implement a complete assessment program. In thosecases, the frequency of the inspections and the scope of what is beinginspected will have to be limited. Start by examining what it is you wantto accomplish. Are some systems more important than others? If yourfacility has more than one building, should be assessments be completedin all buildings or should they be limited to only specific ones? Once theassessment program is operating, additional systems, components, andbuildings can be added as resources permit.

Before an assessment is started, a review should be made of allavailable information for the systems and buildings that will be includedin the program. Construction drawings, maintenance records, equipmentand building inventories, equipment operating manuals, building occu-pancy schedules, lists of past renovation projects, identification ofplanned renovation projects; all will help in conducting the assessment.Compiling these and other records ahead of time will make it easier toidentify equipment and components to be included in the assessmentprogram, and will help in assessing their current condition.

Assessment teams will need a number of tools and pieces of testequipment in order to perform their duties. Most of the items needed,such as cameras, flashlights, tape measures, light meters, and ammeters,are low-cost and readily available. Some items that are used for inspect-ing and testing specialized equipment and systems, such as buildingchillers, are fairly expensive and may not be readily available. Facilitymanagers have the option of purchasing those items, renting them, orcontracting out those portions of the assessment.

Before any of the assessment teams are sent into any buildings, thefacility manager should notify building occupants about the assessment


program. Since inspectors will be visiting all areas within the facility, itis a good idea to forewarn occupants as to what the inspectors are doing.Some of the inspections and equipment tests that are performed duringthe assessment process can cause disruptions to the occupants. Priornotification will help facility managers schedule those inspections andtests so that the impact of the disruptions can be minimized. Notifyingbuilding occupants also gives them the opportunity to provide informa-tion on conditions within their areas. Occupants often are more familiarwith ongoing problems than many maintenance personnel. Giving themthe opportunity to participate in the assessment process adds anothersource of information while helping to gain their cooperation in the pro-cess.

ASSEMBLING THE ASSESSMENT TEAM

An important step in setting up an assessment program is the se-lection of the assessment team. Since assessments will be made of somany different systems, it is important that the team members have amix of backgrounds and experience, including mechanical systems, elec-trical systems, and structural components. In addition, and least someteam members must have experience in developing cost estimates formaintenance and renewal projects.

Start the process with the identification and appointment of a pro-gram manager. It is important that the program manager be assignedfull-time to the program. Attempting to use an individual on a part-timebasis will seriously hinder the performance of the program, as otherduties will always detract from the assessment program. The ideal pro-gram manager would be an individual who has a background in main-tenance, understands the assessment process, has experience indeveloping budget requests, and has exceptional organizational skills.Once the program manager is in place, the remainder of the assessmentteam can be assembled.

Facility managers have the option of conducting the assessmentusing in-house personnel, outside consultants, or some combination ofboth. In most cases, outside consultants are used when the in-house staff-ing is insufficient to complete the assessment tasks in a timely manner orwhen the in-house staff lacks the necessary skills. In-house personnelhave the advantage of already being familiar with the facility and many


of its deficiencies. Outside consultants offer the advantage of bringingspecialized knowledge that may not be available with in-house staff.Regardless of which staffing approach is used, it is important that theindividuals who will be conducting the inspections and assessments befamiliar with the operation and maintenance of facilities.

It is equally important that all personnel who will be working onthe assessment program be properly trained even if they are alreadyfamiliar with assessment programs. Proper training will help to ensurethat all of those involved in the program fully understand what is beingdone and how. Training will increase the chances that the data collectedwill be accurate and the assessment ratings will be objective.

GETTING THE MOST OUT OF AN ASSESSMENT

Collecting inspection and test data on thousands of building sys-tems and components without follow-through is a waste of time andresources. To be an effective tool in helping to manage the operation ofa facility, the raw data collected during an assessment must be processedand presented in a usable manner. How and to what extent it is pro-cessed depends on how the information is intended to be used. For ex-ample, reports can be developed that show the rated condition of allbuilding chillers throughout the facility. Similarly, reports for individualbuildings can be compiled that identify what needs to be done to restorethe building to like new condition.

The level of detail to include in the report depends upon how thereport is intended to be used. For example, if the maintenance man-ager is requesting funding to replace or overhaul a number of buildingchillers, the report must go well beyond simply identifying those chill-ers to be replaced and their estimated replacement costs. More detailedinformation should be drawn from the inspection and test data toshow exactly why those chillers need replacement, and which of thosechillers are in most need of replacement. In cases where the deficiencyis readily visible, including photographs of the existing conditions cangreatly improve the chances for getting the funding approved by up-per management. Photographs also are useful in tracking a slowly de-teriorating condition, such as is commonly found with sidewalks andparking lot surfaces.

As experience is gained with running the assessment program,


facility managers will recognize new ways in which the informationthe program compiles can be used. Facility assessment data can serveas the basis for a self-evaluation program. Conditions found in onebuilding can be compared to those found and other similar buildings.If some equipment is maintained by in-house personnel and otherequipment is maintained under contract, the assessment program willprovide a means of evaluating the relative performance of the twomethods. Similarly, facility assessment data will also allow compari-sons in performance of different systems that perform the same func-tion, such as how well two different types of roofing systems perform.

Depending on the size of the facility and what equipment is in-cluded in the program, the assessment manager may be forced to dealwith a large quantity of paperwork. Inspection forms, equipment in-ventories, maintenance histories, summary reports, cost estimates; allcontribute to the paperwork that must be reviewed, processed, andfiled. The assessment program that is described in this book is de-signed to be operated manually, and it is recommended that any facil-ity manager who is establishing an assessment program, initiate itmanually. Manual operation allows the facility manager to easily testand modify the inspection forms, the rating system, and all assessmentprocedures. Once the system has been tested satisfactorily, it can becomputerized using a wide range of database manager software prod-ucts. Computerization speeds the information filing and retrieval pro-cesses as well as the development of a wide range of specializedreports.

EVALUATING THE PROGRAMS PERFORMANCE

Once the assessment program is up and running, it is important forfacility managers to regularly review and evaluate its performance.There are two primary areas that must be reviewed and evaluated regu-larly; the assessment process and the assessment accomplishments. With-out these regular reviews, programs can be side tracked and becomeineffective. Items can be incorrectly evaluated. Inspection schedules canslip. Findings can be ignored. Too much time and effort is being investedin the assessment program to allow it to fail.

Building equipment and component inspection and assessmentsheets should be reviewed a regular basis for completeness and accuracy.


Deficiencies that are found in filling out the assessment forms are gen-erally indications of the need for additional training.

It is equally important that inspection and assessment sheets bereviewed for consistency. After a number of different inspections havebeen completed on the same component, the results of those inspectionsshould be compared. If the assessment program is to be effective andmeaningful, those inspections must be consistent. When discrepanciesare found, they should be investigated to see if they are the result ofchanges to the component or system or if they are the result of inconsis-tencies in inspection techniques. Inconsistencies in inspection techniquesalso indicate that need for additional training.

Regular reviews and evaluations help to ensure that the program isaccomplishing what it was intended to. Most maintenance organizationsoperate in a fully reactive mode. Facility assessments can help them shifttheir operation to one where maintenance is planned. By tracking thequantity of work performed in both a reactive and a planned mode,facility managers can develop an understanding of how effective the as-sessment program is an identifying maintenance requirements. When theprogram is new, practically 100 percent of maintenance activities will bereactive and nature. As the program matures, more and more mainte-nance activities will be performed as planned maintenance. The programwill never achieve 100 percent planned maintenance, as there still will beemergencies and breakdowns, but many programs can achieve a 50-70percent level. While it will several take years for organizations to achievethis level, their performance can be tracked by evaluating the ratio ofplanned to reactive maintenance.

Another effective means of evaluating the effectiveness of the pro-gram is to track the quantity of funding received each year for mainte-nance tasks identified by the assessment program. Not all maintenanceprojects will be funded, but if the program is effective in identifyingdeficiencies and quantifying the funds needed to correct them, mainte-nance funding should increase with time.

Most assessment programs start out small, including only a limitednumber of items in the initial assessments. Equipment and building com-ponents are ranked in order of their importance to the proper operationof the facility, and the most critical components are included in the initialassessments. If too much is included in the first assessment for the re-sources available, the assessments will not be completed in the desiredtimeframe resulting in lowered expectations and missed budget dead-


lines. Therefore it is important to closely monitor progress during thefirst round of assessments. If the program is falling behind schedule,additional resources will be needed or the program will have to be scaledback.

Once the first assessments have been completed and the informa-tion on the deficiencies compiled, it is time to consider expanding theprogram to include other equipment and components. Expand the pro-gram slowly, being careful to not overload the capabilities of those whoare completing the assessments.

GENERAL FORMS 15

15

Chapter 2

General Forms

he maintenance process is a balancing act. Given unlimited re-sources of funding and staffing, maintenance managers wouldnot have to defer maintenance activities. All building systems and

components would be on a scheduled maintenance program that wouldkeep them operating in like-new condition throughout their rated lives.Building occupant complaints would be minimized. Equipment perfor-mance would be optimized. Breakdowns would be a rare occurrence.

But maintenance resources are not unlimited. Few organizationscan keep up with even the routine maintenance of their facilities. Fewerstill have the resources needed to implement even the most basic preven-tive maintenance program. As a result, maintenance managers findthemselves having to balance the maintenance needs of their facilitieswith their resources.

To help them achieve this balance, maintenance managers mustweigh the cost of performing maintenance activities against the conse-quences of deferring it. Nobody purposely ignores maintenance require-ments, but lacking the resources to do everything, priorities must beestablished; priorities that determine the what, when, and how often ofmaintenance. Following these priorities means that some systems willperform better than others. Some equipment will fail before it hasreached its rated life. But if the priorities are established correctly, theoverall performance of the facility and its components will be acceptable.Most equipment will perform satisfactorily. Most occupants will be rea-sonably happy with the operation of the facility. Most systems will con-tinue to operate reasonably reliably. Overall, while things could be better,they could also be much worse.

The same balancing act must be applied when developing a facilityassessment program. Unless the facility is very small, maintenance man-

T


agers will not have the resources to assess all elements of all buildingsat the same time. In larger facilities, it will take years for the first assess-ment to be completed in all buildings. But if assessments are not quicklycompleted, their benefits of reduced maintenance requirements and im-proved system performance will not be achieved.

How does the maintenance manager achieve this balance betweenassessment needs and available resources? The same way that othermaintenance needs are balanced against available resources; by estab-lishing.

ASSESSMENT PRIORITIES

Depending on the facility and the needs of the maintenance orga-nization, several different methods can be used in establishing prioritiesto determine the order in which building assessments are to be com-pleted. Some buildings may rate a high-priority using one method, whilerating a low priority with another. There is no one given rating systemthat can be applied to all facilities. Maintenance managers must be famil-iar with the different methods for rating priorities, and then select theones that are most appropriate for use in their facility. In many cases, thesystem that they will use to rate assessment priorities will make use ofmore than one of these rating methods.

One of the most commonly used methods for rating the assessmentpriority for a particular building is its maintenance history. Buildingsthat have a history of maintenance problems can benefit from being in-cluded in an assessment program. The equipment operating in thosebuildings may already have exceeded its useful life. Poor maintenancepractices in the past may have contributed to frequent breakdowns or toexcessive wear and tear. Harsh operating conditions may have contrib-uted to early component failures. Whatever the cause, frequent and re-curring maintenance problems are an indication that the building is agood candidate for assessment program.

Meet with maintenance personnel and building occupants to get anunderstanding of how well the building systems are performing. Reviewmaintenance records to identify patterns in maintenance requirements.How widespread are the problems? Are they confined to a single system,or are they evenly spread out throughout the entire building? Is theirfrequency increasing or is it remaining constant? Based on the conditions

GENERAL FORMS 17

found, rate the buildings priority based on its maintenance history aslow, medium, or high.

Another commonly used method for rating potential benefit ofconducting a facility assessment is the age of the facility. All buildingcomponents have finite lives. Even with good maintenance, time takes itstoll on building systems and components. Roof materials dry out withexposure to the sun and heat. Heat, moisture, and dirt cause electricalcontacts in motors and switchgear to wear and fail. Repeated cycles ofexpansion and contraction stress building sealants, eventually leading toleaks.

Finite building component life expectancies are not the only factorto consider when looking at a buildings age. Building code require-ments, such as those addressing accessibility and life safety require-ments, are continually evolving. The standards that must be adhered totoday far exceed the standards that were in place when the vast majorityof todays inventory of buildings was designed. As a result, practicallyall buildings more than 10 years old have significant code deficiencieswhen examined from the perspective of current code requirements. Inthese buildings, even if all equipment and components were restored tolike new conditions, the facilities would not measure up to todays stan-dards.

Identify the age of the existing buildings. If a building has under-gone a significant renovation that has replaced many of the buildingssystems and components, and the renovation brought the facility intocompliance with building standards in effect at the time of renovation,calculate the age of the building from the date of the renovation. Basedon the age of the building, rate its assessment priority as low, medium,or high.

Another method used for rating the assessment priority for a par-ticular building is the nature of the activities being performed in thatbuilding. Different activities require different levels of support frombuilding systems. Some activities can tolerate a wide range of supportlevels, while other activities require very specific operating conditions,and may not be able to tolerate equipment downtime. For example, areassuch as office spaces and conference rooms can continue to be used evenif the buildings HVAC system is not properly operating and is allowingtemperatures and relative humidity to drift from the desired set points.But areas supporting computers and electronic equipment cannot toler-ate temperature changes of more than a few degrees or relative humidity


changes greater than 10 or 15 percent before operations are impacted. Forthese areas, equipment failures or improper operation can lead to signifi-cant downtime.

Identify those areas in buildings that include critical operations.How extensive are those operations within the building? What impactwould a building system failure have on those operations? If those op-erations had to be temporarily closed down until repairs could be madeto the supporting building systems, what impact would there be onsafety, security, and the overall operation of the organization? Based onthe critical nature of the operations being carried out, rate the buildingsassessment priority as low, medium, or high.

Another factor that must be considered when rating the assessmentpriority of a building is any future renovation plans. When buildingsundergo either a minor or an extensive renovation, many of thebuildings original systems and components go untouched. While someof these systems and components may still be in good working order,some are not and should be replaced or renovated as part of the overallbuilding renovation program. Unfortunately, they are often overlooked,resulting in a renovation project that when completed still suffers frommany of the same problems that were found in the original structure.

A thorough building assessment when completed on a buildingscheduled for an upcoming renovation can help to identify those systemsand components that are in need of renovation or replacement, andshould be included in the program. Identifying those items before therenovation program is initiated will prevent maintenance managers fromhaving to renovate a recently renovated building. Based on the renova-tion schedule for the facility, rate the buildings assessment priority aslow, medium, or high, with a high rating being given to those buildingsapproaching a scheduled renovation.

A fifth method that can be used in rating the assessment prioritiesfor a building is the buildings public exposure. Some buildings arehighly public places, where appearance and the condition of thebuildings infrastructures are particularly important. Others, such ascorporate headquarters, play an important role in furthering the image ofthe organization. As a result, many organizations pay particular atten-tion to these types of facilities in order to maintain the desired publicimage.

A building assessment program conducted on facilities that play animportant public role can help to maintain a certain public image. By

GENERAL FORMS 19

identifying building systems and components that are deteriorating andin need of renovation, maintenance managers can correct deficienciesbefore they reflect adversely on the organization. Based on the exposurethat the facility receives, rate the buildings assessment priority as low,medium, or high.

The key to successfully implementing an assessment program iscareful selection of candidate buildings. By evaluating buildings on thebasis of priorities that are meaningful to the organization, maintenancemanagers can quickly show a return for their assessment investment, areturn that will gain support in the form of additional resources that canbe used to expand the program into additional buildings.

BUILDING INVENTORY

The starting point for scheduling building assessments is the build-ing inventory list. The building inventory list includes all buildingsowned or leased by the organization, regardless of their age or size. Byincluding all buildings in the facility, the inventory list will serve as aguide in assigning assessment priorities and in scheduling individualassessments. With all buildings included in a single list, assessmentmanagers can begin developing a schedule of when each building is tobe assessed. Use Figure 2-1 to develop the building inventory list.

Figure 2-1 can also be used in determining the order in whichbuildings should be assessed based on the priorities for each building.List each building on a separate line on the form. For each building,identify the priority for including the building based on its maintenancehistory, its age, the type of functions it supports, how soon it is scheduledfor renovation, and how important the appearance of the building is.Rate each priority as being low, medium, or high. Not all priority ratingswill apply to each building. For those buildings where a particular pri-ority rating does not apply, enter n/a.

Once all buildings have been listed, closely examine their priorityratings. The goal is to identify the buildings that are to be assessed first.While there is no set number of buildings that should be selected, it isgood practice to select several high priority buildings. Scheduling con-flicts may prevent a particular high priority building from being assessedright away. Having several buildings selected will allow the program tobe started without delay.


Figure 2-1. Building Assessment Priority Ratings

Priority (H/M/L)

Maint. Support Future Public

Building History Age Function Renovation Image

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

_________________ ____ ____ _____ _______ ____

GENERAL FORMS 21

COLLECTING BUILDING INFORMATION

Before the assessment is started in any building, it is important thatbackground information be gathered concerning the building and itsoperation. Gathering this information before conducting the walk-through portion of the assessment will not only speed the process, butalso help the inspection team in gathering relevant information. Withoutthat information, the assessment team members may not be fully awareof existing conditions and problems.

Unless the organization has a centralized maintenance manage-ment system, information will be scattered throughout various depart-ments and locations. Maintenance work orders will be stored in the workcontrol system for the facility. Preventive and scheduled maintenancerecords will be stored in their respective manual or computerized sys-tems. Building construction documents and drawings will be stored in acentral location, typically in the office that is responsible for construction.Building equipment lists may be scattered across several different main-tenance shops.

For the assessment program to make the best use of this informa-tion, it must be made readily accessible to those conducting the assess-ment. While most of this information already exists in the maintenancedepartment, compiling it in a single location will help those conductingthe assessment, will save time in completing the assessment, and willhelp to ensure that the assessment results are accurate. It is suggestedthat a separate file be set up for each building being assessed, and thatall information related to that building be stored in that file. What isneeded is an information base for each building that can be referred toby the assessment team.

Use Figure 2-2 to record a summary of general building informa-tion that will help in completing the assessment. The form is not in-tended to record all-important building information. Rather, it isdesigned to record only summary information that will assist mainte-nance managers in estimating the time and resources required to com-plete the assessment.

In addition to gathering information on the building that is to beassessed, a number of pre-assessment activities must be completed.

Use Figure 2-3 as a checklist to indicate available resources and pre-assessment activities that have been completed. As section 3 of the check-list is completed, if it is found that many of the needed resources are not


available, the assessment manager may want to consider selecting a dif-ferent building, particularly if the program is still under development.Attempting to complete an assessment without this information willmake the process more difficult and time consuming.

Activities identified in section 4 of the checklist will greatly sim-plify the assessment process and must be completed before any of theinspectors enter the building. Each can provide an insight into the opera-tion of the building and its systems, an insight that is not available toinspectors on a walk-through type inspection.

Figure 2-2. General Building Data

1. Building: __________________________ 2. Number: ______

3. Address: ____________________________________________

4. Date Constructed: _______________

5. Original Cost: _______________

6. Replacement value: _______________

7. Gross area (sf): _______________

8. Net Area (sf): _______________

9. Type of construction: (concrete (masonry (metal (wood frameother: _______________

10. Number of floors: _______________

11. Primary use of building: _________________________________

12. Heated space (%): ________ 13. Air conditioned space: _________

14. Dates and descriptions of major renovations:

_________________________________________________________________

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________

_________________________________________________________________

GENERAL FORMS 23

Figure 2-3. Building Pre-Assessment Checklist

1. Building: __________________________ 2. Number: ______

3. Resources available:

Yes No

Up-to-date building drawings Manufacturers equipment sheets Up-to-date equipment inventory Previous inspection reports Five year maintenance history

4. Activities completed:

Set up building assessment file Met with building manager Requested feedback from building occupants Reviewed building maintenance history Identified special requirements Identified past renovation projects Notified building occupants of assessment Arranged access to secure areas

5. Notes: _______________________________________________________

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________

SUMMARY

The time that maintenance managers invest in preparation for theassessment is time well spent. By examining the inventory of build-ings, and identifying those that have a high priority to the organiza-tion, they will help to ensure that assessment efforts are focused on


those buildings that are important to the operation of the organization.By collecting data from a number of different sources before looking atthe various building systems and components, they will gain a betterunderstanding of the conditions that exist in the building. By keepinga central file for each building being assessed, they will provide theassessment team with ready access to that information throughout theassessment process.

THE BUILDING SITE 25

25

Chapter 3

The Building Site

well-maintained building site helps to promote a positive imageof a facility and its operations. The condition of the roads, parkingareas, sidewalks, and landscaping influences the opinions that

employees, visitors, and customers form about the facility organizationand the businesses it supports. But a well-maintained building site goesfar beyond just maintaining ones image. A well-maintained building sitehelps to maximize the return made on investments in site improvements.Good site maintenance will increase the safety and security of the facilityand its occupants. And a well-maintained building site will help to sell,lease, or rent the property.

Conducting regular assessments of building site components is animportant factor in both properly maintaining those items and approach-ing their service lives. Site components are subjected to a wide range ofweather conditions. Depending on the climate, conditions can rangefrom well below freezing to over 100 degrees. Under these conditions,thermal stresses alone can lead to early failure of site components. Factorin the additional stresses caused by vehicular traffic, lawn maintenanceequipment, deicing chemicals, snow removal equipment, rain, and hail,and one can easily understand why many building site components sim-ply do not last.

The building site assessment begins with a brief walk around. Thepurpose of the walk around is to identify what site components exist andto develop an overall understanding for the facility. If site drawings areavailable, their accuracy should be confirmed during the walk around.Note any changes or additions at this time.

After the walk around has been completed, meet with the facilitysmaintenance personnel and management to identify known problems

A


and planned modifications. Identify the forms from this chapter that willbe needed and make the necessary copies.

Site assessments can be performed at any time of the year, as longas the items being assessed are readily visible and accessible. Althoughdry conditions are generally required for most items, follow-up site workduring or immediately following rain may be required, particularlywhen assessing items such as drainage from walkways and facility park-ing lots.

The forms presented in this chapter are for those items most fre-quently found in commercial and institutional building sites. Theseforms can be modified to meet the specific requirements of a particularapplication, or the can be modified for other components as needed. Foreach item, an average service life is given. Depending on the climate andthe conditions found at the site being assessed, it might be necessary tomodify these values.

The recommended assessment frequencies presented in this chapterare considered to be the ideal assessment schedules for typical systemsand components subjected to normal use. Facility managers may findthat it is necessary to modify those assessment schedules based on theconditions found in their particular facility. If conditions are deteriorat-ing, or if particular elements of the site facilities are subjected to abovenormal use, then the number of times that those components are as-sessed should be increased.

SIDEWALKS

Facility sidewalks are generally a low maintenance item. Mostproblems that occur develop so slowly that they go undetected. Unfor-tunately, if the problems are allowed to develop uncorrected, they canbecome tripping hazards to building occupants and visitors. Thereforeit is important that all facility sidewalks be inspected on a regular ba-sis, typically once a year. Although sidewalks can be inspected at anytime, the best time is in the spring so that any damage caused by win-ter weather, deicing chemicals, or snow removal equipment can beidentified. Unfortunately, little can be done to repair damage otherthan removal and replacement of the impacted sections of sidewalk.

Properly installed and maintained, the expected service lives forvarious sidewalk materials are as follows:


Asphalt 15 yearsConcrete 35 yearsBrick pavers 25 yearsConcrete pavers 25 yearsFlagstone 20 years

Factors that will change the expected service life include the quality ofthe construction, the climate, and how the sidewalks are used. For ex-ample, sidewalks that are exposed to regular vehicular traffic will havea significantly shorter service life, unless they were constructed to with-stand the weight of the traffic.

The most common defects in sidewalks include the following:

1. Cracks. Sidewalk cracks can range from hairline cracks that arebarely visible to ones where the two sections of sidewalk have sepa-rated and moved apart. Minor hairline cracks are normal and gener-ally required no corrective action. When cracks extend throughoutthe entire section of sidewalk, and those sections of sidewalk haveseparated, it may be a tripping hazard. For most applications, a trip-ping hazard exists when the height difference between two adjacentsections of concrete is greater than one-half inch. All sections withtripping hazards should be identified for replacement.

2. Spalling. Spalling is a defect that occurs in concrete sidewalks andpavers when the surface of the concrete deteriorates and separates,exposing the aggregate. Spalling can be the result of over-workingthe concrete during installation, inadequate protection of the con-crete during curing, or simply wear. When the spalling is minor, itdoes not pose a significant problem. However, when the spallingresults in rough and uneven surfaces, it can pose a tripping hazard.All areas where the concrete asphalt has spalled sufficiently to cre-ate a tripping hazard should be identified for replacement.

3. Heaving. Heaving occurs when one section of sidewalk movesvertically relative to the adjacent section of sidewalk. There are anumber of causes of heaving, including the undermining of thematerial under the sidewalk section by water, uplifting of a sectionof sidewalk by tree roots, or improper preparation of the sidewalksbase material. Heaving generally results in the creation of a trip-ping hazard.


4. Pop outs. Pop outs are the loss of individual pieces of large aggre-gate from concrete sidewalks. Most are caused by the use of poorquality aggregates that do not properly bond with the other mate-rials in the concrete. In most cases, pop outs do not pose a trippinghazard and can be ignored unless they lead to spalling concrete.

5. Poor drainage. Poor drainage sections include areas of sidewalkswhere water ponds. The major causes of ponding are sections ofsidewalk that have settled and poor grading of surrounding areas.In cases where the ponding is limited, poor drainage is only aninconvenience and not a serious problem. However, if the pondingis deeper than one inch or covers an area large enough so that thesidewalk cannot be used, it will require replacement of the concretesections or regrading of the surrounding area. Additionally, in cli-mates where poor drainage can lead to the formation of ice, theponding will have to be eliminated. The correction of sidewalkdrainage problems typically requires replacement of entire sectionsof sidewalk or re-grading the surrounding area.

Use Figure 3-1 to assess the condition of the sidewalks. Use a sepa-rate form for each different type of sidewalk installed at the site. Thetools needed to perform the assessment include a tape measure to accu-rately measure to width of the sidewalk, a measuring wheel for sidewalklength, and a camera to photograph overall conditions and major defects.The photographs will help during future assessments to identify areasthat are slowly deteriorating.

Complete the sidewalk assessment as follows:

Item 1: Enter the name of the building or facility that is being as-sessed.

Item 2: Enter a unique section number for the sidewalk that isbeing assessed. The section number is useful in identifyinga particular section of sidewalk in larger facilities. Using aunique section number will allow users to track the condi-tion and rate of deterioration of that particular section withfuture assessments.


Figure 3-1. Sidewalks

1. Location: _____________________________________________________

2. Section: _______________

3. Year installed: _______________

4. Width (ft): ______________ 5. Length (ft): ______________

6. Material: asphalt brick pavers concrete flagstone other: ____________________

7. Defects

None Minor Moderate Extensive

Cracks Heaving Pop outs Spalling Staining Tripping hazards

8. Overall condition: poor fair good excellent

9. Estimated remaining useful life (yr): _______________

10. Comments: _________________________________________________

11. Inspector: ____________________________ Date: _______________


Item 3: Enter the year when the sidewalk was installed. If portionsof the sidewalk have been replaced, enter the year of theoriginal installation.

Item 4: Using a tape measure for accuracy, measure and enter thewidth of the sidewalk in feet.

Item 5: Using a measuring wheel, measure and enter the length ofthe sidewalk in feet.

Item 6: Identify the material used to construct the sidewalk.

Item 7: For each defect listed, rate how often that defect occurs inthe sidewalk. Use an average rating for all sections of thesidewalk being assessed.

Item 8: Rate the overall condition of the sidewalk. Use an averagerating for all sections of the sidewalk being assessed.

Item 9: Estimate the remaining useful life of the sidewalk in years.The rating should be based on the overall condition of thesidewalk, its age, and its exposure to harsh service condi-tions.

Item 10: Enter comments related to the conditions found during theassessment.

Item 11: Enter the name of the person who conducted the assess-ment and the date on which the assessment was completed.

EXTERIOR STEPS

Exterior steps, like sidewalks, are low maintenance. Because of thepotential hazard that they pose, it is critical that exterior steps be kept inexcellent condition. Problems with steps also develop so slowly that theyfrequently go unnoticed. For these reasons, regular assessment of exte-rior steps is particularly important in order to maintain a safe facility.Depending on the construction, location, and the condition of the steps,


repairs can be made to some types of exterior steps. In other cases, it willbe necessary to replace the steps.

The best time to conduct an assessment of exterior steps is duringthe spring so that any damages caused by winter weather or snow re-moval equipment can be identified. An additional quick inspection con-ducted immediately following a rainfall will help to identify pondingproblems.

Properly installed and maintained, the expected service lives forexterior steps are as follows:

Brick pavers 15 yearsConcrete 30 yearsFlagstone 15 yearsMetal 25 years

Factors that will change the expected service life include the quality ofconstruction, the climate, how frequently deicing chemicals are used,and the type of traffic that the steps are regularly exposed to.

The most common defects in exterior steps include the following:

1. Corrosion. Metal steps, being exposed to the elements, are subjectto corrosion. The use of certain deicing chemicals accelerates thiscorrosion. If the corrosion is allowed to progress, eventually itweakens the structure of the steps, requiring their replacement. Allareas with corrosion should be cleaned to bare metal and painted.

2. Cracks. Cracks can develop in concrete, brick paver, and flagstonesteps. Like with sidewalks, cracks in steps can range from hairlinecracks that are barely visible to ones where the sections have sepa-rated and moved apart. Most hairline cracks do not require correc-tive action. Larger cracks will require repair or replacement of thatsection of the steps to prevent having sections break off, creating atripping hazard.

3. Pop outs. Pop outs are the loss of individual pieces of large aggre-gate from concrete steps. Most are caused by the use of poor qualityaggregates that do not properly bond with other materials in theconcrete. Depending on the location of the pop out, it can pose atripping hazard. Pop outs can be filled.


4. Spalling. Spalling is a defect that occurs in concrete steps when thesurface of the concrete deteriorates and separates, exposing theaggregate. Spalling can be the result of over-working the concreteduring installation, inadequate protection of the concrete duringcuring, or simply wear. If the spalling is minor and is located awayfrom the edge of the step, it does not pose a significant problem.However, when the spalling results in a rough or uneven edge tothe steps, it can pose a tripping hazard. Badly spalled sections ofconcrete steps must be replaced.

5. Tripping hazards. The most common tripping hazards associatedwith steps are rough surfaces and edges resulting from cracking,pop outs, spalling, and wear. In addition, steps with riser heightsthat are greater than 8.25 inches are considered to be tripping haz-ards. Eliminating tripping hazards requires replacement of thosesections of concrete.

Use Figure 3-2 assesses the condition of exterior steps. Use a sepa-rate form for each different type of step installed at the site. If multiplesections of steps are installed, use a separate form for each section ofsteps. The tools needed to perform the assessment include a tape mea-sure to accurately measure the height of the step riser and the width ofthe step, and a camera to photograph overall conditions and major de-fects. The photographs will help during future assessments to identifyareas that are slowly deteriorating.

Complete the step assessment as follows:

Item 1: Enter the name of the building or facility that is being as-sessed.

Item 2: Enter a unique section number for that particular section orsections of exterior steps being assessed. The section num-ber is useful in identifying a particular section of steps inlarger facilities, and will allow users to track the conditionand rate of deterioration of that particular section withfuture assessments.

Item 3: Enter the year when the steps were installed. If portions ofthe steps have been replaced, enter the year of the originalinstallation.


Figure 3-2. Exterior Steps

1. Location: ____________________________________________

2. Section: _______________

3. Year installed: _______________

4. Number of steps: ____________ 5. Width (ft): _____________

6. Material: brick pavers concrete flagstone metal other: ____________________

7. Defects:


Corrosion Cracks Pop outs Spalling Staining Tripping hazards



10. Comments: _________________________________________________

11. Inspector: _________________________ Date: _____________


Item 4: Enter the number of steps.

Item 5: Enter the width of the steps. If the steps in the section areof varying width, use the average width.

Item 6: Identify the material used to construct the steps.

Item 7: For each defect listed, rate how often that defect occurs inthe steps. Use an average rating for all steps being assessed.

Item 8: Rate the overall condition of the steps. Use an average rat-ing for all sections being assessed.

Item 9: Estimate the remaining useful life of the steps in years. Therating should be based on the overall condition of the steps,their age, and their exposure to harsh service conditions.

Item 10: Enter comments related to conditions found during theassessment.


CURBS AND GUTTERS

Although curbs and gutters are low maintenance items, they aresubject to abuse from delivery vehicles and snow removal equipmentthat can leave sections cracked or broken. In addition, more slowly de-veloping problems, such as heaving, settlement, and spalling can resultin areas of curb and gutter that need to be replaced. Although many ofthe more common defects are cosmetic in nature, some can create haz-ards for pedestrians. Most damaged sections of curb and gutters must bereplaced rather than repaired.

The two most common materials used for curb and gutter construc-tion are concrete and asphalt. Properly installed, concrete curbs andgutters have an expected service of 35 years. Asphalt curb and guttershave an expected service life of 10 to 15 years. Factors that will changethe expected service life include the quality of the construction, the cli-


mate, and how frequently vehicles are driven over the curbs.The most common defects in curbs and gutters include the follow-

ing:

1. Cracks. The development of cracks is more common in concretethan asphalt curbs and gutters. Cracks can range from hairlinecracks to complete breaks in the concrete. Minor hairline cracks arenormal and generally require no corrective action. Broken sectionswill require replacement.

2. Heaving. Heaving occurs when one section of curb and guttermoves vertically relative to the adjacent section. There are a numberof causes of heaving, including the undermining of a section bywater, improper preparation of the base material under the section,and driving vehicles over a section. Heaving is a concern onlywhen the difference in height between the sections exceeds oneinch and creates a tripping hazard. Heaving is corrected by replace-ment of one or both of the adjacent sections of curb and gutter.

3. Impact damage. Typical impact damage includes broken andchipped sections. Most impact damage is the result of lawn careand snow removal equipment. Impact damage is a concern only ifit creates a tripping hazard or if it is sufficient to destroy the integ-rity of the section of curb and gutter. In those cases, the damagedsections must be replaced.

4. Broken sections. Broken sections are the result of a wide range offactors, including impact with vehicles and equipment or heavyloading of the section. Cracking can develop into broken sections.Replacement is the only suitable corrective action for broken sec-tions.

5. Spalling. Spalling is a defect that occurs when the surface of theconcrete deteriorates and separates, exposing the aggregate.Spalling can be the result of over-working the concrete during in-stallation, inadequate protection of the concrete during curing, orsimply wear. If the spalling is minor, it does not pose a problem.Extensive spalling will require replacement of the damaged sec-tions.


6. Settlement. Settlement occurs when one or more sections of thecurb and gutter become lower than the surrounding surfaces, suchas sidewalks or asphalt roads and parking. Settlement creates twoproblems; tripping hazards and ponding water. Settlement is cor-rected by replacing the section of curb and gutter, or by replacingthe adjacent surface material.

Use Figure 3-3 to assess the condition of the curbs and gutters. Usea separate form for each different type of curb and gutter installed at thesite. The tools needed to perform the assessment include a measuringwheel and a camera to photograph overall conditions and major defects.The photographs will help during future assessments to identify areasthat are slowly deteriorating.

Item 1: Enter the name of the building or facility where the curbsand gutters are being assessed.

Item 2: Enter a unique section number for that particular section orsections of curb and gutter being assessed. The sectionnumber is useful in identifying a particular section in largerfacilities, and will allow users to track the condition andrate of deterioration of that particular section with futureassessments.

Item 3: Enter the year when the curb and gutter were installed. Ifportions of the curb and gutter have been replaced, enterthe year of the original installation.

Item 4: Enter the length of the curb and gutter.

Item 5: Identify the material used to construct the curb and gutter.

Item 6: For each defect listed, rate how often that defect occurs inthe section being assessed. Use an average rating for allcurb and gutter being assessed.

Item 7: Rate the overall condition of the curb and gutter. Use anaverage rating for all sections being assessed.


Figure 3-3. Curbs and Gutters

1. Location: _____________________________________________________

2. Identifier: _______________

3. Year installed: ____________ 4. Length (ft): _____________

5. Material: concrete asphalt other: ____________________

6. Defects


Cracks Heaving Impact damage Broken sections Spalling Settlement



9. Comments: ___________________________________________________

10. Inspector: ________________________________ Date: _____________

Item 8: Estimate the remaining useful life of the curb and gutter inyears. The rating should be based on the overall conditionof the curb and gutter, its age, and its exposure to harshservice conditions.




ASPHALT ROADS

The majority of roads owned and maintained by facilities are madefrom asphalt. Asphalt roads represent a significant investment, one thatmust be protected through good maintenance practices. Few other ele-ments in the facility inventory can benefit as much from maintenance asasphalt surfaces. With a good maintenance program consisting of regu-larly scheduled inspections, spot repairs to damaged areas, and periodicapplication of a sealer, asphalt roads will have an expected service life of20 to 25 years. If maintenance is ignored, the service life of an asphaltroad can be as short as 10 years.

When asphalt is new it is resilient and flexible. The sun, heat, andtraffic take their toll on the asphalt, causing it to lose some of this flex-ibility, resulting in small separations between the asphalt material andthe aggregate. Eventually these separations build into a pattern of cracks.The cracks allow water to penetrate the asphalts base, undermining theasphalt and creating potholes. Small cracks almost always develop intolarger problems.

The key to long life for asphalt is early detection. By conductingtwo assessments each year, one in the spring and one in the fall, defectscan be detected early and corrected while they are still minor, long beforethey lead to the failure of the asphalt. The assessments identify the over-all condition of the asphalt and locations where spot repairs are required.It is also recommended that a sealer be applied every five years to slowthe rate of loss of oils from the asphalt due to heat and exposure to thesun. Before applying the sealer, all cracks should be cleaned and sealedto prevent the entry of water into the underlying base. By slowing therate of loss of oils, sealers will also help limit the penetration of waterinto the asphalt while helping it to maintain its flexibility.

The most common defects in asphalt roads include the following:

1. Alligatoring. One of the most common failures of asphalt surfacesis alligatoring. Alligatoring is the development of a pattern of inter-


connected cracks the take on the appearance of an alligators skin.Alligatoring occurs most frequently in areas that are subjected toheavy traffic or heavy loads. It is typically caused by a combinationof loss of flexibility in the asphalt and exceeding the loads carryingcapacity of the pavement. Alligatoring should be considered to bean early warning sign of asphalt pavement failure. Sealing an areathat is alligatoring is a temporary solution that may delay havingto replace the asphalt for several years. A more permanent repairwould be to replace the alligatored section.

2. Buckling. Buckling occurs when a section of asphalt is heavedupwards as the result of thermal expansion of the asphalt or shift-ing in the asphalts base material. If water has penetrated the basematerial and frozen, the result can be buckling. Buckled areas arerepaired by replacement.

3. Random cracks. Random cracks are those that appear in areasother than seams or joints in the asphalt. They follow no particularpattern and can be caused by a wide range of factors, includingthermal expansion and contraction or movement of the base mate-rial. All random cracks must be thoroughly cleaned, dried, andfilled.

4. Reflection cracks. When asphalt is installed over other layers ofasphalt or over sections of concrete, the cracks and joints in theunderlying layer often appear in the surface layer. Known as reflec-tion cracks, they are generally caused by movement in the under-lying layer brought on by thermal expansion and contraction. Littlecan be done to eliminate reflection cracks. They should, however,be filled with a crack sealer to limit penetration of water.

5. Shrinkage cracks. Shrinkage cracks are similar in appearance toalligatoring, except that the pattern is much larger. In alligatoring,the distance between cracks is measured in inches. The distancebetween shrinkage cracks is typically a foot or more. Shrinkagecracks are the result of the asphalt becoming brittle due to dryingof the asphalt material and the lack of traffic. Shrinkage cracks, likealligatoring, are a sign that the asphalt is nearing the end of itsservice life.


6. Crumbling. Crumbling is the final stage in asphalt failure. At thispoint, water has penetrated and damaged the base, leading theasphalt unsupported. The asphalt then breaks into small, loosefragments. The only solution to crumbling asphalt is removal andreplacement.

7. Graying. Exposure to heat and sunlight evaporates some of the oilsin the asphalt, bleaching it to a light gray color. As the asphalt driesout, it loses its flexibility and becomes more susceptible to cracking,shrinking, and alligatoring. Sealing the asphalt will help to slow theprocess, extending the life of the asphalt. For most locations, theasphalt should be sealed once every five years.

8. Oil spills. Oil and gasoline spills break down asphalt materials,leading to early failure. Oil and gasoline spills should be cleaned assoon as possible and the area treated with an asphalt sealant.

9. Potholes. Potholes are bowl shaped areas where the base materialunder the asphalt has failed causing the asphalt to disintegrate. Thepotholes generally are the result of neglected maintenance. Waterenters the base material through cracks in the asphalt, breaking itdown. Eventually the base material is washed away allowing theasphalt to disintegrate. Once a pothole forms, the only option is toremove that section of asphalt and failed base material, install andcompact new base material, and install an asphalt patch.

10. Raveling. Raveling is the slow disintegration of the asphalt pave-ment from the surface down or from the edges inward. It is gener-ally caused by the use of poor materials or by improper compactionduring installation. Raveling is corrected at the time of replacementof the asphalt surface.

11. Ruts. Ruts can form in asphalt for a number of reasons. The basematerial may not have been properly compacted during construc-tion. Heavy traffic in a particular area may exceed the load carryingcapabilities of the asphalt or the base material. High temperaturesmay soften the asphalt allowing loads to gradually displace someof the asphalt. Ruts can be repaired only by removing the damagedsection of asphalt, compacting the base material, and installing anasphalt patch.


Use Figure 3-4 to assess the condition of asphalt roads. Use a sepa-rate form for each major section of road installed at the site. The toolsneeded to perform the assessment include a measuring wheel and acamera. Photographs of different sections of the asphalt road will makeit easier to detect changes in the condition of the asphalt between assess-ments.

Complete the asphalt road assessment as follows:

Item 1: Enter the name of the building or facility where the road isbeing assessed.

Item 2: Enter a unique section number for that particular section ofroad being assessed. The section number is useful in iden-tifying a particular section in larger facilities, and will allowusers to track the condition and rate of deterioration of thatparticular section with future assessments.

Item 3: Enter the year when the road was installed.

Item 4: Enter the length and the width of the road in feet.

Item 5: Check the appropriate box based on whether the asphaltroad is original or has an overlay. If there is an overlay,enter its thickness in inches.

Item 6: Check the appropriate box based on whether or not theroad has been seal coated. If the road has been seal coated,enter the year of the most recent application.

Item 7: For each defect listed, rate how extensive that defect is inthe section being assessed. Use an average rating for thesection of road being assessed.

Item 8: Rate the overall condition of the asphalt road. Use an aver-age rating for the section being assessed.

Item 9: Estimate the remaining useful life of the asphalt road inyears. The rating should be based on its overall condition,its age, and its exposure to harsh service conditions.


Figure 3-4. Asphalt Roads

1. Location: ____________________________________________________

2. Identifier: _____________ 3. Year installed: ______________

4. Length (ft): ____________ Width (ft): _________________

5. Overlay: yes no Thickness (in): ______________6. Sealcoated: yes no Year applied: ______________7. Defects


Alligatoring Buckling Cracks, random Cracks, reflection Cracks, shrinkage Crumbling Disintegration Graying Oil/gas spills Potholes Raveling Ruts



10. Comments: _________________________________________________

11. Inspector: ________________________________ Date: _____________




ASPHALT PARKING AREAS

Asphalt is the material of choice for constructing parking areas. Aswith roads, asphalt parking areas represent a significant investment, onethat must be protected through good maintenance practices. With a goodmaintenance program consisting of regularly scheduled inspections, spotrepairs to damaged areas, and periodic application of a sealer, asphaltroads will have an expected service life of 20 to 25 years. If maintenance isignored, the service life of an asphalt parking area can be as short as 10years.

Asphalt parking areas require nearly identical maintenance to whatis required for asphalt roads. As with asphalt roads, asphalt-parkingareas should be assessed twice each year; once in the spring and once inthe fall. Repairs should be made as quickly as possible to prevent dam-age to the underlying base for the asphalt. Sealing the asphalt every fiveyears is even more important for parking areas than for roads as parkingareas are subjected to greater exposure to oil and gasoline spills.

Use Figure 3-5 to assess the condition of asphalt parking areas. Usea separate form for each major section of asphalt parking installed at thesite. For a detailed discussion of the types of defects commonly found inasphalt parking areas, see the previous section on asphalt roads. Thetools needed to perform the assessments include a measuring wheel anda camera. Photographs of different sections of the asphalt parking areaswill make it easier to detect changes in the condition of the asphalt be-tween assessments.

Complete the asphalt parking assessment as follows:

Item 1: Enter the name of the building or facility where the parkingarea is being assessed.

Item 2: Enter a unique section number for that particular section ofparking being assessed. The section number is useful inidentifying a particular section in larger facilities, and will


Figure 3-5. Asphalt Parking Areas

1. Location: __________________________________________

2. Identifier: _____________ 3. Year installed: ______________

4. Area (sq ft): _______________

5. Overlay: yes no Thickness (in): ______________6. Sealcoated: yes no Year applied: ______________7. Defects


Alligatoring Buckling Cracks, random Cracks, reflection Cracks, shrinkage Crumbling Graying Oil/gas spills Potholes Raveling Ruts Wheel stops



10. Comments: _________________________________________________

10. Inspector: ________________________________ Date: _____________

THE BUIL

0711.handbook of facility assessment by james e. piper

Documents

process of deterioration

deterioration process

new building

building finishes

building ages

building site

building envelope

building interior