Associate Director - Capital Works, Facilities Management
Vice-Chancellor and President
Date of Next Review
2.1.2 Project types
2.1.3 Project bids
2.1.4 Project funding
2.1.5 Project initiation and planning
2.1.6 Project scheduling
2.1.7 Project management
2.1.8 Project delivery
In order to provide a holistic approach to capital development all capital projects must be approved for construction by Facilities Management in accordance with the overall direction of the Capital Management Plan (CMP), the University's physical master plan and University policies. Faculties / divisions / institutes are not to undertake or engage any construction works.
- University funded works which are separately identified as a major project in the Capital Management Plan or which are included, but not necessarily identified separately, in the minor works funding allocation within the plan
- Faculty/ Division / Institute funded works which typically alter or extend existing spaces to accommodate changing needs. Any project costing over $250,000 requires prior approval of the Chief Financial Officer and will be separately identified in the Capital Management Plan
As part of the annual planning process (A/2.2), faculties / divisions / institutes may submit project bids for consideration in the next revision of the rolling five year CMP (H/1.1.3). Project proponents are required to submit proposals in accordance with Chapter 1(C) of the Financial Management Practice and Procedures Manual and the QUT Project Proposal Framework through consultation with Facilities Management. All project bids are required to have a clear linkage to University and faculty / division / institute planning initiatives.
Projects will not commence until whole-of-life funding has been approved by the Executive Director, Facilities Management on advice from the Chief Financial Officer. The primary sources for project funding are:
- Centralised University Fund (CMP funding)
- Faculty / Division / Institute Funds.
The University signals its intention to undertake a major or minor capital works project in the CMP (H/1.1.3). Until a project has reached the stage of appearing on the CMP, it is unfunded. The process and time frame for advancing projects onto the CMP align with the University's annual strategic planning processes (A/2.2).
Where applicable, project proposals must be prepared and approved for expenditure on projects and/or business change initiatives in accordance with Chapter 1(C) of the Financial Management Practice and Procedures Manual and the QUT Project Proposal Framework. Proposals are used as the primary supporting documentation for securing University funding and resources through the University's Planning and Budgeting and Capital Management Plan (CMP) process.
The planning for and delivery of a new capital project, such as a major refurbishment or new building, involves a number of stages that bring together expertise from the Finance Business Solutions Division, Facilities Management and the relevant committees (H/1.1.4). Facilities Management (Capital Works Section) is responsible for the planning and delivery phases, with strategic oversight by the Finance Business Solutions Division. Any proposal to vary the approved scope, timing, benefits or the approved budget of a project must be in accordance with the Project Proposal Framework.
Faculty / division / institute funded minor works
At various times, but particularly during the University's strategic planning process, responsibility centres may identify a range of desirable minor works projects, only some of which will proceed after approval of the responsibility centre's annual plans and the associated budget allocation.
Responsibility centres should identify potential project costs in consultation with Facilities Management. Requests must be forwarded to Facilities Management (Capital Works Section) at least two weeks prior to the date by which the estimate is required. Capital Works Section will prepare a broad indication of the costs involved and a decision can then be made by responsibility centres whether or not to include a project in their annual plans.
Guidelines on how to submit capital works requests are located on the Facilities Management website.
After approval of the CMP, the Finance Business Solutions Division and Facilities Management agree on a program of delivery of projects, based on the approved cash flow.
There is typically a very high demand for minor works to be carried out during non-teaching periods. This demand puts great stress on the resources available to design and construct the works to satisfaction. Depending on the size and complexity of the project, substantial lead time may be required to design and tender projects.
For each capital works or large maintenance project, a specific QUT Project Coordinator is nominated to coordinate and manage the entire project and to act as the point of contact for all persons with an interest in the project. The QUT Project Coordinator may engage an external project manager to assist in managing the assigned project, with general responsibilities including
- development of project brief
- planning and design management
- construction phase management
- contract superintendency
- stakeholder reporting and management.
Project design team
Design consultants are appointed as required to develop the project, The production of a design solution acceptable to all parties concerned is the responsibility of a design team. Membership of the design team typically will include
- QUT Project Coordinator
- external project manager as required
- principal consultant and other consultants as required
- QUT representatives as required.
During the project design phase, Facilities Management stakeholders with responsibility for operating the building will review the design of buildings and services. Where a project has implications for the aesthetic appearance of the University, the sketch plans are reviewed by the University’s architectural advisor.
Project Control Group
For projects over $500,000, a Project Control Group (PCG) will be established to oversee the project. The role of the PCG is to ensure the project meets the needs of the project sponsor (Faculty/ Division/ Department), and is delivered in accordance with the agreed project scope, budget and timelines.
Membership of the Project Control Group is approved by the Executive Director, Facilities Management and comprises
- Executive Director Facilities Management or Associate Director as Facilities Management representative and PCG Chair
- Project Coordinator
- Executive Dean of faculty/ head of Division/ institute director or nominee
- Project Manager as Secretariat/ Convenor
- Other persons as required
A User Group is formed for projects depending on their size and complexity, and meets regularly throughout the design and construction phases, with more frequent meetings during the design development phase.
Membership of the User Group will be determined by the QUT Project Coordinator in conjunction with the client representative. Stakeholders involved in operating the building also form part of the User Group.
Projects are monitored by Facilities Management with regular reporting to the Finance Business Solutions Division. Central to the performance of the University's CMP is the primary need to produce space which provides the correct environment for the users of the space. To assist in achieving this aim, a sequence of Project Control Groups and User Groups has been implemented to assist in project planning and delivery (H/2.1). Any proposal to exceed the approved project budget must be submitted to the Chief Financial Officer for approval.
|06.07.14||H/2.1.3, H/2.1.5||Executive Director, Finance and Resource Planning||Revised policy to reflect implementation of the Project Proposal Framework|
|15.08.11||All||Vice-Chancellor||Revised Policy - Chapter restructured|
|10.12.10||H/2.1.6||Governance Services||Policy revised to reflect disestablishment of Physical Infrastructure Advisory Committee|
|24.11.10||All||Planning and Resources Committee||Approval authority changed to Vice-Chancellor|
|13.06.07||H/2.1.2, H/2.1.6||Council||Updated to remove reference to Physical and Virtual Steering Committee (disestablished 13.06.07)|
|14.11.05||All||Planning and Resources Committee||Policy updated|
|02.07.04||H/2.1.6||Secretariat||Updated to reflect revised committee structure in accordance with 2003/2004 Committees Review (approved by Council 02.06.04 and Vice-Chancellor 29.06.04); incorporates new Physical and Virtual Steering Committee and Physical Infrastructure Advisory Committee; deleted Buildings and Grounds Committee (disbanded 02.06.04)|
|20.12.01||All||Director - Facilities Management||Updated|
|03.12.00||H/2.1.6||Council||Revised terms of reference and membership of Buildings and Grounds Committee (2000 Review of Committees Recommendation 12)|
|13.01.00||H/2.1.6||Chancellor||Revised membership provisions of Buildings and Grounds Committee (Finance and Facilities Director, Capital Works Manager and Operations Manager replaced by Facilities Management Director in accordance with department restructure)|
|10.12.97||H/2.1.6||Council||Revised terms of reference and membership of Buildings and Grounds Committee|