Introduction

This policy and its procedures shall apply to all maintenance, property capital development and improvements, plant and equipment improvements, technology improvements and other specific projects which, in general, total $10,000 or more.

This Capital and Major Projects Policy and Procedure shall operate in conjunction with the College Board Policy and procedure Manual.

Activities relating to maintenance, capital development and improvements, and technology improvements shall relate to, but not be confined to:

• new building construction;
• major maintenance, including building repairs, renovations, remodeling or demolition;
• the conduct of feasibility studies;
• architectural design work;
• projects necessary to meet compliance or regulatory demands;
• grounds improvements, e.g. parking lots, security lighting, disabled access;
• property signage;
• information technology, telecom and audio visual equipment upgrades; and
• new or replacement equipment, furniture and fittings.

All planning, approval processes and expenditure processes shall be informed by:

• Lecture room and tutorial room requirements, and Resource Centre requirements necessary to meet the demands imposed by student load projections;
• Learning and teaching demands as they relate to current or proposed delivery modes, current or intended delivery locations, the requirements necessary to address new or improved pedagogical approaches and the requirements of proposed research and research training activities.

Policy Principles

At least annually, but generally more frequently, the Principal, Chief Operations Officer, Heads of School, Resource Centre Manager and Manager Information Systems shall give consideration to current and future capital and major development needs. Such considerations will include, but not be limited to:

• the anticipated benefit to be derived by the College on completion of the project;
• the manner in which the project may be brought to completion, utilising fair and appropriate processes, and achieving value for money;
• the manner and the extent to which fundraising will be necessary,
• identifying and/or obtaining the necessary regulatory approvals (building and sub-division permits, OH&S permits, occupancy certificates etc.)

Capital and major projects considered shall be prioritised by consensus. The priorities may be reflected in the annual budget or promoted as a one-off project, ex-budget.

For all projects itemised in the annual budget approved by the Governing Board, the Chief Operations Officer shall have the authority to proceed with implementation procedures and make any necessary payments as they fall due.

For projects which have not been itemised in the annual budget, full details of the proposal shall be submitted to the Governing board and its Finance and audit Sub-Committee for consideration and approval. Approval shall be evidenced by a formal motion passed at a meeting convened by the Governing Board and advised to the Principal and/or chief Operations Officer in writing or by email. On receipt of this advice, the Chief Operations Officer shall have the authority to proceed with implementation procedures and make any necessary payments as they fall due.

No service shall be obtained, and no commitment shall be entered into, either verbally or in writing, unless the item has been approved in the context of the College Budget, or formal approval has be provided by the Governing Board.

Procedure

In general, major project formation and implementation shall:

• originate with the Principal, Chief Operations Officer, Heads of School, Resource Centre Manager and Manager Information Systems or emanate directly from the Governing Board;
• be subject to a period of scrutiny of generally not less than 2 weeks in which issues of concept and justification are debated (in matters of substantial impact the scrutiny period should be longe)r;
• be subject to a feasibility study, particularly as it relates to available funds and the potential for successful fund raising; and
• be subject to the necessary processes of design development and construction, concept development and implementation, or source identification and procurement depending upon the nature of the project.

Project Evaluation

The Chief Operations Officer shall:

• be responsible to evaluate the benefit of any completed capital or major project, by consulting with the Principal, Heads of School, Resource Centre Manager and Manager Information Systems; and
• provide a brief report on findings to the Governing Board and its Sub-Committee including;
  • the noted benefits;
  • any additional action(s) that will further enhance the benefit; or
  • identify any shortcomings and how they may be addressed.