Work Programme

A detailed maintenance plan of work which is expected to be carried out over a defined period, which is typically 12-months for annual routine maintenance work, or typically a shorter timescale for one-off projects.

The programme will typically be developed through 4 stages of:
1. Defining aims and objectives, which will include expectations of the outcome, such as the quality of the surface or construction, as well as the amount of current and anticipated usage. The objectives might be determined using the SMART process.
2. Identifying all the current available resources, which will also include the available budget – this will help to inform managers of how realistic the aims and objectives are and may depend on additional funds being needed; Data collection (e.g. sward analysis, root depth, soil condition, local climate, etc.) may also be required. especially if an annual maintenance programme is being devised
3. Create a list of requirements and tasks, including frequencies of tasks, typical time per task, and any specific skills that might be needed.
4. Analyse the requirements and tasks and then create a schedule of works, or bar chart, as required. Include material quantities, times involved, and equipment availability. Relevant costings may also be included, depending upon requirements.

Some of the benefits of developing a work programme include:
• Making better use (by being more effective and efficient) of available resources by forward planning.
• Improved budgeting.
• Improved machinery maintenance schedules.

Some limitations to developing and implementing a work programme are:
• Unforeseen circumstances and issues beyond the control of a manager can negatively impact on the outcome, with prolonged poor weather conditions being a major limitation.
• Skills and knowledge which are needed to deliver an appropriate work programme are lacking. This could be lacking from the person/s creating the work programme through to staff carrying out the required practical work.

A work programme could also be divided into a number of different stages, for example a 6+4-stage approach might be as follows:
1. Define the aims and objectives for the 12-month programme.
2. Identify and list out all the tasks that are needed to complete the work programme. Large tasks, such as renovation might be sub-divided into its component parts, especially if the work programme relates to a large site or number of pitches.
3. Identify and determine prioritise for the tasks. Some tasks will be more important and critical to a successful outcome than others. This might allow for more flexibility in the frequency and intensity of the less important tasks.
4. Identify all the resources needed to complete each task: staff, equipment/machinery, materials, budget, contractor, machine hire, external specialisms, storage and disposal, as well as training / certification requirements.
5. Plan activities over the 12-month period, ensuring tasks are sequenced correctly.
6. Allocate responsibilities and accountability for tasks. Ensure lines of communication are clear, performance expectations are clarified, and deadlines reinforced.

Once work commences:
1. Ensure adequate monitoring is undertaken to ensure expectations are met, and where not that corrective actions are taken promptly to ensure the work programme develops in line with planning.
2. Maintain good communications within and between teams carrying out the work programme. Keep stakeholders regularly informed of progress made.
3. Plan regular reviews and evaluations of the work programme, for example, every 2-months, ensuring the objectives are being achieved and make adjustments where needed to reflect any changes to expectations, the prevailing organisational situation or outside influences, for example, having imposed reductions to a budget.
4. Once the 12-month work programme has been completed carry out a reflective evaluation to help identify successes and areas for future improvement.