I.

POLICY AND GENERAL STATEMENT

The University of Texas Health Science Center at Houston (“university”) has a uniform
and systematic procedure for creating and maintaining policies and procedures within
the Handbook of Operating Procedures (HOOP). This process includes an opportunity
for faculty, staff and student governance bodies to provide advisory input regarding
proposed changes to policies that may impact the respective groups. The HOOP
contains the official policies and procedures for the governance of the university. This
policy must be followed to create or change policies or procedures. Policies and
procedures developed or changed in violation of this policy will not be published in the
HOOP.

University policies and procedures (including school, unit, department and office policies
and procedures) shall not conflict with the Regents’ Rules and Regulations. Any
university policy or procedure that is in conflict with any rule or regulation in the
Regents’ Rules and Regulations is null and void and has no effect.

All exhibits attached or linked to a HOOP policy or a procedure are extensions of that
policy or procedure.

II. DEFINITIONS

Educational Policy: Policy that pertains to the areas of faculty responsibility as set

forth in Regents’ Rule 40101.

Governance of the University: Policies and procedures, except medical procedures or

protocols, affecting the way university officials direct, administer or control the
university. This includes policies and procedures:

 Directing compliance with applicable state and federal laws and regulations, Regents’ Rules and
Regulations, and UT System policies and policies with System-wide application;
 Addressing or affecting the responsibility and/or authority of the various offices and bodies that
make up the university; and
 Addressing the relationship between administration, faculty, students, and staff and university
values and/or goals.

HOOP Review Committee: The Committee appointed by the President to review and

make recommendations regarding policies and procedures to the Executive Council.
The HOOP Review Committee membership includes the President or designee; the
Executive Vice Presidents or respective designees; the Senior Vice-President, Finance
& Business Services or designee; the Chief Human Resources Officer or designee; the
Assistant Vice President of Auditing & Advisory Services or designee; the Executive
Vice Dean for Clinical Affairs or designee; the Chairs of the Interfaculty Council, the
Student InterCouncil, and the University Classified Staff Council or respective
designees; an Associate Dean for Management (or equivalent title) who will  be
selected by the group of deans holding that title; and a member of management from
The University of Texas Harris County Psychiatric Center. The committee is chaired by
the Policy Coordinator.

Policy Coordinator: The Chief Legal Officer is appointed by the President to ensure

compliance with this policy. The Chief Legal Officer may delegate this responsibility.

Responsible Executive: University executive responsible for the programmatic,

functional or administrative areas affected by a policy or procedure.

Significant change: A change in the scope or application of a policy or procedure that

has a significant impact on daily operations, responsibilities, procedures or expectations
for one or more key university communities.

Stakeholder Review Plan: A plan for obtaining advisory input from faculty, staff and
student governance bodies that may be affected by changes in policies and procedures.

III. PROCEDURE

A. Designation of Responsible Executive, Educational Policy and Next Scheduled

Review: For each HOOP policy, the Policy Coordinator will designate a responsible
executive, determine if the policy is educational, and determine a periodic review
schedule.

B. Creating and Maintaining HOOP Policies and Procedures:

1. A university office proposing a new HOOP policy or procedure will draft the policy in correct
HOOP format as shown in Exhibit A.  The university office will also provide a rationale for the
new policy as well as a list of departments or groups that should have input.  The Proposal and
Stakeholder Review Plan as shown inExhibit B may be used. Offices proposing amendments to
the HOOP also will prepare a draft clearly delineating the changes from the current version. All
documents will be routed through the appropriate Responsible Executive. The Policy Coordinator
will provide assistance upon request.
2. The Responsible Executive will submit the proposal to the Policy Coordinator for distribution to
the HOOP Review Committee for review and approval. The HOOP Review Committee will
confirm the Proposal and Stakeholder Review Plan and develop a review timeline that takes into
consideration the best interests of the university regarding timely implementation of the proposed
HOOP policy including, but not limited to, legal or otherwise mandated deadlines for policy
implementation. The HOOP Review Committee is authorized to deny a proposal for a new policy
or a proposal for amendment to an existing policy.
3. The Policy Coordinator will distribute the proposed HOOP policy in accordance with the
confirmed Stakeholder Review Plan and timelines.
4. Advisory input from stakeholders returned timely to the Policy Coordinator will be provided to the
Responsible Executive for consideration.
5. The Responsible Executive will resubmit the proposed HOOP policy with any incorporated
changes to the HOOP Review Committee through the Policy Coordinator.
6. Once the HOOP Review Committee has approved the proposed HOOP policy, it will be
submitted to the Executive Council for review and approval.
7. Upon approval by the Executive Council, the President and the Chief Legal Officer, the Policy
Coordinator will post the approved policy to the HOOP. At the election of the President, the policy
may be submitted to the UT System Vice Chancellor and General Counsel for review and
approval.  In certain circumstances, the Board of Regents or UT System may require that a
 particular policy be submitted to the Executive Vice Chancellor for Health Affairs and/or the Vice
Chancellor and General Counsel.
8. Recommendations and comments from university attorneys are legal advice provided to
university administration and are to be treated as privileged and confidential attorney-client
communications.
9. For Educational Policies, the following additional step is required: The Proposal and Stakeholder
Review Plan must include review by the Interfaculty Council.  The review timeline for the
Interfaculty Council must be no more than 60 calendar days.
10. HOOP Policies with No Significant Changes: Proposed changes to HOOP policies that are
not significant will be approved by the Policy Coordinator. The Policy Coordinator shall determine
whether the change is significant.
11. Maintenance: The Responsible Executive must review and recommend revisions to HOOP
policies as necessary in accordance with a five-year review cycle using the applicable process in
Section III.B.

C. Creation and Maintenance of School, Unit, Department, and Office Policies and
Procedures: Policies and procedures adopted by individual schools, units, departments
and offices of the university shall not conflict with the policies published in the HOOP.
These policies and procedures must be reviewed and approved by the appropriate
authorities within the school, unit, department or office and must be made readily
accessible to those who are affected by them. These policies and procedures must be
reviewed and revised regularly by the appropriate authorities.

IV. CONTACTS

https://www.uth.edu/hoop/policy.htm?id=1448104

Emergency Maintenance Procedures

Urgent Repairs 

We ask that our tenants follow the standard after hours maintenance procedure for all emergency repairs. Tenants
should contact our office on 6297 3333 and leave a detailed message then call the after hours emergency number
(which is detailed on the office answering machine recording). Unfortunately we do not have an after hours ‘lock out’
service available. 

Please note that even in the event of a dangerous plumbing or electrical repair, we ask tenants to ensure that the
after hours mobile is contacted and a detailed message is recorded prior to calling one of the following authorised
repair companies. 

Electrical – Morton Electrical – 0408 624 326 

Plumbing – Eveready Plumbing – 6260 2766 
Plumbing – Greaney & Sweeney – 6297 1432 
Locksmith – Night & Day locksmiths – 6290 1938 

http://qbnjerra.eldersrealestate.com.au/2012/01/10/emergency-maintenance-procedures/
Maintenance Policy
A written statement, developed by the organization's leadership team,
articulating the target maintenancestandard and formal commitment by the
owners to that standard.  

Purpose of the Policy

The purpose of the maintenance policy is:

 Commitment - To articulate senior management’s

commitment and intentions with regard to
maintenanc.
 Guidance - To provide guidance to staff in carrying
out the organization’s maintenance strategies,
plans and activities.
 Vision/Direction - To provide a clear direction for
maintenance activities.

Scope of the Policy 

The maintenance policy should typically include the following:

 Identification of the maintenance goals (such

assafety, reliability, functionality, peace of mind,
preservation of the investment).
 Identification of the optimal maintenance mix to
achieve the goals and manage risk.
 An outline of the maintenance strategy.
 The key performance indicators (KPIs) to
periodically measure progress in themaintenance
program.

 To set a target for backlog levels of deferred

maintenance
 To set a target standard for  asset performance
and levels of service
 To articulate the organization’s tolerance for risk
arising from failed assets
 To determine how to prioritize repairs and DM
 To select the key performance indicators (KPIs)
that will be used to measure the quality of the
maintenance program
 To align the three different types of maintenance
strategies to the different assets based on risk
profiles and expected levels of service
 To set the framework for the development of
See also:

 Maintenance Plan
 Maintenance Management
 Operating Standard
 Policy
 Maintenance Optimization Model

Compare with:

 Asset Management Policy

 Replacement Policy

http://www.assetinsights.net/Glossary/G_Maintenance_Policy.html