repairs and maintenance appendix

27
 Repairs and Maintenance Strategy Version 1.9 – Feb 09 (PD)

Upload: dhurai-muthu

Post on 07-Apr-2018

223 views

Category:

Documents


0 download

TRANSCRIPT

Page 1: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 1/27

 

Repairs and Maintenance

Strategy

Version 1.9 – Feb 09 (PD)

Page 2: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 2/27

Contents

1. Introduction………………………………………………………………Page 3

2. Statement of Intent……………………………………………………...Page 4

3. Value for Money and Probity…………………………………………..Page 4

4. Roles and Responsibilities……………………………………………....Page 6

5. Legal Obligations………………………………………………………...Page 6

6. Contractor Management……………………………………………… Page 7

7. Maintenance Service Standards and Structure…………………… Page 7

8. Property Inspection Process………………………………………… Page 11

9. Legislative Compliance………………………………………………….Page 15

10. Corporate Property Information……………………………………...Page 18

11. Maintenance Backlog……………………………………………………Page 19

12. Conclusion………..……………………………………………………….Page 21

Appendix A………………………………………………………………………..Page 22

Appendix B………………………………………………………………………..Page 23

Appendix C………………………………………………………………………..Page 24

Page 3: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 3/27

1.0. Introduction

1.1 This Strategy sets out how the Council’s maintenance needs will be identified,

managed, monitored and reported on.

1.2 The Director of Financial Services is responsible for developing and implementingasset management planning within the Council. Repairs and maintenance are a key

element within this process. The corporate estate is valued in excess of £170

million and an effective Repairs and Maintenance Strategy is needed to ensure that

it will be maintained to an appropriate standard and financial and other risks

controlled.

1.3 The Strategy looks forward to identify how we will meet the challenges of 

providing users of the buildings with properties that are fit for purpose and

maintained to an acceptable standard. In doing so it:

•  Outlines the approach to determining the maintenance backlog.

•  Provides details regarding addressing the maintenance backlog and future

requirements.

•  Details the approach to planned, reactive & cyclical maintenance and capital

improvements.

1.4 In developing the Strategy, account has been taken of:

•  The guidance from the Department for Communities and Local Government

(DCLG) with regard to assessing the maintenance backlog

•  Audit Commission CPA Key Lines of Enquiry for Use of Resources

Assessment

•  Royal Institute of Chartered Surveyors (RICS) and DCLG Guidance on Asset

Management

•  Chartered Institute of Public Finance and Accountancy (CIPFA) Guidance on

property condition grading

1.5 The Strategy will seek to satisfy the following criteria:

• Operational capability will be maintained and service delivery improved where

possible.

Page 4: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 4/27

• Maintenance solutions will be cost effective in whole-life terms and reflect the

Council’s sustainability policies. (Effective use of planned maintenance should

reduce the need for reactive maintenance).

• The market value of the asset will be preserved in accordance to its priority

assigned in the Asset Management Plan.

• Risks to health and safety will be controlled.

• The security of premises will be maintained.

• The reputation of the Council will be maintained.

• Contractual liabilities will be met.

2. Statement of Intent

2.1 Chelmsford Borough Council is aware that the delivery of an efficient and effective

repairs and maintenance service is both critical in determining user satisfaction and

essential to the proper management of the property portfolio.

2.2 The Council has developed this Strategy to assist in minimising the amount of 

responsive repairs it needs to undertake. The Strategy will be reviewed annually

with a key aim of reducing the work undertaken as a responsive repair and to

increase the work undertaken in a planned manner.

2.3 The Repairs and Maintenance Strategy will seek to significantly reduce the

maintenance backlog and improve the level of implementing a planned asset

improvement and refurbishment programme of works for operational buildings,

within approved financial resources.

2.4 All maintenance activity will be undertaken in a targeted and timely manner which

facilitates the most cost effective use of maintenance resources and protects the

value of an asset.

3. Value for Money and Probity

3.1 Contractors and consultants will be engaged in line with the Council’s

Procurement Strategy, the Council’s Contract Standing Orders and Financial

Regulations.

Page 5: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 5/27

 

3.2 Generally contractors and consultants will be engaged through processes that

include a competitive price element, to ensure value for money is secured.

3.3 All contracts will be financially managed using a cost effective approach, theelements of which include:

3.3.1 Competitive Procurement : Utilising the skills of the Council’s Procurement

section in seeking suitable framework agreements and partnerships that

fulfill agreed maintenance requirements.

3.3.2 Value Engineering : A process whereby maintenance is provided to the

required performance for the least cost, therefore eliminating redundant

performance. For example ensuring works are not ‘over’ specified.

3.3.3 Budgetary Control : Directorate’s maintenance budgets shall be ring fenced

for that purpose. Appropriate expenditure codes must be used and Cost

Centre Managers must also adhere to these to enable accurate

performance information to be acquired.

3.4 This Strategy gives serious consideration to sustainability in procurement of 

Building Services and maintenance work throughout the life of its assets, towards

meeting the Council’s priorities on climate change.

3.5 Allocation and management of budgets is based on:

3.5.1 Reactive budgets will be set and managed locally by Premises Managers,

using contracts that have specifically been tendered corporately using the

knowledge and experience within Building Services.

3.5.2 Cyclical Budgets will be budgeted locally and managed centrally by Building

Services through tendered corporate contracts.

3.5.3 Capital works will be submitted by the appropriate Premises Manager in

partnership with technical information provided by Building Services to the

Council’s Projects and Improvement Panel for approval.

Page 6: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 6/27

3.6 In each case, the above must take into account the Council’s requirements for the

financial planning cycle. Building Services will ensure their processes fit within this

cycle.

4. Roles and Responsibilities

4.1 The Building Services Manager is responsible for ensuring the Statement of Intent

for this service is adhered to.

4.2 The Director of Safer Communities in managing the role of Building Services

Manager is responsible for ensuring that this Strategy is implemented.

4.3 The Building Services Manager is responsible for monitoring the appropriateness

of priorities allocated to maintenance works and the performance of contractors

in completing the works to the satisfaction of the Council and in accordance with

all relevant health and safety legislation (See Appendix A).

4.4 The Director of Financial Services (as Corporate Property Officer) has the

overall responsibility for the Asset Management Plan.

4.5 The Director of Safer Communities has the overall responsibility for the

management of the Council’s Building Services including the Building Maintenance

Surveyors and Facilities Management Officers. The Repairs and Maintenance

Strategy is managed by the Building Maintenance Team.

4.6 The Premises Manager is responsible in some properties for specialist maintenance

contracts, for example Ice Rink, Swimming Pools etc.

5. Legal Obligations

5.1 This Strategy has been developed within a framework of existing legislation. The

main Acts of Parliament and regulations relating to repairs and maintenance of nondomestic premises are:

•  Landlord and Tenant Act (1985)

•  Health and Safety at Work Act 1974

•  Disability Discrimination Act

•  The Control of Asbestos at Work Regulations

Page 7: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 7/27

•  Legionella Regulations (L8)

•  Building Regulations (As Amended)

•  Construction (Design and Management) Regulations

•  Regulatory Reform (Fire Safety) Order 2005

  Tenancy Agreements / Leases•  Decent Homes Standard

6. Contractor Management

6.1 The Council will monitor performance and trends to ensure the economy,

effectiveness, efficiency and quality of all aspects of the repairs and maintenance

service.

6.2 The standard of repairs will be achieved and monitored through:

•  Reactive maintenance repair requests will be subject to an inspection if there

are suspected structural problems, Health and Safety concerns, significant

works required or if further information is needed.

•  Post inspection will be carried out on a percentage basis tiered against the

value of the works.

10% where value of works is under £1,000

25% where value of works is between £1,001 and £4,999

100% where the value of works is over £5,000

•  Through membership of the Association of Public Service Excellence (APSE)

Performance Networks. This is a benchmarking club facilitating the sharing of 

best practice across similarly sized Councils.

7. Maintenance Service Standards and Structure

7.1 The Council divides building maintenance into a number of different types of work,each of which is used to fulfill a practical purpose during the life of a property. The

principal types are:

•  Reactive Maintenance.

•  Planned Maintenance.

•  Cyclical Maintenance.

Page 8: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 8/27

•  Capital Improvements.

•  Works required in order to comply with Government Legislation ( E.g. DDA,

Asbestos, Legionella )

•  Energy improvements

7.2 The Council is aware of the obligations it has as a responsible landlord with

regards to repairing and maintaining its property portfolio. The Council will also

look to tenants to observe their repairing responsibilities under their lease

agreements (the Council will make tenants fully aware of their responsibilities

under the terms of their lease) this can then be checked by means of periodic

inspections. The Council requires that tenants provide copies of compliance

certificates with all Statutory and recommended Acts E.g. Asbestos, Legionella,

Fire Risk assessments, Electric and Gas.

7.3 Reactive Maintenance

Reactive repairs are isolated repairs that are carried out “on demand” in response

to requests from clients.

7.3.1 Reactive repairs are prioritised by the Building Maintenance Team according to

their urgency allocated by the Premises Manager and given timescale targets for

completion. These priorities and targets ensure that the most urgent repairs are

attended to within appropriate timescales and can be used to provide a benchmark 

against which performance is evaluated.

7.3.2 The Council operates four priorities of reactive repair each having its own

timescale target:

Priority Timescale*(Completed)

Description

  A 4 hours Repairs commonly known as “make safe or secure” items;

repairs falling into this priority are normally those which put

the health, safety or security of the tenant or others at risk, orwhich affects or is likely to affect the structure of the building

adversely. This category may also be used where the repair is

required to ensure the ongoing provision of a service. 

B 8 working 

hours

Repairs whilst not requiring an immediate response are those

which seriously affect the convenience or comfort of the

tenant / building users or require resolution to prevent

offence being caused to members of the public, e.g. graffiti

Page 9: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 9/27

removal

C 5 working 

days

Repairs which can be deferred for a short amount of time

without causing serious discomfort or inconvenience to the

occupier or third party. 

D 15 working 

days

Repairs are those which may be deferred for a longer period

of time without causing serious discomfort or inconvenienceto the occupier or third party.

* These are based on a standard day of 09:00 – 17:00, Monday to Friday.

7.3.3 Internal clients notify the Building Maintenance Team of the requirement for

reactive maintenance via an electronic SOS form to a dedicated mail box accessed

by a team of Surveyors (Appendix B). This allows a target completion/ duration to

be set with the client and for them to monitor when the instruction for the works

has been placed and completed. Individual clients therefore have the ability to

monitor the progress of their request and to ascertain whether or not their

requests are being carried out in the required timescale. The results of these

repairs are to be recorded and monitored for use as Building Maintenance local

performance indicators.

7.3.4 There is no existing performance data. The building maintenance manager will

aspire to achieve 90% performance against each assigned priority. This will be

achieved through the management of a centrally procured measured term

contract, offering best value. 

7.3.5 It should be noted that some specialist reactive maintenance works across theCouncil are placed independently by the responsible Premises Manager. This

would include specialist plant equipment at the Council’s leisure centres.

7.4 Planned Maintenance

7.4.1 These are generally more extensive repairs or renewals that are undertaken as

part of a programme of works intended to reduce the probability of failure or the

performance degradation of an item, ensuring it remains in an acceptable

condition. For example, the planned replacement of a boiler in order to maintaina heating system within a building.

7.4.2 These programmes are principally driven by the Council’s investment plans and

ongoing stock condition surveys which are designed to establish actual and future

maintenance needs by balancing the remaining life of the dwelling fabric, services

and finishes against financial, legal and social criteria. This work will feed into the

Page 10: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 10/27

Council’s asset management programme to establish whole life costing of plant and

building over a 30 year period, enabling long term strategic planning of assets by

applying discounted cashflow forecasts.

7.5 Cyclical Maintenance

7.5.1 These are works organised and carried out with forethought, control and use of 

records to a pre-determined plan or interval of time, number of operations or

other factors. This is done in order to prevent the premature breakdown of time

sensitive components and meet regulatory and legal duties.

7.5.2 This includes servicing the equipment, checking components and identifying

elements which may need replacement to avoid breakdowns. Examples are lift

servicing, gas appliance servicing, servicing of automatic doors, fire extinguishers

testing etc.

7.5.3 Cyclical maintenance also includes service contracts in relation to plant and

equipment, e.g. for the maintenance of the Building Management System at the

Civic Offices.

7.5.4 Currently some specialist cyclical contracts across the Council are placed

independently by the responsible Premises Manager.

7.5.5 It is planned to improve the management of cyclical maintenance by ‘bundling’

appropriate cyclical contracts together and ensuring they are tendered over a

period of between 3 and 7 years, to achieve best value and transparency in service

delivery for internal premises managers and the Council.

7.6 Planned/reactive maintenance ratio

7.6.1 Effective planned maintenance should reduce the level of reactive maintenance that

has to be carried out. A ratio of planned to reactive maintenance of the order of 70/30% is considered to be good practice.

7.6.2 The ratio for Chelmsford Borough Council maintenance work in 2006/07 was

assessed at 49/51%, with an improvement in 2007/08 to a ratio of 64% planned and

36% reactive. Building Maintenance aim to establish the 70/30% ratio within the

2009/2010 financial year. This will be achieved by:

Page 11: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 11/27

 

  Working closely with our service accountant to redefine maintenance

expenditure codes.

  Awareness training for Building Surveyors on the range of maintenance

expenditure codes and their correct use.  Develop a joint understanding of appropriate budgetary spend with each

premises manager.

  Improved mechanisms for planned maintenance, naturally reducing the need

for reactive maintenance.

7.6.2 Reactive maintenance is widely recognised by the industry as an inefficient and

costly means of delivering best value maintenance.

7.7 Capital Improvements

7.7.1 Whilst there are many reasons for undertaking refurbishment, the principal

reasons are to maintain the Council’s assets to a standard appropriate for their

intended and future potential use.

7.7.2 Examples of such works include:

  Riverside Technogym, Meeting Room, Conversion of lower Bar to Gym

Reception

  Bus Interchange

  Civic Centre Main Reception and offices

  Duke Street building HR Office refurbishment (Currently underway)

8. Property Inspection Process 8.1 The inspection process is a valuable tool in identifying future budget requirements

and an aid in reducing the amount of reactive maintenance and increasing planned

maintenance.

8.2 The Building Maintenance Team currently has an annual inspection approach based

on producing condition surveys for one quarter of the operational property

portfolio each year (more frequent if agreed jointly with the premises manager).

These inspections are used to identify immediate repairs and to monitor and

ascertain the condition of the property. Information on the current condition of 

the property and identified repairs and maintenance requirements are forwarded

Page 12: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 12/27

to the relevant Premises Manager (with a copy to the relevant Director) in

electronic format. This information details the repair requirements with a priority

rating and the property condition in accordance with the standard grading as per

CIPFA guidance (see table below):

Details of the various buildings and which years they are to be inspected are all

held centrally on the Building Maintenance Survey Plan (Appendix C).

Table: Standard grading of property condition as per CIPFA guidance.

Grading Rating Brief Description

Condition A Good Performing as intended and operating efficiently 

Condition B Satisfactory Performing as intended but exhibiting minor 

deterioration

Condition C Poor Exhibiting major defects and/or not operating as

intended 

Condition D Bad Life expired and/or serious risk of imminent failure

8.3 Following the annual inspections carried out in 2007/08 the Council’s overall

Percentage of Gross Internal Floor Space in property condition categories as per

CIPFA guidance is shown below

(NAPPMI 1A) 

Grading % of GIA Actual GIA(m2 )

Condition A 11.78% 11,551

Condition B 60.54% 59,377 

Condition C 26.66% 26,146

Condition D 0.46% 452

N/A 0.57% 555

Overall 100% 98,081

8.4 The following table lists those properties that are graded a CIPFA category C or

D, and comments on what the current actions or requirements are for each

property.

Page 13: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 13/27

 

Ref. Description GIA Grade Comment

240 Shop at 45/45a Baddow Road 350 C Vacant pending

demolition/redevelopment242 Stables nursery (1 & 2 Glenride) 217 C Responsible for car park and

main walls/fencing only.

29 Dwelling at 206 New London

Road

294 C Electrics renewed, pending

sale

133 Civic Theatre, Fairfield Road 1,017 C Heating and ventilation

system requiring upgrade

134 Cramphorn Theatre, Fairfield

Road

369 C Heating and ventilation

system requiring upgrade

168 Public convenience, Market Road 177 C Work required on roof void,DDA enhancement and

refurbishment.

169 Public convenience, Waterloo

Lane

47 C Possible redevelopment

site/refurbishment, suffers

from vandalism

100 Andrews Park changing rooms 33 C DDA Improvements

scheduled to be complete

2008/09

103 Coronation Park pavilion 136 C DDA Improvements

scheduled to be complete

2008/09. Interior

refurbishment required to

fabric and plant.

7 Waterhouse Lane depot/nursery 407 C Heating and plant upgrade

required, possible site

redevelopment.

311 Former livestock market 330 C Pending sale

138 Cemetery Lodge, off Writtle

Road

101 C Pending sale

218 Andrews Park store, adj.

Changing rooms

15 C Resurvey required

11 The cottage, Ferrers Road,

Saltcoats Park 

102 C Resurvey required

19 1 Brockley Road 81 D Held pending

Page 14: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 14/27

demolition/redevelopment

20 2 Brockley Road 81 D Held pending

demolition/redevelopment

21 3 Brockley Road 81 D Held pending

demolition/redevelopment22 4 Brockley Road 81 D Held pending

demolition/redevelopment

23 5 Brockley Road 31 D Held pending

demolition/redevelopment

24 5a Brockley Road 31 D Held pending

demolition/redevelopment

26 6a Brockley Road 33 D Held pending

demolition/redevelopment

25 Flat at 6 Brockley Road 33 D Occupied by an individual

8.5 As part of the property information sheets, the required level of CIPFA grading

will be defined by the Service area that has management responsibility for that

property. At present no properties have been assigned a ‘target’ CIPFA category.

These will be completed during the 2009/10 financial year, allowing performance

measuring against these targets.

8.6 Priority Grading for repairs works identified in annual condition surveys

8.6.1 URGENT WORKS U – Work that needs to be carried out immediately to prevent

serious damage to the building, plant and equipment or to address a breach in

current legislation. Funding to be met from current year’s budget as agreed with

Premises Manager.

8.6.2  PRIORITY 1 – Works that should be completed during the forthcoming financial

year where failure to carry out work will cause deterioration to the building fabric

or the performance of plant and equipment; or will prevent a serious health and

safety risk arising.

8.6.3 PRIORITY 2 – Work to be completed within two years from survey date that will

prevent the deterioration of the building fabric or the performance of plant and

equipment; or will address a low risk to the health and safety issues affecting the

occupants or visitors to the building, i.e. minor breach of legislation.

Page 15: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 15/27

8.6.4 PRIORITY 3 – Work to be completed within three to five years from survey date,

will prevent deterioration of the building fabric or the performance of plant and

equipment. This will also include work necessary in order to comply with future

legislation.

8.7 The annual condition surveys are completed and forwarded to the relevant

Premises Managers (budget holders) electronically by the end of July each year.

Meetings are then scheduled between each Premises Manager and relevant

Building Surveyor in early to mid August to sign off the survey and agree funding

requirements.

8.8 To date Mechanical & Electrical (M&E) surveys have not formed part of the

condition survey process.

It is proposed that during the 2008/09 financial year, Building Maintenance will

develop an approach to deliver mechanical and electrical surveys, on a rolling basis

similar to the condition surveys. These surveys will commence as additional

maintenance information from the financial year 2009/10, and inform both the

premises manager and asset management plan.

8.9 Surveys also allow the maintenance backlog for the Council’s property portfolio to

be calculated and for plans to address this backlog to be prepared. Please refer to

section 11.

8.10 The information can be used to assist in the process of strategic decisions whether

to maintain, invest or dispose of properties.

9. Legislative compliance

9.1 Disability Discrimination Act

9.1.1 The Council has previously reported on the statutory Best Value performance

indicator 156 (no longer required from 1/4/08) and has recently adopted theNational Property Performance Management Initiative measure 4 that will monitor

the process in providing access to buildings for people with disabilities. It

measures whether access audits have been undertaken and whether accessibility

plans are in place.

Page 16: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 16/27

9.1.2 A report was approved by Overview and Scrutiny Committee in September 2008

indicating positive progress against both these national targets and two local

indicators.

9.1.3 In recent years the introduction of the Disability Equality Duty and BritishStandard 8300 has augmented previous requirements. It is therefore necessary to

review existing access audits for Council properties ensuring due regard is applied.

9.1.4 Key staff within Building Services will be attending a course in March to enable the

Council to develop this review of existing access audits within current resources,

and develop, if required, an updated programme of works.

9.2 Asbestos Management

9.2.1 The Council has a draft Asbestos Policy whereby all buildings and assets arechecked for the presence of asbestos by undertaking Type 2 asbestos surveys -

where asbestos is found, it is either removed or monitored each year.

9.2.2 Records of surveys are stored on an electronic database which will be made

accessible to all premises managers.

9.2.3 We are on target to complete the Type 2 surveys at all CBC properties by the

end of the 2008/09 financial year.

9.2.4 The Building Maintenance Team has a trained surveyor capable of carrying out the

required annual asbestos reinspections. This resource may be supplemented by

external asbestos surveyors subject to workload.

9.2.5 Any remedial works required due to property alterations or deterioration

affecting the asbestos will need to be funded from premises managers’ revenue

budgets, unless it forms part of a capital project scheme approved by the Projects

and Improvement Panel.

9.3 Legionella Management

9.3.1 The Council has, since 2006, undertaken biennial legionella risk assessments to its

properties (as current legislation requires). Where possible, the risk has been

eliminated or at least minimised through alterations to systems and/or control

measures. 

9.3.2 The control measures consist of regular temperature checks carried out monthly

by competent trained persons identified by the premises managers and sampling

Page 17: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 17/27

carried out every 6 months by a suitably qualified external consultant. This is to

detect the bacteriological quality of water that could support the growth of 

legionella or Ecoli and of the presence of legionella itself. The six-monthly

sampling is currently funded from a central Building Maintenance revenue budget.

Full information is detailed in the Council’s draft Legionella Policy Statement, dueto be considered by the Health and Safety Committee in April 2009.

9.3.3 A programme of legionella awareness and responsible person training for all

premises managers has been undertaken. This has enabled each individual

premises manager to take responsibility for detecting possible problems quickly

and resolve them in a timely manner. This programme will be reviewed on an

annual basis and refresher training organised as required.

9.4 Energy Efficiency

9.4.1 Building Services has a key role to play in energy efficiency and the Council’s

climate change agenda. This role includes but is not limited to:

  Sustainability in design and construction.

  Energy management and performance in Council buildings.

  Energy awareness and reduction measures at the Council’s Civic Centre

Offices.

  Display Energy Certificates, Energy Performance Certificates and energy

improvement measures.

  Maintenance of all plant and electrical equipment, including new legislation for

inspections of air conditioning systems.

  The introduction of new forms of building technology to improve energy

efficiency and reduce CO2 emissions.

  Meeting the assigned action points in the Councils draft Climate Change

Action Plan 2009-2011, due to be considered by Cabinet in April 2009.

9.4.2 New Government Legislation came into force in October 2008. In order to

ensure compliance, Building Services managed the production of Display Energy

Certificates for all CBC buildings exceeding 1,000m2, and will continue to manage

the annual reinspection process.

Page 18: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 18/27

9.4.3 In addition Part L of the Building Regulations requires the Council to implement

upgrades to the building fabric when carrying out certain works such as

refurbishment works to those elements e.g. better insulation to external walls.

Also in some cases, up to ten percent of the costs of installing equipment, such as

air conditioning, must be spent on energy efficiency measures. This could include:

  More natural lighting, sun pipes, better shading to avoid thermal gains

  Improved natural ventilation of buildings, reducing the need for comfort

cooling

  Heat recovery pumps / Heat pumps, more efficient lighting, additional

insulation.

10. Corporate Property Information

10.1 The Property Services section of the Council maintains a centrally accessible

Corporate Property spreadsheet.

10.2 Information gathered from Building Services is provided to Property Services for

inclusion on the spreadsheet. This includes information from the condition

surveys and a financial maintenance projection over the next three years.

10.3 All matters identified from the condition surveys are given a budget cost which is

based on the individual surveyors’ best estimate at the time of the survey. This

should not be considered as a firm price, and will be affected by inflationary forces.

10.4 This method of working enables:-

  The premises managers to use the approximate budget costs in their

revised estimates for the forthcoming year and enables them to prioritise

the most crucial works to be carried out, at each of their buildings.

  The estimated cost of maintenance work within the priority gradings U, 1,

2 and 3 can be calculated, thus giving the estimated cost of planned

maintenance over the next three years. In turn this figure provides theCouncil with the assessed maintenance backlog. This will provide an

indicator of the effectiveness of the Repairs and Maintenance Strategy over

a period of years.

10.5  The Corporate Property Spreadsheet is the key tool in providing the data to

enable informed decisions to be made in respect of the repair and maintenance of 

Page 19: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 19/27

the Borough Council’s building stock and to make elected Members aware of the

condition of the corporate estate.

10.6 Improvements to the asset register have been identified from a recent service

review of the Building Maintenance and Architects teams. These improvements

will form part of the review action plan and include:

  The utilisation of corporate GIS as a high level property mapping reference, linked

to the Unique Property Reference Number (UPRN).

  Linking the UPRN to the corporate financial system (TASK), to provide financial

performance data against property.

  Implement the corporate document management system, to create workflow

efficiency, transparency and accountability in the management of maintenance

work orders.

11. Maintenance Backlog

11.1 The Council defines its backlog maintenance as ‘the cost to bring the property from its

present state up to the state reasonably required by the authority to deliver the service

and/or to meet statutory or contract obligations and maintain it at that standard ’.

11.2 It has been recommended by the Council’s Corporate Property Section that in

terms of asset management the Backlog Maintenance should be identified in two

categories.

  Minor items of maintenance to ensure continuity of service. These will be

funded from existing revenue budgets held by each appropriate Premises

Manager.

  Capital repairs and improvements that fall within the scope of maintaining an

asset’s overall value. These are generally major project schemes above £10k 

and funding is sought by the Premises Manager through the Council’s Projects

and Improvement Panel, in partnership with supporting technical information

from their Building Surveyor.

Page 20: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 20/27

11.3 Table: Backlog Maintenance Figures (£,000) as at 1st April 2008

Survey

Year

Revenue Capital Total

£,000s £,000s07/08# 1,072 1,770 2,842

08/09 885 1,628 2,513

# this figure includes all maintenance works, including works identified prior to

07/08.

11.4 There has been an 11.3% reduction in backlog maintenance from 2007/08 to

2008/09. It is important to note that these figures include all maintenance items

that have been identified in the current survey year, and will have assigned

priorities based on the criteria explained in section 8.6 of this report.

11.5 Table: Annual Property Condition Surveys - Forward Budgeting (outstanding

maintenance as @ 8th October 2008)

Financial Year Revenue Capital

(year of survey), £value,

(priority grading)

(year of survey), £value,

(priority grading)

2008/09 (07/08) £151,000 (u)(07/08) £176,000 (1)

(08/09) £46,000 (u)

Total = £373,000

(07/08) £30,000 (u)(07/08) £536,000 (1)

(08/09) £25,000 (u)

Total = £591,000

2009/10 (07/08) £161,000 (2)

(08/09) £47,000 (1)

Total = £208,000

(07/08) £501,000 (2)

(08/09) £11,000 (1)

Total = £512,000

2010/11 (07/08) £10,000 (3)(08/09) £29,000 (2)

(09/10) £unknown

Total = £39,000

(07/08) £175,000 (3)(08/09) £0 (2)

(09/10) £unknown

Total = £175,000

2011/12 Works to be identified via

future surveys

Works to be identified via

future surveys

Page 21: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 21/27

 

11.6 At the beginning of the financial year 2008/09, the existing Council maintenance

revenue budgets indicated sufficient funding to address the revenue backlog

maintenance issues for this year. This may require some cross service adjustment

of funds, to match identified need and priorities.

11.7 In order to continue to achieve a reduction in backlog maintenance, Premises

Managers, the Corporate Property Team and the Building Maintenance Team must

work closely together to focus priorities on the future strategies of the Council

through its Asset Management Plan and Medium Term Capital Strategy, whilst

ensuring legislative standards are met.

11.8  A move towards close joint working between building maintenance and individual

premises managers, matching identified priorities from the condition surveys and

local suitability surveys linked to the Asset Management Plan will be established in

order to achieve an agreed programme of maintenance works.

12. Conclusion

12.1 All Members and staff who have a responsibility for the management of property

on behalf of the Council, should make themselves aware of this Strategy.

Page 22: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 22/27

Appendix A: The Role of Building Services in undertaking work on behalf of Premises

Managers

All service requests from Premises Manager

Survey / Risk 

Assessments

Maintenance /

Service Work Monitoring

Building Services

(Building Maintenance Team Manager)

Commission Work 

Direct

Contract

Monitor Progress

Report

Actions

Recommendations

Record

Agree additional actions/monitoring work 

with Premises Manager

   P  r  e  m   i  s  e  s   R  e

  c  o  r   d   /   L  o  g   b  o  o   k   /   A  s  s  e  t   R  e  g   i  s  t  e  r

 

Page 23: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 23/27

Appendix B: Building Maintenance SOS report form

Page 24: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 24/27

Appendix C: Property Condition Survey Schedule

PROPERTY

2009 2010 2011 2012

CIVIC CENTRE X X

CIVIC CENTRE CAR PARK X X

DROVERS WAY ( front office ) X X

FREIGHTER HOUSE X X

MARKET ROAD TOILETS X

WATERLOO LANE TOILETS X

MOULSHAM STREET TOILETS X

OAKLANDS PARK TOILETS X

CENTRAL PARK BOWLING GREEN TOILETS X

ADMIRALS PARK TOILETS X

ANDREWS PARK TOILETS X

SANDFORD ROAD TOILETS X

HYLANDS PARK NEW TOILETS X

HYLANDS PARK OLD TOILETS X

WRITTLE GREEN TOILETS X

WATCHOUSE RD TOILETS X

MAIN RD DANBURY TOILETS X

MARKET SQUARE S.W.F TOILETS X

STATION APPROACH S.W.F TOILETS X

CEMETERY CHAPEL DEPOT X X

CREMATORIUM X X

BUS INTERCHANGE X

HIGH CHELMER DECKED CAR PARK X

MEADOWS RETAIL DECKED CAR PARK X

TOWNFIELD ST DECKED CAR PARK X

COVAL LANE CAR PARK X

FAIRFIELD ROAD CAR PARK X

MOULSHAM STREET CAR PARK X

BADDOW RD CAR PARK X

WHARF ROAD CAR PARK X

WEST END RAILWAY SQ CAR PARK X

WEST END RAILWAY ST NORTH CAR PARK XWEST END RAILWAY ST SOUTH CAR PARK X

GLEBE ROAD SOUTH CAR PARK X

RECTORY LANE WEST CAR PARK X

RECTORY LANE EAST CAR PARK X

PARKWAY CAR PARK X

NEW WRITTLE STREET CAR PARK X

Page 25: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 25/27

PROPERTY

2009 2010 2011 2012

THREADNEEDLE ST DISABLED CAR PARK & MARKETRD

X

RIVERSIDE CAR PARK X

WATERLOO LANE 1 CAR PARK XWATERLOO LANE 2 CAR PARK X

REGINA ROAD CAR PARK X

MEADOWS SURFACE CAR PARK X

WRITTLE GREEN CAR PARK X

THE CHASE GREAT BADDOW CAR PARK X

SOUTH STREET GREAT WALTHAM CAR PARK X

BROOK HILL LITTLE WALTHAM CAR PARK X

WATERHOUSE LANE CAR PARK X

SALTCOATS PARK ATCOST BARN X X X X

WATERHOUSE LANE DEPOT/NURSERYX X X X

THE COTTAGE, SALTCOATS PARK X X X X

119 RAINSFORD RD X X X X

101 WATERHOUSE LANE X X X X

103 WATERHOUSE LANE X X X X

CHELMER PARK PAVILION X X X X

SALTCOATS PARK PAVILION X X X X

ADMIRALS PARK CRICKET PAVILION X X X X

ANDREWS PARK CRICKET PAVILION X X X X

BEAULIEU PARK PAVILION X X X X

CENTRAL PARK BOWLS PAVILION X X X X

CORONATION PARK PAVILION X X X X

SPRINGFIELD HALL PARK PAVILION

WEST PARK PITCH & PUTT KIOSK X X X X

LIONMEDE RECREATION GROUND BOWLS PAVILION X X X X

MELBOURNE PARK PAVILION X X X X

OAKLANDS PARK CHANGING ROOM X X X X

CHANCELLOR PARK PAVILION X X X X

AVON ROAD ALLOTMENTS HUT X X X X

BYRON ROAD ALLOTMENTS HUT X X X X

SOUTH PRIMROSE HILL ALLOTMENTS HUT X X X X

MELBOURNE ALLOTMENTS HUT X X

WATERHOUSE LANE ALLOTMENTS HUT X X

AVENUES ALLOTMENTS HUT X X

94 BROOMFIELD ROAD X X X X

78 BISHOP ROAD X X X X

31A BISHOP RD X X X X

126 COVAL LANE X X X X

Page 26: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 26/27

PROPERTY

2009 2010 2011 2012

128 COVAL LANE X X X X

2/2A RAINSFORD LANE HOMELESS ASSESSMENT CTR X X X X

SWIMMING POOL S.W.F. X

MELBOURNE ATHLETICS CENTRE X

RIVERSIDE LEISURE CENTRE X

CHANCELLOR HALL

CIVIC THEATRE X

CRAMPHORN THEATRE X

SCENERY WORKSHOP X

INDUSTRIAL MUSEUM, SANDFORD MILL X

OAKLANDS PARK MUSEUM X

CEMETERY LODGE X

STORE/OFFICE ADJ. CEMETRY LODGE X

SANDFORD HOUSE X

CENOTAPH X

2 CHELMER PARK CONCRETE GARAGES X X X X

HOME FARM BARN, HYLANDS PARK X X X X

HYLANDS STABLE BLOCK X X X X

STORE - LIONMEDE RECREATION GROUND X X X X

CORONATION PARK - WOODEN STORE X X X X

2 GARAGES - SPRINGFIELD HALL PARK X X X X

2 GARAGES - CENTRAL PARK X X X X

ADMIRALS PARK MESS ROOM X X X X

2 GARAGES AT ADMIRALS PARK X X X XOAKLANDS PARK GARAGE X X X X

ANDREWS PARK STORE X X X X

GARAGE AT MELBOURNE PARK X X X X

HYLANDS HOUSE X X X X

FLINT COTTAGE X X X X

COATES QUAY SHED X X X X

CONDUIT IN ADMIRALS PARK X X X X

MEMORIAL GARDENS STATUE X X X X

ESSEX REGIMENT WAR MEMORIAL X

JUDGE TINDAL STATUE XTOWN SIGN X

FRIAR STATUE X

RETAIL MARKET X

SALTCOATS PARK ATCOST BARN X

ROBJOHNS HOUSE X

24/24A BADDOW RD X

Page 27: Repairs and Maintenance Appendix

8/3/2019 Repairs and Maintenance Appendix

http://slidepdf.com/reader/full/repairs-and-maintenance-appendix 27/27

PROPERTY

2009 2010 2011 2012

STABLES NURSERY X

47 BROOMFIELD ROAD X X

7 BROCKLEY ROAD X

8 BROCKLEY ROAD X

6 BROCKLEY ROAD X

206 NEW LONDON ROAD X

WHARF ROAD GARAGE X

1-5A & 6A BROCKLEY ROAD X

SANDFORD MILL VACANT BUILDINGS X

OLD LIVESTOCK MARKET (CAR AUCTION ) X

WIDFORD ST. MARY'S DISUSED BURIAL GROUNDS X

NEW MUSEUM STORE BANCROFTS ROAD SWF X

FLINT COTTAGE HYLANDS PARK X

HOME FARM, HYLANDS PARK X

STABLE BLOCK VISITORS CENTRE HYLANDS PARK X