repairs and maintenance appendix
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8/3/2019 Repairs and Maintenance Appendix
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Repairs and Maintenance
Strategy
Version 1.9 – Feb 09 (PD)
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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
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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.
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• 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.
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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.
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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
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• 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.
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• 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
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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
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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:
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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
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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.
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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
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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.
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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.
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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
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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.
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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
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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.
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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
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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.
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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
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Appendix B: Building Maintenance SOS report form
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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
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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
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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
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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
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