Repairs and Maintenance Strategy

Version 1.9 Feb 09 (PD)

Contents

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Introduction Page 3 Statement of Intent...Page 4 Value for Money and Probity..Page 4 Roles and Responsibilities....Page 6 Legal Obligations...Page 6 Contractor Management Page 7 Maintenance Service Standards and Structure Page 7 Property Inspection Process Page 11 Legislative Compliance.Page 15 Corporate Property Information...Page 18 Maintenance BacklogPage 19 Conclusion...Page 21

Appendix A..Page 22 Appendix B..Page 23 Appendix C..Page 24

1.0. 1.1 1.2

Introduction This Strategy sets out how the Councils maintenance needs will be identified, managed, monitored and reported on. The Director of Financial Services is responsible for developing and implementing asset 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. 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.

1.3

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.

Maintenance solutions will be cost effective in whole-life terms and reflect the Councils 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. 2.1

Statement of Intent 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. 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. 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. 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. Value for Money and Probity Contractors and consultants will be engaged in line with the Councils Procurement Strategy, the Councils Contract Standing Orders and Financial Regulations.

2.2

2.3

2.4

3. 3.1

3.2

Generally contractors and consultants will be engaged through processes that include a competitive price element, to ensure value for money is secured. All contracts will be financially managed using a cost effective approach, the elements of which include: 3.3.1 Competitive Procurement: Utilising the skills of the Councils Procurement section in seeking suitable framework agreements and partnerships that fulfill agreed maintenance requirements. 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. Budgetary Control: Directorates 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.

3.3

3.3.2

3.3.3

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 Councils priorities on climate change. 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. Cyclical Budgets will be budgeted locally and managed centrally by Building Services through tendered corporate contracts. Capital works will be submitted by the appropriate Premises Manager in partnership with technical information provided by Building Services to the Councils Projects and Improvement Panel for approval.

3.5

3.5.2

3.5.3

3.6

In each case, the above must take into account the Councils requirements for the financial planning cycle. Building Services will ensure their processes fit within this cycle. Roles and Responsibilities The Building Services Manager is responsible for ensuring the Statement of Intent for this service is adhered to. The Director of Safer Communities in managing the role of Building Services Manager is responsible for ensuring that this Strategy is implemented. 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). The Director of Financial Services (as Corporate Property Officer) has the overall responsibility for the Asset Management Plan. The Director of Safer Communities has the overall responsibility for the management of the Councils Building Services including the Building Maintenance Surveyors and Facilities Management Officers. The Repairs and Maintenance Strategy is managed by the Building Maintenance Team. The Premises Manager is responsible in some properties for specialist maintenance contracts, for example Ice Rink, Swimming Pools etc.

4. 4.1

4.2

4.3

4.4

4.5

4.6

5. 5.1

Legal Obligations This Strategy has been developed within a framework of existing legislation. The main Acts of Parliament and regulations relating to repairs and maintenance of non domestic premises are: Landlord and Tenant Act (1985) Health and Safety at Work Act 1974 Disability Discrimination Act The Control of Asbestos at Work Regulations

 6. 6.1

Legionella Regulations (L8) Building Regulations (As Amended) Construction (Design and Management) Regulations Regulatory Reform (Fire Safety) Order 2005 Tenancy Agreements / Leases Decent Homes Standard

Contractor Management The Council will monitor performance and trends to ensure the economy, effectiveness, efficiency and quality of all aspects of the repairs and maintenance service. 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.

6.2

7. 7.1

Maintenance Service Standards and Structure 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.

 7.2

Capital Improvements. Works required in order to comply with Government Legislation ( E.g. DDA, Asbestos, Legionella ) Energy improvements

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. Reactive Maintenance Reactive repairs are isolated repairs that are carried out on demand in response to requests from clients.

7.3

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. The Council operates four priorities of reactive repair each having its own timescale target: Priority A Timescale*
(Completed)

7.3.2

Description
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, or which 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. 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

4 hours

8 working hours

5 working days 15 working days

removal Repairs which can be deferred for a short amount of time without causing serious discomfort or inconvenience to the occupier or third party. Repairs are those which may be deferred for a longer period of time without causing serious discomfort or inconvenience to 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. 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. It should be noted that some specialist reactive maintenance works across the Council are placed independently by the responsible Premises Manager. This would include specialist plant equipment at the Councils leisure centres. Planned Maintenance 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 maintain a heating system within a building. These programmes are principally driven by the Councils 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

7.3.4

7.3.5

7.4 7.4.1

7.4.2

Councils 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 7.5.1

Cyclical Maintenance 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. 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. 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. Currently some specialist cyclical contracts across the Council are placed independently by the responsible Premises Manager. 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. Planned/reactive maintenance ratio 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. 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:

7.5.2

7.5.3

7.5.4

7.5.5

7.6 7.6.1

7.6.2

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. Capital Improvements Whilst there are many reasons for undertaking refurbishment, the principal reasons are to maintain the Councils assets to a standard appropriate for their intended and future potential use. 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. 8.1 Property Inspection Process 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. 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

7.7 7.7.1

7.7.2

8.2

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 Condition A Condition B Condition C Condition D Rating Brief Description

Good Performing as intended and operating efficiently Satisfactory Performing as intended but exhibiting minor deterioration Poor Exhibiting major defects and/or not operating as intended Bad Life expired and/or serious risk of imminent failure

8.3

Following the annual inspections carried out in 2007/08 the Councils overall Percentage of Gross Internal Floor Space in property condition categories as per CIPFA guidance is shown below (NAPPMI 1A) Grading Condition A Condition B Condition C Condition D N/A Overall % of GIA 11.78% 60.54% 26.66% 0.46% 0.57% 100% Actual GIA(m2) 11,551 59,377 26,146 452 555 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.

Ref.

Description

GIA

Grade

Comment

240 242 29 133 134 168

Shop at 45/45a Baddow Road Stables nursery (1 & 2 Glenride) Dwelling at 206 New London Road Civic Theatre, Fairfield Road Cramphorn Theatre, Fairfield Road Public convenience, Market Road

350 217 294 1,017 369 177

C C C C C C

169

Public convenience, Waterloo Lane Andrews Park changing rooms

47

100

33

103

Coronation Park pavilion

136

Waterhouse Lane depot/nursery

407

311 138 218 11 19

Former livestock market Cemetery Lodge, off Writtle Road Andrews Park store, adj. Changing rooms The cottage, Ferrers Road, Saltcoats Park 1 Brockley Road

330 101 15 102 81

C C C C D

Vacant pending demolition/redevelopment Responsible for car park and main walls/fencing only. Electrics renewed, pending sale Heating and ventilation system requiring upgrade Heating and ventilation system requiring upgrade Work required on roof void, DDA enhancement and refurbishment. Possible redevelopment site/refurbishment, suffers from vandalism DDA Improvements scheduled to be complete 2008/09 DDA Improvements scheduled to be complete 2008/09. Interior refurbishment required to fabric and plant. Heating and plant upgrade required, possible site redevelopment. Pending sale Pending sale Resurvey required Resurvey required Held pending

20 21 22 23 24 26 25 8.5

2 Brockley Road 3 Brockley Road 4 Brockley Road 5 Brockley Road 5a Brockley Road 6a Brockley Road Flat at 6 Brockley Road

81 81 81 31 31 33 33

D D D D D D D

demolition/redevelopment Held pending demolition/redevelopment Held pending demolition/redevelopment Held pending demolition/redevelopment Held pending demolition/redevelopment Held pending demolition/redevelopment Held pending demolition/redevelopment Occupied by an individual

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 years budget as agreed with Premises Manager. 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. 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.

8.6.2

8.6.3

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. 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. 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.

8.7

8.8

8.9

Surveys also allow the maintenance backlog for the Councils property portfolio to be calculated and for plans to address this backlog to be prepared. Please refer to section 11. The information can be used to assist in the process of strategic decisions whether to maintain, invest or dispose of properties. Legislative compliance Disability Discrimination Act The Council has previously reported on the statutory Best Value performance indicator 156 (no longer required from 1/4/08) and has recently adopted the National 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.

8.10

9. 9.1 9.1.1

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. In recent years the introduction of the Disability Equality Duty and British Standard 8300 has augmented previous requirements. It is therefore necessary to review existing access audits for Council properties ensuring due regard is applied. 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. Asbestos Management The Council has a draft Asbestos Policy whereby all buildings and assets are checked for the presence of asbestos by undertaking Type 2 asbestos surveys where asbestos is found, it is either removed or monitored each year. Records of surveys are stored on an electronic database which will be made accessible to all premises managers. We are on target to complete the Type 2 surveys at all CBC properties by the end of the 2008/09 financial year. 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. 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. Legionella Management 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. The control measures consist of regular temperature checks carried out monthly by competent trained persons identified by the premises managers and sampling

9.1.3

9.1.4

9.2 9.2.1

9.2.2 9.2.3

9.2.4

9.2.5

9.3 9.3.1

9.3.2

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 Councils draft Legionella Policy Statement, due to 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. Energy Efficiency Building Services has a key role to play in energy efficiency and the Councils 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 Councils 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.

9.4 9.4.1

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. 10.1

Corporate Property Information The Property Services section of the Council maintains a centrally accessible Corporate Property spreadsheet. 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. 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. 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 the Council with the assessed maintenance backlog. This will provide an indicator of the effectiveness of the Repairs and Maintenance Strategy over a period of years.

10.2

10.3

10.4

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

the Borough Councils 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. 11.1

Maintenance Backlog 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. It has been recommended by the Councils 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 assets overall value. These are generally major project schemes above 10k and funding is sought by the Premises Manager through the Councils Projects and Improvement Panel, in partnership with supporting technical information from their Building Surveyor.

11.2

11.3

Table: Backlog Maintenance Figures (,000) as at 1st April 2008 Survey Year
#

Revenue

Capital

Total

,000s ,000s 07/08 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. Table: Annual Property Condition Surveys - Forward Budgeting (outstanding maintenance as @ 8th October 2008) Financial Year Revenue (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 2009/10 (07/08) 161,000 (2) (08/09) 47,000 (1) Total = 208,000 2010/11 (07/08) 10,000 (3) (08/09) 29,000 (2) (09/10) unknown Total = 39,000 2011/12 Works to be identified via future surveys Capital (year of survey), value, (priority grading) (07/08) 30,000 (u) (07/08) 536,000 (1) (08/09) 25,000 (u) Total = 591,000 (07/08) 501,000 (2) (08/09) 11,000 (1) Total = 512,000 (07/08) 175,000 (3) (08/09) 0 (2) (09/10) unknown Total = 175,000 Works to be identified via future surveys

11.5

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. 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. 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. Conclusion 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.

11.7

11.8

12. 12.1

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)

Premises Record / Logbook / Asset Register

Commission Work Direct Contract

Monitor Progress

Report Actions Recommendations

Record

Agree additional actions/monitoring work with Premises Manager

Appendix B: Building Maintenance SOS report form

Appendix C: Property Condition Survey Schedule

PROPERTY CIVIC CENTRE CIVIC CENTRE CAR PARK DROVERS WAY ( front office ) FREIGHTER HOUSE MARKET ROAD TOILETS WATERLOO LANE TOILETS MOULSHAM STREET TOILETS OAKLANDS PARK TOILETS CENTRAL PARK BOWLING GREEN TOILETS ADMIRALS PARK TOILETS ANDREWS PARK TOILETS SANDFORD ROAD TOILETS HYLANDS PARK NEW TOILETS HYLANDS PARK OLD TOILETS WRITTLE GREEN TOILETS WATCHOUSE RD TOILETS MAIN RD DANBURY TOILETS MARKET SQUARE S.W.F TOILETS STATION APPROACH S.W.F TOILETS CEMETERY CHAPEL DEPOT CREMATORIUM BUS INTERCHANGE HIGH CHELMER DECKED CAR PARK MEADOWS RETAIL DECKED CAR PARK TOWNFIELD ST DECKED CAR PARK COVAL LANE CAR PARK FAIRFIELD ROAD CAR PARK MOULSHAM STREET CAR PARK BADDOW RD CAR PARK WHARF ROAD CAR PARK WEST END RAILWAY SQ CAR PARK WEST END RAILWAY ST NORTH CAR PARK WEST END RAILWAY ST SOUTH CAR PARK GLEBE ROAD SOUTH CAR PARK RECTORY LANE WEST CAR PARK RECTORY LANE EAST CAR PARK PARKWAY CAR PARK NEW WRITTLE STREET CAR PARK 2009 2010 2011 2012 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

PROPERTY THREADNEEDLE ST DISABLED CAR PARK & MARKET RD RIVERSIDE CAR PARK WATERLOO LANE 1 CAR PARK WATERLOO LANE 2 CAR PARK REGINA ROAD CAR PARK MEADOWS SURFACE CAR PARK WRITTLE GREEN CAR PARK THE CHASE GREAT BADDOW CAR PARK SOUTH STREET GREAT WALTHAM CAR PARK BROOK HILL LITTLE WALTHAM CAR PARK WATERHOUSE LANE CAR PARK SALTCOATS PARK ATCOST BARN WATERHOUSE LANE DEPOT/NURSERY THE COTTAGE, SALTCOATS PARK 119 RAINSFORD RD 101 WATERHOUSE LANE 103 WATERHOUSE LANE CHELMER PARK PAVILION SALTCOATS PARK PAVILION ADMIRALS PARK CRICKET PAVILION ANDREWS PARK CRICKET PAVILION BEAULIEU PARK PAVILION CENTRAL PARK BOWLS PAVILION CORONATION PARK PAVILION SPRINGFIELD HALL PARK PAVILION WEST PARK PITCH & PUTT KIOSK LIONMEDE RECREATION GROUND BOWLS PAVILION MELBOURNE PARK PAVILION OAKLANDS PARK CHANGING ROOM CHANCELLOR PARK PAVILION AVON ROAD ALLOTMENTS HUT BYRON ROAD ALLOTMENTS HUT SOUTH PRIMROSE HILL ALLOTMENTS HUT MELBOURNE ALLOTMENTS HUT WATERHOUSE LANE ALLOTMENTS HUT AVENUES ALLOTMENTS HUT 94 BROOMFIELD ROAD 78 BISHOP ROAD 31A BISHOP RD 126 COVAL LANE 2009 2010 2011 2012 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

X X X X X X X X X X X X X X X X X X X X X X X X X X X X

X X X X X X X X X X X X X X X X X X X X X

X X X X X X X X X X X X X X X X X X X X X X X X X X X X

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PROPERTY 128 COVAL LANE 2/2A RAINSFORD LANE HOMELESS ASSESSMENT CTR SWIMMING POOL S.W.F. MELBOURNE ATHLETICS CENTRE RIVERSIDE LEISURE CENTRE CHANCELLOR HALL CIVIC THEATRE CRAMPHORN THEATRE SCENERY WORKSHOP INDUSTRIAL MUSEUM, SANDFORD MILL OAKLANDS PARK MUSEUM CEMETERY LODGE STORE/OFFICE ADJ. CEMETRY LODGE SANDFORD HOUSE CENOTAPH 2 CHELMER PARK CONCRETE GARAGES HOME FARM BARN, HYLANDS PARK HYLANDS STABLE BLOCK STORE - LIONMEDE RECREATION GROUND CORONATION PARK - WOODEN STORE 2 GARAGES - SPRINGFIELD HALL PARK 2 GARAGES - CENTRAL PARK ADMIRALS PARK MESS ROOM 2 GARAGES AT ADMIRALS PARK OAKLANDS PARK GARAGE ANDREWS PARK STORE GARAGE AT MELBOURNE PARK HYLANDS HOUSE FLINT COTTAGE COATES QUAY SHED CONDUIT IN ADMIRALS PARK MEMORIAL GARDENS STATUE ESSEX REGIMENT WAR MEMORIAL JUDGE TINDAL STATUE TOWN SIGN FRIAR STATUE RETAIL MARKET SALTCOATS PARK ATCOST BARN ROBJOHNS HOUSE 24/24A BADDOW RD 2009 2010 2011 2012 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

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PROPERTY STABLES NURSERY 47 BROOMFIELD ROAD 7 BROCKLEY ROAD 8 BROCKLEY ROAD 6 BROCKLEY ROAD 206 NEW LONDON ROAD WHARF ROAD GARAGE 1-5A & 6A BROCKLEY ROAD SANDFORD MILL VACANT BUILDINGS OLD LIVESTOCK MARKET (CAR AUCTION ) WIDFORD ST. MARY'S DISUSED BURIAL GROUNDS NEW MUSEUM STORE BANCROFTS ROAD SWF FLINT COTTAGE HYLANDS PARK HOME FARM, HYLANDS PARK STABLE BLOCK VISITORS CENTRE HYLANDS PARK 2009 2010 2011 2012 X X X X X X X X X X X X X X X X