Premises management. Handbook and log book. Version 2.0 Resources Directorate

Transcription

1 Premises management Handbook and log book Version 2.0 Resources Directorate

2 Prepared by: Chris Jackson Policy and Training Manager Property Services October 2011 Disclaimer Cornwall Council wishes to thank all those who have advertised in this handbook. By doing so they have enabled the publication to be produced and distributed free of charge. Whilst thanking them for making this possible it must be clearly understood that all advertising space was purchased by the advertisers from the publishers, Doble Monk Butler. Cornwall Council wishes to advise all readers that neither it, nor the publishers endorse or recommend any products or services contained in this booklet. Cornwall Council does not take any legal responsibility for the advice given by any of the advertisers. Published on behalf of Cornwall Council by Doble Monk Butler (DMB) Limited II Premises management handbook and logbook

3 Foreword Dear colleague Welcome to the premises management handbook. Most likely you are reading this as you are the most senior manager on site and you need to know what your duties are in relation to your building, or perhaps you wish to know what part others play in managing your building on a day to day basis, including those to whom you delegate tasks. We know keeping on top of the running of a property can be a very complex process so we have produced this combined handbook and log book to help you. It seeks to simplify and clarify the relationship between frontline/support service occupiers and property services and balances the roles and responsibilities of managers for the safety and welfare of staff, the public and other visitors to buildings and the support of property professionals in discharging many statutory tasks required in our workplaces. By establishing the principle of a corporate umbrella for many aspects of property management, it is possible to set down a small but important set of tasks for staff based in the premises. A much larger log book has been reduced down to a simple set of checks and the requirement to hold and periodically review premises records. Conscious of the ever expanding volume of legislation and consequent impact on managers and staff, we have tried to minimise the burden of red tape and focus on the practical measures you need to know about. Property services will be pleased to help you with any queries arising from the contents of this document and relevant contacts are provided throughout the handbook. Peter Marsh Head of Property Resources Directorate March 2010 Premises management handbook and log book III

4 The handbook and log book have been divided into sections for easy reference. The following table shows at a glance what information can be found in each section and whether it is guidance (for reference) or tasks (for action). Contact details for additional help and support are provided throughout the handbook. Guidance (reference) Toolkit (reference) Tasks (action) Part 1 The background Who should read this handbook and why Who is responsible for premises management What is included in premises management Part 2 The tasks A detailed breakdown that shows who does what Part 3 Monitoring and support How premises management will be monitored Details of what training is available Part 4 Additional guidance for schools Information specific to schools including asset management plans, community use of buildings, the property maintenance partnership and advice on managing building projects Part 5 The toolkit List of premises management documents Agenda for premises board meetings Briefing for contractors visiting sites Part 6 The premises log book Records held and checks and reviews carried out and signed off by the service occupier IV Premises management handbook and logbook

5 Premises management Handbook and log book Part 1 The background 7 Who should read this handbook? 9 Roles and responsibilities - who s doing what 10 Statutory compliance - staying legal 15 Maintenance - staying open for business 20 Contractors and consultants - being a responsible customer 22 The environment - saving the planet 24 Building projects - delivering effective improvements 26 Property records - knowing what we own or rent 31 Acquisition and disposal of premises - acquiring fit for purpose premises 32 Part 2 - The tasks 33 Premises management tasks - overview 35 Statutory compliance 39 Managing premises effectively 53 Managing maintenance 56 Managing building projects 60 Part 3 - Monitoring and support 63 Monitoring premises management 65 Training 67 Part 4 Additional guidance for schools 69 Roles and responsibilities of headteachers and governing bodies 71 Asset management plan 73 Ownership of school sites 75 Community use of buildings 76 Repair and maintenance works 77 Statutory compliance 79 Capital projects 82 Managing a building project 83 Part 5 - The toolkit 91 Records cabinet 93 Premises board meetings 95 Contractor briefing routine maintenance visits 97 Part 6 - The premises log book 99 Premises appointees and training records 103 Records register and document control register 104 Inspections and checks log and checklists 106 Premises management year planner 116 Meter readings 117 Risk assessments, audits and plans 118 Premises board meetings 119 Key holders 120 Defects log 121 Accessing premises management information on Cornwall Council s web site 123 Acknowledgements 127 Contacts 128 Contributors/contractors 131 Premises management handbook and log book V

6 VI Premises management handbook and logbook

7 Part 1 The background

8 8 Premises management Handbook and log book

9 Who should read this handbook? Senior managers and managers (also known as persons in charge) who have responsibility for providing services from premises and have duties relating to the safety and wellbeing of staff and visitors (they will identify premises co-ordinators to assist in the performance of their duties) Premises co-ordinators (staff who act as premises contacts on behalf of managers and for whom there are some straightforward, practical and administrative tasks - for smaller premises, these tasks may be performed by managers) Premises professionals (property services staff who support managers in the running of premises) Aims and purpose 1. The second most valuable resource after our staff is our premises worth over one billion pounds. We spend about 90% of our time inside buildings and yet take it for granted that they will protect us from the weather and keep us warm and safe but, like any resource used in delivering services, they need to be managed, cared for and invested in. Participating in the management of premises is simply another aspect of a manager s life, just as managing people and budgets forms an integral part of delivering the service to the community. 2. Premises are a complex resource and just as managers need support from finance officers to manage budgets, so they also need the support of property and health and safety professionals to secure the safety and wellbeing of everyone in the premises they occupy. With complexity brings uncertainty, this handbook aims to clarify roles and responsibilities and highlight the key areas for focus. It also provides an understanding of the network of support available and guidance on gaining further advice and training. Establishing simple routines and ensuring records are maintained and easily retrieved goes a long way to aid effective premises management. 3. Whilst the responsibility for health and safety has always been with managers, a number of recent high profile incidents in an increasingly litigious society have brought several areas into sharp focus, namely: Asbestos Fire Legionella 4. Managing premises is not just about health, safety and effective maintenance; climate change and energy are now high on the agenda, with buildings being responsible for 50% of the carbon emissions contributing to global warming. Whilst there are longer term challenges in how we adapt our premises and energy sources to be more efficient and sustainable, there are some quick wins. Simple good housekeeping measures can drastically reduce energy consumption; two identical premises with similar occupancy patterns were monitored over a year one used half the electricity of the other. Why? One houses the energy manager!

10 Roles and responsibilities who s doing what 5. Government legislation demands that employers must have effective arrangements in place to plan, organise, control, monitor and review systems and procedures that are designed to cover health and safety at work (Management of Health and Safety at Work Regulations Regulation 5). Corporate responsibilities are ultimately carried by the chief executive, who delegates (as is seen fit) to various officers within Cornwall Council. It is their responsibility to ensure that all processes and systems of work are designed to take account of reasonable health and safety considerations and are properly supervised at all times. Day to day processes are delegated further, to ensure that the correct policies and procedures are in place to satisfy corporate liability. Each of the officers concerned carries the responsibility to carry out their functions in a responsible and professional manner. Service occupier 6. Lack of clarity around roles and responsibilities can lead to increased risks if safety is not adequately managed and items of essential maintenance are missed. 7. With single use premises (e.g. libraries, schools, day care centres etc) there is clear line management responsibility where the branch librarian, the head teacher or the day care centre manager are the most senior manager on site and thus the person in charge. Mixed use premises however, create uncertainty over responsibilities. This is particularly acute where the premises are not managed full time by workplace (facilities) management (where many of the practical day to day tasks are discharged through them and the key responsibility for any responsibility for any manager is to cooperate 1 ). Where the premises are not managed by facilities management, then the duty is to cooperate with other managers in the premises to put in place an appropriate management regime 2. Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Senior health, safety and wellbeing advisor Policy and training manager Person in charge 8. This will always be the most senior person in charge of the operational service on a site and in certain circumstances (for instance where there is no manager present on a site), for a number of sites. Depending on the size and complexity of the premises, the person in charge may delegate various responsibilities and tasks to staff under their control. 9. Other tasks may be discharged through service level agreements, for example, legionella inspections and boiler servicing or where works are procured through construction services or workplace (facilities) management. In these circumstances, the main duty of the person in charge is to be satisfied that these tasks are being performed the key test for that will be through the records maintained and periodic premises meetings. The following structure charts show how this may operate for small or large premises. 1 The requirement for managers to co-operate is frequently referred to in health and safety legislation 2 Effective co-operation will require the formation of a premises board 10 Premises management handbook and log book

11 Small site (e.g. library) with one person in charge Medium site (e.g. respite centre) with one person in charge Medium site with multi occupancy (e.g. the Basset Centre) with more than one person in charge

12 Large site with multi occupancy (e.g. New County Hall/Old County Hall) with full workplace (facilities) management service Premises co-ordinator 10. It will be seen that there are a number of areas of responsibility and activity that need to be co-ordinated and that records need to be kept and be easily retrieved. For small sites the person in charge may be the premises co-ordinator but with larger premises, managers may need to delegate that responsibility to an individual (often a senior administrator, business manager or premises manager). In some circumstances, there may be no manager present on site and a member of staff may be tasked with being the building contact for local premises matters. 11. A records cabinet containing information and records relating to the site is kept at each premise and maintained by the premises co-ordinator. Delegated roles 12. Again, for small sites these may be carried out by the person in charge or possibly the individual taking the premises co-ordinator role. This has to be a judgement made by the person in charge to fit the circumstances. 13. Examples of delegated roles are: Building contact Health and safety representative Fire warden First aider Receptionist - visitor and contractor access control Property services 14. In order to provide support to frontline services and discharge the Council s duties as an employer, property services is organised into several different teams which reflect different functions: 12 Premises management handbook and log book

13 Strategic asset management asset managers have a very broad remit, which includes anticipating future property needs for delivering services and preserving the value of the Council s assets (its wealth). Strategic asset management is a fundamental aspect of this role and ensures that the Council s built assets aren t squandered or inappropriately altered. As key property advisors, asset managers will support and advise services in the proper discharge of their duties in managing premises. Although not experts in every field, they will certainly know someone who is. Energy management good data on energy consumption is key to successful energy management. Forging strong links between the energy management teams and premises to ensure regular and reliable data is collated from meter readings is the starting point for identifying measures for control and efficiency. Their role is central to reducing energy consumption in council premises and combating climate change. Workplace management the role of workplace (facilities) management varies from site to site. On large sites such as New and Old County Hall, they effectively discharge nearly all of the duties held by senior managers (with the exception of the duty to co-operate). For other council offices, the team provide a comprehensive facilities package, incorporating all aspects of premises management, including arranging office moves/alterations and providing cleaning and security services. Strategic planning and standards at a strategic level, the team identify and prioritise works required to limit a build up of backlog maintenance and seek opportunities to reduce liabilities (e.g. removal of asbestos) or enhance existing facilities (e.g. by improving energy efficiency or lighting). On a day to day basis, the maintenance and compliance team manage inspection programmes and arrange servicing contracts to ensure compliance with the statutory regulations governing premises. Contract managers will commission the works required and procure contractors, as well as giving more general technical advice on premises maintenance. Where the Council provides services that require catering, kitchen engineers ensure that equipment is installed and maintained to meet stringent statutory requirements. Policy and training property services provides guidance and training to support premises management and promote good stewardship as well as anticipating the impact of changes in legislation and seeking to mitigate or embrace those changes by providing a policy response. This helps to shape property provision into the future and allows the monitoring of programmes of statutory compliance to ensure the Councils exposure to risk is minimised in premises. Estates management estates professionals possess a wealth of knowledge of the legal conditions and obligations of the property that we occupy. It is vital to seek their advice on any matters relating to changes to or the acquisition or disposal of property. Any property related disputes should be referred to the g e n e r a l e s t a t e manager who will co-ordinate a response and seek advice from the team. Additional guidance is available on the Council s web site at Contacts Section Title Telephone number Asset management Senior asset manager Energy management Energy manager Utility contracts and tariff officer Workplace management Workplace manager

14 Contacts Section Title Telephone number Maintenance and compliance Maintenance and compliance manager Policies Policy and training manager Estates management General estate manager Strategic planning and standards Strategic planning and standards manager Health, safety and wellbeing team 15. As well as advising on the health, safety and wellbeing of staff, they also deliver training in health and safety relating directly to premises. This training takes the form of an overview and awareness of premises related health and safety, along with more specific training, e.g. in the management and control of asbestos or working at heights. Health, safety and wellbeing advisors provide an auditing function to help managers stay on top of their duties to manage risk and maintain records. Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Senior health, safety and wellbeing advisor Other specialists Tree advisors - some premises have significant areas of woodland and stands of mature trees. It is easy to overlook the risks presented by diseased or damaged trees, where property or people may be at risk from falling timber. The natural environment officer can advise on a management regime for trees, including inspections to assess risks from trees on the premises or on neighbouring properties. Vegetation advisors - invasive or toxic plants can represent a considerable liability for the Council; specialist advice can be sought from the vegetation advisor to identify and advise on control measures Commercial services - grounds maintenance teams can be called upon to provide specialist advice on soft landscaping, as well as routine management of grass and planting and specialist work to trees Additional guidance is available on the Council s web site at and Contacts Section Title Telephone number Trees Natural environment officer Vegetation Vegetation advisor Commercial services Commercial services manager Premises management handbook and log book

15 Statutory compliance staying legal 16. In accordance with statutory requirements, care guidelines and council policies, managers are responsible for health and safety within their premises and for any associated activities, including the management of premises. Responsibilities relating to the management of premises in particular include the following. Access 17. Managers are required to ensure that activities are undertaken in premises that are suitable and fit for the purpose intended. This is particularly relevant when changes in use are planned, e.g. changing offices to residential accommodation. 18. The Disability Discrimination Acts of 1995 and 2005 place the following duties on service providers: It is unlawful for service providers to treat disabled people less favourably for reasons related to their disability Service providers have to take reasonable steps to: Overcome physical barriers by providing the service through a reasonable, alternative method Consider providing auxiliary aids and services to enable disabled people to use a service Change any policies, practices and procedures that may discriminate against disabled people Service providers may have to make reasonable adjustments to physical features which make it impossible or unreasonably difficult for disabled people to use a service. The definition of a reasonable adjustment can be influenced by several factors: The effectiveness and practicality of the adjustment The financial and other costs involved The extent of the disruption The extent of the service provider s financial and other resources The amount of resources already spent on making adjustments The availability of financial or other assistance 19. It will be for the courts to determine what is reasonable and as cases come to light the definition of what is reasonable will become clearer. 20. Managers should check their access management plan where the nature of the service has changed, the premises have been altered or if the premises have been acquired since 2000, as a new or revised plan may be required. Additional guidance is available on the Equality and Human Rights Commission's web site at Contacts Title Telephone number Building fabric strategy officer FM operations manager

16 Asbestos and legionella 21. Asbestos and legionella can present significant risks to occupants of premises if not adequately controlled. Asbestos management plans and for legionella, Environmental Hygiene Services (NALCO) log books and risk assessments have been produced for all premises which detail the responsibilities of everyone involved in the management of these two hazards to health. Additional guidance is available on the Health and Safety Executive s web site at and on the Council s health and safety pages on the intranet and internet sites Contacts Section Title Telephone number Asbestos Asbestos manager Legionella Mechanical services strategy officer Fire 22. Fire risk assessments are carried out to inform key management decisions for fire evacuation plans and fire prevention measures at premises. Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Building fabric strategy officer FM operations manager Health and safety 23. Further to the requirements of servicing, testing and inspection of specific items, it is necessary to undertake structured and documented checks of premises on a regular (at least annual) basis. Ideally, this will be done with your facilities manager and contract manager to support you. The purpose of these checks is to identify any parts of the premises requiring remedial action and to help demonstrate adequate arrangements for the management of premises. Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Senior contract manager Senior contract manager (electrical) Senior contract manager (mechanical) Senior health, safety and wellbeing advisor Premises management handbook and log book

17 Servicing, testing and inspection 24. Statutory requirements and industry standards for servicing, testing and inspection must be adhered to in order to reduce the risk of accidents and demonstrate due diligence. It is necessary to ensure that the register of items for statutory inspection (undertaken by Zurich Municipal and mainly consisting of lifts or lifting equipment) is complete and inclusive. 25. In certain respects, premises and their services are no different to cars. Some things you must do to stay within the law, whilst others are to keep the vehicle running efficiently and to reduce unforeseen repairs (the first priority in any maintenance regime). 26. Most of these inspections or services are arranged by the maintenance and compliance team. However, some areas of compliance (for practical reasons) need to be carried out by staff on site, e.g. weekly fire alarm tests. Checklists are provided in the premises log book and this handbook identifies who is responsible for each task. In every instance though, the manager is responsible for ensuring records (including inspection certificates) are maintained on site. Records of statutory inspections and certificates must be kept on site and a set of log books are provided to premises for this purpose. 27. Contractors appointed must be registered with the appropriate accreditation body, e.g. the Gas Safe Register (an example registration card is shown above). Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Senior contract manager (electrical) Senior contract manager (mechanical)

18 Servicing, testing and inspection Servicing, testing and inspection Frequency and responsibility KEY: Service occupier Maintenance and compliance team Weekly Monthly Quarterly Every 6 months Annually Every 3 years Every 5 years Every 10 years Gas soundness testing Oil and gas boilers Gas appliances - gas safety check Chimneys/flues Portable appliance testing Water hygiene - temperature and monthly chlorination Gas catering equipment Portable fire fighting equipment Fixed electrical wiring installation Fire alarms Emergency lighting Lightning conductors Powered pedestrian doors Passenger lifts Non passenger lifts, hand powered service lifts and platform hoists Powered stair lifts Local exhaust ventilation Compressors/pressure vessels and compressed air Work equipment (woodworking, metal working) Statutory inspections by the Council s appointed insurance company 28. In addition to the servicing arrangements described previously, the Council has a policy agreement with Zurich Municipal to undertake both statutory and duty of care inspections on certain items of plant and equipment. The management and administration of the programme of inspections is dealt with by the Council s risk and insurance manager, who receives reports on behalf of the Council, requests confirmation that work will be attended to if required and forwards reports to the premises and corporate maintenance. Items inspected include; Passenger lifts, lifting beams and hoists six monthly (under legislation) Goods lifts - six monthly (under legislation) Pressure plant in boiler houses (including steam engines, pressure cookers and autoclaves in laboratories or paint sprayers in CDT) annual working examination 18 Premises management handbook and log book

19 29. Zurich Municipal employs competent, qualified inspectors to carry out the insurance inspections on lifts and pressure vessels. 30. Example of a test certificate for lifts: Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Risk and insurance manager Senior contract manager (electrical) Senior contract manager (mechanical)

20 Maintenance - staying open for business Condition surveys and prioritising works 31. Every five years a building surveyor and a services engineer carry out a condition survey of each premise. The survey serves a number of purposes: As a basic check that the premises meet statutory requirements in terms of condition and to identify obvious hazards that deterioration of the fabric may create As a means of identifying the condition of elements of the premise and the works required in terms of priority and cost: Providing a means of prioritising scarce resources to the most essential repairs or the highest priority premises Allowing property professionals to advise the Council on backlog maintenance and to influence budget allocations for maintenance Helping create a strategic picture of high maintenance premises that the Council may wish to dispose of For the manager occupying the premises, it demonstrates where scarce resources should be targeted 32. At least once a year, managers should have the opportunity to discuss the condition of the premises with their asset manager and contract manager. This should also provide an opportunity to bring the condition records up to date, by noting: Works carried out that can be removed from the records Sudden or rapidly advancing deterioration or damage to the premises or grounds An assessment of further or urgent inspections required The programme of maintenance for the current or following financial year 33. The budgets for maintenance are held by property services and priorities for spend are determined by the construction services manager. Funding is allocated in the following order of priority: Inspection, testing and servicing Condition surveys, asbestos surveys, accessibility audits and fire risk assessments Reactive maintenance (urgent and immediate repairs) Cyclical maintenance (e.g. five yearly external painting) Planned maintenance (replacement of building elements) 34. Where premises are known to have a limited life or are listed for disposal then only the first three orders of priority will apply and only reactive maintenance required to keep the premises operational will take place. Planned, preventative maintenance 35. The day to day maintenance of premises relates to work undertaken in order to keep, restore or improve the premises, with preventative maintenance work being carried out at pre determined levels. 36. Repairing and maintaining premises can be a very detailed, complicated and time consuming area of services property responsibilities. However, a large proportion of these responsibilities are discharged through the maintenance and compliance team. 37. Regular inspection and preventative maintenance, when undertaken in a phased and programmed manner, will reduce the volume of repairs. By introducing a planned approach to maintenance the premises asset will be preserved. 20 Premises management handbook and log book

21 38. The maintenance and compliance team offer a comprehensive repair call out service using appropriately qualified and fully pre-accredited building, mechanical and electrical contractors; see premises management contacts for full details. Additional guidance is available on the Council s web site at Contacts Title Telephone number Senior contract manager (electrical) Senior contract manager (mechanical)

22 Contractors and consultants - being a responsible customer Pre-accredited contractors 39. It is council policy to only employ contractors who have been vetted for their health and safety practices. The Council maintains a register of pre-accredited contractors who have been vetted for financial standing, health and safety procedures and relevant experience. It should be stressed that contractors on this register are not there because they have achieved a set standard of work and the Council cannot vouch for the quality of work carried out. 40. For any works on gas pipes or equipment, legislation demands that anyone undertaking this work must be a member of the Gas Safe Register and carry the identification card to demonstrate their registration. The card contains details of the different types of work the operative is competent to undertake, as registration does not mean they can undertake any works, e.g. they may only be certified to carry out pipe work or domestic repairs and not works to larger boilers or catering equipment. 41. Although there is no statutory registration for electrical work, it is very important for safety reasons that electrical work is only undertaken by competent persons. As electricians are not required to be registered under current legislation, any individual can set themselves up as an electrical contractor and undertake electrical installation work or testing. There are regulatory bodies that ensure that registered companies are competent, hold the correct documentation, have appropriate test equipment and that their work conforms to best practice and meets the approved industry standards. Companies should be able to demonstrate that they are registered with either the National Inspection Council for Electrical Installation Contracting (NICEIC) or the Electrical Contractors Association (ECA). 42. In addition to the above, works on any water system must comply with the Water Supply (Water Fittings) Regulations 1999 and depending on the works being undertaken, operatives must be registered as an approved plumber under the regulations. The person undertaking plumbing works will need to demonstrate that they are registered or are acceptable to your water supply company (for certain types of work, notification of the work is also required to the water supply company). It is recommended that advice is obtained from your water supplier for any works that you propose undertaking at your property (their details will be on your water supply invoice). Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Projects group manager Maintenance and compliance manager Health and safety contractor officer Premises management handbook and log book

23 Strategic partners 43. The Council has entered into a series of strategic partnerships with a number of external consultants. This is intended to supplement our internal services and provide a comprehensive range of services to deliver capital and maintenance programmes. These consultants will work together to establish a strategic partnership and work alongside in house consultants, reviewing and developing council policies and standards in order to continually improve the service provided to clients. A common fee scale for both internal and external consultants has been agreed. Additional guidance is available on the Council s web site at Contacts Title Telephone number Projects group manager Maintenance and compliance manager Criminal Record Bureau (CRB) checks 44. All property services staff that visit or are likely to visit schools or other establishments that care for children or vulnerable adults are required to have CRB checks. 45. At present there is no policy approach specific to contractors and suppliers, although contractors and consultants bidding for framework contracts are required to demonstrate that staff employed on these contracts have the relevant level of CRB check.

24 The environment saving the planet Energy 46. No responsible person can ignore the accelerating impact that humans are having on the environment; how we occupy and manage premises can make a dramatic difference to our impact on the environment. Gas, oil, LPG and coal are fossil fuels and along with the generation of electricity are major contributors to greenhouse gas emissions and global warming. The way to combat this is through a combination of reduction in use (energy efficiency and good housekeeping) and use of more renewable energy (on site renewables such as photovoltaic tiles or solar hot water can make a useful contribution to CO 2 reduction targets). 47. As premises manage their energy and water budgets, they will reap the benefits of reducing energy and water consumption. Good practice is to: Read and log meter readings at least monthly Check readings (plus meter serial and supply point numbers) against all bills Not remain unbilled for excessive lengths of time (or expensive back charges at emergency rates could accrue) Keep copies of bills for at least six years Take advantage of council group tariffs and arrangements for fuel supplies Consider green tariffs for electricity which are often available at zero or modest premiums Respond to annual calls for meter reading and billing data (this will help assess performance levels against yardsticks and norms) Ensure heating and hot water controls are set correctly to match needs and use 48. Developing a network of energy champions linked to premises management provides a golden opportunity to start to tackle climate change at a local level, as well as providing an opportunity to divert resources from wasted energy to front line services. 49. The Control of Pollution (Oil Storage) (England) Regulations 2001 apply to outdoors, above ground storage of oil in any container (fixed or mobile) exceeding 200 litres. Containers and bunds must meet minimum standards and be maintained in good condition. Additional guidance is available on the Council s web site at Contacts Title Telephone number Energy manager Utility contracts and tariff officer Sustainability 50. Sustainability and climate change are key issues for the Council and impact on the operation and management of its premises. New premises will reflect this more and more in their briefs, budgets, design and construction, but their potential cannot be achieved unless they are operated and managed in an appropriate manner. This applies to refurbishments and extensions to existing premises as well as replacement plant (boilers, heating, controls, etc). 24 Premises management handbook and log book

25 51. It is not just the building fabric that has an environmental impact; surface finishes (e.g. paints, plaster etc), fittings, furnishings, grounds maintenance and use of chemicals also do via their manufacture, application and disposal and should be chosen with sustainability in mind. Additional guidance is available on the Council s health and safety pages on the intranet and internet sites Contacts Title Telephone number Sustainable development officer Waste 52. The Council is committed to reducing its waste and recycling as much as we can. There are things that everyone can do to contribute to this at each site and support is offered by the waste management team. 53. Legal obligations are placed on sites to ensure the correct licensing of their waste contractors, maintenance of records and safe storage. Segregation of some items of hazardous waste is required, such items are no longer allowed to be disposed of in your normal bins and must be collected separately by your waste contractor. Failure to correctly segregate such items may result in the entire bin being charged at the much higher disposal costs for hazardous waste. Additional guidance is available on the Council s web site at Contacts Title Telephone number Waste management

26 Building projects delivering effective improvements 54. It is not the purpose of this guide to advise on obtaining funding for capital projects. In the first instance, you should seek the advice of your asset manager to help determine options, potential funding and the appropriateness of the scheme. Landlord s consent 55. Where a service occupies leased premises, the terms of the lease will require the landlord s consent to any alterations. Owners of property understandably wish to secure the asset value of their property and may not approve alterations that have an adverse affect on the value. 56. Similarly, with the Council s own property, there is an implied lease between the service and the corporate landlord. The corporate landlord must of necessity take a long term, strategic view of the Council s property and discourage inappropriate alterations. Approval therefore is needed from the corporate landlord. This function is discharged by the asset manager through the asset managers and is called landlord s approval. Advice on the process can be obtained from your asset manager. Additional guidance is available on the Council s web site at Contacts Title Telephone number Senior asset manager Planning 57. Planning law is complex and even more so when listed buildings are involved. Additional guidance is available on the Council s web site at Contacts Title Telephone number Spatial planning general office Premises management handbook and log book

27 Building regulations 58. Alterations or enhancements to premises will generally require building regulation approval and none more so than when the thermal characteristics of premises are affected. The regulations are primarily there to secure public health in the widest sense; the construction services team are highly experienced in this area and will be able to give advice. Additional guidance is available on the Department of Communities and Local Government's web site at Contacts Title Telephone number Projects group manager Building Fabric Strategy Officer Construction, Design and Management Regulations This is a daunting piece of legislation that captures all aspects of health and safety through the inception, design, construction and ongoing management arising from a project. In particular, it places important duties on services, as they represent the employer (the Council) and introduces an unfamiliar role to many, the CDM co-ordinator. 60. For many managers, direct involvement in a project may only occur once in their working lives. Again, it is important to stress the need to seek the advice of your asset manager as an essential first step before embarking on a project. 61. The CDM Regulations 2007 apply to larger projects and all projects where demolition is involved. They introduce specific duties and responsibilities on those involved within the project. A manager must seek advice from their asset manager in the first instance, before considering works of any significant size (i.e. lasting longer than 30 days or involving more than 500 person days of construction work or demolition works). Additional guidance is available on the Health and Safety Executive s web site at Contacts Title Telephone number Projects group manager Building Fabric Strategy Officer

28 Procurement 62. Procurement policy and the Council s contract procedure rules dictate what officers are required to comply with when committing the Council to a contract with a supplier. The construction services team are highly experienced in this area and should always be consulted. They can also provide access to the strategic partners (consultants who have been through a stringent process of procurement to establish their competence, financial standing and overall value for money). Additional guidance is available on the Council s web site at Contacts Title Telephone number Projects group manager Maintenance and compliance manager Project management 63. Responsible for delivering the project, the project manager helps the service through every step of the project. Whether the project manager is the lead consultant (the architect, building surveyor or engineer) or a separate appointment, it is vital that they have the experience and professional qualifications to lead the project. They will advise the service on the implications and duties attached to all the key areas. Additional guidance is available on the Council s web site at Contacts Title Telephone number Projects group manager Contractors 64. Adequate arrangements must be in place to select, appoint and monitor anyone undertaking works. Managers must only use contractors on the Council s register of pre-accredited contractors and should; Check the competence of contractors (competence can be judged from past experience, recommendation, pre selection evaluation or a combination that takes into consideration the nature and scale of the works required) Examine risk assessments to check that contractors and others have correctly interpreted any site specific conditions Have clearly identified personnel who are points of contact for contractors Have all significant and unusual hazards and risks on site clearly identified Exchange information on hazards and risks 65. Asbestos is proving the most difficult area to control and has resulted in a number of incidents with significant cost and risk to the Council. Full implementation of a contractor control system will go a long way to resolving this. Managers and staff must be aware of the dangers associated with disturbing any part of the building fabric and the need to consult the asbestos register before contractors start any works. 28 Premises management handbook and log book

29 66. Lack of communication can be a source of ill feeling, unnecessary disruption and accidents. It is crucial that issues relating to premises works are communicated effectively, this includes; Providing visitors with copies of appropriate hazard registers, such as the asbestos register Asking visitors about the hazards and risks which they are bringing on site, e.g. noise, dust, fumes Asking visitors about any possible interference with normal working practices, e.g. re routing of emergency escape routes Controlling access so that contractors know if others are working on site Sign off/safe completion certificates Ensuring completion of appropriate log books by contractors and visitors Key points of control are: Has the contractor viewed the asbestos register? Has the contractor completed the relevant sections in the appropriate log books? Has the contractor made any alterations that affect water systems or the fire risk assessment? 67. It is necessary to ensure that adequate arrangements are in place to monitor and control works in progress, including compliance with risk assessments. Key areas to focus attention on are; Segregation of traffic and pedestrians Segregation of contractors and occupants of premises Safe systems of work to ensure that works undertaken within occupied areas are adequately controlled Implications on fire precautions due to possible increased risk and interference with fire alarm system and routes of evacuation 68. Ensure completion and implementation of suitable and sufficient risk assessments to control the risks of works to be undertaken. Managers have responsibilities towards employees, contractors, service users and others who may be affected. It is normally necessary for managers to complete an assessment of the risks to the occupants of premises, as well as reviewing the adequacy of those provided by contractors for the undertaking of the works required. 69. Your professional advisor and contractor, coupled with advice from a CDM co-ordinator will ensure that the manager for the building puts adequate procedures in place to ensure the safety of staff and visitors to areas that remain in occupation. The CDM co-ordinator or professional advisor (for non notifiable works) will assess the adequacy of safety information supplied by the contractor. 70. Self help schemes (where building work is carried out using the skills of staff, building users etc) may seem attractive in saving money. However, there are risks that must be considered before embarking on a project. Early thought should be given to: Insurance what happens if an accident occurs? Technical knowledge do people REALLY know what they are doing? Workmanship how do you deal with poor workmanship by volunteers? Have appropriate permissions (e.g. planning, listed building consent etc) been obtained? Have the areas been checked for asbestos? Additional guidance is available on the Council s health and safety pages on the intranet and internet sites

30 Contacts Title Telephone number Asbestos manager Mechanical services strategy officer Maintenance and compliance manager Health and safety contractor officer Premises management handbook and log book

31 Property records knowing what we own or rent Property data 71. A large amount of data is held on a property database (the asset manager system) for a variety of purposes. Core information is held in the form of plans with room sizes and uses noted. Amongst other things, this enables decisions to be made on occupancy rates for setting accommodation recharges (effectively a corporate rent and service charge) and allows services to plan and optimise the use of premises for effective workplace management. Web based access 72. Implementing web access to the system is currently work in progress. However, the performance and information team can provide plans and data for managers, as well as records on asbestos, accessibility audits and condition surveys. 73. For more detailed information on leases, boundaries, rights of way, easements and covenants, the estates management team will be able to advise. Additional guidance is available on the Council s web site at Contacts Title Telephone number Systems administrator General estate manager

32 Acquisition and disposal of premises acquiring fit for purpose premises Role of asset managers 74. Asset management is about securing and enhancing the value of the Council s assets it s wealth. Asset managers seek to ensure that the Council retains a fit for purpose estate by only acquiring premises that are suitable (in order to minimise the drain on the Council s resources) and targeting premises that should be disposed of. Role of the estates management team 75. As well as advising on the value of a property to be acquired, the estates management team ensure that the legal aspects of acquiring a property are properly considered to guard against onerous terms in a lease, restrictive covenants and the host of issues that exist for the unwary. Equally they seek to optimise the disposal value of surplus property. Importance of taking advice 76. Service managers must take advice from their asset manager when seeking new accommodation, in order to avoid property that may not comply with legislation or have unforeseen liabilities to manage (e.g. asbestos, inadequate wiring or lighting, poor access, high energy costs etc). 77. Asset and estates managers work closely with the Council s legal services to obtain a sound legal agreement which will minimise liabilities taken on by the Council in securing new premises. Energy performance certificates 78. By October 2008, all buildings being bought, sold or rented will require energy performance certificates which state the building s energy efficiency (like your fridge or washing machine!). Guidance on the acquisition of new premises 79. A detailed guidance note ( Property procurement initial inspection record and option appraisal summary ) has been produced, which aims to guide services, asset and estates managers on the dos and don ts when taking on new property. It also provides a template for contract managers to report on the suitability of the property in terms of condition, future maintenance and running costs and compliance with statutory legislation. Additional guidance is available on the Council s web site at Contacts Title Telephone number General estate manager Premises management handbook and log book