premises management - handbook and log book … premises management handbook and log book prepared...

Premises management

Handbook and log book

Version 2.0 Resources Directorate

II Premises management handbook and log book

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 – http://www.dmblimited.co.uk

Premises management handbook and log book III

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

IV Premises management handbook and log book

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.

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

Guidance (reference)

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

Toolkit (reference)

Part 5 – The toolkit • List of premises management documents • Agenda for premises board meetings • Briefing for contractors visiting sites

Tasks (action)

Part 6 – The premises log book • Records held and checks and reviews carried out and signed off by the

service occupier

Premises management handbook and log book V

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

VI Premises management handbook and log book

Part 1

The background

8 Premises management Handbook and log book

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 Premises management handbook and log book

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 1999 - 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 co-operate1). Where the premises are not managed by facilities management, then the duty is to co-operate with other managers in the premises to put in place an appropriate management regime2.

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

01872 322118

Policy and training manager

01872 326909

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

• 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


• 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:

• 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 a n d t r a i n i n g 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 gene ra l es ta te manager who will co-ordinate a response and seek advice from the team.

Additional guidance is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9885

Contacts

Section Title Telephone number

Asset management Senior asset manager 01872 326929

Energy manager

01872 326946 Energy management

Utility contracts and tariff officer 01872 326806

Workplace management Workplace manager 07968 892564


Contacts


Maintenance and compliance Maintenance and compliance manager 01208 262837

Policies Policy and training manager 01872 326909

Estates management General estate manager 07764 347918

Strategic planning and standards

Strategic planning and standards manager 01872 326970

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.


Contacts



01872 322118 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 http://www.cornwall.gov.uk/default.aspx?page=13711 and http://www.cornwall.gov.uk/default.aspx?page=13824

Contacts


Trees Natural environment officer 0300 1234 202

Vegetation Vegetation advisor 0300 1234 202

Commercial services Commercial services manager 01872 324102

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 www.equalityhumanrights.com

Contacts


Building fabric strategy officer

01872 326801

FM operations manager

07528 983353


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 http://www.hse.gov.uk and on the Council’s health and safety pages on the intranet and internet sites

Contacts


Asbestos Asbestos manager 01872 327254

Legionella Mechanical services strategy officer 01872 326810 Fire 22. Fire risk assessments are carried out to inform key management decisions for fire evacuation plans and

fire prevention measures at premises.


Contacts



01872 326801


07528 983353

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.


Contacts


Senior contract manager

01872 326805

Senior contract manager (electrical) 01872 324884

Senior contract manager (mechanical)

01208 262820


01872 322118

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).


Contacts




01208 262820


Servicing, testing and inspection

Servicing, testing and inspection Frequency and responsibility KEY: Service occupier Maintenance and compliance team

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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

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:


Contacts


Risk and insurance manager

01872 323231



01208 262820


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.

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.


Contacts




01208 262820


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).


Contacts


Projects group manager

01872 326924

Maintenance and compliance manager

01208 262837

Health and safety contractor officer

01872 322420

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.


Contacts



01872 326924


01208 262837 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.


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 CO2 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.


Contacts


Energy manager

01872 326946

Utility contracts and tariff officer

01872 326806

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).

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.


Contacts


Sustainable development officer

01637 872448 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.


Contacts


Waste management

01872 323510


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.


Contacts


Senior asset manager

01872 326929

Planning 57. Planning law is complex and even more so when listed buildings are involved.


Contacts


Spatial planning general office

0300 1234151

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 http://www.communities.gov.uk/planningandbuilding/buildingregulations/

Contacts



01872 326924

Building Fabric Strategy Officer

01872 326801

Construction, Design and Management Regulations 2007 59. 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 http://www.hse.gov.uk/construction/cdm.htm

Contacts


Projects group manager 01872 326924

Building Fabric Strategy Officer 01872 326801


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).


Contacts



Maintenance and compliance manager 01208 262837 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.


Contacts



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.

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?



Contacts


Asbestos manager 01872 327254

Mechanical services strategy officer 01872 326810

Maintenance and compliance manager 01208 262837

Health and safety contractor officer 01872 322420

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.


Contacts


Systems administrator 01872 326907

General estate manager 07764 347918


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.


Contacts


General estate manager 07764 347918

Part 2

The tasks

Premises management tasks – overview 80. Managers reaching the end of this handbook could be forgiven for thinking that they have a

bewildering array of responsibilities with traps for the unwary at every turn. The intention of the handbook is to demonstrate that much of the technical work is undertaken by property services but that there are tasks that can only practically be tackled by premises occupiers.

81. The following chart shows the areas that managers must have tight control over and which can only be

managed locally by staff on site.

Day to day management

Summary of duties

Roles to cover

duties

Tasks

Support/ supporting documents

Action

Review

Work place risk assessments

Web based risk assessment

As required

Annually

Regular routine checks for hazards/ maintenance items

Premises log book(checklists)

Weekly/monthly/ quarterly

Annually

Portable appliance testing

Contract (maintenance/compliance team)

Weekly/quarterly Quarterly/ annually

Managing health and safety in the workplace

Health and safety co- ordinator First aider

Fire extinguisher servicing

Contract (facilities management)


Routine testing of fire alarms

Fire precautions log book


Creation and updating of a fire control plan

Fire warden training through facilities management

Once and as required

Quarterly/ annually

Assisting with the fire risk assessment

Maintenance/ compliance team provide fire risk assessments

Once and as required

Quarterly/ annually

Fire risk assessment

Fire warden

Managing fire practices

Fire warden training through facilities management

As required Quarterly/ annually


Day to day management

Summary of duties

Roles to cover

duties

Tasks

Support/ supporting documents

Action

Review

Log in/out contractors and visitors

Asbestos management plan(maintenance/compliance team)

As required Monthly/ annually

Provide access to asbestos register

Forms part of asbestos management plan (maintenance/compliance team)

As required Quarterly/ annually

Control of asbestos

Reception

Maintain any risk assessments

Advice from the Council’s asbestos manager

As required Annually

Disabled persons

Reception or other appointee

Review of access management plan

Accessibility audit (maintenance/compliance team)


Legionella (water hygiene)

Appointee Run all taps/ showers on a regular basis

Legionella management plan forms part of the Environmental Hygiene Services’ (NALCO) log book and risk assessment (maintenance/compliance team)

As per Environmental Hygiene Services’ (NALCO) log book

Annually

Check rainwater goods/gullies/ drains are clear


Quarterly Annually

Routine inspections/ services are carried out (premises log book entries)


Quarterly Annually

Meter readings taken

Notified to energy management team

Monthly Annually

Heating controls are set correctly

Advice (energy management team)

Annually Annually

General maintenance

Appointee

Handyman repairs (where competent)

Advice on competency is available on the Council’s web site at http:// www.cornwall. gov.uk/default. aspx?page=9885


Roles and tasks 82. A breakdown of the roles and tasks involved in premises management follows. This will help clarify what

is involved and who will be undertaking what. 83. The roles of each section are identified and described. For each role a lead and support role has been

identified where applicable, e.g. if property services arrange a servicing regime then they will have the lead role but the premises co-ordinator will support this by keeping the records on site.

84. For ease of reference, tasks have been divided into subject areas with contact details for further

guidance and support provided. 85. Where two or more leads are shown for a task, this reflects several alternative situations e.g. for very

small sites without a management presence a building contact will take a lead role.

Key for roles and tasks

Abbreviation

Title

MC Maintenance and compliance team

FM Facilities management

AM Asset management

CS Construction services

HSW Health, safety and wellbeing team

DSMT Directorate senior management team (or appointed management representatives)

PIC Person in charge

PC Premises co-ordinator

BC Building contact (for small or remote premises reporting to a premises co-ordinator)

Roles and tasks of property services

Lead role Support role

MC

AM

FM

HS

W

DS

MT

PIC

PC

B

C

Identify, prioritise and manage capital and revenue maintenance programmes of work

1

Undertake annual (or more frequent) premises meetings

Monitor health and safety compliance relating to premises

Develop technical standards for heating, lighting, fire alarms etc

Arrange for inspections to ensure servicing arrangements are competently performed

Maintain a register of pre-accredited contractors

Develop policies, strategies and good practice guidance

Provide advice on a range of issues including health and safety, technical best practice and the environment

1 Where deploying their locally controlled budgets


Roles and tasks of property services


MC

AM

FM

HS

W

DS

MT

PIC

PC

B

C

Provide property advice on the prioritisation of projects

Provide advice on the management of day to day repairs

Provide advice on the management of servicing plant and equipment

Grant landlord’s approval

Consult on the asset management plan prioritisation process

Provide advice on the production of site development plans

Ensure all parties understand their roles and the prioritisation of funding is clear

Monitor management of projects and the custodianship of premises

Roles and tasks of the service occupier


MC

AM

FM

HS

W

DS

MT

PIC

PC

BC

Work with the Council in the continuing development of the asset management plan

Prepare a site layout plan

Identify outputs from projects (and how these will contribute to the objectives of the asset management plan and site development plan)

Allocate sufficient funding for premises management issues

Statutory compliance

Access 86. Services should comply with the Disability Discrimination Acts of 1995 and 2005 which require that

audits are undertaken at all premises. The accessibility audit will state any specific requirements for improvement which will need to be accounted for in the access management plan. All works, whether specific access adaptations or not, should be designed for inclusive use and comply with the relevant British standards and building regulations.

• Relevant legislation:

• Disability Discrimination Act 1995 and 2005

Tasks involved

Lead role Support role Monitor

MC

FM

DS

MT

PIC

PC

BC

Produce accessibility audit

Hold accessibility audit on site

Produce an access management plan and hold on site

Keep a record of comments on accessibility and inform person in charge and facilities manager of any complaints

Keep personal emergency evacuation plans for disabled members of staff

Keep access routes clear of obstruction

Overview

• Documentation: • Accessibility audit • Access management plan

Contacts


Building fabric strategy officer 01872 326801


Asbestos 87. The asbestos management plan contains a copy of the asbestos survey, which shows where in the

premises asbestos has been identified or is suspected. If your premises contain asbestos, this does not mean that there is a danger to your health, safety or welfare. If the asbestos is in good condition and is not in an area where it will be damaged by every day activities then it is safer to leave it in place.


• Control of Asbestos at Work Act 2004

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Asbestos management plan (containing register and survey) produced by maintenance and compliance team

Hold asbestos management plan on site

Contractors to read and sign asbestos management plan before starting work on site (if contractor is unsure of whether area in question contains asbestos or not then contact the asbestos manager to arrange a further survey)

If it is known that asbestos is damaged or removed, contact asbestos manager

Overview

• Documentation: • Asbestos management plan (incorporates the asbestos survey and asbestos register)

For asbestos awareness training contact the asbestos manager on 01872 327254

Contacts


Asbestos manager 01872 327254

Senior health, safety and wellbeing advisor 01872 322118


Control of Substances Hazardous to Health (COSHH) 88. Where substances are identified which do not have an associated COSHH assessment, then a COSHH

assessment request form (available from the health, safety and wellbeing team) should be completed and sent to the health, safety and wellbeing team to obtain a formal assessment. No hazardous substances should be used in the workplace until a COSHH assessment has been completed and the relevant control measures introduced.

89. Local exhaust ventilation is required in some circumstances (workshops and laboratories etc) to draw

hazardous dust or fumes away from a specified activity. Risk assessments and specification will determine the equipment required and frequency of inspection.


• The Control of Substances Hazardous to Health Regulations 2002

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Obtain COSHH certificate for all hazardous substances used on the premises

Store flammable substances appropriately

Hold commissioning and examination certificates for local exhaust extraction equipment

Overview * Please note the joint lead – some substances, e.g. cleaning materials, relate to FM whilst other substances, e.g. solvents, may relate to the occupiers activities

• Documentation:

• COSHH assessment • COSHH assessment request form • Testing certificate for local exhaust extraction equipment (term contract)

For COSHH training contact the senior health, safety and wellbeing advisor on 01872 322118

Contacts



Workplace manager 07968 892564


Fire

90. Occupied premises must have an up to date fire risk assessment for the premises and the activities undertaken within them. If a fire risk assessment has not been carried out, or if you need another copy, please contact facilities management.

91. Fire extinguishers are provided at all council premises; the number and type of extinguishers will be

determined by the fire risk assessment. Fire wardens are trained in the use of fire extinguishers and will check the security/condition of fire extinguishers during their quarterly fire safety inspection. Fire extinguishers should be inspected by a competent person every twelve months and any failings should be reported to the person in charge immediately. Health and safety regulations require adequate numbers of staff to be trained in the use of fire fighting equipment; this number will be determined by risk assessment of the premises and the activities involved, i.e. for a high fire risk environment (welding workshop etc), more staff will be trained than for a low fire risk environment (offices etc).

92. Persons in charge are responsible for ensuring that fire and emergency procedures are included in

the induction process for new staff (including temporary staff, agency workers, trainees, school work experience placements and seconded personnel).


• The Regulatory Reform (Fire Safety) Order 2005

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Produce fire risk assessment

Hold fire risk assessment on site

Check fire warden is undertaking and recording tests and fire drills

Inspections/tests carried out under term contracts for electrical wiring circuits, emergency lighting system, fire alarm system, fixed electrical equipment/system, gas/oil fired equipment, smoke control systems, smoke/heat detectors and ventilation/ extraction systems

Record term contract inspections/tests in the appropriate log books

Undertake and record tests as per the fire precautions log book

Check the fire control plan is displayed on site

Check personal emergency evacuation plans are in place for disabled members of staff

Keep fire exits clear of obstructions

Keep access routes for emergency vehicles clear

Keep fire assembly points clear of obstructions

Keep corridors, stairwells and kitchen areas clear of obstructions

Identify location of fuel, oxygen and oxidising chemicals and check they are stored appropriately

Check fire doors open properly and are not propped open

Check rubbish and recycling materials are stored appropriately

Check fire extinguishers are in date and are visible

Overview

• Documentation: • Fire control plan • Fire precautions log book • Fire risk assessment • Fire safety survey forms • Permit to work • Personal emergency evacuation plans (for individual members of staff )

For fire warden training contact the policy and training manager on 01872 326909

Contacts






First aid 93. The Council’s first aid policy and risk assessment forms must be downloaded from the health, safety

and wellbeing web pages and completed for each property. There should be adequate cover for first aid within the premises (the level of first aid cover required should be identified by a risk assessment). Names, locations and if possible photographs of first aiders should be displayed around the premises and form part of the induction process for new staff (including temporary staff, agency workers, trainees, school work experience placements and seconded personnel).

94. All premises will need to procure their own first aid materials. Information regarding suppliers can be

obtained by contacting the health, safety and wellbeing team. A first aid kit and appropriately trained personnel should be available for employees during normal working hours. The requirement does not extend to cover members of the public, although trained personnel can treat visitors to the premises if required (the Council’s insurance will cover the recognised first aider whilst they are at work).

95. Services are responsible for reporting accidents and dangerous occurrences within their own remit.


• Health and Safety at Work Act 1974 • Management of Health and Safety at Work Regulations 1999

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Check name and location of first aider is displayed

Check contents of first aid boxes are correct

Overview

• Documentation: • Record of first aid treatment

For first aid training contact the senior health, safety and wellbeing advisor on 01872 322118

Contacts




Legionella 96. Risk assessments and regular testing of water systems (water storage tanks, shower systems, water

fountains, pressure wash lances and other systems which potentially hold water at a temperature between 20 and 45°C) for all premises is arranged by corporate maintenance. Each premise has an Environmental Hygiene Services’ (NALCO) log book and risk assessment in which details of testing are stored.


• Control of Substances Hazardous to Health Regulations 1999 • Health and Safety at Work Act 1974 • Management of Health and Safety at Work Regulations 1999 • Approved code of practice and guidance L8 (‘The prevention or control of legionellosis -

including Legionnaires disease’)

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Produce risk assessment

Hold Environmental Hygiene Services’ (NALCO) log book and risk assessment on site

Undertake monitoring and inspection

Check monitoring is undertaken/records completed

Dismantle, sanitise and clean shower heads/hoses and run through with hot water for at least two minutes on a quarterly basis

Flush through showers (weekly)

Ensure work to water system is carried out only after consultation and agreement with the principal building services engineer

Ensure contractors consult the Environmental Hygiene Services’ (NALCO) log book and risk assessment before starting work on a water system

Overview

• Documentation: • Environmental Hygiene Services (NALCO) log book and risk assessment

Figure 1: Environmental Hygiene Services (NALCO) log book


For water hygiene training contact the mechanical services strategy officer on 01872 326810

Contacts



Lifts and lifting equipment 97. Premises that arrange their own insurance should ensure that all statutory inspections are carried out

and the necessary works undertaken.

• Relevant legislation: • Lifting Operations and Lifting Equipment Regulations 1998

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

If lifts or lifting equipment are required, complete a risk assessment (periodically review and hold on site)

Arrange statutory examinations through Zurich competent engineers*

Keep the lifts and lifting equipment log book on site

Hold commissioning and examination certificates for passenger/ goods lifts

Overview * Please note the lead role for arranging the examinations lies with the Council’s insurance section

• Documentation:

• Lifts and lifting equipment log book (term contract) • Lifts and lifting equipment policy and best practice note

Figure 2: Lifts and lifting equipment log book

Contacts




Pressure vessels 98. The incidence of pressure vessels within council buildings is likely to be fairly limited. Generally they will

be used to improve the circulation of hot water in heating systems. If you have any doubts about whether you have a pressure system in your building requiring regular examination please contact the principal building services engineer.

99. For the avoidance of doubt, mobile pressure systems (medical gases or compressors) are outside of the

scope of this handbook, as are fixed pressure systems and airlines installed in workshops for air driven tools.


• Pressure Systems Safety Regulations 2000

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Hold commissioning and examination certificates for pressure vessels

Arranging for written schemes of examination

Carrying out remedial repairs and maintenance

• Documentation: • Examination certificates for pressure vessels

Contacts



Radon 100. All council premises have been tested for radon gas levels and where appropriate, radon pumps have

been fitted. Frequent checks are made on radon levels in premises where pumps have been fitted. Test records are available from corporate maintenance.


• Ionising Radiations Regulations 1999

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Test premises for build up of radon

Install radon pumps where required

Carry out monitoring tests

Check radon fan is running

Contacts


Soils and materials engineer 01872 327248


Risk assessments 101. Site specific risk assessments should be carried out and recorded in the premises log book where

hazards occur, e.g. where traffic management and/or parking is difficult. The condition and safety of any trees on the site must be assessed and the tree safety survey report kept in the premises log book.

102. Specific risk assessments are required for pregnant workers/nursing mothers and if the service offers

work experience placements.

• Relevant legislation: • Health and Safety at Work Act 1974 • Management of Health and Safety at Work Regulations 1999

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Complete risk assessment for hazardous activities

Complete risk assessment for specific site hazards

Overview

• Documentation: • Tree safety survey report

Figure 3: Tree safety survey report

Contacts




Natural environment officer 0300 1234202

Services (gas, oil, electricity, water and drains) 103. It is important that the location of the main building services shut off/control points (i.e. gas shut off

valve, water main shut off tap, electrical main switch, oil shut off valve) are known, well marked and kept free of obstructions.

104. Copies of records of tests and inspections arranged by the maintenance and compliance team should

be held in the relevant log books. 105. Oil tank bund inspections/maintenance and refuelling risk assessments should be carried out as

required. 106. The condition of inspection manhole covers should be frequently checked, especially those in walkways

and trafficked areas (those covers which are hidden or overgrown should not be overlooked as there have been several incidents where covers have failed when stood on as a result of rust degradation).


• Health and Safety at Work Act 1974

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Record location of shut off valves and switch gear in the premises log book

Report any obvious issues with gullies, drains and gutters

• Documentation: • Gas catering certificate

Contacts





Workplace health and safety 107. Employers have a moral (as well as statutory) duty of care towards employees, contractors and others

who may be affected by their activities. As a result, they must ensure that they have assessed the risk of activities within the workplace and implemented any suitable control measures to prevent injury or ill health.

108. Servicing records and the checklists in the log book form an audit trail. This trail will ensure that property

professionals, contractors and the Council are operating effectively and complying with legislation and industry best practice. A small number of audits will be included in a random checking of the service provided by the contractor.



Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Complete risk assessments as required

Check safety and hazard signs are visible and in good order

Portable appliance testing carried out by term contractor

Record details of test dates for portable appliance testing

Overview

• Documentation: • Portable appliance testing log book

For health and safety training contact the senior health, safety and wellbeing advisor on 01872 322118

Contacts



Managing premises effectively

Energy 109. It is hard to stress enough the importance of these tasks as a frontline tool in combating climate change,

reversing the Council’s upward trend in energy consumption and saving taxpayers’ money! 110. The energy management team can provide advice in improving the efficiency of energy use by

monitoring all meter readings and implementing energy saving strategies.

• Relevant legislation: • EC directives

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Log meter readings (monthly) and send readings to the energy management team

Check meter readings against all bills

Check heating and hot water controls are set appropriately

Turn off electrical appliances at the end of the day

• Documentation: • Carbon management action plan for Cornwall Council buildings

For guidance and support contact your ENREP (details available from the environmental manager on 01872 327824)

Contacts


Energy manager 01872 326946

Utility contracts and tariff officer 01872 326806



Security 111. Security is important, both in relation to normal working hours and in times of non occupation.

Procedures for late/early working are especially important in multi occupancy premises, where working activities and times of work differ. Liaison with other services will be needed.

112. A safe system of work should be devised for those employees who are lone working or remote working

within the premises or who are dealing with members of the public. 113. Final exit doors must be able to be opened from the inside without a key for fire safety purposes. Key

holders must be named as contacts in case of out of hours emergencies (this may be an external security contractor).



Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Monitor security issues

Check windows are closed and secured, blinds/curtains are drawn in ground floor rooms, alarms are set and doors locked at the end of the working day

Check a list of key holders (with contact details) is recorded in the premises log book

Check boundary gates/fences are in a good state of repair

For risk assessment training contact the senior health, safety and wellbeing advisor on 01872 322118

Contacts




Assistant FM contracts manager 01872 327892

Storage 114. Storage affects a premises use, structure, design and the fire risk assessment.

115. Storage of combustible materials must not occur in corridors used as a means of escape, stairwells,

kitchen areas or in roof/loft areas where structural loading and fire protection may be insufficient. 116. There are specific regulations relating to the storage and use of highly combustible materials (such as

LPG gas bottles, petrol etc) which need to be addressed for each premise using such fuels.

• Relevant legislation: • Health and Safety at Work Act 1974 • Management of Health and Safety at Work Regulations 1999

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Check waste and recycling materials are stored and emptied appropriately

Complete risk assessment for the storage of waste

Store flammable materials appropriately and record location in the premises log book

Check corridors, stair wells and kitchen areas are unobstructed

Contacts




Assistant FM contracts manager 01872 322721


Managing maintenance 117. Although maintenance is described elsewhere in this handbook, it is important to set out who has

responsibility for commissioning works and how urgent repairs are dealt with. 118. A lot of work is identified through condition surveys, specialist reports and compliance audits such

as fire risk assessments, accessibility audits, legionella checks, asbestos surveys, electrical testing and boiler maintenance. The size and scale of these works and the impact they have on budgets mean that construction services has regular meetings with frontline service representatives (often business managers) to prioritise the work across all sites and buildings.

119. Ultimately, it is the construction services manager who has responsibility for managing and controlling

the maintenance budget. The role of the premises co-ordinator will, of necessity, be limited to reporting urgent repairs and breakdowns and liaising with contractors visiting their premises.

Breakdowns and urgent repairs 120. Breakdowns and urgent repairs can also be referred to as responsive or reactive maintenance. For a

number of premises, facilities management may be actively involved in receiving calls and getting contractors to attend site; the person in charge and the premises co-ordinator will be aware of these arrangements where they apply.



Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Report breakdowns and urgent repairs

Arrange for works to be carried out

Meet and brief contractors on site (see the contractor briefing in part four of the handbook)

Provide available records

Contacts


Maintenance and compliance manager 01208 262837

Servicing and inspection 121. All works carried out by electricians, heating engineers and other specialists (legionella, fire alarms etc)

are arranged centrally through construction services.

• Relevant legislation: • Health and Safety at Work Act 1974

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Procure and arrange servicing contracts

Meet and brief contractors on site and provide available records

Monitor servicing and inspection records (records held on premises)

Contacts



Senior contract manager (mechanical) 01208 262820


Planned maintenance 122. Planned maintenance covers works identified in surveys and inspections etc which are prioritised

according to urgency and risk. The works are listed in annual programmes of work drawn up in consultation with directorate managers and paid for from a central budget managed by construction services.



Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Arrange surveys and inspections and record results on the property database

Prioritise lists of works drawn up (in consultation with directorate managers)

Procure and manage planned maintenance works

Meet and brief contractor before starting work on site and make available site held records

Undertake daily briefings with contractor (to minimise disturbance to premises occupants)

Contacts



Maintenance and compliance 01872 326810

Statutory compliance 123. These are works identified specifically as a result of compliance audits such as fire risk assessments.

Prioritisation of these works is tightly controlled in consultation with directorate managers. Local managers (occupying premises or with direct responsibility for staff in premises) need to direct their concerns through the appointed managers for their service.



Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Arrange surveys, audits and risk assessments and record results on the property database or other media

Prioritise lists of works drawn up (in consultation with directorate managers)

Procure and manage the works programme

Meet and brief contractor before starting work on site and make available site held records

Undertake daily briefings with contractor (to minimise disturbance to premises occupants)

Contacts



Maintenance and compliance 01872 326810


Managing building projects

Building projects 124. There are a number of regulations in force that apply to construction and maintenance work on

premises. In order to ensure compliance, all projects must be arranged through your asset manager (who will give landlord’s approval) and the advice of a property professional must be obtained.

125. Arrangements should be in place to monitor and control works, (including compliance with risk

assessments) and your professional advisor will be responsible for this (unless specific risk assessments are required for the service’s staff on site). Larger schemes will require the appointment of a project manager from the projects group to lead the production of the project brief and management of the project team.

126. Premises co-ordinators are not personally liable for legal compliance. This is a corporate responsibility

discharged through the commissioning service, supported by a qualified and experienced property professional who has the necessary skills relating to project and contractor management.

127. A premises co-ordinator represents the person in charge in supporting the professional team to ensure

effective communication between the services in occupation and the contractor carrying out the works. 128. Landlord’s approval is a corporate requirement on any service commissioning works on the building it

occupies. The lead role will depend on who commissions the works; the projects group as a centrally funded major capital project, the maintenance and compliance team as a centrally funded minor works project or the occupying service from its own directorate funds.


• Health and Safety at Work Act 1974 • Management of Health and Safety at Work Regulations 1999 • Construction (Design and Management) Regulations 2007

Tasks involved


PG

MC

FM

DS

MT

PIC

PC

BC

Obtain landlord’s approval

Hold health and safety manual and operations and maintenance manual on site (produced by contractors)

Ensure effective communication between the premises occupiers and the contractor

• Documentation: • Health and safety manual • Landlord’s approval • Operations and maintenance manual • Permit to work

For risk assessment training contact the senior health, safety and wellbeing advisor on 01872 322118 For safe working training contact the construction services manager on 01872 326960 For guidance on writing briefs contact the service asset manager on 01872 326929

Contacts



Senior asset manager 01872 326929



Plans 129. When construction works take place or existing services are replaced or renewed, all plans and

paperwork containing information on wiring/plumbing/service locations and load bearing structures should be kept on site for reference when undertaking future works to the premises.

130. If the building fabric/layout is altered, the FM operations manager should be notified so the fire risk

assessment can be updated and copies of the plans should be sent to the performance and information team so the property database can be updated.

Tasks involved


MC

FM

DS

MT

PIC

PC

BC

Keep plans of alterations to the building fabric or services and make them available to contractors as required

Keep a plan showing the location of the alarm systems (fire and intruder), boiler plant, CCTV locations, electric main switch and fuse board, fire hydrants, gas/oil shut off valves, load bearing structures, waste storage areas, water meter and stop cock for mains and tank in the premises log book

Contacts




Systems administrator 01872 326907

Part 3

Monitoring and support

Monitoring premises management

Premises board meeting 131. Holding and monitoring records is a key element of the local management of premises. The premises

management year planner is an essential aide memoire and can be tailored for your particular circumstances.

132. It is important to have a regular management routine for keeping on top of premises issues; no more so

than when there are multiple users on a site, when a premises board should be formed.

133. A typical agenda for a premises board meeting would cover:

1. Apologies

2. Matters arising

3. Occupancy changes

4. Premises log book: a) Cyclical checks b) Review of defects log and actions c) Document review d) Training and premises appointments e) New staff

5. Other records:

a) Log books b) Risk assessments

6. Welfare issues:

a) Temperature control b) Cleaning c) Other

7. Any other business

Budget monitoring meeting 134. These meetings bring together the directorate’s appointed manager for premises matters, construction

services and the asset manager. The purpose of this meeting is to agree a strategy for managing premises and to ensure that management responsibilities are being met by the premises and the Council.

135. The following issues are discussed:

• Review and update condition survey information • Agree the priority of future works • Review any work carried out by the premises • Review the performance of consultants and contractors • Review works carried out by the Council


Premises audits 136. Experienced health, safety and wellbeing advisors carry out periodic checks of premises to help

managers and staff on site occupy their premises safely and ensure adequate welfare provisions are in place. Checklists are provided in the premises log book to help managers keep on top of local premises issues and ensure they have in place procedures, routines and records as evidence of compliance for premises audits or other external inspections.

Training 137. This is not intended to be an exhaustive list and specifically excludes areas of health, safety and welfare

not directly related to premises, e.g. stress, manual handling, personal protective equipment etc. Details of further areas of training available are given throughout the handbook; in the main, these competencies are only required where support is not provided through property services.

Premises co-ordinator training 138. Premises co-ordinator training is aimed at managers (persons in charge) and support staff (business

managers, administrators, premises co-ordinators etc appointed by the person in charge). It provides an overview of the statutory framework for managing premises, as well as giving guidance on the practical tools (planners, checklists, document templates etc) needed for local management of premises.

09.15 Coffee

Premises Co-ordinator Training Programme

09.30 Introduction to the premises management handbook and log book

10.30 Asbestos management

11.15 Coffee

11.30 Fire management

12.15 Legionella (water hygiene)

13.00 Lunch

13.45 Disability Discrimination Act

14.45 Energy

15.00 Tea

15.15 Log book tasks

16.00 Close

For premises co-ordinator training contact the policy and training manager on 01872 326909

Contacts


Policy and training manager 01872 326909


Caretaker training 139. Although mainly employed in schools, some premises may employ part or full time caretakers. This

training picks up the practical steps to be taken to carry out the role safely and competently.

For caretaker training contact the senior health, safety and wellbeing advisor on 01872 322118

Contacts



Fire warden training 140. Where premises need a trained fire warden, this training provides the skills and knowledge necessary

for evacuating occupants of a building safely, testing alarms, using fire extinguishers and checking for hazards.

For fire warden training contact the policy and training manager on 01872 323909

Contacts


Policy and training manager 01872 326909

Part 4

Additional guidance for schools

Premises management handbook and log book 71

Roles and responsibilities of headteachers and governing bodies

141. It is important that all parties involved in premises management within a school are aware of their roles

and responsibilities. 142. Governing bodies have legal responsibilities relating to the control and use of the premises. They should

focus on overseeing the use, maintenance and development of the premises and facilities to support the priorities in the asset management plan and school development plan.

143. Head teachers have day to day responsibility for the deployment of staff and financial resources, of

which premises management is an integral part. Other staff will contribute to this, either by their defined duties or through personal responsibility for health and safety in specific areas.

144. As the custodians for school premises, the headteacher and governors work in partnership with their

asset manager and the capital strategy team to:

• Prepare and implement the school’s asset management plan • Identify future premises needs of the school (through the school development plan) • Develop and deliver council funded capital projects • Plan and manage works the school is responsible for • Ensure that the site and buildings are managed in an appropriate manner and that users operate in a

healthy and safe environment • Make the buildings and facilities available for community use where appropriate


Contacts


Senior capital strategy officer

01872 323921


01872 326929


Arrangements for voluntary aided schools 145. Voluntary aided school premises belong either to the Diocese or to the trustee body. The Diocese is

responsible for agreeing and managing capital projects in voluntary aided schools, in consultation with the capital strategy team and the Department for Children, Schools and Families.

146. The school’s governing body is responsible for all buildings, including kitchens, dining rooms,

playgrounds, perimeter walls and fences. 147. The Council is only required to finance works to playing fields and associated buildings (as long as the

buildings were provided by the Council).

Additional guidance is available on the Department for Children, Schools and Families' web site at http://www.teachernet.gov.uk/management/resourcesfinanceandbuilding/FSP/ voluntaryaidedschools/

Contacts



01872 323921


01872 326929


Asset management plan 148. The asset management plan is a comprehensive record of the condition, suitability and sufficiency of

school buildings to allow planning for future investment. The capital strategy team produce this plan (for the buildings and sites under the Council’s control) which states how prioritised programmes of work to implement education policy and raise achievement will be delivered.

149. The plan consists of:

• A record of the condition, size, age and fitness for purpose of every school building • A local policy statement outlining the strategy for meeting identified needs • A statement of priorities defining the key targets and desired outcomes for the next five years

150. The plan provides:

• The Department for Children, Schools and Families with a view of the building stock with which they

can lobby the treasury for funds • The Council with a detailed record of the building stock and the priority work required to protect

pupil places • Governors and staff with a record of the state of their premise to allow the prioritisation of spending

of devolved formula capital and other property related funding • The Diocese/trustee body with a basis for allocating funding to projects and establishing

development plans for voluntary aided/controlled schools 151. The plan is based around three main areas:

• Condition:

• A condition survey focusing on the physical state of school buildings is carried out every five years

• Each defect is given a grade, priority and budget cost for repair or replacement which provides a basis for developing planned maintenance programmes as well as covering some aspects of health and safety

• These surveys assist the Department for Children, Schools and Families in allocating future capital funding for investment in schools and helps schools to determine maintenance and repair priorities

• Suitability:

• Assessments of the numbers and characteristics of each type of internal and external space are carried out

• Premises are assessed as to how well they meet the needs of the school in delivering the national curriculum and efficient school operations

• All schools are invited to identify problem areas and returns are evaluated by the capital strategy team before being submitted to the Department for Children, Schools and Families for assessment

• Sufficiency:

• Assessments focusing on the area, quantity and organisation of pupil places within schools are carried out

• The capital strategy team manage this process and it is crucial that you consult them in advance if you are planning any changes that may affect pupil capacity



Contacts



01872 323921


01872 326929


Ownership of school sites 152. Ownership of land can be a complicated issue and the following information gives only a generalised

view of the issues involved. If any action is planned at a school, specific information and guidance on ownership must be sought from your asset manager.

153. For community schools, the Council usually owns the freehold interest in the site, however this is by

no means always the case and even if it is, there may be restrictive covenants and other conditions contained within the original land purchase documents.

154. If the Council is not the freeholder and instead holds a lease, advice must be sought in order that the

Council does not find itself acting in breach of any such covenant. 155. For voluntary aided/controlled schools, the freehold interest in the land is usually held by the Diocese/

trustee body. The Council is responsible for providing the playing fields and may either own them as freehold or lease the land.

156. For all schools, there are certain legal procedures to be followed when acquiring or disposing of land.

For community schools, the Council must agree to this whilst for voluntary aided/controlled schools the matter must be referred to the Diocese/trustee body.

Additional guidance is available on the Department for Children, Schools and Families' web site at http://www.teachernet.gov.uk/management/resourcesfinanceandbuilding/ schoolslandandproperty/

Contacts



01872 326929

General estate manager

07764 347918


Community use of buildings 157. Community use of school buildings (such as for playgroups, guides, scouts etc) is a well established and

important function of schools. It is illegal however, to let out school property for trading purposes unless a lease, tenancy or licence has been agreed.

158. There is considerable legislation dealing with issues of tenure and great care is required when

considering such agreements. In the event of any doubt, specific information and guidance must be sought from your asset manager and in all cases landlord’s approval will be required before entering into any agreement.

159. Leases, tenancies and licenses differ both legally and in their purpose:

• A lease (sometimes referred to as a tenancy) provides rights of exclusive possession for a specified

period of time. Under most circumstances a lessee/tenant has security of tenure against the landlord; it is imperative that no action is taken which results in the grant of a lease/tenancy from which the lessee/tenant cannot be ejected at the end of the contractual term.

• A licence gives permission to use premises (but not exclusively) 160. There are other property issues, such as way leaves and easements that apply to some sites. If you think

this may apply to your site, please contact your asset manager. 161. Any charges levied to external/community groups must reflect, as a minimum, all the costs the school

incurs.

Additional guidance is available on the Department for Children, Schools and Families' web site at http://www.teachernet.gov.uk/management/atoz/e/extendedservices/

Contacts



01872 326929


07764 347918


Repair and maintenance works 162. Repair and maintenance works are necessary to keep school premises in a safe and operational

condition. The Council (and the Diocese for voluntary aided schools) retains some capital funding to deal with major unforeseen failures (e.g. the replacement of boilers) and to assist schools with replacing other major elements such as roofs, windows, ceilings etc. Priorities are assessed in respect of condition, suitability and sufficiency and works are programmed according to the availability of resources and the relative urgency of the situation. You will be notified well in advance if works at your school are to be included in the capital programme.

163. Apart from the works mentioned above, schools have full responsibility for managing all repair and

maintenance works on their sites, for which the local management for schools repairs and maintenance budget provides for the routine servicing of plant and equipment, day to day repairs and other cyclical maintenance works.

Property maintenance partnership 164. Although the legal responsibility lies with schools’ governing bodies, the majority of schools have opted

to buy into a property maintenance partnership with property services which:

• Provides the managerial, professional and technical expertise necessary for prudent maintenance of buildings

• Helps schools comply with legal and best practice requirements for servicing and inspection of building fabric and services

• Arranges the procurement and monitoring of energy using the Council’s considerable buying power 165. Schools can buy into one of the following options:

• One star:

• This package offers the minimum level of support to ensure that schools and the Council can be confident that all statutory requirements for servicing, testing and inspection are met

• It is a two year contract with access to a centrally managed fund for statutory servicing and associated professional support

• Under this arrangement schools are solely responsible for calling out and managing contractors for emergency or urgent repairs and programmed maintenance works, e.g. external painting

• There is no professional or technical support from property services • Two star:

• This package extends the professional support from property services to calling out and managing contractors; engineers and surveyors will be on hand to advise on the most cost effective solution to a repair or provide advice based on their local knowledge and expertise

• It is a two year contract with a centrally managed fund for statutory servicing of plant and equipment and professional support for repairs and minor maintenance (including a 24/7 call out for emergencies). There is no pooled funding for reactive repairs or minor programmed maintenance.

• The funds are held and paid by the school 166. For schools that choose not to buy their professional and technical support through the property

maintenance partnership, the headteacher and governing body must ensure that they have in place equivalent levels of support and expertise necessary to discharge their legal and statutory responsibilities for keeping the buildings and infrastructure safe and maintained to the appropriate technical standards.

167. This requires a professional working knowledge of relevant regulations and technical standards, as well

as a detailed knowledge of the Council’s own policies and standards.


168. A firm employing chartered building surveyors, architects and mechanical and electrical engineers such as those employed by the Council through the strategic partners’ framework would be deemed appropriate, provided they are commissioned to provide the same levels of professional support as set out in the property maintenance partnership.

169. In addition, the school would need to fund all testing, inspecting and servicing works and the related

repair and maintenance costs.


Contacts



01872 326929


01872 322118

Construction services manager

01872 326960

School development plan 170. Asset managers (and for voluntary aided/controlled schools, the Diocese/trustee body) can assist

schools in the preparation of a school development plan which will take into account the resources available to the school.

171. This is included in the annual service level agreement offered by property services and is designed

to advise on the implications of the latest condition survey, discuss priorities for maintenance and improvement and check on arrangements to meet legal duties.

172. Account is taken of the following:

• Issues identified by the school development plan or Ofsted action plan • Issues giving significant measurable impact on raising standards • Required improvements to teaching accommodation • Future savings on repairs or energy costs

Contacts


Senior capital strategy officer 01872 323921


01872 326929


Statutory compliance

Access 173. Although access issues are touched upon elsewhere in this handbook, it is worth covering the issues in

more detail here for schools. 174. The Disability Discrimination Acts are designed to dovetail with existing duties under the special

educational needs framework (the main purpose of which is to make provision to meet the educational needs of individual children). The acts provide protection for disabled pupils by preventing discrimination against them through two key duties placed on schools:

• To treat a disabled pupil no less favourably than a pupil who does not have a disability unless this can

be justified and; • If so, to take reasonable steps to avoid putting disabled pupils at a substantial disadvantage, i.e. not to

discriminate against a disabled pupil by not making reasonable adjustments to enable the disabled pupil to receive an education. A number of factors influence whether it is reasonable for adjustments to be made, including:

• How much an alteration will improve the situation for disabled persons • How easy it is to make the changes • The cost of the measures, both financially and in terms of the disruption that it will cause • The building owner’s resources • Financial or other help that may be available

175. School policies, practices and procedures should be reviewed to ensure that they do not discriminate

against people other than pupils with disabilities from:

• Gaining an education • Being employed • Using or participating in non educational services or activities, e.g. governors meetings, holidays,

annual report presentations, admission and exclusion hearings, fund raising events, leisure time activities for children or adults, use of school sports facilities by the local community or the hiring of school accommodation to members of the public

• Access to education (including post 16 education) 176. Schools are required to prepare an access management plan that allows for improving accessibility.

The access management plan is a long term strategic plan for improving the physical environment of schools to increase the extent to which disabled pupils can take advantage of education and associated services. The plan should:

• Report arrangements for disabled pupils at the school • Report the school’s admissions policy • Report how disabled pupils gain access • Report what the school does to ensure disabled pupils are treated fairly • Report the extent to which disabled pupils can participate in the school curriculum • Report the availability of written information for disabled pupils which is provided to pupils who are

not disabled 177. In writing access management plans, schools should make the best use of all available expertise.

Disabled pupils and their parents, specialist teachers and local voluntary and disability organisations can bring a useful perspective to help identify practises and arrangements that act as a barrier to admitting, accommodating and including disabled children. Schools should review the physical environment, provision of auxiliary aids and services, teaching and learning practises, curriculum, staff training, the culture and ethos of the school and the provision of written information with regards to accessibility.


Actions in the plan could be to:

• Discuss good practise on curriculum differentiation with the Council’s curriculum advisors and place this on the agenda for the next cluster meeting

• Carry out an access audit to identify potential barriers to accessing all areas of school life • Consider approaching the Council for assistance with capital costs on the basis of the access audit • Aim to provide appropriate training for all staff and governors • Review and improve the school’s arrangements for accessible information • Use refurbishment, maintenance and equipment budgets to improve the physical environment of the

school 178. Schools have a duty to publish information about their plans in governor’s reports and when the plan is

produced, a statutory duty to allocate adequate resources to implement it. The capital strategy team has capital funding available (the schools’ access initiative) for disability access projects.


Contacts



01872 326929


01872 323921


01872 326801

Glazing 179. Assessments should be undertaken to ensure that any glass that is likely to cause injury if it is broken is

either replaced or made safe. A safety material (e.g. laminated or toughened glass) shall be used or glass protected:

• In doors and side panels where any part of the glass is at shoulder level or below • In windows, walls and partitions at waist level or below • In any other locations where there is a risk of breakage (e.g. next to a play court)

Liquefied petroleum gas and other temporary heating 180. Prior to introducing supplementary liquefied petroleum gas or electric heating, consideration needs to

be given to:

• Suitability of use • Competence of supplier • Risk of fire • Maintenance • Use of fire guards • Storage and handling of bottles • Fumes/ventilation • Risk of electric shock


Permit to work 181. Most routine, low risk works by contractors can be managed through the signing in process and verbal

briefing contained in the contractor briefing in part four of this handbook. 182. However, high risk activities in schools may on occasion require very robust controls, e.g. if a contractor

requires access to a flat roof where no edge protection is present. Control can be applied using a permit to work system which will:

• Identify safe conditions and requirements that must be present before any work commences • Require authorisation by a responsible person on site • Require monitoring protocols to be followed

183. In certain circumstances it may be necessary to have an engineer present to manage the permit to work

system, e.g. for major repairs on lifts.


Contacts



01872 326929


01872 322118

Mechanical services strategy officer

01872 326810


01872 326801


Capital projects 184. Capital projects fall into two main categories:

• Capital projects funded and approved by the Council which form part of the Council’s capital

programme and are delivered through property services: • These tend to be major projects with complex funding packages (schools may opt to contribute

some of their devolved formula capital to help fund specific elements of the project) • For any project funded partially or fully from the Council’s capital programme, the Council is the

client • Capital projects funded by the school through devolved formula capital and approved by the Council

• The school is generally the client • Additional funds from parent/teacher associations, grants and other sources may also form part

of the funding package


Contacts



01872 323921


01872 326929


Managing a building project 185. The expression ‘a failure to plan is to plan to fail’ is entirely appropriate to construction projects, even on

a small scale! The following guidance aims to assist the planning process and help exercise control over a project. Further information is available on the Council’s web site and links to the relevant pages can be found at the end of this section.

186. If a school decides to initiate its own project it takes on the legal and statutory role of client. This means

it has three distinct duties:

• It is the employer for the purposes of any contract and is responsible for any liabilities or disputes arising from the contract

• It is the budget holder for the Council and therefore must follow the Council’s financial regulations • It is the client under the Construction (Design and Management) Regulations 2007 and is responsible

for appointing a competent principal contractor and professional advisors

Before starting 187. A conversation with your asset manager about what you are proposing and the funding you have

available could gently head off a scheme which may prove to be wholly unfeasible. They can also take you through the approval routes. These are designed as a series of checks and follow the principles of good planning and project management (they are not bureaucratic hoops to jump through!).

188. One recommendation that you may receive from your asset manager is to carry out an option appraisal,

i.e. you may have agreed with staff and the governing body that you need a larger library but you may have several options:

• Build a new extension to meet your requirements and re-use the existing space • Consider areas of surplus space where internal alterations would meet requirements • A recent forecast of falling numbers may make a larger library unnecessary (the ‘do nothing’ option)

189. A feasibility study will help inform your choice by looking at issues that make one option more feasible

than another and applying estimates of cost to these options; both the initial capital outlay and (just as important) future outlay (energy, maintenance, cleaning etc).

190. A typical feasibility study will include some or all of the following:

• A description of the client’s instructions (i.e. what you have asked for) • The professional advisor’s interpretation of the brief • Background information relating to the project • A description of the available options • A summary of the options (including advantages and disadvantages) • Other considerations, e.g. asbestos, building regulations etc • A programme for the project (timescales) • Budget costs • Description of the statutory requirements that will apply, e.g. CDM Regulations 2007 • Summary of risks • Details of the surveys undertaken • Photos of the site


Taking professional advice 191. Property services (or their strategic partners) have the technical and professional know how for schemes

of all sizes and, most importantly, a specialism in delivering school projects with all that goes with that. They have an understanding of curriculum needs and the very extensive guidance and mandatory requirements of the Department for Children, Schools and Families. This route is the easiest, particularly for an inexperienced client.

192. If you decide to use a private architect, building surveyor or engineer you must satisfy yourself of their

competence. This means amongst other things:

• They can demonstrate adequate experience in designing for schools • They understand their duties (and yours) under the Construction (Design and Management)

Regulations 2007 • They can demonstrate competence (by way of training and qualification) under the Construction

(Design and Management) Regulations 2007 • They are preferably of chartered status • They have adequate insurance cover, including professional indemnity • They will follow the Council’s policies, regulations and procedures

193. It is important that you address the following issues when progressing projects and take advice on these

legal requirements from your professional advisor:

• The Construction (Design and Management) Regulations 2007 ensure the safety of the public, building occupants and contractors during projects. They require the preparation of a health and safety plan and notification of the project to the Health and Safety Executive.

• Compliance with building regulations ensures that your building meets minimum health and safety standards; you should ensure that your professional advisor is fulfilling these requirements.

• Most schemes affecting the structure or internal layout of the building, work on drains and improvement to insulation (including window replacement) will require building regulation approval. This means that drawings and specifications will need to be prepared by your professional advisor.

• Any building extension will require planning approval and drawings of the scheme will need to be prepared (planning approval can take from 8 to 12 weeks)

• Listed buildings are buildings which are considered to be of special architectural or historic interest. Listing gives legal protection from demolition and alterations which would destroy historic features or affect the character of the building and applies to the whole of a building (interior and exterior) together with any outhouses, walls or other structures built before 1 July 1948 within the grounds of the building. Any building extensions or internal alterations will require listed building consent (drawings of the scheme will need to be prepared and approval can take from 13 to 26 weeks).

• The Council’s financial regulations and procurement practices have to be complied with • All projects at Council buildings must comply with the property policies, standards and guidance

available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9885

Project stages 194. The following project stages describe the most important features of the process and highlight the

expectations of you as a client and the team you are employing (a good project manager will explain and guide you through each stage).

195. Information on the strategic partners’ and a set of procedures for project managers to follow is available

on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=10023. The procedures are set out in stages common to most projects where the end of a stage is a key decision point. Curiously, they start with stage 0 - but the outcome from this stage may be to shelve the project.

196. Minor capital project stages are generally used for relatively simple projects which are managed,

designed and led by a building surveyor (typically projects costing below £300,000).


197. Major capital project stages are generally beyond the scope of devolved formula capital funded schemes and therefore are unlikely to apply to most school commissioned projects. Typically such projects are led either by a project manager or lead consultant architect with a design team consisting of all the appropriate design, cost or specialist consultants.

198. Projects involving the design of new buildings work to a convention known as the RIBA work plan. This

has more stages than those described for project management (although key sign off points will always align) and sets out the steps of the design and construction process and for an architect led project the stages at which they like to be paid! It provides a useful insight into how a building project progresses and what you should expect from your lead consultant. The work plan is available on the RIBA web site at http://www.architecture.com.

Getting started (stage 0 – feasibility and project initiation) 199. Being clear about the outcomes you are seeking from a project is an essential starting point. You will

need to set down your aims and objectives, the name and contact details of your principal contact and the person who has authority for expenditure.

200. It is important to be clear what your budget is from the outset and to discuss this with your professional

advisor. Often the extent of the works will not be completely defined until the project is complete so you will need to include a contingency sum at the design stage. Your professional advisor will advise you how much this should be, but 10% is not unusual. Once the contract is let and a contractor is in place it is still important to allow a contingency for unforeseen items (usually 5 -10%). If you introduce extra work, then the costs will rise and you will need to either cut back an area of work or increase the budget. Unforeseen events can arise (e.g. the discovery of asbestos) and in a traditional contract you will have to pay for this (although with a design and build contract the contractor may be liable).

201. Your professional advisor will need to know what your deadlines are so that these can be built into the

programme and work organised accordingly. They will give you regular updates to confirm that these deadlines will be met and reschedule the programme if there is any slippage in order to pull the scheme back on target.

202. The following information will assist you in setting down the brief and being clear about what should be

delivered and checked off at various stages through the project:

• Briefing information should provide access to the Council’s room data sheets which are an essential component of any project briefing and ensures the Department for Children, Schools and Families’ requirements are met

• Information on commissioning a project with the strategic partners (terms and conditions, fee rates etc are pre set) is available on the Council’s web site at http://www.cornwall.gov.uk/default. aspx?page=10023

• A template for an introductory brief (the key document for setting out your requirements as a client) is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891

• A project deliverables checklist used by building surveyors to check off project tasks could equally be used by you as a client to set out your expectations of your lead consultant and is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891

203. To stay on track with council procedures, you will need to go through several approval processes:

• You need to complete a capital project approval form to gain financial approval to proceed with a

project using capital expenditure of over £2,000 • You need to obtain landlord’s approval to stay within the Council’s policies and standards on

construction and the development of school premises and not fall foul of statutory regulation 204. It cannot be stressed enough how important it is to carry out a feasibility study. It will not only inform

the client brief better and provide more clarity on the budget but will also flag risks that can lead to a project going over budget or being undeliverable, e.g.:


• Poor ground conditions • Services buried in the ground • Planning restrictions • Legal restrictions (e.g. covenants, boundaries) • Archaeology • Environmental issues (e.g. protected species, trees, habitats and legal constraints such as tree

preservation orders) 205. A vital early appointment is the CDM co-ordinator, who should be appointed either through the lead

consultant or preferably as a separate appointment. This is a statutory duty for a client on any project expected to last more than 30 days or involve more than 500 person days of construction work. Establishing competency for the key roles of designer, CDM co-ordinator and principal contractor is a statutory duty and for that reason employing one of the strategic partners is the more straightforward option.

206. In summary, the CDM co-ordinator works with the designer to ensure that safety is at the forefront of

any design and that the contractor works to a properly prepared construction phase health and safety plan. They will ensure that all documentation which is relevant to the safe operation, maintenance or future alteration of the building is handed to the client.

Working up a design (stage one – scheme and detailed design) 207. This process balances your aspirations as client, the design proposals and what you can afford. A good

project manager or lead consultant will manage this balancing act, ensure the formal sign off of key stages in the design process and keep track of any budgetary implications. Once a scheme goes for planning approval, there should be sufficient detail in the drawings and outline specification for the lead consultant to produce a detailed cost plan and confirm whether or not the scheme remains within budget. There should be very few changes to the design and specification from this point on.

208. As well as planning permission, approval needs to be sought for building regulations. Submission of plans

for approval will follow the planning application and it is worth noting that the fees are discounted by 20% when using the strategic partners.

Inviting tenders for the building work (stage two – tender and contract) 209. Most tenders for minor works projects are based on design drawings and a specification of sufficient

detail for a contractor to accurately price and then to safely and efficiently build. The project manager or lead consultant will package these as tender documents and invite tenders from the Council’s register of pre-accredited contractors.

210. On receipt of tenders the lead consultant will analyse them for errors that may compromise a valid

tender and provide a report recommending which tender to accept. Where the lowest tender exceeds the budget they will advise on possible reductions to the scheme and lead negotiations with a contractor to get the project back within budget.

211. There are industry standard contracts which should be used and guidance and rules on entering into

contracts on the Council’s behalf. It is a statutory requirement for the client to ensure that the contractor has prepared an adequate construction health and safety plan.

212. Stage two tender and contract and contract administration procedures provide a list of project

deliverables. The procedures governing the letting of contracts are covered by the contract administration procedures for building, construction and maintenance projects.

213. It is imperative to ensure that the contractor has the appropriate insurance and public liability cover as

this will indemnify the school and the Council for any claim. Your professional advisor will advise on the appropriate insurance arrangements under the contract.


214. The term ‘project sponsor’ appears throughout the stages. This is the person who takes the lead for the client, holds the funding, releases payment and at this stage would authorise the contract to proceed.

Building work through to handover (stage three – construction, commissioning and handover) 215. At this stage the contractor is legally in charge of all parts of the site over which they have control;

primarily to manage safety but also security and the effective running of the site. Visitors (including school staff ) must always approach the contractor’s site manager before entering the site. A good tip for the smooth running of the site and the school is for the headteacher (or nominee) and site manager to meet at least once a week to forward plan events.

216. Contractors working on site can present hazards and risks to pupils, staff and visitors to the school site. It

is important to discuss and implement good health and safety practices with the contractor in order to reduce these risks whilst your building project is being undertaken. If you think that the contractor is not working safely you must bring your concerns to the attention of your professional advisor so that they can take the necessary action. They will give the contractor a written notice to remedy the situation and in extreme cases, may need to call in the Health and Safety Executive. The Council’s health, safety and wellbeing section can offer additional advice and support if required.

217. All electrical work must be carried out by a National Inspection Council for Electrical Installation

Contracting (NICEIC) or Electrical Contractors Association (ECA) approved contractor. Schools are responsible for ensuring that all appropriate test certification is obtained on completion of the work.

218. All gas work must be carried out by a Gas Safe registered contractor and all contractors must have a

current approved certificate applicable to the type of works being completed. Schools are responsible for ensuring that all appropriate test certification is obtained on completion of the work.

219. Schools should only use ICT suppliers and installers who have been assessed by the Council (or, for

VA/VC schools, the Diocese/trustee body). Schools should include in their orders to ICT suppliers and installers, the requirement that the work is carried out in accordance with British standard 7671 and the standards for wiring telecommunications networks in council buildings.

220. The lead consultant or project manager now has a contract administration role as their primary function.

Construction contracts have complex rules governing payment, instructions and events affecting the programme. A client can inadvertently find themselves with additional costs if they don’t channel all communications with the contractor through the lead consultant (however friendly and amenable the contractor may seem!). Regular meetings with the school and the contractor chaired by the lead consultant or project manager will help manage and control any contractual issues.

221. Payment is generally made monthly, based on a valuation of works completed or materials stored on

site. The lead consultant (as contract administrator) is responsible for certifying payment and the client must pay the contractor within 28 days of issue of the certificate.

222. Once on site the contractor is required to complete the works by the date for completion. A traditional

contract allows for extensions to this date for a variety of reasons (e.g. exceptionally inclement weather) so you need to allow a time contingency for these allowable delays. Under a design and build contract these risks can be transferred to the contractor, so it is their responsibility to ensure you get your project completed on time. If liquidated and ascertained damages have been pre-agreed by you, these can be deducted from payments to the contractor to recompense you for the delays incurred by them.

223. Deadlines that are unrealistic will almost always add to the cost of the project due to out of hours or

weekend working and may be in breach of the Construction (Design and Management) Regulations 2007 where time pressures force a contractor to cut corners.

224. Many construction contracts are rushed towards the end as they are under pressure to complete on

time. However, it is vital to the future management of the building that heating and other systems


are properly commissioned and clearly explained to school staff and that all relevant documentation (including drawings from the lead consultant) are properly packaged and handed over. Resist the temptation to move in before the project is fully completed!

Taking occupation and managing defects (stage four – defects liability and project closure) 225. As the works draw to a conclusion, the contractor will offer the works up as complete and ask for a

handover. It is very important that any defects are noted and rectified by the production of a snagging list (your professional advisor will formalise this for you).

226. Not everything will be perfect on day one and the contractor or their subcontractors will need to come

back from time to time to fix small items that may have failed. With large amounts of water used in the building process it is inevitable that shrinkage cracking will occur and the 12 months defects liability period allows for these and other defects to be addressed during this time. A final payment, typically 2.5 or 3% of the overall sum is held back in the event the contractor defaults and another contractor is called in to put right the defects.

227. As the end of the 12 months approaches, you should document any defects which are apparent and

add them to the snagging list prepared by your professional advisor for the contractor to rectify. Your professional advisor will resolve any disputes at the end of this contract.

Additional guidance is available on the Council’s web site at:

Capital projects: additional guidance is available on the Council’s health and safety pages on the intranet and internet sites Construction (Design and Management) Regulations: http://www.cornwall.gov.uk/default.aspx?page=9892

Building regulations: http://www.cornwall.gov.uk/default.aspx?page=696

Planning approval: http://www.cornwall.gov.uk/default.aspx?page=2783

Listed buildings: http://www.cornwall.gov.uk/default.aspx?page=2441

Procurement and selling to the Council: http://www.cornwall.gov.uk/default.aspx?page=9853

Strategic partners: http://www.cornwall.gov.uk/default.aspx?page=10023

Property policies, standards and guidance: http://www.cornwall.gov.uk/default.aspx?page=9885


Contacts



01872 326929


01872 326801


01872 323921

Mechanical services strategy officer

01872 326810


01872 322118

Risk and insurance manager

01872 323231

Part 5

The toolkit


Records cabinet 228. The purpose of the records cabinet is to ensure that premises documents are held in one defined area

for easy access. Documents that should be available are outlined below.

Plans and risk assessments

Entries

Subject

Title

Format and

location Premises

co-ordinator

Property services

Works register

Each visit

Produce plan

Once

Asbestos register

Removal or treatment

Re- inspection

Frequency – as per plan

Asbestos

Asbestos management plan (incorporates asbestos register, asbestos survey and register of maintenance/ works)

A4 ring binder folder held on site

Review

Annual


Paper document stored within premises log book and held on site

Review

Annual


Once

Produce plan

Once

Fire

Fire control plan

Paper document stored within premises log book and held on site

Review

Annual

Legionella

Environmental Hygiene Services’ (NALCO) risk assessment



Once


Log books

Entries

Subject

Title

Format and

location Premises co-ordinator

Property services

Electrical

Electrical log book

Held by property services – available on request, please telephone 01872 326802

Tests and inspection

Annually or as required and five yearly for fixed wiring

Fire



Tests

Weekly/ monthly


Monthly/ quarterly/ six monthly/ annually

Gas catering servicing

Gas catering servicing certificate

Displayed on site

Service

Annually

Legionella

Environmental Hygiene Services’ (NALCO) log book



Monthly or as defined by the risk assessment

Lifts

Lifts and lifting equipment log book


Inspection and service

Six monthly/annually/ five yearly

Mechanical

Mechanical log book

Held by property services – available on request, please telephone 01872 326802

Tests, inspection and service

Annually

Portable appliances

Sticker on appliance

Tests

Annually

Premises

Premises log book


Periodic inspection and checks

Weekly/ monthly/ quarterly/ annually


Premises board meetings 229. Managers and premises co-ordinators should meet on a regular basis.

230. A typical agenda would cover:

1. Apologies

2. Matters arising

3. Occupancy changes

4. Premises log book:

a) Cyclical checks b) Review of defects log and actions c) Document review d) Training and premises appointments e) New staff

5. Other records:

a) Log books b) Risk assessments

6. Welfare issues:

a) Temperature control b) Cleaning c) Other

7. Any other business


Contractor briefing – routine maintenance visits

This note is targeted at contractors visiting premises for short periods of time to carry out routine or emergency maintenance or servicing. Any works of a longer duration or high risk will typically involve liaison with a contractor and a property professional overseeing the works. Before the contractor starts work, run through the following points:

• The work involved:

• Where the work is to be carried out • Provide the asbestos management plan:

• For the contractor to check the asbestos register

• To check if the work requires disturbance to inaccessible areas (i.e. not recorded in the asbestos management plan)

• For the contractor to complete the register of maintenance/works

• Provide building manuals, risk assessments or log books on request

• Ask the contractor about work that may affect the normal running of the premises: • Hot work leading to increased fire risk

• Falls from height/protection from falling objects

• Noisy or dusty working or works causing smells

• Switching off power, water, heating or ventilation

• Switching off or testing alarms

• Temporary obstructions, particularly fire routes and exits

• Arrangements for parking and deliveries

• Segregation of works where appropriate (fencing etc)

• Welfare arrangements

• Brief the contractor on particular activities that must not be disrupted

• Brief the contractor on no go areas (unless escorted by a local member of staff )

• Brief the contractor on basic housekeeping and fire procedures

• Ensure the contractor signs out and completes any relevant log books In signing the register the contractor confirms that he/she has received or given the information necessary to carry out the works safely.

Please note that this checklist assumes that the contractor has been vetted and questions around health and safety competency have been pre-checked.

Part 6

The premises log book

Premises log book for

Person in charge:

Premises co-ordinator:


Premises log book

Premises appointees and training records 103

Records register and document control register 104

Inspections and checks log and checklists 106 Inspections and checks log 107 Daily checklist 108 Weekly checklist 109 Monthly checklist 110 Quarterly checklist 111 Annual checklist 113

Premises management year planner 116

Meter readings 117

Risk assessments, audits and plans 118

Premises board meetings 119

Key holders 120

Defects log 121


Premises appointees and training records

Levels of training will be proportionate to the risk attached to the occupation of the building. Thus, staff caring for vulnerable adults in residential centres will need more intensive training than those carrying out clerical work in single storey offices.

If the premises co-ordinator, building contact or person in charge of the premises changes, please email [email protected].

Premises appointees and training records

Title

Name

Contact Training (see

footnotes)

Date

Person/s in charge1

Premises co-ordinator2

Building contact3

Fire warden4

First aider5

Heath and safety co-ordinator6

Caretaker7

1 Person in charge should have received general health and safety training for managers to understand and act on their duties

2 A one day course tailored to the role of premises co-ordinator 3 A half day or one day course tailored to the role of premises co-ordinator 4 A half day or one day course on fire procedures 5 First aider course 6 A one day course on health and safety awareness and management 7 Caretaker training


Records register and document control register

You can check if documents in the records register apply to your site or not by contacting the maintenance and compliance team. Controlling the issue or loan of documents is essential to ensure their safe return and availability; completing the document control register is a way of doing this.

Records register

Name of document Applicable (yes/no) Where is the document stored?

Asbestos management plan

Electrical tests

Environmental Hygiene Services’ (NALCO) risk assessment and log book

Fire control plan



Gas catering servicing certificate


Mechanical tests

Portable appliance tests

Premises log book

105Premises management handbook and log book

Document control register

Name of document Date removed Date returned


Inspections and checks log and checklists

Please note that these checks are premises specific; other risk assessments applying to your day to day operations fall outside the scope of this handbook and these checks.

On first setting up the premises log book, complete the applicable/not applicable boxes on the checklists as appropriate, e.g. if there is no CCTV at the premises then put not applicable against that item. These boxes are then used for reference only.

It is not necessary to sign or date the checklists, as confirmation that you have carried out the check is provided by signing and dating the inspections and checks log. Some premises may have quite specialised equipment (typically workshops etc) and if you have such equipment you will need to extend the checklists to cover items such as local exhaust ventilation or pressure systems (see the servicing, testing and inspection chart on page 18 for the frequency of routines).

When reporting faults or defects, refer to the premises management contacts for the relevant contact details and record the details in the defects log.

Sign and date the inspections and checks log at the prescribed intervals.


Inspections and checks log (to be signed and dated by the premises co-ordinator)

Weekly Monthly Quarterly Annually


Daily checklist

These daily checks are simple visual checks and there is no requirement to sign the inspections and checks log.

Daily checklist

Item to be addressed

Document Applicable/not applicable

Disabled persons: None

Is access clear of obstructions?

Fire: None

Are fire exits and escape routes clear of obstructions?

Security: None

Are windows locked and secured?

Are blinds/curtains drawn in ground floor rooms?

Are doors locked and secured?

Is the intruder alarm set?

Site specific assessments: None

Has a daily check of any adventure playground equipment (or other outside facilities prone to malicious acts of vandalism where there is an imminent risk of injury) been carried out?


Weekly checklist On completion of weekly checks and actions, sign the inspections and checks log and record any defects in the defects log.

Weekly checklist



Fire:


Test the fire alarm system

Are fire exits and escape routes clear of obstructions? If not, record in the defects log and report to manager.

Legionella:


Run infrequently used showers and taps

Security: None

Do internal lights work? If not, report as a fault.

Do external lights work? If not, report as a fault.

Do CCTV cameras work? If not, report as a fault.

Is the intruder alarm system working? If not, report as a fault.

Slips, trips and fall hazards: None

Are there obvious slip, trip or fall hazards apparent around the building? If yes, log them on the defects log and report to the manager or service responsible.


Monthly checklist On completion of monthly checks and actions, sign the inspections and checks log and record any defects in the defects log.

Monthly checklist


Document Applicable/not

applicable

Asbestos: Asbestos management plan

Check entries in the register of maintenance/works against entries in the visitors’ book - report discrepancies to the contract manager for action against the contractor.

Record any changes to asbestos survey and pass to line manager.

Energy management: Premises log book

Have meter readings been recorded? Record readings and send them to the energy management team.

Fire: Fire precautions log book

Are highly combustible materials (LPG etc) stored and secured in their correct locations? If not, report to the manager or service responsible.

Have new members of staff been briefed on fire precaution arrangements for the premises? If not, report to manager and request a briefing.

Are fire extinguishers correctly sited? If not, record in the defects log and report to manager.

Do fire doors open as required? If not, record in the defects log and report as a fault.

Are the fire assembly points kept free from obstruction? If not, record in the defects log and report to manager.

Is access kept clear for emergency vehicles if required? If not, record in the defects log and report to manager.

Are corridors, stairwells and kitchen areas clear from storage? If not, record in the defects log and report to manager.

Test emergency lighting with key switch. Record lamp failure in the defects log and report as a fault.

Radon: None

Is the extract fan from the radon sump running (audibly)? If not, report as a fault.

Slips, trips and fall hazards: None

Are there obvious slip, trip or fall hazards apparent around the building and site generally? If yes, log them on the defects log and report to the manager or service responsible.

Statutory notices: None

Are all safety and hazard signs visible and in good order? If not, contact facilities management.


Quarterly checklist On completion of quarterly checks and actions, sign the inspections and checks log and record any defects in the defects log.

Quarterly checklist


Document Applicable/not

applicable Asbestos: Asbestos

management plan

Where asbestos has either been removed or made safe, ensure that the notification form has been completed and reported to the asbestos manager to allow the asbestos management plan (this includes the asbestos register and survey) to be updated (the building surveyor responsible for the works will facilitate this).

Fire:


Are fire extinguishers in date? If not, report to facilities management.

Check the fire precautions log book for recent emergency lighting system tests. If the system has not been tested recently, report this to the maintenance team.

Are the fire/emergency procedures up to date?

Are fire/emergency procedures visible and correct?

Is the fire risk assessment available in the file?

Does the fire risk assessment need reviewing because of changes to the building or its occupancy?

Has the fire control plan been brought up to date to reflect changes in personnel etc?

Are there regular date entries in the fire precautions log book? If not, report to the manager (for weekly alarm tests) or the maintenance and compliance team (for annual servicing or emergency lighting tests).

Do personal emergency evacuation plans for disabled members of staff need updating?

Legionella:


Are entries in the Environmental Hygiene Services’ (NALCO) log book up to date? If not, report to the maintenance and compliance team.


Quarterly checklist



Maintenance: None

Are there any obvious items of maintenance outstanding (gutters overflowing, roof leaks, plumbing leaks, trip hazards etc)? If yes, record in the defects log and report as a fault.

Security: Premises log book

Are the key holder names and numbers up to date?


Are there any obvious risks from falling trees or branches? If yes, consult the tree safety report. If the risk is new and is easily resolved, e.g. remove a broken branch, then action the work. If the risk is new or changed and not easily resolved, or if there are residual concerns about the safety of the tree, seek further advice from the natural environment officer.

Are there any obvious defects to adventure playground or other outside equipment? If yes, log and report to manager for further action (it is unlikely that construction services or facilities management will fund repairs to this equipment).

Are there any obvious breaches of security fencing or gates? If yes, log and report as a fault.

Statutory notices: None

Are all safety and hazard signs visible and in good order? If not, report to manager for action.


Annual checklist

The premises co-ordinator will carry out this review with the senior manager(s) of the building. On completion of annual checks and actions, sign the inspections and checks log and record any defects in the defects log.

Annual checklist


Document

Applicable/not applicable

Inspections and checks log: Premises log book

Does the inspections and checks log show a regular pattern of inspections and checks for the premises covering weekly/ monthly/ quarterly checks?

Review the defects log and any recorded actions.

Asbestos:

Asbestos management plan

Is an asbestos management plan held on the premises? You will need to check if it is a full plan i.e. containing an asbestos register and type two asbestos survey.

Has an asbestos surveyor re-inspected the premises in accordance with the record of inspection schedule in the last 12 months? If not, report to the asbestos manager.

Contractors: None

The basis of this handbook is that all works are commissioned through property services and contractors will be pre- accredited by them. If you are involved in commissioning works direct, you should consult with your health, safety and wellbeing advisor in the first instance for further advice to ensure you remain compliant and within the law.

Are copies of the contractor briefing – routine maintenance visits sheets kept in a prominent place with the signing in book?

Disabled persons: Premises log book

Are the following documents available for the premises and held within the premises log book? Accessibility audit Access management plan

Where there have been physical changes to the premises or changes in the services delivered from the premises – have the accessibility audit and access management plan been reviewed and updated?

Are there procedures in place for disabled persons in the event of a fire? You will need to cross check with your fire control plan.


Annual checklist


Document


Do disabled employees have a personal emergency evacuation plan? You will need to cross check with your fire control plan.

Energy management: Premises log book

Are there regular briefings to staff and are posters displayed etc to remind staff to switch off lights, monitors etc?

Are monthly records kept of meter readings and the readings passed to the energy management team?

Fire: Premises log book

Is an up to date fire risk assessment held on the premises? Review the actions applying to local management arrangements and review the assessment for changes in building occupancy or service delivered.

Is an up to date fire control plan held on site? Review the plan for changes of personnel or service delivery.

Legionella:


Is the Environmental Hygiene Services’ (NALCO) risk assessment and log book available on site? If not, report to the maintenance and compliance team.

Lifts and lifting equipment:


Is the lifts and lifting equipment log book available on site? If not, report to the maintenance and compliance team.

Are commissioning, testing and inspection certificates held on site for all equipment? If not, report to the maintenance and compliance team.

Is a recorded procedure for maintenance requirements in place, with records kept? If not, report to the maintenance and compliance team.

Multi occupancy premises: Premises log book

Has there been at least one joint meeting (formally minuted) this year between managers to co-ordinate premises related matters as described in this handbook?

Radon: None

Does the property have a radon sump and fan and is it maintained regularly? Report lack of maintenance records to the maintenance and compliance team.

Security: Premises log book

Have security issues been raised, recorded and taken forward for action at your annual premises meeting?


Annual checklist


Document


Services: Premises log book

Do you know where services/emergency shut off valves/taps/ switches for the following services are located and are they marked up on a plan (contact the performance and information team to obtain a plan)? Gas Water (mains and tanked) Oil Electric

Have there been significant numbers of new appliances added resulting in trailing leads? Advise managers to limit the number of appliances or dispose of old equipment.

If the five yearly electrical inspection fell due – has the log book been updated? If not, report to the maintenance and compliance team.

Have portable appliances been tested this year (this will be recorded on the equipment itself)? If not, report to the maintenance and compliance team.


Review the tree safety survey report for any outstanding actions or re-inspections. Contact the natural environment officer if required.

Has an annual check (by a specialist) of any adventure playground equipment or other outdoors equipment been carried out? Please note that this will be a locally procured contract (i.e. not through property services).

Storage: None

Has storage been adequately controlled, both within the premises and externally? Note instances of poor storage arrangements and notify the manager(s) responsible.

Are recycling bags stored on the premises adequately controlled (i.e. within suitable containers and where they won’t cause an obstruction)?

Are gas bottles and other highly flammable materials adequately controlled and stored? You may need to take further advice from the health and safety co-ordinator and notify the manager responsible.


Premises management year planner

The premises management year planner can be downloaded and modified to suit your own routine and is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891.


Meter readings

Location of meters Meters are located at the following locations (complete type in italics for your own premises).

• Gas – external meter box requiring key entry is located to the rear of the building, the key is located with

the premises records • Electricity – the meter is in the cupboard next door to the ground floor kitchen (marked “fire door – keep

locked)”, the key is located with the premises records • Water – meter located in the ground, below a 150 mm square hinged steel cover to the left hand side of the

rear entrance door, no key is required, just insert a screwdriver into the slot in the cover and lift

How to read a meter Read the numbers on the meter from left to right as shown in the examples below, ignoring any numbers on a red background or to the right of a decimal point.

If you have a dial meter (an example of which is shown below) and need advice as to how to read it, please contact the energy management team.

What to do with your meter readings Complete the meter readings form and return it to the energy management team every month. The form is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891.


Risk assessments, audits and plans

Access The accessibility audit should be updated when physical changes to the premises or changes to service delivery occur. An accessibility audit for your premises is available from the maintenance and compliance team.

A practice note and template for an access management plan is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891.

The access management plan should be updated in line with the review of the accessibility audit.

Fire The fire risk assessment should be updated when any physical changes to the premises or service occupation take place.

A practice note and template for a fire control plan which can be modified for your premises is available on the Council’s web site at http://www.cornwall.gov.uk/default.aspx?page=9891. It should be updated when any changes to personnel or the service occupation take place.

The fire precautions log book should be stored in the records cabinet and the premises co-ordinator or fire warden should enter dates of fire alarm tests.


Premises board meetings

Managers and premises co-ordinators should meet on a regular basis. A typical agenda can be found on page 95.


Key holders

Please list information for important contacts and key holders for the premises.

Key holders

Name Address Phone number


Defects log

Where through your regular checks or reports from staff you pick up on defects, (whether management related, e.g. fire exits being regularly blocked, or building related, e.g. plumbing leaks) these can be recorded in the defects log and the actions tracked and closed out by the responsible person (line manager) or service (maintenance and compliance team or facilities management).

Budget constraints and competing priorities may mean that some defects will need to be put into a future programme of works rather than being dealt with immediately. In some circumstances, defects may not be deemed a priority at all and won’t be remedied, e.g. for buildings where there is uncertainty over future occupancy or for economic reasons, e.g. where the cost of access far outweighs the cost of the repair or consequent damage caused.

Defects log

Defect Reported by Reported for action to

Date recorded Agreed date for action

Date action completed


Accessing premises management information on Cornwall Council’s web site

The main areas on the Council’s web site that provide information on premises management issues are:

• Property policies, standards and guidance • Strategic partnership • Buildings and capital (relevant to schools only)

To access these pages from the Council’s web site you must first open the homepage available on the Council’s web site at http://www.cornwall.gov.uk/.

To access the property policies, standards and guidance and strategic partnership pages from the homepage:

1) From the options in the black box at the left of the screen, click ‘Environment and planning’.

2) Then click ‘Land and property’.


3) Then click ‘Estates management’.

4) Select the required page from the links shown (please note that links may be subject to change


To access the buildings and capital pages from the homepage (please note these pages are only relevant for schools):

1) From the options in the black box at the left of the screen, click ‘Education and learning’.


2) Then click ‘Schools and colleges’.

3) Then click ‘Buildings & Capital’.

4) Select the required page from the links shown (please note that links may be subject to change).


Acknowledgements

Consultees: Alan Chapman - Corporate Projects Group Manager Bob Mitchell - Head at Bodmin Community College Bryan Skinner - Corporate Property Manager Colin Edwards - Service Asset Manager David Bunney - Corporate Facilities Manager Ken Allen - Deputy Head of Capital Strategy Team Marcus Dunstan - Corporate Maintenance Manager Mark Clutsom - Head at Upton Cross Primary School Matthew Williams - Truro Diocese Property Services Team Michael Bennett - Area Property Manager (West) Michael Jelbert - Head at Lanivet Community Primary School Mike Lawton - Senior Health, Safety and Wellbeing Advisor Mike Shilston - Energy Performance and Contracts Manager Patrick Keeble - Service Asset Manager Paul Renowden - Project Manager (Transformation Programme) Peter Woodford - Group Architect Richard Greenwood - Senior Health, Safety and Wellbeing Advisor Robin Stephenson - General Manager (Adult Care and Support) Sue Pitcher - Plymouth Diocese Property Team Wendy Mason - Head of Capital Strategy

Gloucestershire County Council’s Building Support Team (text derived from good stewardship guides)


Contacts

Contacts

Area of work Section Title Telephone

number

Asbestos surveys and management plans

Asbestos Asbestos manager

01872 327254

Strategic property management

Asset management

Asset management team

01872 326929

Project management Building projects

Construction services manager

01872 326960

Integrated capital strategy for Children’s Services

Capital and buildings (schools)

Capital strategy team

01872 323921

Grounds maintenance Commercial services

Commercial services manager

01872 324102

Contractor accreditation

Contractors Health and safety contractor officer

01872 322420

Property information Data Performance and information team

01872 326907

Carbon reduction Energy management

Energy manager 01872 326946

Energy contracts Energy management

Utility contracts and tariff officer

01872 326806

Facilities management Facilities management


07528 983353

Workplace management

Workplace management

Workplace manager

07968 892564

Advice, support and auditing

Health, safety and wellbeing

Health, safety and wellbeing team

01872 322118

Risk management and insurance

Insurance Risk and insurance manager

01872 323231

Property maintenance

Maintenance and compliance team

Cornwall Council’s call centre for all reporting of

0300 1234100


technical and defect enquiries


01208 262837

Planning Planning Cornwall Council’s call centre for planning enquiries

0300 1234151



Strategic planning and standards manager

01872 326970

Property policies and premises management training

Policies and standards

Policy and training manager

01872 326909

Testing and management of radon

Radon Soils and materials engineer

01872 327248

Green Cornwall Sustainability Sustainable development officer

01637 872448

Trees – risk assessments and inspection

Trees Natural environment officer

0300 1234 202

Estate management, leases, disposals, landlord and tenant advice, rating

Estate management


07764 347918

Knotweed and other invasive species

Vegetation Vegetation advisor

0300 1234 202

Disposal and recycling Waste Waste management

01872 323510


Maintenance and compliance team - contact the Council’s call centre for all technical enquiries and defect reporting

Hours Telephone number

Office hours:

0800 – 2000 hours Monday to Friday

0900 – 1600 Saturday

0300 1234100

Out of office hours:

2000 – 0800 hours Monday to Friday

1600 – 0800 Saturday to Monday

Bank holidays

07699 721092

Out of hours emergencies (gas, electric and term maintenance contractors)

Emergency Contractor Telephone number

Unstoppable gas leak (try isolating gas meter valve and ventilate all affected areas – do not use naked flame or operate any electrical equipment or light switch)

Transco 0800 111999

Total electricity failure Western Power 0800 365900

Major water leaks or water supply failure

South West Water 0800 1691144

West 3:Mar k Thomas (Fabr ic)John Gar net t (El ect r ical )Mike Ashcr of t (Mechanical )

(West 2)David Cook (Fabr ic)John Gar net t (El ect r ical )Mike Ashcr of t (Mechanical )

West 1:Tony Hudson (Fabr ic)David Shuf f (El ect r ical )Mike Picker ing (Mechanical )

Cont r act ManagerAr ea Designat ion

West Ar ea

East Ar ea

East 1:Gr aham Wat t s (Fabr ic)David Shuf f (El ect r ical )Mike Picker ing (Mechanical )

East 2:Phil Luke (Fabr ic)Gr aham Aust in (El ect r ical )Al an Dingl e (Mechanical )

East 3:Mike Higgginson (Fabr ic)Gr aham Aust in (El ect r ical )Al an Dingl e (Mechanical )

Pr oper t y Maint enance Cont act List :

Dur ing Of f ice Hour s: Mon - Fr i: 0800 - 2000Sat 0900 - 1600

Cust omer Ser vices: Tel : 0300 [email protected]

Out of Hour s: Mon - Fr i: 2000 - 0800Sat 0900 - 1600

24 Hour s Sundays and Publ icHol idays

Tel : 07699 721092


If you would like this information in another format please contact:

Cornwall Council County Hall Treyew Road Truro TR1 3AY Telephone: 0300 1234 100 Email: [email protected] www.cornwall.gov.uk