Part 1 (Open to the public)
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JOINT REPORT OF THE STRATEGIC DIRECTOR OF HOUSING AND PLANNING
AND THE MANAGING DIRECTOR OF URBAN VISION PARTNERSHIP LIMITED
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TO THE LEAD MEMBER FOR PLANNING ON 17 JULY 2006
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TITLE: Building Maintenance Programme 2006/07
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RECOMMENDATIONS: That Lead Member for Planning;
1. Approves the £500,000 allocation of funds to responsive repair and essential
plant servicing as being the minimum reasonable estimate for these works as
described in Section 2.3 and 3.1
2. In light of there being no additional resources currently available, approves
the expenditure of £31,000 in respect of additional regular preventative
maintenance work necessitated by legislation, good practice guidance and
new technology detailed in para 3.2 to be met out of the maintenance budget
(note it is anticipated that funding for asbestos management will be met from
an additional corporate funding allocation)
3. Notes that there is insufficient funding for all four of the most urgent works
required shown Bold in the table to section 3.3., to proceed, but that the
lightning conductor repairs works have had to be committed already for H&S
reasons.
4. Approves that Crompton House and 196 Station Road boundary walls and
fence replacement proceed at this stage.
5. Approves that VMS depot works are deferred until funding for the full cost
becomes available.
6. Supports that within the Spending Review the case is made for additional
funding to be allocated to the councils maintenance budget.
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EXECUTIVE SUMMARY:
The building maintenance budget has remained fixed since 1992.
The council performs poorly in relation to the national property condition and backlog
maintenance performance indicators and it is clear that the council does not allocate
sufficient funds to adequately maintain its property portfolio.
This year’s maintenance report highlights an intensifying problem. With 80% of the
budget being used for responsive repairs / routine maintenance there is now
insufficient funds to meet even the most urgent works identified.
Previous reports recommending the allocation of additional capital and revenue
funding have not been approved, resulting in the current budget being insufficient to
meet priority schemes and H&S requirements.
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BACKGROUND DOCUMENTS:
The City Councils Asset Management Plan
Survey Information for the buildings detailed in the report.
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ASSESSMENT OF RISK:
Medium
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SOURCE OF FUNDING: Building Maintenance Revenue Budget 2006/07
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LEGAL IMPLICATIONS: H&S May be compromised with inadequate maintenance
budgets
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FINANCIAL IMPLICATIONS: Maintenance budget is inadequate to meet current
liabilities
COMMUNICATION IMPLICATIONS:
N/A
VALUE FOR MONEY IMPLICATIONS: An inadequately funded maintenance budget
gives poor value for money.
CLIENT IMPLICATIONS: Occupiers of corporate buildings will express increasing
levels of dissatisfaction with the condition of the buildings they occupy.
PROPERTY: the condition of the councils building stock will continue to decline.
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HUMAN RESOURCES: N/A
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CONTACT OFFICER: Mr Steven Durbar x3755 / John Dooley x4968 (Urban Vision)
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WARD(S) TO WHICH REPORT RELATE(S): All
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KEY COUNCIL POLICIES: Procurement Strategy
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1.0
BACKGROUND:
1.1
This report is prepared by Urban Vision in it’s role as provider of professional advice
and maintenance management of all non-housing property to the City Council’s Directorates.
In addition to dealing with specific building maintenance issues this report for 2006/7 aims to
begin the setting up of new processes and protocols to take account of the following recent
major changes


Re-organisation of City Council Directorates in September 2005 including transfer of
buildings and budgets.
Replacement of the former combination of individual and centrally held budgets with
a system whereby each client Directorate is directly in control of it’s own distinct
budget.
1.2
The Urban Vision role is complimentary to the Strategic Asset Management Planning
function of the Housing and Planning Directorate both in terms of the medium and long term
property strategy and also the monitoring of overall property maintenance condition and
“maintenance backlog” within the Asset Management Plan. This report draws on Asset
Management information in order to inform and make recommendations to the Housing &
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Planning Directorate. Similar reports have been presented to other property occupying
directorates.
1.3
The major challenge facing all Directorates is the decline in “real terms” of revenue
maintenance budgets over a long period of time and the consequent building up of a
significant maintenance backlog in those areas where external or other additional funding has
not been available. The recent re-allocation of previously central budgets to Directorates has
not altered the overall resource situation, but it does make clear to each Directorate how
critical the situation now is in certain areas.
1.4
As set out in previous annual maintenance programmes and reports the effect of
overall shortfalls is to greatly reduce amounts available for planned major repairs and
replacements. This is due to responsive repair and basic plant servicing being a “first call” on
budgets. Additionally, increases in the scope of servicing work imposed by legislation and the
effects of many years inflation have increased costs, such that only a small and rapidly
declining amount remains for planned works.
1.5
It is proposed in future years that following discussion between Urban Vision officers
and Directorate officers regarding the maintenance priorities, budget availability and resultant
advice, a formal report of this type will be put to each Directorate detailing the maintenance
situation and recommendations for the planned programme of works. A further report would
confirm the final agreed budget and programme which a Directorate wishes to proceed with.
Directorates need to consider and decide on the general level of delegation to be given to
Urban Vision in terms of discretion to manage agreed programmes within budgets and the
reporting and control protocols they require to be in place.
2.0
PROPERTY AND BUDGET DETAILS
Set out below are the essential statistics and facts in summarised form in respect of each
building group within this Directorate. It should be noted that Housing and Planning
Directorate holds the corporate office portfolio, which provides office accommodation for all
directorates. Additionally the Directorate is responsible for other miscellaneous operational
buildings and the management of the non operational estate.
2.1
Particular care should be taken with the “backlog maintenance” figures given below
which are for basic maintenance works only. They are taken from an inspection generally
on a 5 yearly basis and are the estimated cost of maintenance works due over the following 5
years. In reality for operational or other reasons clients may require much more extensive
works – but the figures given are indicative of the general condition of that group in
accordance with relevant guidance on work priorities.
Building Group
Civic Centre Complex and
Other Corporate and Operational
bldgs
Housing Shops / Parades of
Shops
Misc and Industrial
Directorate Total / Average
Number of
Buildings
Floor area
(m²) GIA
Backlog
(£)
37
48,675.95
2,243,214.
54
N/A
N/A
48,675.95
Excluded see Inv
Estate Strategy
Comment
2,243,214.
2 Markets plus
industrial estates
93
-
2.2
The above statistics alone do not give the complete picture in terms of determining
the true requirement for maintenance work or making appropriate decisions. The information
set out below will explain and interpret some of the more salient points.
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Civic Centre Complex
Comprising the Former Swinton Town Hall, Phase 2 Building, Unity House, Innovation House,
Elmstead House and Crompton House. There are many complex issues involving on-going
office re-location projects as well as plans for operational changes, however this report
concentrates on maintenance aspects only.
With respect to the former Swinton Town Hall a number of specific works are proposed. It
must be borne in mind that the building still has its original roof coverings, timber windows
and heating pipework which are approaching 70 years old. In terms of performance,
efficiency and costs to keep in repair then clearly these elements are far from ideal but are
generally sound in that they can be made to last for some time yet.
The more modern Phase 2 and Unity House buildings whilst being generally sound externally
have far more complex heating and ventilation systems which tend to have continuing
performance and maintenance problems. Past reports have highlighted the major issues with
the original system to the Phase 2 building whilst the original main cooling plant to Unity
House is likely to require replacement in the medium term. Many other interior aspects are
being attended to within office re-location schemes although considerable areas will remain to
be addressed.
Elmstead House is generally sound but its heating system fed via the former Police Station
plant room has become unreliable and problematic.
Crompton House was re-roofed (following long standing problems) in 2005 but its original
windows require replacement at major cost. The boundary wall has become dangerously
unstable and requires immediate re-building at a cost of approximately £15,000. In addition
work is urgently required to its electrical mains – although the remainder of the building not
yet re-wired to modern standards is likely to be covered by office re-location projects.
Due to the poor condition of lightning conductors at the Civic centre generally works to Phase
2 and Unity House have been commenced as a maintenance commitment – with other major
works remaining to be addressed.
Other Core Office Accommodation sites
These comprise Turnpike House Complex, Minerva House and Burrows House.
Taken together with the Civic Centre this is a very large area of office space – which taking
average likely future maintenance costs would require a maintenance budget considerably
larger than the current one. A large percentage of the space has been relatively recently
acquired or refurbished by externally funded initiatives - but the ongoing maintenance costs
for external items, heating systems and decoration etc will be considerable.
Of the many items currently or shortly requiring attention then the replacement roof to the
Turnpike House Vehicle Maintenance Building is by far the most urgent.
Other Corporate and Operational Buildings.
Proposed works to a number of other buildings are recommended – along with the
recommended additional servicing items suggested in 3.2 below to all buildings.
In respect of building such as Irlam Council Offices and Encombe Place Offices then a
decision is required as to whether maintenance works can be avoided by re-location of
services, although clearly some works cannot be postponed for a long period.
Investment Estate Buildings
Due to their age and nature of their construction (asbestos cement roofs etc) then many
industrial buildings are ready for major external refurbishment. Although generally let with
tenants responsible for repair then a number of vacant etc units require external repair and
decoration. To address this issue Urban Vision is developing a investment estate strategy
which will include recommendations to address maintenance out of improved income
generation.
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2.3 Existing Budget 2006/07
Summarised Existing Budget Details 2006/7 – Responsive / Planned split
Building Group
Civic Centre Complex
Other Corporate and Operational
Housing Shops
Misc and Industrial
Directorate Total
3.0
Total existing
budget –
previously
with shared
Corporate
budget.
£630,000
Amount
estimated for
responsive
repair and
essential plant
servicing to
existing level
£120,000
£250,000
£60,000
£70,000
£500,000
Remainder for any
planned
replacements or
extended service
£130,000
PROPOSALS AND RECOMMENDATIONS
3.1
Responsive Repairs and essential Plant Servicing
It is recommended that the above amounts comprising minimum reasonable
estimates for Responsive Repair and Plant Servicing be allowed within relevant budgets for
2006/7. Due to the nature of responsive repair and the aim to minimise these budgets then it
cannot be guaranteed that they will meet all possible requirements.
The areas covered by existing service contracts are
 Service of Oil and Gas Heating Systems
 Air Handling and Air Conditioning
 Water system treatment and monitoring and anti-legionella.
 Fire alarm and Emergency Lighting
 Lift Servicing.
 Electrical testing
3.2
Additional Preventative Maintenance
It is recommended that there be additional resources (or discussions leading to
agreement as to priorities) in respect of additional regular preventive maintenance work
necessitated by Legislation, Good Practice guidance and new technology as summarised
below. Figures are global amounts for all Housing and Planning) buildings unless stated
otherwise.
 £5,000 in respect of Lightning Conductor Regular Maintenance
 £12,000 in respect of Service Contract to all electrically operated, roller shutter and
similar doors under relevant legislation.
 £6,000 in respect of additional funding to ensure all 5 yearly electrical tests can be
completed.
 £30-40,000 for Type 2 asbestos surveys plus all managerial changes to meet
Asbestos Management Regulation Requirements
 Surveys and works to complete works required to ensure all glazing complies with
safety requirements £8,000.
It should be noted that a corporate allocation to deal with asbestos surveys is anticipated
3.3
Programme Maintenance
It is recommended that as far as possible a programme of works be carried out to
maintain or restore all buildings such that they are in the appropriate and safe condition for
their purpose.
In order to begin to deal with the maintenance backlog it is recommended that the projects in
the following table are those most in need of being addressed over the next year – together
with a budget estimate of likely cost, totalling £1.022m. The most urgent works are highlighted
in bold and total £164,000. It must be understood there is always a risk that other projects
may become more urgent or unforeseeable defects emerge during routine works such that
priorities may need to be amended.
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Building Category
CIVIC CENTRE COMPLEX
Building Works
Old Town Hall
Refurbish Toilets West Wing Old Town Hall
Decorations and flooring to corridors
Restore corridor etc rooflights
Phase 2.
Lightning Conductor repair works
External decoration (windows) – south facing higher priority.
Decorations and flooring to stairs, corridors and lobbies
Improve fire exit route to main staircase
Upgrade all toilets as carried out to GF central toilets 2005
Unity House
Suspended ceilings, lighting and carpeting to Ground and First Floor if
required to match standard applied to Second Floor.
Work to common parts including corridor doorsets and toilets.
Crompton House
Replace all original external aluminium windows.
Boundary wall rebuild
Plant and Engineering Works
Old Town Hall Replace emergency light fittings
Elmstead House. Provide new self –contained boiler plant and boiler
house within Elmstead boundary to replace system via original Police
Station boiler and pipework link.
Estimated Cost
£25,000
£15,000
£9,000
£25,000
£60,000
£32,000
£3,000
£65,000
£90,000
£12,000
£120,000
£15,000
£7,500
£40,000
Replacement of major parts to Air Conditioning / ventilation systems
generally beyond scope of Responsive Repair Budget.
£15,000
Crompton House. Work to electrical mains and full testing.
£35,000.
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OTHER CORE OFFICE SITES
Building Works
Turnpike House Complex
VMS Building Roof replacement
VMS – internal and external decoration in association with above
VMS Replace remaining original windows
Main office block replacement original steel windows
Main Office Block – externally insulated main roof should be of very
long life expectancy but leakages put this in doubt, Report may be
required on possible options.
£120,000
£9,000
£8,000
£150,000
£not known.
Plant and Engineering Works
Turnpike Main Office Building. Lift Installation major refurbishment.
Turnpike Inspection Office Boiler replacement and associated plant
Minerva House North Side. Boiler plant replacement
Irlam Council Offices . electrical safety works.
Pendleton House. Upgrade Fire Alarm and electrical mains.
Not yet known.
£5,000
£20,000
£3,500
£9,000
OTHER CORPORATE AND OPERATIONAL BUILDINGS
Building Works
Encombe Place Offices
Roof, high priority external wall repairs and external decoration
£33,000
Registry Office, “Kingslea”.
Renew boundary fencing
Refurbish Male Toilet
£3,000
£2,000
Pendleton House
Internal Decoration etc to common areas
£12,000
Wesley St Offices
Internal and external decoration
Salford Quays Operations Tower.
External repair and decoration
196 Station Road. Re-build boundary fence
£10,000
£10,000
£4,000
Plant and Engineering Works
No significant individual works.
Nil
HOUSING SHOPS
This budget only includes an amount in respect of responsive repair. A
survey has recently been completed and submitted to Housing and
Planning Directorate in respect of the overall maintenance condition of
the shop estate.
INDUSTRIAL BUILDINGS
Building Works
In respect of Industrial Estates and Buildings at Broadway, Choir Street,
Girton Street, Muslin Street and Neil Street then an amount has been
estimated for external repairs and fencing – excluding roof replacement.
Discussion and a decision is required in respect of how to proceed if
any works are required.
Amounts for replacement of asbestos roof areas and rainwater goods at
Broadway and Muslin Street are in addition.
Excluded see
comment re
investment estate
strategy
.
Plant and Engineering Works
No significant works.
Nil
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4.0
FINANCIAL IMPLICATIONS
4.1
Eighty percent of the budget (£500,000) is required to meet responsive repairs and
routine maintenance.
4.2
Quite clearly, with only £130,000 available for planned works (or extended services)
there are severe financial implications in terms of any programme of works, which
would address the substantial existing backlog – which in 2005 was £2.2M for
buildings in Housing and Planning control. (excluding investment estates and housing
shops)
Works in most need of being addressed over the next year identified in section 3 are
estimated to cost £1.022M and of these the most urgent are estimated to cost
£164,000
It must also be noted that there is additional preventative maintenance required for
H&S reasons which is estimated will cost £31,000 (excluding asbestos surveys
4.3
4.4
4.5
Whilst other directorates who hold buildings for their own occupation may allocate
additional funds for maintenance from other budgets the situation for Housing and
Planning is somewhat different. As stated in 2.0 above Housing and Planning hold
property occupied by other directorates, consequently it may not be appropriate for
Housing and Planning to adopt this approach.
Malcolm Sykes
Bill Taylor
Strategic Director Housing and Planning
Managing Director (Urban Vision)
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