HANWELL COMMUNITY CENTRE

Transcription

Hanwell Community Centre
Maintenance & Management Plan
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October 2014 [Issue 2]
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Architect
On behalf of Purcell ®
15 Bermondsey Square, Tower Bridge Road, London SE1 3UN
[email protected]
D
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ROBIN FLINDELL
www.purcelluk.com
All rights in this work are reserved. No part of this work may be reproduced, stored or transmitted in any form or by any means (including without limitation
by photocopying or placing on a website) without the prior permission in writing of Purcell except in accordance with the provisions of the Copyright, Designs
and Patents Act 1988. Applications for permission to reproduce any part of this work should be addressed to Purcell at [email protected].
Document Issue
Issue 1
(October 2014) -Ealing Council
Issue 2
(October 2014) -Ealing Council
Undertaking any unauthorised act in relation to this work may result in a civil claim for damages and/or criminal prosecution. Any materials used in this work
which are subject to third party copyright have been reproduced under licence from the copyright owner except in the case of works of unknown authorship
as defined by the Copyright, Designs and Patents Act 1988. Any person wishing to assert rights in relation to works which have been reproduced as works of
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Purcell asserts its moral rights to be identified as the author of this work under the Copyright, Designs and Patents Act 1988.
Purcell® is the trading name of Purcell Miller Tritton LLP.
© Purcell 2014
SH/cr/01.235455
CONTENTS
5
2UNDERSTANDING
2.1Description
2.2
Statutory Designations
2.3
Management & Use
2.4
Building Description
2.5Significance
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1INTRODUCTION
THE CURRENT SITUATION
4RISKS
4.1
Natural Factors
4.2
Human Factors
4.3
Funding and other resource issues
5
MANAGEMENT OF THE FACILITY
5.1
Identified management tasks
5.2
What every member of staff should know
5.3Maintenance
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6
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ACTION PLAN
7REVIEW
7.1
How the plan will be used and who will be responsible for it
7.2
How the plan will be reviewed and updated
7.3
Useful documents
7.4
Next Steps
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Hanwell Community Centre, October 2014
The scope of the Management and Maintenance Plan [MMP] is
to provide a robust framework for the ongoing management and
maintenance on a day-to-day basis for Hanwell Community Centre
to ensure that all the planned activities are safe for the users of the
facilities and the listed building’s long term future is protected.
The primary purpose of the MMP is the protection and
conservation of the listed building. This document will identify
what management and maintenance is required,
•
when to do it,
•
who will do it,
•
how much it will cost,
•
how to monitor the work.
A secondary aim is to ensure the safe use of the spaces by staff,
volunteers and visitors and to ensure there are the maximum
available opportunities to enjoy the spaces. As well as ensuring
the long term conservation of the listed building it is the aim to
improve access and optimise the potential for visitors to the site.
The preparation of the MMP has been carried out simultaneously
with the development of the Conservation Management Plan for
the Community Centre. Any MMP needs to be a live document
and should be reviewed at regular intervals – especially when
there are any changes to the physical nature of the building or
significant changes to the management of the site. Accordingly, it is
recommended that this report is updated on a 5 yearly basis.
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The plan is designed to help the Community Centre care for
its heritage, to think about resources and hopefully ensure that
recurring problems do not arise again in the future.
1 INTRODUCTION
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1 INTRODUCTION
2 UNDERSTANDING
2.1DESCRIPTION
The statutory designations mean that all alterations, to the interior
and exterior of the building, including the erection of signage, are
subject to approval to listed building consent for which applications
to the local authority and conservation officer must be made.
Advice should be sought from these parties prior to carrying out
of works and submission of applications.
Note that this may extend to external fixtures, fittings and features
such as paving, balustrading, fencing etc which may contribute to
the building’s and conservation area’s character.
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The housing estate surrounds the site on all sides, although
Cuckoo Park provides a substantial area of open green space
separating the building from the high density residential areas to
the east, west and south. Situated on a small hill and by virtue of
its height and its tower, the building has a sense of monumentality
in comparison to the low-rise housing which surrounds it. The
topography of the area allows for long range views across the
valley towards the hills to the north and is characterised by areas
of concentrated suburban development dotted with mature trees
and green spaces. The tower of the Community Centre is visible
from numerous vantage points around the surrounding areas
including Castle Bar Park railway station, Cuckoo Avenue and Hall
Drive .
in 1995 and is characterised by the surviving interwar London
City Council housing estate which was built as a ‘garden suburb’
between 1933 and 1939.
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Hanwell is located between the towns of Ealing and Greenford,
in the central part of the London Borough of Ealing. Hanwell
Community Centre is situated in the heart of the Cuckoo Estate,
a large interwar housing estate built onto land once owned by
the former school and the nearby Cuckoo Farm. The Community
Centre is approached from the north via Cuckoo Avenue, formerly
the carriageway which led to the school entrance. This tree lined
avenue helps to preserve this view of the building and its historic
character.
2.2
STATUTORY DESGINATIONS
Hanwell Community Centre is designated as Grade II listed. These
are defined as buildings which are “nationally important and of
special interest” .
Hanwell Community Centre is located within the Cuckoo Estate
Conservation Area. This Conservation Area was first designated
2.3.1
MANAGEMENT SYSTEM
The site is owned and managed by Ealing Council and provides
office, sports and studio facilities for numerous local groups and
professional tenants.
2.3.2
CURRENT USES
The building has been in use as a community centre since
1938 (officially adopted in 1945), and continues to offer a
varied programme of daily classes and clubs which make use
of the various facilities and applied arts studios in the building.
Furthermore, the centre provides office accommodation for
various tenants in addition to meeting rooms and a nursery which
occupies the ground floor of the west wing.
1 Introduction
BUILDING DESCRIPTION
2.4.2INTERIOR
The existing building comprises the surviving central block
(including the surviving sections of the east and west wings), clock
tower, dining hall and basements of the former Central London
District School. The building sits within a small area of parkland
known as Cuckoo Park and benefits from the survival of the tree
lined carriageway in the form of Cuckoo Avenue which approaches
the building from the north.
EXTERIOR
The building was erected by Messrs. Brass and Son in 1856-58 to
designs by architects Tress and Chambers. Constructed of yellow
stock brick, the central block of the building is three storeys high
and nine bays wide; it is flanked on either side by two seven bay
wing blocks. Behind the main block is the clock tower and moving
further south is the single storey sports hall.
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The principal ground and first floors are serviced by the generous
primary staircase, while access to the second floor and attics can
only be gained via a narrow spiral staircase and through a later
staircase inserted above what is now the badminton courts (the
former Chapel). The ground and first floors appear to be largely
unchanged from their 1857 layout, with the exception of the
shower and W/C facilities inserted on the ground floor in 2009
and the loss of some internal walls to the first floor wings.
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The building as originally constructed was considerably larger than
the section which survives today, which represents the central
sections and portion of the dormitory wings only. These have
since been demolished with the resulting apertures in-filled with
rendered brickwork.
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2.4
2.4.3
CUCKOO PARK AND SURROUNDING LANDSCAPE
Cuckoo Park is all that remains of the land which once serviced
the Central London District School. The park and farmland
surrounding the school allowed it to be largely self-sufficient; the
1857 description of the school contained references to a large
‘Artesian Well’ , pump rooms, a Gas House, subsiding tanks (for
waste) and a farm.
Access to the site was gained not only via the grand avenue to the
north (now Cuckoo Avenue) but also via an entrance road to the
west of the site. This road no longer exists although a footpath
linking Greenford Avenue and Westcott Crescent to the southwest
of the existing building seems to follow the line of the old road.
This road ran past a now lost Lodge, behind the school buildings
and eventually led to the Receiving Block to the east of the school.
2.4.4
CAR PARK
2.5SIGNIFICANCE
Located immediately in front of the main entrance to the building,
the car park is an obviously modern feature built over what were
once landscaped gardens.
REST GARDEN
The significance of Hanwell Community Centre is rooted in
its status as a rare survival of a 19th century ‘District School’
coupled with the quality of the surviving historic structure and its
associations with various prominent persons. These include Charlie
Chaplin, William Tress and the band members of Deep Purple, Led
Zepplin, The Who and numerous other bands originating in the
Hanwell area during the late 1960s and 70s.
The building has functioned as community centre for almost as
long as it existed as a District School, and is a significant fixture
both in the lives of the local community and as a feature in the
landscape. The building is of high quality construction and although
it has undergone a degree of internal modernisation, surviving
decorative features are of high quality and hold the potential for
restoration.
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As previously noted, the ground in front of the school has been
built up on the west side, blocking and in-filling the west entrance
to the basement tunnel. The east tunnel entrance is extant and
the ground drops away on the eastern side of the car park to a
level similar to the historic ground level. The car park is enclosed
by mid-late 20th century wire fencing and steel mesh gates, both
topped with barbed wire. The areas surrounding the car park are
well planted with specimen trees. The western side of the car
park contains a number of large refuse bins and more wire mesh
fencing, this time enclosing the 20th century fire escape.
2.4.5
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2 UNDERSTANDING
The Cuckoo Park Rest Garden is presumed to date from 1901,
when a granite drinking fountain erected to the memory of Mr
W. H. Hall, Superintendent of the Central London District School
(1888 – 1900) was installed by ‘the staff of the Institution’ . The
fountain remains in situ in the park; though it has been damaged
and it is unknown whether this is the fountain’s original location.
Furthermore, the partial survival of the school’s parkland in
the form of Cuckoo Park and the nearby Cuckoo Avenue
provide appealing areas of green space within the largely urban
surroundings of Hanwell is significant. The park also contains
potential archaeological evidence relating to the historic school
which have the potential to further increase the site’s heritage
value.
2 Statutory Designations
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3 THE CURRENT SITUATION
The site currently has four full time staff members;
• a duty manager,
• an administration officer
• two caretakers who work on a rota basis.
Current facilities on site are considered adequate for most of
the activities held currently, although it is generally accepted that
if the Centre is to expand its offer to the local community they
will need to organise a number of improvements. These were
identified by stakeholders as;
•
•
•
•
The consensus is that the general maintenance regime is adequate,
however only essential works are covered. The boiler system was
upgraded when the building was last refurbished. In a few areas the
décor of the building has not been invested in for some time.
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There is also a site manager who works part time on the site,
spreading their time between two other centres and Hanwell
Community Centre.
The centre has enough staffing to meet current demand, however
this may need to be increased if the centre increases activities. The
maintenance regime is also considered adequate, although only
the essential works are undertaken. A general rota is in place that
establishes the basic maintenance routine whilst more specialist
or technical maintenance identified is referred back to the council
who send out professionally qualified operatives to rectify issues
for tasks that their in-house engineers are unable to complete.
Maintenance works are recorded in a log book to provide future
operatives with the background of any issues.
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A consultation of stakeholders was undertaken to review and
assess current management and maintenance of the site. The following overview describes the situation.
improving and enlarging the Kitchen facilities,
introducing a café area,
improving and adding features to the centre that improve
access for less able visitors including providing a lift, stair lift
to first floor and ramps, to either wing on the first floor,
a disabled WC would be welcome.
The park is of concern as it is large, under maintained and has
become defensive in nature discouraging the public from using the
space. The basement has suffered from damp for some time now
and is currently managed to mitigate harmful affects.
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NATURAL FACTORS
There are a number of risks associated with naturally occurring
influences on the site outlined below.
The known natural risk factor is continuing issues with damp in
the basement. Works have been carried out on the drainage to
ease the problem, but damp and water still permeates into the
basement areas. This impacts on the rest of the ground floor of the
building which could lead to further issues.
4.2
HUMAN FACTORS
Vandalism is also a risk for the Centre. Having such an extensive
building in close proximity to a large population centre increases
the likelihood of vandalism. Regular checks around the outside of
the building and checking the building is otherwise secure can help
mitigate the chances of intruders to the building, whilst ensuring
that the external grounds are kept in reasonable condition will
help make the building feel occupied.
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The building itself is a lot taller and isolated from neighbouring
buildings. The exposed location makes the building particularly
vulnerable to stormy weather where wind, rain and lightning can
strike the building.
The failure of building services is also a risk. Antiquated heating
and servicing provisions could lead to a number of consequences.
A lack of heating during the winter can lead to damp and mildew
growth whilst burst pipes can cause damage to finishes and
potentially underlying structures in the building.
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4.1 4
Fire risks associated with electrical equipment need to be checked
with PAT testing.
4.3
There are a number of risks associated with human activity
outlined below.
Fire is a risk to any large, old public building. In this case, the
Community Centre can potentially host a range of activities at any
one time involving multiple groups. A challenge will be monitoring
these groups by the building management to ensure that dangerous
electrical equipment, practices or substances are not brought
into the building. It also will be necessary to ensure that regular
fire tests, drills and procedures are reviewed to ensure their
effectiveness. Regular checking of all electrical items, services and
fire detection systems will be necessary to help mitigate the risk of
fire breaking out.
FUNDING AND OTHER RESOURCE ISSUES
A main financial risk for the Centre is having to outlay large sums
of expenditure with short notice if, for example, the building
services fail or the roof needed repairing after stormy weather.
To mitigate this risk a sink fund from proceeds of hiring out the
building could be set up to at least part fund emergency works if
they arise.
As a longer term proposal, a member of staff who manages events
would ideally be able to market the building successfully to help
with revenue for the business. Any profit could be reinvested into
the building to ensure its sustainable upkeep for years to come.
RISKS
5.1
IDENTIFIED MANAGEMENT TASKS
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As far as we can see, the following tasks need to be carried out. The existing management structure at the centre should
ensure that these tasks are delegated to the appropriate member of existing staff and, where appropriate, new members of
staff as necessary.
Maintenance Schedule for Hanwell Community Centre
TASK
FREQUENCY
Day to day responsibility for running the building
Plan the activities on site.
Decide what visits will be allowed
Daily
1 [+1 reserve]
1 [+1 reserve]
As required
1 [+1 reserve]
As required
1 [+1 reserve]
As required
1 [+1 reserve]
Daily
1
Daily
1
Assist with security, locking and unlocking of building to fit in with operational requirements
As required
1
Day to day responsibility for the routine checks identified in this MMP
Daily
1 [+1 reserve]
Making regular inspections of the building, identifying and logging defects
As planned
1 [+1 reserve]
Arrange for remedial works as required
As required
Liaising with the conservation officer and local authority planning department. This should be an in-house
member of staff; where suitable experience is not available however, the Centre should consider using an
As required
external consultant on a retained, pre-arranged basis to manage the statutory process of undertaking works to
a listed building.
1 [+1 reserve]
Ensuring safe and appropriate operation of the facility
Manage bookings of the facilities
Marketing the centre
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STAFF
Daily and as required
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Accept or reject requests for hiring the spaces
SUGGESTED No.
1
5.2 5 MANAGEMENT OF THE FACILITY
WHAT EVERY MEMBER OF STAFF SHOULD KNOW
As a basic checklist each member of staff should be familiar with,
the following should also be kept to hand in an emergency format.
Familiarisation with this information should be made part of any
staff induction.
A checklist of emergency phone numbers to include as a minimum:-
•
•
•
•
•
•
•
•
Emergency number for the security alarm system monitors and
the code word to cancel a false alarm.
Emergency number for the fire alarm system [if different from
the security system] and the procedure for cancelling a false
alarm.
Emergency contact number for the local police.
Emergency contact number for the local hospital.
Contact number for the Duty Manager.
Contact number for the Assistant Manager.
Call out number for an electrician familiar with the building.
Call out number for a heating engineer familiar with the
building.
Call out number for a plumber with knowledge of the building.
5.3MAINTENANCE
There are numerous reasons to carry out regular maintenance
within the site, particularly given the Grade II status of the building.
Thorough and well-planned preventative maintenance can:
•
•
•
•
Upkeep a building’s appearance
Extend the life of the building and its materials
Prevent the loss of or damage to original fabric
Help to prevent large-scale repair works and therefore large
repair bills.
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A note setting out the procedure for opening up and closing
the building down. This will become second nature to managers,
however other members of staff may need to be available to do
these functions from time to time.
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A note setting out the provisions of the risk assessment with
regard to fire. This is likely to take the form of a limit on numbers
for various different types of activity and in the different spaces.
The general manager will need to be sure that the numbers in any
events are properly controlled and that all fire exits and gangways
are clear in accordance with regulations. Any constraints identified
by regulators should be freely available for reference in the office.
A regular routine of maintenance inspection should be carried
out annually and, where appropriate, more often – particularly
after storms or periods of bad weather when built fabric can be
negatively affected. Following this logic, the best time to carry out
inspection to roofs and rainwater goods is after a heavy rainfall as
this allows for a clear inspection of the effectiveness of coverings
and dispersal systems.
A member of staff at the centre should be given responsibility
to seek out conservation contractors for specialist work, or if
necessary, use an external consultant to determine the extent of
repairs and maintenance. The local conservation officer will need
to be consulted as part of any works that alter the appearance or
character of the building.
INDICATIVE WORKFLOW DIAGRAM
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The building is protected by its’ listed status. The diagram below
describes the route that must be followed to ensure works to the
building are legitimised via the local authority.
In case of defect
record its nature
and location in
maintenance log book
Determine nature
of action
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Visual inspection
does not require
consultation
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Consult local authority
conservation officer and
heritage advisor to determine
requirement for approvals.
Arrange for repairs to be
carried out by suitably
qualified and experienced
contractors
6 ACTION PLAN
FIRE RISK
The building is Grade II listed, therefore all areas of the building,
whether original or later additions, are covered by the listing. It
is therefore advised that the local authority conservation officer
is included in discussions before any work is carried out. Section
5.2.3 of the CMP has further detail.
It is understood that there is a fire strategy in place in the building.
This must be reviewed and audited to include all detector devices,
signage, evacuation procedure, compartmentation [including fire
doors and smoke seals] and extinguishers by a suitably qualified
fire engineer.
The following list is not exhaustive and should be used as a guide
only. The centre should contact a conservation officer or consult
an external heritage consultant or Architect in any event when
work is needed to these areas.
roof repairs involving original slates / coverings,
brickwork / stonework,
windows,
joinery - doors and architraves,
floor sructure and decking,
replacement / repairs to cast iron drainage,
architectural metalwork [balustrades etc].
ROUTINE REPAIRS
The following could be considered as routine repairs / low impact
that may be able to be carried out without consent, however the
conservation officer must be consulted to confirm this.
Note that visual inspections do not require consent.
•
•
•
•
•
•
CLEANING PRODUCTS
Certain modern cleaning products can be harmful to old buildings,
particularly if the product has not been designed to be used on
them. It is recommended that cleaning product providers be
identified and reviewed with a heritage advisor for their suitability.
PLANNED PREVENTATIVE MAINTENANCE PLAN
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•
•
•
•
•
•
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SPECIALIST REPAIRS
repairs to light fittings,
electrical points,
decorations within modern areas [consult the CMP],
adjust / refix radiators [to existing locations only],
clearing of gutters,
repair broken window panes [except large cast iron frames to
front elevation].
The maintenance actions shown on the attached sheets should be
taken as the basis of a routine to maintain the fabric of the building.
In addition, a five yearly inspection and survey of the whole building
should be carried out to assist with the five yearly review of the
MMP. It will identify new areas of risk and inform the strategy for
the maintenance and management of the building for the following
five years.
item
frequency
description
Responsibility Action
Roof covering
annually and after adverse
weather
Maintenance
Manager
Rainwater goods
annually after autumn and
adverse weather
note any damp patches internally, inspect roof from windows and
ground for dislodged coverings
note any damp patches internally and externally, inspect rainwater
goods from windows and ground for secure fixings and leaking joints.
Cost - all
on an
annualised
basis
weather
Windows
Timber
annually
Cast iron
annually
Guarding
annually
Doors
Internal / External
All
monthly
Steel Fire escapes monthly
Clear gutters requiring specialist access i.e cherry picker
check that they are securely fixed, not dislodged or stolen
Maintenance
Manager
Maintenance
Manager
check panes, check opening parts for operation and security, check
Maintenance
cills, parting beads, meeting rails, heads for decay
Manager
check panes, check opening parts for operation and security, check for
Maintenance
signs of decay. Every 10 years specialist access required i.e cherry
Manager
picker for repainting to match existing colour
check sufficient guarding / restrictors are in place at high level internally Maintenance
and its secure fixing
Manager
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Flashings & leadwork
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MAINTENANCE
Roofs
check locks, signage, glazed panels, check for signs of decay, check
operation of hinges / closers particularly on fire doors
check metal work, treads, guarding and balustrades etc for signs of
decay, check for secure fixings to surrounding masonry and ground.
Every 5 years specialist access required i.e cherry picker for repainting
to match existing colour
Maintenance
Manager
Maintenance
Manager
Masonry
Pointing
18
annually
inspect from ground level areas of pointing for defects
Purcell
Maintenance
Manager
Note location of nil
defect in
maintenance log,
nil
consult heritage
advisor regarding
extent of repairs. nil
Liaise with local
authority
conservation
officer to
determine if
proposals are
acceptable.
Arrange for
nil
nil
nil
repairs as agreed
with local
nil
authority. Long
term issues to be
identified for nil
consideration as
part of annual /
five yearly
nil
review
6 ACTION PLAN
Cost - all
item
frequency
description
Ventilation
annually
check that ventilation bricks are in place and clear of obstructions
Brickwork
annually
check for loose brickwork
Stonework
annually
check for spalling and other signs of decay, check for secure fixings,
loose stone work and pointing
Vegetation
annually
check for signs adjacent leaking gutters/roofs etc.
Paving & carpark
monthly
check for broken / proud / protruding paving slabs
Services / cables
annually
check for secure fixings, corrosion and leaks
on an
annualised
basis
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MAINTENANCE
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External
check for movement and secure fixings, check for corrosion and
Railings
annually
Copings
annually
Vegetation
monthly
Decorations
annually
Clock
annually
check mechanism operation, check for signs of corrosion
Landscaping
annually
check trees for signs of decay
decorations
check for loose copings and secure pointing
check for overgrowth and maintain at manageable level
check for corrosion, every 10 years repaint - specialist access may be
required for high level working
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Purcell
nil
Note location of
defect in
nil
maintenance log,
consult heritage
nil
advisor regarding
extent of repairs.
nil
Liaise with local
authority
conservation
officer to
determine if
nil
nil
proposals are
acceptable.
nil
Arrange for
repairs as agreed nil
with local
authority. Long nil
term issues to be
identified for TBC
consideration as
part of annual / nil
five yearly
nil
review
6 Impact Assessment
item
frequency
description
monthly and after adverse
weather
check for discolouration / efforescence / algae growth / flaking finishes.
Maintenance
Consider uses in the basement i.e kilning may be more damaging to
Manager
masonry through continual dry / wetting cycle when in operation
Cost - all
on an
annualised
basis
Basement water
ingress to walls and
floor
20
annually
Water ingress
[general]
weather
Finishes
annually
Joinery
weekly
Ironmongery
annually
Architraves
annually
Skirting
annually
Floors
annually
Floor structure
annually
Stair nosings
annually
check for soundness of structural elements [ties, truss, purlins etc] and
decay
check for dampness in ceilings and around external openings in walls.
Check for mould / vegetation
Maintenance
Manager
Maintenance
Manager
Maintenance
check for peeling / flaking finishes
Manager
Maintenance
check doors for operation and locking
Manager
Maintenance
check operation and secure fixings
Manager
Maintenance
check for wear and tear, fixing and finishes
Manager
Maintenance
check for wear and tear, fixing and finishes
Manager
Maintenance
check for wear and tear, fixing and finishes, loose finishes / protrusions
Manager
Maintenance
check for loose boards, loose fixings and movement.
Manager
Maintenance
check securely fixed, visually contrasting
Manager
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Roof and structure
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MAINTENANCE
Internal
Purcell
Note location of
defect in
nil
maintenance log,
consult heritage
advisor regarding
nil
extent of repairs.
Liaise with local nil
authority
conservation
officer to
determine if
nil
nil
proposals are
nil
acceptable.
Arrange for
with local
authority. Long nil
term issues to be
identified for nil
consideration as
nil
part of annual /
five yearly
nil
review
6 ACTION PLAN
Cost - all
item
frequency
description
Services
annually
check pipework joints, leaks, finishes are sound
Radiators
annually
check operation and secure fixings, adjust valves
on an
annualised
basis
electrical fittings
annually
lighting
annually
FF&E
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MAINTENANCE
PAT test fixed appliances, check operation, secure fixings, secure
conduits and wireways, check condition of faceplate
check operation and secure fixings and support frameworks
weekly
check operation of flush, taps, secure fixings to wall
Cubicles
weekly
check secure fixings of partitions, check opening / locking of doors
Kitchen units
weekly
Services
annually
Fire panel
weekly
Lightning
Protection
Stair balustrades
& Handrails
Fixed furniture
annually
weekly
annually
D
R
Sanitaryware
check kitchen units and doors for soundness and operation
routine testing of boilers, HWC, electricity distribution boards etc
check fire alarm at regular intervals
check for corrosion, secure fixings and connectivity
check for secure fixings, finishes. Check gaps for conformity with
building regulations
check reception desk for operation, finishes and secure fixings.
Purcell
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
Maintenance
Manager
defect in
maintenance log, nil
consult heritage
advisor regarding TBC
extent of repairs.
Liaise with local nil
authority
conservation
officer to
determine if
nil
nil
proposals are
acceptable.
nil
Arrange for
repairs as agreed
nil
with local
authority. Long nil
term issues to be
identified for nil
consideration as
five yearly
nil
review
6 Impact Assessment
Cost - all
MANAGEMENT
General daily
Daily on opening up
routine
22
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
General daily
routine
Daily on opening up
description
Unset alarms and unlock doors in normal daily use
Duty &
Maintenance
Manager
Walk round the inside building to check for any signs of leakage, forced Duty &
entry, damage, vandalism etc
Maintenance
Manager
Check doors for any signs of forced entry or tampering
Duty &
Maintenance
Manager
Check status of alarm systems (fire and security) for indication of faults Duty &
Maintenance
Manager
Check diary to see what visits are proposed and or what workmen are Duty &
expected and prepare as necessary
Maintenance
Manager
Check Building Management system for any faults or incidents
Duty &
Maintenance
Manager
Check visitor facilities for cleanliness and ensure that all sanitary ware Duty &
and fittings are in serviceable order and supplies of paper, towels and Maintenance
Manager
soap are adequate
Check that fire escape doors are useable and free of obstruction
Duty &
Maintenance
Manager
AF
T
frequency
D
R
item
Purcell
on an
annualised
basis
defect in
maintenance log,
consult heritage nil
advisor regarding
extent of repairs.
nil
Liaise with local
authority
conservation
nil
officer to
determine if
proposals are
nil
acceptable.
Arrange for
with local
authority. Long
term issues to be nil
identified for
consideration as
five yearly
review
6 ACTION PLAN
item
frequency
description
Cost - all
on an
annualised
basis
MANAGEMENT
General daily
Daily on opening up
Check that first aid and fire fighting equipment is in its correct locations Duty &
routine
routine
General daily
routine
Daily on shutting down
General daily
routine
General daily
routine
General daily
routine
Fire
Weekly
Security
Weekly
Management
Weekly
Security
Weekly
Check round and secure all exits to the premises.
AF
T
Maintenance
Manager
Check that all personnel have left the premises
Duty &
Maintenance
Manager
Check that all lights are turned out
Duty &
Maintenance
Manager
Turn heating system into 'building unoccupied' condition
Duty &
Maintenance
Set alarms and lock final exit door
Duty &
Maintenance
Manager
Carry out routine test of the fire alarm installation
Maintenance
Manager
Carry out random test of movement detectors to ensure security
Maintenance
system is effective
Manager
Maintenance
Walk round the building to ensure that all lights and illuminated exit
signs are in good working order and organise replacement bulbs where Manager
necessary
Walk round the exterior of the building to check for any signs of
Maintenance
damage or vandalism that might affect the operation of the centre
Manager
D
R
General daily
Maintenance
Manager
Duty &
Purcell
nil
Note location of
defect in
maintenance log, nil
consult heritage
advisor regarding
extent of repairs.
Liaise with local
authority
conservation
officer to
determine if
proposals are
acceptable.
Arrange for
repairs as agreed
with local
authority. Long
term issues to be
identified for
consideration as
part of annual /
five yearly
review
nil
nil
nil
nil
nil
nil
nil
nil
6 Impact Assessment
item
frequency
description
Cost - all
on an
annualised
basis
MANAGEMENT
Fire
Monthly
Maintenance
effectively when the power fails
Manager
Weekly
Flushing of water to prevent legionella
Maintenance
Mechanical
Quarterly
Manager
Check on mechanical plant as to the cleaning and replacement of filters Maintenance
Fire
Quarterly
Fire
Quarterly
Fire
Quarterly
Mechanical
Half yearly
Electrical
Annually
Electrical
Annually
and other in house routine maintence tassks
General check around all storage and back of house areas including
plant spaces to ensure that they are clean and tidy and are not adding
unnecessarily to the fire load of the building
Carry out test fire evacuation drill with all staff and where possible a
selction of volunteers present. This should involve the complete
evacuation of the building and assembly at the designated point and a
check of the list of expected numbers in the building
Routine visit by Fire Alarm company to test a random selection of
smoke detector heads and to carry out routine replacemernt of old
heads as necessary
Routine visit by heating specialist responsible for the boiler/heating/air
handling systems for routine service
Routine visit by electrician to check over the safety of the systems and
to ensure all distribution boards and circuit breakers are in good
working order
Annual PAT tyest of portable equipment
Electrical
Annually
Full discharge of emergency lighting system and test of its effectivness
24
D
R
Water
AF
T
Test of the emergency lighting system to ensure that this is working
Purcell
Manager
Maintenance
Manager
Duty manager
Specialist
contractor
Specialist
contractor
Specialist
contractor
Specialist
contractor
Specialist
contractor
Note location of
nil
defect in
maintenance log,
consult heritage
advisor regarding
extent of repairs.
Liaise with local
authority
conservation
officer to
determine if
proposals are
acceptable.
Arrange for
repairs as agreed
with local
authority. Long
term issues to be
identified for
consideration as
part of annual /
five yearly
review
nil
nil
nil
TBC
TBC
TBC
TBC
TBC
6 ACTION PLAN
item
frequency
description
Cost - all
on an
annualised
basis
Check over of office equipment to ensure it is safe and serviceable
H&S
including the cleaning of keyboards and telephones, checking of seating
positions, adequacy of task lighting etc
Check that necessary first aid qualifications of staff are up to date and duty manager
Management
Annually
Management
Annually
Management
Mechanical
Annually
Annually
H&S
Annually
Fire
Weekly
Management
Annually
Management
Annually
Management
Annually
that necessary first aid equipment is on hand, in date and in good
working order
Review of cleaning procedures, cleaning rotas, cleaning equipment and
possible need for replacement
Review of the physical condition of the building. Adding any areas that
need maintenace work, replacement of fittings and fixtures or
redecoration to the works list for the coming year
Review of insurances for the space and public liability
Inspection and testing of water systems for possible legionella infection
and sterilising the system as necessary
Routine testing, cleaning and servicing of the kitchen and bar
equipment.
Routine annual check of all fire fighting equipment and replacement as
necessay
Carry out a review of the previous 'Fire Risk Assessment' and ensure
that this is up to date and still relevant. Amend as necessary
D
R
Annually
AF
T
MANAGEMENT
H&S
Annually
Downloading the data from the Building Management System (or any
other systems that store relevant data ) for archiving and ensure that
instruments are recalibrated where necessary.
Review the Management and Maintenance Plan. Does this remain
relevant or should it be adjusted.
Purcell
duty manager
nil
Note location of
defect in
maintenance log, TBC
consult heritage
duty manager
General /
Maintenance
Manager
duty manager
Specialist
contractor
Specialist
contractor
Specialist
contractor
duty manager
duty manager
with specialist
advice
duty manager
advisor regarding
extent of repairs.
Liaise with local
authority
conservation
officer to
determine if
proposals are
acceptable.
Arrange for
repairs as agreed
with local
authority. Long
term issues to be
identified for
consideration as
part of annual /
five yearly
review
nil
TBC
TBC
TBC
TBC
TBC
nil
nil
nil
6 Impact Assessment
item
frequency
description
Cost - all
on an
annualised
basis
Carry out a trial evacuation of the building when occupied to check
Fire and H&S
actual effectiveness of the evacuation procedure and how long it takes
to clear the space
Check fire extinguishers by suitably qualified operative
Maintenance
Electrical
Five yearly
Mechanical
Five yearly
Surveyor
Five yearly
Carry out a complete electrical test of the whole of the installation in
the building. This should note the condition of the systems and make
recommendations for any necessary repair of replacement work. This
should provide a list of works categorised as urgent, or to be
completed within one, two or five years. This should form the basis for
planned work over the next five year period
Manager
Specialist
contractor
Carry out full inspection of the mechanical heating, hot and cold water Specialist
contractor
services. This should note the condition of the systems and make
recommendations for any necessary repair of replacement work. This
should provide a list of works categorised as urgent, or to be
completed within one, two or five years. This should form the basis for
planned work over the next five year period
Arrange for a detailed inspection by a surveyor or an architect to set Specialist
out the physical condition of the space and its fixtures and fittings. This contractor
should provide a list of building works internal and external categorised
as urgent, or to be completed within one, two or five years. This
should form the basis for planned work over the next five year period
26
duty manager
D
R
Annually
AF
T
MANAGEMENT
Fire and H&S
Annually
Purcell
Note location of
nil
defect in
maintenance log, TBC
consult heritage
advisor regarding TBC
extent of repairs.
Liaise with local
authority
conservation
officer to
determine if
proposals are
TBC
acceptable.
Arrange for
repairs as agreed
with local
authority. Long
term issues to be
identified for TBC
consideration as
part of annual /
five yearly
review
6 ACTION PLAN
item
frequency
description
Cost - all
on an
annualised
basis
Management
Management
Five yearly
Combine the surveys into a complete work programme for the next
five year period to combine with the current annual programme of
work and replacement.
Complete a review of all the service contracts (Lifts, alarms, pumps,
AF
T
MANAGEMENT
Surveyor and
Five yearly
D
R
boliers, electrics, fire extinguishers etc) to ensure that these still
represent value for money. Carry out a retendering exercise if
necessary.
Management and Note location of TBC
Specialist
defect in
contractor
maintenance log,
duty manager
nil
consult heritage
advisor regarding
extent of repairs.
Liaise with local
authority
conservation
officer to
determine if
proposals are
acceptable.
Arrange for
repairs as agreed
with local
authority. Long
term issues to be
identified for
consideration as
part of annual /
five yearly
review
£TBC
Annual cost
Purcell
6 Impact Assessment
AF
T
D
R
28
HOW THE PLAN WILL BE USED AND WHO WILL BE RESPONSIBLE FOR IT
7.3 DOCUMENTS TO BE REFERENCED WITH THE MMP
This management and maintenance plan should be read in
conjunction with :•
•
7.4 The Conservation Management Plan
The operating and maintenance manuals for the mechanical
and electrical plant which will be installed in the space.
NEXT STEPS
D
R
This plan will be adopted by Hanwell Community Centre as a basis
for the management and maintenance of the building.
The plan will be used by the Duty Manager as the basis for setting
the daily duties of his staff and as a check list to ensure that
appropriate maintenance contracts are set up and that these are
being properly carried out.
The Duty Manager will take responsibility for ensuring that all
members of staff are familiar with the key elements of the plan
and are aware of their responsibilities within this framework. The
General Manager will also take responsibility for ensuring that all
people working in the building receive an appropriate induction.
The routine nature of the work covered by the maintenance
plan should be integrated with the items of less routine repair
work. This will include things like the replacement of furniture,
the redecoration of areas, minor repairs to building fabric and
replacement of equipment, minor alterations to the structure etc.
This should all form part of a planned programme of work which
can be reviewed and budgeted for annually within a longer term
five year plan framework.
Responsibility for the plan in day to day terms will be that of the
Duty Manager. The plan should be reviewed and endorsed annually
by the wider building team.
intervals. This will be in with reference to the proposed five
yearly inspections and survey of the building, structure and plant
equipment. The plan will also need to react to changing business
plans and legal frameworks as time passes as well as different
operating methods.
AF
T
7.1 7 REVIEW
7.2 HOW THE PLAN WILL BE REVIEWED AND UPDATED
The plan will need to be reviewed annually to ensure that it is
the most appropriate and up to date with current legislation and
the general operation of the building. The maintenance work
should be viewed in conjunction with other work planned for the
forthcoming year to ensure that where possible work is done
efficiently making best use of access provisions, closure periods etc.
The plan should be completely reviewed and revised at five year
The MMP is designed to identify what maintenance and
management is required, when to do it, who will do it, how much
it will cost and how to monitor the work. The document does
not however provide a basis from which repair works can be
undertaken without consulting the local conservation officer due
to the buildings listed status.
The next step to streamline management of the site could be to
consider a Heritage Partnership Agreement. The scope of an HPA
is detailed in section 5.2.4 of the Conservation Management Plan.
This type of agreement sets out a series of repairs/ interventions
pre-agreed with the local authority that can be carried out without
the need or requirement for listed building consent, and others
that may require it. The immediate benefit for the centre would be
the certainty that a list of works can be done in a pre-agreed way
without the delay involved with consulting the local authority.
AF
T
D
R
Hanwell Community Centre, Maintenance & Management Plan, October 2014 [Issue 2]

HANWELL COMMUNITY CENTRE

Transcription

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