Archived decisions
Hampshire County Council
Executive Member for Policy and Resources Item
13 November 2003
Risk Management Strategy for the Built Estate - Annual Review 2003/4 Report by the Director of Property, Business and Regulatory Services
|
Contact: Andrew Smith Ext: 7826 email: [email protected]
Approved by: |
.......................... |
Date of decision: |
......................... |
Councillor T K Thornber |
BLCP1003J
Hampshire County Council
Buildings, Land and Contracts Panel Item
24 October 2003
Risk Management Strategy for the Built Estate - Annual Review 2003/4
Report by the Director of Property, Business and Regulatory Services |
Contact: Andrew Smith Ext: 7826 email: [email protected]
With the concurrence of the Leader under Section 100 (B) (4) (b) of the Local Government Act 1972, this matter is included on the agenda to highlight the changes to the County Council's risk management strategy for the built estate.
1 |
Summary |
1.1 |
The County Council's risk management strategy for the built estate was reported to the Executive Member for Policy and Resources on 16 October 2002 and 12 June 2003. This report highlights changes from the previous year's risk register, confirms the current strategic threats and summarises actions required to improve performance. Outcomes from the annual review will provide the agenda for management action and executive decisions over the next 12 months. |
2 |
Background |
2.1 |
Established in 1998, the risk management strategy for the built Estate identifies risk associated with Landlord activities, the risk control available to reduce the risk or mitigate the consequences, and quantifies the risk according to an agreed corporate methodology. Action plans identify further control measures to reduce the risk and improve departmental performance. Each year the risk assessment is reviewed to measure progress achieved, review investment programmes, consider legislative changes, serious incidents and performance through the year. |
2.2 |
A performance management approach based on a traffic light system indicates the quality of departmental management systems to manage the risk. Those items with a green light illustrate an adequately resourced management plan that is being implemented to ensure continuous improvements to performance. |
2.3 |
This risk assessment considers the executive responsibilities of the department, although for many of the Landlord's risks there is a corporate dimension that is yet to be quantified. |
4 |
Performance Management Plan |
4.1 |
An illustration of the top ten risks is provided below to confirm the improvement agenda and progress made. |
4.2 |
Fire including arson |
Ranked as the top risk to the built estate with an amber performance rating. Structural fire precautions associated with an ageing estate are poor compared to current standards specified in the Building Regulations. For instance floors and ceiling do not provide the required fire resistance to limit spread of fire whilst building users evacuate to a place of safety. Changes to building users and current occupancy by vulnerable people (frail older persons) may further increase the risk associated with fire. Survey work by a combination of in-house staff and consultants are comparing each building against a minimum standard to identify improvements to sympathically upgrade buildings to protect building users and minimise the spread of fire. Appendix 2 provides a summary of progress against the current action plan. Despite the implementation of remedial works as part of the reinvestment strategy and Nursing care strategy, a green performance assessment is not anticipated until 2006. | |
4.3 |
Contractor and supply chain |
Accepted as a high risk from previous assessments and ranked in second place with a green performance assessment. The department operates best practice to assess contractor competence with arrangements such as new staff procedures, register of preferred contractor and site monitoring arrangements. Minor refinements to operating systems are planned to further improve performance during the next 12 months, including updating the contractor application form, additional training for small contractors, procedures for record keeping and filing. | |
4.4 |
Condition of building fabric |
Ranked in third place as a medium risk and amber performance rating this risk covers many issues relating to the maintenance and improvement to both internal and external parts of buildings. Where a separate heading features, for example electrical services, these risks are excluded from the assessment. Specific improvement have been achieved to the quality of asset information through a quinquennial condition survey for the whole of the built estate. Investment programmes for SCOLA recladding, external redecorations, reroofing etc all serve to reduce liabilities associated with condition of buildings. Condition of buildings (5,000 buildings across 1,000 sites) is an area of risk that requires significant capital investment if downward pressure on this risk is to be maintained. Significant progress has been possible in controlling this area of risk as a result of the NDS Condition funding £35m) received from the DfES over the last three years. |
4.5 |
Asbestos disturbance | |
Despite the introduction of new legislation for control of asbestos, department performance has improved over the past 12 months from amber to green and is currently a medium risk. Key achievements are the publication of asbestos registers in 98% of Council occupied buildings (100 buildings still do not have a register) and a resource management plan to ensure continuous improvement over the next 5 years. A separate report to the panel confirms the changes in legal standards, revision to policy, priorities and resources required to sustain departmental performance and reduce risk associated with asbestos disturbance. Considerable progress has been made to manage the risks associated with Asbestos thus improving the department performance rating to green. | ||
4.6 |
Electrical Services Failure | |
Significant progress has been made in managing the risks associated with electrical services which is a medium risk in fifth position with an improved green performance rating. A resource management plan has reestablished the quinquinnial testing and inspection programme (slippage of 20% was reported 12 months ago), and implemented outstanding high priority repairs. A review of specification and contract for the inspection programme has commenced to ensure delivery of agreed outcomes at lowest cost by a competent contractor. | ||
4.7 |
Detection of Legionella | |
Assessed as a medium risk in sixth position with an improved green performance rating to illustrate significant achievement during the past 12 months. Budget and professional resources have been identified and approved for the replacement of three of the four cooling towers within the Castle complex and design work is well advanced. Representing the elimination of risk for 75% of cooling towers by replacing with dry cooling plant. The remaining wet cooling tower at the Scientific Services office in Portsmouth will be decommissioned during the next 12 months. Frequency of legionella tests for the existing water cooling towers have been increased this year as an added control and Legionella has not been isolated, further proving the quality of the management systems. The cooling tower documentation was reviewed earlier this year against best practice and new files established for each tower. CAD plans have been produced by consultants to show the diagrammatic layout of hot and cold water services in OPHs to support review of legionella detections that result from the water testing programme. A proactive approach in robustly investigating Legionella detection has improved our knowledge of Legionella since patterns of detection are carefully analysed. New engineering plant has been installed in some residential homes, particularly to replace old calorifiers with direct water heating appliances more able to keep hot water temperature regimes at a constant temperature thus reducing growth of Legionella bacteria. Notwithstanding the improvement, the recent hot weather during early August showed an increased detection rate of Legionella demonstrating the ongoing challenges of managing this issue. Members should note the considerable progress in managing the risks associated with Legionella thus improving the department performance rating to green. | ||
4.8 |
Structural collapse and temporary buildings | |
Assessed a medium risk in seventh position with green performance rating, proactive risk based surveys of permanent and temporary buildings ensures that all buildings remain safe to occupy reducing risk of collapse and injury to building users. Quarterly reports provide data on survey findings, seek resources for remedial actions and review departmental performance. It is anticipated that poor condition temporary buildings will be removed within 4 years through capital investment, so reducing cost of inspections and eliminating some of the risk. | ||
4.9 |
Discrimination - access to public buildings | |
The Disability Discrimination Act (DDA) presents an increasing risk to PB&R and the County Council as a whole beyond October 2004 when cases under Part III (specifically physical barriers) will be possible. A team of three access officers implement the access audit and improvement strategy. A Member and Officer DDA Working Group receive regular reports on progress and opportunities to liaise with groups representing disabled people. Risk is reducing as audits and improvement projects are delivered up to and beyond 2004. Paradoxically, society's expectations of access are also increasing therefore what is deemed `reasonable' now may not be sufficient in 3-5 years time. Consequently, the risk is assessed to be moderate and departmental performance as green. Members should note the Council's excellent status and national reputation for improving access to public buildings. | ||
4.10 |
Swimming Pool Plant failure | |
Limited resources allocated to repair and maintenance of swimming pools historically has seen an overall deterioration in condition illustrated by the medium risk rating and amber performance assessment. Funding delegated to schools was part of the Education Committee revenue budget. A recent review conducted by Education estimated that capital funding of £1.8m would be required to bring pools up to a minimum standard. This matter requires further discussion between the Director of Property, Business and Regulatory Services and the County Education Officer. | ||
4.11 |
Access for maintenance to plant or buildings | |
A desktop exercise has identified some improvements required for contractors to safely access and maintain plant across the estate. As problems are identified, remedial measures are taken to protect contractors' operatives from falling from height and injury. This is a low strategic risk and the department's performance is currently assessed as amber. | ||
4.12 |
Low risks | |
Lift failure is the eleventh risk in the current rank order is assessed to be a low strategic risk and performance is confirmed as green. During the past 12 months the periodic statutory inspections and monthly maintenance visits have been recorded onto a database to ensure the safe and effective operation of both goods and passenger lifts across the estate. A programme to renew and upgrade lift installations was implemented in May 2003 and following this investment, the risk rating has reduced from high to low and the corresponding performance assessment has changed from amber to green. | ||
5 |
Conclusions | |
5.1 |
Considerable progress has been made against the highest risk identified in 2002/3. This reports confirms the key achievements and outcomes from the annual review and revised rank order of strategic risks. New plans are published to ensure continuous improvement in departmental performance. Managers have been identified to lead and champion the improvement agenda and ensure the available resource reduces the risk and improves departmental performance. | |
5.2 |
Changes to the categorisation or scope of risks are anticipated to strengthen the improvement agenda and assist the communication of the strategy to staff. | |
5.3 |
Members should note the significant achievement during the past 12 months to improve departmental performance and manage strategic threats to both PBRS and Hampshire county Council. | |
Recommendation(s) |
||
That: |
The Building, Lands and Contracts Panel advise the Executive Member for Policy and Resources that: 1. The improved performance in managing strategic risks as identified in Appendix 1 be approved. | |
Section 100 D - Local Government Act 1972 - background papers
The following documents disclose facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of this report.
NB the list excludes:
1 Published works
2 Documents which disclose exempt or confidential information as defined in the Act
........................
........................
***
BLCP1003J
Property Services Strategic Risk Register 2003/4
Summary of highest risks WITH controls in priority order also illustrating current performance
Level of risk |
Area of risk |
Responsible Senior Manager |
Position |
Traffic light to illustrate performance |
High |
Fire including arson |
M Fitch |
1 |
Amber |
High |
Failure to manage contractors & supply chain |
J Duggan |
2 |
Green |
Medium |
Condition of building fabric |
M Fitch |
3 |
Amber |
Medium |
Asbestos disturbance |
M Fitch |
4 |
Green |
Medium |
Electrical services failure |
K Woodward |
5 |
Green |
Medium |
Detection of Legionella |
K Woodward |
6 |
Green |
Medium |
Structural collapse and temporary buildings |
K Woodward |
7 |
Green |
Medium |
Discrimination - access to public buildings |
P Crompton |
8 |
Green |
Medium |
Swimming pool plant failure |
K Woodward |
9 |
Amber |
Low |
Access for maintenance to plant or buildings |
M Fitch |
10 |
Amber |
Low |
Lift failure |
K Woodward |
11 |
Green |
Low |
Grounds management including trees and pesticides |
M Fitch |
12 |
Green |
Summary of performance criteria:
Red - reactive performance. Resources (people time or money) required to significantly improve risk management controls. Urgent action required.
Amber - proactive and reactive performance. Progress is being made but specific improvement required.
Green - Meeting best practice. Issues require little managerial attention until next review.
***
BLCP1003J
Appendix 2
FIRE SAFETY POLICY - PROGRESS