BOARD OF MANAGEMENT BUILDING COMMITTEE. Tuesday 17 May 2016 At 1330 in L117 in the Linkwood, Technology Centre

Transcription

1 BOARD OF MANAGEMENT BUILDING COMMITTEE Tuesday 17 May 2016 At 1330 in L117 in the Linkwood, Technology Centre AGENDA B Resignations & Appointments B Apologies for Absence B Any Additional Declarations of Interest including specific items on this Agenda B Minute of Meeting held on 19 January 2016 * B Action Sheet/Matters arising from meeting held on 19 January 2016 * B Head of Estates Report For noting * B Moray Life Sciences Centre Project: Update* B Future of Nairn Learning Centre * B B B Priority List of Estates Capital Expenditure* Campus Redevelopment Plans Date of next meeting: schedule of meetings to be agreed for next session Reserved Items B Reserved Minute of Meeting held on 19 January 2016 * B Action Sheet/Reserved Matters Arising of Meeting held on 19 January 2016 * * Paper attached ~ Paper to be forwarded

2 BOARD OF MANAGEMENT BUILDING COMMITTEE Minutes of Meeting held on Tuesday 19 January 2016 at 1.20pm in the Board Room Present: In attendance: Mr S Russell (Convener) Mrs A Lindsay Dr J Hutt Mrs M Palmer-Abbs Mr K O Connor (student member) Mr D Hartley Mrs L Gould (Minutes) Mr Russell welcomed everyone to the meeting. B Resignations and Appointments 1.1 There has been a new Clerk to the Board appointed following Mrs Croydon s departure. The new Clerk is Ms Fiona Newcombe. Mr Jes Eckford, Health and Safety Officer, has resigned and left the college at the end of November Mr Russell welcomed Mr Kevin O Connor as a student member appointed to the Building Committee. B Apologies for Absence 2.1 Apologies were received from Mr A Major, Mr N Taylor and Mr G Milne. B Additional Declarations of Interest including specific items on this meeting s Agenda 3.1 There were no additional declarations of interest. B Minutes of meeting held on 25 August The minutes were approved by Dr Hutt and seconded by Mrs Lindsay. B Action Sheet/Matters Arising from meeting held on 25 August Sustainability Strategy: Discussion was held on taking this forward and it was proposed that this should be a key topic of the strategic planning day in March GSA Institute of Design Innovation: It was decided this was not the appropriate Committee for this to be taken forward and should be referred to ACTION DATE

3 the Board of Management. Ms Newcombe to take forward H&S training for Board members: Dr Hutt emphasised the need for training for Board members as a matter of importance. Ms Newcombe For noting Mr Hartley was requested to take this forward. Mr Hartley Immediate Fire Risk Assessment: On agenda. B Minute of Health & Safety Committee meeting held on: i) 7 September 2015 ii) 7 December Mr Hartley is progressing the training for Health and Safety co-ordinators in liaison with the Professional Development Officer. B Head of Estates Report 7.1 In referring to his report, Mr Hartley highlighted the requirement for a sustainability role in relation to estates and this role had been incorporated into the Health and Safety Officer post. There had however been no successful candidates and this was now being reconsidered. 7.2 Buckie Learning Centre dilapidations have now been completed well within budget. 7.3 Mr Hartley asked for consideration to be given to removing the tree from the north east quadrangle on the main campus as although the canopy has been raised the falling leaves add to the problem of blocked drains. Following discussion it was decided by the committee to postpone this action until the autumn. Mr Hartley For noting 7.4 Water loss has been significantly reduced however the committee requested that this should be continued to be investigated. Mr Hartley For noting 7.5 The cracks identified between AGBC and Culbin wing have been diagnosed as settlement. B Fire Risk Assessment (FRA) Action Plan 8.1 It has been identified that the priority is now the upgrading of fire doors. The committee requested a quote for the work to ensure fire doors were compliant with fire regulations. Mr Hartley Immediate B Alexander Graham Bell Centre: Update 9.1 This item is reserved and the minute is held in confidence. B Alexander Graham Bell Centre Post Project Review internal audit An updated report was presented to members who were satisfied that no additional actions were required after previously considering an earlier version.

4 AOCB Mr Hartley to arrange one mid-section of the boardroom table to be removed. Mr Hartley to arrange purchase of a clock for front entrance hall. Mr O Connor requested that consideration be given to blinds for the windows in the drop-in area at the Technology Centre as students have difficulty using laptops due to glare. Mrs Lindsay requested that Mr Hartley ensured this was included in the wish list for Mr O Connor highlighted that students referred to this room as The Glass Box and it was proposed that this become its name. Mr Hartley Mr Hartley B Date of Next Meeting 11.1 The next meeting is scheduled for Tuesday 17 May Members requested this meeting be held at the Technology Centre with a tour for members provided prior to the meeting. B Reserved Minute of Meeting held on 25 August This item is reserved and the minute is held in confidence. B Action Sheet/Reserved Matters Arising of Meeting held on 25 August This item is reserved and the minute is held in confidence. Ms Newcombe May 2016 The Meeting Closed at hrs

5 ACTION SHEET/MATTERS ARISING FROM BUILDING COMMITTEE 19 JANUARY 2016 B Action Sheet and Matters Arising from Meeting held 19 January GSA Institute of Design Innovation: It was decided this was not the appropriate Committee for this to be taken forward and should be referred to the Board of Management H& S Training for Board members: Dr Hutt emphasised the need for training for Board members as a matter of importance. Mr Hartley was requested to take this forward. B Head of Estates Report 7.3 Consideration to be given to removing the tree from the north east quadrangle. Decision taken to postpone this action until the autumn. 7.4 Water loss significantly reduced. Committee requested that this should continue to be investigated B Fire Risk Assessment (FRA) Action Plan 8.1 Priority is now upgrading of fire doors. Committee requested a quote for the work to ensure fire doors were compliant with fire regulations. AOCB Mr Hartley to arrange one mid-section of the boardroom table to be removed. Mr Hartley to arrange purchase of a clock for front entrance hall. ACTION Ms Newcombe Mr Hartley Mr Hartley Mr Hartley Mr Hartley Mr Hartley Mr Hartley DATE For noting Immediate For noting For noting Immediate B Date of Next Meeting Members requested this meeting be held at the Technology Centre with a tour for members provided prior to the meeting. Ms Newcombe May 2016 Building Committee Meeting 19 January

6 Committee: Building Committee B Subject/Issue: Brief summary of the paper: Action requested/decision required: Head of Estates Report A brief summary of works or issues arising from the last meeting For noting Status: (please tick ) Reserved: Nonreserved: Date paper prepared: Date of committee meeting: 17 May 2016 Author: Doug Hartley Link with strategy: Please highlight how the paper links to, or assists with: compliance partnership services risk management strategic plan/enabler other activity (eg new opportunity) please provide further information. Equality and diversity implications: Resource implications: (If yes, please provide detail) Risk implications: (If yes, please provide detail)

7 B Moray College Building Committee 17 th May 2017 Issue: Head of Estates Report Fire Risk Assessment Works: 1 Extension/Upgrade Automatic Fire Detection (AFD) System Main Site Following a package going out to tender, Moray Fire Protection were appointed contractor to replace the now obsolete system within Student Services and to extend the existing system into Speyside Wing. The extension of the system into Speyside was in direct support of the Fire Risk Assessment carried out last year, and again would remind the Committee that in the interests of best use of resource, only areas of the campus being retained on campus re-development are being considered. I have attached a main campus plan indicating the extent of, and type of system existing throughout the site. 2 Culbin Wing: Upgrade to Stairwell Fire Doors Darroch & Allan (D&A) were appointed contractor to carry out the stairwell door works. This work was not put out to tender, but enquiries were made by means of a pre tender invitation process to a number of local contractors to ascertain if they had personnel trained up in the Q Mark Fire Door Installation Registration Scheme. D&A were the only contractor contacted who could evidence training of this type. The works involve the replacement of both the ground and first floor doors and frames at the mid stairwell, this includes an all-trades element to cover automatic door restraints, and local decoration as required. In addition, an amount of fire stopping to walls/ceilings which have been penetrated over the years within all the stairwell ceiling voids will be carried out. These have normally been a result following the passing through of various cables or pipes and the like. Again, as a recommendation from the FRA, the Estates Contractors Code of Procedure has been updated to include a clause requiring contractors to fire stop any penetration as required as work proceeds. It is expected that both projects will be completed by the end of May. In addition, extra allowance is being planned within the annual Estates maintenance budget to cover the extended system.

8 Costs for these works are being covered from the sale of Forres Learning Centre, and are expected to be as tender prices submitted, being respectively; AFD 22,700 Culbin Wing Fire Door Upgrade 11,000 Total 33,700 Replacement Health, Safety and Sustainability Officer Following the first round of interviews in December 2016 where no candidate was deemed suitable, the post was re-advertised and on Monday 14 th March, Paul Bellingham took up post. Paul has already been immersed into the post with various investigations and reports having to be completed following various incidents almost from day one. In the longer term he will be progressing work identified from the Integration Plan, which came as a result of the Readman Report. Amongst all the tasks which Paul will be responsible for completing, delivery of training to members of the Board of Management will be undertaken before the end of this academic session. Culbin Roof Gully As a result of the closing off meeting of the AGBC with Morgan Sindall (MS), it was agreed that MS would appoint a sub-contractor to install an early warning flood detection system to this area, this will be at no cost to the College. In summary, should flood conditions arise in future, an auto-dial facility activated by sensor equipment in the gully will alert a number of staff (Site Assistants) to this. In addition, the following measures are being undertaken; Existing hemispherical grates to the top of the down pipes will be replaced with galvanised steel units which should not clog up as easily. Site Assistants perform a weekly monitoring of this area, and clear any debris as appropriate An investigation into the cost of installation of a high level copper flashing will be undertaken. This flashing will it is expected be approximately 500mm wide, and its purpose will be to deter the growth of lichen growing on the north facing section of this gully. The lichen is currently contributing to situation of the clogging up of the existing hemispherical tops resulting in a restricted flow of water down the drains.

9 Decision Required The Committee is asked to note the contents of this paper Doug Hartley Head of Estates

10 Main Fire Panel Fire Panels

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12 Committee: Subject/Issue: Brief summary of the paper: Action requested/decision required: Building Committee Final Account: The Alexander Graham Bell Centre This paper provides a summary of the closure of the Moray Life Sciences Centre Project (namely The Alexander Graham Bell Centre). It highlights the resolution of all outstanding works and presents the final account for information. For information Status: (please tick ) Reserved: Nonreserved: Date paper prepared: 8 May 2016 Date of committee meeting: 17 May 2016 Author: Anne Lindsay Link with strategy: Please highlight how the paper links to, or assists with: compliance partnership services risk management strategic plan/enabler other activity (eg new opportunity) please provide further information. Equality and diversity implications: 1

13 A meeting was held on Wednesday, 9 March with Morgan Sindall to bring to a close the Moray Life Sciences Centre Project, namely The Alexander Graham Bell Centre. This meeting was attended by Sam Russell and Anne Lindsay and support was also provided by Martin Scott, Project Manager, Mace Ltd, and Robert Rankin, Cost Consultant, AECOM Ltd. This meeting addressed the remaining outstanding works and agreed the final account. 1. Outstanding Works Resolution was considered and agreed on the three remaining outstanding works, namely: a) BREEAM rating b) Culbin Wing Roof Drainage c) Fire and Security Panels. a) BREEAM Rating The contract with Morgan Sindall stipulated that a BREEAM rating of Very Good as a minimum standard would be achieved and we were informed at the beginning of the project that this was achievable however the current BREEAM rating is Good. The original target score of 58.67% as noted in the Design Stage Pre-Assessment would have achieved a Very Good rating. A score of 55% is required to achieve a Very Good rating. The current achieved score at Post Construction Review Stage is 46.05% (Good). There were several contributory factors to the lower score and through discussion it was agreed that all parties had not recognised the implications of the changes requested to the exterior landscaping. Changes to the original landscaping plans has resulted in a maximum possible BREEAM score of 52.67% ( Good ). Morgan Sindall had subsequently decided not to continue other works that would have contributed towards the Very Good score as this could no longer be achieved. Martin Scott offered that Mace would commission an ecologist to assess what works would have to be undertaken by the College to gain the appropriate Ecology score. Morgan Sindall therefore agreed that if the College was to undertake the necessary landscaping works to regain the lost Ecology points that they would finalise the remaining works to achieve a Very Good rating. Currently this is still being progressed by Mace. 2

14 b) Culbin Wing Roof Drainage There has been no determined solution to the drainage issues on Culbin Wing roof that caused the significant flood damage in August Morgan Sindall stated, having commissioned a consultant to review the design, that there was no design issue and that they were therefore not responsible for any changes that may be required to alleviate the flooding. Martin Scott accepted this position based on the outcome of the independent review that Mace had commissioned. Morgan Sindall, although stating no responsibility, had been very helpful in considering any potential solutions but after investigation none of these had been workable. In order to close the project however Morgan Sindall offered to design an alarm system which would alert College staff if there was a build-up of water and also recommended that the drains are routinely maintained. Morgan Sindall also offered to pay the cost of any installation of the alarm system if this did not exceed 3K. c) Fire and Security Panels Prior to the meeting, Morgan Sindall had acknowledged that the resolution of the operational issues with the fire and security panels was their responsibility and it had been agreed that the College would contract this work directly and invoice Morgan Sindall accordingly. 2. Final Account At the start of the meeting both parties were fairly close in their estimate of the final amount due however after a difficult discussion the Final Account was agreed as stated in Appendix 1. There had been no release of retention funds due to the outstanding works remaining. L & A damages of 39,813 (including VAT) were deducted as previously agreed by this Committee. It was a difficult meeting as relationships with Morgan Sindall had not improved in the later stages of the project and Morgan Sindall representatives did latterly state that they had regretted certain behaviours within the lifetime of the project. 3

15 APPENDIX UNIVERSITY OF HIGH & ISLANDS/MORAY COLLEGE NEW LIFE SCIENCES CENTRE AGREED FINAL BASED ON DISCUSSIONS WITH TEAM ON Proposed Final Account Contract Sum 4,349,312 Adjusted by Emp Agent Ins 442,980 Final Account Settlement figure as agreed 12,000 Prov Sums Adjustment -42,700 Draft Final Account 4,761,592 Exc VAT LESS LADs / COLLEGE ADJUSTMENT -33,178 Less works carried out by College as agreed -12,278 FINAL ADJUSTED FINAL ACCOUNT AMOUNT 4,716,136 Less Previous Paid 4,587,911 Amount Due Full and Final including retention release 128,225 Add VAT 20% 25, ,870 Split into 2no instalments each of 76,935 4

16 Committee: Subject/Issue: Brief summary of the paper: Action requested/decision required: Building Committee Lease Arrangements: Nairn Learning Centre The current lease of the Nairn Learning Centre terminates in October 2016; this paper provides the relevant information to review these lease arrangements. The Committee are requested to decide on whether or not to renew the lease of the Nairn Learning Centre from October Status: (please tick ) Reserved: Nonreserved: Date paper prepared: 8 May 2016 Date of committee meeting: 17 May 2016 Author: Anne Lindsay Link with strategy: Please highlight how the paper links to, or assists with: compliance partnership services risk management strategic plan/enabler other activity (eg new opportunity) please provide further information. Equality and diversity implications: Resource implications: (If yes, please provide detail) Risk implications: (If yes, please provide detail) The closure of the Nairn Learning Centre has a small impact on income generation but overall will save the College money as currently, and historically, the costs of running the Nairn Learning Centre are greater than the income generated. Staffing: There is currently one full-time IT Trainer based in the Nairn Learning Centre and this paper provides details on the impact to the individual. 1

17 Reputation: The risk of reputation in removing our presence in Nairn is minimal due to the small amount of activity generated. 2

18 1. Outreach Provision Background The College currently maintains outreach provision in Forres, Keith, Buckie and Nairn. This is currently provided through our two learning centres in Keith and Nairn and through co-location arrangements with Moray Council Libraries in Forres and Buckie. Members will be aware that the decision to move out of premises in Forres and Buckie was based on the strategic aim of the Moray Community Planning Partnership to develop a partnership approach to providing learning opportunities in the two communities and as a result of this the College sold its Forres Learning Centre and terminated the lease of the Buckie Learning Centre. At the time, the possibility of co-locating with Highland Council in the Nairn Community Centre was also considered but the Community Centre did not have appropriate accommodation nor was there any collective interest in providing a wider range of learning opportunities. The College does offer a few leisure courses in other communities across Moray and these are accommodated in schools and community centres by arrangement with Moray Council. 2. Nairn Learning Centre The 5-year lease agreement for the Nairn Learning Centre terminates in October 2016 and the Committee are invited to review this lease arrangement. Current Activity The only activity based in the Nairn Learning Centre are a few IT short courses with only a total of 47 enrolments across Sessions 2014/2015 and 2015/2016. Numbers have steadily declined over recent years and it is anticipated that this trend will continue. The total income generated over the last two sessions was 13,460 with the majority of this being generated in Session 2014/2015. Associated Costs The non-staffing costs of running the Nairn Learning Centre are 18,140 per annum as follows: 3

19 Rent 13,200 Maintenance 500 Cleaning Services 4,000 Insurance Other Considerations a) Impact on Staffing There is currently one full-time IT Trainer based at the Nairn Learning Centre. The staff member has indicated his intention to retire by the end of the year and this is not in relation to the possible closure of the Centre. If the unlikely situation arose that the Nairn Learning Centre closed prior to the staff member s retirement then he would be temporarily relocated to Forres with travel expenses covered at the standard rate. In the event of the Nairn Learning Centre being closed then this IT Trainer post would not be filled creating an annual saving of 30,042. b) Dilapidations Dilapidation costs would require to be negotiated between ourselves and the property owner however these costs are estimated at approximately 15k. c) Reputation For several years now our volume of activity has been very low with few active learners. This and the likely impact in Nairn as a result of the new Inverness College campus suggests that it is unlikely that there would be any local concern regarding us removing this outreach provision. d) Campus Redevelopment Plan Recent discussion with the project manager and architect team commissioned to consider our new campus redevelopment plans has informed us that the square floor area of any new campus would take into account the total existing floor space across all campuses. Although negligible, discontinuing the use of the Nairn 4

20 Learning Centre would have a positive impact on the permitted square floor area of the new main campus. Conclusion It is therefore considered that the Building Committee are recommended to terminate the lease agreement of the Nairn Learning Centre from October

21 Committee: Building Committee B Subject/Issue: Priority List of Estates Capital Expenditure Brief summary of the paper: A prioritised list of proposed projects of between 1 and 3 Action requested/decision required: For noting Status: (please tick ) Reserved: Nonreserved: Date paper prepared: Date of committee meeting: 17 May 2016 Author: Doug Hartley Link with strategy: Please highlight how the paper links to, or assists with: compliance partnership services risk management strategic plan/enabler other activity (eg new opportunity) please provide further information. Equality and diversity implications: Resource implications: (If yes, please provide detail) Risk implications: (If yes, please provide detail)

22 B Moray College Building Committee 17 th May 2017 Issue: Priority List of Estates Capital Expenditure The annual process of allocation of funds to various projects is nearing completion, this exercise is more commonly known as the wish list and operates on a prioritised list of proposed projects with a priority of between 1 and 3 given. I have provided below a list of the 1 s (costed) and 2 s and a short note of explanation at the foot for priority 1 s This year has been particularly challenging to all concerned given the large reduction in funding from this source Proposed for Consideration including Budget Figures Project Score Cost Tech Centre Roof 1 15k Heating controls upgrade: Main Site 1 15k Main Site repairs / re-line to car park 1 10k estimate Upgrade to electrical controls various 2 TBC Tech Centre AFD Upgrade 2 Replacement Op Chairs Various Locations 2 TBC likely 5k Tech Centre Replace Floor Covers 2 Tech Centre Replacement Furniture GF 2 5k Lights to Diagonal Path Main Site 2 10k Re-decorate Culbin South Rooms FF 3 Ventilate / Roof Lights A k Ext Decoration to Bib Gard Older Cab Prof Surv Main Site CADD NIA GIA Etc 2 Victoria Art VA8 New Roof Light 2 10k

23 Repairs to Nursery + Decorate 3 5k Tech Centre Deep Clean Workshop 3 TBC Tech Centre Roof This roof has already had an amount of money spent on it in the removal of roof lights a few years ago which were permitting moisture penetration, and this appears to have rectified a large amount of the issues. However, further works are still required to repair a number of recurring problems manifesting themselves as considerable water damage/staining to ceiling tiles Heating Controls Upgrade Approximately 5 years ago we had the previous main site Building Management System (BMS) DOS operating system replaced by a Windows version, an amount of infrastructure was also replaced in terms of sensors and other thermostats. I have asked our current BMS service provider for a cost to carry out a full survey of the site, and to provide a prioritised list to upgrade further controls and valves which will ultimately give us more control over the entire system, more importantly assisting us in reducing our energy spend and carbon production Main Site Car Park Works The main drive, and other minor areas of the car park require to have potholes filled, and in addition confusion is arising now due to the worn demarcation lines between parking bays, and restrictive yellow lines. A number of other minor requests for smaller value works have been received, generally in the context of re-decoration to various rooms. OPP Budget The Estates Section operates a cost centre coded OPP within the College which amongst other areas covers all our planned and reactive maintenance issues. After a lot of re-profiling between the subjective codes within the overall OPP cost centre, the budget for is about to be finalised. Given the current financial climate, I plan only to carry out works of a compliance nature eg, distribution board testing, fire alarm maintenance etc. As funding becomes clearer it would be my intention to move to re-decoration of some areas, and other works of a non-essential nature. Decision Required The Committee is requested to note the contents of this paper. Doug Hartley Head of Estates