Agenda item

To consider the annual update report on repairs and maintenance progress since 2022 and the priorities for the next year.

Iain McDonald, Head of Property & Facilities presented the annual review of the Fabric Maintenance Plan (FMP).

Key findings included structural integrity, safety, energy efficiency and Aesthetic Enhancements. A structural survey had taken place and revealed several priority areas that require attention, including roof repairs and bridge repairs. There have been 147 Great Hall roof glazing units identified for immediate replacement and a requirement to carry out extensive repairs on our Emergency Exit Bridge serving the Great Hall and the public foot bridge.

Regarding safety, electrical installation systems in key visitor areas have been identified as a priority, such as Distribution board replacements, Emergency Lighting renewal and upgrades to detection systems.

In terms of Energy Efficiency, the buildings showed potential for energy efficiency improvement in various areas including continual work on our BMS controls and heating system infrastructure, LED lighting upgrades and feasibility studies to support future progress. Energy efficiency is a current focus aimed at reducing the carbon footprint, emphasising not only cost savings but also strategic optimisation. The process of changing lights across the expansive estate is a substantial endeavour, requiring efficient resource allocation. Despite a small in-house team comprising engineers, electricians, and support staff, their collective expertise significantly contributes to operations. Ian mentioned plans to expand the team in the future, recognising the need for growth given the estate's scale. Emergency works currently rely on external contractors, which is not the most efficient approach. Therefore, steps are being taken to bring more tasks in-house, leveraging the team's skills and knowledge. While external contractors will still be necessary for some tasks, the aim is to develop a more self-sufficient team to reduce reliance on external resources over time. This transition will take time, but progress is being made in the right direction.

It was also noted that the findings included, Many of the facilities would benefit from aesthetic enhancements, including interior and exterior decorating and signage improvements to enhance the Palace and Park. Pathways across the estate need to be invested in to ensure minimal claims against slips and trips.

The following points were noted in the discussion:

·         Concerns were raised about building the team and engaging apprentices, students, and the community. The response emphasised the long-term goal of utilising apprentices effectively to create a great workplace. Plans to integrate apprenticeships into the forward plan and initiatives like "pay it forward" were mentioned. Additionally, the focus on improving and ensuring a positive impact as a charity was highlighted. The upcoming "Changing Places" project, starting next month, aims to enable disabled individuals to access park facilities.

·         The CEO informed members about the focus on financial and environmental sustainability, expressing an ambition to transition APP away from fossil fuel energy within the next decade. While acknowledging that this transition will take time, initial steps have been taken, such as installing LED lighting, resulting in a 20% reduction in electricity usage. The renewable energy team, working in conjunction with creative learning, will engage with schools to inspire the next generation. However, these initiatives rely on the organisation's own fundraising efforts.

·         The Chair inquired about opportunities for local residents, suggesting collaboration with Cornell for maintenance and bricklaying work, which could provide opportunities for young people in the area. The CEO confirmed an existing relationship with Cornell and expressed willingness to explore further opportunities for collaboration.

RESOLVED:

To consider and note the maintenance and repairs progress made in 2022/23 and 2023/24 (including scheduled work not yet conducted) and priorities for the next year.