1. Objective: Secure the long termfuture by maintaining and developing the
infrastructure
Background:
1. The Carnegie is an Edwardian building of stone and slate, in “reasonable” condition and
considered to be structurally sound subject to works outlined in the May 2014 Building
Survey conducted by Day Cummings Ltd.1
2. Other than legal compliance testing, building maintenance is currently of a reactive
nature as issues are reported to Allerdale Borough Council Property Services.
3. All costs for building maintenance and development are currently met by Allerdale BC.
4. An extensive refurbishment of the main stage and bar area was undertaken in 2013.
Other parts of the building suffer from negative public perceptions2 and require similar
cosmetic improvement.
1 Buildingsurvey by CraigWallaceRICS of Day Cummins, May 2014.
2 We have received negative comments from the public regarding,for example - bricked up windows,dirty
and crumblingexterior stonework, interior décor in the cafeand outdated fittings and fixtures.
Opportunities:
“Staveoff decay by daily care” – WilliamMorris.
1. Develop a strategic plan for preventative maintenance through a combination of:
1.1. Planned maintenance:
1.1.1. Ensure legislative and best practice compliance through equipment
inspection and servicing scheduling3.
1.1.2. Establish ‘maintenance calendar’ for routine/in-house works to the building4,
1.2. Condition based maintenance:
1.2.1. Initiate quarterly building fabric condition walkthrough to include B+I
Trustee, Theatre Manager and other staff on a rota basis – to identify issues
pre-emptively, and increase staff engagement with building condition. 5
1.2.2. Schedule quinquennial building survey, conducted by chartered surveyor to
assess e.g. structural issues. Next due in 2019.

2. 1.3. Predictive maintenance:
1.3.1. Introduce usage records for equipment (e.g. stage lighting, sound) and plot
against failure data to determine lifespans with regard to establishing future
predictive maintenance strategy.
1.4. Budget prioritisation by business criticality – e.g. failure of the main stage sound
system or room lighting takes priority over an individual stage light (show stopper vs
reduced functionality/income)
3 Carnegie servicingand inspection by external resources sampleworkflow:
Basedon incremental budgeting,we anticipate costsof £6,250 p.a. for compliance testing(LOLER,
PAT,gas appliance,Legionella,firesafety).
4 The calendar would include,for example:
● ‘Feb – check flow in rainwater goods on a rainy day’
● ‘Mar – springclean by volunteer group and host after party’
● ‘Apr – inspectroofs with binoculars asper checksheet’
● ‘May – remove weeds from exterior of building’
● ‘Jun - check all windowcatches,opening/closingand paintwork’
● Etc.
5 We anticipatecosts of £19,750 p.a.for emergent repairs,based on previous year’s costs (adjusted to remove
large/one-off capital projects).

3. 2. Building development:
2.1. Building development and usage plans to be formulated based on
sound commercial strategies in liaison with Board of Trustees and General Manager,
e.g. (£ yield per m2) / payback period.
2.2. Improve the cosmetic appearance of public areas to enhance
customer experience and brand perception – exterior façade cleaning, installation
of exterior lighting, interior redecoration.

4. Expected Results:
1. Preventative maintenance of building fabric and equipment resulting in:
1.1. Overall 8-12% reduction in routine repair costs (US Dept of Energy figures), to be
potentially realised within 5 years as emergent repairs decrease.
1.2. Reduced probability of the necessity for major remedial works (roofs, water damage
to walls).
2. Long term availability and dependability of building and equipment, resulting in
reduction in potential commercial downtime.
3. Improve strategic maintenance costing resulting in:
3.1. Increased distribution of expenditure across budget period, improving
cashflow.
3.2. Reducing the probability of tapping into financial reserves and/or
seeking emergency funding from external sources, e.g. Allerdale BC.
4. Enhanced decision making potential on building development through strategic market
and commercial focus.
Future Focus / Strategy
1. Development decisions to be prioritised on the basis of commercial
sustainability/customer experience:
1.1. Safety and legal compliance issues - avoid fines and claims, keep insurance costs
down.
1.2. Existing business continuity – keeping the building and infrastructure functioning
and available to support sales (even during works) – increase revenue through
building development.
2. To work closely with commercial and marketing departments to identify market
opportunities and incorporate into building development plans.
3. Investigate potential grants from external agencies for building repairs and upgrades.
4. Longer term to invest in ‘wow’ factor improvements to enhance customer experience.
Activities
1. Develop planned maintenance schedule by Mar 2015.
2. Implement condition monitoring processes e.g. quarterly inspections. Mar 2015.
3. Introduce processes for predictive maintenance. Jun 2015.
4. Building development plan. Schedule meeting Mar 2015.