URL: https://democracy.wirral.gov.uk/ieDecisionDetails.aspx?ID=6128

Decision Maker: Assistant Director: Property and Investment

Outcome:

Is Key Decision?: Yes

Is Callable In?: Yes

Purpose: Fire Alarm, Intruder Alarm and Emergency Lighting Schedule of Rates contract for planned preventive maintenance, reactive repairs and emergency repairs

Content: The Assistant Director of Property and Investment has approved the commencement of a compliant procurement exercise for the provision of fire alarm, intruder alarm and emergency lighting works services for planned preventive maintenance, reactive repairs and emergency repairs in relation to the Council's land and property with an estimated contract value of £1.3M, over a period of up to four years.   Wirral Borough Council has a large portfolio of assets that require regular repairs and maintenance, including planned, reactive and emergency work to fire alarm, intruder alarm and emergency lighting. Ensuring that the Council has the ability to appoint contractors to do this work is an essential step to take.   Presently the Facilities Management team provide planned and reactive maintenance services for the Council's land and property either directly or on behalf of the Council's service areas. In addition, the Council is implementing a Corporate Landlord Model, whereby ultimately this team will be responsible for the maintenance of Council owned land and buildings in the future, excepting schools, which have differing management arrangements. The Council's property portfolio is comprised of a mixture of operational and non-operational assets, ranging from offices and publicly accessed venues, commercial and retail properties, assets held for regeneration and schools.   The Council has a statutory duty to ensure that its assets comply with relevant Health and Safety legislation and Regulations. Not having a solution in place to deal with this type of work would negatively impact the Council's ability to comply with its obligations.     There is not a do-nothing option. The Council needs to have a contract in place for the reasons set out in this report.   2.2  The Council could look to let individual pieces of work on a case-by-case basis. This would present a significant challenge to administer, significantly increase the cost of administration and would not be satisfactory for certain works, for example emergency call out. Not commissioning would generate significant challenges to the Facilities Management team, impacting their operational effectiveness, in provision of works and would have significant implications for the operation of the Council's property portfolio, which may lead to asset non availability or Health and Safety implications.   The Council could opt to seek a contractor by way of open tender. This would be very difficult, and time consuming to deliver and would require additional resource to implement. An open tender does have the advantage that local contractors who are not on frameworks may find it easier to bid, although the volume of work needed to be delivered by bidders may also discourage bids.   Using a framework would reduce the burden of administering letting the contract. Most frameworks in this sector are closed frameworks, which would mean that new providers are prevented from accessing the framework and bidding on the contract.  This can be detrimental to businesses that are not already selected for frameworks. Local contractors are often not on established frameworks.   The Council could explore other options, for example outsourcing models, however there is a requirement for a contract to be in place now to enable delivery of works and any development of a proposal for outsourcing would need to be properly developed, so the best outcome for the Council could be achieved and the contract mobilised.  

Date of Decision: November 6, 2025