The Hurlingham Club - Maintenance Manager

The Hurlingham Club - Maintenance Manager

MAINTENANCE MANAGER CANDIDATE INFORMATION PACK

MAINTENANCE MANAGER

Contents 1.

Our Vision &Values

2.

Introduction

3.

The History of the Estate

4.

Horizon Project

5.

About the role of Maintenance Manager

6.

Person Specification

7.

Organisation structure and benefits

8.

Application process

MAINTENANCE MANAGER

Our Vision To maintain and enhance the excellence of the Club in providing members their families and guests, with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence Prudence Integrity Courtesy

Our Vision To maintain and enhance the excellence of the Club in providing members, their families and guests with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence, Prudence, Integrity and Courtesy

MAINTENANCE MANAGER

Our Vision To maintain and enhance the excellence of the Club in providing members their families and guests, with first class social and sporting facilities in an elegant and congenial environment both for today and for tomorrow. Our Values Excellence Prudence Integrity Courtesy

INTRODUCTION

Bordering the Thames in Fulham and set in 42 acres of magnificent grounds, The Hurlingham Club is a green oasis of tradition and international renown. Recognised throughout the world as one of Britain’s greatest private members’ clubs, it retains its quintessentially English traditions and heritage, while providing modern facilities and services for its members. The Club continually looks at ways in which it can improve, for both current and future generations, the first-class social and sporting facilities within an elegant and congenial ambience.

MAINTENANCE MANAGER

THE HISTORY OF THE ESTATE

In 1869, The Hurlingham Club was formed ‘as an agreeable country resort’ with pigeon shooting matches at the heart of proceedings. The introduction of polo in 1874 then saw the Club become, and remain until the Second World War, the headquarters of Polo for the British Empire and the scene of major competitions. The estate was extended during the polo era with the acquisition of the Mulgrave House property (comprising the lake and the area to the north and west of the lake) in 1879 and the Broom House property (the present cricket field and the lawns to the east of the Clubhouse) in 1912. In 1906 the Club embarked on a considerable scheme of improvements to the house and its precincts, for which Sir Edwin Lutyens was the architect. This was also the year that saw the end of pigeon shooting at Hurlingham. Tennis began in 1877 with a ‘lawn racquet ground’ and the first ‘All England’ (Wimbledon) tournament, and croquet was introduced to the Club in about 1900. 1933 saw the building of the outdoor swimming pool. Squash courts were constructed in 1934 and the bowls began a year later. The Club was then opened in the winter with the re-establishment of a nine-hole golf course. 1945 saw the end of polo at Hurlingham but tennis continued to flourish and the first of the annual ILTC (eve of Wimbledon) Receptions was held in 1946. The cricket field, formerly the pony exercise track, was opened in 1951. The Croquet Association had its headquarters here from 1959 to 2002 and top-ranking international competitions continue to be regularly held on the lawns.

A scheme of modernisation of the East Wing, carried out in 1949 to 1954, enabled the adaptation of these rooms to every kind of social or charitable occasion, whether Club or private. Development carried out between 1989 and 1992 included the rebuilding of the conservatory on the original site of Byfield’s 1798 conservatory; new bars in the west end of the Clubhouse and a modern fitness centre with a half-size Olympic indoor pool, gymnasium and other facilities. An initial phase of development within the grounds yard took place in 1999 and a new ladies dry change facility was also in- troduced. Work initiated in 1999 saw the completion in 2001 of a new gymnasium and maintenance area, together with a rebuilt and extended Harness Room kitchen and servery. 2002 introduced covered tennis courts and saw preparations for the reconstruction of the East Wing, with 2003 bearing the brunt of the work. The new events facilities, bowls and croquet locker rooms, and staff offices, within the newly developed East Wing, were unveiled in the spring of 2004. The younger members benefited in 2008 from an all-weather multi-use sports pitch and improvements in the surrounding playground, and a new main reception was also completed in the Clubhouse. The second phase of improvements for the grounds yard was also accomplished. Additional projects have included: a Gym extension, a new Racquet centre, an outdoor adventure playground, a padel tennis cour t and a sizeable revamp of the outdoor swimming pool.

MAINTENANCE MANAGER

HORIZON PROJECT

The Club is currently in the process of developing a long term strategy which will include an outline development programme for the whole estate. It is anticipated that this strategy and development programme will be put to the members in early 2022 with a view to gaining substantial member support for the proposals. The Club has already undertaken an estates masterplanning exercise and identified a number of potential improvement projects which if approved and implemented would represent up to a £50m investment programme over the next 10-15 years. The Maintenance Manager will, therefore, be joining at an exciting time for the Club as it embarks on a programme designed to transform and modernise the Club facilities for the benefit of its members.

MAINTENANCE MANAGER

JOB DESCRIPTION

1. OVERALL PURPOSE a. To assist the Estates Executive in all aspects of maintaining the buildings and facilities on the Estate and in particular, manage the maintenance of the Clubhouse, outbuildings and hard surfaces, within cost and time restraints. b. To proactively organise, maintain, repor t on, and be responsible for, the day- to-day maintenance and its administration; ensuring the necessary legislative and regulatory compliance is met in a timely manner, and records are always readily available and up-to-date.

c. To ensure that planned preventative maintenance (PPM) is carried out as required, utilising either in-house maintenance staff or external contractors, and carrying out checks to ensure compliance d. To lead and manage the maintenance team and supervise external contractors, ensuring a high standard of work is delivered. e. To monitor contractor performance to ensure quality of work, compliance with Health and Safety and completion of works on time. Ensuring all RAMS and permits to work are in place and correct before the commencement of work. Carrying out Health and Safety checks, ensuring compliance and accurate records are maintained.

2. DUTIES AND RESPONSIBILITIES General

a. To design, implement and maintain reliable, organised systems for filing of, and producing reports for compliance and documentation, both digital and hard copy e.g. insurance, service visits, warranties, manuals, contact details, risk assessments, proper ty and asset registers etc. b. In conjunction with the Estates Executive, planning, budgeting, resourcing, executing and reporting on, the planned maintenance and short term development of the building fabric, fixtures, fittings, services and equipment. c. Ensuring that within budget, cost and time constraints, the buildings, plant and facilities are kept in an adequate state of repair, operability and decoration to ensure their fitness for purpose and structural integrity- supervising staff and/or contractors to ensure compliance.To provide regular reports to support this work as required. d. Supervising the Maintenance team on a day-to-day basis, including two shift teams

e. Monitoring of contractor performance to ensure quality of work, compliance with Health and Safety and completion of works on time. Ensuring all RAMS and permits to work are in place and correct before the commencement of work. Carrying out Health and Safety checks, ensuring compliance and accurate records are maintained. f. Ordering the necessary stock and parts through the raising, receiving and forwarding, of PO’s and invoices to complete the spectrum of maintenance work, monitoring stock control and critical spares. Implementing good systems of ensuring value for money and quality fit-for-purpose work. g. Providing hands-on, technical suppor t and advice for resolving maintenance issues, for Club events, activities and other departments in the Club, to enable them to fulfil their departmental functions. h. Managing and monitoring the Trend Building Management System. i. To be responsible for writing briefs, specifications and tenders for planned and ad-hoc projects, managing these projects (including contract administration) through to timely completion and bringing deviations to the attention of the Estates Executive as they arise. j. Responding to out-of-hours emergencies, attending the site and resourcing relevant staff and contractors as required.Working weekends on a rota basis with the Maintenance Team. Some evening work may also be required.

k. To lead, attend and minute the required management and technical meetings. l. Any other duties that may be reasonably required by the Estates Executive.

ADMINISTRATIVE DUTIES a. Management of the day-to-day administrative duties of the Maintenance depar tment. b. To inspect paperwork before and at the end of contracted jobs to ensure full and adequate completion. c. To keep a log of any site related activities which may delay the progress of ongoing projects and report them to the Estates Executive. d. To keep >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26

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