Audit Leisure Centre

Health and Safety Services and Community Services Leisure Centre Audit 1. Summary The purpose of the audit visit was to look at the management of the site and systems for health and safety control, in order to advise client of areas of non-compliance and to make recommendations for improvements. Areas from the last visit especially front of house were much improved. However, key ones tested were still found to be at amber to red indicating the need for further action to achieve compliance and control. Individual observations are set down in appendix 1 with recommendations for action. Areas tested . Management of public areas . Management of higher risk operations – swimming pool . Compliance; kitchens and plant rooms especially as regards fire safety . Staff competence as observed through duties carried out and training records . Visitor and contractor management 2. Conclusions The Centre is old, rather complex and in need of refreshing. However, management of the centre can add to that problem unless good quality systems are in place and rigorously applied. For example if visitor control is poor, key operational plant may be vandalised or staff and users put at risk by unauthorised people on site. Compared to the last audit, visitor control has improved. If key control is poor staff may leave areas insecure could mean that means that several keys are missing so people appear to “break –in” as a means of gaining access. As a result fire check doors are damaged and largely inoperable, increasing the risk of fire spreading unchecked in the building.

Lack of quality systems was a feature of the last visit. That has improved somewhat. However more needs to be done particularly as regards staff training and management monitoring as there was clear evidence in regards to pool testing and kitchen management of poor identification and response to problems. Both these areas have potential implications for public safety risk including reputation of the business 3. Recommendations In the short term, many of the items identified for attention form part of the normal day-to- day task of managing this type of facility e.g. toilet and kitchen cleaning; removal of waste; pool testing and staff record keeping. Others may require longer planning to achieve e.g. refurbishment of fire doors throughout the building, maintenance of

Client and contractor need to agree an action plan to address problems identified and clear time scale for compliance. 4. Methodology A walk round survey was carried out in the company of PJ, client monitoring officer. Site operations were observed and discussions held with the duty manager and the contract manager. Management documents were also examined (Accident book not seen). Initial feedback was given to the Manager of Operations and the Regional Manager. This was followed up with a specific email about the kitchen area particularly in view of the planned event. 5 Main findings Individual observations are set down in appendix 1. The over arching findings with illustrations are given below. 6. Staff and working schedules The standard of cleanliness front of house has improved considerably since the last visit. However, areas such as kitchens and toilets especially those hired out for use by third parties were well below acceptable standards Access in the building has also improved. However, the goods lift was out of order potentially increasing the risk to people when carrying equipment of awkward size and weight down the stairs. The pool was covered by lifeguards throughout the time of the visit. 3 lifeguards were observed on duty – 2 on the large pool and 1 on the small pool. 7. School parties School parties arriving were observed signing in and staff did were clear which school it was. That was a clear improvement from last time. 8. Activity rooms A number of these were inspected. The standard of facilities were observed to have improved since last visit especially the Combat rooms, which had been a very poor state. The displays generally appear better managed. 9. Legionella The records for the system showing weekly and daily checks were available for inspection. 10. Operating procedures Staff on this occasion were able to readily locate the operations manuals and records for the site.

11. Delivery of chemicals This is an area of significant risk for the business. Yet there were no written safety procedures for dealing with this, despite a previous prosecution. There were no records of chemicals in/out. This has implications for stock control and indeed for the proper dosing of the pool for hygiene and infection control. If ordering or deliveries are delayed, inadequate dosing could cause hygiene problems and eventually failing to meet the service standard for pool opening resulting in pool closure. LC – I can confirm that my Operations Manager checks each day that he works, which is 5 – that we have enough chemicals. 12. Pool testing and pool dosing – There were no written procedures for these. The operations manager had been on a pool management course but appeared to be unclear about the significance of the pool readings. At times the pool readings were outside safe operations parameters but these were not picked up or dosing etc adjusted to bring these back in line. Readings had been filled in but it is questionable whether all were actual readings or assumed. On some shifts, readings had been missed completely. LC – all site operation staff will be going on a pool plant operators course in the near future, senior team members will undergo a company training course for pool plant operating. 13. Plant room The main plant room has considerably improved since last visit. This was tidy and disused materials have been removed. Doors are now secure preventing unauthorised access. So it was particularly disappointing to find the plant room above the hire kitchen, even though locked, was clearly being used as a recreation area with food scraps and combustible debris posing a fire risk to the building. 14. Chemical store The bund has been cleared and the area generally much improved. Empty drums are still being stored at fire exit from plant room. The emergency power cut off switch is in a darkened area. 15. Kitchens and food The kitchen for public hire was extremely dirty and ill kept. There were also clear breaches of food hygiene rules and codes of good practice.

16. Contractor management This area has clearly improved –contractor staff were observed signing in. However, operatives erecting temporary furnishings for an event had to be spoken to twice to prevent clearly unsafe work at height. There is a question about the exchange of risk assessment and method statements between the parties and onsite induction of operatives about expected standards of working.

17. Car park Parking on site has improved considerably with the coaches setting down and parking in a less free-for all way.

There is far less litter and material dumped in the car park and around the site generally. However, the compactor at the rear of the building was observed to be open at the time of the visit, a serious trapping, and suffocation risk. .

Audit of Leisure Centre 24.4.09

Area Observation Risk Priority Action required Who by; when 1 Kitchens - fire Fire-check doors throughout area Fire Repair or replace fire doors. safety still faulty. Ensure extractors regularly Fire exit door in kitchen broken cleaned and serviced including glass panel replacement of filters. Obsolescent cooking equipment installation still being hired out. Dust and grease extractors blocked; not cleaned

2 Kitchen – food Freezer unlock and dirty Unacceptable risk to Catering staff need urgent re safety and Spillage of food out of packet in staff and public from training in food safety and freezer food spoilage and hygiene. No dates on food in freezer contamination. Effective management action required to monitor and assure quality control in food handling and storage.

Scores on doors scheme advised. 3 Kitchen – No safe system of work in place for Unacceptable risk to Effective cleaning schedule cleaning and cleaning kitchen All sinks for staff and public from required as well as management hygiene washing hand dirty food spoilage and action to monitor and ensure 2 soap dispensers pressers very contamination. safe standards are maintained. dirty Dirty food preparation sinks blocked with putrefying food matter. Oil splatter over cooker splash back panel Work counters thick with oil Oil left in deep fat fryer over a week old - evidence of bacteria spoilage. Cooker dirty with grease and food remains Poor control of waste. Rodent traps not regularly checked. Floor very dirty. Key to priority scoring

Critical importance and immediate action is needed to improve the health and safety performance to an acceptable level

Action is needed within an agreed timescale to improve health and safety performance to an acceptable level.

Health and safety in this area is generally satisfactory, however recommendations may be given for further improvement.