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Capital Strategy [2Mb] (doc document)

  2. 2. CONTENTS Background Information Pages 3 to 4 Section A Capital Strategy Pages 5 to 13 Section B Asset Management Plans Pages 14 to 20 Appendices A Asset Register Land and Property and Property Portfolio 21 B Capital Programme 2006/07 and beyond 28 C New and Future Scheme Estimates to 2012 32 D Capital Schemes Investment Appraisal – pro forma 38 E Procedure for disposal of surplus/under used property 48 F Post Completion Appraisal Form 54 G Corporate Asset Management Arrangements 56 H National and Local Performance Indicators 57 I Capital Scoring Sheet 59 C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -2-
  3. 3. Capital Strategy and Asset Management Plan Background Information The following information about South Somerset District Council aims to provide background information relevant to the Capital Strategy and the Asset Management Plans. 0 Background to South Somerset South Somerset District Council is the largest district council in Somerset, it has a population of 155,000 and is 370 sq. miles in area. It is predominantly rural with 30% of the population located in the main town of Yeovil and the remaining 70% located in 7 market towns and numerous villages. It is fully parished with over 120 local town and parish councils. Only one district in England and Wales has more conservation areas and listed buildings. Some 30% of the workforce is employed in manufacturing – nearly double the national average. Multi-national companies located in the district include Augusta Westland, Honeywell, and Thales. Tourism contributes around £84 million a year to the local economy and supports more than 2000 jobs. 22% of the population is of pensionable age and over 56% are within normal employment ages. Gross and Net Revenue Budget 2006/07 The Council’s gross revenue budget for 2006/07 is £59,987,460 and the net budget is £17,843,400. Fixed Asset Analysis General & Vehicles, Other Total Specialised Plant and Land & Equipment Buildings £’000 £’000 £’000 £’000 Gross book value as at 31 March 2005 27,260 3,061 2,507 32,828 Additions 0 1,918 288 2,206 Disposals (262) (64) 0 (326) ReClassified (8) 0 8 0 Revaluations 2,320 18 637 2,975 Impairments (195) (73) 0 (268) Gross book value at 31 March 2006 29,115 4,860 3,440 37,415 Less: Depreciation for year 490 327 1 818 Depreciation for earlier years 1,303 1,247 118 2,668 Depreciations on Disposals (16) (20) 0 (36) Balance as at 31 March 2006 1,777 1,554 119 3,450 Net book value as at 31 March 2006 27,338 3,306 3,321 33,965 C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -3-
  4. 4. Gross Floor Area The analysis of number, gross floor area and value of the Council’s assets is shown in detail in Appendix A. The estimated value of the assessed maintenance backlog is £290,000. Capital Programme The full detailed Capital Programme is shown at Appendix B and is summarised as follows: Gross Capital Planned Expenditure Service Portfolio 2006/07 2007/08 2008/09 2009/10 2010/11 £’000 £’000 £’000 £’000 £’000 Housing 3,390 2,256 876 876 276 Regeneration 595 518 332 (339) 0 Leisure and Culture 153 3 0 (13) 0 Environmental 688 55 25 0 0 General Office and Systems 1,124 655 660 665 670 Local Area Schemes 409 207 66 0 0 Investments 2,187 0 0 0 0 8,546 3,694 1,959 1,189 946 The funding for the Capital Programme is as follows: £’000 - External income (grants, contributions from partners etc) 3,040 - Disabled Facilities Grants 544 - Useable capital receipts 11,764 - Capital Reserve 986 16,334 The Capital programme and funding were approved by full Council in February 2006. Funding of the capital programme up to 2006/07 had been made based on the level of Right to Buy receipts received but these reduced drastically at the end of 2005/06 and the Council then allocated some of it’s other useable receipts to fund the 2006/07 capital programme with the revenue consequences being found from savings elsewhere. The downturn in receipts from Right to Buys has been noted countrywide and therefore this capital strategy addresses the future funding of the capital programme through other means. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -4-
  5. 5. SECTION A – CAPITAL STRATEGY Purpose of Strategy 1. This document sets out the Council’s approach to capital expenditure and describes how the deployment of capital resources will contribute to the Council’s aims and objectives. 2. It provides a clear statement on how our capital resources are utilised to help to ensure that the assets of the Council are used efficiently and effectively. Corporate Plan and Capital Investment 3. The District Council agreed its seven-year corporate plan in September 2005. The plan contains five main themes as its overall aims. Our corporate aims are:  Deliver well managed, cost effective services valued by our customers;  Increase economic vitality and prosperity;  Improve the health and well-being of our citizens;  Ensure safe, sustainable and cohesive communities;  Promote a balanced natural and built environment. 4. Within these themes there are nineteen objectives and seventy critical activities outlined to achieve those objectives. Resources must therefore be prioritised to achieve those critical activities. All capital schemes must have a Capital Appraisal form that shows links to specific corporate plan objectives and critical activities. 5. Some early estimates have been made to calculate the cost of delivering those critical activities and asset management are as follows: Total 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Allocation £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000 Already Approved 8,546 3,694 1,959 1,189 946 - - 16,334 Additional Requirement - 4,176 8,577 18,339 16,898 9,417 3,269 60,676 6. (Note: Figures in bold show the commitment already made to these areas when the five year capital programme was agreed in February 2006 (see Appendix B). Items in italics show what the further commitment is estimated to be to deliver the corporate plan and manage our assets to 2012. The full detail of these is attached at Appendix C). 7. The additional requirement far outweighs the capital resources this authority has available. It is therefore important that partnership funding is sought wherever possible to ensure maximum delivery of SSDC aims and objectives. Asset Management and Capital Investment C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -5-
  6. 6. 8. As well as the delivery of the corporate plan objectives it remains a priority to ensure that the assets SSDC owns are kept in good order and maintained. Bids for refurbishment of these assets are assessed as priority schemes once the need has been assessed and justified. As such these are considered as essential schemes and given priority over available resources. The Asset Management Plan forms the second part of this document in outlining how the authority will manage the assets it owns. Capital Resources 9. SSDC is in a relatively healthy position with regard to capital resources. In 1999 the Council undertook a large scale voluntary transfer of its housing stock and the capital receipt from the LSVT was used in part to repay all of the Council’s long term debt and the Council became debt-free in March 2000. This allowed SSDC certain advantages under previous capital and investment regulations. 10. Following the introduction of the Prudential Code those advantages do not now exist and in March 2006 SSDC made the decision to agree to borrowing through the most financially economical method of balancing its investment and borrowing portfolio to finance balance sheet debt liability which was previously financed from internal resources. This will obviously be dependant on prevailing PWLB rates and any amounts borrowed will be matched by capital principal enabling SSDC to have a prudent approach to borrowing. 11. The Council has significant capital receipts at its disposal. Unallocated receipts after taking into account those that have been set aside to finance the current capital programme stand at approximately £30 million. The majority of these receipts are used to earn interest of £2.5 million which supports the revenue budget. 12. In addition to this it has received healthy receipts in the past through the clawback of sales by South Somerset Homes (Right to Buy receipts) to previous tenants but these are now reducing as follows: 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 £’000 £’000 £’000 £’000 £’000 £’000 Receipts Expected 1,313 547 438 383 328 328 13. Social housing grants are in the main made directly from central government to Registered Social Landlords (RSL’s). The government however does currently grant aid SSDC approximately £730,000 per annum towards housing schemes. These grants will continue to be fully utilised by this Council. 14. The current 5 year capital programme shows how much the Council is planning to spend and gives details of individual projects. The current programme is attached at Appendix B. 15. New resources for capital expenditure come from a variety of sources:  Capital receipts from the sale of assets no longer required (primarily sales under the Right to Buy housing regulations)  Specific grants (European Union, National Lottery, etc)  Contributions from other local authorities and external partners  Contributions from SSDC Revenue Budgets C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -6-
  7. 7.  Government grants for social housing and disabled facilities grants;  Borrowing. 16. SSDC will continue to make use of all of these resources in the most economical way. Strategy for Release of Resources 17. Current capital resources are contributing interest payments to revenue of around £2.5 million per annum. Therefore those resources must be released in a structured way that can be managed through the Medium Term Financial Plan. This will therefore be dependant on affordability either through budget savings elsewhere or through increases in Council Tax. In terms of affordability the maximum threshold is either 2% of council tax (approximately £150,000) or the equivalent in financial savings. This gives an understandable choice in compensating the revenue stream lost and would release a maximum of £18 million over the next six years but allow for the strategic long term planning of delivering a stable capital programme over that term. 18. All new capital receipts will be released to finance the following year’s capital programme once they have been received and after any loss of revenue income or specific set aside is made. This will enable the authority to boost the overall £18 million released over the next six years but in a more prudent way than the current methodology of estimating receipts and releasing them to finance capital when in some circumstances the receipts do not materialise. At present around £8 million net receipts are expected over the next six years to boost the overall programme. 19. SSDC will continue the policy of utilising non-strategic areas of land to provide social housing rather than through it’s capital receipts. Methodology for the Allocation of Resources 20. The strategy until the 2006/07 budget process had always been to utilise only new receipts to finance new capital schemes. Receipts were allocated to the following areas of priorities: Essential or Unavoidable Schemes Then Social Housing 50% Regeneration 25% Other schemes 25% 21. Given the approval of the corporate plan the critical activities replaced this in importance in terms of a methodology. 22. To ensure the delivery of the corporate plan a revised methodology needs to be put in place. This will be to allocate to unavoidable schemes e.g. those required by legislation and asset management with the remaining allocation made to deliver the corporate plan. The scoring methodology has been revised to assist in the decision making process. Process for Approval of Schemes 23. The Council’s strategic corporate plan forms the framework for Council expenditure. The Capital Strategy reflects these priorities, supplemented from time to time by specific opportunities as they arise. 24. Community needs are assessed via a range of methods: C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -7-
  8. 8.  Specific strategy based on need (eg. social housing strategy, cultural strategy, economic development strategy, ICT strategy)  Focus groups and public consultation  Local councillor and Area Development Manager liaison with town and parish councils and community based groups as outlined within Area Action Plans  Service Plans for the medium term (3-5 years)  The Community Plan  Requests for specific contributions from partners  Asset Management Plan 25. Inevitably these processes will identify more needs than the resources available. The financial constraints within which local government operates is a key influence on the capital strategy. In practice the medium term budgeting process and the resource needs identified in service plans come together each year in the planning cycle. 26. These activities are part of a continuous process but information is summarised for the budget setting process. This starts in June each year when the outturn of the previous year’s budget is known. All bids for inclusion within the next year’s budget have to be submitted to Finance by the end of August each year. Project managers produce bids through the project management methodology. Each project manager will as part of that methodology present their bid to Management Board during September/October once the Project Management Board have assessed it’s category, its deliverability and robustness. Management Board discuss how the release of capital for that year is considered alongside the revenue implications and future project delivery needs. 27. Capital bids and resources are considered by District Executive in December and reviewed by the Scrutiny Committee. The final decision is made by Council in February when the projects are approved for inclusion in the overall Capital Programme. 28. In reaching their decisions members are assisted by a scoring system (see Appendix I) that includes points for:  Delivering corporate plan aims, objectives, critical activities and action plans the scheme addresses (50% weighting);  The extent of partnership involvement and financing (20% weighting);  The ability of any other body to provide the project (5% weighting);  Whether the project is obligatory (10% weighting);  Whether the project is a consequence of public consultation (10% weighting);  Whether the project enhances or creates an asset for SSDC (5% weighting). 29. In addition the appraisal form includes links to the Gershon and Value for Money agenda through:  the degree of preparedness to deliver the schemes;  the officer time needed to ensure the scheme is delivered on time; C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -8-
  9. 9.  Whole life costing information regarding the life and major refurbishment needs that will occur during the life of the asset.  The effect the project has on council tax  The benefits to the population of providing the scheme Approach to Investment Appraisal 30. All project bids whether revenue or capital must be submitted using the new project management methodology. The methodology uses Prince 2 principals and will enhance project management within SSDC. 31. Each appraisal must be completed and submitted to a Project Management Board. An Appraisal form is attached at Appendix D. Once categorised and agreed by the board the project is presented to Management Board for approval. 32. The project management board remit is to:  Categorise the project;  Review investment appraisal forms to ensure that schemes meet objectives and that revenue implications are clearly and accurately identified;  Ensure that the project is deliverable and robust. 32. The Council’s Management Board brief is to:  Recommend to District Executive appropriate allocation of resources to support corporate objectives in conjunction with the capital scoring grid.  Advise the District Executive on the relative priority and timing of schemes so that the Capital Budget Strategy can be developed and the Capital Programme compiled for approval by District Executive and approved annually by full Council. 33. The four Area Committees have the following brief with regard to any Area Capital allocations:  Review investment appraisal forms to ensure that schemes meet the corporate and local objectives and the District Executive agrees revenue implications.  Approve the specific schemes and submit capital plans through the Area Action Plans to District Executive to be included in the Council’s Capital Programme. 34. The District Executive is responsible for recommending to full Council the Capital Budget and forward programme that addresses the agreed priorities. The timetable and process for this are as follows: August - Officers submit bids and finance officers review the 5 year Capital Programme and revise it in the light of latest information on receipts available and progress of individual schemes. September/October - Bid proposals are developed by working groups which will include resources of partners and external funding and presented to the Project Management Board followed by C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 -9-
  10. 10. Management Board. November - Portfolio holders prioritise schemes with regard to corporate priorities or urgent requirements and new opportunities. This is done individually and then working together within the Executive. Prioritisation is based on a capital scoring system that takes into account various factors eg. corporate aims/ objectives/ critical activities, partnership funding etc. A copy of the capital scoring sheet is attached at Appendix I. December - The District Executive receives final advice on the resources available and reaches a decision on the amount available for new schemes. District Executive recommends schemes for approval by Council. February - Full Council approve Capital Programme. 35. Where a service has identified a need for capital an Investment Appraisal pro forma is completed. All relevant bids must have had a feasibility study before consideration by the Executive. All requests are considered by the District Executive or Area Committee (where delegated authority has been given), in the context of the annual and medium term budget process. 36. A copy of the pro forma that will be used from the 1st April 2007 is attached at Appendix D; each bid identifies the service objectives to which the bid relates and the outcome to be achieved. These are linked to the Council’s overall aims and objectives. 37. The costs are identified – both capital and any revenue consequences; and the means of project control to be exercised. Once approved the expenditure is included in the capital programme and the appropriate annual revenue budget committed and a named officer identified as the Responsible Officer for project management. 38. The project will be monitored through the project board and through quarterly reports to members. 39. The Council’s Capital Officers Group meets to share good practice, support, and understanding of current capital projects. The Group reports to the Senior Managers Forum (SMF) on any issues of policies and practice. 40. The SMF resolves issues arising from the Capital Officers Working Group. ICT Funding Committee 41. The ICT Funding Committee will receive all ICT related bids whether for new technology or replacement technology in accordance with the ICT Strategy. The ICT Funding Committee is made up of members of the District Executive receiving specialist advice from a theme advisor and a specific responsibility for approving all ICT capital projects. 42. A sum will be top sliced each year based on the expected need for the following year of capital resources for the ICT Funding Committee to apply to projects based on priorities. A sum will also be allocated within the Medium Term Financial Plan each year to the ICT Funding committee to fund the revenue implications of those projects. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 10 -
  11. 11. 43. All bids for ICT funding will follow the same route for approval with the exception that the ICT Funding Committee replaces District Executive as the approving committee. However, the original delegated sum each year will be agreed by full Council. Save to Earn Schemes 44. Schemes where a capital project can either produce revenue income or reduce expenditure by the equivalent or greater sum than the loss of revenue interest can be brought forward at any time through the normal process. This encourages innovation and business process re- engineering to progress outside of the normal annual process. It also encourages an approach to the efficiency agenda in terms of investing in assets to reduce ongoing revenue costs. 45. Any bids must be linked to a robust business plan with sensitivity analysis clearly identifying the risks and break-even points of the project. A specific reserve has also been set up to cover initial losses while the scheme is being implemented and therefore each scheme must demonstrate a payback of five years or less. Links to Partners 46. The Council works closely with partner organisations to achieve its corporate objectives. This helps to ensure that the needs of the community are met in the most appropriate way; and that the best use is made of pooled resources. Capital investment in buildings and infrastructure seeks to address common interests. 47. Officers and Members of SSDC are involved in a range of active partnerships where resources for schemes are regularly discussed. Where schemes are jointly funded the consultation will therefore be on-going. Often external funders look for district council committed funds to be in place when they consider bids. When a scheme is being developed for consideration by District Executive, partners are consulted on the scheme. 48. The capital programme shows that over £3 million of resources come from our partners in the schemes approved. 49. At the capital bid stage partners will be identified and will contribute to the preparation of the pro forma. Partners may attend the District Executive meeting where schemes are considered. Once a scheme is included in the Capital Programme partners will be involved in the delivery of the project. Current examples include:  Business Incubator scheme is a joint project with the Regional Development Agency and Somerset County Council;  Yeovil Vision Scheme which will be managed by a joint management board that includes as well as SSDC the Regional Development Agency, Somerset County Council, and Yeovil Town Council;  Yeovil Regeneration schemes are overseen by a consortium that includes the Town Council, the County Council, and the Chamber of Trade;  Our Local Strategic Partnership also receives a summary report of progress on those cross authority schemes. 50. In addition, South Somerset District Council is part of the Somerset Waste Partnership that has successfully bid for over £6 million of capital funding from DEFRA to introduce the Kerbside Recycling Scheme and Composting Schemes. Only the SSDC share is shown in our Capital Programme since the County Council acted as lead authority. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 11 -
  12. 12. Loans Policy 51. SSDC approved a loans policy in September 2003. The objective of this policy is to act as a useful source of funding for some voluntary groups in providing a top-up of capital to get a project implemented without having to pay prohibitive interest rates so long as the activity meets one or more of the council’s corporate objectives. The policy also states that the borrowing body must demonstrate that it can repay the loan at the prevailing PWLB (Public Works Loan Board) rates. This is an excellent way of recycling capital resources to deliver the Council’s aims and objectives. Examples of bodies that have benefited so far are:  Crewkerne Aqua Centre to build a gym/fitness studio £600,000  Norton-sub-Hamdon Village Hall replacement - £5,000  Refurbishments to properties at Crewkerne Almshouse Trust - £65,000 Monitoring and Evaluation of Capital Schemes 52. The Project Manager (Responsible Officer) – as identified by the Investment Appraisal pro forma manages capital schemes. If the scheme is a building project the Project Manager will utilise both internal and external support for the scheme (legal, financial and construction related service). It also checks that the in house property team agree with any property costs and have the available time to commit to the project. 53. Area Committees will receive quarterly monitoring statements on the progress of individual area schemes and District Executive schemes where they have a significant interest to the Area Committee. The District Executive will receive quarterly monitoring on individual corporate schemes and a summary report on the overall Capital Budget and Programme. When schemes are being progressed with partners the Partnership Steering Group will receive quarterly monitoring reports. 54. Quarterly monitoring reports will show the current stage of each project (feasibility, design stage, tender invited, construction or detailed implementation and post completion review) and a revised spending profile if appropriate. 55. Where a project has been delayed for more than one year the Committee must review and decide whether to continue to support the scheme further, return the funding for use on other schemes or return the project to reserve projects list pending a revised appraisal form from the officer concerned. Post Completion Assessment 56. Post completion project evaluation is undertaken by the Responsible Officer and reported to the Area Committee/District Executive and compares the planned outcomes with those actually achieved. It is also important as a learning organisation that we learn from our projects in terms of what could have been done better. A pro-forma has been established to assist with the assessment and a copy is attached at Appendix F. 57. On occasions the Council’s Scrutiny Committee may call for a post-completion project appraisal to provide assurance on the efficiency and effectiveness of the project implementation. The Committee may also consider if the service objectives and outcomes identified in the Investment Appraisal form have been met. 58. Examples of comments from recent Post Completion evaluation reports: C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 12 -
  13. 13. How were the Objectives Met?  “By providing a new, easily maintainable, highly insulated, roofing system which enables Health and Safety standards to be maintained for both staff and for the public”  “We have proved via statistical information that early prevention in South Somerset is working very successfully in preventing homelessness from occurring. Also the increased footfall proves that a town centre location was needed”.  “A new bus was purchased with both SSDC and external funding and continues to deliver a vast range of projects both internally and with external partners which meets the same objectives as above.” Please add details of any additional benefits that have resulted from the project being undertaken  “More interview rooms to aid staff. A multi-agency approach and early intervention in assisting those threatened with homelessness has been successful”.  “The new Activity Bus now has disabled access to the lower deck enabling wheelchair & easier disabled access. The IT equipment has been well received both on our own projects undertaken and partner projects use of this is available on both decks of the bus. The adaptable interior has proved to be very successful, giving much more available floor space on the upper deck for projects that are delivered. The plasma screen has been invaluable for both ourselves and partners to deliver presentations via laptops”. In hindsight is there anything that you would have done differently?  “The time scale presented in the Investment Appraisal was not realistic. The cost of the purchase of the chassis and bodywork was under estimated at £65,000 the actual price was £149,000, more than was estimated of £129,000 for both the internal conversion and purchase of the body & chassis, we were fortunate to secure £20,000 more external funding than was originally quoted which helped to make up the difference in cost”.  “The lessons learnt in the case of the sculpture project were to involve an arts officer much earlier in the process. It should have been made clear at the start that the owner of the site should have led the project from it’s inception using an artist experienced in creating public art, unfortunately the owner lost touch for a while and commissioned someone who had no experience of creating public art, this resulted in the regeneration officer trying to guide the artist with regards to health and safety issues and the artist did not appreciate their work being compromised by such matters, leading to some tricky negotiations ensuring that our contribution was being spent wisely”. Review of Capital Strategy 59. This document will be reviewed in 2009/10. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 13 -
  14. 14. SECTION B – ASSET MANAGEMENT PLAN Purpose of the Plan 1. This plan together with the Capital Strategy is intended to detail the authority’s approach to asset management and sets out the policies, aims and initiatives of the Authority in relation to it’s assets. 2. It identifies the strategies and policies to enable effective management of the property portfolio, delivery of services and property maintenance. The aim is to ensure that assets are fit for purpose and where practicable deliver value for money whilst recognising the diverse range of property held. 3. The property portfolio should be sufficient and appropriate to deliver the Council’s services. Organisational arrangements for corporate asset management 4. The Council’s policy and practice is that all property is held corporately but may be managed by service managers as appropriate. 5. The Council’s Head of Service with responsibility for property is accountable to the Corporate Director (Environment) who provides the high level strategic property link with the Council’s Management Board and District Executive. Responsibilities include:  Ensuring the property portfolio contributes to the delivery of corporate aims and service objectives;  Developing strategies for future property requirements and management;  Undertake regular review of the property portfolio;  Develop and maintain links between service managers and Members to the asset management plan, capital strategy and capital programme;  Ensuring compliance with statutory and regulatory requirements;  Ensuring the Asset Management Plan is maintained and updated; 6. The Management Board comprises the Chief Executive, Assistant Chief Executive and three Corporate Directors plus the Head of Finance and the Head of Legal and Democratic Services. Property related issues are brought to the agenda as and when appropriate to:  Co-ordinate asset and property management across service departments and areas.  Ensure a corporate, strategic and consistent approach to property issues across services.  Consider recommendations for property development, disposals and strategies. 7. The Head of Economic Development, Planning and Transport deals with strategic development and regeneration projects. Key staff from the Asset Management/Property Team and Economic Development meet each month to review progress with strategic and C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 14 -
  15. 15. operational property issues. There is close co-operation between staff to maximise opportunities for land assembly packages, acquisitions or disposals of assets that relate to the Council’s land or property. Any issues emerging from these discussions will feed into the Management Board and relevant Committee. 8. At Member level responsibility for land and property is with the Environment and Property Portfolio holder. 9. Organisational arrangements for corporate asset management are shown diagrammatically at Appendix G. 10. In 2002 the District Executive set up a Property Review Working Party to include the relevant Portfolio Holders, Corporate Director – Environment, Head of Finance, Head of Engineering and Property and officers from Asset Management and Economic Development. The remit for this group is to review all land and property holdings every two years. The next review exercise will be undertaken early in 2007. All property is considered and the working party proposals for future use/disposal of various properties reported to the District Executive. 11. As a consequence of the organisation review a number of staff have been relocated to different sites/offices. The Corporate Director - Environment is leading a Member/Officer group – Accommodation Rationalisation Review Group - to ensure office space is used effectively. Property Services 12. Engineering and Property Services manage the Council’s property assets. Their vision and mission is: “to deliver a professional and technical service to maintain and imp[rove the Council’s land and property portfolio, including car parks.” “we aim to provide buildings , car parks and other assets that are fit for purpose and meet the current and future requirements of users and direct service providers, as well as maximising strategic income.” 13. The Service Plan sets out how the Team contributes to delivery of the Corporate aims, objectives and critical activities. 14. Property maintenance is delivered through a range of approved contractors but we have partnering contracts with two main contractors for reactive repairs and electrical work. Asset Management Planning 15. The Council’s existing asset base (building, major equipment items, communication links, etc) is managed via Service Plans. The responsibility for repair and maintenance of buildings is with the Engineering and Property Service. Strategically, the Council’s land and property portfolio comes within the remit of the Environment portfolio. The Council’s accommodation is a mix of leased and freehold buildings. Asset utilisation is a long term strategic issue and the Council’s need for accommodation is reviewed as part of the asset management process. As leases become due for renewal services are reviewed to ensure that the best use is made of accommodation. The MTFP savings requirement has meant that office accommodation is being closely scrutinised. 16. In order to improve the asset management function the Council has developed an Asset Management Plan. This also forms a key part of our approach to Best Value. The Plan: C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 15 -
  16. 16.  Identifies all properties used by the District Council;  Provides for core data to be established on assets including: - Condition statement and future maintenance needs - Approximate annual maintenance costs  Informs the Strategic Management Board’s consideration of capital budgeting and the District Executive recommendations to Full Council;  Feeds into the medium term financial strategy;  Ensure that Best Value in Asset Management is achieved and demonstrate fairness and transparency in the decision making process; • Ensures that a continual review of property is undertaken; Consultation 17. Public stakeholders Disabled persons views about accessibility to our services and buildings are gathered through the Disability Action Group who meet regularly with members and officers. Their input feeds into work programmes for building improvements to offices and other public buildings. 18. Property Services customers Customer satisfaction with contractor’s performance for day to day property repairs are monitored via feedback questionnaire and where problems are identified appropriate action can be taken. Individual projects and design work undertaken by the engineering and property team are subject to customer questionnaire on completion. 19. Performance of the Engineers and Property Services Teams is monitored through annual/biennial customer (internal & external) questionnaire and any problem areas are reviewed. Data Management 20. A statement of assets held by category including numbers and value has been prepared from the asset register database (shown at Appendix A). There is a rolling programme that ensures all asset values are reviewed once every five years. 21. Records of buildings and land have been compiled on the corporate asset database, a module of the Council’s main GIS map based system. The database contains extensive information that is constantly being added to as further information is extracted from legal documents and deeds. 22. Annually the asset register maintained by the Finance team (for capital accounting purposes) is compared with property records held on the corporate asset database. UPRN’s (unique property reference nos.) have been recorded for each property and this links to the Gazeteer for amenity and other land where SSDC has maintenance responsibilities. 23. The 5 yearly property condition survey was completed in 2005 (by consultants) to update records in accordance with best practice. This information has been used to:- C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 16 -
  17. 17. • compile data on planned maintenance requirements over a 5 year period for capital funding for a programme of property refurbishment; • assess maintenance priorities; • provide costing information on maintenance liabilities where a property’s future use is being considered; • provide reference data on floor areas for space audits and internal recharge purposes; 24. More detailed 10 year Programmes are being evolved for the more highly serviced buildings eg. Goldenstones, Octagon etc. Accessibility 25. Work required to meet reasonable accessibility requirements in public areas of our buildings have largely been completed to comply with the Disability Discrimination Act 1995. There remain 3 buildings where practical and physical difficulties have yet to be overcome. Car Parks have also been surveyed and work carried out to improve the location of disabled spaces and access to ticket machines should charges be introduced. Asbestos 26. Asbestos surveys and reports have been completed for all buildings and where necessary asbestos removal work has been programmed. Legionella 27. Specialists are currently completing building surveys to assess works required to mitigate Legionella risks and prepare monitoring programmes. Energy 28. Energy management is emerging as a key area of work and supply contracts have recently been tendered by Procurement. Costs are closely monitored and energy saving initiatives are implemented when and where practicable. Over 60% of energy used in our main buildings is from renewable (Hydro) sources. Programme development and implementation Office review 29. Much work has been undertaken in the past 18 months by the Accommodation Rationalisation Working Group (ARWG) to review offices, relocate staff to form new teams and improve service delivery. By introducing new office accommodation standards the number of desk spaces in Brympton Way has been increased from 270 to 350. A hierarchy of needs in maximising the use of office accommodation has been agreed by the Group and they are: 1. SSDC Corporate need 2. SSDC Area need 3. SSDC partnership needs and/or maximisation of income requirements 30. Using this hierarchy, ARWG decisions about accommodation are informed by policy and need, rather than financial opportunity. An independent consultation report carried out in 2004 established that there is more of an imperative for front-facing services to be based at Brympton Way than support services. If necessary, this would then mean relocating support C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 17 -
  18. 18. services out of Brympton Way. This fits with our understanding that customers appreciate the opportunity of accessing services at our main office (Over 10% of our customers prefer face to face contact at either Brympton Way or a community office, BMG research, 2005). The Customer Access inspection report, February 2006, also identified the strength of our corporate objective of improving customer access supported by the Customer Access Strategy. 31. However, another factor to be considered is the parallel process of the Area Visioning. Once a decision is made about the precise nature of area working and the need for area offices it will be possible to make an informed decision on the future of individual buildings. In addition, it would be sensible for SSDC to retain some flexibility over office space across the district to fit with any potential changes in local governance arrangements. Property Review Group 32. A Somerset asset management group has been formed consisting of the district, county and Government Office (SW) representatives to share best practice and explore opportunities for partnership working. Information is shared about surplus property disposals or new requirements. A network of contacts has been established to share information. 33. Examples of current projects being developed where we are working with other public authorities include: a. Joint procurement of valuation services with Mendip DC; b. Office sharing arrangements at the Chard Office with the SCC Locality Team; c. Discussion with the Police Authority for office sharing arrangements at the Wincanton Office to develop their community policing agenda; d. Discussion with the SCC Library Service for a proposed new library combined with new public conveniences on our car park/land at Castle Cary; e. Working with the Castle Cary Town Council to look at the future uses (through public consultation), refurbishment and improvements to the Market House (Grade 2 *) currently in SSDC ownership; f. Working with Yeovil Town Council to investigate provision of public conveniences in the town centre; g. Development of a c. 35,000 sq ft business innovation and incubation centre in Yeovil jointly funded by SSDC, the RDA and SCC; h. Working with Registered Social Landlord’s to identify surplus areas of SSDC land that when parcelled with their own land holdings will create development opportunities for new affordable housing. Surplus or under used assets 34. A procedure for assessment of surplus or under used property has been developed together with a process clearly setting out the methods for dealing with disposal. A copy is attached at Appendix E. Asset Transfer to “Third Sector” Organisations 35. The Government are keen to promote advancement of their proposals for advancement of community ownership and management of local authority assets. (DTI Social Enterprise Strategy 2003/Why neighbourhoods matter – ODPM report 2006). Examples might be community centres, recreational facilities, parks or redundant buildings that if transferred to community organisations could be critically important to development of active communities or viable community based enterprises. In considering the transfer of assets the local authority will need to meet its fiduciary duty that makes best use of resources. This would normally mean realising market value for assets to C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 18 -
  19. 19. reduce pressure on council tax levels. However disposal at below market value may result in added value and benefits by contributing to sustainable community plan objectives. The ODPM Working Group concluded that one of the barriers to transferring assets to communities was the lack of appropriate capital and revenue funding. However the legal and financial frameworks are in place and, in future, local authorities will be expected to give such transfers to Third Sector Organisations proper consideration. Current Programme of Asset Management Activities: Action Lead Officer Target Date Relocate Countryside and Street Scene operations Head of Engineering June 2007 from Chaffcombe Depot and dispose of the site. and Property Ongoing review of all office accommodation. Corporate Director - Ongoing Environment Member/officer working party to review the Council’s Head of Engineering December 2006 land and property holdings. and Property Disposal of the Mill Lane/Foundry House site for Head of Area 2007/08 redevelopment. Development (South) Disposal of closed public convenience sites. Head of Engineering Ongoing and Property Ensure continued compliance with legislation on: Head of Engineering Ongoing • disabled access to public buildings and car and Property parks • asbestos in buildings and maintenance of a register • management of the risk of legionella Development of the Yeovil business innovation Head of Economic 2006 and ongoing centre. Development , Planning and Transport Monitor progress on corporate and service targets for: Head of Engineering Ongoing • reduction in energy consumption in local and Property authority buildings • % of green energy purchased • accessibility to public buildings by disabled people • commercial property lettings • rate of return on commercial property Planned maintenance is undertaken to protect the Head of Engineering 2008 and ongoing Council’s investment in property and capital funding and Property bids are made to enable the programme to continue. Review of land holdings in conjunction with Social Head of Engineering Ongoing Housing Providers to identify development and Property opportunities for affordable housing. Head of Housing Implement car park strategy review and identify Head of Engineering 2007 and ongoing additional capacity/sites where required and Property Head of Economic Development , Planning and Transport C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 19 -
  20. 20. Complete negotiations on land disposal etc for Head of Engineering 2006/07 Birchfield (Lyde Road Key Site) and Waitrose at and Property Crewkerne. Head of Legal Services Continue to maximize occupancy of vacant office Head of Engineering 2006/07 space by working with partner organisations and Property Progress delivery of the Yeovil Vision ADM South Ongoing Head of Economic Development , Planning and Transport Progress Market Town Regeneration ADM West Ongoing Construct leachate control and pumping station at Head of Engineering 2006/07 Birchfield and Property C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 20 -
  21. 21. APPENDIX A Asset Register Land and Property Information at 31.3.2006 Description Number Valuation Gross Internal area £ M2 Operational Assets - other land & buildings Cemeteries and Crematoria (buildings) ** 6 440,280 - Sports Centres, Pools and Changing Rooms 2 7,809,207 2,830 Offices and administrative buildings 19 6,784,862 15,690 Museums, Galleries and Theatres 2 2,795,770 2,290 Other Housing - Non HRA property 5 695,525 1,300 Off street car parks 56 5,359,116 - Public conveniences 32 786,022 2,052 Other Operation land & buildings 2,666,484 Operational Assets - Infrastructure Assets Cyclepath 33,214 - Other Infrastructure 3,820 Operational Assets - Community Assets Parks and other open space amenity land - 626,375 - Crematoria land ** 136,960 - Non Operational Assets Commercial Units, Industrial Land & Property 24 2,094,830 4,373 Other miscellaneous property or land 11 168,510 2,335 Land awaiting development 5 134,800 - Historic buildings 3 - - 30,535,775 30,870 Note ** Joint ownership The table below shows details of all property holdings. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 21 -
  22. 22. Title Description Use Street Town General Comments Disposal Views Freehold Sports Pavilion Birchfield Park Changing rooms, etc. Lyde Road Yeovil To be leased to Jephson Housing Freehold Store Shed in Ninesprings Store for Equipment Nine Springs Yeovil Replaced with container Unit in 2003 Freehold Changing Rooms Changing rooms Sandhurst Road Yeovil Changing Rooms, public toilets Whole site includes running track, Freehold and store etc. Changing rooms etc. Yeovil Rec Centre Yeovil golf, tennis, etc. Freehold Scouts building Hall, Changing, WC's Yew Tree Rec Yeovil 53 year lease from 1995 Freehold Bird Watching Hide Bird watching hide Chard Reservoir Chard Leasehold Community Sports Centre Sports Centre West Hill Wincanton Sub-let to Trust on 99 year lease The Rose Tower Freehold The Four Follies Barwick Park Historic Buildings and Others Barwick Restricted access arrangements Freehold Burlingham Barn Historic Buildings Tintinhull Restricted access arrangements 17 Woodland Freehold Hostel Let to Magna HA Grove Yeovil 117 Sherborne Freehold Hostel Let to StonhamHA Road Yeovil Freehold Hostel let to StonhamHA 2 Crimchard Chard Dorcas House Freehold Hostel ,Preston Grove Yeovil Freehold Workshop Workshop Hellier's Road Chard Relet from 1/9/01 after repairs Mill Lane/ Freehold Mill Lane Trading Estate Small Business Units Summerhouse Tce Yeovil Buildings demolished 2003 - site only Awaiting disposal Freehold Small Business Units Small Business Units Foundry House Yeovil Building empty/secured Disposal with Mill Lane site Freehold Small Business Units (1 - 18) Small Business Units Houndstone Yeovil SSDC main commercial units C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 22 -
  23. 23. Freehold Garage/Store Store Windermere Close Yeovil Review when tenancy ends - 2007 6 South Western Freehold Shop Unit Shop Terrace Yeovil Leasehold Workshop/Business Unit Workshop Oxford Road Yeovil Lease ends 26.7.07 Review prior to end of lease 7 South Western Freehold Shop Unit Shop/workshop Terrace Yeovil 11 South Western Freehold Shop Unit Shop/Office Terrace Yeovil Freehold Site for Parking etc. Vehicles Parking/Mtnce Coat Road Martock Jephson Housing Disposal for affordable housing Freehold Old Weighbridge site Visitor/cycle Centre Bow Street Langport Leasehold Bus Station Bus Station Earle Street Yeovil Houndstone Site + red brick building for Disposal to part fund Business Innovation Centre Freehold Site + small brick building Industrial site for dev. Business Park Yeovil development development Freehold Old Reading Room Adult Learning Centre 72 South Street Yeovil 99 year lease to SCC from 1974 Freehold Flax Mills (inc Lodge) Historic/commercial Castle Cary King George Leasehold Borough Arcade Offices Commercial offices St./High St. Yeovil Lease expires November 2006 lease not being renewed Freehold Boden Street Library Healthy Living Centre Boden Street Chard Freehold Garage/store Store Monmouth Road Yeovil Review when tenancy ends - 2007 Site only - not our building - 124 year Leasehold Abbey Manor Park Surgery Abbey Manor Park Yeovil lease Section 106 agreement Freehold Business Unit Store etc. Goldcroft Yeovil Garage - in Abbey Street car Freehold park Garage and store Abbey Street Crewkerne Freehold Chard Museum Museum High Street Chard Freehold Wessex Youth Centre Youth Centre Broad Street Somerton Freehold Offices Offices 80 South Street Yeovil Freehold Chard Youth Club Youth Club Essex Close Chard Freehold Ile Youth Centre Youth Centre Frog Lane Ilminster Site only - 99 year lease from 1965 C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 23 -
  24. 24. Freehold Crowshute House Community Centre Chard Site only - not our building - 124 year Leasehold Abbey Manor Community Hall Abbey Manor Park Yeovil lease Section 106 agreement Freehold Tolbury Mill Community Hall Playgroup Tolbury Bruton Tenant has full repair lease Freehold The Store Public Building Commercial Row Chard Town Council purchased in 2006 Disposal when local plan and site development Freehold Gables End House - let to SSH Touches Lane Chard Acquired as a result of planning blight agreed Disposal when local plan and site development Freehold Mirrolds House - let to SSH Touches Lane Chard Acquired as a result of planning blight agreed Freehold The Harlequin Arcade Community Office, etc. High Street Bruton Some commercial tenants Freehold Area East office Public Offices Churchfields Wincanton Freehold The Old Market House Community Office, etc. High Street Castle Cary Some commercial tenants Freehold Ilminster Area Office Public Offices North Street Ilminster Freehold SSDC Offices Public Offices Brympton Way Yeovil Freehold Area South, Public Offices Petters Way Yeovil Some commercial tenants Block B - 99 years/Blocks ACD - 10 Leasehold Area North Office Old Kelways Public Office Somerton Road Langport years wef 1998 Parish Rooms Leasehold Somerton Community Office Community Office Market Place Somerton 10 year lease to September 2007 Leasehold Crewkerne Community Office Community Office Victoria Square Crewkerne Lease 21 years from 1995 Freehold Area West and others Public Offices Holyrood Street Chard Some commercial tenants Freehold Careline/Bldg Control Offices Preston Road Yeovil Freehold Workplace Nursery Workplace Nursery Preston Road Yeovil Freehold Community Resource Centre Offices & store 9, Garrett Road Yeovil C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 24 -
  25. 25. Leasehold Tourist Info. Centre Tourist Info Centre Cartgate Yeovil Leased from Highways Agency Leasehold St Michaels Hall Community Centre St Michaels Road Yeovil Lease to 2008 (full repairing lease) Review prior to lease expiry Freehold Milford Recreation Centre Playground, rooms etc. Milford Road Yeovil Let to Town Council on 999 year lease Freehold Goldenstones Leisure Centre Brunswick Street Yeovil Freehold Octagon Theatre Theatre Hendford Yeovil Freehold Museum of South Somerset Museum Hendford Yeovil also Community Heritage Access Freehold Lufton Depot Depot/Museum Store Artillery Road Yeovil Centre wef 2003 Freehold Chaffcombe Depot Depot Chaffcombe Chard Disposal agreed by DX Leasehold Wincanton Depot Vehicle park/staff room Southgate Wincanton 15 year lease from 15/9/00 Used by street scene (sweepers), Freehold 4 Old Garages Storage/Garages Petters Way Yeovil engineers store & museum Leasehold Basement Store Document Store Reckleford Yeovil Lease expires May 2008 Review prior to lease expiry Freehold+ Licence to Education Centre/ Rangers Education room, Rangers Stoke sub site office & public toilets office etc. Ham Hill Hamdon Joint Freehold Yeovil Cemetery Chapels Cemetery Chapel Preston Road Yeovil Joint ownership Joint Freehold Yeovil Cemetery Lodge Cemetery Lodge Preston Road Yeovil Joint ownership C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 25 -
  26. 26. Joint Freehold Crematorium Buildings Crematorium Bunford Lane Yeovil Joint ownership Milborne Freehold Public Conveniences Public Convenience London Road Port Limington Leasehold Public Conveniences Public Convenience Road/Free Street Ilchester Freehold Public Conveniences Public Convenience Carrington Way Wincanton Leased to TC Memorial Hall Car Freehold Public Conveniences Public Convenience Park Wincanton Freehold Public Conveniences Public Convenience Grove Alley Bruton Possible redevelopment with SCC Freehold Public Conveniences Public Convenience Millbrook Castle Cary library Leasehold Public Conveniences Public Convenience Old Market House Martock land leased from TC 99 years these toilets replaced in 2003 under similar Leasehold Public Conveniences Public Convenience West Street Somerton from1982 arrangements Stoke sub Freehold Public Conveniences Public Convenience West Street Hamdon South Freehold Public Conveniences Public Convenience Prigg Lane Petherton Whatley Car Park, Freehold Public Conveniences Public Convenience Bow St Langport Freehold Public Conveniences Public Convenience Petters Way Yeovil Bus Station, Earle Leasehold Public Conveniences Public Convenience Street Yeovil Leasehold Public Conveniences Public Convenience Quedam Yeovil Lease surrendered May 2006 Freehold Public Conveniences Public con/rec ground Milford Road Yeovil closed Freehold Public Conveniences Public Convenience Boden Street Chard Freehold Public Conveniences Public Convenience Bath Street Chard Former toilets to be leased to TC for Freehold Store Store West Street Crewkerne store South St/ Falkland Leasehold Public Conveniences Public Convenience Square Crewkerne Freehold Former Public Conveniences Public Convenience Church Street Crewkerne Closed awaiting disposal C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 26 -
  27. 27. Freehold Public Conveniences Public Convenience West Street Ilminster Partial closure Leasehold Public Conveniences Public Convenience Ditton Street Ilminster Freehold Public Conveniences Public Convenience Chard Reservoir Chard Environmentally friendly loo leased from SCC 99 years wef Leasehold Gypsy site Gypsy site Marsh Lane Tintinhull 1.12.2002 leased from SCC 99 years wef Leasehold Gypsy site Gypsy site Ilton Ilton 1.12.2002 Conversion to Yeovil Business Freehold Offices/Factory Unit Offices/Factory Unit Bonsoir site Yeovil Innovation Centre Demolished by SCC in Sept 2006 Freehold Classroom/store Classroom/store Grass Royal Yeovil under terms of lease Buildings life expired C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 27 -
  28. 28. Revised Capital Programme 2006/07 - 2010/11 (New starts for 2006-07 to be approved are shown in bold type) APPENDIX B Capital Programme 2006/07 - 2010/11 2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible Officer Est Est Est Est Est Est Spend Spend Spend Spend Spend Spend £'000 £'000 £'000 £'000 £'000 £'000 Disabled Facilities Grants 506 506 480 480 480 2,452 A Bell Disabled Facilities Grants Subsidy (272) (272) (246) (246) (246) (1,282) A Bell DFG new allocation 42 42 42 42 42 210 A Bell Empty Property Grants 80 80 160 A Bell Home Repairs Assistance 100 100 200 A Bell HMO Grants 60 60 120 A Bell Village Hall Grants - Expenditure 25 25 A Knight Village Hall Grants - New Allocation 90 90 180 A Knight Affordable Housing 832 322 1,154 L Axford Higher Flax Mills - Castle Cary 21 21 H Rutter Lufton 2000 - Phases I & II 100 100 ADM South Lufton 2000 - Phase III 7 (214) (293) (339) (839) ADM South Box Factory 35 35 ADM South South WesternTerrace - Improvement Grants 77 77 I Budd Eastern End, Yeovil Improvement Grants 20 20 ADM South Great Bow Yard 150 32 182 ADM North Environmental Improvements to Middle Street, Yeovil 4 4 G Green Car Park Resurfacing 25 25 25 75 B Tufton Castle Cary Library 43 30 73 H Rutter C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 28 -
  29. 29. 2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible Officer Est Est Est Est Est Est Spend Spend Spend Spend Spend Spend £'000 £'000 £'000 £'000 £'000 £'000 Yeo Rec - Changing Rooms - Expenditure 40 40 L Pincombe Yeo Rec - Further works 13 20 7 40 L Pincombe Museum Facility at Lufton Depot 10 10 D Hill Old Town Station - Completion Works 35 35 G Green Goldenstones 10 Yr Plan 20 23 43 S Joel Dual Use Sport Centre Grants 40 40 40 40 160 S Joel Crewkerne Aqua Centre Loan (60) (60) (60) (60) (240) D Parham New Vehicles for Leisure Service 30 30 C Freeman Birchfield Sewer Pollution Control Works 311 311 M Pollock Public Conveniences - Access Improvements 20 20 B Tufton Safety Improvement to Yeovil Bus Station 40 40 B Tufton Feasibility Fees Reckleford Option 5 (Yeovil Vision) 45 45 ADM South Eastern End Regeneration Feasibility (Yeovil Vision) 10 10 ADM South Sports Zone Feasibility (Yeovil Vision) 25 25 S Joel Capital Salaries 200 200 200 200 200 1,000 D Parham E-Government - Customers First (Phase 2) 10 10 C Price Back Scanning of Planning Information 38 38 A Harland Enhancements to SSDC Buildings 206 180 185 190 195 956 B Tufton Acccessibility improvements to Council Buildings 9 9 B Tufton Ropewalk at 94 High Street West Coker 38 38 A Duckworth Brympton Way Data Recabling - new allocation 31 31 R Brown NNDR System 34 34 P Colgan EDM - Building Control 21 21 J Power 2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 29 -
  30. 30. Officer Est Est Est Est Est Est Spend Spend Spend Spend Spend Spend £'000 £'000 £'000 £'000 £'000 £'000 Enterprise Wide Back Up System 50 50 J Lancaster New Housing IT system 28 28 C Boyland Novell Licensing 26 26 R Brown Server Replacement* 80 80 A Harland Upgrade of voicemail & telephone logging 30 30 A Harland Upgrade of Power Supply to Computer Room 16 16 R Brown Replacement of chillers for air handling system 82 82 B Tufton Total District Executive - Central Schemes 3,423 1,184 393 314 671 5,985 Area Committee Allocations North 222 101 323 ADM South South 39 39 ADM North East (2) (2) H Rutter West 53 8 61 A Gillespie Area Committee top up 67 67 66 200 ADMs Total Area Committee Allocations 379 176 66 0 0 621 Total Capital Programme 3,802 1,360 459 314 671 6,606 Non-Specified Investments Provisions for Investments 2,187 2,187 D Parham 2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible Officer C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 30 -
  31. 31. Est Est Est Est Est Est Spend Spend Spend Spend Spend Spend £'000 £'000 £'000 £'000 £'000 £'000 Reserve Schemes Awaiting specific allocation Yeovil Vision 125 125 250 ADM South Market Towns Vision and Rural Regeneration 50 100 150 300 A Gillespie Waste Contingency 200 200 K Tyte ICT Panel 200 250 250 250 250 1,200 A Harland Affordable Housing - Unallocated 1,927 1,328 600 600 4,455 L Axford Business Incubator/Innovation for South Somerset - Exp 475 475 950 A Foyne Feasibility Fund - Unallocated 25 25 25 25 25 125 SMT 2,527 2,303 1,500 875 275 7,480 Area - Capital Reserves to be Allocated to New Schemes North 31 31 ADM North West 30 30 A Gillespie Total 30 31 0 0 0 61 Summary Capital Programme 3,802 1,360 459 314 671 6,606 Non Specified Investments 2,187 2,187 Contingent Liabilities and Reserve Schemes 2,557 2,334 1,500 875 275 7,541 Total Programme to be Financed 8,546 3,694 1,959 1,189 946 16,334 Proposed new 2006/07 schemes are shown in bold Amounts shown in italics are foreseen future bids *The revenue costs of this bid are subject to a separate report on this agenda. C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 31 -
  32. 32. NEW AND FUTURE CAPITAL APPENDIX C SCHEME ESTIMATES Critical Activity Description of Project Officer 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 £'000 £'000 £'000 £'000 £'000 £'000 AIM: Deliver well managed, cost effective services valued by our customers Objective 3: Achieve 75% by 2008 and maintain thereafter the staff who would recommend SSDC as an employer. Canteen/Restaurant Refurbishment Gary Russ 81 9 Objective 4: Be a top 25% performer in the National Indicators appropriate to South Somerset by 2010. Enhancements to SSDC Bldgs Brian Tufton 200 205 Capital Salaries Donna Parham 200 200 E-mail Archiving Anne Harland 50 Desktop License Upgrade Anne Harland 300 Corporate EDM/Workflow System Jess Power 299 159 54 Server Replacement Schedule Bid Anne Harland 157 99 64 153 Oracle 10g Upgrade for Revenue & Janet Lancaster 25 Benefits System Patch Management System Roger Brown 13 Data Life Cycle Mgt System Anne Harland 65 Transformational Gov Fund Anne Harland 200 Corporate Identity Management Anne Harland 310 244 91 161 91 Replacement of QSP Claire Harding 320 Replacement of Cash Receipting Claire Harding 80 Resource Centre Partial Roof Brian Tufton 25 Replacement Critical Activity Description of Project Officer 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 £'000 £'000 £'000 £'000 £'000 £'000 Car Park Admin System & Hand Brian Tufton 51 Held Fixed Penalties Device C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12 - 32 -