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Strategic Asset Management Plan

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  • 1. CONTENTS 1.0 Introduction Pages 1 - 2 2.0 Background Pages 2 3.0 Asset Portfolio Pages 3 - 4 4.0 Organisational Arrangements Pages 4 5.0 Data Management Pages 4 6.0 Core Actions Pages 5 - 6 7.0 Programme and Plan Development Implementation Pages 7 8.0 Consultation Pages 7 9.0 Best Value Review Programme Pages 7 - 8 10.0 Performance Management and Monitoring Pages 8 11.0 Spending and Output/Outcome Information Pages 8 - 9 12.0 Capital Project Prioritisation Pages 9 13.0 Disposal Pages 10 App A Capital Strategy App B Service Plan App C I&DeA Peer Review Report
  • 2. 1.0 INTRODUCTION 1.1 The Strategic Asset Management Plan 2007 is a corporate tool to utilise, develop systems and processes to enable the Council to use its assets efficiently, effectively and creating a framework that will support the strategic direction, priority outcomes and the enabling agenda of the Council. 1.2 It is recognised that a strategic overview and joined up approach is integral to the management of Council assets. A new structure was put in place and came into effect 1st April 2006 which brought together valuation, property maintenance and repair, asset management, energy efficiency, architectural services, and the design and provision of open space and play areas. This approach has provided a comprehensive and joined up service, and enabled us to provide a proactive management approach. 1.3 The structure has now been in place for around a year and significant progress has been made during that time. This view is supported by the ‘PEER’ review carried out on 28th and 29th November 2006 (see app C). The best way of summarising progress over the last twelve months is by saying that the ‘building blocks’ are now in place to move the service forward. The action plan, which is included in the Service Plan (Appendix B – 3.1), is challenging and reflects the next phase of moving the service forward in an effective and proactive manner. 1.4 There are three issues that will impact greatly over the next 3 years and therefore it is of paramount importance that these issues and the Asset Management service are complementary and run in ‘tandem’ with each other:  Waveney Campus – The Waveney Campus is programmed for completion in 2010. The campus will be the new ‘home’ of the Council and also house, as tenants, Suffolk County Council (SCC) and The Centre for Environment, Fisheries and Aquaculture Science (CEFAS). The project has significant resource implications for the Asset Management Team. Part of this project is asset disposal strategy that is closely linked to the campus timeframe.  A new Strategic Direction has recently been adopted which will see the Council become an enabling authority rather than a direct provider. This will have implications on many assets and the use of those assets. Until the situation becomes clearer in respect of programme and timeline it is difficult to set out a long term plan that addresses how the assets are to be used, if at all, in the future. 1
  • 3. How frontline services are provided through the operations team is being reviewed and it is likely that a large part of these services will be outsourced. The timeframe for conclusion is eighteen months to two years. Again this will have implications for assets and the use thereof. 1.5 The needs and aspirations of stakeholders will change in the future as too will demands placed on the service. Therefore the Strategic Asset Management Plan needs to be flexible enough not just to meet today’s expectations but tomorrow and beyond. For this reason decisions must be made with the future in mind and short term ‘fixes’, avoided. 2.0 BACKGROUND 2.1 A proactive Asset Management Strategy, and the positive effect that this will have on revenue and capital funding streams is central to underpinning and facilitating the delivery of the Strategic Direction. 2.2 The Strategic Direction states: “We have set these priority outcomes to achieve our vision of a safe, clean, attractive and prosperous environment for our communities:  Environment – Value Waveney’s environment and protect it for future generations;  Community Safety – Reduce crime and anti-social behaviour in Waveney and improve community safety;  Housing – Meet the housing needs of the most vulnerable people living in Waveney;  Regeneration – Encourage economic vitality and develop cultural activity across the Waveney district and the sub region;  Health and Well Being – Improve the health and well being of Waveney’s communities;  Customer Access – Improve customer access to information and services;  Performance – Improve use of resources and performance. 2
  • 4. 3.0 ASSET PORTFOLIO 3.1 The Council currently holds over 320 property assets with a total value in the region of £30,000,000. Of the total value around £4,000,000 are non-operational property assets. These also include land assets, many of which are for recreational purposes (including play provision) or enhancing the environment. 3.2 Services are provided from a diverse range of properties and land across the district. There is a need to look carefully at the number, type and location of the assets that are required to deliver priority outcomes in the medium and long term, this forms part of the Action Plan as set out at Appendix B – 3.1. 3.3 Assets have been categorised and are given below: Property Category Fixed Asset Value Assets (No’s) Operational Assets Offices, Administration Buildings £3,997,500 18 Office Car Parks £44,400 6 Sports Centre and Pools £6,512,000 4 Sport Grounds £555,748 8 Parks £15,413 6 Open Space £895,211 25 Museums £91,000 1 Cemeteries (Buildings Only) £275,000 8 Cemeteries (Land) £8,000 8 Beach Chalets £1,177,000 2 Caravan and Camping Sites £1,200,000 2 Yacht Stations £451,000 5 Public Conveniences £1,140,000 29 Theatre and Public Halls £623,000 3 Contract Services £832,200 7 Off Street Car Parks (Pay and Display) £4,446,500 54 Housing (HRA) Property (Tenants £68,500 6 Meeting Halls) Miscellaneous Finance £51,000 2 Highways £13,500 1 Industrial Property £4,076,300 32 TOTAL £26,473,308 195 Non-Operational Assets Surplus Property £463,500 7 Allotments £7,995 15 Shops on Housing Estates £193,750 8 3
  • 5. Markets £99,500 5 GRF Housing (Care Centre) £80,000 1 Parks, Recreation Grounds and Open £1,080,500 14 Spaces Beach Activities £806,750 11 Miscellaneous Properties £1,101,450 16 TOTAL £3,833,445 77 GRAND TOTAL £30,306,753 304 The figures in the above table are the most recent available but are reviewed over a five-year cycle as part of the on-going Asset Valuation Programme. 4.0 ORGANISATIONAL ARRANGEMENTS 4.1 The Portfolio Holder (Contracts and Asset Management), plays a key role in the management of corporate assets. 4.2 The role of Corporate Asset Officer is the responsibility of the Corporate Director (Corporate Governance). Part of this function is to ensure that the principles of asset management planning are developed and implemented through the Portfolio Holder (Contracts and Asset Management). 4.3 The day-to-day strategic management of property, buildings and land assets fall within the remit of the Portfolio Manager (Finance, Asset Management and Contracts), supported by Principal Service Manager (Asset Management), and Principal Accountant (Corporate Governance). 5.0 DATA MANAGEMENT 5.1 The Council holds over 320 property assets, with a total asset value in the region of £30 million. Details of the core and transient data in respect of the holdings are held both electronically and in hard copy. 6.0 CORE ACTIONS 4
  • 6. 6.1 The Council resourced a new Asset Management structure, which came into effect on 1st April 2006, following adverse comments in the Comprehensive Performance Assessment Report. The need to deal with assets centrally in a strategic manner rather than focusing on operational needs, and co-ordinating the management and use of assets across the whole organisation in a joined up manner were identified in the report as being central to delivering the Strategic Direction. 6.2 The Asset Management Service was assessed by IDeA and IPF through a PEER review on 28th and 29th November 2006. This process involved a panel of experts in their field acting as ‘critical friends’ to assess the progress made since 1 st April 2006 and identify priorities for the future. The outcome was very encouraging and recognised the progress made in a relatively short space of time. It did however draw attention to the three items outlined in the introduction and felt that until the Council is clear about its direction of travel, progress of the management of assets will be limited. The PEER review report is attached at appendix C. 6.3 The PEER process will continue in the foreseeable future by working with ‘mentors’, to drive forward continuous improvement and learn from colleagues within the industry who’s organisations are deemed to be examples of good practice. 6.4 Asset management is not just about disposal of assets, it is about making sure the right assets are in the right place to the right standard to enable the provision of high quality services. This will involve modernising out of date facilities/buildings, disposal of surplus or poor quality assets, and acquisition where appropriate. This approach will enable assets that are designed to meet service needs rather than services making best use of what assets are available, and create a framework where revenue and capital resources are effectively targeted. 6.5 In developing the Strategic Asset Management Plan the following core actions will be the main focus of the team:  Develop a programme/action plan that supports the Councils Strategic Direction and enabling agenda. Update and maintain accurate records of assets and provide a timely brought forward system.  Identify property, buildings, land and other assets that are fit for purpose and/or contribute to achieving the authorities priority outcomes.  Identify property, building, land and other assets that are not fit for purpose and/or do not contribute to the authorities priority outcomes. 5
  • 7.  Develop a programme for the disposal and acquisition of assets that will contribute to the delivery of quality services to the community and visitors to the district, and have a positive effect on future revenue budgets.  Identify business opportunity and secure/dispose of assets to realise that opportunity.  Identify property, buildings, land and other assets that are necessary to achieve the authorities priority outcomes but require investment to be fit for purpose.  Review licences, leases and concessions when the opportunity arises and optimise value by achieving optimal rates and best price as set out at section 123 of the Local Government Act 1972. Market testing through competitive processes, where appropriate, will be used for that purpose.  Develop and implement a programmed maintenance and works programme that will maintain assets to a standard that is conducive to providing quality services which meets statutory requirements for example the Disability Discrimination Act.  Organise repair and maintenance works on corporate properties and buildings.  Oversee and project-manage capital projects and building works.  Review service agreements across the Council to ensure that a consistent and cost effective approach is adopted.  Develop and implement a programme for Energy Efficiency measures that will deliver long-term reduction in consumption and contribute to the ‘green’ agenda.  Work closely with developers to ensure that open space and play provision adequately meets the needs and aspirations of local communities and on-going revenue costs are minimised through design.  Examine partnership opportunities and strengthen/develop relationships with the private sector. 7.0 PROGRAMME AND PLAN DEVELOPMENT & IMPLIMENTATION 7.1 The Council continues to develop its approach to the introduction of corporate strategic plans and planning frameworks. The Strategic Asset Management Plan and 6
  • 8. Capital Strategy are important elements within the corporate planning framework, the main elements of which are set out below:  Optimising property holdings to meet changing service needs.  Gaining financial benefits from savings in running costs and enhancing capital receipts.  Implementing corporate plans and strategies in areas such as access, sustainability and community safety.  Acting as a catalyst for partnership working with other public service providers. 7.2 As part of the Strategic Asset Management Plan, five yearly inspections of all assets will be undertaken as part of the Fixed Asset Valuation Process. Material changes to valuations are noted and appropriate adjustments made in the financial and asset data records. 8.0 CONSULTATION 8.1 To meet the challenges that lay ahead in the future the Council must be ‘fit for purpose’. Within this area, numerous actions are identified, but a number are highlighted as being of high priority. One of these top priority areas is to utilise consultation processes to determine community aspirations and to use the results to inform decision-making. This endorses the commitment to the process and the importance it attaches to the views of its stakeholders. 8.2 It is recognised that to gain maximum benefit from consultation the views of the whole community must be taken into account and decisions taken which fit into a wider strategic footprint. Too often decisions are made on the basis of consultation with influential/pressure groups that are not necessarily reflective of the wider community. The Asset Management Team will seek to develop consultation processes that will address these issues and bring together all views and opinions. 9.0 BEST VALUE REVIEW PROGRAMME 9.1 The Comprehensive Performance Assessment of December 2004 states, “The council does not have the capacity to deliver effective asset management”. While an asset management plan is in place, it identifies that there has been 7
  • 9. very limited progress in implementing changes, and highlights a lack of appropriate staffing resources as being a clear barrier to securing improvements. No clear plan has been put in place to try and rectify this issue. The council has recognised the constraints of multi-site offices and has recently reduced the number of sites from 4 to 3. Plans for a single civic site, Waveney Campus, have a projected completion date of 2010. 9.2 Interim discussions with the Audit Commission have been encouraging and are generally pleased with the progress made over the past year and are supportive of the PEER review process as outlined under Core Actions. 10.0 PERFORMANCE MANAGEMENT AND MONITORING 10.1 Performance management targets and outcomes are set out in the Service Plan at Appendix B – 4.3. 11.0 SPENDING AND OUTPUT/OUTCOME INFORMATION 11.1 Capital budgets are set over a four-year cycle. These are set out in the Budget Book for 2007/08. Clearly certain assumptions have had to be made to both estimate capital requirements in future years, but also to predict the source of capital funding. For the purposes of the forward years budgets, it has been assumed that Prudential Borrowing meets any gap in the funding of the Capital Programme, rather than any increased revenue contributions. 11.2 The fundamental objective when considering the affordability of the capital programme is to ensure that the total capital investment of the Council remains within sustainable limits, and in particular to consider its impact on the “bottom line” revenue budget. In considering the capital programme, the Council is required, under the Prudential Code, to have regard to:  Affordability (implications for Council Tax and rents);  Prudence and sustainability (implications for external borrowing);  Value for money;  Stewardship of assets (planning);  Service objectives;  Practicability (achievability). 8
  • 10. The Prudential Code will enable the Council to have more flexibility in its borrowing in the future, having regard to the above factors. 11.3 It must also be recognised that the use of capital funds impacts on revenue budgets not just in terms of meeting debt charges but day-to-day running costs. It is therefore imperative that any capital bids fully address revenue implications and whole life costings, meets corporate objectives, and makes a strong business case. Using capital funding wisely will have a positive and sustainable effect on revenue budgets. 12.0 CAPITAL PROJECT PRIORITISATION 12.1 The importance of ensuring there is a robust consistency in its consideration of capital projects is recognised, and a need to ensure that capital resources are directed to appropriate corporate priorities. Accordingly, the Portfolio Holder (Contracts & Asset Management) has developed a methodology to address this issue. This is also referred to in the Capital Strategy. 12.2 The principle behind the process is to score each project against consistent criteria, including the following:  How the project contributes to the Medium Term Priorities, specifically how it underpins the Strategic Direction and other corporate policies and Plans.  How the project will lead to improvements in service delivery.  How the project will support the principles of corporate asset management planning.  How the project supports, and promotes, cross service delivery.  How the project impacts on revenue budgets and if potential savings are sustainable. 12.3 A rolling timetable has been introduced that requires Project Managers to report to the Portfolio Holder (Contracts & Asset Management) on a quarterly basis to update on issues of project progress, actual cost in comparison to budget, under and over expenditure, and potential new projects. Thus, coordinating the capital programme across the whole organisation in a strategic manner. 9
  • 11. 13.0 DISPOSAL 13.1 There is a need to take a pro-active role in the identification, management and disposal of under-utilized or surplus property. Disposal however is an integral part of generating capital funds for reinvestment purposes. Thus making best use of available funds. It must be remembered that ‘disposal’ does not only include the transfer of freehold interests, but may also refer to disposal by lease, concession or other means. Any decision as to method of disposal must bear in mind many factors, including financial improvements and/or community benefits. 10
  • 12. ♦ Appendix A: Capital Strategy ♦ Appendix B: Service Plan ♦ Appendix C: Peer Review 11
  • 13. Appendix A Capital Strategy 2006-07 to 2009/10 Introduction: The Capital Strategy outlines the policies and processes within the authority that are in place or are being developed to ensure that the authority’s capital spending is focussed on projects that will meet corporate priorities and deliver service improvements. The Strategy outlines how capital currently deployed and new capital available to the authority will be used in furtherance of the Council’s aims and objectives. In November 2006 members adopted a new Strategic Direction, with seven high priority outcome areas (environment, community safety, housing, regeneration, health & well- being, customer access and performance). The Capital Budget Process: The Council, as part of its annual budget cycle, approves a Capital Programme for the forthcoming three financial years, together with a revised budget for the current financial year. Bids for new projects are submitted by officers in response to service demands and future plans. Project managers complete a Scoring Matrix and an accompanying report to the Portfolio Holder (Contracts & Asset Management) (AMSC). Each project is scored by the Project Manager, based on guidance contained with the Matrix document, and assessed against a number of criteria. This criteria includes whether the project satisfies a legal obligation, the financial impact (i.e. affordability and sustainability for the revenue budget and local tax), and to what extent it will achieve the priorities set-out in the authority’s Strategic Direction (scoring against the Strategic Direction is double-weighted - to ensure that capital resources are targeted at services of high strategic priority). Bids are taken initially to Portfolio Team Meetings for the scoring to be independently reviewed, before being considered by AMSC. Ultimately, members of AMSC will make the final recommendation to Council regarding which project bids are included in the Capital Programme. Each project will then be subject to a full report to members before being accepted as “committed” and the project being allowed to commence. The current Capital Programme, adopted by Council on 1 February 2007, is attached at Appendix A. It is split into two main components, that which relates to Housing (the Housing Investment Programme) and the Other Services Capital Programme, which includes current estimates for the Waveney Campus project. 12
  • 14. Capital Resources: The Capital Programme is financed using a number of different types of resources. These include Borrowing (where assessed as prudent, affordable and sustainable), Capital Receipts (arising from the sale of capital assets), Government & European Grants, Capital Contributions (sources include other local authorities, developers or local businesses), Finance Leases (if this provides the most affordable option in revenue terms), Earmarked Revenue Funds and Direct Revenue Financing (paying for capital expenditure from the revenue budget). Many of the above resources are earmarked to specific projects (especially Grants and contributions). For non-housing projects there is insufficient revenue resource to fund capital from the Council Tax, so, in common with most local authorities, capital receipts remains the only significant “unrestricted” capital resource. The majority of available capital receipts arise from the sale of Council Houses, where 25% of the proceeds are available to finance capital expenditure. In the approved capital programme, most of the anticipated capital receipts are already earmarked for financing, so the authority will need to look closely at the use of its assets to see if additional receipts can be generated from surplus assets or those assets currently not being used to achieve priority objectives, to allow greater investment in services of high member priority. This links directly with the authority’s Asset Management Plan. Review of the Strategy: The Capital Strategy is informed by the outcome of Best Value reviews, Peer reviews, and links directly with the Strategic Direction, the Medium Term Financial Strategy, the Asset Management Plan, the “enabling agenda” and Service Plans. In 2006 Asset Management was the subject of a peer review, which made a number of recommendations on how the authority could improve the management of its assets and the strategic management of capital resources. This document will be reviewed in light of the key findings of the Peer Review, with recommendations for improvements to be presented to Portfolio Holder (Contracts & Asset Management) for consideration as part of the three-year action plan for Asset Management. 13
  • 15. Revised OTHER SERVICES Actual Budget Budget Budget Budget EXPENDITURE 2005/06 2006/07 2007/08 2008/09 2009/10 Total £k(3) £k(7) £k(8) £k(9) £k(10) £k(11) Corporate Governance 168 6,151 5,350 30,390 15,660 57,551 Regeneration 4,245 11,149 1,773 3,701 4,148 20,771 Community and Operations 1,413 3,979 891 1,720 445 7,035 Total Expenditure 5,826 21,279 8,014 35,811 20,253 85,357 FUNDED BY: SCE(R) - Single Capital Pot - - - - - - SCE(R) - Flood Defence etc 262 - - - - - Capital Receipts 866 4,101 1,196 376 260 5,933 Capital Contributions 1,568 3,600 527 611 239 4,978 Direct Revenue Financing - 2 - - - 2 Revenue Funds 103 20 20 20 20 80 Capital Grants 3,027 6,763 1,146 3,015 3,673 14,597 Unsupported Borrowing - 6,793 5,125 31,790 16,060 59,768 Deficit/-Surplus - - - - - Total Funding 5,826 21,279 8,014 35,811 20,253 85,357 Revised HOUSING INVESTMENT Actual Budget Budget Budget Budget PROGRAMME EXPENDITURE 2005/06 2006/07 2007/08 2008/09 2009/10 Total £k(3) £k(7) £k(8) £k(9) £k(10) £k(11) Council Dwellings 2,854 4,876 4,648 4,637 4,637 18,798 Other Housing 889 1,000 1,240 1,040 1,000 4,280 Total Expenditure 3,743 5,876 5,888 5,677 5,637 23,078 FUNDED BY: SCE(R) - Single Capital Pot 1,010 505 - - - 505 Major Repairs Allowance 1,784 4,226 3,998 3,987 3,987 16,198 Capital Receipts 3 195 700 700 700 2,295 Direct Revenue Financing 650 650 890 690 650 2,880 Disabled Facilities Grants 296 300 300 300 300 1,200 Other Contributions - - - - - - Total Funding 3,743 5,876 5,888 5,677 5,637 23,078 14
  • 16. Appendix B Service Plan 2007-08 ASSET MANAGEMENT SERVICE PLAN 2007/08 Edition Date: February 2007 Author: David Jessop 15
  • 17. 1. ASSET MANAGEMENT SERVICE 1.1 Service Objectives The purpose of the Asset Management Team is to deal with assets centrally in a strategic manner and to co-ordinating the management and use of assets across the whole organisation in a joined up manner. The Asset Management Team has the following overall objectives: 1. Ensure that operational assets used for service delivery is fit for purpose and that non-operational assets make a contribution to achieving Council objectives. 2. Develop a programme of acquisition and disposal of assets that will contribute to delivering high quality services to the community and visitors and identify business opportunities and secure/dispose of assets to realize that opportunity. 3. Improve strategic management to demonstrate clear links between corporate and service objectives and management of assets critical to service delivery, and effectively manage concessions, lease, licence and other agreements to ensure optimal value. 4. Develop and implement a works programme for energy efficient measures that will deliver long term and sustainable reduction in energy use, and a programmed maintenance plan that will maintain the assets to a satisfactory standard and capable of delivering high quality services to the community and visitors. 5. Work closely with developers to ensure that open space and play provision adequately meets the needs and aspirations of the local community and ongoing revenue costs are minimized through design. Financial Information Personnel Information 2005-06 2006-07 2007-08 2005-06 2006-07 2007-08 Income Number full-time staff 9 11 11 Capital £0 £0 £0 Number part-time staff 1 1 1 Revenue £439,361 £414,373 £419.055 S106 £61,908 £147,757 £165,000 Expenditure Capital £877,000 £1,392,000 £499,700 Revenue £679,996 £947,674 £980,555 S106 £61,908 £147,757 £165,000 16
  • 18. 2. OBJECTIVES ACHIEVED IN 2006/07 • 2.1 Have the objectives for 2006/07 been met and what are the outcomes? Below are the Priority Outcomes achieved by Asset Management for 2006/2007. Key objective (Priority Outcome Progress Outcome) An Environment that meets the basic needs of our communities Streets, beaches, Southwold Harbour Regularisation Not completed, date to be reviewed. buildings, parks and open spaces are improved and Implement measures identified in the policy documents in respect of Progressing through the Delegated process, targets for maintained to a safe asbestos and Legionella. 2006/07 achieved. standard Improve access to key Develop a framework that will review assets to determine if fit for purpose Progressing and in line with target dates. services for all sectors of and supports corporate objectives and priorities. the population Develop programme for Suitability Surveys for corporate assets in line with Completed. Property Performance Indicator 3 Conduct suitability surveys based on above Progressing and in line with target dates. An Environment that is sustainable and clean Priority Outcome Input Progress Report Develop programme for Environmental Property Issues for corporate assets Complete Reduce the environmental in line with Property Performance Indicator 2 impact of our community Progressing and in line with target dates. Conduct Environmental Property Issues survey based on 11 above Improve the quality of the environment through Develop programme for Energy Conservation Projects. Not completed, date to be reviewed. sustainable planning and development 17
  • 19. Best Value Performance Indicators (BVPIs) Indicator 05/06 target 05/06 actual 06/07 target 06/07 actual 07/08 target 08/09 target Comments BVPI 156 45% 58.82% 65% 66% est 75% 85% 3. LOOKING FORWARD 3.1 Development activity for 2007/08 A SWOT and PESTLE analysis and a risk assessment has been carried out. The actions required have been included in the high-level action plan as part of the Strategic Asset Management Plan. These actions are given below: Development activity for 2007/08 No. Task/Action Targeted Outcome Resources Deadline Driver/Source Strategic Direction: Develop Strategic Asset Management Plan Adopted as policy through Principle Service February 07 – 1 setting out clear direction and objectives for the service over a three-year period. Portfolio Holder (Contracts & Asset Management). Manager (Asset Management) April 07 Environment Performance Conduct review of records on LAMP to ensure Strategic Direction: 2 that the asset inventory is a comprehensive register of what the Council owns or uses. LAMP Records Asset Officer April 07 – August 07 Performance 18
  • 20. Strategic Direction: 3 Develop property data collation and input on to LAMP. LAMP Records Property Manager April 07 – March 08 Performance Waveney Campus – Contribute through the various work streams: Principle Service Manager (Asset Co-ordination Group Management) Service Manager (Valuations) Strategic Direction: Strategic Group Notes of Meetings Property Manager Regeneration 4 Office Accommodation, File Notes. April 07 – March 10 Customer Access Technical Support Officer (Play) Performance Move Champions Service Manager (Property) Design Quality Indicators Strategic Direction: Notes of Meetings Principle Service 5 Strategic Project Team (Leisure) – Options appraisal Committee Reports Manager (Asset Management) April 07 – March 08 Customer Access Performance Strategic Direction: Principle Service Committee Reports Manager (Asset Customer Environment Identify programme for acquisition and disposal Management) 6 based on ‘fit for purpose’ and future direction of the authority, and present to members for Working Notes Service Manager (Valuations) June 07 – December 07 Regeneration consideration. Surveys Service Manager Customer Access (Assets) Performance 19
  • 21. Project Notes Strategic Direction: Regeneration project support: Sunrise Scheme, 7 Seafront Garden Project. Other projects as they develop and funds available. Documentation Architectural Officer April 07 – March 10 Environment Committee Reports Regeneration Committee Report Strategic Direction: 8 Developed Capital Strategy. Published Document Principal Accountant (C&G) April 07 –August 07 Performance Gain the necessary approval for the Principle Service Strategic Direction: 9 Architectural Officer’s post to be made permanent. Committee Report Manager (Asset Management) February 07 Performance Service Manager (Assets) Appraisal Documents Strategic Direction: 10 Develop training plans for team members to improve their performance and effectiveness Training Records Service Manager (Property) April 07 – June 07 Performance Service Manager (Valuations) Consider existing people resources in Committee Reports Principle Service Strategic Direction: 11 comparison to the desired speed at which progress against development priorities is Performance against Manager (Asset Management) September 07 – March 08 Performance achieved. targets Principle Service Strategic Direction: 12 Develop system for reporting performance data to team members and senior managers. Reporting Data Manager (Asset Management) April 07 – June 07 Performance 20
  • 22. Conduct condition surveys of all properties and building assets to determine if ‘fit for purpose’. Jan – March 2007 – 20 Leisure sites & 4 Corporate sites Survey Reports Strategic Direction: 2007/08 Target - Remaining 8 Leisure sites & Reports to Portfolio Holder Environment 13 15 Corporate sites, and misc/industrial sites to be identified 2008/09 Target - Remaining (Contracts & Asset Management) Service Manager (Property) January 07 – March 10 Customer Access misc/industrial sites LAMP Data Performance 2009/10 Target - 69 Public convenience sites (number may change due to rationalisation strategy) File Notes Strategic Direction: Develop and implement programmed Technical Support 14 maintenance programme: Leisure Sites, Corporate Sites, Other Sites Work programmes Officer (Property), April 07 – September 08 Environment Architectural Officer Committee Reports Customer Access Valuation Reports Conduct valuations of all property and building over a five-year cycle. Report(s) to Portfolio Strategic Direction: 15 2007/08 Target – 75 Assets 2008/09 Target – 21 Assets Holder (Contracts & Asset Management) Service Manager (Valuations) April 07 – March 10 Performance 2009/10 Target - - 85 Assets LAMP data 16 Complete 50% of rent reviews where existing rent is £1000 or more Memoranda/increased income S Service Manager (Valuations) April 07 – March 08 Strategic Direction: Performance 17 Carry out review of 10% of WDC owned sites to Disposals/ Increased S Service Manager April 07 – March Strategic Direction: establish future use/disposal options Capital/ Revenue Income (Assets) 08 Performance 21
  • 23. Strategic Direction: 18 Carry out review to ensure that the requirements of Disability Discrimination Act legislation have been File Notes, Technical Support October 07 – Environment addressed. Officer (Property March 08 Committee Reports Health & Well Being 19 Develop and implement procurement processes to create a select tender list of appropriate contractors. Committee Reports Service Manager (Property) February 07 – May 07 Strategic Direction: Performance Tender Documentation Develop and implement a co-ordinated Health & Safety programme in line with Corporate Policy Develop and implement programme for Portable Health & Safety Policy 20 Appliance Testing (PAT) Annual Health & Safety Cycle Building Service Manager February 07 - May 08 Strategic Direction: Develop and implement programme for Hard Health & Well Being Wire Testing Notes of Meetings Develop Legionella Strategy in line with Corporate Policy Spend Section 106 commuted sum backlog File Notes (funds received prior to April 2006) 2007/08 - Target 80% 21 2008/09 – Target 90% 2009/10 – Target 100% Correspondence, Technical Support Officer (Play) April 07 – March 10 Strategic Direction: Completion Certificates Environment Complete Section 106 projects within statutory timeframe Budget Reports. 100% 22 Develop formal consultation processes for use across all Asset Management services. File Notes Technical Support Officer (Play) April 07 – August 07 Strategic Direction: Written Processes Customer Access 22
  • 24. Project manage and deliver the following Capital projects: Sth Lowestoft Industrial Estate extension. Service Manager (Assets) New/refurbishment play equipment – S106 Technical Support contributions (3 phases). Officer (Play) Parks refurbishment programme. Property Manager Public convenience improvement programme (2 phase). Architectural Officer Cemetery refurbishment programme. Property Manager Service Manager Strategic Direction: Sports centre flat roof (2 phase). (Property) April 07 – March Capital Programme 09 Environment 23 Leathes Ham reinstatement (2 phase). Building Service Manager Performance. Principal Service Manager (Asset Southwold Harbour Wall (2 phase). Management) DDA works for corporate buildings.2006/07 - Technical Support Target 65% Officer (Property) 2007/08 - Target 75% 2008/09 – Target 85% Asbestos in corporate buildings. Service Manager 2007/08 - Target 54 sites (Property) 2008/09 - Target 54 sites 24 Complete all s106 projects within the statutory time frames. S106 Budget Reports Technical Support Officer (Play) April 07 – March 08 Strategic Direction: Performance 23
  • 25. Strategic Direction: 25 Review service/maintenance agreements: Fire Extinguishers, Intruder/Fire Alarms. File Notes Property Manager April 07 – March 08 Environment Committee Reports Community safety. 26 Carry out review of 10% of WDC owned sites to establish future use/disposal options Disposals/Increased capital/revenue income Service Manager (Assets) April 07 – March 08 Strategic Direction: Performance 27 Provide single point of contact for non-Housing Tenants Systematic and regular engagement with Tenants Asset Officer March 09 Strategic Direction: Customer Access Identify a suitable measure for Value For Money Principle Service Strategic Direction: 28 for Asset Management including consultation with potential benchmarking partners Measure of Value for Money Manager (Asset Management) June 07 Performance Principle Service Strategic Direction: 29 Identify and engage in internal reviews through the internal Consultation process Property input on relevant internal reviews Manager (Asset Management) April 07 – March 08 Performance 24
  • 26. 3.2 Development activity for the medium term 2007/09 Key Objective (from Priority Plan section 1.1) No. Task / Action Targeted Outcome Resources Deadline Lead Officer Driver / Source 1 Optimise property holdings to Service needs met by Service March 09 Principal Strategic Asset Management meet changing service needs. optimised property Managers Service Plan holdings (Asset, Manager (Asset Property, Management) Valuation) 2 Save on running costs and To gain financial benefit Service March 09 Principal Strategic Asset Management enhance capital receipts from savings on running Managers Service Plan costs and enhanced (Asset, Manager (Asset capital receipts Property, Management) Valuation) 3 Implement corporate plans and Corporate plans and Service March 09 Principal Strategic Asset Management strategies in areas such as strategies implemented Managers Service Plan access, sustainability and (Asset, Manager (Asset community safety Property, Management) Valuation) 4 To act as a catalyst for To enable partnership Service March 09 Principal Strategic Asset Management partnership working with other working with other public Managers Service Plan public service providers service providers (Asset, Manager (Asset Property, Management) Valuation) 3.3 Core business – maintenance activity for 2007/08 Key Objective No. Task / Action Targeted Outcome Resources Deadline Lead Officer Driver / Source 1 Manage all resources efficiently and Efficient, effective and SM (Asset, Ongoing PSM (Asset Management responsibilities effectively (see following activities economic service Property, Management) specific details) Valuation) 25
  • 27. Management Activities No. Task / Action Targeted Outcome Resources Deadline Lead Officer Driver / Source 1 Undertake monthly budget control Ensuring no overspends PSM (Asset By 10th every PSM (Asset HLIP - Financial Management Management) month Management) Service Managers (Asset, Property, Valuation) 2 Carry out staff appraisals Agreed development and PSM (Asset In accordance PSM (Asset HLIP - Performance management individual performance targets Management) with Annual Management) Service Managers Planning Cycle (Asset, Property, Valuation) Line Managers 3 Carry out all health and safety Healthy and safe working Service Manager In accordance Service Manager Statutory requirements environment (Property) Building with Health and (Property) Services Officer Safety Annual Cycle 4 Undertake annual risk assessment Risk assessment action plan Service Managers February 2008 PSM (Asset HLIP (Asset, Property, Management) Valuation) 5 Compile 2008/09 service plan Service plan produced Service Managers Complete by PSM (Asset Strategic Direction Priorities and HLIP (Asset, Property, January 2008 to Management) Valuation fit in with Annual Planning Cycle 6 Carry out Equality Impact Assessment Equality of access to services By 31 October Statutory provided 2007 7 Review existing service delivery to By 31 March Statutory ensure considered Sect 17 Crime & 2008 at latest Disorder Act 26
  • 28. 3.4 Training and development Identifying training and development also helps to answer the question how do we get there? and is an essential part of service planning. o A review of staff training and development over the past year Members of the Asset Management Team have received in-house training sessions in various competencies. A log of training undertaken by each individual is recorded on his or her personal file that is stored securely within the Asset Management section. Service / personal skills improvement sought Brief summary of training / development Outcome – from PDP provided (numbers of staff, not staff specific) 2 x completed European Computer driving All aspect of ICT training monitored with practical Passed license tests and final theory test. 1 x Advanced Excel Course In-house Microsoft Excel training Passed 1 x to study for Foundation degree in construction Regular Seminars/Tutorials. Tutor marked Course completes mid 2007 assessments. All aspects of Construction training o Planned training and development for the coming year (2007/08) Service / personal skill Brief summary of training / How will this training / Outcome improvements sought development planned and an development be evaluated? estimate of costs 1 x to complete Foundation Regular seminars/tutorials. Tutor Tutor Marked Assessments and Foundation Degree in Construction Construction Degree Marked assessments. All aspects of Exams. Construction training 1 x to complete Assertiveness Practical course to develop skill on Post course review and project Fully competent assertiveness skills workshop being assertive in a wide variety of situations 1 x to complete in-house Corporate In-house training for Management Post course review Improved Management skills training Management techniques Team Members to develop and improve skills and knowledge ensuring that good techniques and practices are maintained 27
  • 29. 1 x to complete Autocad LT 2 day course. Post course review, feedback Improve skills 2 x to complete ECDL All aspect of ICT training monitored Improve all I.C.T skills with practical tests and final theory test. 4. MONITORING THE PLAN 4.1 Development activity for 2007/08 The Key Objectives 2006/07 have either been completed or on target to be completed in the given timeframe. The Key Objectives, as identified at 3.1, for 2007/08 are clearly set out and are challenging targets for the team. This is necessary to move the service forward and maximise the use/performance of assets. 4.2 Development activity for the medium term The targets set out at 3.1 will move the service towards achieving the Key Objectives identified in section 3.2. Being medium term the timeframe for meeting these aspirations will be 3 years. However as improvement can always be made these Key Objectives are on-going and on that basis long term aspirations. 4.3 Core business – maintenance activity for 2007/08 The Key Objectives identified in section 3.3 are built in to management processes and will continue to be so. 4.3 Performance Indicators Indicator 05/06 target 05/06 06/07 target 06/07 07/08 target 07/08 08/09 target 09/10 actual actual actual Target BV156 Access for all to services (inc 66% est 45% 58.82% 65% 75% 85% DDA) 28
  • 30. Indicator 05/06 target 05/06 06/07 target 06/07 07/08 target 07/08 08/09 target 09/10 actual actual actual Target LI1a - % of internal floor area in Condition 28 Leisure Operational Property Sites A (good) 19 Corporate B (Satisfactory) sites. C (Poor) D (Bad) NEW LI1b - % of internal floor area in condition Non – Operational Property 10 non- operational A (good) sites. B (Satisfactory) C (Poor) D (Bad) NEW LI2a - Backlog of maintenance by cost expressed as total value and as a % in priority levels Calculated Operational Property from completed Pr1 (Urgent Work) surveys Pr2 (Essential Work) – within 2 years Pr3 (Desirable) – 3 to 5 years NEW LI2b- Backlog of maintenance by cost expressed as total value and as a % in priority levels Calculated Non Operational Property from completed Pr1 (Urgent Work) surveys Pr2 (Essential Work) – within 2 years Pr3 (Desirable) – 3 to 5 years NEW LI4Total annual management costs per square metre (GIA) for all property Calculated Gross Internal Floor Area (M2) from Annual Strategic Management Costs completed surveys NEW 29
  • 31. Indicator 05/06 target 05/06 06/07 target 06/07 07/08 target 07/08 08/09 target 09/10 actual actual actual Target LI5Repairs and maintenance costs £ per M2 Calculated Repairs & Maintenance costs from profess Energy Costs timesheets Water Costs Carbon Dioxide emissions NEW LI6a – Construction Phase - % of capital projects completed in accordance with 25% the contract completion date. NEW LI6b Construction Phase - % of capital projects completed where final account is 25% within zero to 5% of financial approvals NEW 30
  • 32. Appendix D I&DeA Asset Management Peer Review (28th-29th Nov 07) 31
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