Brighton & Hove City Council Asset Management Plan 2002

Transcription

1 Brighton & Hove City Council Asset Management Plan 2002 Brighton & Hove City Council Kings House Grand Avenue Hove BN3 2SR

2 Brighton & Hove City Council Asset Management Plan 2002 Prepared by Property & Design, City Services Directorate Authors Assistant Director, Property & Design, Corporate Property Officer Asset Management Plan Project Manager Asset Management Team Asset Management Project Team In Consultation with Director of City Services Property Champion, Deputy Leader, Chief Executive & The Management Team Deputy Chair, Policy & Resources Asset Management Member Cluster Group July 2002 Brighton & Hove City Council King's House Grand Avenue Hove, BN3 2SR (01273)

3 Brighton & Hove City Council, Asset Management Plan 2002 Chapter Heading Page Statement of Context Introduction Executive Summary b 1 Organisational arrangements for corporate asset management Changes to Corporate Working Member support Role of CPO Engagement with Councillors and Chief Officers New Constitution Property & Design Asset Management Project Team The Asset Management Reporting Process Group Relationships with the Asset Management Project Team / CPO New Working Groups Strategic Priorities and Corporate Property Objectives Corporate Objectives for Property 3 2 Consultation & Planning External & Internal consultation City Councillor Consultation Community Consultation Community Strategy & Local Strategic Partnership Best Value Performance Plan 2002/ Departmental Development Plans & Team Plans Comprehensive Performance Assessment CPA The Pilot Best Value Review of Property & Contract Management 1998/ Best Value Reviews Completed Best Value Reviews Current Best Value Reviews The Local Plan Consultation Links with Other Plans & Main Strategic Documents Key Investment Project s Consultation Service Specific Consultation Neighbourhood Management 8 3 Data Management Inherited Diverse Data Management Systems Data Management System LISA Validation of Data Links with other systems Property Intranet and future requirements 9 i, ii a

4 3.5 E-government Agenda & UPRNs Training & Development Statement of assets - data required to manage performance Condition surveys Maintenance Backlog Surveys DDA & Asbestos Act 11 4 Performance Management, Monitoring & Information Property Performance reporting Procedures National Property Performance Indicators Interpretation of 5 National Property Performance Indicators Local Property Performance Indicators Service Specific Performance information and benchmarking Examples of Improvements following property performance reviews Competitiveness of Property & Design User Satisfaction Surveys Suitability Surveys 16 5 Programme and Plan Development and Implementation Corporate programme development Capital Investment Programme & Capital Strategy Planned Maintenance Budget (PMB) Bids & Current & future property implications to service provision Corporate process for disposals Conflicting needs under Best Value and Best Consideration Acquisitions Property and Accommodation Strategy Accommodation Strategy for Offices Spending and Output/outcomes Capital Programmes 2002 / Partnership Working Rethinking Construction Procurement under the EGAN Principles AMP Monitoring & Benchmarking 20 Glossary Appendices

5 Brighton & Hove City Council, Asset Management Plan 2002 Statement of Context About Brighton & Hove City The thriving seaside resort of Brighton & Hove City is the largest urban centre on the south coast with a population of 259,000. It has a diverse range of communities in terms of geography, socio-economics, religion, culture, ethnicity and sexual orientation and this mix gives the city much of its buzz and historically has led to its diverse and successful cultural industries. Brighton & Hove covers an area of 8,743 hectares with 80 schools, a college of further education, 2 universities and 30 language schools. The City is full of examples of outstanding architecture including the Royal Pavilion and 2 Victorian piers - one with Grade 1 Listed status. It continues to attract world class companies - from Amex to the Bank of New York, Legal & General and recently the Media Company Victoria Real. It is a tourist and conference centre and hosts the annual Brighton Festival. It is a popular base for London commuters and has good communication links through the A27, M23, an international airport at Gatwick and a 66% share of ownership in Shoreham Airport. Increasing transport problems are being tackled through improved bus services, the fourth largest decriminalised parking scheme in the UK pedestrian and cycling facilities. The City s geographic position between the English Channel and the South Downs (about to receive National Park status) limits the identification of redevelopment sites for expansion. Brighton & Hove is a City of contrasts. Its economic prosperity is thriving demonstrated by a steep rise in property prices of over 20% in the last year, yet it has high levels of homelessness and a shortage of affordable housing. Much of the economy is concentrated in the service and public sectors and while the local economy is dependent on a few large companies (21% with over 500 employees), it also has one of the highest rates of new business start-ups micro businesses employing less than 5 people in the UK. It has high unemployment levels of 3.9%, twice that of the region s 1.7% and the lowest wages in the south east. The poorest areas have been identified in the east, centre, seafront and western areas and a variety of City Council and partnership projects are targeted at these to address problems holistically e.g. New Deal for Communities, Neighbourhood Renewal Strategy, Sure Start and Single Regeneration Budget schemes. Being landlocked it is important that the City s development opportunities arising from the limited number of available sites are maximised and that brownfield sites are un-sterilised. The City Council is working with other partners on the revitalisation of its Industrial Estates i.e. Hove Technology Park, Hollingbury Estate and on the possible development of Shoreham Harbour and Shoreham Airport. Cultural industries play an important role in the City s economy and quality of life providing over 25,000 jobs. Major investment projects include the newly refurbished Dome Theatre, Museum and Gallery, the PFI Library project and the facilitation of a new multi purpose community stadium for the City s first division football team. The demands for capital investment in the City are high and driven by the need to build on the City s cultural and heritage tradition whilst improving the quality of life for its citizens. This means that traditional approaches to capital investment will not meet demand and the City Council and its partners have to pursue innovative solutions. About Brighton & Hove City Council Brighton & Hove is served by 3 Members of Parliament and 78 elected local councillors serving 26 wards. Through the recent Local Authority Boundary Commission review coming into force in May 2003 this number has been reduced to 54 councillors serving 21 wards. The City Council has seen many large changes over the year all designed to improve performance and service delivery. These include political management through the new Executive Committee system and changes to form 6 new directorates through a major internal re-structure. The new directorate of City Services through its Property & Design division has corporate responsibility for asset management - managing and maintaining the council s non-housing operational and civic buildings and the commercial portfolio. The council is facing a number of financial and service challenges over the next few years. These range from on-going budget pressures within Children s social care, homelessness, waste collection and disposal to the requirements of meeting new challenges such as improved access to services and the E-government agenda. The Capital Strategy and Asset Management Plan are important vehicles to enable the council to strategically plan and prioritise the use of its resources and assets balanced against service pressures, opportunity costs and best value considerations. The council recognises that the ambitions and solutions for the City can only be achieved through the continuing support of its partners in the public, voluntary and private sectors. 1 Gross & Net Revenue Budgets for 2002: Gross Budget 464.2m Net Budget 247.1m Brighton & Hove City Council has an overall portfolio valued at over 1.1billion that includes a commercial portfolio of 109m generating 8.1m income per annum and a housing portfolio of 562m. The following table shows the analysis of the City Council s fixed assets based on the consolidated balance sheet in the statements of accounts.

6 2 Information and analysis of fixed assets based on the consolidated balance sheet in the statements of accounts. See Appendix A for details per CIPFA categories Fixed Assets Operational Non Operational No of Properties Value No of Properties Value Housing 13, ,979, Other Land & Buildings ,846, Community Assets 69 6,461, Mini Golf Course Golf Courses 3 1,043, Parks & Open Spaces 1,293 hect 523, Allotments 2,329 plots Investment Properties ,828,000 Total Fixed Assets 13,710 1,005,854, ,828,000 3 Number, gross floor area, type and of asset across the main service sectors. Service Gross internal Operational Non -operational floor area / m 2 No of Properties Value No of properties Value Housing N/A 13, ,979, ,192,047 Housing other than dwellings N/A *13 9,307, Culture & Regeneration **91, ,948, ,696,791 Children, Families & Schools **220, ,740, ,548 Environment **95, ,991, ,384,875 City Services **59, ,171, ,324,504 Shoreham Airport N/A 1 2,998, Adult Social Care 33, ,716, Total 500,474 13,710 1,005,853, ,828,765 * Includes car parking spaces and garages ** for operational properties only 4 Value of maintenance backlog by service sector. Service Value of Maintenance backlog Notes Housing 106,000,000 Culture & Regeneration 3,530,451 Children, Families & Schools * *19,605,031 * This includes non-schools education properties Environment 953,479.i.e.Caretakers houses etc. City Services 1,952,632 Education s maintenance backlog on schools Adult Social Care 400,897 only is 19,429,721 Total 132,442,490 5 Summary of 3-5 year capital expenditure The Council is developing its 3 to 5 year capital programme through consultation on its capital strategy. The following table shows the committed 4 year capital programme and forecast resources available. The allocation of the balance of unallocated resources will be decided through the process as set out in the capital strategy. PROJECTED CAPITAL PROGRAMME Expenditure 2001/02 ' /03 ' /04 ' /05 '000 SIF and Single Capital Pot - 2,000 17,037 17,092 Culture & Regeneration 4,505 1, City Services 3,015 1,901 1,500 1,500 E&H (Environment) 9,279 7, E&H (Housing) 22,049 20,327 11,257 11,000 Children, Families & Schools 8,360 5, Adult Social Care 1, Other 2, Total expenditure 50,710 39,095 30,791 29,755 Funded by: Credit Approvals 15,041 16,086 15,568 15,378 Capital Receipts and Reserves 8,787 3,518 3,085 2,877 Grants/Contributions 13,466 6, Specific Revenue Contributions 13,416 13,457 11,500 11,500 Total Funding 50,710 39,095 30,791 29,755 6 Statement concerning likely use of unsupported borrowing

7 Currently the council will consider the use of unsupported credit approvals for spend-to-save schemes where the revenue savings generated can cover the financing costs. Consideration will also be given to the use of Unsupported Credit Approval s in helping to deliver the Local Public Service Agreement targets.

8 APPENDIX A : Summary of Context Table 2 2 Information on and analysis of fixed assets as per the format of the consolidated balance sheet and statement of accounts. Types of property per CIPFA categories. Property Category Asset Sub Classification Total Property Category Asset Sub Classification Total Non Operational Advertising Hoarding 221,000 Operational Airport 2,998,420 Arches 4,988,960 Allotments 209,461 café 45,000 Barn 71,400 Car Park - 3rd Party 713,816 Beach Foreshore And Esplanade 97,740 Chalets 84,198 Car Park 6,952,354 Commercial Starter Units 980,831 Cemeteries & Crematoria 1,510,496 Community Centres 793,650 Church 1,232 Depots 1,914,200 Clock Tower 34,683 Entertainment 1,316,184 Community Centre 22,995,522 Garages 259,000 Conservation Area 55,158 Golf Course 110,000 Crisp Energy 56,833 Historic Buildings 61,000 Depot 1,017,539 Hotel 338,000 Garages 6,425,750 Housing - 3rd Party 223,250 Golf Course 1,043,920 Industrial Properties 5,488,448 Hotel 40,000 Kiosks 273,698 Housing 553,714,251 Land 230,000 Land 8,073,849 Land declared surplus 3,925,011 Land declared surplus 780,787 Libraries 448,363 Library 4,485,094 Lido 1,475,200 Lorry Park 322,000 Marina 816,000 Museums & Galleries 44,277,448 Markets 3,123,356 Off Street Car Parks 1,486,000 Museums & Galleries 396,000 Offices, admin buildings 35,547,425 Offices 8,774,558 Parks & Associated Buildings 1,362,798 Parks & Associated Buildings 130,429 Residential 421,789 Public House 495,000 Residential - 3rd party use 2,124,830 Raceground 941,700 Residential homes & day centres 13,985,244 Residential - 3rd party use 1,808,575 Schools & Associated Buildings 265,628,159 Restaurant 50,000 Seafront Shelter 173,040 Retail Units 43,174,317 Sport centre 12,383,838 Seafront 205,050 Steel framed building 90,500 Seafront Properties 2,022,008 Toilets 1,164,920 Shops on housing estates 3,130,298 Windmill 49,250 Sold 66,000 Works of Art 3,390,949 Sport centre 4,055,000 Capital Enhancements 12,880,727 Tenanted Farms 8,489,109 Training Centre 70,000 TV Transmitter 218,000 Warehouse 2,737,500 Workshops 1,092,084 Capital Enhancements Non 3,143,208 Non Operational Total 108,828,000 Operational Total 1,005,853,407 Grand Total 1,114,681,407

9 Brighton & Hove City Council, Asset Management Plan 2002 Introduction to The Asset Management Plan Brighton & Hove City Council s Asset Management Plan is a high level document that shows the current position of the council s property portfolio with regard to asset management planning. It provides a strategic overview of the City Council s assets and the systems, processes and policies in place or being progressed to manage and maintain them. It concentrates purely on property and land and excludes infrastructure owned by the City Council. It is continually improving and demonstrates Brighton & Hove City Council's commitment and progress on asset management to ensure effective, efficient and economical investment in its properties under the principles of Best Value reflecting the needs of customers and the services required within the community. The Plan demonstrates the condition, suitability and sufficiency of the council s holdings and through performance management identifies gaps in current service provision and future requirements and ways to redress these through prioritised programmes of work, investment identification, allocation of resources and partnership working. It outlines the processes for the disposal, re-use, re-investment, co-location and alternative uses of properties not being used to optimum effect. It is a robust and effective management tool measuring and benchmarking performance through property information, performance indicators and data gathered across the council. The effective use of the council s assets will continue to be examined in relevant best value reviews and will also be taken into account in the Comprehensive Performance Assessment. The Asset Management Plan (AMP) and the City Council s Capital Strategy together are important vehicles to enable the council to strategically plan and prioritise the use of its resources and assets balanced against service pressures, opportunity costs and best value considerations. Both are vital in securing capital resources for the City Council through the Single Capital Pot. Executive Summary Organisational Arrangements for Corporate Asset Management. This section of the Asset Management Plan demonstrates that it is a corporate document that has benefited this year by bringing all property functions across the council together enabling better corporate working through an internal restructure of the directorates. Member involvement with asset management has intensified through a dedicated Property Champion Councillor and the formation of the Asset Management Member cluster group. The AMP is supported by the Chief Executive and Management Team and reported through the Property Champion - Deputy Leader and Deputy Chair of Policy & Resources Committee to Leadership and Policy & Resources Committee. The involvement of the Corporate Property Officer in all aspects of strategic decision making is evidenced within the report and all committee reports are required to address Corporate Property Implications through the Corporate Property Officer (CPO). Service Committees can make proposals but Policy & Resources Committee alone can approve decisions on disposals and acquisitions. The Asset Management Project Team, chaired by the CPO meets regularly to progress the AMP and has representatives from within City Services and all service departments guaranteeing a corporate approach informed by the council s strategic priorities, key corporate property objectives and service plans. The number of property and interagency working groups and links are growing as demonstrated by the close working relationship with Health, the South Downs Health NHS Trust / Brighton & Hove Primary Care Trust. Consultation & Planning The section shows how the AMP process challenges the reasons for holding properties and considers alternative and better ways of using the council s assets through consultation on stakeholders perceptions of current service provision and future requirements. The Plan is informed through extensive consultations with communities and through partnership working with public, voluntary and private sectors i.e the Local Strategic Partnership, the Neighbourhood Renewal Fund. Stakeholder consultation undertaken as part of Best Value Reviews feeds into the AMP as does the Best Value Performance Plan, the new Management Framework detailing the service departmental development and team business plans and numerous other council plans and strategies. All these links are detailed within the body of the Plan. The AMP shows how past and current Best Value reviews, service, councillor and neighbourhood consultations have affected property decisions and led to improvements and changes also scrutinised through the Comprehensive Performance Assessment process.

10 Data Management This section shows that the work on harmonising the basic core property data inherited from the three local authority property portfolios at Local Government Re-organisation is now complete and the results are held on a LISA database, a specialist property database developed by the council with a private sector company. All disparate property information and data held across the council has been validated and centralised into one property data and performance system through LISA and the creation of the council s property intranet. This has links to other relevant external and internal information systems. Future requirements have been identified and programmed and the system for developing intermediate data is advancing. The E-government agenda is being progressed, training needs to manage the system have been assessed and programmed and the relevant training given. Statistical information on the overall condition of the portfolio and maintenance backlog is being progressed and validated through information from the corporate stock condition survey and the developing prioritised 5 year maintenance programme. This information forms the base property data for the 5 national property performance indicators (ppi s). Performance Management, Monitoring and Information This section sets out the processes by which the Corporate Property Officer (CPO) submits formal reports on the performance of the property portfolio and specifically addresses performance in respect of the 5 national property performance indicators (ppi s). It shows how the council is performing through an analysis and interpretation of the national performance indicators benchmarked against other authorities. The development of local property performance indicators is evidenced and reported on quarterly. This reporting process includes quarterly capital monitoring reports to Policy & Resources Committee and an annual capital budget report in February. The service specific statutory indicators, departmental plans service indicators and District Audit s Asset Management Best Practice have informed this process. The Council s approach towards producing property Performance Indicators, setting targets and addressing poor performance are detailed within this section of the report. The competitiveness of property management services is shown plus user satisfaction survey findings. The CPO submits annual reports to members on the maintenance backlog and recommended maintenance programme and suitability survey information is being collected to ascertain current and future property requirements. Programme and Plan Development and Implementation This section outlines the council s corporate and service property related requirements and proposed subsequent programmes. It shows how the option appraisal bidding prioritised process works to identify the funding mechanisms available to departments to improve the quality of the council s assets. The link is made between the Capital Investment Programme and the allocation of the Strategic Investment Fund, the Information and Communication Technology Fund, the Property Improvement Fund and the Planned Maintenance Budget. The service objectives are set out in relation to the use and management of properties based on current and future requirements that help the development of a 3-5 year strategic programme. It discusses the corporate process for disposals and acquisitions, the conflicts between best value and best consideration and maps out the developing property & accommodation strategies. The plan is progressed in conjunction with the Capital Strategy identifying areas for investment, allocating resources and encouraging partnership working. It sets out the three year target for capital receipt generation and gives details on the council s key investment projects that link with the City Council s strategic priorities. These projects demonstrate how the council is looking towards private/public partnerships and innovative procurement routes to enable large capital investment schemes that will have a significant effect on the regeneration of City. The Council s approach to Rethinking Construction and the use of the Egan principals are detailed in the report. The Council is seeking to develop an investment and funding strategic programme over 3-5 years. This will be based on backlog, ongoing and new demand information reflected in the results of the detailed condition survey. Suitability studies will also be informed by the use and under-use disposal framework, Best Value reviews, developing partnership arrangements and other innovative initiatives. The Capital Programme and AMP monitoring processes are outlined in this chapter.

11 1. ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET MANAGEMENT. 1.1 CHANGES TO CORPORATE WORKING. The corporate approach to Asset Management has benefited from the recent changes and improvements that the City council has undergone over the past year with the advent of new political leadership, the new Chief Executive and the re-alignment of its internal structures. This has enabled the development of a more corporate approach towards strategic property management bringing all property functions together centrally into one directorate. The council has been externally scrutinised in a number of areas and has undertaken a large public external consultation exercise on council to services. It has re-organised its political structures under an improved Committee System and has internally re-structured to improve performance and service delivery. Property & Design now sits in the new City Services Directorate that has a customer focus bringing together front line and neighbourhood services supported by ICT & E-Gov and Property & Design. See Appendix 1 for the City Council and City Services Structure Charts 1.2 MEMBER SUPPORT. These changes have unanimous support from Members. The main Property functions throughout the council (with the exception of housing) have been brought together under the Assistant Director, Property & Design who also undertakes the role of the Corporate Property Officer (CPO). This role has been elevated to a second tier position in recognition of the importance of asset management to the Council. Property & Design incorporates a new Asset Management Team bringing together this function from former departments. There is a corporate approach to Asset Management through the Asset Management Plan (AMP) and an improved engagement with Councillors through the establishment of a Property Champion Councillor and the Asset Management Member Cluster Group comprising 5 Councillors. This is also reflected in the setting up of re-figured cross service joint working structures for developing the Capital Strategy and the Asset Management Plan (AMP). The lead role for these, as agreed by the Property Champion Councillor, lies respectively within the Capital Strategy Group and the Asset Management Project Team chaired by the CPO. These teams have representatives from service departments and corporate services and links with out-sourced partners. See Diagram in Paragraph1.8 and Appendix 2 for membership details. 1.3 ROLE OF THE CORPORATE PROPERTY OFFICER (CPO). The CPO s role continues to develop and address the contribution the council s property assets make, as a corporate resource, to support the delivery of the corporate service objectives and strategic priorities. Business and service aims are set out in the new performance management framework - Departmental Development Plans and corporate property aspects are respectively challenged and reviewed by the Asset Management Project Team against criteria based on the council s strategic priorities and developing corporate property objectives outlined in Paragraph 1.12, Sections 1-6. The main drivers for future change and needs are considered to enable the development of the Property & Accommodation Strategy so that: Council owned land and property contributes continuously towards improving service delivery, support services managing assets and property running costs are continuously monitored to ensure best use and to redress imbalances and Opportunity costs of holding land and property are challenged and maximised. The CPO has put into place the necessary systems and processes to achieve this, i.e. through the commissioning of the Council s Stock Condition Survey, the management of Planned Maintenance and Capital Programmes, capital and revenue property budgets and project appraisal systems to assess property whole life costs. The CPO is responsible for the development and maintenance of the integrated corporate property database and the development of the web-enabled property intranet. Systems have been set up that hold all the council s property information and performance measurement systems for the 5 national property Performance Indicators (ppi s) and local indicators to monitor property requirements and priorities over the next 5 to 10 years. 1.4 ENGAGEMENT WITH COUNCILLORS AND CHIEF OFFICERS. The CPO reports on property/asset related matters to the Director of City Services and The Management Team (TMT) consisting of the Chief Executive, the deputy Chief Executive, Directors of Communications, Human Resources, the Chief Finance Officer, the Monitoring Officer and the Service Directors. The CPO reports directly to the Property Champion Councillor - the Deputy Leader, the Asset Management Member Cluster Group and to the Policy & Resources Committee. In addition to this the CPO links directly with Full Council through the following route as detailed in he following diagram. Full Council Policy & Resources Committee Chair Leader of the Council Service Committees Asset Management Member Cluster Group. Chair Property Champion Councillor, Dep.Leader + 4 Councillors Property Champion Councillor, Deputy Leader and Corporate Property Officer -monthly Director of City Services reports to Chief Executive and the Management Team -weekly

12 CPO meeting with Director of City Services and Departmental Management Team -weekly 1.5 NEW CONSTITUTION. Asset Management Project Under Team the Capital new Strategy constitution Group - Service link to The committees Management cannot Team (TMT) make - weekly independent property and land decisions and all committee reports have to be considered by the CPO. They include corporate property implications and recommendations before they are presented to Leadership through the Property Champion Councillor and Policy & Resources Committee where all corporate decisions are made. 1.6 PROPERTY & DESIGN. Property & Design manage and maintain all the council s commercial and non-housing operational property portfolio and the CPO is also the Assistant Director, Property & Design. It has re-structured to include cross council property services (except housing) and is divided into property functions under six teams - Architecture & Design, Building Surveying & Maintenance, Estates Management, Facilities Management, Asset Management and Support & Systems. The managers of these functions plus the managers for the asset management functions from the former Education, Adult Social Care and Environment departments and the CPO form the basic Asset Management Team who co-ordinate and maintain the AMP and property information data. Property & Design undertake the Client role for the 60% of services that have been externalised. The council s out-sourced Agent, Cluttons, manages the commercial portfolio and planned building maintenance services are out-sourced to Ecovert Management Ltd EML (the former Brighton Borough Council Property Unit) and Owen Williams (the former East Sussex County Council Technical Services Department). 1.7 THE ASSET MANAGEMENT PROJECT TEAM The Asset Management Project Team chaired by the CPO steers the development of the AMP, and its membership includes the Asset Management Team within Property & Design, property officers and Heads across all service directorates and corporate services. The team also includes the Head of Economic Development, a member of the Policy & Communications team, plus a member of the Strategic Finance team to inform the Capital Strategy. A third group of Asset Management Partners includes representatives from other joint working Groups and key partners like South Downs NHS Trust, Brighton & Hove Primary Care Trust completes the total Asset Management Project Team. See following diagram. For full membership details see Appendix 2. Terms of reference that include the strategic management and overall property portfolio performance measurement have been developed and are regularly reviewed due to the changing demands and future needs of asset management. The group challenge and develop the corporate property objectives arising from service departmental development plans and team plans, co-ordinate and assess capital and maintenance programmes, possible acquisitions and disposals, emerging policies and government initiatives, implications on service delivery and the future demands on property management and review property performance. The group is informed by the findings of Best Value Reviews, external consultations, partnership working, internal service level consultations, building users, and reviews the development and progress of the AMP. The group is responsible to and reports key findings to the Director of City Services, the Chief Executive &TMT, the Property Champion Councillor, the Asset Management Member Cluster Group and Policy & Resources Committee and The Asset Management Project Team. This team meets every 2 months to discuss relevant strategic property related issues on performance and management including the identification, rationalisation of surplus or under-performing property (Wellsbourne Centre New Deal for Communities). It also discusses joint working, shared use or co-location i.e Health partners and reviews and challenges property management and corporate property implications arising from audits, Best Value reviews for example, the Access Agenda, BVR Access. 1.8 THE ASSET MANAGEMENT REPORTING PROCESS - See Appendix 2 for membership details Committee System Leaadership Property Champion Councillor Asset Management Member Group The Management Team TMT Director City Services - CPO Capital Strategy Group Property Strategy & Policy Development Capital & Maintenance Programmes / Disposal Programme and review / Property review / Capital Strategy development Development of integrated Property systems & Property Intranet Property Data Collection,, Management and co-ordination - Ppi s - Asset Management planning Asset Management Project Team Property & Design Asset Management Team Service + Corporate representatives Asset Management Partners: Early Warning Group / Urban Task Force / Industrial Estates Group / Housing Miscellaneous Strategy Group / Joint Health Estates Strategy Group / South Downs NHS Trust

13 1.9 GROUP RELATIONSHIPS WITH THE ASSET MANAGEMENT PROJECT TEAM/ CPO. The CPO sits on the Strategic Finance Team producing the Capital Strategy document to ensure cross-fertilisation of ideas and a holistic approach to financial and property asset management. The CPO also sits on other working groups i.e. the Early Warning Group, the Urban Task Force, the Central Library PFI Project Team, the Access Project Board, the Best Value Review Boards and is a member of the Joint Estate Strategy Group with Health partners. The CPO is the council s professional representative for the externalised partnership contracts for Technical and Estate Management services. All these links help to inform the Asset Management Plan (AMP) NEW WORKING GROUPS with the progress of the AMP new cross service links have developed. Industrial Estates Group. This group was formed to revitalise the City s industrial estates with particular reference to SRB3 round of funding. The role of the group is to oversee elements of the Industrial Estates Revitalisation Programme and other elements of the programme including the Industrial Grants Scheme. Housing Miscellaneous Strategy Group. Group established to examine arrangements for a specific group of properties distributed around the City that are used as staff living accommodation. The legal status of the occupants is being checked, as are the corporate implications for the property portfolio. Health Group - Joint Estate Strategy Group. This Group is composed of the CPO, the Director of Facilities for South Downs Health NHS Trust, representatives from Brighton & Hove Primary Care Trust and the AMP project officer. The purpose of this group is to develop a joint Estate Strategy, mapping all properties on the council s property GIS system to explore the benefits from shared accommodation, identify opportunities for co-location, minimise under-use and duplication of functions and to support the implementation of Section 31 of the Health Act. The property intranet, GIS maps and AMP property performance information are vital to this exercise STRATEGIC PRIORITIES AND CORPORATE OBJECTIVES FOR PROPERTY. Six new strategic priorities and underlying goals based on consultation data with local people, agreed with the citizens panel, based on performance information and national and local priorities have been developed and approved by Policy & Resources Committee in April They are: Improving quality of life in the city, Strengthening the city s economy, Stronger social well-being of the city, Better council services and easier access, Clear leadership to the city, A council that is fit for purpose. See Appendix 3. The Asset Management Plan and the Capital Strategy are key components in contributing to the delivery of these corporate, strategic priorities. Details of property asset implications in corporate policies and strategies ie Best Value Performance Plan, Best Value Reviews, the Capital Strategy, the Community Plan and LPSAs are demonstrated in the following CONSULTATION & PLANNING Chapter CORPORATE OBJECTIVES FOR PROPERTY The corporate objectives for council property are strongly tied to the strategic priorities as evidenced below and are reflected in the council s Capital Strategy document. The strategic priorities together with the service objectives form the framework to the main corporate property objectives developed by the Asset Management Project Team and Capital Strategy Group from the last year s AMP and the new strategic priorities. Examples below show how the Asset Management process and property objectives support the strategic priorities. Strategic Objective 1 AN IMPROVING QUALITY OF LIFE IN THE CITY ASSET MANAGEMENT EVIDENCE: The council is working towards a cleaner and safer environment through the development of Neighbourhood Services and localised service centres working with the community, police, local schools and a doctor s surgery on services and enforcement to cut down on graffiti, violence and crime. This is evidenced by the development of the Selsfield Neighbourhood Office in the New Deal for Community (NDC) area in Whitehawk and Moulsecoomb. The NDC are developing their headquarters - the Wellsbourne Centre -a building declared surplus to educational requirements, managed by Property & Design by the estates team who are enabling the leasing arrangements. CORPORATE PROPERTY OBJECTIVE 1: Operational - enable the use of community and other services by organisations supported by the council where the use of council property is effective. Strategic Objective 2 A STRENGTHENING OF THE CITY S ECONOMY ASSET MANAGEMENT EVIDENCE: The council is diversifying the economic base and attracting inward investment to improve business longevity by improvements to its commercial properties and industrial estates. An example is the continuing programmed internal refurbishment of the under-used 1960 s seven-storey block, New England House in the commercial portfolio. This is supported by The Single Regeneration Budget and match funded by the council through its Capital Strategy Budget to the cost of 1.5m. This has created 104 business starter units for creative industries, is managed on behalf of the council by Cluttons (the council s out-sourced Agent) and is extremely successful with a long waiting list. The council s Industrial Estates have been redeveloped through planned, piecemeal disposal to create employment opportunities with investment into external works, landscaping and infrastructure. ie the development of the brown field Leighton Road Depot site part funded by the Single Regeneration Budget and the council in partnership with the developer, St. George s Securities to form the Hove Technology Park. The project has enabled the regeneration of a

14 vacant, contaminated site to provide a waste transfer facility, business starter units managed by Property & Design and improved site infrastructure to include cycle and pedestrian links with the local station Govia South Central. CORPORATE PROPERTY OBJECTIVE 2: Non-operational - to minimise the opportunity cost of holding an asset, to protect its value while maximising financial return from investment property except where it is held in support of the regeneration strategy. Strategic Objective 3 STRONGER SOCIAL WELLBEING OF THE CITY ASSET MANAGEMENT EVIDENCE: The Health of the city in key areas is being improved by the council s extensive joint working with South Downs Health NHS Trust and Brighton & Hove Primary Care Trust under Section 31 of the Health Act. A joint Estates Strategy is being developed and an all party property portfolio is being mapped on the Councils Corporate property Geographic Information System (GIS) database to enable better planned access points and to rationalise property holdings. Educational standards are being maintained and improved in the city s schools through the rationalisation of school accommodation and places using the Education Asset Management Plan. ie Mergers of junior and infants to create Whitehawk, Moulscoombe and Carden Primary schools. Property & Design + CPO are involved in feasibility options for mergers to the Goldstone & Knoll and Hertford infant and junior schools. The council has started on site on the Education PFI project providing extensions to 4 schools plus a library, community centre and sports facilities. CORPORATE PROPERTY OBJECTIVE 3: Operational - proactive review of current and future needs to maximise contribution to service objectives through better use of resources and joint working. Strategic Objective 4 BETTER COUNCIL SERVICES AND EASIER ACCESS TO SERVICES ASSET MANAGEMENT EVIDENCE: The council is improving access to services, increasing the use of new technology to make business processes more efficient through an e.contact/ call centre and neighbourhood offices. The Best Value Review of Access identified the need for co-ordinated services in one place and a badging of buildings. City Services is charged with developing the access Agenda through redesigning processes and ICT support to be reviewed by the E- government Programme Board with the CPO/ Property & Design exploring feasibility options for one-stop shops at the main neighbourhood locations. The CPO/ Property & Design have commissioned a corporate Access Audit under the Disability Discrimination Act (DDA) of approx. 470 council properties open to the public to assess work needed to remove physical barriers to enable better access to services by The results will inform the AMP and Access Agenda and contribute to the medium / longer term planned capital programme over future years. CORPORATE PROPERTY OBJECTIVE 4: Operational - proactive review of current and future property needs to maximise access to services through innovative solutions. Strategic Objective 5 CLEAR LEADERSHIP TO THE CITY ASSET MANAGEMENT EVIVDENCE: The Asset Management Plan demonstrates its contribution to city leadership by enabling regeneration through the facilitation of comprehensive development of sites bringing together various partners. For example the comprehensive development package facilitated by the CPO/ Property & Design in conjunction with Education, Tesco, Transport and Planners to re-develop the Gasworks site, Hove. This will create a retail development and carpark by re-siting and building a new school / playing field and creating links through to the existing pedestrianised shopping area. Another e.g is the Transfer of the Wholesale Market see paragraph 4.6. The Local Plan has specific requirements for the provision of affordable housing in all future developments (40% affordable housing in developments of 10 units) and Property & Design work closely with Housing to identify and regenerate sites for affordable housing. i.e. Led by the CPO, the approval by TMT, Leadership and Policy & Resources Committee for the sale of a central site,100 North Road, half the site sold to a Housing Association the other half sold commercially for mixed development. CORPORATE PROPERTY OBJECTIVE 5: Non-operational & operational - proactive review of current and future needs to enable comprehensive land assemblies to maximise site usage and improve service delivery through joint working and partnerships. Strategic Objective 6 A COUNCIL THAT IS FIT FOR PURPOSE ASSET MANAGEMENT EVIDENCE: The council is developing its capacity to deliver improvements by joint working with the Business, Voluntary and Community sectors with the Local Strategic Partnership. It is also developing priorities on crime reduction, sustainable transport, educational standards and integrated adult services as reflected in the developing Local Public Service Agreements. The systems, procedures and corporate and inter-agency working, detailed within the AMP, demonstrate the measures taken to ensure compliance with this objective i.e. delivering on main projects. The Council is progressing this through a range of major public and private sector projects key to developing the local economy. e.g. Refurbishment of the Dome, Museum and Art Gallery - 32m match funded by Arts Lottery, Heritage Lottery funding, SRB, and the council. The 45m Private Finance Initiative (PFI) to develop the vacant surplus Jubilee Street Site to create a new Central Library and public square around a mixed use site redevelopment providing affordable housing, retail, leisure, doctor s surgery. The council is further exploring solutions for the redevelopment of a conference

15 centre, a partnership to provide a Community Stadium, a master-plan for the Preston Barracks site recently acquired from the MOD through SEEDA funding. The CPO and Property & Design are involved in these initiatives. CORPORATE PROPERTY OBJECTIVE 6: Non-operational /operational - to dispose of land to achieve the best capital receipt and meet the corporate service objectives and strategic priorities. The six Property objectives are challenged and further refined by the Asset Management Project Team, the Asset Management Member Cluster group and form the framework criteria for the AMP proposals, decisions and actions. 2 CONSULTATION & PLANNING 2.1 EXTERNAL & INTERNAL CONSULTATION. The main themes from external and internal consultations carried out in 2001/02 through the SRB5 Participation Programme, the Citizen s Panel research, Local Plan, Local Transport Plan and Best Value Reviews indicate that people are mainly concerned about: Environment Traffic, refuse, pavements, dirty streets pollution, street lights, Community safety tackling anti-social behaviour, vandalism, petty crime. The bi-omnibus residents survey carried out in 2001 showed similar concerns. Top priorities were personal safety, safety to property, health and a desire to take part in local decisions. 2000/01 Best Value satisfaction surveys showed low levels of satisfaction with some services i.e. cleanliness/quality of environment, planning, provision of sports and leisure facilities, access to services and some buildings. External and internal consultations have informed the AMP enabling changes through joint working, sharing of accommodation and regeneration of sites. The AMP is put onto the council s web-site inviting comments and feedback. 2.2 CITY COUNCILLOR CONSULTATION. City Councillors are consulted over property matters through Best Value Reviews, Service Committees, Ward meetings, business, voluntary and community sector partnerships. The AMP is circulated to all councillors annually and they are also able to input to asset management in general through other channels that include contact between the Asset Management Member Cluster Group, the Property Champion Councillor, the CPO and the Asset Management Project Team. Under the new constitution all property decisions go through Policy & Resources Committee via service committees, member consultations and the CPO and Asset Management Project Team to consider the corporate property implications. An annual Property Tour is held for all members to enable them to experience part of the council s non-operational Estate. It is successful in engaging members in the problems, solutions and achievements and last year it concentrated on the farmlands to show how we were tackling flooding and diversification pressures and the Industrial Estate to show the progress achieved in the revitalisation programme enabling employment uses. 2.3 COMMUNITY CONSULTATION - COMMUNITY STRATEGY & LOCAL STRATEGIC PARTNERSHIP. The council is working with its partners, public, voluntary and private sectors through the formation of the Local Strategic Partnership (LSP) to produce a Community Strategy to address improvements to services, the environment, transport and social well being whilst recognising the need for sustainable economic growth. There will be challenges for the AMP through the Asset Management Project Team to enable the diversification of the economic base, to attract inward investment and improve business longevity. Aspects like shortage of land for housing and commercial development, shortage of affordable, decent homes and neighbourhoods with high levels of deprivation are being addressed. The 2020 Community Strategy outlining the community plan has received governmental accreditation and this will be developed and implemented by a broad community planning partnership and Local Strategic Partnership (LSP) thus informing the AMP in terms of community priorities towards asset holdings. The LSP was established in December 2001 after extensive consultation with partners and communities. A schedule of its members is attached as Appendix 4 The Asset Management Project Team has links through to the officer policy team serving the LSP. 2.4 BEST VALUE PERFORMANCE PLAN 2002/03. This gives a picture of the council s performance achieved over the year through Best Value Reviews, the new Performance Management Framework and in future Local Public Service Agreements. See Appendix 5 for diagram. The Best Value Performance Plan brings together actions and performance targets worked through from external and internal consultation exercises from a whole range of plans including the AMP which makes clear how the Council s priorities will be met. The focus on the corporate priorities is much stronger than in previous years through the internal re-structure, the new Performance Management Framework and business plans - Departmental Development Plans and Team Plans. The new Performance Management Framework means that progress towards meeting our priorities is truly embedded across the organisation. The AMP links with the Best Value Performance Plan by challenging the council's commitment to continuous improvement in its service delivery through Best Value Reviews and seeking improvements to the effective and efficient use of its assets. 2.5 DEPARTMENTAL DEVELOPMENT PLANS & TEAM PLANS internal consultation The departmental development plans require each directorate, supported by corporate services, to address how it will build its capacity to deliver the council s strategic priorities and those services it provides. It has involved the analysis of staff views, financial, human resource and performance information and incorporates identified risks. These service plans