Property & Asset Maintenance Business Unit Service Plan 2015/16

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1 Business Unit Leader: Emma Grundy Head of Service: Tom Clark 1. Service Objectives for 2015/16 Property & Asset Maintenance Business Unit Service Plan 2015/16 Issue Work to be undertaken Impact / outcome Investigate the possible use and scope of The business unit undertakes a wide range of To provide officers and Members with a better understanding of the type and breadth of work undertaken by the Property & Asset Maintenance Business Unit additional performance indicators to more fully reflect the work and achievements of the Property & Asset Maintenance team. important work which impacts in many areas of the Council. The team only has one PI represented in the corporate PI suite. The installation of the new property management system (Technology forge) - discussed in the plan will assist in being able to collate appropriate data easily and quickly and enable reports with appropriate graphical representation to be efficiently produced. This will assist in making decisions about what activity should be repeated and how it is presented. Install new property management software (Technology Forge) Work with the project team to cleanse data and install new property management IT system to replace two separate systems used by Property & Asset Maintenance areas of the team, a system used by the Landscapes team and the capital accounting system used by Finance. The new system will bring together the work of the Property & Asset Maintenance teams and should achieve efficiencies within the service through saved time and delivery of a better service through improved property management. Using the same system throughout the Council will achieve more corporate wide efficiencies and benefits of information sharing.

2 Establish an agreed property management strategy to provide a framework for property decisions to be made by the Council Following the review of the Council s operational assets and completion of a life cycle costing exercise, work with other business units, Management Team and Members to formulate a longer term property management strategy/policy. The strategy will consider the most appropriate plan for maintenance and development of assets over the longer term to include potential for rationalisation/re-provision plans for some facilities to safeguard future service provision and ensure best value, cost reductions and improved services. This will also address the Council s approach to its investment property portfolio as well as the operational estate. This will provide a useful framework and policy document within which the Council and its Members can make medium to longer term decisions regarding its property assets, both operational and commercial and ensure consistency of approach within agreed guidelines to assist our customers, officers and Members. Linked to this is the life cycle costing work which is well underway and will continue going forward to inform the Council s medium term financial plans. Completion of the building of a new business starter units centre in Bridge Road, Haywards Heath to meet an identified need in the area. Project manage contractors and consultants to ensure completion of the starter units project for opening in approximately May 2015 Provision of much needed new business startup premises for the area contributing to the economic development of the Mid Sussex area. This is specifically mentioned in The Council s Economic Development Plan objectives. This will meet an un-met demand within the area, already proven by the many enquiries for space before the build has started.

3 Provision of a replacement community/pavilion facility at Finches Field, Pease Pottage Assessment of condition and long term planned maintenance costs of the Council s drainage assets. To accurately inform the medium term financial plan and liabilities of the Council going forward. Redevelopment of the Martlets Shopping Centre at Burgess Hill Development of the Council s property asset the car park at Queens Walk in East Complete the purchase of the additional land required. Prior to completing the purchase of the land before commencing building of the facility. Finalise and agree the building design with Outdoor Services and the prospective tenant and complete construction of the new facility. A lease of the new building will then be granted to the Parish Council as the managing tenant of the facility. We hope to achieve a planning consent in the Spring and commence construction April/May Complete a review of the condition of the Council s drainage assets across the District and devise/cost a life cycle maintenance plan over a 20 year period for these assets. Agreement of land agreement with New River and re-negotiated ground lease for the new development Negotiation of the terms and completion of legal documents for a land agreement and Provision of a new community/pavilion facility where there currently is none for the benefit of local residents. This will enable the Council to comprehensively fulfil its new duty to cooperate with the County Council and other appropriate bodies to help formulate and carry out the work programme identified in the Local Flood Risk Management Strategy which has been endorsed by Council Members. It will also enable the Council to more accurately estimate its financial liabilities in the medium term to plan securely for the Council s budgets to meet service needs. Improved and redeveloped town centre for Burgess Hill regenerating the town Improved and redeveloped town centre in East Grinstead

4 Grinstead (new retail units, supermarket, residential flats above retail, parking and public realm improvements). long lease of the land for this development. 2. Capital projects Issue Work to be undertaken Impact / outcome Cost None currently in (Technology forge software approved already) 3. Performance Measures Performance indicator Target for Projected Target for Rationale for setting of target 14/15 14/15 outturn 15/16 Properties not in rent arrears 97% 98% 97% To reflect the Council s efficient management of its commercial tenants and pro-active collection of commercial rents to ensure income is not being lost (which contributes to support of the revenue budgets) Return on tenanted non-residential property portfolio 5.75% 5% 5.75% Consider return on property held for investment to ensure it is good value for the Council and generates more of a return than other forms of investment (for example, return on money held on deposit) 4. Service volumes Activity/process None Projected annual volume for 2014/15 Estimated volume for 2015/16 Notes/explanation for estimated change

5 5. Corporate issues Business Unit Contribution to Economic Development The work of the team contributes significantly to the economic health of the local economy and specifically supports the Council s Economic Development strategy (Refreshed 2013) as follows:- a. The use of local consultants, contractors and suppliers to carry out works/advise in relation to our property portfolio (stated in Strategic Objective 3L of the strategy); b. Leasing of our commercial property on appropriate terms to encourage businesses to locate within the District (stated in Strategic Objective 1A of the Strategy); c. Identification of appropriate land within our ownership to bring to the market to encourage development bringing work and new customers to the District; d. Providing new business starter units at Bridge Road in Haywards Heath on the Council s own land to provide affordable space for new enterprises within the region (stated in Strategic Objective 1B of the Strategy); e. In the town centres we are working with other stakeholders and partners, and utilising the Council s property interests to encourage development of the retail centres to facilitate economic investment and growth in the towns within the District (Stated in Strategic Objective 1C of the Strategy). f. Participation by officers and contribution towards the work of the various Town Team Groups and other action groups (such as the Burrell Road Working Group) to achieve improvements to the towns and their infrastructure which impacts on the economic well-being and growth of the towns. Equalities Issues Property & Asset Maintenance staff are aware of these requirements and will consider any resulting implications within the scope of each and every project undertaken. Potential options and cost implications will be reviewed in relation to these requirements for any given work/project. EIAs are undertaken as part of the regular programme of assessments.

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