Waverley Borough Council Committee System - Committee Document
Meeting of the Executive held on 04/07/2001
ASSET MANAGEMENT PLAN
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ASSET MANAGEMENT PLAN
Planning and Consultation
1.1 Waverley has appointed its Property and Development Manager as the Corporate Property Officer. The Terms of reference for the Corporate Property Officer have now been considered and approved by the Executive and are set out in Appendix
1.2 A Corporate Asset Management Team has been set up under the Chairmanship of the Corporate Property Officer. It comprises senior personnel from Finance, Housing, Leisure and Chief Executive’s departments. Terms of Reference for this team have also been considered and approved by the Executive and are set out in Appendix
1.3 Regular meetings are now held by the Team who report direct to Management Board. Matters pertinent to Corporate Strategies are reported firstly to the Corporate Overview and Scrutiny Committee and then via the Executive to Full Council.
1.4 In our “Dry Run” Asset Management Plan we were able to report that Property Services has been the subject of a Year 1 Best Value Review. The review is due to be considered by Best Value Inspectors in August/September. Any feedback will be incorporated into the Asset Management Planning process.
1.5 A further Best Value Review was carried out in Year 1 with Facilities Management. As part of this review the question of whether to retain our Locality Offices was critically challenged. Both members of the public and elected members were consulted by means of exit polls, individual market research and facilitated workshops. The overwhelming conclusion was that Locality Offices should be retained. However two further points arose from this consultation;
1. Many areas of the Borough do not have access to a convenient Locality Office, and;
2. partnership working could significantly reduce the cost of keeping Locality Offices open.
The Asset Management Group will now address means by which access to the more remote areas of the Borough can be improved or facilitated; and other means of partnership for the use of existing Locality Offices.
1.6 All future Best Value reviews have been instructed to consider the relevance of all Plans and Strategies of the Council including the use of assets. The Corporate Property Officer is to be consulted throughout. Through him the Asset Management Group will be informed and consideration given to changes as appropriate.
1.7 Currently Waverley is working on a number of potential partnership schemes, all of which are designed to facilitate the provision of services/facilities across the Borough. These are listed at Appendix
2.1 The Council’s property portfolio has now been analysed in the categories suggested and a summary by type, number and value is included at Appendix
. Holding a relatively small portfolio Waverley has hitherto split responsibility for management of its assets between the Housing and Community Welfare Committee (Housing) and Policy and Resources Committee (all other non-housing property). Data on the portfolio is held in a form that can be researched, manipulated and retrieved in order to analyse how the assets are serving Waverley’s corporate aims.
2.2 For the past 11 years the Council has held a computerised terrier system now linked to a digital mapping base. The information is recorded under a freehold acquisition number. As with traditional terrier systems, information is recorded on size, date of acquisition, price paid, purpose of acquisition, previous use, current use, leases, licences, etc. The terrier system is constantly upgraded and a new version of the relevant software is currently being introduced. Officer representatives sit on the software user group and have a constructive input to the development of refinements to the system. Specific improvements to Waverley’s systems will be advanced through this avenue. Further data on floor areas, current value and new development is to be collated on the new system.
2.3 To complement the terrier we have a computerised Asset Register comprising asset lists, values and updates. This information is held as per the terrier, by freehold acquisition number, etc.
2.4 In 1990/91 a condition appraisal was carried out of all corporate properties. This formed the basis for a planned maintenance programme which is held on a computerised system. The system is an on-going five-year rolling programme for repairs and maintenance; the data being constantly updated and used for budget forecasting purposes. The current condition of any property on the system can therefore be readily ascertained.
2.5 Further rolling programmes exist for the maintenance or renewal of Car Parks, Drainage systems and Car Park machinery.
2.6 The Council has recently considered recommendations on Developing a Housing Strategy for 2002 and beyond, together with its Housing Revenue Account Business Plan for 2002 and beyond. Within this specific attention has been drawn to the significant backlog of Housing Repairs. The results of the recent Stock Condition Survey and possible resources available for investment in repairs has been addressed. A summary of how this is to be addressed is included at Appendix
2.7 Waverley continues to operate a rolling programme of maintenance for car parks, machinery and drainage systems. In the light of the severe flooding during the winter of 200/2001 there will be a review of resources applied to flood defence systems.
2.8 The Housing Rent Account utilises a Unique Property Reference Numbering (UPRN) system for easy access. Similar use is made of UPRN in the Rates list. The terrier system has the facility for UPRN but as the system is evolved around freehold acquisition numbers and not individual buildings, no use has been made of it to date This Authority will be implementing the introduction of the National Land and Property Gazetteer with effect from the Autumn of 2001. At that time we will review the benefits of introducing a UPRN system.
2.9 By consultation with Service Providers, all operational assets are being graded A – D/1 – 4. The outcome will be considered by the Asset Management Group and reported through Management Board to the Executive.
Performance Monitoring and Measurement
3.1 The Service Plan for Property Services links six local performance indicators to the corporate objectives for managing land and property. The local indicators were developed for the purpose of monitoring performance against the targets set for 2001/02. However, the Property Service is preparing to implement, from July 2002, a new set of performance indicators that have been developed for Asset Management Plan by the DETR. The new indicators will replace the local performance indicators for 2002/03.
3.2 Benchmarking has been established in order to compare the performance of the Property and Development Service. As yet very little meaningful information is available for comparison. It is anticipated however that now systems are in place for data collection there will be suitable comparison in future years.
3.3 From 2001/02, performance against the indicators will be reported to Committee twice a year. It will also be collated annually for publication in the Performance Plan. At present, there are no indicators relating to the performance of the Council’s assets.
3.4 The key aims and objectives are published in the 2001/02 Performance Plan in order to clearly and succinctly present what it is the Council wants to achieve. In addition, the Performance Plan makes the link to performance indicators so that the public can see the connection between Corporate objectives, Service Delivery and Performance Management.
4.1 Waverley has a published Corporate Plan for the period 1999-2003, in which the management of land and property is identified as a priority area. The Corporate Plan sets out a series of objectives that are derived from the Council’s Property Strategy. The Council’s aim is to establish and manage a proactive planned maintenance programme for all of the Council’s corporate properties.
4.2 The Corporate Plan objectives form an integral part of Waverley’s published Best Value Performance Plan for 2001/02. In both, the Council’s approach to managing land and property appears under the key theme of Resources. The Council’s objectives are to:
a) Maintenance of land and property records on computerised terrier
b) Continuous review of reasons for current use and retention of property plus analysis of opportunities for change of use or disposal in the light of approved or anticipated policies including the effect of modern ways of working initiatives
c) Identification of opportunity costs for all uses of Council – owned property.
d) Review of planned maintenance programmes to ensure adequate and accurate budget provision on a rolling programme basis.
e) Investigation of alternative uses for surplus property and, if disposal is determined, vigorous marketing.
f) Ensuring that all service occupiers of corporate property have clearly defined maintenance responsibilities.
g) Continue to seek methods of imposing energy efficiency and supporting Waverley’s strategy for sustainable development.
4.3 The Council’s Property Service is guided by a Service Plan, which is updated each year as part of the Council’s annual corporate planning cycle. The purpose of the Service Plan is to make sure that the corporate objectives are translated into clear service objectives and targets. The Service Plan includes performance indicators and targets so that progress can be monitored and reviewed.
4.4 The Council is in the process of developing a Community Strategy. The Strategy will cover all aspects of the social, environmental and economic well being of Waverley. The management of land and property will be intrinsic to the development of the Community Strategy and the achievement of sustainable local communities.
Under – Use and Disposal
5.1 Corporate requirements and priorities are identified through the Corporate Planning process and our Community Strategy. In addition, as stated elsewhere in this plan, surplus property is identified through the Best Value reviews of all services. As surplus property is identified, the Asset Management Group will give detailed consideration to alternative requirements before any recommendation is made that a disposal exercise be carried out.
5.2 The summary of the property portfolio illustrates the relatively small scale of Waverley’s property holdings. A review of holdings in the entire Borough has been completed and development opportunities identified. A programme of regular consultation with Service Providers will be introduced. The Asset Management Group will assess requirements arising from these consultations and any recommendations considered appropriate will be costed and passed to the Executive for consideration.
5.3 The analysis of property performance indicators will be used to indicate whether assets are being applied in the most effective way.
Spending and Output
6.1 Waverley’s Capital Strategy was agreed by the Policy and Resources Committee on 24th July 2000 and sent to the Government Office as part of the Single Capital Pot submission. This strategy has recently been reviewed by Members and the updated version is being submitted together with this Asset Management Plan. The Capital Strategy indicates Waverley’s spending priorities taking account of various consultation exercises which have been undertaken by the Council.
Waverley’s Financial Strategy has been further developed in the light of;
a) the outcome of the LSVT vote held in July 2000 which produced a majority in favour of remaining with the Council as Landlord, and;
b) the Council having nevertheless achieved debt-free status on 31st March 2001.
6.3 The Financial Strategy includes projections of capital resources likely to be available within the 4 year Capital Plan. These Financial Strategy projections are contained at Appendix
(to be attached to the final version of this report). The
Financial Strategy provides a framework within which Waverley’s forward Capital Programme as contained at Appendix
(to be attached to the final version of this report) has been developed. This programme is based on existing and expected resources and therefore is realistic and capable of being delivered within the timescale. However, it is regarded as a base-level programme, which may be supplemented should additional resources be generated through the Council’s property strategy or through partnership funding opportunities.