REDDITCH BOROUGH COUNCIL CORPORATE ASSET MANAGEMENT STRATEGYmoderngovwebpublic.redditchbc.gov.uk/documents/s1704/Asset... · REDDITCH BOROUGH COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY

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REDDITCH BOROUGH COUNCIL

CORPORATE ASSET MANAGEMENT STRATEGY

THIRD DRAFT

- MARCH 2009 -

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CONTENTS Executive summary

1. CONTEXT ..........................................................................................................1

1.1 Asset management......................................................................................1 1.2 Policy framework .........................................................................................1 1.3 Supporting documentation...........................................................................2

2. OUR ASSETS ....................................................................................................3

2.1 Description ..................................................................................................3 2.2 Direct service delivery .................................................................................3 2.3 Indirect service delivery ...............................................................................4 2.4 Condition .....................................................................................................5

3. ASSET MANAGEMENT OBJECTIVES.............................................................6

3.1 Redditch Partnership ...................................................................................6 3.2 Corporate objectives....................................................................................7 3.3 The objectives for asset management.........................................................8

4. MEASURING THE PORTFOLIO......................................................................12

4.1 The asset register......................................................................................12 4.2 Poorly performing assets...........................................................................13 4.3 Asset reviews ............................................................................................14

5. SHAPING THE PORTFOLIO ...........................................................................15

5.1 Service needs............................................................................................15 5.2 Joint use ....................................................................................................16 5.3 Disposals...................................................................................................17

6. PORTFOLIO INVESTMENT.............................................................................18

6.1 Investment planning ..................................................................................18 6.2 Works programmes ...................................................................................18 6.3 Reducing costs..........................................................................................19

7. DELIVERING THE STRATEGY .......................................................................22

7.1 Our approach ............................................................................................22 7.2 Data management.....................................................................................23 7.3 Consultation ..............................................................................................25 7.4 Leasehold management ............................................................................26 7.5 The asset management plan .....................................................................27 7.6 Capital programmes ..................................................................................28 7.7 Partnership working...................................................................................30 7.8 Organisation and staffing...........................................................................30 7.9 Performance measures .............................................................................33

8. OWNERSHIP OF THE STRATEGY.................................................................36

8.2 Lead officer................................................................................................37 8.3 Corporate Management Team ..................................................................37

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8.4 Asset Management Planning Group..........................................................38 8.5 The Executive Committee .........................................................................38 8.6 Action Plan ................................................................................................39

Appendices Appendix One List of corporate assets Appendix Two AMPG terms of reference Appendix Three Action plan

Glossary of terms

AMP AMPG AMS BME CAMS CAPS CLG CMT CPO CPOG CRM DDA EPC GIS H&S HAC HECA HRA ICT IRR KPI LAA LLPG LSP LTP NPPI PMS POS PPI RBC RSL RTB SAP SMT TGOV VCS VFM VLR

Asset management plan Asset management planning group Asset management service Black and minority ethnic Corporate asset management strategy Asset management software (UNI-form) Department of Community and Local Government Corporate Management Team Corporate Property Officer Capital Programme Group Generic term for software concerned with customer relationship management Disabled Discrimination Act Energy Performance Certificate Geographical Information System Health and Safety The Homes and Community Agency Home Energy Conservation Act Housing Revenue Account Information and communication technology Internal rate of return Key performance indicator Local Area Agreement Local Land and Property Gazetteer Local Strategic Partnership Local Transport Plan National property performance indicators Property management service Public open space Property performance indicators Redditch Borough Council Registered social landlord Right to buy Standard assessment procedure (energy efficiency) Senior Management Team Transformational government Voluntary and community sector Value for money Voluntary land registration

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EXECUTIVE SUMMARY CONTEXT Definition of corporate asset management Our corporate asset management strategy seeks to align our existing property and land assets with our corporate objectives. The aim is to ensure that land and building assets are optimally structured to support service delivery. Corporate asset management vision Our asset management vision is to improve the service we deliver to the people of Redditch by improving the management of the land and property we own.

Corporate asset management objectives Our land and property assets are a very important resource. Our intention is to keep our service needs under review; to maximise the use of our retained assets; seek alternative uses for assets that are judged surplus to our requirements; and to consider acquiring assets that are fit for purpose. To support this, our asset management strategy has the following objectives:

• To know our assets, how they perform, and whether they match our service requirements.

• To reshape our assets so that our services are improved, costs are reduced, and the value of surplus assets released.

• To invest wisely in the assets we choose to retain and also consider re-investment in more suitable replacement assets.

Following on from this, our ambition is:

• To measure our portfolio in terms of our service delivery objectives and corporate requirements now and in the future.

• To shape our asset portfolio in terms of what we need in order to deliver services in a better way.

• To manage our asset portfolio, through investment plans that are in line with the Corporate and service plans, maintenance procurement which provides value for money, preventative cyclical maintenance and effective strategies to increase income.

ACTIONS TO ACHIEVE OBJECTIVES Measuring the portfolio To measure our asset portfolio in terms of corporate requirements and service delivery objectives we will:

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• Continue to develop and maintain up-to-date and reliable data about our corporate assets (4.1).

• Develop an approach to identifying poorly performing assets (4.2).

• Undertake a programme of asset reviews, starting with office accommodation (4.3)

Shaping the portfolio To shape our corporate asset portfolio in terms of what we need in order to deliver services in a better way we will:

• Identify service needs through suitability assessment, gap analysis and the enhancement of existing Service Plans to address the implications for asset management (5.1).

• Identify the opportunities for joint use of our assets through the active support of the County Council's Collaborative Working Group and enhanced Service Plans (5.2).

• Identify the opportunities for disposal of our surplus assets through a continuation of the work already being undertaken by the Development Group, supported by the enhanced Service Plans (5.3).

• Identify opportunities to invest in new assets using robust appraisal methods. Portfolio investment To manage the corporate asset portfolio to improve service quality and lower revenue cost we will:

• Improve the quality of our long term planning of capital investment (6.1).

• Prepare work programmes based on evidence of asset conditions backed by priorities set out in Service Plans (6.2).

• Reduce costs by extending current work on cost in use, embracing partnership and cooperative working, and actively pursuing opportunities for community ownership (6.3).

Data management To ensure investment decisions are made on the best possible information we will continue our five year cyclical programme of rolling stock surveys. Work will be undertaken to improve data capture from works programmes. Existing data will be validated and cleansed to improve quality (7.2). In support of our Customer Access Strategy we will widen public access to our database of land ownership (7.2). We will undertake a review of our reporting and integration requirements for asset management (7.2).

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Consultation Our principal asset management activities will be undertaken within the Council's approved Consultation Strategy. Both Asset Reviews and Departmental Service Plans will be expected to present evidence about the quality and suitability of assets from customers, staff, partners and other stakeholders (7.3). Leasehold management We will take steps to improve the way we manage leasehold property. A priority will be to review the maintenance liabilities associated with the District Centres (7.4). Asset management plan We will introduce a more formal approach to the production of an annual asset management plan. We will prepare a forward capital programme based on agreed investment rules and a clear approach to prioritisation (7.5). Capital programme We already have in place procedures for managing the capital programme. We will strengthen our approach to project management (7.6). Partnership working We are keen to embrace opportunities to work with other agencies. In the past we have considered the transfer of assets to bodies with Trust status, and this remains a possibility, subject to satisfying our concerns about the long term financial health and viability of any such organisation. We will consider the opportunities for short-term leases to the voluntary sector. We wish to work in partnership with public bodies and utilities, with data sharing being an important way to identify opportunities (7.7) Organisation and staffing We will review our organisational arrangements to provide the capacity required to deliver our Corporate Asset Management Strategy (7.8). Performance measures We will review and agree new local performance measures in order to evaluate how our corporate assets contribute to achieving corporate and service objectives (7.9).

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1. CONTEXT

1.1 ASSET MANAGEMENT

1.1.1 Drawing on CLG's Building on Strong Foundations: A Framework for Local Authority Asset Management (2008) we define an asset management strategy as:

‘A strategy that seeks to align the existing asset base with corporate objectives. It ensures that land and building assets are optimally structured to support service delivery.’

1.1.2 Our Corporate Asset Management Strategy (CAMS) takes account of this definition of asset management and seeks to recognise the significance of asset management in delivering the Council’s corporate objectives.

1.1.3 Corporate asset management is concerned with the Council's operational and non-

operational building and land assets. Non-building assets are not included. Housing assets are excluded as they fall within the Housing Revenue Account (HRA) and are the subject of their own asset management strategy.

1.1.4 Our CAMS is an umbrella document for the evolving process of long term, sustainable

management of the Council’s land and property assets. There are several elements that support asset management planning and this strategy identifies the links between these elements.

1.1.5 The boundaries between strategy and plan are indistinct. Any strategy is concerned to

identify objectives or intentions, and to describe the approach to be adopted to achieve these objectives. Our strategy intentionally goes beyond this, covering data, performance measurement, roles and responsibilities. These are aspects that are sometimes included in an asset management plan (AMP).

1.2 POLICY FRAMEWORK 1.2.1 Although there is no longer a statutory requirement for the Council to prepare a formal

CAMS, government guidance confirms that it remains an essential ingredient of our approach to providing better public services, modernising service delivery and getting more out of our existing resources.

1.2.2 In 2008 CLG published a framework document to help local authorities plan their asset

management strategies. We have taken this guidance into account in preparing our strategy.

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1.3 SUPPORTING DOCUMENTATION

Worcestershire County Council

• Partnership Towards Excellence: The Sustainable Community Strategy for Worcester 2009-2013 (2008)

• Worcestershire's Local Area Agreement 2008-2011 (2008)

• Community ownership and management of assets: Shared practice across Worcestershire (2008) (Draft subject to presentation and approval by Council).

Redditch Partnership

• Sustainable Community Strategy 2008-2011 Redditch Borough Council

• Corporate and Performance Plan 2007-2010 (2007)

• Position Statement of the Councils priorities for 2009-2012 (2008)

• Medium Term Financial Strategy and Plan 2008-2011 (2007)

• Capital Strategy 2008-11 (2008)

• Customer Access Strategy 2008-2010 (2008)

• Transformational Government Strategy: Strategic Action Plan, (2008)

• Energy Strategy (2006)

• Project Management (2006)

• Housing and Asset Management: Service Plan 2007-2010 (2007)

• District Centres Review: Report of the Initial Findings (2006)

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2. OUR ASSETS

2.1 DESCRIPTION 2.1.1 Redditch lies to the south of Birmingham in the north-east of Worcestershire. It was

designated as a new town in 1964, and when the New Town Commission was wound-up in 1985, Redditch Borough Council inherited a strong manufacturing base, a stock of modern homes, good road and community infrastructure, and large areas of open space.

2.1.2 Redditch has been identified in the West Midlands Regional Planning Guidance as a

strategic town centre. As such, Redditch is seen as a focus for major new retail developments and regeneration.

2.1.3 Under Phase Two of the Regional Spatial Strategy Redditch, as a designated ‘Settlement

of Significant Development’ is expected to be the location for concerted housing growth between 2006 and 2026.

2.1.4 The Council’s operational and non-operational asset portfolio (excluding housing) have a

combined Asset Register 2007/08 value of about £26 million. 2.1.5 A summary of the Council’s current portfolio of land and property held for operational and

non-operational purposes is shown in Appendix One. 2.2 DIRECT SERVICE DELIVERY

Leisure 2.2.1 The development of leisure facilities is a key priority under the Redditch Sustainable

Community Strategy, healthy communities’ umbrella and is also a cross-cutting initiative which helps with Education, Training and Skills and the development of the Local Economy. Our existing leisure assets include:

• The Palace Theatre

• Forge Mill Museum

• Arrow Valley Countryside Centre 2.2.2 The Council is currently considering proposals for the future redevelopment of the Abbey

Stadium. In the current unfavourable market, alternative strategies are being prepared to provide interim arrangements for the existing swimming pool (Hewell Road) and sports facilities. There are significant cost implications associated with the continued operation of the swimming pool in particular, and we will report on the options for minimal investment over a 1, 3 and 10 year horizon. This will provide the best possible information on the cost implications of keeping open the current facilities. In addition to this, the Council will continue to look at alternative funding arrangements for the Abbey Stadium including partnership with other agencies.

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Community Centres 2.2.3 The Council inherited twelve community centres from the former New Town Commission.

A strategy is being prepared for these centres, looking at the contribution that each makes to the local communities they serve. Detailed assessments have already been completed on Tenacres and Salop Road.

Business Centres

2.2.4 The Council’s Business Centre Team deals with the day-to-day management of the three

Business Centres within Redditch: Greenlands Business Centre; Rubicon Business Centre; and Hemming Road Enterprise Centre.

2.2.5 The Centres create a managed support environment for light industrial and office based

start-up and small businesses. A comprehensive secretarial, administrative and reception service is provided including access to conference facilities with equipment and caretaking services.

2.2.6 The Business Centres support the Council’s priority of Enterprising Communities, a policy

centred on promoting skills development within the workforce, and on inspiring entrepreneurialism within young people.

2.3 INDIRECT SERVICE DELIVERY

Offices 2.3.1 The Council will develop an Office Accommodation Strategy for the better management

and allocation of office costs for the future. We will undertake an assessment of our need for space in the light of options for new working arrangements. The Council's project for document imaging (under the Transformational Government Strategy) will reduce the need for on-site document storage and free-up opportunities for initiatives such as hot-desking and home working. If space can be saved we will then consider the opportunities for releasing this capacity to other organisations.

District Centres

2.3.2 Inherited from the New Town Development Corporation the Borough owns four district

centres at Church Hill, Winyates, Matchborough and Woodrow. The centres were initially developed to promote self-supporting communities offering a range of services in a local area. Sustainable communities remains very much on our agenda, but the design of the District Centres has created or contributed to a number of physical, environmental and social problems.

2.3.3 The Local Plan sets the context for the redevelopment of the District Centres. The Council

has undertaken a review of the four district centres to guide decisions on the future management of the centres and inform the preparation of development briefs to guide possible development opportunities.

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2.3.4 Under the review, Church Hill was identified as a pilot for redevelopment. This is currently delayed as the market is unfavourable for land disposal. We must therefore put in place an interim maintenance strategy covering all four District Centres, considering options over the next 3, 5 and 10 years. Minimal heath and safety and landlord obligation work would be done on a one to three year horizon, but on a five to ten year plan there may be a business case for limited refurbishment. A review will be undertaken following progress of the Church Hill centre to consider the future of the other district centres.

Land assets

2.3.5 CAMS tend to focus on land and property surplus to requirements. In our case, however,

we need to take into account the considerable extent of parks and public open spaces. These amenity areas must be maintained and we have a capital programme to remodel what is now a mature landscape now more than forty years after the New Town designation in 1964. We are working to register and therefore map all the land in the Council’s ownership, including land inherited with highways. We already have much of this information, associated with area measurement, and can therefore attach costs to the upkeep of all Public Open Space (POS).

2.4 CONDITION 2.4.1 The Council has previously carried out a public buildings stock condition survey, the

results of which were costed and forecast over a ten year period. There is a continuing programme of surveys to revise and update condition data on a rolling programme basis. Other data is already held within the Council to improve asset management information.

2.4.2 The current ten year plan forecasts maintenance costs at £5.7 million (at current prices).

Excluding the Abbey Stadium and Hewell Road swimming pool the ten year total is £3.7 million as a minimum. The shortfall on the annual budget is of the order of at least £250,000.

2.4.3 Work continues to look at the opportunities for revenue cost reductions. However, the

current operational policy is to postpone all but essential works. This is a short-term policy that must be replaced by a more sustainable strategy. It is this requirement which provides the main focus for our CAMS.

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3. ASSET MANAGEMENT OBJECTIVES

3.1 REDDITCH PARTNERSHIP 3.1.1 The Worcestershire Local Area Agreement (LAA) is the three-year strategy agreed by

Worcestershire Partnership with Central Government that sets out the priorities for Worcestershire. Redditch Partnership, as a partner of the LAA, is committed to supporting the delivery of the LAA objectives. In order to co-ordinate and work as efficiently as possible, the Redditch Sustainable Community Strategy is built around the same core themes as the LAA. These are:

• Communities that are safe and feel safe We want to develop strong and confident communities in which residents are safe both in their homes and when out and about in Redditch Borough. We are committed to reducing crime and disorder, improving the quality of life for local communities and creating a safe environment for those who live, work and visit Redditch Borough.

• A better environment for today and tomorrow We want the residents of Redditch Borough to benefit from the educational, recreational and leisure potential of our environmental resources, whilst promoting, preserving and enhancing the town’s biodiversity and sustainability.

• Economic success that is shared by all We want to ensure that all those living in Redditch Borough have the opportunity to share in the economic success of the Borough. We aim to provide means to overcome the economic barriers that still exist for many residents, and improve quality of life for all.

• Improving health and well-being We want to improve the health of the residents of Redditch Borough by providing excellent access to healthcare services and promoting healthy lifestyles. We aim to sustain the positive trends highlighted in the Health Profile for Redditch, and ensure that we are ready and able to adapt to changing health needs.

• Meeting the needs of children and young people Children and young people are the future of Redditch Borough. We want young people to thrive socially, educationally and economically. We aim to engage young people in the lives of their communities promote their achievements and enable their views to help shape the future of Redditch Borough.

• Stronger communities We want all residents of Redditch Borough to feel that they are a valuable part of the community. We are committed to providing the infrastructure and services to enable people to contribute to the life of the Borough, and benefit from the opportunities available.

3.2 CORPORATE OBJECTIVES 3.2.1 RBC's vision and priorities are set out in a position statement (October 2008) in advance

of the development of a new Corporate Plan to replace the current Corporate Plan 2007/10. The new Corporate Plan will cover the period 2009/12.

3.2.2 The vision is for ‘An enterprising community which is safe, clean and green.’ The three

priorities are set out as:

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• Enterprising Community – defined as a vibrant and vital Borough where its population is well educated, has high skill levels and is healthy and fit. Housing is excellent and varied and the community is served by a prosperous town centre and has access to first class leisure facilities. The Council’s voice is influential and respected by residents, partners, other governmental agencies and suppliers. The Town’s economy provides sufficient high quality jobs for residents with good levels of pay and reward.

• Safe - the Council is working in partnership with other agencies through the Redditch Community Safety Partnership to reduce crime and disorder. The Council will identify key projects to build community confidence and allow residents and visitors to be safe and feel safe.

• Clean and green – to develop attractive open spaces, taking enforcement action against littering, fly tipping and other behaviour detrimental to the environment where appropriate and supporting measures to tackle climate change.

3.2.3 Under the Council's Customer Access Strategy we are committed to putting the customer

first in all our activities. This means:

• Quality – High quality, reliable, flexible and responsive services, which are constantly evolving and improving.

• Relevant – Tailored around the needs of customers.

• Accessible – In locations, at times and in ways which treat everyone fairly.

• Consistent – So that the same information and levels of service are delivered equally and are available to all.

• Joined-up – So that customers can access a range of services from one place even if we are not responsible for that service.

• Value for money – Improving access to services in ways that increase efficiency, effectiveness and value for money for the taxpayer.

3.2.4 The Customer Access Strategy sets out in its action plan what is needed to ensure that

the customer is first and foremost in everything we do. The priorities below form the blueprint to putting the Customer First: Priority 1: Greater efficiency and effectiveness by identifying and reducing service failure and changing business processes. Priority 2: Establishing service standards across the Council enabling consistent and accurate information and resolution at a customer’s first point of contact. Priority 3: Ensuring that the use of technology improves customer service and ease of access. Priority 4 : Understanding the specific needs and preferences of all sectors of the community and using the knowledge to inform future delivery. Priority 5: Working with the Worcestershire Hub Partnership to ensure that services relevant to customers are available and easily accessible.

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Priority 6: Working with Members to enhance the Councils approach to managing its access to services performance.

3.3 THE OBJECTIVES FOR ASSET MANAGEMENT 3.3.1 The objectives of the LAA, of our new Corporate Plan, and our Customer Access Strategy

all emphasise the value of good facilities and excellent service. All are linked, and operate within a financial strategy which demands that we make the best possible use of all available resources.

Our asset management vision is to improve the service we deliver to the people of Redditch by improving the management of the land and property we own.

3.3.2 Our land and property assets are a very important resource. Our intention is to keep our

service needs under review; to maximise the use of our retained assets; to seek alternative uses for assets that are judged surplus to our requirements; and to consider acquiring assets that are fit for purpose.

3.3.3 To support this, our CAMS has the following objectives:

• To know our assets, how they perform, and whether they match our service requirements.

• To reshape our assets so that our services are improved, costs are reduced, and the value of surplus assets released.

• To invest wisely in the assets we choose to retain.

• To re-invest in more suitable replacement assets.

To know our assets 3.3.4 We need to profile our assets in a standard format: by type and location; their condition;

whether they are fit for purpose; what they cost to operate; and whether they are suitable now, and whether they are likely to be in the future. Through the identification of poorly performing assets against these criteria we will monitor operational costs in order to target potential savings, and identify potential sites for disposal.

3.3.5 Our retained assets must be maintained to the required standard. We monitor portfolio compliance with legal obligations. Our target standards include improving energy efficiency and reducing the Council's carbon footprint by the adoption and implementation of our Energy Strategy. We will look at intelligent cyclical maintenance programmes to delay the requirement for component replacement and will ensure that no new buildings are constructed or acquired unless they are sustainable and affordable for the whole life of the building.

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3.3.6 This will be achieved by:

• Collecting reliable data about the need for forecast planned works

• Holding data about other expenditure costs (for example, responsive repairs and servicing).

• Holding asset level information about utilisation, income and satisfaction

• Linking this to formal asset reviews and the asset management component of Service Plans.

• Developing systems and practices which enable us to respond to changes in legislation.

• Changing the emphasis to a planned maintenance regimes rather than reactive repairs.

To reshape our assets to deliver better services

3.3.7 Our aim is to ensure that our assets and their management reflect our requirements and

service delivery objectives now and in the future. This means integrating asset management planning with Service Plans in order to:

• Maximise the use of the Council's land and property assets to deliver better value for money and benefits for the local community.

• Where necessary, undertake option appraisals based on whole life costing before making investment decisions.

• Seek opportunities for the sharing of property assets with partners and stakeholders.

• Realise value from surplus, underused or under-performing land and property assets to free-up resources to support the delivery of the Council's priorities.


• Service Plans being clear about the implications for physical assets when modernising service delivery.

• Working across the Council to make asset management a priority, to align assets to priorities, and to remove ownership barriers within the Council.

• Challenging the need for ownership and retention of land and property.

• Working with public sector partners and local communities to evaluate the combined asset base, seeking opportunities for the sharing of property with partners,

• Thinking strategically about the use of the combined asset base to get value for money and improve the delivery of local services.

• Undertaking detailed analysis of assets identified for assessment under asset reviews and service plans, asking if they could be owned or managed in a different way and whether costs could be reduced if assets are shared or leased.

To invest in our retained assets or re-invest in more suitable replacement assets to achieve value for money

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3.3.9 Based on good knowledge of the condition of our assets and the investment requirements, our CAMS aims to maintain our retained assets in a way that is affordable. This means effective procurement and project management, linked to agreed standards and an awareness of cost in use.

3.3.10 We will prepare investment plans which are aligned with our Corporate Plan, and from this

develop detailed work programmes covering planned maintenance over a five year period. The investment strategy will be informed by the need to improve the energy efficiency of our buildings.


• Forecasting maintenance costs by asset or asset group and, separately identifying planned and improvement works

• Preparing detailed planned programmes that are fundable and show demonstrable reductions in future running costs or increases in future income.

3.3.12 Portfolio management is not just about the maintenance of existing land and building

assets, linked to the disposal of assets no longer required. There are occasions where service plans will identify the development or acquisition of new assets as the best way to achieve our service objectives.


• Identifying existing assets owned by the Council that might be converted to a new use.

• Identify existing assets owned in other parts of the public sector that might be converted to meet our service requirements.

• Undertaking new development to replace existing assets that are no longer fit for purpose, to deliver existing services in a new way, or to provide services not previously offered.

Summary

3.3.14 Our CAMS is therefore centred on three key questions:

• Knowing our assets What are our corporate assets, how much do they cost, are they fit for purpose and what do we need to do to meet the needs of service modernisation?

• Better service How do we manage our asset portfolio together with other public sector assets to achieve our corporate objectives for service delivery?

• Lower costs Can the business afford the investment requirement? how can we align the investment plan with the business plan and what can we do to increase income and minimise costs?

3.3.15 Our strategy is a response to these three questions, and from it flows the following

ambitions:

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• To measure our portfolio in terms of our service delivery objectives and corporate requirements now and in the future.

• To shape our asset portfolio in terms of what we need in order to deliver services in a better way.

• To manage our asset portfolio, through investment plans that are in line with the Corporate and service plans, maintenance procurement which provides value for money, preventative cyclical maintenance and effective strategies to increase income.

3.3.16 The objectives set out above are considered in move detail in Sections Four to Six. This

is backed by a delivery strategy described in Section Seven, which in outline addresses the following questions:

• What do we need to know about our assets and how can we improve performance management?

• How are our customers and staff involved in defining priorities, standards, managing programmes and evaluating the quality of customer service?

• Who is responsible for the delivery of the CAMS, and what are the monitoring arrangements?

• What staff capacity is required to manage our assets?

• What is the action plan to improve our asset management?

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4. MEASURING THE PORTFOLIO

Goal To measure our portfolio in terms of service delivery objectives and corporate requirements now and in the future. Objectives 4.1 To develop and maintain the asset register. 4.2 To develop an approach to identifying poorly performing assets.

4.3 To establish a framework for asset reviews. Requirements 4.1 Up-to-date data on all the Council's corporate assets. 4.2 A pilot assessment of asset performance to test and modify the approach,

agreement on the methodology and incorporate into the asset management planning process.

4.3 An asset management review to form part of the annual asset management plan.

4.1 THE ASSET REGISTER 4.1.1 The objective of portfolio measurement is to provide a framework for challenging whether

all our assets are required, are fit for purpose and provide value for money in meeting current and predicted future needs. This means monitoring property performance and undertaking periodic asset reviews.

4.1.2 The Council collects information about asset use and utilisation of assets, which examines such factors as:

• suitability of location, facilities and adequacy for purpose

• condition and need for investment

• access and parking provision

• compliance with DDA, H&S, EPC, legionella and asbestos regulations

• numbers of people occupying the space

• use and under-use, and running costs

• opportunities for alternative use/shared use

• on commercial lettings, the terms of the lease, rent levels and void loss 4.1.3 The quality of the data is the foundation on which we make assessments of asset

performance and drive the priorities for capital investment.

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4.2 POORLY PERFORMING ASSETS 4.2.1 One use of asset data is to identify assets that perform poorly because they are

expensive, underused or unsuitable. 4.2.2 The measure of performance we apply should be relatively simple given the scope of our

assets and the resources at our disposal. We intend to adopt a simple matrix of suitability against investment requirement.

0 High Low 5

Cost assessment

Su

ita

bil

ity

Priority for

investment

Priority for

maintenance

Target for

disposalAlternative use

Low

Hig

h 5

4.2.3 The suitability score is based on location, fitness for purpose, capacity and compliance.

The cost assessment is a scale of 0-5, with zero being high cost (revenue and capital). The resulting matrix shows:

• Lower left box: Low suitability and high investment required to bring up to a suitable standard. Seriously consider for disposal.

• Upper left box: High suitability, and therefore the target for investment to bring to an acceptable standard.

• Upper right box: High suitability and low maintenance requirement, so a low priority for anything other than routine maintenance.

• Lower right box: In good condition but not suitable or in low demand, so either considered for alternative use or disposal.

4.2.4 The assets identified as performing poorly are candidates for review. High cost and low

suitability is an indicator of high priority, followed by assets with low costs but low suitability.

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4.3 ASSET REVIEWS 4.3.1 Our corporate assets must be suitable for their intended purpose. Suitability assessments

will therefore be undertaken to identify the degree to which our assets support service delivery, and under-performing assets will be earmarked for improvement or replacement. Office accommodation is a priority for asset review.

4.3.2 An asset review will be undertaken using the following types of data:

• customer satisfaction surveys of services and asset use

• internal assessment of fitness of asset for purpose

• national performance indicators (for example, cost of outstanding maintenance, building energy costs, and building management costs)

• local performance indicators

• benchmarking against best practice

• consultation with service providers and the CMT. 4.3.3 The purpose of the review is to provide an independent, asset based assessment of

utilisation. This may identify assets that are candidates for more detailed option appraisals, with options which include disposal of the asset; partnership or co-location; alternative or more intensive use; or re-investment or remodelling.

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5. SHAPING THE PORTFOLIO

Goal To shape our asset portfolio in terms of what we need in order to deliver services in a better way. Objectives 5.1 To identify the needs of service providers. 5.2 To identify the opportunities for joint use.

5.3 To identify the opportunities for disposal. Requirements 5.1 An established approach to challenging existing service use. 5.2 Results from customer satisfaction surveys to form part of Service Plans. 5.3 Service Plans to include consideration of joint use opportunities in support

of the County Council's Collaborative Working Party. 5.4 Service Plans to look at under-used assets as possible candidates for

disposal and these to be considered by the Council's Development Group.

5.1 SERVICE NEEDS 5.1.1 In terms of shaping our portfolio of assets we need to establish a strategic approach to the

use of space and flexible working, and to identify the opportunities for co-location with other partners. We propose to adopt a three strand approach to stimulating new thinking, challenging existing uses and identifying opportunities for property sharing.

Suitability assessments

5.1.2 It will be a requirement of Directorate Service Plans that customer satisfaction surveys be

conducted in relation to use of assets, and that Heads of Service or Service Managers obtain evidence of, among other things, use, under-use and suitability of premises and their fitness for purpose.

5.1.3 Responses to these questions in Service Plans will inform decisions about future use of

our assets as part of the Asset Management Plan. 5.1.4 The Council recognises that further work is needed on suitability and sufficiency

assessments, and is undertaking further research on this.

Gap analysis 5.1.5 The Council is working on identified gaps between future requirements and the current

provision and performance of the Council’s land and property assets. The aim is to link this into the annual Service Plans. We wish to see a continuous process of review of asset holdings that could identify opportunities with the potential for generating capital

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receipts. We will undertake further work on the approach that needs to be taken, but the questions centre on:

• What are the business drivers? Where are we going?

• What are the gaps? How do we close the gap?

• What do the business drivers mean for the asset base?

• How do we approach the gap analysis for each category of the asset base (ie offices, land etc)? The gap analysis will be broad - including joint use and changes in work-style.

Service Plans

5.1.6 Service Plans are the vehicle we use to consider service delivery needs in detail. In the

future, Service Plans will address the implications of proposed service delivery for asset management.

5.1.7 All services will be required to include asset management implications within their Service

Plans. These Plans will aim to provide a basis for business planning, and to be explicitly aware of the opportunities for co-operation, joint working and new approaches to service delivery.

5.1.8 The Council's aim is to integrate asset management planning with service planning at

corporate and service levels. This means that we make explicit the role and contribution of land and property assets in all Service Plans. We will therefore ensure that all service plans include a section that considers the current and future need for accommodation, the way this relates to the Customer Access Strategy, the role of flexible working policies, and the opportunities presented by investment in and development of ICT.

5.2 JOINT USE 5.2.1 The Council is extremely supportive of approaches to collaborative working and joint use.

We understand the need to improve property utilisation and the opportunity to improve service delivery by bringing together similar uses into the same property. Our intention is consider the opportunities to integrate the management of the Council's asset portfolio with other public and third sector agencies.

5.2.2 To achieve more joint use we will:

• Actively support the lead being taken by the County Council’s Collaborative Working Group.

• Through our Service Plans, look at service delivery objectives and organisational requirements now and in the future, encouraging the explicit consideration of opportunities for shared use of property in order to support the delivery of cross-sector, cross-agency and community-based services to users.

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5.3 DISPOSALS 5.3.1 The Council has experienced a significant decrease in the availability of capital receipts

due to the pooling of Right to Buy housing receipts and the reduction in RTB sales. The Council is utilising Prudential Borrowing to fund a significant element of its Capital Programme and this has ongoing revenue implications. In making capital investment decisions the Council must take into account these revenue implications.

5.3.2 The Council's Financial Strategy says that in order to enable growth in the General Fund

Capital Programme, to support current initiatives such as the Abbey Stadium redevelopment and the revenue budget, it may be beneficial to look at the potential for further asset disposals. The sums generated could be invested to provide revenue to fund the Capital Programme or support the revenue budget.

5.3.3 The Council must make the best use of its assets in support of its objectives, and we need

to examine whether the assets that we currently hold are necessary or could be financed in different ways. We must examine methods of generating income through sales of assets we no longer require, and changes in financing arrangements by different forms of leases or rentals.

5.3.4 Our approach to this will be both top down and bottom-up. We have a Development

Group that is responsible for identifying land suitable for disposal: that is, land that is surplus to requirements, in that it does not fit with a policy or service requirement, can legally be sold and is capable of development. The exercise includes HRA land and all sites are appraised considering the County Council's ownership of any adjoining land and any other potential development partner. In the current market, the best option for disposal is in support of the Council's Housing Strategy for the provision of more affordable homes. New HRA partners are to be selected, and we will work with them to develop available sites. Some land will be subject to claw-back repayments. The Homes and Community Agency (HACA) is the successor to the original Redditch Development Corporation and will be approached with a view to negotiating possible exemptions to the claw-back. All judgments about disposal have to balance the value of increased social housing against land sales in a depressed market.

5.3.5 The Council’s disposal programme for the future will be informed by the Development

Group’s high level review of our land and property assets. This will be supplemented by the requirement that Service Plans should refer to land and property assets and identify opportunities to generate capital receipts.

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6. PORTFOLIO INVESTMENT

Goal To manage our asset portfolio, through investment plans that are in line with the Corporate Plan, maintenance procurement which provides value for money, and improves service quality at lower revenue cost. Objectives 6.1 To improve the quality of our long term planning of capital investment. 6.2 To maintain our land and property in good condition through planned works

programmes.

6.3 To reduce the costs of managing our assets. Requirements 6.1 Knowing more about the long terms costs of maintaining our existing

assets. 6.2 Aligning these forecasts with the Service Plan. 6.3 Minimise maintenance costs through a focus on cost in use. 6.4 Gaining efficiencies and improving service quality through opportunities for

cooperative working and community ownership of assets.

6.1 INVESTMENT PLANNING 6.1.1 Good asset management requires the ability to forecast costs over a five, ten and thirty

year period and to provide detailed budgets for individual assets. 6.1.2 We are already able to provide forecasts of the costs of operating the current asset base,

and update this as an annual investment plan. The priorities now are:

• To improve the quality and scope of our data so there is broad agreement that it provides reliable support for policy decisions.

• To implement new procedures for programme approval to ensure that the agreed investment plan aligns with corporate priorities and agreed Service Plans.

• To have an approach to option appraisal which supports informed decisions about investment in relation to need and service requirements.

6.2 WORKS PROGRAMMES 6.2.1 Our aim is to have an annual programme of planned maintenance based on a rolling

programme of property surveys. The data will identify any backlog maintenance, and anticipated future liabilities. This to be included in the investment plan.

6.2.2 The Council allocates funding annually to maintain its public buildings, to reflect planned

requirements and priority needs namely:

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• Vandalism

• Repairs and maintenance (demand led)

• Planned repairs (e.g. boiler replacement).

• Cyclical (identified at the beginning of the year for e.g., boiler servicing, fire alarms and lift maintenance)

•

6.2.3 The Asset Maintenance Officers will continue to meet regularly with Service Managers, to discuss maintenance and improvement issues and to develop the repairs programme, in conjunction with the condition data. In the future this approach will be formalised through the explicit asset management component of annual Service Plans. The aim is that Service Plans will influence the CAMS, and that the objectives of corporate asset management will be embraced by individual Service Plans

6.3 REDUCING COSTS 6.3.1 We are aware of the need to reduce costs and propose to address this requirement in a

variety of ways:

• Cost in use

• Cooperative working

• Community ownership

Cost in use 6.3.2 A priority is to make good use of existing budgets by effective procurement. The first

requirement is to be able to plan our maintenance activities so that we reduce expenditure on emergency and temporary repairs. We will maintain and modernising the Council's existing asset portfolio so that it is fit for purpose i.e. delivers the service at a cost that can be afforded. This includes looking at the specification of components and taking lifetime costs into account.

6.3.3 An important element of running costs is improvement in energy performance. Under the

Council's 2006 Energy Strategy the Council's policy is:

• To make energy consumption reductions a priority in considering all aspects of property maintenance, design and expenditure;

• To work within the framework of the Worcestershire Local Area Agreement Objective 2B 'To reduce green house gas emissions and adapt to the impacts of climate change.'

6.3.4 We will continue to use consultants to advise on the procurement of sustainable/non-fossil

fuel derived energy, and to take steps to reduce our energy and water consumption.

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Partnership and cooperative working 6.3.5 The County Council Collaborative Working Group is undertaking a mapping exercise,

aimed at identifying clusters of publicly owed assets within the County. The aim is to include Police, Fire Authority and Health Authority assets in each area to ensure that all available publicly-owned land opportunities are identified. Most local authorities have now provided this data, although data is still awaited from other public authorities. The aim is to load the data, subject to funding being made available, onto the County Council's IBS system, which will then be available through the Worcestershire Hub. This should enable front line staff to identify whether or not a particular piece of land is owned by a public authority.

6.3.6 There are two phases to the mapping exercise, with Redditch in the second phase.

Overall, the County Council are looking to:

• Maximise the opportunities for the disposal of land by pooling land wherever possible.

• Co-locate staff wherever possible to minimise building overheads.

• Use existing district council buildings for County Council service delivery. 6.3.7 The Council will work with the County Council to support these objectives.

Community ownership 6.3.8 Work by a Worcestershire County Council Project Group has identified the following

benefits of community ownership:

• Greater community use and involvement.

• Local ownership and responsibility.

• Communities develop confidence, learning skills and creating community cohesion in the management and development of services.

• Ability to access funding sources and freeing up regulations vis a vis income generation.

• Creation of local jobs.

• Residents may receive a better service as facilities are run by specialists in that locality or service area.

6.3.9 The following were identified as the main risk factors and mitigations:

Risk Mitigation Tenant failing to provide agreed services

Ability to terminate agreement at short notice through provisions in lease

The organisations taking on the asset having to generate greater interest in and usage of the property to make it viable

Council has guaranteed funding for first three years and maintained ownership of the asset

Business failure and closure of Provision of officer support, the

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facilities continuation of funding (at a lower level) and use of a shorter term agreement to build confidence with the intention of a longer term lease

6.3.10 The following were offered as criteria for deciding on community management or

ownership of an asset:

• A cost argument – the process resulted in reduced costs to the council in the long term

• The organisations objectives reflected council priorities and were supported by a service provider.

• Express political priority set out in corporate plans - for example, to 'deliver services through grant aid and external contracts or partnerships with others where those are the best option …'

• An assessment of whether the VCS could achieve greater community use and involvement and attract a greater level of funding than the council

• Local benefit – profit reinvested locally.

6.3.11 The Council will work with the County Project Group to identify opportunities for shared use. We have a Members' Overview and Scrutiny Panel Task and Finish Group which has recently reported on the Council’s working with the 3rd Sector and the intention is to build on this work to see how community ownership can help to deliver seamless cross-sector, cross-agency and community-based services with better local involvement in decision making. The future ownership and management of our twelve community centres could be considered for community ownership initiatives.

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7. DELIVERING THE STRATEGY

7.1 OUR APPROACH 7.1.1 The components of our approach to delivering the CAMS fit together as shown in the

diagram below:

ASSET MANAGEMENT STRATEGY

CORPORATE PLAN

SERVICE PLAN SERVICE PLAN SERVICE PLAN

PROPERTY MANAGEMENT

SERVICESASSET MANAGEMENT PLAN

CAPITAL PROGRAMME

AMPG

The conditions for successful implementation include:

• Making clear the extent of our asset holdings and their performance. In this way, investment and disposal decisions can be made on the basis of the fullest possible information. This is an approach which looks for decisions to be based on a sound business case.

• Poorly performing stock should continue to be identified and be subject to asset reviews.

• Asset reviews can also take a cross-working line in areas such as office accommodation, to challenge current working practice and the retention of existing space.

• Asset reviews paralleled by Service Plans that look at asset requirements now and over the next ten years as patterns of service delivery change.

• Better performance as a landlord.

• Better information systems.

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• A clearer recognition that existing assets have to be maintained, and that any gap between the forecast costs and the available resources will need to be closed. The CAMS and its associated asset management plan (AMP) has to be shown to be fundable.

• The AMP needs to be aligned with Service Plans. If the AMP is not fundable, then Service Plans have to be changed.

7.1.2 The key questions for asset management are:

• What are the service priorities?

• What assets are needed to deliver these priorities?

• Can we afford these assets?

• If not, what do we have to do about services and costs? 7.1.3 The service priorities are defined by:

• The Council's Corporate Plan

• Individual service plans informed by the Corporate Plan 7.1.4 The AMP reflects the asset management implications set out in the Service Plan. If there

is no asset management component to the Service Plan then there is no capital bid in the Asset Management Plan. The business justification for investment is proportionate to the proposed costs.

7.1.5 Independently there is a challenge from the AMP through Asset Review, seeking to justify

the demand for assets and for future investment. 7.1.6 There is also professional input to the AMP based on the requirement for maintenance,

mediated by the CPO, advised by the AMPG. The output is recommendations on the Capital Programme to the Council. This is in the form of proposals or options for investment, change or use or disposal. As the proposed programme must be fundable, the planning cycle is likely to be iterative. The AMP justifies a capital programme. It shows what must be spent to deliver the agreed Service Plans. In turn it is limited by the available budget, which may lead to the modification of Service Plans. The aim is to be transparent about how decisions are made.

7.2 DATA MANAGEMENT

Information systems 7.2.1 We have introduced the UNI-form Asset Management Software (CAPS) to replace the

Council’s former land information system. Our intention is that our existing GIS based property system will integrate all core financial and property data. Strategic management costs will continue to be addressed by the corporate Overheads Management System (OMS).

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7.2.2 This change in software will lead to improved access and more detailed information which will allow greater efficiency. The Property Services Team is in the process of entering terrier, leases, disposals, acquisitions, condition, suitability and other property data including asset valuations on to the CAPS system.

7.2.3 Our approach to Asset Management systems will align with our TGOV Strategy so that

data can be shared across systems, and will support the objective of a single property database. This is consistent with planned actions within the TGOV Strategy to review the use of GIS and LLPG and capture of all datasets spatially where applicable, together with the development of:

• Integration with more back office systems.

• Roll-out of the Land and Property Gazetteer to more back office systems.

• GIS on the Internet and Intranet. 7.2.4 In support of our Customer Access Strategy (Priority Three) we will widen public access to

our database of land ownership. This will improve the quality and reliability of information provided to the public, provide a quicker response, and reduce the amount of time we spend handling routine enquiries.

7.2.5 Within this broad framework we propose to undertake a short and focussed review of our

reporting and integration requirements for asset management. The focus for this will be the relationship between CAPS and Cedar (our Business Intelligence software). We want to be certain that:

• There is a definitive listing of assets and agreement about the creation and maintenance of this asset list.

• There is an adequate sharing of data between systems.

• The revenue cost and income data on building cost in Cedar can be linked to asset analysis undertaken in CAPS.

7.2.6 Unusually, we propose to undertake this review of asset management information

requirements linking to the requirements of housing asset management and their integrated housing management system (Saffron). Housing management have a requirement to prepare planned maintenance forecasts, which typically involves specialist software and data management skills. We believe it is important that any possibility of joint or overlapping requirements should be identified.

Collecting data

7.2.7 In the past, stock condition surveys of all public buildings were carried out in 2002/3 and

updated in 2005. This enabled verification of the condition of the buildings and allowed calculation of a ten year forecast of required maintenance.

7.2.8 The Council now has an annual programme of planned maintenance based on a rolling

programme of property surveys, and this data is held in CAPS.

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7.2.9 The aim is to review 20% of asset valuations annually on a five year rolling programme. A full review of valuations in connection with preparation of the Internal Rate of Returns for investment property has been carried out this year and 20% of the asset values have been examined.

Managing data

7.2.10 Up-to-date and reliable stock condition data is important. The forecast investment costs

for the existing stock have an impact on the business plan, and through this, on decisions about the scale of the programme. The Council will review the processes and resources required to manage this data as part of the wider review of asset management systems requirements.

7.2.11 There is a need for some data cleansing within CAPS, and additional data on land

holdings. The Council is beginning a programme of voluntary land registration so that the extent of the Council’s land and property holdings are known in full.

7.2.12 The validity of the core data for groups of property is tested as follows:

• through scrutiny by Members and Officers

• by the Asset Management Planning Group through investigating anomalies identified for example in the statistical information gathered for the National PPIs and verifying the data .

• The Head of Finance, Revenue and Benefit Services tests items of abnormal expenditure.

• A sample of buildings dimensions is verified each year.

• The accuracy of the strategic management costs are checked.

• Certification of land holdings data on the GIS system, with manual records held by the Property Services, Asset Maintenance and Legal Services Teams.

7.2.13 It is recognised that some corporate asset management data may contain anomalies. By

compiling and analysing data each year trends will be identifiable. Examination of this data and verification will continue to improve accuracy.

7.3 CONSULTATION 7.3.1 The Council has approved a Consultation Strategy and actively engages in consultation in

connection with almost every sphere of Council activity. Such consultation may occur as a result of the desire to achieve best value or to consult upon specific issues such as the modernising democracy agenda, the development of a new Town Centre Market or Community Strategy planning.

7.3.2 In relation to the future use of land, consultation has been actively pursued. In particular,

there was widespread consultation over the proposed redevelopment of the Abbey Stadium. This included consultation through Redditch Reports (a sample of 4000 Redditch Residents), of young people through High Schools, the Student Council Youth Forum and the Neighbourhood Groups.

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7.3.3 The CPO will take into account the views of customers, staff and partners to inform

recommendations of options for use of assets as part of the systematic rolling review of assets. In addition, the CPO will take into account stakeholder views on the use of assets through the asset management element of Service Plans.

7.3.4 The annual Asset Management Planning process will be used to encourage methods of

consultation with customers, staff, partners and other stakeholders. This relates particularly to asset reviews and the asset component of Service Plans, and drawing on data from user groups, exit surveys, mystery shopping and complaints.

7.4 LEASEHOLD MANAGEMENT 7.4.1 Some of our corporate assets are operated as tenanted property, notably the commercial

shops and business units. Their leases of these properties are updated to a standard form when the property is re-let, but for a number of years there will continue to be units let under a variety of lease terms. The lease details will be available on CAPS via DIP (document image processing).

7.4.2 In the leaseholder sector, our aim is to improve our performance as a landlord. Our focus

will be on:

• Clarifying leasehold obligations of the Council and the tenant.

• Renewing leases when due.

• Revaluing property on a five year cycle.

• Fulfilling our landlord's obligations to maintain the property.

• Undertaking dilapidation checks and enforcing lease agreements in respect of the leaseholders repairing obligations.

7.4.3 A priority will be to look at the maintenance liabilities associated with the District Centres.

This is part of the proposed interim management arrangements for the District Centres pending their redevelopment. The terms of reference will include a requirement to look at whether responsibilities can be simplified (within the terms of existing leases) so that required works can be undertaken with minimum administrative cost.

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7.5 THE ASSET MANAGEMENT PLAN 7.5.1 As past of this CAMS we propose a more formal approach to the production of an annual

Asset Management Plan. This will include the following sections:

• Costs of all assets (land and property) over 1, 3 and 10 years, covering maintenance and proposed investment, plus revenue costs.

• Income against all assets, to show a net cost.

• A measure of asset performance based on costs and quality to identify poorly performing assets.

• A report on asset review progress and suggested targets for the following year.

• A summary of the asset management elements of individual Service Plans. 7.5.2 The criteria for a good AMP is that it identifies property issues, puts investment priorities

into context, and aligns service need with existing and proposed assets. No investment can be authorised that does not fall within the AMP. The priorities of service providers must be justified in the asset section of their Service Plan.

Forward capital programme

7.5.3 The Council will prepare a one and three year programme of works covering repair,

renewal, improvement and re-investment. This programme will be part of the annual AMP and will be based on property condition and service bids:

• The requirements for new investment identified in Service Plans, reflecting the Council's strategic objectives.

• The need for maintenance investment in the existing asset portfolio as identified in stock condition surveys.

• The investment requirement and Capital Programme for parks and POS.

Investment rules 7.5.4 Our investment rules will be specified within the AMP, but will be guided by the following:

• Investment to meet owner or landlord obligations.

• Investment to maintain an asset in a usable condition prior to disposal.

• Investment to support an agreed service priority.

Prioritisation of capital projects 7.5.5 Based on evidence presented in the AMP, the CPO, advised by the AMPG will propose

the three year Capital Programme and identify funding constraints and any attendant risks. The proposed programme of work for the rolling three years will be categorised as:

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• Committed - agreed in a previous AMP, though with some potential re-phasing of costs

• Required (ie health and safety) - and therefore year one

• Rolling programme - phased over year one, two and three

• Recommended (immediate service justification) - but not necessarily to be incurred in year one or two

• Desirable (future service justification) - again with costs that may be deferred to year two or three.

7.5.6 This simple prioritisation will be refined after introduction. 7.6 CAPITAL PROGRAMMES 7.6.1 The Council currently has a five year housing and a two year General Fund Capital

Programme that is reviewed on a regular basis. In terms of investment to improve assets, the Council has a five year Capital Programme. It is the Capital Programme which identifies the resources allocated to meet investments in public buildings. Details of the Capital Programme are given in the Capital Strategy, which is reported to Members annually by the Head of Finance, Revenues and Benefit Services.

7.6.2 The preparation of the Capital Programme is a collaboration between Members and

Officers. Members and Officers promote particular projects and put forward bids to meet perceived needs for expenditure. The process fits into a pre-planned timetable resulting in proposals for the next year's Capital Programme being considered by the Executive Committee in November each year when outturn figures for the previous year's spend/under spend are known and ultimately recommendations are considered by Council in December.

7.6.3 Currently, all capital projects are required to comply with the Capital Schemes Process

introduced in 2004 and which is administered by the Head of Finance, Revenues and Benefits Services.

7.6.4 We will modify this process to more clearly link capital programme prioritisation to the

agreed Asset Management Plan. In this way we will achieve a clear relationship between the asset data we are collecting, and be able to demonstrate how this data is being used to inform decisions about the way capital spending is prioritised and allocated.

7.6.5 Progress and performance of the Capital Programme is reported to the Executive

Committee by the Head of Finance, Revenues and Benefit Services. The CPOG prepares a report for the Executive Committee with recommendations for the next year's Capital Programme for approval by full Council.

7.6.6 The AMS and PMS are members of the Project Management Group, responsible for the

continuous monitoring of the Capital Programme and appraising of proposed schemes to ensure that programmes deliver the planned improvement at the identified costs.

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7.6.7 Progress and performance against the Capital Programme is monitored by Officers against project plans. The results are reported to CPOG which meets to prepare for reporting to Members both on progress with the Programme and also new capital projects.

Project Management

7.6.8 The Council have an approved framework for Project Management covering all works

costing more than £25,000. 7.6.9 Capital spending and revenue implications will be aligned to corporate priorities through

the submission of project appraisal sheets to the Capital Projects Programme Group meetings and the Asset Management Planning group, where the CPO has a direct input into the Capital Programme decisions.

• The Project Officer will prepare a Project Plan for all approved schemes.

• Project Officers will complete monthly monitoring sheets to be fed back to CPOG through the Property Services Team.

• There will be a post-implementation review of the scheme after completion of the Project to measure outcomes against the costs of the scheme and whether it meets the objectives of the scheme. Customer Satisfaction Surveys on the outcome of the schemes will be introduced and monitored by the CPOG.

7.6.10 Nominated Project Officers carry out the day-to-day control of the capital schemes using

their professional and project management skills. The following monitoring process will also apply:

• Monthly financial monitoring by Service Managers and Project officers and updating of the ‘Contract Register’;

• Financial Services carry out a regular monitoring overview of capital spend;

• Regular progress reporting to the Capital Programme Officers Group;

• All schemes, completed and ongoing, are reported to the Executive Committee on a regular basis outlining progress and major variances in expenditure, usually three to four times a year.

7.6.11 We believe that the need for project management skills is not limited to large capital

programmes. Small scale refurbishment projects can lead to quite complex office moves. We therefore intend to adopt a corporate approach to project management, and to ensure this is integrated with asset management and capital programme management.

7.7 PARTNERSHIP WORKING 7.7.1 The Council is keen to embrace the opportunity to work with other agencies. We have

spent some time looking at a variety of arrangements linked to the transfer of assets to bodies with a Trust status, our primary concern being for the long term health and viability of such bodies. In addition we propose to take the following actions:

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7.7.2 Supporting the voluntary sector The proposed interim management arrangements for the District Centres may provide opportunities for short-term leases to the voluntary sector. Should this be the case, the Council will consider a process which will invite bids from all qualifying bodies and will assess these bids in terms of the contribution made to corporate objectives.

7.7.3 Expansion of business opportunities The Council's Economic Development Policy may

have implications for our physical assets. Direct provision of services by the Council is only one option. We will look at the capacity of other organisations to make the required provision and support this in line with Service Plans.

7.7.4 Shared data We will continue to work on the principle that data on land assets should be

shared freely between public bodies and utilities. 7.8 ORGANISATION AND STAFFING

Current structure 7.8.1 Property Management Services have responsibility for:

• Providing property management and valuations for all Council services.

• Managing the Council’s property assets efficiently to reflect service needs including acquisitions and disposals.

• Administering the RTB process.

• Managing the Business Centres.

• Identifying land that can be declared surplus and then sold to generate capital receipts to support the Council's Capital Programme.

7.8.2 The Property Services Manager is responsible for the strategic planning of service

improvements, monitoring and reporting of budgets and performance. 7.8.3 The Head of Service is supported by the Property Services Manager who has

responsibility for the PM Team with the role of Operational Manager dealing with day-to-day issues on maintenance.

7.8.4 The Valuation Team are responsible for acquisitions, disposals and management of all

property assets. The Team are also responsible for housing RTB valuations, maintaining the Asset Register and GIS records, Minor Land Disposal (MLD) programme, various licensing, issuing leaseholders’ service charges and miscellaneous transactions.

7.8.5 The Asset Maintenance Team has responsibility for:

• Management of the capital and day to day repairs for the Council's public buildings including supervision of a small in house team.

• Supervision and management of the cleaning of public buildings and contract cleaning, including supervision of an in-house team.

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• Contract management for the mechanical and electrical elements of public buildings and housing assets.

• Management of the Council’s land drainage both capital and day-to-day.

• Overseeing the Council’s car parking policy for additional parking requests, liaison with the Highways Agency.

• Support to a number of capital asset project (e.g. landscape improvements).

• Day-to-day management of the Councils GIS system, producing detailed plans for other teams.

• Represent the authority as the client for the management of decriminalised parking in the borough.

Organisation and capacity

7.8.6 Good practice advice indicates that councils should develop an effective organisation of

their property management services as the basis for implementing a more corporate and strategic approach to capital and asset planning. We need to make a clear distinction between strategic thinking and operational management, but as a small council it is not practical to have separate functions. What we need to achieve is a structure which is operationally effective while not losing sight of the ‘bigger picture’. Having a clear vision for the future of our portfolio and a strategy to achieve it will address one of the key weaknesses that central government has identified in local government corporate asset management.

7.8.7 The Council's Financial Strategy requires land disposal and new approaches to rental and

leasing arrangements. The Council wants to find ways of reducing assets running costs. We have to identify how best to deliver the measurement, planning and operational management of our assets efficiently by ensuring we have:

• sufficient staff for the task.

• Staff with the right skills (strategic, project management, operational, data management, analytical).

• Operating in the right structure.

• And with an effective succession strategy. 7.8.8 Redditch is unusual because of its New Town heritage, inheriting corporate assets that are

more extensive than is typical for an authority of our size. This means that corporate asset management is an important function and raises two questions:

• How can we retain and develop the capacity we need to manage our corporate assets?

• How can we put in place a succession strategy that minimises the loss of corporate memory?

7.8.9 There are three areas which it is important to cover:

• The development and maintenance of our asset management data systems, with CAPS and GIS being the central ingredients.

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• The planning of investment strategies, including valuation, suitability assessments, asset reviews, option appraisal and planned programmes.

• The operational aspects of programme delivery, including the management of works programmes, and the management of tenanted stock.

7.8.10 The Council has retained its housing stock, and housing represents the most important of

the Council's assets. The current organisational arrangements for asset management do not make a clear distinction between housing and corporate assets, a split which would have occurred if the stock had been transferred. Looking at the way forward, our principal concerns are:

• That we avoid the duplication of specialist skills within the authority.

• That we have a structure which encourages cooperative working and does not complicate administrative processes.

• That we have a sufficient volume of work to support the range of in-house skills that are required to perform our functions in a professional and cost-effective way.

7.8.11 We will review our organisational arrangements with these concerns in mind. The current

arrangement of Asset Management and Property Services is not ideal. 7.8.12 While the conventional approach would be to make a clear separation between housing

and non-housing assets, we will consider whether there are specialist skills that could be shared between the two operational areas. For example, the database aspects of housing and corporate asset management demand similar skills. And because housing overlaps with corporate assets (flats above shops in the District Centres) there are clear merits to a shared asset database.

7.8.13 Our intention is not to identify a sufficient volume of work to justify the existing staffing

structure. It is to investigate whether sharing of skills can improve our capacity, and improve the prospects of a succession strategy, within current budgets. To this end, we should also look at the possibility of joint working with neighbouring authorities.

7.9 PERFORMANCE MEASURES

7.9.1 The Council has established a wide range of performance targets, indicators and service

information. The Corporate Plan adds to this process together with statutory and other strategic plans (such as the Housing Business Plan and individual Service Plans). These documents are monitored via a performance management system linking back to the visions and priorities within the Redditch Sustainable Community Strategy. The corporate priorities included in the Corporate Plan have been translated into a number of measurable targets. The progress made against these targets is monitored by the Corporate Management Team and the achievements or otherwise included in the subsequent Corporate Plan.

7.9.2 The property performance indicators developed as part of the Asset Management Plan

and the actual delivery against target of the Capital Programme against target are to be reported to the Executive annually.

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7.9.3 The CPO will report to CMT, and gives the performance of the property portfolio, including

the CLG National Property Performance Indicators (7.9.6).

7.9.4 As part of this CAMS, the Council will adopt local performance measures and benchmarking to describe and evaluate how our corporate assets contribute to achieving corporate and service objectives. The performance indicators to be adopted will be:

• Small in number, and related to key objectives.

• Focus on outcomes rather than inputs.

• Be concerned specifically with the performance of the CAMS, and not replicate measures used elsewhere.

7.9.5 The Council is assessed by the Audit Commission for it’s Use of Resources as part of a

framework to consider both the overall approach and key lines of enquiry (KLOE). The focus of the KLOE for the organisation is:-

• The strategic approach to asset management based on an analysis of need to deliver the strategic priorities, service needs and intended outcomes;

• How we manage our asset base to ensure that assets are fit for purpose and provide value for money;

• How we work with partners and community groups to maximise the use of our assets for the benefit of the local community.

7.9.6 The adoption and development of the CAMS and Asset Management Plan will contribute significantly towards addressing the KLOE.

National Performance Indicators

7.9.7 The CPO reports to CMT, and gives the performance of the property portfolio, including the CLG National Property Performance Indicators. The statistical data will be presented to the Executive Committee separately on an annual basis covering the following areas:

• Statistical information on the overall condition of the portfolio (condition categories: A-D/1-3) and maintenance backlog.

• The Internal Rate of Return

• Strategic Management Costs

• Efficiency of use of assets

• Capital Projects

• Fleet Fuel Costs

• Increase in building energy efficiency resulting in reducing carbon emissions (N185)

Local Performance Indicators

7.9.8 In addition to National PPI data, the CPO has identified a range of local annual performance targets and information on buildings usage (linked to corporate priorities/objectives) to supplement the national indicator:

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• Condition of property: to progressively reduce the percentage of assets in categories C and D.

• Rate of return (non-operational property): To report on changes in the IRR of plus or minus 5%.

• Capital projects: to increase by 5% the percentage of the Capital programme delivered annually within budget.

• To periodically measure and monitor the utilisation of property and identify surplus space.

7.9.9 Performance against the local indicators feeds into both the annual asset management

planning process and Asset Reviews.

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8. OWNERSHIP OF THE STRATEGY

8.1.1 We are aware of a number of factors that are crucial if we are to be better at corporate asset management. These factors include:

• An effective corporate culture.

• Total buy-in to the importance of strategic asset management from Members and senior Officers.

• Good leadership across the authority, starting with a recognition of the role of the Portfolio Holder and the Corporate Property Officer.

• Periodic and regular review of corporate management arrangements to ensure they are fit for purpose.

• Engaging with other organisations to share learning and drive the process of continuous improvement.

• The effectiveness of the service team in delivering the outcomes of the AMP. 8.2 LEAD OFFICER 8.2.1 The Council has appointed the Director of Housing, Leisure and Customer Services to be

the Corporate Property Officer (CPO) with responsibility to oversee developments in asset management.

8.2.2 This senior role will facilitate corporate recognition of the Asset Management Strategy, as

the CPO is also a member of the Senior Management Team (SMT) and is therefore well placed to ensure that any asset management implications of decisions are considered and fully appraised at a strategic level. The specific role and responsibilities of the CPO are as follows and have been communicated to all relevant Officers throughout the Council:

• To oversee and facilitate required developments in asset management.

• To oversee the role and contribution of the Council's assets as a corporate resource in supporting the delivery of corporate and service objectives and facilitating the implementation of necessary asset management processes to meet the property performance and outcomes that the Council requires.

8.2.3 The CPO will be responsible for ensuring that the CAMS is reviewed annually and revised

at agreed intervals.

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8.3 CORPORATE MANAGEMENT TEAM 8.3.1 The Council recognises that asset management must be integrated fully with business

planning and be explicit in areas like flexible working policies, ICT plans and customer access strategies. There must be corporate ownership and championing of the CAMS and a clear approach to the integration of asset management planning with corporate and service planning. To support this integration and ownership the Council will ensure strong links between asset management and the Corporate Management Team. To this end, the Council has agreed that:

• The CPO should report to and be accountable to the Council's CMT, comprising of SMT members and Heads of Service.

• The CPO, in consultation with CMT, will determine the major corporate drivers for future change and what are, or will be, the implications for asset management. This will require a continuing Risk Assessment, in the context of national developments such as the regional agenda, new legislation, Comprehensive Area Assessment and local economic trends. Changes in corporate priorities, a new Community Strategy, Finance and Housing Strategies, E-Government and Best Value are all of relevance.

8.4 ASSET MANAGEMENT PLANNING GROUP 8.4.1 The Council has an Asset Management Planning Group (AMPG) to drive the preparation,

maintenance and delivery of the CAMS and has agreed that the objective of the AMPG is to ensure:

'A strategic, cross-service and coordinated approach to the planning, implementation, operation and management of; and the monitoring and review of the use of the Council's assets in supporting the best value delivery of services in line with the Asset Management Strategy.'

8.4.2 The Group's terms of reference are attached as Appendix Two. The AMPG comprises:

• The Director of Housing, Leisure and Customer Services (CPO)

• Asset Maintenance team representative

• The Head of Legal, Democratic & Property Services

• The Property Services Manager

• The Head of Leisure & Arts

• The Head of Operations

• The Head of Finance, Revenues and Benefit Services

• Other relevant officers, as appropriate. 8.4.3 The AMPG will be able to draw upon the knowledge and expertise of, and consult with,

representatives of all internal services (for example, the Head of Planning and Building Control) to support the improvement of asset management in the Council. The Council will also employ external consultants as appropriate to review energy consumption,

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renegotiate energy supplies and tariffs and to give advice on data analysis software to assist in future performance management of energy consumption and tariffs.

8.4.4 The Council has agreed that there should be four meetings a year of the AMPG. The

AMPG will consult, involve and report to relevant Portfolio Holders and the Executive Committee as appropriate, and make an annual report to the Executive Committee on the CAMS.

8.4.5 The Development Group role is to identify land suitable for disposal and progress these

forward for development opportunities and to ensure they are in line with the CAMS. 8.5 THE EXECUTIVE COMMITTEE 8.5.1 Our CAMS is a document approved by the Council, but the Executive Committee has

responsibility for overseeing its delivery. A Member has portfolio responsibility for Corporate Asset Management.

8.5.2 The Full Council determines the policy context and sets the budgets for the Council’s

services, including the Capital Programme. The Council operates Executive Arrangements through an Executive Leader and Executive Committee. The Executive Committee takes decisions in relation to the day-to-day management of the Council’s business, including decisions relating to the Council's property portfolio, in accordance with the Council’s current policy, capital programme and revenue budgets. The acquisition and disposal of property can be authorised by the Executive Committee, provided that such acquisition or disposal is within the approved policy and budgetary framework.

8.5.3 The roles and responsibilities of the CPO and AMPG will be reviewed by CMT from time to

time. Any changes that are proposed will be reported to the Executive Committee and the Council for approval.

8.5.4 The Council has agreed that the process for decision-making in relation to asset

management holdings will be:

• The preparation of submissions by the AMPG to CMT.

• CMT to consider the AMPG's submissions and make recommendations to the Executive Committee.

• Any specific recommendations of CMT (and the AMPG’s submissions) will be referred to the Executive Committee or Council direct.

• The CPO will report yearly to the Executive Committee on asset developments and property performance

8.5.5 Other policy areas may have asset management implications, and we will revise the

arrangements for reporting to Members to ensure they fulfil their responsibility in relation to the Council's land and property portfolio at both a strategic and a service level. Asset management implications are included in the standard report format for all reports.

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8.6 ACTION PLAN 8.6.1 The action plan to address issues identified in this strategy can be found in Appendix

Three. 8.6.2 REFERENCES CLG (2007) Making Assets Work: The Quirk Review of Community Management and Ownership of Public Assets CLG (2007a) Evaluation of Corporate Capital and Asset Planning in Local Authorities CLG (2008) Building on Strong Foundations: A Framework for Local Authority Asset Management. HM Government (2006) Community Assets: The Benefits and Costs of Community Management and Ownership HM Treasury (2004) Towards Better Management of Public Sector Assets (The Lyons Report) RICS (2008) Public Sector Asset Management Guidelines: A Guide to Best Practice Royal Institute of Chartered Surveyors Worcestershire County Council (2007) Service Asset Management Planning: Framework and guidance for the delivery of Service Asset Strategies

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APPENDIX ONE: CORPORATE ASSETS

Leisure Abbey Stadium Arrow Vale Sports Centre Arrow Valley Countryside Centre Bordesley Abbey Visitor Centre Bordesley Meadows Forge Mill Museum Pitcheroak Golf Club Greenlands Changing Rooms Green Lane Changing Rooms Hewell Road Baths Kingsley Sports Centre Palace Theatre Washford Lane Changing Rooms Wild Goose Changing Rooms Winyates Craft Centre Parks and open spaces.

Community Centres Batchley Community Centre Bryant Place Church Hill Community Centre Hawthorn Road Matchborough East Matchborough West Oakenshaw Meeting Room Salop Road Windmill Meeting Room Winyates Barn Winyates Green Woodrow Meeting Room

Land and building to deliver direct services

Economic development and training

Greenlands Business Centre Rubicon Centre Hemming Road REDI Centre.

Assets that support service delivery

Batchley One Stop Shop Crematorium Crossgates Depot Edgioak Chapel Plymouth Road Chapel Rectory Road Cemetary Gate House Shopmobility Town Hall Winyates One Stop Shop Winyates Neighbourhood Office Woodrow One Stop Shop

Non-operational assets Church Hill District Centre Matchborough District Centre Winyates District Centre Woodrow District Centre Batchley Road Shops Dowlers Hill Shops Poplar Road Shops Threadneedle House Outdoor market

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APPENDIX TWO ASSET MANAGEMENT PLANNING GROUP (AMPG) TERMS OF REFERENCE The Council has agreed that the Terms of Reference of the AMPG are: 1) To have responsibility for the preparation, maintenance and delivery of the Council's Asset

Management Plan.

2) The identification of implications for the future of repair and maintenance requests for land and buildings and non-operational assets across the whole range of property assets, linking to future service requirements.

3) The identification of areas of mismatch or discrepancies between service requirements and

current provision and the development of innovative solutions to enable different ways of working.

4) Monitoring the performance and use of assets in terms of their effectiveness, efficiency, economy and sustainability and making appropriate recommendations to the Corporate Management Team, the Executive Committee and the Council.

5) To develop and maintain statistical information on the overall condition of the asset portfolio, including maintenance backlog figures.

6) To gather information for and produce local Performance Indicators and any National Performance Indicators required, with floor area data, to enable comparative running costs of assets to be identified, and benchmark this data both internally and with other local authorities within Worcestershire, the West Midlands and nationally.

7) To consider the energy performance of the Council’s buildings through the NPI - CO2 data; to review the performance of boilers and make assessments of efficiency, using gas/electric costs data to advise users on modifications or alternatives; and to influence capital spending on heating appliances.

8) To undertake data checks and trend analysis of data gathered in relation to building use, costs and fuel consumption.

9) To develop and improve information contained in the Council’s GIS property data system to assist in Asset Management Planning, with associated training needs.

10) To implement the Energy Performance Certificate certification across all operational buildings.

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APPENDIX THREE: ASSET MANAGEMENT PLAN 4.1 The asset register When/By

Up-to-date data Develop and maintain the asset register. 2009/10

4.2 Poorly performing assets When/By

Methodology Develop an approach to identify poorly performing assets. 2010/11

Pilot Pilot the approach, and modify in the light of experience. 2010/11

Revised process Incorporate the agreed approach into the asset management planning process.

2010/11

4.3 Asset reviews When/By

Framework Establish a framework for asset reviews 2010/11

Prioritisation Agree priorities for review, with office accommodation a priority. 2010/11

Programme Undertake programme of reviews and feed into Gap Analysis and Asset Management Plan

2010/11

5.1 Service needs When/By

Satisfaction surveys

As part of Directorate Service Plans, customer satisfaction surveys to be conducted in relation to the use of assets

2009/10

Gap Analysis Formal high level review of gap between future asst requirements and current provision. Output is a challenge to Service Plans

2009/10

Service Plans All services departments to include asset management implications in their Service Plans

2009/10

5.2 Joint use When/By

Joint use Service Plans to explicitly and actively consider opportunities for shared use.

2010/11

5.3 Disposals When/By

Development Group

The existing Development Group to continue with its Brief to identify land suitable for disposal.

2010/11

Service Plans Departmental Service Plans to explicitly and actively consider opportunities for disposal of land and property

2010/11

6.1 Investment planning When/By

Data quality Undertake further work on the scope and quality of stock condition data so that investment cost forecasts are agreed to be reliable.

2009/10

Business planning

Prepare a long term investment plan which aligns with the Council's Corporate Plan.

2010/11

Option appraisal Agree an approach to option appraisal in order to support informed decisions about investment in relation to need and service requirements.

2010/11

6.2 Works programmes When/By

Planned programme

Agree a detailed rolling five year programme, fundable by the Corporate Plan or Capital Programme, aligned with priorities in the CAMS, and justified by Departmental Service Plans.

2010/11

6.3 Reducing costs When/By

Cost in use Continue work on energy performance and water consumption. Extend this work to take into account life time costs when specifying components.

2010/11

Co-operative works

Work with the County Council to support the objectives of partnership and co-operative working.

2010/11

Community ownership

Work with the County Council Project Group to identify opportunities for shared use.

2010/11

Community ownership

Build on the Council's work with the 3rd

Sector to identify opportunities for community ownership.

2011/12

7.2 Data management When/By

Reporting and integration

Review of reporting and integration requirements between CAPS and Cedar. This review will embrace both Corporate asset

2011/12

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management and Housing asset management.

Collecting data Rolling programme of stock condition surveys to continue on a five year cycle, linked to a five year programme of asset valuations.

2009/10

Managing data Undertake validation and cleansing of data within CAPS. 2010/11

Managing data Review procedures for ensuring that CAPS is properly updated. 2010/11

Information systems

We will support TGOV and our Customer Access Strategy to widen public access to information we hold on land ownership.

2011/12

7.3 Consultation When/By

Asset reviews Programme of asset reviews requires evidence that the views of customers, staff and partners are being captured, recorded, analysed and taken into account

2010/11

Service Plans Service plans required to address asset management issues, and as part of this, to seek the views of customers and staff about the asset management aspects of service delivery

2010/11

7.4 Leasehold management When/By

Improved performance

Agreed specific measures for assessing our performance as landlords.

2010/11

District centres Review the maintenance liabilities associated with District Centres. 2010/11

7.5 The asset management plan When/By

Annual plan Introduce a more formal approach to the production of an annual asset management plan

2010/11

Capital programme

Agreed 1and 3 year programme of investment based on condition and Service Plans, aligned with agreed priorities set out in the AMP.

2010/11

Investment rules Agree investment rules to be set out as part of the annual AMP. 2010/11

Prioritisation A simple categorisation of capital programme priorities to be set out in the AMP and subsequently refined in the light of experience.

2010/11

7.6 Capital programmes When/By

Project management

New procedures for capital programme project management to be agreed and implemented.

2010/11

7.7 Partnership working When/By

Asset transfer The Council will consider the transfer of assets to bodies with Trust status subject to evidence on their long term financial health and viability.

2011/12

District centres The Council will take into account the opportunity to offer any short-term leases to the voluntary sector.

2009/10

Shared data To enhance the possibility of identifying opportunities for joint working, the Council will support opportunities to share data, and will lead on this through our TGOV strategy.

2011/12

7.8 Organisation and staffing When/By

Capacity Review of organisational arrangements for corporate asset management.

2009/10

7.9 Performance measures When/By

Local measures Review and revision of measures used to report on asset management performance

2010/11

Documents

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