SELBY DISTRICT COUNCIL

ASSET

MANAGEMENT STRATEGY

2008 - 2011

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CONTENTS

1 Foreword 4

2 Executive Summary 5

3 Introduction 6

4 Asset Management Objectives 7

5 Asset Management in the context of Selby District Council’s

Strategic Plans

8

6 Asset Management in the context of External Pressures 16

7 The Asset Register 18

8 An Update on Assets 21

9 Future Plans 31

10 Organisational arrangements for Corporate Asset

Management

32

11 Performance Management, Monitoring and Information 35

12 Financial Management and Information 39

13 Recommendations 46

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Appendices

1 Glossary of Terms 49

2 Corporate Property objectives to be achieved by the Corporate

Property Officer (and deputy)

50

3 Five National Performance Indicators – Baseline 2003 51

4 How the Council carries out consultation with Stakeholders 53

5 Property Services Unit Structure August 2007 54

6 Corporate planning process and timescales 55

7 Asset Register 56

8 Risk Assessment for the Asset Management Strategy 60

9 Local Performance Indicators – Property Services 61

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1 Foreword

Selby District Council’s Asset Management Strategy (AMS) has been prepared to

demonstrate how we are working to get the best from our assets. The objective of the

Strategy is to ensure that every opportunity is taken to fully utilise the benefits of our assets.

This Strategy incorporates our approach to asset management planning, including our priority

framework for capitals spend, corporate management and monitoring, and a look at our

performance. In the Strategy there is an update on the current position of our assets, and

what we plan for the medium term together with our aspirations up to 2011.

The Council delivers most of its services to the public and stakeholders from its holdings of

land and property. They are a highly visible representation of the Council, and it is, therefore,

vital that all assets are sustainable and capable of supporting the Council’s themes and

priorities.

At the heart of our planning are the Council’s Corporate Themes and Priorities and our

customer consultation data.

………………………………….. ……………………………….Councillor Mark Crane Martin ConnorLeader of the Council Chief Executive

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2 Executive Summary

The Asset Management Strategy places the assets of the Council in a wider corporate

context, to raise awareness of the issues involved in asset management, and to ensure it

links effectively with the Council’s corporate planning processes.

The Strategy links to the corporate planning processes, particularly the themes and priorities

of the Council, and budget planning, so that a balance of resource against ambition can be

achieved.

Service plans need to be developed with consideration of the future requirements for assets,

so that the wider implications of such requirements are quantified, understood and planned

for corporately, using existing processes for decision-making and funding. To do this the

following objectives should be taken into account;

To manage the assets of the Council effectively and efficiently in a manner which

supports the delivery of the Council’s Corporate Plan

To ensure the buildings are suitable, accessible and maintained to the required

standard

To ensure any new assets developed or acquired are sustainable and affordable for

the life of the asset

To ensure that asset requirements are identified and planned for in the development

of the Council’s corporate planning processes and are linked effectively to the budget

planning process.

To increase partnership working in order to maximise value for money

To improve energy efficiency and reduce greenhouse gas emissions.

Performance Management of the Council’s corporate assets, other than housing, has

historically been minimal. This Strategy recommends regular monitoring of both national and

local performance indicators to enable the authority to ensure its assets are managed in the

most effective, efficient and economical manner.

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3 Introduction

This document sets out the Council’s Asset Management Strategy (AMS) for the three years 2008

- 2011.

The overall aim of this Strategy is to provide for a plan whereby the Council can balance the in-

vestment required with the capital available to achieve the objectives of the Corporate Plan.

This requires the Council’s assets to be managed in the most effective, efficient and econom-

ical manner.

In order to achieve this aim, this Strategy document, amongst other things:

a) provides an estimate of the Council’s capital requirements over the next 5 years;

b) identifies the challenges faced by the Council in managing its assets

c) makes recommendations to ensure that asset management is considered through-

out the corporate and budget planning process.

The scope of the Strategy covers:

the Asset Register 2007/08

the Council’s housing stock.

The development of the AMS is an iterative process insofar as it will be updated as new issues

arise, for example, as assets are disposed of or during the development and updating of the

Council’s Corporate Plan.

The budget forecasts included in the Strategy are based on the information known at the time of

writing. These figures will need to be kept under continuous review with a formal update each

year as part of the budget planning process of the Council. It should also be borne in mind

that these are only forecasts and not firm budgets.

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4 Asset Management Objectives

This section sets out the objectives of the AMS. These objectives, if achieved, will ensure the

Council is able to plan the use of its assets efficiently, effectively and economically.

In order to achieve this, the objectives of the AMS are as follows:

To manage the assets of the Council effectively and efficiently in a manner which

supports the delivery of the Council’s Corporate Plan

To ensure the buildings are suitable, accessible and maintained to the required

standard

To ensure any new assets developed or acquired are sustainable and affordable for

the life of the asset

To ensure that asset requirements are identified and planned for in the development

of the Council’s corporate planning processes and are linked effectively to the budget

planning process

To increase partnership working in order to maximise value for money

To improve energy efficiency and reduce greenhouse gas emissions.

Through good asset management we aim to achieve the following outcomes:

Enhanced customer and stakeholder satisfaction

Clear processes for assessing prudence, affordability and sustainability

Compliance with statutory and regulatory codes

Improved corporate management.

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5 Asset Management in the context of Selby District Council’s Strategic Plans

The strategic context of the AMS is governed by the needs of the community, identified with

our partners through the Community Strategy, and in our own Corporate Plan themes and

priorities.

Both the Selby Local Strategic Partnership and the Council share the mission:

‘To improve the quality of life of those who live and work in the District’

Selby Local Strategic Partnership - Community Strategy 2005-2010

The current Community Strategy was developed with our partners in 2005.

The themes of the Community Strategy are:

Targeting and co-ordinating our efforts in the areas of greatest need

Working with our community

Developing sustainable communities

Developing our three market towns and surrounding rural areas

Improving the image of the area.

The AMS contributes to the five themes to create a future where the people of Selby district

live in strong, inclusive, healthy and safe communities, which have an improved environment

and a thriving economy.

The Council’s Corporate Plan

The Council’s Corporate Plan links to the Community Strategy. Its seven strategic themes

are:

Putting Customers First

Protecting the Environment

Healthier Communities

Promoting Prosperity

Community Safety

Making Better Use of Resources

Organising to Deliver.

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Performance measures for these Strategic Themes can be found in the Council’s Annual

Delivery Performance Indicators.

Our 2007/2008 Priorities are led as ‘projects’ by our Strategic Directors under a project

management framework. These are:

Meeting the needs of children and young people.

Safer and stronger communities.

Improving facilities for adults and older people particularly in rural areas.

A clean, green and healthy environment. To assist residents to recycle more of their

waste and so reduce landfill.

Championing the reduction in greenhouse gasses and leading by example.

Delivering an improving Housing Service.

The themes of the Community Strategy and the Council’s Corporate Plan are taken into

account when assessing their impact on the assets of the Council.

The Corporate Plan is a ‘live’ document insofar as it is reviewed on an annual basis to de-

termine whether priorities remain relevant and to roll the plan period forward. The develop-

ment of the priorities, and indeed the Corporate Plan, is informed by the annual State of the

Area Address (SoAA). The Priorities of the Council may change during the life of this

strategy.

State of the Area Address

The State of the Area Address (SoAA), which is delivered by the Leader of the Council on be-

half of the controlling group of councillors, sets out the annual priorities for the Council. The

SoAA is the subject of consultation with stakeholders and the public, and, once the results of

the consequent discussion and deliberations of the SoAA are known, they are disseminated

as widely as possible within the community and to stakeholders and are considered by the

Leader in proposing the budget and policy framework to the Council in the forthcoming year.

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Links between the Financial Strategy and Asset Planning

The Council recognises that it has limited resources, and that, in order to achieve the

corporate priorities, it is necessary to direct resources accordingly. This process combines

service and financial planning, and ensures that it is the delivery of the corporate priorities

which drives the Council’s activities, and not budgetary constraints.

The Financial Strategy aims to provide the framework within which the Council can achieve a

sustainable budget over the medium term whilst ensuring that resources are directed in the

most effective, efficient and economical way to achieve the Council’s Corporate Plan.

The objectives of the Financial Strategy are as follows:

Financial Strategy Objectives

1

To enable the Council to understand its medium term financial position in the context of the wider local government and public sector environment

2To inform decision-making on the distribution of resources to deliver the Council’s strategic themes and corporate priorities

3To ensure that the Council can set a Council Tax level that avoids the intervention of Central Government

4To enable the Council to plan and manage its spending within affordable net expenditure levels without undue reliance on balances and reserves to fund ongoing commitments

5To strengthen the Council’s balance sheet position

6To support a prudent, affordable and sustainable level of capital expenditure

7To create a corporate financial capacity to deal with unforeseen cost pressures

8To contribute to longer term planning of the delivery of the Council’s strategic vision and objectives

The AMS links directly with objectives 4, 5, 6, 7 and 8.

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In addition, it links the Capital Strategy and the Asset Management Strategy to ensure the

Council’s expenditure plans are consistent with the requirements of the Prudential Code for

Capital Investment in local authority assets.

Housing Revenue Account (HRA) Business Plan 2007-2010

Ultimately, the AMS is one of a number of plans and strategies in place in the Council to

ensure the mission of the Council is achieved.

The Housing Revenue Account Business Plan 2006-2010 (HRA Business Plan) identifies the

options for the housing service following the vote on transfer and assesses housing needs,

demands and sustainability. It reviews the Housing Investment Programme (HIP) and

includes an action plan to deliver its aims and objectives.

The vision of the HRA Business Plan is:

‘Satisfied people living in excellent properties, in desirable, safe communities, receiving

quality services, delivered locally by well-motivated people’

Objectives

The overall objectives in the HRA Business Plan are to:

Profile the district housing stock and monitor current and future housing need;

Ensure that decent and affordable housing is available to everyone;

Promote social inclusion, respect and sustainable communities;

Tackle and prevent homelessness;

Provide a customer focused service;

Provide value for money.

These objectives are drawn from the Council’s Housing Strategy.

Within the overall objectives, key aspects of our Housing Service in relation to management,

maintenance and improvement of the housing stock include:

To effectively manage our housing stock and estates.

To provide a responsive repairs service to council tenants.

To meet the Decent Homes Standard for all Council-owned dwellings by 2010.

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To effectively involve tenants in the housing service and ensure tenant participation is

at the heart of our business and is a continuous process under constant review.

To sustain and improve performance to tenants in the areas of void relet times.

To respond to the changing housing need within the district.

To ensure the smooth transition of delivery of housing information through the cus-

tomer contact centre in Selby.

To reduce management costs.

To increase partnership working in order to maximise value for money.

To work in partnership towards the provision of accessible housing-related support

services that are responsive to individual needs.

Performance against this is monitored through the performance indicators for Housing

Services and regular reports to the Social Board of the Council.

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How the plans link together

The plans link together as follows:

Working in partnership

The Council is committed to partnership working. The Council’s Ten-Year Vision commits

the Council to forging productive partnerships and links with other community, local and

regional bodies. Partnership working can produce long-term efficiency savings and can be

cost-effective, particularly to smaller local authorities such as Selby District Council. In

addition there may be opportunities for innovation which may not be viable when working

alone.

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Community Strategy

Community Strategy

Corporate Plan

Corporate Plan

Housing Revenue

Business Plan

AssetManagement

Strategy

Financial Strategy

Workforce Development

Waste Management

Strategy

Other plans and strategies

The Council has for some time been committed to working with its partners. Examples

include:

Co-location of two external contractors at the Council’s Prospect Way Depot.

Leasing areas of two of its community centres to medical centres which support the

running costs of the centres.

Working with North Yorkshire County Council at the Cunliffe Community Centre,

which helps provide day care for local elderly people but which also shares the cost of

running and maintaining the centre and ensures value-for-money for the Council.

Tadcaster Area Office is shared with Selby College who deliver adult services from

the premises. Negotiations are ongoing with NYCC and Selby College to expand

services delivered from this site. Sharing facilities and costs enables the College and

the Council to deliver cost-effective services as well as providing value for money.

Building Control Partnership with Ryedale and Hambleton District Councils.

The Audit Partnership with Ryedale and Scarborough District Councils.

Partnership with the Primary Care Trust to deliver Health Improvement and Media

Services support to the Council.

Other activities have also supported this commitment.

Partnership with NYCC to deliver services on behalf of Selby District Council, such as:

Countryside Services

Economic Development Partnership

Payroll service

Legal Services

Joint working with other NYCC and North Yorkshire district councils has led to development

and delivery of a programme of training in an innovative and cost-effective way. Courses

procured in this way include mentoring, management development, a joint competency

framework and Investors in People internal assessor development. Further details of

partnership working in relation to the Council’s people assets are given in the workforce

development section.

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We have worked in partnership with East Riding of Yorkshire Council to make ICT

improvements to our successful Revenues and Benefits sections and develop our customer

contact database.

Our successful Community Safety Partnership has cemented relationships with partners in

2007 by co-locating community safety staff at Community House, the home of Selby District

AVS. Staff from all agencies, including Selby District Council, are involved in ‘safe

neighbourhood sweeps’ and ‘Joint Action Groups’ to identify and address community safety

issues in local areas, not only the area’s towns but also its villages. As a result, plans and

priorities for action have been identified and agreed with local communities. These are being

implemented through joint responses by the agencies involved.

More recently, the Council has worked with health partners and NYCC, to assemble a

funding bid to redevelop the Selby War Memorial Hospital. The decision on this scheme is

expected shortly.

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6 Asset management in the context of External Pressures

In addition to the internal drivers of the AMS, there are a number of external pressures which

have an impact on how assets are managed. Many of these are financially driven.

Budget pressures

The local authority operates within a tightly constrained budget. There are ongoing

pressures to minimise Council Tax increases. This requires strategic prioritisation of

resources and requirements to find better ways of delivering Council services and achieving

their goals.

This impacts on asset management as there is a constant pressure on property asset

maintenance budgets versus the risk of overall depreciation and dilapidation of assets.

Gershon

The Gershon Review was commissioned to consider the scope for efficiency savings across

all public expenditure and to consider proposals to deliver efficiencies, and more general

changes which could be made to the framework within which the public sector operates, to

improve efficiencies. Following the Comprehensive Spending Review 2007, targets of 3%

cashable efficiencies are set for 2008/09.

Important issues for the AMS to take into account are:

The potential savings through more effective management of assets

The potential to generate income from assets

As a result the Council produces details of its plans for, and the efficiency savings it

achieves, annually.

Comprehensive Performance Assessment (CPA) and the emerging Comprehensive

Area Assessment (CAA)

The CPA process, undertaken by the Audit Commission, involves regular reviews of how well

local authorities are delivering their services and how well councils are run. The assessment

includes how the management of the Council’s assets is supported by appropriate systems,

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processes and practices. Given the focus on efficiencies identified above, this is likely to be

of increasing importance in the future.

Prudential Code

The Government introduced a new system for the management of capital finance in local

government in 2004/05. This requires local authorities to ensure their financial strategies

provide for capital and revenue expenditure which is prudent, affordable and sustainable. In

doing so local authorities are required to have regard to the proper stewardship of their

assets and for which asset management planning provides the structured approach.

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7 The Asset Register

We have an asset register (attached at Appendix 7) which shows usage, values and other

relevant information. The asset register for housing stock is held by the Housing Services

department.

The register splits our assets into:

Operational Land and Buildings

Garages

Corporate Buildings and Depots

Leisure centres

Homeless Hostels

Public Conveniences

Community Centres

Car Parks

Miscellaneous land

Industrial Units

Non-Operational Land and Buildings

Public Conveniences (closed)

Corporate Buildings and Depots

Cafés

Housing Stock

The valuations for the housing stock are undertaken every three years. Reviews of other

assets are undertaken periodically.

A desk top review of this register has led to the following assets needing to be added to the

register:

Civic Centre telecoms mast

Customer Contact Centre - from April 2008

Tadcaster Area Office – 5 Westgate.

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Recommendation

The Asset Management Project Board (AMPB) formally reviews the content of the Asset

Register annually, and confirms the programme for review of the assets.

The following assets are added to the register:

Telecommunications Mast

Customer Contact Centre – from April 2008

Tadcaster Area Office – 5 Westgate

Energy Management

The Council signed the Nottingham Declaration on climate change in August 2006. This

commits the Council to:

reducing carbon emissions by 2010

developing plans to monitor the impact of climate change

developing plans to reduce greenhouse gasses from the authority

working with partners and the community to increase awareness and action in this

area and

assessing the risks for the District of climate change.

The Council’s commitment to efficient energy management is integral to its Priority Project

‘Championing the reduction in Greenhouse gasses and leading by example’.

The Council is developing a Climate Change Action Plan which will be consulted upon

shortly. This may have an impact on the capital requirements of the Council.

The Council has recently changed energy suppliers using the NYCC Framework contract.

Initial estimates of savings indicate £10,000 in year 1 and £20,000 thereafter.

The Abbey Leisure Centre in Selby currently uses a coal-fired heating system, but is

reviewing the options for energy usage. Proposals are due to be submitted in the near

future. However, this will need to be balanced with the capital cost of work and the rate of

return for the investment, the priority of the work against other capital works, and future plans

for the service.

Recommendation

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The Council monitors the savings achieved from the change in energy contractors.

The Abbey Leisure Centre reviews the options for energy usage, and makes

recommendations on efficiency and sustainability.

Once adopted, the Climate Change action plan is reviewed by the Asset Management

Project Board to assess the capital requirements of the plan.

Disability Discrimination Act (DDA)

As part of the work undertaken on condition surveys, DDA assessments of the Civic Centre

were carried out. Previously, the Council achieved 100% against the performance indicator

BV156, which measures whether our buildings are accessible to customers. However, at the

end of 2006, new building regulations impacted on this figure which is now 96%. Achieving

100% may have financial implications for the Council.

Recommendation

The Council monitors and maintains its performance in DDA assessment and BV156,

striving to achieve 100% accessibility.

The AMPB monitor the cost of compliance with the DDA.

Asbestos Management

The Council has an asbestos register in place, and will continue to survey its properties for

asbestos and take action as required.

Recommendation

The Council continues to undertake asbestos surveys and maintain the asbestos register.

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8 An update on the Asset Register

There are a number of developments which are of note as part of the Asset Register.

Car Park Service

The Car Park Service is a discretionary service provided by the Council. The Council

operates nine Pay & Display car parks. In total this amounts to over 1,000 car parking

spaces.

The Car Parks Service provides the Council with significant levels of revenue income. The

gross revenue income from Pay and Display Car Parks in 2006/07 was in excess of

£250,000.

In May 2006, a Car Parking Strategy was developed. The Council’s aim, in determining a

Car Park Strategy, was to improve car parking provision by encouraging short stay parking

and increasing the turnover of vehicles and patrons in the town centre, thus contributing to

the local economy. Alongside this, the Council sought to make adequate provision for long-

stay parking, in particular for customers wishing to park all day in order to use public

transport at the train and bus stations. Councillors agreed to re-designate some of the Pay

and Display Car Parks to ensure they supported the corporate themes of the Council. The

Council was mindful of the need to utilise its asset, in terms of car park income, balanced

against the need to encourage the use of local facilities by those residing in, working in or

visiting Selby. The charges were reviewed and customised, based on the needs and

demands identified by research and customer feedback.

Improvements have been made in the following areas:

Signposting and tourist information boards in key car parks.

In 2005/06 all nine of our car parks achieved accreditation of safety – the first local

authority in Yorkshire and Humberside to achieve 100% accreditation. These have

subsequently been retained. Awards have also been achieved at non-pay & display

car parks: Church View, Sherburn and Britannia, Tadcaster

Regular customer surveys on tariffs and designations of car parks.

Trial of solar-powered ticket machines at the Market Cross and the Abbey Leisure

Centre to provide a ‘greener’ option and reduce energy costs.

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The aims of the car parking service, adopted in July 2006, are as follows:

To provide well-maintained car parking facilities that meet the needs of all customers.

To maximise the potential capacity of all car parks by optimising turnover of cars and

to meet the needs of the customer.

To establish a fair tariff scheme that supports the use of local facilities by those who

reside and work in the District and visitors to the District.

To optimise income returned from the use of the asset without compromising any of

the Council’s other objectives.

To enforce car park charges effectively ensuring equity and consistency for custom-

ers.

There is a rolling programme of car park maintenance, with an associated budget. Presently

this is ‘budget-led’. To ensure that the Car Park Service can meet the aims identified above

and continue with its improvements to the service, a condition survey is required to assess

the investment necessary in the medium term.

Recommendation

Undertake a condition survey of the Council’s car parks to enable effective maintenance

planning in the medium term.

Civic Centre Car Park

Part of the Civic Centre Car Park is the subject of a planning approval to develop it for a

school, as part of the development plans for the centre of Selby. The Council is taking advice

from the District Valuer.

Recommendation

Consider the recommendations of the District Valuer in the disposal of the asset.

Telecommunications Mast – Civic Centre Car Park

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Part of the Civic Centre Car Park site is leased for a telephone mast to serve Selby Town.

Town centre development plans by Dransfield Properties require the re-location of this mast

to a site elsewhere in the town. Planning permission has been approved for its re-location.

The site currently generates revenue income for the Council in the region of £22,000 pa,

although this may vary annually.

It is expected that, if the telephone mast is located on Selby District Council-owned property,

then ground rent and share of income will be maintained. As the re-location is tied up with

the development of part of the car park for a school, the District Valuer is involved in

discussions, and his recommendation will be taken into account in any decisions made about

the disposal and relocation of the asset.

Recommendation

Consider the recommendations of the District Valuer in the disposal and relocation of the

asset.

Property Services Depot – Portholme Road, Selby

An agreement has been reached with Tesco to purchase the Council Depot premises off

Portholme Road, Selby. The income from this capital receipt is expected to be received in

the 2007/08 financial year.

There is no planning permission for Tesco to develop the site, and the company have agreed

to lease the depot back to the Council for a minimum period of 2 years, with a rolling six

month notice period.

The Council has accepted an offer from an outside body to purchase the Civic Centre site

within the next five years at market value plus a further amount if planning permission is

gained. This agreement is dependent on the Council moving to the Selby Memorial Hospital

site as outlined on page 31.

Review of Industrial Assets 2006/07

In February 2006, a working group, chaired by the then Chair of the Economy Board, was

charged with looking at all of the Council’s commercial assets, including land, and

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undertaking an option study for each asset. This was reported in February 2007 to the

Council’s Economy Board, Environment Board and Social Board.

The remit of the group was:

Industrial premises

Non-operational premises

Depots

A number of toilet facilities

The Economy Board identified a policy for dealing with potential surplus properties.

Recommendation

‘That the policy for dealing with potentially surplus properties be:

retention of the current level of revenue stream adjusted for inflation;

retention of the current value of capital investment;

acting as a good employer (consequently setting standards and ensuring good

jobs for local people); and

give sitting tenants reasonable opportunity to acquire the premises in ques-

tion.’

This policy relating to the premises identified in the Group’s remit was ratified by the Council

on 20 March 2007.

Following consideration of the report, the Boards made the following decisions:

a) The Social Board agreed to retain all those assets in its ownership.

b) The Environment Board decided that the Council’s toilets should be retained for their

current use. The depots should be retained and officers should examine the business

case for retention or disposal, given that the tenders for the refuse contract, which

currently include the use of the sites, is due for renewal in 2009. This report is in

preparation and will be subject to decision of the Environment Board.

c) The Economy Board requested further reports on properties at Sherburn Enterprise

Centre, Swordfish Way, and the Vivars industrial estates. The Board agreed to retain the

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Prospect Centre and Hurricane Close, but asked that a full repair and insurance lease be

re-negotiated. Proposals for the re-use of capital receipts were requested and that the

Policy and Resources Committee considers the method of disposal of any surplus

property.

There is currently no plan of works to maintain the industrial units. Repairs and maintenance

are undertaken following a request from the tenant. In order to maintain the buildings

effectively, a condition survey should be undertaken and a programme of works developed.

Recommendation

Following decisions from the Environment Board, a Task and Finish Group convene to

discuss the potential for disposal or otherwise of any of the assets affected.

A condition survey be undertaken to establish a programme of maintenance works for the

industrial premises.

Civic Centre Review

In August 2006, a condition survey of the Civic Centre was undertaken for the Council by the

LHL Group. As a result, the Council has prioritised the maintenance required for the Civic

Centre to comply with health and safety and fire requirements to ensure the building meets

the Council’s short-term needs.

A budget has been approved by the Council to carry out these works and tenders are being

sought with a view to commencing works as soon as possible. If the Council remains in the

Civic Centre, it will need to consider the medium and long-term maintenance requirements of

the building.

Recommendation

Essential works be undertaken at the earliest opportunity to ensure the Civic buildings meet

regulatory requirements.

Leisure Services Review

In 2006/07 a review was undertaken of the Leisure Services provision in Selby District. The

review included the Leisure Service, Abbey Leisure Centre, Selby and Tadcaster Leisure

Centre.

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As part of the review, condition surveys were undertaken for each of the premises. The

reports showed evidence that the buildings suffered from a lack of regular maintenance and

suggested a programme of works to address this issue. The review has undertaken an

options appraisal to identify the best way forward to deliver the Council’s corporate themes

and priorities in terms of its Leisure Service. As a result of the Leisure Service Review,

proposals are being developed to establish options for management of the leisure service.

This was presented to the Social Board in November 2007.

This would have a significant impact on the leisure asset of the Council, in terms of the cost

of maintenance required, and a possible lease of the asset.

Recommendation

The AMPB monitor the impact of the Leisure Service Review on the assets of the Council.

Ongoing Housing Stock Condition Survey

The Council has a six-year plan 2004 to 2010 to achieve the government’s Decent Homes

Standard for its housing stock, by 2010. In March 2006, Council tenants voted against

transfer to a registered social landlord and opted to remain as tenants of the Council.

The Council has invested in a new IT system to enable it to more efficiently monitor and

manage the maintenance and stock condition in its ownership in order to enhance the quality

of forecasts towards its Decent Homes Standard. By November 2007, 45% of the Council’s

housing stock will have been surveyed. New projections of the investment requirement to

2010 with an associated programme of works, was presented to the Social Board in

November 2007.

Recommendation

New projections of the investment requirement to 2010 with an associated programme of

works presented to Social Board in November 2007 be monitored by the AMPB.

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Dunelm Farm, Riccall

This site is the subject of a contract with South Yorkshire Housing to develop the site. The

capital is being used to contribute towards the Council’s PFI housing schemes in the district.

In addition, surplus funds have been allocated by the Council to develop the Customer

Contact Centre.

The site is currently the subject of an ongoing planning application. Once completed, the

Council will receive a capital receipt – see the finance section.

Recommendation

The AMPB monitor the progress of the planning application for Dunelm Farm and its

implications for the income of the Council.

Option Appraisal for the ‘Airey’ housing stock

This type of housing stock has a 25-year lifespan which is nearing its end. The Council has

appointed consultants to investigate the cost of bringing these 91 housing properties to the

Decent Homes Standard by December 2010. They will be looking at:

The condition of the properties

When work will be required

What options are available to the Council.

Previous estimates suggested this might be as high as £20,000-£35,000 per property, which

would be a cost of £2.7m-£3.18m. This would have a significant impact on the HRA and/or

the capital requirement of the Council. Further details are available in the HRA Business

Plan.

Recommendation

The AMPB review the options for the ‘Airey’ housing stock.

AMS 2008-2010 12.11.07

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Douglas Street, Selby

The Council owns a number of homes on Douglas Street, Selby which have not met the

Decent Homes Standard for many years. The Council needs to make a decision about the

future of the properties.

Recommendation

The Council considers the options available for the properties on Douglas Street, Selby.

Garages

The Council currently owns 472 garage sites. There is evidence to suggest that some of the

sites are unsuitable and/or unusable. The HRA Business Plan identifies the need for a pro-

gramme of options appraisals on garage sites which will need to include work with local com-

munities to identify the best solution for each individual site. The Social Board has con-

sidered a report on the way forward, with options to assess the capacity of the sites for af-

fordable housing due to be submitted to councillors in 2008.

Recommendation

The AMPB consider the options and assess the impact on the assets of the Council.

AMS 2008-2010 12.11.07

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Workforce Development

An asset not listed on the Council’s register and not part of the scope of this Strategy is its

workforce. However, the Council recognises its people are a valuable asset and have major

impact on how the Council’s assets are managed. The Council makes a significant

investment in training and development, to maintain and improve the knowledge, skills and

capacity within the authority.

In October 2005, the Council was re-assessed and accredited again with the Investors in

People (IIP) award. The Council has invested considerable resource into ensuring this

prestigious award is maintained, by developing a team of internal assessors who will carry

out a rolling programme of assessments to ensure the Council continues to meet the

standard.

Management and councillor development has been delivered through an innovative

partnership with NYCC and North Yorkshire district councils: the North Yorkshire

Improvement Partnership. This is aimed at developing leadership skills and capacity using a

new competency framework. This has led to a nomination to the ‘Making a difference in

Yorkshire and Humberside, 2007’ for its People Management category.

Other projects of note are:

Development of career graded posts in the new Customer Contact Centre and

Central Administration section

Springboard – development of women in the organisation

A training programme for staff and councillors covering the compulsory key skills in

the new competency framework

‘North Yorkshire Together’: a website for staff recruitment with NYCC

‘The Learning Zone’: on-line training facilities with NYCC.

In addition the Council has developed a number of policies to support the well-being of its

staff. These include:

Absence Management and Monitoring Policy

A review of the JPR process to reflect the new competency framework

Draft Stress Policy

AMS 2008-2010 12.11.07

29

Race Equality Scheme; the Council are at level 2 and are working towards level 3.

The Council continues to expand opportunities for home working and flexible working,

through the Home Working Policy and Flexible Working Policy. These policies are seen as

an important way of enabling the Council to be more cost effective in its use of office space,

improving the quality of life of its staff, and potentially contributing to climate change targets.

To develop the transformational agenda the Council:

Has developed a protocol for managing change which has successfully been used in

the development of the new Customer Contact Centre.

Is looking at options for working in partnership to deliver business process re-

engineering (BPR).

To aid in its communication with staff, the Council has recently developed an intranet. This is

also an excellent mechanism for managing and sharing knowledge across the organisation.

The Council’s Communication Strategy outlines a range of mechanisms for keeping staff up

to date including induction days, training hours, team meetings, staff satisfaction surveys and

Birthday Forums.

AMS 2008-2010 12.11.07

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9 Future Plans

The Civic Centre and Selby War Memorial Hospital

The long-term requirement for the Civic Centre at Portholme Road is currently a matter of

discussion. The Council has given its backing to a bid to redevelop the Selby War Memorial

Hospital site, and has proposed relocation of the Civic Centre to that site. This would have a

significant impact on the Asset Management Strategy, given that the Council would need to

support the development of both the hospital and the new Civic Centre. This development

could be the most strategically and financially important investment the Council is likely to

make. A decision on the bid is due.

Whilst detailed plans have not been drawn up at this stage, it is clear that such capital

investment requires project management by skilled and experienced personnel to ensure that

it is completed on time and within budget. Given the scale of the task and the financial

implications for the Council, professional support would need to be brought in to manage the

project. The Council itself will need to ensure that it acts within its Financial Strategy to

achieve the funding required to develop the Hospital and Civic Centre, should the bid be

approved. If the bid is successful it is anticipated significant revenue savings will be made

through maintaining a modern centre as opposed to those in maintaining the current 30 year

old Civic Centre but this will be subject to a rigorous cost benefit analysis. If the bid is not

successful, the Council will need to look at the different options available to it for its office

accommodation.

Recommendation

If the bid to redevelop the Selby War Memorial Hospital is approved, professional project

management support be brought in to manage the new Civic Centre project on behalf of the

Council.

AMS 2008-2010 12.11.07

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10 Organisational arrangements for Corporate Asset Management

To achieve the goals and objectives contained within the previous Asset Management Plan,

the Council established an Asset Management Team (AMT) in April 2002. This has been

reviewed as part of this Strategy, and it is proposed to be replaced by an Asset Management

Project Board as follows:

Asset Management Project Board (AMPB)

Corporate Property Officer (CPO): The Head of Service - Housing

Deputy Corporate Officer (DCPO): Property Services Manager

Strategic Director

Head of Service – Finance and Central Services

Head of Service - Environmental and Leisure Services

Head of Service – Legal and Democratic Services

Head of Planning and Economic Development, North Yorkshire County Council

The Asset Management Project Board will meet quarterly to discuss all aspects relating to

the Council’s assets. The Asset Management Project Board will report annually to the

Strategic Management Team.

The Terms of Reference of the Project Board are:

To review the AMS, including the Capital Strategy annually

To undertake strategic management of the Council’s assets

To review or monitor the five key property performance indicators

To monitor property needs and surpluses in departmental Service Plans and assist

service managers to move towards their ideal position

To monitor the capital programme and report any divergence between Corporate

Property objectives and schemes proposed

To oversee reactive and planned maintenance works to ensure that expenditure fits

Corporate Property objectives

To review energy costs each year with a view to seeking efficiencies

To update the Capital Assets register annually and thus review the use of all

properties

AMS 2008-2010 12.11.07

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To review the performance of non-operational investment property each year.

On a day-to-day basis the assets are managed by the Corporate Property Officer (CPO), and

the Deputy Corporate Property Officer (DCPO). They have both an operational and a

strategic role which is expanded upon in Appendix 2.

The scope of this Strategy is confined to land and premises. It does not include items such

as vehicles and their maintenance. It is suggested that as these come under the

responsibility of the Head of Service - Housing, who is the CPO, that these are dealt with by

the CPO and the Deputy CPO as part of their role.

Recommendation

That the membership of the Asset Management Team be replaced by an Asset Management

Project Board to be agreed by Heads of Service and SMT, and approved by the Policy and

Resources Committee.

The Terms of Reference be confirmed as described.

The Asset Management Project Board should meet quarterly, with reports being produced for

SMT annually, at a time which complements the corporate planning cycle.

The CPO and the Deputy CPO be responsible for monitoring the ad hoc assets of the

Council, not included in the scope of this strategy, such as vehicles.

Corporate Property Function

We have a Property Services Unit which manages the Council’s premises on a day-to-day

bases. The structure of the unit has been reviewed and is shown in Appendix 5.

The role of the Property Services Unit is to maintain our assets at the most economical price

and ensure they are fit for purpose. The Asset Management Project Board is a link between

the day-to-day business, and the planning and decision-making bodies.

Reporting structure for Asset Management

AMS 2008-2010 12.11.07

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The Council operates within a fourth-option model of decision-making.

Most day-to-day decisions regarding the assets of the Council are undertaken by the three

boards (Economy, Social and Environment) with the Policy and Resources Committee being

responsible for the strategic and financial decision-making. Each Board is responsible for the

assets under its control.

The reporting structure is explained in the following diagram:

Operational Strategic

AMS 2008-2010 12.11.07

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STRATEGIC MANAGEMENT TEAM

Asset Management Project Board

POLICY AND RESOURCES COMMITTEE

SOCIAL BOARD, ENVIRONMENT BOARD, ECONOMY BOARD

11 Performance Management, Monitoring and Information

Performance reports are submitted annually to the Strategic Management Team and

councillors. The report indicates performance with regard to:

Five National Property Performance Indicators (PIs)

Local Performance Indicators

Maintenance backlog

Improvements to the condition of the asset

Annual income from the asset

Expenditure against agreed spend profiles

Disposal / acquisitions recommendations

Satisfaction of stakeholders and customers

Five National Performance Indicators

The role of the Asset Management Project Board is to challenge and compare performance

information. Previously, the Five National Performance indicators have been the basis of

this.

These indicators are:

1A % Gross Internal Area (GIA) In Condition Categories A-D

1B Backlog Maintenance Costs as % Total Value

2 The Overall Rate of Return (IRR)

3 Total Annual Management Costs per sq.m (GIA) for the Asset

4A Repairs, Maintenance & Improvement Costs per sq.m (GIA)

4B Energy Costs per GIA

4C Water Costs per GIA

4D CO Emissions

5A & 5B Cost Predictability and Time Predictability

The baseline for the National Performance Indicators is in Appendix 4.

Whilst a baseline of information has been produced, no monitoring of the indicators has taken

place. It is suggested, that to ensure that performance indicators are relevant, and used by

AMS 2008-2010 12.11.07

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the Council, the AMPB identify relevant local indicators which can be developed or adopted

to support the management of the Council’s assets. These will then be reported to the SMT

and councillors annually through the Performance Management Reporting System.

Recommendation

The AMPB identify relevant local indicators which can be developed or adopted to support

the management of the Council’s assets. These will then be incorporated into the Council’s

Performance Management Reporting System.

Local Performance Indicators

Local performance indicators will aid management decisions and will measure performance.

It is recognised that comparisons for Council services should be undertaken with stakeholder

involvement as part of the process (See the consultation section later in this report).

It is therefore important that Local PIs are used to feed back information into each of the

service areas. This will ensure continuous improvement with regard to achieving the

Council’s corporate objectives.

Existing Local PIs with current performance information from Property Services are included

in Appendix 9.

In developing future local PIs for Asset Management, the following guidance should be

considered:

No Local performance Indicator What measure

1 That the assets are measured to enable

meaningful benchmarking.

Develop core data for each asset.

2 That running costs are clearly identified

for each of the assets.

Exact operational costs determined.

3 That value for money is being achieved ie

capital programme performances are

checked against pre- set objectives.

That maintenance is undertaken

and the asset maintains its value.

4 Efficiency of income collection. Income efficiency.

5 That space utilisation is undertaken to Any surplus capacity.

AMS 2008-2010 12.11.07

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monitor usage and identify any surplus

assets.

6 Identifying the rates of return per asset. Financial performance and

operation.

7 That option appraisal is considered ie

keeping or disposing of an asset.

That surplus assets are identified

and disposed.

8 Performance of investment.

That the asset costs are properly

recharged to users according to the

Council’s policies.

That income is recharged

effectively.

9 Energy efficiency: better use of fuel Energy saving principles applied.

Programmed replacement /

upgrade of heating systems

The AMPB will develop the local indicators further over the next 12 months. It is envisaged

that membership of the Daventry Benchmarking Group will assist the Council in identifying

challenging targets for improvement.

The Deputy CPO will also attend the North and East Yorkshire Asset Management

Benchmarking Group and feed back best practice to the AMPB.

Recommendation

The AMPB develop the Local Performance Indicators further over the next 12 months.

The Deputy CPO attends the North and East Yorkshire Asset Management Benchmarking

Group and feeds back best practice to the AMPB.

Satisfaction of Stakeholders and Customers

To plan the services it delivers, the Council has to understand the needs and expectations

and priorities of local people. The Council’s Consultation Strategy demonstrates how it is

committed not only to consulting the community, but also to involving the community by

listening, reviewing and acting to improve the service it receives.

Examples of consultation used by the Council:

AMS 2008-2010 12.11.07

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The Leader of the Council’s State of the Area Address.

Community Safety Groups such as Joint Action Groups – a partnership of many

organisations and local people who work together to make the district a safer place to

live.

Service satisfaction surveys.

Citizens’ Panel.

Joint Planning Days – between local people and service providers, such as Health

Agencies and Social Services to plan future provision.

‘Planning for Real’ events with Groundwork Selby.

Satisfaction surveys carried out in the Council’s newspaper ‘Citizenlink’, and on the

Council’s website.

To develop our consultation on property issues within the Council’s strategy, the Council had

to identify the stakeholders. The stakeholders are split into two categories:

Direct stakeholders.

Tenants and users i.e. Council tenants, Leisure Centres

Council Service Managers

Staff: front line and occupiers.

Indirect stakeholders:

Other business using the assets.

Other residents

Customers and visitors to the properties.

Details of how the Council carries out consultation with stakeholders can be found in

Appendix 3.

AMS 2008-2010 12.11.07

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12 Financial Management and Information

We have a mechanism for medium term financial planning for the next ten years, and during

this year we will be devising our financial strategy for 2008/09 to 2018/2019. Our financial

framework includes a capital programme which has been agreed, and is funded. As part of

our financial framework we link our capital requirements to our revenue budgets in order to

ensure we have accounted for items such as ongoing maintenance costs.

The current Financial Strategy 2007-2010 indicates that there will be no capital resource

requirements beyond 2007/08. However, given the information presented in this AMS, this

scenario is unlikely to occur, indeed there are significant levels of capital investment required.

There may be opportunities to dispose of assets, giving the Council some significant Capital

Receipts. Any review of the Financial Strategy must therefore take account of the impact that

the AMS has on the capital strategy and include a review of Key Assumption 15 in the

Financial Strategy.

Recommendation

Any review of the Financial Strategy must take account of the impact that the AMS has on

the capital strategy and include a review of Key Assumption 15 in the Financial Strategy.

Development of the Capital Programme for Assets

The Council has adopted a formal, objective framework, which sets out the methodology for

prioritising between projects. This enables the Council to focus financial resources using the

relevant criteria. It is Selby’s way of prioritising and approving potential capital and revenue

projects.

Stage 1

In October each year, capital and revenue projects are identified by each service area within

the Council as part of the budget planning process. A formal bid is produced for each project

identified.

AMS 2008-2010 12.11.07

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The Projects are considered by the Heads of Service in November where they are assessed

against the following criteria :

A Statutory

B Essential to maintain existing level of service

C Best Value/Corporate Plan Improvement Initiative

D State of the Area Address

E Section Improvement Plan Initiative

F New Service

Further categorisation:

One-Off

Fixed Term (with number of months or years)

Permanent

As a result, bids are prioritised by High, Medium and Low, and divided between capital and

revenue. This is presented to the Strategic Management Team.

Stage 2

The highest priority projects are considered by the Leader of the Council, with the Chairs of

Boards, before being presented to Council as part of the Budget for the coming year.

Where Capital Projects emerge throughout the year, they are submitted to the relevant Board

or the Policy and Resources Committee. These also need to ensure they meet the same

tests as undertaken through the budget planning process.

Stage 3

The capital items will be added to the capital programme and included within the annual

Asset Management Performance Report. The report includes target time scales for

completion. This report is submitted to the Strategic Management Team annually.

AMS 2008-2010 12.11.07

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Stage 4

The CPO and deputy review, progress, slippage and expenditure on a quarterly basis. Any

under-spends are identified and resources redirected to other projects.

Stage 5

On completion of the project the CPO will commission a post-project evaluation. The size of

the project will determine who undertakes this evaluation.

Small projects: Internal Council staff

Large Projects: Independent External Consultants

Recommendation

Where Capital Projects emerge throughout the year, they are tested against the budget

priority tests used in the budget planning process.

AMS 2008-2010 12.11.07

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Capital Requirement 2007-2012

The following table identifies the Capital Programme for the next 5 years.

Capital Programme Estimates 2007-2012

Improvement year 1 Year 2 Year 3 Year 4 Year 5  Priority 2007/08 2008/09 2009/10 2010/11 2011/12 Total

Civic Centre Portholme Road Selby            Health and Safety Works            Replace lighting £154,204.00         £154,204.00Ceiling replacement £207,900.00         £207,900.00Lighting protection £20,000.00         £20,000.00Car park lighting £3,000.00         £3,000.00Hearing loops £3,122.00         £3,122.00

Improve access to plant room £4,000.00         £4,000.00Fire safety work £19,500.00         £19,500.00

Civic Centre H & S Works Total £411,726.00 £0.00 £0.00 £0.00 £0.00 £411,726.00             

Abbey Leisure Centre, Selby            

Building Condition report rec's and costs £129,250.00 £850.00 £87,410.00 £1,800.00 £318,520.00 £537,830.00

Building services report rec's and costs £196,500.00 £18,375.00 £7,167.00 £5,788.00 £64,727.00 £292,557.00

Abbey Leisure Centre, Selby Total £325,750.00 £19,225.00 £94,577.00 £7,588.00 £383,247.00 £830,387.00             Tadcaster Leisure Centre            

Building Condition report rec's and costs £26,453.00 £7,544.00 £15,953.00 £7,672.00 £109,686.00 £167,308.00

Building services report rec's and costs £45,200.00 £2,625.00     £99,009.00 £146,834.00

Tadcaster Leisure Centre Total £71,653.00 £10,169.00 £15,953.00 £7,672.00 £208,695.00 £314,142.00             

Rolling Car Park refur-bishment            Car Park Maintenance £5,000.00         £5,000.00             Customer Contact Centre            Fitting out and set up £590,040.00         £590,040.00

Customer Contact Centre Total £590,040.00 £0.00 £0.00 £0.00 £0.00 £590,040.00Totals £1,404,169.00 £29,394.00 £110,530.00 £15,260.00 £591,942.00 £2,151,295.00

AMS 2008-2010 12.11.07

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1 The costs provided by SDC Property Services, October 2007

* The costs for leisure centres has been based on figures produced by

‘masonclarkassociates’, March 2007.

Recommendation Undertake urgent maintenance work

1 Undertake works to the civic centre to address health and

safety and fire issues

2 Prioritise the work required for Abbey Leisure and

Tadcaster Leisure Centre

3 Complete Tadcaster Central area car Park. Upgrade

facilities.

Estimated Capital Receipts 2007-2010

The following table identifies a programme of estimated capital receipts over the next 5

years.

Estimated Capital Receipts 2007-2012

Receipts year 1 Year 2 Year 3 Year 4 Year 5Asset Details 2007/08 2008/09 2009/10 2010/11 2011/12 Total

Dunelm Farm, Riccall   £1,250,000       £1,250,000

Agreement subject to satisfactory planning permission achieved            (Capital receipt allocated to PFI and CCC)                         

Selby District Council Depot - Portholme Road £3,400,000         £3,400,000Sale of land to TESCO agreed                         Civic Centre Car Park, Selby            Negotiations ongoing with developers                         New Telephone Mast            Negotiations ongoing with developers                         Totals £3,400,000 £1,250,000       £4,650,000

  Expected Acquisitions 2007-2010

AMS 2008-2010 12.11.07

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The following table identifies a program of proposed acquisitions over the next

5 years. The Customer Contact Centre is the subject of a 15 year lease.

Acquisitions 2007-2012

Acquisitions 2007/08 2008/09 2009/10 2010/11 2011/12 Total Asset DetailCustomer Contact Centre – revenue account

  £50,000 £50,000 £50,000 £50,000 £200,000

fitting out is identified through the capital pro-gramme

           

             Total Estimated acquisi-tion

  £50,000 £50,000 £50,000 £50,000 £200,000

Expected Revenue Requirements of Assets 2007-2010

The following table identifies a programme of expected revenue requirements over the next 5

years.

Revenue Requirements of Assets 2007-2010

Revenue 2007/08 2008/09 2009/10 2010/11 2011/12 Total Asset Detail

             Customer Contact Centre Maintenance

  £20,000 £20,000 £20,000 £20,000 £80,000

             Total Estimated acquisition

  £20,000 £20,000 £20,000 £20,000 £80,000

Recommendation

AMS 2008-2010 12.11.07

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Ensure that the capital requirements identified in the AMS are linked to the Capital

Programme as part of the budget planning process.

AMS 2008-2010 12.11.07

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13 Recommendations

Should these recommendations be agreed an action plan will need to be developed to

implement them by the AMPB.

No Recommendation Agreed/ not agreed

1 The Asset Management Project Board formally reviews the

content of the Asset Register annually, and confirms the

programme for review of the assets.

The following assets are added to the register:

Telecommunications mast

Customer contact centre from April 2008

Tadcaster Area Office - 5 Westgate.

2 The Council monitors the savings achieved from the

change in energy contractors.

Abbey Leisure Centre reviews the options for energy

usage and makes recommendations on efficiency and

sustainability.

Once adopted the Climate Change action plan is

reviewed by the Asset Management Project Board to

assess the capital requirements of the plan.

3 The Council monitors its performance in the DDA

assessment and BV156, striving to achieve 100%

accessibility.

The AMPB monitors the cost of compliance with the

DDA.

4 The Council continues to undertake asbestos surveys and

maintain the asbestos register.

5 Consider the recommendations of the District Valuer in the

disposal of the Civic Centre Car Park

6 Consider the recommendations of the District Valuer in the

disposal of and relocation of the Telecommunications Mast

site.

7 Following decisions from the three Boards, a Task and Finish

AMS 2008-2010 12.11.07

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Group be convened to discuss the potential for disposal or

otherwise, of any of the assets from the review of commercial

and industrial assets.

A condition survey be undertaken to establish a programme

of maintenance works for the industrial premises.

8 Essential works be undertaken at the earliest opportunity to

ensure the Civic buildings meet regulatory requirements.

9 The AMPB monitors the impact of the Leisure Service Review

on the assets of the Council.

10 New projections of the investment required to 2010 with an

associated programme of works presented to the Social

Board in November 2007 be monitored by the CPO.

11 The AMPB monitors the progress of the Dunelm Farm,

Riccall, planning application and its implications for the

income of the Council.

12 The AMPB reviews the options for the ‘Airey’ housing stock.

13 The Council considers the options available for the properties

on Douglas Street, Selby .

14 The Council works with local communities to identify and

consider the options available for the garage sites across the

district.

15 If the bid to redevelop the Selby War Memorial Hospital is

approved, professional project management support be

brought in to manage the new Civic Centre project on behalf

of the Council.

16 That the membership of the Asset Management Team

be reviewed and an Asset Management Project Board

be agreed by Heads of Service and SMT, and

approved by the Policy and Resources Committee.

The Terms of Reference be confirmed as described in

the Strategy.

The Asset Management Project Board should meet

quarterly with reports being produced for SMT

annually, at a time which complements the corporate

AMS 2008-2010 12.11.07

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planning cycle.

The CPO and the Deputy CPO be responsible for

monitoring the ad hoc assets of the Council, not

included in the scope of this strategy, such as

vehicles.

17 The AMPB identifies relevant local indicators which can be

developed or adopted to support the management of the

Council’s assets. These will then be incorporated into the

Council’s Performance Management System.

18 The AMPB develops the Local Performance Indicators

further over the next 12 months.

The Deputy CPO attends the North and East

Yorkshire Asset Management Benchmarking group

and feeds back best practice to the AMPB.

19 Where Capital Projects emerge throughout the year, they are

tested against the budget priority tests used in the budget

planning process.

20 Any review of the Financial Strategy must take account of the

impact that the AMS has on the capital strategy and include a

review of Key Assumption 15 in the Financial Strategy.

21 Undertake urgent maintenance work:

a) Undertake works to the Civic Centre to address health and

safety and fire issues

b) Prioritise the work required for the Abbey Leisure Centre

and Tadcaster Leisure Centre

c) Complete Tadcaster Central Area car park. Upgrade

facilities.

22 Ensure that the capital requirements identified in the AMS are

linked to the Capital Programme as part of the budget

planning process.

AMS 2008-2010 12.11.07

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Appendix 1

GLOSSARY OF TERMS

AMS Asset Management Strategy

AMT Asset Management Team

AMPB Asset Management Project Board

CPO Corporate Property Officer

DCPO Deputy Corporate Property Officer

NYCC North Yorkshire County Council

OMT Operational Management Team

PIs Performance Indicators

SMT Strategic Management Team

AMS 2008-2010 12.11.07

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Appendix 2

CORPORATE PROPERTY OBJECTIVES TO BE ACHIEVED BY THE CORPORATE PROPERTY OFFICER (AND DEPUTY)

A) OPERATIONAL

1. Maximise suitability for the service users/stakeholders.2. Full occupation – to identify surplus and under-used space.3. Improve the service where possible.4. Repair to sustain the asset for the anticipated life in service.5. Complete Building Condition Surveys thus helping to seek 70% plus planned

maintenance.6. To seek efficient use of energy and reduce CO emissions.7. To reduce property overheads, for example in facilities management.8. Annual review of assets.9. To seek Best Value in service delivery.10. To collect all rents within the quarter due.11. To complete condition surveys and to repair and maintain to maximise the

value of the asset.

B) STRATEGIC

1. Full occupation – to identify vacant and under-used property.2. To maximise rents and investment returns, consistent with the Council’s

policies.3. To dispose of surplus properties for a capital receipt.4. To maximise the community/stakeholder benefits in the use of non-

commercial property.5. To reduce overheads to the Council, including management costs.6. To utilise external partners and private funding where possible to undertake

investment.7. An annual review of performance.8. Best Value to the Council.

AMS 2008-2010 12.11.07

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Appendix 3

FIVE NATIONAL PERFORMANCE INDICATORS – BASELINE 2003.

1A % Gross Internal Area (GIA) In Condition Categories A-D

A-

GOOD

B-

SATISFACTORY

C-

POOR

D-

BAD

Operational (Other L&B) 24% 64% 11% 1%

Non-Op (General) 67% 17% 11% 5%

Non-Op (Surplus) 0.00% 0.00% 0.00% 0.00%

Mean 45% 40% 11% 4%

1B Backlog Maintenance Costs as % Total Value

Val. Maint B’log (£k)

Asset Reg Value GIA (sq.m) No Props

Operational (Other L&B) 1,003,492 10,340,950 14162 71

Non-Op (General) 208,000 1,190,230 1353 39

Non-Op (Surplus) - - 0 0

All Properties 1,211,492 11,531,180 15,515 110

Total MB as % Total ARV 7.68%

Repairs

Priority

1

Urgent

2

Essential

3

Desirable

Total

All buildings

Maintenance Backlog expressed as a

value (£).

Maintenance Backlog expressed as a

% in Priorities 1-3

£110,189

12.4%

£540,000

60.9%

£236,000

26.7%

£886,189

100%

2 The Overall Rate of Return (IRR)

Type Sample (number of units etc) IRR Avg %

A Industrial 38 2.56%

B Retail 0 0

C Agricultural 0 0

AMS 2008-2010 12.11.07

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3 Total Annual Management Costs per sq.m (GIA) for the Asset

Item £ sq.m

Operational (L&B) £7.60

4A Repairs, Maintenance & Improvement Costs per sq.m (GIA)

Item £ sq.m

Operational (L&B) £43.90

4B Energy Costs per GIA £4.52 per m²

4C Water Costs per GIA £2.09 per m²

4D CO Emissions 0.106 CO tonnes per m

Calculated using DEFRA environmental protection reporting formula.

5A & 5BCost Predictability &Time Predictability

Project A Cost B Time

Budget

£000,s

Actual

£000,s

Change

%

Contract

Period

Actual Change

%

Ousegate Lodge 120,000 112,300 -6.4% 14 mths 16 mths 14.2%

The Council has carried out little work to the value (£25,000) indicated within the definition.

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Asset Management Project Board

Appendix 4

HOW THE COUNCIL CARRIES OUT CONSULTATION WITH THE STAKEHOLDERS

Subject Stakeholders Frequency Method Outcome

Public Buildings:

Leisure centres

Customers /

Public.

All

Customers.

Customer

satisfaction slips.

Improved

service.

Play Areas Customers /

Public.

Annually.

Random

selection.

On site surveys. Improved

service and

satisfaction.

Administration

Buildings

Staff

Users.

Annual

survey.

Customer

satisfaction slips.

Improved

working

environment.

Economic

Development

premises

Customers. All

Customers.

Customer

satisfaction slips.

Rental income

from satisfied

customers.

Car Parks Customers /

Public.

Annually

Random

Selection.

On site surveys

Random.

Improved

service.

Public Toilets Customers /

Public.

Annually

Random

Selection.

On site surveys. Improved

service and

satisfaction.

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Appendix 5PROPERTY SERVICES UNIT STRUCTURE AUGUST 2007.

AMS 2008-2010 12.11.07

Property ServicesManager

PO4SDC0362

PrincipalMaintenance

ManagerPO1

SDC0363

Area MaintenanceCo-ordinator

(Gas)Sc 6

SDC0364

Area MaintenanceCo-ordinator(Electrical)

Sc 6SDC0365

Area MaintenanceCo-ordinator

(Deputy PlanningSupervisor)

Sc 6SDC0366

Area MaintenanceCo-ordinator(Adaptations)

Sc 6SDC0367

Area MaintenanceCo-ordinator(Asbestos)

Sc 6SDC0368

Area MaintenanceCo-ordinator

(Planned Works)Sc 6

SDC0369

Operations Manager

PO1SDC0371

ResourcesCo-ordinator

Sc 5SDC0372

WorkingSupervisor2 x Sc 5 / 6SDC0373

Subcontractors

Bricklayers2 x Sc 4/5SDC0061

Plumbers6 x Sc 4/5SDC0062

Electricians2 x Sc 4/5SDC0065

Joiners7 x Sc 4/5SDC0060

Labourers2 x Sc 2

SDC0374

Driver / MobileStores Person

Sc 2SDC0375

Technical AnalystPO1

SDC0376

Technical ProjectOfficerSO1

SDC0377

Area Officers3 x Sc 4

SDC0370

54

AMS 2008-2010 12.11.07

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

Strategic ReviewCorp Plan/Strategic Prog

State of the Area Address and Consultation

Draft Service Plans

Growth & SavingsBusiness Cases

Budget Strategy

DraftBudget Agreed

Budget Set

Review Corporate Plan

Endorse Annual Delivery Plan

Consider Growth/ Savings Business Cases

Budget Agreed Priorities Funded

FinaliseService Plans /SPAs

Consider SPAS

Strategic ReviewSAA

JPRs

Strategic ReviewBudget Strategy

JPRs

STRATEGY

MEMBERS

SE

PERFORMANCE

Year End

Qtr 1 Report

Half Year

Qtr 3 Report

EXTERNAL

Finance Settlement

LSP PlanLAA

CONSULTATION

SAA CONSULTATION

SERVICE PLAN CONSULTATION

BUDGET CONSULTATION CONSULTATIONSATISFACTION SURVEY

Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec

55

Appendix 7 ASSET REGISTER

Assets for 'desk top review' as at 1 April 2005 Desk Top Value as at 1 Apr 04 Desk Top Value as at 1 Apr 05

Usage / Other Information Approximate Size Total Building Land Total Building Land

gia - gross internal area

OPERATIONAL LAND & BUILDINGSgea = gross external area

Garages

Garages x 483 Rented by members of the public 621,672 310,836 310,836 621,672 310,836 310,836

Corporate Buildings & Depots

Civic Centre & Car Park, Portholme Rd, Selby Offices & Car Parking 36,368 sq ft gia 1,650,000 900,000 750,000 1,589,000 839,000 750,000

Portholme Road Depot, Portholme Rd, Selby Warehouse, Store, Office & Outside 1.24 acres 650,000 405,000 245,000 650,000 405,000 245,000

Barlby Depot, Barlby Road, Selby Workshop, Outside & Store 0.73 acres 210,000 101,000 109,000 210,000 101,000 109,000

Prospect Way Depot, Prospect Centre, Selby Workshop & Outside 1.5 acres 275,000 65,000 210,000 275,000 65,000 210,000

Leisure Centres

Tadcaster LC, Station Rd, Tadcaster 2 Floors 10,667 sq ft gea 360,000 270,000 90,000 358,000 268,000 90,000

Abbey LC, Scott Rd, Selby 2 Floors, Outside & Parking 26,900 sq ft gia 4,148,125 2,890,625 1,257,500 4,095,000 2,837,500 1,257,500Abbeyfield Changing Rooms, Portholme Rd, Selby

Changing Rooms & Associated Facilities 612 sq ft gea 43,150 28,900 14,250 43,150 28,900 14,250

Homeless Hostels

Ousegate Homeless Hostel, Selby 10 Units & Warden Accommodation 5,896 sq ft gea 319,000 239,000 80,000 319,000 239,000 80,000

Edgerton Lodge Homeless Hostel, Tadcaster 10 Units & Warden Accommodation 8,444 sq ft gea 385,500 240,500 145,000 385,500 240,500 145,000

Douglas Street - Numbers 12 to 16 Hostels Unknown 275,000 158,400 116,600 275,000 158,400 116,600

Public Conveniences

Back Micklegate, Selby Ladies & Gents WC's 560 sq ft gea 40,500 24,500 16,000 40,500 24,500 16,000

Park Street, Selby Ladies & Gents WC's 65.2m gia 68,000 40,800 27,200 68,000 40,800 27,200

Britannia Car Park, Tadcaster Ladies & Gents WC's 319 sq ft gea 28,000 17,000 11,000 28,000 17,000 11,000

Sherburn Public Conveniences, S in E WC with automatic Door N/A 21,000 15,500 5,500 21,000 15,500 5,500

Community Centres

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Anne Sharpe, Byram Doctors Surgery & Comm Centre 2,571 sq ft gea 85,000 56,500 28,500 85,000 56,500 28,500

Westfield Court, Eggborough Community Centre 1,395 sq ft gea 40,000 26,650 13,350 40,000 26,650 13,350

Manor Garth, Kellington Community Centre 970 sq ft gea 35,200 23,450 11,750 35,200 23,450 11,750

Grove House, South Milford Community Centre 1,408 sq ft gea 50,600 33,750 16,850 50,600 33,750 16,850

Calcaria House, Tadcaster Community Centre 3,786 sq ft gea 96,000 64,000 32,000 96,000 64,000 32,000

Kelcbar Close, Tadcaster Community Centre 1,144 sq ft gea 51,000 34,000 17,000 51,000 34,000 17,000

Rosemary House, Tadcaster Community Centre 1,312 sq ft gea 42,000 28,000 14,000 42,000 28,000 14,000

Northfield, Womersley Community Centre 1,220 sq ft gea 66,000 44,000 22,000 66,000 44,000 22,000

Harold Mills, Sherburn in Elmet Community Centre 1,209 sq ft gea 44,000 29,350 14,650 44,000 29,350 14,650

Lady Popplewell Centre, Sherburn in Elmet Community Centre 1,651 sq ft gea 59,400 39,600 19,800 59,400 39,600 19,800

Laurie Backhouse Court Community Centre 1,400 sq ft gea 55,000 36,650 18,350 55,000 36,650 18,350

The Coultish Centre, Selby Community Centre 1,578 sq ft gea 56,800 37,800 19,000 56,800 37,800 19,000

The Cunliffe Centre, Selby Community Centre 3,313 sq ft gea 85,500 57,000 28,500 85,500 57,000 28,500

St Wilfrids, Brayton Community Centre 2,193 sq ft gea 80,000 53,250 26,750 80,000 53,250 26,750

Car Parks

Britannia, Tadcaster Car Park 86 Spaces 23,650 0 23,650 23,650 0 23,650

Chapel Street, Tadcaster Car Park 142 Spaces 46,850 0 46,850 46,850 0 46,850

Micklegate, Selby Car Park 52 Spaces 17,160 0 17,160 17,160 0 17,160

Joseph Street, Tadcaster Car Park 20 Spaces 5,000 0 5,000 5,000 0 5,000

Audus Street, Selby Car Park 49 Spaces 16,170 0 16,170 16,170 0 16,170

Church Hill, Selby Car Park 8 Spaces 2,200 0 2,200 2,200 0 2,200

Back Micklegate, Selby Car Park 161 Spaces 44,275 0 44,275 44,275 0 44,275

Portholme Road, Selby Car Park 142 Spaces 39,050 0 39,050 39,050 0 39,050

South Parade, Selby (kwik save) Car Park 55 Spaces 18,150 0 18,150 18,150 0 18,150

The Park, Selby Car Park 33 Spaces 9,075 0 9,075 9,075 0 9,075

New Lane, Selby Car Park 49 Spaces 16,170 0 16,170 16,170 0 16,170

Church View, Sherburn in Elmet Car Park Unknown 9,900 0 9,900 9,900 0 9,900

Miscellaneous Land

Land at Bus Station, Station Rd, Selby Presently used as bus parking area 0.42 acres 2,500 0 2,500 2,500 0 2,500Field No 124 - Brayton Barff, Gateforth, Nr Selby Rough Scrubland 13.105 acres 6,600 0 6,600 6,600 0 6,600

Land at Bus Station, Tadcaster Bus station with standing bays 10,500 0 10,500 10,500 0 10,500

Industrial Units

Prospect Centre Workshops, Selby 13 Units, 2 Floors 4,080 sq ft gia 193,500 111,500 82,000 166,298 84,298 82,000

Enterprise Centre, Enterprise Park, S in E 9 Units 11,047 sq ft gea 404,000 224,000 180,000 404,000 224,000 180,000

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Swordfish Way, S in E 7 Units 10,612 sq ft gea 375,000 285,000 90,000 375,000 285,000 90,000

Vivars, Selby 14 Units 6,360 sq ft gia 375,000 284,000 91,000 304,000 213,000 91,000

Hurricane Way, S in E 2 Units 2 x 10,000 sq ft units 790,000 598,000 192,000 790,000 598,000 192,000

OPERATIONAL TOTAL 12,311,097 7,773,561 4,572,636 12,131,870 7,559,234 4,572,636

NON-OPERATIONAL LAND & BUILDINGS

Public Conveniences (Closed)

Chapel Street, Tadcaster (central area) Ladies & Gents WC's 831 sq ft gea 20,000 0 20,000 20,000 0 20,000

Canal Road, Selby Ladies & Gents WC's Unknown 1,500 0 1,500 1,500 0 1,500

Corporate Buildings & Depots

43 Kirkgate, Tadcaster3 Floors of accommodation incl docs surgery 2,320 sq ft gia 135,000 45,000 90,000 145,000 55,000 90,000

Combined Services Club, Portholme Rd, Selby 2 Floors 3,853 sq ft gea 55,000 0 55,000 60,000 0 60,000

Cafés

Park Street, Selby Café, Kitchen, Preparation Room etc 623 sq ft gia 66,000 46,400 19,600 66,000 46,400 19,600

Brittania Car Park Café Area & Preparation Room 366 sq ft gea 66,000 46,400 19,600 66,000 46,400 19,600

Miscellaneous Buildings

Tourist Information / Bus Drivers Rest Room Office & Rest Room 467 ft gia 39,600 24,200 15,400 39,600 24,200 15,400

Barwick Parade Shops Shop & Post Office 720 sq mtrs 140,000 94,000 46,000 140,000 94,000 46,000Doctors Surgery, 40 Westfield Ave, Eggborough

2 floors end terraced used as docs surgery 972 sq ft gea 33,000 19,250 13,750 33,000 19,250 13,750

Miscellaneous Land

Rear of Council Houses, Chapel Haddlesey Existing Agricultural Tenancy 2.5 acres 7,500 0 7,500 7,500 0 7,500

St Wilfreds Close, Brayton, Selby Existing Agricultural Tenancy 1.7 acres 2,040 0 2,040 2,040 0 2,040

Land Craven Garth, BealOutline Approval for residential development 700 sq mtrs 35,000 0 35,000 35,000 0 35,000

Industrial Land, The Vivars, Selby Unknown Unknown 33,500 0 33,500 35,000 0 35,000Flaxley Road Land, Allotment Gdns, Selby (999 year lease) Presently Unoccupied (PFI) 1.6 ha 10 0 10 10 0 10

Field Lane, West Haddlesey (PFI) Unknown 40,000 0 40,000 40,000 0 40,000Land at Main Street, Riccall (Formerly Dunelm Farmhouse) Farmhouse & Land (PFI) Unknown 850,000 0 850,000 850,000 0 850,000

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Barwick Parade Awaiting development (PFI) 3,080 sq mtrs 190,000 0 190,000 205,000 0 205,000

Marsh Lane, Marsh Croft, Brotherton Allotment Gardens & Works 4 acres 90,000 0 90,000 90,000 0 90,000

Land at 27 Flaxley Road, Selby Unknown 500 0 500 500 0 500

NON-OPERATIONAL TOTAL 1,804,650 275,250 1,529,400 1,836,150 285,250 1,550,900

GRAND TOTAL 14,115,747 8,048,811 6,102,036 13,968,020 7,844,484 6,123,536

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Appendix 8 RISK ASSESSMENT FOR THE ASSET MANAGEMENT STRATEGY

2008 -2011

Risk Risk Likelihood Risk Impact Management of the Risk

There may be insufficient capacity in terms of time and skills to deliver key strategic projects, such as the development of the Civic Centre site and the Hospital site should these be approved.

M H The Council has brought in external consultants for both the hospital bid and the Leisure Services Review in recognition of this risk. Any projects which impact on this should have the capacity considered as part of any assessment.

Insufficient financial resources will be available to invest in the maintenance requirements of the Asset Management Strategy

M H SMT and OMT are kept aware of the funding requirement and timescales for these. Projects are in place to consider this i.e. Leisure Services Review

That the timing of decisions and receipts may not match the requirement to invest in key priorities.

M H The Council will need to balance these pressures as part of the budget planning process and Financial Strategy

That savings made from efficiency will not be sufficient to invest in the assets.

M M The Council reports on ‘Efficiency’ annually and the AMPB will report on assets annually. SMT will need to consider these reports to assess whether this becomes an issue

Investment in maintenance will be overridden by other corporate priorities

M M There is an ongoing balance to be sought from the investment in maintenance and the project proposals the Council is considering. Until decisions are made about Leisure Services and the future of the Civic Centre it would be prudent to ensure that the buildings meet legislative requirements and that works which generate efficiencies or a return are undertaken.

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Appendix 9LOCAL PERFORMANCE INDICATORS – PROPERTY SERVICES

Code Description 2006/2007 Year End

2007/2008 Target

Reporting Period

Year to Date

Apr-07 May-07 Jun-07 Jul-07 Aug-07

HIP BPSA

Percentage of planned to re-sponsive repairs.

41%:59% 60%:40% Monthly 26%:74%     20%/80% 23%:77% 26%:74%

BV63CPA

The average SAP rating of local authority-owned dwell-ings.

65 65 Quarterly 65     65    

BV156CPA

The percentage of authority buildings open to the public in which all public areas are ac-cessible to disabled people.

96.00% 100.00% Quarterly 96.00%     96.00%    

BV184aCPA/ High Risk

The proportion of local au-thority dwellings which were non-decent at the start of the financial year.

29% 30% Annually            

BV184bCPA/ High Risk

The percentage change in the proportion of non-decent dwellings between the start and the end of the financial year.

12.1% 16.0% Annually            

PSLI 1(New)

Reduce the number of emer-gency orders to Audit Com-mission Good Practice levels

N/A 20% Monthly 21% 19% 19% 26% 25% 19%

PSLI 2(New)

Reduce the number of urgent orders to Audit Commission N/A 30% Monthly 36% 38% 34% 36% 38% 34%

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Good Practice levels

PSLI 3(New)

The total number of emer-gency responsive repairs completed on time, compared to the total number of emer-gency responsive repairs completed.

98% 96% Monthly 98% 95% 96% 98% 98% 96%

PSLI 4(New)

The total number of Urgent responsive repairs completed on time, compared to the total number of urgent responsive repairs completed.

97% 94% Monthly 93% 94% 94% 90% 93% 97%

PSLI 5(New)

The total number of Non Ur-gent responsive repairs com-pleted on time, compared to the total number of non ur-gent responsive repairs com-pleted.

97% 95% Monthly 94% 93% 95% 91% 94% 94%

PSLI 6(New)

Satisfaction of tenants with the repairs and maintenance service.

87.30% 97% Monthly 94.00% 90.00% 94.40% 94.60% 94.20% 94.00%

PSLI 7(New)

Gas safety (installation & use regulations) total number of in date Landlords Gas Safety records (LGSR)

87% 98% Monthly 92% 93% 95% 84% 92% 94%

PSLI 8(New)

Percentage of repairs orders completed in one visit

N/A 90% Monthly            

PSLI 9(New)

Percentage of pre-inspections measured against total re-sponsive repairs

N/A 10% Monthly            

PSLI 10(New)

% of appointments made and kept N/A 90% Monthly            

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PSLI 11(New)

Customer Satisfaction with Planned Maintenance works N/A 90% Annually            

PSLI 12(New)

Customer Satisfaction with Improvement Works N/A 95% Annually            

PSLI 13(New)

Achievement of capital spend to budget

N/A "+/-5% budget

Quarterly 69%     69%    

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