1. CONTENTS 1.0Introduction Pages 1 - 22.0Background Pages 23.0Asset Portfolio Pages 3 - 44.0Organisational Arrangements Pages 45.0Data Management Pages 46.0Core Actions Pages 5 - 67.0Programme and Plan Development Implementation Pages 78.0Consultation Pages 79.0Best Value Review Programme Pages 7 - 8 10.0Performance Management and Monitoring Pages 8 11.0Spending and Output/Outcome Information Pages 8 - 9 12.0Capital Project Prioritisation Pages 9 13.0DisposalPages 10 App A Capital StrategyApp B Service PlanApp C I&DeA Peer Review Report

2. 1.0 INTRODUCTION1.1 The Strategic Asset Management Plan 2007 is a corporate tool to utilise, develop systems and processes to enable the Council to use its assets efficiently, effectively and creating a framework that will support the strategic direction, priority outcomes and the enabling agenda of the Council.1.2 It is recognised that a strategic overview and joined up approach is integral to the management of Council assets. A new structure was put in place and came into effect 1st April 2006 which brought together valuation, property maintenance and repair, asset management, energy efficiency, architectural services, and the design and provision of open space and play areas. This approach has provided a comprehensive and joined up service, and enabled us to provide a proactive management approach.1.3 The structure has now been in place for around a year and significant progress has been made during that time. This view is supported by the PEER review carried out on 28th and 29th November 2006 (see app C). The best way of summarising progress over the last twelve months is by saying that the building blocks are now in place to move the service forward. The action plan, which is included in the Service Plan (Appendix B 3.1), is challenging and reflects the next phase of moving the service forward in an effective and proactive manner.1.4 There are three issues that will impact greatly over the next 3 years and therefore it is of paramount importance that these issues and the Asset Management service are complementary and run in tandem with each other: Waveney Campus The Waveney Campus is programmed forcompletion in 2010. The campus will be the new home of the Counciland also house, as tenants, Suffolk County Council (SCC) and TheCentre for Environment, Fisheries and Aquaculture Science (CEFAS).The project has significant resource implications for the AssetManagement Team. Part of this project is asset disposal strategy that isclosely linked to the campus timeframe. A new Strategic Direction has recently been adopted which will see theCouncil become an enabling authority rather than a direct provider. Thiswill have implications on many assets and the use of those assets. Untilthe situation becomes clearer in respect of programme and timeline it isdifficult to set out a long term plan that addresses how the assets are tobe used, if at all, in the future.1 3. How frontline services are provided through the operations team is being reviewed and it is likely that a large part of these services will be outsourced. The timeframe for conclusion is eighteen months to two years. Again this will have implications for assets and the use thereof.1.5 The needs and aspirations of stakeholders will change in the future as too will demands placed on the service. Therefore the Strategic Asset Management Plan needs to be flexible enough not just to meet todays expectations but tomorrow and beyond. For this reason decisions must be made with the future in mind and short term fixes, avoided. 2.0 BACKGROUND2.1 A proactive Asset Management Strategy, and the positive effect that this will have on revenue and capital funding streams is central to underpinning and facilitating the delivery of the Strategic Direction.2.2 The Strategic Direction states: We have set these priority outcomes to achieve our vision of a safe, clean,attractive and prosperous environment for our communities: Environment Value Waveneys environment and protect it for future generations; Community Safety Reduce crime and anti-social behaviour in Waveney and improve community safety; Housing Meet the housing needs of the most vulnerable people living in Waveney; Regeneration Encourage economic vitality and develop cultural activity across the Waveney district and the sub region; Health and Well Being Improve the health and well being of Waveneys communities; Customer Access Improve customer access to information and services; Performance Improve use of resources and performance. 2 4. 3.0 ASSET PORTFOLIO3.1 The Council currently holds over 320 property assets with a total value in the region of 30,000,000. Of the total value around 4,000,000 are non-operational property assets. These also include land assets, many of which are for recreational purposes (including play provision) or enhancing the environment.3.2 Services are provided from a diverse range of properties and land across the district. There is a need to look carefully at the number, type and location of the assets that are required to deliver priority outcomes in the medium and long term, this forms part of the Action Plan as set out at Appendix B 3.1.3.3 Assets have been categorised and are given below:Property Category Fixed Asset Value Assets (Nos) Operational Assets Offices, Administration Buildings 3,997,50018 Office Car Parks44,400 6 Sports Centre and Pools 6,512,0004 Sport Grounds 555,7488 Parks 15,413 6 Open Space895,21125 Museums 91,000 1 Cemeteries (Buildings Only) 275,0008 Cemeteries (Land) 8,0008 Beach Chalets 1,177,0002 Caravan and Camping Sites 1,200,0002 Yacht Stations451,0005 Public Conveniences 1,140,00029 Theatre and Public Halls623,0003 Contract Services 832,2007 Off Street Car Parks (Pay and Display)4,446,50054 Housing (HRA) Property (Tenants 68,500 6 Meeting Halls) Miscellaneous Finance 51,000 2 Highways13,500 1 Industrial Property 4,076,30032 TOTAL 26,473,308 195 Non-Operational Assets Surplus Property463,5007 Allotments7,99515 Shops on Housing Estates193,75083 5. Markets99,5005 GRF Housing (Care Centre)80,0001 Parks, Recreation Grounds and Open 1,080,500 14 Spaces Beach Activities 806,750 11 Miscellaneous Properties 1,101,450 16 TOTAL3,833,445 77 GRAND TOTAL30,306,753304The figures in the above table are the most recent available but are reviewed over a five-year cycle as part of the on-going Asset Valuation Programme. 4.0 ORGANISATIONAL ARRANGEMENTS4.1 The Portfolio Holder (Contracts and Asset Management), plays a key role in the management of corporate assets.4.2 The role of Corporate Asset Officer is the responsibility of the Corporate Director (Corporate Governance). Part of this function is to ensure that the principles of asset management planning are developed and implemented through the Portfolio Holder (Contracts and Asset Management).4.3 The day-to-day strategic management of property, buildings and land assets fall within the remit of the Portfolio Manager (Finance, Asset Management and Contracts), supported by Principal Service Manager (Asset Management), and Principal Accountant (Corporate Governance).5.0 DATA MANAGEMENT5.1 The Council holds over 320 property assets, with a total asset value in the region of 30 million. Details of the core and transient data in respect of the holdings are held both electronically and in hard copy. 6.0 CORE ACTIONS4 6. 6.1 The Council resourced a new Asset Management structure, which came into effect on 1st April 2006, following adverse comments in the Comprehensive Performance Assessment Report. The need to deal with assets centrally in a strategic manner rather than focusing on operational needs, and co-ordinating the management and use of assets across the whole organisation in a joined up manner were identified in the report as being central to delivering the Strategic Direction.6.2 The Asset Management Service was assessed by IDeA and IPF through a PEER review on 28th and 29th November 2006. This process involved a panel of experts in their field acting as critical friends to assess the progress made since 1 st April 2006 and identify priorities for the future. The outcome was very encouraging and recognised the progress made in a relatively short space of time. It did however draw attention to the three items outlined in the introduction and felt that until the Council is clear about its direction of travel, progress of the management of assets will be limited. The PEER review report is attached at appendix C.6.3 The PEER process will continue in the foreseeable future by working with mentors, to drive forward continuous improvement and learn from colleagues within the industry whos organisations are deemed to be examples of good practice.6.4 Asset management is not just about disposal of assets, it is about making sure the right assets are in the right place to the right standard to enable the provision of high quality services. This will involve modernising out of date facilities/buildings, disposal of surplus or poor quality assets, and acquisition where appropriate. This approach will enable assets that are designed to meet service needs rather than services making best use of what assets are available, and create a framework where revenue and capital resources are effectively targeted. 6.5 In developing the Strategic Asset Management Plan the following core actions will be the main focus of the team: Develop a programme/action plan that supports the Councils Strategic Direction and enabling agenda. Update and maintain accurate records of assets and provide a timely brought forward system. Identify property, buildings, land and other assets that are fit for purpose and/or contribute to achieving the authorities priority outcomes. Identify property, building, land and other assets that are not fit for purpose and/or do not contribute to the authorities priority outcomes.5 7. Develop a programme for the disposal and acquisition of assets that willcontribute to the delivery of quality services to the community and visitorsto the district, and have a positive effect on future revenue budgets. Identify business opportunity and secure/dispose of assets to realise thatopportunity. Identify property, buildings, land and other assets that are necessary toachieve the authorities priority outcomes but require investment to be fitfor purpose. Review licences, leases and concessions when the opportunity arisesand optimise value by achieving optimal rates and best price as set out atsection 123 of the Local Government Act 1972. Market testing throughcompetitive processes, where appropriate, will be used for that purpose. Develop and implement a programmed maintenance and worksprogramme that will maintain assets to a standard that is conducive toproviding quality services which meets statutory requirements forexample the Disability Discrimination Act. Organise repair and maintenance works on corporate properties andbuildings. Oversee and project-manage capital projects and building works. Review service agreements across the Council to ensure that aconsistent and cost effective approach is adopted. Develop and implement a programme for Energy Efficiency measuresthat will deliver long-term reduction in consumption and contribute to thegreen agenda. Work closely with developers to ensure that open space and playprovision adequately meets the needs and aspirations of localcommunities and on-going revenue costs are minimised through design. Examine partnership opportunities and strengthen/develop relationshipswith the private sector. 7.0 PROGRAMME AND PLAN DEVELOPMENT & IMPLIMENTATION7.1 The Council continues to develop its approach to the introduction of corporate strategic plans and planning frameworks. The Strategic Asset Management Plan and6 8. Capital Strategy are important elements within the corporate planning framework, the main elements of which are set out below: Optimising property holdings to meet changing service needs. Gaining financial benefits from savings in running costs and enhancing capitalreceipts. Implementing corporate plans and strategies in areas such as access,sustainability and community safety. Acting as a catalyst for partnership working with other public service providers.7.2 As part of the Strategic Asset Management Plan, five yearly inspections of all assets will be undertaken as part of the Fixed Asset Valuation Process. Material changes to valuations are noted and appropriate adjustments made in the financial and asset data records. 8.0 CONSULTATION8.1 To meet the challenges that lay ahead in the future the Council must be fit for purpose. Within this area, numerous actions are identified, but a number are highlighted as being of high priority. One of these top priority areas is to utilise consultation processes to determine community aspirations and to use the results to inform decision-making. This endorses the commitment to the process and the importance it attaches to the views of its stakeholders.8.2 It is recognised that to gain maximum benefit from consultation the views of the whole community must be taken into account and decisions taken which fit into a wider strategic footprint. Too often decisions are made on the basis of consultation with influential/pressure groups that are not necessarily reflective of the wider community. The Asset Management Team will seek to develop consultation processes that will address these issues and bring together all views and opinions.9.0 BEST VALUE REVIEW PROGRAMME9.1The Comprehensive Performance Assessment of December 2004 states, Thecouncil does not have the capacity to deliver effective asset management. Whilean asset management plan is in place, it identifies that there has been 7 9. very limited progress in implementing changes, and highlights a lack of appropriate staffing resources as being a clear barrier to securing improvements. No clear plan has been put in place to try and rectify this issue. The council has recognised the constraints of multi-site offices and has recently reduced the number of sites from 4 to 3. Plans for a single civic site, Waveney Campus, have a projected completion date of 2010.9.2Interim discussions with the Audit Commission have been encouraging and aregenerally pleased with the progress made over the past year and are supportiveof the PEER review process as outlined under Core Actions. 10.0 PERFORMANCE MANAGEMENT AND MONITORING10.1 Performance management targets and outcomes are set out in the Service Planat Appendix B 4.3. 11.0 SPENDING AND OUTPUT/OUTCOME INFORMATION11.1 Capital budgets are set over a four-year cycle. These are set out in the BudgetBook for 2007/08. Clearly certain assumptions have had to be made to bothestimate capital requirements in future years, but also to predict the source ofcapital funding. For the purposes of the forward years budgets, it has beenassumed that Prudential Borrowing meets any gap in the funding of the CapitalProgramme, rather than any increased revenue contributions.11.2 The fundamental objective when considering the affordability of the capitalprogramme is to ensure that the total capital investment of the Council remainswithin sustainable limits, and in particular to consider its impact on the bottomline revenue budget. In considering the capital programme, the Council isrequired, under the Prudential Code, to have regard to: Affordability (implications for Council Tax and rents); Prudence and sustainability (implications for external borrowing); Value for money; Stewardship of assets (planning); Service objectives; Practicability (achievability).8 10. The Prudential Code will enable the Council to have more flexibility in its borrowing in the future, having regard to the above factors.11.3 It must also be recognised that the use of capital funds impacts on revenuebudgets not just in terms of meeting debt charges but day-to-day running costs. Itis therefore imperative that any capital bids fully address revenue implications andwhole life costings, meets corporate objectives, and makes a strong businesscase. Using capital funding wisely will have a positive and sustainable effect onrevenue budgets. 12.0 CAPITAL PROJECT PRIORITISATION12.1 The importance of ensuring there is a robust consistency in its consideration ofcapital projects is recognised, and a need to ensure that capital resources aredirected to appropriate corporate priorities. Accordingly, the Portfolio Holder(Contracts & Asset Management) has developed a methodology to address thisissue. This is also referred to in the Capital Strategy.12.2 The principle behind the process is to score each project against consistentcriteria, including the following: How the project contributes to the Medium Term Priorities, specifically how it underpins the Strategic Direction and other corporate policies and Plans. How the project will lead to improvements in service delivery. How the project will support the principles of corporate asset management planning. How the project supports, and promotes, cross service delivery. How the project impacts on revenue budgets and if potential savings are sustainable.12.3 A rolling timetable has been introduced that requires Project Managers to reportto the Portfolio Holder (Contracts & Asset Management) on a quarterly basis toupdate on issues of project progress, actual cost in comparison to budget, underand over expenditure, and potential new projects. Thus, coordinating the capitalprogramme across the whole organisation in a strategic manner.9 11. 13.0 DISPOSAL13.1 There is a need to take a pro-active role in the identification, management anddisposal of under-utilized or surplus property. Disposal however is an integral partof generating capital funds for reinvestment purposes. Thus making best use ofavailable funds. It must be remembered that disposal does not only include thetransfer of freehold interests, but may also refer to disposal by lease, concessionor other means. Any decision as to method of disposal must bear in mind manyfactors, including financial improvements and/or community benefits.10 12. Appendix A: Capital Strategy Appendix B: Service Plan Appendix C: Peer Review11 13. Appendix A Capital Strategy 2006-07 to 2009/10Introduction:The Capital Strategy outlines the policies and processes within the authority that are in place or are being developed to ensure that the authoritys capital spending is focussed on projects that will meet corporate priorities and deliver service improvements. The Strategy outlines how capital currently deployed and new capital available to the authority will be used in furtherance of the Councils aims and objectives. In November 2006 members adopted a new Strategic Direction, with seven high priority outcome areas (environment, community safety, housing, regeneration, health & well- being, customer access and performance). The Capital Budget Process:The Council, as part of its annual budget cycle, approves a Capital Programme for the forthcoming three financial years, together with a revised budget for the current financial year. Bids for new projects are submitted by officers in response to service demands and future plans. Project managers complete a Scoring Matrix and an accompanying report to the Portfolio Holder (Contracts & Asset Management) (AMSC). Each project is scored by the Project Manager, based on guidance contained with the Matrix document, and assessed against a number of criteria. This criteria includes whether the project satisfies a legal obligation, the financial impact (i.e. affordability and sustainability for the revenue budget and local tax), and to what extent it will achieve the priorities set-out in the authoritys Strategic Direction (scoring against the Strategic Direction is double-weighted - to ensure that capital resources are targeted at services of high strategic priority). Bids are taken initially to Portfolio Team Meetings for the scoring to be independently reviewed, before being considered by AMSC. Ultimately, members of AMSC will make the final recommendation to Council regarding which project bids are included in the Capital Programme. Each project will then be subject to a full report to members before being accepted as committed and the project being allowed to commence. The current Capital Programme, adopted by Council on 1 February 2007, is attached at Appendix A. It is split into two main components, that which relates to Housing (the Housing Investment Programme) and the Other Services Capital Programme, which includes current estimates for the Waveney Campus project. 12 14. Capital Resources:The Capital Programme is financed using a number of different types of resources. These include Borrowing (where assessed as prudent, affordable and sustainable), Capital Receipts (arising from the sale of capital assets), Government & European Grants, Capital Contributions (sources include other local authorities, developers or local businesses), Finance Leases (if this provides the most affordable option in revenue terms), Earmarked Revenue Funds and Direct Revenue Financing (paying for capital expenditure from the revenue budget). Many of the above resources are earmarked to specific projects (especially Grants and contributions). For non-housing projects there is insufficient revenue resource to fund capital from the Council Tax, so, in common with most local authorities, capital receipts remains the only significant unrestricted capital resource. The majority of available capital receipts arise from the sale of Council Houses, where 25% of the proceeds are available to finance capital expenditure. In the approved capital programme, most of the anticipated capital receipts are already earmarked for financing, so the authority will need to look closely at the use of its assets to see if additional receipts can be generated from surplus assets or those assets currently not being used to achieve priority objectives, to allow greater investment in services of high member priority. This links directly with the authoritys Asset Management Plan. Review of the Strategy:The Capital Strategy is informed by the outcome of Best Value reviews, Peer reviews, and links directly with the Strategic Direction, the Medium Term Financial Strategy, the Asset Management Plan, the enabling agenda and Service Plans. In 2006 Asset Management was the subject of a peer review, which made a number of recommendations on how the authority could improve the management of its assets and the strategic management of capital resources. This document will be reviewed in light of the key findings of the Peer Review, with recommendations for improvements to be presented to Portfolio Holder (Contracts & Asset Management) for consideration as part of the three-year action plan for Asset Management. 13 15. RevisedOTHER SERVICES Actual BudgetBudgetBudgetBudget EXPENDITURE 2005/062006/07 2007/08 2008/09 2009/10Totalk(3)k(7) k(8) k(9) k(10)k(11) Corporate Governance168 6,1515,35030,390 15,66057,551 Regeneration4,24511,1491,773 3,7014,14820,771 Community and Operations1,413 3,979891 1,720445 7,035 Total Expenditure 5,82621,2798,01435,811 20,25385,357 FUNDED BY: SCE(R) - Single Capital Pot- --- - - SCE(R) - Flood Defence etc262--- - - Capital Receipts866 4,1011,196 376260 5,933 Capital Contributions 1,568 3,600527 611239 4,978 Direct Revenue Financing - 2-- - 2 Revenue Funds 10320 2020 2080 Capital Grants3,027 6,7631,146 3,0153,67314,597 Unsupported Borrowing-6,7935,12531,790 16,06059,768 Deficit/-Surplus- - -- - Total Funding 5,82621,2798,01435,811 20,25385,357Revised HOUSING INVESTMENT Actual BudgetBudgetBudgetBudget PROGRAMME EXPENDITURE 2005/062006/07 2007/08 2008/09 2009/10Totalk(3)k(7) k(8) k(9) k(10)k(11) Council Dwellings 2,854 4,8764,648 4,6374,63718,798 Other Housing 889 1,0001,240 1,0401,000 4,280 Total Expenditure 3,743 5,8765,888 5,6775,63723,078 FUNDED BY:SCE(R) - Single Capital Pot 1,010505-- -505 Major Repairs Allowance 1,7844,226 3,998 3,9873,98716,198 Capital Receipts 3 195 700 700700 2,295 Direct Revenue Financing650650 890 690650 2,880 Disabled Facilities Grants296300 300 300300 1,200 Other Contributions-- -- - - Total Funding 3,743 5,8765,888 5,6775,63723,078 14 16. Appendix B Service Plan 2007-08ASSET MANAGEMENT SERVICEPLAN 2007/08 Edition Date: February 2007 Author: David Jessop 15 17. 1. ASSET MANAGEMENT SERVICE 1.1Service Objectives The purpose of the Asset Management Team is to deal with assets centrally in a strategic manner and to co-ordinating the management and use of assets across the whole organisation in a joined up manner.The Asset Management Team has the following overall objectives:1. Ensure that operational assets used for service delivery is fit for purpose and that non-operational assets make a contribution to achieving Councilobjectives.2. Develop a programme of acquisition and disposal of assets that will contribute to delivering high quality services to the community and visitors andidentify business opportunities and secure/dispose of assets to realize that opportunity.3. Improve strategic management to demonstrate clear links between corporate and service objectives and management of assets critical to servicedelivery, and effectively manage concessions, lease, licence and other agreements to ensure optimal value.4. Develop and implement a works programme for energy efficient measures that will deliver long term and sustainable reduction in energy use, and aprogrammed maintenance plan that will maintain the assets to a satisfactory standard and capable of delivering high quality services to the communityand visitors.5. Work closely with developers to ensure that open space and play provision adequately meets the needs and aspirations of the local community andongoing revenue costs are minimized through design.Financial InformationPersonnel Information 2005-06 2006-07 2007-08 2005-06 2006-07 2007-08 IncomeNumber full-time staff 91111 Capital 00 0 Number part-time staff 1 1 1 Revenue 439,361414,373 419.055 S106 61,908147,757 165,000 Expenditure Capital 877,000 1,392,000499,700 Revenue 679,996947,674 980,555 S106 61,908147,757 165,00016 18. 2. OBJECTIVES ACHIEVED IN 2006/072.1 Have the objectives for 2006/07 been met and what are the outcomes?Below are the Priority Outcomes achieved by Asset Management for 2006/2007.Key objective (Priority Outcome Progress Outcome)An Environment that meets the basic needs of our communities Streets, beaches, Southwold Harbour RegularisationNot completed, date to be reviewed. buildings, parks and open spaces are improved and Implement measures identified in the policy documents in respect of Progressing through the Delegated process, targets for maintained to a safeasbestos and Legionella.2006/07 achieved. standard Improve access to key Develop a framework that will review assets to determine if fit for purpose Progressing and in line with target dates. services for all sectors of and supports corporate objectives and priorities. the populationDevelop programme for Suitability Surveys for corporate assets in line with Completed. Property Performance Indicator 3 Conduct suitability surveys based on aboveProgressing and in line with target dates.An Environment that is sustainable and cleanPriority Outcome InputProgress Report Develop programme for Environmental Property Issues for corporate assets Complete Reduce the environmentalin line with Property Performance Indicator 2 impact of our community Progressing and in line with target dates. Conduct Environmental Property Issues survey based on 11 above Improve the quality of the environment through Develop programme for Energy Conservation Projects. Not completed, date to be reviewed. sustainable planning and development17 19. Best Value Performance Indicators (BVPIs)Indicator 05/06 target 05/06 actual 06/07 target06/07 actual07/08 target 08/09 target Comments BVPI 15645%58.82% 65% 66% est 75%85% 3. LOOKING FORWARD3.1 Development activity for 2007/08 A SWOT and PESTLE analysis and a risk assessment has been carried out. The actions required have been included in the high-level action plan as part of the Strategic Asset Management Plan. These actions are given below:Development activity for 2007/08No. Task/Action Targeted OutcomeResourcesDeadlineDriver/Source Strategic Direction: Develop Strategic Asset Management Plan Adopted as policy through Principle ServiceFebruary 07 1 setting out clear direction and objectives for the service over a three-year period. Portfolio Holder (Contracts & Asset Management). Manager (Asset Management)April 07 EnvironmentPerformance Conduct review of records on LAMP to ensure Strategic Direction: 2 that the asset inventory is a comprehensive register of what the Council owns or uses. LAMP RecordsAsset OfficerApril 07 August07 Performance18 20. Strategic Direction: 3 Develop property data collation and input on to LAMP.LAMP RecordsProperty ManagerApril 07 March08 PerformanceWaveney Campus Contribute through the various work streams:Principle ServiceManager (Asset Co-ordination GroupManagement)Service Manager(Valuations) Strategic Direction: Strategic GroupNotes of Meetings Property Manager Regeneration 4 Office Accommodation,File Notes.April 07 March10 Customer AccessTechnical SupportOfficer (Play) Performance Move Champions Service Manager(Property) Design Quality Indicators Strategic Direction:Notes of Meetings Principle Service 5 Strategic Project Team (Leisure) Options appraisalCommittee ReportsManager (AssetManagement)April 07 March08 Customer AccessPerformance Strategic Direction:Principle ServiceCommittee Reports Manager (Asset Customer Environment Identify programme for acquisition and disposalManagement) 6 based on fit for purpose and future direction of the authority, and present to members forWorking Notes Service Manager(Valuations)June 07 December 07 Regeneration consideration.Surveys Service ManagerCustomer Access(Assets) Performance19 21. Project NotesStrategic Direction:Regeneration project support: Sunrise Scheme, 7Seafront Garden Project. Other projects as theydevelop and funds available.Documentation Architectural OfficerApril 07 March10 Environment Committee ReportsRegenerationCommittee Report Strategic Direction: 8Developed Capital Strategy.Published DocumentPrincipal Accountant(C&G)April 07 August07 PerformanceGain the necessary approval for the Principle ServiceStrategic Direction: 9Architectural Officers post to be madepermanent.Committee ReportManager (AssetManagement)February 07 PerformanceService Manager(Assets)Appraisal DocumentsStrategic Direction: 10 Develop training plans for team members toimprove their performance and effectivenessTraining RecordsService Manager(Property)April 07 June07 PerformanceService Manager(Valuations) Consider existing people resources in Committee ReportsPrinciple ServiceStrategic Direction: 11 comparison to the desired speed at whichprogress against development priorities isPerformance againstManager (AssetManagement)September 07 March 08 Performanceachieved. targetsPrinciple ServiceStrategic Direction: 12 Develop system for reporting performance datato team members and senior managers.Reporting DataManager (AssetManagement)April 07 June07 Performance20 22. Conduct condition surveys of all properties andbuilding assets to determine if fit for purpose.Jan March 2007 20 Leisure sites & 4Corporate sites Survey Reports Strategic Direction:2007/08 Target - Remaining 8 Leisure sites & Reports to Portfolio HolderEnvironment 13 15 Corporate sites, and misc/industrial sites tobe identified 2008/09 Target - Remaining (Contracts & Asset Management) Service Manager (Property) January 07 March 10Customer Accessmisc/industrial sites LAMP DataPerformance2009/10 Target - 69 Public convenience sites(number may change due to rationalisationstrategy) File Notes Strategic Direction:Develop and implement programmed Technical Support14 maintenance programme:Leisure Sites, Corporate Sites, Other Sites Work programmes Officer (Property), April 07 September 08Environment Architectural Officer Committee ReportsCustomer Access Valuation ReportsConduct valuations of all property and buildingover a five-year cycle. Report(s) to Portfolio Strategic Direction: 15 2007/08 Target 75 Assets2008/09 Target 21 Assets Holder (Contracts & Asset Management) Service Manager (Valuations) April 07 March 10Performance2009/10 Target - - 85 Assets LAMP data 16 Complete 50% of rent reviews where existingrent is 1000 or more Memoranda/increased income S Service Manager (Valuations) April 07 March 08Strategic Direction: Performance 17 Carry out review of 10% of WDC owned sites toDisposals/ IncreasedS Service Manager April 07 MarchStrategic Direction:establish future use/disposal optionsCapital/ Revenue Income (Assets)08Performance21 23. Strategic Direction: 18 Carry out review to ensure that the requirements ofDisability Discrimination Act legislation have beenFile Notes, Technical Support October 07 Environmentaddressed. Officer (Property March 08Committee Reports Health & Well Being 19 Develop and implement procurement processes tocreate a select tender list of appropriate contractors.Committee Reports Service Manager (Property) February 07 May 07Strategic Direction: PerformanceTender Documentation Develop and implement a co-ordinated Health &Safety programme in line with Corporate Policy Develop and implement programme for PortableHealth & Safety Policy20 Appliance Testing (PAT)Annual Health & Safety Cycle Building Service Manager February 07 - May 08 Strategic Direction: Develop and implement programme for Hard Health & Well BeingWire TestingNotes of Meetings Develop Legionella Strategy in line withCorporate Policy Spend Section 106 commuted sum backlogFile Notes(funds received prior to April 2006)2007/08 - Target 80% 21 2008/09 Target 90%2009/10 Target 100%Correspondence, Technical Support Officer (Play) April 07 March 10 Strategic Direction: Completion CertificatesEnvironmentComplete Section 106 projects within statutorytimeframe Budget Reports.100% 22 Develop formal consultation processes for use acrossall Asset Management services.File Notes Technical Support Officer (Play) April 07 August 07 Strategic Direction: Written ProcessesCustomer Access22 24. Project manage and deliver the following Capitalprojects:Sth Lowestoft Industrial Estate extension. Service Manager (Assets)New/refurbishment play equipment S106Technical Supportcontributions (3 phases).Officer (Play)Parks refurbishment programme. Property ManagerPublic convenience improvement programme (2phase).Architectural OfficerCemetery refurbishment programme. Property ManagerService ManagerStrategic Direction:Sports centre flat roof (2 phase). (Property)April 07 March Capital Programme 09 Environment 23 Leathes Ham reinstatement (2 phase). Building Service ManagerPerformance. Principal Service Manager (AssetSouthwold Harbour Wall (2 phase). Management) DDA works for corporate buildings.2006/07 -Technical SupportTarget 65% Officer (Property)2007/08 - Target 75%2008/09 Target 85%Asbestos in corporate buildings. Service Manager2007/08 - Target 54 sites (Property)2008/09 - Target 54 sites24 Complete all s106 projects within the statutorytime frames. S106 Budget Reports Technical Support Officer (Play) April 07 March 08Strategic Direction: Performance 23 25. Strategic Direction:25 Review service/maintenance agreements:Fire Extinguishers, Intruder/Fire Alarms.File Notes Property Manager April 07 March 08EnvironmentCommittee ReportsCommunity safety. 26 Carry out review of 10% of WDC owned sites toestablish future use/disposal optionsDisposals/Increasedcapital/revenue income Service Manager (Assets) April 07 March 08Strategic Direction: Performance27 Provide single point of contact for non-HousingTenantsSystematic and regularengagement with Tenants Asset Officer March 09Strategic Direction: Customer AccessIdentify a suitable measure for Value For MoneyPrinciple ServiceStrategic Direction: 28 for Asset Management including consultationwith potential benchmarking partnersMeasure of Value forMoney Manager (Asset Management) June 07Performance Principle ServiceStrategic Direction: 29 Identify and engage in internal reviews throughthe internal Consultation processProperty input on relevantinternal reviews Manager (Asset Management) April 07 March 08Performance 24 26. 3.2 Development activity for the medium term 2007/09Key Objective (from Priority Plan section 1.1) No. Task / Action Targeted OutcomeResourcesDeadline Lead Officer Driver / Source 1 Optimise property holdings to Service needs met byServiceMarch 09 PrincipalStrategic Asset Management meet changing service needs.optimised propertyManagersServicePlan holdings(Asset, Manager (Asset Property, Management) Valuation) 2 Save on running costs and To gain financial benefit ServiceMarch 09 PrincipalStrategic Asset Management enhance capital receiptsfrom savings on running ManagersServicePlan costs and enhanced(Asset, Manager (Asset capital receiptsProperty, Management) Valuation) 3 Implement corporate plans and Corporate plans and ServiceMarch 09 PrincipalStrategic Asset Management strategies in areas such as strategies implementedManagersServicePlan access, sustainability and(Asset, Manager (Asset community safetyProperty, Management) Valuation) 4 To act as a catalyst forTo enable partnership ServiceMarch 09 PrincipalStrategic Asset Management partnership working with otherworking with other public ManagersServicePlan public service providersservice providers (Asset, Manager (Asset Property, Management) Valuation) 3.3 Core business maintenance activity for 2007/08Key ObjectiveNo. Task / Action Targeted OutcomeResourcesDeadline Lead Officer Driver / Source 1 Manage all resources efficiently andEfficient, effective andSM (Asset, OngoingPSM (Asset Management responsibilities effectively (see following activities economic serviceProperty, Management) specific details) Valuation)25 27. Management Activities No. Task / ActionTargeted Outcome Resources DeadlineLead OfficerDriver / Source 1 Undertake monthly budget control Ensuring no overspends PSM (AssetBy 10th every PSM (AssetHLIP - Financial Management Management) month Management) Service Managers (Asset, Property, Valuation) 2 Carry out staff appraisals Agreed development and PSM (AssetIn accordance PSM (AssetHLIP - Performance managementindividual performance targets Management) with Annual Management) Service ManagersPlanning Cycle (Asset, Property, Valuation) Line Managers 3 Carry out all health and safetyHealthy and safe working Service Manager In accordance Service Manager Statutory requirements environment(Property) Building with Health and (Property) Services OfficerSafety Annual Cycle 4 Undertake annual risk assessment Risk assessment action planService ManagersFebruary 2008 PSM (AssetHLIP (Asset, Property, Management) Valuation) 5 Compile 2008/09 service plan Service plan producedService ManagersComplete by PSM (AssetStrategic Direction Priorities and HLIP (Asset, Property, January 2008 to Management) Valuation fit in with Annual Planning Cycle 6 Carry out Equality Impact Assessment Equality of access to services By 31 October Statutoryprovided 2007 7 Review existing service delivery to By 31 March Statutory ensure considered Sect 17 Crime & 2008 at latest Disorder Act 26 28. 3.4 Training and development Identifying training and development also helps to answer the question how do we get there? and is an essential part of service planning. o A review of staff training and development over the past year Members of the Asset Management Team have received in-house training sessions in various competencies. A log of training undertaken byeach individual is recorded on his or her personal file that is stored securely within the Asset Management section. Service / personal skills improvement sought Brief summary of training / developmentOutcome from PDPprovided (numbers of staff, not staff specific) 2 x completed European Computer drivingAll aspect of ICT training monitored with practical Passed licensetests and final theory test. 1 x Advanced Excel CourseIn-house Microsoft Excel training Passed 1 x to study for Foundation degree in construction Regular Seminars/Tutorials. Tutor markedCourse completes mid 2007assessments. All aspects of Construction trainingo Planned training and development for the coming year (2007/08)Service / personal skillBrief summary of training /How will this training /Outcome improvements soughtdevelopment planned and andevelopment be evaluated?estimate of costs 1 x to complete Foundation Regular seminars/tutorials. TutorTutor Marked Assessments andFoundation Degree in Construction Construction DegreeMarked assessments. All aspects of Exams.Construction training 1 x to complete AssertivenessPractical course to develop skill on Post course review and projectFully competent assertiveness skills workshop being assertive in a wide variety ofsituations 1 x to complete in-house Corporate In-house training for Management Post course reviewImproved Management skills training Management techniques Team Members to develop andimprove skills and knowledgeensuring that good techniques andpractices are maintained 27 29. 1 x to complete Autocad LT2 day course. Post course review, feedback Improve skills 2 x to complete ECDLAll aspect of ICT training monitored Improve all I.C.T skills with practical tests and final theory test. 4. MONITORING THE PLAN 4.1Development activity for 2007/08The Key Objectives 2006/07 have either been completed or on target to be completed in the given timeframe. The Key Objectives, as identified at 3.1, for 2007/08 are clearly set out and are challenging targets for the team. This is necessary to move the service forward and maximise the use/performance of assets.4.2Development activity for the medium termThe targets set out at 3.1 will move the service towards achieving the Key Objectives identified in section 3.2. Being medium term the timeframe for meeting these aspirations will be 3 years. However as improvement can always be made these Key Objectives are on-going and on that basis long term aspirations.4.3 Core business maintenance activity for 2007/08The Key Objectives identified in section 3.3 are built in to management processes and will continue to be so.4.3Performance Indicators Indicator 05/06 target05/0606/07 target06/0707/08 target07/08 08/09 target09/10 actual actual actualTarget BV156 Access for all to services (inc 66% est 45% 58.82%65% 75% 85% DDA) 28 30. Indicator05/06 target 05/0606/07 target 06/0707/08 target 07/0808/09 target 09/10 actualactualactualTarget LI1a - % of internal floor area in Condition28 Leisure Operational PropertySites A (good)19 Corporate B (Satisfactory)sites. C (Poor) D (Bad) NEWLI1b - % of internal floor area in condition Non Operational Property10 non-operational A (good)sites. B (Satisfactory) C (Poor) D (Bad) NEWLI2a - Backlog of maintenance by cost expressed as total value and as a % in priority levelsCalculated Operational Property fromcompleted Pr1 (Urgent Work)surveys Pr2 (Essential Work) within 2 years Pr3 (Desirable) 3 to 5 years NEW LI2b- Backlog of maintenance by cost expressed as total value and as a % in priority levelsCalculated Non Operational Propertyfromcompleted Pr1 (Urgent Work)surveys Pr2 (Essential Work) within 2 years Pr3 (Desirable) 3 to 5 years NEWLI4Total annual management costs per square metre (GIA) for all propertyCalculated Gross Internal Floor Area (M2) from Annual Strategic Management CostscompletedsurveysNEW29 31. Indicator 05/06 target 05/0606/07 target 06/0707/08 target 07/0808/09 target 09/10actualactualactualTarget LI5Repairs and maintenance costs per M2 Calculated Repairs & Maintenance costs from profess Energy Costs timesheets Water Costs Carbon Dioxide emissionsNEWLI6a Construction Phase - % of capital projects completed in accordance with 25% the contract completion date.NEW LI6b Construction Phase - % of capital projects completed where final account is 25% within zero to 5% of financial approvalsNEW30 32. Appendix D I&DeA Asset Management Peer Review (28th-29th Nov 07)31 33. 32 34. 33 35. 34 36. 35 37. 36 38. 37 39. 38 40. 39 41. 40 42. 41 43. 42 44. 43 45. 44 46. 45 47. 46 48. 47 49. 48 50. 49 51. 50 52. 51 53. 52 54. 53 55. 54 56. 55 57. 56 58. 57 59. 58 60. 59 61. 60 62. 61 63. 62 64. 63 65. 64 66. 65 67. 66