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Asset Management Plan 2009-2013

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Asset Management Plan 2009-2013 Powered By Docstoc
					          CORPORATE
    ASSET MANAGEMENT PLAN
          2009 to 2013




          2008 REVISION




1
FOREWORD

The effective use of assets is a key factor in delivering to the community of Torbay the
objectives and priorities they have set for the Council. This plan sets the agenda for us
to achieve that by adopting the following guiding aim:

     “The principle aim of an Asset Management Plan should be to ensure that
     the opportunity cost of financial resources tied up in land and buildings is
     minimised, and that capital and revenue expenditure on the portfolio is
     directed efficiently and effectively to provide value for money.”

The Council is fully committed to the principle of the most efficient use of assets and
this document establishes the objectives, processes and actions that all Council
Members and Officers will follow to achieve that aim.




………………………..                          …………………………………
Mayor of Torbay                      Torbay Council Chief Executive
Nick Bye                             Elizabeth Raikes




2
CONTENTS


1.0          Plan Context

2.0          Asset Aims and Objectives

3.0          Organisation

4.0          Consultation

5.0          Performance Monitoring

6.0          Challenges and Opportunities


Appendices

A            CPMB and CAMT Terms of Reference

B            SAMP Template

C            Key Asset Management Performance Indicator Analysis

D            Local Performance Indicator Analysis

E            Data Summary

F            Torbay Online Asset Database Extracts

G            Property Strategy Action Plan (PSAP)

H            Repairs and Maintenance Programme




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EXECUTIVE SUMMARY

This Plan defines Torbay Council‟s Corporate Asset Management Strategy for the five-
year period commencing April 2009 to 2013. The Plan was adopted by Torbay Council
at the full Council Meeting held on 11 December 2008. It will be reviewed annually.

Torbay Council has a considerable number of assets, which are not only essential to
service delivery but underpin much of the Bay‟s economy. Unfortunately many of
these assets are in poor condition and not fit for purpose. This plan sets out strategies
to rationalise the number of assets, replace them where appropriate and improve the
condition of those remaining. It also addresses emerging trends such as Development
Trusts and the Transfer of Assets to the Community.

The overarching objectives of the Corporate Asset Management Plan (CAMP) are to:

   Identify and explain the importance of effective Asset Management
   Identify and explain the best practice processes that need to be followed in order to
    deliver effective Corporate Asset Management
   Identify the specific issues that currently affect Torbay Council‟s land and building
    assets and the ability of those assets to deliver the current Community and
    Corporate Plan objectives
   Identify strategies to address and resolve systemic backlog maintenance
   Integrate the objectives of Mayor‟s Vision and the Regional Economic Strategy with
    the Council‟s property objectives
   Link previously separate policies relating to Strategic Asset Management, Energy
    Efficiency, Carbon Reduction and the centrally funded Corporate Repairs and
    Maintenance programme
   Establish a Property Strategy Action Plan summarising the required actions arising
    from those recommendations


The plan is set out in six sections briefly summarised as follows.

1.0 Plan Context                    Sets the CAMP within context of delivering the
                                    Council‟s vision and priorities
2.0 Aims and Objectives             Defines the good practice aims and objectives for
                                    the Council‟s use of assets.
3.0 Organisation                    Outlines the processes adopted by the Council
4.0 Consultation                    Describes the processes adopted to ensure
                                    corporate asset management planning is correctly
                                    aligned to Community priorities
5.0 Performance Monitoring          Describes the processes for monitoring and
                                    reporting progress to the Council and Community
6.0 Risk Management                 Identifies the specific asset risks and proposed
                                    mitigation




4
1.0 PLAN CONTEXT

Torbay Council‟s vision is:

“A healthy, prosperous community, living, learning and relaxing in a safe and beautiful
bay”

The means of delivering this vision has been developed by Torbay Council in
consultation with the community and is defined within the Council‟s key strategic
documents:

Torbay Community Plan
Torbay Council Corporate Plan
Regional Economic Strategy

Further aspirations are outlined in The New English Riviera: The Mayor‟s Vision for a
new Torbay. This has no planning status but contains an Action Framework for
regeneration which has been adopted by Council.

A relatively small number of major assets are in very poor condition and there is little
prospect of funding the repair or renewal without accompanying enabling
redevelopment e.g. Oldway Mansion. This plan outlines a generic approach to tackle
the repair of these assets through engagement with the private sector.

The effective use of council owned assets can also help stimulate the economy and
act as the catalyst for regeneration and house building. This Plan makes this link and
contains plans to investigate Local (Authority) Asset Backed Vehicles in order to
effectively promote regeneration and house building.




All actions recommended within the Corporate Asset Management Plan strive to
promote the use of assets in a way that positively assists the Council deliver the
priorities contained within the four areas of the wheel (as pictured above) and the
current Corporate Plan.




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2.0 ASSET AIMS AND OBJECTIVES

The efficient use of resources by Local Authorities is a specific Government
requirement monitored by the Comprehensive Performance Assessment process
(soon to be replaced by Comprehensive Area Assessment). Land and building assets
form a major resource in that context.

The Council‟s Best Value Performance Plan states the overriding property objective
applicable to all the Council‟s Services is:

       “To hold property needed for service delivery that is fit for purpose in
       terms of condition, sufficiency, suitability and cost.”

The Mayoral Vision sets out an Action Framework to take the Bay forward and address
a number of key strategic and economic objectives. The Vision is a project based
initiative. The vast majority of these projects sit on Council land. Torbay is therefore
well placed to combine the economic prosperity ambitions of the Bay with its own
corporate property objectives.

To achieve these objectives the Council it is proposed to manage the use of assets in
a manner that adheres to the following guiding principles:

   To provide effective property solutions for service delivery using assets in a way
    that promotes not constrains service delivery
   Establish five year Service Asset Management Plans for all services, which
    address the property needs of the service
   Establish a Regeneration Plan that best utilises the council‟s assets to realise the
    combination of corporate and regenerative objectives
   Where possible utilise surplus land for Housing purposes, whereby a higher than
    planning policy level of affordable housing can be delivered in a range of formats to
    preserve as far as is possible the land value
   Provide a clear Corporate process for the Council to prioritise and endorse specific
    plans and initiatives
   Ensure appropriate technical resources are available to support the development
    and implementation of Council endorsed initiatives
   Ensure buildings are suitable, accessible and fit for the purpose they are used

To continuously maintain and improve assets:

   Maintain accurate records of elements in need of repair
   To consider the optimum utilisation of all assets whether operational or non
    operational
   Establish clear responsibilities for rectifying items of disrepair
   Establish clear responsibilities for addressing major replacement items
   Ensure appropriate technical resources are available to manage repair works
   Ensure major repair projects are procured to provide best value for money and in a
    manner that complies with Government regulations
   Ensure statutory obligations such as DDA, Asbestos and Water Hygiene are
    complied with




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To release value and minimise cost:

   Challenge and review the manner of use of assets
   Periodically review all assets to identify appropriate assets for alternative use or
    disposal
   Ensure the Council‟s disposal list is effectively implemented
   Ensure that non operational investment properties are performing
   Monitor running costs to target potential savings and implement more cost
    alternative solution
   Provide effective facilities management to assets, including energy efficiency and
        carbon reduction programmes

To provide accurate data for informed decision-making
 Develop improved information databases
 Ensure data is actively managed to remain accurate
 Establish protocols for the responsibility of updating data
 Ensure appropriate technical resources are available to carry out surveys to update
   data




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3.0 ORGANISATION

Torbay Council has adopted the following processes and procedures for the delivery of
Corporate Asset Management Planning.



                                         Council



                 Scrutiny



                                         Cabinet



                  Capital Programme Management Board (CPMB)



                    Corporate Asset Management Team (CAMT)



            Corporate Property
                                                                Estates
                 Officer



                     Service Asset Management Plans (SAMP)



Service Asset Management Plans (SAMP)

Formal SAMP‟s for all services for a five-year period are under development and form
a major action point of this plan. These will provide a fully integrated line of asset
management planning and consultation from front line service delivery to corporate
planning.

An example template of the formal SAMP‟s layout is attached at Appendix B.

Corporate Property Officer (CPO)

The CPO is responsible for advising CAMT and CPMB and managing the Council‟s
overall Corporate Asset Management process. Professionally trained property officers
within the Council‟s Asset Management Team provide support and expertise.




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Corporate Asset Management Team (CAMT)

The team‟s prime function is to provide a forum to ensure that accommodation and
asset issues are considered and dealt with in a manner that reflects the Council‟s
corporate priorities.

CAMT comprises of Senior Council Officers from each Business Unit and Partner
Organisations, such as the Primary Care Trust

The current organisation, membership and terms of reference are attached at
Appendix A. Tasks undertaken by CAMT include:

   To develop and evaluate proposals for change of use, alteration, development,
    acquisition or disposal of service delivery assets
   To prioritise and manage the maintenance of assets and compliance with statutory
    obligations such as DDA, asbestos and water hygiene
   To implement the Council‟s prioritisation process for Capital Expenditure
   To carry out yearly reviews of the Corporate Asset Management Plan and Capital
    Strategy

Council Members or the appropriate Senior Council Officers will ratify all
recommendations prior to implementation.

Capital Programme Management Board (CPMB)

The Boards prime function is to provide a method for ensuring Council Members are
properly consulted in respect of all proposals and recommendations considered by
CAMT.

For current organisation, membership and terms of reference see Appendix A.

Capital Strategy and Plan

The Council‟s Capital Strategy is dealt with in detail in a separate strategic plan.
However, as the Capital Strategy and Asset Management Plan have such strong
fundamental links both are dealt with through CAMT to ensure a common approach.

The purpose of the Capital Strategy is to define the policies and processes adopted by
Torbay Council in planning and delivering capital expenditure on Community and
Corporate Priorities. Key elements include:

   A prioritisation process for service bids for capital scheme funding
   A Four Year Capital Plan stating approved schemes and funding sources
   A Reserve List of capital schemes to be initiated when additional funding becomes
    available
   The process for performance monitoring of capital scheme delivery
   The sources and processes for funding the Capital Plan including receipts from
    disposals of assets
   The process by which Asset Management Plan objectives feed into the Capital
    Strategy

The Capital Strategy should be referred to for further detail.




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4.0 CONSULTATION

Consultation with the Community

The Corporate Asset Management Plan is set specifically in context of the Community
Plan and Corporate Plan to ensure that all of the extensive consultation carried out by
Torbay Council with the community of Torbay is reflected within it. Any changes to the
Strategic Council Plans or policies of the Council will be monitored and incorporated at
either the yearly CAMP review or with a specific update should any fundamental
changes occur.

Consultation with Stakeholders and Services

Effective consultation with Stakeholders and Services is ensured in a number of ways.

CAMT Membership

All service Business Units are represented at CAMT through Directorate
representatives. The directorate representatives have a clear mandate and role as
follows:
 Highlight the role and aims of CAMT to all Business Units and Services within the
     Directorate
 Establish asset issues as a standing item on all management meetings within the
     Directorate
 Collate any issues within the Directorate each month and present them to CAMT
     for consideration
 Feedback to all relevant Business Units or Services information from CAMT each
     month

Business Unit Business Plans

Each Business Unit sets yearly Business Plan that feeds into the Best Value
Performance Plan. Guidelines on the preparation of business plans require the use of
assets to be considered within the plan. Asset issues can then be identified by CAMT
by a review of the plans and by referral by the Directorate‟s CAMT representative.
Housing and the Torbay Development Agency to be specifically included as business
units that will require use of assets to deliver their objectives.

Best Value Reviews

The guidelines for Best Value Reviews carried out periodically for each Business Unit
includes a requirement to address the extent to which land and property can be used
to improve service delivery

Stakeholders

The CPO carries out rolling meeting programmes with major Stakeholders to consult
on new asset issues and specific project delivery. This includes consultation with the
relevant Ward partnership. Any relevant issues are included on subsequent CAMT
agendas.




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5.0 PERFORMANCE MONITORING

Corporate Asset Management Monitoring

The overall progress and performance of the Corporate Asset Management Plan aims
and objectives is monitored in a number of ways
 CAMT will review progress of major action points at each monthly meeting
 The Corporate Asset Management Plan will be reviewed by Council each year
 An update report will be made to the Executive half yearly
 Regular periodic reports will be made to Overview and Scrutiny regarding specific
   action areas

Key Asset Management Performance Indicators

The Government‟s performance indicators that were adopted by the Council for use in
asset management performance monitoring are now being replaced by a new set of
indicators developed by the property industry and approved by Government as follows:
PI1            Proportion of assets in condition category A to D
PI2 & PI3      Backlog of repair in priority 1 to 4
PI4            Utility costs by consumption per m2 gross internal area
PI5            Percentage of public buildings which are DDA compliant

The PI out-turns are reported to Council within the yearly review of the Corporate
Asset Management Plan. The outcomes for 2007 to 2008 with comparison to previous
years and comments on trends and specific issues is included attached at Appendix C.

Local Asset Performance Indicators

This report identifies in section 6.0 a number of specific asset issues affecting Torbay.
The Council is developing the following local asset performance indicators for use in
performance monitoring of these specific issues in the future:

LPI1   Suitability Surveys completed as a percentage of the portfolio by GIA
LPI2   Percentage of Service Asset Management Plans completed
LPI3   Percentage of properties for which a condition survey has been undertaken in
       the last five years
LPI4   Percentage of asbestos surveys completed
LPI5   Percentage of water hygiene plans in place

The timing of the ability to report some of these figures will be dictated by the data
development actions detailed below. Some of these are new indicators and baseline
and target figures will need to be set for each following year to be monitored by CAMT.
Out-turns will be reported on the schedule attached at Appendix D.

Benchmarking

Yearly benchmarking of the national performance indicators is carried out by
membership of the CIPFA AMP Network. The outcome is dependent upon numbers of
returns received and a comparison for 2006 to 2007 is included with the PI returns
attached at Appendix C. At the time of producing this draft review there is no later
benchmarking data available and thus the comparison is based on 2006 to 2007.
Local contacts have also been set up with neighbouring local authorities such as and
private companies such as Jarvis Accommodation Services FM to enable targeting
benchmarking progress to be monitored.



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6.0 CHALLENGES AND OPPORTUNITIES

The asset portfolio is large, diverse in nature, includes large numbers of very low value
assets and includes 65 listed buildings with restrictions on use. The data summary
tables attached at Appendix E highlight these factors.

There are a number of specific challenges listed below for Torbay Council‟s assets that
arise from a combination of the Council‟s history, Community Plan and Corporate Plan
objectives, proposed changes to service delivery and the nature & condition of the
asset portfolio.


6.1            Regeneration and Housing

6.2            Suitability of Assets

6.3            Asset Rationalisation Project

6.4            Service Delivery Restructuring

6.5            Economic Development of Council Assets

6.6            Repair and Modernisation

6.7            Accessibility

6.8            Asbestos and water hygiene

6.9            Energy Management

6.10           Civic Hub

6.11           Data Management

6.12           Community and Shared Use




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6.1       Regeneration and Housing

Where we are now

We are in transition having identified significant issues and options, and about to
establish a new vehicle to deliver and co-ordinate regeneration and housing strategy.

Actions to date

         Preparation of Mayoral Vision (LDA Consultants)
         Preparation of Strategic Housing Land Availability Assessment (Baker
          Associates)
         Consultant briefs prepared for Strategic Transportation and Car Parking
          Assessments
         Consultant briefs prepared for High Rise Buildings Policy
         Project Initiation Document prepared to establish an Economic Development
          Company (as the preferred delivery vehicle for regeneration)

Where we need to be

         Joined up and able to promote inward investment / regeneration projects
         Working to a business plan which promotes greater economic and regeneration
          activity using the council‟s land bank e.g. Local Asset Backed Vehicles (LABV)
         Integrated Corporate and TDA teams delivering seamless joined up asset
          management
         Working together and with the private sector to deliver Mayoral Vision projects
          many of which involve Council
         Ensuring all investment in the Bay has regenerative benefits
         Ensuring maximum funding is secured from all possible public sector forms
         Promoting the new link road between Torquay and Penn Inn

Issues

         Considerable resources maybe required to deliver the stepped changes
          required
         Current state of the property market will delay progress on projects
         Public sector investment will be required to stimulate the market
         The LABV approach may provide opportunities to secure permissions and land
          assembly to create oven ready schemes for the next property market up cycle
          but it will require political support

Action Plan

Action                            Target       Responsibility    Current Status
                                  Date
         Business     plan   for April 09     CPO               King Sturge Report
          LABV                                                   commissioned
         Integrated    property April 09      CPO               Under    review –
          Teams                                                  Transformation
                                                                 Project




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Risks

        The Property Market
        Public Sector funding sources
        Human Resources – the right people for the right job
        Political support may waiver

Benefits

        A joined up regenerated Bay
        Improved economic prosperity for the Bay
        More affordable homes
        Improved Corporate property values by raising and improving the economic
         profile of the Bay




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6.2      Suitability of Assets

Where we are now

Torbay is a geographically diverse area with a highly transient population and limited
economic resources. A wide variety of public services need to be provided requiring a
wide variety of assets. The current asset portfolio was inherited from a number of
sources when the authority gained unitary status in 1998. Under these circumstances
maintaining suitable assets is extremely challenging and will remain a constantly
ongoing task.


Actions to date

The Council has raised the importance of the need to change the use of assets
through the CAMT process and the following actions have been implemented:

     Service Asset Management Plans have been developed for all services
     Opportunities for change of use are specifically considered cross service at CAMT
     A number of surplus assets have been disposed of or identified for disposal
     A review of assets with potential for affordable housing use has been carried out
     A comprehensive review of Cultural Services assets has been instigated
     Development of a five year rolling programme of condition surveys and a five year
      maintenance plan
     Suitability survey template established


Where we need to be

Torbay Council needs to develop the review of assets in a way that delivers:
 Assets that are all suited to the purpose for which they are used
 An effective means to constantly review and challenge the use of assets
 Disposal of assets that no longer have valid use or are not cost effective


Issues

     Completion of the Service Asset Management Plans and Suitability Surveys are
      essential to provide the background information required to develop a 5 year
      property plan and investment strategy. These will form the basis of a property
      review. The plans will be subject to a challenge process by CAMT
     There is now a data management system for FM and planned maintenance. The
      development and full utilisation of this programme will assist in rolling out a
      strategic review of the condition of the Council‟s assets
     The Disposal Programme is being progressed and a strategic programme is in
      place and has particular focus as a new entry in its own right as a challenge and
      opportunity
     The Action Plan particularly in regard to service asset management plans has
      become a much more comprehensive project than originally envisaged and
      interfaces with the Accommodation Review hence its completion target date has
      moved out


Action Plan


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Action                          Target         Responsibility   Current Status
                                Date
        Completion  of     all Ongoing        CPO        with 100% Achieved. To
         Service        Asset                  service heads   be reviewed yearly
         Management Plans                                      by all Services
        Complete   suitability end March      Service users / 60% Achieved. For
         surveys                2008           CPO             completion by March
                                                               2009
        Develop      and   fully    Ongoing   CPO             Ongoing
         utilise        Planned
         Maintenance data
        Maintain 5-year rolling     Ongoing   CPO / Project Achieved            and
         Maintenance                           Management    Ongoing
         Programme
        Maintain         rolling    Ongoing   CPO / Project Achieved            and
         programme              of             Management    Ongoing
         Condition Surveys
        Continue programme          Ongoing   Head        of Ongoing
         for asset disposal                    Estates/
                                               Procurement /
                                               CPO

Risk

There is a high risk that without these actions to deliver a more structured and
comprehensive approach opportunities for improvement and reduction in costs will be
missed.

Benefits

The proposed strategy will deliver:
 A coordinated planning process from front line service delivery to corporate
   decision making
 Clear identification of areas requiring priority action
 Improved data and information to enable informed decision making
 A clear plan for the improved use of assets for all services linked to Council and
   Community priorities
 Better identification of surplus assets and potential capital receipts for funding
   priority schemes
 A direct benefit to all the Community and Corporate Plan Key Objectives




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6.3      Asset Rationalisation Project

Where we are now

The further development of TOAD has produced significant levels of data that has
assisted in a comprehensive review of the Council„s Assets. This initially identified
circa 100 potential assets for disposal. These were all scored and reviewed for
planning, ownership and valuation issues in order to produce a matrix and disposal
programme and community consultation took place. In May 2008, a report went to
Cabinet on the 43 assets for rationalisation and it was agreed that 36 will be declared
surplus, 5 will be retained and the Council will invite community interest for the
possible transfer of 2 assets. Agents have been appointed to deliver the disposal
programme and work is progressing. This process needs to be ongoing to ensure an
annual review of further assets that can be sensibly disposed of where they are proven
to have no operational or financial justification to be retained.


Actions to date

The Council has developed a working group to deliver the objectives and the following
actions have been completed:

     Initial Identification of circa 100 Assets for review and possible disposal
     A Comprehensive Matrix Based Assessment of each asset to include legal,
      planning and valuation matters
     Consultation on the possible disposal list to all elected Members, Community
      Partnerships, Brixham Town Council and Members of Public
     Cabinet approval of 36 assets being declared surplus, 5 being retained and the
      invitation of community interest for the possible transfer of 2 assets
     The development and Cabinet approval of a Community Asset Transfer Policy
     The appointment of an agent to lead the disposal programme
     Press advertisements and notices erected on sites inviting Community
      organisations to confirm/make an initial expression of interest in any of the
      confirmed disposal list of properties
     Interface‟s being developed to consult with TDA re compliance and assisting in
      delivery of the Economic Development Strategy, Mayoral Vision, Affordable
      Housing and Community Uses


Where we need to be

Torbay Council needs to dispose of more non essential and poorly utilised assets to:
 Maintain efficiency
 To drive capital receipts
 To achieve wider regeneration objectives as appropriate
 Disposal of assets that no longer have valid use or are not cost effective


Issues

     The number of potential assets for disposal present some considerable challenges
      to ready them for disposal - this is an intensive and time consuming project
     The current state of the property market may delay progress on projects



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Action Plan

Action                               Target   Responsibility    Current Status
                                     Date
        Completion of Matrix end             CPO         with Completed
         Base Assessment of March             service heads
         assets currently identified 2008
         for disposal
        Prepare Programme for end            CPO               Completed
         Disposal                    March
                                     2008
        Regular review of assets Ongoing     CPO         with Ongoing
         for disposal                         service heads
        Provide Interface with Ongoing       CPO         with Ongoing
         Internal     Stakeholders            service heads
         such as TDA/Housing
        Prepare            Generic end       CPO         with Ongoing as disposals
         Disposal      Assessment March       service heads    progress
         procedure                   2008
        Review     all    received end       CPO,           New Target
         Community            Asset October   Community
         Transfer Requests           2008     Partnership
                                              Officer, Asset
                                              Panel Members
        Progress the   Disposal Ongoing      Agents,        New Target
         Programme                            Disposal
                                              Officer, CPO


Risks

    There is a high risk that without these actions and more resource to opportunities
     for driving value or delivering regeneration may be missed
    The Property Market


Benefits

The proposed strategy will deliver:
 A coordinated process of disposals and asset rationalisation
 Assets from which to drive capital receipts
 Assets that can help the economic and social regeneration of the Bay




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6.4      Service Delivery Restructuring

Where we are now

Torbay Council has undergone restructuring to meet modern requirements for delivery
of services. Specific areas of focus were the delivery of integrated services through a
new independent Adult Trust and an integrated Children‟s Service Directorate. New
challenges are the customer first programme, the continued development of
partnership working and the restructuring of the Council to a Commissioning model.
The use of assets needs to be reviewed and realigned on an ongoing basis to facilitate
rather than frustrate these changes. This also needs to be carefully considered in
particular relation to the Accommodation Review and Service Asset Management
Plans.

Actions to date

The Council has significantly raised the profile of the importance of assets in delivering
restructuring initiatives and the following actions have been implemented:

     Action planning has been reviewed and monitored regularly by CAMT
     Specific technical resource has been made available by CAMT
     All issues have been resolved and assets realigned to facilitate the establishment
      of the Trust
     Over 150 staff have been relocated over the last 12 months - less than the
      previous year
     A programme using Prince 2 Methodology is required to justify the business case
      for accommodation moves
     Service Heads need to identify the costs of accommodation reviews generally from
      their own budgets in all but the most exceptional cases

Where we need to be

Torbay Council needs to plan and implement service reorganisation in a way that
delivers:
 A clear business case to justify further accommodation moves
 An effective means to realign assets along with other resources
 Effective use of space

Issues

     Limited resources need to be targeted to priority areas
     That resources are suitably prioritised so not to conflict with the accommodation
      review

Action Plan

Action                                 Target    Responsibility         Current
                                       Date                             Status
        Ensure that any restructuring end March Service heads          Completed and
         plans are captured in the 2008                                 ongoing
         Service Asset Management
         Plans
        Future    moves      to    be Ongoing   Service heads          Achieved    and


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        supported by full Business                                    Ongoing
        Case
       Future   moves     to   be Ongoing            CAMT            Has        been
        minimised pending outcome                                     achieved and
        of Accommodation Review                                       is ongoing

Risks

    Many of the Council‟s administrative buildings are leased, some with lease
     renewals due shortly. Failure to secure new leases on acceptable terms or the
     identification of alternative accommodation will have an adverse impact on service
     delivery
    There is no surplus capacity in the current portfolio


Benefits

The proposed strategy will ensure:
 Co-ordinated approach to restructuring
 Clear identification of areas requiring priority action
 Focus on value for money
 Improved targeting of limited resources




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6.5      Economic Development of Council Assets

Where we are now

Torbay has limited economic resources and is heavily reliant on income from tourism.
Many assets have a direct role in developing growth and are used in a way that
supports that aim. Further focus is required on how assets can stimulate wider
economic activity.


Actions to Date

The Council has recognised the impact of assets on developing the economy and the
following actions have been implemented:
 The Torbay Development Agency has been established with a specific remit to
     create economic initiatives and develop tourism
 A development scheme to improve Torquay harbour side
 A regeneration scheme for Brixham town centre
 Incubator units have been provided in partnership with South Devon College
 Working with a Public Sector Partner, Surestart and Adult and Community
     Learning to establish a new library and advice hub at Paignton


Where we need to be

Torbay Council needs to develop the use of assets in a way that delivers:
 A high quality holiday environment
 Attractive growth and relocation opportunities for new and existing businesses
 Business opportunities for young local people to remain in Torbay
 Good working partnerships with community, voluntary and private sectors


Issues

     There is a need to continue linkages and communication particularly with TDA to
      ensure a coordinated approach to development opportunities
     A revenue budget to facilitate feasibility studies needs to be established
     Disposal process needs to be streamlined and co-ordinated with the economic
      development strategy




21
Action Plan
Action                        Target Date      Responsibility          Current
                                                                       Status
      Establish  regular Immediate            CPO / TDA               Achieved and
       dialogue  between                                               now         a
       TDA and CAM                                                     process that
                                                                       is ongoing
      Progress   Clennon July 2007            CPO / Estates           Scheme has
       Valley Scheme                                                   been
                                                                       progressed
                                                                       and        is
                                                                       ongoing
      Tender the Paignton November     CPO / TDA                      New Target
       Hub Project and     2008,  April
       commence works      2009


Risk

There is a high risk that without these actions the economy of Torbay will stagnate and
hinder delivery of the Council‟s Vision.


Benefits

The proposed strategy will deliver:
 Assets that benefit economic growth wherever possible
 Partnership approaches to regeneration and development schemes
 Additional receipts to fund Corporate objectives
 A direct benefit to the Community and Corporate Plan




22
6.6    Repair and Modernisation

Where we are now

Torbay Council has a significant and serious issue regarding the disrepair of assets in
common with many other local authorities. Backlog repairs totalling £40.2 million have
currently been identified of which £5.4 million are categorised as serious. It is
anticipated these figures are likely to increase with the implementation of an improved
condition survey programme. Expenditure on repairs totalled £1.3 million during 2007
to 2008 and the backlog will not be eradicated without additional activity. In excess of
£10 million of additional areas of capital expenditure have been identified. This is as a
result of the improved data collected and as a result of TOAD becoming more
comprehensive and areas such as piers, multi storey car parks and Rock Walk
amongst others have been further investigated. This is not necessarily new repairs but
repairs that have been outstanding for a long period of time and have now been
formally identified and assessed.

Action to date

The Council continues to implement a repair programme to address disrepair that has
succeeded in sustaining assets in a condition that has enabled continued service
delivery. The following actions have been implemented:
 Expenditure is prioritised through an assessment system managed by CAMT
 Delivery of the repair programme is monitored at the bi-monthly property CAMT
    meetings
 A rolling record of outstanding repairs is updated by condition surveys carried out
    by the Council‟s Framework Consultants. The data is kept within the Torbay Online
    Asset Database (TOAD) and is managed by CAMT
 The repair and maintenance budget and responsibility for expenditure has been
    centralised in the role of the Assistant Corporate Asset Manager
 A five year rolling Condition Survey programme has been developed and
    approved.
 A four+ year Repair and Maintenance programme has been developed. This is
    attached at Appendix H.

Where we need to be
Torbay Council needs to continue implementing repair programmes and developing
strategies to deliver:
 Year on year reduction in backlog repairs that will ultimately remedy the backlog
 Comprehensive and accurate data defining the current condition of all assets and
    data management to track all works
 A move to a 70:30 split between planned and reactive maintenance
 A move to life cycle costing and the development of a long term planned
    maintenance programme
 Maintenance of accurate risk registers
 In some instances there is no prospect of sufficient funding being made available
    to repair an asset. Solutions need to be developed linking to regeneration or asset
    rationalisation or private sector investment need to be considered, including the
    use of Prudential borrowing.

Issues
 Data management has been significantly improved and is a very useful and
    integral management tool in the effective management of R&M



23
    There needs to be a realistic appraisal of assets and the requirement for various
     risk assessments and surveys to ensure that limited resources are targeted in
     accordance with the Council‟s priorities as defined in the Corporate Plan
    A budget increase is required if there is to be any meaningful progress in reducing
     backlog repairs
    Significant issues have been identified with areas such as Multi Storey Car Parks,
     Rock Walk and piers amongst others


Action Plan

Action                            Target Date   Responsibility    Current Status
      Develop and fully          Ongoing       CPO               Ongoing
       Utilise       Planned
       Maintenance Data
      Maintain        rolling    Ongoing       CPO               Achieved         and
       programme            for                                   Ongoing
       Condition Surveys
      Maintain four+ year        Ongoing       CPO               Achieved         and
       rolling programme of                                       Ongoing
       prioritised R&M


Risk

There is a high risk that without these additional actions the current poor condition of
assets will continue to deteriorate and seriously impair service delivery.


Benefits

The proposed strategy will deliver:
 A continual improvement in the condition of assets and service delivery
 Improved data and understanding regarding the condition of assets
 Best value for money procurement of remedial works complying with procurement
   regulations
 Effective project management of major works
 A reduction in the fall in value of assets due to deterioration in condition
 A direct benefit to all the Community and Corporate Plan Key Objectives




24
6.7    Accessibility

Where we are now

Torbay Council has many assets that are old, unusual architecturally and in several
cases of listed status. This inevitably results in significant issues in complying with
modern standards of accessibility demand by DDA. Significant modifications and
adaptation of working practices may be required to overcome the inherent physical
drawbacks within the portfolio.


Actions to date

The Council has established a dedicated DDA Working Group under the management
of the CPO and the following actions have been implemented:
 A central budget for DDA activities has been identified under the direct control of
    CAMT
 A programme of access audits for all publicly accessible buildings is to be used to
    prioritise future work
 A service practices questionnaire has been issued to all services
 Permanent or portable hearing induction loops have been installed to all public
    receptions
 A new stair lift at Torquay Town Hall has been installed
 Signage improvements have been made at some corporate buildings
 The budget for 2008/2009 has been allocated based on a bid process
 Recent new accommodation projects and acquisitions have specifically required
    full DDA compliance in design


Where we need to be

Torbay Council needs to continue implementing the structured action plan to deliver:
 Optimum improvement in physical accessibility to buildings as defined by BVPI 156
   has been achieved at 50% of relevant buildings
 Opportunities to improve upon this will be factored as material consideration in the
   refurbishment and provision of new property through the Accommodation Review
 Service initiatives that improve accessibility by changes to working practices
 Community consultation to include disabled people‟s views within decision making




25
Action Plan

Action                           Target Date   Responsibility    Current Status
      Expand            DDA     Ongoing       CPO               Achieved     and
       inspections to cover                                      Ongoing
       all assets accessible
       to the public
      Allocate        budget    End    March CPO                New Target
       through a Funding         2009
       Bid      Process     in
       2009/2010
      Renew Capital Bid         Ongoing       CPO / CAMT        Target          is
       for funding works                                         Ongoing in order
       identified in Surveys                                     to   review    all
                                                                 funding sources
      Renew      Revenue Ongoing              CPO / CAMT        Target          is
       Bids    to   support                                      Ongoing
       Survey programme
      Develop alternative Ongoing             Service heads / Achieved        and
       service      delivery                   CPO             Ongoing
       where necessitated
       by           building
       impediments

Risk

There is a risk that without these continued actions buildings will fail to meet the
modern standards of accessibility demanded by DDA legislation.


Benefits

The proposed strategy will deliver:
 A continual improvement in accessibility to buildings
 Improved data and understanding regarding the accessibility of assets
 Clear lines of responsibility for remedial works
 Best value for money procurement of remedial works complying with procurement
   regulations
 Effective project management of major works




26
6.8    Asbestos/Water Hygiene

Where we are now

Torbay Council has many assets of an age, use and type of construction that results in
the presence of asbestos within their construction. A Corporate Policy for Asbestos
has been put in place in recognition of that and the need for effective data and control
to avoid health risks. The aim of providing up to date and maintainable asbestos
registers for all assets has been set and an implementation plan put in place. A draft
corporate policy on water hygiene has been prepared.


Actions to date

The Council has nominated a specific service team to take responsibility for asbestos
and the following actions have been implemented:
 A formal Asbestos Policy outlining roles, responsibilities and action plans has been
   ratified by the Council
 A post to provide specific contact point for asbestos has been established and filled
   with a candidate with the required level of technical expertise
 An external partnership asbestos consultant has been appointed to provide the
   required level of technical expertise for fully detailed survey work
 A survey programme has been commissioned
 Water Hygiene Draft Corporate Policy has been completed
 Asbestos Report and Water Hygiene Reports have been integrated and made
   available from TOAD
 Asbestos reports have been made available to Service Heads and explained to
   building managers


Where we need to be

Torbay Council needs to continue implementing the structured action plan to deliver:
 Awareness of and compliance with the Council‟s Asbestos Policy
 Asbestos reports and risk registers for all assets that are widely accessible through
   TOAD
 The development of Asbestos Management Plans to ensure effective monitoring
   processes that ensure health and safety compliance


Issues
 Continuing the ongoing annual Asbestos inspections are required




27
Action Plan

Action                          Target Date   Responsibility   Current Status
      Introduce    effective Immediate       TOAD             Achieved    and
       control            and                 Administrator / Ongoing
       monitoring to ensure                   Asbestos Officer
       Contractors         are
       aware of Asbestos
       issues
      Maintain        rolling Ongoing        CPO / Property Achieved        and
       programme             of               Services       Ongoing
       inspection


Risk

There is a high risk that without these actions health and safety regulations will be
breached resulting in health risks and the closure of assets.


Benefits

The proposed strategy will deliver:
 Improved data and understanding of assets
 Compliance with statutory requirements and duties of care
 Safe working environments for contractors carrying out works
 A direct benefit to the Community and Corporate Plan




28
6.9    Energy Management

Where we are now

Torbay Council expects to spend over £2.5 million on energy in the financial year
2008/2009. Effective energy management will reduce consumptions and lower
emissions, reducing costs to the tax payer. The Corporate Energy Management
Strategy strives to promote the use of energy and water in a way that positively assists
the Council to deliver the priorities from the Corporate Plan.


Actions to date
 The Council has recognised the matters of carbon management and associated
    topics with the production of the Corporate Energy Management Strategy.
 Short listed carbon reducing projects to be implemented.
 Sought funding, application currently being processed.
 New post of Carbon Reduction Officer has been filled (August 2008)



Where we need to be

Torbay Council needs to implement the structured action plan to deliver:
 Consumption reduction of 5% per annum
 Efficiency savings of £1,750,000 over 5 years
 Carbon emissions reduction of 20% over 5 years
 Purchase 10% genuine green electricity by 2010
 Identify and explain the objectives, importance and best practice processes of
   effective corporate energy management
 Identify the specific issues that currently affect Torbay Council‟s energy usage in
   buildings, street lighting and decorative lighting




29
Action Plan

Action                            Target Date      Responsibility   Current Status
      Reduce consumption         Ongoing          Corporate Energy Ongoing
       by 5% per annum                             Manager
      Deliver       efficiency   March 2013       Corporate Energy Ongoing
       savings               of                    Manager
       £1,750,000 over 5
       years
      Reduce           carbon    March 2013       Corporate     Energy Ongoing
       emissions by 20%                            Manager
       over 5 years
      Purchase            10%    2010             Corporate     Energy Ongoing
       genuine            green                    Manager
       electricity by 2010
      Identify and explain       Review           Corporate     Energy Ongoing
       the          objectives,   Yearly           Manager
       importance and best
       practice processes of
       effective        energy
       management
      Identify the specific      Review           Corporate     Energy Ongoing
       issues that currently      Yearly           Manager
       affect           Torbay
       Council‟s        energy
       usage in buildings,
       street lighting and
       decorative lighting

Risk

The activities that will deliver the year on year targets for the reduction of utilities costs
and carbon emissions are set out in the Carbon Management Plan and the Climate
Change Strategy. These can only be delivered with the cooperation of all the Council
staff, together with top down support and „buy in‟ from the Council management
structure.


Benefits

The strategy will deliver:
 Reduced energy consumption
 Lower emissions
 Reduced costs




30
6.10   Civic Hub

Where we are now

The geography of Torbay and the history of the authority have resulted in the
administrative estate for Torbay Council comprising 17 buildings. Seven are listed with
restrictions on use and many are adapted for office use and not fit for purpose. A large
number of sites are extremely inefficient and costly and require extensive facilities
management support. The Council has acknowledged that this situation should ideally
not continue. The Council would like to relocate to one central location under one roof
if possible to provide a better integrated service, to make efficiencies, improve
collective working, provide more cost effective buildings and help to regenerate a town
centre location.


Actions to date

The Council has initiated a review of administrative buildings and the following actions
have been implemented:
 Staff have been relocated to reflect organisational changes and improve the level
   of efficiency of existing buildings
 Action plans are in place to vacate the most unsuitable buildings
 Improved data capture processes are in place to monitor levels of cost
 A structured Facilities Management team has been created
 Rationalisation opportunities have been identified for evaluation
 Building requirements have been established for the next five year period
 Office Needs Assessment Report has been completed by Actium Consult
 Accommodation Review Strategy Report has been completed by GVA Grimley
 The Accommodation Review project has authority to proceed to the Full Business
   Justification stage
 Professional Team appointed to help provide the business case
 The full business case has been completed and the project can deliver £30m of
   savings over 25 years
 The project refurbishes the main Town Hall in Torquay and with the addition of a
   further office building will serve the office needs of the Council
 The project is also part of the Mayor‟s Vision and thus the project can deliver a
   catalytic effect of the Council leading from front and helping to prove an office
   market exists in the Bay
 The project will also change working practices for all staff and embrace modern
   working methods


Where we need to be

Torbay Council needs to develop a strategy that delivers:
 A commitment to a full business case expected in 2009
 A detailed planning permission for the refurbishment of the Town Hall in 2009
 A reduced number of administrative buildings that are fit for use and well managed
 Continued ease of access to services for residents of all parts of the Bay
 Reduced and sustainable future costs of providing Council infrastructure
 Embraces the Sustainability agenda and significantly reduces the carbon footprint
   of the Council and acts as an exemplar in the region



31
Action Plan

Action                          Target Date   Responsibility     Current Status
      Authority to proceed     June 2007     CPO                Achieved
       to full Business Case
      Review         Service   June 2007     CPO / CAMT / Achieved
       AMP‟s and develop                      Service heads
       5-year Property PlanRevised
                           Target Date –
                           March 2008
      Planning permission July 2009     CPO                     Being worked up
       for the Town Hall

      Submit Report for Feb 2009             CPO                Being worked Up
       Final Approval
      Prepare Phase 1   December             CPO                Report          to
                         2008                                    Cabinet/Council in
                                                                 October 2008

Risk

There is a high risk that without these actions costs of occupation will continue to
increase, initiatives to improve coordinated working will be frustrated and service
delivery will deteriorate.


Benefits

The proposed strategy will deliver:
 Administrative buildings that are more cost effective and fit for purpose
 A reduction in the duplication of cost of Council infrastructure
 A modern working environment that enhances service delivery
 Future flexibility to react efficiently to service delivery changes
 A direct benefit to all the Community and Corporate Plan Key Objectives




32
6.11     Data Management

Where we are now

Torbay Council has inherited assets from several sources during development to
unitary status in 1998 and has a large and diverse portfolio. Gathering consolidated
and maintainable data has therefore proved challenging and underpins progress in
many other areas. An option appraisal resulted in the development of the Torbay
Online Asset Database (TOAD) being chosen as the best solution. This is a long-term
and staged project addressing processes and IT development.

Actions to date

The Council has achieved significant progress in improving asset data systems and
the following actions have been implemented:
 The Torbay Online Asset Database has been developed into an online browser
    version
 The central register of assets has been reviewed and fully reclassified to reflect the
    Council‟s existing structures
 The asset holding of Cultural Services has been fully reviewed to enable assets
    records to be reconfigured for ease of use and completeness
 Modules providing valuation and condition data have been developed and linked to
    the TOAD central register
 Facilities for attaching CAD plans, Asbestos Reports, Water Hygiene Reports,
    location plans and photographs have been developed and linked to the TOAD
    central register
 Formal protocols have been established for the entry and update of existing
    categories of data
 An operators manual and training programme has been completed
 Additional data modules have been identified for development and scheduled
    within a yearly development programme
 A Letting module has been developed and linked to the TOAD register
 A DDA accessibility module has been developed and linked to the TOAD register
 An improved reporting module has been developed

Examples of TOAD data information screens are attached at Appendix F.

Where we need to be

Torbay Council needs to continue implementing the structured action plan to deliver:
 Asset data that is comprehensive, accurate, maintainable and easily accessible
 Asset data that can be readily realigned to changes in service delivery and
   partnering
 Effective processes for the updating of data
 Planned Maintenance software implementation
 Linkages to risk management software
 Better understanding how the Council‟s Assets Interface with the Sustainability
   Agenda

Issues

    There is still no linkage of Risk assessment survey data to TOAD




33
Action Plan

Action                       Target Date   Responsibility         Current Status
      Develop               Ongoing       CPO     /   Property   Achieved    and
       linkages                            Services / TOAD        project       is
       between TOAD                        Administrator / IT     Ongoing
       and           Risk
       Management
       software
      Complete              Ongoing       TOAD Administrator     Achieved    and
       Training manual                                            training      is
       and      establish                                         ongoing      as
       training                                                   Modules
       programme                                                  develop
      Develop               March 2008    TOAD Administrator     Achieved
       Improved
       Reporting
       Module
      Improve               March 2008    TOAD Administrator     Achieved
       Valuation
       Module           to
       adhere to CIPFA
       Guidance         in
       regard           to
       historical costs
      Develop             March 2008 – TOAD Administrator        Target date set
       Insurance           New Target                             to March 2009
       Module              Date = March
                           2009
      Develop Module Ongoing           TOAD                      Ongoing
       for Sustainability               Administrator/Energy
                                        Manager
      Continue         to Ongoing      TOAD Administrator        Ongoing
       update       and
       maintain      the
       asset data

Risk

There is a risk that without continuing these actions asset data will become inaccurate
and hard to access hindering effective analysis and decision making.


Benefits

The proposed strategy will deliver:
 Comprehensive asset data held at one source
 Ease of access to data for all relevant persons
 Asset data in a form that can be updated and maintained as a live and current
   record
 An enhanced ability to identify specific issues, excessive costs and inefficient use
 An enhanced ability to monitor and report performance
 A direct benefit to all the Community and Corporate Plan Key Objectives


34
6.12   Community and Shared Use

Where we are now

Torbay Council operates in partnership with many other organisations in delivering
services to Torbay. The need for providing integrated services to the community
results in shared use providing many advantages. Shared use also enhances the
opportunity to use diverse assets in more suitable ways. The need and desire to use
assets in a shared way will increase and provide opportunities for resolving other asset
issues.

The Quirk Review looked at the clear benefits to local groups owning or managing
community assets – such as community centres etc. The review is focused on how to
optimise the community benefit to publicly owned assets be considering options for
transfer of asset ownership and management to community groups. In response to the
Quirk Review the Cabinet approved the Community Asset Transfer Policy on 27 May
2008.


Actions to date

The Council is pursuing a number of specific shared use initiatives and has
implemented a number of actions as follows:
 The development of a joint community library and advice centre in Paignton in
   partnership with a Public Sector Partner and Adult and Community Learning
 Shared occupation of administrative buildings with the proposed Adult Trust
 Multi health and care teams located within Council and Health Trust properties
 Potential development of Torquay Station with TDA and Network Rail/Great
   Western Railway
 Invitation and engagement of other Agencies to participate in the accommodation
   review
 Primary Care Trust representation on CAMT
 Torbay has already been leasing assets to community based organisations for
   many years
 Invitations have been invited from Community Organisations to confirm/make an
   initial expression of interest in any of the confirmed disposal list of properties


Where we need to be

Torbay Council needs to develop and implement strategies that deliver:
 Increased numbers of shared facilities both in Council and other ownership
 Uses for existing Council assets that are better suited to purpose
 Closer partnership working relationships
 The identification of assets that can be offered to the community




35
Action Plan

Action                                Target Date         Responsibility  Current
                                                                          Status
        Pursue    Clennon    Valley Ongoing              CPO / Estates / Project is
         scheme                                           Planning        Ongoing
        Pursue Paignton Library and March 2007           Director        Project is
         Advice Hub                                       Finance / CPO / Ongoing
                                                          Estates
        Identify new opportunities Ongoing               Service heads / Achieved
         arising from Property &                          CAMT            and
         Service Review                                                   Ongoing
        CAMT to continue to monitor Ongoing              CAMT / Service Achieved
         all partnership initiatives                      heads           and
                                                                          Ongoing
        Identify assets for inclusion November 2007      CAMT         & Achieved
         in the Community Assets                          Funding Group
         Programme
        Review       all     received End     October    CPO,           New
         Community Asset Transfer 2008                    Community      Target
         requests as a result of the                      Partnership
         Asset Rationalisation Project                    Officer, Asset
                                                          Panel Members

Risk

There is a risk that without these continuing actions opportunities to maximise the
potential for shared use will not be delivered. There has to be balance between the
sale of assets for profit and transfer for social gain to benefit the community.


Benefits

The proposed strategy will deliver:
 Enhanced opportunities to identify and deliver shared use facilities
 Development of initiatives in line with Community and Corporate Objectives
 Additional resource to support local charities and organisations to effectively
   develop initiatives
 The transfer of assets to community organisations could see a reduction in the
   maintenance backlog
 In the cases where there are tight covenants on land or building it would be
   beneficial to transfer these to communities as the value of the land or buildings on
   the open market could be reduced due to the covenants.




36
Into The Future

The Strategy detailed above will be delivered and monitored by implementing the
specific action points detailed. Progress will be monitored and reported against each
activity and goal by CAMT and through regular reports to Elected Council Members.

Several of the goals and action points are aspirational and are not quick fix. It is
accepted therefore that the period of delivery may be long term and will inevitably be
influenced by an ongoing and realistic assessment of available resources. However,
the plan firmly defines the vision of how the Council will achieve a more effective use
of assets and sets a firm commitment to retain the goals and actions until all are
complete.

A number of achievements have been secured and into the future there are many
issues that are relevant to a successful Corporate Asset Management Plan. There are
at this review 3 areas of particular importance:

    Improved and more effective data collection and analysis through TOAD will lead
     to a better understanding of the Council‟s Assets and it is most likely that this will
     identify further areas of prospective capital expenditure

    Asset Rationalisation will have a significant impact on workload but also potentially
     generate additional capital receipts, which can be used in part to offset capital
     expenditure on assets. This will also help create opportunities to make
     regenerative changes to the built environment and help stimulate the market in
     helping to achieve the emerging Mayoral Vision
    The accommodation review should yield major change to the delivery and
     improvement of the delivery of services. This also has the potential to provide
     regenerative and sustainability measures to the benefit of the Council and wider
     community




37
     Appendix A

Capital Programme Management Board (CPMB) and Corporate
Asset Management Team Terms of Reference


CAPITAL PROGRAMME MANAGEMENT BOARD (CPMB)

Role and Responsibilities

The main roles and responsibilities of CPMB are
 To provide strategic direction to CAMT
 To act as an initial political sounding board for CAMT on corporate property
   initiatives
 To consider recommendations from CAMT and determine courses of action
   for submission to Executive and Council on asset management and capital
   investment

Meeting Programme

Meeting Composition
The composition of the meeting combines representatives from the elected
Council Members and Officers responsible for Corporate Policy and is currently
as follows:

Elected Council Member Representatives:
      The Mayor
      The Deputy Mayor
      Corporate Officer Representatives
      Executive Head Finance
      Chief Executive of the Torbay Development Agency
      Corporate Property Officer

The composition of the meeting may be varied dependent upon specific agenda
items.

Meeting Dates
Meetings will be arranged and held as required.

Agenda
An agenda will be circulated one week prior to each meeting.

Minutes
Minutes distributed to Group Members, Director‟s Management Team, Head of
Estates and CAMT




38
    CORPORATE ASSET MANAGEMENT TEAM (CAMT)

    Role and Responsibilities

    The remit and terms of reference for the Corporate Asset Management Team
    were defined within a Report to the Directors titled “Roles and Responsibilities
    for Corporate Asset Management and Property Issues” dated 27 th March 2001.
     Provide the strategic focus for dealing with accommodation and property
        issues within the Council and provide the route through which property
        issues are considered corporately
     Develop and refine the Council‟s Asset Management Plan, as required by
        Central Government, to “optimise the utilisation of assets in terms of service
        benefits and financial return”
     Develop the Council‟s Capital Strategy in consultation with services and
        recommend the allocation of capital resources within the capital programme
     Consider and recommend courses of action to Heads of Service, Directors
        or CPMB as appropriate
     Identify and make recommendations on proposed priorities for
        action/programme development
     Identify resources required to enable schemes or actions to be undertaken
     Identify and map property resources in Torbay and record suitability for
        function

    Meeting Programme

e   Corporate Asset Management Team will meet monthly with the agenda
    alternating each month between “Capital and Strategic Issues” and “Property
    Issues”.
    The subject matter and composition of each meeting are defined below.

    Capital and Strategic Issues Meeting

    Meeting Aims and Objectives
    The objective of the meeting is to provide a forum for the following:
     Feedback and discussion regarding staff accommodation issues
     Feedback and discussion regarding the Medium and Long Term Staff
       Accommodation Strategy
     Update and review of development of the Asset Management Plan
     Update and review of the current Capital Programme
     Update and review of existing and planned External Funding Bids

    Meeting Composition
    The composition of the meeting combines representatives from all Directorates
    and Officers responsible for Corporate Policy and is currently as follows:

    Corporate Representatives:
          Corporate Property Officer (Chairman)
          Executive Head Finance
          Head of Estates



    39
Directorate Representatives:
       People
       Environment
       Operational Support

Partnership Organisation Representatives:
      Torbay Care Trust

The composition of the meeting may be varied dependent upon specific agenda
items.

Meeting Dates
Meetings will be held on the third Monday of alternate months
Yearly meeting schedules will be circulated at the beginning of each calendar
year and reminders will be sent by way of circulation of the agenda.

Agenda
An agenda will be circulated one week prior to each meeting.
The standard agenda headings are defined below.
1.0 Office Accommodation
2.0 Development of AMP & Capital Strategy
3.0 Capital Programme

Minutes
Minutes distributed to Group Members, CPMB and Director‟s Management
Team

Property Meeting

Meeting Aims and Objectives
The objective of the meeting is to provide a forum for the following:
 Directorate representatives to raise initiatives and issues that have potential
   corporate property and asset implications or requirements
 Discuss the corporate implications relating to issues and initiatives that have
   been identified
 Determine and set next action points for the corporate asset input required
   to enable issues and initiatives that have been identified to be progressed
 Develop and agree final recommendations regarding the implementation of
   initiatives

Meeting Composition
The composition of the meeting combines representatives from all Directorates
and Officers responsible for Corporate Policy and is currently as follows:

Corporate Representatives:
       Corporate Property Officer (Chairman)
       Executive Head Finance
       Head of Estates
Directorate Representatives:
       People


40
      Environment
      Operational Support

Partnership Organisations:
      Torbay Care Trust

The composition of the meeting may be varied dependent upon specific agenda
items.

Meeting Dates
Meetings will be held on the third Monday of alternate months
Yearly meeting schedules will be circulated at the beginning of each calendar
year and reminders will be sent by way of circulation of the agenda.

Agenda
An agenda will be circulated one week prior to each meeting and will detail
specific assets or initiatives to be discussed. Requests to include such items
should be forwarded immediately to the Corporate Property Officer. A final
update agenda will be circulated if required.
The standard agenda headings are defined below together with the discussions
topics to be covered under each one.
1.0 Matters arising from previous minutes
2.0 Matters arising from CPMB, Executive, DMT or Directorate SMT‟s
3.0 Specific Asset/Property Issues
4.0 Disposal Schedule
5.0 Property Performance Indicators
6.0 Maintenance Program
7.0 Asbestos Register and Policy
8.0 DDA

Minutes
Minutes distributed to Group Members, CPMB and Director‟s Management
Team




41
Appendix B

              Service Asset Management Plan Template

1.0 Service Background and Outcomes

Brief bullet point summary outlining scope of services and key outcomes expected.

2.0 Predicted Service Delivery Changes

Brief bullet point summary confirming possible future changes to service delivery,
which are likely to have implications for service assets (acquisition, adaptation or
disposal), together with likely timescales.

3.0 Scope of Service AMP

Does this SAMP cover all assets under your Business Unit / Service? If not, please
confirm which ones and why not.

4.0 Identification of Current Property Portfolio

Provide a comprehensive list of current assets, responsible officers and asset
functions and users.

5.0 Identification of Property Surveys

Identify (where relevant) dates for the following surveys:
    Date of Condition Survey
    Date of DDA Survey (Public Access)
    Date of Water Hygiene Risk Assessment
    Date of Asbestos Survey

6.0 Identification of Property Portfolio Mismatch

Identify assets which might not be fit for purpose or ideal and score each for the
following:
      Wrong location
      Access
      Condition
      Suitability
      Size (Capacity – too big or too small)

7.0 Preferred Options & Action Plan

For each of the assets identified comment on the current position and what action if
any is required to implement any required changes.

8.0 Implement Audit and Review

Table of specific actions required to improve service delivery, the priority rating and
the date for review.



42
Appendix C

                             Key Asset Management Performance Indicator Analysis (Excluding Schools)
Indicator Description                   Category     2006/07      2007/08      2008/09    National   Comments
                                                     Out-turn     Out-turn      Target    Median
                                                                                         (2006/07)
PI1       % GIA that falls in each of   A              25%          35%         39%          9%      The numbers of poorer classified
          the Condition Categories (A   B              64%          63%         58%        65.5%     properties are anticipated to increase
          = Good, D = Bad)              C               9%          1%           3%         15%      as the condition survey programme
                                        D               1%          1%           0%         0.5%     becomes more comprehensive




PI2       Required Maintenance Cost Operational 1      22%          14%         10%         4%       It is anticipated that the figures will
          as a % in Levels 1-4 (1 = Operational 2      36%          36%         36%        40%       increase as a result of improvements in
          Urgent, 4 = Long Term)    Operational 3      25%          38%         27%        46%       data gathering and recording and the
                                    Operational 4      16%          12%         27%          nr      deteriorating condition of assets




PI3       Total Value of Backlog of  Category 1     £2,626,812    £3,900,004                nr       It is anticipated that the figures will
          Work (1 = Urgent, 4 = Long Category 2     £4,210,915   £10,235,347                         increase from improvements in data
          Term)                      Category 3     £2,931,620   £10,911,065                         gathering and recording and the
                                     Category 4     £1,924,380    £3,387,706                         deteriorating condition of assets.




43
Indicator Description                    2006/07    2007/08    2008/09   National    Comments
                                         Out-turn   Out-turn   Target     Median
                                                                         (2006/07)
PI4A      Repair & Maintenance            £3.23      £4.72                  nr
          spend per m2


PI4B      Energy cost per m2              £9.03      £4.42      £4.20     £8.56      From 2006/07 to 2007/08 the Gas and Electricity
                                                                                     prices decreased by around 33%.


PI4C      Water costs per m2              £4.12      £2.57      £2.44     £1.42      A major water leak was fixed end of 2006/07.



PI4D      CO2 emissions per m2 in          0.01       0.01      0.01       0.06
          tonnes


PI5       % of public buildings which     46%        50%        50%        73%       There is little prospect of exceeding our 2007/08
          are DDA compliant                                                          target of 50% given the nature of some of our
                                                                                     buildings and the limited budget available.


NOTES:        nr = no return available




44
Appendix D

                                                        Local Asset Performance Indicator Analysis
Indicator   Description                                   2006/07    2007/08    2008/09   2009/10   2010/11   Comments
                                                          Out-turn   Out-turn   Target    Target    Target
LPI1        % of portfolio by GIA where a suitability      60%        60%        100%      100%      100%     National Median = 73%.
            survey has been undertaken in the last 5
            years
LPI2        % of Service Asset Management Plans             57%       100%       100%      100%      100%
            completed

LPI3        % of properties for which a Condition           56%       82%        100%      100%      100%
            Survey has been completed in the last 5
            years

LPI4        % Asbestos Surveys completed                    68%       100%       100%      100%      100%     2008/09 – Decision was made to
                                                                                                              commission asbestos surveys on
                                                                                                              the leased assets.
LPI5        % Water Hygiene Plans in place                  51%       100%       100%      100%      100%




45
46
                                               Number of Assets




                               0
                                   100
                                         200
                                                    300
                                                             400
                                                                   500
                                                                         600
        Environment, Asset
          Management


     Environment, Harbour &
        Marine Services



       Environment, Leisure
                                                                               Appendix E




      Environment, Libraries
           & Museums


              Environment,
              Regeneration


      Environment, All Other
             Assets


            People, Parking
               Services


       People, Schools &
      Community Education


           People, All Other
               Assets



         PLUSS, All Assets
                                                                               Portfolio Summary - Number of Assets in each Category




      Torbay Care Trust, All
             Assets


          Non-Operational
         Assets, Investment

            Non-Operational
               Assets,
            Surplus/Vacant
                                          Backlog Maintenance Summary

                  16000000

                  14000000

                  12000000

                  10000000
     Totals (£)




                   8000000

                   6000000

                   4000000

                   2000000

                        0
                             Priority 1       Priority 2            Priority 3   Priority 4




47
ASSET VALUE BREAKDOWN (Valued above £10,000)

Asset Value Banding    Number of    %
                        Assets
over £500,001             68        14.8
£250,001 to £500,000      25         5.4
£100,001 to £250,000      80        17.4
£50,001 to £100,000      100        21.8
£25,001 to £50,000        88        19.2
£10,001 to £25,000        98        21.4
TOTAL                    459       100.0

                                                                                                 Asset Value Breakdown


                                                                  100


                                                                  80
                                               Number of Assets



                                                                  60


                                                                  40


                                                                  20


                                                                   0
                                                                        £500,001




                                                                                   £250,001 to




                                                                                                     £100,001 to




                                                                                                                   £50,001 to




                                                                                                                                £25,001 to




                                                                                                                                             £10,001 to
                                                                                                                    £100,000




                                                                                                                                 £50,000




                                                                                                                                              £25,000
                                                                                    £500,000




                                                                                                      £250,000
                                                                          over




48
Appendix F            Torbay Online Asset Database (TOAD)
Extracts

Core Asset Data Tab




Blocks Tab




49
Valuations Tab




Condition Survey Tab




50
APPENDIX G
                                                           Summary Property Strategy Action Plan (PSAP)
Ref   Objective         Key Action         Key                 Benefit/Outcome for         Lead Officers      Key               Target              Target Deadline Performance
                                           Change/Goal         Stakeholders                                   Resources                                             Monitoring

      Description of    Description of     Description of      Description of the          Description of     Description of    Description of Date deadline        Description of how
      the strategic     each specific      the specific        benefits that each action   the Officers       the key teams     the hard and for target             progress and
      objective that    action that        change or goal      will deliver to service     taking             upon which        measurable     delivery             performance will be
      is sought         will deliver the   that each action    delivery groups and         ownership of       delivery of       outputs that                        assessed for each
                        objective          should produce      residents of Torbay         delivery of each   each action is    each action                         action
                                                                                           action             dependent         must produce

      Suitable Assets   Development        All Business        Planned and more            CPO                CAMT, CPO,     Completion of            31 March 2009 Mid year and year end
      Aligned to        of formal          Units or Services   efficient use of assets                        AR and Service all SAMPs and                          review by CAMT. Regular
      Service           Service Asset      to have five year   producing improved                             Asset          development of                         reporting to Members
      Delivery          Management         plans for           service delivery                               Representative 5 year                                 Overview and Scrutiny
                        Plans              continued use of                                                   s              corporate plan.                        Panel. Delivery report
                                           assets                                                                            To be reviewed                         included in CAMP yearly
                                                                                                                             yearly.                                update
                        Implementation     Asset use           Planned and more            CPO                CAMT, CPO,     Completion of            31 March 2009 Mid year and year end
                        of Service         reviews             efficient use of assets                        AR and Service all surveys and                        review by CAMT. Regular
                        Asset              completed for all   producing improved                             Asset          development of                         reporting to Members
                        Suitability        services as part    service delivery                               Representative 5 year plan                            Overview and Scrutiny
                        Reviews            of SAMP process                                                    s                                                     Panel. Delivery report
                                                                                                                                                                    included in CAMP yearly
                                                                                                                                                                    update
                        Completion of      Increased DDA       Improved accessibility to   DDA working        CAMT, DDA         Completion of           31-Mar-2010 Bi-monthly monitoring of
                        audits for         compliance          the public                  group              working group     all audits within                   repair programme by
                        buildings with                                                                        and partnership   a five year                         CAMT. Mid year and year
                        public access                                                                         consultant        period                              end review by CAMT.
                                                                                                                                                                    Regular reporting to
                                                                                                                                                                    Members Overview and
                                                                                                                                                                    Scrutiny Panel. Delivery
                                                                                                                                                                    report included in CAMP
                                                                                                                                                                    yearly update
                        Implementation     Completion of       Improved accessibility to   DDA working        CAMT, DDA         Completion of               Ongoing Bi-monthly monitoring of
                        of specific DDA    identified          the public                  group              working group     projects within                     programme by CAMT.
                        improvement        physical                                                           and partnership   agreed                              Mid year and year end
                        works arising      improvement                                                        consultant        timescales                          review by CAMT.
                        from survey        projects                                                                                                                 Delivery report included
                        work                                                                                                                                        in CAMP yearly update



51
Ref   Objective        Key Action         Key                  Benefit/Outcome for         Lead Officers      Key               Target            Target Deadline Performance
                                          Change/Goal          Stakeholders                                   Resources                                           Monitoring

      Description of   Description of     Description of       Description of the          Description of     Description of    Description of Date deadline     Description of how
      the strategic    each specific      the specific         benefits that each action   the Officers       the key teams     the hard and for target          progress and
      objective that   action that        change or goal       will deliver to service     taking             upon which        measurable     delivery          performance will be
      is sought        will deliver the   that each action     delivery groups and         ownership of       delivery of       outputs that                     assessed for each
                       objective          should produce       residents of Torbay         delivery of each   each action is    each action                      action
                                                                                           action             dependent         must produce

      Effective        Implementation Reduction of             Improved service delivery CPO                  CAMT, CPO,        Delivery of 4+           Ongoing Bi-monthly monitoring of
      Repair and       of reorganised backlog                  from assets that are fit for                   Finance,          year rolling                     repair programme by
      Maintenance      R&M delivery maintenance                use and publicly                               Property          programme                        CAMT. Mid year and year
                       process                                 acceptable                                     Services Group,   and elimination                  end review by CAMT.
                                                                                                              Service Asset     of category D                    Regular reporting to
                                                                                                              Representative    and C1 works                     Members Overview and
                                                                                                              s                 within 5 years                   Scrutiny Panel. Delivery
                                                                                                                                                                 report included in CAMP
                                                                                                                                                                 yearly update
                       Implementation     All properties to    Improved understanding CPO                     CAMT, CPO,     100%                        Ongoing Bi-monthly monitoring of
                       of five yearly     have a condition     of condition and improved                      Finance,       completion rate                     repair programme by
                       rolling            survey within last   targeting of repair                            Property                                           CAMT. Mid year and year
                       programme of       five years           resources                                      Services Group                                     end review by CAMT.
                       condition                                                                                                                                 Regular reporting to
                       surveys                                                                                                                                   Members Overview and
                                                                                                                                                                 Scrutiny Panel. Delivery
                                                                                                                                                                 report included in CAMP
                                                                                                                                                                 yearly update
                       Roll out of        Improved FM          Improved efficiency and     FM Manager and CPO, FM and           Roll Out of              Ongoing Bi Monthly review by
                       planned            response times       potential cost savings.     CPO            IT                    better planned                   CAMT
                       maintenance        and data             Improved data                                                    maintenance
                       software           management           management



                       Rolling review     Establish a clear    Planned development of CPO & Head of           CAMT, Service     To be                    Ongoing Mid year and year end
                       of non service     policy for non       these assets will maximise Estates             Asset             undertaken                       review by CAMT.
                       investment         service              returns to fund Council                        Representative    annually and                     Periodic reporting to
                       assets             investment           Priorities                                     s                 actioned                         CPMB. Report included
                                          assets                                                                                accordingly                      in CAMP yearly update




52
Ref   Objective        Key Action         Key                 Benefit/Outcome for         Lead Officers      Key              Target            Target Deadline Performance
                                          Change/Goal         Stakeholders                                   Resources                                          Monitoring

      Description of   Description of     Description of      Description of the          Description of     Description of   Description of Date deadline       Description of how
      the strategic    each specific      the specific        benefits that each action   the Officers       the key teams    the hard and for target            progress and
      objective that   action that        change or goal      will deliver to service     taking             upon which       measurable     delivery            performance will be
      is sought        will deliver the   that each action    delivery groups and         ownership of       delivery of      outputs that                       assessed for each
                       objective          should produce      residents of Torbay         delivery of each   each action is   each action                        action
                                                                                          action             dependent        must produce

      Economic         Managed            Enhanced            Improved economic           TDA                Regeneration     Funding Bids           1-Dec-2010 Monitored at TDA Board
      Regeneration     workspace and      support for local   performance and                                                 prepared                          Meetings
                       business           Business with       increased survival rate for                                     project due for
                       incubation         particular          start up businesses                                             completion
                                          emphasis on the                                                                     subject
                                          needs of start up
                                          companies


                       Brixham            Improved fishing Improved economic              TDA                Regeneration     Funding Bids           1-Dec-2010 Monitored at TDA Board
                       regeneration       industry facilities performance                                                     prepared                          Meetings
                                          and                                                                                 project due for
                                          accommodation                                                                       completion
                                          for commercial                                                                      subject
                                          activities and
                                          tourism
                       Brixham Town New              Improved economic                    TDA                Regeneration    New facilities          1-Dec-2010 Monitored at TDA Board
                       Centre       supermarket and performance                                                              completed                          Meetings
                                    other commercial                                                                         subject to
                                    and residential                                                                          further
                                    accommodation                                                                            consideration
                                                                                                                             and integration
                                                                                                                             with the wider
                                                                                                                             regeneration of
                                                                                                                             Brixham
      Shared           Development        New centre built Improved and enhanced Director for                CAMT,           Business Case            April 2009 Bi-monthly monitoring of
      Partnership      of an advice       and occupied     provision of Community    Community and           Nominated       prepared.                           programme by CAMT.
      Use              facility in                         Advice Services to Torbay CPO                     Project Leader, Project has                         Mid year and year end
                       Paignton                                                                              Estates,        been tendered.                      review by CAMT. Report
                       including                                                                             Finance, Legal Works have                           included in CAMP yearly
                       Library and                                                                                           commenced                           update
                       transport hub



53
Ref   Objective         Key Action         Key                 Benefit/Outcome for         Lead Officers      Key              Target             Target Deadline Performance
                                           Change/Goal         Stakeholders                                   Resources                                           Monitoring

      Description of    Description of     Description of      Description of the          Description of     Description of   Description of Date deadline       Description of how
      the strategic     each specific      the specific        benefits that each action   the Officers       the key teams    the hard and for target            progress and
      objective that    action that        change or goal      will deliver to service     taking             upon which       measurable     delivery            performance will be
      is sought         will deliver the   that each action    delivery groups and         ownership of       delivery of      outputs that                       assessed for each
                        objective          should produce      residents of Torbay         delivery of each   each action is   each action                        action
                                                                                           action             dependent        must produce

      Integrated        Implementation     The disposal of     Rationalisation of Property CPO and Service    CAMT, CPO,       Identified sites          Ongoing Bi-monthly monitoring of
      Disposals         of an              appropriate         portfolio                   Heads              Estates          sold                              repair programme by
      Programme         accelerated        Council owned       Reduced maintenance                            Disposals                                          CAMT. Mid year and year
                        disposal           sites for           costs                                          Officer,                                           end review by CAMT.
                        programme          developments        Increased capital                              Planning                                           Regular reporting to
                                           including           programme                                      Service and                                        Members Overview and
                                           affordable          Increased access to                            Finance                                            Scrutiny Panel. Delivery
                                           housing             affordable housing                                                                                report included in CAMP
                                                                                                                                                                 yearly update
                        Review of non      Establish a clear   Planned development of CPO & Head of           CAMT, Service Five year                    Ongoing Mid year and year end
                        service            policy for non      these assets will maximise Estates             Asset          action plan in                      review by CAMT.
                        investment         service             returns to fund Council                        Representative place                               Periodic reporting to
                        assets             investment          Priorities                                     s                                                  CPMB. Report included
                                           assets                                                                                                                in CAMP yearly update

                        Completion of      Complete          Healthy and safe working CPO                     CAMT, Property Completion of               Ongoing Bi-monthly monitoring of
                        Asbestos           asbestos register environment and easy                             Services Group Asbestos                            repair programme by
                        Surveys            in place          delivery of improvement &                                       Surveys & re-                       CAMT. Mid year and year
                                                             development works                                               inspections                         end review by CAMT.
                                                                                                                                                                 Regular reporting to
                                                                                                                                                                 Members Overview and
                                                                                                                                                                 Scrutiny Panel. Delivery
                                                                                                                                                                 report included in CAMP
                                                                                                                                                                 yearly update

      Effective Use     Development Specific strategy Improved efficiency and              CPO                CAMT and         Report for final          Feb 2009 Bi-monthly monitoring by
      and               of long term and delivery     service delivery and cost                               Council          approval                           CAMT. Delivery report
      Rationalisation   office       options in place savings                                                 approval                                            included in CAMP yearly
      of                accommodatio                                                                                                                              update
      Administrative    n review
      Buildings




54
Ref   Objective        Key Action         Key                 Benefit/Outcome for         Lead Officers      Key              Target          Target Deadline    Performance
                                          Change/Goal         Stakeholders                                   Resources                                           Monitoring

      Description of   Description of     Description of      Description of the          Description of     Description of   Description of Date deadline for   Description of how
      the strategic    each specific      the specific        benefits that each action   the Officers       the key teams    the hard and target delivery       progress and
      objective that   action that        change or goal      will deliver to service     taking             upon which       measurable                         performance will be
      is sought        will deliver the   that each action    delivery groups and         ownership of       delivery of      outputs that                       assessed for each
                       objective          should produce      residents of Torbay         delivery of each   each action is   each action                        action
                                                                                          action             dependent        must produce

                       Development        Defined       Accurate information              Improved Data      CAMT, IT,        Protocols for           Initially Mid year and year end
                       of update          operating     available to enable               Management         Estates,         valuation and    Completed and review by CAMT. Regular
                       protocols for      processes in  informed and transparent                             Finance and      condition              use of is reporting to Members
                       live data                        decision making,
                                          place that can be                                                  Service Asset    module                 ongoing Overview and Scrutiny
                       modules            monitored and improved prioritisation and                          Representative   complete                          Panel. Delivery report
                                          audited       more effective action                                s                                                  included in CAMP yearly
                                                        planning                                                                                                update
                       Development Defined              Accurate information              Improved Data      CAMT, IT,      User Manual        Completed and Mid year and year end
                       of user manual operating and     available to enable               Management         Estates,       complete          updated as new review by CAMT. Regular
                                      user instructions informed and transparent                             Finance and                         modules are reporting to Members
                                      in place and      decision making,                                     Service Asset                         developed Overview and Scrutiny
                                      available to all  improved prioritisation and                          Representative                                     Panel. Delivery report
                                      officers          more effective action                                s                                                  included in CAMP yearly
                                                        planning                                                                                                update




55

				
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