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					                   REPORT TO CABINET MEMBER FOR RESOURCES

                                       13 JULY 2006

                 REPORT OF CORPORATE DIRECTOR OF RESOURCES


1.      CORPORATE ASSET MANAGEMENT PLAN UPDATE

1.1     Purpose of Report

        To provide an update on progress with the implementation and development of the
        2005/06 Corporate Asset Management Plan.

1.2     Background

1.2.1   The assessment of the effectiveness of the Councils‟ capital and asset management
        plans and processes forms an important part of the Audit Commission‟s
        Comprehensive Performance Assessment (CPA) framework.

1.2.2   The Audit Commission ranks Councils‟ performance at four levels and specifies a
        number of „must haves‟ that need to be present across a range of service headings if
        a Council‟s performance is to be ranked at Level 2 or above.

1.2.3   The need for Council‟s to have „an up to date asset management plan that details
        existing asset management arrangements and outcomes, and planned action to
        improve asset use‟ is one of eight asset management „must haves‟ that have to be in
        place if a Council is to achieve Level 2 performance in this service area. There are a
        further four „must haves‟ required to achieve Level 3 performance and three more to
        achieve Level 4 performance. All of the asset management „must have‟ requirements
        are shown in Appendix 1.

1.2.4   In July 2005 the Resources Cabinet endorsed the Corporate Asset Management
        Plan (AMP) which included the following:

             Government Policy and Statutory Requirements
             The Council‟s Strategic, Financial and Asset Management Planning
              Framework
             The Council‟s Corporate Asset Management Policy
             Corporate Organisational Arrangements
             Service Delivery and Property and Accommodation Developments
             The Council‟s Capital Programme
             The Council‟s Maintenance and Repairs Arrangements
             The Corporate Facilities and Asset Management Information Network
             The Council‟s Portfolio of Land and Property.
             Corporate Arrangements for the Ongoing Review of Land and Property
              Requirements
             Performance Monitoring and Measurement.
             2005/06 Asset Management Planning and Delivery Priorities




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1.3       Matters for Consideration

1.3.1     The main AMP initiatives and developments that have taken place over the last 12
          months are summarised below:

1.3.1.1           The Restructure of the Corporate Facilities and Asset Management Division

                  The restructuring proposals outlined in the June 2005 report to the Cabinet
                  Member for Resources have been implemented within agreed time-scales
                  and existing budgets, resulting in the creation of the following teams:

                         Strategic Land Services

                         Corporate Land and Property

                         Building Design and Property Services

                         Corporate Facilities and Asset Management Services

1.3.1.2           The Review and Development of the Council‟s Asset Management and
                  Capital Planning Arrangements

                  In October 2005 the Cabinet agreed to the continuation of the capital project
                  appraisal system into 2006/07. Service Directorates subsequently submitted
                  bids totalling £2.3m against the approved 2006/07 Single Capital Pot
                  Allocation of £0.874m.

                  As in previous years, all projects submitted had to clearly demonstrate that
                  they contributed towards at least one of the Council‟s Step Change
                  Improvement Priorities before being taken forward and scored against the
                  Community Strategy Themes. Weightings were applied to the themes
                  depending on their relative importance and the Asset Management Group
                  (AMG) reviewed all of the projects and the weighted scores to ensure
                  consistency and fairness of treatment. Following a further evaluation of the
                  submissions by the Corporate Management Team (CMT) the Cabinet was
                  asked to approve the allocations listed below and to use the remaining
                  balance of £0.214m to partially offset a shortfall of capital receipts required
                  to fund the Council‟s 3 Year Capital Programme.

                                                                           Proposed         Overall
                                          Project                          Allocation    Allocation
                                                                               £000's        £000's

                      Childrens Integrated Assessment Unit                        170           170

                      Long Stay Residential Care Home Re-provision                100           270

                      Improving Outcomes for Young People -
                                                                                   50           320
                      Replacement Minibuses

                      Waste Recycling – Green Waste Recycling Bins                315           635

                      Solihull Libraries People‟s Network                          25           660




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          In July and October 2005 and February 2006 the Cabinet received detailed
          monitoring reports on the progress of all capital projects approved in
          previous financial years under the capital project appraisal system. Cabinet
          will continue to be presented with regular progress monitoring reports on
          these schemes.

          Revised corporate capital programme monitoring arrangements, based on
          SPICE project management principles, were developed by the AMG and
          approved by the CMT in 2005/06. From 2006/07 all applications for capital
          funding over £0.100m will need to be made on a standard form which sets
          out the key milestones and/or trigger dates for each project. This
          information will be used by the Financial Strategy Team in conjunction with
          budget holders to produce quarterly capital monitoring reports for the CMT
          and Members and will enable more detailed information to be provided
          regarding the progress of the Councils key Capital projects.

1.3.1.3   The 2005/06 and 2006/07 Capital Accounts Position

          The Council‟s capital programme contains both a corporately funded
          programme and a self-funded programme each of which are financed partly
          by borrowing and partly from other sources such as Capital Receipts, Grants
          and Contributions from Revenue, Reserves and other sources. There is also
          a ring fencing of any capital programmes that are HRA related.

          The total spending on the capital programme, including HRA, for 2005/06
          was £67.135M (including accruals) compared with an approved budget of
          £75.060M, a variance of £7.925.M (10.6%). The full capital programme is
          analysed at Appendix 2.

          The approved corporately funded base capital programme for 2006/07
          stands at £19.294M, funded by £10.184M from borrowing and £9.110M from
          a combination of anticipated usable capital receipts and capital reserves. An
          additional £4.302M carried forward from the 2005/06 corporate capital
          programme gives a revised programme for 2006/07 of £23.596M. The
          proposed „Self Funded‟ Programme for 2006/07amounts to £20.097M, made
          up of £16.847M from the original base programme and the re-phasing of
          schemes totalling £3.250M from 2005/06.

          The funding of the 2006/07 planned corporate programme is largely
          dependent on anticipated levels of usable capital receipts being achieved. In
          the event of these not being achieved, it will be necessary to review all
          projects and reprioritise funding to ensure that expenditure does not exceed
          available resources within the financial year.

1.3.1.4   Major Land and Property Redevelopment Schemes

          The Council has continued its use its land and property assets to assist in
          the delivery of its policies. During 2005/06 progress was made on the
          following major development/disposal projects.

              The Regeneration of North Solihull

               In May 2005, the North Solihull Regeneration Partnership was formed,
               signalling the start of a 15 year regeneration project (one of the largest
               ever in the UK) to transform three wards in the north of the Borough.




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              Chelmsley Wood Town Centre

               Over the last twelve months arrangements have been put in place to
               provide alternative accommodation for Council and other tenants in the
               Chelmsley Wood shopping precinct to enable redevelopment works to
               start later this year. Agreement in principle has been reached with
               Advantage West Midlands over the part funding of the development
               proposals.

              Shirley Town Centre

               In April 2006 the Cabinet approved the submission of a planning
               application by the Councils Development Partner in accordance with
               the legal agreement relating to the Town Centre scheme.

              Leisure Proposals

               Significant progress was made in 2005/06 with the proposals to
               replace the Tudor Grange Leisure Centre and the refurbishment of the
               North Solihull Leisure Centre. In March 2006 the Cabinet approved the
               exchange of the legal agreement for the sale of land adjoining Tudor
               Grange Park to provide funding for the Leisure Partnership.

1.3.1.5   Corporate Accommodation Strategy

          The main developments in the last 12 months have been:

              Approximately £217k of non-cashable „Gershon‟ savings have been
               identified in 2005/06 as a result of the more efficient use of corporate
               accommodation.

              100 staff from the Education Welfare and Psychology Teams; Learning
               Support Services and the Governors Services transferred from the
               Woodlands Centre to refurbished accommodation in the Keepers
               Lodge Centre in the summer of 2005.

              Environmental Maintenance, Switchboard and Solihull Community
               Housing Contact Centre staff moved into the Council‟s new Contact
               Centre in the Birmingham Business Park in July 2005. Staff from the
               Revenues and Benefits and the Registrars Teams moved into the
               building later in the year.

              The Adult Social Care and Occupational Therapy Teams based at the
               Lowbrook Centre transferred to new purpose built accommodation in
               Crabtree Drive, Chelmsley Wood, together with clinical and other staff
               from the Solihull Primary Care Trust in October 2005.

              Discussions are taking place with Solihull Community Housing
               regarding the temporary relocation of Solihull Connect and SCH front
               line staff into shop unit accommodation within Chelmsley Wood Town
               Centre for the duration of the town centre redevelopment, which is due
               to start in the Autumn of 2006.

              Ongoing discussions are taking place with the Education and
               Childrens Service Management Team regarding the Directorate‟s
               medium and longer term accommodation requirements in the north of
               the borough, in anticipation of increased multidisciplinary working and
               changes in service delivery arrangements (i.e. extended schools and
               the development of village centres in North Solihull)
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              Arrangements are currently being made to provide for the continued
               use and occupation of various Council owned properties by Adult
               Social Services, as part of the Social Care Trust from the 1st October
               2006, on a leasehold and license basis..

1.3.1.6   Education Directorate Asset Management Developments 2005/06

          The recently created Asset, Capital and Facilities Team within the School
          Improvement Performance and Partnership Division is continuing to develop
          close relations with schools and gain an understanding of local needs,
          deliver agreed capital projects and help schools improve planning and co-
          ordination of school asset management. The administration of the Education
          capital programme and asset management responsibilities, having been in
          an extended period of uncertainty, is now much improved and is expected to
          develop into a highly proficient and professional service to the Council and
          Community. Consultation with schools on strategy and planning continues
          through the Schools Forum and some sub groups.

          Asset Management Plan (AMP) surveys of schools have been completed
          and the resulting data recently downloaded to the Department for Education
          and Skills (DfES) on Suitability and Condition (the latter in conjunction with
          the Corporate Property Services Team). Sufficiency data is due to be sent to
          the DfES in August. AMP data analysis is critical for informing an overview
          of various needs and is increasingly being shared with schools to assist in
          arriving at a consensual view of the priorities for capital spending.

          Significant progress has been made in the last twelve months with three
          major strands of development in North Solihull (excluding Marston Green
          and Castle Bromwich). Some 15 buildings costing over £5 million were
          completed in 2005/6 for use as Excellence in the Community or Children's
          Centres. Additionally, all schools are due to be replaced either through the
          £85 million Building Schools for the Future (BSF) or the £60 million
          Regeneration programmes.

          Secondary and Special Schools are in the 3 year BSF plan, which include
          ICT services. A new joint special school was completed in April 2005.

          The Regeneration of the Primary School estate has also commenced with
          the first school design being recently approved for Kingshurst, with
          anticipated opening date of September 2007.

          In liaison with In-Partnership and following wide consultation with schools,
          parents and the wider community a 7 year plan was developed last year and
          approved by Council, which involves the initial replacement of the existing
          15 primary schools in North Solihull with 10 new schools and the release of
          approximately 30 acres of land for development purposes

          Phase 2 of the South Solihull Secondary modernisation plan (£1 million) was
          agreed in 2005/06 and in some cases, schools added to their share of the
          previous £3 million Phase 1 plan. Most of these projects are now on site or
          nearing completion with capital expenditure on programme to meet August
          2006 targets. The Primary modernisation £3 million plan was agreed in the
          Autumn 2005 and is well underway with some small projects now complete
          whilst larger projects are being progressed.




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          In early 2006 a major fire at Light Hall School saw the Corporate and
          Education Facilities and Asset Management Teams at their best in working
          together with school staff to ensure that disruption and loss was minimised,
          and subsequently making arrangements for both temporary and permanent
          replacement accommodation.

1.3.1.7   Whole Life Costing of Assets

          A report on the estimated costs of maintaining all Council buildings, except
          schools, over the next ten years was presented to the Resources Cabinet
          Decision-Making Session in October 2005. It was noted that there was a
          shortfall of approximately £9.25m required to maintain the buildings in an
          acceptable condition over this period. Members agreed a 10 year financial
          strategy, utilising Prudential Borrowing, which enables the Council to fund
          this investment and is a key measure in preventing the deterioration of the
          Councils building asset base.

          In December 2005 the Overview and Scrutiny Board agreed a framework for
          the review of the Council‟s asset base, as outlined below:

              Schools - Surplus places are to be continually monitored and if they
               reach a certain level for a particular school this will automatically
               trigger a review of the use of the asset.

              North of the Borough – Buildings within the area defined by the North
               Solihull Regeneration agreement will be reviewed as part of the
               Neighbourhood and Business planning processes established as part
               of the agreement. Where surplus land or buildings are identified the
               Council will receive a capital receipt equivalent to the existing use
               value. This, together with any surplus residual value, will be used by
               the Partnership to fund its various regeneration activities.

              Strategic Properties – The Council owns a number of buildings and
               land for policy delivery and defensive strategic purposes. These assets
               are to be regularly reviewed by the Council‟s Strategic Land Section to
               confirm that they are still required for their original purpose or whether
               they could be put to an alternative use(s) that are consistent with the
               Council‟s aims and objectives.

              Other Properties – It was agreed that a detailed review of the
               remaining operational buildings in the south of the borough, as listed in
               Appendix 2, should be carried out, focussing initially on the buildings
               requiring the most capital and/or revenue investment

          Over the next twelve months a series of reports are to be presented to an
          OSMB sub group which will provide details of the current use of the above
          buildings and the current and future anticipated costs of operating and
          maintaining them for their present purposes. The reports will examine the
          potential for using the buildings for a different purpose(s) and where
          appropriate include an estimate of the potential capital receipts from the
          disposal of the buildings. The first group of buildings to be reviewed will be
          the Council‟s multi-storey and surface car parks




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1.3.1.8    Mechanical and Electrical and Building Services Partnering Arrangements

           A detailed specification of the Council‟s requirements has been prepared in
           the form of a Mechanical and Electrical Partnership Framework Document
           and tenders to carry out the works involved, in partnership with the Council,
           were invited in February 2006. The tenders are currently being evaluated
           and the preferred partner will be recommended to the Cabinet Member for
           Resources in July 2006. The award of the contract, which is due to
           commence in October 2006 and will be for an initial period of 7 years, with
           an option to extend for a further 3 years, will be subject to the approval of
           the Full Council.

           A large proportion of the Council‟s 10-year planned maintenance and repairs
           programme involves mechanical and electrical works that will be carried out
           through the partnering arrangement. The current annual spend on these
           works is approximately £1.3 million.

           The partnering arrangement will result in operational efficiencies through the
           streamlining and standardisation of work practices and processes and a
           reduction in administrative and management overheads.

1.3.1.9    Building Services Partnering Arrangements

           The recent replacement of the traditional „schedule of rates‟ charging
           arrangements with charges based on direct costs plus an agreed
           percentage for overheads and profit, within the existing Building Services
           Partnering Contract with Ian Williams (IW) Building and Property Services
           Ltd has simplified the charging arrangements and reduced administrative
           costs for the Council and IW. A reduction of approximately 10% in the
           existing overhead rates has been agreed with IW and a pain/gain
           mechanism has been introduced which results in IW absorbing any higher
           than anticipated job costs and any savings being shared between the
           Council, IW and clients on an agreed percentage basis.

           The existing partnering arrangement is due to end in June 2007. A Building
           Services Partnership Framework Document is currently being prepared and
           tenders for the partnering contract that will commence in July 2007 are to be
           invited in the autumn.

1.3.1.10   Maintenance and Repairs Service for Schools

           The Maintenance and Repairs Services Packages for schools were
           introduced in April 2005, and have worked successfully for the last 12
           months. The Property Services Manager‟s end of year progress report to the
           Schools Forum (Finance Work Group) in May 2006 was very well received.
           The main points to note from the report are:

           For the second year packages have been offered and accepted at the
           previous year‟s prices plus inflation. All schools have continued with the
           arrangements they originally signed up for in 2005. Cost savings resulting
           from the building services partnering arrangements referred to above and a
           reduction in the fees charged by the PST have enabled more obligatory
           works to be carried out within Package 1 (e.g. Portable Appliance Testing
           and Electrical test repairs).




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           In an attempt to work more closely with schools, a focus group has been set
           up which is well represented by site managers and bursars. The group is
           currently working on an action plan to meet the objectives identified by
           schools, in line with the requirements of the packages and to obtain the best
           value from the services available. A further report is to be taken to the
           Schools Forum in September 2006, to confirm progress with the action plan.

1.3.1.11   Legislative and Regulatory Requirements

                Water Hygiene Monitoring Arrangements

               The Council now have in place a fully comprehensive contract to deal
                with all aspects of water hygiene, to ensure that all Council properties
                comply with the „Control of Legionellosis Bacteria in Water Systems‟
                legislative requirements

               All properties, including schools, are included in the corporate contract.
                All sites are monitored on a monthly basis and any necessary remedial
                works are carried out as part of the contract. A rolling programme of
                risk assessment reviews and any necessary improvement works are
                carried out every 2 years. Details of inspections and any works carried
                out are recorded in logbooks kept at each site.

               The water hygiene policy is now in the process of being updated to
                take account of changing legislative requirements and working
                practices.

               Disability Discrimination Act Access to Public Buildings
                Requirements

               The designated Access Officer within the PST has continued to work
                with the Disabled People‟s Network and other voluntary groups to
                identify and address a range of property related disability access
                issues.

               All required DDA access audits have been completed and the results
                recorded on the Council‟s Asset Management database. All works
                identified in the surveys have been completed and at the end of
                2005/06 94% of all Council Buildings open to the public complied with
                the DDA access requirements. It is anticipated that the PST will be
                able to achieve the Council‟s BVPI target of 95% of all buildings with
                public access being compliant with the requirements of the legislation
                in 2006/07 and future years.

               Control of Asbestos

               The Control of Asbestos at Work Regulations 2002 came into force in
                May 2004, placing an explicit duty on the Council to manage any
                asbestos contained within any of our non-domestic premises.
                Consequently a formal management action plan was formulated and
                approved by the Council. A computerised record of the location and
                condition of materials likely to contain asbestos is maintained and
                updated by the Property Services Team.

               Surveys of all premises have been carried out to identify as far as
                practical asbestos containing materials and their condition.



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                The results have now been entered on to the Asset Management data
                 base, which also links to the Auto CAD drawings, to enable specific
                 locations to be pinpointed.

                An annual programme of inspections has been formulated to
                 continually check the condition, of any asbestos containing material
                 which was considered safe at the time of the initial survey and left in-
                 situ.

                A detailed register has been formulated and issued to each property.
                 This register is kept in a central location and gives advice and
                 information to any one proposing to undertake work at the property.

1.3.1.12   Energy Management

           A number of measures have been implemented to improve the energy
           management processes of the Council and an energy management action
           plan has been formulated in conjunction with the Council‟s internal audit
           section.

           The STARK energy monitoring and management system has been
           networked to allow greater access to property managers and to increase the
           size of the database. Arrangements have also been made to import utilities
           invoices details into STARK to enable PST staff to carry out detailed
           analyses of patterns of consumption and expenditure. Arrangements are
           also being made to install smart/intelligent utility metering at a number of
           sites to enable the prompt payment of invoices based on actual rather than
           estimated readings and to facilitate the day to day local and centralised
           monitoring of energy consumption.

           Essentially, STARK is a billing validation system. Tariff information for each
           utility supplier is set up within the database and monthly and quarterly billing
           information can then be entered manually or imported electronically into the
           system. The system has the ability to check the bill data against the pre set
           tariff information to identify any variance outside a user-defined pre set
           tolerance. Work is currently taking place to link the Stark System with the
           Council‟s Oracle Payments system to enable the automatic verification and
           payment of energy bills

           The Council currently buys green electricity i.e. energy from renewable
           sources, and this represents 11% of our buildings spend and 100% of our
           street lighting electricity. It is also an energy generator, as the electricity
           produced by the Coventry and Solihull Waste disposal incinerator is sold to
           the National Grid.

           Two „green energy‟ initiatives are currently being considered i.e. solar panel
           heating and wind turbines. A report on the potential benefits and costs
           involved is to be presented to the Council‟s CMT at the end of July 2006.




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1.1.3.13   Corporate Facilities and Asset Management Information Systems

           The key developments over the last 12 months have been:

               All of the Council‟s asset management and land and property
                computer systems have been matched to the National Land and
                Property Gazetteer (NLPG). This gives unique property reference
                numbers (UPRN‟s) and addresses to all property assets to enable the
                internal linking and collation of information and the exchange and
                verification of information with other public sector bodies and outside
                organisations. It also provides a precise geographical location for each
                property.

               The introduction of an updated computerised corporate estates
                management system (CAPS) for dealing with property ownership
                records, acquisitions, disposals and grant of leases and licences.

               Details of all leases and licences for all Council owned land and
                property have been put onto the CAPS system

               The AMG has agreed to a scoping exercise being carried out with the
                Land Registry to identify Council land holdings where the title of the
                asset is not registered with the Land Registry. Data from the Council‟s
                computerised land and property asset records systems will be
                compared electronically with the Land Registry‟s computerised records
                to identify the land holdings that need to be registered.

               The commencement of training programme for customers to access
                the Tribal Asset Management Database over the Internet. This gives
                property managers access to asset information about their property
                relating to condition, cost forecasts, floor plans, asbestos and DDA. It
                also facilitates electronic communication should the property manager
                wish to request information or record any alterations to a property.

           The main developments that are due to take place over the next 12 months
           are:

               The completion of a training programme to enable all existing
                customers to access the Tribal Asset Management Database by
                March 2007.

               The introduction of an application for viewing Academy, the repairs
                management database, over the intranet. This will enable customers
                to view the repairs and servicing orders that have been raised for their
                property over the previous 12 months and to verify the current position
                with each repair. The system is currently being tested and access will
                then be rolled out to all customers during the year. Further
                developments are to be made to the system to enable customers to
                access repair cost information.

               A significant programme of work is planned over the next twelve
                months to introduce automatic metering and monitoring at a number of
                Council properties to enable energy consumption to be more closely
                monitored and proactively managed. This will give detailed information
                on individual properties consumption of energy, including daily
                consumption levels. It is also planned to make this information
                accessible to individual property managers on the Internet to enable
                energy consumption to be proactively managed locally.

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                       Once voluntary registration of all of the Council‟s registered
                        landholdings is completed, ongoing developments to the Council‟s
                        Geographical Information System (GIS) will enable details of the
                        ownership of Council assets to be accessible to members of the public
                        from the Council‟s Internet site.

1.3.1.14           Performance Monitoring and Measurement

                   The AMG has approved a number of changes to the corporate asset
                   management data collection systems in order to provide a wider range of
                   annual property performance indicators required by the Association of Chief
                   Corporate Property Officers in Local Government (COPROP) and for
                   Comprehensive Performance Assessment (CPA) purposes. This replaces
                   the information previously submitted to the Office of the Deputy Prime
                   Minister on an annual basis.

                   The COPROP property performance indicators cover the following:

                       Condition and Required Maintenance

                       Environmental Property Issues – including energy costs/consumption;
                        water costs/consumption and CO2 emissions

                       Suitability Surveys

                       Building Accessibility Surveys

                       The 2005/06 performance indicators that are to be submitted to
                        COPROP at the end of July are attached as Appendix 3 to this report

1.3.2   The ongoing implementation and development of the Corporate Asset Management
        Plan in itself satisfies one of the CPA „Level 2 „must have‟ performance criteria. The
        above synopsis of the key asset management activities that have taken taking place
        across the Council within the framework of the plan highlights the achievement of all
        of the other Level 2 and Level 3 “must have” criteria and the significant progress that
        has been made towards achieving the Level 4 criteria, as referred to in Appendix 1.

1.3.3   A copy of the updated Corporate Asset Management Plan is available for inspection
        in the Members Lounge.

1.4     Financial and Human Resource Implications

        None as a direct consequence of this report

1.5     Equality and Diversity Implications

        There are no direct equality and diversity implications

1.6     Background Papers

        The RICS Guidelines on Asset Management in Local Authorities. March 2005

        The Audit Commission‟s Use of Resources Guidance for Councils. June 2005

        The 2005/06 Corporate Asset Management Plan




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FOR DECISION

The Cabinet Portfolio Holder for Resources is
asked to:

(i)    Note the progress with the ongoing implementation
       and development of the Corporate Asset
       Management Plan and receive another progress
       update report on the plan at the end of the financial
       year.




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                                                                                     Appendix 1

The Audit Commission’s Comprehensive Performance Assessment Criteria,
July 2006

Use of Resources

Financial Management - including how a Council manages its asset base.

Level 2 ‘Must Have’ Criteria

   The council has an up to date corporate capital strategy linked to its corporate objectives
    and medium-term financial strategy.

   The council has an up to date asset management plan that details existing asset
    management arrangements and outcomes, and planned action to improve corporate
    asset use.

   The council maintains an up to date asset register.

   The council has a designated corporate property function.

   The council‟s arrangements for reporting to members are sufficient to ensure that they
    fulfil their responsibility in relation to the council‟s land and buildings portfolio at both a
    strategic and service level.

   The council has an annual programme of planned maintenance based on a rolling
    programme of property surveys.

   The council has assessed the level of backlog maintenance.

   The council‟s capital programme gives priority to potential capital projects based on a
    formal, objective approval process.


Level 3 ‘Must Have’ Criteria

   A member has been allocated portfolio responsibility for the council‟s asset management

   Members are aware of the level of backlog maintenance and have approved a plan to
    address it as appropriate

   The council has developed a set of local performance measures in relation to assets that
    evaluate asset use in relation to corporate objectives

   The council makes investment and disposal decisions based on thorough option
    appraisal and whole life costing.


Level 4 ‘Must Have’ Criteria

   Performance measures and benchmarking are being used to describe and evaluate how
    the council‟s asset base contributes to the achievement of corporate and service
    objectives, including improvement priorities

   The results of performance measurement and benchmarking are communicated to
    stakeholders where relevant

   The council has developed an approach for the co-ordination of asset management
    information and its integration with relevant organisational financial information.

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posted:8/15/2011
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Description: Corporate Asset Network document sample