Strategic Asset Plan 2020 to 2025
Page contents
- Foreward
- Introduction
- Asset Management Policy 2020 to 2025
- Asset Management Strategy 2020 to 2025
- Asset Management Action Plans 2020 to 2025
Foreward
As Lead Member for Resources I am acutely aware of the way we use our property and its impact on the environment. As a Council, we have declared a climate change emergency with the aim of becoming carbon neutral before 2050 whilst continuing to do our best to support regeneration, deploying our assets in the most advantageous way to support growth for the benefit of the people of East Sussex.
Our One Council ambition remains strong. To achieve better accessibility to services, we take account of our staff and customers needs and we have exciting opportunities due to lease expiries coming up on some of our main operational buildings to review the places and spaces where we want to be.
Progress towards implementing the corporate landlord model continues in a measured way taking account of reducing budgets and changing work styles and practices. We will use our resources wisely continuing with our strategic commissioning policies and working closely with our partners in the districts and boroughs and the wider public estate.
On a general note, as this strategic asset plan demonstrates, we continue to challenge our own processes and assumptions to drive the best outcomes for our property estate. I welcome this new strategic asset plan and commend you to endorse it.
Introduction
Local authorities across the UK hold large property portfolios (assets made up of buildings and land) which have been acquired, gifted or inherited over many years.
East Sussex County Council is no different, owning or operating over 9,000 plots of land (including highways) and over 470 building assets. This totals at a gross internal floor area, around 717,000m2 - the same as about 100 football pitches.
To achieve our goals we want to use all our resources effectively, and efficiently, as possible and this includes our land and buildings. The Council has adopted this new strategic asset plan which comprises 3 separate parts as follows:
- an asset management policy
- an asset management strategy
- an asset management action plan
These are intended to be live documents to be refreshed over time. Accordingly, readers are advised to ensure that they have the most up to date versions and the parts are always read together to ensure that the correct context is understood.
The benefit of adopting such a structure is that many areas, relating to our approach to asset management, are likely to remain constant for several years (such as our asset management policy). In addition, the strategy is unlikely to change frequently but is likely to have a shorter life than our overall land and property policy objectives.
Supporting these 2 documents is an action plan. This ‘living document’ and will change more frequently as projects are delivered to manage our asset management programmes of work.
Asset Management Policy 2020 to 2025
Asset management objectives
The Council has published 8 asset management policies dealing with the way that it manages its property assets (acquisitions, leasing, compliance, maintenance, sustainable buildings, disposals, community asset transfer and carbon).
In addition, this section establishes the clear principles under which we will manage our assets base. It will remain in place for the next 5 years but be reviewed annually to ensure it is still relevant to what we are trying to achieve.
Objective 1
To plan and manage property as a corporate resource for the benefit of the people of the County of East Sussex, using land and buildings to support the Council’s priorities:
- driving sustainable economic growth
- keeping vulnerable people safe
- helping people help themselves
- making best use of resources
Objective 2
To provide the right places and spaces for the Council to deliver its services aligned to operating principles:
- strategic commissioning
- One Council: working as a single organisation
- strong partnership
Objective 3
To manage and maintain property effectively, efficiently and sustainably, optimising financial return and commercial opportunities from the rationalisation and disposal of land and buildings.
Objective 4
To use land and buildings to stimulate development and growth, together with supporting local business needs and encouraging new business to the area.
Objective 5
To promote partnership joint working where it will provide benefits for service delivery and in securing efficiencies.
Our Assets
Our Assets is our forward-looking programme, forming part of the overarching transformational programme structure.
The key drivers for the programme are:
- Closing the buildings we don’t need – operating efficiently within the office buildings that we need and disposing of the buildings we don’t require based on business and service-led strategic changes
- Addressing the essential maintenance needs of our remaining buildings – repairing mechanical and electrical (M&E) systems and prolonging their operational lifespan; addressing critical structural issues
- Complying with statutory regulations – ensuring that actions are taken to ensure that buildings are compliant with statutory obligations for fire, Legionella and asbestos
- Optimising income – protecting existing income streams from assets (such as the Civic Centre Car Park) and investing in buildings where additional income can be generated
- Acknowledging climate change and using less energy – improving energy efficiency in our offices and other buildings and reducing running costs
- Enabling more efficient team-working – working more flexibly within our buildings, through promotion of agile working, and providing modern fit-for-purpose workplaces
- One Public Estate – enabling public sector providers to collaborate on strategic planning and management of their land and buildings as a collective resource
- Serving our customers more efficiently – focusing on what our customers want and need, using better accessible and inclusive facilities to serve them
Actions and behaviours
In developing our asset management objectives, there are certain actions and behaviours that we need to adopt relating to our land and buildings. These are set out below, but not in any particular order of priority. It is accepted that there will be occasions where some of these elements may appear to be in conflict. The key challenge for the Council is to ensure that we maintain an appropriate balance between all of these elements as decisions around land and buildings are made.
Objective 1
To plan and manage property as a corporate resource for the benefit of the people of East Sussex:
- Recognition that property should be considered a corporate resource and therefore Property will offer guidance with decision-making on service provision matters.
- We will ensure effective balance between corporate and service priorities, showing an understanding of our frontline services.
- We will work to ensure that property information is accurate, current and comprehensive.
- Capital projects will be managed efficiently and effectively, and prioritised to support the Council’s priorities.
Objective 2
To provide the right places and spaces for the Council to deliver its services aligned to operating principles (strategic commissioning One Council and strong partnerships):
- We will work with services to ensure that property is suitable and sufficient for service delivery.
- We will work to ensure that property is flexible and planned to respond to future need.
- We will work to ensure that property is secure, safe to use and fulfilling current statutory requirements.
- We will work with districts, boroughs and other community organisations to optimise the use of assets where most beneficial.
- We will ensure that equalities are considered in the development of our asset plans, engaging and consulting with communities.
Objective 3
To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities from the rationalisation and disposal of land and buildings:
- We will ensure property is suitably managed and maintained within budget constraints.
- We will challenge the current use of assets and identify co-location opportunities, to include partners, resulting in rationalisation and disposal of our land and buildings where appropriate.
- We will seek efficiencies in occupancy and utilisation and continue to introduce new ways of working.
- We will challenge the cost of property activities to drive performance improvement.
- We will seek to optimise financial return and commercial opportunities.
- We will ensure that property is as sustainable as possible in design, construction, operation and maintenance.
- We will reduce energy and water consumption, and CO2 emissions, using renewable energy where appropriate, to achieve carbon neutrality by 2050.
- We will minimise waste through recycling.
Objective 4
To use land and buildings to stimulate development and growth, together with supporting local business needs and encouraging new business to the area:
- We will use key assets to stimulate and support regeneration and inward investment.
- We will utilise available funding for income generation and to create local employment and training opportunities.
- We will manage our commercial portfolio effectively, balancing regeneration needs, job creation and income generation.
- We will work with the districts and boroughs to identify a future supply of land, suitable for housing and employment needs.
Objective 5
To promote joint working where it will provide benefit for service delivery and in securing efficiencies:
- We will work with other agencies to promote co-location and joint service delivery.
- We will work to support the integration of health and social care partners based on understanding their target operating model.
- We will work closely with districts and boroughs to drive savings and find efficiencies by working together to share opportunities.
Asset Management Strategy 2020 to 2025
Our land and buildings
The Council portfolio comprises a wide range of assets within our current portfolio. It comprises offices, day centres, care facilities, public conveniences, leisure facilities, depots, schools, assets leased to community organisations and even some used to generate a commercial income.
The reasons for holding these assets will vary and, as a result, we may need to measure their performance and service delivery in different ways. Performance of each asset must therefore be linked to the strategic purpose for holding it. Assets deliver a mixture of front line services, indirect service provision, and support local communities. These assets must have a purpose and we constantly need to be challenging this.
The Council’s property portfolio extends to over 9,000 land and building assets, with a current total book value of over £800 million. This is the amount that is included within the authority’s accounts and, whilst is not the exact amount that we would receive if we sold all of our assets, it demonstrates what a considerable resource our land and buildings are, and why they need to be carefully managed.
Without careful management, there is potential to waste money by keeping buildings that are not fit for use or unnecessary.
All assets have a value and if they are no longer required we may sell them with a view to maximising regeneration and gross value added (GVA).
As the way we deliver services changes, our assets also need to change. We may need to invest in new assets to ensure we provide services fit for the future.
The Council has a duty to manage the risk and assess the impact of statutory regulations on its assets in relation to asbestos, accessibility, fixed wiring, Legionella, workplace and fire regulation compliance. To ensure that the asset portfolio is compliant with statutory requirements, regular inspection, review and certification of property is undertaken.
The Council continues to extend the corporate landlord model in both the maintenance and day-to-day running of its buildings to maximise value for money and minimise the risk of non-compliance. These processes also ensure that capital works are prioritised appropriately, based on evidence from building condition surveys, and in alignment with operational priorities of those services in occupation.
Additionally, our asset review process ensures that the future of those buildings not providing best value are reviewed appropriately before financial decisions are made on them. The Capital Board provides governance and assurance that money is spent appropriately in the right places.
The diagrams below provide an overview of our property estate by asset type, providing a total number for each type of asset.
Our money
East Sussex County Council has experienced significant funding reductions and we need to make careful choices in where we prioritise the money we spend. While in many cases budgets still remain connected to the service providers, we work closely with them to ensure that funds are spent in the most appropriate manner.
Our energy team, for example, have generated over £110,000 of savings for East Sussex and its associated partners, by ensuring correct billing and by promoting energy efficiency.
Despite these financial challenges, the Council is committed to supporting the County’s economic growth and encouraging job creation and investment through its capital programme. New development plays an important part in this and it is crucial to note that the Council’s capital investment attracts further inward investment. This helps the local economy to grow and thrive so that every pound invested by the authority generates a local economic and social benefit well in excess of this initial investment.
The maintenance budget is used to ensure that Council property is fit for purpose and meets current and future service needs.
Any improvements or enhancements must meet set criteria, aligned to the Chartered Institute of Public Finance and Accountancy (CIPFA) guidance of capitalisation of expenditure, extending the usable life of the asset and increasing the extent to which the asset can be used.
Commercial lease renewals and rent reviews are undertaken to maximise the income to the Council from the portfolio and protect the Council’s interest.
The Council operates a disposal programme, identifying asset rationalisation and releasing surplus assets in line with the objective to maximise economic and regeneration benefits and through joint working with partners.
Regeneration and development
The Council plays a prominent role as facilitator of regeneration and development in East Sussex. Current major property investments, within the medium term, include:
- £20m Growing Places Fund (GPF) capital loan funding from the South East Local Enterprise Partnership (SELEP) secured for various property and infrastructure developments across the county, with 3 new workspace developments delivered through Sea Change Sussex:
– Havelock Place-Priory Quarter
– Glovers House
– Pacific House - Local Growth Fund (LGF) capital grant funding from SELEP towards the development of commercial property, including High Weald House (£7m), Newhaven Eastside South Business Park (£1.6m) and Swallow Business Park (£1.4m), with the latter 2 having unlocked respectively £6m and £11m of private investment. And in March 2019 additional LGF monies were secured for both Bexhill Enterprise North Business Park (£1.9m) and Sidney Little Business Park (Hastings) of £500k again unlocking respectively a further £19m and £2m private investment.
- Eastbourne’s new Beacon Shopping Centre.
Our corporate landlord approach
The way we manage our assets is important. We continue to review how our land and buildings are managed as a corporate resource, that the right stakeholders are involved, and that decisions are made in the context of the Council’s priorities and objectives.
The concept of a corporate landlord approach is that the ownership of an asset, and the responsibility for its management and maintenance, is transferred from service areas into the corporate centre. The service area then becomes a corporate tenant and their priority is to plan and deliver their service to the best of their ability.
The corporate landlord’s responsibility extends to the acquisition, development and disposal of land and buildings. This involves asset planning, reviews, feasibility and option appraisal work to support the needs of all service areas, their current and evolving operating models but most importantly, making decisions based on overall corporate priorities.
The Council continues to extend its implementation of the corporate landlord model in the following areas:
- statutory compliance of buildings
- energy management
- management and commissioning of repairs and maintenance
- facilities management (in relation to cleaning, catering, security, caretaking and area facilities officers)
- estates and valuation services
- strategic asset management planning
- management of the Council’s investment property
Members’ involvement
We consult and keep our members informed of property matters that may impact on their local area. It is recognised that members add considerable value to these discussions because of their knowledge of the areas and the communities they represent. This ensures that our property strategies reflect the needs of the local populations to whom we provide services.
Our governance arrangements
There is a governance structure in place providing direction and transparency of the management of the Council’s estate as outlined by the diagram. The corporate property team provides the day-to-day expertise and support and manages key parts of the Council’s property estate such as corporate offices).
The services produce their own business and service delivery plans which include or require some property provision. Collectively these feed in to the Capital Board, chaired by the Chief Operating Officer. This Board sets strategy for the Council’s assets, receives reports on performance and key projects, and ensures progress is maintained and that resources are made available or prioritized appropriately. Finally the Board’s activities and decisions are reported to the corporate management team (CMT) at a corporate level.
Developing key links across service areas to inform property projects remains key.
Measuring our performance
To measure our assets effectively we need to know how they are performing. We use a number of key performance indicators to report on targets and the performance of certain aspects of the estate such as the running costs for the corporate office estate, carbon reduction and so forth.
The Council is replacing its current property asset management system, and as part of that project seeking to refresh not only the performance reporting capability but enabling a wider offer and experience for customers and enhanced communications.
These extended reports will support our ability to enhance and challenge:
- running costs for different types of building
- energy costs and efficiencies
- backlog maintenance
- helpdesk management (volumes of calls and requests)
- time taken to carry out repairs
- outstanding repairs by priority
- planned versus reactive spend
- management costs
Challenging our assets
Asset review is an embedded process, which means that we seek review all of our asset portfolio on a continuous rolling programme, aligned to information from core services. This ensures that only those assets that are needed are retained. The ultimate aim of asset review is to reduce cost, optimise utilisation, and identify assets that could be retained for use and or available for alternate investment. Those assets identified as surplus to requirements can be disposed of.
To do this, each asset is assessed using a step-by-step challenge and review process, ensuring every asset has been fundamentally tested against a common set of criteria.
Strategic purpose
- Why do we do this asset?
- Who is accountable for its performance?
- Is this financial or non-financial?
- How do we know it is fulfilling its purpose?
Opportunities and risks
- What are the opportunities for this asset?
- What are the barriers and constraints?
- Do we understand the risks?
- Is risk transfer an opportunity?
Performance appraisal
- What financial or non-financial outcomes are delivered?
- Can the non-financial outcomes be measured?
- What are the management costs?
- Any other invisible costs?
Option appraisal
- Balance of performance, opportunities and risks
- Options available
- What are the relative costs and benefits of these options?
- Do any options carry super risk?
Pre-implementation consultation
- Internal stakeholders
- External stakeholders
- Partners
Outcome
- Retained within portfolio
- Replaced
- Remodel and or reuse
- Dispose (sell or transfer)
Maintaining our assets
Maintenance and statutory liabilities are ever-increasing, with an annual spend of around £15 million. Our overall strategy is to ensure that the Council’s limited maintenance resources are prioritised to appropriate buildings, where the money is needed most.
We identify these priorities by conducting a rolling programme of condition surveys which aims to understand maintenance requirements over a period of 10 years, with aspirations to complete life cycle condition surveys on selected assets to cover a period of 25 years. This work enables a better-informed decision-making approach to maximise efficiencies by planning over a longer time horizon, instead of reacting to emergencies as they happen.
Our 4 key aims for building maintenance are:
- to ensure our buildings are safe and secure for the people who use them
- to allocate funding to projects that will achieve the maximum positive impact
- to achieve an efficient balance between planned and reactive maintenance work
- achieving maximum efficiencies in the way we procure and deliver building maintenance work
Working with partners
Local authorities and other public sector agencies continue to face unprecedented financial challenge. In order to meet these challenges, and both maintain and improve core public services, it is essential that agencies work together to share assets and property services, and leverage work to procure services and capital investment through combined buying power. In addition, working strategically with partners ensures we learn from our common experience and share best practice.
Strategic Property Asset Collaboration in East Sussex (SPACES) is a 10-year property collaboration programme (2013 to 2023) consisting of a wide range of public and voluntary sector partners working together to achieve a shared vision. It sits squarely within the “One Public Estate” agenda .
It aims to leverage and add value through a shared approach to asset management, to reduce costs, generate capital receipts by seeking opportunities to co-locate and collaborate whilst supporting locality-based and economic activity through property sharing and service alignment.
The County Council has seconded a programme manager to enable the coordination of activities and initiatives. SPACES targets to be achieved between the partner organisations are:
- £10 million reduction in revenue cost of property assets
- £30 million in capital receipts through the disposal of property
- reduction in carbon emissions by 10,000 tonnes
Engaging with our communities
Local people are often best placed to manage community facilities in their area. They already make extensive use of these assets and their local knowledge, and hands-on management, often results in lower overheads and better value-for-money. Community organisations also use volunteers and take great pride in their local area.
We have more than 200 properties leased or licenced to voluntary and community organisations, often at reduced or minimal rents, or preferential terms. We have also transferred buildings to local organisations who run them successfully for the benefit of their local communities. These arrangements range from short-term licences to long leases, and this process is known as ‘Community Asset Transfer’ (CAT).
The Council supports the principle for “meanwhile use” of assets for community benefit to unlock and use the resilience and commitment of local communities to help people help themselves.
Meanwhile uses can assist us to reduce management of risk and costs across any vacant or under utilized property. In addition, they can support maintenance issues and assist to ensure compliance with insurance policy matters. Also, vacant properties offer little to local economies and present a risk through vandalism.
Whatever the mechanism, we are fully committed to using our assets to form long-term partnerships with suitable community organisations to create stronger, more cohesive and more sustainable communities.
Supporting our service areas
In support of service areas across the Council and external partners, the strategy will enable and facilitate service transformation by maximising the use of assets across the public sector. Examples of these include:
Health and Social Care: The linking of Health and Social Care has resulted in the Council and public sector partners examining how these services are accessed and delivered, alongside the effectiveness of different facilities. We are looking at a more modern approach, providing us with opportunities to re-assess the use and occupation of associated property in alignment with asset rationalisation.
Youth Offending Team and Looked After Children Service: Relocation of the services from their existing premises into appropriate locations to release valuable assets for disposal.
Community associations – engagement: Engagement with community associations to support them in maintaining provision of activities at Council-owned centres. Dialogue has been maintained with community associations and we are looking at providing more flexible lease arrangements, certainty of occupation and restructuring Council charges, where we can, to community associations to address some of the issues raised.
Asset Management Action Plans 2020 to 2025
A. Strategic
A1. Review of investment strategy - including acquisitions, investments and disinvestments
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 31 March 2020 implement a strategy to provide a consistent approach to disposal of assets
- By 31 March 2021 to take forward identified commercial opportunities
Accountability
- Head of Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Develop Investment principles and strategy for the future of identified assets (concluded) |
| 2020 to 2021 | To take forward option appraisals on identified assets |
| 2021 to 2022 | To take forward option appraisals on identified assets |
A2. Review and development of corporate office strategy for core office buildings
Key asset management strategy objective
- To provide the right places and spaces to deliver services aligned to operating principles: strategic commissioning, One Council, strong partnerships
SMART objective
- By 31 July 2020 to have CMT approval on strategic actions for the corporate office estate for period 2020 to 2025
Accountability
- Corporate Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Engage with consultant to develop options appraisal for core buildings and alternative provision. Corporate Management Team (CMT) report delivered (concluded) |
| 2020 to 2021 |
Achieve Cabinet sign off to the delivery of new corporate offices and undertake key stakeholder workshops. Begin negotiations with landlords in Eastbourne and Hastings |
| 2021 to 2022 | Procure and programme for implementing approved office strategy. |
A3 Review and improve Community Asset Transfer Strategy (CAT)
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people of the East Sussex
SMART objective
- By 31 March 2020 modernise the current CAT Strategy
Accountability
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Review the existing CAT strategy (in consultation with community organisations) to streamline and improve the process |
| 2020 to 2021 | Embed CAT within investment strategy |
| 2021 to 2022 | - |
A4. Disposals strategy and programme management
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people of East Sussex
SMART objective
- Implement and embed a strategy to provide a consistent approach to disposal of assets and deliver annual receipt targets by each 31 March
Accountability
- Head of Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Develop a fit-for-purpose disposals strategy, implementing the performance and programme management arrangements to support it |
| 2020 to 2021 | Develop a corporate wide review of Directorate and service plans |
| 2021 to 2022 | - |
A5. Property asset management system (PAMS)
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- To have identified a preferred supplier for new PAMS and signed contracts by 29 September 2020
Accountability
- Corporate Property
- S151 Officer
*SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Develop business case and seek sign off by corporate management team (CMT) |
| 2020 to 2021 | Identify preferred supplier an engage on implementation programme and embed new processes in property team and other users, for example, schools and contractors |
| 2021 to 2022 | Switch off current Atrium system and rely solely on new PAMS |
A6. Review of performance regime (links to PAMS)
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 31 July 2020 agree a suite of asset performance metrics for presentation to Capital Board
Accountability
- Corporate Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | To agree new suite of asset performance metrics |
| 2020 to 2021 | Implement performance reporting on quarterly basis to Capital Board |
| 2021 to 2022 | - |
A7. Review contribution of assets to the economic development agenda
Key asset management strategy objective
- To use land and buildings to stimulate development and growth, together with supporting local business needs and encouraging new business to the area
SMART objective
- By 31 January 2020 formalise engagement with Economic Development in identifying how assets can influence and be a catalyst for change
Accountability
- Corporate Property
- Economic Development
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Identify key opportunities and formulate a route for dialogue and collaboration with Economic Development |
| 2020 to 2021 | Agree basis for joint working and governance of projects |
| 2021 to 2022 | - |
A8. Development of service property strategies and service level agreement
Key asset management strategy objective
- To manage and maintain property efficiently and sustainably
SMART objective
- By 30 June 2020 identify service requirements strategy for 1 to 3 years
Accountability
- Corporate Property
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 TO 2020 |
Undertake initial stakeholder engagement with assistant directors. Review governance |
| 2020 to 2021 | Prepare programme and support corporate asset management group model |
| 2021 to 2022 | - |
A9. Review forward plan of procurement activities to support the Property Service
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people of East Sussex
SMART objective
- By 30 September 2020 new PAMS will be fully operational, enabling access to live asset performance data
Accountability
- Corporate Property
- S151 Officer
- Orbis Procurement
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Prepare programme of support needed for , and aligned to, business plan with resourcing to support all strategic procurement activities |
| 2020 to 2021 | Manage programmes arising notably audit, Hard FM (hard facilities management) , PAMS |
| 2021 to 2022 | Manage programmes arising, notably consultants and contractor framework activities |
B. Operational
B1. Assets data and information systems integration
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 30 September 2020 new property asset management system (PAMS) will be fully operational, enabling access to live asset performance data
Accountability
- Corporate Property
- Capital Board
*SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | - |
| 2020 to 2021 |
Complete the data cleanse and validation of strategic asset management (SAM) assets data. Implement full reporting capability |
| 2021 to 2022 | Embed performance reports in quarterly reporting to Capital and Strategic Asset Board |
B2. Schools capital programme
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 31 March 2020 identify schemes, commission works and manage delivery of prioritised statutory and maintenance requirements for schools
Accountability
- Corporate Property
- Capital Board
- S151 Officer
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 |
Manage and report on 2019/20 schools capital programme. Prepare capital funding requests for 2020/21 programme |
| 2020 to 2021 |
Manage and report on 2020/21 schools capital programme. Prepare capital funding requests for 2021/22 programme |
| 2021 to 2022 |
Manage and report on 2021/22 schools capital programme. Prepare capital funding requests for 2022/23 programme (subject to academy conversion) |
B3. Statutory compliance function (cyclical maintenance, fire, asbestos, Legionella)
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 31 June 2020 ensure compliance with all building related statutory regulations and prepare planned programme of works
Accountability
- Corporate Property
- Capital Board
- Legal team
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 |
Recruitment of a dedicated fire safety officer in the Corporate Property Service structure. Ensure new PAMS incorporates all asset compliance data into a single source to support planned programme (aligned to B5) |
| 2020 to 2021 | Quarterly and monthly Statutory Compliance Programme report with exceptions alert |
| 2021 to 2022 | - |
B4. Commercial estate management
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, together with optimising financial return and commercial opportunities
SMART objective
- By 31 March 2021 maximise occupancy and income through timely lease renewals, rent reviews, service charges and management of debt, alongside a review of assets leased-in.
Accountability
- Corporate Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 |
Review leases (incl service charges) and rent reviews due in 2019/20. Work with tenants and Debt Management to reduce debt levels. Commence quarterly performance reporting of the Commercial Portfolio |
| 2020 to 2021 |
Review leases, service charges and rent reviews due in 2020/2. Identify investment and disinvestment to maximise income and reduce cost |
| 2021 to 2022 | Review leases (including service charges) and rent reviews due in 2021/22 |
B5. Asset life cycle condition
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people of East Sussex
SMART objective
- By 31 March 2021 complete Asset Lifecycle Condition Surveys for the retained corporate asset portfolio to enable targeted investment
Accountability
- Corporate Property
Note; SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 |
Identify the priority buildings that would benefit from Asset Lifecycle Condition Survey. Ascertain costs and identify funding |
| 2020 to 2021 | To continue further prioritisation of life cycle condition surveys |
| 2021 to 2022 | - |
B6. Review of property helpdesk process
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, optimising financial return and commercial opportunities
SMART objective
- By 31 March 2020 to review helpdesk processes with property asset management (PAMS) and modernising back office systems (MBOS) programmes
Accountability
- Corporate Property
- MBOS Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Ensure revised processes agreed and implemented and used by internal and external contractor |
| 2020 to 2021 | Implement new platform and mandate new processes for all users of helpdesk |
| 2021 to 2022 | - |
B7. Service leadership teams engagement
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people East Sussex
SMART objective
- By 31 March 2020 to embed engagement process through quarterly meetings with Corporate Property
Accountability
- Corporate Property
- S151 Officer
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Move towards transfer of budgets for core property services such as statutory compliance testing |
| 2020 to 2021 | Establish protocols and service level agreements to support implementation toward corporate landlord model and align to B8 |
| 2021 to 2022 | Complete transfer of all property budgets |
B8. Budget review
Key asset management strategy objective
- To manage and maintain property effectively, efficiently and sustainably, optimising financial return and commercial opportunities
SMART objective
- By 30 June 2020 to have completed a review of budgets for property across the Council
Accountability
- Corporate Property
- S151 Officer
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | To produce a plan for the disaggregation of property budgets and reallocation to central property budget(s) |
| 2020 to 2021 | Complete transfer of all property budgets |
| 2021 to 2022 | - |
C. Service improvement
C1. Corporate office moves
Key asset management strategy objective
- To provide the right places and spaces for the Council to deliver its service
SMART objective
- By June 2020 to produce plan of proposed office moves with budget and resource allocations agreed through Capital Board
Accountability
- Corporate Property
- Capital Board
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Process for agreeing to implement moves as part of a managed project |
| 2020 to 2021 | To have full plan agreed and communicated to stakeholders |
| 2021 to 2022 | To implement office moves against the plan |
C2. Corporate landlord advice to service departments
Key asset management strategy objective
- To plan and manage property as a corporate resource for the benefit of the people of East Sussex
SMART objective
- By March 2021 to implement monthly action report with recommendations for properties in service departments
Accountability
- Corporate Property
- S151 Officer
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | Transfer of budgets for statutory compliance |
| 2020 to 2021 | Support service requests aligned to B7 reviews |
| 2021 to 2022 | - |
C3. Economic development support
Key asset management strategy objective
- To use land and buildings to stimulate development growth, together with supporting local business needs and encouraging new business
SMART objective
- By March 2020 to have completed joint engagement sessions with district, borough and other public estate
Accountability
- Corporate Property
- Economic Development
Note: SMART= "specific, measurable, achievable, realistic and time-bound"
| Dates | Milestones |
|---|---|
| 2019 to 2020 | To agree programme of potential projects for regeneration and joint working |
| 2020 to 2021 | To implement phase 1 projects around joint occupation of premises |
| 2021 to 2022 | To implement phase 2 projects around joint occupation of premises |