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Shepway District Council – Asset Management Plan 2013 – 2018

SHEPWAY DISTRICT COUNCIL

ASSET MANAGEMENT PLAN

2013 – 2018

Prepared by:-

Colin Paine, Property & Engineering Manager February 2013

DRAFT


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CONTENTS

Page No.

1. Introduction 2 2. Property portfolio 4 3. Asset management principals 5 4. Corporate Property Strategy 2013 – 2018 6

5. Organisational arrangements 6 6. Financial arrangements 7 7. Programmed planned & reactive maintenance 7 8. Asset development project 9 9. Data management 10 10. Performance management 10 11. Consultation 10 12. New Ways of Working 11 13. Strategic and property projects 12

APPENDICES Appendix 1, Financial summary Appendix 2, Action Plan


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1. INTRODUCTION

1.1 Purpose The Asset Management Plan 2013 – 2018 (AMP) provides a strategic overview of

the council’s assets and the systems, the processes and policies in place or being progressed to manage and maintain them. It also provides a framework for challenging and reviewing the reasons for continuing to hold these assets for the 5 year AMP period.

The AMP 2013 – 2018 aligns the council’s asset base with its strategic objectives

and therefore ensures that its land and buildings are managed and maintained in the best interests of the council.

The AMP 2013 – 2018:

reflects current Government expectations (see 1.2 below); addresses the council’s strategic objectives; is consistent with budgetary provision in the council’s Medium Term

Financial Strategy (MTFS); considers the service needs as they evolve; achieves efficiencies through partnerships, investment and disposal; should be read in conjunction with the Corporate Property Strategy 2013 -

2018.

1.2 National position There is an increasingly important focus on the way that assets are managed in the public sector and Government interest is currently at a high level. There are a number of Government policies aimed at achieving efficiencies, transforming public services, giving communities more power (Localism Act 2011), improving infrastructure and addressing climate change. In February 2011, the Government published the report ‘Leaner and Greener: delivering effective estate management’. In November 2011, a follow up paper was produced entitled ‘Leaner and Greener II: putting buildings to work’. Both papers included recommendations as follows:

reducing space and incentivising efficient use of space; introducing flexible property solutions to meet changing needs; establishing central control in one department; co-operating with public and voluntary sector partners to identify matching

requirements; developing a strategy to align service delivery with property requirements; investing in asset management systems and capturing data that informs

decision making on the use of the estate; establishing the scope for joint service delivery; facilitating regeneration of the local community; co-operating with public and private sector partners;


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introducing programmes aimed at improving workplace productivity and workforce flexibility.

The Property Team aspires to these recommendations and aims to make progress against each of them over the 5 year period of the AMP.

1.3 The AMP 2013 – 2018, a 5 year plan for the district The principal objectives of the AMP 2013 – 2018 are as follows:

To identify all factors that influence the Corporate Property Strategy, in particular those related to the strategic objectives, service requirements, Government legislation and new ways of working; To provide members and senior management with a source of reference for

property related activities; To keep assets in a condition which helps improve the appearance of the

district; To provide adequate and appropriate accommodation for services, including

new ways of working; To meet the needs of the local community through providing parks and open

spaces, a swimming pool and entertainment facilities; To provide a financial return through its investment property portfolio and

sales of surplus assets; To develop new sources of income from assets, leading to greater

community involvement; To assist economic development and employment through provision of

incubator units and small industrial units; To facilitate regeneration through partnerships in developments such as

West Hythe Beach; To support a programmed, planned maintenance programme; To pursue new build housing development; To deliver strategic and property projects that benefit the community.

The Property Team will be working to achieve these objectives over the next 5 years.

1.4 Progress against the 2009 – 2012 AMP The principal achievements during the course of the AMP 2009 – 2012 are as follows:

Completion of asset condition surveys for programmed planned maintenance; Completion of backlog maintenance for car parks and toilets; Completion of pilot toilet projects at Dymchurch and Sandgate; Review of the Civic Centre office accommodation; Successful merger of the Property Team with the council’s Engineering

Team; Purchased car park at Forester’s Way and land at Dymchurch Seawall which

were previously leased thus reducing rental expenditure;


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Generated capital receipts of £590,000 and received £467,700 from the release of a covenant to land at Hawkinge required by property developers. Total capital receipts for this period were therefore £1,057,500. Flexibly procure gas and electricity for high usage assets; Installation of voltage optimiser at the Civic Centre generating 9-10%

reduction in power usage; Business rate appeals 2005 generated a £90k saving; Initiation of ‘property repair request’ process; Lease of Cheriton Road Sports Ground thus improving sports provision in

the district; Lease of Ross Depot to Veolia Environment.

Progress during 2009 – 2012 has been impacted by the economic downturn and

the council’s financial position in that it became increasingly difficult to achieve the objectives with the financial and staff resources available. The economic climate has impacted upon the council’s land and property assets particularly in terms of capital receipts.

2. PROPERTY PORTFOLIO

The council holds a varied portfolio of land and property assets and a review of the capital valuations of these assets is planned to be undertaken in 2013/14. The portfolio includes:

Civic offices, depots, one stop shops etc; Leisure facilities including an entertainments venue, swimming pool and

sports pitches; Parks, gardens and open spaces; Other operational facilities including car parks and public toilets; Industrial units; Coast protection structures; Non-operational land that may be suitable for development; Street lights (approximately 1,200)

A number of the council’s properties are listed structures and scheduled ancient

monuments e.g. the Leas Bandstand, Hythe Royal Military Canal and Martello Towers. These listed and scheduled structures are expensive to operate, maintain and improve. However, they are important district landmarks and attract a lot of interest and attention from the general public and various interested organisations.

There are a number of small heritage assets, for example memorials and

monuments. However, they have no operational use and are extremely unlikely to be of commercial interest. Nevertheless, they need to be safeguarded and maintained as they are important to the community and keeping them well-maintained helps the district’s appearance and enhances the council’s reputation.

The council also owns a number of industrial units. These units are generally let to

local businesses and organisations such as Romney Resource 2000 Ltd., providing a rental income.


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Income in the region of £500,000 in 2011/12 was achieved from the council’s land and property portfolio. It is important to keep the property assets under review in order to optimise the income either through rent reviews or restructuring/termination of leases. Opportunities to purchase land should also be considered where there is a proven benefit.

Being smarter and more proactive about energy management and the reduction of

associated emissions of greenhouse gasses has been a focus for the council in recent years.

3. ASSET MANAGEMENT PRINCIPALS

Asset management planning relies upon sound principals and it is important for the council to adhere to these over the 5 year term of the AMP. The principals are described in more detail below:

3.1 Suitability Using the information it has on its property portfolio, the council will ensure that services are supported by properties that are fit for purpose and fit to deliver the strategic objectives. Where appropriate, accommodation will be rationalised to suit new ways of working.

3.2 Maintenance and repair The council will maintain its property portfolio in a condition that is fit for purpose based upon current condition surveys. Maintenance budgets will be reviewed annually as part of the budget setting process and where possible will be aligned with condition survey estimates. Expenditure will be focused upon areas of greatest priority and in particular where public health and safety could be compromised.

3.3 Risk management Critical risks related to the delivery of the property service and property related projects will be controlled in accordance with the council’s Risk Management Policy and where appropriate, risk management logs will be produced.

3.4 Corporate decision making Decisions on property matters outside of the day to day work related issues will be referred to the relevant Cabinet Member via the Head of Service.

3.5 Consultation Whenever property related projects are planned, stakeholders will be consulted at an early stage to ensure that (where possible) their reasonable requirements are met. Service users will be consulted on their satisfaction of the service provided in accordance with an approved schedule. Where the level of satisfaction falls short of the targets set, an improvement plan will be implemented.


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3.6 Integrated project management The principals of good project management will be integrated within all property projects that involve acquisition, disposal, leasing, licensing or development of land. This is to ensure that issues relating to cost, timing and viability of the project are taken into account at the earliest possible stage. Major property related and strategic projects will be supported by a rigorous appraisal of alternative options including whole life costing, sustainability issues and energy efficiency.

3.7 Alignment of property portfolio and service planning Account of the asset management process will be taken when determining the development of the annual service plan for property and there will be strong links between the two documents.

3.8 Collaboration with Economic Development to facilitate regeneration The Property Team will work closely with the Economic Development Team to ensure that assets are used in an appropriate way which will support and stimulate regeneration in a way that is consistent with the council’s strategic objectives.

4. CORPORATE PROPERTY STRATEGY 2013 – 2018 The main drivers for developing an effective Corporate Property Strategy for the next 5 years are:

the council’s Corporate Plan 2012 – 2017 (in particular the strategic objectives); service requirements (including the Property Service service plan); developing working practices (the ways of working project) and Government policy and legislation.

The 5 key themes within the Corporate Property Strategy 2013 – 2018 have been selected accordingly and are as follows:

Delivering projects that regenerate; Providing value for money; Effective estate management; Maintaining corporate property; Supporting the council’s strategic objectives.

The Corporate Property Strategy 2013 – 2018 should be read in conjunction with this document.

5. ORGANISATIONAL ARRANGEMENTS

It is essential that appropriate resources are allocated and suitable processes are adopted to ensure that asset management is carried out in an efficient manner. This section summarises the organisational arrangements that are in place to support asset management planning. Some of the processes are likely to


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change through ‘business process engineering’ as part of the new ways of working programme. The principal staff resource is employed within a Property and Engineering Team in the Planning Services area, supported by a newly created Business Support Unit. The council has a nominated Cabinet Member who has specific responsibility for corporate asset management and as such receives regular briefings from the Head of Service and the Property and Engineering Manager. The main service links are with Finance, where property related expenditure and income, including projected capital receipts, are fed into the MTFS, Economic Regeneration, where plans are formulated that will stimulate regeneration and with Strategic Projects, where new developments are only taken forward that are backed by robust decision making and sound business planning. The AMP 2013 – 2018 will be reviewed on an annual basis with a view to incorporating policy changes, efficiency reviews, service planning, project development and the ways of working programme as the phases ‘go live’ (are implemented).

6. FINANCIAL ARRANGEMENTS The MTFS provides the framework in which the annual five year budget strategy is

compiled.

The revenue and capital planning processes are carried out separately but in parallel. By running the two in parallel, the council can ensure that the capital and revenue planning processes are integrated and that the revenue consequences of capital schemes are incorporated into the revenue budget.

As part of the council’s financial monitoring processes, each capital scheme and revenue cost centre is allocated to a named budget holder who is responsible for ensuring compliance with the council’s financial framework and in particular the council’s budget monitoring arrangements through the ‘collaborative planning’ process. Cabinet receives a quarterly financial monitoring report highlighting major variations from budget enabling corrective action where necessary to be taken.

When additional financial resources are required to deliver projects that are not planned and have no budget, growth bids backed by sound business plans will be submitted. Full Council is required to approve new capital and revenue growth bids submitted as part of the annual budget process. Full Council is also required to approve changes to the overall capital programme.

7. PROGRAMMED PLANNED & REACTIVE MAINTENANCE

There is always a backlog of repairs and maintenance for the council’s property assets which tends to reflect their age, heavy public use and a history of lack of investment in the past.


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The council wishes to alleviate its backlog through programmed planned maintenance. However this work has to be undertaken within the limitations of resources (financial and staff). The council will endeavour to mitigate the maintenance backlog liability over a period of time by:

Carrying out condition surveys and prioritising works accordingly; Priority 1 works being prioritised and addressed during the 5 year term of

this AMP; Remedial action to address Priorities 2 and 3 will be reviewed and monitored

as part of a rolling programme of condition surveys; Careful consideration of the renewal of leases before entering into new

agreements, to ensure value for money is achieved and repairing liabilities are minimised, taking into account any legal conditions and restraints;

Encouraging the transferring of assets to community groups for use for specific community functions;

Investigating partnerships with appropriate bodies such as Kent County Council, Town and Parish Councils and other partners to determine whether associated maintenance and running costs of assets could be shared;

Capital and revenue investment that improving the usage and life expectancy of the asset may positively contribute to the maintenance backlog figure as the works may remove the need for revenue maintenance;

Making best use of assets and ensuring that they are fit for purpose to deliver services in the most efficient manner. Surveys will be carried out to identify any assets that are not performing and contributing to the council’s strategic objectives and are not cost effective to maintain. Inappropriate assets will be considered for disposal.

The following table shows the value of the most recent condition surveys in 2010:

Priority Rating 1 2 3

2010/11 value (£) 104,330 711,890 178,895

Between 2010 and 2012, the council carried out a high level of backlog repairs which included £50k allocated for toilet refurbishments This has enabled the council to reduce its level of backlog repairs as follows:-

Remaining value of works:-

Priority Rating 1 2 3

Value (£) 5,645 453,220 86,485

The original programmed planned maintenance budget for 2012/13 was £102,500 and a schedule of works was approved for this year. The total value of works proposed is now £96,840 (refer to Appendix 1- Financial Summary) and the budget has been revised to reflect this.

Having cleared the backlog of car park maintenance from 2009, it is proposed to

carry out annual surveys from 2013 in order to identify maintenance requirements and inform the budget process on a more regular basis. Infrastructure surveys will also be carried out in the Autumn 2013 and repeated on a rolling three year programme.


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An annual programmed planned maintenance schedule will be compiled on a 3 year rolling programme based upon the data collected from these surveys and a report will be prepared annually for approval by the relevant Cabinet Member. The BIMs database utilising the asset survey information for each property is used to identify the cost on an asset by asset basis. This information will assist in determining options appraisals in terms of future investment and disposal decisions. The programmed planned maintenance programme is funded from revenue resources and is prioritised according to the most urgent works. In addition to the programmed planned maintenance budgets, the council has significant budgets for reactive and structured property maintenance agreements. The original estimate (budget) for property maintenance in 2013/14 is £299,180 (refer to Appendix 1 – Financial Summary)

8. ASSET DEVELOPMENT PROJECT (ADP) The council endeavours to focus on the condition and management of its assets as

a basis for considering investment decisions across the district. The aim is to maximise value from assets through:

Disposing of assets no longer required for service delivery; Improving the management and utilisation of retained assets; Basing future investment decisions on a more complete assessment of the

condition and performance of the existing asset base; To maximise the value of its non-operational land through the ADP;

ADP Phase 1 was completed in 2008 and generated £1,580,000 in capital receipts,

50% of which was ring-fenced for investment in new asset development projects. ADP Phase II disposals are forecast to generate capital receipts of £495,000 (refer to Appendix 1 – Financial Summary).

The third phase ADP sites will be taken forward following the site feasibility work carried out on potential new-build housing sites which is due to be completed by April 2013. The aims and objectives of the ADP are to realise capital receipts for assets that

are not achieving value for money or contributing to service delivery, to re-invest 50% of the capital in assets that will generate revenue for the council, appreciate in value and contribute to improving service delivery to the public. To enable the council to properly consider any acquisition, it is important that appropriate procedures are followed. The 2008 – 2011 Property Strategy included a Land and Property Disposals and Acquisitions Policy and in December 2009, a Protocol for Investment of ADP Funds was approved by the council’s Management Team These documents are to be reviewed and updated in the first year of this AMP (refer to Appendix 2 – Action Plan).


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9. DATA MANAGEMENT The council’s asset data is recorded and managed with the DeCal Building

Information Management System (BIMS). The Asset Management Officer is responsible for ensuring that this system is used to record and maintain basic core data for all of the council’s corporate property assets.

The computerised system is structured to allow seamless integration between property levels, data areas and graphical applications. BIMS allows for the creation, manipulation and analysis of property records.

The BIMS has many functions. It is currently used to monitor, record and manage the following processes:

the asset register; placing of works orders; processing invoices; recording rent reviews; recording licence/lease renewals; recording planned and reactive maintenance works; asbestos register; contractors information; capital valuations; condition surveys; acquisition and disposal records; business rates; cyclical and contract works; commitment accounting..

As outlined in 7 above, a regular programme of condition surveys is proposed on a

rolling three yearly basis, the next being due in Autumn 2013 . These surveys form the basis of good sound data, which can be reported on, linked to and support performance monitoring. The surveys also support the continuing move towards greater planned maintenance with less reactive maintenance.

10. PERFORMANCE MANAGEMENT Planning Services, including the Property Team produces an annual service plan, which outlines the priority outcomes of the service area. These are linked to the council’s strategic objectives to ensure that services remained focussed on achieving what is most important to the council. Progress and performance against the action plan contained within the service plan is monitored by the Head of Service in conjunction with the relevant Cabinet Member on an approximately monthly basis to ensure that the service is on target to achieve outcomes.

11. CONSULTATION Stakeholder involvement is imperative if decisions on corporate assets are to be

relevant and appropriate to the staff, partners and the public who use the council facilities.


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11.1 External Consultation The council recognises the importance of external consultation for any project or decision that affects stakeholders and partners. Where the council has outsourced service delivery the management of any assets used is monitored through consultation with the service provider. This method is used to monitor the agreement between the council and Live Nation for the management of the Leas Cliff Hall. The council consults on a consistent basis with its partner organisations, such as town and parish councils. This consultation consists of various differing asset related issues, such as open space land transfer and the granting of leases and licences. Where possible, the council will help others to facilitate and develop additional facilities for the public.

11.2 Internal Consultation The council recognises the importance of consultation with its staff and members and discussions between the service areas regarding property assets is a basic requirement to ensure that the council’s property stock is suitable for use and ‘fit for purpose’. Internal (staff) consultation is particularly important in moving forward with the ways of working programme.

11.3 Customer Service Excellence Planning Services which includes the council’s Property Service achieved accreditation to the Customer Service Excellence (CSE) Standard in October 2012 and as a result is committed to improving service delivery over the course of the 3 year CSE programme and beyond. Part of the standard requires the council to consult with stakeholders (customers) to obtain feedback on the quality and timeliness of the service. A rolling programme of consultation has been agreed which sees the Property Service engaging with its customers from January 2013 with a planned re-survey in September 2013. Survey results and where appropriate improvement action plans will be reported to the Head of Service and relevant Cabinet Member.

12. NEW WAYS OF WORKING

12.1 Accommodation Property Services is the designated lead on delivering the accommodation element of the ways of working programme which is programmed to be delivered in 2 phases. Phase 1, which includes Planning Services is due to ‘go live’ in May 2013, and the project is due to be completed by July 2015. Following meetings with the Project Sponsor and through discussions at the Ways of Working Implementation Group, the following outline brief for the accommodation element was agreed as follows:

office accommodation to be confined to the ground, first and second floors of

the Civic Centre;


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workstations to be located in an open plan environment with shared space for quiet working, meeting areas and social space; with the exception of fixed desk workers, staff to no longer ‘own’ their

workstations (i.e. hot-desks to be provided); workstations to be allocated on a 7 desk per 10 person basis (following role

analysis); Working within the above context, the accommodation sub-group set out its own principals as follows:

adopting best practice in office design and optimum usage of the remaining Civic Centre office space (including efficient and comfortable occupation densities); providing a working environment that delivers a consistent appearance and

standard getting the right balance between functionality, maintainability, aesthetics

and value for money (not necessarily lowest cost); creating a working environment that maintains and improves staff morale.

The Property Team will progress the ways of working programme in accordance with these principals.

12.2 Business process re-engineering A fundamental element of the ways of working programme is to review business processes and working practices within Property Services in order to identify opportunities for improvement. The mechanism by which the review is carried out is through ‘as is’ workshops and one-to one interviews with key staff. Before any changes are made, data will be collected to enable a baseline position to be agreed with the council’s consultant. Various redesign scenarios will be outlined which will afford the opportunity to contribute to the final design. Ideas for organisational, process and technology redesign will be taken forward to create a process that carries out the tasks required in the most efficient manner possible using all aspects of organisational, process and technology improvement. The working practices that will undergo redesign early in 2013 are: (i) the management and administration of reactive and planned maintenance, (ii) management of leases and licenses and (iii) other administrative support processes.

13. STRATEGIC AND PROPERTY PROJECTS The council is committed to progressing a number of strategic and property projects throughout the 5 year term of this AMP and accompanying Corporate Property Strategy 2013 – 2018 and in accordance with the AMP principals described above. A position statement on each of the current projects is given below:


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13.1 West Hythe Beach Site works were completed in December 2012 which included measures taken to deal with contamination of part of the site, refurbishment of the old lifeboat building and replacement of fisherman’s huts – all with a view to enhancing the value and improving the marketability of the site. These works may also increase the book value of the retained assets. A development agreement is in place and the planned capital receipt is approximately £1.8m net (after receipt of recoverable costs).

13.2 Cheriton Road Sports Ground Early discussions have taken place with various stakeholders including Sport England about the possibility of creating a ‘sports hub’ on the remaining Cheriton Road site that incorporates the principal users. All with a view to facilitate an improved sports provision in the district.

13.3 Seafront Development and TIC site Outline plans for the seafront development have been submitted to the council and discussions are at an early stage regarding the possibility of developing the council owned car park on the TIC site at Tram Road.

13.4 ADP sites Phase 3

Sites for consideration as Phase 3 of the ADP will be assessed following the completion of the Housing new-build feasibility work which is due to be completed by April 2013.

13.5 Housing Revenue Account (HRA) – new build programme

The introduction of Housing Revenue Account self-financing has provided opportunities for the council to implement its own new build programme within the HRA from April 2014. A review of the council’s HRA earlier this year, prior to the introduction of self-financing indicated that there is likely to be capacity to provide a new build programme of up to 30 units per year from 2014. Work is under way to fully update the council’s HRA Business Plan for consideration by Cabinet in April 2013. The identification of appropriate council owned sites to enable the delivery of the new build programme is a key requirement of the project. To enable the development potential of the council’s land resources to be fully assessed, it will be necessary to complete a comprehensive site appraisal of each identified site.

13.6 New Swimming Pool An external consultant has recently completed a site selection feasibility study which has determined that Princes Parade is the most advantageous site for a new pool/sports centre in the district. The recommendations from the consultant’s report were published on the council’s website in October 2012.


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13.7 Princes Parade The council has commissioned a study of Princes Parade. The site (which is council owned) has been the subject of considerable discussion and debate in recent years. The council wishes to clarify the potential for meeting community needs, including leisure facilities, education, the range of natural, formal and play related public open spaces and any housing or commercial activities at the site. A consultant team made up of environmental specialists, engineers, planners and urban designers was retained to bring together site information and to consult with key stakeholders and the community on the future of Princes Parade. Public consultation held over the summer 2012 has been linked to technical review and investigations. A technical baseline report and a consultation report have been prepared. The consultant team has now established an understanding of the site, including physical conditions, site issues, opportunities and aspirations as well as local community concerns The next stage of the project is setting out a series of scenarios for future activities at Princes Parade. These include different extents of site use, balances of open space and active use and locations across the site. The purpose is to understand site potential, the effect of different approaches to the site and to gather opinion from a range of stakeholders, residents and businesses.

13.8 Beach Chalets The council wishes to ensure that the beach chalets are maintained in good repair and in accordance with the terms of the lease. These high profile assets add to the visual amenity of the Coastal Park and adjoining area. A schedule of dilapidations has been produced in order to place the chalets in a covenanted condition. Following this work, the council will be able to consider the future of the chalets, including issues relating to cliff stability. Folkestone beach chalets are part of the Lower Sandgate Road area of the Folkestone Parks and Pleasure Grounds Charity and the council act as its trustee.

13.9 Battery Point Car Park

This car park is underused for much of the year. Feasibility work on the future of the site is set to progress in the first few months of the AMP 2013 – 2018.

13.10 Martello Tower, Dymchurch An options paper has been prepared which considers the future of this site. This is due to be placed before Members in February 2013.

13.12 The Civic Centre The new ways of working programme will see fewer council staff operating out of the Civic Centre affording the opportunity to release more floors for rental and ultimately to consider the building in the longer term.


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13.13 Bouverie Square Bus Station The bus station is leased to Stagecoach Holdings on a long term lease. This is a prime town centre site which has attracted tentative enquiries in the past from retail outlets. There may be an opportunity in the future to work with Stagecoach Holding on the redevelopment of this site.

13.14 Mountfield Road Council owned land (approximately 4.8 hectares) lying to the south of the Mountfield Road Industrial Estate is identified as a new employment opportunity site for business and commercial development. The economic climate and demand for such use will be monitored with a view to considering the development of this land at the appropriate time.


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APPENDIX 1

FINANCIAL SUMMARY


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2012/13 2013/14

Corporate Property Maintenance Budgets Projected Outturn (£)

Original Estimate (£)

Car Parks maintenance 30,000 30,600 Buildings maintenance and other agreements 264,490 268,580

Total property maintenance 294,490 299,180 Less, planned property maintenance -96,840 -106,800

Total reactive and other property maintenance agreements 197,650 192,380

Special Revenue Items Civic Centre Adaptations and Accommodation Changes 19,820 95,000

Corporate Property Income Rental agreements - existing -441,140 -443,760 Civic Centre additional rental income following accommodation review 0 -48,000

-441,140 -491,760 Management Fee from Manor Road car park site, Folkestone -84,000 -84,000

Total Property Income -525,140 -575,760

Asset Disposals

Asset Development Project - Phase 1 Disposals

Gross Capital Receipt (£)

50% ring-fenced Capital Receipt (£)

Land at Heron Forstal Avenue, Hawkinge -150,000 -75,000 Land at Weymouth Road, Folkestone -430,000 -215,000 Land adj to Park Street, Lydd -225,000 -112,500 Land at Church Lane, New Romney -600,000 -300,000 Land at Park Street, Lydd (Turk's site) -175,000 -87,500

-1,580,000 -790,000

Applied towards Asset Development Projects Contribution towards 2007/08 capital expenditure on assets 65,000 Purchase and refurbishment of Elham High Street public toilet 57,080 Purchase of Forester's Way Car Park, Folkestone 65,000 Purchase of land off Range Road, Hythe 50,000 Land and property off Range Road, Hythe 520,000

757,080

Balance available to support further ADP capital expenditure -32,920


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Asset Development Project - Phase 2 Planned

Disposals included in Capital Receipts Forecast for

MTFS Gross Capital Receipt (£)

Land at Poplar Lane, Lydd - completed -60,000 Land at Station Road, Lydd -60,000 Land at Kitewell Lane (North), Lydd -150,000 Land at Kitewell Lane (South), Lydd -50,000 Land at Kitewell Lane (South) 2, Lydd -175,000

-495,000

Other Potential Future Disposal Sites included in

Capital Receipts Forecast for MTFS Land - Ph 2 Mountfield Road Industrial Estate, New Romney -150,000 Land - Ph 3 Mountfield Road Industrial Estate, New Romney -500,000 Land - Folkestone Seafront Development -500,000

-1,150,000

Total Future Forecast Capital Receipts -1,645,000

Property Capital Receipts Received 2009 to 2012 2009-10 Land at Military Road, Hythe -125,000 2009-10 Release of covenant - Land at Hawkinge -467,500 2010-11 Land at Mountfield Road, New Romney -404,000 2010-11 Land Plot C2 Mountfield Road, New Romney -41,000 2011-12 Land at Mill Lane, Lydd -20,000

-1,057,500


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APPENDIX 2

ACTION PLAN 2013 – 2018


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Action Programme Resources Success criteria

Reassessment of corporate assets through a ‘fit for purpose’ review with a view to identifying development opportunities and surplus assets for disposal.

Review to take place by end 2013

Property & Engineering Team

Sites progressed to completion and generation of capital receipts

Annual review of Corporate Property Strategy 2013 – 2018 and AMP 2013 – 2018

Annually for next 5 years Head of Service and Property & Engineering Manager

Documents reviewed, updated where necessary and approved by Cabinet Member

Review of Land and Property Disposals and Acquisitions Policy Protocol for Investment of ADP funds.

Review to take place by April 2014

Head of Service and Property & Engineering Manager

Documents reviewed, updated where necessary and approved by Cabinet Member

Completion of ways of working programme – accommodation workstream

Phase 1 – May 2013

Phase 2 – Nov. 2014

Accommodation workstream sub-group lead by Property & Engineering Manager

Compliance with the outline brief provided by the Project Sponsor and the key principals outlined by the sub-group

Redesign of business processes and working practices – management of leases & licenses, reactive and planned maintenance and administrative support

November 2012 to May 2013

Property & Engineering Manager and Property Team

Redesigned processes operational by ‘go-live’ date in May 2013

Capital valuations – rolling programme Programme starts in 2013

Finance Team assisted by Property & Engineering Team

Accurate and up to date valuation of the council’s assets

Review and renew cyclical maintenance contracts Reviews as contracts are nearing completion

Operations Officer Contract cost savings and improved value for money

Continuing move towards programmed planned maintenance from reactive maintenance

Preparation of 3 year rolling programme from April 2013 following infrastructure surveys

Property & Engineering Manager

Budgets aligned increasingly to programmed planned maintenance

Carry out essential checks with regard to: legionella, fire, asbestos, electrical appliances and vacant properties

As programmed Operations Officer Checks carried out on time and to programme and remedial measures carried out promptly and within budget.

Progress strategic and property projects in accordance with the council’s expectations

Ongoing and in accordance with

Property & Engineering Manager – assistance to

Completion of projects on time and within budget. Projects include:


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individual project programmes

Head of Strategic Projects

West Hythe Beach, Folkestone Invicta and Bowls Club Phase 2, TIC site, ADP Phase 3, New Swimming Pool and Sports Facility, Princes Parade, Battery Point car park, Granville Parade kiosk and Martello Tower at Dymchurch.

Assist Housing Service in delivery of housing new-build programme

Phase 1 – 2013 followed by 10 year phased programme

Housing Team assisted by Property & Engineering Team

30 units built year on year over 10 year programme

Accreditation to Customer Service Excellence standard

November 2012 and ongoing to November 2015


Accreditation achieved and improvement plans in place

Review Responsive Repairs Contract (2011-2016)

Mid-contract review, 2014


New contract for responsive repairs commenced in 2016

Review provision of street lighting with a view to seeking adoption for the council’s street lighting stock

2013/14 Property & Engineering Manager

Reduction of costs to the council

Improvements to Property Repairs Request process

2013 Property & Engineering Manager

A ‘fit for purpose’ process that ensures customers are updated on progress and completion of works

Closer working (cross service) with other service areas

Ongoing Property & Engineering Manager and other service providers

Communication links opened up formerly across all service areas. Funding opportunities researched and realised through closer collaboration with Economic Regeneration