Agenda item

The report provides a summary update of the approach to property asset management and the use of good practice in developing and bringing forward the Council’s Corporate Property Strategy.

Contact:

Daniel McDermott – Strategic Manager, Assets and Estates.

The Committee received a report which provided a summary of the approach to property asset management, and the use of good practice in developing and bringing forward the Council’s Corporate Property Strategy.

Councillor Graham Turner, the Cabinet Member and Portfolio Holder, introduced the presentation given by Daniel McDermott, Strategic Manager, Assets and Estates, and Joanne Bartholomew, Service Director – Development. The following points were highlighted:

·       The aim of the Strategy was to provide a fit for purpose, modern, effective and efficient estate to support and facilitate Council services; promote and enable the Council’s corporate priorities; and link and collaborate with key strategic partners and local interest organisations and groups.

·       The approach followed good practice and the RICS professional standard for strategic asset management of local authority assets.

·       The strategy was at a formative stage, and the key steps for the process to be taken in bringing it forward:

-       Definition

-       Context

-       Standards

-       Policies

-       Application

·       Disposal of surplus and unused land and property assets was not only a response to the financial position but was also Government policy. A holistic review was in progress which was taking a core estate approach.

Questions and comments were invited from Committee Members, with the following issues being covered:

·       The strategy being at an early stage did not prevent the authority taking considered and transparent decisions on the disposal of land and building assets, as it had done in the past. A process had been undertaken to ensure that there was an understanding of which assets were being utilised to their full effect, the necessary geographical spread in terms of service delivery, and the Capital Plan, revenue and maintenance budgets in respect of the ongoing needs of each asset, prior to proposals being brought forward. All service delivery buildings would have an Integrated Impact Assessment associated with them.

·       Consultation would take place in respect of any alternative service delivery prior to decision.

·       Regular reviews would be undertaken and reports taken to Cabinet as appropriate.

·       It was anticipated that the strategy would be in place in 2024. There were existing, approved, policies and procedures in place that were being followed, the strategy aimed to bring these together. Assurance was given that these were fit for purpose for the decisions that had been/were being undertaken.

·       Key stakeholders included both local and regional NHS, blue light services and more local organisations and partners.

·       Engagement would be undertaken with local organisations and Ward Councillors about proposals for future use of building assets, where appropriate, and taking account of commercial sensitivities. Land could be more complex and may involve the Planning Authority which had a significant reach in terms of engagement with the public.

·       It was noted that the Authority had a duty to seek to achieve best value in disposing of assets; this could include consideration of the end use of an asset.

·       Consideration of internal need and possible future need would be taken into account when developing the core estate. The use of a building if converted, such as to meet a need for housing, would also be considered.

Resolved –

That the strategy be brought back to the Committee for further consideration at an appropriate point.