Cabinet 9 th March 2009 Author Executive Head of Technical Services







Full text


Agenda Item: 11 Ward: n/a

Meeting Overview and Scrutiny Committee

5th March 2009 Cabinet

Subject Asset Management Plan

9th March 2009 Author Executive Head of Technical Services


1.1 This report seeks approval for the Council’s revised Asset Management Plan



2.1 Following a requirement by the Government that all Councils should prepare

an AMP this Council has previously approved a series of reports approving the Council’s AMPs.


3.1 The purpose of the AMP is to provide Members and Officers with a concise

document setting out our asset management policies and procedures as they relate to Council-owned property. It is a continually evolving document and is subject to regular revisions.

3.2 Following a “dry run” in 2000, the first and second full AMPs submitted to the Government in 2001 and 2002 respectively were awarded a “good” rating and this was the highest rating achievable. The Government has not requested amended AMPs to be formally submitted since, but they have encouraged Councils to undertake reviews on a regular basis particularly in relation to the preparation of Property Performance Indicators.

3.3 Two important documents have been published outlining guidance on Asset

Management. The first is published by the Royal Institution of Chartered Surveyors (RICS) entitled “Public Sector Asset Management Guidelines – a guide to best practice” this was published in January 2008. The second was published in February 2008 by the Department for Communities and Local Government (CLG) entitled “Building on Strong Foundations – A Framework for Local Authority Asset Management”.


3.4 This year the style of the Asset Management Plan has changed, it is intended to be more readable as a strategic document and in line with similar documents which have been prepared by other local authorities. The AMP should be read in conjunction with additional reports details of which are attached as appendices to the main report and are listed in the Table of Contents


4.1 In line with the Government’s advice that all local authorities should produce revisions of their AMP, it has now been revised and is presented for approval. 5. OTHER IMPLICATIONS

5.1 There are no significant direct race relations, equal opportunity, environment, or community safety implications arising from this report.


6.1 The Cabinet Member for Resources is recommended to approve the Council’s Asset Management Plan attached to this report.


Assistant Director (Property Services)

Principal Author and Contact Officer: Steve Coe, Estates Manager

Ext. 1331 or

Background Papers: Publication from DETR

The Council’s Asset Management Plans

Reports to Property Board dated 20 November 2000, 21 May and 25 June 2001

Report to The Executive dated 11 July 2002 Report to the Leader January 2006

Report to Cabinet Member for Resources 2008

Portland House

ref: sjc/lh/projects/29006.029/ date: February 2009





1.1 The Borough of Worthing 1.2 Worthing Borough Council 1.3 Joint Working with Adur Council


2.1 The Cabinet

2.2 Role of the Cabinet Member for Resources 2.3 Role of the Strategic Directors

2.4 Role of the Executive Head of Technical Services 2.5 Briefings

2.6 Specialist support and advice


3.1 Property Review Group & Terms of Reference 3.2 Property Disposal Group & Terms of Reference 3.3 Transfer of Assets

3.4 Code for Property Disposal 3.5 Leisure Futures Group


4.1 Vision and Key Objectives 4.2 Corporate Priorities

4.3 Plans and Strategies

4.4 Business Plans and Service Plans 4.5 Forward Plan

4.6 Estates Sections Priorities 4.7 Masterplan


5.1 Property team 5.2 Estates Section

5.3 Building Maintenance Section 5.4 Engineering Section

5.5 Administration Team 5.6 Delegated Powers 5.7 Services Provided 5.8 External Partnerships


5.9 Review of Assets 5.10 Property Audits


6.1 List of Asset Types 6.2 Asset Valuations

6.3 Asset Management Software 6.4 Suitability of Building Portfolio 6.5 Condition Surveys

6.6 UPRN 6.7 E Data


7.1 Maintenance Monitoring


8.1 Capital Programme 8.2 Output/Outcome Targets 8.3 Backlog of Repairs 8.4 Capital Receipts 8.5 Suitability

8.6 Capital Strategy Group Prioritisation of Projects

8.7 Implication for Property arising out of Councils Objectives


1 - Performance of the Property Estate (confidential)

2 - Model outline asset transfer strategy and policy statement

3 - Model asset transfer strategy/process

4 - Disposal of Property Code

5a and 5b - List of Council owned Buildings and Sites 6 - Property Performance Indicators (not updated)



1.1 This is the Worthing Borough Councils Corporate Asset Management Plan (AMP) it provides a strategic overview of the Councils property assets and the systems processes and policies in place and being progressed to manage and maintain them. The Council has a property portfolio containing both operational assets and assets held for strategic and commercial purposes valued in total at about £70million

The Government’s White Paper ‘Strong and Prosperous Communities’ published in 2007 identified the importance of asset management in helping local authorities improve the delivery of their services. It stated ‘managing assets effectively is vital to achieving costs savings for local authorities and helping them to deliver better outcomes for citizens disposing of or improving underperforming assets and modernising assets that can be expensive to maintain is key to this’.

Better asset management has been targeted by Government as a way of achieving substantial net cash savings. The Comprehensive Spending Review 07 and associated ‘Value for Money Delivery Plan’ endorsed this approach. This Asset Management Plan aims to help the Council improve and get better value from its property portfolio. The Council’s Vision and Key Objectives details four key themes. It is essential that the AMP enables the Council to use its property and land assets to support and deliver these objectives and the objectives of the Corporate Priorities. The objectives for an Asset Management Plan are to:

(1) Adopt a strategic approach to asset management and ensure that this strategy links to short, medium and long term corporate objectives. In particular to ensure that property assets help deliver objectives which benefit the local community.

(2) Engage Members, Senior Officers and Service Departments through a workable structure, and to ensure that this is regularly reviewed.

(3) Ensure that operational issues do not undermine longer-term strategic planning (4) Ensure that the AMP is kept up to date

(5) Integrate Asset Planning and Financial Planning

(6) Ensure that the Council holds accurate and up-to-date data regarding the condition of its assets, including those relating to maintenance needs

(7) Set targets for property performance, including the commercial portfolio, and keep performance under regular review

(8) Take a holistic approach in respect of new ways working and joint service delivery (9) Ensure that the Council can demonstrate value for money in its approach to asset management, including asset procurement and particularly asset disposal


1.1 The Borough of Worthing

Worthing Borough is an attractive coastal town having a population of 97,568 within an area of 3,248 hectares. The number of households in the Borough is 44,128 and the average household size is 2.15 persons.

1.2 Worthing Borough Council

Worthing Borough Council adopted its new Constitution in July 2001 following the Government’s requirement under the Local Government Act 2000 for Councils to modernise their decision making processes.

There are 37 Councillors representing the 13 Wards in the Borough. The Council's Cabinet is comprised of seven members. Most major decisions are taken by either the full Cabinet sitting together or by one of the seven individual Cabinet Members. Issues relating to the “Policy Framework” – eg the Budget – are dealt with by full Council. More detailed information regarding the Cabinet is contained in Paragraph 2.

The Cabinet, the Council and the various Committees meet formally at least once every eight weeks and the public can attend these meetings. The Cabinet Members do not hold formal meetings, however, a regular weekly bulletin is circulated advising the public of reports under consideration and decisions that have been taken. The Cabinet Members also consult widely with interested parties before taking important decisions.

No decision can be acted upon until five days after its publication, unless there are urgent or exceptional circumstances. Any three Councillors may ‘call-in’ a decision with which they are not in agreement as long as they do so within the five-day period. If a decision is called in it is referred to the Council’s Overview and Scrutiny Committee, whose recommendation is considered by the Cabinet or appropriate Cabinet Member before a final decision is taken. This final decision cannot be called in again.

The Overview and Scrutiny Committee may also hold in-depth reviews or consider any issues within the Council’s responsibility, but it may only make recommendations and cannot take decisions.


The Council’s two regulatory Committees - Development Control Committee and Licensing and Control Committee - determine planning and licensing applications respectively.

The current political split in Worthing is 25 Conservative councillors and 12 Liberal Democrat councillors in 13 wards as shown on the plan below. Local elections are held on the first Thursday in May, three years out of every four. In the fourth year West Sussex County Council elections are held, again on the first Thursday in May. By-elections can be called at any time. European parliamentary elections are held every five years.

The Head of Paid Service is the Chief Executive - Ian Lowrie

There are three Strategic Directors Tim Everett, Andrew Gardiner and Peter Latham There are 10 Executive Heads of Service encompassing all the Councils activities

1.3 Joint Working with Adur Council

In September 2006 Worthing Borough and Adur District Councils decided to find out if it was a good idea to provide more services together and to create a single officer structure. A project team set out to prepare a business case. By the end of January 2007 a draft business was ready to be consulted on with staff. Consultants also looked into the business case and they made their comments and recommendations at the end of February.

In March 2007 both councils met and the decision was taken to look into some issues raised in the business case in more detail.

Members of both councils met in July of 2007 to consider the business case in detail and the results of the further work undertaken around governance, finances etc to make their final decision as to whether to go ahead or not.


Members have subsequently agreed to proceed with partnership working between Worthing and Adur Councils and a joint Management Team has been appointed to service both councils.

A consequence of joint working is that a number of current procedures when dealing with property matters will inevitably change. For example the two separate working groups which dealt with property and land issues at Worthing and Adur have been combined into one working group under the style of a Joint Property Management Group and the first meeting of the group was held on Friday 13th February 2009. An analysis of the effectiveness and activities of this new joint working group will be reported in the Asset Management Plan for 2009/10.


2.1 The Cabinet

With effect from May 2004 a new Cabinet system was created which replaced the previous Executive Member system.

The Cabinet comprises the Leader of the Council, the Deputy Leader and five CabinetMembers, each of whom has his/her own portfolio of responsibilities.

The Cabinet as a whole or individual Cabinet Members take all major decisions affecting the Borough.

• Leader of the Council: Keith Mercer

• Deputy Leader of the Council/Cabinet Member for Regeneration: Ann Barlow

• Cabinet Member Health, Safety and Wellbeing: John Rogers

• Cabinet Member for a Clean and Green Environment: Bryan Turner

• Cabinet Member for Resources: Paul Yallop

• Cabinet Member for Improved Customer Services: Kevin Skepper

• Cabinet Member for Business Modernisation: Steve Waight

2.2 Role of the Cabinet Member for Resources

The Council has a Cabinet Member with responsibility for most property assets including

• Budgets (including the overall allocation of Revenue and Capital)

• Capital Programme


• Treasury Management, including investments, loans, leasing and banking matters

• Property Management

• Procurement

• Other central support services

2.3 Role of the Strategic Directors

The Strategic Directors have strategic responsibility for the Councils key functions and will ensure that asset management is recognised and supported at a key officer and member level

2.4 Role of the Executive Head of Technical Services

The Executive Head of Technical Services is the Councils nominated Corporate Property Officer (CPO) and is ultimately responsible for the management and maintenance of the Council’s property portfolio, the acquisition of land, the disposal of land, the granting of leases licences and other day to day management issues

2.5 Briefings

Informal discussions are frequently held between the Estates Manager and the Cabinet Member for Resources and occasionally with other appropriate Cabinet Members on an ad hoc basis. These occur particularly when there is need to discuss specific or potentially controversial issues.

2.6 Specialist support and advice

For certain property transactions the advice of specialists is sought. This can be the District Valuer or other specialists in their field of expertise. For example when recently dealing with the estate of one of the Councils agricultural tenants a specialist agent was appointed to act for the Council as it has no internal officer with detailed knowledge of agricultural procedures and legislation.


Terms of Reference of the Corporate Property Officer have been previously approved by the former Chief Officers' Management Team and the Council and they include the following:


ii) Ensure that service departments are consulted concerning aspects of the Asset Management Plan.

iii) Report to the Partnership Management Board (PMB) on property matters in

relation to the Asset Management Plan.

iv) Chair the Property Review Group and Property Disposal Group meetings.

v) Present minutes of the Property Review Group and Property Disposal Group

meetings to the PMB as appropriate.

vi) Liaise with and report to appropriate Council Members concerning aspects of the Asset Management Plan.

vii) Ensure that the Asset Management Plan is regularly updated.

The liaison which exists between CPO and service departments is predominantly through the Property Review Group, Property Disposals Group, Capital Strategy Group and results of questionnaire surveys.

The CPO is able to submit reports on property matters emanating from Working Groups, initially to the Partnership Management Board and subsequently to the appropriate Cabinet member or meeting of the Cabinet and appropriate Overview and Scrutiny Committee.

3.1 The Property Review Group and Terms of Reference

Since the first formal Asset Management Plan was submitted to GOSE the membership of the Property Review Group has changed and increased and now comprises:

Executive Head of Technical Services (CPO) – Responsible for the preparation of the Asset Management Plan and for overseeing the Surveying, Engineering and Estates teams plus ICT and Business Studies which are the teams predominantly involved in property matters within the Council

Strategic Director – A chief officer who will present appropriate reports to the Chief Officers meetings

Estates Manager - Responsible for day to day property management of non-operational properties.

.Executive Head of Leisure and Cultural Services - Services Department representative responsible for leisure properties.

Executive Head of Corporate Strategy - Responsible for policy development in the town and is the Chief Executives departmental representative


Legal Services Manager - Legal representative responsible for any legal issues arising

Surveying & Design Services Manager (on an ad hoc basis) - Responsible for all building related construction work (including capital programme, minor improvements and routine repairs), condition surveys and capital programme monitoring and evaluation

Terms of Reference for the Property Review Group have previously been approved by the former Chief Officers' Management Team and some of these Terms of Reference are as follows:

1. To oversee the preparation, monitoring and review of the Council's Asset

Management Plan and to ensure its ratification by Members and relevant Government Departments.

2. To comply with any comments or requirements which may be made by the

relevant Government Department.

3. To review the Council's property portfolio on the basis of 20% of the portfolio per annum and measure in each case whether properties are performing satisfactorily.

4. To consult with and obtain relevant property information from Sections/Departments of the Council via Service Managers, questionnaires, etc., in order to ensure that the objective stated in paragraph 3 above is achieved expeditiously.

5. To advise Chief Officers and the relevant Service Committee/Executive

Member of the results of the annual portfolio review.

6. To identify any poorly performing property and consider any appropriate action in consultation with the appropriate Officer.

7. To identify any surplus property which may be suitable for disposal.

8. To liaise with and provide relevant information to the Capital Strategy Working Group.

9. To pass to the Property Disposal Group the disposal of any major properties

and sites which have been declared surplus to requirements 10. To review the Corporate Property Strategy

11. To take into account any property objectives of the Council, including key improvement priorities.

The Property Review Group has no decision making powers and meets approximately every 3 months. It gives Officers the opportunity to consider the


portfolio and discuss specific property issues. Occasionally poorly performing properties are identified from these meetings and opportunities have been identified for the rationalisation of properties. Future sales of property have also been identified from poorly performing properties and others which are surplus to requirements. These have been subsequently passed to the Property Disposal Group and Cabinet Member for progression to a sale.

The Property Review Group also considers a Property Review Programme which is designed to review all council landholdings over a period of 5 years (see below)

3.2 Property Disposal Group

As long ago as 1997 a Land Review Group was set up by Council officers to review the Council's property investment portfolio. It initially looked at all areas of investment property and land owned by the Council and identified, predominantly, properties in poor condition and vacant properties which might be suitable for a future sale.

After the requirements for an Asset Management Plan were published, the Land Review Group was renamed the Property Disposal Group which acts on the decisions of the Property Review Group to review the progress of the sale of individual properties and areas of land. It usually meets immediately after the Property Review Group

Terms of Reference for the Property Disposal Group have been approved by members of the Group, the former Chief Officers' Management Team and the Council, they include:

1. To receive information from the Property Review Group concerning major

properties and other sites which are suitable for disposal.

2. To advise the Cabinet/Cabinet Member when properties and sites have been

identified as suitable for disposal, and obtain authority to dispose.

3. To investigate and attempt to resolve any issues which may prevent the sale

of major property holdings and land.

4. To receive information from, and provide information to, the Capital Strategy Working Group and the Property Review Group concerning the disposal of major properties and sites.

Membership of the Property Disposal Group is similar to the Property Review Group and includes:

Executive Head of Technical Services (CPO) Strategic Director

Estates Manager

Executive Head of Leisure and Cultural Services Executive Head of Corporate Strategy


Other officers attend on an ad-hoc basis as and when necessary

The Property Disposal Group is similar to the Property Review Group in that it has no decision making powers. It initially re-considered all the land and property owned by the Council and identified a number of sites that might be suitable for future disposal. This task was undertaken in a systematic manner by inspecting Ordnance Survey sheets and other existing information regarding properties held by the Council.

From these identified sites the Group initially created a list and concentrated its activities, on progressing sales from this list. Subsequently sales have been identified via the Property Review Group.

As stated in Paragraph 1.3 above the Property Review Group and the Property Disposal Group have now been replaced by a single joint working group of Worthing and Adur Councils

3.3 Transfer of Assets

Following on from the application for a grant to the BIG lottery to refurbish a building in Maybridge for use by the Maybridge Keystone Centre which is very likely to be successful, the Council has been recommended to consider a strategy for the transfer of assets to the third sector. The purpose of the strategy is to set a transparent, positive and proactive framework to be successful in the long-term. The Council has therefore been recommended to consider two attached documents regarding the principle of the possible future transfer of assets,

Model outline asset transfer strategy and policy statement – appendix 2 Model asset transfer strategy/process – appendix 3

The wording of these documents have been slightly amended to reflect the circumstances which exist at Worthing.

3.4 Code for Property Disposal

The Council has not previously considered or approved a detailed code for the disposal of property and therefore one has been prepared for consideration as part of this AMP and is attached as appendix 4

3.5 The Leisure Futures Group

An additional group of Officers has more recently been established to oversee the provision of the Councils public swimming pool and refurbishment of its major Leisure Centre. The Group is chaired by the Strategic Director, Tim Everett. The proposed relocation of the swimming pool involves inter-alia the sale of a major site in the Borough and ring fencing the capital receipts of other sales to provide the necessary finance. The Group members comprise predominantly the members of the Property Review Group and Property Disposal Group. Decisions of the Group are formalised and it meets on an ad hoc basis



4.1 Vision and Key Objectives

• To protect and enhance priority services.

• To promote a clean and green environment.

• To revitalise, regenerate and create lively economies.

• To support and contribute to the health, safety and wellbeing of the area.

4.2 Corporate Priorities

The following are the Councils proposed Corporate Priorities. The final agreed corporate priorities will be published in separate Corporate Plans for Worthing and Adur. The plan for each Council will cover a three year period and those items having a potential property and/or land implication are shown in italics.

a) Protect and Enhance Priority Services

b) Provide quality, efficient, cost effective, customer focused, and accessible services by:

• Improving the Council’s reputation and increasing peoples’ satisfaction;

• Continuing to keep Council Tax levels as low as possible whilst maintaining or improving services;

• Making it easier and quicker for the public to get access to our services;

Reducing our costs by making better use of our human and physical resources through new ways of working, better use of accommodation and new technology.

c)Explore and participating in partnership opportunities by:

• Adur and Worthing Councils will continue to extend the range of services delivered jointly;

• Developing existing and new partnerships to ensure they make a significant contribution to shared priorities.

d)Consult with and listening to our community by:

• Regularly give people the opportunity to comment on the council and its services;

• Ensuring all consultation meets nationally set standards;

• Involving people in the design of our services;


making processes.

e) Promote a clean, green and sustainable environment f) Promote sustainability in all that we do by:

Reducing CO2 emissions from our own operations;

Helping residents and businesses adapt to Climate Change;

• Encourage local procurement;

Work with partners to reduce the risk of flooding and coastal erosion.

g) Improve the appearance and cleanliness of the area by:

• Improving street and environmental cleanliness by reducing litter, graffiti, fly posting, fly tipping & abandoned vehicles;

• Introduce dog order controls and enforce them where appropriate.

h)Promote investment in the street scene by:

• Supporting greening initiatives;

Developing art in public spaces.

i) Improve refuse and recycling service provision by;

• Increasing the % of household waste sent for reuse, recycling and


• Providing a weekly refuse service and a fortnightly recycling service.

j) Revitalise, regenerate and create lively economies

k) Regenerating neighbourhoods, town centres and business areas by:

• Maximising inward investment to create businesses and job opportunities;

• Developing projects to sustain neighbourhood regeneration and tackle

deprivation issues in priority areas;

Working with partners to identify sites and opportunities to increase

housing provision of different types to meet the needs of our community.

Transforming the town and seafront through the development of strategic planning sites;

• Attracting more visitors and promoting tourism

l) Provide support for people and business during the economic down

turn by:

• Helping businesses by paying our suppliers as quickly as possible and

encouraging them to claim benefits such as the small business relief scheme;

• Holistic and practical housing and debt assistance to avoid repossessions and homelessness and their consequences for individuals.


m) Seeking to influence educational attainment levels and opportunities for training in the area by:

• Working with partners to increase the number of young people entering

education, employment or training after school leaving age;

• Supporting the development of our local schools and colleges to provide outstanding education.

n) Seeking to influence sustainable transport and infrastructure by:

Working with partners to progress A27 improvements and other road


• Encouraging the public to use sustainable transport.

o) Support and contribute to the health, safety and wellbeing of the area p) Promoting the area as a safe place to live and work by developing innovative partnership solutions to address:

• Anti-Social Behaviour;

• Environmental crime;

• Alcohol related disorder;

• Fear of crime;

• domestic violence;

• Acquisitive crime and reducing re-offending;

• Racist incidents.

q) Developing a co-ordinated approach to delivering sports, leisure, recreational and cultural activities by:

Providing a new swimming pool to replace the Aquarena;

• Working with sports and leisure partners to increase adult participation in sport and active recreation and young people’s participation in positive activities.

r) Targeting inequalities and deprivation and empower people to improve their quality of life by:

• Campaigning to maximise take-up of national and local benefits and

undertake specific work with the elderly to ensure they are getting any benefits they are entitled;

• Helping to reduce fuel poverty;

• Supporting local cohesion and equalities projects;

• Working with partner organizations to ensure vulnerable people have the

appropriate priority access such as housing and support;


s) Working with communities, the voluntary sector and others to deliver general wellbeing by:

Continuing to attract external funding for projects;

• Supporting an effective voluntary sector so that their activities contribute to what we are working to achieve together;

• Ensuring those vulnerable people accessing long term support services do not move into institutional care where there is a practical community based alternative.

4.3 Plans and Strategies

The Council has in place the following plans and strategies which are relevant to our properties and other assets

• Capital Strategy • Coast Defence Strategy

• Leisure Strategy • Shoreline Management Plan

• Housing Strategy • Local Agenda 21 Strategy

• Procurement Strategy • Community Strategy

• Best Value Performance Plan • Emergency Plan

• Economic Development Strategy • Local Plan

• Car Parks Strategy • Contaminated Land Strategy

• Air Quality Strategy

• Fuel Poverty Strategy

• Housing Needs Survey Strategy

• Local Transport Plan

• Community Strategy

• Risk Management Strategy

• Local Waste Management Strategy

• Corporate Strategy

• Cycle Strategy

• e Government Strategy

• Implementing e govt statement

• Cultural Strategy

• Homeless Strategy

• ICT Strategy

• Single Regeneration Budget

A full description of some of the above plans and strategies was contained in previous Asset Management Plan submissions. It is therefore not proposed to repeat the descriptions in this year’s plan.

4.4 Business Plans and Service Plans

Following the decision to merge the workforce of Adur and Worthing services a timetable has been set out and agreed to prepare Business Plans and Service Plans for appropriate service departments. These are currently being progressed.

4.5 Forward Plan

Worthing Borough Council prepares forward plans and the latest Forward Plan is for the period 1 February 2009 to 31 May 2009.


Part I includes both key decisions and other major decisions the Council, the Cabinet or a Cabinet Member are expected to take during the next four month period. Part II includes details of any decisions to be taken jointly with Adur District Council.

A key decision is a decision which is likely: -

• to result in the Council incurring expenditure, or making savings, which are significant, having regard to the Council’s budget for the service or functions concerned; or

• to be significant in terms of its effects on communities living or working in two or more Wards of the Borough.

The Council has adopted the following thresholds in relation to defining key decisions

(i) Capital schemes, within the approved programme, in excess of £100,000;

(ii) The letting/re-letting of contracts of a value of £50,000 plus over the period of the contract, where provision has been made in the approved budget;

(iii) Expenditure in addition to the Council’s approved budget, requiring virement or a supplementary estimate in excess of £20,000.

In accordance with the Council’s Constitution, key decisions can be made by the Cabinet or an individual Cabinet Member. The Forward Plan is updated and published every month.

Each Plan includes a list of matters in respect of which key or major decisions are likely to be made in that period, a list of names of the Cabinet Members, the date on which the decision is to be made, likely consultees and means of consultation, how to make representations to the Cabinet or Cabinet Member, and a list of the documents which will be considered by the Cabinet or Cabinet Member in relation to those decisions.

The current Forward Plan includes information regarding the following matters:


Revenue budget 2009/10

Updating the approved Asset Management Plan Medium Term Financial Plan

Development Brief for the Aquarena Site

Part II


Joint Strategic Committee Revenue Budget 2009/10 Draft Climate Change Strategy

4.6 Estates Sections Priorities

Departmental Service Plans should contain references to property asset implications. There were many references to property assets in the Capital Strategy 2007/2010 which was presented to the Cabinet in September 2007

The Council has previously approved the following actions for the Estates Section having property implications

• Rent reviews of Council owned properties to be conducted with the aim of

increasing the rent roll income.

• Reduce the turnaround period for vacant property.

• Make attempts to licence property in the interim period before the main

agreement is completed to maximise income flow.

• Investigate different and more profitable uses for property if possible when

appropriate leases expire and when lessees vacate.

• Seek to maximise property sharing both between departments and with other

public bodies in the area.

• Clearly articulate and widely circulate property policies.

• Provide suitability and usage assessments, performance indicators and identify an ideal portfolio of property holdings.

• Plot other publicly owned property in the area on its records.

• Consider the benefits of setting objectives for its non-operational estate and enhancing the process for periodically reviewing that each property continues to maximise its contribution to core objectives.

• Continue participating in the ongoing Association of Chief Estates Surveyors

(ACES) South-East Region review of property performance and benchmarking scheme.

• Extend and expand on the existing benchmarking information with a view to more accurate information being received concerning the performance of the Section.


• Prepare information packs for applicants giving information, where available, on other services that the Council could provide.

4.7 Masterplan

The Council has approved a Masterplan which sets out future projects for regenerating the Town Centre and seafront over the next 15 - 20 years. December 2007 was the first anniversary of the approved Masterplan and a total of forty two projects have been identified and prioritised. Several of the projects have implications for the Councils property portfolio including

i) Continued progress with bringing forward Major Developments such as the Aquarena and Teville Gate

ii) Development of a Seafront and Public Realm Strategy, including public art, seating, lighting, and actively pursuing improved concessions at the Active Beach Zone

iii) Production of a Development Brief for the town’s retail core iv) Creation of a seafront restaurant at the site of an existing shelter

v) Improved Transport and Infrastructure to make the town more accessible vi) Regeneration of Splash Point to include new high quality public spaces.

The overall public sector investment in the total programme of projects is in excess of £1.5 million over the next two years. Reports regarding the progress of the Masterplan are presented directly to the Cabinet for consideration, meanwhile officers Working Groups have been set up to specifically deal with projects as they come forward; i.e. Public Art Panel, Cycle Working Group, Major Development & Transport Group, and a group set up recently, is the Concessions Working Group to actively pursue concessions in both the town and the seafront.


The lead department in the field of Property Asset Management is the Technical Services Department under the direction of the Strategic Director and Executive Head of Technical Services.

The sections that are involved in Asset Management are:-

5.2 Estates Section

This section provides professional property and valuation advice to all internal client Directorates in respect of its Corporate, Leisure and Community property including asset valuations. It is involved in the marketing, negotiation and estate management of lettings and licences of a range of commercial business premises, industrial units,


retail shops, offices, leisure, agricultural and miscellaneous properties to maintain a stream of income to support the Council’s Revenue Budget together with the acquisition and disposal of property assets. In addition it maintains a comprehensive Property Land Terrier database for the Council’s property holdings. It is an important member of working groups on key developments across the


5.3 Surveying & Design Services Section

This section provides professional building maintenance and construction services required to maintain the structure, mechanical and electrical services of the Council’s buildings and infrastructure. It is also responsible for undertaking refurbishment, improvement and new build projects together with procurement of utilities and management of energy and cleaning services.

5.4 Engineering Section

The Engineering Section undertakes the feasibility, design and construction of engineering projects, land drainage, sea defences and drainage advisory service including the maintenance of bus shelters. The maintenance and replacement of pedestrian and street signage is also undertaken.

5.5 Administration Team

Full administrative support to the professional sections of the department is provided as well as the representation on corporate bodies for the department. Overall budgetary control for departmental spending is undertaken by the Office Manager who heads this section.

5.6 Delegated Powers

The Strategic Director and Executive Head of Technical Services have delegated authority to deal with certain property matters:

• Approving minor alterations or improvements to property leased from the


• Granting and renewal of leases and licences in relation to property which the Council has agreed to lease or licence

• Approving new rents on rent reviews under existing leases or renewals of

existing leases up to a figure of £25,000 per annum

• Approving terms for the sale of property which the Council has agreed to sell up to a value of £300,000

• Accepting the surrender of leases and licences

• Advertising and marketing vacant Council owned property about the be leased or sold

• Authorising the grant of easements or other rights to statutory undertakers

• Managing the Councils landholdings and buildings including the spending of revenue budgets as appropriate and acting generally on behalf of the Council on any construction and property matter relevant to the Borough including in appropriate cases taking the necessary steps to protect the Councils interests in the event of a contractor to the Council going out of business

• NOTE - Officers will, where they consider the matter in question to be

potentially controversial, refer it to the Cabinet Member for a decision rather than deal with it under the authority delegated to them.


5.7 Services Provided

The Technical Services Department provides services corporately, departmentally and to external organisations who occupy Council buildings as shown below

Service Provision by Technical Services Department

5.8 Corporate Services

Capital Expenditure Revenue Expenditure

Estate Surveying Premises Cleaning

Project Management Procurement of Utilities

Property Advice Fire Safety Systems

Procurement Advice Building Fabric and Structure

Maintenance Project Management

Property Appraisal Building Services Maintenance

Estate Management

Engineering Advice

5.9 External Partnerships Provision of Accommodation

Procurement of Construction Services Local Community Associations

Project Management Worthing Community Partnership

Big Lottery Maybridge Keystone Centre Shared Depot

WSCC Youth Information Shop

Citizens Advice Bureau

WRVS Meals on Wheels

Worthing Music Festival

Victim Support Worthing CVS Guild Care

5.10 Review of Assets

A 5 year Property Review Programme in respect of “operational” property has been approved. However this will have to be reconsidered in the light of the additional properties owned by Adur District Council and the formation of the new Joint Property Management Group.

Non Operational properties are reviewed each year and members should refer to the appendix 1 attached to this report entitled Asset Management Plan - Performance of the Property Estate.

5.11 Audits

Investigations have been undertaken to assess which audits involved property-related issues within the Council. The CPO has considered and checked that action has been taken on the recommendations from the following external/internal audits over the past years.

Contracts 2000


Asset Management Study 2001 E. Government 2002

Building maintenance procedures 2005

Capital Expenditure and Asset Management 2007 NCP Management Agreement 2008

Fixed Asset and Capital Receipt 2008 Fixed Asset and Capital Receipt 2009

The Asset Management study in 2001 was a comprehensive and wide-ranging external audit undertaken by District Audit. The audit aimed to answer a number of property related questions and the general conclusion was as follows:

"Although we have identified a number of issues for the Council to consider, these are mostly concerned with strengthening existing or proposed arrangements and should not detract from our general assessment of the Council as a good practice site for Asset Management".

The Fixed Asset and Capital Receipt Audit in 2008 resulted in the departments involved being awarded “Full Assurance” – a rare and pleasing conclusion to the audit.


The Council holds a wide variety of property assets within its portfolio, although the overall portfolio is relatively small.

Extent of the Portfolio Number held in each type

Access agreements 43

Allotment areas 8

Agricultural Tenancies 7

Beach Chalets 54

Beach Huts 104

Beach Huts (sites only) 288

Bus Shelters 54

Cafes & Kiosks 11

Car Parks – Multi-storey (managed by NCP Ltd) 4

Car Parks – Surface Sites (some managed by NCP Ltd) 49

Car Park - Garage 1

Car parking individual spaces at 3 sites 14

Caravan Park 1

Community Premises 9

Community sites (inc. Scouts and Guides) 7


Easements and Wayleaves 109 Entertainment venues – Council operated 4

Entertainment venues – let 5

Foreshore (W and E of Pier) 2

Historic Buildings 3

Home Leases 0

Industrial Ground Leases (ground rents) 19

Industrial Units (market rents) 19

Infrastructure including roads and paths 27

Museum 1

Offices – let 7

Offices – admin WBC 5

Parks, Open Spaces, Recreation Grounds,

Playgrounds & Sports Grounds 113

Public Conveniences 34

Residential Properties (Housing Miscellaneous) 6

Residential sites 1

Shelters 17

Shops 9

Shopping Centre – Ground Lease 1

Sites (inc. some with development potential) 28

Sports Buildings (inc Pavilions and Aquarena) 28

Storage Premises 8

Sub – Stations 14

Telecommunication masts (2 at one site) 4

Yacht Club site 1

Workshops 5

N.B. I) All properties listed above and vacant sites have been valued for asset purposes and are reviewed on a five year rolling programme basis.

ii) The above list is approximately the number of properties and sites within the portfolio. Some have not been included, as their value is below the de-minimus threshold.

6.2 Asset Valuations

The Asset Valuation of the Council’s Property portfolio is undertaken on a 5 year rolling programme by the Estate Management & Valuation Section in compliance with the Royal Institute of Chartered Surveyors (RICS) Valuation Standards Guidance and Chartered Institute of Public Finance and Accountancy (CIPFA) Statement of

Recommended Practice requirements. A comprehensive schedule is correlated with

the Asset Register in the Finance Department.

6.3 Asset Management Software

Following the consideration of a number of property based systems, the Council has now purchased modules and is transferring information currently held on the existing


spreadsheet to a new property related database which was prepared by a company called “Technology Forge”.

It is therefore the intention to centralise all property and maintenance information for its assets into one computerised system and it is proposed that the Council’s existing Estate Management programme which is called “Masterfile” is replaced with an all encompassing Asset Management System. This software will be the primary source of information relating to the maintenance and management of the Council's property. The software will enable the Council to produce relevant information for its Asset Management Plan and to keep full and comprehensive records of property management and condition.

The software should allow easy access and provide report generator capabilities accessing a number of data fields at any one time to allow the user to easily extract information in the form of standard and customised reports. Furthermore it should allow simple analysis of the information stored to enable regular production of Property Performance Indicators based on the stock condition information, maintenance backlog and energy and some access to Computer Aided Design (CAD), plans information, Help Desk facilities, maintenance programming, event diary and reports features capable of producing various Property Performance indicators and analysis of the Council’s Property Portfolio.

At a recent meeting of the Association of Chief Estates Surveyors (ACES) South East Branch, Technology Forge was the most favoured property related database system for Local Authorities represented at the meeting. It is hoped that the transfer of information in respect of a wide variety of property based services will be completed in 2009/10

6.4 Suitability and Sufficiency of Building Portfolio

The suitability of Council buildings will be ascertained by the undertaking of objective accommodation reviews which will be undertaken either corporately or linked to individual service business plans.

6.5 Condition Surveys

Condition surveys for all the Council’s properties have now been carried out and will be updated on the basis of 20% per annum. The findings of the surveys have been incorporated into the Council’s Planned Maintenance and Capital Investment Programme

6.6 Unique Property Reference Numbers (UPRNs)

Address data matching between Local Land and Property Gazetteer (LLPG) and key Council systems is complete. These systems are Electoral Register, Non Domestic Rates and Council Tax and these systems now hold the Unique Property Reference Number (UPRN) for each property. UPRNs are allocated by the LLPG and held nationally to ensure every piece of land and property has a unique number for its lifespan.


Work is continuing to ensure the LLPG is the definitive source of addressing used by all Services and the population of UPRN's in all systems. Key information is now being extracted from services via the UPRN to feature on Council Geographical Information Systems.

The Council now has a "one stop shop" for all land and property information forming the centre of our corporate information strategy to include GIS and complies with the "e-government" agenda. ".

6.7 E Data

As far as E data information is concerned, all property users have access to e-mail facility and to the internet. Reports and conclusions on property issues can be e-mailed to relevant Officers. A number of plans, strategies, property related information matters etc can also be located by council officers and members via the Councils intranet facility.

Opportunities have been taken to expand our e-business as it relates to property with examples such as our repairs system conveying orders electronically and our Council website which is now firmly established and regularly viewed by many external customers.

The Council has, in its "Implementing E Government" (IEG) statement, previously made a commitment to proceed with the implementation of a Local Land and Property Gazetteer. The LLPG is now in place and is becoming the definitive source of addressing for all services with daily address updates being sent to the National Land and Property Gazetteer (NLPG). NLPG data is now being used by emergency services and will be used for Census 2011. Since the Government set targets for local authorities to electronically enable all services by the end of 2005 all local authorities have been requested to submit IEG statements on an annual/bi-annual basis.


The “Dry Run” Asset Management Plan in 2000 anticipated that 20% of the Councils assets would be reviewed in detail each year. The 2001 Plan explained that a report had been submitted to the Executive Committee containing details of the performance of the non-operational estate which is some 65% of the total number of properties owned by the Council. In July 2002 the CPO submitted a further formal report to Members and Chief Officers on the performance of the non-operational property portfolio. A comparison could therefore be made between the performance of the non-operational properties over a period of two years. The comparison revealed small changes in the two year period. Further reports have now been prepared each year showing the differences in rental performance of the Councils non-operational property and they are identified on the attached AMP report headed “Asset Management Plan - Performance of the Property Estate” as appendix 1


Some local members of the Association of Chief Estates Surveyors (ACES) have recently agreed to benchmark the results of the national PPIs which provide a benchmark from which improvements to the performance of particularly the non-operational assets can be made.

7.1 Maintenance Monitoring

Surveying & Design Services Section

Building Maintenance is monitored by reference to the maintenance standards and budget on a continuous basis and with annual reports. The Association of Chief Corporate Property Officers (COPROP) Property Performance indicators PMI.1-A,B,C & D will be used to provide a measurement of data relating to condition and cost. (See para 5.3)


Covalent is a software package designed to facilitate the monitoring of projects and the collection and monitoring of performance data. The Council makes extensive use of this package. Project performance is readily accessible by both project managers and senior management and the system allows the use of a trigger system that warns of project deadlines by the use of the email facilities. Performance indicator information is collated and stored within the Covalent system and is reported periodically to managers, members, Central Government and ultimately to the public


The Council has approved a Property Strategy which laid down guidelines and objectives for the acquisition, disposal, investment objectives and maintenance/management of property in its ownership. The Property Strategy also includes the Terms of Reference of the Property Review Group and Property Disposal Group. These Groups have, and continue to identify, consider and approve programmes for individual assets plus dealing with surplus and under-performing assets (see para 1.3 above for new working arrangements).

The Officers have previously carried out an investigation of its Council owned operational leisure assets in consultation with consultants. Many of these leisure assets require capital investment. Furthermore the Council-owned golf course and a site for a private industrial development have been sold and the sale of two other major sites for residential purposes in the town has been agreed. As stated previously the capital receipt has been “ring fenced” to provide alternative leisure facilities.

The Council has undergone a review of its public car parks and found that it did not have the financial resources to make essential improvements to some of the public car parks especially the multi storey car parks. This resulted in the management of all its 29 public car parks being transferred to National Car Parks Limited (NCP) under the terms of a 10 year management agreement.


8.1 Capital Programme

The Council has an agreed 5 year Capital Investment Programme. The Council is, or is likely to be, making substantial investment in the following Worthing Borough Council property-related major schemes:

New swimming facilities

Improvements to Leisure Centre

Replacement of cremators at Crematorium Renewal of roof to Pavilion

Accommodation at Maybridge Community facility Provision of wheeled bins in the Borough

Improvements to community facilities

Masterplan, Regeration of the town centre and seafront Museum and Art Gallery Development Project

The Capital Programme is considered each Autumn and the Cabinet recommends the overall programme to the Council. Final amendments are made to reflect changes in cash flows and to ensure the production of a balanced programme in accordance with the overall available funding, prior to submission to the Budget Council Meeting in February each year.

Any slippage or works completed ahead of schedule are quantified in budget terms, and approval is sought to make the necessary financial adjustments to the approved budget.

8.2 Output/Outcome targets

As part of our improvements in performance management all capital bids are required to identify the anticipated outputs or outcomes from each capital investment. Each “design stage” report which seeks approval to proceed with each scheme's capital investment is required to identify the projected outputs or outcomes to enable subsequent evaluation of performance. Away from capital, revenue works programmes set out what is being sought from the revenue investment made.

8.3 Backlog of repairs and Planned Maintenance Programme

As with many other Councils, the estimate of the backlog of repairs is considerable and based on condition surveys of the stock currently amounts to approximately £1,800,000. The rolling programme of condition surveys and the Officers' knowledge of the stock has been used to create the 5 year Planned Maintenance Programme which is approved by the Cabinet annually in December. The estimated backlog for Planned Maintenance works is based upon the difference between the requirements of years 2 to 5 of the Planned Maintenance Programme and the current level of funding for the programme. It only includes for unavoidable essential works to those properties whose future is uncertain.


The backlog of repairs has been reported to Members as part of the Planned Maintenance Programme report to the Overview and Scrutiny Committee and Cabinet on 1st December 2008 and members should refer to that report for further information

8.4 Capital Receipts

Assessments are made by the Council's Estates Manager of the likely income achievable from capital receipts over the next 3-5 years and figures are revised as circumstances and the property market change. At the present time, it is roughly estimated that capital receipts over the next 3 - 5 years should total approximately £10 million if the sale of a remaining major site proceeds. Future possible sales considered by the appropriate working groups

8.5 Suitability

Suitability of the operational assets has previously been identified from comments of internal Service Managers following the return of survey questionnaires. This was undertaken some time ago and needs to be revisited as many internal changes to accommodation have been undertaken over the past 3 years. The combined workforce of Worthing and Adur Councils will necessitate a review of all personnel and the accommodation which they occupy.

The Officers have also considered suitability of the non-operational stock in relation to a comparison of the category and type of stock held and its performance within the portfolio. Appendix 1

The combination of the Adur and Worthing Council workforce will create a requirement to reconsider the suitability of particular operational properties.

8.6 Capital Strategy Group – Prioritisation of Projects

Since the requirement for a Capital Strategy and an Asset Management Plan, a Capital Strategy Group exists with part of its remit being to consider the prioritisation of future capital schemes to provide a more scientific, weighted and priority-scored system to reflect the Council's Key Priorities and other factors.

The Capital Strategy Group comprises a small group of officers. All officers wishing to submit capital bids are required to complete a specific form containing approximately 30 questions about the proposed scheme and requiring full details of the financial implications of the proposed project. Responses are then analysed on a point-scoring basis. The point scoring system has been approved by Chief Officers’ Management Team and the Council and is incorporated into the Councils Capital Strategy. Questions include whether the proposed scheme complies with Departmental/Service Plans, Council Strategy, Strategic Objectives and Key Priorities. All Officers who wish to submit capital bids have been offered training on the best way to complete and submit the relevant form to the Capital Strategy Group.


Officers responsible for detailed monitoring and evaluation of the bids attend the Capital Monitoring and Evaluation Group. The results are discussed at the Capital Strategy Group and regularly reported to the Cabinet plus the Overview and Scrutiny Performance Panel.

8.7 Implications for property arising out of the Council's Objectives

The Council is keen to ensure the effective use and management of the Council’s property holdings and the Officers are aware that many of its properties are in need of repair and in the Capital Investment Programme which was considered by the Cabinet in December 2008 the Cabinet agreed that the revenue consequences of a proposed programme of £2.5 million were unaffordable particularly in the current economic climate. The Cabinet agreed that the programme be reduced to £2 million for all services for the three year period 2009/10 to 2011/12.


Internal stakeholders

District Audit has previously undertaken consultations with Service Managers and other key officers and a similar exercise was undertaken by Officers.

Details of the results from the District Audit questionnaire were contained in the previous AMP submissions.

An analysis of responses received to the questionnaires have been reported some time ago and it was gratifying to note that the overall trend in the responses received is in a positive direction. The responses show that interest in Council owned properties and related property matters have risen over the period and the relationship between the CPO, Technical Managers and Service Managers has improved with some Service Managers commenting in replies to the questionnaires that an improvement has been noticed.

It is considered that a further questionnaire on a similar basis should be undertaken following the Worthing/Adur Councils detailed restructuring in 2009.

External Stakeholders

A number of tenants, lessees and licensees of Council-owned property have previously been requested to respond to a questionnaire and the results were as follows:


b) Are you satisfied with the quality and speed of response to requests for repairs to the property? YES - 82%

c) If planned maintenance has been carried out in the last 12 months, were you

satisfied with the service provided? YES - 50%

Comments received from the tenants, lessees and licensees were handed to the responsible Officers for attention/action as appropriate.

A number of public consultation exercises have been undertaken with regards to the proposed Masterplan including its implications for council owned property.


Schedule Of other matters

1.0 Council Priority

1.1 Requirement for an AMP is contained in the Councils Forward Plan

2.0 Specific Action Plans

2.1 (A) Matters from the Corporate Plan are identified in the report

(B) A list of Property Performance Indicators are identified in the report

3.0 Sustainability Issues

3.1 Matter considered and no issues identified

4.0 Equality Issues

4.1 Matter considered and no issues identified

5.0 Community Safety issues (Section 17)

5.1 No specific crime and order matters identified

6.0 Human Rights Issues

6.1 Matter considered and no issues identified

7.0 Reputation

7.1 Matter considered and no issues identified

8.0 Consultations

8.1 (A) Consultations undertaken in connection with the AMP are listed in the report

8.2 (B) To enhance the general service provision

9.0 Risk assessment

9.1 Government have advised that AMPs should be prepared by all

councils. There is a risk of criticism and lack of using resources in the best manner if one is not prepared

10.0 Health & Safety Issues


11.0 Procurement Strategy

11.1 Not particularly affected by the Procurement Strategy

12.0 Partnership working

12.1 AMP is also being prepared by Adur District Council for consideration



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