Capital Strategy [2Mb] (doc document)

SOUTH SOMERSET DISTRICT COUNCIL

CONTENTSBackground Information Pages 3 to 4

Section A Capital Strategy Pages 5 to 13

Section B Asset Management Plans Pages 14 to 20

Appendices

A Asset Register Land and Property and Property Portfolio 21

B Capital Programme 2006/07 and beyond 28

C New and Future Scheme Estimates to 2012 32

D Capital Schemes Investment Appraisal – pro forma 38

E Procedure for disposal of surplus/under used property 48

F Post Completion Appraisal Form 54

G Corporate Asset Management Arrangements 56

H National and Local Performance Indicators 57

I Capital Scoring Sheet 59

C A P I T A L S T R A T E G Y & A S S E T M A N A G E M E N T P L A N 2006/07 to 2011/12- 2 -

Capital Strategy and Asset Management PlanBackground Information

The following information about South Somerset District Council aims to provide background information relevant to the Capital Strategy and the Asset Management Plans.

0 Background to South Somerset

South Somerset District Council is the largest district council in Somerset, it has a population of 155,000 and is 370 sq. miles in area. It is predominantly rural with 30% of the population located in the main town of Yeovil and the remaining 70% located in 7 market towns and numerous villages. It is fully parished with over 120 local town and parish councils.

Only one district in England and Wales has more conservation areas and listed buildings.

Some 30% of the workforce is employed in manufacturing – nearly double the national average. Multi-national companies located in the district include Augusta Westland, Honeywell, and Thales.

Tourism contributes around £84 million a year to the local economy and supports more than 2000 jobs.

22% of the population is of pensionable age and over 56% are within normal employment ages.

Gross and Net Revenue Budget 2006/07

The Council’s gross revenue budget for 2006/07 is £59,987,460 and the net budget is £17,843,400.

Fixed Asset Analysis

General & Specialised

Land & Buildings

Vehicles, Plant and

Equipment

Other Total

£’000 £’000 £’000 £’000Gross book value as at 31 March 2005 27,260 3,061 2,507 32,828Additions 0 1,918 288 2,206Disposals (262) (64) 0 (326)ReClassified (8) 0 8 0Revaluations 2,320 18 637 2,975Impairments (195) (73) 0 (268)Gross book value at 31 March 2006 29,115 4,860 3,440 37,415Less:Depreciation for year 490 327 1 818Depreciation for earlier years 1,303 1,247 118 2,668Depreciations on Disposals (16) (20) 0 (36)Balance as at 31 March 2006 1,777 1,554 119 3,450Net book value as at 31 March 2006 27,338 3,306 3,321 33,965


Gross Floor Area

The analysis of number, gross floor area and value of the Council’s assets is shown in detail in Appendix A.

The estimated value of the assessed maintenance backlog is £290,000.

Capital Programme

The full detailed Capital Programme is shown at Appendix B and is summarised as follows:

Gross Capital Planned Expenditure

Service Portfolio 2006/07£’000

2007/08£’000

2008/09£’000

2009/10£’000

2010/11£’000

Housing 3,390 2,256 876 876 276

Regeneration 595 518 332 (339) 0Leisure and Culture 153 3 0 (13) 0Environmental 688 55 25 0 0General Office and Systems 1,124 655 660 665 670Local Area Schemes 409 207 66 0 0Investments 2,187 0 0 0 0

8,546 3,694 1,959 1,189 946

The funding for the Capital Programme is as follows:

£’000

- External income (grants, contributions from partners etc) 3,040- Disabled Facilities Grants 544- Useable capital receipts 11,764- Capital Reserve 986

16,334

The Capital programme and funding were approved by full Council in February 2006.

Funding of the capital programme up to 2006/07 had been made based on the level of Right to Buy receipts received but these reduced drastically at the end of 2005/06 and the Council then allocated some of it’s other useable receipts to fund the 2006/07 capital programme with the revenue consequences being found from savings elsewhere.

The downturn in receipts from Right to Buys has been noted countrywide and therefore this capital

strategy addresses the future funding of the capital programme through other means.


SECTION A – CAPITAL STRATEGY

Purpose of Strategy

1. This document sets out the Council’s approach to capital expenditure and describes how the deployment of capital resources will contribute to the Council’s aims and objectives.

2. It provides a clear statement on how our capital resources are utilised to help to ensure that the assets of the Council are used efficiently and effectively.

Corporate Plan and Capital Investment

3. The District Council agreed its seven-year corporate plan in September 2005. The plan contains five main themes as its overall aims. Our corporate aims are:

Deliver well managed, cost effective services valued by our customers;

Increase economic vitality and prosperity;

Improve the health and well-being of our citizens;

Ensure safe, sustainable and cohesive communities;

Promote a balanced natural and built environment.

4. Within these themes there are nineteen objectives and seventy critical activities outlined to achieve those objectives. Resources must therefore be prioritised to achieve those critical activities. All capital schemes must have a Capital Appraisal form that shows links to specific corporate plan objectives and critical activities.

5. Some early estimates have been made to calculate the cost of delivering those critical activities and asset management are as follows:

2006/07£’000

2007/08£’000

2008/09£’000

2009/10£’000

2010/11£’000

2011/12£’000

2012/13£’000

TotalAllocation

£’000Already Approved 8,546 3,694 1,959 1,189 946 - - 16,334Additional Requirement - 4,176 8,577 18,339 16,898 9,417 3,269 60,676

6. (Note: Figures in bold show the commitment already made to these areas when the five year capital programme was agreed in February 2006 (see Appendix B). Items in italics show what the further commitment is estimated to be to deliver the corporate plan and manage our assets to 2012. The full detail of these is attached at Appendix C).

7. The additional requirement far outweighs the capital resources this authority has available. It is therefore important that partnership funding is sought wherever possible to ensure maximum delivery of SSDC aims and objectives.


Asset Management and Capital Investment

8. As well as the delivery of the corporate plan objectives it remains a priority to ensure that the assets SSDC owns are kept in good order and maintained. Bids for refurbishment of these assets are assessed as priority schemes once the need has been assessed and justified. As such these are considered as essential schemes and given priority over available resources. The Asset Management Plan forms the second part of this document in outlining how the authority will manage the assets it owns.

Capital Resources

9. SSDC is in a relatively healthy position with regard to capital resources. In 1999 the Council undertook a large scale voluntary transfer of its housing stock and the capital receipt from the LSVT was used in part to repay all of the Council’s long term debt and the Council became debt-free in March 2000. This allowed SSDC certain advantages under previous capital and investment regulations.

10. Following the introduction of the Prudential Code those advantages do not now exist and in March 2006 SSDC made the decision to agree to borrowing through the most financially economical method of balancing its investment and borrowing portfolio to finance balance sheet debt liability which was previously financed from internal resources. This will obviously be dependant on prevailing PWLB rates and any amounts borrowed will be matched by capital principal enabling SSDC to have a prudent approach to borrowing.

11. The Council has significant capital receipts at its disposal. Unallocated receipts after taking into account those that have been set aside to finance the current capital programme stand at approximately £30 million. The majority of these receipts are used to earn interest of £2.5 million which supports the revenue budget.

12. In addition to this it has received healthy receipts in the past through the clawback of sales by South Somerset Homes (Right to Buy receipts) to previous tenants but these are now reducing as follows:

2007/08£’000

2008/09£’000

2009/10£’000

2010/11£’000

2011/12£’000

2012/13£’000

Receipts Expected 1,313 547 438 383 328 328

13. Social housing grants are in the main made directly from central government to Registered Social Landlords (RSL’s). The government however does currently grant aid SSDC approximately £730,000 per annum towards housing schemes. These grants will continue to be fully utilised by this Council.

14. The current 5 year capital programme shows how much the Council is planning to spend and gives details of individual projects. The current programme is attached at Appendix B.

15. New resources for capital expenditure come from a variety of sources:

Capital receipts from the sale of assets no longer required (primarily sales under the Right to Buy housing regulations)

Specific grants (European Union, National Lottery, etc)

Contributions from other local authorities and external partners


Contributions from SSDC Revenue Budgets

Government grants for social housing and disabled facilities grants;

Borrowing.

16. SSDC will continue to make use of all of these resources in the most economical way.

Strategy for Release of Resources

17. Current capital resources are contributing interest payments to revenue of around £2.5 million per annum. Therefore those resources must be released in a structured way that can be managed through the Medium Term Financial Plan. This will therefore be dependant on affordability either through budget savings elsewhere or through increases in Council Tax. In terms of affordability the maximum threshold is either 2% of council tax (approximately £150,000) or the equivalent in financial savings. This gives an understandable choice in compensating the revenue stream lost and would release a maximum of £18 million over the next six years but allow for the strategic long term planning of delivering a stable capital programme over that term.

18. All new capital receipts will be released to finance the following year’s capital programme once they have been received and after any loss of revenue income or specific set aside is made. This will enable the authority to boost the overall £18 million released over the next six years but in a more prudent way than the current methodology of estimating receipts and releasing them to finance capital when in some circumstances the receipts do not materialise. At present around £8 million net receipts are expected over the next six years to boost the overall programme.

19. SSDC will continue the policy of utilising non-strategic areas of land to provide social housing rather than through it’s capital receipts.

Methodology for the Allocation of Resources

20. The strategy until the 2006/07 budget process had always been to utilise only new receipts to finance new capital schemes. Receipts were allocated to the following areas of priorities:

Essential or Unavoidable SchemesThen Social Housing 50%Regeneration 25%Other schemes 25%

21. Given the approval of the corporate plan the critical activities replaced this in importance in terms of a methodology.

22. To ensure the delivery of the corporate plan a revised methodology needs to be put in place. This will be to allocate to unavoidable schemes e.g. those required by legislation and asset management with the remaining allocation made to deliver the corporate plan. The scoring methodology has been revised to assist in the decision making process.

Process for Approval of Schemes

23. The Council’s strategic corporate plan forms the framework for Council expenditure. The Capital Strategy reflects these priorities, supplemented from time to time by specific opportunities as they arise.


24. Community needs are assessed via a range of methods:

Specific strategy based on need (eg. social housing strategy, cultural strategy, economic development strategy, ICT strategy)

Focus groups and public consultation

Local councillor and Area Development Manager liaison with town and parish councils and community based groups as outlined within Area Action Plans

Service Plans for the medium term (3-5 years)

The Community Plan

Requests for specific contributions from partners

Asset Management Plan

25. Inevitably these processes will identify more needs than the resources available. The financial constraints within which local government operates is a key influence on the capital strategy. In practice the medium term budgeting process and the resource needs identified in service plans come together each year in the planning cycle.

26. These activities are part of a continuous process but information is summarised for the budget setting process. This starts in June each year when the outturn of the previous year’s budget is known. All bids for inclusion within the next year’s budget have to be submitted to Finance by the end of August each year. Project managers produce bids through the project management methodology. Each project manager will as part of that methodology present their bid to Management Board during September/October once the Project Management Board have assessed it’s category, its deliverability and robustness. Management Board discuss how the release of capital for that year is considered alongside the revenue implications and future project delivery needs.

27. Capital bids and resources are considered by District Executive in December and reviewed by the Scrutiny Committee. The final decision is made by Council in February when the projects are approved for inclusion in the overall Capital Programme.

28. In reaching their decisions members are assisted by a scoring system (see Appendix I) that includes points for:

Delivering corporate plan aims, objectives, critical activities and action plans the scheme addresses (50% weighting);

The extent of partnership involvement and financing (20% weighting);

The ability of any other body to provide the project (5% weighting);

Whether the project is obligatory (10% weighting);

Whether the project is a consequence of public consultation (10% weighting);

Whether the project enhances or creates an asset for SSDC (5% weighting).

29. In addition the appraisal form includes links to the Gershon and Value for Money agenda through:


the degree of preparedness to deliver the schemes;

the officer time needed to ensure the scheme is delivered on time;

Whole life costing information regarding the life and major refurbishment needs that will occur during the life of the asset.

The effect the project has on council tax

The benefits to the population of providing the scheme

Approach to Investment Appraisal

30. All project bids whether revenue or capital must be submitted using the new project management methodology. The methodology uses Prince 2 principals and will enhance project management within SSDC.

31. Each appraisal must be completed and submitted to a Project Management Board. An Appraisal form is attached at Appendix D. Once categorised and agreed by the board the project is presented to Management Board for approval.

32. The project management board remit is to:

Categorise the project;

Review investment appraisal forms to ensure that schemes meet objectives and that revenue implications are clearly and accurately identified;

Ensure that the project is deliverable and robust.

32. The Council’s Management Board brief is to:

Recommend to District Executive appropriate allocation of resources to support corporate objectives in conjunction with the capital scoring grid.

Advise the District Executive on the relative priority and timing of schemes so that the Capital Budget Strategy can be developed and the Capital Programme compiled for approval by District Executive and approved annually by full Council.

33. The four Area Committees have the following brief with regard to any Area Capital allocations:

Review investment appraisal forms to ensure that schemes meet the corporate and local objectives and the District Executive agrees revenue implications.

Approve the specific schemes and submit capital plans through the Area Action Plans to District Executive to be included in the Council’s Capital Programme.

34. The District Executive is responsible for recommending to full Council the Capital Budget and forward programme that addresses the agreed priorities. The timetable and process for this are as follows:

August - Officers submit bids and finance officers review the 5 year Capital Programme and revise it in the light of latest information on receipts available and progress of individual schemes.


September/October - Bid proposals are developed by working groups which will include resources of partners and external funding and presented to the Project Management Board followed by Management Board.

November - Portfolio holders prioritise schemes with regard to corporate priorities or urgent requirements and new opportunities. This is done individually and then working together within the Executive. Prioritisation is based on a capital scoring system that takes into account various factors eg. corporate aims/ objectives/ critical activities, partnership funding etc. A copy of the capital scoring sheet is attached at Appendix I.

December - The District Executive receives final advice on the resources available and reaches a decision on the amount available for new schemes. District Executive recommends schemes for approval by Council.

February - Full Council approve Capital Programme.

35. Where a service has identified a need for capital an Investment Appraisal pro forma is completed. All relevant bids must have had a feasibility study before consideration by the Executive. All requests are considered by the District Executive or Area Committee (where delegated authority has been given), in the context of the annual and medium term budget process.

36. A copy of the pro forma that will be used from the 1st April 2007 is attached at Appendix D; each bid identifies the service objectives to which the bid relates and the outcome to be achieved. These are linked to the Council’s overall aims and objectives.

37. The costs are identified – both capital and any revenue consequences; and the means of project control to be exercised. Once approved the expenditure is included in the capital programme and the appropriate annual revenue budget committed and a named officer identified as the Responsible Officer for project management.

38. The project will be monitored through the project board and through quarterly reports to members.

39. The Council’s Capital Officers Group meets to share good practice, support, and understanding of current capital projects. The Group reports to the Senior Managers Forum (SMF) on any issues of policies and practice.

40. The SMF resolves issues arising from the Capital Officers Working Group.

ICT Funding Committee

41. The ICT Funding Committee will receive all ICT related bids whether for new technology or replacement technology in accordance with the ICT Strategy. The ICT Funding Committee is made up of members of the District Executive receiving specialist advice from a theme advisor and a specific responsibility for approving all ICT capital projects.

42. A sum will be top sliced each year based on the expected need for the following year of capital resources for the ICT Funding Committee to apply to projects based on priorities. A sum will also be allocated within the Medium Term Financial Plan each year to the ICT Funding committee to fund the revenue implications of those projects.


43. All bids for ICT funding will follow the same route for approval with the exception that the ICT Funding Committee replaces District Executive as the approving committee. However, the original delegated sum each year will be agreed by full Council.

Save to Earn Schemes

44. Schemes where a capital project can either produce revenue income or reduce expenditure by the equivalent or greater sum than the loss of revenue interest can be brought forward at any time through the normal process. This encourages innovation and business process re-engineering to progress outside of the normal annual process. It also encourages an approach to the efficiency agenda in terms of investing in assets to reduce ongoing revenue costs.

45. Any bids must be linked to a robust business plan with sensitivity analysis clearly identifying the risks and break-even points of the project. A specific reserve has also been set up to cover initial losses while the scheme is being implemented and therefore each scheme must demonstrate a payback of five years or less.

Links to Partners

46. The Council works closely with partner organisations to achieve its corporate objectives. This helps to ensure that the needs of the community are met in the most appropriate way; and that the best use is made of pooled resources. Capital investment in buildings and infrastructure seeks to address common interests.

47. Officers and Members of SSDC are involved in a range of active partnerships where resources for schemes are regularly discussed. Where schemes are jointly funded the consultation will therefore be on-going. Often external funders look for district council committed funds to be in place when they consider bids. When a scheme is being developed for consideration by District Executive, partners are consulted on the scheme.

48. The capital programme shows that over £3 million of resources come from our partners in the schemes approved.

49. At the capital bid stage partners will be identified and will contribute to the preparation of the pro forma. Partners may attend the District Executive meeting where schemes are considered. Once a scheme is included in the Capital Programme partners will be involved in the delivery of the project. Current examples include:

Business Incubator scheme is a joint project with the Regional Development Agency and Somerset County Council;

Yeovil Vision Scheme which will be managed by a joint management board that includes as well as SSDC the Regional Development Agency, Somerset County Council, and Yeovil Town Council;

Yeovil Regeneration schemes are overseen by a consortium that includes the Town Council, the County Council, and the Chamber of Trade;

Our Local Strategic Partnership also receives a summary report of progress on those cross authority schemes.

50. In addition, South Somerset District Council is part of the Somerset Waste Partnership that has successfully bid for over £6 million of capital funding from DEFRA to introduce the Kerbside Recycling Scheme and Composting Schemes. Only the SSDC share is shown in our Capital Programme since the County Council acted as lead authority.


Loans Policy

51. SSDC approved a loans policy in September 2003. The objective of this policy is to act as a useful source of funding for some voluntary groups in providing a top-up of capital to get a project implemented without having to pay prohibitive interest rates so long as the activity meets one or more of the council’s corporate objectives. The policy also states that the borrowing body must demonstrate that it can repay the loan at the prevailing PWLB (Public Works Loan Board) rates. This is an excellent way of recycling capital resources to deliver the Council’s aims and objectives. Examples of bodies that have benefited so far are:

Crewkerne Aqua Centre to build a gym/fitness studio £600,000

Norton-sub-Hamdon Village Hall replacement - £5,000

Refurbishments to properties at Crewkerne Almshouse Trust - £65,000

Monitoring and Evaluation of Capital Schemes

52. The Project Manager (Responsible Officer) – as identified by the Investment Appraisal pro forma manages capital schemes. If the scheme is a building project the Project Manager will utilise both internal and external support for the scheme (legal, financial and construction related service). It also checks that the in house property team agree with any property costs and have the available time to commit to the project.

53. Area Committees will receive quarterly monitoring statements on the progress of individual area schemes and District Executive schemes where they have a significant interest to the Area Committee. The District Executive will receive quarterly monitoring on individual corporate schemes and a summary report on the overall Capital Budget and Programme. When schemes are being progressed with partners the Partnership Steering Group will receive quarterly monitoring reports.

54. Quarterly monitoring reports will show the current stage of each project (feasibility, design stage, tender invited, construction or detailed implementation and post completion review) and a revised spending profile if appropriate.

55. Where a project has been delayed for more than one year the Committee must review and decide whether to continue to support the scheme further, return the funding for use on other schemes or return the project to reserve projects list pending a revised appraisal form from the officer concerned.

Post Completion Assessment

56. Post completion project evaluation is undertaken by the Responsible Officer and reported to the Area Committee/District Executive and compares the planned outcomes with those actually achieved. It is also important as a learning organisation that we learn from our projects in terms of what could have been done better. A pro-forma has been established to assist with the assessment and a copy is attached at Appendix F.

57. On occasions the Council’s Scrutiny Committee may call for a post-completion project appraisal to provide assurance on the efficiency and effectiveness of the project implementation. The Committee may also consider if the service objectives and outcomes identified in the Investment Appraisal form have been met.

58. Examples of comments from recent Post Completion evaluation reports:


How were the Objectives Met?

“By providing a new, easily maintainable, highly insulated, roofing system which enables Health and Safety standards to be maintained for both staff and for the public”

“We have proved via statistical information that early prevention in South Somerset is working very successfully in preventing homelessness from occurring. Also the increased footfall proves that a town centre location was needed”.

“A new bus was purchased with both SSDC and external funding and continues to deliver a vast range of projects both internally and with external partners which meets the same objectives as above.”

Please add details of any additional benefits that have resulted from the project being undertaken

“More interview rooms to aid staff. A multi-agency approach and early intervention in assisting those threatened with homelessness has been successful”.

“The new Activity Bus now has disabled access to the lower deck enabling wheelchair & easier disabled access. The IT equipment has been well received both on our own projects undertaken and partner projects use of this is available on both decks of the bus. The adaptable interior has proved to be very successful, giving much more available floor space on the upper deck for projects that are delivered. The plasma screen has been invaluable for both ourselves and partners to deliver presentations via laptops”.

In hindsight is there anything that you would have done differently?

“The time scale presented in the Investment Appraisal was not realistic. The cost of the purchase of the chassis and bodywork was under estimated at £65,000 the actual price was £149,000, more than was estimated of £129,000 for both the internal conversion and purchase of the body & chassis, we were fortunate to secure £20,000 more external funding than was originally quoted which helped to make up the difference in cost”.

“The lessons learnt in the case of the sculpture project were to involve an arts officer much earlier in the process. It should have been made clear at the start that the owner of the site should have led the project from it’s inception using an artist experienced in creating public art, unfortunately the owner lost touch for a while and commissioned someone who had no experience of creating public art, this resulted in the regeneration officer trying to guide the artist with regards to health and safety issues and the artist did not appreciate their work being compromised by such matters, leading to some tricky negotiations ensuring that our contribution was being spent wisely”.

Review of Capital Strategy

59. This document will be reviewed in 2009/10.


SECTION B – ASSET MANAGEMENT PLAN

Purpose of the Plan

1. This plan together with the Capital Strategy is intended to detail the authority’s approach to asset management and sets out the policies, aims and initiatives of the Authority in relation to it’s assets.

2. It identifies the strategies and policies to enable effective management of the property portfolio, delivery of services and property maintenance. The aim is to ensure that assets are fit for purpose and where practicable deliver value for money whilst recognising the diverse range of property held.

3. The property portfolio should be sufficient and appropriate to deliver the Council’s services.

Organisational arrangements for corporate asset management

4. The Council’s policy and practice is that all property is held corporately but may be managed by service managers as appropriate.

5. The Council’s Head of Service with responsibility for property is accountable to the Corporate Director (Environment) who provides the high level strategic property link with the Council’s Management Board and District Executive. Responsibilities include:

Ensuring the property portfolio contributes to the delivery of corporate aims and service objectives;

Developing strategies for future property requirements and management;

Undertake regular review of the property portfolio;

Develop and maintain links between service managers and Members to the asset management plan, capital strategy and capital programme;

Ensuring compliance with statutory and regulatory requirements;

Ensuring the Asset Management Plan is maintained and updated;

6. The Management Board comprises the Chief Executive, Assistant Chief Executive and three Corporate Directors plus the Head of Finance and the Head of Legal and Democratic Services. Property related issues are brought to the agenda as and when appropriate to:

Co-ordinate asset and property management across service departments and areas.

Ensure a corporate, strategic and consistent approach to property issues across services.

Consider recommendations for property development, disposals and strategies.

7. The Head of Economic Development, Planning and Transport deals with strategic development and regeneration projects. Key staff from the Asset Management/Property Team and Economic Development meet each month to review progress with strategic and


operational property issues. There is close co-operation between staff to maximise opportunities for land assembly packages, acquisitions or disposals of assets that relate to the Council’s land or property. Any issues emerging from these discussions will feed into the Management Board and relevant Committee.

8. At Member level responsibility for land and property is with the Environment and Property Portfolio holder.

9. Organisational arrangements for corporate asset management are shown diagrammatically at Appendix G.

10. In 2002 the District Executive set up a Property Review Working Party to include the relevant Portfolio Holders, Corporate Director – Environment, Head of Finance, Head of Engineering and Property and officers from Asset Management and Economic Development. The remit for this group is to review all land and property holdings every two years. The next review exercise will be undertaken early in 2007. All property is considered and the working party proposals for future use/disposal of various properties reported to the District Executive.

11. As a consequence of the organisation review a number of staff have been relocated to different sites/offices. The Corporate Director - Environment is leading a Member/Officer group – Accommodation Rationalisation Review Group - to ensure office space is used effectively.

Property Services

12. Engineering and Property Services manage the Council’s property assets. Their vision and mission is:

“to deliver a professional and technical service to maintain and imp[rove the Council’s land and property portfolio, including car parks.”

“we aim to provide buildings , car parks and other assets that are fit for purpose and meet the current and future requirements of users and direct service providers, as well as maximising strategic income.”

13. The Service Plan sets out how the Team contributes to delivery of the Corporate aims, objectives and critical activities.

14. Property maintenance is delivered through a range of approved contractors but we have partnering contracts with two main contractors for reactive repairs and electrical work.

Asset Management Planning

15. The Council’s existing asset base (building, major equipment items, communication links, etc) is managed via Service Plans. The responsibility for repair and maintenance of buildings is with the Engineering and Property Service. Strategically, the Council’s land and property portfolio comes within the remit of the Environment portfolio. The Council’s accommodation is a mix of leased and freehold buildings. Asset utilisation is a long term strategic issue and the Council’s need for accommodation is reviewed as part of the asset management process. As leases become due for renewal services are reviewed to ensure that the best use is made of accommodation. The MTFP savings requirement has meant that office accommodation is being closely scrutinised.

16. In order to improve the asset management function the Council has developed an Asset Management Plan. This also forms a key part of our approach to Best Value. The Plan:


Identifies all properties used by the District Council;

Provides for core data to be established on assets including:

- Condition statement and future maintenance needs- Approximate annual maintenance costs

Informs the Strategic Management Board’s consideration of capital budgeting and the District Executive recommendations to Full Council;

Feeds into the medium term financial strategy;

Ensure that Best Value in Asset Management is achieved and demonstrate fairness and transparency in the decision making process;

Ensures that a continual review of property is undertaken;

Consultation

17. Public stakeholders

Disabled persons views about accessibility to our services and buildings are gathered through the Disability Action Group who meet regularly with members and officers. Their input feeds into work programmes for building improvements to offices and other public buildings.

18. Property Services customers

Customer satisfaction with contractor’s performance for day to day property repairs are monitored via feedback questionnaire and where problems are identified appropriate action can be taken. Individual projects and design work undertaken by the engineering and property team are subject to customer questionnaire on completion.

19. Performance of the Engineers and Property Services Teams is monitored through annual/biennial customer (internal & external) questionnaire and any problem areas are reviewed.

Data Management

20. A statement of assets held by category including numbers and value has been prepared from the asset register database (shown at Appendix A). There is a rolling programme that ensures all asset values are reviewed once every five years.

21. Records of buildings and land have been compiled on the corporate asset database, a module of the Council’s main GIS map based system. The database contains extensive information that is constantly being added to as further information is extracted from legal documents and deeds.

22. Annually the asset register maintained by the Finance team (for capital accounting purposes) is compared with property records held on the corporate asset database. UPRN’s (unique property reference nos.) have been recorded for each property and this links to the Gazeteer for amenity and other land where SSDC has maintenance responsibilities.

23. The 5 yearly property condition survey was completed in 2005 (by consultants) to update records in accordance with best practice. This information has been used to:-

compile data on planned maintenance requirements over a 5 year period for capital funding for a programme of property refurbishment;


assess maintenance priorities;

provide costing information on maintenance liabilities where a property’s future use is being considered;

provide reference data on floor areas for space audits and internal recharge purposes;

24. More detailed 10 year Programmes are being evolved for the more highly serviced buildings eg. Goldenstones, Octagon etc.

Accessibility

25. Work required to meet reasonable accessibility requirements in public areas of our buildings have largely been completed to comply with the Disability Discrimination Act 1995. There remain 3 buildings where practical and physical difficulties have yet to be overcome. Car Parks have also been surveyed and work carried out to improve the location of disabled spaces and access to ticket machines should charges be introduced.

Asbestos

26. Asbestos surveys and reports have been completed for all buildings and where necessary asbestos removal work has been programmed.

Legionella

27. Specialists are currently completing building surveys to assess works required to mitigate Legionella risks and prepare monitoring programmes.

Energy

28. Energy management is emerging as a key area of work and supply contracts have recently been tendered by Procurement. Costs are closely monitored and energy saving initiatives are implemented when and where practicable. Over 60% of energy used in our main buildings is from renewable (Hydro) sources.

Programme development and implementation

Office review

29. Much work has been undertaken in the past 18 months by the Accommodation Rationalisation Working Group (ARWG) to review offices, relocate staff to form new teams and improve service delivery. By introducing new office accommodation standards the number of desk spaces in Brympton Way has been increased from 270 to 350. A hierarchy of needs in maximising the use of office accommodation has been agreed by the Group and they are:

1. SSDC Corporate need2. SSDC Area need3. SSDC partnership needs and/or maximisation of income requirements

30. Using this hierarchy, ARWG decisions about accommodation are informed by policy and need, rather than financial opportunity. An independent consultation report carried out in 2004 established that there is more of an imperative for front-facing services to be based at Brympton Way than support services. If necessary, this would then mean relocating support services out of Brympton Way. This fits with our understanding that customers appreciate the opportunity of accessing services at our main office (Over 10% of our customers prefer face to face contact at either Brympton Way or a community office, BMG research, 2005). The


Customer Access inspection report, February 2006, also identified the strength of our corporate objective of improving customer access supported by the Customer Access Strategy.

31. However, another factor to be considered is the parallel process of the Area Visioning. Once a decision is made about the precise nature of area working and the need for area offices it will be possible to make an informed decision on the future of individual buildings. In addition, it would be sensible for SSDC to retain some flexibility over office space across the district to fit with any potential changes in local governance arrangements.

Property Review Group

32. A Somerset asset management group has been formed consisting of the district, county and Government Office (SW) representatives to share best practice and explore opportunities for partnership working. Information is shared about surplus property disposals or new requirements. A network of contacts has been established to share information.

33. Examples of current projects being developed where we are working with other public authorities include:

a. Joint procurement of valuation services with Mendip DC;b. Office sharing arrangements at the Chard Office with the SCC Locality Team;c. Discussion with the Police Authority for office sharing arrangements at the

Wincanton Office to develop their community policing agenda;d. Discussion with the SCC Library Service for a proposed new library combined with

new public conveniences on our car park/land at Castle Cary;e. Working with the Castle Cary Town Council to look at the future uses (through

public consultation), refurbishment and improvements to the Market House (Grade 2 *) currently in SSDC ownership;

f. Working with Yeovil Town Council to investigate provision of public conveniences in the town centre;

g. Development of a c. 35,000 sq ft business innovation and incubation centre in Yeovil jointly funded by SSDC, the RDA and SCC;

h. Working with Registered Social Landlord’s to identify surplus areas of SSDC land that when parcelled with their own land holdings will create development opportunities for new affordable housing.

Surplus or under used assets

34. A procedure for assessment of surplus or under used property has been developed together with a process clearly setting out the methods for dealing with disposal. A copy is attached at Appendix E.

Asset Transfer to “Third Sector” Organisations

35. The Government are keen to promote advancement of their proposals for advancement of community ownership and management of local authority assets. (DTI Social Enterprise Strategy 2003/Why neighbourhoods matter – ODPM report 2006). Examples might be community centres, recreational facilities, parks or redundant buildings that if transferred to community organisations could be critically important to development of active communities or viable community based enterprises.

In considering the transfer of assets the local authority will need to meet its fiduciary duty that makes best use of resources. This would normally mean realising market value for assets to reduce pressure on council tax levels. However disposal at below market value may result in added value and benefits by contributing to sustainable community plan objectives.


The ODPM Working Group concluded that one of the barriers to transferring assets to communities was the lack of appropriate capital and revenue funding. However the legal and financial frameworks are in place and, in future, local authorities will be expected to give such transfers to Third Sector Organisations proper consideration.

Current Programme of Asset Management Activities:

Action Lead Officer Target DateRelocate Countryside and Street Scene operations from Chaffcombe Depot and dispose of the site.

Head of Engineering and Property

June 2007

Ongoing review of all office accommodation. Corporate Director - Environment

Ongoing

Member/officer working party to review the Council’s land and property holdings.


December 2006

Disposal of the Mill Lane/Foundry House site for redevelopment.

Head of Area Development (South)

2007/08

Disposal of closed public convenience sites. Head of Engineering and Property

Ongoing

Ensure continued compliance with legislation on: disabled access to public buildings and car

parks asbestos in buildings and maintenance of a

register management of the risk of legionella


Ongoing

Development of the Yeovil business innovation centre.

Head of Economic Development , Planning and Transport

2006 and ongoing

Monitor progress on corporate and service targets for: reduction in energy consumption in local

authority buildings % of green energy purchased accessibility to public buildings by disabled

people commercial property lettings rate of return on commercial property


Ongoing

Planned maintenance is undertaken to protect the Council’s investment in property and capital funding bids are made to enable the programme to continue.


2008 and ongoing

Review of land holdings in conjunction with Social Housing Providers to identify development opportunities for affordable housing.

Head of Engineering and PropertyHead of Housing

Ongoing

Implement car park strategy review and identify additional capacity/sites where required

Head of Engineering and PropertyHead of Economic Development , Planning and Transport

2007 and ongoing

Complete negotiations on land disposal etc for Birchfield (Lyde Road Key Site) and Waitrose at Crewkerne.

Head of Engineering and PropertyHead of Legal Services

2006/07


Continue to maximize occupancy of vacant office space by working with partner organisations


2006/07

Progress delivery of the Yeovil Vision ADM SouthHead of Economic Development , Planning and Transport

Ongoing

Progress Market Town Regeneration ADM West OngoingConstruct leachate control and pumping station at Birchfield


2006/07


APPENDIX AAsset Register Land and Property Information at 31.3.2006

Description Number Valuation GrossInternal area

£ M2Operational Assets - other land & buildings

Cemeteries and Crematoria (buildings) ** 6 440,280 -

Sports Centres, Pools and Changing Rooms 2 7,809,207 2,830

Offices and administrative buildings 19 6,784,862 15,690

Museums, Galleries and Theatres 2 2,795,770 2,290

Other Housing - Non HRA property 5 695,525 1,300

Off street car parks 56 5,359,116 -

Public conveniences 32 786,022 2,052

Other Operation land & buildings 2,666,484

Operational Assets - Infrastructure Assets

Cyclepath 33,214 -

Other Infrastructure 3,820

Operational Assets - Community Assets

Parks and other open space amenity land - 626,375 -

Crematoria land ** 136,960 -

Non Operational Assets

Commercial Units, Industrial Land & Property 24 2,094,830 4,373

Other miscellaneous property or land 11 168,510 2,335

Land awaiting development 5 134,800 -

Historic buildings 3 - -

30,535,775 30,870

Note** Joint ownership

The table below shows details of all property holdings.


Title Description Use Street Town General Comments Disposal Views

Freehold Sports Pavilion Birchfield Park Changing rooms, etc. Lyde Road Yeovil To be leased to Jephson Housing

Freehold Store Shed in Ninesprings Store for Equipment Nine Springs Yeovil Replaced with container Unit in 2003

Freehold Changing Rooms Changing rooms Sandhurst Road Yeovil

FreeholdChanging Rooms, public toilets and store etc. Changing rooms etc. Yeovil Rec Centre Yeovil

Whole site includes running track, golf, tennis, etc.

Freehold Scouts building Hall, Changing, WC's Yew Tree Rec Yeovil 53 year lease from 1995

Freehold Bird Watching Hide Bird watching hide Chard Reservoir Chard

Leasehold Community Sports Centre Sports Centre West Hill Wincanton Sub-let to Trust on 99 year lease

Freehold The Four Follies Barwick Park Historic BuildingsThe Rose Tower and Others Barwick Restricted access arrangements

Freehold Burlingham Barn Historic Buildings Tintinhull Restricted access arrangements

Freehold Hostel Let to Magna HA17 Woodland Grove Yeovil

Freehold Hostel Let to StonhamHA117 Sherborne Road Yeovil

Freehold Hostel let to StonhamHA 2 Crimchard Chard

Freehold Hostel

Dorcas House ,Preston Grove Yeovil

Freehold Workshop Workshop Hellier's Road Chard Relet from 1/9/01 after repairs

Freehold Mill Lane Trading Estate Small Business UnitsMill Lane/ Summerhouse Tce Yeovil Buildings demolished 2003 - site only Awaiting disposal

Freehold Small Business Units Small Business Units Foundry House Yeovil Building empty/secured Disposal with Mill Lane site

Freehold Small Business Units (1 - 18) Small Business Units Houndstone Yeovil SSDC main commercial units


Freehold Garage/Store Store Windermere Close Yeovil Review when tenancy ends - 2007

Freehold Shop Unit Shop6 South Western Terrace Yeovil

Leasehold Workshop/Business Unit Workshop Oxford Road Yeovil Lease ends 26.7.07 Review prior to end of lease

Freehold Shop Unit Shop/workshop7 South Western Terrace Yeovil

Freehold Shop Unit Shop/Office11 South Western Terrace Yeovil

Freehold Site for Parking etc. Vehicles Parking/Mtnce Coat Road Martock Jephson Housing Disposal for affordable housing

Freehold Old Weighbridge site Visitor/cycle Centre Bow Street Langport

Leasehold Bus Station Bus Station Earle Street Yeovil

Freehold Site + small brick building Industrial site for dev.Houndstone Business Park Yeovil

Site + red brick building for development

Disposal to part fund Business Innovation Centre development

Freehold Old Reading Room Adult Learning Centre 72 South Street Yeovil 99 year lease to SCC from 1974

Freehold Flax Mills (inc Lodge) Historic/commercial Castle Cary

Leasehold Borough Arcade Offices Commercial officesKing George St./High St. Yeovil Lease expires November 2006 lease not being renewed

Freehold Boden Street Library Healthy Living Centre Boden Street Chard

Freehold Garage/store Store Monmouth Road Yeovil Review when tenancy ends - 2007

Leasehold Abbey Manor Park Surgery Abbey Manor Park YeovilSite only - not our building - 124 year lease Section 106 agreement

Freehold Business Unit Store etc. Goldcroft Yeovil

FreeholdGarage - in Abbey Street car park Garage and store Abbey Street Crewkerne

Freehold Chard Museum Museum High Street Chard

Freehold Wessex Youth Centre Youth Centre Broad Street Somerton

Freehold Offices Offices 80 South Street Yeovil

Freehold Chard Youth Club Youth Club Essex Close Chard

Freehold Ile Youth Centre Youth Centre Frog Lane Ilminster Site only - 99 year lease from 1965


Freehold Crowshute House Community Centre Chard

Leasehold Abbey Manor Community Hall Abbey Manor Park YeovilSite only - not our building - 124 year lease Section 106 agreement

Freehold Tolbury Mill Community Hall Playgroup Tolbury Bruton Tenant has full repair lease

Freehold The Store Public Building Commercial Row Chard Town Council purchased in 2006

Freehold Gables End House - let to SSH Touches Lane Chard Acquired as a result of planning blightDisposal when local plan and site development agreed

Freehold Mirrolds House - let to SSH Touches Lane Chard Acquired as a result of planning blightDisposal when local plan and site development agreed

Freehold The Harlequin Arcade Community Office, etc. High Street Bruton Some commercial tenants

Freehold Area East office Public Offices Churchfields Wincanton

Freehold The Old Market House Community Office, etc. High Street Castle Cary Some commercial tenants

Freehold Ilminster Area Office Public Offices North Street Ilminster

Freehold SSDC Offices Public Offices Brympton Way Yeovil

Freehold Area South, Public Offices Petters Way Yeovil Some commercial tenants

Leasehold Area North Office Old Kelways Public Office Somerton Road LangportBlock B - 99 years/Blocks ACD - 10 years wef 1998

Leasehold Somerton Community Office Community OfficeParish Rooms Market Place Somerton 10 year lease to September 2007

Leasehold Crewkerne Community Office Community Office Victoria Square Crewkerne Lease 21 years from 1995

Freehold Area West and others Public Offices Holyrood Street Chard Some commercial tenants

Freehold Careline/Bldg Control Offices Preston Road Yeovil

Freehold Workplace Nursery Workplace Nursery Preston Road Yeovil

Freehold Community Resource Centre Offices & store 9, Garrett Road Yeovil

Leasehold Tourist Info. Centre Tourist Info Centre Cartgate Yeovil Leased from Highways Agency


Leasehold St Michaels Hall Community Centre St Michaels Road Yeovil Lease to 2008 (full repairing lease) Review prior to lease expiry

Freehold Milford Recreation Centre Playground, rooms etc. Milford Road Yeovil Let to Town Council on 999 year lease

Freehold Goldenstones Leisure Centre Brunswick Street Yeovil

Freehold Octagon Theatre Theatre Hendford Yeovil

Freehold Museum of South Somerset Museum Hendford Yeovil

Freehold Lufton Depot Depot/Museum Store Artillery Road Yeovilalso Community Heritage Access Centre wef 2003

Freehold Chaffcombe Depot Depot Chaffcombe Chard Disposal agreed by DX

Leasehold Wincanton Depot Vehicle park/staff room Southgate Wincanton 15 year lease from 15/9/00

Freehold 4 Old Garages Storage/Garages Petters Way YeovilUsed by street scene (sweepers), engineers store & museum

Leasehold Basement Store Document Store Reckleford Yeovil Lease expires May 2008 Review prior to lease expiryFreehold+Licence to site

Education Centre/ Rangers office & public toilets

Education room, Rangers office etc. Ham Hill

Stoke sub Hamdon

Joint Freehold Yeovil Cemetery Chapels Cemetery Chapel Preston Road Yeovil Joint ownershipJoint Freehold Yeovil Cemetery Lodge Cemetery Lodge Preston Road Yeovil Joint ownership

Joint Freehold Crematorium Buildings Crematorium Bunford Lane Yeovil Joint ownership


Freehold Public Conveniences Public Convenience London RoadMilborne Port

Leasehold Public Conveniences Public ConvenienceLimington Road/Free Street Ilchester

Freehold Public Conveniences Public Convenience Carrington Way Wincanton Leased to TC

Freehold Public Conveniences Public ConvenienceMemorial Hall Car Park Wincanton

Freehold Public Conveniences Public Convenience Grove Alley Bruton

Freehold Public Conveniences Public Convenience Millbrook Castle CaryPossible redevelopment with SCC library

Leasehold Public Conveniences Public Convenience Old Market House Martock

Leasehold Public Conveniences Public Convenience West Street Somertonland leased from TC 99 years from1982

these toilets replaced in 2003 under similar arrangements

Freehold Public Conveniences Public Convenience West StreetStoke sub Hamdon

Freehold Public Conveniences Public Convenience Prigg LaneSouth Petherton

Freehold Public Conveniences Public ConvenienceWhatley Car Park, Bow St Langport

Freehold Public Conveniences Public Convenience Petters Way Yeovil

Leasehold Public Conveniences Public ConvenienceBus Station, Earle Street Yeovil

Leasehold Public Conveniences Public Convenience Quedam Yeovil Lease surrendered May 2006

Freehold Public Conveniences Public con/rec ground Milford Road Yeovil closed

Freehold Public Conveniences Public Convenience Boden Street Chard

Freehold Public Conveniences Public Convenience Bath Street Chard

Freehold Store Store West Street CrewkerneFormer toilets to be leased to TC for store

Leasehold Public Conveniences Public ConvenienceSouth St/ Falkland Square Crewkerne

Freehold Former Public Conveniences Public Convenience Church Street Crewkerne Closed awaiting disposal

Freehold Public Conveniences Public Convenience West Street Ilminster Partial closure

Leasehold Public Conveniences Public Convenience Ditton Street Ilminster


Freehold Public Conveniences Public Convenience Chard Reservoir Chard Environmentally friendly loo

Leasehold Gypsy site Gypsy site Marsh Lane Tintinhullleased from SCC 99 years wef 1.12.2002

Leasehold Gypsy site Gypsy site Ilton Iltonleased from SCC 99 years wef 1.12.2002

Freehold Offices/Factory Unit Offices/Factory Unit Bonsoir site YeovilConversion to Yeovil Business Innovation Centre

Freehold Classroom/store Classroom/store Grass Royal YeovilDemolished by SCC in Sept 2006 under terms of lease Buildings life expired


Revised Capital Programme 2006/07 - 2010/11 (New starts for 2006-07 to be approved are shown in bold type) APPENDIX B

Capital Programme 2006/07 - 2010/11

2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible Officer

Est Est Est Est Est Est

Spend Spend Spend Spend Spend Spend

£'000 £'000 £'000 £'000 £'000 £'000

Disabled Facilities Grants 506 506 480 480 480 2,452 A Bell

Disabled Facilities Grants Subsidy (272) (272) (246) (246) (246) (1,282) A Bell

DFG new allocation 42 42 42 42 42 210 A Bell

Empty Property Grants 80 80 160 A Bell

Home Repairs Assistance 100 100 200 A Bell

HMO Grants 60 60 120 A Bell

Village Hall Grants - Expenditure 25 25 A Knight

Village Hall Grants - New Allocation 90 90 180 A Knight

Affordable Housing 832 322 1,154 L Axford

Higher Flax Mills - Castle Cary 21 21 H Rutter

Lufton 2000 - Phases I & II 100 100 ADM South

Lufton 2000 - Phase III 7 (214) (293) (339) (839) ADM South

Box Factory 35 35 ADM South

South WesternTerrace - Improvement Grants 77 77 I Budd

Eastern End, Yeovil Improvement Grants 20 20 ADM South

Great Bow Yard 150 32 182 ADM North

Environmental Improvements to Middle Street, Yeovil 4 4 G Green

Car Park Resurfacing 25 25 25 75 B Tufton

Castle Cary Library 43 30 73 H Rutter





£'000 £'000 £'000 £'000 £'000 £'000

Yeo Rec - Changing Rooms - Expenditure 40 40 L Pincombe

Yeo Rec - Further works 13 20 7 40 L Pincombe

Museum Facility at Lufton Depot 10 10 D Hill

Old Town Station - Completion Works 35 35 G Green

Goldenstones 10 Yr Plan 20 23 43 S Joel

Dual Use Sport Centre Grants 40 40 40 40 160 S Joel

Crewkerne Aqua Centre Loan (60) (60) (60) (60) (240) D Parham

New Vehicles for Leisure Service 30 30 C Freeman

Birchfield Sewer Pollution Control Works 311 311 M Pollock

Public Conveniences - Access Improvements 20 20 B Tufton

Safety Improvement to Yeovil Bus Station 40 40 B Tufton

Feasibility Fees

Reckleford Option 5 (Yeovil Vision) 45 45 ADM South

Eastern End Regeneration Feasibility (Yeovil Vision) 10 10 ADM South

Sports Zone Feasibility (Yeovil Vision) 25 25 S Joel

Capital Salaries 200 200 200 200 200 1,000 D Parham

E-Government - Customers First (Phase 2) 10 10 C Price

Back Scanning of Planning Information 38 38 A Harland

Enhancements to SSDC Buildings 206 180 185 190 195 956 B Tufton

Acccessibility improvements to Council Buildings 9 9 B Tufton

Ropewalk at 94 High Street West Coker 38 38 A Duckworth

Brympton Way Data Recabling - new allocation 31 31 R Brown

NNDR System 34 34 P Colgan

EDM - Building Control 21 21 J Power

2006/07 2007/08 2008/09 2009/10 2010/11 Future Responsible


OfficerEst Est Est Est Est Est


£'000 £'000 £'000 £'000 £'000 £'000

Enterprise Wide Back Up System 50 50 J Lancaster

New Housing IT system 28 28 C Boyland

Novell Licensing 26 26 R Brown

Server Replacement* 80 80 A Harland

Upgrade of voicemail & telephone logging 30 30 A Harland

Upgrade of Power Supply to Computer Room 16 16 R Brown

Replacement of chillers for air handling system 82 82 B Tufton

Total District Executive - Central Schemes 3,423 1,184 393 314 671 5,985

Area Committee Allocations

North 222 101 323 ADM South

South 39 39 ADM North

East (2) (2) H Rutter

West 53 8 61 A Gillespie

Area Committee top up 67 67 66 200 ADMs

Total Area Committee Allocations 379 176 66 0 0 621

Total Capital Programme 3,802 1,360 459 314 671 6,606

Non-Specified Investments

Provisions for Investments 2,187 2,187 D Parham





£'000 £'000 £'000 £'000 £'000 £'000

Reserve Schemes Awaiting specific allocation

Yeovil Vision 125 125 250 ADM South

Market Towns Vision and Rural Regeneration 50 100 150 300 A Gillespie

Waste Contingency 200 200 K Tyte

ICT Panel 200 250 250 250 250 1,200 A Harland

Affordable Housing - Unallocated 1,927 1,328 600 600 4,455 L Axford

Business Incubator/Innovation for South Somerset - Exp 475 475 950 A Foyne

Feasibility Fund - Unallocated 25 25 25 25 25 125 SMT

2,527 2,303 1,500 875 275 7,480

Area - Capital Reserves to be Allocated to New Schemes

North 31 31 ADM North

West 30 30 A Gillespie

Total 30 31 0 0 0 61

Summary

Capital Programme 3,802 1,360 459 314 671 6,606

Non Specified Investments 2,187 2,187

Contingent Liabilities and Reserve Schemes 2,557 2,334 1,500 875 275 7,541

Total Programme to be Financed 8,546 3,694 1,959 1,189 946 16,334

Proposed new 2006/07 schemes are shown in bold

Amounts shown in italics are foreseen future bids

*The revenue costs of this bid are subject to a separate report on this agenda.


NEW AND FUTURE CAPITAL SCHEME ESTIMATES

APPENDIX C

Critical Activity Description of Project Officer 2007/08£'000

2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

AIM: Deliver well managed, cost effective services valued by our customers

Objective 3: Achieve 75% by 2008 and maintain thereafter the staff who would recommend SSDC as an employer.

Canteen/Restaurant Refurbishment Gary Russ 81 9

Objective 4: Be a top 25% performer in the National Indicators appropriate to South Somerset by 2010.

Enhancements to SSDC Bldgs Brian Tufton 200 205Capital Salaries Donna Parham 200 200E-mail Archiving Anne Harland 50Desktop License Upgrade Anne Harland 300Corporate EDM/Workflow System Jess Power 299 159 54

Server Replacement Schedule Bid Anne Harland 157 99 64 153

Oracle 10g Upgrade for Revenue & Benefits System

Janet Lancaster 25

Patch Management System Roger Brown 13Data Life Cycle Mgt System Anne Harland 65Transformational Gov Fund Anne Harland 200Corporate Identity Management Anne Harland 310 244 91 161 91Replacement of QSP Claire Harding 320Replacement of Cash Receipting Claire Harding 80Resource Centre Partial Roof Replacement

Brian Tufton 25


2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

Car Park Admin System & Hand Held Fixed Penalties Device

Brian Tufton 51


Replacement Boilers at Lace Mill, Chard

Brian Tufton 50

Replacement Fire Alarm at Brympton Way

Brian Tufton 60

Replacement Boilers at Brympton Way

Brian Tufton 80

Plumbing improvement to property Portfolio to reduce risk of water Contaimination by Legionella.

Brian Tufton 60

Brympton Way Reception Brian Tufton 150Develop a focused performance management process that monitors, measures and reports performance from April 2006.

Performance Management System Tony Johnson 65

AIM: INCREASE ECONOMIC VITALITY AND PROSPERITY

Objective 6: Raise the skill level of the local workforce to achieve a higher average relative wage across South Somerset by 10% by 2012

Chard Business Starter Units David Julian 500Torbay Road David Julian

Objective 7: Work in Partnership with the public and private sector in delivery of the Yeovil Vision - **06/07 Objective**Development of a creative industries/media quarter in the town centre through completion of the needs analysis, funding package and implementation plan to be completed during 2006/07.

Creative Industries Centre (includes Octagon Theatre Alterations)

Martin Woods 3,000 1,000 1,000


2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

Identify Council owned assets to facilitate wider development through to a clear asset management strategy, to be

Decking to Petters Way Car Park M Woods/B Tufton 250 750


developed during 2006/07.Heritage and Visitor Information Centre

Clare Freeman 200

Objective 8: Work in Partnership with the public and private sector in developing and delivery of the Market Town Vision -*06/07 Objective*Helps to meet all the critical activities listed under this objective.

Market Towns Vision Andrew Gillespie 100 100 100

AIM: IMPROVE THE HEALTH AND WELL-BEING OF OUR CITIZENS

Objective 11: Work in partnership with others to improve the health prospects for all

Home Repairs Assistance Alasdair Bell 100 100 100 100 100HMO Grants Alasdair Bell 60 60 60 60 60Disabled Facilities Grants Alasdair Bell 276 276 276 276Emergency Stopping/Transit Site Colin McDonald 50

Develop by end of 2007 a strategy which supports parishes and towns in the provision of opportunities and facilities (eg sport, play areas and village halls) that promote the health and well-being of local communities.

Shopmobility Contributions Ian Budd 5 5 5

Somerset Waterlinks Charlotte Jones 10 45 150 84 32

Village Hall Grants Scheme Alice Knight 100 100 100 100 100


2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

Objective 12: Achieve an annual increase of 10% in the number of cases in which priority housing is met


Working with partners, enable at least an additional 50 units of social housing per annum starting from 2006/07.

Affordable Housing - Various Colin McDonald 2,022 2,022 2,022 2,022 2,022

Increase the supply of and accessibility to the Private Rented sector through a strategy developed by January 2006.

Empty Property Grants Alasdair Bell 80 80 80 80 80

Objective 13: Achieve an appropriate balance of new housing provision by 2011.

Maintain an-up-to date knowledge of the local housing market by means of clear identification of housing needs - to do so, primarily, through a triennial housing needs survey. The next survey to be in 2006.

Private Sector House Condition Survey

Alasdair Bell 60

AIM: ENSURE SAFE, SUSTAINABLE AND COHESIVE COMMUNITIES

Objective 14: Maintain above 90% the people who generally feel safe in their communities.Deliver the relevant community safety targets as identified in the Somerset Crime Reduction and Drugs Strategy 2005/08.

CCTV Improvements Martin Woods 250


2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

Objective 16: Maintain above 80% the people satisfied with their neighbourhoods as a place to live.

Octagon Ian Johns 44 266 328 16 138 129


Lower Middle Street - Public Realm Improvements

Martin Woods 200

Foundry House Martin Woods 300Neighbourhood renewal Westfield Community Centre

Martin Woods 500 500

High Street Improvement, Bruton Matt Day 80Car Park Resurfacing Brian Tufton 25 25 25 25Members Funds 75Cleanliness BVPI 199 Chris Cooper 240

Provide with partners one new facility or activity each year for young people from 2005/06.

Regeneration of Community Playspaces

Rob Parr 213 453 245 207 243

Youth Facilities Development Rob Parr 70 135 110 95 75Skateboard Park Martin Woods 25

Synthetic Pitch at Yeovil Rec Lynda Pincombe 224

Development /Improvement of Swimming Pools

Steve Joel 422 4,617

Synethic Tuft Pitch in North/East Steve Joel 799Development of Tennis Courts Steve Joel 247

Develop Community use of Sports Halls at two School/Village Hall Sites

Steve Joel 1,307

Multi Use Sports Facility Steve Joel 8,903 9,203

AIM: PROMOTE A BALANCED NATURAL AND BUILT ENVIRONMENT


2008/09 £'000

2009/10 £'000

2010/11 £'000

2011/12 £'000

2012/13 £'000

Objective 18: 80% of residents and businesses satisfied with the quality of the local natural and built environment by 2012

Market House, Castle Cary Pam Williams 60 230Mule Replacement at Ham Hill Clare Freeman 10


A30 Environmental & Highway Improvements

Martin Woods 500 500

Reckleford Option Five Martin Woods 1,000 2,500

Yeovil Crematorium Various Projects Ian Johns 108 39 49 60 58 72

Total Bids 4,176 8,577 18,339 16,898 9,417 3,269

Revenue Implications Loss of Interest - 5% 209 429 917 845 471 163


APPENDIX D

South Somerset District Council

Project Brief

Project Number: <Dep.xxx> (This will be allocated once submitted to project panel)

Project Name: <Project Name>

Date Created <DD/MM/YYYY>Document Version: <1.x>Author: <Enter Name>


Table of Contents

0. Document Control.......................................................................................................40

0.1 Document Approval..........................................................................................400.2 Revision History...............................................................................................210.3 Document Distribution......................................................................................210.4 Document References......................................................................................21

1. Purpose.....................................................................................................................21

2. Project Outline..........................................................................................................21

2.1 Authority Responsible......................................................................................212.2 Background......................................................................................................212.3 Project Objectives............................................................................................212.4 Project Scope...................................................................................................212.5 Quality Expectations.........................................................................................21

3. Initial Business Case................................................................................................21

3.1 Reasons...........................................................................................................213.2 Anticipated Benefits..........................................................................................213.3 Options.............................................................................................................213.4 Key Project Information Summary....................................................................21

4. Financial Investment................................................................................................21

4.1 Financial Investment – Revenue Projects........................................................214.2 Financial Investment – Capital Projects...........................................................21

5. Project Organisation................................................................................................21

5.1 Provisional Project Management Team............................................................215.2 Interested Parties.............................................................................................21

6. Other Useful Information.............................................................................................21


1 Document Control

1.1 Document ApprovalName Organisation Role Approval Date

1.2 Revision HistoryVersion Author Review Reason For Issue Date

1.3 Document DistributionName Organisation Role

1.4 Document ReferencesSection

ReferenceDocument Referred Document Title


2 PurposeEnter details regarding what you are hoping to achieve through submission of this document i.e. it’s purpose (approval, financing, resource)>

3 Project Outline<Give a brief description of the project, remember that this will be expanded upon in later sections of this document. This would be a good place to state how your project links with the Corporate plan and, where applicable, your service plan>

3.1 Authority Responsible<Who has requested that this project is undertaken and why?>

3.2 Background<Give details of the current business situation that has brought about the need for the project>

3.3 Project Objectives<Enter the key objectives of the project, and, in a clear, concise manner detail how these link with the Corporate Aims and objectives. Think about what the project should deliver and make sure that this is measurable. Please state whether a physical asset owned by SSDC will arise. If asset will be produced but not to be owned by SSDC please ensure business case includes realistic revenue implications. If the project is driven by legislative changes state clearly what these are and how the project will enable these to be met>

3.4 Project Scope

3.4.1 Inclusions<What is specifically included in the project?>

3.4.2 Exclusions<If there is anything that people may assume would be included within the project but is not, these exclusions need to be clearly stated here>

3.4.3 Constraints and Decisions<Clearly document any constraints, these are not necessarily internal to the project but are anything that would have an impact on the project. For example a shortage of officer time would provide a constraint to the project in terms of timescales, an IS operating system may provide a constraint on the selection of new software etc. In this section also detail any decisions that need to be made that should be brought to Member’s attention. This should also specify the impact on an other projects. For example if taking on this project will affect the delivery of another one please specify. >

3.4.4 Interfaces<Any interfaces that the project has, these may be electronic in terms of system interfaces or they may be interdependencies to another project.>


3.5 Quality Expectations<This section should define how success will be measured. For example, if a piece of software is being purchased, this could be tested against the specification as a measure of quality>

4 Initial Business Case

4.1 Reasons<Detail clearly the reasons for undertaking the project. Document the key drivers and how these link to the Corporate aims and objectives. Think of this section as ‘How it is now’ and ‘Why it should change’>

4.2 Anticipated Benefits<Document the expected benefits from undertaking this project. Will it improve performance measure targets? Is there an efficiency saving (e.g. staff time) to be made? Is there a cashable saving to be made? Is it driven by legislative requirements? Is the project feasible? Detail the feasibility work undertaken and please state how value for money will be achieved. Pay particular attention to this section as it is very unlikely that a project will be authorised unless there is a clear picture of the efficiencies it will deliver>

4.3 Options<There may be several different routes by which the project outcomes could be achieved. These should be stated in this section with reasoning if there are preferred routes>

4.4 Key Project Information Summary

3.4.1


Expected Duration Of Project

Start date:

Other Key Milestones with Dates:

Expected Completion Date:

3.4.2

3.4.3


Estimate of Officer Time Required:-Officer’s Name

No. Of Hours

Is Officer Available?

Indicate the officers needed to complete the project, how many hours it will take and if the officer has sufficient capacity to undertake the work. If an officer outside your department is required please obtain their comment in the Comment by other services box.Comment by Property Services:If applicable obtain comment from Property Services up front to ensure that they can resource the project. If they cannot, bid will need to be increased for external support.Comment by Information Systems (if new IT system):Obtain comment from information systems if new IT system to ensure they can resource all the implementation etc. Again if they cannot resource, cost of bid will need to be altered to fund external help.

Comment by Other Services requiring significant input:

Risk AssessmentRisk Steps taken to Mitigate Risk

This section should outline any areas of risk in the commitment of funds to the project eg. risks of partners pulling out of scheme, risks of rising capital costs, risks of schemes having a revenue shortfall post completion.

Detail for each risk what steps are being taken to mitigate the risk.

5 Financial Investment<For revenue projects complete section 4.1, for capital projects complete section 4.2.>

5.1 Financial Investment – Revenue Projects

4.1.1

4.1.2

4.1.3


Total Costs and Funding – Revenue ProjectFunded From £'000

Revenue Budget

Specific Reserve

Total Revenue Cost

Financial Analysis Year by Year – RevenueCost

Centre2007/08

£'0002008/09

£’0002009/10£’000

2010/11 £’000

2011/12 £’000

Loss of interest @ 5%

(Savings) in expenditure

Revenue Costs by Individual Budget: (List)

Revenue Income

Total Revenue Expenditure / (Net saving)Cumulative (To be completed by Financial Services)

VAT Implications – this section needs to be completed by Karen Horley, in Financial Systems Team, on x2223, before submission to Financial Services.What are the VAT implications of the scheme?

Is this a VAT exempt activity?

4.1.4 Impact on Band D (To be completed by Financial Services)

5.2 Financial Investment – Capital Projects

4.2.1

4.2.2

4.2.3

4.2.4


Impact on Band D£

Additional spendLost interest at 5%Divided by tax base

Cost per band D tax payer

Total Costs and FundingFunding Body £'000

SSDC Capital:-– District Executive– Area CommitteesOther Sources:-GrantsRCCO’s

Total Capital Costs

Profile of SSDC Capital expenditure Breakdown of main areas of cost

2007/08£'000

2008/09 £’000

2009/10£’000

2010/11 £’000

2011/12 £’000

Totals

Profile of External Income Year by Year2007/08

£'0002008/0

9 £’000

2009/10£’000

2010/11 £’000

2011/12 £’000

External Funds to be received

( ) ( ) ( ) ( ) ( )

Totals ( ) ( ) ( ) ( ) ( )

Revenue Implications of Capital SchemeCost

Centre2007/08

£'0002008/09

£’0002009/10£’000

2010/11 £’000

2011/12 £’000

Loss of interest @ 5%

(Savings) in expenditure

Revenue Costs by Individual Budget: (List)

Revenue Income

Total Revenue Expenditure / (Net saving)Cumulative (To be completed by Financial Services)

4.2.5

4.2.6

4.2.7 Impact on Band D (To be completed by Financial Services)

Impact on Band D£


Whole Life CostingEstimated useful life of asset (years)Total Revenue Costs Year 1 to 5Annual revenue cost after year 5Please indicate if this changes over the life and at what year changes are affected.Total cost over whole life of asset

VAT Implications – this section needs to be completed by Karen Horley, in Financial Systems Team, on x2223, before submission to Financial Services.What are the VAT implications of the scheme?

Is this a VAT exempt activity?

Additional spendLost interest at 5%Divided by tax base

Cost per band D tax payer

6 Project Organisation

6.1 Provisional Project Management Team<Please enter initial thoughts on who should be on the Project Board, this will be reviewed by the Project Resource Group and the Management Board prior to confirmation and approval will depend upon the complexity of the project. Please also indicate if a role is not necessary.>

Name Role/Title

Project Sponsor

Project Manager

User Representative

Supplier Representative

6.2 Interested Parties<Where there are other organisations, internal departments or people who have an interest in the project, please state this here along with the reasoning for their interest. This is important for reference when compiling communication plans and keeping other colleagues informed who may be affected. Please ensure Communications Manager is notified of projects that are of public interest or require tailored PR.>

Name Reason Action required

7 Other Useful Information<If there is any information that has not been covered in the Project Brief that you feel is of importance, please include this within this section>


APPENDIX E

DISPOSAL POLICY FOR SURPLUS/UNDER-USED COUNCIL OWNED PROPERTY

Introduction

This statement sets out the procedure to be adopted for the disposal of surplus/under-used property.

1. Definition of Surplus/Under-used property

A site is deemed to be surplus to the Council’s requirements if either:

(a) it makes no contribution to the delivery of the Council’s services, strategic or corporate objectives; or(b) an alternative site has been identified which would be more cost effective in delivering the Council’s services, strategic or corporate objectives.and

(c) it has no potential for strategic or regeneration/redevelopment purposes in the near future; and

(d) it will not contribute to the provision of a sustainable pattern of development.

A site is deemed to be under-used if either:

(a) part of the site is vacant and is likely to remain vacant for the foreseeable future; or

(b) the income being generated from the site is consistently below that which could be achieved from:i) disposing of the site and investing the incomeii) an alternative useiii) intensifying the existing useor

(c) only part of the site is used for service delivery and this could be delivered from an alternative site.

In the case of open spaces, amenity areas and similar sites the under use tests should also consider the “community value” of the asset, which would include visual amenity, and not be limited solely to income generation or whether the site is vacant etc.

2. Site Identification

Sites for possible disposal may be identified in the following ways:

(a) Through the Asset Monitoring work being undertaken by the Head of Engineering and Property

(b) Through development opportunities identified by the Economic Development or Regeneration teams

(c) Through a structured corporate property portfolio review(d) Through Service Units declaring specific sites as being surplus to requirements*(e) Through identifying previously unidentified surplus land from the Land Terriers (f) Through Local Plan designation(g) Through direct property enquiries to the Council

(*where an under-used asset is generating an income, a Cost/Benefit analysis must be carried out to establish whether it is in the Council’s best interests to dispose of the site)


3. Site Investigation and Consultation

Once a potential site has been identified the Head of Engineering and Property will consult with Legal Services, Economic Development, Regeneration, Streetscene, Sport and Leisure, Area Development, Housing and Members as appropriate (and in accordance with Financial Procedure Rules) to establish whether there are development or other constraints and to canvass views on disposal. Ground investigation works and desk studies into previous land use history will also be carried out where appropriate.

4. Land Use

Unless a site is already designated for a specific use in the Local Plan, the above consultations will indicate the potential range of development opportunities for the site. This will be either:

a) Housing – Socialb) Housing – Privatec) Industrial/Commerciald) Leisure/Community

If a site is identified for (a), then it will be referred to the Head of Housing and Welfare for consultation. If a site is identified for (d), then further consultations will be undertaken with the Head of Sport & Leisure or Countryside, Heritage & Tourism. The appropriate Head of Area Development will also be included in this consultation process. If any other use is identified, the possibility of development by the Council is to be considered first.

Consideration will be given to the potential for revenue generation from development of an asset for leasehold purposes, in accordance with the Council’s corporate and service objectives and economic development framework.

If development by the Council is not required for investment purposes or social provision, then the site may be brought forward for disposal.

5. Method of Disposal

Where the value of the asset for disposal is <£10,000 the Head of Engineering and Property will progress the sale having consulted with appropriate Officers and Members, and having taken financial, legal and valuation advice in accordance with Financial Procedure Rules.

Where the value is >£10,000 an asset sale appraisal form will be completed (copy attached) and submitted with a report for decision by District Executive. The Head of Engineering and Property will recommend a method of disposal e.g. Auction, Private Treaty etc., in this report.

Site information will be circulated to other public sector groups in the Somerset Property Partnership where appropriate.

Unless a “special purchaser” or a “preferred use” has been identified, all potential purchasers are to be given an opportunity to tender/submit an offer.

6. Marketing Strategy

The Head of Engineering and Property will determine a marketing strategy where appropriate, either in-house or through an appropriate agent. All staff costs, legal costs, consultants costs etc. associated with any potential disposal of an asset (even where such costs do not lead to an actual disposal) are to be re-charged to the appropriate cost centre. Where possible costs will be recovered from the eventual purchaser.


7. Timing

The timing of any marketing/disposals will need to be considered against the background of the Council’s budgetary requirements, together with the current state of the market. Before recommending that a disposal is to proceed, the following factors are to be taken into consideration:

Current market conditions Potential for the site value to increase in the future Has the Head of Finance advised of a need to raise capital receipts? Current Development Plan (presently Structure Plan and District Wide Local Plans).

8. Asset Management Group

A report on the proposed disposal or leasehold development of any sites deemed to be surplus or under-used where the estimated value is >£10,000 is to be considered by the Asset Management Group. 9. Committee approval

The Head of Engineering and Property will prepare a report for the next appropriate Committee cycle in accordance with Financial Procedure Rules.

10. Negotiations

The return from any disposal is to be maximised unless there are over-riding factors identified in the Corporate Plan or otherwise agreed by the Council that take precedence over the receipt of capital e.g. preferred use or special purchaser.

11. Instructions

Once a purchaser has been identified and all the terms of the disposal have been agreed, Legal Services will be instructed.

12. Completion

Once the disposal has been completed the relevant Portfolio Holder will be informed and the corporate land and property database updated.

13. Receipts

If the receipt is <£10,000 it will go the appropriate service revenue budget.

Where the value is >£10,000 it becomes part of the Council’s capital receipts and must first be used to offset any related loss of revenue before it becomes available for other purposes.


DISPOSALS, ACCESS RIGHTS, EASEMENTS ETC – LAND AND PROPERTY


Section 1

Name of Asset to be Sold Project No.

Asset to be disposed of: -

Lead Officer:

Section 2

Reason for Sale

Meets Corporate Priority:

Section 3

Income from Sale£

Gross Income from SaleLess Cost of Sale e.g. valuation feeNet Income (cost)

Section 4

Loss of Rental or Other Income Mgt Code

2006/07 £

2007/08 £

2008/09 £

2009/10 £

2010/11 £

2011/12 £

Rental Income Other Income

Section 5

Savings in Costs (annual)


ASSET SALEAPPRAISAL FORM

Section 6Savings in Costs - one off (i.e. urgent major repairs required)

Section 7 Financial Analysis – Revenue

2006/07 £

2007/08 £

2008/09 £

2009/10 £

2010/11 £

2011/12 £

Interest from receipt

Loss of Income

Savings in Expenses- Salaries- Repairs & Maintenance– Other

Total Revenue Cost / (Net saving)

Section 9

Scheme Evaluation by Management Team

Section 10

Stage of Project (i.e. Feasibility)

Section 11

Expected Completion Date

Post Completion Appraisal Form Appendix F


Name of Project

Project Number

Financial Summary

Budget:SSDC fundingExternal FundingTotal Budget

Total Actual ExpenditureProject under/over spendPercentage under/over spend

Project Duration Summary

Original Estimated Date Actual DateProject CommencedProject Completed

Milestones

Key Milestones Estimated Date

Actual Date

Reasons for Difference

Revenue Implications

Original Estimate per capital appraisal

Estimate now project is completed

7.1.1 REASONS FOR DIFFERENCE

SavingsRunning ExpensesSalariesOther costs

Officer Time

Officer Original Estimate per capital appraisal

Estimate of actual time spent on project

7.1.2 REASONS FOR DIFFERENCE

Objectives of the Project (per the capital appraisal)


How were the Objectives Met?

Please add details of any additional benefits that have resulted from the project being undertaken

In hindsight is there anything that you would have done differently ?

SummaryThis should include explanations of:-

- any significant overspend (10%+)- any significant delay in delivering the project- best practice to share & lessons learnt


8 APPENDIX G9 Corporate Asset Management

1011

(i) Management Board

Chief Executive, Assistant Chief ExecutiveCorporate Directors x 3Head of Finance, Head of Legal & Democratic Services

(ii) Relevant Portfolio Holders (Members)

Environment and PropertyHealth and HousingResources and Member Support


Service PlanBest Value Reviews

Corporate Plan

Head of Engineering and

Property Head of Economic

Development Area Development

Manager(s)

Portfolio Holders

District Executive Management Board

Area Committees

LSPCommunity

Strategy

APPENDIX H

Measure 2004/05actual

2005/06target

2005/06actual

2006/07target

Linked to corporate aim

Local Performance Indicators

% commercial property let 98% 98% 96% 98% 1

Achieve an average rate of return of 15% on commercial property

16% 15% 14% 15% 1

Green electricity purchased as a % of total electricity used in main council buildings

62% 65% 63% 65% 5

% of repair jobs completed within agreed priority timescales

97% 97% 96% 98% 1

% of council buildings in which public areas are accessible to disabled people

80% 83% 83% 90% 1

To achieve a spending ratio of planned in relation to reactive maintenance

69% planned31% reactive

75% planned25%reactive



1

National Performance Indicators

PI 1a % gross internal floor space in condition categories A – D (see definition * below)

Operational Property Non-operational Property Non-operational SurplusA 90% 83% 0%B 3% 17% 0%C 7% 0% 0%D 0% 0% 0%

PI 1b Assessment of backlog of maintenance by cost at 31.3.06

Operational Non-operational

Total value £290,000 £217,500 £72,500

As a % in priority levels 1 – 3 Operational Non-operational(see definition * below)1 0% 0%2 35% 20%3 40% 5%

PI 2 Overall average internal rate of return (IRR) for each of the following portfolios:

(a) Industrial 14.90%(b) Retail n/a


(c) Agricultural n/a

PI 3 Total annual strategic management costs per m2 for the property portfolio = £xxxx m2

PI 4 Running costs for operational property (average of main buildings) per m2:

(a) Repair and maintenance costs £52.56m2

(b) Energy costs £12.69 m2

(c) Water/sewerage costs £1.53 m2

PI 5 Capital projects

(a) Cost predictability 71%(b) Time predictability 57%

(Note: these were not property related capital projects)* Definition of condition categories and priority levels for PI 1a/1b:

A Good – Performing as intended and operating efficiently.

B Satisfactory – Performing as intended but showing minor deterioration.

C Poor – Showing major defects and/or not operating as intended.

D Bad – Life expired and/or serious risk of imminent failure.

1 Urgent works that will prevent immediate closure of premises and/or address an immediate high risk to the health and safety of the occupants and/or remedy a serious breach of legislation.

2 Essential work required within two years that will prevent serious deterioration of the fabric or services and/or address a medium risk to the health and safety of the occupants and/or remedy a minor breach of the legislation.

3 Desirable work required within 3 to 5 years that will prevent deterioration of the fabric or services and/or address a low risk to the health and safety of the occupants and/or a minor breach of the legislation.


Appendix I

Scoring Proforma

Assessment of Capital Bids

Project No. Project

Lead Officer

SSDC FUNDING

Secured External/ Partner Funding

Total CapitalCost

Requiredby Legislation

Does the scheme help to deliver any of the Councils Corporate Aims?

Does the scheme help to meet any of the 19 Corporate Objectives?

Does the scheme assist with any Critical Activity?

Does the scheme assist with an agreed Action Plan?

Is the scheme obligatory?

Partnership Funding

Does the bid enhance or create a Council owned asset?

Result of Public Consultation

Can the project be delivered by the anyone else?

Total Score

Y/N Y/N

100 if yes

50 per corporate objective

50 per critical activity

Y/N 50 if yes Y/N

100 if yes

>10% >25% >50% >100%

50 100 150 200

Y/N50 if yes Y/N

100 if formal,

50 if some formY/N

50 if no

Objective No.

Max of

150Activity

No.

Max of

200 Y/N

Max of 200

Essential Schemes

Subtotal of Essential Schemes 0 0 0

Prioritised Schemes

Subtotal of Prioritised Schemes 0 0 0

TOTAL OF ALL NEW CAPITAL BIDS 0 0 0


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