Bridgend County Borough Council
Asset Management Plan 2021
Action Plan
2009/2010
1
Project
1. Corporate Property Data & Surveys
Objective
To provide corporate Asset Information to inform property decisions
Desired
outcome
Efficiencies
through
informed
decisions
objective
Planned actions 09/10
Target dates
Comprehensive,
integrated
property data
system to
inform all
service
objectives
1.1
Develop Business Case for
ongoing Development of
the Corporate Property
Database accessed
through the intranet to
deliver linked, corporate
property data covering:
Condition
Suitability
Sufficiency
Asbestos
Legionella
December 2009
Project
Manager
SE/ME
Efficiencies
through
informed
decisions
CAD data base,
linked to the
above.
1.2
Delivery of CAD Plans
linked to the CPD
April 2012
MK
System/ protocols in
place
There is an ongoing
requirement for CAD
plans to provide
accurate building
information
Protection of
BCBC land
interests
Comprehensive,
property
ownership
registration
1.3
Complete Voluntary
registration process
Miscellaneous stage for
BCBC land holdings
April 2010
SE
Completion of
Miscellaneous stage
BCBC have
completed 7 stages of
the process and are
currently dealing with
the final stage that
covers the more
complicated/
contentious titles.
2
Method of
measurement
Business Case reported
to CPG
AMP Link/Current
situation
The corporate
property database is
available live over the
intranet. It provides
headline AMP
information on the
Councils building
Assets, but does not
yet link with other
property databases to
display other
corporate property
information held in the
council.
Desired
outcome
Efficiencies
through
informed
decisions
objective
Ongoing
maintenance of
property
information to
inform all
Service
objectives
Planned actions 09/10
1.4
1.5
Property
management
efficiencies
To address
anomalies in
Directorate
property
responsibilities
1.6
1.7
Improved
energy
efficiency
and reduced
CO2
emissions
Delivery of
DECS and other
energy
information to
inform property
decisions
Complete second round
surveys of 20% of the
portfolio for:
Condition
Suitability
Sufficiency
DDA Audits
Asbestos
Legionella
Fire Surveys/ Audits
Challenge reclassification
of directorate asset
responsibilities
Built assets
Brackla land
April 2010
Complete all DEC’S &
Advisory Reports for all
qualifying buildings
1.7.2
Compile programme for
completing annual renewal
of DEC’S for 2010 for all
qualifying buildings.
Also to keep abreast of the
proposed amendment to
the DEC qualifying criteria,
which proposes to lower the
qualifying floor area to
250m2.
Project
Manager
SE
Method of
measurement
Number of surveys, to be
reported to CPG
ME
To be confirmed
April 2010
April 2010
Display Energy
Certificates (DECS)
1.7.1
1.7.3
Target dates
Stuart
Charles
SE
PT
MK/CJ
August 2009
September 2009
On going
3
AMP Link/Current
situation
All first round
condition
Assessments are now
complete and
available on the
Corporate Property
Database, accessed
through the intranet
Recommendations
reported to CPG
Delivery of DECS and
EPCs as identified
Issues have arisen
identifying that a
number of assets sit
in the wrong
directorates.
There is a current
need to address any
sites that have failed
to complete DEC data
collection forms and
dealing with sites that
have questioned their
qualifying criteria,
effectively acting as a
moping up period.
Desired
outcome
objective
Planned actions 09/10
1.8
Energy Performance
Certificates
1.8.1
To engage consultant(s) to
carryout Energy
Performance Certificates on
all new build and
refurbished projects over
1,000m2, carried out under
Architectural Services.
1.8.2
Subject to evaluation of
feedback from 1.8.1 train a
member of each section of
Architectural Services
(M&E, Architects and
Energy) in the process of
energy performance
certificates, so that they are
able to provide informed
feedback and
recommendations on EPC
reports issued on projects
Target dates
As and when
required
To be determined
4
Project
Manager
Method of
measurement
AMP Link/Current
situation
Cost Implication,
need to identify
budget to carryout the
provision of EPC’s
Cost implication of
training approximately
£500 per person via
CIBSE training route
again budget
provision required.
Would need to
collaborate with other
Authorities to secure
training cost price of
£500
Project
2. Challenging our Assets and Supporting Services
Objective
To achieve efficiencies and maximise property contribution to service delivery
Desired
outcome
Efficiencies
through:
Optimising use
reducing running
costs,
increasing return
on expenditure
and investments
generating
capital receipts
Service
objective
To challenge
and review all
BCBC property
assets on a
geographical
basis
Planned actions 09/10
Fit for purpose
accommodation
supporting
delivery of the
best local
services in
Wales
To support
services with
the
development of
service
property
strategies and
asset
management
plans (SAMPS)
2.2
As above
To support
services with
the
development of
service
2.3
2.1
Review programme:
 Maesteg Review
 Cynffig & Cefn Cribwr
 Porthcawl
Target dates
Project
Manager
Method of
measurement
April 2009
September 2009
April 2010
PC
Delivery of Reviews
To support Children’s
directorate on the School
Modernisation Programme
and other related property
service needs. Key
projects are identified
within the school
modernisation
programme.
To be determined
JG
Service project
delivery
To support
Wellbeing.
healthy living
(Sports and
Review)
To be determined
MS/RD
Health &
Active and
programme
Recreation
Service project
delivery
5
AMP Link/Current
situation
Through the Geographical
review process over 564
assets have been
reviewed and challenged
identifying property
specific recommendations
relating to and including
usage, maintenance and
disposal, and informing
SAMPS and area AMPs.
The Schools AMP has
followed the Local Forum
Area review format
established by the
Property AMP. It was
reported to Cabinet for
information on 25 March
08. The aim of the plan is
to be a dynamic document
with regular updates
which will inform the
operational and strategic
management of the
schools portfolio.
The Draft Sport and
Recreation service
strategy was reported to
cabinet in Feb 09 Cabinet
re delivery of Sport and
Desired
outcome
Service
objective
property
strategies and
asset
management
plans
Planned actions 09/10
As above
As above
Delivery of the
office
accommodation
strategy
Project
Manager
Method of
measurement
.
2.3.1
2.3.2
As above
Target dates
2.4
2.5
2.5.1
To complete initial desk
top review of development
options
for
Bridgend
Recreation Centre.
Other Actions to be
determined by service
including:
Reviewing
Library
provision
Adult and Social Care
remodelling
Actions to be determined
by service including:
Supporting the feasibility
study for modernizing
adult social care building
stock
Office Accommodation
Incremental space
maximisation at Civic
Offices:
Directorates Undertake
space standards exercise
Development and
implementation of plans
for levels 2,3 and 4
2.5.2
Desk top review of leased
in accommodation.
2.5.3
Preparation of business
case for prudential
procurement of Office
accommodation
June 09
PC
To be determined
RD/JW
AMP Link/Current
situation
Physical activity
opportunities to residents
and visitors of the County
to 2019.
Completed
Service Project
Delivery
Service project
delivery
To be determined
Dec 09
RD
DS
July 09
FB
Aug 09
AP
6
Delivery -/ reports
to CPG
Currently property holds
the budgets for some of
the main buildings and
other smaller offices such
as Oldcastle are held in
the appropriate service
Directorates.
All the office
accommodation budgets
need to be put in “one pot”
and controlled, by CAB,
with the exception of
lease charges (for leased
in property), which will be
controlled by the property
Department.
Desired
outcome
Service
objective
Planned actions 09/10
Centralisation of all Office
accommodation budgets.
Target dates
April 10
Project
Manager
Method of
measurement
AP/DS
AMP Link/Current
situation
Directorates undertaking
space standards exercise.
Level 3 Awaiting
finalisation of structures.
Level 2 dependent on
level 3.
Level 4 staff moves
requested by the CEO
BCBC currently lease in
approximately 4000m2 of
space at a rental cost of
approx £450K pa. The
dispersed leased in
accommodation
represents a significant
cost not just in terms of
rental but servicing and
other related costs.
As above
As above
Delivery of a
depot strategy
project brief
2.6
Develop
strategy and
programme of
review of nonoperational
estate.
2.7
Depot Strategy
Completion of strategy,
Project brief and team to
be set up to undertake
options appraisals
Develop programme of
review for non-operational
portfolio.
Delivery of review and
plan on the enterprise
centres
April 10
FB
Sep 2009
PT
PT
April 10
7
Report to CPG
Project
3. Corporate Property Management
Objective
To have a clearly defined and informed approach for the corporate management of BCBC property
Desired
outcome
Corporate
approach to
reach long
term AMP
2021 vision
AS above
Service
objective
Clear
corporate
protocols/
procedures
As above
Planned actions 09/10
3.1
Protocols
3.1.1
Property to develop
corporate property
management protocols/
process including:
New property requests
Inter agency working
process.
asset transfer
3.1.2
Building Managers
Define Role
Target dates
Project
Manager
Method of measurement
SE
Delivery of process/
policies – to be reported
to CPG
Mayl09
Dec 09
PC/SE
PC/SE
Completed
Report to CPG
April
PC/SE
Report to CPG
ME
Job description
To be determined
8
AMP Link/Current
situation
Guidelines need to be
developed to protect
the council’s assets
and ensure usage
arrangements are
transparent and as far
as possible take a
standard approach.
Following the Quirke
Review there is a
government push on
transfer of assets to
community ownership.
BCBC needs to
develop protocols and
a corporate approach
as to how to deal with
such applications
Desired
outcome
Service
objective
Ft for
purpose
property
Fit for
purpose
property
Sustainability
and
Efficiencies
Sustainable
portfolio
Planned actions 09/10
3.2
3.2.1
3.2.2
Compliance
Health And Safety
To provide link with
corporate Health and safety
group on property issues.
Energy & Water
Management
Determine and report on the
impact of the Climate
Reduction Commitment and
devise action plan to deliver
the statutory requirement.
Target dates
Project
Manager
Method of measurement
ME
To be determined
Report to CPG
MK/CJ
August 2009
3.2.3
Develop site energy & water
action plans for key
buildings.
December 2009
3.2.4
Issue energy & water
management guidance
booklet, pilot focusing on
Schools as a pilot extending
to other building types.
October 2009
3.2.5
Implement a pilot water
management programme
perhaps in conjunction with
Welsh Water.
3.2.6
Investigate the feasibility of
implementing overarching
energy programmes i.e. loft
insulation etc.
a) Investigate
feasibility July 2009
b) Project
implementation
budget dependant
March 2009
On going April 2010
9
Report to CPG
AMP Link/Current
situation
Desired
outcome
Fit for
purpose
property
Service
objective
Improve
physical
accessibility
Planned actions 09/10
3.2.7
DDA
Develop DDA Strategy to
form part of the 2021 AMP
3.2.8
Implement phase 5 schemes
Target dates
Jan 2010
Project
Manager
SE/PV
Method of measurement
Strategy
Delivery of projects
April 2010
3.3
Generate
Capital
receipts
To
maximise
return from
the nonoperational
estate
Produce disposal strategy to
form part of the 2021 AMP
Sept 2009
3.3.2
To formalise the Surplus and
Vacant property Protocol.
3.3.3
Achieve £6m over 3 years
3.3.5
Maximise
return from
the non
operational
estate
FMB
3.3.1
3.3.4
Generate
income
Finance & Efficiencies
Capital Receipts
To complete review of small
play areas to identify
potential surplus sites for
disposal
To review small surplus sites
identified in the geographical
reviews for potential
disposal.
HJ/SE
Report to CPG
June 09
SE
Completed
2012
HJ
Delivery of Capital
receipts
Sep 09
RS
Report to CPG
Sep 09
HJ/PC
Report to CPG
Income
Production of accounts
3.3.3
Production of management
accounts
AMP Link/Current
situation
There is a current
annual budget of
£150K to address DDA
works. To date 16
projects have been
completed at various
day-care centres,
libraries, toilets, life
centres and other
public buildings.
April 2010
10
FMB
Disposal strategy will
give added direction,
particularly when the
property market is
volatile.
Trading accounts will
help to assist in the
effective management
of the non operational
estate.
Desired
outcome
Sustainability
Service
objective
Reduced
expenditure
on rates
Accounting
requirement
Inform
processes
Improved
Services
Delivery of
capital
projects
effectively
and
efficiently
Fit for
purpose
property
Informed,
transparent
prioritisation
to meet the
long term
vision
Planned actions 09/10
3.3.4
3.4
3.4.1
3.4.3
Target dates
Project
Manager
Method of measurement
Challenge Rating list 2010
Tendering/ appointment of
specialist consultants.
Sep 09
SE
Appointment of
consultants
Implement a programme of
appeals for 09/10
Dec 09
SE
Annual report to CPG on
appeals
April 2010
PT
20% of the portfolio to be
valued per year
MK
Scheme delivery
Asset Valuation
Commence Annual rolling
programme.
Physical works
Capital Projects
Key Projects
1. Caerau primary School
2. Brackla Infants and Junior
Schools Amalgamation Ph 2
3. Brackla Infants and Junior
Schools Amalgamation Ph 3
4. Oldcastle Infant and
Junior Schools
Amalgamation
5. Bridgend Community
Resource Centre
6. Bridgend Rec –
Communal Village
(More extensive information
available from Project
Monitoring Spreadsheets).
Minor Capital Works
Agree prioritisation of minor
capital works.
AMP Link/Current
situation
New Rateable Values
have been set but the
District Valuer for 2010
to 2015. In order to
achieve reductions in
Rates payable this list
needs to be
challenged and
managed over the 5
year period.
Provide better
informed process.
Nov 2009
July 2009
On site
On Site
Feb 2010
To follow Ph 2
Oct 2009
On Site
Jan 2011
To follow enabling
Works contract
currently on site
Aug 2009
On Site
NE
11
Desired
outcome
As above
Service
objective
AS above
Planned actions 09/10
3.4.4
Maintenance
Agree maintenance budget
allocation
Target dates
April 2010
Project
4. Performance Management
Objective
Continuous improvement through performance management
Desired
outcome
Continuous
improvement
Service
objective
Performance
management
Planned actions 09/10
4.1.
Submission to and monitoring
of CLAW and local
performance indicators where
possible
4.2
Target dates
May 2009
April 2010
Critical Success Factors:
Accessible
Sustainable
Efficient
Maximise returns
Continuous improvement
12
Project
Manager
ME
Method of measurement
AMP Link/Current
situation
Project
Manager
SE
Method of measurement
AMP Link/Current
situation
As identified in AMP 2021