Cabinet
14 February 2011
Agenda Item No_____14________
NORTH NORFOLK ASSET MANAGEMENT PLAN
Summary:
The Asset Management Plan (AMP) provides the strategic framework
within which the Council manages its property assets and ensures that
decisions taken in respect of investment, acquisitions and disposals
reflect the Council’s strategic and operational objectives.
Conclusions:
The Asset Management Plan drives the capital programme and
operational activities within the Property Services Team in order that
the work can be planned and prioritised. It includes a review of activity
undertaken during 20010/11 and outlines the capital projects being
progressed in 2011/12. The AMP identifies key risks and links these to
the corporate risk register.
Recommendations:
It is recommended that:
1. the Asset Management Plan be approved as the basis for the
strategic framework for asset management in North Norfolk
District Council and to provide the property input to the
Council’s Capital Strategy; and
2. that Members note the following changes to the Capital
Programme arising from the Asset Management Plan,
recommended in the Budget Report on this agenda.
Cabinet member(s):
All
Contact Officer, telephone
number, and e-mail:
Ward(s) affected:
All
Jill Fisher 6037
Jill.Fisher@north-norfolk.gov.uk
1.
Introduction
1.1.
The Asset Management Plan sets out the strategic management of the Council’s assets.
It provides a summary of all assets and their book valuation and sets out the programme
of future improvements.
1.2.
The Asset Management Board meets quarterly and provides a strategic steer to the
Council’s asset management. The AMB is chaired by the Cabinet Portfolio holder for
Resources, and its role is to ensure that a corporate wide perspective is provided on
asset management issues.
2.
Asset Management
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14 February 2011
2.1.
The Council does not have an extensive property portfolio in relation to value, but it does
have a varied stock which can be resource intensive to manage and maintain. The net
book value of the Council’s assets at 31st March 2010 was £41 million.
2.2.
The Coalition Government’s Localism Bill identifies a number of initiatives which will
impact on the way that the Council manages it Asset Portfolio. These include the
proposed “Community Right to Buy” which will require local authorities to maintain a list
of asset of community value that if they come up for disposal communities can be given
the chance to develop a bid and raise capital to buy the asset when it comes on the
open market. The details of these proposals are not yet clear, but may require a revision
to our disposals policy.
3.
The North Norfolk Asset Management Plan
3.1.
The Asset Management Plan for 2010/11 is provided in Appendix O and reflects
continued investment in our assets. The key achievements for 2010/11 have been:
• Public Convenience Improvement Programme Phase 2
• Car park resurfacing at Stearman’s Yard, Wells and East Cliff, Sheringham;
• Provision of 14 beach huts for weekly hire, at Mundesley and Sheringham
• Asset Management Software.
• Refurbishment of Seaview Pre-School, Cromer
• Disposals closed toilet blocks at Church St, Holt and Bond St. Cromer
• Acquisition of properties in Happisburgh as part of the Pathfinder Project
• Maltings Project long-term lease (anticipated transfer in March 2011)
3.2.
It is hoped that before the end of the financial year works will also be started on
conversion of the Red Lion Toilets in Cromer to Surf School and Club and floor
reinforcement works at the Sackhouse in Wells as part of the Maltings project.
3.3.
The main areas of activity for 2011/12 will be:
• Fakenham Factory Extension – JW Automarine;
• Car Park resurfacing and improvements and pay and display ticket machine
replacement;
• Stalham Multi-Use Games Area;
• Disposal of redundant toilets and provision of new facilities at East Prom,
Sheringham
• North Walsham Market Place public conveniences;
• Potter Heigham public conveniences re-provision;
• Support for Coastal Pathfinder Infrastructure work;
• Worstead Churchyard Wall conservation refurbishment;
• Replacement of P&D ticket machines;
• Disposal of Morston Quay public conveniences to the National Trust;
• Feasibilty study for Cromer West Prom refurbishment; and
• North Walsham Regeneration Fund projects.
3.4.
The Asset Management Plan includes a planned maintenance programme which
identifies the maintenance requirements of the Council’s buildings. This plan is based
on condition surveys completed in 2010, items outstanding from previous surveys and
work as observed. The plan will be continually changed as more surveys are completed
on the rolling programme, work completed and other work as seen and which is not of a
reactive or immediate nature. The plan does not include capital projects, although it
could lead to capital bids nor does it include reactive maintenance (work such as
vandalism, breakdowns and similar). The plan is a developing process providing
information of the potential future expenditure recommended to maintain each property.
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14 February 2011
3.5.
Asset Management provides an important means of engaging local communities in
community based projects and during 2010 a number of property related projects have
involved public consultation and stakeholder participation. These include:
• Setting up of Wells Maltings Trust;
• Sheringham East Promenade Toilets; and
• North Walsham Property Asset Review/Leadership of Place project.
4.
Financial Implications
4.1.
The financial implications of the AMP relate to on-going revenue spending and in relation
to capital expenditure as part of the capital programme. The proposals outlined in the
plan are reflected in the Budget Report (see separate agenda item).
5.
Risk
5.1
Property and premises-related risks as identified in the Corporate Risk Register have
been addressed or are being completed in accordance with the timescales of the Risk
Register. Items remain under constant review to ensure risk is recognised and
minimised; that best value is being achieved and that full compliance is achieved in
respect of all applicable legislation. This is with the cooperation and close-working with
both Corporate Risk officer and the Corporate Health and Safety team.