Asset
Management
Plan
Salford City Council ©
2009-2010
To create the best possible quality of life for the people of Salford
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1
INDEX
ASSET MANAGEMENT PLAN
Page
Executive Summary
2
1
Introduction
7
2
Ensuring property supports corporate and service plan objectives
8
3
Organisational arrangements for Corporate Asset Management
11
4
Partnership Working
13
5
Current property portfolio & data management
15
6
Property performance, management and monitoring
17
7
Option assessment, project appraisal and financial planning
22
8
Key Issues and future property requirements
25
Annexes
Annex 1
Annex 2
Annex 3
Annex 4
Annex 5
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Asset Management – Supporting Council Pledges
Aims and Objectives
Key Issues
Asset Information
Performance Indicators - performance
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ASSET MANAGEMENT PLAN
EXECUTIVE SUMMARY
BACKGROUND
The council owns approximately 650 operational properties (excluding council
houses) It is essential that the council’s use, occupation and management of these
properties fully support the council’s Corporate Objectives and Directorate Service
Plan requirements. To guide its asset management, a set of four property aims and
a series of specific objectives have been established with SMART targets to
measure performance and progress.
To ensure that asset management planning involves the whole council a One
Council Management Team is in operation and a Corporate Property Unit acts as a
focus and catalyst to raise and promote consideration of corporate property issues.
The Lead Member for Property who is also Deputy Leader of the council takes an
active role in strategic property matters.
The council is committed to its asset management activity supporting better services
and delivering improved outcomes for the people of Salford.
ACHIEVEMENTS
Some of our recent achievements are illustrated below:
Provision of better office space in fewer buildings
The office accommodation strategy has improved space occupancy and provided
better working environments for staff. Appropriate working environments aid staff
productivity, motivation, recruitment and retention that support delivery of quality
services.
Office rationalisation and disposal of surplus accommodation has generated capital
receipts of circa £2.77M to date and running cost of closed buildings of circa
£520,000 per annum (at year of closure) saved.
Access for disabled people
More buildings are now accessible with the provision of ramps
automatic doors accessible toilets and other access
improvements.
The number of accessible buildings has
increased from four in 2001 to eighty one in 2008 and 71% of
the Council’s public access buildings are now accessible.
Through our actions there is increasing accessibility to our
properties for a wider range of people.
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Customer Service and Information
The council working with the Primary Care
Trust have opened three Gateway Centres at
Walkden, Eccles and Pendleton. These
centres represent a step change in the
delivery of services and information to the
resident of Salford.
The innovative service model blends in
varying degrees the interface between health
and social care. The scale of this integration extends from shared facilities to the
development of ‘front-of-house’ services, which receive and manage attendances
and enquiries on a wide range of issues spanning local authority and health care
services.
Regeneration – MediaCityUK
The council has been fully engaged in
securing the MediaCityUK development in
Salford. This development provides the
opportunity to make a real difference for
our communities and to create tangible
opportunities for our residents. As part of
the MediaCityUK Public Sector Partner
(PSP) programme, Salford City Council is
involved the development of the site and its
transport infrastructure to create an accessible investor, visitor and employee
destination. In addition, we are using this major development as a catalyst to raise
the profile of Salford, to raise aspirations and to create job opportunities for local
residents.
The development will ultimately span a 200-acre site, creating seven million square
feet of business, residential and retail floorspace, employment for over 15,000
people, and provide opportunities for more than 1,000 businesses. Phase one is due
to open in 2011.
Carbon Management Plan
The council recognises its important role in responding to the challenges of climate
change. Reducing the city’s carbon footprint and adapting to the impacts of climate
change is understood as an important part of the council’s role in community
leadership and forms part of the city’s Local Area Agreement (LAA).
The council was selected in 2008, amidst strong competition, to take part in The
Carbon Management Programme and our Carbon Management Plan commits the
council to a target of reducing CO2 emissions by 40% by 2013 that underpins
potential financial savings of around £13.3 million.
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Libraries & Museums
Significant improvements have been achieved with the re-opening of the refurbished
and improved Little Hulton Library and the
opening of the libraries in the Walkden,
Eccles and Pendleton Gateway centres. Little
Hulton now provides improved access and
facilities for disabled visitors, enhanced
community facilities, and completely new
children’s and adult library space. The
Gateway centres likewise have provided to
opportunity to provide new library customer
experiences as part of the community
services offered in these developments.
These schemes will encourage and enable
more people of all ages to benefit from a range of literacy, learning, information
services and activities on offer in the libraries.
The restoration of Ordsall Hall has moved significantly forward. Work due for
completion in 2011 will cement Ordsall Hall as one of the city’s main visitor
attractions and support regeneration through the provision of a community-learning
centre and as a venue for a range of community events and activities.
Project planning for the restoration of Salford Museum and Art Gallery is continuing,
and subject to funding and other approvals, it is expected the project will commence
in 2011 and be completed in 2014.
Leisure and Community Centres
Fit City Ordsall has undergone significant improvement. This development along with
others are planned to improve the health and well-being of Salford’s citizens through
encouraging and improving access to healthy recreation and physical activity.
The management of Community Centres has been transferred to Salford Community
Leisure which through active management and developments will increase utilisation
and community value delivered by these buildings.
Adult Social Care
The major project to convert White Meadows into what will become the Humphrey
Booth Resource Centre for older people with mental health disabilities commenced
in November 2008. The new Centre, scheduled to open in October 2009, will
provide an innovative, welcoming and stimulating environment for service users and
their carers.
The creation of the Integrated Care Teams has taken place throughout 2008 with five
now set up in both council and Primary Care Trust buildings. Plans for the remaining
three teams are well advanced and will be completed during 2009.
The relocation of the Learning Difficulties Team to Crompton House was achieved in
May and this allowed the closure of the poor quality White Moss House where antisocial behaviour by sections of the community added to the buildings’ many
problems.
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The re-modelling of St George’s Day Centre has commenced and this will provide
modern and accessible facilities for people with learning difficulties.
Substantial investment has been made in Holly Bank to provide refurbished
accommodation for its residents and this and other spending in other residential and
day-care buildings has continued to be made to ensure the Directorate’s high
standards and service delivery objectives were met.
Schools
Two more high schools moved into new PFI buildings during August 2008. The
condition of others together with access for disabled people also improved.
A new Roman Catholic primary school opened in September 2008, to replace three
schools, suffering from falling pupil rolls and with buildings that were past economic
repair.
Improvements to suitability, quality and condition of school buildings are supporting
improved education outcomes with significant improvement in pupil attainment being
achieved over the last 4 years, Salford now achieves above the national average for
5+ A-C at GCSE.
Housing
The council has completed a Large-scale Voluntary Transfer of 14,697 houses in
West Salford to a new Registered Social Landlord – City West Housing Trust.
This will release the necessary funding to deliver City West’s decent homes
investment programme.
In the Precinct area of Central Salford, success in PFI round 5 bids has secured
£121 million of PFI credits. Procurement is now underway for a PFI partner with work
scheduled to commence in 2011.
In the rest of Central Salford the Arms Length Management Organisation,
(Salix Homes) anticipates a successful inspection in 2009 which will bring round 6
ALMO funding of up to £68.9m.
A further bid for £100m has been made under PFI round 6 for the Islington Estate.
Children’s Centres
The council has an ambitious programme for the construction of children’s centres
across Salford.
The first two phases of works saw the completion of fifteen centres and a further
three are planned in the next phase. These centres are moving towards the delivery
of a one-stop-shop of integrated services for the families of children under 5, bringing
together, adult education and employment advice, health and family support
combined with high quality integrated education and child care for pre-school
children. The centres will also provide information for families and’ joined-up’
services that are readily accessible and suited to the needs of the community.
The Salford Strategic Partnership
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The Salford Strategic Partnership’s (SSP) vision for the city is clearly defined in
Making the Vision Real – the Community Plan for Salford 2006-16, which sets out
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the strategic vision for Salford around seven themes. This is underpinned by three
strategic plans; The Salford Agreement 2008-2011, The Central Salford Vision and
Regeneration Framework and the Salford West Strategic Regeneration Framework
and Action Plan. These plans have been developed in partnership with key
stakeholders from the community, public and voluntary agencies and the private
sector to ensure a comprehensive and holistic approach to the regeneration of the
city.
The SSP has also developed the Salford Agreement, our Local Area Agreement as
the key vehicle for delivering their vision. It seeks to address local priorities that will
make the most difference to the quality of life in our communities.
The LAA sets challenging targets to be achieved between now and March 2011. The
LAA will develop the city’s public services and in turn help local people to achieve
their ambitions.
PROPERTY PERFORMANCE
An essential element of asset management is maintaining accurate data. As well as
maintaining up to date information on ownership, size and user, the council also
collects and uses appropriate performance data.
Backlog maintenance is a challenge that is being addressed through significant
capital investment in Schools, Highways, Housing and operational buildings, which is
reducing backlog maintenance.
Significant Performance improvements have been achieved in other areas. Overall,
the council now holds less property assets than it did in 2000. Office occupancy
levels have improved with space utilisation targets now being broadly met. Where
moves are taking place, the quality of office accommodation is being improved,
providing open plan flexible offices, capable of accommodating future change.
FUTURE PROPERTY REQUIREMENTS
The asset management planning process clearly identifies the council’s future
property requirements. Key corporate issues are the provision of appropriate office
accommodation and responding to sustainability and climate change.
The Office Accommodation Strategy and programme of office moves will continue in
2009/10 to support service change and the ‘Think Efficiency’ agenda. This will
maintain the programme of refurbishment to provide modern flexible open plan
accommodation, space occupancy reduction and the disposal of surplus property.
Refurbishments will also support the requirements of agile working, which is now
being introduced.
The Council has set a challenging CO2 reduction target. Our Carbon Management
Plan sets out a series of property measures to contribute to the reduction required.
The development of Service Property Strategies (SPS’s) is assisting service
managers to identify the changes in service property required to support efficient and
effective service delivery. These property requirements and projects are set out in
Annex 3 of the Asset Management Plan.
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CONCLUSION
Asset Management Planning has moved on from developing the necessary
processes and procedures for good asset management to ensuring that effective
asset management is delivering better outcomes for the people of Salford.
The council’s priorities are clearly stated and asset management activity is delivering
changes across the property portfolio to assist these priorities.
Significant progress has been made and there is clarity about what needs to be
achieved. This view is supported by the Audit Commission Comprehensive
Performance Assessment judgement on how Salford manages its property assets,
which is a rating 3 out of 4, ‘consistently above minimum requirements – performing
well’
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ASSET MANAGEMENT PLAN
1.
INTRODUCTION
Property is a key corporate resource and the occupation of property is fundamental
to the delivery of the council’s services. The council owns approximately 650
operational properties and it is essential that the council’s use, occupation and
management of these properties fully support the council’s Corporate Objectives and
Directorate Service Plan requirements.
Asset Management in it’s wider sense, needs to be seen as a contributor to core
business resource planning so as to ensure that the physical asset base is aligned
with organisational objectives.1
In Salford asset management planning activity involves all of the council’s
directorates, supported by the operation of the One Council Management Team, The
Corporate Property Unit (CPU), and the role and function of the Lead Member for
Property.
Effective asset management is helping to deliver change and improving outcomes
for the people of Salford. Key achievements and outcomes in 2008-09 are as
illustrated in the Executive Summary.
1
Report on improving the capability and capacity of managing property assets in central civil government, OGC
2006 (Andrew Howarth, National School of Government for OGC)
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2
ENSURING PROPERTY SUPPORTS CORPORATE AND SERVICE PLAN
OBJECTIVES
2.1
Corporate Objectives
Property owned or occupied by the council must be used and managed efficiently
and effectively to support the council in achieving its Mission, which is:
“To create the best possible quality of life for the people of Salford”
and realise its Vision which is that :
“in 2016 Salford will be a beautiful and welcoming city, driven by energetic and
engaged communities of highly skilled, healthy and motivated citizens who have built
a diverse and prosperous culture and economy which encourages and recognises
the contribution of everyone, for everyone”.
To assist the council in achieving its Mission and realise its vision the council has
made seven pledges to all the people of Salford. These Pledges, which were
adopted in 2004, are the council’s priorities for both statutory and local service
delivery. The Pledges and their ‘high level’ links to asset management are set out in
Annex 1.
These pledges also underpin the council’s Corporate Plan, which explains how the
council will contribute to the Salford Strategic Partnerships priorities for improvement
across the city.
2.2
Property Aims and Objectives
In order to guide its management, use and occupation of property to support the
delivery of its mission and pledges the council has established a set of four property
aims and a series of specific property objectives supporting each aim.
Whilst the council’s mission and pledges do not provide a direct route to defining
property aims and objectives, achieving its mission and pledges requires the
provision of high quality services accessible to all people. Being able to provide such
high quality services is the product of high quality staff, good support infrastructure,
sound management and the efficient use of resources.
This has implications for the council’s operational property in terms of its amount,
type, size, location condition and suitability to support efficient and effective service
delivery. The council’s property can also be used to stimulate and promote
regeneration and attract investment and provide income or capital to support the
council’s revenue or capital budgets.
The four property aims as set out below:



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To provide property to meet corporate and service directorate requirements as
efficiently, and economically as possible to enhance service provision for the
people of Salford.
To ensure that property is fully recognised as a corporate asset and that it is
managed accordingly.
To ensure that the investment portfolio provides both income and capital to
help to support the council’s budgetary requirements; and
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
To ensure that where appropriate the council’s property is used to support
urban regeneration initiatives and community well being.
The detailed objectives to support these aims are set in Annex 2.
2.3
Financial Context
The council’s medium term financial strategy (MTFS) aims to ensure that financial
resources are utilised efficiently, economically and effectively to enable the council’s
vision for the city to be delivered and sustained. The key components of the MTFS
are as follows:




To ensure council priorities and the budget are aligned;
To meet continuing commitments from available resources;
To limit council tax increases to no more than 3 per cent per annum for
Salford services; and
To achieve annual efficiency savings in line with Gershon principles, i.e. a
minimum of 3% cashable efficiencies per annum for each of the next three
years.
Consequently service ambition and property requirements need to be carefully
considered and prioritised and, so far as its asset base is concerned, land and
buildings need to be occupied and managed as efficiently and effectively as possible.
The strategy towards the use of capital receipts has been superseded by a
dependence on the temporary use of unsupported borrowing to finance the capital
programme as a result of the economic downturn during 2008, which has caused a
rapid deterioration in developer confidence and consequently a depression in land
and building values locally. The falling away of land values has led to sites available
for disposal not being brought to market because offers have not represented good
value and a tactical decision has been taken to hold onto such sites until value
returns. The first call upon any capital receipts that can be raised in the current
climate where good value can be demonstrated or where the council is committed to
sell, e.g. under right-to-buy legislation, is now towards the repayment of unsupported
borrowing and this strategy will continue until value from disposals returns and the
debt can be fully repaid.
This depression in values is reflected in the target for capital receipts from the sale of
surplus assets for 2008/09 being reduced from £23m of useable capital receipts to a
usable receipt of approximately £2.744m.
In 2008/09, the council’s property portfolio generated income of approximately £3.7M
to support the revenue budget. The target for 2009/10 is 3.45M.
2.4
Service Property Strategies
To ensure that property supports individual service plan objectives the Corporate
Policy Unit works closely with service directorates to produce service property
strategies (SPS’s). In developing these Service Property Strategies consideration is
given to:





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Where each service is going and where it thinks it might be in 5 years time;
Particular changes in service delivery, which will affect accommodation;
Possible changes in staff numbers;
The impact of partnership working on the service;
The impact of any outsourcing of the service; and
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




Property performance utilisation and value for money;
The way in which the service will be influenced by wider corporate initiatives;
Current problems with services existing property portfolio in meeting current
service needs;
Changes required in the portfolio for the future; and
Supporting business continuity plans.
The SPS’s set out the vision for a particular service, its property and performance in
terms of running costs, condition, backlog maintenance and Disability Discrimination
Act compliance and identifies the changes to the portfolio that are planned. As
SPS’s are reviewed and updated performance measures to assess utilisation and
the ‘value for money’ given by each property are being developed.
The service property strategies form a ’bridge’ between service plans and the
corporate Asset Management Plan (AMP). The corporate AMP sets out the key
issues affecting the council in Section 8 and both Directorate and corporate property
issues are set out in the table at Annex 3.
This table has been developed from the key property issues table in the 2008/09
AMP. Matters that have been dealt with since last year have been removed and new
issues added.
The table shows the current position together with future action and timescales. This
is a shorthand summary of the key property issues and their current status which
acts as a quick reference point enabling progress in delivery to be monitored and any
problems or areas where additional action is required to be identified.
Housing, Education and Transport requirements are set out and dealt with in detail in
their respective Plans and Programmes.
2.5
CPA, CAA and Best Value
CPA and its development to Comprehensive Area Assessment (CAA) is placing
greater emphasis on how council’s manage their asset base. Within the CPA/CAA
process, Audit Commission Inspectors make an assessment of how well the
management of property assets is linked into corporate and service strategic
planning. An expected pre requisite is that asset management is supported by
appropriate systems, processes and practices. The new CAA assessments place
increasing importance on joining up the council’s asset management activities with
that of other public bodies, the need to demonstrate improved service outcomes for
residents and services users and value for money in the management and use of
property. In the last CPA assessment, ‘use of resources’ was awarded a 3 star
rating out of 4. See Audit Commission website external site.
The most significant Best Value review in terms of impact on property was the best
value review of Property and Asset Management. The completion of this review
made a positive contribution to asset management planning and was particularly
useful in establishing the Corporate Property Unit and driving improvement in the
performance of the council’s office portfolio see section 6.3.
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3
ORGANISATIONAL ARRANGEMENTS FOR CORPORATE ASSET
MANAGEMENT
Asset Management and its planning must involve the whole council organisation not
just property managers. To ensure that this takes place Salford has put in place the
arrangement set out below.
3.1
The One Council Management Team (OCMT)
OCMT was established in October 2007. It’s terms of reference include the strategic
management of the council's property portfolio and development of the asset
management plan and financial strategy. It meets regularly on a 2-weekly cycle and
makes recommendations regarding strategic asset management to the Corporate
Management Team, Lead Member for Property and Cabinet, as appropriate.
An annual work programme has been established to enable OCMT to fulfil its
property functions, which includes the following:
Consider corporate Annual AMP update
Once in year
Consider property performance – local and Once in year
national PPI’s
Considering
surplus
property
option When necessary
appraisals
Review progress in delivering key issues in Half Yearly
AMP Annex 3
Consider property and the delivery of VFM
Once in year
Medium Term Financial Strategy
Once in year
The programme is to be developed to include the scrutiny and challenge of SPS’s.
3.2
Corporate Property Unit (CPU)
The CPU located within the Sustainable Regeneration Directorate was established in
2000 as a result of the council’s Best Value Review of office accommodation and
strategic property management. The unit is headed by the council’s Corporate
Property Manager (CPM). The unit is a corporate resource. It acts as a catalyst to
raise and promote consideration of corporate property issues and holds and
maintains property data and performance information. The unit is responsible for
raising the profile of property and property performance and for developing and
improving strategic asset management activities. The council’s Corporate Property
Officer (CPO) is the Director of Sustainable Regeneration.
3.3
Lead Member for Property
The council has a Lead Member for Property. His cross cutting role and
responsibilities have been defined and agreed by Cabinet.
The Lead Member has monthly meetings with the Corporate Policy Manager and key
officers from the property division and Corporate Policy Unit to receive reports on
corporate or strategic property issues and is briefed on and considers other property
matters.
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3.4
The Delivery of Property Services through other Service Providers
In 2005 the council established a joint venture partnership company, Urban Vision
Partnership Limited, with Capita Symonds plc and Morrison Construction plc. To
provide property, design, maintenance, highways and planning services.
In 2007 the council established Salix Homes an Arms Length Management
Organisation which manages the majority of the council’s housing stock. In addition a
small number of dwellings are also managed by the Barracks Tenant Management
Organisation and the Windsor Albion Tenant Management Organisation.
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PARTNERSHIP WORKING
Partnership working and consultation are important elements in the asset
management planning process.
4.1
Strategic Partnership Working
At a strategic level the Salford Strategic Partnership (SSP) brings together key
agencies across the public, private, community and voluntary sectors to promote and
develop close collaborative working and has been responsible for the development
of the Community Plan and the Local Area Agreement, known as the Salford
Agreement.
The Partnership’s second Community Plan, published in 2005, helps the council and
its partners to make the best possible use of public sector assets in order to tackle
the crosscutting priorities facing our city in a strategic, partnership based and
comprehensive manner. The Community Plan is currently being revised in response
to Government guidance to produce a Sustainable Community Strategy, with a target
publication date of May 2009.
The Partnership has also developed its second Local Area Agreement (LAA)- the
Salford Agreement as the key vehicle for delivering the Community Plan Vision. It
seeks to address those local priorities that will make the most difference to the
quality of life in our communities. The Agreement was signed off by central
government in June 2008. It sets out the 23 priority issues which will be at the centre
of the council’s business – and that of our partners. These include concerns about
the level of Worklessness and anti-social behaviour, opportunities for residents at
MediaCityUK and issues over health. Success on issues such as these will make a
major difference to people’s lives.
4.2
Shared Use of Buildings
The inter-agency approach to service delivery has, in the interest of co-ordination
and efficiency led to numerous examples of the shared use of buildings. This is
particularly so in the Community, Health & Social Care Directorate where there are
many examples, notably with Salford PCT and the Greater Manchester West NHS
Mental Health Trust. This trend was further developed during 2008 with the setting
up of five Integrated Care Teams, comprising community nursing staff, social
workers and community assessment officers, across the city. Plans for the remaining
three Teams will come to fruition in 2009. In addition proposals to form a partnership
with Disabled Living, a registered charity, will see them relocating and sharing space
at Burrows House with the council. The Gateway centres have also been
successfully established.
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The targets set in the LAA may require further service integration with subsequent
impact on accommodation. In particular, a strong focus on promoting ‘working
neighbourhoods’ in the most deprived parts of the city, through better integrated
public service delivery may stimulate further sharing accommodation by partner
agencies during 2009/10.
4.3
Transfer of assets to the community
In addition to sharing buildings the government is encouraging the transfer of assets
to the ‘Third Sector’ as a way of developing and delivering services and in supporting
sustainable communities. The governments approach is set out in the Quirk review.
The council is currently working with partners to develop a policy on asset transfer.
This will take the council from its current position of an ad hoc approach, with
opportunities being considered when they present themselves, to a clear policy and
framework for engagement with the community.
4.4
Local Consultation
At the local level partnership working was established within communities with the
establishment of Community Committees in 1992 enabling local people to participate
in the decisions directly affecting them. This has been supported by the introduction
of locally based neighbourhood management Teams.
Community Action Plans outlining local priorities, developed by the community, feed
directly into the Community Plan. Regeneration schemes such as the New Deal for
Communities programme in Charlestown/Kersal promote local partnership working
within communities, with local people directly involved in the management structures
established within them.
Both the Central Salford Vision and Regeneration Framework and the Salford West
Strategic Regeneration Framework were widely consulted on during their
development. This is being built on with on-going involvement in delivery of the
programmes.
Wide consultation informed ‘Building Schools for the Future’ proposals, the
‘Primary Capital Programme, Education Asset Management Plan and Schools
Organisational Plan. This also links to the statutory consultation process for
school re-organisations.
The results of consultation and partnership working inform regeneration initiatives,
service developments and planning. Implications for the council’s operational
properties are reflected in individual service property strategies. Key issues are
reflected in Section 8 and Annex 3 of the AMP.
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5
CURRENT PROPERTY PORTFOLIO & DATA MANAGEMENT
5.1
Existing Portfolio
The council owns in excess of 700 operational and non operational properties
(excluding council houses) with a net book value of approximately £326m. Details of
the portfolio, the number of assets, floor areas and value are set out in Annex 4.
The CPU maintains a property database that holds core and transient data on all the
council’s property, which brings information together from a range of sources. The
portfolio is clearly defined and has been categorised into the CIPFA categories.
5.2
Changes in Portfolio
The council’s portfolio continues to change as property is better aligned with service
delivery needs. The council also pursues an active acquisition and disposal
programme that supports its urban regeneration objectives.
A summary of the changes in the portfolio from April 2007 to March 2008 are set out
below. Surplus Property is identified and dealt with in accordance with the council’s
surplus property policy
CIPFA CAT
No
of
Assets
Building
(GIA) Sq.M
Area
Comments
Operational
Other
Land
Buildings
&
+43
-462.19
+17
-246.83
Community
The increase in the number of
assets is principally due to a
transfer of miscellaneous park
buildings from community to this
category. In addition a number of
park
buildings
have
been
separately identified.
Notwithstanding a transfer of the
miscellaneous park buildings to the
‘Other Land and Buildings category’
The number of assets has
increased due to a number of
landscaping
assets
being
separately identified.
Non-Operational
General
+26
-462.95
Surplus
+16
-1100.99
TOTALS
Plus 102
Minus 2,272.96
The increase in number of assets
reflects the grant of new income
producing leases / tenancies of
land for miscellaneous purposes.
The increase in the number of
assets has resulted from the
identification of small separate
parcels of land in West Salford
resulting from the CWHT stock
transfer.
* Whilst the number of assets has increased this is essentially the result of the
.
separate identification of existing land assets. The number of buildings and
building area has reduced
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5.3
Data Management
The need for accurate and up to date property data underpins effective asset
management.
Core Data
The council’s property terrier records all core data, including a CIPFA property
categorisation and a description of the function of the property.
Transient Data
In addition to the core data the CPU collects and holds the transient performance
data which is required to support property PI’s, and benchmarking which can be
used to improve performance. This transient performance data supports the national
property PI’s and the council’s local property PI’s that have been derived from the
corporate aims and objectives for property.
This transient data, e.g. running costs, occupancy levels and condition is reviewed
and updated annually. From the core and transient data, a range of reports can be
produced on the performance of the council’s portfolio.
The validity of the core and transient data is tested. The data held on the database is
checked against and reconciled with primary source data. In updating records,
information is received and checked. The data is checked and verified through its
use in supporting PI’s, providing data to benchmarking groups and also through
condition surveys and Target Setting. Whilst there is no formal audit of the data
these processes ensure that the data is firmly based and accurate.
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6
PROPERTY PERFORMANCE, MANAGEMENT AND MONITORING
The CPU continues to raise the importance and awareness of property
performance through its work with directorates and reports to OCMT and Members.
6.1
Performance Indicators
The council has adopted the new the suite of national property performance indictors
introduced by government as part of their initiative to improve council’s’ asset
management planning. These PI’s exclude housing stock.
The indicators are further sub divided into suites of more detailed indicators. The
council is currently collecting the information required to support the seven high level
indicators and these are commented on in section 6.3. The council is considering the
requirements and usefulness of the more detailed suites.
We also have a suite of local PI’s which measure performance of the council’s office
accommodation and performance within the council’s industrial portfolio that is
reported and monitored on a quarterly basis.
6.2
Performance Reporting and Benchmarking
Performance in relation to property PI’s is reported annually to OCMT and the Lead
Member for Property. This performance is shown in summary in Annex 5. The
council uses the results of this performance monitoring to improve future
performance.
Property performance information which includes annual running costs, backlog
maintenance, condition category, and DDA issues is included within Service Property
Strategies (SPS’s) Property utilisation and value for money data is being developed.
This will relate running costs to business unit transactions (e.g. books lent/enquires
handled & usage or hours of opening, number of users) which is recognised as an
important element of effective asset management planning.
Directors are made aware of their respective office occupancy levels set against the
council’s corporate targets. This performance is also reported to the OCMT, CMT
and the Lead Member for Property.
Salford compares is performance with that of other local authorities through IPF’s
Asset Management Network. This comparison and benchmarking is used to identify
areas of weak performance so that improvement measures can be put in place.
In addition Salford is leading work to compare property holdings and value related to
population across the Greater Manchester Authorities. Results of this work will be
available this year.
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6.3
Property Performance - Achievements and Issues
Sufficiency of operational office property
The Best Value review of property in 2000 defined the council’s first office
accommodation strategy and set out an improvement plan. Significant improvements
in performance have been achieved:





Number of buildings covered by the plan reduced from 50 to 31;
Floor area reduced from 48,538 M2 to 32,339 M2;
Occupancy improved from 19.6M2 per person to a current figure of 11.09M2
per person;
Disposal of surplus office buildings has generated capital receipts of £2.77
Million; and
Running costs of closed buildings of circa £520,000 per annum (at year of
closure) saved.
The council is now implementing a new strategy and rationalisation programme
coupled with the introduction of agile working, recognising the differences between
fixed flexible and mobile workers and the changes necessary to the physical office
environment. The council has set a new target of 9M 2 per person overall and a
target of 8M2 person where staff moves and office refurbishments take place.
Building Condition and Required Maintenance (backlog)
The condition of all council assets is assessed, with a five year rolling programme of
reassessments to enable the data to be updated annually.
The total backlog maintenance figures for the main service areas are set out in
the table below.
Housing
buildings)
(Dwelling/other £104M
Education (Schools)
All other Services
Transport
*Represents Decent Homes
failure values as at April 2007
£30M
£12.16M
£100M
Addressing this backlog is a substantial challenge. Information on backlog and
how this is being addressed is set out overleaf.
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19
Housing
The housing options appraisal conducted between 2003 and 2005 identified that the
council did not have sufficient resources to bring its properties up to the Decent
Homes standard. Given the level of capital investment required and the negative
value of the council’s housing stock, no single option would have provided the
resources needed to achieve the Decent Homes target and a sustainable Housing
Revenue Account (HRA) in the medium to long term. A mixed model investment
strategy was identified to secure the additional funding required. This consists of a
new Local Housing Company (City West Housing Trust (CWHT)) for homes in West
Salford, which transferred in October 2008, an Arms Length Management
Organisation (Salix Homes) for tenants in Central Salford, Rainsough Brow and the
Beechfarm estate (Swinton) which was launched in July 2007 and a Private Finance
Initiative for properties in Pendleton.
A stock condition survey for the city was conducted in 2006.The sample survey
(15% of properties within each area) provided an indication as to the total forecast
expenditure to improve and maintain the stock over the next 30-years, including a
breakdown of the investment required to achieve the Decent Homes Standard over
the next five years. A further 100% survey of the Pendleton area was completed in
2007.
The survey reports. concluded that although the council’s properties had been
reasonably well maintained within available resources, the non-decency rates were
48% for the Arms Length Management Organisation area, and 50% for the Private
Finance Initiative area. In addition a significant number of major components either
have reached or are near to reaching the end of their economic life and will require
replacement in the short term.
Schools
The condition of all secondary schools was resurveyed during 2006 and primary
schools during 2007 and the Education Asset Management Plan updated
accordingly. These resurveys identified a maintenance backlog of £30M
Salford replaced two high schools with new build via a Private Finance Initiative in
2008 and we now have a total of five high schools that have been procured via
Private Finance Initiative. A further high school, Hope High, has closed and
reopened in its current building as an Academy. However, the school will be rebuilt
on a site at Salford Quays, as part of the BSF programme.
The rest of the secondary school estate will be catered for via, the ‘Building Schools
for the Future’ programme. (BSF) Salford is in the third wave of BSF, which means
contract signature for delivery will be signed in 2009. These proposals will result in a
further seven new build high schools opening by September 2012.
In the primary sector, we have plans to replace four community schools with two
new builds, also, the RC Diocese has secured agreement to close five primary
schools and replace with one new school in Little Hulton and one new school in
Langworthy. The school in Little Hulton opened in September 2008. The funds for
the two new RC school s will be provided by a combination of DfES capital grant and
capital receipts provided by both the Diocese and the city council.
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The next major DCSF capital investment programme will cater for the primary school
estate. The Primary Capital Programme (PCP), will be a fourteen year programme
20
and the funds will be available as from 2009/2010. Salford has been notified that its
allocation for 2009/10 will be £4.1M. However, unlike the BSF programme, funds will
only be provided to replace or refurbish 50% of the primary schools. This additional
funding, plus the capital investment strategy we already have in place for our
primary schools will, along with BSF, accelerate the reduction to the condition
backlog and should remove all current suitability issues in high school buildings and
address a significant proportion of those primary schools with the highest levels of
both condition and suitability issues.
Other Operational and Non-Operational Property
To assess the condition of its operational and non-operational property the council
has a 5-year rolling programme of surveys, with 20% of the portfolio being inspected
every year. This survey enables the cost of backlog maintenance to be assessed
and buildings to be categorised in to four condition categories as follows – A=Good,
B=Satisfactory, C=Poor, D=Bad performance is set out in Annex 4.
Comparison with other local authorities indicates that the condition of the council’s
property is worse than average. It is the council’s objective to maintain its
operational portfolio in at least satisfactory condition. Whilst condition is improving
this objective has not yet been met.
The estimated cost of backlog maintenance for 2007/08 is £12.16M. This is small
reduction from the previous year (£12.27M) but a significant reduction from 2001/02
baseline figure of £16.59M.
This reduction in backlog and improvement in building condition is primarily the
result of the disposal of assets with large backlog figures and capital investment
from both internal and external funding streams invested in building improvement
and refurbishment schemes.
Recent schemes include replacing with double glazed units the windows at the
Crompton Hse and Turnpike Hse core office sites, heating plant and boiler
replacement at Minerva Hse, Unity Hse and Swinton Town Hall core office sites and
dealing with backlog within the refurbishment and improvement of Fit City Ordsall
and Eccles.
The council’s ongoing strategy to deal with the backlog maintenance and building
condition is the continued combination of further rationalisation of the buildings and
disposal of surplus assets, and investing both council and external capital resources
into building improvement and refurbishment schemes.
Highways infrastructure
Significant progress has been made over the last year in developing the transport
Asset Management Plan and transport health and safety file information including an
inventory of all highway assets and a more detailed assessment of highways
backlog maintenance. The total highways backlog maintenance is estimated at
£100m, comprising £65m for classified roads and £35m for side roads with a
requirement for £17m to fund an initial five-year plan.
We are currently in the fourth year of a five year £22M investment programme to
improve the condition of highways and footpaths delivered through Urban Vision
Partnership Ltd and financed through prudential borrowing.
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21
Environmental property issues – Energy, Water Consumption and CO2
emissions
Government is placing an increasing emphasis on the need for local authorities to
manage their assets sustainably. The energy, water consumption and CO2
emissions from council buildings is measured and analysed. The council’s water
consumption is reasonable and CO2 emissions appear slightly higher than average
from benchmarking with other authorities. The council does invest in energy
efficiency measures targeted at poorly performing assets. The council’s 5 year
Carbon Management Plan has demonstrated the significant potential for reducing
carbon emissions from the council’s operational estate and the very significant
savings that will result. – see section 8. A target to reduce CO2 emissions by 40% by
2013 has been agreed.
Accessibility to buildings for disabled people
The council has a programme to improve access to services in public access
buildings for disabled people. This programme has improved access in 81 of the 114
public access buildings. The council is performing reasonably in comparison to our
family authorities but continued investment through the capital programme will be
required.
Time and Cost Predictability in delivery capital schemes
The council has adopted a policy of procuring it’s construction work through
partnering with contractors (as apposed to competitive tendering) Whilst direct
comparison between tendering and partnering cannot be made with the data
available, it appears that substantial improvements in time predictability performance
have been made, and performance now compares well against other authorities.
However cost predictability at both the design and post construction phases does
not yet show the same improvement.
Property running costs as a percentage of gross revenue budget and cost per M²
Property running costs as a percentage of the gross revenue budget is a new
performance indicator. Running costs per M² have been collected for sometime and
provide valuable information in assessing VFM and retention or disposal of assets.
Building Suitability – proportion of buildings assessed
This is an entirely new performance indicator. Currently suitability assessments are
only well developed for schools. Undertaking suitability surveys of other operational
property will be a significant task but will make a valuable contribution to ensuring
buildings
support
effective
delivery
of
high
quality
services.
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7
OPTION ASSESSMENT, PROJECT APPRAISAL AND FINANCIAL PLANNING
In order to develop the optimum property solution the council undertakes option
assessment and project appraisals. Requirements are then fed into the development
of the council’s capital strategy and following a process of prioritisation included in
the development of the annual capital programme.
7.1
Option Assessment
Option assessment is undertaken at both the strategic and project specific levels.
At the strategic level various options for dealing with the council’s property
requirements have been considered as follows:





Continue current ownership;
Leasehold occupation;
PPP/PFI;
Transfer to Trusts; and
Arms Length Management Organisations taking some responsibilities for
property.
No single option provides the solution to meet all the council’s property requirements
and different options are selected dependant on circumstances. Generally the
approach is to own buildings for which there is a long term need and to lease to
meet short to medium term requirements which cannot be met from within the
existing property portfolio.
Examples of the adoption of new solutions are the use of PFI for the replacement of
schools, a Local education Partnership (LEP) for the replacement and refurbishment
of high schools under the BSF programme, a PPP to deliver Gateway centres and
the transfer to trusts for elderly person’s homes. The management of leisure centres
and community centres has also been transferred to a trust. The council has also
over recent years increased its use of leasehold occupation of office space, as an
appropriate solution to meet short and medium term office needs, though this is
likely to decrease in the future.
At the project specific level different options are considered in order that the most
effective option can be brought forward, for project appraisal and prioritisation.
7.2
Project Appraisal and Prioritisation
High-level option appraisal is undertaken for major regeneration, service and
infrastructure proposals to establish the strategic direction for medium to long-term
capital investment, with options being presented to Cabinet members for decision.
Having established preferred investment options the council then prioritises its
capital investment according to whether it:




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Meets the Government's annual capital guideline for each major service;
Maximises available external funding;
Meets national, regional and local priorities;
Targets its key priority regeneration areas, i.e. Seedley/Langworthy, Higher and
Lower Broughton, Ordsall and Kersal/Charlestown, Chapel Street and renewal
areas; and
23

provides continuing support to the revenue budget.
Within the criteria for local priorities, the council objectively assesses its priorities for
capital investment by embracing a wide range of criteria, including the extent to
which they satisfy health and safety requirements, contribute towards enhancing the
life of an asset, improve the environment, stimulate the local economy, reduce risk,
engage partners and consult with the public.
Weightings are applied to the assessment criteria in terms of high, medium and low
priorities, these consist of the following:

High Priority

Medium Priority

Low Priority
Mandatory
requirement,
maximises
external
resources or whereby specific assets will be
improved/used
Strategic Impact of the scheme and contribution
towards the key themes of the Community Plan
Other relevant information required to assess
prioritisation e.g. revenue savings
with investment in regeneration areas being afforded the highest priority.
7.3
Financial Planning
A 5-year Capital Strategy sets out the council’s spending plans and priorities, and
forecasts how they will be funded, taking into account expected borrowing approvals
and grant availability from the Government, forecasts of capital receipts and any
other internally-generated funds. Capital investment planning is linked to service
planning by ensuring through the priority assessment process that it supports the
delivery of the outcomes required from the Community Plan, Cabinet priorities,
directorate service plans, the Best Value Performance Plan and the Asset
Management Plan, whilst also ensuring that these plans are explicit in outlining
major capital and revenue resource implications.
The annual capital programme is refined in the light of actual funding
announcements from the Government, the updating of capital receipt forecasts and
any emerging spending priorities, e.g. as a result of new Government initiatives,
which may not have been identified during the capital investment planning process.
A spending profile is identified for each approved capital scheme and officers
monitor actual cash flow against the profile at monthly intervals during the year.
Likewise, key milestones are identified for each major capital receipt above
£100,000 and monitored by the City Treasurer. Monthly reports are made to
members of Budget Scrutiny Committee and Cabinet on the financial and physical
progress with the capital programme and its funding. More detail of this process is
outlined in the Capital Strategy document
The introduction of the Prudential Code for Capital Finance in Local Authorities has
removed previous controls over financing capital expenditure and replaced them
with a self-governing framework whereby authorities are free to pursue capital
investment plans, so long as they are affordable, prudent and sustainable. The
freedom to use “Prudential” borrowing, i.e. borrowing unsupported by government
grants, has assisted the council with its asset management proposals. It is allowing
better capital planning by smoothing of timing imbalances caused in the past with
borrowing and grant approvals and completion of disposals for capital receipts. It
has facilitated the consideration of invest to save type proposals, which might have
failed in the past due to the lack of available funding.
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Developments in tax law and accounting for leases increasingly reduce the
likelihood that leasing companies can offer attractive contracts. When equipment
leases, for example for vehicles and wheeled bins, come up for renewal, a thorough
options appraisal is now conducted to determine the best means to finance the
investment. Similarly, bids for new investment that might previously have been
financed by lease, especially in IT equipment, undergo the same appraisal. In many
cases, prudential borrowing has proven to be the most attractive and efficient means
of obtaining finance.
It had been recognised that the state of the highway network in Salford was poor
and there was a chronic shortage of funds to address the situation. This, along with
the current claims culture, resulted in steadily increasing numbers of tripping claims
being aimed at the council and monies being used to pay out insurance claims
rather than improving the footpaths and highways.
Urban Vision Partnership Ltd, the council’s joint venture with the private sector, is in
the fourth year of a massive investment of £22m over 5 years to improve the
condition of highways and footpaths. This investment is to be funded from
prudential borrowing and the capital financing costs funded by the reduction in the
number and cost of insurance claim payouts. Significant improvements in claim
payouts have been achieved with a reduction of 25% over the four year period.
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8
KEY ISSUES AND FUTURE PROPERTY REQUIREMENTS
Key issues for the council, which impact upon the property portfolio, are set out
below.
8.1.
Corporate Key Issues
Think Efficiency
The council is undertaking a three year “Think Efficiency” programme which
commenced in autumn 2008.
The programme is one of the most significant undertaken by Salford, with the aim of;
service improvements for citizens, balancing the books and changing the
organisation for the future.
The programme is changing the way the council undertakes and delivers its
Administration, Common functions and Customer services. It is also de-layering its
management structures and changing its workforce management arrangements
This activity will lead to significant changes in the office portfolio, customer service
access points and training accommodation.
To support the changes required a new 3-5 year office accommodation strategy is
being established.
Agile Working
An integral part of delivering the changes and benefits of the ‘Think Efficiency’
programme, the council is embarking on a programme of activity to enable staff to
work in different ways, in a variety of locations and in a more collaborative way
across directorates through the introduction of new working practices referred to as
“Agile Working”. This will be supported by changes in technology, organisation,
office environments and property to facilitate changed behaviour and create
performance improvement.
Office accommodation Strategy
To support “Think Efficiency” and coupled with Agile Working the council is setting
out and implementing a new 3-5 year Office Accommodation Strategy to deliver the
property changes required.
This strategy sets new space occupancy targets, which will drive a reduction in the
portfolio, identifies buildings for potential closure through portfolio rationalisation and
confirms the design principles set out below:






Open plan office space – Flexible in use and supporting modern working
practices and a project delivery team approach;
Fully IT enabled – VOIP;
Providing improved staff facilities – Welfare areas, accessible toilets, showers,
prayer rooms;
With improved reception and interview/meeting rooms;
Using modern furniture – to support efficient space utilisation; and
With office layouts providing shared desks, ‘drop down’ and ‘breakout areas’.
This strategy to provide modern flexible work space will support the delivery of
“Think Efficiency” and “Flexible Working” and the underlying organisational and
cultural changes which these programmes will require.
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Sustainability and Climate Change
Government is placing an increasing emphasis on the need for local authorities to
demonstrate their sound management of environmental sustainability issues. In this
respect it will be important to ensure that our approach to procurement of goods,
services and contracts is in accordance with high environmental standards. The
Sustainable Construction SPD provides a good framework for the assessment of
new development proposals.
The new Performance Framework require us to report on the greenhouse gas
emissions arising from the council as a business unit. Figures suggest that the
energy use from buildings accounts for around 70% of those emissions. Significant
reductions in energy consumption can lead to significant financial savings.
A key element of the council’s commitment to environmental improvement is the
development of a Climate Change Strategy, which will identify our priorities for
reducing greenhouse gas emissions and ensuring that the city is resilient to the
impacts of climate change. The Climate Change Strategy will provide the framework
for Salford’s LAA Climate Change Target and for progressing towards the longerterm national carbon reduction targets (26% by 2020; 80% by 2050).
There will be an increasing need to improve our year on year environmental
performance, Public buildings now need to display energy performance certificates.
By 2011, the Government is intending to introduce a carbon trading scheme for all
public bodies which will set limits on emissions alongside tradable credits for good
performance. We will also need to identify climate related risks to business continuity
including property related risks, e.g. flood risk, and demonstrate the resilience of our
buildings and the services delivered from them.
Carbon Reduction
As part of Salford’s Local Area Agreement, there is a requirement to secure a 12.5%
reduction in per capita carbon emissions by 2011. It is imperative that the council
demonstrates community leadership and its own commitment through its own
energy management.
The council’s 5 year Carbon Management Plan (CMP) has demonstrated the very
significant potential for reducing carbon emissions from the council’s operational
estate and the very significant savings that will result. The CMP requires significant
investment to improve Heating Controls and Zoning, to install Loft and Cavity Wall
Insulation and achieve significant lighting upgrades. The proposed investment of
£955K would result in an annual saving of £431K, yielding a payback in 2.2 years.
Whilst bearing in mind the need to maintain a good return on investments, there is
now a need to consider more radical improvements to the operational estate that
reflect the opportunity to secure renewable sources of heat and power. Ground
sourced heat, Combined Heat and Power, Photovoltaics and replacement of oil and
gas fired boilers with biofuel boilers are all options to be seriously considered as part
of the developing Carbon Management Plan.
Climate Change Adaptation
Another aspect of Climate Change is to ensure that the council’s operational estate
is resilient to the impacts of predicted future weather patterns, occurring as a result
of climate change. National Indicator 188 requires the council to “achieve an
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appropriate level of preparedness” to manage the risks to council services from
changing climate and weather patterns.
During 2009, it will be important to assess the risks to council buildings and the
services provided from those buildings from the increasing risks of flooding, serious
heat events and stormy weather. This will require an assessment of the suitability of
the buildings and the vulnerability of their occupants. This may need to be followed
by adaptations to increase levels of resilience to maintain their fitness for purpose.
In respect of potential flooding from sewers / surface water drains, the council will
need to consider the potential contribution that runoff might have from its own
significant landholdings, particularly in areas of known capacity constraints.
Customer Services and Information
The council’s strategy to provide customer service information is through a
combination of four town centre ‘Gateway Buildings’, the further network of libraries,
a mobile contact centre and the council’s call centre.
The council and Salford PCT are currently delivering a major programme of four
town centre Gateway Centres through a public private partnership (PPP).
These Gateway Centres represent a necessary step-change for Salford Primary
Care Trust and Salford City Council to reconfigure services in Salford, to genuinely
meet the needs of the population they serve.
New Gateway Centres have been provided in Walkden, Eccles and Pendleton. The
Swinton scheme is still to be agreed.
The service model for the Gateway Centres is innovative and blends in varying
degrees the interface between health and social care. The scale of this integration
extends from shared facilities to the development of ‘front-of-house’ services, which
will receive and manage attendances and enquiries of a wide range of issues
spanning local authority and health care services.
In addition to the Gateway Centres the council is committed to delivering an
additional centre project in the Higher Broughton area. This building will act as a Hub
to the entire community and will provide a wide range of council services, such as
Library, a one stop shop, Leisure services, Youth Services, SureStart, Children's
Centre, Neighbourhood Management and a GMP community policing facility. The
scheme is due to be completed in late 2010.
Delivery of this new Hub will lead to the rationalisation other council buildings in the
area, and disposal of for example the current Youth Centre, Neighbourhood Centre,
Trampolining and Library facilities.
The benefits of shared use are also widely exploited in the integration and joint
commissioning of services by the council and the PCT.
The new CAA
(Comprehensive Area Assessment) regime also expects Council’s to fully exploit the
benefits of shared use with other providers of services.
Meeting Health and Safety Requirements
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Legislation is placing increasing responsibilities on property owners and occupiers.
Legislation includes the Disability Discrimination Act, Control of Asbestos at Work
regulations and The Code of Practice for Water Hygiene and other requirements
28
such as electrical testing, glazing safety requirements
maintenance.
and
lighting
conductor
These requirements are placing increased pressures on already limited maintenance
budgets and will increase the pressure on capital spend.
8.2
Regeneration
The vision for the city is clearly outlined in Making the Vision Real – the Community
Plan for Salford 2006-16 which sets out the strategic vision for Salford around 7
themes. This is underpinned by three strategic plans which have been developed in
partnership with key stakeholders from the community, public and voluntary
agencies and the private sector to ensure a comprehensive and holistic approach to
the regeneration of the city.



the Salford Agreement 2007-2010 which outlines our approach to closing the
gaps in life opportunities between the most deprived people and places in the city
and other areas of the city;
the Central Salford Vision and Regeneration Framework sets out the strategy for
the long term transformation of Central Salford into a beautiful vibrant and
prosperous area; and
the Salford West Strategic Regeneration Framework and Action Plan which was
agreed in January 2008 will drive activity and investment across Salford West for
the next 20 years, guiding regeneration and co-ordinating public and private
investment in the area.
The Regeneration Frameworks and Action Plans set out priorities for investment at
Framework area level and locally within neighbourhoods.
A significant element of the regeneration in Central Salford, is the physical
regeneration of these areas through redevelopment, refurbishment, remodelling and
environmental improvements. This involves the council in a programme of property
acquisitions, site assembly and negotiation and securing of development
agreements and partnerships and land sales to support regeneration priorities.
Such agreements/partnerships are taking regeneration forward in Higher Broughton,
Lower Broughton, Ordsall, Seedley and Langworthy and the New Deal for
Communities area.
The Central Salford Urban Regeneration Company, established in 2005, is securing
private and public resources to assist the city’s successful regeneration and to
capitalise on the outward expansion of the Regional Centre. Significant investment
is also programmed through the Housing Market Renewal programme, and the
Pendleton Housing Private Finance Initiative.
MediaCityUK, anchored by the arrival of five key BBC Departments in 2011, is under
construction. The scale of development and infrastructure support on Quays Point is
on an unprecedented scale for the city.
The council has established Salix Homes to manage the council housing stock in
Central Salford and secure significant investment in the housing stock upon receipt
of two star status. A local Housing Company, City West Housing Trust has been
established to manage and secure investment in the housing stock in the west of the
city.
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The Salford West Strategic Regeneration Framework has set an initial three year
action plan to 2011. This focuses investment on town centres, Liverpool Road
Corridor and the Bridgewater Canal Corridor.
Housing
The vision for housing is to:
“Help create a future where people see Salford as a great place to live. A place
where you can find a choice of popular homes in desirable locations, served by
excellent housing services”.
The priorities and plans for housing have been developed in the wider context of
creating and maintaining sustainable communities. The Salford Strategic Partnership
is taking on an increasing role in shaping housing in Salford and is the body that is
responsible for delivery of our housing strategy. ‘Shaping Our Place’ is the name of
our housing strategy for 2008-2011. This strategy sets out the needs, resources,
options, aims and action plans for housing. It considers all types of housing in the
city – social rented, private rented, owner occupied, general needs and housing with
support. It identifies the current situation and looks at ways we can make Salford a
better place to live. We have ambitious plans for housing in Salford; ‘Shaping Our
Place’ pulls all these ideas together and sets out how we will deliver them.
This strategy has five major strategic aims for housing and housing services in the
city:





Improve the quality of homes for all residents;
Ensure a greater choice of homes - reshape housing for future needs and
aspirations;
Provide excellent housing services to underpin sustainable neighbourhoods;
Support the opportunity to live independently in all communities; and
Use joint working to improve the housing offer.
The key changes that affect the property portfolio are as follows:
A stock options appraisal of all council-owned homes highlighted that a mixed
economy of provision (ALMO, PFI and transfer to a new Local Housing Company)
was the most appropriate way forward that satisfied tenants’ and residents’
aspirations while being part of a coherent and sustainable Housing Revenue
Account investment strategy. This mixed model approach has involved significant
changes for a large number of stakeholders and staff. Salix Homes, our regeneration
ALMO has moved into new accommodation at Diamond House; Housing
Connections Partnership is now in new accommodation at Peel House. City West
Housing Trust has recently moved into headquarters at Centenary House in Eccles,
with the locations of satellite offices and depots negotiated through the transfer
agreement. The launch of City West and TUPE of large numbers of staff to the new
Housing Company has resulted in office space being released. This has fed into the
council’s current office accommodation strategy managed by the accommodation
group meeting weekly throughout the process.
In setting up and launching City West Housing Trust, in excess of 500 non-dwelling
assets were comprehensively reviewed and considered as part of the negotiation
process. The final agreed position has resulted in 350 separate assets being
transferred to City West. The remaining 176 retained assets in West Salford have
been the subject of a further review, which will see them either re-attributed within
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30
the council or released as surplus to requirements and to be disposed to best
advantage.
A comprehensive review of Sheltered Housing stock has been carried out between
2007/08. This review has resulted in an action plan to review all accommodation for
older people during 2009/11.
The Manchester Salford Pathfinder Partnership submitted a further Business Plan
for the period 2008-11 for the next phase of the Housing Market Renewal
programme. The MSP was successful and will be receiving £m over three years
from the Government’s Housing Market Renewal Fund to improve neighbourhoods
through extensive regeneration, focusing on wards in both Authority areas around
the regional centre. The council, through its main delivery partners Salix Homes and
Urban Vision will continue to deliver transformational change over the year ahead.
Promoting positive prevention, our homelessness strategy for Salford sets out the
need to replace Belmont Homeless Families Unit on a new site, and work is still
needed to secure a suitable site. It also focuses our service provision on effective
support, assessment and prevention. There is also a need to find a replacement site
for the Places for Change funded project being pursued with the Salvation Army
charity and housing association.
The re-shaping of the Sustainable Regeneration Directorate will also give rise to
further opportunities to rationalise office accommodation over the next 12 months.
8.3
Community Health and Social Care
8.3.1
Adult Social Care
There are many challenges in delivering community and social care services in
the city and to assist with achieving the delivery of modern, integrated services
the development of partnership working with statutory, voluntary and private
sector providers is essential.
Partnerships
The major examples of this are the arrangements with Salford PCT and the
Greater Manchester West NHS Mental Health Trust. These initiatives include the
joint utilisation of buildings for service delivery and this has been further
developed in 2008 with the creation of five Integrated Care Teams, comprising
community nursing staff, social workers and community assessment officers, in
both PCT and council buildings. Plans for the remaining three teams are
advanced and these will be set-up during 2009, one of these three will backfill
space in Irlam Council Offices pending the availability in 2011 of new build
accommodation in the Irlam & Cadishead High School BSF Project.
Older Peoples Services
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The four existing day centres for older people at Alexandra House, Brierley
House, Humphrey Booth (Lower Broughton) and Humphrey Booth (Ordsall) will
be retained. Each has seen substantial investment in recent years to ensure their
continuing fitness for purpose in meeting the needs of the more dependent
members of the community. Booth Charities are making £60,000 available
between 2008/9 and 2010/11 to spend on projects at their two centres and these
and the two others will continue to receive investment from Directorate resources
as necessary to ensure the continuing functionality and high standards.
31
A gap in current service delivery will be met late in 2009 with the creation of a
specialist, purpose designed day care unit for older people with dementia as part
of the Humphrey Booth Resource Centre. This is one component of the Centre,
the others being facilities for carers looking after people with dementia, and
accommodation for a mental health social work team and for the Care-on-Call
and Emergency Duty Social Work Teams. Again, the generosity of Booth
Charities is fundamental to this development.
The Limes, the Directorate’s only remaining residential unit for older people
continued to receive substantial investment in the form of a new kitchen in 2008
and consideration is being given to how an extension could be funded to
accommodate a larger laundry and storage, both needed to meet the needs of
the rehabilitative care services afforded there.
Learning Difficulties Services
Day care services for people supported with a learning difficulty have been
modernised in recent years with the emphasis on meeting needs and
opportunities in the community. The building based services are now
concentrated in four facilities, two of which, Craig Hall and Waterside, have had
substantial investment over recent years to make them fit for purpose in meeting
the needs of people supported with more complex physical and learning
difficulties. St Georges is currently closed for similar modernisation and this
should re-open in June 2009. The fourth facility, Princes Park Garden Centre, is
by its nature has different building needs but ones, nevertheless, which require
replacement, proposals to take this forward need to be progressed further.
The proposals to enhance facilities at Granville to meet the needs of guests with
complex disabilities have been deferred in favour of meeting this demand from
external providers. A smaller scheme to modernise the bathrooms only was
substituted and several substantial maintenance issues have been addressed or
are programmed in the first half of 2009.
Mental Health
The mental health residential services at Holly Bank and Ingleside continue to
receive investment with substantial spending at both in 2008. In Ingleside’s case,
this was seen as essential work to maintain the statutory compliance and
residential standards of the building pending a proposed transfer of the service to
community provision in 2011. This opportunity appears to have passed largely
due to the failure of an Extra Care Sheltered Housing Fund bid to the Department
of Health being unsuccessful. In view of this, proposals to replace the buildings
heating system and to extend the provision of en-suite facilities are to be
considered for funding in 2009/10.
The re-building of the glasshouse at Buile Hill Garden Centre following fire
damage early in 2008 will commence shortly with a view to providing a fully
functioning garden centre for the spring growing season. However, consideration
is required on how to replace the centre’s office and welfare facilities when their
current provision is lost as part of the hotel development in the Park.
Drug & Alcohol Services
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After a long, but unsuccessful, search for alternative accommodation for the
Alcohol Service base at Acton Square, a major scheme to make the building fit
32
for purpose, DDA compliant and to address some backlog maintenance issues
commenced in December 2008. On re-opening the building will be the base for a
combined alcohol and drugs service for the east of Salford, this being in line with
the Government’s preferred service delivery model. In March 2009 the lease on
the Drug Service accommodation at 116A Church Street, Eccles will be
surrendered with the service transferring to the basement of Eccles Town Hall.
Community Centres
The management of the community centres transferred to Salford Community
Leisure in May 2008 but the buildings remain the responsibility of the Directorate.
With the exception of The Valley Community Centre, building condition is good.
Discussions have been taking place during 2008 to consider future options for
The Valley and it is hoped some firm decision will be made during 2009 in this
respect.
Office Accommodation
In May 2008, the relocation of the Learning Difficulty Team from White Moss
House to Crompton House was achieved thus allowing the former to be
decommissioned and offered for disposal. However, here has been an emphasis
on maximising the use of space in Crompton House for office purposes and there
is a total absence of staff break-out areas. However, it is recognised Think
Efficiency initiatives may radically change future working practices and the
organisation. There has been progress in setting up the Integrated Care Teams
to bring together social workers and community nurses with five established in
both council and PCT buildings. Plans for the remaining three teams are
advanced and these should be operational in the first half of 2009. One of these,
the Irlam and Cadishead Team will be located in the Irlam Council Offices
pending the completion of accommodation for them, and the local Neighbourhood
Management Team, in the Building Schools for the Future re-build of Irlam &
Cadishead High School in 2011. The East Salford Neighbourhood Management
Team will relocate to the Broughton Hub but this is now unlikely to be completed
by 2011. Clowes House, the Team’s present base, as well as for the Broughton
Resource Centre, is in poor condition with substantial backlog maintenance
requirements. Some decisions are required as to its future.
Libraries
Walkden and Eccles Gateway Centres opened in the second half of 2008, which
allowed the closure of Walkden Library and the full transfer of its service to the
local Gateway. At Eccles the new facility can only offer a reduced adult service
pending the modernisation of the Carnegie Building, which will be linked to the
neighbouring Gateway. This approximate £1.5m scheme is currently awaiting
financial approval. Broadwalk Library will close in January 2009 with the library in
Pendleton Gateway opening in February. Whilst the former Walkden Library is
awaiting disposal, Broadwalk will be retained as temporary accommodation for
library support and storage purposes. The fourth intended Gateway Centre at
Swinton remains at the feasibility stage and this is of growing concern as the
implications the delay in determining the future of this project is having for
Swinton Library in the rapidly deteriorating Lancastrian Halls.
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The remodelled Little Hulton Library opened to the public in June 2008 and the
new facilities and higher environment have been warmly welcomed by its users. It
remains the hope that this model can be rolled out to other libraries as financial
conditions permit.
33
There remains a need to identify new accommodation for the Mobile Library
Service, which will be displaced from Broughton Library when that closes upon
the transfer of the library to Broughton Hub, probably in 2011. it remains the wish
to co-locate the Mobile Service with the Reader Services Section which is now
temporarily housed in Broadwalk Library.
Museums
There was a successful Heritage Lottery Bid in 2008 for the restoration of Ordsall
Hall and planning for a project commencement in April 2009 is clearly advanced.
When the Hall re-opens in April 2011, it will be a significant educational resource
and tourist attraction.
Project planning for the restoration of Salford Museum and Art Gallery is
continuing, and subject to funding and other approvals, it is expected the project
will commence in 2011 and be completed in 2014.
Leisure
Significant developments at Fit City Irlam, to accommodate dry sports facilities
are planned but unfortunately a funding bid of £1m to the National Sports
Foundation to support the anticipated £3.4m cost has been unsuccessful. In view
of this, the option to develop a scheme to the value of £2m is being explored
between the Hamilton Davis Trust and Salford Community Leisure. It is hoped a
report on this proposal will be made shortly.
The development proposal for Salford Sports Village II remains at the funding
packaging assembly stage but a planning application will be made in the first
quarter of 2009.
A major scheme at Fit City Ordsall will commence in January 2009 to convert a
redundant first floor area into a fitness suite and to install a passenger lift to this
level for disabled customers. Other improvements for the disabled will include
accessible changing rooms and showers, a new accessible toilets, automatic
entrance doors; and whilst not solely for the disabled, a new reception area.
The council’s participation in the Government’s Free Swimming Programme for
under 16’s and the over 60’s has resulted in P & A 3 reward money of £66,075 for
capital improvements in pool provision. It is intended to invest this in
improvements at Broughton Pool and a separate bid of £240,000 is being made
to Sport England to modernise the changing rooms and in the provision of a lift
there. If successful in this, it is intended to supplement the available funding for
this project with £60,000 from council resources. These works reflect the need to
maintain this important facility at least for the medium term and in recognition of
this a full building condition and accessibility survey is to be commissioned with
the aim of informing further bids for essential maintenance works.
Whilst it is recognised significant expenditure is required at Fit City Pendlebury it
is proposed this facility will be replaced under the BSF projects. Accordingly,
spending will be commensurate with the anticipated time-scale for this. Any other
opportunities, for example from the BSF or regeneration programmes, to replace
or upgrade dated leisure facilities will be taken.
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As might be expected from this group of assets, the many maintenance and
health and safety issues, the former both historical and current; as well as the
34
business need to compete for customers with other providers, places demands
on the maintenance budget which cannot be met.
8.4
Children’s Services
8.4.1
Schools
The key challenge is to respond to the falling numbers of pupils and the need to
reduce the number of school places and address the substantial backlog of
repairs, which includes buildings that are not fit for purpose.
We are responding to this by adopting a capital investment strategy to modernise
the school estate, so that schools have high quality, flexible and suitable designs,
are fully accessible and secure, providing accommodation catering for a wide
range of users. This will include parents, adult learners, early years provision,
support services and facilities supporting learning through ICT. The council will
be supported, with this major challenge by the DCSF, via their ‘Building Schools
for the Future’ (BSF) and ‘Primary Capital’ (PCP) programmes. Salford is in the
third wave of BSF and this investment, should help with the reduction of the
backlog of maintenance works and address some of the more pressing suitability
issues in our secondary schools.
Also, we will be in a position to accelerate our investment strategy for primary
schools via another DCSF initiative, ‘The Primary Capital Programme (PCP). This
programme will provide funds to upgrade or rebuild half of all primary schools
over the next 14 years. We have recently been given an indication of the funding,
which will come on stream in 2009/2010. The directorate has engaged in
extensive consultation with schools and the diocesan authorities, to link this
investment to Salford’s current investment strategy for the primary school estate.
This will enable us to:







Reduce the backlog of maintenance works;
Make a significant impact on suitability issues;
Improve I.T.
Provide school kitchens for those schools without such facilities;
Enable 21st century learning;
Target schools in the most deprived area’s of the city; and
Remove surplus places.
In relation to the provision for early years the vision in Salford, developed over the
winter of 2004-2005 and adopted in principle by the council, was to embed
effective Sure Start services in local service arrangements. To achieve this, Sure
Start and children’s centre programmes were unified under a “new, positive,
locally driven identity”.
In order to meet the Government Agenda regarding the development a Children
Centres for every 800 children, we were charged with developing Centres across
Salford in the top 20/30% most deprived areas of the city. The centres are being
delivered in three phases:
15 centres are now complete and operational, 4 centres will be completed and
operational in 2008 and the 3 schemes in phase 3, Eccles, Worsley and
Boothstown are at the feasibility stage, and due to be developed over the period
2008-2010.
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35
8.4.2
Children’s Social Care & Additional Services
The Directorate maintains ten children’s homes that have fairly high maintenance
requirements because of their purpose. We are considering extending two of the
homes to provide additional overnight staff accommodation, as well as expansion
to provide additional places for children, to reduce the numbers that have to be
placed outside the city.
Following service re-design work four locality teams have been created and
premises will be required for three of them in Central Salford, Swinton and
Eccles/Irlam with a capacity for approximately 30 staff and public access. Other
re-design work has created the need for office accommodation to bring new staff
teams together, to take account of the plan to close Avon House and the need to
relocate the Youth Offending Service (YOS), due to their current building in
Encombe Place, not being fit for purpose. We are therefore exploring options to
relocate both the YOS and. Looked After Children’s Service. It is planned that the
Looked after Children’s Service will relocated to Turnpike House in June 2009
8.4.3
Youth Service
The Youth Service operates from 11 dedicated buildings across the city.
With the exception of the Beacon Young People’s Resource Centre, which
opened in 2005, the condition and decoration of many of the other centres is
poor. Some centres are not in appropriate locations and this together with the
poor condition may have an adverse impact on the willingness of young people to
engage with centre-based activities offered by the Youth Service.
A key priority for the Youth Service in 2008 was to work with partner agencies to
establish an Integrated and Targeted Youth Support Service (IYSS/TYS), in order
to better meet the needs of young people, particularly those most vulnerable, and
to address the government’s priority to have IYSS/TYS in place in every local
authority area by December 2008. Co-location of appropriate services would
facilitate the development of IYSS and TYS and assist improved communication
between partner agencies.
The Youth Service’s priorities for capital investment are to establish a fit for
purpose young people’s resource centre in each of the 4 Children’s Services
localities. Each of these would be a hub and should have the facilities required
by the key agencies that will form part of the IYSS/TYS. In addition satellite
provision would operate from community venues, school premises, satellite youth
centres etc, in order that provision is locally available but that young people have
access to at least one fit for purpose youth facility in each locality.
The government’s ten year strategy for youth “Aim High” indicates that finance
may become available for the construction or refurbishment of a youth facility in
each constituency. Once details of this funding become available the Youth
Service will seek to maximise the opportunity this funding presents for the young
people of Salford.
8.4.4
Salford Skills Centre
Salford Skills Centre (formerly Salford Consortium) operates on 2 sites –
Liverpool Street and Buile Hill Park, delivering NVQs in a number of vocational
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36
areas including motor vehicle repair, care and early years and catering to young
people aged 16-18.
The service is currently seeking to diversify into other vocational areas and
advanced and adult apprenticeships, opportunities that may become available
through the Learning and Skills Council (LSC). In addition, the proposed
legislation to extend the age of compulsory participation in education and training
to 18 from 2015 is likely to increase the level of demand for provision at Salford
Skills Centre, which it will be difficult to meet within the current building capacity.
The current split site delivery creates some inefficiencies and opportunities to
diversify are restricted due to the limited space available on the two sites.
Consequently the medium term property requirement is a single site location that
allows service provision to grow in line with opportunities as they become
available.
8.5
Environment
The majority of the Directorate is located on one site at Turnpike House and one
other operational depot in Walkden. The directorate controls a large number of
small operational and other premises covering a wide range of uses spread
throughout the city (e.g. cemetery offices etc). Many of the small buildings are in
poor condition. Plans are being developed to rationalise and deliver fit for purpose
accommodation.
The main issues are:
Sufficient funding is maintained to address the back-log of work and continuing
improvement of the directorate’s property infrastructure.
Ensuring that the Turnpike House main depot and yard is fully utilised, is fit for
purpose and provides a healthy and safe environment for employees and visitors
and ensuring that the Chestnut Avenue operational depot is fit for purpose and
that there is a viable case for maintaining it as a separate base.
Ensuring that the various mess/ storage facilities are fit for purpose, are in a
reasonable state of repair, and are in the optimum locations.
Ensuring that school kitchens are provided as required by the client service to the
necessary operational and legislative requirements, and that where necessary an
investment program is established in conjunction with all interested parties.
Ensuring that cemetery walls and fences are secure and safe and that necessary
maintenance and repair work is carried out, in particular at Agecroft Cemetery.
Ensure that the crematoria meet legislative requirements and that a programme is
put in place to ensure the provision of mercury abatement at Agecroft to ensure
the crematorium complies with new legislation, and to anticipate the need to
replace one of the cremators at Peel Green in the medium term.
Exploit all opportunities for agile working to allow greater service efficiency and
minimise fixed office accommodation requirements.
8.6
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Highways
There are approximately 800Km of roads in Salford, 160Km of which are
Classified, the remainder being side roads.
37
In the 1960’s and 70’s many of the A roads (e.g. A6 Manchester Road /Crescent
/Chapel Street, A57 Liverpool Road, Peel Green, A580 East Lancs. Road and A57
Regent Road) were constructed or widened as part of the package of works
required to provide access and capacity to and from the motorway network
(M61,62 and 602) These roads carry significant traffic flows- up to 55000 vehicles/
day and will require significant maintenance in the coming years.
The quality, cleanliness and safety of the city’s highways have a direct impact on
the quality of the environment and the people and businesses of Salford and
supports urban regeneration activity.
A coordinated approach has been
developed across directorates and with partner organisations to deliver
improvements in the street scene through the introduction of improved systems
and working practices and earlier remedial actions.
There is also a need to coordinate investment in the Street Scene so that the
greening of streets and improved lighting can be delivered alongside the highways
programme.
8.7
Conclusions
The key issues set out above have been considered and their property
implications together with a current position statement and action required are set
out in Annex 3. New areas for change are identified and added each year, which
are then prioritised through the council’s capital project appraisal process and built
in to the Capital Strategy and Capital Programme as appropriate.
It should be noted that an underlying theme within these key issues is the need to
address previous underinvestment in the maintenance and renewal of physical
assets. This applies across all service areas but most particularly in the Housing
service areas. The council is taking significant action to address this problem as
set out in see section 6.3.
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38
ANNEX 1
Asset Management – Supporting Council Pledges
1
2
Pledge
Improving health in Salford
We will improve the health, well-being and social care of
the people in Salford
Reducing crime in Salford
We will reduce crime and disorder and improve community
safety
Encouraging learning, leisure and creativity in Salford
We will raise education and skill levels and further enhance
cultural and leisure opportunities
3
4
5
Investing in young people in Salford
We will focus on services, activities and opportunities to
support children and young people in achieving their full
potential
Promoting inclusion in Salford
We will tackle poverty and social inequalities and increase
the involvement of local communities in shaping the future
of the city
Creating prosperity in Salford
We will ensure an economically prosperous city with good
jobs and a thriving economy
6
7
Enhancing life in Salford
We will ensure that Salford is a city that’s good to live in
with a quality environment and decent, affordable homes
which meet the needs of a local people
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Links to Asset Management
Investment in delivering, in partnership with Salford PCT and the private sector, all six new primary
care centres in Swinton, Eccles, Walkden, Pendleton, Charlestown and Lower Kersal.
Modernising buildings providing day care, rehabilitative, respite care, and sports and leisure facilities
will continue.
New building improvement schemes to reflect secure by design criteria.
Promoting CCTV proposals. Establishing the new CCTV control suite at Swinton Civic Centre.
Create sustainable schools of sufficient size, with stable viable pupil intake, financially stable and
sustainable, in appropriate condition to provide a suitable stimulating and attractive learning
environment to support curriculum delivery and raise education standards.
New library and information services within Gateway Centres and further improvement to
neighbourhood libraries will enhance learning and leisure opportunities for people of all ages.
Investment in sport and leisure facilities will continue to make a significant contribution to the range of
sport and leisure activities available to the community and support the school curriculum and
community learning.
Investment in Ordsall Hall and the Salford Museum and Art Gallery to establish these historic
buildings as major visitor attractions and centres for learning and community activity.
Appropriate community, youth, teaching, and residential accommodation for young people in care to
be provided.
The city’s libraries, sport and leisure centres and museums provide a range of services and activities
for children and young people.
Where improving access to services requires building improvement these are identified and
undertaken. e.g. DDA compliance for public access buildings.
The policy of promoting social inclusion for people with learning difficulties and physical disabilities will
continue by increasing the use of community based services and activities.
Utilise the council’s property to stimulate and promote regeneration and attract investment, in
particular to meet the objectives outlined in the Regeneration Frameworks and Action Plans for
Central Salford and Salford West
Investment in Ordsall Hall and the Salford Museum and Art Gallery will support regeneration in
Central Salford.
Libraries, sport and leisure centres and museums provide a range of services that support capacity
building, raising aspirations and connecting people to education, training and job opportunities.
Improve the built environment and in particular the city’s highway and transport network, including
improving highway safety.
Ensuring buildings are suitable to support accessibility to services.
Achieve the Decent Homes Standard
39
ANNEX 2
AIMS AND OBJECTIVES FOR PROPERTY
AND ASSOCIATED PERFORMANCE INDICATORS
AIMS
AIM 1
To Provide property to meet
corporate and service directorate
requirements as efficiently, and
economically as possible to
enhance service provision for the
people of Salford.
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OBJECTIVES
PERFORMANCE INDICATOR
To provide property that meets the needs of
users in terms of condition, location, quantity
and suitability
Score in suitability surveys where
undertaken.
To improve year on year with respect to a
series of key property performance indicators
Average running costs per M² for specific
building categories
To utilise space at a level of efficiency
commensurate with best practice taking into
account the limitations of the building stock
Average M² per person measured using NIA
- for office buildings
To retain only that service property which is
necessary to meet service and service users
needs
Production of relevant service property
strategies
To reduce the maintenance backlog in
accordance with a plan and timetable
% of floor area of operational and non
operational buildings that are in condition
category A-D
% of maintenance costs of operational and
non operational buildings in priority level 1 to
3
To improve disabled access and comply with
other statutory duties
% of buildings suitable for access by disabled
people
To reduce CO2 emissions through energy
conservation and efficiency measures
CO2 emissions in tonnes of carbon dioxide
per sq.m GIA
40
AIMS
AIM 2
To ensure that property is fully
recognised as a corporate asset
and that it is managed accordingly
OBJECTIVES
PERFORMANCE INDICATOR
To provide and support the working
arrangements necessary to produce effective
corporate asset management
Production of annually updated AMP
Actively engage all directorates on strategic
property matters to the overall benefit of the
council
One Council Management Team meets
regularly to consider corporate asset
management issues.
To promote the shared use of property by
Directorates and between the council and
other partner organisations
AIM 3
To ensure that the investment
portfolio provides both income and
capital to help to support the
council’s budgetary requirements
AIM 4
To ensure that where appropriate
the council’s property is used to
support urban regeneration
initiatives and community well
being
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To optimise rental income through the estate
management activities undertaken
To achieve a target Internal Rate of Return
(IRR) from the investment estate.
Target IRR
To maintain or increase the capital value of
the investment estate.
Capital value of the investment estate
To meet the council’s capital and revenue
generation targets
The target for capital and revenue income
To reduce voids
Occupancy levels in the investment estate
To reduce rent arrears
Rent arrears as a % of rent invoiced for the
investment estate
To identify where property can support and
act as a catalyst in initiatives
To identify all council property in urban
regeneration areas
To define which of the council’s non
operational property is occupied primarily to
support community well being objectives and
to manage it in ways which support these
objectives
41
KEY ISSUES
KEY ISSUES
CURRENT POSITION
ACTION
ANNEX 3
TARGET DATE
LEAD OFFICER
CHSC & SCC
Work with PCT to introduce 8
integrated Care Teams and provide
shared office space for the teams
5 teams established using both
Establish the 3 remaining teams.
PCT and council accommodation.
30/09/09
Ken Whittick
Modernisation of day care services
and improved facilities
Re-modelling of St Georges Day
Care Centre
Commenced January 2009.
30/06/09
Ken Whittick
31/10/09
Ken Whittick
30/09/09
Ken Whittick
White Meadows remodelling to
provide day care facilities for Older
People with a mental disability, a
carers resource centre, a mental
health social work team base, and
accommodation for Care on Call and
the Emergency Duty Social Work
Team.
Office Relocations – To vacate
unsuitable buildings and support
changes in service delivery
Successfully manage project to
completion.
All legal agreements between the Deliver completed project.
council and Booth Charities
completed. Contract awarded and
work commenced December
2008.
Design sign-off achieved for
accommodation in the Irlam &
Cadishead High School BSF
Scheme for the Irlam & Cadishead
Neighbourhood Management
Team and the Irlam & Cadishead Conclude negotiations with all
Integrated Care Team.
parties.
Funding agreed in principle with
the PCT for the Integrated Care
Team.
Awaiting selection of preferred
BSF partner.
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KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
CHSC & SCC
Prepare option appraisal for the future Consultation held with
stakeholders.
of Valley Community Centre.
Prepare and consider options
30/09/09
Ken Whittick
Complete remodelling project and
re-open the building.
31/03/09
Ken Whittick
Provision of Fitness Suite, reroofing and DDA adaptations
commenced at Fit City Ordsall.
Complete project.
30/04/09
Bid to be made to Sport England
for funding to modernise changing
rooms and to provide a lift at
Broughton Pool and a
condition/access survey to be
commissioned.
Await outcome of bid, expected
April 2009, and if successful
commission project. Commission
condition/access survey.
30/04/09
Consultation on developing an
affordable dry sports scheme at
Fit City Irlam in progress.
Produce costed report for
consideration.
31/03/09
Assembly of funding package for
Salford Sports Village II in
progress and planning application
to be submitted.
Mobile Library Service – currently
housed at Broughton Library
which will close when Broughton
Hub Project completed.
Continue with assembly of
funding package.
31/12/09
Remodelling of existing Acton
Relocate Drug and Alcohol Service to Square building commenced
December 08
alternative premises
Progress modernisation of Leisure
Facilities
Ken Whittick
Identify options and costs of new
accommodation.
31/12/09
Ken Whittick
Find replacement facilities for the
Mobile Library Service and for Reader
Services.
Reader Services – displaced from
Eccles Library and currently
temporarily housed at Broadwalk
Library.
D:\98943096.doc
43
KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
CHSC & SCC
The former Worsley Housing
Finalise cost agreement.
Office
identified
as
option
and
Relocate Salford Community Leisure
discussion on the cost of the
HQ to alternative premises.
buildings backlog maintenance in
progress.
Sale of surplus buildings resulting
from the review of Care Provision
D:\98943096.doc
Withies identified as surplus and
vacated
Complete disposal of Withies
31/05/09
30/04/09
Ken Whittick
Andrew Cartwright
44
KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
UV on behalf of SCC continue to
negotiate with HMCS as to the
successful provision of the new
Courthouse through a series of
linked transactions and actions
between SCC & HMCS and SCC
& ECF.
Transfer Bexley Square to HMCS. 1/9/2008 Achieved November 2008
Plus transfer back of parts to SCC
LEAD OFFICER
Corporate
Facilitate the provision of new
Courthouse in Eccles (for
Magistrates Court, County Court and
Youth Justice Initiative)
Selection of approved bidder
Richard Wynne
D:\98943096.doc
31/10/12
Include any building issues in
SPS’s
Produce all DEC’s and develop
action plans for all relevant
buildings.
Target to be achieved by 2013
CO2 reduction target of 40%
agreed.
Carbon Management Action Plan Complete action and
and Implementation Plan for
implementation plan
delivery of specific schemes being
developed.
Richard Wynne
Richard Wynne
31/10/10
Some flood related data available. Involve all services in carrying out 31/03/09
Supporting indicator in L.A.A
a full climate related risk
Risk assessment needed.
assessment on business
continuity including property
considerations. Including flood
risk data .
Display Energy Certificates
(DEC’s) being produced
Develop and introduce building
management activities to support
sustainability and tackle climate
change.
01/04/09
Commence car park construction 31/01/10
Complete car park
31/07/10
Commence Court Construction
Court complete & open
31/08/10
Agree transfer of Bexley Sq
retained property to ECF as part
of Salford Central development
Ensure buildings and the services
delivered from them are resilient to
the impacts of climate change –
particularly flooding
Richard Wynne
Richard Wynne
Nick Lowther
31/12/09
Russ Nutter
31/03/09
Julie Holmes
01/04/09
Julie Holmes
45
KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
Pendleton - Open
Swinton – Agree scheme and
delivery mechanism.
16/02/09
31/12/09
Richard Cohen
Richard Cohen
Identify and agree changes to
support Think Efficiency
31/03/09
Steven Durbar
Agree 09/10 programme
Complete 09/10 programme
31/03/09
31/03/10
Andrew Hamer
Andrew Hamer
Analyse outcomes from pilots
Agree and implement 09/10
programme
31/03/09
31/03/10
Shoal Consulting
Shoal Consulting
Corporate
Provide council Services (Information
and Advice, Libraries, Community
Walkden – Open
Space etc.) in 4 ‘Gateway Centres’
Eccles – Open
being provided through the LIFT
model.
Think Efficiency business being
developed.
Implement Office Accommodation
Strategy to support ‘Think Efficiency’
Current annual programme of
and other business change.
moves is being implemented
Adopt Agile Working in appropriate
business areas
Reduce proportion of office space
used for document file storage
3 agile working pilots being
implemented
Reduce the amount of office
Deliver the Electronic Content
space used for document storage. Management System
Phase 1 complete
Roll out phases 2 & 3
Establish proportion of office
space used for document /file
storage
D:\98943096.doc
David Sackfield
31/03/2012
30/06/09
Steven Durbar
46
KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
Current market forces have
depressed depot values
preventing the full potential of
rationalisation being realised.
Identify changes required and 31/10/09
draw up action plan
Peter Chew
Work continues to identify
opportunities to make best use
of the property infrastructure
and identify grant funding
opportunities to support
refurbishment of Agecroft
Chapel.
An initial program has been
developed that commences
with refurbishment of Agecroft
cemetery during 2009.
Meet North West Heritage
Trust
Peter Chew
Extensive refurbishment of the
Peel Green mess room
achieved. New mess facilities
have been established at Peel
Park, Little Hulton.
Complete new facility at David 28/02/09
Lewis Playing Fields.
Complete new facility at Buile 31/10/09
Hill Park
Complete full programme of
31/10/09
works
Environment
Rationalisation of Environments
operational depots
Rationalisation of cemetery
buildings
Prepare a repair / replacement
programme to improve Cemetery
infrastructure
Improvement of mess room
facilities
D:\98943096.doc
Also car parking at Turnpike
House is an issue. The
rationalisation of depots is
feasible, but in the middle to
longer term.
31/09/09
Identify changes required and 31/10/09
draw up action plan
Carry out survey / analysis and 31/10/09
prepare a programme.
Secure funding for Agecroft
wall.
31/10/09
Peter Chew
47
KEY ISSUES
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
All priority health & safety
Commence works to improve
improvement recommendations traffic flow and parking
made by the Health & Safety
Executive have been
implemented. Further work to
improve traffic flow and parking
arrangements around Turnpike
House have been suspended
due to capital funding issues.
31/0/09
Peter Chew
Building to be weatherproofed Complete improvement
at this time until market
scheme
conditions make the sale of it
more viable.
29/09/08
Peter Chew
Environment
Rationalisation of layout of
Turnpike Depot to meet H&S and
operational needs
Secure improvement scheme to
Agecroft cemetery lodge
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48
KEY ISSUES
Children’s Services
Vacate Harrop Fold School,
Longshaw Dr, Little Hulton
Progress Building Schools for the
Future (BSF) project
CURRENT POSITION
ACTION
TARGET DATE
LEAD OFFICER
Building Vacated and demolition
expected to be completed by May
2009
Finalise business case for
commercial close. Preferred
bidder selection as been delayed
Decommission and demolish
building
31/05/09
Bob McIntyre
Produce final business case at
commercial close
31/05/09
Mike Hall
Select of preferred bidder
28/02/09
Mike Hall
31/03/10
Jane Middleton
To complete the phase two Lower Complete final scheme
Kersal Children’s’ Centre
Provide necessary buildings for Early
Years Accommodation / Children's
To complete 2 X phase three
Centres
children’s centres
Identified Turnpike Hse as
appropriate location. Refurb
Provide single office base for Looked
underway and relocate staff.
after Children services
2 potential sites identified for 2
teams 1 remaining
Complete final scheme
30/06/10
Identify potential site
31/11/08
Andrew Hamer
Move staff into accommodation
31/08/09
Andrew Hamer
Implement accommodation
strategies
30/09/08
Andrew Hamer
Provide office space for 3 locality
teams
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49
KEY ISSUES
ACTION
TARGET DATE
LEAD OFFICER
Sustainable Regeneration
Establish appropriate accommodation
For HC service
Prepare and consider options
31/03/09
Graham Edge
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50
ANNEX 4
ASSET BASE INFORMATION
Operational
Cipfa Category
Other Land & Bldgs
Community Assets
Non Operational
Council Dwellings (citywide)
Non Operational (General)
Surplus Property
D:\98943096.doc
Function
No of Assets 07/08 Total GIA SQM Total Value
Administration Offices
64
65964.87 £
28,032,627.00
Car Parks
15
7840 £
1,265,510.00
Care in the Community
2
216 £
4.00
Caretakers Houses
14
0 £
724,014.00
Cemeteries
8
1890.21 £
1,098,859.00
Civic Youth Centres
11
4764.87 £
4,872,651.00
Community Centres
15
3749.98 £
2,567,654.00
Day Care Facilities
12
7832.83 £
10,017,752.00
Early Years Centres
4
493.5 £
1,856,503.00
Childrens Centres
8
1471.11 £
4,406,203.00
Changing Rooms
9
1577.06 £
2,668,032.00
Messrooms
1
54.6 £
2,400.00
Rec Centre
10
19130.69 £
703,760.00
Teacher Training/PRU
2
3459 £
4,078,800.00
Training Centre
1
697.73 £
420,001.00
Depot
7
1351.37 £
900,654.00
Vets Pavillion
22
466.6 £
362,620.00
Depot/Messroom
14
2254.66 £
548,499.00
Land
70
7107 £
90,459.00
Landscaping
11
0 £
27,510.00
Libraries
13
7643.16 £
6,852,503.00
Information Centre
1
50 £
2.00
Visitors centre
1
120 £
90,100.00
Misc Civic Accommodation
3
1105.84 £
869,500.00
Museums
2
4633.03 £
3,496,000.00
Other ED Land
40
0 £
776,018.00
Park Building
25
1054.55 £
2,423,981.00
Public Conveniences
1
70.76 £
78,001.00
Pupil Referral Units (PRU)
3
3586.9 £
3,732,500.00
Residential Education Centre
4
923.99 £
750,500.00
Recreational Facilities
11
2423.68 £
7,790,217.00
Residential Accommodation
18
10727.66 £
12,493,303.00
Special school bldg assets
5
5298.51 £
7,807,504.00
Primary school bldg assets
97
75203 £
79,280,608.00
Secondary school bldg assets
57
74284 £
72,674,561.00
Voluntary Primary School
7
7585 £
2,731,152.00
SUB TOTAL
588
325032.16 £
266,490,962.00
Cemeteries
7
0 £
7.00
Land
55
0 £
55.00
Landscaping
70
0 £
154.00
Parks/building
142
0 £
141.00
Recreational Facility
41
0 £
41.00
Changing Rooms
1
0 £
1.00
Walkway
31
0 £
31.00
SUB TOTAL
347
0 £
430.00
25,548.00
Car Park
Community Centre
Ind/Com Bldg
Ind/Com Land
Ind Units
Land
Landscaping
Underused Vacant Land
Underused Vacant Property
Market
Recreational Centre
Recreational Facilities
Shops
SUB TOTAL
Car Park
Cemeteries (Bldgs)
Houses
Land
Museum
Depot/Messroom
Shops
Underused/Vacant Land
Underused/Vacant Property
SUB TOTAL
TOTALS (Exc Council Dwellings)
8
4
66
510
16
22
3
13
1
2
1
8
53
707
1
2
1
9
1
1
1
232
91
339
1981
0
1226
11647.59
0
20470.65
0
0
0
169
280
834.46
0
65953.89
100581.59
0
374
0
0
873.01
0
0
1209.3
4791.93
7248.24
432,861.99
£
895,579,920.00
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
£
1,185,301.00
90,007.00
16,511,169.00
30,865,566.00
8,289,187.00
4,800,371.00
2.00
3,765,505.00
1.00
4.00
4,201.00
81,052.00
4,837,406.00
70,429,772.00
25,000.00
40,003.00
5,001.00
302,006.00
250,001.00
3,000.00
350,001.00
34,756,310.00
16,048,569.00
51,779,891.00
388,701,055.00
52
ANNEX 5
NATIONAL PERFORMANCE INDICATORS
Key Performance Indicator (KPI)
PI 1A - Percentage of portfolio that falls in each of
the condition categories A to D
(A) Good (B) Satisfactory (C) Poor (D) Bad
2007-08
Other Operational Assets
(A) 11%, (B) 79%, (C) 9%, (D) 1%
Non Operational Assets
(A) 1%, (B) 25%, (C) 74%, (D) 0%
PI 1Bi - Backlog maintenance by cost expressed as
a total of value in priority levels 1-3
Other Operational Assets
Priority 1 £4,740,116
Priority 2 £3,052,214
Priority 3 £1,667,658
Non Operational Assets
Priority 1 £476,966
Priority 2 £1,266,596
Priority 3 £249,055
Other Operational Assets
Priority 1 (50%)
Priority 2 (32%)
Priority 3 ( 18%)
Non Operational Assets
Priority 1 (24%)
Priority 2 (64%)
Priority 3 (12%)
PI 1Bii - Backlog Maintenance as a percentage in
priority levels 1-3
PI 1Biii
1.Total Cost of required maintenance £
2.Total Cost of required maintenance £/M²
£11,452,605
£ 45.27 £/M²
PI 1C – Annual percentage change to total required
maintenance figure over previous year
-2%
PI 1Di – Total spend on maintenance in previous
financial year
PI 1Dii - Total spend on maintenance in previous
financial year per M² GIA
PI 1Diii - Percentage spilt of total spend on
maintenance between planned and responsive
PI 2A – 2C Energy, Water Consumption and CO2
Emissions (Operational buildings)
2A Energy cost total spend
2A Energy total consumption (kwh)
2A Energy cost per M²
2A Energy consumption per M² (kwh)
£1,755,528
2B Water costs total spend
2B Water total consumption
2B Water cost per M²
2B Water consumption per M²
2C CO2 total emissions
2C total emissions / M2
PI 3A - Percentage of portfolio by GIA M² for which
a suitability survey has been undertaken within the
last five years
£321,973
151689
£2.20
1.04
13417.02
0.09Tonnes CO2
D:\98943096.doc
£6.94£/M²
31% Planned
69% Responsive
£2,177,141
43948807
£14.89
301 KWH/M²
10%
53
Key Performance Indicator (KPI)
PI 3B - Number of properties for which a suitability
survey has been undertaken in the last five years
PI 3Ci - Percentage of properties where a suitability
survey has been carried out within the last five
years that are graded good or satisfactory
PI 3Cii - Percentage of properties for which grading
has improved since the last suitability survey was
carried out
PI 4A - Percentage of portfolio by GIA M² for which
an access audit has been undertaken by a
competent person
PI 4B - Number of properties for which an access
audit has been undertaken by a competent person
PI 4C - Percentage of portfolio by GIA M² for which
there is an accessibility plan in place
PI 4D - Number of properties for which there is an
accessibility plan in place
BVPI 156 – percentage of authority buildings open
to the public in which all public areas are suitable
and accessible to disabled people
PI 5A 1a
Operational office property as a (% GIA M²) of the
total portfolio
PI 5A 1b
Office space per head of population (M²)
2007-08
27
96%
0%
80%
140
80%
140
67%
36.44%
0.25
PI 5B 1
Average office floor space per number of staff in 11.47
office based teams (NIA per FTE)
PI 5B 2
Average floor space per workstation (not FTE) M²
10.18M²
PI 5B 3
Annual cost per workstation (not FTE)
£811.77
PI 6A
Gross property costs of the operational estate as a
percentage of the Gross Revenue Budget
PI 6B
Property costs per M² GIA by CIPFA Categories
3%
Other Operational Assets £43.31
Non Operational Assets £4.58
…
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54