reviews considering alternative methods of service delivery will contribute to relieving this budget pressure. The Area Review report also identifies potential building closures. The value of required maintenance for 2012/13 dropped significantly due to . This has also led to a corresponding rise in the quality of our buildings, with 52% of floor space now in “Good” condition which is a significant achievement given our resources and is benchmarked against other Local Authorities in Figure 2. The Council is still significantly below the Wales average in terms of the percentage annual spend on responsive maintenance compared to planned maintenance, as can be seen in Figure 3. The accepted target ratios should be 70% planned and 30% responsive. This will be addressed by the developing corporate landlord approach and implementation of a Maintenance Strategy during 2014/15 which will ensure our limited resources are targeted on priority maintenance needs and in line with corporate priorities. Figure 1 Figure 2 Figure 3 Fitness for Purpose A total of 215 buildings have been assessed as part of the recent Area Review process during 2013/14. They have been graded to take into account both condition and suitability for service delivery. The data provides a baseline to measure how we are improving the estate in the future. The Area Review surveys will be updated annually on a rolling programme with 20% re-surveyed and 80% reviewed by a desk top survey. PM 4: Percentage of buildings surveyed for fitness for purpose in categories Amber, Red/Amber or Red As can be seen from Figure 4 below, the majority of the buildings are either Green or Amber which account for 57% of the total. The Asset Action Plans that will flow from the work undertaken will determine which properties we retain/invest in and dispose of and will also support the Corporate Landlord in determining maintenance investment priorities.
Appendix 1 – Asset Management Service Risk Register 2014/15 Priority Title Risk Description Inherent Risk Status Controls Currently in Place Further action required to mitigate / reduce risk to an acceptable level Target Risk Score Responsible Officer Identify or list controls or activities in place to reduce impact or likelihood of risk occurring Assessment of Controls Residual Risk Status Undertake Annual Reviews of the Strategic Asset Management Plan to ensure the strategic direction for asset management over the medium term reflects key corporate and service priorities The Council's property portfolio is not aligned to corporate and service priorities identified in the relevant strategic plans and service reviews. Rapid pace of change sometimes difficult to respond to and plan for. High Strategic Asset Management Plan (SAMP) approved Corporate Asset Management Working (CAMWG) established to implement the Plan Years 1 and 2 SAMP Review completed Good Medium Ensure is used effectively to discuss asset implications of service reviews and corporate initiatives. Ensure property implications of Transforming Blaenau programme are properly identified in a timely manner Review asset management structure to ensure adequately resourced Medium Vanessa Waddon Implement the recommendations from the Area Review of the Council's property portfolio to ensure it is optimised to meet identified needs The Council's property portfolio is poorly performing and does not meet the needs of the Council and its services High Area Review process completed and approved Undertaking a corporate Workplace Transformation programme – OBC completed Initial review of the Industrial portfolio completed Acquisitions and Disposals Policy in place Good Medium Prepare asset action plans arising from the Area Reviews and develop a plan for their implementation Continue with review of industrial portfolio Approval of FBC and implement Workplace Transformation across the Council Medium Vanessa Waddon
Ensure the Council's buildings are fit for purpose The Council's property portfolio falls into disrepair and is not fit for purpose High Corporate Landlord approach embedded within Council Respond to reactive maintenance requests when required A robust statutory testing programme is in Schools and leisure buildings surveys underway. Condition of other buildings monitored as and when required for individual projects Reasonable Medium Develop a Maintenance Strategy to support the Corporate Landlord model to ensure investment is prioritised Continue with rolling programme of condition surveys and allocate limited resources according to priorities Medium Simon Jennings Improve the quality of the Council's property data to inform investment decisions The Council’s asset data and management systems are inadequate to enable performance of assets to be properly managed. Investment decisions are based on inaccurate and incomplete data Medium Upgraded our property management system to K2 and core data cleansed and input Performance management measures embedded within SAMP Review K2 Implementation Plan completed Suitability assessments completed Good Medium Complete cleanse and transfer of legacy data Continue with condition surveys and prioritise data collection priorities to improve data quality Improve quality of maintenance budget monitoring and reporting to CAMWG Implement rolling programme of suitability surveys Low Simon Jennings/ Vanessa Waddon
Appendix 2: Annual Action Plan Summary 2013/2014 Corporate Asset Management 2013/2014 Action Plan - End Year Review Actions from SAMP Residual Risk/ Term Lead CAMWG Officer Actions Status 14/15 Action Plan A. Improving Asset Management Practice 1. Review Effectiveness of CAMWG S PM a) Undertake survey/ questionnaire to review effectiveness of CAMWG  Completed M PM b) Review TOR & Membership  Completed 2. Review Asset Management Structure and Resources M PM/RC a) Review Action Plan/ SAMP and revise to incorporate new actions/ targets  Completed. Fixed term contracts extended for a further year 3. Ensure data population of K2 System S/M SJ a) Transfer and cleansing of Evolution data  Transferred into "test" version following data match and cleanse. Technical Services working with the supplier to resolve. S SJ b) Complete CAD/Surveys on Education Buildings  Several school buildings completed and Life Leisure Trust properties. Surveys for schools will be ongoing. S/M SJ c) Complete K2 Implementation Plan and take forward 13/14 actions  Plan to be reviewed by K2 Implementation Group and new plan prepared S SJ d) New I.T. equipment for key  Installed and in use. B. Asset Management Performance Management Framework 1. Approval and implementation of document S VW a) Final Document approved  Moved to 2014/15 - to be completed and incorporated as part of the 2014/15 SAMP Review
S/M b) Provision of data to meet requirements of Performance Management Framework  Data will mainly comprise national indicators submitted annually to Data Unit. Issues with quality noted and will improve over time as survey data is completed S VW/CR c) Develop post project evaluation methodology  This will now be dealt with through the new corporate project management framework being introduced by the Council C. Implement a Corporate Landlord model 1. Develop a Corporate Maintenance Strategy S SJ a) Finalise, amend and produce approved document  Delayed - to be completed for September 2014 CAMWG meeting 2. Introduce Corporate Landlord in agreement with service S CR/SJ a) Meet and agree requirements/ approach with service areas  n/a S DM/GT b) Combine and recode budgets including any recharging methods  n/a S CR/SJ c) Set out responsibilities/ staff resources and roles  n/a S CR/SJ d) Consider and report on FM protocols/ function  n/a S GT/JW e) Develop and report on Corporate room booking/charging system  Report to be presented to CMT June/July 2014 D. Reviewing the Operational Portfolio 1. Approve and implement Area Review Report Recommendations S VW a) Member consultation and Executive approval  Approved at Executive 02/04/14 S Various b) Options appraisal and feasibility on key properties  To be undertaken on a phased and prioritised S SJ c) Utilise report to inform maintenance/ capital programme  M PM d) Extend review to leased out/ tenanted properties  This will be undertaken in 2014/15 – recommendation from Area Review Report
All licenses to be converted to new tenancies when restructure of Regeneration Services complete and embedded. M FW/LC b) Act on report recommendations  H Ebbw Vale Northern Corridor - Development and Implementation S AR/FW/MP a) Complete financial analysis and review of master plan  Savills report completed and actions to be reviewed. Housing Delivery Group progressing potential for a pilot project on the Ebbw Vale Comp site. S AR/FW/MP b) Define specific objectives and expectations to be secured from LABV or other PPP approach  M AR/FW/MP c) Develop action plan and timeline to take forward  I) Other Reduce carbon emissions from Council's property portfolio S SJ  No data supplied as Energy Officer not in post. Appointment to be made in 2014 Utilise invest to save (and any other funding) to implement energy saving schemes S SJ  No data supplied as Energy Officer not in post. Appointment to be made in 2014 Ensure capital receipts in line with targets S PM  Income of £619K against target of £310K S - Short Term M - Medium Term High Risk Complete Med Risk Partially Complete Low Risk Not Complete APPENDIX 3: ACTION PLAN 2014/15 STRATEGIC ASSET MANAGEMENT PLAN: 2014/15 ACTION PLAN