FINANCE & CORPORATE AFFAIRS POLICY & SCRUTINY PANEL
A G E N D A
Date: 9th November 2004
Time: 6.00 p.m.
Venue: Earl Baldwin Suite, Duke House, Clensmore Street, Kidderminster
2
FINANCE & CORPORATE AFFAIRS POLICY & SCRUTINY PANEL
Members of Committee:
Chairman: Councillor G W Ballinger Vice-Chairman: Councillor M A W Hazlewood
Councillor A J Buckley Councillor M B Kelly Councillor Mrs I M Dolan Councillor Miss S C Meekings Councillor Mrs H E Dyke Councillor M M G Oborski Councillor Mrs L Edginton Councillor Mrs P A Rimell Councillor W G Jones
Information for Members of The Public:-
Part I of the Agenda includes items for discussion in public. You have the right to request to inspect copies of Minutes and reports on this Agenda as well as the background documents used in the preparation of these reports.
Part II of the Agenda (if applicable) deals with items of "Exempt Information" for which it is anticipated that the public may be excluded from the meeting and neither reports nor background papers are open to public inspection.
For further information:-
If you have any queries about this Agenda or require any details of background papers, further documents or information you should contact Megan Montgomery, Scrutiny Officer, Civic Centre, Stourport-on-Severn. Telephone No: 01562 732730 or email [email protected]. 3
A G E N D A
PART I
1. APOLOGIES FOR ABSENCE
2. APPOINTMENT OF SUBSTITUTE MEMBERS
To receive the name of any Councillor who is to act as a substitute, notice of which has been given to the Head of Legal and Democratic Services, together with the name of the Councillor for whom he/she is acting.
3. DECLARATION OF INTERESTS
To invite Members to declare any interests in any item on this Agenda (including any declaration in relation to Section 106 of the Local Government Finance Act 1992).
4. MINUTES
To confirm the Minutes of the meeting held on 28th September 2004. (Pages 1 – 8).
5. ASSET MANAGEMENT PLAN
To consider the draft Asset Management Plan from the Head of Cultural, Leisure and Commercial Services, prior to its presentation to Cabinet. (Pages 9 – 40).
6. RUSHOCK TRADING ESTATE
To consider a request from the Leader of the Council that the Panel investigate the future of the Rushock Trading Estate in anticipation of a Cabinet decision on the matter in January 2005. (Pages 41 – 42).
7. INVESTORS IN PEOPLE STANDARD
To consider the report of the Principal Personnel Officer on the Council’s progress in attaining corporate ‘Investors in People’ recognition. (Pages 43 – 45).
8. TO CONSIDER ANY OTHER BUSINESS, DETAILS OF WHICH HAVE BEEN COMMUNICATED TO THE HEAD OF LEGAL AND DEMOCRATIC SERVICES BEFORE THE COMMENCEMENT OF THE MEETING, WHICH THE CHAIRMAN BY REASON OF SPECIAL CIRCUMSTANCES CONSIDERS TO BE OF SO URGENT A NATURE THAT IT CANNOT WAIT UNTIL THE NEXT MEETING. 4 9. EXCLUSION OF THE PRESS AND PUBLIC
If necessary, to consider passing the following resolution:
“That under Section 100A(4) of the Local Government Act 1972 the press and public be excluded from the meeting during the consideration of an item of business on the grounds that it involves the likely disclosure of “exempt information” as defined in the relevant paragraphs of Part 1 of Schedule 12A to the Act”.
PART II
Not open to Press and Public
10. MINUTES
To confirm as a correct record the Exempt minutes of the meeting held on the 28th September 2004. (Pages 46 – 48).
11. TO CONSIDER ANY OTHER BUSINESS, DETAILS OF WHICH HAVE BEEN COMMUNICATED TO THE HEAD OF LEGAL AND DEMOCRATIC SERVICES BEFORE THE COMMENCEMENT OF THE MEETING, WHICH THE CHAIRMAN BY REASON OF SPECIAL CIRCUMSTANCES CONSIDERS TO BE OF SO URGENT A NATURE THAT IT CANNOT WAIT UNTIL THE NEXT MEETING. FINANCE AND CORPORATE AFFAIRS POLICY AND SCRUTINY PANEL COUNCIL CHAMBER, DUKE HOUSE, CLENSMORE STREET, KIDDERMINSTER 28TH SEPTEMBER 2004 (6pm) ______PRESENT: Councillors: G W Ballinger (Chairman), M A W Hazlewood (Vice-Chairman), A J Buckley, Mrs I M Dolan, Mrs L Edginton, W G Jones, M B Kelly, Miss S C Meekings and M M G Oborski.
Observers:
Councillors J-P Campion, S J M Clee, J A Shaw and K J Stokes.
CM.257 APOLOGIES FOR ABSENCE
Apologies for absence were received from Councillor Mrs P A Rimell.
CM.258 APPOINTMENT OF SUBSTITUTES
Councillor Mrs J Fairbrother-Millis was appointed as substitute for Councillor Mrs P A Rimell.
CM.259 DECLARATION OF INTERESTS
Councillor Mrs J Fairbrother-Millis declared her personal interest in agenda item 8, Grants to Voluntary Bodies, as she was the Council’s representative on the Wyre Forest Citizens’ Advice Bureau. (Minute number 264 below refers.)
CM.260 MINUTES
The minutes of the meeting held on the 20th July 2004 were confirmed as a correct record and signed by the Chairman.
CM.261 BUDGET PROCESS AND TIMETABLE
The Panel considered a briefing paper from the Head of Financial Services which provided an insight into the Council’s 2005-2008 budget setting process, including the approved timetable for the various stages.
1 The Financial Services Manager took Members through the preparatory work undertaken by officers, the various stages considered by the Cabinet and Council, together with the Panel’s budget scrutiny process. She explained that the budget setting timetable was reflected in the Panel’s work programme, referred to at Minute 262 below.
Members noted that the Head of Financial Services would be recommending Members to use the “Traffic Light” budget prioritisation system introduced the previous year. A brief discussion ensued on how this worked.
The Chairman drew attention to the fact that there would be a very tight timescale between the Cabinet agreeing its initial budget strategy at its meeting on 16th December 2004 and the Panel’s scrutiny of that strategy at its meeting on 21st December. He advised Members to study the Cabinet budget proposals as soon as they were available and seek clarification from officers, where necessary.
AGREED:
1. The process and timetable for the 2005/06 budget be noted.
2. Officers be requested to circulate details of the “Traffic Light” budget prioritisation system to all Councillors and to include it on the Council’s website.
CM.262 WORK PROGRAMME
The Panel considered its work programme for the current municipal year.
AGREED:
The Panel’s work programme for the current municipal year be approved subject to :
1. An additional meeting of the Panel being held on Tuesday, 9th November 2004.
2. The Asset Management Plan item, originally scheduled for 28th September 2004, being considered on 9th November 2004.
2 CM.263 WORCESTERSHIRE HUB
The Panel considered a briefing paper from the Head of Cultural, Leisure and Commercial Services on the implications of membership of the Worcestershire Hub. Particular reference was made to the location of the Service Centre and telephony network.
At the Chairman’s invitation, the Leader introduced the item. He advised that the Council was committed to the Worcestershire Hub, as one of its priorities. It was also party to a Public Service Agreement with Worcestershire County Council, the other five District Councils in Worcestershire. He explained that the County Council and the other five District Councils were much further forward with the project than Wyre Forest and if the Council were to withdraw from the agreement the County Council could face significant penalties. Members noted that the agreement included a deadline of 31st March 2005 for the Worcestershire Hub to be fully operational.
Service Centre (One Stop Shop) and Telephony Centre
The Head of Cultural, Leisure and Commercial Services highlighted key issues in the briefing paper. In particular, he clarified that the plans to locate the telephony centre at Green Street, Kidderminster, had been revised as it had become apparent that all the necessary telephone points required for peak demand times could not be accommodated at this location. Therefore an area within Kidderminster Town Hall was being considered for this purpose.
The Leader of the Council advised that there would be disadvantages in using Kidderminster Library for the Service Centre (One Stop Shop) as there would be insufficient space there for all front line services. Consequently, Officers had been asked to investigate the possibility of adapting the ground floor of Kidderminster Town Hall to include the Centre. This would involve utilising space soon to be vacated by the Crown Court. The intention would be to find a permanent solution to avoid abortive costs. The Panel’s views were sought, in particular, on the location of the Service Centre.
Members responded that the public might not appreciate the use of an area of Kidderminster library for a Service Centre, whereas Kidderminster Town Hall was at the heart of the town
3 and was currently under utilised. In the Panel’s view this would be a far more appropriate location for the Service Centre. Members were also mindful that it would secure the future of this historic building in the event of some future local government reorganisation and it would also provide the means of making it accessible for people with disabilities. The Leader reported that library staff, to whom he had spoken recently, felt that the public would not wish to see a Service Centre in the library.
Finance
In response to Members’ concerns over the cost of the project, the Head of Cultural Leisure and Commercial Services advised that the District Council had made provision in its revenue and capital budgets and some payments would be funded from Government IEG funds. In addition, there would be a 50% capital contribution from the County Council.
The Leader explained that the operation of the Hub in Wyre Forest had to be sustainable on a long-term basis, through the training and transfer of existing staff, who would take on a broader remit.
Additional Information
In the course of the discussion, the Leader gave the following further information in response to Members’ comments: a) All Council services would be accessible at the Service Centre (One Stop Shop) and he would expect to exceed the target of answering 80% of calls to the centre directly, without referral. b) Stourport and Bewdley would be linked to the Hub electronically, whereas the Service Centre would be located in the major centre of population, i.e. Kidderminster. c) The use of the Town Hall for a Service Centre would not create traffic problems, as it would be intended for access on foot. Customers who would find this difficult would use the phone-in service. d) He and the Cabinet Member for Finance and Corporate Affairs had visited Wychavon District Council’s Service Centre (One Stop Shop) and telephony centre in Evesham
4 and had been impressed with the way it worked. Outside organisations were permitted to hold surgeries there and a job centre operated from a part of the building. The One Stop Shop also accommodated a police officer to address police matters.
e) The Council would have the opportunity to send staff to Evesham on a work experience basis in preparation for the Wyre Forest Hub.
At the conclusion of the discussion, the Panel agreed the recommendation below.
RECOMMENDED to the Cabinet
The use of Kidderminster Town hall be looked at as the preferred option for both telephony and Service Centre (One Stop Shop).
(Councillor S J M Clee left the meeting at this point.)
CM.264 GRANTS TO VOLUNTARY BODIES
Further to Minute CM 118 of the Cabinet meeting of 28th August 2004, the Panel considered a briefing paper from the Head of Financial Services regarding grants to voluntary bodies. This included a copy of the relevant report to the Cabinet on 28th August 2004 and the General Criteria for Determining Grant Applications.
The Panel was reminded that the Cabinet had delegated authority to the Cabinet Member for Finance and Corporate Affairs to make decisions on grants to voluntary bodies after considering recommendations from the Panel.
The Financial Services Manager explained that it was the Council’s current policy to allocate grants to a limited number of organisations for a three year period in order to provide viable grants and a degree of stability for the recipients. Members noted that grants were paid either in cash or in kind, such as by means of free rental of premises.
She clarified that grants had been made to Dial-a-Ride and TocH for 2003/04 as part of the Council’s Sustainability Strategy and, as a result, would be funded from another budget.
5 Members endorsed the recommended grant allocations set out in the paper, but felt that there should also be a contingency sum made available to provide “pump priming” funding for small voluntary organisations.
(Councillor J Shaw left the meeting at this point.)
RECOMMENDED to the Cabinet Member for Finance and Corporate Affairs:
Cash grants and payments in kind for the period 2004/07 be made at the same level as at 2003/04 to the organisations listed in paragraph 3.4 of the report.
RECOMMENDED to the Cabinet
Consideration be given to including a contingency sum of £1,000 within the Grants Budget at the earliest opportunity for “pump priming” grants to voluntary organisations.
CM.265 DISABILITY DISCRIMINATION ACT (DDA) 1995 PART 3 PROGRAMME OF WORK
The Panel considered a briefing paper from the Head of Cultural, Leisure and Commercial Services on a strategy to meet the Council’s obligations under Part 3 of the Disability Discrimination Act 1995, which came into effect on 1st October 2004.
In presenting the paper, the Estates Manager explained that this statutory provision meant that service providers had to make reasonable adjustments to premises so that goods, services and facilities were accessible to people with disabilities. As yet there was no specific legal definition of “reasonable” as there had been no case law on the subject. He added that the Council had to report a Best Value Performance Indicator detailing the percentage of Authority buildings open to the public, in which all public areas were suitable for, and accessible to, disabled people. However, the term “suitable” was also open to interpretation.
The Panel was invited to comment on the proposed improvement programme, attached to the briefing paper, and priorities for carrying out works within the capital budget of £300,000 allocated for this purpose. Members noted that local disability groups, including Disability Action (Wyre Forest), had
6 also been invited to comment on this programme.
The Panel considered the major issues identified in the access audit of the Council’s public buildings, as detailed in the briefing paper. Concern was expressed that access to facilities at the Stourport Civic Centre had not been addressed sooner. In particular, Members discussed the limited options for improving the access to the Council Chamber at the Civic Centre. They noted that the cost of installing a lift to the first floor public gallery would be prohibitive. However, they stressed their view that it would be inappropriate to move the press to the public gallery to free space on the ground floor of the Chamber, as suggested as an option in the paper.
In conclusion, the Panel felt that it would be more appropriate to recommend a systematic approach, in principle, rather than to make further specific comments on each element of the improvement programme, hence the recommendation set out below.
RECOMMENDED to the Cabinet: Priority be given to Disability Discrimination Act works in Council administrative buildings where there are no DDA compliant facilities and where there is the most public use.
CM.266 EXCLUSION OF THE PRESS AND PUBLIC
DECISION:
Under Section 100A(4) of the Local Government Act 1972 the press and public be excluded from the meeting during the consideration of the following items of business on the grounds that they involve the likely disclosure of “exempt information” as defined in the paragraphs 7, 8 and 9 of Part 1 of Schedule 12A to the Act.
SUMMARY OF MINUTES
CM.267 ANALYSIS OF SINGLE SITE OPTIONS
The Panel considered a briefing paper from the Head of Cultural, Leisure and Commercial Services. This reviewed the various issues being investigated as part of a feasibility study into alternative options for single site office accommodation for the Council. The Panel established a Task and Finish Group to consider the options.
7 CM.268 NEW STREET DAY CENTRE, STOURPORT-ON-SEVERN
The Panel considered a briefing paper from the Head of Cultural, Leisure and Commercial Services about the lease of the day centre and put forward views to the Cabinet.
The meeting ended at 8.03pm
8 Draft WFDC Asset Management Plan 2004doc Page 1 of 34 Wyre Forest District Council Asset Management Plan 2004-2006 Section CONTENTS
1.0 Introduction/Core Data 1.1 Asset Management Aims 1.2 General 1.3 The Council 1.4 Resources 1.5 Property Assets
2.0 Organisational Arrangements for Asset Management 2.1 Organisational Arrangements for Asset Management 2.2 The Property Asset Management Group 2.3 Member Involvement 2.4 The Corporate Plan 2.5 Strategic Resource Management Priorities 2.6 Divisional and Sectional Service Business Plans 2.7 Asset Management Planning Working Group Targets 2.8 Expenditure Service Options Prioritisation
3.0 Data Management 3.1 Asset Register 3.2 Condition Surveys 3.3 Disability Access Audits 3.4 Energy & Water Consumption
4.0 Performance Management 4.1 Performance Management 4.2 Statutory Performance Indicators 4.3 Property Performance Indicators 4.4 Local Property Performance Indicators 4.5 Consultation and Benchmarking
5.0 Programme Development 5.1 Strategic Resource Management Priorities-Gap Analysis 5.2 Capital Programme and Asset Management Programme 2004-06 5.3 Property Review and Disposal Programme 5.3 Disability Discrimination Act 1995 Part 3 5.4 Worcestershire Hub
6.0 Appendices 6.1 Property Asset Management Planning Group Terms of Reference 6.2 Targets for the Property Asset Management Planning Working Group 6.3 Property Review and Disposal Programme 6.4 Proposed DDA programme of works
Draft WFDC Asset Management Plan 2004doc Page 2 of 34 1.0 Introduction/Core Data 1.1 Asset Management Aims This Asset Management Plan is to be used as a working document and will be reviewed on a quarterly basis. The main aims of the Council’s asset management strategy are:- • To ensure efficient, effective and sustainable use of the Council’s land and buildings; • To minimise the opportunity cost of holding land and buildings and to protect the value of the Council’s assets; • To ensure that expenditure on land and buildings maximises value for money; • To ensure that the use of assets contributes to the process of service improvement; • To provide innovative accommodation solutions to service needs; • To ensure that the financial return from investment and surplus properties is maximised in an appropriate manner, to meet financial requirements; • To link the management of assets to corporate priorities.
The purpose of the Asset Management Plan is to consolidate the on going themes across the Council and to set out the strategy for achieving the Council’s aims and objectives for its property assets. The Plan will formally be approved by Cabinet at least once a year and reviewed quarterly by the Property Asset Management Planning Working Group.
1.2 General
The Wyre Forest District is situated in North West Worcestershire and has a population of 97,800 (mid 2003, ONS). There are 42,231 households and the District is 19,571 hectares in size, this being split into approximately 30% urban and 70% rural, with the urban area consisting of a ‘triangle’ of 3 distinctive towns, Stourport-on- Severn, Bewdley and the largest town in the District, Kidderminster.
1.3 The Council Wyre Forest District Council has a gross revenue budget of approximately £40 Million and employs in the region of 450 staff. The Divisions operate from a number of sites
Draft WFDC Asset Management Plan 2004doc Page 3 of 34 located throughout the District. The Corporate Headquarters of the Council is the Civic Centre in Stourport-on-Severn, with the Property Division being managed by the Cultural, Leisure and Commercial Services Division, which is located at Green Street, Kidderminster. The District Council consists of 42 elected Members, representing 18 wards across the District. No party has had an overall majority for some years and political control passed from the Independent Kidderminster Hospital and Health Concern Party to a minority Conservative administration at the May 2004 local elections.
1.4 Resources The Authority’s Housing Stock was taken over by Wyre Forest Community Housing Limited under a large-scale voluntary transfer in March 2000. This enabled the redemption of all outstanding loans and the Authority’s debt free status has been maintained since with a commitment to invest £10 million in social housing within the District.
Revenue
Gross and Net 2004/05 2005/06 2006/07 £’000 £’000 £’000 Revenue Budget Figures
Gross Revenue Budget 41,653 43,255 44,553
Net Revenue Budget 12,477 13,284 13,681
Capital Programme
2004/05 2005/06 2006/07 Total Capital £’000 £’000 and beyond Programme £’000
8,240,000 6,340,000 1,391,000
Draft WFDC Asset Management Plan 2004doc Page 4 of 34 1.5 Property Assets
A breakdown of the Authority’s fixed assets by category and value (net book value at 31.03.04) is shown in the table below.
Category Sub Category Value £ % of total Operational 26,234,400 65.5 Land and 24,709,528 61.7 Buildings Vehicles, plant 939,269 2.3 and equipment Community 585,603 1.5 Assets Non Operational 13,822,000 34.5 Investment 12,631,000 31.5 Surplus 1,191,000 3.0
Total 40,056,400 100
Draft WFDC Asset Management Plan 2004doc Page 5 of 34 2.0 Organisational Arrangements for Asset Management
Figure 1.0 Asset Management - links to the Council’s decision-making process
Organisational arrangements for Asset Management Planning within the Council are shown in the diagram, Figure 1.0 above.
In April 2003, all property services and asset management functions were brought into one Section headed by the Estates Manager, reporting to the Head of Cultural, Leisure and Commercial Services, a member of the Corporate Management Team.
Draft WFDC Asset Management Plan 2004doc Page 6 of 34 2.2 The Property Asset Management Group
The Property Asset Management Group is one of several internal officer-working groups required to report on progress to the Chief Executive on a regular basis. The Group is chaired by the Estates Manager who is designated as the Corporate Property Officer and its Terms of Reference and composition are reproduced in Appendix 6.1.
2.3 Member Involvement
The Council operates a Cabinet of 6 Members. This Group is chaired by the Leader of the Council and also includes a particular Portfolio Holder with designated responsibility for Resources, that includes all Property and Asset Management issues. The Portfolio Holder is consulted regularly by the Corporate Property Officer and is briefed formally on a monthly basis. Where a particular decision is required, a report is taken to the Cabinet via the Corporate Management team of Chief Officers chaired by the Chief Executive.
2.4 The Corporate Plan
In April 2003, the Council adopted a new Corporate Plan setting out the Council’s strategic direction for the next 5 years, and to provide a focus and reference point for elected Members, employees, partners and the community of Wyre Forest. The Plan was developed as a result of internal and external consultation and it aims to inform and shape service delivery and performance.
There are 7 key organisational themes that set out the way in which the Council operates internally and 10 Service Themes. These are intended to drive the development and delivery of local services.
Draft WFDC Asset Management Plan 2004doc Page 7 of 34 Draft WFDC Asset Management Plan 2004doc Page 8 of 34 Draft WFDC Asset Management Plan 2004doc Page 9 of 34 Figure 2.0 The 17 Annual Priorities in the Council’s Corporate Plan
‘Improving Corporacy and Performance’ is one of the key organisational themes. The Asset Management Plan is part of the strategy for achieving this.
2.5 Strategic Resource Management Priorities
Each year the Council uses the Corporate Plan and its Budget Strategy to inform a number of Resource Management Priorities. These are reviewed quarterly, but in the main, determine the major work programme for the coming year. An update of last year’s Strategic Resource Management priorities and the current objectives are provided below under Programme Development at 5.0
2.6 Divisional and Section Service Business Plans
Divisional and Section Service Business Plans set out how objectives link into the Corporate Plan and how they are to be achieved
2.7 Targets for the Property Asset Management Planning Working Group
Targets for the Property Asset Management Planning Working Group are drawn from the hierarchy of plans. Current targets are set out in Appendix 6.2
2.8 Expenditure Service Options Prioritisation
As the Capital Strategy explains, the Executive approved a revised Prioritisation Process and Framework in January 2004 for evaluating service options for new expenditure. Condition and Suitability issues form part of service option proposals.
3. Data Management
3.1 Asset Register
The Council uses the IPF Asset Manager software system to assist in managing its assets. Properties were given a Unique Property Reference Number when the system was set up 3 years ago. The Asset Revaluation of all the Council’s Land and Buildings undertaken in early 2004 was also used as an opportunity to add greater detail to the information held on the Council’s sites and buildings, including valuation,
Draft WFDC Asset Management Plan 2004doc Page 10 of 34 areas and photographs. Details of all the Council’s leases, tenancies etc are being entered on to the system so that it can now be used as the bring forward diary. The system is networked allowing access by users in Property Services, Legal and Finance, replacing previous separate and incomplete property lists. Before the end of 2004, the paper Terrier records will have been transposed onto the Council’s corporate Geographical Information System and this will be linked to the IPF Asset Manager. The Asset Register and Asset Revaluation exercise have been audited by the Council’s external Auditors. Training for users was provided by the software supplier in March 2004. 20% of the Asset Register will be revalued each year.
3.2 Condition Surveys Condition Surveys were carried out by IPF on the main operational buildings owned by the Council in 2001 and this data is on the Asset Management system. It is supplemented by ongoing surveys by the Building Maintenance team to inform the planned maintenance programme.
3.3 Disability Access Audits Disability Access Audits were undertaken by external auditors in 2002 of the main Council buildings open to the public including the Civic Centre, Town Hall, offices and Leisure Centres. These were used to put together the strategy of disposing of unsuitable premises at Land Oak House and Vicar Street and taking on accessible replacement offices at Duke House. They have also been used to quantify the resource needed within the Capital Programme to address outstanding issues. The DDA Programme of Works is described elsewhere at 5.4 and Appendix 6.4.
3.4 Energy & Water Consumption All Utility bills are now being processed by a single officer within Property Services to make monitoring easier. Once the data is considered robust, a consultant will be appointed in 2005 to advise on ways of reducing these costs, through renegotiation of tariffs and the use of energy/water saving devices.
4. Performance Management
4.1 Performance Management
Draft WFDC Asset Management Plan 2004doc Page 11 of 34 Asset Management performance is monitored in the following ways: • Regular review by the Asset Management Planning Working Group at its Quarterly meetings and reports to the Chief Executive • Quarterly review of progress towards Divisional and Sectional Business Plan targets • Half yearly review within Staff Employee Development Reviews • Annual report and approval of Asset Management by Cabinet
4.2 Statutory Performance Indicators
Statutory and Local Performance Indicators are used as a means of assessing where the Council is and where realistic targets should be set, as a component of Improvement Plans. The following statutory performance indicators are particularly relevant to Asset Management:
BV156 - The percentage of authority buildings open to the public in which all public areas are suitable for and accessible to disabled people. The Authority’s PI is currently 56% and the Improvement Plan (see Programme Development below) is designed to increase this to 90% before the end of 2004-05. Where it is impractical to make its premises totally accessible to people of all types of disability, the Council’s strategy is based on alternative means of service delivery.
BV180a - The energy consumption /m2 of local authority operational property, compared with comparable buildings in the UK as a whole. Because of the difficulties of interpretation, the Council has not reported this figure, as permitted by the Audit Commission. Instead, the Council’s energy consumption targets are set by reference to the ODPM Property Performance Indicator 4B.
4.3 Property Performance Indicators The 2004 returns on the ODPM Property Performance Indicators (shown against the average of returns from Authorities participating in the IPF Asset Management Network) are as follows:
Draft WFDC Asset Management Plan 2004doc Page 12 of 34 PPI Definition WFDC IPF Network average for 2003 PPI1A % of gross floor space in condition A 36.77% A 18.06% categories A-D B 16.30% B 56.88% C 46.93 % C 21.36% D 0% D 3.70% PPI1Bi Backlog of maintenance by cost £2,066,490 total value PPI1Bii Backlog of maintenance by cost 1 1% 1 13% as a % in priority levels 1-3 2 77% 2 42% 3 22% 3 45% Comment: The measured maintenance backlog has reduced from £2,379,686 in 2003 as a result of the planned maintenance programme and the single site strategy of reducing the number of administrative sites. The continuing programme should ensure that the backlog is reduced further. PPI2A Overall average internal rate of 7.5% 12.65% return for industrial portfolio PPI2B Overall average internal rate of na return for retail portfolio PPI2A Overall average internal rate of na return for agricultural portfolio Comment: The relatively low return in comparison reflects the investment required at Rushock Trading Estate. The Council does not have a retail or agricultural portfolio but Internal Rates of Return will be assessed for the few individual properties of these types under the property review and disposal programme. PPI3 Total annual strategic £0.27/m2 £1.54/m2 management costs per m2 GIA for the property portfolio PPI4A Repair & maintenance costs per £13.56/m2 £13.35/m2 m2 PPI4B Energy Costs per m2 £8.79/m2 £6.79/m2
Draft WFDC Asset Management Plan 2004doc Page 13 of 34 Comment: The figure includes energy costs at the leisure centres, which are met by the Council’s operator. They are included in this performance indicator as a benchmark to measure energy consumption for the Council’s operational properties. Under its sustainability action plan, the Council has set the target of reducing costs to the IPF average by 2006-07. This will be achieved in part through the planned investment in The Glades heating & ventilation systems. PPI4C Water Costs per m2 £2.57/m2 £1.70/m2 Comment: The Council will seek consultancy advice on the renegotiation of tariffs and water saving measures in 2005. 2 2 2 PPI4D CO2 tonnes per m 0.1079t/m 0.0780t/m PPI5A % of projects where outturn falls 50% within +/- 5% of the estimated outturn, expressed as a % of the total number of projects completed in the financial year (for projects over £25,000) (comparison of estimated outturn project costs at “commit to invest” with actual outturn at end of defects liability period) PPI5B % projects falling within +/- of the 50% estimated outturn, expressed as a % of the total number of projects completed in the financial year
4.4 Local Performance Indicators The following local performance indicators have been adopted:
Performance in rent collection and estate management is measured by the monthly recording of outstanding rent expressed as a % of the total annual rent roll. At September 2004, the latest figure available, this stood at 15.3%, compared to 18.4% in August 2003 and 17.3% in August 2002. A target will be set after comparison with other local authority property portfolios.
Draft WFDC Asset Management Plan 2004doc Page 14 of 34 The percentage of the Asset Register revalued during the financial year. This will be measured against the target of 20% (by value), so that the entire portfolio is revalued over a 5 year period.
Consideration is being given to the development of other Estates Management local performance indicators and benchmarking with other local authorities through ACES (Association of Chief Estates Surveyors)
4.5 Consultation Internal Consultation Internal consultation is carried out on an ongoing basis via the various working parties and groups that meet to discuss the Council’s performance (see figure 1.0 – the Council’s decision-making process). For example, a Questionnaire was issued to all employees and Members in order to ascertain their views on the suitability of the sites submitted as options for the new civic centre.
External Consultation The Council consults with its service users to ensure that provision is accurately meeting demand. Major previous consultation exercises have included:- Rushock Trading Estate – Consultation with service users through Rushock Traders Association Hoobrook Enterprise Centre - consultation on traffic issues
Planned Consultation Consultation is planned with service users and disability groups over the Council’s remaining programme of disability access works.
5.0 Programme Development
5.1 Strategic Resource Management Priorities-Gap Analysis
Programme Development is shaped by Gap Analysis, an assessment of the Council’s needs and Corporate Plan priorities and the resources available with which to
Draft WFDC Asset Management Plan 2004doc Page 15 of 34 achieve them, to determine strategic asset management planning. The significant strategies are as follows
Single Site:
Where are we now?
Administrative functions split across 5 sites in 2 towns in buildings of varying ages and condition. Council Chamber has poor disabled access. Little scope for sharing space with other Public partners, eg County Council
Where do we want to be?
All corporate functions based on a single site within a building allowing maximum flexible use of space; co located with other Public agencies, accessible to all service users, Councillors and staff whatever their disability.
How do we get there?
After several years of considering options, the Council has determined that it will evaluate 2 alternative options,
a) a single site for a new civic centre and depot based at Churchfields Business Park, Clensmore Street, Kidderminster and
b) Operational services to remain on a reduced site at Green Street, Kidderminster and all other services to be relocated to a new Civic Centre based on the existing Stourport on Severn site. Other partner agencies, the County Council, Police, Fire and Courts Service, have been contacted to explore the possibilities of sharing or co locating facilities. A decision in principle is expected to be taken in Autumn 2004 and the programmed date for realising single site is 2008-09 to fall in with the lease pattern on the Council’s existing premises.
Kidderminster Arts Centre
Where are we now?
Music Hall and public meeting rooms in 19th century Grade 2 Listed Town Hall also occupied on a hiring basis by the Crown Courts service. Suitability and Condition issues, disability access very poor and requires major investment to provide access to all levels.
Where do we want to be?
Draft WFDC Asset Management Plan 2004doc Page 16 of 34 Modern Arts facility to contribute to the viability of the Town Centre, making the most of the building’s location within the main retail street and connection with the new Weavers Wharf retail development.
How do we get there?
Will require significant investment in excess of £3m. The Council has funded a feasibility study into the design and costs of refurbishment and the possibility of the Centre being managed through a Trust.
Rushock Trading Estate
Where are we now?
The Council owns an acre Industrial Estate, purchased from the Ministry of Defence in 1976. The major buildings on the Estate have been subdivided and let out and provide the Council with a rental income of around £375,000 pa. There is also 10 acres of land with outline planning consent for industrial development. However, in order to sustain the present level of income, the major buildings on the Estate require significant investment to repair and modernise, the private sewage treatment plant is struggling to operate within the Environment Agency discharge consents and potential lettings are being lost to competing estates in the District. Condition Surveys suggest that over £2m investment is required.
Where do we want to be?
To have a well run Estate bringing in a sustainable amount of rental income to support the Council’s revenue budget and the land with planning consent to be fully developed.
How do we get there?
Invite interest from a suitably experienced development partner to share in the investment costs and increased income arising out of the Estate refurbishment. The Council has appointed consultants to prepare a marketing brief and advise on the selection of developers and evaluation of proposals. Proposals are due to be received in Autumn 2004.
Draft WFDC Asset Management Plan 2004doc Page 17 of 34 5.2 Capital Programme and Asset Management Programme 2004-06
In addition to the above, the Capital Programme has been set to achieve other Corporate Plan and Asset Management Plan objectives. Firstly however, it is useful to review recent notable progress as follows:
• Voluntary Transfer of Housing Stock
• Externalisation of the management of 3 Leisure Centres to DC Leisure
• Extension of Kidderminster Town Centre retail centre (Weavers Wharf development opened Easter 2004)
• Surrender of lease in December 2003 of Swan Centre Multi storey car park and consequent £2m repairing liability
• Relocation of Financial Services and Planning Health and Environment Departments from 2 separate sites to a single DDA accessible office at Duke House, Kidderminster with public meeting rooms
• Refurbishment of Arley and Broadwaters Public Conveniences
• New layout of reception to Coventry Street Housing Benefit Offices
• Purchase of nos. 20 to 23 Weavers Cottages, The Horsefair, as part of site assembly plans for housing led regeneration project
• Procurement of cheaper energy supplies through West Mercia Supplies, local government consortium. As from April 2004, all the Council’s electricity is from a green renewable source.
Purchase of land for Municipal Cemetery: Forward planning has indicated that the existing Kidderminster Cemetery will be at capacity in due course and a suitable successor site has been identified and zoning secured within the recently adopted Local Plan. Authorisation has been obtained for compulsory acquisition should it not be possible to purchase through negotiation. Public Convenience Enhancement Programme: The 3 Public Conveniences managed by the Council not yet refurbished in the current programme are to be upgraded and improved 2004-05 to also provide accessible disabled WC and baby change facilities.
Draft WFDC Asset Management Plan 2004doc Page 18 of 34 Play equipment replacement programme: replacing equipment in need of repair also taking into account recommendations of Disability Access Audit recommendations. Improvements to Brinton Park, Kidderminster and Queen Elizabeth Gardens Bewdley: The Council has been awarded £396,000 through the Liveability Fund for improvement works at these two parks. The programme includes improvement of disabled access, refurbishment of monuments and facilities, including footpaths, tennis courts, paddling pools and public conveniences. At Bewdley, a walkway is to be provided to open up direct access between the Park and the Museum. The Glades Leisure Centre Plant Replacement 2005-06: a significant investment in upgrading the air handling system and boiler replacement Alterations to buildings brought about by Part 3 Disability Discrimination Act: (see 5.4 below) Worcestershire Hub: set up costs (see 5.5 below) Acquisition of Shop at The Horsefair: site assembly for housing led regeneration. An inquiry is to be held into the Compulsory Purchase Order made by the Council but negotiations will continue in the meantime Additional car parking spaces for Kidderminster Town Centre: The Council has commissioned a feasibility study into the provision of additional 250 car parking spaces in the Town Centre which a previous study indicated were necessary. It is likely that a decked car park on one of two car park sites identified will be the solution, at an estimated capital cost of £2m.
Funding arrangements for the Capital Programme are more particularly described in the Capital Strategy but in part the programme is dependent on the successful sale of a number of assets, as detailed in the Property Review and Disposal Programme.
5.3 Property Review and Disposal Programme Significant Disposals planned during the 2004-06 programme are: Land Oak House: vacant offices on the market June 2004 for residential conversion and development with an estimated value of over £500,000 KTC3 site: A site with a net developable area of approximately 1 acre comprising former Magistrates Courts and Indoor Market and the sites of temporary shops at Worcester Street, Kidderminster. The buildings occupy a prominent position on an
Draft WFDC Asset Management Plan 2004doc Page 19 of 34 important approach into the town centre and a Planning and Design Brief is being prepared, against which prospective developers’ offers and proposals for the property will be evaluated. Estimated value in excess of £700,000. Land at The Horsefair, Kidderminster: a site assembled for a social housing led regeneration project. Estimated value £200,000. In addition, it is hoped to bring forward the Council’s land at Crossley Retail Park for disposal through agreement with the Environment Agency on a Flood Risk Assessment and illustrative development layout and investigations into ground conditions. This is a site zoned for Employment Uses with a possible developable area of 2 acres or more.
Confirmed and potential sales are estimated to realise approximately £2,500,000 in capital receipts over the 2004-06 asset management programme
As a third of the Council’s property assets by value are non-operational properties, it is important that the justification for their retention is reviewed frequently. The full list of non-operational properties is shown in Appendix 3. These are categorised as either surplus or investment properties. There may be justification for retaining “surplus” properties where there is clear longer term potential for realising a higher alternative use value. Investment properties play an important part in contributing to the Council’s revenue and will be retained where the net rental yield to the Council is greater than the investment income that would accrue from any banked capital receipt.
5.4 Disability Discrimination Act 1995 Part 3 Access Audits have been undertaken by NRAC registered Auditors of the Council’s principal administrative premises and Leisure Centres. These pointed up many issues for the Council to address in terms of making its services and buildings more accessible to people with disabilities. The Council’s strategy within its Asset Management Plan has been to 1. to relocate services/offices open to public to more accessible premises with appropriate facilities, 2. to make public areas within our buildings as accessible as possible 3. to ensure that each site has accessible meeting, WC and parking spaces
Draft WFDC Asset Management Plan 2004doc Page 20 of 34 4. to endeavour to find out users/invitees' special needs before events or meetings so that an appropriate location can be arranged
Although some premises have been disposed of and relocation of services and refurbishments have addressed many of the issues raised in the reports, the Council believes that there is still a significant amount of building alteration work to do in order for its premises to meet the standards it wants to set.
There are also some service areas, sites and premises across the Authority, which have not as yet been Audited.
The Council has made provision in its capital programme for £290,000 including fees to be spent on adapting its premises to meet the requirements of Part 3 of the DDA 1995. It is now seeking to appoint a properly qualified and experienced Consultant in October 2004 to assist and advise in the prioritisation, design and supervision of these works.
The proposed programme of works, subject to consultation, is shown in Appendix 6.4.
5.5 Worcestershire Hub Plans are well developed for alteration of premises and installation of communication links at the Council’s Kidderminster Town Hall building to provide a call centre serving the joint District/County project known as the Worcestershire Hub. The programmed date for commencement of operations is January 2005.
Appendices Appendix 6.1 Terms of Reference for Asset Management Planning Working Group
Asset Management Planning Working Group
Terms of Reference • Formulating Corporate Policy and Strategy for Asset Management. Purpose • Developing the Asset Management planning process.
Draft WFDC Asset Management Plan 2004doc Page 21 of 34 • Annually reviewing the Property Portfolio and making recommendations for changes to the Council’s strategic resource management priorities and the Council’s capital programme • To also act as the officer working group on the single site initiative Advisory, to make recommendations to CMT and Executive
Role
• To submit an Asset Management Plan for CMT & Executive approval Actions • Where practical, to assist in the delivery of any Business Plan objectives with a Financial and Asset Management theme
• To review the Council’s land and property portfolio
• To take forward the Single Site initiative
• Quarterly meetings
Working • Although the nucleus of the group will comprise of Arrangements representatives from Property, Finance and Legal, the actual composition of the group will vary depending on the themes under review.
Confirmed at meeting 12 May 2004
Date adopted
Draft WFDC Asset Management Plan 2004doc Page 22 of 34 Appendix 6.2 Asset Management Planning Working Group Targets
Corporate Plan Divisional Action / Target Timescale Lead Theme and Key Business Officer Priority Plan(s) link
Financial and Asset CLACS Completion of Duke Place April 04 RH Management Refurbishment
CLACS Engage consultants to October KJM prepare feasibility study to 04 compare 2 options of former Tomkinsons Carpets site at Clensmore and Civic Centre/Green St Depot- Report to Single Site Member Working Group and final report to Executive with clear costed options
CLACS Negotiate surrender of Vicar 04-05 KJM Street offices lease
CLACS Disposal of Land Oak House End KJM March 05
CLACS Prepare and submit Asset End July KJM Management Plan 04
CLACS Revalue all of WFDC land End April KJM and property for Asset 04 Register/Balance Sheet
CLACS Appoint consultants to End KJM review assessments in new March 05 rating list
CLACS Seek Joint Venture Partner KJM for Rushock Trading Estate Septembe r 05
CLACS Sell land at Crossley Retail End KJM Park March 05
CLACS Asbestos Management Plan End May KJM 2004
CLACS Publish BVPIs 156 & 180 End KJM March 2004
Draft WFDC Asset Management Plan 2004doc Page 23 of 34 CLACS To produce costed October KJM/RH programme of works in 2004 consultation with service managers for alterations to Buildings under DDA 1995
Utilising New CLACS To have the IPF Asset End KJM Technologies Management software March 05 system fully operational
Value for Money CLACS To have partnerships in End KJM/RH Services place for the use of March professional services and 2005 construction procurement
Sustainable CLACS Higher percentage of energy KJM Environment from renewable sources Novembe r 2005
Town Centres CLACS Disposal of former End KJM Magistrates Courts, Indoor March Market and temporary shops 2005 in accordance with agreed planning brief for KTC3 site
Draft WFDC Asset Management Plan 2004doc Page 24 of 34 Appendix 6.3 Property Review and Disposal Programme UPRN Address Value Comments Action OP22K06 Former toc h premises 4,000 Occupied by British Legion on concessionary rent Keep MK21010 1-14 Comberton Place 300,000 Multi let investment, historic reviews and renewals outstanding. Action to be reviewed Keep once these are finalised OP22K07 21-23 New Road 75,000 Let to CAB Keep OP22S05 Rotary Printers 200,000 Let to single tenant on IRT terms. Potential to renegotiate terms and grant longer, Keep clear lease IE650 Hoobrook Enterprise 685,000 25 small industrial units. Reviewed in 2002 and kept for employment generation Review reasons. Decision to be reviewed EH180 Tulip Tree Day Centre 120,000 Let to Age Concern at Concessionary rent. Occupation to be formalised Keep OP22S09 Droppingwells farm 250,000 Strategic land holding in Green Belt but potential for sale of house and buildings to Review tenant. OP22S10 Manor Farm 450,000 Strategic land holding in Green Belt but potential for sale of house and buildings to Review tenant. IE630 Coppice Trading Estate 900,000 Freehold Ground Rents. Reviewed in 2002 and decision to keep Keep IE6320 Firs Trading Estate 700,000 Freehold Ground Rents. Reviewed in 2002 and decision to keep Keep IE6340 Hoobrook Trading 225,000 Freehold Ground Rents. Reviewed in 2002 and decision to keep Keep OP22K20 Rafa premises 45,000 Let to RAFA. Tenant covenants to be enforced, vacant possession potential in due Keep course IE63300 Oldington 210,000 Freehold Ground Rents. Reviewed in 2002 and decision to keep Keep IE610 Rushock 4,410,000 Significant investment required to sustain rental income. Currently seeking Keep development partner OP22S04 Old clinic 0 Vacant, offer to adjoining tenant (Rotary Printers) before disposing Sell OP22R02 Sebright Road 400,000 Potential residential development land, outside the life of current Local Plan Keep OP22B01 Surface car park 1,000 Private residents Car Park let on individual long leases Review SF37010 Marlpool Lane 1,000 Sports Ground let on long lease at concessionary rent to aid Lottery Funding Keep SF37020 Aggborough Stadium 100,000 Football Stadium let on ground lease Keep SF37030 Sports & Social Club premises 75,000 Sports and Social Club let on new lease Keep OP22K02 Aykroyd House 100,000 Freehold Ground Rent Keep OP22K04 Land at Churchfields Kwik Fit 65,000 Freehold Ground Rent Keep BBC transmitter, Burlish 260,000 Freehold Ground Rent, potential for increase at next review Keep OS61007 A OP22K05 Car parking spaces 50,000 Let for private parking, terms currently renegotiated Keep
WFDC AMP - Page 25 of 34 OP22K08 Prospect house 270,000 Secondary retail shop let to good covenant Keep OP22K10 Rowland Hill Centre 580,000 Freehold Ground Rent on retail centre Keep OP22K11 Crown House 500,000 Freehold Ground Rent on offices Keep SF61040 Wyre Forest Golf Centre 275,000 Freehold Ground Rent on strategic land holding in Green Belt Keep OP22S03 Stourport Day Centre 205,000 Freehold Ground Rent, let on concessionary terms up for renewal Review OP22S07 Land Mitton St/Lion St 25,000 Ground lease to TAVR Keep OP22B12 Winterdyne 35,000 Agricultural land with long term potential, let on Farm Business Tenancy Keep OP22B18 The Park 10,000 Let to Scouts Review Land at Riverside Meadows 200,000 Various leases to recreational & catering uses Keep OS61013 A OP22K21 Former Magistrates Court & 640,000 0.5 ha development site to be marketed following preparation of brief Sell Retail Mkt OP22K00 Temp shops 26-30 Oxford 265,000 included in above Sell Street & 47-49 Worcester Street CC390 Former Community Centre 0 see below CC390 The Horsefair 165,000 To be sold for affordable housing development Sell CM411 100 Park Lane "Eveson 110,000 In negotiations for sale to tenant housing association Sell House" OP22K01 55 Blackwell Street 35,000 To be sold, provided no planning or highway reason to retain Review MA240 Lax Lane Craft Centre 140,000 2002 review resolved to sell, alternative uses being investigated Sell OP22K23 Crossley Park 500,000 0.8 ha development site, approval for disposal to be sought Sell OP22K22 27 Talbot Street 55,000 encourage right to buy application from tenant or sell to housing association Sell OP22K33 Horsefair Cottages (cpo) 120,000 To be sold for affordable housing development Sell OP22R03 Drakelow Lane 0 Parcels of unused amenity land Review OP22K26 Walter Nash Road 0 Parcels of unused amenity land Review Anchorfields 0 Parcels of unused amenity land Review OP22K27 Worcester Road 1,000 Parcels of unused amenity land Review OP22S18 Foundry Street 0 Parcels of unused amenity land Review Electricity sub station site, 65,000 large sub station site with potential for redevelopment Review OP22SS0 Cherry Orchard 4 AB040 Land Oak House 500,000 On the market for sale Sell OP22S11 Old Mortuary, Stourport 25,000 Vacant archive, seek authority to sell Sell
WFDC AMP - Page 26 of 34 Appendix 6.4 Proposed DDA Programme of Works
Address Possible Scheme/Works Budget Cost Offices Building 342 Rushock Trading Provision of disabled WC and Part M £15,000 Estate: access to offices Single storey offices in multi occupation. WFDC is landlord. Stepped access at present to main entrance and no disabled WC facilities. Vacant space proving difficult to let, access issues have been cited as a factor.
WCs Rushock Trading Estate: Accessible WCs £10,000 Communal WC serving the estate. Not audited. Hoobrook Enterprise Centre: Upgrade Communal WCs £10,000 Communal WCs Stourport Community Centre: Induction loop to meeting room, £5,000 Single storey community centre of recent modifications to kitchen construction, 241 m2 GIA Stourport Civic Centre and Civic Hall: Redesign of car park to allow for 2 spaces £18,500 WFDC administrative head quarters, to standard, and for tail lift space, reduce excluded cost of accessible stage and approx 2,220 m2 GIA including attached drop kerb to below 4cm, signage to Civic changing facilities Civic Hall incorporating theatre Hall, and the provision of ground floor meeting Highlighting of nosing rooms Redesign of CC reception, to allow for and the provision of disabled WC at Civic accessible counter, ground floor meeting Centre space, is cash office necessary Increase lighting within council chamber No induction loop in council chamber or reception Impossible to put in lift access to public gallery, form wheel chair visitors space in chamber
WFDC AMP - Page 28 of 34 There are no disabled WCs at Civic Centre, nearest at Civic Hall, disabled WC to be created from existing cleaners & Male WC Stage is not wheelchair accessible, neither are changing rooms. The accessible changing room is not on the same level as the stage Redesign of bar Tactile warning on stairs Upgrade of WC facilities for CH ambulant disabled Redesign of disabled WC cubicle Lack of strobe lights in alarm Systems Induction loop in theatre
Kidderminster Town Hall: Mark out dropping off point in car park What to do now and what to put aside for Grade 2 Listed 19th century Town Hall Mark out route to ramp, provide additional Arts Centre scheme. incorporating Theatre and Courts lighting, signage, relay steps to main Listed Building issues entrance, provide door and half set to Budgeted at £72,000 music room entrance, with vision panel Lack of strobe lights to back up alarm bells. Lowered bar in Corn Exchange Reform stairs to Crown Court Gallery Handrails to Courts stairs Installation of lift to Courts and Council Chamber-no, provide service elsewhere Improve ambulant WC provision in Courts, enlarge Courts disabled WC Refit music room disabled WC Upgrade fire alarm to include strobe lighting
WFDC AMP - Page 29 of 34 7-8 New Street All issues dealt with in connection with recent office moves and fit out for Personnel and Leader, to include provision of accessible training room and meeting room at cost of £20,000 from DDA capital budget 99 Coventry Street No outstanding issues. Green Street, Kidderminster: Mark out of dropping off point, provision of IPF Audit costed at £147,000 but this Offices and depot for Cultural, Leisure disabled parking space and safe access included significant works to non-public and Community Services Department into premises, provision of lighting to car areas including provision of lift. park, removal of bollards at front More realistic estimate would be around reception, reform access ramps, provide £30,000. handrail, replace door handles, provide induction loop, handrails and tactile warnings to office stairs, refitting of disabled WC, signage and improvement of fire escapes to include panic bars, strobe alarm to back up audible alarm, 6 Load Street, Bewdley: No wheelchair access. Access via a new Possibly £15,000 - £20,000 to include Ground floor premises within Listed platform lift could possibly be provided at platform lift and necessary building Building used as Cash Office side of building (reception counter and alterations, adjoining owner consents etc. toilet provision would also need remodelling for new wheel chair users) but Relocation to TIC not yet budgeted. recommendation is to investigate other means of service delivery. If a physical point of delivery is required, investigate relocation to Tourist Information Centre at Guildhall.
WFDC AMP - Page 30 of 34 Bewdley Guildhall: No wheel chair access to first floor IPF costed at £40,000 but building Grade 2 early 19th Century Listed guildhall, inadequate WCs, upgrade of fire alterations and listed building issues for Building, first floor Guildhall over covered alarm provision of a lift are likely to push this forecourt much higher, say £80,000. Stair lift WFDC has provided accessible training considered inadequate. rooms at Stourport New Street and is unlikely to continue using The Guildhall. Disability issues are now the Town Council’s concern, but WFDC may wish to transfer building management The Glades: 1980s Leisure Centre 5513 Designated parking required and drop off Not costed m2 GIA incorporating swimming pool and point, ramped access with handrails, events arena signage, entrance door to have minimum clear opening width of at least 800mm or replace with automatically operated doors, provision of a safe refuge area within meeting room, external doors used as emergency exits to provide clear opening width of 800mm, exit ramp too steep and needs handrail, stairs have open treads, tactile hazard warning required, handrail to be relocated & extended, better signage, door closer pressures to be adjusted, vision panels should be included in doors where privacy is not required, turnstile gym entrance requires a disabled person to seek staff assistance for opening of alternative door, no appropriate signage for this, reception counter should be lowered and hearing enhancement equipment provided, The Arena-changing area needs to include suitable WC, accessible changing area needs to be enlarged and fitted out
WFDC AMP - Page 31 of 34 to BS 8300, shower area needs level access, shower heads and controls to be changed, tip up seat and handrails required, sauna area not accessible, hand grippable key fobs could be provided for lockers, ramps & steps into pools should have handrails and pool wheel chair is too light and should be replaced, bar counter to be lowered, due to fixed seating in the bar area there is only one available space for a wheel chair, next to the litter bin, no accessible child’s WC facility, no accessible baby change facility, gym equipment can not be used from a wheel chair position, accessible WC at reception needs wider door, enlarging & redesigning to conform to BS 8300, fire alarms need visual warning, accessible fire exits need signage Stourport Leisure Centre: Entrance ramp and handrails not to Not costed. The Council’s operator of the 1980s Leisure Centre incorporating standard, level access to fire exits from Leisure Centre, DC Leisure, is proposing swimming pool pool area to be provided, better signage, an extension to the Centre to form a new main entrance doors need minimum clear fitness centre and refurbish the reception width of 800mm and call system provided and some DDA issues may be taken into or possibly automatic doors to be fitted, account in this. ramp giving access to the sports hall is too steep and continuous handrails required, accessible access to gym is via the sports hall and through doors that have to be opened by a staff member, drainage gullies should have grids, lower section for reception counter and hearing enhancement equipment, gym equipment
WFDC AMP - Page 32 of 34 can not be used from a wheel chair position, changing area to include a cubicle with larger space for people with visual or mobility impairments, hand grippable locker fobs to be provided, accessible changing area to be enlarged and fitted to BS 8300 specification, shower chair for pool access should be replaced, accessible WC does not meet BS8300, fire alarms to have visual warning Bewdley Leisure Centre: Main entrance doors to provide at least Not costed 1980s single storey sports centre (no one 800mm clear opening width, call pool) system for summoning assistance required, push bar lever on fire exits required, ramp gradient too steep, hand grippable key fobs for lockers, signage, lowered section for reception counter and hearing enhancement, accessible changing facility could be provided within communal changing area so that disabled children are not segregated, cubicle to be enlarged for assisted independent use, fixed partitioning to be replaced with folding to allow sufficient space in shower area, shower controls changed and thermostatically controlled, panic alarm to be provided, fire alarms need to be supported with visual warning Bewdley TIC No induction loop at present £750 Bewdley Museum: Not Audited Not costed Grade 2 listed building Car Parks Not Audited Not costed Parks Not Audited Included within Liveability Fund
WFDC AMP - Page 33 of 34 Improvements concentrated on QEII Gardens, Bewdley and Brinton Park, Kidderminster under the Liveability Fund programme Allotments Alterations to be carried out to suit specific From revenue needs of disabled plot holder as and when appropriate Play Areas All play areas have been audited and Included with play area improvement recommendations are taken into programme consideration when play area is refurbished under the current programme Public Conveniences: These 3 sites have not been individually £40,000 Male and Female Blocks at Load Street, audited but are to be refurbished as far as Bewdley (including existing Baby Change practical to current standards. and Disabled). Stourport Riverside Rowland Hill Shopping Centre, Kidderminster Nature Reserves Due to nature of terrain there are access Not costed issues to the majority of reserves but improvements are being considered to Spennells Valley. No wheelchair access to the Habberley Valley visitor centre. Easy going access trail at Burlish Top. Cemetery Not audited
WFDC AMP - Page 34 of 34 Finance & Corporate Affairs Policy & Scrutiny Panel Briefing Paper
Report of: Scrutiny Officer Date: 9th November 2004 Open
Rushock Trading Estate
1. Background
1.1 The Industrial Estate was purchased from the Ministry of Defence in 1976. The major buildings owned by the Council on the Estate have been subdivided and let out and provide the Council with a rental income of around £375,000 pa producing a net surplus of approximately £200,000 p.a. (excluding asset rentals). There was also 10 acres gross of land with outline planning consent for industrial development.
1.2 In order to sustain the present level of income, the major buildings on the Estate require significant investment to repair and modernise. Potential lettings are being lost to competing estates in the District. Condition Surveys suggest that over £2m investment is required.
1.3 A report to the Executive in January 2004 set out the following options for the future of the Council’s interest in the Estate:
• Do nothing;
• Re-offer the Estate on the open market;
• Dispose of the development land;
• Seek a joint venture partner and outsource management;
• Use the Council’s own resources to refurbish and develop the Estate.
1.4 The Executive resolved to invite proposals for the joint development and management of the property. These would be compared against the option of the Council using its own resources. Drivers Jonas have been appointed to assist the Council in this process. It has been determined that this matter will fall within the European Union procurement rules. At this stage, the Council’s proposals have not been advertised. The costs of putting together appropriate marketing, dealing with bids and negotiations with developers is estimated at between £30,000 to £40,000. 1.5 In the meantime, action has been taken to review rents and renew leases on appropriate terms where tenants have been holding over pending a decision on the future of the Estate.
1.6 The Leader has requested that the Finance & Corporate Affairs Policy & Scrutiny Panel conduct a review of this matter and make recommendations to Cabinet regarding its future prior to any decision being made.
2. Key Issues
2.1 The economic viability of the estate and affordability of development proposals if the Council were to use its own resources.
2.2 Does the Council want a capital receipt or long term sustainable income.
2.3 What share of rental income and proceeds of sale would be required by a Joint Venture partner.
2.4 Could the Council find a Joint Venture partner committed to the long term or would they require that the Estate is sold following redevelopment.
2.5 Should the Museum Store continue to occupy premises rent free if the Council’s interest is sold.
2.6 The views of the current tenants.
2.7 Does the Council have the capacity to manage the Estate if retained.
3. Consultation
3.1 Tenants of Rushock Trading Estate.
3.2 Head of Cultural, Leisure and Commercial Services.
3.3 Head of Financial Services.
Officer Contact Details:
Kevin Moore Estates Manager 01562 732958 [email protected]
Megan Montgomery, Scrutiny Officer, 01562 732 730. [email protected] Finance & Corporate Affairs Policy & Scrutiny Panel
Report of: Principal Personnel Office Date: 9th November 2004 Open
Investors in People Standard
1. Purpose of Paper
1.1 To advise the Panel on the current position with regard to the Council’s progress in attaining corporate ‘Investors in People’ recognition.
1.2 An Investor in People organisation is:
• fully committed to developing its people in order to achieve its aims and objectives
• is clear about its aims and objectives and what its people need to do to achieve them
• develops its people effectively in order to improve its performance
• understands the impact of its investment in people on its performance
2. Background
2.1 ‘Investors in People’ is a recognised national standard, which sets out a level of good practice for training and development of people to achieve business goals. The Standard was developed during 1990 by the National Training Task Force in partnership with leading national businesses, personnel, professional and employee organisations eg. CBI, TUC.
2.2 The Standard provides a national framework for improving business performance and competitiveness, through a planned approach to setting and communicating business objectives and developing people to meet these objectives.
2.3 In March 2003 the Human Resources Division achieved recognition as an ‘Investor in People’ as part of the Management policy, aiming to achieve corporate recognition for all the Council services.
I:\LF_DOCS\COMMTTEE\Policy & Scrutiny Panels\Fin & Cor Aff\09 Nov 05\005 Investors in People - Scrutiny Committee.doc 2.4 Environmental Health committed to the ‘Investors in People’ process in July 2002 aiming to achieve an evaluation by December 2002. However, due to the impending restructuring exercise at that time whereby the Environmental Health and Community Safety Division would be amalgamated into the Planning Division, the initiative was put on hold.
2.5 Planning, Health & Environment Division achieved recognition as an ‘Investor in People’ May 2004.
2.6 The Strategy & Performance Unit and Legal and Democratic Services Division met with the ‘Investors in People’ advisor in October 2004 to discuss the two Divisions preparation for the Investors in People assessment. Both the Policy Unit and Legal Services are producing a Letter of Commitment; Management and Employee questionnaires are due to be distributed and following the results of these questionnaires an Action Plan will be produced. A meeting is due to be held in November/December where the advisor will brief employees on the Standard and answer any questions which may arise.
2.7 Human Resources are due to have a Standard review in March 2005. The Standard is awarded indefinitely, subject to regular reviews no more than three years apart.
3. Key Issues
3.1 The Investors in People Standard is based on four key principles:
• Commitment to invest in people to achieve business goals
• Planning how skills, individuals and teams are to be developed to achieve these goals
• Taking Action to develop and use necessary skills in a well defined and continuing programme directly tied to business objectives
• Evaluating outcomes of training and development for individual’s progress towards goals, the value achieved and future needs
3.2 Like the organisations that pursue the Standard, the organising body, ‘Investors in People’ are continuously improving the award. Assessments against the revised Standard will commence from January 2005.
3.3 It is anticipated that when the revised Standard is launched, organisations will be able to choose whether they wish to receive in depth feedback against the Standard in terms of their level of practice. As a result, those organisations choosing to undertake a Profile assessment/review will be allocated a level (1-4) of good practice against each indicator
I:\LF_DOCS\COMMTTEE\Policy & Scrutiny Panels\Fin & Cor Aff\09 Nov 05\005 Investors in People - Scrutiny Committee.doc 4. Options
4.1 The Council have already pledged their commitment to achieve recognition for the Strategy & Performance Unit and Legal & Democratic Services Division.
4.2 The remaining two Divisions, Cultural, Leisure & Commercial Services and Finance are planned to follow in due course.
5. Financial Implications
5.1 Costs can vary dependent on the size of the organisation. With this in mind it was decided to put forward two Divisions to keep the costs to a minimum.
5.2 Wyre Forest District Council is a Gold member and therefore does incur the lower of the charges.
5.3 An assessment is charged at £550 per day and it is envisaged that with the numbers employed in the Strategy Unit and Legal Services Division we will be eligible to have both Divisions assessed over two days at a total cost of £1100.
6. Consultation
6.1 At each stage of the process, the Corporate Management Team, Senior Consultation Group and Employees have been consulted.
7. Relevant Council Policies/Strategies
• Human Resources Strategy
• Divisional Business Plans
• EDR Policy
• Training Plan
• Training Policy
Officer Contact Details:
Elaine Rogers Principal Personnel Officer 01562 732 773 [email protected]
I:\LF_DOCS\COMMTTEE\Policy & Scrutiny Panels\Fin & Cor Aff\09 Nov 05\005 Investors in People - Scrutiny Committee.doc