Page 1 – Quarterly Asset Management Report (QAMR)

Agenda Item: Cabinet 8(b)

Date of Meeting 17 December 2014

Cabinet member(s) Robert Gould – Cabinet Member for Corporate Resources Peter Finney – Cabinet Member for Environment and the Economy Local Members All members (local members affected have been consulted/engaged separately) Lead Officer(s) Richard Bates – Chief Financial Officer Mike Harries – Director for Environment and the Economy

Subject of Report Quarterly Asset Management Report

Executive Summary Work is ongoing to re-write the County Council’s Asset Management Plan. One of the principal themes in the new plan will be the need to rationalise the number of properties that the County Council owns and to deliver services in a different manner. This will enable the County Council to reduce the running costs of its estate and the property maintenance backlog.

This report is a quarterly update to indicate progress against certain key targets. It also includes sections on each of the main asset classes, i.e. Property, Highways, ICT, Fleet and Waste, covering approvals required and emerging issues.

Impact Assessment: Equalities Impact Assessment:

The County Council’s Asset Management Plans are reviewed regularly. The most recent equalities assessment identified the need to ensure that the interests and needs of the six equality groups are addressed at service level as part of the service asset management planning process, including consultation with users. Page 2 – Quarterly Asset Management Report (QAMR)

Use of Evidence:

The Asset Management Plan makes use of the following sources of evidence: • The Corporate Plan and Community Strategy • Medium Term Financial Strategy • Periodic consultation • Local and National property performance data • Service (property) asset management plans • Highways asset management planning data • Corporate IT strategy

Budget:

If all the recommendations in the report are approved, there will remain a sum of £11.183m unallocated in the period up to the end of 2017-18.

The Asset Management Plan seeks to strike an appropriate balance between optimising service benefit, minimising environmental impact and maximising financial return in both the provision and use of property – not to achieve one at the expense of the other(s).

Risk Assessment:

There is a risk that it will not be possible to deliver this balanced approach during a period of financial austerity.

Specific project risk registers are in place. None of the recommendations relate to or create high or medium risks.

Having considered the risks associated with this decision using the County Council’s approved risk management methodology, the level of risk has been identified as: Current Risk: LOW Residual Risk: LOW

Recommendations It is recommended that the Cabinet:

(i) Approves the creation of a limited liability company for the management of North Business Park, the appointment of up to two officers as Director(s) of this company and for the common areas at North Dorset Business Park, and the freehold interest of plots that have been disposed of on long leases to be vested into this company (para 3.1.1)

(ii) Approve s that the administration and payment of the grant funding allocated for a Weymouth Recovery Hub be delegated to the Director for Adult and Community Services in line with grant conditions, including authorisation to take an option to secure a suitable property or provide grant funding to BCHA to acquire a suitable property for the recovery hub on terms to be agreed by the Director for the Environment and Economy and the Chief Financial Officer. (para 3.1.2). Page 3 – Quarterly Asset Management Report (QAMR)

(iii) Approves delegation of authority to the Director for Children’s Services, in consultation with the Cabinet Member for Education and Communication and the Chief Financial Officer, to over-commit the current Purbeck Schools Reorganisation Programme budget should it become unavoidable, but on the understanding that everything practicable will be done to contain costs within the current approved budget (para 3.1.3).

(iv) Approves retaining ownership of Lamb House Bridge and entering into a long lease agreement with North Dorset Railway Trust (Shillingstone Railway Project) upon terms to be agreed by the Director for the Environment and Economy (para 4.1.1).

(v) Approves the overall revised estimates and cash flows for projects as summarised and detailed in appendices 1 and 2 (para 8.2)

(vi) Notes the compensation settlement in respect of the Weymouth Relief Road (para 4.2.4)

(vii) Notes the emerging issues for each asset class.

Reason for A well-managed Council ensures that the best use is made of its Recommendation assets in terms of optimising service benefit, minimising environmental impact and maximising financial return.

Appendices Appendix 1 Financial Summary and Capital Control Totals Appendix 2 Financial Summary of Approved Capital Projects

Background Papers The Property Asset Management Plan 2012-15 The Highways Asset Management Plan (Vol. 1/Vol. 2)

Officer Contact Name: Peter Scarlett, Estate & Assets Manager Tel: (01305) 221940 Email: P.Scarlett @dorsetcc.gov.uk

Name: Cyril Loveridge, Capital Programme Manager Tel: (01305) 225287 Email: c.p.loveridge @dorsetcc.gov.uk

Name: Tony Diaz, Finance Manager Tel: (01305) 224950 Email: [email protected]

Page 4 – Quarterly Asset Management Report (QAMR) 1 Background

1.1 This report provides an update on progress in achieving the County Council’s Asset Management objectives, including property asset reduction and rationalisation. It also seeks approval for a number of transactions and project matters.

1.2 This report covers all the County Council’s asset classes: Property, Highways, ICT, Fleet and Waste (via DWP).

2 Assets / Whole authority performance

2.1 The County Council’s new Asset Management Plan will have a key target to halve the running costs of the non-schools property estate by March 2020. In order to achieve this, the authority will need to realign the estate along the lines of the baseline property portfolio concept which the Cabinet approved in November 2013. This entails developing a more flexible property estate, with services being delivered from strategic hubs, located in areas where there is an identified need. The County Council also proposes to roll out flexible working in its offices across the county which will enable it to significantly reduce the amount of floor space that it occupies. The County Hall master plan business case has demonstrated that by reconfiguring the accommodation within County Hall, it would be possible to accommodate a further 470 staff, enabling the County Council to yield up 5,100 sq m of office space in and around Dorchester, with a cost saving of £513,000 per annum.

2.2 The previous Asset Management Plan had a target to reduce the gross area of the estate by 25% by March 2015. Progress towards that target is highlighted in the flow chart below.

Anticipated Percentage Reduction in Floor Area of Estate

30.00%

25.00%

20.00%

15.00%

10.00% PercentageReduction

5.00%

0.00%

0 1 2 2 3 3 4 5 5 6 1 1 -12 -1 -1 1 -1 -14 -1 1 -1 t- n n t- b n t- b c ct-11 u ct c e ct c ct-16 O Feb-11 Jun- O Feb-1 J O Feb-13 Ju O F Jun-14 O Feb-15 Ju O Fe Jun-16 O Date

Page 5 – Quarterly Asset Management Report (QAMR) 2.3 Taking into account those assets declared surplus and committed to Dorset Development Partnership, it can be seen that the County Council has to date only been able to achieve three fifths of this target and it is likely to take until October 2016 to reach the 25% level. Consequently there needs to be a complete change in mindset if more challenging revenue reduction targets are to be achieved. This will entail service directorates working closely with the Estates team to identify how best to reduce their properties needs, based upon greater sharing of premises between the services, along the lines of the hub model. It will also be important to consult with local communities to identify their service needs and if property is essential to seek to tailor a solution that accords with those needs. The new Asset Management Plan will be presented to the Cabinet in March 2015.

3 Dorset Property Asset Management

3.1 Approvals

3.1.1 North Dorset Business Park Management Company

(a) The County Council and the Homes and Communities Agency are joint owners of 12.5 acres of land at North Dorset Business Park, which is located on the A357, just outside Sturminster Newton. The plots are currently being marketed on 999 year leases. It is usual practice when setting up a business park to create a limited liability management company into which the freehold interest of the common areas and the plots that have been sold off are vested. The company would then be responsible for appointing a managing agent to oversee the management of the business park and each lessee on the park would own a share in this management company.

(b) In order to set up the management company, the County Council has been asked to nominate one, or preferably two, persons to act as directors. These posts will be nominal, with no remuneration, and will cease once the County Council has disposed of all its land at the business park, or when other shareholders are willing to take on the roles.

(c) The Cabinet is requested to approve the creation of a limited liability company for the management of North Dorset Business Park, the appointment of up to two officers as Director(s) of this company and for the common areas at North Dorset Business Park, and the freehold interest of plots that have been disposed of on long leases to be vested into this company (Recommendation (i)).

3.1.2 Weymouth Recovery Hub – grant administration and payment

(a) In February 2014, Bournemouth Churches Housing Association (BCHA) submitted a bid to Public Health England (PHE) as part of a national competition for capital funding to support the recovery of those with substance misuse issues. For bids to be considered, it was required that the upper-tier authority reviews any proposals and confirms their fit with local needs assessment and strategic priorities. The bid opportunity was notified to local providers but only BCHA expressed an interest and went on to submit a bid.

(b) The proposal for a 'Recovery Hub' in Weymouth was considered to be appropriate for the challenges we face in Dorset, particularly in relation to fostering recovery amongst service users who have been engaged in treatment for sustained periods of time. Support on employment, education, training, housing and health would all be provided in the venue, alongside recovery-oriented treatment including mutual aid meetings.

Page 6 – Quarterly Asset Management Report (QAMR) (c) Given there was only a short timescale in which to develop and submit bids (approximately four weeks) BCHA's proposal was approved by the Cabinet member with responsibility for Public Health and Community, the Director of Adult & Community Services, and the Chief Financial Officer. BCHA and were notified in March 2014 that the bid had been successful, and so as part of the funding process established by PHE, Dorset County Council currently holds the £620,000 capital grant funding prior to it being transferred to BCHA once an appropriate property has been found. Dorset County Council is the accountable body for the grant.

(d) Using this funding from PHE, it is proposed that Dorset County Council enters into negotiations with BCHA with a view to BCHA procuring a property and developing it to meet identified need. BCHA will undertake to make the property available and flexible to meet the needs of local substance misuse services as identified by Dorset County Council for a period of ten years. At the end of this period, use of the resource will be at the discretion of BCHA and Dorset County Council will have no further involvement unless otherwise agreed at this point.

(e) Services will operate from the Recovery Hub largely under their existing contractual requirements, whether Job Centre Plus, for example, or local treatment providers. In addition, revenue funding has been allocated from the established substance misuse budget within Dorset County Council to support the coordination and supervision of the facility as well as maintenance and repair costs.

(f) To ensure that the project moves forward and is appropriately managed, officers will take the following steps: • Dorset County Council officers to discuss with local stakeholders the development of the project and potential locations for the Hub • Dorset County Council officers to work closely with BCHA in identifying a property and planning redesign within the £620k capital grant funding available • Acceptance by Property Management Group (PMG) of business plan for the Recovery Hub to be developed by BCHA in partnership with Dorset County Council officers • Charge to be placed on the property by Dorset County Council for the first 10 years to ensure funds can be repaid if project fails to meet the objectives outlined by Public Health

(g) The Cabinet is requested to approve that the administration and payment of the grant funding allocated for a Weymouth Recovery Hub be delegated to the Director for Adult and Community Services in line with grant conditions including authorisation to take an option to secure a suitable property or provide grant funding to BCHA to acquire a suitable property for the recovery hub on terms to be agreed by the Director for the Environment and Economy and the Chief Financial Officer. (Recommendation (ii))

3.1.3 Purbeck Schools Reorganisation Programme – budget increase

(a) On 19 March 2014 the Cabinet approved ‘Commit to Invest’ in Bere Regis Primary School, with a budget of £5.009m, as part of the Purbeck Schools Reorganisation Programme.

(b) This particular school is the last element of the Purbeck Schools Reorganisation Programme. It could not be afforded at the commencement of the programme, but through prudent management of the programme including significant under-spend of Optimism Bias (OB) reserves, it became affordable as the programme progressed.

(c) When the commit to invest decision was taken in March approximately £4m of unused OB from the programme was available towards the £5.009m budget for Bere Regis; and based on a continuing trend of OB under-spend there was every expectation that the whole project cost would be affordable within the approved programme budget.

Page 7 – Quarterly Asset Management Report (QAMR) (d) Regrettably, as the programme has progressed further, the trend in OB under-spend has altered for the worse, largely through significant increases in tender inflation, but also because of above trend OB draw downs on the Lulworth Primary School Project and a few of the Diocesan projects.

(e) As a result, there is now a heightened risk that the overall Purbeck Schools Reorganisation Programme approved budget (currently £39.282m) will be exceeded. Due to uncertainties around tender inflation on the Lulworth and Bere Regis Primary Schools (which are yet to be tendered) the potential level of programme budget overspend is not entirely clear but is estimated to be up to £750k, including projected allowance for future OB draw downs. The project teams will continue to minimise the costs.

(f) Should overspend occur, the overall programme should still be seen as a success, as savings against the originally scoped projects are still considerable and the £5.009m Bere Regis Primary school (not originally within the scope of the budget) will be delivered within a relatively small programme budget overspend.

(g) The Cabinet are requested to approve delegation of authority to the Director for Children’s Services in consultation with the Cabinet Member for Education and Communication and the Chief Financial Officer to over-commit the current budget should it become unavoidable, but on the understanding that everything practicable will be done to contain costs within the current approved budget (Recommendation (iii)) .

3.2 Significant emerging issues – to note

3.2.1 Planning permission granted for three new schools

(a) On 23 October 2014 the Regulatory Committee approved the grant of planning permission for: • Damers First School, Poundbury, Dorchester • Lulworth Primary School, Lulworth • Bere Regis Primary School, Bere Regis

3.2.2 Renewable Energy on County Council Buildings

(a) As part of Dorset Property's 'REACT' project, plans are being put in place to install PV panels on a number of County Council buildings, including County Hall and Dorset History Centre. This 'Invest to Save' project received the backing of Environment Overview Committee on 4 September 2014.

3.2.3 Blandford School 3G Artificial Grass Pitch – Project completion

(a) The Artificial Grass Pitch Project (£1m) at Blandford School was substantially completed on 12 November 2014 - on time and on budget. The school are reported to be delighted with their new facility and the service provided by Children’s Services and Dorset Property.

3.2.4 Dorset History Centre (DHC) Capital Project

(a) The Joint Archives Advisory Board met on Friday 14 November and considered a report from the County Archivist entitled 'Dorset History Centre (DHC) Capital Project: Future Accommodation and Service Delivery'. The report: • Covered the anticipated schedule of any Heritage Lottery Fund (HLF) application • Estimated costs and match funding requirements together with outcomes and key risks

Page 8 – Quarterly Asset Management Report (QAMR) (b) The report received 'in principle' support from the Board subject to a full consideration of a business case. A visioning event for Board members is scheduled for January 2015 where the project and its outcomes will be more fully examined. This will help to inform a fuller business case and in turn an approach to HLF, should the project be approved to proceed.

3.2.5 Corfe Castle Primary School – Design Award

(a) The new school hall at Corfe Castle Primary School, part of the Purbeck Schools Reorganisation Programme and designed and delivered by Dorset Property, has been awarded the Society of Construction and Architecture in Local Authorities (SCALA) ‘Civic Building of the Year 2014’, in the small project category. This is the most prestigious building design award in the public sector.

4 Highways Asset Management

4.1 Approvals

4.1.1 Lamb House Bridge

(a) The redundant railway arch structure over the highway at Shillingstone was assessed as being in poor structural condition. The whole life cost analysis demonstrated that demolition would be by far the most economic option when compared to repair options. The published demolition notice was met with a large number of objections.

(b) On 30 October 2014 The North Dorset Railway Trust (Shillingstone Railway Project) came forward with an offer from a private sponsor to purchase the bridge for a nominal sum and undertake the essential repairs. On 19 November DCC engineers met with the private sponsor, a structural engineer, and discussed the extent of repairs. The discussion was positive and the sponsorship confirmed.

(c) The Cabinet is requested to approve retaining ownership of the structure and entering into a long lease agreement with North Dorset Railway Trust (Shillingstone Railway Project) upon terms to be agreed by the Director for the Environment and Economy (Recommendation (iv)).

(d) This will ensure that the structure is maintained by others to the standard required by the highway authority and in the event of the leaseholder defaulting on the lease DCC will retain control of the site

4.2 Significant emerging Issues – to note

4.2.1 Dorchester Transport and Environmental Plan (DTEP)

(a) On 3 September Cabinet resolved that “elements of DTEP that include the deferred maintenance and improvement works plus some environmental enhancements, but excluding one-way traffic in the high street is to be progressed; and this should be referred to Asset Management Group for assessment as a high priority against other priorities for capital investment”.

(b) The matter was considered by the Asset Management Group on 24 September 2014 which approved funding of £3.911 million for works at: Great Western Cross, Top o’ Town, High Street/Trinity Street, South Gate, South Street, Maumbury Cross and Damers Road/Williams Avenue. The approved funding assumed that this would include £1 million in developer contributions and £500,000 contribution from District Council for finishes to improve the public realm.

Page 9 – Quarterly Asset Management Report (QAMR) (c) An October 2014 report on the revised scheme content has been provided to the Local Member Led Working Group to agree the prioritisation of the eight scheme elements. The works will now be delivered over the next 4-5 years to avoid excessive disruption in the town at any one time.

4.2.2 Springfield Distributor Road Update

(a) Objections to the planning application have been received and although most can be dealt with under delegated powers, legal advice is that there is at least one which must be reported to committee. It is on the agenda for the Regulatory Committee which next sits on 27 November 2014.

(b) To allow the Springfield Distributor Road scheme to progress, a badger sett on the route on the new road had to be relocated.

(c) The planning permission had to be in place before 10 November if the badgers were to be excluded from the natural sett for three weeks prior to destroying it by the end November. Our application to Natural England for an exclusion licence has now been deferred until 1 July 2015. DCC's Natural Environment team are to clear undergrowth and install motion detection cameras in the hope to prove the sett is no longer occupied (in which case an exclusion licence from Natural England should not be required).

(d) The sale of number 17 Springfield Road is still ongoing but the legal process is not yet completed. At a meeting with the frontagers, the local members agreed to investigate alternative road alignments. If a new alignment is chosen, the land requirements are also likely to change. As a consequence the land acquisition process has stalled for the moment.

(e) The Private Street Works process has also been put on hold while alternative road alignments are investigated. It may become necessary to seek a new resolution as the scheme plan is one of the documents that must be approved by formal resolution (along with the specification, estimate and provisional apportionment).

4.2.3 Dinah’s Hollow

(a) Consultants commissioned to investigate the landslips that occur on the C13 at Dinah’s Hollow Melbury Abbas have reported that the consequences of a significant landslip could be very serious and the road has been closed as a precaution. The diversion route around the closure is via the A350 and this has triggered great concern amongst communities along the A350 and highlighted the significant lack of resilience in the network, as any major problems on the A350 during the period of the C13 closure caused severe disruption due to the lack of suitable alternative routes.

(b) The structures team has been working with framework consultant Parsons Brinckerhoff and full topographic, ecological, tree and geological surveys have been carried out. The consultant has produced an options report considering alternatives to enable the road to be safely re-opened without improvement to width or alignment. The recommended option comprises soil nailing techniques with suitable facings which can be ‘re-vegetated’ to minimise any visual impact.

(c) Also, there have been a number of incidents of large soft rocks falling from the rock face below Melbury Abbas Church, rolling down the slope and coming to rest on the C13. An options report has been prepared, recommending that the rock face be re-graded to a slope angle of 45 degrees or less and that drainage be installed at the base of the rock face.

Page 10 – Quarterly Asset Management Report (QAMR) (d) Due to the closure, the minor road network now has to cater for large volumes of traffic ‘rat running’ around the road closure. Restorative work will be required to bring these roads up to a pre-closure condition. It is therefore recommended that provision is made in the overall scheme costs for this work.

(e) The current estimated costs are; Dinahs Hollow Slope Stabilisation £3.560m Melbury Abbas Church Slope Stabilisation £0.085m Restorative Costs to Road Network £0.350m ------Total Scheme Cost £4.000 million

4.2.4 Weymouth Relief Road - Compensation Settlement

(a) Terms have now been agreed in relation to the compulsory acquisition of a plot of land required for the construction of the Weymouth Relief Road. The acquisition included 16.34 ha of agricultural land and a farm house. In addition to the compulsory acquisition, the claim also included compensation for injurious affection to retained land which has been re- profiled as well as to commercial property which has been reduced in value as a result of the scheme. The value of the settlement is in the order of £950,000 which is within the budget allowance.

(b) The Cabinet is requested to note this settlement.

5 ICT Asset Management

5.1 Approvals

5.1.1 Nothing to report

5.2 Significant emerging issues – to note

5.2.1 The Smarter Computing Programme

(a) The Smarter Computing Programme, supporting the ‘Way We Work’ Forward Together transformation by delivering new ICT capabilities to support flexible working, has gone into exception. An 18 working day delay has been encountered in getting to a key milestone – ‘sign-off of the Proof of Concept’. Within this stage this is at an additional commitment of £18,900, although some of the works have been brought forward from later call-down contracts yet to be placed within the overall programme and reflect a change in profile of the programme spending. The over-commitment is in the context of a programme with an indicative budget of £3.4m.

(b) The delay has been caused by a number of tasks which have taken longer than anticipated to complete: high-level design, disaster recovery requirements and design, user profiling and determining which technologies to use and the implications on cost.

(c) The impact of this delay are summarised below: i. Completion of the Smarter Computing programme will extend beyond the end of March 2015, delaying the wholesale availability of the new capabilities to support the ‘Way We Work’ transformations. ii. We need to consider whether mitigation activities are required to ensure we retain compliance to use the Public Sector Network (secure network services). iii. The delayed Smarter Computing Infrastructure will delay elements of the project to implement SharePoint to provide more flexible access to and sharing of information, and collaboration tools. The impact, and any potential mitigations, are being reviewed by the SharePoint project team. Page 11 – Quarterly Asset Management Report (QAMR)

6 Fleet Asset Management

6.1 Approvals

6.1.1 Nothing to report

6.2 Significant emerging issues

6.2.1 Nothing to report

7 Waste Asset Management

7.1 Approvals

7.1.1 Nothing to report

7.2 Significant emerging issues – to note

7.2.1 Bridport Waste Management Centre

(a) Works continue with the construction of the waste management centre with the main transfer barn beginning to emerge from the ground. Whilst construction progresses detailed discussions continue with contractors on savings with various elements of the design and build to reduce the cost of the scheme.

(b) Following continued detailed discussions with the Highways Agency, calculations for commuted maintenance of all new infrastructures that will be constructed on the trunk road has been calculated. The Dorset Waste Partnership were aware commuted sums would be payable but assumed the amounts payable would be small and in line with the 20 year commuted maintenance period calculated by Dorset Highways.

(c) The Highways Agency’s commuted maintenance period is 60 years and their calculations indicate that the sum payable is £790,000, payable on completion of the works. This sum has significant implications on the budget and would result in an overspend of £600,000.

(d) The design team is currently looking at options to reduce the level of infrastructure required to support the traffic signal junction and has requested clarification on the 60 year period and a breakdown of the calculation. Negotiations on reducing the maintenance sum payable will be reported to a future meeting.

7.2.2 Blandford Waste Management Centre

(a) Following many years of negotiation, SITA have stated that they are willing, subject to SITA Board approval, to sell the freehold of the Blandford Waste Management Centre.

(b) SITA Board has yet to approve the sale.

8 Financial Performance

8.1 Financial Summary and Capital Control Totals

(a) The overall financial position is summarised in Appendix 1. In summary, over the next three years the total sum now available is £11.183m up to the end of 2017-18.

Page 12 – Quarterly Asset Management Report (QAMR) 8.2 Executive Summary of Approved Projects, including significant changes

(a) Details of approved schemes are set out in Appendix 2. The schemes where project costs exceed their budgets by more than 5% are shown with a 

(b) The Cabinet are requested to approve the overall revised estimates and cash flows for projects as summarised and detailed in appendices 1 and 2 (Recommendation (v)).

Richard Bates Mike Harries Chief Financial Officer Director for Environment and the Economy

December 2014

Page 13 – Quarterly Asset Management Report (QAMR) APPENDIX 1

DCC CAPITAL PROGRAMME 2014-15 to 2017-18 : EXPENDITURE ESTIMATES (GROSS)

2014-15 2015-16 2016-17 2017-18

DIRECTORATE £'000 £'000 £'000 £'000

ENVIRONMENT 47,115 20,423 14,599 17,377

CHILDRENS 31,496 19,216 17,952 3,300

ADULT & COMMUNITY 2,496 2,679 1,535 285

CORPORATE RESOURCES 18,488 12,355 7,552 8,550

CABINET 4,206 5,195 585 350

DORSET WASTE PARTNERSHIP 6,481 9,239 1,790 0

VEHICLES 1,874 2,602 1,736 1,235

STRUCTURAL MAINTENANCE 8,183 8,510 8,260 8,010

TOTAL 120,339 80,219 54,009 39,107

Contingency re Risk Items 2,641 1,117 0 0

Remaining flexibility (to meet target) 0 0 868 10,315

Gross Predicted Capital Spend 122,980 81,336 54,877 49,422

Page 14 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

For start before 2014 -15

CHILDREN'S SERVICES

Completed projects awaiting final 40 14 26 0 0 0 0 ☺ account School Access Initiative Schemes 8,334 6,760 531 500 543 0 0 ☺ < £250k Christchurch Junior School (SAI 970 966 4 0 0 0 0 ☺ Project) STEPS Rebuild & WOEC 3,379 3,231 132 16 0 0 0 ☺ Refurbishment Woodroffe School Kitchen 886 764 61 61 0 0 0 ☺ Refurbishment Blandford School STP 1,025 110 855 60 0 0 0 ☺

Gross Expenditure 14,634 11,845 1,609 637 543 0 0

ENVIRONMENT

Weymouth Relief Road - Scheme 89,744 82,555 1,723 1,763 534 3,169 0 ☺ Costs Weymouth Showcase Project 5,050 4,860 190 0 0 0 0 ☺ The Weymouth Transport Package for the 2012 Games - Construction 9,757 9,516 241 0 0 0 0 ☺ Costs Verwood Distributor Rd - Land & 8,222 7,914 308 0 0 0 0 ☺ Works (net) Link Road 2,840 2,830 10 0 0 0 0 ☺ Railway Overbridge Parapet 230 83 85 62 0 0 0 ☺ Protection - Fees & Feasibility

Highway and Property Flooding 300 197 103 0 0 0 0 ☺ Access Improvements in South East 800 772 28 0 0 0 0 ☺ Dorset Bournemouth Airport Access 2,500 107 2,393 0 0 0 0 ☺ Improvements to existing B3073 A35 Burton Road Christchurch 1,311 1,271 40 0 0 0 0 ☺ Footbridge Replacement Dorchester Transport and 4,588 793 101 290 812 1,836 756 ☺ Environment Plan Newstead Road/Rodwell Trail Bridge 835 849 (14) 0 0 0 0 ☺

Visitor Centre at Durlston Castle 6,111 5,772 339 0 0 0 0 ☺

Network Traffic Control Centre 300 215 85 0 0 0 0 ☺ Re -signalling of the Wareham to 3,172 2,412 760 0 0 0 0 ☺ branch line Implementation of Waste Management Strategy - Bridport 900 900 0 0 0 0 0 ☺ HRC Phase 1 Implementation of Waste Management Strategy - Bridport 8,000 954 3,652 3,394 0 0 0 ☺ HRC Phase 2 (Order of Cost) Page 15 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

A3066 Beaminster Tunnel 2,576 2,396 180 0 0 0 0 ☺

Shaftesbury Traveller Site 1,099 931 168 0 0 0 0 ☺ Hardy's Birthplace Project at 1,119 338 675 106 0 0 0 ☺ Thorncombe Wood Gross Expenditure 149,454 125,665 11,067 5,615 1,346 5,005 756

ADULT AND COMMUNITY

Completed projects awaiting final 172 81 47 44 0 0 0 ☺ account Christchurch Library Redevelopment 2,113 1,937 176 0 0 0 0 ☺ - Ph 2 Dorchester Library & Adult Learning 1,553 896 607 50 0 0 0 ☺ Centre - Fitting out etc. Gross Expenditure 3,838 2,914 830 94 0 0 0

CORPORATE RESOURCES

Dorset Public Sector Network 3,453 3,422 31 0 0 0 0 ☺

Superfast Broadband Project 33,066 465 10,863 9,782 4,979 6,977 0 ☺

Gross Expenditure 36,519 3,887 10,894 9,782 4,979 6,977 0

CABINET

Disabled Access to Public Buildings 1,426 1,306 120 0 0 0 0 ☺ - (Phase 2) Monkton Park Co-location Bid 3,124 2,976 148 0 0 0 0 ☺ Gross Expenditure 4,550 4,282 268 0 0 0 0

Total Pre 2014-15 Starts 208,995 148,593 24,668 16,128 6,868 11,982 756

For starts in 2014 -15 and later

CHILDRENS

Leeson House - DDA Works 600 6 544 50 0 0 0 ☺ Implementation of Replacement Childrens Social Care System 2,000 0 250 1,000 750 0 0 ☺ (RAISE) Schools Access Initiatives (SAI) 400 0 0 0 400 0 0 ☺

APT Projects 1,600 400 300 300 300 300 ☺

Carry forward balance (238) (238) Page 16 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Gross Expenditure 4,362 6 956 1,350 1,450 300 300

ENVIRONMENT

Local Transport Plan ( Integrated 13,927 5,669 3,041 3,049 2,168 ☺ Transport ) Corporate top up 111 111 0 0 0

Less MFC Efficiency Savings (120) (30) (30) (30) (30)

811 811 0 0 0 Carry forward balance Local Transport Plan Maintenance 44,191 19,105 8,362 8,362 8,362 ☺ Less MFC Efficiency Savings (1,360) (340) (340) (340) (340)

Carry forward balance 127 127 0 0 0

Local Transport Plan Bridge 7,735 2,040 2,015 1,840 1,840 ☺ Maintenance Carry forward balance 441 441 Purbeck Transport Strategy 500 493 7 0 0 0 0 ☺ Schemes Springfield Distributor Road, 2,090 388 1,702 0 0 0 0 ☺ Verwood Coastal Stabilisation 4,270 0 4,270 0 0 0 0 ☺ Implementation of Waste Management Strategy - Blandford 1,060 58 1,002 0 0 0 0 ☺ HRC Phase 1

Hayward Main Bridge 1,548 0 160 1,388 0 0 0 ☺

Salt Barn - Charminster Depot 390 0 390 0 0 0 0 ☺

APT Projects 1,900 412 372 372 372 372 ☺

Carry forward balance 171 171 0 0

Gross Expenditure 77,792 939 36,048 14,808 13,253 12,372 372

ADULT AND COMMUNITY

Implementation of Replacement 3,000 0 250 1,500 1,250 0 0 ☺ Adult Social Care System (AIS) Implementation of Replacement 1,200 0 400 800 0 0 0 ☺ Library Management System

Adults APT Projects 1,250 250 250 250 250 250 ☺ 643 643 0 0 0 0 Carry forward balance Libraries APT Projects 175 35 35 35 35 35 ☺

Carry forward balance 88 88 0 0 0 0

Gross Expenditure 6,356 0 1,666 2,585 1,535 285 285 Page 17 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

CORPORATE RESOURCES

ICT - Whole Authority business 3,160 3,071 89 0 0 0 0 ☺ change/infrastructure improvements Dorset Management Information 1,100 465 635 0 0 0 0 ☺ System for Children (DMISC) ICT - Whole Authority provision for business change, cost effectiveness 4,000 0 2,000 1,000 1,000 0 0 ☺ improvements & infrastructure maintenance through ICT APT Projects (County Buildings inc 675 135 135 135 135 135 ☺ Printing) 60 60 Carry forward balance APT Projects (ICT) 7,190 1,438 1,438 1,438 1,438 1,438 ☺ 3,237 3,237 Carry forward balance

Gross Expenditure 19,422 3,536 7,594 2,573 2,573 1,573 1,573

CABINET

Whole Authority provision for the removal of the property maintenance 1,561 0 1,561 0 0 0 0 ☺ backlog (Year 3 of 10 year plan) Bridport Hub 4,700 0 1,620 2,845 235 0 0 ☺

East Dorset Civic Centre 3,000 0 1,000 2,000 0 0 0 ☺ Assets and Workstyles Rollout ☺ 300 0 300 0 0 0 0 County Hall APT Projects 1,750 350 350 350 350 350 ☺

Carry forward balance 668 668 Gross Expenditure 11,979 0 5,499 5,195 585 350 350

DORSET WASTE PARTNERSHIP

Infrastructure, Containers and 28,275 10,765 6,481 9,239 1,790 0 0 ☺ Vehicles Gross Expenditure 28,275 10,765 6,481 9,239 1,790 0 0

Total 2014-15 (& Later) Starts 357,181 163,839 82,912 51,878 28,054 26,862 3,636

MODERNISING SCHOOLS PROGRAMME

Completed Projects awaiting Final 2,322 606 609 1107 0 0 0 ☺ Account Project Development Allowance 3,842 3,220 372 250 0 0 0 ☺ Page 18 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Chesil Cove Federation Replacement 9,421 8,180 1,011 230 0 0 0 ☺ Primary Pimperne Primary - Replacement 6,170 595 5,275 300 0 0 0 ☺ Queen Elizabeth School - 58,373 57,118 1,155 100 0 0 0  replacement Budmouth 6th Form 723 634 60 29 0 0 0 ☺

PURBECK SCHOOLS RE- ORGANISATION

Completed Projects awaiting Final 968 968 0 0 0 0 0 ☺ Account Stoborough 1,239 1,346 -107 0 0 0 0 ☺

Purbeck School - core works 7,663 5,466 1,852 345 0 0 0 ☺ St George's Primary Langton 2,822 3,014 (192) 0 0 0 0 ☺ Matravers Bovington 881 807 74 0 0 0 0 ☺

Winfrith Primary 404 323 36 45 0 0 0 ☺

St Mary's RC Primary Swanage 3,655 1,233 2,317 105 0 0 0 ☺

Wool Primary 566 632 -66 0 0 0 0 ☺

Swanage Primary 958 799 27 132 0 0 0 ☺

Corfe Castle Primary 1,403 1,211 142 50 0 0 0 ☺

The Lady St Mary Primary 156 113 25 18 0 0 0 ☺

Swanage St Mark's Primary 3,103 928 2,015 160 0 0 0 ☺

Lytchett Minster 3,200 1,975 1,025 200 0 0 0 ☺

St Mary's Catholic Primary Wool 612 651 (39) 0 0 0 0 ☺

Sandford St Martin 3,831 1,203 2,278 350 0 0 0 ☺

Lulworth Primary 2,885 24 1,163 1615 83 0 0 ☺

Bere Regis 5,009 0 700 3824 250 235 0 ☺ Purbeck Review not yet approved / (1,032) (1,032) ☺ OB released / Contingency

BASIC NEED PROJECTS

Completed projects 494 303 191 0 0 0 ☺

Contribution to Sandford St Martin 700 0 700 0 0 0 0 ☺

Manor Park First School 4,247 85 918 1438 1566 240 0 ☺ Page 19 – Quarterly Asset Management Report (QAMR) APPENDIX 2 ☺ Project being delivered within or on previously agreed budget and time  Project being delivered within 5% or £250k of previously agreed budget or time  Project not being delivered within 5% or £250k of previously agreed budget or time Total Before After Payments 2014-15 2014-15 2015-16 2016-17 2017-18 2017-18 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Christchurch Primary 6,787 2 448 3122 2912 303 0 ☺

Damers Replacement 10,730 0 500 7880 2150 200 0 ☺

Chickerell Primary 1,523 14 714 750 45 0 0 ☺

Burton Primary 1,730 0 640 1050 40 0 0 ☺

Contribution to Lytchett Minster 150 0 150 0 0 0 0 ☺ Christchurch School (Twynham) 1,200 0 565 550 85 0 0 ☺ school within a school Downlands 2,986 0 818 1990 178 0 0 ☺ Other Basic Need Projects not yet 17,028 (3,656) 6767 8306 2611 3000 ☺ approved

PRIMARY CAPITAL PROGRAMME

Puddletown CE VC First 5,297 4,703 294 300 0 0 0 ☺

Shillingstone CE VA Primary 2,051 2,051 0 0 0 0 0 ☺

ICT Projects at Portland & Blandford 840 822 18 0 0 0 0 ☺

14 - 19 PROJECTS / SEN PROJECTS

SEN Projects (Yewstock) 3,977 254 1183 2450 90 0 0 ☺

Beaucroft School (14-19 Provision) 987 928 59 0 0 0 0 ☺ The Grange Sports Hall (14-19 867 852 15 0 0 0 0 ☺ Provision) Other Schemes awaiting approval plus funding available or over (348) 7,380 (16,129) 432 (589) 0 ☺ committed

Modernising Schools Programme 19,298 28,931 17,229 15,959 3,000 Control Total Vehicles 1,874 2,602 1,736 1,235

Structural Maintenance Programme 11,528 8,183 8,510 8,260 8,010

TOTAL EXPENDITURE 604,256 309,243 121,900 80,219 54,009 39,107 6,636

TOTAL GRANTS / CONTRIBUTIONS (282,583) (157,123) (48,446) (30,201) (26,290) (20,268) (255)

TOTAL NET COST TO DCC 321,673 152,120 73,454 47,416 25,983 18,193 6,381