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East Ayrshire Council Cabinet

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EAST AYRSHIRE COUNCIL CABINET – 1 MAY 2019 ASSET MANAGEMENT FRAMEWORK AND CAPITAL REPORT Report by the Depute Chief Executive - Safer Communities PURPOSE OF THE REPORT 1. The purpose of the report is for cabinet to agree a new integrated Asset Management Framework and Capital Report that will underpin the development of future Capital Investment. BACKGROUND 2. As part of the Council’s Transformation Strategy the Property and Estate workstream identified the need to establish an overarching Asset Management Framework that draws together a number of important asset areas into a single framework to ensure effective management, improvement and long term investment for the Council’s Asset Base. 3. There is an increasingly high-profile focus on the way that assets are managed in the public sector and Government and public interest is currently high. Asset Management links to many Government policies aimed at achieving efficiencies, transforming public services, empowering communities, improving the transport infrastructure and addressing climate change. 4. The Local Government in Scotland Act (2003) provides the legal framework for both the Prudential Code and the Council’s arrangements in respect of Best Value. Under the Prudential Code, local authorities are authorised to make capital investments where it can be demonstrated that these investments are affordable, prudent and sustainable. 5. Scottish Local Authorities are required by regulation to have regard to the Prudential Code when carrying out their duties under Part 7 of the Local Government in Scotland Act 2003. The Prudential Code plays a principle role in capital finance as local authorities determine their own programmes for capital investment that are central to the ongoing delivery of quality public services. 6. The framework which the Prudential Code has established should support local strategic planning, local asset management and proper option appraisal. To achieve this the local authority is required to consider capital expenditure and investment plans against the overall strategic aims and available resources and ensure that decisions are made with due regard to the medium to longer term financial implications and potential risks to the organisation. 7. This Asset Management Framework and Capital Report, sets out the Council’s asset management priorities and Capital Investment Strategy for managing and modernising its assets, and importantly, how this approach is aligned to the wider strategic objectives of the Council and its Community Planning partners to address future risks and opportunities. ASSET MANGEMENT FRAMEWORK 8. Asset Management principles are well embedded across the council and are the basis of a number of service asset plans previously reported to cabinet and were set out as part of the asset strategy in 2009 along with the initial 10 year Capital investment Plan. 9. The vision for the Council assets is that ‘East Ayrshire has safe, sustainable and efficient assets that meet the needs of its existing and future users and communities’. The development of an Asset Management Framework will contribute to the achievement of this vision, and importantly will also help the Council achieve the objectives set out in our 2017- 2022 Transformation Strategy to maximise the outcomes and benefits of our capital and revenue spend. 10. It is recognised that effective asset management assists in the delivery of sustainable communities whilst providing value for money for the public purse. The Council has a strategic responsibility to ensure that all council’s physical assets remain fit for purpose and support services in delivering for our communities through ongoing support and strategic investment in our assets. 11. The strategic objectives of the Asset Management Framework are: To maintain and enhance a flexible portfolio of assets that are fit for purpose and will allow our people to deliver services in transformational and innovative ways; To review and rationalise the Council’s asset base as part of service redesign ensuring that their use continues to be efficient and effective and delivers best value. To use our assets in support of the Council’s wider aims recognising the value of partnership in a place based approach to facilitating community led regeneration. To ensure that our assets are subject to critical review and challenge, considering the outcomes and benefits along with whole life cost and long-term investment needs. To provide a clear rationale for future capital investment, building in financial and operational sustainability while working towards being carbon neutral. Managing, reporting and analysing asset information to ensure decisions are evidence based and can maximise the leveraging of new and extra funding. 12. Alternative delivery models, including partnerships with other public bodies, are now being used more regularly and are demonstrating different ways of achieving strategic objectives. The Council has extensive experience in developing assets in partnership with others and the need to strengthen and develop this approach is essential along with commitment from partners to further explore opportunities for shared use of assets and integrating future investment priorities, to maximise value for money. 13. The overall Framework aligns to a range of additional documents that provide more detailed information, priorities and operational plans on individual asset types and sets this within the strategic context. It also sets the wider asset management principles that establish the approach of effective asset management; Improve Asset Performance, Improve Asset Value, Effectively Manage Risk Enhance Growth and improvement Evidence Reliable Decision Making Grow Stakeholder confidence and reputation 14. The Framework therefore sets out the links between the strategic objectives of Asset Management to the aims of the Community Plan, the Transformation Strategy and the Council’s strategic priorities. There are 8 asset types included in the framework: 1. Housing Estate 2. Roads Infrastructure 3. Culture and Community Assets 4. Wellbeing, Sport and outdoor estate 5. Business Growth portfolio 6. Learning estate 7. Corporate estate 8. Transport Fleet 15. Within the report, information is provided on each of these asset types identifying vital investment aims for the asset type outlining current projects, progress achieved to date and future action areas. The framework also provides a clear structure of reports to Cabinet that set out the asset assessment, prioritisation and action plans across specific areas of the asset groups. 16. It is apparent there is a clear strategic and direct link between the asset groups and individual Community Planning themes and corporate priorities and these are reflected in the individual asset management plans. However more fundamentally our assets can demonstrate a greater crossover of use and facilitate a strong approach to partnership working. The development of integrated models of service is strongly evidenced across the Council’s estate therefore each asset type does not sit in isolation and should be used to mitigate future risks and develop new shared opportunities. 17. The above approach draws together a range of strategic aims and how all our assets should contribute to the wider organisational goals while setting clear objectives for the asset types. It recognises that across all Asset types a consistent and explicit approach connects our assets with the Community Planning themes, corporate priorities and future change agenda. 18. Meeting future change is critical where long term investment decisions are being made. The impact of climate change and requirements around future environmental legislation, the community empowerment legislation and community led regeneration will have considerable bearing on our asset planning. The Transformation Strategy, organisational change and in particular our workforce planning and future shape of digital transformation must inform and be informed by the decision making process around our physical assets. CAPITAL INVESTMENT PROGRAMME 19. The Council has invested in our assets over the past 10 years through the rolling 10 year Capital Investment programme with previous reports to Cabinet detailing that investment and the alignment of individual projects to the wider objectives to the Council. Over the past 10 years since 2009-2019 the council has invested over £549m with a further commitment outlined in this report for the next ten years of a further £482m giving a long term investment of over £1.031billion. 20. The Asset Management Framework builds on this successful delivery and brings it into an overarching strategic context for the current and future investment priorities, providing the Council with a clear link between our assets, ongoing capital investment and the strategic direction of the organisation. 21. As part of the development of the Asset Management Framework the existing capital investment plans have been incorporated into the Framework. The document also establishes the approach for future Capital Reports and the requirement for a Capital Investment Strategy. 22. The overall Capital investment levels within the Asset Management Framework align with Council’s Treasury Management Strategy that has previously been reported to Council on 28th March 2019. The 2019/20 Treasury Strategy Statement identifies that for the period between 2019/20 and 2022/23 the Council has a net financing or borrowing requirement of £273.421m. This includes
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