PGN 01 - Property & the Asset Planning System · Property Performance Improvement Scheme Property...
Transcript of PGN 01 - Property & the Asset Planning System · Property Performance Improvement Scheme Property...
PGN 01 - Property & the Asset Planning System
Metadata
Contents
Summary
The Asset Planning System
Funding
Value for Money (VFM)
Activities
Activities & Linkages
Responsibilities & Documents
Corporate Asset Management Planning (CAMPing)
Corporate Asset Management Plan (CAMP)
Service Asset Management Planning (SAMPing)
Service Property Strategies (SPSs)
Summary of Roles in the Asset Planning System
Components
Corporate Property Vision
Corporate Property Objectives
Service Property Visions
Service Property Objectives
Property Programmes
Property Performance Improvement Scheme
Property Processes
Type: Procedure
Doc No: PGN 01
Classification: Unclassified
Author:
Issuing body: Resources and Performance Board
Authoriser:
Team: Herts Property
Date created: 11 Jan 1999
Version date: 12 May 2010
Issue: Version 3
SO:
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Property Standards
Property Guidance Notes (PGNs)
Property Board
Property Panel
Capital Projects Officer Group (CPOG)
See whole procedure
Print procedure
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Summary
This guidance note provides an overview of the Asset Planning System.
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Please be aware that the guidance given below is under review and will be updated shortly. Should you require clarification or have a query please contact
Property is a valuable asset of the County Council and it is needed to house all our activities.
The cost of replacing our property portfolio in its existing condition is in excess of £2billion and there are large costs associated with purchasing, leasing and altering property for a new use. Disposals can release
large amounts of capital and save on revenue for reinvestment to improve service delivery.
The County Council has a substantial portfolio of property that it holds mainly for service delivery purposes (schools, day centres, fire stations, libraries etc). However, we also hold property in advance of need
(reserve sites, land for road improvements) and property being prepared for disposal. We also use a lot of property that we do not own to deliver services - often linked to new ways of delivering services.
In managing our property we have to:
be very careful about how property is managed and how decisions are taken about what to acquire, what to use and what to sell
be careful about how we implement our decisions and monitor our success
look at all the property we use and not just focus on the property we own
ensure that all the property we use to deliver services is appropriate at all times
The Strategic Asset Management Team within Property & Technology manages all this via the Service Property Priorities Review, which is refreshed annually and fully reviewed every two years.
Via this review process the County Council is taking a comprehensive approach to all aspects of its property use to ensure that it best meets the needs of its businesses in delivering high quality services to its
citizens. We continue to develop our approach to strategic asset management planning in response to the change needs of services due to both internal and external factors.
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The Asset Planning SystemThe Asset Planning System is a corporate framework for property decision-making and implementation. Its purpose is to ensure that the council makes the best use of property assets by taking sound business
decisions about the investment of new and existing resources in property and by implementing the decisions effectively.
Business decisions about improving service delivery, including the decisions about the resources needed to achieve them, are taken both corporately and by services. As the ways in which we deliver services
undergo continual change so do our property requirements. Decisions on property and other resources flow from our corporate and service business decisions. As a result, a property solution has to be the best
available within the best business solution. The Asset Planning System is intended to deliver these solutions.
The system can be described in four different ways - in terms of activities and linkages, in terms of responsibilities and documents, in terms of components and in terms of performance. The first three
descriptions are summarised in this section with more detail later in this guidance note. The Corporate Asset Management Plan describes the performance of the property portfolio, the property processes and the
property services.
Looked at in terms of activities the Asset Planning System links together decisions about the three groups of activities associated with property. These are set out below.
The attached diagram below shows how these activities link inside and outside the Asset Planning System. A more detailed description is given in Activities and Linkages.
The system can also be described by Responsibilities and Documents. It can be seen as combining two complementary strands:
Corporate Asset Management Planning
Service Asset Management Planning
Corporate Asset Management Planning is carried out by Hertfordshire Property and is represented by the Corporate Asset Management Plan (CAMP). This strand focuses on overall direction, overall performance
and cross-service issues. The CAMP sets out the corporate approach to property, the performance in achieving the council's corporate property objectives and the actions to be taken to achieve further
improvement.
Service Asset Management Planning is carried out by individual services and is represented by the Service Property Strategies (SPSs). This strand focuses on service direction, service property performance and
service specific issues. SPSs contain the service approach to property, its service property objectives, an assessment of its existing property and its actions to improve the appropriateness of the portfolio it uses.
Activities
Activity Description
Taking
property
into use
Acquisition in its widest possible sense - any
way in which the council gets to use property
which is appropriate for service delivery. This
includes purchase, lease, licence, hiring,
nomination rights, use of other people's homes
or the adaptation and improvement of existing
council property.
Using
propertyActive use of property for service delivery.
Taking
property
out from
use
Redeployment of inappropriate property or the
resources invested or associated with it. This
includes short and long-term re-use or
disposal. Capital receipts or released revenue
are re-invested in property or other aspects of
service delivery.
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The two strands are described in more deail in Responsibilities and Documents together with the roles of the people involved.
The system can also be seen in terms of its eleven components which work together to ensure that sound decisions are made and implemented. The components in the first column in the table provide direction
and actions to meet that direction. Those in the second column support the action. The components are described in more detail in Components.
The attached diagram below shows how the components link inside the Asset Planning System.
Whichever description is used, the Asset Planning System provides the County Council with a means of ensuring that property makes its contribution to delivering good quality services to the citizens of
Hertfordshire.
Diagram Components (MS Word 29KB)
Asset Planning System (MS Word 31KB)
Components
Corporate Property
VisionProperty Processes
Corporate Property
ObjectivesProperty Standards
Service Property
Visions
Property Improvement
Management Scheme
Service Property
ObjectivesProperty Guidance Notes
Property Programmes Property Board
Property Panel
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FundingThe ways in which the council can fund the property element of service delivery continues to change. The traditional route of the capital programme now represents a smaller part than it did in previous years.
Competitive bidding has emerged as a way of allocating resources by central government and new ideas continue to emerge. The latest is the Single Capital Pot from which resources will be allocated by central
government on a combination of formula and performance. The information generated by the Asset Planning System, and in particular Service Asset Management Planning, helps in the preparation of bids to the
available sources.
Funding (or the actual property itself, in some cases) is possible from various sources.
In addition, there is the recycling of the capital already invested in the council's property. This is a fundamental part of the Asset Planning System and continues to make a substantial contribution to the county
council's resources. With the introduction of the capital finance regulations (and their predecessors) attention has moved from achieving gross capital receipts to achieving "usable" receipts. Receipt targets have
changed accordingly. Previously, if a capital receipt was not handled under the capital finance regulations then half of it had to be put to debt redemption. Recycling receipts - normally within a particular service -
allowed up to 100 per cent of the receipt to be reused. This increased the benefits that could be gained by the council from a particular sale. The percentage to be put to debt redemption was re-set to zero in
1998. This has released more funds from sales for investment in service delivery.
The capital strategy covers the general funding situation and the council's approach in more detail.
Funding Sources
Gift (now rare)County Council
funds
European
structural funds
Capital challengeEnglish
partnerships
Single
regeneration
budget
National LotteryPlanning
obligations
Bartering of
sites/buildings
TrustsSupplemental
credit approvals
PFI/public private
partnership
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Value for Money (VFM)Achieving VFM is relevant to the performance of the property portfolio, the property processes and the property services. At the highest level, value for money is achieved through Best Value reviews and the
identification of change following the monitoring of performance. At more detailed levels it is achieved by a variety of means. At whichever level VFM is being considered it must be done from the very start of any
change, because that is the time when biggest decisions are being taken with the biggest impact on the final outcome.
The achievement of the three Corporate Property Objectives represents achievement of value for money in relation to property, but VFM must be defined in the context of what we are trying to achieve as an
organisation. In some cases, seeking VFM solely in relation to property may not achieve VFM for the wider project to which it is contributing.
The council's approach to property is intended to achieve VFM in business and property terms.
Value for Money
SubjectExamples of the means of
achieving value for money
Property portfolio
Clarity of purpose
Use of standards
Use of standardised building
components
Review of standards and
standardisation
Ensuring property is
appropriate in terms of:
- condition
- sufficiency
- environmental impact
- suitability
- costs
Property processes
Effective processes for:
- acquiring or improving
assets
- reviewing assets from
service and corporate
perspectives
- releasing surplus assets
Appropriate techniques and
tools
Documentation and training
Property Services
Open comparison/
competition
Effective contract
management
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ActivitiesThe diagram under Asset Planning System is a simple illustration of how the activities in the Asset Planning System fit together and how they interlink with activities for other assets.
In reality things are not as simple.
Decisions about acquiring, using and releasing property are often taken together as part of a larger business project to change the nature of the service being delivered. Many other decisions will also be taken in
respect of other assets or resources.
A more complex diagram is attached below that shows how the changes to property may occur to meet new business requirements.
This part of the guidance note describes how the activities and Property Processes fit together.
Linkages (MS Word 56KB)
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Activities & LinkagesDirect Service Use Property
Each department uses a portfolio of property to deliver its services. This is the whole point of property at the council.
Use can be achieved in many different ways.
Ways of achieving use:
Freeholds (ownership) - including adaptations and improvements to existing council property
Leaseholds - including adaptations and improvements to existing council property
Licences
Hirings
Nomination rights
Care and other contracts
Using homes of clients or staff
At any given point in time more property is in use than is subject to change. Whilst the property remains appropriate for the delivery of service the normal management activities are carried out. Strategic
management is carried out by the service with estate management issues (rent reviews, repair & maintenance etc) implemented by the property consultants. Day to day management rests with the apppropriate
establishment. Hertfordshire Property carries out strategic management of Offices and the Operational Housing Pool. Day to day management of the Offices rests with the property consultants and for the
Operational Housing Pool it is with Aldwyck Housing Association.
It is necessary to ensure that property performs in the way intended. Costs and occupancy are monitored annually and periodic reviews are carried out to ensure that the buildings and their use meet current
standards and allow the achievement of the current service vision.
Change and decisions
Changes to a service may result in the need or change to the property used to deliver the service. Business change can occur for many reasons. A particular change may affect just one service or several of
them.
In addition, change may be specifically related to property.
Possible causes of business change
External Demographics Lifestyle
Central government
initiatives
Legislation /
regulation
Economy Technology
Council
wideThe Hertfordshire Promises
Resource
strategies
Corporate themes
ServiceChanging customer focus
and demands
Best value reviews
Service specific legislation /
regulation
Plans approved by
Cabinet
Service specific central
government initiatives
Service ISO14001
or EMAS
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Possible causes of property change
Deterioration
Accident (fire, vehicular damage, vandalism, etc)
A review of service property through a Service Property Strategy
Corporate Property review recommendations
Changes in legislation and regulation
Singular occurrences (e.g. lease expiry)
The Priorities and Actions from the Service Property Strategies provide information on needs and changes to property - where they no longer meet standards (either because the standards have changed or the
property has changed). In addition, this information can be used to bid for surplus property to meet the needs. The recommendations from Corporate Property Review will result in the possible need for change to
property currently in service use, because of factors external to that service.
If a change in circumstances occurs to the business or the property and as a result the property is no longer appropriate then decisions have to be made about how to respond. These decisions may be part of a
larger piece of work about the direction of the service, but this note concentrates on the property aspects. Services - with support from Hertfordshire Property and the property consultants - identify the most
appropriate way forward. There are several types of decisions available. More than one type of decision may be taken in response to a change.
Decision Types
Do nothing
Invest capital or revenue Repair & maintenance
Improvements to existing
property
Adaptations to existing
property
New build
Freeholds or leaseholds
Property PPP/PFI scheme
Secure 'use' of other
property for service deliveryLicences
Hirings
Nomination rights
Clients or staff homes
Care or other contracts
Release from the service
Sell or recycle the capital
and/or revenue back into
property
Sell and use the capital
and/or revenue for other
projects
Let
Hold in advance of need
Hold for good estate
management
Re-use by another service
(Release property and)
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Do nothing is always an option. There will be circumstances in which this is adopted as the solution, because there is no alternative or the other options are not cost-effective or affordable. In selecting this
option the council will have accepted that it will continue to use property which is not appropriate for delivering services and accepted the detrimental impact on the service. Not using property must be considered
as an option (although strictly speaking every human activity has to take place somewhere).
Some of the Secure 'use' of other property decisions will be linked to high level business decisions about how a service will be procured including provision by other parties. In some of these cases property is
made available indirectly, but the council must still be sure that the property from which the public is being served is appropriate. Performance measurement and/or contract terms will help with this.
Decisions have to be made based on thoroughly developed business cases. For disposals and purchases they are called Property Policy reports.
Implementation
Depending on the number and types of decisions that are made one or more of the Property Processes may be used:
Decisions linked to PPP/ PFI solutions will follow the PPP/PFI process. This is not exclusively a property process.
The diagram shows the different stages which each of the processes must go through to ensure that the decisions are properly implemented. The result of the Project, Programme and Purchase Processes will be
property for use by the service that meets or better meets the needs of the service. The results of the Redeployment Process are more varied and are described in the next sub-section.
Services, Hertfordshire Property and the property consultants are all involved in implementing the decisions and have specific role in each of the processes.
Redeployment Process
All decisions and redeployment are undertaken corporately.
If the decision is to redeploy a property by re-using it to meet a service requirement then it returns to being Direct Service Use property.
If the decision is to redeploy property by re-using the capital to meet a service requirement for a different property under the capital finance regulations then the capital is made available to the service outside of
the Capital Programme Review Process.
If the decision is to release 'used' property then it is returned to the owner under the terms of the occupation.
If the decision is to redeploy property by leasing to an external organisation then the property consultants are instructed to agree terms. In these cases the property will remain Corporately Managed Property.
If the decision is to redeploy property by re-using the capital against corporate priorities then the property is sold and the capital is made available via the Capital Programme Review Process. Some of the
invest in primarily non-
property business solutions
Decisions
Decision Type Property Process
Adaptations, improvements and
new buildProject Processes
Repair and maintenanceProgramme
Processes
Freeholds and leaseholds Purchase Process
Sell, let, hold in advance of need,
re-use
Redeployment
Process
'Use' of other property No single process
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resources may be invested in non-property projects.
If a service decides to release a property and not to seek to re-invest the capital then the revenue savings return to the service. They may be used to invest in other aspects of the service or offered up as a
saving or efficiency in budget negotiations. This is not shown on the diagram.
Links to the Annual Business Cycle (ABC)
Business change and the need to change property can occur at any time, but the approval and funding processes normally form part of the Annual Business Cycle (particularly for internal sources). The ABC
starts with the preparation of the service plans that set the direction for each service. The chart below shows how the Asset Planning System links into the ABC. It shows one full cycle from service plans to the
start of the implementation of projects and a partial cycle to illustrate the continuous nature of the ABC.
Asset Planning System (MS Word 32KB)
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Responsibilities & DocumentsThe two strands of the Asset Planning System are:
Corporate Asset Management Planning - carried out by Hertfordshire Property
Service Asset Management Planning - carried out by services
The two strands complement each other. The dual approach ensures that service and corporate issues are both considered and that they inform each other.
Hertfordshire Property and the services are only part of a much longer supply chain which also comprises:
Members - in service and corporate roles
Establishment Representatives
Property consultants
Contractors and Sub-Contractors
Suppliers
All of these people have specific roles and must work together to ensure that the most appropriate property portfolio is obtained and maintained for delivering services, however, they are not all involved in all the
activities.
This part of the guidance note describes:
Corporate Asset Management Plannning (CAMPing)
Service Asset Management Planning (SAMPing)
The Corporate Asset Management (CAMP)
The Service Property Strategies (SPSs)
Roles
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Corporate Asset Management Planning (CAMPing)Corporate Asset Management Planning ensures that:
property decisions on acquisition, use and re-deployment are linked back to the council's business objectives
property decisions are made in the best overall interest of the council
property and associated resources are allocated to the greatest need
property is used efficiently, effectively and economically
This is done by:
1. Preparing the Corporate Asset Management Plan including setting and enforcing:
the Corporate Property Vision
the Corporate Property Objectives
the Property Programmes
2. Setting and enforcing:
the Property Processes
those Property Standards that need to be corporate
3. Applying:
the Redeployment Process (see PGN 10)
the Corporate Property Review Process (see PGN 9)
the Purchase Process (see PGN 12)
4. Implementing:
the Business Improvement Programme
the Corporate Property Review Programme
the Property Improvement Programme (capital programme property projects) (through project management)
the Property Planned Maintenance Programme (through programme management)
the Disposal/Capital Receipts Programme
the Energy & Water Conservation Programme
5. Supervising the application of:
the Project Process (see PGN 3 and PGN 4)
the Programme Processes (PGN 5)
the Service Property Strategy Process (PGN 2)
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6. Making linkages with:
plans and strategies for other assets/resources
7. Administering:
the Asset Planning System
the property contracts
the Property Board
the Property Panel
8. Undertaking:
performance improvement management
Best Value reviews
9. Issuing:
Guidance
Hertfordshire Property and Cabinet are responsible for the corporate aspects of asset management planning.
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Corporate Asset Management Plan (CAMP)The CAMP is the most significant corporate document related to property. It sets out the corporate property direction and actions to achieve that direction. Cabinet approves the CAMP in July each year. A
summary version is submitted to the ODPM with the Capital Strategy as part of the basis for the allocation of the discretionary part of the Single Capital Pot (see note below). Information from the Service Property
Strategies is used in creating the CAMP; in particular in relation to the performance of the property portfolio and the identification of the actions.
The diagram attached illustrates how the CAMP links to other documents both inside and outside the Asset Planning System.
It is in the county council's interest to produce a good CAMP in order to:
maximise the resources obtained from the ODPM under the Single Capital Pot
minimise the supervision from the ODPM
contribute to the overall score awarded to the county council under the Comprehensive Performance Assessment (CPA)
A copy of the current CAMP and the ODPM summary can be obtained from Hertfordshire Property.
Note: the Single Capital Pot is central government's new arrangement for allocating borrowing approvals on an annual basis to local authorities. The allocation is made on the basis of a formula and the
assessment of the CAMP, the Capital Strategy and the overall performance of an authority.
CAMP
The parts of
the CAMPPurpose
Approach
Sets out the context for property decisions
including the direction - in the form of the
Corporate Property Vision and the
Corporate Property Objectives plus a
summary of the Asset Planning System
(based on this guidance note).
Performance
Sets out the success in meeting the
Corporate Property Vision and the
Corporate Property Objectives using
indicators and targets from the Property
Performance Improvement Scheme. The
focus is on the performance of:
- the property portfolio
- the property processes used to change
the portfolio
- the property services used to deliver the
changes to the portfolio
Actions
Sets out the future actions to be taken to
meet the Corporate Property Vision and the
Corporate Property Objectives - in the form
of Property Programmes. It includes those
Property Programmes that are not
commercially sensitive
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CAMP (MS Word 52KB)
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Service Asset Management Planning (SAMPing)Service Asset Management Planning:
ensures that service property needs link back to service and corporate business objectives
ensures that service property needs are clearly defined against service and corporate property objectives
ensures that decisions are implemented effectively
provides a bidding tool for resources (the Service Property Strategy)
Each service does this by:
1. Preparing the service property strategy including setting and enforcing:
the Service Property Vision
the Service Property Objectives including setting and enforcing those Property Standards which need to be set by individual services
priorities and actions
2. Applying:
the Corporate Property Vision and the Corporate Property Objectives
those Property Standards which need to be set corporately
the Project Processes (through project sponsorship)
the Programme Processes (through programme sponsorship)
3. Working with corporate staff in the application of the other Property Processes
4. Day to day management of property in service use
Service Property Strategies are described in the next section.
Each service is responsible for asset management planning. The sponsorship roles for projects and programmes are carried out by the services. However, project management and programme management are
carried out by Hertfordshire Property on behalf of all services. The Property Panel assesses the quality of the Service Property Strategies.
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Service Property Strategies (SPSs)A Service Property Strategy is the most significant service document related to property. It sets out the service's position on property in terms of objectives, problems, priorities & actions to solve the problems.
Every SPS is set in March each year and is examined by the Property Panel. There are SPSs for the areas set out below.
The SPS comprises a combination of service direction and actions to meet that direction.
PGN 02 - Service Property Strategy Process describes the content and creation of a SPS in more detail.
The SPSs are used as a bidding tool for resources from:
internal sources - including bidding for surplus property under the Redeployment Process.
SPSs
Services covered by Service Property
Strategies
Adult Care Services Environment
Children, Schools & Families Fire & Rescue
Community Information Offices
Corporately Managed PropertyStatutory
Services
County Supplies and Contract Services Voluntary Sector
SPS
Element of an SPS Purpose
Service context and
Service Property Vision
(s)
To set out the context
affecting service provision
and so property
requirements and describe
the nature of property
desired.
Service Property
Objectives.
(approaches/building
standards/targets)
To add detail to the Service
Property Vision(s) and for
use in assessing the
appropriateness of existing
property and setting future
requirements.
Serviceability standards
To set desired levels of
performance for buildings to
inform decisions on R&M
and design.
Summary of existing
property used
To identify deficiencies
against the Vision and
Objectives and so identify
where action is needed.
Priorities and actionsTo set priorities and the
nature of actions.
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government departments
external funding
The high priority actions identified in the SPSs will result in business cases which will be submitted to the Capital Projects Officer Group prior to being considered by members for inclusion in the Capital
Programme. The development of projects to the business case and beyond should follow the guidance set out in PGN 03 - Project Processes - Introduction and PGN 04 - Project Processes - Techniques
and Tools.
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Summary of Roles in the Asset Planning SystemSummary
People Role
Members
Setting corporate direction by the
Corporate Asset Management
Plan (Cabinet)
Checking overall performance via
the Corporate Asset Management
Plan (Cabinet)
Approving (or otherwise)
proposals outside officer
delegations (Cabinet)
Checking the Corporate Asset
Management Plan (Property
Panel)
Checking the Service Property
Strategies (Property Panel)
Advising Cabinet on policy
development (Property Panel)
Awareness of and input into
proposals (constituency work)
Hertfordshire
Property
Drafting the Corporate Asset
Management Plan
Project Management and
Programme Management on
behalf of services
Managing the property contracts
for externalised property services
Commissioning all work under the
property contracts
Re-deploying property to re-use
or disposal
Undertaking Corporate Property
Review
Managing the Asset Planning
System
Service
DepartmentEstablishment representation
Project Sponsorship and
Programme Sponsorship
(including the identification of
service needs resulting in
property needs)
Drafting the Service Property
Strategy
Day to day management of
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property which is in service use
Estate management of the Rural
Estate (Environment Department
only)
Property
consultants
Consultants under the property
contracts implementing the
decisions of members,
Hertfordshire Property and
services including requests for
advice
Contractors &
Sub-
Contractors
Implementing proposals on site
Suppliers
Providing components for the
building (e.g. locks, lintels, hand
basins)
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ComponentsThere are ten components to the Asset Planning System.
Corporate Property Vision
Corporate Property Objectives
Service Property Visions
Service Property Objectives
Property Programmes
Property Performance Improvement Scheme
Property Processes
Property Standards
Property Guidance Notes
Property Board
This part of the guidance note describes each of the components as well as the Capital Projects Officer Group to which all investment proposals are presented.
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Corporate Property VisionThis directs all property decision-making.
Corporate Property Vision:
To only use property which enhances service delivery.
This acknowledges that:
the county council's reason for using property is service delivery
property ownership is not critical to service delivery
property must not have a negative or neutral impact on service delivery, but must make an active contribution to it
property that does not enhance service delivery should be upgraded or released
The Corporate Property Vision is succinct, but all of the council's property related activity links back to its achievement.
The vision is included in the Corporate Asset Management Plan.
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Corporate Property ObjectivesIn achieving the Corporate Property Vision the council will meet its Corporate Property Objectives.
Corporate Property Objective
1. Ensure that our property is appropriate for its intended use in terms of suitability, sufficiency, condition, cost and environmental impact.
2. Ensure that we obtain appropriate property by using property processes that reflect or set best practice.
3. Ensure that we implement our property processes using property services (internal and external) that are efficient, effective and economic.
Achievement of the Corporate Property Objectives achieves value for money in relation to property. As a result, the objectives provide the basis for assessing performance in the Property Performance
Improvement Scheme.
The Corporate Property Objectives are included in the Corporate Asset Management Plan.
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Service Property VisionsThese combine the Corporate Property Vision and the Corporate Property Objectives with the service context.
The Service Property Visions comprise:
Aspects of Service Property Visions:
Description of the nature of the property which will be used
Description of how the property will be used
Decription of the distribution of the property
The Service Property Visions must:
Be based on the intentions in the Best Value Performance Plan and the service plans
Reflect the Corporate Property Vision and Corporate Property Objectives
The Service Property Visions are set out in the Service Property Strategies. More information on the Service Property Visions is provided in PGN 02 - Service Property Strategy Process.
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Service Property ObjectivesIn achieving the Corporate and Service Property Visions services have Service Property Objectives which they meet.
There are three parts to the Service Property Objectives:
A good use of objectives is to link the three aspects together - to do this thing, in this way, to this standard, by this date.
The Service Property Objectives are set out in the Service Property Strategies. More information on the Service Property Objectives is set out in PGN 02 - Service Property Strategy Process.
Objectives
Aspects Purpose
Approaches To set out the overall direction to be taken
Building
Standards
To set the desired levels of condition,
suitability, sufficiency and costs
Targets To set out the quantities and / or timing
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Property ProgrammesThese programmes help to achieve the Corporate & Service Property Visions and the Corporate & Service Property Objectives.
The officer responsibilities for the preparation of the programmes are:
Programmes
Programme Purpose
Property Improvement
Programme (property part of
the capital programme)
To invest our limited capital
in new or existing assets in
the best way to improve
service delivery where this is
the most appropriate
approach. (Specifically
relates to Corporate Property
Objective 1).
Business Improvement
Programme
To train and develop service
sponsors and Hertfordshire
Property staff to ensure that
investment decisions and
their implementation are
carried out in the best
possible way (specifically
relates to Corporate Property
Objective 2) and to develop
our property services
(specifically relates to
Corporate Property Objective
3).
Corporate Review
Programme
To identify potentially surplus
or underused property.
Property Planned
Maintenance Programmes
To maintain existing property
assets to a good standard
taking into account the
occupation intentions of
services. (Specifically
relates to Corporate Property
Objective 1).
Disposal/Capital Receipts
Programme
To dispose of surplus assets
in the most beneficial way
including the release of
capital for re-investment in
service delivery.
Energy & water conservation
programme
To improve the
environmental impact of our
property. (Specifically
relates to Corporate Property
Objective 1).
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The Property Programmes which are not commercially sensitive form part of the Corporate Asset Management Plan.
Responsibility
Programme Responsibility
Property Improvement
Programme (property part of
the Capital programme)
Corporate Finance
Business Improvement
Programme
Hertfordshire Property
(Management Team)
Corporate Property Review
Programme
Hertfordshire Property
(Corporate Estate)
Disposal/Capital Receipts
Programme
Hertfordshire Property
(Corporate Estate)
Property Planned
Maintenance Programmes
Hertfordshire Property
(Projects & Facilities)
Energy & water conservation
programme
Hertfordshire Property
(Projects & Facilities)
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Property Performance Improvement SchemeThis monitors success in achieving the Corporate Property Vision and Corporate Property Objectives and identifies and implements actions that will help to continuously improve performance and support service
delivery.
Measurement of improvement using:
national corporate indicators, corporate targets and benchmarking
HCC corporate indicators, corporate targets and benchmarking
HCC service indicators, service targets and benchmarking
Note: Benchmarking will not be appropriate for all the indicators.
The county council is using the ODPM national property performance indicators and the Construction Best Practice Programme (CBPP) indicators, where relevant, to enable national comparisons with other local
authorities and the whole of the construction industry. The analysis of the data is carried out either corporately or in conjunction with the property consultants. The details of performance management are set out
in PGN 13 - Property Performance Improvement Scheme.
Reports on the success in meeting the performance targets form part of the Corporate Asset Management Plan.
Each service also sets targets as part of its Service Property Objectives. These are set out in the service's Service Property Strategy and take into account the Corporate Property Objectives. The service targets
help to ensure that the Service Property Objectives are achieved.
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Property ProcessesThese help to achieve the Corporate Property Vision and the Corporate Property Objectives and to ensure that the Property Programmes are well founded and delivered.
In addition, these two extra processes apply to all assets and not just to property.
Descriptions of the Property Processes and the associated processes can be found as set out below.
Process
Process Purpose
Service Property
Strategy process
To ensure that needs, inappropriate
property, priorities and actions are
clearly identified from a service
perspective.
Project processes
To ensure that projects are run
effectively and achieve their objectives.
Programme
processes
To ensure that maintenance
programmes are run effectively and
achieve their objectives.
Corporate
Property Review
process
To ensure that inappropriate property
is identified from a corporate
perspective.
Redeployment
process
To ensure that change to property is
identified and tracked and that surplus
property is re-allocated for the most
appropriate new use or for disposal.
Purchase process
(traditional)
To ensure that freehold and leasehold
acquisitions are run effectively.
Responsive
Maintenance
process
To ensure that responsibe repairs are
arranged and carried out effectively.
All Assets
Process Purpose
Capital Programme
Review process
To ensure that the highest priority
projects are identified for funding.
PPP/PFI process
To ensure that proposals for
PPP/PFI schemes are developed
effectively.
Processes
Process Location
Service Property Strategy
ProcessPGN 02
Project Processes PGN 03
PGN 04
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Property Project Workbook
Programme Processes PGN 05
Redeployment Process PGN 10
Corporate Property
Review ProcessPGN 09
Purchase Process PGN 12
Responsive Maintenance
ProcessPGN 14
Capital Programme
Review Process
Annual guidance issued by the
Finance Director
PPP/PFI Process PGN 57
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Property StandardsThese help to achieve the Corporate Property Vision and the Corporate Property Objectives by providing a basis for assessing property performance and by ensuring consistency across projects and programmes
in achieving the Property Programmes. There is a hierarchy of standards leading to End User Choice which is attached below.
The Corporate Design Principles are set corporately. In the other categories some of the standards are set corporately and others are set by services. The Building Research Establishment (BRE) is helping to
develop the standards. Arrangements are being put in place to ensure that the standards are kept up to date.
The standards can be found as set out below:
Property Standards (MS Word 28KB)
Standard
Standard Purpose
Corporate
Design
Principles
To set principles to guide the design of
buildings and their setting which must be
followed for all projects.
Performance
Specification
To set detailed requirements for
common elements across a type of
property or for all properties (from
structural elements down to fixtures and
fittings).
Building
To set desired levels of suitability,
sufficiency, condition and cost for each
type of property.
Serviceability
To set desired levels of performance for
buildings to inform design and decisions
on R&M.
MaterialsTo set out the position on the use of
certain materials.
Deemed to
Satisfy
To set out practical examples that meet
the other standards.
Standards
Standard Location
Corporate design
principles
Corporate standards - website
to be accessed from Compass.
Performance &
Specification, Materials
and Deemed to Satisfy
Service standards - yet to be
identified.
Building & Serviceability
Corporate standards - yet to be
identified - except for office
space standards (which are in
PGN 30).
Service standards in the SPSs.
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Property Guidance Notes (PGNs)Guidance is issued on many aspects of property to help achieve the Corporate Property Vision and the Corporate Property Objectives by spreading understanding and ensuring consistency across projects and
programmes in achieving the Property Programmes.
Guidance notes cover several subjects:
A description of the Asset Planning System (this PGN)
Processes
Standards
Conduct
Other matters where guidance is appropriate
The notes are produced corporately and are distributed to all officers across the county council who deal with property. They are also shared with the property consultants. The guidance is updated as
circumstances change.
Copies of the notes can be obtained from Compass under Policies & Procedures.
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Property BoardThe Property Board provides a formal opportunity for officers to discuss, make decisions (within delegations) and report progress on property issues affecting the whole authority.
The Property Board is a group of senior officers who meet every other month.
In addition, the Contract Director for ? and the Customer Services Manager attend each meeting. This is in line with our partnership agreement. It helps to reduce "surprises" for clients and the consultant.
Other officers within the council receive copies of the papers.
The County Property Officer is responsible for implementing and disseminating the output of the Board at a corporate level.
Examples of the activities of the Board:
Contribution to the creation of the Corporate Asset Management Plan each year.
Contribution to reviews of how property services are delivered (organisation, process and procurement including best value reviews)
Overseeing implementation of best value reviews and assessing the implications of the BVPP programme of reviews and the property implications of individual reviews.
Considering learning points from service and corporate projects (including significant results from project reviews)
Considering issues with relevance to all services e.g. WorkWISE, training, DDA, NNDR, Corporate Asset Management Planning.
Administration of the Board is undertaken by Hertfordshire Property.
Membership
Membership of the Property
Board
The County Property Officer
- Chairman
Representatives from
services
Children, Schools &
Families (2)
Adult Care Services (1)
Community Information (1)
Fire & Rescue (1)
Environment (1)
Representatives from
Hertfordshire Property
Head of Project & Facilities
Head of Corporate Estate
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Property PanelThis Cabinet Panel provides advice on the development of property policy on areas referred to it by the Executive Member - Resources, Cabinet, the Leader or a Scrutiny Committee. In addition, the Panel
examines the quality of the Service Property Strategies and the Corporate Asset Management Plan.
Property Panel's remit:
Advice on the development and implementation of the Council's policy for property management.
The Panel meets monthly as minimum (except August). Membership is in accordance with political proportionality. Details of membership are available on Compass under Democracy. The Executive Member -
Resources also attends to hear the debate and contribute.
Standing items for the Panel are the assessment of the Service Property Strategies (each Spring) and the Corporate Asset Management Plan (each July).
Administration of the Panel is undertaken by Hertfordshire Property.
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Capital Projects Officer Group (CPOG)This group is not exclusively part of the Asset Planning System because it relates to all types of asset, but it is included because property investment projects form a large part of the capital programme.
The purpose of the group is to review all major capital schemes to:
Test linkages to corporate priorities (the Hertfordshire Promises and the Capital Objectives)
Review the basis of option appraisal
Review the basis of cost and time estimates
Test deliverability of project (timetable, risk of delay etc)
Test the quality of proposed management arrangements
The Board is a group of senior officers who meet in November each year.
Membership of the Capital Project Officer Group:
The County Property Officer - Chairman
An Assistant Chief Executive
The Finance Director
The Director of Community Information
Two service representatives
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