Asset Management Strategy

Asset Management Strategy 2020 - 2025

Contents

Introduction

Our Approach

Our Ambition

Our Priorities

Asset Management Strategy Aims

Objectives

Supporting Our Services Through Effective Management of Our Land and Buildings

Our Money

Our Corporate Landlord Approach

Maintaining Our Assets

Performance Measures in Line with Asset Management Strategy Objectives

Challenging Our Assets

Carbon Efficiency

Asset Investment Strategy

Working with Partners

Engaging with Our Communities

Our Forward Plan

Appendix A - Asset Management Action Plan

Ongoing Actions

Appendix B - Assets List

Appendix C - Asset Management

Appendix D

Disposal and Acquisition Policy for Land and Buildings

Methods of Disposal

 

Introduction

Local Authorities across the UK hold property portfolios, which include land and building assets that have been acquired, gifted or inherited over many years. Rushcliffe Borough Council (RBC) has a diverse portfolio, ranging from community assets such as community centres, parks and open spaces, leisure centres and sports pitches through to car parks and commercial and investment property – all providing for a great place, great lifestyle and great sport for our residents and businesses.

Achieving our corporate objectives relies on effective use of resources, including assets. To do this, RBC has set out its vision, ambition, values and priorities in the following documents:

• Asset Management Strategy (AMS)
• Asset Management Plan (AMP) (this document)
• Asset Management Action Plan

They explain how managing our assets effectively cuts across the whole organisation and has an integral role in supporting service delivery to Rushcliffe residents and businesses.

The AMS and AMP are intrinsically linked to the Council’s Corporate Strategy and priorities and the efficient use of resources to improve lives and support the community. RBC ensures the use of its assets drive our ambitions and priorities, (set out below) and sit at the core of the organisation and service delivery.

The AMS and AMP are in place for five years, providing a framework for effective asset management aligned with the Council’s objectives. The Action Plan is a living document setting out tasks and projects that flow from having an active AMP and will be updated regularly.

Our Approach

As a Council, we are working harder than ever to support a sustainable, productive and prosperous Rushcliffe, a place where people are proud to live, work and do business.

Our Ambition

• Ensuring there is a resilient Medium Term Financial Strategy.
• Actively working to welcome new businesses and to support existing businesses, big and small, to thrive.
• Operating in an ever more transparent manner, ensuring residents feel fully informed and involved in decision making.
• Maximising our impact within the wider public and private landscape.
• Committed to playing our part in delivering housing growth in a sustainable way.
• Considering the impact we all have on the environment.
• Continuing to deliver the quality of services you expect.

Our Priorities

Efficient Services

As an organisation it is always our intention to deliver the best services for our residents, in the most efficient way possible.

Quality of Life

Our residents’ quality of life is our first priority. When we say ‘quality of life’ we mean how our residents feel about living in the Borough, its environment, and the community facilities they can access.

Sustainable Growth

Rushcliffe is determined to play its part in shaping the future of the Borough ensuring the needs and aspirations of Rushcliffe residents are met in all future developments. We accept that sometimes we will be leading and sometimes supporting others to deliver what our community needs to grow in a sustainable way. 

The Environment

At Rushcliffe, we know that the natural environment is precious and not something we can afford to take for granted. We are fully committed to playing our part in protecting the environment today and enhancing it for future generations.

Asset Management Strategy Aims

The Asset Management Strategy (AMS) (as appended to this document) establishes some clear principles by which we manage our land and buildings, it will remain in place for the next five years but be reviewed to ensure it still reflects our ambitions. The AMS sets out six Aims (below), which are aligned with the Council’s Corporate Strategy. Delivery against these Aims is further detailed in the Objectives and this Asset Management Plan (AMP) goes on to explain how the Strategy is embedded to form effective operational service delivery.

• Supports Communities, Partners and 'Quality of Life'.
• Strategically managed to support corporate aims and objectives.
• Supports service delivery.
• Supports Growth, Business and regeneration in Rushcliffe.
• Procured and managed to minimise the impact on the environment.
• provides value for money and secures efficiencies for the future.

Objectives

1. Corporate Resource
   • To plan and manage property as a corporate resource for the benefit of the people of Rushcliffe.
2. Service driven
   • To provide the right property, fit for purpose, in the right place, to meet current service needs and plan for the future.
3. Efficient
   • To manage property effectively and secure efficiencies by challenging occupation and utilisation.
4. Sustainable
   • To ensure that property is as sustainable as possible in design, construction, operation and maintenance.
5. Economic Growth
   • To use land and buildings to stimulate development and economic growth and support local business.
6. Community and Partners
   • To promote community focussed service delivery including working in partnership with others.

 

Asset Management Plan

Supporting Our Services Through Effective Management of Our Land and Buildings

The Council’s property portfolio extends to over 180 land and building assets, with a current total book value of over £59m. Whilst this is not necessarily the amount that RBC would receive if we sold all of our assets, it demonstrates what a considerable resource our land and buildings are, and why they need to be carefully managed.

There are a wide range of assets within our current portfolio: it comprises community and leisure facilities, offices, car parks, public conveniences, open spaces, parks, starter units for businesses and an investment portfolio to generate a commercial income. The reasons for holding these assets will vary and, as a result, we may need to measure their performance in different ways. Performance of each asset must therefore be linked to the strategic purpose for holding it.

Without careful management, there is potential to waste money by keeping buildings that are not fit for purpose. Equally, all assets have a value and if they are no longer required, they could have a new purpose or be sold to unlock the value which can be reinvested.

As the way we deliver services changes, our assets will also need to change to support the Council as it moves forward.

We have invested in new assets to ensure we provide services fit for the future and to maximise the benefit to the people who live, work or visit Rushcliffe and this cycle of renewal and asset challenge will continue.

In support of maximising value for money, we have embedded the Corporate Landlord Approach, which centralises the maintenance and day-to-day running of our buildings. Capital works are prioritised appropriately, based on evidence from building condition surveys and in alignment with operational priorities and service delivery.  

This, altogether, ensures we achieve the best value from our assets, that they are performing appropriately and provides assurance that money is spent in the right places and on the right buildings.

The table on the following page provides an overview of our property estate by asset type, providing a total number for each type of asset.

• Allotments - 10
• Car Parks - 11
• Cemeteries - 2
• Community Halls - 2
• Country Parks - 1
• Golf Courses - 1
• Homeless Hostels - 1
• Investment Assets - 5
• Investment Assets under construction - 2
• Leisure Centres - 5
• Market - 1
• Nature Reserves - 4
• Pavilions - 2
• Playing Fields - 10
• Public Conveniences - 2
• Recreational Land - 28
• Tenanted Agricultural Land - 4
• Tenanted retail - 10
• Tenanted Telecoms - 5

The table shows a wide variety of asset types, which deliver a mixture of front-line services, indirect service provision, and support to local communities and businesses. We don’t own assets just for the sake of it, they need to have a purpose and we are constantly challenging this.

Our Asset Challenge process means that we have the right assets in the right place, performing efficiently and effectively for the purpose for which they are held. Any assets identified as surplus to requirements will be rationalised, this may mean it is repurposed or disposed of.  Savings can be generated through the reduction in maintenance and management costs and sale proceeds can be allocated where needed to support our Medium-Term Financial Strategy.

Asset Type by Rental Income and Capital Value

Capital Value

Industrial - 26%

Investment Assets - 11%

Leisure - 19%

Office - 25%

Residential - 1%

Retail - 3%

Rental Income

Industrial - 34%

Investment Assets - 22%

Leisure - 11%

Office - 28%

Residential - 1%

Retail - 0%

Our Money

Like many other councils, RBC has experienced significant funding reductions and we need to make careful choices in where we prioritise the money we spend. This is especially true in relation to commercial and investment property, with a property related net revenue budget of £1.055m for 2020/21 and capital budget of £14m.

We need to ensure that every pound we spend aims to secure value for money in the light of difficult economic circumstances facing the Public Sector. Despite the financial challenges, the Council continues to be committed to supporting the Borough’s economic growth and encouraging job creation and investment through its capital programme. New building development plays an important part in this and it is important to note that the Council’s capital investment attracts further inward investment. This helps the local economy to grow and thrive so that every pound invested by the authority in such projects generates a local economic benefit well in excess of this initial investment.

RBC acquired Cotgrave Precinct in 2012/13 utilising funding from the Homes and Communities Agency. This was followed by an ambitious and transformational regeneration scheme which resulted at the end of 2019/20 in: Cotgrave Phase I Retail Refurbishment, Cotgrave Business Hub, Cotgrave Employment Units, Cotgrave Multi-Service Centre, and the laying out of the Public Realm. This was achieved using a combination of Growth Development Funds from the Local Enterprise Partnership (£3m); RBC’s own capital resources (£3m); Section 106 Developer Contributions (£0.9m); internal borrowing (£0.7m); and a small grant from Nottinghamshire County Council. This regeneration scheme will be further enhanced by Phase II Retail Refurbishment for which RBC allocated £1.9m from its Asset Investment Strategy. These works are due to be completed in 2020/21 and Phases I and II will generate a rental income of £180k per annum.

In 2019/20 RBC transferred operational services from Depot Buildings and land. Supported by a government grant of £0.3m from the Land Release Fund, £0.5m was spent on surveys, design, and remedial works resulting in demolition and site preparation to facilitate disposal of the site for Housing Development. This will deliver more units of affordable housing together with environmental gains from carbon neutral design requirements and generate a capital receipt to fund the depot relocation with a neighbouring authority. Alongside this, the council has £1.6m earmarked within the 2020/21 Capital Programme to support any potential opportunities for investment in affordable housing.

A further transformational project is also included in the Capital Programme 2020/21 for the construction of a new Crematorium in the borough. The land for this development was acquired in 2019/20 and this scheme is a key project in the Corporate Strategy delivering outcomes for all four corporate themes.

The Council has adopted a commercial Asset Investment Strategy (AIS), through which it will purchase, develop, dispose and manage investment properties.

To ensure that the asset portfolio is compliant with statutory requirements, regular inspections and reviews of property are completed. The Council has a duty to manage the risk and assess the impact of statutory regulations on its assets, for example in relation to asbestos, fixed wiring, legionella as well as Fire Regulation compliance. Properties have to be ‘fit for purpose’ which is one of the main reasons £20m is being invested in a new leisure facility at Bingham where the existing leisure centre is beyond its useful life expectancy and is no longer an efficient use of resources or struggles to provide the services expected by the community

Our Corporate Landlord Approach

Like any other council resource, it is important that our property assets, including land and buildings, are effectively managed, that key stakeholders are involved in the process and that decisions made remain closely aligned to the Council’s priorities and core objectives.

The Corporate Landlord Approach has moved the responsibility for managing and operating property assets away from individual service areas into the corporate core. This ensures that the Corporate Landlord has oversight and control of all property assets allowing service areas to focus their efforts on service design and delivery. A key function of the Corporate Landlord is therefore to ensure that the property requirements of the individual service areas are properly understood and appropriately accommodated.

Other key functions of the Corporate Landlord include advising on and undertaking property acquisitions, capital development and disposals. In addition, the following activities are also undertaken or co-ordinated by the Corporate Landlord:

• Estate management and valuation.
• Strategic asset management.
• Project design and management.
• Statutory compliance.
• Energy monitoring.
• Facilities management.
• Planned and reactive maintenance.
• Landscape design and open space maintenance.

Maintaining Our Assets

The maintenance and upkeep of Council owned property assets is an ongoing and essential activity to ensure that they remain:

• Safe and secure.
• Fit for their intended purpose.
• Are efficiently operated.
• To maximise the investment.
• To achieve the right balance between reactive and planned works.
• To protect their market value.
• To maximise efficiencies through procurement.

The costs of maintenance and upkeep are significant, running to approximately £1.7m for grounds maintenance and £400k for building maintenance in 2019/20.

To ensure that maintenance activity remains appropriate and timely for the different property asset types and use, regular inspections are carried out to assess asset condition and to monitor performance. The results of cyclical property inspections are key in that they inform future budget planning and, also help to ensure that where possible works are planned in advance and not reactive, which usually results in better controlled and lower maintenance costs and better maintained assets.

Performance Measures in Line with Asset Management Strategy Objectives

Objective 1: To plan and manage property as a corporate resource for the benefit of the people of Rushcliffe

• 5 year planned maintenance programme.
• Service Plan and Performance Indicators reporting.
• Asset Management Plan and Action Plan.
• Monthly income review and reporting.
• Annual review of the Commercial and Investment Portfolio.

Objective 2: To provide the right property, fit for purpose, in the right place, to meet current service needs and plan for the future

• Current property condition.
• Property maintenance spend.
• Risk measures for Corporate Landlord responsibilities.
• Service review, planning and future proofing.
• Customer and user satisfaction.

Objective 3: To manage property effectively and secure efficiencies by challenging occupation and utilisation

• Implementation of new ways of working.
• Space fit for purpose.
• Average office floor space per FTE.
• Performance of Investment portfolio.
• Property running costs.
• Project time and cost predictability.

Objective 4: To ensure that property is as sustainable as possible in design, construction, operation and maintenance

• Energy Consumption.
• Water Consumption.
• Reduce/zero CO2 emissions target.
• Designs to include renewable energy and water use reduction technology included in new projects where possible.
• Energy surveys.

Objective 5: To use land and buildings to stimulate development and economic growth and support local business

• Identification of sites with redevelopment opportunities.
• Funding reporting.
• Impact on employment and job creation.
• Performance Indicators recording occupancy of Rushcliffe and private sector business space.

Objective 6: To promote community focused service delivery including working in partnership with others

• Quality Portfolio of community assets operating for the benefit of residents.
• Property used to bring together public sector and partners in joint community facilities.
• Joint mapping of assets across public sector.

Challenging Our Assets

The aims of Asset Challenge are to reduce costs and identify assets to be retained/invested in or which are surplus to requirements.  Asset Challenge is an embedded process and the Council’s asset portfolio has been reviewed, resulting in a streamlined, fit for purpose and active asset portfolio. It is good practice to keep Asset Challenge on the agenda and whilst RBC is confident its current portfolio is fit for purpose to deliver service demands, the process for future reviews is set out below:

Strategic Purpose

• Why do we have the asset?
• What is its strategic purpose?
• Who is accountable for performance of it?
• What do we expect of it?
• Is this financial, non-financial or both?
• How would we know when this is being achieved?

Opportunities and Risks

• Are there any opportunities that could be exploited?
• Are there any known barriers to exploiting these opportunities?
• Are there any risks that could be faced?

Performance Appraisal

• What financial and non-financial outcomes have been delivered?
• Can non-financial benefits be quantified, or are they qualitative?
• What are the management costs?
• Are there any invisible costs?

Option Appraisal

• Balance of performance, opportunities and risks
• What options are available?
• What are the relative costs and benefits of these options?
• Do any options carry increased risks?

Pre-implementation Consultation

• Internal Stake-holders
• External Stakeholders and Partners.

Outcome

• Retained
• Replaced / Remodelled / Re-used
• Disposed
• Open Market or Asset Transfer.

Carbon Efficiency

In light of the Intergovernmental Panel on Climate Change (IPCC) declaring a climate emergency, RBC’s Cabinet met in March 2020 and approved a target date of 2030 for the Council’s direct operations to become carbon neutral.

The main source of emissions from the Council’s own operations are from leisure centres (around 67%) and fleet vehicles (around 25%), with the remainder being from a range of sources such as buildings and business travel. 

A Carbon Reduction Action Plan had been developed to work towards achieving this target. It contains both internal and external actions and has the following eight themes:

• Property Assets
• Fleet and Transport
• Contacts and Procurement
• Policy and Regulation
• Waste and Recycling
• Operational Activities
• Community and Business
• Offsetting.

The Carbon Reduction Action Plan will form an integral part of the future management of the Council’s assets to reach the 2030 target date.

It is important to note that carbon neutral is not the same as zero emissions and it is expected that by 2030 there will still be some residual emissions from the Council’s operations and that a degree of offsetting will be required.

The Carbon Reduction Action Plan is a live document and will be updated as necessary as it will evolve as research and technology develops. The plan has been developed to integrate with the overarching D2N2 Energy Strategy to support cross boundary initiatives.

Asset Investment Strategy

The Council has adopted a commercial Asset Investment Strategy (AIS) as another way of supporting service delivery and the Medium-Term Financial Strategy.  Set up with Cabinet approval and a capital fund of £20m, decision making is delegated to the Asset Investment Strategy Group, made up of the Leader of the Council, Portfolio Holder for Finance, Portfolio Holder for Business and Transformation, the Chief Executive, Executive Manager for Finance and Executive Manager for Transformation.

Investments are considered where there is a viable business case which increases the rental and/or business rates income to the Council or where there is a wider economic case for the investment. All potential investments are reviewed against a matrix of criteria and considered by the Group. 

Recent acquisitions include a convenience retail store at Trent Boulevard, an office/laboratory on Lenton Lane, an industrial unit at Bardon in Leicestershire, offices in Castle Donington and a new Grade A tenanted office in Edwalton. 

Going forward, RBC is committed to investing in properties within the borough, subject to evaluating the economic and commercial risks, to ensure they directly enhance the economic prosperity of the borough. Two examples currently under construction are a tenanted office in Edwalton and new retail in phase II of the Cotgrave regeneration project.

Working with Partners

We are active members of the One Public Estate programme, working closely with other Public Sector organisations across the D2N2 LEP area to explore opportunities to reduce premises costs and make assets work better for our communities and customers.

We take opportunities to share space with our partners to support the continued delivery of efficient and joined up services. This includes locating our contact points in libraries in East Leake and Cotgrave and in the medical centre in Bingham, where we work closely with the Police and other agencies.

We have relocated our West Bridgford Depot and our team are now based at Eastcroft, the City Council’s Depot. This enabled the regeneration of the Council’s former depot to provide high quality, carbon efficient housing, including affordable homes.

Our Borough Council offices are located within the same building as our newest leisure centre, which is operated by a partner organisation. The new leisure centre formed part of the Council’s Leisure Strategy to rationalise the number of centres in West Bridgford and ensure all centres are efficient, high performing and in the right location.

Relocating the Council’s offices to the same site enabled further rationalisation of the asset portfolio: the ageing Civic Centre became too large for the organisation and was expensive to run and it was sold for housing development, which part funded the new leisure centre and offices. The leisure centre has generated high demand from the community and the new offices supported ‘new ways of working’ and maximising the space with a 6:10 desk ratio.

We have secured external funding from a number of different sources to improve our own estate and therefore the services we provide. This includes funding from D2N2 Local Enterprise Partnership and Homes England to support the regeneration of Cotgrave Town Centre. The funding enabled RBC to purchase the retail units and refurbish them to deliver significantly improved retail space, as well as the addition of nine new offices on the first floor, all of which are now let to local businesses. The project also included the demolition of the existing police, health centre and library and the creation of a new multiservice centre. RBC led the project over 10 years, bringing all partners together to deliver an ambitious vision for the future of the town centre.

In addition to the improvements in the town centre, funding was also secured to build 11 new industrial units in Cotgrave on the former colliery site to the north of the new housing development where 470 new homes have been built. The industrial units were all let within 4 months and provide high quality small industrial space for local businesses to start up and grow.

The Borough Council takes a proactive approach to lobby and influence Government and partners to help create further opportunities for growth and development in the borough. We have established the strategic and local growth boards, which bring together key partners to help shape future plans for our main town centres and the borough as a whole. Through these groups we identify priority areas of work and an action plan to deliver collectively.

RBC is an active participant in the emerging plans for a Development Corporation (DC): the proposal is for a new DC to cover three distinct areas: Ratcliffe on Soar Power Station; HS2 station at Toton; and East Midlands Airport. The Power Station is located on the edge of the borough and is due to be decommissioned in 2025. This is a key location at the entrance of the borough and the proposed DC provides an opportunity to attract significant investment. The Leader of the Council sits on the DC Oversight Board.

The Strategic Objectives of the One Public Estate Programme

• Joined-up and customer-focussed services - enabling greater collaborative working across public service providers in the D2N2 area to support individuals, families and communities.
• Improved access to public services.
• Deliver public service efficiency savings through greater service integration and new delivery models, supporting service demand and management approaches.
• Deliver greater savings in running and maintenance costs through sharing public service buildings.
• Work closely with community organisations - optimising the use of assets where most benefit can be realised.
• Contribute to wider economic, social and environmental outcomes eg exploring the creation of joint waste management and grounds maintenance depots.
• Create standard practices for performance measurement – reviewing the metrics for building occupancy and space utilisation, void properties and rent levels across the D2N2 area.
• A Public Sector Asset Management Board, with representatives from all Public Sector Partners.

Engaging with Our Communities

RBC works closely with a significant number of community, voluntary and charitable organisations across our community assets, such as community centres, parks, playing fields and open spaces. This symbiotic relationship with our community partners improves the ‘quality of life’ of residents and businesses in the borough, whilst making the most of our assets.

As well as using our facilities, voluntary organisations, such as the Friends of Rushcliffe Country Park, play a significant role in delivering the Asset Management Plan’s objectives by promoting the Park and working in a voluntary capacity to improve its facilities.  Encouraging the involvement of communities and other key stakeholders in making choices for service delivery within their area form a key strand of how we aim to develop an effective, efficient and inclusive property portfolio.

Community Centres have recently been subject to scrutiny and asset challenge, resulting in looking at a new model of management for Lutterell Hall, a community centre in West Bridgford. Following a marketing exercise, a local community group will take over the centre, creating a local place for the benefit of local residents at the heart of the community. 

Local people are often well placed to manage community facilities in their area, with access to local knowledge, volunteers and hands-on management, it often results in improved community engagement, and with lower overheads, can offer better value-for-money.

Managing these facilities can help to empower local communities and can bring opportunities for greater independence and financial sustainability. When done well, it can create lasting change in local neighbourhoods.

We are fully committed to using our assets to form long-term partnerships with suitable community organisations, to create stronger, more cohesive and more sustainable communities.

Our Forward Plan

More than ever, we need to ensure our property estate is fit for purpose, but also driving the local economy, working with partners to bring forward a cohesive public estate.

We have a proactive, positive and innovative approach to asset management in delivering the key aims and objectives to keep efficient and effective land and buildings for the community.

Pipeline projects will continue to improve the quality of our assets and services for residents and to ensure Rushcliffe remains a great place to live and do business.

The Asset Management Action Plan will be managed, monitored and updated regularly to report on progress and achievements. The document will be continually changing to reflect achievement of actions and capturing new priorities and initiatives as they are identified.

Appendix A

Asset Management Action Plan

Asset Management Plan Actions

Action Number	Action	Progress	Progress Update 2023
1	Cotgrave Town Centre Regeneration Project – Phase II	Progressing – pre-let agreed, planning permission granted, construction due to commence	Completed and all units let
2	Trees - Undertake survey, prepare and implement programme of works	New survey commissioned December 2019. Work plan will flow from results	Survey complete. Works arising in priority order. Continue to implement tree works. Commission re-survey of high risk sites in 2022/23.
3	Moorbridge Road, Bingham Buy 11 small employment units to add to investment portfolio and build access road to Bingham Town Council playing fields to serve new long stay car park Application for external D2N2 funding due to poor ground conditions impacting on higher build cost	High costs outside of allocated budget, recommend to withdraw from purchase Developer will proceed on speculative basis and build the road
4	New Bingham Leisure Centre, Chapel Lane Implement Leisure Strategy phase 2	Design team appointed Planning application submitted December 2019 Finalising design and specification to go to tender	Under construction. Completion Oct 2022
5	AIS asset acquisitions Two investment acquisitions at Edwalton Business Park	Progressing with Legal: Unit 1 completed June 2020. Unit 3 due to complete in Autumn 2020	Acquisitions completed
6	AIS asset acquisitions Investment Property acquisition Trowell Road, Wollaton	Withdrawn from purchase due to economic conditions and contractual issues	Developer sold to another party
7	Open new Customer Service Centre in West Bridgford and vacate the police station	Opened February 2020	Not applicable
8	Open new Customer Service Point in East Leake Library	Opened February 2020	Not applicable
9	Review Lutterell Hall	Public consultation and marketing completed Cabinet approval on 10 March 2020 to work with successful bidder to take over management of the Hall	Leased to Rock Church, who will manage and operate the site going forward
10	New office/serviced office for lease to small local businesses at Chapel Lane, Bingham (adjacent to new Leisure Centre) SUDS funding bid submitted	Planning permission submitted December 2019 Finalising design, tender and funding documents Aiming to complete Spring 2022	Completion Oct 2022. Pre-let marketing via letting agents FHP
11	West Bridgford car park redevelopment as per Commissioners’ Report	Cost and market appraisal prepared	Cost and market appraisal prepared
12	Abbey Road redevelopment – bring forward a high-quality scheme via a developer to build 76 new homes to specified Design Code to sustainable criteria	Several bids received after marketing, negotiations with preferred bidder, ongoing to exchange summer 2020 On site remediation taking place	Sale completed
13	New Crematorium, Stragglethorpe	Planning permission received on appeal Cabinet approved to proceed Preparing to appoint Project Manager and Design Team Aiming for completion April 2022	Under construction. Practical Completion due early 2023; site operational shortly thereafter
14	Radcliffe on Trent village centre vibrancy review Create public realm scheme Prepare options for village centre for land adjacent to Parish Council offices	Support through Growth Board with match funding Public realm scheme being considered by Parish Council Preparing village centre scheme	Support through Growth Board with match funding Public realm scheme being considered by Parish Council Preparing village centre scheme Work completed to install new benches and planter in town centre. Also, improvements to the grounds of the Grange. Works part funded by contribution from Growth Board.
15	Review the future of The Barn in Keyworth	Discussing lease option with local group	New lease to Keyworth Conservation Area Advisory Group.
16	Spinney Hill, Landmere Lane – consideration of future use since tenant terminated licence	Autumn 2020	Land has been re-let to two new tenants, with the ability for Rushcliffe BC to terminate.
17	Review new Carbon Management Policy and align to asset base	Awaiting new Policy to produce workflow	Property will be commissioning consultants to carry out an audit of our operational property to identify current energy performance and opportunities for making improvements. For 22/23/24, in collaboration with Strategic Housing, Property will undertake a review of Hound Lodge accommodation in terms of carbon efficiency and ongoing operational suitability. Land for tree planting for carbon-offsetting - Property will be reviewing existing land ownership and investigate options for land purchase.
18	Hollygate Lane, Cotgrave (COT1 land) Sell site for housing development	Heads agreed, with legal to finalise contracts to exchange July 2020	Anticipated completion early 2023
19	VE 75th Commemoration	Postponed	Designed, procured and installed.
20	Health Centres – East Leake and Radcliffe on Trent With CCG and other partners	Ongoing to find a solution	Options being reviewed
21	Allotments Agree new lease with Allotment Association and improvement works to Abbey Road allotments	Lease terms agreed. Works completed March 2020	New lease completed for West Bridgford Allotments

 

Ongoing Actions

Asset Management Plan Ongoing Actions

Action Number	Action	Progress	Progress Update 2023
22	Land and Building Assets – review all on a rolling programme, looking at suitability and cost.  Dispose if declared surplus to requirements.	Ongoing programme of review and disposal	Completed. Next review 2023/24
23	Ownership Database – continue to implement project plan to create one central database, including data and mapping information for each asset	Phase 1 complete Phase 2 complete through OPE Phase 3 ongoing	Offer received and validated by external valuer. Cabinet approval to progress Heads of Terms being developed
24	Partnership working - continue to explore opportunities	Open project	Open project
25	Capital programme implementation	Delivery of projects live for 2020/21	Delivery of projects live for 2022/23
26	Condition surveys	New 5 year planned maintenance programme being prepared	Ongoing
27	Commercial portfolio – maximise income and business support	Ongoing	Ongoing
28	Asset Investment Strategy (AIS) – proactively manage the portfolio	Ongoing	Ongoing
29	Business growth promotion in Rushcliffe	Ongoing Growth Boards Rushcliffe Business Partnership Retail support	Ongoing Growth Boards Rushcliffe Business Partnership Retail support
30	Bingham Masterplan	Bingham Masterplan Action Plan ongoing	Bingham Masterplan Action Plan ongoing – reviewed at Bingham Growth Board meetings
31	Tudor Square, West Bridgford LEP funding bid submitted for infrastructure improvements	Insufficient funding available	Insufficient funding available
32	Development Corporation – power station, partnership working across boundaries	Ongoing	Ongoing Redevelopment of Ratcliffe on Soar Power Station - RBC
33	Sharphill – manage Rushcliffe’s interest to maximise overage return	Negotiations completed; part overage payments received with further receipts expected as development progresses	Negotiations completed; part overage payments received with further receipts expected as development progresses
34	RAF Newton Funding bid to Highways England for pedestrian footbridge over A46 linked with housing growth	Ongoing	Ongoing
New	Edwalton Community Hall	Not applicable	Continue to work with developer in respect to the provision of a community hall on the Sharphill development.

 

Appendix B

Assets List

List of Assets

Property Name	Street Name	District	Property Description
Unit 1, Bardon 22	Bardon Hill	Coalville	Investment Asset
Co-Op	Trent Boulevard	West Bridgford	Investment Asset
Finch Close	Lenton Lane	Nottingham	Investment Asset
Boundary Court	Willow Farm Business Park	Castle Donington	Investment Asset
Unit 1, Edwalton Business Park	Landmere Lane	Edwalton	Investment Asset
Unit 3, Edwalton Business Park	Landmere Lane	Edwalton	Investment Asset - under construction
Units 1 to 4, Cotgrave Shopping Centre	Colliers Way	Cotgrave	Investment Asset - under construction
Unit 1 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 2 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 3 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 4 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 5 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 6 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 7 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 8 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 9 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 10 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 11 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 12 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 13 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 14 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 15 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 16 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 17 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 18 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 19 Colliers Business Park	Colliers Way	Cotgrave	Industrial unit
Unit 1 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 2 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 3 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 4 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 5 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 6 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 7 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 8 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 9 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 10 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 11 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 12 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 13 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 14 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 15 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 16 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 17 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 18 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 19 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 20 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 21 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 22 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 23 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 24 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 25 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 26 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 27 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 28 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 29 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Unit 30 Manvers Business Park	High Hazles Road	Cotgrave	Industrial unit
Keyworth Workshops	Debdale Lane	Keyworth	Industrial units - ground lease
Cotgrave Workshops	Candleby Lane	Cotgrave	Industrial units - ground lease
The Barn	Main Street	Keyworth	Barn - Grade II Listed
Suite A The Point	Welbeck Road	West Bridgford	Office unit
Suite B The Point	Welbeck Road	West Bridgford	Office unit
Suite C The Point	Welbeck Road	West Bridgford	Office unit
Suite D The Point	Welbeck Road	West Bridgford	Office unit
Suite E The Point	Welbeck Road	West Bridgford	Office unit
Suite F The Point	Welbeck Road	West Bridgford	Office unit
Suite G The Point	Welbeck Road	West Bridgford	Office unit
Suite H The Point	Welbeck Road	West Bridgford	Office unit
Suite I The Point	Welbeck Road	West Bridgford	Office unit
Suite A Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite B Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite C Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite D Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite E Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite F Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite G Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite H Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Suite I Cotgrave Business Hub	Candleby Lane	Cotgrave	Office unit
Rushcliffe Arena Office	Rugby Road	West Bridgford	Retail unit
The Hall	Bridgford Road	West Bridgford	Office unit
Brewery House	Walkers Yard	Radcliffe on Trent	Office unit
Ground Floor Enterprise Centre	Candleby Lane	Cotgrave	Office unit
First Floor Enterprise Centre	Candleby Lane	Cotgrave	Office unit
The Cotgrave Hub	Rivermead	Cotgrave	Office unit
5 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
6 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
7 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
8 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
9 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
10 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
11 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
12 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
13 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
14 Cotgrave Shopping Centre	Candleby Lane	Cotgrave	Retail unit
1 Walkers Yard	Walkers Yard	Radcliffe on Trent	Retail unit
The Hall	Bridgford Road	West Bridgford	Leisure and Hospitality
Kiosk	Bridgford Park	West Bridgford	Leisure and Hospitality
Greenacres Mobile Home Park	Adbolton Lane	Holme Pierrepont	Leisure and Hospitality
West Bridgford Joint Cadet Centre	Wilford Lane	West Bridgford	Leisure and Hospitality
Park Cottage	Bridgford Road	West Bridgford	Residential property
Mast	Buckfast Way	West Bridgford	Telecoms site
Mast	Rushcliffe Arena	West Bridgford	Telecoms site
Mast	Stamford Road	West Bridgford	Telecoms site
Mast	Wilwell Farm	West Bridgford	Telecoms site
Router	Stable Block / Spinney Hill	Ruddington	Telecoms site
Land North of Hollygate Lane	Hollygate Lane	Cotgrave	Agricultural Land
Wilwell Farm	Wilford Road	Ruddington	Agricultural Land
Wysall Lane	Wysall Lane	Rempstone	Agricultural Land
Land at Sharphill Wood	Melton Road	Edwalton	Agricultural Land
Allotments	Stamford Road	West Bridgford	Allotments
Allotments	Eltham Road	West Bridgford	Allotments
Allotments	Burleigh Road	West Bridgford	Allotments
Allotments	Kingston Road	West Bridgford	Allotments
Allotments	Buckfast Way	West Bridgford	Allotments
Allotments	Holme Road	West Bridgford	Allotments
Allotments	Abbey Close	Aslockton	Allotments
Allotments	Victoria Road	Bunny	Allotments
Allotments	Forest Close	Cotgrave	Allotments
Allotments	Hill Drive	Bingham	Allotments
Market Place	Market Place	Bingham	Market Place
Bingham Leisure Centre	The Banks	Bingham	Leisure Centre
Cotgrave Leisure Centre	Woodview	Cotgrave	Leisure Centre
Keyworth Leisure Centre	Church Drive	Keyworth	Leisure Centre
East Leake Leisure Centre	Lantern Lane	East Leake	Leisure Centre
Rushcliffe Leisure Centre	Rugby Road	West Bridgford	Leisure Centre
Cemetery	Shaw Street	Ruddington	Cemetery
St Wilfrids Cemetery	Main Road	Wilford	Cemetery
Rushcliffe Country Park	Mere Way	Ruddington	Country Park
Public Convenience	Eaton Place	Bingham	Public Convenience
Public Convenience	Bridgford Park	West Bridgford	Public Convenience
2 - 4 Hound Road	Hound Road	West Bridgford	Hostel
Edwalton Golf Course	Wellin Lane	Edwalton	Golf Course
Car Park	Newgate Street	Bingham	Car Park
Car Park	Needham Street	Bingham	Car Park
Car Park	Main Road	Radcliffe on Trent	Car Park
Car Park	Main Road	Radcliffe on Trent	Car Park
Car Park	Albert Road	West Bridgford	Car Park
Car Park	Bridgford Road	West Bridgford	Car Park
Car Park	Gordon Road	West Bridgford	Car Park
Car Park	Church Drive	Keyworth	Car Park
Car Park	Bunny Lane	Keyworth	Car Park
Car Park	Holme Grove	Lady Bay	Car Park
Car Park	Edwalton Avenue	West Bridgford	Car Park
Wilwell Farm Cutting Nature Reserve	Wilford Road	Ruddington	Nature reserve
Wilford Claypit	Compton Acres/Landmere Lane	West Bridgford	Nature reserve
Meadow Covert	Alford Road	Edwalton	Nature reserve
The Green Line	Selby Road / St Helens Road	West Bridgford	Nature reserve
West Park Pavilion	Loughborough Road	West Bridgford	Pavilion
Alford Road Pavilion	Alford Road	West Bridgford	Pavilion
Gresham Pavilion	2	West Bridgford	Pavilion
Gamston Community Hall	2	Gamston	Community Hall
Lutterell Hall	2	West Bridgford	Community Hall
Bridgford Park	Bridgford Road	West Bridgford	Open space land
Land	Azimghur Road	Whatton	Open space land
Land	The Green Walk	Whatton	Open space land
Land	Transferred from Bovis	Gamston	Open space land
Land	Buttermere	Gamston	Open space land
Land	Rugby Road	West Bridgford	Open space land
Land south of The Dial	The Dial	Cotgrave	Open space land
The Hook	Holme Road	West Bridgford	Open space land
Collington Common	Collington Way	West Bridgford	Open space land
Public open space	Saltby Green	West Bridgford	Open space land
Open space	Candleby Lane	Cotgrave	Open space land
Land at Lawrence Close	Lawrence Close	Cotgrave	Open space land
Land	Owthorpe Road	Cotgrave	Open space land
Land at The Old Park	The Old Park	Cotgrave	Open space land
Public open space	Gotham Road	East Leake	Open space land
Public open space	Woodroffe Way	East Leake	Open space land
Abbey Park open space	Buckfast Way	West Bridgford	Open space land
Miss Machin's Field	Village Street	Edwalton	Open space land
Bird Estate	Swallow Drive	Bingham	Open space land
Public open space	Kielder Drive	Bingham	Open space land
Land	Queens Court	Bingham	Open space land
Land	Daleside	Cotgrave	Open space land
Bell's estate	Brownhill Close	Bingham	Open space land
Tree Estate	Off Sycamore Road	East Leake	Open space land
Open space	Holmsfield	Keyworth	Open space land
Open space	Newbold Way	Kinoulton	Open space land
Open space	Hudson Way	Radcliffe on Trent	Open space land
Land and road	East Moor	Cotgrave	Open space land
Playing Field	Gotham Road	East Leake	Playing fields
West Park	Loughborough Road	West Bridgford	Playing fields
Bridgfield Playing Field	Bridgford Road	West Bridgford	Playing fields
Gresham Playing Field	Wilford Lane	West Bridgford	Playing fields
Greythorn Playing Field	Greythorn Drive	West Bridgford	Playing fields
Recreation Ground	Gotham Road	East Leake	Playing fields
Easthorpe Fields	East Moor	Cotgrave	Playing fields
Playing Fields - Boundary Road	Boundary Road	West Bridgford	Playing fields
Alford Road	Alford Road	West Bridgford	Playing fields

 

Appendix C

Asset Management Strategy

Our aim is to develop an effective, efficient and economic property portfolio.

Aim

Strategically managed to support corporate aims and objectives.

Purpose

To plan and manage property as a corporate resource for the benefit of the people of Rushcliffe.

Delivered Through

• Property budgets managed corporately to prioritise key investment needs.
• Property is integrated with other resources, specifically financial planning for the future.
• Achieving an effective balance between corporate and service priorities.
• Managing the Commercial Portfolio effectively - balancing regeneration needs, job creation and income generation.
• Maintaining a diverse, balanced, risk based Asset Investment Portfolio.
• Implementing robust business planning, option appraisal and whole life costing.
• Ensuring that property information is accurate, current and comprehensive.

Performance Measures

• 5 year planned maintenance programme.
• Service Plan and performance indicators reporting.
• Asset Management Plan and Action Plan.
• Monthly income review and reporting.
• Annual review of the Commercial and Investment Portfolio.

Documents

• Corporate Strategy 2019-2023
• Asset Management Plan
• Capital Strategy
• Medium Term Financial Strategy.
• Disposal and Acquisition Policy
• Transformation Strategy and Efficiency Plan 2019-2024
• Asset Investment Strategy.

 

Aim

Supports service delivery.

Purpose

To provide the right property, fit for purpose, in the right place, to meet current service needs and plan for the future.

Delivered Through

• Ensuring property is suitable and sufficient for service delivery.
• Ensuring property is flexible and is planned to respond to future need.
• Ensuring property is secure, safe to use and fulfilling statutory requirements.
• Ensuring property is accessible.
• Ensuring property is suitably maintained, balancing service objectives against budget constraints.
• Service planning and close working across the organisation as 'One Council'.
• Medium and long term planning.

Performance Measures

• Current property condition.
• Property maintenance spend.
• Risk measures for Corporate Landlord responsibilities.
• Service review, planning and future proofing.
• Customer and user satisfaction.

Documents

• Service Plans
• Accessibility Management Plan
• Risk Management Plan 2019
• Asbestos and Legionella policies
• Rushcliffe Community Strategy
• Empty Homes Strategy 2019-2024
• Housing Strategy 2016-2021

 

Aim

Provides value for money and secures efficiencies for the future.

Purpose

To manage property effectively and secure efficiencies by challenging occupation and utilisation.

Delivered Through

• Prioritising the disposal of surplus property, maximising capital receipts and allied revenue savings.
• Challenging the use of assets and space, seeking efficiencies in occupancy and utilisation and new ways of working.
• Reducing running costs through challenging performance of property.
• Seeking opportunities, such as the Asset Investment Strategy.
• Effectively managing the capital programme and maintenance.
• Costed 5 year planned maintenance programme.
• Managing property related procurement in accordance with Financial Regulations.

Performance Measures

• Implementation of new ways of working.
• Space fit for purpose.
• Average office floor space per FTE.
• Performance of Investment Portfolio.
• Property running costs.
• Projected time and cost predictability.
• Reduction in CO2 emissions.

Documents

• Service Plans
• Transformation Strategy
• Asset Investment Strategy
• Asset Management Plan
• Procurement Strategy

 

Aim

Procured and managed to minimise the impact on the environment.

Purpose

To ensure that property is as sustainable a possible in design, construction, operation and maintenance.

Delivered Through

• Reducing energy and water consumption and CO2 emissions.
• Using renewable energy where possible.
• Encouraging sustainable travel and access to properties.
• Minimising waste where possible.
• Ensuring sustainable design and construction of property.
• Using local goods and services where possible.
• Effectively managing and maintaining historic buildings.

Performance Measures

• Energy consumption.
• Water consumption.
• Reduce / zero CO2 emissions target.
• Design to include renewable energy and water use reduction technology included in new projects where possible.
• Energy surveys.

Documents

• Carbon Management Plan
• Environment policy
• Climate Change Strategy
• Rushcliffe Nature Conservation Strategy 2016-2020
• Sustainable Procurement Strategy
• Waste Strategy

 

Aim

Supports Growth, Business and Regeneration in Rushcliffe.

Purpose

To use land and buildings to stimulate development and economic growth and support local business.

Delivered Through

• Using key assets to stimulate and support regeneration.
• Combining property and innovative funding solutions to deliver transformational change.
• Integrating investment priorities through partnership delivery vehicles.
• Providing a high quality and demand led commercial property portfolio for business support and growth.
• Using investment to create local employment and training opportunities.

Performance Measures

• Identification of sites with redevelopment opportunities.
• Funding reporting.
• Impact on employment and job creation.
• Performance indicators recording occupancy of Rushcliffe and private sector business space.

Documents

• Rushcliffe Growth Boards
• Rushcliffe Business Partnership
• Asset Management Plan
• Corporate Strategy 2019-2023
• Contaminated Land Strategy 2018-2023

 

Aim

Supports Communities, Partners and 'Quality of Life'.

Purpose

To promote community focussed service delivery including working in partnership with others.

Delivered Through

• Effectively managing a diverse asset portfolio, including quality community assets that have a positive impact on the 'quality of life' of residents.
• Working with other agencies across Nottinghamshire and the wider D2N2 area.
• Working with the voluntary and community sector.
• Encouraging the involvement of communities and other key stakeholders in making choices for service delivery in their area.
• Part of One Public Estate.

Performance Measures

• Quality portfolio of community assets operating for the benefit of residents.
• Property used to bring together public sectors and partners in joint community facilities.
• Joint mapping of assets across the public sector.

Documents

• Sustainable Communities Strategy 2008-2026
• Leisure Facilities Strategy 2017-2027
• Mandatory and discretionary business rates relief

 

Appendix D

Disposal and Acquisition Policy for Land and Buildings

1.0 Purpose

1.1 To provide the guidelines by which the Council shall consider the disposal or acquisition of assets in the delivery of Council services and meeting corporate objectives.

1.2 This policy relates to acquisitions and disposals for the freehold and leasehold interest (leasehold where the lease/licence is greater than seven years).

2.0 Other Document Links

2.1 This policy is an appendix to the Council’s Asset Management Strategy 2020 – 2025 and links to the Capital Strategy, Corporate Strategy and Asset Investment Strategy and Empty Homes Strategy.

3.0 Key Principles

3.1 The key principles in considering disposal or acquisition of an asset are:

• Its strategic contribution to the Council’s objectives
• Potential for future strategic, regeneration or redevelopment purposes
• Disposals to be for the best consideration in accordance with Section 123 of the Local Government Act 1972
• Disposals at an undervalue must fall within the acceptable grounds of Local Government Act 1972, General Disposal Consent (England) 2003
• Appropriate disposal procedures and method of disposal
• Acquisitions assessed against the Council’s capital programme
• Acquisitions meet the AIS criteria (where relevant)
• Appropriate financial appraisal
• Climate Change – environmental cost/value of the asset
• To be advantageous to the Council.

Disposals

4.0 Definition of Surplus/Under Used Assets

4.1 An asset can be considered for disposal if it is surplus or under-used.

4.2 An asset is deemed to be surplus to the Council’s requirements if:

• It makes no or minimal contribution to the delivery of the Council’s services or corporate objectives.
• It has no viable alternative use or potential for future service delivery or strategic regeneration/redevelopment or wider community purposes.
• an alternative asset or site has been identified, which would be more cost effective in delivering the Council’s services or objectives.
• For investment properties, it does not generate sufficient income to be retained for investment purposes when compared to alternative rates of return available.
• The sale of an asset is required to fund other Council priorities.

4.3 An asset is deemed to be under-used if:

• The income being generated from the site is below that which would be achieved from:
  • an alternative use
  • disposing of the site and investing the receipt
  • intensifying the use.

4.4 In the case of open spaces, amenity areas and similar sites, the surplus/under used test should also consider the community value of the asset.

5.0 Asset Identification

5.1 Assets for potential disposal may be identified in a range of ways, including:

• At asset or service review.
• Identification of development opportunities.
• Assets being identified as surplus or under used.
• Local Plan designation.
• Direct approach from an interested party.
• Identification that disposal delivers another corporate objective.
• Identification through day to day estates management.
• Community ownership (for example, Asset of Community Value).

6.0 Asset Review

6.1 The asset review will assess the performance of the asset, for example:

•  Use
•  Suitability
•  Condition
•  Maintenance and operating costs
•  Fit with corporate objectives
•  Financial (business case)
•  Alternative use/options
•  Community value
•  Environmental value/cost
•  Legal
•  Planning
•  Consultation (for example, Councillors, residents, partners).

7.0 Disposal Considerations

7.1 The following list (not exhaustive) are considered in assessing an asset for disposal:

Legal/Legislative Considerations

• The purpose/legislation under which the Council holds the asset.
• Legal constraints/powers to dispose.
• Disposal within s123 of the LGA 1972 (for example, obtaining best value).
• Implications of disposing at an undervalue (LGA 1972, General Disposal Consent (England) 2003.
• Ownership/Title constraints.
• Which disposal route to follow.
• Due diligence.
• Terms and conditions of sale.
• Other legislation around specific disposals, for example; procurement, disposal of allotments and open space, Charities Act, State Aid implications.

Financial

• Business case (for example, making a loss).
• Optimising the disposal value (for example, development potential, adjoining asset marriage value).
• Timing (for example, opportunity to increase value in future against opportunity cost).
• Potential to increase value by obtaining outline planning permission.
• Cost and method of disposal.
• Access to funding or a partnership.
• Community arrangement (for example, Asset of Community Value).
• Market conditions.
• Existing condition of the asset and operational costs.

Local Considerations

• Community and environmental ‘value’ (level of use).
• Any anti-social or community matters.
• Cabinet and ward member engagement/consultation.
• Community engagement/consultation (where appropriate).
• Local Plan (allocation of asset).

8.0 Authorisation

8.1 The Chief Executive, Executive Manager Transformation and Executive Manager Finance and Corporate Services (s151 Officer) have the authority to approve:

• Sales of sites for electricity sub-stations or gas governors.
• Grant, surrender and renewal of leases, licences, wayleaves and easements.
• Grants of grazing licences.
• Grant, surrender, renewal of leases where the asset has already been let (for example, commercial properties).
• Sales of land and property under the value of £25,000.

8.2 All other disposals will be reported to Cabinet for approval.

9.0 Methods of Disposal

9.1 The Property Services Manager in conjunction with the Executive Manager Transformation will determine the appropriate marketing strategy for the surplus or under used asset (see Annex A). There may be circumstances when an alternative approach is recommended, such as:

• A ‘special purchaser’ is identified (for example, someone who is prepared to pay a premium for the site, or where they have the only interest).
• A partner has been identified.
• The asset is being disposed at an undervalue following an appraisal.
• An alternative opportunity is identified.

9.2 The recommended method of disposal will be reported to Cabinet for approval, where appropriate.

10.0 Disposal

10.1 Once approval is in place, the Property Services Manager will be instructed to conduct the marketing, negotiations and instruct Legal to prepare transfer documentation and liaise with Finance and the appropriate service area. Once completed, they will notify appropriate Cabinet and ward members and Executive Management Team and update the land ownership database.

Acquisitions

11.0 Acquisition Considerations

11.1 The purpose for an asset acquisition must be clear, examples may include: for the delivery of services, meeting corporate objectives, wider regeneration purposes and as part of the Asset Investment Strategy (AIS).

11.2 Considerations (not exhaustive) when determining to acquire an asset:

• Fit with corporate objectives.
• Appraisal against capital programme and other capital schemes.
• Terms and conditions of sale.
• Price of asset and if considered to be reasonable/market value.
• Location and condition of asset.
• ‘Fit for purpose’ for proposed use.
• Fit out works, set up costs, acquisition and associated costs.
• Alternative assets for comparison.
• Another way of delivering the same outcome.
• Operating costs/whole life cost.
• Legal, financial and planning considerations.
• Timing, local market conditions.
• Partnership/community arrangement.
• For the wider community benefit/regeneration.

12.0 Affordable Homes

12.1 Acquisition of residential assets for the purposes of providing accommodation for homeless households.

12.2 Properties will be acquired using the Affordable Housing Capital Fund and held in the Council’s general fund.

12.3 Acquisition of an asset for this purpose must meet the following criteria:

• Demonstration of need.
• Location of asset where need is identified.
• Managed and maintained by a Registered Provider or directly by the Council (but without providing a Right to Buy opportunity).
• A maximum of 199 properties to be acquired at any one time.
• Specific characteristics of the asset to ensure:
  • No structural defects
  • Minimal refurbishment required (unless business case)
  • Minimal management and maintenance liability
  • Freehold (or long leasehold in exceptional circumstances).

13.0 Empty Homes

13.1 As set out in the Empty Homes Strategy 2019 – 2024, the Council will purchase empty homes in certain circumstances.

13.2 Properties will be purchased through specific legislation and funded by the Capital budget. Assets will firstly be considered for use as affordable homes, otherwise will be resold on the open market.

14.0 Authorisation

14.1 The Asset Investment Group has delegated authority to approve the acquisition of investment assets that meet the AIS criteria.

14.2 The s151 Officer and Portfolio Holder for Finance have delegated authority to approve the acquisition of the above defined Affordable Housing. 

14.3 The Chief Executive, s151 Officer and Executive Manager Transformation have the authority to approve the acquisition of assets up to the value of £25,000.

14.4 All other acquisitions will be reported to Cabinet for approval.

15.0 Acquisition

15.1 Once approval is received, the Property Services Manager, reporting to/working with the Executive Manager Transformation, will commence negotiations to acquire the asset and instruct Legal accordingly.

15.2 The Property Services Manager will keep Cabinet members and EMT updated throughout the process and once completed. They will also inform the relevant service areas and update records accordingly.

15.3 The Property Service Manager will undertake effective estates and building management thereafter.

Methods of Disposal

There are a number of methods by which a property interest may be disposed. Sale by competition is the best way of demonstrating that the best price has been obtained but there are sometimes situations where competition is not appropriate or where best price is not the principle objective.

Sale by competition could be by the following means:

a)      Auction

This is useful when marketing a property has generated a widespread interest and has one advantage of being relatively quick and inexpensive. Auctions can work well where most of the potential purchasers are builders or investors used to auctions or where they are from the locality and know the market in detail. Examples of situations where an auction may be appropriate could be surplus plots of land, residential or office buildings. It is not generally suitable for complex sites or high values because potential bidders are deterred from the expense of making the necessary pre-auction enquiries to enable them to make a binding bid.

b)      Formal Tender

With a formal tender, potential purchasers have to make binding offers in a specified form, by a specified date and with a specified amount of deposit.  Formal tenders offer a greater certainty on the timescale of the deal than the informal methods and it is relatively easy to demonstrate and defend the question of obtaining the best price. However, tender documents must be very precise and therefore detailed and as a result the Council risks incurring high abortive costs if the process fails to attract sufficient interest. It would be good practice to prepare and include the contract in the tender documents in order to prevent post tender negotiations and to place a fixed date for completion (although circumstances don’t always allow for this).

As any offer is binding it can be seen as a deterrent to potential interested parties because of the expense of making the necessary pre-bid enquiries to allow a binding bid to be made in the first place.

c)      Informal Tender

With an informal tender, non-binding offers are secured by a specified date and a preferred bidder is selected with whom to negotiate actual terms. Theoretically this process should generate more offers than the ‘Formal Tender’ process, but the negotiation period can be protracted, and the offer price may be reduced in the process. If the Council receives more than one attractive offer, they may then ask bidders to submit a second or best offer. This keeps the potential purchasers in a competitive situation and thereby a potential for obtaining increased offers. The ‘Informal Tender’ process is more likely to be used when the interest in the property is not sufficiently certain to risk the ‘upfront’ costs associated with the ‘Formal Tender’ process.

Alternatives to Sale by Competition

a)       Private Treaty

This should be considered if there is a special purchaser, this may be where the asset would not be of interest to any other buyer (small areas of land adjoined to an existing dwelling to extend a garden), or the buyer has existing property interests and so would pay a premium, perhaps to merge two sites to make it more developable. In this case, a valuation would be sought from an independent valuer to demonstrate best value had been achieved and negotiations would take place with the relevant party.

Alternatively, it may be where the Council has decided not to obtain best value and instead dispose of the asset to meet a corporate objective:

b)       Transfer to charity/other community group

This should only be considered if it meets the Council’s corporate objectives or business case.

c)       Considerations other than for best price

This may relate to buildings of historic interest, where disposal to a body which represents the wider public interest rather than it being redeveloped by a private company purely for profit. For example, if the Council wanted to control the development as part of a wider scheme or to preserve an asset. A valuation certificate would be obtained from an independent valuer in order to demonstrate best value.

Disposal of an Asset for the Best Consideration or at an Undervalue

Except in the case of land held for housing purposes, the requirements of s123 of the Local Government Act 1972 (‘best consideration’) and the related General Disposal Consent 2003 should be taken into account.

a)       Best Consideration

S.123 of the Local Government Act 1972 states that “….. except with the consent of the Secretary of State, a Council shall not dispose of land, otherwise than by way of a short tenancy, for consideration less than the best that can reasonably be obtained”.

S.123 qualifies ‘best consideration’ therefore it might not necessarily be the highest price.  Other factors, for example, planning, can apply.  ‘Best consideration’ will be Market Value (taking into account conditions and covenants that run with the land as well as planning issues); quality of proposals; regeneration objectives; sale conditions that might bring about other quantifiable benefits; whether the bid appears financially realistic and deliverable; whether the bid is from a special purchaser. This introduces a degree of flexibility in determining ‘best consideration’.

b)       General Disposal Consent 2003

There is a general consent for local authorities to dispose of land or grant a lease in excess of seven years for less than best consideration where:

• The Authority considers that the purpose for which the land is to be disposed of is likely to contribute to the promotion or improvement of the economic, social or environmental wellbeing of the whole or any part of its area or of all or any persons resident or present in the area.
• The difference between the full Market Value of the land and the actual consideration for disposal does not exceed £2m.

The Consent provides a technical appendix describing the information which must be supplied if an application is made to the Secretary of State for approval of a sale if it does not meet these criteria or if there is doubt.

Authorities are asked to note that these provisions do not apply to certain classes of properties which are not covered by Section 123, which includes land held under the Housing and Planning Acts.

Authorities are reminded that the Consent does not override restrictions on State Aid arising under European Legislation. 

Disposals of land to assist the provision of privately let Housing

A separate legal power (which applies to both housing and non-housing land) exists under Sections 24 and 25 Local Government Act 1988 (and a related general consent) to dispose of land for less than best consideration to assist the provision of “privately let housing” (an expression which includes shared ownership and shared equity schemes, as well as housing for rent).  These provisions allow disposals either to registered social landlords or, on a more restricted basis (subject to an annual financial limit) to other providers of housing.