Asset Management Planning

Corporate Property Strategy

Property assets are vital in ensuring the successful delivery of services by the Highland Council. The key aim of strategic property asset management is to align the Council’s land and building asset base with the Council’s corporate goals, objectives and investment strategy.

In order to ensure that this key aim is achieved, the Council has agreed a ‘Corporate Property Strategy’ and this can be viewed under “Current Documents”. Also included is a link to the ‘Easy Guide’ covering Highland Council’s Corporate Property Strategy.

Target Operating Model

The Council aims to improve the management of its property assets by adoption and implementation of the Target Operatng Model approved in 2010 and being implemented in phases.

We must be clear that our target operating model is one in which the make up of the Council’s asset portfolio is a function of corporate strategy and corporate need. The information we hold on each asset must be reliable and must form the basis of planned investment to maintain, improve and reshape the portfolio.

The Target Operating Model, which was approved by Resources Committee in August 2010, is as follows:

1. All of the property assets owned and/or occupied by the Council are considered to be corporate assets. Strategies, policies and key decisions are agreed by the Council’s Resources Committee.
   
2. Members are fully engaged in the development of asset policy and the monitoring of performance against targets. Ward business meetings receive regular reports on asset performance and costs such that local Members are able to influence asset rationalisation in their ward.
   
3. An Asset Management Board has responsibility for overseeing the development of strategy, setting targets and monitoring delivery of the asset management programme. This Board sits within the governance arrangements for the Corporate Improvement Programme.
   
4. The responsibility for managing assets is delegated to the Director of Housing and Property acting as the designated “Corporate Property Officer”.
   
5. The programme of work is delivered by an Asset Management Team, led by a Corporate Property Asset Manager. The team has a broad remit including elements of Estates Management and is structured to reinforce links with other property professionals engaged in capital works, property maintenance, sustainability and facilities management.
   
6. Service Directors engage with the Corporate Property Officer to define their current and future property needs. Each Service has nominated a Senior Manager to engage with the Asset Management Team in an “Informed Client” role.
   
7. The Council's Corporate Asset Strategy sets performance targets for its assets and the allocation of capital and revenue funds is managed corporately to reflect these targets and priorities.
   
8. An asset management information system holds relevant, accurate and current information about all assets and the system is integrated with other Council systems including finance and performance management systems. The information held on the system is accessible to all Council services and (with appropriate protection) is shared with the Council’s partners.
   
9. A forum exists to promote joint working on asset management by the Council and its partners. Asset portfolios are mapped to promote asset sharing and joined up working between organisations.
   
10. Joint working between organisations is sufficiently mature to support the sharing of human and financial resources where facilities are jointly occupied.
    
11. These is clear alignment between the Asset Management strategy and the Carbon Reduction strategy.
    
12. There is clear integration of the Asset Management strategy with the other Corporate Improvement projects particularly Mobile & Flexible Working, Information Management and Customer Engagement.

Office Review - Inverness and Dingwall

The Council has initiated a review of its office accommodation in these communities, in order to work towards achieving benefits such as:

• Significant reductions in the operating and running costs of the estate
• Capital receipts generated through property disposals for reinvestment
• Reduced property risks and liabilities associated with a high maintenance backlog
• Improved:-
  • Building condition/maintenance of retained property assets
  • Asset performance by reducing operating and energy running costs
  • Efficiency of office space use
  • Sustainability and environmental performance of the estate
  • Working environment for staff and customers
  • Service delivery and efficiency through co-location and shared service opportunities
  • Incorporation of business improvement benefits delivered by other Corporate Improvement Projects

A strategic review of office accommodation in Inverness and Dingwall has been carried out, which found that the Council has an opportunity to significantly rationalise the number of offices it uses and to deliver improved office accommodation to staff and customers.

On 8 June 2011, Resources Committee agreed that an Outline Business Case should be developed, which will further examine the options considered.

You can view the full report under "Current Documents".

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