The report before the Scrutiny
Board updated Members on progress with the Council’s key
programme, ‘a Corporate Approach to Delivering an Asset
Masterplan’ and the key priorities for implementation of the
Strategy. The report was presented by
the Assistant Director, (Finance and Property Services).
Members of the Scrutiny Board raised a
number of questions pertaining to the report. In response, Members were advised that:
- Approval and
viability testing of the Strategy had been secured and first phase
implementation had commenced with the Council’s office
accommodation phase, before proceeding to phase 2. Members were informed that it was very likely that
Solihull was the only Council in the West Midlands region to be
operating at this time on a service model, rather than a corporate
landlord model. The Corporate Landlord Model was expected to
support in the delivery of savings from the Council’s
property portfolio, health and safety arrangements and relevant
data sharing.
- It was expected that
the Corporate Landlord Model would lead to greater dialogue with
service areas through the Strategic Asset Management Plans (SAMPS)
as to how the design of the property portfolio could support
service delivery to residents in the borough and to ensure that the
available property could serve residents and businesses needs in
the best way possible via the SAMPS process.
- The Corporate
Landlord Model will ensure the co-ordination and review of health
and safety requirements is undertaken, maintenance schedules are
observed, that building maintenance budgets are spent and relevant
legislation observed and implemented in a timely fashion to ensure
on-going legal compliance.
- Members were advised
that new Property Information Manager’s post was currently
being worked up in respect of the duties, responsibilities and
demarcation across service areas. It
was expected that the role would also entail supporting information
and data analysis for future strategy development.
- Regarding the
property portfolio’s refurbishment and upgrades in relation
to supporting the Council’s carbon reduction agenda, Members
were informed that the Council’s corporate approach to
managing the property Portfolio entailed assessing longer term
viability. Accordingly, planned maintenance works took into account
Net Zero objectives and whole life costing issues and life cycles
of buildings. For example, work was undertaken to review gas supply
arrangements and how alternative energy sources could continue to
be made use of. A similar outlook was
taken when planning for new development e.g. school expansions.
Wherever possible, buildings within the Property Portfolio were
fitted with light / motion sensors to ensure light sources were
switched off in unoccupied rooms and buildings.
- It was confirmed that
review of the Property Portfolio was part of the Corporate Landlord
Model, which in effect entailed review of the property performance
matrix, carbon footprint, utility costs, building purposes and
functions, all of which would go towards determining whether the
property asset was to be retained or disposed of.
- In respect of the
flexibility of the Corporate Landlord Model and accompanying SAMPS,
Members were advised that SAMPS would be produced for each property
within the Portfolio and would be kept updated for the needs of
each respective service, which in turn would determine which assets
were retained and which Council services delivered from
them.
Having considered the report,
Members of the Resources and Delivering Value Scrutiny
Board:
RESOLVED:
(i)
To note the progress made so far with delivering the Asset
Masterplan programme;
(ii)
To agree that the progress made in implementing the Asset
Masterplan programme was satisfactory; and,
(iii)
To agree to receive further update reports on the Corporate
Approach to Delivering an Asset Masterplan at the Resources and
Delivering Value Scrutiny Board meetings scheduled for July 2021
and September/October 2021 (subject to confirmation).
The Resources and
Delivering Value Scrutiny Board meeting
Closed at 7:23
p.m.