Issue - meetings

A copy of the Property Strategy and Asset Management Plan report considered by Cabinet on 3 November 2020 has been included on the agenda for this meeting for review by the committee.

The Place and Resources Scrutiny Committee considered a report on asset management methodology at the meeting on 29 September 2020. The report subsequently considered by Cabinet on 3 November 2020, included further detail on areas including time scales and process and included points raised by this scrutiny committee. The report is therefore brought back to this committee for information and assurance.

A copy of the Property Strategy and Asset Management Plan report considered by Cabinet on 3 November 2020 had been included on the agenda for this meeting for review by the committee.

The Place and Resources Scrutiny Committee had previously considered a report on asset management methodology at the meeting on 29 September 2020. The report subsequently considered by Cabinet on 3 November 2020, included further detail on areas including time scales and process and included points raised by this scrutiny committee. The report was therefore brought back to this committee for information and assurance.

The Portfolio Holder for Economic Growth, Assets and Property provided an overview of the work undertaken and noted that the paper considered by Cabinet, set out the process and allowed decisions to be taken in order to maximise the use and value of the council’s estate.

The committee considered the Cabinet report and during discussion, raised the following issues:

·                A comment was made with regard to the need to keep a customer facing hub in the east of the Dorset Council area

·                Although the council would need to work through the whole portfolio, priority was being given to larger leases and consideration of where there were natural break points in leases, some of which would be in 2021 and some in 2022

·                In response to a question, an update was provided in respect of the marketing of the former council offices at Furzehill

·                Reference was made to the Property and Asset Management Strategy Action Plan set out as an appendix to the report and the target dates that had been set.  In response to a request, the Corporate Director for Property and Assets agreed to provide a quarterly monitoring report in respect of the action plan

·                A review of agile working had been accelerated by the current pandemic and the need for council officers to work from home where possible and this would impact on the way space was used in future.  Consultation was currently underway with managers as to how work would be managed moving forward and this would be factored in when planning for office space

·                A point was raised in respect of how officers worked from home and a concern noted that not one solution would fit for all circumstances.  In response, the Corporate Director noted that these elements were currently being addressed by Human Resources.  Officers where possible, would continue to work remotely until the end of March 2021 and work being undertaken was factoring in staff returning to offices but on a different basis

·                In response to a question, the Corporate Director confirmed that the council had 62 hotels and 53 farms or landholdings included within its assets

·                The Chairman welcomed a regular report to the committee on progress with the action plan

·                The Corporate Director confirmed that relevant decisions would need to go through the council’s governance structure.

To consider a report of the Portfolio Holder for Cllr T Ferrari, Economic Growth, Assets & Property.      

Decision

(a)       That the Property Strategy & Asset Management Plan, as set out in appendix 3 to the report, be agreed;

(b)       That the Action Plan, as set out in appendix 4 to the report, be agreed;

(c)        That a budget of £250k be allocated and funded from Capital Receipts for feasibility studies and other exploratory works; the cost of which would be apportioned to individual schemes and recovered should the project be developed out or asset sold with planning permission.

Reason for the Decision

The Property Strategy & Asset Management Plan is a key component of the

Council’s transformation strategy in order to help services meet their changing

service needs and assisting the council in meeting its statutory obligations, its

social and economic aspirations whilst at the same making a significant

contribution to overcoming the financial challenges that it faces.

The Portfolio Holder for Economic Growth, Assets & Property presented a report on the Council’s property portfolio which was extremely diverse and multi-faceted comprising a wide variety of assets.

The Property Strategy & Asset Management Plan was a key component of the Council’s transformation strategy in order to help services meet their changing service needs and assisting the council in meeting its statutory obligations, its social and economic aspirations whilst at the same making a significant contribution to overcoming the financial challenges that it faced.

In response to a question the Portfolio Holder confirmed that a geographical map would be made available to all ward members as appropriate. He further confirmed that Scrutiny would be involved in the process and Town and Parish Councils would be also consulted.

Decision

(a)       That the Property Strategy & Asset Management Plan, as set out in appendix 3 to the report, be agreed;

(b)       That the Action Plan, as set out in appendix 4 to the report, be agreed;

(c)        That a budget of £250k be allocated and funded from Capital Receipts for feasibility studies and other exploratory works; the cost of which would be apportioned to individual schemes and recovered should the project be developed out or asset sold with planning permission.

Reason for the Decision

The Property Strategy & Asset Management Plan is a key component of the

Council’s transformation strategy in order to help services meet their changing

service needs and assisting the council in meeting its statutory obligations, its

social and economic aspirations whilst at the same making a significant

contribution to overcoming the financial challenges that it faces.