Strategic Asset Management 1
Strategic Asset Management PlanDARTF2
Strategic Asset Management PlanContentsPart 1 Strategic ContextPart 2 Shaping the Future EstateVision & AimsOperational EstateGlossary of Terms 5Civic Estate – Office Accommodation Rationalisation Strategy15Overall Vision/Aim 7Sports and Leisure Activities19The Strategic Asset Management PlanAsset Strategy – ObjectivesDLondon Borough of Barnet Corporate PlanCurrent Asset BasePortfolio Details7Education Portfolio7Community Estate8Community Asset StrategyHighways9101212Adapting the Estate & Rationale for Strategic Asset Management 12DisposalsAcquisitions2021Highways & Green Spaces PortfolioThe Barnet ContextBorough: a Brief OverviewTFARWhy Formulate a Strategic Asset Management Plan?1313Green Infrastructure2224Investment EstateApproach to Portfolio Income25Housing PortfolioHousing Strategy26Development PortfolioBuilding on the Council Track Record273
Strategic Asset Management PlanContentsTFPart 3 Delivering the StrategyDelivering the StrategyLBB Constitution30ARWorking with Strategic Partners30Working with Public Sector & Voluntary / Community Partner Organisations31Integrated Property Asset Management System (IPAMS)33The Corporate Landlord Model33DConclusions & Way ForwardConclusion & Way ForwardAppendix 1 - Key Reference DocumentsAppendix 2 - Income Producing Assets3436374
Strategic Asset Management PlanGlossary of TermsACBAssets and Capital BoardHRAALMOArms Length ManagementOrganisationIPAMSALPAssets, Land and Property RulesARGAssets, Regeneration and Growth CommitteeATRIUMDatabase SoftwareAWSAgile Working StrategyCASCommunity Asset StrategyCCGClinical Commissioning GroupCLPCorporate Landlord PolicyCSGCustomer Services GroupCSOCustomer Services OperationCVSCouncil for Voluntary ing Revenue AccountIntegrated Property Asset Management SystemLocal Asset Backed VehiclesLondon Borough of BarnetLocal Development FrameworkNorth London Business ParkNorth London Waste AssociationNew Support Customer Services OrganisationOffice Accommodation Rationalisation StrategyReRegional EnterpriseRICSRoyal Institution of Chartered SurveyorsSAMPStrategic Asset Management PlanDevelopment and Regulatory ServicesSPASport and Physical Activity ReviewEdgware Community HospitalTOMTarget Operating Model5
Strategic Asset Management PlanPart 1TFStrategic ContextARIn This SectionVision & AimsDThe Barnet Context6
Part 1Strategic Asset Management PlanStrategic ContextThe Strategic AssetManagement PlanOverall Vision/AimThe London Borough of Barnet (LBB) holds property tosustain and support its corporate objectives as set out inthe Corporate Plan, and other strategies.The aim of the Strategic Asset Management Plan (SAMP)is to set out the Council’s vision, aspirations and objectivesfor its land and property assets portfolio, and to outline afive year plan for how it intends to achieve these outcomes.ARThis document replaces the Estates ManagementStrategy 2011-2015 and should be read in conjunctionwith the Council’s land and property rules.DWhy Formulate a StrategicAsset Management Plan?The Strategic Asset Management Plan is a key corporatestrategic tool which sets out the London Borough ofBarnet’s property objectives, focussing on how theCouncil intends to utilise its asset base to deliver itsCorporate Plan.TFAsset Management is the generic process that seeks to ensurethat land and buildings, as the asset base of an organisation,are structured in the best corporate interests of the organisationconcerned.The SAMP will be used by Elected Members, Officersand Partner organisations to support/inform any decisionrelated to property assets and should be treated as the keyreference point for all future property portfolio decisions.The strategic plan refers to land and buildings only. It alignsthe asset base with the organisation’s corporate goals andobjectives and responds to all functional and service deliveryrequirements of the organisation. This will enable the councilto meet its statutory and other obligations to deliver variousoperational functions and services within the borough.Hendon Town Hall7
Part 1Strategic Asset Management PlanStrategic ContextAsset Strategy – ObjectivesThe SAMP provides a framework within which the LondonBorough of Barnet can secure the operational and financialbenefits of an Estate which aspires to standards of bestpractice. It will address the need to secure the maximumpotential economic benefit whilst supporting delivery of theCouncil’s objectives through, providing services, enablingcommunity participation, delivery, growth and regeneration.TFEnsure that the procurement of works for buildings meetssustainable design criteria and those buildings aremaintained and managed for maximum energy andresource efficiency.Support longer term regeneration and growth by preparingbusiness cases for retaining, acquiring or disposing of assetsensuring best consideration is achieved and where relevantcommunity and social value is taken into consideration.ARThe objectives of the SAMP are to:Articulate a vision for Council land and property assetsover the next five years in support of the council’sobjectives.Provide a framework against which strategies for councilassets such as highways, housing and parks can bedeveloped.Set out a strategic approach in respect of the Council’sland and property assets so the portfolio is managed asa whole rather than considering assets in isolation.Develop an approach that maximises letting income andwhere relevant, this should be balanced against communityor social value and;Shape the Council’s operational estate to optimise serviceprovision and meet the needs of customers.Achieve efficiencies by sharing assets across the publicsector.DEnsure that operational properties are appropriately located,provide flexible accommodation at appropriate cost, are ingood condition and are accessible to all.Achieve a reduction in the overall use of operational spaceto achieve savings.Reduce the running costs of buildings and benchmark costsin use against peer groups.Develop an Office Accommodation Strategy, achievingefficiency in the use of space through Agile / remote workingand to maximise co-location of services working withpartners.8
Part 1Strategic Asset Management Plan9Strategic ContextThe Borough: a brief overviewTFThe London Borough of Barnet is the second largestLondon borough by population and covers an area of86.74 square kilometres (33 sq miles).The Borough was formed in 1965 and stretches fromEdgware to Brunswick Park and High Barnet to ChildsHill. The 2011 census reported 135,900 households inBarnet with an average occupation of 2.6 persons. One inthree households live in a flat with a general trend towardssmaller single income households and 81,000 individualsliving alone.ARThe total population for Barnet in 2013 amounted to362,065 individuals projected to increase by 2041 to445,422.DThe Local Economy within Barnet is characterised by ahigher than average proportion of high income earnersthan the rest of the UK and is characteristically:A local economy made up mainly of small andmedium-sized businesses.Lower than average rates of unemployment for Londonand a higher than average rate of VAT-registeredbusinesses.Residents with better than average qualifications earninghigher than average wages and salaries - many in jobs inWestminster and the City.A workforce that earns a little below the average forLondon.Population change- 200 00 200200 400400 600600 800800 1000 1000
Part 1Strategic Asset Management Plan10Strategic ContextLondon Borough of BarnetCorporate PlanTFARThe Corporate Plan 2013-2016 sets out objectivesand measures against which progress will be judged.The Corporate Plan Strategic Objectives are:Promote responsible growth, development andsuccess across the borough.DTo support families and individuals in need promotingindependence, learning and wellbeing.Improve satisfaction of residents and businesseswithin the London Borough of Barnet as a place tolive, work and study.Key Issues under the Corporate PlanThe Corporate Plan outlines a number of themesrelating to asset management.To meet these priorities the Strategic AssetManagement Plan seeks to:Maximise financial returns from Commercial Assetsand long term income / capital generation fromdevelopment opportunitiesDescription: The purpose of this objective is to ensurethat the council receives the best possible incomeor receipts from those council owned properties andlands which generate rent or have been identified fordisposal.Solution: The SAMP will outline the approach tomaximising income from both commercial assets anddevelopment opportunities. Maximise efficient andeffective use of Public and Civic Buildings in thedelivery of council Services.
Part 1Strategic Asset Management PlanStrategic ContextLondon Borough of BarnetCorporate PlanMaximise efficient and effective use of Public andCivic Buildings in the delivery of Council Services.ARDescription: To ensure that council services areprovided through facilities which are both fit forpurpose and utilised in the most cost effective way.Solution: The SAMP will outline the approach andmethodology for maximising the effective use of thePublic Estate.Maximise efficient and effective use of council assetsfor Community use.DDescription: The large and growing number ofcommunity based groups places an increasingdemand upon existing, ageing council assetsallocated for community use. The intent is to ensurethat access to council assets is local, fit for purpose,cost effective wherever possible and forward plansare agreed with Stakeholders.Solution: The SAMP will set out the scope of theCommunity Asset Strategy and prepare the groundfor the publication of the Community Asset Strategyin December 2014. The document will set out anapproach to assets primarily utilised by thecommunity and will consider where other councilassets can be released to enhance the council’srelationship with the community, or promotecapacity-building or other forms of social andcommunity value.TFEstablishing a decision making body which managesthe interface between the new Service Provider andthe council.Description: The Assets and Capital Board has beencreated to ensure officers of the council hold theservice provider to account for delivery of the estateservices.From the point of view of council Members, reportsfor decision makers will be submitted in accordancewith the council’s constitution. It is also envisagedthat consultation with stakeholders, such as councilMembers, will continue as normal (for example, as inthe case of Disposals and Rent Reviews). The Asset,Regeneration and Growth (ARG) Committee hasresponsibility for asset management as set out in thecouncil’s constitution.Solution: The Asset and Capital Board will ensurethat officers manage the interface between theservice provider and the council. Decisions relatingto property and asset management will be taken bythe assets, Regeneration and Growth committee inaccordance with the Assets, Land and Property(ALP) rules.11
Part 1Strategic Asset Management Plan12Strategic ContextCurrent Asset BaseCommunity Estate Retained for the benefit of the communityOperational Estate Held for delivery of council servicesLibrariesSchools, PRUs, youth centres, childrens' centresDepotsCivic OfficesCemterary, crematorium, mortuaryChildren's homesDay CentresLeisure centres / ParksCar ParksARCommunity centresAllotmentsWar memorialsHighways and Green SpacesPortfolioInvestment Estate Held primarily to provide an income andinvestment opportunityThe agricultural estateIndustrial unitsLong leasehold shopping complexesDHousing Portfolio Managed by Barnet HomesGarden Land parcelsGarages on council estatesCouncil housingCouncil housing shared ownershipCouncil houses sold on long leasesResidential properties bought backDevelopment PortfolioPortfolio DetailsTFIn terms of the overall portfolio the individual asset typesas at December 2013, are as follows:A full property list will be published in accordance withthe Transparency Agenda.A summary of the income producing property portfoliocan be found in Appendix 2.Adapting the EstateThe performance of property assets should be monitoredand assessed in both functional and financial terms. Inmanaging assets, the portfolio should be subject to thefollowing tests:Is there a clear rationale for owning or holding property?Does a particular asset assist service delivery or generateincome?Is there any beneficial purpose in its retention? e.g. agrowth or regeneration opportunity or a wider publicservice benefit?Are the individual properties fit for their intended purpose?Quantify the performance and return from any givenproperty asset.The Council will set objectives based on performancewhich will be reviewed and monitored to ensure that theyare being met and are still relevant.In summary these tests and corresponding decisionscould lead to disposals or acquisitions which will enhancethe performance of the property portfolio.
Part 1Strategic Asset Management PlanStrategic ContextTFDisposalsAcquisitionsAs the asset management policy is developed,land and property assets held by the councilshould be considered for disposal and potentiallysurplus to requirements if any of the followingstatements apply:ARThe asset no longer makes a positivecontribution to the current delivery of councilservices;The asset has no potential for future strategicregeneration and / or redevelopment purposes;An alternative site can provide a more costeffective and/or efficient point of service delivery.DThere is no adopted and resourced council plan/policy/strategy, which will bring the asset intobeneficial use in the foreseeable future.Consideration of long term income streams asalternative to disposals or;There is no potential for advantageous shareduse with partners.Land and property interests should beconsidered for acquisition if the followingcircumstances apply:The acquisition will make a positive contributionto the current delivery of council services.The acquisition will make a positive contributionto reducing occupational cost.All other methods for the delivery of the servicehave been investigated and an option appraisalhas been undertaken which highlightsacquisition as the most economic and efficientmeans of service delivery.The acquisition of the interest has potential forfuture strategic regeneration and / orredevelopment, or contributes to wider corporateobjectives and appropriate funding has beenidentified.13
Strategic Asset Management PlanPart 2Shaping the Future EstateIn This SectionTFAROperational EstateDCommunity EstateHighways and Parks EstateInvestment EstateHousing PortfolioDevelopment Portfolio14
Part 2Strategic Asset Management PlanShaping the Future EstateOperational estateTFCivic Estate – Office Accommodation Rationalisation StrategyThe principle aim of accommodation rationalisation isto secure a significant reduction in the core civic estatein the short term whilst appraising a potential move toa new fit for purpose office environment in the mediumterm.ARThe opportunity to revise the civic portfolio arises froma combination of break clauses and lease expiries asfollows:04/2015DLease Break notice on NLBP 4 to beserved by the Council10/2015Lease Break Date on NLBP 407/2020Lease Expiry Date on NLBP 209/2032Lease Expiry Date on Barnet HouseOperational Estate Held for delivery of council servicesAt the current time (September 2014), the totaloccupational cost in relation to NLBP and Barnet Houseper annum is as follows. In each instance these figuresinclude rental, service charge, rates and generalrunning costs.LibrariesSchools, PRUs, youth centres, childrens' centresDepotsCivic OfficesCemterary, crematorium, mortuaryChildren's homesDay CentresLeisure centres / ParksCar ParksCommunity Estate Retained for the benefit of the communityCommunity centresAllotmentsWar memorialsHighways and Green SpacesPortfolioInvestment Estate Held primarily to provide an income andinvestment opportunityThe agricultural estateIndustrial unitsLong leasehold shopping complexesHousing Portfolio Managed by Barnet HomesGarden Land parcelsGarages on council estatesCouncil housingCouncil housing shared ownershipCouncil houses sold on long leasesResidential properties bought backDevelopment Portfolio15
Strategic Asset Management PlanPart 2Operational estateTFCivic Estate – Office Accommodation Rationalisation StrategyBuilding 2 North London Business Park (NLBP): 1,635,088ARBuilding 4 North London Business Park (NLBP): 5,387,485Barnet House: 1,563,279In terms of the current footprint the relevant floor areasare as follows:1.2.3.DUnit 4, NLBP 169,000 sq ftUnit 2, NLBP 44,754 sq ftBarnet House 70,000 sq ftTOTAL 284,700. Sq ftIn terms of the status of the OARS project to date theposition is as follows;The current office accomodation includes a significantamount of unused space. Reducing this, along with theintroduction of more flexible and agile workingenvironment will enable the council to occupy a muchsmaller footprint in the future. It is currently envisagedthat the revised estate footprint for the core civicaccommodation is in the region of 125,000 square feet.The rationalisation of the civic estate will produce directsavings in terms of reductions in the annual rentalpayments and associated property costs.A number of options were reviewed which included donothing, manipulating the existing estate or identifying analternative location;The most cost effective short term option which wouldmeet the target aim of reducing the cost of officeaccommodation by circa 3m per annum from 2014 is;a)b)c)Operate break Clause on NLBP Unit 4Consolidate into NLBP unit 2 whilst negotiatingoccupation of the vacant second floor space and,Maximise occupation of Barnet House.The first stage is to exercise the break clause on NLBP,building 4 which was approved by ARG in July 2014.In the longer term, it is recommended that a detailedreview is undertaken on the potential relocation to abespoke development in Colindale, either to occupyrented accommodation or for the council to build /purchase accommodation and own it outright. Therelocation to a bespoke office is likely to be able tofurther increase space efficiency, reduce running costsand maintenance costs.16
Part 2Strategic Asset Management PlanShaping the Future EstateOperational estateThe forthcoming Customer Access Strategy, duefor development in autumn 2014 and approval inFebruary 2015, will analyse how customers areaccessing Barnet services currently, and how thiscompares to their access preferences. Thisstrategy should set out the optimum model forcustomer access that will drive the customeraccess change programme over the next fiveyears.The introduction of a new customer relationshipmanagement system will, for the first time, enablethe collection of data which will inform the councilwhich customers are using the two main face toface access centres (Barnet House and Burnt OakLibrary).ARJourney start points.Why this is their preferred access channel and,DThe council is investing in online access, and theWhat the opportunities to reduce demand mightcreation of the Capita partnership has includedbe.significant investment in a new website a ‘MyAccount’ self-service facility, due to be launchedData on customer needs, preferences andlate 2014. These new facilities are expected tosatisfaction levels will be used to evaluate thefacilitate significant channel shift away from bothpotential to consolidate into one main customerthe telephone and face to face channels towardsaccess centre without compromising servicethe self-service option of the web.accessibility or customer satisfaction.There is also the potential for a ‘neighbourhoodhub’ approach to customer access, wherecustomer advisors are based in local communi
Asset Management is the generic process that seeks to ensure that land and buildings, as the asset base of an organisation, are structured in the best corporate interests of the organisation concerned. The strategic plan refers to land and buildings only. It aligns the asset base with the organisation’s corporate goals and objectives and responds to all functional and service delivery .
Management Structure of NBF NBF's asset management is entrusted to the asset management company. The asset management company conducts asset management of NBF based on the Asset Management Entrustment Agreement concluded with NBF. (i) Organizational Structure for Operation of Duties of the Asset Management Company
Poor strategic asset management decisions may result in wasted resources and other, often longer term, inefficiencies. Strategic asset management can be a creative process and the best social landlords will be focussed on exactly the most important asset management issues. Good strategic asset management is core business for governing bodies of Registered Social Landlords (RSLs) and council .
International Infrastructure Management Manual. The Asset Management Plan is to be read with Council’s Asset Management Policy, Asset Management Strategy and the following associated planning documents: Glamorgan Spring Bay Council Strategic Plan 2012 - 2020 The infrastructure assets covered by this asset management plan are shown in Table 2.1.
Asset Keeper Pro - Fixed Asset Cycle Asset Keeper Pro - Fixed Asset Cycle Page 5. Fixed Asset Cycle: Building your own Fixed Asset Cycle If you would prefer to add your own steps to the Fixed Asset Cycle because you are unsure of the procedure that you currently use, you can use the Add Step button. This provides a very quick method
The City is now in the midst of a multi-step, multi-year approach to improve its asset . management practices and processes. This document is the City's first consolidated Strategic Asset Management Plan (SAMP); it will continue to evolve over time. 1.1 Purpose of Strategic Asset Management Plan (SAMP) The SAMP plays an important . part of .
TAM and SGR Policy The TAM Plan was developed to provide a strategic transit asset management process, consistent with the agency's Strategic Plan and ten-year Transportation Asset Management Plan. The TAM Plan will also guide the decision-making process regarding asset condition and priority replacement in concert with our transit partners.
practice asset management. § Having standards for asset management would allow network businesses to benchmark themselves against other organizations in different jurisdictions or geographies. § Standards for asset management could be used as a communication and education tool to understand and explain the best-practice methods in asset .
The purpose of this Asset Management Plan (AMP) is to define the management strategy for the Asset Management Information System (AMIS). This plan describes the necessary asset-information, tools, applications, processes and interfaces required to support the strategic, tactical . Improve