Asset Management Strategy 2007 - 2011

7.0 2007 / 2011 Asset Management Plan

7.1 Context and Communication

Members and the public must understand the Council's Asset Management decisions if they are to support them. The Plan therefore concentrates on community engagement, giving a pivoted role to Ward Councillors.

Thanet Council acts as custodian of tens of millions of pounds worth of assets on behalf of the local community. This is a huge resource which can contribute to the lives of local people and local businesses. Like many communities, Thanet faces competing pressures to do and invest more. Residents also want to see tangible improvements to Council services and the area. Ensuring that services, sites, buildings and facilities remain current, up-to-date and modern is one of the Council's major challenges. In simple terms, the Council rarely has enough money to do everything that it and the community wishes. Good Councils address this pressure in a proactive way by:

Having a clear understanding of the Asset base.
Reviewing it regularly.
Identifying assets that may be under-used, costing too much or suitable for alternative uses.
Realising 'value' for reinvestment in assets, projects and programmes which are of long-term benefits.
Taking Asset Management decisions on the basis of information.

Simply to maintain current infrastructure, the Council needs to generate substantial Capital receipts. On top of this there is a pressing need to modernise and invest in several projects and services which residents have indicated support for. These priorities include:

Replacement Swimming facilities.
Parks and Play Areas.
Refuse and Street Cleansing Services.
Regeneration and job creation.
Maintenance of the seafront and beach facilities.
Port of Ramsgate – which earns cash for the Council and is an important source of local jobs.

During the period 2007/08 – 2007/11, the Council has set out clear plans for improving the area. The Corporate Plan (and associated plans) can be found at www.thanet.gov.uk The Corporate Plan clearly identifies the need to fund key investments through the Council's Medium Term Financial Strategy. Provision of finance relies greatly on use of assets, and this is explicitly set out in the Asset Management Strategy.

7.2 Our commitment to communicate, consult and listen to local people

This will, from time to time, give rise to proposals for the disposal of Council buildings, land and other property. The Council wishes any such proposals to be dealt with in a clear and transparent way. The Council will put in place arrangements to enable residents and, as their locally elected representatives, Ward Councillors, to consult on proposals for assets identified by the Asset Management Strategy Group (section 6 of the Strategy) before a final decision is taken.

7.3 The Procedure for Bringing Forward Assets for review

Step 1 – The Identification of Sites (usually by the end of March)

The four year Asset Management Plan will be divided into yearly Schedules or programmes. Each yearly Schedule will comprise between ten and thirty projects or sites. That list will be presented to the Cabinet between January and March, as a Work Programme that will fund Capital programme for the coming year and beyond.

The annual reviews are the responsibility of the Asset Management Strategy Group.

Step 2 – Notification to all Councillors on a confidential basis (usually completed by end April)

Once this Schedule is agreed, by Cabinet, all Members will be advised of the Schedule. This notification should normally be given by 1 April for inclusion in that year's work programme. Notification to Members shall take place within ten working days of the agreement of the Work Programme by Cabinet. Notification is confidential because consultation can therefore be planned, with Member participation, rather than carried out reactively.

Members shall then have a 10 working day period to contact Officers to express initial views on the proposals and/or present information or specific requests in relation to consultation on the proposal. Officers will seek to respond positively to requests for consultation. To facilitate these requests Members will book an appointment with officers to make sure delay is avoided.

Step 3 – Communication and Consultation to agreed format (April – July)

Consultation process will be implemented by the Communications and Marketing team. All potential disposals will involve consultation as set out in 1. below. It may also include the actions set out in 2. below. Either way a plan will be agreed with the Members concerned.

The first two stages will be implemented for all potential disposals.

Communication and Consultation at the local or ward level – Notify general public of intention allowing 28 days for any responses. As a minimum, our residents will be notified in the following ways:

a) Leaflet to local neighbours
b) Newspaper coverage
c) Posters on and around asset
a) Ward Member involvement if appropriate to ensure access for local community.
Communication and Consultation at the District or Corporate Level – it would be possible to implement one or more of the following:

Event

Questionnaire available in council offices, online and posted to affected local neighbourhoods

The above could be underpinned by communication on the proposed programme within Thanet Matters

Step 4 – Consideration of views and representations

The results of consultation on the proposal from the Asset Management Strategy Group will be reported to the Scrutiny Review Group (to be comprised of members from Overview and Scrutiny Panel), to check the process, and make a recommendation before the matter passes to Cabinet for decision.

Step 5 – Decision by Cabinet – based on Step 4

The aim must be to conclude this step by the end of July each year. It is envisaged that, if necessary, the Cabinet will hold a special meeting towards the end of July each year to hear any final representations on sites/proposals in a similar way that the public can speak at Planning Committee, interested members of the public will have the opportunity of addressing Cabinet.

Where identified sites are reported to Cabinet (Step 1) outside the above cycle, they will still be addressed through the same five step approach and to similar timescales. If a significant number of sites are not progressed after consultation, then the Portfolio Holders responsible for Asset Management and for Finance shall be authorised to request Officers to bring forward projects from future years to maintain funding necessary to deliver key investments from the Corporate Plan, Capital Programme and approved budgets. It is necessary that Step 4 is completed by the end of July each year in order that the Capital Programme is agreed for the following year.

7.4 Roles and Responsibilities

Council Officers - have an obligation to ensure that the Council's priorities and plans are funded. Officers must also ensure that the views of residents are encouraged and heard as part of the decision-making process on individual schemes/projects.

Cabinet - must give Officers clear directions and take decisions that reconcile individual concerns with the need to fund investment that is of broader benefit.

Councillors - must represent their residents effectively and help Officers shape and deliver effective consultation. Although Councillors may have strong views on proposals, they should also seek to represent the Council positively to residents, acting as enablers and communicating a balanced view of why a programme of disposals is necessary. In particular, Members should be aware that by taking a declared stance on a proposal early in the process they may be conflicted out of subsequent decision-making. This may be particularly relevant for Members serving on the Planning Committee.

7.5 Feedback and how to deal with any Complaints

This plan and its associated procedures will be kept under review, and feedback will be appreciated on its application and development. In the event that a member of the public feels that this protocol has been breached, then representations should be made in accordance with the Council's Complaints Procedure.

Members who have concerns should raise them internally, in the first instance, with a Corporate Director or the Chief Executive. The diagram below shows how the building of management information surrounding the Asset Register, and application of the procedure regarding Asset Disposals/Developments, will become integral to the delivery of corporate priorities and the capital programme:

Asset disposal/development process flowchart