Location: Property Services, County Hall

1. ISLE OF WIGHT COUNCIL MISSION, VALUES, OBJECTIVES AND STANDARDS

1. Misson Statement of the Authority

a) To improve Island life.

2. Values of the Authority

a) Listening to people.

b) Working in partnership.

c) Giving excellent service.

d) Being open and fair.

e) Caring for our unique environment.

3. Corporate Objectives

a) To care for vulnerable and disadvantaged people.

b) To raise standards of achievement, encourage learning and promote opportunities for all.

c) To develop the knowledge and skills needed for employment opportunities.

d) To protect and enhance the health, safety and environment of the Island and its people.

e) To develop the Island’s transport network for the benefit of local people.

f) To support and develop Council staff and to manage the Council’s property and resources efficiently and effectively.

g) To promote sustainable tourism, economic, leisure and cultural development.

4. Directorate Objectives/Strategic Themes

a) Support to Elected Members.

b) Provide a high quality professional service to the whole of the Council.

c) Protect and enhance the Island’s natural and built environment.

d) Develop a sustainable and integrated transport strategy.

5. Corporate Service Standards

a) All correspondence will be acknowledged or responded to within a maximum of 5 days. If a full investigation is required then this will be provided within 20 working days.

b) The telephone will be answered within 5 rings.

c) Each member of staff should answer the telephone by giving their name and that of the Department/relevant Section.

d) All communication with customers, whether through written communication or through telephonic or face to face contact, should always be courteous and helpful.

e) All members of staff should dress and present themselves in a way that presents a positive image of the Council to all our customers.

f) All staff should wear name badges at any time that they may come into contact with customers/members of the public.

g) All customer complaints or concerns, whether raised formally or informally, must be handled swiftly in accordance with Council procedure and policy.

2. SERVICES PROVIDED 2001 - 2002

Main Activities/Functions	Volume/Size/Scale of Service	Customers
1. Strategic Management of all Council property	∙ Assets worth over £150m, including 400 units of property used by every service ∙ Operational - 288 ∙ Non-operational - 112	∙ The public ∙ All service directorates ∙ The local business community ∙ The voluntary sector
2. Maintenance of Council buildings	∙ 8,500 works orders for programmed and reactive building maintenance.	∙ The public ∙ All service directorates ∙ The local business community ∙ The voluntary sector
3. Design Service and Project Management	∙ Capital Building Programme ∙ Lottery bids/grants ∙ 84 projects	∙ All service directorates ∙ Clubs/groups
4. Administration/payment and monitoring of accounts	∙ Administrative support covering all functions of the service ∙ Payment of 17,500 invoices	∙ All service directorates
5. Management of external consultants advice/work for Council property	∙ 15 consultants ∙ 42 orders	∙ All service directorates

3. LINKS TO STATUTORY OR LOCALLY ADOPTED PLANS

Plan Titles	Date Produced	Next Revision	Responsible For/ Contribute To
Corporate Asset Management Plan and Accommodation Review	November 2000	Annually - June	David Lovell•
Equalities Link Group and Disability Access Plan	August 2000	2004	Mike Thorne✦
Agenda 21 and Sustainable Environments	May 2000	September 2002	Dick Sedgeley✦
Libraries Plan	September 2000	Annually	Mike Thorne✦
Capital Strategy/Community Strategy	September 2000	April 2002	Tony Flower✦
Schools Asset Plan	August 2000	August 2002	Dick Sedgeley✦
Housing Investment Plan	September 2000	Annually - June	Oliver Dunne✦
Local Transport Plan	September 2000	Annually - June	Kevin Gillett✦
Capital Building Programme/IW Partnership	April 2000	Annually - April	Mike Cesar✦
Partnership in Action	April 2000	Annually	Nigel Hayton✦
Crime and Disorder	September 2001	Annually	Helen Westbrook✦
Equalities Policy	September 2001	Annually	Helen Westbrook✦
Social Inclusion	September 2001	Annually	Helen Westbrook✦

• = responsible for

✦ = contributes to

4. FINANCIAL RESOURCES

Services/Functions/ Activities Provided	Gross Budget			Income Source (if any)
Services/Functions/ Activities Provided	Last Year’s Budget (2001/02)	Last Year’s Actual (2001/02)	Current Year’s Budget (2002/03)	Isle of Wight Council (amount in current year)	External (amount in current year)
Cost of strategic management of Council property by Property Services	£708,208	£743,061	£713,413	No income over £5,000
Maintenance of Council buildings budget	£1.2m	£1.2m	£1.2m
Design service and project management capital programme outputs	£4.7m	£4.7m	£2.9m (to be decided)
Administration of accounts	£7.5m	£7.5m	£7.5m*
Consultants	£35,155	£34,000	£36,910

Note: Outstanding savings of £13,465.00 were achieved through vacant posts not being filled immediately and by reducing the consultants fees budget by increasing the workload dealt with in-house.

* Actual figure not available as these are accounts paid on behalf of other sections, eg telephones, the Print Unit, etc.

5. CONTRACTS/GRANTS/SERVICE LEVEL AGREEMENTS

Title/Function/ Activity	Service Provider	Annual Value £	Contract Term	Start	End	Lead Officer
SLA/Partnership	Probation	1,200	Annual	April 2001	March 2002	Tony Flower
SLA/Partnership	Magistrates	14,300	Annual	April 2001	March 2002	Tony Flower
Schedule of Rates	Mountjoy/Mansells/G E Banks 2000/01 (actual)	620,000	3 years	April 2002	April 2005	Dick Segelgey
Consultants	Various private bodies and contractors	36,910	Annual	April 2002	March 2003	Tony Flower
Capital Building Programme	Through Property Services	£4m to £6m	12 month annual cycle	April 2002	March 2003	Mike Cesar

Strategic Director of Corporate and Environment Services

Head of Property Services

(Head of Engineering/Head of Planning/Head of Legal and Democratic Services)

Office Manager

Building Manager

Design Manager

Principal Estates Surveyor

Accounts Assistant

Building Services Engineer

Quantity Surveyor

Asset Manager

Accounts and Statistics Officer

3 Building Surveyors

Architectural Technologist

Intermediate Estates Surveyor

3 Admin/Systems Support Officers

Intermediate Building Surveyor

Records Officer

Market Superintendent &

Site Manager @ Samuel Whites

Clerk of Works

Service Salary Budget (including NI and Superannuation)£ 517,064 - 2002/03

Service Premises budget (where appropriate)£ 14,807 - 2002/03 (admin buildings recharge)

7. STATEMENT OF PERFORMANCE 1

NUMERIC INDICATORS, TARGETS AND STANDARDS

Performance Indicator (including reference number where applicable)	Targets Against Indicator(s)	Current Performance Standard
Total operating cost (TOC) of property against total revenue budget	Reduction of 0.5%, ie £36,745	6% (£7.349m)
Operational property cost per square metre for operational buildings (National pPI-4A)*	Reduction 2%, ie £17.34	£17.69 per sq metre
CO² emissions - Government target to reduce CO² by 20% below 1990 levels by 2010 (pPI-4B)*	Reduction for 2002-2003 to 7,602 tonnes	CO² emissions 7679 tonnes
Cost of corporate services hourly rates	Per Technician/Surveyor/Principle/Manager	Internal average £25 External average £58
Cost of managing operational property per square metre (pPI-3A)*	Reduction by 2% to £3.12	£3.18
Cost of managing non-operational property per square metre (pPI-3B)*	Reduction by 2% to £2.61	£2.66
Percentage of authority buildings open to the public in which all public areas are suitable for and accessible to disabled persons (BVPI-156)	58% by March 2003	53%
Capital receipts target	Projected target £1,500,000	£900,000
Improvement of cost and time predictability in delivering new capital building projects (National pPI-5A and 5B)*	Improve cost and time performance by 1% to 91% and 67% respectively.	90% of projects are under budget 66% of projects completed on time

*pPI = National Property Performance Indicator

Please enter any existing performance indicators for your service in the first column, adding the relevant target(s) and originator(s) in the middle column.

In the last column enter the figure for your current standard of performance, ie for 2000/01 in the first service plan.

8. STATEMENT OF PERFORMANCE 2

NON NUMERIC PERFORMANCE STANDARDS, SIGNIFICANT ACHIEVEMENTS OR AREAS FOR IMPROVEMENT

During last 12 months

Achievements:

∙ Professionally qualified team of staff

∙ Corporate Asset Management Plan submitted July 2001

∙ Delivery on target/within budget of building maintenance

∙ Delivery on target school capital projects

∙ Isle of Wight Society Conservation Award - Certificate of Merit for Northwood Primary School

∙ Placed in top half of all authorities by Government Office for Asset Management Planning - scoring “satisfactory”

∙ Marked best practice in Asset Management of Schools by Ofsted

Areas for improvement:

∙ Priority system for capital projects

∙ Integrated property information system

∙ Incorporate the District Auditor recommendations in the Asset Management Plan

∙ Forge links between capital and revenue spent to achieve Best Value of resources through Condition Surveys

Over last 1 to 3 years

Achievements:

∙ Isle of Wight Society Conservation Award for Chillerton Primary School, St Boniface Primary School and Freshwater All Saints CE Primary School

∙ Agreed objectives with clients

∙ Disposals targets met

∙ Achievement of Investors in People accreditation

Areas for improvement:

∙ Information and data available

∙ Staff training

9. STATEMENT OF PERFORMANCE 3 - CONSULTATION

Subject for Consultation

Date and Contact

Key Results of Consultation

Action Taken

PAST CONSULTATIONS:

Ventnor Central - Regeneration

Prison Estates - Future Development

Agenda 21

Markets, including Newport Market

April 2001

Tony Flower

October 2000

Tony Flower

September 2002

Dick Sedgeley

November 2002

Tony Flower

∙ Community agreement to development

∙ Local acceptance of development

∙ Creating sustainable environment

∙ Agreed relocation of Newport Market

Development paper put to the Executive

Planning applications submitted

Inclusion in all appropriate Council decisions

Trial period for new site agreed by the Executive

PLANNED CONSULTATIONS (next 12 months):

Asset Management Group

Pan Development

Ryde Seafront Regeneration

Renewable Energy Strategy

April 2002

David Lovell

April 2002

Tony Flower

February 2002

Mike Cesar

September 2002

Dick Sedgeley

∙ To promote greater use of under utilised properties and encourage sharing to maximise the use of Council owned premises and reduce the cost of ownership (including office review)

∙ Consultation pending on the Planning Brief

∙ Vectis Fishing and Boating Club

∙ Ryde Bowling Club

∙ Harbour projects

∙ Community to agree to renewable energy

Report being produced

To regenerate Ryde Seafront

Set targets and nominate projects

PROPERTY SERVICES DEVELOPMENT DAY - 24 MAY 2002

SWOT ANALYSIS

Strengths

● Team working

● Team spirit

● Customer focus

● Qualified/experienced staff

● Value for money

● Reliable staff/service

● Appreciated

● Good IT provision - hardware/systems in place

● Flexibility of staff/multi-skills

● Response/accessible

● Commercial

● Conscientious

● Support for other directorates

● Sense of humour

● IIP

● Links with clients

● Proactive leadership

Weaknesses

● Lack of communications -departmental and corporate

● Lack of resources (human) - re-scheduling/allocation

● Speed of change

● Lack of integrated system

● Staff morale in other directorates

● Prioritisation of expenditure (capital and revenue) - end of year “flood”

● Lack of incentives

● Stress/workloads

● Limited promotion opportunities

Opportunities

● Genisis

● E-government

● PPR’s/partnerships, eg police and health

● Links with other agencies and with the mainland

● Explore corporate and community links

● Open to new ideas and innovations

● Training and skills use

● Experience

● Best Value/benchmarking - “thinking out of the box”

● Extra funding available, eg through AMP’s and Condition Surveys)

● Doing things differently

● Corporate GIS, DIP and Gazetteer

● Privatisation

● Increased autonomy

Threats

● Policies and legislation, including Europe

● Timescales (unrealistic)

● Budget restrictions (internal)

● Public scrutiny/perceptions (not necessarily a threat)

● Privatisation/public sector

● PPR

● Staff retention

● Further reorganisation

● Overload/lack of resources

● Continual efficiency savings

● Maintaining staff morale

● Impact of private sector redundancies

● E-government

10. SERVICE ‘SWOT’ ANALYSIS

Look over next 3 years and list major opportunities/threats (include Best Value review outcomes when complete)

Strengths	Weaknesses	Opportunities	Threats
1. Flexible multi skilled professional staff	Staff fully committed	District Auditor recommendations and Best Value Review for the Asset Management Plan
2. Staff commitment	Provision of integrated property data system	Best value and thinking out of the box.	Continual efficiency savings
3. Customer relationships	Improving prioritisation of revenue and capital expenditure	Benchmarking with other authorities	Changes in government legislation - financing schemes
4. Value for money to customers		Introduce flexible working (accommodation review)	Maintaining staff morale
5. Level of service user satisfaction		E-Government initiative
6. Achievement of Investors in People (IIP)		Improve market service
		Open to new ideas and innovations

Head of Services’s statement: Property Services have in place processes to increase programmed maintenance of buildings, deliver and test capital building projects and rationalise property utilisation. This asset management planning needs to be improved further by better use of both property and financial data through an integrated information system to set agreed targets with all property users.

11. SERVICE AIMS, OBJECTIVES, TASKS AND TARGETS

Service Aim/Objectives	Tasks	Targets and Dates	Responsible Officer	Directorate Objective to Which This Task Contributes
1. To maintain a corporate view of the condition and performance of operational buildings increasing programmed maintenance from 52% to 60%.	● Agree client objectives. ● Agreed building condition and maintenance priority. ● Agreed way to reduce CO2 emissions. ● Allocate additional £34,000 of maintenance expenditure to planned maintenance.	March 2003	Dick Sedgeley	Items 4(b) and (c), Section 1
2. To deliver the Capital Building Programme to budget, within time and to meet the client’s objectives.	● Agreed client objectives. ● To effectively manage design and construction. ● Assessment of performance by client to improve quality.	April 2003	Mike Cesar	Item 4(b) and (c), Section 1
3. To provide a competitive service to support the Council.	● To maintain customer care and corporate standards. ● To measure indicators. ● Investigate new working practices to improve services. ● To maintain staff training and Investors in People requirements.	March 2003	Helen Westbrook	Item 4(b), Section 1
4. Support I C T agenda and implement an integrated Property Services computer system.	● Monitor I C T links to buildings. ● To agree specification for property system. ● To source funding and data capture. ● To verify output.	April 2003	Tony Flower	Item 4(b), Section 1
5. To review and submit the Asset Management Plan to the Government Office.	● Agreed client and service objectives. ● Agreed links to the District Auditor’s recommendations. ● Measure performance indicators. ● Agree office accommodation review and implement.	July 2002	David Lovell	Item 4(b), Section 1
6. To encourage year on year improvements in energy efficiency.	● To raise understanding of energy efficiency throughout the Council by implementing an awareness programme.	April 2003	Dick Sedgeley	Item 4(c ) and (d), Section 1
7. Support to community organisations in redevelopment proposals.	● To provide 30 hours professional support per annum to work up redevelopment proposals.	March 2003	Mike Cesar	Item 4(b) and (c), Section 1
8. Acquire land/rights of access to extend cycling network.	● Acquire access to develop the Yarmouth to Newport cycleway.	March 2005	Kevin Gillett	Item 4(c), Section 1
Service Aim/Objectives	Tasks	Targets and Dates	Responsible Officer	Directorate Objective to Which This Task Contributes
9. Acquire land to develop existing transport infrastructure.	● Acquire land at Lake High Street, The Broadway at Sandown, Baring Road at Cowes and The Undercliff at Niton.	End of March 2003	Kevin Gillett	Item 4(c), Section 1
10. Urban regeneration.	● Bring forward redevelopment proposals for Ventnor, Shanklin, Sandown, Ryde and Newport.	March 2003	Tony Flower	Item 4(c), Section 1
11. Release of capital assets to enable reinvestment.	● Provision of £1.5 million usable capital receipts per annum. ● Land for 25 units of affordable housing per annum. ● Provision of new health clinic at Cowes High School	March 2003	Tony Flower	Item 4(b), Section 1
12. To maintain high quality school buildings.	● Maintain school buildings to client priorities through indemnity schemes and expenditure of £136,000 per annum.	March 2003	Dick Sedgeley	Item 4(b), Section 1
13. Manage starter factory units.	● Agree and implement action plan for industrial land at Lowtherville. ● Keep vacancy levels below 5% per annum.	March 2005	Oliver Dunne	Item 4(c), Section 1

Action/Issues to be Raised

Action to be undertaken

Person responsible

Timescale

ICT

Integrated system in place and working.

Tony/Dick/Alison/Bryan

31 March 2003

Monitoring

Check at monthly meetings that the key performance indicators/issues outlined in the SWOT analysis and Service Plan are being met.

All

Quarterly

Public Perception

Invite Councillor Reg Barry to attend monthly meeting to gain feedback.

Promote better awareness through Management Team meetings.

Julie

Tony

12 June 2002

June meeting

Career Planning

Raise proposal regarding career contract and post gradings at next Management Team Meeting.

Challenge the fairness of the internal selection process.

Look at the internal job evaluation process

Tony

June meeting

June Meeting