Agenda item

6.1

The purpose of this report is to provide background and contextual information highlighting the issues facing the Council’s corporate estate; whilst seeking committee approval for the Accommodation Review’s scope, approach, targets and short term actions.

6.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee:-

1. Endorse the programme scope, priorities and targets set out in this report;

2. Approve vacating Moorfoot and seek to maximise the usage of Town Hall and Howden House;

3. Identify and deliver any quick wins across the programme such as the closure/disposal or reuse of vacant, underutilised and non-contentious buildings and reviewing the occupation and potential exit of the few remaining buildings which are leased, such as Solpro;

4. Authorise the Director of Direct Services to identify those buildings in localities which offer the best basis for targeted future investment from an operational cost and condition perspective, to feed into a wider review;

5. Approve the development of a robust process to conduct the review of community buildings;

6. Approve the development of a business case for the next stages of the Town Hall’s repairs, maintenance and refurbishment;

7. Approve the development of a business case for the next stages of the rationalisation of the Council’s depots;

8. Approve the development of a business case for how Facilities Management Services use their allocated budget to fund repairs and maintenance;

9. Approve the development of the Accommodation Review’s medium to long term programme plan; and

10. Agree the high level principles for the review of the community buildings in section 3.3 of this report.

6.3

Reasons for Decision

6.3.1

Vacate Moorfoot and maximise the usage of Town Hall and Howden House.

Outcome: The current usage of the Town Hall and Howden House are extremely low. By vacating Moorfoot and utilising Town Hall and Howden House there are estimated savings of £2.5m per annum.

6.3.2

Identify and deliver any quick wins across the programme e.g. closure/disposal or reuse of vacant, underutilised and non-contentious buildings and reviewing the occupation and potential exit of the few remaining buildings which are leased, such as Solpro.

Outcome: The programme will review and evaluate all buildings in scope and provide business cases to any investment, divestment and repurposing of buildings; and quickly identify any financial savings that can be made in the 2023/24 financial year.

6.3.3

Identify those buildings in localities which offer the best basis for targeted future investment from an operational cost and condition perspective, to feed into a wider review.

Outcome: The programme will review and evaluate all buildings in scope and provide business cases for any future investment required in the 2023/24 financial year.

6.3.4

Develop and agree a standardised approach to how we review and evaluate community buildings.

Outcome: The programme will provide a framework to how we will invest, divest and repurpose the Council’s community buildings; and how these decisions strategically fit with the rationalisation of the Council’s corporate estate.

6.3.5

Develop business cases for the next stages of the Town Hall’s repairs, maintenance and refurbishment.

Outcome: The programme will develop business cases to make informed decisions to how we fund, maintain, develop and invest in Town Hall; and how these decisions strategically fit with the rationalisation of the Council’s corporate estate.

6.3.6

Develop business cases for the next stages of the rationalisation of the Council’s depots.

Outcome: The programme will develop business cases to make informed decisions to how we rationalise the depots; and how these decisions strategically fit with the Council’s overarching strategy for our corporate estate.

6.3.7

Develop business cases for how Facilities Management use their allocated budget to fund the Council’s buildings repairs and maintenance.

Outcome: The programme will develop business cases to make informed decisions for how we fund our buildings that require any critical, essential and backlog maintenance; and how these decisions strategically fit with the Council’s overarching strategy for our corporate estate.

6.3.8

Develop the Accommodation Strategic Review’s medium to long term programme plan.

6.4

Alternatives Considered and Rejected

6.4.1

Do nothing This is not a realistic option because our buildings no longer meet the requirements of our services and communities; and without investment, our buildings will continue to deteriorate and there is a significant risk that buildings would have to be closed. Furthermore, early analysis estimates that energy costs for our estate will increase by £10m in 2023/24 creating further pressures to our budget.

6.1

The Director of Direct Services presented a report providing background and contextual information highlighting the issues facing the Council’s corporate estate; whilst seeking committee approval for the Accommodation Review’s scope, approach, targets and short term actions.

6.2

RESOLVED UNANIMOUSLY: That Finance Sub-Committee:-

1. Endorse the programme scope, priorities and targets set out in this report;

2. Approve vacating Moorfoot and seek to maximise the usage of Town Hall and Howden House;

3. Identify and deliver any quick wins across the programme such as the closure/disposal or reuse of vacant, underutilised and non-contentious buildings and reviewing the occupation and potential exit of the few remaining buildings which are leased, such as Solpro;

4. Authorise the Director of Direct Services to identify those buildings in localities which offer the best basis for targeted future investment from an operational cost and condition perspective, to feed into a wider review;

5. Approve the development of a robust process to conduct the review of community buildings;

6. Approve the development of a business case for the next stages of the Town Hall’s repairs, maintenance and refurbishment;

7. Approve the development of a business case for the next stages of the rationalisation of the Council’s depots;

8. Approve the development of a business case for how Facilities Management Services use their allocated budget to fund repairs and maintenance;

9. Approve the development of the Accommodation Review’s medium to long term programme plan; and

10. Agree the high level principles for the review of the community buildings in section 3.3 of this report.

6.3

Reasons for Decision

6.3.1

Vacate Moorfoot and maximise the usage of Town Hall and Howden House.

Outcome: The current usage of the Town Hall and Howden House are extremely low. By vacating Moorfoot and utilising Town Hall and Howden House there are estimated savings of £2.5m per annum.

6.3.2

Identify and deliver any quick wins across the programme e.g. closure/disposal or reuse of vacant, underutilised and non-contentious buildings and reviewing the occupation and potential exit of the few remaining buildings which are leased, such as Solpro.

Outcome: The programme will review and evaluate all buildings in scope and provide business cases to any investment, divestment and repurposing of buildings; and quickly identify any financial savings that can be made in the 2023/24 financial year.

6.3.3

Identify those buildings in localities which offer the best basis for targeted future investment from an operational cost and condition perspective, to feed into a wider review.

Outcome: The programme will review and evaluate all buildings in scope and provide business cases for any future investment required in the 2023/24 financial year.

6.3.4

Develop and agree a standardised approach to how we review and evaluate community buildings.

Outcome: The programme will provide a framework to how we will invest, divest and repurpose the Council’s community buildings; and how these decisions strategically fit with the rationalisation of the Council’s corporate estate.

6.3.5

Develop business cases for the next stages of the Town Hall’s repairs, maintenance and refurbishment.

Outcome: The programme will develop business cases to make informed decisions to how we fund, maintain, develop and invest in Town Hall; and how these decisions strategically fit with the rationalisation of the Council’s corporate estate.

6.3.6

Develop business cases for the next stages of the rationalisation of the Council’s depots.

Outcome: The programme will develop business cases to make informed decisions to how we rationalise the depots; and how these decisions strategically fit with the Council’s overarching strategy for our corporate estate.

6.3.7

Develop business cases for how Facilities Management use their allocated budget to fund the Council’s buildings repairs and maintenance.

Outcome: The programme will develop business cases to make informed decisions for how we fund our buildings that require any critical, essential and backlog maintenance; and how these decisions strategically fit with the Council’s overarching strategy for our corporate estate.

6.3.8

Develop the Accommodation Strategic Review’s medium to long term programme plan.

6.4

Alternatives Considered and Rejected

6.4.1

Do nothing This is not a realistic option because our buildings no longer meet the requirements of our services and communities; and without investment, our buildings will continue to deteriorate and there is a significant risk that buildings would have to be closed. Furthermore, early analysis estimates that energy costs for our estate will increase by £10m in 2023/24 creating further pressures to our budget.