Supplementary A - London Borough of Hillingdon

c) Availability of clear information to identify how asset management has contributed to
addressing identified gaps in property provision.
d) Development of clearer links between asset management information and relevant
organisational financial information.
• Appendix D lists the Property Performance Indicators (‘PPI’) for 2003-2006 required by the
Department for Communities and Local Government (DCLG), which were reported to
Cabinet Member for Finance and Business Services in September 2006. The indicators for
2005/06 are compared to earlier years and show the following trends:
1. An increase of buildings within Condition Category A ‘good’ (up from 13% to 16.5%) and
Condition Category B ’satisfactory’ (increase from 40% to 45%).
2. The maintenance backlog has superficially jumped by over £6 million due to the inclusion
of the Civic Centre now that detailed figures are included. Action is being taken to
address the Civic Centre backlog and is set out in the Appendix. During 2006/07 works
completed totalled £526,000. For 2007/08, projected works total £1.1 million. Approval
has been given for £400,000 to be spent on the electrical infrastructure. Approval is
being sought for the remaining works totalling £700,000. The breakdown and programme
of works is identified in Appendix D.
3. Expenditure on maintenance fell by £0.51 per m 2 and from £7.25 per m 2 in 2004/05 to
£6.74 per m 2 in 2005/06 which is a decrease of 7%.
4. Energy costs rose from £11.59 per m 2 in 2004/05 to £13.34 per m 2 in 2005/06.
5. Water costs rose from £1.50 per m 2 in 2004/05 to £1.54 per m 2 in 2005/06.
6. CO 2 emissions rose from 0.0775 tonnes per m 2 in 2004/05 to 0.1045 tonnes per m 2 in
2005/06
• For 2006/07 new national property performance indicators (NaPPMI) are being introduced
by the Association of Chief Corporate Property Officers in Local Government (COPROP)
which the Council will adopt and these will be reported to the Cabinet member of Finance
and Business Services in September 2007.
• The AMP sets out in Section 5 and Appendix E the proposals being taken to manage and
monitor property performance effectively in particular the areas of benchmarking (national
and local performance indicators) and energy saving measures.
• A property disposal programme is being managed to support capital investment within the
Council including property investment necessary to deliver the AMP action plan. Over £28
million has been achieved from the Sales Programme in the last 6 years.
• Disposals for 2006/07 to 2007/08 are significant and will be carefully monitored. The capital
receipts for 2006/07 is expected to be in the region of £23.9 million. It is more difficult to
predict the likely level of achievable capital receipts for future years. However, for planning
purposes for inclusion in the Capital Programme the future estimates have been provided
and are for Years 2007/08 and 2008/09 are £29.9 million and £12.5 million respectively.
• As the Council has pursued sales of surplus property vigorously over several years, the
amount of surplus property available is reducing.
• In future the implementation of projects in accordance with the Action Plan will have to be
assessed as part of the LDF Sustainability Process, which will take into account the
requirements of the European Union Directive on Strategic Environmental Assessments.
The Office of the Deputy Prime Minister (now known as the Department of Communities and
Local Government (DCLG)) introduced a requirement for Local Authorities to prepare and submit
property Asset Management Plans (AMPs) in 2000 (dry run) and 2001 (first full year). AMPs
submitted to their Government Office in July each year were then assessed as Poor, Satisfactory
or Good. In 2003 Hillingdon’s AMP received a “Good” assessment. There is no longer a formal
requirement for Local Authorities to submit AMPs. However, it is considered that there is a
considerable value to the authority of maintaining this process. In addition the opportunity has
been taken to restructure the AMP to be more relevant to this Council’s needs and to introduce a
Property Asset Strategy (Appendix A) as a focus of the AMP.
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