Supplementary A - London Borough of Hillingdon

APPENDIX E1
PERFORMANCE MANAGEMENT AND MONITORING
1. The Council is a member of the AMP Network and is participating in the National Best
Value Benchmarking Scheme and the London Authorities Construction and Property
Benchmarking Club. Information on service performance is annually exchanged with
colleagues through the Association of Chief Estates Surveyors (ACES) and the Inter
Authorities Group (IAG). Following analysis of the results received from London Boroughs
comparison with neighbouring authorities has been made and reported to Members as
part of the Best Value Review of Property Services.
2. In addition to the National Property Performance Indicators required to be reported with
this Plan there is reference to them in Section 3 on Performance Information and in
Appendix C, it has been decided to collect and compare local performance indicators
through two Benchmarking Groups.
3. Both the Corporate Property Strategy Team and the Estates and Valuation Service are
represented at a “West London Alliance” group, which meets on a regular basis and is
formed of the West London sector authorities.
The Estates and Valuation Service carried out a survey of selected tenants, that is shop
tenants and voluntary sector leasing properties, in July 2006. Questions asked related to
service delivery in regard to how the properties were managed by the tenants and equal
opportunities data. The returns analysed showed that for shop keepers 89% were either
satisfied or very satisfied with the helpful service, and for Voluntary Sector leases was
80%.
4. The Council is an active member of the London Authorities Construction and Property
Benchmarking Club. The Club uses the All Construction Key Performance Indicators
developed by Constructing Excellence, which provides comprehensive analysis of
construction projects. Performance is measured from the design stage through to the
defects liability stage. In addition there are surveys to assess the performance of the
client, the designer and contractor. Design Maintenance and Energy have adopted a
range of these indicators to benchmark their projects. A detailed guidance note is
followed on how benchmarking is measured in the group. Information collected is fed into
the London Authorities Construction and Property Benchmarking Club (LACP) database
allowing comparison with other Authorities. During 2006 the Council’s contribution to
LACP developed further. The Head of Design, maintenance and Energy (DME) was
elected as a club committee member and Vice–Chairman of the club. The Head of D.M.E.
will become Chairman of the Club in March 2007.
5. The Council undertakes regular space utilisation audits of its central administrative offices.
The results of these space audits is used to inform decisions on accommodation by
identifying opportunities for improved utilisation of space. A further accommodation audit
was undertaken in November 2006 which confirmed occupancy at 1,887 staff. However
occupancy levels are due to increase to around 2027 with staff relocations from Harlington
Road Depot K block and 855 Uxbridge Road Hillingdon. This will be confirmed in the audit
due to take place in November 2007.
6. A local Performance Indicator has also been introduced to measure the amount of surplus
property, as a percentage of the total GIA of the operational/non operational portfolio,
excluding schools and housing.
7. The local Property Performance Indicators the Council has decided to use are set out in
Appendices E2, E3, E4 and E5.
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