Supplementary A - London Borough of Hillingdon

1.4 The Council vision is to be:
“A modern, well managed council, retaining and improving the character of the borough
and engaging communities, customers and partners to provide excellent value for money
services for the people of Hillingdon.”
1.5 The key objectives contained in the Leader’s Statement in the Council plan detail how this
vision will be delivered in the context of the seven themes in the community strategy and
the council’s core values. These objectives have been analysed to identify Property
implications which will be addressed in the Corporate Property Services Service Plan as
shown in Appendix H. The top priorities for Corporate Property Services include:
• Reducing the cost base and increase Value for Money of property assets
• Identifying and promoting proposals to improve joint use of assets
• Continuing to review all non-housing assets to see if fit for purpose
1.6 To enable the Council to maintain its focus on the things that matter to the Council and to
its communities the Council has established a planning framework ‘The Hillingdon
Framework for Improvement’ based on four dimensions:
• Serving our customers and community
• Achieving value for money
• Strengthening partnership, planning and performance
• Building a culture for success
The framework ensures that as a council we deliver Hillingdon's community themes
through serving our customers and communities, achieving value for money, working in
partnership, and by supporting and valuing our staff, enabling us to build capacity for the
future. The framework is a planning tool, which helps us to stay on track.
2.0 Strategic Asset Management
2.1 Responsibility for Property Management and the co-ordination of the Capital Programme
in Hillingdon has been allocated as follows:
2.1.1 The Head of Corporate Property Services (HCPS), Hillingdon’s Corporate Property Officer
(CPO) for AMP purposes, is responsible for:
• Strategic Asset Management
• Exercise of the Corporate Client role for the Council in relation to its property
holdings
• Management and procurement of professional property services
• Day to day property management of the Corporate and Non-Operational Estate
• Facilities management of the Council’s operational portfolio
These responsibilities however exclude the Housing Revenue Account (HRA) and
Schools.
2.1.2 Group Directors are responsible for the day-to-day management of operational properties
used to provide services for which they are responsible.
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