Supplementary A - London Borough of Hillingdon

2.1.3 The Director of Finance and Resources is responsible for co-ordination of the Capital
Programme. The Cabinet Member for Finance and Business Services, has delegated
authority to recommend to the Cabinet on the Asset Management Policy and Plan and
Capital Strategy for the best use of the Council’s land and property in consultation with
Service portfolio holders. The HCPS reports to the Cabinet Lead Member on property
matters and meets with him on a fortnightly basis. He is also responsible for submission
of all required property reports to both the Cabinet Member and to Cabinet.
2.2 The Corporate Property Strategy Manager (CPSM) and HCPS jointly chair the Property
and Accommodation Strategy Group (PASG). The CPSM takes the lead on agendas
covering property issues, allocation etc. whilst the HCPS leads on developing Asset
Management Strategy and Policies. PASG comprises representatives from the Assistant
Chief Executive’s Office, Corporate Property, Corporate Finance, Facilities Management
and the Service departments (Social Services and Housing, Education and Childrens
Service, Planning and Community Services and Environment and Consumer Protection).
The PASG acts as a high-level forum at which property matters can be discussed. It
reports to the Capital Investment Strategy Group (CISG), which is responsible for the
development of asset management in the Council and in turn reports to the Council’s
Corporate Management Team. The HCPS is a full member of the CISG and ensures that
the implications for property and the contribution assets can make to each proposal in the
Capital Programme are fully explained. The AMP development is now a major function of
the PASG. This enables close consultations with Services and their input to the Plan.
The formal terms of reference for both CISG and PASG explicitly refer to these groups’
responsibilities for strategic management of property and for PASG “To establish and
update an AMP”. Whilst PASG has responsibility for developing the AMP, CISG is the
officer forum responsible for its approval. This AMP has been considered by both CISG
and PASG.
2.3 CISG meets at set dates approximately 12 times per annum to deliver a work programme
agreed by the Management Board of the Council, which includes addressing specific
issues, improving processes, and, importantly, at the appropriate time in the budget cycle,
the assessment of capital bids submitted by Service Groups. Such bids need to conform
to service plan priorities and the agreed Capital Strategy. An option appraisal is required
for each submission to demonstrate the viability of the proposal. The CISG recommends
a 3-year programme of Capital Investment to Cabinet. Once approved, the Group then
monitors performance of the Programme and all projects within it in detail through the
Group Project Board and reports quarterly on the performance of the Capital Programme
to Cabinet.
2.4 The Council’s property assets are held corporately but when in use for operational
purposes are managed by the appropriate Service. The roles and responsibilities of the
HCPS for asset management have been communicated to all Services through regular
meetings of the inter-disciplinary groups (CISG and PASG) and meetings with each
Service’s Management Team. All reports to Cabinet or Cabinet Member having potential
property implications are required to be referred to Property Services for input of any
relevant property advice.
2.5 Both Service based and Corporate asset reviews have been undertaken to identify the
needs and opportunities for change in the provision of services and consequent changes
in the use, size, location and condition of property used to support provision of services.
2.6 The Council has undertaken a number of Borough wide reviews to identify underused and
surplus properties in addition to the service based asset reviews to which the above
refers. These have achieved significant levels of capital receipts for reinvestment in the
capital programme. The principal aim of the Sales Programme is to provide the Council
with a substantial level of capital receipts to support the capital programme contained in its
Capital Investment Strategy (CIS).
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