Supplementary A - London Borough of Hillingdon

2.7 Sites identified as being suitable for change of use or disposal are referred to the Property
and Accommodation Strategy Group and the following matters considered:
For the Service currently managing the property –
Can the property be released for alternative use or disposal and what consequent
relocation requirements would need to be met, if any?
For all Services –
Is there a service or Council requirement that could be met from re-use of the property?
What impact, if any, would the sale and/or development of the property have on each
service?
2.8 In addition any Group wanting to change use of a property takes it to PASG for an
assessment to be made of any competing internal bids and an assessment of the
opportunity cost of selling the property on the open market.
2.9 Sales Programme progress is monitored at monthly meetings of the Land Review and
Sales Team and forecasts of capital receipts achievable are taken into account by CISG in
reviewing the capital programme.
2.10 Appendix I1 sets out the Council’s top management structure, the reporting lines of these
Groups and the terms of reference of PASG.
3.0 Comprehensive Performance Assessment
3.1 In the 2006 Comprehensive Performance Assessments, the Audit commission in its
assessment of Hillingdon’s performance considered it to be a council that is improving well
and demonstrating a 2 star performance. Progress in the area of asset management was
demonstrated by retaining the CPA score of 3 for Use of Resources overall and for the
financial management component which includes property asset management. Feedback
received from the Audit Commission is now being used to analyse gaps in performance to
bring about a top score of 4 against the relevant key lines of enquiry for property asset
management in 2007.
4.0 Project Management
4.1 The Council has adopted a Project Management approach, developed by the HIP Project
Management Group and monitored by the corporate Project Support Office. All capital and
revenue projects with a value in excess of £50,000, or others of a sensitive nature, are
managed in accordance with the Council’s Project Management handbook. The procedures
are now also process-mapped on Horizon. In each case the Project Manager presents a
Project Initiation Document and Approval Form. For Corporate projects this will be
considered by the Council’s Management Board, for projects solely within the responsibility of
Service Departments by the Departmental Management team (DMT). Projects requiring
capital resources are submitted to DMT and if approved referred to CISG for corporate
consideration. Priority is given to projects that address the Council’s key themes and
corporate priorities. All projects are required to have clearly defined output/outcome targets
when submitted for approval. All Corporate Property Services staff have attended training
seminars on the project planning and delivery methodology to be employed have taken place
and refreshers continue to be provided.
5.0 Options Appraisal
5.1 When it has become clear that there is a priority need to invest to achieve either
Corporate or Service improvements an option appraisal approach is adopted on the
following basis:
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