Supplementary A - London Borough of Hillingdon

7.3 The Civic Centre is now over 25 years old and the cost of improvement work to bring the
building up to acceptable standards, modernise the infrastructure and replace life expired
fixtures, fittings and plant is likely to be in excess of £10 million. In addition, life cycle
costs for replacing major building components over the next 10-15 years have to be
considered.
7.4 Existing Libraries have been identified as a resource which could be used to perform a
wider role to enhance a mixture of mobile working and flexible working with touch down
centres and improved access by the public to Council Services locally to contribute to the
Implementing Electronic Government Statement (IEGS) Strategy. Access Points have
been set up at three libraries, staffed by customer contact centre staff once a week. When
they are not staffed, customers can use the PC provided to access online services via the
council website, Report It cards to put reports in writing or use a telephone connected to
the council's contact centre during office hours.
7.5 Further initiatives likely to affect property requirements include the development of the
Council’s Contact Centre and increased mobile working in Social Services and other
services. Rationalisation of the Council’s remaining local offices continues with the
relocation of staff from Harlington Road Depot and 855 Uxbridge Road into the Civic
Centre.
8.0 Partnership Working
8.1 The Council’s property already contains many examples of cross service use, shared use
and co-location. The Council is now working with its partners to develop a Partner Asset
Management Strategy. This work is being managed by a cross partner asset management
team, led by the HCPS and reporting to the Hillingdon Partners, guided by these
principles:
• Service delivery, customer accessibility and efficient use of built assets must drive
collective asset needs/wants
• All future developments to consider cross partner multiple uses as a matter of
course
• Recognition by all partners that the disposal of assets at highest capital receipt is
not always the best option. At times higher savings can be made as a result of
reaching the highest value for service users
• The mapping of all partner assets onto a Geographical Information System
• No assets to be declared surplus before circulation of the details to the LSP
Partners through the Asset Management Forum
• No future procurement of premises related support functions should take place
without discussion with other partners. A Service Matrix must be compiled
highlighting key partners premises related suppliers for major supply contracts and
shared through the Asset Management Forum
• Share 1, 5, 10 year visions for our asset developments/strategy and look to work
them together through the Asset Management Forum with partner organisations
• Business cases will always drive asset developments and will be reflected in all
partners business plans, where relevant, and the Council Plan
8.2 The team meets every six weeks and includes representatives from the Council, Primary
Care Trust, Hillingdon Police, Hillingdon Homes and voluntary sector. Three pilot areas
have been identified work is now underway to ascertain needs in these areas, to match
these to current resources and to identify gaps and opportunities.
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