corporate asset management plan · corporate asset management plan 2014/19 page 5 priority outcomes...

Community Asset Transfer Strategy

Designed by Printing and Graphic Services Section, Customer Services Directorate, Unit 5, Pentrebach, Merthyr Tydfil

CORPORATE ASSET MANAGEMENT PLAN

2014/2019

Merthyr Tydfil County Borough Council - Corporate Asset Management Plan

Merthyr Tydfil County Borough Council - Corporate Asset Management Plan Page 1

CONTENTS

1) JointForewordoftheLeaderandtheChiefExecutive

2) Strategic Context

3) Vision Statement

4) CorporateInfluences

5) Overarching/CorporateAssetManagementPriorities

6) PriorityProjects

7) ActionPlan

8) TargetsandPerformanceIndicators

9) Appendices

i) AssetManagementWorkstreams

ii) MaintenanceStrategy

iii) OfficeAccommodationStrategy

iv) EnergyPolicy

v) CommunityAssetTransferStrategy

Merthyr Tydfil County Borough Council - Corporate Asset Management Plan Merthyr Tydfil County Borough Council - Corporate Asset Management Plan

1) JOINT FOREWORD OF THE LEADER AND THE CHIEF EXECUTIVE

BrendanToomey GarethChapmanLeader ChiefExecutive

Merthyr Tydfil County Borough Council is fully committed to making significantimprovements for thecommunity,wherepeopleareproud towork, liveandvisit.OurCorporatePrioritiesreflecttheseaspirationsandtheprincipalfocusistoraisestandardsofattainmentthroughouttheCountyBoroughsothatoutcomesforalllearnersareimproved.AstheLeaderandtheChiefExecutiveofthisorganisationwebothrecognisethatpropertyisfundamentaltoourabilitytodeliveronourcorporatepriorities,improvethedeliveryof education, strengthen the economy, support the delivery of better quality servicesand improvetheenvironment.Atatimeofsignificantfinancial constraintswithin localgovernment,werealise that theeffectiveandefficientuseofour landandbuildings iscriticaltousbeingabletosustainservicedelivery.Itisessentialthatourpropertyportfolioisalignedtoservicerequirements,butalsothatbuildingsarewellmaintainedtomeetourhealthandsafetyobligationstoallusersandareasefficientaspossibletokeepourcostsdown.

Significant improvements have already been made during the period of the previousAssetManagementPlan,includingrationalisingourofficeportfoliotoreleaseanumberofinefficientandhighcostbuildings.Thisprovidesimprovedcustomercontactfacilities,higher quality accommodation and a reduction in costs.We’re alsomaking continuedimprovements in energy management, including installing solar panels and utilising

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moreenergyefficientequipmentwhereverpossible.AspartoftheCouncils“HomesforLife”Strategytwonewresidentialcarehomeshavebeendelivered,whichhasprovidedimproved,stateoftheartaccommodation,supportingourprioritytohelpourresidentsenjoyabetterqualityoflife.Thishasalsofacilitatedthereleaseofanumberofoutdatedandlessefficientbuildingstoraisecapitalreceiptsforfurtherre-investmentinprioritycapitalprojects.

It isacceptedthoughthatcontinued improvements inthewaywemanageourproperty isrequired to ensure thatwe continue to realise savings, raise capital receipts and retain aportfoliothatisfitforpurpose.Fundamentaltoachievingthisisacknowledgingthatpropertyisanimportantcorporateresourcewhichrequirescarefulconsiderationinallthatwedo.WehaveensuredthatthisAssetManagementPlanisalignedtoourcorporatepriorities,butthatitalsoreflectstheoperationalrequirementsofourservicesandisdraftedintheknowledgeofandinconjunctionwithourWorkforcePlanandalsoourMediumTermFinancialPlan.

During the period of this plan,wewill be facedwith difficult financial circumstances, butwill continue to prioritise progress of the 21st Century Schools Programme, the PhysicalRegenerationProgrammeandenergyschemes.We’llalsocontinuetosupportourpropertyreviewprocesses, includinga reviewofourdepotsandagileworkingpracticeswhilst alsotargetingthedisposalofsurplusproperty.

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2) STRATEGIC CONTEXT

TheCorporatePlanandSingleIntegratedPlansetsouttheoverallVisionforMerthyrTydfil,whichisto: Strengthen Merthyr Tydfil’s position as the regional centre for the Heads of the Valleys, and be a place to be proud of where:

• People learn and develop skills to fulfil their ambitions.• People live, work, have a safe, healthy and fulfilled life.• People visit, enjoy and return.

InsupportofthisVisiontheCorporatePlanandSingleIntegratedPlanhavePriorityOutcomeswhere:

• PeopleinMerthyrTydfilhavetheopportunityandaspirationtolearnanddeveloptheirskillstomaximisetheirpotential.

• PeopleinMerthyrTydfilbenefitfromastrong,sustainableanddiverseeconomy.• People,wholiveandwork inMerthyrTydfilaresupportedtoenjoyahealthierandbetter

qualityoflife.• Peopleenjoyavibrant,attractive,safeandsustainableplaceinwhichtolive,work,playand

visit.

ThedeliveryoftheVisionandPriorityOutcomeswillbesupportedbytheUnderpinningPriorityof“LearningforLife.”

TheCouncilrecognisesthatpropertyisacriticalcomponentindeliveringthevisionoftheCorporatePlan and the Single Integrated Plan and the following visual shows how theAssetManagementPlanisinformedbyandlinkedtothesewiderstrategies.TheAssetManagementPlanisinformedby a number ofmeans, including the Corporate Risk Register, theMedium Term Financial Plan,theWorkforce Plan and individual Service AssetManagement Plans. Overarching priority areasincludetheMaintenanceStrategy,StatutoryCompliance,datamanagementintheformofanAssetManagementSoftwareSystemandPropertyReview.ThisAssetManagementPlanoutlinespriorityareassupportedbytheCapitalProgrammeandexternalfundingstreams,including:

• OfficeAccommodationStrategy/CustomerFirstProgramme• EnergyManagement• DisposalofSurplusProperty/CommunityAssetTransferStrategy• 21stCenturySchoolsProgramme• PhysicalRegenerationProgramme• HomesForLife• RiversideScheme• FlyingStartCapitalSchemes• HighwayImprovement/Maintenance• GellidegProject

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ThevisualshowshowtheseassetmanagementprioritiessupporttheprioritiesintheCorporatePlanandtheSingleIntegratedPlan.ThisAssetManagementPlansetsoutourvisionforpropertyinthecontextofcorporateinfluencesandobjectivesanddetailswhatprogresshasbeenmadetodate,togetherwithourprioritiesforthefuture.Alsoincludedisanactionplanandtargetswhichwillallowperformanceandprogresstobemeasuredandmanagedeffectively.

CORPORATE ASSET MANAGEMENT PLAN 2014/19

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Priorityoutcomes in the SingleIntegrated Plan

PeopleinMerthyrTydfilhavetheopportunityandaspirationtolearnanddeveloptheirskillsto

maximisetheirpotential

PeopleinMerthyrTydfilbenefitfromastrong,sustainable

anddiverseeconomy

PeoplewholiveandworkinMerthyrTydfilaresupportedtoenjoyahealthierandbetter

qualityoflife

Peopleenjoyavibrant,attractive,safeandsustainableplacein

whichtolive,work,playandvisit

Raising Standards of Attainment

Employability

Economic Development

Town Centres Regeneration

Tourism Development

ActiveLifestyles

PromotingIndependence

MeetingtheneedsofVulnerableChildren

SustainableEnvironment

PriorityAreasin the corporate Plan

Customer First Programme

HomesforLife

RiversideScheme

FlyingStartCapitalSchemes

GellidegProject

DisposalofSurplusProperty

EnergyManagement

OfficeStrategy

PhysicalRegenerationProgramme

Customer First Programme

RiversideScheme

Disposalofsurpluspropertytofundcapital

Programme

Strategic areas in the Corporate AssetManagementPlan2014/19

UNDERPINNING PRIORITY FOR THE SINGLE INTEGRATED PLAN 2013-17 - LEARNING FOR LIFE

21stCenturySchoolsProgramme

Disposalofsurpluspropertytofundcapitalprogramme

PhysicalRegenerationProgramme

RiversideScheme

Disposalofsurpluspropertytofundcapitalprogramme

HighwayImprovementandMaintenance

Overarchingassetmanagementpriorities:StrategicMaintenanceStatutoryCompliancePropertyReview

AssetManagementSoftwareSystemExternalCollaboration

CorporateRisk

Register

MediumTerm

FinancialPlan

WorkforcePlanning ServiceAssetManagementPlans

AssetManagementPlaninformed by:


3) VISION STATEMENT

The Councils vision is that the property portfolio is aligned to corporate priorities and service requirements, where appropriate investment is made in capital projects and where the portfolio is efficiently maintained, is fit for purpose and meets health and safety requirements.

Overview

MerthyrTydfilistheregionalcentrefortheHeadsoftheValleysarea,coveringbothurbanandruralareasofsome11,102hectares(27,435acres),withapopulationofapproximately59,000.Accordingtothecensus in2011,this isan increaseofapproximately4.5%fromthefiguresobtained inthe2001census.Thepercentageofthepopulationaged65andoveris16.6%,whichisanincreaseof8.2%since2001andthepercentageofthepopulationfromethnicminoritygroupshasrisenfrom1%to5.4%.InJuly2012,12.7%ofthepopulationofMerthyrTydfilwereunemployedandaccordingtotheWelshIndexofMultipleDeprivation2011,MerthyrTydfilisrankedthemostdeprivedLocalAuthorityinWales.

MerthyrTydfilCountyBoroughCouncil employsaround3,000 staffacrossanumberofdifferentservice areas. Following a review of the Councils structure inMarch 2015, the Councils currentstructure comprises:

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CouncilandCabinet

ChiefExecutive

Corporate Director PeopleandPerformance

Corporate DirectorPlaceandTransformation

PeopleandPerformance

Learning

SocialServices

PreventionandEarlyIntervention

PlaceandTransformation

CommunityRegeneration

NeighbourhoodServices

Finance

Legal

CorporateServices

HumanResources

PlanningandCountryside

PublicProtection


Politicalrepresentationisfrom33individualcouncillorsdemocraticallyelectedevery4/5yearsasrepresentativesofitsconstituent’s11electoraldivisions.TherearecurrentlybetweentwoandfourCouncillorsineacharea,proportionatetothenumberofelectorslivingthere.TheCounciloperatesaCabinetstylesystemofdecisionandpolicymaking.HighlevelresponsibilityfortheCouncil’sbusinessactivitiesarealsomanagedthroughaCorporateManagementTeam.

TheCouncil, likeothersacrossWales facehugefinancialchallenges followingtheannouncementoftheLocalGovernmentsettlementinOctober2013.Thisconfirmeda2.2%cutinfundingwhichwillnecessitatetheCouncilmakingunprecedentedsavingsoverthecomingyears.Additionally,therecentWilliamsCommissionReportonPublicServicesDeliveryprovidedtotheWelshGovernment,opensupseriousdebateover the futureof localgovernment inWales.Again,as thisprogressestherewillbeimpactswhichwillneedtobereflectedinthisPlanandthiswillmanagedaspartoftheannualreviewprocess.

Portfolio

ThetotalareaofallpropertyownedoroccupiedbyMerthyrTydfilCountyBoroughCouncilextendstoapproximately1,015hectares(2,509acres)andcomprisesadiverserangeofproperty,includingformerLandReclamationSchemes,Schools,CareHomes,Cemeteries,andHighwaysinfrastructure(excludingadoptedhighways).Theassetvalueofthepropertyportfoliois£234,052,000.ThetotalGrossInternalAreaofallbuildingsownedoroccupiedbyMerthyrTydfilCountyBoroughCouncilextendstoapproximately166,413m2.Thisreflectsatotalnumberof287buildingsandtheratioofbuildings,expressedintermsofm2GrossInternalArea,allocatedtoeachserviceareaisasfollows:

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Where have we come from and what progress has been made so far?

ThefirstcorporateAssetManagementPlanwasadoptedbytheCouncilon1stApril2009.Thatplanessentially comprised a position statement and a number of actions to improve corporate assetmanagementplanningovertheperiodoftheplan.Inaddition,theWalesAuditOfficecarriedoutareviewofAssetManagementPlanningin2009.ThepriorityareasfromthesesourcesincludedthefollowingactionsasindicatedinboldfontandtheyarefollowedbypositionstatementsagainsteachandwherenecessaryarefurthersupportedbyactionsintheActionPlanatSection7andTargetsandPerformanceIndicatorsatSection8.

• The Council should further strengthen the links between the Asset Management Plan and other relevant strategies.TheAssetManagementPlanisnowcloselylinkedtotheMediumTerm Financial Plan,Workforce Strategy, Office Accommodation Strategy andMaintenanceStrategyandwillcontinuetobelinkedtotheprioritiesoutlinedintheSingleIntegratedPlanandCorporatePlan.

• The Council should continue to develop Service Asset Management Plans and enhance the linkages with the Asset Management Plan.ServiceAssetManagementPlansareinplaceforHighways,SocialServicesandEconomicDevelopment.Work isprogressingonupdating thedraftEducationServiceAssetManagementPlan.SincethetransferofLeisurepropertytotheLeisureTrustandreorganisationof serviceswithinNeighbourhoodServices,aServiceAssetManagementPlanisrequiredforNeighbourhoodServices.Oncompletion,thevastmajorityoftheCouncilspropertyportfoliowillbecoveredbyanindividualServiceAssetManagementPlan.EachSAMPwillbereviewedannuallyinconjunctionwiththeAssetManagementGroupandtheannualreviewoftheCorporateAMP.

• The Council should continue to develop the way it consults with partner organisations on strategic planning for its land and buildings.JointAssetManagementisbeingtakenforwardthrough the Cwm Taf Regional Collaboration Board, further details of which are providedlater in thisAssetManagement Plan. In addition to this, collaborativework continueswithadjacentAuthorities,includingRCTCBC,CaerphillyCBC,PowysCBCandBlaenauGwentCBCinanumberofareasofpropertymanagement.Thisincludesarchitecturalservices,legalservicesandmembershipoftheWelshPurchasingConsortiuminrespectofmanycyclicalcontractsandcontractorprocurementforAsbestosmanagement.TheCouncilalsomaintainsmembershiptothefollowinggroupstomaintainastrategicpresenceandinformationbase:o CLAW/ACESo CIPFAAssetManagementPlanNetworko NAWG

• The Council should continue to develop its arrangements to deliver its objectives, in particular longer term objectives for land and buildings. The Councils vision is that the propertyportfolio isalignedtocorporateprioritiesandservicerequirements,prioritising investmentappropriatelyincapitalprojectsandefficientlymaintainingpropertywhicharefitforpurposeandmeethealthandsafetyrequirements.ThisAssetManagementPlanexplainstheCouncilsobjectivesandhowtheseobjectivesaretobedelivered.PleaserefertoSection7ActionPlanandSection8TargetsandPerformanceIndicators.

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• The Council should ensure that it continues to ensure services engagement around buildings management is consistent and fully embedded. Compliancewith legislative requirementshasbeenidentifiedpreviouslyasakeyrisktotheCouncil.Inordertomitigatetheserisks,acorporateapproachtopropertymanagementhasbeenendorsedbyExecutiveBoard.ThishasbeensupplementedbyaprogrammeofBuildingMangertraining,whichhassetoutclearlytheresponsibilitiesofBuildingMangersinmanagingbuildingswithintheirremit.Thebuildingmanagers are supported corporately by Corporate Property and in particular the BuildingServices Team, which specialises in statutory compliance, managing cyclical contracts andperforming an audit role to ensure full compliance. Regular dialogue takes place betweenCorporate Property and all buildingmanagers to provideupdates in respect of changes tolegislation,circulateupdatedpoliciesandtoensurethatprocessesandresponsibilitiesaroundbuildingsmanagementareconsistentlyembedded.

• The Council should continue to develop asset management work streams and identify any on-going financial and human resource requirements.Priorityin2009wasgiventotheAssetManagementSoftwareSystem(DataManagement),OfficeAccommodationReview,PropertyReview,StatutoryCompliance,andEnergyManagement.Asprogresscontinuedintheseareas,Collaboration,ServiceAssetManagementPlans,LeaseReviewsandtheMaintenanceStrategyhavebeenfocusedon.ThenextpriorityareasincludeaDepotReviewandconsiderationofMobileWorking.PleaserefertotheActionPlanatSection7.Appropriatehumanandfinancialresourcesareidentifiedandconsideredaspartoftheprojectmanagementprocessesagainsteachareaofwork.

• The Council will need to be proactive in ensuring that all the necessary data is captured on a single buildings management system and then ensure it has robust mechanisms to monitor and routinely test the data’s quality - this may take some time and will need to be adequately resourced.Adetailedprocurementexercise,inconjunctionwithmembersoftheAssetManagementGrouptookplacein2010/11,resultingintheacquisitionofTheTechnologyForge AssetManagement Software System. Implementation of the system is substantiallycompleteandprovidesthefacilitytoholdallpropertyrelateddataatasinglepoint,improvingaccuracy,enablingefficientaccesstoinformationandin-housereporting.TheassetregisterhasbeenauditedaspartoftheimplementationprocessandthesystemhasanintegralroleintheproductionoftheCouncilsannualaccounts.Aprogrammeofdatacollectionandinputincluding,leasedata,CADplans,ConditionSurveysandAsbestossurveysisinplaceandwillcontinuethroughouttheperiodofthisplan.

• The Council should continue to develop and use performance measures, both local and national to assess its performance.TheCouncilhaveconsistentlyprovidedinformationtotheDataUnitinordertobenchmarkagainstotherLocalAuthorities.Historically,thisperformancedatahashadlimitedvalueduetothelackofconsistentandreliabledataavailableforsubmission.TheAssetManagementSoftwareSystemhasconsiderablyimprovedthequalityandaccuracyofdata.Forthefirsttime,meaningfulinformationhasbeenobtainedfromtheresultsofthe2012/13datasetsandthisinformationhasbeenusedtoinformtheMaintenanceStrategyinparticularandenabledtheformulationofappropriatetargets.

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• Targets should be set for all Local and Core indicators around buildings and land management. TargetshavebeensetagainsttheDataUnitcoreindicatorsandotherrelevantindicators.PleaserefertoSection8:TargetsandPerformanceIndicators.

• The Council should ensure that data on Building Management performance is collected as part of a regular programme of reporting in order to assess the performance of the portfolio and to inform corporate asset planning.From2014,allreactivemaintenanceorderswillbemanagedthroughtheAssetManagementSoftwareSystemandfullfinancialdetailsrecorded.Inaddition,theMaintenanceStrategydetailsa5yrrollingprogrammeofConditionSurveys,whichwillalsoberecordedinthesystemassistingwithcorporateassetplanningdecisions.Asthisinformationbaseisextended,regularassessmentoftheperformanceoftheportfolioneedstobeimprovedandanappropriateactionisincludedintheActionPlantoaddressthis.

• Progress against the actions recommended in the Asset Management Plan should be monitored and reported on a regular basis. Annual update reports have been providedfollowingtheadoptionoftheAssetManagementPlanin2009.ThisprogrammeofupdateswillcontinuethroughoutthelifeofthisPlan.Appendixi)detailstheAssetManagementWork-streams scheduled for the forthcoming year, all of which will inform progress against theactionsrecommendedintheAssetManagementPlan.

• There is a programme of proposed property reviews going forward but the methodology needs to be improved.PropertyReviewwasidentifiedasapriorityareain2009inordertoreducemanagementandmaintenancecosts,toincreasecapitalreceiptsandensurethatthepropertyportfolioisalignedtoservicerequirements.AdedicatedPropertyReviewOfficerhasbeeninpostsince2012andhasrecentlybeenmadeapermanentposition.Areviewofthewholeportfoliohasbeenundertakentoidentifypotentiallysurpluslandanddetailedreviewsonanelectoraldivisionbyelectoraldivisionbasisarecurrentlyunderway.ThisprocesshasledtoanincreaseinthenumberofpropertiessoldandanincreaseinCapitalreceiptsobtainedfor2012/13and2013/14.ThepropertyreviewexerciseisanticipatedtotakeuntilMarch2017tobecompletedinallwards.InconjunctionwiththePropertyReviewprocess,adetailedreviewoftheOfficeAccommodationportfoliohasbeenundertakenandaDepotReviewisunderway.

• Options Appraisal process recommended in the Asset Management Plan need to be implemented and embedded into the decision making process.A comprehensiveOptionsAppraisalprocesshasbeenimplementedintheconsiderationofpotentialCommunityAssetTransfersagainstthepotentialtoreceivecapitalreceipts.TheMaintenanceStrategyincludesaCapitalAllocationprocess,whichutilisesHealthandSafetyrisks,ConditionscoresandCorporatePriorityinformationtoprioritiseallocationoffundswithintheCorporateMaintenanceBudget.OptionAppraisalprocessesaregenerallymaturinginotherareas,althoughitisnecessarytocontinuetostrengthentheCouncilsapproach,inparticularinrelationtotheCapitalProgramme.

• The Council should develop consideration of whole life issues in its capital decision-making process and the Council should continue to embed the processes that it is developing in respect of procurement, including Constructing Excellence. Thereareanumberofdefinitionsforwholelifecyclecosting,butonecurrentlyadoptedisbyConstructingExcellenceis:

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“the systematic consideration of all relevant costs and revenues associated with the acquisition and ownership of an asset”.

Essentiallywholelifecosting(WLC)arecoststobetakenintoaccountwhichincludebothinitialcapitalorprocurementcosts,opportunitycostsandfuturecosts.TheConstructingExcellenceprocurementmodelencompassesaphilosophythatprocurementshouldbeaqualityledprocessbasedonbestvalue.Thisqualitybasedprocurementprocessshouldconsiderthecostsforthelifetimeoftheassetandnotjustfortheconstructionorservice.

Where projects involve the construction of an asset the procurement process should take intoconsiderationthat:

• Buildingswillgenerallyoutliveothergoodsandservicesandthereforemustbeflexible.Thinkoflifebeyondtheservice/project.

• Considerwholelifeprocurementandcostsassociatedwithoperating,changingandextendingbuildings.Askhowflexiblethedesignofthebuildingisandhowwillitadapttoachangeofuse.

• Thinkofhowthebuildingistobedisposedofattheendofitslife.• What products have been used during the construction, have they the opportunity to be

recycled,aretheybiodegradableanddoesthisadherestotheenvironmentalpolicy.

Procurementthatfocusesonlongtermcosteffectiveassetswillencourageinnovationandholisticapproachestoprojectswhichinturnencouragesustainablesolutions.Theseprojectsaretheonesthatwillachievethebestbalancebetweeninitialcapitalandongoingrevenuecostsandprovidethebestbenefitstotheenduserwithlowercostownership.

Corporate Property are in the process of aligning their procurement strategy to sit within theConstructingExcellencemodel.ConstructionProcurementofmajorprojectsnowmakeseveryefforttoinclude:

• CommunityBenefits–DuringconstructionoftheNewCareHomefacilityatBargoedHouselocallabourandsupplierswereusedasmuchaspossible.

• WorksdevelopedinlinewithourEnergyStrategy–Energyconsumptionandcarbonemissionsarenowamajorconsiderationatthedesigndevelopmentstage.

• Develop renewable technologies –Where ever possible renewable technologies are beingutilisedtoreducerunningcostsandcarbonemissions

• Reviewcustomerfeedbackandlessonslearned–Feedbackisencouragedfromendusersonhowtheprojectwentandhowitcouldhavebeenimproved.

• Benchmarkprojectsagainstnationalstatistics–Allprojectsarebenchmarkedagainstnationallypublishedstatistics.

However,notallcapitalprojectsaremanageddirectlybyCorporatePropertyandthereforesomeinconsistenciesstillexist.FurtherworktoembedwholelifeissuesintoallareasofcapitalexpenditureneedstobeundertakenandisincludedasanactionintheActionPlanatSection7.

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• The Council should review the current structure of its Land and Buildings arrangements. This review should be comprehensive to ensure that each element of the land and buildings service is included as well as the corporate aspects of land and buildings. The elements of review could include: Facilities Management, Architectural Design Services, Estates and Valuation Services, Maintenance Services, Project Management Services and Strategic Property Management. The structureof thePropertyDepartmenthasbeen reviewedandfundamentallychangedsincetheadoptionoftheAssetManagementPlanin2009.Previously,DesignandMaintenanceelementsweredeliveredseparatelytotheAssetManagementandEstatesfunctionsandsomeelementsoffacilitymanagementandstatutorycomplianceweredealtwithinbothareas.Thenewarrangements,whichcombinetheAssetManagementandEstates Teams, Building Services Team and Project Management Team to form CorporateProperty, provides an integrated and coherent approach from all disciplines and the earlyindicationsarepositive.

What Actions are required to ensure continued improvements?

Key strategic improvements, availability of base data and improved data management sincethe previous AssetManagement Plan, have provided a sound base fromwhich continued assetmanagementimprovementscanbemade.TheactionstoensurecontinuedimprovementsforthefuturearedetailedintheActionPlanatSection7andarecolourcodedaccordingtopriority:

Red=High Amber=Medium Green=Low Blue=Cyclicaltasks.

ThehighestpriorityActionrelatestofurtherembeddingtheimportanceofcontinuingacorporateapproachtoassetmanagementtofullyrealiseefficiencyandoperationalbenefitsinallserviceareas.Historically,there’sbeenalackofconsiderationforfuturemaintenancecostsforcapitalschemesinparticularandembeddingtherequirementtoconsidertheseissuesatanearlystageisessential.The responsibility for implementing this action falls to Cabinet, the Chief Executive, Directors,AssistantDirectorsandHeadsofService.Withouttheircommitmentandsupport,corporateassetmanagement planning will not achieve efficiencies, will increase risks of non-compliance withstatutory requirements and may not deliver projects which are aligned to the Councils agreedCorporatePriorities.

Inordertosupportthishighpriorityaction,theAssetManagementPlanneedstobelinkedtotheCorporateWebsiteandIntranet,makingitwidelyavailabletoallstaffandthepublic.Thiswillprovideallstakeholderswitheasyaccesstotheplanforinformationandcomment.

MediumpriorityactionsincludefurtherdevelopmentofServiceAssetManagementPlans(SAMPs).ThisisfullysupportedbytheAssetManagementGroupandcontinuestobeprogressedbyallrelevantdepartments. The SAMPswill be reviewed annually in conjunctionwith the AssetManagementGroupandtheannualAssetManagementUpdateReport.

MajorcorporateprojectsforthefutureincludeprogressionoftheDepotReviewandthereviewofthepotentialforMobileWorking.ProgressagainsttheseactionswillbereportedintheannualAssetManagementPlanUpdateReport.

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Duetotheimprovementsindatamanagementinparticular,itwillbepossibletomoreaccuratelyinterrogateBuildingManagementPerformanceData,includingrunningcostsandmaintenancecoststoinformpropertyandservicedecisions.ThisisamediumpriorityactionintheActionPlan,againstwhichprogresswillbereportedannually.

Lowerpriority actions include furtherembeddingOptionsAppraisal processes in to theCouncilsdecisionmakingprocessesandconsiderationoftheprovisionofbudgetstomeetlandmanagement/maintenancecosts.Someprogresshasalreadybeenmadeintheseareasandfurtherprogresswillagainbereportedannually.

TheactionscolouredblueintheActionPlanrelatetocyclicaltasks,whichhavebeenbuiltintotheAssetManagementWork-streams,ascheduleofwhichisattachedatAppendixi)

InordertoensurethatassetmanagementimprovementscontinueasetofPerformanceIndicatorsinpriorityareashavebeenagreedandaredetailedatSection8:TargetsandPerformanceIndicators.SomeoftheseperformanceindicatorsmirrorthosecollectedbytheDataUnitandwherethisisthecase,theAllWalesDataisincludedforcomparison.TargetshavebeensettoMerthyr’sindividualcircumstancesandneedsandthesehavebeenincludedagainsteachPerformanceIndicatorandwillbereportedonannuallyintheAssetManagementUpdateReport.

Merthyr’spriorityareasinclude:

Office Accommodation,areaoccupiedperpersonandcostpersquaremetre.

Condition.ItisnecessarytoreduceasfaraspossibletheportionoftheportfoliowhichisatconditionratingCorD.APerformanceIndicatortomeasureprogressinthisareahasbeenincludedandmirrorthatincludedintheCorporateMaintenanceStrategy.

Statutory Compliance with legislative requirements is a key requirement to fulfil our vision ofensuringthatthepropertyportfolioisefficientlymaintained,isfitforpurposeandmeetshealthandsafetyrequirements.Thetargetfor2014/15andfutureyearsistocompletecomplianceauditsfor100%oftheoperationalbuildingswithinourcontrol.

Property Review and Capital Receipts. Targets for the value of property sold as a result of thePropertyReviewprocesshadbeensetat£200,000perannum,whichhasfacilitatedtheincreasedtargetofthevalueofCapitalReceiptsto£900,000(gross)perannum.ThePropertyReviewsystemisnowfullyembeddedandthetargethasbeenreviewedandadjustedto£250,000perannum.

Energy. In order to effectivelymanage Energy consumption, targets and performance indicatorsrelatetothepercentagechangeintheaverageDECscoreoverthebuildingsportfolio,togetherwiththepercentagereductionofCO2emissionsperyearacrossthebuildingsportfolio.

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4) CORPORATE/SERVICE INFLUENCES

TheAssetManagementPlanisinformedbyanumberofcorporatematters,includingtheCorporateRisk Register, the Medium Term Financial Plan and theWorkforce Plan. These ensure that theCouncilshighrisks,corporateprioritiesandchangesto itsworkforcearereflected in itsplanningofpropertyutilisation.Inaddition,ServiceAssetManagementPlansareusedtoextractdetailsofongoingservicerequirementsandchangesto legislationand/orserviceneedstoensurethatthepropertyportfolioisalignedtomeetserviceandhealthandsafetyrequirements.

• Corporate Risk Register

AssetmanagementhasbeenidentifiedasariskintheCorporateRiskRegisterandstates:

“Inability to deliver corporate level asset management including prioritisation across investment in capital projects and maintenance could result in properties that are not fit for purpose and may not meet health and safety requirements, maintenance standards, modern service delivery expectations and has further financial implications.”

Thisidentifiedrisk,inconjunctionwiththepreviousAssetManagementPlanhasraisedtheprofileofAssetManagementthroughouttheCouncilandhelpedtosecureresourcestobeabletomanageandreducethisrisk.Theimportanceofcontinuingacorporateapproachtoassetmanagementneedstobefurtherembeddedtofullyrealiseefficiencyandoperationalbenefitsinallserviceareas.ThishasbeenidentifiedintheAssetManagementPlanasahighpriorityactionwhichrequirescorporatesupportfromCabinet,theChiefExecutive,DirectorsandHeadsofService.

The Draft Annual Improvement Report, incorporating the Corporate Assessment Report 2014,undertaken by the Wales Audit Office refers to the Council use of resources. The draft reportindicatesthattheCouncilhaseffectiveassetmanagementarrangementsinplace,whichprioritisethemaintenanceofappropriatelevelsofcapitalreceiptsandtheefficientuseofbuildings,particularlyinrespectofenergyefficiency.OnreceiptofthefinalreportandinviewofclearimprovementsareviewofthecurrentriskintheCorporateRiskRegisterwillbeundertaken.

• Medium Term Financial Plan/Capital Programme

The previous AssetManagement Plan outlined a number of actions required to improve AssetManagement across all Directorates, including linking with existing and new policies andstrengtheninglinkswiththeMediumTermFinancialPlan.FundamentaltoimprovinglinkswiththeMediumTermFinancialPlanhasbeentheimplementationofthenewAssetManagementSystem,whichensuresthatallfinancialandpropertymanagementsystemsarelinkedtoasingle,completeand accurateAsset Register. Re-valuation of the completeAsset Registerwas undertaken at the31stMarch2013andafiveyearrollingprogrammetore-value20%oftheportfolioeachyearhasbeenagreed.Inaddition,the10highestvaluepropertieswillbere-valuedannually.ThevaluationinformationissubmitteddirectlytotheAssetManagementSystemtoenableaccuratereportingforCapitalAccountingpurposes.

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ThisAssetManagementPlanandtheMediumTermFinancialPlanarebothcompiledonthebasisoftheprioritiesoutlinedintheSingleIntegratedPlanandtheCorporatePlan.TheAssetManagementPlanonapage,providedearlierinthisPlan,providesavisualofhowthestrategiesareunderpinnedbythesepriorities. Inadditionto thatpleaserefer to the followingCapitalProgrammeextractedfromtheMediumTermFinancialPlan.

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Inordertofundthecapitalprogramme,assetmanagementworkstreamshavebeenprioritisedtoincludePropertyReviewandDisposalstoraisecapitalreceipts.TheCapitalReceiptstargetisagreedannuallyforinclusionintheMediumTermFinancialPlan/CapitalProgrammeandiscurrentlysetat£900,000netannually.Capitalreceiptsobtainedoverrecentfinancialyearsareasfollows:

Year 11/12 12/13 13/14 14/15Gross £1,166,105 £756,668 £1,396,899 £1,250,717Net £922,071 £756,668 £986,401 £1,208,426

PleaserefertoSection8TargetsandPerformanceIndicators.

BacklogMaintenancecostsobtainedfromourConditionSurveyinformationisregularlyprovidedtotheAccountantstoinformtheMTFP.ACorporateMaintenanceBudgetallocationhasbeenincludedintheCapitalProgrammeforessentialmaintenanceworkandprioritiesaremanagedinaccordancewith the Maintenance Strategy requirements. An on-going programme of condition surveys isunderway,whichisfacilitatedbytheavailabilityofhandheldtechnologytoenableremoteaccessto theAssetManagementSystemand input informationdirectly to it.Updatedconditionsurveyinformation andmaintenance costswill be provided regularly to further inform theMTFP goingforward.

CompliancewithLegislativerequirementsisfundamentaltothehealthandsafetyofallusersandtotheprotectionandadequatepreservationofallpropertywithintheCouncilsportfolio.Areviewofallareasofcompliancehaveraisedanumberofissuesandfollowingtheidentificationofsuch,changesto thepreviousCorporatePropertyStructurehas facilitated theappointmentofanewStatutoryComplianceTeam.Inconjunctionwiththesededicatedresources,acorporateapproachtopropertymanagement has been given approval by Executive Board, which has clarified the appropriateresponsibilities of BuildingManagers through a training programme for all buildingmanagers. AcorporatebudgetwasallocatedaspartoftheMTFPtofacilitatethisessentialtraining.Inadditiontothiscorporateapproach,thecurrentfocusisonfullcomplianceinrespectofthemanagementofFireRisk,AsbestosandLegionella.ApprovalhasbeengiventocarryoutafullprogrammeofAsbestossurveys together with all outstanding Legionella Risk Assessments. Future budgets for on-goingAsbestosandLegionellasurveyshavebeenincorporatedintotheMediumTermFinancialPlan.

• Workforce Plan

Theworkforceplaniscompletedaspartoftheperformancemanagementyearlycycle,whereHumanResourcesandHeadsofServicemeettodiscusshowindividualstructureswillneedtolookinthefollowingyear.Atemplateisusedthatfocusesthediscussionsongapsinservicedeliveryifthestaffnumbersandskillsaren’tadequate.Includedinthedatacollectionformisamatrixtoscoretherisksandinputnarrativethatsummarisesthemainissuesthatneedtobeaddressed.ThisinformationisfedintotheStrategicPlansandOperationalPlanstoidentifytherisksthatneedtobemanaged.

InadditiontheworkforceplansfocustheHeadofServiceonlookingatthebudgettoruntheserviceandwhatchangestheywillneedtomaketoensurethattheystafftheservicewithinbudget.Aspartofthisprocess,theyalsoreviewtheiraccommodationneedsandthepotentialtoprovideformobileorflexibleworkingpractices.ThisexerciseinformstheMediumTermFinancialPlanandalsoprovidesdatawhichinformstheOfficeAccommodationStrategyandprovidesforcontinuousreviewoftheofficeaccommodationrequirements.

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• Service Asset Management Plans

ServiceAssetManagementPlansarekeydocumentswhichinformCorporatestrategy,includingtheAssetManagementPlan,theMediumTermFinancialPlanandtheMaintenanceStrategy.ThemajorheadlineinformationfromtheSAMPSorconfirmedbyrelevantServiceHeadsareasfollows:

Education

• 21stCenturySchoolsProgramme:• AfonTafHighSchool-Remodelling/refurbishmentcommencedin14/15.Thisisa4year

programmeofworkswhichispartfundedbyWelshGovernmentandpartfundedbytheCapitalProgramme.

• NewYsgolyGraigPrimarySchooltoincorporatetheformernurseryschoolinTrefechan.Workwillcommencein2017.

• Otherplannedcapitalworksinschools:• •Extensionsat4PrimarySchools.TheCapitalProgrammeincludesanallocationoffunds

tocarryoutfeasibilitystudies.

Social Services• HomesforLifeatGurnosandTreharris–constructionrecentlycompleted–reviewof

servicedeliverymodelunderway.• ResidentialservicesatGlendare,ParkViewandLlysfaen–reviewofservicedelivery

modelunderway.• DayServicesatFforestRoad-reviewofservicedeliverymodelunderway.• MealsonWheels–servicereviewcompleted,servicediscontinuedandpropertysold.• FlyingStartCapitalSchemes–TreharrisNurserySite–YnysowenCaretakerspremises

-GurnosCommunityCentre.• InformationShop–previouspremisesvacated.• CastleHouse–Buildingnotfitforpurpose–leasesurrendered.• CyfarthfaGreenhouses–ReviewfollowingHLF funding.TransferredtoiLeisureTrust

andleasedback.• Gellideg–Serviceoutgrowncurrentpremises.CINisaCorporatePriority.Servicetobe

re-locatedtoThomastownHouse.• MIDEC–declaredsurplustorequirementsandnowsold.• PostOfficeLane–re-locationofofficestaffnowcompleted.Propertylikelytobesold

atauction.• ContinuingSocialCareTeam–re-locationcompleted.• Safeguarding–multiagencyhubbeingdeveloped.• SandbrookResidentialHomeandDayCentre–declaredsurplus torequirementson

transfertonewhomes,nowsold.• ThomastownHouse–worksbeingcarriedouttoaccommodateGellideg.• VictoriaHouse–nowsold.• HealthPark–Leaseagreementrequiresformalisation.

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Leisure

• Merthyr Tydfil LeisureTrusthasbeen formedandwill takeon responsibility for thefollowingpremises for20years from1stApril 2015.The leases/licencesare subjectto a ServiceandFinanceManagementAgreement.Day todaymaintenance liabilityrestswiththeLeisureTrust,althoughCapitalexpenditurewillremainwiththeCouncil.CorporateLeisurewillmonitortheManagementAgreementandarenowpartoftheCouncilsPlanning,Performance,EqualitiesandRiskSection:

• MerthyrTydfilLeisureCentre,skateparkandcarparks • TreharrisCommunityCentre • GurnosCommunityCentre • GroveFieldArtificialTurfPitch • CentralLibrary • DowlaisLibrary • TreharrisLibrary • YnysfachEngineHouse • JosephParry’sCottage • CyfarthfaCastleMuseumandparkgrounds

• Inaddition,licenceswillbegrantedinrespectoftheATP’satPenyDreHighSchoolandCyfarthfaHighSchool.

• The Aberfan Community Centre will be operated under licence until thetrusteeshipcanbetransferredtoMerthyrTydfilLeisureTrust’sboardoftrustees

• Library Service – Listed buildings/DDA issues. 1593m2 is required to comply withstandards,butonly911m2currentlyprovided.Reviewof fundingopportunitiesandpotentialcollaborationopportunitiestoincreaseserviceprovisionforthefuture.ThiswillnowbemanagedbytheLeisureTrust

• MuseumService–Listedbuilding/DDAandstoragecapacity issues.ThiswillnowbemanagedbytheLeisureTrust.

• CyfarthfaCastleFeasibilityStudyhasbeenundertakenfollowingvacationbytheSchoolsinSeptember2014.PotentialtoincreaseMuseumuseofthisbuilding.TheLeisureTrustandEconomicDevelopmentwillcontinuetoworkcollaboratively inorderto identifyappropriatefundingstreams.

• DowlaisCommunityCentrehasbeen leasedout inaccordancewith theCommunityAssetTransferStrategyaspartoftheCouncilsefficiencyagenda.

• DolygaerOutdoorEducationCentrehasbeenclosedaspartoftheefficiencyagendaandnowsold.

Neighbourhood Services

• Following the Councils re-structure, Neighbourhood Services has responsibilityfor Highways and Engineering, Bereavement, Street Cleansing, Parks and GroundsMaintenance,PropertyandEstatesandRefuseandWaste.

• BereavementServices–Futurecapacity issuesata critical level requiringadditionalburialprovision.

• ExpansionofWasteFunction–recentacquisitionofleasedinUnit.PartoftheDepotReview.

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• ParksReview.• HighwayMaintenance,asincludedintheCapitalProgramme.• HighwaysAssetManagementPlan(HAMP)Datacollectionandimprovement.Keyissue

raisedintheHAMPislackofaccuratebasedatatoinformtheplan.ActionincludedinActionPlanat Section7 to consider resources toenable improveddata collection forhighwaysassets.

Economic Development

• PhysicalRegenerationProgramme:• TownCentreRegenerationProgramme• ProjectConnect• TafBargoedRegenerationProgramme• CyfarthfaHeritageArea• PontmorlaisTownscapeHeritageInitiative• MerthyrTydfilRegionalCentreHousingandRegenerationProgramme• OrbitBusinessCentre

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5) OVERARCHING/CORPORATE ASSET MANAGEMENT PRIORITIES

DuringthelifeofthepreviousAssetManagementPlan(2009-2014)andfollowingtheWAOReportin2009,thecorporateandover-archingassetmanagementprioritiesincludedStrategicMaintenanceandStatutoryCompliance,duetothehighlevelrisksassociatedwithnon-compliancewithlegislativerequirementsandconditionissueswiththepropertyportfolio.Inaddition,theincreasedpressureonCapitalReceiptsrequiredprioritisationofPropertyReviewasthisareahadbeenunderdevelopedin thepastandofferedopportunities to increasecapital receipts, reducemaintenancecostsandfurther align theportfolio to serviceneeds. Priority has alsobeenapplied toDataManagementandtheacquisitionofanappropriateAssetManagementSoftwareSystemtoenhanceallaspectsofpropertymanagementbyenablingalldatatobeheldatasinglepoint,toensureaccuracy,moreefficientaccessingandin-housereporting.Collaborationwithexternalpublicbodieswasidentifiedasapriorityandhasbeenprogressed,furtherdetailsofwhichareprovidedbelow:

• Strategic Maintenance/Statutory Compliance

A Maintenance Strategy is now in place and sets out our priorities in managing our propertymaintenance obligations. Our strategy objectives are to ensure full compliance with legislativerequirements, efficiently manage backlog maintenance according to priority within existingconstraintsandtoimplementtheEnergyPolicyinallmaintenancerelateddecisionstoreduceourenergyconsumptionandCo2emissions.Afiveyearconditionsurveyprogrammeisnowinplacetoinformourfuturemaintenancerequirements,assistingwithprioritisingworkseffectivelyandalsotoinformtheMediumTermFinancialPlan.PleaserefertotheMaintenanceStrategyatAppendixii)

Theexistingstatusoftheconditionofthebuildingsportfolioisassessed,basedon:

A–Good B–Satisfactory C–Poor D–Bad

Thefollowingbarchartshowsthepercentageofbuildingsassessedwithineachcategoryoverthepast3financialyears.TheallWalesdatacollectedbytheDataUnitusingPerformanceIndicatorsagreedwithCLAWindicatethefollowingfor2012/13:

A=16.8% B=55.9% C=24% D=3.4%

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Theimplementationofthe21stCenturySchoolsProgrammewillsignificantlyreducetheamountofGIAcurrentlyassessedatconditionratingsCandDandincreasetheamountofGIAassessedatconditionratingA.Inaddition,ahighproportionofpropertieswithinconditionratingD,arecurrentlysurplustorequirementsandareduetobesold.Oncompletionofdisposals,theGIAinconditionratingDwillreduce.PleaserefertoSection8TargetsandPerformanceIndicatorsfordetailsofthetargetagreedinthisarea.

TheMaintenanceStrategyincludesacommitmenttofullcompliancewithlegislativerequirements.Asmentionedpreviously,thishasbeenidentifiedasakeyrisktotheCouncil.Inordertomitigatethese risks, a corporate approach to property management has been endorsed by ExecutiveBoard,supplementedbyaprogrammeofBuildingMangertraining,whichhassetoutclearlytheresponsibilitiesofBuildingMangersinmanagingbuildingswithintheirremit.ThebuildingmanagersaresupportedcorporatelybyCorporatePropertyandinparticulartheBuildingServicesTeam,whichspecialises in statutory compliance,managing cyclical contracts and performing an audit role toensurefullcompliance.PleaserefertoSection8TargetsandPerformanceIndicators. • Property Review

The public sector faces stringent challenges over the coming years, with constrained budgetsdemandingradicalre-thinkingabouthowandwhereservicesshouldbedeliveredinthefuture.

Effective Asset Management within the public sector will be essential in responding to thesechallenges,specificallyintheareasofdeliveringfinancialefficienciesthroughreducingthesizeofpropertyportfolios,re-shapingpropertyportfoliostoaligntomoreefficientservicedeliverymodels,anddevelopingstrategiesthatsetarobustpathforthepropertyportfolio.

The Audit Commission state that “Managing public assets effectively provides value formoney,enhancespublicservicesanddeliverswidereconomic,environmentalandsocialoutcomesforlocalcommunities.”

SinceApril2012atemporaryPropertyReviewOfficerhasbeeninpost(nowpermanent)toassistwith rationalisationof the Property portfolio, re-allocatingproperty to appropriate service areasand identifying potential surplus property.The initial phase included consultationmeetings withallpropertyholdingdepartments.Theseinitialmeetingsidentifiedtotheholdingdepartmentsallpropertyassetsallocatedtothemandhavenowbeenconcluded.

Thenextstageofthereviewistoconsiderthesepotentialsurpluspropertiesonanelectoraldivisionbyelectoraldivisionbasisinconsultationwithserviceareasandwardmemberstoensurethatlocalcommunityandserviceareaneedsareconsideredbeforebeingdeclaredsurplustorequirementsandconsideredforsale.

TheAberfanandMerthyrValeelectoraldivisionreviewhascommencedand isbeingprogressedatthemoment.Allotherelectoraldivisionsneedtobescheduledintotheprogrammeandonthebasis that eachelectoral division review is likely to takeapproximately 3months it’s anticipatedthatareviewofthewholeportfolioislikelytotake3yearstocomplete.Oneissuethathasbeen

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raisedintheprocesstodateisthelackofbudgetsbyholdingdepartments,tobeabletodealwithvaluation and legal fees. It is necessary to obtain independent valuations prior to any sale andthisresponsibilityfallstotheholdingdepartment.Inmanycases,holdingdepartmentshavebeenunawareoftheextentoftheirlandownershipandrarelyhavebudgetsbeenavailabletomeetthesecosts.Considerationneedstobegiventotheprovisionofabudgettobeabletomeetthesecosts.ThishasbeenincludedasanactioninSection7:ActionPlan.

Inadditiontotheconsultationphase,reviewshavecommencedinanumberofareas,whicharecurrentlymanagedbyEstates.Theseincludethereviewoftenantedgaragesites,theexistinggrazinglandportfolio,disposaloffreeholdreversions,reviewofSub-Stationleasesandencroachments.

DisposalsfromPropertyReview12/13£68,342(completed)DisposalsfromPropertyReview13/14£279,090(completed)DisposalsfromPropertyReview14/15£231,802(completed) TargetfordisposalsfromPropertyReview14/15was£200,000,whichallowedanincreaseintheCapitalreceiptstargetfrom£750,000to£900,000. The target for15/16hasbeen increased to£250,000. • Data Management – Asset Management Software System

Datamanagementhasbeenidentifiedasakeyareaforimprovementasallpropertyrelateddecisionsrequirecompleteandaccuratepropertyinformation.Historicdatamanagementhasbeenadhocandincompleteinmanyareas,requiringacomprehensivereviewofinformationheld.Anauditofsomeareas,includingthealignmentoftheCorporateAssetRegisterwiththepropertyownershiprecordshasnowbeencompletedallowing implementationofthefirstphaseofthenewCorporateAssetManagementSystem.Thissystemholdscentraldata inrespectofallpropertyassetsheldbytheCouncilanditsimplementationwillhelptomaintainalean,wellmaintainedportfoliowhichallowstheAuthoritytolivewithinitsmeansbymanagingpropertyrunningcostseffectivelyandefficientlyand releasing capital and then recycling it in to Corporate Priorities. It will assist inmaximisingreturnsonleasedpropertyandallowthedeliveryofcontinuousimprovementthroughperformancemanagement.ItwillalsohelptoensurethatalltheCouncilsStatutoryComplianceobligationsarecapturedandmanagedeffectively.

Itwillensure thatdata isonlyenteredonce, that it ismaintainedconsistentlyandautomaticallywhereduplicationsarenecessary.Itwillenhanceallaspectsofpropertymanagementbyenablingalldatatobeheldatasinglepoint,toensureaccuracy,moreefficientaccessingandin-housereporting.

TheTechnologyForge,wereappointedinSeptember2011followingatenderexercisetoprovideacorporateAssetManagementSoftwareSystem.ThissystemprovidesanintegratedAssetRegister,whichfacilitatestheproductionoftheCouncil’sCapitalAccountsandenablesacorporateapproachto Asset Management Planning. The initial implementation phase has now been completed. Anumberof additionalmodules are in theprocess of being implemented, including the ability toremotelycarryoutconditionandasbestossurveysdirectlyintothesystem.

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• External Collaboration

Jointassetmanagement incollaborationwithotherpublicbodiescan realiseanumberofwiderbenefitstothepublicservice,including:

• Betterpublicserviceprovisionthroughimprovedpropertyandco-locationofservices• Improvedproductivity,changesincultureandfacilitationofcorporatechanges• Propertyremainsingoodcondition• Improvedpropertyutilisation,bringingtogethersimilarusesintothesameproperty,rather

thanprovidingthemseparately• Releaseofcapitalforreinvestmentordebtreduction• Innovativestrategicprocurement

JointAssetManagementisbeingtakenforwardthroughtheCwmTafRegionalCollaborationBoard.Aspartofaseriesofcollaborativeprojects, theRegionalCollaborationBoard initiateda“60-daycycle”toscopethepotentialforjointAssetManagement.(Theprincipleofa60-daycycleisthatoncescopedandagreed,aprojectiscompletedwithin60workingdays).Thisprojectachievedsignificantoutcomesincluding:

• Acomprehensivepublicserviceassetdatabasehasbeendeveloped,usingePIMsLite.• Examplesofexistingpartnershiparrangementshavebeenidentifiedandrecorded.• Partners shared operational priorities, from which some opportunities which may be of

mutualbenefithavestartedtoemerge.• Awiderstakeholderworkshopprovidedopportunitytodiscussthepotentialof jointasset

managementwithkeydecisionmakers.

As a result of thework undertaken through the 60-day cycle, the Regional Collaboration Boardacceptedthefollowingrecommendations:

• EstablishmentofaformalAssetsandPropertyManagementNetworkwithearlyinputfromtownplanners,highwaysandconservationofficers.Thiswillbeastrategicforum,theroleofwhichwillbetocontinuethepopulationandreviewofassetmanagement informationonePIMsLite;toprogresstheactionsidentifiedasanoutcomeofthe60-daycycleinitsfirstyear(seebelow);todevelopamoresophisticatedandplannedworkprogrammeinyear2basedontheon-goingreviewofePIMsLite.

• Organisations to ensure the on-going population, maintenance and analysis of ePIMs toexplorefurtheropportunitiesofmutualbenefit.

• ItwillbeimportanttoensurethenetworkdoesnotbecomeatalkingshopsotheRegionalCollaborationBoardisrequestedtoprioritiseaspecificworkprogramme.

• CommencementofThirdSectorassetmapping.• RetainlinkswiththeNationalAssetsWorkingGrouptoexplorethepotentialofdevelopinga

standardisedHeadsofTermsandadisposalsprotocol.• NationalAssetsWorkingGrouptoreviewtheLandTransferprotocolbasedonfeedbackfrom

usersafteritsfirstyeartoensureallpartieshavegreaterconfidenceinitsuse.

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Terms of Reference for the joint Asset Management Network have been agreed and ChiefSuperintendantKevinO’NeillofSouthWalesPolicewasappointedchairforthefirstyear.Sincehisretirementareplacementchairhasbeenconfirmedalthoughnofurthermeetingshavetakenplaceasyet.Thefollowingorganisationscurrentlyarerepresentedonthenetwork:

• WelshGovernment• RhonddaCynonTafCBC• MerthyrCBC• CwmTafHealthBoard• SouthWalesPolice• RCTHomes• VoluntaryActionMerthyrTydfil• FireService

AworkplanhasbeenagreedforthefirstyearofoperationandareportofprogresswillbeprovidedtotheRegionalCollaborationBoard.

In addition to this, collaborative work continues with adjacent Authorities, including RCT CBC,CaerphillyCBC,PowysCBCandBlaenauGwentCBCinanumberofareasofpropertymanagement.This includes architectural services, legal services and themembership of theWelsh PurchasingConsortium in respect of many cyclical contracts and contractor procurement for Asbestosmanagement.

TheCouncilareactivemembersoftheCLAW(ConsortiumofLocalAuthoritiesinWales)andACES(Association of Chief Estates Surveyors) groups and are part of the CIPFA Asset ManagementPlanningNetwork.RegulardialoguetakesplacewiththeNationalAssetsWorkingGrouptoobtainuptodateinformationandimplementationoftheLandTransferProtocolandassociatedrecommendedprocessestohelpinimprovingNationalAssetManagement.

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6) PRIORITY PROJECTS

• Office Accommodation Strategy/Customer First Programme

TheOfficeAccommodation Strategy is a live document and has evolved sinceMarch 2010. TherationalisationoftheOfficeportfoliohasbeenacorporatepriorityduetotheneedtoimplementefficiencymeasures,dealwithcondition issuesand improveconditions forstaffandvisitors.TheOfficeAccommodationStrategyisattachedatAppendixiii)

ThestrategyincludesthevacationofTyKeirHardieasthiswasaleasedinpropertywithinthetowncentreatfullmarketrent.Inaddition,itincludesthevacationofAelyBryn,TaffFechanandPostOfficeLane,allofwhichhave/hadconditionissuesandare/werenotfitforpurpose.

Inordertofacilitatetheserequirementsandimprovefacilitiesforstaff,visitorsandcustomers,Unit5atTriangleBusinessParkwasacquired.Thisacquisitionofafreeholdproperty,outsideofthetowncentreprovidestheabilitytosignificantlyreducecostsyearonyearwhilstimprovingthestandardofaccommodationandcustomercontactfacilities.

TheCustomerFirstProgrammehasrequiredtheconstructionofaCustomerContactCentreattheCivicCentretoimprovecustomercontactwiththeCouncilandrelatedservices.ThisProgrammehasbeenintegraltotheofficerationalisationprocessandhasinformedtheallocationofspaceateachlocationdependantontheneedsofthecustomerandservicesandtherequirementtoaccesstotheCustomerContactCentre.TheconstructionworkswerecompletedinApril2014,followingwhichPostOfficeLanehasnowbeenvacated.

Todate, thefollowingbuildingshavebeenreleased,realisingcapital receipts, revenuesavingsorprovidedothercorporateassetmanagementbenefits:

• TyKeirHardie–annualrentalsavingsof£358,000• TaffFechan–CapitalReceiptof£100,000• AelyBryn–facilitatedexchangeofpropertytoallowconstructionofGurnosHomeforLife• CyfarthfaParkOffice–vacatedandincludedintransfertotheLeisureTrust• PostOfficeLane–vacatedinApril2015

Inaddition,thereductioninofficeaccommodationcostsfollowingimplementationoftheStrategyareasfollows:

13/14 11% 14/1513%(additionalanticipatedsaving)

Aspartof theprocessof relocating staff tonew locations, anareaof6m2perpersonhasbeenallocatedtogeneralofficestaff.Emphasishasbeengiventotheprovisionofopenplanofficesandthereductionofindividualcellularofficeswherepossible.TotalOfficeAccommodationoccupiedperpersononaGrossInternalAreabasisoverthepast4yearsisasfollows:

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09/1013.28 m2 per person10/1112.25 m2 per person11/1213.13 m2 per person 12/1311 m2 per person13/149.1 m2 per person

TheallWalesDatacollatedbytheDataUnitindicatesforcomparisonin2012/13anaveragevalueof11.1m2perperson.Theareasvaryfrom7.3m2ppintheUpperQuartileto18.6m2ppintheLowerQuartile.ThisputsMerthyrCBCintheMedianQuartile.Thefigureof9.1m2ppputsMerthyrCBCintheUpperQuartile.However,thesituationregardingefficiencymeasuresareasyetunclearandifsignificantreductions instafftakeplace,thiswillhaveanadverse impactontheaveragespaceoccupiedperperson.PleaserefertoSection8TargetsandPerformanceIndicators

• Energy Management

Energy Policy TheCounciladoptedthefirstEnergyPolicyin2011,whichisattachedatAppendixiv).Thispolicyisduetobereviewedduring2014andwillincludeaTemperatureintheWorkPlacePolicy.

Funding position There is nobudget included in theMediumTermFinancial Plan for energyefficiency, apositionwhichisunlikelytochangeduringthecurrentfinancialpositionandforeseeablefuture.However,inaccordancewithlegislationandtheEnergypolicy,consequentialworksaspartofsignificantcapitalprojectswillincludeenergyconsiderations.Forexample,consequentialworksbeingcarriedoutintheCivicCentreduetorefurbishmentincludenewboilers,controlsandcavitywallinsulation.

Toenablecontinuedimprovementstoenergymanagementandcarbonreduction,considerationhasbeengiventoobtainingSalixFinance.Thisisaninterestfreeloanschemeforenergyimprovements,whichisre-payableoverafixedtermfromthepredictedenergysavings.

Carbon Trust Recommendations TheCouncilhasworkedcloselywiththeCarbonTrustoverrecentyearstoassisttheauthority ineffectivelytargetingenergyimprovements.ThefollowingreportshavebeenprovidedbytheCarbonTrust:

Local Authority Carbon Management reportTheCarbonTruststatedthatMerthyrTydfilCBCwouldbenefitfromareviewofitscurrentcarbonmanagementactivitiesfromastrategicperspective,asmoreworkisneededinareassuchascarbonfootprintingandmonitoring.However,thekeyissueisthelimitedresourcethatiscurrentlyfocusingoncarbonandenergymanagement.Thisneedstobeaddressedbeforeanybenefitcouldbetakenfromastrategicreview.Inparticular,thereneedstobemoreinvolvementatasenior levelbothintheformofseniormanagementownershipandgovernanceandinatechnicalcapacity.

Multi-Site Energy Saving Opportunity report TheCarbon Trust surveyed three siteswhichwereidentifiedasthelargestenergyusersintheauthority’sportfolio.Fromthesurvey,theTrustproduced

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an18pointactionplanwhichcouldpossiblyleadtoa16%reductioninenergyconsumption.Severaloftherecommendationssuchaslightingupgrades&therolloutofBMSwillbeginin2014.

Feasibility Study into Biomass at Cyfarthfa ParkTheCarbonTrustcompletedafeasibilitystudyatCyfarthfaParkoninstallingeitheroneortwobiomasssystemsonthesite.Fourpossibleoptionswere identifiedand theTrustprovideddetailsonproject costs andpossible carbon savings. Nodecisionhasbeenmadeayetonwhethertoproceedwiththeproject.

Data management

Investment in systems to improvedatamanagement is key to improvingenergymanagement tofacilitatethereductionofcarbonemissionsandcosts.Trend–BuildingManagementSystem(BMS),istobeinstalledinseveralkeybuildingsacrossboroughandlinkedbacktoCorporatePropertysothatenergyusecanbemonitoredandcontrolled.InitialphaseincludestheCivicCentre,thetwonewCareHomes,MerthyrTydfilLeisureCentreandUnit5TriangleBusinessPark.

Datamonitoringforms,requiringutilitymonitoringformshavebeenissuedtoallbuildingmanagersto record gas, electric andwater readings on aweekly basis. Energymanagement software toenableallmeterreadingstoberecordedandmonitoredisbeingpurchased.ThiswillenableenergyreductiontargetstobesetforeachindividualbuildingfromApril2014.

Projects undertaken to date

Solar PV.In2012,theauthoritybeganworkingwithEgnidaGreenEnergytoidentifypotentialsitesforSolarPhotoVoltaic(PV)installations.EgnidafundsandmaintainsallsystemsinstalledandsharetheFeed-in-Tariffwiththeauthority. Severalsiteswerechosenandduring2013,seven installations have been completed, including Merthyr Tydfil Leisure Centre, Unit 5TriangleBusinessPark,TwynyrhodynPrimarySchool,CyfarthfaUpperComprehensiveSchool,HeolgerrigPrimarySchoolandtheOrbitBusinessCentre.

ItisestimatedthatallthesolarPVsystemstogetherwillgeneratearound230,680kWhayear.Itisalsoestimatedthatover20yearstheywillsavetheauthorityaround£250,000.

Voltage Controls.Electricalequipment(suchasmotors,HVACandlighting)performsinefficientlywhenexposedtoexcessivevoltageandpoorpowerquality.Tocombatthisin2012twovoltageoptimisationunitswerepurchasedfromPowerPerfectorandinstalledattheCivicCentreandMerthyrTydfilLeisureCentre.

The unit at the leisure centre has shown savings of 7% over the last year to electricityconsumption.Unfortunately,theunitattheCivicCentreshowedsavingsoflessthan1%andhasbeendisconnectedandcostsrefunded.

Pool Covers.TwopoolcovershavebeenfittedtoreduceenergyconsumptionatMerthyrTydfilLeisureCentreandAberfanCommunityCentre.In2012,AberfanCommunityCentresawa28%reductioninwaterand6%reductioningascomparedtothepreviousyear.

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Projects planned.

Anumberoffurtherprojectsareunderway,including:• SolarPVextensionsonUnit5Planningpermissionreceived• SolarPVontheCivicCentre• GSHPutilisingMineWaterInvestigatingpotentialattwositesbutatanearlystage• HydroTafBargoedprojecthasreceivedapprovalfromthecouncil• StreetLightingLEDProjecthasreceivedapprovalfromthecouncil

Carbon Reduction Commitment

TheCRCEnergyEfficiencySchemeisamandatoryschemeaimedatimprovingenergyefficiencyandcuttingemissionsinlargepublicandprivatesectororganisations.Theseorganisationsareresponsibleforaround10%oftheUK’sgreenhousegasemissions.

Qualificationfortheschemeisbasedonelectricityusage.Organisationswillqualify if,duringthequalificationyear,theyconsumedover6,000megawatt-hours(MWh)ofqualifyingelectricitythroughsettledhalf-hourlymeters.Sofartherehasbeentwoqualificationperiods,1stJanuary2008–31stDecember2008and1stApril2012–31stMarch2013.

Forthefirstqualificationyeartheauthorityonlyconsumed3,824MWhofelectricityandthereforedidnotqualify for thefirstphaseofCRC. During thesecondqualificationyear this increased to5,120MWhbutagainwaslowenoughtoavoidqualification.Hadtheauthorityqualifiedforinclusion,itwouldhavebeenrequiredtopurchasecarbonallowancesforallsites(includingSchools)fortheupcomingfinancialyear.Thisiseffectivelyanadditionaltaxontopofthecurrentenergyexpenditure.For2012/13financialyear,thiswouldhaverequiredanadditional£145,000ofexpenditure.

Thenextphaseoftheschemewillbeginduring2018.Iftheauthorityretainsorincreasesitscurrentnon-domesticstockanddoesnothingtoimprovetheenergyefficiency,thenitislikelytoqualifyforphase3of theCRCscheme.Amalgamationwithanotherauthoritywould inevitably result in theAuthoritybeingincludedintheschemeandbeingsubjecttotheadditionalcosts.

Targets

TheEuropeanPerformanceofBuildingsDirective(Regulation16)statesthatfrom1stOctober2008aDisplayEnergyCertificate(DEC)isrequiredforpublicauthoritybuildings,ofaspecifiedsize,providingpublicservicestoalargenumberofpersonsandfrequentlyvisitedbythosepersons.

AspartoftheDECthebuildingisgivenanOperationalRating(OR)whichrelatestothebuildingsenergyusageandCO2emissionsoveraperiodof12months.TheOperationalRatingtranslatestoabuildingcategoryfromAtoG,withAbeingthebestperformingandGbeingtheworst.

To enable buildings to be compared the performance ratings are measured by carbon dioxide(CO2)emissionswhichisacommonunitthatcanbecalculatedforeachtypeoffuelusingstandardconversionrates.

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From2013,allCLAWmemberswillreportonthepercentagechangeintheaverageDECscorewithintheLocalAuthoritypublicbuildings.Theauthoritycurrentlyhas32buildingsthatrequireaDECandtherewasa4%improvementintheaverageDECscoreforthesebuildingsin2012/13comparedtotheaverageDECscorein2011/12.

EncouragedbytheClimateChangeStrategyforWales,MerthyrTydfilCountyBoroughCouncilwilldevelopaGreenHouseGasemissionsbaselinewiththe interimtargetofa3%reductionofCO2emissionsperyearfromitsnon-domesticproperties.

Energymanagementresourceswillcontinuetobegearedtowardsthebuildingswithintheportfolio,whichareataratingofE-G.

• Disposal of Surplus Property/Community Asset Transfer Strategy

ThedisposalofsurpluspropertyisarequirementoftheLocalGovernmentActandisessentialtoraise capital receipts to help fund the capital programmeand reduce ongoingmaintenance andmanagementcosts.DetailsofthelastthreeyearscapitalreceiptshavebeenprovidedearlierinthisplanatSection4:MediumTermFinancialPlan/CapitalProgramme.Thetargetforcapitalreceipts,following implementation of the Property Review exercise, has been increased from £750,000to£900,000 for the14/15financial year. Thisdetail hasbeen includedat Section8: TargetsandPerformanceIndicators.

PartoftheAssetManagementStrategyistoalignthepropertyportfoliotocorporateprioritiesandserviceneeds.Financialconstraintsmakeitdifficulttocontinuemanagingsomepropertyexclusivelyforuseswhicharenotastatutoryduty.InordertobalancetherequirementsoftheCouncilsprioritiesagainstitsfinancialmeansrequiresinnovationintermsofdeliveringservicesandstructuringpropertyrelatedagreements.

TheCouncilutilises theLandTransferProtocolwhich isprovidedbytheNationalAssetsWorkingGrouptoallpublicbodiesinWalesasatoolforefficientlymanagingnegotiationsforthedisposal/acquisitionanduseofpropertyinpublicauthorityownership.

ACommunityAssetTransferStrategyisinplaceandattachedatAppendixv).Thisdocumentprovidesclearguidanceinconsideringalternativeservicedeliverymodelswiththethirdsector.Inmanycasesthere’spotentialtosupportcommunityorganisationsinprovidingcommunityfacilitiesandprotectingthese services within communities for the future and opening up access to alternative fundingsources.AnumberofCommunityAssetTransfershavebeenagreedandcontinuetobemonitoredagainst agreed deliverables. Several other potential transfers are currently under consideration,includingamicrohydroenergyschemeandCommunityCentres.

• 21st Century Schools Programme

MerthyrTydfilCountyBoroughCouncil’s21stCenturySchoolsStrategyistoensure:• aneffectiveeducationalinfrastructuretosupportschoolimprovementoutcomes;• efficientprovisionandsupplyofschoolplacesandmanagementofpupiladmissionsinorder

thatfinancialresourcesarespenttobesteffect;and

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• sustainableeducationprovisiontoensureallschoolsarefitforteachingandlearninginthe21stCenturywithenergyefficientandsustainableschoolsforthefuture.

Theauthority’smaindriversforchangeare:• schoolimprovement;theurgentneedtoturnaroundpoorperformanceandpupiloutcomes;• thegrowthinsurplusplacesinsecondaryschoolsfollowingthetransferofYears12and13to

TheCollege,MerthyrTydfil(September2014)andthelossofpost16provisioninmaintainedandvoluntaryaidedsecondaryschools;

• the need to improve the condition and suitability of school buildings, particularly in thesecondarysectorwhere25%ofschoolsareconditionD;and50%conditionC–D;and

• theopportunity to impactupondeprivationbyprovidingbetter facilities for teaching andlearning;enhancingcommunityfacilitiesandlinksandprovidingaccommodationforsupportandmulti-agencyservices.

Theauthority’svision forchangeencompassesall schools. The localauthorityandschoolsworkcloselytogetherforthebenefitof learnersandthere isasharedvisiontoaccelerateeducationalstandardsandoutcomeswhilstestablishingsustainableschoolsinbuildingsfitforthe21stCentury.

The authority’s priority projects within the 21st Century Schools programme are:

• AfonTafHighSchoolRemodelling.Remodelling/refurbishmentscheduledtocommencein2014andtakeplaceoverafouryearperiod.

• YsgolyGraigPrimarySchool–newschooltoincorporatetheformernurseryschoolduetobeconstructedduring2017-2019.

The 21st Century Schools programme is funded 50:50 between the authority and the WelshGovernment.Thesepriorityprojectsareexpectedtocost£19mandbringsignificantimprovementtotheauthority’spoorestconditionschools.

Project 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Total

£’000 £’000 £’000 £’000 £’000 £’000 £’000

AfonTafHighSchoolRemodelling

125 2,375 3,500 3,500 2,500 0 12,000

YsgolYGraigPrimarySchool 0 0 0 200 3,000 3,800 7,000

Total 125 2,375 3,500 3,700 5,500 3,800 19,000

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• Physical Regeneration Programme

• Town Centre Regeneration Programme. Following the approval of a Town CentreRegenerationStrategyandMasterplaninNovember2009,a£25mProjectwasapprovedinNovember2011andisfundedthroughtheEUconvergenceProgrammewithmatchfundingfromMTCBC,WGandprivatesector.TheprogrammehasenabledtheacquisitionanddemolitionoftheformerCastleCinema,theHolliesHealthCentreandtheRailwayClub.ThePenderynSquareschemeandtheRiverTaffCentralLink(Gyratory)includingCollegePlazaareaandnewbridgearenowsubstantiallycomplete. TheextensionoftheGilarStreeteventsarea,nownamedLlysJaniceRowlands,wascompletedinMarch2013andthenewMultiStoreyCarParksituatedatCastleStreetcarparkcompletedandopenedinJune2013.AbuildingEnhancementgrantprogrammeisalsobeingofferedtoownersofkeypropertiesinthetown.Thefinalschemeoftheregenerationprogramme,ImprovementstoRailwayStationAccess,isduetocommenceinthesummerof2014

• Project Connect (Bus Station and Retail Development) The Project is currentlyconsideringthebestoptionto implementasustainableandintegratedbusstationtoservetheregion,whilstlookingatretailandleisuredevelopmentsthatareneededinthetowncentretoensureitremainsavibrantandviableshoppingcentre.ThefirststageoftheprojectisunderwayandlookingatsiteallocationswithintheLDPandwhatthemarketdictates.TheSwanStreetoptionisproceedingandhasrequiredtheacquisitionanddemolitionofthePoliceStation.

• Taf Bargoed Regeneration Programme Following the approval of the Taff BargoedRegeneration Strategy in 2006, over £7m has been invested in a range of keyprojects ranging frompublic realm improvements in Treharris TownCentre, TrelewisEnvironmentalImprovements,abuildingenhancementgrantfocusingonkeybuildingsand Environmental enhancements in Parc Taff Bargoed. The final scheme in theprogramme is thepublic realmenhancement inBedlinogConservationAreathatwillcomplementtheHousingRenewalProgramme.TheprogrammeisdueforcompletioninMarch2015.

• Cyfarthfa Heritage AreaMTCBCareproactivelyenhancingtheCyfarthfaHeritageAreathroughregeneratingthreestrategicprojectswhichinclude:

• TherestorationandenhancementoftheCyfarthfaLeatandOldGurnosTramway• HLFParksforPeopleScheme• Re-useandRestorationofCyfarthfaCastle

Collaborativepartnershipworking,supportfromfunders,theprojectteamsandasimportantly,thecommunityandvolunteers,willensuretheongoingsuccessofthisarea’sregeneration.Thesethreeschemeswillundoubtedlyimprovetheattractionofferingandvisitorexperience.EquallyimportantistodevelopsiteoftheCyfarthfaIronworkswhichwillbeprogressedinthecomingfuture.

ThelongtermplanistodevelopCyfarthfaHeritageAreaas:Page 31


• ApremiervisitordestinationforSouthWales,• A placeof inspiration linkingMerthyr Tydfil’s history and it’s present, it’s role in the

industrialrevolutionanditsenvironment• AgatewaybetweenMerthyrTydfil’sindustrialheritageandtheBreconBeacons• A place for recreation and education for residents and visitors,with full community

involvementthroughparticipation,volunteeringandtraining

Cyfarthfa Leat and Old Gurnos TramwayLedbyMerthyrTydfilCountyBoroughCouncilsRegeneration team,a large constructionproject to restoreandenhance thesemajorhistoric monuments has been undertaken to make the site more accessible for thebenefitofboththelocalcommunityandvisitors.InaccordancewithCADWguidelines,theprojecthasrestoredtheactual leatstructuretoprevent itscollapseandensuredthattheancientwatercoursesuppliesacontinuousflowofwatertotheCyfarthfalake,situated in themain grounds of Cyfarthfa Castle and Park. The project has receivedfundingtotheequivalentof£1.6millionfromtheValleysRegionalParkERDFproject,CADW,theHeadsoftheValleysProgrammeandMerthyrTydfilCountyBoroughCouncil.

WorksundertakencomprisedofrestorativeworksoftheactualCyfarthfaLeatstructureandtheadjoiningretainingwalls,selectivetreeclearance,rocknettingtotherockface,siteentrancefeaturesincludingareplicatramandsymbolicgatewaystructure,improvedfootpaths,accessimprovements(includingtwofootbridgesandapuffincrossing)anddisabledparking.Theseworkswillassistwithcontinuedlongevityofthestructuresandhelppreservetheseattractionsfortheenjoymentoffuturegenerations

Cyfarthfa Park.CyfarthfaPark,thelargestpublicparkinMerthyrTydfiliscurrentlyunderamajorredevelopmentthankstoa£3.3millioninvestmentfromtheHeritageLotteryFund(HLF),WelshGovernment,CADWandMerthyrTydfilCBC.Thefundingisforafouryearprogrammewhichcommencedin2012.Theprojectisworkingwiththecommunitytoconserveandenhancetheindustrialheritage&historicfeaturesinCyfarthfaParkaspartoftheHLFParksforPeopleinitiative.

TheParksforPeopleprojectcomprisesoftwocomplementaryprogrammeswhicharecapitalworksandafullprogrammeofco-ordinatedactivities.ThefundingisenablingMerthyr Tydfil County Borough Council to carry out vital restoration to the historiclandscape of the Park. There are eleven capital schemes in total. Capital works willenhancekeyheritagefeatureswithbetterinterpretation,improvedaccessthroughthecirculation path scheme, links to the industrial hinterland, improved visitor facilities,parkingprovisionsandchangestotheCastleforecourt.Disusedstructuressuchastheicehousewillbereconstructedandbroughtbackintouseplusoriginalfeaturessuchasthewalledkitchengardenwillbepartiallyrestored.PlansalsoincludeimprovementstotheTennisCourts,Bandstand,BowlsPavilion,Lake,parklandscapeaswellasthedredgeandrepairoftheCastleWoodPonds.

Anapprenticeprogrammeformsasignificantpartoftheprojectwhichwillgive localpeoplethechancetoget‘hands-on’constructionandhorticulturaltraining,particularlyintraditionalskillssuchasstonewallbuilding.

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Cyfarthfa CastleCyfarthfaCastleiswidelyregardedasthebestpreservedandgrandestironmaster’shouseinWales.Thebuilding,whichisGradeIlisted,isofnationalhistoricaland architectural significance. It acts as the centrepiece of Cyfarthfa Park – extensivegardens and public park that are listed within Cadw’s Register of Historic Parks andLandscapes.CyfarthfaCastle ishome toanumberof facilities including:MuseumandArtGallery;Café;andCyfarthfaHighSchool.Onthe26thSeptember2012,theCouncil’sCabinetapprovedafeasibilitystudy&optionsappraisal forCyfarthfaCastlethatseekstopreserve the richbuilt heritageofMerthyr Tydfil for thebenefitof the communityand future generations. The Schoolmovedoutof theCastle in late 2014andas suchtheCouncilinconjunctionwithnationalbodiesandlocalinterestgroupshasconsideredoptions to secure a sustainable future for the building with continued and enhancedpublicaccessasakeyambition.Thepreferredoption identifiesviableandeconomicalsustainableuseswhilstpreservingtherichbuiltheritageofMerthyrTydfilforthebenefitofthecommunityandfuturegenerations.TheCouncil,theLeisureTrustanditspartnerswilldevelopfundingproposalsaimedatundertakingextensiverepairstothefabricoftheCastleaswellasenlargingtheMuseumanddevelopingstudios,conferencefacilitiesandcivicfunctionsandadetailedbusinessplaniscurrentlybeingprepared.Oncecompleted,publicconsultationwillbeundertaken.

• Pontmorlais Townscape Heritage Initiative The Townscape Heritage Initiative (THI) isanhistoricbuildingimprovementsgrantschemeundertheHeritageLotteryFund(HLF)programme.ItsmainobjectivesforMerthyrTydfilCountyBoroughCouncilaretoincreaseawarenessofthequalitiesofthebuiltheritageandtoencouragepeoplebackintothePontmorlais Heritage Quarter. Its purpose is to ensure high quality, traditional repairandreinstatementbyencouraginggrantapplications.Itaimstoimprovetheimageandcharacter of the architecture and reinforce its local distinctiveness whilst assisting inachievingtheobjectivesoftheArticle4Directions.TheschemeisadministeredbytheCouncilwithfundingfromtheHeritageLotteryFund,Cadw,MTCBCandtheWelshAssemblyGovernmentviatheirHeadsoftheValleysProgramme.Theirtotalcontributionis£2.7m.TheProjectiscurrently2yearsintoa5yearprogramme(October2011toSeptember2016).TheFormerYMCABuildingiswithintheTHISchemeandtheCarmarthenshireHeritageRegenerationTrust(CHRT)havebeenofferedfundingfortheStage1Stabilisationofthebuilding.CHRTarepurchasing thebuilding fromprivateownership andareevaluatingeducational,managedincubationunits,officeandaccommodationoptionstosupportitsfutureviability.

• Merthyr Tydfil Regional Centre Housing and Regeneration Programme (VVP) The Councilhasrecentlyhadtheirfullrequestof£12.87mapprovedbyWelshGovernmentfortheMerthyrTydfilRegeneration&HousingProgrammewhich isa£76.93mholisticregenerationprogrammeaimedatreinforcingMerthyrTydfilasakeyregionalsettlementintheCardiffCityRegion.Thisfundingwillnowenablethedeliveryofkeyprojectssuchastherevitalizationandrefurbishmentofkeybuildingsinthetowncentrefornewuses,bringingforwardkeysitesfornewHousingopportunities,developmentoftheCyfarthfaHeritage area and an Enterprise and entrepreneurship facilitation programme. It is

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anticipatedthatoverthenext3yearstheprogrammewilldeliver130jobs,redevelop13derelictsites,create400newhousingunitsandaccommodate30newenterprises.Thiswillbedeliveredbyworkingwithpartnershipswithinthethird,publicandprivatesectorand pump-priming the County Borough for significant investment and developmentby external organisations. It is encouraging that to see thatWGhavedemonstrated acommitmentforthelongtermvisionofMerthyrTydfilasakeyregionalcentre.

• Homes For Life

AspartoftheCouncil’s‘HomesForLife’strategy,twonewresidentialcarehomeswereconstructedin2013. The redevelopmentofBargoedHouse in the Southof theCountyBoroughandGurnosHouse in theNorth,were completed in 2013at a cost of approximately £8.5m. To facilitate thedevelopments,thetwoexistingcarehomesatBargoedHouseandGurnosHouseweredemolishedin2011.Thenew32bedcarehomes,whichopenedinDecember2013,providespacious,stateoftheartresidentialaccommodation.TheprovisionofthesenewpremiseshasfacilitatedthereleaseofSandbrookHouseandVictoriaHousefordisposal.

• Riverside

TheRiversideSchemewasdevisedto:

• ProvidenewresidentialunitsontheformerreclaimedcollierysiteinMerthyrvale.• ProvidenewinfrastructureandlinkagesbetweenthecommunitiesofMerthyrvaleand

Aberfan.• ProvideanewPrimarySchool.• Re-develop Taff Street and Crescent Street,which have suffered severe flooding on a

regularbasis.• Provideancillaryusesincludingaclinic,cornershops,officesandapublichouse.

Thebackground/historyofthescheme:

• Duetochangesinfloodregulationstheoutlineplanningapplicationwascalledinin2005.• Afteraprotractedplanninginquiryprocesspermissionwasgrantedin2008.• Thenewschoolwasgranteddetailedplanningpermissionandopenedin2010.• The infrastructureproposals, including a newhighway,2 roundabouts, a new sewer, 2

bridgesover the riverandfloodpreventionmeasures,weregranteddetailedplanningpermissionin2010.ThefloodmeasuresincludeanorthernreliefchannelandafloodwallbehindNixonville.Allnewdevelopmentwillbeprotectedto1to1000yearslevel,whileexistingdevelopmentwillbenoworseorbetterinfloodprotectionterms.

• TaffStreetandCrescentStreetneedtobedemolishedasthereisnoviablemeasuretoprotect the streets

• TheCouncilcurrentlyown25properties-22inCrescentStreetand3inTaffStreet.

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Thelatestposition:

• The Council have been allocated a 5.7million pound grant fromWelshGovernmenttowards the project, including engineering/infrastructure works and acquisition of anumberofhousesinTaffandCrescentStreet.

• The project has beenmarketed through OEJEU regulations with tenders opened onthe 2oth January 2014.The engineeringworks arewell underway and are due to becompletedinOctober2015.

• ItisrecognisedthatalocalRegisteredSocialLandlordwhoown66unitsinTaffStreetandCrescentStreetneedtobedecanted.Inadditiontotheformercolliery(RiversideScheme), there are 2 sites ownedby the council,which havebeen reserved for thispurpose.

• Thegrantconditionsrequirethatthefullgrantisspentduring2014/2015.• Atotalof16houseshavebeenorareintheprocessofbeingacquired,withanadditional

2acquisitionsrequiredwithin15/16tocomplywiththegrantconditions. • Flying Start Capital Schemes

FlyingStartprojectshavebeenidentifiedatthefollowinglocations,someofwhicharewithintheownershipoftheCouncilandotherarewithinprivateownership:WorksincludeinternalandexternalupgradestoprovideuptodatePre-Schoolchildfacilities.AllworksaregrantfundedfromtheWelshGovernment.

• TreharrisCommunityCollege• CylchMeithrinAberfan(YsgolRhydyGrugSite)• TrinityPlayGroup(YsgolRhydyGrugSite)• CaretakerBungalow(YsgolRhydyGrugSite)• TedsPre-School• TrelewisCommunityPlaygroup• NationChangesChurch-Heolgerrig• CylchMeithrinTreharris• NurseryRhymesPre-School• DwyloBach• Dowlais–PantAnnex

• Highway Maintenance

The Corporate Risk Register states that “Lack of adequate investment in the largest single andmostusedasset theLocalAuthorityowns ie theHighway Infrastructurecouldcausean increasein insurance claimsmade against the Council and adversely impact upon the finances availabletomaintainhighwaysandbea threat tohighwayuser safetyand to the reputationof the LocalAuthority.”

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TheHighwaysCapitalProgrammeaimstodealwithhighwaymaintenanceandisformulatedfromanumberofsources,includingHighwaysInspectors,MechanicalSurveysandcomplaintsfromthepublic.All issuesarecollated,assessedandscoredtoprioritiseappropriately.ThehighestpriorityschemesthenformthebasisoftheCapitalProgramme.ThecurrentCapitalProgrammeincludes£600kperannumforHighwayMaintenanceandhasbeensupplementedbyaprogrammeoffundingbytheWelshGovernment.Thisisinitssecondyearofathreeyearprogrammeandcurrentlyprovides£700kperannumtotheAuthority.Whenthisfundingfinishesattheendof2014/15thebacklogfiguresformaintenancerepairswillstarttoescalateconsiderably.

TherevisedCapitalProgrammein15/16allocatescapitalfundsof£1.4milliontodealwithanumberofcriticalschemes.

SomeresourceshaverecentlybeenmadeavailabletoimprovedatacollectionforHighwaysassetsandfurtherdetailisprovidedintheActionPlanatSection7.

• Gellideg Project

Theexistingpropertydelivers services, including:Outreach; Contact; Family Intervention Support Service; Enhanced Child In Need.Service requirementshaveoutgrowntheproperty,hence, isnolongerfit forpurpose. Inorder tomaintainBSI registration ISO9001standard, it isnecessary tomovetomoreappropriatelysizedaccommodation.CINisacorporatepriorityandanallocationof£100,000hasbeenmadeagainsttheCapitalProgrammein13/14tofacilitatethisproject.WorkshavebeenundertakenatthevacantThomastownHousetofacilitatethisprojectandaphasedmovetothepropertyiscurrentlyunderway.

• Glynmill

Between1970and1994theCaravanSitesAct1968placedadutyonlocalauthoritiesandCountyCouncilstoprovideadequateaccommodationforGypsyTravellersresidingin,orresortingto,theirareas.ThisdutywasremovedbytheCriminalJusticeandPublicOrderAct1994butisexpectedtobere-enactedbytheprovisionsofsections225and226oftheHousingAct2004.

InOctober2010theGlynmillsite,whichwasownedbytheCouncilwassoldontheopenmarket,asthesitehadbecomeunmanageableandcostshadspiralled.Thenewownersucceededinmanagingthesiteeffectively,althoughstruggledtoobtainfundingtocarryoutthenecessaryenvironmentalimprovements.InNovember2011theCouncilleasedbackthepropertyonthebasisthattheownerretainedfullmanagementresponsibility.TheleasearrangementhasenabledtheCounciltoapplyforrefurbishmentgrantstodealwithoutstandingrepairsandbringthesitebacktoanacceptablestandard,supportinganumberofprioritiesintheCorporatePlanandSingleIntegratedPlan.

Todatethefollowingfundinghasbeenobtainedtoprovidetheimprovementsdetailed:

£830,517.WorkstorefurbishExistingAmenityBlocks,theconstructionofnew6mwideroad,newdrainageandlightingandtheconstructionofnewamenityblocks.

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£226,324.Externalworkstoreplaceprivacyfencing,improvelandscaping,introducesafetyspeedbarrierstoroad,builddividingwallsbetweenpitches(withcoping),installvehiculargatestopitchesandabarrieraccessgatetothemainentranceofthesite.

£487,381.Newcommunityhallandexternalworksnowcompleted.

• Insurance Inspections

TheCouncils insurance advisors haveprovided advice in order to reduce the Councils insuranceliabilityandalsoimproveitsabilitytodefendinsuranceclaimsrelatingtoproperty.Highwayshavearobustsystemofinspectioninplaceovertheadoptedhighwayportfolio,althoughthemanagementregime over land held by other departments needs to be improved. This requirement needs tobe considered in conjunctionwith a reviewof the allocationof non-operational land to internaldepartmentsandtheallocationoffinancialresources.ThishasbeenaddedtotheActionPlanatSection7.

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7) ACTION PLAN

Action No

Action Priority Responsibility Current Position

1 Furtherembedtheimportanceofcontinuingacorporate approach to asset managementtofullyrealiseefficiencyandoperationalbenefitsinallserviceareas.

High Cabinet,ChiefExecutive,DirectorsandHeadsofService

Thiscontinuestobere-inforcedthroughtheAssetManagementGroupandsupportedfollowingtheadoptionoftheAMP,byCabinet,ChiefExecutiveandSeniorOfficers

2 Improveseniormanagementownership,governanceandtechnicalcapacityforEnergyManagement

High Cabinet,ChiefExecutive,Directorof Customer ServicesandHeadof Corporate Property

TheChiefExecutivenowtakesanactiveinterestinEnergyManagementandthereisacabinetmemberwithEngergyaspartoftheirportfolio.AuthorisationhasbeengivenfortheappointmentofanadditionalfixedtermTechnicalOfficertocarryoutfeasibilitystudies.

3 Furtherembedconsiderationofwholelifecostintoallareasofcapitalexpenditure

High AssetManagementGroup,ProjectManagersandHeadsofService

Thiscontinuestobere-inforcedthroughtheAssetManagementGroupandsupportedfollowingtheadoptionoftheAMP,byCabinet,ChiefExecutiveandSeniorOfficers.

4 LinkAMPandannualreports to the Corporate WebsiteandIntranet

Medium AssetManagementPrincipalOfficer

Completed

5 ContinuetodevelopServiceAssetManagementPlans

Medium ServiceDepartments

SocialServices-CompletedEconomicDevelopmentandRegeneration-draftinplaceEducation-inprocessofbeingdrafted/previousupdatedLeisure,CultureandEnvironment-thiswillneedtobere-draftedfollowingtheLeisureTrustandNeighbourhoodServices.

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Merthyr Tydfil County Borough Council - Corporate Asset Management Plan Page 39

6 CarryoutacorporateDepotReview

Medium AssetManagementPrincipalOfficer,relevantServiceHeads

Inprogress.WorkwiththeServicesareaswithinNeighbourhoodServicescontinue.

7 ReviewpotentialforMobileWorking

Medium AssetManagementPrincipalOfficer,Business Change relevantServiceHeads

PostOfficeLaneofficeswillshortlybecomevacant,resultingintheCivicCentreandUnit5beingthemainofficelocations.Thereisnolongeracriticalneedtoreduceofficespacefurtherasnosignificantefficiencysavingsareachievable.Thepotentialformobileworkingislessofapriorityforaccommodationpurposes,althoughtheremaybeservicebenefitsexploredseparatelybyservicedepartments.Recommended that thisactionbenotedascompleted.

8 RegularlyreviewBuildingManagementPerformanceData,includingrunningcosts and maintenance costs

Medium AssetManagementPrincipalOfficer,Accountancy

Running/maintenancecostsarereviewedduringbudgetsettingtimeandaremonitoredbymanagers/Accountantsaspartofthemonthlybudgetmonitoringprocess.YearEndprojectionsontheseareasarealsoincludedwithinthequarterlyrevenuebudgetmonitoringcabinetreports.Anexerciseiscurrentlybeingcarriedouttoreviewthisfinancialinformationtoallowbettercomparisonofcostsbetweenpremisestohighlightinefficiencies.


9 PursueSalixfundingforenergyschemes

Medium Team Leader BuildingServices,EnergyManager

WearecurrentlyinvestigatingSalixfundingfortheinstallationofCHPin the Leisure Centres andwillinvestigatefurther when the new TechnicalOfficerhasbeenappointed.

10 Implement18pointactiononplanfromtheCarbonTrust,includinglightingupgradeandrolloutofBMS


3actionshavebeencompletedandtheothersrequiretheadditionalTechnicalOfficertobeinpost and funding

11 Implementenergymanagementsoftwaretomonitorallmeterreadingsandestablishabaseline


Softwarehasbeeninstalledanddatacollectionhasstated,baselineswillbesetforthenewfinancialyear.

12 Consider resources to enableimproveddatacollectionforhighwaysassets

Medium ChiefExecutive,Director of CustomerServices,HeadofHighwaysandAccountancy

SincethelastreportresourceshavebeenmadeavailabletocarryoutanInventorySurveyfor80%ofHighwayAssets.Thishasbeencompletedinapproximately75%ofthe streets within the CountyBorough.Alsothemaintainablehighwayrecordsarebeingdigitised(approximately75%)atthispresenttime.Inthenewfinancialyearweare intending to start to carryoutamoreindepthInventorySurveyandalsotoinstigateaConditionSurveyaswell.

13 Considerationneedstobegiventotheprovisionofbudgets,eithertoresponsibledepartmentsorcorporatelytobeabletomeetlandmanagement/maintenance costs

Medium Accountancy Accountancyaregoingtocarryoutanexercisetocentralisebudgets/incomeforlandmanagement/maintenance and are hopingtovirethesebudgetstoacentralareafor2015/16.

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14 ConsiderationofapropertyinspectionregimetocomplywithadvicereceivedfromtheCouncil’sinsurers

Medium Insurance,AssetManagementPrincipalOfficer,ServiceDepartments

InconjunctionwithAction13,areviewofcurrentinspectionregimesandrequirementsforthefutureneedstobeconsidered.InsurancetobeincludedinAssetManagementGroup.

15 ReviewEnergyPolicyandincludeaTemperatureintheWorkPolicy

Low Team Leader BuildingServices,EnergyManager

OngoingwithnewpoliciesbeingintroducedinApril2015.

16 FurtherembedOptionsAppraisalprocessesintotheCouncil’sdecisionmakingprocesses

Low AssetManagementPrincipalOfficer,Accountancy

Capitalrequestsarereceivedforafiveyearperiodandareriskscoredbymanagers.Requestsfor2015/16and18/19havebeenreceivedandaretobepresentedtotwoCabinetWorkshops.

17 ReviewAMPannuallyandreporttoCabinet

Cyclical AssetManagementPrincipalOfficer,AssetManagementgroup

Inprogress/continuing

18 ReviewSAMP’sannuallyinconjunctionwithAssetManagementGroupandAMPreview

Cyclical ServiceDepartments,AssetManagementGroup


19 ReportbacklogmaintenancecostsregularlytotheAccountancyDepartment for considerationagainsttheMediumTermFinancialPlan

Cyclical AssetManagementPrincipalOfficer


20 Continuetodevelopcollaborativeworkingwithpartnerorganisationsonstrategyplanningforlandandbuildings

Cyclical AssetManagementPrincipalOfficer


21 Continuewiththeprogramme of data collectionandinputincluding,leasedata,CADplans,ConditionSurveysandAsbestossurveys

Cyclical CorporateProperty Inprogress/continuing

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8) TARGETS AND PERFORMANCE INDICATORS

Target No

Performance Indicator details

All Wales Data

Benchmark Data Target 13/14 Actual 13/14 Target 14/15 Actual

14/15Target 15/16

1

OfficeAccommodationspace occupied per person(CAM043)

11.1m2 pp

11m2 pp (Median)

MaintainMedianquartile

9.08m² pp (ranked7th-UpperQuartile)

MaintainUpperquartile

Notyetavailable

MaintainUpperquartile

2

OfficeAccommodationcostreduction(CAM045)

£119.85per m2

£134.74per m2 (£1,832,782)

11%reduction

£140.33per m² (3buildings)£1,207,947overall=16%reduction

13%reduction(additional)

Notyetavailable

5%reduction(additional)

4GIApropertiesinconditionratingCandD(CAM029)

MedianQ

47,257m2(6inconditionD)

CompletePhase1ConditionSurveys

0%CompletionoftheconditionsurveysdelayeduntilDecember2014

Reduceno.ConditionDproperties

ConditionDpropertiesreduced to 4

Reduceno.ConditionDproperties

5 StatutoryCompliance NA 12/130%

Complete20%compliancevisits

8%


On target for100%


6 PropertyReview NA 12/13£68,342 £200.000 £269,958.11 £200,000 £231,802 £250,000

7 CapitalReceipts NA 12/13£756,668

£1,297,498@Feb2014

£1,402,459.24(gross)£991,541.61(net)

£900,000 £1,208,426(net) £900,000

8PercentagechangeintheaverageDECscore

NA AverageDECScore=106

4%improvementon11/12to12/13DECscores

AverageDEC score remained at106.Nochange

4%Improvementon12/13to13/14

Notyetavailable NYD

9

PercentagereductionofCO2emmissions per yearacrossthewholebuildingsportfolio

NA NA Nobaselineestablished

Nobaselineestablished

Establishabaselineandachievea3%reduction

Notyetavailable NYD

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APPENDIX I) ASSET MANAGEMENT WORK STREAMS

Asset Management Workstreams 2015/2016

Date Action Details

Apr-15 AssetManagementPlanAdoptionCorporateMaintenanceBudgetMeetingCyclicalMaintenance/StatComplianceMeeting

Requiredfor01.04.14-31.03.2019

Reviewprioritiesandagreeworks

Complianceaudits,conditionsurveys,cyclicalmaintenance contracts

May-15 CorporateMaintenanceBudgetMeetingAssetManagement/AccountancyMeeting


Capitalreceipts,re-valuation,corporatemaintenance/backlogmaintenancecosts,compliancebudgets

Jun-15 AssetManagementGroupMeetingCorporateMaintenanceBudgetMeeting

Strategy,headlineinformation,corporateprojects,corporatemaintenanceprioritiesReviewprioritiesandagreeworks

Jul-15 CorporateMaintenanceBudgetMeetingCyclicalMaintenance/StatComplianceMeeting



Aug-15 CorporateMaintenanceBudgetMeetingAssetManagement/AccountancyMeeting



Sep-15 AssetManagementGroupMeetingCorporateMaintenanceBudgetMeeting

Strategy,headlineinformation,corporateprojects,corporatemaintenanceprioritiesReviewprioritiesandagreeworks

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Oct-15 CorporateMaintenanceBudgetMeetingCyclicalMaintenance/StatComplianceMeeting



Nov-15 CorporateMaintenanceBudgetMeetingAssetManagement/AccountancyMeeting



Dec-15 AssetManagementGroupMeetingCorporateMaintenanceBudgetMeeting

Strategy,headlineinformation,corporatemaintenanceprioritiesReviewprioritiesandagreeworks

Jan-16 CorporateMaintenanceBudgetMeetingCyclicalMaintenance/StatComplianceMeeting



Feb-16 CorporateMaintenanceBudgetMeetingAssetManagement/AccountancyMeeting

WorkforcePlanReview


Capitalreceipts,re-valuation,corporatemaintenance/backlogmaintenancecosts,compliancebudgetsReviewworkforcewithHRandreflectchangesinOfficeAccommodationStrategy

Mar-16 ReviewAssetManagementPlanReviewofallAssetManagementStrategiesReviewofallServiceAssetManagementPlansDraftAnnualAMPUpdateReportforAprilAssetManagementGroupMeetingCorporateMaintenanceBudgetMeeting

SingleIntegratedPlan,CorporatePlan,Structures,SAMP’s,StrategiesOfficeAccommodation,MaintenanceStrategy,CATStrategyEducation,SocialServices,Highways,LeisureEconDevheadlineReportonanychangestoAMPpriorities,updateon targets and performance indicatorsStrategy,headlineinformation,corporateprojects,corporatemaintenanceprioritiesReviewprioritiesandagreeworks

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APPENDIX II) MAINTENANCE STRATEGY

1

Merthyr Tydfil County Borough Council

Maintenance Strategy

2014/19

1. Introduction 2. Maintenance Strategy Objectives

3. Asset Portfolio

Asset Portfolio

Current Status of Portfolio

Condition Survey Programme

4. Financial

Costs

Budgets/structure

5. How the maintenance service is delivered

Roles and Responsibilities

Reactive Maintenance

Planned Preventative Maintenance

6. Actions required to meet Strategy Objectives

Appendices

1. Condition Survey Programme 2. Capital Programme 3. Corporate Maintenance Budget – Allocation Process 4. Corporate Maintenance/Capital Requirements

Draft December 2013

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Merthyr Tydfil County Borough Council - Corporate Asset Management Plan Merthyr Tydfil County Borough Council - Corporate Asset Management Plan2

1. Introduction

Merthyr Tydfil County Borough Council aims to ensure that the Corporate Property Portfolio is efficiently maintained in a manner that provides a safe, reliable and secure environment, which complies with legislative requirements.

This strategy document explains the approach to the delivery of a comprehensive maintenance service, which supports the priorities set out in the Single Integrated Plan, the Corporate Plan and the Asset Management Plan.

This document covers a period of five years, but remains a live document for the period and will be updated regularly to reflect any changes to corporate priorities, service requirements and legislative requirements.

2. Maintenance Strategy Objectives

Our objectives are to:

• Ensure full compliance with legislative requirements. • Efficiently manage backlog maintenance according to priority, within existing

financial constraints. • Implement the Energy Policy in all maintenance related decisions to reduce our

energy consumption and Co2 emissions.

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Merthyr Tydfil County Borough Council - Corporate Asset Management Plan3

3. Asset Portfolio

• The total area of all property under the control of Merthyr Tydfil County Borough Council extends to approximately 1,015 hectares (2,509 acres) and comprises a diverse range of property, including former Land Reclamation Schemes, Schools, Leisure facilities, Cemeteries, Highways infrastructure, although excludes adopted highway. The total Gross Internal Area of all buildings owned or occupied by Merthyr Tydfil County Borough Council extends to approximately 166413m2, and this Maintenance Strategy includes operational and non-‐operational buildings allocated to the following departments:

Corporate – Includes the Office Accommodation portfolio. Economic Development and Regeneration – Includes property held as part of Economic Development and Regeneration Schemes. Also includes Orbit Business Centre. Education – Includes Schools and other educational establishments. Engineering, Highways and Transportation – Includes Highways Depot and car parks. Excludes adopted highway and highway infrastructure (covered by HAMP). Housing and Public Protection – Includes buildings owned by the Council and held by this department. It excludes housing stock since the Housing Stock Transfer of 30th March 2009. Leisure Culture and Environment – Includes Leisure Centres, Community Centres, Libraries, Museums, Changing Rooms, Cemeteries and Park buildings. Excludes Parks grounds, Playgrounds and Playing Fields. Social Services – Includes Homes for Life, Day Centres, Youth Centres, Respite Centre, Meals on Wheels Centre and other Social Services establishments. Town Planning – Includes two town centre properties historically allocated to this department, but occupied by others. Waste Management – Includes Waste Management Depots.

Corporate 12%

Econ Development and Regen 2%

Educa\on 54%

Eng, Highways and Transporta\on 4% Housing and Public Protec\on <1%

Leisure Culture and Env 16%

Social Services 11%

Town Planning <1%

Waste Management <1%

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Current Status of Portfolio

• The condition of the buildings portfolio are assessed, based on the following:

A – Good B – Satisfactory C – Poor D – Bad

The following bar chart shows the percentage of buildings (based on floor areas) assessed within each category over the past 3 financial years. The all Wales data collected by the Data Unit using Performance Indicators agreed with CLAW indicate the following for 2012/13 :

A = 16.8% B = 55.9% C = 24% D = 3.4%

The combined all Wales data indicates that on average 72.7% of buildings fall within condition ratings A and B. In Merthyr Tydfil the comparable figure is approximately 68.1%. Whilst there’s been a steady increase in the percentage of properties within condition A and B over the last 3 years, continued improvements are required to bring condition to a level comparable with the Wales average. The 21st Century Schools Programme will significantly improve the situation in respect of Afon Taf High School and Ysgol Y Graig, both of which are currently assessed at condition rating D.

Clearly buildings within categories C and D are a priority and further detailed information against the properties currently with these condition ratings are provided below:

0

10

20

30

40

50

60

Condi\on A Condi\on B Condi\on C Condi\on D No Informa\on

MT 2010/11

MT 2011/12

MT 2012/13

All Wales 12/13

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Condition Rating C

Troedyrhiw Park Bowls Pavillion Changing Rooms Waun Field Meals on Wheels Centre Now sold Joseph Parrys Cottage Changing Rooms Mountain Hare Aberfan Depot Trefechan Nursery School Will close as part of 21st Century Schools

programme. In programme beginning in 2016.

Pen y Dre High School Improvements planned as part of 21st Century Schools programme

Cyfarthfa Castle School vacating 2014 and re-‐development options under consideration. In the Capital programme.

Bishop Hedley RC High School Capital works are the responsibility of the Diocesan.

Dowlais Primary School Nursery and Infants Section

Afon Taff High School Youth Centre To be demolished as part of the school refurbishment works. 21st Century Schools Programme beginning in 2014.

Pest Control Building Crescent Street Properties Part of an acquisition programme. Likely to

be demolished subject to funding. Condition Rating D

Cyfarthfa Castle Museum Updated condition survey required. Re-‐development options being considered as the school will be vacating in 2014.

Aberfan Park Bowls Pavilion Now demolished Former Cefn Coed Library Retained for improved access to Ysgol y

Graig. Part of 21st Century Schools programme beginning in 2016.

Ysgol y Graig Part of 21st Century Schools programme beginning in 2016.

Afon Taf High School Part of 21st Century Schools Programme which is underway

Former Sandbrook Day Centre Now sold

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Condition Survey Programme

• The bulk of existing condition surveys were obtained in 2008 and 2009, with the exception of some libraries and MIDEC, which were carried out more recently. A small proportion, (2.8% in terms of GIA), do not have any condition survey information at all.

• A five year rolling programme of condition surveys has been put in place, which will be carried out by the Building Services Team. Please refer to Appendix 1. The use of hand held technology linked direct to the Corporate Asset Management System allows the survey information to be collected remotely and input directly to the system. This provides instant access to updated information and a reliable and integrated system to manage the reactive and planned works which are revealed during the survey process.

• Priority has been given to buildings which have not been surveyed to date. • Second priority has been attached to buildings in condition rating D, then C, then B and finally A. In

some cases these priorities are affected by practical issues and planned works etc which may require some deviation in the programme.

• This will continue on a five year rolling programme thereafter. • Some larger buildings, including the Secondary Schools and the Leisure Centre will require surveys

from external surveyors and these have been spread evenly over the programme to keep costs reasonably consistent throughout the programme and are shown highlighted grey in the programme at Appendix 1.

• In the case of new builds, condition surveys will be scheduled 5 years after the build completion date.

• Where refurbishments or major capital works are undertaken, condition surveys will be carried out on completion and/or the Asset Management System updated with a reviewed condition score to keep condition information up to date.

• On receipt of condition surveys, the Building Services Team will liaise with building managers to progress minor maintenance issues that should be addressed as reactive maintenance works. Major capital work requirements will be brought to the attention of the Asset Management Team for consideration by the Asset Management Group and prioritisation against the Corporate Maintenance Budget. In the case of Education properties, the Education department will also be informed of the minor and major elements of work required. This process will also apply to works identified as part of any other survey or inspection, including Legionella surveys, Electrical Testing etc.

• The Building Services Team will provide a timescale for completion of the works identified and will check at the end of this period to ensure works have been undertaken. If works are not undertaken within the initial timescale, the building manager will be reminded of the requirements and informed that if the work is not completed a referral route will be followed ie Head of Service followed by Director, followed finally by referral to Scrutiny Committee.

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4. Financial

• Reactive Maintenance Costs In the financial year 12/13 the reactive maintenance costs totalled £876,360 (Carillion £477,435.82 -‐ All other contractors £398,925.02) This figure equates to 31% of the total spend on Repairs and Maintenance over the whole financial year.

• Planned Maintenance Costs In the financial year 12/13 the planned maintenance (capital) costs totalled £1,924,420. This equates to 69% of the total spend on Repairs and Maintenance over the whole financial year.

• Budgets Repairs and Maintenance revenue budgets are held by the responsible departments and they manage these budgets directly. Reactive maintenance requests are administered through the central helpdesk and statutory compliance related cyclical contracts are managed by Corporate Property via the Building Services Team. Slight variations are in place in respect of the Schools Estate as described in more detail below. In some instances insufficient budgets or the non-‐existence of budgets against individual buildings causes issues and is subject to review. The Accountancy Department are currently considering the merit of centralising repairs and maintenance revenue budgets in the non-‐schools Estate.

• Medium Term Financial Plan The Medium Term Financial Plan includes an eight year Capital Programme. This includes provision for the 21st Century Schools programme, Cyfarthfa Castle Refurbishment, Civic Centre works and an annual commitment to Corporate Maintenance, which is subject to regular review. Please refer to Appendix 2.

Maintenance Spend 2012/13

Reac\ve

Planned

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• Backlog Maintenance Costs In the financial year 12/13, the backlog maintenance costs were

estimated at £9,090,658. Regular dialogue with the Accountants takes place to update them with the backlog maintenance figures and this will continue to inform the Capital Programme.

• Corporate Maintenance Budget This budget is allocated in the capital programme and is intended to address the requirements of backlog maintenance. Financial restrictions do not allow for completion of all required works and this situation is unlikely to improve in the foreseeable future due to on-‐going financial restraints. A framework for assessment of priorities in relation to this budget will be applied to every project where allocation of funds from this budget is required. This assessment process considers Health and Safety issues, Condition Scores and Corporate Priorities in order to prioritise effectively against scarce financial resources. Please refer to Appendix 3. This process will be used by the Asset Management Group to assess prioritisation of the works identified at Appendix 4.

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5. How the maintenance service is delivered

• Roles and Responsibilities

The role of Corporate Property

The Corporate Property Department is comprised of 3 teams, Estates and Asset Management, Building Services and Project Management. The Estates and Asset Management Team deal with all Estates matters, including acquisition and disposal of property, Landlord and Tenant matters together with strategic property asset management. The Building Services Team manages all reactive maintenance requirements, administer the cyclical maintenance contracts and deal with energy management. This team also have an inspection role to report on condition and ensure all buildings comply with legislative requirements. The Project Management Team provides a full project management service and deliver on construction projects. Specific duties include:

o Provision of all technical support services to assist with the routine operation of the building including; building surveying, mechanical and electrical engineering, asbestos/Legionella advice, energy advice, project management, estates and asset management advice.

o Administer, with corporate administrative support, all requests for day to day reactive maintenance.

o Administer all planned, statutory maintenance and cyclical maintenance requirements, including: boiler plant servicing, fire alarm testing/servicing, electrical inspection/testing, emergency lighting testing/servicing, lift maintenance and corporate duties surrounding the Regulatory Reform (fire safety) Order 2005.

o Procure surveys/reports in connection with asset management and legislative requirements such as condition surveys, asbestos surveys, Legionella and Fire risk assessments.

o Administer Building Manager training to cover Statutory Requirement and Energy. o Provision of an emergency response to ‘out of hours’ building maintenance related issues. o Advise on all strategic building related issues such as estates management. o Full design services and project management for major refurbishment/improvements as

required.

The Building Services Team.

The delivery of the reactive and cyclical maintenance service is carried out by the Building Services Team, with administrative support from the Helpdesk and the Out of Hours Service through Lifeline. The Building Services Team members are:-‐

o Head of Corporate Property – Cheryllee Evans o Team Leader for Building Services – Mick Campbell o Senior Building Maintenance Surveyor – Stuart Bowen o Statutory Compliance Officer (Electrical) – Leslie Lewis o Statutory Compliance Officer (Building and Asbestos) – Geraint Davies o Energy Manager – James Edwards

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o Helpdesk -‐ Reactive Maintenance 01685 726233 o Helpdesk Out of Hours Emergency Maintenance 01685 385231 (voice recorded)

• Non Schools Estate

The non-‐schools estate includes all buildings held by the Council, which are not included in the schools estate. The non-‐schools estate includes the Office Accommodation portfolio, Orbit Business Centre, Leisure Centres, Community Centres, Libraries, Museums, Changing Rooms, Cemeteries, Depots, Homes for Life, Day Centres, Youth Centres, Respite Centre, and Meals on Wheels Centre. Buildings are the responsibility of the holding department and a building manager is appointed to each building from within that department. The holding department holds the budget relating to the operational costs of occupying and maintaining the building to full legislative requirements.

Operational Occupiers responsibilities

§ Ensure a nominated person is appointed to act as the building manager for all building related issues.

§ Ensure building managers receive Building Manager training on appointment. § Holding budgets and operational management of the building on a day to day basis. § To report building maintenance issues in a timely manner to Corporate Property. § To ensure compliance with all Health and Safety legislation in connection with the

normal operation of buildings. § To manage contractors whilst on site and ensure compliance with the Asbestos

Management Plan, including having a hard copy of the Asbestos Register available at all times.

§ To act as key holder and be responsible for security of the building. § To be responsible for energy consumption and energy use. § To ensure the building is maintained to an acceptable standard. § Obtain agreement from Corporate Property prior to committing resources for any

intended alterations or improvement works. § Liaise with Corporate Property for all proposed office moves/relocations. § Liaise with Corporate Property on all Landlord and Tenant matters. § Carry out day to day duties surrounding the Regulatory Reform (fire safety) order

2005.

• Schools Estate

The schools estate includes all buildings held by the Education Department for educational provision and includes Nursery Schools, Infants Schools, Junior Schools, Primary Schools, Secondary Schools and Caretakers Houses. Buildings are the responsibility of the holding

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department and a building manager is appointed to each building from within that department. The individual school holds the repairs and maintenance budget relating to the operational costs of occupying and maintaining the building.

However, the Local Authority is responsible corporately for certain building works within schools in accordance with the CIPFA Code of Practice. This broadly covers the following:

LA School Budget

Day to day repairs and maintenance x School Repairs & Maintenance

Major Capital expenditure x Corporate Maintenance

Asbestos works x Education Stat Comp

Water Risk Assessments (Legionella) x Survey Budget

Water tanks, cleaning and disinfection x Education Stat Comp

Periodic Electrical Testing x Education Stat Comp

Detail Mutual fund and Faith Schools responsibilities-‐ Joyce

Headteacher/Building Managers responsibilities

§ To be the responsible person for all building related issues. § To delegate duties with regard to building related issues to other members of staff

as appropriate eg Caretaker/site manager. § Ensure all members of staff with building responsibilities receive training on

appointment and further training as appropriate. § Hold property maintenance budgets and operational management of the building on

a day-‐to-‐day basis. § To report building maintenance issues in a timely manner to Corporate Property. § To ensure compliance with all Health and Safety legislation in connection with the

normal operation of buildings. § To manage contractors whilst on site and ensure compliance with the Asbestos

Management Plan, including having a hard copy of the Asbestos Register available at all times.

§ To act as key holder and be responsible for security of the building. § To be responsible for energy consumption and energy use. § To ensure the building is maintained to an acceptable standard. § Liaise with Schools Department and Corporate Property regarding any proposed

internal or external changes to the building and/or site § Carry out day-‐to-‐day duties surrounding the Regulatory Reform (fire safety) order

2005.

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• Reactive Maintenance

Procurement of the reactive maintenance provision has been delivered in collaboration with Rhondda-‐Cynon-‐Taff CBC. The requirement was advertised as an open OJEU tender process with three lots, RCT East, RCT West and Merthyr Tydfil. The ITT was evaluated using selection criteria (Capacity, Capability, Resources etc) and Award Criteria (Organisation and Approach, Project Control/Method Statements, Sub Contracting and Relevant Experience). The evaluation also included interviews with the tenderers to clarify bids based on a predefined set of questions. The tender process resulted in the award of Contract for lot 3 (Merthyr Tydfil) to a local Contractor – M Wilkes and Sons. The Contract start date is 4th January 2014 for a period of three years with the option to extend up to a further year. The Contract is based on a discount off the National Schedule of Rates under the JCT Measured Term Contract 2011.

• Cyclical Maintenance

Corporate Property manages centrally a number of cyclical maintenance contracts, mainly in respect of compliance matters, but also covering other cyclical contracts such as Intruder Alarms and CCTV etc. The following schedule indicates the current position in respect of Cyclical Contracts. It details what type of contract is in place eg. WPC Framework, the frequency of servicing or testing required under the contract, the name of the contractor appointed to each contract and which member of the Building Services Team is responsible for managing.

Corporate Property have tendered under the existing WPC cyclical maintenance framework administered by Rhondda-‐Cynon-‐Taff CBC. The framework includes 4 main lots – Boilerplant, Kitchen Canopies, Kitchen Equipment and Fan Assisted Heaters. Mini competitions have followed the procurement guidance laid out in the framework and have been awarded in compliance with our internal procurement rules.

Lift Maintenance has been tendered under another framework provided by RCTCBC, using a similar procedure to cyclical maintenance tenders and again have been awarded in compliance with our procurement rules.

In addition, a further tender has been issued directly: Intruder Alarm Monitoring. This has been advertised on the national procurement website sell2wales.gov.uk, and has gone through the open procedure. The result has delivered significant savings over previous costs.

Task Name Description Contract Frequency Contractor Officer

Emergency lighting Servicing WPC 6 monthly Cofely LL

Fire extinguishers Servicing WPC Yearly Chubb CG

Electrical Testing WPC 5 Yearly Cofely/Dunn & Dyer LL

Fire Alarms Testing WPC 3 monthly ADT LL

PAT Testing Testing Internal 2 Yearly C Riddout - MTCBC LL

Lifts Servicing Existing 6 Monthly Various contractors LL/CG

Clocks Servicing None As Smiths of Derby LL

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• Planned Maintenance (Capital) o Planned Maintenance Programmes are currently being considered in respect of Boilers, Flat

roofs, Toilet and Kitchen Refurbishments in conjunction with operational departments. This will, in part, be informed by the condition surveys and will be considered against the Corporate Maintenance Budget. Please refer to Appendix 3

o As part of the Boiler Planned Maintenance Programme, two contingency boilers will be held in storage during the winter months to mitigate the risk of building closures due to boiler breakdown or the need for urgent replacement. These boilers will be installed at the highest priority locations during the following summer months and the contingency boilers replaced.

required

Automatic doors Servicing None Yearly Gilgen Ltd LL

Intruder alarm Servicing None Yearly Various contractors LL

CCTV Servicing Existing Yearly Colin Davies LL

Lightening conductors Servicing Existing Yearly Omega Ltd LL

Automatic gates Servicing WPC Yearly ECAS LL

Insectocutors Servicing WPC Yearly Catertech CG

Fan heaters Servicing WPC Yearly Brecongate CG

Off peak heaters Servicing WPC Yearly Brecongate CG

Sprinkler systems Servicing Yearly ADT CG

Disabled lifting Eqpt Servicing Existing 6 Monthly Arjo Huntleigh CG

Gas boilers Servicing WPC Yearly Cofely CG

Hot water heaters Servicing WPC Yearly Cofely CG

Bio mass boilers Servicing WPC Yearly Cofely CG

Kitchen Eqpt Servicing WPC Yearly Catertech CG

Fan/canopy ducts Servicing WPC Yearly Brecongate CG

Refrigeration Servicing WPC Yearly Catertech CG

Air conditioning Servicing WPC Yearly Cofely CG

Mansafe systems Inspection Existing Yearly Unique systems CG

Legionella Survey Existing Yearly Initial Water services CG

New Technology Servicing WPC Yearly Cofely CG/LL

Generators Servicing Existing Monthly AJ Crews CG

Roller shutters Servicing Existing As required To be tendered LL

Fume cupboards Servicing Existing 6 Monthly Clearfume CG

Dolygaer plant Servicing WPC 6 Monthly Cofely CG

Asbestos Survey WPC Yearly Environtec GD

Glazing Survey Existing Yearly TBC GD

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6. Actions required to meet Strategy Objectives

Objectives

• Ensure full compliance with legislative requirements • Efficiently manage backlog maintenance according to priority, within existing

financial constraints • Implement our Energy Policy in all maintenance related decisions to reduce

our energy consumption and Co2 emissions

Actions

• Building Services Team to commence regular inspections/audits of buildings to ensure full compliance with legislative requirements.

• Building Services Team to implement a five year rolling programme of condition surveys • Accountancy to consider the merit of centralising repairs and maintenance budgets in

the non-‐schools estate. • Asset Management Team to continue regular dialogue with Accountancy in respect of

updated maintenance backlog figures to inform the Capital Programme • Asset Management Group to agree priorities against the Corporate Maintenance Budget • Building Services Team and operational departments to complete the exercise in

relation to Planned Maintenance programmes, including Boilers, Flat roofs, Kitchen and Toilet Refurbishments.

Targets

• Inspect 100% of buildings as part of the compliance visits by the end of 14/15 • Obtain condition score information for all buildings by the end 14/15 • Reduce the number of buildings within condition rating D by the end of 14/15.

(Benchmark 6 in 12/13)

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Condition Survey Programme Appendix 1

BlockNumber Name AreaInternal Code Programme L0229B02 Thomastown Park, Ground Floor Pavilion 202 A 13/14 L0879B02 Oval B Changing Room 45 B 13/14 L0203B01 Trevethicks Monument

14/15

L0798B01 Unit 4 Merthyr Tydfil Industrial Park 617 B 14/15 L0010B01 Changing Rooms rear of Maesgwynne 48 B 14/15 L0254B01 Troedyrhiw Park Bowls Pavilion 120 C 14/15 L0346B01 Godre`r Coed Changing Rooms 177 B 14/15 L0254B02 Troedyrhiw Park Changing Rooms 36

14/15

L0230B01 Welfare Facilities and Store 51

14/15

L0028B01 Cefn Cemetery, Office, Part of Office and Toilet B 24 B 14/15 L0028B02 Cefn Cemetery, Toilets, Part of Office and Toilet 80 B 14/15 L0028B03 Cefn Cemetery, Staff Building 15 B 14/15

L0028B04 Cefn Coed Cemetery, Store 44

14/15 L0292B01 Taff Bargoed Park Pavilion 377

14/15

L0292B02 Taff Bargoed Park Lakeside Kiosk 27

14/15 L0292B03 Taff Bargoed Park Canoe Store 24

14/15

L0292B04 Taff Bargoed Park Toilets 25

14/15 L0292B05 Taff Bargoed Park Anglers Store 14

14/15

L0292B06 Taff Bargoed Park Lakeside Classroom 24

14/15 L0265B01 Grove Field Pavilion, Aberfan 272

14/15

L0302B01 Beechgrove Cemetery, Sextons House 139

14/15 L0302B02 Beechgrove Cemetery, Former Chapel 112

14/15

L0697B05 Treharris Nursery School, Outbuilding 1 16

14/15 L0697B06 Treharris Nursery School, Outbuilding 2 12

14/15

L0735B01 Pen-‐Y-‐Dre High School, Caretakers Premises 75 C 14/15 L0145B04 Cyfarthfa Park, Public toilets rear Bowling Green 24 B 14/15 L0145B08 Cyfarthfa Park, Disabled Toilet & Railway Store 90

14/15

L0145B11 Cyfarthfa Park Nurseries, Store 132

14/15 L0145B12 Cyfarthfa Park Nurseries, Workshop 1 421

14/15

L0145B13 Cyfarthfa Park Nurseries, Workshop 2 78

14/15 L0145B14 Cyfarthfa Park Nurseries, Brick Store No. 1 113

14/15

L0145B21 Cyfarthfa Park Nurseries, Glasshouse No. 5 1050

14/15 L0145B24 Cyfarthfa Park, Woodlands Centre 271 A 14/15 L0145B25 Derw Newydd 64

14/15

L0145B26 Cyfarthfa Park Allotments Store 30

14/15 L0145B28 Cyfarthfa Park, Brick Store No. 5 0

14/15

L0145B29 Cyfarthfa Park, Toilet Portacabin 0

14/15 L0145B30 Cyfarthfa Park, Drying Room Portacabin 0

14/15

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L0145B31 Cyfarthfa Park, Portacabin 2 0

14/15 L0145B33 Cyfarthfa Park Woodlands Centre Toilets/Plant Room 0 A 14/15 L0145B35 Cyfarthfa Park, Fitters Office

14/15

L0145B36 Cyfarthfa Park, Gas Cupboard (car park below lake)

14/15 L0145B37 Cyfarthfa Park, Pump House

14/15

L0145B38 Cyfarthfa Park, Electric Cupboard (adj tennis courts)

14/15 L0145B39 Cyfarthfa Park, Switch Room

14/15

L0145B40 Cyfarthfa Park, Bandstand (adjacent to bowling green)

14/15 L0145B41 Cyfarthfa Park, Water Fountain

14/15

L0145B42 Cyfarthfa Park, Bandstand (adjacent to lake)

14/15 L0658B02 Cyfarthfa Castle, Cyfarthfa High Comprehensive Low 198 C 14/15 L0145B10 Cyfarthfa Park Nurseries, Garage 625

14/15

L0145B06 Cyfarthfa Park, Public toilets at Pandy Field 64 B 14/15 L0145B05 Cyfarthfa Park, Offices at Gwaelodygarth Entrance 72 B 14/15 L0145B22 Awelfryn 95 B 14/15 L0145B23 Haulfryn 95

14/15

L0145B34 Cyfarthfa Park, Garage Adjacent to Awelfryn 0

14/15 L0169B01 Merthyr Tydfil Leisure Centre 5932 A 14/15 L0701B01 Ynysfach Engine House 214 A 14/15 L0349B01 Dowlais Library 435 B 14/15 L0427B01 Treharris Library 269 B 14/15 L0145B01 Cyfarthfa Castle, Museum 1534 D 14/15 L0665B03 Cyfarthfa Park Primary School, Infants Extension 205

15/16

L0697B04 Treharris Nursery School, Boiler House 31

15/16 L0145B03 Cyfarthfa Park, Bowling Green Pavilion 120 A 15/16 L0145B09 Cyfarthfa Park, Allotments Store 1 48 B 15/16 L0145B15 Cyfarthfa Park Nurseries, Brick Store No. 2 81

15/16

L0145B16 Cyfarthfa Park Nurseries, Brick Store No. 3 216

15/16 L0145B27 Cyfarthfa Park, Portacabin 1 0

15/16

L0145B32 Cyfarthfa Park, Portacabin 3 0

15/16 L0658B01 Cyfarthfa Castle, Cyfarthfa High Comprehensive Low 4481 C 15/16 L0390B01 Joseph Parry`s Cottage 84 C 15/16 L0169B03 Rhydycar Indoor Bowls Hall 1952 B 15/16 L0697B03 Treharris Community Centre 370 C 15/16 L0388B01 Gurnos Community Centre 400 B 15/16 L0420B01 Aberfan Community Centre 2016 B 15/16 L0420B02 Aberfan Community Centre, Doctors Surgery 2016 B 15/16 L0403B01 Central Library 670 A 15/16 L0723B01 Thomastown House 652 A 15/16 L0732B01 Cyfarthfa Junior School, Caretakers Premises 84 C 15/16 L0733B01 Gwaunfarren Primary School, Caretakers Premises 75 C 15/16 L0734B01 Bishop Hedley R C High School, Caretakers Premises 75 C 15/16 L0731B01 Ysgol Gynradd Coed y Dderwen, Caretakers Premises 91 B 15/16 L0736B01 Goetre Junior School, Caretakers Premises 75 B 15/16 L0737B01 St Aloysius R C Primary School, Caretakers Premise 100 B 15/16 L0738B01 Cae Mari Dwn, Caretakers Premises 75 B 15/16 L0739B01 Dowlais Primary School, Junior Section Caretakers 84 A 15/16 L0742B01 Ynysowen Primary School, Caretakers Premises 75 A 15/16 L0744B01 Trelewis Primary School, Caretakers Premises 150 B 15/16

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L0229B04 Thomastown Park, Store 1 31

15/16 L0229B05 Thomastown Park, Store 2 4

15/16

L0404B01 Civic Centre 6564 B 15/16 L0666B01 Cae Mari Dwn, Main Building 6760 B 15/16 L0666B02 Cae Mari Dwn, Building No. 2 526 B 15/16 L0666B03 Cae Mari Dwn, Building No. 3 90 B 15/16 L0666B04 Cae Mari Dwn, Building No. 4 1886 B 15/16 L0666B05 Cae Mari Dwn, Building No. 5 1932 B 15/16 L0790B01 Pest Control Building 150 C 15/16 L0082B01 Pant Cemetery Chapel 218 B 15/16 L0088B01 ICI Cricket Ground, Pavilion 264 B 15/16 L0106B01 Changing Rooms rear of Gellifaelog School 36 B 15/16 L0122B01 Galon Uchaf Pavilion And Changing Unit (Greenie) 49 B 15/16 L0170B01 Changing Rooms, Moodies Field 72 B 15/16 L0226B01 Changing Rooms, rear of Fothergill Street 36 B 15/16 L0244B01 Abercanaid Community School 1368 B 15/16 L0259B01 Youth Centre, Pentrebach Playing Fields 133 B 15/16 L0283B01 Aberfan Cemetery, Building No. 1 64 B 15/16 L0283B02 Aberfan Cemetery, Building No. 2 32 B 15/16 L0296B01 Treharris Park, Changing Rooms 50 B 15/16 L0320B01 Changing Rooms, Waun Field 36 C 15/16 L0328B02 Changing Rooms & Playing Field, Former Bedlinog Co 84 B 15/16 L0331B01 Trelewis Park, Sports Pavilion 112 B 15/16 L0331B02 Trelewis Park, Changing Unit 36 B 15/16 L0335B01 Graigfargoed Cemetery, Store/Staff facilities 40 B 15/16 L0338B01 Public Convenience, Pontsticill 42 B 15/16 L0409B01 Pavilion / Changing Rooms, Mountain Hare 160 C 15/16 L0419B01 Aberfan Depot 108 C 16/17 L0419B02 Aberfan Depot 108 C 16/17 L0650B01 Trefechan Nursery School, Main Building 225 C 16/17 L0661B01 Bishop Hedley R C High School, Main Building 4600 C 16/17 L0661B02 Bishop Hedley R C High School, Building No. 2 3008 C 16/17 L0661B03 Bishop Hedley R C High School, Building No. 3 333 B 16/17 L0661B04 Bishop Hedley R C High School, Building No. 4 557 B 16/17 L0661B05 Bishop Hedley R C High School, Building No. 5 20 B 16/17 L0661B06 Bishop Hedley R C High School, Building No. 6 20 B 16/17 L0665B01 Cyfarthfa Park Primary School, Infants Section 667 C 16/17 L0675B01 Dowlais Infants School, Main Building 684 C 16/17 L0675B02 Dowlais Infants School, Building No. 2 74 C 16/17 L0697B01 Treharris Nursery School, Main Building 537 B 16/17 L0740B01 Dowlais Primary School, Nursery & Infants Section 80 C 16/17 L0345B01 Changing Rooms at the Black Patch 72 B 16/17 L0350B01 Public Convenience, North Street, Dowlais 91 B 16/17 L0352B01 Blaen Dowlais Artificial Pitch Changing Unit 1 100 B 16/17 L0352B02 Blaen Dowlais Artificial Pitch Changing Unit 2 100 B 16/17 L0352B03 Blaen Dowlais Artificial Pitch Changing Unit 3 100 B 16/17 L0357B01 Changing Rooms at Caeracca Playing Field 160 B 16/17 L0369B01 Neighbourhood Learning Unit 1 479 B 16/17 L0369B02 Neighbourhood Learning Unit 2 386 B 16/17

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L0369B03 Neighbourhood Learning Unit 3 393 B 16/17 L0393B01 Urinal, Bethesda Street 10 B 16/17 L0405B01 Tourist Information Centre, First Floor Offices 29 B 16/17 L0405B02 Tourist Information Centre 29 B 16/17 L0406B01 Shop and Premises rear of 13 Glebeland Street 30 B 16/17 L0407B01 Central Bus Station, Newsagents 50 B 16/17 L0407B02 Central Bus Station Offices 180 B 16/17 L0407B03 Central Bus Station Snack Bar 136 B 16/17 L0407B04 Central Bus Station Toilets 86 B 16/17 L0408B01 Shopmobility Unit 64 B 16/17 L0418B01 Public Urinal, Glantaff Road, Troedyrhiw 9 B 16/17

L0423B01 Mount Pleasant Changing Unit, Merthyr Vale 130 B 16/17 L0433B01 Public Urinal, Cardiff Road 11 B 16/17 L0649B01 Ty Homfray 322 B 16/17 L0654B01 Ysgol Gynradd Coed y Dderwen 1638 B 16/17 L0657B01 Gellifaelog Primary School, Main Building 2299 B 16/17 L0659B01 Cyfarthfa Junior School, Main Building 901 B 16/17 L0660B01 Gwaunfarren Primary School, Main Building 1062 B 16/17 L0660B02 Gwaunfarren Primary School, Building No. 2 85 B 16/17 L0660B03 Gwaunfarren Primary School, Building No. 3 47 B 16/17 L0688B01 Ysgol Rhyd Y Grug (Former Ynysowen Primary School) 1220 B 16/17 L0688B02 Ysgol Rhyd Y Grug, Building No. 2 818 B 16/17 L0692B01 Bedlinog Primary School, Main Building 902 B 16/17 L0693B01 Edwardsville Infant & Junior School, Main Building 2465 B 16/17 L0693B02 Edwardsville Infant & Junior School, Building No.2 21 B 16/17 L0693B03 Edwardsville Infant & Junior School, Building No.3 20 B 16/17 L0698B01 Trelewis Primary School, Main Building 1072 B 16/17 L0721B01 89/90 High Street, Pontmorlais 325 B 16/17 L0198B01 Orbit Business Centre 2514 A 16/17 L0230B02 Castle Car Park Multi Storey 2205 A 16/17 L0268B01 Smyrna Chapel 32 A 16/17 L0419B03 Former Aberfan Library 98 A 16/17 L0651B01 Ysgol y Graig Primary School, Main Building 1713 D 17/18 L0651B02 Ysgol y Graig Primary School, Building No. 2 53 D 17/18 L0651B03 Ysgol y Graig Primary School, Building No. 3 10 D 17/18 L0655B05 Heolgerrig Primary School, Main Building 1747 A 17/18 L0662B01 Goetre Primary School, Main Building 1710 B 17/18 L0662B02 Goetre Primary School, Building No. 2 25 B 17/18 L0662B03 Goetre Primary School, Building No. 3 72 B 17/18 L0662B04 Goetre Primary School, Building No. 4 45 B 17/18 L0662B05 Goetre Primary School, Building No. 5 80 B 17/18 L0662B06 Goetre Primary School, Building No.6 30 B 17/18 L0662B07 Goetre Primary School, Building No.7 30 B 17/18 L0663B01 Gurnos Nursery School, Main Building 423 B 17/18 L0664B01 St Aloysius Primary School, Main Building 973 B 17/18 L0670B01 Caedraw Primary School, Main Building 1232 B 17/18 L0670B02 Caedraw Primary School, Building No. 2 61 B 17/18 L0673B01 Dowlais Primary School, Juniors, Main Building 879 B 17/18 L0674B01 Pantyscallog Primary School, Main Building 1439 B 17/18

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L0674B02 Pantyscallog Primary School, Building No. 2 81 B 17/18 L0679B01 Greenfield School, Infants 1240 B 17/18 L0679B02 Greenfield School, Juniors 791 B 17/18 L0680B01 Cwm Golau Integrated Childrens Unit 850 B 17/18 L0683B01 Troedyrhiw Junior School, Main Building 856 B 17/18 L0683B02 Troedyrhiw Junior School, Building No. 2 315 B 17/18 L0684B01 Troedyrhiw Infants School, Main Building 812 B 17/18 L0712B01 Glendere Group Home 166 A 17/18 L0713B01 Llysfaen Respite Centre 630 A 17/18 L0729B02 Bargoed House 2330 A 17/18 L0743B01 Edwardsville Junior and Infants Schools, Store 113 B 17/18 L0761B01 Pen-‐Y-‐Dre High School, Youth Centre 498 B 17/18 L0763B01 Blast Engine House 880 B 17/18 L0766B01 Park View Bungalow 316 A 17/18 L0795B01 Twynyrodyn Community School 1755 B 17/18 L0796B01 Ysgol Santes Tudful 2963 A 17/18 L0797B01 Unit 20 Merthyr Tydfil Industrial Park 2500 B 17/18 L0801B01 Oldway House, Part of 2nd Floor 226 B 17/18 L0804B01 Unit 5 Triangle Business Park 6760 A 17/18 L0805B01 Ynysowen School 2167 A 17/18 L0815B01 Ty Penderyn, Ground Floor 245 A 17/18 L0817B01 Saint Illtyds R C School 1250 B 17/18 L0818B01 Saint Marys R C School 1105 B 17/18 L0851B01 Ty Cwm 100 A 17/18 L0856B01 Keir Hardie Health Park 1269 A 17/18 L0857B01 Law Courts (Part of Ground Floor) 568 B 17/18 L0879B01 Oval A Changing Room 45 B 17/18 L0716B02 Ty Gurnos Newydd 2593 A 17/18 L0681B01 Afon Taf High School, Main Building 11771 D 17/18 L0681B02 Afon Taf High School, Craft Store 260 D 17/18 L0681B03 Afon Taf High School, Grounds Maintenance 41 D 17/18 L0681B05 Afon Taf High School, Bike Storage Sheds 116

17/18

L0656B01 Pen-‐Y-‐Dre High School, Main Building 10307 C 17/18 L0656B02 Pen-‐Y-‐Dre High School, Building No. 2 280 C 17/18 L0656B03 Pen-‐Y-‐Dre High School, Building No. 3 80 C 17/18 L0656B04 Pen-‐Y-‐Dre 3Gs Changing Rooms 263 C 17/18

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Capital Programme Appendix 2

Capital Programme 2015/16 to 2019/20

Council 25 March 2015 Revised Revised Revised Revised Expenditure 2015/16 2016/17 2017/18 2018/19 2019/20 Total £'000 £'000 £'000 £'000 £'000 £'000

21st Century Schools Programme Afon Taf High School Remodelling 2,470 1,931 1,375 0 5,776 Ysgol Y Graig Primary School 0 200 1,000 3,800 5,000

2,470 2,131 2,375 3,800 10,776

Physical Regeneration Programme Town Centre Regeneration Programme 0 150 150 150 450 Cyfarthfa Park Heritage 2 0 0 0 2 Pontmorlais Heritage Quarter 0 30 0 0 30 Vibrant and Viable Places Programme 739 676 400 150 1,965 Cyfarthfa Furnaces Enhancement 150 150 150 0 450 Bus Station 0 500 0 0 500

891 1,506 700 300 3,397

Riverside Riverside Project 3,330 290 0 0 3,620 Riverside Phase 3 Taff and Crescent Street 274 439 404 351 1,468

3,604 729 404 351 5,088

Other Projects Schools Feasibility Studies 80 0 0 0 80 Cyfarthfa High School Roof Replacement 126 124 129 0 379 Ysgol Rhyd Y Grug Primary School 0 250 0 0 250 Highway Maintenance 600 600 600 600 2,400 Disabled Facilities Grants 850 850 850 850 3,400 Replacement Expansion Joints, Fiddlers Elbow 1,000 0 0 0 1,000 Retaining Wall, Pontygwaith 200 0 0 0 200 Brandy Bridge, Abercanaid 200 0 0 0 200 Corporate Maintenance 235 235 235 235 940 Costs of Supporting Capital Projects 470 470 470 470 1,880 Redundancy costs 888 1,000 0 0 1,888 Unallocated 0 0 529 1,058 3,513 5,100

4,649 3,529 2,813 3,213 3,513 17,717

Total 11,614 7,895 6,292 7,664 3,513 36,978

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Revised Revised Revised Revised Funding 2015/16 2016/17 2017/18 2018/19 2019/20 Total £'000 £'000 £'000 £'000 £'000 £'000

General Capital Funding - Grant 989 989 989 989 989 4,945

Supported Borrowing General Capital Funding - Supported Borrowing 1,624 1,624 1,624 1,624 1,624 8,120 WG Supported Borrowing - 21st Century Schools 970 431 0 0 0 1,401

2,594 2,055 1,624 1,624 1,624 9,521

Capital Receipts Capital Receipts - General 275 0 900 900 900 2,975 Capital Receipts - Capitalisation 888 1,000 0 0 0 1,888 Capital Receipts - Riverside 0 439 404 351 0 1,194

1,163 1,439 1,304 1,251 900 6,057

Unsupported Borrowing Unsupported Borrowing - General 2,706 1,422 0 0 0 4,128 Unsupported Borrowing - 21st Century Schools 1,500 1,700 2,375 3,800 0 9,375 Unsupported Borrowing - Riverside Project 2,662 290 0 0 0 2,952

6,868 3,412 2,375 3,800 0 16,455

Total 11,614 7,895 6,292 7,664 3,513 36,978

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Corporate Maintenance Budget – Capital Allocation Process Appendix 3

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Corporate Maintenance/Capital Requirements Appendix 4

Capital Requests Cost Priority Contingency boilers to be held at Unit 5 (Property?) 10 Urgent

Troedyrhiw Primary -‐ Boiler installation Urgent

Treharris Community Centre External chimney stack to be taken away

12 Urgent

Gwaunfarren School -‐ heating system Urgent

Dowlais Primary -‐ accessibility issues for pupil for September 2015

Urgent

Treharris Library -‐ new roof 30 High

Greenfield School -‐ ventillation system to facilitate additional teaching space.

20 High

Pengarnddu -‐ roof repairs 10 High

Unit 5 Archive -‐ fire supression system 50 High

Neighbourhood Learning Centre. Boiler renewal High

Match Funding for CYMAL re Aberfan and Merthyr Vale Community Centre. See works identified at rows 48 and 49 below.

12 High

Dowlais Depot (Heartlands) -‐ demolition 5 High

Castle Park Play Ground New Multi Unit 20 High

Treharris Park wet pour rubber repair to paddling pool and play area

20 High

Treharris Park -‐ roadway repairs to top road. New kerb edges and tarmac to top road to maintain vehicular access through the park.

20 High

Thomastown park playground refurbishment/replacement 40 High

Gwernllwyn playground, Dowlais 40 High

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Aberfan and Merthyr Vale Community Centre -‐ replacement windows Sensations Gym

10 High

External fence between childcare areas and playing field at Family Centre. (ICC)

8 Medium

Neighbourhood Learning Centre.Construction of a Car Park 120 Medium

Moy Road playground aberfan 20 Medium

Replacement of the 'Globe unit' changing room at the Black Lion football pitch Merthyr vale

42 Medium

Replacement of the 'Globe unit' changing room at the Gellideg football pitch.

42 Medium

Aberfan and Merthyr Vale Community Centre. Pool Plant Heat Exchance Unit

10 Medium

Aberfan and Merthyr Vale Community Centre -‐ refurbisment works to Lift

18 Low

Additional pathed area from disabled bay in car park to nursery entrance at Family Centre.

10 Low

Cyfarthfa Castle Museum & Art Gallery Guttering renewed and possibly roof in the long term, with particular attention to the caretakers flat area where we frequently experience leaks New window in upstairs office for better ventilation and access outside in case of fire in kitchen below Replace all windows in the upstairs on front and to the side – as these are clearly rotten and affect the museum galleries below when heavy rain occurs Re-‐decorate both the upstairs office and downstairs office Re-‐tile the public toilets and re-‐new toilets New fire exit doors to courtyard (from café and school corridor) Maintain/replace fire exit door to basement area as this frequently has damp issues

Canolfan visitor centre Maintain or replace exterior walkway around the centre (issue brought up in compliance meeting/Ramis).

Gurnos CC Roof repairs Main Hall floor reseal New fire doors, Main hall

Kitchen refurbishment (various schools) 420

Toilet refurbishment (various schools) 270

Boiler replacements/heating enchancements (various schools) 540

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Merthyr Tydfil County Borough Council - Corporate Asset Management Plan 25

Electrical works (various schools) 215

Roof replacements (various schools) 901

Civic Centre Roof and brickwork

Alternative Sources of Funding Aberfan and Merthyr Vale Community Centre -‐ roof replacement

250

Aberfan and Merthyr Vale Community Centre-‐ Replace lower entrance doors

12

Aberfan Community and Merthyr Vale Community Centre -‐ replace library room windows

10

Aberfan and Merthyr Vale Community Centre -‐ Replace Boilers 95

Cyfarthfa High School -‐ Lighting Upgrade Civic Centre -‐ Lighting Controls Pen y Dre Ysgol Rhyd y Grug -‐ flat roof works 230 Urgent

Cyfarthfa High School -‐ roof Urgent

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APPENDIX III) OFFICE ACCOMMODATION STRATEGY

1

Office Accommodation

Strategy

May 2015

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Aims of this Strategy

♦ Provide a planned and structured approach to future office

accommodation needs, which satisfies Corporate Objectives.

♦ Facilitate efficient service delivery and provide customer

centric buildings. ♦ Assess the suitability and sufficiency of the existing office

accommodation portfolio. ♦ Match quantity and location of accommodation against

future needs. ♦ Plan for investment in maintenance, repair and upgrading

accommodation. ♦ Achieve efficient and effective use of space.

♦ Set out responsibilities for building management and

appropriate budget allocation. ♦ Ensure compliance with Statutory requirements including

management of Asbestos, Legionella, DDA, Fire Safety and Health and Safety.

♦ Address environmental sustainability factors which are

affected in the use of office accommodation. ♦ Set acceptable housekeeping standards.

♦ Implement appropriate performance management and set

relevant success criteria.

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1.Corporate Objectives The Corporate Plan and Single Integrated Plan sets out the overall Vision for Merthyr Tydfil, which is to: Strengthen Merthyr Tydfil’s position as the regional centre for the Heads of the Valleys, and be a place to be proud of where:

• People learn and develop skills to fulfil their ambitions. • People live, work, have a safe, healthy and fulfilled life. • People visit, enjoy and return.

In support of this Vision the Corporate Plan and Single Integrated Plan have Priority Outcomes where:

• People in Merthyr Tydfil have the opportunity and aspiration to learn and develop their skills to maximise their potential.

• People in Merthyr Tydfil benefit from a strong, sustainable and diverse economy.

• People, who live and work in Merthyr Tydfil are supported to enjoy a healthier and better quality of life.

• People enjoy a vibrant, attractive, safe and sustainable place in which to live, work, play and visit.

The delivery of the Vision and Priority Outcomes will be supported by the Underpinning Priority of “Learning for Life.” The Council recognises that property is a critical component in delivering the vision of the Corporate Plan and the Single Integrated Plan and the Asset Management Plan outlines priority areas supported by the Capital Programme, which includes the Office Accommodation Strategy and Customer First Programme. This Strategy document sets out the current position in terms of the Councils Office Accommodation Portfolio, explores the Councils future aspirations and investigates the steps necessary to achieve its goals. This document will need to be reviewed and updated regularly to take account of physical changes in the portfolio, initiatives that impact on its delivery and changes in service requirements. The main aims are to:

♦ Improve efficiency across the Council services. ♦ Rationalise occupancy requirements/costs by reducing the number

of under-utilised desks, encouragement of flexible working including mobile, home-working and hot-desking.

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♦ Upgrade retained office accommodation in the Civic Centre. ♦ Improve use of ICT in order to support efficiency and flexible

working objectives

Service Asset Management Plans, as they develop, together with information obtained from the Workforce Plan, feed into this strategy in terms of changes in service delivery and future property requirements. As part of this process consideration needs to be given to exploring innovative working methods which improve productivity and customer service, save money and enable employees to have an improved work/life balance. Significant reduction in space requirements can be achieved through mobile, home-working and hot-desking. These working practices may be of benefit in some service areas and the design of appropriate work-stations and availability of break out areas, meeting spaces and off site touch down areas needs consideration to support this. Investment in Electronic Document Management is being made and it is anticipated that this will continue to contribute towards releasing floor space. This will, over time, reduce the need for filing space and working on paper documents.

Archiving space has been reviewed taking in to account the legal retention requirements of some documents. The provision of a central purpose built archive facility at Unit 5 fulfils current and future requirements. This is also enhanced by the use of Glamorgan Archives for particular storage needs.

Consideration is given to appropriate customer contact areas, reception facilities and public meeting/committee rooms. Opening up cellular office spaces to open plan increases the net occupiable space and improve natural light and ventilation to all areas. 2.Current Position

The existing Civic Centre is a freehold property within the ownership of the Council and is well placed in the town centre. It benefits from good access links for both its customers and staff and is considered the most appropriate location for the Councils main customer contact centre.

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The following schedule shows the current position in terms of the office accommodation portfolio and gives an indication of current staff numbers at each location. The colour coding indicates the anticipated timescale for retention of the asset. Green - long term, Amber - medium term, Red – short-term .

Current Position

Property Tenure Staff NIA Comments

Unit 5 Triangle Business

Park

Freehold 281

2677m2 Refurbishment of phase 1 completed and occupied since August 2011. Phase 2 also completed. Phase 3 completed April 2013.

Civic Centre

Freehold 293 2354m2 Good location with issues re condition and efficiency.

Post Office Lane

Freehold 0 437m2 Vacated in April 2015. Awaiting decision re future use/disposal.

Ty Homfray (Former PRU)

Freehold 25 213m2 Multi agency staff, including LA and, Health.

NB Ael y Bryn, Taff Fechan, TKH, MIDEC, Castle House, Cyfarthfa Park Offices and Maesygarreg, have all been released as part of this Strategy. 3.Vision

It’s been the Councils vision for sometime to consolidate many of the previous office locations in to one main town centre building and a secondary office/depot building, together with some additional specific use buildings such Ty Homfray. The total number of office staff currently located within the existing office locations is approximately 600. (Depot use has been excluded from this Strategy from July 2013 as it’s proved difficult to split the Office and Depot costs – these were affecting the ability to benchmark)

Unit 5 Triangle Business Park, following the completion of phased works, now provides accommodation for approximately 300 staff. The Civic Centre has undergone some refurbishment works to accommodate staff displaced from Ty Keir Hardie. Significant works have also been completed to facilitate the re-location of the ICT Department and servers to level 2 at the Civic Centre. These moves allow

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for the construction of the Customer Contact Centre in line with the Councils vision and this element is now also complete. 4.Flexible/Mobile Working

Flexible working arrangements are increasingly more common especially following the introduction of the statutory right in some circumstances to request a flexible working pattern. Flexible working opportunities can benefit both employers and employees and it is recognised that it makes good business sense to provide flexible working opportunities for staff. Successful U.K. businesses pioneering flexible working arrangements report improved business results, including reduced office costs, reduced staff turnover and reduced sickness absence.

Mobile and home working will increasingly become possible following implementation of EDM.

The design of office accommodation needs to be flexible and capable of accommodating different working practices and a full assessment of the extent to which the Council can implement flexible/mobile working, needs to be undertaken and a strategy of implementation agreed. This is an area of priority on completion of the first phase of the Office Accommodation Strategy and is the only realistic option to continue to reduce office accommodation costs and floorspace requirements. A scoping exercise and an initial pilot scheme with Social Services is currently underway. However as we now only occupy 3 office properties, the only viable property to vacate is Ty Homfray. This will be dependent on an element of mobile/flexible working.

5.Building Management

Budgets for the Civic Centre, Unit 5 and Ty Homfray, are now

held centrally by Corporate Property.. This helps Corporate Property to provide a more uniform standard of accommodation throughout the Council and allow for improved long term planning. This includes planning for investment in maintenance, repair and upgrading accommodation in a strategic manner and on an identified priority basis.

Movements of staff or other uses within the portfolio should be agreed in advance with Corporate Property to ensure a co-ordinated approach in accordance with this strategy document. An office accommodation database has been compiled and is managed jointly

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between Corporate Property and Business Change. This “Customer Focus Design Model” is being populated with the assistance of all Senior Managers to ensure full and accurate details are recorded and must be maintained to ensure effective forward planning. It is essential that Senior Managers provide details of their service requirements to Corporate Property when considering office moves, so that appropriate accommodation in terms of suitability and full statutory compliance can be identified. This will ensure that wider accommodation strategies are not affected by individual moves. A checklist to assist managers in planning and preparing for office moves is available and should be followed in consultation with Corporate Property. 6. Suitability and Sufficiency

It is necessary to carry out suitability and sufficiency surveys with all stakeholders, including Senior Managers, staff and service users/members of the public, in terms of the office accommodation provision. Investigations will commence with all Senior Managers in the first instance and request feedback in respect of the suitability of the space occupied by their teams. 7.Space Allocation Strategy Office space is an expensive resource and the allocation of uses/users appropriate to location should be formalised. The main office establishments should be customer centric facilities, which support effective frontline service delivery and easy access to reception and meeting areas.

Frontline staff should be allocated on a priority basis to ground floor and front of building locations wherever possible. Staff with less-direct customer contact should be located on upper floors and in areas towards the rear of the building wherever possible. Ideally, the Chief Executive and all Service Directors should be accommodated at the same location.

Opportunities to re-locate bulky items, such as IT servers, to back office locations should be taken when being replaced. Any users/uses which do not require a full office specification should be re-located to more appropriate locations, eg warehouse/industrial/storage etc.

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8.Space Utilisation Standards

The Approved Code of Practice (ACOP) for the Workplace H&S Regulations recommends a minimum of 3.7 square metres per person, including desk and chair. Figures in relation to local authorities undertaken by CIPFA, provides a range of areas from 4 square metres for clerical workers to 13 square metres for surveyors/architects. Generally, current space per person is well in excess of 5 square metres per person, in both the Civic Centre and Ty Keir Hardie. A NIA of 6m2 per person is being applied to all staff accommodated in shared/open plan offices. Individual cellular offices should only be provided to staff with a clear identified need.

Personal workspace and furniture should be standardised to maximise on space. All surplus furniture should be disposed of and personal free-standing shelving should be considered rather than wall fixed to permit more modular space planning. 9.Condition and future investment needs

The current condition of the office accommodation properties, have improved significantly over recent years following the release of many poor condition properties and investment in the Civic Centre and Unit 5. The Civic Centre, is still in need of some general maintenance/repair works, although the boilers have been replaced recently.

Property Condition

Property Condition Costs Comments Civic Centre

C £409,450 Building requires significant investment to address current condition issues and avoid further deterioration. A rolling programme of planned maintenance is essential. Roof in poor condition.

Unit 5 Triangle Business Park

A Recently refurbished.

Health Park A New build 2012 Ty Homfray (Former PRU)

A

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10.Statutory Requirements

The Council must ensure that its office accommodation portfolio complies with all relevant statutory and health and safety legislation. This includes the requirement for Fire Risk Assessments, DDA compliance, Asbestos Register, and Legionella testing. Existing processes are in place to deal with these issues since a corporate approach has been implemented. Formal policies in relation to Asbestos and Legionella are in the process of being agreed with all Directorates to ensure full statutory compliance. Improvements to the existing asset management software, is currently being implemented corporately and will further assist in the management of the Councils statutory duties. 11.Environmental Issues

The Council has recently adopted an Energy Policy and any during any refurbishment work, buildings should be made more energy efficient than Part L of the Building Regulations. The recent refurbishment works at Unit 5 and those proposed for the Civic Centre have taken these requirements in to consideration. 12.Performance Management Measurement of the performance of the office accommodation portfolio is necessary to improve efficiencies, reduce costs and provide effective service delivery. Specific performance indicators and year on year targets have been established within the Asset Management Plan and are being monitored regularly. The measures relate to the Councils total office accommodation costs and to the average space occupied per person.

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Target No. Performance Indicator details All Wales Data Benchmark Data Target 13/14 Actual 13/14 Target 14/15 Actual 14/15 Target 15/16

1Office Accommodation space occupied per person (CAM043) 11.1m2 pp 11m2 pp (Median)

Maintain Median quartile

9.08m2 pp (ranked 7th -‐ Upper Quartile)

Maintain Upper Quartile Not yet available

Maintain Upper Quartile

2Office Accommodation cost reduction (CAM045) £119.85 per m2

£134.74 per m2 (3 buildings)£1,443,803 (overall) 11% reduction

£140.33 per m2 (3 buildings)£1,207,947 overall = 16% reduction

13% reduction (additional) Not yet available

5% reduction (additional)

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APPENDIX IV) ENERGY POLICY

MERTHYR TYDFIL COUNTY BOROUGH COUNCIL

Energy and Carbon Reduction Policy

Draft Copy

January 2011

MERTHYR TYDF

IL COUNTY BOROUGH COUNCIL

CYNGOR BWRDEISTREF SIROLME

RTHYR T

UDFUL

General Background

Council Background


Development and Implementation of the Energy Policy


Development and Implementation of the Energy Policy

APPENDIX V) COMMUNITY ASSET TRANSFER STRATEGY

Asset Review Disposal Strategy

Designed by Printing and Graphic Services Section, Corporate Centre, Merthyr Tydfil County Borough Council, Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN

COMMUNITY ASSET TRANSFER STRATEGY

MERTHYR TYDFIL COUNTY BOROUGH COUNCIL

Merthyr Tydfil County Borough Council - Community Asset Transfer Strategy Merthyr Tydfil County Borough Council - Community Asset Transfer StrategyMerthyr Tydfil County Borough Council - Community Asset Transfer StrategyPage 1

Community Asset Transfer StrategyApproved at Council 3rd March 2010

1. Strategy

1.1 This strategy outlines Merthyr Tydfil County Borough Councils approach to Community Asset Transfer. It aims to be a clear, transparent and positive framework to assist in the consideration of appropriate transfer of assets to the third sector.

1.2 A fundamental aim of the Council is to support community development and empowerment of communities to help them deliver their own solutions to local needs and demands. People are the strongest and most valuable asset that a community has and the transfer of fixed assets to well organised and supported groups will encourage greater community activity and responsiveness in local areas.

2. National Policy Context

2.1 The Local Government Act 2000 introduced the power for Local Authorities to promote economic, social and environmental well-being and this is already reflected in the Councils current disposal procedures.

2.2 The Local Government White Paper “Strong and Prosperous Communities” October 2006, signaled opportunities for communities to manage and own public buildings and highlighted the role asset management or ownership can play in empowering communities and providing a means of securing external investment.

2.3 Subsequently, the Quirk Review “Making Assets Work” May 2007 concluded that transferring public assets to communities leads to more responsive services that meets the local communities needs.

2.4 The Welsh Assembly Government has launched a Community Asset Transfer

Programme (CAT), administered by the Big Lottery Fund. This programme provides both capital and revenue funding to support the transfer of assets, such as land and buildings, from public sector organisations to community ownership.

3. Local Policy Context

3.1 The Councils vision, as set out in the Corporate Plan 2008 – 2011 states:

• By 2010 Merthyr Tydfil will be a safe, healthy and exciting place to live.• Our ambition is to become a sustainable, confident County Borough that recognises

and promotes equality of opportunity and where people want to achieve in all aspects of their life, through work, leisure and learning.

Merthyr Tydfil County Borough Council - Community Asset Transfer Strategy Merthyr Tydfil County Borough Council - Community Asset Transfer StrategyMerthyr Tydfil County Borough Council - Community Asset Transfer Strategy

• Our vision is to be recognised as a vibrant, thriving regional centre for the valleys.

3.2 The Corporate Plan uses themes contained in the Community Strategy “2020 Vision” as a guide. The theme “People Power and Community Empowerment” prioritises customer focus and customer engagement and the consideration of Community Asset Transfer is a major step in achieving this.

4. Principles

4.1 Public assets owned by the Council and/or the community are a major strength and an important means of helping to meet the Councils overall objectives.

4.2. The Council recognises the opportunities offered by community management of assets. It also recognises that there are risks to be considered as part of the process, not least the possible loss or reduction in the capital receipt, which could be realised, should properties be sold on the open market.

4.3 All public assets managed by the community should be open and accessible to all. They should meet the Councils standards in respect of equality and diversity and have direct community involvement.

4.4 It is accepted that different methods of transfer is appropriate depending on individual circumstances. This can range between short-term leases, long-term leases and freehold transfer. Generally, a long-term lease will be considered most appropriate to allow the Council to retain some control, but where the transfer of a freehold is considered appropriate, covenants protecting the Councils interests will be secured in the transfer.

4.5 Service level agreements will be necessary in some instances where the Council wish ensure and safeguard the future provision of community facilities. This will be particularly important in circumstances where, for instance, community centres are considered for transfer to community organisations. Assets can be transferred to allow direct community provision and access to alternative sources of funding, but based on an agreement to provide a certain level of community provision.

4.6 Community Asset Transfers will only be considered where there is direct sponsorship from a Council Department, to ensure on-going monitoring of the agreed service delivery and benefits derived from the transfer.

5. Process

5.1 Properties may be identified as potential candidates for Community Asset Transfer in a variety of ways. They are likely to be identified either by community groups themselves, by the existing service departments or following a decision to be declared surplus to requirements as part of a wider area based review.

Page 2


Designed by Printing and Graphic Services Section, Corporate Centre, Merthyr Tydfil County Borough Council, Civic Centre, Castle Street, Merthyr Tydfil CF47 8AN

5.2 All properties and their potential for Community Asset Transfer will be assessed in the first instance by the Head of Estates and will be considered in relation to the Corporate Plan and Corporate Asset Management Plan. The status of the property, including its tenure, value and priority of the capital receipt will form part of the assessment, as will the potential community benefits of transfer.

5.3 Should a property be confirmed as suitable for Community Asset Transfer then the next stage will be to identify potential projects/proposals appropriate to the property. Consultation with all internal departments of the Council will be undertaken, together with consultation with the Local Members. It is expected that these consultations will identify all potential community organisations, which have the capacity and an interest in taking appropriate projects forward.

5.4 Following feedback from Departments and Local Members, all relevant organisations will be contacted with details of the property and request submission of detailed business plans. The business plans must include detailed proposals including projected capital and revenue costs, proposed funding and other sources of income, details of community support and benefits, sustainability and projected timescales.

5.5 All submissions will be fully assessed by the Head of Estates in conjunction with internal departments, Local Members and where necessary relevant external organisations. Financial information will need to be verified and funding sources confirmed as part of this process. An options appraisal process will be necessary to compare competing organisations and/or proposals and the alternative of a potential capital receipt and a framework for this assessment is currently being drafted.

5.6 Reports will be brought before Cabinet to approve as appropriate all recommended Community Asset Transfers.


Designed by Printing and Graphic Services Section, Customer Services Directorate, Unit 5, Pentrebach, Merthyr Tydfil

Asset Management Plan 2014-2019

DesignedbyPrintandGraphicDesignSection,MerthyrTydfilCountyBoroughCouncil,CustomerServicesDirectorate,

Unit5,Pentrebach,MerthyrTydfil

corporate asset management plan · corporate asset management plan 2014/19 page 5 priority outcomes...

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