Decision details

STOCKTON-ON-TEES BOROUGH COUNCIL

 

CABINET DECISION

 

PROFORMA

 

Cabinet Meeting ........................................................................ 12 December 2024

 

1. Title of Item/Report

 

 Strategic Asset Management Plan (SAMP) 2025-2030

 

2. Record of the Decision

 

Consideration was given to a report on the Strategic Asset Management Plan (SAMP) 2025-2030.

 

The Strategic Asset Management Plan (SAMP) 2025-2030 sets a strategic direction for the Council managing its land and property portfolio. It marks the transition to a Corporate Landlord Model, centralising all Council-owned assets' ownership and strategic management.

 

This approach ensures efficiency, transparency, and alignment with the Council’s strategic objectives. The SAMP outlines key aims and actions to maximise the use of land and buildings, drive regeneration and inclusive growth, and support community needs, all while promoting sustainability and value for money.

 

The Council’s land and property portfolio included operational buildings, commercial properties, community facilities, housing, and land assets. Given financial pressures, it was vital to manage these assets effectively to achieve cost savings, generate income, and advance the Council’s broader corporate priorities, including regeneration and inclusive growth, sustainability, and community well-being. 

 

The Strategic Asset Management Plan (SAMP) 2025-2030 provided a strategic direction to align asset management with the Council’s corporate objectives. The SAMP prioritised financial sustainability, regeneration and inclusive growth, asset efficiency, and meeting the community's diverse needs.

 

A core feature of the SAMP was the Asset Challenge process, which involved continuous evaluation of asset performance and relevance. This ensured that assets remained fit for purpose, contributed to corporate objectives, deliver value for money and align with service delivery needs. It also identified opportunities for collaboration, partnership, repurposing, redeveloping, maximising income, and reducing operational costs.  This process ensured the Council could adapt to changing needs and maximise the value of its assets.

 

The SAMP introduced a Corporate Landlord Model, centralising the ownership and management of assets under a corporate function. This shift ensured decisions aligned with the Council’s strategic objectives, promoted transparency, and maximise efficiency in service delivery. Service departments would become corporate tenants, using assets to deliver their services, while the Corporate Landlord would manage these assets, ensuring compliance with legal and operational standards.

 

The SAMP comprised three interconnecting components:

 

• Policy: Establishes the overarching direction for managing Council assets to meet corporate objectives and priorities.

• Strategy: Outlines the key aims for our assets, including a corporate approach, regeneration and inclusive growth, value for money, optimisation, community support and partnership, and sustainability.

• Action Plan: Provides a live document detailing specific actions, performance measures, and timelines for achieving the strategy objectives.

 

Under the SAMP, the Council’s asset management approach was structured around six key aims:

 

a. Corporate Landlord Model:

Under a Corporate Landlord model, ownership of all assets and responsibility for their management is centralised, shifting ownership from individual service departments to a Corporate Landlord function for consistency and improved financial efficiency. The service departments become corporate tenants and use assets for service delivery.

 

b. Regeneration and Inclusive Growth:

The Council will utilise its land and buildings to stimulate regeneration, attract investment, and promote inclusive growth. This includes prioritising assets to support business growth, revitalising town centres, and creating new opportunities for residents and businesses.

 

c. Supporting Communities and Partners:

This will highlight the role of Council assets in empowering local communities. It promotes using assets to strengthen partnerships with local organisations, support well-being, and foster social cohesion. The plan ensures that properties like community centres and public spaces deliver tangible social benefits by aligning asset management with community needs.

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d. Optimisation of Assets:

The Council will ensure its assets are fully utilised, fit for purpose, and aligned with strategic goals through systematic review and challenge processes. This includes reducing operational costs, identifying opportunities for consolidation, and repurposing underutilised properties.

 

e. Value for Money and Financial Efficiency:

We will ensure that the Council’s assets deliver optimal value for money. This includes continuously challenging occupation and utilisation, maximising financial returns, reducing operational costs, and ensuring assets are fit for purpose. The plan outlines a process of regularly challenging asset performance and utilisation, seeking opportunities for consolidation, income generation, and cost savings.

 

f. Sustainability and Environmental Stewardship:

The SAMP supports the Council’s sustainability goals by ensuring environmentally responsible asset management. It sets out a strategy to reduce carbon emissions, improve energy efficiency, and promote sustainable practices across the estate.

 

Alongside the SAMP, the Council would develop specific targeted asset management strategies to address distinct needs and opportunities, ensuring they contributed effectively to the Council’s corporate objectives. This approach would allow for more focused management and asset optimisation while ensuring alignment with the overall vision outlined in the SAMP.

 

RESOLVED that:-

 

1. The live Strategic Asset Management Plan (SAMP) 2025-2030 (Appendix 1 of the report) be approved.

 

2. The implementation of the Corporate Landlord Model to centralise asset ownership and streamline management processes be endorsed.

 

3. The planned review of assets to ensure their optimal use in alignment with strategic goals and community needs be noted.

 

3. Reasons for the Decision

 

           

1. Efficient Asset Management: To manage Stockton-on-Tees Borough Council’s assets to maximise value for money and align with strategic goals and community needs.

 

2. Regeneration and Inclusive Growth: To leverage land and property assets to stimulate regeneration, attract investment, and promote inclusive economic growth across the borough.

 

3. Aligned Practices: To standardise asset management processes across the Council for consistency, operational efficiency, and improved decision-making.

 

4. Alternative Options Considered and Rejected

 

None

 

5. Declared (Cabinet Member) Conflicts of Interest

 

None

 

6. Details of any Dispensations

 

None

 

7. Date and Time by which Call In must be executed

 

Midnight Friday 20 December 2024

 

 

 

Proper Officer