Issue - meetings

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  ...  view the full decision text for item 7.