sevenoaks district council asset management

SEVENOAKS DISTRICT COUNCIL

ASSET MANAGEMENT &CAPITAL INVESTMENT

BEST VALUE REVIEW

INDEX INTRODUCTION Scope of Review 1 Review Team 1 Methodology 2 Reporting Structure Chart 2 SECTION A KEY RECOMMENDATIONS 3 SECTION B PROPERTY & BUILDING ASSET MANAGEMENT Definitions 6 Organisational Arrangements 6 Asset Maintenance 7 Data Management 8 Performance Management 9 Property Review 10 SECTION C CAPITAL STRATEGY Definition & Types 11 Review of Current Policy 11 Funding Options 12 Prudential Code 12 Project Appraisal 13 Cost/Benefit 14 Service Investment Planning 14 Option Appraisal & Suitability 14 Budget Monitoring/Reporting 15 Current Reports 15 Issues 15 Capital receipts 15 SECTION D INFORMATION TECHNOLOGY Asset Management Definitions 16 Current Organisational Arrangements 16 Asset Maintenance 17 Future Organisation Arrangements & Asset Maintenance 17 Information Asset (Data) Management 17 Performance Management 18

Option Appraisal & Suitability 18 Review of Current Policy 19 Funding Options 19 Project Appraisal 19 Risk Analysis 20 Cost/Benefit 20 Service Investment Planning 20 IT Depreciation 20 IT Disposal 20 SECTION E VEHICLE REPLACEMENT Purchases 21 Depreciation 21 Disposal 21 Fleet Management Account 21 Vehicle Fleet 21 Vehicle Replacement Fund 22 Fund Performance 22 SECTION F IMPROVEMENT PLAN 23 SECTION G APPENDICES Appendix A - Operational Assets (Corporate) 30 Appendix B - Operational Assets (Community) 31 Appendix C - Non-Operational Assets (General) 32 Appendix D - Non-Operational Assets (Surplus) 33 Appendix E - Property Category Definitions 34 Appendix F - The Role of the Corporate Property Officer 35 Appendix G - Reporting Routes 36 Appendix H - The Four Cs 37 Appendix I - Asset Maintenance budget allocations & expenditure 38 Appendix J – Asset Maintenance 10 Year Plan 39 Appendix K – Asset Disposal Monitoring Report 53 Appendix L – CIPFA and Financial Definitions 62 Appendix M - Capital Programme 2005-08 63 Appendix N – Prudential Indicators 64 Appendix O - Capital Strategy Statement 70 Appendix P – Asset Maintenance & Capital Programme Monitoring Report 76 Appendix Q – Asset Maintenance Funding Summary 79 Appendix R – IT Asset Maintenance Expenditure May 2004 80 Appendix S – IT Capital Expenditure May 2004 81

Appendix T – IT Asset Summary & Insurance Value 82 Appendix U – IT Current Software List 83 Appendix V – IT Overall Cost of Asset Replacement 84 Appendix W - Role of Head of Technology 85 Appendix X – Fleet Schedule 86 Appendix Y – Vehicle Replacement Approved 2005/06 Programme 87 Appendix Z – Glossary of Terms 89 Appendix Z1 – Institute of Public Finance Review 92

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INTRODUCTION Scope The review follows the successful submission of a Capital Strategy and Asset Management Plan (CS&AMP) to the Office of the Deputy Prime Minister (ODPM) in 2002. In successive years core data sheets and performance indicators have been submitted to the ODPM and the requirement for these was suspended in 2004 pending national review of all property performance indicators. This Best Value Review has been undertaken by members with support from officers to fundamentally review the current processes involved in managing the Council’s assets including property (Section B) and vehicles (Section E) to agreeing an Action Plan (Section F) to determine best practice and performance measurement of these aspects of the Council’s service. Matters relating to IT will be found later in the report at Section D The review is of the Council’s Asset Management & Capital Strategy procedures and is not a review of the overall property function of the Council, which formed part of the Professional Services Best Value Review in 2001. Team The review panel comprised the following Members of the Council: Cllr Peter Coates (Portfolio Holder and Chairman of the Review Group) Cllr Leon Baker Cllr John Lankester Cllr Philip McGarvey Cllr Michael Tuke With support from the following officers: Kristen Paterson (Community Services Director) John Cowx (Access Developer – IT Services) Jim Latheron (Professional Services Manager – Legal & Property Section) Doug Williamson (Chief Financial Officer) Richard Wilson (Head of Direct & Customer Services) Contributions from: Orlan Berkin Karen Perry John Plumb (Institute of Public Finance)

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Methodology The Review used the 4 Cs (Compare, Consult, Compete and Challenge) to identify opportunities to improve the Capital Investment and Asset management process. (Appendices H & Z1) The Review Team considered the existing CS&AMP and investigated the sources of core data, which made up the Plan. Discussions within the Team identified areas for further consideration and inclusion in an Action Plan.

Current Asset Management PlanReporting Structure

Professional ServicesManager

Corporate Services Director(CPO)

Operations Managers

Heads of Service

Directors

Chief Executive

Cabinet

Reporting Route Consultation with Customer

SECTION A

KEY RECOMMENDATIONS

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KEY RECOMMENDATIONS Operational: R1 To review the role of the Corporate Property Officer following the appointment of the Corporate Services Director. (Appendix F) R2 Ensure that the structure and organisational relationship of Property & Building Services to the rest of the Council should follow the current Heads of Service structure and be reviewed to maximise opportunities for organisational effectiveness, consultation, communication and the enhanced service delivery. (Appendix G) R3 To introduce a process to ensure that maintenance work and budget for the following year is reviewed 6 months before the year end together with major items of expenditure over the next 3 years. A 5-year rolling review of the condition of all properties is to be undertaken with a view to identifying major repair items over the coming years. Review the performance and future of asset maintenance budgets including methods and time frames for profiling expenditure. (Appendix J) R4 Identify methods and procedures of disposal appropriate for various types of property including a risk analysis of each option This must include the imposition of restrictive conditions (if appropriate) including positive consultation with Local members and the relevant town or parish council to ensure that reports for the disposal of property to consider community needs and social objectives. (Appendix K) R5 Identify suitable local property performance indicators and add these to the proposed National performance Indicators when they are published. Financial: R6 Review the levels of delegation granted to officers as part of the Council’s constitution and financial regulations together with appropriate capping of Directors’ authority to purchase assets. R7 Review the Investment Appraisal Process and develop a Capital Investment Policy, to include major IT investment, taking regard of types of investment and service priorities. Develop and embed a long-term strategic capital financing strategy into the Capital Investment Policy and review the approach to asset maintenance funding in the longer term. R8 Develop a new project appraisal model to integrate into the current project management process

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R9 Develop the current asset maintenance and capital programme monitoring reporting arrangements to ensure integration into the new financial monitoring regime to include a consistent approach to profiling and the carrying forward of budgets. Ensure that planning and financial monitoring reports reflect the structure outlined in R2 above. (Appendix P) I.T. Asset Maintenance Recommendations R10 I.T. Asset Maintenance fund to be managed separately from the existing Council Asset fund and headed up by the H.O.T. (Appendix R) R11 IT Asset Maintenance fund be re-assessed and driven by the requirements of replacements of assets as described in (Appendix V) R12 Future replacement provision to be included in any investment project appraisal. This provision is to be included in the I.T. Asset Maintenance fund. (Appendix R) R13 Assets that are currently automatically supported by the I.T. Asset Maintenance fund are to be reviewed. The outcome would define which future assets are supported by the I.T. Asset Maintenance fund and those which will be supported by contributions from the customer. R14 It is recommended that a register of all IT assets be held and maintained by IT Services. IT Capital Expenditure Recommendations R15 The existing fund is to be included in the replacement cost of existing I.T. Assets (Appendix Q). R16 The H.O.T, together with the relevant section heads, is to review every section’s current and future I.T. requirements and produce a three year plan, in time for annual budget allocations.

R17 All future I.T. capital projects or requirements are to be presented to the I.T. Steering Group with a relevant business case and project plan. These are to be reviewed by the group and accepted or rejected in accordance with Council priorities. R18 Every section’s annual I.T. budget is held centrally by I.T. Services. Funds and funds for projects ratified by the I.T Steering group, which do not have external funding, are made available from this fund.

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Other IT Recommendations R19 I.T. Services work closely with their customers by offering appropriate consultancy and guidance to enable them to make informed decisions in relation to their future technology requirements. R20 Implement a review of the IT Depreciation process.

SECTION B

PROPERTY

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PROPERTY & BUILDINGS Definitions Asset Management is the strategic management of land, buildings and other assets in the Council’s portfolio as a whole. It can be defined as optimising the utilisation of assets in terms of service benefits and financial return. There is a difference between Asset Management and the day-to-day property, project management and property services. Asset management is concerned with the long term view of the best use of the Council’s assets including those held and used by individual service departments as well as those held by the Council but used by an external organisation. E.g. A community organisation or a commercial tenant. Organisational Arrangements The current Asset Management Plan (AMP), as relating to the Council’s land and property holdings, is administered by the Legal & Property Section within Corporate Services. Vehicles are administered by the Head of Direct & Customer Services. IT is administered by the Head of Technology. Reporting to the Council is the responsibility of the Finance Portfolio holder and budgetary matters are scrutinised by the Finance Advisory Group as part of the budget monitoring process. The following directorates have day-to-day property responsibilities in consultation with the Professional Services Manager as detailed below

DIRECTOR HEAD OF SERVICE FUNCTION Community Services Head of Community

Development. Head of Direct and Customer Services

Leisure Properties Urban Parks & Playgrounds Public Toilets Tourist Centre Depot Vehicles

Corporate Services Head of Legal & Property Head of Technology

Central Offices Community Properties Amenity Land Surplus Properties IT

Strategic Services Head of Engineering Head of Policy & Environment

Car Parks Countryside Properties Rural Parks

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All strategic matters, relating to property and land requiring a report to Members are co-ordinated through the Property & Building Section of the Corporate Services Department. The Corporate Property Officer (CPO) is currently the Chief Financial Officer. To ensure representation of asset related matters at the Council’s Management Team it is considered appropriate to discuss if the Corporate Services Director (the Section 151 officer) ought to be nominated as the CPO. (Appendix F) [R1] The CPO would then report direct to the Chief Executive and would also be a member of the Council’s Management Team whose other members are The Chief Executive, The Strategic Services Director, The Community Services Director and the Head of Personnel. (Appendix G) [R2] The Professional Services Manager of the Council (within the Corporate Services Department) is the CPO’s nominated deputy and has the day-to-day responsibility for implementing the Asset Management Plan and all associated property related matters. The Professional Services Manager also has responsibility for the Property & Building Section of the Council and reports to the Head of Legal & Property. The Member with responsibility for Asset Management matters is the Cabinet Member and Portfolio Holder for Finance who, amongst other responsibilities, oversees the long-term financial strategy. Overall budgetary direction and strategic delivery of the Asset Maintenance & Management Plans. (Appendix G) Asset Maintenance During the later part of 2000 and early 2001 all Council properties were surveyed by officers of the Central Services Property & Building Section. The resulting condition surveys identified the works required to maintain the fabric of each building and hence the service which they provide. The associated plant and machinery was inspected by consulting engineers and their findings incorporated into the appropriate condition survey. This work was undertaken as a centralised function and the completed reports were submitted to the respective operating departments and Members for consideration. The surveys identified the maximum work likely to be required over a 10-year period. The total 10 year cost (excluding IT [£2.5m over 10 years] and car parks) was estimated to be £12.2m plus fees of approximately £1.5m. This figure excluded works necessary for compliance with the provisions of the Disability Discrimination Act, any relevant fire precaution and occupational safety requirements, service contracts already commissioned as part of the annual revenue costs of the buildings, and improvements. However it included replacement/refurbishment works to plant & machinery within the properties. A summary of the results of this survey is contained in Appendix J. This survey will be reviewed on a regular basis and to take account of the disposal of assets.

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The first three years of the estimated maintenance plan was developed in consultation with the Finance department and with reference to the Capital Strategy and reported to Members. The funding allocated to Asset Maintenance as a result of this review is detailed in Appendix I The Property & Building Section discussed the available funding with the operational departments and a list of priority work within the these budgets was agreed and commissioned. The works were prioritised on the grounds of health & safety, income generation and other service provision. Members resolved that funding be aligned to a strategic long-term plan; and that the uncompleted projects be reviewed for inclusion in following financial years. The Council allocated resources up to and including year 2005/06. This funding is assumed to continue into future years at between 40 and 50% of the maintenance expenditure identified in the 10 year Asset Maintenance Plan as part of the Council’s financial model. (Appendix I) The Council has decided to set aside £10m in an earmarked reserve account for Asset Maintenance. At March 2004 this reserve stood at £8.2m. It is considered this balance should be sufficient in the medium term but is not sustainable in the longer term. The Council needs to devise a more transparent and sustainable way to meet these costs. The condition of the properties in the Council’s portfolio is reviewed annually and maintenance backlogs identified and quantified as part of the asset maintenance programme. This is reported to the Management Team and Members as part of the annual review process. The condition surveys relate to categories A to D whilst the maintenance backlog is categorised 1 to 4 as required by the Asset Management Plan guidance. (Appendix E) [R3] Data Management All property and related records are held and administered centrally by the Property & Building Section of Corporate Services. The management of the estate is also centralised under the same department who advise, liaise with and inform the operation departments of their rights, obligations and opportunities in respect of the various property holdings under their operational control. To date all property records have been held in a paper format. Although comprehensive and up to date, as confirmed by the District Auditor in 2000, these are in the process of being transferred to a digital format following the acquisition of the CAPS Uniform 2000 Estate Management System. This system has links to the Council’s GIS systems. At present the paper record is being maintained in parallel with the newly input data. The building maintenance and estate accounting modules will be added to the core system as

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inputting progresses with a view to having a fully computerised property terrier in place at the earliest opportunity. The Council is represented on the Southeast Region CAPS User Group. by members of the Property & Building Section. This group reviews and advises the software suppliers on the scope for developments/alterations to the system to satisfy local authority requirements. Following the acquisition of the CAPS Uniform system, the suppliers provided training to the relevant staff. The maintenance and operating budgets are managed using the Council wide Agresso accounting system. This system provides management reports detailed by function, property or service. All operating departments are required to provide data on energy consumed in the properties under their control whilst other running cost data is held centrally and is available for use by the CPO in providing performance indicators relating to the property. Performance Management, Monitoring & Information The Council has adopted all 5 National Property Performance Indicators (PPIs) together with 7 Local Property Performance Indicators (LPPIs) to provide additional management information pertinent to the District Council’s property management. The Local Indicators cover the following areas of measurement and together with the PPIs will be reported to the Management Team and the Cabinet annually.

LPPI 1 Asset Plan preparation and review LPPI 2 Staff time LPPI 3 Management cost LPPI 4 Rented property voids LPPI 5 Rent arrears LPPI 6 Rent reviews/renewals actioned LPPI 7 Percentage of responsive repairs against planned cases.

Recent guidance from the ODPM has suspended the reporting of these performance indicators in anticipation of a revised national guidance being issued; no date for this has yet been set. Best Value Performance Indicator (BV 156) relates to the number of Council properties in which all public areas are suitable for and accessible to disabled people. This information is reported annually. The proportion of planned compared with unplanned maintenance cases are reported monthly. [R5]

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Property Review Following an initial review of the Council’s landholdings in 1998 a further comprehensive review was undertaken in 2000. This review identified a number of areas of land and property which were surplus to the Council’s requirements. A disposal programme is continuing in respect of these properties. (Appendix A to D). Other properties which although not considered surplus to requirements were reviewed to ensure that they were not under performing and various potential leasing opportunities were identified for action. Property review monitoring reports are presented to the Members on an annual basis. All property review matters directly affecting a local area are referred to the local members and the relevant town or parish councils for positive consultation. (Appendix K) A subsequent phase of the review identified non-strategic amenity land held by the Council which was considered suitable for transfer to the relevant town or parish council. Following valuation advice from the District Valuer consent has been obtained from the Government Office for the South East to transfer these parcels of land to the town/parish councils at nil value. The concept behind this part of the review was to enable local amenity land to be managed locally and thereby reduce the overall maintenance commitments of the Council. A number of areas of land have been identified by a joint working party representing officers of the leisure group, housing strategy group, property section and a local housing association to provide social housing in areas where prohibitive land values have prevented residents on low incomes being able to own/rent property. Most of the land identified is not suitable for private sector development either by virtue of its location or Local Development Plan status. These sites are now the subject of negotiations with the local social housing providers As part of the various operating departments best value reviews the suitability and need to occupy land and property has been considered. The Property Review is an ongoing project that will continually monitor the Council’s land and property holdings to evaluate the land and property remaining within the public domain whilst providing capital funding of the asset maintenance programme, amongst others, to ensure that the remaining properties are maintained to an appropriate level having regard for the purpose they fulfil. [R4] The Council owns a number of older properties that have been converted to provide accommodation for the voluntary/charitable sector. These are under review to ensure suitable usage by those outside agencies. (Appendix C) The property disposals arising from the Property Review are a key financial input to the Council’s 3 year Financial Plan. (Appendix M)

SECTION C

CAPITAL STRATEGY

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CAPITAL INVESTMENT Definitions/Types Capital investment is expenditure on the acquisition, creation or enhancement, other than routine maintenance, of fixed assets. A copy of the CIPFA definition is included at Appendix L as is a definition of Deferred Charges together with a comment on Revenue Expenditure. Fixed Assets are generally identified as:

Operational Land and Buildings (Appendices A and B) Non-operational Land and Buildings (Appendices C and D) Infrastructure - items that have a life of over 1 year but have no realisable value such as roads, sewers, sea defences etc. Community items including parks, cemeteries and crematoria and buildings held to be of architectural or historic interest but not primarily for service delivery, such as historic monuments. Vehicles, Plant and Equipment

In addition expenditure on fixed assets can be “capitalised” and financed from capital receipts, or loan, on deferred charges. Deferred charges are peculiar to local authority accounts. Such expenditure may be capitalised but does not result in a fixed asset for the council. Some examples of deferred charges are:

Improvement Grants Highway Works (e.g. Edenbridge Relief Road) Parish Projects

These are essentially capital investments where the ownership of the asset lies, or will ultimately lie, with another body. Under guidance from CIPFA, IT software is also generally treated as a deferred charge item. Review of Current Policy The Council’s current policy with regard to capital investment is set out in the 2002/03 Capital Strategy Statement (Appendix O) The guideline criteria for considering new capital proposals are as follows:

a) mandatory schemes; b) schemes which reduce or eliminate ongoing revenue costs;

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c) schemes developing Council owned assets; - extending their useful life - having health and safety implications, or - increasing or safeguarding income streams

d) specific schemes only, not small capital scheme allocations; and e) other schemes would only be considered as exemptions.

The council’s current capital programme is set out in Appendix M. The Capital Investment Policy now needs to be reviewed following changes to the Social Housing Grant (SHG) and the Prudential Code, and to reflect the new service priorities being developed. Any review of the policy must consider officer delegation, particularly where capital investment allocations cover a number of items (e.g. IT, Vehicle Purchases). De-minimus limits must be developed for specific types of investment (e.g. computer hardware). [R6] Funding Options Capital expenditure can be financed from any or a combination of the following sources :

Borrowing Capital Receipts Asset leasing/contract hire Revenue and depreciation Partnership contributions (including Government Grant) Reserves

The Council has been “debt-free” since 1991. This has had advantages in enabling the use of capital receipts and the simplification of administration. Changes brought about by the Local Government Act 2003, and in particular the new “Prudential Code” have made borrowing a possible means of financing capital expenditure. Asset leasing, and/or contract hire, is not normally considered for vehicles and equipment but such options should be kept under review The specific source of funding must be included in any new project appraisal model in the context of a strategic funding policy. Prudential Code Local authorities are required by Regulation to have regard to CIPFA’s Prudential Code when carrying out their duties under Part 1 of the Local Government Act 2003. The key

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objectives of the Prudential Code are to ensure, within a clear framework, that the capital investment plans of local authorities are affordable, prudent and sustainable. In order to demonstrate that the local authorities have fulfilled the Code’s objectives, the Code sets out indicators that must be used and factors that must be taken into account. The Code does not include suggested indicative limits or ratios for these indicators; these will be for the Council to set itself. (Appendix N) The Code has most significance for authorities that borrow to fund their capital programmes. The Code replaces complex regulatory frameworks covering local government capital expenditure with a system largely based on self-regulation. As Sevenoaks District Council is currently a debt free authority with a limited capital programme the change is of less significance but the indicators should still provide Members with useful information on the financial implications of capital investment decisions. Future plans, and in particular the 3-year financial plan being developed as part of the 2005/06 budget process, assume the District Council remains debt free. Project Appraisal A Project Appraisal system was developed in the late 1990s and was previously applied to all large schemes, such as the Sevenoaks Dryside extension. As the Council’s capital programme has run down, it has fallen out of use, and was not applied to the recent Edenbridge Relief Road scheme. The procedures for setting the Capital Programme and the framework for implementing individual schemes are set out in the Financial and Contract Procedure Rules within the District Council’s constitution. The Council has adopted its own version of the PRINCE 2 Project Management system. A new capital project appraisal model needs to be developed to integrate into this corporate approach. [R8] Key aspects of any new system should include: A project match to service objectives and strategies A full life costing analysis A funding statement A revenue cost analysis An asset requirement justification A Client view/technical view statement An appraisal of options/alternatives A market research/consultation statement A risk analysis

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Any new template must be flexible to cover all types of capital investment, and incorporate appropriate reporting and delegation levels for different values of investment. Cost/Benefit As part of project appraisal, consistent policies need to be applied to reporting costs and benefits analysis. Costs must be shown in a standard analysis of land, construction, equipment, etc. Revenue implications need to be calculated in a consistent way, with clear targets for future costs and income streams. Benefit analysis will be dependant on the nature of scheme. Consideration should be given to using the recently developed “2004 Prioritisation Matrix” scoring methodology. Benefits considerations must have some element of measurable performance to enable monitoring following implementation of any scheme. Service Investment Planning As part of the integrated 3 year financial and service planning processes, including the asset maintenance planning referred to elsewhere in this report, the Directorate and Heads of Service need to identify medium term capital investment requirements. This will be closely linked to the Asset Management process in terms of asset renewal and asset use. [R8] Option Appraisal & Suitability Each project must be subjected to a rigorous financial appraisal which will form part of the submission to the Management Team and the Members. Capital expenditure, future revenue costs and loss of investment income are to be considered and set against the social and financial benefits which may accrue from the project. Option appraisal will be achieved through multi discipline groups of officers together with outside consultants as necessary, advising on major projects. The Property Review report to Members must provide a sustainability checklist in respect of each property covering the need to hold the property, whether it fulfils a statutory function, economic reasons, whether the function can be provided by another agency, essential need, desirability to dispose, and economic benefits A suitability survey must be conducted amongst the Heads of Service to cover all areas of occupation by the Council and this will be extended to tenants and other occupiers.

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BUDGET MONITORING/REPORTING Current Reports Copies of the current monitoring reports for asset maintenance and capital programme are attached at Appendix P These reports are produced monthly and stand apart from the overall revenue summary. [R9] The current reports are by the Director and Head of Service, and then scheme/asset, although it is recognised that there are some inconsistencies in the detail. This is picked up in action R9 in the Improvement Plan to ensure reports reflect responsibility structures The Finance Advisory Group, with officers is developing an integrated monitoring format for implementation in 2005/06. Issues The main issues identified with the current reporting concern: Profiling of budgets Carry forward provision for under spent budgets External contributions to schemes (e.g. capital grants and developer contributions) Schemes with durations of more than one year As part of the new reporting arrangements a corporate approach to these concerns needs to be developed. This may involve large schemes, such as Edenbridge Relief Road, being reported in more detail as well as part of the standard format. Capital Receipts The current asset disposal programme is reported quarterly to Overview & Scrutiny Board (Appendix K). There is no reporting of such receipts in the current standard financial monitoring papers. Capital Receipts arise from:

Asset Sales (e.g. land, buildings and vehicles) (Appendix K) Mortgage Repayments (on the 50 or so remaining Sale of Council House mortgages) Staircasing (arising from ongoing additional purchases of Shared Ownership properties)

In order to develop an overall “cash position” summary report, these items need to be included, and action [R9] in the Improvement Plan reflects this.

SECTION D

INFORMATION TECHNOLOGY

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ASSET MANAGEMENT

Definitions Information Technology (IT) Asset Management is the strategic management of an organisation’s IT assets (which includes hardware, software, licences and intellectual property) in terms of the portfolio as a whole. It can be defined as “optimising the utilisation of assets in terms of service benefits and financial return”.

Organisational Arrangements The IT Services current policy for including assets into the IT Asset Maintenance fund is as follows:

1. IT’s customers request IT Services to procure assets with the relevant budget code.

2. Provision is made in the Asset Maintenance budget for the replacement of those assets.

3. If assets are procured individually or not through IT Services then these assets are not included in the IT Asset Maintenance Budget.

The IT department’s current arrangements are as follows:

1. The IT Asset Maintenance expenditure is currently funded by the Council’s Asset Maintenance fund. This fund was developed as a 10 year financial plan to ensure that all the Council properties were maintained correctly and able to carry out the service they performed (Appendix I). The IT budget was set at £2.5 million over the 10 year period.

2. The IT Asset Maintenance budget is currently apportioned according to what funds are available from the Council’s Asset Maintenance fund, after the necessary property fund allocations have been made. This review has highlighted that the existing and future needs of the IT asset maintenance, to ensure the continual IT support service, will not be met by the current Asset Maintenance fund allocations (Appendix S).

3. An annual report is sent to the Services Select Committee showing the current IT Asset Maintenance Budgetary expenditure (the existing forecast is Appendix P).

4. The Member with responsibility for Asset Management matters is the Cabinet Member for Finance who, amongst other responsibilities, oversees the long-term financial strategy, the overall budgetary direction and the strategic delivery of the Asset Maintenance & Management Plans.

5. An annual report is sent to the Exchequer team in Corporate Services detailing the value of relevant equipment for insurance purposes.

6. It is the intention of the IT Asset Maintenance fund to replace all of IT hardware procured through IT.

7. The Council is FAST compliant to Bronze level, which ensures that the Council has purchased and maintains the correct licences for all software used by the Council. SDC is working with Kent Connects to ensure and maintain the compliance.

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Asset Maintenance The IT department currently maintains the Council’s IT assets by:

1. Maintaining asset lists of all items purchased from the current main hardware supplier, Dell. Each item is asset tagged and replaced when the agreed “life” of that item has expired (3yr list replaced every 5 years).(Appendix T)

2. Assets are replaced if their warranty contract has expired, if the asset fails or if the software requirements of the organisation requires hardware with a higher specification. (Appendix U)

3. A database of all nodes on the LAN is maintained and equipment is replaced when necessary.

4. The IT core infrastructure is purchased with annual maintenance contracts and Third party insurance is taken out yearly.

5. Each software package is supported with a maintenance contract and the relevant licences are purchased to ensure the FAST compliance.

Future Organisational Arrangements and Asset Maintenance IT will spend more time in a consultation role with their customers as per Recommendation [R19]. Recommendations for the future management of IT’s asset maintenance are listed from Recommendation [R10 to R14]. The Head of Technology (HOT) will be responsible for all of SDC’s IT asset maintenance. The role is detailed in Appendix W. The Council’s IT assets will continue to be managed as set out in Asset Maintenance but will also be using Asset Works, a module of the IT helpdesk software, Supportworks. This application will track all assets with drivers currently on the SDC network and will be in accordance with SDC’s internal audit requirements. Each asset’s I.P / Network address will be used as unique identifier and displayed on the asset. The level of asset recording will be broken down into the categories described in Appendix R. Any external equipment which does not exist on our network will be manually checked yearly.

Information Asset (Data) Management Although the main focus of this review is upon physical assets rather than data, the importance of data, held on the Council’s computer systems, is recognised for the following reasons:

1. The data has a high value, as a result of their importance in maintaining the Council’s services, there is also a high potential cost of regenerating the data should they be lost as a result of system failure.

2. Information systems and the data that they contain play an essential part in the management of physical assets.

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The safety of the Council’s data is ensured by the use of nightly and off-site backups for access control and backup. However, it is recognised that further work is required on the safeguarding security, availability and integrity of the Council’s data. The HOT is committed to the Services Select Committee to the following during 2005:

1. Draft the revised IT’s Information Security Policy (ISP) by April 2005 2. Review the implications of IT’s Disaster Recovery (DR) by April 2005. 3. Draft the IT DR plan by September 2005. 4. Test and implement by December 2005.

The HOT will, with the IT Steering Group, investigate, agree and achieve the level of BS7799 compliance that is reasonable for the council. A record management guideline document to be produced to define a protocol for the storage and management of data. An email archiving software solution has been implemented in line with FOI requirements. Ensuring users are able to store data in a protected and secure environment in keeping in line with legislation about Freedom of Information and Data Protection. SDC to be compliant to the legislation and KCC is tasked to challenge it. FOI links: http://www.homeoffice.gov.uk/inside/foi/

http://foi.democracy.org.uk/index.html SDC Intranet – Support Services – Freedom Of Information. Data Protection Act 1998: http://foi.democracy.org.uk/index.html

Performance Management, Monitoring and Information

The HOT and IT will review the value of recording performance indicators relating to IT Asset Maintenance and how best they may be used.

Option Appraisal & Suitability Each project is subject to a rigorous financial appraisal which forms part of the submission to the I.T Steering Group and Members. Capital expenditure, future revenue costs, loss of investment income are considered and set against the social and financial benefits that may accrue from the project. Option review is achieved through multi discipline groups of officers with advice, where necessary, from consultants. Consultants will be used when major projects/purchases are being contemplated.

http://www.homeoffice.gov.uk/inside/foi/

http://foi.democracy.org.uk/index.html

http://foi.democracy.org.uk/index.html

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CAPITAL INVESTMENT

Review of Current Policy The Council’s current policy with regard to Capital Investment is set out in the 2002/03 Capital Strategy Statement (Appendix O).[R15] Currently IT Capital investments are a part of the Council’s Capital Programme which is funded from Corporate capital resources/receipts. Projects/purchases suggested by the Heads of Service are listed according to their priorities by the HOT. The present IT Capital Forecast Expenditure forecast (Appendix M) shows how funds have been allocated to projects for the period 2004/5 to 2007/8. [R16] From April 2005, future projects and expenditure will be assessed and prioritised by the IT Steering Group. Heads of Service will be asked to present their requirements to the group who will decide, using a IT projects specific prioritization matrix, if these meet with the Council objectives they will become fundable from the IT Capital Reserve Budget. [R17]

Funding Options IT assets may be either leased or purchased. The current practice is to purchase all items. If funds are not available assets could be leased if necessary. The HOT and the IT Steering Group has the right to lease if appropriate. All purchase funding must have the prior consent of the IT Steering Group. Details of funding must be included in any new project appraisal model, in the context of the strategic funding policy. [R18]

Project Appraisal The council has adopted its own version of the PRINCE 2 Project Management system, and a new capital project appraisal protocol must be developed to accord this into the council’s project appraisal approach. Key aspects of any new system must include: Project match to Service objectives and strategies Full life costing Funding statement Revenue cost Asset requirement Client view/technical view Options/Alternatives Market research/consultation.

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Risk analysis The new protocol must be capable of informing all forms of capital investment and incorporate appropriate reporting levels and delegation for different values of investment.

Cost/Benefit Project appraisals must use standard and consistent policies when reporting costs and benefits. Revenue implications need to be calculated in a consistent way, with clear targets for future costs and income streams. Benefits will be dependant on the type of project. Prioritization will be defined according to the IT Steering Group’s Prioritization matrix. Benefits must cite measurable performance indicators to enable the performance of projects to be monitored.

Service Investment Planning As part of the integrated three year financial and service planning process, referred to elsewhere in this report, Heads of Service and Directors must develop medium term capital investment assessments. This will be closely linked to the Asset Management process in terms of asset renewal.

IT Depreciation The depreciation of our IT assets is governed by the manufacturer’s warranty and period that they are prepared to support that item. IT assets are depreciated, as standard, over a three year period. Appendix S. Each desktop computer is currently purchased with a standard three year warranty with the option to extend to five years at the end of the three year period. This warranty is extended unless the computer is not fit to continue or the software requirements of the organisation will not be met by the computer’s specifications.

IT Disposal

1. IT conforms to the European Directive on Waste Electrical and Electronic Equipment (WEEE) to dispose of its IT equipment. The Directive can be download in its .pdf format at the following internet address

http://europa.eu.int/eur-lex/pri/en/oj/dat/2003/l_037/l_03720030213en00240038.pdf

http://europa.eu.int/eur-lex/pri/en/oj/dat/2003/l_037/l_03720030213en00240038.pdf

SECTION E

VEHICLE REPLACEMENT

21

VEHICLE REPLACEMENT Purchases All vehicles are purchased new or second–hand. The purchase of new vehicles is by competitive tendering. Second-hand vehicles are usually purchased directly from suppliers. Although purchase of vehicles is the current practice, for best value reasons, the options of lease or contract hire will be considered for all relevant vehicles. Depreciation The cost of all vehicles is depreciated on a straight line basis over a period of years. This period depends on the type of vehicle. Large vehicles (e.g. refuse freighters) are depreciated over 7 years. This is varied to 5 years for new smaller vehicles (vans) and 3 years for second-hand vehicles. Depreciation costs are charged monthly to the relevant revenue account, e.g. refuse collection trading account, dog warden service etc. When a vehicle has been depreciated to £1 its use is not recharged to the account as is classed as depreciation free usage. Disposal At the end of economic life, vehicles are sent to the municipal vehicle auction at Merthyr Tydfil. All residual costs recovered are credited to the Vehicle Replacement Fund Reserve. Fleet Management Account All owned vehicles and plant are managed by the Fleet Management Overhead Account on the TASK system. All fixed vehicle costs (premises recharge, support service costs, fleet salaries, insurance, licensing, MOT, servicing and depreciation costs) are charged to this account and recharged to the relevant user account on a monthly basis to fully recover all costs. Vehicle Fleet There are currently 99 vehicles and 38 pieces of plant on the fleet account. These are as follows: Refuse: 19 Vehicles (Freighters, Rangers, Glass Recycling Vehicle, CDSU vehicle) and 1 piece of plant (Mobile steam cleaner) Green Waste: 2 Vehicles (mini compactors) Trade Waste: 2 Freighters Public Conveniences: 3 vans Cesspool Emptying: 2 tankers Street Cleaning: 27 vehicles (large and small mechanical sweepers, pedestrian sweepers, transit tipper vans, Rangers, gully emptier) Construction Services: 7 vehicles (lorries, transits, JCB) and 7 pieces of plant

22

Fleet: 6 spare vehicles (for use when other vehicles are out of use for repair, servicing, MOT to maintain services) (small vans) Workshop: 1 large van Edenbridge community Warden: 1 van and 2 pieces of plant Car Parks; 4 vans Courier Service: 2 vans Pest Control: 2 vans Dog Warden: 2 vans Countryside: 4 vehicles (vans and land rovers) Monitoring Officer: 1 van Minibuses: 10 buses Emergency: 3 vehicles and 19 pieces of plant Youth Service: 1 large van. Further details of the above vehicles are shown in the Fleet Schedule (Appendix U, page 81) Vehicle Replacement Fund This fund was established in 2000 with a £500,000 of Capital Reserve earmarked allocation. All vehicles are purchased using this fund and all depreciation charges and disposal income is credited to this fund to maintain the fund for future replacements. Each year the vehicle replacement fund amount is agreed by the Environment Portfolio Holder responsible for Direct Services operations and the approved vehicle replacement programme for 2004/2005 is shown at Appendix V, page 82 Fund Performance

Year Bought Forward £

Depreciation £

Purchases £

Carried Forward £

2001/2 486,500 351,355 460,224 377,631 2002/3 377,631 374,173 494,600 257,204 2003/4 265,204 407,000 224,234 447,970 2004/5 447,970 502,959 456,500 494,429

SECTION F

IMPROVEMENT PLAN

23

ASSET MANAGEMENT BEST VALUE IMPROVEMENT/ACTION PLAN January 2005 Ref No.

Proposed Action Identified Improvements Officer Financial Implications

Priority Timetable

R1 To review the role of the Corporate Property Officer following the appointment of the Corporate Services Director. (Appendix F, page 38)

To ensure that Asset Management is considered in all corporate decisions

Director and Professional Services Manager

Officer time only (costed at £100)

High By June 2005

R2 Ensure that the structure and organisational relationship of Property & Building Services to the rest of the Council should follow the current Heads of Service structure and be reviewed to maximise opportunities for organisational effectiveness, consultation, communication and the enhanced service delivery.

To ensure a corporate approach to all Asset Management related matters

All Heads of Service


High Ongoing

R3 To introduce a process to ensure that maintenance work and budget for the following year are reviewed 6 months before the year end together with major items of expenditure over the next 3 years. A 5-year rolling review of the condition of all properties is to be undertaken with a view to identifying major repair items over the coming years. Review the performance and future of asset maintenance budgets including methods and time frames for profiling expenditure.

To ensure adequate funding according to service need

All Heads of Service

Officer time only (costed at £9,000)

High Every September and March. Rolling review to start in September 2005

24

Ref No.


Priority Timetable

R4 Identify methods and procedures of disposal appropriate for various types of property including a risk analysis of each option. This must include the imposition of restrictive conditions (if appropriate) including positive consultation with Local members and the relevant town or parish council and to ensure that reports for the disposal of property to consider community needs and social objectives.

To ensure that the best value is obtained in any asset disposal and that adequate controls are in place.

Professional Services Manager


Medium Policy statement to be agreed by September 2005

R5 Identify suitable local property performance indicators and add these to the proposed National Performance Indicators when they are published.

To enable the performance of the corporate property portfolio to be measured and improvements identified.

Professional Services Manager


Medium To be considered when ODPM national indicators are established. March 2006

R6 Review the levels of delegation granted to officers as part of the Council’s constitution and financial regulations together with appropriate capping of Directors’ authority to purchase assets.

To ensure that adequate controls are in place

Heads of Service.

Not quantifiable as part of overall review of Financial Regulations

Medium To be considered as part of a review of current Delegations

25

Ref No.


Priority Timetable

R7 Review the Investment Appraisal Process and develop a Capital Investment Policy, to include major IT investment, taking regard of types of investment and service priorities. Develop and embed a long term strategic capital financing strategy into the Capital Investment Policy and review the approach to asset maintenance funding in the longer term.

To ensure consistency in approach and reflection of Council priorities

Chief Financial Officer


Medium March 2006

R8 Develop a new project appraisal model to integrate into the current project management process

To ensure project costs are considered and tracked

Chief Financial Officer


Medium September 2005

R9 Develop the current asset maintenance and capital programme monitoring reporting arrangements to ensure integration into the new financial monitoring regime to include a consistent approach to profiling and the carrying forward of budgets. Ensure that planning and financial monitoring reports reflect the structure outlined in R2 above.

To ensure that sufficient controls are in place

Chief Financial Officer & Professional Services Manager


Medium September 2005

26

Ref No.


Priority Timetable

R10 IT Asset Maintenance fund to be managed separately from the existing Council Asset fund and headed up by the H.O.T.

To ensure that IT Assets can be managed and budgets are based on actual requirements.

HOT Not quantifiable as part of day to day management process.

Low Ongoing

R11 IT Asset Maintenance fund be re-assessed and driven by the requirements of replacements of assets as described in Appendix V

To ensure that IT Asset Maintenance fund is driven by requirements.

HOT Officer time only (costed at £100)

Low March 2006, ongoing thereafter.

R12 Future replacement provision to be included in any investment project appraisal. This provision is to be included in the IT Asset Maintenance fund.

To ensure that future IT budgets will fund their asset replacements

IT Project Manager

Not quantifiable as part of day to day management process.

High April 2005

R13 Assets that are currently automatically supported by the IT Asset Maintenance fund are to be reviewed. The outcome would define which future assets are supported by the IT Asset Maintenance fund and those which will be supported by contributions from the customer.

Streamline the assets to be maintained by the fund


Low March 2006

27

Ref No.


Priority Timetable

R14 It is recommended that a register of all IT assets be held and maintained by IT Services.

To ensure that there is an accurate list of assets at all times.


Low Ongoing

R15 The existing fund is to be included in the replacement cost of existing IT Assets (Appendix V)

To ensure that the existing fund will contribute to any outstanding deficit


Low March 2006*

R16 The H.O.T, together with the relevant section heads, is to review every section’s current and future IT requirements and produce a three year plan, in time for annual budget allocations.

To ensure long term plans are created for IT requirements enabling informed budget planning

HOT and Heads of Service


Low March 2006

* this assumes that the start date will be in line with the 2006/07 budget. The start date can be brought forward.

28

Ref No.


Priority Timetable

R17 All future IT capital projects or requirements are to be presented to the IT Steering Group with a relevant business case and project plan. These are to be reviewed by the group and accepted or rejected in accordance with Council priorities.

To ensure that projects are reviewed and controlled centrally with the corporate aims and targets in mind

IT Steering Group

Not quantifiable as part of day to day management process.

Low April 2005

R18 It is recommended that every section’s annual IT budget is held centrally by IT Services. Funds and funds for projects ratified by the I.T Steering group, which do not have external funding, are made available from this fund.

To ensure that funds for projects ratified by IT Steering Group, which do not have external funding, are made available from this fund.

Heads of Service


Medium March 2006

29

Ref No.


Priority Timetable

R19 It is recommended that IT Services work closely with their customers by offering appropriate consultancy and guidance to enable them to make informed decisions in relation to their future technology requirements.

To improve the understanding of IT requirements in each section and enable relevant Heads of Service to make informed decisions and plan their IT requirements

HOT Not quantifiable as part of day to day management process.

High April 2005 and ongoing

R20 Implement a review of the IT Depreciation process

Ensure that the process is properly documented


Low April 2006

SECTION G

APPENDICES

Appendix A

Parish/Ward Address Description Asset Value Condition Repair Head of ServiceAsh/Ash The Square New Ash Green Public toilets £73,976 A 4 DSEde/North & East Riverside, Edenbridge Public toilets £34,500 B 3 DSEde/North & East Station Road, Edenbridge Leisure centre £4,201,150 B 3 CDEyn/Crockham Hill & West Hill Lullingstone Park, Eynsford (Leased from KCC) Golf course etc. £1,281,550 B 2 DSEyn/Crockham Hill & West Hill Lullingstone Park, Eynsford (Leased from KCC) Visitor Centre & car park £455,650 B 3 CDEyn/Eynsford Station Road, Eynsford Public car park £20,000 B 4 THKem/Kemsing The Wheatsheaf, Kemsing Public car park & toilet Deminimis B 4 TH/DSLei/Leigh & Chiddingstone Causeway The Green, Leigh Public toilet £32,285 A 4 DSPen/Penshurst, Fordcombe and Chiddingstone Penshurst Road, Penshurst Public toilets £39,788 B 3 DSSev Town & St.Johns South Park, Sevenoaks Public car park £272,000 B 3 THSev/ Town & St.Johns 27 Pembroke Road, Sevenoaks Public car park £84,500 A 4 THSev/ Town & St.Johns Acorns, Bradbourne Park Road, Sevenoaks Creche Deminimis A 4 SOLDSev/ Town & St.Johns Argyle Road, Sevenoaks Council Offices + Local offices £2,926,232 B 3 LPSev/ Town & St.Johns Blighs Meadow, Sevenoaks Public car park Awaited A 4 THSev/ Town & St.Johns Bradbourne Park Road, Sevenoaks Public car park £823,200 A 4 THSev/ Town & St.Johns Buckhurst Avenue, Sevenoaks Public toilets £64,992 B 3 DSSev/ Town & St.Johns Buckhurst Lane, Sevenoaks Leisure centre £6,090,100 A 4 CDSev/ Town & St.Johns Buckhurst Lane, Sevenoaks Public car park No 1 £148,800 B 3 THSev/ Town & St.Johns Buckhurst Lane, Sevenoaks Public car park No 2 £457,600 A 3 THSev/ Town & St.Johns Buckhurst Lane, Sevenoaks Public toilets £101,352 B 4 DSSev/ Town & St.Johns Hitchen Hatch Lane, Sevenoaks Public car park £100,800 B 3 THSev/ Town & St.Johns Lower St Johns, Sevenoaks Public toilets £67,881 A 4 DSSev/ Town & St.Johns St Johns Hill, Sevenoaks Public car park £119,000 B 3 THSev/ Town & St.Johns Suffolk Way, Sevenoaks Public car park £338,000 A 4 THSev/Eastern Hollybush Lane, Sevenoaks Recreation ground £2,472,650 B 3 DSSev/Eastern Upper St Johns, Sevenoaks Public toilets £21,473 A 4 DSSev/Town & St.Johns Buckhurst Lane, Sevenoaks Bus station & cafeteria £135,977 A 4 THSho/Otford & Shoreham Filston Lane, Shoreham Public car park £40,600 B 3 THSun/Brasted, Chevening & Sundridge Ide Hill, Sundridge Public toilets £53,100 A 4 DSSun/Brasted,Chevening & Sundridge Main Road, Sundridge Dunbrik Depot £374,060 B 2 DSSwa/Christchurch & Swanley Village Bevan Place, Swanley Public car park & portacabin £56,000 B 3 TH/LPSwa/Christchurch & Swanley Village Park Road, Swanley Public car park £47,600 A 4 THSwa/Christchurch & Swanley Village Station Road, Swanley Public car park £108,000 A 4 THSwa/Christchurch & Swanley Village Station Road, Swanley Public toilets £58,944 A 4 DSSwa/White Oak Hilda May Avenue, Swanley Leisure centre £9,674,000 B 2 CDWes/Westerham & Crockham Hill Brasted Road, Westerham Public car park £155,200 A 4 THWes/Westerham & Crockham Hill Fullers Hill, Westerham Public toilets £70,086 B 4 DSWes/Westerham & Crockham Hill London Road,Westerham Public car park £76,000 B 3 THWes/Westerham & Crockham Hill Quebec Avenue, Westerham Public car park £56,000 B 3 THTOTAL £31,133,046

Operational Assets - Corporate

30

Appendix B

Operational Assets - Community Property

Parish/Ward Address Description Asset Value Condition Repair Head of ServiceChi/Penshurst, Fordcombe and Chiddingstone The Close, Bough Beech Amenity land Historic LPCro/Crockenhill & West Hill Bath Cottages, Crockenhill Amenity land Historic LPEde/South & West Riverside, Edenbridge Town park Deminimis PEFar/Farningham, Horton Kirby & South Darenth Farningham Woods Recreational woodland £92,500 PEHal/Halstead, Knockholt & Badgers Mount Beldam Haw, Halstead Amenity land Deminimis LPHal/Halstead, Knockholt & Badgers Mount Shoreham Woods & Timberden Farm Rural park £580,000 B 3 PEHev/Cowden & Hever Pococks Bank, Hever Amenity land Deminimis LPHor/Farninghma, Horton Kirby & South Darenth Saxon Place, Horton Kirby Amenity land Deminimis LPKem/Kemsing Church Lane, Kemsing Amenity land Deminimis LPLei/Leigh & Chiddingstone Causeway The Green Lane, Leigh Amenity access Deminimis LPOtf/Otford & Shoreham Bishops Palace, Otford Ancient monument Historic D 1 LPOtf/Otford & Shoreham Oxenhill Meadow, Otford Rural park £120,000 PESea/Seal & Weald Sealcroft Cottages, Seal Amenity land Deminimis LPSev/ Town & St.Johns Environmental Park, Sevenoaks Urban park Deminimis DSSev/ Town & St.Johns The Shambles, Sevenoaks Amenity land Deminimis LPSev/Eastern Allotment Lane, Sevenoaks Amenity access Historic LPSev/Eastern Hillingdon Rise, Sevenoaks Playground Historic SOLDSev/Kippington Crosskeys (Julians Way), Sevenoaks Recreation ground Deminimis SOLDSev/Kippington Morewood Close, Sevenoaks Amenity land Deminimis LPSev/Northern Bradbourne Lakes, Sevenoaks Urban park Historic DSSev/Northern Greatness Park, Sevenoaks Recreation ground £123,725 B 2 SOLDSev/Northern Seal Road, Sevenoaks Amenity land Deminimis LPSev/Northern Watercress Drive, Sevenoaks Playgrounds Deminimis DSSwa/St.Mary’s Cedar Close/Nursery Close Swanley Playground Historic DSSwa/St.Mary’s Cherry Avenue, Swanley Playground Historic DSSwa/Whiteoak Bartholomew Way, Swanley Town park Deminimis DSSwa/Whiteoak Bonney Way, Swanley Playground Historic DSSwa/Whiteoak Hilda May Avenue, Swanley Amenity land Deminimis LPSwa/Whiteoak Northview/Hilda May Avenue, Swanley Playground Deminimis DSWea/Seal & Weald Mount Pleasant,Weald Amenity land Deminimis LPWes/Westerham & Crockham Hill Croft Road, Westerham Amenity land Deminimis LPWK/Fawkham & West Kingsdown Hever Avenue, West Kingsdown Amenity land Deminimis LPTOTAL £931,225

31

Appendix C

Parish/Ward Address Description Asset Value Condition Repair Head of ServiceChe/Brasted, Chevening & Sundridge Chipstead Common, Chevening Let common land Historic SOLDCow/Cowden & Hever High Street, Cowden Let allotment site Deminimis LPEde/North & East Farmstead Drive, Edenbridge Let estate shop £87,413 B 2 LPEde/North & East Farmstead Drive, Edenbridge Let tenants club £41,566 C 2 LPEde/South & West 18 Cedar Drive, Edenbridge Let estate shop £23,359 B 2 LPEde/South & West Stangrove Park, Edembridge Let park & scout hut £56,200 LPHar/Hartley & Hodsoll Street Larkwell Lane, Hartley Let scout hut Deminimis LPHar/Hartley & Hodsoll Street Woodland Ave, Hartley Let allotment site Deminimis LPOtf/Otford & Shoreham Bubblestone Road, Otford Let grazing land Historic LPOtf/Otford & Shoreham Chalk Pit, Otford Let scout hut Deminimis LPOtf/Otford & Shoreham Chalk Pit, Station Road, Otford Let recreation ground Deminimis LPOtf/Otford & Shoreham Hale Lane, Otford Let recreation ground Deminimis LPOtf/Otford & Shoreham Palace Field, Otford Let amenity land Historic LPOtf/Otford & Shoreham The Green, Otford Let guide hut Deminimis LPSev/ Town & St.Johns Bank Street, Sevenoaks Let public house £366,353 A 4 LPSev/ Town & St.Johns Buckhurst Lane, Sevenoaks Let community office £26,188 B 2 LPSev/ Town & St.Johns St Johns Road, Sevenoaks Let community office £154,234 B 2 LPSev/ Town & St.Johns Stag Theatre, London Road, Sevenoaks Let theatre/cinema £5,660,433 B 2 LPSev/Eastern Cobden Road, Sevenoaks Let community offices £134,841 B 2 LPSev/Northern Bradbourne Vale Road, Sevenoaks Let grazing land £18,600 LPSwa/Christchurch & Swanley Village 10 Station Road, Swanley Let commercial office £26,159 B 3 LPSwa/Christchurch & Swanley Village 16 High Street, Swanley Let community offices £13,500 B 2 LPSwa/Christchurch & Swanley Village 27-37 High Street, Swanley Let community & commercial offices £228,833 B 2 LPSwa/St.Mary’s Asda, London Road, Swanley Freehold ground rent Deminimis LPSwa/St.Mary’s Everest Place, Swanley Let car park £50,000 LPSwa/St.Mary’s The Parade Site, Swanley Freehold ground rent Deminimis LPWes/Westerham & Crockham Hill Deanery Road, Crockham Hill Let scout hut Deminimis LPWK/Fawkham & West Kingsdown London Road, West Kingsdown Let car park Deminimis LPTOTAL £6,887,679

Non-Operational Assets - General

32

Appendix D

Parish/Ward Address Description Asset Value Condition Repair Head of ServiceBra/Brasted, Chevening & Sundridge Pipers Green Road, Brasted Amenity land Deminimis LPBra/Brasted, Chevening & Sundridge St Martins Meadow, Brasted Amenity land Deminimis LPDun/Dunton Green & Riverhead Ryewood Cottages Rye Lane, Dunton Green Amenity land Deminimis LPSev/ Town & St.Johns 12 Knole Way, Sevenoaks House, ex road scheme (Negotiations in hand) £125,000 B 2 LPSev/ Town & St.Johns 66 London Road, Sevenoaks Social club & offices in town centre scheme (Sale agreed) £1,500,000 LPSev/Eastern Bethel Road, Sevenoaks Amenity land Historic SOLDSev/Eastern Littlewood, Sevenoaks Amenity land Deminimis SOLDSev/Kippington R/o 7-13 Oakhill Road, Sevenoaks Backland housing site £726,000 LPSev/Northern Greatness Road, Sevenoaks Garden land Historic LPSev/Northern Otford Road, Sevenoaks Ex depot in Metropolitan Green Belt £28,800 C 2 LPSev/Northern Pontoise Close, Sevenoaks Amenity land Deminimis SOLDSev/Northern Shoreham Lane, Sevenoaks Amenity land Deminimis SOLDWK/Fawkham & West Kingsdown School Lane, West Kingsdown Amenity land Deminimis SOLDTOTAL £2,379,800

Non-Operational Assets – Surplus

33

Appendix E

34

ODPM Property Category Definitions

Condition categories A – D A – Good condition, performing as intended and operating efficiently. B – Satisfactory condition, performing as intended but showing minor deterioration. C – Poor condition, showing major defects and/or not operating as intended. D – Bad condition, life expired and/or serious risk of imminent failure.

Repair priority levels 1 – 4 1 – Urgent works that will prevent immediate closure of premises and/or address an immediate high risk to the health & safety of the occupants and/or remedy a serious breach of legislation. 2 – Essential work required within 2 years that will prevent serious deterioration of the fabric or services and/or address a medium risk to the health & safety of the occupants and/or remedy a minor breach of legislation. 3 – Desirable work required within 3 to 5 years that will prevent deterioration of the fabric or services and/or address a low risk to the health and safety of the occupiers and/or a minor breach of legislation. 4 – Long-term work required beyond a period of 5 years that will prevent deterioration of the fabric or services.

Appendix F

35

ASSET MANAGEMENT PLAN THE ROLE OF THE CORPORATE PROPERTY OFFICER In relation to the Council’s land and property assets: 1. To define long term corporate need and challenge existing asset use linking the

Councils asset use to the Strategic Framework and determining the impact on the asset base.

2. To be aware of and monitor future operational and organisational changes and

determine any effects on asset management including ensuring that the consequences of change are achievable , costed and appraised.

3. To review BV Plans, Audit Reviews, Strategies and Strategic Framework to

identify property implications. 4. To ensure that the revenue consequences of capital decisions are identified

together with the whole life costs and project appraisal. 5. To develop relevant local performance indicators linked to the national indicators. 6. To collate property performance data and produce a strategy of property aims and

objectives, including prioritisation between projects. 7. To report direct to the MT and to the Cabinet through the Cabinet Member. 8. To delegate as appropriate to and by the Professional Service Manager and the

Property & Building Section.

Appendix G

36

ASSET MANAGEMENT PLAN REPORTING ROUTES Professional Services Manager reports to CPO and Cabinet Member CPO reports to Management Team Cabinet Member reports to Cabinet Meet Weekly

Management Team, to consider property related matters as necessary Meet Monthly

Cabinet to consider property related matters as necessary. Twice Yearly

All property holding departments circularised to identify possible property requirements/surplus accommodation.

Cabinet Members, CPO, Professional Services Manger meet with Heads of

Operating Departments to review property requirements and future pressures. Annually

Property Review monitoring report to appropriate committees

Appendix H

37

THE FOUR Cs Compare All Councils in Kent have prepared their current Asset Management Plans in accordance with the ODPM’s requirements. The Council is represented on the Kent Property Managers Group and the Institute of Public Finance’s Asset Management Forum. This will enable management performance to be compared with that of other public buildings both on a local and a national basis. This process will develop as the necessary performance indicators are published by the two groups Consult As part of the Suitability Surveys all property occupiers will be consulted on their current and projected requirements. Compete The Review Team considered that the Asset Management service within the Council is too small, and too diverse to contemplate the involvement of an external provider Challenge An external challenge to the proposals contained within the Asset Management Plan Review has been be provided by the Institute of Public Finance (see “Compare” above). Appendix X, page 84

Appendix I

2001/02 2002/03 2003/04 TOTALS EXPENDITURE BALANCE (C/F) 2004/05 2005/06 2006/07 2007/08Budget allocation (actuals) 1,324,000 924,000 696,000 2,944,000 2,730,266 213,734 576,000 777,000 594000 681,000

Salary provision 86,000 86,000 86,000 258,000 258,000 0 65,000 65,000 65,000 65,000

Support Costs 30,300 30,300 30,300 30,300

Allocation for toilets (Cabinet 20/11/03) 24,000 24,000 24,000 24,000

Leisure Trust Recharge 15,000 15,000 15,000 15,000

Available funds 1,238,000 838,000 610,000 2,686,000 2,472,266 213,734 441,700 642,700 459,700 546,700

Direct Services 34,500 18,052 18,144 70,696 85,864 -15,168 12,085 16,000 8,000 17,500 Toilets 3687 2,881 2,628 9,196 9,383 -187 0 3,500 1,600 3,500 Leisure 560,705 318,872 196,596 1,076,173 838,820 237,353 130,518 174,000 86,000 187,000 Playgrounds 45,671 24,108 8,640 78,419 20 78,399 4,834 7,000 3,200 7,100 Car Parks 8,000 8,820 7,956 24,776 23,131 1,645 4,834 7,000 3,200 7,100 CCTV 8,967 63,269 23,904 96,140 21,614 74,526 14,502 20,000 10,000 20,000 STP 500 529 468 1,497 229 1,268 2,417 3,500 1,600 3,500 Countryside 1,600 800 1,116 3,516 1,037 2,479 2,417 3,500 1,600 3,500 TIC 600 - - 600 0 600 0 0 - - Corporate (Argyle Road) 90,950 50,488 32,774 174,212 158,141 16,071 33,838 44,000 22,000 48,500 (Stag Theatre) 50,000 35,314 22,942 108,256 63,664 44,592 23,687 31,000 16,000 34,000 (Others) 27,750 15,134 9,832 52,716 20,294 32,422 10151 13200 6,500 15,000 Electrical testing 0 49,750 0 49,750 0 49,750 0 0 - Asbestos surveys 0 0 35,000 35,000 16,897 35,000 0 0 - - No category (Stangrove Park) 19,904 0 0 19,904 19,904 0 0 0 - - SUB - TOTALS 852,834 588,017 360,000 1,800,851 558,750 0 0 - - Overspend -14,834 -17 0 -14,851 -14,851 0 0 - - Contingency 0 0 0 0 0 0 2417 0 - - TOTAL 838,000 588,000 360,000 1,786,000 1,258,998 527,002 241,700 322,700 159,700 346,700

Detailed Plan 2,214,225 1,414,085 958,065 845,855 1,216,370 874,445 1,386,130 Source document of this sheet

37.8 41.6 37.6 28.6 26.5 18.2 25.0 Car Park Resurfacing 120,000 100,000 -

I.T. 400,000 250,000 250,000 900,000 1,213,268 -313,268 200,000 200,000 200,000 200,000

ASSET MAINTENANCE EXPENDITURE 2001 - 2004

38

Appendix J

ASSET MAINTENANCE 10 YEAR PLAN

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 TOTAL£

Grand SummaryTotal of Fabric, Plant

Page 1 Sevenoaks 210,900.00 514,700.00 221,750.00 153,250.00 322,750.00 253,350.00 388,050.00 204,350.00 185,450.00 420,200.00 2,874,750.00 2,287,6002 162,495.00 77,035.00 130,835.00 152,195.00 133,195.00 104,935.00 203,340.00 269,035.00 62,210.00 109,345.00 1,404,620.00 3 115,130.00 43,080.00 51,430.00 55,130.00 87,130.00 60,480.00 58,160.00 32,350.00 31,000.00 69,600.00 603,490.00 4 44,050.00 22,700.00 42,450.00 26,450.00 37,550.00 18,600.00 33,150.00 37,950.00 29,250.00 23,850.00 316,000.00 5 897,300.00 263,600.00 246,100.00 176,400.00 237,145.00 188,230.00 191,950.00 175,350.00 145,800.00 562,450.00 3,084,325.00 6 393,600.00 94,100.00 59,200.00 28,550.00 102,900.00 35,600.00 323,550.00 34,750.00 132,050.00 89,750.00 1,294,050.00 7 81,100.00 108,200.00 29,600.00 29,300.00 43,100.00 20,700.00 26,700.00 22,200.00 23,700.00 40,200.00 424,800.00 8 47,450.00 23,900.00 24,050.00 19,450.00 51,800.00 31,000.00 30,950.00 33,850.00 27,600.00 43,800.00 333,850.00 9 106,850.00 45,550.00 52,450.00 66,300.00 68,650.00 64,450.00 53,150.00 58,900.00 62,050.00 116,850.00 695,200.00

10 4,650.00 3,200.00 3,200.00 6,050.00 3,200.00 20,200.00 3,200.00 6,750.00 3,200.00 6,550.00 60,200.00 11 3,350.00 3,200.00 2,650.00 4,050.00 2,650.00 18,150.00 2,650.00 4,400.00 2,650.00 5,400.00 49,150.00 12 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 13,000.00 13 146,050.00 213,520.00 93,050.00 127,430.00 125,000.00 57,450.00 69,980.00 15,940.00 151,450.00 45,640.00 1,045,510.00

2,214,225.00 1,414,085.00 958,065.00 845,855.00 1,216,370.00 874,445.00 1,386,130.00 897,125.00 857,710.00 1,534,935.00 12,198,945.00 IT 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 250,000.00 2,500,000.00

14,698,945.00

£ Approximate Budget EstimateYear

Appendix J

All SitesSUMMARY

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

SEVENOAKSCouncil Offices

Fabric & Plant Repairs/Renewals 128,700.00 222,300.00 72,000.00 67,800.00 121,650.00 100,750.00 172,000.00 44,000.00 57,000.00 164,000.00 1,150,200.00 1,150,200Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Otford Road Park And Ride - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 1,500.00 15,000.00 15,000Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Swimming Centre - - - - - - - - - - -


- - - - - - - - - - - Hollybush Indoor Bowls - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - -

Hollybush All Weather Pitch - - - - - - - - - - - Repairs/Renewals 3,500.00 150,500.00 500.00 2,000.00 2,250.00 500.00 500.00 27,000.00 3,750.00 500.00 191,000.00 191,000

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 2,874,750.00

TOTAL £ 210,900.00 514,700.00 221,750.00 153,250.00 322,750.00 253,350.00 388,050.00 204,350.00 185,450.00 420,200.00 2,874,750.00 2,287,600


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

SEVENOAKSHollybush Depot And Store

Fabric & Plant Repairs/Renewals 1,400.00 520.00 220.00 270.00 970.00 320.00 420.00 520.00 220.00 270.00 5,130.00 5,130Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Buckhurst Lane Bus Station - - - - - - - - - - -


- - - - - - - - - - - Hollybush Pavilion (Lodge) - - - - - - - - - - -


- - - - - - - - - - - Greatness Sports Pavilion - - - - - - - - - - -


- - - - - - - - - - - Stag Theatre - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,404,620.00

TOTAL £ 162,495.00 77,035.00 130,835.00 152,195.00 133,195.00 104,935.00 203,340.00 269,035.00 62,210.00 109,345.00 1,404,620.00 1,264,900

Year£ Approximate Budget Estimate

Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

SEVENOAKSAcorns Nursery


- - - - - - - - - - - 12 Knole Way - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 500.00 2,000.00 2,500.00 - - - - - - - 5,000.00 5,000Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Hollybush Outdoor Bowls - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 1,530.00 1,130.00 880.00 480.00 5,480.00 1,680.00 18,810.00 350.00 350.00 550.00 31,240.00 31,240Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Cobden Road Day Centre - - - - - - - - - - -


- - - - - - - - - - - Citizens Advice Bureau - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 603,490.00

TOTAL £ 115,130.00 43,080.00 51,430.00 55,130.00 87,130.00 60,480.00 58,160.00 32,350.00 31,000.00 69,600.00 603,490.00 603,490


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

SEVENOAKSWildernesse Sports Centre


- - - - - - - - - - - Glen Dunlop House - - - - - - - - - - -


- - - - - - - - - - - The Black Boy Public House - - - - - - - - - - - Tenants Full Repairing and Insuring Lease

- - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 316,000.00

TOTAL £ 44,050.00 22,700.00 42,450.00 26,450.00 37,550.00 18,600.00 33,150.00 37,950.00 29,250.00 23,850.00 316,000.00 316,000


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

SWANLEYWhite Oak Leisure Centre


- - - - - - - - - - - White Oak Bowls Centre - - - - - - - - - - -


- - - - - - - - - - - 27-37 High Street - - - - - - - - - - -


- - - - - - - - - - - Taxi Office and Toilets, 10 Station Road

- - - - - - - - - - -

Fabric & Plant Repairs/Renewals 2,000.00 900.00 550.00 550.00 3,095.00 650.00 550.00 550.00 550.00 2,550.00 11,945.00 11,945Service Contracts - - - - - - - - - - -

- - - - - - - - - - - 16 High Street - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - 3,084,325.00

TOTAL £ 897,300.00 263,600.00 246,100.00 176,400.00 237,145.00 188,230.00 191,950.00 175,350.00 145,800.00 562,450.00 3,084,325.00 2,682,825


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

EDENBRIDGESkinners Farm Depot

Fabric & Plant Repairs/Renewals 500.00 - - - - - - - - - 500.00 500Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Leisure Centre, Stangrove Park - - - - - - - - - - -


- - - - - - - - - - - All Weather Pitch, Stangrove Park - - - - - - - - - - -

Repairs/Renewals 155,500.00 2,000.00 500.00 2,000.00 3,250.00 1,000.00 28,500.00 500.00 2,250.00 1,000.00 196,500.00 196,500 - - - - - - - - - - -

Local Office, Stangrove Park - - - - - - - - - - - Fabric & Plant Repairs/Renewals 1,850.00 1,700.00 4,500.00 1,200.00 2,800.00 1,250.00 4,050.00 1,600.00 850.00 3,650.00 23,450.00 23,450

Service Contracts - - - - - - - - - - - - - - - - - - - - - -

Store, 18 Cedar Drive - - - - - - - - - - - Tenants Full Repairing and Insuring Lease

- - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1,294,050.00

TOTAL £ 393,600.00 94,100.00 59,200.00 28,550.00 102,900.00 35,600.00 323,550.00 34,750.00 132,050.00 89,750.00 1,294,050.00 1,294,050


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

EDENBRIDGESupermarket, Farmstead DriveTenants Full Repairing and Insuring Lease

- - - - - - - - - - - Tenants Club, Farmstead Drive

Fabric & Plant Repairs/Renewals 1,000.00 - - - - - - - - - 1,000.00 1,000Service Contracts - - - - - - - - - - -

- - - - - - - - - - - OTFORD - - - - - - - - - - - Girl Guide Meeting Room - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 100.00 500.00 100.00 100.00 1,000.00 100.00 100.00 500.00 100.00 100.00 2,700.00 2,700Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Bishops Palace - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 8,000.00 100.00 2,500.00 100.00 100.00 500.00 100.00 100.00 100.00 500.00 12,100.00 12,100Service Contracts - - - - - - - - - - -

- - - - - - - - - - - LULLINGSTONE - - - - - - - - - - - Pro. Shop And Club House - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - 424,800.00

TOTAL £ 81,100.00 108,200.00 29,600.00 29,300.00 43,100.00 20,700.00 26,700.00 22,200.00 23,700.00 40,200.00 424,800.00 424,800


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL LULLINGSTONEDriving Range

Fabric & Plant Repairs/Renewals 3,350.00 500.00 1,950.00 500.00 5,350.00 500.00 2,450.00 500.00 500.00 6,250.00 21,850.00 21,850Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Park Gate Road Barn - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 2,050.00 1,400.00 500.00 500.00 1,150.00 1,550.00 500.00 750.00 500.00 1,150.00 10,050.00 10,050Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Maintenance Depot - - - - - - - - - - -


- - - - - - - - - - - Visitor Centre - - - - - - - - - - -


- - - - - - - - - - - SHOREHAM - - - - - - - - - - - Wardens Lodge & Store - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 5,850.00 1,250.00 900.00 1,300.00 5,400.00 650.00 1,850.00 950.00 900.00 5,500.00 24,550.00 24,550Service Contracts - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 333,850.00

TOTAL £ 47,450.00 23,900.00 24,050.00 19,450.00 51,800.00 31,000.00 30,950.00 33,850.00 27,600.00 43,800.00 333,850.00 333,850


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL SHOREHAMTimberden Farm

Fabric & Plant Repairs/Renewals 100.00 100.00 2,000.00 100.00 100.00 2,000.00 100.00 100.00 2,000.00 100.00 6,700.00 6,700Service Contracts - - - - - - - - - - -

- - - - - - - - - - - SUNDRIDGE - - - - - - - - - - - Dunbrik Works Depot - - - - - - - - - - -


- - - - - - - - - - - PUBLIC TOILETS - - - - - - - - - - - Sevenoaks - - - - - - - - - - - -

Akehurst Lane - - - - - - - - - - - Fabric & Plant Repairs/Renewals 950.00 650.00 650.00 1,450.00 650.00 3,850.00 650.00 1,550.00 650.00 1,450.00 12,500.00 12,500


St Johns Car Park - - - - - - - - - - - Fabric & Plant Repairs/Renewals 1,000.00 700.00 700.00 1,550.00 700.00 4,000.00 700.00 1,650.00 700.00 1,600.00 13,300.00 13,300

Service Contracts - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 695,200.00

TOTAL £ 106,850.00 45,550.00 52,450.00 66,300.00 68,650.00 64,450.00 53,150.00 58,900.00 62,050.00 116,850.00 695,200.00 688,500


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

PUBLIC TOILETSSevenoaks -

St Johns TavernFabric & Plant Repairs/Renewals 800.00 600.00 600.00 800.00 600.00 4,000.00 600.00 950.00 600.00 1,000.00 10,550.00 10,550


Ash Green - - - - - - - - - - - Fabric & Plant Repairs/Renewals 900.00 650.00 650.00 900.00 650.00 4,450.00 650.00 1,150.00 650.00 1,200.00 11,850.00 11,850


Leigh - - - - - - - - - - - Fabric & Plant Repairs/Renewals 950.00 650.00 650.00 1,450.00 650.00 3,850.00 650.00 1,550.00 650.00 1,450.00 12,500.00 4,350


Penshurst - - - - - - - - - - - Fabric & Plant Repairs/Renewals 1,000.00 650.00 650.00 1,450.00 650.00 3,950.00 650.00 1,550.00 650.00 1,450.00 12,650.00 12,650


Riverhead - - - - - - - - - - - Fabric & Plant Repairs/Renewals 1,000.00 650.00 650.00 1,450.00 650.00 3,950.00 650.00 1,550.00 650.00 1,450.00 12,650.00 12,650

Service Contracts - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 60,200.00

TOTAL £ 4,650.00 3,200.00 3,200.00 6,050.00 3,200.00 20,200.00 3,200.00 6,750.00 3,200.00 6,550.00 60,200.00 52,050


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

PUBLIC TOILETSWesterham

Fabric & Plant Repairs/Renewals 650.00 650.00 650.00 1,350.00 650.00 4,600.00 650.00 1,050.00 650.00 1,350.00 12,250.00 12,250Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Ide Hill - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 900.00 650.00 650.00 900.00 650.00 4,450.00 650.00 1,150.00 650.00 1,200.00 11,850.00 11,850Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Edenbridge ( Stone Bridge ) - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 800.00 600.00 600.00 800.00 600.00 4,000.00 600.00 950.00 600.00 1,000.00 10,550.00 10,550Service Contracts - - - - - - - - - - -

- - - - - - - - - - - Kemsing - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 900.00 650.00 650.00 900.00 650.00 4,450.00 650.00 1,150.00 650.00 1,200.00 11,850.00 3,100Service Contracts - - - - - - - - - - -

M25 - - - - - - - - - - - Clacketts Lane Tourist Office - - - - - - - - - - -

Fabric & Plant Repairs/Renewals 100.00 650.00 100.00 100.00 100.00 650.00 100.00 100.00 100.00 650.00 2,650.00 2,650Service Contracts - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - 49,150.00

TOTAL £ 3,350.00 3,200.00 2,650.00 4,050.00 2,650.00 18,150.00 2,650.00 4,400.00 2,650.00 5,400.00 49,150.00 40,400


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

PUMPING STATIONSChequers Hill, Bough Beech


- - - - - - - - - - - Parsons Croft, Hever - - - - - - - - - - -


- - - - - - - - - - - Pococks Bank, Hever - - - - - - - - - - -


- - - - - - - - - - - Forge View, Underriver - - - - - - - - - - -


- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

TOTAL £ 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 1,300.00 13,000.00 13,000


Appendix J

Location 2001/02 2002/03 2003/04 400 4/5 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 £ TOTAL

PLAYGROUNDSAll Sevenoaks Council Sites

Repairs & Renewals 121,900.00 58,870.00 23,350.00 24,780.00 15,800.00 26,300.00 12,630.00 3,440.00 1,700.00 1,490.00 290,260.00 290,260 - - - - - - - - - - - - - - - - - - - - - -

CAR PARKS - - - - - - - - - - - All Sevenoaks Council Sites - - - - - - - - - - -

Ticket Machine Repairs 150.00 150.00 5,000.00 150.00 5,000.00 150.00 150.00 5,000.00 150.00 150.00 16,050.00 16,050 - - - - - - - - - - -

CCTV INSTALLATION - - - - - - - - - - - External and Internal Equipment - - - - - - - - - - -

Repairs & Renewals 24,000.00 154,500.00 64,700.00 102,500.00 104,200.00 31,000.00 57,200.00 7,500.00 149,600.00 44,000.00 739,200.00 739,200 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

TOTAL £ 146,050.00 213,520.00 93,050.00 127,430.00 125,000.00 57,450.00 69,980.00 15,940.00 151,450.00 45,640.00 1,045,510.00 1,045,510


Appendix K

-

F4 Cowden Allotments (part) Sell to adj owner

Sale completed 27/12/01 £ 5,000 -

D1 Edenbridge Adj 66 Lingfield Road

Sell Sale completed 15/8/02 £ 60,000 -

F42 Westerham Granville Road Sell at auction Auctioned 20/2/03. Completed 20/3/03

£ 26,000

D3 Kemsing Adj 110 Dynes Rd Sell at auction Auctioned 20/2/03. Completed 20/3/04

£ 102,000

Pre 2002/03 2002/03 2003/04 No. LOCATION ADDRESS DECISION 2004/05 & future

B9 Sevenoaks Community Centre Sell Sale completed 26/11/99 £ 44,000 -

PROGRESS

D8 Westerham Madan Road Sell Sale completed 21/1/00 £ 200,000 - -

A13 Sevenoaks 34 Gordon Road Sell Sale completed 1/11/00 £ 200,000 - -

D4 Kemsing Adj 31 Pilgrims Way Auction Sale completed 16/3/01 £ 400,000 - -

D6 Swanley Button Street Sell Sale completed 16/7/01 £ 400,000 -

D2 Hartley Caxton Close Sell Sale completed 4/11/02 £ 260,000

PROPERTY REVIEW 2000 – MONITORING REPORTFeb-05

TABLE 1 – Completed Disposals

Appendix K

F19 Penshurst New Road Sell at auction Auctioned 20/2/03. Completed 20/3/03

£ 23,000

F11 Horton Kirby Franks Lane Sell at auction Auctioned 20/2/03. Completed 20/3/03

£ 18,000

F28 Sevenoaks Mill Road Sell at auction Auctioned 20/2/03. Completed 20/3/03

£ 2,750

Swanley Leechcroft Avenue Access strip to serve adjoining school field development. Agreed by Cabinet 12/12/02. Completed 30/10/03

£ 150,000

Dunton Green London Road Small area of land to assist access for 77 London Road/WKCS. 10 year option completed 28/11/03

£ 5,000

Dunton Green Station Road Completed 2/12/03 £ 22,000

C5 Sevenoaks Skevingtons Yard Sell Agreed by Cabinet 12/12/02. Completed 10/7/03

- £ 60,000

No. LOCATION ADDRESS DECISION PROGRESS Pre 2002/03 2002/03 2003/04 2004/05 & future

Appendix K

Seal; Bentleys Meadow SDC land to assist WKHA Unity house redevelopment. Planning submitted. Report to Cabinet 10/4/03. Completed 9/12/03

£ 200,000

F20 Seal Church Road, Stone Street

Sell to parish at DV’s figure

Terms agreed. Completed 5/8/04

£ 1,500

F35 Weald The Wickets Sell to parish at DV’s figure

Terms agreed. Completed 23/8/04

£ 2,250

F37 Sundridge Bowsers Meadow Sell to parish at DV’s figure

Terms agreed. Completes 30/9/04

£ 5,000

TOTALS 1,249,000£ 491,750£ 537,000£ 8,750£

F14 Leigh Barnetts Road Sell WKHA planning application for 5 houses submitted 29/10/02. Report to Cabinet 10/4/03. Completed 30/1/04

- £ 100,000


Appendix K

TOTALS £ 51,350 £ 51,350 £ 51,350


C1 Edenbridge 18 Cedar Drive Revise rent New lease completed 15 years from 2000, 5 year reviews

£ 3,600 £ 3,600 £ 3,600

C2 Edenbridge Foodmarket Revise rent New lease completed 14 years from 2000, review 2010

£ 10,500 £ 10,500 £ 10,500

C4 Sevenoaks N.Bradbourne Vale Rd

Revise rent New lease agreed for 10 years with 3 year rent reviews

£ 1,000 £ 1,000 £ 1,000

- Swanley Everest Place Car Park

Increase rent New lease completed 21 years from 2001. No reviews

£ 1,250 £ 1,250 £ 1,250

Sevenoaks Black Boy Public House

Rent Review £ 35,000 Review by consultants confirm existing rent as current. Lease 30 years from 1998, Reviews every 5 years

£ 35,000 £ 35,000

TABLE 2 – Rent Reviews

Appendix K

£308,000£50,000

(overage)

Sale agreed to assist redevelopment of village school.

£1,000

Area agreed, with Legal. plus new public toilet

Building completed.


A18 Shoreham Timber yard Sell to purchaser of adj. property

Purchaser withdrew from purchase of adj. property

nil - -

C7 Sevenoaks Rear 21 Wickenden Rd

Sell to tenant Sale agreed, legal instructed.

- £1,300

-D7 Swanley The Parade Sell

Table 3 - Agreed Disposals

Leigh Land adjoining the Primary School

Dispose to KCC

Disposal to Beeleigh Developments for retail and residential Moat) agreed by Cabinet 17th

October 02.Legal instructed. Planning obtained. Contracts exchanged, 18/11/03. (£30,800 paid) Started on site, Jan 04, (£27,000 paid). Overage payment estimated at £50,000

Appendix K

Dunton Green Rear of Ryewood Cotts

Sell Revised scheme for 2 detached and 2 semis submitted. Planning refused and being referred to full Council in Feb 03. Refused. Applicant now appealing the decision. Revised application for 3 units under consideration. Cabinet approval in principle to the disposal.

£120,000

Appendix K

No. LOCATION ADDRESS DECISION PROGRESS Pre 2002/03 2002/03 2003/04 2004/05 ONLeigh The Forstall No approval WKHA have consent

for2 units on the eastern site. Approved by MT 1/12/04, to Cabinet 20/1/05.Sale agreed, legal instructed.

£80,000

West Kingsdown Viking Way + rear of 136 Hever Road

No approval WHKA propose to erect social housing subject to aquiring one extre parcel, consultation and planning. Approved by MT 1/12 04, to Cabinet 20/1/05. Sale not agreed, to be retailed.

£150,000

Hartley Caxton Close No approval WKHA propose 3 units on the site subject to consultation and planning. Approved by MT1/12/04, to Cabinet 20/1/05. Sale agreed. Legal instructed.

£80,000

TOTAL 790,300£

Appendix K

F30 Sevenoaks 7-13 Oakhill Road Sell Wildlife survey completed. To form separate report possibly in conjunction with adjoining owner in 2005

- - £ 200,000

F44 West Kingsdown School Lane Sell to parish at DV’s figure

Terms agreed. Legal instructed

£ 2,250

F21 Seal Sealcroft Cottages Sell to neighbours

F25 Sevenoaks Greatness Road Sell to neighbours

Sevenoaks Cobden Road Centre For consideration

Relocate remaining voluntary sector tenants and consider disposal for conversion or redevelopment

Sevenoaks Former Park & Ride, Otford Road

To consider for disposal/development if MGB status can be resolved.

TOTALS 515,250£

PROGRESS Pre 2002/03 2002/03 2003/04 2004/05 & future No. LOCATION ADDRESS DECISION

B14 W.Kingsdown Adj. Gamecock Field Sell/Retain To negotiate with Parish - £ 13,000

C6 Sevenoaks 12 Knole Way Sell To be subject of a separate report with F26 (Note rent increase to £5,000 1/4/01)

- - £ 300,000

TABLE 4 – Disposals Under Consideration and Negotiation

Appendix K

F2 Brasted St Martins Meadow Transfer to Paris/Trust at nil cost

DV value and GOSE consent to transfer obtained. Awaiting news on Trust

Nil

F1 Brasted Pipers Green Road Transfer to Paris/Trust at nil cost

DV value and GOSE consent to transfer obtained. Awaiting news on Trust.

Nil

F3 Chevening Chipstead Common (part)

Transfer to Parish at nil cost

DV value and GOSE consent to transfer obtained. Legal instructed

Nil

F23 Sevenoaks Bethel Road Transfer to Parish at nil cost


Nil

F24 Sevenoaks Bradbourne Sandpit (part)

Transfer to Parish at nil cost


Nil

F27 Sevenoaks Littlewood Transfer to Parish at nil cost


Nil

Nil

Pre 2002/03 2002/03 2003/04 No. LOCATION ADDRESS DECISION 2004/05 & future

F32 Sevenoaks Pontoise Close (part) Transfer to Parish at nil cost


PROGRESS

TABLE 5 – Disposals to Town & Parish Councils

Appendix L

62

Capital Investment CIPFA definition : Expenditure on the acquisition, creation or enhancement of fixed assets. This will include,

Acquisition, reclamation, enhancement or laying out of land, Acquisition, construction, preparation, enhancement or replacement of roads,

buildings and other structures, Acquisition, installation or replacement of moveable or immovable plant,

machinery, apparatus, vehicles and vessels. In this context, enhancement means the carrying out of works which are intended to:

Lengthen substantially the useful life of the asset, Increase substantially the open market value of the asset, Increase substantially the extent to which the asset can be used

NOTE: an older definition referred to expenditure which realised a benefit for more than one year. Deferred Charges These arise where Capital Investment impacts on fixed assets in the ownership of other parties. IT software is also treated as a Deferred Charge under CIPFA guidance. Revenue Expenditure Any ongoing costs relating to assets are revenue expenditure. This includes maintenance which does not substantially increase the useful life, value or extent of use of an asset.

Appendix M

Capital Programme 2005-08

SchemeHead of Service/Scheme Cost 2005/06 2006/07 2007/08

LikelyBudget Forecast C/F

£000 £000 £000 £000 £000 £000 £000

Chief ExecutiveBlighs Phase two 100 200 150Edenbridge Relief Road 3,647 2,187 2,000 187 400

Information TechnologyInformation Technology - development 166 116 50 150 150 150IEG schemes Gross cost 476 330 146 150 Government IEG Subsidy -476 -330 -146 -150

Community DevelopmentParish Projects 127 35 92Sevenoaks Kaleidoscope - KCC Contribution 40 40

Community Development - Residual LeisureSevenoaks Leisure Centre 6,671 84 84Fitness Equipment 400 400 390 10FLEX Bookings System 120 120 120Wildernesse All weather Pitch contribution 100 100

Direct and Customer ServicesCommercial Vehicle replacements 456 456 500 400 350

Financial ServicesBenefits/Council Tax System 350 350 100 250

HousingImprovement Grants Gross cost 544 544 725 725 725 Government DFG Subsidy -150 -150 -348 -348 -348

WKHA Homeless Accommodation 130 130WKHA Disabled Adaptations 300 300

Highways and TransportTraffic Calming 18 66

Policy & EnvironmentAir Quality Monitoring Station 53 53

Development ServicesEnvironmental Enhancements 20 20

4,822 4,077 893 1,800 927 877

Internal FundingVehicle Renewal Fund 456 456 500 400 350Capital receipts 4,366 3,621 793 2,193 527 527

4,822 4,077 2,693 927 877Capital ReceiptsBalance at 1st April 4,026 4,046 1,370 412 545Expected new receipts 945 945 1,235 660 350Capital Financing -4,366 -3,621 -793 -2,193 -527 -527Balance at 31st March 605 1,370 412 545 368

Source : Council 22/2/05

2004/05

63

Appendix N

64

Prudential Indicators for 2005/06

1. Prudential Indicator 1 The actual capital expenditure that was incurred in 2003/04 and the estimates of capital expenditure to be incurred for the current and future years that are recommended for approval are:-

Prudential Indicator 1 - Capital Expenditure

2003/04 £000

Actual

2004/05 £000

Budget

2005/06 £000

Budget

2006/07 £000

Budget

2007/08 £000

Budget

3,177 5,448 2,298 1,275 1,225

2. The estimates of capital expenditure for 2005/06 onwards include capital service pressures.

3. Prudential Indicator 2 Estimates of the ratio of financing costs to net revenue stream for the current and future years, and the actual figures for 2003/04 are:

Prudential Indicator 2 - Ratio of Financing Costs to Net Revenue Stream

2003/04 £000

Actual

2004/05 £000

Budget

2005/06 £000

Budget

2006/07 £000

Budget

2007/08 £000

Budget

-12% -10% -9% -8% -6%

4. The estimates for financing costs include current commitments and the proposals in this budget report. Financing costs are calculated by taking costs of borrowing and deducting investment income. As Sevenoaks is debt free, the costs of borrowing are nil and this ratio is therefore negative. The ratio shows the extent to which the proportion of the Council’s net revenue expenditure funded by investment income has fallen and is expected to fall further as the Council’s reserves are spent.

Appendix N

65

5. Prudential Indicator 3 Estimates of the end of year capital financing requirement for the authority for the current and future years and the actual capital financing requirement as at 31st March 2004 are:-

Prudential Indicator 3 - Capital Financing Requirement

31/03/04 £000

Actual

31/03/05 £000

Budget

31/03/06 £000

Budget

31/03/07 £000

Budget

31/03/08 £000

Budget

-2,767 Zero Zero Zero Zero

6. The capital financing requirement measures the authority’s underlying need to borrow for a capital purpose. At Sevenoaks there is presently no need to borrow for capital purposes and so the capital financing requirement is zero.

7. Prudential Indicator 4 The authority has an integrated treasury management strategy and has adopted the CIPFA Code of Practice for Treasury Management in the Public Services (see report to Overview and Scrutiny Board 9th September 2003). Sevenoaks District Council has, at any point in time, a number of cashflows both positive and negative, and manages its treasury position in accordance with its approved treasury management strategy and practices.

8. Prudential Indicator 5 CIPFA’s Prudential Code for Capital Finance in Local Authorities includes the following as a key indicator of prudence: -

“In order to ensure that over the medium term net borrowing will only be for a capital purpose, the local authority should ensure that net external borrowing does not, except in the short term, exceed the total of capital financing requirement in the preceding year plus the estimates of any additional capital financing requirement for the current and next two financial years.”

9. For Sevenoaks the relevant figure for 2005/06 is zero. As the Council has a negative capital financing requirement, it should not have any net external borrowing over the medium term. The Code does not define ‘medium term, but guidance issued indicates that a three year period would be reasonable. Temporary borrowing would therefore be allowed.

Appendix N

66

10. Prudential Indicator 6 The Council may in exceptional circumstances have a requirement for temporary borrowing. It is therefore recommended that in respect of its external debt, the Council approves the following authorised limits for its total external debt gross of investments for the next three financial years, and agrees the continuation of the previously agreed limit for the current year since no change to this is necessary.

11. These limits separately identify borrowing from other long-term liabilities such as finance leases.

Prudential Indicator 6 - Authorised Limit for External Debt

2004/05 £000

2005/06 £000

2006/07 £000

2007/08 £000

Borrowing 5,000 5,000 5,000 5,000

Other long term liabilities

0 0 0 0

Total 5,000 5,000 5,000 5,000

12. These authorised limits are consistent with the authority’s current commitments, existing plans and the proposals in this budget report for capital expenditure and financing, and with its approved treasury management policy statement and practices. They are based on giving sufficient headroom to allow for operational management, for example unusual cash movements. Risk analysis and risk management strategies have been taken into account; as have plans for capital expenditure, estimates of the capital financing requirement and estimates of cashflow requirements.

13. Prudential Indicator 7 The Council is also asked to approve the following operational boundary for external debt for the same time period. The proposed operational boundary for external debt is based on the same estimates as the authorised limit but reflects directly the Chief Financial Officer’s estimate of the most likely, prudent but not worse case scenario, without the additional headroom included within the authorised limit to allow for example for unusual cash movements, and equates to the maximum of external debt projected by this estimate. As the Council has not needed to borrow in recent years, and does not plan to borrow in the next three years, the operational limit has been set as zero.

Appendix N

67

14. The Code notes that it would probably not be significant if the operational boundary were breached temporarily on occasions due to variations in cashflow. However a sustained or regular trend above the operational boundary would be significant and should lead to further investigation and action as appropriate. In Sevenoaks’ case, the operational limit is set at zero as best estimates at present are that no borrowing will be required in 2005/06. However occasional temporary borrowing would be allowed up to the authorised limit set out above. During 2004/05 the Council borrowed £3m overnight on one occasion.

Prudential Indicator 7 - Operational Boundary for External Debt

2004/05 £000

2005/06 £000

2006/07 £000

2007/08 £000

Borrowing 0 0 0 0

Other long term liabilities

0 0 0 0

Total 0 0 0 0

15. Prudential Indicator 8 The Council’s actual external debt at 31st March 2004 was zero. It should be noted that actual external debt is not directly comparable to the authorised limit and operational boundary, since the actual external debt reflects the position at one point in time.

16. Prudential Indicator 9 Amount of projected borrowing that is fixed rate maturing in each period as a percentage of total projected borrowing that is fixed rate:-

Upper Limit Lower Limit

Under 12 months 0% 0%

12 months and within 24 months 0% 0%

24 months and within 5 years 0% 0%

5 years and within 10 years 0% 0%

10 years and above 0% 0%

Appendix N

68

17. As the Council has no borrowing and plans no borrowing no limits have been set for borrowing maturities.

18. Prudential Indicator 10 The estimate of the incremental impact of capital investment decisions proposed in this budget report, over and above capital investment decisions that have previously been taken by the Council are: -

For the Band D Council Tax

2005/06 2006/07 2007/08

£1.32 £2.02 £3.28

19. New capital items are shown in the Capital Programme report elsewhere on this Agenda.

20. Prudential Indicator 11 Sevenoaks plans to invest for periods longer than 364 days. In order to contain its exposure to the possibility of loss that might arise as a result of its having to seek early repayment or redemption of principal sums invested; the proposed upper limits for each forward financial year period for investments maturing are:

Upper limit for total principal sum invested to final maturities beyond the period end

2004/05 £000

2005/06 £000

2006/07 £000

2007/08 £000

Limit 30,000 20,000 15,000 10,000

Maturities of current investments (for information)

11,500 4,000 3,000 1,000

21. The Council currently also has £26,100,000 of investments that mature before 31 March 2005 or are in an instant access account. The upper limits have been set to allow the Council considerable freedom to take advantage of market conditions at any particular time whilst also taking into account falling reserve levels and the need for liquidity.

22. Prudential Indicator 12 It is recommended that the Council set an upper limit on its fixed interest exposures for 2004/05, 2005/06 and 2006/07 of 100% of its net outstanding principal sums.

23. It is further recommended that the Council set an upper limit on its variable interest exposures for 2004/05, 2005/06 and 2006/07 of 50% of its net outstanding principal sums.

Appendix N

69

24. Currently 60% of outstanding principal sums are at a fixed rate and 40% at a variable rate. The limits set out above give the Council considerable freedom to take advantage of market conditions whilst maintaining liquidity and avoiding exposure to unnecessary or unquantifiable risk.

Appendix O

70

SEVENOAKS DISTRICT COUNCIL CAPITAL STRATEGY STATEMENT 2002/03

1. Key Objectives and Priorities 1.1 The Council’s Statement of Intent as outlined in its strategic framework 2001/02 and

beyond is:

“Efficient and effective delivery of services in a customer conscious way”

1.2 Related to the Statement of Intent, the Council has a number of principles:

We will deliver all services well with an emphasis on our core activities, meeting local needs, working in partnership with others and exploring the use of new technology

We will work with our communities to understand more clearly their needs and priorities through improved communication and consultation

We will make the best use of available resources and exercise sound financial management

We aim to build on what we do well, learn from past mistakes and the best practice of others

We will seek to conserve our environment for future generations We recognise that staff, Councillors and our partners are all one team seeking to

improve services We are publicly accountable for our actions and will be open and honest in our

decision making 1.3 In addition to the statement of intent and principles, the Council’s main objectives are

to:

Be a council that is open and honest in its decision making, prudent in its financial management and offers value for money in the services it provides

Encourage diversity and assist the development of thriving and viable communities throughout Sevenoaks District

Facilitate the development of better transport arrangements and maintain/improve our roads and pavements

Canvass and consider the views of all groups in the community and promote their positive contributions

Work with our partners to improve the wellbeing of our communities through improved leisure access and develop initiatives to reduce crime and disorder

Balance environmental and economic health with the growing pressure from development and ensure that everyone’s views are heard

1.4 Within the Strategic Framework are a number of cross-cutting themes with action plans. A copy of the one relating to financial management is included as an appendix to this statement.

Appendix O

71

1.5 The key objectives in the strategic framework are reflected in the Council’s best value

performance plan 2002/03. The plan sets out how the Council is responding to new legislation and duties and the approach to service planning, best value and performance management.

1.6 The plan identifies the following as priorities:

a) Strategic Issues

Housing Benefits performance Comprehensive Performance Assessment Electoral turnout Finance – achieving planned service spend targets in 2002/03 and future years Community Plan – further development with aim to complete by 2004 Development Control performance Affordable Housing Waste and recycling

b) Performance Management

c) Consultation

Best Value Reviews, Community Strategy, Local Plan, Housing needs/condition survey, Budget process 2003/04

d) Financial Issues

In recent years the level of Council balances has reduced significantly. Major capital expenditure has taken place on leisure centre developments and improvements to town centres. Interest receipts have reduced following reductions in investment returns and falling balances. The Council has a Financial Strategy that includes the following elements: The Council will continually review the scope and level of services to ensure they

remain relevant to statutory requirements and meet the public’s needs; The Council will respond to new demands and pressures for services in the most

cost effective way; The Strategy will continue to focus on how the Council spends its money; The Council will reduce its reliance on interest receipts to support revenue

expenditure; The Council will continue to look for efficiency improvements and review

charges for services; The Council recognises that overall costs are likely to increase due to service

pressures in future years as it aims to meet enhanced government targets; The Council will review the level of spending on services which should be the

responsibility of other bodies; The Council will continue to bid for external funding where possible, recognising

that some service enhancements can only be achieved in this way; and The Council will critically examine proposals for capital investment to ensure that

resources will be spent wisely and it will seek external funding if available.

Appendix O

72

1.7 The Council monitors the performance of its services both individually and in

aggregate in order to maintain the drive for corporate efficiency gains. The practical measures adopted by the Council to maintain this momentum include:

Having financial regulations and procedures that encourage managers to manage

their services responsibly Having clearly defined “responsible budget managers” Effective use of technology Having financial reporting arrangements that are clear, transparent and timely, all

of which promotes accountability to elected Members and the public Ensuring that contractual terms deliver efficiency gains from contractors and

Direct Services Exposing its services to competition where it is considered appropriate Challenging the need to replace staff when posts become vacant Ensuring that Best Value Reviews consider the opportunities for efficiency

savings and report such opportunities to Members 1.8 The Council’s key objectives are also reflected in both the Local Agenda 21 strategy

and action plan, and the community safety strategy and action plan. Work is in progress on a community plan which will bring these various strategic issues together.

2. Housing Investment Strategy 2.1 Housing investment is a key element of the Council’s capital investment programme

as evidenced at 5.1 below. A separate housing strategy statement is produced by the Council in consultation with its key partners.

2.2 Within the latest edition of the strategy (2002) the following priorities for action are

identified:

1. To increase the supply of affordable housing in the district 2. To promote balanced and sustainable communities 3. To improve housing conditions 4. To address identified homelessness issues 5. To develop the Council’s strategic role for housing 6. To encourage the development of sustainable rural areas 7. To contribute to the Council’s crime reduction programme

2.3 These priorities have been developed following research into housing issues in the district and consultation with stakeholders.

2.4 The strategy makes particular reference to future resources in terms of finance and

land availability. It includes actions linked to each of the stated objectives. 2.5 A copy of the relevant section of the housing strategy is attached as an appendix to

this statement.

Appendix O

73

3. Key Partners 3.1 The District Council has developed wide partnership working through cross cutting

issues such as youth, community safety, Agenda 21, health action, etc. 3.2 The Council’s main key partners are as follows:

Kent County Council Kent Police Authority West Kent Health Authority Town/Parish Councils Neighbouring District Councils Registered Social Landlords operating in the District (RSLs) Voluntary Bodies Commerce and Industry

3.3 The following table indicates the main RSLs and the housing stock numbers within the District:

West Kent Housing Association 5,350 Moat Housing Group (includes 490 shared ownership units)

890

North British Housing Association 275 Rockdale Housing Association 125

3.4 The Council’s investment strategy has always recognised the importance of working

with these partners. In recent years substantial capital investment has been made in partnership areas such as:

Road improvement/traffic calming CCTV Parish Council projects Housing Association schemes

3.5 The Council has been successful in attracting £1.3 million of external funding to spend over five years which, together with a similar amount of resources leveraged in from partnership organisations is enabling the Council to bring benefits to residents which it otherwise could not afford to do. Nearly 30 organisations are involved in the partnerships.

3.6 The Council has also begun exploring partnerships in procurement issues. During

2001 the Council jointly procured a new financial system with a neighbouring district council. This enabled scarce resources to be directed to key priority areas, and also achieved the installation of a system that the Council would not have been able to afford on its own.

4. Asset Management 4.1 The Council has made significant efforts to review all its property holdings,

marketing those assets that are surplus to service requirements and assessing the maintenance liabilities of those used for service provision over a ten-year period.

Appendix O

74

4.2 As part of the work carried out by the Council on asset management, a costed ten-year

asset maintenance schedule has been produced. Resources for funding this work have been made available in the 2002/05 three-year financial plan.

4.3 This also reflects the Council’s policy on capital investment, set out below at 5.6. The

figures included in the capital programme illustrated below are as follows:

2002/03 £000

2003/04 £000

2004/05 £000

Asset Maintenance

924 696 640

4.4 These figures include £0.75 million for information technology replacements. In

addition a further £0.5 million is included in the main capital programme for IT developments which provide a resource base for the e-government agenda.

4.5 Full details of the Council’s approach are set out in its Asset Management Plan.

5. Capital Investment and Resources 5.1 The Council’s current approved three-year capital programme anticipates investment

of £20.7 million over the period:

5.2 The Council has recognised through its approved three-year financial plan that

resources in terms of capital receipt and other reserve balances will diminish significantly in the medium term. In order to address this issue, a number of policies have been developed and incorporated into the strategic framework and into the Council’s financial and service planning processes:

a) critical review of all existing capital schemes; b) adoption of new guideline criteria for new capital schemes; c) review of all existing Council land holdings to enable a phased disposal

programme; d) the setting aside of initial resources, together with annual revenue charges, to

create a self-financing commercial vehicle renewal fund; e) the setting aside of resources, towards asset maintenance;

Capital Programme 2002/05

02468

1012

2002/03 2003/04 2004/05

£ m

illio

n

Other servicesHousing

Appendix O

75

f) the production of a costed asset maintenance plan; and g) the identification of and bidding possibilities for external funding

opportunities. 5.3 In the Council’s three-year financial plan, the capital receipt balances are projected to

be as follows:

5.4 These balances take into account projected spend levels and asset sales. Some capital

investment is also funded from government grants (Improvement Grant Capital Subsidy) and partner contributions. A comprehensive property review was undertaken in 2000 creating an ongoing disposal programme which is now being implemented.

5.5 The Council has in the past made bids for lottery, European, single regeneration bid,

invest to save bid and challenge funding. Home Office funds assisted the implementation of the Council’s CCTV investment for instance.

5.6 The guideline criteria for considering new capital proposals are as follows:

a) mandatory schemes; b) schemes which reduce ongoing revenue costs; c) schemes developing council owned assets;

- extending useful life - health and safety implications - increases or safeguards to income streams

d) specific schemes only, not small capital scheme allocations; and e) other schemes would only be considered as exemptions.

5.7 This has in effect led to existing resources being primarily directed towards asset

maintenance, housing and IT; with other areas being considered for external funding and partnership working.

6. Conclusion 6.1 The Council is in a changing financial environment, with the resources which were

available to it during the 1990’s, following the housing transfer, now diminishing. 6.2 The Council has identified the changing needs for the future and has developed action

plans which are reflected in its strategic plans.

Capital receipt balances at 31st March

0

2

4

6

2001 2002 2003 2004 2005

Appendix P

Cumulative Asset Maintenance Monitoring November 2004From 200501 to 200508

Spend Current Period Spend YTD Budget YTD

Variance (where a

minus is 'bad news')

% Variance (where a

minus is 'bad news')

Annual Budget Forecast

200508 200508Annual Budget includes estimated b/fwd items and is subject to confirmation

Direct Services

AMF CCTV 01/04 Balance 0 0 12,684 12,684 100 74,526 74,526AMF CCTV 2004/05 0 4,130 0 -4,130 14,502 14,502AMF Direct Services 2004/05 0 4,010 4,643 633 14 -9,147 -9,147TOTAL 0 8,139 17,327 9,188 53 79,881 79,881

IT

AMF IT YEAR3 0 148,211 165,000 16,789 10 200,000 200,000TOTAL 0 148,211 165,000 16,789 10 200,000 200,000

Appendix P

Legal and Property

AMF Argyle Road 01/04 Balance 0 200 488 288 59 61,166 61,166AMF Argyle Road 2004/2005 0 0 0 0 33,838 33,838AMF Argyle Road Minor Works Year 2 0 175 0 -175 0 0AMF Argyle Road Minor Works Year 3 0 4,468 0 -4,468 0 0AMF Asbestos Surveys 42 11,701 14,358 2,657 19 21,282 21,282AMF AWP Replacement 01/04 Balance -37,901 1 0 -1 98,300 98,300AMF Corporate Props 01/04 Balance 12,335 25,593 0 -25,593 1,372 1,372AMF Corporate Props 2004/05 0 0 0 0 2,417 2,417AMF Countryside 01/04 Balance 0 0 0 0 2,624 2,624AMF Countryside 2004/05 0 0 0 0 2,417 2,417AMF Leisure 2004/05 45,645 126,142 70,000 -56,142 -80 130,518 130,518AMF Playgrounds 01/04 Balance 0 0 0 0 78,419 78,419AMF Playgrounds 2004/05 0 0 0 0 4,834 4,834AMF Stag Theatre 01/04 Balance 0 34,259 19,600 -14,659 -75 47,066 47,066AMF Stag Theatre 2004/05 0 0 1,135 1,135 100 23,687 23,687AMF Stag Theatre Minor Works Year 3 0 1,135 0 -1,135 0 0AMF STW 01/04 Balance 0 0 0 0 898 898AMF STW 2004/05 0 0 0 0 2,417 2,417AMF Support & Salaries 8,872 86,394 89,797 3,403 4 115,526 115,526AMF Tenanted Props 01/04 Balance 0 2,612 3,858 1,246 32 33,996 33,996AMF Tenanted Props 2004/05 0 202 0 -202 10,151 10,151AMF TIC 01/04 Balance 0 0 0 0 600 600AMF Toilets 01/04 Balance 0 0 0 0 166 166AMF Toilets 2004/05 0 322 0 -322 24,000 24,000AMF White Oak Roofs 01/04 Balance 0 1,998 8,593 6,595 77 63,364 63,364TOTAL 28,994 295,201 207,829 -87,373 -42 759,058 759,058

Appendix P

Leisure

AMF Leisure 01/04 Balance 465 50,633 80,600 29,967 37 87,049 87,049 *TOTAL 465 50,633 80,600 29,967 37 87,049 87,049

Professional Services

AMF Yr 1 FMS Replacement 0 0 5,160 5,160 100 5,160 5,160TOTAL 0 0 5,160 5,160 100 5,160 5,160

Transportation and Highways

AMF Car Parks 01/04 Balance 0 0 0 0 2,725 2,725AMF Car Parks 2004/05 0 0 0 0 4,834 4,834AMF Car Parks Minor Works Year 3 0 2,612 0 -2,612 0 0TOTAL 0 2,612 0 -2,612 #DIV/0! 7,559 7,559

GRAND TOTAL 29,458 504,797 475,916 -28,881 -6 1,138,707 1,138,707

Appendix Q

Asset Maintenance/Funding Summary

Original 10 year Assessment as reported to Finance & Personnel Sub-Committee 13th December 2000

£000Plant and Fabric only (see separate schedule) 12,199

Service Contracts 1,27313,472

Fees at 15% of Plant and Fabric 1,830

IT at £250k pa 2,50017,802

Gross LiabilityLess Service Contracts (charged in revenue budgets) -1,273Net Liability 16,529

Asset Maintenance spend 2001/02 to 2003/04

£000 £0002001/02 spend charged to Special Projects Fund 661

Asset Maintenance Fund set up April 2002 10,0002002/03 spend 8602003/04 spend 951 1,811Fund Balance April 2004 8,189

79

Appendix R

Current I.T. Asset Maintenance Fund Forecast Expenditure As At May 2004 2003/2004 2004/2005 2005/2006 2006/2007 2007/2008Microsoft enterprise agreement £90,000.00 £95,000.00 £100,000.00 £100,000.00PC Base Replacement Programme £40,000.00 £40,000.00 £40,000.00 £40,000.00Colour Printer Replacement Programme £7,000.00 £7,000.00 £7,000.00 £7,000.00Laptop Replacement Programme £7,500.00 £7,500.00 £7,500.00 £7,500.00Monochrome Printer Replacement Programme £30,000.00 £30,000.00 £30,000.00 £30,000.00Software Upgrades £25,500.00 £20,500.00 £15,500.00 £15,500.00I.T. AMF Forecast Expenditure Total £ - £200,000.00 £200,000.00 £200,000.00 £200,000.00

I.T. AMF Budget Available £200,000.00 £200,000.00 £200,000.00 £200,000.00

Balance of AMF £ - £ -

£ -

£ -

80

Appendix S

Current I.T. Capital Forecast Expenditure As At May 2004 2003/2004 2004/2005 2005/2006 2006/2007 2007/2008EDM AO Scanner £21,000.00EDM Flat Screens £8,000.00Purchase Hydra Servers £75,500.00 £124,500.00Kent Connects Partnership £12,000.00 £12,000.00 £30,000.00 £30,000.00Data Storage Expansion £28,500.00 £13,500.00 £35,000.00 £35,000.00TDC Partnership SDC Contribution £5,000.00Voice over IP Trial £25,000.00Server Room wiring £40,000.00 £10,000.00Voice over IP Expansion £55,000.00EDM Scanner Replacement Programme £20,000.00 £20,000.00

I.T. Capital Expenditure Total £150,000.00 £150,000.00 £150,000.00 £150,000.00

I.T. Capital Budget Available £150,000.00 £150,000.00 £150,000.00 £150,000.00Possible Roll Forward from 2003/04 £16,363.00

Balance of I.T. Capital £16,363.00 £ -

£ -

£ -

81

Appendix T

I.T. Services Asset Summary and Insurance Value As At February 2005

Asset Count in Units

Average Cost per unit @ Insurance Value

Insurance Value of Assets

3RD PARTY ASSETS N/A N/A COMMS EQUIPMENT 49 £3,487.76 £170,900LAPTOPS 101 £1,229.70 £124,200PC's 453 £237.68 £107,670PERIPHERALS 50 £3,600.00 £190,000PRINTERS 104 £897.60 £93,350SERVERS 51 £10,303.53 £525,480SOFTWARE £503,500TOTAL 806 £1,715,100

82

Appendix U

Manufacture Asset Value Date of Purchase Warranty Spec Comments LocationMicrosoft £120,000 01/06/2002 01/06/2005 M/S EA Agreement Council OfficesAppsense £30,000 01/04/2003 01/04/2007 Citrix Server Farm Council OfficesTrend Micro Systems £20,000 01/07/2002 01/07/2005 All Servers, pc's and Laptops Council OfficesNorton £10,000 01/03/2004 01/03/2005 Norton's Ghost 8.00 500 Licence Council OfficesChevin £24,000 01/12/2003 01/12/2005 Network Analyst Council OfficesCitrix £30,000 01/10/2002 Per Seat Licence XPA 450 Licence Council OfficesVeritas £35,000 31/03/2003 6 Media Server/Enterprise Council OfficesAnite £90,000 01/04/2003 Site Licence Council OfficesAgresso £20,000 01/04/2002 64 User Licence Council OfficesPBViews £20,000 01/10/2003 Council OfficesARCGIS £30,000 01/04/2003 15 User Licence Council OfficesSorce £24,500 01/07/2004 500 User Licence Council OfficesApplication Licences £50,000 01/04/2004 Revs & Bens, AutoCad, Caps Council Offices

Total £503,500

Current Software List as at February 2005

83

Appendix V

I.T. Services Overall Cost of Asset Replacement Per Type As At February 2005

Class / Type Current T

otal Q

ty

Year of

Rep

lacem

ent

Deprec

iation

%

Estimate

unit cost

of

replac

emen

t valu

e

Qty due t

o be r

eplac

ed in

2005

/6Qty

due to b

e rep

laced

in

2006

/7Qty

due to b

e rep

laced

in

2007

/8Qty

due to b

e rep

laced

in

2008

/9Rep

lacem

ent C

ost 20

05/6

Replac

emen

t Cost

2006

/7

Replac

emen

t Cost

2007

/8

Replac

emen

t Cost

2008

/9

Total R

eplac

emen

t Cost

for A

sset C

lass u

ntil

2008

/09

COMMS EQUIPMENT/ NETWORK 49 £80,000 £34,000 £25,000 £25,000 £164,0002005/06

1 year 2006/07 75%2 year 2007/08 95%3 year 2008/09 100%LAPTOPS 101 15 20 40 26 £15,000 £19,000 £36,000 £23,400 £93,400

2005/06 £1,0001 year 2006/07 50% £9502 year 2007/08 80% £9003 year 2008/09 100% £900PC's 453 83 170 130 70 £62,250 £125,800 £94,900 £49,000 £331,950

2005/06 £7501 year 2006/07 40% £7402 year 2007/08 70% £7303 year 2008/09 100% £700PERIPHERALS / CABINETS / UPS 50 £35,000 £46,000 £16,000 £25,000 £122,000

2005/061 year 2006/07 75%2 year 2007/08 95%3 year 2008/09 100%PRINTERS 85 25 25 20 15 £25,000 £25,000 £20,000 £15,000 £85,000

2005/06 £1,0001 year 2006/07 70% £1,0002 year 2007/08 95% £1,0003 year 2008/09 100% £1,000DATA SERVERS 72 32 20 10 10 £64,000 £38,000 £20,000 £18,000 £140,000

2005/06 £2,0001 year 2006/07 40% £1,9002 year 2007/08 70% £2,0003 year 2008/09 100% £1,800APPLICATIONS/ SOFTWARE £100,000 £110,000 £140,000 £150,000 £500,000

1 year 100%

YEAR 2005/6 2006/7 2007/8 2008/9 TotalsTOTAL £381,250 £397,800 £351,900 £305,400 £1,436,350Current I.T. Asset Maintenance Fund £200,000 £200,000 £200,000 £200,000 £800,000DIFFERENCE -£181,250 -£197,800 -£151,900 -£105,400 -£636,350Current I.T. Capital Expenditure £150,000 £150,000 £150,000 £150,000 £600,000DIFFERENCE including Capital. -£31,250 -£47,800 -£1,900 £44,600 -£36,350

Cannot break Comms and network components down into individual items to

be replaced

Cannot break Peripherals down into individual items to be replaced

84

Appendix W

85

5. Role of Head Of Technology in Relation to Asset Management 1. To define long term corporate need and challenge existing asset use linking the

Councils asset use to the Strategic Framework and determining the impact on the asset base.

2. To be aware of and monitor future operational and organisational changes and

determine any effects on asset management including ensuring that the consequences of change are achievable, costed and appraised.

3. To review BV Plans, Audit Reviews, Strategies and Strategic Framework to

identify property implications. 4. To ensure that the revenue consequences of capital decisions are identified

together with the whole life costs and project appraisal. 5. To review the value of maintaining local performance indicators for I.T. Asset

Management. 6. To collate property performance data and produce a strategy of property aims and

objectives, including prioritisation between projects. 7. To report to the MT through the I.T. Steering Group and to the Cabinet through

the Cabinet Member.

FLEET LIST Appendix X

SEVENOAKS DIRECT SERVICES SMALL PLANTFLEET SCHEDULEFleet No Reg. No. Fleet No Reg. No. Fleet No Reg. No. Fleet No Reg. No. Fleet No Reg. No. Fleet No Item Fleet No ItemREFUSE STREET MINIBUS CONSTRUCTION

5022 M346KPH CLEANSING PEST CONTROL SERVICES (EX GROUNDS - 6060 N609FLN 5036 N340LGP 6038 T83PKJ 4406 pump 2" NOW EMERGENCY)6046 P463DFL 5026 N362RPF 5040 P406KAV 6099 GL53DDE 4407 Sub. pump6096 R211VSM 6021 N626FWA CONSTRUCTION 6031 T944KKJ 4411 vib plate 6010 blowvac6095 R552EHP 5041 P232MVX SERVICES 6048 W597XKM PARKS 4412 gen. (Andrews) 6011 strimmer6024 S912TKL 5042 P233MVX 4444 D965EWD 6054 W598XKM 5039 P546HKO 4413 cctv genny 6013 strimmer6032 T627KKE 5043 P234MVX 5031 L688END 6073 CE02UKO 6023 S819RKE 4420 floor saw 6015 hedge cut6026 T960LKJ 5044 P235MVX 6055 R578RTY 6082 GJ02DCF 4423 flymo 6062 shredder6027 T961LKJ 6056 R407GTY 5058 S763SKE 6086 OU51LWW YOUTH 4433 mixer 6063 chipper/vac6028 T962LKJ 6057 R868PTY 6029 T837LKE 6087 LV52TZX 6090 HG52YBF 4513 genny (Honda) 6064 edge trimmer6047 W154XKN 6025 S293BKO 6076 GK02BXP 6088 LV52TZY 6009 trailer(Kubota)6049 W746YKP 6059 T107BEG 6080 GK02BYM 6105 OY53YTB WORKSHOP 6085 sickle mower6065 Y577TKO 6030 T843LKE 4063 gritter FLEET6066 Y576TKO 6035 T853MKE 4401 roller CAR PARKS 5038 P375GKK 5020 M277CGK6078 GK02BXS 6034 T993HKO 4402 roller 5047 P145LKK EMERGENCY 5021 M384CGP6083 DY02 BNA 6052 W285RSG 4414 compressor 5057 S762SKE GROUND MAINT. 4404 c/man gen. 5035 N23DKE6094 DX03LTY 6053 W286RSG 6050 Kubota KX36 6039 V883KKE 4147 H526EKO 4405 molex pump 5045 P144LKK6103 St. Washer 6051 W868COH 6040 V884KKE 4408 lighting set 6070 Fork lift6106 V82 HHP 6067 Y889TKR CESSPOOLS MON. OFFICER 4421 trailer (Hi-line)6107 V345 EAO 6071 Y742GKK 5048 P996PGO ADMIN 6068 X872SKE 4425 c.saw-265033 N338LGP 6072 Y743GKK 6058 X506MKM 6077 GK02BXR 4426 c.saw-12

6079 GK02BXU 6100 GD53VDF EMERGENCY 4427 c.saw-26GREEN WASTE 6084 SL02NAA PUBLIC 4212 F881KKE 4428 c.saw-36 E. C. WARDEN

6045 V228LKJ 6089 GJ52LHN CONVENIENCES DOG WARDEN 5024 M838EGK 4429 holeborer 6091 press. washer6069 Y639TKK 6093 GN03SVX 6041 V885KKE 6036 T918JKE 5026 N557YKK 4431 trailer (tipping) 6092 water bowser

6097 GK53VNT 6042 V886KKE 6037 T919JKE 4415 Jetter 6061 genny (AEG)TRADE WASTE 6101 GL53 DDJ 6098 GL53 DFF

6081 GJ02CZM 6102 GJ04 CTZ 5046 P344 TGN SEV. T. WARDEN E. C. WARDEN6104 SK04 BWC 6075 GF51BAU 6074 Y148TKP

86

Appendix Y

87

Report to Environment Portfolio Holder

17th February 2005

Vehicle Replacement Programme 2005/6 Recommended: That the proposed vehicle replacement programme at an estimated cost of £662,700 be approved financed from the vehicle renewal fund. The approval of the 2004/5 programme at an estimated cost of £456,500, allowed an estimated carried forward amount of £494,429 into 2005/6. Based on the actual programme the amount carried forward will be £386,022. Performance on 2004/5 Programme Vehicle Estimated Cost

£

Parking Attendant Van 9,080

Minibus 47,410

Bottle/Can Bank Collection Vehicle 112,500

Trade Bins 13,162

Mechanical Street Sweeper 86,450

Street Cleaning Tipper Vehicle X 2 49,000

Pedestrian Sweeper & Trailer 15,200

Refuse Freighter X 2 98,400

Air- Weigh Vehicle Weighing Systems 6,000

Public Convenience Van X 3 26,400

Workshop Vehicle Lifts 10,000

Green Waste Vehicle (DEFRA) 65,500

Total 539,102

Appendix Y

88

Proposed 2005/6 Programme

Vehicle Estimated Cost

£

Trade Bins 10,000

Public Convenience Van 9,500

Street Cleaning Tipper Vehicle X 2 50,000

J.C.B (2nd Hand) 15,000

Parking Attendant Van X 2 18,200

Dog Warden Van X 2 30,000

Split Body – Re Body Freighter 75,000

Split Body Freighter X 3 (New) 370,000

Smaller Refuse Freighter X 2 (2nd hand) 85,000

Total 662,700

The approval of the 2005/6 programme would provide for an estimated carry forward of £321,440 in to the 2006/7 programme

Year Brought forward

Estimated Depreciation

Purchases Carried Forward

2001/2 486,500 351,355 460,224 377,631

2002/3 377,631 374,173 494,600 257,204

2003/4 265,204 * 444,181 306,907 402,478

2004/5 402,478 464,646 481,102 ** 386,022

2005/6 386,022 598,118 662,700 321,440

*£8,000 Transferred into fund for purchase of Edenbridge Community Warden vehicle. ** £58,000 charged to DEFRA for Green Waste Vehicles and transferred back in to fund.

Appendix Z

89

GLOSSARY AMP Asset Management Plan Asset Maintenance Undertaking work to the structure and plant of a built asset to

maintain its effectiveness for service delivery. Asset Tagged: Refers to the method of labelling each asset with a unique number

(e.g. an I.P. address) so that the item can be identified and tracked. BS7799: BS7799 and ISO17799 is best practice information security,

helping organisations better manage their information security systems. BS7799 is a specification for an Information Security Management System (ISMS) and ISO17799 is the internationally recognised code of best practice for Information Security that and BS7799-certified ISMS will apply. For more information please see: http://www.itgovernance.co.uk/page/bs7799

BV Best Value CIPFA Chartered Institute of Public Finance & Accountancy CS&AMP Capital Strategy & Asset Management Plan CPO Corporate Property Officer Deminimis Asset value below £15,000 Driver: A driver is, simply, a program that allows your computer to

communicate with an attached device, such as a printer, disk drive, or keyboard. Because each of these devices utilize a unique set of commands, the driver is needed to translate the generic commands sent by your application (a word processor or photo editor, for example) into something that the device can understand. Without it, the two machines might as well be speaking in tongues. This definition was taken from: http://www.homeandoffice.hp.com/hho/cache/951-0-0-39-121.aspx

FAST: The Federation Against Software Theft (FAST) was set up in 1984

by the British Computer Society's Copyright Committee. It was the first software copyright organisation. Its' first action was to raise the awareness of software piracy and to lobby Parliament for changes in the Copyright Act 1956 to reflect the needs of software authors and publishers. This campaign was successful and it has

http://www.itgovernance.co.uk/page/bs7799

http://www.homeandoffice.hp.com/hho/cache/951-0-0-39-

Appendix Z

90

since been able to influence other legislation that impacts on the proper safeguarding of software. The work of FAST in this area has directly influenced the way that software copyright law and investigations are carried out in many other countries. For more information please see http://www.fast.org.uk

GIS Geographical Information System Heads of Service HofT Head of Technology

TH – Transportation & Highways LP – Legal & Property CS – Corporate Support DS – Direct Service CD – Community Development PE – Policy & Environment

I.T. core infrastructure: The core infrastructure refers to all hardware, which is behind the scenes, supporting the network upon which we work.

I.P Network address: An I.P. address is a number that uniquely represents your

computer in a network of computers. A definition can be found at http://dictionary.reference.com/search?q=internet+address

Kent Connects: Kent Connects is an ICT initiative for Kent, funded by the

Government's Invest to Save Budget and the Kent Connects partners. It aims to put in place a fully connected ICT-based infrastructure throughout the county, linking existing partner systems and building for the future requirements of each organisation. For more information please see: http://www.kentconnects.com/partnerships/section.asp?catId=148

LPPI Local Property Performance Indicator Maintenance Backlog Refers to the difference between identified future works and the

works which can be achieved with the available funding MT Management Team Nodes on the LAN: The Local Area Network (LAN) is by far the most common

type of data network. As the name suggests, a LAN serves a local area. In these locations, it is feasible for the owning Organisation to install high quality, high-speed communication links interconnecting nodes. Intermediate nodes (i.e. repeaters, bridges and switches) allow LANs to be connected together to form larger LANs. A LAN may

http://www.fast.org.uk

http://dictionary.reference.com/search?q=internet+address

http://www.kentconnects.com/partnerships/section.asp?catId=148

Appendix Z

91

also be connected to another LAN or to WANs and MANs using a “router”. In summary, a LAN is a communications network which is: local (i.e. one building or group of buildings) controlled by one administrative authority assumes other users of the LAN are trusted usually high speed and is always shared This definition was

taken from: http://www.erg.abdn.ac.uk/users/gorry/course/intro-pages/lan.html

Non-Operational Property held by the Council for non-direct service delivery e.g.

property held for investment purposes or to provide accommodation for third parties.

ODPM Office of the Deputy Prime Minister Operational Property Property held by the Council in order to provide its service

delivery. PPI Property Performance Indicator

http://www.erg.abdn.ac.uk/users/gorry/course/intro-

Appendix Z

92

Appendix Z1

92

Appendix Z

93

Appendix Z

94

Appendix Z

95

Appendix Z

96

Appendix Z

97

Appendix Z

98

Appendix Z

99

Appendix Z

100

Appendix Z

101

sevenoaks district council asset management

Documents

appendix f

appendix u

appendix v

appendix r

appendix t

appendix s

appendix w role

year plan39 appendix