Action Plan Capital Strategy & Corporate Asset Management Plan 2018 2021 - Bournemouth Borough ...
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Capital Strategy & Corporate Asset Management Plan 2018 - 2021 Action Plan
CS CAMP Action Plan 2018 - 2021 Page 1
CAPITAL STRATEGY AND CORPORATE ASSET MANAGEMENT
PLAN ACTION PLAN 2018 – 2021
Foreword by Councillor John Beesley
Leader of the Council and Portfolio Holder for Resources
Over many years Bournemouth has built an
established track record of successful and
ambitious asset management. Our most recent
accomplishments are set out in the Key
achievements over the last year section,
starting on page 9.
They include the commencement of the
Council’s Asset Investment Strategy, building
more homes in Bournemouth, improving the
seafront offer, helping vulnerable people, and
providing more facilities for people to become
fitter and healthier.
The recent announcement on Local Government Reorganisation (LGR) means
that a new urban unitary authority for Bournemouth, Christchurch and Poole
could be formed from 1 April 2019. As a result, this is likely to be the last
Capital Strategy and Corporate Asset Management Plan for Bournemouth
Council.
Whilst this could encourage a short-term view, concentrating on the
measures that can be put in place before April 2019, this plan continues to
set out the ambition for council-owned assets for a three-year period, 2018 -
2021, and it is hoped that the proposals will be adopted by the new urban
unitary authority to create a long-term legacy that will transcend these
changes.
LGR will inevitably create opportunities for the rationalisation of the land
and property assets that are currently vested in four separate authorities
Bournemouth, Christchurch, Dorset and Poole Councils. However, it will be
for the new unitary authority to plan how it will realise those opportunities.
Bournemouth Council Officers will work closely with the new authority to
ensure the smooth transfer of land and property assets.
Following a reshuffle of Bournemouth Council’s Cabinet, responsibility for
the development and delivery of the Capital Programme, along with all
property and asset management, has moved from the Resources portfolio to
a newly created portfolio for Local Government Reorganisation and
Economic Growth.
This reflects an increasing focus in recent Bournemouth Council capital
strategies and corporate asset management plans on the use of Council land
and property assets as a driver for change. I am pleased to say this trend
continues for the period 2018-2021 and this Action Plan sets out our
ambitions for maximising the returns from new and existing property assets.
CS CAMP Action Plan 2018 - 2021 Page 2
Executive Summary by Councillor Philip Broadhead Portfolio Holder for Local Government Reorganisation and Economic Development As central Government maintains its efforts to reduce the country’s deficit, there continue to be ongoing changes to how Councils must fund the services they provide to residents and businesses. In order to address the increasing funding gaps caused by reductions in their traditional funding, most notably the loss of government grant, many public authorities are turning to commercial activity to help plug the shortfalls. Bournemouth Council will therefore be purchasing suitable property investment assets and undertaking appropriate property development to expand its commercial portfolio. Most importantly, this will generate additional revenue income in support of Bournemouth’s frontline services. This will be funded by low interest loans available to local authorities. This approach, utilising these favourable rates of borrowing, has the added benefit of substantially increasing the assets which the Council owns, replenishing the freehold stock for the next generation. In tandem with this, the Council will also be disposing of surplus property assets to generate capital receipts for reinvestment in Council priorities and deliver revenue savings. This dual approach – investing in property and consolidating our current assets – aims to strike the right balance of generating an income to protect services whilst making sure that the assets we do own are the right ones in the right places. Looking at the wider local economy, we are increasingly seeing the business community looking to local authorities to provide a focus for economic regeneration. The development and delivery of the Town Centre Vision has resulted in over £282m being invested in the centre of Bournemouth during the four years 2013/14 to 2016/17. This momentum continues with a pipeline of major schemes, totalling an estimated £109m, either on site or due to commence during 2017/18 and £144m scheduled in the following 12 months. £49m of this activity in 2017/18 and more beyond will be undertaken by the Bournemouth Development Company, a public/private partnership between the Council and Morgan Sindall Investments Ltd. Perhaps one of the most exciting opportunities is the real possibility that Bournemouth will be the first place in the world to offer an operational 5G mobile network. The Council has taken the first steps by installing the fibre- optic cables that will link to a network of micro antenna that will be at the CS CAMP Action Plan 2018 - 2021 Page 3
core of this new technology. Ownership of the fibre optic cables and ducting means that the Council will be well placed to maximise the commercial advantages that will likely flow from the 5G roll-out. We have now been awarded the first license to operate in the 5G spectrum, ensuring that the town’s digital and creative entrepreneurs will be the first with access the commercial opportunities that will come with this new technology. Although the prospects for the town are very encouraging, this economic growth does not immediately benefit everyone in Bournemouth and a small but significant part of the town’s population is facing an uncertain future in the face of the large changes which have been made to the way Local Government is financed. Cumulative reductions in Bournemouth’s core government funding since 2010 will total £60m per annum by 2020/21, and without the proper planning, these cuts are in danger of being felt by the most vulnerable in society. This is especially true as demand for these statutory services is increasing, putting additional pressure on already overstretched budgets. This is recognised in the Council’s Equality Charter, where the new strand of inclusive growth has been added. This means that when planning investment, measures are put in place to ensure that the benefits are felt across the whole of Bournemouth’s society, particularly the most vulnerable. This is fully embraced in the Capital Strategy and Corporate Asset Management 2018 - 2021. Despite this, we face exciting times ahead with the changes from Local Government Reorganisation - times which give a once-in-a-generation opportunity to redesign Council services to be fit for the 21st Century. I truly believe that the innovative and ambitious track record of Bournemouth over recent years in this field will set out the stall for a future of growth, prosperity and optimism. CS CAMP Action Plan 2018 - 2021 Page 4
1. Introduction
What does the Action Plan do?
The Capital Strategy and Corporate Asset Management Plan 2018 – 2021 is
the link between the Council’s priorities as set out in the Corporate Plan
and the physical resources that are available to deliver them. It is split into
three documents:
• The Handbook, catalogues the systems, procedures and controls that
underpin this strategic planning process.
• The Performance Review considers the state of the Council’s assets
and capital resources, reporting on progress over the previous year. It
uses performance as a driver for change and monitors external and
internal factors influencing the Council’s assets to identify key areas
for change.
• The Action Plan will take forward actions to address those key areas by
identifying measurable objectives for the three-year timeframe of the
Plan. The Action Plan follows the same format as the Service Plans
ensuring a seamless link between these documents.
The CS CAMP is now fully integrated with the Council’s corporate planning
cycle and is reported to the Special Cabinet each February, alongside the
Medium Term Financial Plan and the Budget.
The Council has established the following high level priorities in its
Corporate Plan, entitled Ambition 2020:
➢ Developing the Future of Local Government in Bournemouth;
➢ An Efficient Council;
➢ An Active Community;
➢ An Improving Environment;
➢ A Thriving Economy.
Each priority has a set of priority areas and associated target outcomes.
The purpose of this Action Plan is to show how the Council’s assets will
support the delivery of these high-level priorities and priority areas over the
next three years.
Section 1 of this Action Plan covers the scope of the CS CAMP Action Plan,
major achievements in 2017/18, and the key risks and assumptions that will
affect Council assets in the future.
Section 2 looks to the next three years and details what the Council is trying
to achieve with its assets, explaining the new initiatives including the
Council’s asset investment strategy, housing investment programme and use
of a property company to assist in this delivery.
The final part, section 3 with Appendix A, details all the asset related
activities that the Council will pursue over the next three years.
CS CAMP Action Plan 2018 - 2021 Page 5
How are we organised? The Council has around 1,150 land and property assets within its General Fund for the provision of its many services across Bournemouth and to assist in the delivery of its Corporate Plan priorities. More details of these property holdings are included in the Performance Review. Alongside these General Fund properties, the Council owns and manages around 5,140 Council houses and flats. Income and expenditure on these homes is within in a ring-fence account, called the Housing Revenue Account. The Council also holds land as a charitable trustee. These assets include the five major parks in Bournemouth and the Russell Cotes Museum & Art Gallery. What are our key risks and assumptions? Boom & bust in the property industry A strong property market, with good re-sale values, assists with the redevelopment of under-utilised assets and the sale of surplus assets to generate capital receipts. However, at the same time, high levels of building activity result in materials and skills shortages, fuelling building inflation. This can not only threaten scheme viability but also exasperate a worsening backlog maintenance position on the retained estate. History tells us that development activity is cyclical and a property boom can quickly stagnate or worse. Indeed, there is evidence to suggest that there is a slowdown in residential sale activity in Bournemouth at the date of writing this Plan, although prices currently remain unaffected. Any downturn presents a risk to the Council’s disposal programme and the market will be closely monitored to ensure that it is conducive to generating strong sales values. Consideration will be given to suspending the disposal programme if this is warranted by a change in market conditions. However, the private rental sector has proved less susceptible to price changes, with rents remaining strong, and even growing, in times of recession. Therefore, residential construction activity will continue to focus on the construction of build-to-rent accommodation, that will be let via the Council’s wholly-owned subsidiary, Seascape Homes and Property Ltd. On the positive side, reduced construction activity can result in lower construction costs, reducing the cost of new construction activity and backlog maintenance. Building closures The Performance Review identifies a funding gap between the cost of repairs to Council buildings and structures, and the repair and maintenance budgets available to fund these works. This has serious implications for the operational estate. If budgets remain as they are, over the next five years the Council will spend around £9.7m on addressing backlog repairs, which are currently estimated circa £26.8m. Repair costs are currently rising at a rate that is out-stripping general inflation. CS CAMP Action Plan 2018 - 2021 Page 6
This has resulted in a gradual deterioration of not only the building stock but also some of the hard landscaping in the town’s parks and open spaces. Across the Borough numerous parks have developed problems with land slip, riverbank erosion, pot-holes in paths, failing retaining walls, water mains, drains, bridges and other major structures. At the current level of spending, the rate of deterioration is set to accelerate. This is unsustainable in the long term and, if left unchecked, could result in building closures and service disruption. However, this situation is not unique and is an issue affecting most, if not all, local authorities across the country. Demographic changes The 2011 Census reports that Bournemouth has a growing population, rising from 163,400 people in 2001 to 183,500 in 2011, an increase of more than 12%. In Mid-2016 Bournemouth had an estimated population of 197,700. The number of dwellings has risen from approximately 81,000 to 90,287 between 2001 and 2017. These figures evidence a substantial increase in demand for all Council services at a time when funding from Central Government is decreasing. The census also shows that people in the town are living longer. This has resulted in increased spending on adult social care, as the number of older people increases and their needs become more complex. It also has implications for the residential care market, with a need to ensure that there is sufficient capacity at affordable prices in the high dependency and dementia-care sector. Consideration will also be required to provide adequate key worker housing, particularly for health and social care workers needed to meet demand. At the other end of the age scale the birth rate in Bournemouth has increased dramatically. This means that there is a forecast shortage of school places. Initially, this was in primary schools, but from 2017 secondary schools have started to feel the strain as the increased numbers progress through the education system. Although the Council has successfully risen to this challenge to date, the delivery of new secondary school places is heavily reliant upon partnership working and the continued availability of sufficient Government grant funding to enable the Council to meet its statutory obligations. Council funding The climate of austerity continues. Cumulative reductions in Bournemouth’s core government funding since 2010 will total £60m per annum by 2020/21. This will inevitably impact on the delivery of services and result in staffing reductions. Against this backdrop, opportunities for asset realisation and cost reduction will need to be maximised if savings targets are to be achieved. Legislation Minimum energy efficiency standards, set under the Energy Act, will come into effect from 1 April 2018 for commercial buildings. From this date, there will be restrictions on letting or re-letting buildings with the poorest CS CAMP Action Plan 2018 - 2021 Page 7
energy performance grades of F and G. Similar rules will come into force for domestic property on 1 April 2020. Extreme weather events and Climate Change In recent years Bournemouth has suffered from adverse natural events and weather conditions. Severe flooding has hit the town in recent years on several occasions and during the winter 2015/16 there were a number of cliff slips, far more than at any other time in the past ten years. The most notable cliff slip was at East Cliff lift site on 24 April 2016. This caused significant damage to a number of council buildings, immobilised the cliff lift as well as disruption to the promenade and seafront. The importance of protecting Bournemouth’s natural assets is paramount as they play a valuable contribution to Bournemouth being the place people want to visit and reside in. Extreme weather and climate change is included on the Corporate Risk Register and will be monitored and mitigated where possible. CS CAMP Action Plan 2018 - 2021 Page 8
Key achievements over the last year
Asset Investment Strategy
The Council approved a revised
investment strategy and allocated £125m
provision for the purchase of new
property investments, funded by
prudential borrowing.
The first purchase under this strategy was
the Mallard Road Retail Park in
Bournemouth, acquired in September.
Bournemouth Development Company
- the BDC, the successful public/
private partnership between the
Council and Morgan Sindall
Investments Ltd, is on-site with its 4th
development – 113 flats and MSCP at
Berry Court.
The flats have been pre-sold to Radian
Housing and will be operated as a
private-sector rented scheme under its
“Smart” brand.
Providing new homes for local people -
the Council is continuing its Council-
housing development programme with 22
homes completed so far in 2017/18.
Cherries Court (pictured opposite) is a
shared ownership housing scheme that
has provided eleven new affordable
family homes in the heart of the
Boscombe Regeneration area. This
scheme is funded from the Council
housing capital budget and grant from
the Homes and Communities Agency
(HCA). Sales have been restricted to
households with a local connection.
CS CAMP Action Plan 2018 - 2021 Page 9Tackling homelessness - the Council is
investing £30m over a 3-year period to
acquire circa 125 1,2,3 bed properties
and HMOs, reducing the need to place
vulnerable people in B&B. In this way,
better quality, more settled temporary
accommodation can be provided at a
lower cost, whilst delivering a long-
term financial returns.
The Council has established Seascape
Homes and Property Limited, a
Council-owned trading company, to
provide this service, which will
operate with the flexibility of a private
sector landlord.
Supporting adults with learning
disabilities - Fairways Court is a new
Council development of five self-
contained flats for adults with a learning
disability.
On-site care and support is provided from
a staff flat within the development. It
was funded within the council housing
capital budget, with a £320k contribution
from the Department of Health.
Enabling early release from hospital -
In 2017 the new development at
Coastal Lodge opened its doors
replacing and enhancing the
intermediate care / reablement
facility, previously delivered by
Tricuro at Broadwaters, Wick.
An extensive refurbishment
programme has been undertaken and
this has transformed what was a tired
care home building into a fit for
purpose facility to help people
maintain their independence.
CS CAMP Action Plan 2018 - 2021 Page 10Aspire Adoption
A new, pan-Dorset adoption agency has
been established by Bournemouth, Poole
and Dorset Council.
The new service is based at the Kinson
Hub, in accommodation previously used
by the Citizen’s Advice Service, which in
turn has moved to Bournemouth Central
Library.
Helping people to be fit and healthy
A first-floor extension to the
Stokewood Road Leisure Centre has
doubled the size of the gym and
created more space to accommodate
new life fitness gym equipment. This
allows a broader range of activities to
encourage inactive people, especially
those living with health conditions and
young people, to get more active.
Local GPs can refer their patients to
the centre, with the cost met by the
NHS.
The Council invested around £850k in
this improvement. This follows a
£1.7m investment in the Littledown
Centre, competed in 2016. Both
centres are run by the successful,
Bournemouth-based leisure trust, BH
Live, which now has contracts across
the country.
Providing extra school places – the
Phase 5 works at St Peters School have
been completed in 2017.
This involved the remodelling and
refurbishment of the existing main school
building to create new primary provision.
CS CAMP Action Plan 2018 - 2021 Page 11New seafront facilities
The first overnight beach lodges,
located at Manor Steps, opened in
March 2017. There are 15 beach lodges
for rent, developed and run in-house.
They have beds, kitchens and a
bathroom. Each can accommodate 5-6
people and has good Wi-Fi
connections.
Groyne replacement and beach
replenishment - works to protect the
town’s valuable coastline continue into a
second year of construction with eight
new timber groynes being constructed
further east from Fisherman’s Walk
towards Hengistbury Head.
In building the new groynes, opportunity
has been made with the timber being
removed from the old groynes to re-use
the timber planks, a proportion of which
have been planed by a specialist machine
off-site and then brought back to site for
re-fixing.
This is a critical strategy in delivering the
sustainability and economic efficiencies
within the project to meet the
challenging requirements of the
Environment Agency.
As the pilot scheme for re-use has proved
to be successful there will be an
intention to further roll this out on a
larger scale for the future groyne building
programme.
New Play Facilities - the new Alum
Chine Play Park opened in May. The
adventure playground inspired around
Robert Louis Stevenson’s ‘Treasure
Island’ theme was part funded by
investment from Parks and funding
from the sale of super huts on the
former water play area.
The retaining structures of the new
park are made from recycled groynes.
CS CAMP Action Plan 2018 - 2021 Page 12Spyglass Point (nr Alum Chine)
Access to the area has been improved
through the construction of a sloped path
down to a small seating area.
Two interpretation boards explain the
history of this area and its links to the
Schneider Trophy.
The Jon Egging Memorial and Spitfire
Pilot Memorial – both were
successfully lifted from the crest of
the landslip in a series of planned
works to re-locate the Memorials to a
new site at the top of the East Cliff
zig-zag.
The new location was landscaped and
the Jon Egging Memorial was installed
on a symbolic cairn. The sculpture, in
memory of Flt Lt Jon Egging, was
opened during a ceremony with his
family before the Air Festival
commenced.
Reducing carbon emissions and saving
money - Bournemouth Council set itself a
target to reduce carbon dioxide emissions
from its own operations by 34% by 2020.
This was achieved in 2017, three years
early, and a new target of 42% by 2020 is
now proposed.
By far the biggest contributor to
achieving this target has been a switch to
LED street lighting. Solar-powered LED
lighting bollards on the east cliff zigzag
and Toft Steps provide a practical, zero-
carbon solution.
CS CAMP Action Plan 2018 - 2021 Page 13Investing planning contributions
Money paid by developers to mitigate
against the environmental impact of
their developments has been invested
in the open space along the Stour
Valley.
Two further sections of the shared use
pedestrian and cycle route at Throop
and Iford Meadows have been
constructed. The Throop improvement
now links to the existing footbridge
over the River Stour near Throop Mill.
Lansdowne Grant Funding
Bournemouth has been awarded
£8.5million in government grant to create
a world class business district at the
Lansdowne.
Secured via the Dorset Local Enterprise
Partnership, the funding will see major
investment in improving the access from
the train station up to what will
eventually be the major new business
district, including pedestrianising parts of
the Lansdowne area
Parks Cafes – In 2017 Bournemouth
Council brought the catering
oeprations for several cafes back in-
house and they have been rebranded
with a woodland creature theme.
Opposite is Squirrel Café and mini
golf, Boscombe. The other three are
Woodpecker Café (Queens Park),
Hedgehog Kiosk in the Lower Gardens
Town Centre, and the Fox Café will
open in April 2018.
CS CAMP Action Plan 2018 - 2021 Page 14Customer and stakeholder analysis
As part of the Council’s asset management processes, the results of public
consultation are recorded and the asset management implications are
identified. This is then used to assist in determining Key Areas for Change in
the management of Council assets.
The Council is proposing to work with a number of community, voluntary or
public sector bodies as partners in the delivery of the CS CAMP 2017 - 2020
Action Plan. These joint-working initiatives are identified in the asset-
related activities detailed in section 3 & appendix A below.
Equality and Diversity
Bournemouth Borough Council has nine Equality Objectives for 2016 – 2019
which aim to address local equality priorities:
1. Improve choice and satisfaction for service users
2. Provide affordable housing in partnership with stakeholders
3. Improve the life chances of young people in Bournemouth
4. Improve health and wellbeing by reducing health inequality
5. Improve accessibility to services and public spaces
6. Improve people’s feeling of safety by reducing both isolation and the
fear of anti-social behaviour
7. Use our community leadership role to minimise and prevent
extremism
8. Increase community engagement and involvement in decision making
9. Increase equality of outcomes through inclusive growth
Appendix A includes all the asset related activities for the next 3 years and
identifies the Equality Objectives that these activities support.
The CS CAMP Handbook details the access standards for council-operated
public buildings. The Council will continue to invest in making its buildings
more accessible. The 2018/19 programme will provide:
• A lift into Queens Park Pavilion; and
• Building a ramp to the Prom Diner at Boscombe.
The Council is tackling social and economic inequality by supporting and
leading initiatives to bring about regeneration in deprived parts of
Bournemouth.
An Equality Impact Needs Assessment (EINA) has been completed for the
Capital Strategy & Corporate Asset Management Plan. This did not identify
any actual or potential negative outcomes. Individual activities in the Action
Plan will be subject to their own EINAs as these projects are progressed.
CS CAMP Action Plan 2018 - 2021 Page 152. What is the Council trying to achieve from its assets in the future
Increased returns from the management of Council assets - this is one of
the key initiatives underpinning the Council priority, An Efficient Council.
Given the current financial pressures, it is more important than ever that
the Council maximises returns to support its revenue position, offsetting
reductions in government funding.
Asset Investment Strategy - the Council approved a revised investment
strategy in 2017 and allocated £125m provision for the purchase of new
property investment assets, funded by prudential borrowing. It is
anticipated that this provision will topped-up in 2018/19, so that £125m is
available for purchases in that year, on top of any purchases that have
previously been approved.
Housing Investment Strategy - the Council will be continuing the delivery
of its £30m homelessness strategy by purchasing suitable residential
properties for this use. These properties will be let through Seascape Homes
& Property Limited.
Construction Activity - the Council will be accelerating the redevelopment
of existing surplus or poor condition assets to support future service needs
and to increase the financial returns to the Council.
Using Council assets as a catalyst for regeneration and inward
investment - local authority assets, such as town centre surface car parks,
are being used as a catalyst for regeneration in the Town Centre,
demonstrating Bournemouth Council’s commitment to local government
playing a pivotal role in driving economic recovery across the Town. This
will build on the successes of the Bournemouth Development Company, a
private/ public partnership with Morgan Sindall Investments Ltd, by
developing a pipeline of multiple projects to deliver each year.
Local Government Reorganisation - this will inevitably create
opportunities for the rationalisation of the land and property assets that are
currently vested in four separate authorities: Bournemouth, Christchurch,
Dorset and Poole Councils. However, it will be for the new unitary authority
to plan how it will realise those opportunities. Bournemouth Council
Officers will work closely with the new authority to ensure the smooth
transfer of land and property assets.
Challenging the retention of assets - the Council will:
✓ identify surplus assets to generate capital receipts;
✓ progress opportunities to co-locate with other public sector
organisations to reduce operating costs and free-up underused assets
for the possibility of disposal;
✓ transfer suitable assets to community control;
✓ identify suitable sites for the Council’s own construction programme;
✓ reduce the size of the estate to ensure that the property portfolio is
sustainable in the long-term, i.e. that there are sufficient resources
for its long-term maintenance; and
CS CAMP Action Plan 2018 - 2021 Page 16✓ improve the accessibility of information and services, particularly
through the use of digital technology which will enable access to
certain services 24/7.
Digital Economy – there is a real possibility that Bournemouth will be the
first place in the world to offer an operational 5G mobile network. The
Council has taken the first steps by installing the fibre-optic cables that will
link to a network of micro antenna that will be at the core of this new
technology. Ownership of the fibre optic cables and ducting means that the
Council will be well placed to maximise the commercial advantages that will
likely flow from the 5G roll-out. It will also ensure that the town’s digital
and creative entrepreneurs will be the first with access the commercial
opportunities that will come with this new technology.
CS CAMP Action Plan 2018 - 2021 Page 173. Key asset related activities for 2018 - 2021
The following 10 key activities summarise the ambitious and diverse programme of work that will take place over the next 3 years across
the borough. Other asset-related targets and activities for 2018-2021 follow these key activities in Appendix A.
Please note these targets could be subject to some change as service plans for 2018/19 will not be finalised and published until April 2018,
and factors such as the availability of funding and changes to legislation could impact upon feasibility or deliverability. Performance targets
are also being refined so some are reported in this document as TBC (to be confirmed). The Corporate Asset & Carbon Management Group
will monitor the progress of all these activities on a quarterly basis. The column labelled Driver shows the Council priority that each
activity contributes to and the outcomes. These priorities are listed at the end of this table for ease of reference.
No. Service Directorate Key activity/action Core Performance 2018/19 Performance Target and
& Council priority Service Manager Associated Performance Measure
outcome / objective Activity or
/ driver new
activity?
001 Housing & Work through the Local Asset New Head of On site with Durley Road – 2018/19
Communities Backed Vehicle Property On site with St Stephen’s – 2018/19
Housing, Property Meet key development On site with Winter Gardens – 2019
and Construction milestones at St Stephen’s,
Durley Road and Berry Court, Bath Road site – planning submitted June
A Thriving Economy
Winter Gardens and Bath Road 2018
TE4, An Improving
North Berry Court – complete July 2018
Environment IE4
002 Economic Create the physical New Head of £ of development activity in
Development, environment for growth, Economic Bournemouth; creation of a “lit-up” fibre
Culture and including the development of a Development network; creation of a 5G testbed
Sustainability council owned fibre network, &
and 5G testbed Sustainability
An Improving
Environment/ A
Thriving Economy
CS CAMP Action Plan 2018 - 2021 Page 18No. Service Directorate Key activity/action Core Performance 2018/19 Performance Target and
& Council priority Service Manager Associated Performance Measure
outcome / objective Activity or
/ driver new
activity?
003 Housing & Deliver the Council’s Asset New Head of To progress with asset acquisitions in
Communities Investment Strategy Property accordance with the investment strategy
aspirations
Housing, Property &
Construction
An Efficient Council
EC4
004 Housing & Assess opportunities in light of Transform Head of Explore joint working options with
Communities the review of the future of ation Property neighbouring authorities
local government across
Housing, Property &
Bournemouth, Poole & Dorset
Construction
An Efficient Council
EC4
005 Planning, Transport Implementing Lansdowne Core TBC Implementation of Local Plan, Area Action
& Regulation Delivery Plan (and Action Plan) Plan and Town Centre Design Guide, Local
Transport Plan
Thriving Economy
006 Housing & Deliver a new build and New Head of Programme generated and completed
Communities acquisition housing programme Construction
on surplus Council land (general
Housing, Property
fund and HRA)
and Construction
An Improving
Environment IE2
CS CAMP Action Plan 2018 - 2021 Page 19No. Service Directorate Key activity/action Core Performance 2018/19 Performance Target and
& Council priority Service Manager Associated Performance Measure
outcome / objective Activity or
/ driver new
activity?
007 Housing & Contribute to the refresh of the New Head of Work with NHS Partners and other
Communities NHS’s Dorset Estates Strategy Property members of the Dorset Joint Asset
(DES). The DES is an essential Management Board to support this piece
Housing, Property
requirement to support the of work
and Construction
securing of the £147 million
An Efficient Council capital funding available to
EC4 Dorset as a Wave 1 Accountable
Care System
008 Community Learning Work with partners to provide Core Director of Work with the Educational Funding Agency
& Commissioning sufficient additional forms of Community and other partners to help create the new
entry in the borough. 6 forms of Learning & Livingstone Free School, Lansdowne
entry by 2019 and 8 FTE by Commissioning Work with existing academy trusts to
2020 create additional capacity in
Bournemouth secondary schools
009 Environment Delivery of the Beach Core Head of Milestones achieved with regard to groyne
Management Plan and the Traffic building and beach replenishment against
implementation of the Management, the Year 3 funded programme
associated Coast Protection Engineering & Ongoing delivery of project efficiencies in
projects Major Projects line with Environment Agency national
guidelines
010 Tourism Delivery of the phase 2 & 3 New Head of TBC
seafront strategy projects as Seafront
IE1 Building a world
agreed at Gateway Board Operations
class seafront
including: and Head of
Seafront
• East Cliff lift site
Destination
• Bournemouth lifeguards Development
CS CAMP Action Plan 2018 - 2021 Page 20No. Service Directorate Key activity/action Core Performance 2018/19 Performance Target and
& Council priority Service Manager Associated Performance Measure
outcome / objective Activity or
/ driver new
activity?
Club (Joseph Steps Site) & Strategy
• Happylands site
• Further beach lodges
sites
• Adventure golf
• LED prom lighting
replacement
CS CAMP Action Plan 2018 - 2021 Page 214. Appendix A
Additional asset related activities that will be progressed during 2018 – 2021. These will also to be monitored by Corporate Asset & Carbon
Management Group and are listed alphabetically by Service Directorate.
No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
011 Adult Social Care Ensure continuous review of our Core ASC Service Disposal or transfer of any property that
estates Manager ASC is liable for and no longer requires
EC4 Making the best
(Development)
use of our assets Properties and associated costs cease or
transfer
012 Childrens Social Care Determine the future use of Core Service To reuse or declare surplus (dates to be
Milton House (former Children’s Director CSC confirmed)
Home)
013 Community Learning & Special Education Needs (SEN) – New Service Investigate options, new or expanded
Commissioning create additional provision in Director, provision at existing special schools
partnership with schools Community
EC4 Making the best
Learning &
use of our assets
Commissioning
014 Community Learning & Creation of larger and more New Service Complete feasibility and present to EGB
Commissioning suitable day care provision Director,
Community
EC4 Making the best Creation of high end dementia
Learning &
use of our assets / nursing care and potentially
Commissioning
residential provision for adults
with learning disabilities
CS CAMP Action Plan 2018 - 2021 Page 22No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
015 Economic Develop and promote Core Head of Reduce Carbon emissions (town); Reduce
Development, Culture Bournemouth as a Green Economic carbon emissions (Council)
& Sustainability Economy Leader Development,
Culture &
An Improving
Sustainability
Environment
016 Economic Help the Council achieve New Head of Target to achieve a 42% reduction in
Development, Culture further reductions in carbon Economic 2008/09 baseline by 2020
& Sustainability emissions Development, Target to achieve a 60% reduction in
Culture &
An Improving 2008/09 baseline by 2030
Sustainability
Environment
017 Environment Review of Millhams Community Core Head of Site improvements, compliance with
Recycling Centre & Drainage Traffic Environmental permit
An Efficient Council
Project Management,
An Improving Engineering &
Environment Major Projects
018 Environment Delivery of improvements to Core Head of Improved road condition measured
the local road network through Traffic through road survey and public
Promoting sustainable
planned maintenance, adopting Management, satisfaction survey
travel
best practice principals of Engineering &
Highways Infrastructure Asset Major Projects
Management
019 Environment Application of the Highway Core Head of Achieve Band 3 status for award funding
Infrastructure Asset Traffic under the DfT’s Local Highway
Core Business
Management Strategy and Management, Maintenance Fund for 2018/19
Policy to deliver highway Engineering &
maintenance Major Projects
CS CAMP Action Plan 2018 - 2021 Page 23No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
020 Environment Delivery of the LTP(3) Core Head of Design and implement schemes and
Programme and any associated Traffic initiatives to promote regeneration,
planning gain income. Management, reduce traffic congestion, prioritising
Engineering & public transport, encourage active and
Major Projects ‘greener’ travel choices, improve road
safety and maintain the structure of the
highway and Council bridges and other
structures. Schemes are delivered on
programme and to budget
021 Environment Develop commercial Core Principal Fleet Identify market need and invest
opportunities for vehicle Engineering & appropriately in workshop equipment
maintenance workshop and Depot Services (such as an MOT facility) to meet the
underused areas of the Manager requirement of local business
Southcote Road Depot
Assess the potential commercial and
market value for any spare offices or
underused areas in the depot
022 Environment Development and adoption of a Core Head of To obtain Cabinet approval to an updated
Cliff Management strategy and Traffic Cliff Management strategy and to identify
the delivery of essential Management, a short, medium and long term
monitoring and maintenance at Engineering & programme of works from which to
high risk locations Major Projects establish funding
023 Environment Continue to input to and help Core Service Design and implement schemes and
improve the Council’s ‘Green Director initiatives to promote regeneration,
Credentials’ reduce congestion and encourage
‘greener’ activities
CS CAMP Action Plan 2018 - 2021 Page 24No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
024 Environment Apply grant funding received New Service Grant money invested on planning and
under the Government’s Director initial development
An Improving
Weekly Collection Support
Environment
Scheme towards the
development of three regional
waste management facilities
025 Environment Public conveniences market- New Street Services Explore the options relating to partnering
test alternative delivery Cleansing and with private stakeholders in regard to the
An Efficient Council
structures / service models Waste provision and continued delivery of
Manager current Street Services owned and
operated public convenience facilities
with the aim being to offer a fit for
purpose and modern solution
026 Housing & To manage the implementation Core Head of Delivery of Action Plan activities to be
Communities of the Capital Strategy and Property monitored by the Corporate Asset &
Corporate Asset Management Carbon Management Group and reported
Housing, Property
Plan Action Plan 2018 - 2021 annually in the Performance Review
and Construction
EC4 Making the best
use of our assets
027 Housing & To update the Council’s Capital Core Head of Cabinet approval of the Capital Strategy
Communities Strategy & Corporate Asset Property & Corporate Asset Management Plan
Management Plan to cover the 2019-2022
Housing, Property
period 2019 – 2022*
and Construction Report to be developed in line with the
(*subject to the outcome of corporate planning cycle (February 2019)
EC4 Making the best
Local Government
use of our assets
Reorganisation)
CS CAMP Action Plan 2018 - 2021 Page 25No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
028 Housing & Complete Asset Valuations in Core Head of Completion of valuations and
Communities line with Financial Year End Property reconciliation with Finance by 31/03/19
Housing, Property
and Construction
EC4 Making the best
use of our assets
029 Housing & Complete rent reviews and Core Head of Ensure rent reviews and lease renewals
Communities lease renewals in accordance Property are completed and in place on time
with contractual requirements
Housing, Property
and Construction
EC4 Making the best
use of our assets
030 Housing & To implement a disposal Core Head of Implement disposal programme
Communities programme to generate capital Property Target to be set for disposal values and
receipts from the sale of under-
Housing, Property & timescales once review complete
utilised and surplus land and
Construction
property assets
EC4 Making the best
use of our assets
031 Housing & To achieve a 5% increase in the Core Head of 5% increase in rental income per year by
Communities rate of return earned on all Property 31 March 2020 against a baseline at 31
Council assets, per year, from a March 2014 of £2,298,312
Housing, Property &
baseline year of 2013/14.
Construction
EC4 Making the best
use of our assets
CS CAMP Action Plan 2018 - 2021 Page 26No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
032 Housing & To progress the Hotel New Head of Appoint the preferred bidder to finalise
Communities Development adjacent to the Property contract terms
Bournemouth International
Housing, Property & Report to Cabinet on the final contract
Centre
Construction terms (date TBC)
EC4 Making the best
use of our assets
033 Housing & Carry out rolling 5-year Core Head of To ensure that all buildings have been
Communities programme of suitability Property surveyed in the last 5 years (100%)
surveys of the operational
Housing, Property &
estate and monitor the
Construction
development of action plans to
EC4 Making the best improve the suitability of
use of our assets buildings so they are fit for
purpose
034 Housing & Fully implement and establish New Commercial Business plan targets met and portfolio
Communities the new private rented sector Development well established
housing portfolio (including Manager
Housing, Property &
properties leased to Seascape
Construction
Homes and Property Limited)
EC4 Making the best
Continue the acquisition of
use of our assets
properties to support the
homelessness strategy
CS CAMP Action Plan 2018 - 2021 Page 27No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
035 Housing & Creation of a central furniture New Corporate Introduce a managed system of unwanted
Communities store Facilities furniture for reuse
Manager
Housing, Property &
Construction
An Efficient Council
EC4
036 Housing & Management of the Hard FM Core Corporate Best use of limited budgets to ensure
Communities budgets Facilities corporate buildings remain safe to use
Manager
Housing, Property &
Construction
Core Business
037 Housing & Agree Council Customer New Head of Strategy agreed and implementation plan
Communities Strategy along with Housing & developed
implementation plan Customer
Customer
An Efficient Council
(EC4)
038 Housing & Complete the council housing Core Head of On time and within budget
Communities capital programme Construction
Housing, Property
and Construction
An Improving
Environment IE2
CS CAMP Action Plan 2018 - 2021 Page 28No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
039 Housing & Carry out building projects for Core Head of On time and within budget
Communities corporate or external clients Construction
Housing, Property
and Construction
An Improving
Environment IE2
040 Housing & Provide a building maintenance Core Head of 90% completed within target date
Communities service for the Council Construction
Housing, Property
and Construction
An Efficient Council
EC4
041 Housing & Pipeline of new homes built on Core Heads of Target met (as per NI155 definition)
Communities surplus Council land (HRA and Housing &
General Fund) Customer and
Housing, Property
Construction
and Construction
An Improving
Environment (IE2)
042 Housing & Support implementation of the Core Head of Achieve corporate plan target for income
Communities corporate asset investment Construction growth of 5% ROI
strategy
Housing, Property
and Construction
An Efficient Council
EC3
CS CAMP Action Plan 2018 - 2021 Page 29No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
043 Housing & Embed the Poole corporate New Corporate Efficient integration of services
Communities building service within Facilities
Bournemouth’s FM delivery Manager
Housing, Property
structure
and Construction
044 Housing & Implement changes to integrate Transform Heads of Shared services across all our service
Communities shared services with the ation Housing & areas
Borough of Poole Customer,
Housing, Property
Construction,
and Construction
Property and
An Efficient Council Business
EC4 Development
045 Housing & Implement changes to integrate Transform Heads of Efficient integration of services
Communities services across the potential ation Housing &
new South East Dorset Unitary Customer,
Housing, Property
patch Construction,
and Construction
Property and
An Efficient Council Business
EC4 Development
046 Housing & Complete the implementation New Head of Ensure all TF modules are implemented
Communities of Technology Forge Cloud Construction and working
across the business
Housing, Property
and Construction
An Efficient Council
EC4
CS CAMP Action Plan 2018 - 2021 Page 30No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
047 Housing & Roll out new machinery Core Head of Parks Replacement programme agreed
Communities replacement programme for Operations
operational parks maintenance
Parks
equipment and machinery
An Efficient Council (parks & seafront)
(EC4)
048 Housing & Review hard landscape Core Head of Parks Review complete and plan established
Communities infrastructure management for Development
responsive and programmed
Parks
repairs, replacement or
An Efficient Council removal
(EC4)
049 Housing & Develop commercialisation New Head of Parks Outlets open and increased income
Communities opportunities throughout Parks, Operations
including the opening of cafes
Parks
in the Upper Central Gardens
An Efficient Council and Redhill Park
(EC4)
Development of the Park Cafe
brand across new sites as and
when they materialise
050 Housing & Refurbish and develop Queens New Head of Parks Works complete, increased turnover and
Communities Park pavilion, including first Operations / customer satisfaction
floor function room fit out, Head of Parks
Parks
office relocation and café Development
An Efficient Council relocation to ground floor
(EC4)
CS CAMP Action Plan 2018 - 2021 Page 31No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
051 Housing & Work with AFC Bournemouth, New Head of Parks Planning application developed with wide
Communities Bournemouth Athletics Club Development agreement from community
and community groups to
Parks
achieve satisfactory stadium
An Improving development plans
Environment IE5
052 Housing & Develop the Stour Trail through New Head of Parks Scheme complete
Communities Millhams Mead, install route Development
signage throughout the trail
Parks
and develop marketing
An Improving materials
Environment IE5
053 Housing & Complete Littledown and New Head of Parks Scheme complete
Communities Townsend playground Development
developments
Parks
An Improving
Environment IE5
054 Housing & Continue to develop shop and New Head of Parks High customer satisfaction and income
Communities event offers for countryside Development generation
visitor centres and fit out
Parks
exhibition space at Hengistbury
An Improving Head to accommodate art and
Environment IE5 photography exhibitions
CS CAMP Action Plan 2018 - 2021 Page 32No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
055 Housing & Develop planning application New Head of Parks Design complete and planning consent
Communities for Horseshoe Common – Development achieved
Entrances, Paths and Skate
Parks
facilities
An Improving
Environment IE5
056 Housing & Stour Valley Nature Park – New Head of Parks Heritage Enterprise Grant Stage One
Communities development of Hicks Farm Development approval
Heritage Enterprise project and
Parks
commence building restoration
An Improving
Environment IE5
057 Housing & Slades Farm Plan – complete New Head of Parks Stage one development
Communities pavilion refurbishment project Development
in partnership with Active
Parks
Dorset
An Improving
Environment (IE5)
058 Housing & Lower Gardens – develop new New Head of Parks New exhibition space developed and
Communities arts exhibition area and Development opened
complete new kiosk one design
Parks
An Improving
Environment (IE5)
CS CAMP Action Plan 2018 - 2021 Page 33No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
059 Housing & In partnership with New Head of Parks Lottery Grant achieved
Communities Bournemouth Parks Foundation, Development
Aviary Volunteers and Russell
Parks
Cotes Museum develop lottery
An Active Community application for Lower Gardens
AC4 aviary, exhibition and candlelit
nights
060 Housing & Gain woodland grants through New Head of Parks Woodland grants achieved
Communities woodland management grant Development
applications for woodland
Parks
maintenance and creation
An Efficient Council
EC4
061 Housing & Develop a new masterplan for New Head of Parks Stage one bid submitted and masterplan
Communities Kings Park and submit a Parks Development adopted
for People HLF application
Parks
An Improving
Environment (IE5)
062 Housing & Develop and adopt revised New Head of Parks Strategies adopted
Communities Playground and Sports Development
Strategies
Parks
An Improving
Environment (IE5)
CS CAMP Action Plan 2018 - 2021 Page 34No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
063 Housing & Fernheath Sports Pavilion – New Head of Parks Grant achieved and project commenced
Communities support Fernheath Sports in Development
funding bid to the Football
Parks
Foundation to develop new
An Active Community pavilion
AC4
064 Housing & Commercial development of Transform Head of Parks Profit or projected future profit for
Communities services e.g., cafes, grounds ation Operations / commercial activities
maintenance, landscape design, Head of Parks
Parks
tree inspection and plant sales Development
An Efficient Council
EC4
065 Housing & Work in partnership with Transform Head of Parks A growing and sustainable Bournemouth
Communities Bournemouth Parks Foundation ation Operations / Parks Foundation
to develop grants, donations Head of Parks
Parks
and charitable income Development
An Improving
Environment (IE5)
066 Housing & Develop working relationships, Transform Head of Parks Regular dialogue and meetings with
Communities services, strategies and ation Operations / colleagues in partner organisations
projects in partnership with Head of Parks
Parks
Poole and Christchurch where Development
An Efficient Council practically possible
EC4
CS CAMP Action Plan 2018 - 2021 Page 35No. Service Directorate & Key activity/action Core Performance 2018/19 Performance Target and
Council priority Service Manager Associated Performance Measure
outcome / objective / Activity or
driver new
activity?
067 Housing & Undertake cremator refractory New Head of Works complete
Communities works, hot face re-line – phase Bereavement
two
Bereavement
Services
An Efficient Council
EC4
068 Housing & Continue to upgrade New Head of Upgraded service provision
Communities crematorium service provision Bereavement
Bereavement
Services
An Efficient Council
EC4
069 Housing & Deliver Boscombe Housing Core Head of Homes for Boscombe action plan
Communities Strategy actions Communities implemented
and
Communities
Enforcement
An Active Community
(AC4)
070 Housing & Deliver the empty homes Core Head of Reduction in empty properties
Communities strategy and bring empty Communities
properties back in to use and
Communities
Enforcement
An Improving
Environment (IE2)
CS CAMP Action Plan 2018 - 2021 Page 36You can also read
