West Sussex County Council May 2018 Property Services review Strictly Confidential West Sussex County Council

Where are we now? Property Services made up of two principal teams; Valuation and Estates Capital Planning and Projects

Where are we now? Current Establishment including vacancies Valuation and Estates Where are we now? Current Establishment including vacancies Valuation & Estates Manager Hay E VACANT Technical Project Manager PropCo Officer Hay B Valuation Team Leader Hay B Principal Valuer Lead Professional Hay B PT 0.70 Asset Mgmt & Business Officer G7 Land & Property Info Team Leader G10 Team Leader - Property & Asset Records G11 Principal Valuer/ Senior Valuer G12/11 Property GIS Officer G7 CAD Technician G8 Senior Estate Surveyor G11 Property Info Officer G6 Technical Administrator G7 PT 0.78 Senior Estate Surveyor G11 Property Info Officer G6 Asbestos and Condition Officer G6 Estate Surveyor G9 Property Info Officer G6 Property Records Officer G6 VACANT Estate Surveyor G9 VACANT

Where are we now? Current Establishment including vacancies Capital Planning and Projects Principal Mgr Capital Planning & Projects Hay E Capital Projects & Planning Mgr Hay C VACANT Project Manager G12 Project Manager G12 Projects Manager (Technical) Hay D Schools Planning Officer South G11 Supplies & Accommodation Mgr Hay A Project Manager G12 Project Manager G12 Feasibility Officer G12VACANT Schools Planning Officer North G11 Project Manager G12 PT 0.69 Project Manager G12 Feasibility Technician G11 VACANT Project Manager G12 Supplies & Accommodation Officer G11 Project Manager G12 VACANT Cost & Standards Officer G12 VACANT Project Manager G12 VACANT Supplies & Accommodation Officer G11 Project Support Officer G8 Project Support Officer G8 Supplies & Accommodation Officer G10

Where are we now? WSCC commissioned CIPFA to Review Property Services and they concluded:- “West Sussex County Council has lacked any real corporate coordination and effective management of its property services for a significant period of time’

Where are we now? Baselines There has been little in the way of strategic asset management planning or clear direction in how it wants to develop / rationalise its assets The staff resources per asset for the Valuation and Estates service is currently less than 60% of the average of similar benchmarked authorities CIPFA note “West Sussex County Council has lacked any real corporate coordination and effective management of its property services for a significant period of time” The delivery of the capital programme is ineffective and has been subject to significant slippage The cost of internal project management combined with procured in design services is circa 30% above the average of similar benchmarked authorities Knowledge of the estate, its condition, costs and performance is unclear and has been lost over time through under-resourcing & inadequate IT systems Baselines Maintenance of property is reactive & there is ineffective prioritisation of maintenance spend.

Where are we now? Consequences It is unlikely that the current structures are capable of delivering the anticipated increase to the capital programme Capital projects will not be effectively managed and monitored resulting in money and time being wasted West Sussex County Council has lacked any real corporate coordination and effective management of its property services for a significant period of time The Council will miss out on opportunities for saving money through effective challenge and rationalisation of its property estate The council will continue to make decisions on property without a full understanding of performance and cost Consequences There is potential for health and safety compliance incidents through a lack of coordinated comprehensive information of the property estate

Where are we now? The appointment of an interim resource to conduct a strategic property challenge and to develop a corporate asset strategy In recognition a number of initiatives and reviews have been introduced to address these issues These include; More robust capital project governance The proposed move to working with a single Multi Disciplinary partner supported by a contractor panel arrangement to more effectively deliver the anticipated capital programme Review of the Facilities Management function with recommendations currently being implemented for better prioritisation and coordination across the Council

Where do we want to get to? Capital Programme Asset Strategy Informs & Drives Under Management Work From Surplus Leaseholds Estate Management Valuation Land & Property Info HQ buildings Service premises Schools Operational Property Land for sale Surplus property Disposals Fit for purpose Asset Management and Estates function Development of new / existing assets Development of sites

Where do we want to get to? Four strands towards Effective organisation to deliver £400 million capital programme

Where do we want to get to? Client side professional advisors; Construction Contractor Partners: Panel Fixed OHP Open book Multi Disciplinary Partner: Design Feasibility / Surveys Viability Cost Management Project Management Internal / Client Organisation: Client side Task orders / contract KPIs Partner management Property / Commercial Advisors: Market advice Values / sales advice Regeneration / development

How do we get there? CIPFA Review focused on; Fit for purpose Asset Management & Estates function Internal / Client side organisation for capital delivery Review Considered 4 Options; Do Nothing / do minimum Improvement to existing arrangements Improvement and reorganisation Retained strategic and commissioning function

How do we get there?

Asset Management and Estates How do we get there? Asset Management and Estates Option 3 – Improvement and Reorganisation through clearer clarification of roles and responsibilities Head of Assets SMG* *Grades of some new posts subject to confirmation Strategic Asset Manager Hay B Valuation and Estates Manager Hay C Asset Mgmt & Business Officer G7 Team Leader - Property & Asset Records G11 Asset Manager OPE G12 Asset Management Officer G9 Land & Property Info Team Leader G10 Property GIS Officer G7 CAD Technician G8 Principal / Senior Valuer G12/G11 Principal Valuer Lead Professional Hay B PT 0.7 Property Info Officer G6 Technical Administrator PT 0.78 Senior Estate Surveyor G11 Senior Estate Surveyor G11 Property Info Officer G6 Asbestos and Condition Officer G6 Estate Surveyor G9 Estate Surveyor G9 Property Info Officer G6 Property Info Officer G6

Capital Planning and Projects How do we get there? Option 3 – Improvement and Reorganisation through clearer clarification of roles and responsibilities Head of Development SMG Grade* Technical Project Manager PropCo Officer Hay B Cost Control and Capital Monitoring Manager Hay A Contracts/ Relationship Manager Hay B Project Support Officer G8 Contracts Officer G12* Contracts Officer G12* Contracts Officer G12* Contracts Officer G12* Quality Control Officer G11 *Grades of new posts subject to confirmation

Facilities Management Other Areas Option 3 – Improvement and Reorganisation through clearer clarification of roles and responsibilities Education Project Manager G12 * Education Facilities Management Supplies & Accommodation Officer G11 Project Support Officer G8 Schools Planning Officer G11 Project Manager (Capital Maintenance) G12 Supplies & Accommodation Officer G11 Schools Planning Officer G11 Schools Planning Officer G11 (Recommended only - Post to be approved) Supplies & Accommodation Officer G10 *Grades of new posts subject to confirmation

How do we get there? 24 recommendations are split between priorities 1-3. 1 being the highest priority. Set out below is a sample of the priority 1 recommendations: Recommendation Timeline Provide permanent resource to deliver strategic asset management 6 months Development of asset management plans Prioritise work streams to meet corporate need in line with asset management requirements Development of service standards and guidance to reinforce Corporate Landlord function Move enhanced School Planning Place function into Education Undertake skills audit and review current Project Manager’s procedures in light of proposed changes to Capital delivery Increase resource and review governance procedures within School Planning to meet future Basic Need requirements Move Supplies, Capital Maintenance and PFI contract into FM Replace Atrium Data system 3 months

Next Steps – Indicative Timescale Staff Consultation Starts - 1st May 2018 Consultation Close - 9 am 30th May 2018 Management Response - on or around 11th June 2018 (tbc) Preference Deadline to be submitted by 9am 14th June 2018 Voluntary Severance Decisions 19th June 2018 (tbc) Interviews and selection process where necessary – 20th June to 29th June 2018 Announcement – 2nd July 2018 (tbc) New arrangements starts – 3rd July 2018 (tbc) Internal round of recruitment to fill other vacancies External round of recruitment