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

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

3. 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

4. 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

5. 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’

6. 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.

7. 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

8. 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

9. 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

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

11. 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

12. 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

13. How do we get there?

14. 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

15. 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

16. 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

17. How do we get there?
24 recommendations are split between priorities 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

18. Next Steps – Indicative Timescale
Staff Consultation Starts - 1st May 2018
Consultation Close - 9 am 30th May 2018
Management Response - on or around 11th June (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