Decision Details

To provide an update for endorsement and/or approval where appropriate,  on the progress of the Corporate Landlord Programme (Action Plan). More specifically the:

• Asset Rationalisation. The rationalisation of the wider operational and CAB estates including asset identification and pipeline, disposals (capital receipts & revenue savings);
• Corporate Landlord Model. The implementation of the Corporate Landlord Model (Intelligent Client) in including professionalising and centralising all property management, in particular in respect of Energy, FM (hard and soft) and property budgets and the restructuring of property teams
• Asset Strategy. The development and implementation of the Corporate Asset Strategy, including identifying the optimum asset profile

On 15 October 2024, Cabinet:-

1. Endorsed the Corporate Landlord Service activity to continue to progress the further rationalisation of the CAB estate giving approval to the associated office moves needed to accommodate further disposals;

    

2. Recognised and agreed the acceleration of the rationalisation of the wider corporate estate to improve operational efficiency and service delivery, which in turn will realise savings, receipts and better align the asset profile to the emerging needs of the organisation. Recognising the urgency to release land and buildings (which will be reported through Cabinet Committee Property) to enable capital receipts to be generated to meet extant targets alongside realising revenue efficiencies wherever possible;

    

3. Agreed the acceleration of the centralisation of all property strategy and management related activity (inclusive of centralising property staffing);

    

4. Agreed the centralisation of property budgets and cost control (with an immediate focus on realising energy savings based on reducing consumption and consolidating billing etc. creating an energy management function within the Corporate Landlord service to progress this and make immediate efficiencies alongside maintenance spend review);

    

5. Noted the need to progress the further restructuring of the property teams to create an effective and streamlined ‘one stop shop’ for all property related services and portfolio management with a focus on future strategy and transitioning in parallel with the emerging size and shape of the corporate asset base;

    

6. Endorsed the work needed in respect of scoping the requirement for the future strategy for services and works to agree the Council and school’s property portfolio;

    

7. Noted that the deed of variation with Acivico DCFM Ltd has been signed with a contract expiry date of 31st March 2026;

    

8. Agreed the introduction of a visible ‘occupation cost’ mechanism for all service/occupiers of corporate buildings to consider as a key performance indicator and/or budget pressure metric.

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