Agenda item

The report of Chief Asset Management and Regeneration Officer; Chief Officer Civic Enterprise Leeds; and Chief Officer Sustainable Energy and Air Quality to Corporate Governance and Audit Committee sets out assurance in respect of the internal control environment for the Council’s real estate and provides assurances that these arrangements are up to date, fit for purpose, effectively communicated and routinely complied with.

The report of the Chief Asset Management and Regeneration Officer; Chief Officer Civic Enterprise Leeds; and Chief Officer Sustainable Energy and Air Quality sets out assurance in respect of the internal control environment for the Council’s real estate and provides assurances that these arrangements are up to date, fit for purpose, effectively communicated, and routinely complied with.

The arrangements provide a framework for transparent and accountable decision making, and the continual review of how the Council uses its assets to achieve outcomes efficiently and effectively in accordance with the Council’s Code of Corporate Governance.

The Committee were provided with the following information:

·  Estate Management have control of over 700 individual assets and 9,000 hectares of land. It was noted that the report does not include schools, Housing Revenue Account properties or the management of Highway Assets which have their own governance and assurance approaches given different legislation and funding provision.

·  In 2020/21 a review of property management was undertaken. As a result of the review specialist functions have been consolidated into Asset Management, Facilities Management and the Sustainable Energy and Air Quality Teams to improve oversight and assurance of decision making around the Council’s estate.

·  Members were advised that the Corporate Estate Management Board (CEMB) provides oversight, alignment, advises and supports estate strategy and operational matters. Matters considered by CEMB are brought through Estate Management Working Group and Directorate Asset Management Boards. Meetings take place on a monthly basis.

·  Members noted that the Estate Management Strategy had been considered and approved by Executive Board in November 2021.

·  Members acknowledged that appended to the report was the Statement of Control relating to estate management.

·  It was noted that the information system used for estate management was outdated and work was currently ongoing with Information and Digital Services to scope a new system which would improve the way data was analysed and make it easier for public access.

·  Members attention was drawn to page 60 of the agenda pack which provided information on Statement of Control feedback for 2023, in relation to advice and guidance and decisions relating to the use of Council’s land and buildings. It was recognised that the organisation was going through change in relation to soft and hard management and there was a need for clarity of responsibilities. Gaps had been identified and were being addressed.

Responding to questions from the Committee the following information was provided:

·  It was suggested that decision-making in relation to estate management seemed to be officer led, and there should be roles for input from Elected Members and members of the public. It was noted that Asset Management did consult with the Executive Member for Resources and Ward Councillors and the information was provided to the Executive Board. Members were advised that future ways of working would allow engagement with communities and results of consultation would be accessible to the public.

·  The Committee recognised that the process for the management of the estate was often lengthy and complex and required a number of resources, especially in relation to disposal of assets which also required legal input. However, it was the view that there should be more input for Health and Safety. Officers acknowledged this and would look to appoint a Health and Safety Officer to the Board.

·  It was recognised that 50% of staff now worked from home. However, should the need arise for all staff to return to work, Asset Management and HR were confident that there were enough desks and perches for all staff.

·  Members recognised the good work in decarbonisation of buildings. It was noted that the Council had been successful in getting grants for the work to be undertaken. Some of the works included new boilers, heat pump systems use of LED lighting, air handling units and solar panels.

·  Parks and Countryside would be looking at the planting of street trees this would be in consultation with and involvement of the community.

·  The Council was flexible to having conversation in relation to leased buildings to understand any issues and grant funding requirements.

·  In relation to heritage buildings there was a need to understand the size and scale of issues, with any implications for health and safety, condition surveys, and maintenance. It was noted that lottery funding could be looked at for heritage buildings.

·  The Committee were advised that there was a list of all assets which would be reviewed as part of the implementation of the new system.

RESOLVED – To consider and note the positive assurances set out in the Statement of Internal Control relating to estate management, attached as Appendix A to this report