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Part 4 - Strategic & Corporate Services

4.3. Property

1. Achievements 2001- 2004 and Key Actions for 2004/05

What we have achieved through the Strategic Programme (2001-2004) Actions to Improve Performance (2004 - 2005)

1. Capital Strategy

Created new managerial posts in 2003 to provide a focus for the development of strategies relating to the use of operational buildings (all user groups).

The capital programme for 2003/4 to 2006/7 contains developments reflecting the initial views relating to the service strategies for older people and those with a learning disability.

A review of the use of office accommodation was produced during 2003/04.
  • Service strategies should become well advanced during this period based upon the Best Value Reviews, current Government initiatives, Local Modernisation Reviews and Joint Investment Planning.
  • The creation of a Business Resources and Finance Services Division with responsibility for office accommodation across the Directorate, will provide a clearer focus for its property development.

2. Accessibility and co-location of staff (inc. service integration issues for user groups)

Planning was undertaken, and continues, with Teignbridge PCT relating to the development of joint office accommodation in Newton Abbot.

Joint working resulted in a number of teams being co-located with partner agencies. For example, the Children with Special Needs Team in Mid Devon, the Learning Disability Team in North Devon.
  • A client centred service approach and increased joint working will lead to changes in the way offices are used, thus requiring staff movement and possibly adaptations to buildings. Senior managers are currently considering the impact of these changes upon accommodation needs. The new Children’s Trust for Devon may also have an impact upon the provision of office accommodation.
  • Work will commence on drafting a protocol for the management of office accommodation used by joint agency services.

3. Care Direct / Public Access strategy
The development of the Care Direct pilot project has indicated advantages of the 'call centre’ approach to access some services provided by the Directorate.

The potential development of the 'call centre’ approach will be considered as work is undertaken to develop the Directorate’s public access strategy. A pilot is to be held within the Exeter/East Locality for adult services. This could identify accommodation issues for the 'call centre(s)', and locality offices generally as the functions currently undertaken within the locality change.

4. "Care Standards Act 2000"

There has been a degree of "back tracking" regarding the extent to which the original standards will be applied to existing homes. At present the National Care Standards Commission (NCSC) requirements are open to interpretation. The Directorate is considering the standards to be applied. This will become the basis for subsequent planning and action.

 The Service and Development Manager for Adult Services (including Learning Disability services) will be considering the requirements arising from the NCSC reports as part of the service strategy.

5. Asset Management

All local authorities are required to produce annual Asset Management Plans within which the performance of buildings is monitored to ensure the efficient use of capital resources

Basic Asset Management Plans were produced for most service areas. However, proposals for significant strategic service developments require these to be re-assessed.
  • A set of principles and standards for office accommodation, based upon corporate standards, has been agreed by SMG. These principles and standards will form the basis for Asset Management Plans linked to the office accommodation strategy.
  • Asset Management Plans will be produced as part of the service strategies and the office accommodation strategies (March 2005).

6. Security

With the significant increase in the amount of IT equipment used within offices there is the need for a review of office security arrangements.

Work has been undertaken at two offices funded via the capital programme during 2002/3.

 The identification of security risks will be undertaken as part of the Asset Management Plans for developments within the accommodation strategy.

7. Disability Discrimination Act (DDA)
A corporate programme of compliance audits to identify requirements for buildings under the Disability Discrimination Act has now been completed. Capital money has been made available to begin to resolve the areas of greatest risk. The findings of the compliance audits are being assessed to identify and prioritise the main areas of risk. The capital funding will be allocated to those buildings presenting the greatest risk.

8. Office Accommodation
The Directorate has been criticised by the Social Services Inspectorate about the poor office accommodation for its staff, particularly within Locality Offices. Improvements have been undertaken at Combe Royal in Kingsbridge, the Civic Centre in Barnstaple, Parker’s Barn in Totnes and George Street in Exeter.
  • Operational managers must take on board flexible working principles and promote this where it can be evidenced that desks are not used for more than 50% of the time.
  • Regular reviews of office use to be undertaken by Locality Business Resources Managers.
  • Executive approval has been given to replace the current office accommodation at Bitton House in Teignmouth and Teign House in Newton Abbot with new leased accommodation.

9. Business Continuity

A corporate Risk Assessment Group has been established with responsibility for ensuring the creation of Business Continuity Plans within each Directorate.

The Social Services Directorate plays an active part in that process.

The creation of Locality Business Resources Managers who are responsible for contingency planning at Locality level will enhance our ability to deliver this requirement.

 This work will continue over the next few years. The first Business Continuity Plan is currently focusing on County Hall.

2. Medium Term Strategy to 2008

  • Support SMG and Operational Divisions in the implementation of the Directorate’s Modernisation Programme.
  • Identify capital requirements arising from service strategies and completion of Asset Management Plans and option appraisal where appropriate.
  • Identify office accommodation needs and the assessment of buildings against those needs.
  • Collate information for presentation to SMG for overall strategic view and priorities followed by a Corporate debate relating to the allocation of capital resources.
  • Liaise with appropriate managers within Children’s Services to assess need against the accommodation available.
  • Identify the current use of accommodation on a joint basis. Discuss with mangers within partner agencies and the County Council to determine an acceptable future use.
  • Initiate visits to offices by Crime Prevention officers followed by costing of recommendations and inclusion within the capital strategy.
  • The corporate programme of inspections should be completed during 2004/05. This will provide the Identification of work required and the cost. Prioritise work and allocation of capital funding. Manage capital work.
  • Following development of office accommodation strategy:
  • Identify which services will be provided from which buildings and assess suitability against need.
  • Identify where flexible working has been successful for a Social Services function. Locality Business Resource Managers to undertake a review at least annually.
  • Work with design specialists to maximise potential use of accommodation.
  • Initiate staff group (including Trade Unions) to consider options and consult on options before implementation.
  • Liaison with corporate group and identification of locality requirements by Locality Business Resources Managers with local service managers and Strategic & Corporate Services Division. This will be undertaken as part of a risk analysis and management process.

next >Part 4.4

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