annex 2: property management action plan review

Lake District National Park Authority Agenda Item: 6 Resources Committee: 28 May 2009 Annex 2

ANNEX 2:

PROPERTY MANAGEMENT ACTION PLAN

REVIEW MAY 2009

LAKE DISTRICT NATIONAL PARK AUTHORITY

PROPERTY MANAGEMENT STRATEGY ACTION PLAN

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A: AUDIT RECOMMENDATIONS

a) Produce Strategy and Plan

Completed Strategic Asset Management Plan

A1 An Asset Management Plan, that supports and feeds into the Medium Term Financial Strategy, needs to be developed.

b) Develop the links to the Medium Term Financial Strategy

Green: Information from recent work including condition surveys, capital projections and property performance reviews will be used to inform budgets and therefore the Medium Term Financial Strategy from 2010-11 onwards.

Sept 09

1 Green

Detailed Property Plans

A2 Detailed Asset Management Plans should be produced or brought up to date for each of the most significant properties operated by the Authority including Brockhole,

Identify and prepare Management Plans for each of the most significant properties

Amber: work is still in progress in a number of areas. However, detailed reviews of the most significant properties have progressed as follows:

• Brockhole – Completed. A 3-year Progression Plan has been implemented as part of the Redevelopment Programme. This includes planned maintenance for the period based on a condition survey completed in December 08

Mar 09

1

1 Amber

1 Propose amendment to March 2010 in order to fully complete




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Murley Moss, Car Parks and Toilet Blocks, Information Centres, Farms and key Woodlands

• Murley Moss – Ongoing. Reorganisation of the internal structure has commenced. This formal project includes planned maintenance based on a condition survey, identifiable carbon reduction measures and the introduction of new ways of working.

• Coniston Boating Centre – Completed. An Evaluation and new 5-year Business Plan including capital and maintenance programmes have been completed for approval initially by Executive Board no later than July.

• Car Parks – Ongoing. An analysis of all car-parks has been undertaken, including an assessment of profit and loss, a capital improvement programme and recommendations for future management. This exercise also includes proposals for significant efficiency / revenue gains. We are taking the lead in the implementation of strategic and operational improvements under a joint initiative with Cumbria Tourism.

• Toilet blocks – Ongoing. We have completed a review of toilets under our management with recommendations for retention / disposal. We are completing detailed condition surveys and are working with SLDC and other authorities on a more strategic, park-wide approach towards significant improvements.

Mar 10 Sept 09 June 09 Mar 10




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• Farms – a plan outlining options for the future for our only farm is in preparation. Not commenced.

• Information Centres – Ongoing. A rolling maintenance programme is being prepared in conjunction with the Head of Information Services as part of his agreed strategy.

• Key Woodlands – Not commenced. Work to be commenced in conjunction with the Forester. See A3c

Mar 10

a) Present definitive Property Terrier to Executive Board

Completed

b) Convert updated Terrier to an electronic data-base, including links to GIS system

Ongoing: Following a detailed tender process, new software has been procured which provides a comprehensive asset management system.

Dec 08

2

1 Amber

Property Terrier

A3 The Property Terrier should be developed to make it a more useful and user-friendly record.

c) Complete fundamental review of the entire property portfolio

We have completed work on the following categories: Car Parks; Public Toilets; Operational Property; Information Centres; Coniston Boating Centre; and commercial property.

1 Amber

2 Propose amendment to July 09 in order to commission and commence use




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Work on woodlands; farm; historic environment sites; commons; access land; lakes, lakeshores and islands will continue

Sept09

1 Green

Costed Maintenance Schedule

A4 A schedule of surveys and a rolling planned maintenance schedule should be developed, which will in turn then inform the Asset Management Plan, the Medium Term Financial Strategy and budget allocations

a) Conduct fully costed property condition survey for major properties

Completed: Condition surveys have been completed for the following properties:

• Murley Moss

• Coniston Boating Centre

• 3 information centres at Bowness, Keswick and Ullswater

• 3 depots at Threlkeld, Ambleside and Broughton

• Tenanted properties: Coniston, Waterhead and Hawkshead (former information centres)

• Hassness / Dalegarth

• Brockhole

• Car Parks and Toilets (part) Blencathra – a 3-year capital and maintenance programme has been identified by the Joint Advisory Management Group and will be funded as part of our internal budget process




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b) Conduct fully costed property condition survey (remainder)

On track

Sept 09

3

1 Green

Performance Indicators

A5 Local indicators should be developed to measure performance in relation to the administration and control of fixed assets.

Local Performance Indicators to be developed

Completed (and ongoing). New property performance indicators were added to the 2009-10 Service Plan and will be kept under review.

3 Propose amendment to March 2010 for completion of condition surveys to all properties, including countryside sites.




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These individual recommendations contain duplications and have been rolled up into the following work packages: 1. Introduce formal systems to identify the extent of our leasehold portfolio; rental review dates and amounts payable/receivable and the officers with responsibility for undertaking these.

Leasehold Properties

A6 Additional information should be included in relation to Leasehold Property, at a minimum detailing the current amounts payable / receivable, the rental review dates. Records should be cross-checked against data on the Property Terrier to ensure that all tenants are being invoiced, and at the correct rate. Formal systems need to be introduced to identify rental review dates and the officers with responsibility for undertaking these.

2. Identify maintenance responsibilities for each of our leasehold properties

Completed Surveyor has conducted a formal review of leasehold properties together with details of rental review dates and amounts payable / receivable (reviewed by Financial Strategy Working Group).This information is being transferred to the new electronic database. We have discussed procedures with Finance for ensuring that invoices for rents due and payable are correctly processed and have indentified staff resources to implement this. Completed We have listed all maintenance responsibilities from existing leases and these have been included in the review of our leasehold properties




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Management should ensure that the Authority’s maintenance responsibilities have been clearly established for each of its Leasehold Properties.

Security A7 Management should review the security arrangements at the depots to ensure that they are satisfactory and all valuable stock is locked away

Produce report confirming revised security arrangements

Completed 2

nd review undertaken in May 09. Threlkeld compound was

broken into in March 09 resulting in the theft of £4k of insured materials. Further security improvements have subsequently been undertaken

Mar 08, then annual

2 Green

Fire Extinguishers

A8 One contract should be negotiated to cover all of the Authority’s fire extinguisher requirements.

The best procurement option should be identified.

Completed – new contract with Nationwide Fire Training Ltd started 1

st August 2008

2 Green

Acquisitions and Disposals

A9 The Authority’s Acquisition and Disposals Policy should be reviewed in light of the new ‘Vision’.

a) Agree revised Acquisitions and Disposals Policy in light of the new Vision

Completed – March 08

1 Green




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The entire property portfolio should be reviewed in line with this revised policy.

b) Review portfolio see A3c above for review programme

Roles and Responsibilities

A10 Confirm roles and responsibilities in relation to property management.

Complete report and secure Executive Board agreement

General discussion has taken place with all other Services and detailed discussions are ongoing with Legal and Finance Services. A final report has not yet been presented to the Executive Board and this remains a high priority for completion.

Nov 08

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1 Red

B: ACTIONS FROM PROPERTY MANAGEMENT STRATEGY

1. Introduction

Action Plan B1a Deliver Property Management Strategy

Implement the Action Plan

On track per targets

1 Green

Monitoring B1b Establish structure for monitoring progress

HPS to report progress to meetings of the Financial Strategy Working Group

Completed The Head of Property Services will attend progress monitoring meetings and prepare reports for Authority as required. The monitoring structure is being revised in the light of changes to the Committee structure

As r’quired

1 Green

4 Propose amendment to July 09 for presentation to Executive Board


2. Summary Statement

a) Facilitate staff and Member discussion

Completed and Ongoing Ongoing discussions with Heads of Service and reports to Members

Mar 09

1/2 Green

Consultation B2 Consultation

b) Consult external stakeholders

Completed and Ongoing – discussions with stakeholders e.g. National Trust, Natural England, Coniston Housing Group are taking place as required

Mar 09

2 Green

3. Achieving Excellence

3.1 Financial Planning

Financial Planning

B3.1a

Integrate property management with corporate financial planning

Report to Resources Committee

Completed

As r’quired

1 Green

Property Categories

B3.1b

Define strategic direction for property categories

Produce strategic statements for each category

Completed

Mar 08

1 Green

a) Complete Property Profiles to include value assessments and relevant property data from all sources

On track Mar09

5

1 Amber

Property Terrier

B3.1c

Develop the Property Terrier

b) Conduct property review by category

Completed Dec 08

1 Green

a) Review rents and charges

Ongoing – baseline data collected for 2008. annual

1 Green

Income B3.1d.

Maximise Income (revenue)

b) Review potential for additional revenue from properties

Ongoing – proposals for car parks have taken priority and are being implemented. Other diversification initiatives are being considered e.g. bike hire at Coniston and increasing ice-cream tenders

annual

1 Green

5 Propose amendment to March 2010 to allow for development of this action


Capital B3.1e

Confirm capital value Complete the 2009 revaluation

Completed

3.2. Management Systems

Performance Indicators

B3.2a

Measure Performance See A5 above Completed

a) Support Surveyor’s professional development

On track 2010

1 Green

Service Capacity

B3.2b

Improve service capacity

b) Contract in professional skills if appropriate

Our reliance on professional contractors has decreased as a result of increasing staff skills and capacity. We have secured temporary additional staff resources which acknowledges the significant amount of work generated by the Property Action Plan and the commissioning of an electronic data base system will significantly increase our management capability. We continue to contract out for specialist items of work.

As required

1 Green

3. 3 Operational Effectiveness

Conduct health and safety audits and annual workplace inspections

We are generally on track though we will review our response to compliance issues by July 09 and annually thereafter.

Annual

1 Green

Compliance B3.3 Comply with legislation

Address compliance recommendations

See above

Annual

1 Green

4. Contributing to a Prosperous Economy

Economic Growth

B4a Deliver sustainable economic growth and improvements to the public realm

Contribute to economic initiatives e.g. the Windermere Waterfront Initiative and Market Towns master-planning

On track On- going

2 Green


Letting Policy B4b Define letting policy Confirm reasons for letting rather than selling properties and produce procedure notes and criteria for seeking tenants.

Completed and in use to good effect e.g. Dalegarth lease June 08

2 Green

Innovative use

B4c Promote innovative use Audit current uses of our properties and identify scope for further potential

On track Oct 09

3 Green

Property Rationalisation

B4d Maximise shared use of resources

Work with regional partners to share management expertise and improve use of facilities (particularly Cumbria Property Rationalisation).

The Head of Property Services is a member of the Cumbria Shared Services Forum which is developing a strategy for local authorities. We are currently working directly with the forum in the search for alternative office space in the Keswick area

On- going

2 Green

5. Contributing to world class visitor experiences

Brockhole B5a Brockhole Support the Brockhole Redevelopment Programme

On track 2011

2 Green

Information Service

B5b Support Information Service

Discuss rolling maintenance programme with Head of Information Services

On track – see A2 above Mar 08

2 Green

Partnerships B5c Develop partnership management

Consider sale of properties to appropriate partners but where not possible continue to

Ongoing On-going

3 Green


manage positively in partnership

Public service Sites

B5d Upgrade retained public service sites

Agree standards for car parks and public toilets and apply following condition survey

On track - see A2 above Mar 09

1 Green

6. Contribute to Vibrant Communities

Affordable Housing

B6a Contribute to the delivery of affordable housing

Prepare list of potential properties for affordable housing

Completed Sept 08

2 Green

a) Consider asset transfer in line with Quirk Review

Ongoing On-going

3 Green

Local communities

B6b Work with local communities

b) Consider and if relevant develop co-operative management

Ongoing On- going

3 Green

Lifelong Learning

B6c Working for life-long learning

Develop new and existing initiatives in relation to volunteering, training and learning

Liaison meetings to be arranged Mar 10

3 Green

7. Contributing to the Spectacular Landscape

Understanding

B7a Promote understanding and awareness

Support access and appropriate events on our properties in line with existing guidelines

Ongoing 3 Green

Maintenance B7b Maintain properties as ‘fit for purpose’

a) Review Management Plans and revise where necessary

On track 2010

1 Green


b) Review condition of SSSIs

Liaison meetings to be arranged 2010

2 Green

8. Managing Climate Change

a) Deliver property related priorities from Climate Change Action Plan

On track – the addition of a Carbon Reduction Advisor has greatly enhanced capacity to deliver

On- going

1 Green

b) Implement Carbon Reduction Action Plan

See above On-going

1 Green

Climate Change

B8 Contribute to managing Climate Change

c) Achieve Eco-Centres status for Murley Moss d) Develop / implement new office accommodation plans at Murley Moss (Phase 3) via a formal project

Ongoing On track though planning issues mean that this was not completed within the original timescale

2009 Mar 2009

6

2 Green

1

Green

9. Strategic Statements – Property Categories

a) Secure agreement to recommendations

Completed Mar 08

1 Green

Casework B9a Implement agreed recommendations for individual categories

b) Implement recommendations

Via Action Plan On-going

1 Green

6 Propose amendment to March 2010 in order to fully complete


B9b Manage property casework

Ensure appropriate time allocation for on-going property casework

Ongoing. The Property Service is currently dealing with a large portfolio of difficult casework

On-going

1 Amber

Lake District National Park Authority Agenda Item: 6 Resources Committee: 28 May 2009 Annex 3 Page 1

ANNEX 3: RISKS ASSOCIATED WITH GREENSIDE MINES, GLENRIDDING COMMON

Our ownership of Greenside Mines includes former mining buildings, underground workings and spoil tips. The stability of the tips and the contaminants leaching from them into the nearby watercourses have been a long-standing area of concern. In addition, there are concerns in relation to access. As a result the risks associated with Greenside Mines have been defined as ‘Corporate’.

Our tolerance for risk is shown on the following diagram: (this shows the corporate risk appetite, which will be revised as part of the corporate risk process in 2009 – however this forms the basis of our current risk analysis for Greenside Mines).

Very High

↑

High

Significant

Low

Very Low

Lik

eli

ho

od

Almost

Impossible

Negligible Marginal

Impact

Critical

→ Catastrophic


The initial risks were not identified in detail and were represented as a series of generic risks as shown on the table below:

Generic Risks Risk Likelihood / Impact

Action Update New Action

These are the general risks that were originally identified and led to the more specific risk analysis reported on below

• Landslide caused by instability of tips results in damage or injury to persons / property and / or contamination of controlled waters

• Costs of stabilisation could be major and required at short notice.

• Breach of Contaminated Land Regulations 2000

• Negative reputation as a polluter

• Injury as a result of public access

• Damage to Scheduled archaeological site from public access or instability

When Greenside Mines was originally escalated to a Corporate Risk, the risk was assessed as: Likelihood: High Impact: Critical

The original actions were: Action 290: Appoint consultant to prepare report for authority on issues at site Actions 291 & 292: Commence work on recommendations arising from the consultant’s work

Completed We appointed a consultant with considerable experience of this site (ex-employee). His report allowed us to identify specific, rather than generic risks which forms the basis of our current risk management approach as shown below. However a generic site based recommendation is that we prepare an emergency plan describing the procedures to follow in the event of a collapse or pollution incident

Not applicable Prepare an emergency plan describing the procedures to follow in the event of a collapse or pollution. Outline Plan completed

As a result of the consultant’s report the risks, which are complex, were broken down into the areas identified in the table below. Most of the risks are now classified as below tolerance, though actions are still required for many of them to ensure they remain so. Above tolerance risks (shown in red) relate to Tailings Dam 1 (2 risks) and Keppel cove Dam (1 risk) and these will receive priority.


Specific Risk Area

Risk Original Likelihood / Impact

Action Update Revised likelihood / impact

New Action

1. Tailings Dam 2

Increased water levels in the tip cause instability and collapse releasing contaminants into Glenridding Beck.

Likelihood = high Impact = critical

Commission update report from Scott Doherty to include assessment of TD2 stability and effectiveness of previous work.

Report received. No evidence was found of any significant movements or signs of instability. There are some small areas of concern for which works are recommended.

Likelihood = very low Impact = critical Below tolerance

• Liaise with consultants to determine specifications for surface water run-off channels on east slope of TD2. Summer 09

• Annual inspection regime involving qualified consultants. Next due March 2001

Leaching of water through the dam releases low levels of contaminants into Glenridding Beck.


Commission update report from Scott Doherty to include assessment of TD2 stability and effectiveness of previous work.

Report received. Previous work was designed to reduce leaching and improve water quality. There is no evidence of failure in this respect but further sampling and monitoring is needed to confirm whether there is a pollutant linkage. We are discussing an appropriate sampling regime with the Env Agency and Eden District Council.

Likelihood = significant Impact = marginal Below tolerance

• Continue discussions with the Env Agency and Eden District Council to implement agreed sampling regime

by end July 09

2. Tailings Dam 1

Increased water levels in the tip

Likelihood = high Impact

Commission update report from Scott Doherty to include assessment of TD1

Report received. The cut-off drain at the rear is not very effective and it is unclear how effective the

Likelihood = low Impact

• Bi-annual inspections by a


cause instability, collapse and significant damage to persons or property.

.

= critical

stability and make recommendations for management of the water regime (When assessed by civil engineers, TD1 was found to be more stable than the smaller TD2 at that time)

internal drainage system remains. There is potential for water to collect on the top of the dam.

= potentially catastrophic Above tolerance

qualified consultant. Next due November 09

• Liaise with consultants to determine specifications for investigations on the geo-technical properties including 12 month monitoring of ground water levels in the dam. Summer 09

Collapse releases high levels of contaminants into Glenridding Beck.


Commission update report from Scott Doherty to include assessment of TD1 stability and make recommendations for management of the water regime

Report received. There is no evidence of any deep seated failure however there is damage caused by animal burrows and the ongoing risk of rock-falls and boulders rolling from the scree slopes above.

Likelihood = high (but only if dam collapses) Impact = critical Above tolerance

• Bi-annual inspections by a qualified consultant. Next due November 09

• Continue discussions with the Env Agency and Eden District Council to implement agreed sampling regime

by end July 09

Leaching of contaminants by natural drainage through the dam.


Commission update report from Scott Doherty to include assessment of TD1 stability and make

Report received. Likelihood = significant Impact = marginal

• Continue discussions with the Env Agency and Eden District Council to


recommendations for management of the water regime

Below tolerance

implement agreed sampling regime

by end July 09

Significant expense as a result of contamination or collapse.


Discuss liability with Eden District Council

Discussions held - EDC legal opinion is that we are unlikely to be Class A owners for TD1 in respect of pollution of controlled waters. Therefore we would not be liable for remediating such contamination. We might be responsible for the re-building of TD1 following collapse. However we are insured against this risk subject to ongoing management of identified actions

Likelihood = low Impact = marginal Below tolerance

• Continue to manage risks (particularly those above tolerance) effectively

3. Higher Level Mines

Accident to the public caused by instability

Likelihood = low Impact = high

Check Scott Doherty Report for recommendations for fencing and receive report from Ranger that adequate fencing is in place

Previous Scott Doherty Report does not recommend that fencing is required. Investigation concludes that there is no exceptional risk to the public from collapse due to instability above TD1 and 2. Existing information in the car park area advising people to take general care in the area of abandoned workings is deemed to be appropriate.


• Keep signage under review

Land is declared contaminated by leaching of heavy metals

Likelihood = low Impact = medium

No action proposed but the Scott Doherty Report deals with this risk

The Scott Doherty Report confirms that in 1999 a human health survey revealed no significant risk to visitors

Likelihood = low Impact

• Commission new human health survey in conjunction with


passing through the site. = marginal Below tolerance

proposals for ongoing sampling

Irresponsible access may damage Scheduled Ancient Monument

Likelihood = low Impact = high

No action proposed There is evidence of mountain bike use


• Ongoing archaeological monitoring with in-house staff and local volunteers

4. Underground workings

Underground accident


Change locks on access points. Place notices at these points and liaise with known stakeholders regarding new access arrangements.

Lock changed on the only formal access to the underground workings. Letters written to stakeholders advising of new arrangements under licence for access. All applications for access will be vetted on the basis of purpose, skills and experience. Notices placed on-site. Liaison with National Trust to advise of our actions regarding their access on adjoining land. Key supplied to Mines Rescue Group and emergency key located inside as interim measure.


• Manage access according to new licence framework

Damage to archaeologically sensitive areas

Likelihood = low Impact = low

No action was proposed Archaeological remains will be more secure as a result of managed access

Likelihood = low Impact = negligible Below

• Manage access according to new licence framework


tolerance

5. Keppel Cove Dam

a) Injury caused by access to deteriorating structure

Likelihood = low Impact = medium

Assess for appropriate fencing and signage and renew if necessary

The Scott Doherty Report identifies risk associated with this structure. They identify the following options:

• Demolish or partially demolish the dam

• Consolidate the dam

• Provide temporary secure fencing whilst investigating the other options.

• However the structural options need to be considered in light of archaeological status

Likelihood = significant Impact = critical Above tolerance

• Carry out fencing work which will reduce risk to below tolerance

• Commission structural report on consolidation or demolition

b) Damage to archaeologically sensitive area

Likelihood = low Impact = low

No action was proposed but Scott Doherty visited this issue – see update

Scott Doherty suggest that the archaeological significance be reviewed the results of which will guide what actions we should consider.

Likelihood = low Impact = low Below tolerance

• Investigate archaeological significance of the dam with internal staff. Report by December 09

annex 2: property management action plan review

Documents