Assest Management Plan for Harcourt School

Dear Stockport Borough Council,
Please provide me with the following documents for Harcourt
School(Reddish).
1. Assest Management Plans.
2.Risck Assesment Lightning
3.Risk Assessment legionairs disease.
4.Risk Assessment glazing

Yours faithfully,

alan m dransfield

Dear FOI Officer,
whether or not the school building has been provisioned with
Lightning protection System you STILL need to have an approved Risk
Assessment for lightning

Yours sincerely,

alan m dransfield

Dear FOI Officer,

I am DEEPLY concerned that the SBC have commissioned a new multi
million pound PFI school WITHOUT any Asset Management Plans.
Please correct me if I am wrong but Capital Funded projects SHOULD
have a AMP and the SBC Policies and Proceedures require an AMP.

In the absence of any recognised AMP how can the SBC guarantee any
transparency or accountability for public funds.
In the absence of any AMP, is the school not operating in a legal
Void??
I understand that an AMP is a legal requirement.

Yours sincerely,

alan m dransfield

Dear FOI Officer,

Polite follow up please to item 2 and in response to your reply ref
item 4, there should not be any problem then issueing me with the
Risk Assessment for the school glazing??!!

Yours sincerely,

alan m dransfield

Dear FOI Officer,

Wheter or not the school glazing is compliant OR not there is STILL
a legal requirement for an APPROVED RISK ASSESMENT FOR GLAZING.

Can you please advise me if the ASSET MANAGEMENT PLANS FOR VALE
VIEW school will retained by the SBC?
with thanks

Yours sincerely,

alan m dransfield

Dear FOI Officer,

Thanks for that. So you can now send me acopy of the SBC AMP for
the school as per my original request??

Yours sincerely,

alan m dransfield

Dear FOI Officer,
I don't accept such time extention are necessary. My FOI request
was straightforward,i.e. please provide Asset Management Plans for
the Vale View School.
I beileve the SBC are being obstructive.

Yours sincerely,

alan m dransfield

Dear FOI Officer,
Initially, the SBC stated there were NO asset management plans
(AMP) and now you claim the AMP are not valid until the end of
DEFECTS PERIOD.
I fail to see why the AMP is NOT initiated at the Commissioning
Date of the School,i.e Sep11??!!

Yours sincerely,

alan m dransfield

Dear FOI Officer,
Stockport Borough Council are on record that they have no details
on the Vale View Asset Management Plans which appear to be in
breach of Central Government Guidelines, reproduce here for ease of
reading quote
GOOD PRACTICE GUIDELINES

EXECUTIVE SUMMARY

Background to Guidelines

Central government initiatives and the changing nature of local
authority service delivery are highlighting the importance of best
practice in the management of property assets. The importance of
strategic management of property assets is being emphasised by two
initiatives in particular:

1. Government proposals for allocating a "single pot" of capital on
the basis of needs and performance.
2. The statutory requirements of Best Value under the Local
Government Act 1999.

In addition, the drive towards efficiency, effectiveness and
economy is accelerating the pace of change in the way that
authorities organise service delivery. In turn this is creating new
demands for accommodation and underlining the need for Good
Practice Guidelines on asset management planning.

The above factors prompted the Government to commission a research
project in 1998 to obtain better information on asset management in
local government in order to develop Good Practice Guidelines. The
research project found that there is scope for improvement in
strategic asset management in local authorities, particularly in
terms of asset management planning and performance management. In
contrast, the systems in place for prioritising and managing
capital projects are generally well-developed. The research report
is published as Measuring Performance in the Management of Local
Authority Property (DETR 1999).

Purpose and Scope of Guidelines

The Good Practice Guidelines have been developed to assist local
authorities in adopting good practice in the areas that were
highlighted by the research report as important to successful
strategic asset management. They are aimed at those in local
authorities who are responsible for overseeing or executing
strategic asset management activities, including Members, Chief
Officers and property professionals. The guidelines provide advice
on:

• What is meant by strategic asset management;
• The key elements of an asset management plan and how to develop
one;
• How current good practice in managing capital programmes and
capital projects can be reinforced;
• Setting up a system for measuring performance, including setting
performance indicators and targets;
• Data requirements and data management.

The Guidelines primarily address the management of land and
buildings apart from housing and schools, and they do not include
plant, equipment or other assets (eg. bridges, highways).

Asset Management

Asset management is defined in the Guidelines as:

‘optimising the utilisation of assets in terms of service benefits
and financial return’.

The Guidelines focus on strategic asset management of the entire
portfolio of land and buildings. In simple terms, this involves a
stepped process:

1. Auditing and review.
2. Preparing an asset management plan.
3. Implementing the plan and programme.
4. Identifying objectives.

Strategic asset management has a long-term dimension and tends to
be concerned with authority-wide management issues. It is
associated with the following principles:

• An integrated approach between departments and the corporate
centre.
• Separate responsibility for strategic asset management.
• Explicit authority-wide objectives for holding property.
• Changes to the portfolio consistent with the corporate plan.
• A performance measurement system.
• Sufficient data to analyse the performance of the portfolio, and
to make strategic decisions.

Asset Management Planning

Asset management planning is the systematic preparation of plans to
optimise the utilisation of assets in terms of service benefits and
financial return. In the future, possession of a comprehensive and
up-to-date Asset Management Plan (AMP) is likely to be seen as a
key element of good practice in local authority asset management.

The principal aim of an Asset Management Plan (AMP) should be to
ensure that the opportunity cost of financial resources tied up in
land and buildings is minimised, and that capital and revenue
expenditure on the portfolio is directed efficiently and
effectively to provide value for money. An AMP may be thought of as
a tool that can assist the pursuit of the above aim by:

• Helping to prioritise local decisions on spending.
• Integrating property decision-making into the corporate planning
process.
• Ensuring that property decisions are consistent with service
requirements.
• Identifying opportunities for innovation.
• Providing a context for evaluating capital projects.
• Providing a basis for developing public private partnerships.
• Identifying assets suitable for investment or disposal.
• Identifying opportunities to increase income generation or reduce
expenditure.

Although the Guidelines do not prescribe the detailed format of an
AMP it is suggested that it should cover the following:

• Property aims and objectives
• Statement of current portfolio
• Key areas for change
• Preferred options
• Implementation programme

Allocating roles and responsibilities at the outset will facilitate
preparation of an AMP. Service departments have a role in
identifying the operational requirements stemming from service
strategies, while the corporate centre has a role in setting the
overall direction and framework and pulling together the issues
into an authority-wide plan.

A detailed implementation plan will need to be developed as part of
the asset management process and a monitoring system will need to
be put in place. The AMP should be reviewed annually in line with
other business planning timetables to reflect changing
circumstances.

Capital Projects

In developing a capital programme, local authorities should
identify projects that deliver value for money and accord with
corporate priorities. Projects should be prioritised on an
authority-wide basis using an explicit but simple methodology. The
capital programme should be consistent with the AMP and, by
implication, the corporate business plan. Responsibility for
drawing up the capital programme should be given to an
authority-wide officer group reporting to Members.

Good practice involves monitoring the progress of capital projects
and, on completion, assessing whether the original objectives for
undertaking the project have been met. Responsibilities for post
project completion evaluation should be clearly allocated and the
actual evaluation should take place within six months of
occupation. CIPFA’s publication ‘Making the Right Choices’ (1996)
sets out useful criteria for assessing projects, post completion.

Performance Measurement

Performance measurement feeds into the AMP and is a key element of
the best value framework. Authorities are encouraged to set up a
system for measuring performance by:

• Allocating responsibilities for performance measurement
• Identifying property objectives
• Identifying performance indicators linked to the objectives
• Comparing, benchmarking and setting targets
• Monitoring, reviewing and reporting on performance

National indicators developed by the Government will aim to ensure
that local authorities are using and managing their financial
resources and capital, in terms of land and buildings, in the most
efficient and effective manner. The onus is on each authority to
identify local indicators and it is suggested that these should
particularly relate to condition, sufficiency, suitability and
cost. Indicators should apply to the whole portfolio (where
possible) and to groups or categories of assets.

Data Management

Appropriate property information must be available to enable asset
management planning and performance measurement to take place, and
good strategic decisions on asset management to be made. This
requires a robust system for managing property information.
Authorities should consider and be clear on the following:

• The data that is required by the authority and the format.
• The categorisation of data that will be used.
• Allocation of responsibilities for data management.
• The data that should be held centrally.

Strategic asset management and performance measurement creates the
need for authority-wide data. A Unique Property Reference Number
(UPRN) for each property is suggested as an essential element of
managing assets effectively across the whole portfolio. Integrated
computerised systems are increasingly relevan
Unquote
In the event the SBC have NOT initiated any AMP at the Vale View
schools, transparency,accountability and security HAS FLOWN OUT OF
THE WINDOW.

Yours sincerely,

alan m dransfield

Dear FOI Officer,

The schools has now been handed over,hence, please provide me with
a copy
of my original request data
1.Asset Management Plans
2.Risk Assessment for all facets

Yours sincerely,

alan m dransfield

Dear Stockport Metropolitan Borough Council,

Please pass this on to the person who conducts Freedom of
Information reviews.

I am writing to request an internal review of Stockport
Metropolitan Borough Council's handling of my FOI request 'Assest
Management Plan for Harcourt School'.

I do not accept that any PA can operate a mutli million pound
school or manage their Financial Account WITHOUT an approved Asset
Management Plan (AMP).
Please review you decision on this account

A full history of my FOI request and all correspondence is
available on the Internet at this address:
http://www.whatdotheyknow.com/request/as...

Yours faithfully,

alan m dransfield

Dear FOI Officer,
I am not raising an issue as in SHOULD the SBC hold this data,
because they clearly should hold it OR they are in breach of the
FOI Act 2000.
You allude to the FACT the AMP will come later this year. That is
rather like the CART before the HORSE because WITHOUT an approved
AMP how can you possibly audit this particular project, how can you
manage the project,how can you guarante
transparency,accountability,security etc.
So I stick by my original request please for an internal review.

I note with a wry smile, you are CATCHING ON to DO NOT HOLD THE
SOUGHT AFTER DATA??

Yours sincerely,

alan m dransfield

Dear FOI Officer,
You are on record that the Asset Management Plans or the Vale View
school would be available in Sept 2012 which in my view is a MAJOR
ommission by the SBC.Without an AMP the school finances cannot be
properly audited.This is compounded by the fact the Vale View
school Project Agreement is shrouded in secrecy and as yet, remains
unpublished.
Transparency, securty and accountability measures at the SBC are
NOT seen to be working.

Yours sincerely,

alan m dransfield

Dear FOI Officer,
My request for an internal review is longoverdue

Yours sincerely,

alan m dransfield

Dear FOI Officer,

This request is long overdue and I would appreicate a reply pease

Yours sincerely,

alan m dransfield