Agenda, decisions and minutes

RESOLVED: That the minutes of the meeting held on 4 July 2023 be agreed as an accurate record of proceedings.

1.1       RESOLVED: That the minutes of the meeting held on 4 July 2023 be agreed as an accurate record of proceedings.

None declared.

2.1       None declared.

RESOLVED: That the responses be noted.

3.1       The Committee discussed the Mayoral response to the Community Food Growing Task and Finish Group (TFG) and heard from Catherine Mbema.

3.2       The creation of a new fixed term “Community Food Growing Officer” post, using one-off funding from the Public Health Grant, to kick start work in the food justice and community food growing arena was welcomed. It was noted that this would not duplicate the work of members of the “Good Food Lewisham Team” at Lewisham Local.

3.3       Councillor Howard, Chair of the Community Food Growing TFG, welcomed the response and highlighted the importance of this policy area given the cost of living crisis and the positive benefits that community food growing could have on mental health. She reported that Members of the (now disbanded) TFG would be very interested to find out more about how the new post would be oriented, and how it might provide support to both food justice and the excellent, but under resourced, work of the “Good Food Lewisham Team” at Lewisham Local.

3.4      The Mayoral response to the Workspaces TFG was discussed and welcomed by the Chair of that body, Councillor Schmidt. Councillor Ingleby also commented on the response and the need to keep the affordable workspace strategy under review. In response to a question from Councillor Millbank, the Committee discussed meanwhile use and the balance between ensuring sites could be utilised for community benefit prior to development, and ensuring their intended future use could still be secured without impediment. With respect to meanwhile use, Patrick Dubeck suggested that there needed to be a fair split on liability for building maintenance, in order to protect the Council’s interests but also, to not deter groups who could ensure a beneficial use of the space.

3.5       It was noted that the workspace provider forum was well attended and affordability for providers and those using the workspaces was considered, although the Council’s first duty was to secure value for money for its residents, rather than subsidise people using workspaces for their own commercial activity.

3.6       RESOLVED: That the responses be noted.

RESOLVED: That Councillor Stephen Penfold be appointed to the Private Rented Sector Task and Finish Group in place of Councillor Will Cooper.

4.1       It was noted that the membership of the Private Rented Sector TFG had been agreed at the Overview and Scrutiny meeting on 4 July 2023, but that Councillor Cooper was now a member of the Executive and could no longer serve on the TFG.

4.2       RESOLVED: That Councillor Stephen Penfold be appointed to the Private Rented Sector Task and Finish Group in place of Councillor Will Cooper.

RESOLVED: That a referral be made to Mayor and Cabinet recommending that:

1.  The asset management strategy should come to the Overview and Scrutiny Committee prior to its consideration by Mayor & Cabinet (at the Committee’s meeting on 6 February 2024, if timelines allow)

2.  There should be a wider consideration of the value of land - its economic value, geographical location and social value should all be key considerations in the decision-making process for the development or disposals of assets

3.  Master planning for the long-term use of the Council’s assets should take place, including combined use, creative zones and industrial units

4.  The Council should consider a wider acquisition strategy

5.  A more ambitious investment partnership strategy should be adopted

6.  All assets proposed for disposal or change of use should be highlighted to scrutiny, and ward councillors, including those below the key decision threshold of £1.5m

7.  Equalities considerations should be part of all asset management decisions, with Equalities Analysis Assessments (EAAs) carried out where required  

8.  Ongoing clarity should be provided in relation to existing and potential plans for meeting net zero ambition, including planned and necessary works, as well as secured funding and gaps.

5.1       The Chair introduced the item and Patrick Dubeck introduced the report. It was noted that the Council was responsible for an eclectic portfolio of circa 900 assets and a new asset management strategy was currently being developed. It was further noted that important considerations in the development of the strategy included maintaining operational assets; meeting statutory obligations; supporting corporate priorities; and effectively dealing with deteriorating assets. Other points noted in the introduction:

·           Regularising the leasing and other arrangements pertaining to community centres was being looked at presently. (Amongst other things, this would ensure that sub tenants were not inappropriately benefitting from subsidies; and nurseries operating from community centres paid fair rents as commercial businesses).

·           Disposals were an important source of income (generating money that could be reinvested) and often sensible, where assets were in very poor condition

·           Acquisition opportunities could be difficult to take advantage of, given current financial constraints.

·           Partnership working was important and could assist in meeting locally shared objectives.

5.2      In the discussion that followed, the following key points were noted:

·                The consultants assisting with the development of a new asset management strategy had been selected after an open procurement process with five responses to tender.

·                Historical record keeping around assets was poor; many acquisitions and disposals occurred prior to computerisation and paper records had not always been kept correctly. Digitisation of all asset records was a council aspiration, but the priority was understanding significant/important assets.

·                It was accepted that the asset register on the website might not be 100% accurate, including current usage, but officers were confident that all ‘built structures’ owned by the council were on the register. Work was ongoing to ensure the categorisation of assets was up to date.

·                There were tried and tested ways of establishing an asset’s financial value but social value was harder to quantify. For community assets a value figure proxy for social value was established.

·                A ‘red book’ valuation would take place first with best value considerations considered. Economic, monetary and social value were all important.

·                Best value was ensured in a variety of ways and rent reviews were a good opportunity to take stock.

·                Where a peppercorn rent was charged the difference between that rent and market rent was effectively the council subsidy, provided in exchange for the social value generated for the community from the asset.

·                There was a desire to move towards longer leases as any repairs/associated liabilities were more manageable for the tenant and they would find it easier to raise funding if they had a long lease.

·                Non-key decisions were delegated to officers. (After the meeting it was clarified that any property transaction, disposal or acquisition, in excess of £1.5m was a key decision). Some committee members felt that councillors should still be consulted on non-key decisions if the assets were key community assets.

·                If a community asset was earmarked for disposal officers would need to make an assessment on the community provision available/planned locally. Officers would also carry out an EIA  ...  view the full minutes text for item 5.