Decision - Accommodation Strategy - Update and Proposals

To give an update on the corporate accommodation strategy and proposals, seeking approval of the principles for the next phase of the strategy and ‘spend to save’ project involving the re-location to Bartholomew House and other related buildings.

(1)         That Cabinet notes the proposed next steps in the corporate Accommodation Strategy.

(2)         That Cabinet approves the outline business case for the proposed exit of Priory House and the re-location of services to Bartholomew House and other subsidiary buildings.

(3)         That Cabinet approves the creation of a unified public walk-in access point for council services in the centre of Brighton at Bartholomew House.

(4)         That Cabinet authorises the further development of the detailed business case, detailed design and preparatory works.

(5)         That Cabinet requests a further report on the implementation of the proposals following consultations and detailed business case preparation.

To approve the next phase of the accommodation strategy, the spend to save project, the outline business case, the initial project implementation programme and the developing accommodation principles and standards set out in the Appendices.

1.      No change – The findings of the Customer Access vision improving the customer experience are not implemented and the Housing Benefits and Revenues, Access Services and Business Support teams remain in Priory House. The lease break is not exercised, savings are not achieved and the lease obligations and liabilities continue until the end of the lease in 2016. This option exposes the council to future added risk of continuing lease costs that will be subject to external market forces and does not enable the council to benefit from the potential protection from the uncertain property market conditions and the consolidation into our own buildings.

2.      Change Option 1- The Housing Benefits Team is the largest of the three teams affected by the potential relocation from Priory House. One option considered was to form a new office in the undercroft at Kings House, however this would provide only about 90-100 desk spaces (up to 180 are required) and would mean splitting the team over two sites.  There would also be a consequential loss of car parking at Kings House. This option was not explored further as there would be considerable disadvantages in splitting the Housing Benefits team over two sites. This is also contrary to the accommodation strategy which aims, where possible to bring disparate teams together onto single sites.

3.      Change Option2 – Consider the construction of a mansard extension on the fourth floor of Barts House. This would involve considerable extra capital investment in the construction of the mansard roof to accommodate a relatively small percentage of staff – approx 40 no.