Hampshire County Council Buildings, Land and Procurement Panel Item 14 July 2008 Risk Management Strategy for the Built Estate 2007/08 Report by the Acting Director of Property, Business & Regulatory Services

Contact: Paula Crompton Ext: 5454 email [email protected]

1		Introductory Summary
1.1		The Risk Management Strategy for the Built Estate was reviewed in November 2007 and resource allocations for strategic risk were approved by the Executive Member for Policy and Resources on 2 April 2008. This report: · confirms health and safety priorities for 2008/09 through the strategic risk management framework 2007/08 · proposes that resources are directed to the highest and most significant liabilities across the built estate · confirms performance over the past 12 months and summarises the agreed actions and resources required for continuous improvement · provides an update to the test and invest strategy · provides an update on progress on the Disability Discrimination Act Access Audits and Improvement Strategy
1.2		The provision of a robust Risk Management Strategy for the Built Estate and the distribution of funding towards the highest priorities ensures that the built estate is safer and more secure for all users in support of the corporate priorities.
		Recommendations:
		That the Buildings, Land and Procurement Panel:
		a) Advises the Executive Member for Policy and Resources to approve the Implementation Plan for Property Services' Strategic Risk Register for 2007/08 as set out in Appendix 2.
		b) Notes the budget provision for 2008/09 for strategic risk assessment and the likely impact on the budget over the coming financial year.
		3. Notes the investment achieved following the implementation of a new test and invest (T & I) programme for electrical safety and development of further strategies to offer best value and well managed risk-taking.
2		Resource allocation
2.1		The strategic risk profile informs the allocation of resources from the landlord's repairs and maintenance budgets. Additionally strategic risk improvement programmes are supported from New Deal for Schools (NDS) Condition funding. Both of these areas of funding are reported to the Panel annually, most recently at the meeting on 2 April 2008. Over the last five years, the majority of funding has been directed towards the highest priorities relating principally to fire, condition of buildings and structural collapse, electrical safety and asbestos. The distribution of funding over the past five years is illustrated in Appendix 1. Table 1 below compares capital expenditure in 2007/08 with the proposed budget allocations for 2008/09.
2.2		The original budget for 2007/08 was £12.5m and was fully committed by April 2008. In order to take advantage of new construction framework arrangements funding of £1.68m was allocated to a major programme of structural work and are due to commence in 2008/09. These works have been programmed to start in 2008/09. Approximately £4.59m (excluding fees) of funding was also committed to support landlord strategic requirements. Capital repairs resources continue to be managed to achieve the maximum strategic impact in reducing maintenance liabilities and addressing risk priorities.
			Table 1 Risk Heading Capital Expenditure 2007/08 Proposed Capital Budget 2008/09 £000 fees excluded £000 fees excluded Fire including arson 942 791 Condition of building fabric 7,070 6,333 Failure to manage contractors 0 0 Asbestos disturbance 1,063# 800 Electrical services failure 584 1,003 Swimming pool plant failure 183* 248* Detection of Legionella 49 172 Glazing and window safety 13 400 High Level access for maintenance to plant or buildings 133 160 Mechanical services failure 1,383 1,419 Structural collapse and temporary buildings 544 240 Other CRA priorities 546 823 Total 12,510 12,389
			* This is a revenue budget # 2007/08 Asbestos disturbance includes £450,000 for the inspection & re-survey programme.
	2.5		The Capital Repairs allocation for 2008/09 will deliver the Strategy for the Built Estate which was considered by the Panel on 2 April 2008. This includes: · directing resources to the highest and most significant liabilities across the built estate · continuing to develop long term strategies (such as test and invest) to address the backlog of maintenance liabilities · maximising opportunities for planned maintenance regimes as opposed to reactive `patch and mend' programmes · ensuring that buildings are accessible and remain open for business through the Strategic Risk Assessment framework · maintaining strong links with schools through the Service level Agreement (SLA) and ensuring that schools are provided with corporate safety advice
	2.6		Table 1 (Para 2.2) represents the optimum position to enable compliance with statutory inspections balanced against essential maintenance programmes. It remains a challenge to deliver improvement programmes for the highest risks whilst continuing to manage and maintain performance in other lower risks. In order to free up resources, a test and invest (T&I) risk management strategy was developed last year and approved by this Panel. The T & I strategy is described in section 5 of this report and provides an example from the Corporate Business Planhttp://www3.hants.gov.uk/corporate-strategy-home/cmt-text-with-picture-right-3/corpstrat_outcometargmeasure.htm of resources following priorities.
	3		Risk Management Strategy 2007/08
	3.1		The strategic risk assessment and performance framework for the Built Estate for 2007/08 is attached at Appendix 2, with a commentary on each risk. Members should note that the corporate programme requires the risk assessment to be subject to annual review in October each year, therefore the current strategic risk register is dated 2007/08 and is funded largely by resources available during the financial year 2008/09.
	3.2		Twenty strategic risks are ranked with a detailed assessment and management programme for each one. The risk headings have changed little over the past 10 years, with Fire remaining the top strategic risk. Over the past decade around £100m of Landlord's capital funding has been directed at strategic risks and when the NDS programmes are taken into account this figure would rise to well over £200m. As a result some risks have been managed, through investment programmes, reducing them from medium to low. In addition, the level of NDS investment has allowed the strategic risk for condition to move from a high to a medium risk in respect of the education estate. This is despite a large outstanding backlog of repairs and maintenance remaining at schools.
	3.3		Across twenty strategic risks, there are sixteen green (this represents an improvement of 3 since 2006/07) and four amber performance ratings illustrating the risk management programmes are achieving positive outcomes, with sustained improvement year on year. Key actions resourced and completed during 2007/08 are summarised in Appendix 3 (Table 1) along with the proposed programme of risk improvements for approval in 2008/09 (Table 2).
4		Fire Safety Strategy

4.1	Fire and Arson remains the highest risk identified in the strategic risk register with residential buildings, in particular the Older Persons Homes (OPH), as the highest risk category. Detailed surveys have been completed on all OPH and significant improvement programmes identified to include fire alarms and emergency lighting. Management of asbestos continues to be an important part of the enabling works to deliver fire precautions and significantly increases the cost of the programme.
4.2	For homes not part of the re-provisioning or ENHANCE, risk assessments have confirmed that the priority for investment should focus on providing modern fire alarms and emergency lighting. All the remaining OPH's benefit from modern fire alarms and emergency lighting.
4.3	Achievements in 2007/08 include installation of a sprinkler system in the library at Basingstoke. This addresses the outcome of Fire Deficiency Notices issued by Hampshire Fire and Rescue Service (HFRS) following formal inspection of County Council buildings. To date twenty four sites have sprinkler systems, the majority in Adult Services, each requiring weekly maintenance checks and servicing at an additional annual cost of approximately £100,000.
4.4	The next phase of improvement for fire safety will come from further upgrading of structural fire precautions in more of the OPH's to provide fire separation, emergency lighting, additional staircases and sprinklers. Presently, a programme for fire safety improvements is being considered with Adult Services to confirm the priorities, cost, funding and timescales of future investment in this sector. One notable scheme currently on site is the improvement project at Bishops Waltham House which includes a significant package of fire precautions including the installation of sprinklers.
4.5	Members may recall that a partnership was established with HFRS in October 2005. This is due for renewal in October 2008 and a report will be submitted to the Panel in October 2008 reviewing achievements and setting out the future aims of the partnership. Key achievements of the HFRS partnership include the corporate co-ordination of fire management arrangements with a joint auditing programme of County Council buildings to test local fire arrangements in residential buildings and schools.
5.	Condition of Building Fabric
5.1	The five year condition liability for the combined Education and Non-Education Estate remains high at £448m. A report elsewhere on the Panel's agenda describes the backlog of repairs and maintenance position in more detail.
5.2	Not withstanding the above backlog position, over £120m of New Deals for Schools (NDS) condition funding has been invested in school buildings since 2000. Because of the position regarding the Dedicated Schools Grant (DSG) a significant proportion (65%) of the Landlord's capital repairs funding has also been invested in school buildings. As a result it has been possible to re profile the strategic risk for the condition of schools from high to medium. This condition risk remains at high for the corporate (non-education) property portfolio, although the Panel will want to note that even this position is improving as a result of the major investment in the Ashburton Court Offices.
5.3	It can be seen from the backlog of repairs and maintenance report elsewhere on the agenda that the Landlord's `Revenue' maintenance funding is being used to manage the shortfall between capital investment and outstanding condition liability. The Revenue funding is used for day to day servicing and breakdown repairs and therefore is a key part of the strategy for managing risk associated with the of condition of buildings and engineering services.
6	Test & Invest Strategy (T & I)
6.1	To ensure that capital resources achieve maximum strategic impact, a T&I Strategy was developed to change annual test and inspection programmes from published standards to a Hampshire Standard providing safety of the estate whilst ensuring significant funding for investment.
6.2	Electrical T and I Programme
6.2.1	The industry standard is a 10% sample testing and inspection regime delivered over a five year programme. A new innovative approach by the County Council, known as the Test and Invest strategy provides 100% testing and inspection to all fixed electrical circuits and equipment across the built estate through a ten year programme.
6.2.2	By maintaining the same level of investment the County Council has allocated £50,000 of additional funding during 2007/08 to invest in new electrical installations and upgrading programmes. Examples of the capital programmes for 2008/09 (estimated at £100,000) include: · a re-lighting programme in schools to replace old fittings with new energy efficient units. · replacement of switch panels on capital projects that otherwise would have re-used existing switchgear. · addressing outstanding Medium priority works identified from previous inspections.
6.3	Asbestos Inspection Programme
6.3.1	To meet legal requirements, the County Council has committed to inspecting asbestos material on a periodic basis using specially trained contractors. Previously all materials were inspected annually to published industry guidance, however a risk based programme has been adopted to inspect high risk materials annually while 20% of the estate, where asbestos material are unlikely to be disturbed, are inspected on a biannual basis. This represents an biennial efficiency saving of approximately £25,000.
6.4	Structural Inspections and Asset Management Programmes
6.4.1	Permanent and temporary County Council owned and occupied buildings are inspected on a five year rolling programme as part of the management of the Strategic Risk `Failure due to Structural Collapse'. Inspections by specialist consultants cover structural elements of the buildings and were recently extended to include lighting grids, loft/roof spaces, ball walls in school playgrounds, boundary walls, free standing chimneys and boiler flues. The structural inspection programme has been in place for seven years and liabilities evidence has been gathered to justify a revised approach where in-house surveyors gather information on building condition (as part of the Asset Management Plan (AMP)) and carry out surveys to confirm building maintenance at the same time.
6.4.2	The new asset management strategy removes the duplication associated with the two former inspection regimes. Detailed evidence on condition of the buildings and their structural integrity has been used to categorise them as `Standard Buildings' and those of higher risk as `Specialist Buildings'. The savings realised by combining the inspection regime will be re-invested in work programmes to improve the condition of buildings.
6.4.3	The new asset management strategy will be implemented during 2008/09 requiring considerable management time to establish new inspections programmes and realise the efficiency saving. This will mean that some structural inspections will move from the five year inspection programme to seven year intervals in the case of lower risk buildings.
6.5	Safety valve test and inspection programme for pressurised systems
6.5.1	Pressurised plant and systems require safety valves to release in the event of failure. The County Council's appointed Competent Person (Zurich Risk Services) recommend all safety valves are replaced at twenty six month intervals to prevent build up of pressure in a heating or water system. The cost of this approach would be £300,000 a year. A system failure is a rare event and replacing safety valves every twenty six months means that most operational valves are replaced irrespective of their condition. Based on evidence across the estate 90% of valves were found to operate at their designated pressure. Accordingly a rolling five year programme of replacement, testing and analysis is being developed to represent better value for money, currently estimated at around £50,000 a year.
7	The Disability Discrimination Act (DDA) Access Audits and Improvements Strategy
7.1	DDA Access Audits & Improvements Strategy was presented to the Panel on 5 April 2005. Members are invited to note progress with the Strategy's implementation and the future programmes of inclusion across the Built Estate. Since December 1996, the DDA has required policies and working practice to positively promote opportunities for disabled people. This civil rights legislation has been extended several times beyond the original requirement to overcome physical barriers to a building or service. The County Council has taken a proactive approach to physical access, recognising the enormous social benefits accruing from a more accessible built environment - benefits not just for disabled people, but improving access universally.
7.2	In 2001, Property Services launched the Access Audits and Improvement Strategy using a phased approach the County Council at the forefront of inclusion through building design. Examples of award winning buildings include Pinewood Infant School, Winchester and Gosport Discovery Centre. Appendix 4 describes the phased approach whereby public buildings are considered as the highest priority, mainstream schools as phase 2 and the rest of the built estate as phase 3. Partnership working with disabled people representing Local Access Groups has enhanced the value of the strategy to identify, plan and implement access improvements across the Built estate. A cost- shared approach to funding access improvement has ensured delivery of 70% of priority access improvements to public buildings. Within the Strategic Risk Register for Property Services, physical access is currently ranked in 14th position of 20 risks, with a low risk rating and green performance assessment, showing what has been achieved through focused leadership, management action and limited annual funding of about £120,000.
8	Conclusions
8.1	Continuous progress is being achieved through focused management action and capital investment according to the rank order and published improvement agenda. Strategic risks are monitored biannually to quantify the level of risk retained by the organisation and provide information about resources required to control or eliminate each risk. The annual risk review provides clear evidence that risk management is being effective in all areas and leading to positive and sustained improvement in risk handling.
8.2	Improvements during 2007/08 have come from implementing the test and invest strategy, reducing frequency of testing and inspection programmes which in turn maximises capital resources to reduce risk by upgrading or replacing building components.

LINK(S) TO CORPORATE STRATEGY
	Yes	No
Hampshire safer and more secure for all	√
Maximising well-being		√
Enhancing our quality of place		√

Section 100 D - Local Government Act 1972 - background papers

The following documents disclose facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of this report.

NB the list excludes:

1 Published works

2 Documents which disclose exempt or confidential information as defined in the Act

None

BL&PP0708

Appendix 1

Property Services Strategic Risk Register 2007/08 Appendix 2

Summary of ten highest risks WITH controls in rank order also illustrating current performance using a traffic light colour coding

Level of risk	Risk Title	Risk description	Traffic light to illustrate performance
High	Fire including arson	Fire and arson remains the highest risk particularly in residential buildings such as older persons homes. Irrespective of the cause, malicious or otherwise, fires can present a significant business or community loss causing serious damage to buildings including schools, offices, public buildings and day centres. The estate is categorised into risk groups and subject to a comprehensive survey and joint inspection programme with Hampshire Fire and Rescue Service (HFRS). The Fire Safety Manual has been reviewed and reissued to comply with the Regulatory Reform (Fire Safety) Order 2005. A strategy for arson reduction is in place and appears to be reducing the risks in schools.	Amber
High	Condition of building fabric including vandalism - non educational	Since there are a broad range of non educational buildings in terms of age and construction, this risk associated with condition is defined as the state of repair of all components including fabric, plant and services and the risk of failure of components. Condition surveys are completed every five years and annual management partnership meetings are undertaken.	Amber
Medium	High level access for maintenance of plant or building components	This risk identifies the risk of personal injury or fatality by site staff or contractors required to access plant or parts of buildings e.g. lift rooms, ladders to water towers etc. Trespassers are also included in this risk assessment. The County Council has a database recording known hazards and these are communicated to term contractors and staff. Comprehensive risk assessments, method statements and inspections are completed for all areas. The aim is to eliminate high level access or to make the access arrangement safer.	Green
Medium	Asbestos disturbance	This risk covers the management of asbestos containing materials (ACM) within all County Council buildings through a comprehensive survey programme, database of identified materials and publication of an annual asbestos register for every site. Guidance, instruction and training has been developed and updated for property services staff, building users and monitored contractor performance. ACMs were used in construction until 1990 when legislation prevented use. This means that the majority of the County Council's buildings have asbestos material requiring comprehensive survey and planning before undertaking invasive work.	Green
Medium	Condition of building fabric including vandalism - education.	The risk associated with condition of education buildings describes the state of repair of all components including fabric, plant and services and the risk of failure of components. A Condition survey programme is in place, a helpdesk to provide reactive response, revised security contracts and annual management partnership meetings. Capital Repairs and NDS funding has benefited schools over the past 5 years increasing the quality of the buildings and reducing liability compared to non-education stock identified as a separate risk in this register.	Green
Medium	Electrical services failure	This risk covers any fixed electrical installation and equipment in all County Council premises and sites. Term contracts are in place for day to day maintenance and a five yearly or less inspection and testing regime completed by specialist contractors with high risk properties requiring more frequent inspections. An in-house database and management system record T&I inspections and are updated regularly with quarterly reports discussed at Engineering meetings.	Green
Medium	Swimming pool plant failure	This risk covers hazards associated with swimming pools including management systems and the condition of the plant, equipment etc. Many facilities are approaching 30 years old. A management review programme is being completed during the 2007-2012 SLA to review risk management and operating arrangements for pools while regular water testing is provided by Hampshire Scientific Services (HSS) to maintain water quality. Reactive maintenance arrangements are in place with term contractors where inspections and improvement are identified. Significant investment programmes are required to update pools to modern standards or alternatively demolish the pools where this is appropriate.	Green
Medium	Detection of Legionella	This risk covers the growth of Legionella bacteria with the potential to cause ill health and infection. All high and medium risk sites hold a legionella log book, checked by HSS and term contractors. Regular maintenance is developed through term contracts. The management system relies on a corporate policy, published guidance, water testing and training events for site managers.	Green
Medium	Mechanical engineering service failures	This risk covers mechanical engineering plant such as gas appliances, pressurised systems and ventilation systems associated with building services. Mechanical engineering plant is usually located within dedicated plant rooms or kitchens and have the potential for fire or explosion associated with failures. This risk also includes bottled gases, school teaching equipment, welding equipment and expansion vessels. Regular servicing via term contractors and inspection and testing are completed and recorded within a database which also records replacement of safety valves etc. The County Council has a written scheme of examination delivered by competent staff and this is monitored through quarterly meetings and monitoring of risk assessments.	Green
Medium	Failure to manage contractors and supply chain.	This risk covers poor contractor performance which could give rise to an incident or accident where the County Council is the client or client agent. The register of contractors identifies 120 general builders and 200 specialist traders approved to carry out projects. Robust selection and appointment procedures are in place with annual checks of insurance. Contractors are monitored every month and suspended for poor performance evidenced through site safety checks.	Green

Appendix 3

Property Services Strategic Risk Programmes 2007/08 and 2008/09

Table 1: Summary of ten highest risks confirming achievements during 2007/08

Strategic risk	Achievements or key actions completed in 2007/08
Fire including arson	· Fire Precaution Improvement Programme. · An Arson Reduction Strategy has been implemented to include arson reduction visits and actions to target vulnerable areas eg improvements to twenty secure waste stores. · Corporate launch of the revised Fire safety manual (compliant with the Fire Reform Order 2005) and associated training events for fire co-ordinators. · Risk profiling of all Schools is complete.
Condition of building fabric including vandalism - non educational	· A number of procurement efficiencies introduced to ensure best value is made for the available resources. · Landlord's planned capital programmes together with regular servicing regimes and revenue expenditure.
High level access for maintenance of plant or building components	· Database to record known hazards and communicated to term Contractors, staff etc. · Identified responsible persons in Property Services for each hazard and building.
Asbestos disturbance	· Implementation of risk based asbestos inspection programmes providing cashable efficiency savings of £25,000 in 2007/08. · Survey of boiler rooms to prevent exposure of asbestos by term contractors with management of remediation work where asbestos is in poor condition. Effective planning of survey programme considering current data and geographical areas has provided £30,000 saving based on original estimates. · Information, instruction and training of Property Services staff and Primary and Secondary Head teacher representatives.
Condition of building fabric including vandalism - education.	· Landlord's Condition Programmes concentrated on re-roofing & cladding which reduces the amount of recurring maintenance & improves thermal efficiency. · A number of procurement efficiencies have progressed which will assist in obtaining best value for the resources we have available for managing this risk. · Research in to failures of SCOLA windows to find suitable approaches to repair to prevent further failures. A reactive repair programme will be implemented during 2008/09 to reduce the risk in the education sector.
Electrical services failure	· Ten-yearly or less inspection & testing of fixed installations by specialist contractors. High risk properties inspected & tested more frequently i.e. gypsy sites & rooms with public entertainment licence. New T & I programme implemented Autumn 2007. · In-house database/management system recording inspections, remedial works and completion of work.
Swimming pool plant failure	· H & S Management Review Programme as part of the Property Services SLA 2007 - 2012. · Testing and inspection of electrical installations by specialist contractors.
Detection of Legionella	· For properties in the low risk category, web based assessment pro forma and web based legionella log book published. · Replacement of the wet cooling towers in Three Minsters House and Winchester Law Courts (The programme for Three Minsters House is deferred pending the outcomes of the Strategic Property Review) The project at the Law Court is now complete.
Mechanical engineering service failures	· Regular inspection, testing and servicing via term contracts by approved contractors. · AMP survey every 5 years for built estate to monitor condition and backlog liability/risk. · Remedial work value £50,000 to oil tanks to prevent contamination of ground and water courses. · Scalding Risk assessment from domestic hot water systems following national safety alert.
Failure to manage contractors and supply chain	· Approved list of competent contractors who satisfy basic health and safety, financial competence and insurance requirements. HSE enforcement monitored. · Monitoring on site of contractor performance by Project Officer and Clerks of Works and customers, proactive & reactive monitoring. Monthly site safety checks carried out, complemented by audits on longer projects or following unsatisfactory site safety check. · Successful Contractor Forum held to identify improvements in performance for the County Council and to share best practice between contractors.

Table 2: Summary of planned actions for implementation in 2008/09

Strategic risk	Key actions proposed for 2008/9
Fire including arson	· Hampshire County Council Fire Safety Manual Revision to comply with Regulatory Review Order. Updated guidance is issued to all responsible persons on a revised intranet based document with published corporate timetable. · New strategy for landlord repair instructions and the issue actions from audits with follow up communications.
· Condition of building fabric including vandalism - non educational	· Development work is required on the combined external decoration, structural inspection and AMP condition survey programme as reported previously to senior managers. · Tenders require preparation for the reactive maintenance frameworks
· High level access for maintenance of plant or building components	· Deliver annual programme of remedial work to eliminate the highest risks identified from database and confirmed by Engineers. · Establish arrangement to record location to ensure maintenance during handover and designers/ project managers update information about location of equipment in need of annual inspection on the database.
· Asbestos disturbance	· Revise incident reporting arrangements to ensure that any uncontrolled asbestos disturbance is reported to Property Services Senior managers to agree remedial actions and prevention strategies. · Investigate term contractors arrangements with competent service providers to facilitate removal & repair of asbestos. · Develop a live electronic asbestos register to provide improve access to information by term contractors and building firms.
· Condition of building fabric including vandalism - education.	· Development work is required on the combined external decoration, structural inspection and AMP condition survey programme as reported previously to HSEG. · Deliver a programme to secure windows to SCOLA Mark II buildings to prevent windows failing and injuring people below. · Develop a strategy to engage schools in investing devolved capital funding in building and other condition items
· Electrical services failure	· Relocation of computer suite with improved backup arrangements to prevent loss of IT2000. · Harmonise T & I arrangements for farms and bring under the contract as for rest of estate. · Deliver the T & I Programme for the Built estate and use the funding to invest in new electrical installation and upgrading programmes eg re-lighting in schools, replacement switch panels, investigate code 2 faults.
· Swimming pool plant failure	· Introduce log books for each pool to provide active recording of all maintenance activities. · Identify the process and responsibilities following unsatisfactory water quality reading by HSS .
· Detection of Legionella	· Assess, with Adult Services, all non residential care accommodation, e.g. Day Centres to establish a high, medium and low risk register for this group of properties. · Roll out of on-line assessment to County Council Departments.
· Mechanical engineering service failure	· Survey and testing of fire dampers to residential properties · Replacement of safety valves more than 26 months since last inspection · Provide schematics and written schemes for permanent gas systems and LPG system
· Failure to manage contractors & supply chain.	· Review procurement arrangements with SME Contractors. · Improve working arrangements with Contractors

Appendix 4

Access Audits and Improvement Strategy

1	Phase 1 - Access Audits & Improvements Strategy - Public Buildings
1.1	In response to DDA legislation, a phased approach was taken to implement `reasonable adjustments' across the diverse built estate. Phase One included over 150 public buildings including libraries, museums, Country Parks, adult services area offices and the Castle Complex buildings. A third of audits were completed in partnership with disabled people representing local Access Groups bringing a rich dialogue and understanding of barriers for disabled people which has become a constructive, trusting and facilitative working relationship.
2.2	At 2007/08 year end, approximately 70% of all priority access improvements identified in access audits have been completed in line with available resources. With current funding (approximately £140,000 cost shared funding in 2008/09), the remaining planned accessibility improvements are estimated to take a further 2-3 years. Alongside planned improvement programmes, the Access team are considering a Review Programme for the 150 buildings delivering front-line services to the public of Hampshire.
2	Phase 2 - Improving access to mainstream schools
2.1	The approach to improving access to Hampshire Community Schools is threefold: 1. planned access improvement projects to school buildings via Schools Access Initiative (SAI) funding 2. property Service's advisory service delivered through the Service Level Agreement helps schools to plan strategically for access and inclusion 3. ensuring all refurbishment work to schools includes an element of access improvements as far as reasonably practicable
2.2	The County Council receives an annual SAI grant allocation from Central Government to improve access for disabled pupils in mainstream schools. In 2007/8, a Capital Programme of £2.1m was delivered across approximately 30 primary and 15 secondary schools. Projects varied in complexity and scale from the major refurbishment of Amery Hill School (to provide a strategically placed accessible secondary school in the Alton area) to ramped classroom exits at a primary school to assist a specific pupil with a mobility impairment. SAI funding is allocated according to the LEA's Accessibility Strategy which sets long-term objectives to consider the geographical location of accessible schools in Hampshire. Improving access to school buildings through other funding routes ( eg Building Schools for the Future) is being considered for the next five years.
3	Phase 3 - part-public buildings
3.1	This concluding phase of the DDA Access Audits & Improvements Strategy covers a range of buildings where limited access is available to the public, for example older person's homes, Children's homes, Highways offices or office accommodation. The Access Team will work with the Hampshire Workstyle Programme team to ensure that the rationalisation of office accommodation integrates inclusion and accessibility in detailed planning and design. A practical example being Ashburton Court East which has significantly improved accessibility.
4	Best Value Indicator 156 (BVI 156 - % accessibility of public buildings
4.1	Over the last ten years or so the County Council has been required by the Audit Commission to publish the percentage of public buildings which are accessible to disabled people. Originally part of the Comprehensive Performance Assessment (CPA), this Performance Indicator was withdrawn in 2007. To maintain the excellent performance in the top quartile (in fact achieving top performing local authority one year), a suitable and meaningful local Performance Indicator is being developed to ensure continued benchmarking with other authorities. The final out turn figure for April 2008 was 82%, meeting the 2007/08 target.