Here:

http://new.eastdevon.gov.uk/news/2014/12/combined-honiton-and-exmouth-sites-to-be-considered/

and the “Notes to Editors” which accompany it are truly hilarious (below)!

But on the serious side: is this really a press release or is it a party political spin sheet- something Eric Pickles says should attract sanctions from his office?

And notice that the Skypark relocation is described as moving to Skypark as it was “considered the best location for an ambitious and prestigious new office” … austerity, what austerity?

The ‘Notes to Editors’ are a sign of true desperation! Here are the notes@

Is this a u-turn?

No. The council has been clear that SkyPark was the preferred option but that a move to this location would be subject to affordability. We now know that this option is not financially viable.  (It’s taken £705,000 PLUS officer time plus 4 years to find this out)

How much has been spent so far on the relocation project and how can you justify this?

The overall project development cost of £705,000 to the end of 2014/15 represents an annual requirement project cost of approximately £200,000. Half of that cost is the project management staffing and the other half is taken up with survey, valuation, legal, marketing and other costs. There is also a significant and prudent element of contingency as one would expect in the management of a project of this scale and importance.  (No officer time charged, includes high charge for specialist Relocation Officer, does not include the legal costs of keeping information secret)

A project of this scale is going to incur significant costs. Relocating necessitates getting expert consultancy on board to help us through this process.  (But the “expert relocation consultant didn’t appear to spot higher costs, EU regulations, poor valuations of existing property, etc nor does there seem to have been a stress test of areas that might be subject to weakness such as the supermarket offer)

Why move at a time of austerity?

That is one of the main reasons that we want to relocate. Like other councils we need to maximise the use and value of our assets so as to continue to deliver high quality services efficiently and be ready for the future.  (But costs have already spiralled from “around £4 m” to “around £10 m” – with no real idea of what the final cost may be)

At present we are struggling to maintain an oversized, inefficient and low value headquarters on a site that has significant capital value as well as continued amenity value. Capital receipts from Knowle will be invested in the new headquarters.  (The “oversized” HQ has no obvious structural problems and has a modern 1980s constructed wing which could be refurbished at minimal inconvenience)

Against a background of continuing austerity and national funding cuts, the council approved a budget for 2014/15 and was able to freeze its council tax bills for the fourth consecutive year – and kept at the same level for the fifth year. As well as the freeze on council tax, the council’s budget involved no cuts to services East Devon residents value the most. This has been achieved through prudent financial management.  (Council tax has been frozen by selling off assets, increasing prices of some council services, stopping or reducing others and passing costs on to parish and town councils which will have to increase their precepts)

If the council is to continue to provide cost effective and high quality services, it needs to find new ways of creating efficiencies and generating income. Like other councils, this involves squeezing as much value as possible from assets. Remaining at Knowle keeps us tied to old and inefficient buildings, expensive to maintain or improve and fails to make best use of this valuable council owned asset.  (Many other councils have accepted that at this time tired and neglected buildings will have to remain in use and that refurbishing them has a lower carbon footprint that constructing a new building.
Why move when local government could be shaped differently in the future?

This and future governments will continue to expect local government to enter into new ways of working including cross-border partnerships and shared space. Accessible, fit for purpose offices designed around the way we work will help the council to succeed.  (EDDC has only just agreed a tri-partite agreement to share costs, etc with Exeter and Teignbridge.  It has no idea how this partnership will evolve or how it will affect staffing levels. Only 250 of the current 500 staff are covered by Honiton (170) and Exmouth (70))

An HQ at Honiton and a significant Exmouth satellite operation offer both a physical presence for the council in key locations and an asset base that can be adapted to respond to future change in the way local government is structured and carries out its business. (The council has no idea how much the town hall will cost to refurbish as DCC has only just moved out.  Exmouth is as poor a location as Skypark for some EDDC residents to reach and the cost of “satellite” offices cannot be known until it is known where those offices will be and which staff will be using them).

Why is SkyPark no longer an option?

SkyPark was considered the best location for an ambitious and prestigious new office but due to the market response this option can no longer be pursued and this preference was always contingent on finances. The council had always said that capital receipts from the sale of parts of Knowle, Manstone and the council’s site at Heathpark would be invested in the new headquarters so that it keeps its commitment not to place any extra burden on council tax payers. However, a reduced offer for Heathpark means that this is no longer a viable option.  (There is no mention here of being in breach of EU regulations, as mentioned in Cabinet papers – what exactly did this mean?  If Knowle is worth less than anticipated, receipts from Honiton are lower than anticipated and none of the Knowle developers wanted Manstone depot, how could comparative costs have been correct in the first place?)

Why haven’t you revealed any financial costs associated with the move?

This is due to the commercial sensitivity of costs associated with relocation. We will be negotiating with contractors and developers. Revealing our figures would disadvantage us. Officers and councillors are confidentially made aware of the sums involved.  (The first bit of good news.  Now that Skypark is off the agenda there is no commercial sensitivity and all documentation on that aspect of relocation can now be put into the public domain!)

Why do you need to leave Knowle?

Remaining at Knowle keeps us tied to old and inefficient buildings and fails to make best use of this valuable council owned asset. At present, the council is struggling to maintain an oversized, inefficient and low-value headquarters on a site that has significant capital value.  (EDDC has apparently not maintained Knowle since they made the decision to relocate in 2011 – this lack of routine maintenance may have led to its current problems.

Essential repair works to existing buildings would cost £1.5 million and there is no funding available to cover this cost. Refurbishment of all existing buildings would cost up to £15.9m – and again there is no funding for this – we would need to borrow £15.9m. We have already made the decision to leave Knowle and use the capital receipt to fund a new HQ. Knowle has high annual energy costs of £83,900 per year compared to a predicted energy cost for Honiton/Exmouth combined of £33,700 per year. This  (We have absolutely no way of checking these figures – they are kept secret and EDDC has refused to allow an independent surveyor to visit the building to make an independent report for electors. Please also see related question from Chair of SOS to Richard Cohen http://saveoursidmouth.com/2014/12/05/costs-of-running-knowle-compared-with-those-of-running-honiton-and-exmouth/

Given the squeeze on public expenditure – which is set to continue at least until 2020– we need to make year on year savings to release money for frontline services and as such have explored opportunities for savings from all assets including our property portfolio.  (Again, given current austerity, cherry-picking of EDDC’s most valuable assets is not a sensible way of proceeding.  What if Honiton fails the test?  What if Knowle is not given planning permission?)

What will happen to Knowle and surrounding park land?

Existing parkland will be retained for public use. We would like to hand it over to Sidmouth Town Council’s ownership. (But a prime part of the existing historic parkland, giving the site its unique character, will be lost to the planned development. No “golden hello” is mentioned,so Sidmouth will have to increase its precept to pay for it from Day 1 of ownership)

How will residents be able to access the council?

In the same way they do now. Residents access services through a number of channels – whether that is face-to-face, over the telephone or via the council’s website. The council aims to expand its digital services and has an ongoing project to improve existing online transactions and develop a further online service for customers who would like to do their business online.  (Many of East Devon’s residents are elderly and not part of the internet generation; some have disabilities that preclude telephone use or digital services.  Services will almost certainly not be available at weekends or evenings (as now) when working people need such access)

Two sites covering East Devon’s largest towns provide an ideal opportunity for the council to respond to the demand for various services and offer a front door for residents. It is clear there is a need to increase service provision for housing benefits, Council Tax, housing and debt advice in both Exmouth and Honiton.  (Two sites means two sets of expenses for heating, lighting, communications, etc and travel expenses between the two sites.  There will be a three-tier office system:  senior officers and councillors in Honiton, junior officers in Exmouth, blue collar workers at Manstone Depot with all the expenses that includes.)

The council will provide surgeries in other towns as they already do for example in Cranbrook, Seaton, Axminster and would experiment with frequency and range of services depending on demand.  (EDDC has not said where surgeries will be, when and how people will access them, they have not been costed in, they will need to rent premises in some towns or perhaps evict tenants of EDDC buildings in other towns.  And what about rural villages that need services?)

If Honiton and Exmouth Town Hall become the new council offices, when would the council relocate?

It looks likely to be in 2017.  (If the political make-up of the next council has a Conservative majority – everything is back to basics if  not)

Why haven’t residents been consulted?

We don’t have a duty to consult on operational matters but we do have a duty to provide best value for our residents. As a general rule (set out in Local Government Act 1972) a council can dispose of land in any manner they wish, subject to getting the best consideration that can be obtained. We have a best value duty towards our community. Our duty is to make arrangements to secure continuous improvement in the way council functions are exercised, having regard a combination of economy, efficiency and effectiveness.
However, we have kept residents and stakeholders informed of decisions we have taken.  (Well, this speaks for itself – we don’t count and we don’t matter.  They have no idea what “best value” is, having said first that it was one site at Skypark and now three sites at Exmouth, Honiton, and Sidmouth )

As a planning authority, we do have a duty to consult on planning applications.  (They can’t get out of that one – it is a legal requirement.  Recall the first Knowle planning application when residents queried costs and statistics and there had to be several consultations one after the other)

Why has it taken so long?

Relocation was first mooted in 2008 when the then council leader, Sara Randall Johnson asked one of the directors to start looking at options for moving. It wasn’t until 2011 when cabinet called for a project team to investigate an office move from Knowle to purpose built offices.  (Interesting:  we never knew about the 2008 suggestion and project teams )
A project of this scale is going to take time and we’ve encountered significant challenges.  (Such as not getting costs right, not stress-testing plans, not knowing you were breaking EU rules …)

Who is on the Office Accommodation Project Executive Group?

This includes Councillor Paul Diviani (leader), Councillor Andrew Moulding (deputy leader), Councillor Ray Bloxham (corporate business), Councillor David Cox (finance), a small number of senior officers and a project manager.  (How small a number of senior officers – which project manager – how much officer time has this taken/will it take)

What are the next steps and what could we expect to see on Knowle?

In response to marketing of Knowle and Manstone, a mix of proposals were received, which contained variations on residential, retirement and/or care and extra care communities whilst retaining the public park. All proposals were based on the removal of existing buildings at Knowle (whilst keeping or re-provisioning the bat roost). A range of matters still need to be explored before selecting a preferred bidder but once selected, it will be for the developer to enter into discussions with the planning authority to explore proposals.  (All proposals will now be predicated on the potential buyers knowing they have EDDC in a cleft stick – watch offer prices go down and S106’s – if there were to have been any – may disappear in a puff of smoke)

Recommendations from cabinet will be considered by full council on 17 December.  (No they won’t – most councillors have never seen the secret documents and never will, so Cabinet recommendations are flawed to begin with and should not be voted on.  A proper Overview and Scrutiny Committee and/or Audit and Governance Committee would be insisting that they deal with the matter first.)

A decision to sell Knowle will be brought to a future cabinet following further negotiation.  (Er, how can you decide to sell the Knowle when you have already marketed it and received offers!)