Just as our lofts and garages at home fill up with all sorts of weird and wonderful things over the course of life, so, too, do councils' asset portfolios. And, like at home, now and again we need to de-clutter to ensure we own and resource only those things that are key to our core business. A few months ago in Teignbridge, we metaphorically put the weekend aside, braced ourselves, and took a trip to our loft to take stock. We emerged with a first list of 28 assets which were surplus to current and future requirements. And we launched an asset-disposal programme which, to date, has been earning us kudos and much-needed cash. As with any sale of assets, timing is crucial and the key is to choose the right things to part with at the right time. We were very clear from the outset that the assets were not the family silver, and that Teignbridge was investing in the future to enable innovation rather than preservation in aspic. Among the inclusions on the list were pieces of industrial land, small electricity sub-stations and a telecommunications site. These were joined by a few more public-facing assets, such as a public convenience, a beautiful, 123-acre coastal strip, a museum building, a historic ferry, beach hut sites and a grade two-listed orangery. On the surface, some of these disposals had the potential to prove controversial. However, early feedback has been resoundingly positive. By taking a proactive, consultative approach with existing leaseholders, towns and parishes, and ward councillors, and by briefing the media, we have established the reasons for the disposals and strategy for future investment. We're also able to take account of feedback and control future use of sites where appropriate . For example, disposal of 123 acres of prime red-cliff coastline, taking in fields, woods and paths, required us to be on our guard against the risk of inappropriate development, and public fears and perceptions of this risk. So, rather than looking just for the highest bid, Teignbridge actively encouraged conservation organisations to express interest, and also secured a covenant on the land to protect it. Elsewhere, favourable media reports have also greeted sales of industrial land. In December 2007, we secured more than £700,000 for three sites on a local industrial estate, another welcome boost to the budget in the face of a challenging economic and political climate. With the chronically-under-funded concessionary bus fares scheme leaving a £1.5M hole in our budget last year alone, every sale counts towards achieving our ambitions and reducing our expenses, such as maintenance of assets past their ‘sell by' date. Handled professionally and supported with clear messages, effective asset management can improve reputation and customer satisfaction, and create win-win outcomes. n Nicola Bulbeck is chief executive at Teignbridge DC
