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Ingredients of effective asset management in public bodies

Ingredients of effective asset management in public bodies. David Bentley Head of Asset Management CIPFA Property. Ingredients of effective asset management in public bodies.

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Ingredients of effective asset management in public bodies

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  1. Ingredients of effective asset management in public bodies David Bentley Head of Asset Management CIPFA Property

  2. Ingredients of effective asset management in public bodies With asset management moving towards the top of the public sector agenda in Northern Ireland, having a clear strategy and asset management plan is essential for public bodies to make the best use of their physical resources. The session will analyse the key features of effective asset management in public bodies.

  3. Property Networks and Advisory Services Jane Lowrie Advisor - Property Services : 01508 494025 : 07827 242346 : jane.lowrie@cipfa.org David Bentley Head of Asset Management : 01332 559780 : 07710 368711 : david.bentley@cipfa.org Chris Brain Senior Advisor : 01275 878378 : 07919 018753 : chris.brain@cipfa.org Denise Edwards Business Support Manager : 01244 394600 : denise.edwards@cipfa.org Kirsty Sanderson Senior Business Support Officer : 01244 399699 : kirsty.sanderson@cipfa.org Susan Robinson Advisor - Property Services : 01207 529576 : 07825 247600 : susan.robinson@cipfa.org

  4. What is a building?

  5. Understanding aims and objectives & potential overall accommodation implications • Identifying other issues that require a corporate response • Developing into a property strategy • Engaging key members/senior officers The High Level

  6. Down on the ground • What is the current service/asset position? • Where are services going in the next 1, 3, 5 years, including how service provision may change? • Develop Service property strategies based on a corporate structure • Engage Services and get everyone around the table

  7. Comprehensive information and accurate data on the asset base including:- • Cost • Condition • Maintenance Need • Size • Use • Value • Fitness for purpose The Knowledge

  8. Walking the walk • Management of performance • Benchmarking • Challenging • Making Decisions

  9. ‘Planning’ “Planning is an unnatural process, it is much more fun to do something else. The nicest thing about not planning is that failure comes as a complete surprise rather than being preceded by a period of worry and depression. Failure to plan is planning to fail.” Sir John Harvey Jones

  10. Management/Executive/ Member group Property Champion Corporate Property Group Corporate Property Officer Actively involved on Corporate Property Group Strategic Property Function Develop Service Plans with Strategic Property Function Service Department Property Representatives The Key Fundamentals?

  11. Making Property Work Harder? • Focus on how property can support the delivery of efficiencies in the current financial climate. • Office strategies and rationalization of the office estate • Area based asset management approaches

  12. Delivery of efficiencies? • Run cheaper • Support Service Better • Sweating your asset • Get rid of – individual • Rationalise • A bit of a moan about maintenance

  13. Office strategies, and rationalization of the office estate • Realising the potential • The scale of the opportunity and the business case • Some lessons learnt so far

  14. Scale of the opportunity? • Reduction in gross floor area ≈20-39% • Reduction in office running costs ≈ 20–30% • Increased space utilisation • Target gross floor area per person ≈ 8/6/4m2 • Reduced storage footprint ≈ 50% • Reduced maintenance backlog liability • Reduction in desktop PC’s and terminals • But – depends on organisation

  15. Business Case • Short term efficiencies? • Invest to save payback period • Service delivery/ways of working

  16. EFFICIENCY - making the most of the space Workplace Performance EASIEST TO MEASURE EFFECTIVENESS - making the most out of people MORE VALUABLE TO MEASURE EXPRESSION - making the most of the brand density of occupation • sqm per person • % of shared workstations cost of occupation • £ per person cost of change • churn rate per year • average cost churn per workstation MOST VALUABLE TO MEASURE attracting/ retaining staff • user priorities • user satisfaction supporting interaction • observations of interaction • use of meeting spaces accommodating change • range of settings messages to staff: perceptions of who is valued contradictions/ confusions/ misunderstandings messages to customers: accessibility speed of response brand support consistency messages to management/ politicians: Leanness/operational impression

  17. But is there another E? Environment – impact on communities and places

  18. Area based asset management approaches

  19. What is area based asset management? Public service providers (including Third Sector) collaborating on strategic estate management across an area Customer-centric and place-based approach to asset management and capital investment across an area

  20. Attention grabbing Opportunity spotter Spatial relationship between assets, transport and users Focal point for partnership discussions Mix with customer insight Data Presentation

  21. Governance How high can you go?

  22. Partnership Models? • Informal arrangement - sharing ideas with minimal risk and no transfer of money or assets. • A partnership comprising a collaborative arrangement founded upon a joint strategic asset management plan containing a common goal. • A formal Joint Board with delegated authority to make decisions on the collective property portfolio. It may also set some constraints on what the partners can do with their assets without consulting the Board. • A legally constituted joint venture company comprising public sector partners only. • An asset-backed vehicle joint venture comprising private and/or third sector and public sector partners with the private sector providing upfront funding and capacity to kick-start a programme of asset rationalisation.

  23. Customer insight • Customer insight is fundamental to the ‘one public estate’ model of managing public assets; • To align the collective supply of public buildings to: • customer demand; and • how users choose to access public services; • now and in the future. • To do the gap analysis between what is needed and what is provided. • To connect technical decisions about the physical characteristics of assets to community priorities.

  24. Place Based Reviews – The spark? • Quick wins • Local Project • Area based approaches • Building type

  25. Do the pathfinders show the way? • Local solutions for local situations • All different but a lot of the issues the same • Whole organisations approach! • Needs culture and compromise

  26. Mapping Assets+

  27. http://www.cipfaproperty.net/oneestate/

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