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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

Ingredients of effective asset management in public bodies

David Bentley

Head of Asset Management

CIPFA Property

ingredients of effective asset management in public bodies1
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.


Property Networks and Advisory Services

Jane Lowrie

Advisor - Property Services

: 01508 494025

: 07827 242346


David Bentley

Head of Asset Management

: 01332 559780

: 07710 368711


Chris Brain

Senior Advisor

: 01275 878378

: 07919 018753


Denise Edwards

Business Support Manager

: 01244 394600


Kirsty Sanderson

Senior Business Support Officer

: 01244 399699


Susan Robinson

Advisor - Property Services

: 01207 529576

: 07825 247600


the high level

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
down on the ground
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
the knowledge

Comprehensive information and accurate data on the asset base including:-

    • Cost
    • Condition
    • Maintenance Need
    • Size
    • Use
    • Value
    • Fitness for purpose
The Knowledge
walking the walk
Walking the walk
  • Management of performance
  • Benchmarking
  • Challenging
  • Making Decisions


“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



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?

making property work harder
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

Delivery of efficiencies?

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

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

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

Business Case

  • Short term efficiencies?
  • Invest to save payback period
  • Service delivery/ways of working
workplace performance

EFFICIENCY - making the most of the space

Workplace Performance


EFFECTIVENESS - making the most out of people


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


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:


speed of response

brand support


messages to management/ politicians:

Leanness/operational impression


But is there another E?

Environment – impact on communities and places

what is area based asset management
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

data presentation
Attention grabbing

Opportunity spotter

Spatial relationship between assets, transport and users

Focal point for partnership discussions

Mix with customer insight

Data Presentation

How high can you go?

partnership models
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.
customer insight
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.

Place Based Reviews – The spark?

  • Quick wins
  • Local Project
  • Area based approaches
  • Building type
do the pathfinders show the way
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