Transcript Do’s & dont’s

CIPFA Property
Developing & operating a
corporate landlord model
How corporate can you go?
Common issues
 Property ‘owned’ by individual areas
 Asset plans not aligned to business planning/not
delivering corporate objectives / service outcomes
 Capital investment not prioritised
 Total backlog maintenance position unknown (WLC)
 Statutory obligations / legislative testing programmes
unknown
 Data inconsistent/held all over the place
 Cost of occupation unknown
 Space standards/utilisation inconsistent
 Space utilisation unknown
 Procurement of property services not consistent/
delivering vfm
Definition of a Corporate Landlord
Design &
construction
Estates
management
Repairs &
maintenance
Facilities
Management
Statutory
compliance
Strategic asset
management
Definition of a Corporate Landlord
 The graphic equiliser:
Corporate Landlord
Decentralised Approach
Design &
construction
Estates
management
Repairs &
maintenance
Facilities
Management
Statutory
compliance
Strategic asset
management
Definition of a Corporate Landlord
 The balance:
Corporate Landlord
Decentralised Approach
Design &
construction
Estates
management
Repairs &
maintenance
Facilities
Management
Statutory
compliance
Strategic asset
management
Definition of a Corporate Landlord
 The balance:
Corporate Landlord
Ouch!
Decentralised Approach
So let’s look at the components
1. Strategic functions
A. Strategic asset strategy & asset planning
 Engages with corporate centre and services
 Has clear understanding of current estate & reasons for
ownership/use
 Strategy will provide overarching framework & must be
effectively communicated
 Fundamental roll in working with other public bodies on
assets
 Uses data and intelligence about
portfolio and performance of assets to
produce corporate AMP
 Corporate Landlord responsible for
delivery of both Strategy and AMP
1. Strategic functions
www.cipfa.org/property
B. Robust corporate strategic role / group
Management/Executive/
Member group
Property
Champion
Corporate Property Group
Corporate
Property
Officer
Actively involved on
Corporate Property
Group
Service Department
Property
Representatives
Develop Service
Plans with
Strategic
Property Function
Strategic
Property Function
1. Strategic functions
C. Strategic budgeting / determining property budget requirements
 Capital Prioritisation based on robust methodology prioritising
corporate aims and objectives through to service aims and
objectives -http://archive.cipfaproperty.net/subscribersarea/
default_view_lib.asp?library=258&category=2018
 Maintenance budgets allocated on:
 Understanding of the whole picture
 Linked to prioritisation of need
 Linked to future asset use through AMP
 Central control/monitoring of budgets
 Inc. rental income
1. Strategic functions
D. Property Standards
 Responsibility for setting various standards in relation to
property including:
 workspace and utilisation standards, condition, procedural
standards, signage, access etc.
 Would include engagement with other initiatives such as
flexible working practices, service transformation and
rationalisation projects.
 Responsibility for ensuring
accommodation is used
efficiently, in accordance with
corporate standards and
monitoring space utilisation
within buildings.
1. Strategic functions
E. Data Management
 Responsibility for setting data standards, setting programme
for and managing collection including updating as necessary
 Ensuring data is current, correct, complete and consistent
 Management of systems
 Performance reporting
 Use in option appraisal
 Controlling who can access it
 Making info available as appropriate to:
 public,
 partners,
 third sector etc.
1. Strategic functions
F. Asset Challenge/Projects
 Things don’t just happen – react or initiate
 Lead on asset challenge and review.
 Develop a programme to review/ challenge asset use based
on:
 Corporate initiatives, area based, service, data, etc.
 Disposal receipts?
 Built into AMP
2. Statutory Compliance
A. Specifying corporate compliance requirements

Provides expertise about statutory and other responsibilities
in respect of use & occupation of property assets.

Includes working with corporate health and safety leads and
keeping abreast of appropriate developments to ensure the
organisation is fully aware of what it must to do to ensure its
buildings are safe for use at all times.
•
Develop a composite programme of
works to ensure all statutory
requirements are met across the
portfolio
•
Centralised coordination of
documentation, certification and
records
•
Centralised training & records
3. Facilities Management
A. Determining & specifying FM services
 Determine required FM services through engagement
with each service manager to reflect the specific
requirements of each establishment/area but at the
same time as far as possible, these would be
consistent across types of assets and service
operations.
B. Procuring FM activities (or at least knowledge of it!)
C. Prioritisation & management of FM budget
D. Managing delivery of FM activities

Including managing use of all meeting rooms, and
would provide logistical support to ensure user
requirements are met and space is used most
effectively.
E. Managing performance of FM services
4. Repairs and Maintenance
A. Developing corporate maintenance strategy and specifying
corporate maintenance standards
 Ensuring that all land and buildings are maintained to a
safe, healthy and operational standard
 Responsible for recording
and collating the composite
condition data and analysing
 Producing maintenance
strategy based on corporate
approach including
engagement with each
service area to reflect
service plans
4. Repairs and Maintenance
B.
Prioritisation & management of R&M budgets
 Based on condition surveys
 Set against corporate priorities/AMP
 Spend info and condition change managed centrally
 Greater understanding of impact of spend
5. Estates Management
 Responsible for all property transactions, negotiating all
occupational agreements to ensure consistency, quality and
vfm
 Negotiating and managing all rent reviews for both leased in
and leased out interests
 Negotiating and managing service charges for all assets
 Landlord consents, income, debt management
 Eliminate property dabblers
 Coordinate Sales and Acquisitions
6. Design and Construction
 Allows for full coordination and understanding
 Helps to improve chances for cross service solutions
 Ensures consistent business case/option appraisal approaches
 Helps to link design with impacts for future
So, can we help you?
CIPFA are offering ‘free’ Asset Management visits over the next
few months on a first come, first served basis.
They will entail:
• A presentation of setting up a robust approach to asset
management (including corporate landlord)
• An opportunity to discuss your particular issues and answer
questions based on our knowledge from around the public
estate
• An overview of CIPFA’s services in relation to property and
asset management.
• If you are interested just complete one of the forms or contact
Kirsty Sanderson 01244 499699 or
[email protected]
www.cipfa.org/property
David Bentley
Head of Asset Management
: 01332 559780
: 07710 368711
: [email protected]
: www.cipfa.org