Transcript Do’s & dont’s

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Ingredients of effective asset
management in public bodies
David Bentley
Head of Asset Management
CIPFA Property
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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
David Bentley
Head of Asset Management
: 01332 559780
: 07710 368711
: [email protected]
Jane Lowrie
Advisor - Property Services
: 01508 494025
: 07827 242346
: [email protected]
Chris Brain
Senior Advisor
: 01275 878378
: 07919 018753
: [email protected]
Denise Edwards
Susan Robinson
Advisor - Property Services
: 01207 529576
: 07825 247600
: [email protected]
Kirsty Sanderson
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Business Support Manager
: 01244 394600
: [email protected]
Senior Business Support Officer
: 01244 399699
: [email protected]
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What is a building?
The High Level
1.
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Understanding aims and objectives &
potential overall accommodation implications
2.
Identifying other issues that require a
corporate response
3.
Developing into a property strategy
4.
Engaging key members/senior officers
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Down on the ground
1.
What is the current service/asset position?
2.
Where are services going in the next 1, 3, 5 years, including
how service provision may change?
3.
Develop Service property strategies based on a corporate
structure
4.
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
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Walking the walk
• Management of performance
• Benchmarking
• Challenging
• Making Decisions
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‘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
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The Key Fundamentals?
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
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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
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Delivery of efficiencies?
• Run cheaper
• Support Service Better
• Sweating your asset
• Get rid of – individual
• Rationalise
• A bit of a moan about maintenance
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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
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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
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Business Case
• Short term efficiencies?
• Invest to save payback period
• Service delivery/ways of working
Workplace Performance
EFFICIENCY EASIEST TO
MEASURE
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making the most of the space
EFFECTIVENESS MORE
VALUABLE TO
MEASURE
making the most out of people
EXPRESSION -
density of
occupation
•sqm per person
•% of shared
attracting/ retaining
workstations
staff
cost of occupation
• user priorities
•£ per person
• user satisfaction
cost of change
•churn rate per year supporting interaction
• observations of
•average cost churn
interaction
per workstation
• use of meeting
spaces
accommodating
change
• range of settings
making the most of the brand
MOST VALUABLE TO
MEASURE
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
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But is there another E?
Environment –
impact on communities and places
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Area based asset management approaches
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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
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- Attention
grabbing
- Opportunity
spotter
- Spatial
relationship
between assets,
transport and
users
- Focal point for
partnership
discussions
- Mix with
customer insight
Governance
How high can you go?
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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.
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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.
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Place Based Reviews – The spark?
 Quick wins
 Local Project
 Area based approaches
 Building type
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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
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Mapping Assets+
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http://www.cipfaproperty.net/oneestate/