Ingredients of effective asset

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Nov 18, 2013 (3 years and 7 months ago)

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cipfa.org

Ingredients of effective asset
management in public bodies

David Bentley

Head of Asset Management

CIPFA Property

cipfa.org


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.

Ingredients of effective asset
management in public bodies

cipfa.org

Susan Robinson

Advisor
-

Property Services


: 01207 529576


: 07825 247600


: susan.robinson@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

Jane Lowrie

Advisor
-

Property Services


:
01508 494025


:
07827 242346


: jane.lowrie@cipfa.org

Kirsty Sanderson

Senior Business Support Officer


: 01244 399699


: kirsty.sanderson@cipfa.org

David Bentley


Head of Asset Management


: 01332 559780


: 07710 368711


: david.bentley@cipfa.org

Property Networks and
Advisory Services


cipfa.org

What is a building?

cipfa.org

The High Level

1.
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

cipfa.org


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


Cost


Condition


Maintenance Need


Size


Use


Value


F
itness
for purpose

The Knowledge

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Management of performance


Benchmarking


Challenging


Making Decisions

Walking the walk

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“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


‘Planning’

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Management/Executive/

Member group

Corporate Property Group

Corporate
Property
Officer

Property
Champion


Strategic
Property
Function

Service
Department
Property
Representatives

Actively involved
on Corporate
Property Group

Develop Service
Plans with
Strategic
Property
Function

The Key Fundamentals?

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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

Making Property Work Harder?

cipfa.org


Run cheaper


Support Service Better


Sweating your asset


Get rid of


individual


Rationalise


A bit of a moan about maintenance

Delivery of efficiencies?

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Realising the potential



The scale of the opportunity and the business case



Some lessons learnt so far

Office strategies, and rationalization of
the office estate

cipfa.org


Reduction in gross floor area ≈20
-
39%


Reduction in office running costs ≈ 20

30%


Increased space utilisation


Target gross floor area per person ≈ 8/6/4m
2


Reduced storage footprint ≈ 50%


Reduced maintenance backlog liability


Reduction in desktop PC’s and terminals


But


depends on organisation

Scale of the opportunity?

cipfa.org


Short term efficiencies?


Invest to save payback period


Service
delivery/ways of working

Business Case

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EFFICIENCY
-

making the most of the space

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

EASIEST TO
MEASURE

MORE
VALUABLE TO
MEASURE

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

Workplace Performance

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But is there another E?

Environment


impact on communities and places

cipfa.org

Area based asset management approaches

cipfa.org

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



cipfa.org

-
Attention
grabbing

-
Opportunity
spotter

-
Spatial
relationship
between assets,
transport and
users

-
Focal point for
partnership
discussions

-
Mix with
customer insight



Data Presentation

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Governance

How high can you go?

cipfa.org

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.




cipfa.org

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.

cipfa.org


Quick wins


Local Project


Area based approaches


Building type








Place Based Reviews


The spark?

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Local solutions for
local situations


All different but a lot
of the issues the
same


Whole
organisations

approach!


Needs culture and
compromise




Do the pathfinders show the way?

cipfa.org

Mapping Assets+

cipfa.org

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