The Skills Agenda

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Nov 18, 2013 (3 years and 6 months ago)

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Over
ONE HUNDRED YEARS
of managing

PUBLIC PROPERTY
for the

PUBLIC GOOD

The Skills Agenda

ACES Annual Conference, September 2012


Keith Jones (Performent Consulting) &

Brian Thompson (realestateworks Ltd)

(RICS Public Sector Executive Group)


One or two things, before we start…..


Our views today are not necessarily the formal views of the
RICS (but probably they are!).


When we talk about Property Asset Management (PAM),
we generally refer to it as a whole organisation activity, not
solely a property services activity.


If we am critical that some organisations have not yet “got
it”, it’s because they haven’t! But some definitely have.


And finally, forgive us for still banging on about strategic
property asset management but we are encouraged to do
so by both government and the property / construction / fm
professions!!

2

So what are we trying to do?


In simple terms, to have:


better performing public services (in our case better performing
property (very probably less and certainly not more)


less annual property running cost


less overall capital deployment

3

By, for example


Service / Business re
-
engineering / transformation (often, but not
always, leading to less property)


Better and co
-
ordinated public service delivery points


Total place / place based / community budgeting (Pathfinders)


Carbon / energy / sustainability


Collaboration and shared services


Public property vehicles


Improved property utilisation, particularly offices


Improved procurement


Greater community involvement in local services and in property



4

5

traditional
situation

operational
outlook

strategic
outlook

focus on outputs /
benefits

focus on costs /
inputs

future
situation

strategic
manager
s

Source: Adapted from
-

Tim Lloyd, Consilian, drawn from Stephen Brown

POST
OCCUPANCY
EVALUATION

OPERATIONS /
MAINTENANCE

PROCUREMENT /
SOURCING
STRATEGY

STRATEGY
PLANNING

6

collaboration

public property
vehicles

shared
services

re
-
engineering/
transformation

partnership

operational
outlook

strategic
outlook

focus on outputs /
benefits

focus on costs /
inputs

co
-
location

sustainability

property
utilisation

community
transfer

whole place pathfinders

intelligent
client

7

traditional
situation

operational
outlook

strategic
outlook

focus on outputs /
benefits

focus on costs /
inputs

future
situation

strategic
managers

Source: Adapted from
-

Tim Lloyd, Consilian, drawn from Stephen Brown

POST
OCCUPANCY
EVALUATION

PROCUREMENT /
SOURCING
STRATEGY

STRATEGY
PLANNING

OPERATIONS /
MAINTENANCE

The Difference


Property as a strategic
resource


Property as a machine

8

And what are these skills? Examples:

9

Examples of Asset Management Skills (strategic)

Examples of Property Management Skills
(technical)


Asset base performance management.


Asset review process.


Asset strategy development.


Business case appraisal


Corporate financial management for property,
prioritisation and efficiency.


Corporate project management


Corporate property data management


Co
-
ordination with other strategic resources
-

ICT,
human, finance


Co
-
ordination with partners on property matters.


Cross departmental property coordination


Engaging stakeholders in corporate property matters.


Leadership on matters related to the asset base.


Organisational development for asset management.


Strategic sourcing.


Communication and Presentation


Book
-
keeping of property expenditure and income.


Building facilities management


Client/customer relationship management.


Energy management and energy consumption


Facilities management


HR in estates and facilities functions.


Mechanical and electrical engineering.


New build and major refurbishment work.


Planned and reactive maintenance.


Premises performance management


Property and estates management


Property management databases.


Project management of building projects.


Reactive repairs.


Working and coordinating with outside
contractors/consultants.


Works procurement and management.

And yet we often still see, for example:


asset plans that are not part of the business planning and
implementation processes;


over simplistic business cases for major property projects;


ad hoc delivery with no clear delivery strategy


a lack of strategic performance measurement to judge how
well property is contributing to strategic business
objectives;


poor capacity and capability for property asset
management;


property asset management and the strategic outcomes
that it delivers, not yet being on the corporate agenda.


10

And if we approach it without a measured
approach to property?


Examples:


Ad hoc reductions in annual costs leading to underperformance
of land and buildings;


Ad hoc and sporadic capital release;


Ageing and inappropriate buildings not fulfilling public services
requirements and working requirements effectively;


Performance monitoring focussed on building performance;


Lack of a coherent overall approach to the efficient and effective
use of property;


“Transformation” in operational areas, driving ill
-
considered
property change.


11

The Skills, in Summary


Planning


Business and financial planning for property assets


Programme and project development and management


Delivering


Sourcing


Delivering


Performing


Review


Performance management


Organising


Data management


Organisational structure


Leadership, communication and change


Ability and patience to work with partners to get better results

12

And How Are they Applied?
Examples


Service/Business re
-
engineering
(often, but not always, leading to
less property)


Better and co
-
ordinated public
service delivery points


Place based budgeting/collaboration


Carbon/energy/sustainability


Shared services


Public property vehicles


Improved property utilisation,
particularly offices


Improved procurement


Greater community involvement in
local services and in property?



Intelligent client


Business cases and programme
development


Strategic planning


Delivery planning and
implementation


Performance monitoring


Organisational development


Leadership, communication and
change management


Data capture & management

13

14

15

Do our organisations have the
capability?

What can we do to make it
happen?


Discuss!!

Over
ONE HUNDRED YEARS
of managing

PUBLIC PROPERTY
for the

PUBLIC GOOD

Keith Jones

Performent Consulting

020 8947 7606

07771 811689

keith.jones@performent.co.uk

Brian Thompson

realestateworks Ltd

07810 853767

brian@realestateworks.co.uk