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Developing & operating a corporate landlord model

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Presentation on theme: "Developing & operating a corporate landlord model"— Presentation transcript:

1 Developing & operating a corporate landlord model
CIPFA Property Developing & operating a corporate landlord model How corporate can you go?

2 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

3 Definition of a Corporate Landlord

4 Definition of a Corporate Landlord
The graphic equiliser: Corporate Landlord Decentralised Approach Facilities Management Repairs & maintenance Estates management Design & construction Strategic asset management Statutory compliance

5 Definition of a Corporate Landlord
The balance: Corporate Landlord Decentralised Approach Corporate Landlord Decentralised Approach Facilities Management Repairs & maintenance Design & construction Strategic asset management Statutory compliance Estates management

6 Definition of a Corporate Landlord
The balance: Corporate Landlord Corporate Landlord Ouch! Decentralised Approach Decentralised Approach Facilities Management Repairs & maintenance Design & construction Strategic asset management Statutory compliance Estates management

7 So let’s look at the components

8 1. Strategic functions 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

9 1. Strategic functions B. Robust corporate strategic role / group
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

10 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

11 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.

12 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.

13 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

14 2. Statutory Compliance 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

15 3. Facilities Management
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. Procuring FM activities (or at least knowledge of it!) Prioritisation & management of FM budget 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. Managing performance of FM services

16 4. Repairs and Maintenance
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

17 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

18 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

19 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

20 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 or

21 : david.bentley@cipfa.org : www.cipfa.org
Head of Asset Management : : : :


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