Presentation on theme: "Developing & operating a corporate landlord model"— Presentation transcript:
1Developing & operating a corporate landlord model CIPFA PropertyDeveloping & operating a corporate landlord modelHow corporate can you go?
2Common issues Property ‘owned’ by individual areas Asset plans not aligned to business planning/not delivering corporate objectives / service outcomesCapital investment not prioritisedTotal backlog maintenance position unknown (WLC)Statutory obligations / legislative testing programmes unknownData inconsistent/held all over the placeCost of occupation unknownSpace standards/utilisation inconsistentSpace utilisation unknownProcurement of property services not consistent/ delivering vfm
81. Strategic functions Strategic asset strategy & asset planning Engages with corporate centre and servicesHas clear understanding of current estate & reasons for ownership/useStrategy will provide overarching framework & must be effectively communicatedFundamental roll in working with other public bodies on assetsUses data and intelligence about portfolio and performance of assets to produce corporate AMPCorporate Landlord responsible for delivery of both Strategy and AMP
91. Strategic functions B. Robust corporate strategic role / group Management/Executive/Member groupCorporate Property GroupCorporate Property OfficerProperty ChampionStrategic Property FunctionService Department Property RepresentativesActively involved on Corporate Property GroupDevelop Service Plans with Strategic Property Function
101. Strategic functionsC. Strategic budgeting / determining property budget requirementsCapital 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=2018Maintenance budgets allocated on:Understanding of the whole pictureLinked to prioritisation of needLinked to future asset use through AMPCentral control/monitoring of budgetsInc. rental income
111. 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.
121. Strategic functions E. Data Management Responsibility for setting data standards, setting programme for and managing collection including updating as necessaryEnsuring data is current, correct, complete and consistentManagement of systemsPerformance reportingUse in option appraisalControlling who can access itMaking info available as appropriate to:public,partners,third sector etc.
131. Strategic functions F. Asset Challenge/Projects Things don’t just happen – react or initiateLead 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
142. 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 portfolioCentralised coordination of documentation, certification and recordsCentralised training & records
153. Facilities Management Determining & specifying FM servicesDetermine 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 budgetManaging delivery of FM activitiesIncluding 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
164. Repairs and Maintenance Developing corporate maintenance strategy and specifying corporate maintenance standardsEnsuring that all land and buildings are maintained to a safe, healthy and operational standardResponsible for recording and collating the composite condition data and analysingProducing maintenance strategy based on corporate approach including engagement with each service area to reflect service plans
174. Repairs and Maintenance B. Prioritisation & management of R&M budgetsBased on condition surveysSet against corporate priorities/AMPSpend info and condition change managed centrallyGreater understanding of impact of spend
185. Estates ManagementResponsible for all property transactions, negotiating all occupational agreements to ensure consistency, quality and vfmNegotiating and managing all rent reviews for both leased in and leased out interestsNegotiating and managing service charges for all assetsLandlord consents, income, debt managementEliminate property dabblersCoordinate Sales and Acquisitions
196. Design and Construction Allows for full coordination and understandingHelps to improve chances for cross service solutionsEnsures consistent business case/option appraisal approachesHelps to link design with impacts for future
20So, 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 estateAn 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: email@example.com : www.cipfa.org Head of Asset Management::::