date there have only limited examples of area based, multi-agency strategies. The advent of collaborative asset management itself poses the question of where it is best to place effort – on a corporate asset management plan for a single organisation or on a shared multi-agency property strategy.


The Size of the Prize


The benefits and efficiency of providing ‘more from less property’ are significant. Work to date across a variety of areas have identified and quantified a range of benefits such as:-


1. Up to 15% of non-office operational estate


2. Reduction in office floor space of 25% (against best utilisation targets)


3. 14% reduction in cost of employing the internal property management functions


4. 5% efficiency saving from smarter procurement of FM services


5. 30% reduction in energy consumption. 6. 16% reduction in carbon emission from property


Some the released value will need to be recycled to capture revenue savings, to align the estate better with local community needs or to provide capital funding to invest in social infrastructure. There is significant potential to improve the planning and operation of social infrastructure to squeeze more out of less resource. Reducing dependency on property and shifting service delivery to other channels provides one of the biggest opportunities. Another powerful ‘win-win’ for customers and public bodies alike is to adopt a ‘one roof, multiple public service’ policy that accommodates different provider organisations.


Key Findings


Experience to date suggests there are a range of lessons that can be learnt. Making collaborative asset management work in practice requires:-


1. Clear ‘top down support’ for asset management strategies and programmes when these are translated into actions which affect the status quo.


2. An acceptance of ‘challenge’ as a means to drive ongoing continuous improvement, including external scrutiny and from partner organisations.


3. The confidence to present a bold prescription for radical change, supported by a detailed, tenacious and efficient approach to practical implementation – summed up as ‘think big – act small’.


4. A determination to work with partner organisations and to overcome the ambiguities, contradictions and complexities that multi-agency working presents.


5. An appropriate high level profile whereby Asset


Management professionals regularly and routinely lead discussion and decision making at senior level cross- agency forums; providing leadership, technical expertise and problem solving whilst sustaining momentum and commitment.


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6. The gravitas and generic management style required to build support at all levels accompanied by sufficient influence ensure that direction is provided, resources are allocated and conflicts are resolved.


7. Sufficient data and systems to enable analysis and to provide management information; for example spatial asset mapping to focus on areas where benefits are most likely and rationalise concentrations of public sector buildings through intensification of use, space sharing, aggregating spend and reducing duplication of activities.


Emerging Issues These can be grouped under the following headings:-


1. Owning sufficient and appropriate data.


2. Creating efficient management, procurement, planning, governance and decision-making structures.


3. Employing leading practice and robust performance management including consideration of:


● Maximising use of digital channels to reduce need for premises;


● Placing delivery responsibility with the third or private sectors;


● Working across organisational and geographical boundaries


● Elimination of areas of discretionary provision ● The scope for new revenue streams; and


● Encouraging local communities to participate in definition & delivery of services.


4. Political and senior executive leadership and support.


5. Pooling of budgets and allocation of financial costs and benefits amongst participants.


6. Development of model office specification and templates for working together.


7. Managing the people side and ensuring buy in and co- operation.


The Role of Estates Surveyors?


Collaborative asset management is likely to be an important area of focus in the future. Whilst estates surveyors have perhaps been reluctant to step into a lead asset management role in the past there is a significant measure of coincidence between the roles and skills of estate surveyors and that required for this new form of asset management.


The


methodological approaches, key findings and issues listed above will be familiar to ACES members as this is typically the area where estates surveyors, supported by lawyers and other construction professionals, are expected to make a major contribution. However, it is also seen as an area with potential for conflict, particularly where ‘value generation’ comes into contact with the softer side of planning, environmental, health and social housing agenda’s. The picture is often seemingly further clouded by senior management manoeuvres and dictates, particularly where external ‘partners’ have ready access and can make a convincing case ‘above the heads’ of in house professionals.


THE TERRIER - Autumn 2011


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