assets, developing and implementing plans and reviewing and monitoring performance to see whether it is meeting or achieving the vision.
the nearest hospital. This is not necessarily so. One of the primary objectives is to respond quickly, assess and deliver treatment at the scene, if that is appropriate, or to take the patient to the most appropriate place of care or treatment. Again most people would think that one of the primary objectives of a Fire and Rescue Service is to extinguish fires, but this is not so. It is about preventing fires as this is cheaper than putting them out. Prevention is approached through education and communication and community engagement, which immediately raises some interesting questions about fire stations. Finally most people would think that holding inmates securely is one of the primary objectives of the prison service and whilst this is true, it is not as important as reforming behaviour and rehabilitating offenders to reduce re-offending. That also raises some interesting questions on custodial property.
DVS Asset Management Approach
The basic definition of strategic property asset management set out in full above says it is the activity which aligns business and property strategies and this diagram demonstrates that the earlier property thinking is integrated into corporate thinking, the better the chance you have of a more successful outcome. I like this diagram produced by Lenborough Consultants. Put simply, if you think about property further along the red line to your right the likelihood is that you will not get a particularly good outcome. Alternatively if you think about property towards the left hand side of the red line and integrate property into your organisational thinking early, then you are likely to have a successful outcome.
Developing a Property Strategy; the DVS approach
We take the view that the aim of a property strategy should be to support the strategic, corporate and service objectives of the organisation by attempting to identify property requirements now and into the future, to ensure that the right space is available at the right time, in the right place and at the right cost. There is need to ensure that the asset base of the organisation is aligned with current and future corporate objectives by identifying:
● What should be retained and exploited to full potential, core assets,
● What should have further work undertaken to explore options, intermediate assets, and
● What should be released to generate resources for reinvestment in the business, surplus assets.
But before you develop any strategy for property, it is essential to understand the business involved. This is not necessarily all that straightforward. Consider, for example, the primary objectives of three well known but different organisations. Most would agree that for an ambulance service, one of the primary objectives is to take patients to
12 Mark O’Brien ASSET - Liverpool-10
The point is, before you can develop a strategy, you need to understand the business, and that is very difficult when you are someone from the outside coming in to advise on property. Accordingly the DVS approach to developing asset strategies is:
● Engage stakeholders to understand the business ● Establish needs and objectives ● Gather intelligent data ● Plan for lasting benefit
What we hope to deliver from this are some desired outcomes via a three-stage approach.
1. The first stage is to take the corporate objectives and achieve the outcome of an estate that is aligned to those objectives, take basic information and turn the organisation into a high quality, data rich organisation.
2. The second stage is to move the organisation away from an ad-hoc approach to property investment, to a position where property projects are fully integrated into corporate planning.
3. Finally, the third stage is to move from reactive asset management into a fully integrated asset management plan.
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