efficient property, a probable “core asset” contender. The building shown bottom left is the least efficient and effective property and this then is the start of a strong business case for disposal. Buildings in the other two segments are intermediate properties that need more thought and option appraisal. For example, if we are considering properties of some sort of emergency response service, we might have a building that is cost-efficient but not very effective as it is in the wrong place for vehicles to respond to emergency calls within time. Hence no matter how much money is spent, it will be very difficult to make it more effective in its current location.
Finally having made your assessments and scored the estate, how can this best be presented? One of the complaints about property professionals is the failure to provide easily understandable information to non-property people and senior managers. We need to bear this in mind. Therefore you could consider a simple map showing each asset in a traffic light colour indicating performance level.
investment, to a position where property projects are fully integrated into corporate planning. The steps are shown on the above chart. The objective is to develop a prioritised change programme. This could be presented as a 50 page document but staying with the keeping it simple, how about the strategy on one page?
This is a simple to understand presentation with a visual picture in the centre that shows the estate change, and on the periphery various table of necessary detailed information.
The final outcome that we seek to achieve, the third stage, is to move away from reactive asset management to a fully integrated asset management programme.
Alternatively, a relatively simple chart packed with comprehensive property data again using traffic light colours to demonstrate performance could be adopted.
This is our third stage from implementation to annual review. What we find or what we have found to date is that it is best to have a dedicated project team with a strong engaged management leadership. The team will plan for the annual implementation review and will review and monitor implementation performance. The team will also be responsible for all other issues around the estate and will start to develop critical date registers and similar tools.
The purpose of this second stage of the process is to move the organisation away from an ad-hoc approach to property
14 Mark O’Brien ASSET - Liverpool-10
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