How corporate can you go?

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Developing operating a corporate landlord model
CIPFA Property

• How corporate can you go?

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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

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Definition of a Corporate Landlord
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Definition of a Corporate Landlord

• The graphic equiliser

Corporate Landlord
Decentralised Approach
Repairs maintenance
Facilities Management
Design construction
Estates management
Statutory compliance
Strategic asset management
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Definition of a Corporate Landlord

• The balance

Corporate Landlord
Decentralised Approach
Repairs maintenance
Facilities Management
Design construction
Estates management
Statutory compliance
Strategic asset management
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Definition of a Corporate Landlord

• The balance

Corporate Landlord
Corporate Landlord
Ouch!
Decentralised Approach
Decentralised Approach
Repairs maintenance
Facilities Management
Design construction
Estates management
Statutory compliance
Strategic asset management
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So lets look at the components
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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

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1. Strategic functions
B. Robust corporate strategic role / group
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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?library258category2018
• 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

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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.

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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.

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1. Strategic functions

• F. Asset Challenge/Projects
• Things dont 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

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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

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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

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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

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4. Repairs and Maintenance

• B. Prioritisation management of RM budgets
• Based on condition surveys
• Set against corporate priorities/AMP
• Spend info and condition change managed centrally
• Greater understanding of impact of spend

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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

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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

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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 CIPFAs services in relation to
  property and asset management.
• If you are interested just complete one of the
  forms or contact Kirsty Sanderson 01244 499699 or
  kirsty.sanderson_at_cipfa.org

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David Bentley Head of Asset Management ?
01332 559780 ? 07710 368711 ?
david.bentley_at_cipfa.org ? www.cipfa.org