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Carol Summers

Spring Conference, Barnsley 2012. Carol Summers. Public Sector Estate, Data Collection. Business and Property Solutions A MEARS Group plc Company. Collaboration through Property. Carol Summers, Managing Director. Government’s Current Agenda. How can we deliver?. Property is a key driver.

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Carol Summers

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  1. Spring Conference, Barnsley 2012 Carol Summers Public Sector Estate, Data Collection

  2. Business and Property Solutions A MEARS Group plc Company

  3. Collaboration through Property Carol Summers, Managing Director

  4. Government’s Current Agenda

  5. How can we deliver?

  6. Property is a key driver Effective Estate Management Work more closely with services Innovatively look at consolidation/sharing of back-office support services Co-location of Service Opportunities to release the most appropriate surplus assets Lease Breaks Promote the timeframes to deliver change

  7. The importance of property

  8. Big Targets Simplification Efficiency Drives Standardisation Outsourcing Shared Services Co-Location Agile Working Partnership Working Estates Rationalisation Data

  9. Power of Aggregate Data • National View • Regional View • Department Building • Department Building • Department Building • Department Building • Department Building • Department Building • Local Authority Buildings • Local Authority Buildings + NHS + Blue Light • District View

  10. Power of Aggregate Data • National View • Department Building

  11. Work with Services There is an ongoing need to improve services whilst delivering efficiencies year on year Review processes Review contracts Review systems Smarter use of technology Improve communication Better use of space Share

  12. New Ways of Working Agile Working A mobile, flexible workforce that is location independent Ability to work anywhere within a building, from home or any location outside an office Key Benefits Reduced travelling time Reduced cost Increased productivity Challenges Culture change Working protocols Performance management v line of sight management Perceived up front cost

  13. New Ways of Working Agile working = Less space requirement = Spare capacity Estates Rationalisation Catalyst to stimulate service improvement and efficiency • Estates rationalisation strategy leads to: • Surplus accommodation • Opportunity to release buildings • Potential for revenue savings • Potential to realise capital receipts • Potential to work with partners to co-locate services

  14. New Ways of Working Partnership Working creates an environment and opportunity to: • Look at property across the public sector • Increase the scale of opportunities for rationalisation and cost saving • Encourage collaboration and co-location • Improve access to services • Promote innovation But property and service delivery professionals must work together • Deliver better services, focused at local needs, more efficiently

  15. Work in partnership

  16. Current Property Service Delivery Energy Contracts In House In House Police Energy Contracts GP Consortia Energy Contracts Ambulance Private Sector Partners Contractor Frameworks Contractor Frameworks Local Authority Private Sector Partners In House Fire Energy Contracts Central Government Private Sector Partners In House Contractor Frameworks Third Sector NHS Energy Contracts Private Sector Partners In House Energy Contracts

  17. Public sector partnerships Leadership and Buy In Local Strategic Property Forum Creation of a Common Database

  18. Joint Early Benefits Partners Data Projects Local Authority Project 1 Blue Light Services Property Forum Customer Data Property Data Contracts Data Project 2 Health Education Project 3 Central Government Other local services

  19. Benefits of Working Together • Through sharing of both front & back office services • Creating joint procurement strategies • Lowering the operational costs of public estates • Realising capital receipts from freed – up property • Financial Improved Customer Service • By improving space utilisation • Joint investment solutions = larger economies of scale • Improving the energy efficiency of buildings • Implement energy management strategies • Carbon Savings • Introduction of flexible working • Increased productivity • Reduced sickness / absence • Lower employee turnover • Increased contact time with customer • Wider range of working hours • Improved Productivity

  20. Delivery Options Local Strategic Property Forum Property And Services Outsourcing Pooled Property Management Service Strategic joint Venture For Property Rationalisation Pooled Property Management Board Public-Private Partnership Arrangement Pooled Property Management Agreement Local Asset Backed Regeneration Vehicle Public Property Company

  21. … and it’s already happened! • 5,097 m²total reduction • 13 to 3 offices • New office built (financed from saving) • £744,000net benefit • Sickness/absence reduced significantly • 37% less travel at peak times Developing flexible working options and estates rationalisation • Savings on in house staff time • Savings by standardisation • Better supply chain management • Longer term relationships formed Procurement for construction projects over £1m • Improved quality of service • Greater accuracy predicting costs/timescales • Multiple awards including beacon status for asset management Outsourcing Property Services

  22. … and beyond that Keep your data and systems up to date Further developments: Linked systems Single-point dashboards Agile estates Improved networks and comms Investing in systems and technology is good, but of little use if you cant get the best out of them

  23. Where are you? Partnership working Co-locating Savings Rationalising Reviewing Processes Sorting Data

  24. Spring Conference, Barnsley 2012 Carol Summers Public Sector Estate, Data Collection

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