HOW TO EXPLOIT FUNDING TO SUSTAIN COLLABORATIVE PROJECTS
9th November 2016
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Today
How Funding Has Changed
The Role of Assets as an enabler of service delivery
Collaborative Working – key propositions for One Public Estate and Successful Implementation
Case Studies
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Historically, the function of people and technology as enablers of change has been well understood, but the role of the asset has been unclear.
Assets are the face of an organisation and ultimately the means of delivering services – their location, functionality and appearance are both objective and subjective.
But assets are expensive to acquire, maintain, redevelop and dispose of – assets can hinder service delivery and act as a barrier to change
8 November 2016Advanced Manufacturing RSC, Halifax 3
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Funding and Delivering Assets – Old Model
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Direct public sector intervention
from Central or Local Govt
The ‘Field of Dreams’ strategy…
Or – just shovel money at a
problem until it goes away
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New Model
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New model relies heavily on financial self
sustainability
Public sector investment as seed capital
Assets to become enablers rather than
barriers to service delivery
Transformational Change of Organisations
Market is harnessed to deliver spin-off benefits
New revenue
Capital Receipts
Reduced Running Costs
Improved Service Delivery
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There are many examples where public organisations have proved themselves adept at driving efficiencies within their own estate in recent years and using assets to promote, shape and unlock change within their areas. There is an active drive to sell surplus land within Councils the NHS, Network Rail and the MoD.
The challenge is however the promotion of cross organisational estate planning based on collaboration, coordination and cooperation across a broad range of public organisations which ultimately have a wider diversity of objectives and community obligations
OPE is a critical early step in engaging local Partners in a new collaborative way of working to deliver core business objectives.
A Unified Public Estate
8 November 2016Advanced Manufacturing RSC, Halifax 6
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Kent OPE
Successful Round 4 Bid (October 2016)
Circa £304,000 award over 12 months
Partnership establishment and revenue for specific projects
Opportunity to bid for more Funds in April 2017
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Collaborative Working – Key Propositions for One Public Estate Applications and Successful Implementation
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1. Leadership
• Collaborative working is not just a property function – it’s how organisations operate and needs ‘buy in’ a the highest level
• It is about accelerating and improving existing services using opportunities via assets
• Flexibility and innovation leads to long term sustainability
• Collaboration increases the probability of success
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2. Partnership working• Opportunities presented by Central Government and Local Government Partnerships
• Establishing common ground -EPIMS
• Health Sector, MOJ, DWP and others
• Overcoming different Operational and working practices
• How are the costs /benefits shared amongst the partners (, economic, social and functional)
• Impact on customer perception
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• Collaboration needs to operate at both a strategic and working group level – successful partnerships have divided the functions of strategy and delivery
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3. Governance
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4. Developing the Programme
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5. Definition of Success
The One Public Estate programme aims to
Deliver more integrated and customer focussed services
Create economic growth
Reduce running costs
Generate capital receipts
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6. Programme implementation
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• Balancing early wins against longer term plays
• Testing Delivery – risk management
• Blueprinting and replicating success
• Additional Funding
• Adding Value
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OPE – Appraisal Tool
An objective approach to project delivery and planning
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Case Studies
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Case Studies – Falmouth Library and Town Council – Self Funding Proposition
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Town Council Scheme with support from Cornwall Council
Multi-occupancy building that generates income to sustain local services including the library and community space
Allows for the sale of surplus space for other uses
Property to be transferred to community following completion
OPE Provided feasibility funding
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Case Studies - Cheshire Blue Light
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Cheshire Blue Light - Strategic Review Of Property Assets
Our brief includes for exploring:
• Opportunities for rationalisation - disposal of non-core assets / collocation and shared service delivery
• Investment to address areas of poor performanceand improve utilisation in the retained estate.
• Proposals for evolving the property operating model.
• Opportunities to increase net revenue through creating a ‘commercial’ estate including:
• Improvements to property management
• Disposal of, or investment in, poor performing properties
• Investment in new sources of revenue to diversify the asset holdings across different sectors, geographies and investment types
• Identification of options for optimisation of capital receipts through de-risking and enabling activities
• securing planning consent for change of use
• removal of restrictive covenants
• land assembly
• demolition
• Disposal routes for each of the surplus assets including the likely timing of receipts.
• Consideration of potential delivery options to optimise value and potentially retain an income stream including:
• Joint venture partnerships
• Self- development, with consultancy support
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6. Programme implementation
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• Balancing early wins against longer term plays
• Testing Delivery – risk management
• Blueprinting and replicating success
• Additional Funding
• Adding Value
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