Date post: | 01-Jul-2015 |
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Total Place - KentBold, brave transformational change
David Lewis
Director of Property, Kent County Council
Asset Management
The Kent pilot Starting out…
Mapping the assets
Establishing Governance arrangements
Deep Dive – Swale
The potential for savings
Key barriers and possible solutions
Moving forwards
Starting Out …
Total Place not the beginning of our journey
Partnership working already well established in Kent
Building on solid foundations
Mapping the Assets
how many do we have, where are they etc ?
Created a simple, visual and compelling picture of Kent’s public sector assets
Used as an illustration of the ‘as is’ to enable engagement with all partners – including central government
Map of Public Sector Assets in Kent
Mapping the Assets
More than £5bn (book value) of property assets within Kent
Running costs in the region of £300m pa
High concentrations of public sector assets within close proximity of each other especially in urban areas
Mapping the Assets
Next step to add relevant details i.e. attributes (leasehold/freehold, size etc)
Issues encountered: Consistency – “apples v oranges” Availability / format of data Scope - What is ‘in’ and what is ‘out’ and more…
Mapping the Assets
How to deal with data gaps ?
Defining requirements for data currency and accuracy ?
What system could we use to share information amongst partners ?
Mapping the Assets
Don’t worry - there is a way through the complexity !
Kent have been working with OGC and partner professionals to identify solutions
Kent has developed a simple system for collating, sharing and updating data amongst partners
Data gathering is ongoing, but we are nearing a complete picture
Establishing Governance
Fundamentally important to success
Achieving engagement relatively easy - need a way to progress the agenda formally
Strategic Board formed with independent chair, reporting into pre-existing partnership structure (Kent Partnership)
Practioners working group formed to facilitate detailed discussion between professionals
Deep Dive - Swale
Swale District chosen as reasonably representative urban/rural mix
Workshops with local partners to discuss options for change
Identification of ‘ideal’ blueprint (should all barriers be lifted)
Potential for capital receipts and revenue running cost savings used as indication of Kent-wide potential
Potential for Savings
The deep dive indicates the potential for capital receipts across Kent could be in the region of £720m - £780m
Associated revenue savings could be in the region of £40m per annum
BUT only achievable if barriers are lifted …
Key Barriers
Both cultural and technical
Fundamental to success
Some locally resolvable, others need wider engagement
Key Barriers Politics large and small
Quality/availability of data
Control over assets
Lack of incentive for some
Silo (vertical) approach to expenditure
No real method for benefit sharing
Treasury Green Book
Alignment between service strategies and asset savings imperative
Potential Solutions Place based (horizontal) expenditure controls
Revision of Green Book to match
Use of property holding vehicles to secure change ?
Consider statutory powers to cut through barriers (eg related to national agencies)
Harness property expertise to deliver rationalisation and ongoing management
Moving Forwards Kent Partnership fully behind the ongoing
concept of shared asset management
Further engagement with Government on potential solutions (including the potential for property holding vehicles)
Understanding and alignment of partners service delivery strategies to inform the ‘blueprint’
Further refinements to Governance model
Joint development of local business cases and implementation of solutions
Total Place - KentBold, brave transformational change
David Lewis
Director of Property, Kent County Council