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How to Exploit funding to deliver collaborative projects
- 1. HOW TO EXPLOITFUNDING TO SUSTAIN COLLABORATIVE PROJECTS 9th November 2016
- 2. © Arcadis 2015 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 8 November 2016 2
- 3. © Arcadis 2015 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
- 4. © Arcadis 2015 Fundingand Delivering Assets – Old Model 8 November 2016 4 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
- 5. © Arcadis 2015 NewModel 8 November 2016 5 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
- 6. © Arcadis 2015 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
- 7. © Arcadis 2015 KentOPE 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 8 November 2016 7
- 8. © Arcadis 2015 CollaborativeWorking – Key Propositions for One Public Estate Applications and Successful Implementation 8 November 2016 8
- 9. © Arcadis 2015 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 8 November 2016 9
- 10. © Arcadis 2015 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 8 November 2016 10
- 11. © Arcadis 2015 •Collaboration needs to operate at both a strategic and working group level – successful partnerships have divided the functions of strategy and delivery 8 November 2016 11 3. Governance
- 12. © Arcadis 2015 4.Developing the Programme 8 November 2016 12
- 13. © Arcadis 20158 November 2016 13 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
- 14. © Arcadis 2015 6.Programme implementation 8 November 2016 14 • Balancing early wins against longer term plays • Testing Delivery – risk management • Blueprinting and replicating success • Additional Funding • Adding Value
- 15. © Arcadis 2015 OPE– Appraisal Tool An objective approach to project delivery and planning
- 16. © Arcadis 2015 CaseStudies 8 November 2016 16
- 17. © Arcadis 2015 CaseStudies – Falmouth Library and Town Council – Self Funding Proposition 8 November 2016 17 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
- 18. © Arcadis 2015 CaseStudies - Cheshire Blue Light
- 19. © Arcadis 2015 CheshireBlue 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 performance and 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
- 20. © Arcadis 2015 6.Programme implementation 8 November 2016 20 • Balancing early wins against longer term plays • Testing Delivery – risk management • Blueprinting and replicating success • Additional Funding • Adding Value
- 21. Your key contact: DavidCODLING M +44 (0) 7900 770749 [email protected]