Kent - Total Place summit master class presentation

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The presentation used for the Total Place master class: What we’ve learnt about public sector asset management

The presentation used for the Total Place master class: What we’ve learnt about public sector asset management

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  • 1. Total Place - Kent Bold, brave transformational change David Lewis Director of Property, Kent County Council Asset Management
  • 2. 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
  • 3. Starting Out …
    • Total Place not the beginning of our journey
    • Partnership working already well established in Kent
    • Building on solid foundations
  • 4. 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
  • 5. Map of Public Sector Assets in Kent
  • 6. 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
  • 7. 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…
  • 8. 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 ?
  • 9. 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
  • 10. 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
  • 11.  
  • 12. 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
  • 13. 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 …
  • 14. Key Barriers
    • Both cultural and technical
    • Fundamental to success
    • Some locally resolvable, others need wider engagement
  • 15. 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
  • 16. 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
  • 17. 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
  • 18. Total Place - Kent Bold, brave transformational change David Lewis Director of Property, Kent County Council