The document discusses adopting a corporate landlord approach to managing local authority property assets. It notes that under this approach, ownership and management of assets is transferred from individual service departments to a centralized corporate landlord body. This aims to improve strategic management of assets, reduce property requirements and costs, increase efficiencies, and better support policy objectives like regeneration. The corporate landlord model is becoming more popular as it can help rationalize property portfolios and ensure assets are used to deliver broader corporate goals.
Enamel is the hardest tissue in the human body and forms a protective covering on the tooth. It is composed primarily of inorganic hydroxyapatite crystals with a small amount of organic material. Enamel has a highly organized microscopic structure of enamel rods (prisms) that extend from the enamel-dentin junction to the enamel surface. The direction of the rods helps provide strength to the enamel. Between the rods is interprismatic enamel cementing the rods together. Disruptions during enamel formation and maturation can result in enamel abnormalities.
Position of maxillary and mandibular canines
Functions of maxillary and mandibular canines
Morphology of maxillary and mandibular canines
Blood supply of maxillary and mandibular canines
Anomalies and variations of maxillary and mandibular canines
This document provides information about permanent canine teeth anatomy from a lecture by Professor Dr. Basim Zwain. It notes that canines are placed in the corners of the mouth, help with facial expression, and are between incisors and premolars. Canines have a large labiolingual thickness, long roots anchored in bone, and a crown shape that promotes cleanliness, making them very stable. The maxillary canine has a single pointed cusp with a longer distal slope, a convex labial outline, and a very long single root. It provides detailed descriptions of the maxillary canine's labial, lingual, mesial, distal, and incisal aspects. The mandibular can
Blue economy and coastal management in the coming DecadeCINEC Campus
This document discusses the blue economy and coastal management over the coming decade. It defines the blue economy as an ocean-based economic model largely dependent on coastal and marine ecosystems. The ocean covers most of the planet and supports billions of livelihoods and species. However, as much as 40% is heavily affected by human activities like pollution, overfishing, and habitat loss. The document outlines various ocean-based and ocean-related economic activities and new industries in the blue economy. It also discusses threats like pollution, overexploitation of resources, and the need for sustainable management of ocean resources and ecosystems in the coming decade to ensure continued benefits from the blue economy.
This document describes the anatomy and morphology of the mandibular central and lateral incisors. It discusses their chronology, type and function, number of surfaces, roots, and relation to other teeth. It provides detailed descriptions of the labial, lingual, mesial, distal, and incisal surface anatomy of both teeth. Key differences between the central and lateral incisors are noted, such as the lateral incisor being slightly larger in all dimensions and having a twisted crown.
The document summarizes key information about the maxillary sinus, including its development, anatomy, blood supply, drainage, and clinical importance. It begins with a brief overview of paranasal sinuses and then focuses on the maxillary sinus. The maxillary sinus develops from the maxillary process by 12 weeks gestation and increases in size throughout childhood and adulthood. It has multiple walls that form its boundaries and drains into the middle meatus through the maxillary ostium. Issues like sinusitis, dental infections, and trauma can involve the maxillary sinus.
This document discusses the anatomy and morphology of the permanent maxillary canine tooth. It notes that the permanent maxillary canine is located third in each maxillary quadrant. It has a mesial contact with the maxillary lateral incisor and a distal contact with the maxillary first premolar. The document further describes the anatomical features of the crown, root, and eruption timeline of the permanent maxillary canine.
Maxillary premolars have several distinguishing anatomical features:
1) The maxillary first premolar has the widest crown of the eight premolars and its mesial and distal sides converge more noticeably.
2) The maxillary first premolar typically has two divided roots branching from a common trunk, whereas the second premolar root is usually longer.
3) Several features differentiate the maxillary first and second premolars when viewed from different aspects, including differences in cusp size, shape, and position as well as root morphology and cervical line curvature.
Enamel is the hardest tissue in the human body and forms a protective covering on the tooth. It is composed primarily of inorganic hydroxyapatite crystals with a small amount of organic material. Enamel has a highly organized microscopic structure of enamel rods (prisms) that extend from the enamel-dentin junction to the enamel surface. The direction of the rods helps provide strength to the enamel. Between the rods is interprismatic enamel cementing the rods together. Disruptions during enamel formation and maturation can result in enamel abnormalities.
Position of maxillary and mandibular canines
Functions of maxillary and mandibular canines
Morphology of maxillary and mandibular canines
Blood supply of maxillary and mandibular canines
Anomalies and variations of maxillary and mandibular canines
This document provides information about permanent canine teeth anatomy from a lecture by Professor Dr. Basim Zwain. It notes that canines are placed in the corners of the mouth, help with facial expression, and are between incisors and premolars. Canines have a large labiolingual thickness, long roots anchored in bone, and a crown shape that promotes cleanliness, making them very stable. The maxillary canine has a single pointed cusp with a longer distal slope, a convex labial outline, and a very long single root. It provides detailed descriptions of the maxillary canine's labial, lingual, mesial, distal, and incisal aspects. The mandibular can
Blue economy and coastal management in the coming DecadeCINEC Campus
This document discusses the blue economy and coastal management over the coming decade. It defines the blue economy as an ocean-based economic model largely dependent on coastal and marine ecosystems. The ocean covers most of the planet and supports billions of livelihoods and species. However, as much as 40% is heavily affected by human activities like pollution, overfishing, and habitat loss. The document outlines various ocean-based and ocean-related economic activities and new industries in the blue economy. It also discusses threats like pollution, overexploitation of resources, and the need for sustainable management of ocean resources and ecosystems in the coming decade to ensure continued benefits from the blue economy.
This document describes the anatomy and morphology of the mandibular central and lateral incisors. It discusses their chronology, type and function, number of surfaces, roots, and relation to other teeth. It provides detailed descriptions of the labial, lingual, mesial, distal, and incisal surface anatomy of both teeth. Key differences between the central and lateral incisors are noted, such as the lateral incisor being slightly larger in all dimensions and having a twisted crown.
The document summarizes key information about the maxillary sinus, including its development, anatomy, blood supply, drainage, and clinical importance. It begins with a brief overview of paranasal sinuses and then focuses on the maxillary sinus. The maxillary sinus develops from the maxillary process by 12 weeks gestation and increases in size throughout childhood and adulthood. It has multiple walls that form its boundaries and drains into the middle meatus through the maxillary ostium. Issues like sinusitis, dental infections, and trauma can involve the maxillary sinus.
This document discusses the anatomy and morphology of the permanent maxillary canine tooth. It notes that the permanent maxillary canine is located third in each maxillary quadrant. It has a mesial contact with the maxillary lateral incisor and a distal contact with the maxillary first premolar. The document further describes the anatomical features of the crown, root, and eruption timeline of the permanent maxillary canine.
Maxillary premolars have several distinguishing anatomical features:
1) The maxillary first premolar has the widest crown of the eight premolars and its mesial and distal sides converge more noticeably.
2) The maxillary first premolar typically has two divided roots branching from a common trunk, whereas the second premolar root is usually longer.
3) Several features differentiate the maxillary first and second premolars when viewed from different aspects, including differences in cusp size, shape, and position as well as root morphology and cervical line curvature.
This document describes the anatomy and features of the permanent mandibular lateral incisor tooth. It develops from 4 lobes, is larger than the central incisor, and has a similar but not symmetrical trapezoidal crown shape. The distal side has a slight bulge and the crown tilts distally. The root tapers and curves slightly to the distal side. The distoincisal angle is more rounded than the mesioincisal angle, aiding in distinguishing left from right teeth.
The document discusses the development, cells, vessels, and nerves of dental pulp. It states that dental pulp develops from ectomesenchymal cells of the dental papilla and provides odontogenic, nutritive, sensory, and defensive functions. The principal cells of pulp are odontoblasts, fibroblasts, and undifferentiated mesenchymal cells. Odontoblasts secrete dentin and are located in the odontoblastic zone near the dentin, while fibroblasts and mesenchymal cells are located deeper in the cell rich zone and pulp core. Blood vessels and nerves enter the pulp through the apical foramen to provide nutrients and sensation.
The document provides details on the anatomy of permanent maxillary lateral incisors. It notes that laterals resemble centrals in function and form, but are generally smaller in all dimensions except root length. Key identifying features include an acute mesioincisal angle and rounded distoincisal angle, and a single, tapered and distally-pointed root. Variations can include peg-shaped laterals with thin roots and small crowns, missing laterals, or large tubercles on the cingulum.
British Standards for Carbon Management- including PAS 2080 – The world’s fir...EMEX
Insights from leading experts into the main developments in British Standards, including PAS 2080 Carbon Management in Infrastructure as an industry game changer. Speakers with first-hand experience will highlight how this specification (PAS) is helping the sector address key challenges and opportunities for energy and carbon reduction.
BSi will provide a briefing on PAS 2080 and other key standards, PAS 2050 on carbon footprint and PAS 2060 on carbon neutrality that can help organisations reduce carbon emissions and improve business practice to support sustainability goals.
The maxillary lateral incisor is smaller than the central incisor in most dimensions except root length. It varies more in form than other teeth. The crown is typically shorter and narrower mesiodistally than the central incisor, but the root is often longer. Developmental grooves and other anomalies can occur. The lateral incisor plays a supporting role to the central incisor in functions like biting and aesthetics.
The document summarizes the key anatomical features of a maxillary lateral incisor tooth. It notes that the lateral incisor is smaller than the central incisor except for root length, and narrower from side to side. It then describes variations that can occur and provides details on features seen from the front, back, sides and biting surface of the tooth. These include shapes of ridges, angles, root curvature and positioning of contact points with neighboring teeth.
There are 4 canine teeth, one on each side of the upper and lower jaws. Canines are the longest teeth in the mouth, with crowns as long as upper central incisors but longer roots than any other tooth. Canines serve as the cornerstone of each dental arch in terms of position, shape, and function. The lower canines have flatter surfaces with less distinct marginal ridges and smoother lingual crowns compared to upper canines. The lingual root portion is also narrower and thinner than the upper canine's lingual root.
Permanent maxillary central incisor - Suraj ShidurkarSuraj Shidurkar
This document describes the anatomy and features of maxillary permanent central incisors. It discusses their functions, eruption timing, crown and root structures, surfaces, and identifying traits. Key points include:
- Maxillary central incisors erupt around age 7-8 and have biting and shearing functions.
- The crown has four surfaces and an incisal edge, and the root tapers to a blunt apex.
- Identifying traits include a larger crown size compared to lateral incisors, with a straight mesial profile and rounded distal profile.
This document provides an overview of oral histology, focusing on the alveolar bone. It defines alveolar bone and describes its functions, development, chemical composition, and control. Microanatomically, it examines the bundle bone, lamellated bone, compact bone, spongy bone, cells (osteoblasts, osteocytes, osteoclasts), and the process of bone resorption. Throughout, it provides details on the structure, location, and roles of each component of the alveolar bone.
Enamel is the hardest and most highly mineralized tissue in the body, consisting of 96% inorganic material (hydroxyapatite) and 4% organic material. It is formed through the process of amelogenesis, which involves three stages - the presecretory, secretory, and maturation stages. Ameloblasts are the cells responsible for enamel formation and organization into rods and interrod enamel. Enamel acquires its structural properties through mineral deposition and maturation over several years. Its unique composition and structure provide protection and function for teeth.
The crown outlines of teeth can be described as rhomboid, trapezoid, or triangular geometric shapes. The trapezoid shape is most common and protects the periodontium in several ways. It provides contact between teeth, spaces for gingiva, and separation between roots. This arrangement distributes forces and reduces trauma. The triangular shape of anterior teeth increases strength and stability while allowing food to slide without damaging gingiva. Rhomboid lower teeth maintain parallel alignment with upper teeth while permitting proper jaw function. Crown shapes protect the periodontium by managing forces and intercuspal relationships during occlusion.
Backup Navigator install and configuration guideAndrey Karpov
HP Backup Navigator is one of three products that support HP’s Adaptive Backup and Recovery solution. Adaptive Backup and Recovery is an innovative approach to data protection based on the use of operational analytics targeting the day-to-day use of the backup infrastructure. More importantly this approach adds trending capabilities and predictive algorithms enabling IT teams to make decisions about the backup and recovery process before problems surface. As a core component of the Adaptive Backup and Recovery solution, HP Backup Navigator delivers an interactive web-based reporting and analytics tool that correlates related, but often disparate, pools of information presenting the content graphically in the form of customizable dashboards, graphs, charts, summaries, trending views and detailed information concerning the backup performance, capacity utilization and daily operational details.
This chapter discusses human memory and how information is encoded, stored, and retrieved from memory. It covers the main components of memory including sensory memory, short-term memory, and long-term memory. It also discusses how memory works based on information processing theories and explores different ways that memories can be improved or lost over time through processes like encoding, storage, retrieval, and forgetting. Key areas covered include levels of processing, working memory components, explicit and implicit memory systems, interference theory of forgetting, and techniques for improving memory recall.
1) Avoiding distractions is important when studying. Some tips are to study in a quiet room, turn off electronics, eat a healthy snack beforehand, and plan your study time.
2) Taking good notes is essential for learning. Teachers can provide templates to guide students. Notes should be organized and have clear handwriting.
3) Organization is important to avoid wasting time and reducing stress. The color-coding system can help organize notes from different classes.
Tumor de vesícula biliar y vías biliaresgianmarco109
Este documento resume información sobre tumores malignos de la vesícula biliar y las vías biliares. La mayoría de estos tumores son adenocarcinomas y generalmente son asintomáticos al comienzo. Los factores de riesgo incluyen cálculos biliares, conducto biliar anormal y colangitis. Los síntomas comunes son dolor abdominal, ictericia y pérdida de peso. Los métodos de diagnóstico incluyen ecografía, TC y resonancia magnética. El tratamiento depende del estadio y puede incluir cirug
it contains information about the important measurements , the vital signs, head, eyes, ears, nose , mouth and throat, neck, chest, breast and abdomen of a newborn. You'll find the normal and the abnormal findings on each category.
1. El documento describe diferentes tipos de frenos y embragues, incluyendo embragues y frenos de fricción, embragues de disco, embragues cónicos, y frenos de tambor. 2. Explica el diseño y funcionamiento de embragues de disco simple con partes como la campana, disco, y plato de presión. 3. También cubre consideraciones de diseño como la distribución de presión y análisis energético para embragues y frenos.
An overview of what's available in SharePoint out of the box.
This slide deck is meant to shed some light on basic elements and features of SharePoint and explain to those who are new to Office 365 / SharePoint – what is possible as soon as you get your hands on the live SharePoint site. Enjoy!
Métodos de análise de investimentos – valor presente líquido [modo de compati...Daniel Moura
O documento discute três tópicos principais sobre engenharia econômica: 1) a necessidade de considerar alternativas de investimento e expressá-las em termos monetários; 2) características relevantes para análise, como diferenças entre alternativas e juros sobre capital; 3) exemplos de alternativas como expandir fábrica ou meios de transporte.
El documento presenta 8 ejercicios de representación gráfica de información utilizando tablas de frecuencias y diferentes tipos de gráficos como diagramas, histogramas, polígonos de frecuencias y diagramas circulares para mostrar datos sobre egresados universitarios, llamadas a un call center, meses de nacimiento de estudiantes, áreas de los continentes y ventas mensuales de tres sucursales.
This document describes the anatomy and features of the permanent mandibular lateral incisor tooth. It develops from 4 lobes, is larger than the central incisor, and has a similar but not symmetrical trapezoidal crown shape. The distal side has a slight bulge and the crown tilts distally. The root tapers and curves slightly to the distal side. The distoincisal angle is more rounded than the mesioincisal angle, aiding in distinguishing left from right teeth.
The document discusses the development, cells, vessels, and nerves of dental pulp. It states that dental pulp develops from ectomesenchymal cells of the dental papilla and provides odontogenic, nutritive, sensory, and defensive functions. The principal cells of pulp are odontoblasts, fibroblasts, and undifferentiated mesenchymal cells. Odontoblasts secrete dentin and are located in the odontoblastic zone near the dentin, while fibroblasts and mesenchymal cells are located deeper in the cell rich zone and pulp core. Blood vessels and nerves enter the pulp through the apical foramen to provide nutrients and sensation.
The document provides details on the anatomy of permanent maxillary lateral incisors. It notes that laterals resemble centrals in function and form, but are generally smaller in all dimensions except root length. Key identifying features include an acute mesioincisal angle and rounded distoincisal angle, and a single, tapered and distally-pointed root. Variations can include peg-shaped laterals with thin roots and small crowns, missing laterals, or large tubercles on the cingulum.
British Standards for Carbon Management- including PAS 2080 – The world’s fir...EMEX
Insights from leading experts into the main developments in British Standards, including PAS 2080 Carbon Management in Infrastructure as an industry game changer. Speakers with first-hand experience will highlight how this specification (PAS) is helping the sector address key challenges and opportunities for energy and carbon reduction.
BSi will provide a briefing on PAS 2080 and other key standards, PAS 2050 on carbon footprint and PAS 2060 on carbon neutrality that can help organisations reduce carbon emissions and improve business practice to support sustainability goals.
The maxillary lateral incisor is smaller than the central incisor in most dimensions except root length. It varies more in form than other teeth. The crown is typically shorter and narrower mesiodistally than the central incisor, but the root is often longer. Developmental grooves and other anomalies can occur. The lateral incisor plays a supporting role to the central incisor in functions like biting and aesthetics.
The document summarizes the key anatomical features of a maxillary lateral incisor tooth. It notes that the lateral incisor is smaller than the central incisor except for root length, and narrower from side to side. It then describes variations that can occur and provides details on features seen from the front, back, sides and biting surface of the tooth. These include shapes of ridges, angles, root curvature and positioning of contact points with neighboring teeth.
There are 4 canine teeth, one on each side of the upper and lower jaws. Canines are the longest teeth in the mouth, with crowns as long as upper central incisors but longer roots than any other tooth. Canines serve as the cornerstone of each dental arch in terms of position, shape, and function. The lower canines have flatter surfaces with less distinct marginal ridges and smoother lingual crowns compared to upper canines. The lingual root portion is also narrower and thinner than the upper canine's lingual root.
Permanent maxillary central incisor - Suraj ShidurkarSuraj Shidurkar
This document describes the anatomy and features of maxillary permanent central incisors. It discusses their functions, eruption timing, crown and root structures, surfaces, and identifying traits. Key points include:
- Maxillary central incisors erupt around age 7-8 and have biting and shearing functions.
- The crown has four surfaces and an incisal edge, and the root tapers to a blunt apex.
- Identifying traits include a larger crown size compared to lateral incisors, with a straight mesial profile and rounded distal profile.
This document provides an overview of oral histology, focusing on the alveolar bone. It defines alveolar bone and describes its functions, development, chemical composition, and control. Microanatomically, it examines the bundle bone, lamellated bone, compact bone, spongy bone, cells (osteoblasts, osteocytes, osteoclasts), and the process of bone resorption. Throughout, it provides details on the structure, location, and roles of each component of the alveolar bone.
Enamel is the hardest and most highly mineralized tissue in the body, consisting of 96% inorganic material (hydroxyapatite) and 4% organic material. It is formed through the process of amelogenesis, which involves three stages - the presecretory, secretory, and maturation stages. Ameloblasts are the cells responsible for enamel formation and organization into rods and interrod enamel. Enamel acquires its structural properties through mineral deposition and maturation over several years. Its unique composition and structure provide protection and function for teeth.
The crown outlines of teeth can be described as rhomboid, trapezoid, or triangular geometric shapes. The trapezoid shape is most common and protects the periodontium in several ways. It provides contact between teeth, spaces for gingiva, and separation between roots. This arrangement distributes forces and reduces trauma. The triangular shape of anterior teeth increases strength and stability while allowing food to slide without damaging gingiva. Rhomboid lower teeth maintain parallel alignment with upper teeth while permitting proper jaw function. Crown shapes protect the periodontium by managing forces and intercuspal relationships during occlusion.
Backup Navigator install and configuration guideAndrey Karpov
HP Backup Navigator is one of three products that support HP’s Adaptive Backup and Recovery solution. Adaptive Backup and Recovery is an innovative approach to data protection based on the use of operational analytics targeting the day-to-day use of the backup infrastructure. More importantly this approach adds trending capabilities and predictive algorithms enabling IT teams to make decisions about the backup and recovery process before problems surface. As a core component of the Adaptive Backup and Recovery solution, HP Backup Navigator delivers an interactive web-based reporting and analytics tool that correlates related, but often disparate, pools of information presenting the content graphically in the form of customizable dashboards, graphs, charts, summaries, trending views and detailed information concerning the backup performance, capacity utilization and daily operational details.
This chapter discusses human memory and how information is encoded, stored, and retrieved from memory. It covers the main components of memory including sensory memory, short-term memory, and long-term memory. It also discusses how memory works based on information processing theories and explores different ways that memories can be improved or lost over time through processes like encoding, storage, retrieval, and forgetting. Key areas covered include levels of processing, working memory components, explicit and implicit memory systems, interference theory of forgetting, and techniques for improving memory recall.
1) Avoiding distractions is important when studying. Some tips are to study in a quiet room, turn off electronics, eat a healthy snack beforehand, and plan your study time.
2) Taking good notes is essential for learning. Teachers can provide templates to guide students. Notes should be organized and have clear handwriting.
3) Organization is important to avoid wasting time and reducing stress. The color-coding system can help organize notes from different classes.
Tumor de vesícula biliar y vías biliaresgianmarco109
Este documento resume información sobre tumores malignos de la vesícula biliar y las vías biliares. La mayoría de estos tumores son adenocarcinomas y generalmente son asintomáticos al comienzo. Los factores de riesgo incluyen cálculos biliares, conducto biliar anormal y colangitis. Los síntomas comunes son dolor abdominal, ictericia y pérdida de peso. Los métodos de diagnóstico incluyen ecografía, TC y resonancia magnética. El tratamiento depende del estadio y puede incluir cirug
it contains information about the important measurements , the vital signs, head, eyes, ears, nose , mouth and throat, neck, chest, breast and abdomen of a newborn. You'll find the normal and the abnormal findings on each category.
1. El documento describe diferentes tipos de frenos y embragues, incluyendo embragues y frenos de fricción, embragues de disco, embragues cónicos, y frenos de tambor. 2. Explica el diseño y funcionamiento de embragues de disco simple con partes como la campana, disco, y plato de presión. 3. También cubre consideraciones de diseño como la distribución de presión y análisis energético para embragues y frenos.
An overview of what's available in SharePoint out of the box.
This slide deck is meant to shed some light on basic elements and features of SharePoint and explain to those who are new to Office 365 / SharePoint – what is possible as soon as you get your hands on the live SharePoint site. Enjoy!
Métodos de análise de investimentos – valor presente líquido [modo de compati...Daniel Moura
O documento discute três tópicos principais sobre engenharia econômica: 1) a necessidade de considerar alternativas de investimento e expressá-las em termos monetários; 2) características relevantes para análise, como diferenças entre alternativas e juros sobre capital; 3) exemplos de alternativas como expandir fábrica ou meios de transporte.
El documento presenta 8 ejercicios de representación gráfica de información utilizando tablas de frecuencias y diferentes tipos de gráficos como diagramas, histogramas, polígonos de frecuencias y diagramas circulares para mostrar datos sobre egresados universitarios, llamadas a un call center, meses de nacimiento de estudiantes, áreas de los continentes y ventas mensuales de tres sucursales.
The document describes use case diagrams and their components. A use case diagram consists of actors, which represent roles users play, and use cases, which describe activities within a system. It provides examples of actors and use cases for an online auction website and bookstore system.
Oroantral communication is an unnatural connection between the maxillary sinus and oral cavity, usually caused by extraction of upper molars whose roots are near the sinus. It allows food and bacteria to pass between the mouth and sinus, risking sinusitis. Diagnosis involves checking extracted teeth for bone fragments and testing for air flow into the mouth from the sinus. Small communications under 2mm often heal spontaneously with antibiotics and nasal decongestants, while larger chronic cases require surgical closure like a buccal or palatal flap to seal the defect. Proper assessment and radiographs before extractions can help prevent oroantral communications.
Residencia de fundamentos de enfermería copiaYadira Morales
El documento proporciona información sobre el tendido de camas hospitalarias. Explica que existen diferentes tipos de camas como camas abiertas, cerradas y quirúrgicas. Describe los pasos para tender una cama abierta, incluyendo el equipo necesario y principios científicos. También cubre cómo tender la cama con un paciente acostado y los objetivos y equipo para tender una cama quirúrgica.
The document discusses current industrial wastewater treatment processes in the dairy industry. It begins with an overview of dairy operations and the types of wastes generated. It then describes various treatment steps including pretreatment, primary treatment using screens and settling tanks, and secondary biological treatment using activated sludge or oxidation ponds. Tertiary treatment may include coagulation, filtration and disinfection. The document also discusses some modifications to treatment processes like using membranes or organo-zeolites and issues around dairy wastewater treatment.
Port material handling aims to efficiently transport goods between ships, rail, and trucks. Key equipment includes container cranes to load and unload ships, stackers and reclaimers to organize containers, ship loaders and unloaders to transfer bulk goods, forklifts for short-distance lifting, and rail facilities for coal and ore. Safety and timely transfer of various cargo types, from containers to bulk materials, requires specialized equipment tailored to the physical properties and volume of each good.
The document defines various terms related to resistance exercise such as resisted exercise, strength, power, endurance, isometric muscle work, isotonic muscle work, and types of muscle contractions. It describes the principles of resistance exercise including overload, SAID, reversibility, and individual variability. It discusses ranges of muscle work, group actions of muscles, and indications for resistance exercise. Overall, the document provides an overview of key concepts in resistance training.
This document presents an ethical evaluation of Samsung electronics. It begins with an introduction on business ethics and principles. It then provides an overview of Samsung as a company, focusing on its core markets. The document evaluates Samsung's behavior in areas like privacy, honesty, and integrity against general ethical standards in the IT industry. It identifies both strengths and weaknesses in Samsung's business ethics through a SWOT analysis. The document concludes with recommendations for Samsung to improve its ethical practices and uphold high standards.
Planning Process in Asset Management for Local GovernmentAlma'Arif Pangulu
1) The document discusses asset management planning for local governments in Indonesia, specifically regarding management of property assets.
2) It outlines the different types of planning involved - strategic planning which looks 10-25 years ahead, tactical planning which translates strategic goals into specific objectives, and operational planning which creates detailed 1-3 year action plans.
3) The author argues that operational planning is most effective for property asset management as it does not require too long or short of a time period, can generate mutualism between service providers and users, and produces plans that are achievable and appropriate for the current situation.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
The document discusses the need for transformation of commissioning and procurement processes in English local government. It outlines the current financial challenges and notes that local councils will need to reduce costs significantly while relying more on external organizations to deliver services. The transformation process should focus on five key themes: new service models, managing risk versus risk aversion, shaping markets, looking ahead not back, and improved contract management. Savings could be achieved through leveraging collective purchasing power across local councils and improving management of contracts once awarded.
"Capitalising on Public Sector Assets" was a seminar held by Overbury in conjunction with Gorvernetz on November 2011 at MediaCity, Salford.
Overbury are the UK's leading fit out and refurbishment specialists. Visit www.overbury.com for more information.
The document discusses the opportunity to reduce the UK's national budget deficit by consolidating and optimizing management of the country's public sector property assets. It estimates the total value of these assets at £400 billion with annual running costs of £7 billion. Studies have shown the actual space needed for public services is significantly less than currently used. Consolidating all public property assets into a single entity could enable an integrated business plan, reduce property and costs, release land for housing and regeneration, and generate rental income from asset sales to fund services. This approach could increase efficiency and have long-term positive financial impacts for the government.
The document outlines plans to rationalize the London Borough of Barnet's civic office estate portfolio over the short and medium term. It discusses exercising a lease break clause on one building in 2015 to reduce costs by around £3 million annually from 2014. In the longer term, it mentions appraising a potential move to a new, more fit-for-purpose office environment after certain lease expiries in 2020 and 2032. The strategy aims to significantly reduce the core civic estate in the short term while assessing options for the medium to long term.
Total Place sets a new direction for local public services based on work by central government, local authorities, and partners. The report outlines commitments to give greater freedom and flexibility to local areas led by local authorities. This includes freedoms from central controls, for local collaboration, to invest in prevention, and to drive growth. The 13 pilot areas served over 11 million people and demonstrated real savings and service improvements from a whole area approach. For example, 2% savings in locally controlled spending in 2013-14 could release over £1.2 billion for reinvestment.
This document provides a simple introduction to improving efficiency in the culture and sport sector through better utilization of existing assets and asset transfer to different delivery partners. It discusses how asset management and community asset transfers can strengthen communities and local services. Critical success factors for asset transfers include embracing the concept at a senior level, taking a strategic approach, establishing a comprehensive asset overview, involving the community, and ensuring genuine partnership between the community and council.
CSR-friendly tax policy: Unlocking value and aligning interestsWayne Dunn
Alignment of tax policy and CSR can facilitate greater societal impacts from business investment and operations
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
ARCHIBUS White Paper - The Federal Real Property Reduction GoalMichael Willette
The document discusses strategies for federal agencies to meet presidential goals of reducing excess real property and improving space utilization. It outlines initiatives like accelerating identification and disposal of excess assets, improving use of existing space through increased occupancy and alternative workplace strategies like telework. The document recommends using integrated workplace management system software to compile accurate space data, identify underused space, and establish benchmarks to optimize space and reduce facility costs.
The document discusses harnessing opportunities from the UK government's green agenda. It outlines the public sector landscape for green initiatives, including policies requiring sustainability reporting and emissions cuts. Measurement and regulatory drivers for carbon reduction are also reviewed, such as the CRC Energy Efficiency Scheme. Financing solutions for "spend to save" green projects are examined, along with precedent from waste infrastructure funding.
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A Corporate Landlord approach to managing Local Authority Property Assets
1. A Corporate Landlord approach to managing Local Authority Property Assets
“He that goes a borrowing goes a sorrowing – unless you can pay it back on
demand!”
John Smallwood 2000
Much has already been written about this subject but there remain many
opportunities to significantly improve the management and performance of Local
Authority property assets.
A Councils land and property portfolio should be a major asset in supporting the
achievement of corporate aims and objectives. More specifically, these assets
have a major role to play in ‘Place Shaping’ including contributing to regeneration
activity and the promotion of affordable housing.
Landowner – Councils are usually major landowners and therefore are ideally
placed to lead and drive strategic regeneration through partnerships with public,
private and third sector partners. It also helps to place a council in the driving seat in
terms of shaping the joint delivery of public sector services within their administrative
area.
Resources – Publicly held assets are a hugely significant
resource. Their accounting value is in the region of
£385bn. Approximately two-thirds of public assets are
held by local authorities, including housing, schools and
leisure facilities. The local government estate – property
and land – accounts for the majority of council held
assets. Generating revenues from these assets could
drive the delivery of green energy, improve infrastructure and fund regeneration.
There is a backlog of maintenance across the public sector estimated to be £40bn
with running costs of approximately £25bn per annum.1
1
ONS The Blue Book
1
2. Property Market – We are operating in an unprecedented
period of worldwide economic uncertainty, which has had an
impact not only on the property market in which we operate,
but also upon the availability of funding for business
investment and growth. At the same time the Government
has severely restricted provision of development finance.
Councils are therefore increasingly relying on their property
assets to bridge the funding gap and to deliver efficiency savings. Many Council
budgets now rely on capital receipts generated from property sales, associated
property revenue savings and income derived from the portfolio to contribute to
general revenue activity.
Operating Environment/ Government Initiatives – Central Government suggests
that through more effective property management, the public sector can reduce its
space requirements by 30%, cut carbon emissions and save up to £7bn a year in
running costs. Better cooperation between local government and the broader public
sector, alongside the introduction of more commercial working practices, will be
crucial in achieving this. Government initiatives play an important part in shaping the
external environment in which we operate as highlighted below:-
Audit Commission June 2009: “Room for Improvement”, which seeks to
encourage efficient local government property management.
Leaner and Greener2
Partnership working – working in conjunction with other agencies to improve
synergy and efficiency to provide more effective and complete public services.
Value for Money – increased focus on demonstrating that a Council’s property
portfolio delivers value for money, with increasing emphasis on the disposal of
surplus assets.
Local Authority Asset Management Plans
Asset Management Plans are the framework within which
Councils operate to manage their fixed assets. Most plans
reflect the significant changes that have taken place and
recognise the evolving nature of asset management locally and across the wider
local and central government estates as a whole. Most of these plans offer a
strategic framework to deliver the changes required in response to the changing
financial and economic landscape but many do not start from a fundamental asset
challenge process which fully engages with and challenges service users and
service owners. The need to operate in a leaner and greener way, together with the
need to reduce spending, requires new models of service delivery to ensure we
manage our property assets sustainably and in partnership with public and private
sector partners.
2
http://www.policyconnect.org.uk/sites/default/files/Final%20version%20-%20blacktype%20-
%20Leaner%20and%20Greener.pdf
2
3. What is the Corporate Landlord Approach?
The Corporate Landlord approach is designed to enable a local authority landowner
to utilise its assets to deliver better, more efficient services to communities:
To unlock the value of assets, seek efficiencies through joint arrangements
with public sector partners and maximise private sector investment.
To support the delivery of the Councils Corporate Plan.
To integrate thinking about property with financial, regeneration and other
considerations.
Under a Corporate landlord approach the ownership of an asset and the
responsibility for its management; maintenance and funding are transferred from
service department to the Corporate Landlord, which is a centralised corporate body.
The service department has to make a case for the property that they wish to
deliver a service from, which allows for the Corporate Landlord to offer sufficient
space - and no more space than is required – for Council activities, thereby reducing
accommodation requirements. The service departments therefore become corporate
tenants and make use of property or land in delivering a service. This may also
extend to the provision of a range of centralised back office services such as print
services.
There are specific responsibilities that fall to the tenant and the landlord depending
on the nature of the asset and the service. The service department’s priority is
therefore to plan and deliver the service. The landlord’s function is to ensure that the
service is adequately accommodated and to maintain and manage the asset. The
landlord’s responsibility also extends to the acquisition, development, and disposal of
land and property. This means the landlord would be responsible for asset review,
feasibility and options appraisals across all service departments. The roles and
responsibilities can be outlined and clarified under a Service Level Agreement (SLA)
and this approach has been adopted by some local authorities.
The Corporate Landlord is the predominant asset management model in larger
private sector organisations and is increasingly popular within local government.
This is due to the potential scope for efficiencies and the effective delivery of
corporate outcomes including regeneration objectives. The Corporate Landlord
approach can deliver economies of scale in terms of capacity, procurement and
opportunities for co-location across an organisation and with other external
organisations. This can ultimately lead to rationalisation. Where it is most effective
is ensuring that an organisation’s property portfolio drives, supports, and delivers
corporate change and regeneration. This is the preferred delivery model that many
public and private sector organisations have adopted to provide effective strategic
estate management.
What it could potentially achieve is a change in the way property decision making,
financial planning and property management is undertaken within the Council.
Demonstrated benefits have been:-
3
4. Clear focus on using all land and buildings to deliver an organisation’s
priorities
Enables a single conversation
Improved customer focus
Improved value for money
Improved risk management
Improved focused investment
Increased opportunities for disinvestment
Increased investor confidence in the Council
To date local authorities setting up a corporate landlord have excluded similar
categories of property namely
Schools because of Local Management of Schools, as a notional landlord and
tenant already exists
HRA dwellings as an actual landlord and tenant relationship already exists
and the accounting basis is different for those properties (But maintenance
and FM efficiencies should not be discounted across the entire portfolio)
Highways, including car parks as most of these assets are accounted for as -
infrastructure (But this should be debated as an alternative use for a car park
for example could secure regeneration priorities).
In addition the property budgets coming under central control have also been
carefully considered i.e. security & ground maintenance.
It is also clear that a Corporate Landlord approach varies across organisations and
there are degrees and steps towards the strategic management of property, as
shown in the table below:-
Disaggregated Service Lead Corporate Corporate Strategic
Lead Managed Landlord
Financial Revenue & Revenue in Revenue Revenue As corporate
Capital Service corporately led budget management
managed in but service managed
service managed by
Corporate
landlord
Capital with
Capital Programmed visibility of
Shared corporately costs
All capital
managed
by treasury
Team
Management Property Corporate Property Property Property
support staff property support staff support rationalisation
report to professional managed by staff across services
directorates service led corporate managed sharing
staff property by preferred
function corporate
property
function
4
5. and
working
across sites
Governance Decision Planned Decision Decisions Decisions
making is silo’d locally with discussed in made driven by
in service corporate corporate corporately corporate plan
agreement forum through and investment
via budget budget bid board funding
process process addresses
priorities
Improved use of resources and ability to deliver corporate priorities
From a review of authorities that have gone down the Corporate Landlord route it is
clear that “one size” does not fit all and there are various degrees of adoption of the
model to suit the individual organisation, its size, scale of portfolio and its culture.
For example a proposal to consolidate the strategic functions centrally and leave
delivery to the DLO and/or commissioned services. Whilst in another authority the
whole of the property services have been amalgamated, providing the full range and
delivery of property service. In some cases local authorities have approached the
adoption of a corporate landlord approach on a phased basis.
Case Study - Current Position at a Unitary Council
The Corporate Property Function, the Land
and Asset Management Section within the
Place Directorate has responsibility for
performing a number of property related task
such as commercial leasehold negotiations,
acquisitions and disposals and property
information management, GIS & Terrier and
property energy and environment advice. The
team allocates the planned maintenance
programme for non-school properties. This corporate team provides policy
framework and procedures in which the organisation is to operate.
The foundation to effective management of property is appropriate and accurate
property data and information. This is currently collated and analysed by the Asset
Management Team and informs property related decision including property
investment and disinvestment decisions. The Section maintains and co-ordinates
the Council’s property database.
The facilities management (FM) role and the management of the revenue
maintenance of the portfolio, ensuring necessary health and safety maintenance is
carried out together with traditional FM duties such as security and caretaking, and
accommodation planning, in another Directorate.
Ownership of property currently rests with service departments who are very
involved in property related matters. The day to day management of premises is
undertaken by building managers within service departments. Activities and
decisions are therefore carried out by different groups across the organisation, which
5
6. may have varying degrees of property expertise, or lack a wider understanding of the
portfolio and have limited knowledge of the property available across service areas,
other service area’s property needs and the public sector locally.
Professional property expertise is currently available within the Land and Asset
Management section and open to the facilities management team, but the
compulsory introduction of specialised expertise support could potentially add value
within these areas, whilst enabling service departments to focus on delivery of
services.
The management and delivery of projects can take place on a piecemeal basis. A
corporate landlord function could include a projects team, whose role could include
asset review, options appraisals, feasibility, refurbishment and supporting the client
management of major projects. This role has recently been created within the
Capital Projects Team. This role could potentially form the interface between the
corporate landlord and the entire service department. The Capital Projects Team’s
role is developing, but its role could fit with this model. By centralising this function
there will be scope to be more creative in the type of property solution that is
proposed, as there would be a central overview supported by sound property
expertise.
In the crucial area of health and safety it is essential that procedures are seamless,
so there are no risks of “falling between stools”. Many organisations see the
corporate landlord function as the means to reduce this risk.
There is uncertainty regarding the role and responsibilities across the Council and
this could lead to duplication of tasks. The roles of the service departments, FM,
Asset management, and building managers need to be clarified as part of any
operating model (Including identification of who they are within each department
across the Council).
The centralising of the Repairs and Maintenance (R&M) functions and budgets could
place the authority in the driving seat in terms of the centralised commissioning of
consolidated property contracts. There should be few instances in which occupying
departments arrange and negotiate ad-hoc property contracts. In theory centralising
the decision-making over procurement and facilities management contracts should
enhance the economies of scale by increasing the size of the estate being managed
and therefore the scope of the contracts.
Property related budgets are not centralised and deployed on a corporate basis. For
instance R&M revenue budgets have been pooled within another Directorate and are
disaggregated according to need, but the release of budget savings may be better
co-ordinated on a corporate basis. The planned maintenance capital budget is
corporate held by the Place Directorate and the programme is developed by the
Asset Management Team and delivered by FM.
Centralised budgets should also put the Council in a good position to manage the
shift of repairing emphasis from reactive maintenance to in order to achieve ration of
planned/ reactive in line with recommended practice.
6
7. The success and ease of a rationalisation programme is dependent upon
establishing central control over property decisions – rather than spreading it
amongst disparate departments. At present properties are perceived to be owned
and controlled by the service department. They are managed in accordance with
priorities within service areas rather than in the wider context of the organisations
priorities across all service areas. This makes opportunities to share facilities or
reconfigure services difficult to achieve. Policies and procedures are in place, but
there is some resistance to releasing control of property. If property is not fully
centralised then consistent decision making across the wider property portfolio is
difficult and clear and transparent governance is harder to achieve, making it harder
to ensure and demonstrate value for money.
Currently without a corporate approach to capturing savings from
property rationalisation there is a real risk that programmed savings
may not be captured and there is a risk that the potential budget
savings will be used elsewhere.
The Council (and public sector) also faces increasing pressure to
lower its carbon emissions. The 2010 buildings regulations
amendments require a 25% decrease in carbon emissions from the
previous 2006 version; a forthcoming update in 2013 will require a further 20%, and
by 2018, all new public sector building will have to be zero carbon. Moreover, the
Carbon Reduction Commitment, introduced in April 2010, will become an additional
driver. Charging £12 per tonne emitted means an additional cost to Councils from
2013. On the other hand, potential environmental efficiency savings should not be
underestimated. Although the energy cost of producing a tonne of carbon emissions
lies within the range of £150 to £200, the introduction of ‘green’ measures for a
standard administrative building, can deliver financial savings in the range of £180 -
£200 per m2 per year from lower energy spending. At present the Asset
Management Section only provides advice and targets across the Councils portfolio
it is unable to enforce a corporate line.
To achieve these changes a new operating model is required. The organisation
needs to change from one where change comes from the top down, to one
where change is driven by the customer, It needs to change from one where the
key responsibility of everybody that works for the Council is to support those staff
that deal with and work directly with citizens to one where the key responsibility of all
staff is to serve the customer. This will have a fundamental effect on how services
are provided and how they are designed.
The key changes required at this Council are encapsulated in the table below:
Away from: Towards:
A traditional structure based on A structure driven by customer needs
directorate and professional silos that that fosters collaborative working
co-operate when necessary across the professions
Providing services, responding to Delivering outcomes and prioritising
demands resources
Hierarchical leadership where Better use of the market
7
8. operational decisions are referred to
senior managers and elected members
A stable and predictable environment Empowering leadership encouraging
where staff undertake work with which staff to take responsibility for their
they are familiar and feel comfortable decisions and actions with clear
strategic direction set by elected
members
A traditional office environment shaped A modern and flexible office
by paper-based working practices environment based around customer
needs and up-to-date technologies
What are the potential benefits of Corporate Landlord?
“If property had simple pleasures, we could stand it; but its duties make it
unbearable”.
Oscar Wilde
The overarching vision for a Corporate Landlord approach is to:
“Ensure that the Councils land and property assets are utilised (and
managed), to create more effective and appropriate long-term benefits for the
Council (and Community). More specifically, the model will ensure the delivery
of an integrated professional property service covering: strategic
property/asset management; estates and valuation; design and maintenance;
facilities and contract management. The model will apply to all Council
operational and non-operational property assets managed and maintained by
the Council”.
The ‘Corporate Landlord’ model will help
deliver more effective programme
management of the land and property
portfolio, and will lead to the delivery of
enhanced efficiency savings whilst also
enabling the Council to take a strategic
approach to the use of all assets, and the
Capital Programme.
The Corporate Landlord model seeks to:
Understand the asset base in its entirety and understand how to optimise its
use for delivery of public services, housing and regeneration.
Understand the spatial relationship between assets and align policy and
strategy with delivery (e.g. planning).
Have a constant overview of project delivery and use this to make informed
decisions.
Create long-term investment opportunities by understanding the timing and
requirements of individual projects and where private sector investment is
required, available and at what level.
8
9. Package projects together, where appropriate, to provide opportunities of
optimum scale to attract the right investment partners.
Maintain a flexible approach to delivery that is proactive (realising the value)
and reactive (responding to change).
This model will also enable the Council to utilise all of its assets to deliver against
its economic spatial priorities by linking effectively with its regeneration masterplan.
This will become particularly important as the Local Development Framework
emerges.
The adoption of this model will represent a significant step towards the
development, in the medium to longer term, of strategic asset management in a
locality by facilitating a deeper level of co-operation between the Council and its
partners in the public and voluntary sectors.
The adoption of the ‘Corporate Landlord’ would ensure that the Council’s land and
property assets are utilised (and managed), to create more effective and appropriate
long-term benefits for the Borough (and Community). More specifically, the model
will ensure the delivery of an integrated professional property service covering:
strategic property/asset management; estates and valuation; design and
maintenance; facilities and contract management. The model will apply to all Council
operational and non-operational property assets managed and maintained by the
Council.
Under the model, service departments will no longer ‘own’ their operational assets,
which will be held and managed centrally by the Corporate Landlord. The Corporate
Landlord will be responsible for management and all repairs and maintenance,
including interiors, exteriors, structures, common parts, and building services, and for
the payment of running costs, including business rates, utilities and cleaning. This
responsibility will extend to all statutory compliance issues across the asset portfolio.
The prioritisation and funding of repairs and maintenance will take into account
suitability and sufficiency assessments and performance data. The Corporate
Landlord costs could be recovered from occupiers via an annual inclusive charge.
The Corporate Landlord could also be responsible for the management of the
corporate capital programme, covering operational and administrative properties,
and the delivery of the corporate accommodation strategy. An agreement between
the Corporate Landlord and occupiers will set out the obligations of both, the
charging arrangements, and what happens when changes in occupation are
necessary.
The Corporate Landlord will bring together professional and technical property
management and facilities management resources in a single location, reduce
duplication, and offer opportunities to reduce costs. This will enable a corporate
approach and common standards to be established in respect of utilisation, suitability
and sufficiency, quality of accommodation and services, investment, environmental
and energy management, and procurement of construction-related services.
The implementation of a Corporate Landlord approach to asset management will
include the following:
9
10. A single asset register – to be developed with open access to all Council
officers, members and partners. This will include detailed condition and
repairs information.
The establishment of a simple and robust process for the circulation of
potential surplus assets to directorates and partners, to invite bids for use
prior to a final decision being taken on disposal.
The development of a minimum repair standard to protect the value of its
assets.
The application of formal suitability surveys, consistently applied in the Fit for
Purpose assessment process.
A comprehensive review of all the Council’s operational and non-operational
assets, to identify the functions that these currently support and challenge the
need to retain each against service objectives.
A system of annually measuring the performance of assets against their
purpose, and introduction of a corporate-wide use of Social Return on
Investment criteria.
Controlling centrally: centralising the control over the property will enable the
Council to manage its estate more efficiently;
Making sure property decisions are assessed from a strategic perspective
rather than an isolated view point;
Clarifying the roles, responsibility and boundaries of the teams across the
property functions to direct property expertise so that it adds value;
Centralise the financial planning of the property repairs budget
Exploiting opportunities to procure at a strategic level property
activities/projects.
Controlling the shift from reactive to planned preventative/planned
maintenance in order to achieve ration of planned/reactive in line with
recommended practice
Reduced risk of failing to comply with legal duty arising from the ownership of
property;
Centralising a project team that supports the client management of major
projects. By centralising this function there will be scope to be more creative
in the type of property solution that is proposed, as there would be a central
overview supported by sound property expertise.
Incentivise services to utilise property efficiently. This could be through the
introduction of Asset Rental Charges
Using less space: local government have used property data and flexible
working tools to improve the efficiency of space use;
Cooperating in property; local government should cooperate with other public
sector and voluntary partners to develop property solutions in the locality
Greening the property; there are various options to strengthen the business
case for improving sustainability and delivering energy and environmental
savings across the portfolio;
Releasing property to maximise the level of capital receipts and minimise
running costs.
10
11. In summary, the model will provide:
A One-Stop-Shop for all property issues
Strategic leadership for overall asset strategy including acquisitions and
disposals
A single point of contact for customers both internally and externally
A corporate programme management function managing the Capital
programme and all physical/property projects
Statutory compliance across the asset portfolio
Strategic leadership for facilities management
What are the potential draw backs of Corporate Landlord?
“Landlords, like all other men, love to reap where they never sowed”.
Karl Marx
There are potential draw backs:
The Corporate Landlord function could deteriorate into the creation of an
internal artificial market for recharging
There may be a loss of accountability and service control on the services they
deliver
The current asset management plans, property policy and procedures and
project management tools should provide sufficient existing structure to
manage the portfolio.
If we are considering re-structuring our property service we should consider
whether our structure is aligned to our near neighbours, as a post Regional
Improvement and Efficiency Programme is looking at scope for shared
services
Inadequate resources to effectively deliver a corporate landlord function.
Next Steps
Consider the Corporate Landlord model within your organisation and better
understand the drivers which support the adoption of a corporate landlord approach.
This will require:
Political and Executive level sponsorship to drive the change and champion
transformation.
Establishment of a Steering Group to guide the direction of the Corporate
Landlord transformation programme.
Unrestricted access to full data describing the portfolio and the Asset
Management Service (If it exists)
11
12. Engagement of all staff involved in asset management and establishment of
joint team working
Consideration for securing support from a suitably experienced interim
manager in a project management/critical friend capacity to help develop and
implement the approach.
Further Details
Chris Gill BSc(Hons) MBA FRICS FCMI
Director
JC Gill and Co Limited
Chartered Management Consultancy Surveyors
Interim Managers
07783 896634
01325 283184
chris@jcgill.co.uk
www.jcgill.co.uk
http://www.linkedin.com/in/chrisgillatjcgillandcoltd
OPTIMISING ASSET EFFICIENCY TRANSFORMING SERVICE DELIVERY
12