High Performing Property

High Performing Property - The Routemap to Asset Management Excellence (PDF 1MB)
High Performing Property Implementation Plan (PDF1.6MB)  

High Performing Property

High Performing Property (PDF 1.2MB) was launched on 9th November 2006. It sets out the framework and direction for improving strategic property asset management in central government over a defined period with key actions, milestones and objectives. 
Outcomes and benefits will be:

• A rationalised 'fit for purpose' government estate
• Property Asset Management (PAM) positioned as a strategic arm of business delivery 
• Hard edged performance data driving continuous improvement 
• Improved stewardship and accountability 
• 20% annual efficiency savings driven out of the estate

High Performing Property, is underpinned by an implementation plan that when fully implemented will realise savings of between £1 billion and £1.5 billion a year by 2013.  This was highlighted in Transforming Government Procurement as a key component of OGC's new authority and the plan identifies, in more detail, the actions needed to achieve the significant step change that is required. 

The implementation plan sets out the progress that has been made since the launch and the improvements that need to be made over the next four years.  Key targets, in the areas of leadership, standards and skills are emphasised.  It also requires Accounting Officers and senior officials to be ready to address the workforce issues that arise out of decisions about the locations from which business is delivered, and from the improvements made to the use of workspace.

High Performing Property will be the firm basis against which delivery of a transformed government estate and realisation of the efficiency and effectiveness gains and savings will be measured and reported.  The plan recognizes, with examples, that there have been some notable successes on achieving efficiencies and value for money already and sets the expectation that these successes be replicated across the estate.

Implementation through the four components will require action by senior stakeholders, business decision makers, project and programme directors, finance directors, heads of estates, estates and facilities managers and service providers.

Developing the Routemap

OGC commissioned Leeds University to research and baseline the current state of property asset management across central civil government.  A separate but integral study considered capability.

• Improving Property Asset Management in the Central Civil Government Estate - University of Leeds report
• A report on Improving the capability and capacity of managing property assets in central civil Government

Drawing from the recommendations of the reports and responses to the consultation paper a routemap was developed to provide the framework for action by central government to achieve asset management excellence. 

These actions are framed around four components:

Leadership and Integration

• To offset the effects of fragmentation of the estate by strong leadership from the centre and an integrated property strategy
• To integrate asset management into strategic business planning and policy delivery across government departments and their arms length bodies
• Actions include use of Property Asset Management Boards and revisiting governance frameworks

Benchmarks and Standards

• To provide a framework of standards and benchmarks that set out best practice, performance objectives and aspirations
• To provide tools, guidance and support to help government organisations implement best practice and meet objectives
• Actions in include developing and using PAM Plans, the PAM Maturity Matrix, the OGC Property Benchmarking Service, e-PIMs, The Civil Estate Coordination Protocol and guidance and case studies.

Skills and Capability

• To ensure that all senior managers in government have an understanding of asset management among their core skills
• To ensure that there are sufficient skilled property ‘professionals’ to implement best practice across government organisations

Review and Challenge

• To create a culture of evidence based review, challenge and continuous improvement
• To improve accountability and transparency in property asset decision-making

Realising the Potential of Property Assets

The Government's Civil Estate represents a considerable asset. It comprises more than 300 individual property centres, covering 13 million square metres of floor space, with an annual cost estimated at £6 billion. Even modest improvements in performance of the estate have the potential to deliver significant efficiency savings.

Sir Michael Lyons in his 2004 report to the Chancellor Towards Better Management of Public Sector Assets (PDF 210KB), quantified the challenge:

"A key component of asset management is to take a strategic view of which assets are best retained and efficiently exploited, as well as to identify those which should be disposed of to generate resources for reinvestment. For example, my initial work suggests the scope for efficiency gains of at least £760 million a year by 2010-11 as a result of more efficient management of offices alone."

Better strategic management of property assets will be key to effective public sector investment and delivery of the Government's objective of £30 billion of asset disposals by 2010.

For enquiries or further information please contact the OGC Service Desk, or call 0845 000 4999.