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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:
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.
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.
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
Benchmarks and Standards
Skills and Capability
Review and Challenge
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.Return to top
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