What is Total Place? Presented By: Simon Robinson & Duncan Mackison Date: 1 st March 2010
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1 What is Total Place? Presented By: Simon Robinson & Duncan Mackison Date: 1 st March 2010
2 What is Total Place? A whole area approach to public service can lead to better services at less cost Identify and avoid overlap and duplication between organisations Deliver a step change in both service improvement and efficiency At local level Across Whitehall Counting? Culture? Customer Needs?
3 The role of Total Place Lessons Learnt Better for Less
4 Total Place... Counting? Culture? Customer Needs? Counting addressing the financial squeeze Investment decisions based on service outcomes? OR Whitehall Directive to save money? Customer Needs A whole area approach Sustainable communities Demographic change? Infrastructure investment? Workforce planning? What services can be shared? Culture barriers to creativity and innovation? Silo structures of the public sector Effectiveness of cross silo collaboration Time
5 the opportunity to tell Government how it could behave differently to make this kind of action more likely
6 Total Place Pilots
7 Stakeholder Engagement - hub whole area approach District Council Primary Care Trust Police Authority Economic Development Agency Fire and Rescue Service Education
8 Stakeholder Engagement - ACCESS whole city approach Chief Executive Office Finance Department Education Social Work Housing Sports and Culture
9 The Role of Total Place Lessons from Glasgow Duncan Mackison CEO ACCESS LLP
10 Lessons from Glasgow ACCESS LLP 10 year partnership to provide centre of excellence fro10 year partnership to provide centre of excellence for information technology and property management for GCC from 1st April 2008 LLP Glasgow City Council and Serco equal shareholders (50:50 Joint Venture Company) 265m spend over 10 years; 73m savings over 10 years 15m of investment projects in first 22 months Creation of Council Asset Management Plan and Office Rationalisation programme for GCC (c.472 properties condition surveyed) Create Corporate Landlord function for GCC Office Rationalisation Programme (4000 staff, 1m sqft to 0.5m sqft) HR & Finance Shared Service Centre Transformation programme Creating corporate functions from disparate departments
11 Lessons from Glasgow A Clear Structured Vision
12 Lessons from Glasgow Programme Governance to Delivery
13 Lessons from Glasgow Tomorrow s office and Agile Working
14 Lessons from Glasgow Tomorrow s office and Agile Working Number of working sessions with all Service Areas champion teams to explore current/future workstyles
15 Lessons from Glasgow Tomorrow s office and Agile Working
16 Lessons from Glasgow Tomorrow s office and Agile Working
17 Lessons from Glasgow Tomorrow s office and Agile Working
18 Lessons from Glasgow Tomorrow s office and Agile Working efficiency
19 Lessons from Glasgow Tomorrow s office and Agile Working
20 Lessons from Glasgow Tomorrow s office and Agile Working Further validate / challenge workstyle profiles with Service Areas Support revision of business case Support revision of migration plan Support definition of benefits and measurement mechanisms Help secure senior level buy-in Develop change management support / wider staff engagement proposals Help develop pilot space considerations
21 Lessons from Glasgow Partnership working on this scale requires absolute commitment from the leaders of all stakeholders The model is best supported by an integrated approach to Service Reform across all stakeholders A detailed business case that covers all costs to deliver and details benefits (for each stakeholder) is an essential investment in advance Such a corporate approach needs to recognise who is leading the project and the resources that they require including budget A well defined (time, cost, quality, benefits) portfolio management approach crucial
22 The Role of Total Place Property Asset Management Impact?
23 ACCESS Property Rationalisation Issues 19 properties down to 12 Four options considered Accommodation options Cost appraisals Existing asset environment / performance Space utilisation and management Business cases for each option Risk analysis Refurbishment strategy Migration strategy Procurement strategy
24 ACCESS Property Rationalisation Benefits Retain Existing Property Portfolio No alleviation of obligations to sustainable investment continued operation ongoing refurbishment and dilapidations of 19 properties space efficiency opportunities not utilised (48,000 m2!!) Savings in annual operating costs c. 6,000,000 Discounted life cycle cost savings c. 120,000,000 Implementation costs: Capital cost 29,000,000 - refurbishment of retained buildings Decant costs 1,100,000 Electronic Document Management costs 5,000,000
25 What might the impact of Total Place be on the Property Professional? Skills and capability Asset management specialists Implications for traditional establishment routes silos? (RIBA / RICS / APM / ICE) Strategic partnering between public and private sector OR Arms length bodies? Procurement management Performance and contract management Commercial and risk management / negotiation Smaller highly skilled strategic management teams within existing public sector organisations Giving up control in existing silos
26 Jim Hackett Director of Health Currie & Brown Alec Davis Head of BSF Currie & Brown Panel Session Questions? David Loudon Head of Education Currie & Brown Duncan Mackison Chief Executive ACCESS LLP
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