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National School of Government/Royal Institution of Chartered Surveyors

Proposed Property Asset Management Training and Development Programme

CONTEXT FOR THE PROGRAMME

1. In the light of the 'Report Towards Better Management of Public Sector Assets' by Sir Michael Lyons in December 2004, The National School of Government (NSG), in partnership with the Royal Institution of Chartered Surveyors (RICS), proposes to develop a training programme on Property Asset Management. It is hoped that this training will gain the support of the Treasury and Office of Government Commerce (OGC) in improving property asset management in Government Departments and Government Agencies, as envisaged in the OGC publication 'High Performing Property', published in November 2006 (HPP).
http://www.ogc.gov.uk/better_asset_management_efficiency_in_property_asset_management.asp

2. The Property Asset Management training programme will be complementary to the approach adopted by the National School in its Professional Skills in Government (PSG) training, which focuses on many of the skills which are also core to competency in Property Asset Management. The wheel diagram showing the broad competencies of Professional Skills in Government, is shown below.

Professional Skills in Government

Professsional Skills in Government
Source:PSG Brochure 06/07 NSG 2006

3. The competencies involved are listed in a number of sources, for example, The Institute of Asset Management has listed competencies in asset management in their publication 'Competency Requirements for the management of physical assets & infrastructure' (June 2006).
The main headings of these competencies are:

  • Business Context

    •         Business Management
            People Management
            Information Management
            Risk Management

  • Asset Management Processes & Life Cycles Management

    •         Create/acquire Assets
            Operate/maintain assets
            Dispose of/renew assets

    4. The Office of Government Commerce (OGC) has produced a Property Asset Management Maturity Matrix (http://www.ogc.gov.uk/high_performing_property_the_maturity_matrix.asp) which organizations can use to map their current and desired capability level.

     

    FORMAT AND CONTENT OF THE PROGRAMME

    5. The content of the programme draws upon on the OGC publication, 'High Performing Property' and the RICS publication,'Guidelines for Public Sector Asset Management' (January 2008): http://www.publicsectorassetmanagement.com/guidelines.php

    6. High Performing Property emphasises the four components of property asset management in Central Government as:

  • Leadership and Integration with the expectation that:

    • In the Centre:
    A. Standards will be set and improvements imbedded
    B. Department strategies will be integrated with cross-cutting initiatives
    C. Governance will be revisited including that for Arms Length Bodies    		 In Government Organisations:
    D. A Board level Champion will be identified
    E. Property Asset Boards will be established
    F. Property assets will be explicitly linked to service delivery

  • Benchmarking and Standards with the expectation that:

    • Standards:
    A. Quality standards for Property Asset Management Strategies will be developed
    B. The Maturity Matrix will be developed to define capability
    C. Delivery standards and benchmarks will be established
    D. Property asset performance and delivery targets will be set     		Tools and Guidance:
    E. A property benchmarking service will be established
    F. The government properly database e-PIMS will be maintained and expanded
    G. Central Government property co-ordination will be maintained and enhanced
    H. Good practice guidance and support will be developed

  • Skills and Capacity with the expectation that:

    • In the Centre:
    A. Property Asset Management will be recognized and supported, as a core skill for senior civil servants    		 In Government Organisations:
    B. Optimum capability levels will be achieved
    C. A property asset management career development route will have been promoted

  • Review and Challenge with the expectation that:

    • In the Centre:
    A. Performance and capability will be scrutinized through checks and challenges
    B. The National Audit Office will support review and challenge
    C. An annual performance trends report will be published     		In Government Organisations:
    D. Performance Indicators will be used to monitor performance and to ensure visibility to stakeholders
    E. Internal audits of performance will be carried out


    7. The RICS Guidelines uses a diagram to explain the key elements of property asset management as follows:

    PAM key elements

    8. The programme is designed to place emphasis on the more strategic competencies and strategic issues involved. This is because the more technical competencies (e.g. property valuation, building surveying etc.) are already likely to be in place and training in these technical areas is readily available elsewhere.

    9. The programme is designed to address the elements in an efficient and effective way as follows:

    i. A core skills and awareness programme comprising eight free standing workshops, which can be attended by those involved in property asset management, as they feel appropriate. The broad content of each of the workshops is set out below. The programme would be delivered through a partnership of the National School of Government and the RICS.

    ii. A more structured part time learning programme, say over a period of six months or a year, for those making a career in property asset management. This programme would lead to a recognised qualification (e.g. a certificate or diploma in property asset management). This approach is currently the subject of further consultation and it is intended that it would be developed in 2008. This programme is likely to be developed and delivered through an extended partnership including an academic institution.

    THE CORE SKILLS AND AWARENESS PROGRAMME

    Organisation of the Programme

    10. The overall content of the programme is approved and administered by the National School of Government, with the RICS providing detailed programme design and a small core of suitably experienced trainers supplemented by guest experts as appropriate.

    11. Each workshop in the programme would either last for a half day or a full day depending on the subject area and it is envisaged that it would be attended by between 12 and 16 delegates per workshop. The workshops can be staged in any part of the UK although it is anticipated that initially, central London will be the most convenient.

    12. The price of the events would be dependent upon variables such as delivery venue, numbers attending etc. The National School would be pleased to discuss detailed requirements with prospective clients regarding the programme.

    Content of the Programme

    13. The subject areas for each of the workshops, and their respective broad content, are proposed to be as follows:

    1. AN INTRODUCTION TO STRATEGIC PROPERTY ASSET MANAGEMENT; FOR TOP MANAGERS, DECISION MAKERS AND CHAMPIONS (HALF DAY) PAM1

    Coverage

  • What is Property Asset Management?
  • The policy context (Treasury and High Performing Property etc)
  • A brief introduction to the business process for property assets

    •         Strategy, programming, delivery, review, and change.
  • A brief introduction to the other key elements

    •         Leadership, Culture, Organisation and Structure, Roles and responsibilities and governance,
            Customers and stakeholders, Resources and capacity
  • The Key Deliverables
  • Assessing your Property Asset Management capability
  • Leading and Managing Property Asset Management

    • 2. AN INTRODUCTION TO PROPERTY ASSET MANAGEMENT; FOR PROPERTY ASSET MANAGEMENT STAFF (ONE DAY) PAM2

    Coverage

  • What is Property Asset Management?
  • The policy context (Treasury and High Performing Property etc)
  • A brief introduction to the business process for property assets

    •         Strategy, programming, delivery, review, and change.
  • An introduction to the other key elements

    •         Leadership, Culture, Organisation and Structure, Roles and responsibilities and governance,
            Customers and stakeholders, Resources and capacity
  • The Key Deliverables
  • Assessing your Property Asset Management capability
  • Leading and Managing Property Asset Management

    • 3. STRATEGY DEVELOPMENT AND CAPITAL PLANNING FOR PROPERTY ASSETS; FOR HEADS OF PROPERTY ASSET MANAGEMENT AND PROPERTY ASSET MANAGEMENT STAFF (ONE DAY) PAM3

    Coverage

  • The property asset planning process, property asset strategies and property asset management plans
  • The Property Asset Management Plan Template
  • The process

    •         Consultancy skills
            Information collection
            Strategy development
            Testing and buy-in
            Financial planning

    4. PROPERTY PROGRAMMES AND BUSINESS CASES; FOR PROPERTY ASSET MANAGEMENT STAFF AND OTHER 'CORPORATE' STAFF (ONE DAY) PAM4

    Coverage

  • What is a business case?
  • The Green Book
  • Content of a business case

    •         Strategic Justification
            Option Selection
            Non-financial costs and benefits
            Financial appraisal
            Commercial appraisal
            Project management appraisal
            Risk
  • Bringing it all together into a prioritised property programme

    • 5. PERFORMANCE MANAGEMENT FOR PROPERTY ASSETS; FOR CHAMPIONS AND HEADS OF PROPERTY ASSET MANAGEMENT (ONE DAY) PAM5

    Coverage

  • Principles of performance management
  • Measuring progress against the maturity matrix
  • Performance management for property assets

    •         Business contribution
            Property performance
  • Performance management for property services
  • Benchmarking

    • 6. BUILDING WINNING PROPERTY ASSET MANAGEMENT TEAMS; FOR HEADS OF PROPERTY ASSET MANAGEMENT (ONE DAY) PAM6

    Coverage

  • Corporate Leadership for Property Asset Management
  • Property asset Management team leadership and management
  • Performance management for Property Asset Management teams
  • Consultancy and client skills for Property Asset Management
  • Change management for Property Asset Management
  • Corporate Project Management involving Property Assets
  • Communication skills
  • Difficult people

    • 7. BUSINESS PROJECT MANAGEMENT; FOR PROPERTY ASSET MANAGEMENT STAFF (ONE DAY) PAM7

    Coverage

  • Project management principles
  • Differences between construction project management and business project management
  • Managing project teams
  • Key stages in Business Project Management

    •         Feasability stage
            Design stage
            Implementation stage

    8. OFFICE RATIONALISATION; FOR CHAMPIONS. HEADS OF PROPERTY ASSET MANAGEMENT AND SENIOR PROPERTY ASSET MANAGEMENT STAFF (ONE DAY) PAM8

    Coverage

  • The business drivers
  • Workstyle
  • Utilisation
  • Recruitment, retention and productivity
  • HR and ICT policy and implementation issues
  • Location issues
  • Implementation vehicles and implementation issues
  • The business case
  • Managing the change and the project