Conference Agenda

Wednesday 3rd February 2016, QEII Centre, London SW1P 3EE


09:20 - 11:00 Plenary Session

Conference Chair - Damian Wild, Editor, Estates Gazette

Bruce Mann, Executive Director, Government Property Unit, Cabinet Office

Mark Lloyd, Chief Executive, Local Government Association

Liz Peace, former CEO, British Property Federation and GPU's new Central Body Shadow Chair

The Rt Hon Matt Hancock MP, Minister for the Cabinet Office and Paymaster General

Gerry Hughes, Senior Director, International Head of Property Development Consultancy & UK Head of Planning, Development and Regeneration, Bilfinger GVA

Refreshments 11:00 - 11:30

Work Sessions 11:30 - 12:10

1A 2017 Rating Revaluation - The countdown begins...
The next business rates revaluation will come into effect on 1st April 2017 and will re-assess all commercial properties in England and Wales based on rental values as at 1st April 2015. It has been a full seven years since business rates were last re-valued and Bilfinger GVA’s initial research suggests that rental performance for the majority of the property market is still below the 2008 levels used to calculate current assessments. The initial draft rating list will be published in September 2016 and it is important that Public Sector bodies make realistic budgets to avoid surprises.

The government’s commitment to collect the same revenue in real terms, together with our estimate of the fall in the overall Rateable Value pool, is likely to lead to a substantial increase in the rate in the pound, or multiplier. This could lead to significant swings in rates liability dependent on sector and geographical influences. This, combined with an overhaul of the current appeal system, will make the 2017 revaluation one of the most contentious rating lists yet.

Denise Trollope, Senior Director, will be discussing the timeline to the upcoming 2017 revaluation, the impacts this will have on the Public Sector and the Government’s proposed changes to the rating appeal system.

Denise Trollope, Senior Director, Bilfinger GVA

1B Total Facilities Management Options - how to develop the right relationships and outcomes
Many organisations are facing pressure to deliver their Total Facilities Management Service with less financial and human resources, often while facing an ageing and 'non-compliant' estate.

In addition, the greater scrutiny of service support functions means modernisation must be embraced, but for Service Heads contemplating some form of outsourcing services 'Total Outsourcing' is not necessarily the answer to all your problems. The decision to 'Go to market' should not be taken lightly as what works for one organisation will not necessarily be the right solution for yours. Any organisation contemplating this should first look at doing things better and on a collaborative basis because there are a whole host of delivery models that can have a real transformational impact on service delivery while not requiring a fully outsourced solution.

Delegates that are contemplating or have already gone down some form of outsourced solution will find this session particularly helpful. We will examine leading best practice approaches of the types of TFM structures, market perception and case studies that deliver practical insights into these types of arrangements. We will also look at the importance of sound contract administration and pricing arrangements, as if neglected following award they could cause difficulties downstream.

Javid Patel, Associate Director, Public Sector Advisory, UK Consulting, Cushman & Wakefield

1C One Public Estate in Cornwall - identifying and taking forward the opportunities, lessons learned and the impact of devolution
A joint workshop between DVS and Cornwall Council which will describe the progress that has been made under the One Public Estate Programme and in particular:-

- the progress and methodology used in the identification of opportunities for rationalisation, co-location, growth and property disposal
- the progress in taking forward the priorities, lessons learned, risk management and the role of a Property Board and other stakeholders
- the impact of the devolution and health integration programmes on the Estate

Alastair M Johnson, Head of Strategic Asset Management, DVS - Property Services Arm of the Valuation Office Agency
Adam Birchall, Strategic Property Manager, Cornwall Council


Work Sessions 12:20 - 13:00

2A Staffordshire's Public/Private Partnership: how Kier,the Office for the Police and Crime Commissioner for Staffordshire and the County Council's Property Partnership is delivering outcomes to benefit Staffordshire including regeneration and portfolio change
In 2015 Staffordshire County Council and the Office for the Police and Crime Commissioner for Staffordshire jointly procured Kier to create the partnership and Penda. Penda is a 50/50 Joint Venture Company between the County Council and Kier to deliver portfolio transformation and a range of Partnership outcomes, including economic regeneration over the next ten years. This session will focus on the development of the initial Partnership Plan, prepared as a precursor to the JV, the rationale, creation, structure, operation and benefits of the partnership model and the potential for its use by other public sector organisations in and around the county.

The session will be co-presented by key players in the procurement from Kier and the County Council, sharing the lessons learned and describing how: the ethos of partnership, collaboration, shared resources, investment, risks and gains are managed; value for money is demonstrated to stakeholders, and other public bodies on a 'plug and play' basis.

Pete Slater, Operations Director, Asset Management/Corporate Estates Kier Group
Jamie MacDonald, Head of Property Services, Staffordshire County Council

Alan Newton, Head of Strategy Development Property & Assets, Kier Group

2B Early development considerations: site security, overage and two stage tendering
A brief run through a few key considerations on development, being:

- Overage: to impose or not to impose and important points to note
- Site security: keeping the development site secure
- Two-stage tendering: is it appropriate for your project and how can it help?

Ramatu Banga, Partner, Fieldfisher (Session Chair)
Antony Phillips, Partner, Fieldfisher
Gary Pickard, Director, Fieldfisher
Cecily Davis, Partner, Fieldfisher


2C Understanding your estate - the key to improved efficiency and cost reduction
Topics covered in this session will be:

- Context
- How in practice do we work out strategies at asset level?
- Challenges - and ways to overcome these
- Examples of different parts of the public sector working together to deliver combined services to the public, such as DWP placing increasing numbers of JobCentres within Local Authority Estate, delivering savings through estate reduction for DWP/The Exchequer
- Other examples from our Buckinghamshire County Council work and various NHS bodies working with the ePIMS team to map all Public Estate to identify adjacencies and opportunities for colocation/development and efficiencies for the occupiers

Ian Southall, Partner, Head of Consultancy and Strategy Team, Carter Jonas

Lunch 13:00 - 13:45

Work Sessions 13:45 - 14:25

3A The "One Team" Approach - how single supplier frameworks, open book collaboration and early contractor involvement can transform best value outcomes for construction project procurement
In this session we will look at:

- A review of the title and its application
- A review of current methodologies; their successes and areas for improvement
- How single supplier frameworks can be highly competitive and offer best value
- Harnessing global best practice within and beyond the property sector
- Taking back control by means of a robust process methodology driven by KPIs
- The drive towards optimum efficiency; balancing quality, cost, social value, investment, reinvestment and commercial return
- Educating practitioners of the benefits, and support and guidance in embracing the approach
- A vision for the future

Tom Allen, Regional Business Manager, Scape Group
Andrew Bannister, Regional Regional Business Team Leader, Scape Group


3B Collaboration success: what does collaborative success in facilities management look like?
Collaboration has been one of the biggest buzz words in the facilities management world for a number of years now. But what does it really mean and who benefits from a collaborative approach in the workplace? In its simplest form collaboration is two parties coming together. This can include a facilities management (FM) provider and their customer, an FM provider and a member of their supply chain or a combination. Common traits of collaboration include:

-Working together
-Striving towards a common goal
-Joint objectives
-Integrated teamwork
-Achieving customer satisfaction

Planning, with a focus on getting quantifiable goals and benefits is the key to achieving and delivering collaboration, for the simple reason that many people at all levels within an organisation need to be persuaded of its veracity and relevance. This doesn't happen by chance, which is why we fully believe that time spent on the planning stage of collaboration is critical, and never wasted; provided it is applied in the right way. The results are stunning, with cost reductions achieved of up to 30% and with improvement in quality and customer feedback scores.

Looking at case studies we will show how we work closely with our customers in order to understand how they work. This, in turn, shapes and therefore benefits the way we work on a project and, more importantly, improves the service we can provide to the end user.

Paul Worland, Director of Business Development, EMCOR UK

3C Collaboration with the wider public sector and beyond: One Public Estate, Government land sales and Right to Contest
The public sector assets landscape is changing. Government is taking forward a range of measures to support and incentivise central and local government to unlock the value in their land and property, enabling growth and delivering more integrated, customer-focused services.

This workshop will look at key parts of this changing landscape, including:

Local Authority efficiency measures announced at Autumn Statement
Measures in the Housing Bill aimed at making public sector asset management and disposals more transparent, accountable and effective
Government commitments to to raise at least £5 billion from land and property and to release land with capacity for at least 160,000 homes by 2020
Right to Contest successes: where the public has challenged Government to make land surplus, enabling it to be put to more productive use
Continuing to grow the One Public Estate programme. The programme channels funding and support through local authorities to work with public sector partners on ambitious property-based projects. It aims to boost growth (homes and jobs), deliver more integrated , customer-focused services, raise capital receipts and reduce running costs. With £37 million additional investment announced last year, what are new joiners hoping to achieve and what successes are they building on?

Angela Harrowing, Programme Director of the One Public Estate Programme and Asset Efficiency, Government Property Unit, Cabinet Office
Brian Reynolds, Programme Director of One Public Estate, Local Government Association

Work Sessions 14:35 - 15:15

4A Government estate of tomorrow: Driving cost efficiencies through the transition to a low carbon, digital economy
In a rapidly changing landscape, the Government's property estate is facing a number of financial, legislative and environmental challenges. This session discusses a number of current and future trends impacting the sector including the requirement for next generation asset management, decarbonisation and digitalisation. It will also use case examples from across the public sector where these changes are being used as an opportunity to transform integrated service delivery.

Gordon Sheret, Managing Director - Cities and Communities Division, ENGIE
Ben Kaner, Head of Digital Strategy, North Tyneside Council

4B Sheffield City Council - Applying the principles of programme management to deliver better outcomes in capital project delivery
Turner & Townsend will be delivering a joint session with Sheffield City Council. Sheffield City Council engaged Turner & Townsend as their framework capital delivery partner, to support their vision to deliver their capital programmes better, faster and cheaper. Working collaboratively with Sheffield City Council we have introduced a different way of working, underpinned by a delivery model that delivers greater consistency of outcomes and visibility of reporting across a range of capital programmes including the Sheffield Retail Quarter, Sheffield City Regional Investment Fund and Flood Protection programme. 

Dan Ladbury, Head of Capital Delivery Service, Sheffield City Council
Paul Nash, Director, Programme Management Lead, Turner & Townsend
Nick Jones, Director, Turner & Townsend

4C Collaboration with the private sector on the New Property Model
The government announced in Spring Budget 2015 the creation of a new central body, which, working under a cross-government framework and direction provided by the Treasury and the Government Property Unit of the Cabinet Office, will own and manage relevant property and land assets, as well as leasehold assets where appropriate. This will help drive better strategic oversight and management of the estate and provide greater incentives for departments to rationalise the space they occupy. It will also deliver efficiencies and release land and property for productive use, including building new homes. The New Property Model (the programme established to deliver this ambition) has five core objectives:

- A fit for purpose estate - supporting the delivery of departments' operational and business needs;
- A more commercial approach - incentivising the efficient use of departmental land and property assets through knowing nd using alternative use values is decision making, as the basis for economic charging;
- Cross-government portfolio management - optimising asset utilisation across departments (and potentially the wider public sector) and across the different land and property portfolios;
- Pursue asset disposals - generating capital receipts; supporting the delivery of policy on economic growth and delivering land for housing;
- Extraction of enterprise value - creating the conditions to enable the extraction of taxpayer value at a later stage.

This session will cover the development of the New Property Model and the way in which GPU is collaborating with private sector partners throughout the phases of the programme during this Parliament. This includes the design of aspects of the model; the move towards establishing the shadow central body and work to harness the skills of the private sector in meeting the objectives of the programme to manage the government's estate portfolios holistically and to strengthen the commercial management of our assets.

Liz Gill, Programme Director for the New Property Model, Government Property Unit, Cabinet Office
Marie-Laure Huke, Head of Property Functional Leadership Programme, Government Property Unit, Cabinet Office

Refreshments 15:15 - 15:45

Work Sessions 15:45 - 16:25

5A Strategic regeneration - meeting the challenges of delivering new jobs and homes
Local authorities and their public sector partners are under increasing pressure to deliver on challenging housing and jobs targets. This session will explore how public sector bodies are utilising their powers and property assets to drive forward strategic regeneration projects and accelerate delivery. It will consider the key constraints and opportunities - planning, land, viability, procurement, partnership approaches. Case studies will be provided to illustrate practically the approaches being used and the lessons learnt.

Graeme Tulley, Planning, Development and Regeneration Director, GL Hearn
Jon Pinkerton, Development Consultancy Director, GL Hearn


5B Working beyond boundaries
Shifting preconceptions of space as an expensive ‘overhead’ to that of a key enabler of 'integrated working’: Co-presenting with Mark Thompson (Programme Director of Bristol City Council’s Bristol Workplace Programme) PLACEmaking will illustrate how the council’s focus on delivering better public services, improving ways of working and rationalising the office estate is shifting perceptions of ownership of space and facilities from what’s mine to own to what’s ours to use: requiring both a transition of council staff and partners towards being 'consumers’ of assets and a step change approach by providers of operational support services.

Alison White, Co-founder, PLACEmaking and co-author of 'Working Beyond Walls'
Mark Thompson, Director of Workplace Programme, Bristol City Council

5C Collaboration cross-government: Hubs
The Government's vision is to create an efficient, fit-for-purpose and sustainable office estate, whose performance matches the best of the private sector. As part of that vision, the Government Hubs Programme is driving a radical reshaping of the Civil Service office estate and exploiting smarter ways of working.

This is only possible by working with government departments to create office space to match future workforce needs, whilst getting out of costly and under-used properties. We are co-designing Government Hubs that will:

- Be more efficient, reducing the structural deficit and protecting frontline services
- Provide modern, attractive and accessible workspace so civil servants can work in ways that are increasingly more collaborative and connected with much more emphasis on smart working and enhancing career progression opportunities for people
- Remove artificial boundaries between departments and encouraging collaboration across teams and functions

We are not starting from a blank sheet.

At the workshop we will share some exemplars of shared space and smart working that we will seek to emulate across government. We are also working closely with the wider public sector in LAs in some areas that are bringing forward regeneration and growth and this is being showcased in another specific session regarding the One Public Estate Programme.

Ann Carter-Gray, Director of the Hubs Programme, Government Property Unit, Cabinet Office
David Phillips, Head of Strategy and Policy Development, Government Property Unit, Cabinet Office
Simon Morys, Head of Whitehall Campus, Government Property Unit, Cabinet Office


16:30 - 17:00 Closing Plenary Session


Chair, Sir Edward Lister, Deputy Mayor of London; Mayor's Chief of Staff; Deputy Mayor, Policy and Planning

Lord Carter of Coles, Chair, Property Advisory Panel

Sherin Aminossehe, Chief Operating Officer and Head of Government Property Profession, Government Property Unit, Cabinet Office

17:00 - 17:45 Drinks reception in exhibition area















Agenda times, speakers and subject matter may change