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2018 Agenda

big data
case study
facilities management
Government Hub Committiment
local authority
local government
One Public Estate
pricing models
primary care
project-based work
property investment
public sector
regional expertise
smart working
stakeholder management
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  • Key Pillars of the 2018 Government Estate Strategy, including:
    • An outline of the new Government Property Agency: it’s structure, purpose and strategy
    • The Government Hubs Commitment – establishing a total of around 20 Government Hubs across the UK, showcasing best practice in Smarter Working, by 2023
    • One Public Estate: Engaging local public sector bodies to work together to manage their land and property
    • Facilitating relocation plans to move public servants out of London and the surrounding area, with no more than 20 efficient, fit-for purpose buildings, operating as a single entity with flexible space remaining in Whitehall

  • Using heat-networks from various heat sources, such as:
    • The Underground
    • Mines
    • Industrial Processes
    • Water
    • Waste
    • Heat Pumps
    • Biomass
  • Discussing how heat networks can reduce heating costs and cut carbon emissions across a whole estate
  • The Heat Networks Investment Project (HNIP), supporting the deployment across the public sector and housing associations, local authorities, NHS and universities

  • An overview of the £430 million expected to be procured through CCS’ Property Frameworks
  • Increasing the focus on estates procurement through SMEs and focusing on regional expertise
  • How to maximise efficiencies of your organisations estates procurement
  • Looking at flexible pricing models, hourly/daily rates, lump sum and tailoring contracts to clients’ needs

  • Optimising estates efficiency through an end to end approach to procurement
  • Optimising the management and maintenance of buildings through the deployment of smart systems
  • Optimising workspace design and space usage to enable productivity improvement

  • How to use commercial property investment as an income stream to bolster local government finances
  • Where should local authorities invest and assessing the impact
  • Risks to consider when investing in commercial property in your local area
  • Affects property investment can have on the wider marketplace

  • Reducing the number of sites from which the NHS operates
  • Outlining the key benefits of the centralisation of services
  • Reviewing the outcomes of the Naylor Review: developing out of hospital care and provide infrastructure to increase care in the community
  • Giving incentives for GPs to move into new facilities, supported by private sector investment
  • Exploring new ways that housing providers and the NHS can work together to use NHS surplus land

  • Discussing the complexity of moving sites, when involving three separate London boroughs, a university and three separate NHS trusts
  • The challenges and successes of working collaboratively with numerous stakeholders
  • The opportunity presented by an innovative approach to assets, to maintain a reputation as a world-leading centre, known globally for expertise and understanding

  • A discussion on Hertfordshire County Council’s innovative strategy to generate enhanced returns from developing rather than selling surplus assets to provide important new revenue streams in a challenging financial position.
  • Developing housing on surplus land and building assets to support local housing requirements, generate revenue, and influence the debate around “good growth” and place making
  • 10-15 year strategy that aims to build 6000+ new homes, including specialist accommodation for vulnerable social care users
  • Engaging industry: Forming a strategic JV with a private sector partner to access funding, expertise and enhance options to support Hertfordshire’s One Public Estate partnership

Enabling Fundamental Transformational Change at the Met Police

  • Transforming the estate for over 40,000 officers and staff (£900m investment), enabling transformative technology (£150m investment) leading to a step change in efficiency of police services
  • Improving productivity, enhancing the working environment, delivering greater public visibility of officers and halving annual running costs
  • Reducing the estate from 600 buildings in 2013 (£210m pa) to 145 buildings by 2022 (£105m pa) – working with blue light and local authorities supporting One Public Estate
  • Delivering value for money facilities management to support daily operations – offices, custody suites, public front counters, firing ranges and forensic laboratories
  • Whilst also providing specialist 3D surveying and tactical operational support – Grenfell Tower, murder investigations, hostile vehicle protection on London’s bridges and major events

  • As the world changes around us; does FM and Property Professionals remember our ‘why’?
  • How does a profession evolve in the modern day?
  • If we don’t take the opportunity what are the threats?

  • How Smart Working is transforming workplace decision-making, attitudes and behaviours
  • The shift from managing buildings to enabling communities
  • The role of emerging technology and how it will impact the profession and organisations it serves
  • The role of metrics; from building costs to people analytics