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2018 Agenda

assets
big data
case study
CCS
collaboration
commercial
facilities management
Government
Government Hub Committiment
health
industry
innovation
international
IoT
local authority
local government
lunch
met
national
NHS
OGP
One Public Estate
police
pricing models
primary care
procurement
project-based work
property
property investment
public sector
regional
regional expertise
registration
revenue
risk
smart working
SME
stakeholder management
strategy
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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

  • Harnessing energy efficient technology and materials to drive sustainability and reduce the carbon footprint
  • Optimising space usage and the management and maintenance of buildings through the deployment of smart systems

  • Delivering estates programmes as part of a wider vision
  • Reducing the size of estates, co-location of job centres and local authorities
  • Ensuring cultural change aligns with asset management strategy
  • Overhauling estate management procurement

  • 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

  • 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

  • Over the past decade there has been seismic shifts in the political, economic, social and technological environment. It has had a profound impact on the way organisations are looking at their future and that in turn is challenging FM to adapt into a new industrial age, far removed from the one in which the profession was conceived. This panel will explore:
    • 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
    • The emerging skills gap as demands increase
    • What the future may hold as ways of working continue to evolve
    • How Smart Working is transforming workplace attitudes and behaviours