The document discusses how to exploit funding to sustain collaborative projects between public sector organizations. It outlines that assets should enable service delivery rather than hinder it. The new model relies on financial self-sustainability, with public investment as seed capital to drive transformational change. Collaborative projects require leadership buy-in, effective partnership working through shared governance, and clearly defined success measures around integrated services, economic growth, cost savings and capital receipts. Case studies demonstrate models of self-funding library projects and strategic reviews of blue light services' property assets.

1. HOW TO EXPLOIT FUNDING TO SUSTAIN
COLLABORATIVE PROJECTS
9th November 2016

2. © Arcadis 2015
Today
 How Funding Has Changed
The Role of Assets as an enabler of service delivery
Collaborative Working – key propositions for One Public Estate
and Successful Implementation
Case Studies
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3. © Arcadis 2015
Historically, the function of people and technology as enablers of
change has been well understood, but the role of the asset has
been unclear.
Assets are the face of an organisation and ultimately the means of
delivering services – their location, functionality and appearance
are both objective and subjective.
But assets are expensive to acquire, maintain, redevelop and
dispose of – assets can hinder service delivery and act as a
barrier to change
8 November 2016Advanced Manufacturing RSC, Halifax 3

4. © Arcadis 2015
Funding and Delivering Assets – Old
Model
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Direct public sector intervention
from Central or Local Govt
The ‘Field of Dreams’ strategy…
Or – just shovel money at a
problem until it goes away

5. © Arcadis 2015
New Model
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New model relies heavily on financial self
sustainability
Public sector investment as seed capital
Assets to become enablers rather than
barriers to service delivery
Transformational Change of Organisations
Market is harnessed to deliver spin-off benefits
New revenue
Capital Receipts
Reduced Running Costs
Improved Service Delivery

6. © Arcadis 2015
 There are many examples where public organisations have proved themselves adept at
driving efficiencies within their own estate in recent years and using assets to promote, shape
and unlock change within their areas. There is an active drive to sell surplus land within
Councils the NHS, Network Rail and the MoD.
 The challenge is however the promotion of cross organisational estate planning based on
collaboration, coordination and cooperation across a broad range of public organisations
which ultimately have a wider diversity of objectives and community obligations
 OPE is a critical early step in engaging local Partners in a new collaborative way of working
to deliver core business objectives.
A Unified Public Estate
8 November 2016Advanced Manufacturing RSC, Halifax 6

7. © Arcadis 2015
Kent OPE
Successful Round 4 Bid (October 2016)
Circa £304,000 award over 12 months
Partnership establishment and revenue for specific
projects
Opportunity to bid for more Funds in April 2017
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8. © Arcadis 2015
Collaborative Working – Key
Propositions for One Public Estate
Applications and Successful
Implementation
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9. © Arcadis 2015
1. Leadership
• Collaborative working is not just a property
function – it’s how organisations operate
and needs ‘buy in’ a the highest level
• It is about accelerating and improving
existing services using opportunities via
assets
• Flexibility and innovation leads to long term
sustainability
• Collaboration increases the probability of
success
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10. © Arcadis 2015
2. Partnership working
• Opportunities presented by Central Government and Local Government Partnerships
• Establishing common ground -EPIMS
• Health Sector, MOJ, DWP and others
• Overcoming different Operational and working practices
• How are the costs /benefits shared amongst the partners (, economic, social and functional)
• Impact on customer perception
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11. © Arcadis 2015
• Collaboration needs to operate at
both a strategic and working group
level – successful partnerships
have divided the functions of
strategy and delivery
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3. Governance

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4. Developing the Programme
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5. Definition of Success
The One Public Estate programme aims to
 Deliver more integrated and customer focussed services
 Create economic growth
 Reduce running costs
 Generate capital receipts

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6. Programme implementation
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• Balancing early wins against longer term
plays
• Testing Delivery – risk management
• Blueprinting and replicating success
• Additional Funding
• Adding Value

15. © Arcadis 2015
OPE – Appraisal Tool
An objective approach to project delivery and planning

16. © Arcadis 2015
Case Studies
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17. © Arcadis 2015
Case Studies – Falmouth Library
and Town Council – Self Funding
Proposition
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 Town Council Scheme with
support from Cornwall Council
 Multi-occupancy building that
generates income to sustain
local services including the
library and community space
 Allows for the sale of surplus
space for other uses
 Property to be transferred to
community following completion
 OPE Provided feasibility funding

18. © Arcadis 2015
Case Studies - Cheshire Blue Light

19. © Arcadis 2015
Cheshire Blue Light - Strategic Review Of Property Assets
Our brief includes for exploring:
• Opportunities for rationalisation - disposal of non-
core assets / collocation and shared service delivery
• Investment to address areas of poor performance
and improve utilisation in the retained estate.
• Proposals for evolving the property operating model.
• Opportunities to increase net revenue through
creating a ‘commercial’ estate including:
• Improvements to property management
• Disposal of, or investment in, poor performing
properties
• Investment in new sources of revenue to
diversify the asset holdings across different
sectors, geographies and investment types
• Identification of options for optimisation of capital
receipts through de-risking and enabling activities
• securing planning consent for change of use
• removal of restrictive covenants
• land assembly
• demolition
• Disposal routes for each of the surplus assets
including the likely timing of receipts.
• Consideration of potential delivery options to
optimise value and potentially retain an income
stream including:
• Joint venture partnerships
• Self- development, with consultancy support

20. © Arcadis 2015
6. Programme implementation
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• Balancing early wins against longer term
plays
• Testing Delivery – risk management
• Blueprinting and replicating success
• Additional Funding
• Adding Value

21. Your key contact:
David CODLING
M +44 (0) 7900 770749
david.codling@arcadis.com