One Public Estate Arthur Pritchard – Senior Surveyor – One Public Estate 18th September 2014 1 One Public Estate Programme 2013/14 • In the Heseltine review, there was criticism that there was often disconnected thinking between Local Government, Central Government and other public bodies resulting in inefficient working practices. • The Government Property Unit (GPU) was established as part of the Cabinet Office to rationalise the Central Government Property Estate. • Warrington Council was selected as one of twelve local authorities to take part in the One Public Estate (OPE) Pilot Programme for 2013/14 funded by the GPU with the support of the Local Government Association (LGA). • Others: Bristol, Cheshire West & Chester, Essex, Hampshire, Hull, Leeds, Nottingham, Portsmouth, Sheffield, Surrey, Worcestershire. • The Council’s aspiration for the programme was that it was an opportunity to work collaboratively with Central Government and, given that much of the public sector property stock was of a similar age, there would be opportunities for rationalising the public sector estate thereby creating both development opportunities and occupier demand for planned regeneration projects, particularly in the town centre. One Public Estate Programme From the LGA/GPU perspective the pilot was expected to produce clear outcomes, including: • Land disposed; • Services reconfigured to include central government function; • Land cleared for housing or other growth uses; • Running costs saved; • Capital receipts raised. OPE Year 1 Outcomes • Perceived success of stage 1 and the roll out to a second stage for 2014/15. The original twelve authorities are continuing in the programme and will be joined by twenty new authorities which include the majority of the AGMA councils along with the likes of Cornwall and Liverpool. The Council will receive additional government grant funding of £20,000. • Across the twelve pilots there had been savings in running costs amounting to some £21million and generated capital receipts of £88million. • Facilitated by the GPU and LGA, a much more collaborative approach with local government is being taken to the development of policy and processes to enable public sector partnership working at a local level. • Increasing central/local involvement with the DWP. • Increased partnership working with Community Health Partnerships (CHP), head tenant of the LIFT estate, which will encourage the alignment of OPE activity with CHP asset rationalisation programmes in localities, as well as help facilitate integrated health and social care services. • Growing influence of GPU in enforcement of National Property Controls. OPE Year 1 Outcomes • Cheshire West & Chester – A proposed new public sector hub for Ellesmere Port • Leeds – An integrated health and social care service • Portsmouth – Co-location of Police and Council Services • Sheffield – A new community hub for Burngreave • Surrey – A new town centre strategy for Staines-upon-Thames • Worcestershire – A new public sector joint property vehicle by April 2015 ‘A more formal, permanent arrangement of the already successful collaboration group to drive public sector savings from the property portfolios.’ Creation of a public sector owned company, ownership retained by existing owners – sovereignty with benefits accruing to relevant owners. A single efficient estate managed by a single body. Equal stake and voting rights. But Legal issues NHS (involvement in limited company) OPE Year 1 Key Learning Points “Collaboration can take effort, emotional resilience and courage. There are significant barriers to collaboration, including power struggles, institutional inertia, lack of passion and time, changes in leadership and impatience.” (From a report “Collaborative Working” by Emily Miles, Director of Policing; Home Office) – Service delivery should be the key driver and property the facilitator – A need to develop strong relationships and an understanding of partners’ priorities. Everyone needs to be able to demonstrate real savings or service improvements to their staff and customers. – Profile - variable depending on the organisation – Access to the decision-makers – Multiple decision-makers within and across organisations – Conflicting and unaligned priorities – Individual governance and approval processes – Commitment – resource intensive cuts reduce ability and willingness to engage in partnership working – Local leadership – Members and senior managers will provide momentum – The basis of occupation – A sticking point. Talk early about space sharing and the level of financial remuneration A Solution? Corporate Public Sector Landlord A logical extension to the local property forum. Arms length and independent from individual members with responsibility for strategic asset planning and implementation. A joined up, single perspective of how resources are used to drive greater growth across the collective estate. Some advantages: Rationalisation Capital Receipts Regeneration & Growth Operational Efficiencies Single Estates Plan Disposal across partners’ estates (Marriage Value/Release of surplus assets) Removal of complex and multiple management structures Closer relationships with LEP and Economic Growth teams Streamlining Procurement Approvals/Processes A Solution? Corporate Public Sector Landlord ‘?Sovereignty?’ ‘?Self Preservation?’ ‘?Autonomy?’ Federation: A group of states with a central government but independence in internal affairs Some safeguards: Governance Sovereignty Equal representation Robust management Clear accountabilities and responsibilities Shareholders able to exercise their interest No asset transfer Capital receipts flow back to asset owners OPE Stage 2 – 2014/15 The proposed outputs for year 2 of the Programme are, in the main, a continuation of the work from phase 1, but at the same time, build on some of the lessons learnt during the first twelve months of the pilot. The funding and support of the LGA/GPU will be harnessed to maintain and develop the project management function in support of the Warrington Public Sector Property Group. The development of the Group has been one of the key successes of the past twelve months and there is a real appetite amongst its members for continued and enhanced collaboration. There is a need to further develop both the profile of the pilot programme and the governance arrangements. Particular focus and interest has centred on the proposed Bridge Street Hub in Warrington Town Centre and the emergence of a clear timeline to 2018. Discussions revealed a convergence of individual ambitions affecting WBC, Cheshire Constabulary, Ministry of Justice, NHS and DWP (and potentially others). Emerging estates strategies from DWP, Ministry of Justice (Probation) and the wider NHS will inform this further. Some Local Issues Cheshire Constabulary Immediate requirement - Prominent Town Centre location for PCSO touchdown/surgery (24/7). Key Pressure: Charles Stewart House - high rent. Eight years remaining on lease. Property is opposite Arpley House/Court complex, therefore proposed Bridge Street Hub could present a rounded solution. New model of policing - deployment centres, open plan, general access to public sector buildings ('police posts') - Being trialled in Ellesmere Port but intended to roll out to the rest of the country. NHS Key Pressure: Under-occupied LIFT buildings (Renovo) - Garven Place, Orford Park, Child Development Centre, Orford - Drive for occupation via CCG. Proposed Estates Strategy (see later) 14 Some Local Issues Cheshire Fire & Rescue Recent review has led to Increase in number of stations from 25 to 29 but consequences will be the scale of operation at existing stations. Generally, locations are about right but scale will now be an issue. Raises prospect of disposal/part disposal/co-location/relocation. The future: Knight Report - Police/Council/North West* Ministry of Justice Combined Court, Legh Street - Freehold (preferred consolidation location) Three Court sites in town size of Warrington is unusual Magistrates Court, Arpley Street - Not fit for purpose. Link to Police interest in Bridge Street Hub. Probation Service, Friarsgate - L/H. Two separate landlords Priority within MoJ considered to be reform of the Probation Service but lack of clarity. Some Local Issues Homes & Communities Agency Statutory duty to improve the supply and quality of housing in England. As from April 2015 an enhanced land disposal role for Government adding value to surplus public sites to increase housing and economic growth. Arpley House – HCA/CCG Department for Work & Pensions Three Warrington sites - Hilden House, Nolan House and Bridgewater Place, Birchwood. All three sites are provided under the PRIME contact via Trillium and are "core" sites. Contract expires 2018. Ongoing review of the back office function, which is due to report in March. Warrington & Halton Hospitals NHS Foundation Trust Adoption of new estates strategy which has direct implications for their operations in Warrington and specifically the Hospital site. Planned work will focus on the improvement of the clinical offer on the site at the expense of back-office activities. Requirement for good office accommodation for upwards of 180 staff within a reasonable distance of the town centre hospital site. Strategic estates planning • Department of Health is committed to strategic estates planning through CHP and LIFT Companies (in areas covered by LIFT) and NHS Property in other areas • Reciprocal support arrangements between NHS Property and CHP being sibling companies owned by DH • Committed to working in close collaboration with “One Public Estate” and Government Property Unit The Offer • CHP will actively support strategic estates planning across the public estate – prepared to provide resources for this purpose • LIFT Company already engaged in strategic estates planning across Merseyside. Keen to include wider public service in potential Warrington study. A proposal • LSP sponsors work of One Public Estate in Warrington? • Key agencies develop shared strategic plans to: – Promote service integration – Sweat assets to deliver efficiency savings – Support economic regeneration through location of buildings – Anticipate new ways of working and projected headcount – Raise quality and exploit technological opportunity • Capacity modelling by LIFT Company Phase 2 Strategic Estates Plan Strategic Estates Plan Locality Summary Plans Benefits Locality plans providing capacity information allowing commissioners to make informed decisions about the impact of relocation and reorganisation of services. Opportunities identified for change projects to enable efficiencies and rationalisation of estate. NHS has the information and vision to contribute to the broader whole system estate planning with local Authorities, voluntary and private sector.