By Grace DonnellyWhat are the key themes you’ll be covering in your ‘The drivers & challenges for government departments. How can the private sector help?’ presentation?
Central government controls a vast estate in the UK – estimated as 160 million m2 GIA. Unfortunately, in many areas we have seen decades of underinvestment that has led to poor condition, raising maintenance costs, and challenges in delivering the services the public needs.
Whether in hospitals, prisons, schools or military facilities, central government departments want to address these challenges. There are good people on the case, but finances are tight – the tightest I have seen. Departments will need to work differently.
The private sector should be aware that efficiency is required more than ever. Government departments will need to husband the assets they hold effectively optimising utilisation and carefully targeting investment in upgrades. Where funding is available to build new, design and construction will not only need to deliver good value in themselves, but also to set the conditions for efficient whole life management.
Can you share a bit about your background and career? What unique insights or perspectives do you bring to this topic?
I have enjoyed over 30 years working in the public sector with posts in the Ministry of Defence, HMRC and the Cabinet Office. In the Army, I led the in-house infrastructure project management consultancy and later was head of the British Army’s worldwide estate. I also ran the HMRC estate significantly reshaping it and most recently was the first full-time CEO of the Government Property Agency.
My experience spans strategy, design, construction, fit out, handover and operations – and some measure of politics. I have learnt the value of strategic asset management and seen how this depends on good quality data. I am a strong advocate of ‘right to left’ thinking. We should understand the outcomes that we want and the decisions that we will need to take through the whole life of an asset. Understanding these decisions leads us to the data we need in operations, and working back from right to left, this should shape how we approach design and construction.
In your opinion, what are the key trends shaping the built environment?
Firstly, a recognition that we cannot build our way to better infrastructure. 80% of the buildings in use today will still be in use in 2050. Asset owners are increasingly aware that the strategy of ‘use and replace’ is being supplanted by ‘use, renovate and reuse’.
Secondly, a drive for improved efficiency means better data. But not just data for data’s sake. Specifically, the right open, interoperable, and secure data that will help us make better and faster decisions to deliver the whole life outcomes we need.
Thirdly, I hope that we are beginning to see a trend towards better collaboration between asset owners and the property, construction and facilities management industries. There is an opportunity for all parties to work together to deliver better whole life outcomes at reduced cost.
What key takeaways or actionable points do you hope attendees will take away from your session?
I hope that having listened to the panel, attendees might reflect on the opportunities for the private sector:
- Design and construction are not an end in themselves, but a first step in the long life of an asset.
- Common data standards should start in asset management and operations and inform project handover, construction, design and building system supply.
- We need the right data at the right time to reduce whole life costs and to speed up construction and handover.
‘The drivers & challenges for government departments. How can the private sector help?‘ will explore key and emerging themes for Government departments, how their asset and estates teams are responding, and what you as suppliers can do to win work and support the Government to deliver a transformed, shared, sustainable and value for money government estate supporting civil servants to work productively in across the United Kingdom .