Our property assets

Property assets are vital to how we deliver services. We aim to align our land and building assets with our corporate goals and investment strategy.

To do this, we have agreed a corporate property strategy, and an easy guide to the corporate property strategy to help you understand it.

Target operating model

To improve the management of our property assets, we have adopted the target operating model approved in 2010 and being implemented in phases.

We must be clear that our target operating model is one in which the make up of our asset portfolio is a function of corporate strategy and corporate need. The information we hold on each asset must be reliable and must form the basis of planned investment to maintain, improve and reshape the portfolio.

The target operating model, which was approved by Resources Committee in August 2010, is as follows:

  1. All of the property assets owned or occupied by us are considered to be corporate assets. Strategies, policies and key decisions are agreed by our Resources Committee
  2. Members are fully engaged in the development of asset policy and the monitoring of performance against targets. Ward business meetings receive regular reports on asset performance and costs such that local Members are able to influence asset rationalisation in their ward
  3. An Asset Management Board has responsibility for overseeing the development of strategy, setting targets and monitoring delivery of the asset management programme. This Board sits within the governance arrangements for the Corporate Improvement Programme
  4. The responsibility for managing assets is delegated to the Director of Housing and Property acting as the designated Corporate Property Officer
  5. The programme of work is delivered by an Asset Management Team and led by a Corporate Property Asset Manager. The team has a broad remit including elements of estates management and is structured to reinforce links with other property professionals engaged in capital works, property maintenance, sustainability and facilities management
  6. Service Directors engage with the Corporate Property Officer to define their current and future property needs. Each service has nominated a Senior Manager to engage with the Asset Management Team in an “Informed Client” role
  7. Our corporate asset strategy sets performance targets for its assets and the allocation of capital and revenue funds is managed corporately to reflect these targets and priorities
  8. An asset management information system holds relevant, accurate and current information about all assets and the system is integrated with other systems including finance and performance management systems. The information held on the system is accessible to all our services and (with appropriate protection) is shared with the our partners.
  9. A forum exists to promote joint working on asset management by us and our partners. Asset portfolios are mapped to promote asset sharing and joined up working between organisations
  10. Joint working between organisations is sufficiently mature to support the sharing of human and financial resources where facilities are jointly occupied
  11. These is clear alignment between the asset management strategy and the carbon reduction strategy
  12. There is clear integration of the asset management strategy with the other corporate improvement projects particularly mobile and flexible working, information management and customer engagement

Office review - Inverness and Dingwall

We have reviewed our office accommodation in Inverness and Dingwall, in order to work towards achieving benefits such as:

  • Significant reductions in the operating and running costs of the estate
  • Capital receipts generated through property disposals for reinvestment
  • Reduced property risks and liabilities associated with a high maintenance backlog
  • Improved:
    • Building condition and maintenance of retained property assets
    • Asset performance by reducing operating and energy running costs
    • Efficiency of office space use
    • Sustainability and environmental performance of the estate
    • Working environment for staff and customers
    • Service delivery and efficiency through co-location and shared service opportunities
    • Incorporation of business improvement benefits delivered by other corporate improvement projects

The review found that there is an opportunity to significantly rationalise the number of offices we use and to deliver improved office accommodation to staff and customers.

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