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Property Asset Management Boards

Delivery of High Performing Property (HPP) will require leadership from the Property Asset Management (PAM) Champion and organisational change. To support the PAM Champion, to ensure integration of business and PAM strategy, and to achieve best practice in Property Asset Management, HPP sets out a requirement for the operation of a PAM Board or an equivalent group.  The Principles for such a board are set out below:

The Principles of a PAM Board

Accountable to - The Executive Management Board through the PAM Champion

Chair - The PAM Champion

Membership
Major business unit representatives. In the case of a Departmental Family PAM Board, representatives are required from the parent department and sponsored bodies with significant property holdings.

IT, HR, Operational/Corporate or Finance Directors and Head of Estates

The consortium service provider in the case of any PFI structure (either as a permanent member or invited for agenda items),

Reports - The PAM Plan should be reported at least annually including:

Role and Responsibilities

HPP - Driving improvement in PAM
Setting and aligning PAM Policy and Strategy
PAM Communication Strategy - Developing and implementing a property asset related communications strategy within the parent department and the family of sponsored bodies
Asset Management - Developing, implementing and signing off property asset management plans within the parent department and the family of sponsored bodies Asset Programmes - Overseeing and managing investment programmes within the parent department and the family of sponsored bodies
Performance review and audit of PAM within the parent department and the family of sponsored bodies
Managing Risk - Managing strategic property asset related risks

Potential outputs from a PAM Board

HPP-Driving Improvement in PAM
Strategies, plans and targets in place to achieve improvements in PAM across the department and its family of sponsored bodies in line with HPP

PAM Policy and Strategy
Wider Cross Government Policies integrated into all departments and sponsored bodies for example Service Transformation and Sustainability.

PAM Policy developed including expectation of use of

  • the Maturity Matrix
  • e-Pims™ and quality data
  • OGC Benchmarking Service, and
  • meeting common minimum standards
  • use of financial and economic appraisal

Where accountability for the estate is delegated, policy requirements are linked to accountability, funding and reporting arrangements.

PAM Communication Strategy
Integrated resource planning for HR, IT, Property and Finance. 

Contribution of property to business delivery is clear in corporate plans and documents.

PAM advice given on property asset implications of policies, plans and programmes

Asset Management
Co-ordinated and collaborative estate procurement
Mechanisms in place to identify opportunities
Reviews initiated for regions, workplace requirements or underutilisation

Asset Programmes
Development of potential schemes resourced, barriers to delivery addressed, and stakeholders identified and engaged.
Co-ordinated Asset Programmes, across the departmental family with explicit investment priorities based on policy.

Expected outcomes

Business cases and projects for co-location, estate rationalisation and better use of workplace that are consistent with asset related policy, strategy and plans.

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