Assets Workstream Presentation to West Midlands Property Alliance 5th November

2012

National context Next Comprehensive Spending Review –

there’s more to come This isn’t easy and is rarely the easiest option It’s fundamentally about good

relationships It takes time and requires

trust This needs political and

managerial leadership at all levels of our 3 organisations

The drivers Why are we doing this?. . . .

Value over £30mCommon functions are: Repairs and maintenance Catering Cleaning Capital projects Landlord functions Caretaking Strategic asset management

Size and scope

To identify the benefits of working togetherCreate a resilient service fit to meet future challengesCustomer service improvements

Aims

“By working together we recognise that each authority will be better able to deliver efficiency savings and reduce cost whilst building resilience across our organisations and thus improve the quality of services our customers and quality of life of our citizens experience.”“It is the purpose of this Memorandum of Understanding (MoU) to act as a Statement of Intent which will support the realisation of these benefits”

Memorandum of Understanding

2nd March 2012

Assets & FM Priority - number 1 Repairs and maintenance

Delivering service to schools corporate buildings

Threat – Academy status external providers – tight budgets

Opportunity – understand costs create sub regional partnership

Benefit – Cashable non cashable

Find out how much current service costs to deliver

Compare costs Determine the options for delivery Identify benefits Members choose delivery option (including do

nothing) Implement

Our approach. . . .

We have identified a wide range of benefits and estimated savings be realised over the next two years

Assets & FM (without WCC) £1.1m

Note – This is an overall benefits picture which includes non-cashable savings, as well as some which are already accounted for in existing savings plans – this will need to be refined when establishing budget lines

2012-15

The story of the Assets & FM workstream

We have: Prioritised service areas based upon their potential for collaboration Learnt the importance of aligning policy as part of collaborative

procurement through the asbestos and water hygiene contract Explored the potential for collaboration in Catering and Cleaning

services Successfully extended the Solihull Partnership model for repairs and

maintenance so that it can be offered to other organisations, with N&B starting in 2013

Built individual positions for each authority on the feasibility of joining the Partnership contract

Our next steps are: To explore the potential for a single service for the delivery of

Assets and FM services To bring Portfolio Holders together to review options