Leading the Corporate Property Function whilst recruitment for a permanent or interim
head of service took place.
This included fulfilling the role of the Corporate Property Officer and reporting
into the Director responsible for Support Services (also including HR, ICT, Finance)
as well as direct briefing of Portfolio Holder and other councillors on council property
Council property portfolio of over 600 buildings with a GIA of 1.4m sq m and valued
in excess of £900m. The running costs were approximately £42.7m per annum. Also responsible
for delivery of £60m capital programme for property. Service budget under direct
management of £7m pa.
The was managed as outcome based and customer focused, delivering through partnerships
with both public and private sector providers.
The service delivery model had previously been reviewed and implemented using OGC
Frameworks for property related services including major contracts with provider
of Estates and Professional, Property & Facilities Management and Project Management
and Full Design Team Services. This included the outsourcing of the services and
the TUPE transfer of 80 staff.
Active management of the evolving relationships with the contracted partners was
a significant part of the role during this time.
Continued implementation of the council’s Property Strategy and implementation plan
including the rationalisation of the corporate estate, centralisation of activities
and budgets, and outsourcing to external providers where appropriate.
Identified and achieved efficiency gains and savings (cashable and non-cashable)
as required by Gershon.
· Service leadership – team management, coaching and mentoring; financial, performance
and risk management.
· Optimising the use of resources – Supported supply chain/ category review; demonstrating
value for money for property related works and services; and identified priority
areas for improvements within the services.