The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Place Partnership is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | PLACE PARTNERSHIP
Managing Director AndrewPollard
Greenham Control Tower
Regional property asset manager Place Partnership takes pride
in understanding each and every aspect of the property life
cycle, particularly those that are critical to service delivery.
This informed understanding comes from engagement in each
element of what goes into a successful asset management
strategy. Managing Director Andrew Pollard explains how
Place Partnership are developing their services in property
management across the region, enabling their commercial and
public sector clientele to deliver, develop andgrow.
We are a mutual partnership that was created in 2015 by six forward-looking
public authorities and sponsored by the Cabinet Office. These authorities were
aware that they needed to rationalise land and property assets for reasons of
operational efficiency. There was also a need to deliver more, and the partners
wanted to be leaders in supporting the innovative One Public Estate programme,
for which they were pathfinders. The need to fulfil these requirements is what
led to the establishment of our partnership. We were incorporated as a private
limited company and opened for business in September 2015. At our inception,
we were designed to drive efficiency while delivering a better service and create
a more strategic approach based on an understanding of how real estate fits into
organisational service delivery.
At the beginning, we planned to create a joint property partnership, the first of
its kind in the UK. This was seen as being the most efficient way of maximising
value from a combined skillset, incorporating the professional property teams of
the six partnering authorities. The company quickly became a regulated business
»Established in 2015
»Based in the Midlands
»Services: Strategic asset
management, valuation and
estate management, project
and facilities management
»No. of employees: 168
»Assets under management:
23PLACE PARTNERSHIP |
BEST PRACTICE REPRESENTATIVE 2019
- we are regulated by the Royal
Institution of Chartered Surveyors.
As we have gained traction, we have
attracted high-calibre recruits from the
commercial sector and are now truly a
public and commercial hybrid.
Expanding across the real
Because we are owned by the public
sector, we share their ethos, and
any profits are returned to the public
purse. We aim to play our part in
creating inspirational environments
that will provide the best value over
the long term. Therefore, while we
initially focused on place shaping
and place making, we have taken
the experience we have gained and
deliver regionally across the real estate
spectrum, whether in the commercial
or public service space. We have
gained national recognition as the
winner of the Newcomer of the Year
Award at the 2017 Property Awards
and are continuing to expand.
Our range of services covers the full
property life cycle, including strategic
asset management, valuation and
estate management, mechanical and
electrical compliance services, and
facilities management, including 24-
hour cover via a contact centre. We
also work with new builds and small
works projects, from project planning
advice through to the finished scheme.
We place professionalism at the
heart of what we do, and this is
expressed in our values of long-term
thinking, accountability, collaboration
and customer service. These values
are chosen by our staff and run
throughout our company. We are
committed to producing outcomes
that will stand the test of time and to
delivering responsive solutions tailored
to the business plans of our customers.
We have been building social value
within the business since our inception
and we are engaged in developing
local talent through our graduate
programme, which has been running
for three years. We have also been
developing apprenticeships and we
are investing in our people through
structured training and development.
We have been successful in gaining ISO
9001 and ISO 27001 accreditations,
ensuring that we have the standards of
quality that clients wish to see.
Our approach is truly client
focused, underpinned by our deep
understanding of each element of a
building and how this impacts the
client service environment. Since our
establishment, we have been engaged
in a number of important and iconic
projects, some of which are of national
importance. These include:
»Development of a joint police and
fire operations communication
centre at Hindlip Park,
Worcestershire, in 2017. This
combined the requirements of
two police forces and one fire
service in a new 37,000-square
foot building. We performed a
number of roles throughout this
project, from identifying the site
Malvern Hills Science
We aim to play
our part in
that will provide
the best value
over the long
THE PARLIAMENTARY REVIEW
Highlighting best practice
24 | PLACE PARTNERSHIP
and gaining planning consent
through to practical completion
and onward facilities management.
We handled the majority of the
development in-house through
our skilled professional teams
and our understanding of the
»A collaborative building project in
Berkshire. This involved supporting
the six unitary authorities in their
establishment of a One Public Estate
partnership and in a number of
bidding rounds to obtain funding for
place making in the region.
»Completion of the Greenham
Common museum in the iconic
control tower of the former RAF
Greenham Common air base.
Reducing costs, raising capital
In addition to this, we operate at
scale, looking after 1,400 land and
property assets, including commercial
investments, residential and
agricultural land, educational facilities,
and an occupational property portfolio.
Last year, we undertook around
500RedBook valuations, and we
have more registered valuers than any
business in the region outside of the
The innovation that we have pioneered
has led to impressive results. We have
been able to reduce estate operating
costs by a recurring £13 million per
annum. This cost reduction is allied to
capital receipts in excess of £14 million,
all of which is returned to thepartners.
In a recent customer satisfaction
survey, 86 per cent said that they were
satisfied or very satisfied.
Looking to the future, we see
opportunities to expand our
partnership, and we wish to continue
to enable collaboration between the
public and commercial sectors. We
also wish to continue to build a real
estate support and advisory service
for commercial businesses and public
authorities across the region and
beyond. If we manage to achieve these
two goals while maintaining our strong
foundation, I am confident that we can
continue to grow and develop.
that we have
have been able
to reduce estate
by a recurring
£13 million per
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.