London Centre of Excellence

This guide by 4ps provides local authorities and their partners and stakeholders with a reference to key components needed for successful contract management before and during the life of a PFI/PPP project

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Main objectives of this Guide is to raise awareness of the benefits of POE and to make it accessible to the occupiers, developers and designers by providing practical advice on how they can investigate their own POE studies.

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BCIS (Building Cost Information Service) is the UK's leading provider of cost and price information for construction and property occupancy. It will provide knowledge through Online Services, Publications, Construction and Research and Events.

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This report sets out the office accommodation strategy produced and followed by Cambridgeshire County Council and sets a precedent for other Councils to follow.

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Produced by CBI property group, this guide sets out how to manage your property efficiently to help support a business strategy, facilitate change and enhance the business competitiveness.

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These guidelines cover the issues involved in managing long-term service contracts following contract award. The main areas covered are managing service delivery (formal governance), managing the relationship, contract administration, seeking performance improvements, and managing changes. It aims to help them manage the contract and the relationship to give value for money and improve performance.

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This strategy sets out in detail the contribution ICT makes in the delivery of the Community Strategy and Corporate plan of Camden Council.

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This guide explains how to use the data interchange hub, a new tool to help local authorities. The hub will reduce the burden for local authorities of collecting data and ensure that local authorities have all the information they need to gauge their own performance against a set of national indicators.

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The purpose of this report is to recommend a floor space efficiency standard for office accommodation, comment upon how such a standard could be introduced and suggest how departments and ALBs1 might manage improvements in their space budgets.

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This document sets out the indicators to be collected for the estates management function. The guidance starts by defining the scope of the estates function and goes on to identify key questions which reflect the requirements of a modern, value for money estates management function.

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An evaluation of the development and implementation of corporate capital strategies and asset management plans by local authorities. The report also evaluates the impact of the policies initiative on the efficiency and effectiveness with which authorities manage their property and other capital resources.

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This report looks at partnerships lasting 10 or 15 years designed to deliver services such as council tax collection, IT and property management. It examines why many SSPs have not yet generated all the expected benefits of partnerships with the private sector, such as greater flexibility, economies of scale, innovation and risk and profit sharing.

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Produced by the Employers' Organisation for local government, this publication provides guidance for local authorities embarking on workforce planning for the first time, and for those reviewing their current workforce planning practices. Includes; requirements of a computerised personnel information system and case study examples of workforce planning undertaken by local government.

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This report produced by the OGC focuses on the need for government to pay more attention to its assets and to ensure that its investments provided an effective and efficient rate of return in terms of value for money.

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Produced by Leeds University this report sets out a framework for improving property asset management across the central civil government estate

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This guide, produced by Communities and Local Government, describes the scope and requirements of theregulations applying to non-dwellings on construction, sale or let and provides guidance on how these are applied.

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The IPD Occupiers International Cost Code is used as an industry standard for measuring cost. This code aims to capture the total cost of property occupation which includes occupational, facilities, and management cost.

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This document is the latest version of the local government workforce strategy 2007; updated annually by the LGA, IDEA and LGE. It sets out guidelines from experience of how to make a local government the "place to be and place to work" incorporating organisational development, leadership development, skills development, recruitment and retention and pay and rewards

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This study was commissioned by the London Centre of Excellence to improve understanding of the ways in which shared services are being developed by local authorities, you will be able to explore the benefits and risks and analyse the drivers for and barriers to the development of shared services.

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In organisations almost every decision has an upside and a downside involving some degree of risk. This guidence is aimed at everyone who has ever made an important decision; M_O_R is a robust yet flexible framework that allows organisations to assess risk accurately time and time again.

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MSP is a best practice guide that aims to help your organisation coordinate and plan all projects so that they support each other and are allocated the necessary resources.

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The Office of Government Commerce commissioned Leeds University to provide the baseline understanding of property asset management in central government and to propose a model of excellence. This document provides a "route map" for high performing property.

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The OGC Gateway Process examines programmes and projects at key decision points in their lifecycle. It looks ahead to provide assurance that they can progress successfully to the next stage; the Process is best practice in central civil government, the health sector, local government and Defence. OGC Gateway Reviews are applicable to a wide range of programmes and projects. This guide is a checklist for each Gateway Process.

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This Workbook supports OGC Gateway Review 0: Strategic assessment. The Review investigates the direction and planned outcomes of the programme, together with the progress of its constituent projects. It can be applied to any type of programme, including policy and organisational change. The Review is repeated throughout the life of the programme from start-up to closure; an early OGC Gateway Review 0 is particularly valuable as it helps to confirm that the way forward is achievable, before plans have been finalised.

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This Workbook supports OGC Gateway Review 1: Business justification. This is the first project Review, which investigates the Strategic Business Case and proposed way forward to confirm that the project is achievable and likely to deliver what is required.

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This Workbook supports OGC Gateway Review 2: Delivery strategy. This Review investigates the assumptions in the Outline Business Case and proposed approach for delivering the project. If there is a procurement, the delivery strategy will include details of the sourcing options, proposed procurement route and supporting information. The Review will also check that plans for implementation are in place.

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This Workbook supports OGC Gateway Review 3: Investment decision. This Review investigates the Full Business Case and the governance arrangements for the investment decision to confirm that the project is still required, affordable and achievable.

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This Workbook supports OGC Gateway Review 4: Readiness for service. This Review investigates the organisation's readiness to make the transition from the specification/solution to implementation; where appropriate it will assess the capabilities of delivery partners and service providers. The Review also confirms that ownership of the project is clearly identified after handover to operational services.

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This Workbook supports OGC Gateway Review 5: Operations review and benefits realisation. This Review confirms that the benefits set out in the Business Case are being achieved and that the operational service (or facility) is running smoothly. The Review is repeated throughout the life of the service, with the first Review typically 6-12 months after handover to the new owner and a final Review shortly before the end of a service contract. The Review can also be used on a one-off basis, to check that a project has delivered its intended outputs.

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Defence Estates has recently commenced an innovative partnership with the private sector, using the locked-in value of its estate to deliver new facilities at a core site within a tightly managed programme. Partnerships UK, which cosponsored Defence Estates in the procurement, has produced this summary to help public authorities understand MoDEL and consider whether a similar approach might be appropriate for them

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This document is the outcome of an independent commission, led by Lord Best, into the LGA and its relationships. It reveals the review of the LGAs own performance with the initiative aimed at "raising our game".

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This is the latest version of the project management system. PRINCE® (Projects in Controlled Environments), is a widely used project management method that navigates you through all the essentials for running a successful project. It has now been developed to be a generic best practice tool which is flexible enough to be tailored to your organisation and used successfully for all types of projects.

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Nomad is a centre of excellence for mobile and flexible working in local government. Nomad's aim is to analyse, demonstrate and evaluate the potential benefits and savings that can be made by introducing mobile and flexible working technology solutions.

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Produced by 4ps these notes are to be used in conjunction with general 4ps guidance on improving project management and procurement. They support the Gateway Review process and The Business Case and Project Governance.

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These templates are designed to be used in conjunction with the HFMA’s guide Public Sector Business Cases using the Five Case Model: a Toolkit. The Toolkit provides detailed explanations for each key stage in the business case development process. The Five Case Model is the Office of Government Commerce’s (OGC) recommended standard for the preparation of business cases and is used extensively within central government departments and their agencies.

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This report produced by the UK Green Building Council was commissioned to find out whether similar targets to radically reduce emissions in new homes could be set out in the non-domestic sector.

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This report contains estimates of the annual average occupancy costs (cleaning, utilities and administrative costs) for a range of building types.

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These practice codes are to aid you whether you are buying or selling a freehold property off plan or a lease in a yet to be built development, measurement will be an issue that will form part of the negotiations.

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Produced by a number of editors, drafters and reviewers this report sets out guidelines on strategic asset management for land and buildings for those who are involved with the practice of strategic asset management.

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Produced by HM Government this document reveals a number of different processes that have been tried and tested from SR04 risk efficiency programme

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Produced by Construction Excellence in the built environment this document provides an introduction to the project risk management process and shows how risks can be managed in a more collaborative manner.

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ITIL is the most widely accepted approach to IT service management in the world. Providing a cohesive set of best practice guidance drawn from the public and private sectors across the world, it has recently undergone a major and important refresh project.

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This is the second strategy produced by Southwark's Council. The first strategy was intentionally inward looking. This strategy takes a look outwards. Reviewing what can be done to ensure the modernisation process continues

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Use of resources is an annual assessment, undertaken as part of each council’s external audit. It evaluates how well councils manage and use their financial resources to support their strategic priorities and deliver value for money.

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Produced by 4ps, this guide aims to enhance business competitiveness by providing some key practical insights into how many leading businesses optimise the use, cost and operational value of their properties.

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The Green Book presents the techniques and issues that should be considered when carrying out assessments. The guidance is designed to promote efficient policy development and resource allocationacross government. It emphasises the need to take account of the wider social costs and benefits of proposals, and the need to ensure the proper use of public resources.

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Produced by the government office of national statistics, the RPI is commonly used in private contracts for updating of maintenance payments and housing rents. It can be used to estimate future increases in facilities management costs in new or existing buildings across the London Boroughs.

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From April 2009, Comprehensive Area Assessment (CAA) will replace Comprehensive Performance Assessment (CPA). This marks a significant change to the current assessment regime following the passing of the Local Government and Public Involvement in Health Act (2007). CAA will provide assurance about how well-run local public services are and how effectively they use taxpayers’ money.

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Produced by the Audit Commission this document has been produced to help organisations right across the public sector to understand, compare and demonstrate the value for money performance of their corporate services.

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This book provides an accessible publication that captures and explores current UK government workplace developments and emerging good practice in order to inform, encourage and support wider improvement and innovation, across both the public and private sectors.

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