22 May 2012
Christian Rogers looks at how integral property can be
to service delivery...
At a very basic level, all councils need property, whether this
is to accommodate the employees that help deliver services, or as
an investment to generate income to support that service. However,
property can have a more important role if used creatively and
strategically.
The location of a council’s
own buildings (and those of partner organisations in the area) can
have a big impact. How they are used can act as a direct catalyst
for regeneration. For example, creating localised neighbourhood
‘hub offices’ for service delivery in strategically chosen areas,
can increase footfall and provide commercial opportunities that can
support future council initiatives.
Utilising community
buildings more effectively as part of a community access strategy
can stimulate and support the involvement of local people in the
delivery of services, which can lead to a reduction in both demand
and the cost of providing council services.
A council’s property estate
can allow for employees to work flexibly, in various locations, so
people are in the right place at the right time to deliver services
which meet customer requirements and expectations. A library can be
so much more than a library and a community centre much more than
that!
Property can also have an
effect on employee morale and efficiency. A modern, quality,
working environment and open office layouts that cater for easy
communication and joined up working are critical in helping achieve
culture change within workforces, as well as improving
motivation.
Councils could also consider
sharing property. This can support service integration between
council departments and other public sector organisations, as well
as underpin a drive towards ‘locality’ working, with properties
located in the best place to meet end-user demand for service
integration.
In all, like any service
portfolio, council properties should reflect the needs of the
community is serves, catering for the maturity of services and the
flexibility of community changes over time, demographics shift and
the methods for accessing services develops.
Christian Rogers
(Christian.rogers@capita.co.uk)
is Public Sector Strategy Director at Capita
Symonds.