Estates across STFC This presentation is to give PPD the opportunity to respond to proposals for the future management of Estates across STFC The proposals come from Debbie Greenfield, the Estates Blueprint Project Manager In the following slides we need to decide if the proposals best meet the needs of PPD Debbie would like feedback by Friday 18 Sep

Blueprint for Estates across STFC Typical Decisions for Estates Allocation of Space – who decides who gets what? Is the estate ‘fit for purpose’ – across all the campuses? Who decides if buildings need to be refurbished, repaired, replaced or removed? Who holds decision making power over the development of the Campuses? Who decides how space is used efficiently – i.e. open plan? Can space be shared – i.e. generic offices, clean rooms and labs? How do STFC ensure that regulations are being complied with? Is home working / video conferencing pro-actively encouraged? Who decides when the electricity supply is upgraded? Who decides how much storage each department can have? Who makes decisions over car parking and other common facilities? Potential environmental impact of its sites – who would be in control of this? Who decides how many tenants are on site, especially if there are major space shortages?

Anticipated Benefits Clearly defined decision making and governance A well defined and consistent approach across all sites Longer-term planning, strategic fit and better link with finance Better use of the estate and resources Maintain agility and enhance ability to prepare scientific bids Realisation Implement the proposed decision making and governance structure Applying it to the whole of STFC Take a more medium to long-term perspective Deliverables and Benefits

Proposed Decision Making and Governance Structure Operations Board Director of Estates New Oversight Committee “The proposed governance structure places the Operations Board, the Director of Estates and the New Oversight Committee in a 3 – way structure designed to introduce joined up working, whilst having responsibility and accountability for decisions” Policies RALDaresburySwindonEdinburgh Overview of Recommendations

1.A new Cross Council Advisory Committee An advisory body reporting to the Director of Estates. Remit to advise on best practice and processes. Advise on STFC wide policies. Ensure applied consistently across the whole of STFC. Advise on the Estate Management Plan, monitor implementation and review progress. Membership - Estates professionals from all sites (including Head of BPG), the Director of Estates, and Establishment Directors (if they exist). Local site issues should be dealt with by local committees (like ABC at RAL) chaired by local Estates manager. Decisions for the long-term benefit of STFC and aligned to the overall strategy and objectives. Make recommendations on strategic estate issues to the Operations Board. 2.Director of Estates A new post or a reconfiguration of an existing post (if considered to be sufficient as a part-time role). This needs to be at the Director level to ensure decisions are made for the long-term interest of STFC. They will need the right resources to be able to deliver agreed plans. They will need to be consulted on all large scientific bids. The interface to the Campus Strategy and Innovations Directorates needs to be clarified. Recommendations

3.Estates Managers Continue with local site based management of estate activities at STFC sites. Implement the Asset Management Plan and agreed policies. Provide an intelligent client role for departments on all estates matters. Identify emerging themes for consideration by the oversight committee. Manage central database and inventory. Ensure compliance with all regulations and statutory requirements. 4.Estates Management Plan Needs to be re-energised and longer-term. It needs to be in line with overall STFC strategy and MUST support the science programme. Forms part of the STFC Asset Management Plan. Proactively address backlog issues and move towards planned preventative maintenance. Needs to be in line with a financial strategy and reflect money actually available with agreed programmes of work. Backed up by financial commitments that are ring-fenced. Take a medium to long-term perspective. Have clear programmes of work. Supported by key information such as usage and energy consumption. Support strategic objectives and ability to win scientific bids.

5.Register of science bids A register of large science bids to log the potential impact on the estate. Include the requirement to consider and log Estates implications into the corporate Project Management system. Register would need to include the probability of each bid being successful in order to assess the potential need for work on the estate. Simple information to ensure this is not onerous on the bid maker. Needs to be the responsibility of the Director of Estates. Needs administrative support. 6.Inventory An inventory of space is needed to help the allocation and sharing of key resources e.g. Labs and clean rooms. Also to gather data required by new Government initiatives and to support decision making. The second phase could then collect information on key scientific equipment. A commercial estates management package would be advantageous (cost <£100k) Needs ongoing administrative support. 7.Administrator Sufficient administrative resource is needed to develop and maintain the new register and database. Recommendations Do we have one for PPD alone?