At a Glance…
In response to growing demands for efficiency, strategic alignment, and financial resilience, Nottingham City Council (NCC) initiated a review of its property management approach. This culminated in the decision to adopt a Corporate Landlord (CL) model; an integrated framework aimed at centralising responsibility for the Council’s property portfolio and supporting more informed, coordinated decision-making.
The CL model had been agreed upon in principle, necessitating a business case to outline its operation within NCC. This business case would provide details on the proposed structures, assets in scope, roles and responsibilities, benefits, budget transfers, and additional resources required to ensure the successful implementation of the CL model.
The Challenge
NCC faced challenges in three key areas: organisational, operational and financial.
Our Approach & Delivery
Services and Assets: We drafted and finalised lists of services and assets for inclusion in the CL model, incorporating stakeholder feedback and confirming these with the NCC Property team before including them in the Business Case.
Roles and Responsibilities: Current responsibility splits across property areas were revised, mapped onto a new functional structure, and confirmed with NCC. Job title and description reviews informed potential staff transfers, and a Service Level Agreement (SLA) was drafted to define expectations.
Budgets: We reviewed council-wide budgets, identified savings targets, and determined budgets for transfer based on historic data. Timelines for budget transfer and management responsibilities were established, ensuring alignment with financial goals.
Strategic Asset Management: Existing processes were evaluated, gaps were addressed, and a Strategic Asset Management framework was developed and integrated into the SLA to align roles and expectations.
Governance: The property governance model was updated, including a revised structure, draft Terms of Reference, and KPls to monitor the CL model’s performance.
Systems: Property-related systems were reviewed, leading to the selection of a preferred system with detailed costings and implementation plans.
Implementation: We supported HR with job evaluations, facilitated a smooth transition to the new structure, and ensured budget alignment, finalising procedures and updating the SLA to reflect the new model.
Outcomes Achieved
Our project delivered several key outcomes, starting with the development of a comprehensive business case for the CL model. This business case provided a detailed roadmap for implementing the CL model, covering services and assets in scope, financial implications, and strategic benefits.
We designed a new operational structure for the property teams, aligning roles and responsibilities with the CL model to improve coordination, efficiency, and accountability.
This structure addressed resourcing issues and supported better service delivery, positioning the teams to meet the Council’s needs effectively. Additionally, we drafted a series of policy documents and SLAs. These documents clarified roles and expectations, ensuring compliance with statutory requirements and best practices while setting clear performance standards for various departments.
These outcomes collectively enhanced the Council’s property management capabilities, delivering improved service standards, better value for money, and a robust governance framework.
