2.1.1 PENSAMIENTO PRODUCTIVO DE LA GESTALT

The impact of the activities and actions of strategic planning and asset management planning are evidenced through outcomes. If the asset management process is supported by effective property management practices this is likely to result in positive asset management outcomes. Positive asset management outcomes include the efficient and effective use of property assets as well as improved service delivery (DCLG & York Consulting, 2007). Property rationalisation is the management practice that ensures that there is efficient and effective use of property assets. Property rationalisation process involves challenging the need for holding property resulting in decisions to consolidate or dispose of assets. The process results in reduced property operating costs and increased staff efficiency (OGC, 2003). According to DCLG (2010), effective asset management practices can result in improved service delivery. These asset management practices include:

• introduction of new work practices, • increased cross-service working, • increased compliance with legislation, • improved accessibility of services, • co-location and partnership working, • increased usage of services, and

• enhanced sustainability of property holdings

The introduction of new working practices such as flexible working and hot desking, for example, can reduce office space requirements. These working practices mean that staff do not require as much office space as they had been utilising. The practices in effect mean that the efficiency of office space use is increased. The reduction in office space requirements due to increased efficiency can lead to minimisation of operating costs as the requirement to spend so much money meeting office running expenses such as energy costs is reduced. The structure and nature of the well managed property portfolio can be an important factor that can encourage cross-service working. This is essential as local authorities need to operate in a joined up way in order to provide modern and flexible services. Well managed

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properties encourage co-location with partners/ stakeholders thereby providing an effective basis for this partnership working. Collaborative working is essential in meeting the emerging trend of local authorities increasingly working with a wide range of partners and stakeholders in order to deliver services.

Properties that are well looked after are likely to comply with statutes. Statutes could, for example, include Disability Discrimination Act, Health and Safety legislation and Energy performance legislation. Compliance with these pieces of legislations could mean that the property becomes easily accessible by all service users. Service delivery can also be enhanced if a property is suitably located. A suitably located property, just like one that complies with legislation, is easily accessed by service users. Suitably located properties from which services are delivered is a key driver of the accessibility of services to all groups of residents. The ease with which service users access services is important as it helps to realise objectives of equity or social inclusion objective which is important for local authorities. In addition to their location, the quality of the facilities from which services are delivered has a significant impact on the usage of services by residents. Buildings that are rundown and not fit for purpose in relation to the delivery of modern services are unlikely to attract high usage (Audit Commission 2009).

The environmental performance of the property portfolio of local authorities, for example the energy efficiency of buildings, is a significant issue. Buildings that are well managed will perform well environmentally. Buildings that perform well environmentally help to address the wider concerns about climate change and global warming. Efforts by local authorities to improve workspace and accommodation arrangements such as physical condition, location, adequacy of accommodation, will result in improved asset management processes. Improved asset management processes are likely to lead to positively impacting on those using and working in the building. As a consequence, efficiency and effectiveness will improve translating into improved productivity of asset users. The inter-relationship

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between workplace and productivity is, according to Thompson (2008), founded on the premise that a satisfied employee will, through the mechanism of being motivated to act, be more productive. In a research by van der Voordt (2003) it is reported that the physical workplace environment that has appropriate temperature, task lighting, noise levels, air quality, ability to control working environment, good workstation design and properly configured work space such as open plan that fosters communication and interaction is likely to enhance staff satisfaction and well being. Clements-Croome (2000) states that productivity can increase by as much as 15% when workers are satisfied with their environment. The function of a building, therefore, is to ensure that it enables people in it and the processes that take place function as efficiently and effectively as possible. If a building is able, through better design and management, to increase the productivity and wellbeing of staff, visitors and other users, then it is reaping reward for the organisation by increasing the operational efficiency and effectiveness (CIC, 2001). Apart from air, sound and quality the indoor environmental quality is also influenced by the building space also known as spatial quality in terms of size and shape of a property. CIC cite the work by Leaman and Bordass (1998; 2000; 2001) who identified ‚building depth‛ and ‚work groups‛ as the two most important variables that affect spatial quality of a building. The management and maintenance of the spatial quality of the building has a significant impact on the productivity levels of occupants. There is a relationship of 1:5:200 between construction costs; maintenance and running costs; and business operating costs respectively (Evans et al., 1988). The ratio shows that the costs incurred in constructing, maintaining and running the building are insignificant in financial terms compared to the costs of running the business in the building. The challenge therefore is to ensure that the building can be run and maintained so as to enhance operational performance.

Buildings that are well managed will have better quality indoor environment and better quality of the indoor workspace. This results in greater productivity and quality of life which in time ‘will translate into value for building owners, occupiers and investors’ (RICS,

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2008; UK Green Building Council, 2011). It is clear therefore that the functions a building performs and the benefits arising from it as well as the cost of performing such functions are important determinants of value to owners or users. The effective utilisation of accommodation and workspace practices is evidenced by a number of property performance indicators at asset level. The indicators are evidence of efficient and effective use of property and workspace. The indicators according to DCLG and York Consulting (2008) include:

 property being in the right physical condition;

 property is fit for purpose;

 property is accessible; and

 property is not expensive to operate and maintain.

Evidence of reduction in the level of required maintenance as a result of properties being in good condition is an important indicator for local authorities. According to Audit Commission (2009), the level of required maintenance is a major issue for many local authorities. This is generally not an issue that can be addressed solely through increased expenditure on repair and maintenance, but requires a significant change in the structure and scale of the property portfolio. Furthermore, assets that are well managed will have reduced annual revenue costs. This is significant as operating cost reduction is a central element of achieving a more efficient use of property assets. Reduction in the annual operating costs of the property portfolio include, for example reduced management costs, energy costs, water costs, and sewerage costs. In addition, well managed properties are likely to be of sufficient capacity or size to meet current and any future demand as well as be fit for purpose.