Guide 00/04

Estate strategies

A guide to good practice

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Contents and Executive Summary.

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Contents

Executive summary

Introduction

Benefits of an estate strategy
Developing the strategy

Self-assessment questions

Process

Determine estate needs to support the objectives
Specification
Consultation on specification
Data collection
Analysis of data
Identify options
Appraise options
Analyse preferred option
Determine affordability
Review
Consultation and final approval

Responsibilities

Role of governing body
Use of working groups
Use of consultants
External partners
Collaboration between institutions

Estate strategy format

Executive summary
Introduction and overview
Strategic objectives
Estate data
Building performance assessment
Future requirements
Problems, opportunities, proposals
Evaluation of options
Preferred options
Implementation
Appendices

Converting an estate strategy into an annual plan

Conclusion

Annexes

Annex A Sample estate strategy
Annex B Measuring practice
Annex C Estate Strategy Advisory Group
Annex D References
Annex E Development frameworks
Annex F Technical estate data

Estate strategies: A guide to good practice

Executive summary

1. An institution’s estate is one of its most valuable assets. It creates the first impression of the organisation, so is a key element in marketing the institution.
2. An estate strategy draws its aims from the institution’s corporate plan, and establishes the estate needs to achieve these aims. It looks at the buildings and facilities available and addresses potential shortfalls in space, surplus space, and unsuitable or inappropriate space. It also considers opportunities for development, rationalisation or reconfiguration of the estate.
3. Developing an estate strategy is an important process. Given that many institutions will be updating or rewriting their strategies in 2000-01, five years after their original strategies were written, it was decided that a revised guide would be appreciated.
4. The key points of this guidance are:
   1. An estate strategy needs to be part of the institution’s corporate strategy, supporting the achievement of its aims and objectives. There should be identified links with the institution’s mission statement and the academic plan.
   2. As a first step, institutions could develop a specification, based on the overall strategy for the institution, setting out what they want the estate strategy to deliver.
   3. There may be an early consultation with staff and students on this specification.
   4. The support and ultimate approval of the governing body are essential; institutions might also wish to communicate with the governing body throughout the process.
   5. The development of the strategy should generally be overseen by a small focused group, with representatives from the academic community, finance, estates and planning. This group will need to communicate with, and gain the support of, the governing body.
   6. The estate strategy will generate a large number of options, but comprehensive appraisal (carried out in line with published guidance) should be focused on three or four realistic options.
   7. The estate strategy should contain a full performance assessment of each building.
   8. The estate strategy should be developed in the context of the institution’s financial strategy (including sensitivity analysis).