Recommendations & Conclusions
12 items
13
Conclusion
29th Report - Condition of Government p…
Not Addressed
Departments are required to prepare Strategic Asset Management Plans (SAMPs) to document their approach to the maintenance of their estates, as well as the management of risks. SAMPs provide an opportunity for departments to consider the totality of their assets and plan how to manage maintenance and disposals in the …
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Departments are required to prepare Strategic Asset Management Plans (SAMPs) to document their approach to the maintenance of their estates, as well as the management of risks. SAMPs provide an opportunity for departments to consider the totality of their assets and plan how to manage maintenance and disposals in the longer term.22
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Government response AI summary
The response refers to the poor condition of some property and the failure to maintain it affecting key public services, but doesn't address the use of Strategic Asset Management Plans (SAMPs).
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HM Treasury
14
Conclusion
29th Report - Condition of Government p…
Not Addressed
While SAMPs are mandatory and of high strategic importance, not all departments prepare comprehensive plans.23 The OGP is asking departments for a more forward–looking approach in their plans, including consideration of future risks.24 The Cabinet Office explained that almost all departments have now either produced a SAMP, or have plans …
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While SAMPs are mandatory and of high strategic importance, not all departments prepare comprehensive plans.23 The OGP is asking departments for a more forward–looking approach in their plans, including consideration of future risks.24 The Cabinet Office explained that almost all departments have now either produced a SAMP, or have plans to produce one.25
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Government response AI summary
The response addresses a different PAC conclusion regarding property conditions, not the conclusion about SAMPs.
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HM Treasury
16
Conclusion
29th Report - Condition of Government p…
Not Addressed
Responsibilities for property management vary across departments. Some manage the property of their ALBs, which includes acquisitions, disposals, maintenance, improvement works and facilities management. Others delegate management responsibilities to their ALBs.28 We questioned the OGP as to how much knowledge it had of ALBs’s property management plans, to which it …
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Responsibilities for property management vary across departments. Some manage the property of their ALBs, which includes acquisitions, disposals, maintenance, improvement works and facilities management. Others delegate management responsibilities to their ALBs.28 We questioned the OGP as to how much knowledge it had of ALBs’s property management plans, to which it responded that departments are responsible for including ALB properties within their own SAMPs. It also stated that it has required some particular ALBs with a focus on property management to prepare separate SAMPs. These include the Government Property Agency, and as of this year, Homes England (previously included within the Ministry of Housing, Communities and Local Government’s SAMP).29
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Government response AI summary
The response addresses a different PAC conclusion regarding departments' property plans, not the conclusion about property management responsibilities.
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HM Treasury
17
Conclusion
29th Report - Condition of Government p…
Not Addressed
We followed up on whether the OGP knows if departments are preparing comprehensive SAMPs that cover ALBs. It assured us that it carried out a review on SAMPs to ensure that they were covering the whole property portfolio. The OGP also noted that SAMPs were on a journey of improvement …
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We followed up on whether the OGP knows if departments are preparing comprehensive SAMPs that cover ALBs. It assured us that it carried out a review on SAMPs to ensure that they were covering the whole property portfolio. The OGP also noted that SAMPs were on a journey of improvement and that the plans submitted to the OGP improve every year.30 28 C&AG’s Report, para 1.10 29 Q 16 30 Q 17 13 2 Funding, skills and oversight Short–term funding
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Government response AI summary
The response addresses a different PAC conclusion regarding departments' property plans, not the conclusion about SAMPs.
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HM Treasury
18
Conclusion
29th Report - Condition of Government p…
Not Addressed
Government organisations operate with annual maintenance budgets. Transferring unspent funds to the following year is often not easy and requires HM Treasury’s permission. Departments respond to annual budgets by planning on a yearly basis. They may split contracts into smaller chunks, rather than longer, better value contracts. This allows departments …
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Government organisations operate with annual maintenance budgets. Transferring unspent funds to the following year is often not easy and requires HM Treasury’s permission. Departments respond to annual budgets by planning on a yearly basis. They may split contracts into smaller chunks, rather than longer, better value contracts. This allows departments to spend allocated funds before the year end, at which point any remaining money would be lost.31 The Cabinet Office noted that there is nothing stopping departments from planning for the longer term.32 Additionally, the NAO report includes the example of HM Revenue and Customs planning over two years for property related projects.33 There are also examples of departments making longer–term asset management plans, such as HM Courts and Tribunals Service’s estates strategy over the next 5 and 10 years.34
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Government response AI summary
The response refers to short-term funding for property maintenance hindering longer-term planning, but doesn't address annual maintenance budgets and the difficulties of transferring unspent funds.
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HM Treasury
19
Conclusion
29th Report - Condition of Government p…
Not Addressed
We challenged the Cabinet Office as to whether this is a good way for government to operate, or whether a longer–term funding settlement would encourage better practice. The Cabinet Office replied that annual budgets are common. It also noted that the Spending Review 2025 will be multi–year. The DIO agreed …
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We challenged the Cabinet Office as to whether this is a good way for government to operate, or whether a longer–term funding settlement would encourage better practice. The Cabinet Office replied that annual budgets are common. It also noted that the Spending Review 2025 will be multi–year. The DIO agreed that managing a building that is expected to last 60 years with yearly spending settlements is very challenging, and that management of infrastructure needs to be long–term. We asked further on whether HM Treasury plans to give greater certainty to departments on maintenance funding, to which Cabinet Office replied that HM Treasury intends to create a 10–year infrastructure strategy, and provide five–year capital funding cycles.35
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Government response AI summary
The response refers to short-term funding for property maintenance hindering longer-term planning, but doesn't address whether a longer-term funding settlement would encourage better practice.
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HM Treasury
20
Conclusion
29th Report - Condition of Government p…
Not Addressed
Departments may reduce their maintenance cost and backlog by disposing of existing properties that they no longer need. However, they may decide not to move because the proceeds from the sale of an old building would 31 C&AG’s Report, para 3.14 32 Q 35 33 C&AG’s Report, para 3.14 34 …
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Departments may reduce their maintenance cost and backlog by disposing of existing properties that they no longer need. However, they may decide not to move because the proceeds from the sale of an old building would 31 C&AG’s Report, para 3.14 32 Q 35 33 C&AG’s Report, para 3.14 34 C&AG’s Report, paras 3.14–3.15 35 Q 33 14 be low and the cost of acquiring a new building high.36 We queried whether departments are sufficiently interested in disposing of old buildings. The Cabinet Office replied that departments want modern buildings, though it also acknowledged that the estate is vast, and a lot will depend on property experts within individual departments.37 The NAO report noted that departments may be culturally attached to older buildings that are more expensive to maintain.38 The Cabinet Office added that it provides guidance and support to departments on disposals, and in written evidence provided after the evidence session, it elaborated on the guidance documents provided to departments.39 We raised in particular the disposal of the land and property that was originally acquired to extend High Speed 2 (HS2).40 The Cabinet Office told us that the approach to property disposals and asset management of these assets is under the auspices of the Department for Transport (DfT) but property experts in Cabinet Office and the OGP regularly engage with departments and ALBs on disposals. OGP officials will specifically ensure High Speed 2 are invited to discuss disposals at OGP’s next regular engagement point with DfT.41 Skills and capacity
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Government response AI summary
The response refers to short-term funding for property maintenance hindering longer-term planning, but doesn't address the disposal of existing properties that departments no longer need.
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HM Treasury
21
Conclusion
29th Report - Condition of Government p…
Not Addressed
There is a shortage of skilled property management professionals across departments. If the perceived value of working in the public sector property profession has declined, or levels of pay are no longer considered attractive, his would be a matter of concern for the long term health of the profession. The …
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There is a shortage of skilled property management professionals across departments. If the perceived value of working in the public sector property profession has declined, or levels of pay are no longer considered attractive, his would be a matter of concern for the long term health of the profession. The NAO reported that the government set the ambitions in its property strategy for 2022 to 2030 to achieve 90% accreditation of property professionals at grade 7 and above by 2030 and to grow and approve early talent programmes. The strategy does not address future skills resilience or how property professionals should be placed across the civil service to ensure all departments are able to strategically manage their assets.42 The Cabinet Office has hit its recruitment targets by recruiting 302 apprentices, 61 graduates and 60 property surveyors by September 2024, and is on track to meet its accreditation rate ambitions.43 The OGP stated that it is providing cross–training programmes for professionals to update their skills, abilities and capabilities, in addition to holding regular forums to share best practice and fill gaps.44 36 C&AG’s Report, paras 3.11–3.12 37 Q 67 38 C&AG’s Report, para 3.12 39 Letter from the Cabinet Office, dated 11 April 2025 40 Q 53 41 Letter from the Cabinet Office, dated 11 April 2025 42 C&AG’s Report, para 4.2 43 Qq 30, 76; C&AG’s Report, Figure 11 44 Q 30 15
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Government response AI summary
The response refers to the skills and capabilities of departments and arm's length bodies to manage their property portfolio effectively but doesn't address the shortage of skilled property management professionals across departments.
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HM Treasury
23
Conclusion
29th Report - Condition of Government p…
Not Addressed
The OGP told us that the Government Property Function has the lowest proportion of females compared to all other functions. We asked the OGP how it plans to recruit and retain more female property professionals. The OGP told us that it has a successful governance group, the Property Leaders Group, …
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The OGP told us that the Government Property Function has the lowest proportion of females compared to all other functions. We asked the OGP how it plans to recruit and retain more female property professionals. The OGP told us that it has a successful governance group, the Property Leaders Group, who promote diversity and inclusion on protected characteristics, including gender. The DIO commented that the executive committee at DIO is 50:50 male to female, but that it is continuing to address these issues.46
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Government response AI summary
The response refers to the skills and capabilities of departments and arm's length bodies to manage their property portfolio effectively, but doesn't address the proportion of females in the Government Property Function.
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HM Treasury
24
Conclusion
29th Report - Condition of Government p…
Not Addressed
We questioned the Cabinet Office about how the planned cost reductions in the Civil Service will impact the number of property professional staff. It explained that there will not be any broad exemptions, including for property professionals, and that the Cabinet Office will look at consultants, contingent labour and cost …
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We questioned the Cabinet Office about how the planned cost reductions in the Civil Service will impact the number of property professional staff. It explained that there will not be any broad exemptions, including for property professionals, and that the Cabinet Office will look at consultants, contingent labour and cost overall, not just the number of civil servants, and adjust to achieve best value for money.47 We further questioned the Cabinet Office and the DIO on whether they can offer the necessary renumeration for these specialist roles. They responded that, although the Civil Service pay framework is often restrictive, many property organisations within government are on separate frameworks that better reflect specialist skills.48 Cabinet Office oversight
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Government response AI summary
The response refers to the skills and capabilities of departments and arm's length bodies to manage their property portfolio effectively and doesn't address planned cost reductions in the Civil Service and their impact on property professional staff.
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HM Treasury
27
Conclusion
29th Report - Condition of Government p…
Responsibilities for property management vary across departments. Some manage their property directly, and others delegate this to ALBs. The Department for Education is not legally responsible for the maintenance of the school estate, though it does provide funding, with other responsible bodies (depending on the type of school) having legal …
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Responsibilities for property management vary across departments. Some manage their property directly, and others delegate this to ALBs. The Department for Education is not legally responsible for the maintenance of the school estate, though it does provide funding, with other responsible bodies (depending on the type of school) having legal responsibility.54 The OGP noted other examples of responsibility being dispersed across departments and ALBs. For instance, NHS Property Services is responsible for primary care buildings, whereas NHS England focuses on secondary care buildings.55
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HM Treasury
28
Conclusion
29th Report - Condition of Government p…
We asked the OGP about ALB’s lack of awareness of the OGP’s guidance, to which it agreed it needed to do more, calling the NAO report a wake–up call to engage more with stakeholders.56 After further challenge on whether it is the responsibility of departments to pass on tools from …
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We asked the OGP about ALB’s lack of awareness of the OGP’s guidance, to which it agreed it needed to do more, calling the NAO report a wake–up call to engage more with stakeholders.56 After further challenge on whether it is the responsibility of departments to pass on tools from the OGP down to their ALBs, the OGP acknowledged that departments should be communicating themselves with ALBs to make them aware of the help that OGP could provide. But OGP also said it would itself be doing more direct communication to provide extra coverage.57 52 Q 1 53 C&AG’s Report, paras 2.12–2.14, Figure 7 54 C&AG’s Report, paras 1.9, 1.11 55 Q 44 56 Q 62 57 Qq 64–65 17
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HM Treasury