Source · Select Committees · Public Accounts Committee
Recommendation 13
13
Acknowledged
Diverse and locally managed overseas estate requires a flexible, centrally-owned strategy for optimal asset use.
Conclusion
FCDO’s overseas estate is diverse, including not just offices and residences but also churches, schools, cemeteries and amenities for staff.33 The overseas estate must also adapt to a wide variety of conditions, including different local laws and requirements, the presence of locally skilled labour and access to material supplies. Consequently, FCDO’s delivery models for day-to-day management of its overseas estate vary across its posts: 84% have responsibility for maintaining their own estate. This is done through in-house teams or local contractors with support provided from FCDO’s central estate function, ESND, in Whitehall. The remainder are managed through two regional facilities management contracts in Europe and Asia.34 FCDO told us it wants to develop a centrally owned but locally flexible strategy that allows it to make the best use of its assets.35
Government Response Summary
FCDO’s overseas posts are responsible for managing their own operations, including their estates, with support from the Estates, Security and Network Directorate (ESND).
Government Response
Acknowledged
HM Government
Acknowledged
As a result, FCDO’s estates maintenance approach varies between posts: 84% of posts either have their own in-house estate teams or outsource locally, with the remaining 16% (in Europe and Asia) maintained through regional facilities management contracts.5 FCDO’s overseas posts are responsible for managing their own operations, including their estates. Within FCDO, the Estates, Security and Network Directorate (ESND) supports posts to manage their estate by setting corporate standards, providing guidance and providing technical assistance.6