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Attend this industry specific forum to:
Gain an overview of recent developments
Consider the benefits and limitations to transferring a property portfolio
Discover the potential for cash injections
Establish how to set an appropriate strategy
Evaluate what has been learnt so far

Including valuable contributions from:
Ian D W Robertson, Director of Property, BBC
Mike Smith, Senior Director, Corporate Banking, Royal Bank of Scotland
Tony Chapman, Head of Property Services, Peterborough City Council
Richard Reed, Group Property Director, Fujitsu Services
Robin Priest, Deputy Chairman, Mapeley
Derek Gorman, Managing Director, Chesterton Strategic Services
John Cormie, Managing Director, Covista Integrated Business Infrastructure
Ralph Wood, Director of Fund Management, AXA Real Estate Investment Managers

“Facilities management is certainly a very healthy market – a massive market – and one which is not yet mature”
Bill Latto 2002

Conference programme

9:00 Registration and Coffee

9:30 Chairman's Opening Remarks

Michael Evans

Michael Evans, Director, Jonathan Edwards Consulting

9:40 PROPERTY OUTSOURCING – THE REALITY

John Wilson

John Wilson, Director, Corporate Investment Consulting, CB Hillier Parker

  • Creating flexibility within the portfolio
  • The financial considerations
  • Overview of recent examples
  • Securing an income stream
  • Calculating the costs – how beneficial is it?
  • Where the opportunities lie
  • 10:20 REPS – ISSUES YET TO BE RESOLVED

    Michael De Styrcea

    Michael De Styrcea, Director, Chesterton Strategic Services

  • One size does not fit all
  • In-built interia
  • Long-term value for money or short-term expedience?
  • Property and FM integration
  • Lack of suppliers?
  • New standards of service or good sales spin?
  • 11:00 Morning Coffee

    11:20 PROPERTY DEVELOPMENTS

  • Key drivers
  • Case studies
  • Risk management
  • Controlling and managing the process
  • Future trends
  • Mary Bonar

    Mary Bonar, Partner, Nabarro Nathanson

    Grahum Lust

    Grahum Lust, Partner, Nabarro Nathanson

    12:00 MOVING ON FROM PFI

    Paul Byrne

    Paul Byrne, Assistant Director, Operis

  • Outlining the different requirements
  • What are the similarities?
  • What can be learnt from PFI operations
  • Where the precedents have been set
  • Creating flexibility
  • Future investments and developments with real estate partnerships
  • 12:40 Lunch

    14:00 THE BBC PROPERTY PARTNERSHIP

    Ian D W Robertson

    Ian D W Robertson, Director of Property, BBC

  • Completing the deal
  • Go live
  • Staff transfer, training, induction
  • An effective client unit
  • Making it work

    Expanding the scope

  • Lessons learned
  • 14:40 CASE STUDY – PETERBOROUGH CITY COUNCIL

    Tony Chapman

    Tony Chapman, Head of Property Services, Peterborough City Council

  • Corporate property outsourcing
  • Accessing the market structure
  • Considering the different methods
  • What is happening and where
  • Likely developments for the future
  • Moving forward with outsourcing
  • 15:20 CASE STUDY

    Richard Reed

    Richard Reed, Group Property Director, Fujitsu Services

  • Outsourcing FM and PAM
  • Commercial considerations
  • Key points to remember
  • Outsourcing the portfolio
  • Difficulties with a leasehold portfolio
  • Experience with the property world
  • 16:00 Chairman’s Closing Remarks followed by Afternoon Tea.
    Close of Day One

    9:00 Re-registration and Coffee

    9:30 Chairman's Opening Remarks

    Iain Morpeth

    Iain Morpeth, Partner, Clifford Chance

    9:40 MAKING OUTSOURCING PAY

  • The scope for commercial property outsourcing
  • What is meant by an integrated partnership
  • How to achieve integration
  • Outlining the benefits
  • What level of involvement is the ideal?
  • Forward thinking
  • Hugh Bruce-Watt

    Hugh Bruce-Watt, Real Estate Partner, Masons

    Catherine Vickers

    Catherine Vickers, Capital Projects Partner, Masons

    10:20 CHOOSING PARTNERS

    Stephen Dance

    Stephen Dance, Director, PTZ Pieda Consulting

  • Running a competition
  • How bidders respond
  • Dealing with the people issues
  • Asking the key questions
  • Managing the interface
  • 11:00 Morning Coffee

    11:20 DEAL STRUCTURE

    Robin Priest

    Robin Priest, Deputy Chairman, Mapeley

  • The key drivers in the structure of contracts
  • Assessing the objectives
  • Creating flexibility and efficiency
  • Deal strategies
  • The transferring and allocation of risk
  • Where the pitfalls occur
  • 12:00 MAXIMISING THE VALUE FROM THE FINANCING STRUCTURE

    Mike Smith

    Mike Smith, Senior Director, Corporate Banking, Royal Bank of Scotland

  • Sources of finance
  • Approaches to senior debt
  • Lenders’ requirements and risk appetite
  • Structuring the funding
  • Building in flexibility
  • Refinancing
  • 12:40 Lunch

    14:00 THE POTENTIAL TO RELEASE CAPITAL

    Ralph Wood

    Ralph Wood, Director of Fund Management, AXA Real Estate Investment Managers

  • The evolving corporate landscape
  • Why outsource your property?
  • Core business activities vs real estate specialisation
  • The potential for cash injections
  • Evaluation of risks/ financial benefits
  • Some options and case studies
  • 14:40 MANAGING AN OUTSORCED PROPERTY

    Rob Oldham

    Rob Oldham, Partner - Real Estate, Hospitality and Construction, Ernst & Young

  • Assessing the players
  • The processes and technology needed
  • Setting an appropriate strategy
  • Monitoring the performance
  • Key factors of success
  • What is in the future?
  • 15:20 Afternoon Tea

    15:20 CASE STUDY – ABBEY NATIONAL

    John Cormie

    John Cormie, Corporate Development Director, Covista Integrated Business Infrastructure

  • Market dynamics and business drivers
  • How do corporates benefit? – the Abbey National experience
  • What are the challenges?
  • Balancing flexibility with long term partnerships
  • What has been learnt so far?
  • The way forward
  • 16:00 Chairman's Closing Remarks followed by Afternoon Tea.
    Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

    CPD Certificates

    We can provide a certificate for all our accredited events. To request a CPD certificate for a conference , workshop, master classes you have attended please email events@smi-online.co.uk

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