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This conference will explore how the principles of Real Estate Partnerships can benefit the corporate sector. Find out how to increase profit by boosting purchasing power through bigger outsourcing operations and the benefits of transferring risk without cutting in-house jobs. You will also gain valuable information from case studies focusing on the property portfolio outsourcing of the BBC and Abbey National.

Other benefits from attending:

· Evaluate practical difficulties of property partnerships

· Interpret models for outsourcing corporate property portfolios

· Establish value versus cost of occupational flexibility

Don’t miss out on the Executive briefing "Outsourcing - The Decision Making Process" 22nd May 2002, provided by Nabarro Nathanson. This half day interactive case study will cover the issues that face both the outsourcing company and the service provider in a corporate property outsourcing transaction; leading to a greater understanding of the partnering approach.

And what's more, this conference will provide you with excellent networking opportunities. So reserve your place today to avoid your competitors gaining the advantage.

Conference programme

8:30 Registration and Coffee

9:00 Chairman's Opening Remarks

Michael Evans

Michael Evans, Chairman of NACORE’s Real Estate Partnership Group, Director, Jonathan Edwards Consulting

9:10 OVERVIEW OF REAL ESTATE PARTNERSHIPS

John Mason

John Mason, Director, Faro

  • Corporate property outsourcing and REPs
  • Attractiveness of transferring property to a third party
  • Current status and potential of the market place
  • Sale and lease back arrangements
  • Financial deal
  • Driving the market forward
  • 9:40 MARKET STATUS AND POTENTIAL

    David Burke

    David Burke, Director, London & Regional Properties

  • Market structure
  • Who are the key players?
  • Deals closed to date
  • Projects under negotiation and consideration
  • Conditions necessary to facilitate market growth
  • UK and overseas potential for REPs
  • 10:20 CASE STUDY: ABBEY NATIONAL

    Larry Hannam

    Larry Hannam, Managing Director, Covista Integrated Business Infrastructure

  • Drivers of change
  • Overview of Abbey National’s property portfolio
  • Aligning the property portfolio to meet business requirements
  • Objectives of a sale and ‘structured’ lease back agreement
  • Execution and implementation
  • Lessons learned

    Implications for the occupier and the market

  • 11:00 Morning Coffee

    11:20 CASE STUDY: THE BBC

    Ian D W Robertson

    Ian D W Robertson, Director of Property, BBC

  • Pioneering a revolutionary approach to the property portfolio
  • Strategic property outsourcing options
  • Criteria for selecting the value for money solution
  • Creating a partnership with the private sector
  • Steering the organisation through the process
  • 12:00 PROPERTY OUTSOURCING

    Stephen Dingle

    Stephen Dingle, Director, NM Rothschild & Sons

  • Change in the outsourcing market
  • One size does not fit all
  • Financial benefits of outsourcing property
  • Practical difficulties of property partnerships
  • Ownership v control

    Property outsourcing undertaken by the BBC

  • Challenges and risks

    The outcome

  • 12:40 Lunch

    14:00 DEAL STRUCTURE

    Robin Priest

    Robin Priest, Chief Executive, Mapeley

  • Corporate objectives
  • Cost objectives
  • Ensuring flexibility of the deal
  • Deal strategies
  • Pricing structures
  • Allocation and structure of risk
  • 14:40 DOCUMENTING THE PROPERTY OUTSOURCING PROCESS

    Professor David Lane

    Professor David Lane, Director, Ocean Systems Laboratory, Heriot-Watt University

  • Legal framework and contractual issues
  • Outsourcing and leaseback contracts
  • Flexible tenancy forms
  • Meeting commercial terms
  • Flexibility
  • Rewarding and penalising performance
  • 15:20 Afternoon Tea

    15:40 A BRAVE NEW WORLD

    Mark Norris

    Mark Norris, New Business Director, Land Securities Trillium

  • Client business and portfolio characteristics which make REPs work
  • Exactly how can a partner create value that is not accessible to the corporate itself?
  • Will a deal be as good in ten years time as it is now?
  • Does it have to be ‘big bang’, or can value be created from just part of a portfolio?
  • Is there a risk to business continuity, having outsourced Real Estate?
  • What is the value versus the cost of occupational and locational flexibility?

    When it comes to property risk transfer to the partner, is this ‘Nirvana’ or just window dressing?

  • 16:20 THE INTEGRATED FUTURE

    Neil Usher

    Neil Usher, Business and Services Development Director, Trammell Crow Savills

  • What do we mean by integrated outsourcing?
  • The new vision of the property life-cycle
  • Global drivers towards integration
  • Principle benefits of integration
  • Risks of integration and how they can be managed
  • An integrated future?
  • 17:00 Chairman's Closing Remarks and Close of Day One

    9:00 Chairman's Opening Remarks

    Colin Hurt

    Colin Hurt, Partner (Property Finance), Wragge & Co.

    9:10 TAKING THE CORPORATE CONCEPT FORWARD

    John Wilson

    John Wilson, Director, Corporate Consulting, CB Hillier Parker

  • Meeting the needs of modern business
  • The corporate view of the PFI principles
  • Improving service delivery, value for money and efficiency
  • Simplifying the procurement process for corporate PFI
  • Carrying the concept forward
  • 9:40 BENEFITS OF REPS

    Trevor C Curtis

    Trevor C Curtis, Project Director, Ballast (Special Projects)

  • Reduction of costs
  • Improvement of services
  • Increased flexibility
  • Do REPs only work for companies with good covenants and large portfolios?
  • Reduction of risk management
  • Economies of scale benefit
  • 10:20 CASE STUDY - BT

    John Pike

    John Pike, Director, Property Partners, BT Affinitis, BT

  • Overview of BT’s property outsourcing project
  • Selecting an outsourcing strategy to achieve company objectives
  • Determining responsibilities of property partner
  • Criteria for selecting the appropriate property partner
  • Lessons learned from contract negotiations
  • Have corporate objectives been realised?
  • 11:00 Morning Coffee

    11:20 COST CONTROL

    Paul Richards

    Paul Richards, Financial Analyst, Healey & Baker

  • The burden of bidding costs
  • Expense incurred by the corporate
  • Typical estate size worth outsourcing
  • Streamlining the process to bring costs down
  • Due diligence – making information available to bidders
  • Making REPs more attractive to the smaller corporate
  • 12:00 EUROPEAN OPPORTUNITIES FOR REPS

    Xavier Hunter

    Xavier Hunter, Partner, Linklaters

  • The scope for REPs in Europe
  • Overview of REPs projects undertaken in Europe
  • Applying REPs principles to outsourcing
  • Difficulties to overcome
  • Using tried and tested methods
  • 12:40 Lunch

    14:00 DIFFERENCE BETWEEN REPS AND PFI

    Patrick Waterfield

    Patrick Waterfield, Business Development Director/PFI Director, Cyril Sweett

  • The drivers behind the public and private sectors
  • Different requirements of REPs and PFI
  • Contract structures
  • Flexibility and change
  • Ownership and operation
  • Investment, management and development
  • 14:40 FINANCING ISSUES

    Jon Morton-Smith

    Jon Morton-Smith, Investment Manager, AXA Investment Managers UK

  • The borrower and the funding structures appropriate for the vehicles in the transaction
  • The contractor and the quality of contract and agreements between the borrowing SPV, the contractor and the facility user
  • The impact of cost of money and loan term
  • The quality of income flow and its ability to sustain over very long periods of time
  • The need for a full security package coupled with ‘flexibility’
  • How to repay and when

    For the future

  • 15:20 Afteroon Tea

    15:40 LEASE AND LEASE BACK

    Timothy Asson

    Timothy Asson, Director, Head of Corporate Real Estate, Nelson Bakewell

  • Evaluating efficiency and flexibility of property in the portfolio
  • Financial drivers for transfer of assets
  • Overview of some of the accounting issues
  • Overview of recent lease and lease back transactions
  • The next stage?
  • 16:20 TRANSFERING THE PRINCIPLES OF PFI TO BENEFIT THE PRIVATE SECTOR

    Paul Byrne

    Paul Byrne, Assistant Director, Operis

  • The PFI principles
  • Improving service delivery, value for money and efficiency
  • Public accommodation PFI projects
  • Meeting the needs of modern business
  • Risk management expertise
  • Simplifying the procurement process for corporate PFI
  • 17:00 Chairman's Closing Remarks and Close of Conference

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    Workshops

    Outsourcing - The Decision Making Process
    Workshop

    Outsourcing - The Decision Making Process

    The Hatton, at etc. venues
    22nd May 2002
    London, United Kingdom

    Outsourcing - The Decision Making Process
    Workshop

    Outsourcing - The Decision Making Process

    The Hatton, at etc. venues
    22nd May 2002
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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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.

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