Estate Strategy
COPFS: ES1(30JAN17)
Contents
Page
Executive Summary
3
1. Introduction
5
2. The Existing Estate
6
3. Estate Vision, Strategic Priorities and Objectives
11
4. How we will deliver
16
Appendices
Appendix A: Office locations
28
Appendix B: Property schedule
29
Appendix C: Valuations
30
Appendix D : Utilisation
31
Appendix E: Running costs
32
2
COPFS: ES1(30JAN17)
Executive Summary
Estate Strategy 2016-2026
This strategy sets out the Crown Office and Procurator Fiscal Services (COPFS)
approach to how we will maintain and develop our estate over the coming ten years
to ensure that we provide an efficient, safe and fit for purpose estate for use by our
staff and the public.
A key requirement of the strategy is to deliver an estate in a configuration, and at a
cost, that ensures we focus available funding on People (numbers of staff) rather
than Places (challenging our traditional approach to the use of space and the
number of locations from which we operate). The strategy is not standalone and
relies on delivery of other strategies – financial, digital and workforce planning.
The focus of all subsequent delivery plans will be to seek a reduction in our estates
running costs of up to 20% (circa £1m-£2m) to support the funds available for
resources involved in the preparation and prosecution of cases.
In determining the size and shape of the Estate the strategic priorities are as follows:





Right Place: we aim to have buildings located in the right place to support an
efficient and effective service whilst providing reasonable access to justice
across Scotland.
Right Size: we aim to have an estate which is the right size, with sufficient
flexibility to efficiently and effectively work alongside criminal justice partners
Right Configuration: we aim to provide good quality buildings, with sufficient
functionality and flexibility, to support the effective operation and delivery of
the business, wellbeing of staff and to meet the diverse needs of our
customers.
Right Condition: we aim to provide and maintain a sustainable estate in the
right condition to support the effective operation and delivery of business and
to minimise the potential for any disruption to that business.
Right Price: we aim to deliver services and investments which are value for
money, at the right time and right quality
Delivery of this strategy will involve change in terms of:




the number of locations we maintain
how we maximise the use of available space
improving energy management and consumption
adopting space standards used widely across the Public Sector (including
with Scottish Government)
reducing storage requirements particularly in relation to paper and
productions.
3
COPFS: ES1(30JAN17)
To support delivery a number of key principles have been agreed by the Executive
Board these include:








the principle of a reducing estate is accepted for the life of this strategy
the principle of not renewing private sector leases is accepted for the life of
this strategy and is a key SG principle (subject to suitable public sector
accommodation being available).
in the context of rationalisation of the built estate – where COPFS provide
services from within a court, it shall be a minimum locational principle that
COPFS retain a visual presence in Sheriff Courts – and not a necessity
that an actual COPFS office need be retained at all sites. In effect, that
presence need not be a building or a room necessarily as long as an
erected sign is present.
building on our strategy to increase digital processing and the use of iPads
in court, office locations will be based on service provision and support for
court prosecution rather than the need for local records and files.
the principle of one desk/workstation only per person at their designated
base is established – all staff are to operate from hot desks at other offices
when visiting
the principle of minimisation of storage through business implementation of
records management policy, electronic scanning, file reviews and adequate
storage systems, both within and out with offices is established.
the full and effective implementation of the existing Clear Desk Policy is an
essential component to the secure rationalisation of the estate, primarily in
minimising security risks
the minimisation of productions and related storage is key to the future
rationalisation of the estate and is an established principle of the COPFS
estate strategy.
4
COPFS: ES1(30JAN17)
1. Introduction
This strategy sets out the Crown Office and Procurator Fiscal Services
(COPFS) approach to how we will maintain and develop our estate over the
coming ten years by providing an efficient and fit for purpose estate.
In recent years the COPFS estate and its management has undergone
considerable physical and operational change and as a result delivered very
significant benefits. These include substantial savings in terms of staff and
running costs, improved statutory and health and safety compliance, improved
services in relation to accommodation issues e.g. call handling, customer
response, life cycle management and FM service delivery.
We established a “Shared Service Agreement” with Scottish Courts and
Tribunal Services (SCTS) in 2011 which provides a contractual framework for
the management of the COPFS estate in partnership with SCTS, including
through a Facility Management contract. This arrangement reflects the close
links between both organisations in terms of their estate and has contributed
significantly to the efficiencies and benefits noted above. As a result the
Agreement was renewed by both COPFS and SCTS on an open ended basis
in 2014.
The needs of Scotland’s justice system are continually developing and like
other organisations COPFS also needs to live within restrained budgets. In
order to meet these demands COPFS will continue to work with other parts of
the criminal justice system to develop ever more productive working
arrangements including implementing appropriate organisational change
within COPFS to best meet these demands and our objectives. These
changes and the drive for efficiencies will mean different estate requirements
and the footprint of the estate will also alter.
We have ensured that our approach to change and investment is underpinned
by a strong understanding of current and future business need. It is
recognised that some emerging changes in the justice system are ongoing and
the implications to the COPFS estate is not fully defined. We will maintain
close ongoing consultation with our partners and stakeholders to ensure our
estate strategy and investment decisions are fully aligned.
This estate strategy recognises COPFS objectives, the changing operational
and financial environment within which COPFS operates and the opportunities
and challenges likely to develop over the coming years in relation to the
estate. The strategy also sets out the priorities and high level plans for
COPFS estate in the period 2016 – 2026.
5
COPFS: ES1(30JAN17)
2. The Existing Estate
Location, Extent and Tenure
As of June 2016 COPFS operates from 51 properties across Scotland. The
location of these offices is shown in Appendix A. The properties are held on a
variety of tenures summarised below:
Tenure
No of
properties
% of total
(by Nos.)
Total Area
(NIA)* (m 2)
% of total
(by area)
Staff No.
(FTE) **
% of total
(by staff)
Owned
8
16%
6,801
23%
344
22%
Leased
18
35%
16,098
56%
863
55%
Embedded ***
25
49%
6,034
21%
355
23%
Total
51
100%
28,933
100%
1,562
100%
*
**
***
NIA is Net Internal Area
FTE is Full Time Equivalent
Embedded properties are where COPFS is located in a court owned and managed by
SCTS. No formal lease is in place.
A full schedule of the properties in the estate is provided in Appendix B. Of
the eight owned properties it is noteworthy that one property (25 Chambers
Street, Edinburgh) accounts for 36% of total NIA (8.4% of the NIA of the total
estate).
Of the 18 properties in the leased estate, the Ballater Street property in
Glasgow accounts for 32% of the leased estate by area (18% of the NIA of the
total estate). With regard to the 25 embedded offices, Edinburgh Sheriff Court
accounts for 48% of the NIA of all embedded properties (10% of the NIA of the
total estate.)
These three properties (25 Chambers Street, Ballater Street and Edinburgh
Sheriff Court) therefore account for 36% of the NIA of the full COPFS estate.
These three offices also accommodate 45% of all FTE’s within COPFS.
The above table shows the total NIA of the COPFS estate as 28,933m 2.
The nature of services provided by COPFS means that the vast majority of the
estate is standard office accommodation of various types, ages and
configurations. Data centres are located at Legal House in Glasgow and at 25
Chambers Street, Edinburgh. These data centres suffer from significant
challenges in terms of the building fabric and infrastructures inability to provide
fit for purpose accommodation. COPFS are currently undertaking an option
study relating to the data centres.
6
COPFS: ES1(30JAN17)
Within the ten year period of this estate strategy, all but one of the 18 leased
properties (10 Ballater Street, Glasgow) have a lease break / end date.
Valuation
The owned estate was last valued in March 2016 with the resultant market
valuation of these properties being £6,720,000. A table showing these
valuations is enclosed at Appendix C. One property, being the Crown Office
at 25 Chambers Street, Edinburgh was valued at £4,500,000 and therefore
accounts for 67% of the value of the entire owned estate.
Utilisation
As part of the development of this estate strategy COPFS have reviewed the
utilisation of the existing estate based upon the NIA and FTE staff numbers.
The summary outcome is shown in the table below for the different property
tenures, with the full details showing each property enclosed at Appendix D.
Tenure
Average Utilisation m 2
per FTE
Owned
20
Leased
19
Embedded
17
Overall Total
18.52
It can be seen from Appendix D that there is very significant variation across
individual properties. The above measure does not split out or distinguish
different functions such as the data centres, production stores or training
centre. Similarly it does not reflect that within the embedded properties, there
are seven with no FTE on site. It can also be seen that on this basis nearly all
properties are significantly above the current public sector workplace standard
target of 8m2 per FTE for new or refurbished offices.
In order to provide a more appropriate comparison of the efficiency of occupied
office space, we have adjusted the total area to remove specialist spaces such
as the data centre, training facility and production stores. We have also
omitted the seven embedded offices which are not permanently occupied.
This results in an average utilisation of 17.28 m 2 per FTE. Details of these
adjustments are shown within the table at Appendix D.
There is currently no verifiable data on the occupancy patterns of the
embedded properties where 0 FTE’s are indicated in Appendix D. It is
proposed that this information is gathered to give us a better understanding of
utilisation.
7
COPFS: ES1(30JAN17)
Condition
An independent survey of the COPFS estate was completed in 2013 and this
estimated the backlog maintenance of £3.9 million over a ten year period for
the owned and leased estate.
Since the survey was carried out, investment has been focused on the high
priority compliance works and at 31 March 2015 all Category D and DX works
were completed. There were no EX works.
The condition of the existing estate and associated backlog maintenance is set
out below based upon the following definitions:
Category
Description

Excellent / As new condition (generally less than two years old)

Expected to perform as intended over its expected useful service life

Satisfactory / Acceptable condition with evidence of only minor deterioration

Element / sub element is operational and performing as intended

Remaining life greater than five years

Fair condition but with evidence of deterioration

Element / sub element remains operational but will need major repair or
replacement within ten years

Poor / unacceptable / unsafe condition

Non-operation or about to fail

Has reached the end of its useful life
DX

Lack of compliance with current legislation
EX

Lack of compliance with current legislation, unsafe and / or likely to cause
accident or serious loss of service.
A
B
C
D
8
COPFS: ES1(30JAN17)
Ten Year Maintenance Obligation – Building Summary by Category
Year
Total Cost (£)
A
B
C
D
DX
EX
2013
227,000
0
0
139,000
80,500
7,500
0
2014
305,500
0
500
305,000
0
0
0
2015
322,500
0
1,500
321,000
0
0
0
2016
740,000
0
2,000
738,000
0
0
0
2017
301,000
0
11,000
290,000
0
0
0
2018
102,500
0
40,000
62,500
0
0
0
2019
430,000
0
430,000
0
0
0
0
2020
305,000
0
305,000
0
0
0
0
2021
623,000
0
607,000
16,500
0
0
0
2022
457,500
0
457,000
0
0
0
0
2023
116,000
0
116,000
0
0
0
0
3,930,000
0
1,970,000
1,872,000
80,500
7,500
0
Totals
Based on the estate at the time of the condition survey in 2013, it can be seen
that the vast majority of repairs fall into category B or C. In addition of the
total anticipated cost of £3,930,000, approximately £1,697,500 (43%) related
to ‘Owned’ properties whilst £2,233,000 (57%) related to the ‘Leased’ estate.
Liabilities in relation to the embedded estate are out with these figures. We
are currently in the process of undertaking an updated condition survey of the
estate in conjunction with SCTS and this information will be used to help
inform the decision making process in relation to specific properties.
Occupancy Costs
Detailed information on the existing estate running costs at 2014/15 is set out
in Appendix E and are summarised below:
Tenure
(NIA)
(m 2)
FTE
(No)
Annual total
Costs (£)
Annual Cost
per m 2 (£)
Annual Cost
per FTE (£)
Owned
6801
344
1,319,006
194
3,839
Leased
16,098
863
6,359,826.
395
7,366
Embedded
6,034
355
2,966,348
492
8,350
Total
28,933
1,562
10,645,180
368
6,814
9
COPFS: ES1(30JAN17)
Of the eight owned properties, 25 Chambers Street Edinburgh accounts for
50% of the total cost. In the leased estate, Ballater Street Glasgow accounts
for 43% of total costs. Within the embedded estate Edinburgh Sheriff Court
has 54% of the total running costs. Together these three properties account
for 47% of the estates total running costs.
Key Risks
Significant changes, improvements and efficiencies have been achieved in the
existing estate in recent years as the portfolio has evolved to meet changing
service requirements and the Shared Services Agreement has been
implemented. Looking ahead to the ongoing evolution of the model for service
delivery within the justice system, it is recognised that a range of risks exist
which will need to be addressed if the estate is to continue to provide fit for
purpose facilities. Key risk and impacts can be summarised as:

failure to address significant backlog maintenance requirements impacts
upon service delivery, efficiency and reputation

failure to coordinate adequately with justice partners on evolving delivery
model impacts on ability to optimise efficiency within COPFS estate

lack of funding to address priorities, impacts on service delivery and
efficiency

failure to implement “Continuous Improvement Programme” in a manner
/ timescale that facilitates the estate strategy particularly with regards to
staff reduction and technology initiatives

key initiatives by SCTS delayed impacting on COPFS estate strategy
e.g. Jury / Justice Centre development.
10
COPFS: ES1(30JAN17)
3. Estate Vision, Strategic Priorities and Objectives
Estate Vision
As set out in the COPFS Strategic Plan 2015 – 2018 the purpose of COPFS is
“securing justice for the people of Scotland” through three guiding principles:

improving quality – including in processes and competencies

optimising efficiency – including in structures, capability, skills and
standards

delivering efficiency – in processes, IT systems, estate.
In addition COPFS have identified five enablers to assist focus on the
implementation of this strategic plan. These are:

People – ensure staff have appropriate knowledge and capability to
deliver high quality cost efficient service

Digital – deliver and support efficient, resilient, innovative and secure IT
systems

Improvement – systems and processes that are fit for purpose meeting
expectation of all stakeholders

Collaborative working – Effective partnership working with stakeholders

Finance – ensure funding is distributed appropriately and continually
demonstrates value for money.
There are a range of initiatives currently in place as COPFS drives forward on
its strategic business objectives. It is important that this estate strategy is
guided by and coordinated with the corporate strategy. This key linkage is
illustrated on the attached diagram and it is recognised that this estate
strategy will be kept under regular review to ensure it remains fully aligned
within the corporate vision priorities and objectives.
The pace of change within COPFS has increased considerably over the past
year with the initiation of the ‘Shaping for the Future’ programme which is
designed to identify and implement a restructure of the COPFS business units
from Federation into units that will operate on a functional basis.
The overriding vision for the COPFS estate is to provide an estate that is fit for
purpose to support this new structure and the associated corporate obje ctives.
a. Strategic Priorities:
Underpinning the estate vision are five strategic priorities for the estate
which are set out below:

Right Place: we aim to have buildings located in the right place to
support an efficient and effective service whilst providing
reasonable access to justice across Scotland.
11
COPFS: ES1(30JAN17)

Right Size: we aim to have an estate which is the right size, with
sufficient flexibility to efficiently and effectively work alongside
criminal justice partners

Right Configuration: we aim to provide good quality buildings,
with sufficient functionality and flexibility, to support the effective
operation and delivery of the business, wellbeing of staff and to
meet the diverse needs of our customers.

Right Condition: we aim to provide and maintain a sustainable
estate in the right condition to support the effective operation and
delivery of business and to minimise the potential for any
disruption to that business.

Right Price: we aim to deliver services and investments which
are value for money, at the right time and right quality.
12
COPFS: ES1(30JAN17)
b. Existing Estate Analysis:
An in depth review of the existing estate has been undertaken to inform
this estate strategy. A summary assessment of the extent to which it
currently meets the strategic priorities is provided in the table below
COPFS Estate – Summary analysis against the Estate Strategic Priorities
Right Place
The existing COPFS estate is diverse and complex with a range of tenures
and is historically closely aligned with the location of courts across Scotland.
Whilst COPFS staff need to access courts, they do not need to be located in
or immediately adjacent to all courts so there is some flexibility as well as
constraints in potential locations. Generally the existing locations of the
estate is considered to serve COPFS well in the short to medium term
although there are clear opportunities to review as a result of a range of
factors including: COPFS re-structure, SCTS estate development initiatives,
expiry of leases, increasing use of technology etc.
Right Size
The existing estate is broadly considered of appropriate overall scale given
existing staff numbers, level of business and current service delivery models.
In the medium term, given the planned reduction in staff numbers, utilisation
targets, together with opportunities arising from the expiry of leases, SCTS
initiatives such as Justice Centres, planned digital innovation and new ways
of working, it is anticipated the overall size of the estate will be reduced
substantially.
Right Configuration
The estate comprises a range of building functions however the vast bulk of
COPFS requirement is for traditional office accommodation. The estate also
includes two data centres and storage facilities. Whilst much of the estate is
considered fit for purpose there is a recognition that over the medium term the
utilisation levels should be better aligned with current standards in the public
estate. Given the range of current initiatives in place combined with expiry of
many existing leases, there are significant opportunities for COPFS to
develop the estate in the medium term to improve its configuration, flexibility
and utilisation.
Right Condition
There are significant backlog maintenance requirements across the existing
estate that need to be addressed. The condition issues with data centres is
one high priority area currently being reviewed. The building condition
generally will need to be considered and addressed as part of the wider
estate development / rationalisation strategy.
Right Price
A key requirement for COPFS is to deliver significant savings in the estate
costs. This would be through a combination of reduction in size and improved
efficiency including via joint working initiatives with justice partners. This will
be a key factor in taking the estate strategy forward in the short to medium
term.
c. Investment Drivers:
We recognise that there will always be a greater demand for investment in
our estate that we will be able to afford in the current financial
environment. Given this, it is important that we ensure, any investment in
our estate not only aligns with the five strategic priorities noted above, but
that it does so in the most effective and impactful way. To support and
13
COPFS: ES1(30JAN17)
inform our investment decision making process we have developed three
“investment drivers” which in tandem with the strategic priorities, and a
requirement to ensure value for money, will be used to determine which
activities we will prioritise. These are:
1. Maintain and improve our assets: will the investment ensure our estate is
fit for purpose by conducting appropriate backlog maintenance, statutory
compliance works and improvements? Will it improve assets and facilities
so that those using them have a high quality experience in a safe and
appropriate environment?
2. Maintain and improve operational efficiency: will the investment improve
estate utilisation, running costs or flexibility, support alignment with
COPFS structure, optimise joint working and operational efficiency with
COPFS and / or with other justice partners? Does it improve wellbeing of
staff, access to justice, support digital innovation and the rationalisation
agenda?
3. Building sustainability and social responsibility: will the investment ensure
that our estate becomes more sustainable/improve carbon reduction? Will
it improve our performance in relation to public sector equality and
diversity duties?
d. Key Objectives:
Our strategic priorities and investment drivers set out a clear framework
for future development of the COPFS estate albeit at a high level. The
following table sets out a number of key objectives that we will take
forward over the coming years. The table also seeks to demonstrate how
these objectives align with our strategic priorities and investment drivers.
14
COPFS: ES1(30JAN17)
Table 1 – Key Estate Objectives
2


3

4

5


6


7

8

9

Right Price

Right Condition
Building Sustainability
and Social
Responsibility

Right configuration
Maintain and improve
Operational Efficiency

Strategic Priorities
Right Size
Maintain and improve
our Assets
1
Main Objectives
Right Place
Objective Number
Investment Drivers
Establish and maintain an environment which supports
staff to deliver the objectives of COPFS strategic plan
efficiently and effectively and to lead safe and healthy
working lives





Establish and maintain appropriate facilities for users of
COPFS services across the estate





Objective
Enable COPFS to comply with all statutory
requirements relating to building standards, fire safety,
health and safety and Equality Act

Enable COPFS to meet challenging targets for carbon
reduction in line with statutory obligations, including
2
annual 2.5% reduction in CO

Explore opportunities to reduce expenditure on the
estate as a percentage of overall COPFS expenditure



Maximise efficiency on the occupancy and
development of the estate on a national basis through
lease arrangement, building redevelopment, acquisition
and disposal and sharing of partner buildings






Support the delivery of the changes needed in the
estate to implement COPFS continuous improvement
programme, including IT digital strategy.






Seek to free up £2m savings per annum in the estate
running costs by 2021 to allow re-investment in other
areas of COPFS operations.


Engage with communities/stakeholders relevant to our
estate development objectives.






15
COPFS: ES1(30JAN17)
4. How we will deliver
Action Plan
Delivery of these main objectives set out above will require concerted action
over the full ten year span of this strategy, covering multiple planning and
budgetary periods. Whilst some of the objectives are longer term high level
aspiration, others are more imminent and in some cases currently underway.
The list of detailed activities set out in table 2 below, summarise activities
already underway or planned over the short to medium term, demonstrating
their alignment with:

the main objectives set out in the table above

strategic priorities

investment drivers.
It is recognised that the management of our estate activities can be viewed as
day to day running of estate whilst other activities are more developmental in
nature. Both are equally important however for the purposes of this estate
strategy, the focus is on the more strategic developmental activities.
It is also recognised that there are both known and emerging requirements /
opportunities that will impact upon the COPFS estate over the short medium
and long term. This estate strategy including objectives and activities will be
kept under regular review to ensure it remains relevant and appropriate in light
of this evolving environment.
Table 2 – Estates Detailed Activities
2,
3

Undertake, backlog maintenance works to achieve
performance targets

2,
3

Improve fitness for purpose and reduce the level of
backlog maintenance and ensure statutory compliance
of estate

16
Right Price
Right Condition
Right configuration
Activity
Strategic Priorities
Right Size
Detailed Activities
Right Place
Building Sustainability
and Social
Responsibility
Maintain and improve
Operational Efficiency
Maintain and improve
our Assets
Objective Number
Investment Drivers
COPFS: ES1(30JAN17)

In partnership with SCTS complete implementation of
works necessary to ensure the COPFS estate is
compliant with the Equality Act 2010

4

Develop and implement proposals to deliver on
performance targets for carbon reduction to achieve
statutory targets

1,
5,
6,
7,
8


Explore lease break options across leased estate,
considering wider estate objectives and operational
requirements. Establish options and implementation
plans to optimise rationalisation opportunities.





1,
5,
6,
7,
8


Explore owned estate in context of wider estate
objectives and operational requirements. Establish
options with a view to optimising opportunities for
rationalisation.





1,
5,
6,
7,
8


In discussion with SCTS and in the context of COPFS
wider estate objectives and operational requirements,
agree a cost reduction/rationalisation strategy in
relation to the embedded sites which takes account of
COPFS financial/space needs alongside SCTS
development proposals e.g. Justice, Jury centres and
tribunal operations, shared reception points in Courts.
Establish a joint approach to inform COPFS decision
making





1,
5,
6,
7,
8


Undertake a demand led analysis of existing estate to
identify need / opportunity to optimise estate location,
size and configuration. Consider alternative models in
line with COPFS agreed objectives and priorities. Also
consider objective to implement wider Scottish
Government smarter workplace initiative including
2
targeting utilisation standards of 8m per FTE and eight
desks for ten FTEs, flexible working, including home
and weekend working, alongside increased use of
technology and reduced staff numbers.





Right Price
3
Develop and maintain a list of “shovel ready” projects
so that opportunities for late release of funding can be
taken
Right Condition

Right configuration

Right Size

Activity
Right Place
1,
2,
3,
7
Objective Number
Building Sustainability
and Social
Responsibility
Strategic Priorities
Maintain and improve
Operational Efficiency
Detailed Activities
Maintain and improve
our Assets
Investment Drivers

17
COPFS: ES1(30JAN17)

Develop options for making best use of Crown Office
(25 Chambers Street) whilst maintaining operational
capability and achieving COPFS’s other key objectives.
1,
2


Develop ongoing work to analyse in detail options for
data centre/data storage requirements out with Legal
House and aligned with the COPFS Digital Strategy.
2,
6,
8


Undertake a study to establish storage needs on the
basis of established principle of minimisation of storage
through records management policy, electronic
scanning, file reviews, adequate storage systems, both
within and out with offices. Target minimum of 50%
reduction on 2016 external storage levels by 2021.

5,
6,
8


Develop existing relationships with other partner
organisations, e.g. Scottish Future Trust, Police
Scotland, Local Councils etc. to identify and maximise
shared space and / or service delivery opportunities.

1,
2,
3,
4,
9


6










Renew FM contract in 2017 in consultation with SCTS,
establishing robust and challenging performance
targets across a range of service provision
Co-ordinate activities with SCTS to consider co-location
of COPFS facilities in proposed new Justice Centre in
Inverness, including disposal of redundant assets.
Right Price

Right Condition

Right configuration
Activity
Strategic Priorities
Right Size
Building Sustainability
and Social
Responsibility
Detailed Activities
Right Place
2,
5,
8
Maintain and improve
Operational Efficiency
Maintain and improve
our Assets
Objective Number
Investment Drivers

Estate Development Priorities
This strategy has been developed during a period of significant ongoing
change within the Justice System and within COPFS. In setting the priorities,
objectives and activities outlined above we have been mindful of
developments already underway or planned to meet future service’s needs,
manage business volumes and deliver improvements to services based
around developing policies and practice. Whilst the overall strategy objectives
and activities are summarised above there are a number of high priority
investment activities that are highlighted in more detail in this section.
18

COPFS: ES1(30JAN17)
The overriding vision and priority for COPFS is to provide an estate that is fit
for purpose and which fully meets the operational needs of the organisation
efficiently and effectively.
Notwithstanding this, below we set out a small number of high priority
initiatives / projects that are key to delivering our overall strategy and
objectives.
Reduction in running costs
This strategy sets out the objective of up to £2 million per annum saving in
estate running costs by circa 2021. A key assumption critical to achieving this,
is an anticipated reduction in staff numbers of approximately 150 FTE’s
(between 200 – 300 persons) within the same period through natural wastage
and leavers. Other options to contribute to reduced running costs are:

reduction in estate size due to improved utilisation / space standards,
including consideration of homeworking, hot desking and robust
application of document retention policies

operational efficiencies driven via the FM contract.
Each of the above requires a detailed appraisal however high level comment
is provided below.
Estate reduction through fall in staff numbers
The raw data on the estate indicates an average occupancy level (or
utilisation) of circa 18.52m2 per FTE across the entire estate. Following some
adjustment to better reflect standard office accommodation we estimate
current utilisation is circa 17.28m 2 per FTE. Based upon the average total
annual running cost across the estate of £368/m 2 the table below indicates
potential savings from staff reduction scenarios ranging between 200 – 300
persons.
Reduction in Staff
200
250
300
Area reduction based on 17.28m / FTE
2
3,456m
2
4,320m
2
5,184m
2
Average cost per sqm per annum
£368/m
2
£368/m
2
£368/m
2
Saving per annum
£1,271,567
£1,589,458
£1,907,350
An alternative approach is to use the cost per FTE based upon the current
COPFS figures as illustrated below:
Reduction in Staff
Average cost per FTE per annum
Saving per annum
200
250
300
£6,814
£6,814
£6,814
£1,362,845
£1,703,556
£2,044,267
19
COPFS: ES1(30JAN17)
There is reasonable correlation between the two approaches however both
assume that the required space can be reduced as a result of staff reductions
and that there is a corresponding reduction across all property costs. Whilst
this is a reasonable assumption at this stage a note of caution is appropriate
to reflect one is dealing with an asset you may not be able to dispose of
immediately and where there may not be a direct correlation between reduced
staff and all elements making up the average cost of running a property. It is
notable that the utilisation figure of 17.28m 2 is an average and will vary
significantly across properties. The specific properties affected by any
reduction is therefore critical.
The above high level exercise does indicate that staff reduction scenarios of
the order of 200 – 300 would make a very substantial impact on the
aspirational saving of up to £2 million of current property costs.
The key actions going forward are to establish a detailed property plan and
timescale in conjunction with the other operational / service initiative which are
critical to maintaining service quality and volumes with reducing staff numbers.
Estate reduction through improved utilisation
As noted above the estimated average utilisation from the current COPFS
estate is circa 17.28m 2 per FTE. This is substantially above current
government target utilisation and COPFS have now targeted a workplace
standard for the office element of the estate (i.e. excluding data centre or
storage facilities) of:


8m2 / FTE and
a ratio of eight work stations for every ten occupants.
This is a very ambitious target given the nature of the existing estate and other
benchmarks available. For example Scottish Futures Trust report on
Improving Asset Management across the Public Sector suggests a blended
average rate of 10m 2 per FTE is commonly used as a mid-range target.
A detailed exercise will be necessary to establish the potential savings for
improved utilisation however the potential benefits, even without altering staff
numbers, is that if utilisation was more than halved from circa 17.28FTE/sqm
to 8FTE/sqm then the total area of the estate should be reduced by a similar
factor. A corresponding saving in running costs should also be achievable.
Based upon the current occupancy costs, for each sqm reduction in the
utilisation rate, the indicative savings could be in the order of £575,000 per
annum. It is however important to note this assumes that for this improved
efficiency there is a corresponding reduction in area and in running costs – in
other words the savings are cash releasable. This would only result from a
planned and managed reduction in the estate looking at specific buildings.
Operational efficiencies driven via FM Contract
A new FM contract will commence in 2017 and this will provide an opportunity
to establish a range of efficiency target reductions beyond those achieved to
20
COPFS: ES1(30JAN17)
date. This is an area where the COPFS and SCTS teams will work together to
establish these targets in light of the objectives and priorities set out in this
strategy.
In all the above opportunities for savings it is recognised that there are often
associated development costs associated with change. The indicative figures
illustrated above focus only on running costs based on existing information
therefore in the detailed work necessary to develop these priorities, associated
capital and other costs associated with the change will need to be factored
into the business plans.
Crown Office (25 Chambers Street, Edinburgh)
The current financial climate suggests limited funding will be available to
implement this estate strategy therefore COPFS have considered potential
options to make better use of existing assets to deliver savings and support
the strategy.
One area we will prioritise is an assessment of the current use of the Crown
Office property which is by far the most valuable owned asset in our estate
portfolio (conversely the cost per square metre is low compared to leased or
embedded rental costs). We have identified a number of key issues all of
which we will address in detail during a feasibility study into its future use. Key
issues include:

current occupancy is circa 200. Market value at March 2016 is
£4,500,000, can the use of space within the property be redeveloped to
deliver cost savings or efficiencies?

there are a number of teams working in other sites in Edinburgh, can we
use Crown Office to support the rationalisation of requirements or
provide alternative estates options to meet business needs in a more
cost effective way?

the existing data centre facility at the Crown Office is not fit for purpose
and costly to maintain. Will there be an ongoing need for a data centre
within the building? (see para 4.2.3).
Data Centre
The existing data centres at Legal House Glasgow and 25 Chambers Street
have been a high priority for COPFS for some time due to significant risks
associated with their condition and potential impact on the business.
There is an ongoing study reviewing options for the data centres including the
potential of outsourcing or linking to provision by other services providers such
as the police.
In light of the inherent risks plus the potential impact on other elements of the
estate strategy COPFS will continue to prioritise this work so that a coherent
and costed proposal can go forward for approval.
21
COPFS: ES1(30JAN17)
Leased Properties
Currently COPFS have 18 leased properties and as indicated, all but one
(Glasgow - Ballater Street) has a lease end / break date within the period of
this estate strategy.
As some of the lease breaks / end dates are sooner than others COPFS have
begun to establish their thinking in terms of some of these properties, however
as set out in section 3 of this strategy this needs to be considered across the
entire estate and in parallel within our other business and estate objectives.
There is also a close link with SCTS plans and programme albeit funding
constraints on them means there is a lack of certainty regarding these plans
particularly for Justice Centres.
The priority for COPFS is to undertake a detailed review of our leased estate
to develop a plan that recognises the status of each building in the context of
the wider objectives for the estate. Initial thinking with regards to some of our
leased estate is set out below.
It is also recognised that to renew a commercial lease, COPFS must comply
with procedures to consider other public sector options and this would need
factored into any proposals.
Office
Lease end / break date
Comment
Aberdeen - AB1, Huntly St
Relocated to AB1 - May 2016
Retain
Airdrie - Graham Street
Feb 2018
Available for review - link to potential Lanarkshire
Justice Centre
Ayr - Carrick Street
May 2016
Available for review
Dundee - Caledonian House
March 2017
Retain – downsize option being actively pursued
Fort William - Shared police facility
Moved to SPA accommodation Dec
2015
Available for review
Glasgow - Ballater Street
Nov 2049
-
Glasgow - Legal House Part 2nd
Floor
May 2023
Available for review - link to Data Centre study
Glasgow - Legal House Grd,1st &
Pt 2nd Floors
May 2023
Available for review - link to Data Centre study
Glasgow - Legal House - 1st Floor
May 2023
Available for review - link to Data Centre study
Glasgow Gartcosh
Retain
Greenock - Victoria Court
Feb 2019
Available for review
Hamilton - Cameronian House
Oct 2025
Retain
Inverness - SNH - Great Glen
House
April 2018
Retain - Linked to new Justice Centre.
Kirkcaldy - Carlyle House
Feb 2018
Available for review - Linked to potential new
Justice Centre
Livingston Civic Centre
Aug 2024
Available for review
Oban - Boswell House
March 2018
Available for review
Perth - Tay Street
March 2017
Retain but downsize
Stirling - Carseview House
Aug 2018
Available for review
22
COPFS: ES1(30JAN17)
Governance and Review
This strategy has been developed in consultation with the COPFS with support
from SCTS Estates. It has been approved by the COPFS Executive Board.
Having determined the scope of the Strategy COPFS is committed to using it
to direct future investment decisions and prioritisation, which will be detailed in
future COPFS Corporate and Business Plans. It will be used by the COPFS
Estates Unit to inform detailed business unit planning and operational
prioritisation.
The strategy is not standalone, successful delivery is also dependent on, and
linked to, other key activities taking place within COPFS. The key strategic
dependencies are:
the Workforce Planning Strategy

the Digital Strategy

outputs from the Financial Sustainability Project.
The COPFS Estate is managed by the Shared Services Board (SSB) under a
formal Shared Services Agreement signed by COPFS and SCTS in 2011 and
reviewed on an open ended basis in 2014.
The strategy will be subject to periodic review particularly detailed activities
set out in Table 2, which will be periodically updated to demonstrate the range
of activity under way at any given point of time in pursuit of the strategy.
Formal reviews of this strategy will be undertaken to align with spending
review settlements and to ensure it continues to be aligned with COPFS
objectives and strategic priorities.
Appropriate governance and controls will be put in place for individual activities taken
forward under the strategy – with oversight of their delivery provided by the COPFS
Director of Estates and the Shared Services Board. The chart below indicates the
structure from the management of the COPFS estate.
23
COPFS: ES1(30JAN17)
Estates Management of COPFS Estate
A range of approaches are taken to governance and management to ensure
successful delivery. Where major change or development is proposed these
include:

the development of robust business and financial cases in relation to
the use of the COPFS capital programme

commercial options appraisal and use of optimal procurement routes for
the projects to be delivered

periodic review of the delivery capabilities of the COPFS Estates
function and development of service requirements to support delivery of
the Estate Strategy

clear processes for interfacing with partners, service providers and
users

in the case of major investments the development of a benefits
realisation plan that sets out how the benefits from the investment will
be measured and captured to ensure that projects deliver the required
benefits and align to COPFS requirements

detailed business and project plans which describing the sequencing of
projects, work packages, timescales, stakeholder management and key
risks to be managed.
Key Performance Indicators (KPIs)
In addition to these specific actions and controls the COPFS maintains and
monitors a suite of estates Key Performance Indicators (KPIs) to ensure that
day to day delivery of estates business supports the effective operation of the
estate – and is in line with the priorities set out in this strategy.
COPFS has established contractual arrangements with delivery
organisations who provide facility management (FM) services for the
Estate. This includes Service Level Agreement’s and a range of KPIs,
which set standards for a series of performance criteria including:
24
COPFS: ES1(30JAN17)
availability of facilities, customer satisfaction rating, maintenance, security
and cleaning etc. This FM contract will be renewed in 2017 and we will
ensure it continues to incorporate robust and challenging KPIs that reflect
our priorities, whilst delivering value for money.
In addition the COPFS Estates Team through the Shared Services
Agreement will continue to assess the ongoing effectiveness of the estates
function using the following KPIs:

Utilisation: we work towards a utilisation of 8m 2 per FTE and a rate
of eight workstation to ten occupants for office accommodation over
the period of the strategy

Building Conditions: subject to sufficient funding we will strive to
have less than 20% of the estate in condition C/D by 2026

Backlog Maintenance: subject to sufficient funding we will work
towards a reduction in backlog maintenance to below 9% of the
replacement value of our property portfolio by 2026

Carbon Reduction: we will continue to monitor emission levels,
aiming to achieve a 12.5% reduction in current (2016) carbon
emission levels by 2021

BREEAM: all major new build projects will be assessed in line with
BREEAM best practice standards to deliver sustainable value and
efficiency.

Equality Act Accessibility: we will improve upon the current
compliance status of the estate by 2018 based on the accessibility
audits and reports completed during 2015/16 and published during
2016/17. All new or refurbished accommodation will be assessed
for compliance with the Act to ensure accessibility meets required
standards.
Promoting transparency
Our investment decisions will be made in an open and transparent manner,
based on fully developed business cases which support the corporate plan
objectives and are in line with the vision, themes and objectives set out in this
strategy.
Strong project and financial management
We take a structured approach to managing change in the COPFS, based on
best practice methodologies. All organisational changes are managed as
either Projects or Programmes and a robust process of project reporting and
monitoring is used to ensure both spend and programmes are adhered to and
exceptions highlighted at the earliest opportunity. The Estates Unit will
continue to work through the Shared Services Agreement, together with
external resource as necessary to ensure continued strong project and
financial management.
25
COPFS: ES1(30JAN17)
Key principles of Estate Management
The following principles are an integral part of the management ethos for
operation and investment in the estate by the Shared Service Board and have
been supported by the senior management team of COPFS.

the estate is managed by the Shared Services Board (SSB) under the
formal Shared Service Agreement signed in 2011 and renewed on an
open ended basis in 2014

Shared Services Charges including management of capital projects &
the SCTS capital charge are agreed annually in advance by the SSB

value for money and Value Engineering are a foundation principle in all
constituent contracts and new projects managed by the SSB

maximising VAT Reclaims is a principle adhered to by the SSB but
directly managed by COPFS finance division

the principle that savings arising from building efficiencies, investment
programmes or closures should be available to the Estates budget for
further reinvestment if further savings can be achieved

the principle of a reducing estate is accepted for the life of this strategy

the principle of not renewing private sector leases is accepted for the
life of this strategy and is a key SG principle (subject to suitable public
sector accommodation being available)

in the context of rationalisation of the built estate – where COPFS
provide services from within a court, it shall be a minimum locational
principle that COPFS retain a visual presence in Sheriff Courts – and
not a necessity that an actual COPFS office need be retained at all
sites. In effect, that presence need not be a building or a room
necessarily as long as an erected sign is present

building on our strategy to increase digital processing and the use of
iPads in court, office locations will be based on service provision and
support for court prosecution rather than the need for local records and
files

the COPFS senior management team have confirmed that the COPFS
Estates Director is responsible for the utilisation/allocation of the estate
and is consulted on any office changes which affect the estate footprint

collaboration by COPFS in Justice Centre projects is an established
principle

collaboration by COPFS with SCTS & Police Scotland Estates
Strategies is an established principle

the principle of one desk/workstation only per person at their designated
base is established – all staff are to operate from hot desks at other
offices when visiting.
26
COPFS: ES1(30JAN17)

the principle of minimisation of storage through business
implementation of records management policy, electronic scanning, file
reviews and adequate storage systems, both within and out with offices
is established

the full and effective implementation of the existing Clear Desk Policy is
an essential component to the secure rationalisation of the estate,
primarily in minimising security risks

the minimisation of productions and related storage is key to the future
rationalisation of the estate and is an established principle of the
COPFS estate strategy.
Whilst these principles are not exhaustive and must operate within the
confines of effective delivery of COPFS business, they are key to
continuing to deliver an estate for COPFS which is adequate, safe and
effective.
27
COPFS: ES1(30JAN17)
Appendix A: Office Locations
28
COPFS: ES1(30JAN17)
Appendix B: Property Schedule
29
COPFS: ES1(30JAN17)
Appendix C: Valuations
30
COPFS: ES1(30JAN17)
Appendix D: Utilisation
31
COPFS: ES1(30JAN17)
Appendix E: Running costs
32