Full Report - National Audit Office

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part three9UK map showing complexity and diversity of the defence estateAquatrine B1Defence Estates (DE)Regional Structure andRegional Prime ContractsDirector Operations (North)1 Scotland4 Central5 Eastern EnglandDirector Operations (South)2 South West4Aquatrine C3 South East5Aquatrine AMoDEL32Colchester PFIAllenby/ConnaughtSource: National Audit Office22MINISTRY OF DEFENCE: MANAGING THE DEFENCE ESTATE
part threeProgress is being made but there is more to do3.24 Through the widening of the role of Defence Estatesas the new delivery organisation and the establishment ofthe new Customer Estate Organisations (representing theultimate users of the estate), implementation of ProjectAlexander has achieved a better division of roles andresponsibilities between customers and supplier. Themanagement model for the defence estate is shown inFigure 10: Project Alexander model below.3.25 With the move of Defence Estates from being aspecialist adviser to also being responsible for deliveryof estate requirements it is becoming more customerfocused with a project management approach to business.Customer Estate Organisations need to continue to focuson defining their requirements in outputs terms morethan the solutions and inputs required to meet those.This shift in focus to outputs and whether or not they arebeing achieved also applies to the users of the estate andthose in their management and budgetary hierarchies.Contractors also need to adopt behaviours more suitedto establishing long-term relationships as part of anestablished supply chain, and achieving improvementsin quality and reductions in cost, rather than servicingindividual contracts.3.26 Implementation of the new arrangements has beenaccompanied by a Communication Strategy and training.At an early stage, Defence Estates put in place a packageof ‘Get you In’ training aimed at Defence Estates staff,contractors and customers to meet the needs of theroll out of both Project Alexander and Regional PrimeContracting. Plans are now being put in place to deliver atraining package for the ‘steady state’.3.27 Evidence suggests that the culture shift required tofulfil new roles and responsibilities is not complete. Therehave been widely acknowledged transition issues in bothRegional Prime Contracts with some internal customersbeing reluctant to allow Defence Estates to managethe contractual arrangements and confine their role tospecifying their requirements. With the active engagementof all staff involved, on-site relationships are maturing asprogress on delivery is made. Adherence to the old waysof working is indicated by the fact that risks to projectsnow being managed by Defence Estates are still beingreported by other parts of the organisation.10Project Alexander modelDepartmentBudgetHoldersFundingDefenceEstatesRequirementsCustomerEstateOrganisationsPrioritisedRequirementsCostedProgrammesEstateDevelopmentEstateDeliveryRegionalManagerSiteService DeliverySupply ChainSource: Defence EstatesMINISTRY OF DEFENCE: MANAGING THE DEFENCE ESTATE23
Page 1 and 2: MINISTRY OF DEFENCEManaging the Def
Page 3 and 4: MINISTRY OF DEFENCEManaging the Def
Page 5 and 6: PART 2Estate rationalisation is com
Page 7 and 8: executive summary1 The Ministry of
Page 9 and 10: executive summary2Major ongoing est
Page 11 and 12: executive summaryensure that a cons
Page 13 and 14: part one1.1 The Department faces ma
Page 15 and 16: part oneThe Department now reportsb
Page 17 and 18: part two2.1 Rationalising estate ho
Page 19 and 20: part two2.13 The Royal Air Force le
Page 21 and 22: part two4Disposal receiptsThe Depar
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Page 25 and 26: part three3.9 Appointed prime contr
Page 27: part threeBenefits of using the pri
Page 31 and 32: part three3.35 The prime contract f
Page 33 and 34: part three11Defence Estates Risk Ma
Page 35 and 36: appendix oneAPPENDIX 1Study Methodo
Page 37 and 38: appendix twoUnited Kingdom Signific

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