Full Report - National Audit Office

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