Property plans describe an agency’s intended actions as they relate to property, including what needs to be added, changed or removed from the portfolio in order to efficiently support workforce expectations and delivery of long-term goals.
Strategic thinking is where the agency’s long-term vision and goals are established, usually resulting in strategic intentions such as a Statement of Intent. This process considers how different strategic interventions might be applied in order to deliver the agency’s strategic intentions. The types of interventions that can be applied include:
Once the strategic intentions and objectives are clear these will inform strategic planning (such as LTIPs and Four-year Plans) and functional planning such as property planning.
Provides context of strategic and functional planning, including purpose, value to agency and system for long-term and medium-term planning, four year planning, and annual planning.
Workplaces are often described as a ‘three legged stool’; where the legs are represented by people, place and technology. This refers to the staff, or workforce, being the engine of an organisation, and being reliant on facilities and technology to do their job.
Organisations rely on the three 'legs’ to plan and operate in an integrated manner to foster an engaged and productive workforce and successfully achieve its outcomes. Property teams need to be closely engaged with relevant people and technology functions.