Property plans expand on organisation-level strategic planning to provide details at a functional level. They should be structured for individual agencies, but include certain components.
A property plan should provide:
The content of your property plan will also depend on other strategic planning – for example, asset management, procurement and workforce planning.
We can provide guiding examples of ideal plans. Email the Government Property Group team to request these.
Property plans should include:
Property plans usually consist of a strategic element and an operational element. These can either be combined into a single property plan – usually for smaller agencies with less complex portfolios – or published as separate strategic and operational property plans for larger, more complex agencies.
The strategic content of the property plan:
Strategic content should provide a medium to long-term view.
For smaller or less complex agencies with small property requirements, this might be a two to five-year view that aligns with the medium-term planning. In the case of larger or more complex agencies with more property requirements, take a longer-term view and align it with lease periods.
For investment-intensive agencies, include property and lease investments with at least a 10-year view across agencies in your sector.
Strategic content planning could include implementation of benefits management to aid in the identification, tracking and realisation of positive project outcomes. Te Tai Ōhanga The Treasury has guidance that can be used by practitioners, decision makers and those implementing benefits management in their organisation.
Benefits guidance – Te Tai Ōhanga The Treasury
The operational content translates the requirements in the strategic content into an action plan for the short to medium term (usually four or five years).
Actions should be specific and measurable – use the Government Property Portal (GPP) to provide the data for your operational plan.
For example, your agency could be based in the Manawatū region, with your strategy being to expand to take on people from Wellington. In this case, your operational plan might be to work with GPG to identify new opportunities to create or join a co-location hub in the Wellington region when your lease finishes in 2025.
Any property plans should be informed by appropriate business planning. This ensures the requirements for property and any actions to be undertaken are properly resourced, affordable, and integrated with your agency's budget plans.
Bear in mind that financial commitments which cross a certain threshold may require approval from Te Tai Ōhanga The Treasury. Email the Government Property Group team to get further assistance.
It should be clear how you have calculated the costs and affordability of the intentions in the property plan for the next two to five years, and how these costs have been applied within medium-term planning.
Costs should include:
The Government Procurement Rules include principles for agencies to leverage their procurements to deliver environmental, social and economic benefits. Supporting the transition to a net zero emissions economy (including particular focus on reducing emissions from stationary heat) is one of four key initiatives the Government has asked agencies to help achieve.
Property managers can support the government in delivering this priority by monitoring their energy use, and taking steps to improve energy efficiency. Emissions and other sustainability concerns may provide potential reasoning in your plan for leaving or joining a site; it's important to consider how you might handle such issues as you move from planning to implementation.
The three other priority areas look to improving access for New Zealand business, improving worker conditions, construction skills development and training.
If your plan includes the use of existing buildings, you should use the principles set out in the Government Procurement Rules as your guide. For buildings that don't yet exist, agencies are asked to follow the rules.
Government Procurement Rules – New Zealand Government Procurement
Change is constant for any agency; property requirements can change, and uncertainty in planning increases with time.
Property plans should recognise key agency processes, dependencies or milestones that could significantly impact on property requirements (for example, workforce, operating model or technology changes). Plans should explain how property planning will factor in these dependencies and how planning will be updated in the event of change.
Planning is never a one-off process. As you update your plans over the years, consider what circumstances and requirements have changed over time, as well as thinking about how to plan for the future. Regular reviews can help to remove a lot of uncertainty, including through the added security of knowing your next review is on the horizon.
Wellington City Council have a good example of how agencies can document their assumptions in future planning – see volume 2 of their Long-term Plan 2021-31.
Long-term Plan 2021-31(external link) – Wellington City Council