3.17 In line with the recommendations above, and to ensure continued momentum, a further short-list of assets has been identified for consideration over the coming months. Studies into these assets will be pursued in the same way - they will be collaborative in their approach, will consider the full set of appropriate options and will have no pre-conceived outcomes.
3.18 As part of the next phase of OEP work, the Shareholder Executive will be working with departments and agencies to consider, for a number of government assets, the potential for alternative business models, commercialisations, new market opportunities and, where appropriate, alternatives to public ownership. The work includes:
• looking at the synergies between the Defence Animal Centre and the animal operations of other public sector organisations to establish whether there is scope for further efficiencies;
• reviewing the status of Defence Estate's Security Services Group, which provides physical security advice and delivery across central government;
• extending work on the Defence Storage and Distribution Agency to review the boundaries and relationship with the Defence Support Group, which provides a strategic facility for the maintenance, repair and overhaul of major land and air platforms;
• working with the Department of Health on NHS Professionals' transformation to a limited company status and examining ways to best deliver value to the taxpayer going forward. Also working with the Department of Health to explore options to bring further commercial disciplines to other NHS and Department of Health organisations;
• continuing to encourage major trust ports to consider the best ownership structures for the ports and, where they consider it appropriate, to bring forward voluntary proposals for change in line with current legislation;
• studies will be undertaken examining the potential for further commercialisation opportunities for the National School of Government and the Central Office of Information. The Programme will also cover the Emergency Planning College, which has already embarked upon the route to commercialisation and is currently in the final stages of a competitive tendering exercise to secure a new commercial partner;
• working with the Olympic Park Legacy Company to maximise the opportunities available at the Park and the Olympic venues, to ensure that they become treasured assets for the capital, for local communities and for the country as a whole;
• considering how the Public Forest Estate in England can generate greater commercial benefit - including from new and innovative opportunities - while respecting the Government's continuing commitment to public-sector ownership of and involvement in the management of England's woodlands and continuing to deliver social and environmental benefits; and
• working with the relevant Departments and Ofcom to realise opportunities to achieve efficiencies in the management of public sector spectrum holdings, building on the progress and work programme set out in the Forward Look 2009.
Box 3.K: Forward Look 2009 The Government has recently published Forward Look 2009: a Strategy for the Management of Major Public Sector Spectrum Holdings, which outlines the significant progress made in implementing Professor Cave's 2005 Audit of Public Sector Spectrum Holdings since publication of the last Forward Look in 2007. Notably, the MOD has published a strategic plan for defence spectrum management, including details of its plans for the future release of defence spectrum. The Forward Look 2009 also outlines the work programme for achieving further progress, including continuing technical work to identify future opportunities across the public sector and Ofcom's proposals to extend the application of Administrative Incentive Pricing amongst public sector spectrum use where appropriate. |
3.19 Progress on these further assets will be reported in the 2009 Pre-Budget Report, and will also take into account market conditions and the views of relevant stakeholders.
3.20 Departments are also working to achieve efficiencies on other government assets:
• the Government continues to explore options for realising value from its stake in Urenco;
• the Government is implementing the outcome of the recent review of the Fire Service College to ensure the College maximises the use of its assets and commercial opportunities; and
• UKAEA announced on the 30th March to offer for sale its commercial arm, UKAEA Limited.