Abstract
Property is a key resource for the delivery of public services and needs to be managed well. The previous Conservative government had a conviction that better value public services could be delivered by harnessing private sector expertise and, since the late 1980s, embarked on an unprecedented level of competitive tendering. This procurement method had extended to the appointment of property consultants, but the system encountered difficulties which research by the College of Estate Management (CEM) sought to explain. The research, undertaken in 1995 and 1996, involved interviews and major questionnaire surveys covering managers and property professionals in the public and private sectors, leading to recommendations about changes to practice and policy. This paper traces developments in local government, by comparison with central government, from before the advent of compulsory competitive tendering (CCT) for property services in April 1996 through to the latest changes proposed by the new Labour government after May 1997. It concludes that competition is an important management tool, but recommends greater flexibility in the way procurement is implemented.
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