When I first took on the role of estates manager for a trust in the North East, I was responsible for overseeing nine schools.
That seemed like a big task but the growth of the trust was so rapid that within 18 months I was overseeing the building conditions of 30 schools.
This quick growth presented both exciting opportunities and significant challenges, particularly in terms of managing the estate and making informed decisions about capital replacement works and developing a strategic estates management plan.
Managing school and trust estates
One of the issues I encountered in trying to develop the estates management plan and provide strategic direction on capital expenditure was the lack of comprehensive estate information; the only information that existed was that gathered during due diligence when schools were academised, anecdotal information and information from my visits to schools.
With limited data available - and this data being kept in myriad different locations - it was difficult to accurately assess the condition of the buildings, identify maintenance needs and prioritise capital expenditure.
This lack of clarity hindered our ability to make strategic decisions and allocate resources effectively, with most works being completed in a reactive mode. This in itself was a huge risk, especially for things like boiler failures and the frequent leaks from ageing pipework.
To address this challenge, I initiated a comprehensive building survey programme across all 30 schools, ensuring that the data gathered was stored centrally and easily manipulated so it could be used for reporting functions and help to inform the overall estates plan.
This involved using third-party building consultants to conduct thorough building surveys, including condition assessments of both fabric and mechanical and electrical elements, in addition to energy audits, to produce five-year FMRs (forward maintenance registers).
These surveys and the development of the FMRs provided invaluable insights into the condition of the estate, highlighting areas of concern and potential risks. I made sure that I chose a provider that offered a consistent approach
The data collected from these surveys was critical to develop an estates strategy.
By analysing the information, I was able to develop a comprehensive understanding of the estate’s condition, identify maintenance backlogs and prioritise capital replacement works based on priority need. I looked initially at health and safety, safeguarding and compliance areas, having a more detailed understanding of urgency and impact.
This allowed us to allocate resources strategically, ensuring that the most critical projects were addressed first.
The surveys also enabled the identification of opportunities for energy-efficiency improvements and cost savings.
Energy cost savings
By implementing energy-efficient measures, such as upgrading lighting systems and developing a plan of upgrades in line with necessary repairs and improvements, we were able to ensure that capital works were prioritised. This also gave us the opportunity to plan ahead to carry out decarbonisation works.
This not only benefited the schools with energy savings but also fed into the overall trust sustainability plan and enabled us to free up funds for other essential projects and enhancements across the school estate, such as improvements to nursery provision.
Furthermore, I was able to develop a long-term estate strategy that aligned with the trust’s overall vision and goals, linked to the curriculum. This strategy included a rolling programme of capital replacement works, ensuring that the estate remained fit for purpose and met the needs of our students and staff.
In addition to the practical benefits of having comprehensive information on the condition of buildings, the surveys also enhanced our ability to demonstrate an informed use of capital expenditure and plan accordingly.
By having a clear understanding of the estate’s condition and future needs, we were able to provide accurate and reliable information to our directors, strategic board and schools, providing transparency and enabling informed decision-making at all levels.
The information allowed better management of reactive repairs, with an understanding of what level of repair or replacement was appropriate in line with the longer-term capital improvements.
The importance of data
Managing an estate of 30 schools is challenging, but the investment in comprehensive estate surveys proved to be invaluable and supported evidence-based and data-driven strategic decisions.
By gaining a clear understanding of our estate, we were able to make informed decisions, prioritise capital replacement works and have plans in place to ensure the long-term sustainability of our schools.
This experience highlights the importance of data-driven decision-making in managing a school estate and having accurate information to drive the overall estates strategy.
Tracey Field was the estates manager for a large multi-academy trust. She will soon be working as director of strategy and project for the James Carson Construction Group
She will be discussing this topic in more detail at the Schools North East Academies Conference 2025 on 23 January at The Grand Hotel, Gosforth Park, Newcastle. Book your place now.
For the latest education news and analysis delivered every weekday morning, sign up for the Tes Daily newsletter
