Pro-active real estate  decisions are affected by a variety of determinants: external factors,  connected with the environment of the entity (technical, economic, social,  legal, political, environmental and international dimensions) and the internal  ones, connected with the entity itself.
External factors  cannot be ignored but only accepted. Internal factors are resources (physical,  financial and human) available to public administrations.
According to “Decision-making in corporate and municipal asset management: a  literature review” (2013) the most  significant for asset management decision making are: assets (technical  condition, adequacy for the conducted operations, including the type,  quantity/area); financial; human; corporate culture; quality of management  processes (including corporate structure, management structure, strategies and  plans).    
In recent decade,  according to Bryson (2004) the public sector has developed a production process  by a series of actions, actors, steps and/or flows; although in private sector,  this managerial structure was already very common.
According to \citet*{articles} “backward mapping” - by Elmore - is an important public  mapping precursor; the ouput is defined first, then the steps or events that  might lead to it are traced. Other techniques are represented by "programme  logic" based on a process from inputs to outputs and “intervention logic”,  which maps a chain of causes and effects from initial policy implementation to  expected impacts \citep*{booklet}.
Research has begun to  investigate the current decision-making process defined by L. 191/2009. The decision-making  process is divided into three sequential macro phases.   
The first, every  Public Administration (annually) calculates its allocative need by standards  provided by Agenzia del Demanio (20/25 sqm/person), elaborating a proposal of  space rationalization and then, transfering the information into PA-Ratio.
The Law does not express  and suggest tools or ways in which each public administration must develop its  own strategies and assessments.   
In the second phase,  Agenzia del Demanio verifies the proposal feasibility; tools and methods are  not express here too. It is deduced that the considerations tare made under  only quantitative savings of space (sqm/person) and rent (€).   
Finally, Following the  assessment, Agenzia del Demanio verifies funds and, in the case of a positive  outcome, delivering financial support to the public administrations who so  requested.     

Rationalization management determinants