According to \citep*{article}, in the private sector, real estate  asset management or corporate real estate management is:
“[..] the decision making process about acquiring, holding, and  disposing of real property, which may be held for a company’s use or as an  investment. Asset (or portfolio) management is among the core business  activity, supported by rapidly developing methodologies and advanced financial  techniques. Its goal is to maximize corporate value (or profits)”.   In  contrast, when managing a public real estate portfolio is necessary to consider  the interests of various stakeholders. Unlike private sector, a public real  estate management does not focus primarily on the financial interests but on to  support the primary processes of the organization. Consequently, public real  estate management can be defined as follows:
“[…] Public real estate management is the management of a government’s  real estate portfolio by aligning the portfolio and service to the need of the  users, the financial policy set the Treasury and the political goals that  government wants to achieve […]” \citep{phdthesis}
The literature  review shows that there is a long and experienced body of references about  enhancement strategies such as disposal, maintenance, need to adequate  information, tools to support decision making process, actions to improve  conditions of the properties, need to transition from short-term to long-term  investments and the development of performance monitoring of state-owned  property.
As  discussed above, tools and strategies for public real estate are numerous,  some of these used from the beginning of the discipline such as disposal, reuse  or securitizations etc. and other are contemporary for example facility  management and asset rationalization activities.  
If the  discussion about facility management discipline is deepened both in PREM and in  CREM, with a substantial amount of researches, reports and documents, that's  not true of managing of the rationalization of space used for institutional  functions.
Currently,  the discussion of rationalization of public administration spaces is limited to  legislation or programs to reduce public expenditure (i.e. Italian Decree Law  No. 95 of 2012 “Spending Review”) or a few documents or reports - drafted by  private agencies (i.e. Deloitte or British Council of office) show rare  examples of municipality that are implementing project of reduction occupied  space.

In Italy