Over a period of 10 months, LCMB provided an embedded management resource to address the following FM strategic priorities:
Health & Safety and Statutory Compliance
- The existing approach to Health & safety and statutory compliance was reviewed and priorities for action to minimise risk and attain required standards were identified.
- Operational guidelines for 3rd party contractors were enhanced and safe systems of work developed for all common maintenance activities.
- Training and improvement plans were instigated for each campus team and new internal processes to audit health and safety performance and flag compliance issues.
Improving working relationships with NHS partners
- The structure of the estates service operating across the Guy’s and St. Thomas’ campuses was simplified (four teams reduced to two) and accessibility by the customer was radically improved by basing a single FM team on campus.
- A new management team was recruited, including a role dedicated to managing and improving the NHS relationship.
- Responsibilities were clarified and all current estate related problems were identified, allowing a more constructive relationship to develop with the NHS and a reduction in time taken to resolve outstanding issues.
- A similar approach was taken to create a campus-centric model for the Denmark Hill site.
Reducing procurement costs
- A full review of all outsourced service contracts was undertaken with the procurement team, to identify areas where savings could be achieved.
- The procurement approach was shifted to an output based specification, rather than input.
- Separate contracts were combined into larger retendered packages.
- Tender and contractual procedures were improved to enhance the price and value gained for the College.
- A value engineering approach was adopted for discussions with new and existing contractors to identify areas of cost, within contracts, that could be removed without reducing the service received by the College.
- Contracts were scrutinised for opportunities to deliver additional value, without contractors incurring additional cost.
Improving financial control and performance measurement
- Estate operational budgets were agreed with the campus teams and a regular review process put in place to monitor spending.
- ‘Strive’ targets were put in place for areas with potential for savings.
- Non-financial measures were also agreed with the campus teams, to help improve customer service and align with overall Estates Directorate objectives.
Clarifying the approach to security
- A review of security concerns was undertaken for both internal and external users, to agree the appropriate degree of free public access to the College estate.
- Key actions and an order of priority were identified to allow the College to function in a secure but open manner.
- Management of day to day security was transferred to the campus operations teams to improve delivery against estate users’ needs.
- A plan for agreeing common standards was defined for CCTV and access protocols across the estate reducing the operational difficulties caused by the historic use of different, incompatible systems.
Developing a Carbon strategy
- Built around the initial carbon management plan, a carbon strategy to 2020 was developed for the College to achieve the Higher Education Funding Council for England (HEFCE) requirement to reduce energy consumption by 40% of 2005/06 levels.
- A carbon governance structure was defined for the College and energy/carbon budgets were introduced to track campus performance against carbon targets.
- An automated meter reading contract was implemented to provide the utility data needed to monitor progress.
Delivering major infrastructure investment
- Support was provided to deliver the £12m infrastructure investment fund, on time, in line with public sector procurement guidelines and value for money principles and to best effect for the College.
- The following services were procured through the infrastructure investment fund to help improve the condition of the estate: automated meter reading, lightening protection, thermal imaging, water hygiene improvements, security consulting, combined heat and power feasibility studies and fire alarm upgrade packages.
