King’s College London manages a diverse estate spread across Central London, supporting world-class research that demands highly controlled internal conditions. Even minor fluctuations in building performance can impact critical academic activities.
To ensure consistent performance and reliability, King’s engaged LCMB to help define and procure a suitable hard FM solution.
King’s intensive research activities are concentrated across 14 key buildings, including two operating under a Private Finance Initiative (PFI) agreement. With the 25-year PFI contract ending in 2024, the King’s team needed to establish a new maintenance model for these buildings while also defining an enhanced approach for the wider estate.
LCMB was first engaged in 2018 to develop a long-term solution that aligned with the organisation’s commitment to academic excellence. After multiple project phases, this work resulted in a business case that led to in-sourcing services in 2024.
LCMB’s long-standing partnership with King’s provided essential continuity throughout this complex project. Given the scale and sensitivity of research activities across the estate, it was critical to develop a solution that ensured operational reliability while aligning with the university’s strategic priorities.
One of the biggest challenges was managing significant turnover within King’s internal teams during the process. LCMB played a key role in bridging these transitions, ensuring knowledge transfer and maintaining project momentum despite changes in personnel. This stability was instrumental in keeping the project on track and ensuring a seamless decision-making process.
As the project evolved over several years, LCMB continually reassessed initial assumptions to ensure the final solution remained relevant. This ability to step back and validate findings allowed King’s to make an informed, future-proof decision that aligned with its long-term needs.
Ultimately, the decision to bring services in-house delivered a 15% cost saving compared to the outsourcing model, while still achieving the desired service enhancements and risk mitigation. The rigorous tender process provided valuable insights into operational priorities, helping King’s refine its estate management approach and ensuring a smooth mobilisation of the in-house solution.
King’s ultimately saved 15% by opting for an in-house solution while still achieving enhanced service performance and risk mitigation.