Strategic Lead: Safer Communities

2015/16 Service Improvement Plan

Facilities and Property Management

June 2015

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Contents

Page

Introduction

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Service Profile

4

Strategic Context

7

Service Performance Framework

12

Risks and Opportunities

16

Improvement Action Plan

19

Appendix 1 – Organisational Chart

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INTRODUCTION

The East Ayrshire Community Plan is the sovereign and overarching planning document for the East Ayrshire area, providing the strategic policy framework for the delivery of public services by all the Partners. The Plan is the Council’s Corporate Plan and covers the 15 years from 2015 to 2030. The Vision contained within the Community Plan is shared by all Partners and states that:

“East Ayrshire is a place with strong, safe, vibrant communities where everyone has a good quality of life and access to opportunities, choices and high quality services which are

sustainable, accessible and meet people’s needs.” The Community Plan is implemented through three thematic Delivery Plans, namely Economy and Skills, Safer Communities, Wellbeing, and the day to day work carried out by services across the Council. Service Improvement Plans are an essential element of the Council’s performance management and improvement framework. They set out the key issues for delivering services in support of the Community Plan Vision and priorities, provide a focus on performance improvement aligned to the Single Outcome Agreement and describe the service specific risks that may impact on the delivery of the Service. Plans are also informed by the Council’s Transformation Strategy 2012/2017 which is designed to ensure that council services remain financially sustainable in the current economic climate. This Strategy identifies a range of work streams to meet the estimated funding shortfall of £34.1M by 2017 and Services’ progress in achieving those work streams are contained within respective Service Improvement Plans. The diagram below provides a graphic representation of the Council’s Policy Planning Framework and shows the strategic context within which Service Improvement Plans sit. It also shows the wider Performance Management and Improvement Framework which the Council has adopted to ensure the rigorous scrutiny of performance and drive service improvement across the Council.

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SERVICE PROFILE

Introduction Following implementation of the Council’s Review of Management Structures, from 1 April 2015, the Facilities Management and aspects of the Property Service previously housed in Corporate Infrastructure were brought together under the new Facilities and Property Management Service. As part of this Council restructuring exercise, it is also proposed that over the course of 2015/16 management responsibility for School Transport and other service user transport should transfer from the Facilities and Property Management Service to the new Transport Services Unit. Sitting under the strategic lead of the Depute Chief Executive (Safer Communities) the service plays a significant role in the lives of everyone in East Ayrshire. Caretaking, janitorial, cleaning and school crossing services are all critical to the provision of education, whilst the ground breaking emphasis Onsite Services has placed on the nutritional and sustainable value of its school meals helps East Ayrshire children to make the most of their educational opportunities. The service supports every Council owned building in East Ayrshire with onsite staff, property support and delivery of the capital programme ensuring that the Council maintains a property portfolio that is both efficient and fit for purpose. Overview The Facilities and Property Management Service provides a comprehensive property support and facilities management service that covers all aspects of the management of buildings and the logistical arrangements that support the operation of the Council’s diverse property portfolio. It is also responsible for the project management and delivery of the Council’s Capital Programme. The remit includes a wide range of facilities management functions, covering Onsite Support (Catering, Cleaning, Janitorial, Centre Supervisors and School Crossing Services), Asset Management (Corporate Office Accommodation, Energy Management, Asset Transfer and Co-location), and Operational Support (Repairs, Statutory Inspection, Contract Management of Contractors, Out of Hours, PPP Contract management and supporting Health and Safety within Council buildings). Onsite Onsite Services cleaning operations cover 144 premises of which 67 are Education Establishments. Community Centres, Offices, Nurseries, shared Council/NHS premises and other public buildings form the remaining services. Some additional work is undertaken which is external to the Council, the main external contract being the cleaning of police stations. Onsite Services catering is provided to 92 locations of which 41 are production kitchens mainly in schools and social service units. Other catering services include staff dining facilities, adult training premises, nursery services, lunch club and day care meal provision. In addition the Special Catering services are widely available throughout the Council for meetings and functions, with the facility to cater for external events. Over 9,000 meals are provided daily. Onsite currently hold the Food for Life Gold Standard for school meals and East Ayrshire Council is the only authority in Scotland to retain the Gold Standard year on year since 2008. A caretaking, facility supervisor and janitorial service is provided at 92 locations including educational establishments, nurseries, community centres, Council offices and Council/NHS shared premises. The cleaning and caretaking service consistently achieves high bench-marking scores with APSE Scotland. School crossing patrol services are provided at 62 locations across East Ayrshire. Asset Management The Asset Management function for all Council buildings is provided by the Facilities and Property Management Service. This involves the management of the Council’s Corporate Office

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Accommodation and associated staff moves; the provision of a premises management role in Co-location Premises and a number of the Community Buildings run by East Ayrshire Leisure Trust; reducing the Council’s carbon footprint by leading on energy management and the Transformation Strategy’s energy efficiency work streams; supporting the Community Asset Transfer programme, playing an active role in this process and the transition from Council to Community management of local facilities. Property Support Property Support is a comprehensive property maintenance and day to day support for buildings. This includes meeting Health and Safety priorities; the management of Contractors and the Statutory Maintenance Programme; the Planned Maintenance Programme; Reactive Maintenance; Emergency Maintenance: and the Out of Hours Service for the Council’s entire property portfolio. This also includes Contract Support which is provided to ensure the effective delivery of the Education PPP contract. This involves monitoring contractor performance and making deductions for non-performance, using the payment mechanism. Regular operational monitoring meetings, change notifications and Inspection visits form part of the monitoring from a Council perspective on the building condition and operation. Capital Programme Delivery of the Council’s Capital Programme, through the Project Planning and Management of a wide range of capital construction projects. This involves a range of professional services including Architects, Quantity Surveyors, Engineers, Contract Procurement and Capital Accounts. Key projects include the council house building programme and implementation of the Scottish Housing Improvement Plan, new schools associated with the School rationalisation programme and the new Kilmarnock Campus, which will be delivered via the South West HUB arrangements. Transitional Arrangements As part of the integration of the Facilities and Property Management Services, it is proposed that over the course of 2015/16, management responsibility for School Transport and other Transport should transfer to the new Transport Unit. It should be noted that there will be significant transitional work involved in ensuring the smooth transfer of management responsibility for these essential transport services. Staffing Profile The total staffing complement of the service is 538.21 full time equivalent (FTE) staff. A breakdown of the number of FTE staff in each service unit is provided in the table below.

FACILITIES & PROPERTY MANAGEMENT NUMBER OF EMPLOYEES

NUMBER OF FTE STAFF

Catering 347 159.29

Cleaning 391 141.80

Crossing Patrol 68 19.79

Drivers 5 4.00

Facilities Assistants 220 100.37

Facilities Mgt & Admin 32 30.60

Property Mgt & Admin 85 82.36

Total 1,148 538.21

Organisational Chart An organisational chart showing current interim management arrangements for the new Facilities and Property Management Service is appended to this Plan. Recognising the reductions in the managerial capacity of the Service achieved through recent voluntary severances; and in order to take advantage

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of potential opportunities for the integration of managerial responsibilities presented by the amalgamation of the Facilities Management and Property Services, it is proposed that a Best Value Review of existing management arrangements should be undertaken during the course of 2015/16 to put in place a new management structure that is fit for purpose and reflects the business needs of the new Service. Financial Profile The 2015/16 Baseline Budgets for the Facilities and Property Management Services is set out in the table below.

Facilities and Property Management Budget 2015/16 £

Employee Costs

11,870,560

Premises Costs 7,169,730

Transport Costs

139,370

Supplies & Services

3,314,500

Third Party Payments 10,064,890

Total Expenditure

32,559,050

Income (6,168,680)

Net Expenditure

26,390,370

Progress Towards Efficiency Savings The efficiency savings agreed for Facilities and Property Management Services are outlined in the Council’s Transformation Strategy. A summary of the key efficiency work streams, which fall within the responsibility of the Facilities and Property Management Service, are provided below:

Successful delivery of the Transport Work stream for School Transport and changes to Social Work and Community Transport;

Progress the Energy Management strategy to realise a reduction in the consumption of Energy across our buildings;

Focus on the efficiency and uptake levels of the catering service with P1-P3 free school meals and a refresh of the secondary school marketing;

Implementation of Janitorial and Cleaning staffing structures to support the changes to our property estate and enhance the integrated FM approach; and

Implement changes to management and operational staffing levels to take account of recent staff reductions arising from voluntary severances.

All 2015/16 efficiency targets remain on track to be achieved, with progress regularly monitored by the Council’s Transformation Plan Strategic Board. A copy of the latest update Report considered by Cabinet on 10 December 2014, can be accessed here.

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STRATEGIC CONTEXT

EAST AYRSHIRE COMMUNITY PLAN 2015-30 The Facilities and Property Management service contributes positively to each of the 3 main themes of the new Community Plan 2015-30. Examples of our contribution to each of the three Community Planning themes for 2015-2016 include: Economy& Skills

Local procurement and local employment across in house delivery and contracted services

Modern apprentices, Business interns and providing routes to work and training

Significant Capital investment supporting the local construction industry

Delivering new schools which provide state of the art education facilities

A mainly part-time female workforce benefiting from the living wage Wellbeing

Improving nutritional standards, providing P1- P3 free School Meals with Food for Life Accreditation

Promoting Better Eating Better Learning and strengthening curriculum links around food

Community Food Support and Lunch clubs

Working with Partners to deliver the Ayrshire Healthy Weight Strategy

Designing, building and managing facilities to encourage active lifestyles for all ages Safer Communities

Leading an integrated approach across the Council to support safe Journeys to School

Monitoring and responding to out of hours property security

Maintaining high Food Safety standards and promoting Food Hygiene training with partners

Ensuring achievement of the Food Hygiene Information Scheme for all Council catering

Contracting and Supporting Site Safety and promoting the considerate contractor scheme Single Outcome Agreement The Service also contributes to the Single Outcome Agreement, and in particular, the following national outcomes:

National Outcome 3: We are better educated, more skilled and more successful, renowned for our research and innovation; National Outcome 4: Our young people are successful learners, confident individuals, effective contributors and responsible citizens; and National Outcome 5: Our children have the best start in life and are ready to succeed – through our highly successful approach to ‘Hungry for Success’ and now ‘Better Eating Better Learning’ which has improved significantly the quality of school meals and increased the emphasis on healthy eating, with a positive impact on education and learning.

National Outcome 6: We live longer, healthier lives – through the provision of quality school meals and community food provision the focus on healthy eating which contribute to addressing obesity in society.

National Outcome 7: We have tackled the significant inequalities in Scottish society – through the provision of free school meal entitlement and now the provision of free school meals for all P1 to P3 pupils from January 2015 and the provision of the Living Wage across our services.

National Outcome 9: We live our lives safe from crime, disorder and danger – through the provision of school crossing patrols, school transport, professional and security services which help reduce accidents on our roads and around or buildings.

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National Outcome 10: We live in well designed, sustainable places where we are able to access the amenities and services we need – through the Council’s Capital Programme, Council house building programme, management of property services and the PPP Schools Contract; the service delivers individually designed state of the art education, housing and other council facilities.

National Outcome 14: We reduce the local and global environmental impact of our consumption and production – through local sourcing of quality, fresh food and the establishment of contracts adopting sustainability as a key aspect. A key objective of the service is to reduce energy consumption by focusing on the energy efficiency of all our new and existing buildings.

National Outcome 16: Our public services are high quality, continually improving, efficient and responsive to local people’s needs – through the provision of operational accommodation and services that encourage feedback, consultation and engagement at their heart.

LOCAL AND NATIONAL POLICY ISSUES There are a number of national and/or local policy initiatives that will impact on delivery of the services provided by Facilities and Property Management. Details of the diverse range of local and national policies and programmes, together with an outline of how these impact upon the key priorities of the Facilities and Property Management Service are set out below. These inform the Service’s objectives for the forthcoming year and the Improvement Action Plan at the end of this document will set out how these matters will be taken forward by the Service in the next year. Capital Programme Cabinet on the 27 March 2013 approved a £300m 10 Year General Services Capital Investment Programme for the period 2013/14 to 2022/23. This long-term Investment Programme is designed to deliver a wide range of improvements to the Council’s property portfolio, Council housing and infrastructure assets. In addition, significant investment is contained within the Council’s Strategic Local Programme (SLP) and Strategic Housing Investment Programme (SHIP) which are intended to augment the level of council house delivery realised to date. The new facilities and housing improvements and new housing delivered by the Council have made a significant impact in promoting economic development and community regeneration, and have also improved access to high quality housing, educational and leisure facilities for the people of East Ayrshire. Specific priorities of the 10 Year Capital Investment Programme are to:

Regenerate our town centres

Implement the Council house building programme

Improve Council housing

Improve strategic road links

Improve the schools estate

Improve sports, leisure and cultural opportunities

Ensure that buildings are fit for purpose and meet required statutory and regulatory standards

Minimise costs by maximizing the use of property assets, including the elimination of surplus capacity in under-utilised facilities

Reduce energy usage.

The Facilities and Property Management Service plays a lead role in delivering the Council’s Capital Programme and it is essential that good project and performance management is applied to ensure that new developments are delivered on time and within budget. Key projects scheduled to be commenced and/or delivered in 2015/16 include:

The new Learning Campus in Kilmarnock (working with hub South West)

Cumnock Town Centre

A number of new Primary Schools

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In the medium term, over the next five years, a number of major capital projects are also planned including potentially the largest project ever undertaken by the Council, the £63.5m capital investment for the Council element of the proposed Knockroon Learning and Enterprise Campus, subject to the outcome of the Consultation process. A number of new schools will also be delivered and a new children’s residential house will be constructed. Full details of the Council’s 10 Year Capital Programme for the period 2013/14 to 2022/23 can be accessed here

Supporting the Food Agenda Central to the development of this agenda, in particular within the school meals service, has been an ongoing focus on improving the quality, range and sustainability of the food we eat, in conjunction with encouraging children to adopt healthier eating patterns from an early age. A number of key National Strategies and Policies set food as a key part of achieving a successful change in behaviour in support of Health and Wellbeing. National Priorities

Better Eating/Better Learning – A new context for School Food (March 2014)

Schools (Health Promotion and Nutrition) Act 2007

Wellbeing

Curriculum for Excellence - Health & Wellbeing

Scotland’s National Food & Drink Policy

Sustainable Public Sector Procurement

Extending free meals (P1-P3) & outside school gates

Scotland’s obesity road map Better Eating/Better Learning Strategy Key aims will be around demonstrating how school food can:

Support learning and activity in the curriculum

Support wider community health and environmental sustainability objectives

Champion ethical, seasonal and fresh produce

Inspire future generations around food

Provide affordable access to school meals

Create access routes to the food industry

Food being valued and enjoyed A number of elements of this work will help re-energise the school food agenda, however local initiatives will need developed and sustained. P1-P3 Free School Meals Following East Ayrshire’s involvement in the 2007-08 pilot, the experience provided a range of positive outcomes:

Increases in uptake of target group and P4-P7 children

Biggest impact seen in lowest SIMD areas

Positive comments from parents about changing eating habits

Effectively managed by schools and catering service The reintroduction of P1-P3 free meals from January 2015 is welcomed. The current service has been expanded to provide the additional meals with appropriate changes in relation to staffing, food production etc, now in place. Uptake of this new initiative has been strong with analysis showing

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uptake figures of 80% of children in attendance taking up the offer of free school meals and early trend data showing a growing demand. The impact of this increasing demand for school meals on the catering service will continue to be monitored closely throughout the current school year. Asset and Energy Management Strategies

The service leads on the Council’s Asset Management Strategy. The Council delivers a range of services from many different properties which vary in age, condition and construction type, and which are spread across a wide area in both urban and rural areas. The management of our assets is a structured process that seeks to ensure best value. Central to the approach is ensuring our assets are safe, secure and sustainable places. Health and Safety support to the premise manager role and effective management of building risks, such as asbestos, fire risks and statutory inspection and maintenance of equipment and components requires robust management systems. The service is also leading on the Council’s Energy Management Strategy which seeks to ‘Reduce our carbon emissions and minimise our contribution to climate change’.

An Integrated F&PM Agenda The Council is undertaking a significant review of the Assets and Accommodation that is used to support the wide range of services within the Council and the Facilities and Property Management service will require to be in a position to respond and adapt to the inevitable changes. As F&PM are a new service bringing together a range of services that support our buildings and service users across the council it is important to establish new integrated management arrangements, involvement of staff in building and establishing a clear shared vision.

Therefore, developing a clear vision of a professional, responsive and reliable F&PM service will be key to supporting the delivery of all Council Services into the future. The F&PM service with a focus on maintaining clean, safe and secure buildings will allow other Council services to focus on their core priorities. A successful F&PM service is recognised by not being noticed. A professional service providing the integrated management and delivery of a range of day to day or regular supports within buildings, the key risks are managed and the organisation can further focus on customer and community needs.

AN INTEGRATED FM AGENDA An integrated Facilities Management (FM) Service establishes a professional, customer oriented support that focuses on the delivery of critical, front line services. Lets other service staff focus on their core objectives, such as educating children, improving community involvement, protecting vulnerable people and promoting health and wellbeing. It is important to remember that F&PM services play a fundamental and significant role in ensuring the Council’s values and statutory responsibilities are met. F&PM staff internally (school crossing, catering, janitorial, property officers, statutory inspection and CAT transfer) and externally (PPP janitors, maintenance staff and food suppliers) provide services people relate to every day within their communities and are seen as the face of the Council. In many of these areas successful F&PM service directly meet specific statutory responsibilities of the Council which is not always the recognised role of F&PM services in most organisations.

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PPP Contracts – Scottish Futures Trust Initiatives

The Scottish Futures Trust is building collaborative networks with Local Authorities and has spent time with contract managers within authorities looking at the overall performance with emphasis on contract management and maximising value for money. The contract management within East Ayrshire has demonstrated effective arrangements although some areas for negotiation with the PPP provider have been highlighted and progressed in some areas. This has including; insurance sharing mechanisms, potential contract variations, benchmarking and energy efficiency.

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SERVICE PERFORMANCE FRAMEWORK

PERFORMANCE MANAGEMENT Performance management enables the Council to secure continuous improvement and to deliver high quality, efficient and user-focused services. An integral part of the Council’s performance management framework is the Corvu performance management system (EPMS), which allows Services to effectively monitor progress of key service performance indicators and strategic actions and to provide regular and consistent management information to senior managers and elected members. This section uses information derived from the Facilities and Property Management Service’s EPMS Scorecard for 2014/15 to highlight areas where performance could be improved. To provide context, a summary of key benchmarking information and the results of customer and staff surveys are also provided. A summary of the key messages arising from analysis of this performance information is provided below:

KEY MESSAGES

Customer satisfaction indicators are generally showing good and improving performance trends.

There has been a trend of improving suitability of accommodation and disabled access to that accommodation.

Customer satisfaction levels with School Crossing Patrols are improving but could improve further.

The unit cost of school meals is increasing.

The take up of school meals in Secondary schools is below average and could be improved.

Cleaning Productivity shows strong results in National APSE Benchmarking.

Energy performance within Council buildings could improve further.

Office accommodation rates could be improved.

Pupil occupancy capacity within Secondary Schools requires to be improved.

Staff satisfaction is high and generally showing an improving trend.

EPMS SCORECARD 2014/15 In 2014/15, the Facilities and Property Management Service reported on 22 performance indicators across seven themes, namely Customer Satisfaction, School Meals, School Transport, Efficient Use of Office Space, School Estate, Suitability and Condition of Accommodation, and Improved Disabled Access. The table below provides an overview of the 2014/15 EPMS Service Scorecard, including a summary of RAG (Red, Amber, and Green) performance against existing indicators.

Theme Red Amber Green

Customer Satisfaction 1 0 4

School Meals 2 0 1

School Transport 0 0 3

Efficient Use of Office Space 3 0 0

School Estate 1 0 4

Suitability and Condition of Accommodation

0 0 2

Improved Disabled Access 0 0 1

TOTAL 7 0 15

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It should be noted that performance within Facilities and Property Management is generally favourable, with 15 of the 22 performance indicators meeting targets set. For the purposes of focusing on areas that could be improved, analysis of areas of activity where performance indicators are highlighted in red is provided below, with relevant improvement actions included, as appropriate, within the Improvement Action Plan at the end of this document:

Customer Satisfaction: Percentage of stakeholders satisfied with School Crossing Patrol – This indicator has improved steadily over the last three years from a low of 52 % to a high of 68% in 2013/14 but remains below the target of 75%.

School Meals: Average cost of producing school meals - The cost per meal has increased steadily over the last three years from £2.87 to £3.11 in 2013/14 and is now above target. The introduction of the living wage has had a significant impact on staffing costs as the majority of catering staff were below this threshold. Food costs have again risen in the UK over this period.

School Meals: Percentage of secondary pupils taking school meals (Free and Paid) - There has been a significant reduction in the take up of school meals within secondary schools over the last three years from 38.9% to 30.4% of pupils in 2013/14.

Percentage of Buildings Rated F or above (Energy Performance Rating) - This indicator has remained static over a number of years. Progress towards the 95% target has been slow; however, implementation of the Transformation Strategy is anticipated to see an improvement as a number of inefficient buildings are removed from the Council’s property portfolio.

Occupancy Rates for Office Accommodation expressed as square metres per Full Time Equivalent Employee - Despite a slight trend of improvement over the last three years. Progress towards the 12m2 target has been slow.

Extent of Operational Portfolio expressed in m2 - This indicator has deteriorated over the last three years with performance drifting against the target of reducing the Council’s operational portfolio to 250,000 m2 from 319,948 m2 to 334,943 m2 in 2013/14.

School Capacity: Percentage of secondary schools where the ratio of pupils to places is 81% to 100% - There has been no improvement in this indicator over the last three years, although current school rationalisation plans will deliver improvement over the next five years.

It should be noted that the recently completed review of EPMS indicators has resulted in the development of a new suite of Service performance indicators, reporting on which commenced from 1 April 2015. An interactive real time performance scorecard for the Service can be accessed via the Council’s The EPMS provides an interactive real time performance scorecard for the Service, details of which can be accessed via the Corvu performance management system (EPMS).

BENCHMARKING

APSE Benchmarking

The key service areas provided within the Facilities and Property Service are benchmarked against other councils through the APSE (Association for Public Sector Excellence) Performance Network and regular involvement with National groups, the results of this are used to challenge and identify improvements in East Ayrshire.

Onsite submits data to the APSE network, which benchmarks data collated from 60 UK councils. East Ayrshire has been placed into a family group of 12 similar local authorities and reports are available to compare across Scotland.

APSE data is categorised into two key areas. In relation to ‘building cleaning’, our performance is good. For example, the service is top of the family group for ‘number of square metres cleaned’ and

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performs well on cost indicators. Absence levels still remain an area for improvement, with staff absence days per full time equivalent front line employees sitting above the Scottish average and 4 th out of the 6 authorities reporting on this indicator within our agreed family group.

The other key category is education catering. Across a number of key areas, including quality assurance, local food sourcing and personnel, the Council is one of the best performing authorities within its family grouping. Our ‘quality assurance and stakeholder consultation’ rating is the best of all councils within our cohort. Paid school meals uptake figures continue to be below average, with both primary and secondary school performance sitting in the bottom performance quartile. Both of these areas continue to offer room for improvement.

Full details of the Council’s performance within the building cleaning APSE Performance Network can be accessed here and performance within the education catering Performance Network can be accessed here.

Local Government Benchmarking Framework Performance Indicators 2013/14

The other source of benchmarking information relates to the property indicators included within the Local Government Benchmarking Framework. The first of these assesses the Proportion of internal floor area of operational buildings that is considered to be in satisfactory condition. East Ayrshire’s performance in respect of this indicator is very strong, with 97.8% of properties in a satisfactory condition. This places the Council in a top quartile placing and in second position overall when benchmarked against all Council’s in Scotland.

The second property related indicator relates to the Proportion of operational buildings that are suitable for their current use. Again, the Council’s performance at 88.7% is positive. This indicator has shown steady improvement over a number of years and current performance places the Council in the second quartile in 9th place overall.

Full details of the Council’s performance within the within the Local Government Benchmarking Framework can be accessed here.

CONSULTATION WITH SERVICE USERS Residents Survey The Residents’ Survey, carried out by Lowland Market Research on behalf of the East Ayrshire Community Planning Partnership, investigates a range of issues of importance to the residents of East Ayrshire. The most recent survey, carried out in summer 2014, is comparable with the results of the last survey undertaken in 2011. Respondents were asked to consider a range of services provided by the Community Planning Partners and to state how satisfied or dissatisfied they were with them. The responses relevant to Facilities and Property Service are as follows: How important do you think what children eat at school is to their understanding of healthy eating?

Response 2011 2014

Very important 54% 49%

Fairly important 34% 32%

Neither/nor 10% 18%

Not important 1% 1%

Not at all important 0% 0%

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Customer Satisfaction In addition, the Service uses a range of customer feedback mechanisms to gauge customer satisfaction levels. Customer satisfaction levels are generally high and showing an improving trend. Details of the percentage levels of satisfaction achieved in recent years are provided in the table below:

Service Area % Satisfaction 2012 % Satisfaction 2013 % Satisfaction 2014

Caretaking and Janitorial 79.0 79.0 79.3

Catering 69.0 76.0 76.8

Cleaning 78.0 78.0 75.2

School Crossing Patrols 56.0 62.0 67.6

School Meals 97 100 99

CONSULTATION WITH STAFF

Facilities Management Employee Survey - Facilities Management completed its 7th employee survey which assessed employees’ views of Facilities Management Services and how they perceive issues relating to their work. The 2014 survey had a response rate of 185 returns, which gives a 23% return rate based on employees in a service and represents a 5% increase on returns from the previous survey. Further work is planned to improve response rates to future Service specific staff surveys.

The results show that there continues to be a high level of awareness by FM employees:

with regard to their own duties and responsibilities (99% in 2014 Survey);

the department’s plans for improving (92% in 2014 Survey);

availability of training (88% in 2014 Survey); and

health & safety responsibilities (100% in 2014 Survey).

Areas for improvement include issues around:

time and resources (reducing from a high of 90% in 2009 to 83% in 2014 Survey); and

tools and equipment (reducing from a high of 91% in 2009 to 82% in 2014 Survey).

The Council’s Corporate Employee Survey results are also scheduled to be available during the course of 2015. It will be important to consider the results of the Employee Attitude Survey and ensure that appropriate action is implemented as required to respond to any areas for improvement arising from these results. FACILITIES AND PROPERTY MANAGEMENT’S SERVICE PERFORMANCE FRAMEWORK – ASPIRING TO EXCELLENCE

A diagram which sets out Facilities and Property Management’s commitment to the delivery of excellence can be accessed here. This explains how the Service will monitor, review and continually improve its processes and service delivery arrangements to ensure that customers receive the highest quality of service from a highly trained and valued workforce that is focused on the delivery of Best Value.

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RISKS AND OPPORTUNITIES

The Council’s future approach to recording risk will involve the application of an objective “5x5” scoring matrix to each risk identified which quantifies the assessment of the likelihood and severity of a particular risk occurring. This information will be hosted on the Council’s Electronic Performance Management System (EPMS) and will be used to understand the impact of proposed controls and mitigations on the overall risk profile. This is a widely used tool in risk management and will both simplify the current process, and also improve consistency of reporting across services and departments. It is of increasing importance in the organisation that managers are “risk aware”. This is different from “risk averse”, and the proposed approach will allow managers to fully understand the risks being faced, and support them to manage the risks accordingly. It is important to note that risk is often unavoidable particularly during periods of significant transformational change. There will however, be a level where a risk is no longer deemed acceptable or tolerable (known as “risk appetite”), and as such appropriate management action will require to be taken to mitigate the impact of the risk. Escalation procedures will also be embedded into the process to ensure Service and corporate risk registers will be populated as appropriate. The proposed roll out of the EPMS risk module will ensure that all Service risk registers, including the Corporate Risk Register, will be aligned to the revised approach of identifying and recording risk and will secure a more consistent approach to service level risk recording which will be further enhanced through incorporating risk registers within service planning activity. This will allow service objectives and priorities, performance measures and service risks to be captured in a single document. These areas will always be closely aligned, and this approach will offer real benefits in business planning, service delivery, and performance and risk management. A summary of key risks within the Service at this time is provided below and the full Service Risk Register is available here.

RISKS MITIGATION – CURRENT CONTROLS

Planning and Strategic Risks

The delivery of the capital programme and key Transformation Strategy Work streams around Property Rationalisation, Community Asset Transfer and Energy Management continue to provide a significant challenge over the coming years for Facilities and Property Management. There are significant risks associated with the implementation and timescales of these objectives; the impact on achieving budget targets; planning and resourcing to ensure delivery. Some specific risks include:

Potential delays in delivering the Kilmarnock Learning Campus through HUB as the position in relation to European Accountancy rules will require changes at a National Level.

At present, the Construction Market appears to be improving with prices increasing, availability of resources, technical staff and consultancy becoming more challenging.

The ten year capital program has been developed based on a review of service needs and priorities including the School Estate Management Plan. Additional Resources have been identified, with further recruitment, with management arrangements around programme and project management have been established to take forward each scheme.

The issue of European Accountancy treatment of revenue contracts potentially delaying the financial close of the Kilmarnock Learning Campus Project is being managed at a National level through the Scottish Government and at this point is not expected to affect the date of Financial Close and officers continue to work with SFT and Hub to ensure there is no impact.

The extent of the property portfolio continues to put pressure on revenue costs through the need for repair and maintenance; therefore

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progressing interest and capacity in CAT transfer, options for disposal of vacant property; and progress of rationalisation remain a key focus of the Transformation Board with relevant papers being presented to Cabinet.

Building and Asset Risks

The Council operate in a range of facilities and buildings and with recent changes to Council operating arrangements and structures has also introduced changes to responsibilities and reporting and management structures. Addressing Health and Safety Risks, reducing security, theft and vandalism risks remain a high priority to the service.

The Council has effective arrangements for Health and Safety and significant progress has been made in reducing risks associated with Asbestos, Legionella and Fire Safety across the buildings. A Focus on effective contract management and information management are in place to ensure these risks are identified and addressed.

The risk of theft from buildings and malicious damage remains high and effective monitoring of buildings out with normal hours is managed by new contractor arrangements, and opportunities exist to further enhance the integration of support through the external contractor and local on call janitorial arrangements.

As the Council continues to take forward its capital programme and investment in component renewal and maintenance a number of projects require to be undertaken during times buildings remain occupied or site work is adjacent to current services, with associated site risks. The management of contractors and the new CDM regulations will adjust current practice and staff managing contract and H&S staff continue to develop their knowledge and update guidance.

Operational Risks

Facilities and Property Management provide a wide range of services across the Council that include direct employment of staff in services such as catering and cleaning, janitorial plus professional staff including Architects, Engineers and Property staff. In addition the service co-ordinates and contracts a range of external providers to support the design, construction and operation of our buildings. Specific areas of operational risk have been identified in respect of:

Food Safety

Transport

Road Risk

Lone Working

The Service provides over 9000 meals per day across a range of customers including school children, older people and adults with learning disabilities therefore Food Safety risks require to be managed, The Councils has adopted the Food Hygiene Information Scheme which all Council operated services meet, this is backed up by effective management procedures and specialist training staff.

FM Transport with School pupils and Social Work service users being transported across East Ayrshire creates a number of road related risks. Approval has recently been granted by Cabinet to further strengthen the position with a requirement for seat belts on all school transport and removing double deckers plus investment in the Social Work fleet.

The service provides a range of service across

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the geography of East Ayrshire, with employees required to be mobile during their work. Therefore, the management of Road Risks associated with pool cars, and employees own vehicles is essential. F&PM adopt the Council’s procedures ensuring appropriate licences, risk assessments and safe practices are adopted.

A range of staff in F&PM also work in isolation from Janitors attending to call outs, cleaners in small offices, property and management staff visiting locations. As part of reviewing these risks FM have provided lone working staff with mobile phone technology with an app support the alert of danger and responsive support.

OPPORTUNITIES A summary of opportunities within the Service at this time is provided below:

Opportunity to provide a fully integrated facilities management service following the consolidation of Facilities and Property Management within a single new Service.

Strengthened monitoring arrangements to ensure the delivery of key milestones for Capital Programme.

Improvements to the Council’s Transportation arrangements following the consolidation of responsibility for all transport related activity within the new Transport Services Unit.

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FACILITIES AND PROPERTY MANAGEMENT IMPROVEMENT ACTION PLAN 2015/16

Key Action Anticipated Outcome Responsible Timescale

Strategic

Undertake a review of operational management structures following the amalgamation of Facilities Management with aspects of Corporate Infrastructure

New management structure to ensure effective delivery of the new integrated Facilities and Property Management Service.

Head of Service October 2015

Strengthen monitoring and reporting arrangements to ensure the delivery of key milestones for Capital Programme.

Improved management of Capital Projects

Capital Programme Manager

August 2015

Further develop Energy Strategy & action plan to focus on improvements in existing buildings to support the Transformation Strategy Energy work stream target.

Reduction in energy use/carbon emissions

Head of Service December 2015

Develop more meaningful performance indicators against which energy performance can be measured and reported upon on a regular basis.

Improved management and control of energy use.

Head of Service August 2015

Develop a Commodity strategy for the future procurement of significant capital projects

Ensure effective delivery of the capital programme in line with the Council’s procurement strategy

Senior Project Manager September 2015

Contribute to the Best Value Service Review of the Council’s transport services in accordance with the management structure review which proposed the integration of the schools and social work transport service with the Transport Service Unit.

Consolidated and strengthened Transport Services Unit.

Depute Chief Executive (Safer Communities)/ Transport Manager/ Head of Facilities and Property Management

March 2016

Operational

Continue to ensure that EAGER Action Plans are used to inform Departmental training plans.

A confident, competent workforce Head of Service March 2016

Continue to maintain Investors in People status and extend this to the aspects of the property service that now fall within the remit of the new Service.

Development and recognition of employees. This will enable employees to assist in the achievement of Service Improvement Plan objectives.

FM Support Manager Oct 2015

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Key Action Anticipated Outcome Responsible Timescale

Following completion of the 2015 Employee Survey and the FM staff survey, put in place comprehensive action plans for each service to respond to issues identified in service level analysis of results.

A confident, competent workforce Head of Service December 2015

Put in place arrangements to encourage an increased response rate to the 2016 Facilities and Property Management Staff Survey

A confident, competent workforce Head of Service March 2016

Extend the management development training programme to appropriate staff.

Enhanced leadership and management capability

Head of Service March 2016

Create more opportunities for work placements and apprentices throughout the F&PM Service

Create opportunities for young people to gain access to opportunities in F&PM service

Service Managers March 2016

Provide development opportunities for staff to contribute to the development of the new integrated service.

Employees engaged in the improvement process

Head of Service August 2015

Explore new ways of working to deliver an Integrated Facilities & Property Management service

An integrated Facilities & Property Management Service delivering professional, customer oriented support

Head of Service March 2016

Undertake individual reviews of catering in secondary schools including consultation with pupils and other stakeholders, to develop improved branding/marketing, menu, pricing initiatives and improvements to point of sale.

Improved uptake of school meals Service Manager Onsite December 2015

Review and implement Internal Audit recommendations on Statutory Testing Contract Management and compliance.

All statutory compliance testing completed on schedule

Maintenance Manager September 2015

Seek parental views on the school crossing service by introducing a new Satisfaction survey for the service.

Clear understanding of parental satisfaction levels for the school crossing service

FM Support Manager September 2015

Integrate Financial Management of all property spend (Capital and Maintenance) through Technology Forge

Comprehensive and Integrated Financial monitoring of all property spend

Admin and Budget Manager

January 2016

Review of the implementation of the P1_P3 free school meals and encourage further improvements in uptake

Increase the number of children eating healthy school meals

Service Manager Onsite December 2015

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APPENDIX

FACILITIES AND PROPERTY MANAGEMENT INTERIM MANAGEMENT STRUCTURE