assignment facility managment 1 (1)

FACULTY OF SCIENCE AND TECHNOLOGY

SEMESTER MEI / 2015

EBPM 3103- INTRODUCTION TO PROJECT AND FACILITY MANAGEMENT

MATRICULATION NO : 870425105211001

IDENTITY CARD NO : 870425105211

TELEPHONE NO: 0129751694

E-MAIL: [email protected]

LEARNING CENTRE : SHAH ALAM

1 SERVICE OVERVIEW

In 2012/13 Facilities Management Services will be a service in its third year, created with the aim of improving the way in which the Council organises its resources for the benefit of service delivery.

It will also play a critical part in the development of four of the Council's six Asset Management Plans and will be responsible for developing sustainable future strategies for these assets.

Services are:

Catering , Cleaning & Caretaking

Project Management and Design

Property Asset Management including PPP Management

Fleet

Building Maintenance

Housing Property Maintenance and Improvements

Waste Management

Land Services

Streetcare

Janitorial Services

Leisure Services

Assets

Assets are tasked with developing and delivering sustainable property strategies and delivering key infrastructure projects and transactions. Retaining all key property data, the service project-manages larger projects and retains a small number of design staff.

Environment

Waste, lands, streetcare and fleet are at the forefront of public service delivery with arguably the most public-fronted face of the Council. The services are being integrated to create a cohesive single service with clear service specifications. Waste leads Scotland in recycling performance and will continue to increase recycling performance to deliver the Council's contribution to national recycling targets.

Maintenance and Hard FM

Maintenance will be the delivery vehicle for the 24-hour / 365 day per year technical maintenance delivery to all Council property. This includes housing and non-housing, as well as technical, informal support to Housing management and asset team.

Employment via the directly employed workforce and term framework contracts with contracting organisations employed to deliver works but delivering community benefits is core to the philosophy that will be adopted in 2012/13 and beyond. The Maintenance section will aim to make the portfolio more energy-efficient both in the buildings it occupies, rents and in its operational practices.

Soft FM

Soft FM will focus on increasing school meal uptake amongst children, including those groups eligible for free school meals. It is a proven fact that health and diet are linked and early intervention with children can support lifelong healthier eating habits. Soft FM manages leisure delivery and contracts in Clackmannanshire and a strategy will be delivered to Council in 2012.

1.1 SERVICE MISSION / PURPOSE & OBJECTIVES

Mission

The mission of Facilities Management is to ensure that all the services delivered are in accordance with best value principles, are of appropriate quality, efficient and on time. The service supports key corporate services (i.e. social services, housing and education) and but is also a front line provider of other key services.

Objectives

All council buildings and houses are "fit for purpose" in terms of condition, suitability and sufficiency. All council buildings are reviewed and highly utilised so that maximum effect is made of the built facilities. Develop a sustainable asset base which is environmentally and energy efficient and contributes directly to delivering year on year reductions in greenhouse gas emissions through its design, construction and operation.

All services are efficiently delivered and maximise value for money.

Develop resources and culture responsive both to changes in demand and user requirements and wishes, and where the impact of change is maximised through consultation and engagement with users and stakeholders. The rented housing portfolio is safe and improvements made towards SHQS and Local Clackmannanshire standard compliance in 2015 Waste reduction and recycling is at the core of the Council and our communities actions in everyday life Public open space is provided, maintained and promoted for the benefit of the community Affordable leisure services are provided efficiently and effectively for the maximum use and benefit of the community Healthy living and eating objectives are supported in schools and beyond alongside the Councils early years strategy Support Council emergency response responsibilities for incidents and emergencies. Contribute to local employability

1.2 SERVICE STRUCTURE

HEAD OF DPRT

Assets EnvironmentMaintenance andt FM Services

(projects,Hard FM

procurement,

property strategy)

AKRISHNANTONYKHATHIR IBHIMYAP

1.3 BUDGET

The budget is generally made up of Revenue, Capital, the Council's Efficiency Fund, and any other external funding that is made available i.e. Schools Fund , Central Energy Efficiency Funding and Service Devolved budgets. Work in 2012/13 will develop plans and projects for the next 2/3 years expenditure.

As the implementer of much funds they are included for completeness although they may also be featured in other services business plans.

REVENUE BUDGET - netRM

expenditure and income

(2012/13)

Service

Soft FM4.0

Waste, Streetcare, Lands10.0

and Fleet

Maintenance (incl energy)3.0

Asset Management (incl10.0

PPP, rents and rates)

Total BudgetRM27m

CAPITAL BUDGETRM

Waste, Streetcare, Lands and1.0

Fleet

Maintenance (general fund1.5

schools)

Asset Management including

project - 18.0

TotalRM20m

Revenue BudgetRM

(2011/12)

Maintenance/Repairs5.0

TotalRM5m

Capital BudgetRM

(2012/13 and beyond)

New housing 4.0

SHQS6.0

TotalRM 10.0m

2. KEY ISSUES FOR THE SERVICE

The service will have to be focused on delivery of corporate priorities with a rationalised management structure.

Clear leadership of the service at all levels is necessary at Head of Service and new redefined roles at service manager and team leader/direct reports to deliver change and services.

This business plan scopes the main deliverables for FM but the 2012/13 environment will challenge due to the uncertain 2012/13 and beyond. Focus will need to be maintained.

Key corporate projects such as fundamental change in PCU/craft terms/appointments will require good project management.

Integration of client/contractor functions will test and require (more efficient) processes. A revised procurement strategy in housing relying on longer term framework contracts will bring long term procurement and management efficiencies.

Waste will continue to be an environment where maintenance of high performance will be a challenge but publicising enforcement action against non-recycling will gain much column inches in the press. The strategy plans for moving beyond 60% recycling by 2014 and progress will be monitored through working with partner organisations, public and private across all services in 2011/12.

3 APPROACHES

3.1 CUSTOMER/STAKEHOLDER ENGAGEMENT

We aim to achieve high standards of customer service for all our stakeholders. The Customer Service Excellence quality standard is our approach for improving our customer and stakeholder engagement. This will be refocused and taken forward in 2012/13.

In as disparate a service as FM, feedback is gathered in a variety of ways and this requires to be revisited in 2012/13.

The principles of feedback will review the following five basic criteria:

delivery

timeliness

information

professionalism

attitude

3.2 SUPPORTING AND DEVELOPING STAFF

People Development within the service is aligned with corporate management approaches, as defined in the Council's People Strategy. Our aim is to ensure that all staff receive a PRD on an annual basis, supplemented with regular 121s, with the PRD forming the core of the agenda for these meetings. All learning and development is evaluated through discussion the PRD process and following PRDs, team and service learning and development plans are developed and agreed by the management team.

Currently most of our staff acknowledge receiving regular PRDs . Where there are some gaps in deployment, typically due to on-going service reconfiguration, we will be endeavour to achieve a better level of consistency over the coming year as the restructuring becomes embedded with an aim of 100% deployment in the year.

The staff survey also showed that there is scope for improvement in communication across the service and in some aspects of leadership. We have included as key performance measures specific elements of the survey which will be the focus for improvement this year. More generally, we will use the annual staff survey to develop understanding of the deployment and effectiveness of our people development approaches.

Management and team meetings with set agendas are held monthly (in most operational areas), focussing mainly on team administrative issues and corporate and service communication. Corporate cascade briefings are discussed at these meetings. The staff survey indicates that whilst communication is improving, there is still some way to go and this will be an area for particular focus over the coming year.

Other staff support mechanisms are deployed, including back-to-work interviews following periods of staff absence.

Health and Safety risk assessments are maintained. These are reviewed and communicated to staff regularly. Up to date workplace assessments are in place for all staff.

3.3 MANAGING SERVICE PERFORMANCE

The measures included in this service-wide business plan are the responsibility of each service manager. They are reviewed by the service manager and Head of service monthly.

The monitoring of achievement of these objectives will be reported monthly to the Director's Group in a comprehensive progress report.

In 2012/13, covalent performance management system will be used to report our performance in meeting corporate priorities.

4. SERVICE LINKS TO CORPORATE PRIORITY OUTCOMES

Of the nine priority outcomes, Facilities Management has a significant part to play in ensuring that the following corporate priority outcomes are addressed:

1 The area has a positive image and attracts people and businesses - primarily asset management and lands

2 Our communities are cohesive and inclusive - FM and Asset Team are involved in achieving indicators in terms of making council buildings accessible

5 Vulnerable people and families are supported - housing maintenance

7 Health is improving and health inequalities are reducing - FM via, School Catering and Meals on Wheels

8 The environment is protected and enhanced for all - waste, lands, asset management, maintenance;

9 The Council is effective, efficient and recognised for excellence - all services

Major plans and strategies relevant to Facilities Management are:

Community Plan: Long-term vision aims and outcomes, partnership commitments.

Single Outcome Agreement: Links to national performance framework; outcome indicators and targets; and strategic plan for partnership. Clackmannanshire Council Corporate Plan: Business Plan

Themed Plans: Annual Report & Business Plan; Local Authority Carbon Management Plan; Asset Management Plan; and Scottish Government's Nutrition (Scotland) Regulation 2008.

Local Development Plan: Long-term strategy and physical plan for Clackmannanshire's economic and housing development Housing Business Plan and the Standard Delivery Plan (SDP): Key milestones are identified within the SDP and regular progress reports must be presented to Scrutiny Committee to demonstrate progress on Scottish Housing Quality Standard (SHQS) returns.

Clackmannanshire Local Housing Strategy: Service links to corporate priority outcomes 2 and 3 Scottish Housing Quality Standard Delivery Plan: Service links to corporate priority outcomes 2 and 3

5 DELIVERY PLAN

CORPORATE PRIORITY

SERVICE OBJECTIVE

1 The area has a positive image and attracts people and businesses

All council buildings are reviewed and highly utilised so that maximum effect is made of the built facilities.

KEY PERFORMANCE INDICATORS

Covalent CodeKPI2010/112011/122012/132013/142014/15Lead

ValueValueTargetTargetTarget

FAC FAC 003Percentage of operational buildings that are suitable for82.8%tbc83%

their current use

SERVICE ACTIONS

Covalent CodeACTIONImpactBy whenLead

Lemaon grass project 90% completedCatalyst for office rationalisation project andApril 2013Assets Service

sale of two offices.Manager

Centre on-site and relocate temporaryNew library and customer service centreApril 2013Assets Service

libraryManager

Complete new Social Housing Project: Alva25 new social houses to council stock.December 2012Head of Facilities

and TullibodyManagement


Receive planning permission and agreeDevelop new two-stream school from twoApril 2013Head of Facilities

contract price

existing primaries in accordance with strategy.Management

K

P

I

CORPORATE PRIORITY

SERVICE OBJECTIVE

3 People are better skilled and ready for Learning and Development

Contribute to local employability




% staff having undertaken a PRD per yearN/AN/A100Head of Facilities

Management

Number of live on-site Council contracts with communityN/AN/A666Head of Facilities

benefit clausesManagement

Number of trades apprentices at PCU1415161616Head of Facilities

Management

SERVICE RISKS

Covalent CodeAssigned ToCurrent RatingTarget Rating

DescriptionLikelihoodLikelihood

Potential EffectImpactImpact

Latest Note

SERVICE ACTIONS


Formally review the use and impact of theContribute to local employment through i.e.March 2013Head of Facilities

Employment Strategy in FM Services and

apprenticeship schemeManagement

contracts over 2012/13

CORPORATE PRIORITY5 Vulnerable people and families are supported

SERVICE OBJECTIVEAll council buildings and houses are "Fit for purpose" in terms of condition, suitability and sufficiency

The rented housing portfolio is safe and improvements made towards SHQS and Local Clackmannanshire standard

compliance in 2015




The percentage of council buildings from which theMaintenance and

FAC FAC 001Council delivers services that are suitable for, and84.6%Hard FM Service

accessible to, disabled people.Manager

FAM HPI 005Percentage of dwellings meeting SHQS criteria78%84.5%90%95%100%Head of Facilities

Management

SERVICE RISKS

Covalent CodeAssigned ToCurrent RatingTarget Rating

DescriptionPopulation increases beyond the capability of the servicesLikelihood3Likelihood3

Potential EffectCosts increaseImpact2Impact1

Latest NoteApril 2011:

Continuous monitoring of data and number of households and budget/resources should prevent this happening

SERVICE ACTIONS


Frameworks for general works - adaption -Better response to tenants' needs and goodAssets Service

structural upgrades, internal alterations,July 2012

economies of scale.Manager

property extensions 2012-16

Rollout of repairs and maintenanceMore efficient service delivery and betterApril 2013Assets Service

appointment services and system to tradescustomer satisfaction results.Manager

SERVICE ACTIONS


200 new kitchens installed in Council housingCompletion of new kitchen programme acrossApril 2013Assets Service

as part of the Kitchens Programme5,000 stock.Manager

600 upgraded bathrooms installed in CouncilMaintenance and

Better facilities for tenants.April 2013Hard FM Service

housing as part of the Bathrooms Programme

Manager

208 planned central heating replacementsMore efficient heating systems addressing fuelMaintenance and

April 2013Hard FM Service

undertaken as part of the...poverty.

Manager

10 blocks have secure door entry systemsMaintenance and

Safer common areas and stairs.April 2013Hard FM Service

Upgraded

Manager

Maintenance and

240 electrical upgradesElectrical systems less prone to failureApril 2013Hard FM Service

Manager

Maintenance and

300 Safe electrical periodical testingElectrical systems less prone to failureApril 2013Hard FM Service

Manager

Roof upgrades to 20 houses and wallBetter weather protection and energyMaintenance and


upgrades to 3 blocks of flatsefficiency.

Manager

Energy efficient central heating systemsEconomies of scale and community benefitMaintenance and


upgrade - term contract 2013-16through larger, longer-term contracts

Manager

Report to Council (led by Community &Robust business plan for future viability ofHead of Facilities

Regulatory) (Support. Revised HousingApril 2013

Business case to Council - complete surveyhousing stock.Management

(Housing Asset Management Plan))

CORPORATE PRIORITY

SERVICE OBJECTIVE

7 Health is improving and health inequalities are reducing

Affordable leisure services are provided efficiently and effectively for the maximum use and benefit of the community Healthy living and eating objectives are supported in schools and beyond alongside the Council's early years strategy




WSL STR 001aOverall cleanliness index following all inspections of a77Tbc808080Environment Service

sample of streets and other landManager

No. of Leisure visits to Council facilities per month (inclN/A58,15065,000Soft FM Service

ALB), in a rolling yearManager

Alloa Leisure Bowl - subsidy per userRM1.37RM1.32RM1.32Soft FM Service

Manager

CAT CAT 001Meal uptake in secondary schools (APSE P136d)60.43%70.22%65%Soft FM Service

Manager

CAT CAT 002Uptake of school meals, paid and free, in primary schools.42.95%43.53%44%Soft FM Service

(APSE P136e)Manager

SERVICE RISKS

Covalent CodeAssigned ToEnvironment and Maintenance ManagerCurrent RatingTarget Rating

DescriptionLoss of large fleet vehicles, e.g. fire or malicious damageLikelihood2Likelihood2

Potential EffectFailure to undertake short-term refuse collectionsImpact4Impact4

Latest Note Vehicles containing residual waste are emptied at end of shift and security controls at depot.

Private sector vehicles available.

SERVICE ACTIONS


Leisure strategy approved by CouncilOverarching strategy and priorities agreed.December 2012Head of Facilities

Management

Leisure Alternative Delivery Model strategy /Strategy and priorities agreed.April 2013Head of Facilities

policy discussed by CouncilManagement

CORPORATE PRIORITY

SERVICE OBJECTIVE

8 The environment is protected and enhanced for all

Develop a sustainable asset base which is environmentally and energy efficient and contributes directly to delivering year on year reductions in greenhouse gas emissions through its design, construction and operation.

Waste reduction and recycling is at the core of the Council and our communities actions in everyday life

Public open space is provided, maintained and promoted for the benefit of the community




% Additional recovery from missed recycling in residualN/AN/A25%Environment Service

waste - 12.Manager

CO2 emissions from gas consumption in Council buildings4,165Maintenance and

FAC FAC 0072,7843,137Hard FM Service

in a rolling year (tonnes)

Manager

C02 emissions from electricity consumption in Council4,820Maintenance and

FAC FAC 0084,383Hard FM Service

buildings in a rolling year tonnes

Manager

C02 emissions from water consumption in Council30Maintenance and

FAC FAC 00935.50Hard FM Service

buildings in a rolling year (tonnes)

Manager

WSL WMA 006Number of Waste Management Complaints545Environment Service

tbcManager

SERVICE RISKS

Covalent CodeAssigned ToEnergy TechnicianCurrent RatingTarget Rating

DescriptionIncreased utilities use.Likelihood3Likelihood3

Potential EffectIncrease in carbon emissions.Impact3Impact3

Latest Note

SERVICE ACTIONS


Start food waste collectionsLower landfill costs.December 2013Environment Service

Manager

Zero Waste Strategy Report presented toOverarching strategy approved.December 2013Head of Facilities

CouncilManagement

Maintenance and

Landfill gas flare at Black DevonAddresses historic planning obligation.December 2013Hard FM Service

Manager

KPI CORPORATE PRIORITY9 The Council is effective, efficient and recognised for excellence

SERVICE OBJECTIVE All services are efficiently delivered and maximise value for money.

Support Council emergency response responsibilities for incidents and emergencies.




% Customer satisfaction with FM servicesN/AN/A90%

% Customer and stakeholder requests responded toN/AN/A90%

within timescale

% of staff who say they are satisfied with their job576067

% of staff who say they are proud to work for the Council405567

% of staff who confirm that they have a Performance

Review and Development (PRD) meeting with their line535090

manager at least once a year

% of staff who say have the right materials, information507575

and support I need to do their work

% of staff who feel they have contributed to their team's3753.760

future plans

% of staff who feel that the Council is an equal6867.575

opportunities employer

% of staff who say that they are encouraged to make

suggestions to improve their service and / or make it more3951.260

Efficient

% of staff who have confirmed that they get Health &

Safety information which is relevant to them and their work6463.467

(e.g. fire evacuation procedures, risk assessment, Health

& Safety policies)

FAM FAM 012Service sickness absence levelsN/A3.463.4%

FAM FAM 013Number of RIDDOR cases within the service (note: FMN/A1310Head of Facilities




services scope has expanded)Management

FAC FAC 011aTotal property running costsRM6,489,761TbcAsset Manager

WSL WMA 007Net cost of waste collection per service visitRM0.58TbcEnvironment

Manager

WSL WMA 008Net cost of waste disposal per service visitRM0.95TbcEnvironment

Manager

CAT CAT 003Direct cost of producing a school meal. (APSE P118)N/ARM1.96RM2.00Soft FM Manager

CAL CLE 001Annual cost per square metre for building cleaning (APSERM9.14Tbc10.00Soft FM Manager

P101)

WSL WMA 001Net cost of refuse collection per premiseRM51.59TbcEnvironment

Manager

WSL WMA 002Net cost of refuse disposal per premiseRM85.12TbcEnvironment

Manager

Percentage of all repair work completed within expectedMaintenance and

PRF PRO 00195.4494.9793.14%Hard FM Service

timescales

Manager

Percentage of housing repairs completed during the firstMaintenance and

PRF PRO 00282.11%82.4580Hard FM Service

Visit

Manager

SERVICE RISKS

Covalent CodeAssigned ToMaintenance and Hard FM ServiceCurrent RatingTarget Rating

Manager& Environment Manager

DescriptionWeather impact, such as heavy snow that prevents vehicle movementsLikelihood4Likelihood4

Potential EffectFailure to provide servicesImpact3Impact3

April 2011:

Latest Note Awareness of weather reporting and preparation to reorganise collections

Inform customers via press / website / radio / Contact centre of updated position and alternatives.

Initially access areas that are accessible

SERVICE RISKS

Covalent CodeAssigned ToEnvironment and Maintenance ManagerCurrent RatingTarget Rating

DescriptionLoss of buildings / KelliebankLikelihood3Likelihood3

Potential EffectDisruption to service provisionImpact3Impact3


Service recovery plan identifies actions to relocate staff and operating base.

SERVICE RISKS

Covalent CodeAssigned ToHead of Facilities ManagementCurrent RatingTarget Rating

DescriptionHealth and Safety Policy is not deployed across the full serviceLikelihood1Likelihood1

Loss of life

Potential EffectStaff unavailableImpact5Impact5

Fines

Damage to reputation of service and Council

April 2011:

Latest Note H&S included in all contracts

H&S inspections

H&S training and reporting in place as part of PRDs

SERVICE RISKS

Covalent CodeAssigned ToHead of Service / Service ManagersCurrent RatingTarget Rating

DescriptionExternal contracts failLikelihood2Likelihood2

Damage to the environment

Potential EffectHarm to reputationImpact4Impact4

Increased costs

Disrupts service provision


Monitor contractor performance regularly

Increased focus on robust contract management.

SERVICE ACTIONS


Agree and implement a revised maintenanceMore focused service delivery andMaintenance and

July 2012Hard FM Service

management structureaccountable management structure

Manager

One charging policy to Directors' Group toInform 2013/14 budget positionJuly 2012Soft FM Service

maximise incomeManager

Complete PRD for all staffSeptember 2012All Service Managers

Review Service Risk RegisterBusiness failure / criticism lessenedSeptember 2012Head of Facilities

Management

CIM Self-assessment undertaken andBetter customer service.September 2012Head of Facilities

improvement plan agreedManagement

Revised Terms and Conditions and CouncilMaintenance and

No Single Status risk.September 2012Hard FM Service

approval for craft

Manager

IDOX DMS used as standardLess paperDecember 2013Head of Facilities

Management

Fleet asset management plan approved byLess vehicles, better utilisation, less carbonDecember 2013Head of Facilities

Councilemissions.Management

CSE pre-assessment completedBetter customer serviceApril 2013Head of Facilities

Management

Lands asset management report approved byPolicy for lands management agreed with keyApril 2013Head of Facilities

CouncilstakeholdersManagement

Asset management will provide settlementHead of Facilities

plans for the Council's property portfolio - 5Less long-term property costsApril 2013

out of 8 settlement area plans to Council forManagement

approval

SCOPE OF WORK AND DESCRIPTION

Lifecycle PlanningTo ensure that City facilities remain functional for the public and otherdepartments by planning renovation and upgrade projects.

Facility PlanningTo ensure that the needs of our customersare met with costeffective solutions.

DesignTo ensure that City facilities are safe, efficient, and effective bydeveloping design standards and reviewing designs and plans ofExternal consultants.

Project Planning andManagementTo ensure that City facilities are safe, efficient, and effective bydeveloping design standards and reviewing designs and plans ofexternal consultants.

Operating Cost PerformanceMonitoringTo ensure that approved project scopes, schedules, and budgets are adhered to when managing Major and Minor Capital Projects.To identify an appropriate scope, capital cost, and operating budget impact for new projects that are identified in Capital Improvement Programs.To continue to monitor and improve the environmental performance of facilities by tracking energy and resource consumption.

Planned maintenances(preventive and predictive)

To continually increase the amount of work requests performed byPrioritizing and planning maintenance activities.

Management of maintenancerequests and scheduling ofmaintenance activities.To ensure that the time and costs required doing maintenance are

minimized by limiting material inventory and managing justintime delivery of material.

Management of maintenancematerial supplyTo maintain and care for facilities at established service levels.

Property ManagementTo minimize the amount of time services are interrupted to the public as a result of unplanned equipment failure.

REFERENCE

1)OUM HANDBOOK

2)BRITISH STANDARD SPECIFICATION AS GUIDE LINE

3)ARTICLE ABOUT FM FROM INTERNET SOURCES

4)LITERATURE REVIEW OF MAC AFFIN FM PLAN

1) OUM HANDBOOK

2) BRITISH STANDARD SPECIFICATION AS GUIDE LINE

3) ARTICLE ABOUT FM FROM INTERNET SOURCES

4) LITERATURE REVIEW OF MAC AFFIN FM PLAN

END

assignment facility managment 1 (1)

Documents