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FACILITIES MANAGEMENT (FM) Business Plan

2016-2017

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Contents

Introduction page 3 Resources Staff page 8

Finance page 9 Action Plan Corporate Plan and Cardiff Partnership Priorities page 10 Measures Key Performance Indicators page 18

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Introduction troduction

Corporate Business Plan The City of Cardiff Council can no longer do all the things it has done in the past. With reducing funding and increasing demand, the Council must be clear about its priorities. Three tightly focused priorities have been maintained and a fourth priority introduced which recognises the need to change the way services are delivered. Our priorities: • Education and skills for people of all ages; • Supporting people in vulnerable situations • Sustainable economic development as the engine for growth and jobs; • Working with people and partners to design, deliver and improve services.

For each priority, a limited number of improvement objectives have been established; and for each improvement objective, high level commitments and performance indicators have also been identified. Measuring Progress To ensure there is a clear accountability for delivering each objective a Lead Member, or in some instances Members, are identified. The delivery of the Corporate Plan will be monitored through the Council’s strengthened Performance Management Framework, including: • Performance Challenge sessions of the Council’s Senior Management Team; • Joint Cabinet and Senior Management Team Performance Challenge meetings; • A Challenge Forum involving Members; Senior Officers and external peer support to

challenge the Council’s progress against its improvement journey and delivery of the Corporate Plan.

Aligned monitoring and reporting cycles for finance and service performance information will further support this and afford far greater visibility of the Council’s overall performance position – against which progress will be monitored on an ongoing basis

Key Terms

City Wide Outcomes

• Seven high level outcomes which have been

agreed with partners, and are contained in

Cardiff’s Single Integrated Plan – “What Matters”.

• Achieving these outcomes require action across a

range of organisations.

Council Priorities

• The Council’s priorities recognise the most

important areas that need to be addressed in the

short to medium term.

Improvement Objectives

• For each priority 2-3 Improvement Objectives have

been identified. These reflect specific areas

where the Council wishes to see improvement.

• Improvement Objectives are expressed clearly and

simply, to explain the future condition (or specific

outcome) we want to achieve.

Commitments • Commitments are specific initiatives that the

Council will undertake to deliver the Improvement

Objectives and contribute to City Wide Outcomes Measuring Progress

• Progress will be measured by a basket of

indicators.

These will include nationally set indicators (known

as NSIs and PAMs), service improvement data

which is collected by local authorities across

Wales, and local indicators chosen by the Council.

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The Policy Framework

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Business objectives The objective of the service is to provide a Council wide function that supports people in their work or learning environment, enhances individual wellbeing and enables the organisation to deliver effective and responsive services. FM offers a broad range of professional and advisory services that support and enable the primary business of the organisation. Services include planned and responsive building repairs, cleaning, security and undertaking and coordinating all aspects of building management including Health and Safety, maintenance and sustainability. FM will ensure the service we offer is:-

“Competitive, Compliant, Safe, Sustainable” There are over 1,000 staff delivering these services.

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Our Achievements during 2015 – 16 As a result of the ongoing difficult financial challenges, Facilties Management continued to provide and achieve a number of objectives throughout all teams.

• Full success has been achieved with the integration of educational cleaning facilities within Cleaning services. The non schools cleaning and schools cleaning units were merged with a view to greater operational efficiencies and standardisation of process.

• 10% reduction within 14/15 of Energy within Core Buildings following a review of building management systems. Due to the high reduction within 15/16, energy levels have still been able to be sustained.

• County Hall becoming an established and popular venue within Cardiff, income targets achieved • Revised Service Level Agreement to provide customers with a customer focused and effective service and

reinforced commitment to customer communication, support and engagement • Improvement in safety culture, a linked up and collaborative approach across the Service Area such as - H&S

documentation including Risk Assessments and Managers’ Inspections/ work instructions

• Development of training matrices for all teams - identifying all relevant and specific training • Improved culture and reporting of performance information • Improved customer engagement - Development of “Property Matters” – Schools newsletter • Promotions and branding established to utilise the organisation’s media channels to promote services

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Key Aspirations for 2016 – 17 Facilties Management are fully committed to improving and prioritising how we deliver our services. We aim to support the development of Alternative Delivery Models (ADMs) and any other opportunities to increase profitability and provide better performance and a high level service.

• Explore and adopt alternative delivery methods

• Identify and maximise income generation opportunities by developing a total FM income and marketing strategy

• Strengthen business processes and improve quality of relationships and customer experiences

• Benchmark our services against other local authorities through APSE performance networks and continuously review our services to ensure value for money and sustainability

• Introduce apprenticeship placements

• Actively encourage and continually improve staff development

• Continually improve performance management and culture

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Resources

Staff Numbers & Characteristics Number Age Group by

Gender/Salary Band Female Male Salary Band Number

FTE Post 16-24 8 1 Below £16k 423 Number of Staff 567 25-34 32 35 £16k-£22,999 86 % No 35-44 54 44 £23k-£27,999 28 Temp (Contract Type) 3% 15 45-54 103 82 £28k-£32,999 22 Perm 97% 552 55-64 108 60 £33k -£39,999 6 65+ 27 13 £40k + 2 2014/15 Staff Turnover 0% 0 Total 332 235

Facilities M anagement Division Level Age Profile 16-24 25-34 35-44 45-54 55-64 65+ % of Staff 1% 12% 17% 33% 30% 7% Number of Staff 9 67 98 185 168 40

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Finance

Budget Budget 201 6/17 Savings 2016/17

Expenditure £'000 Income £,000 Net £'000

RES71 - FM Buildings 13,835 (13,702) 132 £11k General building savings

RES72 - Non Housing Building Maintenance 10,646 (10,646) 0 £50k maximising income

RES74 – Cleaning & Support 1,231 (1,281) (50) £30k maximising income

RES75 - Accomodation Account 3,815 (5,134) (1,318)

RES76 - Building Support 1,668 (528) 1140

RES77 - Our Space Buildings 886 (886) 0

RES78 - Cleaning & Support 5,542 (5,701) (159) £135k Alternative Delivery

RES79 - Schools Caretaking 127 0 127

RESA - Office Rationalisation (614) (602) (1,216)

Total 37,135 (38,480) (1,344)

Key Context & Challenges A decrease in budgets across the Authority and increase in demand of services, means there is a need for all Directorates to explore new ways of working. In addition further savings will need to be found within 17/18. Facilities Management have implemented processes to ensure closer financial monitoring is taking place across all teams.

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Action Plan and Performance Measures Part 1 – Corporate Plan and Cardiff Partnership Pri orities

Outcome People in Cardiff are Healthy and Cardiff is clean and sustainable Priority Priority 4 – Working together to transform services

Improvement Objective The City of Cardiff has effective governance arrangements and improves performance in key areas

Commitment Ref No

Partners

Ref Directorate/Service Action Officer Responsible

Milestones Performance Measures /

Evidence Ref

Link to Equality

Objective

Facilities Management - develop and implement a total FM income generation and marketing strategy to maximise income

Lesley Ironfield

Q1 – identify marketing across all FM Services Q1 – develop marketing strategy for all FM Services Q1 – Identify income generation opportunities across all FM Services, including Public Sector bodies

n/a

Q2 – Investigate and collaborate with the management and housing of sheltered complexes to seek income generating opportunities Q2 – Explore opportunities for “insourcing” a window cleaning service for Counil owned buildings

n/a

Q3 – Explore opportunities with other Authorities for income generation Q3 – Develop, consult and agree marketing strategy n/a

Q4 – Implement marketing strategy n/a

Facilities Management – investigate the feasibility of implementing Mobile Working and Scheduling within FM Building Services to increase productivity and efficient working practice

Lesley Ironfield

Q1 - Managers to consult with Enterprise Architecture and develop Business Case including timescales and costings Q1 - Appoint Project Manager

n/a

Q2 - Develop and commence implementation plan n/a

Q3 - Develop training plan n/a

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Q4 - Implement and train staff Q4 - Undertake review and evaluate project

n/a

Facilities Management – Establish and implement identified ADM strategies

Lesley Ironfield

Q1 – Develop Business Implementation Plan for each strand of the strategy Q1 – Develop a staff engagement plan Q1 – Establish strategy actions and accountability with PPDR process

n/a

Q2 – Implement staff engagement strategy Q2 – Implement Business Implementation Plan

n/a

Q3 << insert action milestone >> n/a

Q4 << insert action milestone >> n/a

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Service Priorities Part 2 – Core Business Priorities

Outcome People in Cardiff are Healthy and Cardiff is clean and sustainable Priority Priority 4 – Working together to transform services

Improvement Objective The City of Cardiff has effective governance arrangements and improves performance in key areas

Commitment/Strategy Ref No

Partners

Ref Directorate/Service Action Officer Responsible

Milestones Performance Measures /

Evidence Ref

Link to Equality

Objective

FM Building Services – review structure in line with Target Operating Model

Building Services Manager Contract Manager Senior Surveyor Business Manager

Q1 – Establish unit costs for direct labour unit Q1 – Benchmark current schedule of rates and establish competitive schedule of rates for unit Q1 – Establish in which areas the workforce need to be upskilled/multi-skilled and investigate costs Q1 – Review structure and workshop requirements with staff Q1 – Consult on new structure

n/a

Q2 – Implement new structure n/a

Q3 << insert action milestone >> n/a

Q4 << insert action milestone >> n/a

FM Building Services – review building maintenance framework

Building Services Manager Contract Manager

Q1 – OM and BMS Manager to actively engage with staff on next iteration of the framework and develop an engagement timetable Q1 – Review pricing to ensure contractor to price works as part of framework agreement Q1 – Review schedule of rates used and develop bespoke schedule of rates, establish rates on top 50 items Q1 – Review mini tender threshold – ensure more than one rank 1

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Senior Surveyor Busines Manager

supplier – consider split by value Q1 – Develop tender document

Q2 – Finalise tender document

Q3 << insert action milestone >>

Q4 – Evaluation of tender document

FM Building Services – review arrangements for the supply and procurement of building materials

Building Services Manager Contract Manager Senior Surveyor Busines Manager Business Process Co-ordinator

Q1 – Explore opportunities for van stocks and site deliveries Q1 – Review deliveries direct to site Q1 – Idenity commonly used items Q1 – Idenity and monitor community benefits

n/a

Q2 – Negotiate competitive price on commonly used items Q2 – Produce Business Case and Action Plan to implement new arrangements

n/a

Q3 << insert action milestone >> n/a

Q4 << insert action milestone >> n/a

FM Cleaning & Support – review, identify and implement productivity within cleaning

Cleaning & Support Manager Area Cleaning Manager Cleaning & Support Team Leaders

Q1 – Review APSE benchmarking data (14/15) to identify key areas of improvement/efficiencies Q1 – Introduce measures to reduce level of overheads

Q2 – Based on performance/recommendations – produce report for improvement Q2 – Increase cleaning productivity and reduce frequency where possible Q2 – Submit 15/16 data to APSE

n/a

Q3 – Report and review improvement measures n/a

Q4 – Review APSE benchmarking data (15/16) and identify key areas of improvement/efficiencies

n/a

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FM Cleaning & Support – integrate the Security Service with ARC

Cleaning & Support Manager Corporate Security & Response Manager

Q1 – Explore collaboration with Communities and locality wardens Q1 – Identify and schedule a programme to transfer services and resources to ARC Q1 – Ensure appropriate processes are in place

Q2 – Handover

n/a

n/a

n/a

FM Cleaning & Support – Inroduce service improvements to cleaning and relief carfetaking

Cleaning & Support Manager Area Cleaning Manager Cleaning & Support Team Leaders

Q1 – Review Structure

Q2 - Introduce a recharging process Q2 Develop marketing information and literature Q2 - Develop a schedule of meetings with existing and potential customers Q2 - Identify and explore potential re-insourcing and collaboration opportunities Q2 - Implement a process of improvement in reaction to customer feedback

n/a

Q3 - Introduce arrangements for apprenticeships/work placements Q3 - Develop a recruitment and exit protocol Q3

n/a

FM Building Support – develop Business Plan for Handy Person Service

Building Support Managers

Q1 - Investigate feasibility in market research and pricing

Q2 - Develop costed business case n/a

Q3 - Pilot new service n/a

Q4 << insert action milestone >> n/a

FM Building Support – review and develop options for stores operations at Brindley Road

Building Support Managers

Q1 - Review existing arrangements inc posts Q1 Q1 - Analyse finding and develop options for Service Delivery

Q2 - Prepare Business case n/a

Q3 - Implement recommendations n/a

FM Building Support – Review and develop options for Boiler and Heating replacement at

Building Support

Q1 - Review existing arrangements

Q2 - Analyse finding and develop options n/a

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City Hall

Managers Q3 - Prepare Business case n/a

Q4 << insert action milestone >> n/a

FM Business Support – promote and develop conference and events within County Hall

Business Development Manager All Managers

Q1 - Identify and target new markets Q1 - Develop periodic promotional packages for FM Q1- Improve and enhance current services/facilities through customer feedback

Q2 - n/a

Q3 - n/a

Q4 << insert action milestone >> n/a

FM Business Support – Maintain a strong performance cul;ture

Business Operations / All Managers

Q1 - Identify content Q1 - Develop overarching dashboard for FM

Q2 - Report dashboard via BIM, OIM and team meetings and circulate to all staff Q2 - Consult with managers over content for team dashboard

n/a

Q3 - Reporting of all teams dashboards n/a

Q4 - Reporting of all teams dashboards n/a

FM Business Support – introduce Apprenticeships/Placements within Facilities Management (target minimum of 2/4)

Building Services Manager Business Operations

Q1 - Identify opportunities within teams for apprenticeships/placements Q1- Investigate current arrangements across Council for recruitment / work scheduling/mentoring and assessment Q1 - Develop and map process for teams Q1 - Advertise identified apprentice/placement positions

Q2 - Recruit position/s n/a

Q3 - Recruit position/s Q3 - Q4 Monitor, review and report on progress

n/a

Q4 - Monitor, review and report on progress n/a

Health & Safety – improvement of safety Quality & Q1 - Extend attendance at monthly H&S meetings – April 2016

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standards and the consistency of their application within Facilities Management

Control Officer All Managers

Q1 - Develop a standard agenda to ensure H&S topics are raised and discussed.

Q2 - Implement audit compliance with standard documentation – maintain the H&S database – deadlines as required by H&S compliance, e.g. weekly/monthly/yearly checks Q2 - Monitor receipt of documentary proof of monitoring/H&S inspections and provide advice and guidance where required

n/a

Q3 - Monitor receipt of documentary proof of monitoring/H&S inspections and provide advice and guidance where required

n/a

Q4 - n/a

Health and Safety – implementation of a safety improvement suggestion scheme from front line staff within Facilities Management

Quality & Control Officer All Managers

Q1 Provide staff with email contact to provide suggestions Q1 Log all suggestions on a H&S database Q1 Communicate to staff where improvements are made and provide guidance on implementation

Q2 Log all suggestions on a H&S database n/a

Q3 Log all suggestions on a H&S database n/a

Q4 – Provide report on improvements made since implementation of staff suggestion.

n/a

Health & Safety – Refine the Permit to Work Process – improve control – FM Service Delivery

Quality & Control Officer All Managers

Q1 - Include as an agenda item on Service Delivery H&S meetings Q1 - Develop a template and process chart

Q2 - Communicate the process to relevant staff Q2 - Add the documentation to the Performance Shared Drive for access

n/a

Q3 - Review process Q3 - Request documentary evidence of the new process

n/a

Q4 - Review process n/a

Health & Safety – develop a training Quality & Q1 - Source and develop a resilience training programme

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programme to help improve Wellbeing within Facilities Management

Control Officer Business Operations All Managers

Q1 - Schedule Health MOT’s for CTS/ FM staff

Q2 - Arrange and implement Training plan Q2 - Roll out training plan / Health MOT’s

n/a

Q3 - Roll out of training plan / Health MOT’s n/a

Q4 - Report staff attendance / feedback n/a

Q4 Monitor and report customer satisfaction via core data/ digital dashboard etc. Q4 Undertake appropriate training

n/a

Measure Progress - Key Performance Indicators

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Ref Performance Indicator 2014-15 Result

2015-16 Result

2016-17 Target

2017/18 Target

Action Ref

The number of working days/shifts per full-time equivalent (FTE) lost due to sickness absence

12.15 12.52 TBC

% PPDR Completion

92% 90% 95%

Business Development Income £130k £89k £100k

% of alarm calls responded to within 30 minutes

Overall average

93%

Overall average 89.32%

90%

Efficiencies in Security and Cleaning – ADM

N/A

N/A £135k

Income generation Cleaning & Support

N/A N/A £30K £40k

Building Services Income generation N/A N/A £50K £50k

Building budget savings

N/A N/A £11K

Customer satisfaction – Service Desk

Overall average 87.41%

Overall average 87.31%

95%