fm charity network forum 2010 conference professionalising our sector wednesday 20 th october 2010...
TRANSCRIPT
FM CHARITY NETWORK FORUM 2010 CONFERENCEProfessionalising Our Sector
Wednesday 20th October 2010
Presentation Slides
Martin Pickard
Opening Remarks
Raising the Profile of FM in the Charity Sector
October 2010
Nothing Changes Much
in FM
Facilities Management is
a busy job.
FM Constants
Time
pressure
Cost
Pressure
Resource pressure
Service
expectationsAffordability
Negative image
Chan
ging
Envi
ronm
ent
FM PESTLE 2010
Public Sector• The demise of PFI & BSF• Coalition Government agenda• Public sector spending cuts• Some 1st gen outsourcing• Increased outsourcing of bigger bundles
(2nd gen) • Collaborative procurement drive in TFM
bundles• Whole portfolio outsourcing including
large and small sites• B2G FM market size £38.3bn but outlook
uncertain
Private Sector• Economic recovery under way• Post recession issues and opportunities• Cost and cash pressure on supply chain• Increased energy and environmental
regulation• Risk and compliance concerns growing• International FM trend small but growing• Portfolio & service bundling for economies
of scale• National portfolio outsourcing including
large and small sites• B2B FM market size £48.7bn and growing
The Charity Sector (England and Wales)
• 167,000 UK charities– Income £51bn
• 60% small charities– Less than 1% of income
• 0.4% large charities– More than 50% of income
• Recession impact– 1.1% reduction in 2008/09
• Coalition impact• 20% VAT from 2011
Income Charities % Total £bn %
£0 to 10,000 73,087 45.1 0.247 0.5
£10,001 to £0.1m 50,881 31.4 1.776 3.4
£100,001 to £0.5 16,678 10.3 3.784 7.2
£500,001 to £5m 7,741 4.8 11.593 22.0
£5m plus 1,747 1.1 35.251 66.9
Sub-Total 150,134 92.7 52.651 100.0
Not known 11,782 7.3 0.000 0.0
TOTAL 161,916 100.0 52.651 100.0
TOTAL 166,807 100.0 51.166 100.0
The Charity Sector (England and Wales)
• Benefits to society, public and individual quality of life
• Employment– 0.6m Employees– 0.9m Trustees– 14.4m Volunteers
• Recession increasing demand
• Coalition seeking support for public services
FM Industry Trends 2010
• Self delivery model increasingly dominant• Skill shortages at all levels• Bigger players extending technical expertise and offerings• More single service players offering FM• Some FM operators at risk• Continued market consolidation• Diversification into Real Estate and niche services• Property players repositioning towards FM• FM players increasingly green
FM in the Charity Sector
• 2.4% of whole FM market = £2.16bn • Wide ranging service requirement• Outsourcing important• Service delivery critical• Need for innovation• New OGC FM framework• FM outsourcing relatively immature
The Image problem
Solutions
• Professionalising FM• Collaborative working• Delivery• Promotion
Professionalise
• Qualifications• Training & Development• Engagement beyond
the sector
Collaborate
FM
Industry
Suppliers
Profession
Customers
Consultants
Service Providers
Bsi PAS 11000
PAS 11000 the worlds first Collaborative relationship management standard
The BIGGEST Picture The Smallest detail
Deliver
Promote
“Raising the Profile” benefits...
• All of us• Our employers• Our teams• Our profession
THANK [email protected]
Microsoft Online Services
Tony CocksMicrosoft UKChannel Development Manager
Transformational Era
MainframePC Client
Server Web Services Cloud
What do we mean when we say cloud?
Investment at scaleProducts developed with cloud in mindCapability unique to our platformWe are talking to customers and partners about it – its our preferred (but crucially not the only) delivery modelIts paving the way for genuine ubiquity in platform choice
The Future Of Productivity
The cloud on your terms
Best productivity experience across PC, phone, and
browser On-premises
Online
Business
Intelligence
Enterprise Content Managem
ent
Collaboration
Enterprise
Search
Unified Communicat
ions
Layers of the Cloud
Computers Networks
Platform As A Service
3rd PartyApps & SolutionsBusiness
ServicesConsumer Services
Datacenters
Fits Your Customer’s Business
(Big result with low investment)
Help Manage & Secure PCs Anywhere
(Cloud services)The Best Windows
Experience(Standardize OS on Windows 7)
Multiple Configurations, Versions, Licenses
Workers in Many Locations
Lack of Insight to PCs
High Infrastructure Investments Required
Challenges in Managing Business PCs
SolutionCloud services and
Windows 7
Customers are Moving to the Cloud with Microsoft
“The move to Microsoft Online Services will help cut operational costs by an estimated 30% and create a variable cost model that will provide increased flexibility in the future.”
Ingo Elfering VP, Information Technology Strategy GlaxoSmithKline
“We looked at a variety of cloud-based
offerings, and only Microsoft could meet
our requirements for reliability. We have
already started our rollout, and with
Exchange Online, we will consolidate 42
e-mail systems into one, reducing our IT
costs by at least 30%.”
Olivier Baldassari
CIO, Rexel Group
“Our users consistently rave
about the move
to Microsoft Online
Services, providing
familiar, intuitive solutions
that we could trust with
our business
communications.”
Chris Millington
Global CTO, McDonald’s
Corporation70% Exchanging from Notes
9,000 business customers
40M paid online seats
More than 500 government entities
Over 50% of the Fortune 500
Call to action
Investment at scaleProducts developed with cloud in mindCapability unique to our platformWe are talking to customers and partners about it – its our preferred (but crucially not the only) delivery modelIts paving the way for genuine ubiquity in platform choice
© 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after
the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
[ Achieving Best Value Through Converged Technology]
Chris PapaQubic
[ introduction]
“Technology without a problem to solve is just a gadget”
[ benefits ]
More Better Faster Cheaper
[ connectivity ]
Blended Tier I fixed line Proximity to access points Blended Tier I mobile Bulk minutes versus flexible packages Online mobile manager
[ cloud computing ]
Remove CapEx barriers Work better
Scalable Flexible Reactive Security Business continuity
[ pc powerdown ]
Computer based solution Switches electrical equipment off Significant energy bill savings Reduction in consequential CO2
[ questions? ]
The Art of Intelligent Negotiation“Getting to Yes”
Lucy Jeynes, Larch Consulting
Preparation
“If I had six hours to cut down a tree, I’d spend the first four sharpening the axe”. (Abraham Lincoln)
– What are your relative rankings?– What’s the current relationship?– Do you need to maintain a relationship in the future?– Are you buying or selling?– Can you be a good negotiator without losing touch with
your principles and values?
Goals
• What do you want to get out of the negotiation?
• What do you think the other person wants?
• Think about and map these outcomes
Trades
• What do you and the other person have that you can trade?
• What do you each have that the other wants?• What are you each comfortable giving away?
Alternatives
• If you don’t reach agreement, what are the alternatives?
• Are these good or bad?• How much does it matter if you don’t agree?• Does failure to reach agreement cut out future
opportunities?• What alternatives does the other party have?
Relationships
• What is the history?• How will this history impact the negotiation?• Are there any hidden issues?• How will you handle these?
Outcomes
• What outcome will people be expecting from this negotiation?
• What precedents have been set in the past?
Consequences
• What are the consequences for you of winning or losing?
• What are the consequences for the other person?
Power
• Who holds what power in this relationship?• Who controls resources?• Who loses most if agreement isn’t reached?• What power does the other party have to
deliver what you hope for?
Compromises
• What possible compromises might there be?• How can each party come away from the
negotiation feeling positive?
Exploration
• Negotiation is a careful exploration of your position and the other person’s position
• The goal is finding a mutually acceptable compromise that gives you both as much of what you want as possible
• Ideally, the other person wants what you are prepared to trade, and you are prepared to give what the other person wants
What’s your style?
• Be confident and authentic• Don’t assume it’s a battle!• Be prepared – think things out• The nice guys don’t always come last
Five Tips
Learn to Flinch
• A visible reaction to the offer or price• Makes the other person feel uncomfortable
about the offer they’ve presented• Leave them to respond
Ask for more
• Ask for more than you expect to get• (Be cheeky rather than insulting)
Do your research
• The person with the most information usually does better
• You need to learn as much as possible about the other person’s situation, motivation, wants and needs
• If you are selling - know as much as possible about your competition and their offer too
Practice
• Practising all the time will help you become more confident
• It will help you to see that there is more scope for negotiation than you think
• Good situations to practice?
Be ready to walk away
• Make sure you have an alternative• The most powerful negotiating position is the
one where you don’t need to do a deal
RE-CAP
Preparation
Five Tips
The Current FM Job Market and Tips To Improve Your Chances of
Securing a New Position
Presented by Peter ForshawWednesday 20th October 2010
– Blurring of Boundaries
– Credit Crunch
– Restriction on Budgets
– Affectionate about the Past
FM in 2010:
1
– More Outsourcing
– Necessity Only
– Unemployment
– Wage Growth
Redefining Expectations:
2
– Differentiation
– Technology
– Flexibility
– Education & Training used to be Secondary
Gearing Up for Change:
– Increased Demand in Skills & Training
– Useful Up-skilling
– Qualifications in Selection
– Importance of IOSH and NEBOSH
Changing Expectations:
– Increase Competition
– Seize the Opportunities
– Soft Skills
– Churn: A Fact of FM Life
Changing Expectations:
– Good Foundation
– Research
– Create Opportunities
– Your Marketing Pitch
Starting the Job Search:
– Your CV is the Ticket to the Job Race
– How many CV’s
– The Words
– You Have the Right to Remain Silent
Your CV A Professional Story:
– Career Summary
– Achievements
– Employment History
– Do’s & Don’ts
Your CV A Professional Story:
– Online Job Searching
– Embrace Technology
– Promote Yourself Online
– Keep things Updated
The WWW:
89
– It took 477 days to reach their 1st million users
– The last million took 12 days!
– 42 million unique visitors a month
– 1 billion people searches performed last year
91
– Fill in as much as you are comfortable with on your profile
– Find and join groups that interest you
– Personalize your invitations to connect
– Acknowledge those who want to connect with you
– Research
– What do you want?
– What will they ask you?
– Presentation
Interviews:
Interviews:
– What are Competency Based Interviews
– Questions
– Preparation
– Do’s & Don’ts
– Compose Yourself
– Be Honest & Positive
– Best Question
– Feedback
Interviews:
Thank you for your time
Peter ForshawMaxwell Stephens
96
“How Social Enterprises can help Charities”
“How Social Enterprises can help Charities”
Social enterprises are businesses set up to tackle a social or environmental need.
Their social and/or environmental purpose is absolutely central to what
they do - their profits are reinvested to sustain and further their mission for
positive change.
What are social enterprises?
“How Social Enterprises can help Charities”
What are some examples of social enterprises?
Eden Project
The Big Issue
Fifteen Jamie Oliver's restaurant
Divine Chocolate, a fair trade chocolate company co-owned by the cocoa farmers cooperative
Women like Us, which connects women with flexible employment.
“How Social Enterprises can help Charities”
1840s Rochdale, the first workers' co-operative was set up to provide high quality affordable food in response to exploitative factory owners.
By the late 1990s a number of different traditions, including co-operatives, community enterprises and voluntary organisations were setting up social enterprises
What is the history of social enterprise?
“How Social Enterprises can help Charities”
In which sectors do social enterprises work?
There are approx, 56,000 social enterprises across a wide range of areas:
Health and social care services, education, environment and recycling, energy management, bicycle repairs, construction, drugs rehab, transport, IT, telephones, packaging, chocolate, coffee, organic food etc etc.
DTI survey in 2005
“How Social Enterprises can help Charities”
Mission and Service
Social enterprises can deliver great services to charities across a wide range.
Social Enterprises can also advance a charities mission.
“How Social Enterprises can help Charities”
The Green-Works Mission
1. to encourage business to re-use or recycle all their redundant furniture
2. to protect the environment
3. to reduce the operating costs of the charitable sector by supplying quality office items at low cost
4. to create valuable employment and training opportunities
“How Social Enterprises can help Charities”
How big is the challenge?400,000 tonnes of office furniture is sent to landfill every year in UK – and predominantly from LondonThere is a significant need in 3rd sector for decent, affordable furnitureThere is a huge demand for jobs that develop basic and key skills
“How Social Enterprises can help Charities”
Our social enterprise partners
We are passionate about making a difference to local communities, particularly those in the most deprived parts of the UK. We partner with charities and social enterprises who are as committed as we are to protect the environment and to deliver real social benefits for their local communities.
“How Social Enterprises can help Charities”
For us re-use acts as an “engine” that creates real jobs
and vocational training such
as: Materials handling Forklift Truck Driving Stock management PAT - Electrical testing Computers Customer Service Health & Safety
… And much more
“How Social Enterprises can help Charities”
Rebuilding and re-equipping schools
“How Social Enterprises can help Charities”
“Now we have very good chairs which they can sit on and with the books they are able to learn to read better….the children do not
get sore backs anymore and this means that they can concentrate better on the
lessons”.
Helping children learn
“How Social Enterprises can help Charities”
We are a low cost resource for charities, schools, NGOs and hospitals in the UK, and
across Africa.
“How Social Enterprises can help Charities”
Supplying to the 3rd sector; how can we help?
Green-Works sources large
volumes of good quality, built to
last but redundant furniture
Stock ranges from, desks, tables,
storage, filing cabinets and chairs
to carpet tiles, whiteboards, coat
stands and stationery
Cost effective solutions to new
office set ups or refurbishments
“How Social Enterprises can help Charities”
Re-manufacturing to your requirements.
Green-Works can manufacture
100% reused content furniture – to
your specification
Innovation and design
Range of standard products
Produce items to client
specification
“How Social Enterprises can help Charities”
Bespoke solutions
FAMILY MONEY
“We are delighted with the results –
the call centre office looks so
impressive”
THE BROMLEY TRUST
“This storage has improved how we
work. The Cube wall is sturdy,
really attractive and helps us to
manage and file all our materials
so easily”
“How Social Enterprises can help Charities”
Announcing: a new 20% discount rate for all FMCN members
“How Social Enterprises can help Charities”
Conclusion
Buy Social Enterprise and:
1. Help deliver your mission
2. Help other charities deliver their mission
3. Get great service and products
THE FMA
10 COMMANDMENTS
GET TOOLED UP
HOST NOT GUEST
BUSINESS CARDS
TIME MANAGEMENT
NETWORKING BENEFITS
• Personal Profile• Company Profile• Eventually Business from a trusted
source• Word of Mouth Business more
profitable• Problem solving• Help others• Expand Contacts
THE FMA
Why a Trade Association?
• A Voice• Financial Interest• Trust• Advice• Networking• Standards and Benchmarking• Reputation.
Why the FMA?
• Only Trade Association in FM• Voice of the Industry• Influencer. CBI, Asset Skills, OGC• Networking• Financial Advantages• Collaboration• Recognition Awards
Benefits
• Get Involved• Get Represented• Get Networking• Get Heard
Our Members
www.cy-associates.com
Tendering Tips
Deborah GlenMonica Vaughan
www.cy-associates.com
Why Tender?New ServiceMarket testingContract renewalDissatisfaction with current serviceDriving down costsService development
www.cy-associates.com
ConsiderationsRequirementTeam/stakeholdersSuppliersProcessTimescales
www.cy-associates.com
ProcessPre-tender PreparationDocumentationTender ProcessSupplier SelectionNegotiation of Contract
www.cy-associates.com
Case Study
www.cy-associates.com
Stationery/IT ConsumablesCY Associates clients
Joint tender for the provision of stationery and IT consumables
www.cy-associates.com
Why Tender?Current arrangements in place for several
yearsReview of market practicesReview of technologiesBenchmark costs To appoint a proactive partnerManagement information
www.cy-associates.com
Why Tender together?Similar requirementsShared knowledge and expertiseShared costsStronger message to the marketplaceMore attractive business Lower and more attractive pricing
structuresAdvantages for all clients – large and small
www.cy-associates.com
ConsiderationsTeam
• Representatives from client group• CY Associates
Suppliers List• Clients experience/knowledge• CY market knowledge
www.cy-associates.com
ProcessTimetableDrafting the Specification and Service
LevelsTender DocumentationQuestion & Answer sessions Tender Analysis and due diligencePresentations and supplier site visitsSupplier Selection and scoring criteriaSupplier Debrief sessions
www.cy-associates.com
OutcomeUp to 35% savings across the boardProactively Managed serviceLatest technologiesEnvironmentally friendly
www.cy-associates.com
Any questions?
www.cy-associates.com
CY – Who are we and how can we help?
www.cy-associates.com
OverviewCY Associates was formed in 1997 to offer
businesses support in procurement and related services
We work in partnership with our clients to help them achieve their objectives by understanding their business needs and developing services to meet those requirements
www.cy-associates.com
Analysis of the current purchasing activities
Reduce unnecessary overhead costsBenchmark costs
Audit
Managed Services Managed Purchasing Service
providing advantageous umbrella agreements for goods & services
www.cy-associates.com
Project Management Including management of pre-tender,
tender, negotiation & implementation stages of the project
Contract Management Training
A customised training programme in three phases in order to achieve a return on investment and succeed in contract negotiation
www.cy-associates.com
Summary We develop and deliver comprehensive and effective purchasing solutions for each individual client. Our proven methods help us to work with you to achieve your objectives.
Thank You• Deborah Glen• Monica Vaughan
www.cy-associates.com