VOTE FOR YOUR COVID-19 RESPONSE AWARD WINNERS

2020 has been an exceptional year for our industry being at the frontline of the nation’s effort to combat COVID-19 and protect the public.

We at IWFM and Facilitate wanted to celebrate some of the outstanding individuals and teams and showcase the positive impact they have made in responding to these unprecedented circumstances. By creating the COVID-19 Response Award, we are giving you the chance to vote and champion some of the amazing work that has been done across our sector over the past six months.

The winning entries will encapsulate the spirit and professionalism of workplace and facilities management at its best. They will demonstrate all the hallmarks of a high-performance individual or team and be an inspiration in and beyond our profession.

From 69 entries the judges had an incredibly tough job, but they have selected 20 finalists across four groups, each of which will have a COVID-19 Response Award winner! It’s now your turn to get involved! Below are the links to the finalist entries so grab a cuppa, sit down and look through the shortlist and then vote for your winner. You can vote for one entry per group.

Voting closed at 5pm BST on Tuesday 22 September and the winners will be announced at our virtual awards ceremony on 12 October.

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Covid-19 Response Award - Keeping good work going

Maintaining productive and connected working environments safely and mindfully when so many are working remotely and in diverse circumstances

Ahead of the Curve, Ashdown Phillips & Partners

Our COVID-19 response touched all 90 people in Ashdown Phillips working across our Facilities and Shopping Centre Management, Surveying, Client and Company Accounts and Administration/Support teams. Since early March, we have experienced a rapidly changing situation where all our stakeholder groups have looked to us for guidance and direction. Despite unprecedented uncertainty, we took control, offered reassurance, advice and dealt with risk to all our stakeholders.

Our challenge was balancing the need to fully digest and understand the dynamic situation (which sometimes changed hourly!) with safeguarding our stakeholders’ needs, namely:

  • For Clients: ensuring properties remained open and accessible for all to protect revenue
  • For Occupiers: providing guidance, support and constant dialogue, balancing service provision and safety with ensuring buildings were safe for people to use;
  • For Service Partners: working in partnership to customise every building’s strategy, outlining and agreeing service delivery together;
  • For our Internal Team: arming them with the knowledge, confidence and support to deal with the pandemic and encouraging them to remain site-based to protect all of our stakeholders’ interests

We applied a key rule throughout: “see one another less, but talk more” via several initiatives:

  • Prior to lockdown being announced, we established a WhatsApp COVID-19 response group, consisting of key decision makers, including our MD, Heads of FM and HR Manager, which allowed us to separate business as usual activity from our strategic response to the growing crisis
  • We allocated Directors to brief clients on our response, draw them in and secure their buy-in to our approach
  • We quickly implemented a process for recording occupancy levels in all buildings, statistically tracking occupiers who were working from home, occupying as normal, or splitting their teams’ working patterns.
  • We initiated one-to-one conversations with all occupiers to understand their operational plans, which shaped our approach to keep buildings safe, secure and ready for a more “normal” level of utilisation
  • Our credit control team worked collaboratively with their colleagues and built on the already strong relationships with individual occupiers to deliver incredible collection results, which has been firmly acknowledged by our clients.
  • Engagement using Zoom/Teams for social events and quizzes
  • Specialist working groups were formed for each of our third-party provisions to share service partners’ best practice

These initiatives help us adapt, quickly finding new ways of getting things done. Our clients, occupiers and service partners benefited from our responsiveness too – we worked at a fast pace but fully evaluated risk at every stage.

Our teams have worked tirelessly throughout and with significantly reduced numbers to keep service to clients and occupiers first on our agenda. We tailored solutions for each property under our management and assured all occupiers their buildings remained open and safe to use.

Too often FM teams are the unsung heroes, doing a great job but only noticed when something goes wrong. In our business, we have developed a culture where they are at the forefront of everything we do. Nothing has exemplified their importance in ensuring great connectivity and operational excellence more than the COVID-19 pandemic.

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City and Asda partnership

During the COVID-19 outbreak, almost 10,000 City colleagues have worked in partnership with Asda to help feed the nation and maintain a clean and safe environment across more than 630 retail stores and distribution centres (DCs) in the UK.

City has provided enhanced cleaning and maintenance services to help protect our colleagues, Asda colleagues and customers and suppliers throughout this pandemic, responding to the ever-changing Government advice. At a time where most of the country was able to stay at home, City’s cleaning and maintenance colleagues were working as key workers on the front line, supporting the delivery of vital services and keeping Asda stores and DCs clean, safe and trading.

Our teams, which are dedicated to Asda, not only adapted to the changes in enhanced cleaning specifications but also managed and delivered the introduction of social distancing measures and messaging across all Asda locations. In particular, our colleagues in Birmingham also faced unprecedented cleaning challenges in an area which was reported as the second largest COVID-19 hotspot outside of London.

Covering 26 Asda locations across Birmingham, City colleagues Lee Farley (Regional Facilities Manager) and Sally Allcock (Regional Cleaning Manager) led the City cleaning and technical team through one of the most challenging times in retail history, enabling our customer to focus on the trading challenges, which were presented by the COVID-19 pandemic.

Not only did Lee and Sally support our customer in the evolving requirements to remain compliant, but with safety being at the heart of City’s core values, they also continued to protect the welfare of their colleagues and Asda colleagues and customers.

During this time, four of City’s cleaning colleagues contracted COVID-19 and the team was devastated to learn that two of their colleagues lost their battle with the disease. This presented a worrying time for our colleagues and their families and Lee and Sally continued to offer unwavering leadership and support whilst continuing to deliver the high level of service expected by Asda.

The pressures on the team have been relentless and they continue to manage and support their colleagues as they continue to work through the COVID-19 pandemic. The team is thoroughly deserving of this award for their unwavering commitment and dedication to their colleagues and keeping everyone safe during COVID-19.

Testimonial
“When so many people were impacted by sadness, our colleagues went above and beyond to ensure our stores, depots and home offices were clean and safe for our customers and their communities; helping to feed the nation.”

“Our teams had to remain agile with ever changing advice and specification across enhanced cleaning and facilities. In particular, our frontline cleaners and technicians who were there when we needed them most.

“We experienced some of our toughest challenges in our Birmingham region that saddened and hurt the whole Asda City team. In was during this difficult time that both Lee and Sally shone, living our beliefs of Respect, Integrity, Service and Excellence. They are an example to us all.”

Graham Nelson, Senior Stores Director, Asda

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H&S and Estates Services Team, DVLA

DVLA’s Health & Safety and Estates Services Team has been at the cornerstone of DVLA delivering its key worker operations during the pandemic, remaining on site throughout. The team ensured the health and safety of all staff, while demonstrating exemplary dedication to their roles and responsibilities. They are the very best of DVLA – always willing, no matter what is asked of them.

Their challenge is huge. The estate has around 5,000 workstations, spread across three different sites with around nine individual buildings. While most of the estate is kitted out with desk-based workstations, it also has contrasting working environments including two large print facilities housing machinery and large warehouse style storage areas. These differences meant the team had to adapt and think on their feet when applying government COVID-19 guidance.

Their ingenuity and can-do attitude have been nothing short of inspiring, demonstrating the ability to adapt and respond quickly as guidance changes. Their expertise and planning meant none of the buildings have been mothballed and all kept in working order, allowing DVLA to be ready as restrictions ease and more staff can come on site.

Whenever a problem arises, the team use their initiative and always look for solutions, often doing research in their own time. They’ve showed their ability to adapt and work together, pulling their resources and working outside their normal roles as one effective team. When there was a shortage of hand sanitiser they sourced and arranged for supplies from a local gin distillery. They even filled up and distribute hundreds of smaller bottles so every member of staff had their own. They put up all the social distancing and one-way system signs across all three sites and kept critical services running, including onsite catering and regular water testing.

Throughout, they have invested time to engage with the business and key stakeholders, working hard to maintain crucial business relationships. The team has worked closely with PCS Union, meeting with them weekly and hosting virtual and physical tours of the site to show them the safety measures that are in place. They’ve briefed DVLA’s Executive Team and shared plans with DfT colleagues to help them with their recovery planning. H&S colleagues also supported the business by briefing local ‘COVID-19 reps’ on all the safety measures that had been put in place and government guidance.

One new challenge is that DVLA now has around 1,500 staff working from home. The team had to find a way to ensure there was a mechanism for staff do a health and safety self-assessment of their home working environment. The team worked quickly to create and deploy an online resource which highlighted anyone needing additional support or equipment, such as specialist chairs and keyboards. It’s been so successful that the model will be used as part of health and safety checks for any remote workers in the future.

I’m immensely proud of the team – they are the best. In an unprecedented and continuously challenging time, they have pulled together and showed remarkable resilience!

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Covid-19 Response, Lloyds Banking Group and Mitie

As the pandemic broke, banks needed to continue to provide essential financial services and remain open to customers. For Lloyds Banking Group, this meant its 65,000 employees needed to continue to support its 30million customers – either through one of 1600+ branches, 100+ offices and data centres, or from home.

The challenge was to provide rapid solutions and support for the Group to meet the evolving needs of its workforce and customers – at all times in line with government and health authority guidance.

Facilities management was part of a team working towards a common goal of supporting the Group’s people and customers. FM played a key role as a strategic enabler supported by cleaners, guards, engineers, receptionists, and caterers.

A strong strategic model helped the team:

  • Keep all in-use premises safe for all employees and customers, moving thousands of chairs, desks and IT kit to enable social distancing, with posters and floor markers to guide people
  • Launch a comprehensive hygiene regime, by mid-July delivering 81,000 enhanced branch cleans and 4,700 enhanced office cleans
  • Keep branches open wherever possible
  • Provide a rapid response to confirmed Covid-19 cases, providing FM input and solutions to keep as many buildings and branches operational as possible
  • Hibernate 16 buildings while maintaining them for reoccupation as soon as needed
  • Launch delivery service of workstation equipment for 35,000 colleagues newly working from home
  • Set up five PPE distribution hubs across the UK, ensuring hand sanitiser and masks could be delivered quickly wherever needed
  • Support the Group’s strategy while maintaining a safe, covid-secure working environment.

A joint incident management team, with members drawn from all levels of both organisations, held regular calls daily to manage the response while executing the plan and making decisions at pace.

The team played a pivotal role in supporting Lloyds Banking Group, its employees and its customers, focusing on their needs above all else through:

  • A rapid response, standing up a strategic model early and cutting through bureaucracy to get the job done
  • A strong ‘one team’ ethic, working closely under huge pressure to bring together multiple strands and make instant decisions daily, executing actions immediately
  • Prioritising operational sites and people’s needs, flexing the service with colleagues at all levels working ‘hands on’ to deliver.

Ultimately:

  • Branches remained open wherever possible to serve customers
  • Data centres remained fully operational at 100 per cent resilience
  • Critical offices remained open to support customers.

The team’s commitment meant the Group could continue to operate:

  • Supporting 1.1million customers with payment holidays on loans and mortgages
  • Lending £9billion to businesses via Government schemes
  • Prioritising elderly and NHS staff
  • Maintaining support for charitable foundations.

Facilities management became a strategic enabler – at the forefront of decision making and executing actions to help keep the business open. The teams of cleaners, security guards, engineers and receptionists were heroes in supporting the Group’s people and customers.

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Team Heathrow, Heathrow Airport London, ISS UK & Mitie

In January, Heathrow Airport was at the frontline of the UK’s evolving COVID-19 situation, with the first incoming cases passing through Heathrow’s terminals.

Increased safety measures, global travel restrictions and unprecedented fall in demand quickly had a devastating impact on the aviation industry. In June 2020, passenger numbers travelling through Heathrow were down by 97% compared with June 2019.

In this midst, Heathrow Airport and suppliers faced the challenge of delivering enhanced services to protect public safety and confidence, to enable the repatriation of citizens, and ensure cargo routes supplying PPE and medical supplies remained open.

A coordinated, proactive and flexible response to the ever-changing situation was needed from Facility Services providers across Heathrow’s terminals.

What was the challenge?
Heathrow, ISS and Mitie were tasked with the continuing delivery of a suite of measures to protect passengers and employees, and to restore travellers’ confidence that it is safe to fly.

A tripartite project was initiated to speedily deploy visible and effective measures to reduce the risk of COVID-19 across Heathrow, including:

  • Cleaning robots which use Ultraviolet light to kill viruses.
  • Over 600 hand sanitiser stations across the airport.
  • Electrostatic fogging machines to disinfect seats, trollies, and surfaces.
  • Anti-viral self-cleaning wraps to trolleys, security trays, door handles and lift buttons.
  • Constant touchpoint cleaning via 100 new Hygiene Technicians.
  • A specialist decontamination cleaning team for areas where the presence of COVID-19 is suspected.
  • Fly Safe ‘Pit Stops’ providing free face masks, anti-viral wipes, and hand sanitiser.
  • Washroom signage to encourage Social Distancing.
  • Unique anti-viral surface coating to seal and protect touchpoint surfaces for up to six months.
  • An ATP testing regime using specialised equipment to monitor cleanliness by determining any presence of microorganisms on surfaces.

What happened as a result?
The Fly Safe programme has contributed to the restoration of Government and public confidence that it is safe to fly via Heathrow Airport. In mid-July the UK Government announced the establishment of international “air-bridges” with many countries resulting in increased flight bookings. As the UK’s only hub airport, it is hoped that Heathrow is now seen as the global gold standard for COVID-19 measures within airports.

“We are proud that Mitie and ISS are part of Team Heathrow and I have been incredibly impressed by how they worked together to respond to COVID-19 and ensure a safe environment for our colleagues and passengers.

Their collaboration ensured that enhanced cleaning standards, social distancing and innovations were implemented swiftly and seamlessly. This created an environment where passengers feel safe to fly and contributed to rebuilding our business.”

Gavin Payne Director of Engineering & Baggage, Heathrow Airport

The partnership has helped combat the spread of COVID-19 at the UK’s key frontline battle with the virus. At all times the health and safety of the public has been the absolute priority, and those involved find it immensely rewarding to have played a part in protecting millions of people from COVID-19 and contributing to the UK’s economic recovery.

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Covid-19 Response Award - Supporting the Community

Positive community impact by leading, supporting or repurposing through projects large and small

Edmonton Green Shopping Centre – Supporting the Community throughout COVID-19, Ashdown Phillips & Partners

This award is submitted on behalf of the Ashdown Phillips Management team at Edmonton Green Shopping Centre; Marie Kyriacou-Edwards (Operations Manager), Naomi Wainford (Operations Assistant) and June Tonge (Centre Administrator), working in conjunction with our client from Crosstree Real Estate Partners, Sabri Marsaoui.

COVID-19 hit Edmonton Green especially hard. The locality is one of the most deprived areas in Greater London. The team considered it their prime duty to proactively support their wider community, including 2,000 residents living at the heart of the scheme, many of whom are elderly and live in assisted accommodation.

To proactivly provide support in terms of care packages and donations to the local community of Edmonton/Enfield Borough, whilst also running a 26-acre shopping centre with 30 essential retailers still open and a management team reduced by 50% due to furlough and a vacant position.

The team reached out to over 20 different community groups, including the NHS and key workers, to make donations not only to those in need, but also to those organisations helping those in need. They purchased items from retailers who were open on site to contribute to the community and made 2 deliveries a week, including one to Enfield Stands Together, which was delivering care packages to the many vulnerable residents. The response was amazing and the groups to whom the team donated were genuinely grateful.

In their role of managing a community scheme, the team strive every day to both operate an efficiently functioning shopping centre and to ensure they make a positive impact on the community in everything they do. They have received brilliant feedback on how the community has been helped through the donations they have made and most importantly, they have not only cemented existing relationships in the local community but also built new ones.

One example is Edmonton Baptist Church. At no charge, the team placed parking bollards in the car park and provided increased lighting outside for when parishioners attend during the evening. They also continue to give donations to the Church’s Homeless project, everything from toilet rolls to bottled water!

The team have worked tirelessly through the pandemic, and with a reduced headcount, to keep the shopping centre running as well as enhancing their focus on community related activities. On a daily basis, the team stepped out of their comfort zone into an unknown ‘new normal’ and made the community initiatives their priority. They instinctively knew that “The Green” needed their support and through their efforts reinforced the collective will to stand together during the crisis.

The team say that working in FM often throws up the unexpected and that was certainly the case with COVID-19. They knew that they alone couldn’t fix everything, but by working together they certainly put smiles on faces, including their own, sprinkled some magic into people’s daily lives and demonstrated how their goal always has and continues to be placing Edmonton Green Shopping Centre at the very heart of the community.

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Qwest Services Team – ENGIE & Cheshire West and Chester Council

The Covid-19 pandemic has seen ENGIE’s teams across the UK support councils and local communities in many different ways. This nationwide response and the lengths to which ENGIE employees have gone, is exemplified by Qwest, a joint venture partnership between ENGIE and Cheshire West & Chester Council.

Switching roles

With an urgent need to deliver food and other essential items to shielding residents, Qwest engineers switched from their usual jobs to take on the delivery of welfare boxes. This effort began at the very beginning of the lockdown, with staff working until 10pm on the first day to deliver 69 parcels, and has continued throughout the crisis.

As lockdown continued, the Qwest team also found other ways to help the local community. Employees have collected medication for residents; delivered PPE to a variety of locations; collected donated supermarket food and delivered it to distribution hubs; and distributed laptops and PC equipment to council staff working from home. Qwest has also introduced an artificial intelligence ‘chatbot’ for the council’s website, to direct concerned residents to external websites for advice, and is providing security staff at distribution centres and at hotels that are housing people who are homeless.

The extra mile

There are plenty of other examples of Qwest staff going the extra mile. In one case, a team member working in the contact centre took a call from an elderly resident with a disabled son and a husband with terminal cancer who could only eat soft food. Concerned about how long they would have to wait for the right food, the employee walked to a nearby supermarket, bought the food and dropped it off within a few hours of the call.

On another occasion, an employee received a call from a diabetic resident who was shielding and hadn’t eaten properly for days. He was struggling to control his blood sugar levels. The team member did the shopping and delivered the food to the man – and his dog.

Summary

The examples here epitomise the community spirit that is at the heart of Qwest. As Qwest Managing Director, Ben Cummins, notes: “The reality is we’re helping our wider community, who pay our wages. Ultimately this is our family as much as it is anybody else’s. It’s about doing the right thing and recognising that we’re all in this together.”

He adds: “There’s a sense of pride. We have a really close team, we all look after each other. From day one everyone was volunteering and wanted to help, recognising they may be putting themselves at risk but asking the question – if we don’t do it, who will?”

The selfless response of the Qwest team is worthy of recognition, not just because of the humanitarian aspects but also because it reflects a deeper relationship between a service provider and a local community than is usually the case in such contracts. There is a real commitment by Qwest staff to the local community, and that is the true nature of FM delivery within the public sector.

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Tower Hamlets Schools Team, G4S Facilities Management (UK)

Fernando Jardiel, Regional Facilities Manager, along with Kelly Berry, Soft Services Team Leader, Gladys Hawes, Area Cleaning Supervisor and a team of eleven Premises Managers and forty Cleaners have gone above and beyond their normal daily responsibilities during COVID-19 to support the portfolio of nine Tower Hamlets Schools.

When it came time to start preparing for the children to return to school, Fernando realised that providing additional help for the children to understand the social distancing needs could prove helpful. With this in mind he took the initiative to design floor stickers for the younger children, getting his own children involved to provide foot templates. The schools were happy with the initiative taken and implemented them into their schools. This was also noticed by the SPV client who nominated Fernando for a G4S employee award and have stated categorically that they cannot say enough about how the team has performed during the pandemic.

Gladys and Kelly went on a special training course at Lister hospital for touchpoint training which was then cascaded down to all our staff so that they were fully aware of all procedures and able to respond to any cleaning requirements at any time with full working knowledge. Gladys will step in wherever needed, at whatever time to do what was required and her knowledge on her trade in second to none. Shift times were altered to correspond to the needs of the school and to ensure deep cleans were implemented at all schools.

In the midst of keeping the schools safe and preparing them for reopening there was a major incident which involved a 20 meter crane falling on houses close to one of the schools. The local community who were impacted by the disaster were directed to the local school which we manage for shelter. Fernando, Kelly and Gladys stayed throughout the night coordinating with the local authorities on keeping the school open, ensuring the relevant additional cleaning had taken place before, during and after to keep the local residents safe and the school ready to use again the next day.

The Tower Hamlets Local Authority have also passed their thanks along for the help provided by the whole team which is reflected in the annual customer survey results. The team have been working closely with their Schools throughout Covid19 to support them with the implementation of Covid19 secure environment following re-openings.The schools would not be in the position they are today without this team.

In short, the team has done exactly what we would have expected them to do and more whilst at the same time keeping a smile on their face and always asking ‘Is there anything else I can do for you?’. One always works well with the other with a sense of purpose and they share laughter as a team.

They are a fantastic team and deserve recognition for their hard work.

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Lambeth Council COVID-19 response, London Borough of Lambeth

Serving 320,000 residents, with more than 4,000 properties on Lambeth’s books, including leisure centres, schools and office buildings, the facilities team needed a whole organisation response to effectively address to the COVID-19 crisis.

Our submission celebrates the efforts of the unsung heroes in Lambeth Council’s COVID response; our cleaners, porters, reception staff, repairs contractors and social care staff, who continued their essential work in the background to the COVID-19 crisis, enabling the life-critical functions of the council to be delivered and making sure that essential workers stay safe.

In response to the Government announcement of lockdown, the FM team immediately closed 57 buildings to ensure safety while awaiting official guidance. Key buildings, such as community centres and libraries, had to be closed.

But FM’s responsibility extended beyond making sure that buildings were closed safely in the short term. The team needed to ensure essential maintenance continued so that we could welcome back priority staff. Building technicians and repairs staff had to keep working despite the safety concerns. Cleaning staff for example continued their work at the hostels housing homeless or vulnerable people.
Our food distribution hubs sent over 7,000 care parcels to vulnerable residents and those required to ‘shield’. Colleagues went beyond the requirements of their job description to set up this emergency response function effectively and at pace. For example, security guards helped to load and unload food, community volunteers delivered the parcels using custom bicycle trailers, while others worked weekends to provide a telephone helpline. Council provision of personal protective equipment for social care workers relied on security staff and porters to issue equipment.

Twelve sites were kept open to allow continuation of the council’s statutory duties. Death registrations, bereavement services, cemetery and crematoria and emergency repairs were needed throughout. The council’s Borough Emergency Control Centre directed the council’s response to the emergency from Lambeth Town Hall in partnership with the Met police and our Public Health team. The FM role included making sure that sites were clean, safe and secure for staff and over 1,000 volunteers coming in. This responsibility fell to unsung heroes who are not always recognised as essential workers. As information and guidance on COVID-19 grew and developed FM responded by ensuring open buildings remained safe.

Work was done to allow safe reopening of buildings. The team quickly:
• put into place social distancing measures, including isolation areas for staff and visitors, a one way system
• enhanced cleaning
• introduced new desk booking software with sensors notifying of cleansing status
• redrew plans to reduce office capacity by 70%
• created re-orientation materials for returning staff
• adjusted Building Management Systems settings, introducing toilet flushing aerosol spray, and revisiting fire safety and security

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COVID Cleans, Pinnacle Group

Pinnacle – Putting our customers at the heart of facilities management services.

Pinnacle Group provides people-first, integrated services across a range of community-facing assets and infrastructure. Across the UK, Pinnacle supports over 300,000 homes, 200 schools and 80 public buildings creating value, providing stewardship and generating positive outcome for our customers, partners and clients.

COVID-19 has had a dramatic effect on our society and caused various parts of our economy to shut down. Given the uncertain transmission of this virus, concerns have been raised about its spread via unclean surfaces. Traditional cleaning methods used to tackle this virus were infective, given that serviced surfaces received uneven coverage from conventional cleaning sprays.

Pinnacle rapidly adapted to address this challenge. In early June 2020, Paul Driver, Business Manager, and his team researched the latest cutting-edge technology and launched a specialist COVID cleaning service to provide cost-effective antimicrobial surface protection using the electrostatic technology. The solution provides protection a regular disinfectant would not, and it does not use harmful chemicals. With the antiviral protection lasting for 25-days, this treatment ensures that corporate, office, residential, and school spaces are safe for use and remain sanitised even as surfaces are touched and used.

The Challenge: Helping children get back to play

Pinnacle provides FM services throughout the borough of Lambeth and now in response to the current pandemic we ensure that over 90 of the Council’s playgrounds are COVID-secure. COVID-19 forced these playgrounds to close, as part of our society’s efforts to tackle this virus. These spaces are key to a child’s cognitive, emotional and physical development and their closure impacted both the Lambeth community and local children’s wellbeing.

To tackle this challenge, Pinnacle and its specialist teams deployed its specialist COVID cleaning service to 90+ of Lambeth’s playgrounds. As a result of this treatment, play surfaces were sterilised and local children could touch and enjoy these spaces. This measure also served to tackle the concern that children, through play and other activities, could inadvertently spread the virus to parents and adult caregivers, who are more at risk from this virus.
The children of Lambeth now have safe playgrounds and spaces to grow, thrive and be their best, as our society returns to the ‘new normal’ and continues to tackle COVID-19.

Pride and dedication to the communities that we serve

Pinnacle is dedicated to the safety of the communities that we serve, and we are proud that we can make the difference in a child’s life. Moreover, this effort to protect the children and their families in Lambeth could not have been achieved without the professional, conscientious and hard-working work of Paul and his team, who worked diligently to sanitise play areas.

Through their energies, children can play, learn and grow in clean and secure playgrounds and spaces, while parents and caregivers can have peace of mind that they are in safe hands. The Pinnacle team have also been keeping over 60 playgrounds clean and safe for Metropolitan Thames Valley housing association COVID-secure in recent weeks.

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Covid-19 Response Award - On the COVID Frontline

Critical acts of creation or keeping a building, asset or people safe, secure and operational during the lockdown

Imperial College Healthcare NHS Trust Facilities Team

Imperial College Healthcare NHS Trust submission is based on unique circumstances as a facilities department, as a transition was managed from an out-sourced service (catering, cleaning and portering) against a back drop of dealing with the impact of Covid-19 concurrently.

The formal decision and approvals process, plus the commercial and contractual necessities left the Trust with an eight week window to exit a contract, mobilise an in-house facilities operation, including transfer of 900+ staff, sourcing and fitting uniforms, setting contracts for consumables, asset identification and conditioning, maintenance of equipment, procuring new equipment plus back of house HR, payroll, training, IT and administrative changes to support this operation. Typical of TUPE situations, it wasn’t known who would be turning up on that first morning until they arrived, so a comprehensive contingency plan was invoked.

Operationally, the domestic team had to contend with new enhanced cleaning routines and the wearing of PPE, the guidance on which changed often. The staff come from a variety of backgrounds and many fell into at-risk categories or had dependants who did, which meant that functions had to be conducted with a reduced workforce. Some staff contracted Covid-19 and that had to be managed from a functional perspective and the psychological impact among those still working.

It is a testament to the fortitude and goodwill of the newly transferred colleagues and for the organisational skill and unseen endeavours of the team who managed the transition, that the clinical departments noticed very little change in the delivery of the services to keep the wards safe and clean, patients fed and the movement of specimens and patients around the hospitals; a new found respect and appreciation of their facilities colleagues has been an amazing benefit of this process during these testing times. This makes the ICHNT experience truly unique.

As the Covid-19 situation abated and the hospitals re-set their wards, camaraderie reached new highs between staff as they supported each other, with a visible leadership team on the wards in PPE assisting the domestics in cleaning as areas changed from Covid-19 red back to green, for example turning around a whole Emergency Department inside 36 hours.

As well as the cohort of trained domestics, a significant number of temporary staff were engaged to plug gaps in the teams caused by Covid-19, who needed training, uniforms and leadership. Again, the workforce stepped up and made them part of the team from day one. This was not confined to the skilled operatives on the ground, but also a number of managers did not TUPE across and more were fully involved in transition rather than operations, so a selection and training process was put in place, using a buddy system to support new arrivals.

A position has been reached to reflect on this eventful period and stabilise services, and while still dealing with the challenges posed by a changing Covid-19 picture, being able to formally recognise a number of our staff and teams for their fantastic contributions.

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North West Nightingale NHS Hospital Trust FM contract mobilisation, Interserve Group

Interserve mobilises key Nightingale contract in 12-days

Interserve’s work delivered to mobilise the total facilities management contract for the North West Nightingale NHS Hospital Trust (NWNHT), in Manchester, provides a fantastic example of what the company can deliver.

Interserve’s Communities & International business unit employs in the region of 5,500 people involved in the delivery of critical total facilities management services to 11 hospitals, half-a-dozen healthcare centres, the London Ambulance Service and the Scottish National Blood Transfusion Service. The business unit, which also delivers best-in-class services to 150 schools and police forces including West Yorkshire Police, has been at the forefront of the response to COVID-19. Frontline colleagues have supported the NHS, schools and emergency services across the UK.

Martin Burholt, Managing Director of Communities & International, was contacted by NHS senior managers to ask if Interserve could deliver the NWNHT contract. He was asked if Interserve could support the hospital so it could open in 12-days to receive six patients per hour.

The Nightingale was to be housed in the Manchester Central Complex, a 23,000 SQM event space which historically was a Victorian railway station. Interserve was commissioned to deliver all hard and soft FM which are vital to the safe running of a hospital and ensuring the best possible environment is maintained to enable patients to recover and staff to work in safe and hygienic conditions.

These services included:
• A full total FM solution of both hard and soft services
• Implement health and safety procedures & training
• Induct and train more than 400 members of Interserve staff and over 1000 site staff
• Prepare to deliver 1500 patient meals and 2000 staff meals per day
• On-board new supply chain partners
• Implement IT support systems

All services had to be built and designed from scratch. Interserve played a critical role in working alongside partners to design the facilities elements of the hospital together with the principal construction firm – Vinci – and the Armed Forces. The challenges created by the building’s design had to be overcome and a senior leadership team had to be created from scratch. Because of Interserve’s experience in delivering FM in the North West of England, the company was able to mobilise a network of extremely capable FM professionals who, from first receiving the call, all responded by working around the clock to ensure the contract was successfully delivered.

Partnership working was central to the project’s success and testimonies from senior managers all echo that every organisation involved worked together to achieve the end goal. Teamwork, collaboration and effective communication were critical in quick and effective decision making. The hospital was commissioned to provide both oxygen therapy and general medical care for up to 750 COVID-19 patients. Interserve’s vision was to provide exemplary TFM to the hospital. To achieve this, Interserve provided:

• Asset Management
• Cleaning
• Portering
• Catering
• Mechanical and Engineering
• Stores Maintenance and Handling
• Ward Management Security
• Fire Marshalling
• Helpdesk
• Concierge

Interserve was also responsible for the construction and fit-out of the NHS Nightingale Hospital in Birmingham.

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Nightingale Hospital London, ISS

The situation

COVID-19 changed the country’s entire way of life. So, when ISS received a call to arms from NHS England, we did not hesitate to accept. We stepped up and supported the Nightingale Hospital London, part of the nation’s effort to protect the public.

The challenge

Within hours we were onsite with the NHS and military, outlining the challenge to establish a field hospital. Our initial task was to run the cleaning and portering but quickly expanded to include Soft FM services – initial deep clean (provided by ISS Restoration), catering management, helpdesk, waste management, pest control and linen. We also took on the Hard FM during the hospital’s standby phase.

Our response

Within ten days we had a team in place for 1,000 ICU beds, with more ready for the increase to 4,000. We recruited from within our workforce and via external agencies, finding people who could take on the challenge ofworking at the ExCeL – not designed to provide critical, life-saving care.

The onsite ISS Nightingale team comprised 500+, with more supporting remotely. 70% were completely new to ISS, individuals who wanted to help the NHS save lives. Our specially created, tailored healthcare training environment – the ISS Academy – equipped them with the skills needed to make a difference.

We also prepared our workforce emotionally and mentally for the challenge, offering free mental health counselling, nutrition services and sleep assessments. We held regular sessions to check wellbeing and support the whole team.

With no existing processes, we were given a blank canvas. We wrote the specification together with the Trust, openly sharing knowledge to establish the hospital efficiently and safely.

The results

Our team worked in true partnership with the clinical staff, without the typical client-customer contractual barriers. We liaised directly with Pharmacy, Procurement, Infection Control, Mortuary, Medical Records, Clinical Operations and more, implementing solutions and anticipating demand. Our working model was a collaboration where all parties made decisions, took accountability, and celebrated success.

Deirdre Barr (NHS Nightingale Director of Operations) commented on our efforts, “Thank you for all you have done to make this project the amazing team it is. You all have done your part to ensure that we had the best facility possible and your ‘can do’ attitude was the best ever!

“You all should be proud of the role you have played in this national emergency and in saving lives in London.”

Why should we win?

Our team were essential to the success of the Nightingale. For many, healthcare was a world away from their usual careers, but they went about their duties with purpose and a smile.

They inspire us and the NHS every day. Their level of dedication, positivity and determination makes us proud to work in the industry. FM is now in the spotlight, and ISS led the charge at the Nightingale London.

We are hugely proud of our achievement, worthy of an award that celebrates the positive impact made in unprecedented circumstances.

We stepped up. We were counted. We saved lives.

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Clatterbridge Cancer Centre in partnership with ISS Healthcare

Commissioning New Cancer Care Centre at the height of Covid-19
To mobilise all soft services at £160m Clatterbridge Cancer Centre – Liverpool whilst protecting high-risk cancer patients in Cheshire and Merseyside NHS looked to ISS to commission the new specialist Cancer Centre in Liverpool in record time, to provide a formidable shield from Coronavirus.

The challenge was to bring forward ‘go live’ from 12 weeks to just over 3 weeks. An enormous task.

To redraft the commissioning plan and deliver all services in a quarter of the time.

Recruitment and training were redesigned. Assessment centres were shelved. Interviews had to take place one to one, remotely or off-site maintaining socially distance requirements. New staff had to be trained at four separate locations.

ISS recruited 90 staff; 400 candidates screened to employ the right quality candidates. Occupational Health checks took longer due to shielding.

As government restrictions tightened further, staff concern was heightened working in the hospital. Wellbeing support was significantly enhanced.
Shift patterns were rescheduled to take account of disruption to public transport.

A ‘clinical clean’ of the hospital was delivered in days, rather than the usual two weeks. The highest possible standard was required with coronavirus prevalent in the community.

Suppliers providing cleaning equipment had a national shortage presenting logistical challenges. In one example two ISS employees drove 400 miles to collect critical soap and sanitizer products to ensure that stock was both available and maintained.

With dealerships in furlough ISS replaced vehicle leases with hire vehicles to maintain the mobility of key employees.

Ovens for patient catering services had to be shipped in from Holland due to factory closures in the UK.

Engaging with stakeholders now had to take place using Teams/Skype, providing an ongoing more time efficient way to communicate.

At a time when cancer patients were afraid of being left behind, ISS were able to assist in opening a brand-new hospital. Coronavirus meant that this was no ordinary commissioning. The team worked tirelessly, adopting a hugely empathetic view of getting the hospital ready in time for societies most vulnerable group of patients pulling the commissioning off on time.

What was satisfying during commissioning was that all parties came together, in this case for cancer patients. At no point were facilities staff made to feel like they were not equal. ISS staff knew that this hospital could not open without them.

Never has it mattered more to have a clean hospital. Never again will facilities services matter more. This pandemic has proved that facilities services are a critical function. ISS staff efforts were rewarded with a video message on ‘go live’ date from Prince Charles, who beamed into Clatterbridge Cancer Centre commending everybody’s efforts getting Clatterbridge open on time, during the pandemic. HRH mentioned the facilities services staff which went a long way with ISS staff. “I know from our teams here at the Clatterbridge Centre that we could not have opened without you. A huge thank you.” Dr Liz Bishop, Chief Executive

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Facilities Management Team, NHS Property Services

What was the situation?
During such an unprecedented time, NHSE asked for our support in their response to COVID-19. NHS Property Services (NHSPS) is an expert property owner, service provider and advisor, helping shape the NHS estate for the future. Our portfolio is one of the largest in the UK, comprising 3,000 properties (10% of the NHS estate).

What was the task?
NHSPS needed to repurpose space to provide urgent additional bed capacity and maintaining safe and clean environments to new infection control standards to enable medical professionals to treat patients safely.

What team is involved?
NHSPS has 4,000 facilities management staff including facilities coordinators, team leaders, cleaners, porters, engineers and caterers, that are working harder than ever (and often behind the scenes) to support the NHS.

What was the team’s response and what happened as a result?
NHSPS trained their cleaning teams to be able to support the cleaning of in-patient areas where patient(s) have suspected or confirmed COVID-19 and also led sessions with tenants’ own cleaning teams to ensure they align to new PHE standards.

Between March and August 2020, the FM team conducted 2,585 deep cleans to reduce risk of infection, carried out over 15,000 emergency or urgent jobs and 18,000 non-urgent tasks, supported 1,738 site risk assessments to ensure facilities were safe, and facilitated the temporary closure of 98 sites to reduce the spread of infection.

To manage staff sickness, NHSPS did a big recruitment drive, quickly onboarding and training 435 people to ensure clinical services were not impacted.

NHSPS’ asset management, construction and FM teams worked collaboratively to identify and assess vacant or underused space across our estate, before recommissioning it and then reconfiguring and/or refurbishing it in record time (often out-of-hours and over weekends) to create more space for beds and testing. The teams worked closely with NHS partners to match this additional capacity to local demand. Spaces needed to be compliant with stringent infection prevention and control standards and often involved our FM team installing new heating systems, clinical-compliant sinks, fire compartments, lighting systems, signage, beds and mattresses, water systems and replacing flooring.

So far, they’ve handed over 29 sites to local NHS bodies, creating space for 1,036 beds, enabling over 1000 more patients to be admitted to hospital for treatment. The pace at which the changes required were identified, contractors were on site and the effort to complete the job within weeks if not days, was remarkable. They’ve also delivered almost 300 solutions for other space requests from NHS commissioners and healthcare providers.

Why we should win
NHSPS is one of the only national organisations that has the footprint, resources, access, and integration with the NHS to be able to respond in a way that can manage this pandemic. From procurement access to SMEs with healthcare knowledge they were able to provide the best possible response at speed. NHSPS was at the absolute forefront when it came to enabling excellent patient care during COVID-19.

What makes us proud?
Watch the video…

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Covid-19 Response Award - Adapting to New Realities

Demonstrating excellence in managing and maintaining key relationships or commitments at a time of adversity

Covid-19 Response, Direct Line Group Property Team

Ascot Services and Mainstay Group work together to provide workplace facilities management for the Direct Line Group (DLG) offices. The team collaborates in an honest, open and transparent way, with the end goal of providing an amazing service to its customers.

With 10,000 employees, naturally DLG was impacted by the COVID-19 outbreak. The cleaning strategy was amended in early March. A reactive Covid task clean was introduced, carrying out 200 throughout March, as the numbers rose. Not once did a member of the team respond negatively to these requests, in fact, they went over and above each and every time.

The engineering team used CAD drawings to identify isolation rooms. These spaces needed to provide strategic exit routes through the building. This helped reduce the risk to others as unwell colleagues left the building. The engineering team’s expertise helped to create clear procedures. The OneTeam ethos made it easy to communicate the plan to the wider team.

The team’s cleaning strategy evolved. They made regular sweeps of each building to ensure that common touchpoints such as lift call buttons were cleaned at least once an hour. Extra hand sanitiser units were also supplied in shared areas.
As the pandemic got worse and people began to self-isolate, building occupancy checks were increased. This meant that building usage was tracked. This became a daily task of conducting head counts of staff on each area of each floor.

On 25th March, DLG’s CEO Penny James announced that all DLG colleagues who could work from home should. The company wanted to shut its buildings. The team adopted an agile approach to deal with the business’s new needs and government guidelines.
A new building management approach was designed and implemented. The new agile strategy reduced risks to building users while keeping the buildings in a state of ‘Business Readiness’.

Works that would help lock the buildings down were identified and building processes reviewed. This meant there was a plan that covered ways of working, access, security, and Quality, Health, Safety and Environment Management.

As a team, the structure of resource was reviewed, and key roles allocated within the team. Based on this, a new building audit for closed buildings was designed.
A plan was created for DLG that adapted how building systems were maintained whilst reducing energy usage.

The plan pulled together the whole team’s knowledge of the estate. It meant that DLG approved the plan quickly. Every building “closed” on Friday 3rd April, only 10 days after DLG gave the instruction. The achievement meant that 98% of the Ascot & Mainstay team could stay at home safely during the lockdown period while still maintaining buildings.

Both the on-site teams and the support functions in Atherton should feel incredibly proud. The teams worked tirelessly to adapt to the customers’ daily changing needs. They created and delivered their plan with dedication and tenacity throughout. DLG rewarded the team with a token financial gesture. Rob Taylor, Direct Line’s Head of Property, also wrote a personal letter of thanks.

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Place Checkup, Infraspeak

Our project was developed by a multidisciplinary team of some 30 people all working at Infraspeak, a global technology company headquartered in Porto, Portugal. We work every day to improve the lives of facility managers and maintenance technicians through our intelligent maintenance management platform, currently used in over 12 countries.

When the pandemic started, we wanted to actively help our clients get through it. We developed useful content, implemented new cleaning and safety routines on our platform, and we kept intouch.

With the economy reopening, we knew that communicating the implemented safety routines to the public is as important as the actual implementation, in order to ensure the trust of employees, customers, and users. Booking a hotel room, shopping at a supermarket, or going to the bank now means a lot more than it used to. That’s why we created Place Checkup.

People need to feel safe and comfortable – knowing the cleaning and safety procedures that are being implemented to mitigate COVID-19 is now definitely a part of the selection criteria of the end consumer.

Through PlaceCheckup.com, users and customers can simply search on the map for any place they intend to visit and check what precautionary measures are being taken. To make sure this information is available and updated, facility managers or business owners simply need to add their businesses to Place Checkup and complete a simple questionnaire about their compliance with health and safety guidelines. Then, they can download their “COVID-19 Prevention Badge”, share it online, or print and display at their premises. Besides the public platform, we also developed a “White Label” Place Checkup version, for use by specific organisations. Our first partnership was Tourism of Portugal, which wanted a platform to showcase their members that had their ground-breaking Clean & Safe Seal. The goal is always the same: to raise trust among consumers and incentivize good practices.

Creating Place Checkup was just one of the things we did to overcome this pandemic. Since day one we were truly invested in not only overcoming this challenge as a company but also to help everyone around us. It truly became a mission to all of us. We created specific tools and checklists for our clients, we publicly shared relevant content and guides for people in the FM and Hospitality worlds.

We are one of the Portuguese start-ups that founded the national movement #tech4COVID19, which brought together 5000 volunteers to develop technological solutions to fight Covid-19.

Having the FM manager’s back is a priority for us. Place Checkup and all the initiatives we created are another way of this. By thoroughly taking care of facilities,facility managers are hidden heroes who ensure everyone is well-served, comfortable and secure – at home, at work, on holidays or at any facility they use. Enabling facility managers to do their work, means we help make the world a better place for everyone. In the context of covid-19, this contribution has become even more important and we wanted to show “We’ve got your back!”.

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Covid-19 Workplace Risk Assessment Tool, Sitemark

In March 2020, in response to the Coronavirus outbreak, Sitemark – an independent benchmarking service for the facilities management industry – launched a free workplace risk assessment tool. The tool was designed to help facilities professionals identify the control measures to consider to minimise the risk of workplace infections. Originally produced for Sitemark clients, the company decided to distribute the tool to all businesses for free considering the serious nature of the outbreak.

Sitemark identified five areas to be assessed for control measures:

  • Site Control – access points, visitor restrictions and visitor hygiene, non-touch dispensers and door mechanisms
  • Cleaning Provision – specification frequency, schedule definitions, service provider contingency, chemical use,
    curtains / blinds, and rugs / mats, swab testing and steam cleaning
  • Signage and Education – hand washing signage, hand washing videos and update alerts
  • Building User Behaviours – home working, dress code, travel reduction, handshaking, workspace hygiene and self-
    isolation
  • Contingency Plans – building closure plan, contract clarification, deep clean provider, deep clean methodology and
    sick pay policy

FMs enter an impact and adoption score for each assessment, then use a calculation in the tool to generate a score that will suggest the overall site risk level.

The tool gives facilities professionals, the majority of whom will never have faced planning for a pandemic, a framework in which to plan their own facility’s response to the virus. It’s as relevant for offices as it is for education establishments, manufacturing and logistics sites, healthcare facilities and residential spaces.

Since the tool was published, the UK Government made it mandatory that every business complete a risk assessment, consult with their staff on it and display the COVID-secure statement in their buildings. Therefore, the voluntary process Sitemark developed has become a legally-required one.

Following the initial success of the risk assessment, Sitemark launched a Covid-19 Hygiene Cleaning Specification Workplace Hygiene Programme to support buildings still in operation and those looking to reoccupy after the pandemic. The tool includes hygiene specifications for offices, education, residential, leisure, industrial, retail, residential care and healthcare facilities.

The highly visual system positively drives the behaviours of building users, cleaning operatives and facilities managers, and is based on the use of ‘High Intensity Touch Point’ indicators. These remind building users to wash their hands after passing through a high-risk area, and prompt cleaning staff to pay additional attention to deep cleans of these areas. Sitemark has also launched free downloadable signage to encourage people to wash their hands and is exploring other tools that they can launch to support today’s FMs at this unprecedented time.

It’s only been seven months since the Sitemark team first heard about Covid-19 and started putting plans in place to support organisations manage the virus in their own facilities. They have filled a void with practical, easy-to-understand and independent information to help to keep workplaces and people safe. Their advice is forming the cornerstone of many organisation’s Return to Work guidance and enabling buildings to reopen and businesses to restart after the pandemic.

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University of Greenwich IFM Mobilisation, Sodexo, The University of Greenwich and Gardiner & Theobald LLP

Context
In February 2020 the University of Greenwich supported by consultants Gardiner & Theobald (G&T) awarded an Integrated Facilities Management (IFM) contract to Sodexo. This new contract represents:

  • A fundamental change to the way FM is delivered across the University’s multi-site and historically rich estate
  • Bringing together over 150 suppliers together and focusing on social and added value.

Five weeks into a three-month intensive mobilisation programme, the University went into lockdown due to the Covid-19 pandemic.

The challenge
With the new IFM contract due to go-live on 18 May 2020, the team were faced with the challenge of mobilising more than 10 service lines, transferring almost 300 staff and maintaining essential services across three campuses without access to site! Pausing the mobilisation or delaying the contract start was never an option; the University, Sodexo and G&T made a concerted effort to continue despite the challenges and unknowns ahead due to the value this new contract will unlock for staff, students and local communities.

A collaborative & agile response
The University, Sodexo and G&T worked collaboratively and flexibly using a solution-focussed approach to establish new ways of working that facilitated key mobilisation milestones without any template or prototype to rely on. Activities included:

  • Creating a mobilisation continuity plan that ran alongside the University’s business continuity plan
  • Developing an interim IFM service scope to enable go-live under lockdown, prioritising the safety and wellbeing of FM staff and students while maintaining the security of the University’s historic estate
  • Establishing a phased re-commissioning plan in line with the government’s recovery strategy
  • Moving to virtual TUPE consultation, recruitment and training programmes to ensure people were informed, engaged and welcomed to Sodexo.

Success in the face of adversity
The new IFM contract went live on 18 May 2020 with all services and people transferring to Sodexo as planned. A core, onsite staff team worked over the weekend to oversee the transition and the commencement of essential service delivery:

  • 280 staff transferred
  • 16 new starters commenced work
  • 4000 risk assessments completed
  • 800 helpdesk jobs logged

As the government gradually eases lockdown, the phased recommissioning of services and buildings has begun with operational FM staff returning from furlough in line with the University’s and Sodexo’s Covid-safe reopening plan. The team continues to work in partnership towards full services commencement on 1 September 2020 to enable the safe return to campus for staff and students.

The A-Team
Over 100 staff from the University, Sodexo and G&T led by a core joint mobilisation team made the impossible, possible. The determination, creativity, and unwavering commitment to people and safety shown by the team throughout this journey upholds the spirit of this partnership.

Championing FM
This achievement shines a light on FM being more than a ‘support’ function, enabling it to step out from the shadows and demonstrate its criticality in adding value to the University and workplace experience. We’re immensely proud of the joint team for providing essential services for students and staff while looking after employees.

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Estates Division Covid Recovery Team, University of Cambridge

The Challenge
The University of Cambridge has the largest and most diverse academic estate of any UK university, with more than 350 academic, research and support buildings. The Estate is a complex mix of laboratories and other scientific facilities, teaching and research space, libraries, museums, administrative offices and collaboration spaces

Closing down the Estate in March proved a relatively straightforward activity. Securing a safe and orderly re-occupancy of our buildings in preparation for the Michaelmas term has required an unprecedented level of teamwork and collaboration between the Estates Division and the academic departments and institutions across the University.

The team was faced with the challenge of implementing a phased re-occupation programme whilst ensuring the safety of building occupants and safeguarding the critical research activities and live experiments within many of the buildings.

Our Response
A Buildings Taskforce was established to oversee the phased re-opening of buildings across the Estate, prioritising critical research facilities. The Estates Division team worked with the Taskforce to create a Buildings Re-Occupancy Protocol centred around two key tests:

Test 1: Building Safe to Occupy
Test 2: Activity Safety

For Test 1 it created a building safety checklist covering key issues such as health and safety, maintenance, visual inspections and water hygiene sampling.

For Test 2, it created checklists and risk assessment templates to enable the Departments and Institutions who occupy individual buildings and spaces to prepare their own plans for how they will being staff and students safely back into their buildings.

Given that this was uncharted territory for the University, the team created a SharePoint site to house practical guidance and worked examples and set up a dedicated helpdesk to support Departments. It also coordinated central procurement of PPE, face coverings and hand sanitizer, and led a team developing plans for the re-opening of shared teaching spaces across the University.

Our Impact
“The closure and subsequent re-opening of hundreds of buildings presented a significant challenge for the University at every level of administration. The Estates Division team was pivotal in managing the entire process, including the establishment of protocol, the safe closure and re-opening of buildings and liaising with Heads of Institution and others to ensure the health, safety and well-being of University employees and contractors. As a result, Cambridge was able to reopen buildings at a rate of typically twice that of other universities, with the exceptional efforts of the Estates Division Team instrumental in reigniting research activity across the University.”
(Professor David Cardwell, Pro-Vice Chancellor)

Why Us?
We feel the team is worthy of this award because of the incredible teamwork and dedication it demonstrated under very difficult circumstances, working tirelessly to implement the re-occupancy process, solving problems effectively as they arose, and supporting colleagues in often stressful situations.

We are particularly proud of the way in which the team drew together to solve unique and unprecedented problems under considerable pressure, to fulfil their primary role to facilitate the safe and effective operation of the University and its multi-faceted activities and environments.

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Contact us

For any queries regarding the IWFM Impact Awards please call the team on +44 (0)207 880 6214 or email awards@iwfm.org.uk. @IWFM_Awards also carries the latest awards news.