FM Excellence in a Major Project 2014
This Award focuses on the lasting impact of innovative thinking. A ‘major’ project is one that makes a significant contribution to almost every aspect of an organisation’s operating style and affects the majority of its employees.
Best practice learning points
> A comprehensive communications plan built excitement around the review and helped to eliminate the ‘we’ve always done it this way’ mantra
> The steering group had senior manager buy-in and was supported by a series of work streams consisting of both managerial and operational staff
> Brainstorming of ideas from all parts of the organisation resulted in a sense of being ‘involved’
> Use of open protocols to allow maintenance by any suitably qualified engineer
> Asset management overhauled from SFG20 to a condition-based/usage approach with resulting efficiencies
> Energy saving initiatives included the introduction of variable speed drives, light sensors, zooming controls, chiller and boiler improvements and LED lighting
> Cleaning strategy aligned with peak periods, new innovations and shift patterns introduced
> One team approach achieved via multiskilling and creating broader roles in the areas of helpdesk, reception and security
> All savings reinvested in improved student facilities
Against a backdrop of changing needs in the education sector and new ways of delivering FM, King’s College London and Bouygues Energies and Services began an efficiency review of their 25 year public-private build and operate partnership which was half way through.
The review sought to find new ways to make the estates and facilities management operation more efficient. It included two buildings covered by the partnership – Franklin-Wilkins building on the University’s Waterloo campus (which had been refurbished as part of the build and operate agreement) and Old Hunt’s House on Guy’s Campus (which has been rebuilt as New Hunt’s House). The combined team won this year’s award for FM Excellence in a Major Project by making significant and measurable improvements and by achieving these results following a structured and well communicated change programme.
Franklin-Wilkins Building (41 528m2) and New Hunt’s House 18885m2 comprise a mix of scientific areas such as laboratories, classrooms, auditoriums, offices, social space and catering areas as well as biological areas carefully controlled under a Home Office licence. Energy use is high due to research equipment, tissue storage, over 500 fridges and freezers some of which run at -80 degrees centigrade. 175 staff provide 106 soft and 19 hard services. The review’s objectives included:-
> To challenge the status quo at every level
> Reduce FM cost by £800,000
> Make FM activities more efficient and sustainable
> Review the lifecycle needs of the portfolio and use of the lifecycle fund
A review team made up of operational and managerial staff with senior level commitment elicited ideas from across the organisation including front-line staff. 150 opportunities validated for having no or positive impact for students were identified, roughly costed and evaluated. A total of £1.1m of savings and better ways of working were then carried forward for implementation over a 10 month period.
A number of initiatives have improved the provision of M&E maintenance including self-delivering air conditioning and Gas safe engineers and making use of open protocols to allow for any qualified engineer to service the systems. By sharing Bouygues engineers across other Bouygues accounts, new economies could be made with no impact to performance. A new asset management approach – Failure Mode Effects Analysis – replaced the previous SFG20 system and this more holistic, risk-based method contributed further efficiencies as did new non-intrusive testing which reduced downtime.
The review has delivered considerable savings. Energy savings amount to £285 000 a year. Soft service savings account for £298 000 and hard services have contributed £250 000. A new approach to life cycle forecasting and planning will deliver savings of £138 000 per annum.
The Judges said
The project had a number of inter-linked objectives including reducing expenditure, improving service delivery and improving energy management. The judges liked the fact that the project made a lasting impact to almost every aspect of King’s operations and affected its students positively. The teams have worked within the confines of a PFI arrangement to turn an inwardly looking FM service delivery regime into one which embraces the wider student body. It has even managed to ’educate’ the academics in the need to turn lights and PCs off (in the interest of energy management) when they are not in use.